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FEATURED NEWS
2026-05-28T05:00:00Z
NewsIndustry NewsIndustry NewsEnforcement and Audits - OSHASafety & HealthConstruction SafetyGeneral Industry SafetyAgriculture SafetyMaritime SafetyFocus AreaEnglishOSHA Violations and PenaltiesUSA
OSHA penalty amounts won’t increase in 2026
OSHA won’t increase its penalty amounts in 2026. The agency is required to annually adjust its penalties for inflation, based specifically on the October Consumer Price Index for All Urban Consumers (CPI-U) data released by the Bureau of Labor Statistics (BLS). Due to a lapse in funding, BLS did not release the October 2025 data. Because no alternative calculation is allowed, OSHA penalties will remain at the 2025 amounts.
| Type of violation | Penalty |
| Serious Other-than-serious Posting requirements | $16,550 per violation |
| Failure to abate | $16,550 per day beyond the abatement date |
| Willful or repeated | $165,514 per violation |
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RECENT INDUSTRY HIGHLIGHTS
2026-05-28T05:00:00Z
NewsIndustry NewsEnglishFleet SafetyIn-Depth ArticleOperating AuthorityBusiness planning - Motor CarrierFocus AreaBrokers and brokering freight - Motor CarrierFleet OperationsEnforcement - DOTTransportationBusiness planning - Motor CarrierUSA
Brokers on the hook: A new era of liability in freight transportation
A recent Supreme Court decision has fundamentally shifted how liability is viewed in the transportation industry, placing freight brokers squarely in the risk spotlight.
Historically, brokers relied on federal preemption arguments to shield themselves from liability tied to carrier actions. That protection is now far less certain. The result is a new operational reality where broker decisions, particularly carrier selection, can be challenged and scrutinized in court.
At the core of this shift is a clear expectation that brokers must exercise reasonable care when selecting carriers. This is no longer a conceptual best practice but a legal standard. If a broker selects a carrier with known safety issues and an incident occurs, that decision can be questioned in litigation. Courts are increasingly focused on whether the broker acted responsibly, not just whether they followed minimum regulatory requirements.
Create a vetting process
This change significantly raises the bar for carrier vetting. Reviewing operating authority and insurance coverage alone is no longer sufficient. Brokers are now expected to evaluate deeper safety indicators, including Federal Motor Carrier Safety Administration (FMCSA) safety ratings, inspection history, and patterns of violations such as driver qualification issues, hours-of-service noncompliance, and maintenance deficiencies. The emphasis has shifted from basic qualification to a thorough, defensible due diligence process.
Equally important is documentation. In this new liability environment, the broker’s defense will depend heavily on their ability to demonstrate a consistent and reasonable selection process. This means maintaining clear records of:
- What was reviewed,
- What risks were identified, and
- Why a carrier was ultimately approved.
In the event of a claim, the decision itself is only part of the story. The supporting documentation may carry just as much weight.
Consistency is key
The ruling is also driving a broader shift toward standardization. Brokers can no longer afford inconsistent or loosely applied carrier selection criteria. Clear internal policies must define:
- Acceptable safety thresholds,
- Escalation triggers, and
- Disqualifying factors.
These policies must be enforced uniformly across the network. Inconsistent practices may create exposure, even if individual decisions appear reasonable on the surface.
Ultimately, this is a shift from availability to accountability. The primary question is no longer whether a carrier can move freight, but whether the broker can defend that selection if something goes wrong. For freight brokers, the risk is no longer indirect or theoretical. It’s immediate, measurable, and tied directly to daily operational decisions.
Key to remember: Those who adapt by strengthening vetting processes, enhancing documentation, and enforcing consistent standards will be better positioned to navigate this new legal landscape. Those who do not may find themselves exposed in ways the industry has not seen before.
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2026-05-28T05:00:00Z
NewsIndustry NewsEnglishSafety & HealthConstruction SafetyGeneral Industry SafetyIn-Depth ArticleHazard CommunicationHazard CommunicationHazcom LabelingUSAFocus AreaHazCom Written ProgramHazCom Information and Training
Novembers HazCom GHS 7 Deadline: What employers need to know
OSHA’s updated Hazard Communication Standard, now aligned with the 7th revised edition of the Globally Harmonized System of Classification and Labeling of Chemicals (GHS 7), is being rolled out in phases. One deadline passed in May, and the next arrives in November. For employers, this means now is the time to start making updates. This revision introduces enough meaningful changes that relying on an old hazard communication checklist will not be enough.
First, a Quick Refresher on What HazCom Actually Is
At its core, OSHA’s Hazard Communication Standard is designed to make sure workers know what chemicals they are working with and what hazards those chemicals present. It covers the labels on chemical containers, the Safety Data Sheets (SDSs) that provide detailed hazard information, and the training employees need so they can understand and use that information effectively.
HazCom is tied to the Globally Harmonized System, or GHS, an international framework developed by the United Nations to create a more consistent approach to classifying and communicating chemical hazards. When the UN updates the GHS, OSHA eventually updates HazCom to better align with it. That is what is happening now with GHS 7, and those updates are beginning to work their way into supplier documents and workplace compliance expectations.
What’s Actually Changing in GHS 7
So what is different this time? GHS 7 includes several substantive changes that affect how chemicals are classified, how SDSs are written, and how labels are presented. These are not just wording updates. In some cases, they can change how hazards are described and how information is communicated to workers. The changes are:
- New and Revised Hazard Categories: GHS 7 expands classification for certain health and physical hazards. Desensitized explosives, for example, now have their own hazard class. Some existing categories have been refined with new subcategories that require different labeling and SDS language.
- Updated SDS Requirements: Section formatting and content requirements are being revised in several areas. Employers and chemical manufacturers will need to review existing SDS documents to ensure they reflect the updated classification criteria and language. If you’re an employer who receives SDS from suppliers, you’ll need to verify that incoming documents meet the new standard.
- Label Changes: Some products will require updated pictograms, signal words, or hazard statements based on reclassification under GHS 7. That means physical labels on containers may need to be reprinted and replaced.
- Exposure Limits and Inhalation Hazards: GHS 7 brings more specificity to how inhalation hazards are communicated, particularly for aerosols and mixtures.
What the May Deadline Covered
OSHA’s GHS 7 update was not designed as a single cutoff date. Instead, it was rolled out in phases, with different obligations applying at different points in time. The May 2026 deadline primarily affected chemical manufacturers, importers, and distributors. By then, those upstream parties were expected to update chemical classifications and begin issuing labels and SDSs that align with the revised standard.
For employers, that phase matters because it marks the point when updated information should begin flowing into the workplace. If you receive hazardous chemicals from suppliers, the SDSs and shipped labels you get should increasingly reflect the new classification language and formatting requirements.
That does not mean employers can treat compliance as only a supplier issue. You are still responsible for making sure the SDSs in your workplace are current, your labels reflect the hazards of the chemicals in use, and employees are trained on the information they rely on. If a supplier is slow to update documentation, that gap can quickly become your problem during an inspection.
That is why now is the time to start reaching out to chemical vendors and reviewing your own program. Ask suppliers whether their SDSs have been updated to GHS 7 standards, track what you receive, and follow up on anything that is missing or unclear. November will arrive quickly, and employers that wait too long may find themselves rushing through updates that should have been planned in advance.
Roadmap for November Update
The best way to approach the November deadline is as a practical compliance project rather than a last-minute document review.
- Chemical inventory audit: You cannot update what you have not identified, so pull together a complete inventory of every chemical in the workplace, including cleaning products, maintenance supplies, and production materials. That inventory becomes the baseline for everything that follows.
- Review and update your SDS library: Contact suppliers and request GHS 7-compliant SDSs for each product on your inventory. Do not assume existing files are already current. Create a simple tracking system so you know which documents have been updated, which are still pending, and where follow-up is needed.
- Audit your physical labels: Walk the facility and compare container labels to the updated hazard information you are receiving. If products have been reclassified or now use different pictograms, signal words, or hazard statements, your in-house labels may also need to change. Starting early is important, especially for larger facilities where relabeling can take time.
- Revise your written HazCom program: This should be treated as a living document that reflects current practice. Review it carefully and update language, procedures, and responsibilities so they align with the revised standard and with the way your facility actually manages chemical hazards.
- Retrain your workforce and brief supervisors: Employees need to understand what changed, what updated labels and SDSs mean, and how those changes affect handling, storage, and response expectations. Supervisors should receive deeper guidance so they can answer questions, recognize compliance gaps, and reinforce the updated program in day-to-day operations.
Keys to remember: Now is the time to prepare for Novembers Hazard Communication Standard deadline.
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2026-05-28T05:00:00Z
NewsIn-Depth ArticleUSAHR ManagementEnglishAssociate Benefits & CompensationIndustry NewsEmployee BenefitsConsumer-driven health plansEmployee BenefitsBenefits communicationHR GeneralistFlexible BenefitsAssociate RelationsFocus AreaHuman Resources
Your employees are lost! Help them better navigate their benefits
There’s a growing gap between the benefits employers offer and the benefits employees use, according to the 2026 Employer Health Benefits Experience survey by the health care navigation platform Castlight Health.
Even though employers are investing in digital health and well-being programs, many workers are skipping employer-sponsored options. Instead, they’re creating their own mix of apps, devices, and online tools, and are often paying for these options themselves.
While most of the 2,000 U.S. employees surveyed have access to multiple benefits, only about one-third understand what’s available to them or even use those benefits.
The survey results indicate that more than half are using at least one consumer health or wellness app, with 46 percent paying with their own money — sometimes hundreds of dollars — for easier tools they find more useful.
This data shows that employees are willing to invest their own money when employer-provided benefits seem too complex or inflexible. It also indicates that employers may not be getting the full return from the benefits they offer.
How employers should respond
- Give employees more benefit flexibility. Employers looking to increase retention should move benefit flexibility to the top of their “to-do” list. When employees have choices, they’re more likely to stay at a company. The survey showed that 80 percent of surveyed employees feel that wellness flexibility would mean they’d be more likely to stay.
- Communicate often about benefits. To encourage employees to make use of company benefits before seeking help on their own, employers must keep benefit messaging in the forefront of employees’ minds. This could be done by sending out regular emails, posting information on the company’s intranet, sending text alerts, etc. Top-of-mind awareness is key!
- Roll with the changes. Employees’ lives are in a constant state of flux, and benefit options need to keep up with that pace to support them no matter what they’re juggling in their personal lives.
- Think beyond open enrollment. The survey revealed that only 7 percent of employees said that the open enrollment period made them think about using their benefits. They’re much more likely to think about what benefits they have when they’re at a doctor’s appointment, or an unexpected need pops up. If employers want their employees to engage with company-sponsored benefits, they should make tools easy to use and available when employees need them the most.
Key to remember: If navigating benefit options is too hard, employees are less likely to make use of their company-sponsored offerings, and might spend their own money on easier-to-use tools.
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2026-05-28T05:00:00Z
NewsIndustry NewsFleet SafetyRisk Management TransportationRisk Management - Motor CarrierFocus AreaIn-Depth ArticleFleet OperationsEnglishTransportationUSA
5 keys to being a defendable motor carrier
Becoming a defendable motor carrier requires disciplined execution in a few critical areas:
- Accident response,
- Documentation,
- Driver performance management, and
- Compliance.
The goal is simple—reduce risk and clearly demonstrate that your company takes safety seriously. This starts with the top leadership in the organization.
1. Strong accident response and investigation
The first step is getting the right information — fast. After a crash, safety comes first, followed immediately by collecting accurate, unbiased data. Engage legal counsel immediately if the crash severity indicates potential litigation.
Capture photos, vehicle positions, roadway conditions, and witness statements while details are fresh. Preserve electronic data like dash cam footage, electronic logging device (ELD) records, and telematics immediately.
Also, ensure someone qualified gathers scene data—whether that’s the driver, a safety employee, or preferably an insurance adjuster or accident reconstructionist. Without timely evidence, later investigation becomes guesswork.
2. Build a complete evidence file
A defendable carrier backs up its position with documentation. Also, examining all evidence provides a complete picture of potential liability, even if the facts show carrier actions or inaction contributed to the crash.
After the crash, gather:
- Police and inspection reports,
- Dash cam footage from the carrier’s vehicle and other vehicles,
- Traffic or other structure camera footage,
- Driver logs and communication records,
- Maintenance and inspection records,
- Electronic Control Module data, and
- DOT drug/alcohol test results.
Just as important as collecting the data is protecting it. Maintain secure storage and a clear chain of custody to avoid questions about data integrity. As appropriate, place items like a driver’s cell phone under attorney-client privilege.
3. Focus on avoiding crashes and unsafe or illegal behavior
As an ongoing part of the safety program, reduce unsafe or illegal driver behavior through proactive coaching, retraining, or discipline. At the same time, evaluate company policies, procedures, and operational pressures that may contribute to crashes or unsafe behavior. Make appropriate adjustments to enhance safety management controls.
Consistency in following a progressive discipline and training policies is critical. If a policy says a violation leads to termination, failing to follow through can create major retention risk. Document decisions and follow the established processes. Exceptions to policies weakens a carrier’s defense.
Use data from dash cams and telematics to identify high-risk behaviors like speeding, distraction/cell phone use, lack of seat belt use, or following too closely. Focus coaching on illegal behavior or those most likely to result in crashes or injuries.
Equally important—balance correction with recognition. Reinforcing positive behavior builds driver buy-in and strengthens your safety culture.
4. Establish clear policies and enforce them
Policies are where you define expectations and prove your commitment to safety.
Strong policies should:
- Define acceptable and unacceptable behaviors,
- Outline training and corrective action processes,
- Ensure consistent enforcement with minimal exceptions, and
- Address privacy and data use (especially with cameras).
Regularly review, update, and document all policy changes and training.
5. Ensure leadership support
A defendable carrier starts with the top leadership who must prioritize safety over productivity and support it with resources, technology, and accountability.
Every department’s leadership—not just the safety director—must share responsibility for safe operations.
Keys to remember: A defendable carrier isn’t defined by whether accidents happen, but by how the company prepares, responds, and improves. Strong processes to collect evidence and consistent actions to avoid crashes make all the difference.
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2026-05-27T05:00:00Z
NewsWage and Hour Division (WHD), DOLFamily and Medical Leave Act (FMLA)Family and Medical Leave Act (FMLA)HR ManagementEnglishHuman ResourcesDiscriminationIndustry NewsIndustry NewsDiscriminationPregnancy DiscriminationHR GeneralistAssociate RelationsFocus AreaUSA
Pregnancy and the FMLA
The federal Family and Medical Leave Act (FMLA) entitles eligible employees to up to 12 weeks of job-protected, unpaid leave for qualifying reasons. Those reasons include pregnancy, delivery, recovery, and bonding with the new child.
The FMLA doesn’t have different leave amounts for the various stages of a pregnancy. Employees don’t get, for example, 1 week of FMLA leave before the delivery, 8 weeks for delivery and recovery, then 3 weeks for bonding. Employers must look at each situation on its own facts, and count any time an employee takes time off for
FMLA serious health condition
Pregnancy is an FMLA serious health condition. For time off for pregnancy, delivery, and recovery to fall under the FMLA, however, the employee (or a family member) must be incapacitated, which means they are unable to work, attend school, or perform other regular daily activities due to the serious health condition, treatment thereof, or recovery therefrom. An employee could, for example, be incapacitated by severe morning sickness.
Incapacity also includes time off for prenatal appointments. Any time an employee (or family member) takes leave because they are incapacitated, employers must count that leave as FMLA leave. Employers may not delay designating FMLA leave when the leave is taken for a qualifying reason.
Spouses may take FMLA leave to care for their spouse who is pregnant, for the delivery, and for recovery. They may also take FMLA leave for bonding.
Beyond recovery
After recovery, employees can take FMLA leave to bond with their child, as long as they have some FMLA leave left. Employees must take the bonding leave within 12 months of the birth.
In addition, eligible employees are entitled to 12 workweeks of leave during each new FMLA leave year. As a result, depending on the leave year employers choose, an employee may be entitled to more than 12 weeks of leave for bonding with his or her child during consecutive 12-month leave years.
If, for example, an employer uses the 12-month period from July 1 through June 30 for its FMLA leave year. Rebekah has a baby on April 29th and uses FMLA leave for 8 weeks from her child's birth through June 30th. During the next leave year that begins July 1st, Rebekah is eligible for FMLA leave and remains on maternity leave for another 8 workweeks of FMLA leave and reaches an agreement with her employer to take another 4 workweeks of reduced schedule leave for bonding with her child before her child's first birthday.
Employees are not automatically entitled to FMLA bonding leave on an intermittent or reduced schedule basis. They may do so only if the employer agrees.
Other laws
The FMLA isn’t the only law that can apply to pregnancy, delivery, and recovery. The Federal Pregnant Workers Fairness Act requires employers with 15 or more employees to provide reasonable accommodations for an employee’s limitation related to pregnancy, delivery, or related medical conditions. While the accommodation of last resort, leave can be reasonable. Such leave can also run concurrently with FMLA leave.
State leave laws can apply to a particular situation. Such laws might apply to more employees than the FMLA, provide paid leave, and provide more than 12 weeks of leave.
Key to remember: Employers must know when to designate leave as FMLA leave for pregnancy, delivery, recovery, and bonding.
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