Van Meter’s Safety Manager Adam Tlougan shares what it takes to create lasting safety leadership — and why it starts with trust, not fear.
When it comes to workplace safety, many companies say the right things, such as “Safety first,” “Everyone goes home safe,” and “People over profits.” But what separates words from action?
For Adam Tlougan, Safety Manager at Van Meter Inc., the answer lies in one powerful word: ownership.
“We’re an employee-owned company, and that mindset absolutely influences how we think about safety,” Tlougan says. “We’re not just working for a company, we’re working with each other to create a place where everyone feels responsible for getting themselves and their teammates home safe.”
With 13 years at Van Meter and seven in his current role, Tlougan has helped shape a culture where safety isn’t managed from the top down. It’s lived from the inside out. And it starts with communication.
Why communication is the cornerstone
“Great safety leadership is built on strong communication,” Tlougan explains. “That means speaking clearly, but just as importantly, it means listening. When people feel heard, they’re more likely to speak up, take initiative and contribute to a culture where safety thrives.”
That culture is evident across Van Meter’s branches and warehouses, where employees at every level are empowered to make safety decisions. One of Tlougan’s favorite stories involves a high-level leader visiting one of Van Meter’s warehouses — and getting gently corrected by a frontline team member for not wearing the proper PPE in a restricted area.
“I didn’t even notice the issue myself,” Tlougan recalls, “but this team member saw it and didn’t hesitate. They reminded both of us of the safety policy — respectfully, clearly and confidently. That’s what we mean when we say safety leadership isn’t about hierarchy.”
The moment didn’t end with the correction. The leader who was called out later sent a thank-you card to the employee, reinforcing Van Meter’s belief that safety feedback — even uncomfortable feedback — is something to be celebrated.
“That’s how trust is built,” Tlougan says. “It’s not about catching people doing something wrong. It’s about holding each other accountable and showing that we care.”
Walking the talk — even when it costs something
Culture is more than communication; it’s consistency. And consistency means following through, especially when it’s inconvenient.
“There are companies that say ‘safety first,’ but when there’s pressure, you find out it’s actually ‘profits first,’” Tlougan says. “At Van Meter, we’ve made the call to shut down deliveries or close branches when the weather puts people at risk. That’s not always an easy decision, but it’s the right one.”
Those decisions send a clear message: safety isn’t just a box to check. It’s a business priority.
Empowerment from Day One
At Van Meter, new employees are introduced to the company’s safety expectations in their very first orientation session. They’re also told something pretty powerful: they have the right to stop work at any time if they feel something is unsafe.
“There’s no ‘earning your voice’ here,” Tlougan says. “From day one, your voice matters.”
That culture of empowerment is also reflected in the company’s internal “Tell Me First” policy, which encourages safety feedback across all levels of the organization. It’s not uncommon for team members to respectfully challenge long-standing practices or offer suggestions that lead to process improvements.
“It’s not about pointing fingers. It’s about solving problems together,” Tlougan explains. “Our best safety ideas often come from the people closest to the work.”
Recognizing the quiet heroes
Recognition plays a vital role in sustaining a positive safety culture. But it doesn’t always look like awards or bonuses. At Van Meter, it’s often a phone call from a senior leader, a handwritten note or a quiet thank-you.
When a third-party driver experienced a medical emergency on one of Van Meter’s docks, three employee-owners stepped in to help. They cared for the individual, coordinated emergency services, and helped manage the driver’s vehicle and freight - all without hesitation.
“They didn’t want a spotlight,” Tlougan says. “They just did what needed to be done. But our executive team personally called each of them to say thank you. That kind of leadership, that kind of recognition … it means something.”
Collaboration beyond company walls
Van Meter’s safety efforts don’t stop at its own doors. The company partners with vendors, insurance providers, customers and industry safety councils to identify trends, align expectations and share best practices.
“There’s no competition in safety,” Tlougan says. “We may compete in the market, but when it comes to keeping people safe, we’re all on the same side.”
That collaborative spirit fuels innovation and ensures that safety protocols continue evolving.
“A safety culture can’t become stagnant,” Tlougan adds. “The minute we stop improving, it stops working.”
A culture that’s built — and rebuilt — together
Ultimately, Tlougan believes safety culture is more than policies or metrics. “It’s a feeling,” he says. “When it’s working, you feel it in the way people interact. In the way they speak up. In the way they trust one another. A culture of safety at Van Meter cannot and will not happen by one person or one department. It takes Every Person. Every day.”
The real test of a safety culture isn’t in how it performs when things are going well. It’s in how it responds when something goes wrong. At Van Meter, that response is shaped by compassion, collaboration and a commitment to do better together.
“Our guiding principle is simple,” Tlougan says. “We will not waiver that the only acceptable goal is for everyone who works for and with Van Meter to return home as good or better than when they arrived. That’s the standard. And that’s what makes us proud to lead with safety.”