Greenpeace, Inc.

aka Greenpeace   |   Washington, DC   |  www.greenpeaceusa.org

Mission

Greenpeace, Inc. is the leading independent campaigning organization that uses peaceful direct action and creative communication to expose global environmental problems and to promote solutions that are essential to a green and peaceful future.

Ruling year info

1988

Principal Officer

Ms. Annie Leonard

Main address

702 H Street NW Ste 300

Washington, DC 20001 USA

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EIN

52-1541501

NTEE code info

Land Resources Conservation (C34)

Water Resource, Wetlands Conservation and Management (C32)

Pollution Abatement and Control Services (C20)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Programs and results

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Climate Campaign

, Greenpeace supported the stimulus package which included roughly $80 billion in funding for efficiency, renewable energy, and public transportation. We mobilized Greenpeace members, reached out to the press, and met with influential allies, helping to get "yes" votes that were key to the victory.
 
, Greenpeace supported the Capitol Climate Action in March which brought over 2,500 people to Washington, DC through a large coalition effort. This organization-wide effort helped orchestrate the largest civil disobedience demonstration on the global warming issue in history. We trained thousands in non-violent direct action and recruited celebrities to endorse the action.  We created excitement for the event by working with coalition groups on web strategy and outreach, promoting Susan Sarandon’s call to action and generating 48,679 peer-to-peer invitations on line. We recruited over 500 people to participate in "Clean Power to the People" house parties to build excitement for the event.   Five days after Earth Day, representatives from the world’s 17 biggest global warming polluters met at the State Department in Washington. The meetings were part of President Obama’s Major Economies Forum (MEF), a revamped version of former President Bush’s Major Emitters Meetings, which were designed as a means of undermining international action to address global warming outlined in the Kyoto Protocol.   Seven Greenpeace activists climbed a crane across the street to hang a banner with a picture of Earth and the message “Too Big to Fail.” In October, millions of people around the world reminded their leaders of the urgency to address climate change at the Copenhagen Summit through a Day of Action organized by 350.org. Greenpeace partnered with 350.org. Highlights of Greenpeace-led events included:
 
·        400 people marched in Chicago, bringing together a coalition of nearly 30 activist groups including groups representing communities of color directly impacted by local coal plants.
·        In St. Louis, 300 people gathered under the Arch for a rally.
·        A volunteer organized a rally with 300 people in Palm Beach, FL that was featured in a front page story in the Palm Beach Post.
·        1,000 people gathered in Manhattan Beach, CA to make a human tide line almost half a mile long. The LA County Board of Supervisors and Congresswoman Jane Harman endorsed the event. Over thirty groups partnered with Greenpeace to pull this off.
·        A few hours north of Manhattan Beach, 1,000 people gathered at the Ferry Building in San Francisco for a rally and aerial art display.
 
, Greenpeace exposed oil industry plans to organize rallies against climate legislation. The plan, stated in a leaked internal memo from the American Petroleum Institute (API), showed that they were reverting back to their old tricks — spreading misinformation about global warming and pressing politicians toward inaction. While some companies, like Shell Oil, have said that they wouldn’t participate in this plan, they still gave money to the API, which continues to lobby the government using deceptive tactics. After releasing the leaked API memo to the media, we organized a protest API headquarters in DC, branding their effort as climate fraud.

Population(s) Served
Adults

, we established an agreement with one of the largest paper consumers, Kimberly-Clark, to stop purchasing wood fiber from endangered and intact forests; increase the recycled content of its products; and to only buy virgin fiber that is Forest Stewardship Council (FSC) certified. Kimberly-Clark (maker of products such as Kleenex) has set a goal of obtaining 100% of wood fiber used in its products—including Kleenex—from environmentally responsible sources. Kimberly-Clark also set goals to ensure that 40% of its North American fiber is recycled or certified by the FSC by 2011. Within this same timeframe, Kimberly-Clark agreed to eliminate any fiber from the North American boreal forest that is not FSC-certified. This new policy will protect forests, preserve habitats of threatened wildlife, and help reduce the world's annual fossil fuel emissions by storing an estimated 186 billion tons of carbon. As a result, Greenpeace agreed to suspend the campaign and will meet with Kimberly-Clark regularly to help reach the agreed goals.

, we won a significant legal victory in 2009. Greenpeace and five other groups chalked up a win in federal court in December against the U.S. Forest Service's Orion North timber sale, in a roadless area on the Tongass National Forest near Ketchikan, Alaska. In the decision, Tongass Conservation Society v. Cole, a permanent injunction barred the sale of Orion North timber and associated road construction in order "to protect public resources." The court concluded that the failure to prepare an Environmental Impact Statement (as had been requested earlier by plaintiffs) "subverts NEPA’s [National Environmental Policy Act] purpose" and "skews the balance of the environmental and economic costs and benefits of the project."
 
, we gained new commitments from U.S. based-corporations to stop Amazon deforestation and supported our colleagues in Brazil to push for a moratorium on forest destruction. In a Greenpeace report, cattle products, such as leather to make shoes, from ranches involved in illegal Amazon deforestation were traced to top brands such as Adidas, Reebok, Timberland, Geox, Clarks, Nike, Carrefour, Gucci, IKEA, Kraft and Wal-Mart. Greenpeace built pressure in the United States. Nike implemented a new leather policy to require its suppliers to establish a tracking system over the coming year, which will ensure with 100% confidence the origin of their leather from ranches in the Brazilian Amazon. Nike also signed on to Greenpeace’s ‘Commit or Cancel’ principles that call for a moratorium on deforestation and commit the company to stop sourcing from the Amazon. Responding to Nike’s new policy, Timberland implemented a policy that will ensure the leather used in its boots and shoes is not contributing to global warming or new deforestation in the Amazon. The policy will act as a guide to Timberland’s Brazilian leather procurement process. In addition, it sets a deadline for Timberland’s suppliers to publicly commit to a moratorium on cattle expansion into the Amazon.

Population(s) Served
Adults

Accomplishments: , we convinced several large seafood retailers to commit to sustainable seafood procurement policies, support marine protected areas and marine conservation policies. When we began this campaign in the summer of 2008, all 20 of the retail chains ranked in our analysis were given failing scores. Since then, we have seen significant forward progress.   The second iteration of the ranking, released in December 2008, highlighted four retailers – Whole Foods, Ahold, Wegmans, and Harris Teeter – that had improved their practices enough to be given a “passing” score. The third ranking in 2009 tracked further progress on the part of three out of the four aforementioned retailers, and also identified three additional companies – Target, Safeway, and Wal-Mart – that had raised their scores to passing.
 
, we convinced delegations from member countries to continue the ban. We supported Greenpeace in Japan and we continued our diplomatic work with the White House Council on Environmental Quality (CEQ) and the State Department urging the Administration to pressure Japan to end whaling in the Southern Ocean. We laid the groundwork for an upcoming complaint to the United Nation’s International Covenant on Civil and Political Rights and its relevance to the two Greenpeace Japan campaigners facing criminal charges for publicly challenging whaling. We supported activities at the Japanese Consulate in San Francisco and the Japanese Embassy in DC in support of whales.
 
, U.S. staff spent two weeks out of the three-month tour on the Rainbow Warrior, patrolling the waters off Libya, Tunisia, Malta and Italy for illegal fishing. U.S. staff also joined a Greenpeace crew in the South Pacific in the fall of 2009. Dozens of vessels were inspected.

Population(s) Served
Adults

, the U.S. House voted to pass a Greenpeace supported bill that would require the highest risk plants to convert to safer and more secure chemicals and processes. To gain support, we involved citizens in the campaign by launching the "Do Not Kill List" on our website, which racked up more than 17,300 signers in support of the bill in a few days. Next we used an interactive web based map of the United States showing how many chemical plants in each state put 1,000 or more people at risk. In response, activists sent personalized emails to Congress. We organized press conferences in 18 states to localize the chemical security issue during the summer, highlighting plants in need of conversion and those that have already done so. We created maps showing the schools and hospitals in the vulnerability zone of plants.
 
, Greenpeace received word in November that Clorox will be switching production methods at all of its factories to eliminate the use of chlorine gas. This will eliminate the risk of injury or death to 13 million Americans in the case of an accident or attack on one of these plants. This announcement also provided Congress with another important push to pass comprehensive chemical security legislation.

Population(s) Served
Adults

Where we work

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Community meetings/Town halls,

  • How is your organization using feedback from the people you serve?

    To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups,

  • With whom is the organization sharing feedback?

    Our staff, Our board,

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback,

Financials

Greenpeace, Inc.
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
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Greenpeace, Inc.

Board of directors
as of 2/26/2021
SOURCE: Self-reported by organization
Board chair

Karen Topakian

Topakian Communications

Tom Wetterer

No Affiliation

Annie Leonard

Guillermo Quinteros

Solidago Foundation and the See Forward Fund

Tom Newmark

Sacred Seeds

Jee Kim

18millionrising.org

Larry Kopald

Kopald Stranger

Tracy Sturdivant

State Voices

Betsy Taylor

Breakthrough Strategies & Solutions

Bryony Schwan

Strategic Partnerships of The Biomimicry 3.8 Institute

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 05/01/2020

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Decline to state
Disability status
Decline to state

Race & ethnicity

Gender identity

 

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 05/01/2020

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.