The company was founded more than 35 years ago and now boasts 1,300 employees and $275 million per year in sales. From the beginning, Chouinard and his wife and business partner, Malinda, declared that they would establish a business only on their own terms of environmental preservation above all else. Unlike in many businesses where employees often leave their true personalities at the door to conform to business policies, at Patagonia Chouinard wants employees to retain who they are at all times. Chouinard, himself, is a passionate and dedicated mountain climber, surfer, and skier. He spends at least half the year in the field doing what he loves: testing Patagonia’s many products and spreading Patagonia’s message of environmental preservation.
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Because many Patagonia employees shareChouinard’s dedication to the environment, after one year of employment Patagonia covers up to 60 days’ worth of an employee’s salary, enabling employees to take time to volunteer with grassroots organiza-tions. Employees are simply asked to report back about their experiences upon their return. In 1985, Patagonia created the Patagonia Earth Tax. The company gives back 1 percent of sales to environmental grassroots organizations. Employees from all parts of the company serve on a council where they work together to determine which organizations the company will support. Patagonia has received criticism from the business community for its unorthodox business practices, but employees are loyal. In fact, there are about 900 applicants for every job opening at Patagonia’s headquarters. Because competition is so fierce, those who make it through are entirely committed to Chouinard, the company, and Patagonia’s values. For all that Patagonia appears laidback, Chouinard and his team are striving for perfection—the highest quality with the least impact—every day. Annual turnover at Patagonia is only 4
Because many Patagonia employees shareChouinard’s dedication to the environment, after one year of employment Patagonia covers up to 60 days’ worth of an employee’s salary, enabling employees to take time to volunteer with grassroots organiza-tions. Employees are simply asked to report back about their experiences upon their return. In 1985, Patagonia created the Patagonia Earth Tax. The company gives back 1 percent of sales to environmental grassroots organizations. Employees from all parts of the company serve on a council where they work together to determine which organizations the company will support. Patagonia has received criticism from the business community for its unorthodox business practices, but employees are loyal. In fact, there are about 900 applicants for every job opening at Patagonia’s headquarters. Because competition is so fierce, those who make it through are entirely committed to Chouinard, the company, and Patagonia’s values. For all that Patagonia appears laidback, Chouinard and his team are striving for perfection—the highest quality with the least impact—every day. Annual turnover at Patagonia is only 4