Antonio Rodríguez de las Heras (@ARdelasH) «Un mundo para interrogar y escuchar» Telos, n.º 111 (julio de 2019) (@revistatelos)
Foto: Allec Gomes @allecgomes, Unsplash.
«La estructura hipertextual de la información digital y la habituación rápida y universal, por intuitiva, a moverse por la Red con tan solo hacer indicaciones con nuestro dedo nos ha preparado además para una relación dialógica con la información. La forma de tratar tal cantidad inabarcable de información es la interrogación, conducir nosotros mismos por dónde y hasta dónde queremos que el conocimiento llegue ante un territorio ilimitado. Pero ahora hemos crecido y del niño que señala con el dedo acabamos de pasar —nosotros y las máquinas— a una interacción mediante la palabra hablada: hablar y escuchar. Estamos en los comienzos, aunque las muestras son muy expresivas y se profundizará y extenderá en este diálogo de palabra.
»Y si el desarrollo de este camino evolutivo cultural va a necesitar, evidentemente, de avances tecnológicos notables, más importante si cabe tendrá que ser recuperar la oralidad, pues tanto la expresión de palabra como la atención para escuchar lo que se oye están muy mermadas. La educación inclinada hacia la cultura escrita y la redundancia de la comunicación audiovisual por la fuerza de la imagen, que se impone a la palabra, han hecho que la oralidad no se domine y que no se extraiga todo el potencial comunicativo que contiene este fascinante logro de la evolución.
»Hay, no obstante, un factor muy favorable para la recuperación de la oralidad. Y es que el sonido produce una emoción especial. Esa emoción está enraizada desde los primeros pasos de la hominización como recurso para la supervivencia. Con los ojos vemos la mitad del mundo, la que tenemos delante; la otra parte es invisible. En cambio, el oído percibe un mundo esférico, envolvente; así que sus señales tienen que producir una rápida impresión para que la mirada se torne a localizar la fuente de ese sonido y la oportunidad no pase o la amenaza no alcance. De manera que un efecto emocional ante lo que llega al oído garantiza una reacción rápida y dispuesta. Esta emoción producida por los sonidos del entorno ha dejado una huella fisiológica en los humanos indeleble, así que hoy el sonido de la palabra emociona.
»Saber aprovechar esta sensibilidad natural es clave para la recuperación y reinterpretación de la oralidad. De igual modo que es necesario reavivar la capacidad narrativa en la comunicación de palabra. Las ondas sonoras, que se desvanecen con rapidez y con ellas las palabras, se pueden sostener en el tiempo y en el espacio con la amplificación por la tecnología: pueden tener por la Red alcance planetario y quedar suspendidas en una nube de ceros y unos a la espera de ser escuchadas... Pero no es suficiente con la tecnología: se necesita el arte de la narración. Narrar es saber componer un discurso —por tanto, un continuo— con los arcos de las elipsis, con la adecuada dosificación de la incertidumbre, con las metáforas que iluminen imágenes interiores y no en la pantalla, y levantando escenarios para hacer memoria de lo que se escucha —como enseñó el antiguo arte de la memoria de la cultura oral—. Hoy es un gran reto para los nuevos narradores que necesita la oralidad digital.
»La Red no la tendremos delante de nosotros, enmarcada en una pantalla, sino que estaremos inmersos en la Red. Oiremos su voz (voces) y nos oirá a nosotros… Ya comenzamos a experimentar esta ubicuidad e invisibilidad envolvente. Ejercitaremos la capacidad de escuchar —en una sociedad hoy con mucho ruido y disipación— y la de expresarnos eficientemente de palabra —hoy tan descuidada desde la educación—. La oralidad lleva a la conversación: habrá que estar atentos entonces a cómo este modo dialógico influirá en las nuevas narraciones, en el aprendizaje, en la transmisión de información...
»Pero, es más, si se concreta este escenario que está despuntando, el mundo digital penetrará en nuestra vida hasta envolvernos y ya no nos asomaremos a él, como hacemos a través de una pantalla. ¿Nos poseerá?: “¡Oigo voces!”. Experiencia turbadora porque te habla quien no ves ni sitúas y sabe de ti. Cuando prevemos el mundo que se halla tras el umbral que estamos atravesando, lo imaginamos poblado de robots habitando entre nosotros (¿cabremos todos?). Pero no, cierto que la robótica dará, como ya lo está haciendo, una amplia taxonomía de máquinas con formas rarísimas —como las que ha creado hasta ahora la evolución natural— y algunas humanoides. Sin embargo, la mayor transformación material y mental para los humanos estará en lo invisible, en un entorno sonoro que nos entiende y nos habla y que a nuestro lado, en cualquier lugar, nos asistirá. La oralidad parece así que tiene un largo y apasionante recorrido».
.../... El fragmento reproducido son los párrafos finales del artículo. Lee todo en la revista Telos. Esta revista publica la versión original y en el diario Público y en The Conversation puedes leer una reproducción parcial.
Juan Carlos Tordera Yllescas «“Em sap greu d’insistir-hi”. La preposició “de” davant d’infinitiu I: infinitiu i mode» Caplletra, n.º 63 (Tardor 2017)
Caplletra. Revista Internacional de Filologia Universitat de València | Facultat de Filologia, Traducció i Comunicació | Institut Interuniversitari de Filologia Valenciana (IIFV) i Publicacions de l’Abadia de Montserrat (PAM) | València | ESPANYA
Se incluye a continuación un extracto seleccionado de las páginas 79, 89 a 97 y 101 a 102 de la publicación en PDF. Las referencias pueden consultarse en la ubicación original.
»El present treball tracta d’abordar una qüestió complexa de la gramàtica del català com és la inserció de la preposició “de” davant d’algunes construccions d’infinitiu com ocorre en “Juan li va proposar d’anar al cinema”. La nostra tesi és que la inserció d’aquesta preposició obeeix a factors modals que, a més a més, determinen la major o menor opcionalitat d’aquesta preposició. Amb verbs com “proposar” o “demanar”, la inserció és (gairebé) obligatòria per a tots els parlants del català, mentre que amb verbs com “desitjar” o “esperar” és més aviat opcional per a alguns parlants (si no és agramatical per a altres). A partir d’una petita classificació modal, proposarem un contínuum que creiem que pot explicar aquests fets.
[...]
»Exigència, opcionalitat i rebuig de la inserció preposicional
[...]
»Veiem que hi ha també una escala d’obligatorietat en l’ús de la preposició “de” davant d’infinitiu. La major part del parlants del territori catalanoparlant sent com a obligatori l’ús de la preposició en el primer cas, amb el verb “proposar”. En contrast, la major part dels catalanoparlants rebutjarien l’ús de la preposició de si l’expressió verbal fóra “ser posible” (v. gr.: *“És possible d’arribar prompte”). Ara bé, en mig, hi ha casos en què la presència de la preposició és més aviat opcional.
»Al cas segon, amb el verb, “saber greu”, la presència de la preposició és, més aviat, opcional per a la majoria dels catalanoparlants. I, en el tercer cas, l’ús de la preposició “de” és opcional per a alguns parlants i totalment innecessària per a altres.
»Arribats a aquest punt, creiem que hem pogut contestar la pregunta de com és possible que no aparega sempre la preposició “de” en tots els contextos modals, però hem d’afrontar la segona pregunta que plantejàvem més amunt, això és, quin fenomen sintàctic subjacent determina que la preposició “de” siga obligatòria en alguns casos, opcionals en altres i, fins i tot, exclosa en la resta.
»Hem determinat que, atès que no cal que el patidor reba sempre una marca sintàctica, sinó que en alguns determinats casos rep la marca preposicional “a” i, en conseqüència, la preposició “de” només s’utilitza per marcar la modalitat oracional de la construcció d’infinitiu en alguns casos; en la resta de casos, la no-marca no impedeix que la construcció d’infinitiu tinga un caràcter modal. Ara bé, en el cas de la preposició “a” de l’OD hem determinat que hi havia uns trets de caràcter semanticosintàctic que explicaven la presència/absència preposicional.
»La pregunta que ens hem de fer és si existeixen uns trets similars que determinen l’obligatorietat/opcionalitat/exclusió de la preposició “de” en els contextos modals. La nostra resposta és que sí; encara més, pensem que aquests trets no són gens diferents dels trets proposats per determinar l’obligatorietat de la preposició “a”.
»Per desenvolupar aquesta idea, en primer lloc, creiem que cal refer lleugerament la tipologia modal proposada per Quer (2002) per a les oracions subordinades substantives. L’autor parlava de tres tipus de subjuntiu: el volitiu, el dubitatiu i el temàtic. Però el mateix autor sembla distingir-ne, entre els volitius, dos tipus, a saber, aquell subjuntiu que apareix típicament amb verbs volitius com “voler” o “desitjar” i aquells que vénen determinats per verbs d’influència com “ordenar” o “demanar” (Quer 2002: 2810).
»Al nostre parer, verbs com “desitjar”, d’una banda, i verbs com “demanar”, de l’ altra, tenen una semàntica i sintaxi prou diferent per considerar que el tipus de modalitat que legitimen és també diferent.
»Els verbs del tipus “demanar” no introdueixen només el desig que té el parlant, sinó que introdueixen també un prec, una ordre o una invitació dirigida al seu receptor. Aquesta segona part no es troba amb els verbs volitius. És a dir, amb els verbs purament volitius, el receptor és un element amagat de l’escena oracional. Amb els verbs com “demanar”, el receptor és un element més d’aquesta escena (es trobe explícitament o implícita). Així doncs, creiem que podem parlar d’un quart tipus de subjuntiu o infinitiu modal, que provisionalment anomenarem subjuntiu o infinitiu actancial. Aquest es caracteritza per ser introduït típicament pels verbs declaratius de Searle (1976: 10-16). A continuació, posem alguns exemples dels diferents verbs que activen les modalitats suggerides:
»(25) a. Modalitat actancial: demanar, pregar, suplicar, proposar, dir (amb valor d’invitació)...
b. Modalitat temàtica: saber greu, molestar, lamentar...
c. Modalitat volitiva: voler, desitjar, esperar, buscar...
d. Modalitat dubitativa: dubtar, posar en dubte, ser possible...
»En les següents línies, tractarem de fer una breu caracterització d’aquestes modalitats des d’un punt de vista sintàctic i semàntic i, a partir d’aquesta caracterització, tractarem d’explicar per què la preposició “de” és obligatòria davant algunes construccions d’infinitiu i opcional en altres.
»a) Modalitat actancial
»Aquesta és una modalitat en què la primera persona obliga, invita, fa que el receptor es comprometa a fer una acció. Atès que l’emissor i el receptor són obligatoris, el caràcter actancial és més marcat que en altres construccions. Per tant, en les oracions subordinades, allò que se subordina semànticament no és una proposició pròpiament, sinó un acte de parla (v. gr.: “Ves-te’n” >> “Et pregue que te’n vages”; se subordina l’acte de parla amb un valor il·locutiu directiu).
»El subjuntiu serveix per expressar ordres amb “que” (v. gr.: “Que calles”, “Que te’n vages”...) i, a més, és l’únic mode vàlid per expressar prohibicions (v. gr.: “No parles”), en comptes d’utilitzar l’imperatiu (*“No parla”). A més, l’imperatiu és un mode que es caracteritza per rebutjar la subordinació (*“T’he dit que ves-te’n” o *“T’ordene que ves-te’n”). Per tot això, no és estrany que l’única forma utilitzada en els discursos indirectes que arrepleguen una ordre o prohibició siga la del mode subjuntiu (v. gr.: “Li ordenà que se n’anara” vs. *“Li ordenà que se n’anava”) i que s’utilitze, per extensió, amb qualsevol oració subordinada que depenga d’un verb que expresse prec, suggeriment, invitació...
»Un altre subtipus de modalitat actancial ve donada per verbs com “prometre” o “jurar”. En aquest cas, el parlant no obliga a fer res al receptor, sinó que el mateix parlant es compromet amb el receptor (sense aquest, no té sentit la promesa) a fer alguna cosa. Per tant, també se subordina un futur acte de parla (“Et regalaré una flor” > “Et promet això: et regalaré una flor” > “Et promet que et regalaré una flor”). En aquest cas, el mode subordinat no és pròpiament el subjuntiu, però és característic el fet d’usar el temps futur (v. gr.: “Et promet que faré això”) o el condicional (que és el futur del passat, “Et vaig prometre que faria això”). De fet, en els parlars col·loquials, el futur i el condicional són temps que s’associen a diferents valors modals: poden expressar dubte (v. gr.: junt a la forma normativa “Deuen ser les deu”, tenim “Seran les deu”, dubte en el present, o, junt a la forma normativa “Devien ser les deu”, tenim “Serien les deu”, dubte en el passat) i fins i tot, ordres (v. gr.: “Santificareu les festes”, o “No parlareu mentre estiga parlant jo”).
»Fins i tot, hi ha contextos en què es neutralitza l’ús del subjuntiu i del futur (v. gr.: “Quan vindrà al dia del Juhí, que’s mostraran los peccats, ploraran”, Sant Vicent Ferrer, Sermons III; o “Cada vegada més malament. No ho veu: poca, menuda i, quan vindrà la collita, mal pagada”, Enric Lluch i Girbés, La germanor del camí). Per tant, no és gens forçat incloure el valor expressat per verbs com “jurar” o “prometre” dins d’aquesta modalitat.
»A l’estudi de Salvador & Pérez Saldanya (1993: 42), es defensa, des d’un punt de vista cognitivista, que el subjecte tendeix prototípicament a relacionar-se amb l’emissor; l’objecte indirecte, amb el receptor, i l’objecte directe, amb el missatge. Doncs bé, al nostre parer, la idiosincràsia d’aquesta modalitat naix fruit del fet que l’objecte directe expressat no és un missatge, sinó una acció. Per tant, entre els elements de la comunicació, l’objecte directe estaria relacionat, en aquest cas, amb el context. No expressa una cosa realitzada o afectada, com prototípicament és l’objecte directe, sinó una acció per realitzar, atès un context comunicatiu.
»b) Modalitat temática
»És aquella modalitat mitjançant la qual es presenta una informació com a coneguda per part de l’interlocutor o com a informació vella en el context discursiu. Com s’ha dit, alguns verbs com “saber greu”, “molestar” o “lamentar” legitimen aquest tipus de modalitat. El fet curiós és que si el seu argument no és oracional, sinó que és un sintagma nominal, aquest tendeix a ser un sintagma nominal específic i, freqüentment, definit; de fet, en cas contrari, es poden formar oracions que, si no són agramaticals, sí que són poc naturals.
»(26) a. Em va saber molt greu la mort del teu pare.
b. *Em va saber molt greu una mort.
»(27) a. Em molesta el soroll de la campaneta pel matí.
b. ?? Em molesta un soroll (*de la campaneta) pel matí.
»(28) a. Lamente molt el teu suspés a l’examen.
b. ??Lamente molt un suspés (teu) a l’examen.
»Tenint en compte que la informació pressuposada té a veure amb la informació coneguda o vella, és comprensible que, en aquests contextos, s’utilitzen sintagmes nominals definits i no indefinits.
»A més a més, quan aquests verbs possibiliten les oracions pressuposicionals, aquestes oracions subordinades poden anar encapçalades per “el fet que”. Aquest comportament possiblement està motivat pel caràcter pressuposicional que aporta aquest sintagma (cfr.: Kiparsky & Kiparsky 1970; Pérez Saldanya 1988: 79-82).
»(29) a. Em sap greu el fet que no puga venir el teu pare.
b. Lamente el fet que Pere no t’haja avisat amb molt de temps.
c. Em molesta el fet que Maria no tinga en compte la nostra opinió.
»En canvi, la resta de verbs no creen el context necessari per poder inserir aquesta expressió. Les oracions creades són agramaticals (o molt estranyes).
»(30) a. *Et pregue el fet que et calles.
b. *Espere el fet que vinga Joan.
c. *Dubte el fet que puga acabar l’examen a temps.
»c) Modalitat volitiva
»Mitjançant aquesta modalitat, s’expressa una relació de desig entre el subjecte i l’objecte de desig. És interessant comprovar que els verbs que creen aquesta modalitat són també els mateixos que legitimen la lectura inespecífica del seu objecte, tal com s’exemplifica a continuació:
»(31) a. Busque una xica que sàpiga francés.
b. Vull un xic que siga molt intel·ligent.
c. Jo espere un home que siga honrat i atent.
»Com es pot veure, junt amb el valor inespecífic que reben aquests sintagmes (qualsevol xica, xic o home amb les característiques especificades complirà amb els desitjos dels subjecte), apareix un altre tret: el subjuntiu. No ha d’estranyar aquest fet. Rijkhoff (2008: 73) afirma que el valor del subjuntiu és el correlat eventiu del tret indefinit i inespecífic del referent discursiu (la “cosa” diu l’autor). Per tant, podem concloure que el valor modal de l’oració que es pot expressar en aquest context es tradueix com a un valor indefinit i inespecífic en el sintagma nominal. I, per això, en aquest context, pot aparèixer el subjuntiu en oracions substantives:
»(32) a. Busque que la meua companya siga feliç.
b. Vull que el meu fill aprove l’examen.
c. Jo espere que el meu home trobe feina el més aviat possible.
»En aquests casos, els verbs seleccionen una categoria indefinida i inespecífica (v. gr.: “vull + SX[+inespecífic, +indefinit]”) que, si és una categoria oracional, es tradueix com una oració modalitzada, bé mitjançant el subjuntiu si és finita, bé mitjançant la preposició “de” si no és finita.
»d) Modalitat dubitativa
»Aquest és el valor tradicional que ha recollit la majoria de gramàtiques tradicionals a l’hora de referir-se al subjuntiu. En aquest cas, el parlant posa en qüestió la veracitat de l’oració. La considera possible però no segura. Per això, podem afirmar que el subjuntiu expressa “irrealitat” (mancança de fiabilitat d’allò dit).
»La modalitat dubitativa és l’última en la nostra jerarquia. Per tant, és la modalitat que està més a prop dels valors expressats per l’indicatiu. Com es tractarà en un futur treball, nosaltres considerem que es pot crear una jerarquia que dóna compte dels diferents graus d’“epistemicitat”:
»Si ens fixem en el primer i el tercer nivell d’aquesta jerarquia d’“epistematicitat”, el dubte i la creença, podem comprovar que són dos valors molt pròxims però no idèntics. Ambdós conceptes expressen la possibilitat del fet, però, en el primer cas, la possibilitat s’entén de manera negativa i en la segona, de manera positiva:
»(34) a. Dubte que el meu fill aprove l’examen.
b. Crec que el meu fill aprovarà l’examen.
»En el primer cas, (34a), el subjecte concep l’aprovat del seu fill com una cosa poc possible; en el segon cas, (34b), en contrast, l’aprovat es concep com una fet possible o realitzable. El que resulta més interessant és comprovar els efectes que exerceix la negació sobre verbs del tipus “dubtar” o del verb “creure”, tal com es pot comprovar:
»(35) a. No pose en dubte que el “comunisme primitiu”, aquella edat d’or en què no hi havia ni teu ni meu com recitava don Quixot, ha estat un fet. (Joan Fuster, Babels i Babilònies)
b. Si bé Laura està prenent notes de tots els llocs que visitem i on mengem, no crec que escriga res. (Vicent Chilet, Slow West. Crònica d’una ruta americana).
»El verb “dubtar” pot seleccionar una subordinada amb el mode en indicatiu si aquest verb es troba sota l’abast de la negació. Simètricament, la negació del verb “creure” indueix generalment l’aparició del mode subjuntiu en l’oració subordinada. Si atenem al mode que s’empra en totes aquestes oracions, podem constatar que el mode de les subordinades es creua davant la incorporació de la negació:
»(36)
»El fet que ens interessa focalitzar ara és el fet que la negació no afecta la resta de les modalitats analitzades. Efectivament, encara que neguem els verbs que presenten modalitats diferents de la dubitativa, el mode subjuntiu de la subordinada no canvia (37)-(39). I hi ha encara verbs que ni tan sols admeten la negació en determinats contextos.
»(37) a. Et pregue que calles.
> No es pot negar. Pragmàticament, seria estranya.
»(38) a. (No) em molestà que cantesses tan fort.
b. (No) em sap greu que hages suspés l’examen.
»(39) a. (No) vull que em regales aquella joia.
b. (No) esperava que em dugueres aquell regal.
»A partir de tot el que s’ha assenyalat fins ara, és fàcil veure la relació que hi ha entre l’escala d’“animicitat” proposada a (18) i les diferents modalitats exposades. La modalitat actancial, atès que està relacionada amb les accions que farà el receptor o l’emissor, està relacionada amb la 1a/2a persona. La modalitat temàtica, pel seu lligam amb allò pressuposat, està relacionada amb la definitud. La modalitat volitiva està relacionada amb els trets indefinit i inespecífic. I, finalment, la modalitat de la irrealitat eventiva, la dubitativa, està relacionada amb la inanimacitat referencial. Per tant, podem proposar l’escala jeràrquica següent:
»(40)
»El que resulta més interessant és comprovar, en primer lloc, que existeix una relació d’implicació pel que fa a l’obligatorietat/presència/rebuig de la preposició “de” davant de l’infinitiu. Si, per a un parlant, la preposició “de” és possible al nivell C, també ho serà al nivell B i A. En contrast, si aquesta preposició no és possible al nivell B, tampoc no ho serà al nivell C i D.
»Actualment, creiem que la llengua catalana fa el tall al nivell C, és a dir, per a alguns parlants, comença a ser acceptable inserir la preposició “de” davant verbs com “desitjar”, “buscar”…, però no amb verbs com “posar en dubte o ser possible. Per a altres parlants, en canvi, el tall es troba en un nivell superior: al nivell B. Per a aquests parlants, seria acceptable inserir la preposició amb verbs com “saber greu”, “molestar”..., però no amb els verbs del nivell C ni D. Tot i això, en temps passats (41a) o bé de forma residual en alguns parlants del català actual (41b i c), es pot observar que el tall es pot fer, fins i tot, al nivell D:
»(41) a. [...] per causa de alguns mals portaments del prefato rey de Nàpols don Ferrando vers nós e certes coses que llavors occorrien —majorment de la indisposiçió e infirmitat del sobredit don Joffré— no fonc possible de executar e metre en efecte dit matrimoni. (Alexandre VI, Alguns documents i cartes privades que pertanyeren al duc de Gandia)
b. És un fenomen de morfologia, no de fonètica. En la literatura “patoisant” de la capital és possible de trobar alguns d’aquests infinitius en er (Josep Giner i Marco, Ressenya a M. Sanchis Guarner, Gramàtica valenciana).
c. Segons ell adverteix, “en totes les regions polinèsies és possible de trobar formes patrícies de parlar. Els dirigents hawaians posseeixen, per exemple, llur propi llenguatge senyorívol, que mantenen secret per als plebeus. […]”. (Rafael Lluís Ninyoles, Conflicte lingüístic valencià).
»Si comparem el català amb el castellà, podem trobar un efecte contrari al que s’ha descrit per a la preposició “a”. Si bé el castellà feia un tall en un nivell jeràrquic molt més inferior que el català per inserir aquesta preposició a l’OD, en canvi, el castellà mostra una conducta “més estricta” a l’hora d’inserir la preposició “de” davant d’infinitiu. El castellà permet oracions com “Le propuso de ir al cine”, però no *“Espero de aprobar el examen”. És a dir, el castellà només permet inserir actualment la preposició “de” al nivell A. Per tant, podem concloure que el castellà empra una marca de subordinació (la preposició “a”) de forma més marcada en els complements de referència nominal, mentre que el català ho fa amb els complements de referència eventual (la preposició “de”).
[...]
»Conclusions
»Amb aquest treball, esperem d’haver pogut presentar una explicació raonable sobre el motiu pel qual es produeix la inserció de la preposició “de” davant de construccions d’infinitiu amb funció de subjecte o objecte directe. La inserció d’aquesta preposi-ció, com hem defensat, no és una qüestió simplement estilística: no és el cas que el parlant puga emprar o no aquesta preposició arbitràriament sense que es produesca cap canvi semàntic d’importància. De fet, hem vist que existeixen contextos sintàctics en què la inserció és ben obligatòria per a tot l’àmbit catalanoparlant.
»La justificació rau en motivacions purament modals i aquestes raons són, alhora, les que determinen el grau d’opcionalitat o, fins i tot, obligatorietat de la inserció preposicional. Atès que l’infinitiu és una forma verbal defectiva per expressar valors modals, creiem que la preposició “de” és una marca de subordinació que indica, precisament, el valor que expressaria el subjuntiu en aquest context sintàctic.
»Tot i els possibles avanços aconseguits en aquest treball cap a una tesi plausible del fenomen estudiat, és possible que encara quede molt de treball per fer en relació amb aquesta qüestió i, especialment, pel que fa al valor modal expressat mitjançant diferents mecanismes i mantenint un sistema d’oposicions ben estructurat. Per exemple, aquest seria el cas de la relació modal entre verbs com “dubtar”, “ignorar”, “creure”, i “saber”.
»Aquests verbs anomenats epistèmics, com s’ha indicat, estableixen tot un sistema aristotèlic d’oposicions que es concreta en el mode (indicatiu/subjuntiu) i en el tipus de conjunció (“que”/“si”). I aquestes oposicions es donen amb les oracions finites (“Sé que ha vingut Joan” i “No sé si ha vingut Joan”) i amb les oracions no finites (“Sé anar jo a soles” i “No sé si agafar l’abric”).
»A més a més, hi ha altres aspectes que no hem tractat al present treball, com és l’aspecte o la negació, que tenen conseqüències ben interessants en la inserció preposicional i que aparentment semblen contradir la nostra tesi. Ens referim a casos com “Va admetre d’haver participat en el robatori” que, en una construcció finita, seria igual a “Va admetre que havia participat/va participar en el robatori”, on sembla que l’aspecte perfectiu imposa l’aparició de la preposició “de”.
»Si així fos, podem afirmar que la preposició “de” no només és una marca modal, sinó una marca de mode i aspecte. D’altra banda, la negació té implicacions modals en les oracions subordinades finites (cfr.: “Joan creu que ell és molt alt” enfront de “Joan no creu que ell siga molt alt”). En canvi, en les oracions negatives, no apareix la preposició “de”, tal com prediria la nostra tesi:
»“Joan no creu (*de) ser molt alt”. Tampoc no hem esmentat la qüestió de per què el fenomen estudiat ocorre quan la construcció d’infinitiu funciona com a objecte directe i, de vegades, com a subjecte (i, normalment, posposat) i que no té a veure només amb raons sintàctiques (l’absència de preposicions en contrast amb la resta de funcions). Així doncs, queden encara no pocs punts per ser resolts i esperem poder respondre a totes aquestes qüestions en un treball futur (no massa llunyà)».
»The leather-bound edition of the Christian text was published by Robert Barker, a printer to King James I of England, in the 17th century and is known as the “He” Bible due to a printing error on one of the pages in which the phrase “and he went into the citie” is written, instead of the correct “she went.”
»Experts say that this tiny error makes the copy more valuable due to its rarity, while the book is also notable for its decorative binding and use of calf leather with brass plates and clasps.
»The copy of the Bible will go on show at KFCRIS in early 2020 alongside a collection of printed copies of the Qur’an in an exhibition that will explore how early printing technology impacted religious studies.
»The King James Version of the Bible was commissioned by King James I in 1604, only a year after his accession to the throne. It was the first officially sanctioned translation of the Bible from Latin into common English, which caused controversy at the time.
»Fast forward four centuries later and the text has become the standard Bible that unifies the English-speaking church — it was revised once in 1769 and has remained largely unchanged since then.
»Early editions, such as the one on loan to the KFCRIS, also contain maps, genealogies and tables of psalms that no longer exist in modern editions.
»This translation of the Bible inspired countless works of art and poetry by famous figures such as the composer George Frideric Handel, author Ernest Hemingway and trailblazing political figures like Martin Luther King Jr. ».
«Cristelle Burlot a fait le pas! Elle a repris une entreprise; l’Imprimerie de La Sarraz. On en discute après 3 mois d’activités, avec beaucoup de vulnérabilité et de sincérité.
» Elle fait donc partie des personnes qui permettent à une entreprise de durer au-delà de son fondateur ou du moins de son dirigeant qui choisit de la transmettre à un moment T.
» Dans cet épisode de From Roots to Heaven avec Cristelle Burlot, on aborde :
» Son parcours : elle s’est beaucoup formée sur le tas entre sa première formation de typographe et sa gestion de plusieurs sites web médias, la publicité digitale, le web design, la création de sa première entreprise Vectorielle, il y a plus de 5 ans.
» “Je suis une très bonne généraliste, de beaucoup de chose.”
» Le fait d’oser et l’intention qui a précédé cet acte de reprise.
» Eric, le jour où tu partiras à la retraite, je te rachèterai ton imprimerie
» Les étapes et les questions qu’ils se sont posés ensemble, avec son associé, Jean-Fred, pour envisager de reprendre cette imprimerie.
» La gestion de la peur... Les questions qu’elles se posent qui sont plus de l’ordre du mental : planification financière et du travail. Savoir discerner maintenant, grâce probablement à une certaine maturité, ce qui est important et ce qui est juste.
» A chaque étape, il y a quelque chose en moi qui me dit que c’est juste. Le pourquoi, je le fais est diffus en moi, mais je sais que c’est juste.
» Comment financer la reprise. On a fait nos calculs sur la base de la clientèle existante, puis le coût d’une nouvelle machine numérique, etc. Puis nous sommes allés rencontrés leur banque.
» Quand à l’intérieur de toi, tu te dis que c’est juste. Et que ton banquier te dit également que c’est juste sur la base de tes chiffres, tu es conforté. Et on prend le financement et on fait avec ça.
» Être associé-e, avoir un partenaire pour piloter ensemble l’entreprise.
» La concurrence: on a tous une manière d’aborder le travail et il y a donc du soleil pour tout le monde, surtout dans le local, c’est ce qui fait la différence.
» L’importance du travail avec des acteurs locaux: les clients locaux jouent le jeu, même après la reprise. Et puis il y a des clients non locaux qui viennent et qui restent. La conscience de travailler avec les personnes locales, de choisir de payer peut-être un peu plus cher, de savoir qui imprime pour toi.
» Faire quelque chose de concret: imprimer, mettre dans un carton et remettre au client. Elle avait vraiment besoin de ça.
» L’importance d’être bien entouré et la solitude de l’entrepreneur: les gens autour, Jean-Fred, Eric, son ancien compagnon, les fournisseurs et bien sûr les clients.
» Même si tu as le chiffre d’affaires, tu peux aller mal. Et inversement. C’est parfois difficile de se reconnaître dans les modèles traditionnels, même s’ils évoluent.
» Merci Cristelle, du fond du coeur pour ce moment de partage en toute sincérité. Je te souhaite beaucoup de succès dans tes entreprises et surtout: du plaisir et de conserver ton feu sacré! ».
Mukesh Ambani es un magnate indio, presidente de la mayor empresa de India, Reliance, un conglomerado dedicado a la industria petroquímica, el retail y las telecomunicaciones, esta última su más reciente creación: Jio (@RelianceJio), que ha cumplido tres años en septiembre con 340 millones de usuarios. También es un grupo de medios y entretenimiento, con 72 canales de televisión que llegan a 800 millones de personas.
El texto que incluyo a continuación es el discurso de Ambani ante la asamblea general de accionistas de 2019, celebrada en agosto. La fotografía corresponde al momento.
¿Qué podemos aprender de este texto? Al margen de que cada persona tomará lo que le sea más útil en sus circunstancias del momento de leer, un punto de partida común es la sensibilidad al hecho de que nuestra expresión verbal (nuestros textos, discursos, diálogos, etc.) son nuestra «arma» principal en numerosas ocasiones decisivas. Dedicar tiempo y trabajo a cultivar y entrenar esta «arma» de las palabras es una buena inversión.
Decisivo es para un presidente asegurarse el apoyo de los accionistas para su empresa y Ambani lo procura basando su discurso en la comunicación de resultados y de una propuesta de valor (dos componentes con los que obtiene el resultado de ser convincente) y en un tercer componente principal, que es la comunicación de direcciones de futuro, de innovación (un factor para ilusionar y atraer). En resumen, credibilidad y engagement (compromiso, apego).
Destaca la pulcra estructura del discurso, en un texto bien secuenciado y ordenado. También el eje afirmación-explicación, es decir, lo suficiente (textualmente) de las explicaciones, el hecho de no dejar sobreentendidos. Dentro de este mismo eje, un elemento que aporta claridad y amenidad a la exposición son los pequeños sumarios (resúmenes, anticipos) y su desarrollo utilizando como epígrafes las frases del sumario. (Solo se aprecia un pequeño fallo, una omisión de un epígrafe en un sumario; lo incluyo entre corchetes, como corresponde a un añadido realizado por el editor).
Os dejo este obsequio de día D Reyes Magos, espero que os guste y os sea útil; necesita tiempo porque es un texto amplio.
Reproduzco el original, en inglés, respetando sus mayúsculas, aunque modificando la composición de los párrafos, ya que en el periódico donde se publica cada frase se forma como párrafo, un uso habitual en diarios en idioma inglés.
«My Dear Share-owners,
»A very warm good morning to each and every one of you. It gives me great pleasure to welcome you to the 42nd Annual General Meeting of Reliance Industries Limited.
»The Company's accounts for the year ended March 31, 2019, along with the Directors' and Auditors' report, a Letter to the Shareholders, and Management's Discussion and Analysis, have already been circulated to you. With your permission, I would like to take them as read.
»1. Business and Financial Performance
»Dear Shareholders,
»In the Golden Decade of Reliance, I am proud to inform you that it was yet another year of robust and record performance. Reliance became India's largest and most profitable company – both in public and private sectors. We are the only diversified multi-sector Indian enterprise with three major growth engines in one single corporate entity – Oils to Chemicals division, Jio and Retail. All three have done exceedingly well in the past year. We are also incubating newer growth engines.
»Sceptics used to say that Reliance cannot succeed in consumer businesses. Jio and Reliance Retail have proved them wrong. If these two consumer businesses had been separately listed companies, each would be ranked among the top 10 in India today, in terms of value. Jio crossed the 340 million subscriber mark to remain the world's fastest growing digital services company. Today, Jio is India's largest telecom enterprise in terms of subscribers, revenues and profits.
»Jio has truly become the DIGITAL GATEWAY OF INDIA.
»Reliance Retail has crossed Rs 130,000 crore turnover to cement its position as India's largest retailer. It is four times larger than the 2nd largest retail player. It is larger than all the other major retailers put together. Our two consumer businesses now collectively contribute nearly 32% to the consolidated EBITDA, up from 2 per cent five years ago. The day is not far when their share would be 50 per cent.
»The third growth engine is our Oils to Chemicals business. Let me now highlight Reliance's record contribution to the Indian economy:
»_ Largest exporter —Rs 2,24,391 crore exports to 107 countries accounting for 9.8% of India's total merchandise exports.
»_ Highest payer of customs and excise duty in the private sector —Rs 26,379 crore.
»_ Highest payer of GST amongst all public and private sector companies —Rs 67,320 crore.
»_ Highest payer of Income tax in the private sector —Rs 12,191 crore
»Dear Shareholders,
»The coming year will mark the beginning of the most ambitious Value Creation strategy in the history of Reliance and in the history of India. At the heart of our new value creation strategy is our innovative Philosophy of transforming relationships into partnerships.
»_ Partnerships with leading global and Indian companies.
»_ Partnerships with millions of local businesses, SMEs and micro-enterprises across India.
»_ Partnerships with new tech-enabled businesses, platforms and social enterprises.
»All these partnerships will form a new business coalition capable of creating exponential value for our five stakeholders: Indian economy, Indian people, our customers, employees and shareowners.
»Dear Shareholders,
»The future of India —and also the future of Reliance— has never looked brighter to me than now. As India is getting transformed into New India, Reliance will also transform itself into New Reliance. Our Prime Minister Shri Narendra Modi has set the goal of making India a 5 trillion dollar economy by 2024. I fully endorse this ambitious goal. Indeed, I can clearly see India becoming a 10 trillion dollar economy by 2030, with every Indian as a beneficiary. This is achievable. This is necessary. This is inevitable.
»I say this because digital-driven GDP growth is not only exponential but can also be inclusive. Our own value creation strategy will prove this. The slowdown in some sectors of the economy is temporary. The fundamentals of the Indian economy are very strong.
»The opportunities will grow further with structural reforms. India has political stability. The government is laying the foundation of new institutions for business promotion and regulation. New long-term measures are being taken to improve ease of living for all citizens, and reduce income inequality. India is rising. No power on earth can stop India from rising higher.
»2. Oils to Chemicals Business
»Dear Share-owners,
»Let me focus on Reliance's most valuable business today –the Oils to Chemicals division. It is formed by combining our petrochemicals and refining businesses. Reliance has the most complex and integrated Oils to Chemicals business globally. Our Oils to Chemicals business has the ability to convert oil into high-value chemicals and new materials that will significantly improve the quality of life of Indians. As the world moves towards renewable energy sources and electric vehicles, Reliance has positioned itself far ahead of the curve to create new value. At Jamnagar, we now operate with a Complexity Index of over 21.1, which is the highest globally for a refinery. Higher complexity signifies a high degree of integration of units, feed flexibility, product manufacturing capability and, consequently, the ability to maximize margins.
»_ Our Oils to Chemicals business achieved revenue of Rs 5.7 lakh crore, exports of Rs 2.2 lakh crore and EBITDA of Rs 52,041 crore.
»_ We processed 68.3 million tons of crude during the year maintaining our record of over 100 per cent operating rate.
»_ Despite a challenging global environment, we achieved a GRM of $9.2 per barrel, maintaining a margin of $4.2 per barrel over the Singapore complex.
»_ We derived the full benefits of Refinery Off-Gas Cracker by increasing polymer production by 18 per cent to 5.8 MMT.
»The Ethane sourcing investment achieved superior returns as we capitalized on the feedstock flexibility in a volatile environment. All units of the Gasification complex have been safely commissioned. The Gasification complex is tightly integrated with the refinery and petrochemical complex at Jamnagar. Our focus is now on completing this integration, capacity utilization and efficiency.
»The Butyl Rubber project with equity and technology from SIBUR of Russia, one of the global leaders in this business, is nearing completion and will be commissioned this year. This is a great example of India-Russia cooperation.
»Reliance and BP signed a Joint-venture in the petroleum retailing business. In a significant new initiative, BP is acquiring 49 per cent stake in our petro-retail business. Reliance will get Rs 7,000 crore from BP for this transaction.
»Dear Shareholders,
»I am now delighted to make an announcement about the biggest foreign investment in the history of Reliance. It is also among the largest foreign investments in India. Saudi Aramco and Reliance have agreed to form a long-term Partnership in our Oil to Chemicals (O2C) division. In terms of the understanding between the parties, Saudi Aramco will invest in Reliance for a 20 per cent stake in Oil to Chemicals division at an Enterprise Value of US$ 75 Billion for the O2C division.
»This investment by Saudi Aramco is subject to due diligence, definitive agreements, regulatory and other customary approvals. This Partnership will cover all of RIL's Refining and Petrochemicals assets, including 51 per cent of the Petroleum Retail JV. Saudi Aramco will also supply 500 KBPD of Crude Oils on a long term basis to RIL's Jamnagar refinery. This signifies perfect synergy between the world's largest oil producer and the world's largest integrated refinery and petrochemicals complex. Since its inception, our Jamnagar refinery has been processing Saudi oil every single day for 20 years. Now we have transformed our longstanding relationship of two decades, based on mutual trust, into a Partnership of growth potential for many more years. I feel privileged to welcome Saudi Aramco, which is the largest business enterprise in the world. I am grateful to the visionary leaders, Honourable Prime Minister Shri Narendra Modi and His Royal Highness Crown Prince Mohammad bin Salman Al Saud, who have laid the foundation for strategic cooperation between India and the Kingdom of Saudi Arabia.
»3. Oil and Gas Exploration And Production
»Dear Shareholders,
»I am happy that the Natural Gas business will soon regain its place of pride in Reliance's value-creation strategy. With Reliance de-emphasising its Shale Gas business in the USA, we are currently focused only on India. In our coal bed methane blocks, we are focusing on augmenting production. The Joint Venture with BP will play a major role as a producer of natural gas. With world class deep-water infrastructure in the east coast of India, the JV is uniquely positioned to monetize over 3 trillion cubic feet of discovered resources in the KG D6 block.
»Our JV has committed an investment of Rs 35,000 crore in the three deep water fields in this block. The projects to develop these gas-fields are amongst the most complex, being executed anywhere in the world. These will commence production from the first half of 2020. With an expected peak production of one billion cubic feet per day, equivalent to nearly 30 per cent of India's current indigenous gas production, the JV will emerge as a major contributor to India's energy security.
»4. Reliance Jio - Our Digital Services Initiative
»Dear Friends,
»Now, I turn to the youngest member of the Reliance family – JIO. India is today a $2.5 Trillion economy. Statistics from large economies show that nearly 3-5 per cent of their GDP is spent on digital services. Even at 3 per cent this translates to a potential Indian digital service spend of nearly 5 LAKH CRORES annually. I believe that JIO is ideally placed to earn a significant proportion of this technology-driven value-addition to our economy.
»Friends,
»JIO was founded with a vision to bring DIGITAL LIFE to every Indian. And this vision was built on TWO pillars:
»_ The FIRST was DIGITAL CONNECTIVITY, where JIO would connect EVERY-ONE, EVERY-PLACE and EVERYTHING with the highest quality and affordability.
»_ And the SECOND was to build DIGITAL PLATFORMS and SOLUTIONS built to suit the unique requirements of India and Indians spanning all walks of life like entertainment, e-commerce, financial services, education, healthcare, agriculture, e-governance and everything beyond.
»Let me begin with DIGITAL CONNECTIVITY.
»On 5th September this year JIO turns THREE years old. And what an incredible THREE YEARS it has been! In the sacred Upanishads we have the famous mantra "tamasoma jyothir gamaya" which means "lead us from darkness to light". In a manner of speaking, before JIO, India was DATA DARK. And now with JIO, India is DATA SHINING BRIGHT!
»Friends,
»Today JIO's customer base has crossed 340 million users. And still we are signing up more than 10 million new customers EACH MONTH.
»The potential for growth is immense, and HALF A BILLION customers is now well within our reach.
»On behalf of the entire JIO family, thank you India for the ENORMOUS TRUST that you have placed in us.
»Because of you, JIO has become NOT JUST the largest operator in India BUT ALSO the second largest single country operator in the world!
»Dear Shareholders,
»Your company has invested nearly Rs 3.5 LAKH CRORE towards creating a state-of-the-art digital infrastructure across India, with the largest optical fiber footprint. Recently we have divested about Rs 1.17 lakh crore of hard infrastructure into separate infrastructure investment trusts or InvITs to better monetize and unlock value from these assets. Through these investments we have created world-class, legacy-free, future-proof assets all of which are fixed-mobile converged.
»The core and aggregation layers of our converged network have been 5G ready since day one. And because of our early adoption of the ongoing enhancements to LTE technology our wireless network is already 4G PLUS. And we can upgrade this to 5G at minimum incremental cost. Thanks to JIO's converged network architecture we can offer even faster fixedline broadband to homes and business establishments TODAY.
»Friends,
»Unlike other industry players your company had the foresight to PRE-INVEST in the network assets. And for this reason, I can report to you today that the investment cycle for Jio is now complete. Only marginal investments in access are now required to grow capacity to meet growing demand. This gives us tremendous OPERATING LEVERAGE and SUPERIOR RETURNS on our INVESTMENTS for years to come.
»Friends,
»While most of our investments are complete, we have so far fired up JUST ONE of the engines of Revenue generation for Jio namely mobile broadband. Even with one engine Jio has been profitable from its first quarter of commercial operations. And now we are ready to kickstart FOUR more engines of CONNECTIVITY REVENUE for Jio.
»_ INTERNET OF THINGS or IoT all over India.
»_ HOME BROADBAND.
»_ ENTERPRISE BROADBAND.
»_ And BROADBAND for SMALL AND MEDIUM BUSINESSES.
»[_ And FINALLY, LARGE ENTERPRISES.]
»And I am glad to report that the Revenues from each of these engines will kick-in within THIS FINANCIAL YEAR ITSELF. Let me now describe these new growth engines.
»FIRST, Internet of Things.
»JIO has developed an innovative service on its pan-India 4G network called Narrowband Internet-of-Things or NBIoT for short. Using NBIoT data from billions of smart sensors whether residential, industrial or public can be collected from across India with the highest reliability and lowest cost. To take just one example there are over 300 million electricity meters which need to be connected digitally for real-time monitoring and for giving consumers full visibility and control of cost and quality. And going forward each home and business premise will have dozens of connected devices. Within another 2 years, it is estimated that there will be more than 2 Billion Connected IOT devices in our country. Jio aims to connect at least 1 BILLION of these on JIO's IoT platform. This translates into a Rs 20,000 CRORE PER YEAR revenue opportunity for JIO. Jio's IoT platform will be commercially available starting 1st January, 2020.
»Now the SECOND engine Home broadband.
»Last year I had shared with you JIO's plans for optical-fiber-based FIXEDLINE BROADBAND service – called JIOFIBER.
Starting August 15th of last year, we invited registrations of interest from across India so that we could prioritize
JIOFIBER rollout into localities with the highest interest. The response was simply overwhelming. We received over 15 million registrations from nearly 1,600 towns. And based on these registrations, we have drawn up a plan to reach 20 million residences and 15 million business establishments in these 1,600 towns. Over the past year, we have built significant momentum in our JIOFIBER rollout and we are confident that we will complete our network rollout within the next 12 months. During the last year we also installed JIOFIBER —on a trial basis— in nearly HALF A MILLION homes to fine-tune our services based on actual customer feedback. And we have found that these trial homes on average are consuming more than 100 GBs per month and this usage is increasing with each passing day.
»Friends,
»With JIOFIBER you get lightning fast broadband speeds of up to 1 GBPS. You get a landline phone connection, at no additional cost. And you get a DIGITAL SET-TOP-BOX that opens up unparalleled digital experiences within your home.
»_ ULTRA HIGH DEFINITION ENTERTAINMENT
»_ VIRTUAL REALITY content
»_ MULTI-PARTY VIDEO CONFERENCING
»_ VOICE-ENABLED VIRTUAL ASSISTANTS
»_ INTERACTIVE GAMING
»_ HOME SECURITY
»_ and many other SMART-HOME SOLUTIONS
»The digital possibilities are endless.
»THEN THERE IS TELEVISION which is still at the heart of the Indian home.
Television services in India is a classic small-businesses success story, where Local Cable Operators or LCOs played a pioneering role. In recent years competition from DTH operators have threatened the viability of nearly 1 lakh LCOs who still operate across India. As firm supporters of local and small businesses JIO wanted to ensure that these LCOs continued to serve their communities. Earlier this year RIL acquired controlling stakes in three leading Cable MSOs – Hathway, DEN and GTPL who have direct relationships with over 30,000 LCOs.
»Over the past months we have worked with our MSOs to upgrade their infrastructure to world-class standards. After these upgrades, our LCO partners will now be able to offer the largest bouquet of High-Definition channels to customers with better features, reliability and customer experience than even DTH.
»But, now we have gone one step further. We have designed our JIO SET-TOP-BOX to accept the broadcast cable TV signals from our LCO partners. So that with every JIOFIBER home all our LCO partners will continue to have a steady stream of revenue for their broadcast TV business. We look forward to extending this partnership to all LCOs across the country.
»Now For SMALL AND MEDIUM BUSINESSES.
»JIOFIBER enables a powerful combination of FIXED-LINE CONNECTIVITY and CLOUD APPLICATIONS leapfrogging them from NO TECHNOLOGY to having a complete line-up of cutting-edge, plug-and-play technology-enabled tools. This will make them productive from day-one and empower them to succeed in the marketplace even against much larger enterprises. I believe that in their success lies the recipe for sustainable growth and large-scale employment for the Indian economy.
»And FINALLY, LARGE ENTERPRISES.
»In the past, enterprises had no choice but to make large expenditures of time, money and effort to keep pace with technology.
Today cloud-based solutions provide out-of-the-box capabilities which are easier, faster and cheaper to adopt. JIOFIBER and JIO's cloud solutions level the playing field for Indian enterprises enabling them to accelerate their digital transformation and compete globally using the very same technologies that are used by global majors.
»Friends,
»Now Let me turn to the obvious question:
»When is JIOFIBER going to be available, and how much will it cost? TODAY I want to ANNOUNCE that starting 5th SEPTEMBER of this year —on the THIRD anniversary of JIO's launch— we are launching JIOFIBER services on a COMMERCIAL basis.
»Let me now give you a PREVIEW of the JIOFIBER tariffs.
»Jio tariffs are based on FOUR strong and powerful principles.
»_ First principle: JioFiber will launch with a line-up of simple and easy to understand tariff plans. On performance —the average fixed-line download speed in the US which is the most developed economy is around 90 Mbps. In India even the most basic JIOFIBER plan STARTS WITH 100 Mbps speed and we have plans all the way up to 1 Gbps or 1000 Mbps. This will disproportionately improve the quality of fixed-line data in India. And on price – we are pricing our plans at less than 1/10th the global rates, to make it accessible for all. JioFiber plans will be priced between Rs 700 to Rs 10,000 per month to suit every budget and every need.
»_ Second: Customers should pay for only one service, either voice or data. Not both. With this, I am pleased to announce that voice calls from HOME to any Indian operator —mobile or fixed— will be ABSOLUTELY FREE Forever. On Fixed-Line International Voice Calling – we are today ending the era of high international calling rates on landline By announcing the LOWEST FIXED LINE RATES for International Calling through 2 initiatives.
»· First, the default tariffs on your Jio HOME PHONE will be one-fifth to one-tenth of existing industry tariffs.
»· Second, we are announcing an unlimited international calling pack at Rs 500 per month, to US and Canada, thereby making it easy for families to connect.
»_ Third: We are SUBSTANTIALLY simplifying the purchase and consumption of content. Today many of us pay for and keep track of multiple subscriptions to multiple applications just to watch our favourite movies and shows. This is both expensive and cumbersome. Today, I am announcing that JIOFIBER plans will come BUNDLED with subscriptions to most leading premium OTT applications. Also, for the first time in India, we are introducing a disruptive concept for watching NEW movies. Premium JIOFIBER customers will be able to watch movies in their living rooms the same day these movies are released in theatres! We call this JIO FIRST-DAY-FIRST-SHOW. We plan to launch this service in the middle of 2020.
»_ Fourth: We are launching a special mobility service for our JioFiber users called JIO POSTPAID PLUS, to deliver a platinum-grade service and product experience. Some of the unique features of this service are:
»· One, India's first priority SIM-setup service at home, where your connection will be moved to Jio by visiting your home.
»· Two, Seamless Data and Voice Connectivity across all your devices, both at home and outside.
»· Three, Unprecedented Family plans - one data plan for better control on GBs and sharing within your family.
»· Four, International roaming at a fraction of a cost with superior service experience.
»· Five, Phone upgrades at preferential rates.
»· And Six, all your home solutions on your phone.
»The complete details of our tariffs will be available from 5th September 2019 on Jio.com and MyJio application. BUT, there is ONE MORE THING. The experience of JIOFIBER and JIO-SET-TOP-BOX really comes to life when combined with an LED TELEVISION. So, JIOFIBER customers who opt for our annual plans which we call JIO-FOREVER plans, will get an HD OR 4K LED TELEVISION and a 4K SET-TOP-BOX ABSOLUTELY FREE. We are calling this the JIOFIBER WELCOME OFFER. I invite all of you to make the most of THE JIOFIBER WELCOME OFFER and sign-up for JIOFIBER as soon as it is available in your neighbourhoods.
»Friends,
»Let me now move to the SECOND PILLAR of JIO DIGITAL LIFE.
»DIGITAL PLATFORMS and SOLUTIONS.
»Today, JIO is already a software company. JIO has over 6000 software engineers and we are continuing to attract technology talent from across India and the world. JIO is also investing in a growing ecosystem of technology startups. As on date we have invested in 14 startups that embody the JIO DNA and have developed unique capabilities in their respective fields with a total of 1500 talented engineers.
»This is another way we are building talent. And on the back of this talent we are now investing in scaling-up advanced technologies in our country even ahead of the rest of the world. Let me describe our plans for a few of these.
»FIRST, Blockchain technology all over India.
»Using Blockchain we can deliver unprecedented security, trust, automation and efficiency to almost any type of transaction. This is a vital capability for India especially for modernizing our supply chains for agricultural produce and other goods which form the lifeblood of our economy. And using Blockchain, we also have an opportunity to invent a brand-new model for data privacy where Indian data especially customer data is owned and controlled through technology by the Indian people and not by corporates, especially global corporations. Data is wealth and Indian wealth must remain in India. Over the next 12 months, JIO will install across India one of the largest blockchain networks in the world with tens of thousands of nodes operational on day one.
»SECOND, Edge computing and Virtual and Mixed Reality content.
»As you saw in the demo, the next frontier of content is immersive. This creates exciting new possibilities for entertainment, shopping, gaming and most importantly for education. Delivering immersive content to hundreds of millions of users requires a well-integrated solution spanning connectivity, data storage and real-time computing. And we need to deploy such solutions at the edge of the network or in other words, closer to where our users are. Today, JIO is setting up a pan-India Edge Computing and Content Distribution network again starting with tens of thousands of nodes. This means that your favourite content and applications will be even nearer to you. So even faster downloads and faster response times.
»And FINALLY, CLOUD INFRASTRUCTURE across India.
»To leapfrog the world, it is a national imperative to develop a nation-wide cloud computing infrastructure that is both cutting-edge and affordable. There are just a handful of companies in the world who can be considered at the cutting-edge of cloud technologies. I want to talk to you about one such company MICROSOFT.
»Today, MICROSOFT's Cloud platform AZURE is one of the world's leading cloud platforms. Today, I am glad to announce that Jio and Microsoft have entered into a globally unique long-term alliance to accelerate the digital transformation of our country. As part of this alliance, while Jio sets up a network of large world-class datacenters across India, Microsoft will bring its Azure cloud platform into Jio's datacenters. When we put these two pieces together, we now have the capability to develop truly India-native solutions including Speech Recognition and Natural language understanding for all major Indian languages and dialects.
»All Indian businesses now have the capacity to accelerate their digital transformations and become globally competitive. On this VERY IMPORTANT occasion I want to welcome in our midst a very special guest to talk about this partnership. My dear friend and the CEO of MICROSOFT - India's own Satya Nadella!
»Dear Friends
»With Microsoft and JIO, Indian businesses can count on a partnership that will work shoulder-to-shoulder with them in their journey towards becoming digital enterprises of the future.
»To further our connectivity vision of empowering digital enterprises of the future, today I want to make 2 special announcements for STARTUPS AND SMALL and MEDIUM BUSINESSES.
»FIRST: JIO is a startup built in India for India by Indians. And we have a special place in our hearts for startups. You may know that 80 per cent of the cost of running a startup goes towards cloud and connectivity infrastructure. I want to announce today that Jio is ready to take away this cost by making THE CONNECTIVITY AND CLOUD INFRASTRUCTURE ABSOLUTELY FREE FOR BUDDING STARTUPS. I urge all startups to register for their custom-designed package on Jio.com from 1st Jan, 2020. JIO will also invest and financially support those startups that have the potential to address India's big needs in agriculture, healthcare, education and skill development which will boost the creation of new livelihoods.
»SECOND: Micro, small and medium businesses are the bedrock of Indian economy. To run their business, a bundle of connectivity, productivity and automation tools costs a micro and small business between Rs 15,000 and Rs 20,000 per month currently. For a similar service, customers abroad pay over 1,000 dollars per month. Today we are taking the bold step of giving these applications along with our connectivity to small businesses for 1/10th the cost starting at Rs 1,500 per month. Now all small business will have access to unlimited enterprise-grade voice and data services, video conferencing, security solutions, marketing and sales solutions and many more productivity tools that will help them run their business efficiently and at par with larger enterprises. The medium and larger businesses spend even higher between Rs 3 - 5 Lacs per month for which we have custom designed plans with similar value benefits. With this step, I am certain that the two to five million micro, small and medium enterprises will propel towards prosperity and march towards creating a NEW DIGITAL INDIA.
»Friends,
»We are at what I call the end of the beginning of the JIO story. We have built a robust connectivity business our first pillar with multiple growth engines that provide significant upsides. And our second pillar digital platforms is JIO's contribution to transform India into an AI-first economy across all sectors and all walks of life. It is my passion and conviction that New India will lead and not follow the advanced nations of the world in adopting, even creating disruptive technologies that will decide the winners and losers of the Fourth Industrial Revolution.
»5. Reliance Retail
»Dear Shareholders,
»Let me now talk about our next consumer business - the retail business.
»I am proud to say that Reliance Retail has well and truly brought the Retail Revolution to India. We are able to deliver the highest value to our customers because we have the widest geographical footprint; nationwide supply chain; technology expertise; design & product development; and the largest assortment of goods and services. Reliance Retail provides us with a hyper-growth platform, as the Indian consumer demands products and services which are at par with the best in the world. It is the best proxy for the consumption story of India.
»We achieved a significant milestone with our turnover crossing Rs 1,30,000 crore in the last year. We have achieved this milestone faster than any other retail company in the world. Our EBITDA margins are among the best globally. The Retail business has grown phenomenally, registering a 7-fold increase in revenue and a 14-fold increase in profit in the last six years. Our relentless focus on operating discipline has resulted in a 3-fold rise in per store productivity in the last five years.
»We serve more than 1 lakh customers every hour, a feat no Indian retailer has been able to achieve. Last year, we delighted over 15 crore unique customers. We registered over 500 million footfalls last year, becoming India's preferred shopping destination. We have expanded our footprint at a rate of 8 stores per day, opening a total of 3,000 new stores this year, higher than any other retailer globally. Our spread of stores covers all corners of the country, with presence in nearly 7,000 towns and cities. Over 2/3rd of our 10,415 stores are in Tier II, Tier III and Tier IV towns. These towns are connected with a modern supply chain capable of delivering products from distribution centres spread across the country. The unique customer insights can be leveraged to grow into a much bigger business in the next five years.
»Dear Shareholders,
»Here are a few more signposts of our spectacular achievements in retail. Reliance Digital is the undisputed leader in India in consumer electronics retailing. We sell more phones, laptops, refrigerators, TVs and ACs than any other retailer in the country. We sold a TV every 24 seconds last year; and we sold a phone every 2 seconds. In grocery, we are India's largest modern trade retailer.
»Reliance Retail sells nearly half of the fresh fruits and vegetables sold by the entire modern retail ecosystem in India. We sold more than 6.4 lakh tonnes of groceries during the year.
»In the fashion category, Reliance Trends is the undisputed leader. Reliance Trends sold over four lakh garments every day last year.
»With the acquisition of Hamleys, Reliance Retail has transformed into a global retailer with presence in 18 countries. We are proud to own a global category leader in children's premium toys that we can take to other parts of the world - and we will be the first Indian company to do so.
»And we continue to be the preferred partner for several international marquee brands in India. Today, we are the only Indian retailer to be ranked in the Global 100 top retailers. Over the next 5 years, our aim is to be amongst the world's top 20 retailers.
»Dear Shareholders,
»Now I want to update you on Reliance's New Commerce initiative that I spoke about last year. New Commerce is a massive new business opportunity of $700 billion. However, for Reliance, it is the greatest opportunity to promote inclusive growth and shared wealth at the bottom of India's commerce and retail pyramid.
»The main purpose of New Commerce is to completely transform the unorganized retail market, which accounts for 90 per cent of India's retail industry. The three crore merchants and kirana shop owners, who generate direct and indirect livelihoods for over 20 crore people, form the backbone of India's commerce ecosystem. These highly energetic and self-motivated entrepreneurs have suffered in recent years because of their inability to invest in technology and infrastructure.
»In the true Reliance ethos, we are working towards enriching and empowering them with our end-to-end digital and physical distribution stack. For this, we are deploying blockchain, IOT, AI and other new technologies on a pan-India basis. This tech-enabled partnership will link producers, traders, small merchants, consumer brands and consumers.
»By removing inefficiencies and value destruction in today's market ecosystem, New Commerce will transfer significant new value to consumers, producers and merchants. Our merchant Point of Sale (POS) Solution —Jio Prime Partner POS— is integral to our plan to create an ecosystem around small merchants. This user friendly digital platform is designed for inventory management, customer relationship management, financial services and other services. This will modernise even the smallest neighbourhood kirana shop to become a future-ready digitized store.
»During the last year, we have made significant progress in developing and testing our merchant technology platforms. Our beta trials with thousands of merchants across multiple locations in the country established the premise of New Commerce with significant increase in sales and improvement in margins for the participating merchants. We are now getting ready to roll out the platform at a larger scale.
»Reliance's New Commerce platform thus represents the Digital Symbiosis of Big and Small Enterprises. I believe that the Small must not only survive, but also thrive in New India.
»6. Media and Entertainment
»Let me turn to our media and entertainment business.
»We have created one of India's largest broadcast portfolios and digital media offerings across platforms. Our 72 television channels reach 800 million Indians, representing more than 95% of the TV-viewing universe. Our News18-branded TV news platform is the largest by regional footprint, ratings or revenue. Our entertainment portfolio, led by Colors, has grown in stature, with its mass and niche offerings.Network 18 is among the top digital media players in the country, with one in four Indians on our websites or apps, across Moneycontrol, Firstpost, Voot, News18.com and many others.
»7. Reliance Foundation
»Dear Shareholders,
»Reliance Foundation's aim is to help change lives and empower India by providing the largest platform for development initiatives. As the Foundation enters its 10th year, I am humbled that we have touched the lives of more than 29 million people across the country. I would like to congratulate Nita for her leadership in building India's largest philanthropic organisation. Through our Rural Transformation programmes, we have improved the livelihoods of over 8 million people across 19,000 villages.
Our efforts in rural India support key national priorities like ensuring water security and doubling farmers' income using technology innovations.
»Last year, our Foundation provided relief and rehabilitation to people impacted by natural calamities in Kerala, Andhra Pradesh and Odisha. As we speak our teams are involved in relief and rehabilitation efforts in Maharashtra, Karnataka and Kerala. As a mark of respect to the Pulwama martyrs, we have assumed full responsibility for the education of their children, and the livelihood of their families.
»Responding to Honourable PM's appeal, we stand committed to support the people of Jammu & Kashmir and Ladakh in all their developmental needs.
»Sir HN Reliance Foundation Hospital continues to deliver excellent results in patient care. Last year, clinical capabilities in newer areas were developed in collaboration with doctors from Sloan Kettering, Gleneagles Hospital in Singapore and Guy's Hospital in London. Innovative new programmes in liver transplant and paediatric cardiovascular surgeries were also initiated for the first time in Mumbai.
»Reliance has received Letter of Intent from the Government to set up Jio Institute under the Institute of Eminence framework. We are committed to making this a world-class institution for higher-education and research.
»Our Education and Sports for All (ESA) initiatives have reached more than 18 million youth across multiple sporting disciplines.
»I will also like to congratulate Nita and Akash for their leadership to Mumbai Indians, who won their fourth IPL title this year – the only team to do so.
»Our Foundation aspires to make a greater impact to the nation through partnerships, digital technology and direct action. I seek your blessings to make this happen.
»8. Value Creation Roadmap
»Let me now summarise the value creation roadmap for your company, as we are coming to the end of our largest capital expenditure cycle.
»Your company has invested Rs 5.4 lakh crore in the last 5 years for:
»A. Expanding and strengthening a world class Oil to Chemicals business which has a unique combination of scale, complexity and resilience to business cycles; Our Oil to Chemicals business, in partnership with Saudi Aramco, is best placed to pursue growth and value creation, while adding substantial value to the feedstock provided by our strategic partner.
»B. Creating the world's largest, converged, greenfield, legacy-free data network company and digital services company; Jio has grown into the proxy for tech and digital services for India. It has strong operating leverage and is best placed to win in the emerging Rs 5 lakh crore Indian digital opportunity.
»C. Building the largest and fastest growing retail company in India. Reliance Retail has created an unbeatable pole position in the US$ 80 billion organised retail market in India. In addition, Reliance Retail has built the capabilities to address the US$ 700 billion unorganised retail opportunity, which we call New Commerce. This is a unique business model we are building in partnership with millions of small merchants and kirana shops, so that they can be empowered to serve the Indian customers. Together, Reliance Retail and New Commerce will become the proxy to India's consumption story.
»The India-centric upstream business in partnership with BP will bring over 3 tcf of gas resources to production starting next year. This will generate EBITDA in excess of US$ 1 billion annually for over a decade.
»We also have large and valuable real estate assets; and have a strong portfolio of financial investments. Your company has thus built a unique portfolio of world class and extremely valuable assets in the fastest growing economy in the world. Each of our best-in-class businesses is contributing to the transformation of our country, while also creating enormous societal value. At the end of our largest capital expenditure cycle, we continue to be rated AAA for domestic debt and two notches above Sovereign rating for international debt - the highest ratings for any industrial company in India. Our consolidated EBITDA in the last year was Rs 92,656 crore. On the strength of our existing and new growth engines, I am very confident that we can grow this by 15% annually over the next five years.
»Dear Shareholders,
»Last year, we transferred our telecom infrastructure assets to two separate infrastructure trusts for a consideration of Rs 1.25 lakh crore with the intention of raising this money from large global institutional investors. We have received strong interest and commitments from reputed global investors and are confident that these transactions will be completed by the end of this Financial Year. Post this, we ended last year with net debt of Rs 154,478 crore.
»We have a very clear roadmap to becoming a zero net debt company within the next 18 months that is by 31st March 2021.
»1. Our transactions with Saudi Aramco and BP will create win-win relationships, generating significant strategic value for our partners. We expect to complete these transactions within this financial year subject to definitive agreements, due diligence, regulatory and other customary approvals. The commitments from these two transactions are about Rs 1.1 lakh crore.
»2. We have received strong interest from strategic and financial investors in our consumer businesses, Jio and Reliance Retail. We will induct leading global partners in these businesses in the next few quarters, and move towards listing of both these companies within the next five years.
»3. We will also evaluate value unlocking options for our real estate and financial investments. With these initiatives, I have no doubt that your company will have one of the strongest balance sheets in the world. As we achieve our zero net-debt target, I assure you my dear shareholders that we will reward you abundantly through higher dividends, periodic bonus issues and other means, and at a more accelerated pace than any time in our history.
»9. Conclusion
»Dear Shareholders,
»In conclusion, I also wish to address my dear countrymen, because they are the biggest and most important stakeholders of Reliance.
»My father, Dhirubhai Ambani, created Reliance because his primary motivation was to create wealth and value for India and her people. He was absolutely clear in his vision that promoters, shareholders and employees would get their share of value only after our businesses have created maximum societal value. This is also my vision. And it will remain the unchanging vision of Reliance.
»The trust and confidence of the people of India in Reliance is growing stronger with each passing year, because we have remained faithful to our Founder Dhurubhai's vision and core values. This relationship of trust is our most precious asset.
»A single example is enough to illustrate this truth. In just three years, as many as 34 crore Indians have put their trust in Jio because of our uncompromising commitment to propel India to digital leadership.
»Nothing gives me greater happiness than to see that Reliance is now making a bigger and more positive impact, on the lives of more Indians —in multiple ways through business and philanthropy. And nothing gives me greater inspiration in my work, each single day, than my conviction that the New India that our children will grow up in, will be happier, healthier, wealthier, prouder and more caring than ever before.
»10. Acknowledgements
»I would like to thank the Central and State Governments, shareholders, investors, lenders, suppliers and customers for their consistent and resolute support.
»I thank all my colleagues on the Board for their unanimous support and immense encouragement.
»I have special words to acknowledge the collective efforts of the entire Reliance team, working tirelessly to create and sustain a world-class enterprise.
Termina hoy el tiempo bloguero navideño y el blog viene y se va con el Auto de los Reyes Magos, la dramatización más antigua conocida escrita en lengua castellana.
Se ha datado en el siglo XII, en la segunda mitad, en la opinión general, aunque no faltan opiniones que la retrotraen a la segunda década.
Esta obra se encontró en la catedral de Toledo, en el siglo XIX, y para transcribirla se utilizaron dos páginas sobrantes de un códice manuscrito que forma parte hoy de los fondos de la Biblioteca Nacional de España (BNE).
El auto es una obra incompleta y su argumento, dialogado entre los Reyes Magos y Herodes y Herodes y sus rabinos sabios: los Magos, cada uno con su parlamento, se alegran al ver la estrella que anuncia el nacimiento de Jesús; seguidamente se encuentran ante Herodes, a quien comunican la noticia en clave de nacimiento de un rey, lo que enciende su contrariedad; por último, leemos que Herodes convoca a los rabinos de su consejo para que le confirmen la noticia, momento en el que también asistimos a una disputa entre ellos.
Puedes leer la transcripción de esta obra con ortografía contemporánea en esta la web de la BNE.
Una obra genial, con una expresividad que nos permite entender por qué hoy en día, siglo XXI, continúa representándose. Es cierto que puede aducirse que su vigencia está relacionada con la vigencia del relato bíblico, pero no solo. La viveza y el ingenio del diálogo conquistan la curiosidad, la risa, la imaginación. El autor puso en 3D unas frases lacónicas del Antiguo Testamento.
¡Feliz día de Reyes Magos a tod@s l@s muy bienvenid@s visitantes de este blog!
Escultura del sueño de los Reyes Magos en el que un ángel les inspira regresar a su tierra sin volver a ver a Herodes. Es la conocida obra del escultor Gislebert, realizada en un capitel de la catedral de san Lázaro de Autun. Se conserva en su sala capitular actual. Vemos al ángel y a los tres reyes acostados juntos, desvestidos y con su corona, y despierto el más próximo al ángel.
«Exorcistas alertan de nuevo libro sobre demonios para niños»
ACI Prensa (@aciprensa, @EWTNews)
«La Asociación Internacional Católica de Exorcistas [(Associazione Internazionale Esorcisti (AIE) / International Catholic Association of Exorcists (ICAOE))] advirtió de los peligros de un nuevo libro sobre demonios para niños que ha sido publicado en Estados Unidos con el título A Children’s Book of Demons, y precisó que no es correcto intentar mostrar que el satanismo es algo bueno y positivo cuando en realidad no lo es.
»A Children’s Book of Demons ha sido escrito por Aaron Leighton [publicado por Koyama Press, mayo de 2019] y tiene como objetivo llegar a los niños de entre 5 y 10 años, “un público particularmente indefenso y condicionable” a quien se le quiere presentar “el satanismo como una alternativa normal entre otros cultos”.
»En una nota de la AIE se denuncia que en el libro “se llega incluso a afirmar que el culto al demonio se limita a celebrarlo y que quien lo practica no comete ningún crimen ni hace nada de malo”.
»“Esta afirmación denota una falta de discernimiento entre el bien y el mal, ya que el satanismo tiene principios que promueven la opresión de la persona en su dignidad y autonomía, y por lo tanto, quien rinde culto al demonio tarde o temprano será presa de una conducta interna que originará un comportamiento según principios lesivos y destructivos de la dignidad humana”, indica la nota de la AIE del 12 de diciembre, firmada por su presidente el P. Francesco Bamonte.
»Además, refiere el texto, el libro “es un ulterior aporte al nefasto proyecto de normalizar el contacto con el demonio y presentar la práctica del satanismo como algo bueno y positivo”.
»A Children’s Book of Demons presenta afirmaciones como “evocar a los demonios nunca ha sido tan divertido” y sugiere a los niños cosas como estas: “¿No quieres botar la basura esta noche? ¿Tal vez estás nadando en tareas? ¿De repente ese gordo prepotente es un verdadero fastidio? Bueno, toma tus lápices de colores y usando la habilidad del diseño de sellos ¡llama a algunos demonios! Pero ten cuidado, aunque estos espíritus son más tontos que atemorizantes, siguen siendo demonios”.
»La nota de la AIE alerta también sobre los grimorios que se proponen en el libro para los niños de manera simplificada y que se sugieren como algo divertido, comparándolos con un “número de teléfono” para contactar demonios. Un grimorio es un tipo de libro de conocimientos mágicos de la Europa de la Edad Media, que contiene datos astrológicos, listas de ángeles y demonios, instrucciones para aquelarres, hechizos, invocación de seres sobrenaturales como el diablo, entre otros.
»La nota de la Asociación de Exorcistas recordó que “con los demonios no se bromea. Quien invita a un niño a evocar a los demonios es como una persona que coloca en sus manos una granada, para que juegue con ella. Tarde o temprano el pequeño jalaría el seguro y le explotará entre las manos”.
»“Quien invita a un niño a evocar demonios procede como si le dijese que es posible ayudar a un criminal para obtener cualquier cosa” y “lo está induciendo a perder su identidad, su personalidad y a ser destruido moral, psicológica y espiritualmente”, prosigue la nota de la AIE.
»Los demonios, recuerdan los exorcistas, son “ángeles que voluntariamente se han hecho malvados, enemigos de Dios y de la humanidad, seres llenos de odio hacia todo hombre, con la intención de sugerir todo mal y toda perversidad con el fin de enemistar a uno con otros y al final separarnos definitivamente de Dios y conducirnos a la perdición eterna, en un sufrimiento sin fin”.
»El libro, precisa la nota de la AIE, “representa una última etapa del oscuro proyecto que, iniciado en los años 70’s, busca, partiendo de una primera aproximación genérica al esoterismo de las nuevas generaciones, y de ir paso a paso hasta la propuesta explícita de darle culto al demonio”.
»La nota de los exorcistas recuerda finalmente un pasaje del capítulo 18 de Mateo: “Pero al que escandalice a uno de estos pequeños que creen en mí, mejor le sería que le colgaran al cuello una piedra de molino de las que mueve un asno, y que se lanzara al mar”.».
