As Ict

txt, haway_practice. txt This scenario should be used for the purposes of preparing candidates for the examination. This copy must not be taken into the examination. The information contained in the scenario will be included in the examination paper. Further details are in the Instructions of the Conduct of Examinations (ICE), available from the Edexcel website for this qualification. Edexcel will not accept any request for special consideration should candidates be given the incorrect scenario for the examination they are sitting. Turn over W41049A Â ©2013 Pearson Education Ltd. 6/ *W41049A* Scenario Havering Whitecaps Maddy Wright and Katy Parrish have supported Havering Whitecaps since their boyfriends played for the team. Their boyfriends’ careers and the teenage romances are now very much in the past but their support of the team remains as strong as ever. Until 15 years ago the Whitecaps were a struggling non-league team with little support. There were times, on wet and cold November afternoons, when Maddy and Katy were the only supporters. In 1999 a magical thing happened to the Whitecaps. At that time the team’s position, both in football terms and financially, was perilous to say the least. However, a financial backer appeared in the form of Harold Adenyi. Harold had studied at the local college and even played a few games for the Whitecaps. His progress as a footballer was hampered by a lack of ability. He gave up on a career as a footballer to concentrate on what he was good at, which was IT and mathematics. He made a large amount of money by creating an online accountancy website called lesstax. com. Harold was looking for things he could offset against a huge tax bill and a loss-making football club seemed to be a good start. He bought the Whitecaps from the previous owners for ? 1 and immediately started to spend money on it. Harold’s flair for business meant that the loss-making football club did not stay loss-making for long. Harold signed a talented former football league manager and with his advice, spent money on players who all turned out to be good investments. The way the manager had the team playing soon started to increase its fan base, so Harold built a new stadium. The team continued to be successful and the new stadium was soon filled at every match, putting the club on a healthy financial footing. Financial success and playing success went hand-in-hand and, in 2001, Havering Whitecaps was elected to the Football League. After a few seasons, when the Whitecaps struggled to establish themselves, there followed a eriod of gradual success including promotion to the 1st Division and two years later the Championship. Last season the Whitecaps won the Championship and are currently looking forward to their first season in the Premier League. Throughout this period of development, Maddy and Katy have been screaming encouraging words to their team (and the occasional discouraging one to the opposition) and they have hardly missed a match. It was inevitable that as the Whitecaps’ two most dedicated supporters they would become the chairman and secretary of the supporters’ club. One of their main tasks is to organise away trips for fans. This involves buying the tickets, booking the coaches and deciding what to charge for the ticket and transport packages. With 14,678 registered supporters, organising the away trips is not an easy task. With the possibility of over 400 coaches travelling to an away match, the number of transport firms the pair could use was limited. Since the Whitecaps were promoted to the Championship Maddy and Katy have used ‘Rubicon Transport’ whose rates are reasonable and who can supply enough coaches on a match day. 2 W41049A Rubicon charge a fixed sum of ? 350 per coach, plus a ? 1. 50 fuel surcharge for every 100 miles travelled. In addition, Rubicon’s regulations state that a driver cannot be in charge of the coach for more than 9 hours a day. Should the whole trip last more than 9 hours (including the match time) a second driver would be required. There is a charge of ? 75 for the second driver. Premier League ticket prices vary greatly and Maddy has been quoted a range of prices varying between ? 30 and ? 54 by the Premier League clubs. Maddy and Katy do not need to make an overall profit. Their main aim is to get as many fans as possible to away matches. Although they can afford to make a loss on individual trips, they cannot afford to make a loss overall. Therefore an accurate prediction of the number of people who will want to go to a particular match is vital. They are also aware that more people will want to go to some matches than others. To help find out how many people are likely to go to each match they ran an online survey. This was completed by 94% of their registered supporters. To make data analysis easier, Katy has classified the teams as shown in the table. EG Teams fighting for European glory MT Mid-table teams RD Teams likely to be involved in the relegation dogfight PR Newly promoted teams In addition to the classification of the team, she found that other things affect the number of people likely to go to away matches. Fewer people would go if the match was played on a weekday rather than a Saturday (or Sunday). The longer the travelling time, the fewer supporters were prepared to travel. Finally, the overall cost of the package would discourage some from attending certain matches. W41049A 3 Turn over Description of the model Maddy and Katy have to be as accurate as they can when setting the prices as they don’t need to make a profit but cannot afford to make a loss. Maddy and Katy need a model to help them decide on prices. Therefore, Maddy has persuaded her brother Kieran, who works in IT, to create a model. Kieran wanted to make the model reusable so that he could sell it to other supporters’ clubs. Unfortunately, before he could finish the model, the company Kieran worked for sent him to Dubai on a three-year contract. Maddy has asked you to complete the model and use it to suggest prices for the next season’s away matches. Kieran has left you these notes. Worksheet Description Teams This is the worksheet that will be used to set the package prices. I have listed the teams in the Premier League along with Katy’s classifications. For ease of viewing I have included information from other worksheets and have calculated the total costs, revenue and profit. There is a profit for each trip and a total profit for the season. The worksheet will also calculate the total number of supporters going to away matches. Cell B2 contains a drop-down box to choose the team you support. Fixtures This worksheet is a calculated page which lists the dates of the home and away fixtures. Lookups This worksheet contains a number of lookup tables. There are two blank areas, these will contain the fixture information provided by the Premier League. There are other tables to look up the day of the week, the likely support based on the teams’ classification, the number of registered supporters and the ticket costs for the various clubs. Distances, Times These worksheets contain the distances between the grounds and the average times it would take a coach to travel those journeys. I got these from a very helpful man at the RAC. Customer This worksheet is incomplete. Once completed it will predict the number of supporters who would travel to each away match. This is based on the number of registered supporters and then adjusted according to the home team classification, then package price and finally the travel time. I haven’t finished the analysis of the survey yet so I cannot put in formulae to take into account the travelling time and the overall cost. A friend of mine is doing the analysis for me and he will forward the results to you as soon as he has them. Transport In this worksheet I calculate how many coaches are needed, the cost per coach and the overall transport cost for the trip. Transport Rates In this worksheet I have entered the transport rates as quoted by Rubicon Transport. I hope you find it easy to understand my notes. Good luck completing it. Kieran Wright 4 W41049A Some cells in the model are password protected. Should you wish to experiment with the model, the password is edexcel. Be aware that if you change the contents of any protected cell the model may not work. Please note that the Football League and Premier League referred to in this scenario are fictitious. W41049A 5 As Ict txt, haway_practice. txt This scenario should be used for the purposes of preparing candidates for the examination. This copy must not be taken into the examination. The information contained in the scenario will be included in the examination paper. Further details are in the Instructions of the Conduct of Examinations (ICE), available from the Edexcel website for this qualification. Edexcel will not accept any request for special consideration should candidates be given the incorrect scenario for the examination they are sitting. Turn over W41049A Â ©2013 Pearson Education Ltd. 6/ *W41049A* Scenario Havering Whitecaps Maddy Wright and Katy Parrish have supported Havering Whitecaps since their boyfriends played for the team. Their boyfriends’ careers and the teenage romances are now very much in the past but their support of the team remains as strong as ever. Until 15 years ago the Whitecaps were a struggling non-league team with little support. There were times, on wet and cold November afternoons, when Maddy and Katy were the only supporters. In 1999 a magical thing happened to the Whitecaps. At that time the team’s position, both in football terms and financially, was perilous to say the least. However, a financial backer appeared in the form of Harold Adenyi. Harold had studied at the local college and even played a few games for the Whitecaps. His progress as a footballer was hampered by a lack of ability. He gave up on a career as a footballer to concentrate on what he was good at, which was IT and mathematics. He made a large amount of money by creating an online accountancy website called lesstax. com. Harold was looking for things he could offset against a huge tax bill and a loss-making football club seemed to be a good start. He bought the Whitecaps from the previous owners for ? 1 and immediately started to spend money on it. Harold’s flair for business meant that the loss-making football club did not stay loss-making for long. Harold signed a talented former football league manager and with his advice, spent money on players who all turned out to be good investments. The way the manager had the team playing soon started to increase its fan base, so Harold built a new stadium. The team continued to be successful and the new stadium was soon filled at every match, putting the club on a healthy financial footing. Financial success and playing success went hand-in-hand and, in 2001, Havering Whitecaps was elected to the Football League. After a few seasons, when the Whitecaps struggled to establish themselves, there followed a eriod of gradual success including promotion to the 1st Division and two years later the Championship. Last season the Whitecaps won the Championship and are currently looking forward to their first season in the Premier League. Throughout this period of development, Maddy and Katy have been screaming encouraging words to their team (and the occasional discouraging one to the opposition) and they have hardly missed a match. It was inevitable that as the Whitecaps’ two most dedicated supporters they would become the chairman and secretary of the supporters’ club. One of their main tasks is to organise away trips for fans. This involves buying the tickets, booking the coaches and deciding what to charge for the ticket and transport packages. With 14,678 registered supporters, organising the away trips is not an easy task. With the possibility of over 400 coaches travelling to an away match, the number of transport firms the pair could use was limited. Since the Whitecaps were promoted to the Championship Maddy and Katy have used ‘Rubicon Transport’ whose rates are reasonable and who can supply enough coaches on a match day. 2 W41049A Rubicon charge a fixed sum of ? 350 per coach, plus a ? 1. 50 fuel surcharge for every 100 miles travelled. In addition, Rubicon’s regulations state that a driver cannot be in charge of the coach for more than 9 hours a day. Should the whole trip last more than 9 hours (including the match time) a second driver would be required. There is a charge of ? 75 for the second driver. Premier League ticket prices vary greatly and Maddy has been quoted a range of prices varying between ? 30 and ? 54 by the Premier League clubs. Maddy and Katy do not need to make an overall profit. Their main aim is to get as many fans as possible to away matches. Although they can afford to make a loss on individual trips, they cannot afford to make a loss overall. Therefore an accurate prediction of the number of people who will want to go to a particular match is vital. They are also aware that more people will want to go to some matches than others. To help find out how many people are likely to go to each match they ran an online survey. This was completed by 94% of their registered supporters. To make data analysis easier, Katy has classified the teams as shown in the table. EG Teams fighting for European glory MT Mid-table teams RD Teams likely to be involved in the relegation dogfight PR Newly promoted teams In addition to the classification of the team, she found that other things affect the number of people likely to go to away matches. Fewer people would go if the match was played on a weekday rather than a Saturday (or Sunday). The longer the travelling time, the fewer supporters were prepared to travel. Finally, the overall cost of the package would discourage some from attending certain matches. W41049A 3 Turn over Description of the model Maddy and Katy have to be as accurate as they can when setting the prices as they don’t need to make a profit but cannot afford to make a loss. Maddy and Katy need a model to help them decide on prices. Therefore, Maddy has persuaded her brother Kieran, who works in IT, to create a model. Kieran wanted to make the model reusable so that he could sell it to other supporters’ clubs. Unfortunately, before he could finish the model, the company Kieran worked for sent him to Dubai on a three-year contract. Maddy has asked you to complete the model and use it to suggest prices for the next season’s away matches. Kieran has left you these notes. Worksheet Description Teams This is the worksheet that will be used to set the package prices. I have listed the teams in the Premier League along with Katy’s classifications. For ease of viewing I have included information from other worksheets and have calculated the total costs, revenue and profit. There is a profit for each trip and a total profit for the season. The worksheet will also calculate the total number of supporters going to away matches. Cell B2 contains a drop-down box to choose the team you support. Fixtures This worksheet is a calculated page which lists the dates of the home and away fixtures. Lookups This worksheet contains a number of lookup tables. There are two blank areas, these will contain the fixture information provided by the Premier League. There are other tables to look up the day of the week, the likely support based on the teams’ classification, the number of registered supporters and the ticket costs for the various clubs. Distances, Times These worksheets contain the distances between the grounds and the average times it would take a coach to travel those journeys. I got these from a very helpful man at the RAC. Customer This worksheet is incomplete. Once completed it will predict the number of supporters who would travel to each away match. This is based on the number of registered supporters and then adjusted according to the home team classification, then package price and finally the travel time. I haven’t finished the analysis of the survey yet so I cannot put in formulae to take into account the travelling time and the overall cost. A friend of mine is doing the analysis for me and he will forward the results to you as soon as he has them. Transport In this worksheet I calculate how many coaches are needed, the cost per coach and the overall transport cost for the trip. Transport Rates In this worksheet I have entered the transport rates as quoted by Rubicon Transport. I hope you find it easy to understand my notes. Good luck completing it. Kieran Wright 4 W41049A Some cells in the model are password protected. Should you wish to experiment with the model, the password is edexcel. Be aware that if you change the contents of any protected cell the model may not work. Please note that the Football League and Premier League referred to in this scenario are fictitious. W41049A 5

Operations Management Assignment Essay Example | Topics and Well Written Essays - 3500 words

Operations Management Assignment - Essay Example The range of technologies used in the modern retail industries have been from softwares to hardwares. The new technologies require that they become fully integrated into the retail operations of the business for their benefits to be maximized. According to McGrane (2007, p. 50-53), some of the key technologies or technological areas within the range are as follows (McGrane 2007, p. 50-53; EPoS 2007; and Prater et al. 2005): Bar-coding/scanning technology/labelling. Bar-coding, scanning, and labelling technologies have been invented years ago but not all of the retail business operations are using them. Nevertheless, the technologies are expected to be available to business operators in the coming years and there are widespread expectations that the technologies will be improved further and will become in more popular use as we go through current decade (McGrane 2007, p. 52). â€Å"Scanners are getting smarter† and â€Å"self-scanning will continue to grow† (McGrane 2007 , p. 52). The new technologies include a touch screen display, barcode scanner, weighing scales, credit card reader, cash reader and deposit unit. Wireless technologies are even being developed for bar-coding and scanning, making possible for inventory and sales monitoring and sales transaction remotely from the goods that are the subject of a transaction. Epos software & hardware. EPoS systems or Electronic Point of Sale Systems provide a way of dealing with customers that is fast and efficient because they can do calculations or total, issue receipts, keep track of inventories, and monitor sales as the sales transaction is being completed (EPoS 2010). Further, the EPoS systems can also keep track of customer information thereby enhancing the seller’s capabilities to execute customer relation management (EPoS 2010). Moreover, the EPoS systems can also directly interface with the credit card system thereby accessing more information on customers and enhancing the ability of t he firm to conduct follow-up sales and strengthen its relationship with customers (EPoS 2010). Simultaneously, the EPoS system can also identify which products are not doing well in the market (EPoS 2010) thereby enhancing a business firm’s ability to make crucial business decisions on what products lines and brands to carry. EPoS systems can make transactions faster and they can be customized to a specific business environment (EPoS 2010). Changing prices, data, quantity and other variables are easy (EPoS 2010). EPoS systems can be operated through keyboards or PDAs or personal digital assistant (EPoS 2010). The systems were designed to be powerful and yet very simple for the business staff to learn and use (EPoS 2010). On the other hand, the EPoS system requires maintenance and backups (EPoS 2010). Data can be backed up off site using another party or service company (EPoS 2010). The backup system must cover â€Å"historical backups† in that one can go back to an old er backup if the most recent backup is corrupted (EPoS 2010). Periodic updates are necessary and businesses using the latest retail technologies may want to have in-house capabilities to do backups. This also implies that somebody in business must focus himself or herself in data security. Wireless hardwares,

Hypothesis Exercise on Green Logistics Chain and Issues (CO2 emissions Essay

Hypothesis Exercise on Green Logistics Chain and Issues (CO2 emissions from Freight Transport in the US) - Essay Example They can end into obliging an increased usage of maintainable skills or alternate energies or merely they can confine individual zones or kinds of cars from being employed. It can be anticipated that the execution of supportable conveyance rules forces the logistic business to use environmentally unsafe means of transportation and consequently apply green logistic tools. Additionally since there are less of fuel efficient vehicles through the car fleet in United States of America, the logistic firm opt for use cargo wagons that are the chief causes of greenhouse gas discharges. Again, the requirement to meet the client’s fulfillment is one of the vital roles of the logistics. Customer fulfillment can be realized by several means such as haste of transport, quality of the transported goods and chattels or the likelihood of returning properties owing to recoveries. It can be assumed that a greater need for the client for justifiable and Green Logistics helps the dissemination of Logistics plans. The growing awareness of environmental problems can result to stimulating task for the logistics firm. As transportation and the involved business are among the vilest contaminators an intensifying consciousness in such a way can lead to weight illogicality and disgrace contrary to it. So as not to create a bad appearance it is undeniably vital to adjust to those inclinations. It can be assumed that it is essential for the logistic firm to conform to a growing environmental awareness in an extensive fragment of the community through executing Green Logistics policies. Has the Green Logistics fully succeeded in reducing the rate of pollution United States of America? Green logistics has both failed and succeed in dressing the environmental issues. Oil is the organic base for vestige energies for example petrol; diesel and paraffin that are the most frequently used powers for

Forest Fires :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  In the year 2000, fire fighters battled raging infernos as some of the worst wildfires in 50 years rampaged across a dozen states. Not only were these fires the worst in half a century, but they may be the worst ever recorded.   Ã‚  Ã‚  Ã‚  Ã‚  In a single week in mid August, 86 major wildfires were raging in a dozen states from Arizona and California up to Colorado and Wyoming to Montana, Oregon and South Dakota. Five million acres of land burned, more then double the annual average for the past decade. A controlled fire six miles southwest of Los Alamos that was implemented as a fire prevention measure would not stop. First consuming dry grass, then ponderosa pines, then gobbling up hundreds of homes and buildings, the fire spread through Los Alamos, the home of the atom bomb. Some 20,000 people had to be evacuated and luckily the fires never came close to a building that held drums of transuranium mixed waste and a metric ton of plutonium. Noxious fumes wafted from the lead paint, rubber and plastics in burning cars and buildings.   Ã‚  Ã‚  Ã‚  Ã‚  Due to the destructive wildfires, interest in fuel management to reduce fire control costs and damages has been renewed. Although several tools, such as prescribed burning and salvage timber sales can address these problems, the extent of the problem and the cost of needed treatments are generally unknown. There are few documented estimates of the decline in control costs or damages associated with fuel treatments.   Ã‚  Ã‚  Ã‚  Ã‚  The roles and responsibilities of the Federal and State governments in fire protection may be subject to further debate. Laws state that a permit must be required to start a fire outside.

Knowing Your Audience and Communication Release Essay

On August 5, 2010, The Chilean Copper mine collapse with 33 workers confined in a 2,257 feet hole, which was the size of a mini studio apartment (msnbc.com news services, 2010). Their families, friends, and co-workers were worried frantically about their safety, and not being able to reach the miners left everyone at unease. The Rescuers and the Chilean Copper president’s came together to find a resolution as to the cause of this situation and how to rescue their employees. Families and co-workers of these miners have questions that wanted immediate answers, and it is the companies responsibly to provide answers. The company should have a plan of emergency action for these types of incident and be implemented in training programs when hired or promoted. There should be reputable spokesperson on hand to communicate with families, co-workers, and the media. The first action to take place is to immediately control the situation, and prevent any rumors from uprising through the wo rkplace or the media. Have somebody Reputable from the company to hold a face to face verbal meeting explaining what emergency incident just occurred and what the companies’ plan of action is going to be. It is important to present only facts to this meeting so that there are no assumptions as to what is really taking place. Be honest, open, clear and concise in these meeting so the audience can listen and decode the message the spokesperson is conveying. The spokesperson should be able to answer all questions presented to the room, as long as the spokesperson has evidence to back it up. Otherwise, being honest and saying, â€Å"we are looking into that,† is the best option for this type of situation. If the company has a morning and evening shift, then having the meeting write when both shifts are about to cross would be an effective way to control any rumors, explain the situation, and answer any questions. This will save time so the company can delegate the situation currently on hand. The second action is to have another reputable spokesperson to notify the minors’ families of the incident. The first step to communicating to the miners loved ones is by phone and then a face-to-face verbal communication should take place. It is important to be sympathetic and compassionate when relaying this type of information to the families. Calling each miners emergency contact would be the start but should not provide too much information over the phone, but just ask the family or friend to come down to the job site immediately. Providing information over the phone can create media attention rapidly and cause panic to the person. Hold a meeting as soon as the miner’s family and friends have arrived and provide information that the company has facts on. Do not delude the people in thinking, the situation is worse or better than what the facts actually say, but be honest and clear about the situation. It is a good idea to have a mediator around if the company decides to have a verbally conversation that is one on one with a family member, and this will prevent any rumors as well. Inform the employees and families that it is in the best interest for the company and the families of the miners to avoid answering questions to the media. When speaking to the media without knowing all the facts or going based on what you heard without fully researching the situation can lead to panic and discomfort for the families and loved ones. For instance, in the situation the media publicly announced on August 26, 2010 that it would take the rescuer’s four months to rescue the miners. However, According to msnbc.com news services (2010), Health Minister Jaime Manalich said, â€Å"they would not be rescued before the Fiestas Patrai’s,† and Fiestas Patrai’s is Chile’s Independence Day celebration, held on September 18. That is only forty-four days, and a big differ ence from 120 days. Preventing the media from misleading reports can be achieved by avoiding the media. The company should offer counseling to the families and co-workers to help deal with this situation, and provide any assistance to make this incident go smoother for them. After the company has all the facts and knows what they are facing then have a reputable spokesperson address the media, family, friends, and co-workers with all the facts at hand. This will help all parties understand what they are in for and to start dealing with the situation at hand. Keeping the all parties informed throughout the rescue process though meetings or the media is important. Having somebody from the company to go to the miners loved ones face to face or calling them to ensure that they are well, is a great way to provide answer to the individual parties. This situation affects everyone, families, friends, co-workers, and global. It is never easy to try to control and sustain a crisis like this but avoiding rumors, which are usually just opinions from others around, can help everybody. The miners loved ones just have one care in the world, that is getting them out safe and healthy, and that is all that should matter, but sometimes the media likes to turn embellish the truth. The important thing in this type of situation is too continual to provide information to all parties so they are properly informed. It is better to hear from the people who are actually in the rescue process rather than an outside source. This will provide all parties some ease to their pain even if it is not good information; at least they understand the situation. Reference msnbc.com news services. (2010). Drill breaks through to trapped Chilean miners. Retrieved from http://www.msnbc.msn.com/id/39558833/ns/world_news-americas/t/drill-breaks-through-trapped-chilean-miners/

Wars of Alexander the Great Battle of Gaugamela

The Battle of Gaugamela was fought on October 1, 331 BC, during the Wars of Alexander the Great (335-323 BC). Armies and Commanders Macedonians Alexander the GreatApprox. 47,000 men Persians Darius IIIApprox. 53,000-100,000 men Background Having beaten the Persians at Issus in 333 BC, Alexander the Great moved to secure his hold on Syria, the Mediterranean coast, and Egypt. Having completed these efforts, he again looked east with the goal of toppling Darius IIIs Persian Empire. Marching into Syria, Alexander crossed the Euphrates and Tigris without opposition in 331. Desperate to halt the Macedonian advance, Darius scoured his empire for resources and men. Gathering them near Arbela, he chose a wide plain for the battlefield  Ã¢â‚¬â€Ã‚  as he felt that it would facilitate the use of his chariots and elephants, as well as allow his greater numbers to bear. Alexanders Plan Advancing to within four miles of the Persian position, Alexander made camp and met with his commanders. In the course of the talks, Parmenion suggested that the army launch a night attack on the Persians as Darius host outnumbered them. This was dismissed by Alexander as the plan of an ordinary general. He instead outlined an attack for the next day. His decision proved correct, as Darius had anticipated a nighttime assault and kept his men awake through the night in anticipation. Moving out the next morning, Alexander arrived on the field and deployed his infantry into two phalanxes, one in front of the other. Setting the Stage On the right of the front phalanx was Alexanders Companion cavalry, along with additional light infantry. To the left, Parmenion led additional cavalry and light infantry. Supporting the front lines were cavalry and light infantry units, which were echeloned back at 45-degree angles. In the coming fight, Parmenion was to lead the left in a holding action while Alexander led the right in striking a battle-winning blow. Across the field, Darius deployed the bulk of his infantry in a long line, with his cavalry to the front. In the center, he surrounded himself with his best cavalry along with the famed Immortals. Having chosen the ground to facilitate the use of his scythed chariots, he ordered these units placed at the front of the army. Command of the left flank was given to Bessus, while the right was assigned to Mazaeus. Due to the size of the Persian army, Alexander anticipated that Darius would be able to flank his men as they advanced. To counter this, orders were issued that the second Macedonian line should counter any flanking units as the situation dictated. The Battle of Gaugamela With his men in place, Alexander ordered an advance on the Persian line with his men moving obliquely to the right as they marched forward. As the Macedonians neared the enemy, he began extending his right with the goal of drawing the Persian cavalry in that direction and creating a gap between them and Darius center. With the enemy bearing down, Darius attacked with his chariots. These raced forward but were defeated by Macedonian javelins, archers, and new infantry tactics designed to lessen their impact. The Persian elephants also had little effect, as the massive animals moved to avoid the enemy spears. As the lead phalanx engaged the Persian infantry, Alexander focused his attention on the far right. Here, he began pulling men from his rearguard to continue the fight on the flank, while he disengaged his Companions and gathered other units to strike Darius position. Advancing with his men and forming a wedge, Alexander angled left toward the flank of Darius center. Supported by peltasts (light infantry with slings and bows) which kept the Persian cavalry at bay, Alexanders cavalry rode down on the Persian line as a gap opened between Darius and Bessus men. Striking through the gap, the Macedonians shattered Darius royal guard and adjacent formations. With the troops in the immediate area retreating, Darius fled the field and was followed by the bulk of his army. Cut off on the Persian left, Bessus began withdrawing with his men. With Darius fleeing before him, Alexander was prevented from pursuing due to desperate messages for aid from Parmenion. Under heavy pressure from Mazaeus, Parmenions right had become separated from the rest of the Macedonian army. Exploiting this gap, Persian cavalry units passed through the Macedonian line. Fortunately for Parmenion, these forces elected to continue on to loot the Macedonian camp rather than attack his rear. While Alexander circled back to aid the Macedonian left, Parmenion turned the tide and succeeded in driving back Mazaeus men who fled the field. He also was able to direct troops to clear the Persian cavalry from the rear. Aftermath of Gaugamela As with most battles from this period, casualties for Gaugamela are not known with any certainty  Ã¢â‚¬â€Ã‚  though sources indicate that Macedonian losses may have been around 4,000, while Persian losses may have been as high as 47,000. In the wake of the fighting, Alexander pursued Darius while Parmenion rounded up the riches of the Persian baggage train. Darius succeeded in escaping to Ecbatana and Alexander turned south, capturing Babylon, Susa, and the Persian capital of Persepolis. Within a year, the Persians turned on Darius. Conspirators led by Bessus killed him. With Darius death, Alexander considered himself the rightful ruler of the Persian Empire and began campaigning to eliminate the threat posed by Bessus. Source Porter, Barry. Battle of Gaugamela: Alexander Versus Darius. HistoryNet, 2019.

A Case Of Hanford Nuclear Reservation Site - 3420 Words

Radioactive Contamination Of Soil and Groundwater Due to Storage of Nuclear Waste A case of Hanford Nuclear Reservation site Name Student no Jaysheel Pandya 1001025972 Contents Introduction 3 Contaminants on and around the site 4 Soil and Groundwater Contamination 5 Sources of Contamination 5 Physical and Hydrogeological conditions of the site and waste transport pathways 6 Interaction of contaminants in groundwater 9 Uranium 9 Chromium 10 Strontium 10 Remediation Strategies for Soil and Groundwater 11 Reducing recharge 12 Source Removal 12 Waste Treatment and Waste Immobilization 12 Soil Vapour Extraction 12 Calcium-phosphate Barrier 13 Pump-And-Treat 13 Phytoremediation 13 References 14 Table of†¦show more content†¦The site was divided into several facilities carrying out various activities to develop weapons and store and dispose of nuclear waste. Within the first two years MEDACE had built a nuclear reactor, underground waste storage tanks and a nuclear fabrication facility. All the facilities were in operation to develop plutonium fuels for military defense (Gephart and Lundgren 1998). The site was in operation for 44 years and was decommissioned in 1987 (Wald, 1998). During this period, approximately 110,000 tons of nuclear fuel were processed at Hanford Site (Wald, 1998; Gephart and Lundgren 1998). It produced 73 tons of nuclear weapons and reactor fuel-grade plutonium during the time of its operations (Gephart and Lundgren 1998). The production of nuclear weapons and nuclear fuels generated huge quantities of highly radioactive waste which was stored in underground storage tanks. Most liquids from single-shell tanks have been pumped to the newer double shelled tank over the years, to remove the remaining 9000 cubic meter of drainable liquid (Hanlon 2003). Salt cake and thick waste sludge was left behind in the tank. No double shell tank has leakages till date, even though the design life of oldest ones has been reached (Hanlon 2003). However majority of single shelled tank exhibited some kind of leakages ultimately contaminating the site. The U.S Department of Energy (DOE) currently manages the site and is responsible for cleaning