Issue link: https://bluemagazine.uberflip.com/i/25232
IN FRONT •• TH E ON E PERCENT CLU B "WHEREAS, we do not believe that the government, any government, is doing enough to protect and restore the health of our planet.. ." No, this is not the introduction to a constitution for the new millennium penned by an Earth-liberation anarchist from Portland. It's the beginning of Yvon Chouinard's invitation for busi- nesses around the world to join his One Percent Club, whose mem- ber companies donate one percent of their annual sa les to environ- mental causes. Some of Chouinard's friends may consider him an earthy anarchist, but he's definitely not from Portland. He is a legendary French-Canadian climber and the founder of Patagonia, a $200-mil- lion-a-year outdoor gear company based in Ventura, CA. The Club may be a radical idea for sketchy environmental times, but it is far from being a mere pipe dream. Back in 1985, Patagonia established a policy of donating 10 percent of its annual profits to environmental causes, one of the first companies to make such a commitment. But this grants program was- n't enough for Chouinard. " It's too easy to fudge the numbers and hide profits," he says. In the early 1990s, Chouinard was one of four CEOs at the country's largest gear manufacturers (along with Kelty, the North Face and REI) who formed the outdoor industry's Conservation Alliance. Companies join the Alliance by chipping in $1,000 per $1 million in annual sales (up to $10,000), or $~OO if their yearly sales are less than $1 million. Members then collectively decide which grassroots envi- ronmental groups to fund. The Alliance now has 65 members and doles out up to $300,000 each year to cutting-edge, high-leverage environmental campaigns. Chouinard recognizes that this self-imposed tithing pro- gram may seem implausibly altruistic to others, but to him it makes perfect business sense. " I have believed in karma all my life , and it works for me," Chouinard says. " If I'm ever hooked up to the kidney machines someday, maybe I'll call in some credits." But as Chouinard begins the process of recruiting members to the One Percent Club, he knows that most corporations will only see it as a risk. He couldn't disagree more. "Risk is stupid," says Chouinard, a climber with dozens of first ascents to his name. "Evil Knieveal takes risks. We don't take risks at Patagonia. We do our homework." Chouinard's homework leads him to believe that the biggest risks in today's world are our ever-increasing environmental problems. Patagonia's mission statement-to inspire and implement solutions to the environmental crisis-reflects th is. But Chouinard now sees this crisis creeping up on the business world. He thinks that as the crisis gets worse, not belonging to the Club will be the real risk. Chouinard wants major corporations, even multinational petroleum conglomerates, to join the club. " I would go out of my way to buy gas from a One Percent Club member," says Chouinard. "Even if they [the gas companies] did it for all the wrong reasons-just to get more customers-the resu lt would be the same." Although contributions from a few small companies will help, " I want to do more than hold environmental bake sales," says Chouinard. "Just imagine how much money we'd have if big oi l corporations gave one percent to the environment each year."-Lin Alder 26