Although the construction industry is currently facing a variety of challenges like supply and labor shortages, mental health is another major issue that deserves more attention, especially when it comes to safety.
According to Kyle Brooks, senior safety manager at Aldridge Electric, “Organizations must intentionally address both physical and psychological safety if we want a workforce that is not only productive, but truly safe and resilient.”
Brooks is a certified safety professional who has worked in the EHS industry for eight years. He began his career at Aldridge Electric, a national electrical contractor based in Illinois, as a safety engineer before advancing to safety manager and now senior safety manager. In his role, he leads a team of safety professionals across business units and projects, working closely with operations leadership to support safety programs and culture. He helps ensure consistent application of safety processes and empowers field teams to improve safety outcomes through engagement, coaching, and collaboration.
Before entering the construction industry, Brooks served in the United States Air Force. He earned a bachelor of science degree in safety management from Slippery Rock University and continues to serve as a technical sergeant in the Air National Guard, bringing more than 12 years of military service experience to his professional career. He’s particularly passionate about mentoring transitioning service members who enter the EHS profession, helping them translate military leadership experience into successful civilian safety careers.
To learn more about Brooks and his take on industry issues, please read the Faces of EHS interview below:
Q: How did you get your start in the field?
I was introduced to the EHS field by a close friend while transitioning out of active duty in the Air Force. While attending Slippery Rock University, I developed a strong interest in electrical construction and the role safety plays in complex, high-risk environments. The combination of field operations, leadership, and risk management aligned closely with my military background, and I have remained in the industry ever since.
Q: Who has been your biggest influence in the EHS industry, and why?
The biggest influences in my EHS career have been the operations professionals and subject matter experts I have partnered with over the years. There are truly too many to name individually. I believe this is where safety is truly tested and proven in real-world conditions. A strong, trust-based relationship between EHS and operations is often the clearest indicator of a successful safety program. Operations teams need to know that you are there to support execution and improve outcomes, not simply enforce policy. These are the professionals performing the work in the field, and as safety practitioners, our role is to support them effectively. Building those partnerships not only strengthens safety performance but also shapes long-term professional growth and collaboration.
Q: What are some of the biggest EHS issues at your organization? Are there any unique challenges (or benefits) compared to some other organizations?
One of the biggest EHS issues we are facing is the widening workforce gap in construction, especially with the surge in data center projects nationwide. Industry estimates indicate the sector needs more than 400,000 additional workers annually just to meet demand. The challenge is mirrored in safety, where the shortage of qualified safety professionals is tracking closely with the craft labor gap. With fewer seasoned safety leaders available, each one is covering more projects and crews, placing greater responsibility on frontline supervisors to ensure critical safety controls are executed consistently.
Organizations that invest early in developing safety talent and strong field leadership will be best positioned to scale safely. At Aldridge, we are investing in both EHS and craft development through programs like our Green Helmet Program, which supports new employees through structured mentorship, and our craft leadership development initiatives, where safety performance is foundational to success.
Q: What are your thoughts on safety culture? How can company leaders make safety a value within their organization?
My experience with safety culture has been both unique and privileged. Working at a family-owned contractor, the Incident and Injury Free culture we operate under is not a slogan, it is a cornerstone of how we measure success. Hearing employees say, “I have never worked somewhere that values safety like this,” and seeing new hires recognize that something feels different confirms that culture is real and lived daily.
In my view, safety culture is defined by what leaders are willing to protect when production pressure rises. Leaders make safety a value by embedding it into decision-making, accountability, and performance expectations, not just messaging. When supervisors are empowered to pause work and know they will be supported, safety shifts from being a priority to being a true organizational value.
Q: What safety concerns or issues do you think need more prioritization in EHS programs?
One area that needs greater prioritization in EHS programs is mental health in construction. Our industry consistently faces one of the highest suicide rates of any profession, yet most safety systems still focus almost exclusively on physical hazards. In my experience, long hours, financial pressure, travel, and schedule demands all impact focus and decision-making, which directly increases overall risk exposure.
While behavior-based safety programs have helped bring attention to human factors and decision-making, they do not fully address the deeper mental health challenges many workers face. There is still a cultural stigma in the trades around asking for help, and many frontline leaders are not equipped to recognize early warning signs. Organizations must intentionally address both physical and psychological safety if we want a workforce that is not only productive, but truly safe and resilient.
Q: How will new safety technologies influence the work being done by EHS professionals?
There is significant discussion right now around the role of AI and emerging technologies in the safety profession, and much of the long-term impact is still developing. From smart PPE and wearable monitoring to AI-assisted job brief documentation and predictive analytics, these tools have the potential to improve visibility into risk and streamline administrative tasks.
I believe we should remain curious and open to innovation, especially where technology can enhance hazard identification and data-driven decision-making. At the same time, technology should support, not replace, the human judgment, leadership presence, and field credibility that define effective EHS professionals. Safety ultimately depends on trust, communication, and influence in the field, which cannot be automated. The most successful organizations will be those that thoughtfully integrate new tools while continuing to invest in the competency and development of their people.
Q: What are you most proud of?
Looking at my career so far, I am most proud of the relationships I have built with fellow EHS and operations professionals. Nothing means more to me than receiving a call that says, “We have this challenge and thought of you,” or hearing a colleague reflect on a difficult situation we worked through together. The relationships formed in this profession often extend beyond the workplace and become lasting connections.
As safety professionals, we frequently wear multiple hats, sometimes serving simply as a trusted resource or listening ear for someone in need. Those moments reinforce that the work we do goes beyond compliance; it is about positively impacting people’s safety, well-being, and overall health.
Q: Do you have any advice for people entering the EHS profession?
One piece of advice I often give to professionals entering the field is to “picture your perfect day.” Where are you working, what are you doing, and why does it matter to you? Having clarity around that vision can help guide both your career decisions and your long term-goals.
For those still in school or transitioning into EHS, I encourage gaining as much practical experience as possible early on, whether through internships, part-time roles, or field exposure. There is no substitute for real-world problem-solving and learning how operations function. That early experience builds confidence and often accelerates professional growth and certification eligibility.
Finally, one of the most important leadership lessons in my career was realizing that while our work can be complex, its impact is simple. People may not remember the policies you wrote or the inspections you conducted, but they will remember whether you genuinely cared and helped make their workplace better.
Are you or a colleague an EHS professional interested in being profiled for the Faces of EHS series? Please contact Joe Bebon at JBebon@BLR.com.