http://www.inc.com/magazine/201204/tom-foster/the-undiluted-genius-of-dr-bronners.html
Milujem tychto ludi za to co robia.

Za toto:
The change came a year into David's tenure, and it was a pivotal moment, because it allowed him to use the company as a platform to talk about issues that didn't really have to do with the soap, much as his grandfather had. "One of the reasons we liked hemp was that it was at the nexus of a bunch of hot issues," David says. "Environmental issues, and also drug policy." Hemp is a remarkably useful plant: It's a good dietary source of omega-3 fatty acids; it can easily be cultivated without pesticides; its fiber is especially strong; and, as Dr. Bronner's had found, its oil is a good natural additive in soap. The Drug Enforcement Administration had a long history of conflating hemp with marijuana, though, and that was just the kind of thing that got David worked up. Adding hemp to his product would be a nice middle finger to the government.

He took things a step further in 2001, when the Bush administration started seizing shipments of hemp seed and hemp oil at the Canadian border. David decided to lead the industrial hemp industry in suing the DEA, and undertook a series of publicity stunts such as serving samples of hemp granola and poppy-seed bagels from a booth outside the DEA's headquarters—the logic being that there was no reason to treat industrial hemp, which has only trace amounts of the intoxicant THC, any differently from poppy seeds, which have trace amounts of opium. After a long series of legal skirmishes, the agency reversed the policy.

Toto tiez:
While Dr. Bronner's was busy dragging the rest of its industry into organic integrity, David decided to set the bar even higher for his company. Fair labor practices had long been a core issue for the company, going back to a concept Emanuel liked to talk about called Constructive Capitalism, which held that you should "share the profit with the workers and the earth from which you made it." In 2001, David, Michael, and their mother, Trudy Bronner, who is the company's CFO, sat down to codify how they would put the concept into action. To the company's already generous benefits (fully paid health plan, a retirement-plan contribution equal to 15 percent of salary), they added 25 percent annual bonuses for full-time employees. The highest executive salary is capped at five times the salary of the lowest-paid warehouse employee, meaning David makes about $200,000 a year.

Potom toto:
In 2005, David decided he couldn't in good conscience buy raw materials from operations that didn't take labor practices as seriously as he did, so he set a two-year goal of switching all the company's major ingredients to certified fair trade. Only one problem: Nobody could find any certified organic and fair-trade farms that produced some of those ingredients.

The solution: Get into the farming business. By 2008, Dr. Bronner's owned a 200-employee fair-trade coconut-oil operation in Sri Lanka and a 150-employee palm-oil plant in Ghana, and had partnered on a peppermint-oil operation in India. Maybe the most audacious fair-trade project so far has been a partnership that combines olive oils from farmers in the West Bank and Israel, and has become a symbol of Israeli-Palestinian coexistence. Emanuel Bronner would be proud.

A tiez za kvalitnu kozmetiku co robia poctivo.