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      in Environment

      3 Questions: Leveraging carbon uptake to lower concrete’s carbon footprint

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      To secure a more sustainable and resilient future, we must take a careful look at the life cycle impacts of humanity’s most-produced building material: concrete. Carbon uptake, the process by which cement-based products sequester carbon dioxide, is key to this understanding.

      Hessam AzariJafari, the MIT Concrete Sustainability Hub’s deputy director, is deeply invested in the study of this process and its acceleration, where prudent. Here, he describes how carbon uptake is a key lever to reach a carbon-neutral concrete industry.

      Q: What is carbon uptake in cement-based products and how can it influence their properties?

      A: Carbon uptake, or carbonation, is a natural process of permanently sequestering CO2 from the atmosphere by hardened cement-based products like concretes and mortars. Through this reaction, these products form different kinds of limes or calcium carbonates. This uptake occurs slowly but significantly during two phases of the life cycle of cement-based products: the use phase and the end-of-life phase.

      In general, carbon uptake increases the compressive strength of cement-based products as it can densify the paste. At the same time, carbon uptake can impact the corrosion resistance of concrete. In concrete that is reinforced with steel, the corrosion process can be initiated if the carbonation happens extensively (e.g., the whole of the concrete cover is carbonated) and intensively (e.g., a significant proportion of the hardened cement product is carbonated). [Concrete cover is the layer distance between the surface of reinforcement and the outer surface of the concrete.]

      Q: What are the factors that influence carbon uptake?

      A: The intensity of carbon uptake depends on four major factors: the climate, the types and properties of cement-based products used, the composition of binders (cement type) used, and the geometry and exposure condition of the structure.

      In regard to climate, the humidity and temperature affect the carbon uptake rate. In very low or very high humidity conditions, the carbon uptake process is slowed. High temperatures speed the process. The local atmosphere’s carbon dioxide concentration can affect the carbon uptake rate. For example, in urban areas, carbon uptake is an order of magnitude faster than in suburban areas.

      The types and properties of cement-based products have a large influence on the rate of carbon uptake. For example, mortar (consisting of water, cement, and fine aggregates) carbonates two to four times faster than concrete (consisting of water, cement, and coarse and fine aggregates) because of its more porous structure.The carbon uptake rate of dry-cast concrete masonry units is higher than wet-cast for the same reason. In structural concrete, the process is made slower as mechanical properties are improved and the density of the hardened products’ structure increases.

      Lastly, a structure’s surface area-to-volume ratio and exposure to air and water can have ramifications for its rate of carbonation. When cement-based products are covered, carbonation may be slowed or stopped. Concrete that is exposed to fresh air while being sheltered from rain can have a larger carbon uptake compared to cement-based products that are painted or carpeted. Additionally, cement-based elements with large surface areas, like thin concrete structures or mortar layers, allow uptake to progress more extensively.

      Q: What is the role of carbon uptake in the carbon neutrality of concrete, and how should architects and engineers account for it when designing for specific applications?

      A: Carbon uptake is a part of the life cycle of any cement-based products that should be accounted for in carbon footprint calculations. Our evaluation shows the U.S. pavement network can sequester 5.8 million metric tons of CO2, of which 52 percent will be sequestered when the demolished concrete is stockpiled at its end of life.

      From one concrete structure to another, the percentage of emissions sequestered may vary. For instance, concrete bridges tend to have a lower percentage versus buildings constructed with concrete masonry. In any case, carbon uptake can influence the life cycle environmental performance of concrete.

      At the MIT Concrete Sustainability Hub, we have developed a calculator to enable construction stakeholders to estimate the carbon uptake of concrete structures during their use and end-of-life phases.

      Looking toward the future, carbon uptake’s role in the carbon neutralization of cement-based products could grow in importance. While caution should be taken in regards to uptake when reinforcing steel is embedded in concrete, there are opportunities for different stakeholders to augment carbon uptake in different cement-based products.

      Architects can influence the shape of concrete elements to increase the surface area-to-volume ratio (e.g., making “waffle” patterns on slabs and walls, or having several thin towers instead of fewer large ones on an apartment complex). Concrete manufacturers can adjust the binder type and quantity while delivering concrete that meets performance requirements. Finally, industrial ecologists and life-cycle assessment practitioners need to work on the tools and add-ons to make sure the impact of carbon is well captured when assessing the potential impacts of cement-based products in buildings and infrastructure systems.

      Currently, the cement and concrete industry is working with tech companies as well as local, state, and federal governments to lower and subsidize the code of carbon capture sequestration and neutralization. Accelerating carbon uptake where reasonable could be an additional lever to neutralize the carbon emissions of the concrete value chain.

      Carbon uptake is one more piece of the puzzle that makes concrete a sustainable choice for building in many applications. The sustainability and resilience of the future built environment lean on the use of concrete. There is still much work to be done to truly build sustainably, and understanding carbon uptake is an important place to begin. More

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      in Environment

      MIT Center for Real Estate advances climate and sustainable real estate research agenda

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      Real estate investors are increasingly putting sustainability at the center of their decision-making processes, given the close association between climate risk and real estate assets, both of which are location-based.

      This growing emphasis comes at a time when the real estate industry is one of the biggest contributors to global warming; its embodied and operational carbon accounts for more than one-third of total carbon emissions. More stringent building decarbonization regulations are putting pressure on real estate owners and investors, who must invest heavily to retrofit their buildings or pay “carbon penalties” and see their assets lose value.

      The impacts of acute and chronic climate risks — flooding, hurricanes, wildfires, droughts, sea-level rise, and extreme weather — are becoming more salient. Action across all areas of the real estate sector will be required to limit the social and economic risks arising from the climate crisis. But what business and policy levers are most effective at guiding the industry toward a more sustainable future?

      The MIT Center for Real Estate (MIT/CRE) believes that the real estate industry can be a catalyst for the rapid mobilization of a global transition to a greener society. Since its inception in 1983, MIT/CRE has focused on the physical aspect of real estate, especially the development industry, and how the built environment gets produced and changed.

      “The real estate industry is now at the critical moment to address the climate crisis. That is why our center initiated this major research agenda on climate and real estate two years ago,” says William Wheaton, a former director of MIT/CRE and professor emeritus in MIT’s Department of Economics, who is leading a research project on the impact of flood risks in real estate markets.

      Producing high-quality research to support climate actions

      The work of scientists and practitioners responding to the climate crisis is often bifurcated into mitigation or adaptation responses. Mitigation seeks to reduce the severity of the climate crisis by addressing emissions, while adaptation efforts seek to anticipate the most severe effects of the crisis and minimize potential risks to people and the built environment.

      The fundamental nature of the real estate industry — location-based and capital-intensive — enables potential meaningful action for both mitigation and adaptation interventions. Exploring both avenues, MIT/CRE faculty and researchers have published academic papers exploring how chronic climate events such as extreme temperatures lower people’s expressed happiness and also disrupt habits of daily life; and how acute climate events such as hurricanes damage the built environment and decrease the financial value of real estate.

      “This ongoing research production centers on industry’s imperative to take action quickly, the real losses resulting from inaction, and the potential social and business value creation for early adopters of more sustainable practices,” says Siqi Zheng, a co-author of those papers, who is the MIT/CRE faculty director and the STL Champion Professor of Urban and Real Estate Sustainability.

      Building a global community of academics and industry leaders

      In addition to sponsoring research and related courses, MIT/CRE has created a global network of researchers and industry leaders, centered around sharing ideas and experience to quickly scale more sustainable practices, such as building decarbonization and circular economy in real estate, as well as climate risk modeling and pricing. Collaborating with industry leaders from the investment and real estate sector, such as EY, Veris Residential, Moody’s Analytics, Colliers, Finvest, KPF, Taurus Investment Holdings, Climate Alpha, and CRE alumnus Paul Clayton SM ’02, MIT/CRE blends real-world experiences and questions with applied data and projects to create a “living lab” for MIT/CRE researchers to conduct climate research.

      At an inaugural symposium on climate and real estate held at MIT in December 2022, more than a dozen scholars presented papers on the intersection of real estate and sustainability, which will form the basis of a special issue on climate change and real estate in the Journal of Regional Science. A “fireside chat” connected scholars and industry leaders in practical conversations about how to use research to aid practitioners.

      “Dissemination of research is critical to the success of our efforts to address climate change in the real estate industry,” says David Geltner, post-tenure professor of real estate finance and former director of  MIT/CRE, whose research group is working on climate risks and commercial real estate. “If we produce excellent research but it is cloistered in academic journals, it does no one any good. Similarly, if we do not work with collaborators to focus our research, we run the risk of investigating levers to reduce emissions that are of no use to practitioners.”

      Juan Palacios, coordinator of MIT/CRE’s climate and real estate research team, emphasizes that industry collaboration creates a two-way sharing of information that refines how research is being conducted at the center and ensures that it has positive impact.

      “More and more real estate investors and market players are putting sustainability at the center of their investment approach,” says Zheng. “A broad range of stakeholders (investors, regulators, insurers, and the public) have started to understand that long-term profitability cannot be achieved without embracing multiple dimensions of sustainability such as climate, wealth inequality, public health, and social welfare. Because of its unique relationship with industry collaborators and its place in the MIT innovation ecosystem, MIT/CRE has a responsibility and the opportunity to champion multiple pathways toward greater sustainability in the real estate industry.” More

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      in Environment

      MIT-led teams win National Science Foundation grants to research sustainable materials

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      Three MIT-led teams are among 16 nationwide to receive funding awards to address sustainable materials for global challenges through the National Science Foundation’s Convergence Accelerator program. Launched in 2019, the program targets solutions to especially compelling societal or scientific challenges at an accelerated pace, by incorporating a multidisciplinary research approach.

      “Solutions for today’s national-scale societal challenges are hard to solve within a single discipline. Instead, these challenges require convergence to merge ideas, approaches, and technologies from a wide range of diverse sectors, disciplines, and experts,” the NSF explains in its description of the Convergence Accelerator program. Phase 1 of the award involves planning to expand initial concepts, identify new team members, participate in an NSF development curriculum, and create an early prototype.

      Sustainable microchips

      One of the funded projects, “Building a Sustainable, Innovative Ecosystem for Microchip Manufacturing,” will be led by Anuradha Murthy Agarwal, a principal research scientist at the MIT Materials Research Laboratory. The aim of this project is to help transition the manufacturing of microchips to more sustainable processes that, for example, can reduce e-waste landfills by allowing repair of chips, or enable users to swap out a rogue chip in a motherboard rather than tossing out the entire laptop or cellphone.

      “Our goal is to help transition microchip manufacturing towards a sustainable industry,” says Agarwal. “We aim to do that by partnering with industry in a multimodal approach that prototypes technology designs to minimize energy consumption and waste generation, retrains the semiconductor workforce, and creates a roadmap for a new industrial ecology to mitigate materials-critical limitations and supply-chain constraints.”

      Agarwal’s co-principal investigators are Samuel Serna, an MIT visiting professor and assistant professor of physics at Bridgewater State University, and two MIT faculty affiliated with the Materials Research Laboratory: Juejun Hu, the John Elliott Professor of Materials Science and Engineering; and Lionel Kimerling, the Thomas Lord Professor of Materials Science and Engineering.

      The training component of the project will also create curricula for multiple audiences. “At Bridgewater State University, we will create a new undergraduate course on microchip manufacturing sustainability, and eventually adapt it for audiences from K-12, as well as incumbent employees,” says Serna.

      Sajan Saini and Erik Verlage of the MIT Department of Materials Science and Engineering (DMSE), and Randolph Kirchain from the MIT Materials Systems Laboratory, who have led MIT initiatives in virtual reality digital education, materials criticality, and roadmapping, are key contributors. The project also includes DMSE graduate students Drew Weninger and Luigi Ranno, and undergraduate Samuel Bechtold from Bridgewater State University’s Department of Physics.

      Sustainable topological materials

      Under the direction of Mingda Li, the Class of 1947 Career Development Professor and an Associate Professor of Nuclear Science and Engineering, the “Sustainable Topological Energy Materials (STEM) for Energy-efficient Applications” project will accelerate research in sustainable topological quantum materials.

      Topological materials are ones that retain a particular property through all external disturbances. Such materials could potentially be a boon for quantum computing, which has so far been plagued by instability, and would usher in a post-silicon era for microelectronics. Even better, says Li, topological materials can do their job without dissipating energy even at room temperatures.

      Topological materials can find a variety of applications in quantum computing, energy harvesting, and microelectronics. Despite their promise, and a few thousands of potential candidates, discovery and mass production of these materials has been challenging. Topology itself is not a measurable characteristic so researchers have to first develop ways to find hints of it. Synthesis of materials and related process optimization can take months, if not years, Li adds. Machine learning can accelerate the discovery and vetting stage.

      Given that a best-in-class topological quantum material has the potential to disrupt the semiconductor and computing industries, Li and team are paying special attention to the environmental sustainability of prospective materials. For example, some potential candidates include gold, lead, or cadmium, whose scarcity or toxicity does not lend itself to mass production and have been disqualified.

      Co-principal investigators on the project include Liang Fu, associate professor of physics at MIT; Tomas Palacios, professor of electrical engineering and computer science at MIT and director of the Microsystems Technology Laboratories; Susanne Stemmer of the University of California at Santa Barbara; and Qiong Ma of Boston College. The $750,000 one-year Phase 1 grant will focus on three priorities: building a topological materials database; identifying the most environmentally sustainable candidates for energy-efficient topological applications; and building the foundation for a Center for Sustainable Topological Energy Materials at MIT that will encourage industry-academia collaborations.

      At a time when the size of silicon-based electronic circuit boards is reaching its lower limit, the promise of topological materials whose conductivity increases with decreasing size is especially attractive, Li says. In addition, topological materials can harvest wasted heat: Imagine using your body heat to power your phone. “There are different types of application scenarios, and we can go much beyond the capabilities of existing materials,” Li says, “the possibilities of topological materials are endlessly exciting.”

      Socioresilient materials design

      Researchers in the MIT Department of Materials Science and Engineering (DMSE) have been awarded $750,000 in a cross-disciplinary project that aims to fundamentally redirect materials research and development toward more environmentally, socially, and economically sustainable and resilient materials. This “socioresilient materials design” will serve as the foundation for a new research and development framework that takes into account technical, environmental, and social factors from the beginning of the materials design and development process.

      Christine Ortiz, the Morris Cohen Professor of Materials Science and Engineering, and Ellan Spero PhD ’14, an instructor in DMSE, are leading this research effort, which includes Cornell University, the University of Swansea, Citrine Informatics, Station1, and 14 other organizations in academia, industry, venture capital, the social sector, government, and philanthropy.

      The team’s project, “Mind Over Matter: Socioresilient Materials Design,” emphasizes that circular design approaches, which aim to minimize waste and maximize the reuse, repair, and recycling of materials, are often insufficient to address negative repercussions for the planet and for human health and safety.

      Too often society understands the unintended negative consequences long after the materials that make up our homes and cities and systems have been in production and use for many years. Examples include disparate and negative public health impacts due to industrial scale manufacturing of materials, water and air contamination with harmful materials, and increased risk of fire in lower-income housing buildings due to flawed materials usage and design. Adverse climate events including drought, flood, extreme temperatures, and hurricanes have accelerated materials degradation, for example in critical infrastructure, leading to amplified environmental damage and social injustice. While classical materials design and selection approaches are insufficient to address these challenges, the new research project aims to do just that.

      “The imagination and technical expertise that goes into materials design is too often separated from the environmental and social realities of extraction, manufacturing, and end-of-life for materials,” says Ortiz. 

      Drawing on materials science and engineering, chemistry, and computer science, the project will develop a framework for materials design and development. It will incorporate powerful computational capabilities — artificial intelligence and machine learning with physics-based materials models — plus rigorous methodologies from the social sciences and the humanities to understand what impacts any new material put into production could have on society. More

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      in Environment

      Engaging enterprises with the climate crisis

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      Almost every large corporation is committed to achieving net zero carbon emissions by 2050 but lacks a roadmap to get there, says John Sterman, professor of management at MIT’s Sloan School of Management, co-director of the MIT Sloan Sustainability Initiative, and leader of its Climate Pathways Project. Sterman and colleagues offer a suite of well-honed strategies to smooth this journey, including a free global climate policy simulator called En-ROADS deployed in workshops that have educated more than 230,000 people, including thousands of senior elected officials and leaders in business and civil society around the world. 

      Running on ordinary laptops, En-ROADS examines how we can reduce carbon emissions to keep global warming under 2 degrees Celsius, Sterman says. Users, expert or not, can easily explore how dozens of policies, such as pricing carbon and electrifying vehicles, can affect hundreds of factors such as temperature, energy prices, and sea level rise. 

      En-ROADs and related work on climate change are just one thread in Sterman’s decades of research to integrate environmental sustainability with business decisions. 

      “There’s a fundamental alignment between a healthy environment, a healthy society, and a healthy economy,” he says. “Destroy the environment and you destroy the economy and society. Likewise, hungry, ill-housed, insecure people, lacking decent jobs and equity in opportunity, will catch the last fish and cut the last tree, destroying the environment and society. Unfortunately, a lot of businesses still see the issue as a trade-off — if we focus on the environment, it will hurt our bottom line; if we improve working conditions, it will raise our labor costs. That turns out not to be true in many, many cases. But how can we help people understand that fundamental alignment? That’s where simulation models can play a big role.”

      Play video

      Learning with management flight simulators 

      “My original field is system dynamics, a method for understanding the complex systems in which we’re embedded—whether those are organizations, companies, markets, society as a whole, or the climate system” Sterman says. “You can build these wonderful, complex simulation models that offer important insights and insight into high-leverage policies so that organizations can make significant improvements.” 

      “But those models don’t do any good at all unless the folks in those organizations can learn for themselves about what those high-leverage opportunities are,” he emphasizes. “You can show people the best scientific evidence, the best data, and it’s not necessarily going to change their minds about what they ought to be doing. You’ve got to create a process that helps smart but busy people learn how they can improve their organizations.” 

      Sterman and his colleagues pioneered management flight simulators — which, like aircraft flight simulators, offer an environment in which you can make decisions, seeing what works and what doesn’t, at low cost with no risk. 

      “People learn best from experience and experiment,” he points out. “But in many of the most important settings that we face today, experience comes too late to be useful, and experiments are impossible. In such settings, simulation becomes the only way people can learn for themselves and gain the confidence to change their behavior in the real world.” 

      “You can’t learn to fly a new jetliner by watching someone else; to learn, one must be at the controls,” Sterman emphasizes. “People don’t change deeply embedded beliefs and behaviors just because somebody tells them that what they’re doing is harmful and there are better options. People have to learn for themselves.”

      Play video

      Learning the business of sustainability 

      His longstanding “laboratory for sustainable business” course lets MIT Sloan School students learn the state of the art in sustainability challenges — not just climate change but microplastics, water shortages, toxins in our food and air, and other crises. As part of the course, students work in teams with organizations on real sustainability challenges. “We’ve had a very wide range of companies and other organizations participate, and many of them come back year after year,” Sterman says. 

      MIT Sloan also offers executive education in sustainability, in both open enrollment and customized programs. “We’ve had all kinds of folks, from all over the world and every industry” he says. 

      In his opening class for executive MBAs, he polls attendees to ask if sustainability is a material issue for their companies, and how actively those companies are addressing that issue. Almost all of the attendees agree that sustainability is a key issue, but nearly all say their companies are not doing enough, with many saying they “comply with all applicable laws and regulations.” 

      “So there’s a huge disconnect,” Sterman points out. “How do you close that gap? How do you take action? How do you break the idea that if you take action to be more sustainable it will hurt your business, when in fact it’s almost always the other way around? And then how can you make the change happen, so that what you’re doing will get implemented and stick?” 

      Simulating policies for sustainability 

      Management flight simulators that offer active learning can provide crucial guidance. In the case of climate change, En-ROADs presents a straightforward interface that lets users adjust sliders to experiment with actions to try to bring down carbon emissions. “Should we have a price on carbon?” Sterman asks. “Should we promote renewables? Should we work on methane? Stop deforestation? You can try anything you want. You get immediate feedback on the likely consequences of your decisions. Often people are surprised as favorite policies — say, planting trees — have only minor impact on global warming. (In the case of trees, because it takes so long for the trees to grow).”

      One En-ROADS alumnus works for a pharmaceutical company that set a target of zero net emissions by mid-century. But, as often observed, measures proposed at the senior corporate level were often resisted by the operating units. The alumnus attacked the problem by bringing workshops with simulations and other sustainability tools to front-line employees in a manufacturing plant he knew well. He asked these employees how they thought they could reduce carbon emissions and what they needed to do so. 

      “It turns out that they had a long list of opportunities to reduce the emissions from this plant,” Sterman says. “But they didn’t have any support to get it done. He helped their ideas get that support, get the resources, come up with ways to monitor their progress, and ways to look for quick wins. It’s been highly successful.” 

      En-ROADS helps people understand that process improvement activity takes resources; you might need to take some equipment offline temporarily, for example, to upgrade or improve it. “There’s a little bit of a worse-before-better trade-off,” he says. “You need to be prepared. The active learning, the use of the simulators, helps people prepare for that journey and overcome the barriers that they will face.” 

      Interactive workshops with En-ROADS and other sustainability tools also brought change to another large corporation, HSBC Bank U.S.A. Like many other financial institutions, HSBC has committed to significantly cut its emissions, but many employees and executives didn’t understand why or what that would entail. For instance, would the bank give up potential business in carbon-intensive industries? 

      Brought to more than 1,000 employees, the En-ROADS workshops let employees surface concerns they might have about continuing to be successful while addressing climate concerns. “It turns out in many cases, there isn’t that much of a trade-off,” Sterman remarks. “Fossil energy projects, for example, are extremely risky. And there are opportunities to improve margins in other businesses where you can help cut their carbon footprint.” 

      The free version of En-ROADS generally satisfies the needs of most organizations, but Sterman and his partners also can augment the model or develop customized workshops to address specific concerns. 

      People who take the workshops emerge with a greater understanding of climate change and its effects, and a deeper knowledge of the high-leverage opportunities to cut emissions. “Even more importantly, they come out with a greater sense of urgency,” he says. “But they also come out with an understanding that it’s not too late. Time is short, but what we do can still make a difference.”  More

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      in Security

      Titanic robots make farming more sustainable

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      There’s a lot riding on farmers’ ability to fight weeds, which can strangle crops and destroy yields. To protect crops, farmers have two options: They can spray herbicides that pollute the environment and harm human health, or they can hire more workers.

      Unfortunately, both choices are becoming less tenable. Herbicide resistance is a growing problem in crops around the world, while widespread labor shortages have hit the agricultural sector particularly hard.

      Now the startup FarmWise, co-founded by Sebastien Boyer SM ’16, is giving farmers a third option. The company has developed autonomous weeding robots that use artificial intelligence to cut out weeds while leaving crops untouched.

      The company’s first robot, fittingly called the Titan — picture a large tractor that makes use of a trailer in lieu of a driver’s seat — uses machine vision to distinguish weeds from crops including leafy greens, cauliflower, artichokes, and tomatoes while snipping weeds with sub-inch precision.

      About 15 Titans have been roaming the fields of 30 large farms in California and Arizona for the last few years, providing weeding as a service while being directed by an iPad. Last month, the company unveiled its newest robot, Vulcan, which is more lightweight and pulled by a tractor.

      “We have growing population, and we can’t expand the land or water we have, so we need to drastically increase the efficiency of the farming industry,” Boyer says. “I think AI and data are going to be major players in that journey.”

      Finding a road to impact

      Boyer came to MIT in 2014 and earned masters’ degrees in technology and policy as well as electrical engineering and computer science over the next two years.

      “What stood out is the passion that my classmates had for what they did — the drive and passion people had to change the world,” Boyer says.

      As part of his graduate work, Boyer researched machine learning and machine vision techniques, and he soon began exploring ways to apply those technologies to environmental problems. He received a small amount of funding from MIT Sandbox to further develop the idea.

      “That helped me make the decision to not take a real job,” Boyer recalls.

      Following graduation, he and FarmWise co-founder Thomas Palomares, a graduate of Stanford University whom Boyer met in his home country of France, began going to farmers’ markets, introducing themselves to small farmers and asking for tours of their farms. About one in three farmers were happy to show them around. From there they’d ask for referrals to larger farmers and service providers in the industry.

      “We realized agriculture is a large contributor of both emissions and, more broadly, to the negative impact of human activities on the environment,” Boyer says. “It also hasn’t been as disrupted by software, cloud computing, AI, and robotics as other industries. That combination really excites us.”

      Through their conversations, the founders learned herbicides are becoming less effective as weeds develop genetic resistance. The only alternative is to hire more workers, which itself was becoming more difficult for farmers.

      “Labor is extremely tight,” says Boyer, adding that bending over and weeding for 10 hours a day is one of the hardest jobs out there. “The labor supply is shrinking if not collapsing in the U.S., and it’s a worldwide trend. That has real environmental implications because of the tradeoff [between labor and herbicides].”

      The problem is especially acute for farmers of specialty crops, including many fruits, vegetables, and nuts, which grow on smaller farms than corn and soybean and each require slightly different growing practices, limiting the effectiveness of many technical and chemical solutions.

      “We don’t harvest corn by hand today, but we still harvest lettuces and nuts and apples by hand,” Boyer says.

      The Titan was built to complement field workers’ efforts to grow and maintain crops. An operator directs it using an iPad, walking alongside the machine and inspecting progress. Both the Titan and Vulcan are powered by an AI that directs hundreds of tiny blades to snip out weeds around each crop. The Vulcan is controlled directly from the tractor cab, where the operator has a touchscreen interface Boyer compares to those found in a Tesla.

      With more than 15,000 commercial hours under its belt, FarmWise hopes the data it collects can be used for more than just weeding in the near future.

      “It’s all about precision,” Boyer says. “We’re going to better understand what the plant needs and make smarter decisions for each one. That will bring us to a point where we can use the same amount of land, much less water, almost no chemicals, much less fertilizer, and still produce more food than we’re producing today. That’s the mission. That’s what excites me.”

      Weeding out farming challenges

      A customer recently told Boyer that without the Titan, he would have to switch all of his organic crops back to conventional because he couldn’t find enough workers.

      “That’s happening with a lot of customers,” Boyer says. “They have no choice but to rely on herbicides. Acres are staying organic because of our product, and conventional farms are reducing their use of herbicides.”

      Now FarmWise is expanding its database to support weeding for six to 12 new crops each year, and Boyer says adding new crops is getting easier and easier for its system.

      As early partners have sought to expand their deployments, Boyer says the only thing limiting the company’s growth is how fast it can build new robots. FarmWise’s new machines will begin being deployed later this year.

      Although the hulking Titan robots are the face of the company today, the founders hope to leverage the data they’ve collected to further improve farming operations.

      “The mission of the company is to turn AI into a tool that is as reliable and dependable as GPS is now in the farming industry,” Boyer says. “Twenty-five years ago, GPS was a very complicated technology. You had to connect to satellites and do some crazy computation to define your position. But a few companies brought GPS to a new level of reliability and simplicity. Today, every farmer in the world uses GPS. We think AI can have an even deeper impact than GPS has had on the farming industry, and we want to be the company that makes it available and easy to use for every farmer in the world.” More

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      in Environment

      Creating the steps to make organizational sustainability work

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      Sustainability is a hot topic. Companies throw around their carbon or recycling initiatives, and competing executives feel the need to follow suit. But aside from the external pressure, there are also bottom-line benefits. Becoming more efficient can save money. Creating a new product might make money; customers care about a company’s practices and will spend their money based on that.

      The work is in getting there, because becoming sustainable can seem simple: Establish a goal for five years down the road, and everything will fall into place — but it’s easy for things to get upended. “There is so much confusion and noise in this space,” says Jason Jay, senior lecturer and director of the Sustainability Initiative at MIT’s Sloan School of Management.

      His work is to help companies break through the confusion and figure out what they want to actually do, not merely what sounds good. It means doing research and listening to science. Mostly, it requires discipline, and because something new — be it a product, process or technology — is being asked for, it also takes ambition. “It’s a tricky dance,” he says, but one that can result in “doing well and doing good at the same time.”

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      It’s about taking steps

      Three steps, to be exact. The first, which is the crux, Jay says, is for a company to focus on a small set of issues that it can take the lead on. It sounds obvious, but it’s often missed. The problem is that companies will do either one of two things. They’ll take an outside-in approach in which they end up listening to too many stakeholders, “get pulled in a million different directions,” and try to solve all of society’s problems, which means solving none of them, he says.

      Or they’ll go inside-out and have one executive in charge of sustainability who will do some internal research and come up with an initiative. It might be a good idea, but it doesn’t take into account how it will affect the facilities, supply chains, and the people who work with them. And without that consideration, “It’s going to be very difficult to get the necessary traction inside the company,” Jay says.

      What’s needed is a combination of the two — outside perspectives coupled with insider knowledge — in order to find an initiative that resonates for that company. It starts with looking at what the company already does. That might show where it’s making a negative impact and, in turn, where it could make a positive one. It also involves the C-suite executives asking themselves, “What do we want this company to stand for?” and then, “What do I want my legacy to be?”

      Still, it can be hard to envision what change can look like or what actions might have an impact. Jay says this is where a simulation tool like En-ROADS, developed by MIT Sloan and Climate Interactive, can help explore scenarios.

      But it’s ultimately about making a commitment and allowing an iterative process to play out. A company then discovers its true focus might be something less flashy. Nike early on, for example, found that a huge source of greenhouse gas emissions was sulfur hexafluoride gas in the Nike Air bladder. When they re-engineered it, they ended up with inert nitrogen and a stronger material that was aesthetically cool and lightweight for the athlete. That didn’t come in one brainstorming meeting. It meant doing research and looking at what the science says is possible. It’s not quick, but it also shouldn’t be, if the goal is to take real, measurable action.

      “Cheap talk leads to cheap things,” Jay says. 

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      The next two

      Deciding what matters is key, but nothing materializes without establishing concrete goals. This is where a company “shows the world you’re serious.” But it’s a place where companies slip up. They either set weak goals, ones they know they can easily reach, so there’s no challenge, no accomplishment, “no stretch,” Jay says. Or they set goals that are too ambitious and/or aren’t backed by science. It could be, “We’re going to be net zero by 2050,” but how exactly is never answered.

      Jay says it’s about finding the sweet spot of having a reasonable amount of goals — like two to four — and then have those goals feel like a reach, yet possible. When that balance is right, it becomes a self-fulfilling prophecy. People stay motivated because they experience progress. But if it’s off, it won’t happen.

      “You need that optimal creative tension,” he says.

      And then there’s the third step. Companies need to find partners to make their sustainability programs succeed. It’s the one part that’s most overlooked because executives continually believe that they can do it alone. But they can’t, because big initiatives require help and expertise outside of a company’s realm.

      Maersk, the global shipping company, has a goal of replacing fossil fuel with green fuels for ocean freight, Jay says. It discovered that green ammonia could make that happen, and it was Yara, a fertilizer company, which best understood ammonia production. But it could also be a startup that’s working on a promising technology. Sometimes, as with moving to electric cars, what’s needed are political partners to enact policy and offer tax breaks and incentives. And it might be that the answer is collaborating with activists who have been pushing a company to change its ways.

      “There are strange bedfellows all around,” Jay says.

      Know how to tap the brake

      All the steps circle back to the essential point that becoming sustainable takes a committed investment of time, money, and patience. Starting small helps, especially in a corporate culture that tends to move slowly. Jay says there’s nothing wrong with going from zero projects to one, even if it’s a small one in a specific department. It allows people to become accustomed to the idea of change. It also lets the company establish a framework, analyze results, and build momentum, making it easier to ramp up.

      The patience part can be hard since there’s a rightful sense of urgency involved. Companies want to show that they’re doing something, and want to affect climate change sooner rather than later. But Jay likens it to building a skyscraper. The desire is to get it up fast, but if the foundation is shaky, everything will crumble.

      “What we’re trying to do is strengthen that foundation so it can reach the height we need,” he says. More

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      in Environment

      Study: Carbon-neutral pavements are possible by 2050, but rapid policy and industry action are needed

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      Almost 2.8 million lane-miles, or about 4.6 million lane-kilometers, of the United States are paved.

      Roads and streets form the backbone of our built environment. They take us to work or school, take goods to their destinations, and much more.

      However, a new study by MIT Concrete Sustainability Hub (CSHub) researchers shows that the annual greenhouse gas (GHG) emissions of all construction materials used in the U.S. pavement network are 11.9 to 13.3 megatons. This is equivalent to the emissions of a gasoline-powered passenger vehicle driving about 30 billion miles in a year.

      As roads are built, repaved, and expanded, new approaches and thoughtful material choices are necessary to dampen their carbon footprint. 

      The CSHub researchers found that, by 2050, mixtures for pavements can be made carbon-neutral if industry and governmental actors help to apply a range of solutions — like carbon capture — to reduce, avoid, and neutralize embodied impacts. (A neutralization solution is any compensation mechanism in the value chain of a product that permanently removes the global warming impact of the processes after avoiding and reducing the emissions.) Furthermore, nearly half of pavement-related greenhouse gas (GHG) savings can be achieved in the short term with a negative or nearly net-zero cost.

      The research team, led by Hessam AzariJafari, MIT CSHub’s deputy director, closed gaps in our understanding of the impacts of pavements decisions by developing a dynamic model quantifying the embodied impact of future pavements materials demand for the U.S. road network. 

      The team first split the U.S. road network into 10-mile (about 16 kilometer) segments, forecasting the condition and performance of each. They then developed a pavement management system model to create benchmarks helping to understand the current level of emissions and the efficacy of different decarbonization strategies. 

      This model considered factors such as annual traffic volume and surface conditions, budget constraints, regional variation in pavement treatment choices, and pavement deterioration. The researchers also used a life-cycle assessment to calculate annual state-level emissions from acquiring pavement construction materials, considering future energy supply and materials procurement.

      The team considered three scenarios for the U.S. pavement network: A business-as-usual scenario in which technology remains static, a projected improvement scenario aligned with stated industry and national goals, and an ambitious improvement scenario that intensifies or accelerates projected strategies to achieve carbon neutrality. 

      If no steps are taken to decarbonize pavement mixtures, the team projected that GHG emissions of construction materials used in the U.S. pavement network would increase by 19.5 percent by 2050. Under the projected scenario, there was an estimated 38 percent embodied impact reduction for concrete and 14 percent embodied impact reduction for asphalt by 2050.

      The keys to making the pavement network carbon neutral by 2050 lie in multiple places. Fully renewable energy sources should be used for pavement materials production, transportation, and other processes. The federal government must contribute to the development of these low-carbon energy sources and carbon capture technologies, as it would be nearly impossible to achieve carbon neutrality for pavements without them. 

      Additionally, increasing pavements’ recycled content and improving their design and production efficiency can lower GHG emissions to an extent. Still, neutralization is needed to achieve carbon neutrality.

      Making the right pavement construction and repair choices would also contribute to the carbon neutrality of the network. For instance, concrete pavements can offer GHG savings across the whole life cycle as they are stiffer and stay smoother for longer, meaning they require less maintenance and have a lesser impact on the fuel efficiency of vehicles. 

      Concrete pavements have other use-phase benefits including a cooling effect through an intrinsically high albedo, meaning they reflect more sunlight than regular pavements. Therefore, they can help combat extreme heat and positively affect the earth’s energy balance through positive radiative forcing, making albedo a potential neutralization mechanism.

      At the same time, a mix of fixes, including using concrete and asphalt in different contexts and proportions, could produce significant GHG savings for the pavement network; decision-makers must consider scenarios on a case-by-case basis to identify optimal solutions. 

      In addition, it may appear as though the GHG emissions of materials used in local roads are dwarfed by the emissions of interstate highway materials. However, the study found that the two road types have a similar impact. In fact, all road types contribute heavily to the total GHG emissions of pavement materials in general. Therefore, stakeholders at the federal, state, and local levels must be involved if our roads are to become carbon neutral. 

      The path to pavement network carbon-neutrality is, therefore, somewhat of a winding road. It demands regionally specific policies and widespread investment to help implement decarbonization solutions, just as renewable energy initiatives have been supported. Providing subsidies and covering the costs of premiums, too, are vital to avoid shifts in the market that would derail environmental savings.

      When planning for these shifts, we must recall that pavements have impacts not just in their production, but across their entire life cycle. As pavements are used, maintained, and eventually decommissioned, they have significant impacts on the surrounding environment.

      If we are to meet climate goals such as the Paris Agreement, which demands that we reach carbon-neutrality by 2050 to avoid the worst impacts of climate change, we — as well as industry and governmental stakeholders — must come together to take a hard look at the roads we use every day and work to reduce their life cycle emissions. 

      The study was published in the International Journal of Life Cycle Assessment. In addition to AzariJafari, the authors include Fengdi Guo of the MIT Department of Civil and Environmental Engineering; Jeremy Gregory, executive director of the MIT Climate and Sustainability Consortium; and Randolph Kirchain, director of the MIT CSHub. More

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      in Energy

      A more sustainable way to generate phosphorus

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      Phosphorus is an essential ingredient in thousands of products, including herbicides, lithium-ion batteries, and even soft drinks. Most of this phosphorus comes from an energy-intensive process that contributes significantly to global carbon emissions.

      In an effort to reduce that carbon footprint, MIT chemists have devised an alternative way to generate white phosphorus, a critical intermediate in the manufacture of those phosphorus-containing products. Their approach, which uses electricity to speed up a key chemical reaction, could reduce the carbon emissions of the process by half or even more, the researchers say.

      “White phosphorus is currently an indispensable intermediate, and our process dramatically reduces the carbon footprint of converting phosphate to white phosphorus,” says Yogesh Surendranath, an associate professor of chemistry at MIT and the senior author of the study.

      The new process reduces the carbon footprint of white phosphorus production in two ways: It reduces the temperatures required for the reaction, and it generates significantly less carbon dioxide as a waste product.

      Recent MIT graduate Jonathan “Jo” Melville PhD ’21 and MIT graduate student Andrew Licini are the lead authors of the paper, which appears today in ACS Central Science.

      Purifying phosphorus

      When phosphorus is mined out of the ground, it is in the form of phosphate, a mineral whose basic unit comprises one atom of phosphorus bound to four oxygen atoms. About 95 percent of this phosphate ore is used to make fertilizer. The remaining phosphate ore is processed separately into white phosphorus, a molecule composed of four phosphorus atoms bound to each other. White phosphorus is then fed into a variety of chemical processes that are used to manufacture many different products, such as lithium battery electrolytes and semiconductor dopants.

      Converting those mined phosphates into white phosphorus accounts for a substantial fraction of the carbon footprint of the entire phosphorus industry, Surendranath says. The most energy-intensive part of the process is breaking the bonds between phosphorus and oxygen, which are very stable.

      Using the traditional “thermal process,” those bonds are broken by heating carbon coke and phosphate rock to a temperature of 1,500 degrees Celsius. In this process, the carbon serves to strip away the oxygen atoms from phosphorus, leading to the eventual generation of CO2 as a byproduct. In addition, sustaining those temperatures requires a great deal of energy, adding to the carbon footprint of the process.

      “That process hasn’t changed substantially since its inception over a century ago. Our goal was to figure out how we could develop a process that would substantially lower the carbon footprint of this process,” Surendranath says. “The idea was to combine it with renewable electricity and drive that conversion of phosphate to white phosphorus with electrons rather than using carbon.”

      To do that, the researchers had to come up with an alternative way to weaken the strong phosphorus-oxygen bonds found in phosphates. They achieved this by controlling the environment in which the reaction occurs. The researchers found that the reaction could be promoted using a dehydrated form of phosphoric acid, which contains long chains of phosphate salts held together by bonds called phosphoryl anhydrides. These bonds help to weaken the phosphorus-oxygen bonds.

      When the researchers run an electric current through these salts, electrons break the weakened bonds, allowing the phosphorus atoms to break free and bind to each other to form white phosphorus. At the temperatures needed for this system (about 800 C), phosphorus exists as a gas, so it can bubble out of the solution and be collected in an external chamber.

      Decarbonization

      The electrode that the researchers used for this demonstration relies on carbon as a source of electrons, so the process generates some carbon dioxide as a byproduct. However, they are now working on swapping that electrode out for one that would use phosphate itself as the electron source, which would further reduce the carbon footprint by cleanly separating phosphate into phosphorus and oxygen.

      With the process reported in this paper, the researchers have reduced the overall carbon footprint for generating white phosphorus by about 50 percent. With future modifications, they hope to bring the carbon emissions down to nearly zero, in part by using renewable energy such as solar or wind power to drive the electric current required.

      If the researchers succeed in scaling up their process and making it widely available, it could allow industrial users to generate white phosphorus on site instead of having it shipped from the few places in the world where it is currently manufactured. That would cut down on the risks of transporting white phosphorus, which is an explosive material.

      “We’re excited about the prospect of doing on-site generation of this intermediate, so you don’t have to do the transportation and distribution,” Surendranath says. “If you could decentralize this production, the end user could make it on site and use it in an integrated fashion.”

      In order to do this study, the researchers had to develop new tools for controlling the electrolytes (such as salts and acids) present in the environment, and for measuring how those electrolytes affect the reaction. Now, they plan to use the same approach to try to develop lower-carbon processes for isolating other industrially important elements, such as silicon and iron.

      “This work falls within our broader interests in decarbonizing these legacy industrial processes that have a huge carbon footprint,” Surendranath says. “The basic science that leads us there is understanding how you can tailor the electrolytes to foster these processes.”

      The research was funded by the UMRP Partnership for Progress on Sustainable Development in Africa, a fellowship from the MIT Tata Center for Technology and Design, and a National Defense Science and Engineering Graduate Fellowship. More