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using+organization

  • 1 organization hierarchy

    A structure that orders organizations using a superordinate-subordinate relationship.

    English-Arabic terms dictionary > organization hierarchy

  • 2 UO

    1) Военный термин: Unidentified Object, Until Obsolete, Using Organization
    2) Техника: unit operator
    3) Сокращение: used on
    4) Университет: Ultimately Outstanding, University of Oregon
    5) Физиология: Undetermined origin, Urinary Output
    6) Электроника: Unlimited Output
    7) Фирменный знак: Ultima Online
    8) Электротехника: unplanned outage

    Универсальный англо-русский словарь > UO

  • 3 uo

    1) Военный термин: Unidentified Object, Until Obsolete, Using Organization
    2) Техника: unit operator
    3) Сокращение: used on
    4) Университет: Ultimately Outstanding, University of Oregon
    5) Физиология: Undetermined origin, Urinary Output
    6) Электроника: Unlimited Output
    7) Фирменный знак: Ultima Online
    8) Электротехника: unplanned outage

    Универсальный англо-русский словарь > uo

  • 4 who

    hu:
    1. pronoun
    ((used as the subject of a verb) what person(s)(?): Who is that woman in the green hat?; Who did that?; Who won?; Do you know who all these people are?) quién, quiénes

    2. relative pronoun
    1) ((used to refer to a person or people mentioned previously to distinguish him or them from others: used as the subject of a verb: usually replaceable by that) (the) one(s) that: The man who/that telephoned was a friend of yours; A doctor is a person who looks after people's health.)
    2) (used, after a comma, to introduce a further comment on a person or people: His mother, who was so proud, gave him a hug.) que
    •

    3. pronoun
    1) (no matter who: Whoever rings, tell him/them I'm out.)
    2) ((also who ever) used in questions to express surprise etc: Whoever said that?) quienquiera que, cualquiera que
    •

    4. relative pronoun
    (used as the object of a verb or preposition but in everyday speech sometimes replaced by who)
    1) ((used to refer to a person or people mentioned previously, to distinguish him or them from others: able to be omitted or replaced by that except when following a preposition) (the) one(s) that: The man (whom/that) you mentioned is here; Today I met some friends (whom/that) I hadn't seen for ages; This is the man to whom I gave it; This is the man (whom/who/that) I gave it to.)
    2) (used, after a comma, to introduce a further comment on a person or people: His mother, who was so proud of him, gave him a hug.) que, quien, quienes
    •
    who pron
    1. quién
    who was at the party? ¿quién había en la fiesta?
    2. que
    tr['dʌbəljʊː'eɪʧ'əʊ]
    1 ( World Health Organization) Organización Mundial de la Salud; (abbreviation) OMS nombre femenino
    who ['hu:] pron
    who is that?: ¿quién es ése?
    who did it?: ¿quién lo hizo?
    we know who they are: sabemos quiénes son
    the lady who lives there: la señora que vive allí
    for those who wait: para los que esperan, para quienes esperan
    pron.
    • cual pron.
    • el que pron.
    • que pron.
    • quien pron.
    • quién pron.
    noun (= World Health Organization) OMS f
    [huː]
    1. PRON

    who is it? — ¿quién es?

    who are they? — ¿quiénes son?

    who are you looking for? — ¿a quién buscas?

    who does she think she is? * — ¿quién se cree que es?

    guess who! — ¡a ver si adivinas quién soy!

    who should it be but Neil! — ¿a que no sabes quién era? ¡Neil!, ¡no era otro que Neil!

    3) (relative) que; (after preposition) el/la que, quien, el/la cual more frm

    the girl who you spoke to has since left the company — la chica con la que or con quien or more frm con la cual hablaste ya no trabaja en la empresa

    he who wishes to... — el que desee...

    2.
    CPD

    Who's Who N — (=book) libro que contiene una lista de británicos famosos y destacados

    their client list reads like a celebrity Who's Who — su lista de clientes incluye a todos los que son alguien en el mundo de la fama

    WHO, WHOM
    In direct and indirect questions
    ► In direct and indirect questions as well as after expressions of (un)certainty and doubt (e.g. no sé), translate who using quién/quiénes w hen it is the subject of a verb:
    Who broke the window? ¿Quién rompió la ventana?
    She had no idea who her real parents were Ignoraba quiénes eran sus verdaderos padres ► When who/ whom is the object of a verb or preposition, translate using quién/quiénes p receded by personal a or another preposition as relevant:
    Who(m) did you call? ¿A quién llamaste?
    Who(m) is she going to marry? ¿Con quién se va a casar?
    You must tell me who you are going to go out with Tienes que decirme con quién/quiénes vas a salir
    In exclamations
    ► Translate using quién/quiénes w ith an accent as in the interrogative form:
    Who would have thought it! ¡Quién lo hubiera pensado!
    As relative
    ► When who/ whom follows the noun it refers to, the most common translation is que:
    Do you recognize the three girls who have just come in? ¿Reconoces a las tres chicas que acaban de entrar?
    Peter, who was at the match, has told me all about it Peter, que estuvo en el partido, me lo ha contado todo
    That man (who(m)) you saw wasn't my father El hombre que viste no era mi padre NOTE: Personal a is not used before que.
    "Who" as subject of a verb
    ► When who is the subject, que can sometimes be substituted by el cual/ la cual or quien (singular) and los cuales/ las cuales or quienes (plural). This can help avoid ambiguity:
    I bumped into Ian and Sue, who had just come back from Madrid Me encontré con Ian y con Sue, la cual or quien acababa de regresar de Madrid ► Only que is possible in cases where subject who can be substituted by that, i.e. where who defines the person in question and the sentence does not make sense if you omit the who clause:
    The little boy who won the cycle race is Sarah's nephew El niñito que ganó la carrera ciclista es el sobrino de Sarah
    "Who(m)" as object of a verb or preposition
    ► When who (m) is the object of a verb, you can translate it using que as above. Alternatively, especially in formal language, use personal a + quien/ quienes or personal a + ((article)) + cual/ cuales {etc} or personal a + ((article)) + que:
    The woman (who or whom) you're describing is my music teacher La señora que or a quien or a la cual or a la que describes es mi profesora de música
    "Who(m)" as object of a preposition
    ► After prepositions, you should usually use que or cual preceded by the article or quien:
    This is the girl (who or whom) I talked to you about esta es la chica de la que or de la cual or de quien te hablé For further uses and examples, see who, whom
    * * *
    noun (= World Health Organization) OMS f

    English-spanish dictionary > who

  • 5 amortization

    Fin
    1. a method of recovering (deducting or writing off) the capital costs of intangible assets over a fixed period of time.
    EXAMPLE
    For tax purposes, the distinction is not always made between amortization and depreciation, yet amortization remains a viable financial accounting concept in its own right.
         It is computed using the straight-line method of depreciation: divide the initial cost of the intangible asset by the estimated useful life of that asset.
    Initial cost/useful life = amortization per year
    For example, if it costs $10,000 to acquire a patent and it has an estimated useful life of 10 years, the amortized amount per year is $1,000.
    $10,000/10 = $1,000 per year
         The amount of amortization accumulated since the asset was acquired appears on the organization’s balance sheet as a deduction under the amortized asset.
         While that formula is straightforward, amortization can also incorporate a variety of noncash charges to net earnings and/or asset values, such as depletion, write-offs, prepaid expenses, and deferred charges. Accordingly, there are many rules to regulate how these charges appear on financial statements. The rules are different in each country, and are occasionally changed, so it is necessary to stay abreast of them and rely on expert advice.
         For financial reporting purposes, an intangible asset is amortized over a period of years. The amortizable life—“useful life”—of an intangible asset is the period over which it gives economic benefit.
         Intangibles that can be amortized can include:
          Copyrights, based on the amount paid either to purchase them or to develop them internally, plus the costs incurred in producing the work (wages or materials, for example). At present, a copyright is granted to a corporation for 75 years, and to an individual for the life of the author plus 50 years. However, the estimated useful life of a copyright is usually far less than its legal life, and it is generally amortized over a fairly short period;
         Cost of a franchise, including any fees paid to the franchiser, as well legal costs or expenses incurred in the acquisition. A franchise granted for a limited period should be amortized over its life. If the franchise has an indefinite life, it should be amortized over a reasonable period not to exceed 40 years;
         Covenants not to compete: an agreement by the seller of a business not to engage in a competing business in a certain area for a specific period of time. The cost of the not-tocompete covenant should be amortized over the period covered by the covenant unless its estimated economic life is expected to be less;
         Easement costs that grant a right of way may be amortized if there is a limited and specified life; Organization costs incurred when forming a corporation or a partnership, including legal fees, accounting services, incorporation fees, and other related services.
         Organization costs are usually amortized over 60 months;
         Patents, both those developed internally and those purchased. If developed internally, a patent’s “amortizable basis” includes legal fees incurred during the application process. A patent should be amortized over its legal life or its economic life, whichever is the shorter;
         Trademarks, brands, and trade names, which should be written off over a period not to exceed 40 years;
         Other types of property that may be amortized include certain intangible drilling costs, circulation costs, mine development costs, pollution control facilities, and reforestation expenditures;
         Certain intangibles cannot be amortized, but may be depreciated using a straight-line approach if they have “determinable” useful life. Because the rules are different in each country and are subject to change, it is essential to rely on specialist advice.
    2. the repayment of the principal and interest on a loan in equal amounts over a period of time

    The ultimate business dictionary > amortization

  • 6 remote maintenance

    1. дистанционное техническое обслуживание

     

    дистанционное техническое обслуживание
    Техническое обслуживание объекта, проводимое под управлением персонала без его непосредственного присутствия.
    [ОСТ 45.152-99 ]

    Параллельные тексты EN-RU из ABB Review. Перевод компании Интент

    Service from afar

    Дистанционный сервис

    ABB’s Remote Service concept is revolutionizing the robotics industry

    Разработанная АББ концепция дистанционного обслуживания Remote Service революционизирует робототехнику

    ABB robots are found in industrial applications everywhere – lifting, packing, grinding and welding, to name a few. Robust and tireless, they work around the clock and are critical to a company’s productivity. Thus, keeping these robots in top shape is essential – any failure can lead to serious output consequences. But what happens when a robot malfunctions?

    Роботы АББ используются во всех отраслях промышленности для перемещения грузов, упаковки, шлифовки, сварки – всего и не перечислить. Надежные и неутомимые работники, способные трудиться день и ночь, они представляют большую ценность для владельца. Поэтому очень важно поддерживать их в надлежащей состоянии, ведь любой отказ может иметь серьезные последствия. Но что делать, если робот все-таки сломался?

    ABB’s new Remote Service concept holds the answer: This approach enables a malfunctioning robot to alarm for help itself. An ABB service engineer then receives whole diagnostic information via wireless technology, analyzes the data on a Web site and responds with support in just minutes. This unique service is paying off for customers and ABB alike, and in the process is revolutionizing service thinking.

    Ответом на этот вопрос стала новая концепция Remote Service от АББ, согласно которой неисправный робот сам просит о помощи. C помощью беспроводной технологии специалист сервисной службы АББ получает всю необходимую диагностическую информацию, анализирует данные на web-сайте и через считанные минуты выдает рекомендации по устранению отказа. Эта уникальная возможность одинаково ценна как для заказчиков, так и для самой компании АББ. В перспективе она способна в корне изменить весь подход к организации технического обслуживания.

    Every minute of production downtime can have financially disastrous consequences for a company. Traditional reactive service is no longer sufficient since on-site service engineer visits also demand great amounts of time and money. Thus, companies not only require faster help from the service organization when needed but they also want to avoid disturbances in production.

    Каждая минута простоя производства может привести к губительным финансовым последствиям. Традиционная организация сервиса, предусматривающая ликвидацию возникающих неисправностей, становится все менее эффективной, поскольку вызов сервисного инженера на место эксплуатации робота сопряжен с большими затратами времени и денег. Предприятия требуют от сервисной организации не только более быстрого оказания помощи, но и предотвращения возможных сбоев производства.

    In 2006, ABB developed a new approach to better meet customer’s expectations: Using the latest technologies to reach the robots at customer sites around the world, ABB could support them remotely in just minutes, thereby reducing the need for site visits. Thus the new Remote Service concept was quickly brought to fruition and was launched in mid-2007. Statistics show that by using the system the majority of production stoppages can be avoided.

    В 2006 г. компания АББ разработала новый подход к удовлетворению ожиданий своих заказчиков. Использование современных технологий позволяет специалистам АББ получать информацию от роботов из любой точки мира и в считанные минуты оказывать помощь дистанционно, в результате чего сокращается количество выездов на место установки. Запущенная в середине 2007 г. концепция Remote Service быстро себя оправдала. Статистика показывает, что её применение позволило предотвратить большое число остановок производства.

    Reactive maintenance The hardware that makes ABB Remote Service possible consists of a communication unit, which has a function similar to that of an airplane’s so-called black box 1. This “service box” is connected to the robot’s control system and can read and transmit diagnostic information. The unit not only reads critical diagnostic information that enables immediate support in the event of a failure, but also makes it possible to monitor and analyze the robot’s condition, thereby proactively detecting the need for maintenance.

    Устранение возникающих неисправностей Аппаратное устройство, с помощью которого реализуется концепция Remote Service, представляет собой коммуникационный блок, работающий аналогично черному ящику самолета (рис. 1). Этот блок считывает диагностические данные из контроллера робота и передает их по каналу GSM. Считывается не только информация, необходимая для оказания немедленной помощи в случае отказа, но и сведения, позволяющие контролировать и анализировать состояние робота для прогнозирования неисправностей и планирования технического обслуживания.

    If the robot breaks down, the service box immediately stores the status of the robot, its historical data (as log files), and diagnostic parameters such as temperature and power supply. Equipped with a built-in modem and using the GSM network, the box transmits the data to a central server for analysis and presentation on a dedicated Web site. Alerts are automatically sent to the nearest of ABB’s 1,200 robot service engineers who then accesses the detailed data and error log to analyze the problem.

    При поломке робота сервисный блок немедленно сохраняет данные о его состоянии, сведения из рабочего журнала, а также значения диагностических параметров (температура и характеристики питания). Эти данные передаются встроенным GSM-модемом на центральный сервер для анализа и представления на соответствующем web-сайте. Аварийные сообщения автоматически пересылаются ближайшему к месту аварии одному из 1200 сервисных инженеров-робототехников АББ, который получает доступ к детальной информации и журналу аварий для анализа возникшей проблемы.

    A remotely based ABB engineer can then quickly identify the exact fault, offering rapid customer support. For problems that cannot be solved remotely, the service engineer can arrange for quick delivery of spare parts and visit the site to repair the robot. Even if the engineer must make a site visit, service is faster, more efficient and performed to a higher standard than otherwise possible.

    Специалист АББ может дистанционно идентифицировать отказ и оказать быструю помощь заказчику. Если неисправность не может быть устранена дистанционно, сервисный инженер организовывает доставку запасных частей и выезд ремонтной бригады. Даже если необходимо разрешение проблемы на месте, предшествующая дистанционная диагностика позволяет минимизировать объем работ и сократить время простоя.

    Remote Service enables engineers to “talk” to robots remotely and to utilize tools that enable smart, fast and automatic analysis. The system is based on a machine-to-machine (M2M) concept, which works automatically, requiring human input only for analysis and personalized customer recommendations. ABB was recognized for this innovative solution at the M2M United Conference in Chicago in 2008 Factbox.

    Remote Service позволяет инженерам «разговаривать» с роботами на расстоянии и предоставляет в их распоряжение интеллектуальные средства быстрого автоматизированного анализа. Система основана на основе технологии автоматической связи машины с машиной (M2M), где участие человека сводится к анализу данных и выдаче рекомендаций клиенту. В 2008 г. это инновационное решение от АББ получило приз на конференции M2M United Conference в Чикаго (см. вставку).

    Proactive maintenance 
    Remote Service also allows ABB engineers to monitor and detect potential problems in the robot system and opens up new possibilities for proactive maintenance.

    Прогнозирование неисправностей
    Remote Service позволяет инженерам АББ дистанционно контролировать состояние роботов и прогнозировать возможные неисправности, что открывает новые возможности по организации профилактического обслуживания.

    The service box regularly takes condition measurements. By monitoring key parameters over time, Remote Service can identify potential failures and when necessary notify both the end customer and the appropriate ABB engineer. The management and storage of full system backups is a very powerful service to help recover from critical situations caused, for example, by operator errors.

    Сервисный блок регулярно выполняет диагностические измерения. Непрерывно контролируя ключевые параметры, Remote Service может распознать потенциальные опасности и, при необходимости, оповещать владельца оборудования и соответствующего специалиста АББ. Резервирование данных для возможного отката является мощным средством, обеспечивающим восстановление системы в критических ситуациях, например, после ошибки оператора.

    The first Remote Service installation took place in the automotive industry in the United States and quickly proved its value. The motherboard in a robot cabinet overheated and the rise in temperature triggered an alarm via Remote Service. Because of the alarm, engineers were able to replace a faulty fan, preventing a costly production shutdown.

    Первая система Remote Service была установлена на автозаводе в США и очень скоро была оценена по достоинству. Она обнаружила перегрев материнской платы в шкафу управления роботом и передала сигнал о превышении допустимой температуры, благодаря чему инженеры смогли заменить неисправный вентилятор и предотвратить дорогостоящую остановку производства.

    MyRobot: 24-hour remote access
    Having regular access to a robot’s condition data is also essential to achieving lean production. At any time, from any location, customers can verify their robots’ status and access maintenance information and performance reports simply by logging in to ABB’s MyRobot Web site. The service enables customers to easily compare performances, identify bottlenecks or developing issues, and initiate the most

    Сайт MyRobot: круглосуточный дистанционный доступ
    Для того чтобы обеспечить бесперебойное производство, необходимо иметь регулярный доступ к информации о состоянии робота. Зайдя на соответствующую страницу сайта MyRobot компании АББ, заказчики получат все необходимые данные, включая сведения о техническом обслуживании и отчеты о производительности своего робота. Эта услуга позволяет легко сравнивать данные о производительности, обнаруживать возможные проблемы, а также оптимизировать планирование технического обслуживания и модернизации. С помощью MyRobot можно значительно увеличить выпуск продукции и уменьшить количество выбросов.

    Award-winning solution
    In June 2008, the innovative Remote Service solution won the Gold Value Chain award at the M2M United Conference in Chicago. The value chain award honors successful corporate adopters of M2M (machine–to-machine) technology and highlights the process of combining multiple technologies to deliver high-quality services to customers. ABB won in the categoryof Smart Services.

    Приз за удачное решение
    В июне 2008 г. инновационное решение Remote Service получило награду Gold Value Chain (Золотая цепь) на конференции M2M United Conference в Чикаго. «Золотая цепь» присуждается за успешное масштабное внедрение технологии M2M (машина – машина), а также за достижения в объединении различных технологий для предоставления высококачественных услуг заказчикам. АББ одержала победу в номинации «Интеллектуальный сервис».

    Case study: Tetley Tetley GB Ltd is the world’s second-largest manufacturer and distributor of tea. The company’s manufacturing and distribution business is spread across 40 countries and sells over 60 branded tea bags. Tetley’s UK tea production facility in Eaglescliffe, County Durham is the sole producer of Tetley tea bags 2.

    Пример применения: Tetley Компания TetleyGB Ltd является вторым по величине мировым производителем и поставщиком чая. Производственные и торговые филиалы компании имеются в 40 странах, а продукция распространяется под 60 торговыми марками. Чаеразвесочная фабрика в Иглсклифф, графство Дарем, Великобритания – единственный производитель чая Tetley в пакетиках (рис. 2).

    ABB offers a flexible choice of service agreements for both new and existing robot installations, which can help extend the mean time between failures, shorten the time to repair and lower the cost of automated production.

    Предлагаемые АББ контракты на выполнение технического обслуживания как уже имеющихся, так и вновь устанавливаемых роботов, позволяют значительно увеличить среднюю наработку на отказ, сократить время ремонта и общую стоимость автоматизированного производства.

    Robots in the plant’s production line were tripping alarms and delaying the whole production cycle. The spurious alarms resulted in much unnecessary downtime that was spent resetting the robots in the hope that another breakdown could be avoided. Each time an alarm was tripped, several hours of production time was lost. “It was for this reason that we were keen to try out ABB’s Remote Service agreement,” said Colin Trevor, plant maintenance manager.

    Установленные в технологической линии роботы выдавали аварийные сигналы, задерживающие выполнение производственного цикла. Ложные срабатывания вынуждали перезапускать роботов в надежде предотвратить возможные отказы, в результате чего после каждого аварийного сигнала производство останавливалось на несколько часов. «Именно поэтому мы решили попробовать заключить с АББ контракт на дистанционное техническое обслуживание», – сказал Колин Тревор, начальник технической службы фабрики.

    To prevent future disruptions caused by unplanned downtime, Tetley signed an ABB Response Package service agreement, which included installing a service box and system infrastructure into the robot control systems. Using the Remote Service solution, ABB remotely monitors and collects data on the “wear and tear” and productivity of the robotic cells; this data is then shared with the customer and contributes to smooth-running production cycles.

    Для предотвращения ущерба в результате незапланированных простоев Tetley заключила с АББ контракт на комплексное обслуживание Response Package, согласно которому системы управления роботами были дооборудованы сервисными блоками с необходимой инфраструктурой. С помощью Remote Service компания АББ дистанционно собирает данные о наработке, износе и производительности роботизированных модулей. Эти данные предоставляются заказчику для оптимизации загрузки производственного оборудования.

    Higher production uptime
    Since the implementation of Remote Service, Tetley has enjoyed greatly reduced robot downtime, with no further disruptions caused by unforeseen problems. “The Remote Service package has dramatically changed the plant,” said Trevor. “We no longer have breakdown issues throughout the shift, helping us to achieve much longer periods of robot uptime. As we have learned, world-class manufacturing facilities need world-class support packages. Remote monitoring of our robots helps us to maintain machine uptime, prevent costly downtime and ensures my employees can be put to more valuable use.”

    Увеличение полезного времени
    С момента внедрения Remote Service компания Tetley была приятно удивлена резким сокращением простоя роботов и отсутствием незапланированных остановок производства. «Пакет Remote Service резко изменил ситуацию на предприятии», – сказал Тревор. «Мы избавились от простоев роботов и смогли резко увеличить их эксплуатационную готовность. Мы поняли, что для производственного оборудования мирового класса необходим сервисный пакет мирового класса. Дистанционный контроль роботов помогает нам поддерживать их в рабочем состоянии, предотвращать дорогостоящие простои и задействовать наш персонал для выполнения более важных задач».

    Service access
    Remote Service is available worldwide, connecting more than 500 robots. Companies that have up to 30 robots are often good candidates for the Remote Service offering, as they usually have neither the engineers nor the requisite skills to deal with robotics faults themselves. Larger companies are also enthusiastic about Remote Service, as the proactive services will improve the lifetime of their equipment and increase overall production uptime.

    Доступность сервиса
    Сеть Remote Service охватывает более 700 роботов по всему миру. Потенциальными заказчиками Remote Service являются компании, имеющие до 30 роботов, но не имеющие инженеров и техников, способных самостоятельно устранять их неисправности. Интерес к Remote Service проявляют и более крупные компании, поскольку они заинтересованы в увеличении срока службы и эксплуатационной готовности производственного оборудования.

    In today’s competitive environment, business profitability often relies on demanding production schedules that do not always leave time for exhaustive or repeated equipment health checks. ABB’s Remote Service agreements are designed to monitor its customers’ robots to identify when problems are likely to occur and ensure that help is dispatched before the problem can escalate. In over 60 percent of ABB’s service calls, its robots can be brought back online remotely, without further intervention.

    В условиях современной конкуренции окупаемость бизнеса часто зависит от соблюдения жестких графиков производства, не оставляющих времени для полномасштабных или периодических проверок исправности оборудования. Контракт Remote Service предусматривает мониторинг состояния роботов заказчика для прогнозирования возможных неисправностей и принятие мер по их предотвращению. В более чем 60 % случаев для устранения неисправности достаточно дистанционной консультации в сервисной службе АББ, дальнейшего вмешательства не требуется.

    ABB offers a flexible choice of service agreements for both new and existing robot installations, which helps extend the mean time between failures, shorten the time to repair and lower the total cost of ownership. With four new packages available – Support, Response, Maintenance and Warranty, each backed up by ABB’s Remote Service technology – businesses can minimize the impact of unplanned downtime and achieve improved production-line efficiency.

    Компания АББ предлагает гибкий выбор контрактов на выполнение технического обслуживания как уже имеющихся, так и вновь устанавливаемых роботов, которые позволяют значительно увеличить среднюю наработку на отказ, сократить время ремонта и эксплуатационные расходы. Четыре новых пакета на основе технологии Remote Service – Support, Response, Maintenance и Warranty – позволяют минимизировать внеплановые простои и значительно повысить эффективность производства.

    The benefits of Remote Sevice are clear: improved availability, fewer service visits, lower maintenance costs and maximized total cost of ownership. This unique service sets ABB apart from its competitors and is the beginning of a revolution in service thinking. It provides ABB with a great opportunity to improve customer access to its expertise and develop more advanced services worldwide.

    Преимущества дистанционного технического обслуживания очевидны: повышенная надежность, уменьшение выездов ремонтных бригад, уменьшение затрат на обслуживание и общих эксплуатационных расходов. Эта уникальная услуга дает компании АББ преимущества над конкурентами и демонстрирует революционный подход к организации сервиса. Благодаря ей компания АББ расширяет доступ заказчиков к опыту своих специалистов и получает возможность более эффективного оказания технической помощи по всему миру.

    Тематики

    • тех. обсл. и ремонт средств электросвязи

    Обобщающие термины

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    Англо-русский словарь нормативно-технической терминологии > remote maintenance

  • 7 remote sevice

    1. дистанционное техническое обслуживание

     

    дистанционное техническое обслуживание
    Техническое обслуживание объекта, проводимое под управлением персонала без его непосредственного присутствия.
    [ОСТ 45.152-99 ]

    Параллельные тексты EN-RU из ABB Review. Перевод компании Интент

    Service from afar

    Дистанционный сервис

    ABB’s Remote Service concept is revolutionizing the robotics industry

    Разработанная АББ концепция дистанционного обслуживания Remote Service революционизирует робототехнику

    ABB robots are found in industrial applications everywhere – lifting, packing, grinding and welding, to name a few. Robust and tireless, they work around the clock and are critical to a company’s productivity. Thus, keeping these robots in top shape is essential – any failure can lead to serious output consequences. But what happens when a robot malfunctions?

    Роботы АББ используются во всех отраслях промышленности для перемещения грузов, упаковки, шлифовки, сварки – всего и не перечислить. Надежные и неутомимые работники, способные трудиться день и ночь, они представляют большую ценность для владельца. Поэтому очень важно поддерживать их в надлежащей состоянии, ведь любой отказ может иметь серьезные последствия. Но что делать, если робот все-таки сломался?

    ABB’s new Remote Service concept holds the answer: This approach enables a malfunctioning robot to alarm for help itself. An ABB service engineer then receives whole diagnostic information via wireless technology, analyzes the data on a Web site and responds with support in just minutes. This unique service is paying off for customers and ABB alike, and in the process is revolutionizing service thinking.

    Ответом на этот вопрос стала новая концепция Remote Service от АББ, согласно которой неисправный робот сам просит о помощи. C помощью беспроводной технологии специалист сервисной службы АББ получает всю необходимую диагностическую информацию, анализирует данные на web-сайте и через считанные минуты выдает рекомендации по устранению отказа. Эта уникальная возможность одинаково ценна как для заказчиков, так и для самой компании АББ. В перспективе она способна в корне изменить весь подход к организации технического обслуживания.

    Every minute of production downtime can have financially disastrous consequences for a company. Traditional reactive service is no longer sufficient since on-site service engineer visits also demand great amounts of time and money. Thus, companies not only require faster help from the service organization when needed but they also want to avoid disturbances in production.

    Каждая минута простоя производства может привести к губительным финансовым последствиям. Традиционная организация сервиса, предусматривающая ликвидацию возникающих неисправностей, становится все менее эффективной, поскольку вызов сервисного инженера на место эксплуатации робота сопряжен с большими затратами времени и денег. Предприятия требуют от сервисной организации не только более быстрого оказания помощи, но и предотвращения возможных сбоев производства.

    In 2006, ABB developed a new approach to better meet customer’s expectations: Using the latest technologies to reach the robots at customer sites around the world, ABB could support them remotely in just minutes, thereby reducing the need for site visits. Thus the new Remote Service concept was quickly brought to fruition and was launched in mid-2007. Statistics show that by using the system the majority of production stoppages can be avoided.

    В 2006 г. компания АББ разработала новый подход к удовлетворению ожиданий своих заказчиков. Использование современных технологий позволяет специалистам АББ получать информацию от роботов из любой точки мира и в считанные минуты оказывать помощь дистанционно, в результате чего сокращается количество выездов на место установки. Запущенная в середине 2007 г. концепция Remote Service быстро себя оправдала. Статистика показывает, что её применение позволило предотвратить большое число остановок производства.

    Reactive maintenance The hardware that makes ABB Remote Service possible consists of a communication unit, which has a function similar to that of an airplane’s so-called black box 1. This “service box” is connected to the robot’s control system and can read and transmit diagnostic information. The unit not only reads critical diagnostic information that enables immediate support in the event of a failure, but also makes it possible to monitor and analyze the robot’s condition, thereby proactively detecting the need for maintenance.

    Устранение возникающих неисправностей Аппаратное устройство, с помощью которого реализуется концепция Remote Service, представляет собой коммуникационный блок, работающий аналогично черному ящику самолета (рис. 1). Этот блок считывает диагностические данные из контроллера робота и передает их по каналу GSM. Считывается не только информация, необходимая для оказания немедленной помощи в случае отказа, но и сведения, позволяющие контролировать и анализировать состояние робота для прогнозирования неисправностей и планирования технического обслуживания.

    If the robot breaks down, the service box immediately stores the status of the robot, its historical data (as log files), and diagnostic parameters such as temperature and power supply. Equipped with a built-in modem and using the GSM network, the box transmits the data to a central server for analysis and presentation on a dedicated Web site. Alerts are automatically sent to the nearest of ABB’s 1,200 robot service engineers who then accesses the detailed data and error log to analyze the problem.

    При поломке робота сервисный блок немедленно сохраняет данные о его состоянии, сведения из рабочего журнала, а также значения диагностических параметров (температура и характеристики питания). Эти данные передаются встроенным GSM-модемом на центральный сервер для анализа и представления на соответствующем web-сайте. Аварийные сообщения автоматически пересылаются ближайшему к месту аварии одному из 1200 сервисных инженеров-робототехников АББ, который получает доступ к детальной информации и журналу аварий для анализа возникшей проблемы.

    A remotely based ABB engineer can then quickly identify the exact fault, offering rapid customer support. For problems that cannot be solved remotely, the service engineer can arrange for quick delivery of spare parts and visit the site to repair the robot. Even if the engineer must make a site visit, service is faster, more efficient and performed to a higher standard than otherwise possible.

    Специалист АББ может дистанционно идентифицировать отказ и оказать быструю помощь заказчику. Если неисправность не может быть устранена дистанционно, сервисный инженер организовывает доставку запасных частей и выезд ремонтной бригады. Даже если необходимо разрешение проблемы на месте, предшествующая дистанционная диагностика позволяет минимизировать объем работ и сократить время простоя.

    Remote Service enables engineers to “talk” to robots remotely and to utilize tools that enable smart, fast and automatic analysis. The system is based on a machine-to-machine (M2M) concept, which works automatically, requiring human input only for analysis and personalized customer recommendations. ABB was recognized for this innovative solution at the M2M United Conference in Chicago in 2008 Factbox.

    Remote Service позволяет инженерам «разговаривать» с роботами на расстоянии и предоставляет в их распоряжение интеллектуальные средства быстрого автоматизированного анализа. Система основана на основе технологии автоматической связи машины с машиной (M2M), где участие человека сводится к анализу данных и выдаче рекомендаций клиенту. В 2008 г. это инновационное решение от АББ получило приз на конференции M2M United Conference в Чикаго (см. вставку).

    Proactive maintenance 
    Remote Service also allows ABB engineers to monitor and detect potential problems in the robot system and opens up new possibilities for proactive maintenance.

    Прогнозирование неисправностей
    Remote Service позволяет инженерам АББ дистанционно контролировать состояние роботов и прогнозировать возможные неисправности, что открывает новые возможности по организации профилактического обслуживания.

    The service box regularly takes condition measurements. By monitoring key parameters over time, Remote Service can identify potential failures and when necessary notify both the end customer and the appropriate ABB engineer. The management and storage of full system backups is a very powerful service to help recover from critical situations caused, for example, by operator errors.

    Сервисный блок регулярно выполняет диагностические измерения. Непрерывно контролируя ключевые параметры, Remote Service может распознать потенциальные опасности и, при необходимости, оповещать владельца оборудования и соответствующего специалиста АББ. Резервирование данных для возможного отката является мощным средством, обеспечивающим восстановление системы в критических ситуациях, например, после ошибки оператора.

    The first Remote Service installation took place in the automotive industry in the United States and quickly proved its value. The motherboard in a robot cabinet overheated and the rise in temperature triggered an alarm via Remote Service. Because of the alarm, engineers were able to replace a faulty fan, preventing a costly production shutdown.

    Первая система Remote Service была установлена на автозаводе в США и очень скоро была оценена по достоинству. Она обнаружила перегрев материнской платы в шкафу управления роботом и передала сигнал о превышении допустимой температуры, благодаря чему инженеры смогли заменить неисправный вентилятор и предотвратить дорогостоящую остановку производства.

    MyRobot: 24-hour remote access
    Having regular access to a robot’s condition data is also essential to achieving lean production. At any time, from any location, customers can verify their robots’ status and access maintenance information and performance reports simply by logging in to ABB’s MyRobot Web site. The service enables customers to easily compare performances, identify bottlenecks or developing issues, and initiate the most

    Сайт MyRobot: круглосуточный дистанционный доступ
    Для того чтобы обеспечить бесперебойное производство, необходимо иметь регулярный доступ к информации о состоянии робота. Зайдя на соответствующую страницу сайта MyRobot компании АББ, заказчики получат все необходимые данные, включая сведения о техническом обслуживании и отчеты о производительности своего робота. Эта услуга позволяет легко сравнивать данные о производительности, обнаруживать возможные проблемы, а также оптимизировать планирование технического обслуживания и модернизации. С помощью MyRobot можно значительно увеличить выпуск продукции и уменьшить количество выбросов.

    Award-winning solution
    In June 2008, the innovative Remote Service solution won the Gold Value Chain award at the M2M United Conference in Chicago. The value chain award honors successful corporate adopters of M2M (machine–to-machine) technology and highlights the process of combining multiple technologies to deliver high-quality services to customers. ABB won in the categoryof Smart Services.

    Приз за удачное решение
    В июне 2008 г. инновационное решение Remote Service получило награду Gold Value Chain (Золотая цепь) на конференции M2M United Conference в Чикаго. «Золотая цепь» присуждается за успешное масштабное внедрение технологии M2M (машина – машина), а также за достижения в объединении различных технологий для предоставления высококачественных услуг заказчикам. АББ одержала победу в номинации «Интеллектуальный сервис».

    Case study: Tetley Tetley GB Ltd is the world’s second-largest manufacturer and distributor of tea. The company’s manufacturing and distribution business is spread across 40 countries and sells over 60 branded tea bags. Tetley’s UK tea production facility in Eaglescliffe, County Durham is the sole producer of Tetley tea bags 2.

    Пример применения: Tetley Компания TetleyGB Ltd является вторым по величине мировым производителем и поставщиком чая. Производственные и торговые филиалы компании имеются в 40 странах, а продукция распространяется под 60 торговыми марками. Чаеразвесочная фабрика в Иглсклифф, графство Дарем, Великобритания – единственный производитель чая Tetley в пакетиках (рис. 2).

    ABB offers a flexible choice of service agreements for both new and existing robot installations, which can help extend the mean time between failures, shorten the time to repair and lower the cost of automated production.

    Предлагаемые АББ контракты на выполнение технического обслуживания как уже имеющихся, так и вновь устанавливаемых роботов, позволяют значительно увеличить среднюю наработку на отказ, сократить время ремонта и общую стоимость автоматизированного производства.

    Robots in the plant’s production line were tripping alarms and delaying the whole production cycle. The spurious alarms resulted in much unnecessary downtime that was spent resetting the robots in the hope that another breakdown could be avoided. Each time an alarm was tripped, several hours of production time was lost. “It was for this reason that we were keen to try out ABB’s Remote Service agreement,” said Colin Trevor, plant maintenance manager.

    Установленные в технологической линии роботы выдавали аварийные сигналы, задерживающие выполнение производственного цикла. Ложные срабатывания вынуждали перезапускать роботов в надежде предотвратить возможные отказы, в результате чего после каждого аварийного сигнала производство останавливалось на несколько часов. «Именно поэтому мы решили попробовать заключить с АББ контракт на дистанционное техническое обслуживание», – сказал Колин Тревор, начальник технической службы фабрики.

    To prevent future disruptions caused by unplanned downtime, Tetley signed an ABB Response Package service agreement, which included installing a service box and system infrastructure into the robot control systems. Using the Remote Service solution, ABB remotely monitors and collects data on the “wear and tear” and productivity of the robotic cells; this data is then shared with the customer and contributes to smooth-running production cycles.

    Для предотвращения ущерба в результате незапланированных простоев Tetley заключила с АББ контракт на комплексное обслуживание Response Package, согласно которому системы управления роботами были дооборудованы сервисными блоками с необходимой инфраструктурой. С помощью Remote Service компания АББ дистанционно собирает данные о наработке, износе и производительности роботизированных модулей. Эти данные предоставляются заказчику для оптимизации загрузки производственного оборудования.

    Higher production uptime
    Since the implementation of Remote Service, Tetley has enjoyed greatly reduced robot downtime, with no further disruptions caused by unforeseen problems. “The Remote Service package has dramatically changed the plant,” said Trevor. “We no longer have breakdown issues throughout the shift, helping us to achieve much longer periods of robot uptime. As we have learned, world-class manufacturing facilities need world-class support packages. Remote monitoring of our robots helps us to maintain machine uptime, prevent costly downtime and ensures my employees can be put to more valuable use.”

    Увеличение полезного времени
    С момента внедрения Remote Service компания Tetley была приятно удивлена резким сокращением простоя роботов и отсутствием незапланированных остановок производства. «Пакет Remote Service резко изменил ситуацию на предприятии», – сказал Тревор. «Мы избавились от простоев роботов и смогли резко увеличить их эксплуатационную готовность. Мы поняли, что для производственного оборудования мирового класса необходим сервисный пакет мирового класса. Дистанционный контроль роботов помогает нам поддерживать их в рабочем состоянии, предотвращать дорогостоящие простои и задействовать наш персонал для выполнения более важных задач».

    Service access
    Remote Service is available worldwide, connecting more than 500 robots. Companies that have up to 30 robots are often good candidates for the Remote Service offering, as they usually have neither the engineers nor the requisite skills to deal with robotics faults themselves. Larger companies are also enthusiastic about Remote Service, as the proactive services will improve the lifetime of their equipment and increase overall production uptime.

    Доступность сервиса
    Сеть Remote Service охватывает более 700 роботов по всему миру. Потенциальными заказчиками Remote Service являются компании, имеющие до 30 роботов, но не имеющие инженеров и техников, способных самостоятельно устранять их неисправности. Интерес к Remote Service проявляют и более крупные компании, поскольку они заинтересованы в увеличении срока службы и эксплуатационной готовности производственного оборудования.

    In today’s competitive environment, business profitability often relies on demanding production schedules that do not always leave time for exhaustive or repeated equipment health checks. ABB’s Remote Service agreements are designed to monitor its customers’ robots to identify when problems are likely to occur and ensure that help is dispatched before the problem can escalate. In over 60 percent of ABB’s service calls, its robots can be brought back online remotely, without further intervention.

    В условиях современной конкуренции окупаемость бизнеса часто зависит от соблюдения жестких графиков производства, не оставляющих времени для полномасштабных или периодических проверок исправности оборудования. Контракт Remote Service предусматривает мониторинг состояния роботов заказчика для прогнозирования возможных неисправностей и принятие мер по их предотвращению. В более чем 60 % случаев для устранения неисправности достаточно дистанционной консультации в сервисной службе АББ, дальнейшего вмешательства не требуется.

    ABB offers a flexible choice of service agreements for both new and existing robot installations, which helps extend the mean time between failures, shorten the time to repair and lower the total cost of ownership. With four new packages available – Support, Response, Maintenance and Warranty, each backed up by ABB’s Remote Service technology – businesses can minimize the impact of unplanned downtime and achieve improved production-line efficiency.

    Компания АББ предлагает гибкий выбор контрактов на выполнение технического обслуживания как уже имеющихся, так и вновь устанавливаемых роботов, которые позволяют значительно увеличить среднюю наработку на отказ, сократить время ремонта и эксплуатационные расходы. Четыре новых пакета на основе технологии Remote Service – Support, Response, Maintenance и Warranty – позволяют минимизировать внеплановые простои и значительно повысить эффективность производства.

    The benefits of Remote Sevice are clear: improved availability, fewer service visits, lower maintenance costs and maximized total cost of ownership. This unique service sets ABB apart from its competitors and is the beginning of a revolution in service thinking. It provides ABB with a great opportunity to improve customer access to its expertise and develop more advanced services worldwide.

    Преимущества дистанционного технического обслуживания очевидны: повышенная надежность, уменьшение выездов ремонтных бригад, уменьшение затрат на обслуживание и общих эксплуатационных расходов. Эта уникальная услуга дает компании АББ преимущества над конкурентами и демонстрирует революционный подход к организации сервиса. Благодаря ей компания АББ расширяет доступ заказчиков к опыту своих специалистов и получает возможность более эффективного оказания технической помощи по всему миру.

    Тематики

    • тех. обсл. и ремонт средств электросвязи

    Обобщающие термины

    EN

    Англо-русский словарь нормативно-технической терминологии > remote sevice

  • 8 base

    I
    1. beis noun
    1) (the foundation, support, or lowest part (of something), or the surface on which something is standing: the base of the statue; the base of the triangle; the base of the tree.) base
    2) (the main ingredient of a mixture: This paint has oil as a base.) base
    3) (a headquarters, starting-point etc: an army base.) base

    2. verb
    ((often with on) to use as a foundation, starting-point etc: I base my opinion on evidence; Our group was based in Paris.) basar, establecer

    II beis adjective
    (wicked or worthless: base desires.) bajo, vil
    - baseness
    base1 n
    1. base / pie
    2. base / sede
    base2 vb
    1. basar / basarse
    2. tener la base

    Del verbo basar: ( conjugate basar) \ \
    basé es: \ \
    1ª persona singular (yo) pretérito indicativo

    base es: \ \
    1ª persona singular (yo) presente subjuntivo
    3ª persona singular (él/ella/usted) presente subjuntivo
    3ª persona singular (él/ella/usted) imperativo
    Multiple Entries: basar     base
    basar ( conjugate basar) verbo transitivo ‹teoría/idea› base algo en algo to base sth on sth basarse verbo pronominal
    a) [ persona] basese EN algo:
    ◊ ¿en qué te basas para decir eso? and what basis o grounds do you have for saying that?;
    se basó en esos datos he based his argument (o theory etc) on that information
    b) [teoría/creencia/idea/opinión] basese EN algo to be based on sth

    base sustantivo femenino 1
    b) tb
    2 tengo suficiente base para asegurar eso I have sufficient grounds to claim that; sentar las bases de algo to lay the foundations of sth; tomar algo como base to take sth as a starting point llegó al curso sin ninguna base he didn't have the basics when he began the course; base de datos database 3 ( en locs)
    ◊ a base de: un régimen a base de verdura a vegetable-based diet;
    vive a base de pastillas he lives on pills 4 ( centro de operaciones) base;
    ◊ base aérea/naval/militar air/naval/military base
    5
    ◊ bases sustantivo femenino plural ( de concurso) rules (pl)
    6
    b)
    ◊ base sustantivo masculino y femenino ( en baloncesto) guard

    basar verbo transitivo to base [en, on]
    base
    I sustantivo femenino
    1 base
    2 (fundamento de una teoría, de un argumento) basis, (motivo) grounds: tus quejas no tienen base alguna, your complaints are groundless
    3 (conocimientos previos) grounding: tiene muy mala base en matemáticas, he's got a very poor grasp of maths
    4 Mil base
    base aérea/naval, air/naval base
    5 Inform base de datos, data base
    II fpl
    1 Pol the grass roots: las bases no apoyan al candidato, the candidate didn't get any grass-roots support
    2 (de un concurso) rules Locuciones: a base de: la fastidiaron a base de bien, they really messed her about
    a base de estudiar consiguió aprobar, he passed by studying
    a base de extracto de camomila, using camomile extract ' base' also found in these entries: Spanish: baja - bajo - basar - columpiarse - concentración - esquema - fundar - fundamentar - fundarse - innoble - mantenerse - pie - salario - somier - subsistir - tejemaneje - asiento - banco - bastardo - cimentar - fundamento - inicial - mantener - rejilla - sueldo English: air base - base - basis - circuit board - cornerstone - data base - decision making - fatty - foundation - from - grounding - rank - rationale - roll out - stand - undercoat - work - air - ball - base pay - bed - cover - data - educated - found - French - go - ground - hard - home - model - pickle - primary - report - rocky - sordid - squash - staple - starchy - taxable - under
    tr[beɪs]
    1 bajo,-a, vil
    2 (metal) común, de baja ley
    ————————
    tr[beɪs]
    2 SMALLARCHITECTURE/SMALL (of column) basa, base nombre femenino
    1 basar
    2 SMALLMILITARY/SMALL (troops) estacionar
    \
    SMALLIDIOMATIC EXPRESSION/SMALL
    to be based in (troops) tener la base en
    to get to first base superar el primer reto
    base rate tipo base
    base ['beɪs] vt, based ; basing : basar, fundamentar, establecer
    base adj, baser ; basest
    1) : de baja ley (dícese de un metal)
    2) contemptible: vil, despreciable
    base n, pl bases : base f
    adj.
    • bajo, -a adj.
    • base adj.
    • canallesco, -a adj.
    • humilde adj.
    • marrano, -a adj.
    • rastrero, -a adj.
    • ratero, -a adj.
    • ruin adj.
    • soez adj.
    • sucio, -a adj.
    • vil adj.
    n.
    • base s.m.
    • peana s.f.
    • pie s.m.
    • soporte s.m.
    v.
    • basar v.
    • basarse v.
    • fundar v.
    • vincular v.

    I beɪs
    1)
    a) (of column, wall) base f, basa f; (of mountain, tree) pie m; (of spine, skull) base f
    b) ( of lamp) pie m
    2) (foundation, basis) base f
    3)
    a) (of patrol, for excursion) base f
    b) base (camp) ( for expedition) campamento m base
    c) ( of organization) sede f
    4) ( Culin) ( main ingredient) base f

    dishes with a rice base — platos mpl a base de arroz

    5) (Chem, Math) base f
    6) ( in baseball) base f

    to be off base — ( wrong) (AmE) estar* equivocado; (lit: in baseball) estar* fuera de (la) base

    to catch somebody off base — ( by surprise) (AmE) pillar or (AmL) agarrar a alguien desprevenido; (lit: in baseball) pillar or (AmL) agarrar a alguien fuera de (la) base

    to touch base: I called them, just to touch base — los llamé, para mantener el contacto


    II
    1) ( found)

    to base something on o upon something — \<\<opinion/conclusion\>\> basar or fundamentar algo en algo

    the movie is based on a real event — la película se basa or está basada en una historia real

    2) ( locate) basar

    he's/the company is based in Madrid — tiene/la compañía tiene su base en Madrid

    where are you based now? — ¿dónde estás (or vives etc) ahora?


    III
    adjective baser, basest
    a) <conduct/motive> abyecto, innoble, vil
    b) ( inferior)

    base metal — metal m de baja ley


    I [beɪs]
    1. N
    1) (=bottom, support) [of wall] base f ; [of column] base f, pie m ; [of vase, lamp] pie m
    2) (=basis, starting point) base f
    3) (Mil) base f ; [of organization, company] sede f ; (=residence) lugar m de residencia; (=workplace) base f
    4) (Baseball) base f
    - get to or reach first base
    - touch base with sb
    - touch or cover all the bases

    to be off base (US) * —

    5) (Math) base f
    6) (Drugs) * cocaína f (para fumar)
    2. VT
    1) (=post, locate)

    to base sb at — [+ troops] estacionar a algn en

    where are you based now? — ¿dónde estás ahora?

    2) (=found) [+ opinion, relationship]

    to base sth on — basar or fundar algo en

    to be based on — basarse or fundarse en

    3.
    CPD

    base camp N — campo m base

    base coat N — [of paint] primera capa f

    base form N — (Ling) base f derivativa

    base jumping N — salto en paracaídas realizado ilegalmente desde rascacielos, puentes etc

    base lending rate N — tipo m de interés base

    base period N — período m base

    base rate N — tipo m de interés base

    base station N — (Telec) base f ; (Rad) estación f base


    II
    [beɪs]
    (compar baser) (superl basest) ADJ
    1) [action, motive] vil, bajo
    2) [metal] bajo de ley
    3) (US) = bass I, 1.
    * * *

    I [beɪs]
    1)
    a) (of column, wall) base f, basa f; (of mountain, tree) pie m; (of spine, skull) base f
    b) ( of lamp) pie m
    2) (foundation, basis) base f
    3)
    a) (of patrol, for excursion) base f
    b) base (camp) ( for expedition) campamento m base
    c) ( of organization) sede f
    4) ( Culin) ( main ingredient) base f

    dishes with a rice base — platos mpl a base de arroz

    5) (Chem, Math) base f
    6) ( in baseball) base f

    to be off base — ( wrong) (AmE) estar* equivocado; (lit: in baseball) estar* fuera de (la) base

    to catch somebody off base — ( by surprise) (AmE) pillar or (AmL) agarrar a alguien desprevenido; (lit: in baseball) pillar or (AmL) agarrar a alguien fuera de (la) base

    to touch base: I called them, just to touch base — los llamé, para mantener el contacto


    II
    1) ( found)

    to base something on o upon something — \<\<opinion/conclusion\>\> basar or fundamentar algo en algo

    the movie is based on a real event — la película se basa or está basada en una historia real

    2) ( locate) basar

    he's/the company is based in Madrid — tiene/la compañía tiene su base en Madrid

    where are you based now? — ¿dónde estás (or vives etc) ahora?


    III
    adjective baser, basest
    a) <conduct/motive> abyecto, innoble, vil
    b) ( inferior)

    base metal — metal m de baja ley

    English-spanish dictionary > base

  • 9 corporate image

    Gen Mgt
    the perceptions and impressions of an organization by the public as a result of interaction with the organization and the way the organization presents itself. Organizations have traditionally focused on the design of communication and advertising materials, using logos, symbols, text, and color to create a favorable impression on target groups, but a variety of additional activities contribute to a positive corporate image. These include PR programs such as community involvement, sponsorship, and environmental projects, participation in quality improvement schemes, and good practice in industrial relations.

    The ultimate business dictionary > corporate image

  • 10 PEST analysis

    Gen Mgt
    a management technique that enables an analysis of four external factors that may impact the performance of the organization. These factors are: Political, Economic, Social, and Technological. PEST analysis is often conducted using brainstorming techniques. It offers an environment-to-organization perspective as opposed to the organization-to-environment perspective offered by SWOT analysis.

    The ultimate business dictionary > PEST analysis

  • 11 card

    noun
    1) (playing card) Karte, die

    be on the cards — (fig.) zu erwarten sein

    put [all] one's cards on the table — (fig.) [alle] seine Karten auf den Tisch legen

    have another card up one's sleeve — (fig.) noch einen Trumpf in der Hand haben

    2) in pl. (game) Karten Pl.
    4) in pl. (coll.): (employee's documents) Papiere Pl.

    ask for/get one's cards — sich (Dat.) seine Papiere geben lassen/seine Papiere kriegen (ugs.)

    * * *
    1) (thick paper or thin board: shapes cut out from card.) der Karton
    2) ((also playing card) a small piece of such paper etc with designs, used in playing certain games: a pack of cards.) die Spielkarte
    3) (a similar object used for eg sending greetings, showing membership of an organization, storing information etc: a birthday card; a membership card; a business card.) die (Glückwunsch-, etc.) Karte
    •
    - academic.ru/115597/cards">cards
    - cardboard
    * * *
    card1
    [kɑ:d, AM kɑ:rd]
    I. n
    1. no pl (paper) Pappe f, Karton m
    2. (piece of paper) Karte f
    blank \card Leerkarte f, Blankokarte f
    business [or visiting] /index \card Visiten-/Karteikarte f
    3. (postcard) [Post]karte f, Ansichtskarte f
    4. (with a message) [Glückwunsch]karte f
    anniversary/birthday/Christmas \card Jubiläums-/Geburtstags-/Weihnachtskarte f
    get-well \card Genesungskarte f
    greeting \card Grußkarte f, Glückwunschkarte f
    valentine \card Grußkarte f zum Valentinstag
    5. (game) [Spiel]karte f
    playing \card Spielkarte f
    [game of] \cards pl Kartenspiel nt
    I've never been much good at \cards ich konnte noch nie gut Karten spielen
    house of \cards ( also fig) Kartenhaus nt
    pack [or AM also deck] of \cards Kartenspiel nt, Karten pl
    to deal/shuffle the \cards die Karten austeilen/mischen
    to play \cards Karten spielen
    6. (for paying) Karte f
    cash \card Geldautomatenkarte f, Bank[omat]karte f SCHWEIZ, ÖSTERR
    charge \card Kundenkreditkarte f
    cheque [or banker's] [or AM bank] \card Scheckkarte f
    credit/phone \card Kredit-/Telefonkarte f
    7. (proof of identity) Ausweis m
    identity [or ID] \card Personalausweis m, Identitätskarte f SCHWEIZ
    membership \card Mitgliedskarte f, Mitgliedsausweis m, SCHWEIZ a. Mitgliederausweis m
    party \card Parteibuch nt
    ▪ \cards pl [Arbeits]papiere pl
    to ask for one's \cards sich dat seine Papiere geben lassen
    to get one's \cards entlassen werden
    to give sb his/her \cards jdn entlassen, jdm kündigen [o SCHWEIZ künden
    9.
    ▶ the last \card ( fam) die letzte Chance
    ▶ to have a \card up one's sleeve noch etwas in petto haben
    ▶ to have [or hold] all the \cards alle Trümpfe in der Hand haben
    ▶ to hold [or keep] one's \cards close to one's chest sich dat nicht in die Karten schauen lassen
    ▶ to be on [or AM in] the \cards zu erwarten sein
    ▶ to play one's best [or trump] \card seinen höchsten Trumpf ausspielen
    ▶ to play one's \cards right [or well] geschickt vorgehen
    ▶ to put [or lay] one's \cards on the table seine Karten auf den Tisch legen
    ▶ to throw in one's \cards sich akk geschlagen geben
    II. n modifier
    1. (using cards) Karten-
    \card catalogue [or AM catalog] Zettelkatalog m, Kartei f
    \card index Kartei f, Kartothek f
    2. (using playing cards) (game, trick) Karten-
    III. vt AM
    ▪ to \card sb sich dat jds Ausweis zeigen lassen
    ▪ to be \carded seinen Ausweis vorzeigen müssen
    card2
    [kɑ:d, AM kɑ:rd]
    n ( dated fam) Spaßvogel m, Witzbold m
    card3
    [kɑ:d, AM kɑ:rd]
    I. n MECH Wollkamm m, Kratze f fachspr, Karde f fachspr
    II. vt
    to \card cotton/wool Baumwolle/Wolle kämmen
    * * *
    I [kAːd]
    1. n
    1) no pl (= cardboard) Pappe f
    2) (= greetings, business card etc) Karte f (ALSO COMPUT); (= cheque/credit card) (Scheck-/Kredit)karte f
    3) pl (= employment cards) Papiere pl

    he asked for his cards (inf) — er wollte sich (dat) seine Papiere geben lassen (inf)

    4) (= playing card) (Spiel)karte f

    pack of cards — Karten pl, Kartenspiel nt

    5) (SPORT: programme) Programm nt
    6) (fig)

    to play one's cards right/badly — geschickt/ungeschickt taktieren, taktisch geschickt/unklug vorgehen

    to play one's last/trump card — seinen letzten/höchsten Trumpf ausspielen

    close to the vest — sich (dat) nicht in die Karten sehen lassen

    7) (dated inf: person) ulkiger Vogel (inf)
    2. vt (US inf)
    II (TEX)
    1. n
    Wollkamm m, Krempel f, Karde f
    2. vt
    wool, cotton kämmen, krempeln, karden
    * * *
    card1 [kɑː(r)d] s
    1. a) (Spiel) Karte f:
    house of cards Kartenhaus n (a. fig);
    collapse ( oder fall down) like a house of cards wie ein Kartenhaus zusammenstürzen;
    one’s best ( oder strongest) card fig sein stärkster Trumpf;
    a safe card fig eine sichere Karte, ein sicheres Mittel;
    he is a safe card auf ihn kann man sich verlassen;
    it is quite on (US a. in) the cards fig umg das ist durchaus möglich oder drin;
    it isn’t on (US a. in) the cards umg das ist nicht drin, das steht nicht zur Debatte;
    he has a card up his sleeve fig er hat (noch) einen Trumpf in der Hand;
    he holds all the cards fig er hat alle Trümpfe in der Hand;
    hold ( oder keep, play) one’s cards close to one’s chest fig mit verdeckten Karten spielen, sich nicht in die Karten schauen lassen;
    lay ( oder place, put) one’s cards on the table seine Karten auf den Tisch legen, fig a. mit offenen Karten spielen;
    play one’s cards well ( oder right) fig geschickt vorgehen;
    play one’s best card fig seinen Trumpf ausspielen;
    play one’s last card fig die letzte Karte ausspielen;
    show one’s cards seine Karten aufdecken (a. fig);
    throw up the cards fig aufgeben, sich geschlagen geben
    b) pl (auch als sg konstruiert) Kartenspiel n:
    at cards beim Kartenspiel
    2. (Glückwunsch-, Post) Karte f
    3. a) (Geschäfts-, Kredit-, Mitglieds-, Visiten- etc) Karte f:
    go through the (whole) card fig alle Möglichkeiten in Betracht ziehen oder durchspielen
    b) besonders US Speise(n)-, Weinkarte f
    4. TECH (Loch) Karte f
    5. pl Br umg (Arbeits)Papiere pl:
    ask for one’s cards sich seine Papiere geben lassen;
    get ( oder be given) one’s cards seine Papiere bekommen
    6. SPORT Programm n
    7. Windrose f (eines Kompasses):
    by the card fig präzise
    8. umg
    a) Spaßvogel m, Witzbold m
    b) allg Kerl m:
    a queer card ein komischer Vogel
    card2 [kɑː(r)d] TECH
    A s
    1. Kardätsche f, Wollkratze f, Krempel f, Karde f
    2. Krempelmaschine f
    B v/t Wolle kardätschen, krempeln:
    carded yarn Streichgarn n
    * * *
    noun
    1) (playing card) Karte, die

    be on the cards — (fig.) zu erwarten sein

    put [all] one's cards on the table — (fig.) [alle] seine Karten auf den Tisch legen

    have another card up one's sleeve — (fig.) noch einen Trumpf in der Hand haben

    2) in pl. (game) Karten Pl.
    3) (cardboard, postcard, visiting card, greeting card) Karte, die
    4) in pl. (coll.): (employee's documents) Papiere Pl.

    ask for/get one's cards — sich (Dat.) seine Papiere geben lassen/seine Papiere kriegen (ugs.)

    * * *
    Einbauschlitz (für Platine) m. n.
    Karte -n f.
    Visitenkarte f.

    English-german dictionary > card

  • 12 empty

    1. adjective
    1) leer; frei [Sitz, Parkplatz]

    empty of something — ohne etwas

    2) (coll.): (hungry)

    I feel a bit empty — ich bin ein bisschen hungrig

    3) (fig.) (foolish) dumm; hohl [Kopf]; (meaningless) leer
    2. noun
    (bottle) leere Flasche; (container) leerer Behälter
    3. transitive verb
    1) (remove contents of) leeren; (finish using contents of) aufbrauchen; (eat/drink whole contents of) leer essen [Teller]/leeren [Glas]
    2) (transfer) umfüllen ( into in + Akk.); (pour) schütten ( over über + Akk.)
    4. intransitive verb
    1) (become empty) sich leeren

    empty into — [Fluss, Abwasserkanal:] münden in (+ Akk.)

    * * *
    ['empti] 1. adjective
    1) (having nothing inside: an empty box; an empty cup.) leer
    2) (unoccupied: an empty house.) leer
    3) ((with of) completely without: a street quite empty of people.) leer
    4) (having no practical result; (likely to be) unfulfilled: empty threats.) leer
    2. verb
    1) (to make or become empty: He emptied the jug; The cinema emptied quickly at 10.30; He emptied out his pockets.) leeren
    2) (to tip, pour, or fall out of a container: She emptied the milk into a pan; The rubbish emptied on to the ground.) (sich) entleeren
    3. noun
    (an empty bottle etc: Take the empties back to the shop.) das Leergut
    - academic.ru/24080/emptiness">emptiness
    - empty-handed
    - empty-headed
    * * *
    emp·ty
    [ˈem(p)ti]
    I. adj
    1. (with nothing inside) leer; (with no people) ship, train leer; house, flat leer stehend attr; castle unbewohnt; (without cargo) unbeladen; (unfurnished) unmöbliert; (not taken) chair frei
    the larder was \empty of food in der Speisekammer waren keine Lebensmittel mehr
    you shouldn't drink alcohol on an \empty stomach du solltest auf nüchternen Magen keinen Alkohol trinken
    \empty of people menschenleer
    to stare into \empty space ins Leere starren
    2. FOOD nährstoffarm
    \empty calories wertlose Kalorien
    3. ( fig: without purpose, meaning) leer, nichtssagend
    her life felt \empty ihr Leben fühlte sich leer an
    to lead an \empty existence ein armseliges Leben führen
    \empty gestures/promises/threats/words leere Gesten/Versprechungen/Drohungen/Worte
    \empty talk hohles Gerede
    II. vt
    <- ie->
    ▪ to \empty sth etw [ent]leeren
    he emptied the bath er ließ das Wasser aus der Badewanne
    he emptied the contents of the tin into the saucepan er schüttete den Inhalt der Dose in den Kochtopf
    to \empty one's bladder/bowels seine Blase/seinen Darm entleeren
    to \empty a bottle eine Flasche ausleeren
    to \empty a house ein Haus räumen; ( hum) burglar ein Haus leer räumen
    to \empty sth into the sink etw in den Ausguss [o SCHWEIZ Schüttstein] [o SCHWEIZ Spültrog] schütten
    III. vi
    <- ie->
    sich akk leeren; water auslaufen; river münden
    IV. n
    ▪ empties pl Leergut nt
    * * *
    ['emptI]
    1. adj (+er)
    1) leer; (= unoccupied) house leer stehend attr; seat, chair, space, place frei

    there were no empty seats on the bus —

    on an empty stomach — mit leerem Magen; take drug, drink alcohol auf leeren Magen

    empty vessels make the most sound (Prov) — die am wenigsten zu sagen haben, reden am meisten

    See:
    → also empty-headed, empty-handed
    2)

    (= devoid) the parks are empty of children —

    3) (fig: meaningless, dreary) words, phrase, marriage, gesture, promise, threat, feeling leer; dream, hope verloren; life, days, weeks leer, unausgefüllt; (= expressionless) face, expression, eyes leer, ausdruckslos

    to feel empty — ein leeres Gefühl or ein Gefühl nt

    that empty feeling — dieses leere Gefühl, dieses Gefühl der Leere

    2. n usu pl
    3. vt
    1) leeren; container (ent)leeren; box, room ausräumen; house räumen; glass, bottle leeren; (by drinking) austrinken; pond, tank ablassen, leeren; lorry abladen

    her singing emptied the hall in ten minutes flat —

    2) (= pour) liquid, contents ausgießen, leeren

    he emptied it into another container — er goss es in ein anderes Gefäß um

    4. vi
    (water) auslaufen, abfließen; (rivers) münden, sich ergießen (liter) (into in +acc); (theatre, streets) sich leeren
    * * *
    empty [ˈemptı]
    A adj (adv emptily)
    1. leer:
    a) sich (innerlich) leer fühlen,
    b) umg Kohldampf schieben;
    empty nesters Eltern, deren Kinder (erwachsen und) aus dem Haus sind;
    empty-nest syndrome PSYCH Syndrom, das dann auftritt, wenn die Kinder (erwachsen und) aus dem Haus sind; → stomach A 1, vessel 1
    2. leer (stehend), unbewohnt:
    stand empty leer stehen
    3. leer, unbeladen:
    empty weight Eigen-, Leergewicht n
    4. empty of ohne (akk):
    empty of joy freudlos;
    empty of meaning nichtssagend;
    5. fig leer, nichtssagend, inhaltslos:
    empty promises leere Versprechungen;
    empty talk leeres oder hohles Gerede
    B v/t
    1. (aus)leeren, entleeren, leer machen, ein Fach etc ausräumen, einen Lastwagen etc abladen, eine Pfeife ausklopfen:
    empty one’s bladder die Blase entleeren
    2. ein Glas etc leeren, leer trinken, austrinken, einen Teller etc leeren, leer essen
    3. ein Haus etc räumen
    4. schütten, leeren, gießen ( alle:
    into in akk)
    5. empty itself → C 2
    6. berauben (of gen):
    empty sth of its importance einer Sache ihre Bedeutung nehmen
    C v/i
    1. leer werden, sich leeren
    2. sich ergießen, münden ( beide:
    into the sea ins Meer)
    D s leerer Behälter, besonders leere Flasche, pl auch Leergut n
    * * *
    1. adjective
    1) leer; frei [Sitz, Parkplatz]
    2) (coll.): (hungry)
    3) (fig.) (foolish) dumm; hohl [Kopf]; (meaningless) leer
    2. noun
    (bottle) leere Flasche; (container) leerer Behälter
    3. transitive verb
    1) (remove contents of) leeren; (finish using contents of) aufbrauchen; (eat/drink whole contents of) leer essen [Teller]/leeren [Glas]
    2) (transfer) umfüllen ( into in + Akk.); (pour) schütten ( over über + Akk.)
    4. intransitive verb
    1) (become empty) sich leeren

    empty into — [Fluss, Abwasserkanal:] münden in (+ Akk.)

    * * *
    adj.
    inhaltslos adj.
    leer adj. v.
    ausleeren v.
    leeren v.

    English-german dictionary > empty

  • 13 telephone

    I 1. ['telɪfəʊn]
    nome telefono m.

    on o over the telephone al telefono; to be on the telephone (connected) avere il telefono; (talking) essere al telefono; to answer the telephone — rispondere al telefono

    2.
    modificatore [conversation, message, survey] telefonico; [ engineer] delle telecomunicazioni
    II 1. ['telɪfəʊn]
    verbo transitivo telefonare a, contattare, chiamare [person, organization]; trasmettere per telefono [instructions, message]
    2.
    verbo intransitivo telefonare
    * * *
    1. ['telifəun] noun
    ((often abbreviated to phone) [foun] an instrument for speaking to someone from a distance, using either an electric current which passes along a wire or radio waves: He spoke to me by telephone / on the telephone; ( also adjective) a telephone number/operator.) telefono; di telefono, telefonico
    2. [foun] verb
    1) (to (try to) speak to (someone) by means of the telephone: I'll telephone you tomorrow.) telefonare
    2) (to send (a message) or ask for (something) by means of the telephone: I'll telephone for a taxi.) telefonare
    3) (to reach or make contact with (another place) by means of the telephone: Can one telephone England from Australia?) telefonare
    •
    - telephone booth
    - telephone box
    - telephone directory
    - telephone exchange
    * * *
    I 1. ['telɪfəʊn]
    nome telefono m.

    on o over the telephone al telefono; to be on the telephone (connected) avere il telefono; (talking) essere al telefono; to answer the telephone — rispondere al telefono

    2.
    modificatore [conversation, message, survey] telefonico; [ engineer] delle telecomunicazioni
    II 1. ['telɪfəʊn]
    verbo transitivo telefonare a, contattare, chiamare [person, organization]; trasmettere per telefono [instructions, message]
    2.
    verbo intransitivo telefonare

    English-Italian dictionary > telephone

  • 14 Scientific

    adjective
    1) wissenschaftlich; (of natural science) naturwissenschaftlich
    2) (using technical skill) technisch gut [Boxer, Schauspieler, Tennis]
    * * *
    [-'ti-]
    1) (of science: scientific dis-coveries.) wissenschaftlich
    2) ((negative unscientific) following the rules of science: scientific methods.) wissenschaftlich
    * * *
    sci·en·tif·ic
    [ˌsaɪənˈtɪfɪk]
    1. (relating to exact science) naturwissenschaftlich
    \scientific approach [natur]wissenschaftlicher Ansatz
    \scientific theory [natur]wissenschaftliche Theorie
    \scientific method wissenschaftliche Methode
    2. (relating to science) wissenschaftlich
    \scientific assistant wissenschaftlicher Mitarbeiter/wissenschaftliche Mitarbeiterin
    \scientific breakthrough wissenschaftlicher Durchbruch
    \scientific community Wissenschaftsgemeinde f
    3. ( fam: systematic) systematisch
    * * *
    ["saIən'tIfɪk]
    adj
    1) (= of natural sciences) naturwissenschaftlich; apparatus, equipment wissenschaftlich

    the scientific community —

    scientific officer — wissenschaftlicher Mitarbeiter, wissenschaftliche Mitarbeiterin

    scientific opinion — die Expertenmeinung, die wissenschaftliche Lehrmeinung

    2) (= systematic, exact) classification, methods, study wissenschaftlich

    to be scientific about sth —

    he is a keen but not scientific football player — er ist ein begeisterter, doch technisch schwacher Fußballspieler

    his scientific boxing technique — seine gekonnte Boxtechnik

    * * *
    UNESCO abk United Nations Educational, Scientific, and Cultural Organization UNESCO f, Organisation f der Vereinten Nationen für Bildung, Wissenschaft und Kultur
    * * *
    adjective
    1) wissenschaftlich; (of natural science) naturwissenschaftlich
    2) (using technical skill) technisch gut [Boxer, Schauspieler, Tennis]
    * * *
    adj.
    systematisch adj.
    wissenschaftlich adj.

    English-german dictionary > Scientific

  • 15 Historical Portugal

       Before Romans described western Iberia or Hispania as "Lusitania," ancient Iberians inhabited the land. Phoenician and Greek trading settlements grew up in the Tagus estuary area and nearby coasts. Beginning around 202 BCE, Romans invaded what is today southern Portugal. With Rome's defeat of Carthage, Romans proceeded to conquer and rule the western region north of the Tagus, which they named Roman "Lusitania." In the fourth century CE, as Rome's rule weakened, the area experienced yet another invasion—Germanic tribes, principally the Suevi, who eventually were Christianized. During the sixth century CE, the Suevi kingdom was superseded by yet another Germanic tribe—the Christian Visigoths.
       A major turning point in Portugal's history came in 711, as Muslim armies from North Africa, consisting of both Arab and Berber elements, invaded the Iberian Peninsula from across the Straits of Gibraltar. They entered what is now Portugal in 714, and proceeded to conquer most of the country except for the far north. For the next half a millennium, Islam and Muslim presence in Portugal left a significant mark upon the politics, government, language, and culture of the country.
       Islam, Reconquest, and Portugal Created, 714-1140
       The long frontier struggle between Muslim invaders and Christian communities in the north of the Iberian peninsula was called the Reconquista (Reconquest). It was during this struggle that the first dynasty of Portuguese kings (Burgundian) emerged and the independent monarchy of Portugal was established. Christian forces moved south from what is now the extreme north of Portugal and gradually defeated Muslim forces, besieging and capturing towns under Muslim sway. In the ninth century, as Christian forces slowly made their way southward, Christian elements were dominant only in the area between Minho province and the Douro River; this region became known as "territorium Portu-calense."
       In the 11th century, the advance of the Reconquest quickened as local Christian armies were reinforced by crusading knights from what is now France and England. Christian forces took Montemor (1034), at the Mondego River; Lamego (1058); Viseu (1058); and Coimbra (1064). In 1095, the king of Castile and Léon granted the country of "Portu-cale," what became northern Portugal, to a Burgundian count who had emigrated from France. This was the foundation of Portugal. In 1139, a descendant of this count, Afonso Henriques, proclaimed himself "King of Portugal." He was Portugal's first monarch, the "Founder," and the first of the Burgundian dynasty, which ruled until 1385.
       The emergence of Portugal in the 12th century as a separate monarchy in Iberia occurred before the Christian Reconquest of the peninsula. In the 1140s, the pope in Rome recognized Afonso Henriques as king of Portugal. In 1147, after a long, bloody siege, Muslim-occupied Lisbon fell to Afonso Henriques's army. Lisbon was the greatest prize of the 500-year war. Assisting this effort were English crusaders on their way to the Holy Land; the first bishop of Lisbon was an Englishman. When the Portuguese captured Faro and Silves in the Algarve province in 1248-50, the Reconquest of the extreme western portion of the Iberian peninsula was complete—significantly, more than two centuries before the Spanish crown completed the Reconquest of the eastern portion by capturing Granada in 1492.
       Consolidation and Independence of Burgundian Portugal, 1140-1385
       Two main themes of Portugal's early existence as a monarchy are the consolidation of control over the realm and the defeat of a Castil-ian threat from the east to its independence. At the end of this period came the birth of a new royal dynasty (Aviz), which prepared to carry the Christian Reconquest beyond continental Portugal across the straits of Gibraltar to North Africa. There was a variety of motives behind these developments. Portugal's independent existence was imperiled by threats from neighboring Iberian kingdoms to the north and east. Politics were dominated not only by efforts against the Muslims in
       Portugal (until 1250) and in nearby southern Spain (until 1492), but also by internecine warfare among the kingdoms of Castile, Léon, Aragon, and Portugal. A final comeback of Muslim forces was defeated at the battle of Salado (1340) by allied Castilian and Portuguese forces. In the emerging Kingdom of Portugal, the monarch gradually gained power over and neutralized the nobility and the Church.
       The historic and commonplace Portuguese saying "From Spain, neither a good wind nor a good marriage" was literally played out in diplomacy and war in the late 14th-century struggles for mastery in the peninsula. Larger, more populous Castile was pitted against smaller Portugal. Castile's Juan I intended to force a union between Castile and Portugal during this era of confusion and conflict. In late 1383, Portugal's King Fernando, the last king of the Burgundian dynasty, suddenly died prematurely at age 38, and the Master of Aviz, Portugal's most powerful nobleman, took up the cause of independence and resistance against Castile's invasion. The Master of Aviz, who became King João I of Portugal, was able to obtain foreign assistance. With the aid of English archers, Joao's armies defeated the Castilians in the crucial battle of Aljubarrota, on 14 August 1385, a victory that assured the independence of the Portuguese monarchy from its Castilian nemesis for several centuries.
       Aviz Dynasty and Portugal's First Overseas Empire, 1385-1580
       The results of the victory at Aljubarrota, much celebrated in Portugal's art and monuments, and the rise of the Aviz dynasty also helped to establish a new merchant class in Lisbon and Oporto, Portugal's second city. This group supported King João I's program of carrying the Reconquest to North Africa, since it was interested in expanding Portugal's foreign commerce and tapping into Muslim trade routes and resources in Africa. With the Reconquest against the Muslims completed in Portugal and the threat from Castile thwarted for the moment, the Aviz dynasty launched an era of overseas conquest, exploration, and trade. These efforts dominated Portugal's 15th and 16th centuries.
       The overseas empire and age of Discoveries began with Portugal's bold conquest in 1415 of the Moroccan city of Ceuta. One royal member of the 1415 expedition was young, 21-year-old Prince Henry, later known in history as "Prince Henry the Navigator." His part in the capture of Ceuta won Henry his knighthood and began Portugal's "Marvelous Century," during which the small kingdom was counted as a European and world power of consequence. Henry was the son of King João I and his English queen, Philippa of Lancaster, but he did not inherit the throne. Instead, he spent most of his life and his fortune, and that of the wealthy military Order of Christ, on various imperial ventures and on voyages of exploration down the African coast and into the Atlantic. While mythology has surrounded Henry's controversial role in the Discoveries, and this role has been exaggerated, there is no doubt that he played a vital part in the initiation of Portugal's first overseas empire and in encouraging exploration. He was naturally curious, had a sense of mission for Portugal, and was a strong leader. He also had wealth to expend; at least a third of the African voyages of the time were under his sponsorship. If Prince Henry himself knew little science, significant scientific advances in navigation were made in his day.
       What were Portugal's motives for this new imperial effort? The well-worn historical cliche of "God, Glory, and Gold" can only partly explain the motivation of a small kingdom with few natural resources and barely 1 million people, which was greatly outnumbered by the other powers it confronted. Among Portuguese objectives were the desire to exploit known North African trade routes and resources (gold, wheat, leather, weaponry, and other goods that were scarce in Iberia); the need to outflank the Muslim world in the Mediterranean by sailing around Africa, attacking Muslims en route; and the wish to ally with Christian kingdoms beyond Africa. This enterprise also involved a strategy of breaking the Venetian spice monopoly by trading directly with the East by means of discovering and exploiting a sea route around Africa to Asia. Besides the commercial motives, Portugal nurtured a strong crusading sense of Christian mission, and various classes in the kingdom saw an opportunity for fame and gain.
       By the time of Prince Henry's death in 1460, Portugal had gained control of the Atlantic archipelagos of the Azores and Madeiras, begun to colonize the Cape Verde Islands, failed to conquer the Canary Islands from Castile, captured various cities on Morocco's coast, and explored as far as Senegal, West Africa, down the African coast. By 1488, Bar-tolomeu Dias had rounded the Cape of Good Hope in South Africa and thereby discovered the way to the Indian Ocean.
       Portugal's largely coastal African empire and later its fragile Asian empire brought unexpected wealth but were purchased at a high price. Costs included wars of conquest and defense against rival powers, manning the far-flung navel and trade fleets and scattered castle-fortresses, and staffing its small but fierce armies, all of which entailed a loss of skills and population to maintain a scattered empire. Always short of capital, the monarchy became indebted to bankers. There were many defeats beginning in the 16th century at the hands of the larger imperial European monarchies (Spain, France, England, and Holland) and many attacks on Portugal and its strung-out empire. Typically, there was also the conflict that arose when a tenuously held world empire that rarely if ever paid its way demanded finance and manpower Portugal itself lacked.
       The first 80 years of the glorious imperial era, the golden age of Portugal's imperial power and world influence, was an African phase. During 1415-88, Portuguese navigators and explorers in small ships, some of them caravelas (caravels), explored the treacherous, disease-ridden coasts of Africa from Morocco to South Africa beyond the Cape of Good Hope. By the 1470s, the Portuguese had reached the Gulf of Guinea and, in the early 1480s, what is now Angola. Bartolomeu Dias's extraordinary voyage of 1487-88 to South Africa's coast and the edge of the Indian Ocean convinced Portugal that the best route to Asia's spices and Christians lay south, around the tip of southern Africa. Between 1488 and 1495, there was a hiatus caused in part by domestic conflict in Portugal, discussion of resources available for further conquests beyond Africa in Asia, and serious questions as to Portugal's capacity to reach beyond Africa. In 1495, King Manuel and his council decided to strike for Asia, whatever the consequences. In 1497-99, Vasco da Gama, under royal orders, made the epic two-year voyage that discovered the sea route to western India (Asia), outflanked Islam and Venice, and began Portugal's Asian empire. Within 50 years, Portugal had discovered and begun the exploitation of its largest colony, Brazil, and set up forts and trading posts from the Middle East (Aden and Ormuz), India (Calicut, Goa, etc.), Malacca, and Indonesia to Macau in China.
       By the 1550s, parts of its largely coastal, maritime trading post empire from Morocco to the Moluccas were under siege from various hostile forces, including Muslims, Christians, and Hindi. Although Moroccan forces expelled the Portuguese from the major coastal cities by 1550, the rival European monarchies of Castile (Spain), England, France, and later Holland began to seize portions of her undermanned, outgunned maritime empire.
       In 1580, Phillip II of Spain, whose mother was a Portuguese princess and who had a strong claim to the Portuguese throne, invaded Portugal, claimed the throne, and assumed control over the realm and, by extension, its African, Asian, and American empires. Phillip II filled the power vacuum that appeared in Portugal following the loss of most of Portugal's army and its young, headstrong King Sebastião in a disastrous war in Morocco. Sebastiao's death in battle (1578) and the lack of a natural heir to succeed him, as well as the weak leadership of the cardinal who briefly assumed control in Lisbon, led to a crisis that Spain's strong monarch exploited. As a result, Portugal lost its independence to Spain for a period of 60 years.
       Portugal under Spanish Rule, 1580-1640
       Despite the disastrous nature of Portugal's experience under Spanish rule, "The Babylonian Captivity" gave birth to modern Portuguese nationalism, its second overseas empire, and its modern alliance system with England. Although Spain allowed Portugal's weakened empire some autonomy, Spanish rule in Portugal became increasingly burdensome and unacceptable. Spain's ambitious imperial efforts in Europe and overseas had an impact on the Portuguese as Spain made greater and greater demands on its smaller neighbor for manpower and money. Portugal's culture underwent a controversial Castilianization, while its empire became hostage to Spain's fortunes. New rival powers England, France, and Holland attacked and took parts of Spain's empire and at the same time attacked Portugal's empire, as well as the mother country.
       Portugal's empire bore the consequences of being attacked by Spain's bitter enemies in what was a form of world war. Portuguese losses were heavy. By 1640, Portugal had lost most of its Moroccan cities as well as Ceylon, the Moluccas, and sections of India. With this, Portugal's Asian empire was gravely weakened. Only Goa, Damão, Diu, Bombay, Timor, and Macau remained and, in Brazil, Dutch forces occupied the northeast.
       On 1 December 1640, long commemorated as a national holiday, Portuguese rebels led by the duke of Braganza overthrew Spanish domination and took advantage of Spanish weakness following a more serious rebellion in Catalonia. Portugal regained independence from Spain, but at a price: dependence on foreign assistance to maintain its independence in the form of the renewal of the alliance with England.
       Restoration and Second Empire, 1640-1822
       Foreign affairs and empire dominated the restoration era and aftermath, and Portugal again briefly enjoyed greater European power and prestige. The Anglo-Portuguese Alliance was renewed and strengthened in treaties of 1642, 1654, and 1661, and Portugal's independence from Spain was underwritten by English pledges and armed assistance. In a Luso-Spanish treaty of 1668, Spain recognized Portugal's independence. Portugal's alliance with England was a marriage of convenience and necessity between two monarchies with important religious, cultural, and social differences. In return for legal, diplomatic, and trade privileges, as well as the use during war and peace of Portugal's great Lisbon harbor and colonial ports for England's navy, England pledged to protect Portugal and its scattered empire from any attack. The previously cited 17th-century alliance treaties were renewed later in the Treaty of Windsor, signed in London in 1899. On at least 10 different occasions after 1640, and during the next two centuries, England was central in helping prevent or repel foreign invasions of its ally, Portugal.
       Portugal's second empire (1640-1822) was largely Brazil-oriented. Portuguese colonization, exploitation of wealth, and emigration focused on Portuguese America, and imperial revenues came chiefly from Brazil. Between 1670 and 1740, Portugal's royalty and nobility grew wealthier on funds derived from Brazilian gold, diamonds, sugar, tobacco, and other crops, an enterprise supported by the Atlantic slave trade and the supply of African slave labor from West Africa and Angola. Visitors today can see where much of that wealth was invested: Portugal's rich legacy of monumental architecture. Meanwhile, the African slave trade took a toll in Angola and West Africa.
       In continental Portugal, absolutist monarchy dominated politics and government, and there was a struggle for position and power between the monarchy and other institutions, such as the Church and nobility. King José I's chief minister, usually known in history as the marquis of Pombal (ruled 1750-77), sharply suppressed the nobility and the
       Church (including the Inquisition, now a weak institution) and expelled the Jesuits. Pombal also made an effort to reduce economic dependence on England, Portugal's oldest ally. But his successes did not last much beyond his disputed time in office.
       Beginning in the late 18th century, the European-wide impact of the French Revolution and the rise of Napoleon placed Portugal in a vulnerable position. With the monarchy ineffectively led by an insane queen (Maria I) and her indecisive regent son (João VI), Portugal again became the focus of foreign ambition and aggression. With England unable to provide decisive assistance in time, France—with Spain's consent—invaded Portugal in 1807. As Napoleon's army under General Junot entered Lisbon meeting no resistance, Portugal's royal family fled on a British fleet to Brazil, where it remained in exile until 1821. In the meantime, Portugal's overseas empire was again under threat. There was a power vacuum as the monarch was absent, foreign armies were present, and new political notions of liberalism and constitutional monarchy were exciting various groups of citizens.
       Again England came to the rescue, this time in the form of the armies of the duke of Wellington. Three successive French invasions of Portugal were defeated and expelled, and Wellington succeeded in carrying the war against Napoleon across the Portuguese frontier into Spain. The presence of the English army, the new French-born liberal ideas, and the political vacuum combined to create revolutionary conditions. The French invasions and the peninsular wars, where Portuguese armed forces played a key role, marked the beginning of a new era in politics.
       Liberalism and Constitutional Monarchy, 1822-1910
       During 1807-22, foreign invasions, war, and civil strife over conflicting political ideas gravely damaged Portugal's commerce, economy, and novice industry. The next terrible blow was the loss of Brazil in 1822, the jewel in the imperial crown. Portugal's very independence seemed to be at risk. In vain, Portugal sought to resist Brazilian independence by force, but in 1825 it formally acknowledged Brazilian independence by treaty.
       Portugal's slow recovery from the destructive French invasions and the "war of independence" was complicated by civil strife over the form of constitutional monarchy that best suited Portugal. After struggles over these issues between 1820 and 1834, Portugal settled somewhat uncertainly into a moderate constitutional monarchy whose constitution (Charter of 1826) lent it strong political powers to exert a moderating influence between the executive and legislative branches of the government. It also featured a new upper middle class based on land ownership and commerce; a Catholic Church that, although still important, lived with reduced privileges and property; a largely African (third) empire to which Lisbon and Oporto devoted increasing spiritual and material resources, starting with the liberal imperial plans of 1836 and 1851, and continuing with the work of institutions like the Lisbon Society of Geography (established 1875); and a mass of rural peasants whose bonds to the land weakened after 1850 and who began to immigrate in increasing numbers to Brazil and North America.
       Chronic military intervention in national politics began in 19th-century Portugal. Such intervention, usually commencing with coups or pronunciamentos (military revolts), was a shortcut to the spoils of political office and could reflect popular discontent as well as the power of personalities. An early example of this was the 1817 golpe (coup) attempt of General Gomes Freire against British military rule in Portugal before the return of King João VI from Brazil. Except for a more stable period from 1851 to 1880, military intervention in politics, or the threat thereof, became a feature of the constitutional monarchy's political life, and it continued into the First Republic and the subsequent Estado Novo.
       Beginning with the Regeneration period (1851-80), Portugal experienced greater political stability and economic progress. Military intervention in politics virtually ceased; industrialization and construction of railroads, roads, and bridges proceeded; two political parties (Regenerators and Historicals) worked out a system of rotation in power; and leading intellectuals sparked a cultural revival in several fields. In 19th-century literature, there was a new golden age led by such figures as Alexandre Herculano (historian), Eça de Queirós (novelist), Almeida Garrett (playwright and essayist), Antero de Quental (poet), and Joaquim Oliveira Martins (historian and social scientist). In its third overseas empire, Portugal attempted to replace the slave trade and slavery with legitimate economic activities; to reform the administration; and to expand Portuguese holdings beyond coastal footholds deep into the African hinterlands in West, West Central, and East Africa. After 1841, to some extent, and especially after 1870, colonial affairs, combined with intense nationalism, pressures for economic profit in Africa, sentiment for national revival, and the drift of European affairs would make or break Lisbon governments.
       Beginning with the political crisis that arose out of the "English Ultimatum" affair of January 1890, the monarchy became discredtted and identified with the poorly functioning government, political parties splintered, and republicanism found more supporters. Portugal participated in the "Scramble for Africa," expanding its African holdings, but failed to annex territory connecting Angola and Mozambique. A growing foreign debt and state bankruptcy as of the early 1890s damaged the constitutional monarchy's reputation, despite the efforts of King Carlos in diplomacy, the renewal of the alliance in the Windsor Treaty of 1899, and the successful if bloody colonial wars in the empire (1880-97). Republicanism proclaimed that Portugal's weak economy and poor society were due to two historic institutions: the monarchy and the Catholic Church. A republic, its stalwarts claimed, would bring greater individual liberty; efficient, if more decentralized government; and a stronger colonial program while stripping the Church of its role in both society and education.
       As the monarchy lost support and republicans became more aggressive, violence increased in politics. King Carlos I and his heir Luís were murdered in Lisbon by anarchist-republicans on 1 February 1908. Following a military and civil insurrection and fighting between monarchist and republican forces, on 5 October 1910, King Manuel II fled Portugal and a republic was proclaimed.
       First Parliamentary Republic, 1910-26
       Portugal's first attempt at republican government was the most unstable, turbulent parliamentary republic in the history of 20th-century Western Europe. During a little under 16 years of the republic, there were 45 governments, a number of legislatures that did not complete normal terms, military coups, and only one president who completed his four-year term in office. Portuguese society was poorly prepared for this political experiment. Among the deadly legacies of the monarchy were a huge public debt; a largely rural, apolitical, and illiterate peasant population; conflict over the causes of the country's misfortunes; and lack of experience with a pluralist, democratic system.
       The republic had some talented leadership but lacked popular, institutional, and economic support. The 1911 republican constitution established only a limited democracy, as only a small portion of the adult male citizenry was eligible to vote. In a country where the majority was Catholic, the republic passed harshly anticlerical laws, and its institutions and supporters persecuted both the Church and its adherents. During its brief disjointed life, the First Republic drafted important reform plans in economic, social, and educational affairs; actively promoted development in the empire; and pursued a liberal, generous foreign policy. Following British requests for Portugal's assistance in World War I, Portugal entered the war on the Allied side in March 1916 and sent armies to Flanders and Portuguese Africa. Portugal's intervention in that conflict, however, was too costly in many respects, and the ultimate failure of the republic in part may be ascribed to Portugal's World War I activities.
       Unfortunately for the republic, its time coincided with new threats to Portugal's African possessions: World War I, social and political demands from various classes that could not be reconciled, excessive military intervention in politics, and, in particular, the worst economic and financial crisis Portugal had experienced since the 16th and 17th centuries. After the original Portuguese Republican Party (PRP, also known as the "Democrats") splintered into three warring groups in 1912, no true multiparty system emerged. The Democrats, except for only one or two elections, held an iron monopoly of electoral power, and political corruption became a major issue. As extreme right-wing dictatorships elsewhere in Europe began to take power in Italy (1922), neighboring Spain (1923), and Greece (1925), what scant popular support remained for the republic collapsed. Backed by a right-wing coalition of landowners from Alentejo, clergy, Coimbra University faculty and students, Catholic organizations, and big business, career military officers led by General Gomes da Costa executed a coup on 28 May 1926, turned out the last republican government, and established a military government.
       The Estado Novo (New State), 1926-74
       During the military phase (1926-32) of the Estado Novo, professional military officers, largely from the army, governed and administered Portugal and held key cabinet posts, but soon discovered that the military possessed no magic formula that could readily solve the problems inherited from the First Republic. Especially during the years 1926-31, the military dictatorship, even with its political repression of republican activities and institutions (military censorship of the press, political police action, and closure of the republic's rowdy parliament), was characterized by similar weaknesses: personalism and factionalism; military coups and political instability, including civil strife and loss of life; state debt and bankruptcy; and a weak economy. "Barracks parliamentarism" was not an acceptable alternative even to the "Nightmare Republic."
       Led by General Óscar Carmona, who had replaced and sent into exile General Gomes da Costa, the military dictatorship turned to a civilian expert in finance and economics to break the budget impasse and bring coherence to the disorganized system. Appointed minister of finance on 27 April 1928, the Coimbra University Law School professor of economics Antônio de Oliveira Salazar (1889-1970) first reformed finance, helped balance the budget, and then turned to other concerns as he garnered extraordinary governing powers. In 1930, he was appointed interim head of another key ministry (Colonies) and within a few years had become, in effect, a civilian dictator who, with the military hierarchy's support, provided the government with coherence, a program, and a set of policies.
       For nearly 40 years after he was appointed the first civilian prime minister in 1932, Salazar's personality dominated the government. Unlike extreme right-wing dictators elsewhere in Europe, Salazar was directly appointed by the army but was never endorsed by a popular political party, street militia, or voter base. The scholarly, reclusive former Coimbra University professor built up what became known after 1932 as the Estado Novo ("New State"), which at the time of its overthrow by another military coup in 1974, was the longest surviving authoritarian regime in Western Europe. The system of Salazar and the largely academic and technocratic ruling group he gathered in his cabinets was based on the central bureaucracy of the state, which was supported by the president of the republic—always a senior career military officer, General Óscar Carmona (1928-51), General Craveiro Lopes (1951-58), and Admiral Américo Tómaz (1958-74)—and the complicity of various institutions. These included a rubber-stamp legislature called the National Assembly (1935-74) and a political police known under various names: PVDE (1932-45), PIDE (1945-69),
       and DGS (1969-74). Other defenders of the Estado Novo security were paramilitary organizations such as the National Republican Guard (GNR); the Portuguese Legion (PL); and the Portuguese Youth [Movement]. In addition to censorship of the media, theater, and books, there was political repression and a deliberate policy of depoliticization. All political parties except for the approved movement of regime loyalists, the União Nacional or (National Union), were banned.
       The most vigorous and more popular period of the New State was 1932-44, when the basic structures were established. Never monolithic or entirely the work of one person (Salazar), the New State was constructed with the assistance of several dozen top associates who were mainly academics from law schools, some technocrats with specialized skills, and a handful of trusted career military officers. The 1933 Constitution declared Portugal to be a "unitary, corporative Republic," and pressures to restore the monarchy were resisted. Although some of the regime's followers were fascists and pseudofascists, many more were conservative Catholics, integralists, nationalists, and monarchists of different varieties, and even some reactionary republicans. If the New State was authoritarian, it was not totalitarian and, unlike fascism in Benito Mussolini's Italy or Adolf Hitler's Germany, it usually employed the minimum of violence necessary to defeat what remained a largely fractious, incoherent opposition.
       With the tumultuous Second Republic and the subsequent civil war in nearby Spain, the regime felt threatened and reinforced its defenses. During what Salazar rightly perceived as a time of foreign policy crisis for Portugal (1936-45), he assumed control of the Ministry of Foreign Affairs. From there, he pursued four basic foreign policy objectives: supporting the Nationalist rebels of General Francisco Franco in the Spanish Civil War (1936-39) and concluding defense treaties with a triumphant Franco; ensuring that General Franco in an exhausted Spain did not enter World War II on the Axis side; maintaining Portuguese neutrality in World War II with a post-1942 tilt toward the Allies, including granting Britain and the United States use of bases in the Azores Islands; and preserving and protecting Portugal's Atlantic Islands and its extensive, if poor, overseas empire in Africa and Asia.
       During the middle years of the New State (1944-58), many key Salazar associates in government either died or resigned, and there was greater social unrest in the form of unprecedented strikes and clandestine Communist activities, intensified opposition, and new threatening international pressures on Portugal's overseas empire. During the earlier phase of the Cold War (1947-60), Portugal became a steadfast, if weak, member of the US-dominated North Atlantic Treaty Organization alliance and, in 1955, with American support, Portugal joined the United Nations (UN). Colonial affairs remained a central concern of the regime. As of 1939, Portugal was the third largest colonial power in the world and possessed territories in tropical Africa (Angola, Mozambique, Guinea-Bissau, and São Tomé and Príncipe Islands) and the remnants of its 16th-century empire in Asia (Goa, Damão, Diu, East Timor, and Macau). Beginning in the early 1950s, following the independence of India in 1947, Portugal resisted Indian pressures to decolonize Portuguese India and used police forces to discourage internal opposition in its Asian and African colonies.
       The later years of the New State (1958-68) witnessed the aging of the increasingly isolated but feared Salazar and new threats both at home and overseas. Although the regime easily overcame the brief oppositionist threat from rival presidential candidate General Humberto Delgado in the spring of 1958, new developments in the African and Asian empires imperiled the authoritarian system. In February 1961, oppositionists hijacked the Portuguese ocean liner Santa Maria and, in following weeks, African insurgents in northern Angola, although they failed to expel the Portuguese, gained worldwide media attention, discredited the New State, and began the 13-year colonial war. After thwarting a dissident military coup against his continued leadership, Salazar and his ruling group mobilized military repression in Angola and attempted to develop the African colonies at a faster pace in order to ensure Portuguese control. Meanwhile, the other European colonial powers (Britain, France, Belgium, and Spain) rapidly granted political independence to their African territories.
       At the time of Salazar's removal from power in September 1968, following a stroke, Portugal's efforts to maintain control over its colonies appeared to be successful. President Americo Tomás appointed Dr. Marcello Caetano as Salazar's successor as prime minister. While maintaining the New State's basic structures, and continuing the regime's essential colonial policy, Caetano attempted wider reforms in colonial administration and some devolution of power from Lisbon, as well as more freedom of expression in Lisbon. Still, a great deal of the budget was devoted to supporting the wars against the insurgencies in Africa. Meanwhile in Asia, Portuguese India had fallen when the Indian army invaded in December 1961. The loss of Goa was a psychological blow to the leadership of the New State, and of the Asian empire only East Timor and Macau remained.
       The Caetano years (1968-74) were but a hiatus between the waning Salazar era and a new regime. There was greater political freedom and rapid economic growth (5-6 percent annually to late 1973), but Caetano's government was unable to reform the old system thoroughly and refused to consider new methods either at home or in the empire. In the end, regime change came from junior officers of the professional military who organized the Armed Forces Movement (MFA) against the Caetano government. It was this group of several hundred officers, mainly in the army and navy, which engineered a largely bloodless coup in Lisbon on 25 April 1974. Their unexpected action brought down the 48-year-old New State and made possible the eventual establishment and consolidation of democratic governance in Portugal, as well as a reorientation of the country away from the Atlantic toward Europe.
       Revolution of Carnations, 1974-76
       Following successful military operations of the Armed Forces Movement against the Caetano government, Portugal experienced what became known as the "Revolution of Carnations." It so happened that during the rainy week of the military golpe, Lisbon flower shops were featuring carnations, and the revolutionaries and their supporters adopted the red carnation as the common symbol of the event, as well as of the new freedom from dictatorship. The MFA, whose leaders at first were mostly little-known majors and captains, proclaimed a three-fold program of change for the new Portugal: democracy; decolonization of the overseas empire, after ending the colonial wars; and developing a backward economy in the spirit of opportunity and equality. During the first 24 months after the coup, there was civil strife, some anarchy, and a power struggle. With the passing of the Estado Novo, public euphoria burst forth as the new provisional military government proclaimed the freedoms of speech, press, and assembly, and abolished censorship, the political police, the Portuguese Legion, Portuguese Youth, and other New State organizations, including the National Union. Scores of political parties were born and joined the senior political party, the Portuguese Community Party (PCP), and the Socialist Party (PS), founded shortly before the coup.
       Portugal's Revolution of Carnations went through several phases. There was an attempt to take control by radical leftists, including the PCP and its allies. This was thwarted by moderate officers in the army, as well as by the efforts of two political parties: the PS and the Social Democrats (PPD, later PSD). The first phase was from April to September 1974. Provisional president General Antonio Spínola, whose 1974 book Portugal and the Future had helped prepare public opinion for the coup, met irresistible leftist pressures. After Spinola's efforts to avoid rapid decolonization of the African empire failed, he resigned in September 1974. During the second phase, from September 1974 to March 1975, radical military officers gained control, but a coup attempt by General Spínola and his supporters in Lisbon in March 1975 failed and Spínola fled to Spain.
       In the third phase of the Revolution, March-November 1975, a strong leftist reaction followed. Farm workers occupied and "nationalized" 1.1 million hectares of farmland in the Alentejo province, and radical military officers in the provisional government ordered the nationalization of Portuguese banks (foreign banks were exempted), utilities, and major industries, or about 60 percent of the economic system. There were power struggles among various political parties — a total of 50 emerged—and in the streets there was civil strife among labor, military, and law enforcement groups. A constituent assembly, elected on 25 April 1975, in Portugal's first free elections since 1926, drafted a democratic constitution. The Council of the Revolution (CR), briefly a revolutionary military watchdog committee, was entrenched as part of the government under the constitution, until a later revision. During the chaotic year of 1975, about 30 persons were killed in political frays while unstable provisional governments came and went. On 25 November 1975, moderate military forces led by Colonel Ramalho Eanes, who later was twice elected president of the republic (1976 and 1981), defeated radical, leftist military groups' revolutionary conspiracies.
       In the meantime, Portugal's scattered overseas empire experienced a precipitous and unprepared decolonization. One by one, the former colonies were granted and accepted independence—Guinea-Bissau (September 1974), Cape Verde Islands (July 1975), and Mozambique (July 1975). Portugal offered to turn over Macau to the People's Republic of China, but the offer was refused then and later negotiations led to the establishment of a formal decolonization or hand-over date of 1999. But in two former colonies, the process of decolonization had tragic results.
       In Angola, decolonization negotiations were greatly complicated by the fact that there were three rival nationalist movements in a struggle for power. The January 1975 Alvor Agreement signed by Portugal and these three parties was not effectively implemented. A bloody civil war broke out in Angola in the spring of 1975 and, when Portuguese armed forces withdrew and declared that Angola was independent on 11 November 1975, the bloodshed only increased. Meanwhile, most of the white Portuguese settlers from Angola and Mozambique fled during the course of 1975. Together with African refugees, more than 600,000 of these retornados ("returned ones") went by ship and air to Portugal and thousands more to Namibia, South Africa, Brazil, Canada, and the United States.
       The second major decolonization disaster was in Portugal's colony of East Timor in the Indonesian archipelago. Portugal's capacity to supervise and control a peaceful transition to independence in this isolated, neglected colony was limited by the strength of giant Indonesia, distance from Lisbon, and Portugal's revolutionary disorder and inability to defend Timor. In early December 1975, before Portugal granted formal independence and as one party, FRETILIN, unilaterally declared East Timor's independence, Indonesia's armed forces invaded, conquered, and annexed East Timor. Indonesian occupation encountered East Timorese resistance, and a heavy loss of life followed. The East Timor question remained a contentious international issue in the UN, as well as in Lisbon and Jakarta, for more than 20 years following Indonesia's invasion and annexation of the former colony of Portugal. Major changes occurred, beginning in 1998, after Indonesia underwent a political revolution and allowed a referendum in East Timor to decide that territory's political future in August 1999. Most East Timorese chose independence, but Indonesian forces resisted that verdict until
       UN intervention in September 1999. Following UN rule for several years, East Timor attained full independence on 20 May 2002.
       Consolidation of Democracy, 1976-2000
       After several free elections and record voter turnouts between 25 April 1975 and June 1976, civil war was averted and Portugal's second democratic republic began to stabilize. The MFA was dissolved, the military were returned to the barracks, and increasingly elected civilians took over the government of the country. The 1976 Constitution was revised several times beginning in 1982 and 1989, in order to reempha-size the principle of free enterprise in the economy while much of the large, nationalized sector was privatized. In June 1976, General Ram-alho Eanes was elected the first constitutional president of the republic (five-year term), and he appointed socialist leader Dr. Mário Soares as prime minister of the first constitutional government.
       From 1976 to 1985, Portugal's new system featured a weak economy and finances, labor unrest, and administrative and political instability. The difficult consolidation of democratic governance was eased in part by the strong currency and gold reserves inherited from the Estado Novo, but Lisbon seemed unable to cope with high unemployment, new debt, the complex impact of the refugees from Africa, world recession, and the agitation of political parties. Four major parties emerged from the maelstrom of 1974-75, except for the Communist Party, all newly founded. They were, from left to right, the Communists (PCP); the Socialists (PS), who managed to dominate governments and the legislature but not win a majority in the Assembly of the Republic; the Social Democrats (PSD); and the Christian Democrats (CDS). During this period, the annual growth rate was low (l-2 percent), and the nationalized sector of the economy stagnated.
       Enhanced economic growth, greater political stability, and more effective central government as of 1985, and especially 1987, were due to several developments. In 1977, Portugal applied for membership in the European Economic Community (EEC), now the European Union (EU) since 1993. In January 1986, with Spain, Portugal was granted membership, and economic and financial progress in the intervening years has been significantly influenced by the comparatively large investment, loans, technology, advice, and other assistance from the EEC. Low unemployment, high annual growth rates (5 percent), and moderate inflation have also been induced by the new political and administrative stability in Lisbon. Led by Prime Minister Cavaco Silva, an economist who was trained abroad, the PSD's strong organization, management, and electoral support since 1985 have assisted in encouraging economic recovery and development. In 1985, the PSD turned the PS out of office and won the general election, although they did not have an absolute majority of assembly seats. In 1986, Mário Soares was elected president of the republic, the first civilian to hold that office since the First Republic. In the elections of 1987 and 1991, however, the PSD was returned to power with clear majorities of over 50 percent of the vote.
       Although the PSD received 50.4 percent of the vote in the 1991 parliamentary elections and held a 42-seat majority in the Assembly of the Republic, the party began to lose public support following media revelations regarding corruption and complaints about Prime Minister Cavaco Silva's perceived arrogant leadership style. President Mário Soares voiced criticism of the PSD's seemingly untouchable majority and described a "tyranny of the majority." Economic growth slowed down. In the parliamentary elections of 1995 and the presidential election of 1996, the PSD's dominance ended for the time being. Prime Minister Antônio Guterres came to office when the PS won the October 1995 elections, and in the subsequent presidential contest, in January 1996, socialist Jorge Sampaio, the former mayor of Lisbon, was elected president of the republic, thus defeating Cavaco Silva's bid. Young and popular, Guterres moved the PS toward the center of the political spectrum. Under Guterres, the PS won the October 1999 parliamentary elections. The PS defeated the PSD but did not manage to win a clear, working majority of seats, and this made the PS dependent upon alliances with smaller parties, including the PCP.
       In the local elections in December 2001, the PSD's criticism of PS's heavy public spending allowed the PSD to take control of the key cities of Lisbon, Oporto, and Coimbra. Guterres resigned, and parliamentary elections were brought forward from 2004 to March 2002. The PSD won a narrow victory with 40 percent of the votes, and Jose Durão Barroso became prime minister. Having failed to win a majority of the seats in parliament forced the PSD to govern in coalition with the right-wing Popular Party (PP) led by Paulo Portas. Durão Barroso set about reducing government spending by cutting the budgets of local authorities, freezing civil service hiring, and reviving the economy by accelerating privatization of state-owned enterprises. These measures provoked a 24-hour strike by public-sector workers. Durão Barroso reacted with vows to press ahead with budget-cutting measures and imposed a wage freeze on all employees earning more than €1,000, which affected more than one-half of Portugal's work force.
       In June 2004, Durão Barroso was invited by Romano Prodi to succeed him as president of the European Commission. Durão Barroso accepted and resigned the prime ministership in July. Pedro Santana Lopes, the leader of the PSD, became prime minister. Already unpopular at the time of Durão Barroso's resignation, the PSD-led government became increasingly unpopular under Santana Lopes. A month-long delay in the start of the school year and confusion over his plan to cut taxes and raise public-sector salaries, eroded confidence even more. By November, Santana Lopes's government was so unpopular that President Jorge Sampaio was obliged to dissolve parliament and hold new elections, two years ahead of schedule.
       Parliamentary elections were held on 20 February 2005. The PS, which had promised the electorate disciplined and transparent governance, educational reform, the alleviation of poverty, and a boost in employment, won 45 percent of the vote and the majority of the seats in parliament. The leader of the PS, José Sôcrates became prime minister on 12 March 2005. In the regularly scheduled presidential elections held on 6 January 2006, the former leader of the PSD and prime minister, Aníbal Cavaco Silva, won a narrow victory and became president on 9 March 2006. With a mass protest, public teachers' strike, and street demonstrations in March 2008, Portugal's media, educational, and social systems experienced more severe pressures. With the spreading global recession beginning in September 2008, Portugal's economic and financial systems became more troubled.
       Owing to its geographic location on the southwestern most edge of continental Europe, Portugal has been historically in but not of Europe. Almost from the beginning of its existence in the 12th century as an independent monarchy, Portugal turned its back on Europe and oriented itself toward the Atlantic Ocean. After carving out a Christian kingdom on the western portion of the Iberian peninsula, Portuguese kings gradually built and maintained a vast seaborne global empire that became central to the way Portugal understood its individuality as a nation-state. While the creation of this empire allows Portugal to claim an unusual number of "firsts" or distinctions in world and Western history, it also retarded Portugal's economic, social, and political development. It can be reasonably argued that the Revolution of 25 April 1974 was the most decisive event in Portugal's long history because it finally ended Portugal's oceanic mission and view of itself as an imperial power. After the 1974 Revolution, Portugal turned away from its global mission and vigorously reoriented itself toward Europe. Contemporary Portugal is now both in and of Europe.
       The turn toward Europe began immediately after 25 April 1974. Portugal granted independence to its African colonies in 1975. It was admitted to the European Council and took the first steps toward accession to the European Economic Community (EEC) in 1976. On 28 March 1977, the Portuguese government officially applied for EEC membership. Because of Portugal's economic and social backwardness, which would require vast sums of EEC money to overcome, negotiations for membership were long and difficult. Finally, a treaty of accession was signed on 12 June 1985. Portugal officially joined the EEC (the European Union [EU] since 1993) on 1 January 1986. Since becoming a full-fledged member of the EU, Portugal has been steadily overcoming the economic and social underdevelopment caused by its imperial past and is becoming more like the rest of Europe.
       Membership in the EU has speeded up the structural transformation of Portugal's economy, which actually began during the Estado Novo. Investments made by the Estado Novo in Portugal's economy began to shift employment out of the agricultural sector, which, in 1950, accounted for 50 percent of Portugal's economically active population. Today, only 10 percent of the economically active population is employed in the agricultural sector (the highest among EU member states); 30 percent in the industrial sector (also the highest among EU member states); and 60 percent in the service sector (the lowest among EU member states). The economically active population numbers about 5,000,000 employed, 56 percent of whom are women. Women workers are the majority of the workforce in the agricultural and service sectors (the highest among the EU member states). The expansion of the service sector has been primarily in health care and education. Portugal has had the lowest unemployment rates among EU member states, with the overall rate never being more than 10 percent of the active population. Since joining the EU, the number of employers increased from 2.6 percent to 5.8 percent of the active population; self-employed from 16 to 19 percent; and employees from 65 to 70 percent. Twenty-six percent of the employers are women. Unemployment tends to hit younger workers in industry and transportation, women employed in domestic service, workers on short-term contracts, and poorly educated workers. Salaried workers earn only 63 percent of the EU average, and hourly workers only one-third to one-half of that earned by their EU counterparts. Despite having had the second highest growth of gross national product (GNP) per inhabitant (after Ireland) among EU member states, the above data suggest that while much has been accomplished in terms of modernizing the Portuguese economy, much remains to be done to bring Portugal's economy up to the level of the "average" EU member state.
       Membership in the EU has also speeded up changes in Portuguese society. Over the last 30 years, coastalization and urbanization have intensified. Fully 50 percent of Portuguese live in the coastal urban conurbations of Lisbon, Oporto, Braga, Aveiro, Coimbra, Viseu, Évora, and Faro. The Portuguese population is one of the oldest among EU member states (17.3 percent are 65 years of age or older) thanks to a considerable increase in life expectancy at birth (77.87 years for the total population, 74.6 years for men, 81.36 years for women) and one of the lowest birthrates (10.59 births/1,000) in Europe. Family size averages 2.8 persons per household, with the strict nuclear family (one or two generations) in which both parents work being typical. Common law marriages, cohabitating couples, and single-parent households are more and more common. The divorce rate has also increased. "Youth Culture" has developed. The young have their own meeting places, leisure-time activities, and nightlife (bars, clubs, and discos).
       All Portuguese citizens, whether they have contributed or not, have a right to an old-age pension, invalidity benefits, widowed persons' pension, as well as payments for disabilities, children, unemployment, and large families. There is a national minimum wage (€385 per month), which is low by EU standards. The rapid aging of Portugal's population has changed the ratio of contributors to pensioners to 1.7, the lowest in the EU. This has created deficits in Portugal's social security fund.
       The adult literacy rate is about 92 percent. Illiteracy is still found among the elderly. Although universal compulsory education up to grade 9 was achieved in 1980, only 21.2 percent of the population aged 25-64 had undergone secondary education, compared to an EU average of 65.7 percent. Portugal's higher education system currently consists of 14 state universities and 14 private universities, 15 state polytechnic institutions, one Catholic university, and one military academy. All in all, Portugal spends a greater percentage of its state budget on education than most EU member states. Despite this high level of expenditure, the troubled Portuguese education system does not perform well. Early leaving and repetition rates are among the highest among EU member states.
       After the Revolution of 25 April 1974, Portugal created a National Health Service, which today consists of 221 hospitals and 512 medical centers employing 33,751 doctors and 41,799 nurses. Like its education system, Portugal's medical system is inefficient. There are long waiting lists for appointments with specialists and for surgical procedures.
       Structural changes in Portugal's economy and society mean that social life in Portugal is not too different from that in other EU member states. A mass consumption society has been created. Televisions, telephones, refrigerators, cars, music equipment, mobile phones, and personal computers are commonplace. Sixty percent of Portuguese households possess at least one automobile, and 65 percent of Portuguese own their own home. Portuguese citizens are more aware of their legal rights than ever before. This has resulted in a trebling of the number of legal proceeding since 1960 and an eight-fold increase in the number of lawyers. In general, Portuguese society has become more permissive and secular; the Catholic Church and the armed forces are much less influential than in the past. Portugal's population is also much more culturally, religiously, and ethnically diverse, a consequence of the coming to Portugal of hundreds of thousands of immigrants, mainly from former African colonies.
       Portuguese are becoming more cosmopolitan and sophisticated through the impact of world media, the Internet, and the World Wide Web. A prime case in point came in the summer and early fall of 1999, with the extraordinary events in East Timor and the massive Portuguese popular responses. An internationally monitored referendum in East Timor, Portugal's former colony in the Indonesian archipelago and under Indonesian occupation from late 1975 to summer 1999, resulted in a vote of 78.5 percent for rejecting integration with Indonesia and for independence. When Indonesian prointegration gangs, aided by the Indonesian military, responded to the referendum with widespread brutality and threatened to reverse the verdict of the referendum, there was a spontaneous popular outpouring of protest in the cities and towns of Portugal. An avalanche of Portuguese e-mail fell on leaders and groups in the UN and in certain countries around the world as Portugal's diplomats, perhaps to compensate for the weak initial response to Indonesian armed aggression in 1975, called for the protection of East Timor as an independent state and for UN intervention to thwart Indonesian action. Using global communications networks, the Portuguese were able to mobilize UN and world public opinion against Indonesian actions and aided the eventual independence of East Timor on 20 May 2002.
       From the Revolution of 25 April 1974 until the 1990s, Portugal had a large number of political parties, one of the largest Communist parties in western Europe, frequent elections, and endemic cabinet instability. Since the 1990s, the number of political parties has been dramatically reduced and cabinet stability increased. Gradually, the Portuguese electorate has concentrated around two larger parties, the right-of-center Social Democrats (PSD) and the left-of-center Socialist (PS). In the 1980s, these two parties together garnered 65 percent of the vote and 70 percent of the seats in parliament. In 2005, these percentages had risen to 74 percent and 85 percent, respectively. In effect, Portugal is currently a two-party dominant system in which the two largest parties — PS and PSD—alternate in and out of power, not unlike the rotation of the two main political parties (the Regenerators and the Historicals) during the last decades (1850s to 1880s) of the liberal constitutional monarchy. As Portugal's democracy has consolidated, turnout rates for the eligible electorate have declined. In the 1970s, turnout was 85 percent. In Portugal's most recent parliamentary election (2005), turnout had fallen to 65 percent of the eligible electorate.
       Portugal has benefited greatly from membership in the EU, and whatever doubts remain about the price paid for membership, no Portuguese government in the near future can afford to sever this connection. The vast majority of Portuguese citizens see membership in the EU as a "good thing" and strongly believe that Portugal has benefited from membership. Only the Communist Party opposed membership because it reduces national sovereignty, serves the interests of capitalists not workers, and suffers from a democratic deficit. Despite the high level of support for the EU, Portuguese voters are increasingly not voting in elections for the European Parliament, however. Turnout for European Parliament elections fell from 40 percent of the eligible electorate in the 1999 elections to 38 percent in the 2004 elections.
       In sum, Portugal's turn toward Europe has done much to overcome its backwardness. However, despite the economic, social, and political progress made since 1986, Portugal has a long way to go before it can claim to be on a par with the level found even in Spain, much less the rest of western Europe. As Portugal struggles to move from underde-velopment, especially in the rural areas away from the coast, it must keep in mind the perils of too rapid modern development, which could damage two of its most precious assets: its scenery and environment. The growth and future prosperity of the economy will depend on the degree to which the government and the private sector will remain stewards of clean air, soil, water, and other finite resources on which the tourism industry depends and on which Portugal's world image as a unique place to visit rests. Currently, Portugal is investing heavily in renewable energy from solar, wind, and wave power in order to account for about 50 percent of its electricity needs by 2010. Portugal opened the world's largest solar power plant and the world's first commercial wave power farm in 2006.
       An American documentary film on Portugal produced in the 1970s described this little country as having "a Past in Search of a Future." In the years after the Revolution of 25 April 1974, it could be said that Portugal is now living in "a Present in Search of a Future." Increasingly, that future lies in Europe as an active and productive member of the EU.

    Historical dictionary of Portugal > Historical Portugal

  • 16 executive search

    HR
    the identification of suitable external candidates for senior positions on behalf of an organization by recruitment agents or consultants, often using headhunting techniques. Executive search consultants work from personal recommendation and lists of their own contacts, and monitor rising stars or key personnel in particular organizations or professions. The number of potential candidates is usually limited because of the specialty or seniority of the post, so that the search takes place within upper salary ranges. Executive search consultants rarely advertise because the publicity may be unfruitful or detrimental to the organization for which they are working, and they do not find posts for individual job hunters.

    The ultimate business dictionary > executive search

  • 17 loyalty scheme

    Mktg
    a sales promotion technique used to encourage customers to continue buying a product or using an organization’s services. It works by rewarding customers who spend more and/or stay longer with an organization. Examples include a shopper card that gives discounts on purchases over a period of time.
         There are several other loyalty scheme approaches: points systems—which give points to customers based on what they purchase; premium customer programs—where customers who spend certain amounts of money and are repeat purchasers gain special status and receive benefits such as discounts, exclusive offers, and gifts; buyers’ clubs—where a certain number of customers can club together to buy a particular product, at a special volume discount.
         If implementing a loyalty scheme, it is important to remember that it must be there for the long term, and the level of incentive must be right. Offering too much will hurt your profits; offering too little will not attract members. Customers also need to be able to check up on their status easily—to see, for example, how many points they have currently accumulated.

    The ultimate business dictionary > loyalty scheme

  • 18 market driven

    Mktg
    using market knowledge to determine the corporate strategy of an organization. A market driven organization has a customer focus, together with awareness of competitors, and an understanding of the market.

    The ultimate business dictionary > market driven

  • 19 ASSUME

    Универсальный англо-русский словарь > ASSUME

  • 20 CMC

    1) Общая лексика: Crisis Management Centre (SEIC)
    2) Компьютерная техника: Communication Management Configuration
    3) Авиация: Central Maintenance Computer
    4) Медицина: Cornell Medical Center
    8) Сельское хозяйство: cobalt-manganese crusts
    9) Шутливое выражение: Christening Marriage And Cemetery
    12) Железнодорожный термин: CMC Railroad Incorporated
    13) Фармакология: chemistry, manufacturing, and controls
    14) Грубое выражение: Cheaply Made Crap, Crazy Monkey Chick
    15) Сокращение: Canadian Marconi Co., Category Management Center (2004, e.g. USPS Automation CMC, Merrifield, Virginia), Central Military Commission (China), Ceramic Matrix Composite, Cheyenne Mountain Complex (USA), Christian Medical Commission, Communication Machinery Corp., Convolve-Multiply-Convolve (Fourier Transform), Convolve-Multiply-Convolve, County Military Commander (UK), Canadian Meteorological Centre
    16) Университет: Center For Marine Conservation
    17) Физиология: Carboxymethylcellulose Sodium
    18) Электроника: Cassette Module Controller, Common Mode Choke
    19) Вычислительная техника: Common Mail Calls, Computer Machinery Company, computer mediated communications, Complement Carry Flag (Assembler), Common Messaging Calls (interface, XAPIA), Computer Mediated Communications (studies centre, organization, USA), Computer Mediated Conferencing, связь с использованием компьютеров
    20) Нефть: carboxymethylcellulose, critical micelle concentration, Руководящий комитет по сертификации (в Международной электротехнической комиссии, Certification Management Commettee), карбоксиметилцеллюлоза (carboxymethyl cellulose)
    21) Иммунология: Critical Micellar Concentration
    24) Воздухоплавание: Command Module Computer
    25) Парфюмерия: кмц
    30) Бурение: КМЦ (carboxymethyl cellulose)
    31) Глоссарий компании Сахалин Энерджи: КУП (Contractor Management Committee), Комитет управления подрядчика (Contractor Management Committee)
    33) Сетевые технологии: Common Mail Call, communication channel, computer mediated Communication, канал связи, набор стандартных вызовов электронной почты, общий вызов с использованием сообщения, протокол общей управляющей информации, связь с использованием компьютеров СМ1Р общий протокол передачи управляющей информации
    34) Полимеры: carboxymethyl cellulose
    35) Программирование: Complement Carry Flag
    36) Сахалин Р: Contractor Management Committee
    37) Безопасность: Certificate Management protocol using CMS
    38) Интернет: компьютерно-опосредованная коммуникация (Computer-Mediated Communication( http://ifets.ieee.org/russian/depository/v6_i2/pdf/s4.pdf))
    39) Расширение файла: Common Messaging Calls, Computer-Mediated Communication (Internet)
    42) Электротехника: contact-making clock
    44) Чат: Cash More Cash
    45) NYSE. Commercial Metals Company
    46) Федеральное бюро расследований: Communist Pro Chinese

    Универсальный англо-русский словарь > CMC

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