Passage 6 Directions: Questions 33-40 are based on this passage. (1) Ade Sodeinde, a 17-year-old Nigerian, became famous last week for some of Britain’s trains run on time. Ms Sodeinde, in her year working for Central Trains before going to university, solved the puzzle of why trains leaving the depot （仓库） ran late. She found that the tracks in the depot needed upgrading and were slowing the trains’ journeys to their starting platforms. Drivers and conductors also had to wait before boarding because of the time taken for safety inspections and cleaning. By refurbishing the tracks and reorganizing inspection and cleaning, Central was able to eliminate the problem, potentially saving itself $1.37m a year in fines for late running—and vastly reducing passenger frustration and delay. (2) Ms Sodeinde will no doubt be in great demand when she graduates. But just how large and established companies persuade employees to put in that extra effort is one of management’s great puzzles. Staff know where the problems and opportunities lie and there will always be employees with ideas for new products or better service. All it requires is for them to speak up and for someone to listen. Most companies say they listen to their people—but as managers are often unhappy to have their current strategies disrupted and new ideas get trapped in corporate bureaucracy （） , the morale of would-be innovators is put down and they become cynical bit by bit. (3) Here comes a recent study by the Forum for People Performance Management & Measurement at Northwestern University. The Forum studied 100 US companies to find out how engaged their staff were and whether this had any effect on businesses. The Northwestern researchers wanted to look at employees, such as Ms Sodeinde, who did not deal directly with customers. What impact did their attitudes have on the company’s success? Well, the results were clear. The companies with the happiest and most engaged employees had the most satisfied, highest-spending customers. (4) Roger Martin, dean of the Rotman School of Management at the University of Toronto, argues that people are happiest not only when they are respected members of a team they admire but when the team and the company are respected by the world outside. (5) Being part of a trusted, honest group is an indispensable component of employee happiness and engagement. So is establishing ties with colleagues you respect. When groups appear to be performing, companies should hesitate before disrupting them. The fashion for forming new teams for each task may work in companies small enough for everyone to know each other. When people constantly have to establish new links of trust, customers will probably suffer. Companies should think hard, too, before they outsource the work of a functioning team. The company you outsource to may be a happy, engaged bunch, but I would not count on it. 33. Which statement on Central Trains is true?