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      in Environment

      Sustainable supply chains put the customer first

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      When we consider the supply chain, we typically think of factories, ships, trucks, and warehouses. Yet, the customer side is equally important, especially in efforts to make our distribution networks more sustainable. Customers are an untapped resource in building sustainability, says Josué C. Velázquez Martínez, a research scientist at MIT Center for Transportation and Logistics. 

      Velázquez Martínez, who is director of MIT’s Sustainable Supply Chain Lab, investigates how customer-facing supply chains can be made more environmentally and socially sustainable. One way is a Green Button project that explores how to optimize e-commerce delivery schedules to reduce carbon emissions and persuade customers to use less carbon-intensive four- or five-day shipping options instead of one or two days. Velázquez Martínez has also launched the MIT Low Income Firms Transformation (LIFT) Lab that is researching ways to improve micro-retailer supply chains in the developing world to provide owners with the necessary tools for survival.  

      “The definition of sustainable supply chain keeps evolving because things that were sustainable 20 to 30 years ago are not as sustainable now,” says Velázquez Martínez. “Today, there are more companies that are capturing information to build strategies for environmental, economic, and social sustainability. They are investing in alternative energy and other solutions to make the supply chain more environmentally friendly and are tracking their suppliers and identifying key vulnerabilities. A big part of this is an attempt to create fairer conditions for people who work in supply chains or are dependent on them.”

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      The move toward sustainable supply chain is being driven as much by people as by companies, whether they are playing the role of selective consumer or voting citizens. The consumer aspect is often overlooked, says Velázquez Martínez. “Consumers are the ones who move the supply chain. We are looking at how companies can provide transparency to involve customers in their sustainability strategy.” 

      Proposed solutions for sustainability are not always as effective as promised. Some fashion rental schemes fall into this category, says Velázquez Martínez. “There are many new rental companies that are trying to get more use out of clothes to offset the emissions associated with production. We recently researched the environmental impact of monthly subscription models where consumers pay a fee to receive clothes for a month before returning them, as well as peer-to-peer sharing models.” 

      The researchers found that while rental services generally have a lower carbon footprint than retail sales, hidden emissions from logistics played a surprisingly large role. “First, you need to deliver the clothes and pick them up, and there are high return rates,” says Velázquez Martínez. “When you factor in dry cleaning and packaging emissions, the rental models in some cases have a worse carbon footprint than buying new clothes.” Peer-to-peer sharing could be better, he adds, but that depends on how far the consumers travel to meet-up points. 

      Typically, says Velázquez Martínez, garment types that are frequently used are not well suited to rental models. “But for specialty clothes such as wedding dresses or prom dresses, it is better to rent.” 

      Waiting a few days to save the planet 

      Even before the pandemic, online retailing gained a second wind due to low-cost same- and next-day delivery options. While e-commerce may have its drawbacks as a contributor to social isolation and reduced competition, it has proven itself to be far more eco-friendly than brick-and-mortar shopping, not to mention a lot more convenient. Yet rapid deliveries are cutting into online-shopping’s carbon-cutting advantage.

      In 2019, MIT’s Sustainable Supply Chain Lab launched a Green Bottle project to study the rapid delivery phenomenon. The project has been “testing whether consumers would be willing to delay their e-commerce deliveries to reduce the environmental impact of fast shipping,” says Velázquez Martínez. “Many companies such as Walmart and Target have followed Amazon’s 2019 strategy of moving from two-day to same-day delivery. Instead of sending a fully loaded truck to a neighborhood every few days, they now send multiple trucks to that neighborhood every day, and there are more days when trucks are targeting each neighborhood. All this increases carbon emissions and makes it hard for shippers to consolidate. ”  

      Working with Coppel, one of Mexico’s largest retailers, the Green Button project inspired a related Consolidation Ecommerce Project that built a large-scale mathematical model to provide a strategy for consolidation. The model determined what delivery time window each neighborhood demands and then calculated the best day to deliver to each neighborhood to meet the desired window while minimizing carbon emissions. 

      No matter what mixture of delivery times was used, the consolidation model helped retailers schedule deliveries more efficiently. Yet, the biggest cuts in emissions emerged when customers were willing to wait several days.

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      “When we ran a month-long simulation comparing our model for four-to-five-day delivery with Coppel’s existing model for one- or two-day delivery, we saw savings in fuel consumption of over 50 percent on certain routes” says Velázquez Martínez. “This is huge compared to other strategies for squeezing more efficiency from the last-mile supply chain, such as routing optimization, where savings are close to 5 percent. The optimal solution depends on factors such as the capacity for consolidation, the frequency of delivery, the store capacity, and the impact on inbound operations.” 

      The researchers next set out to determine if customers could be persuaded to wait longer for deliveries. Considering that the price differential is low or nonexistent, this was a considerable challenge. Yet, the same day habit is only a few years old, and some consumers have come to realize they don’t always need rapid deliveries. “Some consumers who order by rapid delivery find they are too busy to open the packages right away,” says Velázquez Martínez.  

      Trees beat kilograms of CO2

      The researchers set out to find if consumers would be willing to sacrifice a bit of convenience if they knew they were helping to reduce climate change. The Green Button project tested different public outreach strategies. For one test group, they reported the carbon impact of delivery times in kilograms of carbon dioxide (CO2). Another group received the information expressed in terms of the energy required to recycle a certain amount of garbage. A third group learned about emissions in terms of the number of trees required to trap the carbon. “Explaining the impact in terms of trees led to almost 90 percent willing to wait another day or two,” says Velázquez Martínez. “This is compared to less than 40 percent for the group that received the data in kilograms of CO2.” 

      Another surprise was that there was no difference in response based on income, gender, or age. “Most studies of green consumers suggest they are predominantly high income, female, highly educated, or younger,” says Velázquez Martínez. “However, our results show that the differences were the same between low and high income, women and men, and younger and older people. We have shown that disclosing emissions transparently and making the consumer a part of the strategy can be a new opportunity for more consumer-driven logistics sustainability.” 

      The researchers are now developing similar models for business-to-business (B2B) e-commerce. “We found that B2B supply chain emissions are often high because many shipping companies require strict delivery windows,” says Velázquez Martínez.  

      The B2B models drill down to examine the Corporate Value Chain (Scope 3) emissions of suppliers. “Although some shipping companies are now asking their suppliers to review emissions, it is a challenge to create a transparent supply chain,” says Velázquez Martínez.  “Technological innovations have made it easier, starting with RFID [radio frequency identification], and then real-time GPS mapping and blockchain. But these technologies need to be more accessible and affordable, and we need more companies willing to use them.” 

      Some companies have been hesitant to dig too deeply into their supply chain, fearing they might uncover a scandal that might risk their reputation, says Velázquez Martínez. Other organizations are forced to look at the issue when nongovernmental organizations research sustainability issues such as social injustice in sweat shops and conflict mineral mines. 

      One challenge to building a transparent supply chain is that “in many companies, the sustainability teams are separate from the rest of the company,” says Velázquez Martínez. “Even if the CEOs receive information on sustainability issues, it often doesn’t filter down because the information does not belong to the planners or managers. We are pushing companies to not only account for sustainability factors in supply chain network design but also examine daily operations that affect sustainability. This is a big topic now: How can we translate sustainability information into something that everybody can understand and use?” 

      LIFT Lab lifts micro-retailers  

      In 2016, Velázquez Martínez launched the MIT GeneSys project to gain insights into micro and small enterprises (MSEs) in developing countries. The project released a GeneSys mobile app, which was used by more than 500 students throughout Latin America to collect data on more than 800 microfirms. In 2022, he launched the LIFT Lab, which focuses more specifically on studying and improving the supply chain for MSEs.  

      Worldwide, some 90 percent of companies have fewer than 10 employees. In Latin America and the Caribbean, companies with fewer than 50 employees represent 99 percent of all companies and 47 percent of employment. 

      Although MSEs represent much of the world’s economy, they are poorly understood, notes Velázquez Martínez. “Those tiny businesses are driving a lot of the economy and serve as important customers for the large companies working in developing countries. They range from small businesses down to people trying to get some money to eat by selling cakes or tacos through their windows.”  

      The MIT LIFT Lab researchers investigated whether MSE supply chain issues could help shed light on why many Latin American countries have been limited to marginal increases in gross domestic product. “Large companies from the developed world that are operating in Latin America, such as Unilever, Walmart, and Coca-Cola, have huge growth there, in some cases higher than they have in the developed world,” says Velázquez Martínez. “Yet, the countries are not developing as fast as we would expect.” 

      The LIFT Lab data showed that while the multinationals are thriving in Latin America, the local MSEs are decreasing in productivity. The study also found the trend has worsened with Covid-19.  

      The LIFT Lab’s first big project, which is sponsored by Mexican beverage and retail company FEMSA, is studying supply chains in Mexico. The study spans 200,000 micro-retailers and 300,000 consumers. In a collaboration with Tecnológico de Monterrey, hundreds of students are helping with a field study.  

      “We are looking at supply chain management and business capabilities and identifying the challenges to adoption of technology and digitalization,” says Velázquez Martínez. “We want to find the best ways for micro-firms to work with suppliers and consumers by identifying the consumers who access this market, as well as the products and services that can best help the micro-firms drive growth.” 

      Based on the earlier research by GeneSys, Velázquez Martínez has developed some hypotheses for potential improvements for micro-retailer supply chain, starting with payment terms. “We found that the micro-firms often get the worst purchasing deals. Owners without credit cards and with limited cash often buy in smaller amounts at much higher prices than retailers like Walmart. The big suppliers are squeezing them.” 

      While large retailers usually get 60 to 120 days to pay, micro-retailers “either pay at the moment of the transaction or in advance,” says Velázquez Martínez. “In a study of 500 micro-retailers in five countries in Latin America, we found the average payment time was minus seven days payment in advance. These terms reduce cash availability and often lead to bankruptcy.” 

      LIFT Lab is working with suppliers to persuade them to offer a minimum payment time of two weeks. “We can show the suppliers that the change in terms will let them move more product and increase sales,” says Velázquez Martínez. “Meanwhile, the micro-retailers gain higher profits and become more stable, even if they may pay a bit more.” 

      LIFT Lab is also looking at ways that micro-retailers can leverage smartphones for digitalization and planning. “Some of these companies are keeping records on napkins,” says Velázquez Martínez. “By using a cellphone, they can charge orders to suppliers and communicate with consumers. We are testing different dashboards for mobile apps to help with planning and financial performance. We are also recommending services the stores can provide, such as paying electricity or water bills. The idea is to build more capabilities and knowledge and increase business competencies for the supply chain that are tailored for micro-retailers.” 

      From a financial perspective, micro-retailers are not always the most efficient way to move products. Yet they also play an important role in building social cohesion within neighborhoods. By offering more services, the corner bodega can bring people together in ways that are impossible with e-commerce and big-box stores.  

      Whether the consumers are micro-firms buying from suppliers or e-commerce customers waiting for packages, “transparency is key to building a sustainable supply chain,” says Velázquez Martínez. “To change consumer habits, consumers need to be better educated on the impacts of their behaviors. With consumer-facing logistics, ‘The last shall be first, and the first last.’” More

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      in Environment

      MIT community in 2022: A year in review

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      In 2022, MIT returned to a bit of normalcy after the challenge of Covid-19 began to subside. The Institute prepared to bid farewell to its president and later announced his successor; announced five flagship projects in a new competition aimed at tackling climate’s greatest challenges; made new commitments toward ensuring support for diverse voices; and celebrated the reopening of a reimagined MIT Museum — as well as a Hollywood blockbuster featuring scenes from campus. Here are some of the top stories in the MIT community this year.

      Presidential transition

      In February, MIT President L. Rafael Reif announced that he planned to step down at the end of 2022. In more than 10 years as president, Reif guided MIT through a period of dynamic growth, greatly enhancing its global stature and magnetism. At the conclusion of his term at the end of this month, Reif will take a sabbatical, then return to the faculty of the Department of Electrical Engineering and Computer Science. In September, Reif expressed his gratitude to the MIT community at an Institute-wide dance celebration, and he was honored with a special MIT Dome lighting earlier this month.

      After an extensive presidential search, Sally Kornbluth, a cell biologist and the current provost of Duke University, was announced in October as MIT’s 18th president. Following an introduction to MIT that included a press conference, welcoming event, and community celebration, Kornbluth will assume the MIT presidency on Jan. 1, 2023.

      In other administrative transitions: Cynthia Barnhart was appointed provost after Martin Schmidt stepped down to become president of Rensselaer Polytechnic Institute; Sanjay Sarma stepped down as vice president for open learning after nine years in the role; professors Brent Ryan and Anne White were named associate provosts, while White was also named associate vice president for research administration; and Agustín Rayo was named dean of the School of Humanities, Arts, and Social Sciences.

      Climate Grand Challenges

      MIT announced five flagship projects in its first-ever Climate Grand Challenges competition. These multiyear projects focus on unraveling some of the toughest unsolved climate problems and bringing high-impact, science-based solutions to the world on an accelerated basis. Representing the most promising concepts to emerge from the two-year competition that yielded 27 finalist projects, the five flagship projects will receive additional funding and resources from MIT and others to develop their ideas and swiftly transform them into practical solutions at scale.

      CHIPS and Science Act

      President Reif and Vice President for Research Maria Zuber were among several MIT representatives to witness President Biden’s signing of the $52 billion “CHIPS and Science” bill into law in August. Reif helped shape aspects of the bill and was a vocal advocate for it among university and government officials, while Zuber served on two government science advisory boards during the bill’s gestation and consideration. Earlier in the year, MIT.nano hosted U.S. Secretary of Commerce Gina Raimondo, while MIT researchers released a key report on U.S. microelectronics research and manufacturing.

      MIT Morningside Academy for Design

      Supported by a $100 million founding gift, the MIT Morningside Academy for Design launched as a major interdisciplinary center that aims to build on the Institute’s leadership in design-focused education. Housed in the School of Architecture and Planning, the academy provides a hub that will encourage design work at MIT to grow and cross disciplines among engineering, science, management, computing, architecture, urban planning, and the arts.

      Reports of the Institute

      A number of key Institute reports and announcements were released in 2022. They include: an announcement of the future of gift acceptance for MIT: an announcement of priority MIT investments; a new MIT Values Statement; a renewed commitment to Indigenous scholarship and community; the Strategic Action Plan for Belonging, Achievement, and Composition; a report on MIT’s engagement with China; a report of the Working Group on Reimagining Public Safety at MIT; a report of the Indigenous Working Group; and a report of the Ad Hoc Committee on Arts, Culture, and DEI.

      Nobel Prizes

      MIT affiliates were well-represented among new and recent Nobel laureates who took part in the first in-person Nobel Prize ceremony since the start of the Covid-19 pandemic. MIT-affiliated winners for 2022 included Ben Bernanke PhD ’79, K. Barry Sharpless, and Carolyn Bertozzi. Winners in attendance from 2020 and 2021 included Professor Joshua Angrist, David Julius ’77, and Andrea Ghez ’87.

      New MIT Museum

      A reimagined MIT Museum opened this fall in a new 56,000-square-foot space in the heart of Cambridge’s Kendall Square. The museum invites visitors to explore the Institute’s innovations in science, technology, engineering, arts, and math — and to take part in that work with hands-on learning labs and maker spaces, interactive exhibits, and venues to discuss the impact of science and technology on society.

      “Wakanda Forever”

      In November, the Institute Office of Communications and the Division of Student Life hosted a special screening of Marvel Studios’ “Black Panther: Wakanda Forever.” The MIT campus had been used as a filming location in summer 2021, as one of the film’s characters, Riri Williams (also known as Ironheart), is portrayed as a student at the Institute.

      In-person Commencement returns

      After two years of online celebrations due to Covid-19, MIT Commencement returned to Killian Court at the end of May. World Trade Organization Director-General Ngozi Okonjo-Iweala MCP ’78, PhD ’81 delivered the Commencement address, while poet Kealoha Wong ’99 spoke at a special ceremony for the classes of 2020 and 2021.

      Students win distinguished fellowships

      As in previous years, MIT students continued to shine. This year, exceptional undergraduates were awarded Fulbright, Marshall, Mitchell, Rhodes, and Schwarzman scholarships.

      Remembering those we’ve lost

      Among MIT community members who died this year were Robert Balluffi, Louis Braida, Ashton Carter, Tom Eagar, Dick Eckaus, Octavian-Eugen Ganea, Peter Griffith, Patrick Hale, Frank Sidney Jones, Nonabah Lane, Leo Marx, Bruce Montgomery, Joel Moses, Brian Sousa Jr., Mohamed Magdi Taha, John Tirman, Richard Wurtman, and Markus Zahn.

      In case you missed it:

      Additional top community stories of 2022 included MIT students dominating the 82nd Putnam Mathematical Competition, an update on MIT’s reinstating the SAT/ACT requirement for admissions, a new mathematics program for Ukrainian students and refugees, a roundup of new books from MIT authors, the renaming of the MIT.nano building, an announcement of winners of this year’s MIT $100K Entrepreneurship Competition, the new MIT Wright Brothers Wind Tunnel, and MIT students winning the 45th International Collegiate Programming Contest for the first time in 44 years. More

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      in Security

      Food for thought, thought for food

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      According to the Food and Agriculture Organization of the United Nations, approximately 3.1 billion people worldwide were unable to afford a healthy diet in 2020. Meanwhile, in 2021 close to 2.3 billion people were moderately or severely food insecure. Given the strong link between malnutrition and income disparity, the numbers paint a grim picture representing one of the grand challenges of our time.

      “I’m probably an idealist,” says MIT Research Scientist Christopher Mejía Argueta, “but I really believe that if we change our diets and think about ways to help others, we can make a difference — that’s my motivation.”

      Mejía Argueta is the founder and director of the MIT Food and Retail Operations Lab (FaROL). He has more than a decade of experience in supply chain management, optimization, and effective data-driven decision-making on pressing issues like the evolution of end consumers for retail and e-tail supply chains, food waste, and equitable access to nutrition.  

      Supply chain network designs typically focus on minimizing costs without considering the implications (e.g., cost) of changes in consumer behavior. Mejía Argueta and his colleagues at the FaROL, however, are working to understand and design optimal supply chains to create high-performance operations based on consumer choice. “Understanding the significant factors of consumer choice and analyzing their evolution over time becomes critical to designing forward-looking retail operations with data-driven and customer-centric supply chains, inventory management, and distribution systems,” explains Mejía Argueta. 

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      One of his recent projects examined the challenges of small retailers worldwide. These mom-and-pop outlets, or nanostores, account for 50 percent of the global market share and are the primary source of consumer packaged goods for people in urban areas. Worldwide there are nearly 50 million nanostores, each serving between 100-200 households in a community. In India alone, there are 14 million nanostores known as kiranas. And while these retailers are more prevalent in emerging markets, they play an important role in developed markets, particularly in under-resourced communities, and are frequently located in “food deserts,” where they are the only source of essential goods for the community.  

      These small retailers thrive thanks, partly, to their ability to offer the right combination of affordability and convenience while fostering trust with local customers, who often lack access to a supermarket or a grocery store. They often exist in fragmented, densely populated areas where infrastructure and public transportation services are poor and consumers have limited purchasing power. But nanostore shopkeepers and owners are intimately familiar with their customers and their consumption patterns, which means they can connect those consumption patterns or information to the larger supply chain. According to Mejía Argueta, when it comes to the future of retail, nanostores will be the cornerstones of growth in emerging economies. 

      But it’s a complicated scenario. Mom-and-pop shops don’t have the capacity to offer a broad range of products to their customers, and often, they lack access to nutritious food options. Logistically speaking, it is expensive to supply them, and the cost-to-serve (i.e., the logistics cost) is between 10 to 30 percent more expensive than other retailers. According to Mejía Argueta, this has a significant ripple effect, impacting education, productivity, and, eventually, the economic performance of an entire nation.  

      “The high fragmentation of nanostores causes substantial distribution inefficiencies, especially in congested megacities,” he says. “At my lab, we study how to make nanostores more efficient and effective by considering various commercial and logistics strategies while considering inherent technical challenges. We need to serve these small retailers better to help them survive and thrive, to provide a greater impact for underserved communities and the entire economic ecosystem.”

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      Mejía Argueta and his team recently collaborated with Tufts University and the City of Somerville, Massachusetts, to conduct research on food access models in underserved communities. The Somerville Project explored various interventions to supply fresh produce in food desert neighborhoods.

      “A lack of nutrition does not simply mean a lack of food,” Mejía Argueta says. “It can also be caused by an overabundance of unhealthy foods in a given market, which is particularly troublesome for U.S. cities where people in underserved communities don’t have access to healthy food options. We believe that one way to combat the problem of food deserts is to supply these areas with healthy food options affordably and create awareness programs.”  

      The collaborative project saw Mejía Argueta and his colleagues assessing the impact of several intervention schemes designed to empower the end consumer. For example, they implemented a low-cost grocery delivery model similar to Instacart as well as a ride sharing system to transport people from their homes to grocery stores and back. They also collaborated with a nonprofit organization, Partnership for a Healthier America, and began working with retailers to deliver “veggie boxes” in underserved communities. Models like these provide low-income people access to food while providing dignity of choice, Mejía Argueta explains.  

      When it comes to supply chain management research, sustainability and societal impact often fall by the wayside, but Mejía Argueta’s bottom-up approach shirks tradition. “We’re trying to build a community, employing a socially driven perspective because if you work with the community, you gain their trust. If you want to make something sustainable in the long term, people need to trust in these solutions and engage with the ecosystem as a whole.”  

      And to achieve real-world impact, collaboration is key. Mejía Argueta says that government has an important role to play, developing policy to connect the models he and his colleagues develop in academia to societal challenges. Meanwhile, he believes startups and entrepreneurs can function as bridge-builders to link the flows of information, the flows of goods and cash, and even knowledge and security in an ecosystem that suffers from fragmentation and siloed thinking among stakeholders.

      Finally, Mejía Argueta reflects on the role of corporations and his belief that the MIT Industrial Liaison Program is essential to getting his research to the frontline of business challenges. “The Industrial Liaison Program does a fantastic job of connecting our research to real-world scenarios,” he says. “It creates opportunities for us to have meaningful interactions with corporates for real-world impact. I believe strongly in the MIT motto ‘mens et manus,’ and ILP helps drive our research into practice.” More

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      in Energy

      3 Questions: Robert Stoner unpacks US climate and infrastructure laws

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      This month, the 2022 United Nations Climate Change Conference (COP27) takes place in Sharm El Sheikh, Egypt, bringing together governments, experts, journalists, industry, and civil society to discuss climate action to enable countries to collectively sharply limit anthropogenic climate change. As MIT Energy Initiative Deputy Director for Science and Technology Robert Stoner attends the conference, he takes a moment to speak about the climate and infrastructure laws enacted in the last year in the United States, and about the impact these laws can have in the global energy transition.

      Q: COP27 is now underway. Can you set the scene?

      A: There’s a lot of interest among vulnerable countries about compensation for the impacts climate change has had on them, or “loss and damage,” a topic that the United States refused to address last year at COP26, for fear of opening up a floodgate and leaving U.S. taxpayers exposed to unlimited liability for our past (and future) emissions. This is a crucial issue of fairness for developed countries — and, well, of acknowledging our common humanity. But in a sense, it’s also a sideshow, and addressing it won’t prevent a climate catastrophe — we really need to focus on mitigation. With the passage of the bipartisan Infrastructure Investment and Jobs Act and the Inflation Reduction Act (IRA), the United States is now in a strong position to twist some arms. These laws are largely about subsidizing the deployment of low-carbon technologies — pretty much all of them. We’re going to do a lot in the United States in the next decade that will lead to dramatic cost reductions for these technologies and enable other countries with fewer resources to adopt them as well. It’s exactly the leadership role the United States has needed to assume. Now we have the opportunity to rally the rest of the world and get other countries to commit to more ambitious decarbonization goals, and to build practical programs that take advantage of the investable pathways we’re going to create for public and private actors.

      But that alone won’t get us there — money is still a huge problem, especially in emerging markets and developing countries. And I don’t think the institutions we rely on to help these countries fund infrastructure — energy and everything else — are adequately funded. Nor do these institutions have the right structures, incentives, and staffing to fund low-carbon development in these countries rapidly enough or on the necessary scale. I’m talking about the World Bank, for instance, but the other multilateral organizations have similar issues. I frankly don’t think the multilaterals can be reformed or sufficiently redirected on a short enough time frame. We definitely need new leadership for these organizations, and I think we probably need to quickly establish new multilaterals with new people, more money, and a clarity of purpose that is likely beyond what can be achieved incrementally. I don’t know if this is going to be an active public discussion at COP27, but I hope it takes place somewhere soon. Given the strong role our government plays in financing and selecting the leadership of these institutions, perhaps this is another opportunity for the United States to demonstrate courage and leadership.

      Q: What “investable pathways” are you talking about?

      A: Well, the pathways we’re implicitly trying to pursue with the Infrastructure Act and IRA are pretty clear, and I’ll come back to them. But first let me describe the landscape: There are three main sources of demand for energy in the economy — industry (meaning chemical production, fuel for electricity generation, cement production, materials and manufacturing, and so on), transportation (cars, trucks, ships, planes, and trains), and buildings (for heating and cooling, mostly). That’s about it, and these three sectors account for 75 percent of our total greenhouse gas emissions. So the pathways are all about how to decarbonize these three end-use sectors. There are a lot of technologies — some that exist, some that don’t — that will have to be brought to bear. And so it can be a little overwhelming to try to imagine how it will all transpire, but it’s pretty clear at a high level what our options are:

      First, generate a lot of low-carbon electricity and electrify as many industrial processes, vehicles, and building heating systems as we can.
      Second, develop and deploy at massive scale technologies that can capture carbon dioxide from smokestacks, or the air, and put it somewhere that it can never escape from — in other words, carbon capture and sequestration, or CCS.
      Third, for end uses like aviation that really need to use fuels because of their extraordinary energy density, develop low-carbon alternatives to fossil fuels.
      And fourth is energy efficiency across the board — but I don’t really count that as a separate pathway per se.
      So, by “investable pathways” I mean specific ways to pursue these options that will attract investors. What the Infrastructure Act and the IRA do is deploy carrots (in the form of subsidies) in a variety of ways to close the gap between what it costs to deploy technologies like CCS that aren’t yet at a commercial stage because they’re immature, and what energy markets will tolerate. A similar situation occurs for low-carbon production of hydrogen, one of the leading low-carbon fuel candidates. We can make it by splitting water with electricity (electrolysis), but that costs too much with present-day technology; or we can make it more cheaply by separating it from methane (which is what natural gas mainly is), but that creates CO2 that has to be transported and sequestered somewhere. And then we have to store the hydrogen until we’re ready to use it, and transport it by pipeline to the industrial facilities where it will be used. That requires infrastructure that doesn’t exist — pipelines, compression stations, big tanks! Come to think of it, the demand for all that hydrogen doesn’t exist either — at least not if industry has to pay what it actually costs.

      So, one very important thing these new acts do is subsidize production of hydrogen in various ways — and subsidize the creation of a CCS industry. The other thing they do is subsidize the deployment at enormous scale of low-carbon energy technologies. Some of them are already pretty cheap, like solar and wind, but they need to be supported by a lot of storage on the grid (which we don’t yet have) and by other sorts of grid infrastructure that, again, don’t exist. So, they now get subsidized, too, along with other carbon-free and low-carbon generation technologies — basically all of them. The idea is that by stimulating at-scale deployment of all these established and emerging technologies, and funding demonstrations of novel infrastructure — effectively lowering the cost of supply of low-carbon energy in the form of electricity and fuels — we will draw out the private sector to build out much more of the connective infrastructure and invest in new industrial processes, new home heating systems, and low-carbon transportation. This subsidized build-out will take place over a decade and then phase out as costs fall — hopefully, leaving the foundation for a thriving low-carbon energy economy in its wake, along with crucial technologies and knowledge that will benefit the whole world.

      Q: Is all of the federal investment in energy infrastructure in the United States relevant to the energy crisis in Europe right now?

      A: Not in a direct way — Europe is a near-term catastrophe with a long-term challenge that is in many ways more difficult than ours because Europe doesn’t have the level of primary energy resources like oil and gas that we have in abundance. Energy costs more in Europe, especially absent Russian pipelines. In a way, the narrowing of Europe’s options creates an impetus to invest in low-carbon technologies sooner than otherwise. The result either way will be expensive energy and quite a lot of economic suffering for years. The near-term challenge is to protect people from high energy prices. The big spikes in electricity prices we see now are driven by the natural gas market disruption, which will eventually dissipate as new sources of electricity come online (Sweden, for example, just announced a plan to develop new nuclear, and we’re seeing other countries like Germany soften their stance on nuclear) — and gas markets will sort themselves out. Meanwhile governments are trying to shield their people with electricity price caps and other subsidies, but that’s enormously burdensome.

      The EU recently announced gas price caps for imported gas to try to eliminate price-gouging by importers and reduce the subsidy burden. That may help to lower downstream prices, or it may make matters worse by reducing the flow of gas into the EU and fueling scarcity pricing, and ultimately adding to the subsidy burden. A lot people are quite reasonably suggesting that if electricity prices are subject to crazy behavior in gas markets, then why not disconnect from the grid and self-generate? Wouldn’t that also help reduce demand for gas overall and also reduce CO2 emissions? It would. But it’s expensive to put solar panels on your roof and batteries in your basement — so for those rich enough to do this, it would lead to higher average electricity costs that would live on far into the future, even when grid prices eventually come down.

      So, an interesting idea is taking hold, with considerable encouragement from national governments — the idea of “energy communities,” basically, towns or cities that encourage local firms and homeowners to install solar and batteries, and make some sort of business arrangement with the local utility to allow the community to disconnect from the national grid at times of high prices and self-supply — in other words, use the utility’s wires to sell locally generated power locally. It’s interesting to think about — it takes less battery storage to handle the intermittency of solar when you have a lot of generators and consumers, so forming a community helps lower costs, and with a good deal from the utility for using their wires, it might not be that much more expensive. And of course, when the national grid is working well and prices are normal, the community would reconnect and buy power cheaply, while selling back its self-generated power to the grid. There are also potentially important social benefits that might accrue in these energy communities, too. It’s not a dumb idea, and we’ll see some interesting experimentation in this area in the coming years — as usual, the Germans are enthusiastic! More

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      in Energy

      MIT accelerates efforts on path to carbon reduction goals

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      Under its “Fast Forward” climate action plan, which was announced in May 2021, MIT has set a goal of eliminating direct emissions from its campus by 2050. An important near-term milestone will be achieving net-zero emissions by 2026. Many other colleges and universities have set similar targets. What does it take to achieve such a dramatic reduction?

      Since 2014, when MIT launched a five-year plan for action on climate change, net campus emissions have been cut by 20 percent. To meet the 2026 target, and ultimately achieve zero direct emissions by 2050, the Institute is making its campus buildings dramatically more energy efficient, transitioning to electric vehicles (EVs), and enabling large-scale renewable energy projects, among other strategies.

      “This is an ‘all-in’ moment for MIT, and we’re taking comprehensive steps to address our carbon footprint,” says Glen Shor, executive vice president and treasurer. “Reducing our emissions to zero will be challenging, but it’s the right aspiration.”

      “As an energy-intensive campus in an urban setting, our ability to achieve this goal will, in part, depend on the capacity of the local power grid to support the electrification of buildings and transportation, and how ‘green’ that grid electricity will become over time,” says Joe Higgins, MIT’s vice president for campus services and stewardship. “It will also require breakthrough technology improvements and new public policies to drive their adoption. Many of those tech breakthroughs are being developed by our own faculty, and our teams are planning scenarios in anticipation of their arrival.”

      Working toward an energy-efficient campus

      The on-campus reductions have come primarily from a major upgrade to MIT’s Central Utilities Plant, which provides electricity, heating, and cooling for about 80 percent of all Institute buildings. The upgraded plant, which uses advanced cogeneration technology, became fully operational at the end of 2021 and is meeting campus energy needs at greater efficiency and lower carbon intensity (on average 15 to 25 percent cleaner) compared to the regional electricity grid. Carbon reductions from the increased efficiency provided by the enhanced plant are projected to counter the added greenhouse gas emissions caused by recently completed and planned construction and operation of new buildings on campus, especially energy-intensive laboratory buildings.

      Energy from the plant is delivered to campus buildings through MIT’s district energy system, a network of underground pipes and power lines providing electricity, heating, and air conditioning. With this adaptable system, MIT can introduce new technologies as they become available to increase the system’s energy efficiency. The system enables MIT to export power when the regional grid is under stress and to import electricity from the power grid as it becomes cleaner, likely over the next decade as the availability of offshore wind and renewable resources increases. “At the same time, we are reviewing additional technology options such as industrial-scale heat pumps, thermal batteries, geothermal exchange, microreactors, bio-based fuels, and green hydrogen produced from renewable energy,” Higgins says.

      Along with upgrades to the plant, MIT is gradually converting existing steam-based heating systems into more efficient hot-water systems. This long-term project to lower campus emissions requires replacing the vast network of existing steam pipes and infrastructure, and will be phased in as systems need to be replaced. Currently MIT has four buildings that are on a hot-water system, with five more buildings transitioning to hot water by the fall of 2022.  

      Minimizing emissions by implementing meaningful building efficiency standards has been an ongoing strategy in MIT’s climate mitigation efforts. In 2016, MIT made a commitment that all new campus construction and major renovation projects must earn at least Leadership in Energy and Environmental Design (LEED) Gold certification. To date, 24 spaces and buildings at MIT have earned a LEED designation, a performance-based rating system of a building’s environmental attributes associated with its design, construction, operations, and management.

      Current efficiency efforts focus on reducing energy in the 20 buildings that account for more than 50 percent of MIT’s energy usage. One such project under construction aims to improve energy efficiency in Building 46, which houses the Department of Brain and Cognitive Sciences and the Picower Institute for Learning and Memory and is the biggest energy user on the campus because of its large size and high concentration of lab spaces. Interventions include optimizing ventilation systems that will significantly reduce energy use while improving occupant comfort, and working with labs to implement programs such as fume hood hibernation and equipment adjustments. For example, raising ultralow freezer set points by 10 degrees can reduce their energy consumption by as much as 40 percent. Together, these measures are projected to yield a 35 percent reduction in emissions for Building 46, which would contribute to reducing campus-level emissions by 2 percent.

      Over the past decade, in addition to whole building intervention programs, the campus has taken targeted measures in over 100 campus buildings to add building insulation, replace old, inefficient windows, transition to energy-efficient lighting and mechanical systems, optimize lab ventilation systems, and install solar panels on solar-ready rooftops on campus — and will increase the capacity of renewable energy installations on campus by a minimum of 400 percent by 2026. These smaller scale contributions to overall emissions reductions are essential steps in a comprehensive campus effort.

      Electrification of buildings and vehicles

      With an eye to designing for “the next energy era,” says Higgins, MIT is looking to large-scale electrification of its buildings and district energy systems to reduce building use-associated emissions. Currently under renovation, the Metropolitan Storage Warehouse — which will house the MIT School of Architecture and Planning (SA+P) and the newly established MIT Morningside Academy for Design — will be the first building on campus to undergo this transformation by using electric heat pumps as its main heating and supplemental cooling source. The project team, consisting of campus engineering and construction teams as well as the designers, is working with SA+P faculty to design this innovative electrification project. The solution will move excess heat from the district energy infrastructure and nearby facilities to supply the heat pump system, creating a solution that uses less energy — resulting in fewer carbon emissions. 

      Next to building energy use, emissions from on-campus vehicles are a key target for reduction; one of the goals in the “Fast Forward” plan is the electrification of on-campus vehicles. This includes the expansion of electric vehicle charging stations, and work has begun on the promised 200 percent expansion of the number of stations on campus, from 120 to 360. Sites are being evaluated to make sure that all members of the MIT community have easy access to these facilities.

      The electrification also includes working toward replacing existing MIT-owned vehicles, from shuttle buses and vans to pickup trucks and passenger cars, as well as grounds maintenance equipment. Shu Yang Zhang, a junior in the Department of Materials Science and Engineering, is part of an Office of Sustainability student research team that carried out an evaluation of the options available for each type of vehicle and compared both their lifecycle costs and emissions.

      Zhang says the team examined “the specifics of the vehicles that we own, looking at key measures such as fuel economy and cargo capacity,” and determined what alternatives exist in each category. The team carried out a study of the costs for replacing existing vehicles with EVs on the market now, versus buying new gas vehicles or leaving the existing ones in place. They produced a set of specific recommendations about fleet vehicle replacement and charging infrastructure installation on campus that supports both commuters and an MIT EV fleet in the future. According to their estimates, Zhang says, “the costs should be not drastically different” in the long run for the new electric vehicles.

      Strength in numbers

      While a panoply of measures has contributed to the successful offsetting of emissions so far, the biggest single contributor was MIT’s creation of an innovative, collaborative power purchase agreement (PPA) that enabled the construction of a large solar farm in North Carolina, which in turn contributed to the early retirement of a large coal-fired power plant in that region. MIT is committed to buying 73 percent of the power generated by the new facility, which is equivalent to approximately 40 percent of the Institute’s electricity use.

      That PPA, which was a collaboration between three institutions, provided a template that has already been emulated by other institutions, in many cases enabling smaller organizations to take part in such a plan and achieve greater offsets of their carbon emissions than might have been possible acting on their own. Now, MIT is actively pursuing new, larger variations on that plan, which may include a wider variety of organizational participants, perhaps including local governments as well as institutions and nonprofits. The hope is that, as was the case with the original PPA, such collaborations could provide a model that other institutions and organizations may adopt as well.

      Strategic portfolio agreements like the PPA will help achieve net zero emissions on campus while accelerating the decarbonization of regional electricity grids — a transformation critical to achieving net zero emissions, alongside all the work that continues to reduce the direct emissions from the campus itself.

      “PPAs play an important role in MIT’s net zero strategy and have an immediate and significant impact in decarbonization of regional power grids by enabling renewable energy projects,” says Paul L. Joskow, the Elizabeth and James Killian Professor of Economics. “Many well-known U.S. companies and organizations that are seeking to enable and purchase CO2-free electricity have turned to long-term PPAs selected through a competitive procurement process to help to meet their voluntary internal decarbonization commitments. While there are still challenges regarding organizational procurements — including proper carbon emissions mitigation accounting, optimal contract design, and efficient integration into wholesale electricity markets — we are optimistic that MIT’s efforts and partnerships will contribute to resolving some of these issues.”

      Addressing indirect sources of emissions

      MIT’s examination of emissions is not limited to the campus itself but also the indirect sources associated with the Institute’s operations, research, and education. Of these indirect emissions, the three major ones are business travel, purchased goods and services, and construction of buildings, which are collectively larger than the total direct emissions from campus.

      The strategic sourcing team in the Office of the Vice President for Finance has been working to develop opportunities and guidelines for making it easier to purchase sustainable products, for everything from office paper to electronics to lab equipment. Jeremy Gregory, executive director of MIT’s Climate and Sustainability Consortium, notes that MIT’s characteristic independent spirit resists placing limits on what products researchers can buy, but, he says, “we have opportunities to centralize some of our efforts and empower our community to choose low-impact alternatives when making procurement decisions.”

      The path forward

      The process of identifying and implementing MIT’s carbon reductions will be supported, in part, by the Carbon Footprint Working Group, which was launched by the Climate Nucleus, a new body MIT created to manage the implementation of the “Fast Forward” climate plan. The nucleus includes a broad representation from MIT’s departments, labs, and centers that are working on climate change issues. “We’ve created this internal structure in an effort to integrate operational expertise with faculty and student research innovations,” says Director of Sustainability Julie Newman.

      Whatever measures end up being adopted to reduce energy and associated emissions, their results will be made available continuously to members of the MIT community in real-time, through a campus data gateway, Newman says — a degree of transparency that is exceptional in higher education. “If you’re interested in supporting all these efforts and following this,” she says, “you can track the progress via Energize MIT,” a set of online visualizations that display various measures of MIT’s energy usage and greenhouse gas emissions over time. More

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      in Environment

      Four researchers with MIT ties earn Schmidt Science Fellowships

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      Four researchers with MIT ties — Juncal Arbelaiz, Xiangkun (Elvis) Cao, Sandya Subramanian, and Heather Zlotnick ’17 — have been honored with competitive Schmidt Science Fellowships.

      Created in 2017, the fellows program aims to bring together the world’s brightest minds “to solve society’s toughest challenges.”

      The four MIT-affiliated researchers are among 29 Schmidt Science Fellows from around the world who will receive postdoctoral support for either one or two years with an annual stipend of $100,000, along with individualized mentoring and participation in the program’s Global Meeting Series. The fellows will also have opportunities to engage with thought-leaders from science, business, policy, and society. According to the award announcement, the fellows are expected to pursue research that shifts from the focus of their PhDs, to help expand and enhance their futures as scientific leaders.

      Juncal Arbelaiz is a PhD candidate in applied mathematics at MIT, who is completing her doctorate this summer. Her doctoral research at MIT is advised by Ali Jadbabaie, the JR East Professor of Engineering and head of the Department of Civil and Environmental Engineering; Anette Hosoi, the Neil and Jane Pappalardo Professor of Mechanical Engineering and associate dean of the School of Engineering; and Bassam Bamieh, professor of mechanical engineering and associate director of the Center for Control, Dynamical Systems, and Computation at the University of California at Santa Barbara. Arbelaiz’s research revolves around the design of optimal decentralized intelligence for spatially-distributed dynamical systems.

      “I cannot think of a better way to start my independent scientific career. I feel very excited and grateful for this opportunity,” says Arbelaiz. With her fellowship, she will enlist systems biology to explore how the nervous system encodes and processes sensory information to address future safety-critical artificial intelligence applications. “The Schmidt Science Fellowship will provide me with a unique opportunity to work at the intersection of biological and machine intelligence for two years and will be a steppingstone towards my longer-term objective of becoming a researcher in bio-inspired machine intelligence,” she says.

      Xiangkun (Elvis) Cao is currently a postdoc in the lab of T. Alan Hatton, the Ralph Landau Professor in Chemical Engineering, and an Impact Fellow at the MIT Climate and Sustainability Consortium. Cao received his PhD in mechanical engineering from Cornell University in 2021, during which he focused on microscopic precision in the simultaneous delivery of light and fluids by optofluidics, with advances relevant to health and sustainability applications. As a Schmidt Science Fellow, he plans to be co-advised by Hatton on carbon capture, and Ted Sargent, professor of chemistry at Northwestern University, on carbon utilization. Cao is passionate about integrated carbon capture and utilization (CCU) from molecular to process levels, machine learning to inspire smart CCU, and the nexus of technology, business, and policy for CCU.

      “The Schmidt Science Fellowship provides the perfect opportunity for me to work across disciplines to study integrated carbon capture and utilization from molecular to process levels,” Cao explains. “My vision is that by integrating carbon capture and utilization, we can concurrently make scientific discoveries and unlock economic opportunities while mitigating global climate change. This way, we can turn our carbon liability into an asset.”

      Sandya Subramanian, a 2021 PhD graduate of the Harvard-MIT Program in Health Sciences and Technology (HST) in the area of medical engineering and medical physics, is currently a postdoc at Stanford Data Science. She is focused on the topics of biomedical engineering, statistics, machine learning, neuroscience, and health care. Her research is on developing new technologies and methods to study the interactions between the brain, the autonomic nervous system, and the gut. “I’m extremely honored to receive the Schmidt Science Fellowship and to join the Schmidt community of leaders and scholars,” says Subramanian. “I’ve heard so much about the fellowship and the fact that it can open doors and give people confidence to pursue challenging or unique paths.”

      According to Subramanian, the autonomic nervous system and its interactions with other body systems are poorly understood but thought to be involved in several disorders, such as functional gastrointestinal disorders, Parkinson’s disease, diabetes, migraines, and eating disorders. The goal of her research is to improve our ability to monitor and quantify these physiologic processes. “I’m really interested in understanding how we can use physiological monitoring technologies to inform clinical decision-making, especially around the autonomic nervous system, and I look forward to continuing the work that I’ve recently started at Stanford as Schmidt Science Fellow,” she says. “A huge thank you to all of the mentors, colleagues, friends, and leaders I had the pleasure of meeting and working with at HST and MIT; I couldn’t have done this without everything I learned there.”

      Hannah Zlotnick ’17 attended MIT for her undergraduate studies, majoring in biological engineering with a minor in mechanical engineering. At MIT, Zlotnick was a student-athlete on the women’s varsity soccer team, a UROP student in Alan Grodzinsky’s laboratory, and a member of Pi Beta Phi. For her PhD, Zlotnick attended the University of Pennsylvania, and worked in Robert Mauck’s laboratory within the departments of Bioengineering and Orthopaedic Surgery.

      Zlotnick’s PhD research focused on harnessing remote forces, such as magnetism or gravity, to enhance engineered cartilage and osteochondral repair both in vitro and in large animal models. Zlotnick now plans to pivot to the field of biofabrication to create tissue models of the knee joint to assess potential therapeutics for osteoarthritis. “I am humbled to be a part of the Schmidt Science Fellows community, and excited to venture into the field of biofabrication,” Zlotnick says. “Hopefully this work uncovers new therapies for patients with inflammatory joint diseases.” More

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      in Environment

      Charting the landscape at MIT

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      Norman Magnuson’s MIT career — culminating in his role as manager of grounds services in the Department of Facilities for the past 20 years — started in 1974 with a summer job. Fresh out of high school and unsure of his next step, Magnuson’s father, Norman Sr., a housing manager at MIT, encouraged him to take a summer staffer position with MIT Grounds Services. That temporary job would turn into a 48-year career, in which Magnuson found and fed his passion for horticulture.

      Over the years, Magnuson has had a number of roles, including mover, truck driver, and landscaper. In his most recent role, Magnuson was responsible for managing and maintaining the grounds of MIT’s more-than-168-acre campus — work that includes landscaping, snow removal, and event setup — a position where his pride of work could be seen across campus. Now, after nearly half a century at the Institute, Magnuson is retiring, leaving an enormous set of shoes to fill.

      “Norman’s passion for stewarding an immense array of green spaces has delighted the eyes of tens of thousands of people from around the world who have worked, visited, studied, and resided at MIT over the years,” says Vice President for Campus Services and Stewardship Joe Higgins. Adds Martin O’Brien, senior manager of Campus Services, “Not only do he and his team excel at high-profile events like snowstorms and Commencement, but day to day, they keep the campus shining.”

      Touching six decades on a transforming campus

      Like many who have spent dozens of years at the Institute, when asked what has changed the most in his time here, Magnuson thinks first of MIT’s skyline. He notes that the Landau Building (Building 66) was the first new construction he saw on campus. He remembers seeing E40 and E51 be transformed from warehouses to more functional spaces for research and labs — a pattern that would be repeated often during his time at MIT. As each part of campus dramatically evolved, so did the quiet and steadfast work of Magnuson and Grounds Services.

      When Magnuson first started working for Grounds Services, he says that landscaping was often an afterthought. “We worked with whatever extra budget money there was,” he remembers, speaking of the landscaping support for new buildings. Magnuson says that over his long career, the work of his department became more professionalized and integrated with departments like the Office of Campus Planning. Grounds Services now works closely with that office to support design and management of resilient campus landscapes that incorporate systems of soils, plantings, and hardscapes for stormwater management, as well as mitigating heat island effects while growing and diversifying the urban forest canopy.

      “There’s growing recognition of the contributions that our campus green spaces make to both community well-being and campus resiliency,” explains Laura Tenny, senior campus planner. “Over the last two years, people have rediscovered the outdoors as a place to come together, and so these campus spaces have become part of the social fabric of MIT. As landscapes become more performance-based and more like living green infrastructure, Norman has overseen a complex campus system that’s working at multiple levels, not unlike our sophisticated building and infrastructure systems.”

      Magnuson says he always welcomed change in the landscaping space and has worked hard to drive it. “I like to be on the cutting edge,” he says highlighting environmentally- and climate-friendly change he’s pushed for. “I can remember when we used to do things like throw leaves in the trash in plastic garbage bags,” he says. “These days, we’ve almost eliminated herbicides and pesticides, we’re mindful of the fertilizer that we use, and we’re very cognizant of things like this because we work with teams like the Office of Sustainability (MITOS).”

      As Magnuson and his team have striven to do better for the environment, he notes that he has also seen firsthand how climate change is transforming the campus landscape: “Leaves fall off the deciduous trees earlier than they used to. This year the azaleas bloomed late; the rhododendrons were a little bit early. When you look at particular plants that have been in the ground for many years, you do see the difference,” he says, adding that snow seasons have also become more unpredictable despite improved forecasting technology.

      Enduring connections with the community

      With his craft and campus always changing, one thing remained constant for Magnuson: MIT students. Magnuson and his team have connected with students for countless interviews and research projects over the years — a highlight of his work and a reminder of its impact. “I always tell my staff that we help educate the students — not directly most times, but we are part of the mechanism that makes it possible for them to be here,” he says.

      A recent project for Magnuson was working with students to create and maintain The Hive Garden, MIT’s first sustainability garden and a collaborative project between MITOS, the Undergraduate Association Committee on Sustainability, and Grounds Services. “That was probably one of my favorite interactions with the students,” Magnuson says of the garden. Susy Jones, senior sustainability project manager who worked with Magnuson on the garden, says Magnuson played an essential role: “He took real joy in working with the students — they brought him sketches of these complex hexagonal garden beds, and I watched him and his team sit patiently with them and come up with something we could implement quickly that would maintain the integrity of their designs,” she remembers. “His team happily taught the students how to irrigate the beds and which plants to cut back in the winter — little lessons about the natural world they’ll take with them forever.” 

      As Magnuson begins his retirement, he capped off his career with one more go at this favorite MIT event — Commencement. Though the event requires tremendous amounts of work for Grounds Services, Magnuson looks forward to it each year. “It’s our Super Bowl,” he says. Each spring the Grounds Services team partners with the MIT Repair and Maintenance Carpentry crew to ready Killian Court for several thousand people by turning the open court into a massive seating area and stage while protecting and highlighting the grounds. “When the students come in and they announce them, it’s always an emotional moment for me, because it’s, ‘OK, this is it, it started, and everything looks perfect,’” he says. Former executive officer for Commencement Gayle Gallagher, who worked closely with Magnuson for more than two dozen Commencement weekends, agrees with the “perfect” assessment. “His commitment to the campus grounds — regardless of the season — was unparalleled. He spent countless hours each year to ensure our campus looked its absolute best for our graduates, their families and guests, and our alumni,” she recalls. “I always looked forward to collaborating with him — he is simply one-of-a-kind.”

      When Magnuson looks back on his long career, he notes that community and camaraderie are a large part of what kept him with MIT for so long. He’s built many relationships at MIT (his wife, Diane, recently retired from MIT Medical after 44 years, and his daughter Kelsey works with the Department of Facilities Contracts team) and says his department has the unique ability to support individuals and foster careers like it did for him. “We have some very, very talented people and we have a lot of people like me who learned on the job. Landscaping is one of those professions that if you put your all into it, you can get a degree in landscaping without having an actual degree,” he says.

      “Everybody that works for Grounds is so proud of what they do — you can see it in the work,” he adds. “I’m so proud of the work I’ve done.” More

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      in Energy

      Tapping into the million-year energy source below our feet

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      There’s an abandoned coal power plant in upstate New York that most people regard as a useless relic. But MIT’s Paul Woskov sees things differently.

      Woskov, a research engineer in MIT’s Plasma Science and Fusion Center, notes the plant’s power turbine is still intact and the transmission lines still run to the grid. Using an approach he’s been working on for the last 14 years, he’s hoping it will be back online, completely carbon-free, within the decade.

      In fact, Quaise Energy, the company commercializing Woskov’s work, believes if it can retrofit one power plant, the same process will work on virtually every coal and gas power plant in the world.

      Quaise is hoping to accomplish those lofty goals by tapping into the energy source below our feet. The company plans to vaporize enough rock to create the world’s deepest holes and harvest geothermal energy at a scale that could satisfy human energy consumption for millions of years. They haven’t yet solved all the related engineering challenges, but Quaise’s founders have set an ambitious timeline to begin harvesting energy from a pilot well by 2026.

      The plan would be easier to dismiss as unrealistic if it were based on a new and unproven technology. But Quaise’s drilling systems center around a microwave-emitting device called a gyrotron that has been used in research and manufacturing for decades.

      “This will happen quickly once we solve the immediate engineering problems of transmitting a clean beam and having it operate at a high energy density without breakdown,” explains Woskov, who is not formally affiliated with Quaise but serves as an advisor. “It’ll go fast because the underlying technology, gyrotrons, are commercially available. You could place an order with a company and have a system delivered right now — granted, these beam sources have never been used 24/7, but they are engineered to be operational for long time periods. In five or six years, I think we’ll have a plant running if we solve these engineering problems. I’m very optimistic.”

      Woskov and many other researchers have been using gyrotrons to heat material in nuclear fusion experiments for decades. It wasn’t until 2008, however, after the MIT Energy Initiative (MITEI) published a request for proposals on new geothermal drilling technologies, that Woskov thought of using gyrotrons for a new application.

      “[Gyrotrons] haven’t been well-publicized in the general science community, but those of us in fusion research understood they were very powerful beam sources — like lasers, but in a different frequency range,” Woskov says. “I thought, why not direct these high-power beams, instead of into fusion plasma, down into rock and vaporize the hole?”

      As power from other renewable energy sources has exploded in recent decades, geothermal energy has plateaued, mainly because geothermal plants only exist in places where natural conditions allow for energy extraction at relatively shallow depths of up to 400 feet beneath the Earth’s surface. At a certain point, conventional drilling becomes impractical because deeper crust is both hotter and harder, which wears down mechanical drill bits.

      Woskov’s idea to use gyrotron beams to vaporize rock sent him on a research journey that has never really stopped. With some funding from MITEI, he began running tests, quickly filling his office with small rock formations he’d blasted with millimeter waves from a small gyrotron in MIT’s Plasma Science and Fusion Center.

      Woskov displaying samples in his lab in 2016.

      Photo: Paul Rivenberg

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      Around 2018, Woskov’s rocks got the attention of Carlos Araque ’01, SM ’02, who had spent his career in the oil and gas industry and was the technical director of MIT’s investment fund The Engine at the time.

      That year, Araque and Matt Houde, who’d been working with geothermal company AltaRock Energy, founded Quaise. Quaise was soon given a grant by the Department of Energy to scale up Woskov’s experiments using a larger gyrotron.

      With the larger machine, the team hopes to vaporize a hole 10 times the depth of Woskov’s lab experiments. That is expected to be accomplished by the end of this year. After that, the team will vaporize a hole 10 times the depth of the previous one — what Houde calls a 100-to-1 hole.

      “That’s something [the DOE] is particularly interested in, because they want to address the challenges posed by material removal over those greater lengths — in other words, can we show we’re fully flushing out the rock vapors?” Houde explains. “We believe the 100-to-1 test also gives us the confidence to go out and mobilize a prototype gyrotron drilling rig in the field for the first field demonstrations.”

      Tests on the 100-to-1 hole are expected to be completed sometime next year. Quaise is also hoping to begin vaporizing rock in field tests late next year. The short timeline reflects the progress Woskov has already made in his lab.

      Although more engineering research is needed, ultimately, the team expects to be able to drill and operate these geothermal wells safely. “We believe, because of Paul’s work at MIT over the past decade, that most if not all of the core physics questions have been answered and addressed,” Houde says. “It’s really engineering challenges we have to answer, which doesn’t mean they’re easy to solve, but we’re not working against the laws of physics, to which there is no answer. It’s more a matter of overcoming some of the more technical and cost considerations to making this work at a large scale.”

      The company plans to begin harvesting energy from pilot geothermal wells that reach rock temperatures at up to 500 C by 2026. From there, the team hopes to begin repurposing coal and natural gas plants using its system.

      “We believe, if we can drill down to 20 kilometers, we can access these super-hot temperatures in greater than 90 percent of locations across the globe,” Houde says.

      Quaise’s work with the DOE is addressing what it sees as the biggest remaining questions about drilling holes of unprecedented depth and pressure, such as material removal and determining the best casing to keep the hole stable and open. For the latter problem of well stability, Houde believes additional computer modeling is needed and expects to complete that modeling by the end of 2024.

      By drilling the holes at existing power plants, Quaise will be able to move faster than if it had to get permits to build new plants and transmission lines. And by making their millimeter-wave drilling equipment compatible with the existing global fleet of drilling rigs, it will also allow the company to tap into the oil and gas industry’s global workforce.

      “At these high temperatures [we’re accessing], we’re producing steam very close to, if not exceeding, the temperature that today’s coal and gas-fired power plants operate at,” Houde says. “So, we can go to existing power plants and say, ‘We can replace 95 to 100 percent of your coal use by developing a geothermal field and producing steam from the Earth, at the same temperature you’re burning coal to run your turbine, directly replacing carbon emissions.”

      Transforming the world’s energy systems in such a short timeframe is something the founders see as critical to help avoid the most catastrophic global warming scenarios.

      “There have been tremendous gains in renewables over the last decade, but the big picture today is we’re not going nearly fast enough to hit the milestones we need for limiting the worst impacts of climate change,” Houde says. “[Deep geothermal] is a power resource that can scale anywhere and has the ability to tap into a large workforce in the energy industry to readily repackage their skills for a totally carbon free energy source.” More