Questões de Concurso
Sobre vocabulário | vocabulary em inglês
Foram encontradas 3.148 questões
Innovation is the new key to survival
[…]
At its most basic, innovation presents an optimal strategy for controlling costs. Companies that have invested in such technologies as remote mining, autonomous equipment and driverless trucks and trains have reduced expenses by orders of magnitude, while simultaneously driving up productivity.
Yet, gazing towards the horizon, it is rapidly becoming clear that innovation can do much more than reduce capital intensity. Approached strategically, it also has the power to reduce people and energy intensity, while increasing mining intensity.
Capturing the learnings
The key is to think of innovation as much more than research and development (R&D) around particular processes or technologies. Companies can, in fact, innovate in multiple ways, such as leveraging supplier knowledge around specific operational challenges, redefining their participation in the energy value chain or finding new ways to engage and partner with major stakeholders and constituencies.
To reap these rewards, however, mining companies must overcome their traditionally conservative tendencies. In many cases, miners struggle to adopt technologies proven to work at other mining companies, let alone those from other industries. As a result, innovation becomes less of a technology problem and more of an adoption problem.
By breaking this mindset, mining companies can free themselves to adapt practical applications that already exist in other industries and apply them to fit their current needs. For instance, the tunnel boring machines used by civil engineers to excavate the Chunnel can vastly reduce miners' reliance on explosives. Until recently, those machines were too large to apply in a mining setting. Some innovators, however, are now incorporating the underlying technology to build smaller machines—effectively adapting mature solutions from other industries to realize more rapid results.
Re-imagining the future
At the same time, innovation mandates companies to think in entirely new ways. Traditionally, for instance, miners have focused on extracting higher grades and achieving faster throughput by optimizing the pit, schedule, product mix and logistics. A truly innovative mindset, however, will see them adopt an entirely new design paradigm that leverages new information, mining and energy technologies to maximize value. […]
Approached in this way, innovation can drive more than cost reduction. It can help mining companies mitigate and manage risks, strengthen business models and foster more effective community and government relations. It can help mining services companies enhance their value to the industry by developing new products and services. Longer-term, it can even position organizations to move the needle on such endemic issues as corporate social responsibility, environmental performance and sustainability.
(http://www2.deloitte.com/content/dam/Deloitte/ru/Document s/energy-resources/ru_er_tracking_the_trends_2015_eng.pdf)
Innovation is the new key to survival
[…]
At its most basic, innovation presents an optimal strategy for controlling costs. Companies that have invested in such technologies as remote mining, autonomous equipment and driverless trucks and trains have reduced expenses by orders of magnitude, while simultaneously driving up productivity.
Yet, gazing towards the horizon, it is rapidly becoming clear that innovation can do much more than reduce capital intensity. Approached strategically, it also has the power to reduce people and energy intensity, while increasing mining intensity.
Capturing the learnings
The key is to think of innovation as much more than research and development (R&D) around particular processes or technologies. Companies can, in fact, innovate in multiple ways, such as leveraging supplier knowledge around specific operational challenges, redefining their participation in the energy value chain or finding new ways to engage and partner with major stakeholders and constituencies.
To reap these rewards, however, mining companies must overcome their traditionally conservative tendencies. In many cases, miners struggle to adopt technologies proven to work at other mining companies, let alone those from other industries. As a result, innovation becomes less of a technology problem and more of an adoption problem.
By breaking this mindset, mining companies can free themselves to adapt practical applications that already exist in other industries and apply them to fit their current needs. For instance, the tunnel boring machines used by civil engineers to excavate the Chunnel can vastly reduce miners' reliance on explosives. Until recently, those machines were too large to apply in a mining setting. Some innovators, however, are now incorporating the underlying technology to build smaller machines—effectively adapting mature solutions from other industries to realize more rapid results.
Re-imagining the future
At the same time, innovation mandates companies to think in entirely new ways. Traditionally, for instance, miners have focused on extracting higher grades and achieving faster throughput by optimizing the pit, schedule, product mix and logistics. A truly innovative mindset, however, will see them adopt an entirely new design paradigm that leverages new information, mining and energy technologies to maximize value. […]
Approached in this way, innovation can drive more than cost reduction. It can help mining companies mitigate and manage risks, strengthen business models and foster more effective community and government relations. It can help mining services companies enhance their value to the industry by developing new products and services. Longer-term, it can even position organizations to move the needle on such endemic issues as corporate social responsibility, environmental performance and sustainability.
(http://www2.deloitte.com/content/dam/Deloitte/ru/Document s/energy-resources/ru_er_tracking_the_trends_2015_eng.pdf)

Mining tourism in Ouro Preto
Ouro Preto is surrounded by a rich and varied natural environment with waterfalls, hiking trails and native vegetation partially protected as state parks. Parts of these resources are used for tourism. Paradoxically, this ecosystem contrasts with the human occupation of the region that produced, after centuries, a rich history and a cultural connection to mining, its oldest economic activity which triggered occupation. The region has an unlimited potential for tourism, especially in specific segments such as mining heritage tourism, in association or not with the existing ecotourism market. In fact, in Ouro Preto, tourism, history, geology and mining are often hard to distinguish; such is the inter-relationship between these segments.
For centuries, a major problem of mining has been the reuse of the affected areas. Modern mining projects proposed solutions to this problem right from the initial stages of operation, which did not happen until recently. As a result, most quarries and other old mining areas that do not have an appropriate destination represent serious environmental problems. Mining tourism utilizing exhausted mines is a source of employment and income. Tourism activities may even contribute to the recovery of degraded areas in various ways, such as reforestation for leisure purposes, or their transformation into history museums where aspects of local mining are interpreted.
Minas Gerais, and particularly Ouro Preto, provides the strong and rich cultural and historical content needed for the transformation of mining remnants into attractive tourism products, especially when combined with the existing cultural tourism of the region. Although mining tourism is explored in various parts of the world in extremely different social, economic, cultural and natural contexts, in Brazil it is still not a strategy readily adopted as an alternative for areas affected by mining activities.
(Lohmann, G. M.; Flecha, A. C.; Knupp, M. E. C. G.; Liccardo, A. (2011). Mining tourism in Ouro Preto, Brazil: opportunities and challenges. In: M. V. Conlin; L. Jolliffe (eds).Mining heritage and tourism: a global synthesis. New York: Routledge, pp. 194-202.)
In line 3, the expression “sifting through" means examining information or documents to find what one is looking for.
In line 3, “immediately" means soon after leaving.
Judge the next item according to the text presented on cyber-ethics.
The expression “In a nutshell” (L.14) introduces a summarized and simplified version of what cyber-ethics is all about.
In the text about IT-managers, the word
“glitches” (R.16) is synonymous with malfunctions.
Text 3
Small, cold, and absurdly far away, Pluto has
always been selfi sh with its secrets.
THE X – FILES
It wouldn´t be the fi rst time Pluto has confounded expectations. In 2006, the year New Horizons was launched, Pluto vanished from the list of planets and reappeared as a “dwarf planet.” That, of course, had more to do with astronomers on Earth than any celestial sleight of hand, but the truth is, Pluto has been a tough world to crack since before it was discovered.
By the turn of the century, the hunt for that missing planet had gathered momentum: Whoever found it would earn the shiny distinction of discovering the first new planet in more than 50 years. Calling the rogue world “Planet X,”, Boston aristocrat Percival Lowell – perhaps best known for claiming to have spotted irrigation canals on the surface of Mars – vigorously took up the search. Lowell had built his own observatory in Flagstaff, Arizona, and in 1905 it became the epicenter of the search for Planet X, with Lowell calculating and recalculating its probable position and borrowing equipment for the hunt.
But Lowell died in 1916, without knowing that Planet X really existed.
Fast-forward to 1930. Late one February afternoon, 24-year-old Clyde Tombaugh was parked in his spot at Lowell Observatory. A transplant from the farm fields of Kansas, Tombaugh had been assigned the task of searching for Lowell`s elusive planet. He had no formal training in astronomy but had developed a skill for building telescopes, sometimes from old car parts and other improbable items.
(Source: National Geographic Magazine – July 2015 - http://
ngm.nationalgeographic.com/ print/2015/07/ pluto/drake-text
(adapted))
Text 1
The good oil boys club
It should have been a day of high excitement. A public auction on July 15th marked the end of a 77-year monopoly on oil exploration and production by Pemex, Mexico`s state-owned oil company, and ushered in a new era of foreign investment in Mexican oil that until a few years ago was considered unimaginable.
The Mexican government had hoped that its firstever auction of shallow-water exploration blocks in the Gulf of Mexico would successfully launch the modernisation of its energy industry. In the run-up to the bidding, Mexico had sought to be as accommodating as its historic dislike for foreign oil companies allowed it to be. Juan Carlos Zepeda, head of the National Hydrocarbons Commission, the regulator, had put a premium on transparency, saying there was “zero room” for favouritism.
When prices of Mexican crude were above $100 a barrel last year (now they are around $50), the government had spoken optimistically of a bonanza. It had predicted that four to six blocks would be sold, based on international norms.
It did not turn out that way. The results fell well short of the government’s hopes and underscore how residual resource nationalism continues to plague the Latin American oil industry. Only two of 14 exploration blocks were awarded, both going to the same Mexican-led trio of energy fi rms. Offi cials blamed the disappointing outcome on the sagging international oil market, but their own insecurity about appearing to sell the country’s oil too cheap may also have been to blame, according to industry experts. On the day of the auction, the fi nance ministry set minimum-bid requirements that some considered onerously high; bids for four blocks were disqualifi ed because they failed to reach the offi cial fl oor.
(Source: http://www.economist.com/news/business/21657827-
latinamericas-oil-fi
rms-need-more-foreign-capital-historic-auctionmexico-shows)
In the sentence “Each one will be considered individually, before this long list is finally whittled down to the final four." (R. 19 to 21), “whittled down" can be correctly replaced by selected.
The words “highlights" (L.16), and “unlikely" (L.20) can be correctly and respectively replaced by draws attention to and improbable.
In the text, the word “offshoot" (R.34) means origin.
Smart Greenhouse
Control the light, watering, temperature, and humidity of your greenhouse – automatically.
Kevin Farnham
Smart Greenhouse, one of three professional category winner in the 2014 IoT Developer Challenge, is an Internet of Things (IoT) device and application that monitors and controls a greenhouse environment. The concept for Smart Greenhouse came into being after the core team – Dzmitry Yasevich, Pavel Vervenko, and Vladimir Redzhepov – attended JavaOne Russia in April 2013. There, the team saw presentations of a smart house, various robots, and other devices, all controlled by Java.
Yasevich notes, “We were impressed by these solutions and had an idea to do something like that. Pavel Vervenko suggested making an automated greenhouse. Everyone liked the idea!”.
First, the team selected the hardware. “We started to use Raspberry Pi as a basis”, Yasevich says. “It is a compact but fullfedged computer with 700 MHz and memory at 512 MB. This system costs around $35”.
However, early on, a safety concern arose. “Current under high voltage passes in the greenhouse, and there is an automatic watering system, so it was necessary to properly consider all the aspects related to insulation”, Yasevich says.
(http://www.oraclejavamagazine-digital.com/8ef38d6e6f63e8971b9487ddb4bd4bdc/558dae0a/pp/javamagazine20150304-1429053481000c51ce41 0c1-pp.pdf?lm=1429053481000)
A study into the safety of surgical robots has linked the machines' use to at least 144 deaths and more than 1,000 injuries over a 14-year period in the US.








