Solution for: CBT GT Reading Test 25: Choosing a Westhaven travel pass

SECTION 1
Choosing a Westhaven travel pass
A. The Harbour Hopper is designed for visitors making several short ferry trips in one day. It covers all
passenger ferries within the inner harbour, but not the longer crossing to Bell Island. Buy it from a machine at
any ferry terminal; the printed ticket must be kept dry because damaged barcodes may not scan. It becomes
valid on its first scan and expires at the end of that day's service, rather than twenty-four hours later. Bicycles
require an additional ticket whenever space is available. The pass does not reserve a place on a particular
sailing.
B. The Evening Explorer covers buses and trams after six in the evening. It is particularly useful for people
attending concerts or late-opening galleries. Purchase it in the travel app and activate it before boarding. Its
validity continues until two the following morning, including journeys that cross midnight. It cannot be used on
ferries. One adult holding this pass may take one child under twelve at no extra cost. Additional children need
their own tickets. If your phone cannot display the active pass, you must purchase another valid ticket before
travelling.
C. The Family Roamer is a paper ticket for two adults travelling with up to four children. Everyone covered
must travel together. It is accepted on buses and trams all day at weekends and on public holidays, but not on
ordinary weekdays. Tickets are sold at staffed stations, where the date of travel is printed on them. Changing
that date is free before the day shown; no change is possible once that day begins. The ticket includes travel
to the wildlife park, although admission to the park is separate.
D. The Airport Link Return covers one outward and one return trip between the airport and the central coach
station. The return journey must be made within thirty days. Seats are not reserved, so passengers should
allow extra time during busy periods. The driver stores large suitcases in the luggage compartment. Tickets
are available online or at the coach station. This service runs directly between its two endpoints and does not
stop at suburban hotels. Passengers who need a hotel connection should use the local bus network after
reaching the centre.
E. The Ten-Journey Wallet is for occasional commuters. Each activation pays for one continuous journey on
local buses, including one transfer made within forty-five minutes. Credits remain valid for six months from
purchase. Several people travelling together may use the same wallet, provided a separate credit is activated
for each person. The app shows how many credits remain after every activation. Unused credits are not
refunded. The wallet excludes express coaches and cannot be combined with a concession fare; passengers
eligible for a concession should compare the separate reduced-price products.

SECTION 1
Storing bags at Central Station
The left-luggage room is beside the station's north exit. It is staffed from seven in the morning until ten at night,
including Sundays. Storage is charged per item in three size categories, not according to weight. Staff will
measure an unusually shaped item before quoting a price. Musical instruments are accepted in protective
cases, but bicycles must be left in the separate cycle store. Food that needs refrigeration cannot be stored.
Every bag is screened before acceptance. You may be asked to open it, so leave enough time before your
train departure. Once payment has been made, you receive a claim ticket showing the number of items and
the latest collection time. Check these details before leaving the counter. Keep the ticket with you rather than
inside another bag you intend to store.
The standard charge covers any period up to twelve hours. After that, another twelve-hour charge applies,
even if you are only a few minutes late. However, the room is not accessible outside staffed hours. A bag left
overnight can be collected only after seven the following morning. Storage lasting more than three days must
be arranged with the supervisor in advance.
Anyone presenting the original claim ticket may collect the luggage; they do not have to be the person who
deposited it. A photograph of the ticket is not accepted. If the original is lost, the owner must show
identification and describe the bag and its contents. Release may be delayed while staff complete their
checks. The station does not offer delivery to hotels. Porters can help move heavy luggage within the station,
but their service is booked separately at the information desk.

SECTION 2
The workplace learning allowance
Meridian Design gives each employee an annual allowance for work-related learning. The scheme is intended
to develop useful skills, including those that may support a future role within the company. It is not limited to
training needed for an employee's current project. However, activities must have a clear learning element: an
ordinary professional dinner, without teaching or structured discussion, is not eligible merely because
colleagues attend.
Before booking, complete the learning request form and attach the course outline. Your line manager
considers relevance and whether the team can cover your absence. The finance team then checks the
remaining balance in your allowance. These are separate checks, and approval from the manager alone does
not authorise payment. Do not pay a deposit until both checks have been completed. If a provider imposes an
unusually short booking deadline, contact the learning coordinator rather than assuming you may skip a stage.
The allowance covers tuition and required course materials. Travel is handled through the normal expenses
process, so it does not reduce the learning balance. Optional social events attached to a course are paid for
personally. Employees may combine their current allowance with a team training budget only if the team
leader has agreed to the contribution in writing. Unused personal allowance expires at the end of the company
year and cannot be exchanged for cash.
After attending, upload proof of completion within fourteen days. This may be a certificate or an attendance
confirmation from the provider; an examination pass is not required unless the original approval specified one.
Write a short reflection explaining one useful idea and how you might apply it. You are not expected to prepare
a formal presentation. The coordinator may ask permission to share the reflection with colleagues interested in
the same subject.
If an approved event is cancelled, tell the coordinator immediately so that any refund can be returned to the
correct budget. A substitute event requires a fresh relevance check, even when its price is identical. The
company wants the scheme to support thoughtful learning choices, not to encourage staff to spend a balance
simply because the financial year is ending.

SECTION 2
Helping new colleagues settle in
Every new employee is offered a workplace buddy for the first month. A buddy is an informal point of contact,
not a replacement for the line manager. Questions about performance targets, leave approval or changes to
duties should still go to the manager. The buddy can explain everyday routines, introduce colleagues and point
out resources that may not be obvious from the staff handbook.
Buddies volunteer through the people team. They must have completed their own probation and should
normally work in a different project group from the newcomer. This separation allows the newcomer to ask
basic questions without feeling that each conversation is part of a performance assessment. The people team
checks availability before making a match. A volunteer who is about to take extended leave should wait for a
later intake rather than offer support they cannot provide.
During the first week, arrange a short meeting each working day. After that, agree a suitable frequency
together. Meetings should fit into working hours; newcomers are not expected to attend evening social events
to receive support. Introductions are useful, but always ask before adding someone to an informal messaging
group. What feels friendly to one person may feel intrusive to another.
Keep conversations private unless there is a serious concern about someone's safety or wellbeing. In that
situation, contact the people team and explain why you cannot promise secrecy. Do not maintain a detailed
diary of personal disclosures. At the end of the month, both participants receive a short questionnaire about
how the scheme worked. They may continue meeting by mutual agreement, but the formal buddy
responsibility ends then. If either person feels the match is unsuitable, the people team can arrange a
replacement without requiring a complaint against the other participant.

SECTION 3
When a map is not enough
A. At the fictional Eastbank visitor centre, staff could predict where first-time visitors would stop. Just beyond
the entrance, people unfolded the printed map, turned it twice and then asked which corridor led to the
exhibition. The building was not especially large, and the map accurately showed every public room. Its
accuracy, however, was not solving the problem. Visitors were trying to connect marks on paper with a space
they had only just entered. The centre's redesign team therefore began by watching journeys rather than
commissioning a more detailed drawing. They noted hesitation, unnecessary backtracking and conversations
between visitors, treating these as evidence about the environment rather than failures of individual attention.
B. The first discovery was that location alone was insufficient. The old map included a clear 'you are here'
symbol, but north was always at the top. For someone standing at the entrance, the corridor drawn on the left
was physically on the right. Experienced map users could mentally rotate the image; tired visitors carrying
bags were less willing to do so. The replacement entrance map was aligned with the direction a viewer faced.
Elsewhere, maps were rotated to suit their particular viewing position. This meant the building appeared at
different angles on different displays, a decision initially opposed by staff who valued visual consistency.
Testing suggested that consistency of experience mattered more than identical orientation.
C. A second difficulty appeared at junctions. Designers had placed a large sign at the entrance naming every
destination, but visitors often forgot the relevant direction before reaching the first decision point. Smaller signs
were therefore placed just before junctions, where a choice had to be made. Beyond each turn, a confirmation
sign reassured people that they were still on the correct route. These signs contained less information than the
entrance board, not more. The team distinguished between choosing a route and confirming one: the two
moments required different messages. Removing unnecessary destinations from a sign was as important as
increasing the size of its lettering. The location of a sign was checked from several approach directions, not
just from directly in front of it. A display that looked obvious to its installer could be hidden behind an open door
or a group waiting for tickets. Staff also checked temporary promotional stands, which sometimes blocked
permanent directions. Keeping the route understandable became an ongoing operational task rather than a
job completed when the signs were fitted.
D. Names also caused trouble. Employees called one exhibition area the West Wing, a label based on the
building plan. Visitors knew the same place from publicity as the River Stories Gallery. Directions using the
internal name were technically correct but practically unhelpful. The team created a shared naming list for
tickets, maps, signs and staff conversations. They kept the public title and removed the internal label from
visitor-facing material. This was not simply a branding exercise. When people hear one name at reception and
see another at a doorway, they have to decide whether both refer to the same destination. That extra
uncertainty can make even a short journey feel difficult.
E. The redesign did not assume that all visitors could use visual signs equally. Text contrast was improved, but
colour was never the only way of distinguishing a route. Symbols were paired with words, since a symbol
familiar to its designer might not be understood by someone from another place. Staff tested routes with
visitors who used mobility aids and discovered that the shortest route on the map was not always the most
usable. An alternative route through a lift lobby needed equally prominent directions rather than a small note at
the bottom of the display. Providing an accessible route was only part of the task; making that route easy to
discover was another.
F. Digital directions offered possibilities but also introduced dependencies. A phone-based guide could change
when a corridor closed, while a printed map could not. Yet a visitor might have a flat battery, no data
connection or little confidence using an unfamiliar interface. Eastbank retained physical signs and made the
digital guide optional. The team also resisted a system that asked people to watch a screen continuously.
Short instructions delivered at useful moments allowed visitors to attend to the exhibition and to one another.
Technology was most helpful when it supported an understandable environment, rather than compensating for
an environment that remained confusing.
G. Evaluation continued after the new signs were installed. Staff recorded the questions visitors asked, but a
lower number did not automatically prove success: some people avoid asking for help even when lost.
Observers therefore repeated the original route study and invited visitors to explain uncertain moments. The
centre learned that confident movement involved more than reaching a destination quickly. People wanted to
know that they could return to the entrance, find a toilet or change their plan without becoming disoriented.
Good wayfinding gave them that freedom. The final system was not the one with the most information; it was
the one that offered the right information when a person could use it.