One Ergon 2030

  • Strategy
  • Safety
  • People
  • Customers
  • Core Values
  • Next Steps

What will Ergon look like in five years?

Our Five-Year Plan for Strengthening Our Core To Expand Our Mission of Meeting Needs, Supporting Families and Serving Customers

Fueled by investment, growth and collaboration.

Download the Full Plan

Putting *Safety First

We believe the responsibility to ensure a safe workplace is a defining measure of leadership integrity and organizational excellence.

Prioritizing *People

We believe our people are the foundation of our success. Investing in personal and professional growth ensures every voice is heard, every perspective is valued and every team member is equipped to contribute meaningfully to our shared vision.

Taking Care of Our *Customers

We believe our success is based on our ability to understand the needs of our customers and deliver services and innovative solutions that help them lead their industries.

Fueled by Investment Growth Collaboration

But how will we get there?

Putting *Safety First

“Our top priority is keeping you safe. I believe, no matter the size of a project, we must train our employees to recognize risks and use their Stop Work Authority to help prevent injuries.”

Chad Watts, VP of Quality and Project Services, ISO Services

  • Everyone Owns Safety

    We’re building a culture where safety is everyone’s responsibility — emphasizing leadership training, open communication and the power to speak up and stop work with confidence if something doesn’t feel right.

  • One Standard, Everywhere

    We’re setting clear and consistent safety practices for every role across all locations — covering equipment care, hazard awareness and emergency readiness.

  • Smart Tools, Safe Work

    We’re investing in quality safety gear, smart systems and real-time data to prevent incidents and keep you protected — because nothing is more important than getting you home safely.

Prioritizing *People

“Ergon will give you the opportunity to learn, take classes and do just about anything if you are committed and try.”

Bob Walley, VP – Operations, Southeast

  • Getting the Right People, Ready to Succeed

    We’re establishing the right connections, making it easier to join Ergon and ensuring employees have a smooth start and finish through strategic recruiting and One Ergon onboarding/offboarding.

  • Clear Paths to Grow and Lead

    We’re mapping out career paths, planning for the future and giving tools to new managers, interns and co-ops, and employees at every level—giving everyone a chance to grow and succeed.

  • One Team, One Culture

    As we expand across more locations worldwide, we’re focused on building one strong culture—guided by our Core Values and shaped by your feedback through listening sessions and engagement surveys.

Taking Care of Our *Customers

“One of our greatest strengths is our commitment to providing solutions for our customers, which has led us to develop specialized products that give customers competitive advantage and allow us to meet needs globally.”

Juan Acosta, Vice President of Sales, Ergon Asia

  • Solving Real Problems With Innovation

    We’re investing in innovation that’s built around the solutions our customers need – helping them solve industry problems and grow their business.

  • Upgrading Our Systems to Serve Better – Project Polaris

    Just like we maintain our equipment, we’re improving our digital tools to keep up with customer needs and support smooth and seamless operations.

  • Growing With Purpose and Making an Impact

    We’re working on smart, strategic growth plans within each of our segments to expand markets, lead industries and make a strong impact on our customers and the communities where we live and work.

Our Core Values

01

Empowered Service

Together, we are committed to delivering unparalleled service. We do what's right, provide solutions and foster stronger relationships with our teams and customers.

02

Purposeful Growth

We lead with compassion and put those around us before ourselves. We don't say we're the experts; we demonstrate it through technical expertise, category innovations and genuine care for what we do.

03

Selfless Leadership

Employee growth and company growth go hand in hand. We build our legacy together to ensure future success.

04

Respectful Relationships

Together, we foster a culture of respect, acceptance and diversity of ideas and of people. Our differences make us stronger, and we are united by our shared values.

Man with determined stare crosses arms
Man in lab coat smiles
Woman in hard hat smiles

What does this mean for you?

Through One Ergon 2030, we are enhancing our efforts to ensure that safety, innovation, collaboration and genuine care for others guides everything we do. We are committed to supporting your development every step of the way to ensure you can confidently contribute in meaningful ways as we work together to expand our mission to meet needs, support families and serve customers worldwide.

Download the Full Plan
©2025 One Ergon 2030
Man climbs ladder

Putting *Safety First

We believe the responsibility to ensure a safe workplace is a defining measure of leadership integrity and organizational excellence.

Initiative 01

Commitment to Occupational and Process Safety and Leadership Accountability for Performance

We must have commitment and strong leadership from the Board, the Lampton family and management to support occupational and process safety initiatives. Expected behaviors should be consistently communicated and celebrated throughout the organization.

Leadership Support

Ergon leadership must consistently, through words and actions, support the actions needed to ensure a strong occupational and process safety culture throughout Ergon.

Governance Structure

We will establish a tiered governance structure that integrates occupational and process safety into leadership performance reviews, planning and decision-making.

Leadership Influence

Leadership must act as the primary safety influencers by visibly reinforcing and prioritizing safety over operational results in all decision-making.

Safety Leadership Training

We must develop occupational and process safety leadership and ownership at every level through training that will embed principles of ownership, care and compassion.

Employee Empowerment

We must empower employees to be safety advocates by encouraging peer-to-peer accountability through real-time coaching, intentional observations and a culture of care and compassion for one another.

Initiative 02

Reinforce Start/ Stop Work Expectation for All Employees

We must emphasize a culture where anyone can and is expected to halt operations if they identify an unsafe condition, understanding that they are empowered and it is everyone's responsibility to protect their peers and the organization.

Clear Policies

We must establish clear policies regarding Stop Work Authority.

Leadership Support

Leaders must actively support and expect employees to use Stop Work Authority.

Employee Training

We must train employees on when and how to use Stop Work Authority.

Effective Communications

We must effectively communicate Stop Work Authority to all employees at every level.

Initiative 03

Assess and Track Occupational and Process Safety Culture

Real-Time Data Tracking

To ensure continuous improvement, we will implement real-time safety data tracking with leading and lagging indicators to include proactive metrics, outcome-based metrics and severity/root cause analysis of safety incidents.

Initiative 04

Ensure Occupational and Process Safety Competency

Safety Skills Training

We must identify safety skills and competencies needed for each job role, and we must train our employees so they can demonstrate those skills and competencies.

Ongoing Training

We must conduct routine refreshers and scenario-based training.

Initiative 05

Safety Innovation and Technology Adoption

Technology Investment

We will invest in emerging technologies to enhance workplace safety, including integrating operational excellence and safety data into our S4/HANA upgrade and investing in improved safety technologies.

Initiative 06

Managing Risk by Standardizing Best Practices Across All Facilities

OPEX Framework

To uphold consistent safety excellence, we are implementing a universal Operational Excellence framework that establishes minimum standards for facilities, regardless of regulatory requirements.

Initiative 07

Learning From Experience

Improved Incidence Management Program

We must enhance our focus on incident investigations and sharing through an incident management program, training on the program and a cross-functional team to assist facilities with incident investigations.

Clear Communication

We must have clear communication and sharing of incidents and investigations through productive weekly safety meetings and monthly cross-company collaborative meetings, and by utilizing stories to reinforce personal commitment and cultural engagement.

Portrait of man with a determined look

Prioritizing *People

We believe our people are the foundation of our success. Investing in personal and professional growth ensures every voice is heard, every perspective is valued and every team member is equipped to contribute meaningfully to our shared vision.

Initiative 01

Scalable and Foundational People Processes

We recognize that the HR processes that got us here won’t get us where we’re going. It is critical that any new processes retain the positive, people-focused impact that makes us Ergon. We will scale up our people processes while ensuring consistent, positive employee experiences.

Streamlined Recruiting

We must provide improved centralized recruiting support to reduce hiring managers' administrative workload and provide interview training for hiring managers.

One Ergon Onboarding and Offboarding

We're focused on internal identification/sharing of best practices and an optimized new hire experience.

Ergon Job Mapping

We must create clear development paths for internal growth and succession, with roles tied to market wage data for competitive recruiting and internal equity.

Initiative 02

Understanding Growth and Development Needs

We need to equip future leaders to expand and sustain the culture and level of service established by Ergon. This becomes increasingly important as we prepare for the retirement of senior leaders across Ergon over the next five years.

Succession Planning

With our current organization-wide state of succession readiness, we've identified development needs with a proactive approach to preparing future leaders.

Frontline/First-Time Manager Tools

We're committed to providing training to create baseline managerial expertise, equipping new and frontline managers with the confidence/know-how to support their teams.

Intern/Co-Op Strategy and Support

We're focused on internal, shared best practices for consistent, excellent intern experiences, integrating intern opportunities and full-time placement into our Ergon Talent Strategy.

Initiative 03

Driving One Culture

Fostering a culture consistent in Ergon values across locations is increasingly important as the organization becomes more geographically dispersed.

The Yellow Bike Project

We're documenting the behaviors that differentiate Ergon and have built our unique culture.

Woman pours blue liquid into flask

Taking Care of Our *Customers

We believe our success is based on our ability to understand the needs of our customers and deliver services and innovative solutions that help them lead their industries.

Initiative 01

Innovation Investment Framework

We are committed to investing intentionally by focusing on the specific competencies and capabilities Ergon needs to build. With the majority of investments remaining within the framework of the business segments, we will ensure that innovation efforts are close to customer needs, addressing immediate market opportunities that solve industry problems and build capabilities that directly drive margin growth.

Process and Product Innovation

Just as in the past, our success will come from enhancing processing expertise and application knowledge. The first step is intensifying our understanding of core applications within each business segment while also building cross-functional teams to ensure broader organizational insight.

Cross-Business Collaboration

We must establish stronger pathways for collaboration across segments.

Capability Development

We must expand our capabilities through intentional investments in talent, market research, tools and management systems.

Dedication of Organizational Bandwidth to Address the Important but Nonurgent

We absolutely must create dedicated bandwidth to address the important but nonurgent activities that will make a difference over the 10-year horizon.

Nonbureaucratic Innovation Management

To manage cross-company innovation effectively, we will adopt a nonbureaucratic approach by implementing clear, flexible guidelines that foster creativity while maintaining strategic alignment.

Initiative 02

Investments in Systems and Processes - Project Polaris

Our digital infrastructure is just as vital to our business as the steel and iron assets at our plants. Just as we invest in maintaining and upgrading our physical assets to ensure optimal performance, we must do the same with our digital systems. These systems are critical to meeting the evolving needs of our customers and supporting the continued success of our operations.

Initiative 03

Business Segment Strategies

Strategic growth is driven by our ambition to ensure Ergon continues to make positive impact on the lives of our employees, customers and the communities where we operate. ESS, PCR and ISL will implement growth strategies to maximize opportunities, provide industry leadership and expand markets.