作者: Yvon Chouinard
我们从产品开始，使用对环境危害较小的材料。我们每年捐出销售额的1% 。我们成为了一家B Corp认证的公司，和一家加利福尼亚公益企业。我们将价值观写入公司章程，这样它们才能得以存续。最近在2018年，我们调整了公司的目标: 通过我们的生意拯救地球。
它是这样运作的: 100% 有投票权股票将转移到Patagonia使命信托基金，这家为了保护公司而价值创建的基金; 100% 无投票权股票已经授予了 Holdfast Collective，一个致力于对抗环境危机和保护自然的非营利组织。这个组织的资金将来自Patagonia: 每年，我们在业务再投资后赚的钱将以分红形式发放到组织，以帮助应对环境危机。
从我们开始负责任的商业实验到现在已经将近50年了，而我们才刚刚开始。如果我们对一个繁荣的星球抱有希望 - 更不用说繁荣的企业 - 50年后，我们所有人都需要利用现有资源，尽力而为。这是我们找到的另一种承担我们职责的方法。
Earth is now our only shareholder.
This is what we can do.
By Yvon Chouinard
I never wanted to be a businessman. I started as a craftsman, making climbing gear for my friends and myself, then got into apparel. As we began to witness the extent of global warming and ecological destruction, and our own contribution to it, Patagonia committed to using our company to change the way business was done. If we could do the right thing while making enough to pay the bills, we could influence customers and other businesses, and maybe change the system along the way.
We started with our products, using materials that caused less harm to the environment. We gave away 1% of sales each year. We became a certified B Corp and a California benefit corporation, writing our values into our corporate charter so they would be preserved. More recently, in 2018, we changed the company’s purpose to: We’re in business to save our home planet.
While we’re doing our best to address the environmental crisis, it’s not enough. We needed to find a way to put more money into fighting the crisis while keeping the company’s values intact.
One option was to sell Patagonia and donate all the money. But we couldn’t be sure a new owner would maintain our values or keep our team of people around the world employed.
Another path was to take the company public. What a disaster that would have been. Even public companies with good intentions are under too much pressure to create short-term gain at the expense of long-term vitality and responsibility.
Truth be told, there were no good options available. So, we created our own.
Instead of “going public,” you could say we’re “going purpose.” Instead of extracting value from nature and transforming it into wealth for investors, we’ll use the wealth Patagonia creates to protect the source of all wealth.
Here’s how it works: 100% of the company’s voting stock transfers to the Patagonia Purpose Trust, created to protect the company’s values; and 100% of the nonvoting stock had been given to the Holdfast Collective, a nonprofit dedicated to fighting the environmental crisis and defending nature. The funding will come from Patagonia: Each year, the money we make after reinvesting in the business will be distributed as a dividend to help fight the crisis.
It’s been nearly 50 years since we began our experiment in responsible business, and we are just getting started. If we have any hope of a thriving planet—much less a thriving business—50 years from now, it is going to take all of us doing what we can with the resources we have. This is another way we’ve found to do our part.
Despite its immensity, the Earth’s resources are not infinite, and it’s clear we’ve exceeded its limits. But it’s also resilient. We can save our planet if we commit to it.