As part of a ceremony, an Orthodox Christian priest cast a cross into the visibly depleted waters of Lake Marathon, an artificial reservoir north of Athens.

Authorities declared a 14-day emergency response period to speed the delivery of aid, evacuations and infrastructure repairs.

A new study, which includes solutions for extreme heat, flooding, wildfires and droughts, adds to the growing conversation around adaptation.

Waiting in an airport for a connecting flight is often tedious. A new study by MIT researchers shows it’s bad for business, too.

Looking at air travel and multinational firm formation over a 30-year period, the researchers measured how much a strong network of airline connections matters for economic growth. They found that multinational firms are more likely to locate their subsidiaries in cities they can reach with direct flights, and that this trend is particularly pronounced in knowledge industries. The degree to which a city is embedded within a larger network of high-use flights matters notably for business expansion too.

The team examined 142 countries over the period from 1993 through 2023 and concluded that pairs of cities reachable only by flights with one stopover had 20 percent fewer multinational firm subsidiaries than cities with direct flights. If two changes of planes were needed to connect cities, they had 34 percent fewer subsidiaries. That equates to 1.8 percent and 3.0 percent fewer new firms per year, respectively.

“What we found is how much it matters for a city to be embedded within the global air transportation network,” says Ambra Amico, an MIT researcher and co-author of a new paper detailing the study’s results. “And we also highlight the importance of this for knowledge-intensive business sectors.”

Siqi Zheng, an MIT professor and co-author of the paper, adds: “We found a very strong empirical result about the relationship of parent and subsidiary firms, and how much connectivity matters. The important role that connectivity plays to facilitate face-to-face interactions, build trust, and reduce information asymmetry between such firms is crucial.”

The paper, “Air Connectivity Boosts Urban Attractiveness for Global Firms,” is published today in Nature Cities.

The co-authors are Amico, a postdoc at the MIT-Singapore Alliance for Research and Technology (SMART); Fabio Duarte, associate director of MIT’s Senseable City Lab; Wen-Chi Liao, a visiting associate professor at the MIT Center for Real Estate (CRE) and an associate professor at NUS Business School at the National University of Singapore; and Zheng, the STL Champion Professor of Urban and Real Estate Sustainability at CRE and MIT’s Department of Urban Studies and Planning.

The study analyzes 7.5 million firms in 800 cities with airports, comprising a total of over 400,000 international flight routes. The research focused only on multinational firms, and thus international flights, excluding domestic flights in large countries.

To conduct the analysis and build their new database, the researchers used flight data from the International Civil Aviation Organization as well as firm data from the Orbis database, run by Moody’s, which has company data for over 469 million firms globally. That includes ownership data, allowing the researchers to track relationships between companies. The study included firms located within 37 miles (60 kilometers) of an airport, and accounted for additional factors influencing new-firm location, including city size.

By analyzing industry types, the researchers observed that air connectivity matters relatively more in knowledge industries, such as finance, where face-to-face activity seems to matter more. Alternately, a knowledge-industry firm with auditors periodically showing up to conduct work can lower costs by being more reachable.

“We were fascinated by the heterogenity across industries,” Liao says. “The results are intuitive, but it surprised us that the pattern is so consistent. If the nature of the industy requires face-to-face interaction, air connectivity matters more.” By contrast, for manufacturing, he notes, road infrastructure and ocean shipping will matter relatively more.

To be sure, there are multiple ways to define how connected a city is within the global air transportation network, and the study examines how specific measures relate to firm growth. One measure is what the paper calls “degree centrality,” or how many other places a city is connected to by direct flights. Over a 10-year period, a 10 percent increase in a city’s degree centrality leads to a 4.3 percent increase in the number of subsidiaries located there.

However, another kind of connectedness is even more strongly associated with subsidiary growth. It’s not just how many cities one place is linked to, but in turn, how many direct connections those linked cities themselves have. This turns out to be the strongest predictor of subsidiary growth.

“What matters is not just how many neighbor [directly linked] cities you have,” Duarte says. “It’s important to choose strategically which ones you’re connected to, as well. If you tell me who you are connected to, I tell you how successful your city will be.”

Intriguingly, the relationship between direct flights and multinational firm growth patterns has held up throughout the 30-year study period, despite the rise of teleconferencing, the Covid-19 pandemic, shifts in global growth, and other factors.

“There is consistency across a 30-year period, which is not something to underestimate,” Amico says. “We needed face-to-face interaction 30 years ago, 20 years ago, and 10 years ago, and we need it now, despite all the big changes we have seen.”

Indeed, Zheng adds, “Ironically, I think even with trade and geopolitical frictions, it’s more and more important to have face-to-face interactions to build trust for global trade and business. You still need to reach an actual place and see your business partners, so air connectivity really influences how global business copes with global uncertainties.”

The research was supported by the National Research Foundation of Singapore within the Office of the Prime Minister of Singapore, under its Campus for Research Excellence and Technological Enterprise program, and the MIT Asia Real Estate Initiative. 

Age verification mandates are spreading fast, and they’re ushering in a new age of online surveillance, censorship, and exclusion for everyone—not just young people. Age-gating laws generally require websites and apps to collect sensitive data from every user, often through invasive tools like ID checks, biometric scans, or other dubious “estimation” methods, before granting them access to certain content or services. Lawmakers tout these laws as the silver-bullet solution to “kids’ online safety,” but in reality, age-verification mandates wall off large swaths of the web, build sweeping new surveillance infrastructure, increase the risk of data breaches and real-life privacy harms, and threaten the anonymity that has long allowed people to seek support, explore new ideas, and organize and build community online.

Join EFF's Rindala Alajaji and Alexis Hancock along with Hana Memon from Gen-Z for Change and Cynthia Conti-Cook from Collaborative Research Center for Resilience for a conversation about what we stand to lose as more and more governments push to age-gate the web. We’ll break down how these laws work, who they exclude, and how these mandates threaten privacy and free expression for people of all ages. The conversation will be followed by a live Q&A. 

EFFecting Change Livestream Series:
The Human Cost of Online Age Verification
Thursday, January 15th
12:00 PM - 1:00 PM Pacific
This event is LIVE and FREE!

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Can an organization ever be truly meritocratic? That’s a question Emilio J. Castilla, the NTU Professor of Management at the MIT Sloan School of Management, explores in his new book, “The Meritocracy Paradox: Where Talent Management Strategies Go Wrong and How to Fix Them” (Columbia University Press, 2025). Castilla, who is co-director of MIT’s Institute for Work and Employment Research (IWER), researches how talent is managed inside organizations and why — even with the best intentions — workplace practices often fail to deliver fairness and effectiveness.

Castilla’s book brings together decades of research to explain why organizations struggle to achieve meritocracy in practice — and what leaders can do to build fairer, more effective, and higher-performing workplaces. In the following Q&A, he unpacks how bias can unintentionally seep into hiring, evaluation, promotion, and reward systems, and offers concrete strategies to counteract these dynamics and design processes that recognize and support merit.

Q: One central argument of your book is that true meritocracy is not easy for organizations to achieve in practice. Why is that? 

A. A large body of research has found that bias and unfairness can creep into the workplace, affecting talent management processes such as who gets interviewed for jobs, who gets hired, what kind of performance evaluations employees receive, and how employees are rewarded. So it’s not easy for an organization to be truly meritocratic.

In fact, research I conducted with Stephen Benard found that, ironically, emphasizing that an organization is a meritocracy may lead decision-makers to behave in more biased ways. Specifically, in our study, we found that when participants were told they were making decisions for an organization that emphasized meritocracy, they were more likely to recommend higher bonuses for male employees than for their equally-performing female peers, compared to when meritocracy wasn’t emphasized. We called this phenomenon the “paradox of meritocracy,” and it may stem from managers paying less attention to monitoring their own biases when they are assured the organization is fair.

A study I conducted with Aruna Ranganathan PhD ’14 further showed that managers’ understanding of what constitutes “merit” varies widely — even within the same organization. There is no universally agreed-upon definition, and our research found that managers often apply the concept of merit in ways that reflect their own experiences as employees. This variability can lead to inconsistent, and sometimes inequitable, outcomes.

Q. What are some of the things organizations can do to make their talent management practices more meritocratic?

A. The encouraging news is that making your organization’s talent management processes fairer and more meritocratic doesn’t have to be complex or expensive. It does, however, require buy-in from top management. The key factors, my research in organizations has shown, are organizational transparency and accountability.

To improve organizational transparency, you need to be very explicit and open about the criteria and procedures you use in talent management processes such as hiring, evaluation, promotion, and reward decisions. That’s because research has shown that having clear and specific merit-based criteria and well-defined processes can help reduce biases.

On the accountability side, you need to have at least one person responsible for monitoring the organization’s talent management processes and outcomes to ensure fairness and effectiveness. In practice, companies often give this responsibility to a group from different parts of the organization. Research has shown that knowing that your decisions will be reviewed by others causes managers to think carefully about their decisions — something that can reduce the impact of unconscious biases in the workplace.

Q. How realistic is it to think that organizations can ever be true meritocracies — and why do you nonetheless believe meritocracy is worth striving for?

A. It’s true that organizations are unlikely to ever be perfectly meritocratic. Still, striving for meritocracy and fairness in your talent management strategies is beneficial, and you should be aware of the pitfalls. Employers that hire, reward, and advance the most talented and hard-working employees, regardless of their demographic background, are likely to benefit in the long run. That’s the promise and enduring appeal of meritocracy.

Many in the United States may not realize that one of the world’s earliest formal meritocracies emerged in China during the Han and Qin dynasties more than 2,000 years ago. As early as 200 B.C.E., the Chinese empire began developing a system of civil service exams in order to identify and appoint competent and talented officials to help administer government operations throughout the empire.

Those Chinese emperors were on to something. Once an organization reaches a certain size, leaders won’t achieve the most effective performance if they make talent management decisions based on non-meritocratic factors such as nepotism, aristocracy/social class, corruption, or friendship. When it comes to choosing a guiding principle for people management decisions within an organization, meritocracy beats a lot of the alternatives.

Massachusetts is uniquely positioned to become a leader in climate tech, said Emily Reichert MBA ’12, the CEO of the Massachusetts Clean Energy Center (MassCEC) and former CEO of Greentown Labs, to members of the MIT community at a seminar in November. 

Reichert outlined the interconnectedness of economic development and clean energy innovation in MassCEC’s efforts to advance the energy transition and address climate change, as part of the MITEI Presents: Advancing the Energy Transition speaker series. An MIT Sloan School of Management alumna, Reichert stepped aside as the agency’s CEO in late November and the MITEI speaker series was her final presentation in that role.

“There’s not another [agency] in the country exactly like us focused on innovation and economic development for clean energy and climate tech,” stated Reichert. Created in 2008, MassCEC is the state’s economic development agency dedicated to the growth of the clean energy and climate tech sector. Reichert stressed that economic development is just as much about businesses as it is about the jobs they create.

The organization’s economic development plan is built on its knowledge of the commonwealth’s infrastructure, talent capabilities, academic resources, startup culture, and regional strengths. Reichert explained that there are four areas at the core of MassCEC’s work.

First, bringing emerging climate-tech ideas out of the laboratory and into the world. To do this, MassCEC provides grants, internships, and has a small investment fund that is co-invested with different investors in the area. “We are increasingly focusing on the longer-term growth trajectory of these young companies,” said Reichert, adding that the hope is for these startups to stay, grow, and create jobs in Massachusetts.

Second, MassCEC aims to accelerate decarbonization by taking commercialized technologies and helping to get them into as many homes and businesses as possible. This can often require specialized knowledge of Massachusetts’ infrastructure, given that the state has relatively older buildings and unique structures, such as triple-deckers. One example is finding a way to make charging technology available to electric vehicle owners when they don’t have a single-family home with a garage.

MassCEC is also focused on enabling the large-scale deployment of offshore wind. “It’ll be 400,000 homes that are powered by the clean energy that’s being generated by offshore wind right off the coast of Martha’s Vineyard. MassCEC’s role is to support the port infrastructure from which we marshal those offshore wind projects,” stated Reichert. “We also support innovation that is needed to do all the things that support the offshore wind industry, in general.”

Finally, Reichert reiterated that MassCEC’s overarching goal is to support clean energy workforce development through job creation, as well as professional development opportunities such as providing internships, training for high school and community college students, and supporting students returning to school for a second career in clean energy.

Reichert emphasized that Massachusetts is particularly well-equipped to house this level of climate-tech innovation since the state is already a leader in the life sciences. The Healey-Driscoll administration charged MassCEC with spearheading the state’s Climatetech Economic Development Strategy and Implementation Plan, a 10-year strategy to position Massachusetts as a global climate tech leader and drive a more equitable and resilient climate future.

To complement this plan and further position the state as an epicenter for energy innovation, the Healey-Driscoll administration also passed the Mass Leads Act, which established the Climatetech Tax Incentive Program, an annual tax incentive to be administered by MassCEC. “This is the money piece,” said Reichert. “How we do it. How we implement it.”

To unlock Massachusetts’ full potential, MassCEC uses a regional approach to take advantage of the strengths held in each area of the state. “We have a fantastic ecosystem. We have more startups per capita than any other state,” said Reichert. The quantity of startups is in large part due to the strengths of the Greater Boston region, with its strong venture capital community and good research institutions, said Reichert, who also highlighted MIT as a key factor. MIT spinout companies like Sublime Systems, Commonwealth Fusion Systems, Boston Metal, and The Engine are all part of MassCEC’s ecosystem.

For the agency, retaining talent in Massachusetts is just as important as supporting its development. “How can we help companies to do their processes, find their facilities, build their facilities, do their demonstrations, do their testing, and find the talent?” asked Reichert. “How can we reduce the time and money barriers to all of that, and therefore make it as easy as possible and as inexpensive as possible for the company to stay here and grow here?”

Reichert expressed her confidence in climate-tech innovation’s ability to endure the changing energy landscape. “The rest of the world is going in this direction. We can decide not to compete as a country, or we can decide that we want to compete and that we want to be part of the future,” said Reichert. “Innovation isn’t going anywhere. I think when you have places like MIT, who are very focused on climate innovation and the energy transition, that activity helps move the ball forward.”

This speaker series highlights energy experts and leaders at the forefront of the scientific, technological, and policy solutions needed to transform our energy systems. Visit MITEI’s Events page for more information on this and additional events.

This guide was co-written by Andrew Zuker with support from the Heinrich Boell Foundation.

The U.S. government publishes volumes of detailed data on the money it spends, but searching through it and finding information can be challenging. Complex search functions and poor user interfaces on government reporting sites can hamper an investigation, as can inconsistent company profiles and complex corporate ownership structures. 

This week, EFF and the Heinrich Boell Foundation released an update to our database of vendors providing technology to components of the U.S. Department of Homeland Security (DHS), such as Immigration and Customs Enforcement (ICE) and Customs and Border Protections (CBP). It includes new vendor profiles, new fields, and updated data on top contractors, so that journalists and researchers have a jumping-off point for their own investigations.

Access the dataset through Google Sheets (Google's Privacy Policy applies) or download the Excel file here. 

This time we thought we would also share some of the research methods we developed while assembling this dataset.

This guide covers the key databases that store information on federal spending and contracts (often referred to as "awards"), government solicitations for products and services, and the government's "online shopping superstore," plus a few other deep-in-the-weeds datasets buried in the online bureaucracy. We have provided a step-by-step guide for searching these sites efficiently and help tips for finding information. While we have written this specifically with DHS agencies in mind, it should serve as a useful resource for procurement across the federal government. 

1. Procurement Sites: FPDS.gov and USASpending.Com  Federal Procurement Data System - fpds.gov

The Federal Procurement Data System (FPDS) is the best place to start for finding out what companies are working with DHS. It is the official system for tracking federal discretionary spending and contains current data on contracts with non-governmental entities like corporations and private businesses. Award data is up-to-date and includes detailed information on vendors and awards which can be helpful when searching the other systems. It is a little bit old-school, but that often makes it one of the easiest and quickest sites to search, once you get the hang of it, since it offers a lot of options for narrowing search parameters to specific agencies, vendors, classification of services, etc. 

How to Use FDPS
To begin searching Awards for a particular vendor, click into the “ezSearch” field in the center of the page, delete or replace the text “Google-like search to help you find federal contracts…” with a vendor name or keywords, and hit Enter to begin a new search. 

A new tab will open automatically with exact matches at the top. 

Four “Top 10” modules on the left side of the page link to top results in descending order: Department Full Name, Contracting Agency Name, Full Legal Business Name, and Treasury Account Symbol. These ranked lists help the user quickly narrow in on departments and agencies that vendors do business with. DHS may not appear in the “Top 10” results, which may indicate that the vendor hasn’t yet been awarded DHS or subagency contracts.

For example, if you searched the term “FLIR”, as in Teledyne FLIR who make infrared surveillance systems used along the U.S.-Mexico border, DHS is the 2nd result in the “Top 10: Department Full Name” box. 

To see all DHS contracts awarded to the vendor, click “Homeland Security, Department of” from the “Top 10 Department Full Name” module. When the page loads, you will see the subcomponents of DHS (e.g., ICE, CBP, or the U.S. Secret Service) in the lefthand menu. You can click on each of those to drill down even further. You can also drill down by choosing a company. 

Sorting options can be found on the right side of the page which offer the ability to refine and organize search results. One of the most useful is "Date Signed," which will arrange the results in chronological order. 

You don't have to search by a company name. You can also use a product keyword, such as "LPR" (license plate reader). However, because keywords are not consistently used by government agencies, you will need to try various permutations to gather the most data. 

Each click or search filter adds a new term to the search both in the main field at the top and in the Search Criteria module on the right. They can be deleted by clicking the X next to the term in this module or by removing the text in the main search field.

For each contract item, you can click "View" to see the specific details. However, these pages don't have permalinks, so you'll want to print-to-pdf if you need to retain a permanent copy of the record. 

Often the vendor brand name we know from their marketing or news media is not the same entity that is awarded government contracts. Foreign companies in particular rely on partnerships with domestic entities that are established federal contractors. If you can’t find any spending records for a vendor, search the web for information on the company including acquisitions, partnerships, licensing agreements, parent companies, and subsidiaries. It is likely that one of these types of related companies is the contract holder. 

USA Spending - usaspending.gov

The Federal Funding and Accountability Act (FFATA) of 2006 and the DATA Act of 2014 require the government to publish all spending records and contracts on a single, searchable public website, including agency-specific contracts, using unified reporting standards to ensure consistent, reliable, searchable data. This led to the creation of USA Spending (usaspending.gov). 

USA Spending is populated with data from multiple sources including the Federal Procurement Data System (fpds.gov) and the System for Awards Management (sam.gov - which we'll discuss in the next section). It also compiles Treasury Reports and data from the financial systems of dozens of federal agencies. We relied heavily on Awards data from these systems to verify vendor information including contracts with the DHS and its subagencies such as CBP and ICE. 

USA Spending has a more modern interface, but is often very slow with the information often hidden in expandable menus. In many ways it is duplicative of FPDS, but with more features, including the ability to bookmark individual pages. We often found ourselves using FPDS to quickly identify data, and then using the "Award ID" number to find the specific record within USA Spending. 

USA Spending also has some visualizations and ways to analyze data in chart form, which is not possible with the largely text-based FPDS. 

How to Use USA Spending

To begin searching for DHS awards, click on either “Search Award Data” on the navigation bar, or the blue “Start Searching Awards”button. 

On the left of the Search page are a list of drop down menus with options. You can enter a vendor name as a keyword, or expand the “Recipient” menu if you know the full company name or their Unique Entity Identifier (UEI) number. Expand the “Agency Tab” and enter DHS which will bring up the Department of Homeland Security Option.

In the example below, we entered “Palantir Technologies” as a keyword, and selected DHS in the Agency dropdown:

For vendors with hundreds of contracts that return many pages of results, consider adding more filters to the search such as a specific time period or specifying a Funding Agency such as ICE or CBP. In this example, the filters “Palantir Technologies” and “DHS” returned 13 results (at the time of publication). It is important to note that the search results table is larger than what displays in that module. You can scroll down to view more Awards and scroll to the right to see much more information. 

Scroll down outside of that module to reveal more info including modules for Results by Category, Results over Time, and Results by Geography, all of which can be viewed as a list or graph. 

Once you've identified a contract, you can click the "Prime Award ID" to see the granular details for each time. 

From the search, you can also select just the agency to see all the contracts on file. Each agency also has its own page showing a breakdown for every fiscal year of how much money they had to spend and which components spent the most. For example, here's DHS's page.

2. Contracting Opportunities  - SAM.gov  

So far we've talked about how to track contracts and spending, but now let's take a step back and look at how those contracts come to be. The System for Award Management, SAM.gov, is the site that allows companies to see what products and services the government intends to buy so they can bid on the contract. But SAM.gov is also open to the public, which means you can see the same information, including a detailed scope of a project and sometimes even technical details. 

How to Use Sam.gov

SAM.gov does not require an account for its basic contracting opportunity searches, but you may want to create one in order to save the things you find and to receive keyword- or agency-based alerts via email when new items of interest are posted. 

First you will click "Search" in the menu bar, which will bring you to this page: 

We recommend selecting both "Active" and "Inactive" in the Status menu. Contracts quickly go inactive, and besides, sometimes the contracts you are most interested in are several years old. 

If you are researching a particular technology such as unmanned aerial vehicles, you might just type "unmanned" in the Simple Search bar. That will bring up every solicitation with that keyword across the federal government.

One of the most useful features is filtering by agency, while leaving the keyword search blank. This will return a running list of an agency's calls for bids and related procurement activities. It is worth checking regularly. For example, here's what CBP's looks like on a given day: 

If you click on an item, you should next scroll down to see if there are attachments. These tend to contain the most details. Specifically, you should look for the term "SOW," the abbreviation for "Statement of Work." For example, here are the attachments for a CBP contracting opportunity for "Cellular Covert Cameras": 

The first document is the Statement of Work, which tells you the exact brand, model, and number of devices they want to acquire: 

The attachments also included a "BNO Justification." BNO stands for "Brand Name Only," and this document explains in even more detail why CBP wants that specific product:

If you see the terms "Sole Source" in a listing, that also means that an agency has decided that only one product meets its requirements and it will not open bidding to other companies. 

In addition to contracting, many agencies announce "Industry Day" events, usually virtual, that members of the public can join. This is a unique opportunity to listen in on what contractors are being told by government purchasing officials. The presentation slides are also often later uploaded to the SAM.gov page. Occasionally, the list of attendees will also be posted, and you'll find several examples of those lists in our dataset.

3. The Government's "Superstore" - gsaadvantage.gov

Another way to investigate DHS purchasing is by browsing the catalog of items and services immediately available to them. The General Services Administration operates GSA Advantage, which it describes as "the government's central online shopping superstore." The website's search is open, allowing members of the public to view any vendors' offerings–including both products and services– easily as they would with any online marketplace. 

For example, you could search for "license plate reader" and produce a list of available products: 

If you click "Advanced Search," you can also isolate every product available from a particular manufacturer. For example, here are the results when you search for products available from Skydio, a drone manufacturer.

If you switch from "Products" to "Services" you can export datasets for each company about their offerings. For example, if you search for "Palantir" you'll get results that look like this:

This means all these companies are offering some sort of Palantir-related services. If you click "Matches found in Terms and Conditions," you'll download a PDF with a lot of details about what the company offers. 

For example, here's a a screengrab from Anduril's documentation: 

If you click "Matches Found in Price List" you'll download a spreadsheet that serves as a blueprint of what the company offers, including contract personnel. Here's a snippet from Palantir's: 

4. Other Resources

Daily Public Report of Covered Contract Awards - Maybe FPDS isn't enough for you and you want to know every day what contracts have been signed. Buried in the DHS website are links to a daily feed of all contracts worth $4 million or more. It's available in XML, JSON, CSV and XLSX formats. 

DHS Acquisition Planning Forecast System (APFS) - DHS operates a site for vendors to learn about upcoming contracts greater than $350,000. You can sort by agency at a granular level,  such as upcoming projects by ICE Enforcement & Removal Operations. This is one to check regularly for updates. 

DHS Artificial Intelligence Use Case Inventory - Many federal agencies are required to maintain datasets of "AI Use Cases." DHS has broken these out for each of its subcomponents, including ICE and CBP. Advanced users will find the spreadsheet versions of these inventory more interesting. 

NASA Solutions for Enterprise-Wide Procurement (SEWP) - SEWP is a way for agencies to fast track acquisition of "Information Technology, Communication and Audio Visual" products through existing contracts. The site provides an index of existing contract holders, but the somewhat buried "Provider Lookup" has a more comprehensive list of companies involved in this type of contracting, illustrating how the companies serve as passthroughs for one another. Relatedly, DHS's list of "Prime Contractors" shows which companies hold master contracts with the agency and its components. 

TechInquiry - Techinquiry is a small non-profit that aggregates records from a wide variety of sources about tech companies, particularly those involved in government contracting. 

We don’t have many details:

President Donald Trump suggested Saturday that the U.S. used cyberattacks or other technical capabilities to cut power off in Caracas during strikes on the Venezuelan capital that led to the capture of Venezuelan President Nicolás Maduro.

If true, it would mark one of the most public uses of U.S. cyber power against another nation in recent memory. These operations are typically highly classified, and the U.S. is considered one of the most advanced nations in cyberspace operations globally.

The Trump administration is playing a leading role in litigation to stop climate action.

The president’s Energy and Interior secretaries are joining the effort to cajole the petroleum businesses to invest in the country’s shattered oil fields

The ruling rejected efforts by oil giants to dismiss the 2020 lawsuit seeking compensation for the costs of dealing with climate change.

The devastating flood that killed more than 1,000 people in Indonesia was exacerbated by years of deforestation.

A long-running collaboration between NOAA and Scripps will launch new research flights from Canada and Ireland this winter.

It’s unclear if the industrial groups that are fighting the rule will keep fighting in court.

Aging carriages, high costs and reluctant incumbents choked off the night-train revival — even as passengers clamor for more.

The record amount of sunshine helped fuel a boom in solar generation.

President Cyril Ramaphosa will announce the deputy chair at the first meeting of the commission in 2026 and further outline its priorities from now until 2030, his office said.

Lenders generated roughly $3.7 billion of revenue from climate-related loans and bond underwriting in 2025, according to data compiled by Bloomberg.

Detecting cancer in the earliest stages could dramatically reduce cancer deaths because cancers are usually easier to treat when caught early. To help achieve that goal, MIT and Microsoft researchers are using artificial intelligence to design molecular sensors for early detection.

The researchers developed an AI model to design peptides (short proteins) that are targeted by enzymes called proteases, which are overactive in cancer cells. Nanoparticles coated with these peptides can act as sensors that give off a signal if cancer-linked proteases are present anywhere in the body.

Depending on which proteases are detected, doctors would be able to diagnose the particular type of cancer that is present. These signals could be detected using a simple urine test that could even be done at home.

“We’re focused on ultra-sensitive detection in diseases like the early stages of cancer, when the tumor burden is small, or early on in recurrence after surgery,” says Sangeeta Bhatia, the John and Dorothy Wilson Professor of Health Sciences and Technology and of Electrical Engineering and Computer Science at MIT, and a member of MIT’s Koch Institute for Integrative Cancer Research and the Institute for Medical Engineering and Science (IMES).

Bhatia and Ava Amini ’16, a principal researcher at Microsoft Research and a former graduate student in Bhatia’s lab, are the senior authors of the study, which appears today in Nature Communications. Carmen Martin-Alonso PhD ’23, a founding scientist at Amplifyer Bio, and Sarah Alamdari, a senior applied scientist at Microsoft Research, are the paper’s lead authors.

Amplifying cancer signals

More than a decade ago, Bhatia’s lab came up with the idea of using protease activity as a marker of early cancer. The human genome encodes about 600 proteases, which are enzymes that can cut through other proteins, including structural proteins such as collagen. They are often overactive in cancer cells, as they help the cells escape their original locations by cutting through proteins of the extracellular matrix, which normally holds cells in place.

The researchers’ idea was to coat nanoparticles with peptides that can be cleaved by a specific protease. These particles could then be ingested or inhaled. As they traveled through the body, if they encountered any cancer-linked proteases, the peptides on the particles would be cleaved.

Those peptides would be secreted in the urine, where they could be detected using a paper strip similar to a pregnancy test strip. Measuring those signals would reveal the overactivity of proteases deep within the body.

“We have been advancing the idea that if you can make a sensor out of these proteases and multiplex them, then you could find signatures of where these proteases were active in diseases. And since the peptide cleavage is an enzymatic process, it can really amplify a signal,” Bhatia says.

The researchers have used this approach to demonstrate diagnostic sensors for lung, ovarian, and colon cancers.

However, in those studies, the researchers used a trial-and-error process to identify peptides that would be cleaved by certain proteases. In most cases, the peptides they identified could be cleaved by more than one protease, which meant that the signals that were read could not be attributed to a specific enzyme.

Nonetheless, using “multiplexed” arrays of many different peptides yielded distinctive sensor signatures that were diagnostic in animal models of many different types of cancer, even if the precise identity of the proteases responsible for the cleavage remained unknown.

In their new study, the researchers moved beyond the traditional trial-and-error process by developing a novel AI system, named CleaveNet, to design peptide sequences that could be cleaved efficiently and specifically by target proteases of interest.

Users can prompt CleaveNet with design criteria, and CleaveNet will generate candidate peptides likely to fit those criteria. In this way, CleaveNet enables users to tune the efficiency and specificity of peptides generated by the model, opening a path to improving the sensors’ diagnostic power.

“If we know that a particular protease is really key to a certain cancer, and we can optimize the sensor to be highly sensitive and specific to that protease, then that gives us a great diagnostic signal,” Amini says. “We can leverage the power of computation to try to specifically optimize for these efficiency and selectivity metrics.”

For a peptide that contains 10 amino acids, there are about 10 trillion possible combinations. Using AI to search that immense space allows for prediction, testing, and identification of useful sequences much faster than humans would be able to find them, while also considerably reducing experimental costs.

Predicting enzyme activity

To create CleaveNet, the researchers developed a protein language model to predict the amino acid sequences of peptides, analogous to how large language models can predict sequences of text. For the training data, they used publicly available data on about 20,000 peptides and their interactions with different proteases from a family known as matrix metalloproteinases (MMPs).

Using these data, the researchers trained one model to generate peptide sequences that are predicted to be cleaved by proteases. These sequences could then be fed into another model that predicted how efficiently each peptide would be cleaved by any protease of interest.

To demonstrate this approach, the researchers focused on a protease called MMP13, which cancer cells use to cut through collagen and help them metastasize from their original locations. Prompting CleaveNet with MMP13 as a target allowed the models to design peptides that could be cut by MMP13 with considerable selectivity and efficiency. This cleavage profile is particularly useful for diagnostic and therapeutic applications.

“When we set the model up to generate sequences that would be efficient and selective for MMP13, it actually came up with peptides that had never been observed in training, and yet these novel sequences did turn out to be both efficient and selective,” Martin-Alonso says. “That was very exciting to see.”

This kind of selectivity could help to reduce the number of different peptides needed to diagnose a given type of cancer, to identify novel biomarkers, and to provide insight into specific biological pathways for study and therapeutic testing, the researchers say.

Bhatia’s lab is currently part of an ARPA-H funded project to create reporters for an at-home diagnostic kit that could potentially detect and distinguish between 30 different types of cancer, in early stages of disease, based on measurements of protease activity. These sensors could include detection of not only MMP-mediated cleavage, but other enzymes such as serine proteases and cysteine proteases.

Peptides designed using CleaveNet could also be incorporated into cancer therapeutics such as antibody treatments. Using a specific peptide to attach a therapeutic such as a cytokine or small molecule drug to a targeting antibody could enable the medicine to be released only when the peptides are exposed to proteases in the tumor environment, improving efficacy and reducing side effects.

Beyond direct applications in diagnostics and therapeutics, combining efforts from the ARPA-H work with this modeling framework could enable the creation of a comprehensive “protease activity atlas” that spans multiple protease classes and cancers. Such a resource could further accelerate research in early cancer detection, protease biology, and AI models for peptide design.

The research was funded by La Caixa Foundation, the Ludwig Center at MIT, and the Marble Center for Cancer Nanomedicine.