text:
Rolls-Royce Owners' Club
of Australia
Rolls-Royce Armoured Cars
by Frank Canvin, 1980
ROLLS-ROYCE... What dreams these two words conjured up to a young Englishman in 1935 whose only mechanical acquisition was an indifferent bicycle. Such was my position in early January. The fulfilment of a desire for a service career found me an Aircrafthand-2nd Class (under training) at Uxbridge by mid-February. Many sore shoulders, many miles of traversing the square and many guard duties later, I found myself a fully fledged A.C.2 and on the way to my first station. This turned out to be a 'Summer Camp' under canvas. A fight of three 'Westland Wallace' biplanes towed practice drogues for territorial gunners during their annual camp.
Strangely enough these aircraft, apart from the novelty, caused no undue enthusiasm. My main interest lay in the Motor Transport Section: an ambulance body on a 1914 Crossley tourer chassis, a Morris ten wheeler with tanks and extinguishers as a fire tender, and a number of 1915 Leyland 3 tonners with various stores, wireless and workshop trailers.
This was it! I knew now what wanted. It was here I first met real airmen as opposed to the instructors and permanent staff at the depot. Here was a very different world. Here was comradeship, relaxed discipline of dress and working conditions, tales of service overseas, and of the Armoured Car companies equipped with Rolls-Royce Silver Ghost motors.
As soon as was permissible I submitted my application for training as a driver (petrol). At this time the R.A.F. had three grades of drivers - steam, electric and petrol. It was with some impatience that the required year of service passed and in January 1936, I received my orders to report to Manston, the then Motor Transport Training School
Now followed a concentrated but enjoyable six months. The vehicles in the greatest numbers were very large, elderly, but extremely friendly Leyland three tonners, followed by the Morris ten wheelers with various bodies. Still in fair numbers was the Model "T" Ford, a few as vans but mainly as 'Huck' starters, a mechanical means of turning the engines of aircraft. Among the light vans the most predominant was the comical 'Trojan' single chain drive. It had a solid back axle, two stroke engine under the driving seat and a diabolical starting device guaranteed to crack the elbow of eight out of ten. The passenger staff cars were a range of Hillman and Morris types, mainly the 'Hawk' saloon, a Morris Open Tourer and a special R.A.F. type known as the 'Hillman Wizard'. Moving up the scale came the Humber 'Snipe' and the 'Pullman'. Needless to say the last two were not included in the training syllabus.
The not so pleasant parts of the course were the theoretical periods. Differentials, gear boxes, magnetos, the Otto cycle, carburation, etc., broken by periods of actual maintenance.
Qualifying as an A.C.1 driver (petrol), I was posted to Lee-On-Solent. I'd hardly found my bed space and been allotted a vehicle before I applied for a Drivers Training Course (armoured car crew). Luck was on my side, for within weeks I was on my way to the Isle of Sheppey fora course in communication including Morse by flag, lamp and key. Semaphore, and orders by signal flag Gunnery naturally was an important subject. Vickers and Lewis 303, fired from a moving car at both moving and stationary targets, rifle and revolver both from a moving car and from the range.
We were trained in mild steel 'mockups' of the Rolls-Royce Armoured Car with normal road wheels and tyres. This taught us the driving position, the controls and the limited vision with all 'Battle Shutters' closed. In action they were fitted with sand tyres and heavier wheels. Nor did the course include the heat, dust and sandflies that were joys to come. The one piece of realism came in the form of the 'Isle of Sheppey mosquito', which introduced us to sleeping under a mosquito net.
Training now over, it was goodbye to Eastchurch and 'Merry England' and off to the Middle East. .. destination unknown.
Once aboard the 'luxurious' vessel Dorsetshire, that served as a troopship during Spring and Autumn and a banana boat, for the rest of the year, speculation as to our destination were rife. We stowed our kit, then went on deck for a last look at home. The Aquitania towered over us, a grand old lady of the sea. At dusk we cast off, and were on our way, unaware that we would not return for five years. Arrival at Port Said put us out of our misery. Some joined No.1 Company: IRAQ; others No.2 Company: PALESTINE; or the least popular No.3 Company: ADEN. My destination was No.4 section, No.1 Armoured Car Company based at Shaibah, fourteen miles south of Basrah on the Persian Gulf. Also known as Ash Shuaybah or Shu-Aiba it was in the 30's a mere speck out in the desert. Now I understand it is a thriving oil town.
We shared the camp with the No.84 Squadron, at that time flying 'Vickers Vincents' as a bomber squadron. Our accommodation was two large and one small barrack blocks, a long shed with fourteen bays and two pits, a wireless transmitter room, an armoury and offices.
The make-up of a section at that time was -
8 Rolls-Royce Armoured Cars
2 Rolls-Royce Wireless Tenders, mounted on Silver Ghost chassis.
2 Scout Trucks, 10 cwt Morris Commercial Taxi Chassis, 17.9 engine
2 lorries, 30cwt, Morris Commercial 6 wheel twin rears, 15.9 engine
After a few days of celebrations for the men returning home and a welcome for us - the 'long awaited reliefs' - life came back to the normal routine. This period as we discovered, afterwards was our testing time. The right approach to the experienced crew members was most important; too confident an attitude was liable to be construed as 'cockiness', nervousness as weakness. The training programme was in the hands of the car to which one was attached.
My own initial period was uneventful, my driver being an older man on his second tour of duty with `The Cars'. Any grinding of the gears, stalling or sticking in soft sand was met with words of encouragement and explanation. I considered myself extremely lucky to have such an instructor.
I was sorry at the time to be transferred to an 'Armoured'. Here one had to learn all over again. The extra weight called for a longer period in each gear, far more 'revs' on the change down; and in these early days we had not progressed to the 'clutchless change'. The steering too was vastly different, any violent snatch on the wheel and you were liable to find yourself battered by sliding ammunition boxes, not to mention the comments of the other crew members. More important was to roll on the crust of the sand. Any dig-in by the front wheels breaking this crust and the car was liable to roll - this misfortune overtook the 'Cheetah' as she mounted a bank and turned too sharply at the crest.
Most of the instruction during this period was the recognition of the desert, (so called) and the identification of colour of the different types of soil. This was the end of the dry period; and training was carried out again during the rainy season to compare the difference. This was not important as on occasions the section would break convoy and each driver pick his own track.
Our first trial run was hilarious. Away we went sedately following the car ahead, our eyes glued for flag signals, eager to impress our superiors with our speed of recognition; when the order came to stop. Then the blow fell. The new men were to take the wheel. Away we went again, up went the signal to break convoy, and in minutes cars were stuck everywhere. We now learned the use, and felt the weight of the long running boards. Those who had never handled a pick and shovel had a great apprenticeship with blisters to prove it. Freeing six tons of armoured car with its petrol tank nestling firmly on the ground is quite a challenge. As a further assistance in these times of stress, each car carried a steel tow rope, but unfortunately the 'Lords' of the Air Ministry omitted to supply gloves. This was no help to those who were fastidious about their hands and fingernails.
It would be fair to say the Rolls-Royce armoured car was never designed; it just happened. The first date back to 1914/15 with the R.F.C.; and R.N.A.S. These original cars had heavy quarter inch armour as opposed to a later batch especially built for the R.A.F. which had a plainer style and three sixteenths of an inch plate. Various ventilating grilles were found to be unnecessary and were discontinued.
A heavy disc wheel designed to use the original size tyre was later to be superseded by a heavier wheel and sand tyres. This resulted in heavy steering, the correction being a wedge under the front springs to alter the angle of the king pins. The lighter wireless tender did not need this modification. The only other alteration to the standard 'Ghost' was a cut-out in the exhaust system, bypassing the silencers and blasting directly on to the ground ahead of the gearbox. As a fighting vehicle the design was adequate, although the traditional comfort left much to be desired.
From front to rear this was my home away from home; the starting handle was left in position and held by a leather bucket; the radiator was shielded by shutters, closing to a 'V'; the engine was protected by side plates and hinged top plates; butting on to this was a square section that formed the driver's 'Battle Shutters'. When closed, visibility was restricted to a slit a mere 1½" x 9" for driving forward, and a small square by the driver's head at the side, needed when executing battle formations. The body sides were five feet long, curving at the rear to meet the curve of the turret, again with shutters closing to a 'V'. Over the rear wheels were tool boxes that served also as seats when on non-combat duties.
From behind the front wings to a point under the tool boxes were heavy running boards. Beneath these were heavy planks, tapered at each end, known as 'long running boards', very useful for bridging water or soft sand. On top of each side was a detachable water tank (40 gallon), a short running board mainly used as a platform for the jack, and a five gallon drum of petrol
At the rear of the well, formed by the tool boxes, was a rear spring, a half shaft and a steel tow rope. The reputation of RR. half shafts not breaking certainly did not apply here. At least one every three months was not unusual.
Fixed to the turret was a high powered searchlight, and stowed behind the water tanks were six foot lengths of canvas with slats of wood attached, known as 'sand mats'. Other equipment consisted of a full set of tools per car, funnel and chamois to filter petrol, a two gallon can of engine oil, Aldis lamp, semaphore flags, instruction flags, six one-gallon water bags (known as Charguls) for immediate use. A pick, shovel, compass, and binoculars completed the list.
Armament consisted of one Vickers MK. 1 (water cooled) per car, one Lewis (air cooled) all vehicles, one rifle per man, one A5 Webley per man, one Verey pistol per vehicle, one grenade-adapted rifle per half section and a Stokes 2" trench mortar per section.
The cars in Aden and Iraq had lift out planks for flooring; the Palestine cars had armoured shields. These Silver Ghost Rolls-Royce had three Achilles heels. As big hearted and willing as the Rolls were, they could be easily immobilised in close street fighting by driving a flock of sheep into them. The first few carcases fouled the steering. This trick had been used effectively during the troubles of the 1920's. The two other weak areas that affected them as successful fighting vehicles were their turning circle; and finally the angle of fire through the ports combined with the wooden floor. It was possible to let a car pass, run to the side of the car and roll a bomb or light a fire under the car, without the crew being able to see the enemy or fire at them. Naturally we were quite uneasy each time we were sent to assist in Palestine with our Iraq model armoured car.
The driving position was an early cockpit seat bolted to the floor. A standard brake and six inch cut-down gear lever were there and to the left of the clutch was a small lever that could be hooked back by the heel and operated the exhaust cut-out. All other controls were standard 'Silver Ghost'. Running on 'Mag & Batt.' was usual.
Among the tricks we had to learn was driving on the hand accelerator alone, moving up and down the gearbox and missing specific gears (1st - 3rd, 2nd - top), using the clutch. I'm sure Mr. Royce would not have approved of rolling changes without the clutch, a technique that was needed on four occasions to my knowledge.
Driving on normal reconnaissance with all shutters open was reasonable. One soon became accustomed to the limited forward vision. Although the heat was to be expected, there was a certain amount of through draught. What were not so pleasant were the occasions we drove with the battle shutters closed. In the terrific heat, with no draught, the Commander sat on the floor next to the driver watching for orders to be transmitted by signal flags. The Gunner slackened the clamps on the turret and crouching over the gun braced his back against the turret to swing it in the required direction. In an area roughly 6' x 4', with no headroom, were three racks of rifles, the Lewis gun in its clamps, the boxes of ammunition, an emergency ration box and three grown men. Not exactly ideal conditions for a leisurely spin! Normally the driver would be alone inside while the other two crew members sat astride the tool boxes, holding a rail fastened to the turret. With the rear flap in the turret open conversation was possible. Although I have referred to 'the driver' all members of an Armoured Car Company took their turn at the wheel. Cooks, Wireless Operators, and Medical Orderlies drove the auxiliary vehicles, but were not required to drive the Rolls-Royce cars. Similarly with the exception of the Medical Orderlies, we were proficient in the use of all weapons carried.
Our main role was Police and Search duties. The exception being No.2 Company in Palestine which had a more military role in support of an army unit.
Because of certain incidents during World War One, the army was not welcomed by the Iraqi Government. The Navy, although patrolling the Persian Gulf from a small establishment at Basra, was not equipped for full land duties. The supplying of a "military presence" therefore fell to the R.A.F. Their aircraft formed part of a chain of defence for the Near Middle and Far East, while the armoured cars carried out ground duties.
Apart from 'showing the flag' at intervals in major towns, the routine task was the marking and inspection of the tracks that served for roads. Strangely enough these tracks were of great use to aircraft. Each track had a number in Roman Numerals marked on a mound of earth (Mutti) at ten mile intervals, and an identification letter. Any pilot flying off course, came in low, picked up a track and followed it. By referring to his map he could then identify his position, and by observing an increase or decrease in the number determine his direction, ie. 'A' track Basra '0' - Bushiyah '120'; if there was in increase in numbers he was flying away from Basra.
During a sandstorm it was quite easy to run off track. We had many calls to find bus loads of pilgrims on their way to Mecca which had met this fate. The markings would become blurred by drifting sand in summer and heavy rains in winter, thus requiring a six monthly inspection, which was the main reason for the picks and shovels on all vehicles. Most of the tracks were reasonably firm, with the exception of 'K', which was known as 'fighting K'. It ran through an area of soft mutti which, after the rain, became a bog for 30 miles.
Iraqi deserts are nothing like the rolling sand deserts of Egypt. There is plenty of soil which, if irrigated, could bear a rich harvest. For some distance inland from the banks of the Tigris and the Euphrates there are now rich date plantations. In my day, however, apart from literally a few yards on either side of these rivers which bore some cultivation, mostly melons, the desert was stark and bare. The only serious cultivation I saw was a date plantation at the junction of the two rivers, Satt-el-Arab, at the port of Basra which was American owned and operated. There are some stretches of sand, but not so much as is expected, and stones and rocks are plentiful Travelling north from Bagdad, through the oilfields of Kirkuk and Mosul, passing Erbil (reputed to be the oldest inhabited city in the world) the going becomes increasingly rugged. The ranges become steeper until you arrive at a vertical mountain wall at the Persian border.
Some of these routine trips could last up to five weeks from the base station and the mobility of the section was of prime importance. Nothing of a personal nature was carried on the cars and all bedrolls and kit were stowed on the Albion. Tents, a breadbox, food supplies and any heavy stores were loaded on the Crossley. One scout truck carried the officers' kit, the other, the food, cooking utensils and the cook. He would put up a scratch midday meal as camp was only formed at night. The one exception being the crew of the wireless tenders. As they often had a signal watch after we had broken camp and moved on, they carried their own kits on these vehicles. With only the wireless equipment these tenders were much lighter than the cars and therefore travelled faster. Over these long periods we relied on aircraft of 84 Squadron to drop us fresh supplies of bread and other food stuffs about every three days. The petrol we carried was purely for emergency use, and our main supplies came from dumps in the ground at 100 mile intervals. The oil companies had a contract to inspect these and keep them filled. Water normally caused no problems. We usually camped at a fort manned by Iraqi Levies, with water tanks filled by pumps. This gave us plenty of cooking and drinking water - personal hygiene however was very sketchy. As complete as a section was, it hadn't got around to portable baths or showers.
Life at base camp was pretty humdrum. Down to the bays at 6 am. (summer) or 7 am. (winter). Unlock your car, start it up, check it over, sign the daily inspection form and then tinker. The general rule here was: if it moves - salute it, if it doesn't - polish it! Polishing, painting and inspecting took up most of the time, but occasionally we had competitions for changing wheels, half shafts, and even springs under active conditions away from workshop facilities.
One trick to impress the uninitiated was to ease the side shutter, reach in to the hand pump, pump 2 lbs of air, switch on and flick the ignition lever. If the engine was tuned correctly it would start. You then nonchalantly strolled round, unlocked the rear shutters and climbed aboard.
Apart from the driving aspect, weapon handling and range practise filled in certain periods; as did communication exercises with morse key, flag, lamp and that very useful method - Semaphore.
Even forming camp was brought to a fine art. This required vehicles in correct position, gunpit: on the corner:, turrets swung, gun covers off, kitchen site and firepit dug, wireless mast erected and earth mat buried, auxiliary vehicles unloaded and tents erected. When on the outskirts: of a town during a 'showing the flag' recce, we even went to the extent of a flag mast flying the R.A.F. ensign.
The introduction to active Armoured Car Section in those days was in the tradition of the pre-war services, no pampering, straight in at the deep end ... On arrival, having had our pure white knobbly knees admired and the sartorial elegance of our issue khaki drill ridiculed, we paraded before the Flight Sergeant of the section. He handed us down to the Sergeant, and so down to the Corporals, each of whom were Car Commanders. Having made it plain that they despaired of us being able to do anything right, and commenting that this time the Air Ministry had definitely scraped the bottom of the barrel, we were allocated to vehicles as gunners I was relatively lucky as my first steed was the wireless tender Pathfinder. Not being a fighting vehicle, and having a Wireless Operator as part of the crew, the spirit aboard was far more relaxed than that on an armoured car.
In camp, cleaning was the order of the day, having been taken over the tender to find what was carried and where it belonged. I soon found out that great emphasis was put on cleaning equipment, a mixture of paraffin (kerosene) and engine oil being high in priority, followed by metal polish and paint. All pipes and unpainted parts were polished. Painted parts were continually touched up. Any grease nipples were painted red, the drip trays under the engine shone, and the Commanding Officer should be able to use the radiator as a shaving mirror. The body, springs and transmission were washed with the paraffin oil mixture,' the surplus wiped off and the parts polished. It was surprising, especially during the rainy season, how clean the vehicles kept. The dirt and mud simply fell away.
The Rolls-Royce cars having loose floorboards made the cleaning of the transmission relatively easy. The Albion and Crossley lorry bodies being mounted high on the chassis were a little more difficult. The drivers of the scout cars however, really had problems. Sufficient to say that these vehicles were the least popular, although occasionally driving one, I was never actually allocated to one as a crew member. These cars were usually reserved for those men requiring a little discipline, or those who were not up to the required standard in all other skills.
Having made mention of Instruction or Order flags a further explanation is due. Whenever cars moved off, the correct drill was observed.
All crews stood in front of their vehicles.
Verbal Order:
Get mounted
Flag Orders
Stand by to go ahead (when shown)
Go ahead (when lowered)
Extend to column distance (shown)
Drop back to four cars length (lowered)
Open to dust distance (when shown)
Drop back from the dust of the car ahead (when lowered)
On approaching the camp site the convoy would close up to column distance on the flag being shown. This would be followed by:-
Form camp (left showing)
Stand by to stop (when shown)
Stop/switch off (when lowered)
Form line ahead (when shown)
ARMOURED VEHICLES ONLY
Execute (when lowered)
Section Commander in front
Form line astern (when shown)
Section Commander in rear
Line abreast to Port (when shown)
Section Commander on right
Line abreast to Starboard (when shown)
Section Commander on left
Line abreast of Port and Starboard (when shown)
Section Commander in centre
ALL cars 90 degrees to Port (when shown)
All cars turn quarter circle left.
ALL cars 90 degrees to Starboard (when shown)
Cars turn quarter circle right
Form 'V' (when shown)
Arrowhead Car Commander at point
Retire (when shown)
All cars turn through half circle
The origins of these signals go back to the early influence of the Royal Naval Air Service before amalgamation with the Royal Flying Corps to form the R.A.F.
Another connection with these early days was the practice of naming cars, although this seemed rather elastic and depended largely on individual Section Commanders; this personal whim also reflected on the colour of the cars. Over the years it ranged from dark green to light sand.
The prefix to the name also seemed to be one of personal choice and not an Air Ministry directive. Some cars displayed the letters H.M.A.C. while others aspired to R.R.A.C. As a rule the non-fighting vehicles carried a name only, but there were exceptions.
During my tour with No.1 Company, this was the rule with No's 1, 2 and 3 Sections, but in 1937 No.4 Section acquired a new commander who preferred the cars in a light sand colour, dispensed with a prefix, and standardised the names to begin with the letter 'C, After all these years memory has faded and it is not possible to remember the old and new names, or the sections to which they belonged.
The names still recallable are:
NO.4 Section
Armoured Cars
Cerebus
Wireless Tenders
Zerka	(Crossley)
Amadia	(Albion)
Magnolia	(Scout)
Moy	(Scout)
Morten	(Morris 30 cwt)
No's 1,2 and 3 Sections
Dhibban
Barzan	(Crossley)
Comet	(Ford 1 ton)
These are the faded tatters of the memories of my youth. That this article exists in print stems from my idle comment during a New Zealand Rolls-Royce and Bentley Club dinner that I had served in one of the original Royal Air Force Armoured Car Companies - my introduction to Rolls-Royce machines and to an undying love match.
Frank Canvin
RROC(A) Online Library
RROC(A) Main Page


text:
Polybe (en grec ancien ), né vers 200 av. J.-C. à Mégalopolis et mort vers 120 av. J.-C., est un hipparque, homme d'État, théoricien politique et l'un des historiens de la Grèce antique les plus réputés. Il est l'auteur des Histoires qui narrent principalement l'expansion de Rome.

Issu d'une famille de haut rang, formé à la politique et à la guerre dès son plus jeune âge dans l'entourage de son père Lycortas, il connait les bouleversements du monde grec face à la montée en puissance de Rome. Après la bataille de Pydna, ses responsabilités passées dans la Ligue achéenne et son attachement à la neutralité lui valurent d'être envoyé comme otage à Rome à la suite de la défaite de Persée. Intégré au cercle des Scipions, précepteur personnel de Scipion Émilien, il participe personnellement à la destruction de Carthage et à la prise de Numance. Sur le plan politique, il joue un rôle important dans l'intégration de la Grèce centrale à la République romaine après la victoire romaine sur la Ligue achéenne en 146.

Son œuvre d'historien retrace l'ascension de Rome, qu'il admire pour sa constitution mixte et son régime mêlant, selon lui, monarchie avec les consuls, oligarchie avec le Sénat, et démocratie avec les comices et les tribuns, notamment entre les années 264 et 146, moment critique qui voit la cité italienne devenir puissance méditerranéenne dominante, puis véritable empire territorial.

Biographie

Jeunesse et formation
Issu d'une grande famille arcadienne, le jeune Polybe reçoit une solide éducation militaire. Il est né à la fin du  dans un monde grec divisé entre confédérations de cités, royaumes hellénistiques et montée en puissance de Rome face à Carthage. Il passe sa jeunesse auprès de Philopœmène, illustre général grec qui le forme dans l'art de la guerre. Il participe assez sûrement à l'expédition menée contre les Galates et contre Antiochos III entre 190 et 188 av. J.-C., ce qui plaide pour faire remonter la date de sa naissance vers 208 av. J.-C. À son retour, il est précipité dans les conflits internes au monde grec et dans les tensions entre la Ligue achéenne et Sparte concernant le rapport à entretenir avec Rome : les Grecs sont alors divisés en deux principaux partis : la soumission ou la résistance à l'ingérence romaine, l'un prônant la fidélité et l'amitié avec Rome comme seule capable de garantir la liberté et l'autonomie des cités, l'autre la résistance à l'ingérence dans les affaires grecques. En effet, depuis les années 210 av. J.-C., Rome est constamment mêlée aux affaires de la Grèce des ligues de cités et à celles des royaumes hellénistiques de l'Orient méditerranéen. Les rois de Macédoine mènent régulièrement des guerres contre Rome, ce fut le cas de Philippe V de Macédoine, vaincu par Titus Quinctius Flamininus en 197 av. J.-C. à la bataille de Cynoscéphales. C'est aussi le cas de Persée, roi de Macédoine contemporain de Polybe, qui déclenche l'ultime guerre de Macédoine.

Meneur de la Ligue achéenne
Dans le sillage de son père, Lycortas, dont il était censé prendre la suite, Polybe est un des meneurs de la Ligue achéenne. En tant qu'hipparque, il est au commandement de la cavalerie de la Ligue durant l'année 170-169 av. J.-C. et participe aux négociations diplomatiques en cours avec la Macédoine, Rome et le royaume de Pergame. Polybe est alors dans une position délicate : officiellement, la Ligue achéenne est alliée de Rome, pas de la Macédoine. Officieusement, la Ligue achéenne soutient Persée contre Rome dont les intérêts dans le Péloponnèse sont considérables.

Toujours est-il que les armées grecques sont balayées lors de la défaite du roi Persée face à Paul Émile, à Pydna (168). Bien qu'il ait été partisan de maintenir la neutralité des Achéens entre Rome et la Macédoine, Polybe et d'autres Achéens se retrouvent en position suspecte face aux autorités romaines et accusés par les partisans des Romains en Achaïe, en particulier Lykiscos et Callicratès. Deux responsables romains sont envoyés en Achaïe, C. Claudius Pulcher et Cn. Domitius Ahenobarbus. Ils exigent d'abord la mise à mort des partisans de Persée avant de décider l'arrestation de tous les suspects et leur envoi à Rome pour y être jugés. Mille Achéens  sont alors envoyés à Rome (167) et déportés en Italie dans divers municipes. Leur jugement n'eut jamais lieu, malgré la demande d'une ambassade achéenne, Rome préférant les garder comme otages. Polybe ne recouvra sa liberté que 17 ans plus tard, après avoir servi auprès de la prestigieuse famille des Scipions à Rome ; à cette date, seuls trois cents des otages étaient encore vivants.

Précepteur des Scipions à Rome
En arrivant à Rome, il bénéficie rapidement de l'amitié de Scipion Émilien et de son père adoptif Paul Émile Scipion, le général vainqueur de Persée. Il est d'ailleurs autorisé à rester à Rome et n'est pas contraint à la résidence surveillée en Italie comme nombre de ses compatriotes. Son exil dura 17 ans, de 167 à 150 av. J.-C.

Polybe fréquente à Rome la plus haute société romaine, connaît et fréquente les hommes politiques les plus importants de son temps, à l'instar de Caton l'Ancien, ou Scipion Émilien, qui fut son ami et aussi son élève et disciple dans ses jeunes années. Il observa assidûment le fonctionnement de la constitution politique romaine qu'il décrit dans le livre VI de ses histoires. Il assista à la toute première naissance des luttes entre les conservateurs et les réformateurs, qui furent le prélude aux guerres civiles et aux conflits sanglants de l'époque des Gracques. Il assiste de fait à la genèse de la dégradation du régime sénatorial.

Son séjour en Italie lui permet de faire une étude approfondie de la politique et de l'état militaire des Romains (il livre, dans ses Histoires, la description des ). Il peut voir le fonctionnement du régime politique de la République de l'intérieur et est séduit par l'organisation politique des Romains. C'est donc à Rome et de ce fait que Polybe conçoit le projet des Histoires. La documentation de Polybe est inestimable : il combine son expérience politique personnelle, ses souvenirs, les témoignages de ses contemporains, parfois âgés, qu'il a recueillis. Pendant son exil, il voyage dans toute l'Italie, dans les Alpes, en Gaule du sud et il découvre l'Espagne. Ces voyages lui permirent de développer un intérêt réel pour la géographie de l'Occident : il est le premier auteur ancien à faire une description de la Péninsule Ibérique qu'il visite deux fois avec son ami Scipion Émilien : en -151 pendant la guerre contre les Celtibères, puis en 133 lors du siège de Numance.

Libération et carrière administrative
Polybe est autorisé à retourner en Grèce en 150 av. J.-C., mais revient très vite auprès de Scipion Émilien pour assister au siège de Carthage entre 149 et 146 av. J.-C. : Polybe est en effet un fin connaisseur de poliorcétique et fut d'une aide précieuse pour les Romains. Il parcourt à cette occasion les côtes d'Afrique du Nord. Il revient en Grèce en 146, pour assister à la destruction de Corinthe par le consul Lucius Mummius Achaicus. À la suite de cette révolte réprimée durement et grâce à ses relations, Polybe est chargé de faire respecter les volontés romaines dans la politique grecque. Polybe réussit l'exploit de se concilier la reconnaissance des Grecs, en faveur desquels il réussit plus d'une fois à adoucir le vainqueur, et la satisfaction des Romains. Il est à l'origine du nouveau statut de la région, celui de province romaine, après la dissolution de la Ligue achéenne. De nombreuses cités lui rendirent des honneurs, comme en témoignent les inscriptions honorifiques et les statues qui lui sont offertes par ses compatriotes. Il retourne à Rome pour rendre compte de son travail en 144, fait probablement un voyage en Égypte. En 133, il est appelé par Scipion Émilien pour assister au siège de Numance, auquel il participe. On ne trouve après cette date plus aucune trace de lui. Il meurt vraisemblablement vers 120 à près de 82 ans, tombant de cheval au retour d'une campagne militaire, quelque temps après avoir appris la mort de son meilleur ami Scipion Émilien survenue en 129.

Son parcours personnel, qui préside largement à son projet historique, est donc la somme incalculable de ces témoignages recueillis au cours de sa vie, au cœur d'une période cruciale de l'histoire de Rome, celle qui consacre sa puissance méditerranéenne et internationale, mais aussi le point de départ du basculement politique qui précipite la République dans les guerres civiles.

Rédaction des Histoires
La dernière partie de sa vie est ainsi consacrée à la rédaction de sa grande œuvre, les Histoires, en quarante livres où il mène de front l'histoire de Rome et celle des États contemporains tels les monarchies lagide, séleucide et attalide (pergaménienne). Seuls les cinq premiers livres de cette œuvre sont parvenus jusqu'à nous, mais on possède aussi des fragments assez considérables des autres, notamment le livre VI. Dans cet ouvrage, il veut montrer comment et pourquoi les nations civilisées du monde sont tombées sous la domination de Rome.

Œuvres

Œuvres mineures ou perdues
Outre un Éloge de Philopœmen en trois livres, servant probablement de livre d'exemple du bon commandement pour son élève Scipion Émilien, Polybe a aussi écrit un Traité de tactique, mentionné par Arrien et par Elien le Tacticien. Il recommande dans ce traité que le chef de guerre soit versé et connaisseur de l'astronomie et de la géométrie entre autres. Son traité de tactique s'intéresse probablement aussi aux qualités techniques et morales du chef : solution de terrain, poliorcétique, gestion de l'action. Le manuel contient probablement des conseils de siège importants, faisant le pendant à l'approche défensive d'Énée le Tacticien. C'est d'ailleurs certainement pour cette connaissance fine de l'art du siège que Polybe est requis pour les travaux relatifs à la prise de Carthage et de Numance. On lui connaît aussi un Traité sur les régions équatoriales et un écrit intitulé Guerre de Numance (qui aurait été rédigé entre 133 et 126), tous perdus.

Les Histoires
Polybe est surtout connu pour avoir écrit les Histoires (), le pluriel de ce titre signifiant qu'il s'agit d'une histoire générale ; seuls cinq volumes sur les quarante d'origine nous sont parvenus dans leur totalité ; le reste ne subsiste qu'à l'état de fragments, souvent étendus. Les livres  à  (l'expansion romaine entre 264 et 168 av. J.-C.) ont été écrits à Rome pendant l'exil de l'auteur, entre 167 et 150. Les livres  à  (les troubles entre 168 et 146) furent écrits en Grèce après 146.

Plan des Histoires
 Trois préfaces sont placées en tête des livres ,  et , tandis que le début du livre  (appelé ) est un sommaire de l'œuvre entière.
 Les livres  et  constituent la , un résumé des évènements survenus entre 264 et 220 av. J.-C. (première guerre punique, première guerre d'Illyrie, histoire de la Confédération achéeenne jusqu'à la guerre de Cléomène).
 Les livres ,  et  retracent l'histoire de la  Olympiade (220 à 216), en particulier le début de la deuxième guerre punique et l'histoire du monde hellénistique jusqu'à la bataille de Raphia.
 Le livre  est un exposé de la constitution romaine.
 Ensuite, en moyenne, chaque livre traite les événements de deux années en suivant un ordre géographique fixe : les évènements d'Occident puis ceux d'Orient.
 Le livre  est un véritable traité de critique historique où Polybe, en critiquant la méthode de Timée de Tauroménion, expose sa propre conception de l'investigation historique.
 Le livre  était un exposé géographique où Polybe décrivait la Gaule, l'Espagne et l'Afrique, toutes parties de la Méditerranée occidentale qu'il avait visitées.
 Le livre  était une sorte de table des matières où Polybe récapitulait son ouvrage.

Sujet et but des Histoires
Le but de l'œuvre de Polybe est explicite et est exposé dans le livre  : « connaître comment et grâce à quel genre de constitution presque toutes les parties de la terre sont passées en moins de 53 ans sous la domination des Romains » ; en un mot, Polybe veut faire l'histoire de la conquête romaine de la Méditerranée. Cet instant historique de conquête, Polybe s'y intéresse surtout car il le vit et le voit de ses yeux et car il y est mêlé personnellement. Il a cherché à comprendre objectivement et structurellement l'histoire de Rome et de son système, en se détachant d'une Histoire qui ne serait qu'une collection d'histoires locales. Il se propose en fait de fournir au lecteur une économie générale des événements historiques. Il cherche à unir les histoires séparées, particulières, de chaque peuple et de chaque pays pour les réunir dans une histoire générale, un peu comme les affluents convergeraient dans un grand fleuve. Pour Polybe, la première guerre punique permet de tisser un réseau entre Italie et Afrique, la deuxième guerre punique permet de tisser le réseau entre Espagne, Italie, Afrique et Grèce ; les guerres de Macédoine tissent l'union historique entre Rome, la Macédoine et l'Orient, ces entrelacements formant progressivement l'histoire universelle.

Pour Polybe, chaque événement impliquant Rome est un tremplin pour le suivant : après avoir vaincu les Étrusques, les Samnites, Pyrrhus, les Romains sortent d'Italie vers la Sicile, puis après la guerre contre Carthage, regardent vers la Grèce et l'Asie mineure, puis l'Afrique, l'Espagne, puis l'Orient. En bref, selon Polybe, la conquête romaine fonctionne selon un mouvement centrifuge, connaissant une accélération progressive, mais n'obéissant pas à un plan préconçu, ni à un impérialisme élaboré a priori.

Polybe a compris avec une grande lucidité que depuis la deuxième guerre punique et l'alliance de Philippe  et d'Hannibal, l'histoire ne pouvait plus consister en un catalogue d'événements partiels, mais s'inscrivait dans le cadre d'un processus cohérent qu'il qualifie lui-même d'« organique », processus tendant à une fin unique, le triomphe de la puissance de Rome ; cette expansion romaine exigeait une explication. Les Histoires ont donc pour ambition de raconter « comment et par quel mode de gouvernement presque tout le monde habité, conquis en moins de 53 ans, est passé sous une seule autorité, celle de Rome » (livre ). Polybe cherche la clé de la supériorité romaine et la grande question à laquelle il essaye de répondre dans son ouvrage est « Comment et grâce à quelle forme de gouvernement l'État romain a réussi à dominer la terre entière en si peu de temps ? Quel est le secret de cette supériorité ? ». Il fait un parallèle avec les Perses, les Lacédémoniens et les Macédoniens et constate qu'aucun de ces peuples n'est parvenu à une telle domination. Il a pensé en découvrir la cause dans la constitution romaine, source et garantie selon lui des forces morales de Rome que furent sa discipline militaire, son énergie et la continuité des vues du Sénat.

L'Histoire générale de la République romaine de Polybe, ou plutôt ce qui a échappé au naufrage du temps, est une source précieuse pour étudier les guerres puniques. Il y retrace en effet l'histoire de Rome depuis son invasion par les Gaulois () jusqu'à la conquête de Carthage, Corinthe (146) et Numance (133). Après la vaste introduction des deux premiers livres, le livre  présente les deux antagonistes de la deuxième guerre punique, Rome et Carthage, et relate les heurs et malheurs de « la guerre d'Hannibal ». C'est à lui que Gustave Flaubert a emprunté l'essentiel de la trame narrative de sa Salammbô.

Ayant étudié les institutions romaines, Polybe formule dans la théorie de l'anacyclose  sa typologie des régimes politiques. Il considère qu'il y a six formes de gouvernement :
 la royauté (régime monarchique librement accepté, gouverne par persuasion, sans violence) ;
 l'autocratie ou despotisme (pouvoir personnel et absolu) ;
 l'aristocratie (régime dans lequel les plus justes et les plus sages sont au pouvoir) ;
 l'oligarchie (dans laquelle la plupart des pouvoirs sont détenus par une petite partie de la société) ;
 la démocratie (quand la volonté de la majorité est souveraine et qu'il y a obéissance aux lois) ;
 l'ochlocratie (si la masse a tous les pouvoirs pour imposer tous ses désirs).

Selon sa théorie cyclique de la succession des régimes politiques, le gouvernement d'un seul (royauté) dégénère en despotisme. Celui-ci entraîne le renversement de la royauté par une alliance entre le peuple et les puissants qui instaure l'aristocratie, qui dégénère elle-même en oligarchie, entraînant la colère du peuple, qui punit les abus et instaure une démocratie. Cette dernière dégénère en ochlocratie lorsque la majorité recourt à la force pour imposer son point de vue, entraînant le recours à un homme fort qui instaure une royauté et inaugure un nouveau cycle.

Le meilleur régime, selon lui, est celui qui combine les caractéristiques des trois principaux. Pour Polybe, les consuls romains ont un pouvoir de type monarchique, le Sénat a un pouvoir de type aristocratique et le peuple des citoyens possède, lui, un pouvoir de type démocratique.

Théorie et méthode historique
La méthode de Polybe nous est facilement accessible, puisqu'il en fait lui-même l'exposé dans les préfaces des livres I et III ainsi que dans d'autres préfaces, ainsi que dans des digressions et même dans le livre XII en entier, qu'on peut considérer comme un traité de critique historique. Il commente les autres historiens grecs dont il ne faut pas reproduire les erreurs. Il parle peu d'Hérodote, de Thucydide, ou de Xénophon, qu'il trouve dépassés. En revanche, il connaît bien les auteurs du  : Éphore, Théopompe, Callisthène, Timée de Tauroménion (l'archétype de l'historien de bibliothèque ignorant tout de la stratégie et de la politique), Phylarque. Il reproche ainsi à Éphore, Théopompe et Callisthène leur « nullité » concernant les faits militaires. De fait, Polybe est un solide commandant militaire rompu à l'art de la guerre. Il veut donc que son livre soit utile aux chefs d'armée et aux généraux.

Polybe fait montre d'un solide esprit scientifique et logique : il aime la corrélation entre les faits, les systèmes de causalités multiples, il n'aime ni les récits simples, ni les récits nus et dénués de commentaires analytiques. Il rejette l'histoire pittoresque ou trop émouvante. Il aime le comment, le quand, le pourquoi, il cherche à identifier les agents responsables d'un fait et les buts des actions. Pour lui, l'histoire doit être explicative et son écriture doit répondre à un but fixé en amont.

Aussi, selon Polybe, l'historien ne doit pas seulement expliquer, mais prouver que son explication est vraie : pour Polybe, l'histoire doit être démonstrative, il faut administrer la preuve de ce qu'on avance. Il doit mettre sous les yeux du lecteur les preuves de ses arguments et réfuter les thèses contraires. Polybe le fait d'ailleurs à plusieurs reprises pour critiquer certains de ses contemporains. Le premier souci de Polybe est donc de construire une armature logique dans laquelle les faits viennent se loger et s'organiser en suite de corrélations.

Dans le livre VI des Histoires, par exemple, sa présentation de la constitution romaine fait directement suite à la présentation du concept d'anacyclose, schéma de succession des régimes politiques : la monarchie fondée sur la force donne naissance à la royauté fondée sur le droit, qui dégénère en tyrannie, qui est remplacée par l'aristocratie qui se dévoie en oligarchie, renversée par la démocratie qui se dévoie en ochlocratie, entraînant le désordre populaire qui se résorbe grâce à un nouveau monarque. Une des sources d'inspiration de ce cycle est en fait l'histoire de Rome.

C'est aussi ce goût de la construction logique en amont qui l'amène à imaginer un modèle pour expliquer les origines des guerres. Il identifie, un peu à la manière de Thucydide, une triade étiologique formée par la cause profonde, le commencement et enfin le prétexte. Les causes sont chez Polybe de l'ordre de la psychologie : il s'agit de jugements, de conceptions, de plans, de sentiments, de raisonnements. Derrière les causes immédiates, le bon historien doit selon Polybe discerner les causes déterminantes, c'est-à-dire celles qui ont un caractère permanent et profond : religions, constitutions, puissance économique, organisation militaire. On pourrait ainsi le considérer comme un tenant d'un « intellectualisme historique », à l'opposé du « matérialisme historique » moderne. Dans ce cadre, la psychologie des acteurs du récit est prépondérante chez Polybe.

Au cœur de la méthode historique de Polybe, il y a donc une tentative de synthèse : chaque fait n'a de valeur que dans un ensemble formant système dont Polybe pense avoir saisi l'architecture. Il semble donc pouvoir se rattacher à des principes fondamentaux de l'histoire en tant que science, impliquant une forme de respect de la vérité voulu comme absolu, une recherche rigoureuse des documents, ainsi qu'une solide connaissance de la géographie et des affaires politiques du temps.

Jugements et postérité

Polybe est l'héritier de Thucydide par son exigence de causalités rationnelles, la primauté accordée aux événements politiques et militaires, et son dédain de l'anecdote et du pathétique. Les travaux de Polybe sont loués pour leur rigueur, le refus d'invoquer les interventions des dieux dans les phénomènes historiques, ainsi que la méthode utilisée : prospective rigoureuse, éloignant les effets de manche au profit de l'exactitude et de l'objectivité sèche, ce qui explique en partie son style pauvre et son vocabulaire chargé de termes abstraits. Il adopte, comme Timée de Tauroménion avant lui, le comput par Olympiades, grille chronologique commune qui est un acquis de l'historiographie hellénistique.

Il se distingue par l'exactitude des faits, son jugement sûr et son impartialité. Historien philosophe, il scrute les causes et les ressorts des événements ; il fait comprendre les opérations diplomatiques ou militaires ; il révèle les caractères, étudie les psychologies, laisse leur place aux mœurs, talents et fautes des hommes politiques. On peut dire qu'il a été l'historien des hommes d'État et des hommes de guerre, mais sans ignorer totalement l'état des peuples et des pays. Ce rationalisme n'exclut cependant pas le recours par Polybe au principe métaphysique de la tychè (en grec ancien ), la « fortune », cette nécessité transcendantale qui oriente les événements dans le sens d'une finalité prédéterminée : sur ce point, il s'apparente à Hérodote.

La postérité a pillé l'œuvre de Polybe, comme le fit en particulier Tite-Live, et ses continuateurs au  furent Posidonios d'Apamée et Strabon, bien que l'ambition rigoureuse et universelle de sa méthode ait excédé les forces des historiens de l'époque romaine. Ce sont surtout les historiens modernes du  qui ont reconnu en lui un précurseur. Pour Pierre Briant, au , la grande leçon de Polybe à l'historien réside dans son appel à s'inscrire dans la longue durée : .

L'historien Démétrios de Byzance pourrait être une des sources de Polybe pour l'histoire de Byzance.

Carré de Polybe
Polybe est le créateur d'un des premiers outils utiles en télégraphie : celui-ci associe aux caractères alphabétiques un signalement à l'aide d'un système de numération, appelé « le carré de Polybe ». Cette invention touche également aux manipulations cryptographiques et à la stéganographie.

Les lettres de l'alphabet sont disposées de gauche à droite et de haut en bas dans un carré de 5 colonnes et de 5 lignes. Cinq chiffres sont ensuite alignés en haut du carré et cinq chiffres sont alignés sur le côté gauche. La lettre peut être déduite en croisant les deux nombres le long de la grille du carré. Dans Les Histoires, il précise comment ce chiffrement pourrait être utilisé dans des signaux utilisant des torches : des messages à longue distance peuvent être envoyés au moyen de torches levées et abaissées pour signifier la colonne et la ligne de chaque lettre. Cela représente un grand pas en avant par rapport aux signalisations précédentes, qui ne peuvent envoyer que des codes préétablis (exemple : l'action « si nous allumons un feu » signifie que « l'ennemi est arrivé »).

Éditions

Éditions anciennes
 .

Éditions modernes
 .

Notes et références

Voir aussi

Bibliographie
  .
 .
 .
 .

 .
Polybe, (trad. de Paul Pédech), Introduction au texte et à l'auteur, Livre I des Histoires. Paris, Les Belles Lettres, 1969.
 François Hartog, « Préface », , Denis Roussel, « Introduction. Observations préliminaires. Repères chronologiques », , dans Polybe, Histoire, Éditions Gallimard (coll. Quarto), Paris, 2003, 1504p., .

Articles connexes
 Histoires (Polybe)
 Carré de Polybe
 Anacyclose de Polybe
 Cratère lunaire Polybius

Liens externes

 Histoire générale de la République romaine de Polybe
 "Livres 1-5 d'Histoire. Histoire éthiopienne. Livre 8 : Depuis le Départ du Divin Marcus.' comprend le chapitre  de "Les Histoires", numérisées à partir de la Bibliothèque numérique mondiale.

Historien de la Grèce antique
Littérature grecque hellénistique
Historien romain
Biographe de l'Antiquité
Décès en 124 av. J.-C.
Naissance en Arcadie
Date de naissance incertaine (IIIe siècle av. J.-C.)
Dirigeant politique du IIe siècle av. J.-C.
Éponyme d'un objet céleste
Historien du IIe siècle av. J.-C.
Auteur publié dans la Bibliothèque de la Pléiade

redpajama_set_name: RedPajamaWikipedia


text:
Technicolor SA (TCH.PA)
Entertainment Production
TCH.PA on Paris Stock Exchange
Anne Bouverot
53 2019 Chairman of the Board
Frederic Rose
56 2010 Member of the Executive Committee, Chief Executive Officer, Director
Tim Sarnoff
58 Deputy Chief Executive Officer – Production Services, Member of the Executive Committee
Laurent Carozzi
53 2018 Chief Financial Officer, Member of the Executive Committee
David Patton
2019 Global President, Customer Experience and Advertising
Fabienne Brunet
62 2014 Executive Vice President Human Resources & Corporate Social Responsibility, Member of the Executive Committee
Simon Hibbins
54 Executive Vice President, International Operations, Home Entertainment Services, Member of the Executive Committee
Vince Pizzica
54 Senior Executive Vice President, Corporate Development & Technology, Member of the Executive Committee
Cristina Gomila
44 2016 Head of Research & Innovation, Chief Technology Officer, Member of the Executive Committee
Ginny Davis
50 2018 Chief Information Officer, Chief Security Officer, Member of the Executive Committee
Adrien Cadieux
2018 Group General Counsel and Company Secretary, Member of the Executive Committee
Quentin Lilly
56 2014 President, Home Entertainment Services; Member of the Executive Committee
Luis Martinez-Amago
55 2018 President of the Connected Home Division, Member of the Executive Committee
Nathan Wappet
50 2016 Chief Operating Officer, Production Services; Member of the Executive Committee
Xavier Cauchois
2019 Director
Dominique D'Hinnin
Yann Debois
39 2017 Director representing Employees
Christine Laurens
Birgit Conix
Ana Garcia Fau
Melinda Mount
Laura Quatela
Hilton Romanski
Thierry Sommelet
49 2017 Independent Director, Permanent Representative of Bpifrance Participations
Ms. Anne Bouverot is Chairman of the Board of the Company. Ms. Anne Bouverot currently is a Senior Advisor for TowerBrook Capital Partners, as well as a Company director. Presales Operations Manager of Global One in the USA from 1996 to 2002, she was then appointed Vice-President at Equant's IT services unit that same year. She was then appointed Chief of Staff for the Chief Executive Officer of Orange in the United Kingdom in 2004 before she took on the office of Executive Vice-President, Mobile Services, for Orange and Executive Vice-President, International Business Development in 2006. From 2011 to 2015, she was Director General and member of the Board of the GSMA, the international association of mobile network operators. She was appointed Chair and Chief Executive Officer of Morpho (then Safran Identity & Security) in 2015, a position she held until 2017. She has been Senior Advisor for Advent International and TowerBrook Capital Partners since then and has held various directorships in public companies. Ms. Bouverot is the Founder and Chair of Fondation Abeona (Data Science for Fairness and Equality). Graduate of Ecole Normale Supérieure and of Télécom Paris and holding a PhD in Artificial Intelligence (1991), she received the awards of Chevalier de l'Ordre National du Mérite and Chevalier de la Légion d'Honneur (France).
Mr. Frederic Rose has been Member of the Executive Committee, Chief Executive Officer and Director of Technicolor S.A. since February 17, 2010. He is also Member of the Company's Strategy Committee. He was Chairman of the Company's Board of Directors from April 27, 2009 to February 17, 2010. Prior to that, he was Chief Executive Officer, Member of the Executive Committee, Director from September 1, 2008. Prior to joining Technicolor, he held various positions between 1993 and 2008 within Alcatel-Lucent, and was Member of its Executive Committee. Mr. Rose is a graduate in foreign affairs and law from the University of Georgetown. He has been Director and Vice-Chairman of Technicolor SFG Technology Co., Ltd., President of Technicolor Inc., Chairman of Technicolor Limited (UK) and Director of MediaNaviCo LLC.
Mr. Tim Sarnoff is Deputy Chief Executive Officer – Production Services and Member of the Executive Committee at Technicolor S.A. He joined Technicolor in 2009 and has been Member of the Executive Committee since 2014 and Deputy CEO since February 2015. In 2014 Mr. Sarnoff was appointed President of Technicolor's Production Services Division, he had previously served as President of Technicolor Digital Productions since 2009. An industry veteran, prior to joining Technicolor Mr. Sarnoff was president of Sony Pictures Imageworks for 12 years, and previously created Warner Digital Studios as a division of Warner Bros., and shepherded the start-up and growth of Warner Bros. Animation. Mr. Sarnoff holds Bachelor's Degrees in Psychology and in Journalism from Stanford University.
Mr. Laurent Carozzi has been Chief Financial Officer, Member of the Executive Committee of TECHNICOLOR S.A. since March 12, 2018. He joined Technicolor from Publicis where he was deputy of the Group Chief Financial Officer from early 2017, after having spent 12 years at the Lagardere Group, where he joined as head of investor relations in 2004. He was thereafter appointed as Head of Group Financial Control. Since 2011, he has been focusing on the turnaround of the Sports & Entertainment business unit, as Chief of Operations and Chief Financial Officer. As part of his responsibilities he was Member of the Executive Committee of Lagardere Sports & Entertainment and directly reported to Arnaud Lagardere. Mr. Carozzi started his career in the banking industry in 1989, as a consulting engineer in the Industry Research department of the Credit Lyonnais, then he joined Paribas in London as Head of Media Research. Between 1999 and 2004, he was first on the buy-side at Indocam, and then on the sell-side as Head of Media Research at HSBC.
Mr. David Patton is Global President, Customer Experience and Advertising of the company. David Patton joins Technicolor after two years at Young & Rubicam (Y&R), a WPP company, where he was Global President. In this position, he was tasked to drive the transformation of the business from an advertising-led structure towards a technology-led, digital first operation. Prior to Y&R, David Patton spent 10 years at Grey, as President of EMEA and CEO of Grey London, where he oversaw the agency's strong performance across Europe, the Middle East, and Africa, transforming the business from a traditional advertising agency to a leading digital and communications company. He also held a variety of senior marketing roles at Sony Europe, Sony PlayStation EMEA and Nintendo UK. During his 15 years on the client-side, David Patton built a reputation as a creative disruptor producing award-winning television campaigns such as Sony Balls , PlayStation Mountain and PlayStation Double Life .
Ms. Fabienne Brunet has served as Executive Vice President Human Resources & Corporate Social Responsibility, Member of the Executive Committee at Technicolor S.A. since June 2014. She joined Technicolor in 2009 as Senior Vice-President Corporate Human Resources. Prior to joining Technicolor, Mrs. Brunet was Vice-President Human Resources of Alcatel-Lucent's Services Group. She began her career at Thomson-CSF before joining Alcatel-Alstom where she held the positions of General Secretary at Occidentale Medias and Human Resources Director at Express Group, and subsequently of Vice-President Group Internal Communications. Ms. Brunet holds a Master of Law degree and a Master of Science in Human Resources degree from Paris University.
Mr. Simon Hibbins is Executive Vice President, International Operations, Home Entertainment Services and Member of the Executive Committee at TECHNICOLOR S.A. He has been Member of the Executive Committee since 2016. Mr. Hibbins joined Technicolor in 2000 as a result of Technicolor's acquisition in Australia and since then has held various positions across Australia and Asia Pacific of increasing responsibility and in 2012 was appointed Senior Vice President of Technicolor Home Entertainment Services (HES) International business. Prior to joining Technicolor, he worked in various roles in the publishing and printing industry for News Corporation and Price Waterhouse in Corporate Finance. He holds a Bachelor of Commerce degree from the University of Melbourne in Australia, and in 2008 completed the Advanced Management Program at INSEAD.
Mr. Vince Pizzica is Member of the Executive Committee and Senior Executive Vice President, Corporate Development & Technology at Technicolor S.A. He has been Head of Corporate Development and Technology since May 2014. In addition, he assumes responsibility for managing the Corporate Ventures investments and for Mergers & Acquisitions. Previously, he led the Digital Delivery Business Group. He joined Technicolor in September 2008 as head of the Strategy, technology and Research corporate teams. Prior to joining Technicolor, he was in charge of Technology, Strategy & Marketing at Alcatel-Lucent for the EMEA and APAC regions. Over a 29-year career in the telecoms industry, his responsibilities included CTO for the APAC region at Alcatel-Lucent, General Manager of the Trusted Networks activity at Siemens in Australia and various roles in operations and technology at Telstra. He holds a Bachelor of Engineering degree from the Institute of Engineers and a Master of Telecoms & Info Systems from the University of Essex in the U.K.
Ms. Cristina Gomila has served as Head of Research & Innovation, Chief Technology Officer, Member of the Executive Committee at TECHNICOLOR S.A. since 2016. She has been is Head of Research & Innovation since 2014. She joined Technicolor in 2002 and has spent most of her career in the USA moving into different positions for strategy and management of R&D engineering teams with a focus on Consumer Electronics and Media & Entertainment markets. Gomila holds a M.S. degree in Telecom Engineering from the UPC (Spain) and a Ph.D. degree from Mines ParisTech (France). Additionally, she has authored more than 60 granted patents and a large number of standard contributions and publications.
Ms. Ginny Davis has been Chief Information Officer, Chief Security Officer and Member of the Executive Committee of TECHNICOLOR S.A. since 2018. She has been is group Chief Information Officer since 2008 and in 2015 was appointed to the additional role of group Chief Security Officer. Prior to these appointments, she held a number of leadership positions within the global Information Technology organization including Vice-President of Supply Chain Systems and Divisional Chief Information Officer. Before joining Technicolor in 1996, she spent 5 years in the Pharmaceutical industry at McKesson leading the deployment and management of various technologies. Ms. Davis holds a degree in Computer Information Systems from the University of Michigan and in 2005 completed the Executive Management program at London Business School. Ms. Davis is an active member of the following organizations, Kudelski Security Advisory Board, Convergence Technology Council for Media and Entertainment, Women in Technology (WITI) and the CIO/CISO Academy at UC Berkeley.
Mr. Adrien Cadieux has been Group General Counsel and Company Secretary and Member of the Executive Committee of TECHNICOLOR S.A. since July 2018. He is in charge of legal, compliance and insurance matters for the group and assists the Board of Directors in their works. He joined Technicolor in 2012. Prior to that, he was a partner at De Pardieu Brocas Maffei, a leading French law firm where he spent 8 years. He also held different positions in the legal department of AXA, a global insurance group, and in the capital markets division of CACIB, the investment bank of the Credit Agricole group. He began his career in New York, working for Credit Lyonnais, a global investment bank.
Mr. Quentin Lilly has been President, Home Entertainment Services and Member of the Executive Committee of Technicolor S.A. since June 2014. He has been President of Technicolor Home Entertainment Services (HES) since 1999. Prior to this appointment, he held a number of positions of increasing responsibility within HES including Senior Vice President of Corporate Development as well as Chief Operating Officer. Before joining Technicolor in 1994, Mr. Lilly spent approximately 10 years in the corporate finance sector as a member of the Investment Banking/Capital Markets Groups at Smith Barney and Crowell, Weedon & Co. Mr. Lilly holds a Bachelor of Science degree in Business Administration, with a concentration in Finance, from California Polytechnic University.
Mr. Luis Martinez-Amago has been President of the Connected Home Division, Member of the Executive Committee of TECHNICOLOR S.A. since January 2018. He was President of Connected Home North America at TECHNICOLOR S.A. from October 2015 and has been Member of the Executive Committee of the Company since January 2016. Coming to Technicolor from Alcatel-Lucent, he has carried out multiple roles and responsibilities during the last 27 years. Most recently, he was the CEO of Alcatel-Lucent Shanghai Bell in China. Prior to this, he spent several years as President of the Europe, CIS, Middle East and Africa region. Prior to that, he held the responsibility of several worldwide business divisions as its President, from Fixed Broadband Networks Division, to Applications Business Division, to Wireless Transmission Division. Before this, he was COO of the Integration and Services Division of the company. He holds a Technical degree in Telecommunications Engineering from the University La Salle, Barcelona; as well as PDD in General Management from IESE Business School.
Mr. Nathan Wappet has served as Chief Operating Officer, Production Services and Member of the Executive Committee at TECHNICOLOR S.A. since 2016. He joined Technicolor in 2013 in the newly created role of Chief Operating Officer (COO) for its Creative Services Division and became COO of the Production Services Division in 2014. Wappet has some 25 years' experience in the IT&T industries with multinational companies such as Alcatel-Lucent and HP, as well Australia's largest carrier, Telstra. He has operational experience, particularly in implementing large-scale integrations as well as bringing value to an organization through a Services-based model. He holds an Honors degree in Electrical & Communications Engineering from Swinburne University of Technology in Australia and an Executive Masters in Business Administration (EMBA) from the Australian Graduate School of Management (AGSM).
Mr. Xavier Cauchois is Director of the Company. M. Xavier Cauchois started his career at PwC where he spent over 37 years, combining auditing and advisory activities. There, he supported French and international clients, startups, mid-sized companies and large groups in their growth, specializing in the technology sector. He was head of PwC Europe and France in the Technology, Telecom and Media sector until 2009 and member of the Global Strategic Committee for the Audit from 2005 to 2008.
Mr. Dominique D'Hinnin is Director of the Company. M. Dominique D'Hinnin, now Company director, began his career as a civil servant in 1986 but soon joined the Lagardère group, where he held several executive positions, starting as Chief Internal Auditor, then becoming Executive Vice-President with Grolier Inc, then Chief Financial Officer of Lagardère Group. He held the position of Co-Managing Partner of the Lagardère Group between 2009 and 2016. After more than 25 years at Lagardère and with expertise in the media and technology sectors, he decided to build a portfolio of non-executive mandates by joining the board of Eutelsat Communications SA, which he has been chairing since 2017, the Spanish press group Prisa as well as at Edenred and at the retail group Louis Delhaize SA (Belgium). M. Dominique D'Hinnin is a graduate of Ecole Normale Supérieure and Ecole Nationale d'Administration.
Mr. Yann Debois has been Director representing Employees at TECHNICOLOR S.A. since July 27, 2017. He is in charge, within Technicolor group Sourcing organization, of the Sourcing activities for the Corporate functions. He joined Technicolor in 2006 and has since held a number of positions within Sourcing, especially in Hong Kong where he managed key suppliers for the Connected Home business unit. Mr. Debois is a law graduate (2000) and holds a diploma from the University of Rennes I as well as a Master degree in Value Chain & Logistics Management from the University of Macquarie Sydney (2004).
Ms. Christine Laurens is Director of the Company. Ms. Christine Laurens, is currently Chief Financial Officer and Partner at AT Kearney, based in Chicago since 2014. She started as a manager for the Telecommunications and Media practice within the audit and Transaction Services departments of Ernst & Young (EY) in Paris from 1994 to 1998. She then continued her career as Managing Director of the French subsidiary of Agency.com, in Paris up to 2001, before joining Keyrus as Chief Financial Officer. In 2002, she joined AT Kearney in Paris as the Southwest European Finance Director until 2005. Within the same company, she held various finance positions as Finance and Administration Director France from 2006 to 2008; EMEA Finance Director from 2009 to 2012; VP of Global Finance in 2013. Ms. Christine Laurens is a Certified Public Accountant, a graduate of HEC Paris (Master Degree in Management), of the CEMS program at ESADE Barcelona (Master Degree in International Management) and). She also completed the Leading Professional Services Firms program at Harvard Business School Executive Education.
Mr. Brian Sullivan is Director of the Company. Mr. Brian Sullivan currently is a Company director. With more than 30 years of experience in the television and entertainment sector, he began his career within several companies as a sales manager before joining Showtime, where he stayed five years, in roles of increasing responsibility. In 1994, he joined Eagle Direct as Vice-President Sales & Marketing, then Sky UK, where he stayed 14 years. He held there several management positions. In 2010, he became Chief Executive Officer in Germany for Sky Deutschland then, in 2015, he joined Fox Networks Group in LA to run the digital consumer group subsequently becoming President and Chief Operating Officer. Mr. Brian Sullivan is a former student of Villanova University in Business Administration and Management.
Ms. Birgit Conix has been Independent Director of TECHNICOLOR S.A. since April 29, 2016. She is Member of the Audit Committee. She is, since October 2013, Chief Financial Officer and member of the Senior Leadership Team of Telenet, a Belgian stock listed cable company (BEL 20 index). Apart from the Finance function, she is responsible for investor relations, business intelligence, procurement, supply chain, real estate and facilities. Ms. Conix has 25 years of experience in finance across multiple industries, including cable and telecommunications, fast moving consumer goods, medical devices and pharmaceuticals, automotive and scientific publishing. She held international assignments in Amsterdam, London, Queretaro (Mexico), Madrid, Frankfurt and Dusseldorf. She was previously Regional Head of Finance for Heineken's Western European organization at their Amsterdam headquarters and was a member of Heineken's Western European Management Team and Global Finance Leadership Team. Prior to joining Heineken in 2011, Ms. Conix built her career at Johnson & Johnson, where she held different top-level international positions with growing responsibilities in finance, strategy and business operations. Ms. Conix holds a Master's degree in Business economics from Tilburg University Netherlands, and an MBA from the University of Chicago Booth School of Business.
Ms. Ana Maria Garcia Fau has been Independent Director at TECHNICOLOR S.A. since April 29, 2016. She is Member of the Audit Committee and Chairwoman of the Nominations and Governance Committee. Ana Garcia Fau, who currently is a Company Director, began her career in management consulting at McKinsey&Co in Madrid, Wolff Olins and the M&A Department of Goldman Sachs in London. She built her career at the Telefonica Group, serving as Corporate Development Officer and Chief Financial Officer of TPI-Paginas Amarillas (yellow pages and e-commerce) from 1997 until 2006. She was responsible for the international expansion of the company, business development and strategy, serving in parallel at the boards of Telfisa in Madrid, Publiguias in Chile, TPI in Brazil, Telinver in Argentina and TPI in Peru, amongst others. In 2006, she was appointed Chief Executive Officer of Yell for the Spanish and Latin-American businesses (2006-2014), expanding her role to the US Hispanic market, based in Houston, Texas. Since 2011, Ms. Garcia Fau was part of the International Executive Committee of Yell/Hibu that defined and executed the digital transformation of the group. In 2013, she was appointed Chief Global Strategy Officer of Hibu, responsible for strategic partnerships and digital strategy. She has been Director of Eutelsat SA, Merlin Properties Socimi SA, Renovalia Energy Group SL and Gestamp Automocion SA. Ms. Garcia Fau is a graduate in Economics, Business Administration and Law from Universidad Pontificia Comillas (ICADE, E-3) in Spain, and holds an MBA from the Sloan School of Management of the Massachusetts Institute of Technology (MIT) in the United States.
Ms. Melinda J. Mount has been Independent Director at TECHNICOLOR S.A. since April 29, 2016. She is Chairwoman of the Audit Committee and Member of the Remunerations Committee. She is the former President of Jawbone, a company that develops wearable technology. Prior to that she spent seven years at Microsoft in various finance and operational roles including Corporate Vice President and Chief Financial Officer for the Online Services division (Bing, MSN and the data centers) and the Corporate Vice President and Chief Financial Officer for the Entertainment & Device division (Xbox, Windows Phone, and Mediaroom). Prior to Microsoft, Ms. Mount spent nine years at Time Warner in various finance and strategy management leadership roles and spent eight years at Morgan Stanley as an investment banker specializing in mergers and acquisitions. She has been on the Board of Directors of the Learning Care Group. Ms. Mount has an MBA with distinction from Harvard and a BBA from the University of Wisconsin-Madison. She is a member of the Dean's Advisory Board at Harvard Business School and the board of directors of the University of Wisconsin Foundation.
Ms. Laura G. Quatela has served as Independent Director at Technicolor S.A. since April 29, 2016. She was Director of the Company from May 23, 2013. She is Member of the Nominations and Governance Committee and Chairwoman of the Remunerations Committee, as well as Member of the Strategy Committee of the Company. She is Senior Vice President and Chief Legal Officer of Lenovo and Member of its Executive Committee. She is also co-founder of Quatela Lynch Intellectual Property LLC. She was the President of Eastman Kodak Co. from January 1, 2012 to February 2014. In January 2011, she was appointed General Counsel and elected a Senior Vice President. In January 2008, she was appointed Chief intellectual property Officer and retained this role in tandem with her duties leading the company's Legal organization. Previously, she was Managing Director, intellectual property transactions, and was responsible for directing strategic cross-licensing and royalty-bearing licensing activities for the company, including developing Kodak's digital capture licensing program. Ms. Quatela joined Kodak in 1999 and held various positions in the company's Legal and Finance departments. Prior to joining Kodak, she worked for Clover Capital Management, Inc., SASIB Railway GRS, and Bausch & Lomb Inc. In private law practice, she was a defense litigator specializing in mass tort cases. She is a graduate of Denison University, B.A., International Politics (1979) and Case Western Reserve University School of Law, J.D. (1982).
Mr. Hilton Romanski has been Independent Director at TECHNICOLOR S.A. since November 2015. He is also Member of the Strategy Committee. Mr. Hilton Romanski is Senior Vice-President and Chief Strategy Officer of Cisco Systems, Inc. where he is leading investments, mergers, acquisitions and divestitures and manages strategic partnerships. In his previous role, Mr. Romanski was with the Strategy Office of Cisco where he drove the mergers and acquisition strategy. Prior to joining Cisco in 2001, Mr. Romanski held several positions at J.P. Morgan, including in the Technology, Media and Telecom group and co-founded J.P. Morgan's West Coast telecom practice. He previously worked in J.P. Morgan's New York headquarters where he was an M&A specialist.
Mr. Thierry Sommelet has been Independent Director, Permanent Representative of Bpifrance Participations at TECHNICOLOR S.A. since January 6, 2017. He is also Member of the Strategy Committee and Nominations and Governance Committee. Mr. Sommelet is Managing director within the Mid & Large Cap department of Bpifrance Investissement, in charge the technology, media and telecom sector. He has fifteen years of private and public equity investment experience in the telecom and technology sectors, with Caisse des Depots et Consignations where he was responsible for investment in telecom networks, and with Fonds Strategique d'Investissements where he realized several transactions in the semi-conductor, technology and internet sectors. Before that, Thierry Sommelet held several positions in capital markets with Credit Commercial de France, in Paris and New York, with Los Altos based Renaissance Software (now part of Sungard) and with media company InfosCE. Thierry Sommelet graduated from ENPC civil engineering school in Paris, and holds an MBA from Insead.

redpajama_set_name: RedPajamaCommonCrawl


We can't help but love Juhi Chawla's throwback pictures and her latest Instagram post clearly explains why. The 51-year-old actress gave a perfect "Flashback Friday" treat to her fans. On Friday evening, Juhi Chawla shared an epic throwback picture on her Instagram profile. Though Juhi has not specified the time when the picture was clicked but the printed cap that the actress can be seen sporting in the picture, reminds us of the signature nineties fashion. We simply love her expressions in the picture but we can't decide if we love her expressions more or the caption on her post. In case you are wondering, here's what Juhi wrote: "That look when you know someone's lying and you know the truth. Social media is a funny place." She accompanied the post along with the hashtags "#FlashbackFriday."
Juhi Chawla frequently shares "Flashback Friday" posts on her Instagram profile and we simply love it when that happens. Last month, the actress shared a throwback picture from the sets of a film, in which she could be seen dressed in a blue saree. "Shoes or people if they hurt you, they are not your size!! Juma'ah Mubarak! Also can you guess this film," read the caption on Juhi's post.
Here are some more throwback pictures shared by Juhi Chawla. Take a look at the pictures first, you can thank us later.
On the work front, Juhi Chawla was last seen in the 2016 film Chalk n Duster, in which she co-starred with veteran actress Shabana Azmi. Juhi will next be seen inEk Ladki Ko Dekha Toh Aisa Laga, co-starring Sonam Kapoor and Anil Kapoor.


Polish employment data for the month of March is set to release tomorrow. Labor market trends in the nation have not changed much. Employment growth has maintained its 3 percent pace in recent months and is likely to have grown 2.9 percent year-on-year in March, according to an Erste Group Research in a report.
Meanwhile, nominal wages are expected to have grown 7.3 percent on a year-on-year basis. That might imply a bit of acceleration of the underlying trend, which has been locked at about 7 percent for the last half a year, added Erste Group Research.
Is EUR a Safe Haven?


text:
Can your diet help protect the environment?
If Americans adhere to global dietary recommendations designed to reduce the impact of food production and consumption, environmental degradation could be reduced by up to 38%, according to a new paper published in the journal Environmental Justice.
Joe Bozeman, a research associate at the University of Illinois Chicago Institute for Environmental Science and Policy
"What we eat has an impact on the environment through the land used to grow food, net greenhouse gases released by producing food, and water use," said Joe Bozeman, a research associate in the University of Illinois Chicago Institute for Environmental Science and Policy and lead author of the study. "By following guidelines developed with human health and the environment in mind, we can help reduce the environmental impact of food production."
Bozeman and colleagues wanted to see what shifts would be required by Americans in order to adhere to the EAT-Lancet Commission guidelines, the first-ever global dietary guidelines. Drafted in 2019, the recommendations were developed to help reduce environmental degradation caused by food production and consumption of an estimated global population of 10 billion people by the year 2050.
In a previous study, the researchers analyzed data from the U.S. Environmental Protection Agency's What We Eat in America Food Commodity Intake Database — which provides per capita food consumption estimates for more than 500 types of food, such as apples, poultry, bread and water — and from the National Health and Nutrition Examination Survey, which provides estimates of individual dietary intake. They also collected information on the environmental impact of these foods from various databases and from the scientific literature. They found that meat and refined sugar are among foods with the highest negative impact on the environment, while vegetables, fish and nuts have a lower impact.
The researchers used the same resources to zero in on changes in food consumption and strategies that would bring the U.S. population into adherence with the EAT-Lancet Commission guidelines. They calculated changes that would be required for Black, Latinx and white populations in the U.S.
"We found that shifting to increased vegetable and nuts intake while decreasing red meat and added sugars consumption would help Americans meet EAT-Lancet criteria and reduce environmental degradation between 28% and 38% compared to current levels," Bozeman said. "At the same time, health outcomes would improve, so following these global recommendations would result in a win-win for the environment and human health."
Different populations would have to make different changes, based on their current dietary patterns, Bozeman said. Black people could meet the criteria by shifting dietary intake to include more vegetables and nuts, but less red meat, chicken and added sugars. Latinx people would need to shift their dietary intake to more vegetables and nuts, but less red meat, eggs and added sugars. White people would need to shift their consumption to include less red meat and added sugars, but more nuts.
Taken together, these results show that meeting all criteria, using a balanced diet approach, would significantly decrease environmental degradation in land, greenhouse gases and water.
"Our results provide foundational information that can inform the development of culturally-tailored dietary intervention strategies that consider the implications for human and environmental health," said Sparkle Springfield, assistant professor of public health sciences at Loyola University, Chicago and a co-author on the paper.
"However, there is still a need to address the structural and social determinants of diet outcomes, particularly in African American and Latinx populations, in order to promote health equity," she said.
In the paper, Bozeman and colleagues call upon the U.S. Department of Agriculture and the World Health Organization to address the unique barriers minority populations face in accessing the healthy foods needed to achieve a sustainable diet.
Thomas Theis, director of the UIC Institute for Environmental Science and Policy, is also an author of the paper.
This study was funded, in part, by the UIC Institute for Environmental Science and Policy and the Bayer Diversity Science, Technology, Engineering, and Mathematics Fellowship.
Written by Sharon Parmet
jmcarey@uic.edu
twitter.com/JCareyUIC
diet, environment, environmental justice, food, health, Institute for Environmental Science and Policy


Our Summer Personalized Kids Bookmark Set makes a perfect gift! Great for summer reading, story time, bedtime stories, and back to school, our summer name bookmark sets help encourage your little one's love of reading. (They also make a great teacher's gift for Christmas and end-of-year!) Thick glossy laminate protects against juice, jelly, goldfish crumbs, and various toddler goos.


text:
Richard Bausch is the author of eight collections of stories and fifteen novels. His most recent publication is the novel Before, During, After (2014). Something is Out There (2010), The Stories of Richard Bausch (2004), The Fireman's Wife and Other Stories (1990), and Spirits and Other Stories (1987) are among his short story collections. The Last Good Time: a Novel (1984) was made into a feature-length film starring Armin Meuhler-Stahl and Maureen Stapleton, released in 1995. His novel Peace (2008) was awarded the 2010 Dayton International Literary Peace Prize. Richard Bausch won the Rea Award for the Short Story in 2012. Other awards and honors include two National Magazine Awards, a John Simon Guggenheim Fellowship, a Lila-Wallace Reader's Digest Award, the Award of the American Academy of Arts and Letters, and the 2004 PEN/Malamud Award for Excellence in the Short Story. His short stories have appeared often in numerous periodicals and anthologies including The Atlantic Monthly, Harper's, The New Yorker, Esquire, The Best American Short Stories, The O. Henry Prize Stories and The Pushcart Prize, and Granta, The Modern Library published The Selected Stories of Richard Bausch in March, 1996, a distinction rarely accorded a contemporary writer. Bausch is professor in the Writing Program at Chapman University in Orange, California.
Robert Olen Butler is the author of six short story collections and fifteen novels. His story collection A Good Scent from a Strange Mountain won the 1993 Pulitzer Prize for Fiction. It was reviewed as changing forever the composition of Vietnam-related fiction. A recipient of both a Guggenheim Fellowship in fiction and a National Endowment for the Arts grant, Butler also won the 1993 Richard and Hinda Rosenthal Foundation Award from the American Academy of Arts and Letters and was a finalist for the 1993 PEN/Faulkner Award. He has twice won a National Magazine Award in Fiction and honored multiple times in The Pushcart Prize. His stories have appeared widely in such publications as The New Yorker, Esquire, Harper's, The Atlantic Monthly, GQ, Zoetrope, The Paris Review, The Hudson Review The Virginia Quarterly Review, Ploughshares, The Sewanee Review and most recently in The New Granta Book of the American Short Story, edited by Richard Ford. Butler's work is four times recognized in the annual Best American Short Stories and in eight editions of New Stories from the South. Severance (2006), a collection of stories, was the basis of a one-act play by David Jette produced in 2007 at the Los Angeles McCadden Place Theatre. His works have been translated into nineteen languages, including Vietnamese, Thai, Korean, Polish, Japanese, Serbian, Farsi, Czech, Estonian, and Greek. He is a Francis Eppes Distinguished Professor holding the Michael Shaara Chair in Creative Writing at Florida State University and lives in Capps, Florida
Elizabeth Strout won the Pulitzer Prize for Fiction in 2009 for her collection of short stories Olive Kitteridge (2008). Olive Kitteridge was also a 2008 National Book Critics Circle Award Finalist and in 2010 won the Premio Bancarella an Italian literary award. In 2014 Olive Kitteridge aired on HBO as a two-part mini-series starring Frances McDormand. Strout authored three novels Amy and Isabelle (1998), Abide With Me (2006), and The Burgess Boys (2013). Amy and Isabelle won the 1999 Art Seidenbaum Award for First Fiction and was also a 2000 PEN/Faulkner Award Finalist. Amy and Isabelle was adapted as a television movie starring Elizabeth Shue. Strout's stories appeared in many periodicals and anthologies. Her story Toads and Snakes was included in The Friend Who Got Away (2005), an anthology by Jenny Offill and Elissa Schappell. Strout was editor of Best American Short Stories in 2013. Elizabeth Strout teaches English at Manhattan Community College in New York City. She lives with her husband Jim Tierney in New York City and Maine.


text:
Dans l'univers de fiction de Star Trek, le tricordeur (parfois également appelé tri-enregistreur) est un petit appareil qui tient dans la main ou se porte en bandoulière et remplit trois fonctions : détecter, enregistrer et analyser.

Au fil des épisodes, ses utilisations se diversifient : il se révèle ainsi capable de se connecter à un système informatique et de lui servir d'interface, ou encore d'émettre un champ de particules.

Il existe une version du tricordeur spécialisée pour l'usage médical. Outre un logiciel de diagnostic automatisé, il dispose d'un détecteur mobile permettant une plus grande flexibilité d'usage.

Voir aussi

Lien externe

Technologie de Star Trek


text:
Home News Sources Reforms undertaken by India significant: World Bank chief
Reforms undertaken by India significant: World Bank chief
The reforms undertaken by Prime Minister Narendra Modi have been"significant" and the results would be reflected in the mid and long-term growth figures, the World Bank chief said today, days after the global lender forecast that India's GDP may slowdown to 7 per cent in 2017.
"The reform process has been significant. We think that certainly in the medium and longterm, the growth will reflect the seriousness of Prime Minister Modi's government in making those reforms," Jim Yong Kim told reporters at the start of the annual meeting of the IMF the World Bank here.
Kim was responding to a question on recent slowdown of the Indian economy. Both the World Bank and the IMF have downgraded India's growth projections. The World Bank yesterday forecast that India's GDP may slowdown from 8.6 per cent in 2015 to 7 per cent in 2017 because of disruptions by demonetisation and the GST.
The IMF has also lowered India's growth projection to 6.7 per cent in 2017, 0.5 percentage points less than its previous two forecasts and slower than China's 6.8 per cent. Last week, the World Bank chief had said that the recent slowdown in India's economic growth is short-term and an "aberration" mainly due to the temporary disruptions in preparation for the GST.
Previous articleUS Accuses UNESCO Of 'Anti-Israel Bias', Withdraws From Body
Next articleCommunal tension in Ballia
Raj Thackeray says the pandemic time is not right for Bhoomi pujan, ceremony should've happened with great fervour under normalised situations
China's territorial claims in Bhutan and India are indicative of their intentions: US
Stalwart leader and West Bengal Congress President Somen Mitra passes away