![]() 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. So instead of environmental regulation, he devoted his speech to his newfound vision of polluted air, overflowing landfills, depleted aquifers and used-up resources. “I thought, ‘Damn, some day people like me will be put in jail!’ ” 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. “We comply with the law.”īut as a sales tool, “compliance” lacked inspirational verve. ![]() 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. ![]()
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