Moving freight from point A to point B requires careful execution, but moving hazardous waste leaves absolutely zero margin for error. For the team at Ross Transportation Services, the trucking arm of family-owned Ross Environmental Services, operating safely in a high-stakes segment isn’t just a regulatory baseline—it is a deeply ingrained operational philosophy.

That unyielding discipline is why the 25-driver private fleet won the 2026 FleetOwner Small Private Fleet of the Year award, sponsored by Descartes, after logging a flawless 0.0 DOT recordable accident rate over the past year.

“We have a firm belief in safety and compliance being our number one priority,” Chris Fada, VP of Ross Transportation Services, told FleetOwner. "We have this equilateral triangle that we talk about a lot, whether it’s with new hires or 40-year associates. It’s compliance and production, but it all sits on a bedrock of safety. That’s the third leg of the triangle: If we’re not safe, we don’t get to any of those other goals."

A 'backward' routing model for hazmat logistics

While most fleets specialize in outbound distribution or tight regional routing, Ross operates what Fada describes as a “backward model" compared to traditional trucking. The fleet’s core mission is to support its parent organization’s hazardous waste incinerator.

Hazmat truck drivers as frontline customer service ambassadors

In the hazardous waste sector, the private fleet driver is the primary face-to-face contact a customer has with the parent company. Ross treats its drivers as critical customer service representatives who do far more than drop a trailer. Ross drivers are extensively trained to assist site managers with complex compliance tasks, such as completing shipping manifests and verifying compliance with strict labeling requirements imposed by the U.S. Environmental Protection Agency.

"Our external customers see that driver in the red shirt pull up with the red truck, and that’s their point of contact," Fada says. "When a driver is ready and willing to get out of the seat and do whatever they can to help a customer, they don’t lose sight of that. At the same time, our drivers are trained to know when to raise their hand and call back to our team if a question is beyond their capacity."

Driver retention strategies for specialized fleets

As demographic shifts and market pressures cause driver turnover to tick upward across the industry, Ross maintains stability through an intentional onboarding and retention strategy. The carrier’s overall transportation division consists of just 35 people, which creates a close-knit, direct-line environment.

"It is dysfunctional at times, but it’s a family, and we treat it that way," Fada says.

When onboarding new hires, Ross implements a highly intensive, month-long training program before a driver ever takes a truck out alone. A large portion of that time is spent paired with veteran driver mentors. According to Fada, the first 24 months are the critical threshold for long-term retention.

"We feel like if we can get them to Year Two, we’re in good shape with hanging onto them long term," Fada highlights. "Through checking in at 30, 60, and 90 days, we ask a lot of questions. We reach out to them at random times just to talk. Once they get past a year, they start becoming a part of that culture. When we see that turn happen, we know we're in a good position."

The proof is in the data: The average driver tenure at Ross is an impressive eight years, bolstered by a veteran core of four drivers who have been with the company for more than two decades.

Corporate philanthropy and community investment

Ross also takes pride in giving back to its local community of Grafton, Ohio. Operating through the philanthropic Ross Foundation, the company acts as a vital pillar for the rural township where it operates.

Over the years, the foundation and the Cromling family (now in its third generation of family leadership since it was founded 75 years ago) have poured substantial resources into local civic infrastructure. Recent efforts include funding and building a brand-new community event center at the local county fairgrounds to support agricultural programs, as well as a massive financial contribution to Midview High School to construct a fully modernized athletic facility.

"It’s just one of our core values as a company," Fada says of the community investments. "We want to take care of our associates and our customers, but it’s also our responsibility to take care of our neighbors and be a good community member. There is no quid pro quo. It is simply the right thing to do."