The first of two posts sharing examples of how our Long Term Support subscription is helping create EHS-driven cultures at customer sites

This is the first of two posts sharing examples of how our Long Term Support subscription is helping create EHS-driven cultures at customer sites.

For us, an EHS-driven culture means EHS behaviors are embedded at every level of the organization.

Site managers are engaged. Supervisors are coaching their teams. Employees are identifying risks. And the site-wide mindset becomes, “EHS is my job.”

A good example is what we’re seeing with risk assessments at two very different customer sites.

One is a pharmaceutical manufacturer. The other is a specialty products manufacturer.

At the beginning of 2026, Baron was leading the risk assessment process at these sites. The goal was to start shifting ownership to supervisors.

That shift has happened. Supervisors are now accountable for leading some risk assessments themselves, which they were not doing previously. That is measurable progress.

More importantly, it shows a change in culture.

When supervisors begin leading risk assessments, they start looking at the work before the work starts. They identify hazards, challenge unclear steps, and help their teams think through what could go wrong before it does.

That reduces EHS risk.

Here’s the question I’d ask a site leader:

At your site, who is actually leading risk assessments today?

If the answer is mostly your EHS person or your consultant, there's an opportunity to build more ownership into the operation.

EHS ownership and accountability can be taught, coached, and strengthened over time. Your supervisors do not need to be EHS experts to start becoming EHS leaders.

In my next post, I’ll share how we’re seeing a similar ownership shift with incident investigations.

Cheers! Brian