# data[].attributes.body
Winter

I like your use of colors to differentiate your box groupings.

Your introduction needs to include mention of Walmart and Patagonia since you spend so much of the essay focused on these two corporations.

As mentioned on the mycsw page, each body paragraph box needs "cited evidence".

Who are those involved in the protest movements?

You have a lot of great ideas here, Winter, and when you explained your essay to me, I understood where you wanted to take it.  However, you really need to identify the specific evidence for each body paragraph so I know how you are incorporating the sources connected to your body paragraph boxes.

Thesis: 2.5/3

Intro: 3.5/4

Body paragraphs: 11/15

Counter-argument: 4/4

Conclusion: 4/4

25/30

# data[].attributes.attachment_link.readable_text
For the better part of his 20s, Yvon Chouinard spent more than half of each year gallivanting across North America and the Alps, sometimes living on 50 cents a day, as he climbed peaks with his buddies. The man who would later go on to found outdoor gear titan Patagonia would catch ground squirrels to supplement his diet and sometimes hide out from rangers when he overstayed camping limits at parks.

"We took special pride in the fact that climbing rocks and icefalls had no economic value in society," Chouinard wrote in his book, Let My People Go Surfing: The Education of a Reluctant Businessman. "We were rebels from the consumer culture."

Chouinard took his philosophy and embedded it in Patagonia, which grew out of a climbing equipment startup through which he financed his mountain adventures. Patagonia has leveraged its position as a top outdoor gear and clothing brand to advocate for environmental causes. The company's success has also turned its founder into a reluctant member of the three-comma-club. Based on his ownership of Patagonia, FORBES pegs Chouinard's net worth at $1 billion.

In 2015, the company's sales reached a new peak of $750 million. FORBES values Patagonia (which Chouinard owns outright) at a multiple of revenues, using publicly traded competitors like Columbia Sportswear as a proxy.

A spokeswoman for Patagonia told FORBES, "We strongly oppose being included on this list." It's unlikely Chouinard will boast to his friends about being declared a billionaire. "I've been a businessman for almost sixty years. It's as difficult for me to say those words as it is for someone to admit being an alcoholic or a lawyer," Chouinard wrote in his book. "I've never respected the profession. It's business that has to take the majority of the blame for being the enemy of nature."

A self-proclaimed "dirtbag" who at one point spent more than 200 nights a year sleeping outdoors, Chouinard has pushed Patagonia to adopt sustainable practices, including making fabric out of recycled plastic bottles. On Black Friday 2011, Patagonia famously printed a full-page ad in The New York Times encouraging customers to not buy its products. His activist company offers free repairs for its apparel, because "the single best thing we can do for the planet is to keep our stuff in use longer," CEO Rose Marcario wrote a little over a year ago on Patagonia's blog.

"I'm sure he's made what some people might consider not smart business decisions in order to have his ethics drive his business," Susie Tompkins Buell, cofounder of outdoor clothing firm North Face and a long-time friend of Chouinard told me. "He didn't create a culture of things you want. He tried to create a culture of things that would serve you."

Born in 1938 in Lisbon, Maine, Chouinard and his family moved to Burbank, California, when he was about 8. There, Chouinard joined a falconry club as 14-year-old and learned to rappel down cliffs. At 16, he drove a 1940 Ford he'd rebuilt up to Wyoming, where he spent the summer learning to use pitons, the metal spikes that climbers place in rocks to anchor their ropes, and survived risky ascents.

In 1957, the outdoorsman started forging his own pitons, later naming his startup Chouinard Equipment. For years, he made a living by selling the gear out of the back of his car as he roamed around Wyoming, the Alps and Yosemite with his itinerant climbing band. Chouinard Equipment's first catalogue, published in 1972, opened with an essay exhorting climbers to open their eyes to the environmental impact of their sport.

During a trip to Scotland in 1970, Chouinard bought a rugby shirt that he wore while climbing in the U.S. The sturdy fabric appealed to other climbers, so he imported some jerseys and they sold out right away. Chouinard also started selling gloves, hats and shorts, and a few years later, he baptized his apparel business Patagonia after the rugged mountainous region in southern Argentina. In an early act of environmental heroism, Patagonia donated working space, a mailbox and some cash to a graduate student working to save the wildlife at a river not far from the company's Ventura, California, offices.

Around 1974, the company almost went bankrupt after it had to sell a batch of defective shirts at a discount, and an accountant introduced Chouinard to a mafia member in Los Angeles who offered him a loan at 28% interest. Chouinard declined the proposal. But Patagonia managed to stay afloat, and revenue skyrocketed from $20 million to $100 million between the mid-1980s and 1990.

During that period, it dawned on Chouinard that he was indeed a businessman. "I wanted to distance myself as far as possible from those pasty-faced corpses in suits I saw in airline magazine ads," Chouinard wrote in his book. "If I had to be a businessman, I was going to do it in my own terms." The company did away with private offices in 1984, and two years later it pledged to donate 10% of pre-tax profits to small groups working to save the environment; Patagonia later upped that pledge to 1% of sales if that amount was higher. In 1988, the company launched its first national environmental campaign, a push to de-urbanize Yosemite Valley.

After another crisis in the early 1990s, Patagonia vowed to slow down its growth and be more thrifty. But the outdoor apparel maker still expanded at a remarkable rate. In his book, Chouinard says sales grew 25% in the middle of the 2008-2009 financial crisis, and a company statement said profits tripled between 2008 and 2014.

"Most companies would dream of that" kind of growth, says Andrew Alvarez, an apparel analyst at research firm IBISWorld. I don't think they're an anti-company. I think they're just a company that understands its cause and understands how to integrate that cause into its business model and it does extremely well with that."

Patagonia does well while doing good because the company's environmental efforts are genuine, say three apparel analysts and a former employee. It has the track record to prove its authenticity. In the early 1990s, Patagonia started using organic cotton, and its buyers coached Nike and the Gap on how to make the switch. At the beginning of the millennium, Patagonia partnered with fly fishing equipment outfit Blue Ribbon Flies to create 1% for the Planet, a coalition of businesses that pledged to donate 1% of their sales to grassroots environmental groups. In 2009, Chouinard spoke to Wal-Mart buyers worldwide about how the retail giant could adopt more sustainable practices.

"It's real. It's not a story. It's not strategy. It's a real human thing," says Craig Wilson, a former Patagonia employee who worked in the company's marketing and digital department for eight years until 2006. Wilson wrote a book called The Compass and the Nail detailing how Patagonia's business model could rescue companies while also saving the planet.
Read More: Billionaires' Secrets To Building Wealth
Chouinard, the reluctant businessman might have just achieved what he set out to do - create a business that inspires others to find solutions to the planet's environmental woes. But Chouinard has continued to shun the corporate lifestyle and still travels part of the year. He never had an intention to make money anyway, says his friend Tompkins Buell. "He hasn't changed through all of this," she says. "Whatever he's wanted to do, he's done because he believes in it. He believes in challenging himself to scale up a mountain that nobody's ever climbed before, or just go off for a trip by yourself and fish all day, and not eat much - to live gently."

# data[].attributes.attachment_link.title
From Climber To Billionaire: How Yvon Chouinard Built Patagonia Into A Powerhouse His Own Way

# data[].attributes.attachment_link.description
For the better part of his 20s, Yvon Chouinard spent more than half of each year gallivanting across North America and the Alps, sometimes living on 50 cents a day, as he climbed peaks with his buddies.

# data[].attributes.attachment_link.title
Conservation, Preservation and Environmental Activism: A Survey of the Historical Literature

# data[].attributes.attachment_link.description
In the late 19th century, indeed, three different kinds of environmental problems became matters of public debate. One problem was the prospect that the nation soon would run out of vital natural resources, especially wood. To ensure that future generations would have adequate supplies of essential raw materials, many people joined "the conservation movement."

# data[].attributes.headline
Environmental Activism, the Patagonia way 

# data[].attributes.subject
Environmental Activism, the Patagonia way 

# data[].attributes.attachment_link.readable_text
Ever wonder how the outdoor clothing company Patagonia become synonymous with environmental activism? The company's original employees were a ragtag group of surfers and climbers. Founder Yvon Chouinard learned the power of activism in the early 70s after attending a city council meeting in Ventura to preserve their local surf break.

As a company, they began supporting small environmental groups, which grew into their annual grants program. In 1994, Patagonia began their Tools Conference, an invite-only workshop for their grant recipients, where top experts in the field-like Bill McKibben, Wade Davis, Jane Goodall, Annie Leonard, and many more-teach the tricks of the trade for grassroots organizing, lobbying, campaign planning and communication strategy, getting the most out of social media, fundraising, using new technologies and how to work with business.

F or the first time, Patagonia makes the content of the conference available to the public in a new book Patagonia Tools for Grassroots Activists: Best Practices for Success in the Environmental Movement (Feb. 1, 2016; edited by Nora Gallagher, Patagonia's enviro editor, and Lisa Myers, Patagonia's Environmental Grants Manager, with a foreword by Yvon Chouinard).

Packaged together with full-color photos, the book also features case studies, inspirational keynotes and "wins," or uplifting stories of environmental success. The paradox for environmental activists is that in their crusade to save the world from big business, they, in fact, need to run a business.

"While I am often embarrassed to admit to being a businessman-I've been known to call them sleazeballs-I realize that many activists could learn some of the skills that businesspeople possess. When I told that first group of activists [at the 1994 Tools Conference] that they were businesspeople, there was some snickering in the group. They all thought business was the enemy. I told them that their little NGOs had expenses, did marketing, and had to follow budgets: they had all the problems of business" says Chouinard in the foreword.

The book is a collection of essays by conference presenters and also features case studies-stories of environmental campaigns in North America that were successful in their efforts to:

Prevent the disruption of surf break

Protect our state and national parks, and recreational trails

Restore salmon and steelhead populations

Reduce air pollution from coal plants

# data[].attributes.attachment_link.keywords[]
Boats and boating--Equipment and supplies

# data[].attributes.attachment_link.title
Environmental Activism, the Patagonia Way | EarthTalk.org

# data[].attributes.attachment_link.description
Ever wonder how the outdoor clothing company Patagonia become synonymous with environmental activism? The company's original employees were a ragtag group of surfers and climbers. Founder Yvon Chouinard learned the power of activism in the early 70s after attending a city council meeting in Ventura to preserve their local surf break.

# data[].attributes.headline
maybe make another paragraph adressing how my point is correct 

# data[].attributes.subject
maybe make another paragraph adressing how my point is correct 

# data[].attributes.attachment_link.description
A timeline of the history of Sam Walton's Wal-Mart.

# data[].attributes.body
movement toward the green
involving the landscape in building
what is the most important, people or the natural landscape, these large industrialist companies, such as Walmart, seem to , or at least say they value the lives and wellness of the people they serve is the most important and they are willing to do anything, such as destruction of natural landscapes, to make the prices the lowest and the stores the most accesible.

people with lower incomes or less money to spend are not able to access the higher end goods that companies like Patagonia supply. If someone is living paycheck to paycheck, the way to many people in America are living, they may not be able to buy the longer lasting item but instead they have to get the cheaper short term option.

# data[].attributes.body
- 100% for the planet sale
- never doing a vintage line they want to keep moving forward
- focus on repair not replace
-

# data[].attributes.headline
Intersting Article about the movement of Patagonia 

# data[].attributes.subject
Intersting Article about the movement of Patagonia 

# data[].attributes.attachment_link.readable_text
Take a tour through 40+ years of Patagonia history.

The Patagonia Archives are tucked away behind a generic storefront somewhere in Ventura, California. Until you walk through the doors and glimpse a slice of warehouse, you don't realize you're in proximity of a semi-secret stash of some of the coolest, rarest gear in the world. The 10,000 square-foot space is filled with vintage Patagonia products-thousands of them-as well as countless photographs, catalogues, letters, and other ephemera from the brand's 43-year-old history. And the newly-accumulated collection has come together at the right time. Fashion is going through a major heritage obsession as people gravitate toward brands with history and authenticity-for some people, wearing the right vintage Patagonia fleece is just as cool as wearing the latest piece off the Gucci runway.

But it's not just the heritage factor. Fashion is obsessed with Patagonia itself-the new garms and the company's ethos of social and environmental activism. As the industry starts to seriously grapple with the environmental and human implications of clothing production, Patagonia's story resonates more than ever among fashion insiders and un-crunchy urbanites. Designer Brendon Babenzien of Noah closed his store last Black Friday, pointing people instead toward Patagonia's radical "100% For The Planet" sale (where all their sales-all $10 million-went to grassroots environmental nonprofits). Folks are wearing their support on their sleeves too: White-hot designer Virgil Abloh proudly sports Patagonia logo T-shirts, and this summer NYC was practically overrun by the company's iconic 5" Baggies shorts. Turns out sticking to you guns rather than chasing the trend du jour pays off.

At the heart of the Patagonia narrative is its nearly mythic founder Yvon Chouinard, a 78-year-old ascetic sportsman who started a backyard blacksmithing operation in the late-1950s in order to support his climbing and surfing expeditions. Patagonia grew out of this climbing hardware business, and has become a billion-dollar company all while preaching radical corporate responsibility, holding itself to the highest environmental standards in the industry, and wading into various political battles along the way. The paradox of Patagonia is that Chouinard built a booming business on a message of anti-consumption. (Remember Patagonia's "Don't Buy This Jacket" New York Times ad?)

The history of Chouinard's nonconformism is housed in the Patagonia Archives, launched by longtime employees Val Franco and Terri Laine in 2015. They have decades of institutional knowledge between them-Franco actually lived the history of Patagonia since the beginning, joining its precursor, Chouinard Equipment, in 1973 to sew the soft goods that would be spun off as Patagonia. Since there had been no prior effort to systematically organize and archive Patagonia's history, Franco and Laine put the call out to past and present employees and friends of the brand to send their well-worn gear "home." It's all about "connecting with people and honoring what they did for us in the past," says Franco. "Then things just arrive." They've now accumulated two shipping containers and countless boxes filled with garments and gear from 1943-the present, from Chouinard Equipment ice picks and glacier glasses to the short-lived "Reef Walker" water shoes from the mid-'80s to climbing gear that's been up and down El Capitan.

Franco has also been preserving institutional knowledge through oral histories from the early characters that helped define Patagonia, which is used to onboard new employees and steep them in the unorthodox company culture. Besides employees, few have seen the Archives, and there are no plans to open it for public appointments-though Franco and Laine hope to draw on their resources to open a museum space in the Ventura retail store. "I see it as an archive and resource to the employees and innovators of the company, and to collect and protect the history," says Franco. "Big inspiration goes to the designers of the company." To learn more about how Patagonia's design team translates the vintage vibe into modern product, and how their futurist founder feels about all the nostalgia floating around, I sat down with senior designer John Rapp, marketing manager of fish and Workwear Chris Gaggia, and director of Workwear Ed Auman to talk about Patagonia's latest launch.
GQ Style: It seems like some sort of "Patagonia vintage" line would be a slam dunk. Why not reissue from the Archives every season?
Chris Gaggia: Yvon is definitely not a nostalgia buff. He has no room for nostalgia.

John Rapp: The opposite! I think it's really safe to say that a full vintage line of Patagonia would do incredibly. But that's not at all what we're interested in doing. Its about making things better with a smaller footprint, with Fair Trade certification, with more clean fabric-learning from what we've done in the last 40 years, and what people have done for the last 200 years. We had one exception for our 40-year anniversary where we did a small collection, a legacy line, but we held it to real high environmental standards, changed the fit and fabric and footprint. But it was funny, for the Chouinards that wasn't the dream. We did this one presentation where we pulled out all these golden era photos of Steve McQueen, when he was living out here in Santa Paula and had his own plane and was totally over Hollywood. And he was wearing ranch wear from Central California and we were like, Yvon, look at this! And he was like, What're you looking at that for? That's the past, we're moving forward. It was a really good reminder of his motto in product, which is find the best and make it a little bit better.

CG: That was one of the considerations when we were rolling out the Workwear line in particular. It would be easy to delve into the past and leverage the Tin Shed imagery and all of that stuff to the nth degree. I mean, people love it. We nod to it, but we don't rely on that nostalgia driven thing. Hey, this is futuristic! The Iron Forge Hemp canvas we use in Workwear-Yvon has become deeply interested in regenerative agriculture as a legitimate part of solving or forestalling climate change. Yvon, as old school as he can be, that dude is a futurist! And one of the ideas behind Workwear is that we're a company that for 40 years has spent its time basically celebrating all this stuff that is more or less an avoidance of work, so maybe it was time to grow up and get a job. [ laughs.]

JR: If there's one place where we have deeply leveraged the Archives, it's seeing what the best stuff is that we've done so far. We're really comfortable borrowing from the past to move forward. We wouldn't say, Hey let's do that jacket as-is, because back then we couldn't afford the right length zipper and couldn't get the minimums for colors. But let's say a napoleon pocket makes a ton of sense, let's borrow that. That's been a really incredible resource for us here. And there's absolutely a DNA of Patagonia and it's very transparent in our product. We're not hiding. There's not a lot of covert things where you'd put a windflap over and go, Whoa there's a magnet under there! Our design is very overt, whether it's board short or a work jacket. It's really built for function, and that is the aesthetic. There is no fashion to a wetsuit if it's not keeping you warm. It's just totally landfill. And some companies think otherwise.
Did you guys spend a lot of time in the Archives to design and develop Workwear?
JR: Tons, we spent tons of time in here, tons of time in the field, and tons of time looking at garments, like the first products we ever had in software. Which were these double-knee steel working pants that Yvon found because he was doing so much iron work, and then an incredibly durable rugby he used for climbing-not a fancy polo shirt to look nice.
The colors of the '70s rugbys back there are incredibly striking.
JR: The colors in the rugbys are so neat-that was a time when a lot of outdoor stuff was coming out of military, so there was a lot of greens and browns. And Yvon was like, Hey, if I'm going to be stuck somewhere for six days lets have some levity and some color. And also we're playing outdoors! We're not trying to stake out and get another group of humans, we're playing out there, let's have some irreverence with it, let's not take ourselves too seriously. And I think he set the tone really well for the organization with that. It's serious play, but it is about play and enjoying the spaces we have and the people we get to do it with, and that's carried over through the years.

CG: Early on with Workwear, we wanted to portray this celebratory nature of work. This isn't the work that crushes you, this isn't man vs. nature. The reason we're drawn to sport is because as people we've sort of been removed from the true necessity of doing hard work and having those hardships, so we invent these hardships in elaborate games of climbing and skiing and trail running. And that ultimately is a replacement experience for the cycle of hardship, and celebration, you would have as people who truly need to labor to make their living. We're building for that functionality and building out of this historical perspective. Patagonia has always celebrated work in their catalogues throughout their history.

Ed Auman: What's interesting is I've been asked multiple times since we launched this what right we have to be in Workwear. I've been receiving a Patagonia catalogue since the '70s. I'd love to find out how many images of people working in Patagonia clothing that has existed in the catalogue over those 43 years-it would be hundreds of hundreds. And I look at the old poly cardigan fleece-that was the greatest abrasion-resistant fleece jacket on the planet. And we totally riffed on that style and redeveloped the fabric for it. When I sat in the room two-and-a-half years ago talking Workwear with Yvon, I threw down the old black-and-white photo of the Tin Shed. And he said, If we're going to do this, we've got to be able to develop the strongest natural canvas work cloth in the industry. And then he said, In order to do that, we've got to have hemp.

JR: Such a neat idea.

EA: So now we've got a product with the unique, incredible properties of industrial hemp, both environmental and abrasion-wise. And in the back of our head as we developed it, we knew darn well we'd have a hardcore Patagonia customer that's going to buy that pant to go out and climb a big wall in.
One things that I've noticed is that the Archives really sum up the philosophy and sort of democratic nature of Patagonia. And it's a really cool snapshot in that it includes the false starts along with the major milestones.
JR: Lots of them, for sure. It's really fun that that's celebrated in here. There are some pieces like, Holy crap we did that! I do think some of the popularity that you're seeing in a place like NYC, and we have it here, is that you can see somebody across the farmer's market and see somebody in a Patagonia and be like, Hey, we share something. And it for sure doesn't mean they're pinnacle in their sport. They might be very deep into nonfiction. Maybe it's growing heirloom tomatoes-it's about somebody who gets the process of doing things right. And I think that's a seductive message that people are waking up to and wanting and craving. And Yvon's so spot on, doing a pure vintage line, we've all seen that and it's like, Oh, that's the demise. Now they're just a fashion company. Even if they came from a really incredible running culture or outdoor culture, they set themselves up for being inauthentic.

CG: Once the fad is over, when you embrace that, your appeal is surface fashion. You've knocked your own legs out from under you. And then as soon as you've puked out everything you've ever eaten, you're done. What's next, a Ford Explorer?
Why do you think people hang on to their Patagonia gear for so long?
JR: I think it comes back to the way we design it. All of our favorite clothes are the ones that fit the best. I know there are some exceptions in high fashion, but if it's a daily driver we always gravitate toward the same clothes. We always ask our fit model: Hey how does it feel? I think it's that and then recognizing what we stand for. People really gravitate toward that.

CG: I wore my first Chouinard Equipment climbing T-shirt until it was absolutely threadbare, and then I stopped because I wanted to keep it. And it's funny, I really would love to have Yvon sign that shirt for me, because I'd been climbing for a while, and only after I went on my first road trip to Joshua Tree and made it back did I feel like I could buy a Chouinard T-shirt. But I keep thinking he'll look at me and be like, Why do you have this old rag? [ laughs.] But you feel a certain amount of life force in it. You end up repairing it and holding onto it and it does become magic somehow. And that's always been part of imagery in our catalogues, is showing people with blasted gear on that they slap the patch over. That's just pure old-school functionality. Slap the patch on it. What's it going to hurt, your social status?
As longtime customers and fans, and now designers, what has it been like seeing the progression of Patagonia over the last 40-plus years?
JR: I grew up in Santa Barbara and was interested in Patagonia my whole life, and have been designing clothes here for 19 years. I think it's really unusual for something to evolve while staying the same. It's a family run business, and that's really unusual for a business this size. An amazing example was Black Friday this past year, when the organization-by which I mean eight of us sitting down-said this is the right thing to do, to donate all our Black Friday profits. We're so proud of it, truly putting our money and our reputation where our mouth is. A lot of companies would have to get the bean counters out and think about it for three years.

CG: And then at the end of three years they would tell you what you know they're going to tell you! I mean, look at all the companies that don't participate in 1% For The Planet. I mean, 1% of your gross revenue is actually a significant number, and people are like, Are you insane? I think that's why people are drawn here to work and as customers. I remember the very first catalogue essay that I cut out and saved was from one of the late-'80s catalogues. It said, "Reality Check: Everything We Make Pollutes." And I remember going, What the hell? What is this company doing?

JR: That's a huge part, if we can inspire. We get inspiration from everywhere, and that should just be open source forever. That transparency is another component of Yvon.

CG: This is one of my favorite Yvon quotes-we were talking about waterproof breathable technology in rain jackets, and Yvon goes, What's wrong with being a little wet sometimes? And that's the thing, the Houdini jacket is not a waterproof jacket, it's not 100% windproof-or at least the early iterations that I use. It was just enough to get you home, to keep you just warm enough while you're running your ass off through a storm in the mountains. It doesn't protect you from the experience, it lets you have the experience. You're not all dry and hermetically sealed. Because what kind of life is that? There's room for the variables and the chaos and everything. Which is why it's great to have the burn hole in your jacket or the tear you patch over. You're like, Remember when that happened? Remember when I got sucked up into the vent? [ laughs.]

JR: That's why it becomes a favorite.

# data[].attributes.attachment_link.title
We Got a Rare Look Inside Patagonia's Private Archives

# data[].attributes.attachment_link.description
Take a tour through 40+ years of Patagonia history. The Patagonia Archives are tucked away behind a generic storefront somewhere in Ventura, California. Until you walk through the doors and glimpse a slice of warehouse, you don't realize you're in proximity of a semi-secret stash of some of the coolest, rarest gear in the world.

# data[].attributes.body
Walmart has become a staple in the landscape of America, the large buildings that take up acres have become so sedentary in our gaze that it is the epitome of corporations engraining themselves in our environment.
- land usage
- wasting products
- plastic packaging
- replace

# data[].attributes.body
As a large corporation, worth around $1 billion dollars, Patagonia has recognized what their role is to take care of the natural world that it prospers within.
- reuse
- land usage
- creating products that don't hurt the environment
- from a capatalist standpoint, their production and sales thrive off the environment, hurting the environment hurts sales

# data[].attributes.body
Land usage, both how we put ourselves onto the land as well as how we infect the lands, has been the largest topic within the environmental movement for decades. With both corporations seemingly destroying and preserving the environment that they take from, the entity that is corporate America has without a doubt shaped the natural landscape of the United States. The glaring problem that this has shown is the fact that his is polarizing, it becomes the argument of what is the best coarse of action to take care of the important things in the world, what sacrifices have to be made. The fact that this topic has become so polarizing is honestly part of the problem. There needs to be the understanding that the battle between corporate America and the protection of the environment does not have to go in one way or the other, neither side of this fight will never be able to win, coexisting is the only possible way that both the environment and corporation can survive.

# data[].attributes.headline
ways that corporations have added the movements 

# data[].attributes.subject
ways that corporations have added the movements 

# data[].attributes.body
- grass roots from Patagonia
- fuel, Walmart
- sponsors, Patagonia
- either love, or don't care
- COUNTER ARGUMENT

# data[].attributes.headline
Responses movements have had to this destruction 

# data[].attributes.subject
Responses movements have had to this destruction 

# data[].attributes.body
As a country that strongly promotes the ability to take a stand against that in which you find to be unjust, the members and supporters of the environmental movement never missed a chance to take advantage of this right.
- Protests
- look at article attached

# data[].attributes.headline
How large scale corporations shape our natural landscape

# data[].attributes.subject
How large scale corporations shape our natural landscape

# data[].attributes.body
Billion dollar corporations have become just as much a part of daily life as much, if not more, as the natural environment. There is absolutely no way to deny that something as large as Walmart or Patagonia have the ability to, and have, shape the natural landscape
- land use
- pollution
- typically less focused on the environment, more focused on getting people to replace
- environment not the first focus

# data[].attributes.body
Yvon Chouinard grew up living in the wilderness, he knows that in order to stay true to himself and the environment that helps him prosper, sustainability must be at the forefront of his mind.
- opposite of Walmart
- reuse
- focus on grass roots

# data[].attributes.body
- started in 1973
- started by Yvon Chouinard
- started after Chouinard Equipment
- use Patagonia intro
- this is my topic sentence

# data[].attributes.body
Walmart is the headstone of corporate America and because most members of the environmental movement are anti-major-corporation Walmart has become a large battle ground for these movements.
- long standing attack of protests
- icon of the problem with the US to these activists

# data[].attributes.body
- started in 1962
- started by Sam Walton
- use walmart intro
-this is my topic sentance

# data[].attributes.body
The environment that people live is what shapes how people interact with others, and when there is a threat to peoples environment there is a strong backlash.
- environmental movement
- how this spawned the sustainable living movement
- implanting, or trying to implement these things in everyday life

# data[].attributes.body
The environment that someone or something inhabits becomes an important and almost (sometimes it is) sacred part of life. This is why there has been a long history of activism to protect the natural environment in the United States of America. Another massive, and almost intrusive part of life in the US is the daily interaction with billion dollar corporations. These two parts of everyday life have become intertwined because there is almost a mutual hate for each other, there is a seemingly reasonable answer as to why they have a distaste for each other, but what is more important is find how they can work together to create the best world possible.

# data[].attributes.attachment_link.description
Sign in with your credentials to access the EBSCOhost premium information resources provided by your subscribing institution.

# data[].attributes.body
LOOK AT THE TOP QUOTE

# data[].attributes.attachment_link.title
Walmart.com Help: Walmart.com's History and Mission

# data[].attributes.attachment_link.description
Every Day Low Prices on millions of online holiday and Christmas gifts with free 2-day shipping, or pick up in store and save with Pickup Discount.

# data[].attributes.attachment_link.title
Patagonia Mission Statement - Our Reason For Being

# data[].attributes.attachment_link.description
Our values reflect those of a business started by a band of climbers and surfers, and the minimalist style they promoted. Read our mission statement here.

# data[].attributes.body
Throughout the history of the United States the country has had a habit of corporations shaping how the nation looks, especially in our natural landscape. A lot of corporations have been detrimental to the environment, but there have also been corporations that have helped combat this history of the destruction of the natural landscape

# data[].attributes.body
pink is class work
yellow is general sources
green is patagonia
blue is background information
purple is walmart

# data[].attributes.attachment_link.readable_text
The following article details some of Wal-Mart's environmental abuses in the United States. Look for future articles about Wal-Mart's labor, human rights, and community development policies in upcoming issues of this paper.

As people in the Champaign-Urbana area await the opening of a second Wal-Mart store (a Wal-Mart Supercenter), most are completely unaware of the environmental problems that Wal-Mart can bring.

But many people in Connecticut, Washington, and Pennsylvania are angry with the retail giant for violating state water quality standards. Environmental officials in those states have complained of a host of similar problems regarding Wal-Mart construction sites. The Wal-Marts in question did not use the proper methods for clearing the site for construction. When heavy rains pelted the sites, water carried tons of silt to the nearby rivers and streams, threatening not only the life within the waterways but also the drinking water of thousands of people. In 1998 Pennsylvania's Department of Environmental Protection issued a work stop order at one site, but most of the work had already been completed.

Erosion is not the only environmental problem with Wal-Mart stores. The Connecticut Department of Environmental Protection sued Wal-Mart over pesticide and fertilizer pollution in its rivers and streams in May 2000. Connecticut claims that 11 Wal-Mart stores left pesticides and fertilizers in the parking lot, when hard rains fell on the lot, the chemicals were carried into rivers and streams, affecting the health of plants, animals, and people.

Environmentalists and community groups across the country are worried because new Wal-Mart stores are constructed at a rapid pace, with one new store opening every two business days. Most states and communities do not have enough resources to enforce their water quality standards and cannot police every construction site. The laws Wal-Mart is violating are on the books, but there is no money to enforce them. According to Wal-Mart's 2001 annual report, there are already 138 Wal-Mart and Sam's Club stores open in Illinois, not including those stores under construction, such as the new Supercenter sites in Springfield and Savoy (just south of Champaign).

Environmental inspectors in Dallas complained that the government was going to give Wal-Mart stores special treatment in a water-quality settlement. The U.S. Environmental Protection Agency (EPA) proposed different inspection procedures for Wal-Mart stores only. According to James Graham, the EPA' s top water pollution enforcer, the deal would eliminate some water quality standards in order to give Wal-Mart its own official inspection procedure. The Justice Department dismissed the case, even after the statement by the EPA official, but the EPA is revising the settlement with Wal-Mart.

One of Wal-Mart's other environmentally destructive policies involves the placement of their stores. Wal-Mart and other "big box" retailers gobble up prime farmland and other natural habitat every day. While we worry about feeding the more than six billion people on this planet, our cities and counties allow the destruction of lush farmland that could provide sustenance for more people. The problem, generally referred to as "urban sprawl," continues to grow. Communities face the problem of balancing growth and jobs with the protection of the environment and the preservation of their existing economic bases. Sprawl also increases car-dependency for a community, raising the amount of greenhouse gases emitted and causing consumers to use more gas.

While Wal-Mart is busy polluting our lakes and streams, their executives are running a major campaign to show how environmentally friendly they are. Wal-Mart boasts its selection of environmentally conscious products and how much money it gives away to environmental causes. Wal-Mart made $6.3 Billion dollars last year after expenses, giving away $190 million dollars to charity with $1.3 million of that going to environmental causes. While $190 million dollars might sound like a lot of money it only makes up about of 3% of their profits, with only 0.021% of their profits going to help the environment. Wal-Mart causes more damage than it helps to clean up.

Wal-Mart is the world's largest retailer and the second largest employer in the United States, behind the federal government. Wal-Mart is huge, and the problems it is associated with are even larger.

This entry was posted in Uncategorized. Bookmark the permalink.

# data[].attributes.attachment_link.description
The following article details some of Wal-Mart's environmental abuses in the United States. Look for future articles about Wal-Mart's labor, human rights, and community development policies in upcoming issues of this paper. As people in the Champaign-Urbana area await the opening of a second Wal-Mart store (a Wal-Mart Supercenter), most are completely unaware of the environmental problems that Wal-Mart can bring.

# data[].attributes.attachment_link.description
Sam Walton was a man with visionary leadership, and our business is a result of that. Today, we’re helping communities save money and live better all over the world.

# data[].attributes.body
Walmart, the international super store, has been around in the US 1962 and in its 56 years of existence, nothing has or will come in its way towards exponential growth, not even the land they crush beneath their stores.

# data[].attributes.body
Carson, Rachel. Silent Spring. Mariner Books (Houghton Mifflin), 2002.

# data[].attributes.body
General sources

# data[].attributes.body
secondary source

# data[].attributes.attachment_link.title
History of Patagonia - A Company Created by Yvon Chouinard

# data[].attributes.attachment_link.description
Beginnings and blacksmithery: from pitons and Chouinard Equipment to rugby shirts and cotton cultivation. Learn how Patagonia was founded by Yvon Chouinard.

# data[].attributes.body
The outdoor apparel and equipment company, founded in 1973, was created by Yvon Chouinard, who was a dirtbag climber who was dead set on creating a company for adventures by adventures.

# data[].attributes.headline
background on sustainabile living movement

# data[].attributes.subject
background on sustainabile living movement

# data[].attributes.headline
Background on environmental movement notes

# data[].attributes.subject
Background on environmental movement notes

# data[].attributes.body
How has large scale corporate greed shaped our national natural landscape? How have more environmentally focused companies combated this?

# data[].attributes.attachment_link.description
Sign in with your credentials to access the EBSCOhost premium information resources provided by your subscribing institution.

# data[].attributes.attachment_link.description
Sign in with your credentials to access the EBSCOhost premium information resources provided by your subscribing institution.

# data[].attributes.attachment_link.description
Sign in with your credentials to access the EBSCOhost premium information resources provided by your subscribing institution.

# data[].attributes.body
I want to look in how the US has created and destroyed national parks and how this has created such responses such as the sustainable living movement, the environmental movement, and the creation of Greenpeace. I also want to look into how this cycle of creation and destruction has

# data[].attributes.body
1. why is there seemingly a larger lack of care for the environment from the right wing, or if not why am i making this assumption ?
2. are movements such as the sustainable living movement impactful and there for important?
3. are companies, such as Patagonia, who take a stand for the environment the only way to combat the corporate destruction of our natural world?

# data[].attributes.body
1. political views have had a strong weight in the environmental discussion in our country
2. there are two sides to the environmental debate and these sides often argue over different things entirely ie. pro life/choice debate
3. the environmental problem is the gateway and or important off-shot to a lot of other issues such as racism and classism

# data[].attributes.headline
personal extremes for sustainable movement

# data[].attributes.subject
personal extremes for sustainable movement

# data[].attributes.attachment_link.readable_text
Americans produce, on average, 4.4 pounds of trash per day, made up of items like "packaging, food waste, grass clippings, sofas, computers, tires, and refrigerators." But over the past year, Lauren Singer has produced so little trash that it all fits in a single, 16-ounce Masonjar.

The 23-year-old is a practitioner of a light-footprint, minimal-plastic lifestyle, and she meticulously avoids purchasing or using anything that might end up in a landfill. She details her efforts - using a menstrual cup, carrying around silverware, convincing restaurants to go zero-waste for her birthday party - on herblog.

Now, she's launching a business, the Simply Co., selling "handmade, organic, vegan" laundry detergent. A Kickstarter campaign raised four times as much as she asked for, and she plans to send out her first batches early nextyear.

We chatted about how easy it is to be trash-free in New York and making it through the holiday season. A lightly edited transcriptfollows.

That's it.
That's it.

Have you converted some of your friends?
Recently, a friend said to me, "Now, every time I take out my garbage, I think of you." [ Laughs.]

I don't try to convert people. But the people who know me, I think sometimes they start thinking about their trash, being around me. I have friends that have started using Mason jars or eating more organic or started composting. But that's never something I've told them to do. They just started doingit.

I should add: New York has a great composting program at farmers' markets. But our recycling isn't that amazing. The natural food stores pick up the slack forthat.

What's your biggest piece of advice for people looking to cut down their trash production?
There are three.

The first one is you have to figure out what your garbage is. You can't solve a problem unless you know what it is. So look in your garbage can and identify what is in there. For me, it was a lot of food packaging and food waste, so I learned to buy in bulk and tocompost.

The second one is to pick the low-hanging fruit, which would be the easy, everyday alternatives. Instead of using a plastic bag or paper bag, bring your own. Bring a stainless-steel water bottle, instead of buying a bottle of water. Bring your own coffee cup, instead of taking a to-go cup. Bring your lunch instead of ordering in. That's really an urban thing, isn't it, ordering your lunchin?

The third thing is the thing: Transition out purchased products and learn to make things yourself. A really easy one is toothpaste - that's a super-easy switch. So make toothpaste, body lotion, deodorant, and cleaningsupplies.

My family loves giving stuff. They love abundance. They love the visual of presents under a tree. I told them this year, I don't want any gifts from them, but if they wanted to give me something, they could give me plants or things that grow. And I asked for online subscription to The NewYorker.

*A version of this article appears in the January 12, 2015 issue of New York Magazine.

# data[].attributes.attachment_link.title
'All My Trash Fits in a Single Mason Jar'

# data[].attributes.attachment_link.description
Americans produce, on average, 4.4 pounds of trash per day, made up of items like "packaging, food waste, grass clippings, sofas, computers, tires, and refrigerators." But over the past year, Lauren Singer has produced so little trash that it all fits in a single, 16-ounce Masonjar.