English Comprehension PYQs

Directions: The following sentences form a paragraph. The rest of the sentences are marked as A, B, C, D, E, and F. Sentence 'F' is in the correct place. The rest of the sentences are not given in their proper order. Read the sentences and answer the following questions.

A. According to the World Bank, all countries irrespective of the income level have been hit by a price rise of more than 5 percent.

B. The pandemic and the war have led to a rise in inflation around the world with looming food and energy prices.

C. Many countries worldwide are facing the threat of growing food insecurity.

D. Even before the pandemic, poverty, and hunger have been on the rise due to climate change, disasters, locusts, conflict situations, etc.

E. The Ukraine war has added to the rising food insecurity and scare of food crisis with price inflation and disruption in the food supply chain.

F. A joint effort by the international community, civil society, the private sector, and philanthropic organizations is needed to ensure global food security.

Directions: The following sentences form a paragraph. The rest of the sentences are marked as A, B, C, D, E, and F. Sentence 'F' is in the correct place. The rest of the sentences are not given in their proper order. Read the sentences and answer the following questions.

A. According to the World Bank, all countries irrespective of the income level have been hit by a price rise of more than 5 percent.

B. The pandemic and the war have led to a rise in inflation around the world with looming food and energy prices.

C. Many countries worldwide are facing the threat of growing food insecurity.

D. Even before the pandemic, poverty, and hunger have been on the rise due to climate change, disasters, locusts, conflict situations, etc.

E. The Ukraine war has added to the rising food insecurity and scare of food crisis with price inflation and disruption in the food supply chain.

F. A joint effort by the international community, civil society, the private sector, and philanthropic organizations is needed to ensure global food security.

Directions: The following sentences form a paragraph. The rest of the sentences are marked as A, B, C, D, E, and F. Sentence 'F' is in the correct place. The rest of the sentences are not given in their proper order. Read the sentences and answer the following questions.

A. According to the World Bank, all countries irrespective of the income level have been hit by a price rise of more than 5 percent.

B. The pandemic and the war have led to a rise in inflation around the world with looming food and energy prices.

C. Many countries worldwide are facing the threat of growing food insecurity.

D. Even before the pandemic, poverty, and hunger have been on the rise due to climate change, disasters, locusts, conflict situations, etc.

E. The Ukraine war has added to the rising food insecurity and scare of food crisis with price inflation and disruption in the food supply chain.

F. A joint effort by the international community, civil society, the private sector, and philanthropic organizations is needed to ensure global food security.

Directions: The following sentences form a paragraph. The rest of the sentences are marked as A, B, C, D, E, and F. Sentence 'F' is in the correct place. The rest of the sentences are not given in their proper order. Read the sentences and answer the following questions.

A. According to the World Bank, all countries irrespective of the income level have been hit by a price rise of more than 5 percent.

B. The pandemic and the war have led to a rise in inflation around the world with looming food and energy prices.

C. Many countries worldwide are facing the threat of growing food insecurity.

D. Even before the pandemic, poverty, and hunger have been on the rise due to climate change, disasters, locusts, conflict situations, etc.

E. The Ukraine war has added to the rising food insecurity and scare of food crisis with price inflation and disruption in the food supply chain.

F. A joint effort by the international community, civil society, the private sector, and philanthropic organizations is needed to ensure global food security.

Directions: The following sentences form a paragraph. The rest of the sentences are marked as A, B, C, D, E, and F. Sentence 'F' is in the correct place. The rest of the sentences are not given in their proper order. Read the sentences and answer the following questions.

A. According to the World Bank, all countries irrespective of the income level have been hit by a price rise of more than 5 percent.

B. The pandemic and the war have led to a rise in inflation around the world with looming food and energy prices.

C. Many countries worldwide are facing the threat of growing food insecurity.

D. Even before the pandemic, poverty, and hunger have been on the rise due to climate change, disasters, locusts, conflict situations, etc.

E. The Ukraine war has added to the rising food insecurity and scare of food crisis with price inflation and disruption in the food supply chain.

F. A joint effort by the international community, civil society, the private sector, and philanthropic organizations is needed to ensure global food security.

**Directions: Read the given passage carefully to answer the following questions.

Each question will have five alternatives as its answer. Choose the correct option as your answer.**

Chen Wei had been working at the bustling Chinese supermarket, Bright Mart, for five years. Known for its competitive environment and relentless pace, Bright Mart was not an easy place to work. Employees often found themselves juggling multiple tasks and long hours without a break. This relentless work environment was common in many such supermarkets, where customer satisfaction and quick service were paramount. One afternoon, Chen noticed an unusual announcement on the staff notice board. The management had introduced a new policy, one that allowed employees to take 'sad leave'. This concept was completely foreign to Chen. As he read through the details, he learnt that 'sad leave' was a special type of leave designed to help employees better handle emotional distress.

Each worker was entitled to take a few days off to move through their grief or navigate any personal challenges without the fear of losing their jobs or facing a pay cut. The introduction of this leave was the brainchild of the supermarket's new manager, Li Ming, who believed in the importance of work-life balance. Li Ming had joined Bright Mart with a vision to transform the workplace culture. Having studied the impact of emotional well-being on productivity, she was convinced that employees who felt supported and had time to address personal issues would ultimately perform better. Chen was sceptical about the new policy at first, unsure if it would be genuinely accepted by the staff, who were known to be resilient and often kept their personal troubles to themselves. However, within a few months, Chen noticed a tangible change in the work environment. Colleagues who had previously seemed distant and overworked were now more engaged and communicative. The policy provided a safety net that allowed them to move beyond their personal crises without feeling compromised in their professional ________. One day, Chen’s scepticism turned into appreciation when he needed to make use of 'sad leave' himself. His mother had fallen ill, and the stress of managing work along with caring for her was overwhelming. The ‘sad leave’ allowed Chen to focus on his family without the added pressure of his job. When he returned to work, he felt rejuvenated and more capable of handling his responsibilities. The supermarket thrived under Li Ming's leadership. The new policy not only improved employee morale but also boosted overall efficiency. Customers began to notice the positive change in the staff’s demeanour, which translated into better service and higher sales. Bright Mart's approach became a model for other businesses, demonstrating that caring for employees' emotional well-being was not just a compassionate move but also a strategic one. In time, Chen realised the true value of 'sad leave'. It was not merely a benefit but a testament to how much the company valued its employees. The policy blurred the lines between personal turmoil and professional obligations, allowing them to coexist without one impeding the other. Bright Mart had set a new benchmark in how modern workplaces could support their employees, paving the way for a healthier, more balanced work life.

**Directions: Read the given passage carefully to answer the following questions.

Each question will have five alternatives as its answer. Choose the correct option as your answer.**

Chen Wei had been working at the bustling Chinese supermarket, Bright Mart, for five years. Known for its competitive environment and relentless pace, Bright Mart was not an easy place to work. Employees often found themselves juggling multiple tasks and long hours without a break. This relentless work environment was common in many such supermarkets, where customer satisfaction and quick service were paramount. One afternoon, Chen noticed an unusual announcement on the staff notice board. The management had introduced a new policy, one that allowed employees to take 'sad leave'. This concept was completely foreign to Chen. As he read through the details, he learnt that 'sad leave' was a special type of leave designed to help employees better handle emotional distress.

Each worker was entitled to take a few days off to move through their grief or navigate any personal challenges without the fear of losing their jobs or facing a pay cut. The introduction of this leave was the brainchild of the supermarket's new manager, Li Ming, who believed in the importance of work-life balance. Li Ming had joined Bright Mart with a vision to transform the workplace culture. Having studied the impact of emotional well-being on productivity, she was convinced that employees who felt supported and had time to address personal issues would ultimately perform better. Chen was sceptical about the new policy at first, unsure if it would be genuinely accepted by the staff, who were known to be resilient and often kept their personal troubles to themselves. However, within a few months, Chen noticed a tangible change in the work environment. Colleagues who had previously seemed distant and overworked were now more engaged and communicative. The policy provided a safety net that allowed them to move beyond their personal crises without feeling compromised in their professional ________. One day, Chen’s scepticism turned into appreciation when he needed to make use of 'sad leave' himself. His mother had fallen ill, and the stress of managing work along with caring for her was overwhelming. The ‘sad leave’ allowed Chen to focus on his family without the added pressure of his job. When he returned to work, he felt rejuvenated and more capable of handling his responsibilities. The supermarket thrived under Li Ming's leadership. The new policy not only improved employee morale but also boosted overall efficiency. Customers began to notice the positive change in the staff’s demeanour, which translated into better service and higher sales. Bright Mart's approach became a model for other businesses, demonstrating that caring for employees' emotional well-being was not just a compassionate move but also a strategic one. In time, Chen realised the true value of 'sad leave'. It was not merely a benefit but a testament to how much the company valued its employees. The policy blurred the lines between personal turmoil and professional obligations, allowing them to coexist without one impeding the other. Bright Mart had set a new benchmark in how modern workplaces could support their employees, paving the way for a healthier, more balanced work life.

**Directions: Read the given passage carefully to answer the following questions.

Each question will have five alternatives as its answer. Choose the correct option as your answer.**

Chen Wei had been working at the bustling Chinese supermarket, Bright Mart, for five years. Known for its competitive environment and relentless pace, Bright Mart was not an easy place to work. Employees often found themselves juggling multiple tasks and long hours without a break. This relentless work environment was common in many such supermarkets, where customer satisfaction and quick service were paramount. One afternoon, Chen noticed an unusual announcement on the staff notice board. The management had introduced a new policy, one that allowed employees to take 'sad leave'. This concept was completely foreign to Chen. As he read through the details, he learnt that 'sad leave' was a special type of leave designed to help employees better handle emotional distress.

Each worker was entitled to take a few days off to move through their grief or navigate any personal challenges without the fear of losing their jobs or facing a pay cut. The introduction of this leave was the brainchild of the supermarket's new manager, Li Ming, who believed in the importance of work-life balance. Li Ming had joined Bright Mart with a vision to transform the workplace culture. Having studied the impact of emotional well-being on productivity, she was convinced that employees who felt supported and had time to address personal issues would ultimately perform better. Chen was sceptical about the new policy at first, unsure if it would be genuinely accepted by the staff, who were known to be resilient and often kept their personal troubles to themselves. However, within a few months, Chen noticed a tangible change in the work environment. Colleagues who had previously seemed distant and overworked were now more engaged and communicative. The policy provided a safety net that allowed them to move beyond their personal crises without feeling compromised in their professional ________. One day, Chen’s scepticism turned into appreciation when he needed to make use of 'sad leave' himself. His mother had fallen ill, and the stress of managing work along with caring for her was overwhelming. The ‘sad leave’ allowed Chen to focus on his family without the added pressure of his job. When he returned to work, he felt rejuvenated and more capable of handling his responsibilities. The supermarket thrived under Li Ming's leadership. The new policy not only improved employee morale but also boosted overall efficiency. Customers began to notice the positive change in the staff’s demeanour, which translated into better service and higher sales. Bright Mart's approach became a model for other businesses, demonstrating that caring for employees' emotional well-being was not just a compassionate move but also a strategic one. In time, Chen realised the true value of 'sad leave'. It was not merely a benefit but a testament to how much the company valued its employees. The policy blurred the lines between personal turmoil and professional obligations, allowing them to coexist without one impeding the other. Bright Mart had set a new benchmark in how modern workplaces could support their employees, paving the way for a healthier, more balanced work life.

**Directions: Read the given passage carefully to answer the following questions.

Each question will have five alternatives as its answer. Choose the correct option as your answer.**

Chen Wei had been working at the bustling Chinese supermarket, Bright Mart, for five years. Known for its competitive environment and relentless pace, Bright Mart was not an easy place to work. Employees often found themselves juggling multiple tasks and long hours without a break. This relentless work environment was common in many such supermarkets, where customer satisfaction and quick service were paramount. One afternoon, Chen noticed an unusual announcement on the staff notice board. The management had introduced a new policy, one that allowed employees to take 'sad leave'. This concept was completely foreign to Chen. As he read through the details, he learnt that 'sad leave' was a special type of leave designed to help employees better handle emotional distress.

Each worker was entitled to take a few days off to move through their grief or navigate any personal challenges without the fear of losing their jobs or facing a pay cut. The introduction of this leave was the brainchild of the supermarket's new manager, Li Ming, who believed in the importance of work-life balance. Li Ming had joined Bright Mart with a vision to transform the workplace culture. Having studied the impact of emotional well-being on productivity, she was convinced that employees who felt supported and had time to address personal issues would ultimately perform better. Chen was sceptical about the new policy at first, unsure if it would be genuinely accepted by the staff, who were known to be resilient and often kept their personal troubles to themselves. However, within a few months, Chen noticed a tangible change in the work environment. Colleagues who had previously seemed distant and overworked were now more engaged and communicative. The policy provided a safety net that allowed them to move beyond their personal crises without feeling compromised in their professional ________. One day, Chen’s scepticism turned into appreciation when he needed to make use of 'sad leave' himself. His mother had fallen ill, and the stress of managing work along with caring for her was overwhelming. The ‘sad leave’ allowed Chen to focus on his family without the added pressure of his job. When he returned to work, he felt rejuvenated and more capable of handling his responsibilities. The supermarket thrived under Li Ming's leadership. The new policy not only improved employee morale but also boosted overall efficiency. Customers began to notice the positive change in the staff’s demeanour, which translated into better service and higher sales. Bright Mart's approach became a model for other businesses, demonstrating that caring for employees' emotional well-being was not just a compassionate move but also a strategic one. In time, Chen realised the true value of 'sad leave'. It was not merely a benefit but a testament to how much the company valued its employees. The policy blurred the lines between personal turmoil and professional obligations, allowing them to coexist without one impeding the other. Bright Mart had set a new benchmark in how modern workplaces could support their employees, paving the way for a healthier, more balanced work life.

**Directions: Read the given passage carefully to answer the following questions.

Each question will have five alternatives as its answer. Choose the correct option as your answer.**

Chen Wei had been working at the bustling Chinese supermarket, Bright Mart, for five years. Known for its competitive environment and relentless pace, Bright Mart was not an easy place to work. Employees often found themselves juggling multiple tasks and long hours without a break. This relentless work environment was common in many such supermarkets, where customer satisfaction and quick service were paramount. One afternoon, Chen noticed an unusual announcement on the staff notice board. The management had introduced a new policy, one that allowed employees to take 'sad leave'. This concept was completely foreign to Chen. As he read through the details, he learnt that 'sad leave' was a special type of leave designed to help employees better handle emotional distress.

Each worker was entitled to take a few days off to move through their grief or navigate any personal challenges without the fear of losing their jobs or facing a pay cut. The introduction of this leave was the brainchild of the supermarket's new manager, Li Ming, who believed in the importance of work-life balance. Li Ming had joined Bright Mart with a vision to transform the workplace culture. Having studied the impact of emotional well-being on productivity, she was convinced that employees who felt supported and had time to address personal issues would ultimately perform better. Chen was sceptical about the new policy at first, unsure if it would be genuinely accepted by the staff, who were known to be resilient and often kept their personal troubles to themselves. However, within a few months, Chen noticed a tangible change in the work environment. Colleagues who had previously seemed distant and overworked were now more engaged and communicative. The policy provided a safety net that allowed them to move beyond their personal crises without feeling compromised in their professional ________. One day, Chen’s scepticism turned into appreciation when he needed to make use of 'sad leave' himself. His mother had fallen ill, and the stress of managing work along with caring for her was overwhelming. The ‘sad leave’ allowed Chen to focus on his family without the added pressure of his job. When he returned to work, he felt rejuvenated and more capable of handling his responsibilities. The supermarket thrived under Li Ming's leadership. The new policy not only improved employee morale but also boosted overall efficiency. Customers began to notice the positive change in the staff’s demeanour, which translated into better service and higher sales. Bright Mart's approach became a model for other businesses, demonstrating that caring for employees' emotional well-being was not just a compassionate move but also a strategic one. In time, Chen realised the true value of 'sad leave'. It was not merely a benefit but a testament to how much the company valued its employees. The policy blurred the lines between personal turmoil and professional obligations, allowing them to coexist without one impeding the other. Bright Mart had set a new benchmark in how modern workplaces could support their employees, paving the way for a healthier, more balanced work life.

**Directions: Read the given passage carefully to answer the following questions.

Each question will have five alternatives as its answer. Choose the correct option as your answer.**

Chen Wei had been working at the bustling Chinese supermarket, Bright Mart, for five years. Known for its competitive environment and relentless pace, Bright Mart was not an easy place to work. Employees often found themselves juggling multiple tasks and long hours without a break. This relentless work environment was common in many such supermarkets, where customer satisfaction and quick service were paramount. One afternoon, Chen noticed an unusual announcement on the staff notice board. The management had introduced a new policy, one that allowed employees to take 'sad leave'. This concept was completely foreign to Chen. As he read through the details, he learnt that 'sad leave' was a special type of leave designed to help employees better handle emotional distress.

Each worker was entitled to take a few days off to move through their grief or navigate any personal challenges without the fear of losing their jobs or facing a pay cut. The introduction of this leave was the brainchild of the supermarket's new manager, Li Ming, who believed in the importance of work-life balance. Li Ming had joined Bright Mart with a vision to transform the workplace culture. Having studied the impact of emotional well-being on productivity, she was convinced that employees who felt supported and had time to address personal issues would ultimately perform better. Chen was sceptical about the new policy at first, unsure if it would be genuinely accepted by the staff, who were known to be resilient and often kept their personal troubles to themselves. However, within a few months, Chen noticed a tangible change in the work environment. Colleagues who had previously seemed distant and overworked were now more engaged and communicative. The policy provided a safety net that allowed them to move beyond their personal crises without feeling compromised in their professional ________. One day, Chen’s scepticism turned into appreciation when he needed to make use of 'sad leave' himself. His mother had fallen ill, and the stress of managing work along with caring for her was overwhelming. The ‘sad leave’ allowed Chen to focus on his family without the added pressure of his job. When he returned to work, he felt rejuvenated and more capable of handling his responsibilities. The supermarket thrived under Li Ming's leadership. The new policy not only improved employee morale but also boosted overall efficiency. Customers began to notice the positive change in the staff’s demeanour, which translated into better service and higher sales. Bright Mart's approach became a model for other businesses, demonstrating that caring for employees' emotional well-being was not just a compassionate move but also a strategic one. In time, Chen realised the true value of 'sad leave'. It was not merely a benefit but a testament to how much the company valued its employees. The policy blurred the lines between personal turmoil and professional obligations, allowing them to coexist without one impeding the other. Bright Mart had set a new benchmark in how modern workplaces could support their employees, paving the way for a healthier, more balanced work life.

**Directions: Read the given passage carefully to answer the following questions.

Each question will have five alternatives as its answer. Choose the correct option as your answer.**

Chen Wei had been working at the bustling Chinese supermarket, Bright Mart, for five years. Known for its competitive environment and relentless pace, Bright Mart was not an easy place to work. Employees often found themselves juggling multiple tasks and long hours without a break. This relentless work environment was common in many such supermarkets, where customer satisfaction and quick service were paramount. One afternoon, Chen noticed an unusual announcement on the staff notice board. The management had introduced a new policy, one that allowed employees to take 'sad leave'. This concept was completely foreign to Chen. As he read through the details, he learnt that 'sad leave' was a special type of leave designed to help employees better handle emotional distress.

Each worker was entitled to take a few days off to move through their grief or navigate any personal challenges without the fear of losing their jobs or facing a pay cut. The introduction of this leave was the brainchild of the supermarket's new manager, Li Ming, who believed in the importance of work-life balance. Li Ming had joined Bright Mart with a vision to transform the workplace culture. Having studied the impact of emotional well-being on productivity, she was convinced that employees who felt supported and had time to address personal issues would ultimately perform better. Chen was sceptical about the new policy at first, unsure if it would be genuinely accepted by the staff, who were known to be resilient and often kept their personal troubles to themselves. However, within a few months, Chen noticed a tangible change in the work environment. Colleagues who had previously seemed distant and overworked were now more engaged and communicative. The policy provided a safety net that allowed them to move beyond their personal crises without feeling compromised in their professional ________. One day, Chen’s scepticism turned into appreciation when he needed to make use of 'sad leave' himself. His mother had fallen ill, and the stress of managing work along with caring for her was overwhelming. The ‘sad leave’ allowed Chen to focus on his family without the added pressure of his job. When he returned to work, he felt rejuvenated and more capable of handling his responsibilities. The supermarket thrived under Li Ming's leadership. The new policy not only improved employee morale but also boosted overall efficiency. Customers began to notice the positive change in the staff’s demeanour, which translated into better service and higher sales. Bright Mart's approach became a model for other businesses, demonstrating that caring for employees' emotional well-being was not just a compassionate move but also a strategic one. In time, Chen realised the true value of 'sad leave'. It was not merely a benefit but a testament to how much the company valued its employees. The policy blurred the lines between personal turmoil and professional obligations, allowing them to coexist without one impeding the other. Bright Mart had set a new benchmark in how modern workplaces could support their employees, paving the way for a healthier, more balanced work life.

**Directions: Read the given passage carefully to answer the following questions.

Each question will have five alternatives as its answer. Choose the correct option as your answer.**

Chen Wei had been working at the bustling Chinese supermarket, Bright Mart, for five years. Known for its competitive environment and relentless pace, Bright Mart was not an easy place to work. Employees often found themselves juggling multiple tasks and long hours without a break. This relentless work environment was common in many such supermarkets, where customer satisfaction and quick service were paramount. One afternoon, Chen noticed an unusual announcement on the staff notice board. The management had introduced a new policy, one that allowed employees to take 'sad leave'. This concept was completely foreign to Chen. As he read through the details, he learnt that 'sad leave' was a special type of leave designed to help employees better handle emotional distress.

Each worker was entitled to take a few days off to move through their grief or navigate any personal challenges without the fear of losing their jobs or facing a pay cut. The introduction of this leave was the brainchild of the supermarket's new manager, Li Ming, who believed in the importance of work-life balance. Li Ming had joined Bright Mart with a vision to transform the workplace culture. Having studied the impact of emotional well-being on productivity, she was convinced that employees who felt supported and had time to address personal issues would ultimately perform better. Chen was sceptical about the new policy at first, unsure if it would be genuinely accepted by the staff, who were known to be resilient and often kept their personal troubles to themselves. However, within a few months, Chen noticed a tangible change in the work environment. Colleagues who had previously seemed distant and overworked were now more engaged and communicative. The policy provided a safety net that allowed them to move beyond their personal crises without feeling compromised in their professional ________. One day, Chen’s scepticism turned into appreciation when he needed to make use of 'sad leave' himself. His mother had fallen ill, and the stress of managing work along with caring for her was overwhelming. The ‘sad leave’ allowed Chen to focus on his family without the added pressure of his job. When he returned to work, he felt rejuvenated and more capable of handling his responsibilities. The supermarket thrived under Li Ming's leadership. The new policy not only improved employee morale but also boosted overall efficiency. Customers began to notice the positive change in the staff’s demeanour, which translated into better service and higher sales. Bright Mart's approach became a model for other businesses, demonstrating that caring for employees' emotional well-being was not just a compassionate move but also a strategic one. In time, Chen realised the true value of 'sad leave'. It was not merely a benefit but a testament to how much the company valued its employees. The policy blurred the lines between personal turmoil and professional obligations, allowing them to coexist without one impeding the other. Bright Mart had set a new benchmark in how modern workplaces could support their employees, paving the way for a healthier, more balanced work life.

**Directions: Read the given passage carefully to answer the following questions.

Each question will have five alternatives as its answer. Choose the correct option as your answer.**

Chen Wei had been working at the bustling Chinese supermarket, Bright Mart, for five years. Known for its competitive environment and relentless pace, Bright Mart was not an easy place to work. Employees often found themselves juggling multiple tasks and long hours without a break. This relentless work environment was common in many such supermarkets, where customer satisfaction and quick service were paramount. One afternoon, Chen noticed an unusual announcement on the staff notice board. The management had introduced a new policy, one that allowed employees to take 'sad leave'. This concept was completely foreign to Chen. As he read through the details, he learnt that 'sad leave' was a special type of leave designed to help employees better handle emotional distress.

Each worker was entitled to take a few days off to move through their grief or navigate any personal challenges without the fear of losing their jobs or facing a pay cut. The introduction of this leave was the brainchild of the supermarket's new manager, Li Ming, who believed in the importance of work-life balance. Li Ming had joined Bright Mart with a vision to transform the workplace culture. Having studied the impact of emotional well-being on productivity, she was convinced that employees who felt supported and had time to address personal issues would ultimately perform better. Chen was sceptical about the new policy at first, unsure if it would be genuinely accepted by the staff, who were known to be resilient and often kept their personal troubles to themselves. However, within a few months, Chen noticed a tangible change in the work environment. Colleagues who had previously seemed distant and overworked were now more engaged and communicative. The policy provided a safety net that allowed them to move beyond their personal crises without feeling compromised in their professional ________. One day, Chen’s scepticism turned into appreciation when he needed to make use of 'sad leave' himself. His mother had fallen ill, and the stress of managing work along with caring for her was overwhelming. The ‘sad leave’ allowed Chen to focus on his family without the added pressure of his job. When he returned to work, he felt rejuvenated and more capable of handling his responsibilities. The supermarket thrived under Li Ming's leadership. The new policy not only improved employee morale but also boosted overall efficiency. Customers began to notice the positive change in the staff’s demeanour, which translated into better service and higher sales. Bright Mart's approach became a model for other businesses, demonstrating that caring for employees' emotional well-being was not just a compassionate move but also a strategic one. In time, Chen realised the true value of 'sad leave'. It was not merely a benefit but a testament to how much the company valued its employees. The policy blurred the lines between personal turmoil and professional obligations, allowing them to coexist without one impeding the other. Bright Mart had set a new benchmark in how modern workplaces could support their employees, paving the way for a healthier, more balanced work life.