Best Workplace For Trucking Professionals
In Conversation with Jeremy Mairs, CEO of COX PETROLEUM
How was the journey so far in the industry?
Over the years, we have witnessed many changes in our industry. In the 1960s, Cox Petroleum Transport was owned by a couple in Bakersfield, CA. It had humble beginnings in those early years, and by the 1990s, the business had entered a new era of ownership. What started as a small, local, family-owned business grew into a mid-size company. But despite the growth, Cox Petroleum Transport maintained the integrity of being a family-owned business.
While the Mairs’ family continued to purchase the Company, there was a renewed priority in both service standards and safety commitments. Through the success of the changes, our customer base grew, which included expanding into new markets. Before long, we were operating in all of California and were considered one of the premier carriers in our industry. We continued to reinvest in our employees to create a safe and enjoyable work environment.
We are dedicated to the continued advancement within the petroleum transport industry, as we continue to research and develop future services in alternative fuels. Today, we operate 140 trucks throughout 8 terminals and haul petroleum products throughout the country.
What are the safety measures taken to transport petroleum products?
Once a candidate has been invited to join the Cox Petroleum family, we require a new hire to participate in a 3-day orientation to learn about the company’s specific policies and procedures. When this is completed, the next step is to begin in-cab training with one of our expert trainers, who will teach proper procedures for loading and unloading petroleum products. Because our driver’s move petroleum products throughout 48 States and Canada, drivers must have a hazmat certification to ensure the safety for themselves and the safe delivery of hazardous materials. Cox Petroleum strongly believes this hiring process fosters the best team members, which in turn creates lasting relationships and many long-term employees.
What were the challenges faced during the pandemic?
We continue to amend policies and driving these new policies down to all aspects of our operations.
The lack of face-to-face contact and social distancing.
Obtaining a variety of supplies during certain periods of time, as well as the increased cost of those supplies.
Providing ethical training for the new phase and new methods for our newly appointed and current staff members.
We were able to park some of our trucks versus selling them. In turn, we were able to manage the spike in demand as things move towards a new normal. We understood not all companies had the luxury to hold on to inventory for future business.
The industry is not a “remote-friendly” environment, and there were challenges with keeping their employees safe and healthy.
When was Cox Petroleum founded and what are the other products supplied by Cox Petroleum. What was the initial struggle you faced?
In those early years, Cox Petroleum was a young company working to get our feet in the door of the industry. The success of hiring a talented management team that aligned the company’s goals within the various aspects of operation created the foundation for the success of our business today.
How do you find the current market?
The current market has ebbs and flows and just as many challenges. One being the decline in gasoline and replacing it with other alternative fuels. But this is allowing the opportunity to look at other energy markets to diversify the overall business.
How would you like to shape the future of the industry?
We supports the idea of providing transportation career opportunities for individuals that may find themselves contemplating their future career after completing a secondary education. The hope is that some may find the transportation field a successful path to long-term employment. The goal would be to bring drivers into the industry, bridging the gap from the 18-21-year-old demographic to consider our trade. One way to accomplish this would be through apprentice programs. One issue is FMCSA and insurance companies that deny younger drivers to haul Hazmat across state lines. Additionally, we are always looking to improve on technologies to better efficiencies, safety, and risk management.
Could you brief about the Founder/CEO
My journey started with Cox Petroleum Transport in October of 1995. At the time I was working on trucks, but mainly digging up weeds. When I turned sixteen and got my driver’s license, I worked nights in the Maintenance Shop after school, and weekends as a Dispatcher. I then became an independent contractor, driving my own truck for Cox from 2003 to 2008. This is when I stared to rise up the ranks, starting as a Terminal Manager, Safety Manager, Director of Maintenance and then VP of Operations. 2016 is when I began buying the company from my father. Overall, I am proud to say I have almost 27 years in the tank truck industry and look forward to seeing what the future holds.
