ATRI is asking motor carriers across the country to participate and share information that will help paint a clear picture of how insurance trends are affecting day-to-day operations.

Josh Hankins, J B Hunt’s senior vice president of safety and security, explained the growing strain many fleets are dealing with.
“The total cost of risk is growing annually for every fleet, regardless of size. While many carriers are cutting back on insurance coverage to control expenses, premiums keep climbing—and reducing coverage only heightens exposure to catastrophic litigation,” he said.
“Today, trucking faces a perfect insurance storm. Fortunately, ATRI’s insurance research will offer critical insights into strategies fleets can adopt to manage these costs and measure their impact.”

Premiums Continue to Rise

According to ATRI, “Trucking auto liability premiums rose by 36 percent per mile in the past 8 years amid persistent unprofitability for insurers, even as truck crashes declined over the past 4 years. In 2025, insurance cost availability and lawsuit abuse, a primary contributor to rising insurance costs, were voted as the third and second greatest issues facing the trucking industry, respectively.”

As fleets face increasing financial pressure, many are reshaping their total cost of risk by testing new technology, adjusting training programs, or shifting to different insurance structures such as self-insurance or captives. ATRI’s previous research showed that between 2018 and 2020, many fleets reduced coverage and raised deductibles in hopes of lowering expenses. Even then, premiums continued to rise. Because of this, ATRI’s Research Advisory Committee made expanding this research a top priority to understand how these strategies are being adopted across the industry and how effective they truly are.

What ATRI Needs from Carriers

ATRI is looking for motor carriers to provide data on their coverage stacks from 2021 through 2024, along with information about their safety technology and any alternative insurance arrangements they use. All data is confidential and only reviewed in aggregate form. ATRI will sign nondisclosure agreements if requested.

Carriers that participate will receive a customized report showing how their cost of risk compares to a peer group without identifying any individual company. The survey can be completed online or by PDF, and the deadline to submit is Friday, Dec. 19.

Source: The Trucker

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The Calm Before a Freight Storm

Right now, trucking feels stuck in neutral. Freight demand is weak, spot rates have cooled, and both carriers and brokers are under strain. Many in the industry describe this moment as the calm before the storm, with indicators pointing toward a major correction that could rival the market chaos of the COVID years.

The warning is clear: if 600,000 drivers leave the market, capacity will tighten quickly and spot rates could skyrocket. Unlike during the pandemic, there will be no surge of new immigrant drivers to fill the gap. That relief valve, once supported by open immigration policies, is now closed. Carriers will have to compete harder for qualified drivers through better pay, sign-on bonuses, and improved working conditions.

What’s Fueling the Freight Downturn

Freight volumes are down 18 percent year over year, hitting carriers of every size. For freight brokers, the challenge is even tougher. With fewer loads to move, margins have evaporated. Some are stuck with contract rates signed too low to stay profitable, forcing them to compete against asset-based carriers while losing money on every run.

Small fleets are feeling the squeeze most. Many have relied on non-domiciled CDL drivers, but new federal regulations around English Language Proficiency are cutting off that supply. On top of that, fraud in load boards and verification systems has exploded. Scammers have found ways to manipulate tools like Highway and RMIS, forcing brokers to be more cautious.

That means even legitimate carriers can be flagged by mistake. Once that happens, they can be locked out of most brokerage freight entirely, which can be a death blow for smaller operations already struggling to stay afloat.

How New Rules Could Wipe Out 600,000 Drivers

This expected capacity purge ties directly to federal regulatory changes and immigration enforcement already underway. According to research from J.B. Hunt, new rules for non-domiciled CDL holders and English Language Proficiency requirements could remove between 214,000 and 437,000 drivers, roughly 5 to 12 percent of the U.S. driver pool over the next few years.

On September 26, 2025, the Federal Motor Carrier Safety Administration issued an emergency ruling that restricts the issuance and renewal of non-domiciled CDLs. Officials estimate that 97 percent of the 200,000 drivers who currently hold those licenses will not meet the new standards and will likely exit the industry within three years. That alone represents 5 percent of all registered CDLs in the country.

Stricter enforcement of English Language Proficiency standards has already led to 23,000 violations, including 5,000 out-of-service orders. Analyst Avery Vise projects that this enforcement could sideline about 20,000 drivers each year.

When combined with limits on undocumented drivers and new hiring restrictions, transport economist Noël Perry estimates that more than 600,000 drivers, about 17 percent of the active workforce, could be removed from trucking.

Carriers that rely heavily on immigrant labor or those unable to comply with the new regulations may not survive this purge.

The Economic Ripple Effect

These rule changes, combined with a long freight recession, are creating a perfect storm for widespread bankruptcies. Both carriers and brokers are tightening budgets and consolidating operations as the industry braces for a market reset.

The shakeout is expected to favor larger, well-capitalized carriers who can handle the new compliance demands and stay profitable through the downturn. Smaller carriers that grew quickly during the post-COVID freight boom may not have the financial cushion to adapt.

As capacity tightens, driver pay is likely to rise. Carriers will need to offer stronger incentives to attract qualified drivers from a shrinking talent pool. The shift could finally bring the market back to a more balanced place where supply and demand set the rates naturally instead of desperation driving them down.

What Comes Next

The road ahead will be rough, but it could lead to a healthier trucking market. Analysts predict that after the purge, spot rates will rise again, contract rates will stabilize, and carriers that survive will see more consistent freight and fairer pricing.

The exact timing of this recovery is uncertain, but the direction is clear. Shippers should prepare for higher rates and tighter capacity, while carriers who manage to weather the storm will be well-positioned when freight rebounds.

As one industry expert put it, “If volumes pop—which doesn’t exist right now—hold on to your hat. It’s going to be one of the best freight markets that carriers have seen in some time.”

It may take time and patience to reach that point, but for those who make it through, the rewards could be worth the wait.

Source: FREIGHTWAVES

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A Longstanding Tradition to Celebrate Safety

This multi-day event has become a proud tradition at J.B. Hunt. For the 24th year, the company brought drivers and their families together for an experience designed to recognize not only their accomplishments but also their lasting impact on the company’s culture.

“When we talk about the best of the best, we’re talking about the people here this week,” said Nick Hobbs, J.B. Hunt’s chief operating officer, during the ceremony. “Last year, we surpassed our own company safety record set in 2023 for reducing DOT-preventable accidents. These drivers are essential for the progress of the example they set and the knowledge and training they share. This is their Million Mile moment, and I’m proud, humbled, and honored that they choose to drive with J.B. Hunt.”

A Red Carpet Tribute to Safe Drivers

One of the most unforgettable moments of the event is the red carpet walk. Families looked on as honorees made their way down a 300-foot path lined with enthusiastic applause, cheers, and even music from the Bentonville West High School marching band.

J.B. Hunt’s executive leadership team was waiting at the start of the walk, eager to offer personal congratulations to every driver in attendance. The celebration brought together thousands—from employees and customers to investors and special guests—all united in appreciation of these exceptional drivers.

Joining an Elite Group of Safe Professionals

Among those recognized were five drivers who hit an extraordinary milestone: five million safe miles. That’s a level of experience and focus few drivers in the nation ever reach. In total, J.B. Hunt has now honored over 5,000 drivers who have achieved at least one million accident-free miles—a journey that typically takes nearly a decade of dedicated, incident-free driving.

Their Names Carved in Stone

After the red carpet celebration, each driver’s name was added to the Million Mile Wall—a permanent monument at the company’s headquarters. The wall is more than a tribute; it’s a symbol of the discipline, commitment, and safety mindset these professionals bring to the job daily.

A Company Grounded in Safety Culture

The Walk of Fame is more than just a moment of recognition. It reflects a deeply rooted company culture that values safety, accountability, and excellence.

“Safety is at the core of delivering value and operational excellence for our customers,” the company shared in its statement.

J.B. Hunt backs up that commitment with action. Drivers undergo a comprehensive onboarding process, followed by continuous training. The company also equips its fleet with advanced safety tools, including inward-facing cameras and collision mitigation systems. These technologies help drivers stay alert and protected while on the road.

Driven by People, Powered by Values

Million Mile drivers are more than high achievers—they’re role models. Their dedication serves as the foundation for a company-wide approach to road safety. Everyone at J.B. Hunt, from dispatchers to executives, plays a role in creating an environment where safety drives success.

At J.B. Hunt, safety isn’t just a goal—it’s a shared responsibility and a daily commitment, one mile at a time.

Source: The Trucker
Image Source: J.B. Hunt

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The Beginning of an Industry Game-Changer

It all started on a cold February morning in 1990 when J.B. Hunt’s first intermodal load departed Chicago, marking the debut of a trailblazing partnership between trucking and rail companies. This collaboration was the brainchild of J.B. Hunt founder Johnnie Bryan Hunt and Santa Fe Railway President Mike Haverty (now BNSF Railway). Aptly named “Quantum,” the service embodied a forward-thinking approach that promised a lasting impact on the freight transportation industry.

“Intermodal started as an idea to bring two services together and create a customer-focused, efficient solution,” said Shelley Simpson, president and CEO of J.B. Hunt. “This dream was brought to life by teams working closely together, never losing faith in the belief of a better way to move freight, one rooted in integrity, respect, safety, and excellence. It changed freight transportation forever and set the company on a path of continued innovation, sparking 35 years of growth and expansion.”

From Humble Beginnings to Market Leadership

The service that began with just 150 trailers has grown into North America’s largest intermodal operation. Today, J.B. Hunt Intermodal (JBI) boasts a fleet of over 122,000 company-owned containers and 6,500 tractors. The groundbreaking concept of double-stacking containers proved pivotal, enhancing efficiency while significantly cutting load and unload times—a benefit that attracted a steady stream of customers over the years.

By the early 2000s, intermodal service had evolved to become a distinct business unit within J.B. Hunt. This strategic shift allowed the company to dedicate its focus to enhancing service quality and operational performance. By 2003, JBI had become J.B. Hunt’s largest revenue generator—a title it still holds today.

The milestones kept coming. JBI moved more than one million loads in a single calendar year for the first time in 2010, and by 2018, that number had climbed to an impressive two million loads annually. Fast forward to 2024, and the company shattered records yet again, setting new benchmarks for quarterly, monthly, and weekly intermodal volumes.

Partnerships That Drive Progress

Over its 35-year history, J.B. Hunt has built enduring relationships with all major rail providers across North America. These partnerships have been essential to refining operational efficiency and introducing innovative features. Notably, the company established onsite terminals and express gates to streamline service for its customers.

Expanding to meet international freight demands, J.B. Hunt opened its first transload facility in 2021. These have since grown to serve key ocean ports and the largest land entry point into the U.S. Additionally, a significant collaboration in 2023 saw J.B. Hunt team up with BNSF Railway and GMXT to launch a Mexico service via Eagle Pass, Texas. That same year, the company reintroduced its iconic Quantum service to serve the evolving needs of highway freight clients.

Sustainability at the Core

J.B. Hunt Intermodal is leading the shift from over-the-road freight transport to rail, which offers a far more sustainable alternative. Rail transport reduces a shipment’s carbon footprint by an average of 65% compared to traditional highway trucking. Over the last decade, JBI’s efforts have prevented the emission of approximately 30 million metric tons of CO2e. This environmentally-conscious approach forms a key part of the company’s commitment to sustainable growth.

Source: Truckers News

Image: J.B. Hunt

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“We are honored to be included among America’s Most Reliable Companies, as it is a strong testament to the hard work of our people,” said Spencer Frazier, executive vice president of sales and marketing at J.B. Hunt. “Every day our teams reflect our values of integrity, respect, innovation, safety, and excellence. We strive to create the best customer experience with every interaction, ultimately delivering high service levels and strengthening the relationships we have with our customers. We know people do business with people they trust, and we look forward to building on that in the years to come.”

The award recognizes companies that excel in key areas such as integrity, customer attentiveness, consistent quality, and accountability. Newsweek and Statista emphasized that reliability means building trust through dependable service and high standards. The complete list of honorees is now available on Newsweek’s website.

How Companies Were Evaluated

Selections for Newsweek’s 2025 list were based on an independent nationwide survey that included feedback from over 1,700 U.S. participants. Organizations were evaluated across five critical dimensions:

• Likelihood of Recommendation
• Ease of Doing Business
• Value for Money
• Consistency in Deliverables
• Reputation for Dependability

A Year of Outstanding Achievements

This recognition is just one of many accolades J.B. Hunt has earned recently. The company was also named one of “America’s Most Responsible Companies” for its efforts in corporate responsibility and sustainability. Additionally, USA Today recognized J.B. Hunt as one of “America’s Climate Leaders,” celebrating its focus on eco-friendly practices. The company has also been included in TIME’s list of the World’s Best Companies and continues to rank among the most admired businesses globally. Furthermore, J.B. Hunt has been acknowledged for its commitment to creating a supportive workplace for veterans.

Source: The Trucker

Image: J.B. Hunt

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Two of the top for-hire carriers in the U.S., FedEx and J.B. Hunt, are setting the stage for a potential upswing in the freight industry following a period of tepid demand, as highlighted by executives at a recent industry gathering.

J.B. Hunt Transport Services’ President Shelley Simpson remarked on Nov. 12 at the 54th annual Baird Global Industrial Conference, “This, for us, has been the toughest freight recession — and longest — in terms of depth and duration in my 30-year career. But I think we’ve done a good job managing through that part of the process. We’re looking forward to turning the chapter and hopefully moving into a better position coming into 2025.”

During this downturn, J.B. Hunt prioritized three core areas to ensure readiness for market improvement. These include enhancing customer value to seize emerging opportunities, scaling investments across diverse business units, and delivering long-term returns to shareholders.

Simpson elaborated, “Our first priority is really to reinvest back into the business for long-term returns. Anytime that we could put more capital to use from an equipment perspective on behalf of our customers, that’s going to be over a longer-term basis. And then, certainly, we’re going to be thinking about opportunistic buying from a stock perspective and then return back dividends to our shareholders.”

Meanwhile, FedEx Corp.’s Chief Financial Officer John Dietrich discussed the broader economic challenges affecting their key revenue streams. “I think if you reflect on the numbers, we were impacted by reductions in our highest yielding products,” he noted. The industrial sector’s decline has had a notable impact, with manufacturing contracting 23 times over the past two years as per the Manufacturing ISM Report on Business.

Dietrich predicts that industrial production, alongside the rise of e-commerce, will play a significant role in boosting freight volume growth. “We’ll be well positioned for that,” Dietrich said. “E-commerce is going to make up a large percentage — probably up to 90% — of the volume growth that our ground network and our freight business will be the beneficiary of. So, we can’t ignore that volume is going to be there. We just have to find the right cost structure to accommodate it.”

Until the anticipated rebound, FedEx is focused on maximizing revenue quality and managing capacity, largely by transferring heavier freight to truckload services due to ample capacity. Despite some softness in volumes, the pricing environment remains favorable, with Dietrich adding, “You’re seeing volumes are softer [and] the weight per shipment is down slightly, roughly 3%. But we’re seeing a 5% improvement per hundredweight. You have a strong pricing environment and we’ll be very capable of adapting to the return of volumes.”

Simpson also emphasized the freight recession’s link to market disruptions caused by the COVID-19 pandemic, which led to an oversupply of capacity post-pandemic. “We’ve not been good at predicting the entire COVID up or down,” she stated. Despite these challenges, she noted positive developments, particularly in dedicated contract services, which have maintained a robust pipeline and excellent sales productivity.

Looking ahead to 2025, Simpson highlighted the significance of investing in long-term opportunities for personnel, technology, and capacity. “We’ve invested in long-term opportunities for us and our people, our technology and capacity,” she affirmed. “That’s going to be really important for us as we lean into 2025 and think about the capacity that we’ve added. If you think about it from an intermodal perspective, we still have plenty of equipment to really source for our customers, and help them as they grow.”

Source: Transport Topics

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“We are honored that these leading organizations have recognized the workplace environment J.B. Hunt strives to create for our veterans,” stated Brad Hicks, the president of highway services and executive vice president of people at J.B. Hunt. “Supporting our veterans ties in with our culture and legacy, providing a much deeper meaning. We continue to enhance our workplace so that service members feel valued for their service, experience and expertise as well as the excellence, commitment and honor they represent.”

According to the company release, J.B. Hunt has maintained its Military Friendly® Employer status for 18 consecutive years, making the Top 10 for the second time. It’s also their first recognition by Military Times as Best for Vets and inclusion in Newsweek’s selection of America’s Best Workplaces for Veterans. Earlier in the year, the Arkansas Veterans of Foreign Wars acknowledged J.B. Hunt as Employer of the Year. Details about the award criteria and methodologies can be found on the respective organizations’ websites.

“As a company founded by both a veteran and driver, J.B. Hunt understands that the skills and expertise gained through military service can lead to a successful career in transportation and logistics,” the company said in the release. “Nearly one in every nine J.B. Hunt employees is a veteran, and the company is committed to adding approximately 1,600 veterans to its organization each year.”

From Military Service to Professional Success

J.B. Hunt’s commitment to veterans goes beyond hiring; it includes comprehensive programs designed to facilitate the transition from military to civilian careers. These initiatives include:

• Military Leave Benefits: Offering extensive support for employees at all career stages, including up to 26 weeks annually for family members of active-duty personnel needing care due to injury or illness.

• Active-Duty Support: Providing active-duty employees with a deployment and re-entry guide and differential pay policies to support dual military and civilian careers.

• Military Leave Concierge Service: Tailored aid for National Guard and Reserve members and their families, provided by a Gold Star family member.

• SkillBridge Program: Enabled through the Department of Defense, this program allows service members and their spouses, within 180 days of release from active duty, to gain civilian work experience. The company’s Apprenticeship Program is available for those interested in driver positions.

• Veterans Employee Resource Group: A supportive community aimed at empowering and engaging veteran employees professionally and personally.

In addition, J.B. Hunt annually observes Memorial Day and Veterans Day company-wide and has hosted the Arkansas Run for the Fallen Traveling Memorial since 2017. They also actively participate in Wreaths Across America, ensuring the delivery of thousands of wreaths to national cemeteries to honor fallen veterans during the holiday season.

Source: The Trucker

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“We are honored to be recognized among TIME World’s Best Companies,” said Brad Hicks, president of highway services and executive vice president of people at J.B. Hunt. It reaffirms our efforts to foster a people-first culture and prioritize long-term business growth. All of this is made possible by the commitment of our people and their efforts each and every day to deliver value for our customers through operational excellence.”

A company media release stated that this recognition is presented by TIME and Statista, which is the world-leading statistics portal and industry ranking provider. Companies that were included in this year’s list were chosen based on three main points:

• Employee Satisfaction: Surveys were conducted in over 50 countries, and input was gathered from around 170,000 people. Survey participants rated companies based on direct and indirect recommendations, and employees weighed in on image, work atmosphere, conditions, pay, and equality.
• Revenue Growth: Companies with at least $100 million in revenue in 2023 and growth from 2021 to 2023 were included.
• Sustainability (ESG): Evaluated using ESG data from Statista’s database and targeted research.

The full winners list can be viewed on TIME.com.

Source: The Trucker

Image: J.B. Hunt

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“Raised by a 3-million-mile safe driver, Beecher was familiar with the trucking industry and had an appreciation for drivers and the work they do across the nation,” WIT wrote in a news release. “She remembers passing by J.B. Hunt on her way to church every Sunday. Shortly after graduating high school, her best friend’s father, who was a vice president of transport at the time, encouraged her to apply. The decision was easy, as the passion for the industry was already there.”

Beecher’s career at J.B. Hunt didn’t initially anticipate a long-term commitment, yet her dedication and expertise have made her an invaluable asset to the organization.

“My intention was to go into nursing, but I ended up on a different path,” Beecher said. “Since the start, I have really enjoyed working at J.B. Hunt. I look back now and know transportation is where I was meant to be. I have held various roles at this company but have always come back to the operational side and working with the heart of our company, the drivers.”

Officials at WIT said that Beecher “understands the importance of safety within her company and values deeply the opportunity to provide safety resources to its drivers.”

“Many drivers have connected with me to say thank you, and I love that about my role,” Beecher said. “Whenever our drivers utilize new safety resources, it’s like a lightbulb turns on for them, and it’s not just a good feeling — it’s a great feeling.”

Reflecting on her four decades at J.B. Hunt, Beecher recalls a standout moment when an essential driver load sheet was lost, and the company’s matriarch, Johnelle Hunt, who is now retired, personally assisted her in recovering it.

“She has always had a heart for the drivers of J.B. Hunt and would do whatever it took to make sure their time at the company was successful,” Beecher said.

Beyond her recent honor, Beecher has a history of recognition, including the 2018 Rodney Horton Award for her unwavering commitment to J.B. Hunt and her compassionate approach to colleagues and others in the industry.

In the same remarkable year, Beecher’s team was acknowledged with the Pillar Award in the Truckload Support category, highlighting their outstanding contributions to J.B. Hunt’s success and operations.

“I encourage women within our industry to show up to work, do your job well, and you will be recognized for your work,” Beecher said. “Believe in yourself and never think you aren’t capable.”

Source: The Trucker

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“Just because something appears to be better for the planet does not necessarily mean it is,” he said.

Since 2016, Harper has been deeply engrossed in exploring the realm of electric and autonomous vehicles. During his presentation, he shared a video showcasing cobalt miners in the Democratic Republic of the Congo, emphasizing the critical role of cobalt in the production of batteries for electric and autonomous transportation. Harper noted that while cobalt may appear environmentally beneficial, it doesn’t necessarily guarantee sustainability.

“We have to be educated about all forms of energy today, understand where it comes from and what its by-products are and impact on people around the world,” Harper said. “There’s been a ton of progress made since 2016, but we still have many challenges as technology is ahead of infrastructure and also policy in many cases. [While there are challenges I] can’t wait to have more zero-emissions trucks. We have five of those today (at J.B. Hunt), and drivers love them. You don’t smell like diesel; they are quiet and powerful, but there are problems. You don’t have the range that is one-fifth of what diesel provides. It also weighs more, and it takes longer to charge. It costs three times as much as a diesel rig, and if you can find a charging station and it is working.”

Research revealed that a significant 21% of charging stations are out of operation at any given time, as reported by J.D. Powers.

“With all of those issues, we have policy coming that will require electric vehicles, and we will see where all this shakes out,” Harper said. “We are applying for the power we will need to fuel these vehicles. That’s why I learn all I can about access to clean and reliable energy.”

Nations aiming to meet their climate targets and energy security objectives by 2040 will need to invest in the addition or replacement of millions of miles of transmission lines, amounting to an estimated annual cost of around $600 billion, according to the International Energy Agency,

“We have to get more electricity around the world, but it’s confusing to understand which way we should go,” Harper said. “That’s why we have gathered all the information we can. Before we make some bold statement or get on the bandwagon to cut off one energy source, we need to understand that the whole world needs more energy, some just to improve their daily lives, others to power their plants and operate their infrastructures. The world needs more, not less.”

The aging infrastructure of power plants in the United States is notable. The average age of power plants is approximately 29 years, with coal plants averaging 45 years, natural gas-powered plants at 22 years, and nuclear plants at 39 years. In 2022, renewable energy sources like wind, water, solar, biomass, and geothermal contributed 21.5% of the total electricity generated in the U.S., with nuclear at 18.2%, coal at 19.6%, and natural gas at 39.8%.

“No one wants to do with less,” Harper said. “We have to find a way to be more sustainable around the globe, across our companies and households. When you dig into the sources of electricity, it’s easy to see fossil fuels still play a critical role in supplying the energy we need. As we look at clean alternatives, we also have to keep what we already have. Fossil fuel engines are going to be around for some time yet.”

Harper emphasized the importance of considering the energy expended during production and leaving a cleaner carbon footprint. Despite the perception that electric batteries are a green solution, they may not be as environmentally friendly as one might assume.

Highlighting issues such as limited range, increased weight, and downtime for recharging, Harper expressed concern that transitioning to electric trucks could necessitate expanding the number of trucks required to perform the same tasks.

Large charging stations, he noted, can charge up to 200 trucks simultaneously but often require backup generators to meet freight demand, sometimes operating three days a week.

“We also can get caught up with what we are going to have and lose sight of what we have today,” he said. “In intermodal, we can help shippers get a 60% reduction in carbon emissions per shipment. We are a large player in the intermodal logistics space and continue to move more customers to this mode when they are looking for a greener solution… [Toyota has] a promising technology that uses less cobalt and charges faster with a range of nearly 700 miles for a passenger car they are close to releasing.”

“There will be a commercial truck version coming later, and that holds promise. Harper said EV and hydrogen cell options each hold promise, but there has not been any big shift in either direction. I welcome the greener solutions. We are investing in all of them and staying close to the fuel providers that have served us for many years, as I don’t think they will sit still and let others take market share. They will be the first to move with hydrogen cell fueling or electric charging when there is substantial advancement in one direction.”

Source: The Trucker

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