Letter to Steve Varley, UK Chairman and Managing Partner | Ernst & Young LLP

“For what shall it profit a man to gain the whole world, and lose his own soul?” Mark 8:36

Jun 19, 2023

Below you can find the text I sent to Steve Varley, UK Chairman and Managing Partner at Ernst & Young LLP (EY UK).

This letter and additional documents were sent recorded delivery to Mr Varley at his office on More London Place on June 14, 2023. The Royal Mail tracking number for the parcel is VE976988495GB and it was delivered on June 15, 2023. Please see the Royal Mail website for proof of delivery.

As you will see, the letter asks Mr Varley to respond to a number of urgent questions in the national interest relating to EY’s relationship with the World Economic Forum (WEF). Copies of this letter have been sent to a wider group of current and former EY Partners (not all listed here), as well as UK Leadership at Deloitte, KPMG, PwC, McKinsey, Bain, BCG, Accenture and Capgemini. Firms that are also WEF Strategic Partners and, therefore, relevant recipients for similar questions to those posed to EY.

Mr Varley, I’m very much looking forward to your response.

Everyone else, please help us share this message >> in particular we want to connect with people who:

Work at one of the firms listed above at any level (or have done so in the past).
Work for one of these firms’ clients at any level (e.g. any FTSE100, FTSE250 company or major international brand operating in the UK).
Are professional people (especially Lawyers, Accountants, Doctors, Dentists, Teachers, Police, Magistrates, Judges etc).

Veritas omnia vincit.

Rubin

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Steve Varley

Chairman and Managing Partner

Ernst & Young LLP

6 More London Place

London

SE1 2DA

11 June 2023

“For what shall it profit a man to gain the whole world, and lose his own soul?”
Mark 8:36

Mr Varley.

My name is Ben Rubin.

I became a Director at EY after the UK Partnership acquired Seren in 2015. I enjoyed much of my time with the firm and delivered some valuable work, but was a poor cultural fit. I left at the end of 2017 to our mutual satisfaction.

You will be aware of increasing public concern regarding EY’s role as a Strategic Partner to the World Economic Forum (WEF), the exclusive annual gathering of global corporate and political leaders founded in 1971 by Swiss Engineer, Klaus Schwab.

Particularly as it relates to the firm’s role in shaping and executing WEF plans for ‘The Great Reset’ as laid out by Schwab in his book ‘COVID-19: The Great Reset’, published in June 2020. As EY’s most senior Partner in one of the firm’s most important markets I’m sure you’re familiar with the book. If not, I’ve enclosed a copy for your information.

Writing just three months after the start of the first global COVID lockdown, Schwab describes the chaotic and rapidly-evolving international situation as an “unprecedented opportunity to reimagine our world”. He calls for a globally coordinated economic, societal, geopolitical, environmental and technological transformation and views this a necessary and inevitable outcome of the pandemic.

Naturally the plan is positioned as a generous and altruistic move by international ‘elites’ to ‘Improve the State of the World’ for global citizens in response to an unprecedented public health emergency. A chance to ‘Build Back Better’ and solve deep structural problems for the universal benefit of humanity. But revisiting The Great Reset in 2023, after more than thee years of lockdowns, masks, mandates, segregation, coercion and censorship (heavily promoted by WEF leadership) it feels more like a blueprint for the implementation of a global bio-security state:

“The containment of the coronavirus pandemic will necessitate a global surveillance network capable of identifying new outbreaks as soon as they arise, laboratories in multiple locations around the world that can rapidly analyse new viral strains and develop effective treatments, large IT infrastructures so that communities can prepare and react effectively, appropriate and coordinated policy mechanisms to efficiently implement the decisions once they are made.” The Great Reset, pg 27

Schwab writes with remarkable specificity so early in the pandemic, don’t you think? And how does he propose we achieve this audacious feat of central planning? Through increasingly close collaboration between global, national and local governance and the international corporations WEF relies on for its funding. Including, I assume, Strategic Partners such as EY:

“Governments will strongly encourage public-private partnerships so that private companies get more involved in the mitigation of global risks. Irrespective of the details, the role of the state will increase and, in doing so, will materially affect the way business is conducted. To varying degrees, business executives in all industries and all countries will have to adapt to greater government intervention.” The Great Reset, pg 72

I’m reminded of Mussolini’s definition of Fascism:

"Fascism should more appropriately be called Corporatism because it is a merger of state and corporate power.” Benito Mussolini, Inventor of Fascism

Whether or not The Great Reset agenda is literally Fascist is a debate I’d love to have with you. For now, I believe it’s fair to say the policy recommendations promoted by WEF and its Strategic Partners over the past three years in response to COVID19 are nothing short of draconian and have profoundly damaged our society:

Lockdowns destroyed the economic system and were particularly damaging to small businesses. They placed increasing amounts of money and power in the hands of global corporations, including many EY clients, at the expense of the British people.

"Helicopter money” aka quantitative easing, eagerly welcomed by Schwab in his book, led directly to the rampant inflation which has devalued our currency and is a primary driver of the cost of living crisis.

Masks dehumanised and divided the population. They contributed to a rapidly-accelerating mental health crisis and caused serious developmental issues in children. They were rigidly enforced despite significant evidence they provide no protection against viral infection.

The COVID Passport, heavily promoted by WEF and its Strategic Partners and built to specifications defined by the World Health Organisation (WHO), is an unacceptable infringement of civil liberties and patient privacy. Combined with the proposed Central Bank Digital Currency (CBDC) it paves the way for a Social Credit System (SCS) that is completely incompatible with Western societies. We will not have it.

The Medicines and Healthcare Regulatory Agency (MHRA) failed in its statutory duty to protect the British public from harm. They allowed experimental gene therapies onto the market in record time despite countless red flags in clinical trials and zero long-term safety data. They continue to ignore their own safety data, making a mockery of the regulatory process. (Perseus.org.uk)

To be specific, the experimental gene therapies marketed as COVID vaccines have killed at least 2,500 people in the UK and caused over 1.5 million injuries, many of them life-changing. Figures estimated to be underreported by a factor of 10-100 times due to the complexity of the MHRA Yellow Card Reporting Scheme and lack of public awareness of its existence. I.e. it’s entirely plausible there have been 250,000 deaths caused by the vaccines, and the UK death rate being 15%-20% above average goes some way to confirming this hypothesis. (MHRA Yellow Card Scheme)

Senior clinicians are demanding COVID Vaccines be taken off the market: “There is a strong scientific, ethical and moral case to be made that the current COVID vaccine administration must stop until all the raw data has been subjected to fully independent scrutiny. Looking to the future the medical and public health professions must recognise these failings and eschew the tainted dollar of the medical-industrial complex.” Aseem Malhotra, Consultant Cardiologist.

And yet the response from WEF, its Strategic Partners and collaborators (co-conspirators?) in global government and industry amounts to little more than ‘this is fine, we stay the course’.

Something doesn’t add up.

Mr Varley, we have a problem.

And we need to get to the bottom of it.

As I’m sure you’ll agree, it’s vital for national security and the integrity of the British system that citizens can trust the institutions established to protect their interests. Whether that’s the MHRA, WHO, WEF, NHS, BBC, 10 Downing Street, Parliament or, indeed, EY.

When trust breaks down civilisation begins to crumble, and we all suffer the consequences.

Trust can only be restored through transparency.

I’ve enclosed a copy of the Seven Principles of Public Life (aka the Nolan Principles) which require Honesty, Openness and Accountability from those holding public office, as well as private sector organisations delivering public services.

As Chairman and Managing Partner of EY UK, a major private sector supplier to UK Government, I’m kindly inviting you to provide detailed and unfiltered responses to the following questions:

What has EY’s involvement been in the formulation and execution of WEF strategies since becoming a WEF Strategic Partner? Please be specific about meetings, agendas and attendees from WEF, EY and other Strategic Partners, as well as specific plans agreed and disseminated from these meetings.

Is EY Partner money used to fund the WEF? If so, how much funding has been provided by EY to WEF on an annual basis since the start of your Strategic Partnership?

How do you coordinate with other WEF Strategic Partners and how do you mitigate the risks presented by this relating to e.g. client confidentiality?

What mechanisms do you use to ensure WEF strategies are embedded into recommendations to the firm’s clients through paid advisory work, or otherwise? How do you mitigate related conflicts of interest?

How much revenue has Ernst & Young LLP (EY UK) billed from UK Government contracts over the past five years? Please break the figures down by type of project, commissioning department, project value and financial year within which work was / will be delivered.

What proportion and amount of Ernst & Young LLP (EY UK) revenues have come from UK Government contracts connected to COVID19 over the past 3 years? Please break the figures down by type of project, commissioning department, project value and financial year within which work was / will be delivered.

What are Ernst & Young LLP (EY UK) net profit margins on all UK Government work delivered over the past 5 years? Please provide percentage and total value by year.

How do you manage conflicts of interest with Ernst & Young LLP (EY UK) colleagues going to / coming from high-level government positions? I’m thinking specifically about the period of time Mats Persson worked (was seconded?) as Special Advisor to then-Chancellor Rishi Sunak, ending in March 2020, but there may be other examples you’d like to refer to.

How much revenue has Ernst & Young LLP (EY UK) billed from COVID Vaccine manufacturers (including Pfizer, Moderna, AstraZeneca, GSK, BioNTech) over the past 5 years? Please break down by year, value, net margin, type of engagement.

Did / does EY mandate COVID vaccination for its employees? If so, how did you carry out a risk assessment of the vaccination programme?

Did / does EY recommend to clients that they mandate COVID vaccination for their employees? If so, how did you carry out a risk assessment of these recommendations?

Did EY participate in the Event 201 Live Simulation exercise hosted by John Hopkins Center for Health Security, the World Economic Forum and the Bill & Melinda Gates Foundation on October 18, 2019? What do you think about such an exercise being held just weeks before the start of the COVID19 pandemic?

Is the £803,000 average Ernst & Young LLP (EY UK) Partner bonus reported by the Financial Times for 2022 accurate? If not, what is the accurate figure? How much of the increase over previous years can be attributed to growth in Government and Life Sciences sector revenue?

Are you a UK Citizen and do you consider yourself to be English / British? If so, how do you reconcile national loyalties with commercial and global ones?

As a former Partner at Andersen Consulting, I'm sure you remember the Enron scandal which led to the collapse of Arthur Andersen. However bad that situation may have been, it was simply an accounting scandal. Right now it appears that EY and a number of your competitor advisory firms could be funding, shaping and executing plans to implement global fascism while being handsomely rewarded for your efforts.

Who knows what the implications of that might be.

Yours sincerely.

Ben Rubin

Founder, Rise UK

riseuk.substack.com

Founder, Pattern

pattern18.substack.com

rise.uk1871@gmail.com

Copies of this letter have been sent to:

Mona Bitar, Partner | EY

David Gittelson, Senior Partner | EY

Orit Gadiesh, UK Chairman | Bain

James Hadley, Managing Partner | Bain

Jessica Frame, Managing Director & Partner | BCG

Tunde Olanrewaju, Managing Partner | McKinsey

Radhika Chadwick, Partner | McKinsey

Richard Houston, Senior Partner and Chief Executive | Deloitte

Pauline Biddle, Managing Partner | Deloitte

Will Smith, Managing Partner | Deloitte

Bina Mehta, UK Chairman | KPMG

Jonathan Holt, Chief Executive and Senior Partner | KPMG

Kevin Ellis, Chair and Senior Partner | PwC

Hacer Evans, Managing Partner | Accenture

Julie Alexander, Partnerships Lead, Ecosystems | Accenture

Ben Murray, Sustainability Services Lead | Accenture

Mark Curtis, Head of Innovation | Accenture

Gagandeep Gadri, Managing Director | CapGemini Invent

It has also been published on rise.substack.com and other social media platforms.

Letter to Steve Varley, UK Chairman and Managing Partner | Ernst & Young LLP

“For what shall it profit a man to gain the whole world, and lose his own soul?” Mark 8:36

Copies of this letter have been sent to:

Further reading provided in this pack, for your information:

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