France extends operating life of 20 nuclear power stations
The Autorité de Sûreté Nucléaire (ASNR) had in 2021 extended the operating life of 32 older model reactors to 50 years. The French nuclear fleet is made up of a current total of 57 reactors.
The new extension refers to the 1,300-MW series which largely went into operation in the 1980s, some of which are nearing the end of their original operating life of 40 years.
French reactors undergo a safety check every 10 years. An extension beyond 40 years is seen by the ASNR as particularly significant and as requiring the concept to be updated or for materials to be renewed.
France is currently considering the construction of 14 or more new nuclear power stations, with the commissioning of the first of six planned new reactors scheduled for 2038.
Only the United States generates more electricity from nuclear power.
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Las Vegas senior living complex residents say they've had to choose between financial and physical security
Residents of a Las Vegas senior living complex are urging management to take action on what they're calling unsafe living conditions. 'We feel overlooked and abandoned,' residents of Acapella Senior Apartments wrote in a letter to corporate property management firm Ovation. In the letter, they complain of lack of security and unsafe living conditions. Retirement communities typically offer senior-focused amenities and security features, from emergency alarms to gated facilities. But facilities with the highest levels of security are typically more expensive. With many seniors living on a fixed income — and about six to eight million Americans aged 65+ living in poverty — they may be forced to decide between affordability and security. I'm 49 years old and have nothing saved for retirement — what should I do? Don't panic. Here are 6 of the easiest ways you can catch up (and fast) Thanks to Jeff Bezos, you can now become a landlord for as little as $100 — and no, you don't have to deal with tenants or fix freezers. Here's how Want an extra $1,300,000 when you retire? Dave Ramsey says this 7-step plan 'works every single time' to kill debt, get rich in America — and that 'anyone' can do it At Acapella Senior Apartments, residents complained that the handicap button for the front door didn't work, creating a safety hazard for seniors in walkers, scooters and wheelchairs. They also complained about homeless people coming into the building to use the amenities. 'We've got issues with security. We've got problems in the parking lot. Cars being broken into or stolen. We've got homeless people who try to get in the cars and when they do, they sleep in them,' a female resident, who wanted to remain anonymous, told KLAS 8 News Now. 'In fact, I had someone who tried to get in my apartment.' According to one Ovation employee who wished to remain anonymous, 'there's an extreme amount of neglect when it comes to the elders here,' and addressing complaints was like a 'revolving door.' Following 8 News Now's report, however, Ovation's director of LIHTC and compliance, Phyllis Garcia, said in a statement that they're committed to increasing their on-site staffing. 'While our building has controlled entry and is monitored by security cameras, as well as roaming security guards, we understand that procedures and systems alone are not always enough. Our residents must feel genuinely protected and cared for, and we are actively developing plans to strengthen those protections,' she said. While retirement communities are generally less expensive than assisted living or memory care facilities, they average about $3,100 a month, according to a 2024 report by A Place for Mom, a senior living advisory service. The costs of security measures in senior living facilities are typically incorporated into monthly fees. 'Retirement communities often include security services such as on-site security personnel, surveillance cameras and/or gated entrances as part of the monthly fee,' according to myLifeSite, an educational resource for senior living options. Some may also offer in-residence or wearable emergency alert systems. But these types of security measures come at a cost (such as higher monthly fees), which can be challenging for seniors living on a fixed income. On the other hand, lack of security could impact their sense of safety and peace of mind. **Read more: No millions? No problem. With as little as $10, here's how you can access this $1B private real estate fund of diversified assets usually only available to major players Many seniors live on a fixed income that comes from Social Security, retirement savings and, in some cases, a pension. While Social Security retirement benefits do get a boost from the annual cost-of-living adjustment (COLA), which provides an automatic increase in monthly benefits to keep up with inflation, it may still fall short. The COLA for 2025 is 2.5%, so that means a monthly check of $2,000 would increase by $50. But food, utilities, rent and prescriptions are already consuming a large portion of retirees' income. With rising costs, many are feeling the squeeze. The cost of food is continuing to rise — food prices in May 2025 were 2.9% higher than in May 2024, according to the Consumer Price Index). And Medicare is getting more expensive. The standard Medicare Part B premium increased to $185 per month in 2025, from $174.70 in 2024, while the annual deductible rose to $257 from $240). 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2 hours ago
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Driver Coaching Scripts That Actually Improve CSA Scores
Most fleets don't have a safety problem—they have a communication problem. Unsafe driving, HOS violations, maintenance issues—those don't happen in a vacuum. They happen when expectations aren't clear, coaching is inconsistent, and drivers feel like they're being scolded, not supported. If you want to improve your CSA scores, it's not about throwing another training module at your team. It's about coaching with purpose. It's about having real conversations that drivers actually respond to—conversations rooted in clarity, accountability, and respect. You don't need a safety department the size of FedEx to make this work. You need leadership. You need systems. And most importantly, you need a script that doesn't just recite violations—but actually helps drivers fix them. Let's break down exactly what those coaching scripts look like, how to deliver them, and how they drive real results across your safety scores. Here's the problem: too many safety talks sound like this— 'You've got to stop speeding.''Your logs were off again.''This truck should've never gone out with that violation.' That's not coaching. That's criticism. When drivers feel attacked, they shut down. When they feel like they're just being written up, they focus on staying off your radar—not actually fixing behavior. Good coaching does three things: Acknowledges the issue Breaks down the root cause Offers a clear plan to correct and prevent it If your safety scores aren't where they should be, look at your conversations first. Because coaching—done right—is the fastest way to close the gap between performance and expectation. Before we dive into the actual scripts, let's get something straight. Every coaching conversation should follow this basic framework: Connect – Open the conversation without judgment. Build trust first. Observe – Bring up the issue clearly and factually. Ask – Give the driver space to explain. Don't assume. Educate – Tie the behavior to its consequences (CSA, downtime, legal exposure). Commit – End with a clear, mutual action step. Think of it as the COACH model—Connect, Observe, Ask, Clarify, Help. Now let's look at how to apply this in real conversations that actually improve behavior and move the needle on your CSA profile. The Situation: Your driver was cited for speeding in a 55 mph zone during a roadside inspection. The Wrong Way: 'You can't be speeding like that. That violation hit our CSA score hard. It's unacceptable.' The Right Way: 'Hey [Driver Name], I wanted to check in about that inspection last week. I saw the officer clocked you at 68 in a 55. Before we jump in, how's everything going on that route? Anything unusual happened that day?' [Let them talk. Then continue.] 'Thanks for sharing that. Look, I know you've been solid on most runs, and I appreciate that. But this violation puts points on our Unsafe Driving BASIC—and it stays there for two years. That impacts our insurance, our ability to land new freight, and our inspections moving forward.' 'I want to make sure we're both on the same page. Can you walk me through what happened in that moment? Was it signage, time pressure, something else?' 'Going forward, let's make a habit of setting that cruise at 5 under the limit in known inspection zones. I'll get you a map of hot spots we've seen violations pop up in. Let's knock this down together.' Why It Works: You're not lecturing—you're collaborating. You show awareness of the issue, open the door to feedback, and tie the behavior directly to operational outcomes. The Situation: Your driver had several logbook errors flagged—missing location entries and off-duty gaps. The Wrong Way: 'You've got to clean up your logs. This is basic stuff. I can't keep getting dinged for this.' The Right Way: 'Hey [Driver Name], I noticed a few things on your logs from last week—some missing location data and an off-duty segment that didn't match up. I wanted to see if we could take five minutes to look at it together.' [Open the logbook together and review.] 'I know the ELDs can be a pain, and they're not always intuitive. But this stuff impacts our HOS score—and that's one of the first things DOT checks during an inspection.' 'What's been your process lately when changing duty status or taking breaks? Are you using the app on your phone or the tablet in the cab?' 'Let's set a quick routine. Before you go off-duty, take 10 seconds to double-check your status and log a location. I'll send out a cheat sheet today just as a reminder. It's small stuff—but it adds up fast.' Why It Works: You're teaching, not blaming. You ask about their process, offer support, and introduce a repeatable habit. That's how you reduce violations over time. The Situation: A roadside inspection took your truck out of service for a worn tire and a faulty light. The Wrong Way: 'This should've been caught on your pre-trip. Are you even doing your inspections?' The Right Way: 'Hey [Driver Name], I wanted to circle back to the roadside inspection from last Thursday. We got hit with two violations—tread depth and a marker light. Can we talk through your pre-trip that morning?' [Let them explain.] 'I know you've got a lot on your plate, and we're all trying to get rolling early, but these issues put us out of service. That costs time, money, and hurts our Maintenance BASIC.' 'Let's do this: starting this week, I want you to snap a photo of your tires during your pre-trip and text it in. Same thing if you find a light issue. That way, we have a visual record—and we can catch things before DOT does.' 'I'm not coming down on you. I just want to make sure we're both doing everything we can to keep those trucks rolling clean.' Why It Works: You reinforce expectations without accusation. You introduce a simple accountability system that benefits everyone. And you keep it team-oriented. The Situation: A backing accident at a customer yard. No injuries, minor damage, but still DOT reportable. The Wrong Way: 'You've got to be more careful. This kind of stuff is unacceptable.' The Right Way: 'Hey [Driver Name], I appreciate you reporting the incident last night. First off, are you okay? I know even small accidents can shake you up.' [Let them speak. Acknowledge.] 'Thanks for walking me through that. Backing at that location has been tight for years—I've seen other drivers struggle there too.' 'Still, every crash puts a mark on our record. It hits our Crash Indicator score and can trigger more inspections—even if it wasn't entirely your fault.' 'Let's work together on a checklist for tight docks. Maybe we set a policy—if the space is blindside or below a certain width, you call dispatch and we walk it out together over the phone before backing.' 'The goal isn't to point fingers. The goal is to protect you, the truck, and our record. You with me?' Why It Works: You focus on the driver's well-being, acknowledge the challenge, then co-create a solution. That's real leadership. Be consistent. Don't wait for violations to coach—have monthly performance check-ins. Track trends. If multiple drivers are making the same mistake, your process is broken—not the driver. Document the conversation. Not for punishment—but for improvement tracking and legal protection. Follow up. Check back in after two weeks. 'Hey, how's that new log process working for you?' When drivers know you're invested in their success—not just their mistakes—you build a safety culture that lasts. Your CSA score isn't just a number—it's a reflection of your leadership. And leadership shows up in how you coach your drivers when things go wrong. Don't lead with blame. Lead with purpose. Use every violation as an opportunity to teach, support, and strengthen your team. Because when coaching is done right, it doesn't just fix prevents them. The post Driver Coaching Scripts That Actually Improve CSA Scores appeared first on FreightWaves.
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What it's like to spend the night aboard a combat-tested US Navy destroyer
Business Insider recently spent a night aboard a US Navy destroyer sailing from England to France. Our reporter got an inside look at daily life for sailors on USS Thomas Hudner. Sailors explained what they like about being on the ship, as well as some of the challenges. ENGLISH CHANNEL — About a year and a half before Business Insider stepped aboard the US Navy destroyer USS Thomas Hudner, the ship was battling hostile drones in the Red Sea. Kill marks can be seen painted on the warship, which recently found itself again wrapped up in the violence in the Middle East. BI's stay aboard the powerful warship at the tail end of May and into June was significantly quieter by comparison. The roughly 24 hours spent aboard the Thomas Hudner as the ship crossed the English Channel from England to France to mark the 81st anniversary of the D-Day invasion offered a glimpse into what life is like for the warship's sailors as they handle missions while grappling with the grind of daily Navy life. Setting sail, two tugboats pulled the 500-foot-long Arleigh Burke-class destroyer away from the pier and into a crowded harbor. Sailors in their dress blues stood manning the rails as people on the shore looked on with great interest. Getting the warship underway at Portsmouth was a whole-of-ship effort, with sailors from the bridge to the combat information center and from the flight deck at the stern to the bow all playing a role. Cmdr. Cameron Ingram, Thomas Hudner's commanding officer, told me that each of the 300-plus sailors aboard has a "vitally important" job keeping the ship operating smoothly. "We're one big complex machine, and I am just a single component within it," he said. "A ship needs a captain, yes. But a ship needs lookouts, and a ship needs folks to do laundry, a ship needs people to do maintenance on weapons systems and damage control systems, and to stand watches." "As much as the crew needs me to do my job, I need them to do their jobs every single day, because I cannot do my job if they aren't doing theirs," Ingram added. Dinner that evening came early and consisted of pizza, pasta, and Brussels sprouts. I ate with officers in the wardroom, where the World War II film "Saving Private Ryan" was playing on a TV in the background. Considering the purpose of the destroyer's voyage across the English Channel, the famous Steven Spielberg movie was a fitting choice. It's recognized as one of the most realistic portrayals of the Allied invasion of Normandy ever recreated in film, capturing the horrors of the daring operation to secure the foothold needed to break Nazi Germany. The warship I was on was churning the same waters that the massive D-Day fleet had sailed 81 years earlier, thousands never to return home. Following dinner, the ship's skipper delivered a lengthy announcement over the ship's announcing system praising the crew and offering a preview of the coming D-Day events. He ended the broadcast by playing a song over the loudspeaker from the musical "Les Misérables," a nod to the visit to France. I spent the evening wandering around the ship, observing sailors as they did their jobs and listening to them talk about life on the destroyer and in the Navy in general. Life aboard a destroyer is demanding. Sailors operate in tight quarters, sharing berthing spaces and working long hours to keep up ship operations. Daily routines center on watch rotations in areas like the bridge, CIC, and engineering spaces to ensure the vessel stays mission-ready. Despite the challenges, such as limited personal space and time away from family, sailors value bonds with crewmates, the service and sense of purpose, the resilience fostered aboard the ship, and the opportunity to travel. "I've been all over the world," Petty Officer 1st Class Anna Watson, who manages the computer infrastructure for the ship's combat systems, shared. She came to Thomas Hudner, a ship homeported in Mayport, Fla., from the Navy's 7th Fleet, the command that oversees the Indo-Pacific region. "I've been to Japan, Thailand, South Korea — places like that — and now I get to see Europe," she said. "Definitely one of the benefits of being in the Navy, and being on a ship in the Navy, is you get to see most of the world. So that's pretty cool." Some sailors BI spoke with that night pointed to the opportunities for professional growth that come with a deployment and working on a ship. Chief Petty Officer Olaf Sampson, the head electrician, said being in the Navy and serving on a deployed warship is "a great stepping stone for young people to get into," where they can establish independence and learn a skill or trade. Petty Officer 3rd Class Aiden Grimes, who works with the warship's embarked helicopters, finds the problem-solving aspect of his job very appealing. "You don't have a lot of people to go to, so you have to figure it out yourself, and I like doing that," he said. Lt. John Wacker, who flies an MH-60R Seahawk helicopter, has previously deployed with a littoral combat ship and a cruiser, but this was his first time doing so on a destroyer, which he described as the "main force" of the Navy's fleet; the service has 74 DDGs, the most of any ship class. He said it was "cool" to watch how the crew operates on the ship. The experience isn't easy, though. Deployments mean months away from family and friends, with port visits few and far between. And the requirements and scheduling can also change on a dime and give way to a high tempo of operations that can be stressful. In the fall of 2023, for instance, the Thomas Hudner became one of the first American warships to engage in combat against Iran-backed Houthi rebels, who had just started their attacks on Israel and international shipping lanes in the Red Sea. Those battles marked the start of a prolonged campaign for the Navy, which sent multiple aircraft carriers and warships, like Thomas Hudner, to the Middle East to fend off Houthi attacks. The Pentagon even extended some deployments, putting additional stress on crews with a difficult mission. More recently, not long after the ship participated in D-Day events in France, the Thomas Hudner was dispatched to the Eastern Mediterranean along with four other destroyers to help shield Israel from Iranian ballistic missile attacks. The Navy warships collectively scored multiple interceptions. The Houthi and Iranian engagements underscore the need for sailors to always be ready for the possibility of a new mission. That high state of readiness, however, can take its toll. Military roles come with different pressures compared to life in the civilian world. When it came time to rest that night on the destroyer, I retreated to the stateroom I had been assigned, which resembled a small command center with a pull-out bed and an en suite bathroom. It was my second time spending the night on a Navy ship. Last year, I embarked overnight on the aircraft carrier USS Dwight D. Eisenhower during a Red Sea combat deployment. The room was on the colder side, and I didn't sleep more than about an hour, though that had more to do with my insomnia than anything else. Without WiFi or cell service, I played games on my phone just to pass the time until breakfast, which was pancakes, eggs, corned beef hash, and a few much-needed cups of coffee After breakfast, I made my way up to the ship's bridge to watch as we approached the scenic French coastline and my final stop, Cherbourg-en-Cotentin. The destroyer sailed slowly into the port, accompanied by tugboats, and methodically pulled up alongside the pier. The following process of dropping the anchor and using the massive lines to secure the destroyer in place — the reverse of what the crew did in Portsmouth — was as intricate and lengthy as it was in England. It involves tough, manual labor, but for some, that's part of the appeal of serving on a ship. "There's also something kind of majestic, if you will, about pushing a gigantic piece of iron war machinery through the water," shared Chief Petty Officer Chris Miller, who is responsible for the destroyer's self-defense systems. "It takes a lot to make this thing move, and there are a lot of moving pieces to it." "It's very intricate in design and very sophisticated, but it's also very powerful," he added, summing up his thoughts with: "It's awesome." Read the original article on Business Insider
