1 . There is growing interest in East Japan Railway Co. ltd, one of the six companies, created out of the privatized national railway system. In an industry lacking exciting growth ________, its plan to use real-estate assets in and around train stations ________ is drawing interest.

In a plan called “Station Renaissance” that it ________ in November, JR East said that it would ________ using its commercial spaces for shops and restaurants, extending them to ________ more suitable for the information age. It wants train stations as pick-up ________ for such goods as books, flowers and groceries ________ over the Inter. In a country where city ________ depend heavily on trains ________ commuting, about 16 million people a day go to its train stations anyway, the company ________. So, picking up commodities at train stations ________ consumers extra travel and missed home deliveries. JR East already has been using its station ________ stores for this purpose, but it plans to create ________ spaces for the delivery of Inter goods.

The company also plans to introduce ________ cards—known in Japan as IC cards because they use integrated circuit for ________ information ________ train tickets and muter passes ________ the magic ones used today, integrating them into a/an ________ pass. This will save the company money, because ________ for IC cards are much less expensive than magic systems. Increased use of IC cards should also ________ the space needed for ticket vending.

2 . Obese people experience discrimination (歧视) in many parts of their lives, and the workplace is no exception. Studies have long shown that obese workers, defined as those with a body-mass index (BMI) of 30 or more, earn significantly less than their slimmer co-workers.

Yet the costs of weight discrimination may be even greater than previously thought. “The overwhelming evidence,” wrote the Institute for employment Studies, “is that it is only women living with obesity who experience the obesity wage penalty (薪资损失).” They were expressing a view that is widely aired in academic papers. To test it, The Economist has analyzed data concerning 23,000 workers from the American Time Use Survey, conducted by the Bureau of Labour Statistics. Our number-processing suggests that, in fact, being obese hurts the earnings of both women and men.

The data we analyzed cover men and women aged between 25 and 54 and in full-time employment. At a general level, it is true that men’s BMIs are unrelated to their wages. But that changes for men with university degrees. For them, obesity is associated with a wage penalty of nearly 8%, even after accounting for the separate effects of age, race, graduate education and marital status.

The conclusion — that well-educated workers in particular are penalized for their weight — holds for both sexes. Moreover, the higher your level of education, the greater the penalty. We found that obese men with a Bachelor’s degree (学士学位) earn 5% less than their thinner colleagues, while those with a Master’s degree earn 14% less. Obese women, it is true, still have it worse: for them, the equivalent figures are 12% and 19%, respectively (分别地).

Your line of work makes a difference, too. When we dealt with the numbers for individual occupations and industries, we found the greatest differences in high-skilled jobs. Obese workers in health care, for example, make 11% less than their slimmer colleagues; those in management roles make roughly 9% less, on average. In sectors such as construction and agriculture, meanwhile, obesity is actually associated with higher wages.

These results suggest that the total costs of wage discrimination borne by overweight workers in America are greater than expected. Now, it’s time for our governments to take it seriously.

5 . In 1919, in the aftermath of war, the International Labour Organization used its first convention to limit working hours to eight a day and 48 a week. The Depression later prompted employers to __________ a five-day week.

The latest crisis is dealing a __________ shock to how jobs are designed. The pandemic (疫情) forced many employers to implement remote working. It accelerated the use of technology to help them stay productive. As well as struggling with the challenges of hybrid work, some businesses are now __________ paying staff the same salary for a four-day working week, once as weird a concept as an eight-hour day.

Promised __________ include improved wellbeing, better focus, fairer sharing of childcare between men and women, and even a lighter carbon footprint. Fear of missing out on the latest trend must not, __________, blind companies to important obstacles and drawbacks.

Offsetting the cost of a four-day week at a national level looks ___________to achieve. As economic historian Robert Skidelsky pointed out in 2019, in a report for the UK Labour party, “__________ working hours nationwide, like France’s 35-hour working week, is not realistic or even desirable, because any cap needs to be adapted to the needs of different sectors (行业)”.

The Wellcome Trust, the science research foundation, decided in 2019 that even a trial would be __________, partly because its staff performed a mix of roles. Some jobs were hard to confine to four days. Other employees preferred to spread their work over five days. __________ already on a four-day week feared they might lose out.

Lockdowns exposed the gap between flexible homeworking professionals and front-line “__________” staff. A four-day week might __________ it.

Some staff want or need to work extra hours. To the risks of a two-tier workforce and reduced freedom of choice add the danger of __________. The approach fails if improved productivity does not cover the potential increased cost. If leaders’ determination to hit the same targets forces staff to work four 10-hour days, to shift their workload back into their __________ weekends, to rush jobs that require more time, or to hire additional hands to plug gaps, some of the benefits of offering workers more free time will quickly disappear.

For each of these __________, advocates have an answer. One is that companies just need to organise staff more efficiently. In itself, better __________ would improve productivity. Another is to cut working hours, rather than days, allowing greater flexibility.

8 . Borders, departments, or issue areas all represent what systems analysts call system boundaries. System boundaries divide the big, messy, interconnected world into smaller subsystems. This is useful, even necessary. Our minds and our collective governance systems would be stuck if we had to always consider all the connections of everything to everything else. But dividing systems into subsystems can sometimes break a natural cooperativity. For instance, a decarbonizing country will spend money in its energy and transportation sectors and save money in its health system.

Decarbonization could be a win for the whole, but it might be experienced as a bother for particular subsystems.

Donella Meadows, the early systems modeler, wrote that system boundaries are “lines in the mind, not in the world.” And that is actually good news. If departments, and disciplines are just ideas, then there is nothing immovable about them. We can make these borders less obvious and conduct partnerships across them. We can even redraw them to include more of what matters in a single project or investment. That’s the premise of multisolving — using one investment of time or effort to achieve several goals at once.

For instance, Warm Up New Zealand (WUNZ) upgraded the energy efficiency of residential buildings and provided jobs in the building sector after a financial downturn. The project resulted in better health for residents, as well. That translated into health systems savings. Taken together, a 2011 study estimated that across all these benefits, the project saved $3.90 for every $1 invested.

Multisolving seems possible everywhere and like an obvious choice. Yet, it is very much the exception, not the rule. Why is multisolving still so rare when it has the power to boost progress on some of the most urgent issues we face?

Unfamiliarity stands in the way, as does an often-unexamined assumption that making issues smaller makes them easier to address. We often hear the viewpoint, “I already work on poverty (or climate, etc.) and that’s hard enough. Why should I add biodiversity or pollution to the mix?” Fundraising for crossing borders can be a struggle too. Funders want the “visible results” shown, but they don’t always see crossing borders as an essential part of achieving those results.

It is easy to devalue and underemphasize connection-building. After all, it can be delicate and not always visible. But to realize goals in today’s world, from equitable policies and low-carbon facilities to values like cooperation and fairness, we do need deep shifts, and we need them soon. And facilitating the flow of ideas back and forth across borders is one way to speed change.

10 . A community canteen at the Zhanongkou Community in Shangcheng, Hangzhou recently launched “happiness blind boxes”, which cost just 6 yuan per box. Sales start at 7 p. m. each evening.

The dishes are packaged in transparent (透明的) containers, but to maintain an element of surprise, stickers are placed over the lid (盖子) of the “main dish” section of each box. The “blind boxes” have become popular since being introduced, and on some nights they sell out by about 8 p. m.

A meal assistance program introduced in Zhanongkou subdistrict ensures the elderly can access meals within a 10-minute walk of their homes or have them delivered within five minutes. The service has also been welcomed by younger people living and working in the area.

Yan Xuyang, a professor at Beijing Union University’s Tourism College, predicts that by 2035, those born from the 1970s to the 2000s will comprise the main group of customers for such canteens. “This generation has a reasonable level of disposable (可自由支配的) income, and many of its members may also lack the willingness to prepare meals for themselves,” Yan said.

The successful operation of community canteens depends on their ability to integrate into the daily lives and culture of local residents. In addition to serving dishes to suit local tastes and fostering a welcoming environment for diners, it is important to widen the functions of these canteens. They have been used for cultural activities and other events, which helps raise awareness and foster a positive perspective on these canteens among local communities.

In the latter part of last year, the Weikang community canteen in Ziyang subdistrict, Hangzhou, experienced a significant transformation from being a canteen for seniors to catering for the whole community. Its services have been broadened beyond regular operations to include services for hospitals and businesses, complete with home delivery options. Some other community canteens have also made efforts to appeal to more residents.