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  • 1 overall

    ( = total) total ; [effect, impression] d'ensemble ; [improvement] global ; [winner, leader, victory] (Sport) au classement général
    ( = in general) dans l'ensemble
    • overall, it was disappointing dans l'ensemble, ce fut décevant
    ━━━━━━━━━━━━━━━━━
    ✦ Lorsque overall est un adjectif ou un nom, l'accent tombe sur la première syllabe: ˈəʊvərɔ:l, lorsque c'est un adverbe, sur la dernière: ‚əʊvərˈɔ:l.
    * * *
    1. ['əʊvərɔːl]
    noun GB ( coat-type) blouse f; ( child's) tablier m
    2.
    overalls plural noun GB combinaison f; US salopette f
    3. [ˌəʊvər'ɔːl]
    adjective [cost] global; [improvement, increase, trend] général; [control, impression, effect] d'ensemble; [majority] absolu; [winner] au classement général
    4.
    1) ( in total) en tout
    2) ( in general) dans l'ensemble

    English-French dictionary > overall

  • 2 Historical Portugal

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 During the sixth century CE, the Suevi kingdom was superseded by yet another Germanic tribe—the Christian Visigoths.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

    Historical dictionary of Portugal > Historical Portugal

  • 3 come

    I 1. [kʌm] гл.; прош. вр. came; прич. прош. вр. come
    1) приходить, подходить; идти

    to come back — вернуться, возвратиться

    to come forward — выходить вперёд, выступать

    I think it's time to come back to the most important question: who is to pay for the new building? — Я думаю, пора вернуться к самому важному вопросу - кто оплатит строительство нового здания?

    We'd like to come back next year. — На следующий год мы бы хотели снова приехать сюда.

    He'll never come back to her. — Он никогда к ней не вернётся.

    Just then a bus came by so we got on and rode home. — Мимо как раз проезжал автобус, мы сели и доехали до дома.

    Move aside, please, the firemen want to come by. — Расступитесь, пожалуйста, пожарным нужно пройти.

    Godfather, come and see your boy. — Крёстный отец, подойдите же и посмотрите на своего мальчика.

    Mary came down the stairs. — Мэри спустилась по лестнице.

    The plane came down safely in spite of the mist. — Самолёт благополучно приземлился, несмотря на туман.

    Leave them alone and they'll come home, bringing their tails behind them. — Оставь их в покое и они вернутся с поджатыми хвостами.

    She comes and goes at her will. — Она приходит и уходит, когда ей заблагорассудится.

    A tall man came out from behind the screen. — Из-за перегородки вышел высокий мужчина.

    The family must come together for the parents' silver wedding. — На серебряную свадьбу родителей должна собраться вся семья.

    Syn:
    Ant:
    go 1., leave II
    2)
    а) приезжать, прибывать

    We have come many miles by train. — Мы приехали на поезде издалека.

    Syn:
    б) = come in / through прибывать (о поезде, пароходе)
    Syn:
    Ant:
    leave II
    3) ( come into) = come in входить

    The door opened and the children came into the room. — Открылась дверь, и в комнату вошли дети.

    "Come in!" called the director when he heard the knock at his door. — "Войдите!" - сказал директор, услышав стук в дверь.

    Syn:
    4) = come in поступать ( об информации)

    News of the death of the famous actress began coming in just as we were starting the broadcast. — К началу передачи пришло известие о смерти знаменитой актрисы.

    I haven't a lot of money coming in just now. — У меня сейчас не очень большие доходы.

    Syn:
    Ant:
    5)
    а) доходить, доставать, достигать

    The window came down to the ground. — Окно доходило до земли.

    б) доходить, долетать, доноситься

    A message came down to the boys that they were to be ready. — Мальчикам передали, чтобы они приготовились.

    The wind came off the ocean. — С океана дул ветер.

    A pleasant female voice came over the phone. — В трубке послышался приятный женский голос.

    Syn:
    reach I 2.
    6) = come out at равняться, составлять; простираться (до какого-л. предела, границы)

    The bill comes to 357 pounds. — Счёт составляет 357 фунтов.

    Overall costs come out at 5,709 dollars. — Общие издержки составят 5709 долларов.

    7) ( come to) = come down to сводиться (к чему-л.)

    His speech comes to this: the country is deeply in debt. — Вся его речь сводится к одному: страна увязла в долгах.

    When it all comes down, there isn't much in his story. — По большому счёту, в его истории нет ничего особенного.

    The whole matter comes down to a power struggle between the trade union and the directors. — Всё сводится к противостоянию профсоюза и совета директоров.

    Syn:
    8) приходить в соприкосновение с (чем-л.), вступать в связь с (чем-л.)

    to come into contact with smth. — дотрагиваться до чего-л.

    The carbines will come into play. — В игру вступят карабины.

    The boat came into collision with a steamer. — Лодка столкнулась с пароходом.

    9) переходить в другое состояние, фазу

    to come into blossom / flower — распускаться, раскрываться ( о цветке); зацвести ( о дереве)

    10) ( come to) приступать к (какому-л. делу), обращаться к (какому-л. вопросу)

    Now I come to the question which you asked. — Теперь я перехожу к вопросу, который вы задали.

    11) = come about / along случаться, происходить (с кем-л. / чем-л.)

    come what may — будь, что будет

    to have it coming to one — заслуживать того, что с ним случается ( о человеке)

    I'm sorry he got caught by the police, but after all, he had it coming (to him), didn't he? — Мне очень жаль, что его арестовали, но ведь он сам во всём виноват, не так ли?

    Don't know what will come of the boy if he keeps failing his examinations. — Не знаю, что станет с этим парнем, если он и дальше будет проваливаться на экзаменах.

    Peace can only come about if each side agrees to yield to the other. — Мир настанет только тогда, когда обе стороны пойдут на уступки.

    How did it come about that the man was dismissed? — Как так случилось, что его уволили?

    Trouble comes along when you least expect it. — Неприятности происходят именно тогда, когда их меньше всего ждёшь.

    Take every chance that comes along. — Пользуйся любой предоставляющейся возможностью.

    Syn:
    12) ( come to)
    а) приходить (в какое-л. состояние); достигать (каких-л. результатов)

    A compromise was come to. — Был достигнут компромисс.

    The boy has no character, he will never come to much. — У этого парня слабый характер, он ничего особенного не добьётся в жизни.

    I'm disappointed that my efforts have come to so little. — Я разочарован, что мои усилия принесли так мало результатов.

    б) = come down to опуститься (до чего-л.), докатиться

    He came down to selling matches on street corners. — Он докатился до того, что торгует спичками на улицах.

    13) делаться, становиться

    a dream that came true — мечта, ставшая явью

    14) предстоять, ожидаться

    (which is) to come — грядущий; будущий

    15) появляться, встречаться

    This word comes on page 200. — Это слово встречается на странице 200.

    16) = come up прорастать, всходить

    He sowed turnips, but none of them came. — Он посеял репу, но она не взошла.

    17) груб.; = come off кончить ( испытать оргазм)
    18) получаться, выходить

    He repainted the figure, but it wouldn't come well. — Он заново нарисовал фигуру, но она всё равно не получилась.

    No good could come of it. — Из этого не могло получиться ничего хорошего.

    19) = come in поставляться ( о товарах); поступать в продажу

    The car comes with or without the rear wing. — Машина поставляется в двух модификациях - с задним крылом и без заднего крыла.

    These shoes come with a 30 day guarantee. — Эти туфли продаются с гарантией на один месяц.

    The new crop of tobacco will be coming in soon. — Скоро в продаже появится новый урожай табака.

    As soon as the fresh vegetables come in, we put them on sale. — Как только к нам поступают свежие овощи, мы сразу выставляем их на продажу.

    20) разг.; = come along / on
    а) давай, двигай вперёд

    Come along, children, or we'll be late! — Поторапливайтесь, дети, а то опоздаем!

    Come along, Jane, you can do better than that. — Давай, Джейн, постарайся, ты же можешь сделать лучше.

    б) ври дальше; мели, Емеля, твоя неделя

    Oh, come along! I know better than that! — Кому вы рассказываете! Я лучше знаю.

    в) стой, погоди
    21) come + прич. наст. вр. (начать) делать что-л. ( указанное причастием)

    The fog came pouring in at every chink and keyhole. (Ch. Dickens, Christmas Carol, 1843) — Туман заползал в каждую щель, просачивался в каждую замочную скважину. (пер. Т. Озерской)

    22) come + инф. прийти к чему-л.; дойти до того, чтобы сделать что-л.

    to come to know smb. better — лучше узнать кого-л.

    to come to find out — случайно обнаружить, узнать

    23) = come next / on идти, следовать за (кем-л. / чем-л.)

    I can never remember which king came after which. — Никогда не мог запомнить, какой король шёл за каким.

    Mrs Brown was the first to arrive, and her daughter came next. — Первой приехала миссис Браун, затем - её дочь.

    I'll go ahead, and you come on later. — Сначала пойду я, потом ты.

    The military government refused to allow the people their right to vote, what came next was violence. — Военное правительство отказало людям в праве голосовать, и в результате начались беспорядки.

    My family comes first, and my work comes next. — На первом месте для меня семья, на втором - работа.

    Syn:
    24) ( come after) преследовать кого-л., гнаться за кем-л., искать кого-л., домогаться кого-л.

    I saw a big dog coming after me. — Я увидел, что за мной гонится огромная собака.

    25) ( come at) нападать, набрасываться на кого-л.

    He allegedly came at Jim with a knife. — Как утверждают, он напал на Джима с ножом.

    26) ( come at) получить доступ к чему-л., добраться до кого-л. / чего-л.; найти, обнаружить, установить (правду, причины, факты)

    Put the food where the cat can't come at it. — Положи еду туда, где её не достанет кошка.

    I wanted to reply to your letter in detail, but I can't come at it anywhere. — Я хотел подробно ответить на ваше письмо, но нигде не могу его найти.

    It is always difficult to come at the truth. — Всегда трудно докопаться до истины.

    27) ( come before) предшествовать чему-л.

    Did the invention of the telephone come before the end of the 19th century? — Телефон изобрели ещё до конца девятнадцатого века?

    28) ( come before) превосходить кого-л. рангом; быть более важным, чем что-л.

    Consideration of a fellow worker's health must come before my own professional pride. — Я должен прежде думать о здоровье коллеги и лишь потом о собственной профессиональной гордости.

    29) ( come before) представать (перед судом или какой-л. официальной организацией); рассматриваться ( в суде)

    When you come before the judge, you must speak the exact truth. — Когда ты говоришь в суде, ты должен говорить чистую правду.

    The witness of the accident did not come before the court. — Свидетель этого происшествия не предстал перед судом.

    Your suggestion came before the board of directors yesterday, but I haven't heard the result of their meeting. — Ваше предложение было рассмотрено советом директоров вчера, но я не знаю, каков был результат.

    Syn:
    30) ( come between) вмешиваться в чьи-л. дела, вставать между кем-л.; вызывать отчуждение, разделять

    Never come between husband and wife. — Никогда не вставай между мужем и женой.

    Ten years of separation have come between them. — Их разделяли десять лет разлуки.

    Syn:
    31) ( come between) мешать кому-л. в чём-л.

    I don't like people who come between me and my work. — Я не люблю людей, которые мешают мне работать.

    32) ( come by) доставать, приобретать, находить

    It is not easy to come by a high paying job. — Не так-то просто найти высокооплачиваемую работу.

    Syn:
    33) ( come by) (случайно) получать (царапину, травму)
    Syn:
    34) ( come for) заходить за кем-л. / чем-л.

    I've come for my parcel. — Я пришёл за своей посылкой.

    I'll come for you at 8 o'clock. — Я зайду за тобой в 8 часов.

    35) ( come for) бросаться на кого-л.

    The guard dog came for me. — Сторожевая собака бросилась ко мне.

    36) (come from / of) происходить, иметь происхождение

    These words come from Latin. — Эти слова латинского происхождения.

    I came from a race of fishers. — Я из рыбацкого рода.

    He comes from a long line of singers. — Он происходит из старинного рода певцов.

    A butterfly comes from a chrysalis. — Бабочка появляется из куколки.

    She comes of a good family. — Она происходит из хорошей семьи.

    37) (come from / of) = come out from, come out of проистекать из чего-л., получаться в результате чего-л.; появляться (откуда-л.)

    Danger comes from unexpected places. — Опасность появляется оттуда, откуда не ожидаешь.

    I don't know what will come of your actions. — Не знаю, к чему приведут ваши действия.

    Syn:
    38) = come in
    а) прибывать (на работу, в учреждение), поступать ( в больницу)
    б) ( come into) вступать ( в должность), приступать ( к новым обязанностям)
    39)
    а) ( come to) = come down доставаться, переходить по наследству

    This painting belongs to us. It came through my mother. — Эта картина принадлежит нам. Она досталась мне от матери.

    The house came to me after my father's death. — Этот дом перешёл ко мне после смерти отца.

    This ring has come down in my family for two centuries. — Это кольцо передаётся в нашей семье по наследству уже два века.

    б) ( come into) получать в наследство, наследовать

    Charles came into a fortune when his father died. — Когда отец умер, Чарлз получил состояние.

    Syn:
    40) ( come into) присоединяться, вступать ( в организацию)

    Several new members have come into the club since Christmas. — С Рождества в клуб приняли несколько новых членов.

    41) ( come near) разг. быть на грани чего-л.; чуть не сделать что-л.

    The boy came near (to) falling off the high wall. — Мальчик едва не свалился с высокой стены.

    42) ( come on) снять трубку, ответить ( по телефону)

    One of the most powerful men in France came on the line. — В трубке раздался голос одного из самых влиятельных людей во Франции.

    43) (come over / (up)on) охватывать (кого-л.)

    Fear came upon him as he entered the empty house. — Когда он зашёл в пустой дом, его охватил страх.

    44) ( come through) проникать, просачиваться; пролезать, просовываться

    The first light came through the open window. — Первые лучи солнца проникли через открытое окно.

    45) ( come through) перенести, пережить (что-л. неприятное или тяжёлое); пройти через что-л.

    Bill came through his operation as cheerful as ever. — Билл перенёс операцию как обычно бодро.

    All my family came through the war. — Вся моя семья пережила войну.

    46) ( come through) = come out появляться (из-за туч; о солнце, луне, лучах)

    The sun came through the clouds for a while. — Солнце ненадолго выглянуло из-за туч.

    There was a wisp of sun coming through the mist. — Сквозь туман пробивался солнечный луч.

    47) (come across / to) приходить на ум; становиться известным (кому-л.)

    to come to smb.'s attention / notice — доходить до кого-л., становиться известным кому-л.

    It came to my knowledge that... — Я узнал, что…

    After ruminating about it for a period of time, suddenly it came to me how it could be done. — После долгих размышлений меня осенило, как можно это сделать.

    The thought came across my mind that I had met him before. — Тут мне показалось, что я видел его раньше.

    48) ( come under) подчиняться, находиться в ведении (какой-л. организации)

    This area comes under the powers of the local court. — Эта сфера подпадает под юрисдикцию местного суда.

    49) (come under / within) относиться (к чему-л.), попадать (в какой-л. раздел, категорию)

    all the paperwork that comes under the general heading of insurance — вся канцелярская работа, связанная со страхованием

    50) ( come under) подвергаться (нападению, критике, давлению)

    The town came under attack again last night. — Прошлой ночью на город снова напали.

    He came unber biting criticism at the last meeting. — На последнем собрании он подвергся жестокой критике.

    51) (come across / upon) натолкнуться на (что-л.), неожиданно найти (что-л.), случайно встретить (кого-л.)

    I came across this old photograph in the back of the drawer. — Я случайно обнаружил эту старую фотографию на дне секретера.

    A very interesting book has come across my desk. — На моём столе случайно оказалась очень интересная книга.

    Syn:
    а) нападать, атаковать

    The enemy came upon the town by night. — Враг атаковал город ночью.

    б) налетать, обрушиваться (на кого-л. / что-л.)

    The wind with lightening and thunder came on them. — На них налетел ветер с громом и молнией.

    •
    ••

    light come light go — что досталось легко, быстро исчезает

    Come again? — разг. Что ты сказал?

    to come into being / existence — возникать

    to come into season — созревать, появляться в продаже

    to come into service / use — входить в употребление

    to come into sight / view — появляться, показываться

    to come to oneself — прийти в себя; взять себя в руки

    to come to a dead end — разг. зайти в тупик

    to come to one's feet — вскочить, подняться

    not to know whether / if one is coming or going — растеряться, чувствовать себя потерянным; не знать, на каком ты свете

    I'm so upset I don't know whether I'm coming or going. — Я так расстроен, что уж и не знаю, что делать.

    - come close
    - come easy
    - come natural
    - come it too strong
    - come of age
    - come one's ways
    - come one's way
    - come clean
    - come short of smth.
    - come home
    - come to a head
    - come to hand
    - come day go day     2. [kʌm] предл.; разг.
    с наступлением, с приходом ( момента)

    ... but come summer, the beaches would be lined with rows of tents. —... но когда наступит лето, на пляжах появится множество навесов.

    II [kʌm] = cum II

    Англо-русский современный словарь > come

  • 4 modular data center

    1. модульный центр обработки данных (ЦОД)

     

    модульный центр обработки данных (ЦОД)
    -
    [Интент]

    Параллельные тексты EN-RU

    [ http://loosebolts.wordpress.com/2008/12/02/our-vision-for-generation-4-modular-data-centers-one-way-of-getting-it-just-right/]

    [ 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 design

    Это 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 поколения

    Are 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 сомнению

    In 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 чиллеров

    We 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 платформа

    Finally, 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 Gen4

    To 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 measures

    Ниже 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 designs

    Так 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-центров

    We 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

  • 5 view

    1. noun
    1) (range of vision) Sicht, die

    have a clear/distant view of something — etwas deutlich/in der Ferne sehen können

    be out of/in view — nicht zu sehen/zu sehen sein

    come into view — in Sicht kommen

    2) (what is seen) Aussicht, die

    the views from here — die Aussicht von hier

    3) (picture) Ansicht, die

    photographic view — Foto, das

    4) (opinion) Ansicht, die

    what is your view or are your views on this? — was meinst du dazu?

    don't you have any view[s] about it? — hast du keine Meinung dazu?

    the general/majority view is that... — die Allgemeinheit/Mehrheit ist der Ansicht, dass...

    have or hold views about or on something — eine Meinung über etwas (Akk.) haben

    hold or take the view that... — der Ansicht sein, dass...

    I take a different view — ich bin anderer Ansicht

    take a critical/grave/optimistic view of something — etwas kritisch/ernst/optimistisch beurteilen

    5)

    be on view — [Waren, Haus:] besichtigt werden können; [Bauplan:] [zur Einsicht] ausliegen

    in view of something — (fig.) angesichts einer Sache

    with a view to or with a or the view of doing something — in der Absicht, etwas zu tun

    with a view to something — (fig.) mit etwas im Auge

    with this in view — in Anbetracht dessen; see also academic.ru/56438/point">point I 1.

    6) (survey) Betrachtung, die; (of house, site) Besichtigung, die
    2. transitive verb
    1) (look at) sich (Dat.) ansehen
    2) (consider) betrachten; beurteilen [Situation, Problem]

    viewed in this light... — so gesehen...

    3) (inspect) besichtigen
    3. intransitive verb
    (Telev.) fernsehen
    * * *
    [vju:] 1. noun
    1) ((an outlook on to, or picture of) a scene: Your house has a fine view of the hills; He painted a view of the harbour.) die (An)Sicht
    2) (an opinion: Tell me your view/views on the subject.) die Ansicht
    3) (an act of seeing or inspecting: We were given a private view of the exhibition before it was opened to the public.) die Besichtigung
    2. verb
    (to look at, or regard (something): She viewed the scene with astonishment.) betrachten
    - viewer
    - viewpoint
    - in view of
    - on view
    - point of view
    * * *
    [vju:]
    I. n
    1. no pl (sight) Sicht f
    in full \view of all the spectators vor den Augen aller Zuschauer
    to block [or obstruct] sb's \view jds Sicht behindern
    to come into \view in Sicht kommen, sichtbar werden
    to disappear from [or out of] \view [in der Ferne] verschwinden
    to hide [or shield] from \view sich akk dem Blick entziehen
    the house is hidden from \view behind a high hedge das Haus liegt den Blicken entzogen hinter einer hohen Hecke
    to keep sb/sth in \view jdn/etw im Auge behalten
    2. (panorama) [Aus]blick m, Aussicht f
    we have a clear \view of the sea wir haben freien Blick aufs Meer
    the \view from our living room over the valley is breathtaking der [Aus]blick von unserem Wohnzimmer über das Tal ist atemberaubend
    he paints rural \views er malt ländliche Motive
    he lifted his daughter up so that she could get a better \view er hob seine Tochter hoch, sodass sie besser sehen konnte
    to have a bird's-eye \view of sth etw aus der Vogelperspektive sehen
    panoramic \view Panoramablick m
    to afford a \view einen Blick [o eine Aussicht] bieten
    3. (opportunity to observe) Besichtigung f
    4. no pl (for observation)
    to be on \view works of art ausgestellt werden
    to be on \view to the public der Öffentlichkeit zugänglich sein
    5. (opinion) Ansicht f, Meinung f (about/on über + akk)
    in sb's \view nach jds Einschätzung
    what are your \views on this issue? was meinen Sie zu dieser Frage?
    it's my \view that the price is much too high meiner Meinung nach ist der Preis viel zu hoch
    exchange of \views Meinungsaustausch m
    \view of the market Markteinschätzung f
    point of \view Gesichtspunkt m, Standpunkt m
    from my point of \view... meiner Meinung nach...
    world \view Weltanschauung f
    conflicting \views widersprüchliche Meinungen
    jaundiced/prevailing \view zynische/vorherrschende Meinung
    there is a prevailing \view that... es herrscht die Ansicht, dass...
    to air one's \views seine Ansichten darlegen
    to echo [or endorse] a \view sich akk einer Meinung anschließen
    to express a \view eine Meinung ausdrücken [o zum Ausdruck bringen]
    to have [or take] a \view eine Meinung vertreten
    to have an optimistic \view of life eine optimistische Lebenseinstellung haben
    to take a dim [or poor] \view of sth nicht viel von etw dat halten
    to have [or hold] [or take] the \view that... der Meinung sein, dass...
    to have [or hold] \views about [or on] sb/sth Ansichten über jdn/etw haben
    to hold strong \views about sth über etw akk strenge Ansichten haben
    to make a \view known eine Ansicht mitteilen
    to share a \view gleicher Meinung sein, eine Ansicht teilen
    this \view is not widely shared diese Ansicht wird nicht von vielen geteilt
    ▪ in sb's \view jds Ansicht nach
    6. ( fig: perspective) Ansicht f
    from the money point of \view, the plan is very attractive but from the work point of \view, it's a disaster vom Finanziellen her gesehen ist der Plan sehr verlockend, aber von der Arbeit her ist er eine Katastrophe
    we take a very serious \view of the situation wir nehmen die Situation sehr ernst
    to take a long-/short-term \view eine langfristige/vorläufige Perspektive einnehmen
    to take an overall \view of sth etw von allen Seiten betrachten
    ▪ in \view of sth angesichts [o in Anbetracht] einer S. gen
    ▪ with a \view to doing sth mit der Absicht, etw zu tun
    7. (idea) Vorstellung f
    have you anything in \view for when you leave college? hast du [schon] irgendeine Idee, was du machen willst, wenn du vom College abgehst?
    II. vt
    1. (watch)
    ▪ to \view sth [from sth] etw [von etw dat aus] betrachten; (as a spectator) etw dat [von etw dat aus] zusehen [ o bes SÜDD, ÖSTERR, SCHWEIZ zuschauen
    2. ( fig: consider)
    ▪ to \view sb/sth [as sb/sth] jdn/etw [als jdn/etw] betrachten
    we \view the situation with concern wir betrachten die Lage mit Besorgnis
    to \view sth from a different angle etw aus einem anderen Blickwinkel betrachten
    ▪ to \view sth sich dat etw ansehen
    to \view a flat/a house eine Wohnung/ein Haus besichtigen
    * * *
    [vjuː]
    1. n
    1) (= range of vision) Sicht f

    the ship came into view —

    the cameraman had a job keeping the plane in view — der Kameramann fand es schwierig, das Flugzeug zu verfolgen

    to go out of view — außer Sicht kommen, verschwinden

    the house is within view of the sea —

    hidden from view — verborgen, versteckt

    on view (for purchasing) — zur Ansicht; (of exhibits) ausgestellt

    2) (= prospect, sight) Aussicht f

    there is a splendid view from here/from the top — von hier/von der Spitze hat man einen herrlichen Blick or eine wunderschöne Aussicht

    a view over... — ein Blick m über... (acc)

    he stood up to get a better view — er stand auf, um besser sehen zu können

    3) (= photograph etc) Ansicht f (ALSO COMPUT)

    views of London — Ansichten pl or Stadtbilder pl von London

    4) (= opinion) Ansicht f, Meinung f

    to take the view that... — die Ansicht vertreten, dass...

    See:
    → point
    5)

    (= mental survey) an idealistic view of the world — eine idealistische Welt(an)sicht

    a general or overall view of a problem —

    in view of — wegen (+gen), angesichts (+gen)

    at first view —

    we must not lose from view the fact that... I'll keep it in view — wir dürfen die Tatsache nicht aus dem Auge verlieren, dass... ich werde es im Auge behalten

    6) (= intention, plan) Absicht f

    with a view to doing sth — mit der Absicht, etw zu tun

    he has the weekend in view when he says... — er denkt an das Wochenende, wenn er sagt...

    2. vt
    1) (= see) betrachten
    2) (= examine) house besichtigen
    3) (= consider) problem etc sehen
    4) (COMPUT: command) anzeigen
    3. vi
    (= watch television) fernsehen
    * * *
    view [vjuː]
    A v/t
    1. obs sehen, erblicken
    2. (sich) etwas ansehen, besichtigen, in Augenschein nehmen:
    view a flat eine Wohnung besichtigen
    3. prüfen, untersuchen ( beide auch JUR)
    4. fig (an)sehen, auffassen, betrachten, beurteilen ( alle:
    as als)
    B v/i fernsehen
    C s
    1. Besichtigung f, Inaugenscheinnahme f:
    at first view auf den ersten Blick;
    on nearer view bei näherer Betrachtung;
    be plain to (the) view gut sichtbar sein
    2. Prüfung f, Untersuchung f ( auch JUR)
    3. Sicht f (auch fig):
    a) in Sicht, sichtbar,
    b) fig in (Aus)Sicht;
    in view of fig im Hinblick auf (akk), in Anbetracht oder angesichts (gen);
    in full view of direkt vor jemandes Augen;
    get a full view of etwas ganz zu sehen bekommen;
    on view zu besichtigen(d), ausgestellt;
    on the long view fig auf weite Sicht;
    out of view außer Sicht, nicht mehr zu sehen;
    come in view in Sicht kommen, sichtbar werden;
    have in view fig im Auge haben, denken an (akk), beabsichtigen;
    keep sth in view fig etwas im Auge behalten;
    lose view of aus den Augen verlieren;
    there is no view of success es besteht keine Aussicht auf Erfolg
    4. a) (Aus)Sicht f, (Aus-)Blick m (of, over auf akk):
    there is a grand view of the mountains from here von hier hat man einen herrlichen Blick auf die Berge
    b) Szenerie f, Blick m
    5. MAL, FOTO Ansicht f, Bild n:
    6. (kritischer) Überblick (of über akk)
    7. Absicht f:
    a) mit oder in der Absicht ( doing zu tun), zu dem Zwecke (gen), um zu (inf),
    b) im Hinblick auf (akk)
    8. (of, on) Ansicht f, Meinung f, Urteil n (von, über akk), Auffassung f (von):
    view of life Lebensanschauung f;
    in my view in meinen Augen, meines Erachtens;
    what is your view on …? was halten Sie von …?, wie beurteilen Sie …?;
    be of ( oder take) the view that … der Ansicht sein oder die Ansicht vertreten, dass …;
    it is my view that … ich bin der Ansicht, dass …;
    be of the same view der gleichen Ansicht sein;
    form a view on sich ein Urteil bilden über (akk);
    hold extreme views extreme Ansichten vertreten;
    take a bright (dim, grave, strong) view of etwas optimistisch (pessimistisch, ernst, hart) beurteilen
    9. Vorführung f:
    * * *
    1. noun
    1) (range of vision) Sicht, die

    have a clear/distant view of something — etwas deutlich/in der Ferne sehen können

    be out of/in view — nicht zu sehen/zu sehen sein

    2) (what is seen) Aussicht, die
    3) (picture) Ansicht, die

    photographic view — Foto, das

    4) (opinion) Ansicht, die

    what is your view or are your views on this? — was meinst du dazu?

    don't you have any view[s] about it? — hast du keine Meinung dazu?

    the general/majority view is that... — die Allgemeinheit/Mehrheit ist der Ansicht, dass...

    have or hold views about or on something — eine Meinung über etwas (Akk.) haben

    hold or take the view that... — der Ansicht sein, dass...

    take a critical/grave/optimistic view of something — etwas kritisch/ernst/optimistisch beurteilen

    5)

    be on view — [Waren, Haus:] besichtigt werden können; [Bauplan:] [zur Einsicht] ausliegen

    in view of something — (fig.) angesichts einer Sache

    with a view to or with a or the view of doing something — in der Absicht, etwas zu tun

    with a view to something — (fig.) mit etwas im Auge

    with this in view — in Anbetracht dessen; see also point I 1.

    6) (survey) Betrachtung, die; (of house, site) Besichtigung, die
    2. transitive verb
    1) (look at) sich (Dat.) ansehen
    2) (consider) betrachten; beurteilen [Situation, Problem]

    viewed in this light... — so gesehen...

    3) (inspect) besichtigen

    ask to view something — darum bitten, etwas besichtigen zu dürfen

    3. intransitive verb
    (Telev.) fernsehen
    * * *
    v.
    betrachten v.
    prüfen v.
    sehen v.
    (§ p.,pp.: sah, gesehen) (in regard to) n.
    Hinblick -e m. (of) n.
    Betrachtungsweise f. n.
    Anblick -e m.
    Anschauung f.
    Ansicht -en f.
    Auffassung f.
    Aussicht -en f.
    Betrachtung f.
    Blick -e m.

    English-german dictionary > view

  • 6 Gresley, Sir Herbert Nigel

    [br]
    b. 19 June 1876 Edinburgh, Scotland
    d. 5 April 1941 Hertford, England
    [br]
    English mechanical engineer, designer of the A4-class 4–6–2 locomotive holding the world speed record for steam traction.
    [br]
    Gresley was the son of the Rector of Netherseale, Derbyshire; he was educated at Marlborough and by the age of 13 was skilled at making sketches of locomotives. In 1893 he became a pupil of F.W. Webb at Crewe works, London \& North Western Railway, and in 1898 he moved to Horwich works, Lancashire \& Yorkshire Railway, to gain drawing-office experience under J.A.F.Aspinall, subsequently becoming Foreman of the locomotive running sheds at Blackpool. In 1900 he transferred to the carriage and wagon department, and in 1904 he had risen to become its Assistant Superintendent. In 1905 he moved to the Great Northern Railway, becoming Superintendent of its carriage and wagon department at Doncaster under H.A. Ivatt. In 1906 he designed and produced a bogie luggage van with steel underframe, teak body, elliptical roof, bowed ends and buckeye couplings: this became the prototype for East Coast main-line coaches built over the next thirty-five years. In 1911 Gresley succeeded Ivatt as Locomotive, Carriage \& Wagon Superintendent. His first locomotive was a mixed-traffic 2–6–0, his next a 2–8–0 for freight. From 1915 he worked on the design of a 4–6–2 locomotive for express passenger traffic: as with Ivatt's 4 4 2s, the trailing axle would allow the wide firebox needed for Yorkshire coal. He also devised a means by which two sets of valve gear could operate the valves on a three-cylinder locomotive and applied it for the first time on a 2–8–0 built in 1918. The system was complex, but a later simplified form was used on all subsequent Gresley three-cylinder locomotives, including his first 4–6–2 which appeared in 1922. In 1921, Gresley introduced the first British restaurant car with electric cooking facilities.
    With the grouping of 1923, the Great Northern Railway was absorbed into the London \& North Eastern Railway and Gresley was appointed Chief Mechanical Engineer. More 4–6– 2s were built, the first British class of such wheel arrangement. Modifications to their valve gear, along lines developed by G.J. Churchward, reduced their coal consumption sufficiently to enable them to run non-stop between London and Edinburgh. So that enginemen might change over en route, some of the locomotives were equipped with corridor tenders from 1928. The design was steadily improved in detail, and by comparison an experimental 4–6–4 with a watertube boiler that Gresley produced in 1929 showed no overall benefit. A successful high-powered 2–8–2 was built in 1934, following the introduction of third-class sleeping cars, to haul 500-ton passenger trains between Edinburgh and Aberdeen.
    In 1932 the need to meet increasing road competition had resulted in the end of a long-standing agreement between East Coast and West Coast railways, that train journeys between London and Edinburgh by either route should be scheduled to take 8 1/4 hours. Seeking to accelerate train services, Gresley studied high-speed, diesel-electric railcars in Germany and petrol-electric railcars in France. He considered them for the London \& North Eastern Railway, but a test run by a train hauled by one of his 4–6–2s in 1934, which reached 108 mph (174 km/h), suggested that a steam train could better the railcar proposals while its accommodation would be more comfortable. To celebrate the Silver Jubilee of King George V, a high-speed, streamlined train between London and Newcastle upon Tyne was proposed, the first such train in Britain. An improved 4–6–2, the A4 class, was designed with modifications to ensure free running and an ample reserve of power up hill. Its streamlined outline included a wedge-shaped front which reduced wind resistance and helped to lift the exhaust dear of the cab windows at speed. The first locomotive of the class, named Silver Link, ran at an average speed of 100 mph (161 km/h) for 43 miles (69 km), with a maximum speed of 112 1/2 mph (181 km/h), on a seven-coach test train on 27 September 1935: the locomotive went into service hauling the Silver Jubilee express single-handed (since others of the class had still to be completed) for the first three weeks, a round trip of 536 miles (863 km) daily, much of it at 90 mph (145 km/h), without any mechanical troubles at all. Coaches for the Silver Jubilee had teak-framed, steel-panelled bodies on all-steel, welded underframes; windows were double glazed; and there was a pressure ventilation/heating system. Comparable trains were introduced between London Kings Cross and Edinburgh in 1937 and to Leeds in 1938.
    Gresley did not hesitate to incorporate outstanding features from elsewhere into his locomotive designs and was well aware of the work of André Chapelon in France. Four A4s built in 1938 were equipped with Kylchap twin blast-pipes and double chimneys to improve performance still further. The first of these to be completed, no. 4468, Mallard, on 3 July 1938 ran a test train at over 120 mph (193 km/h) for 2 miles (3.2 km) and momentarily achieved 126 mph (203 km/h), the world speed record for steam traction. J.Duddington was the driver and T.Bray the fireman. The use of high-speed trains came to an end with the Second World War. The A4s were then demonstrated to be powerful as well as fast: one was noted hauling a 730-ton, 22-coach train at an average speed exceeding 75 mph (120 km/h) over 30 miles (48 km). The war also halted electrification of the Manchester-Sheffield line, on the 1,500 volt DC overhead system; however, anticipating eventual resumption, Gresley had a prototype main-line Bo-Bo electric locomotive built in 1941. Sadly, Gresley died from a heart attack while still in office.
    [br]
    Principal Honours and Distinctions
    Knighted 1936. President, Institution of Locomotive Engineers 1927 and 1934. President, Institution of Mechanical Engineers 1936.
    Further Reading
    F.A.S.Brown, 1961, Nigel Gresley, Locomotive Engineer, Ian Allan (full-length biography).
    John Bellwood and David Jenkinson, Gresley and Stanier. A Centenary Tribute (a good comparative account).
    PJGR

    Biographical history of technology > Gresley, Sir Herbert Nigel

  • 7 then

    then [ðen]
       a. ( = at that time) à l'époque
    • by then I knew à ce moment-là, je savais déjà
    • since then everything's been OK depuis, tous va bien
       c. ( = next) puis
    • he went first to London then to Paris il est allé d'abord à Londres, puis à Paris
    • and then what? et puis après ?
       d. ( = in that case) alors
    • but then that means that... mais alors c'est que...
    • someone had already warned you then? on vous avait donc déjà prévenu ?
       e. ( = furthermore) et puis
    ► then again ( = on the other hand) pourtant
    • ... and then again he has always tried to help us... et pourtant, il faut dire qu'il a toujours essayé de nous aider
    * * *
    Note: When then is used to mean at that time, it is translated by alors or à ce moment-là: I was working in Oxford then = je travaillais alors à Oxford or je travaillais à Oxford à ce moment-là. Note that alors always comes immediately after the verb in French
    When then is used to mean next it can be translated by either puis or ensuite: a man, a horse and then a dog = un homme, un cheval puis or et ensuite un chien
    When then is used to mean in that case it is translated by alors: then why worry? = alors pourquoi s'inquiéter?
     [ðen] 1.
    1) ( at that point in time) alors, à ce moment-là; ( implying more distant past) en ce temps-là

    from then on, life became easier — à partir de ce moment-là la vie est devenue plus facile

    we won't be in contact until then — nous ne serons pas en contact avant (ce moment-là); there

    2) (in sequences: afterwards, next) puis, ensuite

    then came the big news — puis or ensuite on nous a annoncé la grande nouvelle

    then after that... — ensuite...

    and then what? — ( with bated breath) et ensuite?

    3) ( in that case) alors
    4) (summarizing statement: therefore) donc
    5) (in addition, besides) puis...aussi
    6) (modifying previous statement: on the other hand) d'un autre côté
    7) (rounding off a topic: so) alors

    now then what's all this? — bon, qu'est-ce qui se passe?

    2.
    adjective (épith)

    the then mayor of New York, Mr X — M. X, qui était alors maire de New York

    English-French dictionary > then

  • 8 Durão Barroso, José Manuel

    (1952-)
       Academic, scholar, and politician who rose to prominence after the Revolution of 25 April 1974. Trained as an academic in the field of political science and law, Durão Barroso received a master's degree in political science at a Swiss university in the 1980s and continued to a doctorate in Portugal. For some years, he taught political science at the University of Geneva. A student of Portuguese government and politics, he entered academic life in Lisbon at various universities, including the Faculty of Law, University of Lisbon, and spent terms abroad as a visiting political science professor at Georgetown University in the United States.
       A leading member of the Social Democratic Party (PSD) after 1993, he was minister of foreign affairs in the Cavaco Silva government in the mid-1990s. When Marcello Rebelo de Sousa withdrew from politics in 1999, Durão Barroso was elected in his place as chief of the PSD; he led the party in the October 1999 elections, won by the Socialist Party (PS) under Guterres. The defeat of the PSD in this election, whose final results were closer than predicted, cast a shadow on the leadership position of Durão Barroso, whose brittle style and manner of public speaking aroused controversy. The position of the PSD, however, still retained some strength; the results of the October 1999 elections were disappointing to the PS, which expected to win an overall majority in the Assembly of the Republic. Instead, the PS fell one seat short. The electoral results in seats were PS (115) to PSD (81). As the PS's hold on the electorate weakened during 2001, and the party was defeated in municipal elections in December 2001, the PSD's leader came into his own as party chief.
       In the parliamentary elections of 17 March 2002, the PSD won the largest number of seats, and Durão Barroso was appointed prime minister. To have a majority, he governed in coalition with the Popular Party (PP), formerly known as the Christian Democratic Party (CDS). Durão Barroso reduced government spending, which affected the budgets of local governments and civil service recruitment. These measures, as well as plans to accelerate privatization and introduce labor reforms, resulted in a public-sector worker's strike in November 2002, the first such strike in 10 years. Durão Barroso decided to press ahead with budget-cutting measures and imposed a freeze on the wages of employees earning more than €1,000, which affected more than 50 percent of the workforce.
       In 2004, he became president of the Commission, European Union (EU). He took up the office on 23 November 2004, and Pedro Santana Lopes, then the PSD mayor of Lisbon, became prime minister. Portugal has held the six-month rotating presidency of the EU three times, in 1992, 2000, and 2007.

    Historical dictionary of Portugal > Durão Barroso, José Manuel

  • 9 Cowper-Coles, Sherard Osborn

    SUBJECT AREA: Metallurgy
    [br]
    b. 8 October 1866 East Harting, Sussex, England
    d. 9 September 1936
    [br]
    English inventor of the sherardizing process for metal protection.
    [br]
    He was the son of Captain Cowper- Coles, Royal Navy, the inventor of the swivelling turret for naval guns. He inherited his father's inventive talents and investigated a variety of inventions in his workshop at his home at Sunbury-on-Thames, assisted by a number of scientific workers. He had been educated by governesses, but he lacked a sound scientific background. His inventions, rarely systematically pursued, ranged from electrolytic processes for making copper sheets and parabolic reflectors to a process for inlaying and decorating metallic surfaces. Overall, however, he is best known for the invention of "sherardizing", the process for producing a rustproof coating of zinc on small metallic articles. The discovery came by chance, when he was annealing iron and steel packed in zinc dust to exclude air. The metal was found to be coated with a thin layer of zinc with some surface penetration. The first patent for the process was obtained in 1900, and later the American rights were sold, with a company being formed in 1908 to control them. A small plant was set up in Chelsea, London, to develop the process to the point where it could be carried out on a commercial scale in a plant in Willesden. Sherardizing has not been a general protective finish, but is restricted to articles such as nuts and bolts which are then painted or finished. The process was still in use in 1977, operated by the Zinc Alloy Company (London) Ltd.
    [br]
    Further Reading
    C.A.Smith, 1978, "Sherard Cowper-Coles: a review of the inception of sherardizing", Transactions of the Newcomen Society 49:1–4.
    LRD

    Biographical history of technology > Cowper-Coles, Sherard Osborn

  • 10 Monro, Philip Peter

    SUBJECT AREA: Chemical technology
    [br]
    b. 27 May 1946 London, England
    [br]
    English biologist, inventor of a water-purification process by osmosis.
    [br]
    Monro's whole family background is engineering, an interest he did not share. Instead, he preferred biology, an enthusiasm aroused by reading the celebrated Science of Life by H.G. and G.P.Wells and Julian Huxley. Educated at a London comprehensive school, Monro found it necessary to attend evening classes while at school to take his advanced level science examinations. Lacking parental support, he could not pursue a degree course until he was 21 years old, and so he gained valuable practical experience as a research technician. He resumed his studies and took a zoology degree at Portsmouth Polytechnic. He then worked in a range of zoology and medical laboratories, culminating after twelve years as a Senior Experimental Officer at Southampton Medical School. In 1989 he relinquished his post to devote himself fall time to developing his inventions as Managing Director of Hampshire Advisory and Technical Services Ltd (HATS). Also in 1988 he obtained his PhD from Southampton University, in the field of embryology.
    Monro had meanwhile been demonstrating a talent for invention, mainly in microscopy. His most important invention, however, is of a water-purification system. The idea for it came from Michael Wilson of the Institute of Dental Surgery in London, who evolved a technique for osmotic production of sterile oral rehydration solutions, of particular use in treating infants suffering from diarrhoea in third-world countries. Monro broadened the original concept to include dried food, intravenous solutions and even dried blood. The process uses simple equipment and no external power and works as follows: a dry sugar/salts mixture is sealed in one compartment of a double bag, the common wall of which is a semipermeable membrane. Impure water is placed in the empty compartment and the water transfers across the membrane by the osmotic force of the sugar/salts. As the pores in the membrane exclude all viruses, bacteria and their toxins, a sterile solution is produced.
    With the help of a research fellowship granted for humanitarian reasons at King Alfred College, Winchester, the invention was developed to functional prototype stage in 1993, with worldwide patent protection. Commercial production was expected to follow, if sufficient financial backing were forthcoming. The process is not intended to replace large installations, but will revolutionize the small-scale production of sterile water in scattered third-world communities and in disaster areas where normal services have been disrupted.
    HATS was awarded First Prize in the small business category and was overall prize winner in the Toshiba Year of Invention, received a NatWest/BP award for technology and a Prince of Wales Award for Innovation.
    [br]
    Bibliography
    1993, with M.Wilson and W.A.M.Cutting, "Osmotic production of sterile oral rehydration solutions", Tropical Doctor 23:69–72.
    LRD

    Biographical history of technology > Monro, Philip Peter

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