I dont defend this douche guy, he deserve it for being an @sshole.
Tapi ada yang punya kronologi jelasnya dia sebenarnya ngapain sebagai affliator binomo? Gua cari di berita isinya di luar konteks dan isinya "diduga" dan ga jelasin kronologi urutannya sampe urusan pacarnya segala.
Ada yang bilang dia sebagai affliator meraup uang loss pemainnya. Gua ga ngerti soal app binomo tapi apa itu hasil loss bisa connect ke "kantong" dia? Apa dia jadi agen perantara ketiga macam judi bola?
Does binomo even legal? I mean its legal in India. Dan konsepnya nyambung ke forex kan?
Gua cuman pengen tahu aja ginian, bahkan telegram grup mayoritas kalangan "investor" begitu kan disangka tempat chat teroris dulu kan dan terus disuruh uninstall. I have trust issues because massive of propraganda we are facing rn.
submitted by As the title suggests, I am thinking about a Scenario about more Western/Colonial Industrialism Post-1900 (More specifically, the Machinery/Automobile/Locomotive kind, the Farming/Agriculture kind, and the Media/Entertainment/Video Game kind). Also, make sure to post the TL in chronological order like this:
* 190x A.D.:
* 191x A.D.:
* 192x A.D.:
* 193x A.D.:
* 194x A.D.:
* 195x A.D.:
* 196x A.D.:
* 197x A.D.:
* 198x A.D.:
* 199x A.D.:
* 200x A.D.:
* 201x A.D.:
* 202x A.D.:
Also, don't forget to search for Western auto companies that had overseas divisions or alliances/connections/partnerships/ties with Japanese auto companies or other Western auto companies over on German Wikipedia:
https://de.wikipedia.org/wiki/Liste_von_Pkw-Marken https://de.wikipedia.org/wiki/Liste_von_Nutzfahrzeugherstellern https://de.wikipedia.org/wiki/Liste_der_Hersteller_von_Oberleitungsbussen https://de.wikipedia.org/wiki/Liste_von_Karosserieherstellern https://de.wikipedia.org/wiki/Liste_von_Traktormarken https://de.wikipedia.org/wiki/Liste_von_Flugzeugherstellern
My proposed list of stuff to add into my Scenario:
#1: A Greater Post-1900 American/British/Belgian/Dutch/French Economy/Commonwealth. The British Empire successfully managing to find gold and oil in British Uganda during the 1920s. David Lloyd George winning the 1929 British Election instead of James Ramsay MacDonald. And Rab Butler winning the 1955 British Election instead of Anthony Eden.
#2: The British Empire and the French Empire's auto manufacturers expanding across Europe, the European colonies, and North America pre-WWI.
#3: George Innes & Co./Innes getting sold to De Dion-Bouton in 1906. Wolseley Italiana/Wolsit getting sold to Wolseley Motors in 1909. Turner-Miesse getting sold to Miesse in 1913. Stellite getting merged into Wolseley Motors in 1919. Morris Motors buying Cottin & Desgouttes instead of Leon Bollée Automobiles in 1924 (Which eventually lead to Cottin & Desgouttes getting completely merged into Morris Motors during the Great Depression of 1929–1933). F.W. Berwick & Co./Sizaire-Berwick getting sold to the Austin Motor Company in 1925. De Dion-Bouton getting sold to Rover in 1927. The American Austin Car Company getting sold to the Austin Motor Company in 1932. William Morris modernizing the Nuffield Organization pre-WWII, as well as approving Miles Thomas' post-WWII plans (instead of sabotaging them). Cecil Kimber thankfully never dying in a railway accident in 1945. Automobiles Tracta S.A./Grégoire getting bought by Hotchkiss et Cie in 1949. Nash Motors (along with Nash Motors' international divisions) and Miesse/Auto-Miesse getting bought by the Austin Motor Company in 1951 (Which eventually lead to Nash Motors and Miesse/Auto-Miesse getting completely merged into the Austin Motor Company in 1955). The Marauder Car Company getting sold to RoveLand Rover in 1952. Morris Motors and Morris Commercial Cars getting merged into one singular brand known as "Morris" when the Nuffield Organization merged with the Austin Motor Company to form "BMC (British Motor Corporation)" in 1952. Automobiles L. Rosengart getting sold to the Austin Motor Company in 1953. The Donald Healey Motor Company getting sold to the Austin Motor Company instead of the Hamblin Group in 1954. Datsun/Nissan/Nissan-Diesel forming an official alliance with BMC when Datsun/Nissan/Nissan-Diesel expanded to America, Europe and the European colonies (Mainly due to the fact that Datsun/Nissan/Nissan-Diesel had an official partnership with the Austin Motor Company). Minerva Motors getting sold to RoveLand Rover instead of Rheinmetall in 1956. Hotchkiss et Cie/Hotchkiss-Delahaye/Delahaye-Delage and Automobiles Tracta S.A./Grégoire getting taken over by BMC instead of Brandt in 1956. The BMW Group and Alcopa getting bought by BMC-Nissan during BMW's crisis in 1959. RoveLand Rover merging with BMC to form "The Rover Group" in 1959 (Instead of RoveLand Rover desperately wanting to merge with Standard-Triumph in 1959) (With the added bonus of BMC-Nissan changing it's name to "Rover-Nissan"). Shamrock Motors getting sold to the Austin Motor Company in 1960. Joe Edwards becoming the president of the Rover Group instead of George Harriman in 1961. Alvis getting completely merged into Rover in 1967. CIDASA (Compañía Industrial De Automotores S.A.) and Wilson Spratt Motors getting sold to Rover-Nissan in 1967. Siam Di Tella getting sold to Rover-Nissan during the 2nd Oil Crisis of 1979–1980. Mini Cord getting sold to Rover-Nissan in 1995. The Rover Group never selling Land RoveRange Rover to Ford in 2000. And Nissan/Infiniti never selling Nissan-Diesel to the Volvo Group in 2006.
#4: Peugeot-Croizat getting sold to Peugeot in 1907. Austral Cycle & Motor Works and Kendall Motors getting sold to Peugeot in 1913. Maskinfabriken Dana getting sold to Peugeot in 1914. Marcel Dubois getting sold to Peugeot in 1954. Peugeot never selling it's bicycle division (Cycles Peugeot) to Cycleurope in 1992. And Peugeot never selling it's motorcycle division (Peugeot Motocycles) to the Mahindra Group in 2014.
#5: Albany Manufacturing getting sold to Talbot in 1910. ATA (Ateliers Texeira Automobiles) getting sold to Imperia Automobiles in 1914. Paul Ménard getting sold to Humber in 1923. Shelsley Motors getting sold to the Standard Motor Company in 1939. Imperia Automobiles getting sold to Standard-Triumph in 1948. Scania-Vabis getting bought by Leyland Motors in 1949. Sisu Auto/Vanajan Autotehdas getting bought by Leyland Motors in 1950 (Which eventually lead to Vanajan Autotehdas getting completely merged into Sisu Auto in 1968). Standard-Triumph never selling Triumph's motorcycle division to the BSA Group in 1951. DAB (Dansk Automobil Byggeri) getting bought by Leyland Motors in 1953. DAF Buses/DAF Trucks/DAF Cars getting bought by Leyland Motors in 1955. The Rootes Group getting bought by Leyland Motors during the Rootes Group's crisis in 1955 (Which eventually lead to CommeKarrier getting completely merged into Leyland Motors in 1966, Humber getting completely merged into Jaguar in 1966, and Rootes/Sunbeam/Talbot/Hillman getting completely merged into Triumph in 1966). Nordisk Diesel getting sold to Standard-Triumph in 1956. TWN (Triumph-Werke Nürnberg) getting taken over by Standard-Triumph instead of Max Grundig in 1956. Talbot-Lago/Talbot getting taken over by Rootes-Leyland instead of Simca in 1958. Isuzu forming an official alliance with Rootes-Leyland-Triumph when Isuzu expanded to America, Europe and the European colonies. Stanley Markland becoming the president of Rootes-Leyland-Triumph instead of Donald Stokes in 1963. Standard/Vanguard getting completely merged into Triumph in 1963. Jaguar getting bought by Rootes-Leyland-Triumph in 1965. Thrupp & Maberly getting sold to Leyland-Jaguar-Triumph in 1967. The Saab Group getting bought by Leyland-Jaguar-Triumph in 1968. Ginaf getting bought by DAF Buses/DAF Trucks/DAF Cars during the Oil Crisis of 1973–1974. Technical Exponents Ltd. getting sold to Triumph in 1975. Hodge International selling Reliant Motors to Leyland-Jaguar-Triumph instead of the Nash Group in 1977 (Which eventually lead to Reliant Motors getting completely merged into Triumph in 2001). Group Lotus getting bought by Leyland-Jaguar-Triumph during Group Lotus' crisis in 1980. MEBEA getting sold to Reliant Motors in 1983. Group Lotus never getting bought by General Motors in 1986. Leyland Motors never selling it's bus division to Volvo in 1988. Standard Motor Products of India getting sold to Leyland-Jaguar-Triumph in 1988. Jaguar never getting bought by Ford in 1989. And the Saab Group never selling Saab Cars to General Motors in 1989.
#6: The Schoeneck Company (George Schoeneck's automobile company) getting sold to Renault in 1917. Willys-Overland (along with Willys-Overland's international divisions) getting bought by Renault after Crossley Motors dissolved it's partnership with Willys-Overland in 1932 (Which eventually lead to Willys-Overland getting completely merged into Renault in 1955. As well as Jeep becoming a separate automobile marque and an official subsidiary of Renault in 1955 (with Renault having the privilege to market Jeep's entire model line-up from Jeep's core-American market over in Europe and the European colonies to compete against Land Rover)). Renault getting privatized during the end of WWII thanks to Louis Renault thankfully never being accused of being a Nazi collaborator. Kaiser-FrazeKaiser Motors (along with Kaiser-FrazeKaiser Motors' international divisions) getting bought by Willys-Overland in 1950 (Which eventually lead to Willys-Overland and Kaiser-FrazeKaiser Motors getting completely merged into Renault in 1955). Taller Danrée y Silveira getting sold to Renault in 1957. Vernet et Pairard getting sold to Renault in 1958. Automobiles Alpine getting bought by Renault in 1958 instead of 1973. The Henney Motor Company getting sold to Renault in 1960. Mitsubishi/Mitsubishi-Fuso forming an official alliance with Renault when Mitsubishi/Mitsubishi-Fuso expanded to America, Europe, and the European colonies (Mainly due to the fact that Mitsubishi/Mitsubishi-Fuso formed an official partnership with Willys-Overland in 1949, and the fact that Mitsubishi/Mitsubishi-Fuso also formed an official partnership with Kaiser-FrazeKaiser Motors in 1951). Matra getting bought by Renault instead of Dodge-Chrysler in 1969. Ateliers Marsonetto getting sold to Renault in 1972. Yvon Lavaud thankfully never dying in a plane crash in 1973. Viasa (Vehículos Industriales y Agrícolas, S.A.) getting taken over by Jeep instead of Ebro in 1974. Automobiles Buffalo getting sold to Renault in 1974. Garbarini Vehículos Especiales/Puelche getting sold to Renault in 1975. Automotores 9 de Julio S.A./Andino/Varela getting sold to Renault in 1978. Renesco Garagenbetriebe/Fabino and Primera Fábrica Marplatense de Automóviles Sport getting sold to Renault in 1979. Renauto getting sold to Renault in 1984. MAVA (A Greek automobile manufacturer) and Société Française Kikos getting sold to Renault in 1985. Car Système Style getting sold to Renault in 1986. Georges Besse thankfully never getting assassinated by Action Directe. Fibromireli getting sold to Renault in 1994. Renault never selling it's bus division (Renault Bus) to Iveco in 1999. Renault never selling it's automation division (Renault Automation) to Comau in 1999. Renault never selling it's heavy commercial vehicle division (Renault Véhicules Industriels) to Volvo in 2000. Renault never selling it's tractoagriculture division (Renault Agriculture) to Claas KGaA mbH in 2003. And Mitsubishi never selling Mitsubishi-Fuso to Mercedes-Benz/Daimler-Benz in 2003.
#7: W.T. Aked & Company getting sold to Ford in 1920. The Blackburn Automotive Company, the Victory Motor Company, Maiflower Motor, and Crewford Garage getting sold to Ford in 1921. Gallica (a French automobile manufacturer), Alberford, and Otro-Ford getting sold to Ford in 1924. The Mayfair Manufacturing Company, Raymond (a French automobile manufacturer), N. Theologou, Aeroford, De Wandre, and Automobiles Mineur getting sold to Ford in 1925. Carrosserie Emmel getting sold to Ford in 1926. Automobiles SACA and Speedsport/Speedford/Bartsoen & Bonar getting sold to Ford in 1927. ASPA (Akciová Společnost Příbramské Automobilky) getting sold to Ford in 1929. Charles Montier et Cie getting sold to Ford in 1933. EdfoEdford getting sold to Ford in 1938. Mathis/Matford getting sold to Ford in 1939. Rapier Cars getting sold to Lagonda in 1939. Automobiles Robert Serf getting sold to Ford in 1942. Ford never selling it's controlling interests in the European businesses to Ford Dearborn in 1950 (With the added bonuses of Ford's European divisions getting integrated together to form "Ford Europe" in 1950 instead of 1967. Ford/Lincoln/Mercury downsizing their cars ever since the birth of "Ford Europe" in 1950. Ford having the privilege to market the Lincoln brand over in Europe and the European colonies to compete against Mercedes-Benz. And Ford having the privilege to market the Mercury brand over in Europe and the European colonies to compete against Lancia). J-P Wimille and James Boothby Motors getting sold to Ford in 1950. Jetmobile getting sold to Ford in 1952. The Strassberger Motor Company and the Rockefeller Sports Car Corporation getting sold to Ford in 1954. The Replac Corporation getting sold to Ford in 1955. JAG Cars getting sold to Ford in 1956. Rex-McCandless getting sold to Ford in 1957. Rol-Mar (an Argentinian automobile manufacturer) getting sold to Ford in 1958. Edsel (which tragically died in 1960) and Merkur (which tragically died in 1989) getting completely merged into Mercury (with the Edsel brand and the Merkur brand's entire model line-up, engines, staff, car designers, engineers, and car factories officially getting completely rebranded under the Mercury marque). Britannia Cars getting sold to Ford in 1960. Monkspath Garage, Westpole Motors, and G.S.M. Cars getting sold to Ford in 1961. Concordette Developments, Watford Sports Cars, and Townend Engineering getting sold to Ford in 1962. Diva Cars getting sold to Ford in 1968. M.R.B. Cannon getting sold to Ford in 1970. Aston Martin and Lagonda getting bought by Ford during Aston Martin's crisis in 1972. Concorde Indústria de Automóveis Especiais getting sold to Ford in 1982. Manchester Garages getting sold to Ford in 1984. And Mercury (which tragically died in 2011) getting completely merged into Lincoln (with the Mercury brand's entire model line-up, engines, staff, car designers, engineers, and car factories officially getting completely rebranded under the Lincoln marque).
#8: Alfa-Légia/Buick-Sport/Klinkhamers getting sold to Buick in 1921. Abadal-Buick/Abadal getting sold to Buick in 1923. Vauxhall/Bedford, Opel, and Holden getting integrated together during the end of WWII (with General Motors' plans for a VOH (Vauxhall-Opel-Holden) Interchangeability Programme becoming a success). Harlow Curtice thankfully never murdering retired General Motors vice-president, Harry W. Anderson in 1959. The Grosvenor Carriage Company getting sold to Vauxhall in 1960. O’Shea’s Limited (Opel) getting sold to Opel in 1965. Gordon-Keeble getting sold to Chevrolet in 1967. Erich Bitter Automobil GmbH getting bought by General Motors in 1973. Edward Nicholas Cole thankfully never dying in a plane crash in 1977. Checker Motors and Grumett getting sold to General Motors in 1982. Oldsmobile (which tragically died in 2004) getting completely merged into Buick (with the Oldsmobile brand's entire model line-up, engines, staff, car designers, engineers, and car factories officially getting completely rebranded under the Buick marque). And Pontiac (which tragically died in 2010) getting completely merged into Chevrolet (with the Pontiac brand's entire model line-up, engines, staff, car designers, engineers, and car factories officially getting completely rebranded under the Chevrolet marque).
#9: Silvani & Botta getting sold to Fiat in 1924. The Stratton-Bliss Company getting sold to Dodge in 1926. Jowett Cars getting bought by Dodge-Chrysler during the Great Depression of 1929–1933 (Which eventually lead to Jowett Cars/Bradford getting completely merged into Dodge-Chrysler in 1954). O’Shea’s Limited (Dodge) getting sold to Dodge-Chrysler in 1939. Strømmen-Dodge getting sold to Dodge-Chrysler in 1940. Officine Electromeccaniche Vincenzo Leone getting sold to Fiat in 1950. Pierre-Jules Boulanger thankfully never dying in a car crash in 1950. The Sports Car Development Corporation getting sold to Dodge-Chrysler in 1954. Automobiles Marathon S.A. and Société de Recherches et d’Études Automobiles Chérifiennes getting sold to Panhard in 1955. Facel S.A./Facel Vega getting bought by Dodge-Chrysler in 1955 (Which eventually lead to Facel S.A./Facel Vega getting completely merged into Chrysler in 1964). The Borgward Group (Borgward/Hansa/Hansa-Llyod/Lloyd Maschinenfabrik/Lloyd Dynamowerke/Goliath) getting bought by Dodge-Chrysler in 1957 (Which eventually lead to the Borgward Group getting completely merged into Dodge-Chrysler during the death of the Borgward Group in 1961). John O’Neill Limited and the Dual-Motors Corporation getting sold to Dodge-Chrysler in 1958. The Fiat Group never selling Simca/Unic to Dodge-Chrysler in 1958 (Which eventually lead to Simca getting completely integrated into Fiat by getting renamed as "Fiat France" in 1970). Automobiles François Arbel getting sold to Simca in 1958. Ateliers Jean Dagonet getting sold to Citroën in 1958. Citroën thankfully never electing a corrupt clown like Pierre Bercot as their president in 1958. Albert Camus thankfully never dying in a car crash in 1960. W.J. Henderson and Carrozzeria Emilio Castagna getting sold to Fiat in 1960. Goliath Hansa Argentina S.A. getting sold to Dodge-Chrysler in 1961. DeSoto (which tragically died in 1961), Imperial (which tragically died in 1983) and Plymouth (which tragically died in 2001) getting completely merged into Chrysler (with the DeSoto brand, the Imperial brand, and the Plymouth brand's entire model line-up, engines, staff, car designers, engineers, and car factories officially getting completely rebranded under the Chrysler marque). Société d’Études et de Réalisation Automobiles S.A. getting sold to Panhard in 1961. John Caldwell Limited getting sold to Panhard in 1962. Officine Ermini getting sold to Fiat in 1962. Auto-Wax/Wax-Alfa getting sold to Alfa Romeo in 1962. The Hartnett Motor Company and Merlin Motors getting sold to Dodge-Chrysler in 1962. DINFIA (Direccion Nacional de Fabricaciones e Investigaciones Aeronauticas)/Dinborg getting sold to Dodge-Chrysler in 1963. Hansa Motors getting sold to Dodge-Chrysler in 1964. Mutio, Passadore & Co. getting sold to Panhard in 1964. Carrozzeria Introzzi getting sold to Fiat in 1965. International Harvester (along with International Harvester's international divisions) getting bought by Dodge-Chrysler in 1966 (Which eventually lead to International Harvester getting completely taken over by Dodge during the Oil Crisis of 1973–1974). Metalmecánica getting sold to Simca in 1966. Fadisa getting taken over by Alfa Romeo instead of Ebro in 1967. The Auto Craft Company getting sold to Dodge-Chrysler in 1969. Alfredo Vignale thankfully never dying in a car crash in 1969. Fabrica Nacional de Automoviles S.A. getting sold to Dodge-Chrysler in 1970. Siata getting sold to Fiat in 1970. Radbourne Racing (Wimbledon) Limited, Otas Costruzione Automobilistiche, and Delta S.p.A. getting sold to Fiat in 1971. Albisa-Hugar getting sold to SEAT (Sociedad Española de Automóviles de Turismo) in 1972. Siata Española getting sold to SEAT instead of Ebro in 1973. Torino Motors Limited and Carrozzeria Francis Lombardi getting sold to Fiat in 1973. Alfa Romeo and Citroën/Panhard/Maserati getting bought by Fiat during the Oil Crisis of 1973–1974. The Die Mesh Corporation and Chappe et Gessalin getting sold to Fiat in 1974. Fábrica de Automóviles Sport getting sold to Fiat in 1975. SEAT getting completely integrated into Fiat by getting renamed to "Fiat España" during the death of Francoist Spain in 1975. The Fiat Group and Iveco forming an official alliance with Dodge-Chrysler during Dodge-Chrysler's crisis in 1977. Fargo Trucks (which tragically died in 1978) getting completely merged into Dodge (with Fargo Trucks' entire model line-up, engines, staff, car designers, engineers, and car factories officially getting completely rebranded under the Dodge marque). IAME (Industrias Aeronáuticas y Mecánicas del Estado)/Rastrojero getting sold to Dodge-Chrysler in 1979. Baby-Brousse getting sold to Citroën in 1979. The O’Shea Group getting sold to Fiat in 1981. D.I.M. Motor, George E. Dimitriadis & Co. getting sold to Fiat in 1982. IAVA (Industria Argentina Vehículos de Avanzada) getting sold to Fiat in 1985. Asra (A Danish automobile manufacturer) getting sold to Citroën in 1986. Central Vehicle Conversions (C.V.C.) Limited getting sold to Citroën in 1987. Mehari-Manía Industrias Plásticas getting sold to Citroën in 1989. Rayton Fissore getting taken over by Fiat instead of Gregorio Maggiali in 1989. Moretti Fabbrica Automobili e Stabilimenti Carrozzeria getting sold to Fiat in 1989. Officine Introzzi getting sold to Fiat in 1990. Industrias Eduardo Sal-Lari getting sold to Citroën in 1990. Anibal Auto S.L. getting sold to Fiat in 1992. EME Engineering d.o.o. getting sold to Citroën in 1993. A.G. Engineering getting sold to Citroën in 1995. R.G. Sport/Automóviles R.G. getting sold to Fiat in 1997. IMESA (Industrias Españolas Motrices S.A.) getting sold to Fiat in 2000. And the El Nasr Automotive Manufacturing Company getting sold to Fiat in 2009.
#10: Rochet-Schneider getting merged into Berliet during the death of Rochet-Schneider in 1931. And Berliet never getting bought by Citroën in 1967.
#11: Riley Motors and Singer Motors getting bought by the BSA Group after the British Empire successfully recovered from the Great Depression of 1929–1933. And the BSA Group selling the Daimler Company/Lanchester Motor Company to Mercedes-Benz/Daimler-Benz instead of Jaguar in 1960 (Resulting in the Daimler Company/Lanchester Motor Company to get completely merged into Daimler-Benz).
#12: StudebakePierce-Arrow (along with StudebakePierce-Arrow's international divisions) getting bought by Packard after Albert Russel Erskine tragically committed suicide in 1933 (Which eventually lead to Pierce-Arrow getting completely merged into Packard in 1938). Raymond Loewy thankfully never becoming a part of Studebaker in 1936. Max M. Gilman thankfully never getting in a car accident that exposed his possible affair with the wife of another Packard executive in 1942. Volvo forming an official alliance with Studebaker-Packard when Volvo expanded to America in 1955 (with the added bonuses of Studebaker-Packard downsizing their cars ever since the birth of their official alliance with Volvo. Volvo completely turning Packard into a serious competitor against Mercedes-Benz, Cadillac/Buick, and Lincoln. Volvo having the privilege to market Studebaker's entire model line-up from Studebaker's core-American market over in Europe and the European colonies. And Volvo having the privilege to market Packard's entire model line-up from Packard's core-American market over in Europe and the European colonies to compete against Mercedes-Benz) (which eventually lead to Packard surviving the 1950s, as well as Studebaker surviving the 1960s). DiVolvo S.A. (Distribuidora Volvo S.A.) getting sold to Volvo in 1966. And Volvo never selling it's passenger car division (Volvo Cars) to Ford in 1999.
#13: The Bristol Aeroplane Company/Bristol Cars never selling Bristol Commercial Vehicles to Thomas Tilling and the Tilling Group in 1935. Adrian Morgan Squire becoming a part of the Bristol Aeroplane Company/Bristol Cars/Bristol Commercial Vehicles in 1936. Armstrong-Siddeley getting merged into Bristol Cars in 1959. And Rolls-Royce/Bentley getting bought by the Bristol Aeroplane Company/Bristol Cars/Bristol Commercial Vehicles in 1966.
#14: Belgium, Denmark, France, Greece, Luxembourg, Norway, the Netherlands, Yugoslavia, and British Somaliland actually being victorious against Nazi Germany and the Axis Powers when the Nazis and the Axis Powers invaded their countries back in 1940–1941 (With the added bonuses of Czechia rightfully taking back Slovakia during the end of WWII. The Burmese parts of Thailand getting annexed to the British Raj, the Cambodian/Laotian parts of Thailand getting annexed to French Indochina, and the Malaysian parts of Thailand getting annexed to the British Malaya during the end of WWII. The French parts of Italy (as well as Monaco) getting annexed to France, the Swiss parts of Italy getting annexed to Switzerland, and the Slovenian parts of Italy getting annexed to Yugoslavia during the end of WWII. The Greek parts of Bulgaria getting annexed to Greece, and the Serbian/Macedonian parts of Bulgaria getting annexed to Yugoslavia during the end of WWII. The Croatian/Serbian/Slovenian parts of Hungary getting annexed to Yugoslavia, the Slovakian parts of Hungary getting annexed to Czechoslovakia, and the Ukrainian parts of Hungary getting annexed to the USSR during the end of WWII. The Serbian parts of Romania getting annexed to Yugoslavia, and the Moldavian/Ukrainian parts of Romania getting annexed to the USSR during the end of WWII. The Norwegian parts of Finland getting annexed to Norway, the Swedish parts of Finland getting annexed to Sweden, and the Russian parts of Finland getting annexed to the USSR during the end of WWII. The Swiss parts of Austria (as well as Liechtenstein) getting annexed to Switzerland, the Czech/Slovakian parts of Austria getting annexed to Czechoslovakia, and the Slovenian parts of Austria getting annexed to Yugoslavia during the end of WWII. The French parts of Germany getting annexed to France, the Belgian parts of Germany getting annexed to Belgium, the Dutch parts of Germany getting annexed to the Netherlands, the Luxembourgish parts of Germany getting annexed to Luxembourg, the Danish parts of Germany getting annexed to Denmark, the Swiss parts of Germany getting annexed to Switzerland, the Czech parts of Germany getting annexed to Czechoslovakia, and the Polish parts of Germany getting annexed to Poland during the end of WWII (Which of course lead to Germany never getting spilt in half by the British Empire and the USSR, as well as the Berlin Wall never getting built). And the Jews immediately taking back Israel/Unified Palestine during the end of WWII (the only difference being that the USSR and Poland were the only ones who had any interest in founding/supporting Israel).
#15: Automobiles Boitel getting sold to Audi/Auto Union/Horch/DKW (Dampf Kraft Wagen)/Wanderer-Werke in 1949. Audi/Auto Union/Horch/DKW (Dampf Kraft Wagen)/Wanderer-Werke getting bought by Volkswagen in 1958 instead of 1964. Industrias del Transporte Automotor getting sold to Porsche in 1962. Automotores Argentinos getting sold to NSU in 1962. Hennessy’s Limited getting sold to Audi/Auto Union/Horch/DKW (Dampf Kraft Wagen)/Wanderer-Werke in 1964. Lamborghini getting bought by Volkswagen in 1974. Dankar Indústria e Comércio de Veículos Ltda. getting sold to Volkswagen in 1984. Crisna Indústria e Comércio de Carrocerias Ltda. getting sold to Volkswagen in 1988. PAG (Projects d'Avant Garde) and Brasfibra getting sold to Volkswagen in 1991. Automobili Biagini getting sold to Volkswagen in 1993. Abais Buggy getting sold to Volkswagen in 1995. Adax getting sold to Volkswagen in 1996. And Tushek & Spigel Supercars getting sold to Audi in 2016.
#16: The Eastern-Bloc countries' auto manufacturers who had partnerships with the Western-Bloc countries' auto manufacturers getting sold to the Western-Bloc countries' auto manufacturers during the end of the Cold War and the Democratization of Central and Eastern Europe, with the following events:
* Group Zastava Vehicles, FSM (Fabryka Samochodów Małolitrażowych), FSO (Fabryka Samochodów Osobowych), and AvtoVAZ/Lada getting sold to Fiat (with Group Zastava Vehicles, FSM, FSO, and AvtoVAZ/Lada's entire model line-up, engines, staff, car designers, engineers, and car factories officially getting completely rebranded under the Fiat marque).
* Avia Motors, IMV (Industrija Motornih Vozil), ARO (Auto Romania), and UAP (Uzina de Autoturisme Pitești)/Dacia getting sold to Renault (with Avia Motors, IMV, ARO, and UAP/Dacia's entire model line-up, engines, staff, car designers, engineers, and car factories officially getting completely rebranded under the Renault marque).
* Tomos/Cimos and Oltcit getting sold to Citroën (with Tomos/Cimos and Oltcit's entire model line-up, engines, staff, car designers, engineers, and car factories officially getting completely rebranded under the Citroën marque).
* TAS (Tvornica Automobila Sarajevo) getting sold to Volkswagen (with TAS' entire model line-up, engines, staff, car designers, engineers, and car factories officially getting completely rebranded under the Volkswagen marque).
#17: Poland rightfully taking back the Kaliningrad Oblast (as well as the Polish parts of Belarus, the Polish parts of Lithuania, and the Polish parts of Ukraine) during the death of the USSR. Czechoslovakia rightfully taking back the Slovakian parts of Ukraine during the death of the USSR. Hungary rightfully taking back the Ukrainian parts of Hungary (as well as the Hungarian parts of Ukraine) during the death of the USSR. Romania rightfully taking back Moldova (as well as the Moldavian/Ukrainian parts of Romania, and the Moldavian/Romanian parts of Ukraine) during the death of the USSR. Norway rightfully taking back the Norwegian parts of Russia during the death of the USSR. Finland rightfully taking back the Finnish parts of Russia (as well as the Russian parts of Finland) during the death of the USSR. Turkey rightfully taking back the Turkish parts of Armenia, the Turkish parts of Azerbaijan, and the Turkish parts of Georgia during the death of the USSR. Iran rightfully taking back the Iranian parts of Armenia, the Iranian parts of Azerbaijan, and the Iranian parts of Turkmenistan during the death of the USSR. And Afghanistan rightfully taking back the Afghani parts of Turkmenistan, the Afghani parts of Uzbekistan, and the Afghani parts of Tajikistan during the death of the USSR.
P.S. Do you guys have any advice on how to have a Greater Post-1900 American/British/Belgian/Dutch/French Economy/Commonwealth, how to have the British Empire and the French Empire's auto manufacturers expanding across Europe, the European colonies, and North America pre-WWI, how to have the British Empire and the French Empire become successful in the 2nd Industrial Revolution, how to have the British Empire, the French Empire, the Dutch Empire, the Belgian Empire, and Greece recover from the Great Depression, how to have America, the British Empire, and the French Empire's major automobile manufacturers recover from the Great Depression, how to have a much more developed, industrialized and advanced Missouri, how to prevent the Great Recession/Global Financial Crisis/Lehman Shock, and how to prevent Dieselgate?
English version included below the letter in Dutch.
Beste collega’s,Beste (toekomstige) studenten,Beste alumni,Beste ouders, vrienden, sympathisanten,
De voorbije maanden schreef ik u regelmatig aan omdat de KU Leuven zich, geraakt door de pandemie, op erg korte termijn moest heruitvinden. Ik heb u bij herhaling en met klem gevraagd om elkaar te steunen: zorg goed voor uzelf en voor elkaar.
Vandaag schrijf ik u aan omdat we, getroffen door het relaas van de weerzinwekkende dood van Sanda Dia, die steun ook nodig hebben en bij elkaar te rade moeten gaan. Sanda’s dood dwingt ons om terug te gaan naar de kern van onze opdracht, en ze zo nodig opnieuw uit te vinden.
Zwarte pagina Ik schreef eerder dat de Reuzegomdoop de zwartste pagina uit het boek van drie jaar rectoraat vult. Ik voeg eraan toe dat ze tot de zwartste bladzijden in de geschiedenis van onze universiteit behoort. Niemand begrijpt hoe een groep jongvolwassen mannen kan overgaan tot daden die aan foltering doen denken. Niemand kan het totale gebrek aan normbesef vatten. De lafheid. De hoogmoed. Die drang om te vernederen. Tot de dood erop volgt. Het totale gebrek aan gevoel voor menselijke waardigheid is ronduit weerzinwekkend. Het is ook beangstigend.
Na deze tragedie hebben we begin 2019 komaf gemaakt met de studentendoop als vernedering. Het doopcharter dat reeds met de Leuvense partners, de politie, de hogescholen, en de erkende studentenverenigingen was uitgewerkt, werd begin 2019 meteen aangescherpt. We hebben er toen voor gezorgd dat, na jaren gebakkelei met ongrijpbare clubs, zij dit nu ook als kader hebben aanvaard. Omdat ze begrijpen dat ze allen student zijn van instellingen waar ze zich in hun gedragingen engageren tot eerbied voor de menselijke persoon.
Maar vandaag moeten we een stap verder gaan. Dat beeld van een stoet over de grond kruipende besmeurde jongvolwassenen is niet meer van deze tijd. In essentie is een doop een verwelkoming. Bij een doop krijg je een peter en een meter, word je opgenomen in een gemeenschap. Een doop moet een steun zijn voor een nieuwkomer en dat staat haaks op het soort alfa-prestatie die het vandaag geworden is. Vanuit onze traditie begrijpen we dit maar al te goed.
Ik roep alle kringen en studentenvertegenwoordigers daarom op om, over de grenzen van universiteiten en hogescholen heen, samen met ons na te denken over alternatieve initiatieven die duurzaam kunnen bijdragen aan inclusie, aan echte steun in een periode waarin zoveel studenten kampen met isolement en soms op de grenzen stoten van hun mentale weerbaarheid. Soms bereiken we een punt waarop we met tradities moeten durven breken. Ook dat is heruitvinden.
Een universiteit die er staat De feiten hebben me toen, in december 2018, naar de keel gegrepen. Dat eerste bericht over een uit de hand gelopen doop. De rilling en de tranen toen iemand me – ver weg op de Belgische ambassade in Tokyo – kwam toefluisteren dat Sanda het niet gehaald had. Het beeld van gebroken vrienden tijdens de uitvaartplechtigheid. De veelzeggende stilte in het gesprek met de familie.
Net zo heeft de recente reconstructie van de feiten me naar de keel gegrepen. Ook nu was er die rilling en kwamen de tranen. Natuurlijk begrijp ik goed dat wie voortgaat op de informatie van vandaag onze beslissingen van toen laks, zwak of fout vindt. En ja, ik heb de voorbije dagen veel geleerd uit allerlei opinies en reacties. Ze hebben kanten getoond die ik nog onvoldoende zag. Ze maken me beter in wat ik probeer te doen. Daar ben ik van overtuigd. Ze maken ons beter in waar de KU Leuven voor staat. Dank daarvoor, aan al wie me daar met oprechte bezorgdheid op aangesproken heeft en in bijstuurt.
Tegelijkertijd roep ik u allen op om de trots op onze universiteit niet te laten varen. Wie haar niet welgezind is, maakt vandaag misbruik van die zwarte pagina om de KU Leuven neer te zetten als een elitair machtsblok van witte mensen. Ik weet dat we nog een weg te gaan hebben, en dat geldt bij uitbreiding voor de maatschappij waar we deel van uitmaken. Ik weet dat we het werk aan inclusie, diversiteit en anti-discriminatie verder moeten aanscherpen, dat we het vorig jaar opgestarte werk aan de herziening van tuchtprocedures en gedragscodes moeten versnellen. De vele reacties van de voorbije dagen sterken me in die ambitie.
Maar dat beeld dat vandaag gecreëerd wordt? Neen, daar verzet ik me tegen. Ik roep jullie allen op om dat ook te doen. Met luide stem. We zijn een universiteit die leert uit fouten, elke dag opnieuw. We zijn een democratische organisatie, één van de weinige in onze maatschappij die verkiest wie haar mag leiden en die vasthoudt aan collegiaal bestuur. We zijn open voor de samenleving en realiseren in hechte samenwerking met de associatiehogescholen een
netwerk van kansen. We zien het als onze opdracht om ons onderzoek en onderwijs ten dienste te stellen van de samenleving, met bijzondere aandacht voor de meest kwetsbaren. Neen, dit is zomaar geen steriele tekst. Dit is onze
opdrachtverklaring. Dit is een missie die leeft. Velen van jullie maken ze elke dag waar.
Ik verwijs graag naar de
openingsrede van dit academiejaar. Ik had het daar over de unieke positie van de KU Leuven in de mondiale top van leidende onderzoeksuniversiteiten. Uniek omdat ze, in tegenstelling tot de universiteiten waarmee we ons kunnen meten en vergelijken, vertrekt van
excellence by inclusion en opteert voor brede toegankelijkheid. We doen dat niet omdat onze samenleving dat oplegt. We doen dat omdat we ervan overtuigd zijn dat we pas echt een excellente bijdrage voor een betere maatschappij leveren wanneer brede lagen van de bevolking betrokken worden bij en kunnen genieten van onze wetenschap.
Ja, we hebben werk. Ja, ik neem de handschoen op en ik nodig jullie allen uit om hetzelfde te doen. Want dit is geen opdracht van een rector alleen. Dit is een opdracht voor elk van ons, studenten, alumni, professoren, onderzoekers, medewerkers. We moeten dat waarmaken in hoe we met elkaar omgaan, in onze aandacht voor persoons- en maatschappijvorming, in de klemtonen van ons onderzoek, in het maatschappelijk engagement dat ons drijft.
U zal het zien, we komen hier sterker uit. Eerder vroeger dan later. Maar vergeet daarbij niet: trots en fierheid op wat we zo goed doen, vormen de beste basis om nog beter te doen waar we goed in zijn.
Vergeven en straffen Mag ik jullie nog even confronteren met een heel moeilijke vraag? Ik leg ze voor, omdat ze ons geleid heeft in de aanpak die we gevolgd hebben na die gruwelijke feiten. Hier komt ze: hoe kunnen we, naast alle terechte afkeuring en begrijpelijk afgrijzen, ook de beklaagden nabij blijven als mensen die kunnen groeien en vergeving waard zijn?
Ik besef dat de universiteit en de maatschappij niet helemaal klaar zijn voor en met deze vragen. En u mag het weten, ik worstel er zelf mee. Maar vanuit mijn rol en vanuit onze opdracht om een kritische stem te zijn in de maatschappij moet ik u deze vraag stellen. Neen, werken aan vergeving betekent niet dat zij geen straf zouden krijgen. Neen, het sluit evenmin een zware straf uit. Die twee kunnen en moeten samengaan.
Want ja, wij vermoedden vanaf de eerste dag dat er mogelijk strafbare feiten in het geding waren. Maar we konden en mochten geen onderzoeksdaden stellen. Geen bezoek aan de crime scene(s). We hadden niet de middelen om te bepalen wie schuld heeft en of er verschillen zijn in schuldgraad. Dat is waarom we zo steunen op de kracht en het vermogen van de institutie die daarvoor in het leven is geroepen: de rechterlijke macht. Om de rechtsgang niet in gevaar te brengen, hebben we ons in het bepalen van onze strafmaat beperkt tot wat we met zekerheid wisten: dat elk van de betrokkenen deelgenomen had aan een mensonwaardige activiteit. Dat heb ik verduidelijkt in opiniestukken (zie
VRT en
De Standaard).
Daarnaast heeft de universiteit – en dat vergt moed – gekozen voor een aanpak die steunt op het moeizaam zoeken naar betekenisgeving en herstel. Zo zijn er tal van individuele gesprekken en groepsgesprekken met de Reuzegommers geweest, er is actie ondernomen ten aanzien van de clubs en veel overlegd met de studentenkringen, er zijn duidelijke signalen gegeven aan het interne beleid – aan onszelf dus - en er zijn professoren geweest die deze problematiek verwerkt hebben in hun colleges. Dat is geen ‘lakse’ of zwakke aanpak, maar een aanpak die complementair is aan de rol van de officiële justitie.
De essentie van tucht Dit brengt me bij de essentie van tucht. Onze tuchtprocedure dient niet om misdrijven te onderzoeken, te vervolgen en te veroordelen. Nogal wat opiniemakers maken dat onderscheid onvoldoende en roepen de universiteit in feite op om zich ook rechterlijke macht toe te eigenen en de betrokkenen dadelijk het recht op onderwijs te ontnemen. Maar een rector is geen rechter.
Tucht gaat overigens niet over uitsluiting, tucht gaat in essentie over inclusie. Ik weet dat het vreemd klinkt, maar het is zo. Het gaat over wat we kunnen en moeten doen om leden van onze gemeenschap die dwalen, weer in die gemeenschap te kunnen opnemen. En ja, het gaat ook over het stellen van grenzen die bij overschrijding (tijdelijke) uitsluiting uit die gemeenschap rechtvaardigen.
Dat laatste is inderdaad niet ondenkbaar. Neen, de betrokken Reuzegomleden kunnen niet onder alle omstandigheden lid blijven van deze universiteit. Welk signaal zouden we daarmee aan alle studenten en collega’s immers geven? Dat het er allemaal niet toe doet wat het onderzoek uitwijst of de strafrechter beslist? Natuurlijk doet dat ertoe, maar dan moeten we daar wel eerst zicht op krijgen.
Vooraleer we zo’n zwaarwichtige beslissingen nemen en iemand uitsluiten van onze instelling, wil ik glasheldere informatie en een goed zicht op hoe het gerecht de individuele verantwoordelijkheid inschat. We hebben als universiteit precies als missie om onderwijs en vorming te verstrekken voor wie dat het meest nodig heeft. Daar springen we dus best niet lichtzinnig mee om.
Steun U hoeft me geen gelijk te geven. U mag van mening verschillen en dat kenbaar maken. U hoeft uw rector niet te steunen, al zijn het de vele steunbetuigingen die me de voorbij dagen rechtgehouden hebben.
Wat ik u wel vraag is om de universiteit te steunen. Steun ze in het waarmaken van haar opdracht en het aanscherpen van haar ambities. Steun elkaar.
Steun vooral ook de familie en vrienden van Sanda. Een jongeman, geliefd en begaafd, die hen ontnomen is. Een jongeman die onze universitaire gemeenschap ontnomen is.
Hartelijke groet,
Luc Sels, rector
Dear colleagues,Dear (prospective) students,Dear alumni,Dear parents, friends, sympathisers,
Over the past few months, I have addressed you regularly because KU Leuven had to reinvent itself at very short notice due to the pandemic. I have repeatedly asked you, urged you to support each other: take good care of yourself and each other.
Today, I’m writing to you because we also need this care and support in light of Sanda Dia’s horrific death. Sanda’s death forces us to go back to the core of what we stand for, and reinvent this if necessary.
Dark page I previously wrote that the Reuzegom student initiation ritual is and always will be the darkest page in my three-year history as Rector. I want to add that it also belongs to the darkest pages in the history of our University. Nobody can fathom how a group of young adult men can proceed with actions that conjure up images of torture. Nobody can grasp the total lack of moral principles. The cowardice. The haughtiness. The desire to humiliate. To death. The total absence of a sense of human dignity is downright repugnant. It's also frightening.
After this tragedy, at the beginning of 2019, we put an end to student initiation rituals as acts of humiliation. The charter for student initiation rituals that had already been drawn up with the Leuven partners, the police, the university colleges and the recognised student associations was immediately tightened. At the time, we made sure that after years of bickering with elusive clubs, they, too, accepted the charter. Because they understand that they are all students of institutions where they promise to uphold the highest standards of respect for the human person in their conduct.
But today, we have to take it one step further. The image of a crawling procession of soiled young adults is no longer appropriate to the present time. In essence, an initiation ritual is a welcome. You are assigned a ‘godfather’ and a ‘godmother’, and you become part of the community. An initiation ritual has to be an act of support for a newcomer, which is the complete opposite of the kind of alpha performance it has become today. Going from our tradition we understand this only too well.
I therefore call upon all associations and student representatives, across the boundaries of universities and university colleges, to help us think of 'other initiatives' that can contribute to inclusion, to proper support during a period in which so many students are struggling with isolation and mental health. Sometimes we reach a point where we have to be strong enough to break with tradition. This, too, is reinventing yourself.
A strong University When I heard the news, in December 2018, it grabbed me by the throat. That first message about an initiation ritual gone awry. The chill and the tears when someone came to tell me – far away from home at the Belgian Embassy in Tokyo – that Sanda didn't make it. The image of distraught friends at the funeral. The telling silence during the conversation with the family.
The recent reconstruction of the facts has grabbed me by the throat in the same way. This time, too, there was a chill, there were tears. Of course I fully understand that anyone who takes the current, new information as a basis will find the decisions that we made at the time lenient, weak or wrong. And yes, I have learned much from various opinions and reactions these past days. They have shown me sides to the story that I wasn't sufficiently aware of. They strengthen me in what I’m trying to do. I’m certain of that. They make us better at what KU Leuven stands for. Thank you for this, to all who have helped guide me and spoken to me and about this with sincere concern.
At the same time, I ask you not to let go of your pride in our University. Those who are not well-intentioned towards the University today abuse this dark page to portray KU Leuven as an elitist power block of white people. I know we still have a long way to go, and the same is true for the society we are all part of. I know we need to further strengthen our work on inclusion, diversity and anti-discrimination, that we need to make quicker work of the review of disciplinary procedures and codes of conduct that was started last year. The many reactions of the past few days strengthen this ambition.
But the image that is being created today? No, I do not agree with that. And I ask you all to do the same. Loudly and clearly. We are a University that learns from its mistakes, every single day. We are a democratic organisation, one of the few in our society that chooses its leader and that insists on collegial governance. We are open to society and, in close cooperation with the association colleges, realise a
network of opportunities. We see it as our mission to put our research and education at the service of society, with special attention to those who are most vulnerable. No, this is not some sterile text. This is our mission statement. This mission is a living one. Many of you make it a reality every day.
I want to remind you of
the speech I delivered at the opening of this academic year. I talked about the unique position of KU Leuven as one of the world’s leading research universities. Unique because, unlike the universities that we measure ourselves against and compare ourselves with, KU Leuven starts from excellence by inclusion and broad accessibility. We don’t do so because society tells us to. We do so because we are convinced that we can only make a truly excellent contribution to a better society if broad sections of the population are involved in and profit from our science.
Yes, we have work to do. Yes, I take up the gauntlet and invite you all to do the same. Because this is not just a Rector’s mission. This is an assignment for each of us, students, alumni, professors, researchers, staff members. We have to make it a reality in how we interact with each other, in our attention to personal and societal growth, in what we emphasise in our research, in the societal commitment that drives us.
You will see: we will come out stronger in the end. Sooner rather than later. But don’t forget: being proud of what we do so well is the best foundation to do what we are good at even better.
Forgiveness and punishment May I throw a very difficult question at you? I present it to you because it has guided our approach in the wake of those gruesome events. Here it comes: all justified disapproval and understandable sense of horror aside, how can we stay connected with the accused as human beings who have the potential for growth and are worthy of forgiveness?
I realise that the University and society are not quite ready for and with these questions. And I want you to know that I struggle with them myself as well. But in my capacity as Rector and based on our mission to be a critical voice in society, I have to ask you this question. No, working on forgiveness does not mean that they won’t get punished. Nor does it exclude a more severe sanction. These two elements can and must go together.
Because yes: we suspected from day one that we were dealing with potentially criminal acts. But we could not and were not allowed to investigate them. No visit to the crime scene(s). We didn’t have the resources to determine who was to blame and whether there were differences in the degree of guilt. That is why we rely so much on the power and ability of the institution that was created for this very purpose: the judiciary. To avoid jeopardising the judicial process, we have limited ourselves in determining the sanction to what we knew for certain: that each of those involved had taken part in an inhumane activity. I have made that clear in opinion pieces.
Furthermore, the University has adopted an approach based on the difficult quest for meaning and restoration – an approach that requires courage. For example, there have been numerous individual and group conversations with the members of Reuzegom, action has been taken regarding the clubs and there have been many consultations with the student societies, clear messages have been sent to the policy-makers – ourselves, in other words – and some professors have discussed the matter in their classes. That is not a lax or weak approach, but one that complements the role of the official judiciary system.
The essence of discipline This brings me to the essence of disciplinary measures. Our disciplinary procedure does not exist to investigate crimes, to prosecute and to convict. Quite a few opinion-makers do not make that distinction sufficiently and, in fact, call on the University to take on judicial power and to immediately deprive those involved of their right to education. But a Rector is not a judge.
Nor is discipline about exclusion: discipline is essentially about inclusion. I know that this may sound strange, but it’s true. It’s about what we can and should do to be able to reintegrate members of our community who make a mistake. And yes, it’s also about setting the boundaries that, when crossed, justify the (temporary) exclusion from that community.
The latter is, indeed, a conceivable option. No, the members of Reuzegom who were involved cannot remain at our University under all circumstances. After all, what message would that send to all students and colleagues? That the outcome of the investigation and the decision of the criminal court don’t matter at all? Of course it matters, but we need to know what it is first.
Before we take such big decisions and exclude someone from our institution, I want to have crystal-clear information and a proper insight into how the court assesses individual responsibility. Our mission as a University is precisely to provide education and training to those who need it the most. That is not a mission to treat lightly.
Support You don’t have to agree with me. You’re allowed to have a different opinion and express it. You don’t have to stand by your Rector, although the numerous expressions of support are what have kept me going the past couple of days.
What I am asking from you, however, is to support the University. Support it in fulfilling its mission and stepping up its ambitions. Support each other.
Above all, support Sanda’s family and friends. Sanda; a young man, loved and gifted, who has been taken from them. A young man who has been taken from our University community.
Kind regards
Luc Sels, Rector of KU Leuven
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