To do good, you actually have to do something.

But I'm really trying to run this company like it is going to be here a hundred years from now. That's what's important.

Is climbing, as a passion and as a sport, better off now than it was in the past? We can do harder climbs now in faster times - techniques are more refined and equipement more sophisticated - but are we really any better off?

Who are businesses really responsible to? Their customers? Shareholders? Employees? We would argue that it’s none of the above. Fundamentally, businesses are responsible to their resource base. Without a healthy environment there are no shareholders, no employees, no customers and no business.

Evil doesn’t have to be an overt act; it can be merely the absence of good. If you have the ability, the resources, and the opportunity to do good and you do nothing, that can be evil.

I've always thought of myself as an 80 percenter. I like to throw myself passionately into a sport or activity until I reach about an 80 percent proficiency level. To go beyond that requires an obsession that doesn't appeal to me. Once I reach 80 percent level I like to go off and do something totally different; that probably explains the diversity of the Patagonia product like - and why our versatile, multifaceted clothes are the most successful.

We've teamed up with some Japanese companies to, basically by 2010, make all our clothing out of recycled and recyclable fibers. And we're going to accept ownership of our products from birth to birth. So if you buy a jacket from us, or a shirt ,or a pair of pants, when you're done with it, you can give it back to us and we'll make more shirts and pants out of it.