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NewsIndustry NewsRisk Management TransportationRisk Management - Motor CarrierFocus AreaIn-Depth ArticleFleet OperationsEnglishTransportationUSA
4 traits of fleet managers with high emotional intelligence
A commercial driver's relationship with an immediate supervisor can significantly influence whether the individual stays, is fully engaged, and safely operates vehicles.
Drivers are more likely to trust leaders who demonstrate strong emotional intelligence (EI). These managers are often better equipped to address conflicts, instruct drivers, and maintain a healthy work environment.
What’s EI?
Many refer to EI as the science of people skills. EI affects how you identify and handle emotions — yours and those of others. Although everyone has a natural level of EI, you can develop the skills necessary to improve it.
Positive or negative workplace interactions may result from a person’s EI. If a manager has low EI, despite high intelligence, it will affect the ability to effectively lead a team.
Consider the following skills that need to be mastered to increase your EI.
1. Self-awareness
Those with high EI are self-aware. In other words, they understand themselves well enough to know how they’ll feel and typically respond in certain circumstances.
For instance, fleet managers will know when their personal frustrations are influencing an interaction with a driver who just communicated reaching hours-of-service limits, a delay at a shipper, or a citation for speeding.
2. Self-control
Self-awareness must be followed by self-control. Managers with high EI are aware of their emotions, but that awareness has limited value if they don’t choose an appropriate response. Suppose a driver calls to report a vehicle breakdown. The driver shouldn’t hear a manager rant, rave, and toss out expletives. Instead, the self-aware manager will respond calmly and look for solutions. The fact of the matter: How the manager feels about the situation doesn’t help solve the problem.
3. Identifying emotions of others
High EI requires social awareness or empathy. Fleet managers need to be skilled at seeing the not-so-obvious when it comes to their drivers’ emotions.
Drivers may not vocalize when under work or personal stress. A fleet manager with strong empathy skills might recognize warning signs and address concerns before the driver becomes disengaged or quits.
4. Relationship management
Relationship management is the final piece of EI. Exceptional social skills make the manager approachable, fostering trust with drivers.
Drivers view the manager as:
- An excellent communicator, with the ability to express emotions;
- A team player and often a coach, putting others first to build lasting relationships; and
- An open and honest person, making them a good mediator to settle disputes.
The manager with strong relationships skills fosters a culture where drivers feel respected and heard. When drivers feel supported by management, the carrier’s safety culture should grow stronger. Drivers are more likely to report safety issues and discuss mistakes, as well as participate in the motor carrier’s safety initiatives.
Improving EI skills
How fleet managers handle the relationships in the workplace directly affects their success and that of their drivers, the department, and potentially the company.
One of the most important steps in improving EI is being brutally honest about how you interact with and relate to others, such as:
- Do you put yourself in someone else’s place?
- Do you promote yourself to seek attention for your accomplishments?
- How do you handle stressful situations? Do you …
- Blame others?
- Get angry?
- Stay calm?
- Do you take responsibility for your actions?
- Do you apologize directly?
- How do your actions affect others?
Specific to the drivers who report to you:
- Do drivers feel comfortable bringing concerns to you?
- What’s your response if a driver disagrees with you?
- Do you listen to the driver before offering solutions?
- Do your drivers trust you?
- Are you viewed as fair and respectful?
- How do you handle behavior correction? Blame or coach?
If you identified areas of weakness in this checklist, it’s never too late to improve your EI to become a better person and manager.
Key to remember: Where you stand today in emotional intelligence doesn’t have to be where you are tomorrow. By consciously developing the necessary skills — self-awareness, self-control, empathy, and relationship management — you can strengthen your managerial skills and work relationships. EI skills help improve the safety culture and reduce driver turnover.
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2026-09-25T05:00:00Z
NewsIndustry NewsEnglishFleet SafetyDriver qualificationsDrivers qualification (DQ file)Driver qualification and hiringFocus AreaIn-Depth ArticleEnforcement - DOTTransportationUSA
How recurring violations reveal gaps in safety management controls
Individual violations matter, but repeated or unresolved issues often tell a larger story.
A pattern of violations often indicates weak or missing safety management controls. Safety management controls are internal practices set up by motor carriers to ensure regulations are followed and safety risks are identified and addressed.
More than just recordkeeping
When transportation professionals think of an audit, their focus often goes straight to the most commonly reviewed records. Depending on the type of audit or review, those items are critical and will receive significant attention, particularly during a compliance review. But someone with compliant records can still be a risk on the road.
Motor carriers often overlook a key part of an audit: effective safety management controls. In other words, an auditor will expect to see that the carrier has policies and procedures designed to manage its compliance program. However, having policies and procedures is only part of the equation. The key is ensuring that everyone involved understands their roles and responsibilities, and that the carrier is actively monitoring the program and addressing gaps as they are identified.
Effective safety management controls help address recurring problems. When issues happen repeatedly, they can indicate that the carrier lacks a reliable process to:
- Identify problems,
- Take corrective action, and
- Prevent the same issues from continuing.
The following are some common examples that carriers face and solutions using safety management principles.
Repeat roadside inspection violations
Roadside inspection results are mini-audits and reveal areas that need attention. To help improve on-road performance:
- Monitor roadside inspection results for violation patterns by driver, vehicle, location, or violation type;
- Identify repeated violations and the root causes such as training, dispatch procedures, maintenance follow-up, or driver supervision. Retraining or resetting expectations may be warranted; and
- Document corrective actions and the steps taken to address deficiencies.
Remember that more violations can increase Compliance, Safety, Accountability (CSA) scores, resulting in future DOT audits or reviews.
Using unqualified drivers
It’s often a sign of systemic problem when drivers who don’t have a complete driver qualification (DQ) file show up on your roadside inspection reports. The problem may lie in:
- A breakdown in onboarding, identifying commercial motor vehicle (CMV) operators, or internal communication.
- A misunderstanding of the rules by employees involved in the day-to-day management of CMVs. They need to know which individuals are qualified to operate specific CMVs and understand any restrictions or disqualifications that apply to individual drivers.
The motor carrier must identify where the breakdown occurred and take corrective action to ensure that only qualified drivers aren't placed behind the wheel of a CMV. “It was an emergency” or “they rarely drive for us” isn’t a valid explanation for allowing an unqualified driver to operate.
Unqualified drivers also include those with expired or missing DQ file items, such as:
- Expired medical certifications,
- Missing annual motor vehicle record reviews,
- Missing road tests, or
- Incomplete driver applications.
These deficiencies can indicate that the carrier doesn’t have a reliable tracking and monitoring system in place. Effective monitoring systems, routine internal checks, and retraining for employees involved in the process may be necessary to prevent these issues from becoming recurring violations.
Lack of documented corrective action
When violations are identified, the carrier should be able to show what was done in response. This may include:
- Driver coaching or corrective action,
- Support staff or supervisor review,
- Policy or process changes, and
- Additional monitoring or more frequent self-audits.
Without documentation of the steps taken, the carrier may not be able to show that the problem was recognized or that appropriate and effective corrective action was taken.
Key to remember: A pattern of violations is a sign that something is not working right at the motor carrier. Strong safety management controls can help turn these violations into opportunities to improve the process before the same issues lead to additional violations, higher CSA scores, or increased audit exposure.
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2026-09-24T05:00:00Z
NewsIndustry NewsSafety & HealthConstruction SafetyFall ProtectionGeneral Industry SafetyFall ProtectionIn-Depth ArticleEnglishFocus AreaUSA
Fall protection starts before the harness goes on
A worker climbs onto a mezzanine, roof, platform, or elevated work area and clips into a harness. It feels like the fall hazard has been addressed. However, many fall incidents involve problems that began long before the employee reached the edge. Inadequate planning, improper equipment selection, damaged components, unclear rescue procedures, and insufficient training can turn routine work at height into a serious incident.
Fall hazards aren't always obvious
Some workplace hazards are easy to spot. Fall hazards can be different. Employees may perform the same elevated task repeatedly without incident, creating the impression that the work is low risk, but the absence of a previous incident does not mean the hazard has been eliminated. Familiarity can make employees less likely to recognize physical hazards, changing conditions, and gaps in the fall protection program, including:
- Damaged or improperly used fall protection equipment,
- Unprotected edges or openings,
- Improper ladder or platform use,
- Missing or inadequate training,
- Poor equipment inspections, and
- Changes in work surfaces, weather, housekeeping, or other job-site conditions that were not addressed before work began.
Planning is the first layer of fall protection
Many fall incidents can be traced to decisions made before employees start work. Before the task begins, employers should identify where fall hazards exist, determine what protection is required, and establish how employees will perform the work safely. Deliberate planning helps prevent employees from having to make critical decisions while exposed to a fall hazard. Pre-job planning should consider:
- The location and height of the work,
- Access methods such as ladders, lifts, or stairs,
- The type of fall protection needed,
- Potential swing-fall or lower-level hazards,
- Environmental conditions that could affect employee safety, and
- The rescue procedures, equipment, and personnel needed before work begins.
Inspections help catch problems before equipment fails
Fall protection equipment is often stored, transported, exposed to weather, and used in demanding environments. Over time, components can wear, become damaged, or be altered in ways that reduce their effectiveness. Inspection programs work best when employees understand that reporting equipment concerns is expected, not optional, and know how to identify conditions that may require equipment to be removed from service, including:
- Cuts, tears, abrasions, or excessive wear,
- Damaged stitching,
- Deformed hooks, connectors, or hardware,
- Missing labels or identification markings,
- Signs of chemical damage, corrosion, or heat exposure, and
- Equipment that has been subjected to a fall or has any other condition that could affect its safe performance.
Don't overlook rescue planning
One of the most overlooked aspects of fall protection is what happens after a fall occurs. Arresting a fall is only the first step. Employers must also determine how the employee will be rescued and how quickly help can be provided. Rescue planning should be treated as part of the job rather than something addressed only after an incident and should include, as applicable:
- Identifying primary and backup rescue methods,
- Determining what equipment will be used,
- Establishing emergency communication procedures,
- Verifying rescue equipment is available and accessible,
- Training designated personnel on rescue procedures, and
- Reviewing rescue plans whenever work conditions change.
Strong programs rely on multiple layers of protection
No single piece of equipment eliminates fall hazards. A strong fall protection program brings prevention, equipment selection, inspection, training, and rescue planning together, so each layer supports the others before, during, and after work at height. Before work begins, make sure your program includes the following:
Plan the work: Evaluate fall hazards before work begins and select appropriate protection.
Provide the right equipment: Ensure employees have equipment that matches the task and work environment.
Conduct inspections: Verify equipment remains in safe working condition and remove damaged equipment from service.
Train employees: Train employees to recognize fall hazards, equipment limitations, safe work practices, and rescue procedures.
Prepare for emergencies: Develop and communicate rescue procedures before employees are exposed to fall hazards.
Key to remember: Effective fall protection is more than wearing a harness. When hazards are identified early, equipment is matched to the task, employees are trained, and rescue is planned so that employers are better prepared to prevent serious fall-related injuries.
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2026-09-24T05:00:00Z
NewsIndustry NewsHeat and Cold ExposureSafety & HealthConstruction SafetyGeneral Industry SafetyIn-Depth ArticleExtreme Temperature PreparationEnglishHeat StressFocus AreaUSA
Playlist: Protecting workers from the heat
Summer may be winding down, but temperatures don’t seem to be for much of the country, so heat stress can still occur. Even as temperatures do begin to fall, physical exertion, humidity, radiant heat sources, limited airflow, or heavy PPE can still place workers at risk. Workers returning from vacation, new hires, and others who have not recently worked in the heat may be especially vulnerable. So, rather than scaling back protections too soon, employers should continue emphasizing heat injury and illness prevention.
This playlist gathers some of the most helpful Compliance Network resources to walk you through essential protective measures and information to help you keep workers cool, hydrated, and rested.
- Begin with a heat-related injury or illness hazard assessment.
- Implement engineering controls (fans, ventilation, etc.) whenever feasible.
- Establish water – rest – shade – acclimatization protocols.
- Provide cooling PPE for workers.
- Train workers to recognize and report signs of heat illness.
- Monitor heat index, humidity, and workplace conditions regularly.
- Establish emergency procedures and a buddy system for heat-related incidents.
- Ensure exposures and incidents are reported so corrective actions can be implemented to prevent similar events.
- Review OSHA’s National Emphasis Program for heat and the proposed heat rule to ensure you have considered all heat-related protections.
For even more resources to combat lingering heat, consider exploring related Compliance Network topics such as our state heat regulation Comparison Table and Expert Insights articles.
A Compliance Network playlist is a curated collection of practical resources designed to help you quickly address a specific event, task, or compliance challenge. Each playlist brings relevant guidance together in one place so you can spend less time searching and more time taking action. Stay tuned — more practical, ready-to-use collections are coming soon.
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2026-09-24T05:00:00Z
NewsChange NoticesWage and HourChange NoticeMaineAssociate Benefits & CompensationAssociate RelationsHR GeneralistMinimum WageHR ManagementEnglishFocus AreaHuman Resources
Maine to increase minimum wage
Effective date: January 1, 2027
This applies to: Employers with employees in Maine Description of change: Effective January 1, 2027, Maine’s minimum wage will increase from $15.10 to $15.70 per hour.
The tipped minimum wage will increase from $7.55 to $7.85 per hour.
The salary threshold for overtime will increase from $871.16 per week ($45,300.32 per year) to $905.79 per week ($47,101.08 per year).
View related state info: Minimum wage - Maine
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2026-09-24T05:00:00Z
NewsIndustry NewsFleet SafetyEntry-Level driver trainingEntry-level driver trainingFocus AreaIn-Depth ArticleFleet OperationsEnglishTransportationUSA
ELDT providers face continued compliance scrutiny
Entry-level driver training (ELDT) providers should prepare for ongoing regulatory oversight as the Federal Motor Carrier Safety Administration (FMCSA) continues its investigations of providers listed on the Training Provider Registry (TPR).
The agency's focus extends beyond verifying that required training is being delivered. Investigators are placing an emphasis on documentation, “training ready” programs, and internal controls.
Documentation
One of the most critical compliance expectations is maintaining complete and accessible documentation. During an investigation, ELDT providers must be able to produce the required training records. Section 380.725 of the Federal Motor Carrier Safety Regulations (FMCSRs) requires that the ELDT provider maintain certain records, including:
- Self-certifications by all accepted applicants for behind-the-wheel training, attesting that they will comply with the regulations in Parts 40, 382, 383, and 391, as well as state and/or local laws related to alcohol and controlled substances testing, age, medical certification, licensing, and driver records;
- A copy of the driver-trainee’s commercial learner’s permit (CLP) or commercial driver’s license (CDL), as applicable;
- Instructor qualification documentation indicating driving and/or training experience for each instructor, and copies of CDLs and applicable endorsements;
- The lesson plans for theory and behind-the-wheel (range and public road) training curricula; and
- Records of individual entry-level driver training assessments.
When it comes to curriculum documentation, including lesson plans, it isn’t enough for the ELDT provider to just say they have a curriculum. The ELDT provider needs to be able to show an investigator that they have a detailed and complete curriculum for each type of ELDT they provide.
Is the program “training ready?”
Simply listing a particular ELDT program on the TPR is no longer sufficient. For example, if an ELDT provider’s TPR profile lists that they provide Class A CDL ELDT, the provider must be prepared to show the investigator its Class A curriculum, facilities, equipment, and vehicles.
Internal controls
So, how does an ELDT provider ensure it meets all of the requirements? By implementing strong internal controls. Regular self-audits can help providers identify gaps in documentation, instructor qualifications, recordkeeping, reporting processes, and curriculum delivery before those issues become compliance concerns.
ELDT providers that routinely evaluate their programs are often better equipped to respond to investigations, audits, and requests for information.
The consequences
Not having required documentation in place, a “training ready” program, or sufficient internal controls can result in the ELDT provider being issued a Notice of Proposed Removal from the TPR. If the issue is not corrected, this can lead to the provider having to shut down its ELDT program.
Key to remember: As FMCSA investigation efforts continue, ELDT providers should focus on maintaining complete and up-to-date program documentation, conducting regular internal audits of all ELDT program components, and ensuring curricula, facilities, instructors, and vehicles support listed training offerings.
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