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FCC Environmental is one of the world's largest environmental services companies providing services in North and South America and a large number countries throughout Europe. In the United States, FCC Environmental is focused on providing best-in-class industrial waste and recycling services with a strong focus on hydrocarbon-based waste streams. The company serves more than 30,000 customers covering the eastern half of the country.
Internationally, FCC Environmental provide a full-range of environmental services and is recognized as an industry leader delivering innovative waste collection and treatment services for solid waste, hazardous waste, electronic waste, paper, metal, glass and other specialized materials. Customers number in the millions.
FCC Environmental forms part of FCC, headquartered in Spain and present in more than fifty countries and generating over $20 billion in revenue. While environmental services is the company's most important activity, the group also has significant businesses dedicated to renewable energy, water treatment, construction, real estate and a wide variety of additional services.
Before becoming part of the FCC family in 2008, FCC Environmental was known as Hydrocarbon Recovery Services Inc. FCC purchased the company from Siemens Water Technologies Corp. in order to form the US division of FCC Environmental. Prior to that, Hydrocarbon Services was owned by Vivendi and even earlier by US Filter which was bought by Siemens in 2004. US Filter made a series of acquisitions beginning in 1997 related to the Hydrocarbon Services business, including: PORI International, Mobley Environmental Services, Eastern Oil, Energy Recovery and Alpha Omega Environmental Services. Once a stable business platform had been developed, US Filter continued both organic growth and growth expansion through the acquisition of companies including Procycle, International Petroleum and Magnum.
Today, FCC Environmental is dedicated to the same high level of service our customers have come to know and respect.
