Ray c anderson biography
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Ray C. Anderson was founder and chairman of Interface Inc., one of the world's largest manufacturers of modular carpet for commercial and residential applications and a leading producer of commercial broadloom and commercial fabrics. He was known in environmental circles for his advanced and progressive stance on industrial ecology and sustainability. Anderson died on August 8, 2011, twenty months after being diagnosed with cancer. On July 28, 2012, Anderson's family re-launched the Ray C. Anderson Foundation with a new purpose. Originally created to fund Ray Anderson's personal philanthropic giving, family members announced the rebirth and refocus of the Foundation on Anderson's birthday, nearly one year after his 2011 death. The purpose of the Ray C. Anderson Foundation is to perpetuate shared values and continue the legacy that Anderson left behind. The Ray C. Anderson Foundation is a not-for-profit 501(c)3 organization whose mission is to promote and advance the concepts of sustainable production and consumption.
Ray was recognized as one of the world’s most environmentally progressive industrialists and served as co-chairman of the President’s Council on Sustainable Development during the Clinton administration; was recognized by Mikhail Gorbechev w
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Ray C. Anderson (1934-2011)
He was called by many names: son, brother, husband, father, uncle, friend, grandfather—even great grandfather. He was known as President, CEO, Chairman, trusted advisor, mentor, teacher, visionary, servant leader, champion of the earth and the world's greenest CEO.
Spear in the chest
His life's journey moved him from the football field and classrooms of Georgia Tech to performing on the world stage as a leading voice in industrial sustainability. In 1994, at the height of his success with Interface—a company he had built from a dream, grit and determination—he was challenged with a question that would define the rest of his life: "What is your company doing for the environment?" In an effort to discover the answer to that question, he read a book by Paul Hawken. The Ecology of Commerce made him aware for the first time that Interface was doing much more to harm the environment than to protect it.
This "spear in the chest" epiphany led to what Ray later called his Mid-Course Correction—the beginning of his quest to prove that sustainability was not just the right thing to do, it was the smart thing to do for business.
His mission led him to deliver his message from shop floors to the White House. He was clear, direct