Executive Summary
Since 2022, Perpetual supported Metallus Inc. to enable a cultural transformation throughout the enterprise that built on the heritage of the past and focused on producing a fit-for-purpose organization, ready for the next phase of growth. A true partnership, the Perpetual team worked with Metallus executives throughout the period to deliver a bespoke program that delivered the desired outcomes.
Mike Williams, President and CEO of Metallus had this to say about the work that the firm has done over the last 2 years, “Our partnership with Perpetual has allowed us to embark on a journey that is shaping the future of Metallus. Through the dedication of both our teams, we’ve cultivated a culture of collaboration and accountability, setting the foundation for sustainable growth and a more dynamic, resilient organization.”
Metallus is a leading manufacturer of high-performance specialty metals for the industrial, automotive, aerospace & defense and energy markets. Metallus (formerly known as TimkenSteel Corporation) became an independent, publicly traded company as the result of a spin-off from The Timken Company on June 30, 2014.

Objective
The overarching intent of the initiative was to foster a sustainable shift in the organizational culture that aligned with strategic goals, enhanced employee engagement, and ultimately drives business performance. The program focused on promoting collaboration, accountability, and alignment across all levels of the company.
Key Phases
Assessment & Diagnosis
The program began with an in-depth analysis of the current organizational culture. This involved gathering insights through surveys, focus groups, and one-on-one interviews with employees at various levels. Data was taken from an Engagement Survey and also from the Perpetual t3® Diagnostic Survey which is a proprietary tool that measures ‘to what extent do you believe you are part of a high performing organization?’ based on six attributes of high performance. Key findings highlighted areas for improvement, cultural gaps, and employee expectations based on the unique history and current situation of the company.
Leadership Alignment
Senior leadership was actively involved from the outset, committing to the transformation and role-modeling the desired behaviors. Leadership workshops and training sessions were conducted to ensure leaders understood their role as culture ambassadors. The leadership team communicated a unified vision for the transformation, fostering trust and buy-in across the organization and an extended team of leaders was identified and brought together, representing ‘where the rubber hits the road’ in regard to leading the transformational change. Known as the Senior Leadership Team (SLT) this cohort created its own charter for action with a commitment to lead the cross functional change required to create successful outcomes.
From the outset a steering committee was established, led by Kris Syrvalin (Executive Vice President, General Counsel & Chief Human Resources Officer) with key stakeholders from HR, Manufacturing Excellence and of course the Perpetual consulting team.

Defining The Cultural Framework and Behaviors
The leadership team defined the Cultural Framework that would act as the core of the desired culture. The ‘3C2F’ Framework quickly established itself as the rallying cry for the organization and the SLT completed the hard yards of articulating exactly what Care, Communicate, Collaborate, Follow-Through and Follow-Up stood for in a manufacturing organization, identifying day-to-day behaviors that exemplified each attribute such that these could be clearly communicated throughout the company. These become the guiding principles for decision-making, performance reviews, and day-to-day interactions. In reality, this was an iterative process with the SLT providing feedback to the leadership team – a process that promoted engagement with the transformation program as well as strengthening the framework and its relevance.
Employee Engagement & Involvement
A robust employee engagement strategy was launched, with initiatives to actively involve staff in the transformation process. This included focus groups, feedback mechanisms, and recognition programs that celebrate individual and team contributions to cultural change. Employees were encouraged to take ownership of the process, becoming champions of the new culture.
The ‘3C2F Cascade’ was a series of facilitated workshops that took place throughout the various Metallus manufacturing facilities as well as at the corporate headquarters. Each program engaged front line leaders to explain the rationale behind the cultural evolution, the details of the 3C2F Framework and its application. As ever with Perpetual, the programs were highly interactive and thought-provoking and culminated with a ‘walk-the-talk’ element where workshop participants led culture related conversations with team members during a tour of the plant.

At the time of writing the formal cascade has been completed and the program is entering a phase of consultation to gain feedback on what has gone well and where opportunity areas still lie. This is an example of one the many feedback loops and check-ins that have occurred throughout the transformation to understand progress and enable adjustments to be made as necessary.
Training & Development
The Metallus HR team were key stakeholders throughout the transformation and Perpetual worked closely with these leaders to collaboratively script the moves that would make a difference and build on other initiatives that were concurrently being implemented. This enabled a holistic approach such that the cultural transformation was seen as an integral part of the company’s change initiatives and not a stand-alone project.
As part of the 3C2F Cascade series of workshops, Perpetual included program elements that helped build the skills needed for cultural transformation. This included leadership development, communication skills, and collaborative problem-solving. Tailored workshops were designed to help employees at all levels develop the competencies necessary to embody the new culture.

Perpetual also helped the HR team to define a competency framework such that each tier of the organization was clear on what 3C2F behaviors are expected, helping to define this element of performance management. For leaders, the expectation is that 3C2F sits at the heart of their weekly check-ins, monthly one-on-ones and formal 6-monthly feedback sessions with team members, thereby ensuring that the culture is enshrined in day-to- day leadership modalities.
Communication & Storytelling
Ongoing, transparent communication was key to maintaining momentum. Regular updates were shared through town halls, newsletters, and digital platforms, celebrating successes and acknowledging challenges. Storytelling was used to highlight real examples of employees living the new culture, reinforcing the program’s impact and creating emotional connections to the change.
Measurement & Feedback
Progress was monitored through both qualitative and quantitative measures. Employee surveys, pulse checks, and cultural audits were conducted regularly to assess the program’s impact. Feedback was gathered continuously, allowing for adjustments and refinements. Notably the Engagement Survey score rose from 56% to 69% during the period of the program.
Success will ultimately be measured not only in terms of employee satisfaction but also in improved performance metrics, innovation, and customer satisfaction.

Sustainability & Continuous Improvement
To ensure long-term success, the transformation is embedded into the organization’s ongoing processes. Cultural integration has become a part of the hiring process, onboarding, and performance management. A continuous feedback loop has been established to ensure the culture evolves in alignment with business needs, market dynamics, and employee expectations.
In the spirit of continuous improvement and an ongoing partnership focused on driving business outcomes, Perpetual continues to provide executive coaching, succession planning, goal alignment and team coaching services to Metallus executives and team leaders.

Outcomes
From the get-go, the cultural transformation was identified as a business imperative with buy-in from the entire leadership team. This was key to enabling a successful outcome. Also key, was Perpetual’s unique approach to leading cultural transformations via its thought leadership, innovative programming, a hands-on approach and a collaborative partnership with leaders throughout the entire Metallus organization. Key outcomes include:
- A more agile, responsive, and collaborative workforce.
- Increased employee satisfaction, engagement, and retention.
- A stronger employer brand and competitive advantage in the market.
- Leadership that is aligned with the values and culture of the organization, fostering trust and transparency.
By successfully implementing this cultural transformation program, Metallus achieved a positive, sustainable change that has elevated both the employee experience and business outcomes. It built upon the company’s amazing heritage and will be an integral part of the next phase of growth and development.
Perpetual is honored to have been selected to partner with Metallus for this important initiative.