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1 further
further [ˈfɜ:ðər]1. adverba. = fartherb. ( = more) plus• to study/examine an issue further approfondir l'étude/l'examen d'une question2. adjective• please send me further details of... (in letter) veuillez m'envoyer de plus amples renseignements concernant...[+ one's interests, a cause] servir4. compounds* * *['fɜːðə(r)] 1.1) ( a greater distance) (also farther) lit, fig plus loinfurther back/forward — plus en arrière/en avant
further away ou off — plus loin
3) ( to a greater extent)4) ( furthermore) de plus, en outre2.1) ( additional)further details can be obtained by writing to the manager — pour plus de renseignements, adressez-vous à la direction
2) ( more distant) (also farther) autre3.transitive verb augmenter [chances]; faire avancer [career, plan]; servir [cause]4.further to prepositional phrase sout suite à -
2 further
I 1. ['fɜːðə(r)]1) (to or at a greater distance) (anche farther) più lontanoI can't go any further — non posso più andare avanti, oltre
further back, forward — più indietro, avanti
further away o off più lontano, più in là; further on ancora più lontano, in là; I'll go so far but no further fig. più in là di così non vado; we're further forward than we thought fig. siamo più avanti di quanto pensassimo; nothing could be further from the truth — niente potrebbe essere più lontano dalla verità
2) (in time)3) (to a greater extent) ulteriormente4) (furthermore) inoltre, in più5) further to form. facendo seguito a2.1) (additional)a further 10%, 50 people — un altro 10%, altre 50 persone
to have no further use for sth. — non avere più bisogno di qcs.
without further delay — senza ulteriori ritardi, senza indugio
2) (more distant) (anche farther)II ['fɜːðə(r)]* * *['fə:ðə] 1. adverb((sometimes farther) at or to a great distance or degree: I cannot go any further.) più lontano, oltre2. adverb, adjective(more; in addition: I cannot explain further; There is no further news.) oltre, ulteriore3. verb(to help (something) to proceed or go forward quickly: He furthered our plans.) agevolare, favorire- furthest* * *I 1. ['fɜːðə(r)]1) (to or at a greater distance) (anche farther) più lontanoI can't go any further — non posso più andare avanti, oltre
further back, forward — più indietro, avanti
further away o off più lontano, più in là; further on ancora più lontano, in là; I'll go so far but no further fig. più in là di così non vado; we're further forward than we thought fig. siamo più avanti di quanto pensassimo; nothing could be further from the truth — niente potrebbe essere più lontano dalla verità
2) (in time)3) (to a greater extent) ulteriormente4) (furthermore) inoltre, in più5) further to form. facendo seguito a2.1) (additional)a further 10%, 50 people — un altro 10%, altre 50 persone
to have no further use for sth. — non avere più bisogno di qcs.
without further delay — senza ulteriori ritardi, senza indugio
2) (more distant) (anche farther)II ['fɜːðə(r)] -
3 further
1 ( to or at a greater physical distance) ( also farther) plus loin ; I can't go any further je ne peux pas aller plus loin ; John walked further than me John a marché plus loin que moi ; how much further is it? c'est encore loin? ; how much further have they got to go? est-ce qu'ils vont encore loin? ; to get further and further away s'éloigner de plus en plus ; further north plus (loin) au nord ; further back/forward plus en arrière/en avant ; further away ou off plus loin, plus éloigné ; further on encore plus loin ; to move further back reculer encore ;2 fig ( at or to a more advanced point) ( also farther) I'll go so far but no further j'irai jusque là mais pas plus loin ; the government went even further le gouvernement est allé encore plus loin ; she didn't get any further with him than I did elle n'est arrivée à rien de plus avec lui que moi ; we're further forward than we thought on est plus avancé qu'on ne le pensait ; all that work and we're no further forward tout ce travail ne nous a pas avancés du tout ; nothing could be further from the truth/from my mind rien n'est plus loin or éloigné de la vérité/de mes pensées ;3 ( to or at a greater distance in time) ( also farther) further back than 1964 avant 1964 ; a year further on un an plus tard ; we must look further ahead nous devons regarder plus vers l'avenir ; I haven't read further than page twenty je n'ai pas lu au-delà de la page vingt ;4 (to a greater extent, even more) prices fell/increased (even) further les prix ont baissé/ont augmenté encore plus ; his refusal to co-operate angered them further son refus de coopérer les a agacés encore plus ; we will enquire further into the matter nous nous renseignerons davantage sur la question ; I won't delay you any further je ne vous retarderai pas davantage ; they didn't question him any further ils ne l'ont pas questionné davantage or plus avant ;5 (in addition, furthermore) de plus, en outre ; the company further agrees to… en outre, l'entreprise accepte de… ; she further argued that de plus, elle a affirmé que ; further, I must say that de plus or en outre, je dois dire que.1 ( additional) a further 10%/500 people encore 10%/500 personnes, 10%/500 personnes de plus ; further reforms/changes/increases/questions d'autres réformes/changements/augmentations/questions ; there have been further allegations that il y a eu de nouvelles allégations selon lesquelles ; further research des recherches plus approfondies ; further details can be obtained by writing to the manager pour plus de renseignements, adressez-vous à la direction ; to have no further use for sth ne plus avoir besoin de qch ; without further delay sans plus attendre ; there's nothing further to discuss il n'y a rien d'autre à discuter ; is there anything further? c'est tout? ; -
4 of
prepositiona friend of mine/the vicar's — ein Freund von mir/des Pfarrers
it's no business of theirs — es geht sie nichts an
where's that pencil of mine? — wo ist mein Bleistift?
2) (indicating starting point) vonwithin a mile of the centre — nicht weiter als eine Meile vom Zentrum entfernt
3) (indicating origin, cause)it was clever of you to do that — es war klug von dir, das zu tun
4) (indicating material) ausbe made of... — aus... [hergestellt] sein
5) (indicating closer definition, identity, or contents)the city of Chicago — die Stadt Chicago
increase of 10 % — Zuwachs/Erhöhung von zehn Prozent
battle of Hastings — Schlacht von od. bei Hastings
your letter of 2 January — Ihr Brief vom 2. Januar
be of value/interest to — von Nutzen/von Interesse od. interessant sein für
the whole of... — der/die/das ganze...
6) (indicating concern, reference)inform somebody of something — jemanden über etwas (Akk.) informieren
well, what of it? — (asked as reply) na und?
7) (indicating objective relation)his love of his father — seine Liebe zu seinem Vater
9) (indicating classification, selection) vonhe of all men — (most unsuitably) ausgerechnet er; (especially) gerade er
of an evening — (coll.) abends
* * *[əv]1) (belonging to: a friend of mine.) von2) (away from (a place etc); after (a given time): within five miles of London; within a year of his death.) von3) (written etc by: the plays of Shakespeare.) von4) (belonging to or forming a group: He is one of my friends.) von5) (showing: a picture of my father.) von6) (made from; consisting of: a dress of silk; a collection of pictures.) aus8) (about: an account of his work.) von9) (containing: a box of chocolates.) mit10) (used to show a cause: She died of hunger.) an11) (used to show a loss or removal: She was robbed of her jewels.) Genitiv12) (used to show the connection between an action and its object: the smoking of a cigarette.) Genitiv13) (used to show character, qualities etc: a man of courage.) mit14) ((American) (of time) a certain number of minutes before (the hour): It's ten minutes of three.) vor* * *of[ɒv, əv, AM ɑ:v, əv]people \of this island Menschen von dieser Inselthe language \of this country die Sprache dieses Landesthe cause \of the disease die Krankheitsursachethe colour \of her hair ihre Haarfarbethe government \of India die indische Regierunga friend \of mine ein Freund von mirsmoking is the worst habit \of mine Rauchen ist meine schlimmste Angewohnheitthis revolting dog \of hers ihr widerlicher Hundthe smell \of roses Rosenduft man admirer \of Picasso ein Bewunderer Picassosfive \of her seven kids are boys fünf ihrer sieben Kinder sind Jungenthere were ten \of us on the trip wir waren auf der Reise zu zehntnine \of the children came to the show neun Kinder kamen zur Vorstellungcan you please give me more \of the beans? könntest du mir noch etwas von den Bohnen geben?I don't want to hear any more \of that! ich will nichts mehr davon hören!he's the best-looking \of the three brothers er sieht von den drei Brüdern am besten ausa third \of the people ein Drittel der Leutethe whole \of the garden der ganze Gartenthe best \of friends die besten Freundethe days \of the week die Wochentageall \of us wir alleall \of us were tired wir waren alle müde\of all von allenbest \of all, I liked the green one am besten gefiel mir der grünethat \of all his films is my favourite er gefällt mir von allen seinen Filmen am bestenboth \of us wir beidemost \of them die meisten von ihnenone \of the cleverest eine(r) der Schlauestenhe's one \of the smartest \of the smart er ist einer der Klügsten unter den Klugena bunch \of parsley ein Bund Petersilie nta clove \of garlic eine Knoblauchzehea cup \of tea eine Tasse Teea drop \of rain ein Regentropfenhundreds \of people Hunderte von Menschena kilo \of apples ein Kilo Äpfel nta litre \of water ein Liter Wasser ma lot \of money eine Menge Gelda piece \of cake ein Stück Kuchena pride \of lions ein Rudel Löwen [o Löwenrudel] ntthe sweater is made \of the finest lambswool der Pullover ist aus feinster Schafwollea land \of ice and snow ein Land aus Eis und Schneedresses \of lace and silk Kleider aus Spitze und Seidea house \of stone ein Steinhaus, ein Haus aus Steina book \of short stories ein Buch mit Kurzgeschichtenthat was stupid \of me das war dumm von mirthe massacre \of hundreds \of innocent people das Massaker an Hunderten von Menschenthe destruction \of the rain forest die Zerstörung des Regenwaldsthe anguish \of the murdered child's parents die Qualen der Eltern des ermordeten Kindesthe suffering \of millions das Leiden von Millionento die \of sth an etw dat sterbenhe died \of cancer er starb an Krebs\of one's own free will aus freien Stücken, freiwillig\of oneself von selbstshe would never do such a thing \of herself so etwas würde sie nie von alleine tunthe works \of Shakespeare die Werke Shakespearesshe is \of noble birth sie ist adliger Abstammungwe will notify you \of any further changes wir werden Sie über alle Änderungen informierenhe was accused \of fraud er wurde wegen Betrugs angeklagtI know \of a guy who could fix that for you ich kenne jemanden, der das für dich reparieren kann\of her childhood, we know very little wir wissen nur sehr wenig über ihre Kindheitlet's not speak \of this matter lass uns nicht über die Sache redenspeaking \of sb/sth,... wo [o da] wir gerade von jdm/etw sprechen,...speaking \of time, do you have a watch on? da wir gerade von der Zeit reden, hast du eine Uhr?she's often unsure \of herself sie ist sich ihrer selbst oft nicht sicherI'm really appreciative \of all your help ich bin dir für all deine Hilfe wirklich dankbarhe was worthy \of the medal er hatte die Medaille verdientI am certain \of that ich bin mir dessen sicherthis is not uncharacteristic \of them das ist für sie nichts Ungewöhnlichesto be afraid \of sb/sth vor jdm/etw Angst habento be fond \of swimming gerne schwimmento be jealous \of sb auf jdn eifersüchtig seinto be sick \of sth etw satthaben, von etw dat genug habenthere was no warning \of the danger es gab keine Warnung vor der Gefahrhe has a love \of music er liebt die Musikhe's a doctor \of medicine er ist Doktor der Medizinthe idea \of a just society die Idee einer gerechten Gesellschaftthe memories \of her school years die Erinnerungen an ihre Schuljahrethe pain \of separation der Trennungsschmerzit's a problem \of space das ist ein Raumproblemhis promises \of loyalty seine Treueversprechento be in search \of sb/sth auf der Suche nach jdm/etw seinshe's in search \of a man sie sucht einen Mannthoughts \of revenge Rachegedanken pl▪ what \of sb? was ist mit jdm?and what \of Adrian? was macht eigentlich Adrian?what \of it? was ist schon dabei?, na und?on the point [or verge] \of doing sth kurz davor [o im Begriff] sein, etw zu tunI'm on the point \of telling him off ich werde ihn jetzt gleich rausschmeißenin the back \of the car hinten im Autothe zipper was on the back \of the dress der Reißverschluss war hinten am Kleidon the corner \of the street an der Straßeneckeon the left \of the picture links auf dem Bilda lake north/south \of the city ein See im Norden/Süden der StadtI've never been north \of Edinburgh ich war noch nie nördlich von Edinburghon the top \of his head [oben] auf seinem Kopfa rise \of 2% in inflation ein Inflationsanstieg von 2 Prozentthe stocks experienced an average rise \of 5% die Aktien sind im Durchschnitt um 5 % gestiegenat the age \of six im Alter von sechs Jahrenhe's a man \of about 50 er ist um die 50 Jahre altI hate this kind \of party ich hasse diese Art von Partythe city \of Prague die Stadt Pragshe has the face \of an angel sie hat ein Gesicht wie ein Engelthe grace \of a dancer die Anmut einer Tänzerinthe love \of a good woman die Liebe einer guten Fraushe gave a scream \of terror sie stieß einen Schrei des Entsetzens ausa man \of honour ein Mann von Ehrea moment \of silence ein Moment m der StilleI want a few minutes \of quiet! ich will ein paar Minuten Ruhe!a subject \of very little interest ein sehr wenig beachtetes Themaa woman \of great charm and beauty eine Frau von großer Wärme und Schönheitwe live within a mile \of the city centre wir wohnen eine Meile vom Stadtzentrum entferntshe came within two seconds \of beating the world record sie hat den Weltrekord nur um zwei Sekunden verfehltI got married back in June \of 1957 ich habe im Juni 1957 geheiratetthe eleventh \of March der elfte Märzthe first \of the month der erste [Tag] des Monatsthe most memorable events \of the past decade die wichtigsten Ereignisse des letzten Jahrzehntsthey were robbed \of all their savings ihnen wurden alle Ersparnisse geraubtI've him \of that nasty little habit ich habe ihm diese dumme Angewohnheit abgewöhnthis mother had deprived him \of love seine Mutter hat ihm ihre Liebe vorenthaltento get rid \of sb jdn loswerdenthe room was devoid \of all furnishings der Raum war ganz ohne Möbelthis complete idiot \of a man dieser Vollidiotthe month \of June der Monat Junithe name \of Brown der Name Brownshe died \of a Sunday morning sie starb an einem SonntagmorgenI like to relax with my favourite book \of an evening ich entspanne mich abends gerne mit meinem Lieblingsbuch\of late in letzter Zeitit's quarter \of five es ist viertel vor fünf [o BRD drei viertel fünf26.▶ \of all geradeJane, \of all people, is the last one I'd expect to see at the club gerade Jane ist die letzte, die ich in dem Klub erwartet hätteI can't understand why you live in Ireland, \of all places ich kann nicht verstehen, warum du ausgerechnet in Irland lebsttoday \of all days ausgerechnet heute▶ \of all the cheek [or nerve] das ist doch die Höhe!▶ to be \of sth:she is \of the opinion that doctors are only out to experiment sie glaubt, Ärzte möchten nur herumexperimentierenthis work is \of great interest and value diese Arbeit ist sehr wichtig und wertvoll* * *[ɒv, əv]prep1) (indicating possession or relation) von (+dat), use of genthe wife of the doctor — die Frau des Arztes, die Frau vom Arzt
a friend of ours — ein Freund/eine Freundin von uns
a painting of the Queen — ein Gemälde nt der or von der Königin
the first of the month — der Erste (des Monats), der Monatserste
that damn dog of theirs (inf) — ihr verdammter Hund (inf)
it is very kind of you —
it was nasty of him to say that — es war gemein von ihm, das zu sagen
2)(indicating separation in space or time)
south of Paris — südlich von Paris3)he died of poison/cancer — er starb an Gift/Krebshe died of hunger — er verhungerte, er starb hungers
4)he was cured of the illness — er wurde von der Krankheit geheilt5) (indicating material) ausdress made of wool — Wollkleid nt, Kleid nt aus Wolle
6)(indicating quality, identity etc)
house of ten rooms — Haus nt mit zehn Zimmernman of courage — mutiger Mensch, Mensch m mit Mut
girl of ten — zehnjähriges Mädchen, Mädchen nt von zehn Jahren
7)fear of God — Gottesfurcht fhe is a leader of men —
8)(subjective genitive)
love of God for man — Liebe Gottes zu den Menschen9)(partitive genitive)
the whole of the house — das ganze Hausthere were six of us — wir waren zu sechst, wir waren sechs
he asked the six of us to lunch — er lud uns sechs zum Mittagessen ein
the bravest of the brave —
he drank of the wine (liter) — er trank von dem Weine (liter)
10)(= concerning)
what do you think of him? — was halten Sie von ihm?= by)
forsaken of men — von allen verlassen12)he's become very quiet of late — er ist letztlich or seit Neuestem so ruhig geworden* * *of [ɒv; əv; US əv; ɑv] präp1. allg vonthe tail of the dog der Schwanz des Hundes;the tail of a dog der oder ein Hundeschwanz;the folly of his action die Dummheit seiner Handlung3. Ort: bei:4. Entfernung, Trennung, Befreiung:a) von:south of London südlich von London;within ten miles of London im Umkreis von 10 Meilen um London;cure (rid) of sth von etwas heilen (befreien)b) (gen) he was robbed of his wallet er wurde seiner Brieftasche beraubt, ihm wurde die Brieftasche geraubtc) um:5. Herkunft: von, aus:of good family aus einer guten Familie;Mr X of London Mr. X aus Londona friend of mine ein Freund von mir, einer meiner Freunde;that red nose of his seine rote Nase7. Eigenschaft: von, mit:a man of courage ein mutiger Mann, ein Mann mit Mut;a man of no importance ein unbedeutender Mensch;a fool of a man ein (ausgemachter) Narr8. Stoff: aus, von:a dress of silk ein Kleid aus oder von Seide, ein Seidenkleid;(made) of steel aus Stahl (hergestellt), stählern, Stahl…9. Urheberschaft, Art und Weise: von:of o.s. von selbst, von sich aus;he has a son of his first marriage er hat einen Sohn aus erster Ehe10. Ursache, Grund:a) von, an (dat):die of cancer an Krebs sterbenb) aus:c) vor (dat): → academic.ru/1052/afraid">afraidd) auf (akk):e) über (akk):f) nach:it is true of every case das trifft in jedem Fall zu12. Thema:a) von, über (akk):b) an (akk):13. Apposition, im Deutschen nicht ausgedrückt:a) the city of London die Stadt London;the month of April der Monat Aprilb) Maß:a piece of meat ein Stück Fleisch14. Genitivus obiectivus:a) zu:c) bei:an audience of the king eine Audienz beim König15. Zeit:a) umg an (dat), in (dat):of an evening eines Abends;of late years in den letzten Jahrenb) von:your letter of March 3rd Ihr Schreiben vom 3. März* * *preposition1) (indicating belonging, connection, possession)a friend of mine/the vicar's — ein Freund von mir/des Pfarrers
2) (indicating starting point) von3) (indicating origin, cause)it was clever of you to do that — es war klug von dir, das zu tun
4) (indicating material) ausbe made of... — aus... [hergestellt] sein
5) (indicating closer definition, identity, or contents)increase of 10 % — Zuwachs/Erhöhung von zehn Prozent
battle of Hastings — Schlacht von od. bei Hastings
your letter of 2 January — Ihr Brief vom 2. Januar
be of value/interest to — von Nutzen/von Interesse od. interessant sein für
the whole of... — der/die/das ganze...
6) (indicating concern, reference)inform somebody of something — jemanden über etwas (Akk.) informieren
well, what of it? — (asked as reply) na und?
8) (indicating description, quality, condition)9) (indicating classification, selection) vonhe of all men — (most unsuitably) ausgerechnet er; (especially) gerade er
of an evening — (coll.) abends
* * *prep.aus präp.von präp.vor präp.über präp. -
5 of
people \of this island Menschen von dieser Insel;the language \of this country die Sprache dieses Landes;the employees \of the company die Angestellten des Unternehmens;the cause \of the disease die Krankheitsursache;the colour \of her hair ihre Haarfarbe;the government \of India die indische Regierung;sth \of... etw von... dat;a friend \of mine ein Freund von mir;smoking is the worst habit \of mine Rauchen ist meine schlimmste Angewohnheitthe sleeve \of his coat der Ärmel an seinem Mantel;the days \of the week die Wochentage;five \of her seven kids are boys fünf ihrer sieben Kinder sind Jungen;there were ten \of us on the trip wir waren auf der Reise zu zehnt;nine \of the children came to the show neun Kinder kamen zur Vorstellung;a third \of the people ein Drittel der Leute;most \of them die Meisten;can you please give me more \of the beans? könntest du mir noch etwas von den Bohnen geben?;I don't want to hear any more \of that! ich will nichts mehr davon hören!;a drop \of rain ein Regentropfen;a piece \of cake ein Stück Kuchen;he's the best-looking \of the three brothers er sieht von den drei Brüdern am besten aus;I'm on the point \of telling him off ich werde ihn jetzt gleich rausschmeißen;the best \of sb/ sth der/die/das beste;they were the best \of friends sie waren die besten Freunde;\of all von allen;best \of all, I liked the green one am besten gefiel mir der grüne;that \of all his films, it's my favourite er gefällt mir von allen seinen Filmen am besten;to be one \of the sth eine(r/s) von etw dat sein;she's one \of the cleverest in the class sie ist eine der Schlauesten in der Klasse;to be the sth \of the sth der/die/das etw von etw dat sein;he's one of the smartest \of the smart er ist einer der Klügsten unter den Klugena kilo \of apples ein Kilo Äpfel;a litre \of water ein Liter Wasser;a cup \of tea eine Tasse Tee;she bought a book \of short stories sie kaufte ein Buch mit Kurzgeschichten;they saw a pride \of lions sie sahen ein Rudel Löwen [o Löwenrudel];a bunch \of parsley ein Bund Petersilie;a clove \of garlic eine Knoblauchzehe;both \of us wir beide;all \of us were tired wir waren alle müde;a lot \of money Unmengen an Geldthe sweater is made \of the finest lambswool der Pullover ist aus feinster Schafwolle after na land \of ice and snow ein Land aus Eis und Schnee;dresses \of lace and silk Kleider pl aus Spitze und Seide;house \of stone Steinhaus nt;the smell \of roses filled the air der Rosenduft lag in der Luft;a moment \of silence ein Moment der Stille;I want a few minutes \of quiet! ich will ein paar Minuten Ruhe!there's a chapter on the use \of herbs es gibt ein Kapitel über die Verwendung von Kräutern;the massacre \of hundreds of innocent people das Massaker an Hunderten von Menschen;the destruction \of the rain forest die Zerstörung des Regenwalds;the payment \of his debts die Rückzahlung seiner Schulden;an admirer \of Dickens ein Bewunderer von Dickens;in search \of sb/ sth auf der Suche nach jdm/etw;she's in search \of a man sie sucht einen Mann after adjthat was stupid \of me das war dumm von mirI know \of a guy who could fix that for you ich kenne jemanden, der das für dich reparieren kann;let's not speak \of this matter lass uns nicht über die Sache reden;\of her childhood, we know very little wir wissen nur sehr wenig über ihre Kindheit;speaking \of time, do you have a watch on? da wir gerade von der Zeit reden, hast du eine Uhr?;he was accused \of fraud er wurde wegen Betrugs angeklagt;we will notify you \of any further changes wir werden Sie über alle Änderungen informieren after adjshe's afraid \of dogs sie hat Angst vor Hunden;he became jealous \of all of her friends er wurde auf alle ihre Freunde eifersüchtig;she's often unsure \of herself sie ist sich ihrer selbst oft nicht sicher;to be fond \of swimming gerne schwimmen;I'm really appreciative \of all your help ich bin dir für all deine Hilfe wirklich dankbar;he was worthy of the medal er hatte die Medaille verdient;I am certain \of that ich bin mir dessen sicher;this is not uncharacteristic \of them das ist für sie nichts ungewöhnliches;to be sick \of sth etw satthaben, von etw dat genug haben;I'm sick \of his excuses seine Entschuldigungen hängen mir zum Hals raus after nthere was no warning \of the danger es gab keine Warnung vor der Gefahr;a problem \of space ein Raumproblem nt;the idea \of a just society die Idee einer gerechten Gesellschaft;pain \of separation Trennungsschmerz m;thoughts \of revenge Rachegedanken mpl;his promises \of loyalty seine Treueversprechen;the memories \of her school years die Erinnerungen an ihre Schuljahre;he has a love \of music er liebt die Musik;what \of sb? was ist mit jdm?;and what \of Adrian? was macht eigentlich Adrian?;what \of it? was ist dabei?, ja und?I've never been north \of Edinburgh ich war noch nie nördlich von Edinburgh;a lake south \of the city ein See im Süden der Stadt;on the top \of his head [oben] auf seinem Kopf;on the corner \of the street an der Straßenecke;in the back \of the car hinten im Auto;the zipper was on the back \of the dress der Reißverschluss war hinten am Kleid;on the left \of the picture links auf dem Bilda rise \of 2% in inflation ein Inflationsanstieg von 2 Prozent;the stocks experienced an average rise \of 5% die Aktien sind im Durchschnitt um 5% gestiegenat the age \of six im Alter von sechs Jahren;he's a man \of about 50 er ist um die 50 Jahre altthe city \of Prague die Stadt Prag;I hate this kind \of party ich hasse diese Art von Party11) ( typical of)the love \of a good woman die Liebe einer guten Frau;she moves with the grace \of a dancer sie bewegt sich mit der Anmut einer Tänzerin;she has the face \of an angel sie hat ein Gesicht wie ein Engela subject \of very little interest ein sehr wenig beachtetes Thema;she gave a scream \of terror sie stieß einen Schrei des Entsetzens aus;a woman \of great charm and beauty eine Frau von großer Wärme und Schönheit;a man \of honour ein Mann von Ehrethe suffering \of millions das Leiden von Millionen;the anguish \of the murdered child's parents die Qualen der Eltern des ermordeten Kindesto die \of sth an etw dat sterben;he died \of cancer er starb an Krebs;\of one's own free will aus freien Stücken, freiwillig;\of oneself von selbst;she would never do such a thing \of herself so etwas würde sie nie von alleine tunwe live within a mile \of the city centre wir wohnen eine Meile vom Stadtzentrum entfernt;she came within two seconds \of beating the world record sie hat den Weltrekord nur um zwei Sekunden verfehltthe eleventh \of March der elfte März;the first \of the month der erste [Tag] des Monats;I got married back in June \of 1957 ich habe im Juni 1957 geheiratet;the most memorable events \of the past decade die wichtigsten Ereignisse des letzten Jahrzehntsthey were robbed \of all their savings ihnen wurden alle Ersparnisse geraubt;I've him \of that nasty little habit ich habe ihm diese dumme Angewohnheit abgewöhnt;his mother had deprived him \of love seine Mutter hat ihm ihre Liebe vorenthalten;to get rid \of sb jdn loswerden after adja room devoid \of all furnishings ein Raum ganz ohne Möbel;free \of charge kostenlosthis complete idiot \of a man dieser Vollidiotshe died \of a Sunday morning sie starb an einem Sonntagmorgen ( fam);I like to relax with my favourite book \of an evening ich erhole mich abends gerne mit meinem Lieblingsbuchit's quarter \of five es ist viertel vor fünf [o dreiviertelfünf];PHRASES:\of all the cheek [or nerve] das ist doch die Höhe!;\of all sth gerade;Jane, \of all people, is the last one I'd expect to see at the club gerade Jane ist die letzte, die ich in dem Club erwartet hätte;to be \of sth ( possess) etw besitzen;she is \of the opinion that doctors are only out to experiment sie glaubt, Ärzte möchten nur herumexperimentieren;( give rise to)this work is \of great interest and value diese Arbeit ist sehr wichtig und wertvoll -
6 modular data center
модульный центр обработки данных (ЦОД)
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[Интент]Параллельные тексты EN-RU
[ http://dcnt.ru/?p=9299#more-9299]
Data Centers are a hot topic these days. No matter where you look, this once obscure aspect of infrastructure is getting a lot of attention. For years, there have been cost pressures on IT operations and this, when the need for modern capacity is greater than ever, has thrust data centers into the spotlight. Server and rack density continues to rise, placing DC professionals and businesses in tighter and tougher situations while they struggle to manage their IT environments. And now hyper-scale cloud infrastructure is taking traditional technologies to limits never explored before and focusing the imagination of the IT industry on new possibilities.
В настоящее время центры обработки данных являются широко обсуждаемой темой. Куда ни посмотришь, этот некогда малоизвестный аспект инфраструктуры привлекает все больше внимания. Годами ИТ-отделы испытывали нехватку средств и это выдвинуло ЦОДы в центр внимания, в то время, когда необходимость в современных ЦОДах стала как никогда высокой. Плотность серверов и стоек продолжают расти, все больше усложняя ситуацию для специалистов в области охлаждения и организаций в их попытках управлять своими ИТ-средами. И теперь гипермасштабируемая облачная инфраструктура подвергает традиционные технологии невиданным ранее нагрузкам, и заставляет ИТ-индустрию искать новые возможности.
At Microsoft, we have focused a lot of thought and research around how to best operate and maintain our global infrastructure and we want to share those learnings. While obviously there are some aspects that we keep to ourselves, we have shared how we operate facilities daily, our technologies and methodologies, and, most importantly, how we monitor and manage our facilities. Whether it’s speaking at industry events, inviting customers to our “Microsoft data center conferences” held in our data centers, or through other media like blogging and white papers, we believe sharing best practices is paramount and will drive the industry forward. So in that vein, we have some interesting news to share.
В компании MicroSoft уделяют большое внимание изучению наилучших методов эксплуатации и технического обслуживания своей глобальной инфраструктуры и делятся результатами своих исследований. И хотя мы, конечно, не раскрываем некоторые аспекты своих исследований, мы делимся повседневным опытом эксплуатации дата-центров, своими технологиями и методологиями и, что важнее всего, методами контроля и управления своими объектами. Будь то доклады на отраслевых событиях, приглашение клиентов на наши конференции, которые посвящены центрам обработки данных MicroSoft, и проводятся в этих самых дата-центрах, или использование других средств, например, блоги и спецификации, мы уверены, что обмен передовым опытом имеет первостепенное значение и будет продвигать отрасль вперед.
Today we are sharing our Generation 4 Modular Data Center plan. This is our vision and will be the foundation of our cloud data center infrastructure in the next five years. We believe it is one of the most revolutionary changes to happen to data centers in the last 30 years. Joining me, in writing this blog are Daniel Costello, my director of Data Center Research and Engineering and Christian Belady, principal power and cooling architect. I feel their voices will add significant value to driving understanding around the many benefits included in this new design paradigm.
Сейчас мы хотим поделиться своим планом модульного дата-центра четвертого поколения. Это наше видение и оно будет основанием для инфраструктуры наших облачных дата-центров в ближайшие пять лет. Мы считаем, что это одно из самых революционных изменений в дата-центрах за последние 30 лет. Вместе со мной в написании этого блога участвовали Дэниел Костелло, директор по исследованиям и инжинирингу дата-центров, и Кристиан Белади, главный архитектор систем энергоснабжения и охлаждения. Мне кажется, что их авторитет придаст больше веса большому количеству преимуществ, включенных в эту новую парадигму проектирования.
Our “Gen 4” modular data centers will take the flexibility of containerized servers—like those in our Chicago data center—and apply it across the entire facility. So what do we mean by modular? Think of it like “building blocks”, where the data center will be composed of modular units of prefabricated mechanical, electrical, security components, etc., in addition to containerized servers.
Was there a key driver for the Generation 4 Data Center?Наши модульные дата-центры “Gen 4” будут гибкими с контейнерами серверов – как серверы в нашем чикагском дата-центре. И гибкость будет применяться ко всему ЦОД. Итак, что мы подразумеваем под модульностью? Мы думаем о ней как о “строительных блоках”, где дата-центр будет состоять из модульных блоков изготовленных в заводских условиях электрических систем и систем охлаждения, а также систем безопасности и т.п., в дополнение к контейнеризованным серверам.
Был ли ключевой стимул для разработки дата-центра четвертого поколения?
If we were to summarize the promise of our Gen 4 design into a single sentence it would be something like this: “A highly modular, scalable, efficient, just-in-time data center capacity program that can be delivered anywhere in the world very quickly and cheaply, while allowing for continued growth as required.” Sounds too good to be true, doesn’t it? Well, keep in mind that these concepts have been in initial development and prototyping for over a year and are based on cumulative knowledge of previous facility generations and the advances we have made since we began our investments in earnest on this new design.Если бы нам нужно было обобщить достоинства нашего проекта Gen 4 в одном предложении, это выглядело бы следующим образом: “Центр обработки данных с высоким уровнем модульности, расширяемости, и энергетической эффективности, а также возможностью постоянного расширения, в случае необходимости, который можно очень быстро и дешево развертывать в любом месте мира”. Звучит слишком хорошо для того чтобы быть правдой, не так ли? Ну, не забывайте, что эти концепции находились в процессе начальной разработки и создания опытного образца в течение более одного года и основываются на опыте, накопленном в ходе развития предыдущих поколений ЦОД, а также успехах, сделанных нами со времени, когда мы начали вкладывать серьезные средства в этот новый проект.
One of the biggest challenges we’ve had at Microsoft is something Mike likes to call the ‘Goldilock’s Problem’. In a nutshell, the problem can be stated as:
The worst thing we can do in delivering facilities for the business is not have enough capacity online, thus limiting the growth of our products and services.Одну из самых больших проблем, с которыми приходилось сталкиваться Майкрософт, Майк любит называть ‘Проблемой Лютика’. Вкратце, эту проблему можно выразить следующим образом:
Самое худшее, что может быть при строительстве ЦОД для бизнеса, это не располагать достаточными производственными мощностями, и тем самым ограничивать рост наших продуктов и сервисов.The second worst thing we can do in delivering facilities for the business is to have too much capacity online.
А вторым самым худшим моментом в этой сфере может слишком большое количество производственных мощностей.
This has led to a focus on smart, intelligent growth for the business — refining our overall demand picture. It can’t be too hot. It can’t be too cold. It has to be ‘Just Right!’ The capital dollars of investment are too large to make without long term planning. As we struggled to master these interesting challenges, we had to ensure that our technological plan also included solutions for the business and operational challenges we faced as well.
So let’s take a high level look at our Generation 4 designЭто заставило нас сосредоточиваться на интеллектуальном росте для бизнеса — refining our overall demand picture. Это не должно быть слишком горячим. И это не должно быть слишком холодным. Это должно быть ‘как раз, таким как надо!’ Нельзя делать такие большие капиталовложения без долгосрочного планирования. Пока мы старались решить эти интересные проблемы, мы должны были гарантировать, что наш технологический план будет также включать решения для коммерческих и эксплуатационных проблем, с которыми нам также приходилось сталкиваться.
Давайте рассмотрим наш проект дата-центра четвертого поколенияAre you ready for some great visuals? Check out this video at Soapbox. Click here for the Microsoft 4th Gen Video.
It’s a concept video that came out of my Data Center Research and Engineering team, under Daniel Costello, that will give you a view into what we think is the future.
From a configuration, construct-ability and time to market perspective, our primary goals and objectives are to modularize the whole data center. Not just the server side (like the Chicago facility), but the mechanical and electrical space as well. This means using the same kind of parts in pre-manufactured modules, the ability to use containers, skids, or rack-based deployments and the ability to tailor the Redundancy and Reliability requirements to the application at a very specific level.
Посмотрите это видео, перейдите по ссылке для просмотра видео о Microsoft 4th Gen:
Это концептуальное видео, созданное командой отдела Data Center Research and Engineering, возглавляемого Дэниелом Костелло, которое даст вам наше представление о будущем.
С точки зрения конфигурации, строительной технологичности и времени вывода на рынок, нашими главными целями и задачами агрегатирование всего дата-центра. Не только серверную часть, как дата-центр в Чикаго, но также системы охлаждения и электрические системы. Это означает применение деталей одного типа в сборных модулях, возможность использования контейнеров, салазок, или стоечных систем, а также возможность подстраивать требования избыточности и надежности для данного приложения на очень специфичном уровне.Our goals from a cost perspective were simple in concept but tough to deliver. First and foremost, we had to reduce the capital cost per critical Mega Watt by the class of use. Some applications can run with N-level redundancy in the infrastructure, others require a little more infrastructure for support. These different classes of infrastructure requirements meant that optimizing for all cost classes was paramount. At Microsoft, we are not a one trick pony and have many Online products and services (240+) that require different levels of operational support. We understand that and ensured that we addressed it in our design which will allow us to reduce capital costs by 20%-40% or greater depending upon class.
Нашими целями в области затрат были концептуально простыми, но трудно реализуемыми. В первую очередь мы должны были снизить капитальные затраты в пересчете на один мегаватт, в зависимости от класса резервирования. Некоторые приложения могут вполне работать на базе инфраструктуры с резервированием на уровне N, то есть без резервирования, а для работы других приложений требуется больше инфраструктуры. Эти разные классы требований инфраструктуры подразумевали, что оптимизация всех классов затрат имеет преобладающее значение. В Майкрософт мы не ограничиваемся одним решением и располагаем большим количеством интерактивных продуктов и сервисов (240+), которым требуются разные уровни эксплуатационной поддержки. Мы понимаем это, и учитываем это в своем проекте, который позволит нам сокращать капитальные затраты на 20%-40% или более в зависимости от класса.For example, non-critical or geo redundant applications have low hardware reliability requirements on a location basis. As a result, Gen 4 can be configured to provide stripped down, low-cost infrastructure with little or no redundancy and/or temperature control. Let’s say an Online service team decides that due to the dramatically lower cost, they will simply use uncontrolled outside air with temperatures ranging 10-35 C and 20-80% RH. The reality is we are already spec-ing this for all of our servers today and working with server vendors to broaden that range even further as Gen 4 becomes a reality. For this class of infrastructure, we eliminate generators, chillers, UPSs, and possibly lower costs relative to traditional infrastructure.
Например, некритичные или гео-избыточные системы имеют низкие требования к аппаратной надежности на основе местоположения. В результате этого, Gen 4 можно конфигурировать для упрощенной, недорогой инфраструктуры с низким уровнем (или вообще без резервирования) резервирования и / или температурного контроля. Скажем, команда интерактивного сервиса решает, что, в связи с намного меньшими затратами, они будут просто использовать некондиционированный наружный воздух с температурой 10-35°C и влажностью 20-80% RH. В реальности мы уже сегодня предъявляем эти требования к своим серверам и работаем с поставщиками серверов над еще большим расширением диапазона температур, так как наш модуль и подход Gen 4 становится реальностью. Для подобного класса инфраструктуры мы удаляем генераторы, чиллеры, ИБП, и, возможно, будем предлагать более низкие затраты, по сравнению с традиционной инфраструктурой.
Applications that demand higher level of redundancy or temperature control will use configurations of Gen 4 to meet those needs, however, they will also cost more (but still less than traditional data centers). We see this cost difference driving engineering behavioral change in that we predict more applications will drive towards Geo redundancy to lower costs.
Системы, которым требуется более высокий уровень резервирования или температурного контроля, будут использовать конфигурации Gen 4, отвечающие этим требованиям, однако, они будут также стоить больше. Но все равно они будут стоить меньше, чем традиционные дата-центры. Мы предвидим, что эти различия в затратах будут вызывать изменения в методах инжиниринга, и по нашим прогнозам, это будет выражаться в переходе все большего числа систем на гео-избыточность и меньшие затраты.
Another cool thing about Gen 4 is that it allows us to deploy capacity when our demand dictates it. Once finalized, we will no longer need to make large upfront investments. Imagine driving capital costs more closely in-line with actual demand, thus greatly reducing time-to-market and adding the capacity Online inherent in the design. Also reduced is the amount of construction labor required to put these “building blocks” together. Since the entire platform requires pre-manufacture of its core components, on-site construction costs are lowered. This allows us to maximize our return on invested capital.
Еще одно достоинство Gen 4 состоит в том, что он позволяет нам разворачивать дополнительные мощности, когда нам это необходимо. Как только мы закончим проект, нам больше не нужно будет делать большие начальные капиталовложения. Представьте себе возможность более точного согласования капитальных затрат с реальными требованиями, и тем самым значительного снижения времени вывода на рынок и интерактивного добавления мощностей, предусматриваемого проектом. Также снижен объем строительных работ, требуемых для сборки этих “строительных блоков”. Поскольку вся платформа требует предварительного изготовления ее базовых компонентов, затраты на сборку также снижены. Это позволит нам увеличить до максимума окупаемость своих капиталовложений.
Мы все подвергаем сомнениюIn our design process, we questioned everything. You may notice there is no roof and some might be uncomfortable with this. We explored the need of one and throughout our research we got some surprising (positive) results that showed one wasn’t needed.
В своем процессе проектирования мы все подвергаем сомнению. Вы, наверное, обратили внимание на отсутствие крыши, и некоторым специалистам это могло не понравиться. Мы изучили необходимость в крыше и в ходе своих исследований получили удивительные результаты, которые показали, что крыша не нужна.
Серийное производство дата центров
In short, we are striving to bring Henry Ford’s Model T factory to the data center. http://en.wikipedia.org/wiki/Henry_Ford#Model_T. Gen 4 will move data centers from a custom design and build model to a commoditized manufacturing approach. We intend to have our components built in factories and then assemble them in one location (the data center site) very quickly. Think about how a computer, car or plane is built today. Components are manufactured by different companies all over the world to a predefined spec and then integrated in one location based on demands and feature requirements. And just like Henry Ford’s assembly line drove the cost of building and the time-to-market down dramatically for the automobile industry, we expect Gen 4 to do the same for data centers. Everything will be pre-manufactured and assembled on the pad.Мы хотим применить модель автомобильной фабрики Генри Форда к дата-центру. Проект Gen 4 будет способствовать переходу от модели специализированного проектирования и строительства к товарно-производственному, серийному подходу. Мы намерены изготавливать свои компоненты на заводах, а затем очень быстро собирать их в одном месте, в месте строительства дата-центра. Подумайте о том, как сегодня изготавливается компьютер, автомобиль или самолет. Компоненты изготавливаются по заранее определенным спецификациям разными компаниями во всем мире, затем собираются в одном месте на основе спроса и требуемых характеристик. И точно так же как сборочный конвейер Генри Форда привел к значительному уменьшению затрат на производство и времени вывода на рынок в автомобильной промышленности, мы надеемся, что Gen 4 сделает то же самое для дата-центров. Все будет предварительно изготавливаться и собираться на месте.
Невероятно энергоэффективный ЦОД
And did we mention that this platform will be, overall, incredibly energy efficient? From a total energy perspective not only will we have remarkable PUE values, but the total cost of energy going into the facility will be greatly reduced as well. How much energy goes into making concrete? Will we need as much of it? How much energy goes into the fuel of the construction vehicles? This will also be greatly reduced! A key driver is our goal to achieve an average PUE at or below 1.125 by 2012 across our data centers. More than that, we are on a mission to reduce the overall amount of copper and water used in these facilities. We believe these will be the next areas of industry attention when and if the energy problem is solved. So we are asking today…“how can we build a data center with less building”?А мы упоминали, что эта платформа будет, в общем, невероятно энергоэффективной? С точки зрения общей энергии, мы получим не только поразительные значения PUE, но общая стоимость энергии, затраченной на объект будет также значительно снижена. Сколько энергии идет на производство бетона? Нам нужно будет столько энергии? Сколько энергии идет на питание инженерных строительных машин? Это тоже будет значительно снижено! Главным стимулом является достижение среднего PUE не больше 1.125 для всех наших дата-центров к 2012 году. Более того, у нас есть задача сокращения общего количества меди и воды в дата-центрах. Мы думаем, что эти задачи станут следующей заботой отрасли после того как будет решена энергетическая проблема. Итак, сегодня мы спрашиваем себя…“как можно построить дата-центр с меньшим объемом строительных работ”?
Строительство дата центров без чиллеровWe have talked openly and publicly about building chiller-less data centers and running our facilities using aggressive outside economization. Our sincerest hope is that Gen 4 will completely eliminate the use of water. Today’s data centers use massive amounts of water and we see water as the next scarce resource and have decided to take a proactive stance on making water conservation part of our plan.
Мы открыто и публично говорили о строительстве дата-центров без чиллеров и активном использовании в наших центрах обработки данных технологий свободного охлаждения или фрикулинга. Мы искренне надеемся, что Gen 4 позволит полностью отказаться от использования воды. Современные дата-центры расходуют большие объемы воды и так как мы считаем воду следующим редким ресурсом, мы решили принять упреждающие меры и включить экономию воды в свой план.
By sharing this with the industry, we believe everyone can benefit from our methodology. While this concept and approach may be intimidating (or downright frightening) to some in the industry, disclosure ultimately is better for all of us.
Делясь этим опытом с отраслью, мы считаем, что каждый сможет извлечь выгоду из нашей методологией. Хотя эта концепция и подход могут показаться пугающими (или откровенно страшными) для некоторых отраслевых специалистов, раскрывая свои планы мы, в конечном счете, делаем лучше для всех нас.
Gen 4 design (even more than just containers), could reduce the ‘religious’ debates in our industry. With the central spine infrastructure in place, containers or pre-manufactured server halls can be either AC or DC, air-side economized or water-side economized, or not economized at all (though the sanity of that might be questioned). Gen 4 will allow us to decommission, repair and upgrade quickly because everything is modular. No longer will we be governed by the initial decisions made when constructing the facility. We will have almost unlimited use and re-use of the facility and site. We will also be able to use power in an ultra-fluid fashion moving load from critical to non-critical as use and capacity requirements dictate.
Проект Gen 4 позволит уменьшить ‘религиозные’ споры в нашей отрасли. Располагая базовой инфраструктурой, контейнеры или сборные серверные могут оборудоваться системами переменного или постоянного тока, воздушными или водяными экономайзерами, или вообще не использовать экономайзеры. Хотя можно подвергать сомнению разумность такого решения. Gen 4 позволит нам быстро выполнять работы по выводу из эксплуатации, ремонту и модернизации, поскольку все будет модульным. Мы больше не будем руководствоваться начальными решениями, принятыми во время строительства дата-центра. Мы сможем использовать этот дата-центр и инфраструктуру в течение почти неограниченного периода времени. Мы также сможем применять сверхгибкие методы использования электрической энергии, переводя оборудование в режимы критической или некритической нагрузки в соответствии с требуемой мощностью.
Gen 4 – это стандартная платформаFinally, we believe this is a big game changer. Gen 4 will provide a standard platform that our industry can innovate around. For example, all modules in our Gen 4 will have common interfaces clearly defined by our specs and any vendor that meets these specifications will be able to plug into our infrastructure. Whether you are a computer vendor, UPS vendor, generator vendor, etc., you will be able to plug and play into our infrastructure. This means we can also source anyone, anywhere on the globe to minimize costs and maximize performance. We want to help motivate the industry to further innovate—with innovations from which everyone can reap the benefits.
Наконец, мы уверены, что это будет фактором, который значительно изменит ситуацию. Gen 4 будет представлять собой стандартную платформу, которую отрасль сможет обновлять. Например, все модули в нашем Gen 4 будут иметь общепринятые интерфейсы, четко определяемые нашими спецификациями, и оборудование любого поставщика, которое отвечает этим спецификациям можно будет включать в нашу инфраструктуру. Независимо от того производите вы компьютеры, ИБП, генераторы и т.п., вы сможете включать свое оборудование нашу инфраструктуру. Это означает, что мы также сможем обеспечивать всех, в любом месте земного шара, тем самым сводя до минимума затраты и максимальной увеличивая производительность. Мы хотим создать в отрасли мотивацию для дальнейших инноваций – инноваций, от которых каждый сможет получать выгоду.
Главные характеристики дата-центров четвертого поколения Gen4To summarize, the key characteristics of our Generation 4 data centers are:
Scalable
Plug-and-play spine infrastructure
Factory pre-assembled: Pre-Assembled Containers (PACs) & Pre-Manufactured Buildings (PMBs)
Rapid deployment
De-mountable
Reduce TTM
Reduced construction
Sustainable measuresНиже приведены главные характеристики дата-центров четвертого поколения Gen 4:
Расширяемость;
Готовая к использованию базовая инфраструктура;
Изготовление в заводских условиях: сборные контейнеры (PAC) и сборные здания (PMB);
Быстрота развертывания;
Возможность демонтажа;
Снижение времени вывода на рынок (TTM);
Сокращение сроков строительства;
Экологичность;Map applications to DC Class
We hope you join us on this incredible journey of change and innovation!
Long hours of research and engineering time are invested into this process. There are still some long days and nights ahead, but the vision is clear. Rest assured however, that we as refine Generation 4, the team will soon be looking to Generation 5 (even if it is a bit farther out). There is always room to get better.
Использование систем электропитания постоянного тока.
Мы надеемся, что вы присоединитесь к нам в этом невероятном путешествии по миру изменений и инноваций!
На этот проект уже потрачены долгие часы исследований и проектирования. И еще предстоит потратить много дней и ночей, но мы имеем четкое представление о конечной цели. Однако будьте уверены, что как только мы доведем до конца проект модульного дата-центра четвертого поколения, мы вскоре начнем думать о проекте дата-центра пятого поколения. Всегда есть возможность для улучшений.So if you happen to come across Goldilocks in the forest, and you are curious as to why she is smiling you will know that she feels very good about getting very close to ‘JUST RIGHT’.
Generations of Evolution – some background on our data center designsТак что, если вы встретите в лесу девочку по имени Лютик, и вам станет любопытно, почему она улыбается, вы будете знать, что она очень довольна тем, что очень близко подошла к ‘ОПИМАЛЬНОМУ РЕШЕНИЮ’.
Поколения эволюции – история развития наших дата-центровWe thought you might be interested in understanding what happened in the first three generations of our data center designs. When Ray Ozzie wrote his Software plus Services memo it posed a very interesting challenge to us. The winds of change were at ‘tornado’ proportions. That “plus Services” tag had some significant (and unstated) challenges inherent to it. The first was that Microsoft was going to evolve even further into an operations company. While we had been running large scale Internet services since 1995, this development lead us to an entirely new level. Additionally, these “services” would span across both Internet and Enterprise businesses. To those of you who have to operate “stuff”, you know that these are two very different worlds in operational models and challenges. It also meant that, to achieve the same level of reliability and performance required our infrastructure was going to have to scale globally and in a significant way.
Мы подумали, что может быть вам будет интересно узнать историю первых трех поколений наших центров обработки данных. Когда Рэй Оззи написал свою памятную записку Software plus Services, он поставил перед нами очень интересную задачу. Ветра перемен двигались с ураганной скоростью. Это окончание “plus Services” скрывало в себе какие-то значительные и неопределенные задачи. Первая заключалась в том, что Майкрософт собиралась в еще большей степени стать операционной компанией. Несмотря на то, что мы управляли большими интернет-сервисами, начиная с 1995 г., эта разработка подняла нас на абсолютно новый уровень. Кроме того, эти “сервисы” охватывали интернет-компании и корпорации. Тем, кому приходится всем этим управлять, известно, что есть два очень разных мира в области операционных моделей и задач. Это также означало, что для достижения такого же уровня надежности и производительности требовалось, чтобы наша инфраструктура располагала значительными возможностями расширения в глобальных масштабах.
It was that intense atmosphere of change that we first started re-evaluating data center technology and processes in general and our ideas began to reach farther than what was accepted by the industry at large. This was the era of Generation 1. As we look at where most of the world’s data centers are today (and where our facilities were), it represented all the known learning and design requirements that had been in place since IBM built the first purpose-built computer room. These facilities focused more around uptime, reliability and redundancy. Big infrastructure was held accountable to solve all potential environmental shortfalls. This is where the majority of infrastructure in the industry still is today.
Именно в этой атмосфере серьезных изменений мы впервые начали переоценку ЦОД-технологий и технологий вообще, и наши идеи начали выходить за пределы общепринятых в отрасли представлений. Это была эпоха ЦОД первого поколения. Когда мы узнали, где сегодня располагается большинство мировых дата-центров и где находятся наши предприятия, это представляло весь опыт и навыки проектирования, накопленные со времени, когда IBM построила первую серверную. В этих ЦОД больше внимания уделялось бесперебойной работе, надежности и резервированию. Большая инфраструктура была призвана решать все потенциальные экологические проблемы. Сегодня большая часть инфраструктуры все еще находится на этом этапе своего развития.
We soon realized that traditional data centers were quickly becoming outdated. They were not keeping up with the demands of what was happening technologically and environmentally. That’s when we kicked off our Generation 2 design. Gen 2 facilities started taking into account sustainability, energy efficiency, and really looking at the total cost of energy and operations.
Очень быстро мы поняли, что стандартные дата-центры очень быстро становятся устаревшими. Они не поспевали за темпами изменений технологических и экологических требований. Именно тогда мы стали разрабатывать ЦОД второго поколения. В этих дата-центрах Gen 2 стали принимать во внимание такие факторы как устойчивое развитие, энергетическая эффективность, а также общие энергетические и эксплуатационные.
No longer did we view data centers just for the upfront capital costs, but we took a hard look at the facility over the course of its life. Our Quincy, Washington and San Antonio, Texas facilities are examples of our Gen 2 data centers where we explored and implemented new ways to lessen the impact on the environment. These facilities are considered two leading industry examples, based on their energy efficiency and ability to run and operate at new levels of scale and performance by leveraging clean hydro power (Quincy) and recycled waste water (San Antonio) to cool the facility during peak cooling months.
Мы больше не рассматривали дата-центры только с точки зрения начальных капитальных затрат, а внимательно следили за работой ЦОД на протяжении его срока службы. Наши объекты в Куинси, Вашингтоне, и Сан-Антонио, Техас, являются образцами наших ЦОД второго поколения, в которых мы изучали и применяли на практике новые способы снижения воздействия на окружающую среду. Эти объекты считаются двумя ведущими отраслевыми примерами, исходя из их энергетической эффективности и способности работать на новых уровнях производительности, основанных на использовании чистой энергии воды (Куинси) и рециклирования отработанной воды (Сан-Антонио) для охлаждения объекта в самых жарких месяцах.
As we were delivering our Gen 2 facilities into steel and concrete, our Generation 3 facilities were rapidly driving the evolution of the program. The key concepts for our Gen 3 design are increased modularity and greater concentration around energy efficiency and scale. The Gen 3 facility will be best represented by the Chicago, Illinois facility currently under construction. This facility will seem very foreign compared to the traditional data center concepts most of the industry is comfortable with. In fact, if you ever sit around in our container hanger in Chicago it will look incredibly different from a traditional raised-floor data center. We anticipate this modularization will drive huge efficiencies in terms of cost and operations for our business. We will also introduce significant changes in the environmental systems used to run our facilities. These concepts and processes (where applicable) will help us gain even greater efficiencies in our existing footprint, allowing us to further maximize infrastructure investments.
Так как наши ЦОД второго поколения строились из стали и бетона, наши центры обработки данных третьего поколения начали их быстро вытеснять. Главными концептуальными особенностями ЦОД третьего поколения Gen 3 являются повышенная модульность и большее внимание к энергетической эффективности и масштабированию. Дата-центры третьего поколения лучше всего представлены объектом, который в настоящее время строится в Чикаго, Иллинойс. Этот ЦОД будет выглядеть очень необычно, по сравнению с общепринятыми в отрасли представлениями о дата-центре. Действительно, если вам когда-либо удастся побывать в нашем контейнерном ангаре в Чикаго, он покажется вам совершенно непохожим на обычный дата-центр с фальшполом. Мы предполагаем, что этот модульный подход будет способствовать значительному повышению эффективности нашего бизнеса в отношении затрат и операций. Мы также внесем существенные изменения в климатические системы, используемые в наших ЦОД. Эти концепции и технологии, если применимо, позволят нам добиться еще большей эффективности наших существующих дата-центров, и тем самым еще больше увеличивать капиталовложения в инфраструктуру.
This is definitely a journey, not a destination industry. In fact, our Generation 4 design has been under heavy engineering for viability and cost for over a year. While the demand of our commercial growth required us to make investments as we grew, we treated each step in the learning as a process for further innovation in data centers. The design for our future Gen 4 facilities enabled us to make visionary advances that addressed the challenges of building, running, and operating facilities all in one concerted effort.
Это определенно путешествие, а не конечный пункт назначения. На самом деле, наш проект ЦОД четвертого поколения подвергался серьезным испытаниям на жизнеспособность и затраты на протяжении целого года. Хотя необходимость в коммерческом росте требовала от нас постоянных капиталовложений, мы рассматривали каждый этап своего развития как шаг к будущим инновациям в области дата-центров. Проект наших будущих ЦОД четвертого поколения Gen 4 позволил нам делать фантастические предположения, которые касались задач строительства, управления и эксплуатации объектов как единого упорядоченного процесса.
Тематики
Синонимы
EN
Англо-русский словарь нормативно-технической терминологии > modular data center
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7 notice
'nəutis
1. noun1) (a written or printed statement to announce something publicly: He stuck a notice on the door, saying that he had gone home; They put a notice in the paper announcing the birth of their daughter.) anuncio2) (attention: His skill attracted their notice; I'll bring the problem to his notice as soon as possible.) atención3) (warning given especially before leaving a job or dismissing someone: Her employer gave her a month's notice; The cook gave in her notice; Please give notice of your intentions.) aviso
2. verb(to see, observe, or keep in one's mind: I noticed a book on the table; He noticed her leave the room; Did he say that? I didn't notice.) notar, fijarse en, darse cuenta de- noticeably
- noticed
- notice-board
- at short notice
- take notice of
notice1 n1. letrerothe notice says "No Smoking" en el letrero pone "Prohibido fumar"2. anuncio3. avisothere's a notice in the paper about forest fires hay un aviso en el diario sobre los incendios forestalesnotice2 vb darse cuenta / fijarsedid you notice his tie? ¿te fijaste en su corbata?tr['nəʊtɪs]1 (sign) letrero■ there's a notice which says "No parking' hay un letrero que pone "Prohibido aparcar"2 (announcement) anuncio■ there's a notice in the paper about a lost dog hay un anuncio en el diario acerca de un perro extraviado3 (criticism) crítica, reseña, recensión nombre femenino■ the play got very good notices la obra fue muy bien recibida por la crítica, la obra tenía muy buenas críticas4 (attention) atención nombre femenino■ it has been brought to my notice that... se me ha informado que...5 (warning) aviso■ they gave him a month's notice to quit the flat le dieron un plazo de un mes para abandonar el piso1 notar, fijarse en, darse cuenta de■ don't worry, the stain doesn't notice no te preocupes, la mancha no se ve\SMALLIDIOMATIC EXPRESSION/SMALLto hand in one's notice presentar la dimisiónto take no notice of no hacer caso deuntil further notice hasta nuevo avisowithout notice sin previo avisonotice n1) notification: aviso m, notificación f2) attention: atención fto take notice of: prestar atención an.• advertencia s.f.• anuncio s.m.• aviso s.m.• cartel s.m.• informe s.m.• letrero s.m.• mandado s.m.• nota s.f.• noticia s.f.v.• advertir v.• echar de ver expr.• fijarse en v.• notar v.• observar v.'nəʊtəs, 'nəʊtɪs
I
1) ca) ( written sign) letrero m, aviso mto put up a notice — poner* un letrero or aviso
b) ( item of information) anuncio mthe birth/marriage notices — ( in newspaper) los anuncios or (AmL tb) avisos de nacimientos/matrimonios
c) ( review) reseña f, crítica f2) u ( attention)it has come/been brought to my notice that... — (frml) ha llegado a mi conocimiento que.../se me ha señalado que... (frml)
to take notice (of something/somebody): she took no notice no hizo caso; don't take any notice of him no le hagas caso; take special notice of these instructions preste especial atención a estas instrucciones; this will make them sit up and take notice — esto hará que presten atención
3) ua) ( notification) aviso mI can't drop everything at a moment's notice — no puedo abandonarlo todo así, de un momento a otro
I'll try and get there, but it's rather short notice — (colloq) procuraré ir, pero me avisas con muy poca antelación or anticipación
notice OF something: we require at least two days' notice of any changes — cualquier cambio nos debe ser comunicado con por lo menos dos días de antelación or anticipación
b) ( of termination of employment) preaviso m
II
1.
transitive verb notarto get oneself noticed — hacerse* notar
I couldn't help noticing that... — no pude menos que notar que...
to notice somebody/something + INF/-ing: nobody noticed him put it in his pocket nadie lo vio ponérselo en el bolsillo; I noticed water dripping from the ceiling — noté que caían gotas de agua del techo
2.
via) (realize, observe) darse* cuentab) (BrE) ( show) (colloq) notarse['nǝʊtɪs]1. N1) (=intimation, warning) aviso m•
we require 28 days' notice for delivery — se requieren 28 días para la entrega•
until further notice — hasta nuevo aviso•
to give sb notice to do sth — avisar a algn que haga algo•
notice is hereby given that... — se pone en conocimiento del público que...•
at a moment's notice — en seguida, inmediatamente, luego (Mex), al tiro (Chile)important decisions often have to be taken at a moment's notice — a menudo las decisiones importantes se han de tomar en seguida or inmediatamente
you must be ready to leave at a moment's notice — tienes que estar listo para salir en cuanto te avisen
•
we had no notice of it — no nos habían avisado•
at short notice — con poca antelaciónsorry, I know it's short notice, but... — lo siento, sé que es avisar con poca antelación, pero...
•
to give sb at least a week's notice — avisar a algn por lo menos con una semana de antelaciónI must have at least a week's notice if you want to... — me tienes que avisar con una semana de antelación si quieres...
•
without previous notice — sin previo aviso2) (=order to leave job etc) (by employer) despido m ; (by employee) dimisión f, renuncia f ; (=period) preaviso m•
to get one's notice — ser despedido•
to give sb notice — despedir a algn•
to hand in one's notice — dimitir, renunciar•
a week's wages in lieu of notice — el salario de una semana en lugar del plazo or de preaviso•
to be under notice — estar despedido•
to dismiss sb without notice — despedir a algn sin preaviso3) (=announcement) (in press) anuncio m, nota f ; [of meeting] convocatoria f, llamada f ; (=sign) letrero m ; (=poster) cartel mbirth/marriage notice — anuncio m de nacimiento/matrimonio
death notice — nota f necrológica, esquela f
to give out a notice — anunciar algo, comunicar algo
the notice says "keep out" — el letrero dice "prohibida la entrada"
4) (=review) [of play, opera etc] reseña f, crítica f5) (=attention) atención f•
to attract sb's notice — atraer or llamar la atención de algn•
to bring a matter to sb's notice — llamar la atención de algn sobre un asunto•
it has come to my notice that... — ha llegado a mi conocimiento que...•
to escape notice — pasar inadvertido•
to take notice of sb — hacer caso a algnto take no notice of sth/sb — no hacer caso de algo/a algn, ignorar algo/a algn (esp LAm)
take no notice! — ¡no hagas caso!
a fat lot of notice he takes of me! * — ¡maldito el caso que me hace! *
to sit up and take notice — (fig) aguzar el oído
6) (=interest) interés m2.VT (=perceive) fijarse en, notar; (=realize) darse cuenta de; (=recognize) reconocerdid you notice the bloodstain on the wall? — ¿te fijaste en or te diste cuenta de or notaste la mancha de sangre que había en la pared?
have you ever noticed how slowly time passes when you're flying? — ¿te has fijado en or te has dado cuenta de lo lento que pasa el tiempo cuando vas en avión?
3.VI fijarse, darse cuentadon't worry about the mark, he won't notice — no te preocupes por la mancha, no se fijará or no se dará cuenta
yes, so I've noticed! — iro ¡sí, ya me he dado cuenta or ya lo he notado!
4.CPDnotice board N — (esp Brit) tablón m de anuncios
* * *['nəʊtəs, 'nəʊtɪs]
I
1) ca) ( written sign) letrero m, aviso mto put up a notice — poner* un letrero or aviso
b) ( item of information) anuncio mthe birth/marriage notices — ( in newspaper) los anuncios or (AmL tb) avisos de nacimientos/matrimonios
c) ( review) reseña f, crítica f2) u ( attention)it has come/been brought to my notice that... — (frml) ha llegado a mi conocimiento que.../se me ha señalado que... (frml)
to take notice (of something/somebody): she took no notice no hizo caso; don't take any notice of him no le hagas caso; take special notice of these instructions preste especial atención a estas instrucciones; this will make them sit up and take notice — esto hará que presten atención
3) ua) ( notification) aviso mI can't drop everything at a moment's notice — no puedo abandonarlo todo así, de un momento a otro
I'll try and get there, but it's rather short notice — (colloq) procuraré ir, pero me avisas con muy poca antelación or anticipación
notice OF something: we require at least two days' notice of any changes — cualquier cambio nos debe ser comunicado con por lo menos dos días de antelación or anticipación
b) ( of termination of employment) preaviso m
II
1.
transitive verb notarto get oneself noticed — hacerse* notar
I couldn't help noticing that... — no pude menos que notar que...
to notice somebody/something + INF/-ing: nobody noticed him put it in his pocket nadie lo vio ponérselo en el bolsillo; I noticed water dripping from the ceiling — noté que caían gotas de agua del techo
2.
via) (realize, observe) darse* cuentab) (BrE) ( show) (colloq) notarse -
8 become
past tense - became; verb1) (to come or grow to be: Her coat has become badly torn; She has become even more beautiful.) volverse, ponerse, convertirse2) (to qualify or take a job as: She became a doctor.) hacerse, llegar a ser3) ((with of) to happen to: What became of her son?) ser de4) (to suit: That dress really becomes her.) sentar bien, quedar bien•- becoming- becomingly
become vb1. hacerse / convertirse en / llegar a ser2. hacerse / volverse / ponerseshe became angry se puso furiosa / se enfadótr[bɪ'kʌm]1 (with noun) convertirse en, hacerse, llegar a ser■ to become a doctor/teacher hacerse médico,-a/maestro,-a2 (change into) convertirse en, transformarse en■ to become mad volverse loco,-a, enloquecer■ to become fat ponerse gordo,-a, engordar■ to become angry ponerse enfadado,-a, enfadarse■ to become sad ponerse triste, entristecerse■ to become deaf quedarse sordo,-a, ensordecerse■ to become blind quedarse ciego,-a\SMALLIDIOMATIC EXPRESSION/SMALLwhat has become of...? ¿qué ha sido de...?■ what has become of your sister? ¿qué ha sido de tu hermana?: hacerse, volverse, ponersehe became famous: se hizo famosoto become sad: ponerse tristeto become accustomed to: acostumbrarse abecome vt1) befit: ser apropiado para2) suit: favorecer, quedarle bien (a alguien)that dress becomes you: ese vestido te favorecep.p.(Participio pasivo de "to become")v.(§ p.,p.p.: became, become) = convenir v.(§pres: -vengo, -vienes...-venimos) pret: -vin-fut: -vendr-•)• convertirse v.• convertirse en v.• devenir v.(§pres: -vengo, -vienes...-venimos) pret: -vin-fut: -vendr-•)• hacerse v.• llegar a ser v.• ponerse v.• resultar v.• volverse v.bɪ'kʌm
1.
to become arrogant/distant — volverse* arrogante/distante
to become famous — hacerse* famoso
she soon became bored/tired — pronto se aburrió/se cansó
to become a lawyer — hacerse* abogado
2.
vta) ( befit) (frml) (often neg) ser* apropiado parab) ( suit) favorecer*Phrasal Verbs:[bɪ'kʌm] (pt became) (pp become)1. VI1) (=grow to be)to become ill — ponerse enfermo, enfermar
to become old — hacerse or volverse viejo
to become red — ponerse rojo, enrojecerse
it became known that... — se supo que..., llegó a saberse que...
2) (=turn into) convertirse en, transformarse enthe building has become a cinema — el edificio se ha convertido or transformado en cine
2.IMPERS VBwhat has become of him? — ¿qué ha sido de él?
what will become of me? — ¿qué será de mí?
whatever can have become of that book? — ¿dónde estará ese libro?
3.VT (=look nice on) favorecer, sentar bienBECOME, GO, GET The translation of become/go/ get depends on the context and the type of change involved and how it is regarded. Very often there is more than one possible translation, or even a special verb to translate get + ((adjective)) (e.g. get angry - enfadarse), but here are some general hints.
Become {etc} + adjective
► Use pon erse to talk about temporary but normal changes:
I got quite ill Me puse muy malo
He went pale Se puso blanco
You've got very brown Te has puesto muy moreno
He got very angry Se puso furioso ► Use vol verse to refer to sudden, longer-lasting and unpredictable changes, particularly those affecting the mind:
He has become very impatient in the last few years Se ha vuelto muy impaciente estos últimos años
She went mad Se volvió loca ► Use que dar(se) especially when talking about changes that are permanent, involve deterioration and are due to external circumstances. Their onset may or may not be sudden:
He went blind (Se) quedó ciego
Goya went deaf Goya (se) quedó sordo
Q uedar(se) is also used to talk about pregnancy:
She became pregnant (Se) quedó embarazada ► Use hac erse for states resulting from effort or from a gradual, cumulative process:
They became very famous Se hicieron muy famosos
The pain became unbearable El dolor se hizo insoportable ► Use lle gar a ser to suggest reaching a peak:
The heat became stifling El calor llegó a ser agobiante
Become {etc} + noun
► Use hac erse for career goals and religious or political persuasions:
He became a lawyer Se hizo abogado
I became a Catholic in 1990 Me hice católico en 1990
He became a member of the Green Party Se hizo miembro del Partido Verde ► Use lle gar a + ((noun)) and llegar a ser + ((phrase)) for reaching a peak after a period of gradual change. This construction is often used to talk about professional accomplishments:
If you don't make more effort, you'll never get to be a teacher Si no te esfuerzas más, no llegarás a profesor
Castelar became one of the most important politicians of his time Castelar llegó a ser uno de los políticos más importantes de su época
Football became an obsession for him El fútbol llegó a ser una obsesión para él ► Use con vertirse en for long-lasting changes in character, substance and kind which take place gradually:
Those youngsters went on to become delinquents Aquellos jóvenes se convirtieron después en delincuentes
Over the years I have become a more tolerant person Con los años me he convertido en una persona más tolerante
Water turns into steam El agua se convierte en vapor ► Use que dar(se) + ((adjective)) to talk about changes, particularly when they are permanent, for the worse and due to external circumstances. Their onset may or may not be sudden:
She became a widow (Se) quedó viuda ► To translate hav e turned into {or} have become {etc} + ((noun)) in emphatic phrases particularly about people, you can use estar hecho un(a) + ((noun)):
Juan has become a really good pianist Juan está hecho todo un pianista For further uses and examples, see become, go, get, turn* * *[bɪ'kʌm]
1.
to become arrogant/distant — volverse* arrogante/distante
to become famous — hacerse* famoso
she soon became bored/tired — pronto se aburrió/se cansó
to become a lawyer — hacerse* abogado
2.
vta) ( befit) (frml) (often neg) ser* apropiado parab) ( suit) favorecer*Phrasal Verbs: -
9 Guillaume, Charles-Edouard
[br]b. 15 February 1861 Fleurier, Switzerlandd. 13 June 1938 Sèvres, France[br]Swiss physicist who developed two alloys, "invar" and "elinvar", used for the temperature compensation of clocks and watches.[br]Guillaume came from a family of clock-and watchmakers. He was educated at the Gymnasium in Neuchâtel and at Zurich Polytechnic, from which he received his doctorate in 1883 for a thesis on electrolytic capacitors. In the same year he joined the International Bureau of Weights and Measures at Sèvres in France, where he was to spend the rest of his working life. He retired as Director in 1936. At the bureau he was involved in distributing the national standards of the metre to countries subscribing to the General Conference on Weights and Measures that had been held in 1889. This made him aware of the crucial effect of thermal expansion on the lengths of the standards and he was prompted to look for alternative materials that would be less costly than the platinum alloys which had been used. While studying nickel steels he made the surprising discovery that the thermal expansion of certain alloy compositions was less than that of the constituent metals. This led to the development of a steel containing about 36 per cent nickel that had a very low thermal coefficient of expansion. This alloy was subsequently named "invar", an abbreviation of invariable. It was well known that changes in temperature affected the timekeeping of clocks by altering the length of the pendulum, and various attempts had been made to overcome this defect, most notably the mercury-compensated pendulum of Graham and the gridiron pendulum of Harrison. However, an invar pendulum offered a simpler and more effective method of temperature compensation and was used almost exclusively for pendulum clocks of the highest precision.Changes in temperature can also affect the timekeeping of watches and chronometers, but this is due mainly to changes in the elasticity or stiffness of the balance spring rather than to changes in the size of the balance itself. To compensate for this effect Guillaume developed another more complex nickel alloy, "elinvar" (elasticity invariable), whose elasticity remained almost constant with changes in temperature. This had two practical consequences: the construction of watches could be simplified (by using monometallic balances) and more accurate chronometers could be made.[br]Principal Honours and DistinctionsNobel Prize for Physics 1920. Corresponding member of the Académie des Sciences. Grand Officier de la Légion d'honneur 1937. Physical Society Duddell Medal 1928. British Horological Institute Gold Medal 1930.Bibliography1897, "Sur la dilation des aciers au nickel", Comptes rendus hebdomadaires des séances de l'Académie des sciences 124:176.1903, "Variations du module d"élasticité des aciers au nickel', Comptes rendushebdomadaires des séances de l'Académie des sciences 136:498."Les aciers au nickel et leurs applications à l'horlogerie", in J.Grossmann, Horlogerie théorique, Paris, Vol. II, pp. 361–414 (describes the application of invar and elinvar to horology).Sir Richard Glazebrook (ed.), 1923 "Invar and Elinvar", Dictionary of Applied Physics, 5 vols, London, Vol. V, pp. 320–7 (a succinct account in English).Further ReadingR.M.Hawthorne, 1989, Nobel Prize Winners, Physics, 1901–1937, ed. F.N.Magill, Pasadena, Salem Press, pp. 244–51.See also: Le Roy, PierreDVBiographical history of technology > Guillaume, Charles-Edouard
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10 Portuguese Communist Party
(PCP)The Portuguese Communist Party (PCP) has evolved from its early anarcho-syndicalist roots at its formation in 1921. This evolution included the undisciplined years of the 1920s, during which bolshevization began and continued into the 1930s, then through the years of clandestine existence during the Estado Novo, the Stalinization of the 1940s, the "anarcho-liberal shift" of the 1950s, the emergence of Maoist and Trotskyist splinter groups of the 1960s, to legalization after the Revolution of 25 April 1974 as the strongest and oldest political party in Portugal. Documents from the Russian archives have shown that the PCP's history is not a purely "domestic" one. While the PCP was born on its own without Soviet assistance, once it joined the Communist International (CI), it lost a significant amount of autonomy as CI officials increasingly meddled in PCP internal politics by dictating policy, manipulating leadership elections, and often financing party activities.Early Portuguese communism was a mix of communist ideological strands accustomed to a spirited internal debate, a lively external debate with its rivals, and a loose organizational structure. The PCP, during its early years, was weak in grassroots membership and was basically a party of "notables." It was predominantly a male organization, with minuscule female participation. It was also primarily an urban party concentrated in Lisbon. The PCP membership declined from 3,000 in 1923 to only 40 in 1928.In 1929, the party was reorganized so that it could survive clandestinely. As its activity progressed in the 1930s, a long period of instability dominated its leadership organs as a result of repression, imprisonments, and disorganization. The CI continued to intervene in party affairs through the 1930s, until the PCP was expelled from the CI in 1938-39, apparently because of its conduct during police arrests.The years of 1939-41 were difficult ones for the party, not only because of increased domestic repression but also because of internal party splits provoked by the Nazi-Soviet pact and other foreign actions. From 1940 to 1941, two Communist parties struggled to attract the support of the CI and accused each other of "revisionism." The CI was disbanded in 1943, and the PCP was not accepted back into the international communist family until its recognition by the Cominform in 1947.The reorganization of 1940-41 finally put the PCP under the firm control of orthodox communists who viewed socialism from a Soviet perspective. Although Soviet support was denied the newly reorganized party at first, the new leaders continued its Stalinization. The enforcement of "democratic centralism" and insistence upon the "dictatorship of the proletariat" became entrenched. The 1940s brought increased growth, as the party reached its membership apex of the clandestine era with 1,200 members in 1943, approximately 4,800 in 1946, and 7,000 in 1947.The party fell on hard times in the 1950s. It developed a bad case of paranoia, which led to a witch hunt for infiltrators, informers, and spies in all ranks of the party. The lower membership figures who followed the united antifascist period were reduced further through expulsions of the "traitors." By 1951, the party had been reduced to only 1,000 members. It became a closed, sectarian, suspicious, and paranoiac organization, with diminished strength in almost every region, except in the Alentejo, where the party, through propaganda and ideology more than organizational strength, was able to mobilize strikes of landless peasants in the early 1950s.On 3 January 1960, Álvaro Cunhal and nine other political prisoners made a spectacular escape from the Peniche prison and fled the country. Soon after this escape, Cunhal was elected secretary-general and, with other top leaders, directed the PCP from exile. Trotskyite and Maoist fractions emerged within the party in the 1960s, strengthened by the ideological developments in the international communist movement, such as in China and Cuba. The PCP would not tolerate dissent or leftism and began purging the extreme left fractions.The PCP intensified its control of the labor movement after the more liberal syndical election regulations under Prime Minister Mar- cello Caetano allowed communists to run for leadership positions in the corporative unions. By 1973, there was general unrest in the labor movement due to deteriorating economic conditions brought on by the colonial wars, as well as by world economic pressures including the Arab oil boycott.After the Revolution of 25 April 1974, the PCP enjoyed a unique position: it was the only party to have survived the Estado Novo. It emerged from clandestinity as the best organized political party in Portugal with a leadership hardened by years in jail. Since then, despite the party's stubborn orthodoxy, it has consistently played an important role as a moderating force. As even the Socialist Party (PS) was swept up by the neoliberal tidal wave, albeit a more compassionate variant, increasingly the PCP has played a crucial role in ensuring that interests and perspectives of the traditional Left are aired.One of the most consistent planks of the PCP electoral platform has been opposition to every stage of European integration. The party has regularly resisted Portuguese membership in the European Economic Community (EEC) and, following membership beginning in 1986, the party has regularly resisted further integration through the European Union (EU). A major argument has been that EU membership would not resolve Portugal's chronic economic problems but would only increase its dependence on the world. Ever since, the PCP has argued that its opposition to membership was correct and that further involvement with the EU would only result in further economic dependence and a consequent loss of Portuguese national sovereignty. Further, the party maintained that as Portugal's ties with the EU increased, the vulnerable agrarian sector in Portugal would risk further losses.Changes in PCP leadership may or may not alter the party's electoral position and role in the political system. As younger generations forget the uniqueness of the party's resistance to the Estado Novo, public images of PCP leadership will change. As the image of Álvaro Cunhal and other historical communist leaders slowly recedes, and the stature of Carlos Carvalhas (general secretary since 1992) and other moderate leaders is enhanced, the party's survival and legitimacy have strengthened. On 6 March 2001, the PCP celebrated its 80th anniversary.See also Left Bloc.Historical dictionary of Portugal > Portuguese Communist Party
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11 Seppings, Robert
SUBJECT AREA: Ports and shipping[br]b. 11 December 1767 near Fakenham, Norfolk, Englandd. 25 April 1840 Taunton, Somerset, England[br]English naval architect who as Surveyor to the Royal Navy made fundamental improvements in wooden ship construction.[br]After the death of his father, Seppings at the age of 14 moved to his uncle's home in Plymouth, where shortly after (1782) he was apprenticed to the Master Shipwright. His indentures were honoured fully by 1789 and he commenced his climb up the professional ladder of the ship construction department of the Royal Dockyards. In 1797 he became Assistant Master Shipwright at Plymouth, and in 1804 he was appointed Master Shipwright at Chatham. In 1813 Sir William Rule, Surveyor to the Navy, retired and the number of surveyors was increased to three, with Seppings being appointed the junior. Later he was to become Surveyor to the Royal Navy, a post he held until his retirement in 1832. Seppings introduced many changes to ship construction in the early part of the nineteenth century. It is likely that the introduction of these innovations required positive and confident management, and their acceptance tells us much about Seppings. The best-known changes were the round bow and stern in men-of-war and the alteration to framing systems.The Seppings form of diagonal bracing ensured that wooden ships, which are notorious for hogging (i.e. drooping at the bow and stern), were stronger and therefore able to be built with greater length. This change was complemented by modifications to the floors, frames and futtocks (analogous to the ribs of a ship). These developments were to be taken further once iron composite construction (wooden sheathing on iron frames) was adopted in the United Kingdom mid-century.[br]Principal Honours and DistinctionsFRS. Knighted (by the Prince Regent aboard the warship Royal George) 1819.BibliographyThroughout his life Seppings produced a handful of pamphlets and published letters, as well as two papers that were published in the Philosophical Transactions of the Royal Society (1814 and 1820).Further ReadingA description of the thinking in the Royal Navy at the beginning of the nineteenth century can be found in: J.Fincham, 1851, A History of Naval Architecture, London; B.Lavery, 1989, Nelson's Navy. The Ships, Men and Organisation 1793–1815, London: Conway.T.Wright, 1982, "Thomas Young and Robert Seppings: science and ship construction in the early nineteenth century", Transactions of the Newcomen Society 53:55–72.Seppings's work can be seen aboard the frigate Unicorn, launched in Chatham in 1824 and now on view to the public at Dundee. Similarly, his innovations in ship construction can be readily understood from many of the models at the National Maritime Museum, Greenwich.FMW -
12 near cash
!гос. фин. The resource budget contains a separate control total for “near cash” expenditure, that is expenditure such as pay and current grants which impacts directly on the measure of the golden rule.This paper provides background information on the framework for the planning and control of public expenditure in the UK which has been operated since the 1998 Comprehensive Spending Review (CSR). It sets out the different classifications of spending for budgeting purposes and why these distinctions have been adopted. It discusses how the public expenditure framework is designed to ensure both sound public finances and an outcome-focused approach to public expenditure.The UK's public spending framework is based on several key principles:"consistency with a long-term, prudent and transparent regime for managing the public finances as a whole;" "the judgement of success by policy outcomes rather than resource inputs;" "strong incentives for departments and their partners in service delivery to plan over several years and plan together where appropriate so as to deliver better public services with greater cost effectiveness; and"the proper costing and management of capital assets to provide the right incentives for public investment.The Government sets policy to meet two firm fiscal rules:"the Golden Rule states that over the economic cycle, the Government will borrow only to invest and not to fund current spending; and"the Sustainable Investment Rule states that net public debt as a proportion of GDP will be held over the economic cycle at a stable and prudent level. Other things being equal, net debt will be maintained below 40 per cent of GDP over the economic cycle.Achievement of the fiscal rules is assessed by reference to the national accounts, which are produced by the Office for National Statistics, acting as an independent agency. The Government sets its spending envelope to comply with these fiscal rules.Departmental Expenditure Limits ( DEL) and Annually Managed Expenditure (AME)"Departmental Expenditure Limit ( DEL) spending, which is planned and controlled on a three year basis in Spending Reviews; and"Annually Managed Expenditure ( AME), which is expenditure which cannot reasonably be subject to firm, multi-year limits in the same way as DEL. AME includes social security benefits, local authority self-financed expenditure, debt interest, and payments to EU institutions.More information about DEL and AME is set out below.In Spending Reviews, firm DEL plans are set for departments for three years. To ensure consistency with the Government's fiscal rules departments are set separate resource (current) and capital budgets. The resource budget contains a separate control total for “near cash” expenditure, that is expenditure such as pay and current grants which impacts directly on the measure of the golden rule.To encourage departments to plan over the medium term departments may carry forward unspent DEL provision from one year into the next and, subject to the normal tests for tautness and realism of plans, may be drawn down in future years. This end-year flexibility also removes any incentive for departments to use up their provision as the year end approaches with less regard to value for money. For the full benefits of this flexibility and of three year plans to feed through into improved public service delivery, end-year flexibility and three year budgets should be cascaded from departments to executive agencies and other budget holders.Three year budgets and end-year flexibility give those managing public services the stability to plan their operations on a sensible time scale. Further, the system means that departments cannot seek to bid up funds each year (before 1997, three year plans were set and reviewed in annual Public Expenditure Surveys). So the credibility of medium-term plans has been enhanced at both central and departmental level.Departments have certainty over the budgetary allocation over the medium term and these multi-year DEL plans are strictly enforced. Departments are expected to prioritise competing pressures and fund these within their overall annual limits, as set in Spending Reviews. So the DEL system provides a strong incentive to control costs and maximise value for money.There is a small centrally held DEL Reserve. Support from the Reserve is available only for genuinely unforeseeable contingencies which departments cannot be expected to manage within their DEL.AME typically consists of programmes which are large, volatile and demand-led, and which therefore cannot reasonably be subject to firm multi-year limits. The biggest single element is social security spending. Other items include tax credits, Local Authority Self Financed Expenditure, Scottish Executive spending financed by non-domestic rates, and spending financed from the proceeds of the National Lottery.AME is reviewed twice a year as part of the Budget and Pre-Budget Report process reflecting the close integration of the tax and benefit system, which was enhanced by the introduction of tax credits.AME is not subject to the same three year expenditure limits as DEL, but is still part of the overall envelope for public expenditure. Affordability is taken into account when policy decisions affecting AME are made. The Government has committed itself not to take policy measures which are likely to have the effect of increasing social security or other elements of AME without taking steps to ensure that the effects of those decisions can be accommodated prudently within the Government's fiscal rules.Given an overall envelope for public spending, forecasts of AME affect the level of resources available for DEL spending. Cautious estimates and the AME margin are built in to these AME forecasts and reduce the risk of overspending on AME.Together, DEL plus AME sum to Total Managed Expenditure (TME). TME is a measure drawn from national accounts. It represents the current and capital spending of the public sector. The public sector is made up of central government, local government and public corporations.Resource and Capital Budgets are set in terms of accruals information. Accruals information measures resources as they are consumed rather than when the cash is paid. So for example the Resource Budget includes a charge for depreciation, a measure of the consumption or wearing out of capital assets."Non cash charges in budgets do not impact directly on the fiscal framework. That may be because the national accounts use a different way of measuring the same thing, for example in the case of the depreciation of departmental assets. Or it may be that the national accounts measure something different: for example, resource budgets include a cost of capital charge reflecting the opportunity cost of holding capital; the national accounts include debt interest."Within the Resource Budget DEL, departments have separate controls on:"Near cash spending, the sub set of Resource Budgets which impacts directly on the Golden Rule; and"The amount of their Resource Budget DEL that departments may spend on running themselves (e.g. paying most civil servants’ salaries) is limited by Administration Budgets, which are set in Spending Reviews. Administration Budgets are used to ensure that as much money as practicable is available for front line services and programmes. These budgets also help to drive efficiency improvements in departments’ own activities. Administration Budgets exclude the costs of frontline services delivered directly by departments.The Budget preceding a Spending Review sets an overall envelope for public spending that is consistent with the fiscal rules for the period covered by the Spending Review. In the Spending Review, the Budget AME forecast for year one of the Spending Review period is updated, and AME forecasts are made for the later years of the Spending Review period.The 1998 Comprehensive Spending Review ( CSR), which was published in July 1998, was a comprehensive review of departmental aims and objectives alongside a zero-based analysis of each spending programme to determine the best way of delivering the Government's objectives. The 1998 CSR allocated substantial additional resources to the Government's key priorities, particularly education and health, for the three year period from 1999-2000 to 2001-02.Delivering better public services does not just depend on how much money the Government spends, but also on how well it spends it. Therefore the 1998 CSR introduced Public Service Agreements (PSAs). Each major government department was given its own PSA setting out clear targets for achievements in terms of public service improvements.The 1998 CSR also introduced the DEL/ AME framework for the control of public spending, and made other framework changes. Building on the investment and reforms delivered by the 1998 CSR, successive spending reviews in 2000, 2002 and 2004 have:"provided significant increase in resources for the Government’s priorities, in particular health and education, and cross-cutting themes such as raising productivity; extending opportunity; and building strong and secure communities;" "enabled the Government significantly to increase investment in public assets and address the legacy of under investment from past decades. Departmental Investment Strategies were introduced in SR2000. As a result there has been a steady increase in public sector net investment from less than ¾ of a per cent of GDP in 1997-98 to 2¼ per cent of GDP in 2005-06, providing better infrastructure across public services;" "introduced further refinements to the performance management framework. PSA targets have been reduced in number over successive spending reviews from around 300 to 110 to give greater focus to the Government’s highest priorities. The targets have become increasingly outcome-focused to deliver further improvements in key areas of public service delivery across Government. They have also been refined in line with the conclusions of the Devolving Decision Making Review to provide a framework which encourages greater devolution and local flexibility. Technical Notes were introduced in SR2000 explaining how performance against each PSA target will be measured; and"not only allocated near cash spending to departments, but also – since SR2002 - set Resource DEL plans for non cash spending.To identify what further investments and reforms are needed to equip the UK for the global challenges of the decade ahead, on 19 July 2005 the Chief Secretary to the Treasury announced that the Government intends to launch a second Comprehensive Spending Review (CSR) reporting in 2007.A decade on from the first CSR, the 2007 CSR will represent a long-term and fundamental review of government expenditure. It will cover departmental allocations for 2008-09, 2009-10 and 2010 11. Allocations for 2007-08 will be held to the agreed figures already announced by the 2004 Spending Review. To provide a rigorous analytical framework for these departmental allocations, the Government will be taking forward a programme of preparatory work over 2006 involving:"an assessment of what the sustained increases in spending and reforms to public service delivery have achieved since the first CSR. The assessment will inform the setting of new objectives for the decade ahead;" "an examination of the key long-term trends and challenges that will shape the next decade – including demographic and socio-economic change, globalisation, climate and environmental change, global insecurity and technological change – together with an assessment of how public services will need to respond;" "to release the resources needed to address these challenges, and to continue to secure maximum value for money from public spending over the CSR period, a set of zero-based reviews of departments’ baseline expenditure to assess its effectiveness in delivering the Government’s long-term objectives; together with"further development of the efficiency programme, building on the cross cutting areas identified in the Gershon Review, to embed and extend ongoing efficiency savings into departmental expenditure planning.The 2007 CSR also offers the opportunity to continue to refine the PSA framework so that it drives effective delivery and the attainment of ambitious national standards.Public Service Agreements (PSAs) were introduced in the 1998 CSR. They set out agreed targets detailing the outputs and outcomes departments are expected to deliver with the resources allocated to them. The new spending regime places a strong emphasis on outcome targets, for example in providing for better health and higher educational standards or service standards. The introduction in SR2004 of PSA ‘standards’ will ensure that high standards in priority areas are maintained.The Government monitors progress against PSA targets, and departments report in detail twice a year in their annual Departmental Reports (published in spring) and in their autumn performance reports. These reports provide Parliament and the public with regular updates on departments’ performance against their targets.Technical Notes explain how performance against each PSA target will be measured.To make the most of both new investment and existing assets, there needs to be a coherent long term strategy against which investment decisions are taken. Departmental Investment Strategies (DIS) set out each department's plans to deliver the scale and quality of capital stock needed to underpin its objectives. The DIS includes information about the department's existing capital stock and future plans for that stock, as well as plans for new investment. It also sets out the systems that the department has in place to ensure that it delivers its capital programmes effectively.This document was updated on 19 December 2005.Near-cash resource expenditure that has a related cash implication, even though the timing of the cash payment may be slightly different. For example, expenditure on gas or electricity supply is incurred as the fuel is used, though the cash payment might be made in arrears on aquarterly basis. Other examples of near-cash expenditure are: pay, rental.Net cash requirement the upper limit agreed by Parliament on the cash which a department may draw from theConsolidated Fund to finance the expenditure within the ambit of its Request forResources. It is equal to the agreed amount of net resources and net capital less non-cashitems and working capital.Non-cash cost costs where there is no cash transaction but which are included in a body’s accounts (or taken into account in charging for a service) to establish the true cost of all the resourcesused.Non-departmental a body which has a role in the processes of government, but is not a government public body, NDPBdepartment or part of one. NDPBs accordingly operate at arm’s length from governmentMinisters.Notional cost of a cost which is taken into account in setting fees and charges to improve comparability with insuranceprivate sector service providers.The charge takes account of the fact that public bodies donot generally pay an insurance premium to a commercial insurer.the independent body responsible for collecting and publishing official statistics about theUK’s society and economy. (At the time of going to print legislation was progressing tochange this body to the Statistics Board).Office of Government an office of the Treasury, with a status similar to that of an agency, which aims to maximise Commerce, OGCthe government’s purchasing power for routine items and combine professional expertiseto bear on capital projects.Office of the the government department responsible for discharging the Paymaster General’s statutoryPaymaster General,responsibilities to hold accounts and make payments for government departments and OPGother public bodies.Orange bookthe informal title for Management of Risks: Principles and Concepts, which is published by theTreasury for the guidance of public sector bodies.Office for NationalStatistics, ONS60Managing Public Money————————————————————————————————————————"GLOSSARYOverdraftan account with a negative balance.Parliament’s formal agreement to authorise an activity or expenditure.Prerogative powerspowers exercisable under the Royal Prerogative, ie powers which are unique to the Crown,as contrasted with common-law powers which may be available to the Crown on the samebasis as to natural persons.Primary legislationActs which have been passed by the Westminster Parliament and, where they haveappropriate powers, the Scottish Parliament and the Northern Ireland Assembly. Begin asBills until they have received Royal Assent.arrangements under which a public sector organisation contracts with a private sectorentity to construct a facility and provide associated services of a specified quality over asustained period. See annex 7.5.Proprietythe principle that patterns of resource consumption should respect Parliament’s intentions,conventions and control procedures, including any laid down by the PAC. See box 2.4.Public Accountssee Committee of Public Accounts.CommitteePublic corporationa trading body controlled by central government, local authority or other publiccorporation that has substantial day to day operating independence. See section 7.8.Public Dividend finance provided by government to public sector bodies as an equity stake; an alternative to Capital, PDCloan finance.Public Service sets out what the public can expect the government to deliver with its resources. EveryAgreement, PSAlarge government department has PSA(s) which specify deliverables as targets or aimsrelated to objectives.a structured arrangement between a public sector and a private sector organisation tosecure an outcome delivering good value for money for the public sector. It is classified tothe public or private sector according to which has more control.Rate of returnthe financial remuneration delivered by a particular project or enterprise, expressed as apercentage of the net assets employed.Regularitythe principle that resource consumption should accord with the relevant legislation, therelevant delegated authority and this document. See box 2.4.Request for the functional level into which departmental Estimates may be split. RfRs contain a number Resources, RfRof functions being carried out by the department in pursuit of one or more of thatdepartment’s objectives.Resource accountan accruals account produced in line with the Financial Reporting Manual (FReM).Resource accountingthe system under which budgets, Estimates and accounts are constructed in a similar wayto commercial audited accounts, so that both plans and records of expenditure allow in fullfor the goods and services which are to be, or have been, consumed – ie not just the cashexpended.Resource budgetthe means by which the government plans and controls the expenditure of resources tomeet its objectives.Restitutiona legal concept which allows money and property to be returned to its rightful owner. Ittypically operates where another person can be said to have been unjustly enriched byreceiving such monies.Return on capital the ratio of profit to capital employed of an accounting entity during an identified period.employed, ROCEVarious measures of profit and of capital employed may be used in calculating the ratio.Public Privatepartnership, PPPPrivate Finance Initiative, PFIParliamentaryauthority61Managing Public Money"————————————————————————————————————————GLOSSARYRoyal charterthe document setting out the powers and constitution of a corporation established underprerogative power of the monarch acting on Privy Council advice.Second readingthe second formal time that a House of Parliament may debate a bill, although in practicethe first substantive debate on its content. If successful, it is deemed to denoteParliamentary approval of the principle of the proposed legislation.Secondary legislationlaws, including orders and regulations, which are made using powers in primary legislation.Normally used to set out technical and administrative provision in greater detail thanprimary legislation, they are subject to a less intense level of scrutiny in Parliament.European legislation is,however,often implemented in secondary legislation using powers inthe European Communities Act 1972.Service-level agreement between parties, setting out in detail the level of service to be performed.agreementWhere agreements are between central government bodies, they are not legally a contractbut have a similar function.Shareholder Executive a body created to improve the government’s performance as a shareholder in businesses.Spending reviewsets out the key improvements in public services that the public can expect over a givenperiod. It includes a thorough review of departmental aims and objectives to find the bestway of delivering the government’s objectives, and sets out the spending plans for the givenperiod.State aidstate support for a domestic body or company which could distort EU competition and sois not usually allowed. See annex 4.9.Statement of Excessa formal statement detailing departments’ overspends prepared by the Comptroller andAuditor General as a result of undertaking annual audits.Statement on Internal an annual statement that Accounting Officers are required to make as part of the accounts Control, SICon a range of risk and control issues.Subheadindividual elements of departmental expenditure identifiable in Estimates as single cells, forexample cell A1 being administration costs within a particular line of departmental spending.Supplyresources voted by Parliament in response to Estimates, for expenditure by governmentdepartments.Supply Estimatesa statement of the resources the government needs in the coming financial year, and forwhat purpose(s), by which Parliamentary authority is sought for the planned level ofexpenditure and income.Target rate of returnthe rate of return required of a project or enterprise over a given period, usually at least a year.Third sectorprivate sector bodies which do not act commercially,including charities,social and voluntaryorganisations and other not-for-profit collectives. See annex 7.7.Total Managed a Treasury budgeting term which covers all current and capital spending carried out by the Expenditure,TMEpublic sector (ie not just by central departments).Trading fundan organisation (either within a government department or forming one) which is largely orwholly financed from commercial revenue generated by its activities. Its Estimate shows itsnet impact, allowing its income from receipts to be devoted entirely to its business.Treasury Minutea formal administrative document drawn up by the Treasury, which may serve a wide varietyof purposes including seeking Parliamentary approval for the use of receipts asappropriations in aid, a remission of some or all of the principal of voted loans, andresponding on behalf of the government to reports by the Public Accounts Committee(PAC).62Managing Public Money————————————————————————————————————————GLOSSARY63Managing Public MoneyValue for moneythe process under which organisation’s procurement, projects and processes aresystematically evaluated and assessed to provide confidence about suitability, effectiveness,prudence,quality,value and avoidance of error and other waste,judged for the public sectoras a whole.Virementthe process through which funds are moved between subheads such that additionalexpenditure on one is met by savings on one or more others.Votethe process by which Parliament approves funds in response to supply Estimates.Voted expenditureprovision for expenditure that has been authorised by Parliament. Parliament ‘votes’authority for public expenditure through the Supply Estimates process. Most expenditureby central government departments is authorised in this way.Wider market activity activities undertaken by central government organisations outside their statutory duties,using spare capacity and aimed at generating a commercial profit. See annex 7.6.Windfallmonies received by a department which were not anticipated in the spending review.———————————————————————————————————————— -
13 Economy
Portugal's economy, under the influence of the European Economic Community (EEC), and later with the assistance of the European Union (EU), grew rapidly in 1985-86; through 1992, the average annual growth was 4-5 percent. While such growth rates did not last into the late 1990s, portions of Portugal's society achieved unprecedented prosperity, although poverty remained entrenched. It is important, however, to place this current growth, which includes some not altogether desirable developments, in historical perspective. On at least three occasions in this century, Portugal's economy has experienced severe dislocation and instability: during the turbulent First Republic (1911-25); during the Estado Novo, when the world Depression came into play (1930-39); and during the aftermath of the Revolution of 25 April, 1974. At other periods, and even during the Estado Novo, there were eras of relatively steady growth and development, despite the fact that Portugal's weak economy lagged behind industrialized Western Europe's economies, perhaps more than Prime Minister Antônio de Oliveira Salazar wished to admit to the public or to foreigners.For a number of reasons, Portugal's backward economy underwent considerable growth and development following the beginning of the colonial wars in Africa in early 1961. Recent research findings suggest that, contrary to the "stagnation thesis" that states that the Estado Novo economy during the last 14 years of its existence experienced little or no growth, there were important changes, policy shifts, structural evolution, and impressive growth rates. In fact, the average annual gross domestic product (GDP) growth rate (1961-74) was about 7 percent. The war in Africa was one significant factor in the post-1961 economic changes. The new costs of finance and spending on the military and police actions in the African and Asian empires in 1961 and thereafter forced changes in economic policy.Starting in 1963-64, the relatively closed economy was opened up to foreign investment, and Lisbon began to use deficit financing and more borrowing at home and abroad. Increased foreign investment, residence, and technical and military assistance also had effects on economic growth and development. Salazar's government moved toward greater trade and integration with various international bodies by signing agreements with the European Free Trade Association and several international finance groups. New multinational corporations began to operate in the country, along with foreign-based banks. Meanwhile, foreign tourism increased massively from the early 1960s on, and the tourism industry experienced unprecedented expansion. By 1973-74, Portugal received more than 8 million tourists annually for the first time.Under Prime Minister Marcello Caetano, other important economic changes occurred. High annual economic growth rates continued until the world energy crisis inflation and a recession hit Portugal in 1973. Caetano's system, through new development plans, modernized aspects of the agricultural, industrial, and service sectors and linked reform in education with plans for social change. It also introduced cadres of forward-looking technocrats at various levels. The general motto of Caetano's version of the Estado Novo was "Evolution with Continuity," but he was unable to solve the key problems, which were more political and social than economic. As the boom period went "bust" in 1973-74, and growth slowed greatly, it became clear that Caetano and his governing circle had no way out of the African wars and could find no easy compromise solution to the need to democratize Portugal's restive society. The economic background of the Revolution of 25 April 1974 was a severe energy shortage caused by the world energy crisis and Arab oil boycott, as well as high general inflation, increasing debts from the African wars, and a weakening currency. While the regime prescribed greater Portuguese investment in Africa, in fact Portuguese businesses were increasingly investing outside of the escudo area in Western Europe and the United States.During the two years of political and social turmoil following the Revolution of 25 April 1974, the economy weakened. Production, income, reserves, and annual growth fell drastically during 1974-76. Amidst labor-management conflict, there was a burst of strikes, and income and productivity plummeted. Ironically, one factor that cushioned the economic impact of the revolution was the significant gold reserve supply that the Estado Novo had accumulated, principally during Salazar's years. Another factor was emigration from Portugal and the former colonies in Africa, which to a degree reduced pressures for employment. The sudden infusion of more than 600,000 refugees from Africa did increase the unemployment rate, which in 1975 was 10-15 percent. But, by 1990, the unemployment rate was down to about 5-6 percent.After 1985, Portugal's economy experienced high growth rates again, which averaged 4-5 percent through 1992. Substantial economic assistance from the EEC and individual countries such as the United States, as well as the political stability and administrative continuity that derived from majority Social Democratic Party (PSD) governments starting in mid-1987, supported new growth and development in the EEC's second poorest country. With rapid infrastruc-tural change and some unregulated development, Portugal's leaders harbored a justifiable concern that a fragile environment and ecology were under new, unacceptable pressures. Among other improvements in the standard of living since 1974 was an increase in per capita income. By 1991, the average minimum monthly wage was about 40,000 escudos, and per capita income was about $5,000 per annum. By the end of the 20th century, despite continuing poverty at several levels in Portugal, Portugal's economy had made significant progress. In the space of 15 years, Portugal had halved the large gap in living standards between itself and the remainder of the EU. For example, when Portugal joined the EU in 1986, its GDP, in terms of purchasing power-parity, was only 53 percent of the EU average. By 2000, Portugal's GDP had reached 75 percent of the EU average, a considerable achievement. Whether Portugal could narrow this gap even further in a reasonable amount of time remained a sensitive question in Lisbon. Besides structural poverty and the fact that, in 2006, the EU largesse in structural funds (loans and grants) virtually ceased, a major challenge for Portugal's economy will be to reduce the size of the public sector (about 50 percent of GDP is in the central government) to increase productivity, attract outside investment, and diversify the economy. For Portugal's economic planners, the 21st century promises to be challenging. -
14 изменение
ср.
1) change;
modification;
alteration( частичное) ;
мн. chops and changes количественные и качественные изменения ≈ quantitative and qualitative changes способный вызывать изменения ≈ alterant впредь до изменения ≈ until further notice изменение и развитие ≈ change and development вносить изменения ≈ to make alterations/changes
2) грам. inflexionизменени|е - с.
1. (действие) changing, alteration;
~ ассортимента assortment change;
~ к контракту alteration to a contract;
~ курса валют change in the exchange rate;
~ плана change of the plan, alteration in the plan;
~ направления change in/of direction;
2. (поправка) change, alteration, amendment;
без ~я unchanged;
вносить ~я в конструкцию самолётов modify the design of aircraft.Большой англо-русский и русско-английский словарь > изменение
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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, 714-1140The 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, 1140-1385Two 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 inPortugal (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, 1385-1580The 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, 1580-1640Despite 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, 1640-1822Foreign 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 theChurch (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, 1822-1910During 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, 1910-26Portugal'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), 1926-74During 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, 1974-76Following 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 untilUN intervention in September 1999. Following UN rule for several years, East Timor attained full independence on 20 May 2002.Consolidation of Democracy, 1976-2000After 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. -
16 suffer
1. transitive verb1) (undergo) erleiden [Verlust, Unrecht, Schmerz, Niederlage]; durchmachen, erleben [Schweres, Kummer]; dulden [Unverschämtheit]the dollar suffered further losses against the yen — der Dollar musste weitere Einbußen gegenüber dem Yen hinnehmen
2) (tolerate) dulden2. intransitive verbnot suffer fools gladly — mit dummen Leuten keine Geduld haben
suffer for something — (for a cause) für etwas leiden; (to make amends) für etwas büßen
Phrasal Verbs:- academic.ru/120882/suffer_from">suffer from* * *1) (to undergo, endure or bear pain, misery etc: He suffered terrible pain from his injuries; The crash killed him instantly - he didn't suffer at all; I'll make you suffer for this insolence.) leiden2) (to undergo or experience: The army suffered enormous losses.) erleiden3) (to be neglected: I like to see you enjoying yourself, but you mustn't let your work suffer.) leiden4) ((with from) to have or to have often (a particular illness etc): She suffers from stomach-aches.) leiden•* * *suf·fer[ˈsʌfəʳ, AM -ɚ]I. vi1. (experience trauma) leidenI think he \suffered quite a lot when his wife left him ich glaube, er litt ziemlich, als seine Frau ihn verließ2. (be ill with)Johnny \suffers from asthma Johnny leidet unter Asthma3. (deteriorate) leiden, Schaden erleidenhis work \suffers from it seine Arbeit leidet darunterhis reputation has \suffered sein Ruf hat gelitten4. (be the worse for)▪ to \suffer from sth an etw dat kranken; (be disabled) von etw dat in Mitleidenschaft gezogen werdenthe people who will \suffer if the road is built are those who live locally die Leute, die am meisten betroffen sind, falls die Straße gebaut wird, sind die Anwohner5. (experience sth negative)the economy \suffered from the strikes die Streiks machten der Wirtschaft zu schaffenyou'll \suffer for this! dafür wirst du bezahlen!II. vt▪ to \suffer sth1. (experience sth negative) etw erleiden [o durchmachen]the president \suffered an affront es kam zu einem Affront gegen den Präsidentenboth sides \suffered considerable casualties auf beiden Seiten kam es zu erheblichen Opfernto \suffer defeat eine Niederlage einstecken [müssen]to \suffer hunger Hunger leidento \suffer misfortune Pech habento \suffer neglect vernachlässigt werdento \suffer a setback einen Rückschlag erleiden; (physical condition)to \suffer a breakdown MED einen Zusammenbruch habento \suffer a fracture einen Bruch erleiden, sich dat etwas brechento \suffer a heart attack einen Herzschlag erleidento \suffer injury verletzt werden2. (put up with) etw ertragenI had to \suffer him moaning for half an hour ich musste eine halbe Stunde lang sein Gejammer ertragennot to \suffer fools gladly mit dummen Leuten keine Geduld haben* * *['sʌfə(r)]1. vt1) (= undergo, be subjected to) pain, injuries, heart attack, loss, setback, damage, hardship erleiden; hunger leiden; headache, stress, effects etc leiden unter or an (+dat); shock habento suffer defeat/death — eine Niederlage/den Tod (geh) erleiden
she suffered quite a blow —
2) (= tolerate) dulden, ertragen3) (liter: allow) zulassen, duldento suffer sth to be done — zulassen or dulden, dass etw geschieht
2. vi(physically, mentally fig) leiden (from unter +dat, from illness an +dat); (as punishment, in hell etc) büßenyour health/work will suffer — deine Gesundheit/Arbeit wird darunter leiden
the runners are clearly suffering in this heat — die Hitze macht den Läufern sichtlich zu schaffen
the regiment suffered badly —
the town suffered badly in the raids — die Stadt wurde bei den Luftangriffen schwer in Mitleidenschaft gezogen
we will see that you don't suffer from the changes — wir werden zusehen, dass Ihnen aus den Umstellungen keine Nachteile entstehen
* * *suffer [ˈsʌfə(r)]A v/i1. leiden, laborieren ( beide:from an dat):suffer from a complex einen Komplex haben2. weitS. leiden (under, from unter dat):3. a) Schaden erleiden, in Mitleidenschaft gezogen werden:the engine suffered severely der Motor wurde stark mitgenommen;your reputation will suffer dein Ruf wird leidenb) darunter leiden:he drinks a lot, and his work suffers4. MIL Verluste erleiden5. büßen, bestraft werden, bezahlen müssen ( alle:for für):6. hingerichtet werden, den Tod erleidenB v/t1. Knochenbrüche, Verluste etc erleiden:both armies suffered thousands of dead in beiden Armeen gab es Tausende von Toten3. etwas erfahren, erleiden:suffer a disappointment eine Enttäuschung erleben4. etwas oder jemanden ertragen, aushalten:how can you suffer him?5. dulden, (zu)lassen, erlauben, gestatten:he suffered their presence er duldete ihre Gegenwart;he suffered himself to be cheated er ließ sich betrügen* * *1. transitive verb1) (undergo) erleiden [Verlust, Unrecht, Schmerz, Niederlage]; durchmachen, erleben [Schweres, Kummer]; dulden [Unverschämtheit]the dollar suffered further losses against the yen — der Dollar musste weitere Einbußen gegenüber dem Yen hinnehmen
2) (tolerate) dulden2. intransitive verbsuffer for something — (for a cause) für etwas leiden; (to make amends) für etwas büßen
Phrasal Verbs:* * *(from) v.leiden (an) v. v.dulden v.erdulden v.erleiden v.leiden v.(§ p.,pp.: litt, gelitten) -
17 Abel, Sir Frederick August
[br]b. 17 July 1827 Woolwich, London, Englandd. 6 September 1902 Westminster, London, England[br]English chemist, co-inventor of cordite find explosives expert.[br]His family came from Germany and he was the son of a music master. He first became interested in science at the age of 14, when visiting his mineralogist uncle in Hamburg, and studied chemistry at the Royal Polytechnic Institution in London. In 1845 he became one of the twenty-six founding students, under A.W.von Hofmann, of the Royal College of Chemistry. Such was his aptitude for the subject that within two years he became von Hermann's assistant and demonstrator. In 1851 Abel was appointed Lecturer in Chemistry, succeeding Michael Faraday, at the Royal Military Academy, Woolwich, and it was while there that he wrote his Handbook of Chemistry, which was co-authored by his assistant, Charles Bloxam.Abel's four years at the Royal Military Academy served to foster his interest in explosives, but it was during his thirty-four years, beginning in 1854, as Ordnance Chemist at the Royal Arsenal and at Woolwich that he consolidated and developed his reputation as one of the international leaders in his field. In 1860 he was elected a Fellow of the Royal Society, but it was his studies during the 1870s into the chemical changes that occur during explosions, and which were the subject of numerous papers, that formed the backbone of his work. It was he who established the means of storing gun-cotton without the danger of spontaneous explosion, but he also developed devices (the Abel Open Test and Close Test) for measuring the flashpoint of petroleum. He also became interested in metal alloys, carrying out much useful work on their composition. A further avenue of research occurred in 1881 when he was appointed a member of the Royal Commission set up to investigate safety in mines after the explosion that year in the Sealham Colliery. His resultant study on dangerous dusts did much to further understanding on the use of explosives underground and to improve the safety record of the coal-mining industry. The achievement for which he is most remembered, however, came in 1889, when, in conjunction with Sir James Dewar, he invented cordite. This stable explosive, made of wood fibre, nitric acid and glycerine, had the vital advantage of being a "smokeless powder", which meant that, unlike the traditional ammunition propellant, gunpowder ("black powder"), the firer's position was not given away when the weapon was discharged. Although much of the preliminary work had been done by the Frenchman Paul Vieille, it was Abel who perfected it, with the result that cordite quickly became the British Army's standard explosive.Abel married, and was widowed, twice. He had no children, but died heaped in both scientific honours and those from a grateful country.[br]Principal Honours and DistinctionsGrand Commander of the Royal Victorian Order 1901. Knight Commander of the Most Honourable Order of the Bath 1891 (Commander 1877). Knighted 1883. Created Baronet 1893. FRS 1860. President, Chemical Society 1875–7. President, Institute of Chemistry 1881–2. President, Institute of Electrical Engineers 1883. President, Iron and Steel Institute 1891. Chairman, Society of Arts 1883–4. Telford Medal 1878, Royal Society Royal Medal 1887, Albert Medal (Society of Arts) 1891, Bessemer Gold Medal 1897. Hon. DCL (Oxon.) 1883, Hon. DSc (Cantab.) 1888.Bibliography1854, with C.L.Bloxam, Handbook of Chemistry: Theoretical, Practical and Technical, London: John Churchill; 2nd edn 1858.Besides writing numerous scientific papers, he also contributed several articles to The Encyclopaedia Britannica, 1875–89, 9th edn.Further ReadingDictionary of National Biography, 1912, Vol. 1, Suppl. 2, London: Smith, Elder.CMBiographical history of technology > Abel, Sir Frederick August
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18 see
see [si:]voir ⇒ 1 (a)-(h), 1 (j)-(o), 1 (q)-(s), 1 (u), 2 (a)-(e) consulter ⇒ 1 (d) rencontrer ⇒ 1 (e) recevoir ⇒ 1 (g) comprendre ⇒ 1 (j) s'imaginer ⇒ 1 (l) s'assurer ⇒ 1 (p) connaître ⇒ 1 (r) accompagner ⇒ 1 (t) comprendre ⇒ 2 (d)(a) (perceive with eyes) voir;∎ can you see me? est-ce que tu me vois?;∎ I can't see a thing je ne vois rien;∎ she could see a light in the distance elle voyait une lumière au loin;∎ I could see she'd been crying je voyais qu'elle avait pleuré;∎ he saw her talk or talking to the policeman il l'a vue parler ou qui parlait au policier;∎ did anyone see you take it? est-ce que quelqu'un t'a vu le prendre?;∎ did you see what happened? avez-vous vu ce qui s'est passé?;∎ let me see your hands fais-moi voir ou montre-moi tes mains;∎ now see what you've done! regarde ce que tu as fait!;∎ can I see your newspaper a minute? puis-je voir votre journal ou jeter un coup d'œil sur votre journal un instant?;∎ I see her around a lot je la croise assez souvent;∎ I don't want to be seen with him je ne veux pas être vu ou qu'on me voie avec lui;∎ there wasn't a car to be seen il n'y avait pas une seule voiture en vue;∎ the cathedral can be seen from a long way off on voit la cathédrale de très loin;∎ nothing more was ever seen of her on ne l'a plus jamais revue;∎ it has to be seen to be believed il faut le voir pour le croire;∎ she began to see spies everywhere elle s'est mise à voir des espions partout;∎ there's nothing there, you're seeing things! il n'y a rien, tu as des hallucinations!;∎ I could see what was going to happen (a mile off) je le voyais venir (gros comme une maison);∎ familiar they saw you coming (a mile off) ils t'ont vu arriver de loin;∎ could you see your way (clear) to lending me £20? est-ce que vous pourriez me prêter 20 livres?;∎ to see the back or last of sth en avoir fini avec qch;∎ I'll be glad to see the back or last of her je serai content d'être débarrassé d'elle(b) (watch → movie, play, programme) voir;∎ I saw it on the news je l'ai vu au journal télévisé;∎ did you see the match last night? as-tu vu le match hier soir?(c) (refer to → page, chapter) voir;∎ see page 317 voir page 317;∎ see above voir plus haut;∎ see (on) the back voir au verso(d) (consult → doctor, lawyer) consulter, voir;∎ you should see a doctor tu devrais voir ou consulter un médecin;∎ I'll be seeing my lawyer about this je vais consulter mon avocat à ce sujet;∎ I'll be seeing the candidates next week je verrai les candidats la semaine prochaine;∎ I want to see the manager je veux voir le directeur;∎ can I see you for a minute in my office? je peux vous voir un instant dans mon bureau?;∎ I'd like to see you on business je voudrais vous parler affaires(e) (meet by chance) voir, rencontrer;∎ guess who I saw at the supermarket! devine qui j'ai vu ou qui j'ai rencontré au supermarché!(f) (visit → person, place) voir;∎ come round and see me some time passe me voir un de ces jours;∎ they came to see me in hospital ils sont venus me voir à l'hôpital;∎ I've always wanted to see China j'ai toujours voulu voir la Chine(g) (receive a visit from) recevoir, voir;∎ he's too ill to see anyone il est trop malade pour voir qui que ce soit;∎ she can't see you right now, she's busy elle ne peut pas vous recevoir ou voir maintenant, elle est trop occupée∎ do you still see the Browns? est-ce que vous voyez toujours les Brown?;∎ we've seen quite a lot of them recently nous les avons beaucoup vus dernièrement;∎ we see less of them these days nous les voyons moins en ce moment;∎ is he seeing anyone at the moment? (going out with) est-ce qu'il a quelqu'un en ce moment?∎ see you!, (I'll) be seeing you! salut!;∎ see you later! à tout à l'heure!;∎ see you around! à un de ces jours!;∎ see you tomorrow! à demain!;∎ see you in London! on se verra à Londres!(j) (understand) voir, comprendre;∎ I see what you mean je vois ou comprends ce que vous voulez dire;∎ I don't see what's so funny! je ne vois pas ce qu'il y a de si drôle!;∎ he can't see the joke il ne comprend pas la plaisanterie;∎ I could see his point je voyais ce qu'il voulait dire;∎ I don't see any point in going back now je ne vois pas du tout l'intérêt qu'il y aurait à y retourner maintenant;∎ I can see why you were worried je vois pourquoi vous étiez inquiet;∎ I can't see that it matters je ne vois pas quelle importance ça a(k) (consider, view) voir;∎ try to see things from my point of view essayez de voir les choses de mon point de vue;∎ we see things differently nous ne voyons pas les choses de la même façon;∎ you'll see things differently in the morning demain tu verras les choses d'un autre œil;∎ that's how I see it c'est comme ça que je vois les choses;∎ he doesn't see his drinking as a problem il ne se considère pas comme un alcoolique;∎ how do you see the current situation? que pensez-vous de la situation actuelle?;∎ as I see it, it's the parents who are to blame à mon avis, ce sont les parents qui sont responsables(l) (envisage, picture) voir, s'imaginer;∎ I can't see him getting married je ne le vois pas ou je ne me l'imagine pas se mariant;∎ I can't see them accepting this je ne peux pas croire qu'ils vont accepter cela;∎ I can't see you as a boxer je ne te vois pas en boxeur;∎ she just couldn't see herself as a wife and mother elle ne s'imaginait pas se mariant et ayant des enfants;∎ I can't see it myself je n'y crois pas trop;∎ they say this will be more efficient but I don't see it ils disent que cela sera plus efficace, mais je n'y crois pas;∎ I don't see any chance of that à mon avis c'est peu probable;∎ can I borrow the car? - I don't see why not est-ce que je peux prendre la voiture? - je n'y vois pas d'inconvénients;∎ will you finish in time? - I don't see why not vous aurez fini à temps? - il n'y a pas de raison;∎ what do you see happening next? d'après vous, qu'est-ce qui va se passer ensuite?;∎ how do you see things developing? comment est-ce que vous envisagez l'avenir?(m) (try to find out) voir;∎ I'll see if I can fix it je vais voir si je peux le réparer;∎ I'll see what I can do je vais voir ce que je peux faire;∎ go and see if he's still asleep va voir s'il dort encore;∎ she called by to see what had happened elle est venue pour savoir ce qui s'était passé(n) (perceive) voir;∎ I can't see any improvement je ne vois pas d'amélioration;∎ to see oneself in one's children se reconnaître dans ses enfants;∎ what can she possibly see in him? qu'est-qu'elle peut bien lui trouver?;∎ they must have seen how worried I was ils ont dû voir combien j'étais inquiet(o) (discover, learn) voir;∎ I'm pleased to see you're enjoying life je suis heureux de voir que tu profites de la vie;∎ I'll be interested to see how he gets on je serais curieux de voir comment il se débrouillera;∎ I see (that) he's getting married j'ai appris qu'il allait se marier;∎ I saw it in the paper this morning je l'ai vu ou lu ce matin dans le journal;∎ as we shall see in a later chapter comme nous le verrons dans un chapitre ultérieur;∎ I see she's in the new Scorsese movie je vois qu'elle est dans le nouveau film de Scorsese(p) (make sure) s'assurer, veiller à;∎ see that all the lights are out before you leave assurez-vous que ou veillez à ce que toutes les lumières soient éteintes avant de partir;∎ see that everything's ready for when they arrive veillez à ce que tout soit prêt pour leur arrivée;∎ I shall see that he comes je me charge de le faire venir;∎ familiar she'll see you right elle veillera à ce que tu ne manques de rien□, elle prendra bien soin de toi□(q) (inspect → file, passport, ticket) voir;∎ can I see your ticket, sir? puis-je voir votre ticket, Monsieur?(r) (experience) voir, connaître;∎ he thinks he's seen it all il croit tout savoir;∎ most recruits never see active service la plupart des recrues ne voient jamais la guerre de près;∎ our car has seen better days notre voiture a connu des jours meilleurs;∎ the city hasn't seen such crowds in decades la ville n'a pas connu une foule pareille depuis des dizaines d'années;∎ the country saw many changes le pays a connu de grands changements∎ they have seen their purchasing power halved ils ont vu leur pouvoir d'achat diminuer de moitié;∎ last year saw an increase in profits l'année dernière a vu une augmentation des bénéfices;∎ the next decade will see enormous changes la prochaine décennie verra se produire des changements considérables;∎ I never thought I'd see the day when he'd admit he was wrong je n'aurais jamais cru qu'un jour il admettrait avoir tort;∎ you don't see athletes like her any more! il n'y a plus beaucoup d'athlètes comme elle!(t) (accompany) accompagner;∎ I'll see you to the bus stop je t'accompagne à ou jusqu'à l'arrêt du bus;∎ I'll see you home je te raccompagne chez toi;∎ see Mr Smith to the door, please veuillez raccompagner M. Smith jusqu'à la porte;∎ he saw her into a taxi/onto the train il l'a mise dans un taxi/le train;∎ to see sb across the road aider qn à traverser la rue(u) (in poker) voir;∎ I'll see you je vous vois;∎ I'll see your $10 and raise you 20 je vous suis à 10 dollars et je relance de 20(a) (perceive with eyes) voir;∎ I can't see without (my) glasses je ne vois rien sans mes lunettes;∎ he may never see again il se peut qu'il ne voie plus jamais;∎ on a clear day you can see as far as the coast par temps clair on voit jusqu'à la mer;∎ you can see for miles around la vue s'étend sur des kilomètres;∎ cats can see in the dark les chats voient dans l'obscurité;∎ I haven't quite finished - so I see je n'ai pas tout à fait terminé - c'est ce que je vois;∎ to see into the future voir ou lire dans l'avenir;∎ she can't see any further than the end of her nose elle ne voit pas plus loin que le bout de son nez;∎ for all to see au vu et au su de tous∎ can I see? je peux voir?;∎ let me see!, let's see! fais voir!;∎ see for yourself voyez par vous-même;∎ familiar see! I told you he wouldn't let us down tu vois! je t'avais dit qu'il ne nous laisserait pas tomber(c) (find out) voir;∎ is that the baby crying? - I'll go and see c'est le bébé qu'on entend pleurer? - je vais voir;∎ you'll see! tu verras!;∎ we shall see nous verrons (bien);∎ we'll soon see on le saura vite;∎ we'll soon see if… on saura vite si…(d) (understand) voir, comprendre;∎ it makes no difference as far as I can see autant que je puisse en juger, ça ne change rien;∎ you see, there's something else you should know tu vois, il y a quelque chose d'autre que tu devrais savoir;∎ I was tired, you see, and… j'étais fatigué, voyez-vous, et…;∎ I see je vois;∎ familiar I don't want any trouble, see? je ne veux pas d'histoires, OK?;∎ let me or let's see voyons voir;∎ it was, let me see, in 1938 c'était, voyons (voir), en 1938;∎ Mum said you'd take us to the fair - we'll see Maman a dit que tu nous amènerais à la foire - on verra (ça)3 noun(a) (deal with) s'occuper de;∎ I'll see about making the reservations je m'occuperai des réservations;∎ they're sending someone to see about the gas ils envoient quelqu'un pour vérifier le gaz(b) (consider) voir;∎ I'll see about it je verrai ça;∎ we'll have to see about getting a new car il va falloir songer à acheter une nouvelle voiture;∎ familiar they won't let us in - we'll (soon) see about that! ils ne veulent pas nous laisser entrer - c'est ce qu'on va voir!➲ see in∎ to see in the New Year fêter le Nouvel Anvoir à l'intérieur;∎ the curtains were drawn, so we couldn't see in les rideaux étaient tirés, nous ne pouvions pas voir à l'intérieur(a) (say goodbye to) dire au revoir à;∎ she came to see me off at the station elle est venue à la gare me dire au revoir(b) (chase away) chasser;∎ see him off! (to dog) chasse-le!(c) (repel → attack) repousser(a) (accompany to the door) reconduire ou raccompagner à la porte;∎ can you see yourself out? pouvez-vous trouver la sortie tout seul?;∎ goodbye, I'll see myself out au revoir, ce n'est pas la peine de me raccompagner∎ I'll see another year out here then go home je vais passer une autre année ici puis je rentrerai;∎ we've got enough food to see the week out nous avons assez à manger pour tenir jusqu'à la fin de la semaine;∎ I don't think these boots will see the winter out je ne crois pas que ces bottes feront l'hiver;∎ he isn't expected to see out the week il y a peu de chances qu'il survive jusqu'à la fin de la semaine;∎ he'll see us all out! (will survive us) il nous enterrera tous!∎ to see out the Old Year fêter le Nouvel Anvisiter;∎ they came to see round the house ils sont venus pour visiter la maison(a) (window, fabric) voir à travers(b) (be wise to → person) percer à jour, voir dans le jeu de; (→ trick, scheme, behaviour) ne pas se laisser tromper par;∎ I saw through him je l'ai percé à jour, j'ai vu dans son jeu;∎ she saw through his apparent cheerfulness elle ne s'est pas laissée tromper par ou elle n'a pas été dupe de son apparente bonne humeur;∎ I saw through their little game j'ai vite compris leur petit jeu(a) (bring to a successful end) mener à bonne fin;∎ we can count on her to see the job through on peut compter sur elle pour mener l'affaire à bien∎ to see a show/film through assister à un spectacle/regarder un film jusqu'au bout(c) (support, sustain)∎ I've got enough money to see me through the week j'ai assez d'argent pour tenir jusqu'à la fin de la semaine;∎ £20 should see me through (to Monday) 20 livres devraient me suffire (jusqu'à lundi);∎ their love has seen them through many a crisis leur amour les a aidés à surmonter de nombreuses crises;∎ her good humour will always see her through any difficulties sa bonne humeur lui permettra toujours de traverser les moments difficiles(a) (look after) s'occuper de;∎ I'll see to the dinner je m'occuperai du dîner;∎ I'll see to it je vais m'en occuper, je m'en charge;∎ see to it that everything's ready by 5 p.m. veillez à ce que tout soit prêt pour 17 heures;∎ she saw to it that our picnic was ruined elle a fait en sorte de gâcher notre pique-nique∎ you should get the brakes seen to tu devrais faire réparer les freins -
19 Tizard, Sir Henry Thoms
SUBJECT AREA: Weapons and armour[br]b. 23 August 1885 Gillingham, Kent, Englandd. 9 October 1959 Fareham, Hampshire, England[br]English scientist and administrator who made many contributions to military technology.[br]Educated at Westminster College, in 1904 Tizard went to Magdalen College, Oxford, gaining Firsts in mathematics and chemistry. After a period of time in Berlin with Nernst, he joined the Royal Institution in 1909 to study the colour changes of indicators. From 1911 until 1914 he was a tutorial Fellow of Oriel College, Oxford, but with the outbreak of the First World War he joined first the Royal Garrison Artillery, then, in 1915, the newly formed Royal Flying Corps, to work on the development of bomb-sights. Successively in charge of testing aircraft, a lieutenant-colonel in the Ministry of Munitions and Assistant Controller of Research and Experiments for the Royal Air Force, he returned to Oxford in 1919 and the following year became Reader in Chemical Thermodynamics; at this stage he developed the use of toluene as an air-craft-fuel additive.In 1922 he was appointed an assistant secretary at the government Department of Industrial and Scientific Research, becoming Principal Assistant Secretary in 1922 and its Permanent Director in 1927; during this time he was also a member of the Aeronautical Research Committee, being Chairman of the latter in 1933–43. From 1929 to 1942 he was Rector of Imperial College. In 1932 he was also appointed Chairman of a committee set up to investigate possible national air-defence systems, and it was largely due to his efforts that the radar proposals of Watson-Watt were taken up and an effective system made operational before the outbreak of the Second World War. He was also involved in various other government activities aimed at applying technology to the war effort, including the dam-buster and atomic bombs.President of Magdalen College in 1942–7, he then returned again to Whitehall, serving as Chairman of the Advisory Council on Scientific Policy and of the Defence Research Policy Committee. Finally, in 1952, he became Pro-Chan-cellor of Southampton University.[br]Principal Honours and DistinctionsAir Force Cross 1918. CB 1927. KCB 1937. GCB 1949. American Medal of Merit 1947. FRS 1926. Ten British and Commonwealth University honorary doctorates. Hon. Fellowship of the Royal Aeronautical Society. Royal Society of Arts Gold Medal. Franklin Institute Gold Medal. President, British Association 1948. Trustee of the British Museum 1937–59.Bibliography1911, The sensitiveness of indicators', British Association Report (describes Tizard's work on colour changes in indicators).Further Reading1961, Biographical Memoirs of Fellows of the Royal Society VII, London: Royal Society.KFBiographical history of technology > Tizard, Sir Henry Thoms
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20 Torricelli, Evangelista
SUBJECT AREA: Photography, film and optics[br]b. 15 October 1608 Faenza, Italyd. 25 October 1647 Florence, Italy[br]Italian physicist, inventor of the mercury barometer and discoverer of atmospheric pressure.[br]Torricelli was the eldest child of a textile artisan. Between 1625 and 1626 he attended the Jesuit school at Faenza, where he showed such outstanding aptitude in mathematics and philosophy that his uncle was persuaded to send him to Rome to a school run by Benedetto Castelli, a mathematician and engineer and a former pupil of Galileo Galilei. Between 1630 and 1641, Torricelli was possibly Secretary to Giovanni Ciampoli, Galileo's friend and protector. In 1641 Torricelli wrote a treatise, De motugravium, amplifying Galileo's doctrine on the motion of projectiles, and Galileo accepted him as a pupil. On Galileo's death in 1642, he was appointed as mathematician and philosopher to the court of Grand Duke Ferdinando II of Tuscany. He remained in Florence until his early death in 1647, possibly from typhoid fever. He wrote a great number of mathematical papers on conic sections, the cycloid, the logarithmic curve and other subjects, which made him well known.By 1642 Torricelli was producing good lenses for telescopes; he subsequently improved them, and attained near optical perfection. He also constructed a simple microscope with a small glass sphere as a lens. Galileo had looked at problems of raising water with suction pumps, and also with a siphon in 1630. Torricelli brought up the subject again in 1640 and later produced his most important invention, the barometer. He used mercury to fill a glass tube that was sealed at one end and inverted it. He found that the height of mercury in the tube adjusted itself to a well-defined level of about 76 cm (30 in.), higher than the free surface outside. He realized that this must be due to the pressure of the air on the outside surface and predicted that it would fall with increasing altitude. He thus demonstrated the pressure of the atmosphere and the existence of a vacuum on top of the mercury, publishing his findings in 1644. He later noticed that changes in the height of the mercury were related to changes in the weather.[br]Bibliography1641, De motu gravium.Further ReadingT.I.Williams (ed.), 1969, A Biographical Dictionary of Scientists, London: A. \& C.Black.Chambers Concise Dictionary of Scientists, 1989, Cambridge.A Dictionary of Scientific Biography, 1976, Vol. XIII, New York: C.Scribner's Sons.A.Stowers, 1961–2, "Thomas Newcomen's first steam engine 250 years ago and the initial development of steam power", Transactions of the Newcomen Society 34 (provides an account of his mercury barometer).W.E.Knowles Middleton, 1964, The History of the Barometer, Baltimore.RLHBiographical history of technology > Torricelli, Evangelista
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