We’ve found that the key to success is corporate leadership (from the frontline to the C-suite) taking ownership of safety. Owning safety is different than being held accountable for it. It means that leaders take initiative rather than having it pushed upon them. It also means that leaders weave safety into the fabric of daily activities where it’s inseparable from efficiency, quality and profitability. It means that safety becomes a mindset and a habit, changing our cultures and influencing outcomes. We’ve developed six proven steps to transforming cultures and these are outlined in our comprehensive Kairos Safety Culture Program. The program involves detailed analysis, custom plans, specific training and boots-on-the-ground support from Graham safety consultants. Together, we help clients get a clear picture of their current safety environment, identify and strengthen the leading indicators that affect a safety climate and reframe incident investigations to improve planning and preventative measures. Our Safety Leadership Training sharpens leaders’ abilities in field presence, effective communication, feedback, ownership and data benchmarking so those leaders can better inspire every employee to take ownership and build the habits of mind and action that bring safety success. Schlouch Incorporated, an ENR 600-ranked top specialty sitework contractor, is a prime example of a Graham client focused on culture above mere compliance. Schlouch’s cultural journey was jumpstarted by an incident in 2013. Since then, Schlouch has taken their focus on culture beyond their company and industry to a broader stage where they encourage, influence and educate leaders in other industry sectors. Steve Funk, Schlouch’s general superintendent, has been on construction’s front lines for several decades. He is a leader known for leading from the front and for his ability to challenge symbolism over substance, all while demonstrating genuine care and compassion for Schlouch’s workforce. A few years ago, when providing the closing comments for a safety refresher course for Schlouch employees, Steve summarized Schlouch’s cultural journey beginning with the things that weren’t working for his company in that pivotal year, 2013: “We were getting written up, and it just made no sense. Everybody was frustrated with it, and it was just policy,” he said. "I remember we were at a crossroads, and we were going to go with more policies or some other direction. And I was part of a group that said, ‘We would like to own the safety ourselves. Get us as educated as possible, and we’ll own it.'" Funk continued, “I think we were one of the first ones to switch up and get away from a toolbox talk — which was meaningless — to having each and every person own safety. Not just me, not just a foreman, but the workers also. Now, I couldn’t be more proud of where we’re at. There’s still some policies and rules that make absolute sense, but there aren’t unnecessary rules and policies, which was really part of the frustration early on.” Steve gave voice to what matters: Ownership and actions over bloated policies and mindless compliance. Schlouch’s story of transformation showcases the difference between checking boxes and developing a true culture of safety, where leaders own safety and walk the talk. And in today’s labor market, culture is often the difference between recruiting and retaining skilled workers or losing them to a competitor. A culture that weaves safety into its thinking and daily activities is one that believes its Actions Matter®.