Mesogen
04-10-2008, 04:31 AM
Nestle is quite notorius, and here is the latest outrage.
http://www.tampabay.com/news/environment/water/article418793.ece
Florida sells unlimited water-pumping rights in drought-stricken State Park to Nestle for $230
That's not a misprint.
Nestle came into Florida and managed to pull off quite the coup.
The company got a permit to take water belonging to Floridians — hundreds of millions of gallons a year from a spring in a state park — at no cost to Nestle.
No taxes. No fees. Just a $230 permit to pump water until 2018.
Nestle bottles that water, ships it throughout the Southeast — much of it to Georgia and the Carolinas — and makes millions upon millions of dollars in profits on it.
The state granted Nestle permission to draw so much water against the strong recommendation of the local water management district staff. Because drought conditions were stressing the Madison Blue Spring, the staff said the amount of water drawn on the permit should be cut by more than two-thirds.
So while Florida is in a bitter dispute with its state neighbors over water use, it's giving its water away to a private company that bottles and ships it to those very same states.
If Nestle owns the land, then maybe. But it doesn't.
The state did much more than fight to get Nestle the right to pump as much water as possible from the spring.
As an added incentive for Nestle, the state approved a tax refund of up to $1.68-million for the Madison bottling operation. To date, Nestle has received two refunds totaling $196,000 and requested a third tax refund.
Nestle had promised to create 300 jobs over five years. The most people it has ever employed was about 250. The number dropped to 205 late last year, 46 of them from Georgia, which Nestle defends as common for a work force along a state line.
This is what Nestle calls Creating Shared Value:
http://www.nestle.com/SharedValueCSR/Overview.htm
Razia Berveen is a female livestock worker in Farooqa, Pakistan. She is one of the Nestlé trainers passing on knowledge and skills to 4,000 women who will go on to become agricultural extension workers under a Nestlé-United Nations Development Program (UNDP) partnership scheme in Pakistan.
For a business to be successful in the long term it has to create value, not only for its shareholders but also for society. We call this Creating Shared Value. It is not philanthropy or an add-on, but a fundamental part of our business strategy.
They make it sound so philanthropic.
http://www.tampabay.com/news/environment/water/article418793.ece
Florida sells unlimited water-pumping rights in drought-stricken State Park to Nestle for $230
That's not a misprint.
Nestle came into Florida and managed to pull off quite the coup.
The company got a permit to take water belonging to Floridians — hundreds of millions of gallons a year from a spring in a state park — at no cost to Nestle.
No taxes. No fees. Just a $230 permit to pump water until 2018.
Nestle bottles that water, ships it throughout the Southeast — much of it to Georgia and the Carolinas — and makes millions upon millions of dollars in profits on it.
The state granted Nestle permission to draw so much water against the strong recommendation of the local water management district staff. Because drought conditions were stressing the Madison Blue Spring, the staff said the amount of water drawn on the permit should be cut by more than two-thirds.
So while Florida is in a bitter dispute with its state neighbors over water use, it's giving its water away to a private company that bottles and ships it to those very same states.
If Nestle owns the land, then maybe. But it doesn't.
The state did much more than fight to get Nestle the right to pump as much water as possible from the spring.
As an added incentive for Nestle, the state approved a tax refund of up to $1.68-million for the Madison bottling operation. To date, Nestle has received two refunds totaling $196,000 and requested a third tax refund.
Nestle had promised to create 300 jobs over five years. The most people it has ever employed was about 250. The number dropped to 205 late last year, 46 of them from Georgia, which Nestle defends as common for a work force along a state line.
This is what Nestle calls Creating Shared Value:
http://www.nestle.com/SharedValueCSR/Overview.htm
Razia Berveen is a female livestock worker in Farooqa, Pakistan. She is one of the Nestlé trainers passing on knowledge and skills to 4,000 women who will go on to become agricultural extension workers under a Nestlé-United Nations Development Program (UNDP) partnership scheme in Pakistan.
For a business to be successful in the long term it has to create value, not only for its shareholders but also for society. We call this Creating Shared Value. It is not philanthropy or an add-on, but a fundamental part of our business strategy.
They make it sound so philanthropic.