Audioscripts IELTS Practice 17 Listening Test 04

Part 1

You will hear a woman phoning to inquire about a gardening service for her home. First, you have some time to look at questions 1 to 5.

[Pause 30 seconds]

Now listen carefully and answer questions 1 to 5.

Michael: Good morning, Green Fingers Gardening Services, Michael speaking.

Woman: Oh, hello. I’m calling to enquire about getting some regular help with my garden. Do you cover the North Oxford area?

Michael: We certainly do. Can I just take your address first to check our exact route?

Woman: Yes, it’s 14 Chesil Avenue.

Michael: Sorry, could you spell the street name for me?

Woman: It’s C-H-E-S-I-L.

Michael: C-H-E-S-I-L. Got it. So, how can we help you today?

Woman: Well, it’s not a huge garden, but I’ve recently injured my back and I simply can’t manage the heavy work anymore. Do you have a standard maintenance package?

Michael: We do. For a standard medium-sized garden, we usually send a team out to you once a fortnight. That keeps things perfectly manageable without being too expensive.

Woman: A visit every fortnight sounds perfect. What exactly does that include?

Michael: That covers mowing the lawn, edging the grass, and pulling out the invasive plants from the borders—you know, the weeds.

Woman: Oh, that’s a relief. They are growing so fast at the moment. What about the tall bushes? I have some rose bushes that need attention.

Michael: We prune roses as part of the basic package, yes. However, if you have any large hedges that need cutting back, we do charge extra for that because it requires special equipment.

Woman: Actually, my husband handles the heavy pruning of the hedges himself with his electric trimmer, so don't worry about those.

Michael: Fair enough. Another service we offer, which is quite popular in autumn, is hard surface cleaning.

Woman: Oh, my patio is looking incredibly green and slippery. Yes, I’d like that cleaned once a month if possible.

Michael: Not a problem. We can use a high-pressure jet washer to blast the slime off the patio. It will come up looking like new.

Before you hear the rest of the conversation, you have some time to look at questions 6 to 10.

[Pause 30 seconds]

Now listen and answer questions 6 to 10.

Michael: Now, besides the regular gardening, we can help with other outdoor maintenance issues. For instance, if you have any broken fencing panels or a loose gate, we can put you in touch with a highly skilled carpenter who works with us regularly.

Woman: That’s very good to know. The fence is fine for now, but the wooden side gate definitely needs looking at.

Michael: He can certainly fix that for you.

Woman: Can you tell me a bit about the staff who will be visiting? Are they trustworthy?

Michael: Absolutely. We take that very seriously. All our workers hold comprehensive insurance. So, in the unlikely event that they accidentally break a window or damage a plant pot, you are completely covered.

Woman: That’s very reassuring. And regarding their skills?

Michael: We don't just hire anyone. Nobody is allowed to operate our heavy machinery until they have successfully passed a strict safety course.

Woman: That sounds extremely professional.

Michael: Finally, we know that many of our clients are at work when we visit. So, to give you peace of mind, before leaving, the gardener will snap a quick photo of the finished yard and message it directly to your phone.

Woman: Oh, that’s a brilliant idea. Then I can see exactly what’s been done while I'm at the office.

Michael: Exactly. So, if you’d like to go ahead, we usually suggest booking a trial session first, just to see if you are happy with the standard of work.

Woman: Yes, that sounds like a good plan. How much would that be?

Michael: Normally a one-off visit is £60, but for the initial trial session, we discount it to just £45.

Woman: £45? That’s fantastic. Let's get that booked in.

That is the end of Part 1. You now have half a minute to check your answers to Part 1.

Part 2

You will hear a business consultant giving a presentation to a group of office managers about implementing hybrid working models.

First, you have some time to look at questions 11 to 14.

[Pause 30 seconds]

Now listen carefully and answer questions 11 to 14.

Consultant: Good morning, everyone. Thanks for coming. As we all know, the way we work has changed dramatically over the last few years. Today, I want to share some insights on how to successfully manage a 'hybrid' workforce—where staff split their time between the corporate office and their own homes.

First, let's look at the motivation behind this shift. A few years ago, you might assume the primary argument for remote working was financial—saving money on daily transport costs or allowing businesses to rent smaller office spaces. While those are benefits, recent surveys show that for employees, the driving force is actually about gaining a better equilibrium between their professional duties and personal time. If companies ignore this desire for flexibility, they risk losing their best talent to competitors.

However, moving to a hybrid model isn't without its challenges. You might think the biggest hurdle is technology—getting the internet speeds and software right. But actually, IT departments usually resolve software glitches quite quickly. The genuine struggle reported by managers is how out-of-the-box thinking takes a hit. When people aren't in the same room, you lose those spontaneous, informal chats where the best concepts often spring from. It’s simply much harder to brainstorm effectively over a video call.

So, how should managers adapt? The old style of management was often about checking that people were glued to their desks from nine to five. In a hybrid world, this doesn't work. Monitoring every minute your staff are online will destroy morale, and nobody wants to be forced to fill out endless, detailed time-logs. Instead, successful managers are shifting their focus entirely to the final output. It doesn't really matter if an employee walks their dog at 11 am, as long as the project is delivered on time and to an exceptionally high standard.

I want to highlight a case study from a logistics company called 'Swift Move'. They transitioned to a hybrid model last year. They expected overall productivity to dip slightly, but were prepared to accept that. In fact, productivity stayed exactly the same. The surprise finding, however, was that because staff could rest more easily if they felt a bit under the weather, without having to face a stressful commute, their sick days absolutely plummeted. This unexpected health benefit saved the company a significant amount of money.

Before you hear the rest of the talk, you have some time to look at questions 15 to 20.

[Pause 30 seconds]

Now listen and answer questions 15 to 20.

Consultant: Now, let's look at how some specific companies have tackled the common problems associated with hybrid working. I’ve worked with several organizations recently to help them iron out the creases in their new systems.

Let's start with a software firm called Nebula Systems. They found that while their existing teams worked well remotely, brand new hires were struggling with isolation. To fix this, rather than offering financial bonuses to keep them, Nebula introduced a scheme where every new employee is assigned a seasoned colleague—not their boss—who checks in daily for a quick chat. This peer mentoring approach has completely turned around their retention rates.

Next, there is Orbit Marketing. They had a different issue. Their staff were working from home on kitchen tables or sofas, and complaints about back pain were skyrocketing. The company realized they had a duty of care. So, they decided to allocate a specific budget for every employee to purchase supportive chairs and proper desks for their living rooms.

Then we have Apex Law. Being a law firm, they deal with high-pressure deadlines. They found that because their staff had their laptops at home, people were answering emails at 10 pm and burning out. To combat this, the directors implemented a strict digital policy. Their server actually actively holds back any internal messages sent after 6 pm and only delivers them the following morning. This forces staff to switch off.

A design agency called Spark Creative faced the problem I mentioned earlier—a severe lack of collaboration. So, they changed their policy. They don't force people to commute every day, but they have designated 'Anchor Days'. Essentially, everyone must physically commute in on Tuesdays and Thursdays. This ensures that face-to-face collaboration happens dependably.

Global Finance, a banking consultancy, noticed that their team culture was disappearing. People only spoke to discuss work tasks. To bring back the social aspect, instead of organising expensive weekend retreats, they started hosting virtual 'Coffee Roulettes'. Once a week, the computer randomly pairs two employees for a ten-minute video call where they are strictly forbidden from discussing client tasks. It’s purely for socialising.

Finally, a company called Eco-Energy. They took a radical step. They found that five days of work, whether at home or in the office, was leaving staff exhausted. They are currently trialling a new system where they have compressed their operations into four days. Staff work slightly longer hours Monday to Thursday, and take Fridays off entirely. So far, they report that staff are far more energized and focused.

That is the end of Part 2. You now have half a minute to check your answers to Part 2.

Part 3

You will hear two urban planning students, Alice and Ben, discussing a presentation they are preparing on the history of public parks.

First, you have some time to look at questions 21 to 24.

[Pause 30 seconds]

Now listen carefully and answer questions 21 to 24.

Alice: Hi Ben. Have you started looking at the material for our presentation next week?

Ben: I’ve done a bit of reading, yes. I’m actually really enjoying this module on public spaces.

Alice: Me too. It’s funny, isn’t it? I remember when we first started the course, you weren't sure if Urban Planning was right for you. Didn't you want to be an architect originally?

Ben: Actually, it was even less practical than that. I was absolutely convinced I was going to be a fine artist—a painter, specifically.

Alice: Really? I didn't know that.

Ben: Oh yes. All through secondary school, I spent every spare minute in the art studio. My teachers praised my work constantly, and because my grades were so high, my classmates essentially took it as a given that I'd end up making a living from my canvases.

Alice: That must have been a lot of pressure.

Ben: Ideally, yes, but I actually loved the attention. I had a rather inflated ego about it, to be honest. I looked at what everyone else was doing and genuinely thought I possessed some rare genius that they simply lacked.

Alice: So what changed your mind?

Ben: Well, the summer before university, I got a place on a highly competitive art course in Florence, in Italy.

Alice: Wow, that sounds amazing.

Ben: That’s what I thought. I was surrounded by other students from all over Europe. But within two days, I had a massive reality check. Technically, I was fine—I could replicate things perfectly. But I realized I simply didn't have the original, visionary ideas that the other students had. I was just copying what I saw. I realized I was a craftsman, not an artist.

Alice: That must have been incredibly hard to accept.

Ben: It was devastating at the time. I felt like I’d lost my entire identity.

Alice: I can imagine.

Ben: But looking back now, it was the best thing that could have happened. It forced me to pivot towards design and planning—somewhere where structure and rules are actually helpful, not a hindrance. I really see that failure as the exact push I needed to find my true calling.

Alice: Well, you’re definitely on the right course now. Your technical drawings are the best in the class.

Before you hear the rest of the discussion, you have some time to look at questions 25 to 30.

[Pause 30 seconds]

Now listen and answer questions 25 to 30.

Alice: So, for this presentation on the "Evolution of City Parks," we need to focus on how specific features have changed over the last century.

Ben: Right. I’ve found some really interesting historical details. We tend to think parks have always looked the same, but the underlying purpose of the furniture and facilities has shifted dramatically.

Alice: Like what?

Ben: Well, take the drinking fountains. You see those heavy cast-iron ones in old Victorian parks.

Alice: Yeah.

Ben: I read that when they were first installed in the 1800s, they didn't have a water jet like today. They had a metal cup permanently attached to the fountain by an iron chain.

Alice: A cup? That absolutely everyone shared?

Ben: Exactly. Everyone drank from the exact same vessel. Eventually, medical officials realized this was a massive catalyst for spreading infectious diseases, so they were forcefully banned and replaced with the bubbling jets we use now.

Alice: That is disgusting, but I guess germ theory was in its infancy. What about the bandstands? Those octagonal shelters for musicians?

Ben: They’re fascinating. Obviously, they were built for military bands to play on Sundays. But I found out that the roof design wasn't just there to keep the rain off the musicians. It was mathematically shaped to push the music outwards towards the crowds, because they didn't have any electronic amplifiers back then.

Alice: That makes perfect sense. Now, I was looking into the history of park benches.

Ben: Oh?

Alice: You know how most park benches today are fixed structures made of wood and metal? Well, I found a reference to the very early public parks where they deliberately didn't want people to stay too long.

Ben: Why?

Alice: They were terrified of the working classes being "idle." So, in some places, they didn't provide free benches at all. You actually had to rent a folding chair from a park attendant if you wanted to sit down.

Ben: You had to pay just to sit?

Alice: Yes. The local authorities explicitly used it as a method to generate public revenue while simultaneously keeping the poor moving.

Ben: Unbelievable. What about the playgrounds? I suppose swings have always been there?

Alice: Swings, yes. But the slide is a completely different story. I found a photo from the 1920s of a "toboggan slide" in a park. It wasn't intended for children originally; it was a massive, steep wooden structure meant specifically for adults to speed down on mats.

Ben: Adults?

Alice: Yes, it was initially introduced as a thrill-ride for mature risk-takers, almost like a modern theme park attraction, well before it was scaled down into a toy for kids.

Ben: That’s hilarious. I’ve got one more—the iron railings. You know, the heavy fences around the park perimeter.

Alice: The ones they lock at night?

Ben: Well, a lot of parks in London don't have their original Victorian railings anymore. During the Second World War, the government's stated reason for tearing them down was to melt them into weapons and ships for the troops.

Alice: Oh, I heard about that. A huge patriotic campaign.

Ben: Exactly. The sad irony is that the iron was often such poor quality it couldn't actually be used for artillery. A lot of it was just quietly dumped into the sea. But the parks remained open and unfenced for years after that.

Alice: That’s a bit of a tragedy. Finally, what about the duck ponds?

Ben: I assumed they were just dug out for decoration and wildlife.

Alice: Mostly, yes. But in the incredibly severe winters of the 19th century, they had a highly specific dual purpose. The depth and shape were carefully engineered so they would freeze over completely solid, allowing the public to use them safely for ice skating.

Ben: Ah, of course! It’s rarely cold enough for that these days.

Alice: Exactly. Well, I think we’ve got plenty of excellent material here for the presentation.

That is the end of Part 3. You now have half a minute to check your answers to Part 3.

Part 4

You will hear a presentation by a food science student about the production of agave nectar.

First, you have some time to look at questions 31 to 40.

Now listen carefully and answer questions 31 to 40.

Student: Hello, everyone. Today we're going to look at another natural food product, and that's agave nectar. What is this exactly? Well, agave nectar looks rather like light honey, but it's not made by bees. It's produced from the plant fluid, or sap, inside the blue agave plant, and that makes agave nectar a very natural product.

Agave nectar is a smooth, golden, sweet-tasting liquid that can be bought in bottles or jars and poured onto foods such as pancakes and yogurt, or used in the sweetening of beverages and baked goods. It contains no artificial additives or harsh chemicals, and it provides a popular vegan alternative to traditional honey.

Let's just talk a bit about the agave plant itself, which is where agave nectar comes from. There are many species of succulent plants, and they'll grow without much water. You might assume they require rich topsoil or compost, but actually, they thrive in areas where there's plenty of sand in the soil. However, they'll only do this if another important criterion is fulfilled. It isn't just about hot temperatures; they must have intense, direct sun during the day, combined with very dry conditions.

There are only certain parts of the world that provide all these conditions. One is Mexico, specifically the central and western regions, and the other is the southern parts of the United States. In these areas, the climate suits the plants perfectly. In fact, Mexico produces over four-fifths of the world's agave nectar, which is why the spiky agave silhouette is a Mexican cultural symbol and has featured in local folklore for centuries.

So, how did agave syrup production begin? Well, long before the Spanish arrived in these parts of the world, the indigenous communities had started producing agave sweetener. They carved hollows in the center of the mature plants. They didn't have metal or iron implements back then, so they used tools made of sharpened stone to collect the liquid sap as it pooled inside. As they were unable to keep the liquid for any length of time—they didn't have refrigeration facilities in those days—they boiled the liquid. They didn't use wooden barrels, obviously, but placed it in clay pots directly over roaring fires. They did this until it turned into a thick syrup, and they were then able to use this to sweeten their ceremonial food and drinks. Since that time, improvements have been made to the process, but the core principle has changed very little overall.

So, let's look at the production of agave nectar today. The agave fields are a valuable resource in many Mexican agricultural communities. The plants have to be well looked after, and they cannot be used to make nectar simply when they reach a certain height. Instead, they wait until the central core reaches a weight of around forty kilograms. This can take anything up to twelve years.

As I've already mentioned, agave plants need the right conditions to grow and also to produce sap. Why is this? Well, what happens is that during the long dry seasons, the plant absorbs minimal water. Instead, it aggressively stores carbohydrates in its core, or 'piña'. But then, right before the plant attempts to flower—not when it drops its leaves—the sudden change in its biological cycle causes these complex carbohydrates to break down into sweet liquid. This internal chemical shift leads to the formation of the sap needed for agave nectar production.

When the plant is ready, it can be harvested, and this involves chopping away the sharp outer leaves and exposing the massive core that rests on the ground. The plants can only be harvested once, though the skilled workers take care not to cause any damage to the younger shoots growing nearby.

The sap that comes out of the crushed cores consists of high amounts of water, complex starches, and other nutrients. It has to be heated so that much of the water evaporates and the starches break down into simple sugars, and this process usually takes place inside what are called thermal ovens. These aren't traditional ovens, but are basically extremely large stainless steel tanks. The extracted liquid is pumped into these. They don't add artificial chemicals to do this. Instead, steam heat is applied, and the tanks are then pressurized until the sap reaches the right temperature. As it does this, the starches convert, and the sweet nectar begins to form. The heating process creates a rich, golden color, and the liquid becomes thicker and denser. At just the right moment, when the sugar concentration is high enough to be called commercial agave nectar, the technician cools the tank down.

After this process, something called plant fiber residue has to be filtered out, as this remains during the pressing. It doesn't really affect the smell, but it gives the nectar a cloudy appearance and a slightly bitter taste. Once this filtration has been done, the nectar is ready to be packaged so that it can be used for a whole variety of products. It takes about five kilograms of raw agave core to produce one liter of agave nectar, so you can get an idea of how much plant material is needed.

So, that's the basic process.

That is the end of part four. You now have one minute to check your answers to part four.