Compliance Just Got Easier: Stay ahead of regulatory changes with instant notifications on updates that matter.
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
Keep up to date on the latest
developments affecting OSHA, DOT,
EPA, and DOL regulatory compliance.
Safety & Compliance News
FEATURED NEWS
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.
Keep reading...Show less
2026-06-30T05:00:00Z
NewsFamily and Medical Leave Act (FMLA)LeaveIn-Depth ArticleTime offHR ManagementEnglishLeaveFamily and Medical Leave Act (FMLA)USAAssociate Benefits & CompensationIndustry NewsHR GeneralistAssociate RelationsFocus AreaHuman Resources
Why give employees time off to grieve?
The continually growing number of state leave laws makes employee leave management more and more challenging for companies to maintain production while staying compliant. Employers might wonder whether they should review their own company leave policies and make changes. With employees legally entitled to various types of leave, perhaps company policies can be scaled back.
Private employers have no federal bereavement law to comply with. Unless covered by a state bereavement leave law, employers are free to craft their own related company policies. Those policies usually define which family members of employees are included, such as a spouse, child, or parent. Some policies include more family members, like grandparents, but might allow less time off in the wake of their passing.
The policy can define which employees are eligible to take the leave, and whether the leave is paid or unpaid.
Bereavement leave policies can also define the reasons employees may take the time off, such as not only handling funeral arrangements, but also grieving the loss of a loved one. These kinds of policies support employee well-being during life’s most difficult moments.
Such policies can help with recruiting and retention, and help employees be more productive when at work
States with bereavement leave laws
Employers with employees in the following states must comply with their respective state law regarding bereavement leave:
California: Employers with five or more employees must give employees who’ve worked at least 30 days up to 5 days of bereavement leave. Employees may take bereavement leave for the death of a spouse, child, parent, sibling, grandparent, grandchild, domestic partner, or parent-in-law.
Illinois: Employers that are covered by the federal Family and Medical Leave Act must give eligible employees up to 2 weeks (10 workdays) of unpaid bereavement leave.
Maryland: Under the Flexible Leave Act, employers with 15 or more employees that give employees paid leave following the birth of the employee’s child must give employees paid bereavement leave for the death of an immediate family member.
Minnesota: Employees may take Earned Sick and Safe Time to make arrangements for or attend funeral or memorial services, or address financial or legal matters that arise after the death of a family member.
Oregon: Employees may take up to 12 weeks of bereavement leave under the Oregon Family Leave Act; 2 weeks per family member. Family members go beyond spouse, child, and parent.
Vermont: Under the Parental and Family Leave Law, employees may use up to 2 of the 12 weeks of leave available for bereavement leave, but not more than 5 consecutive workdays.
Washington: Under the Paid Family and Medical Leave law, employees may take bereavement leave during the 7 calendar days following the death of a family member.
Key to remember: Employee bereavement leave policies can be company-specific, but might have to comply with applicable state leave laws.
Keep reading...Show less
2026-06-30T05:00:00Z
NewsIndustry NewsEnvironmental Protection Agency (EPA)Oil Spill PreventionOil Spill PreventionEnvironmentalIn-Depth ArticleCWA ComplianceEnglishFocus AreaUSA
Secondary containment alternative: Does your oil-filled operational equipment qualify?
Facilities that run like a well-oiled machine often rely on just that — operational equipment that stores and uses oil to function (like hydraulic systems). But wherever oil is stored, there’s always the possibility of a leak, and spilled oil can do serious harm, especially if it reaches water.
That’s where the Environmental Protection Agency’s (EPA’s) Spill Prevention, Control, and Countermeasure (SPCC) rule comes in. Usually, regulated facilities must equip oil-filled operational equipment with general secondary containment, which is designed to temporarily hold discharged oil until it can be properly cleaned up. However, some facilities may have another compliance option available.
EPA offers an alternative to secondary containment for qualified oil-filled operational equipment. Let’s take a look at the eligibility criteria and what the other method of compliance requires.
What’s oil-filled operational equipment?
EPA defines “oil-filled operational equipment” at 40 CFR 112.2. Generally, it refers to equipment that has one or more oil storage containers with oil that’s used solely to operate the equipment. Common examples are lubrication systems for pumps and compressors, machining coolant systems, circuit breakers, and electrical switches.
Does your facility have qualified equipment?
Only qualified oil-filled operational equipment is eligible for the alternative requirements to general secondary containment.
The SPCC rule considers oil-filled operational equipment to be qualified if it hasn’t had one discharge of oil exceeding 1,000 gallons or two discharges of oil exceeding 42 gallons each over the following time periods:
- If the facility has operated for at least 3 years, within any 12-month period in the 3 years before the SPCC Plan’s certification date; or
- If the facility has operated for less than 3 years, since becoming subject to the SPCC regulations.
Take note! When determining whether your facility’s oil-filled operational equipment is eligible under federal standards:
- Don’t count oil discharges caused by natural disasters, acts of war, or terrorism; and
- Don’t count the total amount of oil spilled, only the amount that reaches navigable waters or adjoining shorelines.
What about oil-filled manufacturing equipment?
The SPCC rule distinguishes between oil-filled manufacturing equipment and oil-filled operational equipment. Oil-filled manufacturing equipment stores oil only as a supporting element for conducting a mechanical or chemical operation to create or modify a product. It typically involves a flow-through process in which oil continuously moves through the equipment. Examples of this type of equipment include reaction vessels, mixing tanks, and distillation columns.
Because it’s defined independently under the SPCC rule, oil-filled manufacturing equipment isn’t eligible for the alternative compliance option available to qualified oil-filled operational equipment.
What are the alternative measures?
Instead of providing secondary containment for qualified oil-filled operational equipment, facilities may choose to comply with the alternative requirements at 112.7(k), which include:
- Establishing and documenting an inspection or a monitoring program to detect equipment failures and discharges; and
- Adding to the SPCC Plan:
- An oil spill contingency plan according to the requirements of Part 109; and
- A written commitment of the resources (manpower, equipment, and materials) needed to quickly control and remove any potentially harmful quantities of discharged oil;
Take note! If your business must submit a facility response plan (FRP) under 112.20, the oil spill contingency plan and written commitment requirements don’t apply since your FRP already contains these elements.
Why should my facility consider the alternative compliance option?
The alternative requirements to general secondary containment don’t require facilities to prepare an impracticability determination for qualified oil-filled operational equipment.
The impracticability determination provisions at 112.7(d) impose more requirements for facilities that use alternative measures to secondary containment for unqualified equipment.
In addition to meeting the same requirements for qualified oil-filled operational equipment, facilities must have the oil spill contingency plan certified by a Professional Engineer (unless self-certifying as a qualified facility). They also must:
- Describe in the SPCC Plan the reasons such measures aren’t practicable, and
- Conduct periodic integrity tests of bulk storage containers and periodic integrity and leak tests of valves and piping.
Key to remember: The SPCC rule offers an alternative to general secondary containment requirements for qualified oil-filled operational equipment.
Keep reading...Show less
2026-06-30T05:00:00Z
NewsIndustry NewsTemporary trip permitsVehicle Registration PermitsBusiness planning - Motor CarrierRegistration and Permits - Motor CarrierFocus AreaIn-Depth ArticleFleet OperationsEnglishTransportationBusiness planning - Motor CarrierUSA
Permitting 101: what you need to know
Permits are generally needed any time a carrier needs to transport a load which:
- exceeds the standards set by the state or federal government;
- or that requires them to operate within a jurisdiction in which they do not have permanent permits.
Examples include oversize/overweight loads, or temporary trip and fuel permits. Obtaining the proper permits allows a carrier to operate within another jurisdiction for a single trip or a period of time.
How do I apply?
The application process varies by state and permit type. Your first step will generally be to check the website of the Department of Transportation in every state in which you need the permit.
What documents are required?
The paperwork needed will depend on the jurisdiction and type of permit. Common requirements include:
- Vehicle registration,
- Proof of insurance,
- Load specs,
- And more.
How much does it cost?
Fees range greatly from state to state, permit to permit, and can even vary based on load and trip specific details: such as length of time the permit is needed for, or the size and weight of the load. Some permits will be a flat-fee for a single day trip, while others may be calculated as an amount per mile or weight.
How long does approval take?
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.
Do I need one for every state?
When you are operating solely intrastate, you only need a permit for that state. Once you begin crossing state lines, you will need a permit for each state in which you operate. If you won’t be operating in a state permanently, then you can get a temporary permit, whereas carriers who operate in multiple states regularly will need permanent permits in each state they operate in.
What happens if I don’t have one?
Operating without proper permits can lead to violations which include fines of up to several thousand dollars, impoundment, being escorted off-route, and noncompliance points against your safety score.
How often do I renew?
Renewal cycles depend on the permit. Single day trip permits need to be renewed each time you wish to operate within that state. Conversely, some other permits may be valid for days, weeks, or even months.
Can I transfer my permit?
You can generally update your permit but cannot transfer it from one carrier or vehicle to another. If you need to do use another vehicle, you will generally need to reapply for the permit. Check with the issuing agency for more information to ensure compliance.
Keep reading...Show less
2026-06-30T05:00:00Z
NewsIndustry NewsMotivating EmployeesPerformance ManagementPerformance ManagementAssociate RelationsTraining & DevelopmentHR GeneralistIn-Depth ArticleUSAHR ManagementEnglishFocus AreaHuman Resources
How to build employee accountability without drama
Fewer than half of managers in a recent Gallup survey rated themselves “outstanding” or “exceptional” at creating accountability, which is a key leadership skill that involves holding employees responsible for meeting agreed-upon expectations.
Done well, accountability helps employees meet commitments, complete tasks, and achieve shared goals. Done poorly, it can damage trust, lower engagement, decrease motivation, and increase retention issues.
Four steps to improve employee accountability
1. Establish clear expectations. Accountability starts with clear expectations. Employees need to know what’s expected, why their work matters, and how success will be measured.
Up front, managers should discuss:
- Goals,
- Timelines,
- Roles,
- Priorities, and
- Standards
After sharing this information, managers should invite questions and confirm understanding.
2. Monitor performance and provide feedback. Once expectations are set, managers should monitor progress and provide timely feedback. Ongoing feedback helps employees correct course quickly, recognize what’s working, and improve job performance before problems grow.
Some best practices include:
- Hold regular check-ins to discuss progress, roadblocks, and feedback.
- Use tools or dashboards to track key metrics.
- Provide timely, balanced feedback focused on behavior, not personality.
- Recognize wins to reinforce strong performance.
When monitoring is respectful and consistent rather than a “gotcha” exercise, employees are more likely to see managers as being invested in their success.
3. Address performance gaps. Even with clear expectations and regular feedback, performance gaps will occur. Left unaddressed, they can hurt motivation and results; handled poorly, consequences may feel like punishment.
When performance falls short, managers should:
- Discuss the issue privately and listen for root causes.
- Agree on measurable actions and a deadline.
- Provide support and guidance.
- Document the discussion and action plan.
- Follow up regularly and adjust as needed.
- Apply formal consequences if improvement doesn’t occur after support.
When managers listen first and treat employees fairly, accountability discussions become opportunities for growth. Teams feel respected and motivated to improve, and are willing to be candid about challenges.
4. Lead with empathy. Accountability can be emotionally charged. This is where the "human" side of leadership truly distinguishes the best managers. Research shows that the ability to understand others' perspectives and emotions leads to more successful accountability discussions that boost engagement and trust.
How to lead with empathy:
- Presume positive intent.
- Consider employees’ pressures and challenges.
- Communicate both care and high standards.
- Focus on solutions, not past mistakes.
When managers lead with empathy, accountability feels supportive rather than punitive. Employees feel motivated to step up for managers who are genuine and have their best interests in mind.
Key to remember: Accountability works best when employees understand expectations, receive timely feedback, and are treated with fairness and respect. Done well, it becomes a tool for growth rather than punishment.
Keep reading...Show less
2026-06-30T05:00:00Z
NewsIndustry NewsIndustry NewsPersonal Protective EquipmentSafety & HealthConstruction SafetyGeneral Industry SafetyRespiratory ProtectionEnglishFocus AreaUSA
OSHA reopens comment period for proposed changes to the Respiratory Protection standard
After OSHA’s Advisory Committee on Construction Safety and Health (ACCSH) reviewed the rulemaking, the agency reopened the comment period for proposed changes to the Respiratory Protection rule.
Originally published in the Federal Register on July 1, 2025, the proposed rule removes some medical evaluation requirements from the Respiratory Protection standard at 1910.134 for certain types of respirators, including filtering facepiece respirators and loose-fitting powered air-purifying respirators. OSHA determined that using a respirator may place a physiological burden on employees based on the:
- Type of respirator worn,
- Job and workplace conditions in which the respirator is used, and
- Medical status of the employee.
Comments can be submitted until July 6 by searching Docket No. OSHA-2025-0006 at regulations.gov.
Keep reading...Show less
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 2026 J. J. Keller & Associate, Inc. For re-use options please contact copyright@jjkeller.com or call 800-558-5011.