The world according to Monsanto : pollution, corruption, and

190 the world according to monsantoSpecter wrote that Shapiro was “one of America’s best paid executives” ($20million in 1998); nonetheless, “he always replied to mail on the day it wassent, often within minutes.” 29 He lived up to his reputation: I sent him a firste-mail on September 29, 2006, which he answered within a half hour, politelydeclining my request for an interview: “It’s been some years since I wasprofessionally engaged with biotechnology. ...I no longer feel competent tospeak on these subjects.”After learning that this man in his sixties, the father of two adult sons, hadstarted a second family, on September 30 I asked him the only question thatI had really set my heart on: “As the mother of three young girls, I would liketo know what kind of milk you give your children: ordinary milk [sold withno distinction between the conventional and the transgenic, because theyare blended and cannot be labeled] or organic milk?” The reply was almostimmediate: “I have two young boys. My 10 year old is lactose intolerant, my8 year old drinks lots of 2% milk and ice cream. We’ve never bought organicdairy products.” When I read this, meaning that Shapiro’s sons were notconcerned by this affair, I could not help recalling what Business Ethics hadwritten in January 1997: “It was very clear that Shapiro spoke in two voices.When discussing sustainability, he sounded hopeful. It was obvious hespoke from the heart. Yet, when responding to questions about Posilac, hereworded the queries, and provided the well rehearsed answers Wall Streetinvestors would want to hear.” 30The New Monsanto Will Save the WorldRight after becoming CEO of Monsanto in April 1995, Shapiro launchedthe great “cultural revolution” that was intended to move the old chemicalcompany into the era of “life sciences.” This new concept, based on the applicationof molecular biology to agriculture and health, was officially presentedat a Global Forum the “guru” organized in June 1995 in Chicago.Five hundred employees from all company divisions were invited to discoverhis new policy in a convivial atmosphere that contrasted with the company’slegendary rigidity. Encouraging the participants to call him Bob, the “Renaissanceman” in shirtsleeves moved the audience to tears when he spokeof the shame that some employees felt in saying what company they workedfor. 31 This time was past, because the “new Monsanto” was going to “save