Filmgoers should be told how many calories there are in the popcorn, ice cream and soft drinks that they buy in cinemas, according to the Food Standard Agency.

    Smaller popcorn buckets and drink cups should also be made{#blank#}1{#/blank#} , the nutrition inspector said.

    Tim Smith, chief executive of the agency, told The Times that cinemas should help to deal with the country's overweight {#blank#}2{#/blank#}.

    "There is a misbelief that popcorn is calorie-free, but that is not the case. It is a {#blank#}3{#/blank#}to us," he said. "Portion sizes are also a big issue, and there seems to be increasingly big packs on sale."

    He spoke as a number of food chains such as Pret A Manger, Wimpey and The Real Greek{#blank#}4{#/blank#}to put calorie counts on all their menus.

    A trial scheme（试行方案） with 21 food companies took place last summer, and {#blank#}5{#/blank#}are that consumers altered their buying habits when they realised the number of calories in a product.

    A consultation(征询意见) on the trial ends next month but Mr Smith is already planning the second drive for American-style calorie counts and is {#blank#}6{#/blank#} to win support from cinemas and other entertainment places, from football grounds to concert halls.

    Government{#blank#}7{#/blank#}suggest that two thirds of adults and a third of children are overweight. If trends are not {#blank#}8{#/blank#}, this could rise to almost nine in ten adults and two thirds of children by 2050, putting them at {#blank#}9{#/blank#} risk of heart disease, cancer and other diseases.

    The human body can tolerate only a small range of temperature, especially when the person is engaged in vigorous activity. Heat {#blank#}1{#/blank#} usually occur when large amounts of water and/or salt are lost through oversweating following exhausting exercise. When the body becomes overheated and cannot {#blank#}2{#/blank#} this overheatedness, heat exhaustion and heat stroke are possible.

    Heat exhaustion is generally {#blank#}3{#/blank#} by sweaty skin, tiredness, sickness, dizziness, plentiful sweating, and sometimes fainting, resulting from a(n) {#blank#}4{#/blank#} intake of water and the loss of fluids.  First aid treatment for this condition includes having the victim lie down, {#blank#}5{#/blank#} the feet 8 to 12 inches, applying cool, wet cloths to the skin, and giving the victim sips of salt water (1 teaspoon per glass, half a glass every 15 minutes) over a 1-hour period.

    Heat stroke is much more serious; it is a(n) {#blank#}6{#/blank#} life-threatening situation. The characteristics of heat stroke are a high body temperature (which may reach 106° F or more); a rapid pulse; hot, dry skin; and a blocked sweating {#blank#}7{#/blank#}. Victims of this condition may be unconscious, and first-aid measures should be {#blank#}8{#/blank#} at quickly cooling the body. The victim should be placed in a tub of cold water or {#blank#}9{#/blank#} sponged with cool water until his or her temperature is sufficiently lowered. Fans or air conditioners will also help with the cooling {#blank#}10{#/blank#}. Care should be taken, however, not to over-chill the victim once the temperature is below 102° F.

Workforce of the Future

    The workplace is changing rapidly. Rather than the standard working day of nine to five, employees are working more flexibly to meet their busy home lives. Advances in technology are {#blank#}1{#/blank#} the very nature of the tasks and skills required in the workplace.

    To gain a full perspective of how the workplace is set to change over the next decade, employee benefits provider Unum UK {#blank#}2{#/blank#} with The Future Laboratory to survey 3,000 workers across several industries. They also interviewed industry experts and business leaders on topics from artificial intelligence and robotics to the increase of flexible working and an ageing workforce.

    The result outlines some of the employment changes that businesses can expect to see over the next decade and predicts the {#blank#}3{#/blank#} of two worker cultures which will dominate the workforce. They are the obligated and the self-fulfilled workers.

    “Obligated workers” refer to people with dependents and the sandwich generation, {#blank#}4{#/blank#} raising children with caring for elderly parents. Therefore, they value a career {#blank#}5{#/blank#} to life stages and events and financial security. Joel Defries, 33, father of one kid and partner at London Vodka said, “A flexible employer will allow me to have a long paternity leave (陪产假) and to value my family just as much as I value my job.”

    Self-fulfilled workers are committed to life-long learning and acquiring new skills rather than {#blank#}6{#/blank#} to an employer. They actively look for personal development and want employee benefits that help them {#blank#}7{#/blank#} both their personal and professional ambitions. They treat personal commitments and pursuits as {#blank#}8{#/blank#} to professional commitments. Elly Kemp, 31, {#blank#}9{#/blank#} a full-time employee, now working part-time in a caféand also assisting with her grandmother's care said, “My approach to work allows me the freedom to {#blank#}10{#/blank#} my career at my own pace. I want my work to be fluid so I can change it when I want and do whatever makes me happy at the time.”

    UNIQLO's founder tries to find a way to beat Zara and H&M

    When asked what guides his vision of UNIQLO, Tadashi Yanai, its founder and chief executive, pulls off the shelf the 1987 autumn/winter collection catalogue of Next, a mass-market British retailer. All of the clothes are so {#blank#}1{#/blank#}, he says, that they could be worn today. While Zara of Spain and H&M of Sweden follow fashion trends without having any original thought, UNIQLO of Japan {#blank#}2{#/blank#} to timeless basics.

    Mr. Yanai has a/an {#blank#}3{#/blank#} base at home from which to develop into his Western competitors' main markets of Europe and America. But instead his {#blank#}4{#/blank#} remains Asia. "Asia is the engine of growth today," he says, pointing to the millions of consumers across the {#blank#}5{#/blank#} who are reaching the middle class. UNIQLO will open its first shop in India this year and is considering {#blank#}6{#/blank#} into Vietnam and other countries (it has already opened networks of shops in Indonesia, Singapore and Thailand).

The success or not of UNIPLO's overseas operations {#blank#}7{#/blank#} greatly to investors at home. Fast Retailing's shares — Mr. Yanai owns just over 20% of the firm — have been rising since 2015, nalysts estimate, largely owing to its international expansion and improved logistics (物流). At home the firm is closing stores because the population is {#blank#}8{#/blank#}. Last year UNIQLO's international profits overtook its {#blank#}9{#/blank#} sales for the first time and its foreign operation profits almost equaled its Japanese equivalent.

    Though they are very different markets, Europe and America offer a cautionary tale. UNIQLO in America struggled outside the big cities of the east and west coasts. Growth in America remains {#blank#}10{#/blank#} for UNIQLO both there and in Europe. However, Mr. Yanai, an enthusiastic fan of globalization, is confident that he can guide UNIQLO through the changes needed.