How to keep DQ files audit-ready
Qualifying drivers requires navigating complex Federal Motor Carrier Safety Regulations (FMCSRs). Doing this correctly is critical, as non-compliant driver qualification files can result in substantial audit fines and serve as a basis for negligence claims in post-crash litigation. Maintaining audit-ready DQ files isn't just about regulatory compliance—it's essential for protecting your business from financial and reputational damage.
Since COVID restrictions have been lifted, FMCSA has prioritized face-to-face audits. After almost two years of increased remote evaluations, on-site screenings have skyrocketed. These comprehensive audits have more than doubled, jumping from nearly 2,000 in 2020 to over 4,400 in 2024. Additionally, FMCSA has increased record-keeping penalties to $1,544 per day, with a maximum penalty of $15,445.
This shift is important for carriers to be aware of, as onsite audits are typically more thorough and detailed.
Some violations detected during audits are so severe that even a single instance requires immediate corrective action. According to FMCSA's Analysis and Information Online, the most common acute violations regarding driver qualification include:
Using a driver with a suspended CDL, disqualified status or multiple CDLs
Allowing a driver with more than one CDL to operate a CMV
Driving a CMV while disqualified
Using an unqualified driver showing as Prohibited on the MVR
Using a physically unqualified driver
While these acute violations require immediate and specific action, critical violations represent broader issues with the company's recordkeeping and compliance efforts. These violations can add up to create liability issues and downgraded safety ratings.
Common critical violations include:
Driver applications that are missing, incomplete or non-compliant
Lacking documentation of safety performance history from all DOT-regulated employers from the previous three years
Motor vehicle records (MVRs) showing drivers not properly licensed for assigned vehicles (wrong class, missing endorsements, restricted/suspended/revoked licenses)
When accidents happen, plaintiff attorneys will immediately look into the involved company's safety record. Hiring drivers with questionable safety histories or failing to follow FMCSRs will become the focus of litigation, stacking the deck against the carrier. In order to avoid this outcome, carriers must fulfill their duty to employ qualified and safe drivers.
The American Transportation Research Institute's 2022 study, 'Understanding the Impact of Nuclear Verdicts on the Trucking Industry,' found that both defense and plaintiffs' attorneys agree on three key factors for protecting carriers from nuclear verdicts: Crash avoidance is paramount, meeting and exceeding regulations is essential and strict adherence to company policies is critical.
'Don't make it easy for plaintiff's attorneys. They are experts in every aspect of DQ files or they hire experts to find inconsistent execution of policies or blatant non-compliance. Carriers need their own experts to stay defendable,' says Mark Schedler, J. J. Keller's Senior Editor of Transport Management.
Headline-making crashes can severely damage a company's reputation and ability to secure future business. Details about what contributed to a crash often become public knowledge. Media coverage of poor hiring practices can result in customers losing trust and wanting to avoid vicarious liability, including being sued because of a carrier's crash while hauling their goods.
A comprehensive DQ Checklist should focus on keeping only FMCSA-required driver qualification documents in the file whenever possible. Files are easier to audit when they contain only necessary documentation. Non-required or 'nice to have' documents only add clutter and should be stored elsewhere with appropriate security protocols.
'Nice to have' documents include qualification checklists, documents certifying the driver agrees to follow certain rules, statements of on-duty time and training records for non-required training.
While these documents may provide additional information, they should be stored separately from the official DQ file to maintain clarity and compliance focus.
'I am a backpacker with 25 plus years of experience who goes into the wilderness with everything I need to stay safe. I use a checklist for every trip, and I recommend that carriers do the same for every DQ file,' noted Schedler.
This checklist created by J. J. Keller includes permanent FMCSA-required items for all drivers, recurring items and those applicable only to drivers operating vehicles requiring a CDL, as well as optional best practices.
'If you are looking at using a third-party expert, J. J. Keller's Managed Services team has an over 160-item checklist that they use to keep DQ files audit ready. That goes a long way to staying defendable,' according to Schedler.
While FMCSA allows an acquiring company to accept DQ files from the acquired company, a company won't know what violations they are inheriting without conducting a full audit of these files. Missing or incomplete records could also lead to penalties or legal consequences. The acquiring company assumes responsibility for any deficiencies—even if the violations occurred under previous ownership.
Being unaware of compliance gaps creates significant risk if an unqualified driver operates a CMV and becomes involved in a crash, regardless of fault.
When moving employees from warehouse or other non-DOT regulated positions to CMV driving roles, companies often miss critical requirements like obtaining a DOT-compliant application per 391.21. These oversights can lead to serious violations and potential liability.
Drivers with breaks in employment require new DQ files with updated documentation, though some existing documents may be reused. Carriers must accurately determine whether a driver is a rehire or simply returning from extended time off to ensure proper documentation is maintained.
By understanding these common risk scenarios and implementing thorough checklist procedures, carriers can maintain audit-ready DQ files that not only satisfy regulatory requirements but also provide protection against costly fines, litigation and reputational damage. Investing in proper driver qualification management today prevents significant problems tomorrow.
The post How to keep DQ files audit-ready appeared first on FreightWaves.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
2 hours ago
- Yahoo
L'Oreal sees Middle East and Southeast Asia as next growth engines as China slows: ‘Eventually demographics have to win'
For more than a decade, China's aspirational shoppers, spurred by a fast-growing economy and rising wages, snapped up products from cosmetics giants like L'Oreal, Estee Lauder, and Shiseido. Before the COVID pandemic hit, China appeared set to overtake the U.S. as the world's largest makeup market. Those boom times are over, as more Chinese consumers now turn to up-and-coming local brands, like Mao Geping and Florasis. L'Oreal's sales in Mainland China dropped last year, shrinking its overall North Asia sales by around 3%. The Chinese market, the bulk of the firm's North Asia revenue, now accounts for 17% of group sales, down from 23% in 2022. The French firm continues to call China an important market, but has reportedly started cutting its retail workforce due to slower Chinese demand. As China stagnates, L'Oreal is now looking to regions, like the Middle East and Southeast Asia, as a source of growth. SAPMENA—L'Oreal's term for 'South Asia Pacific, Middle East, and North Africa'—will soon 'play a much bigger role' when it comes to beauty, says Vismay Sharma, who oversees the region for the French cosmetics firm. L'Oreal, No. 91 on Fortune's Europe 500, reported sales of 1.1 billion euros ($1.19 billion) for the first quarter of 2025, up 12.2% year-on-year, across SAPMENA and Sub-Saharan Africa (SSA). That's still small compared to other regions, sitting far behind Europe, North America and North Asia. But while SAPMENA-SSA only contributed 9.2% of L'Oreal's quarterly revenue, it was the only region to log double-digit growth. SAPMENA covers a huge swathe of the globe, stretching from Morocco all the way down to New Zealand just under 19,000 kilometers away. The region's 35 markets cover 3 billion people, or about 40% of the world's population, yet only accounts for 10% of global beauty sales. 'It has to come together, and eventually demographics have to win,' Sharma says. SAPMENA's quick growth doesn't surprise Sharma. 'The consumers in this part of the world are about 5 years younger than the rest of the world, live in aspirational societies and in economies that are growing fast,' he says. China has proved to be a tricky market for global cosmetics firms post-pandemic. Sluggish China sales have dragged down the financial results of U.S. firm Estee Lauder and Japan's Shiseido. A sluggish economy and stagnant consumption are partly to blame. But there's also new competition. 'C-Beauty' brands are starting to pick up steam among Chinese shoppers, with new brands going viral on Douyin, the Chinese version of TikTok, and other social media platforms. (L'Oreal is paying attention, investing in local Chinese brands like To Summer) Still, Sharma thinks China offers lessons for SAPMENA. Southeast Asia, like China, has highly connected consumers who are used to e-commerce and livestreaming. For example, Sharma notes that over 50% of L'Oreal's business in Vietnam comes from e-commerce. This is less true of the Middle East and North Africa. 'When you look at the ecosystem of beauty over there, you still don't have TikTok Shop. They're still a few years behind platforms like Shopee, like Lazada,' he says. Yet consumers in the Middle East share similar preferences to those in Southeast Asia. 'Expectations for beauty are very similar. We can see aspirations in terms of kind of hair, skin, lips, and eyes,' Sharma says, pointing to a preference for longer black hair as an example. That gives L'Oreal a chance to grow in the region. 'Our ability to create content at scale in the GCC becomes a huge advantage,' Sharma says. This story was originally featured on
Yahoo
3 hours ago
- Yahoo
Is Carnival's Big Growth Spurt Over?
Carnival's cruise business was shut down during the coronavirus pandemic. It has experienced strong growth since the world got used to living with COVID-19. Carnival expects to have another good year in 2025, but next year's comparisons might be less impressive. 10 stocks we like better than Carnival Corp. › Carnival (NYSE: CCL) went from a full stop to full speed ahead, and the result was, as you might expect, a dramatic improvement in its business performance. But what happens now that the cruise line is at the top of its game? Here's what's happened and why 2026 could be a much less impressive year for Carnival. Carnival operates nine branded cruise lines, including its namesake brand. It is one of the largest cruise ship owners and operators on the planet. Cruise lines have two main sources of revenue. The first is the fares passengers pay to get on the boat. The second is the spending they do while on the ship. The cruise ships Carnival operates are like floating resorts. You pay for a room, and then you pay for all the other stuff you want to do. Some food and entertainment are included in the cruise cost, but plenty of add-ons are available. That said, Carnival doesn't see a dime of income if its ships aren't running. And that's exactly what happened during the early stages of the coronavirus pandemic. Cruise ship passengers are always at some risk of catching contagious diseases, but the risks presented by COVID-19 were so extreme that governments shut down the industry. The last few years have seen impressive business performance from Carnival because of that shutdown. The chart above shows the trailing-12-month revenues and earnings per share for Carnival. It tells the story pretty clearly. Revenues fell to zero and then recovered. Earnings fell deep into the red and then recovered. In fact, the inflation coming out of the pandemic has actually helped out here because the cost of other vacations, such as trips to amusement parks, have increased to the point where cruises look like a relative bargain. At this point, Carnival's 2025 cruises are fairly well booked, so this should be another decent year. But two problems are likely to start showing up more clearly in 2026. First, the rebound from zero revenue seems to have largely played out. Further improvement will require continued strong execution. For example, revenue rose to a record level in the first quarter of 2025. But the year-over-year rise was dramatically smaller than in the first quarter of 2024. The boom years are likely over, and continuing to move the needle will be much harder from here. Second, Carnival added a significant number of new ships leading up to 2024. More ships mean more ability to increase revenue. And new ships often bring renewed interest from customers, too. Between 2025 and 2028, there won't be nearly as many new ships, so this growth lever won't be as powerful. Price increases (for both the cruise and onboard spending) will still improve the top line of the income statement, but they may keep some customers away. There is a silver lining in all of this, however. Carnival took on debt after the pandemic. Buying ships is costly, and so is paying to maintain a business that isn't generating any revenue. The pullback on new ships will allow the company to more quickly reduce its leverage. That is a good thing, and falling interest costs should help the company's bottom line. That said, Carnival's top line in 2026 could be far less exciting than it has been recently. And emotional investors may see that as a big negative, even as Carnival works to improve its balance sheet. If you own Carnival or are looking at the stock, remember that the growth coming out of the pandemic was an anomaly. Before you buy stock in Carnival Corp., consider this: The Motley Fool Stock Advisor analyst team just identified what they believe are the for investors to buy now… and Carnival Corp. wasn't one of them. The 10 stocks that made the cut could produce monster returns in the coming years. Consider when Netflix made this list on December 17, 2004... if you invested $1,000 at the time of our recommendation, you'd have $668,538!* Or when Nvidia made this list on April 15, 2005... if you invested $1,000 at the time of our recommendation, you'd have $869,841!* Now, it's worth noting Stock Advisor's total average return is 789% — a market-crushing outperformance compared to 172% for the S&P 500. Don't miss out on the latest top 10 list, available when you join . See the 10 stocks » *Stock Advisor returns as of June 2, 2025 Reuben Gregg Brewer has no position in any of the stocks mentioned. The Motley Fool recommends Carnival Corp. The Motley Fool has a disclosure policy. Is Carnival's Big Growth Spurt Over? was originally published by The Motley Fool
Yahoo
3 hours ago
- Yahoo
Red Lobster's 36-year-old CEO started as a Goldman Sachs intern. He reveals 3 bold moves he's cooking up for the seafood chain's comeback
Red Lobster CEO Damola Adamolekun came from a private equity and finance background, breaking into the restaurant industry through a successful deal he navigated. The former P.F. Chang's CEO outlined the changes he's enacting to save the beleaguered seafood chain from bankruptcy and to make it the beloved brand it once was. Damola Adamolekun reached the pinnacle of restaurant leadership in a somewhat unconditional way. Although the Red Lobster CEO waited tables back in high school, his first big career move was landing an internship with global investment bank Goldman Sachs at age 19. At the time, Adamolekun was a student athlete at Brown University, where he studied economics and political science. He continued to work as an analyst with Goldman Sachs following graduation for a couple of years, then moved on to become a private equity associate with TPG Capital, where he worked until 2015. But Adamolekun's big break came while he was a partner at hedge fund Paulson & Co., which now operates as a family office. In 2019, Paulson purchased Asian-inspired restaurant chain P.F. Chang's in a $700 million deal. Adamolekun said during a podcast episode of The Breakfast Club that he was the one who pitched the idea to buy P.F. Chang's to the firm. 'I thought we could do a lot of new things with it. We could add delivery, we could remodel the restaurants. We could make it more interesting,' Adamolekun said. The deal was successful—until the pandemic hit, wiping out restaurant and retail businesses. The P.F. Chang's CEO even stepped down during COVID, and Adamolekun had to 'rescue the situation,' he said. And with that, Adamolekun stepped in as CEO, officially charting his path to become a revered restaurant executive. The P.F. Chang's deal 'ended up being a really good deal, but not without a lot of blood, sweat, and tears for a few years,' Adamolekun said. He masterminded a plan to remodel the chain's restaurants and revamp the menu—and is largely using the same playbook as CEO of Red Lobster. Adamolekun, 36, took over as CEO of Red Lobster in September, as the seafood chain was crawling from the ashes of bankruptcy. He has a three-pillar roadmap for reviving Red Lobster, particularly in the aftermath of its endless-shrimp debacle. One of the biggest mistakes Red Lobster made was its endless-shrimp promotion. Because guests took advantage of the bonkers deal by consuming pound after pound of shrimp, the seafood chain ended up losing millions of dollars. So, needless to say, Adamolekun is steering clear of any future bottomless-shrimp promotions in the future. Instead, he's focused on revamping the seafood chain's menu. 'There's a lot of chain restaurants, [but] there's only one that serves lobster and crab the way we do,' Adamolekun told The Breakfast Club. The seafood chain is leaning into that differentiator, and one new crab dish has become Adamolekun's favorite. Adamolekun's master plan for reinvigorating Red Lobster includes remodeling the chain's 545 restaurants. But remodeling at that scale takes time—and money. For now, Adamolekun has implemented small changes, like changing up the music diners listen to while at the restaurant. 'We fix the things we can fix quickly,' he said during the podcast. 'The music is better.' The restaurant chain has also printed market prices for lobsters on table liners, and will continue to implement 'small things you can do now.' 'But comprehensively there needs to be a remodel…and that's something that we'll do in the future, I think,' Adamolekun said. Another cost-effective way the restaurant chain is making incremental improvements is through service and hospitality changes. Service workers are expected to greet guests more quickly and be more attentive. And Red Lobster has already seen tangible improvements from service changes. The restaurant chain tracks a sentiment score, which is a net positive versus negative sentiment, Adamolekun explained, or what people are saying is good versus bad at Red Lobster. The sentiment score was only 30 when he first took over, but last month it had doubled to 60, Adamolekun said during the podcast. 'When you go to Red Lobster next, you'll see it's going to feel different,' Adamolekun told The Breakfast Club. A version of this story originally published on on February 26, 2025. This story was originally featured on