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The most innovative companies in manufacturing for 2025

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Tuesday, March 18, 2025

Advances in manufacturing (faster, cheaper, smarter) don’t always result from one big technological breakthrough: Much of the work of innovation involves building on what people have accomplished before.By taking advantage of improvements in sensing hardware and software analytics capabilities, Blackline has built a better toolkit for detecting hazardous gases in industrial workplaces. In much the same way, Kraft Heinz has enlisted machine-vision systems and digital-twin modeling to improve quality and throughput in its vegetable-ingredient supply chain.Stratasys and Ursa Major, meanwhile, have leveraged advances in additive manufacturing to make 3D printing scale up to such high-performance missions as building rocket engines and other spacecraft components—both areas in which they have to square up against incumbents that have had lengthy head starts.Building an online-marketplace platform with software and services isn’t new, but Gelato and Keychain have taken that concept to the businesses of on-demand printing and consumer packaged goods. In each of those markets, suppliers face the problem of being relatively invisible to potential customers, and the platforms these two startups have launched can help remedy that imbalance. Of course, some innovation has to come in-house. Both P2 Science and HT Materials Science have drawn on their own inventions in chemistry to create cleaner and greener cosmetics and to make heating and air-conditioning systems more efficient and less thirsty for water. And since HT counts factories among its clients, future occupants of this list may rank among the beneficiaries of its work.1. Dirtt Environmental SolutionsFor customizing offsite modular constructionBased in Alberta, Canada, Dirtt Environmental Solutions creates custom interiors for commercial facilities in various sectors. Dirtt has introduced innovative smart-manufacturing processes and project-management tools that set new standards for the offsite modular-construction industry. Working with design firm Gensler, the company delivered a flexible workspace for Google’s new 1-million-square-foot headquarters in New York City, which opened in February 2024. The design allows teams to customize their own office area, easily transforming a large conference room into multiple smaller offices, for example. In November, Dirtt introduced COVE (Clinical Observation Vertical Exam). Designed for the healthcare industry, the prefabricated treatment area is half the size of a traditional examination room, increasing the number of nonemergency patients who can be examined. This past year Dirtt also released a dozen significant upgrades to its ever-evolving core platform, ICE, which enables clients, architects, designers, and contractors a cloud-based view of projects to collaborate and make changes in real time. One of the upgrades is Material Tracking and Optimization, which can identify when leftover material can be used elsewhere in a project, leading to a 4% yield improvement in materials reuse so far. Dirtt saw profitability increase more than 37% year-over-year through the first three quarters of 2024.2. P2 ScienceFor making cosmetic ingredients more beautifulThe cosmetics industry can look ugly in its reliance on fossil-fuel by-products and other unsustainable ingredients, but P2 Science, a green chemistry company, is working to give it more than a glow-up with a line of plant-centered ingredients. In September 2024, P2 launched two new liquid polymers, Citropol DE-4 and Citropol V6, which are derived from upcycled forest terpenes (translation: natural by-products of pulp and paper manufacturing). Citropol DE-4 creates rich textures for use in skincare and haircare products, replacing less-sustainable petrochemical compounds or oils derived from coconuts or palm leaves. Citropol V6 enhances product “spreadability” with a nongreasy feel and replaces the synthetic compound cyclomethicone, which some studies have linked to reproductive problems. The company’s custom-designed PICE (Process Intensified Continuous Etherification) bioreactor production line at its manufacturing site in Connecticut runs on 100% renewable energy, and P2 says it can double output in 12 weeks at moderate costs when necessary. P2 projects that it will see 175% revenue growth in 2024 compared to 2023. and as of September 2024, counts more than 100 launches of products with P2 components from 90 brands (including Living Proof, BASF, and Chanel) in 25 countries.3. KeychainFor harnessing AI to help CPG brands find the right manufacturing partnersFor consumer packaged goods companies, the road from new product idea to store shelf is torturous. The process traditionally has taken anywhere from a few months (for an extension of an established product) to a few years (for entirely new products that may require special manufacturing equipment.) At a time when socially amplified consumer trends are shifty and supply chains sometimes dicey, Keychain expedites the product-development process with a comprehensive database of 24,000-plus vetted manufacturing partners across 40 product categories. Brands can quickly identify qualified manufacturers capable of complying with increasingly complex food rules, such as zero-gluten requirements, limits on sugar or other ingredients, or allergen-free production. The unique AI-powered platform provides real-time insights on production availability, schedules, and costs. Founded in August 2023, Keychain launched in February 2024 and has been adopted by such notable brands as Cadbury, Hersey’s, Utz, and Dr. Pepper. The service is free for brands and retailers; manufacturers can also have a free basic profile but pay Keychain an annual subscription that ranges from $5,000 to $100,000 for a more robust presence on the platform. In November 2024, Keychain announced that brands had submitted more than $200 million worth of projects to the platform in the previous month. That same month, the company closed a $15 million round of financing with investors that included General Mills and Schreiber Foods.4. Blackline SafetyFor protecting industrial workers from hazardous gasesAccording to the AFL-CIO, hazardous workplaces kill or disable 125,000 American workers every year. Hazardous gases pose a significant source of danger in many industries, especially oil and gas, manufacturing, and construction. Blackline makes fixed and portable devices that provide on-the-spot, real-time measurements of hazardous gases such as hydrogen sulfide, carbon monoxide, methane, and ammonia in industrial and other workplaces. In September 2024, Blackline released its EXO 8 monitor, a rugged 27-pound device about the size of a cinderblock that can be mounted on a tripod or even set on the ground to monitor air quality with an automated setup process that doesn’t require human-tended calibration. It features real-time cloud connectivity via 4G or 5G wireless as well as the option of satellite uplink through an add-on module. The device can be loaded with sensors for eight different hazardous gases and features a gamma-radiation sensor that offers three times the range of competing devices. Blackline says it has 2,200 customers across 75 countries—with a “net dollar retention” of 128%, meaning these customers are spending more than their initial outlay to expand their use of Blackline’s offerings. The company has achieved 30 consecutive quarters of year-over-year revenue growth, and in September it was named by the Globe and Mail as one of Canada’s top growth companies for the sixth consecutive year.5. HT Materials ScienceFor identifying an additive that makes HVAC systems more efficientThe digital revolution giveth, and the digital revolution taketh away: On the one hand, smart technologies are improving energy efficiency; on the other, data centers and crypto-mining operations and fulfillment operations consume a massive and growing amount of energy that’s expected to double by 2030. About 40% of that consumption is attributable to energy required to keep operations cool. Dublin-based startup HT Materials Science doesn’t make heating/ventilation/air-conditioning systems, but it does make the HVAC hardware already installed at commercial and industrial sites significantly more efficient. The company accomplishes this with its proprietary drop-in additive called Maxwell, which suspends microscopic particles of aluminum oxide in water or a mixture of water and glycol to improve heat transfer. Adding just a tiny bit to an HVAC system’s water or water-glycol mix helps juice efficiency by up to 20%. HTMS has strategic partnerships with a number of prominent companies, including Regeneron, Johnson & Johnson, and Saudi Aramco, and in May 2024 it was accepted into Amazon’s Sustainability Accelerator to deploy Maxwell at a trio of fulfillment centers in the U.K. With support of the Swedish innovation agency Vinnova, the company is also developing a data-center coolant based on graphene to increase efficiency in those power-hungry, heat-intensive facilities.6. StratasysFor speeding up 3D printingMinnesota-based Stratasys has been a key player in the additive manufacturing industry for decades, and its origins can be traced to a frog. In 1988, Scott Crump created a toy frog for his daughter using a glue gun with a mixture of polyethylene and candle wax. It’s unclear how much the frog inspired the little girl, but the process inspired Crump to devise the fused deposition modeling (FDM) technology that would later revolutionize 3D printing. Crump and his wife founded Stratasys in 1989 to commercialize FDM and grew the company into a leader in the polymer 3D printing market. Near the end of 2023, Stratasys introduced the F3300 FDM 3D Printer, capable of printing up to twice as fast as previous printers while reducing materials and labor costs by about 45%. It has since been adopted by Toyota, BAE, the U.S. Department of Energy, and the U.S. Department of Defense. In 2024, the company add the Origin Two printer, optimized for short-run production, and launched a project with Northrop Grumman to test 3D printing on the moon. And in March 2024, Stratasys also established a first-of-its-kind Industrial Customer Advisory Board, whose 12 members include Boeing, Toyota, and TE Connectivity, to guide its development of additive manufacturing technologies in such areas as sustainability, quality and reliability, and data characterization. The company has obstacles to overcome—its third-quarter earnings saw narrowing losses but also news of a 15% reduction in employees—but the company looks well positioned to capitalize on growing adoption of additive manufacturing across numerous industries.7. Kraft HeinzFor redefining the food industry supply chain to reduce waste and forecast demandCompanies don’t thrive for more than a century without evolving with technology. Henry James Heinz founded his “catsup” company in 1876; the J.L. Kraft and Bros Company began selling cheese door-to-door in Chicago in 1909. After the two giants merged in 2015, Kraft Heinz began automating its supply-chain management system. Those enhancements helped Kraft Heinz weather COVID-19 supply chain chaos, but the pandemic revealed the risks that upstream disruptions continue to pose for procurement of ingredients and packaging materials. Since 2022, Kraft Heinz has been working to put software smarts to work across its food supply chain through a variety of initiatives: Lighthouse, a software stack to eyeball supply-chain metrics; Connected Worker, a digital platform to process and integrate insights from the company’s factories; and Digital Twin, software to model production processes in real time to watch for efficiency shortfalls and find opportunities for improvement. The combination of these projects has yielded impressive results, Kraft Heinz says: a 40% reduction in supply-chain waste (8.5% in 2024 alone), a 20% increase in sales-forecast accuracy coupled with a 35% increase in inventory-forecast accuracy, and a 6% product-yield improvement across North American factories. In 2024, the company added an AI-powered computer vision system to assess ingredient quality, which has already yielded a 12% increase in the efficiency of inspecting cucumbers on their way to pickling. Combined with other operational improvements, Kraft Heinz says this work has yielded more than $1.1 billion in gross efficiencies from 2023 through the third quarter of 2024.8. PellaFor inventing a safer way to install windowsPella has been making windows and doors for 99 years, but it wasn’t until 2024 that the privately held company pivoted to a new way to build windows and have them attached. Its Steady Set windows are built to be installed from the inside of a structure rather than the outside. That was something that 85% of window installers said they wanted, Pella representatives realized from going to job sites to watch and learn. The obvious upside for construction crews is that they can fit a window while standing on a floor indoors instead of on a ladder outdoors—Pella reports that crews installing Steady Set windows have 74% less ladder work and spend up to 72% less time outdoors. But Steady Set windows can also be installed more than three times faster than traditional outside-fit windows. And many windows are small enough that a single worker can put it into place, rather than the two workers typically required. Steady Set won a Best of IBS prize at the 2024 International Builders’ Show, and since its debut there last February, the company reports that 15% of new-construction wood window projects have now adopted Steady Set. The company estimates 2024 revenue to reach $2.2 billion, a 10% jump from 2023, and Pella’s workforce has shown year-over-year growth of 6%.9. Ursa Major TechnologiesFor building rocket engines via additive manufacturingUrsa Major is targeting a simple problem: Rockets take much longer to build than they do to fly, especially when military applications are involved and conflict demands the rapid expenditure of missiles. To speed up manufacturing times, the company is leveraging additive-manufacturing techniques. Its Lynx production system allows quick 3D printing of parts for the solid rocket motors used in such munitions as anti-tank weapons—and also enables swift shifts from building one type of solid rocket motor (SRM) to another. Lynx can churn out parts fast enough to restore U.S. defense stocks that have been drawn down by aid deliveries to Ukraine; for example, one Lynx cell can print 1,600 solid-rocket motor casings for anti-tank weapons a year, more than three-quarters of the DOD’s surge-production rate for the Javelin anti-tank missile.The U.S. Navy was impressed enough to sign a $12.5 million contract with Ursa Major in September 2024 to develop three SRM prototypes and then further develop Lynx. And 2024 also saw Ursa Major’s liquid-fueled rocket efforts notch notable achievements: Its Hadley engine, built for hypersonic applications, had its first flight on Stratolaunch’s Talon TA-1 vehicle, and its Draper engine had its first ground-based “hot fire” test less than 12 months after the start of that project.10. GelatoFor facilitating customized ecommerce for online creatorsThe creator economy has grown into a $250 billion global industry that could exceed half a trillion dollars by 2027. Once associated mainly with content creators, the sector has expanded to include artisans and micro-businesses that produce physical objects for sale. But very often these online businesses cater to far-flung audiences that may not be located anywhere near printing services that can fulfill the custom orders that drive this part of the economy. Gelato has built the world’s largest network—spanning 32 countries—for local production and distribution of customized products. In March 2024, the Oslo-based company introduced GelatoConnect, an enterprise software platform that helps digital printers capitalize on the burgeoning creator market while simultaneously expanding access to printing for creators. It streamlines workflows for printers by automating the production process while integrating procurement, production, and logistics into a single platform. A study by McKinsey supported Gelato’s claims that the platform will typically increase profit margins for printers by 3% to 7%—some companies that have adopted GelatoConnect cite efficiency gains of up to 25%. In the third quarter of 2024, seven major U.S.-based digital printers (the Anstadt Company, Bennett Graphics, CBiPrint, DPI Direct, GSB Digital, Hudson Printing Company, and Quantum Group) deployed the platform. To date, the private company has raised more than $284 million from a number for venture groups, including DN Capital, Goldman Sachs, and Insight Partners.Explore the full 2025 list of Fast Company’s Most Innovative Companies, 609 organizations that are reshaping industries and culture. We’ve selected the companies making the biggest impact across 58 categories, including advertising, applied AI, biotech, retail, sustainability, and more.

Advances in manufacturing (faster, cheaper, smarter) don’t always result from one big technological breakthrough: Much of the work of innovation involves building on what people have accomplished before.By taking advantage of improvements in sensing hardware and software analytics capabilities, Blackline has built a better toolkit for detecting hazardous gases in industrial workplaces. In much the same way, Kraft Heinz has enlisted machine-vision systems and digital-twin modeling to improve quality and throughput in its vegetable-ingredient supply chain.Stratasys and Ursa Major, meanwhile, have leveraged advances in additive manufacturing to make 3D printing scale up to such high-performance missions as building rocket engines and other spacecraft components—both areas in which they have to square up against incumbents that have had lengthy head starts.Building an online-marketplace platform with software and services isn’t new, but Gelato and Keychain have taken that concept to the businesses of on-demand printing and consumer packaged goods. In each of those markets, suppliers face the problem of being relatively invisible to potential customers, and the platforms these two startups have launched can help remedy that imbalance. Of course, some innovation has to come in-house. Both P2 Science and HT Materials Science have drawn on their own inventions in chemistry to create cleaner and greener cosmetics and to make heating and air-conditioning systems more efficient and less thirsty for water. And since HT counts factories among its clients, future occupants of this list may rank among the beneficiaries of its work.1. Dirtt Environmental SolutionsFor customizing offsite modular constructionBased in Alberta, Canada, Dirtt Environmental Solutions creates custom interiors for commercial facilities in various sectors. Dirtt has introduced innovative smart-manufacturing processes and project-management tools that set new standards for the offsite modular-construction industry. Working with design firm Gensler, the company delivered a flexible workspace for Google’s new 1-million-square-foot headquarters in New York City, which opened in February 2024. The design allows teams to customize their own office area, easily transforming a large conference room into multiple smaller offices, for example. In November, Dirtt introduced COVE (Clinical Observation Vertical Exam). Designed for the healthcare industry, the prefabricated treatment area is half the size of a traditional examination room, increasing the number of nonemergency patients who can be examined. This past year Dirtt also released a dozen significant upgrades to its ever-evolving core platform, ICE, which enables clients, architects, designers, and contractors a cloud-based view of projects to collaborate and make changes in real time. One of the upgrades is Material Tracking and Optimization, which can identify when leftover material can be used elsewhere in a project, leading to a 4% yield improvement in materials reuse so far. Dirtt saw profitability increase more than 37% year-over-year through the first three quarters of 2024.2. P2 ScienceFor making cosmetic ingredients more beautifulThe cosmetics industry can look ugly in its reliance on fossil-fuel by-products and other unsustainable ingredients, but P2 Science, a green chemistry company, is working to give it more than a glow-up with a line of plant-centered ingredients. In September 2024, P2 launched two new liquid polymers, Citropol DE-4 and Citropol V6, which are derived from upcycled forest terpenes (translation: natural by-products of pulp and paper manufacturing). Citropol DE-4 creates rich textures for use in skincare and haircare products, replacing less-sustainable petrochemical compounds or oils derived from coconuts or palm leaves. Citropol V6 enhances product “spreadability” with a nongreasy feel and replaces the synthetic compound cyclomethicone, which some studies have linked to reproductive problems. The company’s custom-designed PICE (Process Intensified Continuous Etherification) bioreactor production line at its manufacturing site in Connecticut runs on 100% renewable energy, and P2 says it can double output in 12 weeks at moderate costs when necessary. P2 projects that it will see 175% revenue growth in 2024 compared to 2023. and as of September 2024, counts more than 100 launches of products with P2 components from 90 brands (including Living Proof, BASF, and Chanel) in 25 countries.3. KeychainFor harnessing AI to help CPG brands find the right manufacturing partnersFor consumer packaged goods companies, the road from new product idea to store shelf is torturous. The process traditionally has taken anywhere from a few months (for an extension of an established product) to a few years (for entirely new products that may require special manufacturing equipment.) At a time when socially amplified consumer trends are shifty and supply chains sometimes dicey, Keychain expedites the product-development process with a comprehensive database of 24,000-plus vetted manufacturing partners across 40 product categories. Brands can quickly identify qualified manufacturers capable of complying with increasingly complex food rules, such as zero-gluten requirements, limits on sugar or other ingredients, or allergen-free production. The unique AI-powered platform provides real-time insights on production availability, schedules, and costs. Founded in August 2023, Keychain launched in February 2024 and has been adopted by such notable brands as Cadbury, Hersey’s, Utz, and Dr. Pepper. The service is free for brands and retailers; manufacturers can also have a free basic profile but pay Keychain an annual subscription that ranges from $5,000 to $100,000 for a more robust presence on the platform. In November 2024, Keychain announced that brands had submitted more than $200 million worth of projects to the platform in the previous month. That same month, the company closed a $15 million round of financing with investors that included General Mills and Schreiber Foods.4. Blackline SafetyFor protecting industrial workers from hazardous gasesAccording to the AFL-CIO, hazardous workplaces kill or disable 125,000 American workers every year. Hazardous gases pose a significant source of danger in many industries, especially oil and gas, manufacturing, and construction. Blackline makes fixed and portable devices that provide on-the-spot, real-time measurements of hazardous gases such as hydrogen sulfide, carbon monoxide, methane, and ammonia in industrial and other workplaces. In September 2024, Blackline released its EXO 8 monitor, a rugged 27-pound device about the size of a cinderblock that can be mounted on a tripod or even set on the ground to monitor air quality with an automated setup process that doesn’t require human-tended calibration. It features real-time cloud connectivity via 4G or 5G wireless as well as the option of satellite uplink through an add-on module. The device can be loaded with sensors for eight different hazardous gases and features a gamma-radiation sensor that offers three times the range of competing devices. Blackline says it has 2,200 customers across 75 countries—with a “net dollar retention” of 128%, meaning these customers are spending more than their initial outlay to expand their use of Blackline’s offerings. The company has achieved 30 consecutive quarters of year-over-year revenue growth, and in September it was named by the Globe and Mail as one of Canada’s top growth companies for the sixth consecutive year.5. HT Materials ScienceFor identifying an additive that makes HVAC systems more efficientThe digital revolution giveth, and the digital revolution taketh away: On the one hand, smart technologies are improving energy efficiency; on the other, data centers and crypto-mining operations and fulfillment operations consume a massive and growing amount of energy that’s expected to double by 2030. About 40% of that consumption is attributable to energy required to keep operations cool. Dublin-based startup HT Materials Science doesn’t make heating/ventilation/air-conditioning systems, but it does make the HVAC hardware already installed at commercial and industrial sites significantly more efficient. The company accomplishes this with its proprietary drop-in additive called Maxwell, which suspends microscopic particles of aluminum oxide in water or a mixture of water and glycol to improve heat transfer. Adding just a tiny bit to an HVAC system’s water or water-glycol mix helps juice efficiency by up to 20%. HTMS has strategic partnerships with a number of prominent companies, including Regeneron, Johnson & Johnson, and Saudi Aramco, and in May 2024 it was accepted into Amazon’s Sustainability Accelerator to deploy Maxwell at a trio of fulfillment centers in the U.K. With support of the Swedish innovation agency Vinnova, the company is also developing a data-center coolant based on graphene to increase efficiency in those power-hungry, heat-intensive facilities.6. StratasysFor speeding up 3D printingMinnesota-based Stratasys has been a key player in the additive manufacturing industry for decades, and its origins can be traced to a frog. In 1988, Scott Crump created a toy frog for his daughter using a glue gun with a mixture of polyethylene and candle wax. It’s unclear how much the frog inspired the little girl, but the process inspired Crump to devise the fused deposition modeling (FDM) technology that would later revolutionize 3D printing. Crump and his wife founded Stratasys in 1989 to commercialize FDM and grew the company into a leader in the polymer 3D printing market. Near the end of 2023, Stratasys introduced the F3300 FDM 3D Printer, capable of printing up to twice as fast as previous printers while reducing materials and labor costs by about 45%. It has since been adopted by Toyota, BAE, the U.S. Department of Energy, and the U.S. Department of Defense. In 2024, the company add the Origin Two printer, optimized for short-run production, and launched a project with Northrop Grumman to test 3D printing on the moon. And in March 2024, Stratasys also established a first-of-its-kind Industrial Customer Advisory Board, whose 12 members include Boeing, Toyota, and TE Connectivity, to guide its development of additive manufacturing technologies in such areas as sustainability, quality and reliability, and data characterization. The company has obstacles to overcome—its third-quarter earnings saw narrowing losses but also news of a 15% reduction in employees—but the company looks well positioned to capitalize on growing adoption of additive manufacturing across numerous industries.7. Kraft HeinzFor redefining the food industry supply chain to reduce waste and forecast demandCompanies don’t thrive for more than a century without evolving with technology. Henry James Heinz founded his “catsup” company in 1876; the J.L. Kraft and Bros Company began selling cheese door-to-door in Chicago in 1909. After the two giants merged in 2015, Kraft Heinz began automating its supply-chain management system. Those enhancements helped Kraft Heinz weather COVID-19 supply chain chaos, but the pandemic revealed the risks that upstream disruptions continue to pose for procurement of ingredients and packaging materials. Since 2022, Kraft Heinz has been working to put software smarts to work across its food supply chain through a variety of initiatives: Lighthouse, a software stack to eyeball supply-chain metrics; Connected Worker, a digital platform to process and integrate insights from the company’s factories; and Digital Twin, software to model production processes in real time to watch for efficiency shortfalls and find opportunities for improvement. The combination of these projects has yielded impressive results, Kraft Heinz says: a 40% reduction in supply-chain waste (8.5% in 2024 alone), a 20% increase in sales-forecast accuracy coupled with a 35% increase in inventory-forecast accuracy, and a 6% product-yield improvement across North American factories. In 2024, the company added an AI-powered computer vision system to assess ingredient quality, which has already yielded a 12% increase in the efficiency of inspecting cucumbers on their way to pickling. Combined with other operational improvements, Kraft Heinz says this work has yielded more than $1.1 billion in gross efficiencies from 2023 through the third quarter of 2024.8. PellaFor inventing a safer way to install windowsPella has been making windows and doors for 99 years, but it wasn’t until 2024 that the privately held company pivoted to a new way to build windows and have them attached. Its Steady Set windows are built to be installed from the inside of a structure rather than the outside. That was something that 85% of window installers said they wanted, Pella representatives realized from going to job sites to watch and learn. The obvious upside for construction crews is that they can fit a window while standing on a floor indoors instead of on a ladder outdoors—Pella reports that crews installing Steady Set windows have 74% less ladder work and spend up to 72% less time outdoors. But Steady Set windows can also be installed more than three times faster than traditional outside-fit windows. And many windows are small enough that a single worker can put it into place, rather than the two workers typically required. Steady Set won a Best of IBS prize at the 2024 International Builders’ Show, and since its debut there last February, the company reports that 15% of new-construction wood window projects have now adopted Steady Set. The company estimates 2024 revenue to reach $2.2 billion, a 10% jump from 2023, and Pella’s workforce has shown year-over-year growth of 6%.9. Ursa Major TechnologiesFor building rocket engines via additive manufacturingUrsa Major is targeting a simple problem: Rockets take much longer to build than they do to fly, especially when military applications are involved and conflict demands the rapid expenditure of missiles. To speed up manufacturing times, the company is leveraging additive-manufacturing techniques. Its Lynx production system allows quick 3D printing of parts for the solid rocket motors used in such munitions as anti-tank weapons—and also enables swift shifts from building one type of solid rocket motor (SRM) to another. Lynx can churn out parts fast enough to restore U.S. defense stocks that have been drawn down by aid deliveries to Ukraine; for example, one Lynx cell can print 1,600 solid-rocket motor casings for anti-tank weapons a year, more than three-quarters of the DOD’s surge-production rate for the Javelin anti-tank missile.The U.S. Navy was impressed enough to sign a $12.5 million contract with Ursa Major in September 2024 to develop three SRM prototypes and then further develop Lynx. And 2024 also saw Ursa Major’s liquid-fueled rocket efforts notch notable achievements: Its Hadley engine, built for hypersonic applications, had its first flight on Stratolaunch’s Talon TA-1 vehicle, and its Draper engine had its first ground-based “hot fire” test less than 12 months after the start of that project.10. GelatoFor facilitating customized ecommerce for online creatorsThe creator economy has grown into a $250 billion global industry that could exceed half a trillion dollars by 2027. Once associated mainly with content creators, the sector has expanded to include artisans and micro-businesses that produce physical objects for sale. But very often these online businesses cater to far-flung audiences that may not be located anywhere near printing services that can fulfill the custom orders that drive this part of the economy. Gelato has built the world’s largest network—spanning 32 countries—for local production and distribution of customized products. In March 2024, the Oslo-based company introduced GelatoConnect, an enterprise software platform that helps digital printers capitalize on the burgeoning creator market while simultaneously expanding access to printing for creators. It streamlines workflows for printers by automating the production process while integrating procurement, production, and logistics into a single platform. A study by McKinsey supported Gelato’s claims that the platform will typically increase profit margins for printers by 3% to 7%—some companies that have adopted GelatoConnect cite efficiency gains of up to 25%. In the third quarter of 2024, seven major U.S.-based digital printers (the Anstadt Company, Bennett Graphics, CBiPrint, DPI Direct, GSB Digital, Hudson Printing Company, and Quantum Group) deployed the platform. To date, the private company has raised more than $284 million from a number for venture groups, including DN Capital, Goldman Sachs, and Insight Partners.Explore the full 2025 list of Fast Company’s Most Innovative Companies, 609 organizations that are reshaping industries and culture. We’ve selected the companies making the biggest impact across 58 categories, including advertising, applied AI, biotech, retail, sustainability, and more.

Advances in manufacturing (faster, cheaper, smarter) don’t always result from one big technological breakthrough: Much of the work of innovation involves building on what people have accomplished before.

By taking advantage of improvements in sensing hardware and software analytics capabilities, Blackline has built a better toolkit for detecting hazardous gases in industrial workplaces. In much the same way, Kraft Heinz has enlisted machine-vision systems and digital-twin modeling to improve quality and throughput in its vegetable-ingredient supply chain.

Stratasys and Ursa Major, meanwhile, have leveraged advances in additive manufacturing to make 3D printing scale up to such high-performance missions as building rocket engines and other spacecraft components—both areas in which they have to square up against incumbents that have had lengthy head starts.

Building an online-marketplace platform with software and services isn’t new, but Gelato and Keychain have taken that concept to the businesses of on-demand printing and consumer packaged goods. In each of those markets, suppliers face the problem of being relatively invisible to potential customers, and the platforms these two startups have launched can help remedy that imbalance. Of course, some innovation has to come in-house. Both P2 Science and HT Materials Science have drawn on their own inventions in chemistry to create cleaner and greener cosmetics and to make heating and air-conditioning systems more efficient and less thirsty for water. And since HT counts factories among its clients, future occupants of this list may rank among the beneficiaries of its work.

1. Dirtt Environmental Solutions

For customizing offsite modular construction

Based in Alberta, Canada, Dirtt Environmental Solutions creates custom interiors for commercial facilities in various sectors. Dirtt has introduced innovative smart-manufacturing processes and project-management tools that set new standards for the offsite modular-construction industry. Working with design firm Gensler, the company delivered a flexible workspace for Google’s new 1-million-square-foot headquarters in New York City, which opened in February 2024. The design allows teams to customize their own office area, easily transforming a large conference room into multiple smaller offices, for example. In November, Dirtt introduced COVE (Clinical Observation Vertical Exam). Designed for the healthcare industry, the prefabricated treatment area is half the size of a traditional examination room, increasing the number of nonemergency patients who can be examined. This past year Dirtt also released a dozen significant upgrades to its ever-evolving core platform, ICE, which enables clients, architects, designers, and contractors a cloud-based view of projects to collaborate and make changes in real time. One of the upgrades is Material Tracking and Optimization, which can identify when leftover material can be used elsewhere in a project, leading to a 4% yield improvement in materials reuse so far. Dirtt saw profitability increase more than 37% year-over-year through the first three quarters of 2024.

2. P2 Science

For making cosmetic ingredients more beautiful

The cosmetics industry can look ugly in its reliance on fossil-fuel by-products and other unsustainable ingredients, but P2 Science, a green chemistry company, is working to give it more than a glow-up with a line of plant-centered ingredients. In September 2024, P2 launched two new liquid polymers, Citropol DE-4 and Citropol V6, which are derived from upcycled forest terpenes (translation: natural by-products of pulp and paper manufacturing). Citropol DE-4 creates rich textures for use in skincare and haircare products, replacing less-sustainable petrochemical compounds or oils derived from coconuts or palm leaves. Citropol V6 enhances product “spreadability” with a nongreasy feel and replaces the synthetic compound cyclomethicone, which some studies have linked to reproductive problems.

The company’s custom-designed PICE (Process Intensified Continuous Etherification) bioreactor production line at its manufacturing site in Connecticut runs on 100% renewable energy, and P2 says it can double output in 12 weeks at moderate costs when necessary. P2 projects that it will see 175% revenue growth in 2024 compared to 2023. and as of September 2024, counts more than 100 launches of products with P2 components from 90 brands (including Living Proof, BASF, and Chanel) in 25 countries.

3. Keychain

For harnessing AI to help CPG brands find the right manufacturing partners

For consumer packaged goods companies, the road from new product idea to store shelf is torturous. The process traditionally has taken anywhere from a few months (for an extension of an established product) to a few years (for entirely new products that may require special manufacturing equipment.) At a time when socially amplified consumer trends are shifty and supply chains sometimes dicey, Keychain expedites the product-development process with a comprehensive database of 24,000-plus vetted manufacturing partners across 40 product categories. Brands can quickly identify qualified manufacturers capable of complying with increasingly complex food rules, such as zero-gluten requirements, limits on sugar or other ingredients, or allergen-free production. The unique AI-powered platform provides real-time insights on production availability, schedules, and costs.

Founded in August 2023, Keychain launched in February 2024 and has been adopted by such notable brands as Cadbury, Hersey’s, Utz, and Dr. Pepper. The service is free for brands and retailers; manufacturers can also have a free basic profile but pay Keychain an annual subscription that ranges from $5,000 to $100,000 for a more robust presence on the platform. In November 2024, Keychain announced that brands had submitted more than $200 million worth of projects to the platform in the previous month. That same month, the company closed a $15 million round of financing with investors that included General Mills and Schreiber Foods.

4. Blackline Safety

For protecting industrial workers from hazardous gases

According to the AFL-CIO, hazardous workplaces kill or disable 125,000 American workers every year. Hazardous gases pose a significant source of danger in many industries, especially oil and gas, manufacturing, and construction. Blackline makes fixed and portable devices that provide on-the-spot, real-time measurements of hazardous gases such as hydrogen sulfide, carbon monoxide, methane, and ammonia in industrial and other workplaces. In September 2024, Blackline released its EXO 8 monitor, a rugged 27-pound device about the size of a cinderblock that can be mounted on a tripod or even set on the ground to monitor air quality with an automated setup process that doesn’t require human-tended calibration. It features real-time cloud connectivity via 4G or 5G wireless as well as the option of satellite uplink through an add-on module. The device can be loaded with sensors for eight different hazardous gases and features a gamma-radiation sensor that offers three times the range of competing devices. Blackline says it has 2,200 customers across 75 countries—with a “net dollar retention” of 128%, meaning these customers are spending more than their initial outlay to expand their use of Blackline’s offerings. The company has achieved 30 consecutive quarters of year-over-year revenue growth, and in September it was named by the Globe and Mail as one of Canada’s top growth companies for the sixth consecutive year.

5. HT Materials Science

For identifying an additive that makes HVAC systems more efficient

The digital revolution giveth, and the digital revolution taketh away: On the one hand, smart technologies are improving energy efficiency; on the other, data centers and crypto-mining operations and fulfillment operations consume a massive and growing amount of energy that’s expected to double by 2030. About 40% of that consumption is attributable to energy required to keep operations cool. Dublin-based startup HT Materials Science doesn’t make heating/ventilation/air-conditioning systems, but it does make the HVAC hardware already installed at commercial and industrial sites significantly more efficient. The company accomplishes this with its proprietary drop-in additive called Maxwell, which suspends microscopic particles of aluminum oxide in water or a mixture of water and glycol to improve heat transfer. Adding just a tiny bit to an HVAC system’s water or water-glycol mix helps juice efficiency by up to 20%. HTMS has strategic partnerships with a number of prominent companies, including Regeneron, Johnson & Johnson, and Saudi Aramco, and in May 2024 it was accepted into Amazon’s Sustainability Accelerator to deploy Maxwell at a trio of fulfillment centers in the U.K. With support of the Swedish innovation agency Vinnova, the company is also developing a data-center coolant based on graphene to increase efficiency in those power-hungry, heat-intensive facilities.

6. Stratasys

For speeding up 3D printing

Minnesota-based Stratasys has been a key player in the additive manufacturing industry for decades, and its origins can be traced to a frog. In 1988, Scott Crump created a toy frog for his daughter using a glue gun with a mixture of polyethylene and candle wax. It’s unclear how much the frog inspired the little girl, but the process inspired Crump to devise the fused deposition modeling (FDM) technology that would later revolutionize 3D printing. Crump and his wife founded Stratasys in 1989 to commercialize FDM and grew the company into a leader in the polymer 3D printing market. Near the end of 2023, Stratasys introduced the F3300 FDM 3D Printer, capable of printing up to twice as fast as previous printers while reducing materials and labor costs by about 45%. It has since been adopted by Toyota, BAE, the U.S. Department of Energy, and the U.S. Department of Defense. In 2024, the company add the Origin Two printer, optimized for short-run production, and launched a project with Northrop Grumman to test 3D printing on the moon. And in March 2024, Stratasys also established a first-of-its-kind Industrial Customer Advisory Board, whose 12 members include Boeing, Toyota, and TE Connectivity, to guide its development of additive manufacturing technologies in such areas as sustainability, quality and reliability, and data characterization. The company has obstacles to overcome—its third-quarter earnings saw narrowing losses but also news of a 15% reduction in employees—but the company looks well positioned to capitalize on growing adoption of additive manufacturing across numerous industries.

7. Kraft Heinz

For redefining the food industry supply chain to reduce waste and forecast demand

Companies don’t thrive for more than a century without evolving with technology. Henry James Heinz founded his “catsup” company in 1876; the J.L. Kraft and Bros Company began selling cheese door-to-door in Chicago in 1909. After the two giants merged in 2015, Kraft Heinz began automating its supply-chain management system. Those enhancements helped Kraft Heinz weather COVID-19 supply chain chaos, but the pandemic revealed the risks that upstream disruptions continue to pose for procurement of ingredients and packaging materials. Since 2022, Kraft Heinz has been working to put software smarts to work across its food supply chain through a variety of initiatives: Lighthouse, a software stack to eyeball supply-chain metrics; Connected Worker, a digital platform to process and integrate insights from the company’s factories; and Digital Twin, software to model production processes in real time to watch for efficiency shortfalls and find opportunities for improvement.

The combination of these projects has yielded impressive results, Kraft Heinz says: a 40% reduction in supply-chain waste (8.5% in 2024 alone), a 20% increase in sales-forecast accuracy coupled with a 35% increase in inventory-forecast accuracy, and a 6% product-yield improvement across North American factories.

In 2024, the company added an AI-powered computer vision system to assess ingredient quality, which has already yielded a 12% increase in the efficiency of inspecting cucumbers on their way to pickling. Combined with other operational improvements, Kraft Heinz says this work has yielded more than $1.1 billion in gross efficiencies from 2023 through the third quarter of 2024.

8. Pella

For inventing a safer way to install windows

Pella has been making windows and doors for 99 years, but it wasn’t until 2024 that the privately held company pivoted to a new way to build windows and have them attached. Its Steady Set windows are built to be installed from the inside of a structure rather than the outside. That was something that 85% of window installers said they wanted, Pella representatives realized from going to job sites to watch and learn.

The obvious upside for construction crews is that they can fit a window while standing on a floor indoors instead of on a ladder outdoors—Pella reports that crews installing Steady Set windows have 74% less ladder work and spend up to 72% less time outdoors. But Steady Set windows can also be installed more than three times faster than traditional outside-fit windows. And many windows are small enough that a single worker can put it into place, rather than the two workers typically required. Steady Set won a Best of IBS prize at the 2024 International Builders’ Show, and since its debut there last February, the company reports that 15% of new-construction wood window projects have now adopted Steady Set. The company estimates 2024 revenue to reach $2.2 billion, a 10% jump from 2023, and Pella’s workforce has shown year-over-year growth of 6%.

9. Ursa Major Technologies

For building rocket engines via additive manufacturing

Ursa Major is targeting a simple problem: Rockets take much longer to build than they do to fly, especially when military applications are involved and conflict demands the rapid expenditure of missiles. To speed up manufacturing times, the company is leveraging additive-manufacturing techniques. Its Lynx production system allows quick 3D printing of parts for the solid rocket motors used in such munitions as anti-tank weapons—and also enables swift shifts from building one type of solid rocket motor (SRM) to another. Lynx can churn out parts fast enough to restore U.S. defense stocks that have been drawn down by aid deliveries to Ukraine; for example, one Lynx cell can print 1,600 solid-rocket motor casings for anti-tank weapons a year, more than three-quarters of the DOD’s surge-production rate for the Javelin anti-tank missile.

The U.S. Navy was impressed enough to sign a $12.5 million contract with Ursa Major in September 2024 to develop three SRM prototypes and then further develop Lynx. And 2024 also saw Ursa Major’s liquid-fueled rocket efforts notch notable achievements: Its Hadley engine, built for hypersonic applications, had its first flight on Stratolaunch’s Talon TA-1 vehicle, and its Draper engine had its first ground-based “hot fire” test less than 12 months after the start of that project.

10. Gelato

For facilitating customized ecommerce for online creators

The creator economy has grown into a $250 billion global industry that could exceed half a trillion dollars by 2027. Once associated mainly with content creators, the sector has expanded to include artisans and micro-businesses that produce physical objects for sale. But very often these online businesses cater to far-flung audiences that may not be located anywhere near printing services that can fulfill the custom orders that drive this part of the economy.

Gelato has built the world’s largest network—spanning 32 countries—for local production and distribution of customized products. In March 2024, the Oslo-based company introduced GelatoConnect, an enterprise software platform that helps digital printers capitalize on the burgeoning creator market while simultaneously expanding access to printing for creators. It streamlines workflows for printers by automating the production process while integrating procurement, production, and logistics into a single platform. 

A study by McKinsey supported Gelato’s claims that the platform will typically increase profit margins for printers by 3% to 7%some companies that have adopted GelatoConnect cite efficiency gains of up to 25%. In the third quarter of 2024, seven major U.S.-based digital printers (the Anstadt Company, Bennett Graphics, CBiPrint, DPI Direct, GSB Digital, Hudson Printing Company, and Quantum Group) deployed the platform. To date, the private company has raised more than $284 million from a number for venture groups, including DN Capital, Goldman Sachs, and Insight Partners.

Explore the full 2025 list of Fast Company’s Most Innovative Companies, 609 organizations that are reshaping industries and culture. We’ve selected the companies making the biggest impact across 58 categories, including advertisingapplied AIbiotechretailsustainability, and more.

Read the full story here.
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In Colorado Town Built on Coal, Some Families Are Moving On, Even as Trump Tries to Boost Industry

The Cooper family has worked in the coal industry in Colorado for generations

CRAIG, Colo. (AP) — The Cooper family knows how to work heavy machinery. The kids could run a hay baler by their early teens, and two of the three ran monster-sized drills at the coal mines along with their dad.But learning to maneuver the shiny red drill they use to tap into underground heat feels different. It's a critical part of the new family business, High Altitude Geothermal, which installs geothermal heat pumps that use the Earth’s constant temperature to heat and cool buildings. At stake is not just their livelihood but a century-long family legacy of producing energy in Moffat County.Like many families here, the Coopers have worked in coal for generations — and in oil before that. That's ending for Matt Cooper and his son Matthew as one of three coal mines in the area closes in a statewide shift to cleaner energy. “People have to start looking beyond coal," said Matt Cooper. "And that can be a multitude of things. Our economy has been so focused on coal and coal-fired power plants. And we need the diversity.” Many countries and about half of U.S. states are moving away from coal, citing environmental impacts and high costs. Burning coal emits carbon dioxide that traps heat in the atmosphere, warming the planet.That's created uncertainty in places like Craig. As some families like the Coopers plan for the next stage of their careers, others hold out hope Trump will save their plants, mines and high-paying jobs. Matt and Matthew Cooper work at the Colowyo Mine near Meeker, though active mining has ended and site cleanup begins in January.The mine employs about 130 workers and supplies Craig Generating Station, a 1,400-megawatt coal-fired plant. Tri-State Generation and Transmission Association is planning to close Craig's Unit 1 by year's end for economic reasons and to meet legal requirements for reducing emissions. The other two units will close in 2028.Xcel Energy owns coal-fired Hayden Station, about 30 minutes away. It said it doesn't plan to change retirement dates for Hayden, though it's extending another coal unit in Pueblo in part due to increased demand for electricity.The Craig and Hayden plants together employ about 200 people.Craig residents have always been entrepreneurial and that spirit will get them through this transition, said Kirstie McPherson, board president for the Craig Chamber of Commerce. Still, she said, just about everybody here is connected to coal.“You have a whole community who has always been told you are an energy town, you’re a coal town," she said. “When that starts going away, beyond just the individuals that are having the identity crisis, you have an entire culture, an entire community that is also having that same crisis.”Coal has been central to Colorado’s economy since before statehood, but it's generally the most expensive energy on today's grid, said Democratic Gov. Jared Polis.“We are not going to let this administration drag us backwards into an overreliance on expensive fossil fuels,” Polis said in a statement. Nationwide, coal power was 28% more expensive in 2024 than it was in 2021, costing consumers $6.2 billion more, according to a June analysis from Energy Innovation. The nonpartisan think tank cited significant increases to run aging plants as well as inflation.Colorado’s six remaining coal-fired power plants are scheduled to close or convert to natural gas, which emits about half the carbon dioxide as coal, by 2031. The state is rapidly adding solar and wind that's cheaper and cleaner than legacy coal plants. Renewable energy provides more than 40% of Colorado’s power now and will pass 70% by the end of the decade, according to statewide utility plans.Nationwide, wind and solar growth has remained strong, producing more electricity than coal in 2025, as of the latest data in October, according to energy think tank Ember.But some states want to increase or at least maintain coal production. That includes top coal state Wyoming, where the Wyoming Energy Authority said Trump is breathing welcome new life into its coal and mining industry.The Coopers have gone all-in on geothermal. “Maybe we’ll never go back to coal," Matt Cooper said. "We haven’t (gone) back to oil and gas, so we might just be geothermal people for quite some time, maybe generations, and then eventually something else will come along.”While the Coopers were learning to use their drill in October, Wade Gerber was in downtown Craig distilling grain neutral spirits — used to make gin and vodka — on a day off from the Craig Station power plant. Gerber stepped over his corgis, Ali and Boss, and onto a stepladder to peer into a massive stainless steel pot where he was heating wheat and barley.Gerber's spent three decades in coal. When closure plans were announced four years ago, he, his wife Tenniel and their friend McPherson brainstormed business ideas.“With my background in plumbing and electrical from the plant it’s like, oh yeah, I can handle that part of it,” Gerber said about distilling. “This is the easy part.”He used Tri-State's education subsidies for classes in distilling, while other co-workers learned to fix vehicles or repair guns to find new careers. While some plan to leave town, Gerber is opening Bad Alibi Distillery. McPherson and Tenniel Gerber are opening a cocktail bar next door.Everyone in town hopes Trump will step in to extend the plant's life, Gerber said. Meanwhile, they're trying to define a new future for Craig in a nerve-wracking time.“For me, my products can go elsewhere. I don’t necessarily have to sell it in Craig, there’s that avenue. For someone relying on Craig, it's even scarier,” he said. Questioning the coal rollback Tammy Villard owns a gift shop, Moffat Mercantile, with her husband. After the coal closures were announced, they opened a commercial print shop too, seeing it as a practical choice for when so many high-paying jobs go away. Villard, who spent a decade at Colowyo as administrative staff, said she doesn't understand how the state can throw the switch to turn off coal and still have reliable electricity. She wants the state to slow down. Villard describes herself as a moderate Republican. She said political swings at the federal level — from the green energy push in the last administration to doubling down on fossil fuels in this one — aren't helpful.“The pendulum has to come back to the middle," she said, “and we are so far out to either side that I don’t know how we get back to that middle.”The Associated Press’ climate and environmental coverage receives financial support from multiple private foundations. AP is solely responsible for all content. Find AP’s standards for working with philanthropies, a list of supporters and funded coverage areas at AP.org.Copyright 2025 The Associated Press. All rights reserved. This material may not be published, broadcast, rewritten or redistributed.Photos You Should See – Nov. 2025

1803 Fund unveils renderings of $70 million investment for Portland’s Black community

Initial site work, including permitting, is expected to take roughly two years, with construction scheduled to take another two years after that.

The 1803 Fund, an organization working to advance Portland’s Black community, unveiled new renderings Tuesday for a combined ten acres it purchased on the banks of the Willamette River near the Moda Center and in the lower Albina neighborhood.The organization, formed in 2023 with a $400 million pledge from Nike co-founder Phil Knight and wife Penny Knight, said last month it was spending $70 million on several Eastside properties. It said the redevelopment of those sites would have a tenfold economic impact via the hundreds of local jobs it expects to generate. The total projected outlay for the redevelopment remains unclear.Project leaders say they expect initial site work for what they’re calling Rebuild Albina, including permitting, to take roughly two years, with construction scheduled to take another two years after that.At a Tuesday press conference, organization leaders detailed plans for two sites: a set of grain silos on three acres formerly owned by the Louis Dreyfus Co. and now called Albina Riverside; and a seven-acre property in the lower Albina neighborhood south of the Fremont Bridge and west of Interstate 5, in a district once known as The Low End.“We intend to give that name back to the community,” Rukaiyah Adams, chief executive of the 1803 Fund, said Tuesday of The Low End district, as a carousel of renderings flashed on a wide screen behind her.The group has said it wants to see those seven acres become a neighborhood gateway that connects the Black community to downtown. The Low End is slated to become a mixed-use neighborhood with housing and public spaces with art, businesses, culture and community initiatives, according to a factsheet provided by the 1803 Fund, while plans for Albina Riverside are still in the works. Still, the Albina Riverside renderings show a reuse of the grain silos, a basketball court and what appear to be community-access steps down to the waterfront.Properties in The Low End require environmental cleanup, which project officials say they are coordinating with the Oregon Department of Environmental Quality. It’s not clear at this point what environmental remediation the Albina Riverside site may need, officials said.On Tuesday, project leaders said $30 million went toward properties in The Low End, while they spent $5 million on Albina Riverside. Another $35 million in Albina-area property investments are forthcoming, according to the factsheet.Mayor Keith Wilson and City Council member Loretta Smith took turns at the lectern heaping praise on Adams for her leadership of the fund.Wilson said he was committed to supporting the 1803 Fund’s “transformational projects” as the redevelopment of Albina bolsters Portland’s broader renaissance. “I keep wanting to cry every time I look at you, Rukaiyah,” the mayor said. “It’s personal for me, and I know it is for you, as well.”Smith told attendees that whenever she travels to another city, there’s a district called The Low End where members of the Black community live and gather.“It had a stigma to it, and it does have a stigma to it,” Smith said. “Now you’re taking that stigma away and saying, come on down to Albina to The Low End. It’s a cool thing to do. So thank you very much for giving us back that history and that culture.”Retaking the stage, Adams said part of what prompted the purchase of the grain silo was stories she heard years ago from former state Sen. Avel Gordly – the first Black woman sworn into the Oregon Senate – of Black men who used to work and died in the silos.Gordly implored Adams to take more of a leadership role in helping to clean up the Willamette, Adams said. “The connection of Black folks who migrated here from watersheds in the Jim Crow South to that Willamette River watershed is deep and spiritual,” Adams said. “My family left the Red River watershed in Louisiana to come to the Willamette River watershed here. “Our stories are often told as the movement between cities, but we are a people deeply connected to the water,” she said. “We wade in the water.”--Matthew Kish contributed to this article.

Colorado mandates ambitious emissions cuts for its gas utilities

Colorado just set a major new climate goal for the companies that supply homes and businesses with fossil gas. By 2035, investor-owned gas utilities must cut carbon pollution by 41% from 2015 levels, the Colorado Public Utilities Commission decided in a 2–1 vote in mid-November. The target — which builds on goals…

Colorado just set a major new climate goal for the companies that supply homes and businesses with fossil gas. By 2035, investor-owned gas utilities must cut carbon pollution by 41% from 2015 levels, the Colorado Public Utilities Commission decided in a 2–1 vote in mid-November. The target — which builds on goals already set for 2025 and 2030 — is far more consistent with the state’s aim to decarbonize by 2050 than the other proposals considered. Commissioners rejected the tepid 22% to 30% cut that utilities asked for and the 31% target that state agencies recommended. Climate advocates hailed the decision as a victory for managing a transition away from burning fossil gas in Colorado buildings. “It’s a really huge deal,” said Jim Dennison, staff attorney at the Sierra Club, one of more than 20 environmental groups that advocated for an ambitious target. ​“It’s one of the strongest commitments to tangible progress that’s been made anywhere in the country.” In 2021, Colorado passed a first-in-the-nation law requiring gas utilities to find ways to deliver heat sans the emissions. That could entail swapping gas for alternative fuels, like methane from manure or hydrogen made with renewable power. But last year the utilities commission found that the most cost-effective approaches are weatherizing buildings and outfitting them with all-electric, ultraefficient appliances such as heat pumps. These double-duty devices keep homes toasty in winter and cool in summer. The clean-heat law pushes utilities to cut emissions by 4% from 2015 levels by 2025 and then 22% by 2030. But Colorado leaves exact targets for future years up to the Public Utilities Commission. Last month’s decision on the 2035 standard marks the first time that regulators have taken up that task. Gas is still a fixture in the Centennial State. About seven out of 10 Colorado households burn the fossil fuel as their primary source for heating, which accounts for about 31% of the state’s gas use. If gas utilities hit the new 2035 mandate, they’ll avoid an estimated 45.5 million metric tons of greenhouse gases over the next decade, according to an analysis by the Colorado Energy Office and the Colorado Department of Public Health and Environment. They’d also prevent the release of hundreds more tons of nitrogen oxides and ultrafine particulates that cause respiratory and cardiovascular problems, from asthma to heart attacks. State officials predicted this would mean 58 averted premature deaths between now and 2035, nearly $1 billion in economic benefits, and $5.1 billion in avoided costs of climate change. “I think in the next five to 10 years, people will be thinking about burning fossil fuels in their home the way they now think about lead paint,” said former state Rep. Tracey Bernett, a Democrat who was the prime sponsor of the clean-heat law. Competing clean-heat targets Back in August, during proceedings to decide the 2035 target, gas utilities encouraged regulators to aim low. Citing concerns about market uptake of heat pumps and potential costs to customers, they asked for a goal as modest as 22% by 2035 — a target that wouldn’t require any progress at all in the five years after 2030. Climate advocates argued that such a weak goal would cause the state to fall short on its climate commitments. Nonprofits the Sierra Club, the Southwest Energy Efficiency Project, and the Western Resource Advocates submitted a technical analysis that determined the emissions reductions the gas utilities would need to hit to align with the state’s 2050 net-zero goal: 55% by 2035, 74% by 2040, 93% by 2045, and, finally, 100% by 2050. History suggests these reductions are feasible, advocates asserted.

The rewriting of Australia’s nature laws come as a relief, yet I can’t help feel a sense of foreboding | Georgina Woods

The minister says quick approvals can happen while protecting the environment, but my experience tells me that haste brings unintended consequencesGet our breaking news email, free app or daily news podcastI got a text from a biodiversity advocate around midday on Thursday asking me: are you glad, or sad?I wasn’t sure how to reply. Continue reading...

I got a text from a biodiversity advocate around midday on Thursday asking me: are you glad, or sad?I wasn’t sure how to reply.The Australian parliament is amending the country’s environment laws. Thanks to negotiating by the Greens, the amended laws will not enable the fast-tracking of coal and gas mining, which the government had proposed. Decisions about coal and gas mines that harm water resources will be retained by the commonwealth and not given over wholly to state governments as the government had proposed. That is an enormous relief.And yet, I am filled with foreboding.The bill introduced into parliament only a few weeks ago proposed to take the country backwards in environmental protection. It sought to strip communities of participation in environmental decisions, hand decision-making about environmental harm to the states and territories and give the environment minister sweeping power to tailor environmental regulations for certain developments, companies or industries.The government made it clear from the outset that the convenience of business, the desire for “quick yesses” that could harm the natural environment, was its chief priority. It has been made clear that the government intends to grant fast-tracked approval to renewable energy developments and minerals mines. There is excited talk about “abundance” – which is code for sweeping forests, wetlands, woodlands and local communities out of the path of business, mining and development.The minister is adamant this can be done while protecting the environment, but my 25 years of experience with environmental regulation tell me that haste brings unintended consequences. It makes communities angry. It leads to losses of our beautiful natural heritage that are mourned for generations. It impoverishes us by eroding the natural ecosystems that actually create the “abundance” that makes our society.Sign up: AU Breaking News emailThere is no abundance without reciprocity and we will learn this, to our sorrow, in the years to come if we continue treating the natural world as a magic pudding that can be cut and cut and cut and will come again.Coal and gas mining will not be fast-tracked and for that I am very glad. But the government ruled out embedding any formal consideration of the impacts of greenhouse gas pollution, the effect of climate change on Australia’s natural heritage, into decision-making. Only a few months ago, Australia’s first national climate risk assessment itemised a devastating prognosis for Australia’s marine, freshwater and terrestrial ecosystems across the continent if global warming exceeds the limits set down in the Paris climate agreement. It spoke of ecosystems collapsing and whole species dying out. The only way to prevent that warming is to stop the pollution that comes from burning coal, gas and oil for energy, and quickly. Indeed, an International Court of Justice advisory opinion has affirmed that all countries have a legal obligation to prevent climate harm and protect the climate system. For Australia, that means preventing the pollution from our energy exports.The greenhouse gas emissions from Australia’s energy exports, and the impact that this pollution is having on Australians, is not going to go away because the minister refuses to think about it, or because the prime minister is too squeamish to talk about it. The consequences will plague our descendents for generations to come, long after this generation of politicians are gone, but there will be more immediate demands from communities suffering the effects of climate change that will become increasingly impossible to ignore.

Mind, hand, and harvest

A volunteer-driven pilot program brings low-cost organic produce to the MIT community.

On a sunny, warm Sunday MIT students, staff, and faculty spread out across the fields of Hannan Healthy Foods in Lincoln, Massachusetts. Some of these volunteers pluck tomatoes from their vines in a patch a few hundred feet from the cars whizzing by on Route 117. Others squat in the shade cast by the greenhouse to snip chives. Still others slice heads of Napa cabbage from their roots in a bed nearer the woods. Everything being harvested today will wind up in Harvest Boxes, which will be sold at a pop-up farm stand the next day in the lobby of the Stata Center back on the MIT campus.This initiative — a pilot collaboration between MIT’s Office of Sustainability (MITOS), the MIT Anthropology Section, Hannan Healthy Foods, and the nascent MIT Farm student organization — sold six-pound boxes of fresh, organic produce to the MIT community for $10 per box — half off the typical wholesale price. The weekly farm stands ran from Sept. 15 through Oct. 27.“There is a documented need for accessible, affordable, fresh food on college campuses,” says Heather Paxson, William R. Kenan, Jr. Professor of Anthropology and one of the organizers of the program. “The problems for a small farmer in finding a sufficient market … are connected to the challenges of food insecurity in even wealthy areas. And so, it really is about connecting those dots.”Through the six weeks of the project, farm stand shoppers purchased more than 2,000 pounds of fresh produce that they wouldn’t otherwise have had access to. Hannan, Paxson, and the team hope that this year’s pilot was successful enough to continue into future growing seasons, either in this farm stand form or as something else that can equally serve the campus community.“This year we decided to pour our heart, soul, and resources into this vision and prove what’s possible,” says Susy Jones, senior sustainability project manager at MITOS. “How can we do it in a way that is robust and goes through the official MIT channels, and yet pushes the boundaries of what’s possible at MIT?”A growing ideaMohammed Hannan, founder of Hannan Healthy Foods, first met Paxson and Jones in 2022. Jones was looking for someone local who grew vegetables common in Asian cuisine in response to a student request. Paxson wanted a small farm to host a field trip for her subject 21A.155 (Food, Culture and Politics). In July, Paxson and Jones learned about an article in the Boston Globe featuring Hannan as an example of a small farmer hit hard by federal budget cuts.They knew right away they wanted to help. They pulled in Zachary Rapaport and Aleks Banas, architecture master’s students and the co-founders of MIT Farm, an organization dedicated to getting the MIT community off campus and onto local farms. This MIT contingent connected with Hannan to come up with a plan.“These projects — when they flow, they flow,” says Jones. “There was so much common ground and excitement that we were all willing to jump on calls at 7 p.m. many nights to figure it out.”After a series of rapid-fire brainstorming sessions, the group decided to host weekly volunteer sessions at Hannan’s farm during the autumn growing season and sell the harvest at a farm stand on campus.“It fits in seamlessly with the MIT motto, ‘mind and hand,’ ‘mens et manus,’ learning by doing, as well as the heart, which has been added unofficially — mind, hand, heart,” says Paxson.Jones tapped into the MITOS network for financial, operational, student, and city partners. Rapaport and Banas put out calls for volunteers. Paxson incorporated a volunteer trip into her syllabus and allocated discretionary project funding to subsidize the cost of the produce, allowing the food to be sold at 50 percent of the wholesale price that Hannan was paid for it.“The fact that MIT students, faculty, and staff could come out to the farm, and that our harvest would circulate back to campus and into the broader community — there’s an energy around it that’s very different from academics. It feels essential to be part of something so tangible,” says Rapaport.The volunteer sessions proved to be popular. Throughout the pilot, about 75 students and half a dozen faculty and staff trekked out to Lincoln from MIT’s Cambridge, Massachusetts, campus at least once to clear fields and harvest vegetables. Hannan hopes the experience will change the way they think about their food.“Harvesting the produce, knowing the operation, knowing how hard it is, it’ll stick in their brain,” he says.On that September Sunday, second-year electrical engineering and computer science major Abrianna Zhang had come out with a friend after seeing a notification on the dormspam email lists. Zhang grew up in a California suburb big on supporting local farmers, but volunteering showed her a different side of the job.“There’s a lot of work that goes into raising all these crops and then getting all this manual labor,” says Zhang. “It makes me think about the economy of things. How is this even possible … for us to gain access to organic fruits or produce at a reasonable price?”Setting up shopSince mid-September, Monday has been Farm Stand day at MIT. Tables covered in green gingham tablecloths strike through the Stata Center lobby, holding stacks of cardboard boxes filled with produce. Customers wait in line to claim their piece of the fresh harvest — carrots, potatoes, onions, tomatoes, herbs, and various greens.Many of these students typically head to off-campus grocery stores to get their fresh produce. Katie Stabb, a sophomore civil and environmental engineering major and self-proclaimed “crazy plant lady,” grows her own food in the summer, but travels far from campus to shop for her vegetables during the school year. Having this stand right at MIT gives her time back, and she’s been spreading the news to her East Campus dorm mates — even picking boxes up for them when they can’t make it themselves and helping them figure out what to do with their excess ingredients.“I have encountered having way too many chives before, but that’s new for some folks,” she says. “Last week we pooled all of our chives and I made chive pancakes, kind of like scallion pancakes.”Stabb is not alone. In a multi-question customer survey conducted at the close of the Farm Stand season, 62 percent of respondents said the Harvest Box gave them the chance to try new foods and 49 percent experimented with new recipes. Seventy percent said this project helped them increase their vegetable intake.Nearly 60 percent of the survey respondents were graduate students living off campus. Banas, one of the MIT Farm co-leads, is one of those grad students enjoying the benefits.“I was cooking and making food that I bought from the farm stand and thought, ‘Oh, this is very literally influencing my life in a positive way.’ And I’m hoping that this has a similar impact for other people,” she says.The impact goes beyond the ability of students to nourish themselves with fresh vegetables. New communities have grown from this collaboration. Jones, for example, expanded her network at MITOS by tapping into expertise and resources from MIT Dining, the Vice President for Finance Merchant Services, and the MIT Federal Credit Union.“There were just these pockets of people in every corner of MIT who know how to do these very specific things that might seem not very glamorous, but make something like this possible,” says Jones. “It’s such a positive, affirming moment when you’re starting from scratch and someone’s like, ‘This is such a cool idea, how can I help?’”Strengthening communityInviting people from MIT to connect across campus and explore beyond Cambridge has helped students and employees alike feel like they’re part of something bigger.“The community that’s grown around this work is what keeps me so engaged,” says Rapaport. “MIT can have a bit of a siloing effect. It’s easy to become so focused on your classes and academics that your world revolves around them. Farm club grew out of wanting to build connections across the student body and to see ourselves and MIT as part of a larger network of people, communities, and relationships.”This particular connection will continue to grow, as Rapaport and Banas will use their architectural expertise to lead a design-build team in developing a climate-adaptive and bio-based root cellar at Hannan Healthy Foods, to improve the farm’s winter vegetable storage conditions. Community engagement is an ethos Hannan has embraced since the start of his farming journey in 2018, motivated by a desire to provision first his family and then others with healthy food.“One thing I have done over the years, I was not trying to do farming by myself,” he says. “I always reached out to as many people as I could. The idea is, if community is not involved, they just see it as an individual business.”It’s why he gifts his volunteers huge bags of tomatoes at the end of a shift, or donates some of his harvest to food banks, or engages an advisory committee of local residents to ensure he’s filling the right needs.“There’s a reciprocal dimension to gifting that needs to continue,” says Paxson. “That is what builds and maintains community — it’s classic anthropology."And much of what’s exchanged in this type of reciprocity can’t be charted or graded or marked on a spreadsheet. It’s cooking pancakes with dorm mates. It’s meeting and appreciating new colleagues. It’s grabbing a friend to harvest cabbage on a beautiful autumn Sunday.“Seeing a student who volunteered over the weekend harvesting chives come to the market on Monday and then want to take a selfie with those chives,” says Jones. “To me, that’s a cool moment.”

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