Martin Bormann and the Future of Germany
http://www.911forum.org.uk/board/viewtopic.php?p=178899#178899
By PAUL MANNING MARCH 3, 1973
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March 3, 1973, Page 31Buy ReprintsThe New York Times Archives
When the true story of Martin Bormann is written
it will reveal him to be the man largely
responsible for West Germany's postwar recovery.
The blueprint for this economic resurgence was
outlined at a secret meeting of German
induatrialists in Strasbourg, France, on Aug. 10,
1944. A directive addressed to the meeting from
Martin Bormannthe most powerful man in Germany
next to Hitlersaid the war was practically lost
and that a postwar commercial campaign must take its place.
The secret, verbatim minutes of this conference
where a new Germany was born promised that “the
Govermnent would allocate large sums to
industrialists so that each could establish a
secure postwar foundations in foreign countries.”
The minutes also noted that “after the defeat of
Germany, the Nazi party recognizes that certain
of its best known leaders will be condemned as
war criminals. However, in cooperation with the
industrialists it is arranging to place its less
conspicuous but most important members in
positions with various German factories as
technical experts or members of its research and designing offices.”
But the main thrust of the Strasbourg gathering
was deployment of Germany's economic reserves
into neutral countries where they would be beyond reach of the wartime Allies.
When Martin Bormann informed these industrialists
through his personal representative at the
meeting that all Government controls over the
export of wealth (money, patents, scientists and
administrators) were to be relaxed immediately,
the transfer of these national assets became an
official policy of the Nazi state.
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A report by the U.S. Treasury Department in 1946
stated that 750 companies were set up all over
the world by the German industrialists following
the Aug. 10, 1944 meeting in Strasbourg. Their
listing noted 112 in Spain, 58 in Portugal, 35 in
Turkey, 98 in Argentina, 214 in Switzerland, 233 in various other countries.
In Berlin, Adolf Hitler had advised Bormann to
“Bury everything, you will need it to return to
power.” Bormann, the man designated as
Reichsieiter(the leader) by Hitler with authority
to carry on policies of the Fuehrer, interpreted
the advice in the sophisticated fashion of a man
who knew finance and how to distribute it most
effectively to the neutral nations. It was, in
fact, the policy he had been pursuing for two
years before the fall of Berlin, sensing that
defeat was possible and knowing that Germany
would need all the economic strength it could
muster for a commercial comeback in the postwar years.
While Hitler concerned himself with the mounting
problems of the battlefields, Martin. Bormann was
carefully planning the economic survival and future of Germany.
During 1942 and 1943, Bormann began transferring
party and S.S. funds under his control from the
Third Reich to South America. The transfers
included currency, gold, diamonds and share
holding certificates controlling numerous blue
chip German and foreign corporations.
The master plan which Bormann put into motion for
German industry had two aspects: removal of funds
from the Third Reich and stepping up of German
investments in neutral countries.
West Germany owes a debt for its revival to the
American Marshall Plan, to the Swiss bankers who
were first to channel investment money back into
German industry after 1945, and to the dedication
and hard work of the German people.
I. G. Farbenindustrie, A. G., the largest and
most powerful chemical combine in the world
during the twelve years of the Third Reich,
controlleclboth admitted and concealed over 500
firms in 92 countries. It was the largest single
earner of foreign exchange for Germany, and its
cartel agreements numbered over 2,000 and
included such major industrial concerns as
Standard Oil (New Jersey), the Aluminum Company
of America, E. I. du Pont de Nemours, Ethyl
Export Corporation, Imperial Chemical Industries
(Great Britain), the Dow Chemical Company, Rohm &
Haas, Etablissements Kuhlmann (France), and the
Mitsui interests of Japan, When Martin Bormann
switched on the green light for massive transfers
of wealth, I. G. Farben moved into high gear.
Hermann Schmitz, I. G.'s, president of that era,
reported to Martin Bormann: “Our measures of
camouflage have proved to be very good during the
war, and have even surpassed our expectations.”
The measures he referred to was camouflage of the
true ownership of Farben assets as a war and
postwar device. The company cloaked its direct
and indirect ownership and control of hundreds of
its foreign subsidiaries by utilizing every
conceivable device known to the legal mind. It
was a razzle dazzle operation, with Bormann
nodding approval and giving assistance every step
of the way. Other major German firms pursued the
same complicated and devious course.
A primary technique used generally for shifting
control of Gerrnan property to avoid Allied
seizure in the last year of the war was to use a
cloaking device of ownership. The German owner
would transfer his holdings to neutral national
who acted as the nominal owner; made easy by the
general European practice of using bearer shares
as a token of ownership (bearer shares are
negotiable by delivery, and it is exceedingly
difficult to trace the chain of title of a
particular share). Fees varied for this service,
but the usual figure was 5 per cent of the deal.
But the man who conceived and made possible the
transfer of German assets on a vast scale which
made possible the establishment of bastions of
economic strength outside Germany lives today in South America.
Martin Bormann, at 72, is the Reichsleiter in
exile, a legally appointed head of state who does
not consider himself to be a war criminal,
according to spokesmen for him. Much has been
written about Bormann in recent times; all of it
incorrect except for the single fact he is alive and in South America.
If he is ever to come out into the open and live
the life of a free man once again, he must refute
the charges of. Nuremberg, where he was tried in
absentia in 1945 46 and found not guilty on the
charge of crimes against peace, but guilty of war
crimes and crimes against humanity.
The indictment which the prosecution attorney
hammered home in the emotion charged atmosphere
of that period was that Bormann had been
“extremely active in the persecution of the Jews
not only in Germany but also in the absorbed or
conquered countries.” As the crime of racial
extermination was realistically what the
first Nuremberg trial was all about, Bormann must
produce incontrovertible evidence of his personal
innocence on this critical point. In its
decision, the International Military Tribunal
left a loophole for Martin Borrnann if he ever wishes to reopen the case.
“If Bormann is not dead,” the tribunal stated,
“and is later apprehended, the Control Council
for Germany may, under Article 29 of the Charter,
consider any facts in mitigation, and alter or
reduce his sentence, if deemed proper.”
Will Martin Bormann, an unquestioned genius of
finance and administration, take the gamble, or
continue to be the most hunted man in history?
A version of this archives appears in print on
March 3, 1973, on Page 31 of the New York edition
with the headline: Martin Bormann and the Future
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'From South America, where payment must be made
with subtlety, the Bormann organization has made
a substantial contribution. It has drawn many of
the brightest Jewish businessmen into a
participatory role in the development of many of
its corporations, and many of these Jews share
their prosperity most generously with Israel. If
their proposals are sound, they are even provided
with a specially dispensed venture capital fund.
I spoke with one Jewish businessmen in Hartford,
Connecticut. He had arrived there quite unknown
several years before our conversation, but with
Bormann money as his leverage. Today he is more
than a millionaire, a quiet leader in the
community with a certain share of his profits
earmarked as always for his venture capital
benefactors. This has taken place in many other
instances across America and demonstrates how
Bormann’s people operate in the contemporary
commercial world, in contrast to the fanciful
nonsense with which Nazis are described in so much “literature.”
So much emphasis is placed on select Jewish
participation in Bormann companies that when
Adolf Eichmann was seized and taken to Tel Aviv
to stand trial, it produced a shock wave in the
Jewish and German communities of Buenos Aires.
Jewish leaders informed the Israeli authorities
in no uncertain terms that this must never happen
again because a repetition would permanently
rupture relations with the Germans of Latin
America, as well as with the Bormann
organization, and cut off the flow of Jewish
money to Israel. It never happened again, and the
pursuit of Bormann quieted down at the request of
these Jewish leaders. He is residing in an
Argentinian safe haven, protected by the most
efficient German infrastructure in history as
well as by all those whose prosperity depends on his well-being.'
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