The New York Times has published a profile of green businessman Ray Anderson, excerpted below:What Ray Anderson calls his “conversion experience” occurred in the summer of 1994, when he was asked to give the sales force at Interface, the carpet tile company he founded, some talking points about the company’s approach to the environment.
At a plant in LaGrange, carpet scraps are collected for reuse.
“That’s simple,” Mr. Anderson recalls thinking. “We comply with the law.”
But as a sales tool, “compliance” lacked inspirational verve. So he started reading about environmental issues, and thinking about them, until pretty soon it hit him: “I was running a company that was plundering the earth,” he realized. “I thought, ‘Damn, some day people like me will be put in jail!’ ”
“It was a spear in the chest.”
So instead of environmental regulation, he devoted his speech to his newfound vision of polluted air, overflowing landfills, depleted aquifers and used-up resources. Only one institution was powerful enough and pervasive enough to turn these problems around, he told his colleagues, and it was the institution that was causing them in the first place: “Business. Industry. People like us. Us!”
He challenged his colleagues to set a deadline for Interface to become a “restorative enterprise,” a sustainable operation that takes nothing out of the earth that cannot be recycled or quickly regenerated, and that does no harm to the biosphere.
The deadline they ultimately set is 2020, and the idea has taken hold throughout the company. In a recent interview in his office here overlooking downtown Atlanta, Mr. Anderson said that through waste reduction, recycling, energy efficiency and other steps, Interface was “about 45 percent from where we were to where we want to be.”
Use of fossil fuels is down 45 percent (and net greenhouse gas production, by weight, is down 60 percent), he said, while sales are up 49 percent. Globally, the company’s carpet-making uses one-third the water it used to. The company’s worldwide contribution to landfills has been cut by 80 percent.
“He bet his entire company,” said Bob Fox, an architect who specializes in “green” buildings and who, like Mr. Anderson, is a member of the advisory board of the Harvard Center for Health and the Global Environment. “It worked out probably better even than he hoped. He has set the mark for every other corporation in this country.”
And in the process, Mr. Anderson has turned into perhaps the leading corporate evangelist for sustainability. He had a head start, he acknowledges, because he ran his company and controlled its voting stock. But he can make the case effectively, he said, because his Interface experience teaches that sustainability “doesn’t cost, it pays” — in customer loyalty, employee spirit and hard cash. He says Interface sustainability efforts have saved the company more than $336 million since 1995.
At a plant in LaGrange, carpet scraps are collected for reuse.
“That’s simple,” Mr. Anderson recalls thinking. “We comply with the law.”
But as a sales tool, “compliance” lacked inspirational verve. So he started reading about environmental issues, and thinking about them, until pretty soon it hit him: “I was running a company that was plundering the earth,” he realized. “I thought, ‘Damn, some day people like me will be put in jail!’ ”
“It was a spear in the chest.”
So instead of environmental regulation, he devoted his speech to his newfound vision of polluted air, overflowing landfills, depleted aquifers and used-up resources. Only one institution was powerful enough and pervasive enough to turn these problems around, he told his colleagues, and it was the institution that was causing them in the first place: “Business. Industry. People like us. Us!”
He challenged his colleagues to set a deadline for Interface to become a “restorative enterprise,” a sustainable operation that takes nothing out of the earth that cannot be recycled or quickly regenerated, and that does no harm to the biosphere.
The deadline they ultimately set is 2020, and the idea has taken hold throughout the company. In a recent interview in his office here overlooking downtown Atlanta, Mr. Anderson said that through waste reduction, recycling, energy efficiency and other steps, Interface was “about 45 percent from where we were to where we want to be.”
Use of fossil fuels is down 45 percent (and net greenhouse gas production, by weight, is down 60 percent), he said, while sales are up 49 percent. Globally, the company’s carpet-making uses one-third the water it used to. The company’s worldwide contribution to landfills has been cut by 80 percent.
“He bet his entire company,” said Bob Fox, an architect who specializes in “green” buildings and who, like Mr. Anderson, is a member of the advisory board of the Harvard Center for Health and the Global Environment. “It worked out probably better even than he hoped. He has set the mark for every other corporation in this country.”
And in the process, Mr. Anderson has turned into perhaps the leading corporate evangelist for sustainability. He had a head start, he acknowledges, because he ran his company and controlled its voting stock. But he can make the case effectively, he said, because his Interface experience teaches that sustainability “doesn’t cost, it pays” — in customer loyalty, employee spirit and hard cash. He says Interface sustainability efforts have saved the company more than $336 million since 1995.
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