Meet Shannon Schuyler“We are about our people, but we are a people business. That's what we do. We don't sell widgets. We are people and people have changed. What people desire has changed over the course of time. We have needed to dig into that to have an appreciation of what people wanted and the way in which they worked. And the motivations for working a hundred years ago are different than they are now.”Shannon Schuyler, PwC’s U.S. Chief Purpose and Inclusion Officer, leads the professional services firm’s efforts to deliver and embed purpose throughout culture and operations. Her work enables employees to be stewards of organizational purpose and embrace social transformation both internally and externally through coalitions and skills development.We invited Schuyler to share how PwC has aligned its purpose with all 295,000 employees to upskill talent for a global, digital economy; engage authentically with social issues; and have honest conversations about inclusion and diversity.Listen for Shannon’s insights on:How PwC approaches each employee as an individual when it comes to their purpose, experiences, background, and skills.How PwC is building trust with stakeholders, clients, and society to deliver sustained outcomes through the New Equation strategy.How to collaborate with competitors in order to address industry-wide issues while amplifying societal impact.How PwC changed the way it approached topics of diversity and inclusion.Resources + Links:Shannon Schuyler’s LinkedInPwC’s Purpose and ValuesThe New EquationNew world. New skills. ProgramTrust Leadership InstituteCEO Action for Racial EquityCEO Action for Diversity and Inclusion

Carol has been an attendee of the Chief Executives for Corporate Purpose (CECP) Summit for over 20 years, but 2022’s Summit felt different. It was the first time colleagues were reuniting since the pandemic started, infusing the Summit with excitement and eagerness to share the latest in purpose insights.Step into the Summit with Carol as she reconnects with purpose leaders from Tata Consultancy Services and Blackbaud to explore what they learned during the past two years. Listen for insights on: How to introduce virtual volunteerism opportunities that both engage employees and deliver impact.How smaller companies with fewer resources can help employees identify their personal purpose and link it to organizational opportunities.Why investing in human connections can accelerate purpose success.Resources + Links: Kari Niedfelt-Tomas’s LinkedInBalaji Ganapathy’s LinkedInRachel Hutchisson’s LinkedInNandika Madgavkar’s LinkedInCECP’s Website

“When you are aligned, you instinctively know what to do. You’re equipped to close the gap between the leader you are and the leader you want to be. When your professional and personal values are aligned, you lead with authenticity and everything becomes possible.”Many guests on Purpose 360 have shared how they activate employees, collaborate in partnerships, communicate to customers, and engage in the community. It is clear that purpose work requires companies and leaders to care for and focus on many different stakeholders. But while leaders must focus on internal and external stakeholder alignment, it’s vital to also invest in yourself to maintain alignment.Hortense le Gentil, Executive Coach and Author, defines alignment as the congruence of who you are with what you do. Much like how an organization looks to its values to define purpose, individuals must do the same to be the best version of themselves, drive change, and create impact.Listen for Hortense’s insights on:The most effective ways to find alignmentWhy showing emotion is vital in effective leadership.How to break down “mind traps” to unleash your potentialWhat leaders can learn from model CEOs, including Satya Nadella (Microsoft), John Donahoe (Nike), and Corie Barry (Best Buy)Resources + Links:Hortense le Gentil on LinkedInHortense le Gentil’s WebsiteAligned: Connecting Your True Self to the Leader You’re Meant to Be

Many first jobs are not forever jobs, but that’s not how it worked out for Dawn Jones at Intel. Now Chief Inclusion and Diversity Officer, Dawn began her career at Intel almost 25 years ago, thinking that she’d only stay for a few years. Intel’s support for her and her goals – from paying for her higher education to offering an inclusive culture – was what made the difference. The result is an incredibly committed and intelligent woman determined to advance inclusion for future Intel employees, and for the industry at large.Intel’s purpose is to create world-changing technology that improves the life of every person on the planet. Dawn’s work directly brings this purpose to life, driving inclusion internally by embedding it in Intel’s culture and advancing inclusion externally through language in coding, bringing more girls in STEM, and providing educational support to underrepresented students in STEM at community colleges.Listen for Dawn’s insights on:Why listening and respecting others’ perspectives are the best mindsets when collaborating.How to work with a diverse and representative workforce to activate them for good, whether it's in the work that they're doing or in the community.Why it’s important for industry leaders to collaborate in standardizing goals and metrics, for the industry and world as a whole.Why it’s important to devote time and resources to pursue awards and rankings.Resources + Links:Dawn’s LinkedInCSR at Intel2021-2022 Corporate Responsibility Report2030 RISE Strategy and GoalsAlliance for Global InclusionIntel Commits $50 Million with Pandemic Response Technology Initiative to Combat Coronavirus

Anheuser-Busch has been making beer for 170 years. But even with legacy brands that have stood the test of time, like Budweiser and Stella Artois, Anheuser-Busch is a company in constant pursuit of a better, more sustainable future.Sometimes a company’s purpose needs to be refreshed in order for it to remain relevant and meaningful both internally and externally. At the start of 2022, Anheuser-Busch launched its new purpose: We dream big to create a future with more cheers. From creation and piloting to introducing and activating, Anheuser-Busch ensured that this purpose reflected the company’s history while being meaningful to both employees and customers into the future.We invited César Vargas, U.S. Chief External Affairs Officer, and Lindsay King, U.S. Chief People Officer, to discuss how the purpose came to be, ways internal and external stakeholders were engaged, and how they activate purpose so Anheuser-Busch will serve its beers for another 170 years.Listen for César and Lindsay’s insights on:How to pilot a new purpose to ensure it resonates with employees across an enterprise.Why it’s important to create a strong foundation for internal engagement.How to inspire employees to serve as ambassadors for your company and its purpose.Why consistency in communicating purpose lends greater meaning.Resources + Links:César Vargas on LinkedInLindsay King on LinkedInAnheuser-Busch’s Ten Principles“It’s Time to Dream Big and Create a Future with More Cheers”“We’re taking flight. Here’s to our next chapter” video

For some, purpose’s integral role in business is a newer conversation topic. But others have seen the power of purpose for decades, including company founders like Ray Anderson, pioneers like host Carol Cone, and business journalists like Alan Murray.Alan Murray has a unique perspective of the purpose movement. While Ray strategically aligned Interface with environmental commitments and Carol advises and supports companies in establishing purpose-based commitments, Alan followed CEOs from nescience to enlightenment to implementation. In his new book, Tomorrow’s Capitalist: My Search for the Soul of Business, Alan reveals how he observed corporate CEOs recognize the significance of human-centered sustainability – not just so their companies could continue to operate, but so they would thrive.We invited Alan Murray, CEO of Fortune Media, to discuss Tomorrow’s Capitalist, his experience with the widespread cynicism of the broader public when it comes to businesses and purpose, and how companies can have both a soul and a future.Listen for Alan’s insights on:How leadership must change for there to be strategic, long-term success in human-centered business.What should guide CEOs when deciding whether and how to advocate for an issue or defend an action.How to effectively amplify communications in today's snackable, hard-to-get-anybody's-attention media landscape.The three areas all CEOs and leaders need to think about when looking to the future of human-centered business.Links & NotesAlan Murray’s LinkedInTomorrow’s CapitalistFortune: “Why I wrote ‘Tomorrow’s Capitalist,’ my upcoming book on the stakeholder capitalism movement”Leadership NextHumans Are Underrated by Geoff Colvin

For some, purpose’s integral role in business is a newer conversation topic. But others have seen the power of purpose for decades, including company founders like Ray Anderson, pioneers like host Carol Cone, and business journalists like Alan Murray.Alan Murray has a unique perspective of the purpose movement. While Ray strategically aligned Interface with environmental commitments and Carol advises and supports companies in establishing purpose-based commitments, Alan followed CEOs from nescience to enlightenment to implementation. In his new book, Tomorrow’s Capitalist: My Search for the Soul of Business, Alan reveals how he observed corporate CEOs recognize the significance of human-centered sustainability – not just so their companies could continue to operate, but so they would thrive.We invited Alan Murray, CEO of Fortune Media, to discuss Tomorrow’s Capitalist, his experience with the widespread cynicism of the broader public when it comes to businesses and purpose, and how companies can have both a soul and a future.Listen for Alan’s insights on:How leadership must change for there to be strategic, long-term success in human-centered business.What should guide CEOs when deciding whether and how to advocate for an issue or defend an action.How to effectively amplify communications in today's snackable, hard-to-get-anybody's-attention media landscape.The three areas all CEOs and leaders need to think about when looking to the future of human-centered business.Links & NotesAlan Murray’s LinkedInTomorrow’s CapitalistFortune: “Why I wrote ‘Tomorrow’s Capitalist,’ my upcoming book on the stakeholder capitalism movement”Leadership NextHumans Are Underrated by Geoff Colvinß

In 2007, the recently merged Sprint Nextel was only six months away from going bankrupt. But under Dan Hesse, its new CEO, the company focused on a new strategy and internal culture that prioritized employee satisfaction to improve customer experience. This led to Sprint Nextel placing first in the wireless industry in customer satisfaction and ranking #1 in total shareholder return among all S&P 500 companies in his final two years as CEO, 2012 and 2013. Dan believed in the power of stakeholder-based capitalism to build culture and drive business success before many of his peers. Now retired from the C-suite (he also served as President and CEO of AT&T), Dan serves on various boards to help companies build and elevate purpose-driven cultures that support ESG commitments. We invited Dan, Board Member of JUST Capital, PNC, and Akamai Technologies, to share how purpose remains the driving force behind his leadership, business success, and counsel for companies today.Listen for Dan’s insights on: The three things CEOs and boards must do to advance purpose initiatives that build both stakeholder and shareholder value.The biggest barriers to boards embracing purpose as a business strategy, and how leaders can overcome them.The three principles of a culture that creates business success: employees, customers, and purpose.How the role of boards in overseeing purpose has changed and what boards expect in terms of ESG today.How employee input, company values, and culture come together to shape strategic decision-making.Links & NotesDan Hesse on LinkedInDan Hesse’s WebsiteArticles + Resources Featuring Dan HesseForbes: “ESG Insights From A Courageous CEO Pioneer”CEO Forum Magazine: “Culture Unifies Companies and Nations”

After two years of a pandemic and the need for many employees to work from home, creating connections has never been more important – to your coworkers, company, and work. Thomson Reuters recognized the significance of these connections and the need to facilitate them, especially given that the company formed a new operating entity and welcomed a new CEO days before the pandemic began. The answer was purpose – but Thomson Reuters’ purpose still needed to be defined. Knowing that an authentic purpose is driven from the inside out, Thomson Reuters embarked on a process of collecting employee insights, experiences, and stories, coupled with the power of its AI. With insights from over 800 employees and, eventually, 4,000 customers, Thomson Reuters found its purpose: Inform the Way Forward. We invited Alex Thompson, CCO of Thomson Reuters, to share the story of uncovering Inform the Way Forward and how it has unleashed the passion, power, and unlimited potential of Thomson Reuters. Listen for Alex’s insights on:How to purpose can unite siloed employees and enable them to understand and appreciate each other’s contributions. Why purpose needs time to settle so it can be fully embraced. How to engage employees and their expertise in advancing social objectives. Why you should invite critics to be your counselors, and how to select them. How to communicate individual and departmental victories at a corporate level to inform and motivate colleagues. Links & NotesAlex Thompson’s LinkedInThomson Reuters Value PrinciplesInform the Way ForwardSteve Hasker on Inform the Way ForwardThomson Reuters’ Partnership to Investigate Human Trafficking at the Super Bowl

“Don’t play with your food” may be a phrase you heard as a child, or perhaps have said to your own children. As it turns out, children really should be playing with their food. Because when they do – especially with vegetables – they’re more likely to eat them later in the day and in the years to follow. Today, 30% of UK children are classified as overweight or obese by the time they turn 5. Ella’s Kitchen, the UK’s number one baby food brand, believes intervention is coming too late. The company’s purpose–to improve children’s lives through developing healthy relationships with food–started with founder Paul Lindley in 2006 and lives on today with CEO Mark Cuddigan. Determined to raise the next generation, Ella’s Kitchen has marched on the House of Parliament with children, engaged retailers, launched new products, made healthy products more affordable, and launched informative campaigns. In addition to caring for the health of their little consumers, Ella’s Kitchen is implementing sustainable practices into operations and bringing its supply chain partners along for the journey. We invited Mark Cuddigan, CEO of Ella’s Kitchen, to share how he advanced the company’s purpose and sustainability initiatives since taking over from Lindley. Listen for Mark’s insights on:How a new CEO can sustain and advance a company’s purpose while leaving their own mark after the departure of a founder. How to maintain a values-based culture after a company has been acquired. How to help supply chain partners adopt sustainable and purpose-driven practices. Why it’s sometimes okay to take a financial loss if an investment advances purpose over the long term. Links & Notes Mark Cuddigan’s LinkedIn Ella’s Kitchen’s “The Good Stuff We Do” Ella’s Kitchen B Corp Certification Eat, Play, Love Campaign Video Veg for Victory Campaign Paul Lindley on Purpose 360

To GAF, the roofs over the heads of the company’s customers do far more than provide shelter. Each shingle designed and produced by GAF – North America’s largest roofing manufacturer – upholds the company’s purpose: We protect what matters most. Whether those shingles sit atop family homes or small businesses, GAF works to protect the people, belongings, and memories the company serves.In the spirit of this purpose, GAF developed Community Matters, its social impact program, to support and empower the communities in which the company operates. Community Matters unites GAF employees, partner organizations, and community members to empower, connect, and inspire the community.We invited Andy Hilton, Chief Communications Officer and Head of CSR at GAF, for an in-depth conversation on how GAF is bringing Community Matters to life. Listen for Andy’s insights on: How GAF worked directly with employees and residents in Shafter, CA to refresh and expand the community’s beloved Learning Center .How GAF partners with nonprofits like Project for Public Spaces to involve communities in the co-creation of local initiatives. How the Build Back Better initiative has influenced GAF’s relationship with partners in addressing climate resiliency. How to create micro volunteerism moments for employees in roles with limited flexibility, such as shift work.Links & NotesConnect with Andy Hilton on LinkedInGAF Community ImpactShafter ProjectProject for Public SpacesHabitat for HumanityGood360Rebuilding TogetherSBPTeam RubiconXylem Watermark Program

The truly great companies of today are the ones that lead in purpose and invest in stakeholders to ensure long-term profitability. But for investors, differentiating and evaluating companies’ “goodness” can be challenging, even as more companies make and report on ESG commitments. And for business leaders, determining how to create long-term value for all stakeholders can be unclear. JUST Capital provides a solution. JUST Capital, a nonprofit organization with a purpose to equip the market with these insights, released its annual JUST 100 rankings at the beginning of 2022. The organization’s methodology combines polling from the American public to define the issues that matter most in a given year with weighted standards that are then used to rank companies. “Just” companies are assessed based on their performance across five core categories: Workers, Communities, Shareholders & Governance, Customers, and Environment. This year, the top three concerns of the American public included paying a fair living wage, creating US jobs, and prioritizing stakeholder value creation. To share insights on this year’s rankings, we welcomed back to the show JUST Capital’s CEO Martin Whittaker. Listen in for Martin’s insights on:The attributes of high-ranking companies and recommendations for companies looking to invest in the interests of the American public. The transition from a “trust me” to a “show me” mentality with sustainability reporting. The role of boards and how successful boards are able to put talk into action. Why social sustainability will be the prominent focus in 2022. What factors caused a shift in companies rising and falling on the 2022 JUST 100 rankings. Links & NotesJUST Capital Mission & Impact JUST 100’s 2022 Rankings JUST Capital Core Issues of JUST Business by Stakeholder Martin Whittaker on LinkedIn JUST Capital Report: “In 2021, Americans Told Us They Expect Companies to Lead on These 7 Imperatives. 2022 Is the Time to Act”

In July 2020, the St. Louis Board of Aldermen unanimously voted to close down its workhouse jail and reinvest its operating funds into community programs. The victory was shared by members of the community, politicians, a coalition of activists, and Ben & Jerry’s. While most associate Ben & Jerry’s first with its variety of ice cream flavors, the company’s purpose is to be an advocate for progressive social change in the world. With 66 global activism campaigns, the company uses its channels, platform, products, and fans (they don’t call them customers) to elevate messages, bring communities together, and take a stand. We invited Chris Miller, Ben & Jerry’s Head of Global Activism Strategy, to discuss what cutting-edge corporate activism looks like today and how Ben & Jerry’s remains authentic to its values while using ice cream to change the world. Listen for Chris’ insights on: How to identify the right issues to engage with. Why values-based actions are critical in activism, and how to articulate your company’s values. How relationships with NGOs and grassroots organizations create value in amplifying a message and uniting stakeholders around a campaign. The value of addressing controversy head-on and practicing transparency when engaging in activism. Links & NotesChris Miller on LinkedIn Ben & Jerry’s Values Ben & Jerry’s 2020 SEAR Report “Activists’ Work Pays Off: St. Louis Votes Unanimously to Close the Workhouse Jail!” Change is Brewing Ice Cream Flavor Americone Dream Ice Cream Flavor “Why Ben & Jerry’s Speaks Out” HBR Article

The fashion industry is facing a reckoning. Clothing production accounts for 10% of global CO2 emissions and textile dying yields 20% of global waste water. And shamefully, 85% of all textiles are disposed of each year. Additionally, some businesses are trying to convince consumers that their products are more sustainable than they are by using “greenwashing” buzzwords like “zero waste” and “organic.” Ethical Clothing, a search engine for sustainable clothing brands and products, was founded with the goal to enable consumers to make informed purchasing decisions as they navigate the world of sustainable clothing brands. We invited Ben Heinkel, Ethical Clothing’s Co-Founder, to discuss the fashion industry crisis and their solution of directly connecting well-intentioned consumers with truly ethical fashion companies. Listen for Ben’s insights on: How Ethical Clothing provides consumers with the tools and knowledge to make ethical purchasing decisions. The characteristics of ethical and sustainable brands and products. Why it’s important to align your personal values with those of your business or project values for it to be long-lasting. Links & Notes Ben Heinkel on LinkedIn About Ethical ClothingEthical Clothing for European ShoppersEthical Clothing for North American ShoppersEthical Clothing Footprint CalculatorEthical Clothing Blog

Stakeholder expectations of companies today are clear: They must serve a purpose beyond profit alone, and they must do so authentically. One stakeholder group leading the call for purpose-driven business is young professionals. Increasingly, they’re seeking out internships and then careers with organizations that align with their values and personal purpose. Today’s business leaders hoping to capture this nascent talent must ensure their organizations are operating with purpose at the core. To better understand what the next generation of talent wants, and how companies today are responding, we invited a father-son team to Purpose 360. Alan VanderMolen, CCO of SC Johnson, the company with the purpose goal to be the planet’s most trusted, and Elijah VanderMolen, a junior at NYU studying Public Policy and Environmental Studies, joined the show to share their insights and experiences. Listen for Alan and Elijah’s insights on: Why we should ask how to live up to the expectations of our children. The best ways to reach and engage Gen Z, especially when it comes to sustainability. Cultivating a sustainability and purpose mindset at home and in the workplace. The danger of purpose washing today and the importance of authentically acting and reporting on purpose claims. Links & Notes Alan VanderMolen on LinkedIn SC Johnson’s Purpose The Climate Clock

In social impact partnerships, we often talk about ‘unlikely bedfellows ’—partners with whom you may not expect to collaborate but whose collective impact is transformational. The alliance between GOOD Worldwide Inc and Net Impact, however, just makes sense: These two powerhouse organizations have long rallied and amplified some of the most important figures and voices in social impact. Now, they’ve come together with Upworthy to create the GOOD Institute, a 501(c)3 nonprofit organization to address social issues, drive social action, and reimagine the possibilities of our shared future. To share more about this new endeavor, we welcomed to the show Peter Lupoff, CEO at Net Impact and GOOD Institute, and Max Schorr, Co-founder, and CEO at GOOD Worldwide Inc. Listen for Peter and Max’s insights on: How this groundbreaking alliance came together, and the unique strengths each organization brings to the Institute—from Net Impact’s 160,000+ members to Upworthy’s growing digital audience. Why collaboration and ‘think tank’ style hubs are critical to solving some of the world’s most challenging social issues in innovative and inspiring ways. How GOOD Institute is bringing together next-gen talent, global policy leaders, and some of the world’s most iconic companies to drive change. Links & NotesGOOD Institute GOOD Institute Launch Release Leaps.org Peter Lupoff on LinkedInMax Schorr on LinkedIn

Joy. Wonder. Delight. Grief. These feelings are all deeply associated with the holiday season, but that last one isn’t talked about much. Talking about grief has become even more urgent during the pandemic, with 86% of Americans now saying grief should be addressed as an important mental health issue. Yet, 70% of adults don’t have the skills they need, saying they’re often unsure what to do or say when someone they care about is grieving. Experience Camps is seeking to change that by championing the nation’s 5.3 million bereaved children running no-cost programs that help grieving children thrive. The organization focuses on kids who have gone through the death of a sibling or parent/primary caregiver, organizing week-long overnight summer camps and year-round programs to help children build the community and coping skills they need to thrive. To hear hard-won insights from nearly 450,000 hours with grieving kids and actionable ideas for supporting others through grief, we welcomed to the show Sara Deren, founder and CEO (that’s Chief Experience Officer) of Experience Camps. Listen for Sara’s insights on: Why it’s important to ‘Talk About Grief,’ and how you can have hard conversations in constructive ways. How Experience Camps is navigating a 500% increase in demand over the last five years, expanding programming and resources to meet the unprecedented need. The lifelong impacts that healthy coping skills can provide grieving children, and how Experience Camps extends support beyond camp sessions. If you or a loved one is struggling with grief this holiday season, or want to help someone who is, please find grief resources here. If you would like to light a virtual candle for a loved one, please click here.Links & NotesAbout Experience CampsThe IssueDonate to Experience CampsGrief ResourcesSara Deren on LinkedIn

Chipotle revolutionized fast-casual dining with its fresh ingredients, open kitchens and assembly lines, and inventive menu. But Chipotle’s real innovation happens before the food gets into the hands of hungry customers. From the farms where ingredients are grown and raised to the impact of its supply chain on the environment, Chipotle is committed to sourcing and serving “food with integrity.” Its leadership in these areas and others has set a new bar for QSR and fast food, and the food system as a whole. This is all embodied in Chipotle’s purpose to cultivate a better world. This purpose is made real through the company’s support of ventures that make responsibly sourced and sustainable food more accessible, an executive compensation structure tied to ESG goals, and support for family farms. One meal might not change the world, but the way Chipotle makes it might. To share Chipotle’s purpose journey—including the ups and downs—we welcomed Laurie Schalow, Chief Corporate Affairs and Food Safety Officer, to Purpose 360. Listen for Laurie’s insights on: How Chipotle identified and committed to addressing a “disruptive” issue that other organizations weren’t addressing. Why you should continuously monitor and address the needs of your stakeholders - from your suppliers and partners to your employees and customers. Why working on projects that haven’t been successful is a powerful way to display your leadership capability and make a mark. Why having a small sustainability team is not a deterrent to driving impact if you embed purpose responsibility cross-functionally. Links & NotesAbout ChipotleChipotle’s 2020 Sustainability ReportLaurie Schalow on LinkedIn“A Future Begins” - A Short Film Supporting Farmers“A Future Begins” Press Release“Can a Burrito Change the World?” — Chipotle’s 2021 Super Bowl AdChipotle Aluminaries ProjectChipotle’s Free DegreesChipotle Executive Compensation Tied to ESG Goals Progress

The Hershey Company has a distinct purpose of “making moments of goodness. The company’s iconic brands include the much-beloved Reese’s, York, Twizzlers, Good N Plenty, Almond Joy, barkTHINS, and, of course, the Hershey’s chocolate bar. Over a century before social and nutritional concerns came to light in a transparent world, they created the Shared Goodness Promise based on the values of its founder. The Shared Goodness Promise was born nearly 125 years ago with Milton Hershey and has grown to be The Hershey Company’s commitment to sustainably grow the business, protect the planet, enrich communities, and provide joy and opportunity to children. From monitoring and enforcing ethical supply chain management to improving childhood wellness through nutrition education and social and emotional learning support, The Hershey Company continually identifies new ways to bring its purpose to life. To talk about creating lasting change through embedding its purpose, we welcomed Jeff King, Senior Director of Global Sustainability and Social Impact at The Hershey Company, to Purpose 360. Listen for Jeff’s insights on: How The Hershey Company identified where and how it could create more moments of goodness across the supply chain and in its communities.How to use the voice of stakeholders to support and bolster sustainability decisions and strategic directions.Why small sustainability successes are important to build momentum - especially earlier in the journey.How employees are critical to authentic purpose. Links & NotesJeff King on LinkedInAbout The Hershey CompanyThe Hershey Company’s 2020 Sustainability ReportThe Shared Goodness PromiseThe Hershey Company’s Sustainability Goals and ProgressChild Labor Monitoring and Remediation SystemsThe Heartwarming Project International Cocoa Initiative

Interface has some of the most ambitious climate goals in business, and is achieving them by deeply integrating purpose and sustainability throughout the organization. While Interface may not be a company you’ve heard of, you might step on its products every single day. Founded by Ray C. Anderson in the 1970s, Interface designs and manufactures modular commercial flooring, including a revolutionary carbon-capturing carpet tile. Long before such innovative products, Interface was a “typical” company with a negative impact on the environment. In 1994, after a customer asked Anderson what his company was doing for the environment, the founder developed a task force to come up with the answer. Since then, Interface has achieved its “Mission Zero” commitment to be net zero by 2020 (and did so a year early) and has embarked on Climate Take Back, an initiative to create a climate “fit for life.” To talk about Ray’s vision and Interface’s radical journey, we welcomed Erin Meezan, VP and Chief Sustainability Officer, to the show.Listen for Erin’s insights on: How Interface operationalized Ray’s original vision into strategic initiatives that have transformed the way companies approach sustainability. Why and how Interface engages its supply chain partners in achieving sustainability goals. How purpose-driven products and services can mobilize customers under a shared mission. Transformational lessons learned along Interface’s sustainability journey. Links & NotesErin Meezan on LinkedInAbout InterfaceRay Anderson ObituaryRay Anderson’s Author PageInterface’s Lessons for the FutureNew York Times | “Has the Carbontech Revolution Begun?”Interface’s Sustainability HistoryClimate Take Back VideoThe Four Pillars of Climate Take BackCarbon Neutral Floors