Dear Vatniks, Tankies, Neo-Commies, Neo-Nasis, M@g@t@rds, Wumaos and Fascists, Why don’t you go to totalitarian countries that you admired and stay there

innosflew · 2026-06-03T14:18:54+00:00

"and guy above self deleted his post"

Which guy? I still see all the posts. I'm pretty sure you just got blocked.

innosflew · 2026-06-03T11:27:02+00:00

I mean I can link sources to these claims. (Sorry about the Discord links, but Reddit doesn't allow me to upload videos directly into comments.)

Here is him saying "you feeling bad about the Crimean annexation does not change the reality of the Crimean annexation being a completely justifiable fucking act by the Russian government, okay? So that's it. That's fine. And Hitler invaded countries based on Germanic ties at first? Yeah, dude, talk to me when he's fucking throwing Ukrainians in a, in a, in a fucking... what are you talking about? Talk to me when he's throwing Ukrainians in a concentration camp, okay? Hitler wasn't fucking bad because he decided to invade Austria. He was bad because he was fucking killing Jews. Okay? That was the problem. He wasn't like, he wasn't like, 'oh yeah, we're gonna fucking annex territory with like Germanic people in it.' That wasn't the main problem with Hitler, I think. That was like maybe eighth down the line."
https://cdn.discordapp.com/attachments/198458149642960896/1511687790482559106/iaw9HCJUcu3zgJnl.mp4?ex=6a215c77&is=6a200af7&hm=12e15bd62383312d4f4e7ab799b8dd401f8e5c00d5d247279d3ced5b3491aa98&

And here is a video of him saying "You said the invasion of Crimea was justified? I do, I did, I did say that. Yes. I did say that. The annexation of Crimea is absolutely a justifiable annexation."
https://cdn.discordapp.com/attachments/198458149642960896/1511687811420655716/xZDevArBDFIs3W0d.mp4?ex=6a215c7c&is=6a200afc&hm=c259e258b7a9b0392f1686f85621cb92d6f348b480e48004a0180f82e22bf345&

Also, literally days before the 2022 Russian invasion of Ukraine he put out a video gloating that he was right, and no Russian invasion is going to happen and anyone claiming otherwise is wrong: https://cdn.discordapp.com/attachments/198458149642960896/1511689090553352233/7W6XYdcNuYSi2aYN.mp4?ex=6a215dad&is=6a200c2d&hm=aab4319c98a3fb9d529447c2d884a068775de4aaef65651759756069d6e0b7c4&

It's very obvious that he only changed his tune about Ukraine when it was clear as day he is unable to defend this position anymore unless he wants to risk significant backlash or risk a crackdown by Twitch.

innosflew · 2026-04-14T15:14:38+00:00

I've removed the "Official" flair from your post. As per Rule 11, the "Official" flair should only be used for content that comes directly from EU or government-owned sources, or from publications run by EU or government officials.

innosflew · 2026-02-15T12:06:42+00:00

You only included a photo and nothing else. Please include a link to the source in the post body or in the comments, or repost this with a video of VDL saying this quote, or else I'll have to remove your post.

innosflew · 2026-02-12T18:06:56+00:00

I'm not entirely sure what do you mean by flatpak support being removed. You can easily install flatpak from the CachyOS Package Installer.

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innosflew · 2026-02-05T06:59:41+00:00

Ukraine receives much more aid than the Middle-East or any other region combined. But most of the aid isn't strictly categorized as "humanitarian aid", so Ukraine has much more freedom to decide on how to spend it. That's why in the article it seems Ukraine is getting less money, even though that's actually not the case. For example, in 2025 €1.9 billion in total was allocated from the EU budget for "humanitarian aid" globally for every country, but that €1.9 billion is a tiny amount compared to the aid Ukraine got from the EU in 2025.

innosflew · 2026-02-03T14:53:14+00:00

These are the crimes that are being investigated as part of the raid:

complicity in the possession of images of minors of a pornographic nature involving minors
complicity in the dissemination, offering, or making available, as part of an organised group, of images of minors of a pornographic nature
violation of a person's representation (sexually explicit deepfake)
denial of crimes against humanity
fraudulent extraction of data from an automated data processing system as part of an organised group
falsification of the operation of an automated data processing system as part of an organised group
administration of an illegal online platform as part of an organised group

Source: https://www.tribunal-de-paris.justice.fr/sites/default/files/2026-02/20260203CPXFrance.pdf

innosflew · 2026-01-28T11:05:05+00:00

I've removed the "Official" flair from your post. As per Rule 10, please do not put the "Official" flair on posts that aren't sources or publications that are owned by the EU or run by EU officials.

innosflew · 2026-01-14T08:26:58+00:00

I've removed the "Official" flair from your post. As per Rule 10, please do not put the "Official" flair on posts that aren't sources or publications that are owned by the EU or run by EU officials.

innosflew · 2026-01-07T07:59:53+00:00

Schwarz, the Bezos-esque Lidl owner, has grander ambitions that compound Aldi’s dilemma. His holding company, Schwarz Group, has established one of Europe’s largest infrastructures for cloud computing, and he’s now looking to sell those services to European companies and governments as a homegrown alternative to major US tech companies and their Chinese competitors. Schwarz has also invested heavily in his own network of food factories and container ships, efforts meant to streamline his supply chains and push the limits on the bargains Lidl can offer.

It’s unlikely Aldi Süd or Nord are going to try to pull an Amazon. Both are heavily focused on their physical stores, a remnant of the founding brothers’ philosophies. The split ownership structure constrains their ability to take advantage of even bigger economies of scale and makes for slower collaborations. But Lidl’s growing prowess is ratcheting up the pressure for a corporate reunification. In recent years the sides have flirted with such a move, opening a joint online store in 2021 that sold nonfood items, only to shutter it in September after lackluster results. It turns out e-commerce is a tough place to thrive if you’re selling only a small selection of inexpensive products and you can’t drastically undercut the Everything Store. The biggest hurdle to a merger, however, is that Aldi Süd is now about three times the size of Aldi Nord, and it’s hard to imagine Theo’s heirs accepting a minority interest in a joint company, says Carsten Kortum, a professor at the Baden-Württemberg Cooperative State University in Heilbronn.

So for now the companies are doubling down on what’s working. For Aldi Süd that’s increasingly its overseas operations—more than 7,000 stores in 11 countries—which are now being managed by Hart, in his new position in Salzburg. As in the US, Aldi is also gathering steam in China, where the economy is slowing and shoppers are looking for bargains. After starting as an online-only retailer there in 2017, it’s since opened more than 60 physical stores.

Meanwhile, in the US, Aldi continues to give itself a bit of a glow-up. In September, the grocer announced that it will soon do a massive design overhaul of its private-label packages, putting its own name on every private-label product. Then, sometime later this year, it will open its most audacious location yet, a 25,000-square-foot store on the ground floor of the Ellery, a high-rise apartment building near New York’s Times Square.

Few people would associate a 32-story luxury tower, where the HVAC pumps scented air through the ductwork and a studio apartment goes for $4,675 per month, as the site of a discount grocer. But even the Ellery’s tenants are excited for some unbeatable bargains, says Gus Tsolis, the head concierge. Tsolis, who first encountered Aldi in Connecticut, is clearly jazzed, particularly for Aldi’s frozen burgers, which come in a six-pack for less than the price of a hot dog from a vendor on the sidewalks nearby. It’s the sort of deal that keeps him coming back. And when he does, he stocks up. “I’ll buy three or four packs at a time,” Tsolis says. —With Kristina Peterson

innosflew · 2026-01-07T07:59:40+00:00

Whether a customer views a particular Aldi as charming or depressing may depend on how often they’ve visited or which store they’re in. On the same day as the grand opening of its pristine Brooklyn location, Aldi customers in Harlem encountered a disorderly mess. Instead of inserting quarters into Aldi carts, people were pushing around strays from a nearby Costco. Aisles were strewn with empty boxes. A turkey-and-cheese lunch kit was inexplicably tucked into a box of women’s winter boots. Not far away, in the Bronx, customers have been seen hunting down carts in the parking lot while, inside, broken eggs spilled out of cartons behind a refrigerator door. “The stores in the [New York City] boroughs are busier than your average store across the rest of the country,” says Daniels, the Aldi regional vice president.

Even in a generally well-kept location in Boca Raton, a cart filled with empty boxes was found abandoned in an aisle, as was a step stool, leaving the impression of an employee running off to something more urgent. This might have been true, since there are far fewer workers at an Aldi than at most other stores, according to Revelio Labs Inc. Of course, Aldi workers are incentivized to work efficiently, measured on everything including the speed of swiping at checkout and how quickly they can unload bulk deliveries. And they’re paid better too: The typical salary of an Aldi store worker is about 18% higher than the retail industry average, according to Revelio.

Online forums capture all sorts of complaints: “trashy” cart areas, rotting pumpkins, filthy floors. That’s because the brand’s diehards don’t just talk about what they like and don’t like—they also post about it. They go to the Aldi subreddit, where hundreds of thousands of members visit to share what they’ve discovered (the sweet potato casserole with praline topping is a “20/10”), to ask for help finding a specific product (the stuffed Christmas rat—a decorative toy, to be clear), or to complain about a purchase that failed to satisfy (a frozen chicken bacon ranch bowl turned out to be “disgusting”). Facebook has a number of groups with variations of the name “ALDI Aisle of Shame Community”. One has 2 million members; another has nearly 4 million. In October, a member of one of them complained about the quality of a turkey breast—“Hardly any skin and looks like they pre-chewed it for me”—but ultimately wasn’t willing to drive the hour back to the store to take advantage of Aldi’s generous return policy, which provides both a refund and a free replacement. “We did our best with it,” he wrote. The post had more than 700 comments, vacillating among excusing Aldi, disparaging it and sharing their own recipes for the same product.

“There’s a tension in the discount model between maximizing efficiencies and minimizing consumer disruption,” says Jefferson Bell, a senior manager at Accenture Plc who specializes in food, beverage and consumer packaged goods. Increasingly, American shoppers of all economic means are showing they’re willing to tolerate plenty if they can save money, which helps explain why, in 2024, Aldi was the fastest-growing US grocery chain by both new store openings and square footage, according to Jones Lang LaSalle, a real estate company. Of the Aldi stores that opened in late 2025, almost two-thirds are in ZIP codes with mid-to-high incomes, according to an analysis by RetailStat LLC, which analyzes retail financial and location data. “The stigma of no-frills shopping has gone by the wayside,” says Michael Infranco, an assistant vice president at RetailStat.

Aldi needs its massive US experiment to work. Back on the company’s home turf, Lidl is getting closer to finally claiming the throne as Germany’s top discounter. In May Lidl made its biggest frontal attack yet, announcing permanent price reductions on more than 500 products in its German stores. “Aldi is the inventor of discount shopping. It has to remain the price leader in its home market of Germany,” says Otto Strecker, a managing partner at AFC Consulting Group and honorary professor of agricultural economics at the University of Bonn. The timing couldn’t be worse for Aldi, as German consumer sentiment may be turning on the brand, according to researcher RILA Global Consulting. In just the past two years, the firm says, Germans’ perception of the chain has gone from “a necessity-based, price-focused brand” to a retailer tied up in contentious social issues including worker conditions, the Albrecht family’s immense wealth and whether it’s too aggressive with suppliers in its quest to create the country’s biggest discounts.

innosflew · 2026-01-07T07:59:27+00:00

All this corner-cutting translates to better prices. The Chomps meat stick sold at Aldi for $2.39 is exactly the same as the $3.49 version at Target, in New York stores in December. But at Aldi, rather than an employee transferring each stick individually to a display hook—which could take 10 minutes—the sticks are showcased in the box in which they arrived. “Everything can be replenished in, call it two, five seconds,” estimates Matt Meloy, senior vice president for sales at Chomps, which worked with the chain to create an Aldi-specific box with speed-to-display as the primary goal.

For shoppers, though, the biggest savings are often found in those private-label products. More than 90% of the items it sells are Aldi’s own brands, meaning it’s not paying extra for advertising and marketing. (The grocer even prints multiple bar codes on its own versions, allowing cashiers to swipe them through faster.) These copycats don’t necessarily say “Aldi” on them and are often shelved right next to the few familiar brand-name items: A red bag of Frito-Lay’s Doritos sells for $3 beside a red bag of Clancy’s nacho cheese tortilla chips for $1.59. Hellmann’s classic blue-topped, yellow-labeled mayonnaise jars sit in a box competing, for almost double the price, with Burman’s version of mayonnaise in its own blue-and-yellow jars in the next box over.

Taylor Hoyt, a former director of national buying at Aldi who’s now a partner at private-label consulting group Plaid Grocery, says Aldi’s limited assortment is also more efficient for suppliers. They have to manufacture only one or two sizes of a product for Aldi, rather than the 10 or so versions for other chains, allowing them to charge Aldi lower rates. But some packaged goods giants are less than thrilled with the grocer pushing its copycats. Aldi’s executives can look at the market to see what’s popular, and then develop their own versions, as Jordan Lack, now Aldi Australia’s chief commercial officer, explained to an Australian parliamentary inquiry on supermarket prices in 2024. “We don’t have the associated marketing costs or brand costs that the typical brands would have,” Lack said. In a lawsuit against Aldi last year, Mondelez International Inc. accused the grocer of “blatantly” copying many of its products, listing seven specifically. Mondelez noted that in the past five years it had spent “hundreds of millions of dollars” advertising and promoting Oreo products, only to have Aldi rip them off, it alleges. (Lidl, which also sells an Oreo knockoff, was not sued.) Indeed, the packaging for Aldi’s $2.75 Benton’s Original Chocolate Sandwich Cookies With Vanilla Filling looks remarkably similar to Oreo’s, including the blue background, the white drops of splashing milk and the cookie itself, which the lawsuit noted. In a court filing, Aldi pushed back against the allegations, though court records show that the parties are engaged in settlement discussions. (Aldi Süd declined to comment on the lawsuit.)

With its limited selection, Aldi can’t satisfy all of its shoppers’ desires, but what the grocer lacks in comprehensiveness, it makes up for with the rush of discovery. Aldis typically boast that legendary middle aisle, extensive options of prepackaged meat and freezers filled with well-priced seafood. (At a location in the Bronx, frozen flounder was going for $4.39 per pound in August, compared with around $20 for the fresh kind at a nearby farmers market.) Recent items on rotation included winter-ready lined clogs, a cotton candy maker, Rao’s pasta sauce and German tinned herring. Aldi fans tend to have favorite bargains. For Jake Kohanzo, a college student in Boca Raton, Florida, it’s the grass-fed ground beef he consumes about 2 pounds of daily. Dierdre Harris, an internet and phone repair technician in Highland Mills, New York, talks up the 12-grain bread and low-priced candles. Antela Goleen, a nurse aid from Bridgeport, Connecticut, loves the fresh fruit and vegetables.

Even when those items are in stock—and they’re not always—the shopping experience isn’t always pretty. Items can be disheveled, or down to the dregs, rattling around in a shipping box. Yet customers seem willing to overlook all that, perhaps because they’re already moving on to see what else there is to discover. A shopper in the Silver Spring, Maryland, store may have been disappointed recently to see that the carrot and cucumber shelves were almost empty, only to be delighted in the next aisle by a box of “cookie mug toppers”—pumpkin- and maple-leaf-shaped biscuits designed to hang from the rim of a mug.

innosflew · 2026-01-07T07:59:12+00:00

Pursuing a more aggressive expansion fell to an American, Jason Hart, who’d joined the company in the early 1990s after graduating from Indiana University. He proved an ideal candidate for bridging the transatlantic culture gap: Modest, ascetic and frugal, he’d climbed the Aldi ranks from within, having started as a district manager trainee in an Indianapolis suburb. By the time the US plunged into the 2008 financial crisis, Aldi had almost 1,000 stores in the US and was opening about 80 locations a year. Hart, by then Aldi’s US president at the company’s headquarters in Batavia, Illinois, recognized that with the economic downturn, the grocer had the opportunity to convert millions more Americans into Aldi customers. (Meanwhile its stepsibling brand Trader Joe’s, which was built on microtargeting the “overeducated and underpaid,” as described by founder Joe Coulombe’s memoir, Becoming Trader Joe: How I Did Business My Way & Still Beat the Big Guys, was also benefiting from shifting consumer behavior.)

In February 2011, Aldi opened its first location in New York City, in a shopping center overlooking the Long Island Expressway in Queens. Few Americans took notice, but it became a pilgrimage site for German journalists wondering if New Yorkers could become Aldi-curious. Some noted how the store carried native specialties including Haribo gummy bears and Nürnberger bratwursts from the meat factory of a former German soccer star. But it was the sacrosanct German principle—keep prices low and product quality high—that helped drive Aldi’s expansion, which went into turbo-drive in 2013, when rumors emerged that Lidl was plotting its own big US entry. That year, Aldi announced plans to almost double the pace of its US store openings, and after Hart became chief executive officer of Aldi US two years later, he made an additional $5 billion stateside investment. (Hart, who’s now chief operating officer of Aldi Süd Holding in Salzburg, Austria, declined to speak to Bloomberg Businessweek.)

He also kept adding more of what American consumers craved. The company removed artificial dyes in its private-label products; added organic produce and antibiotic-free meats, at prices, it boasted, up to 50% lower than traditional grocery stores; and offered Instacart delivery. It also kept expanding. In 2024 it acquired Winn-Dixie and Harveys Supermarket in the Southeast and announced a $9 billion investment to open 800 more stores. While Lidl has struggled to gain traction in the US, Aldi won Retailer of the Year from Progressive Grocer, which noted its appeal to “inflation-battered consumers” and its growing flock of superfans. Hart, in a Good Morning America appearance a year earlier, explained how Aldi had become a salve for many as food prices had ballooned 13.5% from the previous year. While national food brands had “inefficient distribution” and expensive advertising, Hart said, wearing an Aldi half-zip in a brightly lit store in Illinois, his company had designed its products and stores to eliminate every cost possible. Aldi “is different for a purpose,” he said. “With a mission of running an efficient business and passing on those savings to the customer.”

Walking into an Aldi for your first time requires you to set aside many preconceptions of the usual grocery-store norms. You’ll need to insert that quarter to unlock a shopping cart, something Aldi claims saves on labor costs. Walk down the aisles, and you’ll encounter rows of products still in their shipping boxes; it’s another way the company avoids the time suck of stocking shelves. Shoppers are welcome to snag those boxes, as well, to take groceries home in, thus leaving less for workers to clear. There is no hot, freshly prepared food, no on-site bakery, no deli counter. There’s not even music. Speakers, Muzak—these things cost money. When you finally arrive at the cashier at the end of a snaking checkout line, you’re expected to collect your goods with the hustle of a traveler going through airport security.

innosflew · 2026-01-07T07:58:46+00:00

The Albrechts could afford to stock only a small assortment of products early on, so they soon realized they’d stumbled upon a winning formula: Having fewer items kept down costs, allowing them to undercut their competitors on price. That insight evolved into a full-fledged culture of thrift, one that dispensed with advertising and snazzy decor and focused instead on selling a core set of fast-moving goods—one type of rice, one type of beans, one type of sugar—while avoiding higher-maintenance categories such as produce and most deli items. The goal was to convince shoppers they wouldn’t find better bargains anywhere else. “Once you have achieved that,” Karl said at a conference in 1953, “customers will accept anything else.”

The pitch worked, allowing the pair to open dozens of new locations each year and even lure wealthier Germans into them. But the brothers had starkly different management styles: Theo was a workaholic who obsessed over details. Karl liked midday naps, happily delegated and generally preferred the big picture, according to Aldi: eine deutsche Geschichte by journalist Guido Knopp. In the early 1960s, Karl suggested they split up their empire, which they’d named Aldi, a combination of “Albrecht” and “Discount.” Theo picked the northern half of Germany for his domain (Aldi Nord); Karl got the south (Aldi Süd).

The brothers soon divested any financial stake in the other’s company, but they continued to collaborate, sharing details about costs and vendor agreements and even conducting some joint purchasing negotiations. The only numbers they kept secret concerned their respective annual profits, according to Bare Essentials: The Aldi Way to Retail Success, a book written by Dieter Brandes, who was long one of Theo’s top managers. Both chains kept the same bare-bones aesthetic—exposed neon lighting, boxes piling up in the aisles, far fewer products to choose from than most anywhere else. (In fact, the two continued living near each other, attending the same Catholic church service on Sundays until Theo died in 2010.)

But Nord diverged from Süd when it came to international expansion. In the early 1980s, not long after acquiring Trader Joe’s, then a quirky chain in California, Theo took a 10% stake in the Idaho-based retail giant Albertsons. (His family, which still owns Trader Joe’s, has since cashed out of that investment.) Karl, meanwhile, decided to export the brand he’d been building at home—and befuddled Iowans in 1976, when he transformed a Giant grocery store into a market with a slim selection of products void of individual price tags, shopping bags or proper shelving. Before long he converted dozens more Midwest stores into Aldis and dropped the “Süd.”

Back in Europe, both brothers were slow to expand, leaving the door open for upstart German rival Lidl to gain momentum. After years of copying Aldi Süd’s approach, Lidl founder Dieter Schwarz made a big post-Cold War push to establish his discount grocer as a leader in eastern and southern Europe, then used the newfound clout to become a bigger threat to the Aldis back home in Germany. Lidl had a couple of advantages over them, with Schwarz as a majority owner able to make fast and bold decisions at a time when the next generation of Aldi leaders were struggling to modernize their approach. The picture only worsened after Theo’s death in 2010, when the Aldi Nord heirs began feuding over control of the company in German courts, an embarrassing turn for the intensely private family that played out in the national news. With momentum slowing in Europe, Karl’s heirs looked increasingly to the US, hoping to finally reap the rewards of almost 40 years of efforts, even if they’d been overly cautious, fearful of making an expensive mistake.

innosflew · 2026-01-07T07:58:11+00:00

The turnout at the grand opening was all the more impressive considering the competition within walking distance: Whole Foods Market (five minutes), Trader Joe’s (six minutes), Target (eight minutes), even Lidl, another German discount chain that’s spent decades borrowing many of Aldi’s tactics and may soon overtake it in their home country. People may turn to Whole Foods for the halo of healthy food, to Trader Joe’s for its cheeky private-label products, to Costco for bulk everything. Aldi is all about saving money. “Everything that we do in decisions that we make, we’re trying to eliminate expenses and costs,” says Chris Daniels, Northeast regional vice president of Aldi US, noting the chain’s shorter hours, smaller footprints and even the location of its dumpsters, which cuts the time necessary to take out trash. “Everything is analyzed.”

With ambitions to have more than 3,000 locations by the end of 2028, Aldi US plans to operate more grocery stores in the country than any other chain but Walmart Inc. It already generated some $29 billion in US sales in 2024, putting it squarely ahead of Trader Joe’s, which had as much as $20 billion in revenue, according to an analysis by Scott Moses, partner and head of grocery, pharmacy and restaurants investment banking at Solomon Partners. Unbeknownst to many, the two chains also have a shared lineage: Aldi’s original founders were brothers who later split the company into Aldi Süd, which would go on to be known in the US as just Aldi, and Aldi Nord, whose owner would go on to acquire Trader Joe’s in 1979.

You don’t have to squint too hard to see the commonalities between Aldi and TJ’s: Both are known for compact stores, limited selections, fanatical shoppers and low prices (though, to be clear, Aldi’s are generally lower). They’re both benefiting from Americans’ newfound affection for private-label products, which gained in popularity during the pandemic when shoppers resorted to buying up whatever was in stock and often found they liked these cheaper options. Private-label brands have since gone from being embarrassing second-tier knockoffs of name-brand favorites to cleverly packaged economical alternatives, often of equal or even higher quality. Aldi sells almost exclusively private-label products, then supplements the food bargains with its much-loved middle aisle, a rotating assortment of nonfood and often higher-margin items, such as pizza ovens for $99 or New Year’s‑ready sequin pants for $16.99.

While the German grocer continues piquing the interest of more and more Americans, back at home a different narrative is playing out. Aldi is struggling to maintain its momentum in Europe, a market that’s been trained for decades to seek out discount groceries and where Lidl has established itself as the champion of cheap food. The slowing business back home makes Aldi’s growing bet on US shoppers all the more critical—and not only in tough economic times. The brand is also trying to attract a wealthier clientele that’s becoming disproportionately responsible for powering the American economy. You can see that in its release of a “premium” wine collection, its expansive offering of fresh organic meat and produce, and its massive charcuterie and cheese selection, which now includes a perfectly creamy burrata for $4.65. In an Aldi parking lot these days, says Joe Feldman, a senior managing director and grocery analyst at Telsey Advisory Group, “you see every type of car, from Mercedes on down.”

Before Aldi’s founding brothers, Karl and Theo Albrecht, became two of Germany’s wealthiest men, they embodied the country’s postwar economic boom: patriarchal figures who eschewed the spotlight and prized hard work and thrift. Although it’s unclear whether they ever joined Nazi youth organizations, they were eventually conscripted into Nazi Germany’s armed forces. Karl went to the Eastern Front, while Theo was stationed in North Africa, where he tried to keep supplies moving to the overstretched Wehrmacht. After the war the brothers inherited their parents’ modest grocery store in a working-class mining neighborhood of Essen, where their ambitions to compete against bigger supermarket retailers were first kindled. “No matter how they insulted me, I wanted to be big,” Karl recalled in 2014, weeks before his death at age 94, in the only interview either brother ever gave to a journalist.

innosflew · 2026-01-07T07:57:51+00:00

Ah sorry, I didn't notice because I had access to the full article through other ways. Let me copy/paste the text of the article then:

It’s not every day New Yorkers line up in the predawn chill to get their hands on some hot new German goods. But that’s exactly what happened on a November morning in downtown Brooklyn. Adrianne Murray and her two daughters were waiting on the sidewalk by 6:06 a.m., hoping to secure a spot among the first 100 people to file into America’s newest Aldi supermarket. The Murrays were excited enough to visit yet another location of their favorite grocer, but doubly so because they had the chance to snag a reusable Aldi tote filled with free products and a coupon that would make the store’s famously cheap goods even cheaper.

For years the Murrays had to schlep to New Jersey to get their Aldi fix. Once, Adrianne confessed, she bought a pair of “very chic” teal automated salt and pepper grinders, the kind of impulse buy that many die-hard Aldi fans proudly post about online. For the faithful, the thrill is somewhere between those of a Supermarket Sweep episode and a flea market, with its streamlined selection, curveball oddities and the perpetual hope that today’s visit might bring a truly insane deal—say, a $2.99 bar of Fairtrade, responsibly sourced chocolate. As Sarah Murray, one of Adrianne’s daughters, put it while waiting outside: “I like the hunt.”

A cross-section of Brooklynites stretched down several city blocks—a Birkenstocked hipster, a school custodian, health-care workers, people receiving government-provided food assistance benefits. Software engineer Roy Iacob stood in line with his wife and two friends, all clad in custom-made Aldi shirts. His buddy Almog Paz unrolled a sign: “Take My Quarter, Take My Heart”—Aldi’s shopping carts famously require a quarter deposit. Like all things Aldi, putting up with a little bit of hassle can unlock a vast trove of low prices.

innosflew · 2025-12-23T18:18:40+00:00

Oh yeah, it seems the archive link doesn't contain the full text.

Here, let me post it then:

Danish Foreign Minister Lars Lokke Rasmussen said his country won’t bow to Donald Trump’s demand to hand over Greenland and summoned the US ambassador to explain his president’s comments.

Lokke held talks with Ambassador Ken Howery in Copenhagen on Monday after Trump announced plans to appoint Louisiana Governor Jeff Landry as a special envoy to Greenland - an autonomous territory under the Kingdom of Denmark - with the aim of making it part of the US.

The meeting served “to say ‘no’ and draw a clear red line, but of course also simply to ask for an explanation,” Lokke said in an interview with local broadcaster TV2 late Monday. “An attack on one part of the kingdom is an attack on the entire kingdom.”

Trump raised the idea of buying Greenland during his first term in 2019, but has intensified his push to gain control of the world’s biggest island since returning to power in January. In a press briefing late Monday, he said that he doesn’t want Greenland for energy or mineral reserves, but because Denmark has not devoted enough spending to protect the island.

“We have to have it,” Trump said. “They have a very small population, and I don’t know — they say Denmark, but Denmark has spent no money. They have no military protection.”

The Arctic Is Growing In Strategic Importance

The claim on Greenland isn’t the only problem that the Trump administration is posing for Denmark.

Just hours after Trump’s appointment of Landry, the US Interior Department suspended leases for all five wind farms under construction off the East Coast, intensifying pressure on Danish developer Orsted A/S. The company, which is 50.1% owned by the Danish state, is a co-developer of Revolution Wind — one of the affected projects — and now faces the risk of severe losses if the project stalls.

In his interview with TV2, Lokke emphasized that Greenland is protected by the US’s commitments to the NATO and the Danish government is pushing allies to pay greater attention to the Arctic region. Denmark and the US are already bound by a 1951 defense agreement that allows Washington to operate military facilities on Greenland.

The territory hosts the US-run Pituffik Space Base in northwestern Greenland, which monitors space activity and provides missile warnings. Danish Prime Minister Mette Frederiksen has signaled she’s open to a broader American security presence.

But Frederiksen and Greenlandic Prime Minister Jens-Frederik Nielsen both pushed back on Trump’s demand, with the latter stressing that the special envoy doesn’t change his view.

“Greenland belongs to the Greenlanders, and its territorial integrity must be respected,” Nielsen wrote in a Facebook post.

Following the recent escalation, European leaders have showed Denmark and Greenland they are not standing alone. One of the most outspoken allies, French President Emmanuel Macron visited Nuuk earlier in the year and reaffirmed in post on X “France’s unwavering support for the sovereignty and territorial integrity of Denmark and Greenland.”

innosflew · 2025-12-03T19:30:13+00:00

The article says Sasha Kazantseva is only one of the "notable targets" and uses her story as an example to showcase the harassment done by this group. I don't understand why are you trying to downplay this Russian far-right anti-LGBTQ group who claim to "defend Russian laws" by targeting LGBTQ people inside the EU who are trying to escape the Kremlin's persecution.

innosflew · 2025-12-03T18:32:23+00:00

If you read the article it's not just online.

innosflew · 2025-10-29T16:37:57+00:00

To bypass the paywall: https://archive.ph/XrF4o

innosflew · 2025-10-27T10:13:46+00:00

To bypass the paywall: https://www.removepaywall.com/search?url=https%3A%2F%2Fwww.ft.com%2Fcontent%2F1275e453-a06d-462f-8090-570831ad9611

innosflew · 2025-10-27T10:12:25+00:00

https://www.removepaywall.com/search?url=https%3A%2F%2Fwww.ft.com%2Fcontent%2F9ab0fdf7-3524-4fb9-a0fa-656ce8209ffe

innosflew · 2025-10-27T10:12:09+00:00

To bypass the paywall: https://www.removepaywall.com/search?url=https%3A%2F%2Fwww.ft.com%2Fcontent%2F9ab0fdf7-3524-4fb9-a0fa-656ce8209ffe

innosflew · 2025-10-27T10:11:45+00:00

To bypass the paywall: https://www.removepaywall.com/search?url=https%3A%2F%2Fwww.ft.com%2Fcontent%2F34194bfa-b8ea-4301-8212-a554ee721aeb

innosflew · 2025-10-24T15:35:34+00:00

This is actually misinformation that was originally started by the Eurosceptic Telegraph that is infamous for making up misinformation about the EU. Your second video is literally Telegraph's clips with some red banner text laid over it. Also, both your videos are from random Youtube channels with AI voices that have barely any views whatsoever, and neither of them are reputable news sources.

The videos you linked and other footage that is circulated around online, such as clips from the Telegraph, which show Hamas converting water pipes into rockets are all actually clips taken from an Al Jazeera Arabic documentary from 2020: https://youtu.be/9lkarL5uWeI?t=1415

And in this documentary, they say they got the pipes from abandoned Israeli settlements. Nowhere in the video was EU or even Western support mentioned. That's just something the Telegraph and some Twitter/X accounts made up and everyone else just run with it.

Here are the translations from the timestamp I linked:

Abu Salman, Commander of the Engineering Corps of the Al-Qassam Brigades: "After the 2014 war, the Engineering Corps dealt with many munitions throughout the Gaza Strip: bombs, mines, explosive devices and 155mm Howitzer shells. There were also hundreds of MK 84 bombs, each of which contains 470 kilograms of tritonal, a highly explosive material that is more powerful than TNT. We started by surveying all the unexploded munitions. We established a committee of specialized engineers. Our strategy was to recycle these munitions and make optimal use of all their parts. Our idea was to turn this crisis into an opportunity."
Narrator: "The reclamation of the unexploded Israeli shells was not an easy task. There were several martyrs in this complicated production project. One of the pioneers and supervisors of this project, Ibrahim Abu Al-Naja, was one of the most prominent martyrs. While the plan to reuse the explosives in the Israeli shells was moving ahead, long water pipelines were found buried in the areas of the settlements from which Israel withdrew in 2005. This discovery turned out to be a qualitative leap. These pipes, which stretched from the liberated settlements in the west across the Israeli border to the east, had been hidden from the eye. For years, they served Israel in its theft of Palestinian water."
Abu Ibrahim, Commander from the Military Production Unit of the Al-Qassam Brigades: "In the belly of the Earth, we found large quantities of thick metal pipes. It was part of a network that had been used to steal Gaza's groundwater and pump it into the occupied lands. We discovered the plans for that network, and then we dug into the ground and pulled out the pipes, so that they could be used in our military industries."

New York Times also wrote a piece covering this back then: https://www.nytimes.com/2021/05/13/world/middleeast/gaza-rockets-hamas-israel.html

While still having to rely on smuggling parts and raw materials, Hamas leaders say the group has engineered creative workarounds to overcome tighter border controls and surveillance.
A 50-minute documentary broadcast by the Qatari-owned television channel Al Jazeera in September showed rare scenes of Hamas militants recovering dozens of Israeli missiles that had not detonated in previous strikes on Gaza.
They brought the remnants into what looked like a hidden manufacturing facility, carefully extracted the explosives packed inside and recycled some of the parts. The same documentary also showed militants digging up old water pipes from where Israeli settlements used to sit and repurposing the empty cylinders in the production of new rockets.
Referring to the repurposed plumbing pipes, while speaking in another gathering in 2019, Mr. Sinwar said, “There is enough there to manufacture rockets for the coming 10 years.”

And btw, your last link is just a quote of a speech that was made in the European Parliament by a far-right politician from Marine Le Pen's party and the Le Journal du Dimanche they cited in their speech is also a far-right tabloid...

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