Plum City – (AbelDanger.net): United States Marine Field McConnell has linked Scottish-born Fiona Woolf, the 686th Lord Mayor of London and alleged long-time sponsor of Serco saboteurs embedded in City Livery Companies, to former Serco CEO, Chris Hyman’s alleged deployment of WTC Twin Towers elevator technicians to place rocket-fuel incendiaries bombs underneath companies targeted for 9/11 super-catastrophe events – for example, more than 100 targeted employees killed in one day – by UK-based financial and business service companies a.k.a. the British Invisibles.
McConnell claims that Woolf’s Invisibles fund a Serco-directed protection racket through the City Livery companies where targets are told to pay a 15% premium to insure employees against super-catastrophe events which allegedly result from climate change and pressure on resources.
McConnell claims that Woolf’s Invisibles ordered Hyman’s saboteurs – dressed as ACE Elevators technicians – to target Aon (South Tower 176 killed), Cantor Fitzgerald (North Tower 650 killed) and Marsh & McLennan Companies (North Tower 295 killed) with elevator bombs and used 9/11 to launch a global campaign to extort super-cat premiums from prospective victims by manipulating perceptions of risk associated with the Catastrophic Anthropogenic Global Warming scam.
9/11 Resolution Trilogy Volume III: Pattern of the Times part 1 of 4
9/11 Eyewitness – Elevator Blew Up In The Basement
“12/19/2001Mechanics left towers before buildings collapsed By Dennis Cauchon, USA TODAY
At the time the elevator mechanics left, dozens of people were trapped in stuck elevators. Other people lost their lives trying to rescue those trapped in elevators, including a mechanic from another company who rushed to the Trade Center from down the street.
The departure of elevator mechanics from a disaster site is unusual. The industry takes pride in rescues. In the Oklahoma City bombing in 1995, elevator mechanics worked closely with the firefighters making rescues. http://www.usatoday.com/news/sept11/…tor-usat_x.htm
On Sept. 11, the mechanics left on their own, without instructions from police or fire officials. ACE Elevator supervisors say this was consistent with the emergency plan. All the mechanics survived. “We had a procedure. We had a procedure to follow, and they (the mechanics) followed it,” Niederau says.
But the Port Authority says the emergency plan called for mechanics to stay and help with rescues. “The manuals consider many emergency scenarios and describe the role of the mechanics in detail in responding to them,” Port Authority spokesman Allen Morrison says. “There was no situation in which the mechanics were advised or instructed to leave on their own. They were, depending on the situation, to be dispatched to various emergency posts or to respond to various pas
About 9:45 a.m., from the south tower lobby, Port Authority elevator manager Joseph Amatuccio radioed the ACE Elevator supervisors on their private radio channel. O’Neill recalls him asking: “Can you mobilize to come inside and see what’s going on? Because I’m here with the fire department, and they’re asking me questions I don’t know.”
O’Neill radioed John Menville, an ACE Elevator supervisor trained in rescues, and both tried to get back in the building. The supervisors had special ID badges with red stripes that allowed them behind police lines.”
“Aon’s New York offices were on the 92nd and 98th–105th floors of the South Tower of the World Trade Center at the time of the 11 September 2001 terrorist attack. When the North Tower was struck at 8:46 a.m., many executives began evacuating their employees from the upper floors of the South Tower. The evacuation of Aon’s offices, ordered by Eric Eisenberg, was carried out quickly as 924 of the estimated 1,100 Aon employees present at the time managed to evacuate the building before United Airlines Flight 175 struck it twenty stories below them at 9:03 a.m.
However, many were influenced to stay by security guards and security announcements, or did not exit the building in time. As a result, 176 employees of Aon were killed in the attacks, including Eisenberg and Kevin Cosgrove, a vice-president of the company, who made a call to 911 when the tower collapsed at 9:59 a.m.“
“Cantor Fitzgerald’s corporate headquarters and New York City office,on the 101st–105th floors of One World Trade Center in Lower Manhattan (2–6 floors above the impact zone of a hijacked airliner), were destroyed during the September 11, 2001 attacks. At 8:46:46 A.M., six seconds after Cantor’s tower was struck by the plane, a Goldman Sachs server issued an alert saying that its trading system had gone offline because it wasn’t able to connect with a Cantor server. Cantor Fitzgerald lost over two-thirds of its workforce, considerably more than any of the other World Trade Center tenants or the New York City Police Department and New York City Fire Department. CEO and chairmanHoward Lutnick, whose brother was among those killed, vowed to keep the company alive, and the company was able to bring its trading markets back online within a week. On September 19, Cantor Fitzgerald made a pledge to distribute 25 percent of the firm’s profits for the next five years, and committed to paying for ten years of health care, for the benefit of the families of its 658 former Cantor Fitzgerald, eSpeed, and TradeSpark employees (profits which would otherwise have been distributed to the Cantor Fitzgeraldpartners). In 2006, the company completed its promise, having paid a total of $180 million (and an additional $17 million from a relief fund run by Lutnick’s sister, Edie).
Before the attacks, Cantor handled about one-quarter of the daily transactions in the multi-trillion dollar treasury security market. Cantor has since rebuilt its infrastructure, thanks in part to the efforts of its London office, and now has its headquarters in midtown Manhattan. The company’s effort to regain its footing is the subject of Tom Barbash‘s 2003 book On Top of the World: Cantor Fitzgerald, Howard Lutnick, and 9/11: A Story of Loss and Renewal.”
If Scotland votes yes next year, then the Scots will have to decide who they are – who gets to be a Scottish citizen? And can they still be a British citizen too? And if so, does that mean London gets a say? Jo Shaw explains…
Defining citizenship status and allocating citizenship rights would be an independent Scotland’s ‘Who Do We Think We Are?’ moment, giving concrete form to the tricky question of ‘who are the Scots?’. It would be one of the main prerogatives of a newly sovereign Scottish state to determine who are its citizens. Yet the questions of citizenship status and citizenship rights have received much less attention than many of the other issues which the prospect of independence raises, such as monetary matters and Scotland’s economic prospects in a globalised world, defence and security, and pensions and the welfare state.
It has often been suggested that residence will be the defining qualification for those who will be the new Scottish citizens. But does that mean only resident UK citizens? Or what about those from other countries who are resident in Scotland, or were even born here but haven’t acquired UK citizenship? There are nearly 300,000 people in this group. And then there is the large group of people born in Scotland who are no longer resident here. This group is perhaps as large as one million people, and that is a sizeable figure of potential so-called external citizens, when it is set against Scotland’s current population of about 5.3m.
New states struggle with the challenge of putting the boundaries of citizenship in the right place. They want to balance territorial inclusion (i.e. the residence imperative) and ethnocultural inclusion (i.e. the imperative to include those who feel themselves to be Scottish), trying to find an outcome which is generally regarded as legitimate by those who are affected by the decision. Citizenship status will need to be settled quickly after any ‘yes’ vote, and before independence, not least because it will be an important stepping-stone to ascertaining who can vote in the first Scottish general election. But experience in other new states in Europe, such as those which were created out of the dissolution of Yugoslavia, has shown that internal debates over who should be a citizen and what rights they should have are unlikely to disappear after independence. These issues remain heavily contested. Political parties are lobbied by those who feel excluded because they are denied citizenship because their connection to the country isn’t thought to be close enough. Electoral bargains are made. Rules are tinkered with. Sometimes the whole concept of who are the citizens is overturned by later action.”
“Clearly, he [Hyman] is able to transfer that considerable energy and focus to Serco. Its growth has been phenomenal. It’s the company that operates prisons and organises the prison vans, runs traffic control centres, manages trains, looks after schools, maintains the aircraft of the Queen’s Flight at Northolt, and sets the time for the speaking clock and the BBC’s pips, using the signal from the National Physical Laboratory’s atomic clock.
Serco’s most recent contract wins include: the running of Business Link London, an information and support service for the capital’s 600,000 small and medium-sized firms; the provision of services to the new NHS Forth Valley Acute Hospital in Falkirk; the operation of the Yarl’s Wood Immigration Removal Centre in Bedfordshire for the Home Office; and a £50m, five-year deal to help with the running of the Ministry of Defence’s facilities in Gibraltar.
Those are just UK public-sector contracts. In the US, it has recently received a boost to an order to supply IT and engineering management to the US Postal Service. Serco has also just picked up two projects for the US Navy and Army. In Dubai, it has been declared the preferred bidder to manage the new Metro system.
The list goes on – and on. From its small, modern headquarters by the River Thames in Richmond, Serco employs more than 50,000 people across the UK and the world, to work on more than 600 contracts, mostly public-service. Business is booming. In the first six months of this year alone, turnover grew 9.1% to £1.35bn. Profits were up 16% to £52m.
Serco has achieved the extraordinary hit rate of winning more than 90% of the contract rebids and renewals it applies for. On new orders, it wins one out of every two.
‘It’s been a good year,’ concedes Hyman. ‘I guess I’m pleased because, yes, we continue to grow the business, but also it’s some of the things we’re winning that is so exciting.’ He cites by way of example the US defence projects. ‘In the past, we would never have secured that quality of work. Now, we’re being recognised around the world.’
He’s happily talking like this in an open-plan room. He’s the chief executive but he isn’t shut off, on the top floor or in a grand corner suite. His desk is right next to those belonging to his top executive team. On one wall is a giant, flat-screen TV. It could be the office of a hip advertising agency. The meeting room, known internally as the Goldfish Bowl, is entirely glass-fronted. Everyone can see in. Clearly, this is part of the quest to establish a transparent, egalitarian environment.
But Hyman’s early life was far from inclusive. He’s a South African Indian who grew up in Durban in the apartheid era. But there’s not a trace of his origins in his speech. ‘My accent is confused,’ he laughs. ‘I’m confused.’
His family were incredibly hard-working. His father, the son of a waiter, runs seven businesses, including used cars, where he maintains strict ethical standards, not dealing in stolen cars or ones where the clocks have been turned back. They are also devout Christians.
One of the few non-whites to make it to the University of Natal, Hyman went on to join accountant Arthur Andersen, before moving to London in 1989 to be with Ernst & Young. After South Africa, he says, the UK was a breath of fresh air and he claims never to have found his race to be an issue. ‘My parents brought us up in a certain way. They told us that God created everyone. You do the best you can and you will be spotted.’
In 1994, he was head-hunted by Serco to be its European finance director, although, as he puts it: ‘I found Serco – the company fitted everything I was looking for.’ When he joined, annual turnover was £238m. In 2006, it was £2.5bn.
On 11 September 2001, he was in the World Trade Center. He was on the 47th floor when the plane hit, talking to Serco shareholders. They got out – but not the people in his previous meeting [Windows of the World]. He does not like talking about that terrible day. ‘It confirmed my faith. It renewed my zest for getting the balance right and made me realise that time is not always your own. It made me think about my family and my health more – and about putting the balance back. You know, it’s not a bad thing, to step back sometimes.'”
“Catherine Fiona Woolf CBE (née Swain; born 11 May 1948,Edinburgh, UK) is a British lawyer and the 686th Lord Mayor of London (for 2013–14), who serves as the global ambassador for UK-based financial and business services [British Invisibles’ 9/11].