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Copyright 2026 J. J. Keller & Associate, Inc. For re-use options please contact copyright@jjkeller.com or call 800-558-5011.
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FEATURED NEWS
2026-05-19T05:00:00Z
NewsIndustry NewsIndustry NewsSafety & HealthMiningSpecialized IndustriesEnglishMine SafetyFocus AreaUSA
Miner injuries reach record low in 2025
According to the Mine Safety and Health Administration (MSHA), miners experienced a record-low injury rate in 2025. The total recordable injury rate was 1.74 per 200,000 hours worked, down from 1.82 in 2024.
All reportable injuries are factored in when calculating the rate. They include:
- Deaths,
- Lost-time injuries,
- Injuries involving restricted work activity, and
- Other injuries requiring medical treatment.
MSHA’s deputy director, Kelvin Blue, said, “Keeping miners safe is our top priority, and the agency will continue to work with the mining community to ensure that miners have the tools to stay safe on the job and return to their homes and communities at the end of each day.”
The agency credits enhanced training and smarter enforcement for the decrease in injuries.
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RECENT INDUSTRY HIGHLIGHTS
2026-05-19T05:00:00Z
NewsHuman Resource ManagementHuman Resource ManagementUSAHR ManagementEnglishAssociate Benefits & CompensationDiscriminationIndustry NewsDiscriminationIndustry NewsHR PoliciesAudits - HRGovernment contractsHR GeneralistEEO-1 ReportingAssociate RelationsFocus AreaHuman Resources
Future of EEO reporting uncertain
On May 14, the Equal Employment Opportunity Commission (EEOC) submitted a proposal to rescind Equal Employment Opportunity (EEO) workforce data filing and reporting requirements.
The rule, titled “Recission of EEO-1, EEO-2, EEO-3, EEO-4, EEO-5, And Reporting Requirements Under Title VII, the ADA, GINA, and the PWFA,” is a proposal at this time. Employers should be aware that it doesn’t have an immediate impact on existing data collection or reporting processes.
Reporting requirements
The EEO-1 Component Data Collection (Employer Information Report) requires private employers with 100 or more employees and federal contractors with 50 or more employees that meet certain criteria to report employees’ race/ethnicity, sex, and job category. EEO-2 is a consolidated report for certain multi-establishment employers.
Other EEOC data collections are as follows:
Local referral unions with 100 or more members (EEO-3);
State and local governments with 100 or more employees (EEO-4); and
Public elementary and secondary school systems, and school districts with 100 or more employees (EEO-5).
The EEOC’s proposal raises questions about the future of EEO reporting. Since 1966, aggregated data supplied by these reports have provided worker population data as well as trend data used to interpret the effectiveness of anti-discrimination laws and their enforcement.
The proposal to rescind these reporting requirements was submitted to the Office of Information and Regulatory Affairs and must undergo procedural review before a final rule can be published in the Federal Register, with a comment period to follow. Thus, the proposal is far from being finalized. In the meantime, the EEOC hasn’t yet announced the 2026 filing deadline and notes that it will publish updates to the 2025 EEO-1 Component 1 data collection on its website when they become available.
Employer action items
Until decisions are finalized, employers should:
- Continue collecting workforce demographic data,
- Follow the rulemaking process,
- Watch for the 2026 filing deadline, and
- Plan for continued local reporting requirements.
Key to remember: Although a proposal to rescind requirements has been submitted, employers should continue collecting workforce demographic data and plan to report 2025 data by the 2026 reporting deadline when it’s announced.
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2026-05-19T05:00:00Z
NewsSizes and weightsFuel/Mileage Tax PermitsBusiness planning - Motor CarrierIn-Depth ArticleHighway use - Mileage taxEnglishSize and Weight LimitsOversize and Overweight MovementsBusiness planning - Motor CarrierIndustry NewsSuper LoadsFocus AreaFleet OperationsFleet TaxesInternational Fuel Tax Agreement (IFTA)Fleet taxesTransportationUSA
Don't over-complicate it: simplifying multi-state projects
Managing permits for multi-state projects can feel complex and overwhelming, and have many opportunities for mistakes. But with a well thought-out plan in place, you can sleep easy knowing you have control over your project.
Follow these 6 steps to create a plan that works for you:
1. Apply for interstate operating authority if you don’t already have it.
If you are already authorized for interstate commerce, you may skip this step. If you aren’t, it is essential that you register for authority as soon as possible.
There is no temporary permit to be able to make an interstate trip without updating the MCS-150. A carrier will be considered to be operating as an interstate carrier if they make even one trip crossing a single state line. Changing operations from intrastate to interstate is possible, but may take some time and includes:
- Applying for/establishing:
- MCS-150, and
- For-hire authority;
- Updating process-agents;
- Demonstrating financial responsibility;
- Registering for UCR and pay the fee;
- Passing a new-entrant audit; and
- Ensuring compliance with all Federal Requirements for interstate carriers, including but not limited to DQ files, drugs/alcohol testing program, etc,
After being issued a new entrant registration, the carrier is also subject to an 18-month safety-monitoring period. During this safety monitoring period, the carrier’s roadside safety performance will be closely monitored to ensure the carrier’s basic safety management controls are operating effectively. Also, during this safety-monitoring period, the motor carrier will receive a safety audit.
2. Determine which states you’ll be operating in.
You can’t know what you need to stay compliant if you don’t know where you will be operating. Write a list detailing each state in which you will be operating.
3. Register for IFTA and IRP if appropriate.
IFTA is an agreement on the collection and distribution of fuel use tax revenues among the lower 48 United States and 10 Canadian provinces. This program simplifies fuel tax reporting for carriers operating across multiple jurisdictions. To participate, you’ll need to obtain an IFTA license and file quarterly fuel tax returns.
Under the IRP, qualifying commercial vehicles can travel through several jurisdictions with one license plate, provided the apportioned registration fees have been paid to the base jurisdiction. After collecting the fees, the base jurisdiction sends each jurisdiction its share and issues a single IRP cab card and apportioned vehicle registration plate, which allows motor carriers to travel in all jurisdictions.
4. Research state requirements.
Once you have your list together, begin studying the requirements of each state. Do they require permits for either fuel taxes or oversize/overweight loads? Do you need to obtain them?
- Fuel permits – If you aren’t registered for IFTA, then look up permits needed for fuel taxes in each state. Depending on what you find, you may want to consider registering for IFTA.
- Size and weight permits – Determine your load size and weight, and look up each state’s size and weight limits, requirements, and permits.
- Highway use/mileage taxes – Several states (examples include: Connecticut, Oregon, New York, Kentucky, and New Mexico) impose additional taxes beyond fuel taxes. In most cases, trip permits are available to satisfy tax requirements for carriers not permanently registered.
5. Obtain all proper permits ahead of time.
If you need permits, it’s best to begin that process as soon as possible. Some permits can be obtained very quickly, with instant approval being common for trip and fuel permits, while oversize and overweight permits may take a few days.
6. Create an organization system that works for you.
You will want to find a way to store all of this information, including registrations and permits, in a way that ensures they are always easily accessible.
Key to remember: Take the complexity out of multi-state projects by planning ahead and obtaining the proper authorities, registrations, and permits.
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2026-05-19T05:00:00Z
NewsMetrics/measurementsHuman Resource ManagementHuman Resource ManagementPresenteeismStrategic planningEmployee RelationsIn-Depth ArticleUSAHR ManagementEnglishAssociate Benefits & CompensationIndustry NewsHR PoliciesPolicies and ProceduresEmployee RelationsHR GeneralistAssociate RelationsCommunication ToolsEmployee RetentionFocus AreaHuman Resources
Building great leaders — 5 skills to take managers from good to great
Employees often leave their jobs because they have an inadequate manager. This might explain things since, according to Gallup, only about 10 percent of people have what it takes to be a great manager.
While the odds are stacked against employees that their manager doesn’t have the natural skill set to succeed as a leader, it’s not an excuse for employers to shrug their proverbial shoulders and sweep problems under the rug.
Yes, some people have the natural abilities to lead. For the other 90 percent, there’s still the opportunity to learn, grow, and level up managerial skills.
5 traits of great managers
While no two managers have the exact same skills or style, most great managers tend to:
- Match up and map out: Great managers get to know their employees, including what their strengths and interests are. From there, they help move their employees toward work that suits them best which can open doors of opportunity for them in their career path.
- Optimize one-on-ones: Managers who carve out quality time with their direct reports get to know them better and find out what they’re good at or frustrated with. One-on-ones shouldn’t be blown off, nor should they be limited to status updates on workload. These are key chances to work directly with employees and learn ways to help them grow.
- Mentor, don’t monitor: This trait might be the most fun one yet. It’s a chance to help employees visualize where they want to go in their careers. Through constructive feedback, a great manager can guide employees in their development. These are the “dream big” conversations that help employees reach their full potential.
- Choose effective over comfort: Great managers are comfortable letting their best employees move on or up at the company where they can be more effective, even if it means they’re losing a good employee under them. They take on a broader “greater good” approach to leadership and strive to move employees into the best positions for them, even if that means their own team doesn’t stay intact.
- Connect to the company: While project management is a great skill to have, the best managers are able to connect their employees’ work to broader company goals. This is where strategic thinking and talent development merge. The best managers are able to not only handle and lead day-to-day work but also help employees see the bigger picture and connect them to the needs of the company.
Key to remember: While being a great manager is somewhat intuitive, there are five traits all leaders can try to develop that will help them improve their management skills.
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2026-05-19T05:00:00Z
NewsWater ProgramsEnvironmental Protection Agency (EPA)Mobile Emission SourcesCAA ComplianceAir PermittingWater ProgramsCWA ComplianceEnglishAir ProgramsIndustry NewsIndustry NewsWater PermittingPoint SourcesCriteria Air PollutantsIndustrial WastewaterEnvironmentalFocus AreaAir ProgramsStationary Emission SourcesUSA
EPA proposes major changes to multiple rules
The Environmental Protection Agency (EPA) has been on a rulemaking roll! In recent weeks, the agency has published significant proposed rules in the Federal Register that affect coal-fired power plant wastewater, pre-construction air permits, and vehicle emission requirements.
Coal-fired power plants: Unmanaged CRL discharges
EPA proposes to revise the wastewater requirements established by a 2024 final rule (2024 Rule) for unmanaged combustion residual leachate (CRL) from coal-fired power plants.
Unmanaged CRL (a type of waste stream) is water that contains coal combustion residuals and leaks from landfills or surface impoundments (i.e., waste management units). Unmanaged CRL includes:
- Pumped unmanaged CRL (leached CRL that’s captured, pumped to the surface, and discharged directly to waters of the United States); and
- The functional equivalent of an unmanaged CRL direct discharge (determined by the permitting authority).
The proposed rule applies to coal-fired power plants with unmanaged CRL that are subject to the 2024 Rule’s technology-based effluent limitations guidelines and standards.
The agency proposes three options to revise the unmanaged CRL requirements:
- Option 1 (preferred by EPA) would maintain the 2024 rule’s mercury and arsenic numeric limits for pumped unmanaged CRL discharges, but it would delay the compliance deadline from December 31, 2029, to December 31, 2034. Additionally, the permitting authorities would determine best available technology economically achievable (BAT) limits for functional equivalents on a case-by-case basis.
- Option 2 would maintain the 2024 rule’s mercury and arsenic numeric limits for pumped unmanaged CRL discharges and functional equivalents. It would also maintain the original compliance timeline of December 31, 2029.
- Option 3 would impose zero-discharge limits for all pollutants in pumped unmanaged CRL discharges and functional equivalents. It would also establish interim BAT limits for mercury and arsenic. Facilities would have to meet the zero-discharge limits by December 31, 2034.
Public comments are due by June 17, 2026 (Docket ID No. EPA–HQ–OW–2009–0819).
Pre-construction air permits: Begin actual construction
EPA proposes to allow construction-related activities on components or structures that don’t emit air pollutants to start before obtaining a New Source Review (NSR) pre-construction permit to build or modify a stationary source. The proposed rule:
- Redefines “begin actual construction," and
- Adds “pollutant-emitting activities” to the regulatory definitions.
Both definitions list equipment, components, and processes that are excluded, meaning that construction on these activities may begin before obtaining an NSR permit. Examples of exempt activities include compacting and stabilizing soil, paving surfaces, and installing concrete pads.
If finalized, the proposed rule will distinguish between construction on stationary sources and construction on non-emitting components (e.g., utility infrastructure, certain building foundations) and codify that on-site construction of non-emitting components or structures can begin before getting an NSR permit.
Public comments are due by June 29, 2026 (Docket ID No. EPA-HQ-OAR-2025-0618).
Light- and medium-duty vehicle regulations: Tier 4 standards
EPA published Part 1 of a two-part rulemaking effort to revise the Tier 4 criteria air pollutant standards set in 2024 (Tier 4 Rule) for light- and medium-duty vehicles (LMDVs), which include:
- Light-duty vehicles and trucks,
- Medium-duty passenger vehicles, and
- Medium-duty vehicles.
In Part 1, EPA proposes to amend the phase-in schedule for Tier 4 criteria air pollutant requirements by:
- Extending the Tier 3 standards set in 2014 (Tier 3 Rule) for LMDVs to model years (MYs) 2027 and 2028,
- Delaying the start of phasing in Tier 4 standards for LMDVs from MY 2027 to MY 2029, and
- Removing the optional early phase-in of Tier 4 standards for LMDVs with a gross vehicle weight rating of more than 6,000 pounds from MYs 2027 and 2028.
The agency also proposes to delay changes to the test protocols for emissions performance certification evaluations to MY 2029.
In Part 2, EPA will reconsider the Tier 4 Rule for LMDVs, which may include changing emission standards, lead time and phase-in schedules, and test procedures.
Public comments are due by July 6, 2026 (Docket ID No. EPA–HQ–OAR–2025–3297).
Key to remember: EPA has issued a series of proposed rules that, if finalized, may have significant regulatory impacts on power plant wastewater, pre-construction air permits, and vehicle emission requirements.
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2026-05-18T05:00:00Z
NewsIndustry NewsWage and HourWage and HourAssociate Benefits & CompensationHR GeneralistFair Labor Standards Act (FLSA)In-Depth ArticleHR ManagementEnglishFocus AreaHuman ResourcesUSA
Paying employees a salary isn’t enough to classify them as exempt
Employers often refer to their exempt employees as “salaried” and their nonexempt ones as “hourly.” This is logical, at least to a degree. Paying employees on a salary basis alone, however, isn’t enough to classify them as exempt from the minimum wage and overtime provisions of the federal Fair Labor Standards Act (FLSA).
Usually, the exemption applies to white-collar workers; those who fall under the executive, administrative, or professional provisions of the FLSA. To be able to classify these employees as exempt, employers must ensure that the employees meet three criteria:
- They are paid on a salary basis,
- They are paid at least $684 every week, and
- They meet certain tests regarding their job duties.
The biggest challenge stems from the duties tests. These tests differ depending on whether the employee falls under the executive, administrative, or professional exemption.
Some states or cities might have a higher salary threshold or certain job duty requirements that employers must follow. The FLSA is the baseline.
To qualify under the executive exemption:
- The employee’s primary duty must be managing the enterprise, or managing a customarily recognized department or subdivision of the enterprise;
- The employee must customarily and regularly direct the work of at least two or more other full-time employees or their equivalent; and
- The employee must have the authority to hire or fire other employees, or the employee’s suggestions and recommendations as to the hiring, firing, advancement, promotion, or any other change of status of other employees must be given particular weight.
To qualify under the administrative provision:
- The employee’s primary duty must be the performance of office or non-manual work directly related to the management or general business operations of the employer or the employer’s customers; and
- The employee’s primary duty must include exercising discretion and independent judgment with respect to matters of significance.
To qualify under the learned professional provision:
- The employee’s primary duty must be the performance of work requiring advanced knowledge, defined as work which is predominantly intellectual in character, and which includes work requiring the regular exercise of discretion and judgment;
- The advanced knowledge must be in a field of science or learning; and
- The advanced knowledge must be customarily acquired by a prolonged course of specialized intellectual instruction.
To qualify under the creative professional provision:
- The employee’s primary duty must be the performance of work requiring invention, imagination, originality, or talent in a recognized field of artistic or creative endeavor;
- The employee’s primary duty must be the performance of office or non-manual work directly related to the management or general business operations of the employer or the employer’s customers; and
- The employee’s primary duty includes the exercise of discretion and independent judgment with respect to matters of significance.
Employers shouldn’t rely on job titles for these exemptions, but rather on the employees’ job duties. An administrative assistant, for example, would likely not qualify for the administrative exemption.
Key to remember: Employers may classify employees as “exempt” only if the employees are paid on a salary basis, are paid a certain amount every week, and perform certain duties.
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Copyright 2026 J. J. Keller & Associate, Inc. For re-use options please contact copyright@jjkeller.com or call 800-558-5011.