Alum split applications strengthened phosphorus fixation and phosphate sorption in high legacy phosphorus calcareous soil

High phosphorus (P) saturation arising from historic P inputs to protected vegetable fields (PVFs) drives high P mobilisation to waterbodies. Amendment of soils with alum has shown potential in terms of fixing labile P and protecting water quality. The present 15 month pot experiment investigated P stabilisation across single alum application (Alum-1 treatment, 20 g alum/kg soil incorporated into soil before the maize was sown), alum split applications (Alum-4 treatment, 5 g alum/kg soil incorporated into soil before each crop was sown i.e. 4 × 5 g/kg) and soil only treatment (Control). Results showed that the Alum-1 treatment caused the strongest stabilisation of soil labile P after maize plant removal, whereas the P stabilisation effect was gradually weakened due to the transformation of soil non-labile P to labile P and the reduced active Al³⁺ in soil solution. For the Alum-4 treatment, soil labile P decreased gradually with each crop planting and was lower than the Alum-1 treatment at the end of the final crop removal, without any impairment on plant growth. The better P stabilisation at the end of Alum-4 treatment was closely correlated with a progressive supply of Al³⁺ and a gradual decrease of pH, which resulted in higher contents of poorly-crystalline Al, Fe and exchangeable Ca. These aspects were conducive to increasing the soil P stabilisation and phosphate sorption. In terms of management, growers in continuous cropping systems could utilise split alum applications as a strategy to alleviate P losses in high-P enriched calcareous soil.     

Pyrrhic victories: the cost to the board of ousting the CEO

Going against anecdotal evidence and common perception, the findings presented here show that boards who take action against their CEOs do so only at great cost to themselves, winning only a pyrrhic victory. Indeed, the findings presented show three distinct levels of board turnover. Normal attrition in periods of continuity produced a turnover of 10.99 per cent over two years; routine retirement exists (22.35 per cent) produced a similar turnover level to forced exits which did not imply a failure of the board to perform its monitoring function (25.36 per cent). However, forced CEO exits which implied a failure in the board's monitoring and advising roles caused a dramatically higher level of subsequent board turnover (40.55 per cent). These findings demonstrate that is not only the CEO that is forced to sacrifice his or her job when a company is in distress, but that the board is also accountable for its failure to perform its monitoring and advising duties adequately. Copyright © 1999 John Wiley & Sons, Ltd.     

Enhanced removal of mercury and lead by a novel and efficient surface-functionalized imogolite with nanoscale zero-valent iron material

Environmental Science and Pollution Research - A novel hybrid nanomaterial, nanoscale zero-valent iron (nZVI)-grafted imogolite nanotubes (Imo), was synthesized via a fast and straightforward...