Published June 5, 2025 10:00am EDT close Don’t be so quick to click that Google calendar invite. It could be a hacker’s trap Cybercriminals are sending fake meeting invitations that seem legitimate. NEWYou can now listen to Fox News articles! Americans’ personal data is now spread across more digital platforms than ever. From online shopping habits to fitness tracking logs, personal information ends up in hundreds of company databases. While most people worry about social media leaks or email hacks, a far less visible threat comes from data brokers.I still find it hard to believe that companies like this are allowed to operate with so little legal scrutiny. These firms trade in personal information without our knowledge or consent. What baffles me even more is that they aren’t serious about protecting the one thing that is central to their business model: data. Just last year, we saw news of a massive data breach at a data broker called National Public Data, which exposed 2.7 billion records. And now another data broker, LexisNexis, a major name in the industry, has reported a significant breach that exposed sensitive information from more than 364,000 people. A hacker at work (Kurt "CyberGuy" Knutsson)LexisNexis breach went undetected for months after holiday hackLexisNexis filed a notice with the Maine attorney general revealing that a hacker accessed consumer data through a third-party software development platform. The breach happened on Dec. 25, 2024, but the company only discovered it months later. LexisNexis was alerted on April 1, 2025, by an unnamed individual who claimed to have found sensitive files. It remains unclear whether this person was responsible for the breach or merely came across the exposed data.MASSIVE DATA BREACH EXPOSES 184 MILLION PASSWORDS AND LOGINSA spokesperson for LexisNexis confirmed that the hacker gained access to the company’s GitHub account. This is a platform commonly used by developers to store and collaborate on code. Security guidelines repeatedly warn against storing sensitive information in such repositories; however, mistakes such as exposed access tokens and personal data files continue to occur.The stolen data varies from person to person but includes full names, birthdates, phone numbers, mailing and email addresses, Social Security numbers and driver's license numbers. LexisNexis has not confirmed whether it received any ransom demand or had further contact with the attacker. An individual working on their laptop (Kurt "CyberGuy" Knutsson)Why the LexisNexis hack is a bigger threat than you realizeLexisNexis isn’t a household name for most people, but it plays a major role in how personal data is harvested and used behind the scenes. The company pulls information from a wide range of sources, compiling detailed profiles that help other businesses assess risk and detect fraud. Its clients include banks, insurance companies and government agencies.In 2023, the New York Times reported that several car manufacturers had been sharing driving data with LexisNexis without notifying vehicle owners. That information was then sold to insurance companies, which used it to adjust premiums based on individual driving behavior. The story made one thing clear. LexisNexis has access to a staggering amount of personal detail, even from people who have never willingly engaged with the company.Law enforcement also uses LexisNexis tools to dig up information on suspects. These systems offer access to phone records, home addresses and other historical data. While such tools might assist in investigations, they also highlight a serious issue. When this much sensitive information is concentrated in one place, it becomes a single point of failure. And as the recent breach shows, that failure is no longer hypothetical. A hacker at work (Kurt "CyberGuy" Knutsson)7 expert tips to protect your personal data after a data broker breachKeeping your personal data safe online can feel overwhelming, but a few practical steps can make a big difference in protecting your privacy and reducing your digital footprint. Here are 7 effective ways to take control of your information and keep it out of the wrong hands:1. Remove your data from the internet: The most effective way to take control of your data and avoid data brokers from selling it is to opt for data removal services. While no service promises to remove all your data from the internet, having a removal service is great if you want to constantly monitor and automate the process of removing your information from hundreds of sites continuously over a longer period of time. Check out my top picks for data removal services here.Get a free scan to find out if your personal information is already out on the web.2. Review privacy settings: Take a few minutes to explore the privacy and security settings on the services you use. For example, limit who can see your social media posts, disable unnecessary location-sharing on your phone and consider turning off ad personalization on accounts like Google and Facebook. Most browsers let you block third-party cookies or clear tracking data. The FTC suggests comparing the privacy notices of different sites and apps and choosing ones that let you opt out of sharing when possible.3. Use privacy-friendly tools: Install browser extensions or plugins that block ads and trackers (such as uBlock Origin or Privacy Badger). You might switch to a more private search engine (like DuckDuckGo or Brave) that doesn’t log your queries. Consider using a browser’s "incognito" or private mode when you don’t want your history saved, and regularly clear your cookies and cache. Even small habits, like logging out of accounts when not in use or using a password manager, make you less trackable.GET FOX BUSINESS ON THE GO BY CLICKING HERE4. Beware of phishing links and use strong antivirus software: Scammers may try to get access to your financial details and other important data using phishing links. The best way to safeguard yourself from malicious links is to have antivirus software installed on all your devices. This protection can also alert you to phishing emails and ransomware scams, keeping your personal information and digital assets safe. Get my picks for the best 2025 antivirus protection winners for your Windows, Mac, Android and iOS devices.5. Be cautious with personal data: Think twice before sharing extra details. Don’t fill out online surveys or quizzes that ask for personal or financial information unless you trust the source. Create separate email addresses for sign-ups (so marketing emails don’t go to your main inbox). Only download apps from official stores and check app permissions.6. Opt out of data broker lists: Many data brokers offer ways to opt out or delete your information, though it can be a tedious process. For example, there are sites like Privacy Rights Clearinghouse or the Whitepages opt-out page that list popular brokers and their opt-out procedures. The FTC’s consumer guide, "Your Guide to Protecting Your Privacy Online," includes tips on opting out of targeted ads and removing yourself from people-search databases. Keep in mind you may have to repeat this every few months.7. Be wary of mailbox communications: Bad actors may also try to scam you through snail mail. The data leak gives them access to your address. They may impersonate people or brands you know and use themes that require urgent attention, such as missed deliveries, account suspensions and security alerts.Kurt’s key takeawayFor many, the LexisNexis breach may be the first time they realize just how much of their data is in circulation. Unlike a social media platform or a bank, there is no clear customer relationship with a data broker, and that makes it harder to demand transparency. This incident should prompt serious discussion around what kind of oversight is necessary in industries that operate in the shadows. A more informed public and stronger regulation may be the only things standing between personal data and permanent exposure.CLICK HERE TO GET THE FOX NEWS APPShould companies be allowed to sell your personal information without your consent? Let us know by writing us atCyberguy.com/Contact.For more of my tech tips and security alerts, subscribe to my free CyberGuy Report Newsletter by heading to Cyberguy.com/Newsletter.Ask Kurt a question or let us know what stories you'd like us to cover.Follow Kurt on his social channels:Answers to the most-asked CyberGuy questions:New from Kurt:Copyright 2025 CyberGuy.com. All rights reserved. Kurt "CyberGuy" Knutsson is an award-winning tech journalist who has a deep love of technology, gear and gadgets that make life better with his contributions for Fox News & FOX Business beginning mornings on "FOX & Friends." Got a tech question? Get Kurt’s free CyberGuy Newsletter, share your voice, a story idea or comment at CyberGuy.com.

Researchers from the Department of Mechanical Engineering at Virginia Tech have introduced a continuous fiber reinforcement (CFR) deposition tool designed for multi-axis 3D printing, significantly enhancing mechanical performance in composite structures. Led by Kieran D. Beaumont, Joseph R. Kubalak, and Christopher B. Williams, and published in Springer Nature Link, the study demonstrates an 820% improvement in maximum load capacity compared to conventional planar short carbon fiber (SCF) 3D printing methods. This tool integrates three key functions: reliable fiber cutting and re-feeding, in situ fiber volume fraction control, and a slender collision volume to support complex multi-axis toolpaths. The newly developed deposition tool addresses critical challenges in CFR additive manufacturing. It is capable of cutting and re-feeding continuous fibers during travel movements, a function required to create complex geometries without material tearing or print failure. In situ control of fiber volume fraction is also achieved by adjusting the polymer extrusion rate. A slender geometry minimizes collisions between the tool and the printed part during multi-axis movements. The researchers designed the tool to co-extrude a thermoplastic polymer matrix with a continuous carbon fiber (CCF) towpreg. This approach allowed reliable fiber re-feeding after each cut and enabled printing with variable fiber content within a single part. The tool’s slender collision volume supports increased range of motion for the robotic arm used in the experiments, allowing alignment of fibers with three-dimensional load paths in complex structures. The six Degree-of-Freedom Robotic Arm printing a multi-axis geometry from a CFR polymer composite. Photo via Springer Nature Link. Mechanical Testing Confirms Load-Bearing Improvements Mechanical tests evaluated the impact of continuous fiber reinforcement on polylactic acid (PLA) parts. In tensile tests, samples reinforced with continuous carbon fibers achieved a tensile strength of 190.76 MPa and a tensile modulus of 9.98 GPa in the fiber direction. These values compare to 60.31 MPa and 3.01 GPa for neat PLA, and 56.92 MPa and 4.30 GPa for parts containing short carbon fibers. Additional tests assessed intra-layer and inter-layer performance, revealing that the continuous fiber–reinforced material had reduced mechanical properties in these orientations. Compared to neat PLA, intra-layer tensile strength and modulus dropped by 66% and 63%, respectively, and inter-layer strength and modulus decreased by 86% and 60%. Researchers printed curved tensile bar geometries using three methods to evaluate performance in parts with three-dimensional load paths: planar short carbon fiber–reinforced PLA, multi-axis short fiber–reinforced samples, and multi-axis continuous fiber–reinforced composites. The multi-axis short fiber–reinforced parts showed a 41.6% increase in maximum load compared to their planar counterparts. Meanwhile, multi-axis continuous fiber–reinforced parts absorbed loads 8.2 times higher than the planar short fiber–reinforced specimens. Scanning electron microscopy (SEM) images of fracture surfaces revealed fiber pull-out and limited fiber-matrix bonding, particularly in samples with continuous fibers. Schematic illustration of common continuous fiber reinforcement–material extrusion (CFR-MEX) modalities: in situ impregnation, towpreg extrusion, and co-extrusion with towpreg. Photo via Springer Nature Link. To verify the tool’s fiber cutting and re-feeding capability, the researchers printed a 100 × 150 × 3 mm rectangular plaque that required 426 cutting and re-feeding operations across six layers. The deposition tool achieved a 100% success rate, demonstrating reliable cutting and re-feeding without fiber clogging. This reliability is critical for manufacturing complex structures that require frequent travel movements between deposition paths. In situ fiber volume fraction control was validated through printing a rectangular prism sample with varying polymer feed rates, road widths, and layer heights. The fiber volume fractions achieved in different sections of the part were 6.51%, 8.00%, and 9.86%, as measured by cross-sectional microscopy and image analysis. Although lower than some literature reports, the researchers attributed this to the specific combination of tool geometry, polymer-fiber interaction time, and print speed. The tool uses Anisoprint’s CCF towpreg, a pre-impregnated continuous carbon fiber product with a fiber volume fraction of 57% and a diameter of 0.35 mm. 3DXTECH’s black PLA and SCF-PLA filaments were selected to ensure consistent matrix properties and avoid the influence of pigment variations on mechanical testing. The experiments were conducted using an ABB IRB 4600–40/2.55 robotic arm equipped with a tool changer for switching between the CFR-MEX deposition tool and a standard MEX tool with an elongated nozzle for planar prints. Deposition Tool CAD and Assembly. Photo via Springer Nature Link. Context Within Existing Research and Future Directions Continuous fiber reinforcement in additive manufacturing has previously demonstrated significant improvements in part performance, with some studies reporting tensile strengths of up to 650 MPa for PLA composites reinforced with continuous carbon fibers. However, traditional three-axis printing methods restrict fiber orientation to planar directions, limiting these gains to within the XY-plane. Multi-axis 3D printing approaches have demonstrated improved load-bearing capacity in short-fiber reinforced parts. For example, multi-axis printed samples have shown failure loads several times higher than planar-printed counterparts in pressure cap and curved geometry applications. Virginia Tech’s tool integrates multiple functionalities that previous tools in literature could not achieve simultaneously. It combines a polymer feeder based on a dual drive extruder, a fiber cutter and re-feeder assembly, and a co-extrusion hotend with adjustable interaction time for fiber-polymer bonding. A needle-like geometry and external pneumatic cooling pipes reduce the risk of collision with the printed part during multi-axis reorientation. Measured collision volume angles were 56.2° for the full tool and 41.6° for the hotend assembly. Load-extension performance graphs for curved tensile bars. Photo via Springer Nature Link. Despite these advances, the researchers identified challenges related to weak bonding between the fiber and the polymer matrix. SEM images showed limited impregnation of the polymer into the fiber towpreg, with the fiber-matrix interface remaining a key area for future work. The study highlights that optimizing fiber tow sizing and improving the fiber-polymer interaction time during printing could enhance inter-layer and intra-layer performance. The results also suggest that advanced toolpath planning algorithms could further leverage the tool’s ability to align fiber deposition along three-dimensional load paths, improving mechanical performance in functional parts. The publication in Springer Nature Link documents the full design, validation experiments, and mechanical characterization of the CFR-MEX tool. The work adds to a growing body of research on multi-axis additive manufacturing, particularly in combining continuous fiber reinforcement with complex geometries. Take the 3DPI Reader Survey — shape the future of AM reporting in under 5 minutes. Ready to discover who won the 20243D Printing Industry Awards? Subscribe to the 3D Printing Industry newsletter to stay updated with the latest news and insights. Featured photo shows the six Degree-of-Freedom Robotic Arm printing a multi-axis geometry. Photo via Springer Nature Link. Anyer Tenorio Lara Anyer Tenorio Lara is an emerging tech journalist passionate about uncovering the latest advances in technology and innovation. With a sharp eye for detail and a talent for storytelling, Anyer has quickly made a name for himself in the tech community. Anyer's articles aim to make complex subjects accessible and engaging for a broad audience. In addition to his writing, Anyer enjoys participating in industry events and discussions, eager to learn and share knowledge in the dynamic world of technology.

By OLIVER WEBB Images courtesy of Peter Hjorth and Zentropa, except where noted. Peter Hjorth. (Photo courtesy of Danish Film Institute) When Peter Hjorth first started out, visual effects were virtually non-existent in the Danish film industry. “We had one guy at the lab who did work on the Oxberry [rostrum animation camera], and I worked at a video production company,” Hjorth states. “I trained as a videotape editor, then it went into online. When the first digital tools arrived, I joined one of the hot post places where they got the first digital VTRs. All my first years of experience were with commercial clients and music videos and making the transition from analogue to digital in video post-production. I did a little bit of work for friends of mine where we actually did it at the lab. I’m old enough to have done stuff with the optical printer and waiting for weeks to get it right. There were some very early start-ups in Copenhagen doing files to film, and I started working with them.” Hjorth’s first feature film came in 1998 with Thomas Vinterberg’s Festen, where he served as camera operator and digital consultant. Festen also marked Hjorth’s first foray into the Dogme 95 movement. “We shot on MiniDV, and I was attached to the whole project. I shot the second camera and then was asked if I could do some advanced work in visual effects for commercials. I was then asked by Lars von Trier to help out on Dancer in the Dark when he was starting.” Working on Dancer in the Dark marked the beginning of Hjorth’s frequent collaborations with Lars von Trier. “That was sort of a two-fold thing because we had 100 DV cameras that needed some kind of infrastructure to work, and my television background was good for that. We also needed some visual effects work to get rid of some cameras. If you put 100 cameras in the same set, you’re going to get into a visual effects situation. So, I did that and worked on the editing. At that time, people were a little bit afraid of Lars, but I’m up for anything. We had a great time, especially during the editing and post-production.” Hjorth was pleased with his collaboration with director Tarik Saleh on the U.S. film The Contractor (2022), on which he served as Production Visual Effects Supervisor. (Image courtesy of Paramount Pictures) “There’s a special thing about Denmark, which is that we tend to all stick together… It’s not competitive in this way because people will get the jobs they get. Everybody realizes we have to work together, and what really matters is that we put something on screen that gives the audience a good experience.” —Peter Hjorth, Visual Effects Supervisor Initially, production experimented with a wall of cameras, where Hjorth did a test compositing that into an image. Von Trier found it interesting, but felt it wasn’t right for Dancer in the Dark. He later came back to Hjorth with Dogville and explained that he wanted to implement the multi-camera technique for this project. “Lars didn’t want linear perspective, instead he wanted something more like visual arts, fine arts, a notion of perspective, even cubism maybe,” Hjorth adds. “At that point in between those two projects, I did the first big Vinterberg film, It’s All About Love.” Hjorth worked as Visual Effects Supervisor for the film. “We did lots of precise visual effects, matched lenses, matched camera heights, everything by the book. Then I went into this totally crazy project for Lars and really developed a close understanding of what Lars wanted. We’ve done eight feature films and a TV series together. The last one was the third season of The Kingdom. I also did his last feature film, The House That Jack Built. I was Production Visual Effects Supervisor on all the stuff in-between, such as Antichrist and Melancholia.” Hjorth explains that he was very lucky to be in the right place at the right time. “Working on those projects has given me a network all over Europe with good people. We had some decent budgets, and people were thrilled to work on Lars’ films. I’ve made some excellent friends and good connections. If you wanted VFX for a movie in the early 2000s you hired someone from a post house for a specific scene. The notion of a production visual effects supervisor was not very common in Denmark, and the role has since developed. I find that my contribution is now mostly in pre-production. With post-production, I usually take a step back and leave it to the vendors to get right, but I’m happy I’ve been able to assist when the need arose.”  Throughout his career, Hjorth has worked across the board as camera operator, colorist and editor. “I did some camera work on the side for music videos, and so on,” he explains. “When I speak to the DP and the gaffers, I know the language. I wouldn’t say I did great work as a cinematographer, but I know the language, the equipment and the limitations. Actually, my first job before even going into post-production was as an electrician. I used to work on really old, heavy movie lights back in the day, so I also know a little bit about departments on set and how it works. That has made it a little bit easier for me to be on set because as a visual effects supervisor, it can be a super scary experience. If you feel like a tourist, it’s just horrible. I, of course, worked on the Dogme 95 films, where we worked closely with the actors, and I’m not afraid to have a conversation with an actor. No matter how good the VFX is, if the actors don’t believe a scene they are in, it doesn’t work. So, I’ve been lucky to do a bit of everything, and I feel blessed that things turned out the way that they did.” Starting out in Dogme 95 also proved to be a huge learning curve when it came to film language and understanding how to work within a set of specific rules and guidelines. The movement was founded by Lars von Trier and Thomas Vinterberg, who created the Dogme 95 Manifesto. The Manifesto consisted of 10 rules, which included: camera must be handheld, shooting must be done on location and special lighting isn’t allowed. “It’s a good background to have,” Hjorth states. “We’ve had rules for all of the films I’ve made with Lars, even on projects such as Melancholia.” Setting rules hasn’t been limited to Danish cinema and extends beyond that. “We made kind of a set of rules for the films I’ve made with Ali Abbasi, and that’s always made things easier,” Hjorth says. “He first called me when he was in film school. He was doing some early tests and was audacious enough to ask me for a VFX shot. It was hard to understand what he was saying, but then he talked about a scene with a guy coming out of a cake and he kills his brother, slicing his throat with a knife, and he wanted to see that in close-up. I appreciate younger directors calling and asking me to work with them, and it has really paid off.” Hjorth was the Visual Effects Supervisor for several episodes of the 1994-2022 TV series The Kingdom and The Kingdom: Exodus. Hjorth has worked on eight feature films and a TV series with director Lars von Trier. (Photo: Peter Hjorth) Hjorth with director Lars von Trier, left, on the set of The Kingdom: Exodus. (Photo: Peter Hjorth) Hjorth was Visual Effects Supervisor on The House That Jack Built, directed by Lars von Trier. (Photo: Christian Geisnæs) Peter Hjorth was recognized for his work as European Visual Effects Supervisor for the Swedish-Danish feature and Cannes winner Border, directed by Ali Abbasi. (Image courtesy of Meta Film Stockholm) Hjorth was Production Visual Effects Supervisor on Lamb (2021), directed by Valdimar Jóhannsson. (Image courtesy of Go To Sheep and A24) Hjorth with Simone Grau Roney, Production Designer on The House That Jack Built (2018), directed by Lars von Trier. Choosing a favorite visual effect shot from his career, however, is a difficult task for Hjorth, though he’s particularly proud of the work achieved on Dogville. “Nobody noticed how messed up it was,” he explains. “Toward the end of the movie, you can see the masks, and you can see that we didn’t bother to match the grain between layers and all that. We did the first test on Flame, and when we went to layer 99, it just stopped working. We ended up doing it with combustion software, which was crummy, but it worked, and we got the shots done. I think we went to 170 layers on the opening shot. It was a learning experience for everybody involved, and I still work with some of those same people, most recently on the Netflix series I did this spring.” Hjorth worked as Visual Effects Supervisor on Holy Spider, directed by Ali Abbasi. (Photo: Nadim Carlsen. Image courtesy of Profile Pictures)   Hjorth served as Visual Effects Supervisor on Antichrist (2009), directed by Lars von Trier. Hjorth believes that there’s been an immense upgrade in professionalism in Denmark in the years since he’s worked in the business. “The beginning was much less industrial. The directors that I have worked with tend to work with me multiple times. A lot of the stuff I say in the first meeting is really defining for how that [job] is going to go. I’ve been so lucky to work on films that I actually think made a difference. It has mostly been art house films with limited budgets and resources. When we work together with the same producer or director a few times, sometimes they come back and say, ‘We’d like to have a creature or some special thing.’ It’s an evolving process.” Hjorth worked as Visual Effects Supervisor on the Lars von Trier-directed Melancholia (2011), and was also credited for his astrophotography of auroras for the film. (Image courtesy Magnolia Pictures) Hjorth was Visual Effects Supervisor on Dogville (2003), directed by Lars von Trier. Hjorth worked with director Lars von Trier to develop the Automavision technique, which was credited with the cinematography for The Boss of It All (2006). A computer algorithm randomly changes the camera’s tilt, pan, focal length and/or positioning as well as the sound recording without being actively operated by the cinematographer. Hjorth works closely with stunts, special effects makeup, animal wranglers and other specialists. “I know the craft and what they need from me. They know more about what’s going to be effective on screen, so I just leave them to it and make sure they have what they need. Same thing with animals and visual effects, makeup and stuff like that, physical things. You know I have a bit of a reputation for trying to get as many pieces of the puzzle as possible with a camera. Some production VFX people get quotes from, say, three different vendors, and then they pick all the cheapest bids for each sequence or shot, and that’s how they get down in budget. I tried to avoid that. I’d rather actually sit down with the director and say for example, ‘We should have some breathing space here.’” When it comes to the future of visual effects in Denmark, Hjorth takes an optimistic view. “I think this trend that we have more production supervisors is basically going to continue in the way that even if you have very little work, you hire someone from the get-go and you make sure that’s a balance in ambition and resources. There’s a special thing about Denmark, which is that we tend to all stick together, even people who are not in the same line of work. We have lots of experience sharing. There are no limits to who you can call and ask questions. It’s not competitive in this way because people will get the jobs they get. Everybody realizes we have to work together, and what really matters is that we put something on screen that gives the audience a good experience.”

Klarna’s CEO has warned that software engineers risk being left behind in the AI era — unless they’re also business-savvy. Speaking at SXSW London, Sebastian Siemiatkowski said the talent “who have really accelerated their careers at Klarna” are “business people who have learned to code.” The reason? “They can take their business understanding and turn it into deterministic or probabilistic statements with AI.” This shift, he warned, poses a threat to engineers. “A lot of them have allowed themselves to be isolated with technical challenges only, and not been that interested in what the business actually does,” he said. His message to them was blunt: “Engineers really need to step up and make sure they understand the business.” Siemiatkowski’s comments add another layer to Klarna’s controversial AI transformation. In December 2023, he said advances in the field had led the buy-now-pay-later firm to freeze hiring for all roles — except engineers. A year later, he had an update: the company had stopped bringing on new staff entirely. Register Now Open job listings, however, told a different story. Klarna also recently launched a new recruitment drive to ensure customers can always speak to a human. The apparent contradiction has drawn criticism, but the company is doubling down on automation. Last year, Klarna announced that its OpenAI-powered assistant was doing the work of 700 full-time customer service agents. It also used an AI-generated version of Siemiatkowski to present its financial update — suggesting even CEOs could be automated. The 43-year-old recently claimed that AI can already do “all of the jobs” that humans can do. At SXSW London, he stressed the need to be upfront about the risks. “I don’t want to be one of the tech CEOs that are like no worries everything will be fine, because I do think there will be major implications for white collar jobs and so I want to be honest about it,” he said. Despite the gloom, Siemiatkowski still sees big opportunities for people who blend business acumen with technical skills. “That category of people will become even more valuable going forward,” he said. Big names from both AI and fintech will be speaking at TNW Conference on June 19-20 in Amsterdam. Want to join them? Well, we have a special offer for you — use the code TNWXMEDIA2025 at the ticket checkout to get 30% off. Story by Thomas Macaulay Managing editor Thomas is the managing editor of TNW. He leads our coverage of European tech and oversees our talented team of writers. Away from work, he e (show all) Thomas is the managing editor of TNW. He leads our coverage of European tech and oversees our talented team of writers. Away from work, he enjoys playing chess (badly) and the guitar (even worse). Get the TNW newsletter Get the most important tech news in your inbox each week. Also tagged with

The transformation of Hangzhou’s old steelworks into a park is a tribute to China’s industrial past in a city of the future The congressional hearing about Chinese AI engine DeepSeek held in the US this April has propelled Hangzhou, the heart of China’s new digital economy, to the headlines. With companies such as DeepSeek, Unitree and Alibaba – whose payment app allowed me to get on the metro without needing to buy a ticket – headquartered in Hangzhou, China’s future in AI, robotics and automation is emanating from this city. Getting off the metro in the suburban area of Gongshu, the sun was shining on an old steelworks, overgrown with vines and flowers now that it is being transformed by Jiakun Architects and TLS Landscape Architecture into the Grand Canal Steelworks Park. The unfolding trade war might help to accelerate China’s journey into an automated future, leaving the world of factories behind, yet this new public space shows an impulse to commemorate the country’s economic history, and the forces that have shaped its contemporary built environment. Starting in Hangzhou and travelling more than 1,700km to Beijing, the Grand Canal is an engineering project built 2,500 years ago to connect the different regions of eastern China. The country’s geography means rivers flow from west to east: from higher elevations, culminating in the Himalayas, to the basin that is the country’s eastern seaboard. Historically, it was difficult to transport goods from mercantile centres in the south, including Hangzhou and Suzhou, to the political centre in Beijing up north. As a civil engineering project, the Grand Canal rivals the Great Wall, but if the Great Wall aims to protect China from the outside, the Grand Canal articulates Chinese commerce from the inside. The historic waterway has been an important conduit of economic and cultural exchange, enabling the movement of people and goods such as grain, silk, wine, salt and gravel across the country. It became a UNESCO World Heritage site in 2014. The state‑owned enterprise collective was founded, and the physical facility of Hangzhou steelworks built, in the 1950s during the Great Leap Forward, when China strove for self‑sufficiency, and wended its way through the country’s economic trajectory: first the economic chaos of the 1960s, then the reforms and opening up in the 1980s. Steel remains an important industry today in China, home to more than half of the world’s production, but the listing of the Grand Canal enabled city leaders to move production to a new site and decommission the Hangzhou steelworks. External mandates, including entry into the World Trade Organization, the Beijing Olympics and UNESCO listings, have been instrumentalised in the country to pursue a range of internal interests, particularly economical and real estate ones.  In 2016, the factory was shut down in 150 days, in what the company describes as a ‘heroic’ effort, and the site attracted tourists of industrial ruins. In the competition brief, Hangzhou planners asked for ‘as much of the existing blast furnaces and buildings’ as possible to be preserved. When I arrived in China in 2008, Chinese cities were notorious for heritage demolition, but today urban planners and architects increasingly work to preserve historical buildings. Just like several industrial sites in Beijing and Shanghai have been transformed into major public and cultural spaces in the past decade, in the Yangtze River Delta – of which Hangzhou is a major hub – several industrial sites along the Grand Canal’s course are being given a new lease of life. Today, the three blast furnaces of Hangzhou steelworks remain, with the silhouettes of their smokestacks easily recognisable from a distance. The project preserves as much as possible of the aesthetics of a steel mill with none of the danger or dust, ready to welcome instead new community facilities and cultural programmes in a vast and restored piece of landscape. Situated in a former working‑class district that has been gentrifying and welcoming young families, the new park is becoming a popular venue for music festivals, flower viewing in springtime and year‑round picnics – when I visited, parents were teaching their children to ride a bicycle, and students from Zhejiang University, about a kilometre from the park, were having lunch on the grass. New programmes accommodated in the old coke oven and steel mills will include a series of exhibition halls and spaces welcoming a wide range of cultural and artistic workshops as well as events – the project’s first phase has just completed but tenant organisations have not yet moved in, and works are ongoing to the north of the park. On the day of my visit, a student art exhibition was on display near one of the furnaces, with works made from detritus from the site, including old packing containers. The rehabilitated buildings also provide a range of commercial units, where cafés, restaurants, shops, a bookshop, ice cream shop and a gym have already opened their doors to visitors.  Several structures were deemed structurally unsafe and required demolition, such as the old iron casting building. The architects proposed to partially reconstruct it on its original footprint; the much more open structure, built with reclaimed bricks, now houses a semi‑outdoor garden. Material choices evoke the site’s industrial past: weathered steel, exposed concrete and large expanses of glazing dominate the landscape. The widespread use of red, including in an elevated walkway that traverses the park – at times vaguely reminiscent of a Japanese torii gate in the space below – gives a warm and reassuring earthiness to the otherwise industrial colour palette. Elements selected by the designers underwent sanitisation and detoxification before being reused. The landscaping includes old machinery parts and boulders; recuperated steel panels are for instance inlaid into the paving while pipes for pouring molten steel have been turned into a fountain. The train tracks that once transported material continue to run through the site, providing paths in between the new patches of vegetation, planted with local grasses as well as Japanese maples, camphors and persimmon trees. As Jiawen Chen from TLS describes it, the aesthetic feels ‘wild, but not weedy or abandoned’. The landscape architects’ inspiration came from the site itself after the steelworks’ closure, she explains, once vegetation had begun to reclaim it. Contaminated soil was replaced with clean local soil – at a depth between 0.5 and 1.5 metres, in line with Chinese regulations. The removed soil was sent to specialised facilities for purification, while severely contaminated layers were sealed with concrete. TLS proposed phytoremediation (using plants to detoxify soil) in selected areas of the site ‘as a symbolic and educational gesture’, Chen explains, but ‘the client preferred to be cautious’. From the eastern end of the park, hiking trails lead to the mountain and its Buddhist temples. The old steel mill’s grounds fade seamlessly into the hills. Standing in what it is still a construction site, a sign suggests there will soon be a rowing centre here.  While Jiakun Architects and TLS have prioritised making the site palatable as a public space, the project also brings to life a history that many are likely to have forgotten. Throughout, the park incorporates different elements of China’s economic history, including the life of the Grand Canal and the industrial era. There is, for example, a Maoist steelworker painted on the mural of one of the cafés, as well as historical photographs and drawings of the steelworks peppering the site, framed and hung on the walls. The ambition might be in part to pay homage to steelworkers, but it is hard to imagine them visiting. Gongshu, like the other suburbs of Hangzhou, has seen rapid increases in its property prices.  The steelworks were built during the Maoist era, a time of ‘battling with earth, battling with heaven, battling with humanity’, to borrow Mao’s own words. Ordinary people melted down pots and pans to surpass the UK in steel production, and industry was seen as a sharp break from a traditional Chinese way of life, in which humans aspire to live in harmony with their environment. The priorities of the government today are more conservative, seeking to create a garden city to attract engineers and their families. Hangzhou has long represented the balmy and sophisticated life of China’s south, a land of rice and fish. To the west of the city, not far from the old steelworks, are the ecologically protected Xixi wetlands, and Hangzhou’s urban planning exemplifies the Chinese principle of 天人合一, or nature and humankind as one.  Today, Hangzhou is only 45 minutes from Shanghai by high‑speed train. The two cities feel like extensions of one another, an urban region of 100 million people. The creation of the Grand Canal Steelworks Park reflects the move away from heavy industry that Chinese cities such as Hangzhou are currently making, shifting towards a supposedly cleaner knowledge‑driven economy. Yet the preservation of the steelworks epitomises the sentimental attitude towards the site’s history and acts as a reminder that today’s middle classes are the children of yesterday’s steelworkers, drinking coffee and playing with their own children in grassy lawns next to shuttered blast furnaces.  The park’s second phase is already nearing completion, and the competition for the nearby Grand Canal Museum was won by Herzog & de Meuron in 2020 – the building is under construction, and should open at the end of this year. It is a district rich in history, but the city is resolutely turned towards the future.  2025-06-02 Reuben J Brown Share AR May 2025CircularityBuy Now

Behind 69 Walker Street’s facade in the Tribeca neighborhood of New York is a beehive of designers all striving toward the same goal: making great work, whether big or small, luxury residential or affordable housing, interiors or ground up. Fogarty Finger occupies three floors of the industrial loft building so ubiquitous in the neighborhood Robert De Niro made famous. The 130-person firm was founded in 2003 by Chris Fogarty and Robert Finger after the pair spent a decade working at SOM. Alexandra Cuber joined the office in 2014 and is a director in Fogarty Finger’s interiors studio. John Zimmer also teamed up as a director, following a stint in San Francisco. Despite having grown significantly, Fogarty Finger remains malleable, and responsive to ever-evolving industry trends. “About 80 percent of our clients are return clients,” Fogarty told AN. “Not only do clients often come back, they also recommend us. For the longest time we didn’t do business development because we didn’t need to. Now, at our size, we have to be a bit more thoughtful.” “One of many things that differentiates us from other, larger offices is that we’re still first-generation leadership,” Finger added. “We bring a very boutique approach to everything we do. Nobody has an expectation of what the firm does from generations past. This means we don’t have people above us managing us from the financial side [who are] responsible for many, many offices. This gives us more freedom in terms of design; we don’t come with the same overhead as many other firms have.” Astoria West (Alexander Severin) Astoria West, 2022 A waterfront site Fogarty Finger recently negotiated is in Astoria, Queens. Astoria West is a handsome, 500-unit luxury residential complex that’s easily recognizable from Manhattan thanks to its bays, which jut out from the facade. The complex is broken up into three buildings with a shared courtyard. “We had a supertight budget,” Fogarty said. “The client came to us and said, ‘I need something I can recognize while standing in Manhattan.’ So we used dormer rules that allowed for these vertical portals into the apartment, which gave it an identity. Working on a very slim budget, a lot of detailing and thinking went into the windows, which change size, and the brick patterns. A lot of thought also went into the ground plane. We wanted to make apartments that people couldn’t look into from the sidewalk, without creating a soulless pedestrian experience outside.” Private Equity Office (David Mitchell) Private Equity Office, 2024 Fogarty Finger’s interiors studio collaborates with high-caliber real estate, financial services, and legal firms across the Eastern Seaboard. Recently, Fogarty Finger redesigned a space within an iconic Manhattan tower for a private equity firm; the result was a design that’s both inviting and dignifying. “Companies put a lot of thought into their address, but so often how they want their interiors to look and work is an open-ended conversation,” Finger said. “Real estate is becoming a very experience-driven industry, which is affecting everything.” For Fogarty Finger, helping financial services and legal practices arrive at a clear understanding of their identity is paramount, as was the case in this project, in which the client requested to stay anonymous. “We often start with visioning sessions,” Cuber said. “We ask clients to describe themselves in a few words, which often rattles them a bit. It’s so interesting taking these interviews and creating a space that reflects the client and how they want to present themselves.” The Eliza + Inwood Public Library (Alexander Severin) The Eliza + Inwood Public Library, 2024 What to do with all of New York City’s publicly owned land has mayoral candidates talking. Amid ongoing debates, one thing seems clear: The new Eliza Apartments at the redeveloped Inwood Public Library in Manhattan is a very good precedent to use when negotiating city land moving forward. Mayoral candidates Zohran Mamdani, Zellnor Myrie, and Andrew Cuomo all alluded to the Eliza + Inwood Public Library in their housing plans as a case study to emulate. The mixed-use building opened earlier this year and was reviewed by AN. Fogarty Finger designed the ground-up building and its accompanying apartments, while Andrew Berman Architects ideated the ground-level library. “This is a truly multiuse building,” Zimmer said. “It has a community center that’s used for vocational training and STEM in the cellar, and there’s also a universal pre-K.” Nevins Landing in Gowanus, Brooklyn (Courtesy Fogarty Finger) Nevins Landing, 2021– The Gowanus neighborhood is one of the largest, most significant development sites underway in New York today. Many high-profile firms are designing buildings near the polluted canal—a Superfund site in a yearslong cleanup—and Fogarty Finger is one of them. The firm is behind 320 and 340 Nevins Landing, on the banks of what many hope becomes the “eco-friendly Amsterdam of Brooklyn.” Fogarty Finger’s design at Nevins Landing can be understood as two separate plinths that front a shared plaza with towers above them. The facades mimic the old brick buildings in the neighborhood, with all of their idiosyncrasies. One of the other commendable features of Nevins Landing’s design is its retail component: Fogarty Finger created internal public corridors lined with a variety of small commercial spaces. This will ensure the ground level of Nevins Landing is a happening display of artists and coffee shops instead of, say, another Walgreens. “Our goal was to make a neighborhood,” Cuber said.

For the past two years, it’s been a ghost in the machine of American tech. Between 2022 and today, a little-noticed tweak to the U.S. tax code has quietly rewired the financial logic of how American companies invest in research and development. Outside of CFO and accounting circles, almost no one knew it existed. “I work on these tax write-offs and still hadn’t heard about this,” a chief operating officer at a private-equity-backed tech company told Quartz. “It’s just been so weirdly silent.”AdvertisementStill, the delayed change to a decades-old tax provision — buried deep in the 2017 tax law — has contributed to the loss of hundreds of thousands of high-paying, white-collar jobs. That’s the picture that emerges from a review of corporate filings, public financial data, analysis of timelines, and interviews with industry insiders. One accountant, working in-house at a tech company, described it as a “niche issue with broad impact,” echoing sentiments from venture capital investors also interviewed for this article. Some spoke on condition of anonymity to discuss sensitive political matters.Since the start of 2023, more than half-a-million tech workers have been laid off, according to industry tallies. Headlines have blamed over-hiring during the pandemic and, more recently, AI. But beneath the surface was a hidden accelerant: a change to what’s known as Section 174 that helped gut in-house software and product development teams everywhere from tech giants such as Microsoft (MSFT) and Meta (META) to much smaller, private, direct-to-consumer and other internet-first companies.Now, as a bipartisan effort to repeal the Section 174 change moves through Congress, bigger questions are surfacing: How did a single line in the tax code help trigger a tsunami of mass layoffs? And why did no one see it coming? For almost 70 years, American companies could deduct 100% of qualified research and development spending in the year they incurred the costs. Salaries, software, contractor payments — if it contributed to creating or improving a product, it came off the top of a firm’s taxable income.AdvertisementThe deduction was guaranteed by Section 174 of the IRS Code of 1954, and under the provision, R&D flourished in the U.S.Microsoft was founded in 1975. Apple (AAPL) launched its first computer in 1976. Google (GOOGL) incorporated in 1998. Facebook opened to the general public in 2006. All these companies, now among the most valuable in the world, developed their earliest products — programming tools, hardware, search engines — under a tax system that rewarded building now, not later.The subsequent rise of smartphones, cloud computing, and mobile apps also happened in an America where companies could immediately write off their investments in engineering, infrastructure, and experimentation. It was a baseline assumption — innovation and risk-taking subsidized by the tax code — that shaped how founders operated and how investors made decisions.In turn, tech companies largely built their products in the U.S. AdvertisementMicrosoft’s operating systems were coded in Washington state. Apple’s early hardware and software teams were in California. Google’s search engine was born at Stanford and scaled from Mountain View. Facebook’s entire social architecture was developed in Menlo Park. The deduction directly incentivized keeping R&D close to home, rewarding companies for investing in American workers, engineers, and infrastructure.That’s what makes the politics of Section 174 so revealing. For all the rhetoric about bringing jobs back and making things in America, the first Trump administration’s major tax bill arguably helped accomplish the opposite.When Congress passed the Tax Cuts and Jobs Act (TCJA), the signature legislative achievement of President Donald Trump’s first term, it slashed the corporate tax rate from 35% to 21% — a massive revenue loss on paper for the federal government.To make the 2017 bill comply with Senate budget rules, lawmakers needed to offset the cost. So they added future tax hikes that wouldn’t kick in right away, wouldn’t provoke immediate backlash from businesses, and could, in theory, be quietly repealed later.AdvertisementThe delayed change to Section 174 — from immediate expensing of R&D to mandatory amortization, meaning that companies must spread the deduction out in smaller chunks over five or even 15-year periods — was that kind of provision. It didn’t start affecting the budget until 2022, but it helped the TCJA appear “deficit neutral” over the 10-year window used for legislative scoring.The delay wasn’t a technical necessity. It was a political tactic. Such moves are common in tax legislation. Phase-ins and delayed provisions let lawmakers game how the Congressional Budget Office (CBO) — Congress’ nonpartisan analyst of how bills impact budgets and deficits — scores legislation, pushing costs or revenue losses outside official forecasting windows.And so, on schedule in 2022, the change to Section 174 went into effect. Companies filed their 2022 tax returns under the new rules in early 2023. And suddenly, R&D wasn’t a full, immediate write-off anymore. The tax benefits of salaries for engineers, product and project managers, data scientists, and even some user experience and marketing staff — all of which had previously reduced taxable income in year one — now had to be spread out over five- or 15-year periods. To understand the impact, imagine a personal tax code change that allowed you to deduct 100% of your biggest source of expenses, and that becoming a 20% deduction. For cash-strapped companies, especially those not yet profitable, the result was a painful tax bill just as venture funding dried up and interest rates soared.AdvertisementSalesforce office buildings in San Francisco.Photo: Jason Henry/Bloomberg (Getty Images)It’s no coincidence that Meta announced its “Year of Efficiency” immediately after the Section 174 change took effect. Ditto Microsoft laying off 10,000 employees in January 2023 despite strong earnings, or Google parent Alphabet cutting 12,000 jobs around the same time.Amazon (AMZN) also laid off almost 30,000 people, with cuts focused not just on logistics but on Alexa and internal cloud tools — precisely the kinds of projects that would have once qualified as immediately deductible R&D. Salesforce (CRM) eliminated 10% of its staff, or 8,000 people, including entire product teams.In public, companies blamed bloat and AI. But inside boardrooms, spreadsheets were telling a quieter story. And MD&A notes — management’s notes on the numbers — buried deep in 10-K filings recorded the change, too. R&D had become more expensive to carry. Headcount, the leading R&D expense across the tech industry, was the easiest thing to cut.AdvertisementIn its 2023 annual report, Meta described salaries as its single biggest R&D expense. Between the first and second years that the Section 174 change began affecting tax returns, Meta cut its total workforce by almost 25%. Over the same period, Microsoft reduced its global headcount by about 7%, with cuts concentrated in product-facing, engineering-heavy roles.Smaller companies without the fortress-like balance sheets of Big Tech have arguably been hit even harder. Twilio (TWLO) slashed 22% of its workforce in 2023 alone. Shopify (SHOP) (headquartered in Canada but with much of its R&D teams in the U.S.) cut almost 30% of staff in 2022 and 2023. Coinbase (COIN) reduced headcount by 36% across a pair of brutal restructuring waves.Since going into effect, the provision has hit at the very heart of America’s economic growth engine: the tech sector.By market cap, tech giants dominate the S&P 500, with the “Magnificent 7” alone accounting for more than a third of the index’s total value. Workforce numbers tell a similar story, with tech employing millions of Americans directly and supporting the employment of tens of millions more. As measured by GDP, capital-T tech contributes about 10% of national output.AdvertisementIt’s not just that tech layoffs were large, it’s that they were massively disproportionate. Across the broader U.S. economy, job cuts hovered around in low single digits across most sectors. But in tech, entire divisions vanished, with a whopping 60% jump in layoffs between 2022 and 2023. Some cuts reflected real inefficiencies — a response to over-hiring during the zero-interest rate boom. At the same time, many of the roles eliminated were in R&D, product, and engineering, precisely the kind of functions that had once benefitted from generous tax treatment under Section 174.Throughout the 2010s, a broad swath of startups, direct-to-consumer brands, and internet-first firms — basically every company you recognize from Instagram or Facebook ads — built their growth models around a kind of engineered break-even.The tax code allowed them to spend aggressively on product and engineering, then write it all off as R&D, keeping their taxable income close to zero by design. It worked because taxable income and actual cash flow were often notGAAP accounting practices. Basically, as long as spending counted as R&D, companies could report losses to investors while owing almost nothing to the IRS.But the Section 174 change broke that model. Once those same expenses had to be spread out, or amortized, over multiple years, the tax shield vanished. Companies that were still burning cash suddenly looked profitable on paper, triggering real tax bills on imaginary gains.AdvertisementThe logic that once fueled a generation of digital-first growth collapsed overnight.So it wasn’t just tech experiencing effects. From 1954 until 2022, the U.S. tax code had encouraged businesses of all stripes to behave like tech companies. From retail to logistics, healthcare to media, if firms built internal tools, customized a software stack, or invested in business intelligence and data-driven product development, they could expense those costs. The write-off incentivized in-house builds and fast growth well outside the capital-T tech sector. This lines up with OECD research showing that immediate deductions foster innovation more than spread-out ones.And American companies ran with that logic. According to government data, U.S. businesses reported about $500 billion in R&D expenditures in 2019 alone, and almost half of that came from industries outside traditional tech. The Bureau of Economic Analysis estimates that this sector, the broader digital economy, accounts for another 10% of GDP.Add that to core tech’s contribution, and the Section 174 shift has likely touched at least 20% of the U.S. economy.AdvertisementThe result? A tax policy aimed at raising short-term revenue effectively hid a time bomb inside the growth engines of thousands of companies. And when it detonated, it kneecapped the incentive for hiring American engineers or investing in American-made tech and digital products.It made building tech companies in America look irrational on a spreadsheet.A bipartisan group of lawmakers is pushing to repeal the Section 174 change, with business groups, CFOs, crypto executives, and venture capitalists lobbying hard for retroactive relief. But the politics are messy. Fixing 174 would mean handing a tax break to the same companies many voters in both parties see as symbols of corporate excess. Any repeal would also come too late for the hundreds of thousands of workers already laid off.And of course, the losses don’t stop at Meta’s or Google’s campus gates. They ripple out. When high-paid tech workers disappear, so do the lunch orders. The house tours. The contract gigs. The spending habits that sustain entire urban economies and thousands of other jobs. Sandwich artists. Rideshare drivers. Realtors. Personal trainers. House cleaners. In tech-heavy cities, the fallout runs deep — and it’s still unfolding.AdvertisementWashington is now poised to pass a second Trump tax bill — one packed with more obscure provisions, more delayed impacts, more quiet redistribution. And it comes as analysts are only just beginning to understand the real-world effects of the last round.The Section 174 change “significantly increased the tax burden on companies investing in innovation, potentially stifling economic growth and reducing the United States’ competitiveness on the global stage,” according to the tax consulting firm KBKG. Whether the U.S. will reverse course — or simply adapt to a new normal — remains to be seen.

It has long been said that an organisation’s greatest asset is its people. Employees are the driving force behind innovation, customer engagement, revenue growth, and company culture. In an era where political, social, and economic climates are in constant flux, particularly with ongoing debates surrounding diversity, equity and inclusion (DEI), it is more critical than ever for organisations to recognise the value of an inclusive workforce. There is a well-known saying: “When America sneezes, the rest of Europe catches a cold.” (often attributed to Charles Maurice de Talleyrand, a French diplomat from the 18th and 19th centuries). It rings particularly true today, as shifts in political and social climates challenge the notion of diversity programmes. This is evident in the recent ruling by the UK Supreme Court that the legal definition of a woman is based on biological sex. However, history has shown that political regimes and societal norms can change rapidly. Regardless of where one stands on these issues, the reality remains that for an organisation to thrive, its people must feel valued, supported, and included. Despite the growing focus on DEI programmes since 2020, many past initiatives have not been as effective as hoped. To move forward, the DEI industry and DEI professionals must conduct a rigorous retrospective analysis: What has worked? What hasn’t been effective? How can we improve? Without tangible metrics and data-driven insights, it becomes difficult to measure the success and impact of these initiatives, and this lack of clear outcomes may have contributed to what some define as the “backlash against DEI.” A common challenge has been the prioritisation of diversity over inclusion, leaving organisations ill-prepared to integrate diverse talent effectively. This has often resulted in short-term disruption - what change management refers to as the "storming" phase of team development - which in turn has led to team friction, a lack of belonging, and ultimately higher turnover rates among underrepresented employees. Organisations have not allowed enough time for teams to progress to the "norming" and "performing" periods in the face of high pressure to deliver results. To counter this, organisations must shift their mindset to focus on inclusion and belonging first. When a workplace fosters an inclusive culture, diverse talent is naturally welcomed, supported, and empowered to succeed. Rather than viewing differences as an obstacle, businesses must embrace them as strengths that drive innovation and growth. I often advocate for culture “add” rather than culture “fit”. As a former project and programme manager who transitioned into HR, I have witnessed firsthand the value of applying change management principles to DEI efforts. A successful change programme requires clearly defined goals, strong leadership buy-in, stakeholder engagement, a structured delivery methodology, and measurable outcomes. When these elements are absent, initiatives tend to falter. By adopting a structured, results-oriented, and data-driven approach, organisations can embed true inclusion into their core business strategy rather than treating it as a secondary initiative or a “nice to have”. It’s also important to regularly assess and reflect on what has worked, what hasn’t, and adapt and improve accordingly. In agile methodology, we call these retrospectives. Inclusion is key to successful DEI initiatives. In the past, these efforts may have created exclusion by failing to involve those who do not identify with the Equality Act's nine protected characteristics (age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, sexual orientation). This has led to defensiveness and fear instead of an understanding of historical inequity. When you are accustomed to privilege, equality can feel like oppression or exclusion and so we need to focus on how we can reframe inclusion work as being beneficial to all rather than to a few. Using storytelling, education, and relatability helps onboard more allies, understanding that equity is crucial to achieve equality. Inclusion means widening opportunities for everyone rather than limiting them to a select few. A wealth of research underscores the positive impact of inclusivity on business success. According to CIPD, 70% of employees report that a strong DEI culture positively impacts their job satisfaction. Forbes also discovered that 88% of consumers are more likely to be loyal to a company that supports social and environmental causes. Additionally, employees working in inclusive environments are 50% more likely to stay with their current employer for more than three years. Just over half of UK consumers (53%) say a brand's diversity and inclusion efforts, influence their purchase decisions. In fact, brands failing to act on Diversity, Equity and Inclusion risk losing out on £102bn annual spend from marginalised groups. Boston Consulting Group’s research demonstrates that organizations with diverse leadership see 19% higher innovation revenues. Beyond traditional meritocratic arguments, one principle is clear: inclusivity must be at the heart of every business strategy. Organisations where employees feel seen, heard, and valued naturally attract a broader, more diverse talent pool. Such employees tend to be more engaged, loyal, and productive, further strengthening the organisation's overall success and their bottom line. The UK tech industry is poised for continued growth and innovation, with a focus on emerging technologies like AI and quantum computing, however there is also a need to address challenges like talent shortages and international competition to maintain its position as a global leader.  Almost 95% of employers looking for tech talent have encountered a skills shortage in 2022, according to HR and recruitment firm Hays. In today’s job market, competitive salaries alone are not enough to attract and retain top talent. Employees now prioritise benefits, flexible working arrangements, career growth opportunities, and a sense of belonging. Organisations that prioritise inclusion, equal opportunities, and adaptability will be better positioned to navigate the evolving talent landscape and sustain long-term success. Ultimately, fostering an inclusive workplace is not merely a moral obligation; it is a business imperative. Companies that prioritise inclusion are more likely to attract top diverse talent, enhance employee engagement, and drive sustainable growth. Companies that fail to create inclusive environments are setting themselves up for failure. We are seeing more and more cases of sexual harassment, bullying and discrimination cases with high price tags. So, whether through loss of business, bad publicity or legal consequences, the price tag on exclusion can be staggering. Inclusion should not be seen as a separate HR initiative but as an integral part of an organisation’s DNA with all leaders owning an inclusion goal as part of their performance management. What gets measured, gets done! However, this can only happen if leaders and managers understand what inclusion truly means and they recognise that a diversity of voices, experiences and opinions will benefit their teams rather than hinder them. The future of work is about more than just employment—it is about providing opportunities for people to live, support their families, and achieve personal and professional growth. A poll, conducted by Ipsos for PA Mediapoint, indicates widespread support among the British public for key workplace DEI drives, including flexible working (71%), gender pay gap reporting (65%), and inclusivity training (64%). People care about wellbeing, inclusion and culture, which is why it is so important that organisations create workplaces where everyone is valued, empowered, and given the chance to succeed. True prosperity comes from ensuring that every individual, regardless of background and differences, can flourish. So, Inclusion does matter, particularly if you value creating a positive work environment that benefits employees, impacts the bottom line, and ensures everyone feels included rather than excluded. Read more about DEI in tech A lack of work-life balance and discrimination are among the biggest challenges for women in tech, finds Lorien When asked their opinions on the growing use of AI, girls expressed concerns about possible biases it will perpetuate, while boys were worried about cyber security

June 3, 20255 min readAre We Ready for Death in Space?NASA has quietly taken steps to prepare for a death in space. We need to ask how nations will deal with this inevitability now, as more people start traveling off the planetBy Peter Cummings edited by Lee Billings SciePro/Science Photo Library/Getty ImagesIn 2012 NASA stealthily slipped a morgue into orbit.No press release. No fanfare. Just a sealed, soft-sided pouch tucked in a cargo shipment to the International Space Station (ISS) alongside freeze-dried meals and scientific gear. Officially, it was called the Human Remains Containment Unit (HRCU). To the untrained eye it looked like a shipping bag for frozen cargo. But to NASA it marked something far more sobering: a major advance in preparing for death beyond Earth.As a kid, I obsessed over how astronauts went to the bathroom in zero gravity. Now, decades later, as a forensic pathologist and a perennial applicant to NASA’s astronaut corps, I find myself fixated on a darker, more haunting question:On supporting science journalismIf you're enjoying this article, consider supporting our award-winning journalism by subscribing. By purchasing a subscription you are helping to ensure the future of impactful stories about the discoveries and ideas shaping our world today.What would happen if an astronaut died out there? Would they be brought home, or would they be left behind? If they expired on some other world, would that be their final resting place? If they passed away on a spacecraft or space station, would their remains be cast off into orbit—or sent on an escape-velocity voyage to the interstellar void?NASA, it turns out, has begun working out most of these answers. And none too soon. Because the question itself is no longer if someone will die in space—but when.A Graying CorpsNo astronaut has ever died of natural causes off-world. In 1971 the three-man crew of the Soviet Soyuz 11 mission asphyxiated in space when their spacecraft depressurized shortly before its automated atmospheric reentry—but their deaths were only discovered once the spacecraft landed on Earth. Similarly, every U.S. spaceflight fatality to date has occurred within Earth’s atmosphere—under gravity, oxygen and a clear national jurisdiction. That matters, because it means every spaceflight mortality has played out in familiar territory.But planned missions are getting longer, with destinations beyond low-Earth orbit. And NASA’s astronaut corps is getting older. The average age now hovers around 50—an age bracket where natural death becomes statistically relevant, even for clean-living fitness buffs. Death in space is no longer a thought experiment. It’s a probability curve—and NASA knows it.In response, the agency is making subtle but decisive moves. The most recent astronaut selection cycle was extended—not only to boost intake but also to attract younger crew members capable of handling future long-duration missions.NASA’s Space MorgueIf someone were to die aboard the ISS today, their body would be placed in the HRCU, which would then be sealed and secured in a nonpressurized area to await eventual return to Earth.The HRCU itself is a modified version of a military-grade body bag designed to store human remains in hazardous environments. It integrates with refrigeration systems already aboard the ISS to slow decomposition and includes odor-control filters and moisture-absorbent linings, as well as reversed zippers for respectful access at the head. There are straps to secure the body in a seat for return, and patches for name tags and national flags.Cadaver tests conducted in 2019 at Sam Houston State University have proved the system durable. Some versions held for over 40 days before decomposition breached the barrier. NASA even drop-tested the bag from 19 feet to simulate a hard landing.But it’s never been used in space. And since no one yet knows how a body decomposes in true microgravity (or, for that matter, on the moon), no one can really say whether the HRCU would preserve tissue well enough for a forensic autopsy.This is a troubling knowledge gap, because in space, a death isn’t just a tragic loss—it’s also a vital data point. Was an astronaut’s demise from a fluke of their physiology, or an unavoidable stroke of cosmic bad luck—or was it instead a consequence of flaws in a space habitat’s myriad systems that might be found and fixed? Future lives may depend on understanding what went wrong, via a proper postmortem investigation.But there’s no medical examiner in orbit. So NASA trains its crews in something called the In-Mission Forensic Sample Collection protocol. The space agency’s astronauts may avoid talking about it, but they all have it memorized: Document everything, ideally with real-time guidance from NASA flight surgeons. Photograph the body. Collect blood and vitreous fluid, as well as hair and tissue samples. Only then can the remains be stowed in the HRCU.NASA has also prepared for death outside the station—on spacewalks, the moon or deep space missions. If a crew member perishes in vacuum but their remains are retrieved, the body is wrapped in a specially designed space shroud.The goal isn’t just a technical matter of preventing contamination. It’s psychological, too, as a way of preserving dignity. Of all the “firsts” any space agency hopes to achieve, the first-ever human corpse drifting into frame on a satellite feed is not among them.If a burial must occur—in lunar regolith or by jettisoning into solar orbit—the body will be dutifully tracked and cataloged, treated forevermore as a hallowed artifact of space history.Such gestures are also of relevance to NASA’s plans for off-world mourning; grief and memorial protocols are now part of official crew training. If a death occurs, surviving astronauts are tasked with holding a simple ceremony to honor the fallen—then to move on with their mission.Uncharted RealmsSo far we’ve only covered the “easy” questions. NASA and others are still grappling with harder ones.Consider the issue of authority over a death and mortal remains. On the ISS, it’s simple: the deceased astronaut’s home country retains jurisdiction. But that clarity fades as destinations grow more distant and the voyages more diverse: What really happens on space-agency missions to the moon, or to Mars? How might rules change for commercial or multinational spaceflights—or, for that matter, the private space stations and interplanetary settlements that are envisioned by Elon Musk, Jeff Bezos and other tech multibillionaires?NASA and its partners have started drafting frameworks, like the Artemis Accords—agreements signed by more than 50 nations to govern behavior in space. But even those don’t address many intimate details of death.What happens, for instance, if foul play is suspected?The Outer Space Treaty, a legal document drafted in 1967 under the United Nations that is humanity’s foundational set of rules for orbit and beyond, doesn’t say.Of course, not everything can be planned for in advance. And NASA has done an extraordinary job of keeping astronauts in orbit alive. But as more people venture into space, and as the frontier stretches to longer voyages and farther destinations, it becomes a statistical certainty that sooner or later someone won’t come home.When that happens, it won’t just be a tragedy. It will be a test. A test of our systems, our ethics and our ability to adapt to a new dimension of mortality. To some, NASA’s preparations for astronautical death may seem merely morbid, even silly—but that couldn’t be further from the truth.Space won’t care of course, whenever it claims more lives. But we will. And rising to that grim occasion with reverence, rigor and grace will define not just policy out in the great beyond—but what it means to be human there, too.

Conflux Technology, an Australian company specializing in heat transfer solutions and additive manufacturing, has announced a collaboration with Italian hypercar manufacturer Pagani to address thermal management challenges in the Pagani Utopia’s transmission. The Utopia, Pagani’s latest hypercar, uses a 6-liter twin-turbo V12 engine designed by Mercedes-AMG. Its powertrain integrates a custom seven-speed transmission developed by Xtrac, available in both automated and manual configurations, to deliver the high levels of control and responsiveness required in extreme driving conditions. The Australian-based firm developed a cartridge heat exchanger specifically for the Utopia’s transmission oil system to improve heat rejection. According to the company, this solution achieves a 30% increase in heat rejection compared to the previous heat exchanger design. This enhancement is critical to maintain optimal thermal performance during high-load operations and ensures the vehicle meets global emissions standards, including those in California. Pagani’s Utopia hypercar, powered by a 6-liter twin-turbo V12 engine. Photo via Conflux Technology. Pagani subjected the Utopia’s transmission system to extensive testing, including track and road validation as well as thermal shock trials. These tests confirmed the durability and thermal resilience of the new heat exchanger under demanding operational conditions, aligning with the vehicle’s performance requirements. Michael Fuller, Founder and CEO of Conflux Technology, said: “Our advanced heat exchangers are designed to enable new levels of effectiveness, perfectly complementing the engineering craftsmanship that Pagani is celebrated for. This collaboration showcases the synergy of precision, innovation, and excellence.” Francesco Perini, Head of the Technical Department at Pagani, emphasized: “Conflux’s advanced heat transfer technology empowers the Pagani Utopia to achieve superior heat rejection ensuring optimal thermal balance, even in severe driving conditions. In our relentless pursuit of perfection, every detail matters. Conflux’s cartridge heat exchangers are a testament to precision and innovation, playing a vital role in ensuring that the Utopia can be enjoyed for a romantic drive on the French Riviera as well as on the most demanding tracks.” Oliver Nixon, Head of High Performance Automotive at Xtrac, stated: “The innovation of Conflux’s technology has allowed Xtrac to continue to push the boundaries of transmission performance, whilst maintaining the lightweight, motorsport derived ethos of our transmission solutions.” Conflux Technology’s additive-manufactured cartridge heat exchangers. Photo via Conflux Technology. Conflux is developing its Conflux Production Systems (CPS) to scale the production of its heat exchangers, supported by an AUD 11 million Series B funding round. The company’s technology is applied across multiple sectors, including aerospace, motorsports, high-powered industrial equipment, and defense, where effective thermal management is essential. The cartridge design leverages additive manufacturing to produce complex geometries that enhance heat transfer while reducing weight, supporting the requirements of high-performance automotive applications. Xtrac, headquartered in Berkshire, UK, with additional facilities in Indiana and North Carolina, specializes in engineering transmission and driveline systems for both motorsport and automotive sectors. Engine bay featuring Xtrac’s seven-speed gearbox. Photo via Conflux Technology. Additive Manufacturing in High-Performance Automotive Design Bentley Motors recent limited-run Batur grand tourer, The Black Rose, integrates additive manufacturing into its design through 18-karat recycled rose gold components. Developed by the Mulliner division in collaboration with precious metal supplier Cooksongold, the project uses up to 210 grams of printed gold in elements such as the Drive Mode Selector, air vent controls, and steering wheel insert. These components are hallmarked in Birmingham’s Jewellery Quarter, with some also bearing the hallmark commemorating Queen Elizabeth II’s Platinum Jubilee. Bentley’s investment in additive manufacturing capacity since 2022 amounts to £3 million. This focus on additive manufacturing extends to high-performance vehicle engineering, as seen in McLaren Automotive’s W1 hypercar. The W1 incorporates titanium 3D printing in the production of front uprights and wishbones for its suspension system, contributing to significant weight savings and enhanced dynamic performance. McLaren reports that the W1 achieves a vehicle weight of 1,399kg, enabling a power-to-weight ratio of 911PS/tonne and supporting acceleration from 0 to 200km/h in 5.8 seconds. Central to this development is the company’s collaboration with Divergent Technologies, whose DAPS platform supports rapid design iteration and manufacturing flexibility.s. Front view of the McLaren W1 hypercar. Image via McLaren. Take the 3DPI Reader Survey — shape the future of AM reporting in under 5 minutes. Ready to discover who won the 2024 3D Printing Industry Awards? Subscribe to the 3D Printing Industry newsletter to stay updated with the latest news and insights. Featured photo shows Pagani’s Utopia hypercar, powered by a 6-liter twin-turbo V12 engine. Photo via Conflux Technology. Anyer Tenorio Lara Anyer Tenorio Lara is an emerging tech journalist passionate about uncovering the latest advances in technology and innovation. With a sharp eye for detail and a talent for storytelling, Anyer has quickly made a name for himself in the tech community. Anyer's articles aim to make complex subjects accessible and engaging for a broad audience. In addition to his writing, Anyer enjoys participating in industry events and discussions, eager to learn and share knowledge in the dynamic world of technology.