Lately, we've been working on a sustainability index. For instance, it takes 185 gallons of water to grow the cotton to make a T-shirt. And it makes a difference where the water comes from. Is it from a dam that has displaced lots of people and destroyed a river? Once we determine that, we try to buy cotton from areas where it rains. Then we publish all of that information on our website. It's called the Footprint Chronicles. My goal is that this approach will become standardized, and clothing will be graded based on working conditions, biodiversity, and carbon footprint. I think this is going to change the apparel business the same way that organic standards have changed farming.
I've been interested in food for 40 or 50 years, and I'm just now focusing my attention on it. I want to change the way people are eating. A few years ago, I was asked to talk at a sustainable- seafood conference. In my presentation, I said, "You people in this room have no idea where your fish even comes from." And everybody guffawed. But when people catch fish in the ocean, they don't know where it originated. And when they put out big nets to catch pink salmon, they also catch endangered chum salmon. You have to release them, but they're already dead.
I thought I had wasted my time at that conference, but it gave me the idea to start Patagonia Provisions. I opened a salmon plant in British Columbia. We buy salmon from natives who fish with lines, selectively, so they release the endangered fish. We have a superior product that's as sustainable as possible. It sends a message to the fishing industry: This is the way it should be done. We started with salmon jerky. Hot smoked salmon is next. We're also going to make all-organic fruit and nut bars. It's the same approach we have taken with our clothing--full disclosure about where and how the product is sourced.
I usually leave the office around 3 p.m. When I'm home, I cook dinner most nights. I have to do something with my hands, especially if I've been sitting around all day. Otherwise, I get funky. I like to chop vegetables. I spend a lot of time in my garden in Ventura. I've got raised beds and phenomenal compost, which I could talk about for hours.
From June to October, I'm in Wyoming getting my mountain fix. I call into the company about twice a week to keep up with what's going on. Behind every Luddite is a woman with a computer. That's my wife, Malinda. When I get near a computer, the thing breaks down. I don't really use a cell phone, either. I went without one for the longest time, and then I got stuck in the Reno airport. The person who was supposed to pick me up wasn't there. I had to beg a cop to use his cell phone and then ask him how to use it. So Malinda got me a phone. But I've never received a call, because I've never turned it on.
When I'm in Jackson Hole, I'm out hiking or fishing every day. I'm trying to simplify my life. Everything pulls you to be more and more complex. I've gone back to the fly-fishing that was done in the 15th century, with just a pole and a line on the end with a fly--no $1,000 graphite rod or $500 reel. I love the idea of adapting myself to a situation rather than buying a lot of stuff. People don't need fancy stuff--they need gear that lasts and that works well. I've built my company based on that.
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On environmental sustainability
"I know it sounds crazy, but every time I have made a decision that is best for the planet, I have made money."
On managing change
"When you have a lot of independent people working for you, you can't tell them what to do, or you will get a passive-aggressive response. Instead, you have to build a consensus."
On subsidized lunches
"Not only are we feeding our employees good food, but we are building a community, too. Socializing is important."
On leadership
"The worst managers try to manage behind a desk. The only way to manage is to walk around and talk to people."
On his role
"I am the entrepreneur who comes up with the wild and crazy idea and then dumps it on people to let them figure it out."
