Featured Post from Villanova University

Application of Road Salt Can Have Widespread and Long-Lasting Impacts, Says Villanova’s Steven Goldsmith, PhD

Feb 13, 2025

5 min

Streaks of white that coat roads and cars. Powdery footprints smudged into floors. It’s the time of year when much of the United States relies on road salt to keep ice at bay and accepts the nuisances that come with it. But beyond the inconvenience, all that salt has potentially serious, long-term effects on the environment, human health and infrastructure.


Steven Goldsmith, PhD, an associate professor of Geography and the Environment at Villanova University, researches topics in watershed biogeochemistry and environmental health. A focus of his lab is the study of de-icing practices on water quality. Recently, Dr. Goldsmith shared insights from his work, exploring the widespread consequences of road salt and potential solutions to reduce its harm.


Villanova PR: You have led or participated in research focused on the environmental impacts of road salt application, often locally, but with much broader implications. What have some of those studies found?


Steve Goldsmith: In 2022, we published a paper showing that salt—sodium in particular—is seeping into Philadelphia's water supply, and it's timed with snow melts. We found that if you drank a glass of tap water during the peak period in the winter of 2018-19, your sodium intake would be six times what the Environmental Protection Agency (EPA) recommends within a glass of water for someone on a low-sodium diet. We are susceptible in this region because most of our water supply comes from rivers, and the rivers receive that salt runoff. Some of our findings indicate this is a chronic issue and not limited to winter months. All that contaminated shallow groundwater causes the concentration to rise year-round, even in the summer.


In a recent paper, we discuss the issue of salt that lands on the side of the road. When it does, it infiltrates into soil, and then it goes into shallow groundwater before entering our streams. Oftentimes when salt is applied to the road and you receive that initial precipitation, you are left with runoff with salinity near the concentration of sea water, which is very bad for freshwater organisms.


PR: Have those studies found other impacts beyond those created directly by sodium?


SG: It’s certainly not just a sodium issue—it's also a chloride issue. Chloride does have a negative impact on aquatic organisms, but it can also corrode drinking water infrastructure. If you have lead pipes in that infrastructure, that can lead to a range of human health issues. Even just to prevent those problems, applying chemicals to protect from the corrosion of pipes increases costs.


Perhaps the worst part is when road salt infiltrates shallow soil and groundwater, the sodium is left behind preferentially in soils because it's displacing other positively charged elements, which could then go into groundwater. The elements it replaces are metals. If we have more salt runoff on the side of the roads, chances are, if we look in those streams, we are going to see higher concentrations of heavy metals like copper, zinc and even lead.


PR: You have mentioned the efficacy of brine. What is brine and why is it more effective than traditional road salt?


SG: If you’ve ever driven behind a rock salt truck, you probably noticed it pelts your windshield and shoots salt everywhere. A lot of that rock salt ends up following the natural trajectory of the road, which is designed to drain towards the sides to keep water from pooling. As soon as a snowstorm happens, it's going to melt and flow into the storm drain. That, of course, is bad for the environment, but also doesn’t help remove ice from the road.


With brine, the application is a diluted road salt with water mixture that is usually about 23 percent sodium chloride by volume, and it’s referred to as an “anti-icing” measure. The saltwater infiltrates the top layer of pavement and embeds in the roadway itself, which keeps ice from crystallizing when snow or water hits the surface.


To use an analogy, let’s say you have a large rock that you placed on top of the pavement, but you also have a quarter of that rock’s volume in sand. If you put that sand onto the pavement, it will permeate into nooks and crannies. That's the same idea here: use less material and in a way that makes it stick better to the surface and reduces the need to reapply as often during and after storms.


PR: What are potential positive impacts if municipalities switch from road salt to brine?


SG: There are limited studies on this, but it's been shown that if done properly, brining can reduce salt runoff into streams by anywhere from 23 to 40 percent. If it's 40 percent, you have almost cut the problem in half, and that lower peak salt concentration and runoff would have a profound positive impact on aquatic organisms that are downstream. From a cost standpoint—and I say this theoretically because there are other up-front costs associated with brining at the municipal level—if you reduce salt concentrations by up to 40 percent it means you apply a lot less and therefore spend a lot less.


PR: What can individuals do to decrease road salt runoff, and how much of an impact does individual use have?


SG: We can start by addressing the household salt application problem. Another one of our recent papers suggests that other impervious surfaces, like driveways, sidewalks and parking lots, are probably contributing even more than the roadway application. The best estimate is that individual or private contractor use could be over 10 times what you see on roads. For researchers, part of addressing this is trying to understand why people apply so much salt on their personal properties: are they afraid of lawsuits? Keeping with the Joneses? Are they not aware of ordinances that say you have to shovel within a certain number of hours, which would negate the need for salt anyway?


For homeowners and other individuals, one proposed solution is to use a coffee mug’s worth of salt for every 10 sidewalk squares. Think of it as a “low-sodium diet” to make sure you’re not overapplying. It’s a way we can limit our use of salt and do so in a way that doesn't jeopardize safety. These individuals can also sweep up salt applied before a storm that never materialized to use before the next one. This will prevent the possibility of rain needlessly dissolving the salt.


PR: Are there effective alternatives to road salt that individuals can use?


SG: The only truly effective alternative, unfortunately, is simply using less road salt. While some people apply sand, it also washes into local streams, causing environmental harm. Another option that has gained attention is beet juice—what I like to call the “Dwight Schrute” solution. Beet juice actually works better than road salt because its organic acids prevent ice from crystallizing at temperatures much lower than those at which rock salt is effective. However, from an environmental standpoint, beet juice contains high levels of nutrients, which can contribute to algae growth if it enters waterways. Additionally, recent studies suggest it may also be toxic to aquatic organisms. The growing consensus is that while some road salt is necessary, we need to use less of it.


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What may begin as an intended push for excellence can instead result in burnout, high turnover and weakened trust—outcomes that are especially problematic in collaborative, fast-paced industries like hospitality. “There’s even evidence that abusive behavior in restaurant settings can lead to food loss,” shares Dr. Priesemuth. “So, there is a sort of retaliation from the employees who are going through this experience, whether it’s measured [in profit margins] or impact on the customer.” In order to prevent these less-than-ideal outcomes, businesses should take steps proactively, says Dr. Priesemuth. More specifically, they should clearly articulate their values and expectations, considerately engage with their staff’s opinions and concerns and consistently invest in their employees’ growth and development. In the world of “The Bear,” a few of Carmy’s managerial decisions in the second season could be seen as moves in the right direction. 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Typically, it demands a long-term commitment to organizational change at the business’ highest levels. “Adjusting the tone at the top really matters,” says Dr. Priesemuth. “So, if the owner were to treat their chefs and waiters with the dignity and respect that they deserve as workers, that also trickles down to, for example, the customer.” A leader’s influence on workplace morale, she contends, is nuanced and far-reaching. When those in charge model a lack of empathy or emotional distance, for instance, a sort of toxicity can take root. Likewise, when they repeatedly show anger, animosity or frustration, those same feelings and attitudes can have an ingrained effect—regardless of a staff’s talent or ability. Given the outsized role owners, supervisors and managers play in shaping organizational culture, Dr. Priesemuth further notes, “Leaders must also feel that they’re being supported. You can’t have someone who’s exhausted, works 80 hours a week and has relationship and money issues and expect them to say, ‘What are your problems? What do you need?’” In many ways, her insights speak directly to the struggles Carmy faces and prompts throughout “The Bear’s” run. At every turn, he’s dogged by family and relationship troubles, mounting financial pressures and unresolved trauma from a past role. Ultimately, as would happen in real life, his difficulty in healthily processing and addressing these issues doesn’t just harm him; it affects his staff, manifesting itself as a need for control and a crusade for perfection. “There are spillover effects from your own personal life into your job role. In the management field, that has become increasingly clear,” says Dr. Priesemuth. “Whatever you’re going through, whether it’s from an old job or something personal, it will automatically spill over into your current work life and your interactions. And, vice versa, what’s happening to you at work will [impact you off the clock].” In dramatic fashion, the fourth season of “The Bear” concludes with Carmy acknowledging as much. Determining that there are other aspects of his life desperately in need of attention, he surrenders the reins of his business to chef de cuisine Sydney “Syd” Adamu and maître d’hôtel Richard “Richie” Jerimovich, appointing them part-owners. While the soundness of this decision remains a subject for the show’s next season, Carmy justifies the move with a blunt admission: “It’s the best thing for the restaurant. We have to put the restaurant first… I don’t have anything to pull from.” In the end, in both “The Bear” and management studies, there’s an understanding that building healthy and productive work environments requires active engagement and positive reinforcement on the part of leadership. In a sense, creating a strong work culture is shown to be a lot like preparing a phenomenal meal; it’s a matter of attentiveness, patience and care. Without those ingredients, the result could very well be a recipe for disaster.

4 min

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Jaisy Joseph, PhD Assistant Professor, Systematic and Constructive Theology Dr. Jaisy Joseph is a trained ecclesiologist, able to address a wide range of topics relating to the papacy, conclave process and Catholic Church. Previously, she has commented on the Church's presence in Asia and the Global South, offering expert commentary on its growth, challenges and shifting influence. As quoted by ABC News Digital: "[The election of someone from the Global South would be] a move in that direction of how to be a global church. That move from a Eurocentric church to a truly global church—I think that's what Francis really inaugurated." Patrick Brennan, JD Professor of Law; John F. Scarpa Chair in Catholic Legal Studies Professor Brennan is an expert on the conclave process and the main rules that govern it. 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Villanova Professor Sees Costs and Benefits in Corporate and Federal Return-to-Office Mandates

In early February, federal agencies submitted plans in accordance with an executive order to initiate an estimated 1 million government employees’ full-time return to their duty stations. The departments’ actions are among the latest in a series of RTO moves enacted since the start of 2025. Notably, they follow policy changes by corporate giants Amazon, AT&T and JPMorgan, who in January began requiring five days of in-person work for select staffers, with justifications ranging from strengthening culture to improving performance. With more employers expected to require in-office work in the coming months, some predict that 2025 could be the “year of the RTO mandate.” But, given the arguments from those pushing for these policies, it’s worth asking: Are these return-to-office requirements truly justified? Do they actually improve communication, strengthen teams and boost productivity, as supporters claim? According to Kyoung Yong Kim, PhD, whose research focuses on telework, strategic human capital management and employee-organization relationships, the answer is complicated—and highly circumstantial. Dr. Kim says that, by gathering coworkers around the proverbial water cooler, RTO policies can in some cases facilitate dialogue, promote teambuilding and foster organizational success. Yet, in other instances, work-from-home (WFH) arrangements can significantly boost employee morale, efficiency and output. “In a recent paper, my colleague Ijeoma Ugwuanyi [a professor at Hong Kong Metropolitan University] and I examined how social distancing initiatives, which reduce interactions among people, impact working relationships,” says Dr. Kim. “We found that they can actually help improve negative ones, at least in employees’ minds.” Analyzing data collected on 105 working relationships among 43 full-time personnel at a South Korean healthcare company, Dr. Kim and Dr. Ugwuanyi discovered that, when afforded extended WFH privileges, colleagues previously at odds were given the space necessary to reassess their outlooks and improve their dynamics—especially when the individuals involved were viewed as competent and warm. As a result, these repaired relationships generally empowered more effective collaboration in the long run. Additionally, employees with positive in-person relationships maintained a solid rapport even when geographically apart. “These findings are particularly relevant as corporate and government workers increasingly return to their offices,” says Dr. Kim. “Managers need to remember that, according to the research, employees are willing to reset negative relationships they had previously. That said, returning to the office also offers a chance to strengthen relationships and make them more positive, which is crucial since team dynamics are a key determinant of team performance.” Per Dr. Kim, in order to best position themselves for success on the RTO front, organizations need to take a measured, sympathetic approach in facilitating their in-office policies, with an eye toward mitigating negativity. They need to remain cognizant of the logistical and interpersonal challenges that could emerge in the wake of a return, address their employees’ concerns in an attentive manner and foster a “supportive climate characterized by supportive behaviors.” It’s a situation that Dr. Kim says bears parallels—perhaps somewhat counterintuitively—to the mass shift to telework that occurred during the COVID-19 pandemic. As he found in his research on that phenomenon, employees responded best to changes in their working arrangements when organizational leaders and managers took the time to explain and actively discuss the reasoning behind them, especially in mission-driven terms. “Essentially, an important implication of the findings is that, to sustain employees’ positive attitudes and behaviors, it is crucial to frame these moves in a way that highlights how working in the office benefits both employees and the organization,” says Dr. Kim. In turn, RTO-focused organizations should recognize that their words and messages have a very real impact, particularly when scrutinized by workers who may not be happy about resuming their morning commutes. “Amazon, for instance, appears to be taking a thoughtful approach by emphasizing the value of collaboration with colleagues and the enrichment of organizational culture,” says Dr. Kim. “One potential drawback, however, lies in their message about the consequences of non-compliance, specifically that failure to adhere to the in-office policy could jeopardize employees’ chances of promotion. “A more positive framing, emphasizing how such policies support professional growth as well as employees’ well-being, could enhance favorable perceptions and work behaviors.” In the event organizations remain attuned to such situations—taking their employees’ perspectives into account, actively communicating their intentions and presenting clear value propositions—Dr. Kim thinks a year of the RTO mandate could potentially be a less daunting prospect. And maybe, with time, the transition back from Zoom to the boardroom could be a beneficial one.

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