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2026-07-01T05:00:00Z
NewsHR ManagementEnglishHuman ResourcesTalent Management & RecruitingAssociate Benefits & CompensationIndustry NewsIndustry NewsDiscriminationTitle VII (The Civil Rights Act of 1964)Affirmative ActionRecruiting and hiringRecruiting and hiringHR GeneralistEEO-1 ReportingAssociate RelationsFocus AreaUSA
EEOC rescinds guidance on voluntary affirmative action plans
On June 30, the U.S. Equal Employment Opportunity Commission (EEOC) announced that it had voted to rescind two documents relating to permissible affirmative action under Title VII of the U.S. Civil Rights Act.
The two documents that were rescinded include the agency’s:
- 1979 regulatory guidelines on “appropriate” affirmative action under the statute; and
- Section 607 of its Compliance Manual, which addressed those guidelines and the agency’s enforcement positions with respect to permissible affirmative action and affirmative action plans.
Rescission of the EEOC’s guidance doesn’t, however, reverse the Supreme Court’s decisions in United Steelworkers v. Weber, 443 U.S. 193 (1979) and Johnson v. Transportation Agency, 480 U.S. 616 (1987), in which the Court recognized that Title VII may allow for certain voluntary affirmative action plans in limited circumstances.
Part of broader changes
The EEOC’s proposal is in line with other previous and pending changes affecting affirmative action and workforce reporting requirements. For example, federal contractor obligations to maintain affirmative action plans under regulations administered by the Department of Labor's Office of Federal Contract Compliance Programs were eliminated in 2025 after the president rescinded the executive order that established them.
The EEOC is also pursuing the rescission of EEO-1 data collection and reporting rules which require companies and public employers to report workforce demographic information, including data on race, sex, and national origin.
What should employers do now?
In lieu of the EEOC’s actions, employers may want to assess whether any existing policies or programs could be affected by changes in the federal government’s approach to affirmative action.
Key to remember: The EEOC has guidance for employers that voluntarily maintain affirmative action plans.
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2026-07-01T05:00:00Z
NewsWage and Hour Division (WHD), DOLIndustry NewsIndustry NewsHR GeneralistFamily and Medical Leave Act (FMLA)Family and Medical Leave Act (FMLA)USAHR ManagementEnglishFocus AreaHuman Resources
The FMLA and treatment outside the U.S.
While hiking on vacation in the Andes, Veronica fell and injured her ankle. She saw a local doctor who prescribed her pain medication, and she was laid up for 5 days. When she returned to work the following week, she told Glen, her supervisor, about the incident. Glen wondered if he had to do anything in relation to the incident, and whether the situation could involve leave under the federal Family and Medical Leave Act (FMLA).
Glen then thought about other related situations, such as:
- When employees need to care for a family member who lives outside the U.S.
- When employees visit family members in other countries, and a family member develops a medical condition.
- When employees decide to get treatment for their medical condition from a health care provider in another country.
Glen was right to be curious, as employees may take FMLA leave for their own condition or that of a family member, even if they receive medical treatment outside the U.S.
What the FMLA regulations say
The regulations cover situations involving treatment outside the U.S. They say:
In circumstances in which the employee or a family member is visiting in another country, or a family member resides in another country, and a serious health condition develops, the employer shall accept a medical certification as well as second and third opinions from a health care provider who practices in that country. Where a certification by a foreign health care provider is in a language other than English, the employee must provide the employer with a written translation of the certification upon request.
Reference: 29 CFR 825.307(f)
While this focuses on getting an FMLA certification from health care providers outside the U.S, employers have to count leave supported by a foreign certification as FMLA leave.
Employers also might wonder if employees may take FMLA leave to voluntarily obtain treatment outside the U.S, since the regulation doesn’t specifically address this. According to a representative from the U.S. Department of Labor’s Wage and Hour Division (WHD), yes, they may.
FMLA health care providers can be beyond the U.S. borders, whether they provide treatment to employees or their family members with serious health conditions. Employers should count such time off as FMLA leave.
Travel time
The WHD recently indicated that eligible employees may use FMLA leave to travel to or from a medical appointment, even if a certification doesn’t indicate the need for, time required, or other particulars of such travel time.
Key to remember: Employees may take FMLA leave to care for a family member in another country, or when they receive treatment for their own condition in another country.
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2026-07-01T05:00:00Z
NewsIndustry NewsIndustry NewsAssociate Benefits & CompensationHR GeneralistFamily and Medical Leave Act (FMLA)Family and Medical Leave Act (FMLA)Associate RelationsEnglishHR ManagementFocus AreaHuman ResourcesUSA
‘Document, document, document!’ — Why this HR mantra exists
Stephen was hired by his employer in 2015 and advanced in his career while working there. He received “good” performance reviews from Barry, the plant’s manager, and the company didn’t take any disciplinary action against Stephen during that time.
On August 6, 2021, however, the company fired Stephen, but didn’t give him a reason for his termination.
Stephen received a termination letter that mentioned “poor performance or discipline,” but Debbie, the HR manager, told Stephen that his personnel file showed no disciplinary history.
Two weeks before he was fired, he had provided a certification supporting the need for leave under the federal Family and Medical Leave Act (FMLA) for knee replacement surgery. It wasn’t his first FMLA case. At the time he was fired, Stephen was dealing with several medical conditions. He had undergone two hip replacement surgeries, a back surgery, and had received treatment for a heart condition, all for which he had taken FMLA leave.
Stephen sued, claiming that the employer violated his FMLA rights.
One month after his termination, Edgar, a former employee, told Stephen that, during a discussion with Barry, the company president, and the company CEO, either the president or the CEO said that the company “need[ed] to fire [Stephen] before he dies.”
In court, the employer argued that even if Stephen could show that he was entitled to FMLA leave, the company would have fired him based on performance, regardless of his alleged request for FMLA leave.
In denying the employer’s request to have the case dismissed, the court ruled that the company’s lack of documentation on Stephen’s job performance showed that the company’s decision wasn’t based on performance but instead was motivated by Stephen’s request for another period of FMLA leave. The court saw a connection between the 10 days between Stephen’s request for FMLA leave and his termination.
Dyson v. Matsu Alabama, Inc., Northern District of Alabama, No. 5:22-cv-01383, March 20, 2026.
Key to remember: Employers should have strong documentation of poor job performance if they’re going to fire an employee for that reason, especially if it’s soon after the employee asks for FMLA leave.
Court decisions are based on the specific facts presented and each court’s interpretation of the law. Because courts may reach different conclusions, similar situations can lead to different outcomes. Employers should avoid relying on a single case as definitive guidance and instead assess each situation carefully, considering applicable laws, and seeking advice when needed.
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2026-07-01T05:00:00Z
NewsIndustry NewsIndustry NewsPesticidesPesticide Registration and LabelingEnvironmental Protection Agency (EPA)EnvironmentalEnglishFocus AreaPesticidesUSA
EPA sets MyPeST compliance reporting deadlines for bilingual pesticide labeling requirements
The Environmental Protection Agency (EPA) published instructions and deadlines for pesticide registrants to report compliance with bilingual labeling requirements in the MyPeST application. The first compliance reporting deadline is July 31, 2026, for pesticide products with the highest toxicity.
Who’s impacted?
Compliance reporting applies to registrants of pesticide products subject to the bilingual labeling requirements established by the Pesticide Registration Improvement Act of 2022 (PRIA 5) amendments to the Federal Insecticide, Fungicide, and Rodenticide Act (FIFRA).
PRIA 5 requires all end-use pesticide product labels to provide Spanish translations of the human health and safety sections by including the translated sections directly on the label or providing a link via scannable technology or other readily accessible electronic methods to the translated sections. EPA allows certain antimicrobial and non-agricultural pesticide products to comply by providing access to Spanish-language Safety Data Sheets instead of direct label translations.
Compliance timelines are based on the type of pesticide and its toxicity category.
What’s required?
Pesticide registrants must report compliance with the PRIA 5 bilingual labeling requirements using EPA’s MyPeST app. The agency recently published detailed reporting instructions in the MyPeST Application User Guide (accessible in the MyPeST app).
EPA also established the following deadlines for reporting compliance in MyPeST:
| Pesticide product type | Bilingual labeling deadline | Compliance reporting deadline |
|---|---|---|
| Restricted use pesticides (RUPs) | December 29, 2025 | July 31, 2026 |
| Non-RUP agricultural products | ||
| Acute Toxicity Category I | December 29, 2025 | July 31, 2026 |
| Acute Toxicity Category II | December 29, 2027 | January 28, 2028 |
| Antimicrobials and non-agricultural products | ||
| Acute Toxicity Category I | December 29, 2026 | January 28, 2027 |
| Acute Toxicity Category II | December 29, 2028 | January 28, 2029 |
| All other pesticide products | December 29, 2030 | January 28, 2031 |
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2026-07-01T05:00:00Z
NewsIndustry NewsSafety & HealthConstruction SafetyGeneral Industry SafetyFire Protection and PreventionIn-Depth ArticleEnglishFire Protection and PreventionFocus AreaUSA
Fireworks outside, fire risks inside
July usually brings fireworks, cookouts, and a reminder that fire, when controlled, is part of the celebration. But in the workplace, fire is anything but a celebration. It’s one of those hazards that escalates fast, leaves little room for error, and demands that the basics are done right every single day.
It’s also more common than many realize. The National Fire Protection Association (NFPA) estimates U.S. fire departments respond to about 37,000 fires each year in industrial and manufacturing properties alone. For safety professionals, that’s the reality check. Fire prevention means putting the controls in place to stop fires from starting and preparing people to respond immediately if they do.
Start with the simple truth
Most workplace fires don’t come out of nowhere. They usually tie back to a few common issues:
- Housekeeping that slowly slips over time,
- Poor control or storage of combustible materials,
- Unmanaged ignition sources, and
- Equipment that isn’t maintained.
OSHA keeps it straightforward under 29 CFR 1910 Subpart E and Subpart L. Employers are expected to control fire hazards, maintain safe egress, and ensure fire protection systems are in place and working.
Housekeeping is still one of your best defenses
It sounds basic, but it’s one of the biggest gaps you’ll see on a shop floor or job site.
Dust, debris, waste materials, and even oily rags can turn into fuel if they’re not actively managed. OSHA 29 CFR 1910.22 requires workplaces to be kept clean and orderly, and 1910.106 addresses handling and storage of flammable liquids.
From a practical standpoint:
- Keep work areas clean and organized;
- Remove waste regularly, not “when we get to it”;
- Store flammables in approved containers and cabinets; and
- Check hidden areas like rafters, ducts, and equipment tops.
Control your ignition sources
Fire needs three things, fuel, oxygen, and an ignition source. You don’t always control oxygen, but you do control the other two.
Common ignition sources include:
- Damaged or overloaded electrical equipment;
- Hot work like welding, cutting, and grinding;
- Friction or heat from machinery; and
- Static discharge in certain environments.
OSHA and NFPA 51B (Standard for Fire Prevention During Welding, Cutting, and Other Hot Work) expectations are clear, you need controls, permits, and fire watches where applicable.
Make sure your protection systems actually protect
Having fire extinguishers, alarms, or sprinklers isn’t enough. They have to work when needed.
OSHA 1910.157 requires extinguishers to be properly selected for the hazards, kept accessible, inspected, and maintained so they’re ready to use. If someone grabs an extinguisher, it needs to work. Every time.
The same applies to alarms and suppression systems. OSHA 1910.165 requires fire alarms to provide a clear, reliable warning. Sprinkler systems under 1910.159 and fixed systems under 1910.160 must be inspected, tested, and maintained so they activate when needed.
Don’t overlook egress
When evacuating, people need a clear way out. Egress must be seamless, clear, direct, and easy to follow from wherever someone is working. If someone has to stop and figure it out, they’ve already lost time they don’t have.
OSHA 29 CFR 1910.36 and 1910.37 lay out the essentials including:
- Mark and light exit routes clearly,
- Keep exits and paths unobstructed,
- Avoid any storage or temporary blockages,
- Ensure doors open easily from the inside without keys or tools, and
- Make sure exits lead to a safe area.
Training has to be real, not just checked off
Fire events move fast, so there’s no time to figure it out on the fly. Training has to be simple, practical, and tied directly to the job. If workers can’t picture how it applies, it won’t stick when the unexpected happens.
At a minimum, training should cover:
- What causes fires in your workplace,
- How to prevent them,
- When to evacuate instead of fight a fire,
- When and how to use an extinguisher, and
- How to evacuate, including routes, meeting points, and accountability.
Just as important, employees need to be able to ask questions and understand what applies to their job. OSHA expects training to be effective, not just delivered.
Key takeaway: Fire safety comes down to consistent execution, clean work areas, maintained equipment, controlled hazards, and people who know what to do. Fires don’t give you a warning, so your controls have to be ready to work every time.
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NewsIndustry NewsEnglishHR GeneralistIn-Depth ArticleUSAHR ManagementWellnessWellnessFocus AreaHuman Resources
Bring some green indoors to enhance job performance and employee well-being
Green is the color of March, as it signals the St. Patrick’s Day holiday as well as the emergence of spring. Did you know that bringing some green into your workplace can have benefits year-round?
A Harvard Business Review study found that bringing small pieces of nature into the workplace positively impacts employee performance and well-being.
The potted plant test
Researchers tested their theory by going into an office at night and placing potted plants by the desks of some employees. They placed office supplies on other employees’ desks.
The employees who were exposed to this small dose of nature displayed higher job performance, an increased desire to help, and enhanced creativity. No one was negatively impacted.
Bringing nature indoors
Live plants can’t be part of every work setting, but they’re not the only way to bring the benefits of nature indoors.
Nature-related elements can include:
- Windows with views of nature
- Indoor water features
- Murals of natural scenes
- Artificial plants or flowers
- Fish aquariums
Design features related to nature can also be more significant and included in building plans. For example, investing in landscaping designs outside office windows or having an indoor garden are ways to positively impact employees.
These options don’t have to break the bank or require a pot of gold, however. Simply allowing employees to place potted plants by their desks is an inexpensive way to enhance the workplace.
With a little luck, everyone will reap the benefits for having a little more green nearby.
Key to remember: Bringing natural touches to the workplace can have a positive impact on job performance, cooperation, and creativity.
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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.