Kevin Swinden on Leading Global Hazmat With Precision & Purpose

Why Competency Outweighs Certification

Kevin Swinden doesn’t care for titles. In his view, labels add unnecessary hierarchy to workplaces where collaboration and safety should stand above ego. Though officially the founder and president of Global Hazmat, he simply refers to himself as “the owner.”

With over 30 years immersed in the world of hazardous materials, Swinden has seen firsthand how complacency and disconnection between safety and hazmat management can lead to disaster. “We’ve drawn an artificial line between safety and hazardous materials,” he explains. “They should be part of the same conversation, not separate silos.”

He points out that this divide is particularly visible within Canadian organizations where EHS professionals often wear multiple hats unlike in the United States, where roles are typically more specialized. “That gap leaves workers exposed,” he states firmly. Closing this gap has been the driving force behind his career.

Building a Purpose-Driven Company

The path that led Swinden to create Global Hazmat wasn’t straightforward. Frustrated by inefficiencies and lack of accountability in previous workplaces, he decided to forge a new path built on purpose and integrity. “I realized I couldn’t keep working for leaders without direction,” he recalls. “So, I took a leap and said, fine then I’ll become your competitor.”

From one-man operation to an industry leader, Swinden built Global Hazmat on a foundation of high standards and continual improvement. Eighteen years ago, the company’s rebranding marked a turning point signaling a commitment to evolving alongside changing regulatory landscapes. “Industries move quickly,” he emphasizes. “If you’re not adapting, you’re falling behind.”

Real Lessons from the Field

Throughout his career, Swinden has encountered countless incidents that shaped his belief in competence over credentials. One chlorine gas emergency triggered by improperly stored waste forced the evacuation of more than 100 homes and businesses. “That’s when you realize that a wall certificate doesn’t mean much,” he notes. “In a courtroom or during a gas release, only real skill and understanding can protect people.”

He emphasizes that safe chemical management demands both precision and awareness. “People forget that a product and its waste form share the same hazards,” he explains. The smallest mistake like mixing incompatible materials can lead to catastrophic reactions. To him, safety is not theoretical; it’s practical, measurable, and learned through experience. “Errors can teach you,” he says. “But only if you’re willing to see and correct them.”

Changing the Safety Mindset

Swinden’s greatest challenge hasn’t been technical, it’s cultural. He observes that many organizations react to safety concerns rather than anticipate them. “Companies push training onto employees but rarely train themselves,” he says. “It’s a leadership problem. Changing mindset takes time, but it’s essential if you want to stay ahead of risk.”

He recalls an audit that revealed 83% of shipping documents were inaccurate, an administrative lapse with serious consequences. “Imagine a responder arriving at a site and discovering the paperwork doesn’t match the scene,” he warns. “In the end, those errors become liabilities worth millions. Documentation isn’t paperwork, it’s part of your emergency response plan.”

Preparedness as a Way of Life

For Swinden, readiness goes hand‑in‑hand with survival. During one training exercise, a worker nearly suffered a serious injury after running into a forklift path while fetching spill supplies. “That hazard had nothing to do with the spill,” he points out. “Preparedness means seeing beyond the immediate problem, it’s understanding your environment as a whole.”

He sees safety culture as the foundation of resilience, not just compliance. “It’s not just about preventing mishaps,” he explains. “It’s about building a mindset that prioritizes awareness, foresight, and responsibility across every level of the organization.”

The Role of Technology and the Road Ahead

Though Swinden describes himself as “old‑school,” he welcomes innovation that enhances, rather than replaces, worker competency. “If technology helps make things safer, I’m all for it,” he says. “But if it encourages shortcuts or undermines understanding, it’s not progress.”

He supports Canada’s move toward digital documentation and electronic transportation records, a step he believes will reduce costly errors and facilitate better emergency response. “The transition will take time,” he acknowledges, “but digitization could eliminate one more point of failure.”

Advice for the Next Generation

Swinden encourages newcomers in safety and hazmat management to invest in mentorship and lifelong learning. “Most of what I know came from mistakes and from people who took the time to teach me,” he reflects. “Real-world experience teaches you things that classrooms simply can’t.” His advice is simple: be curious, stay humble, and commit to growth. “A diploma doesn’t make you an expert, experience and consistency do,” he insists. “If someone’s changed companies 17 times in 20 years, it tells me they’ve never built a sustainable safety culture.”

Empowering a Culture of Competence

Kevin Swinden’s legacy is not merely a successful company, it’s a movement toward accountability in an industry where errors have consequences. Global Hazmat’s story is a reminder that the ultimate measure of safety excellence isn’t a framed certificate but the everyday actions of competent professionals who choose to do things the right way.

Work smart. Stay prepared. Keep learning.