Kevin Swinden doesn’t do job titles. Doesn’t care for them. Thinks they’re a waste of time.
He’s not interested in status or seniority. “I don’t do titles,” he says. “Titles mean that when someone has to communicate something vitally important, it has to come to me. I’d rather delegate that to others.”
Swinden is the founder—and still sole owner—of Global Hazmat. But more than that, he’s a man with three decades of boots-on-the-ground experience handling hazardous materials. And what he’s seen over those years? It’s changed how he views safety entirely.
“Hazmat is frequently sidelined and shuffled away. Most of the time, safety personnel have absolutely zero understanding of hazardous materials. Zero experience with dangerous goods or waste management.”
He’s not wrong. In Canada, where Swinden works, health and safety managers are often expected to wear five hats. Over in the UK or US? That’s five separate roles.
“It’s a structural gap that leaves people vulnerable.”
From Fed-Up to Founder
Swinden didn’t always work for himself. But after years under leaders who lacked vision—or ethics—he’d had enough.
“I realised I couldn’t work for people that don’t have a clear objective. People that aren’t integral in how they operate or function. I felt like I was spinning wheels. So I said, you know what? I’m going to go off and become your competitor.”
He started Global Hazmat from scratch. Just him. No outside funding, no fancy boardroom—just purpose and a plan. Eighteen years ago, the company name changed, but the mission never wavered.
“Regulations change, industries shift, and things keep evolving. Staying stagnant really isn’t an option, it just isn’t.”
When a Single Drum Can Shut Down Half a Town
Swinden’s seen things that would rattle most people. Like the time a mislabelled drum full of incompatible chemical waste released chlorine gas.
“We ended up evacuating a Canadian Tire, a Costco, a Scotia bank, a gym, about 100 homes… whichever direction the wind was blowing, chlorine gas was being blown into that direction.”
All because someone didn’t realise chemical waste can be just as volatile as a product.
“Chemical-as-product and chemical-as-waste has no difference in the chemistry and no difference in the hazard.”
It’s this gap in basic understanding that Swinden fights against. Because the certificate hanging on your wall doesn’t mean a thing when there’s a gas leak on site.
“A certificate won’t save you in front of a judge, much less a gas leak. A certificate doesn’t mean a hill of beans if you aren’t competent.”
The Reactive Trap
Another thing that frustrates Swinden? The reactionary culture that dominates too much of the industry.
“Employers often mandate training for their employees but don’t train themselves.”
It’s a pattern he’s seen far too often. Changes are made after accidents—not before. And paperwork? Don’t even get him started.
“You’re a responder showing up to an accident and the intel you have does not match what’s going on. What’s your priority then?”
One mistake in a manifest can derail an entire emergency response. Lives are at stake.
“Incorrect documentation is more than an admin mistake. It’s a critical failure.”
Swinden has had to bring in bomb squads to clean out abandoned chemical trailers—situations where zero compliance meant zero safety.
Preparedness Means Thinking Wide
Safety doesn’t end with the immediate hazard. Swinden remembers one incident during a training exercise where a worker, rushing to grab spill response gear, was nearly impaled by a forklift.
“That hazard had nothing to do with the spill, but it still presented a danger in the workplace.”
It’s a stark reminder that safety isn’t about isolated checklists—it’s about full-context awareness. And for Swinden, that comes down to mindset.
“It’s not only about preventing accidents, but fostering a mindset. It has to be cultural.”
The Digital Age—Without The Dumbing Down
Swinden welcomes technology—when it supports competence.
“I’m 100% for any tech that makes things better, so long as it doesn’t hurt competency.”
He’s especially optimistic about electronic documentation, something the UK has already started leaning into. But he warns against mistaking convenience for qualification.
“The biggest issue we see is confusion between being certified and being competent.”
Because at the end of the day, safety isn’t just a policy. It’s a promise.
For The New Guard
To newcomers, Swinden offers no-nonsense advice: find a mentor. Ask questions. Stay humble.
“You can’t learn everything in school. Most of what I’ve learned was either by making a mistake or talking to someone.”
And don’t expect a degree to impress him.
“Having a master’s degree doesn’t make you a good safety professional. What matters is your experience, your network, your ability to listen and learn.”
In his words, “A safety person markets themselves as a guru with 20 years of experience at 17 companies? I would never hire them in my life.”
Legacy Built on Precision
Kevin Swinden isn’t just building a company—he’s building a culture.
Hazmat may be an afterthought for many in the safety world. But for Swinden, it’s the heartbeat of his mission.
And he’s made it clear: real safety doesn’t come from ticking boxes. It comes from knowing the risks—and preparing for them like your life depends on it.
Because sometimes, it actually does.
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