GEN Global Citizens Forum · since 2020

A youth-led network studying how the world is governed.

A global, team-based research initiative that connects undergraduate students, graduate students, and young professionals to study governance, institutions, and economic systems that are changing the world.

Est. 2020Steering committee
2028First Global Forum
50students & young professionals
6teams
5countries
9events hosted

Our mission

To break through the current impasse in the formation of world order, we propose to foster voluntary initiatives by non-state actors based on Eastern philosophy. This will complement order formation based on Western social thought that relies on nation-states and formal rules.

The GEN way

To advance our mission, we are fostering a global network of students and young professionals working in small, collaborative teams. Through an interactive digital platform and an annual virtual global forum, we are building a bold, youth-led alternative to traditional economic spaces: one that elevates fresh perspectives, expands access, and reimagines global dialogue.

Themes

Four challenges our teams work on

Climate change

CO2 emissionsPollutionResource useGreen tech

Socioeconomic inequalities

PovertyStudent debtEqual representationWealth / pay gapDiscriminationUnemployment

Political issues

CorruptionImmigrationFake newsConflict

Demographic change

Population growthAging populationHealth careFertilityMigration

Roadmap

On the road to the 2028 GEN Global Forum

See the full action plan
Done2020–23

Founded; steering committee; first teams in the US, Japan and China

Done2024–25

Korea and US Young Professionals teams; legal entity; first paid staff

Now2026

South Africa team; spring and fall virtual conferences; team blog posts

Next2027

Public launch; 2–5 staff; new portal; strategy for 2027–30

Goal2028

First GEN Global Forum

Bring GEN to your campus.

Apply as a student, start your own team, or publish an ESG evaluation with our guidelines.

Get involved

About GEN

Academics and practitionerson a mission to inspirethe next generation.

We are a global group of academics and practitioners, ranging from university students and professors to business executives and non-profit leaders, who are on a mission to inspire the younger generation and address the most pressing social, economic, and environmental challenges facing the world.

The GEN Global Citizens Network launched in 2020 with the first meeting of our international steering committee, and we followed this with the formation of student teams in Japan, China, and the United States in 2022, South Korea in 2024 and South Africa in 2026. We are now expanding to include teams of students and young professionals in more countries. We are testing models of collaboration across these teams and refining our website portal as we expand our reach. We plan to organize an annual virtual global summit for young leaders beginning in 2028.

How the network grew

2020Network launched with the first international steering committee meeting
2022Student teams formed in Japan, China and the United States
2024South Korea team joins
2026South Africa team joins

People

Four bodies guide GEN

From the co-chairs to the student lead of each team.

GEN is co-chaired by a research director in Tokyo and a professor at UC Berkeley.

Kiyoyuki Seguchi

Co-Chair

Research Director, the Canon Institute for Global Strategy

Steven Vogel

Co-Chair

Professor of Political Science and Political Economy University of California, Berkeley

Yuriko Katayama

Executive Director

GEN Global Citizens Forum

Roadmap & action plan

Four priorities, five milestones

The steps that lead to the first GEN Global Forum in 2028.

Priority 1 of 4

Initiate discussion and exchange of ideas

We currently have groups established in Japan, China, Korea, South Africa, and the United States, each using its own unique academic background to generate and refine the project's activities. We encourage real-time discussion and exchange between teams, ensuring efficient sharing of feedback and ideas. Our prototype web portal serves as a repository for project information and work, allowing easy and instantaneous access to relevant data and resources.

Priority 2 of 4

Add more student and young professional groups

One of our key priorities is to expand our network and bring more student and young professional groups from other countries into the fold. This will broaden our perspectives across diverse contexts and let us leverage the expertise and resources of new partners. We hope to foster a community of young people around the world committed to advancing sustainable development practice on a global scale.

Priority 3 of 4

Hire dedicated professional staff

As the project grows we will bring on dedicated professional staff to manage and execute its components in a timely manner. We have hired one professional in Tokyo, and we plan to recruit more, overseeing project management, fundraising, and partnerships, with a focus on technology, administration, communications, and movement organizing. They will work closely with the student and young professional teams.

Priority 4 of 4

Prepare our first virtual global summit

We propose to host the first global virtual summit in 2028. It aims to connect teams from around the world for meaningful discussion and collaboration around global issues and their solutions: sharing insights and best practices, and developing innovative solutions to pressing global challenges.

2020–23Done
  • Founded January 2020
  • Formed steering committee
  • Created prototype website
  • Formed three teams: United States, Japan, and China
  • Conducted research for a project to monitor government policies and corporate behavior in promoting Environmental, Social and Governance (ESG) goals
2024–25Done
  • Recruited two new teams: South Korea and US Young Professionals
  • Created a recruitment flyer and expanded outreach to new candidate regions
  • Piloted monthly cross-team check-ins and collaboration structures
  • Drafted the GEN Team Handbook
  • Formalized a legal organization and onboarded our first paid staff member
  • Hosted virtual mini-conferences in April and December 2025
2026In progress
  • Add two to three more new teams
  • Strengthen cross-team collaboration and host spring and fall virtual conferences
  • Begin publishing blog posts from the teams on the website
  • Develop concept and implementation plan for a GEN web journal
  • Refine the website and enhance communications capacity
  • Begin planning for the 2028 GEN Global Forum
2027Next
  • Publicly launch and publicize the project
  • Hire 2–5 staff members to enhance the website, coordinate teams, and plan the global forum
  • Transition from the prototype website to a more advanced portal with greater capacity for direct interaction and enhanced security
  • Conduct review of GEN progress and set strategic goals for 2027–30
  • Strengthen partnerships with universities, NGOs, and research organizations
2028Goal
  • Host the first GEN Global Forum

Help us reach 2028.

We are looking for new teams, partners and supporters.

Get involved

Our philosophy

Rules set the floor.Shared ethicsbuild the order.

Since the beginning of the 21st century, the formation of global order based on rules established between nations has come to an impasse. The way of thinking that emphasizes formal rule-based order formation is based on the foundation of modern Western social thought. To overcome this impasse, GEN introduces the notion of an ethical-based order based on Eastern philosophy, and aims to promote order through the fusion of a formal rule-based order inspired by Western thought and an informal norm-based order inspired by Eastern philosophy.

Western social thought

Rule-based order

Nation-states · formal, enforceable rules · a minimum level of discipline

Eastern philosophy

Ethics-based order

Non-state actors · voluntary, shared norms · sincere self-reflection and empathy

Introduction

Understanding GEN through stories

The concepts of Eastern philosophy are explained in detail in the Chinese classics, yet it is difficult to comprehend these classics without lengthy study. Therefore, the Japan Team has created stories to introduce some of the basic concepts of Eastern philosophy through common experiences. We hope that participants in GEN projects will read these stories and understand the basic concepts of Eastern philosophy that form the foundation of the GEN project before embarking on their practical actions. In this way, we will be able to share a common purpose for our activities. And as our understanding deepens, we will enhance our practical actions.

In Eastern philosophy, the combination of acquiring knowledge and practicing concrete actions is considered to be the ideal form of learning. The belief that real learning should be integrated with practice is referred to as chikou gouitsu.

Chapter 1

Limitations of rule-based order formation

In our daily lives, we often find that simply complying with established rules does not solve problems. There is a common cause underlying many of the problems of modern society, ranging from bullying in schools to corporate mismanagement to conflicts between nations. That is, these problems reflect ethical lapses: failures to act based on sincere self-reflection and empathy. If people shared high ethical standards, detailed rules regarding behavior would no longer be necessary for people to live with peace of mind. To form a stable social order, it is important not only to establish rules but also to share ethical values.

Leaders in many countries do not fully recognize the importance of education to foster ethical behavior. On the contrary, they try to solve problems by establishing detailed rules to bind people. However, this usually does not solve the fundamental problems. No matter how detailed the rules are or how strict they are, if people's hearts do not change, it will not be possible to reduce acts that cause suffering to others.

“If you govern the people with rules and you control them with punishment, then people will misbehave without shame. If you govern them with virtue and guide them with respect, they will gain their own sense of shame and lead a virtuous life.”The Analects of Confucius

In governing society, if we adopt the method of regulating by law and punishing those who do not follow the rules, then people will have nothing to be ashamed of if they can escape punishment. If we emphasize the practice of virtue and lead people in a respectful manner, then people will feel ashamed of their bad behavior and will follow moral principles voluntarily. This is the essential difference between rule-based and ethical-based governance.

Of course, ethics alone cannot guide everyone in a proper direction. Enforceable rules with penalties are necessary for the stability of domestic and international society. However, the purpose of setting rules is to ensure a minimum level of discipline that does not cause trouble to others. To create a society where people can be considerate of each other, feel safe, and thrive, it is essential that individuals go beyond just following the rules and practice ethical behavior. To this end, the role of education at home and at school is critical.

Chapter 2

Ethical education prohibiting bullying at school

Let us consider the familiar issue of bullying in schools. The Japanese government enacted a law called the Act for the Promotion of Measures to Prevent Bullying in 2013, yet the number of reported cases of bullying only continued to increase in elementary, junior high and high schools and special needs schools:

186,000reported cases, 2013
414,000reported cases, 2017
615,000reported cases, 2021
2013
2017
2021

This demonstrates that bullying will not decrease unless parents and children themselves strive seriously to tackle the problem. To reduce bullying, children must fundamentally alter their mindset of accepting bullying. Children and their parents must realize from the bottom of their hearts not only that bullying is wrong, but also that it is wrong to turn a blind eye to bullying.

Japan has a traditional spirit that underpins this type of recognition: “sincerity and benevolence” (shisei sokudatsu 至誠惻怛). During the Meiji Restoration in the late 19th century, many leaders acted with this spirit in mind. It means to sincerely cherish and be considerate of those around you, and to put those thoughts into practice. We can break down this spirit into four parts:

仁Benevolence (jin)Consideration for others
義Righteousness (gi)The courage to do what is right
礼Propriety (rei)Courtesy to respect others
智Wisdom (chi)Understanding the immaturity of one’s own heart and practical actions
信= Trust (shin)What daily practice earns you from others

If you learn these skills and have the courage to practice them on a daily basis, you will gain the trust (shin 信) of others. It is not enough just to think about this in your head and to explain it to others. It is important to practice this every day and to keep asking yourself if you are really putting it into practice. Mere knowledge of morality and norms is meaningless. You will only have learned something when you are able to put these notions into practical action.

For example, during school ethics class, students talk about how to put their efforts into practice. If everyone continues this process from elementary school to high school, not only students but also parents will learn the importance of this spirit. By doing so, children's behavior will naturally become rooted in benevolence, righteousness, propriety, wisdom, and trust. This is true moral education. If schools provide education that emphasizes practice, children will acquire morality and bullying will decrease. This is not just about reducing bullying. People will be considerate of others, value the courtesy of respecting others, and have the courage to do the right thing. This becomes the basis for social order. Order supported by shared morality is more stable than order that relies solely on formal rules.

By expanding this ethic from small organizations to local communities, entire nations, and to global society, we can establish global order. This is GEN's vision. This is a system in which each individual member of an organization or society shares a moral foundation, and voluntarily participates to promote order, rather than forcing it through formal rules of organizations or societies.

The purpose of true ethical education is not only to learn the importance of observing rules that are visible to others, but also to improve one’s own self in ways that cannot be seen by others. GEN seeks to spread this ethic throughout global society, and to break through the impasse of rule-based order formation by supplementing it with ethical-based practical actions. In the 22nd century, we will realize a stable global order based on a balanced combination of rules and morality.

Chapter 3

Sending medical supplies to Wuhan during the COVID-19 pandemic

When the COVID-19 infection spread in Wuhan, China in January 2020, many countries cut off aid to China, accusing the Chinese government of concealing the infection. Nevertheless, ordinary Japanese citizens and Japanese companies voluntarily provided support by sending masks, medical protective clothing, thermometers, and donations to Wuhan residents. Elementary school students sent masks with video messages. One language education organization sent masks and other items with a message that quoted a part of a Chinese poem sent from Japan 1,300 years ago to a Chinese high priest:

“The mountains and rivers we see are different, but we share the same wind and moon.”

In China, these contributions were widely reported through social media, and many Chinese people expressed their gratitude. Later, when COVID-19 began to spread in Japan, Chinese citizens and organizations in turn sent masks and donations to the Japanese people. This kind of international mutual support on a voluntary ethical basis goes beyond the rule-based framework between nations and contributes to world harmony even when friction between nations continues.

Japan has an established rule-based political, economic, and social system based on Western modern social thought. At the same time, it still bears social ethics based on the traditional spirit of Eastern philosophies such as Confucianism, Buddhism, Taoism, Zen, and Shinto. The fusion of these Western and Eastern ideas governs the hybrid society of Japan today.

Chapter 4

Tolerance: resolving conflicts among vegans

Now let us consider these concepts in a more concrete way, through four specific vignettes, or stories.

Ms. K is a vegan. Since she has experienced the benefits of veganism herself, she hopes that many other people will experience veganism and experience its benefits for themselves. However, there are conflicts among different types of vegans. There are three main distinctions:

  • Vegans vs. non-vegans
  • Vegans vs. vegetarians
  • Strict vegans vs. moderate vegans

Strict vegans adhere to strict discipline and enforce strict practices in their own behavior. They not only do not eat meat and fish, but they also do not eat eggs, dairy products, or honey. And they strictly demand of everyone who wants to experience veganism to abide by these rules. However, people who have never experienced veganism have difficulty abiding by these strict rules. Strict vegans tend not to approve of lax rules and to harshly criticize those who deviate from the strict rules. This makes it difficult for others to embrace veganism, and can impede the general public from understanding the benefits of veganism.

Others are more permissive than the strict vegans. For example, vegetarians do not eat meat or fish (although some people do eat fish) but they may eat eggs or dairy products. The general public is more likely to accept this more permissive approach to veganism, and more likely to try it. By recognizing vegetarianism as a legitimate variant, it will be easier to introduce the benefits of veganism to a wider audience.

This story shows how a tolerant attitude between people with different ideological philosophies promotes mutual understanding. If you stick to strict rules, it will be difficult to create mutual understanding. If we can accept that people have different ways of thinking and work together toward a larger goal in our own ways, we can encourage more people to cooperate with each other to achieve the fundamental goals of order formation.

In the history of Eastern thought, adherents of Confucianism, Buddhism, Taoism, Zen, and Shinto have often cooperated with each other, recognizing the strengths of different schools of thought. In Japan in particular, these philosophies and religions have evolved together. After the Great Tohoku Earthquake in 2011, Shinto shrines (Tsurugaoka Hachimangu Shrine, etc.), Zen/Buddhist temples (Engakuji Temple, Kenchoji Temple, Kamakura Daibutsuden Kotokuin Temple, etc.), and Christian churches (Catholic Yukinoshita Church, etc.) in Kamakura transcended the boundaries of religion and joined forces with each other. They continue to organize a joint prayer service for recovery and reconstruction every March.

Chapter 5

Cleaning up after baseball and soccer matches

During the 2022 World Cup Soccer and the 2023 World Baseball Classic (WBC), Japanese supporters cleaned up the area around the bleachers after each game, earning praise from around the world. This reflected an attempt to restrain emotional responses to victory or defeat and to express gratitude for the management of the tournament regardless of the outcomes of the games.

If formal rules required spectators to clean up after themselves when watching a baseball or soccer game, the spectators would probably complain. The act of cleaning up after a game is praised precisely because it is not regulated by the rules. Both those involved in tournament management and the spectators who clean up gain a sense of satisfaction from this activity. The underlying philosophy is altruism. Because thinking about others and making an effort to contribute is not required by rules, it does more to make you and the people around you happy.

Practicing such altruistic acts moves the hearts of those around you and creates a virtuous chain of such acts. For example, Japanese people are praised for respecting courtesy and norms. When families visit Japan from overseas and they stay for a couple of weeks or so, they sometimes pick up some Japanese etiquette and norms. Some acquire good posture during their stay in Japan and maintain this habit even after returning home. Or children start pointing out the insufficient emphasis on etiquette and norms of their parents and other adults around them after they visit Japan. In this way, practical actions based on morality spread to those around us and enrich society.

Chapter 6

“Manabiya Mebuki 学び舎めぶき” activities

The Japanese government has a national social welfare program that accepts children who cannot be cared for by their parents and supports them until they graduate from high school. However, the system has many limitations, and some children are unable to become independent and live alone as professionals after leaving these homes. Some men end up joining gangs, or women turn to prostitution.

The staff members who take care of the children at these facilities do so as part of their professional duties, so there are many restrictions regarding staffing, budget, and modes of support. For this reason, the staff members may not be able to sufficiently address the individual problems faced by each child. As a result, some children may develop attachment disorders or other mental illnesses, or they may be given medication because they have no one to talk to when they face difficulties. This system does not solve the underlying problems. It does not allow children to acquire the skills necessary for independence, and it does not enable them to create a life plan for a fulfilling life. In addition, the system allocates a fixed budget for each child cared for in the facility, so the managers have little incentive to help children become independent.

In response to this situation, “Manabiya Mebuki 学び舎めぶき” operates as a private business with its own funds rather than as a public institution under the social welfare system. At Manabiya Mebuki, the staff members work closely with each child to address their individual problems, and work with them to make the best use of their abilities in their fields of expertise. Because the premise is to respond flexibly to each child's individual circumstances, Manabiya Mebuki can adapt more appropriately than the social welfare system with more rigid rules. “Manabiya Mebuki” has been highly praised for its track record that leverages the advantages of flexibility, and the number of students is rapidly increasing. In this way, through ethical-based activities, the staff members are working to guide children to become independent one by one. This is another example of a private organization that delivers a solution through moral-based activities to a problem in a way that cannot be achieved by the rule-based system design of a public organization.

The network

Six small teams,one shared question.

Each team brings its own academic background and local context, supervised by a member of GEN’s steering committee or advisory board, and represented on the Young Leaders Board.

Young professionals in the Tokyo area

Japan Team

The Japan team consists of young professionals in the Tokyo area, under the supervision of Steering Committee members Keiko Kiyama and Kiyoyuki Seguchi. The team members are investigating ways to communicate the project’s goals in simple universal language. In that spirit, they are developing stories to illustrate how ethical behavior can lead to better outcomes in a variety of different settings.

FocusCommunicating GEN in universal language
SupervisionKeiko Kiyama & Kiyoyuki Seguchi
Team leadRiko Okubo

Tongji University, Shanghai · undergraduate & graduate students

China Team

The China team consists of undergraduate and graduate students at Tongji University in Shanghai, under the supervision of Professor Honghua Men. The team members are studying theories of international order and disorder, and exploring ways to apply these theories to current conditions in East Asia and around the world.

FocusTheories of international order and disorder
SupervisionProf. Honghua Men
Team leadGiselle

Graduate School of Public Administration, Seoul National University

Korea Team

The Korea team consists of graduate students and employees of public enterprises who are temporarily enrolled at the Graduate School of Public Administration at Seoul National University. Under the guidance of Professor Min Gyo Koo, they are primarily addressing the issue of an aging society in Korea, drawing on their professional experiences in the public sector. The team members represent a variety of sectors, including the Seoul Business Agency, the Government Employees Pension Organization, the National Pension Service, the Korean Teacher’s Credit Union, and the Korea Environment Corporation.

FocusAging society in Korea
SupervisionProf. Min Gyo Koo
Team leadYongsik

University of the Witwatersrand (Wits), Johannesburg · graduate students

South Africa Team

The South Africa team consists of graduate students at University of the Witwatersrand (Wits) in Johannesburg. The team members are studying business and technology governance, and exploring ways to apply these theories to current conditions in South Africa and around the world.

FocusBusiness and technology governance
SupervisionUniversity of the Witwatersrand
Team leadPhathekile Lale

UC Berkeley · Undergraduate Research Apprenticeship Program (URAP)

US Student Team

The US Berkeley Team consists of undergraduates at the University of California, Berkeley, who are participating in the Undergraduate Research Apprenticeship Program (URAP), under the supervision of Professor Steven Vogel. The team members have been working on developing GEN’s website, constructing an ESG monitoring project, and developing an action plan for GEN.

FocusGEN website, ESG monitoring, action plan
SupervisionProf. Steven Vogel
Team leadNuha Iftekhar

Former GEN student researchers

US Young Professionals Team

The US Young Professionals Team is a diverse group of former student researchers dedicated to supporting the current Berkeley team in achieving the goals outlined in the action plan. Our alumni have advanced into PhD programs and careers such as sustainability consulting, reflecting our commitment to impactful change and continued learning.

FocusSupporting the Berkeley team; ESG research
SupervisionAlumni network
Team leadEsma Ozgun

Start your own team.

We are expanding to include teams of students and young professionals in more countries.

Start a team

Research

Problems we studied,and the solutions we propose.

Every report is presented by a GEN team at one of our virtual symposiums, and follows the same format: one problem, one solution.

Team
Theme

Showing 11 of 11 reports

South AfricaClimateMay 2026 symposium

Governing for climate resilience and equity

Problem
How can South Africa address climate vulnerability while ensuring equitable access to water and energy?
Solution
Strengthen governance, combat corruption, and practice inclusive decision-making in climate adaptation.
Read the report Jul 17, 2026
UC BerkeleyTechnology & AIMay 2026 symposium

Promoting responsible AI through shared norms

Problem
How can we prevent over-reliance on AI tools from undermining critical thinking and learning?
Solution
Establish an “AI Student User Code” that promotes transparency, verification, and responsible AI use through shared social norms.
Read the report Jul 17, 2026
JapanEthicsSymposium

Translating Eastern philosophy into individual behavior

Problem
How can Eastern philosophy be translated into individual behavior?
Solution
The Introspection Evaluation Matrix: individual self-cultivation as the foundation for broader social and organizational change.
Read the report Apr 6, 2026
KoreaDemographicDec 2025 symposium

Using public enterprise to address super-aging population and declining birth rates

Problem
How can a government adapt to a super-aging population caused by declining birth rates?
Solution
Using public enterprise to fill gaps in government capability.
Read the report Apr 6, 2026
KoreaClimateApr 2025 symposium

Public engagement in climate change harm reduction campaigns

Problem
How can we engage a large population in public climate change harm reduction campaigns?
Solution
Promote “Green Nudges” to minimize effort and hesitation in daily decision-making.
Read the report Mar 27, 2026
US Young ProfessionalsESGResearch

Evolution of ESG investing

Problem
How can ESG investing be most effective?
Solution
Return from a contested investment paradigm back to an earlier model of corporate responsibility.
Read the report Mar 7, 2026
US Young ProfessionalsESGApr 2025

Differentiating greenwashing from sincere corporate efforts towards ESG goals

Problem
How can we differentiate “greenwashing” from sincere corporate efforts to promote ESG goals?
Solution
Use Natural Language Processing (NLP) to verify companies’ claims.
Read the report Mar 7, 2026
ChinaTechnology & AIDec 2025 conference

Establishing a US-Japan-South Korea global cybersecurity order

Problem
How can China, the United States, Japan, and South Korea interact to promote a global cybersecurity order?
Solution
A “Structure-Interaction-Stability” framework of shared governance.
Read the report Mar 2, 2026
ChinaTechnology & AIApr 2025 symposium

Managing technology competition among China, Japan, and the US

Problem
How can we manage technology competition among China, Japan, and the US?
Solution
A Nested Governance Framework and Sandbox Regulatory Practices.
Read the report Mar 2, 2026
UC BerkeleyInequalityApr 2025 conference

Combatting inequality with public engagement in urban transportation

Problem
How can cities engage the public in planning and decision-making so clean mobility projects respond to community needs and address past inequalities?
Solution
Redefine public engagement as “co-governance” to bridge the gap between community input and design decisions.
Read the report Feb 23, 2026
UC BerkeleyPoliticalApr 2025 conference

Redesigning social media to reduce polarization and promote democratic dialogue

Problem
How can we redesign social media to reduce polarization and promote democratic dialogue?
Solution
Implement “ideologically stretching algorithms,” respect-based norms, and decentralized governance.
Read the report Feb 23, 2026

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Research · Project

ESG Evaluations:holding firms and statesto their promises.

At GEN Global Citizens Forum, our projects aim to transform global challenges into actionable, accessible solutions. Our first large-scale collaborative initiative centers on collecting and analyzing Environmental, Social, and Governance (ESG) data to better understand corporate accountability and the social impact of business practices.

Why we do it

Climate change is an existential threat.

As activists, we need to be pressing for tangible action by firms in the private sector and governments across the world to do their part. This is why we chose to mobilize students and young professionals to amplify their voices and independently assess the Environmental, Social and Governance (ESG) performance of firms and states alike, thus holding them accountable for their actions and pushing for meaningful change.

How it works

A 2 × 2 framework

QualitativeQuantitative FirmsBackground research, interviews with the firm, a written report and a letter grade.Results from existing sources: EcoVadis Survey, MSCI Index, Climate Disclosure Project (CDP). StatesTracking government policies in ESG-related areas and writing up short reports.Sustainable and Shared Prosperity Index (SSPI), by Prof. Clair Brown and her students at UC Berkeley.

Sample firm evaluation · U.S. Team

Interface, Inc.

A+Env.
A−Social
A−Gov.
AOverall

Environmental A+

Interface, Inc. has established itself as a leader in environmental sustainability, deeply embedding this commitment into its ethos and mission since its founding in 1994. The company's focus is predominantly on the 'E' aspect of ESG, as evidenced by its ambitious goal to become a carbon-negative enterprise by 2040. This goal aligns Interface with global environmental standards and frameworks, showcasing its leadership in climate action. A significant achievement is its reduction of the carbon footprint of its carpet tile products by over 79% since 1996, and its commitment to using 100% renewable electricity at all its factory sites to reduce operational carbon emissions. Additionally, the company's water usage in carpet manufacturing, at 1.28 liters per square meter, is comparatively efficient and reflects responsible resource management practices. Interface has launched its first cradle-to-gate carbon-negative carpet tile products, pioneering the industry as a whole in environmentally friendly practices. The firm not only strives to improve its performance, but collaborates with partners, suppliers, and clients to encourage them to follow course. Interface acknowledges the challenges in fully realizing its ambitious sustainability goals; for example, the company aimed to make all its products biobased or recycled by 2020 but achieved this for only about 60% of its products. Yet they are highly transparent with their practices (including their openness with their financial reports), and their environmental disclosures are backed by third-party certifications like PAS2060. A more detailed review of their carbon-neutral claims is suggested.

Social A−

While Interface has demonstrated commitment to social elements, the insights of Mikhail Davis, Director of Technical Sustainability at Interface, suggest that the company's focus is more heavily weighted towards environmental initiatives. In terms of human capital, Interface has made efforts in workforce development, such as expanding its Learning and Development program and implementing a Global Culture and DEI survey. In community engagement, Interface is involved in climate education, with over 400 people completing their Carbon Love and Learn series since 2020. Additionally, they delivered over 166 climate education courses globally in 2022, showcasing their commitment to spreading awareness. The company's approach to product responsibility, emphasizing safety and ethical marketing, is commendable, but again, these efforts seem to be secondary to their environmental pursuits. Their impact report demonstrates a more granular approach to social and governance, in contrast with their holistic ambitions for Environmental.

Governance A−

Similar to “Social,” there appears to be a granular approach to reporting for Governance. They have the necessary corporate governance structure, the Nominating and Governance Committee, which is involved in overseeing the incorporation of ESG in corporate decision-making, and they updated their Code of Conduct in 2022. They demonstrate a commitment to regulatory compliance, as employees completed over 7,300 hours of relevant training in 2022. However, this brings up the question of whether these are laudable achievements or simply a fulfillment of essential compliance. In terms of transparency, Interface issues an annual report assessing cybersecurity and climate risks, adhering to the NIST framework. There is no unusual mention of legal proceedings, regulatory compliance, or executive compensation in their SEC filings. The details regarding Interface's approach to shareholder communication and engagement in ESG issues are not explicitly detailed in their reports, suggesting further research.

Conclusion · A

Interface, Inc. excels in environmental sustainability, setting a benchmark in the industry with its innovative initiatives, and enjoys positive public perception and press coverage. The interview with Davis affirmed the efficacy of the firm’s reported performance. While Interface engages in commendable social and governance practices, these areas do not appear as central to their mission as their environmental strategies. To enhance its overall ESG performance, the company could benefit from a more balanced approach that elevates the social and governance aspects to the same level of priority and integration as its environmental commitments.

References (5)
  • Williams, F. (2021, June 23). Interface's mission to make carpeting carbon-negative. The New York Times.
  • Interview with Mikhail Davis, Director of Technical Sustainability at Interface
  • BusinessWire (2023, August 31). Interface publishes 2022 impact report.
  • Interface. (2022). Annual Company Report.
  • Interface. (2022). Form 10-K [PDF].

Run your own evaluation.

Use our guidelines and the samples above, then submit your assessment of a firm or a state.

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There’s a place for youin the network.

Join an existing team, start one at your university, publish an ESG evaluation, or support GEN as a partner.

Students

Join a team

Undergraduates, graduate students and young professionals work in small teams on governance, institutions and economic systems, and present at our virtual symposiums.

Campuses

Start your own team

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Partners Coming soon

Universities, NGOs and research organizations: we are building our partnership program as part of our 2027 roadmap. Get in touch to be among the first.

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