全球视野不管换谁做老板，如何保证公司永远保持“做好事”的初心？也许通过永久目的信托可以大米袋
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公司可以强迫它们自己做好事吗？
一种新的公司结构，即永久目的的信托，可以使有利社会的公司价值永久化。
来源：
《纽约客》
作者：
Nick Romeo
文章《公司可以强迫它们自己做好事吗？/ Can Companies Force Themselves to Do Good?》发布在美国综合杂志《纽约客/ The New Yorker》上，作者是Nick Romeo。Nick Romeo是一位居住在希腊雅典的作家，目前正在撰写一本关于定义经济学新范式的人和思想的书。文章介绍了凯特·埃默里与马特·克鲁兹两人的现实经历以及他们企业独特的有利社会（pro-social）的价值观文化。他们俩人及其企业在目的基金会/Purpose Foundation的帮助下，通过使用永久目的信托这种公司结构来保持自己企业继续做好事，而不会因为所有者的变更从而变成一家利润至上的企业。无纺布面粉袋
About five years ago, Kate Emery, the founder of a successful digital-consulting firm in Farmington, Connecticut, was considering retirement. With nearly fifty employees and annual revenues around ten million dollars, her company, the Walker Group, was quite attractive to potential buyers. If she sold to the highest bidder, she might easily make millions.无纺布面粉袋
大约五年前，康涅狄格州法明顿一家成功的数字咨询公司的创始人凯特·埃默里正在考虑退休。她的公司沃克集团拥有近50名员工，年收入约为1000万美元。这家公司对潜在买家相当有吸引力。如果她卖给出价最高的人，她可能会轻松赚取数百万美元。
And yet she didn’t want to sell. Selling, she knew, would jeopardize her lifework. The Walker Group was an unusual company, thanks to a conversation she’d had one day in the early two-thousands with her then five-year-old son, Dave. They were standing in her driveway and talking about each member of the family. Her husband, a photojournalist for a gardening magazine, often took Dave along to shoots in beautiful gardens. Dad, Dave said, was an expert on gardens. Emery asked Dave what she was an expert in. You’re an expert on love, he said. Emery was overcome. I made a commitment right there to do everything I could to live up to that, she told me.无纺布面粉袋
然而凯特·埃默里并不想卖掉她的公司。她知道，无纺布面粉袋卖掉公司会危及她的终身事业。沃克集团是一家不寻常的公司，这要归功于她在2000年初的一次与她5岁儿子戴夫的谈话。他们站在她的车道上，谈论着家庭里的每个成员。埃默里的丈夫是一家园艺杂志的摄影记者，经常带着戴夫去美丽的花园里拍摄。戴夫说，爸爸是花园方面的专家。埃默里问戴夫，她是什么专家？戴夫说埃默里是爱的专家。埃默里被这句话打败了，她说：我在那里做出了承诺，要尽我所能不辜负这个承诺。
In the next few years, she reorganized the Walker Group using an unusual social-enterprise model. The company started sharing a third of its distributed profits with employees and donating a third to nonprofits in Farmington. The final third was reinvested in the company, with Emery taking a modest salary. This social orientation reflected the values with which she had been raised; her parents had started multiple nonprofits in Farmington, and always encouraged her to measure her success in terms of how much she helped others. This starkly contrasted with the business world, with its narrow fixation on profits. It felt, to me, like having profit as the singular metric for success was at odds with the way I was brought up and with what the world needed, Emery said.无纺布面粉袋
在接下来的几年里，埃默里用一种无纺布面粉袋不寻常的社会企业模式重组了沃克集团。该公司开始与员工分享其分配的利润的三分之一，并将三分之一捐赠给法明顿的非营利组织。最后三分之一被重新投资于公司，而埃默里只拿少量的薪水。这种社会取向反映了她从小到大的价值观。她的父母在法明顿创办了多个非营利组织，并一直鼓励她用帮助别人的程度来衡量自己的成功。这与商业世界狭隘地专注于利润形成了鲜明的对比。埃默里说：对我感觉来说，将利润作为衡量成功的唯一标准，与我的成长方式和这世界需要的东西相悖。
As long as Emery was running the company, swimming upstream against the imperative to maximize profit was possible. But her looming retirement posed a seemingly insurmountable problem. How could she preserve the distinctive culture of her business after she was gone? Prospective buyers might profess to admire her values, but nothing would stop the new owners from abandoning them.无纺布面粉袋
只要埃默里还在经营公司，逆流而上，就可能实现利润最大化。但她迫在眉睫的退休带来了一个似乎无法解决的问题：在她离开后，怎样才能保持她企业的独特文化？潜在的买家可能会自称钦佩埃默里和她公司的价值观，但没有什么能阻止公司新主人放弃这些价值观。
In 2018, while researching succession options, Emery read about an organization called Purpose Foundation. It had originally launched in Germany, in 2015; in 2017, two young Americans opened a branch in Berkeley, California. Its ambitious goal is to dethrone shareholder primacy and profit maximization as defining features of capitalism. To do this, Purpose Foundation has created a new kind of corporate ownership structure. It’s a kind of legal hack, based on rules in an obscure corner of trust law. Normally, trusts have human beneficiaries. But it’s also possible to create what’s known as a perpetual-purpose trust—a trust that exists not for the benefit of particular individuals but to fulfill some purpose. In the past few years, the Purpose Foundation team has helped more than a dozen retiring business owners transfer their ownership shares to perpetual-purpose trusts. The trusts become the legal owners of these businesses, and the business owners now have a fiduciary duty to fulfill its purposes, which might include sharing profits with workers, protecting the environment, and hiring the formerly incarcerated. Perpetual trusts last indefinitely, preventing future owners from discarding pro-social policies in favor of higher profits.无纺布面粉袋
2018年，在研究公司的继任选择时，埃默里读到了一个叫Purpose Foundation/目的基金会的组织。它最初于2015年在德国启动；2017年，两个年轻的美国人在加州伯克利开设了一个分支机构。其雄心勃勃的目标是无纺布面粉袋推翻资本主义的决定性特征：股东至上和利润最大化。为此，目的基金会创建了一种新的公司所有权结构。这是一种法律上的钻空子，基于信托法中一个不起眼角落的规则。通常情况下，信托的受益人是人。但也可以创建所谓的永久目的信托——一种不是为了特定个人的利益，而是为了实现某种目的而存在的信托。在过去的几年里，目的基金会的团队已经帮助十几位即将退休的企业主将他们的所有权股份转让给了永久目的信托。信托成为这些企业的合法所有者，而企业主现在有了履行其目的的受托责任，其中可能包括与工人分享利润、保护环境和雇用刑满释放者等目的。永久信托可以无限期地持续下去，防止未来的所有者为追求更高的利润而放弃有利社会的政策。
Setting up new ownership structures might seem like a circuitous route to a more humane version of capitalism. But the dry, technocratic details of trust law conceal tremendous power. When people spend enough time with us, they’re like, ‘Oh, I get it,’ Camille Canon, the co-founder and executive director of Purpose Foundation, told me. ‘The reason why you’re going after the boring thing in the system is because no one’s paying attention to it.’ It is a great lever for change. Ownership structures, she said, are where power is actually held.无纺布面粉袋
建立新的所有权结构似乎是一条通往无纺布面粉袋更人性化资本主义的迂回路线。但信托法枯燥的、过于技术官僚色彩的细节掩盖了这巨大的力量。目的基金会的联合创始人兼执行董事卡米尔·卡农说：当人们花了足够的时间和我们在一起时，他们会说，‘哦，我明白了。你之所以要追求系统中的无聊事物，是因为没有人关注它’。这是一个伟大的变革杠杆。所有权结构是‘掌握实际权力的地方’。
The first major American deal that Purpose Foundation brokered involved Organically Grown Company, the second-largest distributor of organic fruits and vegetables in the country. Organically Grown had been founded with an employee-stock-ownership plan, or esop. Every esop has a trustee bound by fiduciary duty to maximize the values of the esop’s shares. This means that the companies can be acquired by deep-pocketed investors who make offers that are literally too good to refuse; for Organically Grown, such an offer seemed more and more likely to materialize as the market for organic food grew. New Belgium Brewing, a Colorado-based company, had been acquired in just this way: an esop since the year 2000, with pro-social policies including lengthy paid sabbaticals for employees, it was sold in 2019 to the Japanese beverage giant Kirin. To avoid this sort of scenario, the retiring founders of Organically Grown sold their ownership shares to a perpetual-purpose trust. Under the terms of the trust, the company can never be sold. It is managed by stakeholders, including employees and producers, with profits reinvested to support the mission of making food systems more sustainable.无纺布面粉袋
目的基金会促成的在美国的无纺布面粉袋第一笔重大交易涉及Organically Grown Company，该公司是美国第二大有机水果和蔬菜分销商。Organically Grown Company是以员工持股计划（简称esop）成立的。每个员工持股计划都有一个受托人，受信托责任的约束，使员工持股计划的股份价值最大化。这意味着这公司可以被财大气粗的投资者收购，因为他们提出的报价简直好得无法拒绝。对于Organically Grown Company来说，随着有机食品市场的增长，这样的报价似乎越来越有可能实现。位于科罗拉多州的新比利时啤酒公司就是以这种方式被收购的：自2000年以来，该公司一直是一家私营企业，其有利社会政策包括为员工提供长时间的带薪休假，但该公司在2019年被出售给日本饮料巨头麒麟公司。为了避免这种情况，Organically Grown Company的退休创始人将他们的所有权股份卖给了一个永久目的信托。根据该信托的条款，公司永远不能被出售。它由包括员工和生产者在内的利益相关者管理，利润再投资以支持使食品系统更加可持续的使命。
One major goal of Purpose Foundation is to develop a streamlined template for such business conversions, which have both legal and financial dimensions. There’s no road map for doing an alternative ownership, governance, financing structure, Canon told me. We’ve figured out how to make as many decisions without lawyers in the room, in order to avoid eight-hundred-dollar legal hours. They have come up, essentially, with a trust template. Canon estimated that the Organically Grown deal cost around a million dollars in legal and consulting fees to complete. Since then, though, they’ve brought costs down exponentially. Though the figures vary based on the size of the company and the complexity of the deal, a typical retiring founder working with Purpose Foundation today might need to spend thirty thousand dollars to make the transition happen.无纺布面粉袋
目的基金会的一个主要目标是为这种业务转换开发一个简化的模板，无纺布面粉袋这种转换涉及法律和财务两个方面。米尔·卡农说：现在没有关于替代所有权、治理、融资结构的具体实施方案。我们已经想出了如何在没有律师在场的情况下做出尽可能多决定的方法，来避免花费法律咨询的八百美金。他们基本上想出了一个信托模板。卡农估计，完成 Organically Grown Company的交易花费了大约一百万美元的法律和咨询费用。不过，从那时起，他们已经把成本成倍地降低了。虽然花费的数字会因公司的规模和交易的复杂性而不同。但现在，典型的退休创始人与目的基金会的合作，可能只需要花费3万美元来实现过渡。
After meeting with advisers from Purpose Foundation, Emery realized that a perpetual-purpose trust could be an elegant solution. She started working with Purpose Foundation on conversion in 2018, and the last details will be finalized by early this year. Drafting the legal document involved a delicate interplay between flexibility and rigidity. Some details could be specified precisely; the highest-paid employee, for instance, could never earn more than ten times as much as the lowest-paid employee. But other matters required flexibility and nuance. If the trust mandated that a specific percentage of each year’s profits had to be donated to nonprofits, that might limit the company’s ability to respond to unforeseen events, such as a pandemic or sudden economic downturn. Emery worked with Purpose Foundation to address such problems.无纺布面粉袋
在与目的基金会的顾问会面后，埃默里意识到，永久目的信托可能是一个优雅的解决方案。她在2018年开始与目的基金会合作进行转换，最后的细节在2022年初敲定。无纺布面粉袋起草法律文件涉及灵活性和硬性之间的微妙相互作用。有些细节可以精确规定，例如工资最高的员工的收入永远不能超过工资最低的员工的十倍。但其他事项需要有灵活性和细微差别。如果信托规定每年必须将特定比例的利润捐给非营利组织，这可能会限制公司应对意外事件的能力，比如大流行病或经济突然下滑等事件。埃默里与目的基金会合作来解决这类问题。
In the end, a board, comprising a community member, a member of a social-enterprise nonprofit that Emery started, and a company employee, will oversee the trust; over time, the trust will purchase Emery’s shares, providing her with retirement income. She won’t make as much as she might have in an outright sale, but she will insure that her business continues to provide good jobs and benefit the community in perpetuity.无纺布面粉袋
最后，一个由无纺布面粉袋社区成员、埃默里创办的社会企业非营利组织成员和一名公司员工组成的委员会将监督该信托；随着时间的推移，该信托将购买埃默里的股份，为她提供退休收入。她不会像直接出售公司那样赚得多，但她可以确保她的企业继续提供良好的就业机会，并使社区永久受益。
Retiring boomers such as Emery are one major group with whom Purpose Foundation works. Another is younger, socially conscious business owners. Around the same time that Emery began transitioning to a perpetual-purpose trust, Matt Kreutz, the founder of a popular Oakland bakery called Firebrand Artisan Breads, was hoping to expand his business. Since opening the bakery, in 2008, Kreutz had prioritized hiring workers with barriers to employment—refugees, the formerly homeless or incarcerated, and at-risk youth. He sees these policies as fundamental to Firebrand’s identity.无纺布面粉袋
像埃默里这样的无纺布面粉袋退休潮一代是目的基金会合作的一个主要群体。它们的另一个合作群体是年轻的、有社会意识的企业主。大约在埃默里开始向永久目的信托转换的同时，奥克兰一家受欢迎的、名为Firebrand Artisan Breads的面包店的创始人马特·克鲁兹希望扩大他的业务。自2008年开设面包店以来，克鲁兹优先雇用有就业障碍的工人，比如难民、曾经的无家可归者或刑满释放者，以及高风险青年。他认为这些政策是Firebrand Artisan Breads身份认同的基础。
Now forty, with a thick beard and tattoos covering both arms, Kreutz grew up in a middle-class suburb in northern Virginia. When he was twelve, his dad, an alcoholic, left the family. His mom struggled to support them on her salary as a nurse. They were often without a telephone, and they lit the house with candles when the power was switched off for nonpayment. When Kreutz was sixteen, his mother stole money from the doctor’s office where she worked, and was sent to prison for a few months. Her name and photograph were printed in the local paper, and Kreutz felt isolated and humiliated. Everybody in our life knew, at high school and in the neighborhood, he recalled. I definitely lost a lot of friends and contacts and relationships as a result.无纺布面粉袋
克鲁兹现年40岁，留着浓密胡须，两只手臂上都有纹身，他在弗吉尼亚州北部的一个中产阶级郊区长大。在他12岁的时候，他的酒鬼父亲离开了家庭。他的母亲靠做护士的工资艰难地支撑着他们。他们经常没有电话，当因未付款而被停电时，母子俩用蜡烛照亮房子。在克鲁兹16岁时，他的母亲从她工作的医生办公室偷了钱，并被送进监狱几个月。克鲁兹母亲的名字和照片被刊登在当地报纸上，无纺布面粉袋克鲁兹感到被孤立和羞辱。他回忆说：我们生活中的每个人都知道了这件事，包括高中里的人和居住在附近的人。结果就是，我因此失去了很多朋友、联系人和关系。
After high school, Kreutz did a year of culinary school in upstate New York before moving to California for a job at a wood-fired bakery in Petaluma. He worked at different wood-fire bakeries in the Bay Area for the next several years. His father died and left him a small inheritance; this gave him just enough money to start Firebrand, in 2008. The first few years were a struggle. Kreutz did all the baking and slept upstairs in the loft above the bakery for more than a year, taking elaborate precautions so no one would discover that he couldn’t afford a place to live.无纺布面粉袋
高中毕业后，克鲁兹在纽约州北部上了一年的烹饪学校，然后搬到加州，在佩塔卢马的一家木烤面包店里工作。在接下来的几年里，他在湾区不同的木烤面包店里工作。他的父亲去世后给他留下了一小笔遗产；这使他有足够的资金在2008年创办Firebrand Artisan Breads。最初的几年是艰难的。克鲁兹做了所有的烘焙工作，并在面包店楼上的阁楼上睡了一年多，他采取了精心的预防措施，以防有人发现他没有钱找地方住。无纺布面粉袋
By 2018, the bakery had a successful retail café, a steadily growing number of relationships with restaurants and stores throughout the region, and more than fifty employees—almost all people who faced employment barriers. Kreutz wanted to move to a larger space and launch a line of sliced breads and baked goods to sell in grocery stores around California. But this required financing—and, after a few conversations with potential backers, Kreutz realized that conventional investors were a terrible fit. It was super clear that people were really stoked about the company, he told me recently. But they were like, ‘Yeah, I don’t like this social stuff as much.’无纺布面粉袋
到2018年，克鲁兹的面包店有了一个成功的零售咖啡馆，与整个地区的餐馆和商店的关系稳步增长，并拥有了50多名员工（几乎都是面临就业障碍的人）。克鲁兹想搬到一个更大的空间，并推出切片面包和烘焙产品系列在加州各地的杂货店销售，但这需要融资。在与潜在的投资者进行了几次交谈后，克鲁兹意识到无纺布面粉袋传统的投资者是一个糟糕的选择。他说：很明显，人们都很喜欢这家公司。但他们会说，‘是的，但我不喜欢公司的社会属性这块’。
The social stuff that investors saw as a drag on profitability, of course, was precisely what Kreutz considered essential to Firebrand. He was at an impasse. He needed financing to grow his business—but taking investor money made it all but inevitable that the social mission of his company would be abandoned. Big investors typically gain some control over the management of the companies in which they invest and use their influence to maximize profit. Kreutz was surprised to learn that even so-called impact investors, who are committed to supporting social causes, expect at least a threefold return on investment; among standard venture-capital firms, expectations were even higher.无纺布面粉袋
当然，被投资者视为拖累盈利能力的无纺布面粉袋社会属性这块，正是克鲁兹认为对Firebrand Artisan Breads公司至关重要的东西。他当时陷入了僵局。他需要融资来发展他的业务，但接受投资者的钱会使得他的公司必须放弃其社会使命。大的投资者通常会获得一些他们所投资的公司管理控制权，并利用他们的影响力来实现利润最大化。克鲁兹惊讶地发现，即使是致力于支持社会事业的、所谓的影响力投资者，也期望有至少三倍的投资回报；而标准的风险资本公司，期望值甚至更高。
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In early 2019, on the recommendation of an impact investor, Kreutz called the team at Purpose Foundation. They sent him an e-book about steward ownership models and perpetual-purpose trusts. He read the book in one sitting and realized that this sort of arrangement could provide permanent protection for the defining values of Firebrand. Consultants from Purpose Foundation introduced him to progressive investors who would support his mission and accept more modest returns over a longer time period. In the end, Kreutz donated fifty-one per cent of his ownership to a perpetual-purpose trust. It articulates eleven purposes, including profit sharing and prioritizing the hiring of workers with obstacles to employment. These purposes are now the governing legal charter for the company. The trust is overseen by a committee of five that includes Kreutz, one employee, one manager, and two Oakland community members. Four separate impact investors contributed a total of $2.5 million to fund Firebrand’s expansion. The deal was structured as what’s sometimes called a restaurant flip; investors receive ninety per cent of all profits until they have achieved twice their original investment. At this point, the model flips, and Firebrands owners—including employees—share in profits in proportion to their ownership.无纺布面粉袋
2019年初，在一位影响力投资者的推荐下，克鲁兹给目的基金会的团队打了电话。他们给克鲁兹发了一本关于管理人所有权模式和永久目的信托的电子书。克鲁兹一口气读完了这本书，并意识到这种安排可以为Firebrand Artisan Breads的无纺布面粉袋决定性价值提供永久保护。目的基金会的顾问向他介绍了一些进步的投资者，他们愿意支持克鲁兹的使命，并在较长的时间内接受较小的回报。最后，克鲁兹将其51%的所有权捐赠给了一个永久目的信托。该信托阐明了11个目的，包括利润分享和优先雇用有就业障碍的工人等。这些目的现在是该公司的管理法律章程。该信托由一个五人委员会监督，其中包括克鲁兹、一名员工、一名经理和两名奥克兰社区成员。四个独立的影响力投资者共出资250万美元，资助Firebrand Artisan Breads公司的扩张。这笔交易的结构有时被称为restaurant flip；一开始，投资者获得所有利润的90%，直到他们获得其原始投资的两倍。此时，模式发生翻转，Firebrand Artisan Breads的所有者，包括员工在内，按他们的所有权比例分享利润。
This fall, Firebrand opened a forty-thousand-square-foot facility in Alameda, where it has expanded production of pretzels, pastries, and breads. The new space is a vast, sunlit former warehouse converted into an industrial-scale production facility, with walk-in freezers for cooling dough, multiple baking ovens, and stainless-steel mixing bowls the size of small Jacuzzis. On a recent morning, freshly baked almond croissants and blueberry scones sat cooling on racks of steel trays as workers stood at nearby folding tables, shaping dough into fresh batches of pastry.无纺布面粉袋
2021年秋天，Firebrand Artisan Breads在阿拉米达开设了一个四万平方英尺的工厂，在那里扩大了椒盐饼、糕点和面包的生产。新的空间是从一个巨大的、阳光充足的仓库改造而成的。这个空间被改造成一个有工业规模的生产设施，其中有用于冷却面团的步入式冰柜，多个烘烤炉，以及小型按摩浴缸大小的不锈钢搅拌碗。在最近的一个早晨，新鲜出炉的杏仁羊角面包和蓝莓烤饼放在钢制托盘的架子上冷却，工人们站在附近的折叠桌前，将面团塑造成新鲜的面点。无纺布面粉袋
The design of the new facility reflects the distinct social purpose of Firebrand. There are two full-size showers—Kreutz knows their value from his days living in the bakery’s old location. Within the new facility, Firebrand provides rent-free space to a California nonprofit called Five Keys, which helps formerly incarcerated people transition to life after prison. The space where the nonprofit operates is only accessible through a separate external door, so that workers don’t have to feel embarrassed about requesting help. Five Keys will soon offer free G.E.D. prep, financial-literacy classes, and other services to Firebrand employees and the broader community. The facility runs 24/7, fulfilling a shifting set of daily orders from roughly four hundred wholesale clients, including Whole Foods, Google, and many of the Bay Area’s finest restaurants, such as International Smoke, Ayesha Curry’s barbecue destination. They now have eighty-five full-time employees, and are planning to grow to more than a hundred within the next year.无纺布面粉袋
新设施的设计反映了Firebrand Artisan Breads的无纺布面粉袋独特社会目的。那里有两个全尺寸的淋浴间。从以前住在面包店的日子当中，克鲁兹了解到了淋浴间的重要性。在新设施中，Firebrand Artisan Breads为加州一家名为Five Keys的非营利组织提供了免租金的空间，该组织帮助刑满释放的人过渡到出狱后的生活。非营利组织运作的空间只能通过一个单独的外部门进入，这样工作人员就不必为请求帮助而感到尴尬。Five Keys很快就将会为Firebrand Artisan Breads的员工和更广泛的社区提供免费的G.E.D.预备课程、金融扫盲课程和其他服务。该设施全天候运行，可以满足大约四百个批发客户的日常订单，包括Whole Foods、谷歌和许多湾区最好的餐馆，如International Smoke和Ayesha Curry’s barbecue destination。公司现在有85名全职员工，并计划在未来一年内发展到超过100人。
Working at Firebrand can be physically demanding. The Oakland location alone uses more than eleven hundred pounds of flour a day; some of the bakers move fifty-pound bags of flour, while packers and drivers work through the night to get fresh bread and pastries delivered. Last fall, I met Leonard, a thirty-four-year-old packer at the new Alameda facility. (He has left Firebrand since we spoke.) It was 1 a.m., and he was finishing his shift. He told me that he’d been out of prison for less than a year after serving fifteen years for attempted homicide. Adjusting to civilian life had been tough for him; he broke into a cold sweat just going to the grocery store. After his release, he’d applied for many packing jobs, with Amazon, FedEx, Frito-Lay, and other companies. As soon as they’d run a background check, he said, It was like, ‘Oh, the position is filled,’ or, ‘You’re not a good fit.’ At Firebrand, there’d been no background check. They simply invited him to work a shift, then extended him a job offer. That’s an amazing man, right there, he said, of Kreutz. I missed out on a lot, after fifteen years. I’m just trying to get my life back. I’m grateful he gave me that chance.无纺布面粉袋
在Firebrand Artisan Breads工作对体力要求很高。仅仅是奥克兰的工厂每天就要使用1100多磅面粉；一些面包师需要搬运50磅的面粉袋，而包装工和司机则通宵达旦地工作，以运送新鲜面包和糕点。去年秋天，作者在阿拉米达的新工厂见到了三十四岁的包装工伦纳德（伦纳德现在已经从Firebrand Artisan Breads离职）。当时是凌晨1点，他刚结束他的轮班工作。他告诉作者，他因杀人未遂服刑15年，出狱不到一年。适应平民生活对他来说很艰难，只是去杂货店买东西，他就出了一身冷汗。出狱后，他申请了许多打包工作，包括亚马逊、联邦快递、Frito-Lay和其他公司。他表示，一旦招聘公司进行背景调查，就会说：哦，这个职位已经有人了，或者你不适合。在Firebrand Artisan Breads没有背景调查，他们只是邀请他去工作，然后向他提供工作机会。在谈到克鲁兹时，伦纳德说：这是一个了不起的人。在15年里，我错过了很多。无纺布面粉袋我只是试图找回我的生活。我很感激他给了我这个机会。
In 2010, in the Citizens United v. Federal Election Commission case, the Supreme Court granted corporations legal protections previously reserved for people. Since then, it’s been hard to resist a natural question: If corporations are people, what kind of people are they? One answer, bleak but justifiable, is that they’re psychopaths, devoted entirely to maximizing profits at the cost of everyone else, including their employees. Unusual business owners such as Emery and Kreutz show the limits of this generalization, as do many other socially conscious companies. But as long as pro-social companies are vulnerable to acquisition by larger firms and investors who are likely to disregard their social mission, they will remain ephemeral exceptions to the profit-first rule. They will last only as long as their founders are able to keep working, and to avoid accepting investments with strings attached.无纺布面粉袋
2010年，在公民联合会诉联邦选举委员会一案中，美国最高法院授予将以前为人民保留的法律保护授予给了公司。从那时起，一个自然而然的问题就难以避免：如果公司是人，它们是什么样的人？一种答案是，它们是无纺布面粉袋完全致力于利润最大化的精神病患者，以牺牲其他所有人，包括他们的员工为代价。像埃默里和克鲁兹这样不寻常的企业主显示了这种概括的局限性，许多其他有社会意识的公司也是如此。但是，有利社会的公司是利润至上规则的短暂例外，因为它们很容易会被那些可能无视其社会使命的大公司和投资者收购。只有它们的创始人可以继续工作，并避免接受有附加条件的投资，这些有利社会的公司才能持续下去。
By preserving fragile goodness in a lasting institutional form, Purpose Foundation offers a kind of corporate therapy. It rewrites the psychology of companies, changing the deep structures that shape their behavior. There’s brilliance in this approach. We often think of the system as unchangeable when, in fact, the rules can be rewritten. The imperative to make money can be transformed into a requirement to do good. It’s not sufficient to just have an idea of what the future could look like—you have to make it actually possible in practice, Canon said. Business owners now have a potent new tool to translate their ideas for a better future into reality.无纺布面粉袋
通过无纺布面粉袋持久的机构形式保存脆弱的善良，目的基金会提供了一种企业疗法。它改写了公司的心理学，改变了塑造公司行为的深层结构。这种方法有其高明之处。人们经常认为系统是不可改变的，而事实上，规则是可以改写的。赚钱的必要性可以转化为做好事的要求。目的基金会的联合创始人兼执行董事卡米尔·卡农说：仅仅有一个关于未来的想法是不够的，你必须让它在实践中成为现实。企业主现在有了一个强大的新工具，可以将他们对美好未来的想法转化为现实。
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翻译、撰稿：丁适于（杭州市基金会发展促进会）无纺布面粉袋
杭基会是由杭州地区致力于推动基金会行业发展的社会组织、企事业单位等机构和个人自愿结成的联合型、枢纽型社会团体，是继深圳市基金会发展促进会后，国内第二个专门针对区域基金会行业的联合性组织。无纺布面粉袋
杭基会由杭州市慈善总会、浙江省微笑明天慈善基金会、浙江都快传媒集团有限公司、浙江省残疾人福利基金会、浙江省妇女儿童基金会、阿里巴巴公益基金会、浙江正泰公益基金会、浙江海亮慈善基金会、杭州市西湖教育基金会、浙江锦江公益基金会、浙江传化慈善基金会、杭州青荷公益基金会、杭州市德信蓝助学基金会、杭州诸商慈善基金会等14家基金会和媒体共同发起。目前有会员71名，包含36家基金会、14家慈善会系统、以及媒体、学界、金融、法律、文艺、企业等领域代表。无纺布面粉袋
杭基会的宗旨是遵守宪法、法律、法规和国家政策，践行社会主义核心价值观，遵守社会道德风尚，推动杭州市公益慈善事业持续、健康、快速发展。根据《中华人民共和国慈善法》的有关依法成立慈善行业组织的规定，促进基金会行业自律机制建设，健全基金会行业运作规范，加强对基金会行业的服务，提升基金会行业专业水平和社会公信力。无纺布面粉袋
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