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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.
Regulatory Compliance News & Updates
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FEATURED NEWS
2026-05-22T05:00:00Z
NewsIndustry NewsIndustry NewsToxic Substances Control Act - EPAToxic Subtances Control Act - EPATSCA ComplianceEnvironmental Protection Agency (EPA)EnvironmentalEnglishFocus AreaUSA
Final rule extends TSCA Section 8(d) health and safety reporting deadline
The Environmental Protection Agency (EPA) issued a final rule on May 22, 2026, extending the reporting deadline for the Toxic Substances Control Act (TSCA) Section 8(d) Health and Safety Data Reporting Rule from May 22, 2026, to May 21, 2027.
Who’s impacted?
The TSCA Section 8(d) Health and Safety Data Reporting Rule applies to manufacturers (including importers) of any of the 16 chemical substances listed at 40 CFR 716.120(d), including:
- Entities that currently manufacture (including import) any of the chemicals; and
- Entities that have manufactured (including imported) or have proposed to manufacture (including import) any of the chemicals since January 13, 2015.
What’s required?
The rule requires covered manufacturers (including importers) to submit a one-time report of data on the chemicals from unpublished studies on:
- Health and safety;
- Environmental effects; and
- Occupational, general population, and consumer exposure.
Which chemicals are covered?
The TSCA Section 8(d) Health and Safety Data Reporting Rule applies to:
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Why the delay?
EPA has extended the deadline to allow additional time to reconsider the rule’s scope and possibly propose revisions to the regulations. Once any major changes are finalized, EPA will communicate the updated reporting requirements and timelines accordingly.
Key to remember: EPA has extended the submission date for the TSCA Section 8(d) Health and Safety Data Reporting Rule’s one-time report to May 2027.
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RECENT INDUSTRY HIGHLIGHTS
2026-05-22T05:00:00Z
NewsIndustry NewsSafety & HealthGeneral Industry SafetyIndoor Air QualityIndustrial HygieneCAA ComplianceEnvironmentalIn-Depth ArticleEnglishFocus AreaUSA
Where workplace exposure meets air permitting: Bridging OSHA industrial hygiene and EPA air programs
Air quality inside a facility and emissions leaving a stack are closely linked. The same chemicals that drive occupational exposure limits under OSHA often form the basis of regulated air pollutants under EPA programs. When industrial hygiene (IH) and environmental compliance teams work together, they can spot risks sooner, strengthen controls, and avoid surprises in permits or inspections. The overlap is practical. Worker exposure data can inform stack testing, and permit conditions can signal where IH monitoring should focus.
Shared chemistry, different lenses
Both programs start with the same substances such as solvents, metals, acids, and combustion byproducts. IH focuses on what workers breathe in the workplace. It uses exposure limits such as OSHA permissible exposure limits or more protective guidelines from the National Institute for Occupational Safety and Health (NIOSH) and the American Conference of Governmental Industrial Hygienists (ACGIH). Environmental air programs focus on what leaves the property. They regulate criteria pollutants, hazardous air pollutants (HAPs), and toxics using emission limits, control requirements, and reporting rules.
The data tools look similar. IH uses personal and area sampling, direct-reading instruments, and task-based assessments. Environmental programs use emission factors, mass balance, continuous monitoring, and periodic stack testing. Both require documentation, quality control, and records.
Key differences that matter
The point of exposure is the biggest difference. IH evaluates the breathing zone of a worker during a task or shift. Environmental programs measure emissions at a release point, such as a stack, or estimate them across the site.
The time frame also differs. IH often looks at short-term peaks and full-shift averages to protect health during work. Air permits may set hourly, daily, or annual limits, and they may cap total emissions per year. Control strategies follow these goals. IH may rely on local exhaust ventilation, enclosure, or work practice changes. Air permits may require add-on controls such as thermal oxidizers, scrubbers, or filters.
Practical crossover: Using IH to inform permitting
IH data can reveal which tasks generate the highest concentrations and which compounds dominate exposure. That insight can refine emission estimates. For example, if wipe cleaning with a solvent produces the highest worker exposure, the same solvent may drive facility-wide volatile organic compound (VOC) emissions. The environmental team can use that knowledge to prioritize accurate emission factors, refine mass balance, or plan stack testing during peak operations.
IH data also helps define realistic operating scenarios for compliance testing. Stack tests that occur only at typical loads may miss worst case conditions. Pairing test timing with identified peak tasks can provide a more representative test and reduce the risk of later noncompliance.
Practical crossover: Using permits to inform IH
Air permits define regulated compounds, control devices, and operating limits. These details can guide IH planning. If a permit lists specific HAPs or requires a control device for a process, there is a clear signal that exposure to those compounds is possible near the source. IH can target those areas for baseline sampling, validate control performance, and confirm that capture systems are effective where workers are present.
Permit conditions also flag upset and startup modes. These periods can increase emissions. IH can align monitoring during these windows to assess short term exposures and ensure that work practices and protective measures are adequate.
Aligning controls for dual benefit
Engineering controls can serve both goals when designed as a system. Capture at the source reduces worker exposure and lowers emissions to the stack. Good enclosure and balanced ventilation improve control efficiency and reduce fugitive releases. Preventive maintenance on control devices supports permit limits and keeps workplace air clean.
Administrative controls can align as well. Standard operating procedures can link production rates, control device settings, and ventilation checks. Change management should include both IH review and an air permitting check to see if a modification triggers a permit update.
Communication and workflows
Successful crossover depends on routine communication. Regular meetings between safety and environmental staff help share results, plan sampling, and coordinate testing windows. Shared inventories of chemicals and processes reduce duplication and errors. A common data platform, or at least a consistent file structure, makes it easier to compare IH results with emission estimates and permit limits.
Clear triggers help teams act. Examples include a new chemical introduction, a process change, a spike in IH results, or a deviation in control device performance. Each trigger should prompt both an IH review and an environmental compliance check.
Key to remember: When teams connect their data and plans, they gain a clearer picture of risk. The result is stronger compliance, better worker protection, and more efficient operations.
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2026-05-22T05:00:00Z
NewsIndustry NewsHazmat PlacardingHazmat SafetyExpert InsightsFocus AreaHazmat markings, Placards, and LabelsEnglishTransportationUSA
Expert Insights: Common hazmat placarding mistakes
Placards are one of the most visible parts of hazmat compliance. Anyone on the road can see them, including drivers, enforcement officials, and emergency responders. Because of that visibility, most people I talk to assume that placarding is simple. In reality, it’s one of the areas where small oversights show up fast and can create major compliance issues.
In my experience, most violations don’t come from a lack of effort. They usually come from assumptions, habits, or misunderstandings about how the rules apply in real-world operations. When I take a closer look at placarding issues, the same patterns tend to show up. Once you start recognizing those patterns, it becomes a lot easier to catch issues early and avoid problems during inspections or incidents.
Using the wrong placard or using it at the wrong time
One of the most common mistakes I see is using a placard that doesn’t match the material being transported. This usually happens when someone relies on memory instead of verifying the hazard class, or when subsidiary risks get overlooked. Even experienced employees fall into this habit when things start moving too fast.
I also see situations where the placard is technically correct but used at the wrong time. A placard might be left on from a previous load or put on in anticipation of a future shipment. Placards aren’t general warnings. They need to reflect exactly what’s in the vehicle at that moment.
Failing to remove placards
Another issue I run into a lot is failing to remove placards when the hazard is no longer present. This tends to happen when equipment is reused frequently or when operations are trying to keep things moving. It may seem like a small detail, but it creates real risk.
If a placard is displayed, responders are going to assume the hazard is there. That can impact how they respond in an emergency and lead to unnecessary precautions. From a compliance perspective, displaying a placard that doesn’t match the contents of the vehicle is a violation and usually draws unwanted attention during inspections.
Misunderstanding when placards are required
Placarding decisions aren’t always straightforward, especially when packaging types and quantities vary. I usually see teams assume that placards are always required any time hazmat is present. That approach can lead to over-placarding and send the wrong message.
On the other side, I also see required placards get missed because quantities aren’t evaluated correctly. Smaller packages can still trigger placarding when they’re combined. Taking a few extra minutes to verify packaging type and total quantity can make all the difference.
Placement and visibility issues
Even when the right placards are selected, they’re not always displayed properly. Placards need to be clearly visible and in good condition, but this is something I see get overlooked in day-to-day operations. Dirt, damage, and equipment can all block or reduce visibility.
If a placard can’t be easily seen, it’s not doing its job. I always recommend building placement and condition checks into routine inspections, not just focusing on whether the correct placard was chosen. This becomes even more important in environments where equipment sees heavy use.
What this means in the real world
When I look at placarding overall, I don’t see it as just a basic requirement. It’s a real-time communication tool that people rely on to make decisions. Every incorrect, missing, or unnecessary placard sends the wrong message and increases risk.
The good news is that most of these mistakes are preventable. Clear procedures, consistent training, and routine checks go a long way. When teams start treating placarding as an active part of hazard communication instead of just another requirement, I see better decisions and fewer mistakes.
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2026-05-21T05:00:00Z
NewsIndustry NewsIndustry NewsFleet SafetyAnnual inspections - Motor CarrierCMV Parts and MaintenanceParts and Accessories - Motor CarrierFocus AreaUSAEnglishBrakesVehicle maintenanceTransportationCMV Inspections
Surprise! Unannounced brake safety event puts nearly 600 OOS
An unannounced one-day brake safety event resulted in 574 commercial vehicles removed from roadways across Canada, the U.S., and Mexico on April 14, 2026.
Inspectors conducted 4,021 CMV inspections and found 14.3 percent of commercial vehicles (574) traveling with brake-related vehicle violations. These critical violations resulted in immediate travel restrictions until the violation was corrected.
The top violation of the day, accounting for 313 vehicles, was 20-percent brake violations, meaning "20 percent or more of the vehicle's service brakes had an out-of-service condition resulting in a defective brake."
Brake violation statistics
During Brake Safety Day 2026:
- 4,021 inspections were conducted.
- 3,447 commercial vehicles did not have brake-related out-of-service (OOS) violations.
- 574 commercial vehicles had brake-related OOS violations.
- 313 vehicles had 20-percent brake violations.
- 193 vehicles had “other” brake violations (inoperative tractor protection system, hydraulic or electric brake violations, inoperative parking/emergency brake, inoperative low-air warning device, etc.).
- 121 vehicles had brake violations related to brake hoses and/or tubing.
- 47 vehicles had steering axle OOS violations.
- 26 (out of 349) performance-based brake testers (PBBT) inspections failed to meet the 43.5-percent minimum required braking efficiency standard and were placed OOS.
What’s Brake Safety Day?
Brake Safety Day is an unannounced, one-day annual inspection blitz conducted by the Commercial Vehicle Safety Alliance's (CVSA's). During that day, CVSA-certified inspectors conduct routine roadside inspections with an extra focus on brake systems and parts. The brake violation data collected from the blitz is then sent back to CVSA to glean more about regulatory compliance and enforcement standards and general safety on the roads.
Brake drum/rotor data
The 2026 Brake Safety focus was brake drums and rotors, which may cause violations or OOS conditions that can impact a motor carrier’s safety rating if not working properly. Inspectors found:
- 24 rusted rotor violations (all for air disc brakes),
- 9 broken drum violations (all for s-cam brakes),
- 8 broken rotor violations (all for air disc brakes), and
- 2 metal-to-metal contact violations (one from air disc brakes and one from hydraulic brakes).
Overall, there were 43 total violations in all four categories, 21 of which were OOS violations.
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2026-05-21T05:00:00Z
NewsIndustry NewsFederal Motor Carrier Safety RegulationsFleet SafetyFocus AreaIn-Depth ArticleEnglishTransportationBusiness planning - Motor CarrierUSA
A 1,000-page bill with big implications for trucking
You’ve probably heard the acronyms: FAST Act, MAP-21, SAFETEA-LU, TEA-21. These were all “surface transportation reauthorization” bills that have kept the Federal Motor Carrier Safety Administration (FMCSA) funded in five-year increments over recent decades.
They also had significant policy implications, and the next version — the “BUILD America 250 Act” — is no different. At more than 1,000 pages, it will fund the FMCSA and other agencies through 2031 and may have a sizable impact on the FMCSA, motor carriers, and highway safety alike.
Key provisions
The House Transportation & Infrastructure Committee released a draft version of the legislation in May, and it’s due to be finalized by October. The following are some key provisions related to motor carrier safety.
Expanded record retention: Carriers could be required to retain post‑crash drug and alcohol test records for five years (instead of the current one year for negative results), increasing documentation burdens and audit exposure.
Renewed attention on truck parking: The bill would require a federal study on truck parking availability, continuing momentum from 2012’s Jason’s Law. It would also allocate $150 million per year for truck parking development.
Qualifications for brokers and forwarders: The FMCSA would be directed to develop new rules on the experience and qualifications of freight broker and forwarder personnel, a notable shift toward raising professional standards.
Lease-purchase program scrutiny: The legislation would mandate disclosures and outreach related to lease‑purchase programs and direct regulators to prohibit predatory arrangements.
Bathroom access for drivers: The bill would require access to restroom facilities for drivers at shipping and receiving locations.
Pulsating brake lights: The legislation would require the DOT to study whether to allow pulsating brake lights.
ELD oversight: The bill would require FMCSA to verify contact information and technical specifications of electronic logging device (ELD) certification applicants but falls short of calling for third-party certification. It would also codify an existing ELD exemption for livestock haulers.
Hair testing and collectors: The DOT would be required to adopt hair testing for drugs within one year after federal health guidelines are issued. In addition, the agency would need to issue new guidance on who may act as a specimen collector under Part 40.
Training Provider Registry (TPR) enforcement: The FMCSA would have to remove noncompliant training providers from the TPR within 90 days of a valid complaint, tightening oversight of entry‑level driver training programs.
Going beyond compliance: The bill would require the FMCSA to issue a “Beyond Compliance” program within 2 years, to give credit to motor carriers that take extra steps to ensure safety.
Data-challenge labeling: The bill would require the FMCSA to add a label to any safety violation that is undergoing a challenge — such as when a motor carrier or driver challenges a roadside violation — until the review is complete.
Autonomous truck regulations: The bill calls for safety regulations within two years for commercial vehicles equipped with automated driving systems (ADS). As part of the effort, the FMCSA will need to allow cab-mounted warning beacons in place of reflective triangles for stopped vehicles and establish a driver workforce development program for drivers replaced by ADS.
Other provisions: The bill also calls for easing some licensing restrictions, tightening rules for household goods shippers, and establishing an advisory committee on cargo theft.
The “Building Unrivaled Infrastructure and Long-term Development for America’s 250th” (BUILD America 250) Act is more than a funding bill; it’s a roadmap for the next phase of federal motor carrier policy. As Congress moves toward finalizing the legislation, the trucking industry may want to watch closely for the compliance, operational, and safety changes that may follow.
Key to remember: Congress is working to finalize a major piece of legislation that will impact motor carrier safety for years to come.
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2026-05-21T05:00:00Z
NewsIn-Depth ArticleHR ManagementWellnessEnglishWellnessHuman ResourcesIndustry NewsSafety & HealthGeneral Industry SafetyHR GeneralistWorkplace StressEmployee Mental HealthFocus AreaUSA
Boost workplace mental health with these ideas from employers
Employee mental health is strained, and a recent survey from the National Alliance on Mental Illness (NAMI) found that workers believe managers, HR, and senior leaders all have a role to play in creating a supportive workplace culture.
The organization notes that 70 percent of workers feel stressed, and its 2026 Workplace Mental Health Poll found that employees are looking to company leaders for help and well-being support.
When the organization asked, “Who is responsible for creating mental health comfort at work?” the responses were as follows:
- 84 percent — direct managers and supervisors
- 83 percent — the HR department
- 75 percent — the company’s senior/C-suite leadership
Use your policies, programs, and people
There’s no quick way to erase workplace stress or ensure that all employees feel their mental health is at its peak, but workplaces can put policies and programs into place that provide a solid foundation of assistance and support. In addition, the actions of managers, supervisors, and coworkers contribute to a culture that helps employees thrive.
During recent “Let’s Talk About Employee Mental Health” webcasts, J. J. Keller opened up the chat to ask attendees what’s working for them. The result was a great list of actionable ideas that support worker mental health:
- Being there: “I tell people that I am in their corner and if they would like to talk, I am here. Also, I end emails with ‘Stay Fabulous!’”
- Notice something good: “Compliment others – it doesn't have to be work-related.”
- Time to recharge: “We give wellness time off, and we have added an unpaid leave of absence for mental health time.”
- Choose your benefit: “We have a wellness credit that employees can use toward mental health apps or gym memberships, etc.”
- Making connections: “We held a ‘get to know one another better’ bingo during a break last week; one-on-one meetings for goals are happening with supervisors/managers and their employees, and we have employee of the month by department, with a lunch with leadership.”
- Checking in: “I try to do employee check-ins every Friday by calling a few employees just to check in on how they're doing work wise and outside of work.”
- Embedded resources: “Our workforce is managing survival-level challenges, not just work-life balances. We introduced work-life coaches that are embedded with our employees.”
- Compassion during times of grief: “When we had an employee death last year, the company brought in a grief counselor. I thought that showed our company cared.”
- Help at your fingertips: “Our company offers a free app … that has stress management exercises and reminders. Our corporate office paid for a group subscription. We agreed to fund the cost as a benefit.”
- Get up and go: Exercise is a great stress-reliever, and attendees mentioned walking, pickleball, and a health/fitness app that offers personalized 5- to 10-minute workouts as well as rewards for reaching a goal. One workplace offers “fresh air Friday walks” during breaks and lunch.
- Fun and food: “One of the best HR initiatives that I did was a Jenga tournament, we do an annual employee appreciation food truck.” Another idea: “We have a truck come quarterly with fresh fruits and vegetables for staff to purchase.”
- Phone detox: “I recently did some research and found that people are coping with stress by doomscrolling. We are doing a little challenge to keep people off their phones.”
- Intranet info: “Our company has a website that has up-to-date mental health, bereavement, and financial help resources, that they can go to anonymously.”
- Multiple methods: “We have quarterly meetings and address mental health concerns when talking about leave. I send out our employee assistance program information after every employee relations talk as well. It's free for the first visits, which is very nice.”
- Wellness challenges: “We have a yearly 6-week Health and Wellness challenge. Employees get to learn about benefits offered and healthy habits.”
What do you do now?
There’s not enough time or energy to implement every possible mental health support program, and doing too much could result in programs not being implemented effectively. To decide which ideas would resonate with your workforce, look at data and gather input. To do this you can use:
- Corporate surveys that provide insights into programs employees would value and what they’d like to change.
- Wellness committee members who can offer ideas as well as generate grassroots support for wellness and mental health programs.
- Aggregate health risk assessment data, often provided by your insurance provider or a health vendor, that can yield statistical information about well-being and areas most in need of support.
Key to remember: Employees are looking for mental health support and there are a variety of ways to embed this into company culture.
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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.