SAFETY & COMPLIANCE NEWS
Keep up to date on the latest developments affecting OSHA, DOT, EPA, and DOL regulatory compliance.
Copyright 2025 J. J. Keller & Associate, Inc. For re-use options please contact copyright@jjkeller.com or call 800-558-5011.
FEATURED NEWS
2025-12-05T06:00:00Z
NewsIndustry NewsFleet SafetyExpert InsightsBusiness planning - Motor CarrierBusiness policies and procedures - Motor CarrierFocus AreaEnglishTransportationBusiness planning - Motor CarrierUSA
Expert Insights: Safety management can be a real circus
Many safety managers feel like the circus performer who spins plates — running from plate to plate to avoid a catastrophe. Each plate represents a variable in your safety program, such as customers, commodities, staffing, vehicles, economic climate, and so forth.
As the new year begins, it’s a great time to take inventory of your plate-spinning talents and what plates need to be added or removed, so everything doesn’t come crashing down.
Plates in sync
If 2025 was a great year for your safety objectives, congratulations. It’s no easy feat. It might be a good time to see what contributed to this accomplishment. In other words, take a step back and look at how you got there and ask whether these activities will generate the same results in 2026. There are always areas to improve upon and issues that will surface that didn’t exist prior.
One caution: Guard against complacency. You may have all the plates spinning now, but can you keep up the momentum? Do you need to adjust which plate(s) you’re spinning, change the number of plates, and/or ask for assistance? Can your metrics tell you which plate needs your immediate attention, and can you predict the one after that?
Moving on from 2025
Maybe 2025 wasn’t your company’s best year for safety. Don’t let that discourage you. There’s a lot to keep track of.
Take your safety experiences from 2025 to figure out what worked or didn’t work. Safety improvement models stress identifying a deficiency, applying a solution, and then measuring whether the issue was corrected. If the plate falls again, you know your solution wasn’t the root cause. Try again until the plate is stabilized. Once the violation or risk is diminished, move on to the next wobbly plate.
Keep reading...Show less
RECENT INDUSTRY HIGHLIGHTS
2025-12-05T06:00:00Z
NewsGreenhouse GasesAir QualityAir EmissionsEnvironmental Protection Agency (EPA)CAA ComplianceEnglishAir ProgramsIndustry NewsIndustry NewsAir ProgramsEnvironmentalVolatile Organic CompoundsFocus AreaStationary Emission SourcesUSA
EPA confirms oil, gas emissions compliance extensions
The Environmental Protection Agency (EPA) issued a rule on December 3, 2025, that finalizes compliance deadline extensions for certain emissions standards applicable to crude oil and natural gas facilities. The final rule also further delays compliance timelines for two requirements.
EPA’s delays affect:
- The New Source Performance Standards for crude oil and natural gas facilities (40 CFR 60 Subpart OOOOb), and
- The emissions guidelines (EGs) for crude oil and natural gas facilities (60 Subpart OOOOc).
EPA’s December 2025 final rule is a direct response to the interim final rule (IFR) it issued in July 2025.
The July 2025 IFR extended the compliance deadline for net heating value (NHV) monitoring of flares and enclosed combustion devices (ECDs) to November 28, 2025. The IFR moved the rest of the compliance deadlines to January 22, 2027, for:
- ECD performance tests;
- Cover and closed vent system requirements for no identifiable emissions (NIEs), including:
- Design and operation standards,
- Test methods and procedures, and
- Inspections.
- Equipment leak repair requirements;
- Phase two of zero-emission standards for process controllers;
- Storage vessel requirements, including:
- Using potential emissions limits that qualify as legally and practicably enforceable,
- Triggering throughput-based modifications, and
- Using a 30-day period of production to calculate potential emissions.
- Flare and ECD pilot flame rules, including:
- Ensuring the devices operate with a continuous pilot flame, and
- Installing and operating a system to send an alarm to the nearest control room when a pilot flame is unlit.
- Implementation of the Super Emitter Program, and
- Submission of state plans for implementing the updated EGs.
What’s the same?
EPA’s December 2025 final rule maintains the same compliance deadlines for all requirements delayed to January 22, 2027.
What’s different?
The agency’s December 2025 final rule sets a new compliance date of June 1, 2026, for the NHV monitoring requirements. This includes an alternative performance test (sampling demonstration) option for flares and ECDs.
Additionally, the rule moves the compliance date for annual reporting, establishing that no annual report is due before November 30, 2026. It gives owners and operators until November 30, 2026, to submit any reports that were originally due before this date. Note that the final rule specifies that annual reports due after November 30, 2026, must be submitted within 90 days of the end of each annual compliance period.
Key to remember: EPA’s final rule confirms deadline extensions for certain emissions standards that apply to crude oil and natural gas facilities. It also further delays a couple of the requirements.
Keep reading...Show less
2025-12-05T06:00:00Z
NewsIn-Depth ArticleHR ManagementEnglishHuman ResourcesHealth PlansAssociate Benefits & CompensationIndustry NewsEmployee BenefitsEmployee BenefitsBenefits communicationHR GeneralistFlexible BenefitsAssociate RelationsFocus AreaUSA
Building a healthier workplace (and why it matters)
HR professionals know that organizations have an obligation to provide employees with the basics: compensation, certain employment benefits, and a safe work environment.
Considering the amount of time employees spend at work, employers also play a significant role in shaping employees’ day-to-day health. Having healthier employees can result in:
- Improved attendance
- Engaged employees
- Fewer illnesses spreading through teams
- Lower health care-related costs
Of course, while employers have an interest in helping employees live healthier lives, they also have an obligation to protect employees’ private, personal medical information. But this shouldn’t stop organizations from exploring ways to help improve employees’ health, whether it’s through:
- Wellness programs,
- Telehealth options, or
- Smoking-cessation education.
With developments in technology, program ideas are nearly limitless.
7 ways employers can help improve the health of their workforce
1. Promote annual physicals with incentives.
Employees who get regular physicals with a health care provider are more likely to become aware of a health condition before it escalates. To encourage them to see their doctor, employers could offer incentives, like discounts on insurance premiums.
2. Make it easy to get cancer screenings.
Whether offering on-site health fairs or flexible schedules to make appointments, employers can help employees catch certain cancers (e.g., breast cancer) in the early stages to help reach a more positive outcome.
3. Do an ergonomics audit.
Musculoskeletal issues are common, especially among office workers who sit much of the workday. Providing them with proper equipment and tips on good posture and body positioning might help stave off aches and pains at the office.
4. Give them a break.
Mental health is tied to physical health, and when employees are stressed or burnt out, it can spill over and impact their workday. Provide the opportunity for regular breaks to step away and rejuvenate. Promote other available mental wellness resources, such as counseling, paid time off, sick leave, etc., to help workers maintain their overall health.
5. Forego free food as rewards.
Offering free food and snacks or hosting potlucks and pizza days are quick and easy ways to make employees happy in the short term. However, these freebies can come at a cost by encouraging overconsumption of less nutrient-dense foods, which can contribute to health issues down the road. It doesn’t mean employers should rule out all celebrations, but limiting them as an occasional treat might be a better plan. Also, make sure that cafeterias and vending machines are stocked with healthier options – maybe even at discounted prices.
6. Offer health coaching tools.
Whether it’s an onsite health and wellness coach or utilizing health-related fitness technology, providing employees with options to learn ways to live healthier lives supports them from a positive “what can I do” perspective.
7. Stay on top of illnesses.
Ensure that the workplace is kept clean and germ-free as much as possible. When employees are sick, encourage them to stay home and recover instead of spreading illness to others at work. Communicate ways to stay healthy, especially during cold and flu season, such as by sharing tips about proper handwashing and good sleep habits. Promote health care benefits, too, that employees can use if they need to seek medical help.
Key to remember: Employers play a key role in helping their employees live healthy lives.
Keep reading...Show less
2025-12-05T06:00:00Z
NewsIndustry NewsTrainingEmployee DevelopmentAssociate RelationsHR GeneralistOn-the-job TrainingIn-Depth ArticleUSAHR ManagementEnglishFocus AreaHuman Resources
CEOs want more AI: What should HR do about it?
A recent survey from the Society for Human Resource Management (SHRM) found that artificial intelligence (AI) is on the minds of CEOs, who anticipate that technology will drive a need for upskilled and reskilled workers in 2026.
Figuring out how to meet this need is a challenge facing HR professionals, who have the opportunity to determine how to integrate new and necessary skills into their company’s workforce.
What CEOs expect
The CEO Priorities and Perspectives study from SHRM, released in early December, found that in 2026:
- 40 percent of CEOs are prioritizing the adoption of AI
- 56 percent identify technological advancements as a top macroeconomic challenge
- 54 percent identify adapting to technological advances as a top organizational challenge
- 87 percent anticipate a growing emphasis on collaboration tools
- 87 percent expect AI-driven upskilling and reskilling will be prevalent
What HR can do
To help their workplace capitalize on the improvements AI offers, HR professionals can:
Adopt an AI policy: A policy provides structure, letting employees know when and if it’s acceptable to use AI on the job. It also helps ensure your workforce is using AI in a legal, responsible, and ethical way.
Assess: Across the company, determine where your workers are at with AI. More workers in your company are likely using AI than they were last year, but adoption might not be uniform across your company. Be familiar with the AI tools being used and where AI skills are lacking.
Be future-ready: Bringing AI into the workplace may require a cultural shift. While some areas of the company may be eagerly adopting AI tools, others may not trust the technology. To create a sense of ownership, get input from workers on how AI could enhance their jobs.
Address the stress: Fear and uncertainty about how AI will impact their jobs may be ramping up employee anxiety and impacting mental health. Be open to answering questions and addressing concerns. Also raise awareness of your company’s resources for mental health support through posters, newsletters, and articles on the company intranet.
Upskill and reskill: Help employees adapt to new technologies by upskilling to expand their abilities with AI. Also consider how employees could reskill to prepare for a new role that uses AI. Offer training opportunities through classes, videos, or learning development platforms.
Make training meaningful: Offer opportunities for project-based learning. This could include developing a strategy for implementing AI in a certain role or process, or finding ways to increase a team’s AI skills and proficiency.
Use internal resources: Allow for collaboration across the company. Provide a way for employees to share information about how AI is being used in their areas. Use mentorships and peer support groups to give employees an opportunity to discuss successes, address roadblocks, and brainstorm new ways to use AI.
Key to remember: CEOs are looking for more ways to use AI, and HR professionals can help employees gain necessary skills.
Keep reading...Show less
2025-12-05T06:00:00Z
NewsIndustry NewsTSCA ComplianceCAA ComplianceSustainabilityIn-Depth ArticleCWA ComplianceEnvironmentalEnglishSustainabilityESG (Environmental, Social, and Governance)Focus AreaUSA
EPA’s 2026 regulatory shift: How environmental managers can stay ahead
The clock is ticking for environmental teams. By 2026, several new EPA regulations will reshape compliance obligations for U.S. companies. Organizations that act now will avoid costly penalties and operational disruptions.
What’s changing and why it matters
Although EPA has been deregulating or loosening some requirements, there are still some standards being tightened across multiple fronts in the coming year:
- Renewable fuel standards (RFS): The EPA proposed higher volume requirements for 2026, including 24.02 billion renewable identification numbers (RINs), up nearly 8% from 2025. This increase pushes stricter expectations on fuel producers and organizations purchasing renewable fuels.
- Stormwater multi-sector general permit (MSGP): A new MSGP set to take effect by February 2026 will require quarterly PFAS indicator monitoring, expanded benchmark sampling, and resiliency measures in stormwater control designs.
- PFAS Reporting under the Toxic Substances Control Act (TSCA): TSCA Section 8(a)(7) mandates PFAS manufacturing and import data collection beginning in April 2026, through October 2026, with extended deadlines for certain small manufacturers.
Failure to prepare could lead to fines, reputational damage, supply chain disruptions, and permit delays. Companies that weave compliance planning into their 2026 strategy will be positioned not just to meet legal deadlines but to sustain operations smoothly.
Key areas of impact
- Renewable fuel standards (RFS) and air emissions The proposed increase in 2026 Renewable Identification Numbers (RIN) volumes, from 24.02 billion to 24.46 billion for 2027, signals tightening air and fuels policy that affects fuel use and emissions accounting.
- Stormwater management The upcoming 2026 MSGP requires expanded quarterly PFAS monitoring, new benchmark triggers, corrective action plans, and integration of climate resilience in design standards.
- PFAS disclosure (TSCA Section 8(a)(7)) Manufacturers and importers of PFAS must submit electronic reporting of usage, volumes, disposal, and exposure data between April and October 2026, with extensions available for smaller operations.
Steps to take now
- Audit compliance programs: Cross-check operations against RIN inventory, stormwater permits, and TSCA reporting duties.
- Upgrade monitoring and recordkeeping: Implement robust electronic systems to track PFAS, stormwater quality, fuel volumes, and emissions.
- Staff training: Educate teams on PFAS obligations, new stormwater protocols, and RFS structures.
- Engage regulators early: Comment on proposed rules, consult during permit drafting, and flag issues during the notice-and-comment period.
Looking ahead
The EPA’s 2026 updates reflect a trend toward increased transparency and environmental accountability. Companies that treat compliance as strategic will not only avoid enforcement but also gain resilience and stakeholder trust.
Key to remember: Start planning now. Early action on EPA rule changes will save time, money, and headaches when enforcement begins.
Keep reading...Show less
2025-12-04T06:00:00Z
NewsIndustry NewsSafety and Health Programs and TrainingSafety & HealthConstruction SafetyGeneral Industry SafetySafety and Health Programs and TrainingIn-Depth ArticleEnglishFocus AreaUSA
Making safety stick: Seven steps for supervisors
Safety professionals know that building a strong safety culture is more than just repeating slogans like “stay safe out there.” Sustainable safety happens when it’s woven into the daily routines and attitudes of every worker.
Supervisors play a critical role in this process and bridge the gap between high-level safety goals and what actually happens on the job site. To make safety stick, supervisors must turn broad initiatives into clear, practical actions that workers can see, understand, and follow every day.
1. Start with inclusion
One of the most effective ways to build a safety culture is to involve front-line workers from the beginning. When workers participate in hazard assessments or help pilot new safety initiatives, they’re more likely to take ownership. This sense of ownership makes safety feel like something they control, not just something imposed from above.
For example, a manufacturing supervisor might invite experienced machine operators to help evaluate a new lockout/tagout procedure. Their insights can improve the process and ensure it’s realistic for daily use.
Actionable step:
- Invite workers to join hazard assessments and pilot programs.
- Ask for feedback on new procedures before rolling them out.
2. Define specific behaviors
Vague goals like “improve safety culture” don’t necessarily resonate with workers. Instead, break initiatives into specific, observable actions. If the goal is to reduce slips and falls, define behaviors such as “wipe up spills immediately” or “wear slip-resistant footwear in wet zones.” These clear expectations help workers know exactly what’s required.
Actionable step:
- List out specific behaviors for each safety goal.
- Communicate these behavioral expectations clearly to all team members.
3. Communicate simply and visually
Safety messages should be easy to understand and remember. Use plain language and visuals such as posters, infographics, and short videos to reinforce key points.
For instance, a warehouse might display a visual checklist near the loading dock showing proper lifting techniques and PPE requirements. This keeps safety top-of-mind without overwhelming workers with too much reading required.
Actionable step:
- Use posters and infographics, especially in high-traffic or high-hazard areas.
- Share short videos or visual guides during meetings.
4. Integrate safety into daily routines
Repetition builds habits. Supervisors should weave safety into daily routines through shift huddles, toolbox talks, and pre-task checklists.
As an example, a construction supervisor might start each morning with a five-minute safety briefing, highlighting potential hazards for the day and encouraging questions. These micro-interactions reinforce safety as a shared responsibility.
Actionable step:
- Begin each shift with a brief safety talk.
- Use checklists before starting tasks.
5. Recognize and reward safe behavior
Positive reinforcement is a powerful motivator. Recognize workers who consistently follow safety rules or report hazards. This could be as simple as a shout-out during a team meeting or a small reward like a gift card or company swag. When workers see that safety is valued, they’re more likely to prioritize it.
Actionable step:
- Publicly acknowledge safe behavior.
- Offer small rewards for safety milestones.
6. Provide hands-on training
People learn best by doing. Offer hands-on training that simulates real scenarios. For example, a manufacturing plant might run spill response drills where workers practice containment and cleanup procedures. This experience builds confidence and ensures workers are prepared when it counts.
Actionable step:
- Schedule regular drills and hands-on training sessions.
- Use realistic scenarios to reinforce learning.
7. Make reporting easy and safe
Workers won’t report hazards if the process is complicated or if they fear retaliation. Provide simple, anonymous reporting tools such as mobile apps, paper forms, or even an anonymous drop box. Most importantly, act on reports and communicate what’s been done or not done. Closing the loop shows workers that their voices matter.
Actionable step:
- Set up easy-to-use reporting systems.
- Follow up on reports and share outcomes with the team.
Key to remember: Make safety stick by turning it into something simple and actionable. Empower your team by listening, teaching, and rewarding safe choices. When people feel involved and valued, safety becomes a natural part of the job and a shared responsibility.
Keep reading...Show less
Search all news
Got a Compliance Question?
We’ve Got You Covered!
Get clear, reliable answers from experts with 500+ years of combined experience.
J. J. Keller is the trusted source for DOT / Transportation, OSHA / Workplace Safety, Human Resources, Construction Safety and Hazmat / Hazardous Materials regulation compliance products and services. J. J. Keller helps you increase safety awareness, reduce risk, follow best practices, improve safety training, and stay current with changing regulations.
Copyright 2025 J. J. Keller & Associate, Inc. For re-use options please contact copyright@jjkeller.com or call 800-558-5011.