Kelvin Roth is a committed EHS leader with deep expertise in advancing environmental, health, safety and quality standards across industrial operations. His career reflects a steady pursuit of continuous improvement, with a strong emphasis on building systems and programs that are effective and resilient under pressure. Roth has helped teams align around innovation in EHS, leading efforts that integrate best practices with practical execution. Known for bringing structure to complex challenges, he fosters collaboration through purposeful engagement.
Recognizing Kelvin Roth’s influence in shaping EHS strategy, this exclusive feature explores his forward-looking approach to building safer, stronger and smarter industrial ecosystems.
Balancing Change with Strategy
When I look at the industry today, I do not see regulations as the biggest challenge. Regulations set the minimum requirement for operating and, of course, we are expected to meet them. However, the real challenge is finding ways to go beyond those basic requirements, especially as the workforce continues to change. These changes include employee turnover, the introduction of new team members and generational shifts that bring different ways of thinking and working.
Another factor is the shift from mostly in-person work to more hybrid or virtual models. These shifts can make it harder to maintain consistency in how we apply and understand EHS programs. Keeping that understanding strong across the organization takes ongoing effort. It is important to make sure that everyone, no matter their role or experience level, understands the purpose behind the systems and stays aligned with how they are used. Achieving that kind of shared clarity does not happen on its own. It takes focus and clear communication.
When you get the alignment right—culture, strategy and innovation working together, you build something that lasts.
Keeping Strategy Ahead of Technology
There is no doubt that AI, IoT and advanced analytics are bringing big changes to the way we approach EHS. These technologies allow us to work with larger sets of data, find useful patterns and begin making predictions based on that information. They offer real benefits when used the right way. However, I have seen many companies lose focus by rushing to adopt these tools without a clear reason.
Some try to add AI just to say they are using it, even if it does not fit with their goals. That approach is not strategic. In our case, we are careful to make sure that our EHS goals come first. We do not let the technology lead the process. Instead, we focus on what we want to improve in terms of EHS and operations and then use technology to support those efforts. When this order is reversed, the tools can easily become a distraction instead of something that helps us move forward. Keeping our strategy clear allows us to use new technology in a way that adds real value.
Building Culture that Scales
One of the efforts I’m most proud of is how we’ve continued to involve all levels of the organization in EHS conversations. We’ve structured regular touchpoints that engage not just leadership but also the people closest to the work. This helps reinforce our goals and gives everyone a voice in how we get there. I don’t think there’s a single silver bullet, just a series of consistent practices that shape how we operate every day. And that culture of involvement is what helps us build resilient systems.
Looking forward, I believe the EHS function will require new skills. Subject-matter expertise like air permitting may be outsourced more frequently, while internal teams will focus on aligning EHS strategy with business value. That’s the shift ESG and sustainability have introduced. EHS is no longer just about technical compliance. It’s about understanding risk and opportunity through a broader business lens. If our internal teams can think and act strategically, they’ll have a much greater impact.
To emerging leaders, my advice is to start with culture. Without a strong foundation, innovation and compliance efforts fall flat. Once that’s in place, build innovation into the strategy, don’t just bolt it on. Make sure the framework is clear, resourced and aligned to long-term goals. There’s no shortcut to doing this well. But when you get the alignment right—culture, strategy and innovation working together, you build something that lasts.
