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巴塔哥尼亚的“岩棍”亿万富翁立志改变慈善事业大卫·盖尔斯的新书探讨了伊冯·乔伊纳德的人生。这位创办了市值30亿美元的户外运动公司的企业家，如今正将公司利润全部捐赠给一家致力于应对环境危机的慈善组织。
来源：
慈善纪事报/The Chronicle of Philanthropy
作者：
展开剩余95%Tamara Straus
文章《Patagonia’s ‘Dirtbag’ Billionaire Is Out to Transform Philanthropy/巴塔哥尼亚的“岩棍”亿万富翁立志改变慈善事业》发布在《慈善纪事报》上。文章作者是Tamara Straus。这篇文章是对《Dirtbag Billionaire: How Yvon Chouinard Built Patagonia, Made a Fortune, and Gave It All Away/岩棍亿万富翁：伊冯·乔伊纳德如何打造巴塔哥尼亚、积累财富并将一切赠予世界》一书作者大卫·盖尔斯的采访，聚焦于巴塔哥尼亚创始人伊冯·乔伊纳德及其颠覆性的慈善实践。通过这本书，盖尔斯希望展示乔伊纳德如何用企业推动全球环保事业，并探讨这种模式如何为慈善和资本主义提供全新可能性。“Hopefully this will influence a new form of capitalism that doesn’t end up with a few rich people and a bunch of poor people.”
“希望这能够推动一种新的资本主义形式，一种让世界不再是只有少数富人和一大群穷人的形式。”
That’s what Yvon Chouinard, founder of Patagonia, said in September 2022 when he announced his decision to give away his company. His plan was unusual, some say even revolutionary. Instead of selling the $3 billion outdoor clothing and equipment company to the highest bidder, going public, or leaving it to family, Chouinard and his wife, Malinda, transferred 100 percent of the company’s voting stock to a specially designed trust and a 501(c)(4) social welfare nonprofit called the Holdfast Collective to fund the fight against climate change and protect nature.
这正是巴塔哥尼亚创始人伊冯·乔伊纳德在2022年9月宣布决定将公司捐出时所说的话。他的做法非常特别，甚至有人称之为“革命性的”。乔伊纳德没有将这家市值30亿美元的户外服装与装备公司出售给出价最高的买家，也没有选择将其上市，或留给家族继承。乔伊纳德与妻子玛琳达一起，将公司100%的表决权股份转让给一个专门设立的信托基金和一家名为Holdfast Collective的501(c)(4)社会福利类非营利组织，用于资助抗击气候变化和保护自然的行动。
Who does that? That’s the question New York Times climate reporter David Gelles sets out to answer in his latest book Dirtbag Billonaire: How Yvon Chouinard Built Patagonia, Made a Fortune, and Gave It All Away. Gelles takes the reader down a zigzagging trail from Chouinard’s upbringing in rural Maine and southern California to his formative days as a “dirtbag climber” — a term, Gelles explains, “affectionately bestowed on poor, itinerant outdoorsmen so uninterested in material possessions they are happy to sleep in the dirt” — to his somewhat accidental founding of Patagonia to support his moderately profitable climbing equipment business, which Chouinard in turn had started to fund his obsessive climbing habit.
谁会这么做呢？这正是《纽约时报》气候记者大卫·盖尔斯在其最新著作《岩棍亿万富翁：伊冯·乔伊纳德如何打造巴塔哥尼亚、积累财富并将一切赠予世界》中试图回答的问题。在书中，盖尔斯带领读者走上一段曲折的旅程：从乔伊纳德在缅因州乡村和南加州的成长经历，到他早年作为一名“岩棍”的日子。盖尔斯解释说，“岩棍”是一个带着亲切意味的称呼，指那些生活贫困、四处漂泊、完全不在意物质享受，只为户外运动和攀岩而活，甚至乐于睡在泥地上的人。书中还讲述了乔伊纳德如何在一次“偶然”中创办了巴塔哥尼亚，以支持他那盈利中等的攀岩装备生意。而这家公司本身，也只是乔伊纳德为了满足自己对攀岩的痴迷而建立的。
In Gelles’s hands, Chouinard keeps morphing. He is a rough outdoorsman and then a small businessman determined to make climbing tools with low-to-no environmental impact and then the founder of a booming business opposed to consumerism, environmental degradation, and the norms of corporate capitalism.
在盖尔斯的笔下，乔伊纳德的形象不断变化：最初，他是一名粗犷的户外运动爱好者；随后，他成为一位小企业主，坚定地要生产对环境影响极小甚至完全无害的攀岩工具；最后，他又成为一家蓬勃发展的企业创始人，却始终反对消费主义、环境破坏，以及传统的企业资本主义规范。
The nonprofit story is just as eye-popping. Since the late 1990s, Patagonia has given away about $1 million a year in unrestricted funding to environmental nonprofits. In 2002, Chouinard and his colleagues launched 1% for the Planet, which has since spurred over $800 million from more than 4,500 businesses to support environmental partners around the globe. And in its first year of operation, the Holdfast Collective has made 690 grants and commitments totaling more than $61 million. In total, those funds have helped protect 162,710 acres of wilderness around the world, Gelles reports. The Chronicle interviewed Gelles about this philanthropy-first capitalist, his colleagues and family members, and their efforts.
这段关于非营利事业的故事同样令人瞩目。自上世纪90年代末以来，巴塔哥尼亚每年向环保类非营利组织提供大约100万美元的非限定资金。2002年，乔伊纳德和他的同事们发起了“地球1%”（1% for the Planet）项目。该项目至今已激励了4500多家企业捐赠了超过8亿美元，用于支持全球的环保合作伙伴。在其开始运营的第一年里，Holdfast Collective一共提供了690笔资助与承诺，总额超过6100万美元。盖尔斯指出，这些资金已经帮助保护了全球162710英亩的荒野。慈善纪事报对盖尔斯进行了采访，内容涉及这位将慈善置于核心的资本家、他的同事与家人，以及他们所付出的努力。
You mention toward the end of your book that Michael Bloomberg has followed Yvon Chouinard’s lead in deciding to give the vast majority of his $22.5 billion company to his Bloomberg Philanthropies, and there is the example of David Green, the founder and CEO of Hobby Lobby, and his multi-billion pledge to Christian philanthropy. Why are there so few examples of philanthropy-first companies at a time when there are so many billion-dollar enterprises? 你在书的结尾提到，迈克尔·布隆伯格效仿伊冯·乔伊纳德的做法，决定将自己225亿美元公司的绝大部分资产捐赠给Bloomberg Philanthropies；还有霍比罗比（Hobby Lobby）创始人兼CEO大卫·格林承诺向基督教慈善事业捐赠数十亿美元承诺的例子。那么在如今拥有如此多十亿美元级企业的时代，为什么以慈善为先的公司却寥寥无几呢？There are a handful of other well-known companies with strong charitable legacies. Hershey, Lego, and Rolex all come to mind. But because most big corporations are publicly traded, the expectation is that most of their profits are returned to shareholders in the form of buybacks and dividends, not spent on charitable causes.
还有少数几家有着深厚慈善传统的知名公司，比如好时（Hershey）、乐高（Lego）和劳力士（Rolex）。但由于大多数大型公司都是上市公司，因此人们期望它们的大部分利润以回购和股息的形式来回馈股东，而不是用于慈善事业。
That’s what makes Patagonia so unique. Yvon Chouinard never took on any outside investors and never took the company public. As a result, he was able to funnel a fair bit of the company’s profits and personal wealth toward conservation and environmental activism for the decades that he owned the company. And then in 2022, he and his family — who still controlled all the shares — were able to give the company away and set up a structure that ensures all future profits go to those causes as well.
这正是巴塔哥尼亚如此独特的原因。伊冯·乔伊纳德从未引入任何外部投资者，也从未让公司上市。因此，在他拥有公司的几十年里，他能够将公司相当一部分的利润和个人财富投入到环境保护和环保行动中。然后在2022年，他和他的家人（仍控制着所有股份）得以将公司捐赠出去，并建立了一个架构，确保未来的所有利润也都将继续用于这些事业。
《纽约时报》气候记者大卫·盖尔斯表示，如今越来越多的企业家和公司创始人渴望以一种对员工有益、对地球有益、对整个社会也有益的方式经营企业。巴塔哥尼亚就是一个确凿的证明。
图片来源：Guerin Blask
Do you expect we’ll see a significant rise in B Corps and public benefit corporations? Or do you think the numbers will remain small and most big companies will continue to donate through their foundations and employee charity matching programs?你预计共益企业（B Corps）和公共利益企业的数量会大幅增加吗？还是你认为这类企业的数量会保持在较低水平，而大多数大公司会继续通过其企业基金会和员工慈善配捐计划来进行捐赠？I think it’s fair to call it a small but growing movement. There are thousands and thousands of companies out there, and for now at least, only a tiny minority are going to pursue real charitable initiatives. It’s also important to note that just because a company is a B Corp or a public benefit corporation, that doesn’t mean that they’re automatically giving away most of their profits. All that said, I do believe that especially among entrepreneurs and founders these days, there is more and more of an appetite to run businesses in a way that is good for their people, good for the planet, and good for society at large. And Patagonia is proof positive of that.
我认为可以称之为一场规模虽小但正在发展的运动。市面上有千千万万家公司，至少目前来看，只有极少数会推行真正的慈善举措。还需要注意的是，一家公司是共益企业或公共利益企业，并不意味着它们会自动将大部分利润捐赠出去。话虽如此，我确实认为，尤其是在如今的企业家和创始人当中，越来越多的人渴望以一种对员工有益、对地球有益、对整个社会有益的方式来经营企业。而巴塔哥尼亚就是一个确凿的证明。
The Conservation Alliance, the Textile Exchange, 1% for the Planet, the Sustainable Apparel Coalition, the B Corp movement, and Time to Vote — how is it that Chouinard and his colleagues made time for so many noncommercial interests? And how much have those interests helped sell the Patagonia brand?自然保护联盟（Conservation Alliance）、纺织品交易所（Textile Exchange）、地球1%计划（1% for the Planet）、永续成衣联盟（Sustainable Apparel Coalition）、共益行动（B Corp movement）以及投票时刻（Time to Vote），乔伊纳德和他的同事们是如何抽出时间关注这么多非商业事务的？这些事务又在多大程度上推动了巴塔哥尼亚品牌的销售？One of the surprising things about reporting this book was finding Patagonia’s fingerprints all over the corporate world. You mentioned those groups, but there are many other official and unofficial ways in which the company made its imprint on a variety of industries, including apparel, manufacturing, and food. It wasn’t really an issue of time management for the team — they were promoting these causes and trying to get other companies on board because they believed it was the right thing to do. And it certainly wasn’t to enhance the brand. Patagonia has a very conflicted relationship with media and marketing.
在撰写这本书时，一个令人惊讶的发现是，巴塔哥尼亚在企业界的影响无处不在。你提到了那些团体，但这家公司还通过许多其他官方和非官方的方式，在服装、制造业和食品等多个行业留下了自己的影响。这对团队来说其实不是时间管理的问题。他们之所以推动这些事业，并试图让其他公司加入，是因为他们相信这是正确的做法。而且，这绝对不是为了提升品牌形象。巴塔哥尼亚与媒体和营销的关系一直非常矛盾复杂。
In writing the book, you seem to have spent considerable time with Chouinard, his wife Malinda, and their children, Fletcher and Claire. How did they avoid the public battles typical of families with billions in assets? And why was setting up a private foundation or giving the reins to his kids something Chouinard decided not to do?在撰写这本书的过程中，你似乎花了大量时间与乔伊纳德、他的妻子玛琳达以及他们的孩子弗莱彻和克莱尔接触。像那些拥有数十亿美元资产的家族中常见的公开争斗，他们是如何避免的？而乔伊纳德又为什么决定不设立私人基金会，也不将公司掌控权交给子女？I asked Chouinard this very question and he told me: “I raised them right.”
我就是这样问乔伊纳德的，他告诉我：“我把他们教育得很好。”
Chouinard was never enamored with money or material possessions, and his children never got the taste for riches, either. To be clear, they’re all living comfortable lives. They own their homes, travel when they want, and I’m sure Chouinard’s grandchildren won’t have to worry about paying for college.
乔伊纳德从未痴迷于金钱或物质财富，他的孩子们也从未养成对财富的兴趣。需要说明的是，他们都过着舒适的生活。他们拥有自己的房子，想去哪儿旅行就去哪儿，而且我可以肯定的是，乔伊纳德的孙辈们不必为支付大学学费而担忧。
But the passions that enraptured Chouinard himself — being in nature, participating in sports, protecting the natural world — are the same things that motivate his wife and two children. As for why they didn’t set up a foundation, it really had to do with their intense desire for privacy. They quite simply didn’t want anything with their name on it — not a building, not a school, not an endowed chair, and not a foundation.
然而，让乔伊纳德本人为之痴迷的那些热情：亲近自然、参与运动、保护自然环境，同样也激励着他的妻子和两个孩子。至于为什么他们没有设立基金会，这主要与他们强烈的隐私需求有关。他们就是不想自己的名字出现在任何地方，无论是建筑、学校、捐赠教席，还是基金会。
Has Patagonia changed its commitments to diversity, equity, and inclusion or environmental justice in reaction to the Trump administration’s opposition to these efforts?巴塔哥尼亚是否因特朗普政府反对多元化、公平与包容或环境正义方面的工作，而改变了自身在这些领域的承诺？No. Patagonia is one of the few companies out there that is still speaking out loudly about what it sees as this administration’s rising authoritarianism and efforts to make America less healthy, less safe, and ultimately less abundant.
没有。巴塔哥尼亚是少数几家仍在大声疾呼的公司之一，它认为本届政府的威权主义日益抬头，并试图让美国变得不健康、不安全，最终变得资源匮乏。
关键句翻译公共利益公司是一种特殊的企业法律形态，其核心特征是在追求营利目标的同时，将实现特定公共利益明确纳入公司的法定使命和运营要求中。那么公共利益公司的英文全称是什么？
Public Benefit Corporation
corporation n. 公司；企业
翻译、撰稿：丁适于（杭州市基金会发展促进会）
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