#1617: Marine Links Amec’s Starnet Interagency Contract Killers to Clinton’s Spot-fixed Pentagon Bomb

Plum City – (AbelDanger.net). United States Marine Field McConnell has linked Amec’s Starnet servers at 425 Carrall Street, Vancouver – allegedly used by the Federal Interagency Working Group on Environmental Justice (EJ IWG) to deploy and pay contract killers – to Amec’s development of Bill Clinton’s Melbourne alibi for 9/11 and an apparent conspiracy to trigger variable-yield bombs for a spot-fixed Pentagon body count of 189 on Sep. 12, 2001 (ANZUS) at 17:37:19 (Moscow GLONASS time).

Prequel #1:
#1582: Marine Links General Stargate Post Production to Vancouver Cleanup of Amec Pentagon Bomb

Prequel #2:
#1578: Marine Links Boeing Decoys, Amec Alibis to Marcy Peacock Clinton and Pentagon Protégé Bomb

Prequel #3:
#1611: Marine Links Shenher Alternate-Reality Pig Farm to Haig CAI Pension Proxies, Henley Starnet Raid

Pattern of the Times

Media Coverage of Starnet Raid - August 20, 1999

Marine Links Haig pig-farm Pension spot-fix Key to CAI Patsy Pressure Cookers, Fused by RCMP Pt. 2

“On 911...An Ill Wind  Blew Clinton To Australia By Jon Carlson carlson.jon@att.net 1-25-6 The RENSE article, On 911 An Ill Wind Blew To Booker School: http://www.rense.com/general63/wte.htm”

“On September 11, 2001, exactly sixty years after the building's ground breaking, a Boeing 757-223, American Airlines Flight 77, was hijacked by terrorists and crashed into the western side of the Pentagon, killing 189 people (the five hijackers, 59 others aboard the plane, and 125 in the building).[7] It was the first significant foreign attack on the capital's U.S. government facilities since the Burning of Washington by the British during the War of 1812. [Amec is a British company founded in 1848]”

“Renovation to revolution: Was the Pentagon attacked from within?

Posted on June 15, 2012by Kevin Ryan

“I have no desire to attack the Pentagon; I want to liberate it. We need to save it from itself.”  Donald Rumsfeld, September 10, 2001

…

In the eight months leading up to the 9/11 attacks, completing Wedge 1 was the primary focus of the Pentagon renovation.  During this time, Lee Evey served as principal advisor to SECDEF Rumsfeld but he reported directly to DEPSECDEF Wolfowitz, who was then in charge of the renovation.[29]  Cambone came to the Pentagon as well, as Special Assistant to the SECDEF and DEPSECDEF.

The actual construction work for the renovation was handled by a company called AMEC Construction, a subsidiary of the British conglomerate, AMEC.  The parent company provided “engineering and project management services to the world’s energy, power and process industries.”[30]  AMEC had a significant presence in Saudi Arabia dating back to the late 1970s, providing support to the national oil company Saudi Aramco, which is the richest company in the world.[31]  To this day, AMEC remains a major international player in the oil and gas industry, as well as in other natural resource industries.

AMEC was also immediately hired to cleanup and reconstruct Wedge 1 and to lead the cleanup of the WTC site.  The company’s role in controlling the structural evidence from the 9/11 attacks was further emphasized by the fact that it managed the “Hudson River barging operations to transport debris from the entire WTC site to a Staten Island landfill and to steel recycling operations in New Jersey.”[32]

AMEC Construction was previously called Morse Diesel and was briefly a subsidiary of a company called AGRA until it was purchased by AMEC.  The subsidiary was run out of Toronto, Ontario by a man named Peter Janson.[33] [Wrong; it was run out of 425 Carrall Street through Starnet servers] It had offices in New York, Fort Lauderdale, and Phoenix.

“Hazard mitigation and emergency management

For more than three decades, AMEC’s Hazard mitigation and emergency management (HM&EM) employees have helped communities across the country prepare for, respond to, recover from, and mitigate natural and manmade disasters. Our program is built on extensive expertise with the Federal Emergency Management Agency (FEMA), as well as state and local agencies. The HM&EM staff has assisted FEMA with the development risk assessment and hazard mapping processes. This work has helped multiple states and approximately 500 local governments with their mitigation planning and has aided in the response and recovery efforts for federally declared disasters.

AMEC’s team has the necessary leadership experience, along with planning, technical, and scientific qualifications to help communities meet their hazard mitigation and emergency management needs. The breadth of AMEC’s nationwide capabilities enables our HM&EM group to quickly pull together teams to handle and pre- or post-disaster job, regardless of size and complexity, and guarantees our clients access to the most current technology.

HM&EM services

State and local planning

An effective plan is critical to the success of any program. AMEC works with state and local governments to develop, update, and enhance plans to protect people and property and to ensure community eligibility for federal disaster assistance and hazard mitigation funding. Our planning services include:

Multi-hazard mitigation plans

Flood mitigation plans (FMA)

Floodplain management plans (CRS)

Community wildfire protection plans

Dam emergency action plans

Disaster resistant university plans

Local emergency operations plans

Energy assurance plans

We develop plans that are well integrated with other community plans and programs and that meet the appropriate federal requirements for programs such as the Disaster Mitigation Act of 2000, the Flood Mitigation Assistance (FMA) Program, the National Flood Insurance Program’s Community Rating System (CRS), and those administered by the U.S. Army Corps of Engineers.

Hazard risk assessment

A risk assessment examines the vulnerability of a community’s population, built environment, and infrastructure to hazards. Through extensive research and sophisticated tools, such as HAZUS-MH (which estimates potential losses), the Automated Floodplain Generator (which develops approximate floodplains), and GIS, AMEC helps communities identify the hazards and potential impacts to which they are vulnerable. Risk assessments help guide prioritization of actions and resources and can also be used for preparedness and response planning and homeland security considerations.

Disaster preparedness

Preparedness, training and exercises are an integral part of an emergency management program. AMEC’s training and exercise programs are designed to keep community officials and staff current with and knowledgeable about the latest emergency management standards and procedures. Our programs, developed and facilitated by professionals with hands-on experience, are customized to meet the needs of our clients and address their particular risks. Our services include:

Disaster response exercises (functional, tabletop, full-scale)

Hazard-specific recovery and mitigation exercises (flood, earthquake, hurricane, wildfire, energy disruption)

Hospital/health care facility plans, exercises and drills

Homeland security exercise evaluation program, EMAP and NIMS compliance

Mitigation grants and projects

Grant opportunities for mitigation projects are becoming increasingly competitive and complicated. AMEC works with communities to identify viable mitigation projects eligible for federal grant funding, navigate the grant application processes, conduct benefit-cost analyses and environmental reviews (for compliance with the National Environmental Policy Act), administer grants, and implement projects upon receipt of funding. AMEC specializes in packaging federal, state, local, and private resources to maximize multi-objective management opportunities. Examples of FEMA’s grant programs include:

Pre-disaster mitigation program

Flood mitigation assistance program

Hazard mitigation grant program

Repetitive flood claims program

Severe repetitive loss program

Disaster recovery

AMEC complements its pre-disaster services with comprehensive assistance to communities to stabilize and enhance disaster recovery and redevelopment. Since recovery provides a window of opportunity to mitigate future disasters, AMEC encourages communities to incorporate mitigation activities and planning into their recovery efforts. Our post-disaster expertise includes:

On-site policy and decision-making guidance

Technical assistance

Coordination of FEMA disaster assistance programs

Damage/impact assessments (remote sensing)”

“ERNST & YOUNG  Ernst & Young LLP            Phone: 604 891-8200       Chartered Accountants        fax:   604 643-5422

Pacific Centre               

P.O. Box 10101                

700 West Georgia Street      

Vancouver, Canada V7Y 1C7    

September 9, 1999                                                               

Securities and Exchange Commission                                              

450 Fifth Street, N.W.                                                         

Washington, DC 20549                                                           

U.S.A.    

Gentlemen:                                                                      

We have read Item 4 of Form 8-K dated August 26, 1999 of Starnet               

Communications International Inc. and are in agreement with the                

statements contained in paragraphs (i), (ii), (iii), (iv)(A), (iv)(B),         

(iv)(C) and (iv)(D) contained on page 1 therein.  We have no basis to          

agree or disagree with other statements of the registrant contained            

therein.                                                                       

/s/ ERNST & YOUNG LLP       Ernst & Young LLP                                                              

cc:  Mr. John Carley                                                           

Chief Financial Officer                                              

Starnet Communications International Inc.                            

425 Carrall Street, Mezzanine Level                                  

Vancouver, British Columbia                                          

Canada V6B 6E3”

“Today, AMEC’s mining roots are truly global. In North America, H.A. Simons [HQ at 425 Carrall Street during Interagency raid on Starnet] acquired CESL and MRDI in 1994 and 1995 before being acquired itself by AMEC in 2000, as part of AGRA. In Australia and Africa in 2009, AMEC acquired Minproc, an international engineering and project delivery business, with over 30 years experience in the study, design, procurement and construction of minerals resources projects.”

“Thomas Simons
(1932- )
President, Chairman & Chief Executive Officer
H.A. Simons, Ltd.
Vancouver, British Columbia, Canada

In 1958, Mr. Simons returned to H.A. Simons. After many project engineering assignments, he was named president and chief executive officer of the company in 1968. Following the acquisition of Simons by Agra Inc. in July 1999 [HQ offices equipped with Starnet servers at 425 Carrall Street transferred to Amec after August 20 raid!!!], Mr. Simons became a member of the board of directors of Agra Inc.

Mr. Simons, as leader of H.A. Simons Ltd., continued an engineering practice initiated in 1914 by his grandfather in Chicago and expanded the company domestically and internationally through new offices, acquisitions, and the formation of international partnerships and alliances. Under his leadership, the firm has led the export of modern North American pulp and paper mill plant design concepts and equipment to a long list of global forestry industry firms in Latin America, Europe and Eastern Europe, Africa, New Zealand, Australia, and Southeast Asia. During his tenure, H.A. Simons became one of the two largest global consultants in the forestry industry and placed Vancouver, Canada, in the ranks of Helsinki, Finland, as a center of excellence for international pulp and paper design. When Mr. Simons was appointed head of the company in 1968, it had sales of $25 million and 700 employees. In 1998, the last full year before the sale, the company had sales of $370 million and 2,500 employees.

Our vision is to be the engineering consultant of choice for the Australian and New Zealand pulp and paper, wood products and bioprocess industries.

Operating for over 25 years, Beca AMEC has developed a reputation as one of Australasia’s leading forest industries consulting company.

Beca AMEC was formed in 1984 as a joint venture between Beca Carter Hollings and Ferner, now Beca, and HA Simons, now AMEC [allegedly set Bill Clinton up with his Melbourne alibi for Environmental Justice on 9/11].

Beca AMEC enjoys the enviable position of having the full support the wider service capabilities of its parent companies and unforeseen emergency support. This enables us to respond quickly to meet project demands.”

“Driving directions to H.A. Simons Ltd. … WOODTEK is a service created by H.A. Simons Ltd. in 425 Carrall Street, Vancouver, B.C., , V6V 2J6. The WOODTEK  is a service related to construction planning, consulting and supervision services in the field of wood product plants. The WOODTEK service is no longer being marketed in the United States. The WOODTEK is in the category of  Construction and Repair Services , Computer & Software Services & Scientific Services .”

“Variable yield—or dial-a-yield—is an option available on most modern nuclear weapons. It allows the operator to specify a weapon's yield, or explosive power, allowing a single design to be used in different situations. For example, the Mod-10 B61 bomb had selectable explosive yields of 0.3, 5, 10 or 80 kilotons, depending on how the ground crew set a dial inside the casing when it was loaded onto an aircraft.

Variable yield technology has existed since at least the early 1960s. Examples of variable yield weapons include the B61 nuclear bomb family, B83, W80, W85, and WE177A warheads.

Most modern nuclear weapons are Teller–Ulam design type thermonuclear weapons, with a fission primary stage and a fusion (or fission) secondary stage which is collapsed by the energy from the primary. These offer at least three methods to vary yield:

Varying primary yield by boosting with fusion, using small amounts of deuterium / tritium gas inside the primary fission bomb to increase its yield. Typically, the gas is injected a few seconds before detonation and the amount used can be preset.

Varying primary yield by varying the timing or use of external neutron initiators (ENIs).[1] These are small particle accelerators that cause a brief fusion reaction by accelerating deuterium into a tritium target (or potentially vice-versa), producing a short energetic pulse of neutrons. Precise timing of the ENI pulse as the nuclear primary's pit is collapsing can significantly affect yield, and the rate of neutron injection can also be controlled.

Shutting down the thermonuclear secondary, either by firing the primary at low enough yield that it does not compress the secondary sufficiently to ignite, or by blocking energy transport inside the warhead briefly as the primary is firing using shutters or a similar mechanism. If the primary's energy starts to disperse through the radiation case before being focused on the secondary then the secondary will likely never detonate.

All current British nuclear warheads incorporate variable yield technology as standard.[2] ”

“Since 2000 Serco has been entrusted with the management of the UK Atomic Weapons Establishment in a 25 year joint venture with Lockheed Martin and Jacobs Engineering.

AWE provides the warheads for the UK's nuclear deterrent. Uniquely among the nuclear powers, AWE covers the whole life cycle of nuclear warheads in a single establishment - design, manufacture and assembly, in-service support and decommissioning and disposal. AWE operates with an advanced science-based programme, including hydrodynamics, environmental testing, nuclear physics and high performance computing.

The facility is managed to very high standards. The AWE environmental improvement programme has been recognised with several awards, and AWE was the first nuclear site to develop a ten year [Interagency] environment plan subject to public consultation. In addition, the company has received several awards including the ROSPA Sir George Earle Trophy, recognising its leading performance in industrial health and safety.”                                                 

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