Individual Project on Green Purchasing

Added on - 26 Mar 2021

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GREEN PURCHASING: INDIVIDUALPROJECTExecutive summary :·Company history (page 1)·Analysis of the sustainability ofPatgonia(page 1-6)·Recommendations (page 7)·Conclusion (page 7)·References and citations (page 8)1
Company historyThe company was officially created in 1965 by Yvon Chouinard. Passionate of climbingsince his childhood, the young American decided to create his own climbing speaks andswivels because the climbing material at the time was not resistant enough. Then hewas travelling from beach to beach and mountain to mountain for surfing and climbing.He lived off the sale of his climbing material that he created in his trunk. In 1965, with hisnew associate, he createdChouinard Equipmentand the manufacturing started tobecome industrial. At this time, he also opened his first store in Ventura, California,which is now the corporate office.Chouinard Equipmentquickly became the main sellerof climbing equipment in the United States. In 1972, the company was replaced byaluminum stoppers because peaks damaged cliffs creating cracks. This is how “cleanclimbing” was created. The same year the company launched some solid and innovativeoutdoor sport products designed around a rugby shirt that Yvon bought for climbingduring his travel in Scotland. After looking for new materials for his product, Yvon withhelp of his wife created Capilene and Synchilla: two textiles who are supple, stay warmand dry very fast. In the 80’s, while travelling, Yvon started to understand and besensitive to the growing ecological crisis.In 1986,Patagonia committedto redistribute10% of its benefits every year to NGO working for the preservation of the environment.In 1994, after the first sustainable audit ofPatagonia, the company understood that thenylon and the polyester (made of petrol) were not the most pollutant, but in fact, thecotton, a natural fiber, had a catastrophic impact on the environment. So, the companydecided that, from 1996 they will use only 100% biological cotton for their products.Nowadays, far from the greenwashing of some organizations, Patagoniakeeps trying toencourage activism. In 2002, the father ofPatagonia, Yvon Chouinard created afederation called “1% for the planet”. This federation regroups companies that areengaged for the preservation and will distribute 1% of their turnover to environmentalassociations.Even nowPatagoniais selling typical outwear like jeans, shirts or T-shirts, the mainproducts ofPatagoniastay outdoor/sport equipment and clothes. Their products areknown to be good quality, functional and comfortable.2
Analysis of the sustainability ofPatagoniaGovernance:I think that sustainability and environmental care is a part of whatPatagoniais. We saw that even in 1972, Yvon took some risk by drastically reducing hisproduction of peaks to replace it by aluminum stoppers because of the negative impacton cliffs. Aware from a long time now, about the environmental crisis, the company hasfollowed since more than 40 years his engagements for the sustainability of the planet.We can find many examples of these long term engagements. Now thatPatagoniaispretty well established on the market and has pretty good visibility, in addition to trying tofind sustainable solutions and options in every company’s processes and sectors, thecompany can share its ideas, engagements and encourage activism to peoples whoshare its values, not only its customers.For the infrastructures, in 2020, the company used 100% of renewable electricity in theUS and 76% in the world.Patagoniahas offices, stores and distributions centered onthe world but the footprint of their own establishment represents only 3% of the globalsupply chain footprint.Indeed, the huge majority of the production is created by localswhich the company is not proprietary, so it has less control than for its own locals. Butthe company said that “they prefer to sweep in front of their own door before sweepingin front of others’.”Social impact: Workers:The Company has been seen for a long time as unusual andone of the best work environments centered on culture. 1984,Patagoniadon’t used individual offices, and has a cafeteria with onlybiological foods and beverages. It’s also at this time that the company opened theGreatPacific Child Development Center,the firstcompany’s day care.Patagoniahas kept this“enterprise culture”, the company invests more than $1 million every day for day care forits collaborators. according to the web site,Patagoniais rated 4, 3/5 for its workingenvironment. This grade is based on data from 273 reviews written by employees. Theweb site givesPatagoniaa 65, which is the 2ndhighest in the textileindustry, and a B grade for its salary and working condition.3
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