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Greek vocal music extends far back into ancient times where mixed-gender choruses performed for entertainment, celebration and spiritual reasons. Instruments during that period included the double-reed aulos and the plucked string instrument, the lyre, especially the special kind called a kithara. Music played an important role in the education system during ancient times. Boys were taught music from the age of six. Later influences from the Roman Empire, Middle East, and the Byzantine Empire also had effect on Greek music.
While the new technique of polyphony was developing in the West, the Eastern Orthodox Church resisted any type of change. Therefore, Byzantine music remained monophonic and without any form of instrumental accompaniment. As a result, and despite certain attempts by certain Greek chanters (such as Manouel Gazis, Ioannis Plousiadinos or the Cypriot Ieronimos o Tragoudistis), Byzantine music was deprived of elements of which in the West encouraged an unimpeded development of art. However, this method which kept music away from polyphony, along with centuries of continuous culture, enabled monophonic music to develop to the greatest heights of perfection. Byzantium presented the monophonic Byzantine chant; a melodic treasury of inestimable value for its rhythmical variety and expressive power.
Along with the Byzantine (Church) chant and music, the Greek people also cultivated the Greek folk song which is divided into two cycles, the akritic and klephtic. The akritic was created between the 9th and 10th centuries and expressed the life and struggles of the akrites (frontier guards) of the Byzantine empire, the most well known being the stories associated with Digenes Akritas. The klephtic cycle came into being between the late Byzantine period and the start of the Greek War of Independence. The klephtic cycle, together with historical songs, paraloghes (narrative song or ballad), love songs, mantinades, wedding songs, songs of exile and dirges express the life of the Greeks. There is a unity between the Greek people's struggles for freedom, their joys and sorrow and attitudes towards love and death.
The Heptanesean kantádhes (καντάδες 'serenades'; sing.: καντάδα) became the forerunners of the Greek modern song, influencing its development to a considerable degree. For the first part of the next century, several Greek composers continued to borrow elements from the Heptanesean style. The most successful songs during the period 1870–1930 were the so-called Athenian serenades, and the songs performed on stage (επιθεωρησιακά τραγούδια 'theatrical revue songs') in revue, operettas and nocturnes that were dominating Athens' theater scene.
Rebetiko, initially a music associated with the lower classes, later (and especially after the population exchange between Greece and Turkey) reached greater general acceptance as the rough edges of its overt subcultural character were softened and polished, sometimes to the point of unrecognizability. It was the base of the later laïkó (song of the people). The leading performers of the genre include Apostolos Kaldaras, Grigoris Bithikotsis, Stelios Kazantzidis, George Dalaras, Haris Alexiou and Glykeria.
Regarding the classical music, it was through the Ionian islands (which were under western rule and influence) that all the major advances of the western European classical music were introduced to mainland Greeks. The region is notable for the birth of the first School of modern Greek classical music (Heptanesean or Ionian School, Greek: Επτανησιακή Σχολή), established in 1815. Prominent representatives of this genre include Nikolaos Mantzaros, Spyridon Xyndas, Spyridon Samaras and Pavlos Carrer. Manolis Kalomiris is considered the founder of the Greek National School of Music.
In the 20th century, Greek composers have had a significant impact on the development of avant garde and modern classical music, with figures such as Iannis Xenakis, Nikos Skalkottas, and Dimitri Mitropoulos achieving international prominence. At the same time, composers and musicians such as Mikis Theodorakis, Manos Hatzidakis, Eleni Karaindrou, Vangelis and Demis Roussos garnered an international following for their music, which include famous film scores such as Zorba the Greek, Serpico, Never on Sunday, America America, Eternity and a Day, Chariots of Fire, Blade Runner, among others. Greek American composers known for their film scores include Yanni and Basil Poledouris. Notable Greek opera singers and classical musicians of the 20th and 21st century include Maria Callas, Nana Mouskouri, Mario Frangoulis, Leonidas Kavakos, Dimitris Sgouros and others.
Greece participated in the Eurovision Song Contest 35 times after its debut at the 1974 Contest. In 2005, Greece won with the song "My Number One", performed by Greek-Swedish singer Elena Paparizou. The song received 230 points with 10 sets of 12 points from Belgium, Bulgaria, Hungary, the United Kingdom, Turkey, Albania, Cyprus, Serbia & Montenegro, Sweden and Germany and also became a smash hit in different countries and especially in Greece. The 51st Eurovision Song Contest was held in Athens at the Olympic Indoor Hall of the Athens Olympic Sports Complex in Maroussi, with hosted by Maria Menounos and Sakis Rouvas.
Greece is the birthplace of the ancient Olympic Games, first recorded in 776 BC in Olympia, and hosted the modern Olympic Games twice, the inaugural 1896 Summer Olympics and the 2004 Summer Olympics. During the parade of nations Greece is always called first, as the founding nation of the ancient precursor of modern Olympics. The nation has competed at every Summer Olympic Games, one of only four countries to have done so. Having won a total of 110 medals (30 gold, 42 silver and 38 bronze), Greece is ranked 32nd by gold medals in the all-time Summer Olympic medal count. Their best ever performance was in the 1896 Summer Olympics, when Greece finished second in the medal table with 10 gold medals.
The Greek national football team, ranking 12th in the world in 2014 (and having reached a high of 8th in the world in 2008 and 2011), were crowned European Champions in Euro 2004 in one of the biggest upsets in the history of the sport and became one of the most successful national teams in European football, being one of only nine national teams to have won the UEFA European Championship. The Greek Super League is the highest professional football league in the country comprising eighteen teams. The most successful are Olympiacos, Panathinaikos, AEK Athens and PAOK.
The Greek national basketball team has a decades-long tradition of excellence in the sport, being considered among the world's top basketball powers. As of 2012, it ranked 4th in the world and 2nd in Europe. They have won the European Championship twice in 1987 and 2005, and have reached the final four in two of the last four FIBA World Championships, taking the second place in the world in 2006 FIBA World Championship, after a spectacular 101–95 win against Team USA in the tournament's semifinal. The domestic top basketball league, A1 Ethniki, is composed of fourteen teams. The most successful Greek teams are Olympiacos, Panathinaikos, Aris Thessaloniki, AEK Athens and P.A.O.K. Greek basketball teams are the most successful in European basketball the last 25 years, having won as many as 9 Euroleagues since the establishment of the modern era Euroleague Final Four format in 1988, while no other nation has won more than 4 Euroleague championships in this period. Besides the 9 Euroleagues, Greek basketball teams (Panathinaikos, Olympiacos, Aris Thessaloniki, AEK Athens, P.A.O.K, Maroussi) have won 3 Triple Crowns, 5 Saporta Cups, 2 Korać Cups and 1 FIBA Europe Champions Cup. After the 2005 European Championship triumph of the Greek national basketball team, Greece became the reigning European Champion in both football and basketball.
The Greece women's national water polo team have emerged as one of the leading powers in the world, becoming World Champions after their gold medal win against the hosts China at the 2011 World Championship. They have also won the silver medal at the 2004 Summer Olympics, the gold medal at the 2005 World League and the silver medals at the 2010 and 2012 European Championships. The Greece men's national water polo team became the third best water polo team in the world in 2005, after their win against Croatia in the bronze medal game at the 2005 World Aquatics Championships in Canada. The domestic top water polo leagues, Greek Men's Water Polo League and Greek Women's Water Polo League are considered amongst the top national leagues in European water polo, as its clubs have made significant success in European competitions. In men's European competitions, Olympiacos has won the Champions League, the European Super Cup and the Triple Crown in 2002 becoming the first club in Water polo history to win every title in which it has competed within a single year (National championship, National cup, Champions League and European Super Cup), while NC Vouliagmeni has won the LEN Cup Winners' Cup in 1997. In women's European competitions, Greek water polo teams (NC Vouliagmeni, Glyfada NSC, Olympiacos, Ethnikos Piraeus) are amongst the most successful in European water polο, having won as many as 4 LEN Champions Cups, 3 LEN Trophies and 2 European Supercups.
The Greek men's national volleyball team has won two bronze medals, one in the European Volleyball Championship and another one in the European Volleyball League, a 5th place in the Olympic Games and a 6th place in the FIVB Volleyball Men's World Championship. The Greek league, the A1 Ethniki, is considered one of the top volleyball leagues in Europe and the Greek clubs have made significant success in European competitions. Olympiacos is the most successful volleyball club in the country having won the most domestic titles and being the only Greek club to have won European titles; they have won two CEV Cups, they have been CEV Champions League runners-up twice and they have played in as many as 12 Final Fours in the European competitions, making them one of the most traditional volleyball clubs in Europe. Iraklis have also seen significant success in European competitions, having been three times runners-up of the CEV Champions League.
The principal gods of the ancient Greek religion were the Dodekatheon, or the Twelve Gods, who lived on the top of Mount Olympus. The most important of all ancient Greek gods was Zeus, the king of the gods, who was married to Hera, who was also Zeus's sister. The other Greek gods that made up the Twelve Olympians were Demeter, Ares, Poseidon, Athena, Dionysus, Apollo, Artemis, Aphrodite, Hephaestus and Hermes. Apart from these twelve gods, Greeks also had a variety of other mystical beliefs, such as nymphs and other magical creatures.
According to Greek law, every Sunday of the year is a public holiday. In addition, there are four mandatory official public holidays: 25 March (Greek Independence Day), Easter Monday, 15 August (Assumption or Dormition of the Holy Virgin), and 25 December (Christmas). 1 May (Labour Day) and 28 October (Ohi Day) are regulated by law as being optional but it is customary for employees to be given the day off. There are, however, more public holidays celebrated in Greece than are announced by the Ministry of Labour each year as either obligatory or optional. The list of these non-fixed national holidays rarely changes and has not changed in recent decades, giving a total of eleven national holidays each year.
In 2011, it became apparent that the bail-out would be insufficient and a second bail-out amounting to €130 billion ($173 billion) was agreed in 2012, subject to strict conditions, including financial reforms and further austerity measures. As part of the deal, there was to be a 53% reduction in the Greek debt burden to private creditors and any profits made by Eurozone central banks on their holdings of Greek debt are to be repatriated back to Greece. Greece achieved a primary government budget surplus in 2013. In April 2014, Greece returned to the global bond market as it successfully sold €3 billion worth of five-year government bonds at a yield of 4.95%. Greece returned to growth after six years of economic decline in the second quarter of 2014, and was the Eurozone's fastest-growing economy in the third quarter.
Following the assassination of Phillip II, his son Alexander III ("The Great") assumed the leadership of the League of Corinth and launched an invasion of the Persian Empire with the combined forces of all Greek states in 334 BC. Undefeated in battle, Alexander had conquered the Persian Empire in its entirety by 330 BC. By the time of his death in 323 BC, he had created one of the largest empires in history, stretching from Greece to India. His empire split into several kingdoms upon his death, the most famous of which were the Seleucid Empire, Ptolemaic Egypt, the Greco-Bactrian Kingdom and the Indo-Greek Kingdom. Many Greeks migrated to Alexandria, Antioch, Seleucia and the many other new Hellenistic cities in Asia and Africa. Although the political unity of Alexander's empire could not be maintained, it resulted in the Hellenistic civilization and spread the Greek language and Greek culture in the territories conquered by Alexander. Greek science, technology and mathematics are generally considered to have reached their peak during the Hellenistic period.
Shell was vertically integrated and is active in every area of the oil and gas industry, including exploration and production, refining, distribution and marketing, petrochemicals, power generation and trading. It has minor renewable energy activities in the form of biofuels and wind. It has operations in over 90 countries, produces around 3.1 million barrels of oil equivalent per day and has 44,000 service stations worldwide. Shell Oil Company, its subsidiary in the United States, is one of its largest businesses.
In February 1907, the Royal Dutch Shell Group was created through the amalgamation of two rival companies: the Royal Dutch Petroleum Company of the Netherlands and the "Shell" Transport and Trading Company Ltd of the United Kingdom. It was a move largely driven by the need to compete globally with Standard Oil. The Royal Dutch Petroleum Company was a Dutch company founded in 1890 to develop an oilfield in Sumatra, and initially led by August Kessler, Hugo Loudon, and Henri Deterding. The "Shell" Transport and Trading Company (the quotation marks were part of the legal name) was a British company, founded in 1897 by Marcus Samuel, 1st Viscount Bearsted, and his brother Samuel Samuel. Their father had owned an antique company in Houndsditch, London, which expanded in 1833 to import and sell sea-shells, after which the company "Shell" took its name.
For various reasons, the new firm operated as a dual-listed company, whereby the merging companies maintained their legal existence, but operated as a single-unit partnership for business purposes. The terms of the merger gave 60 percent ownership of the new group to the Dutch arm and 40 percent to the British. National patriotic sensibilities would not permit a full-scale merger or takeover of either of the two companies. The Dutch company, Koninklijke Nederlandsche Petroleum Maatschappij, was in charge at The Hague of production and manufacture. A British company was formed, called the Anglo-Saxon Petroleum Company, based in London, to direct the transport and storage of the products.
In November 2004, following a period of turmoil caused by the revelation that Shell had been overstating its oil reserves, it was announced that the Shell Group would move to a single capital structure, creating a new parent company to be named Royal Dutch Shell plc, with its primary listing on the London Stock Exchange, a secondary listing on the Amsterdam Stock Exchange, its headquarters and tax residency in The Hague, Netherlands and its registered office in London. The unification was completed on 20 July 2005 and the original owners delisted their companies from the respective exchanges. On 20 July 2005, the Shell Transport & Trading Company plc was delisted from the LSE, where as, Royal Dutch Petroleum Company from NYSE on 18 November 2005. The shares of the company were issued at a 60/40 advantage for the shareholders of Royal Dutch in line with the original ownership of the Shell Group.
In February 2010 Shell and Cosan formed a 50:50 joint-venture, Raízen, comprising all of Cosan's Brazilian ethanol, energy generation, fuel distribution and sugar activities, and all of Shell's Brazilian retail fuel and aviation distribution businesses. In March 2010, Shell announced the sale of some of its assets, including its liquid petroleum gas (LPG) business, to meet the cost of a planned $28bn capital spending programme. Shell invited buyers to submit indicative bids, due by 22 March, with a plan to raise $2–3bn from the sale. In June 2010, Royal Dutch Shell agreed to acquire all the business of East Resources for a cash consideration of $4.7 billion. The transaction included East Resources' tight gas fields.
Over the course of 2013, the corporation began the sale of its US shale gas assets and cancelled a US$20 billion gas project that was to be constructed in the US state of Louisiana. A new CEO Ben van Beurden was appointed in January 2014, prior to the announcement that the corporation's overall performance in 2013 was 38 per cent lower than 2012—the value of Shell's shares fell by 3 per cent as a result. Following the sale of the majority of its Australian assets in February 2014, the corporation plans to sell a further US$15 billion worth of assets in the period leading up to 2015, with deals announced in Australia, Brazil and Italy.
The presence of companies like Shell in the Niger-Delta has led to extreme environmental issues in the Niger Delta. Many pipelines in the Niger-Delta owned by Shell are old and corroded. Shell has acknowledged its responsibility for keeping the pipelines new but has also denied responsibility for environmental causes. This has led to mass protests from the Niger-Delta inhabitants and Amnesty International against Shell and Friends of the Earth Netherlands. It has also led to action plans to boycott Shell by environmental groups, and human rights groups. In January 2013, a Dutch court rejected four out of five allegations brought against the firm over oil pollution in the Niger Delta but found a subsidiary guilty of one case of pollution, ordering compensation to be paid to a Nigerian farmer.
The name Shell is linked to The "Shell" Transport and Trading Company. In 1833, the founder's father, Marcus Samuel, founded an import business to sell seashells to London collectors. When collecting seashell specimens in the Caspian Sea area in 1892, the younger Samuel realised there was potential in exporting lamp oil from the region and commissioned the world's first purpose-built oil tanker, the Murex (Latin for a type of snail shell), to enter this market; by 1907 the company had a fleet. Although for several decades the company had a refinery at Shell Haven on the Thames, there is no evidence of this having provided the name.
Shell's primary business is the management of a vertically integrated oil company. The development of technical and commercial expertise in all stages of this vertical integration, from the initial search for oil (exploration) through its harvesting (production), transportation, refining and finally trading and marketing established the core competencies on which the company was founded. Similar competencies were required for natural gas, which has become one of the most important businesses in which Shell is involved, and which contributes a significant proportion of the company's profits. While the vertically integrated business model provided significant economies of scale and barriers to entry, each business now seeks to be a self-supporting unit without subsidies from other parts of the company.
Traditionally, Shell was a heavily decentralised business worldwide (especially in the downstream) with companies in over 100 countries, each of which operated with a high degree of independence. The upstream tended to be far more centralised with much of the technical and financial direction coming from the central offices in The Hague. Nevertheless, there were very large "exploration and production" companies in a few major oil and gas production centres such as the United Kingdom (Shell Expro, a Joint Venture with Exxon), Nigeria, Brunei, and Oman.
Downstream operations, which now also includes the chemicals business, generates a third of Shell's profits worldwide and is known for its global network of more than 40,000 petrol stations and its 47 oil refineries. The downstream business, which in some countries also included oil refining, generally included a retail petrol station network, lubricants manufacture and marketing, industrial fuel and lubricants sales and a host of other product/market sectors such as LPG and bitumen. The practice in Shell was that these businesses were essentially local and that they were best managed by local "operating companies" – often with middle and senior management reinforced by expatriates. In the 1990s, this paradigm began to change, and the independence of operating companies around the world was gradually reduced. Today, virtually all of Shell's operations in various businesses are much more directly managed from London and The Hague. The autonomy of "operating companies" has been largely removed, as more "global businesses" have been created.
In April 2010, Shell announced its intention to divest from downstream business of all African countries except South Africa and Egypt to Vitol and "Helios". In several countries such as Tunisia, protests and strikes broke out. Shell denied rumours of the sellout. Shell continues however upstream activities/extracting crude oil in the oil-rich Niger Delta as well as downstream/commercial activities in South Africa. In June 2013, the company announced a strategic review of its operations in Nigeria, hinting that assets could be divested. In August 2014, the company disclosed it was in the process of finalizing the sale of its interests in four Nigerian oil fields.
On 27 August 2007, Royal Dutch Shell and Reitan Group, the owner of the 7-Eleven brand in Scandinavia, announced an agreement to re-brand some 269 service stations across Norway, Sweden, Finland and Denmark, subject to obtaining regulatory approvals under the different competition laws in each country. On April 2010 Shell announced that the corporation is in process of trying to find a potential buyer for all of its operations in Finland and is doing similar market research concerning Swedish operations. On October 2010 Shell's gas stations and the heavy vehicle fuel supply networks in Finland and Sweden, along with a refinery located in Gothenburg, Sweden were sold to St1, a Finnish energy company, more precisely to its major shareholding parent company Keele Oy. Shell branded gas stations will be rebranded within maximum of five years from the acquisition and the number of gas stations is likely to be reduced. Until then the stations will operate under Shell brand licence.
Through most of Shell's early history, the Shell Oil Company business in the United States was substantially independent with its stock being traded on the NYSE and with little direct involvement from the group's central offices in the running of the American business. However, in 1984, Royal Dutch Shell made a bid to purchase those shares of Shell Oil Company it did not own (around 30%) and despite opposition from some minority shareholders, which led to a court case, Shell completed the buyout for a sum of $5.7 billion.
On 20 May 2011, Royal Dutch Shell's final investment decision for the world's first floating liquefied natural gas (FLNG) facility was finalized following the discovery of the remote offshore Prelude field—located off Australia's northwestern coast and estimated to contain about 3 trillion cubic feet of natural gas equivalent reserves—in 2007. FLNG technology is based on liquefied natural gas (LNG) developments that were pioneered in the mid-20th century and facilitates the exploitation of untapped natural gas reserves located in remote areas, often too small to extract any other way.
Shell sold 9.5% of its 23.1% stake in Woodside Petroleum in June 2014 and advised that it had reached an agreement for Woodside to buy back 9.5% of its shares at a later stage. Shell became a major shareholder in Woodside after a 2001 takeover attempt was blocked by then federal Treasurer Peter Costello and the corporation has been open about its intention to sell its stake in Woodside as part of its target to shed assets. At a general body meeting, held on 1 August 2014, 72 percent of shareholders voted to approve the buy-back, short of the 75 percent vote that was required for approval. A statement from Shell read: "Royal Dutch Shell acknowledges the outcome of Woodside Petroleum Limited's shareholders' negative vote on the selective buy-back proposal. Shell is reviewing its options in relation to its remaining 13.6 percent holding."
Following the purchase of an offshore lease in 2005, Shell initiated its US$4.5 billion Arctic drilling program in 2006, after the corporation purchased the "Kulluk" oil rig and leased the Noble Discoverer drillship. At inception, the project was led by Pete Slaiby, a Shell executive who had previously worked in the North Sea. However, after the purchase of a second offshore lease in 2008, Shell only commenced drilling work in 2012, due to the refurbishment of rigs, permit delays from the relevant authorities and lawsuits. The plans to drill in the Arctic led to protests from environmental groups, particularly Greenpeace; furthermore, analysts in the energy field, as well as related industries, also expressed skepticism due to perceptions that drilling in the region is "too dangerous because of harsh conditions and remote locations".
Further problems hampered the Arctic project after the commencement of drilling in 2012, as Shell dealt with a series of issues that involved air permits, Coast Guard certification of a marine vessel and severe damage to essential oil-spill equipment. Additionally, difficult weather conditions resulted in the delay of drilling during mid-2012 and the already dire situation was exacerbated by the "Kulluk" incident at the end of the year. Royal Dutch Shell had invested nearly US$5 billion by this stage of the project.
As the Kulluk oil rig was being towed to the American state of Washington to be serviced in preparation for the 2013 drilling season, a winter storm on 27 December 2012 caused the towing crews, as well as the rescue service, to lose control of the situation. As of 1 January 2013, the Kulluk was grounded off the coast Sitkalidak Island, near the eastern end of Kodiak Island. Following the accident, a Fortune magazine contacted Larry McKinney, the executive director at the Harte Research Institute for Gulf of Mexico Studies at Texas A&M, and he explained that "A two-month delay in the Arctic is not a two-month delay ... A two-month delay could wipe out the entire drilling season."
It was unclear if Shell would recommence drilling in mid-2013, following the "Kulluk" incident and, in February 2013, the corporation stated that it would "pause" its closely watched drilling project off the Alaskan coast in 2013, and will instead prepare for future exploration. In January 2014, the corporation announced the extension of the suspension of its drilling program in the Arctic, with chief executive van Beurden explaining that the project is "under review" due to both market and internal issues.
In the 1990s, protesters criticised the company's environmental record, particularly the possible pollution caused by the proposed disposal of the Brent Spar platform into the North Sea. Despite support from the UK government, Shell reversed the decision under public pressure but maintained that sinking the platform would have been environmentally better. Shell subsequently published an unequivocal commitment to sustainable development, supported by executive speeches reinforcing this commitment.
In the beginning of 1996, several human rights groups brought cases to hold Shell accountable for alleged human rights violations in Nigeria, including summary execution, crimes against humanity, torture, inhumane treatment and arbitrary arrest and detention. In particular, Shell stood accused of collaborating in the execution of Ken Saro-Wiwa and eight other leaders of the Ogoni tribe of southern Nigeria, who were hanged in 1995 by Nigeria's then military rulers. The lawsuits were brought against Royal Dutch Shell and Brian Anderson, the head of its Nigerian operation. In 2009, Shell agreed to pay $15.5m in a legal settlement. Shell has not accepted any liability over the allegations against it.
In 2010, a leaked cable revealed that Shell claims to have inserted staff into all the main ministries of the Nigerian government and know "everything that was being done in those ministries", according to Shell's top executive in Nigeria. The same executive also boasted that the Nigerian government had forgotten about the extent of Shell's infiltration. Documents released in 2009 (but not used in the court case) reveal that Shell regularly made payments to the Nigerian military in order to prevent protests.
On 16 March 2012, 52 Greenpeace activists from five different countries boarded Fennica and Nordica, multipurpose icebreakers chartered to support Shell's drilling rigs near Alaska. Around the same time period, a reporter for Fortune magazine spoke with Edward Itta, an Inupiat Eskimo leader and the former mayor of the North Slope Borough, who expressed that he was conflicted about Shell's plans in the Arctic, as he was very concerned that an oil spill could destroy the Inupiat Eskimo's hunting-and-fishing culture, but his borough also received major tax revenue from oil and gas production; additionally, further revenue from energy activity was considered crucial to the future of the living standard in Itta's community.
In response, Shell filed lawsuits to seek injunctions from possible protests, and Benjamin Jealous of the NAACP and Radford argued that the legal action was "trampling American's rights." According to Greenpeace, Shell lodged a request with Google to ban video footage of a Greenpeace protest action that occurred at the Shell-sponsored Formula One (F1) Belgian Grand Prix on 25 August 2013, in which "SaveTheArctic.org" banners appear at the winners' podium ceremony. In the video, the banners rise up automatically—activists controlled their appearance with the use of four radio car antennas—revealing the website URL, alongside an image that consists of half of a polar bear's head and half of the Shell logo.
Mammals include the largest animals on the planet, the rorquals and other large whales, as well as some of the most intelligent, such as elephants, primates, including humans, and cetaceans. The basic body type is a four-legged land-borne animal, but some mammals are adapted for life at sea, in the air, in trees, or on two legs. The largest group of mammals, the placentals, have a placenta, which enables feeding the fetus during gestation. Mammals range in size from the 30–40 mm (1.2–1.6 in) bumblebee bat to the 33-meter (108 ft) blue whale.
The word "mammal" is modern, from the scientific name Mammalia coined by Carl Linnaeus in 1758, derived from the Latin mamma ("teat, pap"). All female mammals nurse their young with milk, which is secreted from special glands, the mammary glands. According to Mammal Species of the World, 5,416 species were known in 2006. These were grouped in 1,229 genera, 153 families and 29 orders. In 2008 the IUCN completed a five-year, 1,700-scientist Global Mammal Assessment for its IUCN Red List, which counted 5,488 accepted species.
Except for the five species of monotremes (egg-laying mammals), all modern mammals give birth to live young. Most mammals, including the six most species-rich orders, belong to the placental group. The three largest orders in numbers, are first Rodentia: mice, rats, porcupines, beavers, capybaras, and other gnawing mammals; then Chiroptera: bats; and then Soricomorpha: shrews, moles and solenodons. The next three orders, depending on the biological classification scheme used, are the Primates including the humans; the Cetartiodactyla including the whales and the even-toed hoofed mammals; and the Carnivora, that is, cats, dogs, weasels, bears, seals, and their relatives.
The early synapsid mammalian ancestors were sphenacodont pelycosaurs, a group that produced the non-mammalian Dimetrodon. At the end of the Carboniferous period, this group diverged from the sauropsid line that led to today's reptiles and birds. The line following the stem group Sphenacodontia split-off several diverse groups of non-mammalian synapsids—sometimes referred to as mammal-like reptiles—before giving rise to the proto-mammals (Therapsida) in the early Mesozoic era. The modern mammalian orders arose in the Paleogene and Neogene periods of the Cenozoic era, after the extinction of the non-avian dinosaurs 66 million years ago.
In an influential 1988 paper, Timothy Rowe defined Mammalia phylogenetically as the crown group mammals, the clade consisting of the most recent common ancestor of living monotremes (echidnas and platypuses) and therian mammals (marsupials and placentals) and all descendants of that ancestor. Since this ancestor lived in the Jurassic period, Rowe's definition excludes all animals from the earlier Triassic, despite the fact that Triassic fossils in the Haramiyida have been referred to the Mammalia since the mid-19th century.
If Mammalia is considered as the crown group, its origin can be roughly dated as the first known appearance of animals more closely related to some extant mammals than to others. Ambondro is more closely related to monotremes than to therian mammals while Amphilestes and Amphitherium are more closely related to the therians; as fossils of all three genera are dated about 167 million years ago in the Middle Jurassic, this is a reasonable estimate for the appearance of the crown group. The earliest known synapsid satisfying Kemp's definitions is Tikitherium, dated 225 Ma, so the appearance of mammals in this broader sense can be given this Late Triassic date. In any case, the temporal range of the group extends to the present day.
George Gaylord Simpson's "Principles of Classification and a Classification of Mammals" (AMNH Bulletin v. 85, 1945) was the original source for the taxonomy listed here. Simpson laid out a systematics of mammal origins and relationships that was universally taught until the end of the 20th century. Since Simpson's classification, the paleontological record has been recalibrated, and the intervening years have seen much debate and progress concerning the theoretical underpinnings of systematization itself, partly through the new concept of cladistics. Though field work gradually made Simpson's classification outdated, it remained the closest thing to an official classification of mammals.
In 1997, the mammals were comprehensively revised by Malcolm C. McKenna and Susan K. Bell, which has resulted in the McKenna/Bell classification. Their 1997 book, Classification of Mammals above the Species Level, is the most comprehensive work to date on the systematics, relationships, and occurrences of all mammal taxa, living and extinct, down through the rank of genus, though recent molecular genetic data challenge several of the higher level groupings. The authors worked together as paleontologists at the American Museum of Natural History, New York. McKenna inherited the project from Simpson and, with Bell, constructed a completely updated hierarchical system, covering living and extinct taxa that reflects the historical genealogy of Mammalia.
Molecular studies based on DNA analysis have suggested new relationships among mammal families over the last few years. Most of these findings have been independently validated by retrotransposon presence/absence data. Classification systems based on molecular studies reveal three major groups or lineages of placental mammals- Afrotheria, Xenarthra, and Boreoeutheria- which diverged from early common ancestors in the Cretaceous. The relationships between these three lineages is contentious, and all three possible different hypotheses have been proposed with respect to which group is basal with respect to other placentals. These hypotheses are Atlantogenata (basal Boreoeutheria), Epitheria (basal Xenarthra), and Exafroplacentalia (basal Afrotheria). Boreoeutheria in turn contains two major lineages- Euarchontoglires and Laurasiatheria.
The first amniotes apparently arose in the Late Carboniferous. They descended from earlier reptiliomorph amphibious tetrapods, which lived on land that was already inhabited by insects and other invertebrates as well as by ferns, mosses and other plants. Within a few million years, two important amniote lineages became distinct: the synapsids, which would later include the common ancestor of the mammals; and the sauropsids, which would eventually come to include turtles, lizards, snakes, crocodilians, dinosaurs and birds. Synapsids have a single hole (temporal fenestra) low on each side of the skull.
Therapsids descended from pelycosaurs in the Middle Permian, about 265 million years ago, and became the dominant land vertebrates. They differ from basal eupelycosaurs in several features of the skull and jaws, including: larger temporal fenestrae and incisors which are equal in size. The therapsid lineage leading to mammals went through a series of stages, beginning with animals that were very like their pelycosaur ancestors and ending with probainognathian cynodonts, some of which could easily be mistaken for mammals. Those stages were characterized by:
The Permian–Triassic extinction event, which was a prolonged event due to the accumulation of several extinction pulses, ended the dominance of the carnivores among the therapsids. In the early Triassic, all the medium to large land carnivore niches were taken over by archosaurs which, over an extended period of time (35 million years), came to include the crocodylomorphs, the pterosaurs, and the dinosaurs. By the Jurassic, the dinosaurs had come to dominate the large terrestrial herbivore niches as well.
The oldest known fossil among the Eutheria ("true beasts") is the small shrewlike Juramaia sinensis, or "Jurassic mother from China", dated to 160 million years ago in the Late Jurassic. A later eutherian, Eomaia, dated to 125 million years ago in the Early Cretaceous, possessed some features in common with the marsupials but not with the placentals, evidence that these features were present in the last common ancestor of the two groups but were later lost in the placental lineage. In particular:
Recent molecular phylogenetic studies suggest that most placental orders diverged about 100 to 85 million years ago and that modern families appeared in the period from the late Eocene through the Miocene. But paleontologists object that no placental fossils have been found from before the end of the Cretaceous. The earliest undisputed fossils of placentals come from the early Paleocene, after the extinction of the dinosaurs. In particular, scientists have recently identified an early Paleocene animal named Protungulatum donnae as one of the first placental mammals. The earliest known ancestor of primates is Archicebus achilles from around 55 million years ago. This tiny primate weighed 20–30 grams (0.7–1.1 ounce) and could fit within a human palm.
The earliest clear evidence of hair or fur is in fossils of Castorocauda, from 164 million years ago in the Middle Jurassic. In the 1950s, it was suggested that the foramina (passages) in the maxillae and premaxillae (bones in the front of the upper jaw) of cynodonts were channels which supplied blood vessels and nerves to vibrissae (whiskers) and so were evidence of hair or fur; it was soon pointed out, however, that foramina do not necessarily show that an animal had vibrissae, as the modern lizard Tupinambis has foramina that are almost identical to those found in the nonmammalian cynodont Thrinaxodon. Popular sources, nevertheless, continue to attribute whiskers to Thrinaxodon.
When endothermy first appeared in the evolution of mammals is uncertain. Modern monotremes have lower body temperatures and more variable metabolic rates than marsupials and placentals, but there is evidence that some of their ancestors, perhaps including ancestors of the therians, may have had body temperatures like those of modern therians. Some of the evidence found so far suggests that Triassic cynodonts had fairly high metabolic rates, but it is not conclusive. For small animals, an insulative covering like fur is necessary for the maintenance of a high and stable body temperature.
Breathing is largely driven by the muscular diaphragm, which divides the thorax from the abdominal cavity, forming a dome with its convexity towards the thorax. Contraction of the diaphragm flattens the dome, increasing the volume of the cavity in which the lung is enclosed. Air enters through the oral and nasal cavities; it flows through the larynx, trachea and bronchi and expands the alveoli. Relaxation of the diaphragm has the opposite effect, passively recoiling during normal breathing. During exercise, the abdominal wall contracts, increasing visceral pressure on the diaphragm, thus forcing the air out more quickly and forcefully. The rib cage itself also is able to expand and contract the thoracic cavity to some degree, through the action of other respiratory and accessory respiratory muscles. As a result, air is sucked into or expelled out of the lungs, always moving down its pressure gradient. This type of lung is known as a bellows lung as it resembles a blacksmith's bellows. Mammals take oxygen into their lungs, and discard carbon dioxide.
The epidermis is typically 10 to 30 cells thick; its main function is to provide a waterproof layer. Its outermost cells are constantly lost; its bottommost cells are constantly dividing and pushing upward. The middle layer, the dermis, is 15 to 40 times thicker than the epidermis. The dermis is made up of many components, such as bony structures and blood vessels. The hypodermis is made up of adipose tissue. Its job is to store lipids, and to provide cushioning and insulation. The thickness of this layer varies widely from species to species.
Mammalian hair, also known as pelage, can vary in color between populations, organisms within a population, and even on the individual organism. Light-dark color variation is common in the mammalian taxa. Sometimes, this color variation is determined by age variation, however, in other cases, it is determined by other factors. Selective pressures, such as ecological interactions with other populations or environmental conditions, often lead to the variation in mammalian coloration. These selective pressures favor certain colors in order to increase survival. Camouflage is thought to be a major selection pressure shaping coloration in mammals, although there is also evidence that sexual selection, communication, and physiological processes may influence the evolution of coloration as well. Camouflage is the most predominant mechanism for color variation, as it aids in the concealment of the organisms from predators or from their prey. Coat color can also be for intraspecies communication such as warning members of their species about predators, indicating health for reproductive purposes, communicating between mother and young, and intimidating predators. Studies have shown that in some cases, differences in female and male coat color could indicate information nutrition and hormone levels, which are important in the mate selection process. One final mechanism for coat color variation is physiological response purposes, such as temperature regulation in tropical or arctic environments. Although much has been observed about color variation, much of the genetic that link coat color to genes is still unknown. The genetic sites where pigmentation genes are found are known to affect phenotype by: 1) altering the spatial distribution of pigmentation of the hairs, and 2) altering the density and distribution of the hairs. Quantitative trait mapping is being used to better understand the distribution of loci responsible for pigmentation variation. However, although the genetic sites are known, there is still much to learn about how these genes are expressed.
Most mammals are viviparous, giving birth to live young. However, the five species of monotreme, the platypuses and the echidnas, lay eggs. The monotremes have a sex determination system different from that of most other mammals. In particular, the sex chromosomes of a platypus are more like those of a chicken than those of a therian mammal. Like marsupials and most other mammals, monotreme young are larval and fetus-like, as the presence of epipubic bones prevents the expansion of the torso, forcing them to produce small young.
Viviparous mammals are in the subclass Theria; those living today are in the marsupial and placental infraclasses. A marsupial has a short gestation period, typically shorter than its estrous cycle, and gives birth to an undeveloped newborn that then undergoes further development; in many species, this takes place within a pouch-like sac, the marsupium, located in the front of the mother's abdomen. This is the plesyomorphic condition among viviparous mammals; the presence of epipubic bones in all non-placental mammals prevents the expansion of the torso needed for full pregnancy. Even non-placental eutherians probably reproduced this way.
In intelligent mammals, such as primates, the cerebrum is larger relative to the rest of the brain. Intelligence itself is not easy to define, but indications of intelligence include the ability to learn, matched with behavioral flexibility. Rats, for example, are considered to be highly intelligent, as they can learn and perform new tasks, an ability that may be important when they first colonize a fresh habitat. In some mammals, food gathering appears to be related to intelligence: a deer feeding on plants has a brain smaller than a cat, which must think to outwit its prey.
To maintain a high constant body temperature is energy expensive – mammals therefore need a nutritious and plentiful diet. While the earliest mammals were probably predators, different species have since adapted to meet their dietary requirements in a variety of ways. Some eat other animals – this is a carnivorous diet (and includes insectivorous diets). Other mammals, called herbivores, eat plants. A herbivorous diet includes subtypes such as fruit-eating and grass-eating. An omnivore eats both prey and plants. Carnivorous mammals have a simple digestive tract, because the proteins, lipids, and minerals found in meat require little in the way of specialized digestion. Plants, on the other hand, contain complex carbohydrates, such as cellulose. The digestive tract of an herbivore is therefore host to bacteria that ferment these substances, and make them available for digestion. The bacteria are either housed in the multichambered stomach or in a large cecum. The size of an animal is also a factor in determining diet type. Since small mammals have a high ratio of heat-losing surface area to heat-generating volume, they tend to have high energy requirements and a high metabolic rate. Mammals that weigh less than about 18 oz (500 g) are mostly insectivorous because they cannot tolerate the slow, complex digestive process of a herbivore. Larger animals, on the other hand, generate more heat and less of this heat is lost. They can therefore tolerate either a slower collection process (those that prey on larger vertebrates) or a slower digestive process (herbivores). Furthermore, mammals that weigh more than 18 oz (500 g) usually cannot collect enough insects during their waking hours to sustain themselves. The only large insectivorous mammals are those that feed on huge colonies of insects (ants or termites).
The deliberate or accidental hybridising of two or more species of closely related animals through captive breeding is a human activity which has been in existence for millennia and has grown in recent times for economic purposes. The number of successful interspecific mammalian hybrids is relatively small, although it has come to be known that there is a significant number of naturally occurring hybrids between forms or regional varieties of a single species.[citation needed] These may form zones of gradation known as clines. Indeed, the distinction between some hitherto distinct species can become clouded once it can be shown that they may not only breed but produce fertile offspring. Some hybrid animals exhibit greater strength and resilience than either parent. This is known as hybrid vigor. The existence of the mule (donkey sire; horse dam) being used widely as a hardy draught animal throughout ancient and modern history is testament to this. Other well known examples are the lion/tiger hybrid, the liger, which is by far the largest big cat and sometimes used in circuses; and cattle hybrids such as between European and Indian domestic cattle or between domestic cattle and American bison, which are used in the meat industry and marketed as Beefalo. There is some speculation that the donkey itself may be the result of an ancient hybridisation between two wild ass species or sub-species. Hybrid animals are normally infertile partly because their parents usually have slightly different numbers of chromosomes, resulting in unpaired chromosomes in their cells, which prevents division of sex cells and the gonads from operating correctly, particularly in males. There are exceptions to this rule, especially if the speciation process was relatively recent or incomplete as is the case with many cattle and dog species. Normally behavior traits, natural hostility, natural ranges and breeding cycle differences maintain the separateness of closely related species and prevent natural hybridisation. However, the widespread disturbances to natural animal behaviours and range caused by human activity, cities, dumping grounds with food, agriculture, fencing, roads and so on do force animals together which would not normally breed. Clear examples exist between the various sub-species of grey wolf, coyote and domestic dog in North America. As many birds and mammals imprint on their mother and immediate family from infancy, a practice used by animal hybridizers is to foster a planned parent in a hybridization program with the same species as the one with which they are planned to mate.
Soon after the defeat of the Spanish Armada in 1588, London merchants presented a petition to Queen Elizabeth I for permission to sail to the Indian Ocean. The permission was granted, and despite the defeat of the English Armada in 1589, on 10 April 1591 three ships sailed from Torbay around the Cape of Good Hope to the Arabian Sea on one of the earliest English overseas Indian expeditions. One of them, Edward Bonventure, then sailed around Cape Comorin and on to the Malay Peninsula and subsequently returned to England in 1594.
This time they succeeded, and on 31 December 1600, the Queen granted a Royal Charter to "George, Earl of Cumberland, and 215 Knights, Aldermen, and Burgesses" under the name, Governor and Company of Merchants of London trading with the East Indies. For a period of fifteen years the charter awarded the newly formed company a monopoly on trade with all countries east of the Cape of Good Hope and west of the Straits of Magellan. Sir James Lancaster commanded the first East India Company voyage in 1601 and returned in 1603. and in March 1604 Sir Henry Middleton commanded the second voyage. General William Keeling, a captain during the second voyage, led the third voyage from 1607 to 1610.
In the next two years, the company established its first factory in south India in the town of Machilipatnam on the Coromandel Coast of the Bay of Bengal. The high profits reported by the company after landing in India initially prompted King James I to grant subsidiary licences to other trading companies in England. But in 1609 he renewed the charter given to the company for an indefinite period, including a clause that specified that the charter would cease to be in force if the trade turned unprofitable for three consecutive years.
The company, which benefited from the imperial patronage, soon expanded its commercial trading operations, eclipsing the Portuguese Estado da Índia, which had established bases in Goa, Chittagong, and Bombay, which Portugal later ceded to England as part of the dowry of Catherine de Braganza. The East India Company also launched a joint attack with the Dutch United East India Company on Portuguese and Spanish ships off the coast of China, which helped secure their ports in China. The company established trading posts in Surat (1619), Madras (1639), Bombay (1668), and Calcutta (1690). By 1647, the company had 23 factories, each under the command of a factor or master merchant and governor if so chosen, and 90 employees in India. The major factories became the walled forts of Fort William in Bengal, Fort St George in Madras, and Bombay Castle.
In 1634, the Mughal emperor extended his hospitality to the English traders to the region of Bengal, and in 1717 completely waived customs duties for the trade. The company's mainstay businesses were by then cotton, silk, indigo dye, saltpetre, and tea. The Dutch were aggressive competitors and had meanwhile expanded their monopoly of the spice trade in the Malaccan straits by ousting the Portuguese in 1640–41. With reduced Portuguese and Spanish influence in the region, the EIC and Dutch East India Company (VOC) entered a period of intense competition, resulting in the Anglo-Dutch Wars of the 17th and 18th centuries.
In September 1695, Captain Henry Every, an English pirate on board the Fancy, reached the Straits of Bab-el-Mandeb, where he teamed up with five other pirate captains to make an attack on the Indian fleet making the annual voyage to Mocha. The Mughal convoy included the treasure-laden Ganj-i-Sawai, reported to be the greatest in the Mughal fleet and the largest ship operational in the Indian Ocean, and its escort, the Fateh Muhammed. They were spotted passing the straits en route to Surat. The pirates gave chase and caught up with Fateh Muhammed some days later, and meeting little resistance, took some £50,000 to £60,000 worth of treasure.
Every continued in pursuit and managed to overhaul Ganj-i-Sawai, which resisted strongly before eventually striking. Ganj-i-Sawai carried enormous wealth and, according to contemporary East India Company sources, was carrying a relative of the Grand Mughal, though there is no evidence to suggest that it was his daughter and her retinue. The loot from the Ganj-i-Sawai had a total value between £325,000 and £600,000, including 500,000 gold and silver pieces, and has become known as the richest ship ever taken by pirates.
When the news arrived in England it caused an outcry. In response, a combined bounty of £1,000 was offered for Every's capture by the Privy Council and East India Company, leading to the first worldwide manhunt in recorded history. The plunder of Aurangzeb's treasure ship had serious consequences for the English East India Company. The furious Mughal Emperor Aurangzeb ordered Sidi Yaqub and Nawab Daud Khan to attack and close four of the company's factories in India and imprison their officers, who were almost lynched by a mob of angry Mughals, blaming them for their countryman's depredations, and threatened to put an end to all English trading in India. To appease Emperor Aurangzeb and particularly his Grand Vizier Asad Khan, Parliament exempted Every from all of the Acts of Grace (pardons) and amnesties it would subsequently issue to other pirates.
This allowed any English firm to trade with India, unless specifically prohibited by act of parliament, thereby annulling the charter that had been in force for almost 100 years. By an act that was passed in 1698, a new "parallel" East India Company (officially titled the English Company Trading to the East Indies) was floated under a state-backed indemnity of £2 million. The powerful stockholders of the old company quickly subscribed a sum of £315,000 in the new concern, and dominated the new body. The two companies wrestled with each other for some time, both in England and in India, for a dominant share of the trade.
In the following decades there was a constant battle between the company lobby and the Parliament. The company sought a permanent establishment, while the Parliament would not willingly allow it greater autonomy and so relinquish the opportunity to exploit the company's profits. In 1712, another act renewed the status of the company, though the debts were repaid. By 1720, 15% of British imports were from India, almost all passing through the company, which reasserted the influence of the company lobby. The licence was prolonged until 1766 by yet another act in 1730.
At this time, Britain and France became bitter rivals. Frequent skirmishes between them took place for control of colonial possessions. In 1742, fearing the monetary consequences of a war, the British government agreed to extend the deadline for the licensed exclusive trade by the company in India until 1783, in return for a further loan of £1 million. Between 1756 and 1763, the Seven Years' War diverted the state's attention towards consolidation and defence of its territorial possessions in Europe and its colonies in North America.
With the advent of the Industrial Revolution, Britain surged ahead of its European rivals. Demand for Indian commodities was boosted by the need to sustain the troops and the economy during the war, and by the increased availability of raw materials and efficient methods of production. As home to the revolution, Britain experienced higher standards of living. Its spiralling cycle of prosperity, demand and production had a profound influence on overseas trade. The company became the single largest player in the British global market. William Henry Pyne notes in his book The Microcosm of London (1808) that:
Outstanding debts were also agreed and the company permitted to export 250 tons of saltpetre. Again in 1673, Banks successfully negotiated another contract for 700 tons of saltpetre at £37,000 between the king and the company. So urgent was the need to supply the armed forces in the United Kingdom, America and elsewhere that the authorities sometimes turned a blind eye on the untaxed sales. One governor of the company was even reported as saying in 1864 that he would rather have the saltpetre made than the tax on salt.
By the Treaty of Paris (1763), France regained the five establishments captured by the British during the war (Pondichéry, Mahe, Karikal, Yanam and Chandernagar) but was prevented from erecting fortifications and keeping troops in Bengal (art. XI). Elsewhere in India, the French were to remain a military threat, particularly during the War of American Independence, and up to the capture of Pondichéry in 1793 at the outset of the French Revolutionary Wars without any military presence. Although these small outposts remained French possessions for the next two hundred years, French ambitions on Indian territories were effectively laid to rest, thus eliminating a major source of economic competition for the company.
In its first century and half, the EIC used a few hundred soldiers as guards. The great expansion came after 1750, when it had 3000 regular troops. By 1763, it had 26,000; by 1778, it had 67,000. It recruited largely Indian troops, and trained them along European lines. The company, fresh from a colossal victory, and with the backing of its own private well-disciplined and experienced army, was able to assert its interests in the Carnatic region from its base at Madras and in Bengal from Calcutta, without facing any further obstacles from other colonial powers.
With the gradual weakening of the Marathas in the aftermath of the three Anglo-Maratha wars, the British also secured the Ganges-Jumna Doab, the Delhi-Agra region, parts of Bundelkhand, Broach, some districts of Gujarat, the fort of Ahmmadnagar, province of Cuttack (which included Mughalbandi/the coastal part of Odisha, Garjat/the princely states of Odisha, Balasore Port, parts of Midnapore district of West Bengal), Bombay (Mumbai) and the surrounding areas, leading to a formal end of the Maratha empire and firm establishment of the British East India Company in India.
Within the Army, British officers who initially trained at the company's own academy at the Addiscombe Military Seminary, always outranked Indians, no matter how long their service. The highest rank to which an Indian soldier could aspire was Subadar-Major (or Rissaldar-Major in cavalry units), effectively a senior subaltern equivalent. Promotion for both British and Indian soldiers was strictly by seniority, so Indian soldiers rarely reached the commissioned ranks of Jamadar or Subadar before they were middle aged at best. They received no training in administration or leadership to make them independent of their British officers.
In 1838 with the amount of smuggled opium entering China approaching 1,400 tons a year, the Chinese imposed a death penalty for opium smuggling and sent a Special Imperial Commissioner, Lin Zexu, to curb smuggling. This resulted in the First Opium War (1839–42). After the war Hong Kong island was ceded to Britain under the Treaty of Nanking and the Chinese market opened to the opium traders of Britain and other nations. The Jardines and Apcar and Company dominated the trade, although P&O also tried to take a share. A Second Opium War fought by Britain and France against China lasted from 1856 until 1860 and led to the Treaty of Tientsin, which legalised the importation of opium. Legalisation stimulated domestic Chinese opium production and increased the importation of opium from Turkey and Persia. This increased competition for the Chinese market led to India reducing its opium output and diversifying its exports.
Despite stiff resistance from the East India lobby in parliament and from the Company's shareholders, the Act passed. It introduced substantial governmental control and allowed British India to be formally under the control of the Crown, but leased back to the Company at £40,000 for two years. Under the Act's most important provision, a governing Council composed of five members was created in Calcutta. The three members nominated by Parliament and representing the Government's interest could, and invariably would, outvote the two Company members. The Council was headed by Warren Hastings, the incumbent Governor, who became the first Governor-General of Bengal, with an ill-defined authority over the Bombay and Madras Presidencies. His nomination, made by the Court of Directors, would in future be subject to the approval of a Council of Four appointed by the Crown. Initially, the Council consisted of Lt. General Sir John Clavering, The Honourable Sir George Monson, Sir Richard Barwell, and Sir Philip Francis.
Hastings was entrusted with the power of peace and war. British judges and magistrates would also be sent to India to administer the legal system. The Governor General and the council would have complete legislative powers. The company was allowed to maintain its virtual monopoly over trade in exchange for the biennial sum and was obligated to export a minimum quantity of goods yearly to Britain. The costs of administration were to be met by the company. The Company initially welcomed these provisions, but the annual burden of the payment contributed to the steady decline of its finances.
Pitt's Act was deemed a failure because it quickly became apparent that the boundaries between government control and the company's powers were nebulous and highly subjective. The government felt obliged to respond to humanitarian calls for better treatment of local peoples in British-occupied territories. Edmund Burke, a former East India Company shareholder and diplomat, was moved to address the situation and introduced a new Regulating Bill in 1783. The bill was defeated amid lobbying by company loyalists and accusations of nepotism in the bill's recommendations for the appointment of councillors.
This Act clearly demarcated borders between the Crown and the Company. After this point, the Company functioned as a regularised subsidiary of the Crown, with greater accountability for its actions and reached a stable stage of expansion and consolidation. Having temporarily achieved a state of truce with the Crown, the Company continued to expand its influence to nearby territories through threats and coercive actions. By the middle of the 19th century, the Company's rule extended across most of India, Burma, Malaya, Singapore, and British Hong Kong, and a fifth of the world's population was under its trading influence. In addition, Penang, one of the states in Malaya, became the fourth most important settlement, a presidency, of the Company's Indian territories.
The aggressive policies of Lord Wellesley and the Marquis of Hastings led to the Company gaining control of all India (except for the Punjab and Sindh), and some part of the then kingdom of Nepal under the Sugauli Treaty. The Indian Princes had become vassals of the Company. But the expense of wars leading to the total control of India strained the Company's finances. The Company was forced to petition Parliament for assistance. This was the background to the Charter Act of 1813 which, among other things:
The Company's headquarters in London, from which much of India was governed, was East India House in Leadenhall Street. After occupying premises in Philpot Lane from 1600 to 1621; in Crosby House, Bishopsgate, from 1621 to 1638; and in Leadenhall Street from 1638 to 1648, the Company moved into Craven House, an Elizabethan mansion in Leadenhall Street. The building had become known as East India House by 1661. It was completely rebuilt and enlarged in 1726–9; and further significantly remodelled and expanded in 1796–1800. It was finally vacated in 1860 and demolished in 1861–62. The site is now occupied by the Lloyd's building.
In 1803, an Act of Parliament, promoted by the East India Company, established the East India Dock Company, with the aim of establishing a new set of docks (the East India Docks) primarily for the use of ships trading with India. The existing Brunswick Dock, part of the Blackwall Yard site, became the Export Dock; while a new Import Dock was built to the north. In 1838 the East India Dock Company merged with the West India Dock Company. The docks were taken over by the Port of London Authority in 1909, and closed in 1967.
From the period of 1600, the canton consisted of a St George's Cross representing the Kingdom of England. With the Acts of Union 1707, the canton was updated to be the new Union Flag—consisting of an English St George's Cross combined with a Scottish St Andrew's cross—representing the Kingdom of Great Britain. After the Acts of Union 1800 that joined Ireland with Great Britain to form the United Kingdom, the canton of the East India Company flag was altered accordingly to include a Saint Patrick's Saltire replicating the updated Union Flag representing the United Kingdom of Great Britain and Ireland.
"Azure, three ships with three masts, rigged and under full sail, the sails, pennants and ensigns Argent, each charged with a cross Gules; on a chief of the second a pale quarterly Azure and Gules, on the 1st and 4th a fleur-de-lis or, on the 2nd and 3rd a leopard or, between two roses Gules seeded Or barbed Vert." The shield had as a crest: "A sphere without a frame, bounded with the Zodiac in bend Or, between two pennants flottant Argent, each charged with a cross Gules, over the sphere the words DEUS INDICAT" (Latin: God Indicates). The supporters were two sea lions (lions with fishes' tails) and the motto was DEO DUCENTE NIL NOCET (Latin: Where God Leads, Nothing Hurts).
The East India Company's arms, granted in 1698, were: "Argent a cross Gules; in the dexter chief quarter an escutcheon of the arms of France and England quarterly, the shield ornamentally and regally crowned Or." The crest was: "A lion rampant guardant Or holding between the forepaws a regal crown proper." The supporters were: "Two lions rampant guardant Or, each supporting a banner erect Argent, charged with a cross Gules." The motto was AUSPICIO REGIS ET SENATUS ANGLIÆ (Latin: By right of the King and the Senate of England).
During the period of the Napoleonic Wars, the East India Company arranged for letters of marque for its vessels such as the Lord Nelson. This was not so that they could carry cannon to fend off warships, privateers and pirates on their voyages to India and China (that they could do without permission) but so that, should they have the opportunity to take a prize, they could do so without being guilty of piracy. Similarly, the Earl of Mornington, an East India Company packet ship of only six guns, also sailed under a letter of marque.
At the Battle of Pulo Aura, which was probably the company's most notable naval victory, Nathaniel Dance, Commodore of a convoy of Indiamen and sailing aboard the Warley, led several Indiamen in a skirmish with a French squadron, driving them off. Some six years earlier, on 28 January 1797, five Indiamen, the Woodford, under Captain Charles Lennox, the Taunton-Castle, Captain Edward Studd, Canton, Captain Abel Vyvyan, and Boddam, Captain George Palmer, and Ocean, Captain John Christian Lochner, had encountered Admiral de Sercey and his squadron of frigates. On this occasion the Indiamen also succeeded in bluffing their way to safety, and without any shots even being fired. Lastly, on 15 June 1795, the General Goddard played a large role in the capture of seven Dutch East Indiamen off St Helena.
Unlike all other British Government records, the records from the East India Company (and its successor the India Office) are not in The National Archives at Kew, London, but are held by the British Library in London as part of the Asia, Pacific and Africa Collections. The catalogue is searchable online in the Access to Archives catalogues. Many of the East India Company records are freely available online under an agreement that the Families in British India Society has with the British Library. Published catalogues exist of East India Company ships' journals and logs, 1600–1834; and of some of the Company's daughter institutions, including the East India Company College, Haileybury, and Addiscombe Military Seminary.
Hokkien /hɒˈkiɛn/ (traditional Chinese: 福建話; simplified Chinese: 福建话; pinyin: Fújiànhuà; Pe̍h-ōe-jī: Hok-kiàn oē) or Quanzhang (Quanzhou–Zhangzhou / Chinchew–Changchew; BP: Zuánziū–Ziāngziū) is a group of mutually intelligible Min Nan Chinese dialects spoken throughout Southeast Asia, Taiwan, and by many other overseas Chinese. Hokkien originated from a dialect in southern Fujian. It is closely related to the Teochew, though mutual comprehension is difficult, and is somewhat more distantly related to Hainanese. Besides Hokkien, there are also other Min and Hakka dialects in Fujian province, most of which are not mutually intelligible with Hokkien.
The term Hokkien (福建; hɔk˥˥kɪɛn˨˩) is itself a term not used in Chinese to refer to the dialect, as it simply means Fujian province. In Chinese linguistics, these dialects are known by their classification under the Quanzhang Division (Chinese: 泉漳片; pinyin: Quánzhāng piàn) of Min Nan, which comes from the first characters of the two main Hokkien urban centers Quanzhou and Zhangzhou. The variety is also known by other terms such as the more general Min Nan (traditional Chinese: 閩南語, 閩南話; simplified Chinese: 闽南语, 闽南话; pinyin: Mǐnnányǔ, Mǐnnánhuà; Pe̍h-ōe-jī: Bân-lâm-gí,Bân-lâm-oē) or Southern Min, and Fulaohua (traditional Chinese: 福佬話; simplified Chinese: 福佬话; pinyin: Fúlǎohuà; Pe̍h-ōe-jī: Hō-ló-oē). The term Hokkien (Chinese: 福建話; Pe̍h-ōe-jī: hok-kiàn oē;Tâi-lô:Hok-kiàn-uē), on the other hand, is used commonly in South East Asia to refer to Min-nan dialects.
There are many Hokkien speakers among overseas Chinese in Southeast Asia as well as in the United States. Many ethnic Han Chinese emigrants to the region were Hoklo from southern Fujian, and brought the language to what is now Burma (Myanmar), Indonesia (the former Dutch East Indies) and present day Malaysia and Singapore (formerly Malaya and the British Straits Settlements). Many of the Hokkien dialects of this region are highly similar to Taiwanese and Amoy. Hokkien is reportedly the native language of up to 98.5% of the Chinese Filipino in the Philippines, among which is known locally as Lan-nang or Lán-lâng-oē ("Our people’s language"). Hokkien speakers form the largest group of Chinese in Singapore, Malaysia and Indonesia.[citation needed]

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