What they don't realize is that I'm not in the business to make clothes. I'm not in the business to make more money for myself, for Christ's sake. This is the reason Patagonia exists - to put into action the recommendations I read about in books to avoid environmental collapse. That's the reason I'm in business - to try to clean up our own act, and try to influence other companies to do the right thing, and try to influence our customers to do the right thing. So we're not going to change.

I'm the company philosopher and the burr in the saddle. I'm the one who says we need to try harder, improve the quality of our products, become a part of the political process, help elect people who are good for the environment.

...it's always been difficult for us to lead an examined life as a corporation. I've always felt like a company has the responsibility to not wait for the government to tell it what to do, or to wait for the consumer to tell it what to do, but as soon as it finds out it's doing something wrong, stop doing it.

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.

Yeah, leading an examined life, I always say, is a pain in the ass. It adds an element of complexity to business that most businessmen don't want to hear about. They just want to call a fabric manufacturer, and say, "Hey, give us 10,000 yards of shirting."

...there's no such thing as sustainability. There are just levels of it. It's a process, not a real goal. All you can do is work toward it. There's no such thing as any sustainable economy. The only thing I know that's even close to sustainable economic activity would be organic farming on a very small scale or hunting and gathering on a very small scale. And manufacturing, you end up with way more waste than you end up with finished product. It's totally unsustainable. It's just the way it is.

I took a dozen of our top managers to Argentina, to the windswept mountains of the real Patagonia, for a walkabout. In the course of roaming around those wild lands, we asked ourselves why we were in business and what kind of business we wanted Patagonia to be. A billion-dollar company? Okay, but not if it meant we had to make products we couldn't be proud of. And we discussed what we could do to help stem the environmental harm we caused as a company. We talked about the values we had in common, and the shared culture that had brought everyone to Patagonia, Inc., and not another company.