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
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