What if products not only did no harm, but they actually benefited the environment, people, and the economy? That’s a pretty audacious goal–even by today’s sustainability standards–but in 1995 it was pretty out there. But that’s where chemist Michael Braungart and architect William McDonough wanted to be when they developed their Cradle to Cradle (C2C) certification to help business achieve positive impact. Since then, over 400 products have been certified.

We have the utmost respect for their work. So much so, that starting in the late 90′s Herman Miller began collaborating with them to help us develop our Design for the Environment (DfE) protocols, ensuring the sustainability of our products.

Now, with the creation of a nonprofit Cradle to Cradle Product Innovation Institute, Bruangart and McDonough are working to expand the influence C2C and establish the  certification as a mark of quality.

As part of a whirlwind tour to promote the new “C2C” website, Braungart spoke with Metropolis blogger Joanne Furio. Following is an excerpt from the interview.

The new version of C2C is being relaunched. How has it different?

It is more specific, and the process is as well, to make it more transparent. It also includes a lot of input from international standardization institutions—like the Japan standards institute or Jordan standards institute—to put it in standard form, which makes it more easily accepted across industries.

C2C has also moved the certification process from MBDC to the nonprofit institute. Why?

We wanted to make sure that all the companies that worked with us are treated the same. Certification needs to be done by a not-for-profit organization that is accessible to everybody without any doubts or questions. Everybody can do Cradle to Cradle independently whether or not he or she is working with us [at the design consultancy].

For more of Braungart’s Q&A, please visit Metropolis.

“We began 12 years ago working with McDonough Braungart Design Chemistry to obtain the firm’s Cradle to Cradle environmental certification,” explains Kim Buckley, Herman Miller director of supply management. “Most of our primary suppliers jumped on board because of their long-standing relationships with us. But some companies further up the supply chain, such as chemicals manufacturers that might produce materials used in plastic resins, weren’t as willing because of proprietary concerns.”

Buckley says the response was to tell suppliers unwilling to divulge their chemical ingredients that they would not receive new business from the company. Less business for non-compliers also meant some increase in costs for Herman Miller. “Looking at the molecular level of chemicals in products,” says Brian Walker, Herman Miller president and CEO, “there are cases—no doubt about it—where we have to pay increased costs to get compounds and materials that are more environmentally sensitive.”

The effort—and any increase in costs—are worth it, notes Walker. “Sustainability is becoming as prevalent in customer requirements as quality was 10 or 15 years ago, and we’re at the tipping point of this movement where our customers, at least, are no longer saying it’s nice to know you do it. It’s a requirement.”