In 2000, everything about Bill Gates’ public persona changed. He morphed from a hardnosed and ruthless technology monopolizer into a soft, fuzzy and incredibly generous philanthropist when he and his wife launched the Bill & Melinda Gates Foundation.1
It was a public relations coup. May 18, 1998, the U.S. Justice Department, in collaboration with 20 state attorneys, filed an antitrust lawsuit against Microsoft.2 At that time, the company was 23 years old and was ruling the personal computer market. The Seattle Times described the fallout from the antitrust lawsuit:3
The company barely escaped being split up after it was ruled an unlawful monopolist in 2000 for using its stranglehold on the PC market with its Windows operating system to cripple competitors, such as Netscape’s Navigator Web browser.
How would the world be different today if the company had been split? Yale law professor George Priest described the antitrust lawsuit as “one of the most important antitrust cases of its generation.”4 In 2002, a court settlement placed restrictions on Microsoft to curb some of its practices for five years.
It was later extended twice and then expired May 12, 2011. The lawsuit had a dramatic effect on “the emergence of an entirely new field called IP (intellectual property) antitrust,” Iowa law professor Herbert Hovenkamp told the Seattle Times.5
Later, large sums donated from the foundation made the news multiple times, including $9.5 million to GAVI (Global Alliance for Vaccines), a second $7.5 million to GAVI and $6.8 million to the World Health Organization in 2017.6
By June 2020, in the middle of a global pandemic, the Gates Foundation’s donations totaled 45% of WHO’s funding from nongovernmental sources.7 Once mainstream media’s attention was no longer on Gates’ antitrust activities and focused on the philanthropist actions of the foundation, Gates publicly turned his attention to vaccinating the world, long before COVID-19.8
Event 201: A Preplanned Pandemic
In a deep dive into the Gates Foundation’s charitable donations, The Nation found there were $250 million in grants to companies where the foundation held corporate stocks, including Novartis, GlaxoSmithKline, Merck, Sanofi and Medtronic. The money was directed at supporting projects “like developing new drugs and health monitoring systems and creating mobile banking services.”9
What Gates had discovered was an easy path to political power, allowing him to shape public policy without being elected to office. In other words, favorable headlines could be bought with charitable contributions.10 One event that Gates has personally supported and participated in was Event 201.11
Writing in The Defender, Robert Kennedy Jr. describes the exercise that Gates organized in October 2019. Many high-ranking men and women with governmental authority participated in Event 201, which coincidentally simulated a worldwide pandemic triggered by a novel coronavirus, just months before SARS-CoV-2, the virus that causes COVID-19, changed the world.12
They included representatives from the World Economic Forum, the Centers for Disease Control and Prevention, Johns Hopkins University Population Center, the World Bank, the Chinese government and vaccine maker Johnson & Johnson. During the event, the group developed strategies to control a pandemic, the population and the narrative surrounding the event.
At no time did they investigate using current therapeutic drugs and vitamins or communicating information about building immune systems. Instead, the aim was to develop and distribute patentable antiviral medications and a new wave of vaccines.
As Kennedy reports, Gates spoke to the BBC13 April 12, 2020, and claimed these types of simulations had not occurred, saying "Now here we are. You know we didn't simulate this; we didn't practice, so both the health policies and economic policies … we find ourselves in uncharted territories."
Yet, videos of the event are available14 and Johns Hopkins Center for Health Security released a statement naming the Gates Foundation as a partner in sponsoring the pandemic simulation.15 It seems strange and alarming that a man with the responsibility of running the Gates Foundation and the powerful influence he has over global public policy decisions had forgotten an exercise he organized only six months before the interview.16 Or was it deception?
Uncanny Prediction or Planned Event?
During the pandemic exercise, the global experts “modeled a fictional coronavirus pandemic.”17 After questions arose about whether the exercise had “predicted the outbreak in China,” Johns Hopkins Center for Health Security released a thinly supported statement, saying:18
… the exercise served to highlight preparedness and response challenges that would likely arise in a very severe pandemic … Although our tabletop exercise included a mock novel coronavirus, the inputs we use for modeling the potential impact of that fictional virus are not similar to nCoV-2019.
Kennedy characterizes the fourth simulation in Event 201, writing that “the participants primarily focused on planning industry-centric, fear-mongering, police-state strategies for managing an imaginary global coronavirus contagion culminating in mass censorship of social media.”19
The transcript of the fourth simulation shows that the participants discussed communication strategies using dissemination of information and censorship on social media.20,21 Communication strategist Hasti Taghi, who works for a major media company and leads strategic initiatives with the World Economic Forum,22 said:
So, I think a couple of things we have to consider are even before this began, the anti-vaccine movement was very strong and this is something specifically through social media that has spread.
So, as we do the research to come up with the right vaccines to help prevent the continuation of this, how do we get the right information out there? How do we communicate the right information to ensure that the public has trust in these vaccines that we're creating?
The question the group undertook wasn’t how to communicate the truth about the vaccine development, manufacture and distribution, but rather how to “communicate the right information to ensure the public has trust in these vaccines that we’re creating?”
The issue of gaining public trust to take a vaccine was significant in this simulation, even though the U.S. population is well indoctrinated in the perceived value of annual flu shots and childhood vaccinations. In fact, the Centers for Disease Control and Prevention has a list of 26 different types of vaccines currently in use in the U.S.
In addition to the long list of recommended childhood vaccinations, there are adult vaccines against shingles, tetanus and pneumococcal pneumonia that are routinely given. Why, then, did the global experts in communication and control believe communicating the “right information” would be necessary to “ensure the public trust”?