Business View Magazine
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continues, “From the top down and bottom up, people
are well trained.” The training of staff is paramount
to the success of a business in this field. MEG has
taken this process one step further when working with
railroads. “One of the things we’re doing right now with
railroads, is we’re helping them with their geographic
specific response planning. They have rail cars travel-
ing designated cargo routes; we’re working with them
to analyze these routes and helping them plan for po-
tential releases and the response to a release along
each route.”
What this means is that MEG is not only training inter-
nally for inevitabilities, but also educating their clients
to ensure that everyone is as prepared as possible.
“Should something happen, they’re ready.”
With an industry that clearly isn’t slowing down, and
with others in the clean-up business, how does a com-
pany like MEG remain competitive? “I would say that
we remain competitive by taking very good care of our
customers and employees, reinvesting in the company
each year, and ensuring that we do good business.
There are a handful of good providers out there.” Wal-
lace continues, “There certainly are smaller compa-
nies that have more limited capabilities because of a
big spill like Deepwater Horizon. You could drive into
town and get hired on the job during the Deepwater
Horizon oil spill. It takes a lot more to be in business
before and after the big spill.”
“Every decision we make, we make as if we’re a very
small company,” Wallace states. “However, we have a
lot of depth in our personnel and equipment beyond
the scope of what we need to service our day- to-day
business. The additional depth that we maintain posi-
