Chad President Idriss Deby has fired his armed forces chief of staff following the latest bout of unrest which culminated in a Boko Haram attack that left 23 dead.
Deby fired Brahim Seid Mahamat and his two deputies by presidential decree after six years in the post on Friday night just hours after the attack in the southwest of the country.
The soldiers were killed after coming under attack from jihadists in the early hours of Friday morning in the deadliest attack on the Chadian military by Boko Haram, which launched an insurgency in Nigeria a decade ago.
The unrest has spread to neighbouring Niger and Chad with the Boko Haram revolt to date claiming more than 27,000 lives and uprooting more than 1.7 million people.
Friday’s attack took place at Dangdala, on the northeastern bank of Lake Chad.
Thursday had seen another attack by the group kill eight civilians at Karidi in southeastern Niger in the Diffa region bordering Lake Chad, The area is one of the worst-hit areas for jihadist attacks in Niger.
Troops from Cameroon, Chad, Niger and Nigeria have been grouped into a multi-national force to fight Boko Haram.
Deby’s reorganisation of security — which included the suspension of the air force chief and his deputy — saw army chief of staff Taher Erda take the top job with a general from the northeastern region of Tibesti made chief advisor on national defence issues.
Erda is a Deby loyalist and former police chief who fought alongside the president before he took power in 1990.
The air force suspensions followed the discovery of debris from an helicopter which went missing more than a week ago in the north.
The sparsely populated, mainly desert region near the border with Sudan, Libya and Niger is volatile prone to attack from Chadian rebel groups based across the Libyan border.
In late January, France pounded Chadian rebels who had crossed back into their country from Libya to halt their incursion.
A shocking trending video making the rounds online has called for caution among Nigerians to be very careful when employing house maids. Two boys who disguised perfectly as girls were recently apprehended by the authorities after they were discovered to be what they are not.After they were arrested and taken to the station, the boys allegedly confessed that they pretended to be girls in order to be employed.
Imagine what they would have done to the female children left in their care.
They were asked to show their private parts (including the fake breasts) right there in the station as they were filmed.
A Facebook user who posted the video online urged people to thoroughly check housemaids before employing them.
Learning is a key factor in any company’s success. In rapidly changing, highly competitive times, we all need to have up-to-date knowledge and skills – plus opportunities to keep adding more.
And organizations need strategies to support effective learning, so that they’re ready for every new challenge.
One important part of this is choosing the right tools. And whether you’re looking to improve your own learning, or exploring better ways to provide learning for others, there are many options to choose from. These include e-learning providers, online courses, MOOCs – even virtual reality!
Investing in Learning
Technology has transformed the world of work. Unsurprisingly, many organizations have also turned to technology in a bid to keep up and stay competitive.
Digital tools can deliver learning flexibly, at a distance, and on a large scale. They can offer rich, up-to-date learning experiences that are tailored to different people’s needs and aligned with an organization’s strategic plans. Since 2010, their use has more than doubled.
However, these strategies don’t always work as well as they should. OECD, ILO, World Bank, and other institutions have highlighted an urgent need for employers to upskill their current workforce, if they’re to survive and remain relevant. And a recent McKinsey Global Survey reported that 87 percent of executives were either experiencing skill gaps now, or expecting to see them in the next few years. [1]
So learning technologies alone aren’t enough to keep pace with change. As well as being chosen and used with care, these tools need to be integrated into a wider culture of learning.
What Is Virtual Learning?
“Virtual learning” uses technology to improve the learning process, rather than relying solely on a face-to-face, teacher-pupil approach.
At its most basic level, it might involve people taking part in a lesson remotely – often called distance education. This can be useful if you want all of your learners to hear the same message at the same time, and to be able to interact with the teacher and one another.
But technology also allows people to choose what they learn, how they want to learn, and when they want to learn – this self-determined learning enables learners to make choices about their own development.
Technology can also add different elements to the learning process, such as audio and video. It can improve learning engagement – with other learners, experts, and the material itself – through communication tools, interactive exercises, or even immersive technologies such as virtual reality.
Virtual learning can provide individuals with carefully tailored learning opportunities that are effective and enjoyable. It can benefit learners as individuals, and also support their organizations to achieve their overall learning and development goals.
Defense mechanisms—the unconscious reactions that protect us from anxiety and internal conflict—are a part of being human. We all have them. And while they frequently do harm, in some situations they can actually be useful. What matters, in life and in leadership, is what we do about them.
Failing to understand and deal with your defense mechanisms is especially harmful in leadership work, where relationships with others are critically important and you’re setting the standard for the workplace culture of your entire team.
Defense mechanisms work differently for everybody. But whatever form they take, it’s possible to master defensive responses and damaging habits—to harness them in a way that helps you rather than holding you back.
Here are the top ideas I share with my executive leadership coaching clients for overcoming their own defense mechanisms:
Cultivate self-awareness. The necessary first stop is to understand how you use defense mechanisms when you’re feeling vulnerable. Think about what situations tend to trigger defense responses and how you typically respond. Consider the ways that your behavior may be harming you and those around you, and imagine other ways to respond to situations that seem threatening.
Make room for acceptance. When you feel yourself moving toward a defensive response, stop and give yourself a brief time out. Spend a few moments giving space to what you’re thinking and feeling. Identify those thoughts and feelings and work to accept them without judgment. From there you can focus on a healthy response.
Hold yourself accountable. Defense mechanisms are often a way of making excuses or blaming others for things we cannot be responsible for. Remind yourself often that you can’t control anybody else’s actions or responses—but you can control your own. Then spend some time every day reflecting on your own actions and whether they were effective, reasonable, and in line with your values and goals. If you need help with accountability, consider recruiting a a mentor or a leadership coach to guide you.
Break the code. As human beings, we’re inclined to follow certain coded patterns of behavior—and defense mechanisms are among those patterns. But if something isn’t serving you well, it’s possible to break out of the unhealthy pattern and rewire new, more useful patterns and habits.
From my decades of experience as a leadership executive coach, I know that even top leaders around the world sometimes struggle to overcome defense mechanisms and other problem habits. And I know it takes effort and practice to overcome them. But I’ve also seen the results, and I know it’s an effort worth making.
Lead from within: Everyone deals with defense mechanisms. But when you rely on negative patterns of behavior and make excuses when you could be making progress, it’s time to reassess your behavior and make the changes you need to make to become the leader you’re meant to be.
Defense mechanisms—the unconscious reactions that protect us from anxiety and internal conflict—are a part of being human. We all have them. And while they frequently do harm, in some situations they can actually be useful. What matters, in life and in leadership, is what we do about them.
Failing to understand and deal with your defense mechanisms is especially harmful in leadership work, where relationships with others are critically important and you’re setting the standard for the workplace culture of your entire team.
Defense mechanisms work differently for everybody. But whatever form they take, it’s possible to master defensive responses and damaging habits—to harness them in a way that helps you rather than holding you back.
Here are the top ideas I share with my executive leadership coaching clients for overcoming their own defense mechanisms:
Cultivate self-awareness. The necessary first stop is to understand how you use defense mechanisms when you’re feeling vulnerable. Think about what situations tend to trigger defense responses and how you typically respond. Consider the ways that your behavior may be harming you and those around you, and imagine other ways to respond to situations that seem threatening.
Make room for acceptance. When you feel yourself moving toward a defensive response, stop and give yourself a brief time out. Spend a few moments giving space to what you’re thinking and feeling. Identify those thoughts and feelings and work to accept them without judgment. From there you can focus on a healthy response.
Hold yourself accountable. Defense mechanisms are often a way of making excuses or blaming others for things we cannot be responsible for. Remind yourself often that you can’t control anybody else’s actions or responses—but you can control your own. Then spend some time every day reflecting on your own actions and whether they were effective, reasonable, and in line with your values and goals. If you need help with accountability, consider recruiting a a mentor or a leadership coach to guide you.
Break the code. As human beings, we’re inclined to follow certain coded patterns of behavior—and defense mechanisms are among those patterns. But if something isn’t serving you well, it’s possible to break out of the unhealthy pattern and rewire new, more useful patterns and habits.
From my decades of experience as a leadership executive coach, I know that even top leaders around the world sometimes struggle to overcome defense mechanisms and other problem habits. And I know it takes effort and practice to overcome them. But I’ve also seen the results, and I know it’s an effort worth making.
Lead from within: Everyone deals with defense mechanisms. But when you rely on negative patterns of behavior and make excuses when you could be making progress, it’s time to reassess your behavior and make the changes you need to make to become the leader you’re meant to be.
Bill Gates has stated that COVID-19 was ‘pandemic one,’ and the next one will really get everyone’s attention. For that, this 17-year veteran Pfizer scientist who’s an expert in respiratory pharmacology warns they may launch a therapy similar to a go kart with no accelerator, steering wheel or brakes.
STORY AT-A-GLANCE
Michael Yeadon, Ph.D., a former vice-president and chief scientific adviser for the drug company Pfizer, shares why he believes that the narratives around COVID-19 are false and were put into place deliberately to exert control over society
Yeadon says you’ve been lied to about the magnitude of the threat represented by this entity called SARS-CoV-2 and the disease COVID-19
The 2009 H1N1 (swine flu) pandemic was a “dress rehearsal” for the COVID-19 pandemic
The use of the spike protein in the shot was a diabolical mistake, as 90% of the immune response mounted after natural COVID-19 exposure is not to the spike protein
Spike protein is also toxic and mutates rapidly, which essentially destroys virtually any protection that the shot provides shortly after it’s given
The fact that virtually every country worldwide followed suit in imposing ineffective lockdowns and other COVID-19 mandates suggests a coordinated, supranational effort was underway
Michael Yeadon, Ph.D., a former vice-president and chief scientific adviser for the drug company Pfizer and founder and CEO of the biotech company Ziarco, now owned by Novartis, has become one of the most prominent critics of COVID mandates and COVID-19 shots. In this riveting interview with British radio presenter Maajid Nawaz, he shares why he believes that the narratives around COVID-19 are false and were put into place deliberately to exert control over society.
Yeadon is uniquely positioned to speak on this topic, as he has degrees in biochemistry and toxicology, and studied respiratory pharmacology. You have likely seen Yeadon being interviewed many times previously, but I strongly encourage you to watch this one as he explains items I have never heard him previously discuss. He is one of the sharpest guys out there in this area and you will be glad you took the time to listen.
In the film, he says: “So, I understand … inside of cells and how cells and tissues talk to each other, and how dangerous chemicals can affect and injure humans and others.”1 Not only does Yeadon explain why COVID-19 shots aren’t effective, but he details why using spike protein in the vaccine was one of the most diabolical mistakes made.
“First,” Yeadon says, “you’ve been lied to about the magnitude of the threat represented by this entity called SARS-CoV-2 and the disease COVID-19. Been lied to about that, in every way, shape and form … the bottom line is, we’ve been lied to and it’s deliberate, and they knew it, and no action was needed whatsoever, other than if you’re sick, stay home.”2 Further, the wheel may have been set into motion in 2009, during the swine flu pandemic.
The 2009 Swine Flu Was the Final Dress Rehearsal for COVID
During the 2009 H1N1 (swine flu) pandemic, secret agreements were made between Germany, Great Britain, Italy and France with the pharmaceutical industry before the H1N1 pandemic began, which stated that they would purchase H1N1 flu vaccinations — but only if a pandemic level 6 was declared by the World Health Organization.
Six weeks before the pandemic was declared, no one at WHO was worried about the virus, but the media were nonetheless exaggerating the dangers.3 Then, in the month leading up to the 2009 H1N1 pandemic, WHO changed the official definition of pandemic, removing the severity and high mortality criteria and leaving the definition of a pandemic as “a worldwide epidemic of a disease.”4
This switch in definition allowed WHO to declare swine flu a pandemic after only 144 people had died from the infection worldwide. In 2010, Dr. Wolfgang Wodarg, then head of health at the Council of Europe, accused pharmaceutical companies of influencing WHO’s pandemic declaration, calling swine flu a “false pandemic” that was driven by Big Pharma, which cashed in on the health scare.5
Pope Francis decries a shooting in which six people were killed and over 30 injured at a Fourth of July parade in the northern Chicago suburb of Highland Park.
By Deborah Castellano Lubov
Pope Francis has decried the tragic shootings that killed six and wounded some 30 others during a Fourth of July parade in the Chicago suburb of Highland Park on Monday, appealing for a rejection of all forms of violence, and a respect for life at all its stages.
The Holy Father did so in a telegram sent to the Archbishop of Chicago, Cardinal Blase Cupich. In the telegram, sent on the Pope’s behalf by Vatican Secretary of State, Cardinal Pietro Parolin, he said he was “deeply saddened” to learn “of the senseless shooting” that took place in the US, and asked the Cardinal to convey his spiritual closeness to all affected by this attack.
Appeal to reject violence and respect life
The Pope said he “joins the entire community in praying that Almighty God will grant eternal rest to the dead and healing and consolation to the injured and bereaved.”
“With unwavering faith that the grace of God is able to convert even the hardest of hearts, making it possible to depart from evil and do good,” Pope Francis prayed “that every member of society will reject violence in all of its forms and respect life in all of its stages.”
Pope Francis concluded, by sending his Apostolic Blessing “as a pledge of strength and peace in the Lord.”
US Shootings
On Monday, a gunman on a rooftop opened fire on an Independence Day parade in the affluent northern Chicago suburb killing at least six people and wounding at least 30 others.
Police identified Robert E. Crimo III as a person of interest in the shooting and after an hours-long manhunt, the suspect was taken into police custody.
The July 4 shooting marks the latest tragic shooting in the country, and takes place in the light of hundreds of others during 2022 that have plagued schools, churches, grocery stores and now community parades.
In his Angelus address on Sunday, Pope Francis reflected on Christ’s “resolute decision” not to be overcome by anger in the face of unwelcoming adversaries, instead modeling the qualities of “calm, patience, longsuffering, not slackening the least bit in doing good.”
“It is easy, it is instinctive, to allow ourselves to be overcome by anger when faced with opposition. What is difficult, instead, is to master oneself, doing as Jesus did who, as the Gospel says, ‘went on to another village’,” the pope said June 26, reflecting on the Gospel reading from the ninth chapter of Luke.
“This means that when we meet with opposition, we must turn toward doing good elsewhere, without recrimination. This way, Jesus helps us to be people who are serene, who are happy with the good accomplished, and who do not seek human approval.”
Pope Francis said that sometimes people may think that anger in the face of opposition is “due to a sense of justice for a good cause.”
There comes a time when you have to make a decision, but sometimes that time comes and you still lack clarity. You’re stuck. What do you do?
Your team may be looking to you for a final call on the next direction. Your boss may be looking to you for a plan for a new project. Your client may be looking to you for a recommendation. You may be debating between two (or more) options, unsure of how best to move forward.
What do you do?
Working on my own decisions over the years – as well as helping clients when they felt most stuck – I’ve come up with a few points to consider when you’re faced with a decision you don’t seem to be able to make. They are as follows:
Trust your gut – as coaches we base our work with clients on the knowledge that our clients have their own answers already, and our job is to help them rid themselves of whatever’s in their way so they can learn to trust their gut. There is a strong chance that deep inside there is an option or choice that just “feels” right, and research has shown that our gut – or intuition – can make at least as good a decision as our rational brain. Get quiet, and see if your gut has something to tell you.
And do your research – while your gut may be right, your rational brain may want “proof,” and so might your team, boss, client, etc. Do the necessary research. Learn what others have done in a similar situation. Go through the background information and best case scenarios, and make sure you’re not missing something essential.
Gather input – not only might other people have perspectives and suggestions you may not have thought about, but by bringing others in early in a decision-making process, you most likely strengthen their buy-in to whatever decision you make or path you take. Make others feel included by engaging them, and see what you can learn from them.
Make it the right decision – I heard a few years ago, “make a decision, and make it the right decision.” So often we second-guess our choices and go back on something we’ve settled. Needless to say, that doesn’t help. While it’s important to keep your mind open in case there is new information to consider along the way, it’s also important to do your best not to unnecessarily waffle once your decision has been made.
Sometimes it is hard to know what to do, and sometimes we get in our own way while we’re trying to figure it out. By following some of these simple steps, you can get clearer and make (and stick to and flex when necessary) the decisions you have to make.
Pope Francis speaks with Reuters Senior Correspondent Philip Pullella
In a wide-ranging interview with American journalist Philip Pullela of Reuters, Pope Francis covers topics such as the recent US Supreme Court decision overturning Roe v. Wade, the possibility of resigning, the decision to postpone his planned Apostolic Visit to South Sudan and the Democratic Republic of Congo, and his hopes for a trip to Moscow and Kyiv.
By Vatican News staff reporter
Pope Francis has responded to the U.S. Supreme Court’s decision overturning Roe v. Wade, which returned power to regulate abortion to the individual states, saying he respected the decision, but had not studied it enough to comment on it from a juridic point of view. “I tell you the truth. I don’t understand it from a technical point of view,” he explained, adding, “I have to study it because I don’t really understand (the details of) the ruling 50 years ago and now I can’t say whether it did right or wrong from a judicial point of view.” However, he said, “I respect the decisions.”
The science and morality of abortion
The Pope went on to consider the question of abortion itself, saying, “Leaving that [the Supreme Court decision] aside, let’s go back to the issue of abortion, which is a problem.” He said it is important to look at what science has learned in the past few decades: “In this we have to be scientific, see what science tells us today. Science today and any book on embryology, the one our medical students study, tells you that 30 days after conception there is DNA and the laying out already of all the organs.”
He asked, “Is it legitimate, is it right, to eliminate a human life to resolve a problem?” He insisted, “It’s a human life – that’s science. The moral question is whether it is right to take a human life to solve a problem.”
“Indeed, is it right to hire a hit man to solve a problem?”
Pope Francis made the remarks in an hour-and-a-half-long interview with Reuters correspondent Philip Pullella, published on Monday.
The Holy Father also emphasized the importance of a pastoral approach to Catholic politicians who support abortion, saying, “When the Church loses its pastoral nature, when a bishop loses his pastoral nature, it causes a political problem. That’s all I can say.”
TRUST is what holds relationships together, and therefore it is vital to families, groups, and organizations. Of course, trust is a two-way street. Not only must we be trustworthy, but we must extend trust to others. As leaders, we build trustworthiness in others by first extending trust to them.
Trust is based on our behavior. We can behave our way into trust, and we can behave our way out of trust. Understanding the bases of a trust decision can help us to build trust and recover when we have been untrustworthy. The following model introduced by Darryl Stickel in Building Trust: Exceptional Leadership in an Uncertain World, helps us to do that.
The model begins with the bases of trust. When deciding whether to trust or not, people ask two questions: How likely am I to be harmed a (perceived uncertainty) and if I am harmed, how badly will it hurt (perceived vulnerability). When combined they give an idea of our perceived risk. And spending on our risk threshold, we make a decision on whether the trust is worth it. “Our risk threshold, or willingness to trust, comes from a combination of our cultural background, personal traits, and experiences.”
Our perceived uncertainty of another person may go down as we get to know them, and as a result, we may be more willing to be more vulnerable with them. But emotions also come into play. Our emotions act like a filter and influence our judgment. The more extreme our emotions—love or hate—the less rational we are. Our emotions affect our trust decision and even the outcome we expect.
At the same time, we may trust someone in one context but not another. Change the context, and the perceived uncertainty and vulnerability changes too.
We can increase our trustworthiness—our perceived uncertainty—by addressing three factors: Do you have my best interests at heart? (Benevolence), Do you follow through on commitments? (Integrity), and Can you do the job? (Ability). When it comes to vulnerability, scarcity (what do I have to lose?), the stakes (what do I feel is at stake?), and value (what value do I place on the stakes?).
AMERICAN writer and pamphleteer Thomas Paine believed that it was common sense that an island could not rule a continent. “No event in American history which seemed so improbable at the time has seemed so inevitable in retrospect as the American Revolution,” writes Joseph Ellis in Founding Brothers. He adds:
The creation of a separate American nation occurred suddenly rather than gradually, in revolutionary rather than evolutionary fashion, the decisive events that shaped the political ideas and institutions of the emerging state all taking place with dynamic intensity during the last quarter of the eighteenth century. No one present at the start knew how it would turn out in the end.
It is easily assumed that all of the citizens of the American colony were on the same page. How else could it have worked? “The very term ‘American Revolution’ propagates a wholly fictional sense of national coherence not present in the moment.” It is only in hindsight that we assume the outcome.
It is ironic that the very thing they were fighting against was an element in the nation they were trying to create.
The key insight shared by most of the vanguard members of the revolutionary generation, is that the very arguments used to justify succession from the British Empire also undermined the legitimacy of any national government capable of overseeing such a far-flung population, or establishing uniform laws that knotted together the thirteen sovereign states and three or four distinct geographic and economic regions.
The creation of the United States was a daunting task, to say the least. The United States is the world’s oldest enduring republic because “in 1787 a tiny minority of prominent political leaders from several key states conspired to draft and then ratify a document designed to accommodate republican principles to national scale.” The core principle being personal liberty and, therefore, personal responsibility.
It may be easy to criticize what they accomplished almost 250 years later, but we would be wise to remember the words of historians Will and Ariel Durant, “No one man, however brilliant or well-informed, can come in one lifetime to such fullness of understanding as to safely judge and dismiss the customs or institutions of his society, for these are the wisdom of generations after centuries of experiment in the laboratory of history.”
The checks and balances that permitted the infant American republic to endure were not primarily legal, constitutional, or institutional, but intensely personal, rooted in the dynamic interaction of leaders with quite different visions and values. What made it work was trust in the intentions of the other person. Their differences provided checks on each other.
Character mattered because the fate of the American experiment with republican government still required virtuous leaders to survive. Eventually, the United States might develop into a nation of laws and established institutions capable of surviving corrupt or incompetent public officials. But it was not there yet. It still required honorable and virtuous leaders to endure.
What happened in Philadelphia was truly a miracle. And on July 4th, we can be grateful that they, through all of the uncertainty, made it happen.
The European Medicines Agency (EMA) database of adverse drug reactions is now reporting 45,752 deaths and 4,522,307 injuries following COVID-19 vaccines, while the United States’ vaccine adverse events recording system (VAERS) is now reporting 29,031 deaths and 1,307,928 injuries following COVID-19 vaccines. (Source.)
We know that as huge as these numbers are which are official government statistics, that they only represent a very small fraction of the total number of deaths and injuries suffered by those who chose to receive COVID-19 vaccines during the past 18 months.
Last year, Dr. Jessica Rose did a comprehensive analysis to determine the “under-reported factor” in VAERS, and came up with 41X, meaning that the recorded data for adverse reactions to COVID-19 vaccines in VAERS had to be multiplied by 41 to get more accurate numbers. See:
However, now that more time has elapsed since this study was performed, many feel that 41X is significantly too low, and should be closer to 100X, which is the number that was previously used based on a 2011 report by Harvard Pilgrim Health Care, Inc. for the U.S. Department of Health and Human Services (HHS).
Although 25% of ambulatory patients experience an adverse drug event, less than 0.3% of all adverse drug events and 1-13% of serious events are reported to the Food and Drug Administration (FDA).
Likewise, fewer than 1% of vaccine adverse events are reported. Low reporting rates preclude or slow the identification of “problem” drugs and vaccines that endanger public health. New surveillance methods for drug and vaccine adverse effects are needed. (Source.)
Earlier this week Albert Benavides, who downloads the VAERS data each week and reports on it, contacted me and informed me that VAERS was deleting many records of COVID-19 vaccines, and that this has been going on for 10 weeks now. He had found over 20,000 records purged from VAERS.
While these government health agencies are required by law to publish these adverse reactions to COVID-19 vaccines, it is clear they are trying to hide these numbers from the public. All of it is available to the public, but not a single corporate news outlet has ever reported on this data, only the Alternative Media.
So if we take the publicly available data from VAERS and the European EMA and multiply by 100, these would be the true numbers of adverse events following COVID-19 vaccines: 7,478,300 deaths and 583,023,500 injuries in Europe and the U.S.
Is there any evidence available to corroborate these kinds of numbers of people who died and were injured from the COVID-19 vaccines?
Oh yes, there most certainly is!
Former Blackrock Fund Manager Edward Dowd was one of the first to sound the alarm about the massive increase in payouts for life insurance and health insurance benefits in February of this year (2022), as insurance companies began reporting on their earnings from 2021, the year the COVID-19 vaccines were rolled out. Here is an interview he did with Kristi Leigh.
And here is a more recent interview from earlier this month (June, 2022) with the New American.
We also published an article about a week ago from Margaret Menge reporting that a 163% increase in death benefits was paid out for group life insurance policies by the 5th largest life insurance company in the U.S. in 2021.
This is creating tremendous shortages of human resources in the economy as the entire financial system is heading towards a collapse.
And yet almost nobody in the media, not even much in the Alternative Media, is addressing the fact that this labor shortage is due to massive deaths and injuries from the COVID vaccines.
While most of the food I consume comes from my own company, I still go to town from time to time and visit a local grocery store to stock up on certain items, and for the past few weeks, it has been extremely difficult to check out, because the store has had a very difficult time keeping people employed, and many of their employees are frequently sick.
Yesterday I was waiting to check out, and the manager of the store came up front to help with the long checkout lines. It used to be that when I shopped at this particular store, that the standard way the checkout people started the checkout, was to ask me: “Did you find everything you were looking for?”
They don’t ask this question anymore. In fact, there was a particular product I used to stock up on that I had not seen in my past two trips to the store, and I mentioned it to the manager who was checking me out, and he said: “We don’t even know anymore why some things are out of stock, and we have no idea when they might be restocked.”
This situation is not going to get better anytime soon, that’s for sure. Where will the future labor be found, when the COVID-19 vaccines have a better success rate in causing miscarriages than the abortion pill (see: 82% Pregnant Women Getting COVID Vaccine have Miscarriages – More than the Abortion Pill), and now a study has shown that men are becoming infertile as well after receiving COVID-19 vaccines.
Seldom now does a day go by where I do not hear someone in my circle of friends and family report that someone they know has now died “suddenly.”
When will the masses wake up to the fact that their governments and Big Pharma have an agenda, a very evil agenda, to reduce the world’s population which is now a year and half old?
And when they finally do wake up, will it be too late? Will they be sitting in a FEMA camp somewhere hoping that the government is going to give them enough food to stay alive?
45,752 deaths and 4,522,307 injuries in EudraVigilance
The European (EEA and non-EEA countries) database of suspected drug reaction reports is EudraVigilance, verified by the European Medicines Agency (EMA), and they are now reporting 45,752 fatalities, and 4,522,307 injuries following injections of five experimental COVID-19 shots:
From the total of injuries recorded, almost half of them (2,050,686) are serious injuries.
“Seriousness provides information on the suspected undesirable effect; it can be classified as ‘serious’ if it corresponds to a medical occurrence that results in death, is life-threatening, requires inpatient hospitalisation, results in another medically important condition, or prolongation of existing hospitalisation, results in persistent or significant disability or incapacity, or is a congenital anomaly/birth defect.”
A Health Impact News subscriber in Europe ran the reports for each of the four COVID-19 shots we are including here. It is a lot of work to tabulate each reaction with injuries and fatalities, since there is no place on the EudraVigilance system we have found that tabulates all the results.
Since we have started publishing this, others from Europe have also calculated the numbers and confirmed the totals.*
Here is the summary data through June 18, 2022.
Total reactions for the mRNA vaccine Tozinameran (code BNT162b2, Comirnaty) from BioNTech/ Pfizer: 21,547 deaths and 2,323,392 injuries to 18/06/2022
69,972 Blood and lymphatic system disorders incl. 310 deaths
81,446 Cardiac disorders incl. 3,125 deaths
722 Congenital, familial and genetic disorders incl. 65 deaths
30,215 Ear and labyrinth disorders incl. 17 deaths
43,048 General disorders and administration site conditions incl. 842 deaths
203 Hepatobiliary disorders incl. 19 deaths
757 Immune system disorders incl. 12 deaths
12,576 Infections and infestations incl. 252 deaths
1,515 Injury, poisoning and procedural complications incl. 34 deaths
7,424 Investigations incl. 160 deaths
1,011 Metabolism and nutrition disorders incl. 82 deaths
20,360 Musculoskeletal and connective tissue disorders incl. 68 deaths
136 Neoplasms benign, malignant and unspecified (incl cysts and polyps) incl. 12 deaths
27,985 Nervous system disorders incl. 290 deaths
119 Pregnancy, puerperium and perinatal conditions incl. 1 death
35 Product issues
2,369 Psychiatric disorders incl. 34 deaths
703 Renal and urinary disorders incl. 48 deaths
3,994 Reproductive system and breast disorders incl. 6 deaths
5,736 Respiratory, thoracic and mediastinal disorders incl. 375 deaths
4,962 Skin and subcutaneous tissue disorders incl. 16 deaths
635 Social circumstances incl. 7 deaths
1,157 Surgical and medical procedures incl. 99 deaths
4,442 Vascular disorders incl. 192 deaths
Total reactions for the COVID-19 vaccine NUVAXOVID (NVX-COV2373) from Novavax: 0 deaths and 2,748 injuries to 18/06/2022
65 Blood and lymphatic system disorders
154 Cardiac disorders
31 Ear and labyrinth disorders
1 Endocrine disorders
51 Eye disorders
201 Gastrointestinal disorders
626 General disorders and administration site conditions
3 Hepatobiliary disorders
13 Immune system disorders
152 Infections and infestations
21 Injury, poisoning and procedural complications
69 Investigations
15 Metabolism and nutrition disorders
358 Musculoskeletal and connective tissue disorders
1 Neoplasms benign, malignant and unspecified (incl cysts and polyps)
495 Nervous system disorders
2 Pregnancy, puerperium and perinatal conditions
1 Product issues
40 Psychiatric disorders
14 Renal and urinary disorders
46 Reproductive system and breast disorders
134 Respiratory, thoracic and mediastinal disorders
180 Skin and subcutaneous tissue disorders
3 Social circumstances
14 Surgical and medical procedures
58 Vascular disorders
*These totals are estimates based on reports submitted to EudraVigilance. Totals may be much higher based on percentage of adverse reactions that are reported. Some of these reports may also be reported to the individual country’s adverse reaction databases, such as the U.S. VAERS database and the UK Yellow Card system. The fatalities are grouped by symptoms, and some fatalities may have resulted from multiple symptoms.
Here are a few stories to put faces on these cold, hard statistics. Most of these deaths are now being reported in the corporate media as “SADS” (Sudden Adult Death Syndrome).
They refuse to publish their COVID-19 vaccination status in most cases, and one has to find it on their social media accounts, where usually they brag about getting the kill shots, while ridiculing those who oppose them.
Fortunately, there are still a few of us anti-vaxx “idiots” left who did not take the shots so that we can publish their obituaries.
