July 2026 June 2019
Published by the WJTA for the benefit of its members. Phone: Advancing (314)241-1445 • Email: wjta@wjta.org • Web: www.wjta.org Safety and Technology in Industry since 1983
Hydrodemolition in Action at Merivale Mall Redevelopment Automated Solution Cleans 1,800-foot Towveyor Chain
WJTA Launches Two Summer Contests for Kids and Teens
W
JTA is inviting young people connected to the waterjetting and industrial cleaning community to get creative this summer with two new contests open to children and teens of WJTA members. Both contests support the spirit of WJTA's charity golf tournament, which benefits student scholarships and industry safety initiatives.
Photographon provided of MPW Industrial Services, Hebron, Ohio Read all about this project, beginning pagecourtesy 28.
See related article page 2
On the Inside Message from the President: Delivering Value Together.............................................................................. pg. 4 WJTA’s Golf Tournament Returns – October 26, 2026, in Houston.........................................................................pg. 12 Congratulations to WJTA's 2026 Student Scholarship Award Recipients..............................................................pg. 14
continued on page 2
Message from WJTA CEO Micheal Johnson – Ape Caves.........................................................................pg. 16 Safe Operation of Industrial Vacuum Equipment – Recommended Practices...................................................pg. 25 WJTA Waterjetting Best Practice Updates........................pg. 26 Mentorship Matters in Hydroblasting.............................. pg. 27
WJTA Launches Two Summer Contests for Kids and Teens from page 1 WJTA Golf Logo Challenge School's out, and WJTA wants to see what young artists can create! The WJTA Golf Logo Challenge invites kids aged 12 and under to design an original, hand-drawn logo for WJTA's golf charity tournament. Entries should be creative and original, incorporating elements of golf, school, and the waterjetting industry, such as golf clubs, fairways, waterjets, tools, hard hats, or school scenes. Crayons, markers, and colored pencils are all welcome; digital artwork will not be accepted. • • •
Eligibility: Open to children age 12 and under. Submission deadline: August 15, 2026. Prizes: 1st place, $250; 2nd place, $200; 3rd place, $100.
To enter, scan or photograph the completed drawing and email it to Kelli at wjta@wjta.org, along with the child's full name, age, and a parent or guardian's contact information. Winners will be announced in August, and all entries will help celebrate WJTA's charity golf tournament and the scholarships it supports.
All photos must be taken outdoors; indoor submissions will not be eligible. Entrants should prioritize safety, stay within posted trail/park guidelines, and have appropriate adult supervision. • • • •
Most Remote WJTA Logo Picture Teens are invited to show their WJTA pride in the great outdoors. The Most Remote WJTA Logo Picture contest challenges participants ages 12 to 17 to capture a creative outdoor photo featuring the WJTA logo, whether printed on a sign, displayed on gear, or incorporated into the scene, while hiking, camping, or enjoying other outdoor adventures.
Eligibility: Open to teens ages 12 to 17. Requirements: Photo must be taken outdoors (hiking, trails, nature, sports, etc.). Submission deadline: September 1, 2026. Prizes: 1st place, $500; 2nd place, $250; 3rd place, $125.
To enter, email a high-quality photo to Kelli along with the participant's full name, age, contact information, the location where the photo was taken, and a short story about the adventure. Winners will be announced in September, and standout entries may be featured on WJTA's social media channels, in Jet News, and on the WJTA website. WJTA looks forward to seeing the creativity and outdoor adventures of its members' children this summer. For questions about either contest, please contact Kelli at wjta@wjta.org. ■
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Sharing corporate member news in Jet News is a service to our members and to Jet News readers. Questions? Email HamptonL@wjta.org or call (314)241-1445, attention: LeAnn. ■
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July 2026
Message from the President: Delivering Value Together By Jimmy Peck, WJTA President/CEO, Selinsky Force
O
ne question every association eventually faces is the value it truly provides its members. For the WJTA, the answer begins with something larger than any single program, event, or service. The value of our association is created through bringing together contractors, suppliers, and asset owners who all share the same goal of moving the industrial cleaning industry forward safely and professionally. That mission matters even more today as our industry continues to evolve and customer expectations rise. As associations across many industries continue asking how they can deliver stronger value to their memberships, the WJTA remains focused on both maintaining the strengths that built this organization and identifying new opportunities to serve members more effectively in the future.
THE IBC-5
INSIDE BUNDLE CLEANER
Our greatest value today has two primary forms. The first is advocacy for the industrial cleaning industry as a whole. The second is the network our association provides for professionals across the industry to communicate with one another, share ideas, exchange lessons learned, and collectively improve how we operate. That collaboration has always been one of the defining strengths of the WJTA. Whether through our events, our committees, our board discussions, or simple conversations between members, the exchange of knowledge continues to help raise standards throughout the industry. The WJTA has delivered that value in many different ways over the years. Our trade shows, conferences, golf outings, networking opportunities, and committee work all contribute to building stronger relationships and companies throughout the industry. But perhaps the greatest tangible value WJTA delivers comes through the best practices we help establish for industrial cleaning operations. continued on page 6
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July 2026
Message from the President: Delivering Value Together from page 4 Those best practices are not simply internal guidelines. They help shape expectations across the industry, and OSHA itself references WJTA recommendations when evaluating industrial cleaning job sites. That is an important responsibility and one we take seriously. We believe strongly enough in this industry to hold ourselves accountable to high standards and to encourage the entire industry to do the same. During the last several years, that commitment has expanded even further through the development of foundational and field verification training programs for both hydroblasting and industrial vacuuming operations. Those training initiatives represent a major investment in professionalism, workforce development, operational consistency, and safety throughout the industry. At the same time, WJTA continues looking for additional ways to create practical value for members in their day-today operations.
A great deal of credit for that effort belongs to CEO Mike Johnson, who has brought tremendous energy and focus to identifying new opportunities that directly benefit our membership. Mike will share more details, but the outstanding work he has already done to help propel the association cannot be overstated. One major focus is leveraging the collective buying power of our industry to help members secure more favorable pricing on things like lodging and fuel. Additional efforts are underway to improve communication and accessibility through enhanced digital tools and the development of a member-focused app designed to help members more easily access association resources and benefits. These initiatives matter because they create tangible value members can use immediately while also strengthening engagement across the association. continued on page 8
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July 2026
Message from the President: Delivering Value Together from page 6 The meeting itself was extremely productive. In many ways, it also represented another important milestone as we continue transitioning into a CEO-led operating structure under Mike Johnson’s leadership. This was Mike’s second board meeting in that role, and it has been exciting to watch the organization continue settling into that structure while maintaining strong board engagement and strategic focus.
From left, Jimmy Peck, Peter Wright, Mike Suiter (in back), Bradley Coble, Micheal Johnson, Kerry Siggns, Drew Waltenbaugh, Jerry Carter, David Beckum, and Dee Green. Joining virtually on screen, clockwise from left, Brian Stanley, Jim Ashmead, and Hans Borgt.
That momentum was very evident during our recent Spring Board Meeting held April 21 at USA DeBusk in Deer Park, Texas. I would especially like to thank VP Operations Dee Green and CEO Andrew DeBusk for graciously hosting this year’s spring meeting and providing such an outstanding environment for productive discussion and collaboration.
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During the meeting, we reviewed the latest version of our strategic plan developed through ongoing executive committee collaboration. We concluded that the association remains healthy from both a financial and membership engagement standpoint, and we are optimistic about the direction WJTA is heading moving forward. Of course, one of the timeliest topics right now is our upcoming golf outing, Monday, October 26, 2026, at the Wildcat Golf Club in Houston, Texas. Proceeds from the event support the WJTA student scholarship fund.
www.wjta.org
continued on page 10
July 2026
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Message from the President: Delivering Value Together from page 8 If registration is not already full by the time you read this, it is certainly approaching capacity. Suppliers, contractors, and asset owners are strongly encouraged to register as soon as possible and to consider bringing customers, colleagues, and industry partners along with them.
owners collectively demand the highest standards, the latest technology, and the strongest safety expectations, the more the entire industry continues advancing alongside them.
The golf outing continues to be one of the best relationship-building opportunities we have as an association. Certainly, it is a great opportunity to spend time together at an outstanding course in a more relaxed environment, but it is also much more than that. Some of the best conversations in this industry happen outside the meeting room, and the golf outing consistently creates opportunities for those conversations to take place.
At the end of the day, the WJTA’s value comes down to several simple but important things. We advocate for the industry. We create opportunities for meaningful networking and collaboration. We establish standards that help improve safety and professionalism across industrial cleaning operations. We invest in training and workforce development. And we continue looking for new ways to deliver practical value that helps our members operate more effectively and competitively.
The event brings together contractors, suppliers, and asset owners from across the industrial cleaning industry in a setting that encourages networking, collaboration, and the development of long-term business relationships. It also creates an opportunity for newer industry professionals to build connections with experienced leaders who have helped shape this industry over many years. Just as importantly, the golf outing introduces unengaged asset owners and customers to the value WJTA provides. Please invite customers who may not yet be familiar with the association and the work being done throughout the industry. Those introductions matter because asset owners ultimately remain at the center of everything we do as an industry. While WJTA is contractor led, the reality is that the entire industry revolves around the needs and standards established by asset owners and customers. The more asset
That continued advancement benefits all of us.
Most importantly, we bring together people and companies who are committed to moving this industry forward together. Thank you again for your continued support of WJTA and for the professionalism you bring to this industry every day. I look forward to seeing many of you at the golf outing and at future WJTA events throughout the year. Sincerely, Jimmy Peck, WJTA President Mobile: (740)808-0460 CEO, Selinsky Force Canton, Ohio Mike Johnson, WJTA CEO Email: johnsonm@wjta.org Peter Wright, WJTA Association Manager Office: (314)241-1445 Email: wrightp@wjta.org ■
IMPORTANT NOTICE REGARDING SPAM Email addresses and other member contact information published in the WJTA Corporate Member Directory are meant to encourage helpful, informative communication between members. The information is not provided to circulate spam or junk mail.
The WJTA leadership requests that members respect the contact information of fellow members and not use that information for the dissemination of spam or junk email. Membership information is not meant to be circulated beyond the WJTA membership.
Jet News is published by the WaterJet Technology Association (WJTA) and is a benefit of membership in the Association. ©2026 Jet News. All rights reserved. Reproduction in any form forbidden without express written permission.
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July 2026
THE BRAND YOU KNOW, FOR THE EQUIPMENT WE’RE KNOWN FOR.
WJTA’s Golf Tournament – October 26, 2026, in Houston
W
JTA’s social event is returning for its second year on October 26, 2026, at the Wildcat Golf Club in Houston, Texas. Space is limited, and we expect this event to sell out again this year. The 2026 tournament is expanding to two courses and will provide a fun,
relaxed environment for members to strengthen existing connections and build new ones with colleagues in the industry. Proceeds will benefit the WJTA Scholarship Fund and the WJTA’s mission to advance industry safety and technology.
Team registration and a variety of sponsorship opportunities are available. For more information, or to learn how you can get involved, see the enclosed flyer or visit www.wjta.org. ■
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July 2026
Thank You Current 2026 WJTA Golf Tournament Sponsors Updated July 6, 2026
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July 2026
www.wjta.org
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Congratulations to WJTA's 2026 Student Scholarship Award Recipients
W
JTA has awarded $25,000 in scholarships this year to eleven promising students to assist in achieving their academic goals. Congratulations to this year’s scholarship recipients!
Maverick Anderson Attending Mercer University
Samuel Booth Attending University of Mississippi
Sarah Depner Attending University of Alberta
Derek East Attending Bowling Green State University
Mohamed El-Sayed Attending International Islamic University Malaysia
Bryan Hastey Attending Colorado School of Mines
Natalie Jungers Attending University of Daytona
Aden Lowry Attending University of Mississippi
Ethan Runnells Attending Stephen F. Austin University
Ace Taylor Attending University of Colorado Boulder
Ava Taylor Attending Texas Tech University
Please encourage eligible college bound or enrolled individuals to apply for a 2027 award. March 31, 2027, is the deadline to apply. Recipients will be announced in May 2027. Details are available online at www.wjta.org/wjta/Scholarships.asp. ■ Page 14
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July 2026
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Message from WJTA CEO Micheal Johnson – A Visit to Ape Caves, Mt. St. Helens
I
had no idea what to expect, or really even what to prepare for. The only thing I knew was two nights of camping and a couple mile long cave. It was my son’s Boy Scout troop and an unknown number of parents. I’d met the Scoutmaster through email, never in person.
apparently the temperature in the cave is 42° and doesn’t fluctuate.
Ape Caves. A little background on the place. Ape Cave sits on the south side of Mount St. Helens in the Gifford Pinchot National Forest. It’s a lava tube, about 2.5 miles of it, formed roughly 2,000 years ago when fluid lava poured down the mountain, hardened over the top, and kept Mt. St. Helens flowing underneath until it drained out and left the tunnel behind. That makes it the third longest lava tube in North America. The temperature inside sits right at 42° all year, exactly like that YouTube video promised. And here’s the part I got a kick out of: the cave was named back in the early 1950s by a Boy Scout troop that explored it, after their sponsor, a group called the St. Helens Apes. So about 75 years later, here we were, another Boy Scout troop with headlamps on, doing the same thing. My ex-wife moved recently and wanted to get my son, Kyle, out having fun doing something. He turns 12 this summer. It’s about an hour or so from my house to theirs, and the middle school is right about in the middle. Most know, but we have joint custody and have become good friends. My beautiful bride and my ex get along and are friends too, so everything works pretty well. We get random text messages from her youngest, who is 5, about how mom got a “bee bite.” A couple weeks into Boy Scouts, a camping trip came up. So, after my Excel spreadsheet (I can hear Dee Green laughing), I had a list of the things I have and a “go get” list. Caves, not sure of the parents or their capabilities. We’ve all seen the movies. After scaling back my list for the second time, we decided we had everything: two packs, eight headlamps, six flashlights, battery packs, rope, a pulley or two, duct tape, knives, bear mace, you know, cave stuff. Wool long johns, gloves, hoodie. We watched a YouTube video, and Page 16
We decided on the small tent, cots, and sleeping bags, and we were on the road. About 3.5 hours later, we arrive in the no cell phone part of the world, which is where I want to be. Eventually we get to our campsite and get everything set up. Then we wait. There are more people, no idea who. Once we had the entire camp of three adults and eight kids, the retired shipyard welder, Scoutmaster John, pulled out a list and put the kids to work. Before long the fire was made, dinner was being cooked, wood was being chopped, and I was enjoying stars I don’t ever get to see. For reference, it was about 9 p.m. by the time everyone finally got there. There was a hatchet competition for the younger kids, and of course they must tend the fire. Every 30 seconds or so, tend the fire… The introductions and conversation were great. The kids wanted to know if anyone had ever been underground. John had been here before, maybe 10 years ago. He’s not entirely sure. John is around 70 and stepping up to keep the Troop going. The previous Scoutmaster wasn’t very involved, and his work schedule changed. Sounded like he’s in Arizona for the next three months for work. John was the Scoutmaster years ago when his son was a Boy Scout, and he’s always been involved. He’s trying to get a dad to step up and help. It’s hard being an hour away, and I wish it were all closer, but that’s reality. I’d been to this cave around age nine, but other than that I’d never walked into a cave before, though I have driven into them. The kids’ heads turned as the oldest (he’s the Senior Patrol Leader) asked, “Where did you drive into a cave?” Internally I laughed a bit, because I’d been in some of the northern Nevada gold mines. Barrick, Newmont, and one or two others. We did a lot of industrial cleaning underground. As soon as I said Nevada, the curiosity was damn intense. “So, you’ve driven underground in Nevada. What? How deep?” “5,300-foot level.” As their eyes widened with curiosity and confusion, I followed it up with, “I’m not allowed to tell you any more than that.”
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continued on page 18 July 2026
Message from WJTA CEO Micheal Johnson – Ape Caves from page 16 Later, the adults got even more curious than the kids had been. John was the only one who understood what I was talking about. When we talked about the underground mines of Northern Nevada. I found out John worked in a foundry at one point also. We lost everyone else. The other adults stayed confused. As the stories set in during the evening, John asked if anyone wanted to hear an interesting but scary story. Resounding yes! A true story of an individual who had to cut their own arm off to save their life. During a canyoneering adventure, this person’s arm got pinned between two rocks and he couldn’t get it out. After quite a while, it became apparent it was a choice of cutting off their own arm or dying. John was sure to describe in detail how to cut your arm off, if you needed to. The cave tomorrow has big loose rocks, and you could get an arm or leg pinned. As John described the struggle of a dull pocketknife and looking down at your arm, there was not a word spoken, and the TEND THE FIRE! routine had long since been dropped. We settled into our tent around 1 or 2 a.m. Kyle was just worn out, and tomorrow was the cave. As the sun came up, everyone rose, another fire was made, and more wood was split. Of course, the whole process started again, and the fire was none other than thoroughly tended. We had pancakes, did dishes, and checked out the lake. It’s filled with glacier water, and after standing in it for 30 seconds or so, you can’t feel much. So, I grabbed my chair and watched the kids have fun. It’s 10 a.m. and today’s high is 90. 1300 was the cave. There’s an easy part and a more challenging part. We don’t do easy. I grabbed my 40-pound pack with our stuff, because I bring six extra headlamps, four extra flashlights, battery packs to charge them, water, gloves, rope, and “cave stuff.” As we descend the first 100 feet into the cave, you must scramble up lava rock One of the 27 boulder fields boulders the size of cars and chairs. You can hear a faint voice whispering, “I don’t want to cut my arm off dad.” One dad left with his son, and the
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11- and 12-year-olds took the lead. My son disappears into the darkness. And I move into tail gunner. Eight kids and two adults. The first hour was awesome. Nothing flat, and you’re walking through a lava tunnel with boulders everywhere. Mt. Kilauea, uphill lava rock crawl, in a tunnel. Pitch black. The leaders of our group, fearlessly descending into the unknown, yelling Teamwork to get everyone over about loose boulders the wall and puddles of water, and the random drop offs into complete darkness. Not sure how many people have had the opportunity to experience a place where there is absolutely no source of light. To get the group to turn everything off and be completely silent was a task, but eventually an achievable one. We made our way through, keeping everyone out of the side tunnels presented a challenge. Curiosity, I totally get it. As we closed in on two hours, there was a rock wall followed by an area where you had to climb up and squeeze sideways through. Another part where you slide your pack through the opening, and the person on the other side needs to grab it, because there are holes between the rocks that drop another 20 to 30 feet. At one point there was an opening to the surface, a small hole 30 feet up letting in a little sun. It’s not the exit. Kyle looking for a There’s another quarter mile of different route cave. It doesn’t sound very far, but you’re not walking, you are climbing over lava rock. After 27 different “boulder fields” and a mild elevation gain of around 600 feet, you see a makeshift ladder ascending to the surface off to the left. It’s a 20-foot climb
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continued on page 20 July 2026
Message from WJTA CEO Micheal Johnson – Ape Caves from page 18 up and through a 2-foot or so opening to the surface. As sunlight hits your eyes, you want your sunglasses. From there it’s another mile and a half or so back to the entrance. The remainder of the afternoon and evening was filled with tending the fire, chopping wood with as many axes and hatchets as possible, swimming (wading to your waist and running out of the glacier water), and dinner. The lead chef was aged 11 and the Kyle was the assistant. Campfire spaghetti and garlic bread with a slight hint of ash. You won’t find that flavor in any restaurant. By 2 a.m. most everyone had wandered off to their tents, us included. The next day was a three-and-a-half-hour drive home.
Kyle and me
•
When your legs start burning from crawling uphill over lava rock with an additional 40 pounds on your back it means you’re still alive.
•
Sometimes you must let go and let the young ones lead. Trust they will find the path, support them along the way, and be that light in the tunnel when they need it!
Here’s what I learned. •
Areas with no cell phone reception are true bliss. Seek them out with someone you love and do it as soon as possible and as many times as you can.
•
There is no “good time” to go do something. If you wait, you won’t do it. Just go do it.
•
Keeping up with a group of kids aged 11 to 17 can be challenging in a cave.
Micheal Johnson, CEO WaterJet Technology Association JohnsonM@wjta.org ■
WJTA Administration Chairman of the Board Kerry Siggins Email: kerry.siggins @stoneagetools.com Phone: (970) 259-2869
President
Jimmy Peck Email: jimmy.peck @selinskyforce.com Mobile: (740) 808-0460
Vice President
David Beckum Email: d.beckum @augustaindustrial.com Phone: (706) 798-8437
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Treasurer
2025-2027 Directors
Drew Waltenbaugh Email: drew.waltenbaugh @nlbusa.com Phone: (248) 624-5555 Ext. 10167
Secretary
James W. Ashmead Email: james.w.ashmead @usa.dupont.com Phone: (302) 695-1173
CEO
Micheal Johnson Email: johnsonm@wjta.org Phone: (253) 324-9046
Richard Bass Email: richard.bass @kuraray.com Phone: (281) 221-4668
Bradley Coble Email: Bradley.coble@evergreenindustrialservices.com Phone: (281) 383-5971
Hans Borgt Email: hgborgt @dow.com Phone: [31](61)4772124
Dee Green Email: dgreen @usadebusk.com Phone: (832) 205-1622
Jerry Carter Email: jerryc@spirstar.com Phone: (281) 664-7800
www.wjta.org
Brian Stanley Email: bstanley@iupatdc53.org Phone: (304) 546-1909 Mike Suiter Email: msuiter @vactruckrental.com Phone: (248) 660-7649
July 2026
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Safety Alerts!
W
ater Tank Cleaning Operation in Confined Space Results in Fatality
•
AUSJET / ADCVA* reported on a recent incident involving an operator using a combo drain cleaning unit to clean a water tank containing water and sheep manure. The operator fell in the tank. Paramedics performed CPR on the worker. However, he died at the scene.
•
AUSJET / ADCVA shared these key learnings: Confined Space Code of Practice Risk Management: As a person conducting a business or undertaking (PCBU), you must ensure a competent person conducts a risk assessment to assess health and safety risks associated with the identified hazards of the confined space. To manage risk and ensure a risk assessment is carried out by a competent person, you must take into account all relevant matters, including:
•
•
Whether the work can be carried out without the need to enter the confined space and the nature of the confined space. If the hazard is associated with the concentration of oxygen or the concentration of airborne contaminants in the confined space—any change that may occur in that concentration. The work required to be carried out in the confined space, the range of methods by which the work can be carried out and the proposed method of working. The type of emergency procedures, including rescue procedures, required.
Contaminate gases that may be present when sheep manure is combined with water in a confined environment include Carbon Dioxide (CO2) 5000PPM TWA 30,000STEL Methane (CH4) 1000PPM TWA Hydrogen Sulphide (H2S) 10PPM TWA 15ppm STEL. *AUSJET is the Australasian High Pressure Water Jetting Association (AUSJET), incorporating the
Australasian Drain Cleaning and Vacuum Association (ADCVA). WJTA appreciates their sharing of this information to help ensure the safety of workers performing related work. For more information about AUSJET, visit www.ausjetinc.com.au. Flash Fire Between Trucks Injures Four Occupational safety and health authorities reported a past incident where flammable solvents were being offloaded from a vacuum truck into a storage tanker when workers in an adjacent area were offloading a wastewater and slurry mixture from a hydrovac truck. Flammable vapors were released and drawn into the idling hydrovac truck’s air intake, creating an ignition source that caused a flash fire between the trucks. Four workers were injured in the fire. Any process that may produce a gas, vapor, dust or fume capable of forming an explosive mixture with air must be carried out in an area that has no potential sources of ignition. ■
OSHA Updates Policy Document for Voluntary Protection Programs
O
SHA published an update to the policy document for its Voluntary Protection Programs (VPPs), directive number CSP 03-01-005, effective June 16, 2026.
The updated directive aligns VPPs with OSHA’s Recommended Practices for Safety and Health Programs, which will require participating sites to adopt seven core elements of effective safety and health management systems: • • • • • • •
Management leadership Worker participation Hazard identification and assessment Hazard prevention and control Education and training Program evaluation and improvement Communication and coordination for host employers, contractors and staffing agencies
For more information, visit www.OSHA.gov. ■ Page 24
www.wjta.org
July 2026
Safe Operation of Industrial Vacuum Equipment – Recommended Practices
F
ollowing is an excerpt from the WJTA’s Recommended Practices for the Use of Industrial Vacuum Equipment, Fourth Edition, Section 4.0 – GETTING STARTED. See the complete Vacuum Recommended Practices manual for detailed safety recommendations.
3. Work area should be clear and clean for good visibility and footing. 4. Only trained personnel should operate, perform maintenance, or repair the unit. If a malfunction occurs, immediately stop and follow repair procedures.
4.0 GETTING STARTED 4.1 Do’s and Don’ts Manufacturers cannot possibly know, evaluate, and advise the service trade of all conceivable ways in which operation or service might be done or the possible hazardous consequences of each operation. Anyone who uses operational procedures, service procedures, or tools, whether recommended by manufacturer or not, should first be thoroughly satisfied that the chosen method will not jeopardize personal or product safety. The owner/operator/user is responsible for the safe use and application of this equipment and proper waste disposal. Transportation and disposal of waste may be subject to local, state, or federal laws. Safety is the primary concern in all operations and is everybody’s responsibility. The operators of any equipment should always be aware and alert to any potentially unsafe condition due to its size, weight, center of gravity, operating capabilities, or maneuverability. If a question or concern in this regard exists, the matter should be discussed with the supervisor before operating the machine. Constantly evaluate the safety concerns as you go. Shortcuts that bypass safety devices for the sake of production jeopardize everyone’s safety and should not be done. Doing a job well is doing it in a safe, efficient, timely, and economical manner. Safety of the operator and other personnel involved is the primary concern and overrides everything else. Safe operation requires well maintained equipment. Constantly monitor the condition of your equipment, not only before operating it but, also during and after the end of operations. 4.2 General Safety Precautions 1. Do not alter system components. System components should be used only as intended. 2. Wear appropriate protective equipment, such as a hard hat, safety glasses, visor and/or goggles, ear protection, rain suit, chemical resistant suit, safety-toe shoes or boots with non skid soles and chemical resistant gloves. Correct personal protective
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equipment (PPE) requirements may vary based on the scope of work being performed.
5. Clean the inside of the vacuum tank and cyclone and baghouse compartment (if present) thoroughly between jobs to prevent cross contamination. 6. Exercise extra caution when operating the unit inside a building. Operating in confined areas can create additional risks to the unit, operators, and building occupants. Engine exhaust gas can reach deadly levels. Heat build-up from the engine and blower discharge can overheat people and equipment. Vacuum pump exhaust gases may also create a hazard. 7. All operations should be staffed with sufficient personnel to safely execute the work. 8. Perform a visual inspection of the cab to ensure warning tags have not been attached, indicating a possible problem with the equipment. If warning tags are present, equipment should not be operated until repaired. 9. Ensure long hair is tied back and do not wear loose clothing or jewelry that can catch on controls or other parts of the machine. Wearing finger rings is not recommended. 10. Ensure that all protective guards and covers are in place. 11. Keep the machine free of foreign materials especially on the walkways and steps. Loose items such as lunch boxes, hoses, adaptors, and tools should be secured in an appropriate place. The operator compartment should be kept clean. 12. Keep windows clean for good visibility. 13. Know hand signals and who is to give them. Accept signals from only one person with the exception of the STOP signal, which should be accepted from anyone.
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WJTA Waterjetting Best Practice Updates
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JTA’s revised Industry Best Practices for the Use of High Pressure Waterjetting Equipment (Orange Book) was released in April 2026. The new version represents the third edition, with the document having been revised several additional times dating back to 1985 under its original title, Recommended Practices for the Use of High Pressure Waterjetting Equipment. This article highlights a few changes from the second to the third edition. The article is provided for information only; the full text of the Orange Book should be consulted to understand and implement the association’s recommended practices. •
Recommendations are clarified and reordered, including the elimination of redundancy and grouping the engineering controls and safe work practices for each discipline.
•
Field applications of abrasive waterjet cutting are specifically addressed, such as consideration for the
hazards of abrasive media, the structural integrity of the object being cut and control of cut material on completion of the cut. •
Best practices for vessel cleaning are discussed in more detail.
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Automated flex lancing is recommended over manual methods where practical, but the recommendation is not treated as a “shall.”
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Additional hazards are highlighted, including slips, trips and falls; ergonomics; environmental hazards; and the importance of releasing stored energy prior to any work on waterjet systems or tooling.
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Clearer PPE guidance is provided, including for technicians operating automated equipment
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High pressure hose service life is clarified, as well as inspection criteria
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Scenarios necessitating a smash plate in line moleing operations are discussed.
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Whip checks are recommended to be designed for waterjetting applications. Typically, steel whip checks designed for air hose connections are not suitable for waterjet applications.
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Hose stops are recommended to limit forward cleaning stroke in flex lancing operations.
Additional updates have been made throughout the document, and the above points are not comprehensive. Visit www.WJTA.org to learn more about the Orange Book and order the hard copy online. ■
Safe Operation of Industrial Vacuum Equipment from page 25 For complete details, refer to the WJTA’s Vacuum Equipment Recommended Practices. The manual also includes a section covering hydroexcavation, updates to the pre-job inspection checklist, and additional recommendations and updated information regarding flammables and combustibles and grounding and bonding.
off-loading, equipment maintenance, and regulations and certifications. Copies of the manual are available for purchase through the WJTA online store at www.wjta.org or by calling (314)241-1445. ■
Other topics: injury potential, seeking medical attention, damage, explosion, types of trucks, getting started, prejob preparations, working safely, job completion, loading/ Page 26
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July 2026
Mentorship Matters in Hydroblasting Contributed by Brian Stanley, Business Manager-Secretary Treasurer, IUPAT DC 53, and WJTA Board Member
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ne of the most important things we can do as experienced workers is help the next person coming into the trade. In hydroblasting, there's a lot to learn. We have great training through the WJTA, but some of the best lessons are still learned on the job. A new worker can go through training, but having someone willing to answer questions, show them the right way to do things, and explain why we do things a certain way can make all the difference. I was fortunate to have people who took the time to teach me when I was new. They helped me become a better worker and understand what it takes to be successful in this industry.
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Mentoring isn't complicated. It's taking a few extra minutes to help a new employee understand a task, teaching them a safe work practice, or simply making them feel like part of the crew. Those small things can have a big impact. When we invest in new workers, everybody benefits. Jobs run smoother, crews work safer, and workers are more likely to stick around and build a career in the trade. That's good for our contractors, good for our WJTA members. Especially in an industry with a significantly high turnover rate. If we want a strong hydroblasting workforce in the future, we need to pass our knowledge on today. The skills we've learned over the years are too valuable to keep to ourselves. Taking the time to mentor someone today can help strengthen our industry for years to come. When we remember Mentorship Matters, we could change the career path of a new worker. ■
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Hydrodemolition In Action: Intergroup Tackles Merivale Mall’s Substructure With Aquajet's Aqua Cutter 710V
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he Merivale Mall redevelopment in Christchurch demanded precision, safety, and environmental care. Following ongoing seismic strengthening work, the mall’s aging foundation slabs required partial demolition and reconstruction — all while minimizing vibration, dust, and disruption to nearby businesses.
focus on smarter, safer, and faster delivery, Intergroup’s ongoing investment in advanced technology ensures improved program performance, efficiency, and outcomes for their customers.
To meet this challenge, McIntosh Commercial Construction Ltd. partnered with Intergroup, one of New Zealand’s leading providers of infrastructure and industrial services, to execute a multi-stage hydrodemolition project powered by Aquajet’s Aqua Cutter 710V robotic system. About Intergroup InterGroup is a locally owned and operated Kiwi business with over 45 years of experience in infrastructure and industrial services. As one of New Zealand’s most trusted service providers, the company delivers tailored solutions across a wide range of sectors—including liquid waste management, drainage maintenance, pipeline inspection, industrial maintenance services, and more. For over two decades, Intergroup has led the way in adopting robotic cleaning and demolition systems, reflecting a strong commitment to innovation, efficiency, and safety. The company continues to invest in high-quality technology to enhance health and safety standards, boost productivity, and reduce operator fatigue. With a clear
A challenging environment Located directly beneath the busy Merivale Mall retail and business hub, this foundation demolition project presented a unique mix of technical and logistical challenges. Working beneath tenants including a nail salon, Pilates studio, and law offices, the team faced strict limits on noise (below 85 dB), vibration, and environmental impact. continued on page 29
Aquajet’s Aqua Cutter 710V in operation — delivering vibration-free concrete removal with millimeter precision beneath Merivale Mall.
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Hydrodemolition In Action from page 28 Traditional demolition methods were ruled out early, as any vibration risked compromising the existing structure. Instead, Intergroup deployed Aquajet’s Aqua Cutter 710V, using robotic hydrodemolition to remove up to 600 millimetres of concrete with millimetre precision — eliminating dust, vibration, and structural risk. “The use of the Aqua Cutter reduced downtime and fatigue while improving productivity five-fold compared to manual methods. It eliminated vibration through the structure, allowing the surrounding businesses to continue operating as usual,” said Isaac Thomas, regional manager at Intergroup. The project also required meticulous water and discharge management to ensure clean release into stormwater drains. Intergroup identified potential discharge risks early and implemented a tailored filtration strategy that maintained full compliance with local resource consents, ensuring safe and sustainable operation throughout the project.
“McIntosh Commercial Construction commissioned Intergroup to provide hydrodemolition services on our underground project in Merivale. They came highly recommended by other trade professionals, particularly for their strong health and safety practices and their exceptional knowledge and skill in hydrodemolition. Throughout the project, Intergroup’s involvement proved invaluable. Their expertise extended well beyond the demolition scope — particularly in managing the complex environmental requirements associated with the work. Their innovative filtration strategy ensured compliance with environmental standards and played a crucial role in the project’s overall success. Had it not been for Intergroup’s July 2026
proactive approach, technical capability, and commitment to best practice, the project would not have achieved the same level of efficiency or environmental performance,” said John McIntosh, managing director at McIntosh Commercial Construction Ltd. A three-stage hydrodemolition approach Delivered over six months (November 2024 – May 2025), the Merivale Mall Hydrodemolition Project was completed in three distinct stages — each demonstrating the precision, adaptability, and efficiency of the Aqua Cutter 710V system. Stage 1: Establishing the foundation The first stage involved precision concrete removal on the widest of the three slabs — a 1-meter-wide cut extending approximately 12 meters. Using Aquajet’s Aqua Cutter 710V, Intergroup safely removed 600 mm of damaged concrete to expose and preserve the existing reinforcement steel. This precision allowed McIntosh to tie new reinforcing steel directly into the old, restoring structural integrity in areas affected by the Christchurch earthquakes.
A 1 m wide, 12 m long cut removed 600 mm of damaged concrete — exposing and preserving the original reinforcement steel for a precise rebuild.
At the same time, Intergroup implemented an on-site clarifier system to recycle and treat process water. Water pumped from beneath the foundation was filtered and reused, reducing waste and ensuring full environmental compliance from the outset. Stage 2: Adapting to changing scope In Stage 2, the engineering scope was refined, reducing the cut to 300 mm width over a 12-meter section. Midway continued on page 30
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Hydrodemolition In Action from page 29 through this stage, Intergroup encountered filtration challenges as the existing baffling system reached capacity. The team swiftly implemented a freshwater tank system to manage excess suspended solids, keeping operations compliant and uninterrupted.
When the scope shifted to 300 mm cuts, Intergroup reconfigured its system mid-project and upgraded filtration to keep the work moving — and compliant.
Stage 3: Accelerating to completion The final stage maintained the refined 300 mm cutting scope, extending over 24 meters — roughly equal to the combined volume of the first two stages. Despite the larger scope, Intergroup completed Stage 3 in just seven days, including full clean-up, outperforming the original 10-day estimate. By this point, the collaboration between McIntosh, Intergroup, and other site contractors like Concut had become a model of efficiency. Optimized workflow,
improved filtration, and Intergroup’s refined use of the Aqua Cutter enabled the team to deliver results three days ahead of schedule. In total, Intergroup completed approximately 48 meters of linear cutting across the A strong partership including AquaJet, McIntosh, Commercial Construction Ltd., three slabs, demonstrating Intergroup, and Concut underpinned the project’s success. the precision, speed, and consistency achievable with robotic hydrodemolition. Safety and control in confined conditions Working in a compact, partially enclosed basement demanded careful safety management. Intergroup deployed ventilation and exhaust fans, continuous gas monitoring, and strict confined-space entry protocols. The Aqua Cutter 710V’s non-vibrational operation was vital in maintaining structural stability — especially as the site was bi-weekly monitored for building movement using high-precision GPS sensors. Collaboration and compliance A strong partnership underpinned the project’s success. Intergroup managed the Aqua Cutter 710V and the baffle tank systems, Concut handled basement filtration, and McIntosh oversaw the supply of the flocking agent. This coordinated approach ensured streamlined operations, environmental compliance, and shared accountability across all parties. Ahead of schedule, ahead of expectations
The final 24 m of cutting was completed in just seven days, three ahead of plan — proving the efficiency of robotic hydrodemolition.
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Through innovation, teamwork, and precise execution, Intergroup and McIntosh delivered a complex hydro continued on page 31
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July 2026
New Travel, Shipping Programs Offer WJTA Members Significant Savings Group and Personal Travel Discounts Through Engine WJTA has entered into a partnership agreement with HotelEngine, Inc. (d/b/a Engine), which allows WJTA members, contractors, customers, employees, and affiliates to access discounted hotel reservations through dedicated landing pages. Engine provides negotiated rates, often significantly below public prices, with no contracts, no minimum spends, and hotels covering commissions. Users create free accounts, book directly, and pay Engine.
Shipping Discounts Through FedEx and PartnerShip Rely on FedEx for all of your shipping needs and save through the FedEx Advantage program. WJTA members receive 50% off expedited shipments and 30% off standard shipments. If you currently ship with FedEx, you'll be able to continue using it the same way you do today. After you enroll in the FedEx Advantage Program, the discounts will be added to your account and then automatically applied to your shipments. Don't have an account? No problem – you can open one when you enroll. Through PartnerShip, the endorsed shipping provider for WJTA, WJTA members have access to exclusive savings on both freight and parcel shipments. For freight shipments, WJTA members receive competitive LTL and truckload rates with leading carriers like TForce Freight, XPO, Saia, and others, as well as industry-leading parcel rates designed to lower small package shipping costs by an average of 20%. Members also have access to a comprehensive shipping platform, where they can compare rates and service options across carriers and easily create bills of lading or shipping labels. Whether you're shipping a single package or a full truckload, PartnerShip will help you ship smarter. Learn more at https://www.wjta.org/wjta/Member_Discount_Programs.asp. ■
Hydrodemolition In Action from page 30 demolition project ahead of schedule, without safety incidents, and within full environmental compliance. “Hydrodemolition gave us the ability to work faster, safer, and with greater
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precision than traditional methods could achieve. The Aqua Cutter 710V has proven to be an invaluable tool for projects like this,” said Isaac Thomas, regional manager at Intergroup.
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Thanks to Intergroup and Aquajet for granting permission to reprint this article. For more information, visit www. intergroup.co.nz or www.aquajet.se ■
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The Shift: Why Training Is the Most Undervalued Investment in Industrial Cleaning By Kerry Siggins, CEO, StoneAge Tools, and Chairman of the WJTA Board of Directors
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few years ago, a contractor reached out to StoneAge for help with an automation application that was not going well. They had invested in the equipment because they believed it could make the work safer and more efficient. The plant had agreed to give automation a chance, although there was skepticism from the start. Everyone wanted it to work, but the job had become frustrating. The operators were struggling to achieve consistent results and were starting to question whether the equipment could do what it was supposed to. The plant was losing patience and wanted the work completed manually. From their perspective, automation was slowing the job down, and they needed the crew to get in, get the work done, and get out. The conversation quickly narrowed around the equipment. The contractor thought something was wrong with the system, and the plant saw automation as unnecessary complexity. Once our team spent time onsite and worked through the application with the crew, a different picture emerged: the equipment was capable of doing the job. The operators simply had not yet built the experience and confidence needed to use it effectively. As the crew gained experience, things started to click. Instead of questioning the equipment every time something didn't go as planned, they learned how to make adjustments and keep moving forward. The frustration that had defined the early days of the project began to fade, and the plant started to see the technology's benefits for itself. By the time the work was complete, the contractor had gone from worrying about losing the account to earning more opportunities because of the results they delivered. We’ve seen versions of this play out many times over the years. A crew struggles with new technology, frustration builds, and before long, everyone is questioning the equipment. Sometimes the equipment deserves the criticism. More often than not, the learning curve is steeper than anyone anticipated.
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Why Training Always Gets Pushed Down the List Our industry has never struggled to invest in equipment. New pumps, new tooling, automation systems, and emerging technologies all offer tangible benefits that people can evaluate and measure. There is comfort in being able to point to an asset and know exactly where the investment went. Training is hard to value because the payoff is rarely dramatic. Most of the time, it shows up in the ordinary moments of a job. Conditions change and the crew knows how to adapt. Something isn't working quite right and an operator figures it out before it becomes a bigger issue. The customer gets the result they expected and the project moves forward without much disruption. Looking back, it feels like a job that simply went well, when in reality it was the product of knowledge and preparation that had been built long before anyone arrived onsite. Most organizations naturally focus on what demands immediate attention. Incidents, equipment failures, project delays, and customer complaints create urgency because the consequences are visible. Training works upstream. Its purpose is to reduce the likelihood that those problems occur in the first place. That creates an interesting paradox. When training is working, there is often very little to see. Jobs run smoothly, customers stay confident, and operators make better decisions. Even better, problems are addressed before they become obvious to everyone else. Those outcomes rarely attract attention, even though they often create far more value than the problems that dominate our focus. Expertise Is Built Long Before It's Needed I don't know many leaders in our industry who would argue that training isn't important. Most understand the connection between knowledgeable operators, safer jobsites, better customer outcomes, and stronger business performance. The challenge is not convincing people that training matters. The challenge is deciding how much to invest in something whose payoff may not become obvious for months or even years. These challenges are amplified by the reality of our workforce. Companies invest time and money in developing people, knowing that not everyone will stay. It's understandable why some leaders hesitate when they look at the cost of training and wonder whether they will ever fully realize the return. continued on page 33
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The Shift from page 33 What I find interesting is how often that concern dominates the conversation while another risk receives far less attention: What happens when people stay but never develop the depth of knowledge required to perform at a high level?
There will always be a gap between what technology is capable of doing and what actually happens in the field. People close that gap. Their understanding, judgment, and willingness to keep learning determine whether the investment turns into performance.
Industrial cleaning requires judgment. Every day, operators make decisions that influence safety, cleaning quality, productivity, equipment performance, and customer satisfaction. Those decisions rarely happen under ideal conditions. Instead, they occur when schedules are compressed, expectations are high, and circumstances don't align with the plan.
That is why WJTA's foundational training, OEM product training, and advanced application training matter. They help operators move beyond simply running equipment and toward understanding it.
The people who consistently stand out in this industry are not necessarily the ones with the most years of experience. They are the ones who understand the work deeply enough to adapt when conditions change. That kind of judgment is built over time through training, mentorship, repetition, and experience. By the time it became visible, the foundation had been laid long before anyone needed to rely on it. Turning Potential into Performance Automation, advanced tooling, and increasingly sophisticated equipment continue to create new possibilities for our industry. They can improve safety, deliver more consistent cleaning, reduce water consumption, and help contractors work more efficiently. But none of those benefits are automatic.
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The contractor who called StoneAge did not need different equipment. They needed a deeper understanding of the equipment they already owned. Once that understanding began to develop, the results followed. Most people see the outcome and move on. What they don't see are the years of learning, coaching, repetition, and practice that made that outcome possible. Training rarely gets credit when things go right. That may be one reason so many organizations underestimate its value. Kerry Siggins is the CEO of StoneAge, Inc., a manufacturer of high pressure waterblasting and sewer cleaning tools and equipment based in Durango, CO. She has been key in building StoneAge’s strategic vision, worldwide sales, and employee ownership culture. Her passion lies in organizational and leadership development. She is also the chairman of the WJTA board. For more information, contact Kerry Siggins at kerry. siggins@stoneagetools.com. To read her blog, visit kerrysiggins. com/blog. ■
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We are All a Product of Good Fortune and Chaos By Rod Branch, PHR, SHRMCP, CHRO, Author, Journalist, Leadership Researcher, Inventor, Musician
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ou will NOT BELIEVE what happened last night! The Universe is messaging me in a big way. Help me interpret this: In a very strange and wonderful series of events on March 27th, there lies a mystery. As happens on many Friday nights, my wife, Renee and I playfully discuss whether we’re energetic enough to go out to grab a quick bite of Mexican food, to order in, or if I go pick up Chinese food. We kicked around several options and fatigue won. Tonight, it was Chinese food. As I headed to the door to go pick up the food, she asked that I bring home a couple of extra fortune cookies as they are her quiet cheat. Knowing that she liked fortune cookies, I decided to pop into the grocery store and buy a large box of fortune cookies to surprise her. Then I picked up the food, brought it home, and we devoured it as if we hadn’t eaten in weeks. She then took the two cookies that came with the meal leaving me to open the new box of cookies and to take one of the cookies out of the bag. I’m always curious about the fortune, even though I have only a passing interest in them. Scrounging for my glasses because the print is so small on those things, I pulled out the fortune and read it: “To the world, you may be one person, but to one person you may be the world.” Page 34
The quote is often attributed to Dr. Seuss, but we can’t be absolutely sure. But in this week where we finally ordered the proof of my hardback book, Week Minded that was later released on May 2nd, signaling some of the finality of all the challenging work we’ve been through in the last year, this fact is undeniable: That sentence is absolutely the last sentence in my book followed by “THE END.” I got chills. How did this happen...? Call it fate, extreme coincidence, the Universe, a God thing, whatever. • • • • • • • •
Of all the nights. Of all the choices we had of types of food for our Friday night. My wife requesting more cookies for the first time. The choice I made to buy the extra cookies at that grocery store. Me choosing that particular box of cookies. Renee choosing the two cookies from the meal. Then me choosing that particular cookie from the box of 36 cookies. And the fortune is the LAST sentence in Week Minded.
Here is the leadership lesson: We are all the product of our genes, family of origin, where we were raised, our education, work experience, and the influence of the five people with whom we spend the most time. That makes us unique. Just like the fortune cookie story, there is no way in a million tries those random acts and set of circumstances would repeat themselves. What does that say? There is no one-size-fits-all when it comes to leading and living. Every interaction is situational. If www.wjta.org
the only tool you have is a hammer, then everything looks like a nail. In a million tries, no one will have the exact same set of qualities and experiences you’ve enjoyed, overcome, or endured. People’s personalities, expertise, disposition, orientation towards work, and overall being is a random or somewhat random set of events. We are a product of all that we experience. The wreckage and the chaos of our lives are great teachers, and the life lessons are indelible. Situational leadership is a thing because we are all different, navigating the chaos or random acts daily in our best-known way. What have you overcome? What are your wins? What did you learn? If you’d like to continue the conversation, follow me on LinkedIn: www.linkedin.com/in/rodbranch-hr. And find more reflections and the book at www.BeWeekMinded.com. About the Author Rod Branch, musician, engineer, lobbyist, executive, inventor, ordained minister, and now, author. (Week Minded, Amazon: https://a.co/d/02dSN7XE). He is a grassroots American having worked as a roustabout in the oil fields of small-town America and on to engineer in the Alaskan Arctic, Washington lobbyist, and C-suite officer in an industrial services company. Rod holds a Bachelor of Science degree in petroleum engineering technology from Oklahoma State University and a Master of Science degree in global human resource management from the University of Liverpool (UK). He has spoken at national leadership conferences nationwide and lectured at Texas A&M University. He holds US patent number 5083614. He received the Houston Business Journal’s HR Impact Leader of the Year Award and is an honorary admiral in the Texas Navy for his various charity efforts. He is a husband, father, grandfather, dog guy, and bourbon enthusiast. ■
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The Right Protection For The Right Pressure Contributed by TST Sweden AB
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hoosing PPE with the correct level of protection for the job is more important than it may first appear. The risk of wearing PPE with too low a rating is obvious. But using protection that is rated higher than the task requires can also create problems. Let us explain. In waterjetting, gaps between PPE product ranges are more than a matter of assortment. They can become real safety and usability issues. When there is no protection level that matches the application, operators and safety managers are forced to compromise. They either choose PPE that is under-rated for the pressure being used, or PPE that is over-rated for the task. Both choices involve risk, but in different ways. The danger of using PPE with too low a rating is clear. The garment is simply not designed for the actual energy of the waterjet. PPE tested for lower pressures can create a false sense of security. In many ways, this is the most dangerous scenario: the operator believes they are protected, but the equipment is not designed for the exposure. Matching protection to the task The highest level of protection is indispensable for the most extreme waterjetting applications. Products such as TST Sweden’s EliteOperator are engineered for precisely those environments, combining maximum protection with an athletic design that has raised the standard for mobility and comfort within its protection class. However, not every job requires the highest available protection level. When operators work at pressures up to 30,000 psi / 2,000 bar, PPE developed specifically for that range can offer a more precise balance between protection,
Matching the right PPE to the job is an important part of risk analysis, helping ensure the work is carried out as safely and effiiciently as possible.
weight, flexibility and comfort. This gives operators and safety managers a better-matched choice for the task at hand. That accuracy matters. When PPE is aligned with the actual working pressure, operators can avoid both underprotection and unnecessary over-specification. The result is protection that supports safer work without adding more material, stiffness or heat load than the application requires. Comfort as a safety factor For operators, this balance can make a substantial difference. PPE optimized for a specific pressure range can be engineered with the right combination of material thickness, layer structure, flexibility and fit. Instead of using equipment designed for 40,000 psi or more when the job requires less, operators can wear garments that provide the necessary protection without unnecessary bulk. The benefits are easy to understand. Lower weight reduces physical strain. Better flexibility allows more natural movement. Less stiffness improves control and precision. Reduced heat build-up helps limit thermal stress during demanding work. Together, these factors improve comfort, and comfort increases the likelihood that PPE is worn correctly throughout the job.
Comfortable PPE that allows easy movement helps to create a safer working environment.
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This is especially important because PPE only works when used correctly. If equipment feels too heavy, too hot or too restrictive, operators may choose to open it up or avoid wearing it altogether. A more comfortable protective
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The Right Protection For The Right Pressure from page 35 system encourages better compliance and helps create a safer working environment.
For the industry, this means fewer compromises. Operators no longer must choose between too little and too much. Safety managers can specify PPE more precisely for the job at hand. And companies working within the 1,000 to 2,000 bar / 15,000 to 30,000 psi range gain access to a protection level that is better aligned with their actual operating conditions.
A new level of protection This fall, TST Sweden will introduce a new PPE series with a new level of protection: up to 30,000 psi / 2,000 bar. The new series – UltraOperator® – is designed to fill the gap between ProOperator®, with protection up to 7,500 psi / 500 bar, and the 10/28 range, which protects up to 40,000 psi / 2,800 bar. Together with EliteOperator®, TST Sweden’s strongest PPE with protection up to 43,500 psi / 3,000 bar, the company will offer four distinct levels of protection.
This autumn, TST Sweden is launching a new PPE range, with a new level of protection.
Filling the gap is therefore not about adding another product. It is about making it easier to choose the right PPE. In waterjetting, that can mean better protection, better comfort and better performance where it matters most: on the job. ■
Mergers & Acquisitions Activity Watch June 8, 2026 Vortex Companies, a provider of trenchless infrastructure solutions, announced the acquisition of Municipal Pipe Tool Company LLC, a provider of sewer maintenance and rehabilitation services headquartered in Hudson, Iowa.
June 1, 2026 Elite Equipment Rentals, a provider of vacuum equipment rentals, announced the acquisition of ISG Inc. and ISG Rents, a provider of equipment distributions and rental services in the mid-Atlantic region.
June 1, 2026 GFL Environmental Services, an environmental services company headquartered in Vaughan, Ontario, Canada, has acquired H2Oil Energy Inc., an Alberta, Canada-based provider of fluid hauling, vacuum truck, H2S scrubbing, and turnaround services.
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July 2026
Jetstream of Houston Celebrates 50th Anniversary
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etstream of Houston proudly announces its 50th anniversary, marking five decades of innovation, growth, and commitment to the waterblasting industry. Since its founding in 1976, Jetstream has played a key role in developing solutions that have helped shape the industry standards worldwide.
customers through 13 rental centers across North America and a reputation for innovation, reliability, and industry-leading support.
Over the past 50 years, Jetstream has built a strong reputation for delivering high-performance equipment and dependable service, while fostering long-standing relationships with customers, partners, and industry professionals. The company’s continued success reflects its dedication to quality, safety, and advancing waterblasting technology. This milestone represents more than just the history of Jetstream. It reflects the trust the customers place in them, the strength of their partnerships, and the hard work of the team. They are proud of what has been accomplished and excited for what lies ahead. Throughout 2026, Jetstream will commemorate its 50th anniversary with a series of celebrations and initiatives recognizing its employees, customers, and industry partners who have contributed to its success. Steve Davis (right) with Joe Varca (left).
As Jetstream looks to the future, the company remains committed to driving innovation, supporting its customers, and delivering solutions that meet the evolving needs of the industry. Jetstream of Houston is a leading manufacturer of highpressure waterblasting equipment, parts, and accessories. Since its founding, the company has grown into a global provider of industrial cleaning solutions, supporting
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Reflecting on the company's growth over the past 50 years, Steve Davis, general manager, shared: Steve Davis, general manager, leads tour at Jetstream of Houston. “Jetstream is a business that has it all, great people, great product and a great culture. In my time at Jetstream, I have been amazed at the “can do” attitude of the team. We have grown the business on numerous fronts successfully due to the commitment of our team. I think back upon when Steve Davis (left) with Bill Krupowicz I first joined (right). Jetstream, and the journey we started on continual improvement. It was incredible to work with a highly competent team open to improvements and developing new capabilities. Because of the team’s commitment to the business and customers, we have been able to meet the increased demands of the business. Jetstream has had numerous challenges over the years, but one of the most challenging was moving the business from Thomas Road to our current location on Southerland Road. We had six months to renovate two production
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Vac2Go Opens Fort Myers Location
Vac2Go South Florida Branch
Vac2Go Vac Truck Rentals
ac2Go has opened a new satellite branch in Fort Myers, Florida, the company's thirteenth location nationwide and its second satellite branch, extending coverage across Southwest Florida for industrial, environmental, utility, municipal, and construction customers.
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testament to the trust our customers have placed in us, and we're excited to bring our service and diverse fleet closer to our Southwest Florida customers. Each new location is proof the vision is working, and we're just hitting our stride," said Allison Jamison Woosley, chief financial officer of Vac2Go.
The Fort Myers branch carries the full range of Vac2Go's rental fleet, including industrial vacuum trucks, hydro excavators, combination units, liquid vacuum trucks, and pull-behind equipment. It will be staffed with on-site mechanics providing repair and maintenance support. The location positions the company to serve sustained demand in the Southwest Florida market, where utility expansion, stormwater infrastructure work, and continued population growth have increased the need for vacuum excavation and industrial cleaning equipment.
The opening continues a period of rapid expansion for the company, which has nearly doubled its footprint over the past three years, growing from seven offices to 13 locations across 12 states, including Alabama, Arizona, Florida, Georgia, Indiana, Kentucky, New Jersey, Ohio, South Carolina, Tennessee, Texas, and Utah. The Fort Myers branch, located at 6110 Idlewild St., Fort Myers, FL 33966, is now accepting rental reservations at 1-855-VACS2GO or vac2go.com. ■
"Over the past three years, we've grown our fleet by 50% and expanded into five new states. That growth is a
Jetstream of Houston Celebrates 50th Anniversary from page 37 facilities, move all our operations and administrative functions six miles across Houston, all while supporting a record level of sales. It was during this move, I saw team members rise to the challenge and consistently deliver.
impossible” by moving the entire business and shipping a record level of product to our customers. The move confirmed to me that I was working with true greatness and we were ready to take on even bigger challenges.
of the changes, one thing will remain the same and that is the level of drive and determination by the Jetstream team to grow our business and serve our customers with unparalleled service.”
The level of dedication to the company and its customers by the Jetstream team was truly monumental. Through the colossal effort of the team, we accomplished the “near
I am looking forward to the next 50 years and watching the leaders of the business continue to move forward into new and existing markets with new products and innovations. With all
Visit www.waterblast.com for more information about Jetstream of Houston and its products and services.
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July 2026
KMT Group Expands Global UHP Portfolio
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hape Technologies Group, a global leader in waterjet technology, robotic automation, and ultrahigh-pressure (UHP) manufacturing process solutions, has announced the expansion of KMT Group to include Shape Waterblast Group (SWG) and its flagship brand Advanced Pressure Systems (APS), alongside SWG's Aqua-Dyne, and Riverstone Pressure Systems. The expansion unifies a broad UHP portfolio under a single global organization. With the addition of SWG, KMT Group customers gain access to a full-spectrum solution set – from precision waterjet cutting and LDPE high-pressure systems to industrial waterblasting and surface preparation – backed by more than 175 years of collective UHP engineering expertise and a global service footprint spanning more than 100 countries. The expanded KMT Group now delivers an end-to-end portfolio of UHP technologies engineered to serve every major industrial application of high-pressure water: •
Waterjet Cutting – KMT Waterjet's full lineup of 55,000 PSI/3,800 bar direct-drive pumps, STREAMLINE® 60,000 PSI/4,100 bar intensifier pumps, and the PRO 90,000 PSI/6,200 bar ultrahighpressure pumps, supported by a global network of 180+ OEM partners.
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Precision High-Pressure Components – H2O Jet's portfolio of high-pressure parts, components, and engineered solutions, plus custom-designed UHP systems built to specification.
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LDPE and Custom High-Pressure Systems – McCartney Engineering's pioneering high-pressure systems for the low-density polyethylene industry.
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Waterblasting and Surface Preparation – Anchored by Advanced Pressure Systems' flagship HUSKY® and BLASTMAX® pumps, alongside Aqua-Dyne, Riverstone Pressure Systems, and Flow Surface Prep, this portfolio delivers waterblasting pumps, tools, and accessories for industrial cleaning, surface prep, and material removal across oil and gas, marine, aerospace, infrastructure, and heavy industry.
– supported by unified engineering, service, and customersupport resources. “This is a defining moment for our customers and for the UHP industry,” said Susan Bishop, president, Americas of KMT Group. "By bringing Shape Waterblast Group and Advanced Pressure Systems into KMT Group, we've built something the market has never had before – one organization, one global team, and one truly complete portfolio of ultrahigh-pressure solutions.” “Whether a customer needs a precision waterjet pump, an LDPE system, a waterblast unit, or a surface prep solution, they now have a single trusted partner who can engineer, deliver, and service it all. That's a powerful advantage, and it's only possible because of the depth of talent and innovation across these historic brands,” added Chris Ewart, president of Shape Waterblast Group. “KMT Group has quickly become the most comprehensive UHP pump and component provider in our industry and expanding it to include Shape Waterblast Group is the natural next step in our long-term strategy,” said Nino LaDuca, Chief Executive Officer of Shape Technologies Group. The expanded KMT Group brings together some of the most influential names in the history of ultrahighpressure technology – including the team that pioneered the invention of waterjet cutting in 1971 and the founders of modern industrial waterblasting. The combined organization will continue to operate its established global manufacturing, engineering, and service centers while leveraging shared resources to accelerate innovation, expand customer support, and bring new UHP solutions to market faster than ever before. For more information, visit kmtgroup.com and shapetechnologies.com. ■
Together, these brands give customers a single source for engineered UHP solutions across virtually every cutting, cleaning, processing, and surface preparation application
July 2026
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Alan McKim Announces Plans to Retire from Clean Harbors
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lan S. McKim, founder and executive chairman of Clean Harbors, Inc. has announced plans to retire from the board and his role as chief technology officer (CTO) when the board appoints a new chair. The board expects to appoint an independent chair later this summer as part of a planned leadership transition. McKim founded Clean Harbors in 1980 and served as chairman and chief executive officer (CEO) until 2023, when he transitioned to the role of executive chairman and CTO. Under his leadership, Clean Harbors has grown into one of North America’s leading providers of environmental and industrial services. “Thanks to Alan’s foresight and long-term strategic approach, the Clean Harbors brand has become synonymous with world-class environmental services,” said Edward Galante, lead independent director. “Under Alan’s leadership, the company has set industry standards for safety, compliance and service excellence. Beyond the financial results over more than four decades, Alan’s legacy is defined by the integrity and core values he embedded throughout the organization. It has been an honor to work alongside him and witness the fulfillment of his vision for the company he founded.” During his tenure, McKim positioned Clean Harbors not only as a leading environmental and industrial services provider, but also as a critical emergency response partner for many of the nation’s largest and most complex incidents. The company has played key roles in responses to events including 9/11, major hurricanes, the
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Deepwater Horizon disaster, avian flu outbreaks, and large-scale Covid decontamination projects. “The story of Alan McKim is, in many ways, the story of American ingenuity and execution,” said Mike Battles, co-chief executive officer. “He started Clean Harbors with three friends, a single truck, and a small garage, combined with a conviction that the emerging environmental services sector required a different standard of capability and reliability. Over the ensuing decades, he led with clarity and discipline and helped transform not only this company, but the entire industry.” Eric Gerstenberg, co-chief executive officer, said, “I have been privileged to work alongside Alan for more than 35 years and have tremendous respect for what he has built. The culture he developed over decades starts with an unyielding commitment to the safety of our employees, our facilities and the communities we serve. Alan also promoted technology as a core differentiator for Clean Harbors, both to enhance the value we deliver to customers and to drive sustainable competitive advantage. As a leader, he consistently challenged us to think long term, to act responsibly and to remember that every decision ultimately impacts people. His ethos is captured in our company motto: People and technology creating a cleaner, safer environment.”
Alan McKim
capable hands with a strong, engaged board and a talented executive leadership team, led by Eric and Mike. After working for more than 50 years in the environmental industry, I am looking forward to spending more time with my family. As a blue-collar kid who grew up outside Boston with an entrepreneurial spirit and a calling to clean up the environment, I have watched Clean Harbors grow from its humble beginnings to succeeding beyond my wildest dreams. My greatest satisfaction comes from the impact Clean Harbors has had on the lives and careers of our employees and their families, and from the trust that customers have placed in us to manage hazardous materials safely and to respond in their moments of greatest need. I am confident Clean Harbors’ mission will continue as current leadership drives the company in its next phase of growth.” ■
Reflecting on his retirement, McKim said, “I can step back from the company I founded with confidence, knowing that Clean Harbors is in very
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July 2026
WJTA Welcomes New Members Corporate Birch Mountain Enterprises LP Kelly Dyck P.O. Box 5445 Fort McMurray, Alberta T9H 3G4 Canada Phone: 780-881-0778 Email: hseadmin@bmel.ca Website: www.bmel.ca
StreamTech Inc. Mike Myers 4550 Post Oak Place Suite 335 Houston, Texas 77027 Phone: (832)814-2645 Email: mmyers@streamtech.com Website: www.stindustrial.com
CS Hydro Group, Inc. Ruth Arnold 12167 Orange Blvd. West Palm Beach, Florida 33412 Phone: (561)662-9548 Email: info@cshydrogroup.com Website: www.cshydrogroup.com
Town of Vienna Emily Goodman 600 Mill St NE Vienna, Virginia 22180 Phone: (571)991-4614 Email: emily.goodman@viennava.gov Website: www.viennava.gov
Turner Specialty Services Brady Olinde 8687 United Plaza Blvd. Baton Rouge, Louisiana 70809 Phone: (225)214-2494 Email: bolinde@turner-industries.com Website: www.turner-industries.com Valorian Solutions Darin Cook 4321 Directors Row Houston, Texas 77092 Phone: (888)236-5614 Email: darin@valoriansolutions.com Website: www.valoriansolutions.com
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Index of Advertisers A.M. Gatti, Inc............................................................... www.gatticorp.com............................................. pg. 17 Aquajet......................................................................... www.aquajet.se.................................................... pg. 6 CESCO Aqua Safe Suits.............................................. www.AquaSafeSuits.com..................................... pg. 9 Diamond Technology Innovations (dtiTM)...................... www.dtiINSIDE.com............................................. pg. 8 Hammelmann Corp...................................................... www.hammelmann.us........................................ pg. 12 IUPAT DC 53................................................................ www.iupatdc53.org.............................................. pg. 7 NLB Corp...................................................................... www.nlbcorp.com............... pg. 11, outside back cover Parker........................................................................... www.parker.com/waterblast............................... pg. 15 Peinemann Equipment................................................. www.peinemannequipment.com.......................... pg. 4 Selinsky Force.............................................................. www.selinskyforce.com...................................... pg. 19 SPIR STAR................................................................... www.spirstar.com................................................. pg. 5 StoneAge, Inc............................................................... www.stoneagetools.com.............................. pgs. 3, 21 TST Sweden................................................................. www.tst-sweden.com................................. pgs. 22, 23
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WJTA Welcomes New Members from page 41 Individual Sarah Anderson Augusta Industrial Services, Inc. 15 Lovers Lane Augusta, Georgia 30901 Email: s.anderson @augustaindustrial.com Tyler Byrd Byrd Underground, LLC. 2000 Burns Rd. Henderson, Nevada 89011 Email: tyler@byrdunderground.com Sarina Garcia Jetstream of Houston, LLP 4133 Southerland Road Houston, Texas 77092 Email: spgarcia@federalsignal.com
Gerry Geiger StoneAge, Inc. 57 Allen Ave. Manasquan, New Jersey 08736 Email: gerry.geiger@stoneagetools.com
Todd Shawver Horizon Industrial Technologies 115 Frosted Pond Place The Woodlands, Texas 77381 Email: Tshawver@horizonindtech.com
Rick Pitman Superior Environmental Solutions 1704 White Wing Circle Friendswood, Texas 77546 Email: rick.pitman@sesinc.com
Joshua Trahan Jwade Enterprises, LLC 825 2nd Ave. Lake Charles, Louisiana 70601 Email: josh.jwadeenterprisesllc @gmail.com
Fredrik Rosen TST Sweden Segloravagen 22 Boras, 504 64 Sweden Email: fredrik.rosen@tst-sweden.se
Alejandro Vescovo Calle 14 N°2586 Villa Elisa, Buenos Aires Argentina Email: alejandrovescovo@gmail.com
Ian Redpath GFL Environmental Inc. 626 Polymoore Dr. Corunna, Ontario N0N 1G0 Canada Email: iredpath@gflenv.com
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July 2026
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