The Bin Laden family has invested heavily in telecommunications and
fiber-optics. They own/owned Nortel in Canada. John Manley was
appointed to Nortel Board of Directors, he the ex head of terrorist
security. James Baker and Calucci were also put in defence of a
Country. Why are these men making business deals with Osama Bin
Laden's family? Apparently it is becuase they were about to corner
the fiber-optics market, the Bin Laden family perhaps the first
investors because they have billions and rich Arabs were on the
prowl for good deals in North America where tens of millions were
buying computers. Not so amongst Arabs.
The Bush family headed Deregulation of our gas and oil pipes so
fiber-optic cables could be piggy-backed atop them. Were the Bush's
making a deal with the Laden family to supply the customers? Surely
the Rothschilds knew of this deal. How did they feel, they
responcbile for the formation of the Jewish state? How did Osama
feel, he pro-Islamic and anti-Jewish State. Lastely, where did Salem
Bin Laden stand? That he is depicted as a lackey of the U.S. and
George Bush Junior - after his mysterious death - is very
suspicious. Blood is thicker then water. Did Salem train pilots in
Saudi Arabia, the Laden's owning a min airforce?
Jon Presco
"John Manley appointed to Nortel Board of Directors
Nortel Networks Corporation has announced that the Hon. John Manley,
Former Deputy Prime Minister of Canada, has been appointed to the
Company s Board of Directors."
While serving as Minister of Foreign Affairs and following the
terrorist attacks of September 11, 2001, the Hon. John Manley was
appointed by the Prime Minister as Chairman of the Ad Hoc Cabinet
Committee on Public Security and Anti-terrorism. For his stand
against terrorism and its causes, he was named TIME Canada s
magazine Newsmaker of the Year in December 2001.
"In recent years, former U.S. President George Bush, ex-Secretary of
State James Baker and ex-Secretary of Defense Frank Carlucci have
made the pilgrimage to the bin Laden family's headquarters in
Jeddah, Saudi Arabia. Mr. Bush makes speeches on behalf of Carlyle
Group and is senior adviser to its Asian Partners fund, while Mr.
Baker is its senior counselor. Mr. Carlucci is the group's
chairman."
http://www.binladenfamily.com/BinLadenEvidence.html
http://www.villagevoice.com/news/0218,gray,34384,6.html
http://www.hereinreality.com/carlyle.html
http://home.utm.utoronto.ca/~rajputs/a1.htm
http://www.findarticles.com/p/articles/mi_m0IGK/is_10_15/ai_75578426
http://www.fool.com/dripport/2000/dripport000920.htm
Nortel Technology Threatens Human Rights in China: A new report
released today by Rights & Democracy reveals that the Canadian
telecommunications giant Nortel Networks may be contributing to
human rights violations in the People's Republic of China. The
report points specifically to Nortel's OPTera technology to be
launched in China this week at the APEC Leaders Meeting in Shanghai.
China's Golden Shield: Corporations and the Development of
Surveillance Technology in the People's Republic of China describes
how technology developed for commercial purposes by transnational
corporations, including Nortel, is being used by Chinese police and
security forces to refine the targetting and repression of political
dissidents. It also provides an overview of Nortel's long-standing
involvement in the development of surveillance technology both at
home and abroad. (Rights & Democracy: International Centre for Human
Rights and Democratic Development, 18 Oct 2001) http://emperors-
clothes.com/news/bushladen.htm
Analysts say Infinera appears to have a significant technological
edge over other start-ups and traditional makers of fiber-optic
gear, such as Ciena Corp., Lucent Technologies Inc., Nortel Networks
Corp. and China's Huawei Technologies Co. But Dana Cooperson, a
group director at RHK, questions whether the market is big enough
and robust enough for Infinera to repay its investors. "There aren't
a lot of jobs available" outfitting telecom networks, she
says. "Getting the investment back should be a big challenge."
http://webreprints.djreprints.com/1236680614201.html
Basic Facts about the Bin Laden Family
"The bin Ladens' fortunes reportedly total in excess of $5 billion."
(Jonathan Wells, Jack Meyers and Maggie Mulvihill, "Saudi Elite Tied
to Money Groups Linked to bin Laden", Boston Herald, October 14,
2001)
"Based in Jeddah, Saudi Arabia, and favoured by that country's royal
family, Saudi Binladin Group derives an estimated $5-billion (U.S.)
in annual revenue from a wide range of enterprises, including mosque
construction, telecommunications and selling Snapple soft drinks in
Saudi Arabia. Although the family's U.S. spokesman says Saudi
Binladin Group is wholly owned by the extended bin Laden family, not
including Osama, he said he could provide no information on exactly
which members have an equity interest." (Daniel Golden, James
Bandler and Steve Levine, Bin Laden poses problem for the family
business Saudi exile's notoriety proving to be an embarrassment for
Binladin Group, Wall Street Journal, September 20, 2001)
"Osama is one of more than 50 children of Mohammed bin Laden, who
built the family's $5 billion (5.42 billion euros) business, Saudi
Binladin Group, largely with construction contracts from the Saudi
government. Osama worked briefly in the business and is believed to
have inherited as much as $50 million from his father in cash and
stock, although he doesn't have access to the shares, a family
spokesman says." (Daniel Golden and James Bandler in Boston, and
Marcus Walker in Hamburg, Germany, "Attack on America: Bin Laden
Family Has Intricate Ties With Washington --- Saudi Clan Has Had
Access To Influential Republicans", The Wall Street Journal Europe,
September 28, 2001)
"Osama bin Laden, now in his mid-40s, worked in the family business
as a college student. Later, his opposition to the presence of U.S.
troops in Saudi Arabia during the war alienated the royal family and
threatened the family business. The family disowned Mr. bin Laden,
and he moved to Sudan and then Afghanistan. A family spokesman says
Mr. bin Laden inherited between $50-million and $60-million from his
father, who died in 1968, but has never held an equity stake in the
group. In recent years, Saudi Binladin Group has diversified its
businesses and geography. Its Baud unit resells sophisticated
telecommunications equipment purchased from companies such as
Brampton, Ont.-based Nortel Networks Corp.; PictureTel Corp. of
Andover, Mass.; and Tellabs Inc. of Lisle, Ill.. One family member,
Hasan M., was a director of Iridium, a now-defunct satellite phone
company backed by the family group and Motorola Inc., among others."
(Daniel Golden, James Bandler and Steve Levine, Bin Laden poses
problem for the family business Saudi exile's notoriety proving to
be an embarrassment for Binladin Group, Wall Street Journal,
September 20, 2001)
"The bin Laden dynasty was founded by Osama's father, Mohammed. He
emigrated to Saudi Arabia from Yemen early in the 20th century and
cosied up to King Abdul Aziz by doing a bargain-basement
construction job on a royal palace. He later pulled off a series of
contracts that would cement the family's position as one of the most
powerful clans on the Arabian peninsula - the exclusive rights to
renovate the holy sites in Mecca and Medina. This established an
industrial, financial and political empire that today stretches
around the globe. Mohammed even became minister of public works for
a time. With their father's position consolidated in Saudi, his
children began to create an international network of power-players
for themselves. The bin Laden boys were sent to study in Egypt's
prestigious Victoria College in Alexandria, where their schoolmates
included Prince Hussein, who later became king of Jordan, the actor
Omar Sharif, and the Khashoggi brothers, whose family were infamous
for arms dealing. Osama's brother, Salem bin Laden, took over as
head of the family after his father's death in a plane crash in
1968. He was one of Saudi ruler King Fahd's closest friends until he
also died in a plane crash in Texas in 1988. Salem was educated at
Millfield boarding school in Somerset and he acquired US properties
in Florida and New England. A number of family members live in
Boston. The bin Ladens also cannily befriended the Saudi king's sons
and helped them get their first start in the business world - a
surefire way of keeping the clan right at the heart of Saudi power
for future generations. Since the death of Salem, the command of the
business empire has rested with his eldest son, Bakr. He and 13 of
Salem's brothers - including Mahrous - make up the board of the
Binladin Group. Salem's other son, Ali, who studied in Paris, at one
time held discussions with French weapons companies about
strengthening links to the Saudi defence ministry." (Neil
MacKay, "Family Ties; The Bin Ladens", The Sunday Herald, October 7,
2001)
"A U.S. inquiry into bin Laden family business dealings could brush
against some big names associated with the U.S. government. Former
President Bush said through his chief of staff, Jean Becker, that he
recalled only one meeting with the bin Laden family, which took
place in November 1998. Ms. Becker confirmed that there was a second
meeting in January 2000, after being read the ex-president's
subsequent thank-you note. "President Bush does not have a
relationship with the bin Laden family," says Ms. Becker. "He's met
them twice." Mr. Baker visited the bin Laden family in both 1998 and
1999, according to people close to the family. In the second trip,
he traveled on a family plane. Mr. Baker declined comment, as did
Mr. Carlucci, a past chairman of Nortel Networks Corp., which has
partnered with Saudi Binladin Group on telecommunications ventures."
(Daniel Golden and James Bandler in Boston, and Marcus Walker in
Hamburg, Germany, "Attack on America: Bin Laden Family Has Intricate
Ties With Washington --- Saudi Clan Has Had Access To Influential
Republicans", The Wall Street Journal Europe, September 28, 2001)
The family disowned Osama in 1994, but, according to a BBC
documentary aired on the Discovery Channel in September 2001, this
move was made under pressure (BBC)
. Malcolm Collins, president of the Enterprise Networks division of
Nortel based in Brampton, Ontario, clarified that although Nortel
has experienced several years of "slumping" financial results
and "massive" layoffs, causing it to appear on the brink of
dismantle, it is once again reaching profitability and concentrating
on solution providers (Follett 2003). These shifts in economic
positions have been made possible by strengthening the capacity of
its high-end Succession IP-PBXes, refurbishing its networking lines
and emphasizing the midmarket. All these rejuvenating efforts are
building interests in its offerings. Nortel's stock price was $5.85
on November 1, 2001, dropped to 50 cents on October 3, 2002, and
since then has been gradually rising resting at $2.15 on February
28, 2003 (Follett 2003), and $3.14 as of April 10, 2003 (TSX Nortel
Networks 2003). These quotes reflect a definite progress in Nortel
operations, and the efforts of its fiber optics tycoons makes it a
positive model for other nations to follow since instead of allowing
the empire to collapse, it's been focusing on reestablishing success
in the global market.
j
JDS Uniphase Courts Regulators to Win SDL
SAN JOSE, Calif. -- JDS Uniphase Corp.'s $41 billion play for rival
optical telecommunications supplier and sometimes technical superior
SDL Inc. would give the merged company about two-thirds of the
independent component market and 90 percent of the 980-nm pump laser
market, analysts said.
It would also significantly increase JDS Uniphase's product
volume and reroute growth in the fiber optic components sector of
competitor Corning Inc. of Corning, N.Y., which acknowledged that it
had negotiated to buy SDL. SDL chief executive Donald Scifres said
he had suggested the merger to longtime business acquaintance Jozef
Straus, his JDS Uniphase counterpart. If the deal does not go
through, JDS Uniphase would receive a $1 billion breakup fee.
Major customer Lucent Technologies Inc. of Murray Hill, N.J.,
said that its own advanced manufacturing capability and technology
rival that of either company. Nortel Networks Corp. of Brampton,
Ontario, Canada, did not comment as of press time. The French
telecommunications giant Alcatel SA said it wants to keep its
business relationship with both companies but also has a strong
internal component manufacturing capacity. Meanwhile, Corning said
the merged company should have no impact on its ability to compete.
Corning will get a chance to qualify that comment to regulators.
Final word on the deal is left to the antitrust division of the
US Department of Justice. Coming only weeks after JDS Uniphase
completed its $15 billion buyout of rival E-Tek Dynamics Inc., also
of San Jose, this latest acquisition will receive certain close
scrutiny by regulators. JDS Uniphase officials allotted five months
for regulatory approval and hope to close the deal in December. They
also acknowledged they might have to make formal concessions to
competitors, as they did in order to buy E-Tek, which prevented JDS
Uniphase from controlling 80 percent of the global output of thin-
film filters.
Straus insisted that there is little overlap between JDS
Uniphase and SDL and that similar products simply offer options to
customers based on their technology needs. It's generally agreed
that SDL bests JDS Uniphase in optical amplifier technology and pump
lasers. SDL also developed arrayed waveguides and is advancing the
prospective Raman amplifier market. For its part, JDS Uniphase has
become the Wal-Mart of the fiber optic component world: a place
where telecommunications companies can find everything they need.
According to Al Selwyn, manager of technology services for the
Region of Peel, "One of our biggest challenges is to provide cost-
effective, coordinated services to our communities. In response, we
formed a consortium consisting of our three cities and the police
service to determine the best telecommunications infrastructure for
supporting the delivery of municipal services throughout the Region
of Peel.
"We decided to install a shared private fiber network throughout the
region to give each organization access to a network capable of
supporting the increased demands required to deliver municipal and
police services for the foreseeable future."
At the same time, the Region of Peel made a strategic information
technology decision to move from a mainframe topology to a
client/server model using HP UNIX and Microsoft NT technology. A new
network infrastructure became an integral part of this strategic
plan. One critical component needed to achieve this plan was a
network solution from Marconi.
Realizing the Need for a More Powerful Network
The various municipal services provided by the Region of Peel are
delivered through a network of offices within the region. As the
regional population continues to grow, so has the demand for more
efficient and effective business applications to support the
Region's fast growth.
"We needed more timely communication of information and a readily
available database of information to support our employees and
business applications in delivering services to the community," said
Selwyn. "To achieve this, we implemented Pathways, which is our
Intranet used to support internal communications and provide access
to key information for our employees in all of our offices. Other
key applications included PeopleSoft for human resource and
financial planning, a geographic information system for engineering
and planning, AquaPeel (an internally developed water billing
system), and a Province of Ontario supported system for social
assistance."
A key factor in the development of the network infrastructure needed
to support these applications was the Region of Peel's decision to
implement a private fiber network interconnecting sites throughout
the region. This enabled Peel to gain flexibility in deploying
emerging applications for its own use, as well as providing an
effective, economical way of interconnecting community based service
facilities and organizations.
In 1997-98, the Region of Peel expanded its fiber optic network so
that it now includes over 150km of fiber connecting its offices
throughout the Region. As this effort progressed, work began to
modernize the telecommunications infrastructure to take advantage of
this new capacity. This was just one step in the overall technology
plan, which would culminate in the upgrade of PC desktops and
servers throughout the Region. The second step was to implement a
forklift upgrade to a Marconi-powered network – with asynchronous
transfer mode (ATM) technology at the network core – to provide the
advanced capabilities needed to support its fast-growing
infrastructure.
In recent years, Saudi Binladin Group has diversified its
businesses and geography. Its Baud unit resells sophisticated
telecommunications equipment purchased from companies such as
Brampton, Ont.-based Nortel Networks Corp.; PictureTel Corp. of
Andover, Mass.; and Tellabs Inc. of Lisle, Ill.. One family member,
Hasan M., was a director of Iridium, a now-defunct satellite phone
company backed by the family group and Motorola Inc., among others."
(Daniel Golden, James Bandler and Steve Levine, Bin Laden poses
problem for the family business Saudi exile's notoriety proving to
be an embarrassment for Binladin Group, Wall Street Journal,
September 20, 2001) Vitess Semiconductor Corp. and Nortel Networks,
a provider of optical transport equipment, recently announced an
agreement to promote resilient packet ring solutions - aimed to
address the demands for a more cost-effective, efficient, and
scalable means of robustly transporting higher quality data services
in the metropolitan network. Through this agreement, Vitesse will
use its products in conjunction with Nortel Networks OPTera Packet
Edge resilient packet ring technology to develop complete 2.5 Gbps
and 10 Gbps chipset platforms, providing better redundancy and
higher quality of service.
http://www.findarticles.com/p/articles/mi_m0IGK/is_10_15/ai_75578426
Analysts say Infinera appears to have a significant technological
edge over other start-ups and traditional makers of fiber-optic
gear, such as Ciena Corp., Lucent Technologies Inc., Nortel Networks
Corp. and China's Huawei Technologies Co. But Dana Cooperson, a
group director at RHK, questions whether the market is big enough
and robust enough for Infinera to repay its investors. "There aren't
a lot of jobs available" outfitting telecom networks, she
says. "Getting the investment back should be a big challenge."
http://webreprints.djreprints.com/1236680614201.html
Earlier this year, Corning added NetOptix, which makes filters used
in dense wavelength division multiplexing (DWDM) components, and
also acquired Siemens AG's (Nasdaq: SMAWY) optical hardware and
cable business. Although an attempt to improve manufacturing
efficiencies by acquiring Nortel Networks' (NYSE: NT) optical
components division fell short, its relationship with Nortel remains
strong. By backing out of the deal, Corning also proved its
responsibility to shareholders by not taking on an acquisition that
would have diluted earnings.
http://www.fool.com/dripport/2000/dripport000920.htm
"He's met them twice." Mr. Baker visited the bin Laden family in
both 1998 and 1999, according to people close to the family. In the
second trip, he traveled on a family plane. Mr. Baker declined
comment, as did Mr. Carlucci, a past chairman of Nortel Networks
Corp., which has partnered with Saudi Binladin Group on
telecommunications ventures."
http://emperors-clothes.com/news/bushladen.htm
Bin Laden Family Has Intricate Ties With Washington
Saudi Clan Has Had Access To Influential Republicans
By Staff Reporters Daniel Golden and James Bandler in Boston, and
Marcus Walker in Hamburg
http://www.hereinreality.com/carlyle.html
The Carlyle Connection
How the Pentagon Learned to Love the Weapon No One Wanted
by Geoffrey Gray
May 1 - 7, 2002
Frank Carlucci never trained much as a salesman. The former CIA
spook turned Reagan defense secretary has been working as chairman
for the Carlyle Group, the nation's 11th largest military
contractor, and for the last five years, he's been championing the
the production of 482 Crusader armored vehicles, over $11.2 billion
dollars' worth of self-propelled Howitzer firepower.
He might as well have been going door-to-door with vacuum cleaners.
Nobody seemed to want the damn things. They were bulky, outdated,
expensive. "It looks like it's too heavy; it's not lethal enough,"
Bush said during a 2000 campaign debate. "There's going to be a lot
of programs that aren't going to fit into the strategic plan for a
long-term change of our military."
http://www.villagevoice.com/news/0218,gray,34384,6.html |