2026 + Q3 2026| OregonBusiness.com LEADING GREEN Executive insights on workplace sustainability Burgerville’s regional sourcing Oregon Tech provides UX advantage King Living on building furniture for the future
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⁄In This Issue⁄ PUBLISHER Craig Peebles CREATIVE DIRECTOR Alison Kattleman CIRCULATION MANAGER Andrew Insinga COPY EDITOR Morgan Stone CONTRIBUTING WRITER Jon Bell CONTRIBUTING PHOTOGRAPHER Jason E. Kaplan PRESIDENT AND CEO Andrew Insinga SECRETARY William L. Mainwaring TREASURER Win McCormack CONTROLLER Bill Lee VOLUME 49 ⁄ NUMBER 2 OREGON BUSINESS (ISSN 02798190) is published triannually by MEDIAmerica Inc. at 12570 S.W. 69th Ave., Suite 102, Portland OR 97223. Subscription inquiries should be directed to 503-445-8811. Subscription charge is $15.95 per year, $27.95 for two years in the USA. Single copies and back issues available at above address. The publisher is not responsible for unsolicited manuscripts. Copyright © 2026 by MEDIAmerica Inc. All rights reserved. All material is protected by copyright and must not be reproduced without written permission from the publisher. Printed in Oregon. Periodicals Postage Paid at Portland, OR. POSTMASTER: Send address changes to Oregon Business, 12570 S.W. 69th Ave., Suite 102, Portland OR 97223 OUR JUNE ISSUE celebrates the 2026 100 Best Green Workplaces in Oregon. To determine this year’s rankings, questions about sustainable practices were incorporated into both the 100 Best Nonpro ts survey, conducted last April to June, and the 100 Best Companies survey, conducted last August to November. Employee feedback accounted for two-thirds of each workplace’s overall green score, based on ratings of both the importance of and satisfaction with sustainable practices across 11 survey statements. Employer responses to 15 sustainability-related questions accounted for the remaining third out of 300 possible points. The workplaces recognized on this year’s list, regardless of whether they are for-pro t or non-pro t, demonstrate a strong commitment to sustainability in their operations, culture and long-term goals that should be commended. Congratulations to all of the workplaces that made the list this year, and thank you to everyone who participated in the survey process. For this issue, we also asked executives from several workplaces on the list to share insights into their sustainability efforts. Across their responses, common themes emerged: consistency, shared responsibility and a commitment to continuous improvement. If you believe your workplace should be considered for the 100 Best Green Workplaces in Oregon list, we encourage you to participate in the survey appropriate to your business. Please visit oregonbusiness.com/100bestnotify to be noti ed when the next survey period opens. Subscribe to our e-newsletter featuring the best of OregonBusiness.com, plus articles from our print publication. To sign up, go to OregonBusiness.com. Follow @OregonBusiness for news releases, blogs and commentary. COVER PHOTO: Mark B Pixels / Shutterstock.com 4
What Does ESG Investing Look Like Today? SCAN TO READ THE ARTICLE: WEALTH MANAGEMENT MEANS: PEACE OF MIND ⁄Contents⁄ 6 BRAND STORY It’s All About the Experience Oregon Tech’s UX certificate programs offer big benefits for businesses, customers and professionals. 14 SPOTLIGHT Rooted in the Region Burgerville’s recipe for a better burger starts with Oregon-based sourcing partnerships. 23 COVER FEATURE 100 Best Green Workplaces in Oregon This year’s leaders in sustainable business practices. 10 PROFILE Living Smartly King Living founder David King shares the value behind furniture designed for longevity, flexibility and repair. 18 ASK THE EXECS Leading Green Four executives discuss the ideas and practices shaping greener workplaces across Oregon. 2026 5
6 BRAND STORY PRODUCED BY THE OREGON BUSINESS MARKETING DEPARTMENT It’s All About the Experience There are really only two kinds of experiences one can have when visiting a website, using an app on a smartphone or otherwise engaging with the digital world. The first is ideal: easy on the eyes, simple to use, intuitive and productive. The second is just the opposite: cluttered, unclear, impossible to navigate and often downright ugly. What’s the difference between the two? Thoughtful, well-intentioned user experience, otherwise known as UX. “It’s the overall experience that people have when interacting with a user interface and how it makes them feel during that experience,” says Franny Howes, Professor and Chair of the Communication department and faculty member at Oregon Tech. “Were you able to use it successfully and did you have a good experience using it? Or were you constantly complaining about it and cursing the name of some software developer who made you use this thing. That’s UX.” Looking to help businesses hone their UX and, as a result, land more customers and conversions while strengthening their brands, Oregon Tech offers two UX certificate programs for professionals. Offered online and asynchronously, Oregon Tech’s 18-credit UX Writing and UX Research & Design certificate programs are the first fully accredited UX programs in the state. “We believe there is a significant need for people with this training,” Howes says. “I would Oregon Tech’s UX certificate programs offer big benefits for businesses, customers and professionals. BY JON BELL
7 BRAND STORY say anybody who is a flexible professional who has all of these skills is going to be very valuable.” Pandemic-powered While there’s been a focus on UX for years, the COVID-19 pandemic really fueled the demand for improvements in the field. Everyone was working, learning and interacting from afar, putting UX to the test. “The need for good UX really became more important for businesses to survive during that time,” says Amber Lancaster, Associate Professor and Program Director for Oregon Tech’s Professional Writing program. “Interfaces weren’t where they needed to be, the apps weren’t where they needed to be. Companies realized they needed people to help them make sure their products and services were representing them in a good light and creating positive experiences for either shopping online, engaging online or even just living online at that time.” That demand fueled the need for more UX professionals, creating an opportunity for Oregon Tech to introduce its UX certificate programs. A $810,000 Workforce Ready grant from the state’s Higher Education Coordinating Commission also helped launch the programs. Stack ’em up While there is some slight overlap between the two Oregon Tech UX programs, and while both offer opportunities for students to learn from or even intern with real-world tech companies, each one covers unique ground. Both are designed to meet the needs of professionals who may already have some UX experience and those who see additional UX skills as a value-add for their careers. The UX Writing certificate focuses on content, messaging and strategy to meet users’ needs. The UX Research & Design certificate is more about understanding UX research methods, product design and aesthetics, and UX industry technologies (including AI). It also emphasizes how to optimize functionality, organization and other components. The UX Research & Design certificate can be stacked with the UX Writing “We believe there is a significant need for people with this training. I would say anybody who is a flexible professional who has all of these skills is going to be very valuable.” FRANNY HOWES, OREGON TECH PROFESSOR AND COMMUNICATION DEPARTMENT CHAIR
8 BRAND STORY certificate, meaning that a student can earn both certificates with just the addition of a few extra courses. Similarly, the UX Writing certificate can be stacked with Oregon Tech’s Technical & Medical Writing and Proposal & Grant Writing certificates. Another component that sets Oregon Tech’s UX certificate programs apart is the fact that the Oregon Tech program is credentialed. “It’s been vetted by professional UX folks in the field, where we went through a rigorous process of developing our curriculum and getting external reviewers to look at the curriculum before we launched it,” Lancaster says. “That way, we’re making sure that if companies are going to hire people from the certificate, those people will meet their expectations.” The UX horizon Demand for UX expertise in the workplace is only expected to grow in the near term. Accessibility has become very important—making digital content accessible for everyone is now required by many jurisdictions—and even though AI has entered the UX chat, it still takes skilled humans to understand how to make apps and software user-friendly. Businesses will always be on the hunt for ways to tap into the kinds of benefits that effective UX can produce, whether that’s more seamless customer experiences, higher sales, fewer complaints or stronger brand loyalty. And on top of the skills and knowledge to be gained through the UX certificate programs, students will likely find bigger rewards for themselves along the way. “People who go through these sorts of training programs tend to grow professionally in understanding others and just have a greater understanding of other people,” Lancaster says. “Whether it’s diversity in the workforce or empathy or just teaching them to think about how others experience things. I think all of that is important.” n For more information, visit oit.edu/ux. “It’s been vetted by professional UX folks in the field, where we went through a rigorous process of developing our curriculum and getting external reviewers to look at the curriculum before we launched it. That way, we’re making sure that if companies are going to hire people from the certificate, those people will meet their expectations.” AMBER LANCASTER, OREGON TECH ASSOCIATE PROFESSOR AND PROFESSIONAL WRITING PROGRAM DIRECTOR
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⁄Profile⁄ King Living founder David King on how thoughtful furniture design meets long-term sustainability. PHOTOS BY JASON E. KAPLAN Living Smartly King Living is known for its modular sofas and engineered comfort. What drives your innovation process? Innovation has always been central to King Living. It begins with curiosity and a constant desire to improve how people live. Because we design and manufacture everything ourselves, we have complete freedom to innovate. Modularity is at the heart of what we do. It represents freedom. The furniture evolves with its owner and adapts to changing homes and lifestyles. From the steel frame to the tailored removable covers, every element is built to perform beautifully and endure for decades. That combination of thoughtful design, advanced engineering and craftsmanship is what truly defines innovation at King Living. How do you approach the intersection of design and technology, particularly in furniture that adapts to how people live today? We view technology as something that should enhance comfort, not distract from it. The goal is seamless integration. Our designs incorporate intelligent systems that work quietly in the background, from adjustable headrests and hidden storage to smart accessories with charging and lighting. What makes our approach different is that our smart accessories are not built into the furniture permanently. They are designed to attach and detach easily, giving customers the freedom to add, remove or upgrade features as their needs change. It is the opposite of built-in obsolescence. This flexibility ensures that our furniture remains made for the way people truly live today and in the future. What does “living smartly” mean to you in the context of furniture design? To live smartly is to live simply and purposefully. It means creating furniture that adapts to your lifestyle and improves your everyday experience. Smart living is not about complexity or trends. It is about flexibility, longevity and comfort that feels effortless. At King Living, we design furniture that moves with you, evolves with your space and simplifies your life. When design, technology and craftsmanship work together, that is when living smartly truly begins. Can you share any insights about King Living’s approach to longevity and designing furniture that lasts generations rather than seasons? Longevity has always been part of our story. When I first started making furniture in Sydney in the 1970s, I saw broken pieces left on the street and thought there had to be a better way. I wanted to create furniture that people could live with for a lifetime, not just a few years. Our steel frame became the foundation for that vision. It is engineered for life and backed by a 25-year warranty. Every piece is built with renewal in mind. Covers can be replaced, modules rearranged and components refurbished through our King Care service. Because we oversee everything from design to aftercare, we can ensure our products continue to perform beautifully for “To live smartly is to live simply and purposefully. It means creating furniture that adapts to your lifestyle and improves your everyday experience. Smart living is not about complexity or trends. It is about flexibility, longevity and comfort that feels effortless. ” DAVID KING WITH THE RECENT OPENING of its new Northwest Portland showroom, Australian furniture retailer King Living brings its signature modular design and engineered comfort to the Pacific Northwest. Founded in Sydney in 1977, the family-owned company began when David King and his mother, Gwen, started making simple foam chairs by hand and selling them at local markets — an experience that taught King the power of thoughtful design rooted in real, everyday needs. “Walking the streets of Sydney, I often saw broken, discarded furniture,” King says. “It felt wasteful. I wanted to create something better. Furniture that could evolve, be repaired and last for generations.” Here King shares how that early philosophy continues to shape the brand’s approach to innovation, flexibility and “living smartly” today. 10
David King, founder of King Living 11
⁄Profile⁄ generations. Our aesthetic is also timeless, to ensure our furniture remains visually relevant over the years. What role does craftsmanship play in an increasingly digital and fastpaced industry? Craftsmanship is at the core of who we are. Our craftspeople bring decades of experience to their work, from the way a seam is sewn to how a cushion is shaped. Every piece is made with care and attention to detail. That is what creates the feeling of quality you notice the moment you sit down. In a fast-paced world, craftsmanship reminds us to slow down and appreciate products that are made to last. Where do you see residential design headed in the next decade? Homes are becoming more flexible and more intelligent. I see a future where fur- King Living’s Northwest Portland showroom 12
niture responds to how we live, adjusting to our comfort and integrating with technology in ways that feel invisible. At the same time, people are seeking authenticity and timelessness. The next decade will be about combining the best of both worlds: advanced technology that enhances our lives and craftsmanship that connects us to something real. You’ve brought King Living to three locations in the U.S. now. What makes a city or region the right fit for the brand? Expanding into the United States has been a personal goal of mine for many years. It’s truly an incredible milestone for King Living and is a testament to our design quality and global appeal. The United States is also the largest furniture market in the world — the opportunities are endless. We look for places that value authenticity, great design and sustainability. What excites you most about engaging with designers and homeowners in the Pacific Northwest? People in the Pacific Northwest have a deep appreciation for design that feels genuine and functional. They care about where things come from and how they are made. That mindset aligns closely with ours. I look forward to collaborating “Buy once and buy well... invest in pieces that can evolve with you and stand the test of time. A well-made sofa should not be something you replace every few years. It should be something you live with and grow with for decades.” DAVID KING with local designers who value quality and innovation, and to helping homeowners create spaces that are beautiful, flexible and built to last. There is a shared understanding here that great design should make life better. What kind of experience can Portland showroom visitors expect? A King Living showroom is designed to inspire. Visitors can experience the comfort of our designs firsthand, see the craftsmanship up close, and explore endless configurations and fabric options. Often, our visitors are delighted to discover just how vast the customization options are. Our team is there to guide, not sell. We want customers to take their time, understand the design and feel confident knowing they are investing in something built to last. What product or collection do you think is most visually interesting and why? The Jasper sofa is a perfect example of what makes King Living unique. It is visually calm and timeless yet highly functional. It combines refined aesthetics with hidden intelligence. There is storage within the platform, technology integration and modular flexibility that allows it to be rearranged in countless ways. That balance of form and innovation is what King Living design is all about. If you could give one piece of advice to someone investing in their home furnishings today, what would it be? Buy once and buy well. Choose comfort, quality, timeless design and flexibility. Invest in pieces that can evolve with you and stand the test of time. A well-made sofa should not be something you replace every few years. It should be something you live with and grow with for decades. 13
⁄Spotlight⁄ Rooted in the Region Burgerville executive chef Becky McGrath PHOTOS COURTESY OF BURGERVILLE FOR DECADES,BURGERVILLEhas demonstrated that quick-service food and responsible sourcing don’t have to be at odds — and the proof is in the patty. The Pacific Northwest restaurant chain’s newest permanent menu item, the Grass-Fed Sweet Onion Burger (pictured left), is a star example of how local ingredients, thoughtful partnerships and sustainability-minded practices come together on a single bun. Rooted entirely in regional flavor, the burger features regeneratively raised beef from Eastern Oregon alongside locally produced cheese, onions and buns — each ingredient part of a carefully built sourcing story that starts close to home. “Working with Oregon producers reinforces our core belief that if food is raised, produced or created the right way, it simply tastes better,” says Burgerville executive chef Becky McGrath. “Our beef suppliers, including Country Natural Beef in Central Oregon and Carman Ranch in the Wallowa Valley, are both deeply committed to raising cattle humanely and to sustainable agriculture practices.” Behind the burgers is a sourcing system built on vetting, long-term relationships and a deep understanding of Pacific Northwest seasonality. Here McGrath shares how Burgerville turns those partnerships into everyday menu decisions across its restaurants. How Burgerville turns Pacific Northwest ingredient sourcing into a sustainability model— and a better burger. 14
What does the vetting process look like when you consider a new farm or producer partner? At Burgerville, we always prioritize partners in the Pacific Northwest who align with our values, particularly when it comes to quality and transparency. Many prospective partners come through referrals in our network, which gives us a strong foundation of trust from the start. If a new producer or brand reaches out, we research where it comes from, the company’s sustainability practices, their scale and if it feels like a long-term fit. And of course, the product must taste good and pair well with our menu. How does sourcing locally affect menu development timelines compared to a traditional quick-service model? Local sourcing simultaneously makes menu development easier and more challenging, but in the best ways. For our seasonal menus, we’re able to plan around Oregon’s and Washington’s seasonal bounty: asparagus, fresh berries, Walla Walla onions, etc. Of course, some items may only be available for a short window, or have a larger or smaller bounty than usual, so planning menu rollout and availability can be challenging. Luckily, we’ve been running our seasonal menu program for decades, so we have the process from harvest to finished product down well. Can you share a moment when working closely with an Oregon producer directly influenced a menu item or ingredient choice? One of my favorite partnerships was with Don Froylan Creamery, which makes amazing artisanal Mexican cheeses down in Salem. For our new Salem restaurant opening, we worked closely with Don Froylan’s team to create a cheese including their creamy Asadero cheese mixed with jalapeno, habanero and serrano chilis, resulting in a delicious Tres Chilis cheese that was featured on the Don Burger. This burger was sold exclusively at our Salem and Woodburn locations as part of our community LTO program, where a percentage of proceeds from the burger went to support local food nonprofits in the area. Do customers notice or ask about where ingredients come from? A big part of why customers come to Burgerville is because of our local sourcing, which also means a higher-quality — and super tasty! — product. Our customers have told us that supporting local businesses that have a strong sustainability focus is something they value, so ingredient sourcing is top-of-mind. In many cases, our collaborations with well-known regional producers like Stumptown or Carman Ranch also bring new customers in the door who want to try something new with their favorite brands. What’s something customers would be surprised to learn about the logistics behind getting local ingredients into every restaurant? Customers would be surprised to learn that some seasonal ingredients arrive the day before or the day of being served on the menu. For example, the fresh Oregon strawberries we purchase from Liepold Farms in Boring, Oregon, are picked and packed right at their peak ripeness, then transported to the restaurants, so our guests receive the freshest possible shakes, desserts and lemonades they can get. “Our customers have told us that supporting local businesses that have a strong sustainability focus is something they value, so ingredient sourcing is top-of-mind. ” CHEF BECKY McGRATH, BURGERVILLE SWEET ONION SPREAD ONIONS FROM THE COLUMBIA BASIN CARMAN RANCH FRANZ BUN FACE ROCK WHITE CHEDDAR Burgerville’s Grass-Fed Sweet Onion Burger Sourcing Map 15
PHOTO COURTESY OF CARMAN RANCH ⁄Spotlight⁄ • Burgerville is a sustainable choice, keeping its carbon footprint small by sourcing 75% of its ingredients within 400 miles of its headquarters in Vancouver, Wash. • This was a strategic decision to support Burgerville’s mission of serving with love by delivering high-quality, local and sustainably sourced food while supporting the Pacific Northwest economy. For 65 years now, the company has stayed true to this mission. • To make this possible, Burgerville partners with many regional farmers and producers — from Portland’s own Franz Bakery, which provides all the buns for Burgerville’s burgers, to sourcing berries from Liepold Farms in Boring, specialty salts for seasonal items from Jacobsen Salt Co., coldbrew coffee from Stumptown Coffee Roasters and more. Fast Facts: Burgerville’s Sustainability Practices Carman Ranch, Wallowa • Many of the farmers Burgerville works with use regenerative agriculture and sustainable practices on their farms. For example, Carman Ranch (Wallowa) provides the grass-fed beef for Burgerville’s new Grass-Fed Sweet Onion Burger. On the ranch, cattle live a natural life with the herd, grazing on native grasses, which makes the beef a cut above the rest. • Country Natural Beef, a co-op of family ranchers across the region and one of Burgerville’s longest-running partners, supplies beef for many of Burgerville’s burgers and works to support sustainable practices across all levels of farming operations. • Each sourcing partner is carefully vetted and selected based on quality, alignment with values and how they demonstrate the best the Pacific Northwest has to offer. DID YOU KNOW? 72% of consumers are willing to pay more for sustainable restaurant meals 65% of top U.S. restaurant chains source at least 30% of their ingredients locally 64% of consumers say sustainability is as important as taste when choosing a restaurant Source: https://worldmetrics. org/sustainability-in-therestaurant-industry-statistics/ 16
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⁄Ask the Execs⁄ How do you encourage employees at every level of the organization to participate in and take ownership of your sustainability efforts? Carly Colgan: We encourage employees to participate in sustainability efforts by connecting sustainability directly to the purpose and day-to-day realities of each area of our work, rather than treating it as a separate organizational initiative. In our retail operations, the ReStores, sustainability is closely tied to waste reduction, reuse and financial stewardship. Team members see firsthand how diverting materials from the landfill and maximizing donations not only benefits the environment but also strengthens revenue that supports our mission. In construction, sustainability is tied to building high-quality, durable, energy-efficient homes that create long-term stability for homeowners. Staff take pride in knowing that sustainable building practices reduce utility costs, improve home performance and contribute to healthier living environments for families. Within our administrative and support teams, sustainability is connected to operational efficiency, thoughtful resource use and long-term organizational health. This includes reducing paper use, improving digital systems, streamlining processes and making decisions that support both environmental responsibility and organizational sustainability over time. Michael Jones: At Hartmann&Forbes, sustainability isn’t a department. It is part of the company’s culture and daily decision-making. Employees are encouraged to participate by feeling connected to the impact of their work, whether they are designing products, supporting clients, managing operations or handcrafting products. Through initiatives like Project Green, volunteer opportunities, internal education and company-wide sustainability goals, employees are empowered to contribute ideas and take meaningful action. Ownership comes from transparency and purpose. When people understand why sustainability matters — not only for the environment but for the health of our homes, communities,and future generations — they naturally become invested in helping move the mission forward. Sarah Vinicor Mason: “Walking Lightly on the Earth” is one of Softstar’s core values, but it is not just about making sustainable leather shoes. We continuously evaluate our environmental initiatives and seek out new ideas for reducing our carbon footprint on every level. This includes not only the materials that go into our products but also the daily activities and processes used by our staff, the infrastructure of our building, our involvement with our community and many other seemingly small changes that add up to make a big impact. Lynn White: Epson’s purpose — to enrich lives and create a better world through efficient, compact, and precise innovation — and our guiding principles outlined in the Epson Way create a strong foundation for employee engagement in sustainability efforts. Preserving the natural environment with future generations in mind is embedded into how we operate as a company and how employees approach their daily work. We encourage employees at every level of the organization to participate in sustainability by Leading Green Four executives from this year’s 100 Best Green Workplaces in Oregon share how sustainability shapes company culture, operations, employee engagement and more. CARLY COLGAN CEO | Bend-Redmond Habitat for Humanity MICHAEL JONES CEO/Founder | Hartmann&Forbes “We encourage employees at every level of the organization to participate in sustainability by fostering a culture of shared responsibility, continuous improvement and collaboration.” LYNN WHITE HR MANAGER, EPSON PORTLAND 18
fostering a culture of shared responsibility, continuous improvement and collaboration. Employees are encouraged to reflect on how their personal values align with Epson’s corporate purpose and environmental commitments, helping create a stronger sense of ownership and accountability. Sustainability is not viewed as a separate initiative but rather as an integral part of decision-making, operational practices, innovation and workplace culture across the organization. What is one sustainability practice that had an unexpected impact on morale, operations or company culture? Carly Colgan: A sustainability challenge that we ran across the organization had an unexpectedly strong impact on morale and culture. Each department was tasked with creating a new policy or practice that would contribute to sustainability within their area of work. Rather than simply submitting ideas, teams presented their concepts through skits during an all-staff meeting. What started as a sustainability initiative quickly became a culture-building experience. The activity was educational, creative and genuinely fun. It gave employees an opportunity to think differently about sustainability and connect it directly to their daily work. It also highlighted the wide variety of ways sustainability can show up across departments, from operations and construction to administration and retail. The challenge increased engagement because staff felt ownership over the ideas instead of sustainability being something directed from leadership. It sparked cross-team conversations, generated practical improvements, and reinforced that sustainability is part of our organizational identity and culture, not just our construction practices. Michael Jones: One practice that had a surprisingly powerful impact was creating more opportunities for employees to participate directly in environmental initiatives outside the workplace. Activities like tree planting, recycling drives, Solve Clean-ups and community partnerships strengthened connections between teams in a very organic way. What began as sustainability efforts evolved into culture-building experiences. Employees felt proud to work for a company whose values aligned with their own, and it reinforced the idea that environmental commitments are not just messaging. They are lived experiences that bring people together. Sarah Vinicor Mason: We’ve always focused on sourcing materials domestically rather than overseas to decrease our environmental impact and ensure we have high-quality materials. During COVID we experienced far fewer supply-chain issues compared to the many companies that depended on international sourcing. Lynn White: One sustainability practice that had an unexpected impact on company culture was the level of employee engagement and shared purpose that developed through our waste-reduction and community-recycling initiatives. What began as operational sustainability efforts evolved into opportunities for employees across the organization to actively contribute ideas, participate in programs and take ownership of environmental improvements. Employees became highly engaged in identifying new recycling opportunities, reducing waste streams, and participating in collection drives throughout the year. Two notable initiatives — including partnering to repurpose plastics into NexTrex® products and hosting Metro Hazardous Household Waste Collection SARAH VINICOR MASON Chief People Officer | Softstar Shoes LYNN WHITE HR Manager | Epson Portland “Ownership comes from transparency and purpose. When people understand why sustainability matters — not only for the environment but for the health of our homes, communities and future generations — they naturally become invested in helping move the mission forward.” MICHAEL JONES CEO/FOUNDER, HARTMANN&FORBES 19
Events to support the local community — were entirely employee-driven. These efforts strengthened collaboration across departments, increased morale and reinforced a culture where employees feel empowered to make a meaningful impact both within the company and in the community. What has been the biggest challenge in building a culture of sustainability at your company, and how have you worked to overcome it? Carly Colgan: One of the biggest challenges in building a culture of sustainability has been that sustainable practices often require more effort, education and intentionality at first. Changing habits and helping people understand the longterm impact can take time. We have worked to overcome this through education, connecting sustainability to our mission, and giving teams ownership in developing ideas and solutions. Over time, it has become less about policy and more about culture. Michael Jones: One of the biggest challenges is ensuring sustainability remains a long-term commitment rather than a short-term initiative. It requires consistency, education and a willingness to continually evolve. As expectations and technologies change, it is important to stay committed without losing sight of core values. That challenge has been addressed by embedding sustainability into the foundation of the company rather than treating it as an add-on. From sourcing renewable natural materials to reducing waste and investing in responsible manufacturing practices, decisions are guided by a clear philosophy: Create beautiful handcrafted products with the least possible impact on the environment. Sarah Vinicor Mason: We are challenged daily to make sustainable choices while keeping Softstar financially healthy. We could cut costs by using cheaper leather, glue and shipping materials, but it would sacrifice the quality of our shoes and the health of our employees, customers and the earth. We can’t do it all, so at times we might offer fewer, higher-quality options. By becoming more efficient in our production process, we can decrease waste and afford materials that are more sustainable and of higher quality. Lynn White: One of the biggest challenges in building a culture of sustainability has been sustaining progress after many internal improvements were already in place. As our Hillsboro site works toward its zero-waste-to-landfill (ZWTL) commitment, finding alternative uses for remaining waste streams has become increasingly complex. A major challenge came with the closure of the Brooks/Gervais waste-to-energy facility in late 2024, which required nearly a year to identify a sustainable alternative. Throughout the process, our shared purpose and values helped maintain focus and commitment to our environmental goals. How do you ensure your sustainability commitments remain authentic and measurable rather than aspirational? Carly Colgan: By embedding sustainability into our organizational culture and decision-making, rather than treating it as a separate initiative. Sustainability is one of our core values, and we keep it front and center in everything we do, from construction practices and operations to strategic planning and team conversations. We also focus on tangible actions and measurable outcomes, whether that is building net-zero homes, reducing waste, improving operational efficiency or creating department-level sustainability practices. Keeping sustainability connected to daily work helps ensure it remains actionable, accountable and mission-driven rather than just aspirational. Michael Jones: Authenticity comes from accountability. Sustainability should be measurable, transparent, and reflected in real operational practices, not just marketing language. Materials, manufacturing processes, and environmental impact are continually evaluated to ensure actions align with company values. Sustainability has guided Hartmann&Forbes since the beginning, long before it became an industry trend. Because it is part of our identity and decision-making process, it remains something we actively practice every day rather than something we simply aspire to. Sarah Vinicor Mason: As an Employee-Owned Trust, we have a lot of people keeping us honest! Many of our employees have a deep passion for sustainability and aren’t afraid to speak up when they see something that doesn’t feel authentic. This creates enthusiastic discussions that require not just education about sustainability but also financial transparency around the realities of business. Lynn White: Authenticity comes from accountability. Our Environmental Management System has maintained ISO 14001 certification for decades, and we publicly share sustainability “Leadership plays a critical role in setting the tone for environmental responsibility because it has to be modeled consistently, not just talked about. I believe employees need to see leadership making sustainable choices, prioritizing sustainability in decisions and holding it as a real organizational value.” CARLY COLGAN CEO, BEND-REDMOND HABITAT FOR HUMANITY ⁄Ask the Execs⁄ 20
goals, metrics and progress through annual reporting. Epson also sets measurable, time-bound commitments. In 2021 Epson announced its goal to become carbon negative by 2050 and committed to transitioning to 100% renewable electricity at all global sites. By December 2023 — just 2 years and 10 months later — that transition was completed, eliminating approximately 400,000 tons of greenhouse gas emissions. What role does leadership play in setting the tone for environmental responsibility at your company? Carly Colgan: Leadership plays a critical role in setting the tone for environmental responsibility because it has to be modeled consistently, not just talked about. I believe employees need to see leadership making sustainable choices, prioritizing sustainability in decisions and holding it as a real organizational value. Michael Jones: Leadership sets the standard by demonstrating that environmental responsibility is a business priority, not a secondary initiative. People look to leadership for consistency, action and clarity of purpose. When leadership is genuinely committed, that mindset naturally becomes part of the company culture. It is important for leaders to communicate the “why” behind decisions and lead by example. Sustainability influences how materials are sourced, how products are designed, how facilities operate and how communities are supported. When employees see those values consistently reflected in leadership decisions, it builds trust and shared commitment throughout the organization. Sarah Vinicor Mason: Softstar is a B Corp [a company certified to meet high standards for social and environmental performance, transparency and accountability]. We are committed to responsible business practices that benefit both people and the planet. We have a “B Keeper,” who is an employee with the specific responsibility to help us maintain high standards of accountability and purpose. Lynn White: Leadership plays a critical role in setting the tone for environmental responsibility at Epson. Through the Epson Way, leadership ensures employees across the organization are aligned around a shared purpose and common values that support both operational and sustainability goals.That commitment is demonstrated through investments in renewable energy, energy conservation, water-efficiency improvements, recycling partnerships, and programs that encourage employee participation in environmental efforts both inside and outside the workplace. What advice would you give to other leaders who want to build a greener workplace but aren’t sure where to start? Carly Colgan: Start small and build from there. Sustainability does not have to begin with large-scale changes or major investments. Small, practical actions can create meaningful impact over time and help build momentum across an organization. The most important thing is to start somewhere, involve employees in the process and stay consistent. Every little bit helps, and small efforts often lead to bigger cultural and operational changes over time. Michael Jones: Start with intention and authenticity. There is no need to solve everything at once. Meaningful sustainability efforts begin with small, consistent decisions that align with company values and long-term vision. Focus first on areas where a genuine impact can be made, whether that is reducing waste, improving sourcing practices, supporting employee engagement or investing in healthier environments. Most importantly, approach sustainability as a long-term responsibility rather than a marketing initiative. Employees and customers can recognize the difference, and authenticity is what creates lasting change. Sarah Vinicor Mason: Start with just a few small initiatives so you don’t get overwhelmed. One of the best, simplest places to begin is to buy less. Focus on sustainable decisions that also save money; if you can share those savings with your employees, you can encourage buy-in. Adopt a mindset of progress over perfection. Remember you will never “win” at sustainability. The work is never done, and that’s OK. It should be a constant consideration that helps guide decisions over time. Lynn White: Start with actions that are measurable, achievable and visible to employees. Building a sustainability culture takes consistency, engagement, and leadership support — not a single large initiative. Involve employees early, and focus on understanding your organization’s environmental impacts and identifying practical opportunities to reduce waste, conserve energy and improve efficiency. Often the best sustainability ideas come from the people closest to the work. When employees see leadership listening, supporting innovation and remaining committed to sustainability, it becomes part of the company culture rather than just a corporate message. “Adopt a mindset of progress over perfection. Remember you will never ‘win’ at sustainability. The work is never done, and that’s OK. It should be a constant consideration that helps guide decisions over time.” SARAH VINICOR MASON CHIEF PEOPLE OFFICER, SOFTSTAR SHOES 21
Oregon Business’ 100 Best lists are the only organization rankings in Oregon based on employee surveys. Participation in this survey will also determine if your organization is among Oregon’s 100 Best Green Workplaces in 2027. 2027 Register today for the 2026 Oregon Business 100 Best Nonprofits to Work For in Oregon survey and find out what your employees think. ■ No participation fees. ■ 501(c) organizations and foundations, government agencies, professional associations and chambers, hospitals and health plans/systems, universities, community colleges, schools, districts, religious groups and charities are all eligible. ■ A minimum of 10 employees, and at least 10% of a participating company’s Oregon workforce, are required to complete the employee survey. A management representative will also need to complete the employer survey of bene ts. ■ The survey also contains 11 “Sustainability in the Workplace” questions, which are used to rank employers in the 100 Best Green Workplaces in Oregon list in the Q3 issue of Oregon Business. oregonbusiness.com/npsurvey 2026 2022 All organization and employee information are kept strictly confidential. Are You One of the Best? Find out what your employees say. 100 Best Nonprofits Schedule: BY JULY 10: Organizations sign up online for the survey at oregonbusiness.com/npsurvey. BY JULY 17: Organizations invite all their Oregon-based full- and part-time employees to take the anonymous online survey. BY JULY 17: A management representative completes the online employer survey. EARLY AUGUST: Participants are noti ed if they ranked (though not where) among the 100 Best. Reports detailing employee satisfaction, priorities and comments, as well as comparisons against other peer groups, are available to all qualifying participants. OCTOBER: The 2026 100 Best Nonprofits to Work For in Oregon are revealed in the Q4 issue of Oregon Business. SPRING 2027: The 100 Best Green Workplaces in Oregon list is determined. Get the facts. Participating companies can order reports detailing their results. Gain insight into your employees’ opinions, and benchmark your practices against other Oregon workplaces.
This list uses results from two surveys that went to companies and nonprofits: the 100 Best Nonprofits to Work For in Oregon in 2025 and the 100 Best Companies to Work For in Oregon in 2026. Employees are asked to rate their satisfaction with — and the importance they attach to — the organization’s green mission and goals. They also address specific environmental practices, like recycling, waste reduction and support for alternative transportation. Employers also submit information about their companies’ sustainability policies as well as how they measure compliance. The employer portion of the survey also includes questions about specific day-to-day practices like water conservation and selecting vendors with sustainable business practices. Congratulations to the 100 Best Green Workplaces in Oregon 2026 2026 23
2026 1 Star Body Works Medford starbodyworks.com Oregon employees: 100 Employees worldwide: 100 Overall score: 288.75 This Southern Oregon autobody repair company supports local nonprofits and community efforts through sponsorships and donations, participates in vehicle donation efforts and vehicle auction benefits, and integrates recycling into its business operations wherever possible. 4 Hartmann&Forbes Tualatin hartmannforbes.com Oregon employees: 76 Employees worldwide: 80 Overall score: 278.88 The core of the business at Hartmann&Forbes is handcrafting products made exclusively from rapidly renewable materials. Over 30+ natural materials are woven into shades, textiles and wall coverings, such as arrowroot, bamboo, jute, palm and ramie. Shades are hand-woven using centuries-old techniques at their place of harvest in order to minimize their environmental footprint. 2 African Youth & Community Organization Portland aycoworld.org Oregon employees: 29 Employees worldwide: 29 Overall score: 284.43 This nonprofit strives to strengthen a sense of cultural identity within the local East African immigrant and refugee community while also enhancing capacity toward integration and hope for the future. Community Economic Development, one of several AYCO programs, serves to identify and initiate solutions to economic, social and environmental issues to build healthy, economically viable communities. 5 Mountain Rose Herbs Eugene mountainroseherbs.com Oregon employees: 185 Employees worldwide: 195 Overall score: 277.14 This independently owned and women-led supplier of high-quality organic and fair-trade products was the first company in Oregon to receive TRUE Zero Waste certification from Green Business Certification Inc. Not only did the company make history in its home state, it also achieved the highest available Platinum certification. 3 Energy 350 Portland energy350.com Oregon employees: 54 Employees worldwide: 65 Overall score: 280.05 Energy 350 prioritizes energy conservation, both through active fieldwork and at the office. The company practices sustainable efforts like reuse and recycling, bike commuting, and minimizing waste wherever possible. It even upgraded its office HVAC to a high efficiency DOAS system — reducing HVAC energy use by 84%, building energy use by 66% and increasing indoor air quality. 6 Green Acres Landscape Salem greenacreslandscapeinc.com Oregon employees: 125 Employees worldwide: 130 Overall score: 273.81 The Green Acres mission is to provide an unequaled landscape solution and value to each client while always respecting and protecting the environment. The company offers full landscape options — from custom outdoor installations to maintenance solutions — that are safe for kids, pets and the planet. 24
2026 7 Ausland Group Grants Pass auslandgroup.com Oregon employees: 46 Employees worldwide: 46 Overall score: 269.97 Ausland Group is committed to design and construction practices that contribute to quality of life for future generations. The firm embraces the principle of sustainable development in the planning, design and construction of its projects, and has a team of LEED Green Associates on staff who can help guide projects to achieve LEED certification. 8 CityTeam Portland Portland cityteam.org/portland Oregon employees: 9 Employees worldwide: 109 Overall score: 269.63 This social service organization that addresses homelessness, addiction and poverty through innovative programs is in the process of solarizing its new 30,000-squarefoot HQ facility in Portland’s Old Town district in partnership with the Portland Clean Energy Fund and PGE Renewable Energy Grant. 9 T-Mobile Salem t-mobile.com Oregon employees: 450 Employees worldwide: 90,000 Overall score: 269.33 To manage its impact on the planet, T-Mobile is committed to reaching net-zero emissions by 2040. The company set a U.S. wireless first by committing to source 100% of its total electricity usage with renewable energy by the end of 2021, a goal it achieved and has continued to maintain each year since. 10 RoseVilla Portland rosevilla.org Oregon employees: 215 Employees worldwide: 215 Overall score: 269.24 This senior-living community fosters a sustainable environment and culture, including a commitment to ecofriendly design with two Zero Energy Independent Living neighborhoods. From an innovative greywater reclamation and water conservation system to comprehensive campuswide composting and recycling programs, the RoseVilla team strives to incorporate ecologically sound practices into everything they do. 11 Epson Portland Hillsboro epson.com/hillsboro Oregon employees: 270 Employees worldwide: 270 Overall score: 269.00 Epson Portland takes a comprehensive approach to corporate social responsibility through effective use of energy and resources, employee engagement and corporate giving campaigns. The company manufactures with zero waste to landfills and is a patron-level participant in Portland General Electric’s Clean WindSM power program. 12 Bark Boys Salem barkboys.net Oregon employees: 22 Employees worldwide: 22 Overall score: 267.56 This landscape company offers a yard-debris recycling service, accepting green waste brought to its facility such as grass trimmings, wood, fill dirt, sod and concrete. Wood debris is ground up for use in products such as particleboard, MDF, paper and charcoal briquettes, or as a fuel supply at a physical plant. 25
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