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In 1993, Scott L. Turner set out with $500 and the desire to create the premier private contractor for responding to hazardous-material emergencies.
It is a business that demands a high degree of care and attention to safety.
"Clients depend on us to dot the i's and cross the t's so they can rest assured that their people and facilities and the public are safe and free from hazardous exposures," says Turner, president and chief executive officer of HMHTTC Response Inc., the company he started in a rented apartment in Flanders.
Today, Turner's company operates around the country and around the clock, responding to all sorts of disasters, from plane crashes and chemical plant explosions to fuel spills and train derailments. HMHTTC even played a role in responding to the anthrax scare at U.S. Senate office buildings in Washington, D.C., in October 2001.
Not surprisingly, safety is high on the company's list of concerns. Thus, HMHTTC insists on a high level of certification and training for its employees. Workers in the field undergo 48 hours of safety training a year.
As an added measure, workers are sent for certification in specific areas, such as railroad tank cars and explosives. A 24-hour dispatch center can provide additional safety information to field managers and instruct them on whatever equipment and precautions are necessary.
The main reason for stressing safety is the human element, Turner says. "I would not want that bad news coming to my doorstep about my child," he says. "So, I will do everything in my power to prevent having to knock on a family member's door."
The company stresses teamwork and quality. "Every incident, no matter the size, is handled with the same urgency and utmost quality and response," Turner says.
Even after 13 years of responding to all types of disasters, however, the company still finds that reality can throw up unexpected challenges. Consider hurricanes Katrina and Rita in 2005.
The federal government and oil refiners contracted with HMHTTC for cleanup and hazardous-materials containment after the storms. Within days, the company had called in people from around the country and hired additional part-time staff, eventually fielding a team of more than 120 workers.
The large team created logistical and financial challenges. HMHTTC...