Wet blanket time.
http://www.commondreams.org/views06/0502-34.htmActually, there is a lot to object to. A closer look at the company's business practices and Mackey's ideas about business and society reveals a vision not that different from a McDonald's or a Wal-Mart. In fact, the Whole Foods business model is more or less the standard stuff of Fortune 500 ambition. This is a vision of mega-chain retailing that involves strategic swallowing up (or driving out of business) of smaller retail competitors. It is a business model that objectively complements the long-term industrialization of organics (that is, large-scale corporate farms) over small family farms. It is also a vision in which concerns about social responsibility do not necessarily apply where less publicly visible company suppliers are concerned. Subsidiaries of cigarette manufacturers (for example, Altria, owner of Kraft's organic products) or low-wage exploiters of minority workers (such as California Bottling Co., Inc., makers of Whole Foods's private-label water) are apparently welcome partners in this particular eco-corporate version of “the sustainable future.”
None of this should be that surprising. Mackey's dream of a natural foods empire became possible in the late 1980s with venture capital provided by financiers Oak Investment Partners, Criterion Venture Capital Partners, and First Interstate Capital Corp., all firms with track records as profiteers in weapons manufacturing, as a Texas Observer investigation first reported in 1991. Yet marketing for socially responsible business can create the impression that there is such a thing as a clearly demarcated progressive business sector, reforming capitalism one sustainable mission statement at a time.
For the record, Mackey has not hesitated to defend McDonald's as a contributor to the public good. Nor does he have any problem with Wal-Mart, despite its atrocious labor record or the way it drives competitors out of business and pushes suppliers overseas to pursue rock-bottom costs.
Mackey's views on Wal-Mart became known to Hawken, author of The Ecology of Commerce, in the mid 1990s, when the Whole Foods CEO approached him about joining the Whole Foods board. The conversation was pleasant until the subject of Wal-Mart came up. Hawken mentioned that he'd been working recently to help some small towns in Vermont keep Wal-Mart out of their communities.
“What's wrong with Wal-Mart?” asked a surprised Mackey. Hawken said that since their time was limited, maybe it would be better to ask, “What's right about Wal-Mart?”
“Okay, what's right about Wal-Mart?” Mackey responded.
“Nothing,” said Hawken.
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"The ridiculously high turnover rate, wages that are lower than the industry standard, pervasive lack of respect, constant understaffing, absence of a legally-binding grievance procedure, and other poor and unfair labor practices-all of which have led to widespread low morale-highlight the simple fact that workers ultimately have no say in the terms and conditions of their employment at any Whole Foods Market-not just Madison. Workers are not recognized or appreciated for their contributions. Instead, Whole Foods relies on worker apathy and lack of investment in their jobs to keep turnover high, and for the most part, wages, benefits, and other working conditions poor. This environment should be unacceptable for any workplace."
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It's a bleak commentary on the current social climate when a management team that spews some of the most backward anti-union rhetoric this side of the last 150 years is still considered socially responsible by liberal investors and others spellbound by any company that combines talk of all things sustainable with record profits. In 1998, when the United Farm Workers (UFW), an early campaigner against the dangers of pesticides in food production, asked grocery retailers to endorse a pledge to support humane work conditions for California's strawberry workers, Whole Foods notoriously refused, making clear it was a matter of principle that the company would not cooperate with the UFW or any union.