Italian battleship Leonardo da Vinci. Leonardo da Vinci (battleship). Determining the circumstances of the death
Raising the Wrecks of Gorse Joseph
COMPRESSED AIR FOR “LEONARDO DA VINCI”
Young did not long remain a monopolist in the use of compressed air in ship lifting. On the night of August 2, 1916, the Italian battleship Leonardo da Vinci was blown up by a German infernal machine planted in its artillery magazine. This huge ship, whose cost was estimated at 4 million ft. Art., capsized and sank in the Gulf of Taranto at a depth of 11 m; 249 sailors and officers went under water with him.
Divers who examined the ship underwater reported that there were two incredible holes in the hull on either side of the keel, and little remained of the decks above the aft magazines.
At first, Italian military engineers proposed building a large floating dry dock around it to raise the battleship. If water is pumped out of the buoyancy chambers of such a dock, it will float, lifting the battleship with it.
While this and similar searches were being discussed, the gun turrets and pipes of the battleship, under the influence of its enormous mass, gradually sank into the bottom sediments that lay under the capsized ship. These structures were buried in silt to a depth of 9 m, but did not go any further, because under this layer there was hard clay.
At this time, the brilliant engineer General Ferrati, who led the construction program of the Italian Navy, came to the conclusion that it was possible to raise the sunken battleship only with the help of compressed air. He and his colleague Major Gianelli (who, by the way, completed the work on raising the Leonardo da Vinci after the death of General Ferrati) used scale models of the battleship, wanting to make sure that the ship could be raised in an inverted state. The straightening of the ship was supposed to be done after it was placed in dry dock.
The rescuers' first priority, however, was to raise the battleship, but first they had to seal all the holes in the ship's hull. This work was not difficult, since the hull itself, with the exception of two huge holes in the stern, did not suffer much destruction.
Once the holes were sealed, hundreds of tons of ammunition were removed from the ship to reduce its mass. One by one, the internal compartments of the ship were sealed, and the water from them was displaced by compressed air. Airlocks were installed on the hull of the capsized ship, so that workers were able to remove various cargo from the ship, which was filled with compressed air.
Work on sealing the hull began in the spring of 1917. By November, the bow of the battleship began to gain some buoyancy. Major Gianelli now faced a new problem. The dry dock in which the Leonardo da Vinci was supposed to be placed was designed for ships with a draft of up to 12 m, but the battleship in its current state had a draft of 15 m, which meant that gun turrets, pipes and elements of superstructures would have to be removed from the ship in its upper part, deeply embedded in the silt. But it was on them that the sunken battleship rested. Therefore, rescuers were forced to carry out all the preparatory work for removing towers, pipes and the like from inside the ship. The water level in one of the towers had to be made 6 m below the level of the mud surrounding this tower.
While divers were putting patches on the inner surface of the towers, Gianelli sank four pontoons with a lifting force of 350 tons along both sides of the battleship. Calculations showed that for the ship to float, compressed air would be enough to inflate its hull, but Jiashelln did not want to take risks and ordered, just in case, to increase the lifting force of the battleship itself with eight pontoons.
With the help of dredgers, a “channel” was laid in the bottom of the bay - a fairway leading from the sunken ship to the floating dry dock.
The rise of the battleship began on September 17, 1919. It surfaced with extraordinary ease, and the next day it was possible to bring it into a submerged dry dock. After the ship was repaired in dry dock, all that remained was to turn it over. There was no place deep enough in the Gulf of Taranto to carry out such an operation, and the Italians began using dredgers to make a large depression in the center of the bay. In January 1921, Leonardo da Vinci was taken out of dry dock and towed to this recess. There were 400 tons of solid ballast on board the battleship. Gianelli ordered to gradually add 7.5 thousand tons of water ballast to the starboard compartments. The roll of the hull began to gradually increase and increased until the ship capsized and remained almost in its normal position with a slight list to starboard.
The final act of this rescue operation was the raising of the gun turrets from the thick layer of silt at the bottom of the bay. The lift was carried out using a ring pontoon with a lifting force of 1000 tons. It was flooded and placed in an underwater position above the tower that was to be lifted, attached to this tower using steel cables and, after purging the buoyancy chambers, it rose, carrying the next tower to the surface. The entire operation cost the Italians 150 thousand ft. Art.
Many ship-lifting operations of outstanding nature were carried out in other countries. Some of them were distinguished by originality of engineering solutions, courage and personal initiative. More than one book could be devoted to describing such works. But they all undoubtedly pale in comparison to the feat of one man who dared to undertake a task that his own government had refused to undertake.
This man was Ernest Frank Cox. And the task was to raise the German fleet, which was sunk in Scapa Flow on the Orkney Islands in 1919.
From the book 100 great mysteries of Russian history authorRussian roots of Leonardo da Vinci Not long ago, Professor Alessandro Vezzosi, a major expert on the work of Leonardo da Vinci, director of the Museo Ideale, in the hometown of the great artist, put forward a new hypothesis for the birth of Leonardo, which has the most immediate
From the book Who's Who in World History author Sitnikov Vitaly Pavlovich author Vyazemsky Yuri PavlovichItaly Leonardo da Vinci (1452–1519) Question 1.1 Which Russian sovereign was Leonardo da Vinci a contemporary? Question 1.2 They say that Leonardo da Vinci was at one time friends with Alessandro Botticelli, but then they separated because of some sponge. What does it have to do with it? sponge? Question 1.3Your
From the book From Leonardo da Vinci to Niels Bohr. Art and Science in Questions and Answers author Vyazemsky Yuri PavlovichLeonardo da Vinci Answer 1.1Ivan the Third, the Great.Answer 1.2Botticelli did not like landscapes. He said: “It is enough to throw a sponge filled with various colors at the wall, and it will leave a spot on this wall where a beautiful landscape will be visible. In such a spot you can see everything,
From the book The Sacred Riddle [= Holy Blood and Holy Grail] by Baigent MichaelLeonardo da Vinci Born in 1452; was closely associated with Botticelli, partly through their shared apprenticeship with Verrocchio, and had the same patrons, to which was added Ludovico Sforza, son of Francesco Sforza, a close friend of René of Anjou and one of the original members
From the book Leonardo da Vinci and the Brotherhood of Zion [Part 1] by Picknett LynnCHAPTER FIRST. THE SECRET CODE OF LEONARDO DA VINCI There is one of the most famous - immortal - works of art in the world. Leonardo da Vinci's Last Supper fresco is the only surviving painting in the refectory of the monastery of Santa Maria del Grazia. It is made on
author Wörman Karl2. The work of Leonardo da Vinci In Leonardo da Vinci (1452–1519), a fiery creative spirit, with a piercing gaze of a researcher, knowledge and skill, science and will merged into one inseparable whole. He brought the fine arts of the new century to classical perfection. How
From the book History of Art of All Times and Peoples. Volume 3 [Art of the 16th–19th centuries] author Wörman Karl3. Masterpieces of Leonardo da Vinci The second great work of Leonardo from the same initial Milanese era was his “Last Supper”, a large wall painting painted in oil paints, unfortunately preserved only in the form of a ruin, but in recent times it is tolerable
From the book 100 famous scientists author Sklyarenko Valentina MarkovnaLEONARDO DA VINCI (1452 - 1519) “... it seems to me that those sciences are empty and full of errors that are not generated by experience, the father of all certainty, and do not culminate in visual experience, that is, those sciences, the beginning, the middle or end of which does not pass through any of the five
From the book Mysteries of Russian History author Nepomnyashchiy Nikolai NikolaevichRussian roots of Leonardo da Vinci Not long ago, Professor Alessandro Vezzosi, a major expert on the work of Leonardo da Vinci, director of the Museo Ideale in the great artist’s hometown, put forward a new hypothesis for the birth of Leonardo, which is directly related to
From the book World History in Persons author Fortunatov Vladimir Valentinovich6.6.1. The all-round genius of Leonardo da Vinci Leonardo da Vinci (1452–1519) in his engineering projects was far ahead of contemporary technical thought, creating, for example, a model of an aircraft. Many branches of science and technology begin with a chapter devoted to
From the book The Road Home author Zhikarentsev Vladimir Vasilievich From the book Renaissance - the forerunner of the reformation and the era of the struggle against the Great Russian Empire author Shvetsov Mikhail ValentinovichLeonardo da Vinci “The Last Supper” (1496–1498), Santa Maria delle Grazie, Milan “This programmatic work of the Italian artist is an encrypted compendium of Christian esotericism: Jesus is a man, his brother and his beloved are hiding under the guise of apostles, and he himself is
From the book Treasures of Women Stories of Love and Creations by Kiele PeterYoung did not long remain a monopolist in the use of compressed air in ship lifting. On the night of August 2, 1916, the Italian battleship Leonardo da Vinci was blown up by a German infernal machine planted in its artillery magazine. This huge ship, whose cost was estimated at 4 million ft. Art., capsized and sank in the Gulf of Taranto at a depth of 11 m; 249 sailors and officers went under water with him.
Divers who examined the ship underwater reported that there were two incredible holes in the hull on either side of the keel, and little remained of the decks above the aft magazines. At first, Italian military engineers proposed building a large floating dry dock around it to raise the battleship. If water is pumped out of the buoyancy chambers of such a dock, it will float, lifting the battleship with it. While this and similar searches were being discussed, the gun turrets and pipes of the battleship, under the influence of its enormous mass, gradually sank into the bottom sediments that lay under the capsized ship.
These structures were buried in silt to a depth of 9 m, but did not go any further, because under this layer there was hard clay. At this time, the brilliant engineer General Ferrati, who led the construction program of the Italian Navy, came to the conclusion that it was possible to raise the sunken battleship only with the help of compressed air. He and his colleague Major Gianelli (who, by the way, completed the work on raising the Leonardo da Vinci after the death of General Ferrati) used scale models of the battleship, wanting to make sure that the ship could be raised in an inverted state. The straightening of the ship was supposed to be done after it was placed in dry dock. The rescuers' first priority, however, was to raise the battleship, but first they had to seal all the holes in the ship's hull. This work was not difficult, since the hull itself, with the exception of two huge holes in the stern, did not suffer much destruction. Once the holes were sealed, hundreds of tons of ammunition were removed from the ship to reduce its weight. One by one, the internal compartments of the ship were sealed, and the water from them was displaced by compressed air. Airlocks were installed on the hull of the capsized ship, so that workers were able to remove various cargo from the ship, which was filled with compressed air.
Work on sealing the hull began in the spring of 1917. By November, the bow of the battleship began to gain some buoyancy. Major Gianelli now faced a new problem. The dry dock in which the Leonardo da Vinci was supposed to be placed was designed for ships with a draft of up to 12 m, but the battleship in its current state had a draft of 15 m, which meant that gun turrets, pipes and elements of superstructures would have to be removed from the ship in its upper part, deeply embedded in the silt. But it was on them that the sunken battleship rested. Therefore, rescuers were forced to carry out all the preparatory work for removing towers, pipes and the like from inside the ship. The water level in one of the towers had to be made 6 m below the level of the mud surrounding this tower. While divers were putting patches on the inner surface of the towers, Gianelli sank four pontoons with a lifting force of 350 tons along both sides of the battleship. Calculations showed that for the ship to float, compressed air would be enough to inflate its hull, but Jiashelln did not want to take risks and ordered, just in case, to increase the lifting force of the battleship itself with eight pontoons. With the help of dredgers, a “channel” was laid in the bottom of the bay - a fairway leading from the sunken ship to the floating dry dock.
The rise of the battleship began on September 17, 1919. It surfaced with extraordinary ease, and the next day it was possible to bring it into a submerged dry dock. After the ship was repaired in dry dock, all that remained was to turn it over. There was no place deep enough in the Gulf of Taranto to carry out such an operation, and the Italians began using dredgers to make a large depression in the center of the bay. In January 1921, Leonardo da Vinci was taken out of dry dock and towed to this recess. There were 400 tons of solid ballast on board the battleship. Gianelli ordered to gradually add 7.5 thousand tons of water ballast to the starboard compartments. The roll of the hull began to gradually increase and increased until the ship capsized and remained almost in its normal position with a slight list to starboard. The final act of this rescue operation was the raising of the gun turrets from the thick layer of silt at the bottom of the bay.
The lift was carried out using a ring pontoon with a lifting force of 1000 tons. It was flooded and placed in an underwater position above the tower that was to be lifted, attached to this tower using steel cables and, after purging the buoyancy chambers, it rose, carrying the next tower to the surface. The entire operation cost the Italians 150 thousand ft. Art. Many ship-lifting operations of outstanding nature were carried out in other countries. Some of them were distinguished by originality of engineering solutions, courage and personal initiative. More than one book could be devoted to describing such works. But they all undoubtedly pale in comparison to the feat of one man who dared to undertake a task that his own government had refused to undertake. This man was Ernest Frank Cox. And the task was to raise the German fleet, which was sunk in Scapa Flow on the Orkney Islands in 1919.
Ernest Cox - the man who raised the German fleet from the bottom
By the time Cox set out to raise the fleet sunk in Scapa Flow, he had never in his life had to raise a single vessel to the surface, not even the most ordinary boat. He was never involved in any rescue work. Moreover, he did not have an engineering degree. His profession was the scrap metal trade, for which he received the nickname “big junk man.” Cox was born in 1883. He was not particularly keen on learning and dropped out of school at the age of 13. But even without receiving an education, he managed to quickly move forward thanks to his irrepressible energy and outstanding abilities. Having married Jenny Miller in 1907, he went to work for Overton Steel Works, which belonged to her father, and within five years was ready to organize his own company. His wife's cousin, Tommy Danks, agreed to finance the venture on the condition that Cox never require him to take a hands-on role in the new company. During the First World War, Cox and Danks carried out government orders for the supply of military equipment.
At the end of the war, Cox bought out his partner's share and, with supernatural insight, devoted himself entirely to the scrap metal trade, not yet knowing that he was already fully matured to carry out the main task of his life - the rise of the German fleet.
Scuttled FleetUnder the terms of the armistice, 74 German warships, including 11 battleships, 5 battlecruisers, 8 light cruisers and 50 torpedo boats and destroyers, were interned in the huge natural bay of Scapa Flow in the Orkney Islands. There they had to remain until noon on June 21, 1919, the moment of the official surrender of Germany. The area where the German fleet was located was patrolled by British warships, but a small crew remained on board each German ship, nominally subordinate to Rear Admiral Ludwig von Reuther. No English officer or sailor had the right to board any German ship.
On the evening of June 20, Vice Admiral Sidney Freemantle, commander of the British ships guarding the German fleet, received a message that, at the request of German representatives, the armistice was extended until noon on June 23. He decided to occupy the remaining time with torpedo exercises, and on the morning of June 21, the entire English fleet in the area went to sea, with the exception of three destroyers awaiting repairs (on one of them it was even possible to separate pairs), a mother ship, several drifters and armed minesweepers. At precisely noon on June 21, a pre-arranged signal was raised on Admiral von Reuter's flagship. Immediately, pennants were raised on all German ships, red flags fluttered, whistles blared, bells rang, and the joyful cries of several thousand German sailors rang into the air. Meanwhile, officers and foremen located in the lower rooms of the ships opened the seacocks and broke the inlet pipes of the seawater supply systems. They bent the intake valve stems so that they could not be closed, and threw the kingston handles and flywheels overboard. On destroyers moored in twos and threes to one barrel, the mooring lines were screwed to the bollards and the cotter pins of the anchor chains were riveted so that it would be impossible to disconnect the chains later.
And then, in front of the few English sailors who looked in horror at everything that was happening, the German ships began to sway from side to side like drunken ones, heel, colliding with each other, and plunge to the bottom - bow, stern, side, or turning upside down. English drifters and trawlers, opening gunfire, tried to force the Germans to close the kingstons, but they, putting on life bibs, began to jump overboard or were heading to the shore in lifeboats. Eight people were killed and five wounded. The British made an attempt to save at least a few ships, but they managed to withdraw only a few destroyers, three cruisers and one battleship to shallow waters. 50 German ships - from destroyers with a displacement of 750 tons to the battle cruiser Hindenburg with a displacement of 28 thousand tons - went under water at a depth of 20 to 30 m.
Never before in history have so many warships been sunk in one relatively small area of the sea. This record lasted until February 17, 1944, when the Americans sank 51 Japanese ships in Truk Lagoon in the Pacific Ocean. Admiral Fremantle, who urgently returned that same evening to Scapa Flow, barely containing his rage, said to von Reuther: “Honest sailors of any country would not be capable of committing such an act, with the exception, perhaps, of your people.”
At the time of the events described in England, there was an acute shortage of metal for the production of a wide variety of products - from railway rails to razor blades. It was necessary to build ships, produce agricultural machinery, cars, typewriters - in a word, everything that the country that had returned to peaceful life needed. Guns, tanks, and shell casings were melted down. In 1921, Cox beat his competitors by purchasing old battleships from the British Admiralty and then dismantling them for scrap at the Queensboro shipyard. And three years later he purchased from the English government for 20 thousand ft. Art. German floating dock. Cox himself didn’t really know what to do with the huge U-shaped colossus. He only intended to cut off a huge steel cylinder installed in the dock, 122 m long and 12 m in diameter (previously used to test the pressure hulls of German submarines) and sell it for scrap. That's what Cox did. As a result, he remained the owner of, in fact, a completely unnecessary floating dock.
Birth of an idea
Soon, having arrived in Copenhagen to negotiate with the Danish company Peterson & Albeck regarding the sale of a batch of non-ferrous metals, Cox started a conversation with the company's owners about the shortage of scrap iron. In response, Peterson half-jokingly advised him to use the same floating dock to try to raise some of the ships sunk in Scapa Flow. “I don’t suppose that you can lift battleships, but, as far as I know, there are thirty or forty destroyers lying at the bottom of the bay, and the largest of them does not displace more than a thousand tons.” And your dock can easily lift three thousand tons. Indeed? Well, why can’t he, Cox, raise battleships? For example, "Hindenburg". Twenty-eight thousand tons of metal are rusting at the bottom, waiting for someone to pick them up. And no one has yet dared to do this.
Here Cox had an idea that captivated him for many years. And if Cox took on something, he did not waste time. He spent one day in the technical library, studying relevant literature and thinking about a plan for further action. Then he went to the Admiralty and asked to sell him “as is” several destroyers lying at the bottom of Scapa Flow Bay. Admiralty officials treated Cox's request with the utmost honesty. They invited him to first personally inspect the location of the ships and, what was even more important, gave him a report on the results of the survey of Scapa Flow by the official Admiralty commission that had visited him five years earlier. “The question of raising ships completely disappears,” the report said, “and since they do not interfere with shipping, there is no point in even blowing them up. Let them lie and rust where they sank.”
The destroyers lay on the bottom around their mooring barrels in such disorderly heaps that, according to experts, raising them was associated with exorbitant costs. As for large ships, none of the existing methods was suitable for lifting them. Cox, however, was not a specialist, but a practitioner. He saw the meaning of his life in solving engineering problems, and the rise of the German fleet seemed to him simply a more complex operation in scale. In addition, the opinion of the Admiralty experts could not in any way influence his decision, if only because he never bothered to read their report.
Cox buys a fleet lying at the bottom of the sea
Cox nevertheless listened to the advice and headed to Scapa Flow to personally verify on the spot the impossibility of lifting at least one ship. He then returned to London and offered the Admiralty £24,000. Art. for 26 destroyers and two battleships. Stunned by Cox's audacity, the top brass accepted the money. Cox became the owner of the Navy. It might seem incredible, but one day spent in the library and an equally short visit to Scapa Flow was enough to outline a plan of action.
The huge floating dock, of which Cox so unexpectedly became the owner, had a lifting force of 3 thousand tons; the mass of each destroyer ranged from 750 to 1.3 thousand tons. Therefore, Cox believed, he would be able to lift two or even three destroyers with the help of a dock if for some reason they could not be disengaged under water. Only a few weeks will pass and the destroyers will be finished. The money received from their sale for scrap could be used to cut off the bow and gun turrets of the giant battle cruiser Hindenburg, which lay almost on an even keel at a depth of 18 m, and in addition on a pebble-covered bottom.
At low tide, the towers protruded completely from the water, so cutting them off using oxygen-acetylene torches would not be difficult. The money from the sale of the towers will be used to pay for the costs associated with raising the 28,000-ton Hindenburg. And when the cruiser is raised, it can be used as a giant pontoon for lifting other ships. The plan was very good - a sort of strict sequence of predetermined events. It had only one drawback, which stemmed from Cox's absolute ignorance of ship-lifting matters: the plan could not be carried out. But all this had yet to be confirmed. In the meantime, Cox had at his disposal a fleet lying at the bottom of Scapa Flow, a floating dock and a large number of anchor chains from sunken battleships, which he intended to use instead of lifting cables. He had neither specialists nor appropriate equipment.
On the island of Hoy, where Cox planned to organize the headquarters for the management and conduct of the entire operation, there were completely no workshops, warehouses, or living quarters. There was absolutely nothing there, not even electricity. The day after the purchase of the fleet was completed, Cox began hiring people. He was especially lucky with two. These were Thomas Mackenzie and Ernest McCone, who later received the nickname “the Mac couple.” They formed the main headquarters of all further operations. Having completed these matters, Cox, overriding the objections of his two assistants (much of what he did in subsequent years went against their opinions), cut off one wall of his U-shaped dock and installed a temporary patch in its place. The dock was now shaped like an inverted L. He then cut the dock halfway across and towed it 700 miles to the Orkney Islands. There the dock was pulled ashore at Mill Bay on Hoy Island and finally cut in half.
As a result, Cox had at his disposal two sections of a dry dock with a cross-section resembling an inverted letter L, 61 m long and 24.3 m wide. The walls of each section housed pumps, air compressors, generators, as well as engine and boiler rooms. There were 12 sets of lifting devices on the decks. Each such device included a block with a lifting capacity of 100 tons and a manual winch with triple gear. Each block, in turn, was connected to hoists with a lifting capacity of 100 tons, attached with bolts and massive steel plates to the dock wall. Lifting chains extended from the hoists and passed through pulley streams. The loose ends of the chains hung over the edge of the deck into the water. Two people were required to operate one winch. This is where McCone's first clash with Cox occurred. McCone demanded the purchase of steel cables with a circumference of 229 mm. Cox insisted on using old anchor chains instead of cables, since each cable would cost him 2 thousand ft. Art. In this dispute, Cox gained the upper hand, but only temporarily.
Work on sealing the hull began in the spring of 1917. By November, the bow of the battleship began to gain some buoyancy. Major Gianelli now faced a new problem. The dry dock in which the Leonardo da Vinci was supposed to be placed was designed for ships with a draft of up to 12 m, but the battleship in its current state had a draft of 15 m, which meant that gun turrets, pipes and elements of superstructures would have to be removed from the ship in its upper part, deeply embedded in the silt. But it was on them that the sunken battleship rested. Therefore, rescuers were forced to carry out all the preparatory work for removing towers, pipes and the like from inside the ship. The water level in one of the towers had to be made 6 m below the level of the mud surrounding this tower. While divers were putting patches on the inner surface of the towers, Gianelli sank four pontoons with a lifting force of 350 tons along both sides of the battleship. Calculations showed that for the ship to float, compressed air would be enough to inflate its hull, but Jiashelln did not want to take risks and ordered, just in case, to increase the lifting force of the battleship itself with eight pontoons. With the help of dredgers, a “channel” was laid in the bottom of the bay - a fairway leading from the sunken ship to the floating dry dock.
The rise of the battleship began on September 17, 1919. It surfaced with extraordinary ease, and the next day it was possible to bring it into a submerged dry dock. After the ship was repaired in dry dock, all that remained was to turn it over. There was no place deep enough in the Gulf of Taranto to carry out such an operation, and the Italians began using dredgers to make a large depression in the center of the bay. In January 1921, Leonardo da Vinci was taken out of dry dock and towed to this recess. There were 400 tons of solid ballast on board the battleship. Gianelli ordered to gradually add 7.5 thousand tons of water ballast to the starboard compartments. The roll of the hull began to gradually increase and increased until the ship capsized and remained almost in its normal position with a slight list to starboard. The final act of this rescue operation was the raising of the gun turrets from the thick layer of silt at the bottom of the bay.
The lift was carried out using a ring pontoon with a lifting force of 1000 tons. It was flooded and placed in an underwater position above the tower that was to be lifted, attached to this tower using steel cables and, after purging the buoyancy chambers, it rose, carrying the next tower to the surface. The entire operation cost the Italians 150 thousand ft. Art. Many ship-lifting operations of outstanding nature were carried out in other countries. Some of them were distinguished by originality of engineering solutions, courage and personal initiative. More than one book could be devoted to describing such works. But they all undoubtedly pale in comparison to the feat of one man who dared to undertake a task that his own government had refused to undertake. This man was Ernest Frank Cox. And the task was to raise the German fleet, which was sunk in Scapa Flow on the Orkney Islands in 1919.
Ernest Cox - the man who raised the German fleet from the bottom
By the time Cox set out to raise the fleet sunk in Scapa Flow, he had never in his life had to raise a single vessel to the surface, not even the most ordinary boat. He was never involved in any rescue work. Moreover, he did not have an engineering degree. His profession was the scrap metal trade, for which he received the nickname “big junk man.” Cox was born in 1883. He was not particularly keen on learning and dropped out of school at the age of 13. But even without receiving an education, he managed to quickly move forward thanks to his irrepressible energy and outstanding abilities. Having married Jenny Miller in 1907, he went to work for Overton Steel Works, which belonged to her father, and within five years was ready to organize his own company. His wife's cousin, Tommy Danks, agreed to finance the venture on the condition that Cox never require him to take a hands-on role in the new company. During the First World War, Cox and Danks carried out government orders for the supply of military equipment.
At the end of the war, Cox bought out his partner's share and, with supernatural insight, devoted himself entirely to the scrap metal trade, not yet knowing that he was already fully matured to carry out the main task of his life - the rise of the German fleet.
Scuttled FleetUnder the terms of the armistice, 74 German warships, including 11 battleships, 5 battlecruisers, 8 light cruisers and 50 torpedo boats and destroyers, were interned in the huge natural bay of Scapa Flow in the Orkney Islands. There they had to remain until noon on June 21, 1919, the moment of the official surrender of Germany. The area where the German fleet was located was patrolled by British warships, but a small crew remained on board each German ship, nominally subordinate to Rear Admiral Ludwig von Reuther. No English officer or sailor had the right to board any German ship.
On the evening of June 20, Vice Admiral Sidney Freemantle, commander of the British ships guarding the German fleet, received a message that, at the request of German representatives, the armistice was extended until noon on June 23. He decided to occupy the remaining time with torpedo exercises, and on the morning of June 21, the entire English fleet in the area went to sea, with the exception of three destroyers awaiting repairs (on one of them it was even possible to separate pairs), a mother ship, several drifters and armed minesweepers. At precisely noon on June 21, a pre-arranged signal was raised on Admiral von Reuter's flagship. Immediately, pennants were raised on all German ships, red flags fluttered, whistles blared, bells rang, and the joyful cries of several thousand German sailors rang into the air. Meanwhile, officers and foremen located in the lower rooms of the ships opened the seacocks and broke the inlet pipes of the seawater supply systems. They bent the intake valve stems so that they could not be closed, and threw the kingston handles and flywheels overboard. On destroyers moored in twos and threes to one barrel, the mooring lines were screwed to the bollards and the cotter pins of the anchor chains were riveted so that it would be impossible to disconnect the chains later.
And then, in front of the few English sailors who looked in horror at everything that was happening, the German ships began to sway from side to side like drunken ones, heel, colliding with each other, and plunge to the bottom - bow, stern, side, or turning upside down. English drifters and trawlers, opening gunfire, tried to force the Germans to close the kingstons, but they, putting on life bibs, began to jump overboard or were heading to the shore in lifeboats. Eight people were killed and five wounded. The British made an attempt to save at least a few ships, but they managed to withdraw only a few destroyers, three cruisers and one battleship to shallow waters. 50 German ships - from destroyers with a displacement of 750 tons to the battle cruiser Hindenburg with a displacement of 28 thousand tons - went under water at a depth of 20 to 30 m.
Never before in history have so many warships been sunk in one relatively small area of the sea. This record lasted until February 17, 1944, when the Americans sank 51 Japanese ships in Truk Lagoon in the Pacific Ocean. Admiral Fremantle, who urgently returned that same evening to Scapa Flow, barely containing his rage, said to von Reuther: “Honest sailors of any country would not be capable of committing such an act, with the exception, perhaps, of your people.”
At the time of the events described in England, there was an acute shortage of metal for the production of a wide variety of products - from railway rails to razor blades. It was necessary to build ships, produce agricultural machinery, cars, typewriters - in a word, everything that the country that had returned to peaceful life needed. Guns, tanks, and shell casings were melted down. In 1921, Cox beat his competitors by purchasing old battleships from the British Admiralty and then dismantling them for scrap at the Queensboro shipyard. And three years later he purchased from the English government for 20 thousand ft. Art. German floating dock. Cox himself didn’t really know what to do with the huge U-shaped colossus. He only intended to cut off a huge steel cylinder installed in the dock, 122 m long and 12 m in diameter (previously used to test the pressure hulls of German submarines) and sell it for scrap. That's what Cox did. As a result, he remained the owner of, in fact, a completely unnecessary floating dock.
Birth of an idea
Soon, having arrived in Copenhagen to negotiate with the Danish company Peterson & Albeck regarding the sale of a batch of non-ferrous metals, Cox started a conversation with the company's owners about the shortage of scrap iron. In response, Peterson half-jokingly advised him to use the same floating dock to try to raise some of the ships sunk in Scapa Flow. “I don’t suppose that you can lift battleships, but, as far as I know, there are thirty or forty destroyers lying at the bottom of the bay, and the largest of them does not displace more than a thousand tons.” And your dock can easily lift three thousand tons. Indeed? Well, why can’t he, Cox, raise battleships? For example, "Hindenburg". Twenty-eight thousand tons of metal are rusting at the bottom, waiting for someone to pick them up. And no one has yet dared to do this.
Here Cox had an idea that captivated him for many years. And if Cox took on something, he did not waste time. He spent one day in the technical library, studying relevant literature and thinking about a plan for further action. Then he went to the Admiralty and asked to sell him “as is” several destroyers lying at the bottom of Scapa Flow Bay. Admiralty officials treated Cox's request with the utmost honesty. They invited him to first personally inspect the location of the ships and, what was even more important, gave him a report on the results of the survey of Scapa Flow by the official Admiralty commission that had visited him five years earlier. “The question of raising ships completely disappears,” the report said, “and since they do not interfere with shipping, there is no point in even blowing them up. Let them lie and rust where they sank.”
The destroyers lay on the bottom around their mooring barrels in such disorderly heaps that, according to experts, raising them was associated with exorbitant costs. As for large ships, none of the existing methods was suitable for lifting them. Cox, however, was not a specialist, but a practitioner. He saw the meaning of his life in solving engineering problems, and the rise of the German fleet seemed to him simply a more complex operation in scale. In addition, the opinion of the Admiralty experts could not in any way influence his decision, if only because he never bothered to read their report.
Cox buys a fleet lying at the bottom of the sea
Cox nevertheless listened to the advice and headed to Scapa Flow to personally verify on the spot the impossibility of lifting at least one ship. He then returned to London and offered the Admiralty £24,000. Art. for 26 destroyers and two battleships. Stunned by Cox's audacity, the top brass accepted the money. Cox became the owner of the Navy. It might seem incredible, but one day spent in the library and an equally short visit to Scapa Flow was enough to outline a plan of action.
The huge floating dock, of which Cox so unexpectedly became the owner, had a lifting force of 3 thousand tons; the mass of each destroyer ranged from 750 to 1.3 thousand tons. Therefore, Cox believed, he would be able to lift two or even three destroyers with the help of a dock if for some reason they could not be disengaged under water. Only a few weeks will pass and the destroyers will be finished. The money received from their sale for scrap could be used to cut off the bow and gun turrets of the giant battle cruiser Hindenburg, which lay almost on an even keel at a depth of 18 m, and in addition on a pebble-covered bottom.
At low tide, the towers protruded completely from the water, so cutting them off using oxygen-acetylene torches would not be difficult. The money from the sale of the towers will be used to pay for the costs associated with raising the 28,000-ton Hindenburg. And when the cruiser is raised, it can be used as a giant pontoon for lifting other ships. The plan was very good - a sort of strict sequence of predetermined events. It had only one drawback, which stemmed from Cox's absolute ignorance of ship-lifting matters: the plan could not be carried out. But all this had yet to be confirmed. In the meantime, Cox had at his disposal a fleet lying at the bottom of Scapa Flow, a floating dock and a large number of anchor chains from sunken battleships, which he intended to use instead of lifting cables. He had neither specialists nor appropriate equipment.
On the island of Hoy, where Cox planned to organize the headquarters for the management and conduct of the entire operation, there were completely no workshops, warehouses, or living quarters. There was absolutely nothing there, not even electricity. The day after the purchase of the fleet was completed, Cox began hiring people. He was especially lucky with two. These were Thomas Mackenzie and Ernest McCone, who later received the nickname “the Mac couple.” They formed the main headquarters of all further operations. Having completed these matters, Cox, overriding the objections of his two assistants (much of what he did in subsequent years went against their opinions), cut off one wall of his U-shaped dock and installed a temporary patch in its place. The dock was now shaped like an inverted L. He then cut the dock halfway across and towed it 700 miles to the Orkney Islands. There the dock was pulled ashore at Mill Bay on Hoy Island and finally cut in half.
As a result, Cox had at his disposal two sections of a dry dock with a cross-section resembling an inverted letter L, 61 m long and 24.3 m wide. The walls of each section housed pumps, air compressors, generators, as well as engine and boiler rooms. There were 12 sets of lifting devices on the decks. Each such device included a block with a lifting capacity of 100 tons and a manual winch with triple gear. Each block, in turn, was connected to hoists with a lifting capacity of 100 tons, attached with bolts and massive steel plates to the dock wall. Lifting chains extended from the hoists and passed through pulley streams. The loose ends of the chains hung over the edge of the deck into the water. Two people were required to operate one winch. This is where McCone's first clash with Cox occurred. McCone demanded the purchase of steel cables with a circumference of 229 mm. Cox insisted on using old anchor chains instead of cables, since each cable would cost him 2 thousand ft. Art. In this dispute, Cox gained the upper hand, but only temporarily.
The lift was carried out using a ring pontoon with a lifting force of 1000 tons. It was flooded and placed in an underwater position above the tower that was to be lifted, attached to this tower using steel cables and, after purging the buoyancy chambers, it rose, carrying the next tower to the surface. The entire operation cost the Italians 150 thousand ft. Art. Many ship-lifting operations of outstanding nature were carried out in other countries. Some of them were distinguished by originality of engineering solutions, courage and personal initiative. More than one book could be devoted to describing such works. But they all undoubtedly pale in comparison to the feat of one man who dared to undertake a task that his own government had refused to undertake. This man was Ernest Frank Cox. And the task was to raise the German fleet, which was sunk in Scapa Flow on the Orkney Islands in 1919.
Ernest Cox - the man who raised the German fleet from the bottom
By the time Cox set out to raise the fleet sunk in Scapa Flow, he had never in his life had to raise a single vessel to the surface, not even the most ordinary boat. He was never involved in any rescue work. Moreover, he did not have an engineering degree. His profession was the scrap metal trade, for which he received the nickname “big junk man.” Cox was born in 1883. He was not particularly keen on learning and dropped out of school at the age of 13. But even without receiving an education, he managed to quickly move forward thanks to his irrepressible energy and outstanding abilities. Having married Jenny Miller in 1907, he went to work for Overton Steel Works, which belonged to her father, and within five years was ready to organize his own company. His wife's cousin, Tommy Danks, agreed to finance the venture on the condition that Cox never require him to take a hands-on role in the new company. During the First World War, Cox and Danks carried out government orders for the supply of military equipment.
At the end of the war, Cox bought out his partner's share and, with supernatural insight, devoted himself entirely to the scrap metal trade, not yet knowing that he was already fully matured to carry out the main task of his life - the rise of the German fleet.
Scuttled FleetUnder the terms of the armistice, 74 German warships, including 11 battleships, 5 battlecruisers, 8 light cruisers and 50 torpedo boats and destroyers, were interned in the huge natural bay of Scapa Flow in the Orkney Islands. There they had to remain until noon on June 21, 1919, the moment of the official surrender of Germany. The area where the German fleet was located was patrolled by British warships, but a small crew remained on board each German ship, nominally subordinate to Rear Admiral Ludwig von Reuther. No English officer or sailor had the right to board any German ship.
On the evening of June 20, Vice Admiral Sidney Freemantle, commander of the British ships guarding the German fleet, received a message that, at the request of German representatives, the armistice was extended until noon on June 23. He decided to occupy the remaining time with torpedo exercises, and on the morning of June 21, the entire English fleet in the area went to sea, with the exception of three destroyers awaiting repairs (on one of them it was even possible to separate pairs), a mother ship, several drifters and armed minesweepers. At precisely noon on June 21, a pre-arranged signal was raised on Admiral von Reuter's flagship. Immediately, pennants were raised on all German ships, red flags fluttered, whistles blared, bells rang, and the joyful cries of several thousand German sailors rang into the air. Meanwhile, officers and foremen located in the lower rooms of the ships opened the seacocks and broke the inlet pipes of the seawater supply systems. They bent the intake valve stems so that they could not be closed, and threw the kingston handles and flywheels overboard. On destroyers moored in twos and threes to one barrel, the mooring lines were screwed to the bollards and the cotter pins of the anchor chains were riveted so that it would be impossible to disconnect the chains later.
And then, in front of the few English sailors who looked in horror at everything that was happening, the German ships began to sway from side to side like drunken ones, heel, colliding with each other, and plunge to the bottom - bow, stern, side, or turning upside down. English drifters and trawlers, opening gunfire, tried to force the Germans to close the kingstons, but they, putting on life bibs, began to jump overboard or were heading to the shore in lifeboats. Eight people were killed and five wounded. The British made an attempt to save at least a few ships, but they managed to withdraw only a few destroyers, three cruisers and one battleship to shallow waters. 50 German ships - from destroyers with a displacement of 750 tons to the battle cruiser Hindenburg with a displacement of 28 thousand tons - went under water at a depth of 20 to 30 m.
Never before in history have so many warships been sunk in one relatively small area of the sea. This record lasted until February 17, 1944, when the Americans sank 51 Japanese ships in Truk Lagoon in the Pacific Ocean. Admiral Fremantle, who urgently returned that same evening to Scapa Flow, barely containing his rage, said to von Reuther: “Honest sailors of any country would not be capable of committing such an act, with the exception, perhaps, of your people.”
At the time of the events described in England, there was an acute shortage of metal for the production of a wide variety of products - from railway rails to razor blades. It was necessary to build ships, produce agricultural machinery, cars, typewriters - in a word, everything that the country that had returned to peaceful life needed. Guns, tanks, and shell casings were melted down. In 1921, Cox beat his competitors by purchasing old battleships from the British Admiralty and then dismantling them for scrap at the Queensboro shipyard. And three years later he purchased from the English government for 20 thousand ft. Art. German floating dock. Cox himself didn’t really know what to do with the huge U-shaped colossus. He only intended to cut off a huge steel cylinder installed in the dock, 122 m long and 12 m in diameter (previously used to test the pressure hulls of German submarines) and sell it for scrap. That's what Cox did. As a result, he remained the owner of, in fact, a completely unnecessary floating dock.
Birth of an idea
Soon, having arrived in Copenhagen to negotiate with the Danish company Peterson & Albeck regarding the sale of a batch of non-ferrous metals, Cox started a conversation with the company's owners about the shortage of scrap iron. In response, Peterson half-jokingly advised him to use the same floating dock to try to raise some of the ships sunk in Scapa Flow. “I don’t suppose that you can lift battleships, but, as far as I know, there are thirty or forty destroyers lying at the bottom of the bay, and the largest of them does not displace more than a thousand tons.” And your dock can easily lift three thousand tons. Indeed? Well, why can’t he, Cox, raise battleships? For example, "Hindenburg". Twenty-eight thousand tons of metal are rusting at the bottom, waiting for someone to pick them up. And no one has yet dared to do this.
Here Cox had an idea that captivated him for many years. And if Cox took on something, he did not waste time. He spent one day in the technical library, studying relevant literature and thinking about a plan for further action. Then he went to the Admiralty and asked to sell him “as is” several destroyers lying at the bottom of Scapa Flow Bay. Admiralty officials treated Cox's request with the utmost honesty. They invited him to first personally inspect the location of the ships and, what was even more important, gave him a report on the results of the survey of Scapa Flow by the official Admiralty commission that had visited him five years earlier. “The question of raising ships completely disappears,” the report said, “and since they do not interfere with shipping, there is no point in even blowing them up. Let them lie and rust where they sank.”
The destroyers lay on the bottom around their mooring barrels in such disorderly heaps that, according to experts, raising them was associated with exorbitant costs. As for large ships, none of the existing methods was suitable for lifting them. Cox, however, was not a specialist, but a practitioner. He saw the meaning of his life in solving engineering problems, and the rise of the German fleet seemed to him simply a more complex operation in scale. In addition, the opinion of the Admiralty experts could not in any way influence his decision, if only because he never bothered to read their report.
Cox buys a fleet lying at the bottom of the sea
Cox nevertheless listened to the advice and headed to Scapa Flow to personally verify on the spot the impossibility of lifting at least one ship. He then returned to London and offered the Admiralty £24,000. Art. for 26 destroyers and two battleships. Stunned by Cox's audacity, the top brass accepted the money. Cox became the owner of the Navy. It might seem incredible, but one day spent in the library and an equally short visit to Scapa Flow was enough to outline a plan of action.
The huge floating dock, of which Cox so unexpectedly became the owner, had a lifting force of 3 thousand tons; the mass of each destroyer ranged from 750 to 1.3 thousand tons. Therefore, Cox believed, he would be able to lift two or even three destroyers with the help of a dock if for some reason they could not be disengaged under water. Only a few weeks will pass and the destroyers will be finished. The money received from their sale for scrap could be used to cut off the bow and gun turrets of the giant battle cruiser Hindenburg, which lay almost on an even keel at a depth of 18 m, and in addition on a pebble-covered bottom.
At low tide, the towers protruded completely from the water, so cutting them off using oxygen-acetylene torches would not be difficult. The money from the sale of the towers will be used to pay for the costs associated with raising the 28,000-ton Hindenburg. And when the cruiser is raised, it can be used as a giant pontoon for lifting other ships. The plan was very good - a sort of strict sequence of predetermined events. It had only one drawback, which stemmed from Cox's absolute ignorance of ship-lifting matters: the plan could not be carried out. But all this had yet to be confirmed. In the meantime, Cox had at his disposal a fleet lying at the bottom of Scapa Flow, a floating dock and a large number of anchor chains from sunken battleships, which he intended to use instead of lifting cables. He had neither specialists nor appropriate equipment.
On the island of Hoy, where Cox planned to organize the headquarters for the management and conduct of the entire operation, there were completely no workshops, warehouses, or living quarters. There was absolutely nothing there, not even electricity. The day after the purchase of the fleet was completed, Cox began hiring people. He was especially lucky with two. These were Thomas Mackenzie and Ernest McCone, who later received the nickname “the Mac couple.” They formed the main headquarters of all further operations. Having completed these matters, Cox, overriding the objections of his two assistants (much of what he did in subsequent years went against their opinions), cut off one wall of his U-shaped dock and installed a temporary patch in its place. The dock was now shaped like an inverted L. He then cut the dock halfway across and towed it 700 miles to the Orkney Islands. There the dock was pulled ashore at Mill Bay on Hoy Island and finally cut in half.
As a result, Cox had at his disposal two sections of a dry dock with a cross-section resembling an inverted letter L, 61 m long and 24.3 m wide. The walls of each section housed pumps, air compressors, generators, as well as engine and boiler rooms. There were 12 sets of lifting devices on the decks. Each such device included a block with a lifting capacity of 100 tons and a manual winch with triple gear. Each block, in turn, was connected to hoists with a lifting capacity of 100 tons, attached with bolts and massive steel plates to the dock wall. Lifting chains extended from the hoists and passed through pulley streams. The loose ends of the chains hung over the edge of the deck into the water. Two people were required to operate one winch. This is where McCone's first clash with Cox occurred. McCone demanded the purchase of steel cables with a circumference of 229 mm. Cox insisted on using old anchor chains instead of cables, since each cable would cost him 2 thousand ft. Art. In this dispute, Cox gained the upper hand, but only temporarily.
By the time Cox set out to raise the fleet sunk in Scapa Flow, he had never in his life had to raise a single vessel to the surface, not even the most ordinary boat. He was never involved in any rescue work. Moreover, he did not have an engineering degree. His profession was the scrap metal trade, for which he received the nickname “big junk man.” Cox was born in 1883. He was not particularly keen on learning and dropped out of school at the age of 13. But even without receiving an education, he managed to quickly move forward thanks to his irrepressible energy and outstanding abilities. Having married Jenny Miller in 1907, he went to work for Overton Steel Works, which belonged to her father, and within five years was ready to organize his own company. His wife's cousin, Tommy Danks, agreed to finance the venture on the condition that Cox never require him to take a hands-on role in the new company. During the First World War, Cox and Danks carried out government orders for the supply of military equipment.
At the end of the war, Cox bought out his partner's share and, with supernatural insight, devoted himself entirely to the scrap metal trade, not yet knowing that he was already fully matured to carry out the main task of his life - the rise of the German fleet.
Scuttled FleetUnder the terms of the armistice, 74 German warships, including 11 battleships, 5 battlecruisers, 8 light cruisers and 50 torpedo boats and destroyers, were interned in the huge natural bay of Scapa Flow in the Orkney Islands. There they had to remain until noon on June 21, 1919, the moment of the official surrender of Germany. The area where the German fleet was located was patrolled by British warships, but a small crew remained on board each German ship, nominally subordinate to Rear Admiral Ludwig von Reuther. No English officer or sailor had the right to board any German ship.
On the evening of June 20, Vice Admiral Sidney Freemantle, commander of the British ships guarding the German fleet, received a message that, at the request of German representatives, the armistice was extended until noon on June 23. He decided to occupy the remaining time with torpedo exercises, and on the morning of June 21, the entire English fleet in the area went to sea, with the exception of three destroyers awaiting repairs (on one of them it was even possible to separate pairs), a mother ship, several drifters and armed minesweepers. At precisely noon on June 21, a pre-arranged signal was raised on Admiral von Reuter's flagship. Immediately, pennants were raised on all German ships, red flags fluttered, whistles blared, bells rang, and the joyful cries of several thousand German sailors rang into the air. Meanwhile, officers and foremen located in the lower rooms of the ships opened the seacocks and broke the inlet pipes of the seawater supply systems. They bent the intake valve stems so that they could not be closed, and threw the kingston handles and flywheels overboard. On destroyers moored in twos and threes to one barrel, the mooring lines were screwed to the bollards and the cotter pins of the anchor chains were riveted so that it would be impossible to disconnect the chains later.
And then, in front of the few English sailors who looked in horror at everything that was happening, the German ships began to sway from side to side like drunken ones, heel, colliding with each other, and plunge to the bottom - bow, stern, side, or turning upside down. English drifters and trawlers, opening gunfire, tried to force the Germans to close the kingstons, but they, putting on life bibs, began to jump overboard or were heading to the shore in lifeboats. Eight people were killed and five wounded. The British made an attempt to save at least a few ships, but they managed to withdraw only a few destroyers, three cruisers and one battleship to shallow waters. 50 German ships - from destroyers with a displacement of 750 tons to the battle cruiser Hindenburg with a displacement of 28 thousand tons - went under water at a depth of 20 to 30 m.
Never before in history have so many warships been sunk in one relatively small area of the sea. This record lasted until February 17, 1944, when the Americans sank 51 Japanese ships in Truk Lagoon in the Pacific Ocean. Admiral Fremantle, who urgently returned that same evening to Scapa Flow, barely containing his rage, said to von Reuther: “Honest sailors of any country would not be capable of committing such an act, with the exception, perhaps, of your people.”
At the time of the events described in England, there was an acute shortage of metal for the production of a wide variety of products - from railway rails to razor blades. It was necessary to build ships, produce agricultural machinery, cars, typewriters - in a word, everything that the country that had returned to peaceful life needed. Guns, tanks, and shell casings were melted down. In 1921, Cox beat his competitors by purchasing old battleships from the British Admiralty and then dismantling them for scrap at the Queensboro shipyard. And three years later he purchased from the English government for 20 thousand ft. Art. German floating dock. Cox himself didn’t really know what to do with the huge U-shaped colossus. He only intended to cut off a huge steel cylinder installed in the dock, 122 m long and 12 m in diameter (previously used to test the pressure hulls of German submarines) and sell it for scrap. That's what Cox did. As a result, he remained the owner of, in fact, a completely unnecessary floating dock.
Birth of an idea
Soon, having arrived in Copenhagen to negotiate with the Danish company Peterson & Albeck regarding the sale of a batch of non-ferrous metals, Cox started a conversation with the company's owners about the shortage of scrap iron. In response, Peterson half-jokingly advised him to use the same floating dock to try to raise some of the ships sunk in Scapa Flow. “I don’t suppose that you can lift battleships, but, as far as I know, there are thirty or forty destroyers lying at the bottom of the bay, and the largest of them does not displace more than a thousand tons.” And your dock can easily lift three thousand tons. Indeed? Well, why can’t he, Cox, raise battleships? For example, "Hindenburg". Twenty-eight thousand tons of metal are rusting at the bottom, waiting for someone to pick them up. And no one has yet dared to do this.
Here Cox had an idea that captivated him for many years. And if Cox took on something, he did not waste time. He spent one day in the technical library, studying relevant literature and thinking about a plan for further action. Then he went to the Admiralty and asked to sell him “as is” several destroyers lying at the bottom of Scapa Flow Bay. Admiralty officials treated Cox's request with the utmost honesty. They invited him to first personally inspect the location of the ships and, what was even more important, gave him a report on the results of the survey of Scapa Flow by the official Admiralty commission that had visited him five years earlier. “The question of raising ships completely disappears,” the report said, “and since they do not interfere with shipping, there is no point in even blowing them up. Let them lie and rust where they sank.”
The destroyers lay on the bottom around their mooring barrels in such disorderly heaps that, according to experts, raising them was associated with exorbitant costs. As for large ships, none of the existing methods was suitable for lifting them. Cox, however, was not a specialist, but a practitioner. He saw the meaning of his life in solving engineering problems, and the rise of the German fleet seemed to him simply a more complex operation in scale. In addition, the opinion of the Admiralty experts could not in any way influence his decision, if only because he never bothered to read their report.
Cox buys a fleet lying at the bottom of the sea
Cox nevertheless listened to the advice and headed to Scapa Flow to personally verify on the spot the impossibility of lifting at least one ship. He then returned to London and offered the Admiralty £24,000. Art. for 26 destroyers and two battleships. Stunned by Cox's audacity, the top brass accepted the money. Cox became the owner of the Navy. It might seem incredible, but one day spent in the library and an equally short visit to Scapa Flow was enough to outline a plan of action.
The huge floating dock, of which Cox so unexpectedly became the owner, had a lifting force of 3 thousand tons; the mass of each destroyer ranged from 750 to 1.3 thousand tons. Therefore, Cox believed, he would be able to lift two or even three destroyers with the help of a dock if for some reason they could not be disengaged under water. Only a few weeks will pass and the destroyers will be finished. The money received from their sale for scrap could be used to cut off the bow and gun turrets of the giant battle cruiser Hindenburg, which lay almost on an even keel at a depth of 18 m, and in addition on a pebble-covered bottom.
At low tide, the towers protruded completely from the water, so cutting them off using oxygen-acetylene torches would not be difficult. The money from the sale of the towers will be used to pay for the costs associated with raising the 28,000-ton Hindenburg. And when the cruiser is raised, it can be used as a giant pontoon for lifting other ships. The plan was very good - a sort of strict sequence of predetermined events. It had only one drawback, which stemmed from Cox's absolute ignorance of ship-lifting matters: the plan could not be carried out. But all this had yet to be confirmed. In the meantime, Cox had at his disposal a fleet lying at the bottom of Scapa Flow, a floating dock and a large number of anchor chains from sunken battleships, which he intended to use instead of lifting cables. He had neither specialists nor appropriate equipment.
On the island of Hoy, where Cox planned to organize the headquarters for the management and conduct of the entire operation, there were completely no workshops, warehouses, or living quarters. There was absolutely nothing there, not even electricity. The day after the purchase of the fleet was completed, Cox began hiring people. He was especially lucky with two. These were Thomas Mackenzie and Ernest McCone, who later received the nickname “the Mac couple.” They formed the main headquarters of all further operations. Having completed these matters, Cox, overriding the objections of his two assistants (much of what he did in subsequent years went against their opinions), cut off one wall of his U-shaped dock and installed a temporary patch in its place. The dock was now shaped like an inverted L. He then cut the dock halfway across and towed it 700 miles to the Orkney Islands. There the dock was pulled ashore at Mill Bay on Hoy Island and finally cut in half.
As a result, Cox had at his disposal two sections of a dry dock with a cross-section resembling an inverted letter L, 61 m long and 24.3 m wide. The walls of each section housed pumps, air compressors, generators, as well as engine and boiler rooms. There were 12 sets of lifting devices on the decks. Each such device included a block with a lifting capacity of 100 tons and a manual winch with triple gear. Each block, in turn, was connected to hoists with a lifting capacity of 100 tons, attached with bolts and massive steel plates to the dock wall. Lifting chains extended from the hoists and passed through pulley streams. The loose ends of the chains hung over the edge of the deck into the water. Two people were required to operate one winch. This is where McCone's first clash with Cox occurred. McCone demanded the purchase of steel cables with a circumference of 229 mm. Cox insisted on using old anchor chains instead of cables, since each cable would cost him 2 thousand ft. Art. In this dispute, Cox gained the upper hand, but only temporarily.
By the time Cox set out to raise the fleet sunk in Scapa Flow, he had never in his life had to raise a single vessel to the surface, not even the most ordinary boat. He was never involved in any rescue work. Moreover, he did not have an engineering degree. His profession was the scrap metal trade, for which he received the nickname “big junk man.” Cox was born in 1883. He was not particularly keen on learning and dropped out of school at the age of 13. But even without receiving an education, he managed to quickly move forward thanks to his irrepressible energy and outstanding abilities. Having married Jenny Miller in 1907, he went to work for Overton Steel Works, which belonged to her father, and within five years was ready to organize his own company. His wife's cousin, Tommy Danks, agreed to finance the venture on the condition that Cox never require him to take a hands-on role in the new company. During the First World War, Cox and Danks carried out government orders for the supply of military equipment.
At the end of the war, Cox bought out his partner's share and, with supernatural insight, devoted himself entirely to the scrap metal trade, not yet knowing that he was already fully matured to carry out the main task of his life - the rise of the German fleet.
Scuttled FleetUnder the terms of the armistice, 74 German warships, including 11 battleships, 5 battlecruisers, 8 light cruisers and 50 torpedo boats and destroyers, were interned in the huge natural bay of Scapa Flow in the Orkney Islands. There they had to remain until noon on June 21, 1919, the moment of the official surrender of Germany. The area where the German fleet was located was patrolled by British warships, but a small crew remained on board each German ship, nominally subordinate to Rear Admiral Ludwig von Reuther. No English officer or sailor had the right to board any German ship.
On the evening of June 20, Vice Admiral Sidney Freemantle, commander of the British ships guarding the German fleet, received a message that, at the request of German representatives, the armistice was extended until noon on June 23. He decided to occupy the remaining time with torpedo exercises, and on the morning of June 21, the entire English fleet in the area went to sea, with the exception of three destroyers awaiting repairs (on one of them it was even possible to separate pairs), a mother ship, several drifters and armed minesweepers. At precisely noon on June 21, a pre-arranged signal was raised on Admiral von Reuter's flagship. Immediately, pennants were raised on all German ships, red flags fluttered, whistles blared, bells rang, and the joyful cries of several thousand German sailors rang into the air. Meanwhile, officers and foremen located in the lower rooms of the ships opened the seacocks and broke the inlet pipes of the seawater supply systems. They bent the intake valve stems so that they could not be closed, and threw the kingston handles and flywheels overboard. On destroyers moored in twos and threes to one barrel, the mooring lines were screwed to the bollards and the cotter pins of the anchor chains were riveted so that it would be impossible to disconnect the chains later.
And then, in front of the few English sailors who looked in horror at everything that was happening, the German ships began to sway from side to side like drunken ones, heel, colliding with each other, and plunge to the bottom - bow, stern, side, or turning upside down. English drifters and trawlers, opening gunfire, tried to force the Germans to close the kingstons, but they, putting on life bibs, began to jump overboard or were heading to the shore in lifeboats. Eight people were killed and five wounded. The British made an attempt to save at least a few ships, but they managed to withdraw only a few destroyers, three cruisers and one battleship to shallow waters. 50 German ships - from destroyers with a displacement of 750 tons to the battle cruiser Hindenburg with a displacement of 28 thousand tons - went under water at a depth of 20 to 30 m.
Never before in history have so many warships been sunk in one relatively small area of the sea. This record lasted until February 17, 1944, when the Americans sank 51 Japanese ships in Truk Lagoon in the Pacific Ocean. Admiral Fremantle, who urgently returned that same evening to Scapa Flow, barely containing his rage, said to von Reuther: “Honest sailors of any country would not be capable of committing such an act, with the exception, perhaps, of your people.”
At the time of the events described in England, there was an acute shortage of metal for the production of a wide variety of products - from railway rails to razor blades. It was necessary to build ships, produce agricultural machinery, cars, typewriters - in a word, everything that the country that had returned to peaceful life needed. Guns, tanks, and shell casings were melted down. In 1921, Cox beat his competitors by purchasing old battleships from the British Admiralty and then dismantling them for scrap at the Queensboro shipyard. And three years later he purchased from the English government for 20 thousand ft. Art. German floating dock. Cox himself didn’t really know what to do with the huge U-shaped colossus. He only intended to cut off a huge steel cylinder installed in the dock, 122 m long and 12 m in diameter (previously used to test the pressure hulls of German submarines) and sell it for scrap. That's what Cox did. As a result, he remained the owner of, in fact, a completely unnecessary floating dock.
Birth of an idea
Soon, having arrived in Copenhagen to negotiate with the Danish company Peterson & Albeck regarding the sale of a batch of non-ferrous metals, Cox started a conversation with the company's owners about the shortage of scrap iron. In response, Peterson half-jokingly advised him to use the same floating dock to try to raise some of the ships sunk in Scapa Flow. “I don’t suppose that you can lift battleships, but, as far as I know, there are thirty or forty destroyers lying at the bottom of the bay, and the largest of them does not displace more than a thousand tons.” And your dock can easily lift three thousand tons. Indeed? Well, why can’t he, Cox, raise battleships? For example, "Hindenburg". Twenty-eight thousand tons of metal are rusting at the bottom, waiting for someone to pick them up. And no one has yet dared to do this.
Here Cox had an idea that captivated him for many years. And if Cox took on something, he did not waste time. He spent one day in the technical library, studying relevant literature and thinking about a plan for further action. Then he went to the Admiralty and asked to sell him “as is” several destroyers lying at the bottom of Scapa Flow Bay. Admiralty officials treated Cox's request with the utmost honesty. They invited him to first personally inspect the location of the ships and, what was even more important, gave him a report on the results of the survey of Scapa Flow by the official Admiralty commission that had visited him five years earlier. “The question of raising ships completely disappears,” the report said, “and since they do not interfere with shipping, there is no point in even blowing them up. Let them lie and rust where they sank.”
The destroyers lay on the bottom around their mooring barrels in such disorderly heaps that, according to experts, raising them was associated with exorbitant costs. As for large ships, none of the existing methods was suitable for lifting them. Cox, however, was not a specialist, but a practitioner. He saw the meaning of his life in solving engineering problems, and the rise of the German fleet seemed to him simply a more complex operation in scale. In addition, the opinion of the Admiralty experts could not in any way influence his decision, if only because he never bothered to read their report.
Cox buys a fleet lying at the bottom of the sea
Cox nevertheless listened to the advice and headed to Scapa Flow to personally verify on the spot the impossibility of lifting at least one ship. He then returned to London and offered the Admiralty £24,000. Art. for 26 destroyers and two battleships. Stunned by Cox's audacity, the top brass accepted the money. Cox became the owner of the Navy. It might seem incredible, but one day spent in the library and an equally short visit to Scapa Flow was enough to outline a plan of action.
The huge floating dock, of which Cox so unexpectedly became the owner, had a lifting force of 3 thousand tons; the mass of each destroyer ranged from 750 to 1.3 thousand tons. Therefore, Cox believed, he would be able to lift two or even three destroyers with the help of a dock if for some reason they could not be disengaged under water. Only a few weeks will pass and the destroyers will be finished. The money received from their sale for scrap could be used to cut off the bow and gun turrets of the giant battle cruiser Hindenburg, which lay almost on an even keel at a depth of 18 m, and in addition on a pebble-covered bottom.
At low tide, the towers protruded completely from the water, so cutting them off using oxygen-acetylene torches would not be difficult. The money from the sale of the towers will be used to pay for the costs associated with raising the 28,000-ton Hindenburg. And when the cruiser is raised, it can be used as a giant pontoon for lifting other ships. The plan was very good - a sort of strict sequence of predetermined events. It had only one drawback, which stemmed from Cox's absolute ignorance of ship-lifting matters: the plan could not be carried out. But all this had yet to be confirmed. In the meantime, Cox had at his disposal a fleet lying at the bottom of Scapa Flow, a floating dock and a large number of anchor chains from sunken battleships, which he intended to use instead of lifting cables. He had neither specialists nor appropriate equipment.
On the island of Hoy, where Cox planned to organize the headquarters for the management and conduct of the entire operation, there were completely no workshops, warehouses, or living quarters. There was absolutely nothing there, not even electricity. The day after the purchase of the fleet was completed, Cox began hiring people. He was especially lucky with two. These were Thomas Mackenzie and Ernest McCone, who later received the nickname “the Mac couple.” They formed the main headquarters of all further operations. Having completed these matters, Cox, overriding the objections of his two assistants (much of what he did in subsequent years went against their opinions), cut off one wall of his U-shaped dock and installed a temporary patch in its place. The dock was now shaped like an inverted L. He then cut the dock halfway across and towed it 700 miles to the Orkney Islands. There the dock was pulled ashore at Mill Bay on Hoy Island and finally cut in half.
As a result, Cox had at his disposal two sections of a dry dock with a cross-section resembling an inverted letter L, 61 m long and 24.3 m wide. The walls of each section housed pumps, air compressors, generators, as well as engine and boiler rooms. There were 12 sets of lifting devices on the decks. Each such device included a block with a lifting capacity of 100 tons and a manual winch with triple gear. Each block, in turn, was connected to hoists with a lifting capacity of 100 tons, attached with bolts and massive steel plates to the dock wall. Lifting chains extended from the hoists and passed through pulley streams. The loose ends of the chains hung over the edge of the deck into the water. Two people were required to operate one winch. This is where McCone's first clash with Cox occurred. McCone demanded the purchase of steel cables with a circumference of 229 mm. Cox insisted on using old anchor chains instead of cables, since each cable would cost him 2 thousand ft. Art. In this dispute, Cox gained the upper hand, but only temporarily.
Under the terms of the armistice, 74 German warships, including 11 battleships, 5 battlecruisers, 8 light cruisers and 50 torpedo boats and destroyers, were interned in the huge natural bay of Scapa Flow in the Orkney Islands. There they had to remain until noon on June 21, 1919, the moment of the official surrender of Germany. The area where the German fleet was located was patrolled by British warships, but a small crew remained on board each German ship, nominally subordinate to Rear Admiral Ludwig von Reuther. No English officer or sailor had the right to board any German ship.
On the evening of June 20, Vice Admiral Sidney Freemantle, commander of the British ships guarding the German fleet, received a message that, at the request of German representatives, the armistice was extended until noon on June 23. He decided to occupy the remaining time with torpedo exercises, and on the morning of June 21, the entire English fleet in the area went to sea, with the exception of three destroyers awaiting repairs (on one of them it was even possible to separate pairs), a mother ship, several drifters and armed minesweepers. At precisely noon on June 21, a pre-arranged signal was raised on Admiral von Reuter's flagship. Immediately, pennants were raised on all German ships, red flags fluttered, whistles blared, bells rang, and the joyful cries of several thousand German sailors rang into the air. Meanwhile, officers and foremen located in the lower rooms of the ships opened the seacocks and broke the inlet pipes of the seawater supply systems. They bent the intake valve stems so that they could not be closed, and threw the kingston handles and flywheels overboard. On destroyers moored in twos and threes to one barrel, the mooring lines were screwed to the bollards and the cotter pins of the anchor chains were riveted so that it would be impossible to disconnect the chains later.
And then, in front of the few English sailors who looked in horror at everything that was happening, the German ships began to sway from side to side like drunken ones, heel, colliding with each other, and plunge to the bottom - bow, stern, side, or turning upside down. English drifters and trawlers, opening gunfire, tried to force the Germans to close the kingstons, but they, putting on life bibs, began to jump overboard or were heading to the shore in lifeboats. Eight people were killed and five wounded. The British made an attempt to save at least a few ships, but they managed to withdraw only a few destroyers, three cruisers and one battleship to shallow waters. 50 German ships - from destroyers with a displacement of 750 tons to the battle cruiser Hindenburg with a displacement of 28 thousand tons - went under water at a depth of 20 to 30 m.
Never before in history have so many warships been sunk in one relatively small area of the sea. This record lasted until February 17, 1944, when the Americans sank 51 Japanese ships in Truk Lagoon in the Pacific Ocean. Admiral Fremantle, who urgently returned that same evening to Scapa Flow, barely containing his rage, said to von Reuther: “Honest sailors of any country would not be capable of committing such an act, with the exception, perhaps, of your people.”
At the time of the events described in England, there was an acute shortage of metal for the production of a wide variety of products - from railway rails to razor blades. It was necessary to build ships, produce agricultural machinery, cars, typewriters - in a word, everything that the country that had returned to peaceful life needed. Guns, tanks, and shell casings were melted down. In 1921, Cox beat his competitors by purchasing old battleships from the British Admiralty and then dismantling them for scrap at the Queensboro shipyard. And three years later he purchased from the English government for 20 thousand ft. Art. German floating dock. Cox himself didn’t really know what to do with the huge U-shaped colossus. He only intended to cut off a huge steel cylinder installed in the dock, 122 m long and 12 m in diameter (previously used to test the pressure hulls of German submarines) and sell it for scrap. That's what Cox did. As a result, he remained the owner of, in fact, a completely unnecessary floating dock.
Birth of an idea
Soon, having arrived in Copenhagen to negotiate with the Danish company Peterson & Albeck regarding the sale of a batch of non-ferrous metals, Cox started a conversation with the company's owners about the shortage of scrap iron. In response, Peterson half-jokingly advised him to use the same floating dock to try to raise some of the ships sunk in Scapa Flow. “I don’t suppose that you can lift battleships, but, as far as I know, there are thirty or forty destroyers lying at the bottom of the bay, and the largest of them does not displace more than a thousand tons.” And your dock can easily lift three thousand tons. Indeed? Well, why can’t he, Cox, raise battleships? For example, "Hindenburg". Twenty-eight thousand tons of metal are rusting at the bottom, waiting for someone to pick them up. And no one has yet dared to do this.
Here Cox had an idea that captivated him for many years. And if Cox took on something, he did not waste time. He spent one day in the technical library, studying relevant literature and thinking about a plan for further action. Then he went to the Admiralty and asked to sell him “as is” several destroyers lying at the bottom of Scapa Flow Bay. Admiralty officials treated Cox's request with the utmost honesty. They invited him to first personally inspect the location of the ships and, what was even more important, gave him a report on the results of the survey of Scapa Flow by the official Admiralty commission that had visited him five years earlier. “The question of raising ships completely disappears,” the report said, “and since they do not interfere with shipping, there is no point in even blowing them up. Let them lie and rust where they sank.”
The destroyers lay on the bottom around their mooring barrels in such disorderly heaps that, according to experts, raising them was associated with exorbitant costs. As for large ships, none of the existing methods was suitable for lifting them. Cox, however, was not a specialist, but a practitioner. He saw the meaning of his life in solving engineering problems, and the rise of the German fleet seemed to him simply a more complex operation in scale. In addition, the opinion of the Admiralty experts could not in any way influence his decision, if only because he never bothered to read their report.
Cox buys a fleet lying at the bottom of the sea
Cox nevertheless listened to the advice and headed to Scapa Flow to personally verify on the spot the impossibility of lifting at least one ship. He then returned to London and offered the Admiralty £24,000. Art. for 26 destroyers and two battleships. Stunned by Cox's audacity, the top brass accepted the money. Cox became the owner of the Navy. It might seem incredible, but one day spent in the library and an equally short visit to Scapa Flow was enough to outline a plan of action.
The huge floating dock, of which Cox so unexpectedly became the owner, had a lifting force of 3 thousand tons; the mass of each destroyer ranged from 750 to 1.3 thousand tons. Therefore, Cox believed, he would be able to lift two or even three destroyers with the help of a dock if for some reason they could not be disengaged under water. Only a few weeks will pass and the destroyers will be finished. The money received from their sale for scrap could be used to cut off the bow and gun turrets of the giant battle cruiser Hindenburg, which lay almost on an even keel at a depth of 18 m, and in addition on a pebble-covered bottom.
At low tide, the towers protruded completely from the water, so cutting them off using oxygen-acetylene torches would not be difficult. The money from the sale of the towers will be used to pay for the costs associated with raising the 28,000-ton Hindenburg. And when the cruiser is raised, it can be used as a giant pontoon for lifting other ships. The plan was very good - a sort of strict sequence of predetermined events. It had only one drawback, which stemmed from Cox's absolute ignorance of ship-lifting matters: the plan could not be carried out. But all this had yet to be confirmed. In the meantime, Cox had at his disposal a fleet lying at the bottom of Scapa Flow, a floating dock and a large number of anchor chains from sunken battleships, which he intended to use instead of lifting cables. He had neither specialists nor appropriate equipment.
On the island of Hoy, where Cox planned to organize the headquarters for the management and conduct of the entire operation, there were completely no workshops, warehouses, or living quarters. There was absolutely nothing there, not even electricity. The day after the purchase of the fleet was completed, Cox began hiring people. He was especially lucky with two. These were Thomas Mackenzie and Ernest McCone, who later received the nickname “the Mac couple.” They formed the main headquarters of all further operations. Having completed these matters, Cox, overriding the objections of his two assistants (much of what he did in subsequent years went against their opinions), cut off one wall of his U-shaped dock and installed a temporary patch in its place. The dock was now shaped like an inverted L. He then cut the dock halfway across and towed it 700 miles to the Orkney Islands. There the dock was pulled ashore at Mill Bay on Hoy Island and finally cut in half.
As a result, Cox had at his disposal two sections of a dry dock with a cross-section resembling an inverted letter L, 61 m long and 24.3 m wide. The walls of each section housed pumps, air compressors, generators, as well as engine and boiler rooms. There were 12 sets of lifting devices on the decks. Each such device included a block with a lifting capacity of 100 tons and a manual winch with triple gear. Each block, in turn, was connected to hoists with a lifting capacity of 100 tons, attached with bolts and massive steel plates to the dock wall. Lifting chains extended from the hoists and passed through pulley streams. The loose ends of the chains hung over the edge of the deck into the water. Two people were required to operate one winch. This is where McCone's first clash with Cox occurred. McCone demanded the purchase of steel cables with a circumference of 229 mm. Cox insisted on using old anchor chains instead of cables, since each cable would cost him 2 thousand ft. Art. In this dispute, Cox gained the upper hand, but only temporarily.
Under the terms of the armistice, 74 German warships, including 11 battleships, 5 battlecruisers, 8 light cruisers and 50 torpedo boats and destroyers, were interned in the huge natural bay of Scapa Flow in the Orkney Islands. There they had to remain until noon on June 21, 1919, the moment of the official surrender of Germany. The area where the German fleet was located was patrolled by British warships, but a small crew remained on board each German ship, nominally subordinate to Rear Admiral Ludwig von Reuther. No English officer or sailor had the right to board any German ship.
On the evening of June 20, Vice Admiral Sidney Freemantle, commander of the British ships guarding the German fleet, received a message that, at the request of German representatives, the armistice was extended until noon on June 23. He decided to occupy the remaining time with torpedo exercises, and on the morning of June 21, the entire English fleet in the area went to sea, with the exception of three destroyers awaiting repairs (on one of them it was even possible to separate pairs), a mother ship, several drifters and armed minesweepers. At precisely noon on June 21, a pre-arranged signal was raised on Admiral von Reuter's flagship. Immediately, pennants were raised on all German ships, red flags fluttered, whistles blared, bells rang, and the joyful cries of several thousand German sailors rang into the air. Meanwhile, officers and foremen located in the lower rooms of the ships opened the seacocks and broke the inlet pipes of the seawater supply systems. They bent the intake valve stems so that they could not be closed, and threw the kingston handles and flywheels overboard. On destroyers moored in twos and threes to one barrel, the mooring lines were screwed to the bollards and the cotter pins of the anchor chains were riveted so that it would be impossible to disconnect the chains later.
And then, in front of the few English sailors who looked in horror at everything that was happening, the German ships began to sway from side to side like drunken ones, heel, colliding with each other, and plunge to the bottom - bow, stern, side, or turning upside down. English drifters and trawlers, opening gunfire, tried to force the Germans to close the kingstons, but they, putting on life bibs, began to jump overboard or were heading to the shore in lifeboats. Eight people were killed and five wounded. The British made an attempt to save at least a few ships, but they managed to withdraw only a few destroyers, three cruisers and one battleship to shallow waters. 50 German ships - from destroyers with a displacement of 750 tons to the battle cruiser Hindenburg with a displacement of 28 thousand tons - went under water at a depth of 20 to 30 m.
Never before in history have so many warships been sunk in one relatively small area of the sea. This record lasted until February 17, 1944, when the Americans sank 51 Japanese ships in Truk Lagoon in the Pacific Ocean. Admiral Fremantle, who urgently returned that same evening to Scapa Flow, barely containing his rage, said to von Reuther: “Honest sailors of any country would not be capable of committing such an act, with the exception, perhaps, of your people.”
At the time of the events described in England, there was an acute shortage of metal for the production of a wide variety of products - from railway rails to razor blades. It was necessary to build ships, produce agricultural machinery, cars, typewriters - in a word, everything that the country that had returned to peaceful life needed. Guns, tanks, and shell casings were melted down. In 1921, Cox beat his competitors by purchasing old battleships from the British Admiralty and then dismantling them for scrap at the Queensboro shipyard. And three years later he purchased from the English government for 20 thousand ft. Art. German floating dock. Cox himself didn’t really know what to do with the huge U-shaped colossus. He only intended to cut off a huge steel cylinder installed in the dock, 122 m long and 12 m in diameter (previously used to test the pressure hulls of German submarines) and sell it for scrap. That's what Cox did. As a result, he remained the owner of, in fact, a completely unnecessary floating dock.
Birth of an idea
Soon, having arrived in Copenhagen to negotiate with the Danish company Peterson & Albeck regarding the sale of a batch of non-ferrous metals, Cox started a conversation with the company's owners about the shortage of scrap iron. In response, Peterson half-jokingly advised him to use the same floating dock to try to raise some of the ships sunk in Scapa Flow. “I don’t suppose that you can lift battleships, but, as far as I know, there are thirty or forty destroyers lying at the bottom of the bay, and the largest of them does not displace more than a thousand tons.” And your dock can easily lift three thousand tons. Indeed? Well, why can’t he, Cox, raise battleships? For example, "Hindenburg". Twenty-eight thousand tons of metal are rusting at the bottom, waiting for someone to pick them up. And no one has yet dared to do this.
Here Cox had an idea that captivated him for many years. And if Cox took on something, he did not waste time. He spent one day in the technical library, studying relevant literature and thinking about a plan for further action. Then he went to the Admiralty and asked to sell him “as is” several destroyers lying at the bottom of Scapa Flow Bay. Admiralty officials treated Cox's request with the utmost honesty. They invited him to first personally inspect the location of the ships and, what was even more important, gave him a report on the results of the survey of Scapa Flow by the official Admiralty commission that had visited him five years earlier. “The question of raising ships completely disappears,” the report said, “and since they do not interfere with shipping, there is no point in even blowing them up. Let them lie and rust where they sank.”
The destroyers lay on the bottom around their mooring barrels in such disorderly heaps that, according to experts, raising them was associated with exorbitant costs. As for large ships, none of the existing methods was suitable for lifting them. Cox, however, was not a specialist, but a practitioner. He saw the meaning of his life in solving engineering problems, and the rise of the German fleet seemed to him simply a more complex operation in scale. In addition, the opinion of the Admiralty experts could not in any way influence his decision, if only because he never bothered to read their report.
Cox buys a fleet lying at the bottom of the sea
Cox nevertheless listened to the advice and headed to Scapa Flow to personally verify on the spot the impossibility of lifting at least one ship. He then returned to London and offered the Admiralty £24,000. Art. for 26 destroyers and two battleships. Stunned by Cox's audacity, the top brass accepted the money. Cox became the owner of the Navy. It might seem incredible, but one day spent in the library and an equally short visit to Scapa Flow was enough to outline a plan of action.
The huge floating dock, of which Cox so unexpectedly became the owner, had a lifting force of 3 thousand tons; the mass of each destroyer ranged from 750 to 1.3 thousand tons. Therefore, Cox believed, he would be able to lift two or even three destroyers with the help of a dock if for some reason they could not be disengaged under water. Only a few weeks will pass and the destroyers will be finished. The money received from their sale for scrap could be used to cut off the bow and gun turrets of the giant battle cruiser Hindenburg, which lay almost on an even keel at a depth of 18 m, and in addition on a pebble-covered bottom.
At low tide, the towers protruded completely from the water, so cutting them off using oxygen-acetylene torches would not be difficult. The money from the sale of the towers will be used to pay for the costs associated with raising the 28,000-ton Hindenburg. And when the cruiser is raised, it can be used as a giant pontoon for lifting other ships. The plan was very good - a sort of strict sequence of predetermined events. It had only one drawback, which stemmed from Cox's absolute ignorance of ship-lifting matters: the plan could not be carried out. But all this had yet to be confirmed. In the meantime, Cox had at his disposal a fleet lying at the bottom of Scapa Flow, a floating dock and a large number of anchor chains from sunken battleships, which he intended to use instead of lifting cables. He had neither specialists nor appropriate equipment.
On the island of Hoy, where Cox planned to organize the headquarters for the management and conduct of the entire operation, there were completely no workshops, warehouses, or living quarters. There was absolutely nothing there, not even electricity. The day after the purchase of the fleet was completed, Cox began hiring people. He was especially lucky with two. These were Thomas Mackenzie and Ernest McCone, who later received the nickname “the Mac couple.” They formed the main headquarters of all further operations. Having completed these matters, Cox, overriding the objections of his two assistants (much of what he did in subsequent years went against their opinions), cut off one wall of his U-shaped dock and installed a temporary patch in its place. The dock was now shaped like an inverted L. He then cut the dock halfway across and towed it 700 miles to the Orkney Islands. There the dock was pulled ashore at Mill Bay on Hoy Island and finally cut in half.
As a result, Cox had at his disposal two sections of a dry dock with a cross-section resembling an inverted letter L, 61 m long and 24.3 m wide. The walls of each section housed pumps, air compressors, generators, as well as engine and boiler rooms. There were 12 sets of lifting devices on the decks. Each such device included a block with a lifting capacity of 100 tons and a manual winch with triple gear. Each block, in turn, was connected to hoists with a lifting capacity of 100 tons, attached with bolts and massive steel plates to the dock wall. Lifting chains extended from the hoists and passed through pulley streams. The loose ends of the chains hung over the edge of the deck into the water. Two people were required to operate one winch. This is where McCone's first clash with Cox occurred. McCone demanded the purchase of steel cables with a circumference of 229 mm. Cox insisted on using old anchor chains instead of cables, since each cable would cost him 2 thousand ft. Art. In this dispute, Cox gained the upper hand, but only temporarily.
Never before in history have so many warships been sunk in one relatively small area of the sea. This record lasted until February 17, 1944, when the Americans sank 51 Japanese ships in Truk Lagoon in the Pacific Ocean. Admiral Fremantle, who urgently returned that same evening to Scapa Flow, barely containing his rage, said to von Reuther: “Honest sailors of any country would not be capable of committing such an act, with the exception, perhaps, of your people.”
At the time of the events described in England, there was an acute shortage of metal for the production of a wide variety of products - from railway rails to razor blades. It was necessary to build ships, produce agricultural machinery, cars, typewriters - in a word, everything that the country that had returned to peaceful life needed. Guns, tanks, and shell casings were melted down. In 1921, Cox beat his competitors by purchasing old battleships from the British Admiralty and then dismantling them for scrap at the Queensboro shipyard. And three years later he purchased from the English government for 20 thousand ft. Art. German floating dock. Cox himself didn’t really know what to do with the huge U-shaped colossus. He only intended to cut off a huge steel cylinder installed in the dock, 122 m long and 12 m in diameter (previously used to test the pressure hulls of German submarines) and sell it for scrap. That's what Cox did. As a result, he remained the owner of, in fact, a completely unnecessary floating dock.
Birth of an idea
Soon, having arrived in Copenhagen to negotiate with the Danish company Peterson & Albeck regarding the sale of a batch of non-ferrous metals, Cox started a conversation with the company's owners about the shortage of scrap iron. In response, Peterson half-jokingly advised him to use the same floating dock to try to raise some of the ships sunk in Scapa Flow. “I don’t suppose that you can lift battleships, but, as far as I know, there are thirty or forty destroyers lying at the bottom of the bay, and the largest of them does not displace more than a thousand tons.” And your dock can easily lift three thousand tons. Indeed? Well, why can’t he, Cox, raise battleships? For example, "Hindenburg". Twenty-eight thousand tons of metal are rusting at the bottom, waiting for someone to pick them up. And no one has yet dared to do this.
Here Cox had an idea that captivated him for many years. And if Cox took on something, he did not waste time. He spent one day in the technical library, studying relevant literature and thinking about a plan for further action. Then he went to the Admiralty and asked to sell him “as is” several destroyers lying at the bottom of Scapa Flow Bay. Admiralty officials treated Cox's request with the utmost honesty. They invited him to first personally inspect the location of the ships and, what was even more important, gave him a report on the results of the survey of Scapa Flow by the official Admiralty commission that had visited him five years earlier. “The question of raising ships completely disappears,” the report said, “and since they do not interfere with shipping, there is no point in even blowing them up. Let them lie and rust where they sank.”
The destroyers lay on the bottom around their mooring barrels in such disorderly heaps that, according to experts, raising them was associated with exorbitant costs. As for large ships, none of the existing methods was suitable for lifting them. Cox, however, was not a specialist, but a practitioner. He saw the meaning of his life in solving engineering problems, and the rise of the German fleet seemed to him simply a more complex operation in scale. In addition, the opinion of the Admiralty experts could not in any way influence his decision, if only because he never bothered to read their report.
Cox buys a fleet lying at the bottom of the sea
Cox nevertheless listened to the advice and headed to Scapa Flow to personally verify on the spot the impossibility of lifting at least one ship. He then returned to London and offered the Admiralty £24,000. Art. for 26 destroyers and two battleships. Stunned by Cox's audacity, the top brass accepted the money. Cox became the owner of the Navy. It might seem incredible, but one day spent in the library and an equally short visit to Scapa Flow was enough to outline a plan of action.
The huge floating dock, of which Cox so unexpectedly became the owner, had a lifting force of 3 thousand tons; the mass of each destroyer ranged from 750 to 1.3 thousand tons. Therefore, Cox believed, he would be able to lift two or even three destroyers with the help of a dock if for some reason they could not be disengaged under water. Only a few weeks will pass and the destroyers will be finished. The money received from their sale for scrap could be used to cut off the bow and gun turrets of the giant battle cruiser Hindenburg, which lay almost on an even keel at a depth of 18 m, and in addition on a pebble-covered bottom.
At low tide, the towers protruded completely from the water, so cutting them off using oxygen-acetylene torches would not be difficult. The money from the sale of the towers will be used to pay for the costs associated with raising the 28,000-ton Hindenburg. And when the cruiser is raised, it can be used as a giant pontoon for lifting other ships. The plan was very good - a sort of strict sequence of predetermined events. It had only one drawback, which stemmed from Cox's absolute ignorance of ship-lifting matters: the plan could not be carried out. But all this had yet to be confirmed. In the meantime, Cox had at his disposal a fleet lying at the bottom of Scapa Flow, a floating dock and a large number of anchor chains from sunken battleships, which he intended to use instead of lifting cables. He had neither specialists nor appropriate equipment.
On the island of Hoy, where Cox planned to organize the headquarters for the management and conduct of the entire operation, there were completely no workshops, warehouses, or living quarters. There was absolutely nothing there, not even electricity. The day after the purchase of the fleet was completed, Cox began hiring people. He was especially lucky with two. These were Thomas Mackenzie and Ernest McCone, who later received the nickname “the Mac couple.” They formed the main headquarters of all further operations. Having completed these matters, Cox, overriding the objections of his two assistants (much of what he did in subsequent years went against their opinions), cut off one wall of his U-shaped dock and installed a temporary patch in its place. The dock was now shaped like an inverted L. He then cut the dock halfway across and towed it 700 miles to the Orkney Islands. There the dock was pulled ashore at Mill Bay on Hoy Island and finally cut in half.
As a result, Cox had at his disposal two sections of a dry dock with a cross-section resembling an inverted letter L, 61 m long and 24.3 m wide. The walls of each section housed pumps, air compressors, generators, as well as engine and boiler rooms. There were 12 sets of lifting devices on the decks. Each such device included a block with a lifting capacity of 100 tons and a manual winch with triple gear. Each block, in turn, was connected to hoists with a lifting capacity of 100 tons, attached with bolts and massive steel plates to the dock wall. Lifting chains extended from the hoists and passed through pulley streams. The loose ends of the chains hung over the edge of the deck into the water. Two people were required to operate one winch. This is where McCone's first clash with Cox occurred. McCone demanded the purchase of steel cables with a circumference of 229 mm. Cox insisted on using old anchor chains instead of cables, since each cable would cost him 2 thousand ft. Art. In this dispute, Cox gained the upper hand, but only temporarily.
Birth of an idea
Soon, having arrived in Copenhagen to negotiate with the Danish company Peterson & Albeck regarding the sale of a batch of non-ferrous metals, Cox started a conversation with the company's owners about the shortage of scrap iron. In response, Peterson half-jokingly advised him to use the same floating dock to try to raise some of the ships sunk in Scapa Flow. “I don’t suppose that you can lift battleships, but, as far as I know, there are thirty or forty destroyers lying at the bottom of the bay, and the largest of them does not displace more than a thousand tons.” And your dock can easily lift three thousand tons. Indeed? Well, why can’t he, Cox, raise battleships? For example, "Hindenburg". Twenty-eight thousand tons of metal are rusting at the bottom, waiting for someone to pick them up. And no one has yet dared to do this.
Here Cox had an idea that captivated him for many years. And if Cox took on something, he did not waste time. He spent one day in the technical library, studying relevant literature and thinking about a plan for further action. Then he went to the Admiralty and asked to sell him “as is” several destroyers lying at the bottom of Scapa Flow Bay. Admiralty officials treated Cox's request with the utmost honesty. They invited him to first personally inspect the location of the ships and, what was even more important, gave him a report on the results of the survey of Scapa Flow by the official Admiralty commission that had visited him five years earlier. “The question of raising ships completely disappears,” the report said, “and since they do not interfere with shipping, there is no point in even blowing them up. Let them lie and rust where they sank.”
The destroyers lay on the bottom around their mooring barrels in such disorderly heaps that, according to experts, raising them was associated with exorbitant costs. As for large ships, none of the existing methods was suitable for lifting them. Cox, however, was not a specialist, but a practitioner. He saw the meaning of his life in solving engineering problems, and the rise of the German fleet seemed to him simply a more complex operation in scale. In addition, the opinion of the Admiralty experts could not in any way influence his decision, if only because he never bothered to read their report.
Cox buys a fleet lying at the bottom of the sea
Cox nevertheless listened to the advice and headed to Scapa Flow to personally verify on the spot the impossibility of lifting at least one ship. He then returned to London and offered the Admiralty £24,000. Art. for 26 destroyers and two battleships. Stunned by Cox's audacity, the top brass accepted the money. Cox became the owner of the Navy. It might seem incredible, but one day spent in the library and an equally short visit to Scapa Flow was enough to outline a plan of action.
The huge floating dock, of which Cox so unexpectedly became the owner, had a lifting force of 3 thousand tons; the mass of each destroyer ranged from 750 to 1.3 thousand tons. Therefore, Cox believed, he would be able to lift two or even three destroyers with the help of a dock if for some reason they could not be disengaged under water. Only a few weeks will pass and the destroyers will be finished. The money received from their sale for scrap could be used to cut off the bow and gun turrets of the giant battle cruiser Hindenburg, which lay almost on an even keel at a depth of 18 m, and in addition on a pebble-covered bottom.
At low tide, the towers protruded completely from the water, so cutting them off using oxygen-acetylene torches would not be difficult. The money from the sale of the towers will be used to pay for the costs associated with raising the 28,000-ton Hindenburg. And when the cruiser is raised, it can be used as a giant pontoon for lifting other ships. The plan was very good - a sort of strict sequence of predetermined events. It had only one drawback, which stemmed from Cox's absolute ignorance of ship-lifting matters: the plan could not be carried out. But all this had yet to be confirmed. In the meantime, Cox had at his disposal a fleet lying at the bottom of Scapa Flow, a floating dock and a large number of anchor chains from sunken battleships, which he intended to use instead of lifting cables. He had neither specialists nor appropriate equipment.
On the island of Hoy, where Cox planned to organize the headquarters for the management and conduct of the entire operation, there were completely no workshops, warehouses, or living quarters. There was absolutely nothing there, not even electricity. The day after the purchase of the fleet was completed, Cox began hiring people. He was especially lucky with two. These were Thomas Mackenzie and Ernest McCone, who later received the nickname “the Mac couple.” They formed the main headquarters of all further operations. Having completed these matters, Cox, overriding the objections of his two assistants (much of what he did in subsequent years went against their opinions), cut off one wall of his U-shaped dock and installed a temporary patch in its place. The dock was now shaped like an inverted L. He then cut the dock halfway across and towed it 700 miles to the Orkney Islands. There the dock was pulled ashore at Mill Bay on Hoy Island and finally cut in half.
As a result, Cox had at his disposal two sections of a dry dock with a cross-section resembling an inverted letter L, 61 m long and 24.3 m wide. The walls of each section housed pumps, air compressors, generators, as well as engine and boiler rooms. There were 12 sets of lifting devices on the decks. Each such device included a block with a lifting capacity of 100 tons and a manual winch with triple gear. Each block, in turn, was connected to hoists with a lifting capacity of 100 tons, attached with bolts and massive steel plates to the dock wall. Lifting chains extended from the hoists and passed through pulley streams. The loose ends of the chains hung over the edge of the deck into the water. Two people were required to operate one winch. This is where McCone's first clash with Cox occurred. McCone demanded the purchase of steel cables with a circumference of 229 mm. Cox insisted on using old anchor chains instead of cables, since each cable would cost him 2 thousand ft. Art. In this dispute, Cox gained the upper hand, but only temporarily.
Soon, having arrived in Copenhagen to negotiate with the Danish company Peterson & Albeck regarding the sale of a batch of non-ferrous metals, Cox started a conversation with the company's owners about the shortage of scrap iron. In response, Peterson half-jokingly advised him to use the same floating dock to try to raise some of the ships sunk in Scapa Flow. “I don’t suppose that you can lift battleships, but, as far as I know, there are thirty or forty destroyers lying at the bottom of the bay, and the largest of them does not displace more than a thousand tons.” And your dock can easily lift three thousand tons. Indeed? Well, why can’t he, Cox, raise battleships? For example, "Hindenburg". Twenty-eight thousand tons of metal are rusting at the bottom, waiting for someone to pick them up. And no one has yet dared to do this.
Here Cox had an idea that captivated him for many years. And if Cox took on something, he did not waste time. He spent one day in the technical library, studying relevant literature and thinking about a plan for further action. Then he went to the Admiralty and asked to sell him “as is” several destroyers lying at the bottom of Scapa Flow Bay. Admiralty officials treated Cox's request with the utmost honesty. They invited him to first personally inspect the location of the ships and, what was even more important, gave him a report on the results of the survey of Scapa Flow by the official Admiralty commission that had visited him five years earlier. “The question of raising ships completely disappears,” the report said, “and since they do not interfere with shipping, there is no point in even blowing them up. Let them lie and rust where they sank.”
The destroyers lay on the bottom around their mooring barrels in such disorderly heaps that, according to experts, raising them was associated with exorbitant costs. As for large ships, none of the existing methods was suitable for lifting them. Cox, however, was not a specialist, but a practitioner. He saw the meaning of his life in solving engineering problems, and the rise of the German fleet seemed to him simply a more complex operation in scale. In addition, the opinion of the Admiralty experts could not in any way influence his decision, if only because he never bothered to read their report.
Cox buys a fleet lying at the bottom of the sea
Cox nevertheless listened to the advice and headed to Scapa Flow to personally verify on the spot the impossibility of lifting at least one ship. He then returned to London and offered the Admiralty £24,000. Art. for 26 destroyers and two battleships. Stunned by Cox's audacity, the top brass accepted the money. Cox became the owner of the Navy. It might seem incredible, but one day spent in the library and an equally short visit to Scapa Flow was enough to outline a plan of action.
The huge floating dock, of which Cox so unexpectedly became the owner, had a lifting force of 3 thousand tons; the mass of each destroyer ranged from 750 to 1.3 thousand tons. Therefore, Cox believed, he would be able to lift two or even three destroyers with the help of a dock if for some reason they could not be disengaged under water. Only a few weeks will pass and the destroyers will be finished. The money received from their sale for scrap could be used to cut off the bow and gun turrets of the giant battle cruiser Hindenburg, which lay almost on an even keel at a depth of 18 m, and in addition on a pebble-covered bottom.
At low tide, the towers protruded completely from the water, so cutting them off using oxygen-acetylene torches would not be difficult. The money from the sale of the towers will be used to pay for the costs associated with raising the 28,000-ton Hindenburg. And when the cruiser is raised, it can be used as a giant pontoon for lifting other ships. The plan was very good - a sort of strict sequence of predetermined events. It had only one drawback, which stemmed from Cox's absolute ignorance of ship-lifting matters: the plan could not be carried out. But all this had yet to be confirmed. In the meantime, Cox had at his disposal a fleet lying at the bottom of Scapa Flow, a floating dock and a large number of anchor chains from sunken battleships, which he intended to use instead of lifting cables. He had neither specialists nor appropriate equipment.
On the island of Hoy, where Cox planned to organize the headquarters for the management and conduct of the entire operation, there were completely no workshops, warehouses, or living quarters. There was absolutely nothing there, not even electricity. The day after the purchase of the fleet was completed, Cox began hiring people. He was especially lucky with two. These were Thomas Mackenzie and Ernest McCone, who later received the nickname “the Mac couple.” They formed the main headquarters of all further operations. Having completed these matters, Cox, overriding the objections of his two assistants (much of what he did in subsequent years went against their opinions), cut off one wall of his U-shaped dock and installed a temporary patch in its place. The dock was now shaped like an inverted L. He then cut the dock halfway across and towed it 700 miles to the Orkney Islands. There the dock was pulled ashore at Mill Bay on Hoy Island and finally cut in half.
As a result, Cox had at his disposal two sections of a dry dock with a cross-section resembling an inverted letter L, 61 m long and 24.3 m wide. The walls of each section housed pumps, air compressors, generators, as well as engine and boiler rooms. There were 12 sets of lifting devices on the decks. Each such device included a block with a lifting capacity of 100 tons and a manual winch with triple gear. Each block, in turn, was connected to hoists with a lifting capacity of 100 tons, attached with bolts and massive steel plates to the dock wall. Lifting chains extended from the hoists and passed through pulley streams. The loose ends of the chains hung over the edge of the deck into the water. Two people were required to operate one winch. This is where McCone's first clash with Cox occurred. McCone demanded the purchase of steel cables with a circumference of 229 mm. Cox insisted on using old anchor chains instead of cables, since each cable would cost him 2 thousand ft. Art. In this dispute, Cox gained the upper hand, but only temporarily.
Cox buys a fleet lying at the bottom of the sea
Cox nevertheless listened to the advice and headed to Scapa Flow to personally verify on the spot the impossibility of lifting at least one ship. He then returned to London and offered the Admiralty £24,000. Art. for 26 destroyers and two battleships. Stunned by Cox's audacity, the top brass accepted the money. Cox became the owner of the Navy. It might seem incredible, but one day spent in the library and an equally short visit to Scapa Flow was enough to outline a plan of action.
The huge floating dock, of which Cox so unexpectedly became the owner, had a lifting force of 3 thousand tons; the mass of each destroyer ranged from 750 to 1.3 thousand tons. Therefore, Cox believed, he would be able to lift two or even three destroyers with the help of a dock if for some reason they could not be disengaged under water. Only a few weeks will pass and the destroyers will be finished. The money received from their sale for scrap could be used to cut off the bow and gun turrets of the giant battle cruiser Hindenburg, which lay almost on an even keel at a depth of 18 m, and in addition on a pebble-covered bottom.
At low tide, the towers protruded completely from the water, so cutting them off using oxygen-acetylene torches would not be difficult. The money from the sale of the towers will be used to pay for the costs associated with raising the 28,000-ton Hindenburg. And when the cruiser is raised, it can be used as a giant pontoon for lifting other ships. The plan was very good - a sort of strict sequence of predetermined events. It had only one drawback, which stemmed from Cox's absolute ignorance of ship-lifting matters: the plan could not be carried out. But all this had yet to be confirmed. In the meantime, Cox had at his disposal a fleet lying at the bottom of Scapa Flow, a floating dock and a large number of anchor chains from sunken battleships, which he intended to use instead of lifting cables. He had neither specialists nor appropriate equipment.
On the island of Hoy, where Cox planned to organize the headquarters for the management and conduct of the entire operation, there were completely no workshops, warehouses, or living quarters. There was absolutely nothing there, not even electricity. The day after the purchase of the fleet was completed, Cox began hiring people. He was especially lucky with two. These were Thomas Mackenzie and Ernest McCone, who later received the nickname “the Mac couple.” They formed the main headquarters of all further operations. Having completed these matters, Cox, overriding the objections of his two assistants (much of what he did in subsequent years went against their opinions), cut off one wall of his U-shaped dock and installed a temporary patch in its place. The dock was now shaped like an inverted L. He then cut the dock halfway across and towed it 700 miles to the Orkney Islands. There the dock was pulled ashore at Mill Bay on Hoy Island and finally cut in half.
As a result, Cox had at his disposal two sections of a dry dock with a cross-section resembling an inverted letter L, 61 m long and 24.3 m wide. The walls of each section housed pumps, air compressors, generators, as well as engine and boiler rooms. There were 12 sets of lifting devices on the decks. Each such device included a block with a lifting capacity of 100 tons and a manual winch with triple gear. Each block, in turn, was connected to hoists with a lifting capacity of 100 tons, attached with bolts and massive steel plates to the dock wall. Lifting chains extended from the hoists and passed through pulley streams. The loose ends of the chains hung over the edge of the deck into the water. Two people were required to operate one winch. This is where McCone's first clash with Cox occurred. McCone demanded the purchase of steel cables with a circumference of 229 mm. Cox insisted on using old anchor chains instead of cables, since each cable would cost him 2 thousand ft. Art. In this dispute, Cox gained the upper hand, but only temporarily.
Cox nevertheless listened to the advice and headed to Scapa Flow to personally verify on the spot the impossibility of lifting at least one ship. He then returned to London and offered the Admiralty £24,000. Art. for 26 destroyers and two battleships. Stunned by Cox's audacity, the top brass accepted the money. Cox became the owner of the Navy. It might seem incredible, but one day spent in the library and an equally short visit to Scapa Flow was enough to outline a plan of action.
The huge floating dock, of which Cox so unexpectedly became the owner, had a lifting force of 3 thousand tons; the mass of each destroyer ranged from 750 to 1.3 thousand tons. Therefore, Cox believed, he would be able to lift two or even three destroyers with the help of a dock if for some reason they could not be disengaged under water. Only a few weeks will pass and the destroyers will be finished. The money received from their sale for scrap could be used to cut off the bow and gun turrets of the giant battle cruiser Hindenburg, which lay almost on an even keel at a depth of 18 m, and in addition on a pebble-covered bottom.
At low tide, the towers protruded completely from the water, so cutting them off using oxygen-acetylene torches would not be difficult. The money from the sale of the towers will be used to pay for the costs associated with raising the 28,000-ton Hindenburg. And when the cruiser is raised, it can be used as a giant pontoon for lifting other ships. The plan was very good - a sort of strict sequence of predetermined events. It had only one drawback, which stemmed from Cox's absolute ignorance of ship-lifting matters: the plan could not be carried out. But all this had yet to be confirmed. In the meantime, Cox had at his disposal a fleet lying at the bottom of Scapa Flow, a floating dock and a large number of anchor chains from sunken battleships, which he intended to use instead of lifting cables. He had neither specialists nor appropriate equipment.
On the island of Hoy, where Cox planned to organize the headquarters for the management and conduct of the entire operation, there were completely no workshops, warehouses, or living quarters. There was absolutely nothing there, not even electricity. The day after the purchase of the fleet was completed, Cox began hiring people. He was especially lucky with two. These were Thomas Mackenzie and Ernest McCone, who later received the nickname “the Mac couple.” They formed the main headquarters of all further operations. Having completed these matters, Cox, overriding the objections of his two assistants (much of what he did in subsequent years went against their opinions), cut off one wall of his U-shaped dock and installed a temporary patch in its place. The dock was now shaped like an inverted L. He then cut the dock halfway across and towed it 700 miles to the Orkney Islands. There the dock was pulled ashore at Mill Bay on Hoy Island and finally cut in half.
As a result, Cox had at his disposal two sections of a dry dock with a cross-section resembling an inverted letter L, 61 m long and 24.3 m wide. The walls of each section housed pumps, air compressors, generators, as well as engine and boiler rooms. There were 12 sets of lifting devices on the decks. Each such device included a block with a lifting capacity of 100 tons and a manual winch with triple gear. Each block, in turn, was connected to hoists with a lifting capacity of 100 tons, attached with bolts and massive steel plates to the dock wall. Lifting chains extended from the hoists and passed through pulley streams. The loose ends of the chains hung over the edge of the deck into the water. Two people were required to operate one winch. This is where McCone's first clash with Cox occurred. McCone demanded the purchase of steel cables with a circumference of 229 mm. Cox insisted on using old anchor chains instead of cables, since each cable would cost him 2 thousand ft. Art. In this dispute, Cox gained the upper hand, but only temporarily.
At low tide, the towers protruded completely from the water, so cutting them off using oxygen-acetylene torches would not be difficult. The money from the sale of the towers will be used to pay for the costs associated with raising the 28,000-ton Hindenburg. And when the cruiser is raised, it can be used as a giant pontoon for lifting other ships. The plan was very good - a sort of strict sequence of predetermined events. It had only one drawback, which stemmed from Cox's absolute ignorance of ship-lifting matters: the plan could not be carried out. But all this had yet to be confirmed. In the meantime, Cox had at his disposal a fleet lying at the bottom of Scapa Flow, a floating dock and a large number of anchor chains from sunken battleships, which he intended to use instead of lifting cables. He had neither specialists nor appropriate equipment.
On the island of Hoy, where Cox planned to organize the headquarters for the management and conduct of the entire operation, there were completely no workshops, warehouses, or living quarters. There was absolutely nothing there, not even electricity. The day after the purchase of the fleet was completed, Cox began hiring people. He was especially lucky with two. These were Thomas Mackenzie and Ernest McCone, who later received the nickname “the Mac couple.” They formed the main headquarters of all further operations. Having completed these matters, Cox, overriding the objections of his two assistants (much of what he did in subsequent years went against their opinions), cut off one wall of his U-shaped dock and installed a temporary patch in its place. The dock was now shaped like an inverted L. He then cut the dock halfway across and towed it 700 miles to the Orkney Islands. There the dock was pulled ashore at Mill Bay on Hoy Island and finally cut in half.
As a result, Cox had at his disposal two sections of a dry dock with a cross-section resembling an inverted letter L, 61 m long and 24.3 m wide. The walls of each section housed pumps, air compressors, generators, as well as engine and boiler rooms. There were 12 sets of lifting devices on the decks. Each such device included a block with a lifting capacity of 100 tons and a manual winch with triple gear. Each block, in turn, was connected to hoists with a lifting capacity of 100 tons, attached with bolts and massive steel plates to the dock wall. Lifting chains extended from the hoists and passed through pulley streams. The loose ends of the chains hung over the edge of the deck into the water. Two people were required to operate one winch. This is where McCone's first clash with Cox occurred. McCone demanded the purchase of steel cables with a circumference of 229 mm. Cox insisted on using old anchor chains instead of cables, since each cable would cost him 2 thousand ft. Art. In this dispute, Cox gained the upper hand, but only temporarily.
As a result, Cox had at his disposal two sections of a dry dock with a cross-section resembling an inverted letter L, 61 m long and 24.3 m wide. The walls of each section housed pumps, air compressors, generators, as well as engine and boiler rooms. There were 12 sets of lifting devices on the decks. Each such device included a block with a lifting capacity of 100 tons and a manual winch with triple gear. Each block, in turn, was connected to hoists with a lifting capacity of 100 tons, attached with bolts and massive steel plates to the dock wall. Lifting chains extended from the hoists and passed through pulley streams. The loose ends of the chains hung over the edge of the deck into the water. Two people were required to operate one winch. This is where McCone's first clash with Cox occurred. McCone demanded the purchase of steel cables with a circumference of 229 mm. Cox insisted on using old anchor chains instead of cables, since each cable would cost him 2 thousand ft. Art. In this dispute, Cox gained the upper hand, but only temporarily.
RN Leonardo da Vinci
Historical data
Total information
EU
real
doc
Booking
Armament
Artillery
- 13 guns 305 mm/46 Mod.1909;
- 18 guns 120 mm/50 Mod.1909;
- 16 guns 76 mm/50 Mod.1909;
- 6 guns 76 mm/40 Mod.1916.
Torpedo
- 3 x 450 mm torpedo tubes.
Same type ships
History of creation
Italian military-technical thought at the turn of the 19th and 20th centuries was characterized by an extraordinary diversity of ideas, sometimes resulting in the most unexpected and original solutions when creating warship projects. The result was the creation of an optimal type of warship, namely a series of battleships of the type Redgina Elena, at the time of laying (1901) superior to most ships in terms of characteristics.
In the same 1901, a prominent Italian shipbuilding engineer, Colonel Vittorio Cuniberti (1854-1913), put forward a fundamentally new concept of a warship with a speed of at least 20 knots and artillery of a single caliber - 305 mm. The main postulates were simple:
- to sink the enemy in an artillery battle, you should inflict as many hits as possible on the waterline area, where all the important objects of the ship are concentrated;
- this area is protected by the thickest armor, which can only be penetrated by guns of 12 inches caliber and above;
- The rate of fire of such guns is not high; therefore, to ensure the required number of hits, it is necessary to increase the number of guns.
Steel-nickel armor plates for Italian battleships were supplied by the British company Steel Company from Glasgow, the American Carnegie Steel Company from Pittsburgh and Bethlehem Steel from Bethlehem, and their cementation using Krupp technology was carried out at the Vickers Terni steel mills (a joint venture of the British Vickers Ltd and the Italian steel mill of the city Terni) in Italy itself, problems arose with the production process of the latter. Delivery deadlines for main caliber artillery were missed, and the manufacture of turrets by WG Armstrong Whitworth & Co Ltd was delayed by more than a year.
The pace of construction was also affected by the outbreak of the Italo-Turkish War, which forced the transfer of some of the employed workers to the repair of ships that participated in the hostilities.
Technical description
Booking
When designing the battleship's protection, Italian designers sacrificed armor for the sake of gun power and speed. The total weight of the armor, according to official data, was 5150 tons, which in turn was equal to 22.4% of the normal displacement. This is the lowest figure even among first-generation battleships. Armor protection of battleships of the type Conte di Cavour was carried out according to the classical scheme for its time. The thickest armor was located along the waterline, becoming thinner with each gap between decks up to the forecastle deck. Italian designers implemented the idea of maximizing the freeboard protection area by slightly reducing the thickness of the armor.
Main armor belt
Main armor belt on type battleships Conte di Cavour extended from the barbette of tower No. 1 (sp. 58АV) to the barbette of tower No. 5 (sp. 63АD) and consisted of two rows of slabs. The lower one had a thickness of 250 mm in the upper and central part, thinning to 170 mm towards the lower edge. Its height was 2.8 m, of which 1.2 m rose above the water under normal load.
Above it, between the lower and main decks, there was an upper row of slabs 220 mm thick and 2.3 m high. The main belt was closed by 130 mm traverses, and continued forward and aft with slabs with a thickness of 130 to 80 mm (as the armor approached the ends became thinner). Above it there was an upper belt 138 m long and 130 mm thick in the central part; it stretched from the barbette of the main caliber tower No. 5 to the stem, where it thinned to 70 mm, and in the aft part it ended with a 110 mm traverse.
The mine artillery casemate, located between the barbettes of the elevated towers, was protected by 110 mm of armor. All vertical armor was mounted on a wooden pad and attached directly to the skin.
Almost all of the horizontal armor of Italian dreadnoughts was made in two layers. The top layer was made of high-resistance steel, its properties similar to the British HT (high tension), which was used as a structural material, and the bottom layer was made of ordinary Italian shipbuilding steel, which was noticeably inferior in quality to the previous one.
Lower deck
The lower deck within the main armor belt had a thickness of 24(12+12) mm in the flat part and 40(20+20) mm on the slopes adjacent to the lower edge of the main belt. Outside the belt - behind the 130 mm traverses - it had a carapace (from the English. carapace- shell) shape and at the extremities also dropped to the level of the lower edge of the belt. The thickness of the shell along almost the entire length of the deck was 24 (12 + 12) mm and only in the bow (towards the bow from the 77th frame) it decreased to 22 (11 + 11) mm. At the stern, the armored deck served as protection for the steering engines and their wires.
Main deck
The main deck, adjacent to the upper edge of the 220 mm armored belt, was flat throughout. Just like the lower one, it had a differentiated thickness. In the central part of the ship, between the barbettes of the elevated towers (from the 35th bow to the 40th stern frame), closer to the center plane, the thickness of the deck was 30 (18 + 12) mm, and between the internal longitudinal bulkhead and the outer plating - 31 (18 +13)mm.
Combat service took place at the base of the 1st squadron in Toranto; in fact, the new battleships stood idle at anchor, with the exception of periodic firing training.
On August 3, 1916, it was planned to go to sea for the next firing training; the ship, which had been docked in Toranto, was stationed in the internal roadstead of the Mar Picallo naval base. On the afternoon of August 2, additional ammunition was loaded for the planned launch of target practice (so as not to waste the main ammunition). The total weight of the ammunition reached 700 tons. All shells and charges were received in good condition, no comments were noted.
Chronicle of events
Overturned Leonardo da Vinci on the inner roadstead of Toranto.
23:00 August 2, 1916, officers and sailors felt a slight shaking of the ship, and a low-power explosion occurred in the stern of the ship. Smoke was detected in the compartment of the aft tower No. 5. The ship's commander, Captain 1st Rank Sommi Pichenardi, arrived on the scene, announced a combat alert and ordered the aft group of cellars to be flooded with sea water. The seacocks were opened to flood the cellars, and hoses were deployed to extinguish the fire in the stern.
23:16 from elevator No. 10 of feed tower No. 5, a strong flame appeared, accompanied by a large number of sparks. The fire spread to the battery deck of the 120 mm starboard guns, spreading towards the bow of the ship. The ships standing in the roadstead noticed fire and smoke. The measures taken by the captain were not enough.
23:22 The second explosion in the stern of the ship, the damage caused was many times greater than the first. There were losses of personnel. The hull structures were destroyed - large volumes of sea water began to flow into the hull through holes and damaged flood seams. The evacuation of personnel has begun.
23:40 The battleship is gradually sinking stern with a rapidly growing list to the left side. The evacuation of personnel continues.
23:45 Leonardo da Vinci turns over with its keel up and sinks at a depth of about 10-11 meters. As a result of the fire and subsequent loss of buoyancy, 21 officers out of 34 and 227 petty officers and sailors out of 1156 were killed. Among the dead was Captain 1st Rank Sommie Pichenardi.
Determining the circumstances of the death
The initial cause of death was considered to be sabotage (as in the case of Benedetto Brin), but the commission of inquiry, headed by Admiral Napoleone Canevaro, could not find conclusive evidence in favor of sabotage. The commission limited itself to the conclusion that the cause of the first explosion was not related to the low quality of the ammunition received.
In November 1916, it was possible to shed light on the reasons for the death of large ships of the Italian fleet, and Italian counterintelligence agencies were on the trail of the espionage organization. The head of the spy network turned out to be an employee of the papal chancellery, who turned out to be an agent of the Austrian Naval Information Service (naval intelligence). The headquarters of the organization was located in Zurich (Switzerland), as a result of the special. Italian counterintelligence operations stole secret documents.
Papers indicated that explosions on ships Benedetto Brin And Leonardo da Vinci organized by one person - a certain Luigi Flieder. The direct perpetrator of sabotage on Leonardo da Vinci there was an unknown Leo Fall (possibly the pseudonym of Luigi Fliedera). Documents indicated that a time bomb was brought onto the ship and installed in the double bottom space under the aft magazine. This became possible due to the turmoil during the preparation of the ship for going to sea. There is also information that after leaving the dock, there were a large number of workers on the ship who were eliminating various deficiencies; the saboteur could get lost among them.
However, there were supporters of the version that special. the operation was a disappointment for the Italian intelligence services and they did not learn any new information from the stolen papers, and the information about sabotage was a prepared “dummy”. However, in favor of the version of sabotage, it is known that after the end of the First World War, Italian counterintelligence tracked down a certain Leo Fall, who was in Innsbruck at that moment, was arrested and later hanged.
Further fate
Leonardo da Vinci are brought into dry dock with the help of pantons and tugs.
Soon a decision was made to quickly raise the vessel and return it to service, but this required serious diving work to unload the vessel, dismantling steam pipes to reduce the weight and height of the vessel, since the deepest dry dock in Toranto had a depth of 12.2 m , height Leonardo da Vinci with pipes 15.2 m. About 150 workers were allocated for ship-lifting work, the workers worked for 30 months. Only at the end of August 1919 did the battleship appear keel-up on the surface. After the final dismantling of the towers and superstructures on November 17, 1919, the ship was put into dry dock.
An examination of the vessel showed that the explosion created a hole in the areas of the deadwood exits of the propeller shafts on both sides, damaged several decks and watertight bulkheads in the area of the main cellars (under towers No. 5 and No. 4). Further penetration of water into the compartments and corridors was facilitated by unlatched watertight bulkheads. Both decks were badly damaged; repairs began there. The hole in the hull was patched.
Having completed complete sealing, it was decided to take the ship out into deep water. On the afternoon of January 24, 1921, the starboard compartments were partially flooded and, with the help of tugs, the ship was placed on an even keel. The towers were raised separately, using specially built pontoons.
Initially, it was planned to restore the ship with changes to the design, namely without a central turret (to improve stability), and by installing six 102 mm anti-aircraft guns instead of the installed 76 mm. But due to lack of funding, plans for restoration and modernization had to be postponed. The final end to the restoration of the battleship was the signing by Italy, on February 6, 1922, of the Washington Naval Agreement
Leonardo da Vinci in the normal position after pumping water into the starboard compartments. The flag of the Italian Navy is raised.
| Leonardo da Vinci | |
|---|---|
| RN Leonardo da Vinci | |
Postcard depicting the battleship Leonardo da Vinci |
|
| Service | |
| Italy Italy | |
| Name | Leonardo da Vinci |
| original name | RN Leonardo da Vinci |
| Vessel class and type | Conte di Cavour-class battleship |
| Home port | Genoa, Taranto |
| Organization | Royal Italian Navy |
| Manufacturer | Oto Melara |
| Construction has started | July 18 |
| Launched | October 14 |
| Commissioned | May 17 |
| Removed from the fleet | September 17 |
| Status | March 26 sold for scrap |
| Main characteristics | |
| Displacement | 23458 t (standard) 25489 t (full) |
| Length | 176 m |
| Width | 28 m |
| Draft | 9.3 m |
| Booking |
|
| Engines | 4 Parsons steam turbines, 20 Blechynden steam boilers |
| Power | 30,700-32,800 l. With. |
| Mover | 4 screws |
| Travel speed | 21.5 knots |
| Cruising range | 4800 nautical miles (10 knots) 1000 nautical miles (22 knots) |
| Crew | 1000 people (31 officers and 969 sailors) |
| Armament | |
| Artillery |
|
| Mine and torpedo weapons | 3 x 450 mm torpedo tubes |
Description
Dimensions and speed characteristics
The length of the battleship was 168.9 m at the waterline and 176 m maximum. The width of the ship was 28 m, the draft was 9.3 m. The displacement ranged from 23,088 to 25,086 tons. The battleship had a double bottom and was divided into 23 compartments. The crew consisted of exactly a thousand people (31 officers and 969 sailors). The main power plant consisted of four Parsons turbines driving four propellers. Twenty Blechynden boilers provided steam for the turbines: eight fired fuel oil, twelve fired coal. According to the plan, Leonardo da Vinci was supposed to reach a speed of 22.5 knots with a power of 31 thousand hp, but during sea trials it seriously lagged behind the requirements. When increasing power to 32800 hp. the speed did not exceed 21.6 knots. The ship had coal reserves of 1,470 tons of coal and 860 tons of fuel oil, and the cruising range was 4,800 nautical miles at 10 knots and 1,000 nautical miles at 22 knots.
Armament
The Leonardo da Vinci was equipped with thirteen 305-mm 46-caliber naval guns in five gun turrets: three triple and two twin. From stem to stern these towers were designated by letters A, B, Q, X And Y. The vertical elevation angle ranged from -5 to +20°, the stock of each turret was up to 100 shells with a norm of 70. Historical sources do not give an unambiguous assessment of the firing quality of these guns: according to historian Giorgio Giorgerini, one 452-kg armor-piercing shell out of 302- mm cannon developed a speed of up to 840 m/s and had a flight range of 24 km, and according to Norman Friedman, the projectile had a mass of 416.52 to 452.3 kg and had a speed of 861 m/s.
The universal guns were 18 120-mm 50-caliber guns, located in casemates on the sides. The elevation angle ranged from -10 to +15°, the firing rate was 6 rounds per minute. One such explosive projectile weighing 22.1 kg could reach a speed of 850 m/s and had a flight range of 11 km (there were a total of 3,600 such projectiles on board the battleship). Leonardo da Vinci also had protection from torpedo boats: 14 76-mm 50-caliber guns, 13 of which were installed both on the tops of the gun turrets and in a total of thirty different positions on the battleship (including on the upper deck). Their characteristics were no different from 120 mm guns, although they had a rate of fire of 16 rounds per minute. One 6-kg projectile developed speeds of up to 815 m/s and flew approximately 9.1 km. The battleship also had three 450 mm torpedo tubes: one on board and one aft.
Armor
Battleships of the Conte di Cavour type had powerful armor on the waterline belt with a height of 2.8 m, of which part of the armor 1.6 m high was below the waterline. The maximum thickness reached 250 mm in the center of the side with 130 mm at the stern and 80 mm at the bow. The lower part of this belt had a thickness of 170 mm. Above the main belt there was armor 220 mm thick, which reached a height of 2.3 m to the upper deck. Even higher was the armor, 130 mm thick and 138 m long from the nose to the gun turret. X. The upper part of this armored belt protected the casemates (110 mm thick). The battleship had two armored decks: the main deck was protected by two-layer armor of 24 mm, which closer to the main belt reached a thickness of 40 mm (the sheets were located on slopes); the second deck was protected by 30 mm armor plates with two layers. The front and rear transverse bulkheads connected the armored belt to the deck.
The frontal armor of the gun turrets was 280 mm, the side armor was 240 mm, and the rear and top armor was 85 mm. Barbettes had an armor thickness of 230 mm above the forecastle, 180 mm between the forecastle and the upper deck and 130 mm behind the upper deck. The front deckhouse was protected by sheets 280 mm thick, the aft deckhouse - 180 mm thick.
Service
Leonardo da Vinci was built by Odero (later Oto Melara) at the Sestri Ponente shipyard in Genoa. It was laid down on July 18, launched on October 14, completed and put into service on May 17. He did not participate in military clashes, most of the time he stood at anchor in the port of Taranto, the main naval base of Italy.
The Royal Italian Navy said the ship must be immediately raised from the seabed. However, for this it was necessary to remove ammunition and fuel supplies from the ship and remove the guns in order to reduce the mass and weight of the ship. The problem was that the largest dry dock in Taranto was only 12.2 m deep, while the Leonardo da Vinci measured 15.2 m. This meant that the pipes also had to be removed from the ship.
The Italians spent two years preparing for the operation to raise the ship, and on September 17, after the war, the battleship was lifted from the bottom. A channel was dug to the dry dock, along which the battleship was towed. To stabilize the ship, additional wooden scaffolding was built, which remained there even after all the water was pumped out from the Leonardo da Vinci. Both decks were severely damaged, as a result of which the repair of the ship began with them. To maintain the stability of the ship, ballast weighing 410 tons was additionally loaded. After sealing, the ship was taken out into deep water, water weighing 7,600 tons was pumped into the starboard compartments, and on January 24 the ship was returned to its normal position.
Initially, it was planned to restore the ship according to a modified design - without a central turret (to improve stability) and with the installation of six 102 mm anti-aircraft guns instead of the previous 76 mm ones. However, there was no money in the royal treasury for repairs, and on March 22 the ship was sold for scrapping.
Notes
Literature
- Allen, M.J. The Loss & Salvage of the "Leonardo da Vinci" // Warship International (English) Russian: magazine. - Toledo, Ohio: Naval Records Club, 1964. - Vol. I, no. Reprint. - P. 23-26.
Leonardo da Vinci (Leonardo da Vinci)
"Leonardo da Vinci"
("Leonardo da Vinci")
battleship (Italy)
Type: battleship (Italy).
Displacement: 25250 tons.
Dimensions: 176 m x 28 m x 9.3 m.
Power point: four-shaft, turbines.
Weapons: eighteen 120 mm (4.7"), thirteen 305 mm (12") guns.
Reservations: 127 x 248 mm belt, 280 mm turrets, 110 x 127 mm battery.
Launched: October 1911
The image shown is 1916
Leonardo da Vinci and two ships of the same type represented a further development of the Dante Alighieri class dreadnoughts. Five towers with thirteen heavy guns 1 were located in the center plane. Instead of being housed in two-gun turrets, auxiliary artillery was concentrated in casemates in the central part of the ship. The power plant developed a power of 31,000 hp. s., the range was 4800 miles (9120 km) at a speed of 10 knots. Leonardo da Vinci entered service in 1914 and was lost in the port of Taranto in 1916 as a result of an internal explosion. In 1919 it was raised, and in 1923 it was scrapped.
Note:
1 The battleship had a unique design: three three-gun and two two-gun turrets. It is clear that according to the original plan, the turrets should have been identical, but two guns were reduced in order to save money.
Encyclopedia of ships. - M.: Polygon. Chris Marshall. 1997.
See what "Leonardo da Vinci (Leonardo da Vinci)" is in other dictionaries:
Leonardo da Vinci - biography- (Leonardo da Vinci) Leonardo da Vinci (1452 1519) Leonardo da Vinci (Leonardo da Vinci) Biography Italian painter, sculptor, architect, engineer, technician, scientist, mathematician, anatomist, botanist, musician, philosopher of the era … …
Leonardo da Vinci- (1452-1519) painter, sculptor, architect, engineer and philosopher Don’t feed the slacker bread, but let him reason, and you won’t deny him the ability to denigrate others. He is always ready to find an excuse for his own worthlessness. The wine was consumed... ... Consolidated encyclopedia of aphorisms
Leonardo da Vinci- (Leonardo da Vinci) (15.4.1452, Vinci, near Florence, 2.5.1519, Castle of Cloux, near Amboise, Touraine, France), Italian painter, sculptor, architect, scientist and engineer. Born into the family of a wealthy notary. Combining the development of new... ... Great Soviet Encyclopedia
Leonardo da Vinci- LEONARDO (more correctly Lionardo) da VINCI (Lionardo da Vinci, 1452 1519) great Italian artist and scientist, the most perfect representative of that type of “universal man” (uomo universale), who was the ideal of the Italian Renaissance (see). Son … Literary encyclopedia
Leonardo Da Vinci- (Leonardo da Vinci) 1452, Vinci 1519, Amboise. Italian painter, sculptor, architect, scientist, engineer, art theorist. Master of the Florentine school, student of Verrocchio. He began his creative journey in Florence. In 1481/1482 he was invited to Milan... ... European art: Painting. Sculpture. Graphics: Encyclopedia
Leonardo da Vinci- (Leonardo da Vinci) (1452 1519), Italian painter, sculptor, architect, scientist and engineer of the High Renaissance. He created a harmonious image of a person that corresponded to the humanistic ideals of that time. Studied with A. Verrocchio (1467... ... Art encyclopedia
Leonardo da Vinci- Leonardo da Vinci. Madonna Benois (Madonna with a Flower). Around 1478. Hermitage. Leningrad. Leonardo da Vinci (14521519), Italian painter, sculptor, architect, scientist and engineer of the High Renaissance. Created... ... Art encyclopedia
Leonardo da Vinci- Leonardo Da Vinci. Self-portrait. OK. 1510 13. Library. Turin. LEONARDO DA VINCI (1452-1519), Italian painter, sculptor, architect, scientist, engineer. Combining the development of new means of artistic language with... ... Illustrated Encyclopedic Dictionary
LEONARDO DA VINCI- (Leonardo da Vinci) (1452 1519), great Italian artist, inventor, engineer and anatomist of the Renaissance. Leonardo was born in (or near) the town of Vinci, west of Florence, on April 15, 1452. He was the illegitimate son of... ... Collier's Encyclopedia
Leonardo da Vinci- (Leonardo da Vinci) (14521519) Italian painter, sculptor, architect, scientist, engineer. He was the first to begin a systematic study of flight problems. I tried to comprehend the nature of the resistance of the medium to the movement of bodies in it,... ... Encyclopedia "Aviation"
Books
- Calendar 2017 (on a spiral). Leonardo da Vinci, . Leonardo da Vinci is a major figure of the Italian Renaissance, the owner of a great variety of talents and an unusually broad outlook. He was not only a significant figure in the history of art -... Buy for 1046 rubles
- Playing cards. Leonardo da Vinci, . 54 carte da gioco illustrated rivelano il genio di Leonardo Da Vinci nelle arti e nelle scienze…