successful company

a record of the outstanding orders that an organization has received. An order book may be physical, with the specifications and delivery times of orders recorded in it, or the term may be used generally to describe the health of a company. A full order book implies a successful company, while an empty order book can indicate an organization at risk of business failure.

awardee, successful bidder, purchaser, successful tenderer.

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► adjetivo

1 contract-winning

► nombre masculino,nombre femenino

1 (premio) prizewinner

2 (venta) successful bidder

3 (obras) contract-winner, contract-winning company

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1 (de un premio) recipient ( frml), winner

(de una obra): la empresa fue adjudicataria del contrato para la obra the company was awarded the contract for the work

2 (en una subasta) buyer

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♦ adj

la empresa adjudicataria del contrato the company awarded o which won the contract

♦ nm,f

el adjudicatario del contrato the winner of the contract, the person/company awarded the contract;

el adjudicatario del premio the winner of the prize

SUBJECT AREA: Ports and shipping, Public utilities, Weapons and armour

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The only son of a corn merchant, Alderman William Armstrong, he was educated at private schools in Newcastle and at Bishop Auckland Grammar School. He then became an articled clerk in the office of Armorer Donkin, a solicitor and a friend of his father. During a fishing trip he saw a water-wheel driven by an open stream to work a marble-cutting machine. He felt that its efficiency would be improved by introducing the water to the wheel in a pipe. He developed an interest in hydraulics and in electricity, and became a popular lecturer on these subjects. From 1838 he became friendly with Henry Watson of the High Bridge Works, Newcastle, and for six years he visited the Works almost daily, studying turret clocks, telescopes, papermaking machinery, surveying instruments and other equipment being produced. There he had built his first hydraulic machine, which generated 5 hp when run off the Newcastle town water-mains. He then designed and made a working model of a hydraulic crane, but it created little interest. In 1845, after he had served this rather unconventional apprenticeship at High Bridge Works, he was appointed Secretary of the newly formed Whittle Dene Water Company. The same year he proposed to the town council of Newcastle the conversion of one of the quayside cranes to his hydraulic operation which, if successful, should also be applied to a further four cranes. This was done by the Newcastle Cranage Company at High Bridge Works. In 1847 he gave up law and formed W.G.Armstrong \& Co. to manufacture hydraulic machinery in a works at Elswick. Orders for cranes, hoists, dock gates and bridges were obtained from mines; docks and railways.

Early in the Crimean War, the War Office asked him to design and make submarine mines to blow up ships that were sunk by the Russians to block the entrance to Sevastopol harbour. The mines were never used, but this set him thinking about military affairs and brought him many useful contacts at the War Office. Learning that two eighteen-pounder British guns had silenced a whole Russian battery but were too heavy to move over rough ground, he carried out a thorough investigation and proposed light field guns with rifled barrels to fire elongated lead projectiles rather than cast-iron balls. He delivered his first gun in 1855; it was built of a steel core and wound-iron wire jacket. The barrel was multi-grooved and the gun weighed a quarter of a ton and could fire a 3 lb (1.4 kg) projectile. This was considered too light and was sent back to the factory to be rebored to take a 5 lb (2.3 kg) shot. The gun was a complete success and Armstrong was then asked to design and produce an equally successful eighteen-pounder. In 1859 he was appointed Engineer of Rifled Ordnance and was knighted. However, there was considerable opposition from the notably conservative officers of the Army who resented the intrusion of this civilian engineer in their affairs. In 1862, contracts with the Elswick Ordnance Company were terminated, and the Government rejected breech-loading and went back to muzzle-loading. Armstrong resigned and concentrated on foreign sales, which were successful worldwide.

The search for a suitable proving ground for a 12-ton gun led to an interest in shipbuilding at Elswick from 1868. This necessitated the replacement of an earlier stone bridge with the hydraulically operated Tyne Swing Bridge, which weighed some 1450 tons and allowed a clear passage for shipping. Hydraulic equipment on warships became more complex and increasing quantities of it were made at the Elswick works, which also flourished with the reintroduction of the breech-loader in 1878. In 1884 an open-hearth acid steelworks was added to the Elswick facilities. In 1897 the firm merged with Sir Joseph Whitworth \& Co. to become Sir W.G.Armstrong Whitworth \& Co. After Armstrong's death a further merger with Vickers Ltd formed Vickers Armstrong Ltd.

In 1879 Armstrong took a great interest in Joseph Swan's invention of the incandescent electric light-bulb. He was one of those who formed the Swan Electric Light Company, opening a factory at South Benwell to make the bulbs. At Cragside, his mansion at Roth bury, he installed a water turbine and generator, making it one of the first houses in England to be lit by electricity.

Armstrong was a noted philanthropist, building houses for his workforce, and endowing schools, hospitals and parks. His last act of charity was to purchase Bamburgh Castle, Northumbria, in 1894, intending to turn it into a hospital or a convalescent home, but he did not live long enough to complete the work.

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SUBJECT AREA: Land transport, Railways and locomotives

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Lartigue worked as a civil engineer in Algeria and while there invented a simple monorail for industrial or agricultural use. It comprised a single rail carried on trestles; vehicles comprised a single wheel with two tubs suspended either side, like panniers. These were pushed or pulled by hand or, occasionally, hauled by mule. Such lines were used in Algerian esparto-grass plantations.

In 1882 he patented a monorail system based on this arrangement, with important improvements: traction was to be mechanical; vehicles were to have two or four wheels and to be able to be coupled together; and the trestles were to have, on each side, a light guide rail upon which horizontal rollers beneath the vehicles would bear. Early in 1883 the Lartigue Railway Construction Company was formed in London and two experimental prototype monorails were subsequently demonstrated in public. One, at the Paris Agricultural Exhibition, had an electric locomotive that was built in two parts, one either side of the rail to maintain balance, hauling small wagons. The other prototype, in London, had a small, steam locomotive with two vertical boilers and was designed by Anatole Mallet. By now Lartigue had become associated with F.B. Behr. Behr was Managing Director of the construction company and of the Listowel \& Ballybunion Railway Company, which obtained an Act of Parliament in 1886 to built a Lartigue monorail railway in the South West of Ireland between those two places. Its further development and successful operation are described in the article on Behr in this volume.

A much less successful attempt to establish a Lartigue monorail railway took place in France, in the départment of Loire. In 1888 the council of the département agreed to a proposal put forward by Lartigue for a 10 1/2 mile (17 km) long monorail between the towns of Feurs and Panissières: the agreement was reached on the casting vote of the Chairman, a contact of Lartigue. A concession was granted to successive companies with which Lartigue was closely involved, but construction of the line was attended by muddle, delay and perhaps fraud, although it was completed sufficiently for trial trains to operate. The locomotive had two horizontal boilers, one either side of the track. But the inspectors of the department found deficiencies in the completeness and probable safety of the railway; when they did eventually agree to opening on a limited scale, the company claimed to have insufficient funds to do so unless monies owed by the department were paid. In the end the concession was forfeited and the line dismantled. More successful was an electrically operated Lartigue mineral line built at mines in the eastern Pyrenees.

It appears to have reused equipment from the electric demonstration line, with modifications, and included gradients as steep as 1 in 12. There was no generating station: descending trains generated the electricity to power ascending ones. This line is said to have operated for at least two years.

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See also: Brennan, Louis; Palmer, Henry Robinson

SUBJECT AREA: Aerospace

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In 1915 William E.Boeing and his friend Commander Conrad Westervelt decided that they could improve on the aeroplanes then being produced in the United States. Boeing was a prominent Seattle businessman with interests in land and timber, while Westervelt was an officer in the US Navy. They bought a Martin Model T float-plane in order to gain some experience and then produced their own design, the B \& W, which first flew in June 1916. Westervelt was transferred to the East, leaving Boeing to continue the production of the B \& W floatplanes, for which purpose he set up the Pacific Aero Products Company. On 26 April 1917 this became the Boeing Airplane Company, which prospered following the US involvement in the First World War.

In March 1919 Boeing and Edward Hubbard inaugurated the world's first international airmail service between Seattle and Vancouver, British Columbia, Canada. The Boeing Company then had to face the slump in aircraft manufacturing after the war: they survived, and by 1922 they had started producing a successful series of fighters while continuing to develop their flying-boat and floatplane designs. Boeing set up the Boeing Air Transport Corporation to tender for lucrative airmail contracts and then produced aircraft which could out-perform those of his rivals. The company went from strength to strength and by the end of the 1920s a huge conglomerate had been built up: the United Aircraft and Transport Corporation. They produced an advanced high-speed monoplane mailplane, the model 200 Monomail in 1930, which saw the birth of a new era of Boeing designs.

The Wall Street crash of 1929 and legislation in 1934, which banned any company from both building aeroplanes and running an airline, were setbacks which the Boeing Airplane Company overcame, moving ahead to become world leaders. William E.Boeing decided that it was time he retired, but he returned to work during the Second World War.

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SUBJECT AREA: Photography, film and optics

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The young Eastman was a clerk-bookkeeper in the Rochester Savings Bank when in 1877 he took up photography. Taking lessons in the wet-plate process, he became an enthusiastic amateur photographer. However, the cumbersome equipment and noxious chemicals used in the process proved an obstacle, as he said, "It seemed to be that one ought to be able to carry less than a pack-horse load." Then he came across an account of the new gelatine dry-plate process in the British Journal of Photography of March 1878. He experimented in coating glass plates with the new emulsions, and was soon so successful that he decided to go into commercial manufacture. He devised a machine to simplify the coating of the plates, and travelled to England in July 1879 to patent it. In April 1880 he prepared to begin manufacture in a rented building in Rochester, and contacted the leading American photographic supply house, E. \& H.T.Anthony, offering them an option as agents. A local whip manufacturer, Henry A.Strong, invested $1,000 in the enterprise and the Eastman Dry Plate Company was formed on 1 January 1881. Still working at the Savings Bank, he ran the business in his spare time, and demand grew for the quality product he was producing. The fledgling company survived a near disaster in 1882 when the quality of the emulsions dropped alarmingly. Eastman later discovered this was due to impurities in the gelatine used, and this led him to test all raw materials rigorously for quality. In 1884 the company became a corporation, the Eastman Dry Plate \& Film Company, and a new product was announced. Mindful of his desire to simplify photography, Eastman, with a camera maker, William H.Walker, designed a roll-holder in which the heavy glass plates were replaced by a roll of emulsion-coated paper. The holders were made in sizes suitable for most plate cameras. Eastman designed and patented a coating machine for the large-scale production of the paper film, bringing costs down dramatically, the roll-holders were acclaimed by photographers worldwide, and prizes and medals were awarded, but Eastman was still not satisfied. The next step was to incorporate the roll-holder in a smaller, hand-held camera. His first successful design was launched in June 1888: the Kodak camera. A small box camera, it held enough paper film for 100 circular exposures, and was bought ready-loaded. After the film had been exposed, the camera was returned to Eastman's factory, where the film was removed, processed and printed, and the camera reloaded. This developing and printing service was the most revolutionary part of his invention, since at that time photographers were expected to process their own photographs, which required access to a darkroom and appropriate chemicals. The Kodak camera put photography into the hands of the countless thousands who wanted photographs without complications. Eastman's marketing slogan neatly summed up the advantage: "You Press the Button, We Do the Rest." The Kodak camera was the last product in the design of which Eastman was personally involved. His company was growing rapidly, and he recruited the most talented scientists and technicians available. New products emerged regularly—notably the first commercially produced celluloid roll film for the Kodak cameras in July 1889; this material made possible the introduction of cinematography a few years later. Eastman's philosophy of simplifying photography and reducing its costs continued to influence products: for example, the introduction of the one dollar, or five shilling, Brownie camera in 1900, which put photography in the hands of almost everyone. Over the years the Eastman Kodak Company, as it now was, grew into a giant multinational corporation with manufacturing and marketing organizations throughout the world. Eastman continued to guide the company; he pursued an enlightened policy of employee welfare and profit sharing decades before this was common in industry. He made massive donations to many concerns, notably the Massachusetts Institute of Technology, and supported schemes for the education of black people, dental welfare, calendar reform, music and many other causes, he withdrew from the day-to-day control of the company in 1925, and at last had time for recreation. On 14 March 1932, suffering from a painful terminal cancer and after tidying up his affairs, he shot himself through the heart, leaving a note: "To my friends: My work is done. Why wait?" Although Eastman's technical innovations were made mostly at the beginning of his career, the organization which he founded and guided in its formative years was responsible for many of the major advances in photography over the years.

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renewal, renovation, rebirth, restoration.

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► nombre femenino

1 (de contrato etc) renewal

2 (de casa) renovation; (de decoración) redecoration

3 (de personal) reorganization

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1) renewal

2) renovation

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1) [de contrato, pasaporte, suscripción] renewal

2) [de edificio] renovation

3) [de partido, asamblea] clearout

4) (=reanudación) renewal

5) (Rel)

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1) (de pasaporte, contrato) renewal

2) ( del mobiliario) complete change; (de edificio, barrio) renovation

3) (de organización, sistema) updating

4) ( reanudación) renewal

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= renew, renewal, refreshment, renovation, changing of the guard, facelift [face-lift], revamp, revamping, regeneration.

Ex. Some terminals will be linked to telepens for issue, return and renew functions.

Ex. Indeed, if they are not successful at such attempts toward renewal, dissolution and displacement are inevitable.

Ex. Debates concerning the concept of 'information' emphasise several important aspects of the thought/speech relationship, pleading for the refreshment of scientific language.

Ex. This is an interview with Hugh Hard of Hardy Holmzan Pfeiffer Associates, an architectural firm specializing in library design and renovation.

Ex. The recent reorganization has resulted in a merger of the academic and public divisions and a changing of the guard among the company's top officials.

Ex. The Web's full embrace of constant change means that even old friend sites may be unrecognisable after technology facelifts.

Ex. The new version of search software amounts to a complete revamp rather than just an incremental upgrade.

Ex. This is part of the company's revamping of its Web service aiming to bring users many benefits.

Ex. Some Christian groups assert baptism is a requirement for salvation and sacrament for Christians, calling this 'baptismal regeneration'.

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* falta de renovación = non-renewal.

* proyecto de renovación = renovation project.

* renovación de certificado de aptitud = recertification.

* renovación de fondos = turnover, stock turnover, turnover of stock.

* renovación del préstamo = renewal.

* renovación de personal = turnover, labour turnover.

* renovación de préstamos = extended loan.

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1) (de pasaporte, contrato) renewal

2) ( del mobiliario) complete change; (de edificio, barrio) renovation

3) (de organización, sistema) updating

4) ( reanudación) renewal

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A (de un pasaporte, una suscripción) renewal

B (del mobiliario) complete change; (de un edificio, barrio) renovation

la renovación total del personal de la empresa the complete restaffing of the company

la crema facilita la renovación celular the cream aids cell renewal

C (puesta al día) updating

D (reanudación) renewal

se teme una renovación de los ataques contra objetivos civiles a renewed outbreak of attacks against civilian targets is feared

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a) (de pasaporte, contrato) renewal

b) ( del mobiliario) complete change;

c) (de organización, sistema) updating

d) ( reanudación) renewal

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renovación nf

1. [de mobiliario, local] renewal;

se ha producido una renovación del personal changes have been made to the staff

2. [de carné, contrato, suscripción] renewal

3. [de ataques, esfuerzos] renewal

4. [restauración] restoration

5. [revitalización] revitalization

6. Pol [reforma] reform

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f renewal

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renovación nf, pl - ciones

1) : renewal

renovación de un contrato: renewal of a contract

2) : change, renovation

SUBJECT AREA: Aerospace

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Geoffrey de Havilland started experimenting with aircraft and engines of his own design in 1908. In the following year, with the help of his friend Frank Hearle, he built and flew his first aircraft; it crashed on its first flight. The second aircraft used the same engine and made its first flight on 10 September 1910, and enabled de Havilland to teach himself to fly. From 1910 to 1914 he was employed at Farnborough, where in 1912 the Royal Aircraft Factory was established. As Chief Designer and Chief Test Pilot he was responsible for the BE 2, which was the first British military aircraft to land in France in 1914.

In May 1914 de Havilland went to work for George Holt Thomas, whose Aircraft Manufacturing Company Ltd (Airco) of Hendon was expanding to design and build aircraft of its own design. However, because de Havilland was a member of the Royal Flying Corps Reserve, he had to report for duty when war broke out in August. His value as a designer was recognized and he was transferred back to Airco, where he designed eight aircraft in four years. Of these, the DH 2, DH 4, DH 5, DH 6 and DH 9 were produced in large numbers, and a modified DH 4A operated the first British cross- Channel air service in 1919.

On 25 September 1920 de Havilland founded his own company, the De Havilland Aircraft Company Ltd, at Stag Lane near Edgware, London. During the 1920s and 1930s de Havilland concentrated on civil aircraft and produced the very successful Moth series of small biplanes and monoplanes, as well as the Dragon, Dragon Rapide, Albatross and Flamingo airliners. In 1930 a new site was acquired at Hatfield, Hertfordshire, and by 1934 a modern factory with a large airfield had been established. His Comet racer won the England-Australia air race in 1934 using de Havilland engines. By this time the company had established very successful engine and propeller divisions. The Comet used a wooden stressed-skin construction which de Havilland developed and used for one of the outstanding aircraft of the Second World War: the Mosquito. The de Havilland Engine Company started work on jet engines in 1941 and their Goblin engine powered the Vampire jet fighter first flown by Geoffrey de Havilland Jr in 1943. Unfortunately, Geoffrey Jr and his brother John were both killed in flying accidents. The Comet jet airliner first flew in 1949 and the Trident in 1962, although by 1959 the De Havilland Company had been absorbed into Hawker Siddeley Aviation.

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SUBJECT AREA: Land transport

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Reared in an agricultural community, Dunlop became a qualified veterinary surgeon and practised successfully in Edinburgh and then in Belfast when he moved there in 1867. In October 1887, Dunlop's 9-year-old son complained of the rough ride he experienced with his tricycle over the cobbled streets of Belfast. Dunlop devised and fitted rubber air tubes, held on to a wooden ring by tacking a linen covering which he fixed around the wheels of the tricycle. A marked improvement in riding quality was noted. After further development, a new tricycle was ordered, with the new airtube wheels. This was so successful that Dunlop applied for a patent on 23 July 1889, granted on 7 December. With tyres made in Edinburgh to his specification, bicycles were manufactured by Edlin \& Co. of Belfast and put on sale complete with pneumatic tyres. The successful performance of a racing bicycle thus equipped inspired an unsuccessful competitor, William Harvey de Cros, who had used a solid-tyred machine, to take an interest in Dunlop's invention. With Dunlop, he refloated a company in Dublin, the Pneumatic Tyre \& Booth's Cycle Agency. Dunlop made over his patents, for the tyre, valves, rims and fixing methods, to Du Cros and took shares in the company. Although he was involved in it for many years, it was Du Cros who steered the company through several struggles to success.

The pneumatic tyre revolutionized cycling and made possible the success of the motor vehicle, although Dunlop did not profit greatly from his invention. After the sale of the company in 1896, to E.T.Hooley for $3 million, he took no further part in the development of the pneumatic tyre. The company went on to become the great Dunlop Rubber Company.

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SUBJECT AREA: Automotive engineering, Land transport

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He was the son of an Irish immigrant farmer, William Ford, and the oldest son to survive of Mary Litogot; his mother died in 1876 with the birth of her sixth child. He went to the village school, and at the age of 16 he was apprenticed to Flower brothers' machine shop and then at the Drydock \& Engineering Works in Detroit. In 1882 he left to return to the family farm and spent some time working with a 1 1/2 hp steam engine doing odd jobs for the farming community at $3 per day. He was then employed as a demonstrator for Westinghouse steam engines. He met Clara Jane Bryant at New Year 1885 and they were married on 11 April 1888. Their only child, Edsel Bryant Ford, was born on 6 November 1893.

At that time Henry worked on steam engine repairs for the Edison Illuminating Company, where he became Chief Engineer. He became one of a group working to develop a "horseless carriage" in 1896 and in June completed his first vehicle, a "quadri cycle" with a two-cylinder engine. It was built in a brick shed, which had to be partially demolished to get the carriage out.

Ford became involved in motor racing, at which he was more successful than he was in starting a car-manufacturing company. Several early ventures failed, until the Ford Motor Company of 1903. By October 1908 they had started with production of the Model T. The first, of which over 15 million were built up to the end of its production in May 1927, came out with bought-out steel stampings and a planetary gearbox, and had a one-piece four-cylinder block with a bolt-on head. This was one of the most successful models built by Ford or any other motor manufacturer in the life of the motor car.

Interchangeability of components was an important element in Ford's philosophy. Ford was a pioneer in the use of vanadium steel for engine components. He adopted the principles of Frederick Taylor, the pioneer of time-and-motion study, and installed the world's first moving assembly line for the production of magnetos, started in 1913. He installed blast furnaces at the factory to make his own steel, and he also promoted research and the cultivation of the soya bean, from which a plastic was derived.

In October 1913 he introduced the "Five Dollar Day", almost doubling the normal rate of pay. This was a profit-sharing scheme for his employees and contained an element of a reward for good behaviour. About this time he initiated work on an agricultural tractor, the "Fordson" made by a separate company, the directors of which were Henry and his son Edsel.

In 1915 he chartered the Oscar II, a "peace ship", and with fifty-five delegates sailed for Europe a week before Christmas, docking at Oslo. Their objective was to appeal to all European Heads of State to stop the war. He had hoped to persuade manufacturers to replace armaments with tractors in their production programmes. In the event, Ford took to his bed in the hotel with a chill, stayed there for five days and then sailed for New York and home. He did, however, continue to finance the peace activists who remained in Europe. Back in America, he stood for election to the US Senate but was defeated. He was probably the father of John Dahlinger, illegitimate son of Evangeline Dahlinger, a stenographer employed by the firm and on whom he lavished gifts of cars, clothes and properties. He became the owner of a weekly newspaper, the Dearborn Independent, which became the medium for the expression of many of his more unorthodox ideas. He was involved in a lawsuit with the Chicago Tribune in 1919, during which he was cross-examined on his knowledge of American history: he is reputed to have said "History is bunk". What he actually said was, "History is bunk as it is taught in schools", a very different comment. The lawyers who thus made a fool of him would have been surprised if they could have foreseen the force and energy that their actions were to release. For years Ford employed a team of specialists to scour America and Europe for furniture, artefacts and relics of all kinds, illustrating various aspects of history. Starting with the Wayside Inn from South Sudbury, Massachusetts, buildings were bought, dismantled and moved, to be reconstructed in Greenfield Village, near Dearborn. The courthouse where Abraham Lincoln had practised law and the Ohio bicycle shop where the Wright brothers built their first primitive aeroplane were added to the farmhouse where the proprietor, Henry Ford, had been born. Replicas were made of Independence Hall, Congress Hall and the old City Hall in Philadelphia, and even a reconstruction of Edison's Menlo Park laboratory was installed. The Henry Ford museum was officially opened on 21 October 1929, on the fiftieth anniversary of Edison's invention of the incandescent bulb, but it continued to be a primary preoccupation of the great American car maker until his death.

Henry Ford was also responsible for a number of aeronautical developments at the Ford Airport at Dearborn. He introduced the first use of radio to guide a commercial aircraft, the first regular airmail service in the United States. He also manufactured the country's first all-metal multi-engined plane, the Ford Tri-Motor.

Edsel became President of the Ford Motor Company on his father's resignation from that position on 30 December 1918. Following the end of production in May 1927 of the Model T, the replacement Model A was not in production for another six months. During this period Henry Ford, though officially retired from the presidency of the company, repeatedly interfered and countermanded the orders of his son, ostensibly the man in charge. Edsel, who died of stomach cancer at his home at Grosse Point, Detroit, on 26 May 1943, was the father of Henry Ford II. Henry Ford died at his home, "Fair Lane", four years after his son's death.

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SUBJECT AREA: Aerospace

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Messerschmitt studied engineering at the Munich Institute of Tchnology and obtained his degree in 1923. By 1926 he was Chief Designer at the Bayerische Flugzeugwerke in Augsburg. Due to the ban on military aircraft in Germany following the First World War, his early designs included gliders, light aircraft, and a series of high-wing airliners. He began to make a major impact on German aircraft design once Hitler came to power and threw off the shackles of the Treaty of Versailles, which so restricted Germany's armed forces. In 1932 he bought out the now-bankrupt Bayerische Flugzeugwerke, but initially, because of enmity between himself and the German aviation minister, was not invited to compete for an air force contract for a single-engined fighter. However, in 1934 Messerschmitt designed the Bf 108 Taifun, a small civil aircraft with a fighter-like appearance. This displayed the quality of his design and the German air ministry was forced to recognize him. As a result, he unveiled the famous Bf 109 fighter which first flew in August 1935; it was used during the Spanish Civil War in 1936–9, and was to become one of the foremost combat aircraft of the Second World War. In 1938, after several name changes, the company became Messerschmitt Aktien-Gesellschaft (and hence a change of prefix from Bf to Me). During April 1939 a Messerschmitt aircraft broke the world air-speed record at 755.14 km/h (469.32 mph): it was entered in the FAI records as a Bf 109R, but was more accurately a new design designated Me 209V-1.

During the Second World War, the 5/70P was progressively improved, and eventually almost 35,000 were built. Other successful fighters followed, such as the twin-engined Me 110 which also served as a bomber and night fighter. The Messerschmitt Me 262 twin-engined jet fighter, the first jet aircraft in the world to enter service, flew during the early years of the war, but it was never given a high priority by the High Command and only a small number were in service when the war ended. Another revolutionary Messerschmitt AG design was the Me 163 Komet, the concept of Professor Alexander Lippisch who had joined Messerschmitt's company in 1939; this was the first rocket-propelled fighter to enter service. It was a small tailless design capable of 880 km/hr (550 mph), but its duration under power was only about 10 minutes and it was very dangerous to fly. From late 1944 onwards it was used to intercept the United States Air Force bombers during their daylight raids. At the other end of the scale, Messerschmitt produced the Me 321 Gigant, a huge transport glider which was towed behind a flight of three Me 110s. Later it was equipped with six engines, but it was an easy target for allied fighters. This was a costly white elephant, as was his high-speed twin-engined Me 210 fighter-bomber project which nearly made his company bankrupt. Nevertheless, he was certainly an innovator and was much admired by Hitler, who declared that he had "the skull of a genius", because of the Me 163 Komet rocket-powered fighter and the Me 262.

At the end of the war Messerschmitt was detained by the Americans for two years. In 1952 Messerschmitt became an aviation adviser to the Spanish government, and his Bf109 was produced in Spain as the Hispano Buchon for a number of years and was powered by Rolls-Royce Merlin engines. A factory was also constructed in Egypt to produce aircraft to Messerschmitt's designs. His German company, banned from building aircraft, produced prefabricated houses, sewing machines and, from 1953 to 1962, a series of bubble-cars: the KR 175 (1953–55) and the KR 200 (1955–62) were single-cylinder three-wheeled bubble-cars, and the Tiger (1958–62) was a twin-cylinder, 500cc four-wheeler. In 1958 Messerschmitt resumed aircraft construction in Germany and later became the Honorary Chairman of the merged Messerschmitt-Bölkow-Blohm company (now part of the Franco-German Eurocopter company).

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SUBJECT AREA: Aerospace, Electricity, Land transport, Ports and shipping

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Sperry was born into a farming community in Cortland County. He received a rudimentary education at the local school, but an interest in mechanical devices was aroused by the agricultural machinery he saw around him. His attendance at the Normal School in Cortland provided a useful theoretical background to his practical knowledge. He emerged in 1880 with an urge to pursue invention in electrical engineering, then a new and growing branch of technology. Within two years he was able to patent and demonstrate his arc lighting system, complete with its own generator, incorporating new methods of regulating its output. The Sperry Electric Light, Motor and Car Brake Company was set up to make and market the system, but it was difficult to keep pace with electric-lighting developments such as the incandescent lamp and alternating current, and the company ceased in 1887 and was replaced by the Sperry Electric Company, which itself was taken over by the General Electric Company.

In the 1890s Sperry made useful inventions in electric mining machinery and then in electric street-or tramcars, with his patent electric brake and control system. The patents for the brake were important enough to be bought by General Electric. From 1894 to 1900 he was manufacturing electric motor cars of his own design, and in 1900 he set up a laboratory in Washington, where he pursued various electrochemical processes.

In 1896 he began to work on the practical application of the principle of the gyroscope, where Sperry achieved his most notable inventions, the first of which was the gyrostabilizer for ships. The relatively narrow-hulled steamship rolled badly in heavy seas and in 1904 Ernst Otto Schuck, a German naval engineer, and Louis Brennan in England began experiments to correct this; their work stimulated Sperry to develop his own device. In 1908 he patented the active gyrostabilizer, which acted to correct a ship's roll as soon as it started. Three years later the US Navy agreed to try it on a destroyer, the USS Worden. The successful trials of the following year led to widespread adoption. Meanwhile, in 1910, Sperry set up the Sperry Gyroscope Company to extend the application to commercial shipping.

At the same time, Sperry was working to apply the gyroscope principle to the ship's compass. The magnetic compass had worked well in wooden ships, but iron hulls and electrical machinery confused it. The great powers' race to build up their navies instigated an urgent search for a solution. In Germany, Anschütz-Kämpfe (1872–1931) in 1903 tested a form of gyrocompass and was encouraged by the authorities to demonstrate the device on the German flagship, the Deutschland. Its success led Sperry to develop his own version: fortunately for him, the US Navy preferred a home-grown product to a German one and gave Sperry all the backing he needed. A successful trial on a destroyer led to widespread acceptance in the US Navy, and Sperry was soon receiving orders from the British Admiralty and the Russian Navy.

In the rapidly developing field of aeronautics, automatic stabilization was becoming an urgent need. In 1912 Sperry began work on a gyrostabilizer for aircraft. Two years later he was able to stage a spectacular demonstration of such a device at an air show near Paris.

Sperry continued research, development and promotion in military and aviation technology almost to the last. In 1926 he sold the Sperry Gyroscope Company to enable him to devote more time to invention.

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SUBJECT AREA: Horology

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Shortt entered the Engineering Department of the London and South Western Railway as an engineering cadet in 1902, remaining with the company and its successors until he retired in 1946. He became interested in precision horology in 1908, when he designed an instrument for recording the speed of trains; this led to a long and fruitful collaboration with Frank HopeJones, the proprietor of the Synchronome Company. This association culminated in the installation of a free-pendulum clock, with an accuracy of the order of one second per year, at Edinburgh Observatory in 1921. The clock's performance was far better than that of existing clocks, such as the Riefler, and a slightly modified version was produced commercially by the Synchronome Company. These clocks provided the time standard at Greenwich and many other observatories and scientific institutions across the world until they were supplanted by the quartz clock.

The period of a pendulum is constant if it swings freely with a constant amplitude in a vacuum. However, this ideal state cannot be achieved in a clock because the pendulum must be impulsed to maintain its amplitude and the swings have to be counted to indicate time. The free-pendulum clock is an attempt to approach this ideal as closely as possible. In 1898 R.J. Rudd used a slave clock, synchronized with a free pendulum, to time the impulses delivered to the free pendulum. This clock was not successful, but it provided the inspiration for Shortt's clock, which operates on the same principle. The Shortt clock used a standard Synchronome electric clock as the slave, and its pendulum was kept in step with the free pendulum by means of the "hit and miss" synchronizer that Shortt had patented in 1921. This allowed the pendulum to swing freely (in a vacuum), apart from the fraction of a second in which it received an impulse each half-minute.

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See also: Marrison, Warren Alvin

m FIN., WIRTS. introduction to the stock exchange, going public; ein erfolgreicher Börsengang a successful introduction to the stock exchange; ein Unternehmen vor / nach dem Börsengang a company before / after entering the stock exchange, auch a company before / after flotation

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* * *

m stock market flotation, going public no pl

den \Börsengang vorbereiten to prepare to go public

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Börsengang m FIN, WIRTSCH introduction to the stock exchange, going public;

ein erfolgreicher Börsengang a successful introduction to the stock exchange;

ein Unternehmen vor/nach dem Börsengang a company before/after entering the stock exchange, auch a company before/after flotation

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SUBJECT AREA: Ports and shipping

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Holland was educated first in his native town and later in Limerick, a seaport bustling with coastal trade ships. His first job was that of schoolteacher, and as such he worked in various parts of Ireland until he was about 32 years old. A combination of his burning patriotic zeal for Ireland and his interest in undersea technology (then in its infancy) made him consider designs for underwater warships for use against the British Royal Navy in the fight for Irish independence. He studied all known works on the subject and commenced drawing plans, but he was unable to make real headway owing to a lack of finance.

In 1873 he travelled to the United States, ultimately settling in New Jersey and continuing in the profession of teaching. His work on submarine design continued, but in 1875 he suffered a grave setback when the United States Navy turned down his designs. Help came from an unexpected source, the Irish Republican Brotherhood, or Fenian Society, which had been founded in Dublin and New York in 1858. Financial help enabled Holland to build a 4 m (13 ft) one-person craft, which was tested in 1878, and then a larger boat of 19 tonnes' displacement that was tested with a crew of three to depths of 20 m (65 ft) in New York's harbour in 1883. Known as the Fenian Ram, it embodied most of the principles of modern submarines, including weight compensation. The Fenians commandeered this boat, but they were unable to operate it satisfactorily and it was relegated to history.

Holland continued work, at times independently and sometimes with others, and continuously advocated submarines to the United States Navy. In 1895 he was successful in winning a contract for US$150,000 to build the US Submarine Plunger at Baltimore. With too much outside interference, this proved an unsatisfactory venture. However, with only US$5,000 of his capital left, Holland started again and in 1898 he launched the Holland at Elizabeth, New Jersey. This 16 m (52 ft) vessel was successful, and in 1900 it was purchased by the United States Government.

Six more boats were ordered by the Americans, and then some by the Russians and the Japanese. The British Royal Navy ordered five, which were built by Vickers Son and Maxim (now VSEL) at Barrow-in-Furness in the years up to 1903, commencing their long run of submarine building. They were licensed by another well-known name, the Electric Boat Company, which had formerly been the J.P.Holland Torpedo Boat Company.

Holland now had some wealth and was well known. He continued to work, trying his hand at aeronautical research, and in 1904 he invented a respirator for use in submarine rescue work. It is pleasing to record that one of his ships can be seen to this day at the Royal Navy Submarine Museum, Gosport: HM Submarine Holland No. 1, which was lost under tow in 1913 but salvaged and restored in the 1980s.

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director, directing.

1 director, leader, principal.

2 superintendent, manager, officer.

3 conductor, orchestra conductor.

4 warden.

5 headmaster, head teacher.

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► adjetivo

1 directing, managing

► nombre masculino,nombre femenino

1 director, manager

2 (de colegio - hombre) headmaster; (mujer) headmistress

3 (de universidad) rector

4 (de editorial) editor

5 (de cárcel) governor

6 (de orquesta) conductor

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director,-ra de cine film director

director,-ra de escena stage manager

director espiritual father confessor

director,-ra gerente managing director

* * *

- director de orquesta

* * *

ADJ [consejo, junta] governing; [principio] guiding

2. SM / F

1) (=responsable) [de centro escolar] headteacher, headmaster/headmistress, principal; [de periódico, revista] editor; (Cine, TV) director; [de orquesta] conductor; [de hospital] manager, administrator; [de prisión] governor, warden (EEUU)

2) (Com) (=gerente) manager; [de mayor responsabilidad] director

* * *

- tora masculino, femenino

a) ( de escuela) (m) head teacher, principal (AmE), headmaster (BrE); (f) head teacher, principal (AmE), headmistress (BrE); (de periódico, revista) editor (in chief); ( de hospital) administrator; ( de prisión) warden (AmE), governor (BrE)

b) (Com) ( gerente) manager; ( miembro de junta directiva) director, executive

c) (Cin, Teatr) director

- director adjunto -tora adjunta

- director -tora de escena

- director -tora de orquesta

- director ejecutivo -tora ejecutiva

- director -tora general

- director -tora gerente

* * *

= chairman [chairmen, pl.], chairperson [chairpersons, -pl.], chief, chief librarian, director, head, manager [manageress, -fem.], headmaster, office manager, business manager, chair.

Ex. As head of a committee, and being recognized as such, it's perfectly all right with me if I'm called the chairman rather than the chairwoman.

Ex. Special thanks to the ISAD Program Planning Committee, in particular its chairperson, for the conceptual organization.

Ex. He subsequently served as chief of that Division, chief of the Serial Record Division, Assistant Director for Cataloging of the Processing Department, Director of the Processing Department, and Assistant Librarian of Processing Services.

Ex. The chief librarian or director of libraries, by which title the post is sometimes now known, will in general be fully occupied with making decisions on internal professional policy, committee work, and administration and management in the widest sense.

Ex. Hugh C, Atkinson, director of the University of Illinois Libraries, has consistently been in the forefront in applying automation to traditional library problems and services.

Ex. She began her career at Central Missouri State University where she was head of the Documents Depository.

Ex. Such hosts are more likely to be accessed by end-users such as economists and managers, than information workers.

Ex. The author played a large part in the successful establishment of the school library when her husband became headmaster = La autora desempeñó un gran papel en la creación de la biblioteca escolar cuando su esposo fue nombrado director.

Ex. This department is headed by a general office manager who has a staff of bookkeepers, billing clerks, comptrollers, and secretaries.

Ex. Watman wondered how the profession would react to the idea of a business manager instead of assistant.

Ex. Once elected, the chair is responsible for maintaining discipline and ensuring that all students are treated fairly.

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* cargo de director = directorship.

* cartas al director = letter to the editor.

* Conferencia de Directores de Bibliotecas Nacionales (CDNL) = Conference of Directors of National Libraries (CDNL).

* directora conjunta = co-chairperson.

* director adjunto = assistant director, deputy director, joint director.

* director artístico = art director.

* director cinematográfico = film director.

* director comercial = marketing executive, chief commercial officer.

* director conjunto = co-chairperson.

* director de biblioteca = library director.

* director de cine = film director.

* director de curso = course leader.

* director de departamento = department head.

* director de empresa = company director.

* director de escuela = school principal.

* director de filial = branch head.

* director de finanzas = finance director.

* director de funeraria = funeral director, undertaker, mortician.

* director de la biblioteca = head librarian.

* director de marketing = marketing executive.

* director de museo = curator.

* director de operaciones = chief operating officer (COO), director for operations.

* director de orquesta = conductor.

* director de periódico = newspaper editor.

* director de pompas fúnebres = undertaker, funeral director, mortician.

* director de prisión = prison warden.

* director de tesis = PhD supervisor, dissertation adviser, dissertation supervisor, thesis supervisor, thesis adviser, research supervisor.

* director ejecutivo = executive director, executive officer, chief executive officer (CEO), managing director, chief executive.

* director ejecutivo de la gestión del conocimiento = knowledge executive.

* director, el = principal.

* director financiero = finance director, chief financial officer.

* director general = executive director, Director-General, executive officer, chief executive officer (CEO), chief executive, senior director.

* director principal = senior director.

* partichela de piano director, violín director, etc = piano/violin, etc. conductor part.

* subdirector = assistant director.

* * *

- tora masculino, femenino

a) ( de escuela) (m) head teacher, principal (AmE), headmaster (BrE); (f) head teacher, principal (AmE), headmistress (BrE); (de periódico, revista) editor (in chief); ( de hospital) administrator; ( de prisión) warden (AmE), governor (BrE)

b) (Com) ( gerente) manager; ( miembro de junta directiva) director, executive

c) (Cin, Teatr) director

- director adjunto -tora adjunta

- director -tora de escena

- director -tora de orquesta

- director ejecutivo -tora ejecutiva

- director -tora general

- director -tora gerente

* * *

el director

* * *

1 (de una escuela) ( masculine) head teacher, principal ( AmE), headmaster ( BrE); ( feminine) head teacher, principal ( AmE), headmistress ( BrE); (de un periódico, una revista) editor, editor in chief; (de un hospital) administrator; (de una prisión) warden ( AmE), governor ( BrE)

2 ( Com) (gerente) manager; (miembro de la junta directiva) director, executive

3 ( Cin, Teatr) director

masculine, feminine deputy director

masculine, feminine divisional director

masculine, feminine stage manager

masculine, feminine conductor

masculine, feminine sales manager o director

masculine, feminine executive director

masculine father confessor

masculine, feminine (de una empresa) general manager; (de un organismo oficial) director-general

masculine, feminine managing director

masculine, feminine ( AmL) head coach ( AmE), manager ( BrE)

* * *

◊ - tora sustantivo masculino, femenino

a) ( de escuela) (m) head teacher, principal (AmE), headmaster (BrE);

b) (Com) ( gerente) manager;

◊ director gerente managing director

c) (Cin, Teatr) director;

◊ director de orquesta conductor

* * *

director, -ora nm,f

1. [de empresa] director;

director comercial marketing manager;

director ejecutivo executive director;

director espiritual spiritual director;

director financiero finance o financial director, US chief financial officer;

director en funciones acting manager;

director general general manager;

director gerente managing director, chief executive, esp US chief executive officer;

director de recursos humanos human resources manager;

director técnico [en fútbol] director of football;

director de tesis supervisor;

director de ventas sales director o manager

2. [de obra artística] director

director de banda musical bandmaster;

director de cine movie o Br film director;

director de circo ringmaster;

director de escena producer, stage manager;

director de fotografía director of photography;

director musical musical director;

director de orquesta conductor

* * *

I adj leading

II m, directora f

1 de empresa manager

2 EDU principal, Br

head (teacher)

3 TEA, de película director

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director, - tora n

1) : director, manager, head

2) : conductor (of an orchestra)

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director n

1. (de cine) director

2. (de empresa, banco) manager

3. (de colegio) head / headteacher

Si es hombre se puede llamar headmaster y si es mujer, headmistress

4. (de periódico) editor

SUBJECT AREA: Aerospace

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When Louis Blériot made his historic flight across the English Channel in 1909, the credit for the success of the flight naturally went to the pilot. Few people thought about the designer of the successful aeroplane, and those who did assumed it was Blériot himself. Blériot did design several of the aeroplanes bearing his name, but the cross- Channel No. XI was mainly designed by his friend Raymond Saulnier, a fact not; broadcast at the time.

In 1911 the Morane-Saulnier company was founded in Paris by Léon (1885–1918) and Robert (1886–1968) Morane and Raymond Saulnier, who became Chief Designer. Flying a Morane-Saulnier, Roland Garros made a recordbreaking flight to a height of 5,611 m (18,405 ft) in 1912, and the following year he made the first non-stop flight across the Mediterranean. Morane-Saulnier built a series of "parasol" monoplanes which were very widely used during the early years of the First World War. With the wing placed above the fuselage, the pilot had an excellent downward view for observation purposes, but the propeller ruled out a forward-firing machine gun. During 1913–4, Raymond Saulnier was working on an idea for a synchronized machine gun to fire between the blades of the propeller. He could not overcome certain technical problems, so he devised a simple alternative: metal deflector plates were fitted to the propeller, so if a bullet hit the blade it did no harm. Roland Garros, flying a Type L Parasol, tested the device in action during April 1915 and was immediately successful. This opened the era of the true fighter aircraft. Unfortunately, Garros was shot down and the Germans discovered his secret weapon: they improved on the idea with a fully synchronized machine gun fitted to the Fokker E 1 monoplane. The Morane-Saulnier company continued in business until 1963, when it was taken over by the Potez Group.

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SUBJECT AREA: Photography, film and optics

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He started his working life as a schoolteacher, but in his early twenties he moved to London to become a clerk with a photographic wholesaler, Soloman. There Wratten became interested in photography, and on the announcement of the new gelatine dry-plate processes he began to conduct his own experiments. In 1876 he devised a means of drying gelatine emulsions and removing excess silver with alcohol, and published details in 1877 and 1878. It was during this period that he formed a partnership with Henry Wainwright to manufacture and sell photographic materials. The mass production of gelatine dry plates was a British invention and monopoly, and the new firm of Wratten \& Wainwright was one of the first in the field and soon proved to be amongst the most successful. The business exported extensively to Europe, introducing a succession of plates of increasing sensitivity. Wratten continued to trade under the same name when his partner Wainwright died in 1882. His success continued, and in 1890 he moved the company to a newly equipped factory in Croydon, near London. Six years later Wratten incorporated as co-owners of the business his son, S.H.Wainwright and a young graduate from London University, C.E.Kenneth Mees. The newly constituted company soon introduced the first British panchromatic plates and filters. The introduction of Lumiere's Autochrome plates in 1907 prompted Wratten and Mees to take out a patent on a colour screen plate process of their own. The company also found work coating plates for other similar innovations. In 1912 the business was finally sold to George Eastman and Wratten and Mees joined Kodak Ltd at Harrow.

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