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Bird Flu 2007 - An NWO Production
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Joined: 28 Jul 2006
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PostPosted: Wed Aug 02, 2006 11:17 am    Post subject: Reply with quote

Buttressing Fintan's post:


Bird Flu Pandemic May Not Develop
By Amanda Gardner
HealthDay ReporterMon Jul 31, 5:10 PM ET

MONDAY, July 31 (HealthDay News) -- A bird flu pandemic might not be imminent, as many health experts have feared, U.S. researchers now say.

When government researchers tried to combine the deadly H5N1 strain of bird flu with a common strain of flu that infects humans, they were unable to produce a strain that could be transmitted easily.

Health officials across the globe have worried that the bird flu virus that has killed 134 people worldwide might mutate, possibly in tandem with a more common flu virus, unleashing a new type of flu virus that could prove even more deadly because people's immune systems would not be able to fend off the disease.

The U.S. research, conducted with ferrets, offers some hope that a bird flu pandemic may not strike in the foreseeable future, if at all. But, the scientists cautioned, the genetics of flu viruses are unpredictable, and this study was based on one combination of viruses, when more than 50 possible combinations exist.

"Simple combinations of genes from both parent viruses have not led to enhanced transmissibility in the ferret," Dr. Julie Gerberding, director of the U.S. Centers for Disease Control and Prevention, said at a press briefing Friday. "These data do not mean that H5N1 cannot develop into a pandemic strain. It means that the genetics of that transformation are more complicated than a simple one-to-one exchange. We are far from out of the woods on a global scale," she added.

While the finding doesn't mean the previous alarm has been much ado about nothing, it may have been "much ado about theory, about something speculative," said Dr. Marc Siegel, author of Bird Flu: Everything You Need to Know About the Next Pandemic, and a clinical associate professor of medicine at New York University School of Medicine.

"This does add emphasis to my previous analyses that multiple steps may be necessary before this particular bird flu can become a pandemic strain, and we would be wise to not take those steps for granted," Siegel said. "This doesn't prove that H5N1 can't be the pandemic virus either, but it shows that there seem to be several steps involved."

The new research also casts some doubt on how much of a breakthrough drug maker GlaxoSmithKline's new bird flu vaccine really is, Siegel added. "That vaccine is a major triumph if H5N1 is the next pandemic strain," he said. "But we'd be better to go to a more modern method where you don't have to know what the strain is. We wouldn't be stockpiling against something that looks like it's several steps away from being the pandemic."

The new findings are published in this week's issue of the Proceedings of the National Academy of Sciences.

The existing H5N1 bird flu strain has generated more fear than normal because of its virulence and ease of transmission among flocks of domestic birds. So far, bird flu has infected 231 people around the world and killed 134.

Human casualties remain largely confined to Asia and to people who have had close and prolonged contact with infected birds, such as poultry farm workers. Worries about bird flu have also led to the destruction of tens of millions of poultry, mostly in Asian nations, as officials struggle to contain the virus.

Three conditions are necessary for a pandemic to occur, Gerberding said: It must be a new virus for which humans lack antibodies; it must be a virus that can cause infection and disease; and it must be a virus that moves easily from one person to another.

The first two conditions have been met with the current H5N1 avian flu virus, but not the third.

A flu virus could acquire the ability to jump easily from person to person in one of two ways. First, genetic changes could take place over time that would make the virus progressively more transmissible, which is likely what happened during the 1918-1919 flu pandemic that killed between 20 million and 40 million people worldwide. Or the change could happen more suddenly, when one virus exchanges genetic material with another virus that's already circulating easily among humans. This is probably what happened with the 1957 and 1968 pandemics, Gerberding said.

"We assessed the more sudden approach," said the CDC's Jacqueline Katz, a co-author of the study. "The research was undertaken to better understand what changes are needed for H5N1 to acquire the properties of efficient transmissibility."

Katz and her colleagues used a 1997 version of the H5N1 bird flu virus and the H3N2 human virus that circulates each year. Ferrets were used for the study because viruses transmit the same way in these animals as they do in humans.

Because the researchers were trying to generate a virus that had the properties of a pandemic strain, all experiments were done under the highest possible level of security, Bio Safety Level 3.

Using a process called reverse genetics, the researchers mixed the eight genes of the H5N1 virus with the eight genes of the H3N2 virus. When the resulting viruses were tested in ferrets, they weren't able to transmit efficiently or cause severe disease. This remained the case even after the viruses were retransmitted five times from one healthy ferret to another one. In other words, the retransmissions didn't allow additional mutations to occur that would be necessary for a pandemic.

"The most important thing is the knowledge that this process isn't simple, and it's a complex procedure for a virus to acquire the properties of transmissibility," Katz said.

There are, in fact, more than 50 virus combinations out there.

"We chose to use some that had what we believed the greatest likelihood of being a good virus that grew well and was viable and therefore had the potential for transmission. But there are many other combinations that we could investigate in the future," Katz said.

Also, there are new versions of H5N1 and H3N2 that need to be tested.

The good news is that the ferret model used for this study as well as a guinea pig model currently under development are viable research tools.

"Overall, this work tells us we have a good research tool to assess the ongoing genetic changes that H5N1 viruses may acquire and that may enhance the ability to transmit efficiently," Katz said. "We need to continue these studies, and the first study has shown that we now have a good model for continued assessment of more recent strains for their ability to re-assort with human strains, and that is work that is ongoing at the moment."

But we're still far short of being out of the woods, Gerberding warned.

"The flu is always unpredictable," she said. "We've got strains emerging probably as we speak. Let's not use the word 'reassuring' in terms of what might happen with H5N1."
©2006 HealthDay

Shouldn't somebody ask why exactly "Katz and her colleagues used a 1997 version of the H5N1 bird flu virus" - and why they had such a version?

They also let us know that due to the safetly concerns of a pandemic, the tests were conducted at a superduper Bio Safety Level 3 location. Well gee, one little human mess-up and ...
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PostPosted: Fri Aug 04, 2006 8:12 pm    Post subject: Reply with quote

InsightQuest said:

Shouldn't somebody ask why exactly "Katz and her colleagues used a 1997 version of the H5N1 bird flu virus" - and why they had such a version?

This may explain that:


The H5N1 strain was first discovered in Hong Kong in 1997 and has spread to the rest of Asia, Europe and Africa through birds. Of the 232 people in 10 countries who have contracted bird flu, 134 have died.

Still, they shouldn't be pissing about with these things anyway, "Level 3" or not.


The rule for today.
Touch my tail, I shred your hand.
New rule tomorrow.

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PostPosted: Tue Aug 29, 2006 3:44 pm    Post subject: Squeezing Out the Small Guys Reply with quote

Here's the thin end of the wedge of
a move against the small producers.

Hong Kong is to follow suit in 2008.

Squeezing Out the Small Guys...
That's the idea.


2006-08-26 20:04:20

Taipei, Aug. 26 (CNA) The Executive Yuan is planning to prohibit live poultry trade and slaughtering in traditional markets around Taiwan by 2008 to prevent possible avian flu outbreaks, a government official said Saturday.

The Cabinet will present a series of accompanying measures in this regard in September. Once the policy is implemented, Taiwan will become the second Asian country to have carried out such policy, following Singapore.

Hong Kong also plans to follow suit by 2008.

The H5N1 strain of avian influenza began to hit Vietnam, Thailand and Cambodia in 2004 before spreading to Europe, Africa and other parts of the world more recently.

To ensure Taiwan's protection from avian flu, the government has put the anti-avian flu task on the list of affairs related to national security.

At a national security meeting on avian flu in March, President Chen Shui-bian instructed related agencies to study the possibility of prohibiting live poultry slaughter in traditional markets to prevent avian flu being transmitted from poultry to humans.

An interministerial ad hoc group was then formed by the Executive Yuan, which will present a series of measures next month to prevent an avian flu outbreak in Taiwan, including an increase of qualified electrical slaughterhouses around the island and educating poultry vendors and the public how to prevent the disease.

Some academics believe that the popularity of live poultry slaughter in Asia's traditional markets causes the transmission of avian flu.

Many poultry vendors opposed the policy at the beginning due to fear that they will lose customers who prefer to buy newly killed poultry, Taipei city government officials said.

However, they are now more willing to accept the policy since they believe that it will attract more clients in the long run, the official added.

According to the officials, there are some 400 poultry vendors selling newly slaughtered poultry in Taipei.

(By Elisa Kao)

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PostPosted: Wed Sep 27, 2006 1:35 am    Post subject: Bird Flu Cure Reply with quote

I kind of unfussedly wrote about this ages ago....

Bird Flu Cure

Elderflower tea and some Garlic with Lemons and you'll be right...CU's
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PostPosted: Sun Oct 29, 2006 11:13 pm    Post subject: GSK in talks with Blair on bird flu vaccination Reply with quote

GlaxoSmithKline, Eh?
Whoudd'a thunk!

The killer line in the article below is in RED.

Yeah, in a pandemic, there probably would be calls to
vaccinate the entire 6.7 billion world population.

And if you think the deals Glaxo has going down with France, Signapore
and Switzerland are a bonanza for Glaxo, then..... just imagine the
vast pile of loot from vaccinating 6.7 Billion!

Now I wonder who would be stroking those mass vaccine calls?

GSK in talks with Blair on bird flu vaccination

The Times October 30, 2006
By Robin Pagnamenta, Healthcare Industries Correspondent

GLAXOSMITHKLINE, the pharmaceuticals group, is in talks with the Government about a countrywide vaccination against an outbreak of pandemic bird flu.

J.P. Garnier, the company’s chief executive, is understood to have met Tony Blair and Gordon Brown this month.
Among other issues, they discussed the possibility of stockpiling tens of millions of doses of a new vaccine against the H5N1 strain of bird flu developed by the company. This month Switzerland became the first country to order enough pandemic flu vaccine made by GSK to protect its entire population — 7.5 million people.

The Times has learnt that GSK has recently reached a similar deal with the Government of Singapore and is close to signing a contract with France.

GSK’s vaccine has not yet received regulatory clearance but the company expects to file for approval with the European Medicines Agency by the end of the year.

The Government is considering its options but is thought to be worried about the cost of vaccinating the UK’s entire population of 60 million. There are also concerns about the effectiveness of the vaccine. It has been shown to offer protection against the H5N1 avian flu virus but its potency against a possible new, mutant strain is unknown.

The Government is also thought to have discussed vaccination with Baxter Pharmaceuticals of the US, which has developed a rival vaccine.

The Department of Health said: “Pre-pandemic vaccines are one of a number of options we are considering. We already have a stockpile of 14.6 million treatment courses of antivirals, and we are stockpiling around 3.5 million doses of H5N1 vaccines. However, we continue to review our planning options, including pre-pandemic vaccines.

“We continue discussions with manufacturers on their vaccine development plans, but we cannot comment on discussions with specific companies.”

GSK’s vaccine uses a small quantity of active ingredient, boosted by a substance known as an adjuvant. This should allow it to stretch supplies to provide for mass immunisation.

GSK has also discussed the possibility of a mass vaccination programme with the US Government, although no imminent decision is expected.

The World Health Organisation gave warning this month that global production capacity for seasonal flu vaccine stands at 350 million doses, far short of the expected demand in a pandemic, when there would probably be calls to vaccinate the entire 6.7 billion world population.


Last edited by Fintan on Mon Oct 30, 2006 9:32 am; edited 2 times in total
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PostPosted: Mon Oct 30, 2006 5:02 am    Post subject: Reply with quote

This is total insanity, but should come as no surprise after 25 years of AID$fraud. And yes, it is very scary.
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PostPosted: Tue Oct 31, 2006 8:45 pm    Post subject: Here Comes The Global Bird Flu Pandemic! Reply with quote

Here Comes The Global Bird Flu Pandemic!

by Fintan Dunne, Breakfornews.com 1st Nov, 2006

Scary indeed. I didn't paint the picture in detail in my post above, but
it looks like we are about to have a global bird flu pandemic.

They had it on ice for the last few months. So the hoopla earlier this year
was the scene-setter. They will be back. After the election. Exactly when..
.. I have not yet worked out.

But the meeting betwen the Glaxo boss and both Tony Blair and
Gordon Brown is an unmistakable signal.

As is the talk in the article of vaccinating the 6.7 billion world population
and deals with France. Switzerland etc...

But, as I say, it is the meeting betwen the Glaxo boss and Blair/Brown
that to my analysis an unmistakable signal. Glaxo is known
non-affectionately by clued-in AIDS activists as "The Beast."

Picture Glaxo as the full grown "Thing" in the Alien movies.
Glaxo Boss, JP Garnier earns an estimated $7million a Year.
Shareholders rebelled when the company wanted to increase that to $20 million.
Dumb shareholders. He's worth 20 million and more.

He's the boy who is going to pull Glaxo out of their 'pipeline' problems.

Analysis: GSK's pipeline woes
By STEVE MITCHELL UPI Senior Medical Correspondent
WASHINGTON, Oct. 27 (UPI) -- GlaxoSmithKline reported robust third-quarter earnings that beat Wall Street's expectations, but analysts were disappointed with the company's pipeline troubles......

Shareholders will be swimming in money before this is over.

And when 'The Beast' meets Blair and Brown it is to send a signal to
the Governmental structure that this has the blessings of the PTB.

The Bird Flu "Pandemic" is coming.
To a TV screen near you... soon.
It's an NWO Production.
It's a Psywar Special.
It's a LOOT Machine.
It's an Iraq Diversion.

It's so...... NOW. Wink

Interesting reading below.....

Jean Pierre Garnier, head of Glaxo

Sarah Boseley Tuesday February 18, 2003 The Guardian

It was tough enough negotiating the security guards at the gates of the glass fortress in west London that is the global headquarters of GlaxoSmithKline, even though they had names and the car registration number. But then came the encounter with the receptionist at her computer.

"Step two paces back please and look up at the camera." High above her back, in the wall of the vast glass atrium of Glaxo SmithKline's £150m headquarters in Brentford, was a small, dark, round hole. She pressed the return key, gave a polite smile of dismissal, and within moments a thick plastic visitor's pass suspended on a chain, with integral photo, slid across the desk.

It was more than mere thousands of land miles from Malawi. This was wealth and the fear of losing it beyond the imaginings of Lilongwe's citizens. The 12th floor of GSK's huge boardroom has vast windows looking out as far as the Post Office tower in central London. To the south, you can follow the flightpath as one jet pursues another to land at Heathrow. After September 11, GSK's employees used to watch in fear that their glass tower would be the target for a copycat UK attack.

It takes a big man to run the second largest pharmaceutical company in the world - one of the richest and most powerful commercial entities on the planet. Jean Pierre Garnier, who years ago lost some of his French identity, if not his accent, to the ubiquitous American initialising and became universally known in the pharmaceutical world as JP, doesn't wear a tie. Why would he?

Within his own parameters - within the affluent world order of wealth, power and influence - JP is not only a big man but a good man. Some call him a humanitarian. He has been awarded the Legion d'Honneur by the French government. He has indisputably taken GSK several rungs higher on the ladder of altruism than any other drug company. But at the end of the day, he says, he runs a for-profit company. And if people are still dying of Aids in Africa, it is because their governments are ineffective or do not care. It is not to do with the greed or indifference of the pharmaceutical companies.

He agrees that drug prices must come down, but not at a loss to his company. JP's vision is clear. He is willing to supply not just antiretrovirals but other medicines poor countries need for epidemics, such as malaria, at cost, he says.

In the case of Combivir, GSK's dual combination Aids drug, he sells at $1.70 a day. For a Malawian woman like Grace on wages of 50 cents a day, it might as well be the price of a flight on Concorde. But he knows that.

His answer is twofold: order from GSK in bulk, perhaps for the whole of sub-Saharan Africa, and the price will drop and, secondly, persuade the rich countries to support the Global Fund so that poor countries will have the money to buy GSK's drugs. It's win-win for Glaxo. It need do nothing that is incompatible with the capitalist ideology of the marketplace or would upset the shareholders, even if it may seem ironic - to those who were baying for JP's blood over the recent offer from the GSK board to boost his pay to £20m - that he should be asking effectively for government subsidies. (Garnier, for the record, says he was 11th out of 12 drug company CEOs and he did not ask for the pay rise - the board offered it and later withdrew it because of the scale of the protest from British shareholder groups.) .......

JP acknowledges that there is an image difficulty. "I think the public has much higher expectations of multinational companies than they did 10 years ago or 15 years ago," he says. "I think they have lost their confidence in the ability of the governments and the large international institutions to solve the world's problems. I think that they feel that now that the multinationals have become so powerful, frankly they should take on those problems and they should contribute more to the communities and the like and rebalance a little bit the equation with employees, shareholders, communities - and I totally agree with this.

"I think fundamentally the public needs to be reassured that multinational companies and globalisation are not bad - quite the reverse. We have the power to do an awful lot of good but we have to use it. We have to use it."

....The wide list of diseases now up for discussion proves the generic pirates are up to no good. "This is the proof of the pudding. They say no - we want asthma, we want diabetes. I mean excuse me - what has it got to do with helping Malawi with HIV?"

So should children in Malawi die of asthma? "I don't care. Malawi can violate my patent on asthma. I don't have a problem with Malawi. I have a problem with Brazil and China - and Chile and Argentina and everything. It isn't fair. It isn't fair to people who have discovered those drugs."

Garnier says he cares deeply about neglected diseases and is proud of GSK's record. It is developing lapdap (a new malaria drug), investigating leishmaniasis and hunting for an Aids vaccine. "I think it's a tremendous contradiction for me and for our scientists to have a disease sitting there and say this one we can't go after because there's no profit in it. We can't have that. If we see a scientific opportunity that happens to apply to a not for profit, we'll go after it. It's just that we've got to be street smart about the funding. We can't use our shareholders' money excessively so let's use the public money. There's plenty of money in the world to fund those initiatives and we've never been turned down. I talk to Bill Gates all the time - I knock on his door all the time for funding and I get it," he says.

Should it work that way? Ellen t'Hoen of MSF has doubts. "If you put money in, you will get your drugs, but whether it is the most effective way to have it done by Glaxo is the question," she says.

She cites the pharmaceutical industry claim that it costs $800m to develop a new drug. The Global TB Alliance, devoted to fostering new TB drugs, puts it at around $40m, up to $115m if you cost in the failures and at most $240m including the initial discovery (which often comes out of a state-funded university) as well as the development.

But Glaxo is doing more for neglected diseases than most drug companies. Garnier also believes Glaxo has behaved well over Aids. "I think that the people who know give us kudos. We broke the camel's back. Without GSK we would still be arguing about how to price Aids drugs in Africa and we wouldn't have 40-50,000 patients being treated. Now you could say 50,000 is not that many but it's a lot better than zero. And remember, we started on the wrong foot. I inherited the problem two years ago (when he became chief executive of the merged company). Two years ago was the time we were suing the South African government."

"........It's tough. We can do a lot more and we will, but everything comes progressively. We still have to balance running a business and discovering drugs, but I think we have made tremendous progress. I think we're a model for philanthropy. In the words of a very famous person in Washington, GSK is a company with a soul. I love it. I love it. When I heard that I knew I was on the right track."

Maybe, in time, that track will lead to Grace's humble wooden door in Lilongwe. Whether she will still be there - listening to her radio, laughing with her neighbours and walking in the cool early hours of the morning to the Central Market to open up the shoe shop is another matter entirely.

How much is Garnier paid?

The thread linking Grace with Glaxo ends in fabulous wealth. Jean Pierre Garnier has been chief executive of GlaxoSmithKline since Glaxo Wellcome and SmithKline Beecham merged in 2000 to become the leading drug company in Europe and one of the biggest in the world.

The board's recent proposal to boost his total remuneration package to £20m was overturned after an outcry from British shareholders in the context of a plummeting share price. Garnier says he did not seek a rise, but that the board wanted to improve all the top executives' pay to prevent them being poached by rivals.

GSK's annual report for 2001 gives Garnier's final pay as £3,509,000 This is made up of £991,000 basic salary, £101,000 "other emoluments and benefits", £2,417,000 annual bonus and special deferred bonus for his work on the merger.

Garnier's actual reimbursement is nearer to £7,000,000 but hard to calculate exactly because it depends on complex performance bonuses, share options and "career performance shares".


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PostPosted: Thu Nov 09, 2006 12:31 am    Post subject: Oh Shit ! Reply with quote

Oh Shit !

China was the genesis of the alleged SARS mini-epidemic...
And the Chinese establishent is in bed with the WHO.....

Like I said a few days ago.... HERE COMES A BIRD FLU PANDEMIC


Bird flu expert selected to head WHO

By ELIANE ENGELER, Associated Press Writer - Wed Nov 8

GENEVA - Bird flu expert Dr. Margaret Chan was selected Wednesday
as the world's top health official, making her the first Chinese national
chosen for such a high-ranking U.N. post, delegates said.

The victory for China, which had nominated Chan, indicated Beijing's interest in playing a bigger role in global affairs.

Sha Zukang, China's ambassador to the U.N. in Geneva, smiled broadly after the vote and said he was pleased "Absolutely. One hundred percent."

The executive board of the
World Health Organization chose Chan to be WHO's next director-general from five candidates to fill the post vacated by the death of Lee Jong-wook in May.

Chan has to be approved by a two-thirds majority Thursday at a special session of the agency's governing World Health Assembly, comprised of all 193 member countries. Past votes have followed the recommendation of the executive board.

Chan has said she would be independent if elected to a position some regard as the second most-important in the
United Nations system.

China has recently come under criticism for allegedly dragging its feet in reporting outbreaks of bird flu to WHO, and being slow to supply samples of new strains to the global body for analysis.

"You need to leave behind your nationality because you're serving the world," Chan said as she prepared for the race over the summer.

"If elected, I'm not serving Hong Kong's interests. I'm not serving China's interests. I'm serving the world's interests. That's a very important message to get clear," she said.

Appointed Hong Kong's director of public health in 1994 while the city was still under British rule, she faced her biggest test when the city was hit by bird flu in 1997 and by
SARS — or severe acute respiratory syndrome — in 2003. Several hundred people died.

The two diseases dealt a heavy blow to Hong Kong's economy, and Chan ordered swift action to contain the The city reported the world's first known human outbreak of the H5N1 bird flu virus in 1997, when 18 people were infected and 6 died. Chan is credited with heading off a major human health crisis by ordering the slaughter of Hong Kong's entire poultry population — about 1.5 million birds.

Chan took over as WHO's influenza pandemic chief in 2005 and became WHO's assistant director-general, leading the organization's efforts to fight the spread of communicable diseases and prepare to fight a pandemic if bird flu mutates into a strain easily transmitted among humans.

Chan, who earned her medical degree from the University of Western Ontario in Canada, joined the Hong Kong Department of Health in 1978 and has spent most of her career in administration.

The other candidates in the final shortlist were Mexican Health Minister Julio Frenk; Dr. Shigeru Omi, a Japanese national who heads WHO's operations in Asia; Spanish Health Minister Elena Salgado Mendez; and Kazem Behbehani, a senior WHO official from Kuwait

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PostPosted: Thu Nov 09, 2006 5:51 pm    Post subject: Reply with quote

Oh Shit!

Excellent summary. Wink

"You need to leave behind your nationality because you're serving the world," Chan said as she prepared for the race over the summer.

"If elected, I'm not serving Hong Kong's interests. I'm not serving China's interests. I'm serving the world's interests. That's a very important message to get clear," she said.

So, if you're either with us, or you're with the bird flu. Any country that harbors bird flu, will be considered bird flu.

Yeah, I'll bet pharma's gonna make a wad (when don't they?) but I also see the pandemic as a key element in globalization, requiring national political and economic 'barriers' be torn down in order to 'save' poverty stricken populations, and allow the global economy to 'recover'.

Admittedly, I cheated and took a look at the script...


The Problem

The development of antibiotics in the second half of the 20th century, and successful global effort against infectious diseases, which had reached its peak with the eradication of smallpox, created the illusion that infectious diseases were being relegated into the past. But this proved to be wishful thinking. Contagious diseases are back, threatening the lives, health, and advance of millions of people in all parts of the world. Suffice it to say that TB, which seemed to be left forever in the 19th century, in the novels of Dumas and Remarque, is killing up to two million every year at a rate of four people per minute! New diseases like HIV, have emerged. AIDS, caused by this virus, has taken a toll of more than 25 million people since 1981. Another 40 million are sentenced to death without adequate treatment.

Infectious diseases have become a break on economic progress. In many African countries, it has ground to a halt, and has even been reversed by HIV. East European and Asian countries, which were gripped by the epidemic much later, may be in for similar problems. The flu has not yet become a pandemic, but is already causing heavy economic damage by upsetting international commerce and tourism.

This is why G8 nations have repeatedly focused on measures against different infectious diseases (HIV/AIDS and TB, for example) at previous summits, and have welcomed Russia's proposal to put this question high on the agenda of the upcoming summit in St. Petersburg.

Russia has amassed enormous organizational and scientific experience in countering infectious diseases, including the study of infection-causing viruses, development of methods of diagnostics and immunological prophylaxis, adoption of anti-epidemic measures, and monitoring of infectious diseases. Russia's current system of state epidemiological surveillance, which is virtually unique, makes it possible to implement anti-epidemic measures both in normal life, and in emergencies.

Which will undoubtedly prove to be the model for global flu gestapo. Say what you will about the STATE, but cough in public, and you're toast.

Anybody with a box of Kleenex will be monitored as a potential bio terrorist planting dirty 'snot bombs' full of toxic mucous.

Anyway, back to the riveting drama:


As distinct from the previous summits, in St. Petersburg G8 nations will discuss a whole range of problems involved in the struggle against infectious diseases - from specific issues of fighting HIV/AIDS, TB, malaria, and measles to concerted effort to prevent the outbreaks of infectious diseases during natural and technological disasters, and a search for ways of making treatment of infectious diseases accessible to as many people as possible. The summit will focus on the following issues:

1. Consolidation of Global Network on Monitoring and Controlling Infectious Diseases

Timely identification of emerging epidemics and an ability to predict ways of their dissemination are crucial for an adequate reply of the health system. In this context, it is important to achieve better coordination of national services (for instance, by urgently adopting international medical and sanitary rules), exchange understandable information, and enhance the potential of epidemiological services in the developing nations on timely identification and response to outbreaks of infectious diseases. It is very important to develop a system, which would help predict the ways of disease dissemination based on the information on the number of cases among humans and animals, and prevailing trends.

2. Countering Avian Flu and Preparing for Flu Pandemic

Remaining mostly an avian disease, the H5N1 flu strain has already done heavy damage to mankind by killing people and affecting many more with the economic aftermath of the poultry epidemic. The beginning of the flu pandemic is the worst-case scenario. It may happen if the virus develops an ability to infect humans. A flu pandemic may have grave consequences. It is enough to recall that in 1918-1919 the Spanish flu killed more people than World War I. The World Health Organization (WHO) is calling upon all nations to closely follow the development of the avian flu epidemic, and, in case of man-to-man transmission, take every effort to contain its spread. By way of preparing to a potential epidemic, it is necessary to intensify information exchange at the expert level, to explain to the public the facts about the disease; enhance the lab potential in high-risk areas; facilitate the development of national monitoring systems in close cooperation with the World Organization for Animal Health and the UN Food and Agriculture Organization (FAO); build up reserves of medicines affecting the virus, and develop vaccines for nipping in the bud the pandemic-causing virus.

The economic consequences of panic may be as dangerous as the virus. It is important to reduce the negative effect of a potential flu pandemic on international trade and economic cooperation.


To grasp the importance of the problems, raised by Russia, remember that while you were reading these lines, two kids have died of malaria, TB has killed six people, and 15 have contracted HIV.

From: Official Website of the G8 presidency of the Russian Federation in 2006

Perhaps they should remove those last two lines from the press release ... you know, for the children.

Anyway, for those still awake, here's the even more stultifying money angle. Looks like the G8 Finance Ministers are planning on Ms. Chan sucking big time.


G8 Finance Ministers Meetings
Common Principles of Business Continuity Planning in the Emergency of an Avian Flue Pandemic (AFP)

(Prepared by the International Monetary Fund)

Principle 1: The ultimate responsibility for business continuity planning (BCP) rests with an organization's board of directors and senior management.

A pandemic will present unique challenges and require targeted responses by management of financial institutions. Provision of adequate resources in monitoring, planning and managing the proper response to the emergence of an AFP will be required. Institutions have taken a variety of steps to document strategic plans, clarify responsibilities, and establish means for implementing plans. Examples of actions taken so far include:

Establishing a senior crisis management team. Implementation of overall contingency plans is generally supervised by senior management. Given the high degree of uncertainty, senior management will have to stand ready to respond with speed and flexibility. This senior group could consider the following:

• Developing a strategic view of the main issues included in BCPs and alternative scenarios should be discussed well in advance, and possibly played out through "table-top" exercises or live tests.

• Determining the desired level of preparedness for each firm and the required investment. One option is to measure the profitability of each segment of the business and the investment needed to maintain that activity in a pandemic. Cost benefit analysis—bearing in mind that the demand for and profitability of any activity may change in a pandemic—could then provide guidance for the appropriate investment plan for an AFP and where to prioritize.

• Establishing separate task forces to develop detailed contingency plans by topics such as continuity of business, legal, human resource, communications (internal and external), health/hygiene and security. Each task force should report on a regular basis (once a month or more frequently) to the high-level management group for coordination, prioritization and for testing. Some institutions have hired outside expert consultants in crisis management and health care issues to guide the task forces through the process.

• Designing succession planning, establishing how and when authority will be delegated if key management staff is absent. Procedures for temporary or permanent transfer of authority should be clear, and this information can be disseminated through the firm and to key counterparties, so that staff knows who will have the authority to act if management is incapacitated.

◦ Given the characteristics of the pandemic, geographical dispersal of designated successors may be advisable for some firms (perhaps triggered by reaching one of the phases of the pandemic declared by the WTO).

◦ The crisis management team should also have successors. Deputies to crisis managers should be fully informed throughout the preparatory phase.

• Identifying reliable sources of information. A unit may be assigned the responsibility of monitoring key sources of information and identify any escalation in the potential for an outbreak. In a pandemic, rumors may spread faster than the virus. Having accurate information will be critical for timely decision-making. Obtaining reliable sources before an AFP may be effective.

• The senior group should integrate market risk analysis into strategic planning and preparation. BCPs have tended to focus on the rates of recovery from disruptions in a firms' infrastructure, giving less consideration to market risk analysis (the risk of losses from changes in the value of financial instruments as a result of changes in risk perception, volatility, or market disruptions). An AFP will affect both the firm's businesses and its ability to conduct business. Few institutions are advanced in integrating these two risks.

Principle 2: Organizations should explicitly consider and plan for major operational disruptions.

BCPs plans aim at ensuring critical levels of production. BCPs designed to deal with a sudden temporary failure of infrastructure, are being expanded to incorporate threats to staffing levels. Such plans identify critical functions and focus on day-to-day workload management during a pandemic. For financial institutions, these may include providing liquidity, keeping ATMs functioning, maintaining the payments system, and managing financial market and counterparty exposures. BCPs typically include some or all of the following items:

Identifying escalating levels of responses designed for different phases of the outbreak. Determination of triggers for and steps taken in each phase should be identified in the BCP. As an example,

◦ Phase 1: No human-to-human outbreak reported. The costs of preparations included in the regular budget but may include some stockpiling of critical supplies and establishing task forces in key areas for detailed planning, coordination and testing.

◦ Phase 2: Human-to-human transmission is identified. More costly measures implemented. Activities in that region isolated, activities shifted to other locations where possible, and staff removed from the area.

◦ Phase 3: Isolated outbreaks in the parent company's country. Preparations accelerated, most costly measures implemented, staff dispersal initiated.

◦ Phase 4: Outbreak affects key production areas or crucial facilities. The full range of the institution's plans is implemented.

◦ Phase 5: Recovery period, including reintegration of staff and resumption of production, continued monitoring for further outbreaks, assessment of "lessons learned" from the outbreak.

• Identifying core activities or basic minimum services. Institutions may identify the activities they will cease providing or scale down at each phase of the response plan, recognizing that demand for certain services will change in a pandemic.

• Identifying key employees and supplies needed to provide those critical services. Scenario analysis can be useful to obtain a range of possible effects and actions. Institutions should recognize that identification of critical staff will depend on the length of the disruption and on the timing of the absenteeism. For example, some staff may only be critical at the end of the month or reporting period but may be
considered non-essential at other times. Others may only become critical if the disruption lasts for an extended period.

• Creating redundant or double teams for all critical staff functions. Some institutions are planning to split their critical staff into two sections to operate from different locations and are training ancillary workforce, including contractors, employees in other job titles, and retirees.

• Developing staffing plans identifying work that must be done in the office and work that can be done from home. Scenarios have been adopted, identifying procedures if absenteeism lasts a week or several weeks.

• Establishing remote and redundant facilities for activities that must be done from centralized locations (including, for example, dealing rooms and treasury functions). For this option to be effective, a number of further considerations are needed:

◦ During the SARS epidemic, some institutions made special arrangements so that their critical staff could report to a facility without taking mass transportation.

◦ If the facilities are in a populated area (e.g., another city), steps should be taken to protect the site from a spreading flu pandemic.

◦ If staff is moved to remote facilities, determine if they commute from home. Identify when staff would be dispersed and if families move with them.

◦ Institutions should undertake regular tests of the equipment and procedures for remote facilities that are not staffed or operational in normal times.

• Expand use of telecommunications to ensure social distancing. Such efforts raise a number of specific issues:

◦ Budget requirements means that planning must be made far in advance of an outbreak.

◦ Using a wide range of devices from diverse locations raises security issues that must be addressed.

◦ The carrying capacity of the bandwidth must be examined. For planning, some institutions have tried to estimate the impact of a large number of institutions shifting to remote computing.

◦ How to ensure access to key data. Staff may require access to data that is only available in paper form.

• Shift as many activities as possible to be conducted from home. For remote computing, BCPs need to consider:

• Whether sufficient staff has remote computing capability, including access to key programs (if the firm has sufficient licenses), access to needed data, ports and other technical factors.

• What work must be done "on line" and what work can be completed at home and submitted on some time schedule to a central location.

• If pressures on the internet or company servers can be reduced by adopting two or three shifts.

• Techniques for supervision of remote computing. Internal controls must be designed to ensure effective quality and risk control. Some institutions have also begun discussions with their regulators on possible limitations or modifications to prudential rules to ensure that any work from home meets requirements (reporting, documenting transactions, etc.)

◦ Identification and maintenance of stockpiles of key supplies in the case of potential transportation disruptions. Given the uncertainty of timing and the cost of stockpiling, some institutions have begun slow accumulation in order to smooth the budgetary impact of such accumulation.

◦ Consideration of how to proceed if key service providers (e.g., security personnel and accountants) are not available. Some institutions have begun discussions with critical suppliers of outsourced services to ensure that these providers have an effective contingency plan.

◦ Make arrangements to ensure that the financial institution can receive payments from and provide access to cash and payment facilities for retail customers. Demand for cash could increase sharply and a few financial institutions have stockpiled cash and have identified means of distribution to branches and ATMs.

◦ If business is shifted in location or scaled back, issues that must be considered include how to notify customers and how to provide services to customers from remote locations.

◦ Development of backup options in case of a failure of the payments system, or if the
central bank is unable to provide critical services.

Principle 3: Financial industry participants should develop recovery objectives that reflect the risk they represent to the financial industry.

Payment and securities settlement systems have the greatest need to ensure rapid and effective recovery capabilities. To that end, they typically have well developed standards concerning business continuity and operational risk. However, plans in many countries focus on back-up.facilities and redundancy of physical infrastructure and have only recently begun to plan for high absenteeism. Areas for additional development may include the following:

Identifying minimum, critical activities and the staffing needed to ensure continued provision of payment and settlement services in the face of increasing degrees of absenteeism. For payment systems, critical staff is often a very small group charged with opening and closing procedures, and monitoring of the system and participants behavior. "Value-added" services—e.g., credit provision—where individual decisions are required may be more difficult to maintain.

• Identifying activities that could be provided on a remote basis (e.g., work from home). This option may require investment in laptops and communication technology to ensure secure communication. Provision of access to data and remote use of proprietary software will have to be considered in the context of security protocols.

• Determining adequate distance between primary and secondary sites. Major systems have sometimes installed a third site typically "dark" or not staffed that is located in another part of the country and can be activated with some delay.

• Coordinating between the authorities, infrastructure providers and users. All relevant parties—including those outside the home country—should be aware of what services will be available under different scenarios, and be able to assess whether their assumptions regarding the availability of basic infrastructure and services are valid, and what their clients' plans might imply for demand for their services.

Preparations by large complex financial institutions, key retail banks and the authorities themselves will need to be robust. Failure in any of these institutions will have an impact on the global financial system in addition to the direct impact on their own operations.

Principle 4: BCPs should address the full range of internal and external communication.

Communication with the staff, main suppliers and with government officials is likely to be key to addressing an AFP. Staff communication is critical for preventing panic, strengthening morale and providing essential information to ensure that staff health is protected and critical functions continue. Communication of information concerning the pandemic should begin immediately so a track record is established of the provision of accurate information. Some institutions are reviewing their communication programs to determine if special policies are needed in an AFP to address the high degree of fear and family concerns. Examples of communication issues to consider include:

Determining how to ensure adequate communication with staff—including cell phone, satellite phone and landline telephone numbers, and personal e-mail addresses. Identify platforms and back up system for communicating with staff, vendors, suppliers and customers for timely updates and emergency contact systems (i.e.. hotlines and dedicated websites).

• Informing staff about the institution's BCP, how the plan would be triggered and
where to monitor the institution's on-going preparation.

• Establishing policies to communicate with counterparties—customers or, in the case of regulators, supervised institutions. Contact lists should be established and maintained. To ensure minimum disruption, counterparties should be able to get information on what services will be offered, under what conditions and if there are changes to these arrangements.

• Clarifying how critical providers and suppliers plan to respond to an AFP. Discussion should include how each will communicate and work around disruptions that might occur.

• Establishing education programs for staff:

◦ Reminders on the importance of hand washing and health habits—cough hygiene diet and exercise.

◦ Reminders to staff at high risk of the need for special care.

◦ Advice on the difference between flu and a cold, and between avian flu and other flues (if appropriate).

◦ Strong insistence that staff who feel ill should not report to work (together with liberal leave policies and non-punitive sick leave.)

Principle 5: Cross-border communications during a major operational disruption must be highlighted.

Communication of conditions in the country and in financial institutions with international regulators is a critical aspect of managing the impact of an AFP. Accordingly, regulators should ensure they will be able to communicate with appropriate counterparts.

Developing triggers and platforms for communicating with international counterparties, with timely updates and emergency contact systems (i.e., hotlines and dedicated websites).

• Establishing and maintaining contact lists. To ensure minimum disruption, contact lists should be updated on a regular basis.

• Communicating plans and possibly coordinating approaches to regulations for preparedness, testing and, in the event of a pandemic, regulatory forbearance.

Because an AFP will have an extremely broad impact on many levels of the economy and society, information should be widely disseminated among the widest group possible.

Principle 6: BCPs must be effective and identify necessary modifications through testing.

Testing BCPs and staffing arrangements are important but pose challenges. Testing remote sites and staff dispersal plans may be difficult because of the disruption and costs to the institution. Identification of scenarios to test may be problematic. Testing for low incidence virus may be relatively easy, but the lessons learned may not be adequate for a virus with high attack and fatality rates. In response, institutions are considering a variety of alternatives:

In the early stages of preparation, institutions may focus on testing of particular tools, rather than development of a complete scenario. This approach is less comprehensive and generally focuses on technology and infrastructure.

• The next level of preparedness could include the conduct of "desk top" exercises, wherein senior management or business managers are given a scenario (that may change over the course of the exercise) and they discuss how to respond. Comprehensive table top exercises can be relatively cost efficient but test a wide range of responses including infrastructure, internal coordination, and communication channels.

• Remote computing facilities could be tested. Institutions have identified departments or key individuals and evaluated efficiency when working from home for several days or a week.

• Scenario testing could help identify weaknesses in preparation and help guide
investment planning for heightened preparedness.

Principle 7: Financial authorities should incorporate BCP reviews into their frameworks for assessing financial sector participants.

Central bank and regulatory bodies play an important role in crisis management and planning, and should review their BCPs and those of the financial sector participants with the aim of minimizing payment, settlement and other financial market disruptions in the event of a pandemic.

Crisis Planning

Response to an AFP will involve a wide range of national authorities. A high-level group might be established to coordinate the different responses. Members may include the government (ministry of finance), the central bank, and the regulators. In addition, broader contingency planning might include key health and infrastructural authorities.

National authorities may have a critical role to play in coordinating the responses of private sector agents, as well as with the authorities in other countries. Individual institution's decision on whether to invest in preparedness or not will be influenced by the decisions of their counterparts in the market: the authorities may have to take the lead in setting expectations or providing a forum for industry-wide discussions among competitors. Likewise, the authorities may have to take the lead in establishing procedures if there are problems with cross-border transactions, or with subsidiaries or parent companies. This will require dialogue with regulators in partner countries or multilateral bodies.

Payments and Settlement System

In addition to having adequate BCPs to deal with critical staff shortages, providers of payment and settlement services should also:

establish alternative payment mechanisms in case the key payment systems were to fail (e.g., shift to end-of-day net settlement, or netting across the books of the central bank.).

Economic policies

Consider policies concerning the provision of liquidity to banks. How can banks remain liquid and what will be done if they become illiquid? Ensure that the central bank has an adequate supply of cash and determine when note destruction will be slowed or halted.

Develop plans to absorb excess liquidity (either during the crisis if possible, or in the immediate post-crisis period). Consider the functioning of open market operations and money markets in the event of a significant deterioration in the financial system (e.g., interbank markets could become segmented).

Central bank should ensure adequate supply of cash, determine when note destruction will be slowed or halted, and assure that there is adequate capacity to deliver cash to financial institutions, considering that transportation networks may be affected.

Establish means for monitoring developments in external credit lines. In conditions of an AFP, international credit lines may be called or not rolled over. Consider alternatives for limiting the extent to which such lines are called.

Consider the consequences of sharply increased volatility or impaired liquidity in financial markets, and the effects of using "circuit breakers" or temporary suspensions of major markets.

Establish means of addressing instability in money and FX markets, including knowing minimum conditions to ensure such systems continue to function efficiently, and, in the event of disruptive market movements, establishing emergency "circuit breakers."

Determine if and under what conditions capital controls could be used.

Prudential Regulation

Consider the extent to which some prudential rules may be eased. For example, how should banks treat loans coming due but not paid, and should prudential rules on minimum liquidity and loan classification be modified? How would these decisions be made?

Determine what information on prudential forbearance can be provided to financial institutions for the preparation of their own BCPs. To what extent can banks assume that auditing rules or reporting requirements or rules governing conduct of business will be temporarily eased as they develop their own plans?

In countries with a diverse regulatory structure, coordination among different regulatory bodies is essential. A coordinated approach to regulations for preparedness, testing and, in the event of a pandemic, regulatory forbearance is critical. Because an AFP will have an extremely broad impact on many levels of the economy and society, information should be widely disseminated among the widest group possible.

From: G8 Finance Ministerts Meetings

Cheerful, eh?
That's an awful lot of planning for something that 'may or may not' happen. Looks like it's time to get your plague on.
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PostPosted: Sun Nov 12, 2006 1:18 pm    Post subject: Reply with quote

best to let your own body to the work, pharmaceuticals only make you weaker the next time round

Last edited by Nat on Tue Apr 20, 2010 11:06 am; edited 1 time in total
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and i

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PostPosted: Mon Nov 13, 2006 2:33 pm    Post subject: Reply with quote

and they make the viruses stronger.

Try colloidal silver next time.
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PostPosted: Mon Nov 13, 2006 4:09 pm    Post subject: Reply with quote

Not surprised - 'flu is caused by a virus - antibiotics will do nothing for you in that situation, and would quite probably make you worse as it unbalances your bodie's natural balance.
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