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   TEXT 1

   

   
   
   Mining tourism in Ouro Preto
   
   Ouro Preto is surrounded by a rich and varied natural environment with waterfalls, hiking trails and native vegetation partially protected as state parks. Parts of these resources are used for tourism. Paradoxically, this ecosystem contrasts with the human occupation of the region that produced, after centuries, a rich history and a cultural connection to mining, its oldest economic activity which triggered occupation. The region has an unlimited potential for tourism, especially in specific segments such as mining heritage tourism, in association or not with the existing ecotourism market. In fact, in Ouro Preto, tourism, history, geology and mining are often hard to distinguish; such is the inter-relationship between these segments.
   
   For centuries, a major problem of mining has been the reuse of the affected areas. Modern mining projects proposed solutions to this problem right from the initial stages of operation, which did not happen until recently. As a result, most quarries and other old mining areas that do not have an appropriate destination represent serious environmental problems. Mining tourism utilizing exhausted mines is a source of employment and income. Tourism activities may even contribute to the recovery of degraded areas in various ways, such as reforestation for leisure purposes, or their transformation into history museums where aspects of local mining are interpreted.
   
   Minas Gerais, and particularly Ouro Preto, provides the strong and rich cultural and historical content needed for the transformation of mining remnants into attractive tourism products, especially when combined with the existing cultural tourism of the region. Although mining tourism is explored in various parts of the world in extremely different social, economic, cultural and natural contexts, in Brazil it is still not a strategy readily adopted as an alternative for areas affected by mining activities.
   
   (Lohmann, G. M.; Flecha, A. C.; Knupp, M. E. C. G.; Liccardo, A. (2011). Mining tourism in Ouro Preto, Brazil: opportunities and challenges. In: M. V. Conlin; L. Jolliffe (eds).Mining heritage and tourism: a global synthesis. New York: Routledge, pp. 194-202.)
   

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The phrase “As a result" (l. 16) can be replaced by:

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   Simulado CODEMIG | Turismólogo 2

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   TEXT 2
   
   Innovation is the new key to survival
   
   […]
   
   At its most basic, innovation presents an optimal strategy for controlling costs. Companies that have invested in such technologies as remote mining, autonomous equipment and driverless trucks and trains have reduced expenses by orders of magnitude, while simultaneously driving up productivity.
   
   Yet, gazing towards the horizon, it is rapidly becoming clear that innovation can do much more than reduce capital intensity. Approached strategically, it also has the power to reduce people and energy intensity, while increasing mining intensity.
   
   Capturing the learnings
   
   The key is to think of innovation as much more than research and development (R&D) around particular processes or technologies. Companies can, in fact, innovate in multiple ways, such as leveraging supplier knowledge around specific operational challenges, redefining their participation in the energy value chain or finding new ways to engage and partner with major stakeholders and constituencies.
   
   To reap these rewards, however, mining companies must overcome their traditionally conservative tendencies. In many cases, miners struggle to adopt technologies proven to work at other mining companies, let alone those from other industries. As a result, innovation becomes less of a technology problem and more of an adoption problem.
   
   By breaking this mindset, mining companies can free themselves to adapt practical applications that already exist in other industries and apply them to fit their current needs. For instance, the tunnel boring machines used by civil engineers to excavate the Chunnel can vastly reduce miners' reliance on explosives. Until recently, those machines were too large to apply in a mining setting. Some innovators, however, are now incorporating the underlying technology to build smaller machines—effectively adapting mature solutions from other industries to realize more rapid results.
   
   Re-imagining the future
   
   At the same time, innovation mandates companies to think in entirely new ways. Traditionally, for instance, miners have focused on extracting higher grades and achieving faster throughput by optimizing the pit, schedule, product mix and logistics. A truly innovative mindset, however, will see them adopt an entirely new design paradigm that leverages new information, mining and energy technologies to maximize value. […]
   
   Approached in this way, innovation can drive more than cost reduction. It can help mining companies mitigate and manage risks, strengthen business models and foster more effective community and government relations. It can help mining services companies enhance their value to the industry by developing new products and services. Longer-term, it can even position organizations to move the needle on such endemic issues as corporate social responsibility, environmental performance and sustainability.
   
   (http://www2.deloitte.com/content/dam/Deloitte/ru/Document s/energy-resources/ru_er_tracking_the_trends_2015_eng.pdf)

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When companies invest in “remote mining, autonomous equipment and driverless trucks and trains" (l. 3-4), it is clear that their goal is to:

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   Simulado CODEMIG | Turismólogo 2

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   TEXT 2
   
   Innovation is the new key to survival
   
   […]
   
   At its most basic, innovation presents an optimal strategy for controlling costs. Companies that have invested in such technologies as remote mining, autonomous equipment and driverless trucks and trains have reduced expenses by orders of magnitude, while simultaneously driving up productivity.
   
   Yet, gazing towards the horizon, it is rapidly becoming clear that innovation can do much more than reduce capital intensity. Approached strategically, it also has the power to reduce people and energy intensity, while increasing mining intensity.
   
   Capturing the learnings
   
   The key is to think of innovation as much more than research and development (R&D) around particular processes or technologies. Companies can, in fact, innovate in multiple ways, such as leveraging supplier knowledge around specific operational challenges, redefining their participation in the energy value chain or finding new ways to engage and partner with major stakeholders and constituencies.
   
   To reap these rewards, however, mining companies must overcome their traditionally conservative tendencies. In many cases, miners struggle to adopt technologies proven to work at other mining companies, let alone those from other industries. As a result, innovation becomes less of a technology problem and more of an adoption problem.
   
   By breaking this mindset, mining companies can free themselves to adapt practical applications that already exist in other industries and apply them to fit their current needs. For instance, the tunnel boring machines used by civil engineers to excavate the Chunnel can vastly reduce miners' reliance on explosives. Until recently, those machines were too large to apply in a mining setting. Some innovators, however, are now incorporating the underlying technology to build smaller machines—effectively adapting mature solutions from other industries to realize more rapid results.
   
   Re-imagining the future
   
   At the same time, innovation mandates companies to think in entirely new ways. Traditionally, for instance, miners have focused on extracting higher grades and achieving faster throughput by optimizing the pit, schedule, product mix and logistics. A truly innovative mindset, however, will see them adopt an entirely new design paradigm that leverages new information, mining and energy technologies to maximize value. […]
   
   Approached in this way, innovation can drive more than cost reduction. It can help mining companies mitigate and manage risks, strengthen business models and foster more effective community and government relations. It can help mining services companies enhance their value to the industry by developing new products and services. Longer-term, it can even position organizations to move the needle on such endemic issues as corporate social responsibility, environmental performance and sustainability.
   
   (http://www2.deloitte.com/content/dam/Deloitte/ru/Document s/energy-resources/ru_er_tracking_the_trends_2015_eng.pdf)

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The fragment “To reap these rewards" (l. 17) means to:

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   Simulado CODEMIG | Turismólogo 2

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   TEXT 2
   
   Innovation is the new key to survival
   
   […]
   
   At its most basic, innovation presents an optimal strategy for controlling costs. Companies that have invested in such technologies as remote mining, autonomous equipment and driverless trucks and trains have reduced expenses by orders of magnitude, while simultaneously driving up productivity.
   
   Yet, gazing towards the horizon, it is rapidly becoming clear that innovation can do much more than reduce capital intensity. Approached strategically, it also has the power to reduce people and energy intensity, while increasing mining intensity.
   
   Capturing the learnings
   
   The key is to think of innovation as much more than research and development (R&D) around particular processes or technologies. Companies can, in fact, innovate in multiple ways, such as leveraging supplier knowledge around specific operational challenges, redefining their participation in the energy value chain or finding new ways to engage and partner with major stakeholders and constituencies.
   
   To reap these rewards, however, mining companies must overcome their traditionally conservative tendencies. In many cases, miners struggle to adopt technologies proven to work at other mining companies, let alone those from other industries. As a result, innovation becomes less of a technology problem and more of an adoption problem.
   
   By breaking this mindset, mining companies can free themselves to adapt practical applications that already exist in other industries and apply them to fit their current needs. For instance, the tunnel boring machines used by civil engineers to excavate the Chunnel can vastly reduce miners' reliance on explosives. Until recently, those machines were too large to apply in a mining setting. Some innovators, however, are now incorporating the underlying technology to build smaller machines—effectively adapting mature solutions from other industries to realize more rapid results.
   
   Re-imagining the future
   
   At the same time, innovation mandates companies to think in entirely new ways. Traditionally, for instance, miners have focused on extracting higher grades and achieving faster throughput by optimizing the pit, schedule, product mix and logistics. A truly innovative mindset, however, will see them adopt an entirely new design paradigm that leverages new information, mining and energy technologies to maximize value. […]
   
   Approached in this way, innovation can drive more than cost reduction. It can help mining companies mitigate and manage risks, strengthen business models and foster more effective community and government relations. It can help mining services companies enhance their value to the industry by developing new products and services. Longer-term, it can even position organizations to move the needle on such endemic issues as corporate social responsibility, environmental performance and sustainability.
   
   (http://www2.deloitte.com/content/dam/Deloitte/ru/Document s/energy-resources/ru_er_tracking_the_trends_2015_eng.pdf)

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(1,0) 4 - 

The verb “reduce" in “reduce capital intensity" (l. 7) has the same meaning as:

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   Simulado CODEMIG | Turismólogo 2

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   TEXT 2
   
   Innovation is the new key to survival
   
   […]
   
   At its most basic, innovation presents an optimal strategy for controlling costs. Companies that have invested in such technologies as remote mining, autonomous equipment and driverless trucks and trains have reduced expenses by orders of magnitude, while simultaneously driving up productivity.
   
   Yet, gazing towards the horizon, it is rapidly becoming clear that innovation can do much more than reduce capital intensity. Approached strategically, it also has the power to reduce people and energy intensity, while increasing mining intensity.
   
   Capturing the learnings
   
   The key is to think of innovation as much more than research and development (R&D) around particular processes or technologies. Companies can, in fact, innovate in multiple ways, such as leveraging supplier knowledge around specific operational challenges, redefining their participation in the energy value chain or finding new ways to engage and partner with major stakeholders and constituencies.
   
   To reap these rewards, however, mining companies must overcome their traditionally conservative tendencies. In many cases, miners struggle to adopt technologies proven to work at other mining companies, let alone those from other industries. As a result, innovation becomes less of a technology problem and more of an adoption problem.
   
   By breaking this mindset, mining companies can free themselves to adapt practical applications that already exist in other industries and apply them to fit their current needs. For instance, the tunnel boring machines used by civil engineers to excavate the Chunnel can vastly reduce miners' reliance on explosives. Until recently, those machines were too large to apply in a mining setting. Some innovators, however, are now incorporating the underlying technology to build smaller machines—effectively adapting mature solutions from other industries to realize more rapid results.
   
   Re-imagining the future
   
   At the same time, innovation mandates companies to think in entirely new ways. Traditionally, for instance, miners have focused on extracting higher grades and achieving faster throughput by optimizing the pit, schedule, product mix and logistics. A truly innovative mindset, however, will see them adopt an entirely new design paradigm that leverages new information, mining and energy technologies to maximize value. […]
   
   Approached in this way, innovation can drive more than cost reduction. It can help mining companies mitigate and manage risks, strengthen business models and foster more effective community and government relations. It can help mining services companies enhance their value to the industry by developing new products and services. Longer-term, it can even position organizations to move the needle on such endemic issues as corporate social responsibility, environmental performance and sustainability.
   
   (http://www2.deloitte.com/content/dam/Deloitte/ru/Document s/energy-resources/ru_er_tracking_the_trends_2015_eng.pdf)

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(1,0) 5 - 

The word “them" in “apply them to fit" (l. 25) refers to:

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   Simulado CODEMIG | Turismólogo 2

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   TEXT 2
   
   Innovation is the new key to survival
   
   […]
   
   At its most basic, innovation presents an optimal strategy for controlling costs. Companies that have invested in such technologies as remote mining, autonomous equipment and driverless trucks and trains have reduced expenses by orders of magnitude, while simultaneously driving up productivity.
   
   Yet, gazing towards the horizon, it is rapidly becoming clear that innovation can do much more than reduce capital intensity. Approached strategically, it also has the power to reduce people and energy intensity, while increasing mining intensity.
   
   Capturing the learnings
   
   The key is to think of innovation as much more than research and development (R&D) around particular processes or technologies. Companies can, in fact, innovate in multiple ways, such as leveraging supplier knowledge around specific operational challenges, redefining their participation in the energy value chain or finding new ways to engage and partner with major stakeholders and constituencies.
   
   To reap these rewards, however, mining companies must overcome their traditionally conservative tendencies. In many cases, miners struggle to adopt technologies proven to work at other mining companies, let alone those from other industries. As a result, innovation becomes less of a technology problem and more of an adoption problem.
   
   By breaking this mindset, mining companies can free themselves to adapt practical applications that already exist in other industries and apply them to fit their current needs. For instance, the tunnel boring machines used by civil engineers to excavate the Chunnel can vastly reduce miners' reliance on explosives. Until recently, those machines were too large to apply in a mining setting. Some innovators, however, are now incorporating the underlying technology to build smaller machines—effectively adapting mature solutions from other industries to realize more rapid results.
   
   Re-imagining the future
   
   At the same time, innovation mandates companies to think in entirely new ways. Traditionally, for instance, miners have focused on extracting higher grades and achieving faster throughput by optimizing the pit, schedule, product mix and logistics. A truly innovative mindset, however, will see them adopt an entirely new design paradigm that leverages new information, mining and energy technologies to maximize value. […]
   
   Approached in this way, innovation can drive more than cost reduction. It can help mining companies mitigate and manage risks, strengthen business models and foster more effective community and government relations. It can help mining services companies enhance their value to the industry by developing new products and services. Longer-term, it can even position organizations to move the needle on such endemic issues as corporate social responsibility, environmental performance and sustainability.
   
   (http://www2.deloitte.com/content/dam/Deloitte/ru/Document s/energy-resources/ru_er_tracking_the_trends_2015_eng.pdf)

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(1,0) 6 - 

“For instance" in “Traditionally, for instance, miners have focused on extracting" (l. 34-35) is used to:

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   Simulado CODEMIG | Turismólogo 3

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   TEXT 3
   
   Sustainable mining – oxymoron or a way of the future?
   
   Mining is an activity that has persisted since the start of humans using tools. However, one might argue that digging a big hole in the ground and selling the finite resources that come out of that hole is not sustainable, especially when the digging involves the use of other finite resources (i.e. fuels) and produces a lot of greenhouse gases.
   
   The counter argument could go along the lines that minerals are not being lost or destroyed through mining and mineral processing – the elements are being shifted around, and converted into new forms. Metals can even be extracted from waste, seawater or even sewage, and recycled. But a more simple argument is possible: a mine can be sustainable if it is economically, socially and environmentally beneficial in the short and long term. To be sustainable, the positive benefits of mining should outweigh any negative impacts. […]
   
   Social positives are often associated with mines in regional areas, such as providing better amenities in a nearby town, or providing employment (an economic and social positive). Social negatives can also occur, such as dust, noise, traffic and visual amenity. These are commonly debated and, whilst sometimes controversial, can be managed with sufficient corporate commitment, stakeholder engagement, and enough time to work through the issues. Time is the key parameter - it may take several years for a respectful process of community input, but as long as it is possible for social negatives to be outweighed by social positives, then the project will be socially sustainable.
   
   It is most likely that a mine development will have some environmental negatives, such as direct impacts on flora and fauna through clearing of vegetation and habitat within the mine footprint. Some mines will have impacts which extend beyond the mine site, such as disruption to groundwater, production of silt and disposal of waste. Certainly these impacts will need to be managed throughout the mine life, along with robust rehabilitation and closure planning. […]
   
   The real turning point will come when mining companies go beyond environmental compliance to create 'heritage projects' that can enhance the environmental or social benefits in a substantial way – by more than the environmental offsets needed just to make up for the negatives created by the mine. In order to foster these innovative mining heritage projects we need to promote 'sustainability assessments' - not just 'environmental assessments'. This will lead to a more mature appreciation of the whole system whereby the economic and social factors, as well as environmental factors, are considered in a holistic manner.
   
   (adapted from https://www.engineersaustralia.org.au/western-australia-division/sustainable-mining-oxymoron-or-way-future. Retrieved on August 10, 2015)

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(1,0) 7 - 

As regards the content of Text 3, analyse the assertions below:
I - It is well-known that the resources extracted from mines are endless.
II - The social negative impacts of mining may be minimized as time goes by.
III - Sustainable assessment has a wider field of action than environmental assessment.
IV - There is agreement that negative impacts of mining are restricted to the site.
The correct sentences are only:

1. Texto da questão (clique para ver)

   Simulado CODEMIG | Turismólogo 3

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   TEXT 3
   
   Sustainable mining – oxymoron or a way of the future?
   
   Mining is an activity that has persisted since the start of humans using tools. However, one might argue that digging a big hole in the ground and selling the finite resources that come out of that hole is not sustainable, especially when the digging involves the use of other finite resources (i.e. fuels) and produces a lot of greenhouse gases.
   
   The counter argument could go along the lines that minerals are not being lost or destroyed through mining and mineral processing – the elements are being shifted around, and converted into new forms. Metals can even be extracted from waste, seawater or even sewage, and recycled. But a more simple argument is possible: a mine can be sustainable if it is economically, socially and environmentally beneficial in the short and long term. To be sustainable, the positive benefits of mining should outweigh any negative impacts. […]
   
   Social positives are often associated with mines in regional areas, such as providing better amenities in a nearby town, or providing employment (an economic and social positive). Social negatives can also occur, such as dust, noise, traffic and visual amenity. These are commonly debated and, whilst sometimes controversial, can be managed with sufficient corporate commitment, stakeholder engagement, and enough time to work through the issues. Time is the key parameter - it may take several years for a respectful process of community input, but as long as it is possible for social negatives to be outweighed by social positives, then the project will be socially sustainable.
   
   It is most likely that a mine development will have some environmental negatives, such as direct impacts on flora and fauna through clearing of vegetation and habitat within the mine footprint. Some mines will have impacts which extend beyond the mine site, such as disruption to groundwater, production of silt and disposal of waste. Certainly these impacts will need to be managed throughout the mine life, along with robust rehabilitation and closure planning. […]
   
   The real turning point will come when mining companies go beyond environmental compliance to create 'heritage projects' that can enhance the environmental or social benefits in a substantial way – by more than the environmental offsets needed just to make up for the negatives created by the mine. In order to foster these innovative mining heritage projects we need to promote 'sustainability assessments' - not just 'environmental assessments'. This will lead to a more mature appreciation of the whole system whereby the economic and social factors, as well as environmental factors, are considered in a holistic manner.
   
   (adapted from https://www.engineersaustralia.org.au/western-australia-division/sustainable-mining-oxymoron-or-way-future. Retrieved on August 10, 2015)

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(1,0) 8 - 

The title suggests that the expression “sustainable mining" may:

1. Texto da questão (clique para ver)

   Simulado CODEMIG | Turismólogo 3

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   TEXT 3
   
   Sustainable mining – oxymoron or a way of the future?
   
   Mining is an activity that has persisted since the start of humans using tools. However, one might argue that digging a big hole in the ground and selling the finite resources that come out of that hole is not sustainable, especially when the digging involves the use of other finite resources (i.e. fuels) and produces a lot of greenhouse gases.
   
   The counter argument could go along the lines that minerals are not being lost or destroyed through mining and mineral processing – the elements are being shifted around, and converted into new forms. Metals can even be extracted from waste, seawater or even sewage, and recycled. But a more simple argument is possible: a mine can be sustainable if it is economically, socially and environmentally beneficial in the short and long term. To be sustainable, the positive benefits of mining should outweigh any negative impacts. […]
   
   Social positives are often associated with mines in regional areas, such as providing better amenities in a nearby town, or providing employment (an economic and social positive). Social negatives can also occur, such as dust, noise, traffic and visual amenity. These are commonly debated and, whilst sometimes controversial, can be managed with sufficient corporate commitment, stakeholder engagement, and enough time to work through the issues. Time is the key parameter - it may take several years for a respectful process of community input, but as long as it is possible for social negatives to be outweighed by social positives, then the project will be socially sustainable.
   
   It is most likely that a mine development will have some environmental negatives, such as direct impacts on flora and fauna through clearing of vegetation and habitat within the mine footprint. Some mines will have impacts which extend beyond the mine site, such as disruption to groundwater, production of silt and disposal of waste. Certainly these impacts will need to be managed throughout the mine life, along with robust rehabilitation and closure planning. […]
   
   The real turning point will come when mining companies go beyond environmental compliance to create 'heritage projects' that can enhance the environmental or social benefits in a substantial way – by more than the environmental offsets needed just to make up for the negatives created by the mine. In order to foster these innovative mining heritage projects we need to promote 'sustainability assessments' - not just 'environmental assessments'. This will lead to a more mature appreciation of the whole system whereby the economic and social factors, as well as environmental factors, are considered in a holistic manner.
   
   (adapted from https://www.engineersaustralia.org.au/western-australia-division/sustainable-mining-oxymoron-or-way-future. Retrieved on August 10, 2015)

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(1,0) 9 - 

When Text 3 informs that elements can be “shifted around" (l. 9), it means they can be:

1. Texto da questão (clique para ver)

   Simulado CODEMIG | Turismólogo 3

   ×

   TEXT 3
   
   Sustainable mining – oxymoron or a way of the future?
   
   Mining is an activity that has persisted since the start of humans using tools. However, one might argue that digging a big hole in the ground and selling the finite resources that come out of that hole is not sustainable, especially when the digging involves the use of other finite resources (i.e. fuels) and produces a lot of greenhouse gases.
   
   The counter argument could go along the lines that minerals are not being lost or destroyed through mining and mineral processing – the elements are being shifted around, and converted into new forms. Metals can even be extracted from waste, seawater or even sewage, and recycled. But a more simple argument is possible: a mine can be sustainable if it is economically, socially and environmentally beneficial in the short and long term. To be sustainable, the positive benefits of mining should outweigh any negative impacts. […]
   
   Social positives are often associated with mines in regional areas, such as providing better amenities in a nearby town, or providing employment (an economic and social positive). Social negatives can also occur, such as dust, noise, traffic and visual amenity. These are commonly debated and, whilst sometimes controversial, can be managed with sufficient corporate commitment, stakeholder engagement, and enough time to work through the issues. Time is the key parameter - it may take several years for a respectful process of community input, but as long as it is possible for social negatives to be outweighed by social positives, then the project will be socially sustainable.
   
   It is most likely that a mine development will have some environmental negatives, such as direct impacts on flora and fauna through clearing of vegetation and habitat within the mine footprint. Some mines will have impacts which extend beyond the mine site, such as disruption to groundwater, production of silt and disposal of waste. Certainly these impacts will need to be managed throughout the mine life, along with robust rehabilitation and closure planning. […]
   
   The real turning point will come when mining companies go beyond environmental compliance to create 'heritage projects' that can enhance the environmental or social benefits in a substantial way – by more than the environmental offsets needed just to make up for the negatives created by the mine. In order to foster these innovative mining heritage projects we need to promote 'sustainability assessments' - not just 'environmental assessments'. This will lead to a more mature appreciation of the whole system whereby the economic and social factors, as well as environmental factors, are considered in a holistic manner.
   
   (adapted from https://www.engineersaustralia.org.au/western-australia-division/sustainable-mining-oxymoron-or-way-future. Retrieved on August 10, 2015)

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(1,0) 10 - 

The excerpt “one might argue" (l. 2) expresses:

(1,0) 11 - 

O nióbio produzido em Araxá responde por 75% de toda a produção mundial. Sua produção anual é de 70 mil toneladas. O nióbio de Araxá tem reserva para ser explorado por mais de 400 anos. (www.codemig.com.br)
Conside... os dados fornecidos, é possível estimar que a reserva do nióbio de Araxá, em toneladas:

(1,0) 12 - 

Joana foi à loja de roupas para comprar peças novas do uniforme da escola do seu filho. Uma bermuda custava R$ 35,00 e uma camiseta com o logotipo do colégio custava R$ 20,00. Joana comprou uma bermuda e duas camisetas e, por ter comprado as três peças juntas, ganhou um desconto e pagou o total de R$ 66,00 pelas três peças.
O desconto que Joana ganhou foi de:

(1,0) 13 - 

Romeu foi a uma loja de flores para comprar um buquê de rosas vermelhas e cravos brancos. Cada rosa custava R$ 5,00 e cada cravo R$ 3,00. Romeu queria gastar exatamente R$ 50,00 com o buquê, que deveria ter pelo menos uma flor de cada um dos dois tipos.
O número de escolhas que Romeu teve para comprar seu buquê foi:

(1,0) 14 - 

Pela falta de energia, no dia 01 de junho todos os geradores de energia elétrica de uma fábrica foram ligados e o estoque de combustível que a fábrica possuía permitiria manter os geradores funcionando por 30 dias. Entretanto, depois de 10 dias de funcionamento de todos os geradores, a metade deles foi desligada.
O combustível restante permitiu que os outros geradores continuassem a funcionar até o dia:

(1,0) 15 - 

Hércules pratica exatamente um esporte a cada dia da semana. Às segundas-feiras ele joga vôlei e dois dias depois ele joga basquete. Hércules corre três vezes por semana, mas nunca dois dias consecutivos. Ele também pratica natação e joga tênis, mas nunca pratica natação no dia seguinte ao jogo de tênis ou à corrida.
O dia da semana em que Hércules joga tênis é: