Prospective planning of an AD is important for credibility and regulatory considerations [41]. However, as in any other (non-AD) trial, some events not envisaged during the course of the trial may call for changes to the design that are outside the scope of a priori planned adaptations, or there may be a failure to implement planned adaptations. Questions may be raised regarding the implications of such unplanned ad hoc modifications. Is the planned statistical framework still valid? Were the changes driven by potential bias? Are the results still interpretable in relation to the original research question? Thus, any unplanned modifications must be stated clearly, with an explanation as to why they were implemented and how they may impact the interpretation of trial results.
The main definitions of greenwashing were explored in the literature. Most researchers are based on the definitions of the Oxford English Dictionary [36] and TerraChoice [48]. In these definitions, the phenomenon is seen as a deliberate corporate action with the presence of misleading elements, focused on the deception of stakeholders.
Elements Of Literature Second Course Table Of Contents.rar
The first thing to create is the index. This super functional page, similar to a table of contents, is one of the elements that sets this system apart from the rest. Before an index, I used to flip around page by page looking for an old note or list. Now I can head to the index and see exactly where I put what with a fraction of the effort.
In an analysis of the primary prevention subgroup from this study (participants with no history of coronary artery disease), EPA supplementation had no significant effects on any outcome. However, for the secondary prevention subgroup (those with a history of coronary artery disease), the EPA group had a 28% reduction in the rate of unstable angina and a 19% reduction in that of major coronary events. A separate analysis of data from this study found that the EPA supplementation did not affect total stroke incidence but did reduce the risk of recurrent stroke by 20% in patients who had previously experienced a stroke [52].
Smith attempted to place his depleted platoons into a defensible position, but D Company's location had been dictated by the actions of the VC and the need to care for the wounded, and as a result they had little choice of where to make their stand.[119] However, with the Australians occupying a shallow fold in the ground on a reverse slope the terrain proved decisive. The VC found it difficult to use their heavy calibre weapons effectively and could only engage at close range. The jungle covered Nui Dat 2 feature lay 1,000 metres (1,100 yd) to the north-east, and an impenetrable wall of thick bamboo and scrub abutted the lower slopes to the west. The remainder of the position faced the relatively open rubber plantation.[118] Believing the northern approach unsuitable for a major assault, Smith assessed the most likely VC courses of action to be a frontal assault from the east, or a flanking attack from either the south or south-west. As a consequence, he placed 10 and 12 Platoons in positions on the southern and eastern flanks, while the badly mauled 11 Platoon was allocated a position to the north-west. Company Headquarters was located in the south-west. During the lull, Smith walked around the position to gain an understanding of the situation and check the wounded. With one platoon almost destroyed, and the other two at approximately 75 percent strength, D Company had been battered but morale remained high. Kirby completed the distribution of ammunition and Stanley plotted new defensive fire tasks for the artillery.[118]
3 Troop continued forward in assault formation, moving deeper into the plantation, with improved visibility allowing them to increase speed.[135] By 18:30. B Company was also drawing near on foot, and observed the VC moving around the western flank, likely to escape the APCs. Shortly after, they were accidentally engaged by the APCs and lost one man wounded.[136] After moving a further 200m, the relief force came out of the tree-line and were confronted by groups of 8 to 10 VC moving east, in total about 100 men, believed to be the lead elements of the force that had just been struck, now withdrawing after abandoning its attempt to outflank D Company. The APCs opened fire, engaging their flank with heavy machine-guns. A number were hit while others turned to engage the APCs as it closed with them. A 57 mm RCL then fired on one of the APCs at close range with the round narrowly missing and blowing apart a tree which fell across the vehicle.[137] The crew commander, Corporal John Carter, engaged the anti-armour team from the top of the APC as they reloaded, but his .50 calibre machine-gun jammed as they fired again, and he killed two of them with his Owen gun from just 15 to 20 metres (16 to 22 yd). The second RCL round subsequently detonated against the fallen tree, saving both the vehicle and its occupants. Despite being dazed, Carter killed three more VC soldiers as he scrambled back into the carrier, which was now without communications following the destruction of its aerial. By drawing further fire he allowed the remainder of the troop to advance.[138][139]
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