romikgosai/squad_modified_2 huggingface dataset:
Because neither Korea had a significant navy, the Korean War featured few naval battles. A skirmish between North Korea and the UN Command occurred on 2 July 1950; the U.S. Navy cruiser USS Juneau, the Royal Navy cruiser HMS Jamaica, and the frigate HMS Black Swan fought four North Korean torpedo boats and two mortar gunboats, and sank them. USS Juneau later sank several ammunition ships that had been present. The last sea battle of the Korean War occurred at Inchon, days before the Battle of Incheon; the ROK ship PC-703 sank a North Korean mine layer in the Battle of Haeju Island, near Inchon. Three other supply ships were sunk by PC-703 two days later in the Yellow Sea. Thereafter, vessels from the UN nations held undisputed control of the sea about Korea. The gun ships were used in shore bombardment, while the aircraft carriers provided air support to the ground forces.

Q1: Why were naval skirmishes not really seen in the Korean War?
A1: neither Korea had a significant navy
Q2: Who pretty much gained and maintained control of the sea?
A2: the UN nations
Q3: Who dominated any battles that may have taken place at sea?
A3: the UN Command
Q4: Where was the last sea battle of the Korean War?
A4: Inchon
During most of the war, the UN navies patrolled the west and east coasts of North Korea, sinking supply and ammunition ships and denying the North Koreans the ability to resupply from the sea. Aside from very occasional gunfire from North Korean shore batteries, the main threat to United States and UN navy ships was from magnetic mines. During the war, five U.S. Navy ships were lost to mines: two minesweepers, two minesweeper escorts, and one ocean tug. Mines and gunfire from North Korean coastal artillery damaged another 87 U.S. warships, resulting in slight to moderate damage.

Q1: What type of ships did the US spend most of its time sinking?
A1: supply and ammunition ships
Q2: What weapon posed a significant threat to US navy ships?
A2: magnetic mines
Q3: How many US warships were damaged by gun fire and mines?
A3: 87
Q4: Where were the majority of US naval patrols of Korea?
A4: the west and east coasts of North Korea
The Chinese intervention in late October 1950 bolstered the Korean People's Air Force (KPAF) of North Korea with the MiG-15, one of the world's most advanced jet fighters. The fast, heavily armed MiG outflew first-generation UN jets such as the F-80 (United States Air Force) and Gloster Meteors (Royal Australian Air Force), posing a real threat to B-29 Superfortress bombers even under fighter escort. Fearful of confronting the United States directly, the Soviet Union denied involvement of their personnel in anything other than an advisory role, but air combat quickly resulted in Soviet pilots dropping their code signals and speaking over the wireless in Russian. This known direct Soviet participation was a casus belli that the UN Command deliberately overlooked, lest the war for the Korean peninsula expand to include the Soviet Union, and potentially escalate into atomic warfare.

Q1: Who denied having anything more than an advisory role in the Korean War?
A1: the Soviet Union
Q2: Who ignored the direct participation of the Soviet Union to prevent expanding the Korean War to the Soviet Union?
A2: UN Command
Q3: What may have occurred if the war was expanded to the Soviet Union?
A3: atomic warfare
Q4: What did the Soviet pilots start doing when accused of playing an integral role in the Korean War?
A4: dropping their code signals and speaking over the wireless in Russian
Q5: Who feared engaging in direct conflict with the United States?
A5: Soviet Union
The USAF countered the MiG-15 by sending over three squadrons of its most capable fighter, the F-86 Sabre. These arrived in December 1950. The MiG was designed as a bomber interceptor. It had a very high service ceiling—50,000 feet (15,000 m) and carried very heavy weaponry: one 37 mm cannon and two 23 mm cannons. They were fast enough to dive past the fighter escort of P-80 Shooting Stars and F9F Panthers and could reach and destroy the U.S. heavy bombers. B-29 losses could not be avoided, and the Air Force was forced to switch from a daylight bombing campaign to the necessarily less accurate nighttime bombing of targets. The MiGs were countered by the F-86 Sabres. They had a ceiling of 42,000 feet (13,000 m) and were armed with six .50 caliber (12.7 mm) machine guns, which were range adjusted by radar gunsights. If coming in at higher altitude the advantage of engaging or not went to the MiG. Once in a level flight dogfight, both swept-wing designs attained comparable maximum speeds of around 660 mph (1,100 km/h). The MiG climbed faster, but the Sabre turned and dived better.

Q1: What plane did the US send to Korea to counter the power of the MiG-15?
A1: F-86 Sabre
Q2: To mitigate the loses of the B-29, what did the US Air Force do?
A2: switch from a daylight bombing campaign to the necessarily less accurate nighttime bombing
Q3: What was the MiG designed to be?
A3: bomber interceptor
In February 1907, the Royal Dutch Shell Group was created through the amalgamation of two rival companies: the Royal Dutch Petroleum Company of the Netherlands and the "Shell" Transport and Trading Company Ltd of the United Kingdom. It was a move largely driven by the need to compete globally with Standard Oil. The Royal Dutch Petroleum Company was a Dutch company founded in 1890 to develop an oilfield in Sumatra, and initially led by August Kessler, Hugo Loudon, and Henri Deterding. The "Shell" Transport and Trading Company (the quotation marks were part of the legal name) was a British company, founded in 1897 by Marcus Samuel, 1st Viscount Bearsted, and his brother Samuel Samuel. Their father had owned an antique company in Houndsditch, London, which expanded in 1833 to import and sell sea-shells, after which the company "Shell" took its name.

Q1: When was Royal Shell Group Created?
A1: February 1907
Q2: When was the Royal Dutch Petroleum Company founded?
A2: 1890
Q3: When WAS the "Shell" Transport and Trading Company founded?
A3: 1897
Q4: The Royal Dutch Shell Group was created through the merger of which two rival companies?
A4: the Royal Dutch Petroleum Company of the Netherlands and the "Shell" Transport and Trading Company Ltd of the United Kingdom
Q5: What was the main reason for the creation of the Royal Dutch Shell Group?
A5: the need to compete globally with Standard Oil
Q6: In what year was the Royal Dutch Shell Group created?
A6: 1907
Q7: In what year was the Royal Dutch Petroleum Company founded?
A7: 1890
Q8: Why was the Royal Dutch Petroleum Company created?
A8: to develop an oilfield in Sumatra
Shell was vertically integrated and is active in every area of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. It has minor renewable energy activities in the form of biofuels and wind. It has operations in over 90 countries, produces around 3.1 million barrels of oil equivalent per day and has 44,000 service stations worldwide. Shell Oil Company, its subsidiary in the United States, is one of its largest businesses.

Q1: Aside from biofuels what other renewable energy activities is Shell involved with?
A1: wind
Q2: How many countries does Shell operate in?
A2: over 90
Q3: How much oil per day does Shell produce?
A3: 3.1 million barrels
Q4: How many services stations does Shell have?
A4: 44,000 service stations
Q5: In how many countries does Shell have operations?
A5: over 90
Q6: How many barrels of oil equivalent does Shell produce per day?
A6: 3.1 million
Q7: Shell has how many service stations worldwide?
A7: 44,000
Q8: What is the name of Shell's subsidiary in the United States?
A8: Shell Oil Company
Q9: Shell has minor renewable energy activities in which two areas?
A9: biofuels and wind
For various reasons, the new firm operated as a dual-listed company, whereby the merging companies maintained their legal existence, but operated as a single-unit partnership for business purposes. The terms of the merger gave 60 percent ownership of the new group to the Dutch arm and 40 percent to the British. National patriotic sensibilities would not permit a full-scale merger or takeover of either of the two companies. The Dutch company, Koninklijke Nederlandsche Petroleum Maatschappij, was in charge at The Hague of production and manufacture. A British company was formed, called the Anglo-Saxon Petroleum Company, based in London, to direct the transport and storage of the products.

Q1: What percent of ownership did the merger award the Dutch branch?
A1: 60
Q2: What prevented a full-scale merger of the two companies?
A2: National patriotic sensibilities
Q3: What was the primary function of the Anglo-Saxon Petroleum Company?
A3: to direct the transport and storage of the products
Q4: The new firm operated as what type of company?
A4: a dual-listed company
Q5: What percent of ownership of the new company was awarded to the British?
A5: 40
In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.

Q1: In what year was it announced that the Shell Group would move to a single capital structure?
A1: 2004
Q2: What was the name of the Shell Group's new parent company?
A2: Royal Dutch Shell plc
Q3: On what exchange was the Shell Group's new parent company primarily listed?
A3: the London Stock Exchange
Q4: Where was the Royal Dutch Shell plc headquartered?
A4: The Hague, Netherlands
Q5: What was the cause of the period of turmoil prior to the announcement that the Shell Group would move to a single capital structure?
A5: the revelation that Shell had been overstating its oil reserves
In February 2010 Shell and Cosan formed a 50:50 joint-venture, Raízen, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme. Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.

Q1: In what year did Shell and Cosan form a 50:50 joint venture?
A1: 2010
Q2: What was the name of the 50:50 joint venture formed by Shell and Cosan?
A2: Raízen
Q3: Why did Shell sell some of its assets in March 2010?
A3: to meet the cost of a planned $28bn capital spending programme
Q4: How much did Shell plan to raise from the sale of its assets?
A4: $2–3bn
Q5: Royal Dutch Shell agreed to acquire all the business of what entity in June 2010?
A5: East Resources
Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result. Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.

Q1: Which assets did the corporation begin to sell in 2013?
A1: US shale gas
Q2: What was the value of the cancelled gas project that was to be contstructed in Louisiana?
A2: US$20 billion
Q3: The appointment of a new CEO in 2014 came prior to what announcement?
A3: the corporation's overall performance in 2013 was 38 per cent lower than 2012
Q4: In what year did the corporation sell the majority of its Australian assets?
A4: 2014
Q5: What was the value of assets the corporation planned to sell leading up to 2015?
A5: US$15 billion
The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. Many pipelines in the Niger-Delta owned by Shell are old and corroded. Shell has acknowledged its responsibility for keeping the pipelines new but has also denied responsibility for environmental causes. This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to boycott Shell by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.

Q1: What is a cause of severe environmental issues in the Niger Delta?
A1: The presence of companies like Shell
Q2: Many pipelines owned by Shell in the Niger Delta are described as what?
A2: old and corroded
Q3: Shell has accepted responsibility for keeping its pipelines in what condition?
A3: new
Q4: In contrast to its acceptance of responsibility for keeping the pipelines new, Shell has denied what?
A4: responsibility for environmental causes
Q5: Environmental and human rights groups have created action plans to do what?
A5: boycott Shell
The name Shell is linked to The "Shell" Transport and Trading Company. In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors. When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. Although for several decades the company had a refinery at Shell Haven on the Thames, there is no evidence of this having provided the name.

Q1: The name Shell is connected to what company?
A1: The "Shell" Transport and Trading Company
Q2: What was the purpose of the created of The "Shell" Transport and Trading Company?
A2: to sell seashells to London collectors
Q3: What did the younger founder of The "Shell" Transport and Trading company discover while collecting seashell specimens in the Caspian Sea area?
A3: there was potential in exporting lamp oil from the region
Q4: By what year did the company have a fleet of oil tankers operating in the Caspian Sea region?
A4: 1907
Q5: The company operated a refinery on what river for several decades?
A5: Thames
Shell's primary business is the management of a vertically integrated oil company. The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company.

Q1: What is Shell's primary business?
A1: the management of a vertically integrated oil company
Q2: The development of what two types of exptertise established the core competencies on which the company was founded?
A2: technical and commercial
Q3: One of the most important business in which Shell is involved is what?
A3: natural gas
Q4: Each business now seeks to become what type of unit?
A4: self-supporting
Q5: The business model that provided significant economies of scale and barriers to entry is called what?
A5: vertically integrated
Traditionally, Shell was a heavily decentralised business worldwide (especially in the downstream) with companies in over 100 countries, each of which operated with a high degree of independence. The upstream tended to be far more centralised with much of the technical and financial direction coming from the central offices in The Hague. Nevertheless, there were very large "exploration and production" companies in a few major oil and gas production centres such as the United Kingdom (Shell Expro, a Joint Venture with Exxon), Nigeria, Brunei, and Oman.

Q1: Shell was traditionally considered what type of business worldwide?
A1: heavily decentralised
Q2: Shell operated companies in how many countries?
A2: over 100
Q3: A good deal of technical and financial direction for the upstream came from what entity?
A3: the central offices in The Hague
Q4: What types of companies existed in a few major oil and gas production centers?
A4: "exploration and production"
Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.

Q1: Downstream operations currently includes what type of business?
A1: chemicals
Q2: Downstream operations produces what percent of Shell's profits worldwide?
A2: a third
Q3: How many petrol stationsare included in Shell's downstream operations global network?
A3: more than 40,000
Q4: Prior to the 1990s, Shell's downstream businesses were essentially considered what kind of businesses?
A4: local
Q5: In what way did the business paradigm of Shell's downstream operations begin to change?
A5: the independence of operating companies around the world was gradually reduced
In April 2010, Shell announced its intention to divest from downstream business of all African countries except South Africa and Egypt to Vitol and "Helios". In several countries such as Tunisia, protests and strikes broke out. Shell denied rumours of the sellout. Shell continues however upstream activities/extracting crude oil in the oil-rich Niger Delta as well as downstream/commercial activities in South Africa. In June 2013, the company announced a strategic review of its operations in Nigeria, hinting that assets could be divested. In August 2014, the company disclosed it was in the process of finalizing the sale of its interests in four Nigerian oil fields.

Q1: What did Shell announce in April 2010?
A1: its intention to divest from downstream business of all African countries except South Africa and Egypt to Vitol and "Helios"
Q2: What happened in several countries in response to Shell's April 2010 announcement?
A2: protests and strikes broke out
Q3: In June 2013, Shell announced a review of its operations in which country?
A3: Nigeria
Q4: In August 2014, Shell announced it was in the process of doing what?
A4: finalizing the sale of its interests in four Nigerian oil fields.
Q5: What did Shell indicate was a reason for the strategic review of operations in Nigeria?
A5: assets could be divested
On 27 August 2007, Royal Dutch Shell and Reitan Group, the owner of the 7-Eleven brand in Scandinavia, announced an agreement to re-brand some 269 service stations across Norway, Sweden, Finland and Denmark, subject to obtaining regulatory approvals under the different competition laws in each country. On April 2010 Shell announced that the corporation is in process of trying to find a potential buyer for all of its operations in Finland and is doing similar market research concerning Swedish operations. On October 2010 Shell's gas stations and the heavy vehicle fuel supply networks in Finland and Sweden, along with a refinery located in Gothenburg, Sweden were sold to St1, a Finnish energy company, more precisely to its major shareholding parent company Keele Oy. Shell branded gas stations will be rebranded within maximum of five years from the acquisition and the number of gas stations is likely to be reduced. Until then the stations will operate under Shell brand licence.

Q1: What company was the owner of the 7-Eleven brand in Scandinavia?
A1: Reitan Group
Q2: In what year did Royal Dutch Shell and Reitan Group announce an agreement?
A2: 2007
Q3: How many service stations did Royal Dutch Shell and Reitan Group agree to re-brand?
A3: some 269
Q4: Shell announced it was in the process of doing what in April 2010?
A4: trying to find a potential buyer for all of its operations in Finland
Q5: In October 2010, Shell sold what to St1?
A5: gas stations and the heavy vehicle fuel supply networks in Finland and Sweden, along with a refinery located in Gothenburg, Sweden
Through most of Shell's early history, the Shell Oil Company business in the United States was substantially independent with its stock being traded on the NYSE and with little direct involvement from the group's central offices in the running of the American business. However, in 1984, Royal Dutch Shell made a bid to purchase those shares of Shell Oil Company it did not own (around 30%) and despite opposition from some minority shareholders, which led to a court case, Shell completed the buyout for a sum of $5.7 billion.

Q1: Shell Oil Company's United States business throughout its early history is described as what?
A1: substantially independent
Q2: On which exchange was Shell Oil Company's U.S. stock historically traded?
A2: the NYSE
Q3: Shell Oil Company historically had little direct involvement from what entity in the running of its American businesses?
A3: the group's central offices
Q4: In what year did Royal Dutch Shell make a bid to purchase approximately 30% of Shell Oil Company's shares?
A4: 1984
Q5: What did Royal Dutch Shell's bid to purchase Shell Oil Company's shares lead to?
A5: a court case