Tag: 3BL

Commercial water filtration presents a different type of sales challenge where projects often begin with specifications developed for a particular filtration system. Effective size, or ES, and uniformity coefficient, or UC, are among the measurements that can play an important role in figuring out whether filtration media meets those requirements.

Mike describes uniformity coefficient as an indication of how tightly grouped the particle sizes are within a product. The tighter the distribution, the lower the uniformity coefficient. Effective size provides another measurement of the material’s particle sizing. Depending on the application, customers may also consider characteristics such as:

• Specific Gravity
• Grain shape
• Acid solubility

Understanding these specifications for filtration sand and gravel is essential because the requirements can vary from one project to the next. That technical knowledge is part of what Joel believes makes specialization so important in the market.

“Water filtration is a very niche market,” Joel said. “You need somebody that’s specialized in that market who can talk that market’s language, know the customers in that market, build those relationships, and continue to grow it.”

A Project Business Where Timing Matters

Understanding the specification is only the beginning. Commercial filtration is often project-based, unlike other industries that are more likely to yield recurring orders. In addition, the nature of water filtration projects creates a timing challenge that requires the necessary filtration media to be available before work can begin.

“These customers are generally repurposing a filter,” Joel explained. “They’re putting new media in the filter, and they’re scheduling their project to take down the filter at a certain point of time, and they have to have it back up and running at a certain point in time.”

Winning an order is only one part of the process. A single project can require several grades of material. Different layers of gravel and sand may work together within the filtration system, making product availability and coordination important considerations. If one aspect of the project isn’t aligned, it creates immediate problems for the customer.

Commercial projects require coordination among sales, production, plant leadership, product development, technical resources, and logistics. Each group plays a critical role in delivering a successful outcome for the customer. For Mike and Joel, collaboration is essential, both internally and externally, because successful filtration projects depend not only on product quality but also on flawless execution and strong customer relationships. By working closely with customers throughout the process, they build trust, gain a deeper understanding of customer needs, and ensure expectations are met every step of the way. This level of teamwork and partnership demonstrates Covia’s commitment to being a trusted partner and reliable supplier that customers can count on for future orders.

“We build that relationship with that customer for their trust,” Mike shared. “They know that they can count on us to deliver a good product in the timeline that they need.”

Create Partnerships on Three Sides of the Project

Unlike a traditional sales relationship centered primarily on a purchasing contract, filtration projects can involve several groups with significant influence over the final material selection. For Joel, each project in the commercial filtration market is like a three-legged stool, with three key parties supporting the project:

• The municipality
• The engineer designing the filter
• The construction company installing the filter

Each group plays a different role. The municipality or end user decides what the system needs. Engineers help design the filtration system and establish specifications. Contractors bid on the work and ultimately need confidence in the suppliers providing the materials they will install.

“To win the contract, you have to have all three of them bought in because they all make decisions in that process,” Joel explained. “It’s a complicated process, and that complexity makes building those relationships especially valuable.”

The project-based cadence of water filtration is another reason why Joel’s and Mike’s ability to build trust among each group is notable. A successful experience with one engineer, municipality, or contractor can create credibility that carries into future opportunities.

“We want to be the first call for the customer,” Joel said. “We want to be trusted advisors. We want to be the ones where they pick up the phone and they call and ask questions, and we can give them answers and we can also give them solutions.”

Creating a Larger Platform for Growth

Covia had been active in the water filtration market before acquiring the Thompson plant, including an established presence in pool filtration through AQUAQUARTZ® pool filter sand. However, both Mike and Joel see the 2024 acquisition as a key opportunity to deepen that commercial filtration presence.

“The acquisition of Thompson gave us an opportunity to expand into the commercial water filtration market and provide better service,” Joel said. “We have always been a player in this market, but now we are dedicating more time and focus.”

Joel also points to collaboration with the Covia Innovation Center and product development teams as another part of the effort. These teams are doing developmental work and evaluating products and capabilities that could address more needs within the filtration market.

Looking Beyond the Next Project

Mike and Joel know that growing the filtration business isn’t about a single defining sale. In a project-based market, progress is built one specification, one relationship, and one successful delivery at a time. That growth requires time for specifications, customer calls, plant coordination, and travel, but it’s also important for both of them to leave room for life outside work.

Mike enjoys traveling with his family, attending his children’s soccer activities, and fitting in an occasional cruise.

Joel takes a similar approach, prioritizing his children’s sporting events along with golf and biking. He also enjoys spending time on the water, even after once insisting he would never own a boat.

The balance is fitting for two careers built around relationships. Whether they are working with a customer, coordinating with a plant, developing a new opportunity, or spending time with family, Mike and Joel understand that trust is rarely built in one moment. It develops through consistency, communication, and showing up when it matters.

For Covia’s growing water filtration business, those same principles are helping turn specialized capabilities into new opportunities, one project at a time.

For Gokaldas Exports (NSE: GOKEX), a Cascale Corporate member, sustainability has become closely intertwined with the company’s broader transformation.

Founded in 1979 and headquartered in Bengaluru, India, the apparel manufacturer operates across India, Kenya, and Ethiopia and serves over 20 global brands and retailers across more than 50 countries.

In a conversation for Cascale’s “Source of Good” podcast, Siva Ganapathi, vice chairman and managing director, described how the company’s transformation began around 2017, when management focused on strengthening factories, improving quality and delivery, investing in automation, and rebuilding customer confidence. As expectations from global brands continued to evolve, Gokaldas also needed to translate sustainability commitments into measurable, credible improvement across its manufacturing operations — while ensuring those investments supported the company’s broader business goals.

“We invested a lot in sustainability because we understood that brands are requiring it,” Ganapathi said on the “Source of Good” podcast. “It made environmental sense, it made social sense, and it made business sense.”

Top Takeaways

• Sustainability investment is helping drive Gokaldas Exports’ broader business transformation.
• Higg FEM data supports factory-level measurement, benchmarking, and corrective action.
• Independent validation strengthens the credibility of Gokaldas’ environmental performance data.
• Water investments have delivered significant gains, including 92 percent process-water recycling in laundry operations.
• Gokaldas Exports has developed a robust and well-defined roadmap to achieve net zero emissions by 2045 and carbon neutrality by 2030.
• MCAP is helping Gokaldas translate its climate ambitions into measurable, science-aligned Scope 1 and 2 targets.

The Challenge: Turning Expectations into Measurable Performance 

Sustainability, and Cascale membership, became an increasingly important part of Gokaldas’ investment strategy. Ganapathi explained that while sustainability initiatives existed previously, they were not a primary focus. As brand expectations evolved, Gokaldas increasingly viewed sustainability not only as an environmental and social responsibility, but also as a business imperative.

The challenge was to turn those growing expectations into consistent, measurable action across the company’s operations. That required reliable factory-level data, credible validation of reported performance, targeted investments in areas such as water and energy, and a structured pathway for advancing climate goals.

The company’s FY2024–25 Annual Report reflects this approach, identifying sustainability as a core component of its operating strategy and highlighting investments in energy, water, waste, sustainable sourcing, and circularity.

Making Sustainability Measurable with Higg FEM

Data has become a central part of Gokaldas’ sustainability management. The company has used the Higg Facility Environmental Module (Higg FEM) to assess and benchmark environmental performance across its facilities, covering areas such as energy, water, waste, wastewater, air, and chemical management.

In the podcast, Ganapathi reported that Gokaldas’ average Higg FEM score increased to 91 percent in 2025, up from 89 percent in 2024. To achieve it, Gokaldas tracks performance at the factory level and focuses corrective action on facilities and areas where performance is weaker.

This reflects a progression from measuring sustainability performance to using standardized data as an operational management tool. It gives Gokaldas a consistent framework through which to identify performance gaps, compare results, and direct improvement efforts across its operations.

Strengthening Confidence Through Independent Verification of Higg FEM Data

Gokaldas Exports subjects its Higg FEM-related environmental data to independent validation, strengthening the credibility of the information it uses to assess environmental performance. In its FY2024–25 Annual Report, the company states that it engaged Bureau Veritas, PDCA International Limited, and Teks Tech Inspection India Private Limited to validate its environmental data in accordance with Higg FEM 4.0. The validation covers reported environmental performance across areas including energy, water, wastewater, emissions, and waste.

Third-party verification plays a vital role in building confidence in environmental performance data. It provides independent assurance that Gokaldas sustainability data is accurate, reliable, and aligned with internationally recognized standards. This enhances transparency, strengthens trust with their customers and stakeholders, and demonstrates their commitment to accountability. More importantly, verified data supports informed decision-making and reinforces Gokaldas’ focus on continuous improvement, making it a key element of their sustainability journey.

Water: From Efficiency to Water Neutrality

Water is one of the areas where Gokaldas has made particularly significant progress. The company reports recycling 92 percent of process water in its laundry operations and has achieved a 40 percent reduction in water use in laundry operations through state-of-the-art machinery. Water intensity per kilogram of garment washed also decreased by 36 percent.

The company has implemented Zero Liquid Discharge (ZLD) systems and uses treated wastewater to reduce freshwater requirements. In the podcast, Ganapathi also noted that the company’s fabric-dyeing plants recycle approximately 96 percent of water.

These initiatives support Gokaldas’ goal of becoming water positive by 2030. The company’s current sustainability strategy identifies water as a priority alongside decarbonization and circularity.

Net Zero by 2045, Carbon Neutrality by 2030

The company has developed a robust and well-defined roadmap to achieve net zero emissions by 2045 and carbon neutrality by 2030, supported by clear milestones and strategic investments. Significant progress has been made through the increased procurement of renewable energy, Carbon offset strategy, implementation of energy-efficiency projects, and the gradual transition toward an electric fleet to reduce fossil fuel dependence.

Using MCAP to Put Climate Targets into Action

Gokaldas Exports’ participation in Cascale’s Manufacturer Climate Action Program (MCAP) has helped strengthen the company’s approach to climate action by providing a structured pathway to establish science-aligned targets for Scope 1 and 2 emissions.

Through MCAP, manufacturers with guidance and support to measure emissions, develop and validate Scope 1 and 2 science-aligned targets, assess climate risks, and build actionable decarbonization plans. Gokaldas has combined target setting with practical work on energy efficiency, renewable energy, and resource management. The company has highlighted its progress in procuring renewable energy, improving machinery efficiency, and increasing water and waste recycling as part of its broader decarbonization efforts.

Listen to “The Business Advantage of Sustainability Investment with Gokaldas Exports”

Why It Matters

Gokaldas Exports demonstrates how a manufacturer can integrate sustainability into a broader business transformation. By combining Higg FEM measurement and independent data validation with investments in water efficiency, renewable energy, operational improvements, and science-aligned climate targets through MCAP, the company is building sustainability into how it manages and grows its manufacturing operations.

Together, these efforts show how sustainability investment can support more disciplined, data-driven management while helping a manufacturer respond to customer expectations and prepare for long-term growth.

Curious about Cascale membership and the benefits our members receive?

Learn More

Guest post from Rise Against Hunger

One of the greatest impacts of in-kind shipping from FedEx is that its reach extends far beyond any single shipment. It helps Rise Against Hunger build stronger relationships with our in-country partners, expand access to healthcare in the communities we serve and respond quickly when emergencies arise.

A recent vaccine donation distribution in Haiti is a powerful example. With support from FedEx, Rise Against Hunger facilitated the temperature-sensitive transportation of HPV vaccines from New York to Miami before they continued to Haiti. Working directly with Haiti’s Minister of Health, Dr. Bertrand Sinal, and his team, we coordinated all logistics to ensure the rapid clearance of the vaccines through customs while maintaining the integrity of the cold chain transportation. The successful shipment, valued at $9.8 million, will help protect approximately 2,500 Haitians against HPV-related cancers and has opened the door to discussions about a substantially larger donation opportunity with the vaccine donor.

However, the impact of that collaboration did not end when the vaccines arrived in Haiti. In the aftermath of the recent earthquake in Venezuela, Dr. Sinal reached out to share that Haiti deployed a delegation of medical professionals and a cargo plane carrying supplies from Haitian hospitals to respond to the crisis. 

Through our relationship, Dr. Sinal and his team connected Rise Against Hunger with Haiti’s ambassador to Venezuela, as well as other government officials involved in the response.

Those connections created a direct pathway for Rise Against Hunger to provide additional assistance. As part of our immediate emergency response, we coordinated the transfer of 285,120 Rise Against Hunger meals from multiple warehouses to the Port of Miami for delivery to Venezuela using the FedEx in-kind shipping program.

Our response has expanded beyond meeting immediate food needs to helping strengthen healthcare access for earthquake-affected communities. We have prepared a shipping container filled with 40 pallets of hospital and trauma supplies, antibiotics and other medications for adults and children, along with a large quantity of adult, children’s and prenatal vitamins. These products will help healthcare providers treat injuries, address ongoing medical needs, and continue caring for vulnerable families as recovery efforts move forward.

This response demonstrates the true multiplier effect of our relationship. A shipment that began with expanding access to preventive healthcare in Haiti helped strengthen the relationship with the country’s Ministry of Health. That relationship then created an opportunity for the nation of Haiti, Rise Against Hunger and our established partners to respond to an emergency in another country while expanding access to healthcare for those impacted by the earthquake throughout the longer-term recovery.

The multiplier effect of FedEx in-kind shipping often begins long before a completed shipment leaves our warehouse. Knowing that transportation support is available gives us the confidence to say “yes” when a donor offers medications, medical supplies or other urgently needed products. It allows us to move donations from multiple locations, consolidate them in our warehouses and prepare larger, more comprehensive shipments based on the priorities identified by our partners and government officials.

We have seen firsthand how one successful shipment can lead to so much more. When donors see that we can safely and efficiently move a complex donation, it often leads to additional product offers and larger opportunities. When ministries of health and in-country partners see that we follow through on our commitments, it builds trust and often leads to new connections, requests and opportunities to reach even more communities. The impacts of FedEx in-kind shipping often happen behind the scenes and may not always be visible in an individual shipment update.

This is what collaboration looks like at its best: one act of support opening the door to another and creating an impact far greater than any of us could achieve alone.

Click here to learn about FedEx Cares, our global community engagement program.

Caesarstone ESG Report: Incorporating ESG Considerations Within the Partner Selection Process

In our 2024 Report, we discuss how ESG assessments have become a key aspect for selecting strategic business partners, and how they are incorporated within our vendor selection process.

The process begins with a comprehensive questionnaire that every potential vendor is required to complete. This helps us make informed decisions when selecting strategic business partners and ensure they align with our environmental, social and regulations standards. The questionnaire covers various ESG related topics and requirements including:

• Health and Safety

Defined health and safety policies, procedures and certifications.

• Environment

Following local regulations and implementing environmental improvement strategies. 

• Compliance

Meeting required regulatory and statutory standards.

• Workforce management

Ensuring adequate working conditions, maintaining a strict policy against child labor, and complying with wage and working hours regulations.

• Quality and certifications

Align with Caesarstone quality standards and certifications. For example, conducting quality inspections, performing internal audits, and addressing customer issues. These certifications include quality management systems such as ISO 9001:2015, National Sanitation Foundation (NSF) Safety certification, GREENGUARD low chemical emissions certifications, and Global Recycled Standard (GRS) certifications for environmental, social, and chemical compliance throughout the value chain.

Improving Strategic Business Partners’ ESG Performance

We work closely with our business partners within the supply chain, to ensure they meet any required standards and to support their continuous improvement. To ensure ongoing improvement, we have implemented several initiatives:

• A full-time strategic business partner manager in Israel is tasked with managing our relationships and ensuring compliance.
   
• Regular audits at the strategic business partner’s sites are conducted to ensure that our standards are maintained. 
   
• We make sure strategic business partners adopt any essential standards or processes in case they are required, while ensuring they possess all necessary certifications.

Adhering to the Global SMETA Standard

In 2024, we performed social and environmental audits on all our strategic business partners according to the global SMETA standard, to further evaluate and enhance their sustainability practices. The findings from the SMETA audit were carefully reviewed and analyzed. Identified violations were incorporated into an action plan for the strategic business partners to ensure corrective measures. Of particular importance are topics related to forced-or-child labor, where Caesarstone does not tolerate violations of any kind.

Monitoring Supply Chain Performance

This year, we placed an increased focus on monitoring different aspects of ESG performance throughout our extended value chain. This process is laying the groundwork for close collaboration with our strategic partners in the hopes of tracking and improving ESG metrics as part of our overall sustainability journey. We currently have processes and systems to monitor environmental metrics such as electricity, fuel, and water consumption, as well as waste disposal and raw material usage. This commitment allows us to hold our strategic partners to the high environmental standard we hold ourselves to, as well as the environmental standards of our stakeholders. As we expand our ESG management and work toward achieving our goals, we recognize that extending our supply chain comes with a responsibility to ensure environmental performance, safety standards, and the monitoring and continuous improvement of governance processes.

Read the full Caesarstone Report ESG 2024

Caesarstone ESG Report: Incorporating ESG Considerations Within the Partner Selection Process

In our 2024 Report, we discuss how ESG assessments have become a key aspect for selecting strategic business partners, and how they are incorporated within our vendor selection process.

The process begins with a comprehensive questionnaire that every potential vendor is required to complete. This helps us make informed decisions when selecting strategic business partners and ensure they align with our environmental, social and regulations standards. The questionnaire covers various ESG related topics and requirements including:

• Health and Safety

Defined health and safety policies, procedures and certifications.

• Environment

Following local regulations and implementing environmental improvement strategies. 

• Compliance

Meeting required regulatory and statutory standards.

• Workforce management

Ensuring adequate working conditions, maintaining a strict policy against child labor, and complying with wage and working hours regulations.

• Quality and certifications

Align with Caesarstone quality standards and certifications. For example, conducting quality inspections, performing internal audits, and addressing customer issues. These certifications include quality management systems such as ISO 9001:2015, National Sanitation Foundation (NSF) Safety certification, GREENGUARD low chemical emissions certifications, and Global Recycled Standard (GRS) certifications for environmental, social, and chemical compliance throughout the value chain.

Improving Strategic Business Partners’ ESG Performance

We work closely with our business partners within the supply chain, to ensure they meet any required standards and to support their continuous improvement. To ensure ongoing improvement, we have implemented several initiatives:

• A full-time strategic business partner manager in Israel is tasked with managing our relationships and ensuring compliance.
   
• Regular audits at the strategic business partner’s sites are conducted to ensure that our standards are maintained. 
   
• We make sure strategic business partners adopt any essential standards or processes in case they are required, while ensuring they possess all necessary certifications.

Adhering to the Global SMETA Standard

In 2024, we performed social and environmental audits on all our strategic business partners according to the global SMETA standard, to further evaluate and enhance their sustainability practices. The findings from the SMETA audit were carefully reviewed and analyzed. Identified violations were incorporated into an action plan for the strategic business partners to ensure corrective measures. Of particular importance are topics related to forced-or-child labor, where Caesarstone does not tolerate violations of any kind.

Monitoring Supply Chain Performance

This year, we placed an increased focus on monitoring different aspects of ESG performance throughout our extended value chain. This process is laying the groundwork for close collaboration with our strategic partners in the hopes of tracking and improving ESG metrics as part of our overall sustainability journey. We currently have processes and systems to monitor environmental metrics such as electricity, fuel, and water consumption, as well as waste disposal and raw material usage. This commitment allows us to hold our strategic partners to the high environmental standard we hold ourselves to, as well as the environmental standards of our stakeholders. As we expand our ESG management and work toward achieving our goals, we recognize that extending our supply chain comes with a responsibility to ensure environmental performance, safety standards, and the monitoring and continuous improvement of governance processes.

Read the full Caesarstone Report ESG 2024

Originally published on Guiding Stars Health & Nutrition News

You know the moment. It’s been a busy day. Your family is asking about dinner, while you’re already thinking about the easiest path that leads to bed. In these moments, it’s easy (very easy) to spin through a drive-through or order overpriced delivery. But there’s an often-overlooked third option that’s just as fast. First, you have to accept that nights like this will happen, and then prepare for them when you shop. By adding convenient items to your shopping cart, you’ll be minutes away from a “fast food” meal made at home.

“Fast Food” Grocery List

“Fast food” made at home uses convenient, already prepared store-bought items such as those below. There are many reasons why this approach is far better than true fast food. Topping the list is control over ingredients (and cost).

• Quick-cooking starches: microwavable grains (brown, Jasmine, Basmati, quinoa), rice blends with added seasoning or beans, frozen “steam in bag” grains, frozen potatoes, thin rice noodles
• Frozen or fresh prepared proteins: breaded chicken, fish nuggets, meatballs, pre-cooked shrimp, falafel, veggie patties (and other vegetarian options), ground chicken or turkey burgers, rotisserie chicken, pre-marinated tofu
• Frozen veggies: stir fry mixes, “steam in bag” veggies, riced cauliflower, frozen potatoes
• Guiding Stars-earning packaged or canned beans and vegetables
• Toppings: shredded cheese, plain/non-fat Greek yogurt, pico de gallo (or salsa), single-serving guacamole, hummus
• Salad kits, pre-washed greens, minimal-prep veggies (grape tomatoes, baby carrots, baby bell peppers, mini cucumbers), packaged pre-washed snow peas
• Tortillas (big and small), tostadas, rolls, flatbreads
• Your favorite flavors: smoked paprika, hot honey, sriracha, chipotle powder, fresh ginger, sauces

Build Bowls, Salads & More

With a little thought and effort, you can recreate the wraps, bowls, fried foods, and other meals you turn to when fast food is calling your name.

“Chipotle-style” bowl: Lay out a “bowl bar” and let your family build their own with the ingredients you have on hand. If time permits, brown very lean ground meat or shred rotisserie chicken and season with a complementary spice blend or sauce.

Grilled sandwich: You don’t need a panini press to make grilled sandwiches that match the ones you order out. Even better, when you make it at home you can level up the nutrition. Use baby spinach, frozen pre-cooked veggies, Guiding Stars-earning meats or vegetarian options, part-skim cheese, and whole grain bread. To “grill,” press the sandwich in a pan (or grill pan) using a heavy pot or skillet.

“Take-out” noodles with tofu: Cook or soak rice noodles according to package directions. Then top with pre-marinated, packaged tofu (warmed), a drizzle of sesame oil, sesame seeds, and steamed snow peas.

Crispy chicken: Easy to recreate at home in the time it takes your air fryer to make frozen chicken tenders nice and crispy. Add French fries and dipping sauce, then pair with prepped veggies for a nutritious, balanced meal. Or top a salad kit with crispy chicken to recreate a dish from your favorite fast casual restaurant.

“Crunchwrap”: Build your own “crunchwrap” using seasoned ground turkey, store-bought tortillas and tostadas, salsa, and shredded cheese. Scoop some meat onto the middle of a tortilla and top with a tostada. Then add toppings and a smaller or cut tortilla (same size as the tostada). Fold the larger tortilla toward the middle, and pan fry with the folded side down.

Have a bit more time? In the same twenty minutes it takes for your order to be ready, you can make these “take-out”-worthy meals:

Chicken Fried Rice

2 Guiding Stars

View recipe »

Curried Vegetable Lo Mein

2 Guiding Stars

View recipe »

Chicken Tostada

2 Guiding Stars

View recipe »

About Guiding Stars

Guiding Stars is an objective, evidence-based, nutrition guidance program that evaluates foods and beverages to make nutritious choices simple. Products that meet transparent nutrition criteria earn a 1, 2, or 3 star rating for good, better, and best nutrition. Guiding Stars can be found in more than 2,000 grocery stores, in Circana’s Attribute Marketplace, and through the Guiding Stars Food Finder app.

Originally published on Guiding Stars Health & Nutrition News

You know the moment. It’s been a busy day. Your family is asking about dinner, while you’re already thinking about the easiest path that leads to bed. In these moments, it’s easy (very easy) to spin through a drive-through or order overpriced delivery. But there’s an often-overlooked third option that’s just as fast. First, you have to accept that nights like this will happen, and then prepare for them when you shop. By adding convenient items to your shopping cart, you’ll be minutes away from a “fast food” meal made at home.

“Fast Food” Grocery List

“Fast food” made at home uses convenient, already prepared store-bought items such as those below. There are many reasons why this approach is far better than true fast food. Topping the list is control over ingredients (and cost).

• Quick-cooking starches: microwavable grains (brown, Jasmine, Basmati, quinoa), rice blends with added seasoning or beans, frozen “steam in bag” grains, frozen potatoes, thin rice noodles
• Frozen or fresh prepared proteins: breaded chicken, fish nuggets, meatballs, pre-cooked shrimp, falafel, veggie patties (and other vegetarian options), ground chicken or turkey burgers, rotisserie chicken, pre-marinated tofu
• Frozen veggies: stir fry mixes, “steam in bag” veggies, riced cauliflower, frozen potatoes
• Guiding Stars-earning packaged or canned beans and vegetables
• Toppings: shredded cheese, plain/non-fat Greek yogurt, pico de gallo (or salsa), single-serving guacamole, hummus
• Salad kits, pre-washed greens, minimal-prep veggies (grape tomatoes, baby carrots, baby bell peppers, mini cucumbers), packaged pre-washed snow peas
• Tortillas (big and small), tostadas, rolls, flatbreads
• Your favorite flavors: smoked paprika, hot honey, sriracha, chipotle powder, fresh ginger, sauces

Build Bowls, Salads & More

With a little thought and effort, you can recreate the wraps, bowls, fried foods, and other meals you turn to when fast food is calling your name.

“Chipotle-style” bowl: Lay out a “bowl bar” and let your family build their own with the ingredients you have on hand. If time permits, brown very lean ground meat or shred rotisserie chicken and season with a complementary spice blend or sauce.

Grilled sandwich: You don’t need a panini press to make grilled sandwiches that match the ones you order out. Even better, when you make it at home you can level up the nutrition. Use baby spinach, frozen pre-cooked veggies, Guiding Stars-earning meats or vegetarian options, part-skim cheese, and whole grain bread. To “grill,” press the sandwich in a pan (or grill pan) using a heavy pot or skillet.

“Take-out” noodles with tofu: Cook or soak rice noodles according to package directions. Then top with pre-marinated, packaged tofu (warmed), a drizzle of sesame oil, sesame seeds, and steamed snow peas.

Crispy chicken: Easy to recreate at home in the time it takes your air fryer to make frozen chicken tenders nice and crispy. Add French fries and dipping sauce, then pair with prepped veggies for a nutritious, balanced meal. Or top a salad kit with crispy chicken to recreate a dish from your favorite fast casual restaurant.

“Crunchwrap”: Build your own “crunchwrap” using seasoned ground turkey, store-bought tortillas and tostadas, salsa, and shredded cheese. Scoop some meat onto the middle of a tortilla and top with a tostada. Then add toppings and a smaller or cut tortilla (same size as the tostada). Fold the larger tortilla toward the middle, and pan fry with the folded side down.

Have a bit more time? In the same twenty minutes it takes for your order to be ready, you can make these “take-out”-worthy meals:

Chicken Fried Rice

2 Guiding Stars

View recipe »

Curried Vegetable Lo Mein

2 Guiding Stars

View recipe »

Chicken Tostada

2 Guiding Stars

View recipe »

About Guiding Stars

Guiding Stars is an objective, evidence-based, nutrition guidance program that evaluates foods and beverages to make nutritious choices simple. Products that meet transparent nutrition criteria earn a 1, 2, or 3 star rating for good, better, and best nutrition. Guiding Stars can be found in more than 2,000 grocery stores, in Circana’s Attribute Marketplace, and through the Guiding Stars Food Finder app.

Originally published in GoDaddy’s 2025 Global Stakeholder Impact Report

We operate with the future in mind.

GoDaddy recognizes its responsibility to protect the environment for future generations. Across our operations, we focus on efficiency, productivity, and sustainable practices, measuring our greenhouse gas (GHG) emissions annually to track progress. We concentrate our efforts where our footprint is greatest, including data centers and corporate real estate.

Our climate scenario analysis identified and assessed climate-related risks and opportunities across our operations and supply chain over multiple time horizons. These insights inform our sustainability strategy, risk management, and disclosures, as outlined in the Sustainability Governance and Frameworks & Metrics sections of this report.

Our Environmental Policy provides a clear framework for managing environmental impacts related to climate change, resource use, biodiversity, and supplier expectations. The policy guides how we operate responsibly, reduce environmental impact, and support the long-term resilience of our business.

Greenhouse Gas Emissions

Through our GHG inventory process, we monitor emissions across our operations and supply chains. The results help us evaluate our environmental impact and opportunities to drive value.

In early 2024, we set a new target to reduce Scope 1 and 2 (market-based) emissions by 90% by 2030 from a 2019 baseline. Year over year, Scope 2 (market-based) emissions decreased, reflecting our continued focus on energy efficiency and renewable energy. Scope 1 emissions increased compared to 2024 due to one-off site-level factors. As a result, as of December 31, 2025, we maintained an approximately 88% reduction of Scope 1 and 2 (market-based) emissions relative to our 2019 baseline.

GoDaddy follows the GHG Protocol (operational control approach) and our established Inventory Management Plan to complete our annual emissions calculations. We continuously improve our calculation methodologies as our operations evolve and reporting standards advance, supporting alignment with the GHG Protocol and industry best practices. Until we achieve our reduction target, we intend to measure our interim progress annually by comparing our Scope 1 and Scope 2 (market-based) emissions at the end of the relevant reporting year to the same emissions from December 31, 2019.

Efficient Operations

Protecting the environment starts with managing the resources used in our operations. We look for practical ways to reduce water use, waste generation, energy consumption, and pollution across our footprint. Through reuse, recycling, and thoughtful consumption, we work to minimize waste and e-waste while complying with applicable environmental laws and regulations related to air, land, and water.

Our Global Real Estate, Workplace Experience, Safety and Security (GREWS) Team partners with our IT Team to responsibly manage e-waste, including batteries, laptops, and other technology. When possible, equipment and materials are repurposed or reused. Items 60.00 that reach the end of life are sustainably recycled through third-party partners. The GREWS Team also seeks opportunities, where feasible, to 50.00 donate furniture and other office items to local schools and community organizations, extending the life of materials and reducing waste sent to landfill.

Our hybrid work model helps reduce demand for physical office space. The GREWS Team continues to optimize our real estate footprint, including flexible workspace solutions, by evaluating utilization, reducing potentially wasted resources, lowering costs, and decreasing our operational energy footprint. Beyond offices, data centers also play a significant role in our operational greenhouse gas emissions. Visit the 10.00 Energy section of this report for more information on how we manage 1,359 data center efficiency.

• GIVING OFFICE FURNITURE A SECOND LIFE

  Following the closure of GoDaddy’s former Tempe, AZ headquarters, surplus furniture was donated to help furnish a local school’s teachers’ lounge. The donation supported educators and reduced waste by extending the life of existing materials.

Learn more about GoDaddy’s 2025 Global Stakeholder Impact Report.

About this Report

The GoDaddy 2025 Global Stakeholder Impact Report details our progress toward our corporate sustainability goals, strategies, and initiatives in support of our overarching purpose and values. Unless otherwise noted, this report reflects our corporate sustainability performance across our global operations covering the fiscal year period from January 1 to December 31, 2025. To demonstrate our commitment to transparent communication regarding our sustainability progress, we routinely share updates through our website and our annual reporting. We welcome your questions, comments, and feedback on this report by contacting ESG@GoDaddy.com.

This report references the Global Reporting Initiative Standards, includes select Sustainability Accounting Standards Board metrics for the Internet Media and Services sector, and the Task Force on Climate Related Financial Disclosures. We also disclose our contributions and progress toward priority UN SDGs. For additional information on how we align with these frameworks and key indicators demonstrating our sustainability performance, please refer to the Frameworks & Metrics section.

About GoDaddy

GoDaddy, the world’s largest domain name registrar, helps millions of entrepreneurs globally start, grow, and scale their businesses. People come to GoDaddy to name their idea, build a website and logo, sell their products and services and accept payments. Airo™, the company’s agentic operating system for small businesses, helps entrepreneurs get their idea online, run their business day-to-day, and grow through an integrated identity, presence and commerce experience. GoDaddy’s expert guides are available 24/7 to provide assistance. To learn more about the company, visit www.GoDaddy.com. 

Originally published in GoDaddy’s 2025 Global Stakeholder Impact Report

We operate with the future in mind.

GoDaddy recognizes its responsibility to protect the environment for future generations. Across our operations, we focus on efficiency, productivity, and sustainable practices, measuring our greenhouse gas (GHG) emissions annually to track progress. We concentrate our efforts where our footprint is greatest, including data centers and corporate real estate.

Our climate scenario analysis identified and assessed climate-related risks and opportunities across our operations and supply chain over multiple time horizons. These insights inform our sustainability strategy, risk management, and disclosures, as outlined in the Sustainability Governance and Frameworks & Metrics sections of this report.

Our Environmental Policy provides a clear framework for managing environmental impacts related to climate change, resource use, biodiversity, and supplier expectations. The policy guides how we operate responsibly, reduce environmental impact, and support the long-term resilience of our business.

Greenhouse Gas Emissions

Through our GHG inventory process, we monitor emissions across our operations and supply chains. The results help us evaluate our environmental impact and opportunities to drive value.

In early 2024, we set a new target to reduce Scope 1 and 2 (market-based) emissions by 90% by 2030 from a 2019 baseline. Year over year, Scope 2 (market-based) emissions decreased, reflecting our continued focus on energy efficiency and renewable energy. Scope 1 emissions increased compared to 2024 due to one-off site-level factors. As a result, as of December 31, 2025, we maintained an approximately 88% reduction of Scope 1 and 2 (market-based) emissions relative to our 2019 baseline.

GoDaddy follows the GHG Protocol (operational control approach) and our established Inventory Management Plan to complete our annual emissions calculations. We continuously improve our calculation methodologies as our operations evolve and reporting standards advance, supporting alignment with the GHG Protocol and industry best practices. Until we achieve our reduction target, we intend to measure our interim progress annually by comparing our Scope 1 and Scope 2 (market-based) emissions at the end of the relevant reporting year to the same emissions from December 31, 2019.

Efficient Operations

Protecting the environment starts with managing the resources used in our operations. We look for practical ways to reduce water use, waste generation, energy consumption, and pollution across our footprint. Through reuse, recycling, and thoughtful consumption, we work to minimize waste and e-waste while complying with applicable environmental laws and regulations related to air, land, and water.

Our Global Real Estate, Workplace Experience, Safety and Security (GREWS) Team partners with our IT Team to responsibly manage e-waste, including batteries, laptops, and other technology. When possible, equipment and materials are repurposed or reused. Items 60.00 that reach the end of life are sustainably recycled through third-party partners. The GREWS Team also seeks opportunities, where feasible, to 50.00 donate furniture and other office items to local schools and community organizations, extending the life of materials and reducing waste sent to landfill.

Our hybrid work model helps reduce demand for physical office space. The GREWS Team continues to optimize our real estate footprint, including flexible workspace solutions, by evaluating utilization, reducing potentially wasted resources, lowering costs, and decreasing our operational energy footprint. Beyond offices, data centers also play a significant role in our operational greenhouse gas emissions. Visit the 10.00 Energy section of this report for more information on how we manage 1,359 data center efficiency.

• GIVING OFFICE FURNITURE A SECOND LIFE

  Following the closure of GoDaddy’s former Tempe, AZ headquarters, surplus furniture was donated to help furnish a local school’s teachers’ lounge. The donation supported educators and reduced waste by extending the life of existing materials.

Learn more about GoDaddy’s 2025 Global Stakeholder Impact Report.

About this Report

The GoDaddy 2025 Global Stakeholder Impact Report details our progress toward our corporate sustainability goals, strategies, and initiatives in support of our overarching purpose and values. Unless otherwise noted, this report reflects our corporate sustainability performance across our global operations covering the fiscal year period from January 1 to December 31, 2025. To demonstrate our commitment to transparent communication regarding our sustainability progress, we routinely share updates through our website and our annual reporting. We welcome your questions, comments, and feedback on this report by contacting ESG@GoDaddy.com.

This report references the Global Reporting Initiative Standards, includes select Sustainability Accounting Standards Board metrics for the Internet Media and Services sector, and the Task Force on Climate Related Financial Disclosures. We also disclose our contributions and progress toward priority UN SDGs. For additional information on how we align with these frameworks and key indicators demonstrating our sustainability performance, please refer to the Frameworks & Metrics section.

About GoDaddy

GoDaddy, the world’s largest domain name registrar, helps millions of entrepreneurs globally start, grow, and scale their businesses. People come to GoDaddy to name their idea, build a website and logo, sell their products and services and accept payments. Airo™, the company’s agentic operating system for small businesses, helps entrepreneurs get their idea online, run their business day-to-day, and grow through an integrated identity, presence and commerce experience. GoDaddy’s expert guides are available 24/7 to provide assistance. To learn more about the company, visit www.GoDaddy.com. 

NOTE: our original broadcast date for the webinar was August 26, 2026, but you can still watch the recording On-Demand – just click HERE or the button below to register and enjoy the webinar!

Key Takeaways

• Complex remediation often depends as much on planning, stakeholder alignment, and project management as it does on the technical remedy.
• Understanding the regulatory framework and the value a remedy is actually providing can uncover better paths forward and help avoid unnecessary costs.
• Strong conceptual site models, clear remediation roadmaps, and a willingness to reassess strategy are critical when site conditions, business goals, or timelines change.

Complex remediation projects are rarely complicated by the technical solution alone.

Redevelopment can change site access almost overnight. A remedy that has performed its intended function for decades may no longer provide enough value to justify its cost. Stakeholder priorities can shift. Regulatory requirements, schedules, budgets, and site conditions can all change the path forward.

That means successful remediation requires more than selecting the right technology. Complex projects require thoughtful decisions around business objectives, technical strategy, stakeholder alignment, and long-term planning.

In our recent webinar, Beyond the Remedy: An Expert Conversation on Complex Remediation Projects, Jack Sheldon, Molly Colby-Partridge and Bernadette Flehmer had a conversation exploring three very different remediation challenges and the practical decisions that helped move each project forward.

Below are four lessons from their conversation. For the complete stories, technical approaches, and project outcomes, watch the full webinar on demand.

Miss the Webinar? Watch it On-Demand.

1. Complex Remediation Requires More Than a Technical Solution

The webinar opened with a seven-step framework for approaching complex remediation projects:

1. Establish business goals
2. Build the right team
3. Develop a strong conceptual site model (CSM)
4. Understand the regulatory framework
5. Engage stakeholders early
6. Develop a clear remediation roadmap
7. Consider long-term business and financial impacts

These principles quickly came to life in the first project discussed: a former chemical distribution site undergoing active redevelopment.

Once the property was sold to a developer, everything changed. Remediation suddenly had to keep pace with demolition, construction, changing site access, health and safety considerations, weather, and numerous stakeholders.

The team was constantly updating the project schedule and looking for opportunities to fit remediation activities around redevelopment. As Jack described it, “good communication, and good planning were characteristics of it.”

The technical approach ultimately achieved approximately a 99% reduction in contaminants across an extremely large plume, but Jack repeatedly brought the result back to planning and remedy selection.

Key takeaway: Remediation success can depend as much on coordination, planning, and timing as it does on the technical solution itself.

2. Don’t Keep Doing Something Just Because It’s What You’ve Always Done

The second project involved a Superfund site where a pump-and-treat system had operated for more than 30 years and treated approximately 800 million gallons of impacted water.

The system had been effective at preventing contamination from migrating off-site. But decades of monitoring weren’t showing the decreasing trend needed to create a clear path forward.

Changing course, however, couldn’t simply begin with telling regulators, “I disagree with that.”

As Molly explained, “You really have to have data to support your opinion and support your ideas for what you think is best for the site.”

That meant gathering additional data, strengthening the CSM, evaluating current pathways and risks, and developing the technical evidence needed to reassess the existing strategy. The resulting data demonstrated that simply continuing to operate the system without changes wasn’t necessarily the best option.

There was also a business question: What value is the remedy actually providing?

As Molly noted, a system that continues to contain contamination but does not meaningfully reduce it can carry significant operation and maintenance costs over time.

Key takeaway: Understanding the regulatory framework can create opportunities not only to maintain compliance, but also to improve project outcomes and reduce unnecessary costs.

3. Innovation Doesn’t Always Mean Inventing a New Technology

The third project took the discussion in another direction: how thoughtful planning and execution can dramatically change a remediation timeline without compromising quality.

At a former retail petroleum facility in California, stakeholder goals had shifted to include potential future redevelopment. That meant the cleanup timeline needed to accelerate.

The selected approach involved a large diameter auger (LDA) soil excavation, but one of the project’s most interesting innovations wasn’t the remediation technology itself.

The field team had to account for drilling productivity, concrete cure times, spacing requirements, permit limitations, contamination levels, and other engineering constraints when determining the sequence of work. A sequencing algorithm helped the team account for those variables and minimize downtime.

That led Bernadette to one of the webinar’s broader lessons: engage stakeholders early, understand property needs and project goals, and make sure the right people are involved throughout the process.

Key takeaway: Innovation isn’t always about a new remediation technology. Sometimes it’s about applying existing tools in smarter, more strategic ways to improve project outcomes.

4. Know Where You’re Going—and Be Willing to Reassess How You’ll Get There

During the final roundtable, the speakers were asked which parts of the seven-step framework organizations most often underestimate.

Molly pointed to the remediation roadmap:

“You can’t just keep doing the same thing at a site forever.”

Bernadette emphasized maintaining a strong CSM—not simply collecting data, but returning to it, identifying gaps, and reassessing the model as conditions change. The panel also emphasized the importance of bringing the right people into complex projects early.

Their discussion also challenged the idea that remediation moves neatly from a “technical phase” into a “project management phase.” In practice, the two have to work together throughout the project. Technical expertise must be accompanied by management of schedules, finances, resources, logistics, and stakeholders.

So, before determining the next step on a difficult project, the panel suggested asking questions such as:

• What data are we missing?
• Where are the gaps or blind spots?
• Where are we trying to go next?
• Will this action actually move us toward that goal?
• Is it aligned with the regulatory framework and business objectives?
• How are we tracking financially?

Key takeaway: A remediation strategy shouldn’t become static simply because work is underway. Keep the end goal in view and continually assess whether today’s decisions are actually moving the project toward it.

Frequently Asked Questions

What makes a remediation project “complex”?

Technical conditions are only one source of complexity. Regulatory requirements, redevelopment, financial considerations, stakeholder priorities, site access, scheduling, and project management can all add additional layers to a remediation project. As the panel noted, all three projects discussed had challenges extending well beyond remediation itself.

When should an existing remediation strategy be reconsidered?

One signal is when continuing the existing approach is no longer producing enough progress or value. Before changing course, however, teams need sufficient data, an up-to-date CSM, an understanding of the regulatory framework, and clarity about what the next strategy is intended to accomplish.

How important is project management in complex remediation?

It is critical throughout the entire project. As Jack summarized, “Project management’s a thread that runs all the way through.” Even when the immediate challenge is technical, administrative, financial, logistical, and scheduling considerations still need to be managed.

Making Better Decisions Through Remediation Complexity

Every remediation project is different, but the underlying challenges can be surprisingly similar.

Whether complexity comes from redevelopment, regulatory expectations, stakeholder priorities, or project timelines, the panel’s closing message was simple: successful outcomes depend on making informed decisions early and adapting those decisions as projects evolve.

The three projects discussed in Beyond the Remedy show what that looks like in practice, from coordinating remediation alongside rapidly moving redevelopment to questioning a decades-old strategy and finding innovative ways to accelerate field execution.

For questions about a complex remediation project or support evaluating the path forward, connect with Antea Group’s Environmental Remediation team.