Check out the metrics. If the looney left told more stories like this we would all be more inclined to believe in green stuff.
Interface, he decided, would leave no print on the green-and-blue carpet of the world. By 2020 it would take nothing from the earth that could not be rapidly replenished. It would produce no greenhouse-gas emissions and no waste. That meant using renewables rather than fossil fuel; endeavouring to make carpet tiles out of carbohydrate polymers rather than petroleum; and recycling old-carpet sludge into pellets that could be used as backing.
Some of the technologies Mr Anderson hoped for (and half-envisaged, as a graduate in systems engineering from his much-loved Georgia Tech) had not been invented when he started. Several colleagues thought he had gone round the bend again. He had to bring them along slowly, in his quiet way, until they “got it” by themselves. But by 2007 the company was, he reckoned, about halfway up “Mount Sustainability”. Greenhouse-gas emissions by absolute tonnage were down 92% since 1995, water usage down 75%, and 74,000 tonnes of used carpet had been recovered from landfills. The $400m he was saving each year by making no scrap and no off-quality tiles more than paid for the R&D and the process changes. As much as 25% of the company’s new material came from “post-consumer recycling”. And he was loaded with honours and awards as the greenest businessman in America.
Most satisfying of all, sales had increased by two-thirds since his conversion, and profits had doubled. For Mr Anderson always kept his eye on the bottom line. He could be sentimental, ending his many public speeches with an apologetic poem to “Tomorrow’s Child” written by an employee after one of his pep talks, but he was only half a dreamer. His company was his child, too. Profits mattered. This made some greens snipe at him, but it also made Walmart send two of its senior people round to his factory in LaGrange to see what he was doing right. As a success, he could powerfully influence others.