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DOE OSTI2024

Carbon Capture from ArcelorMittal Hot Briquetted Iron Plant Using Air Liquide Cryocap™ FG Technology – FEED Study

The process of steel production is energy and carbon intensive with global average energy consumption of 5.5 MWh/tonne of steel and CO2 emission intensity of 1.83 tonne CO2/tonne of steel. The steel making process has inherent CO2 emissions from mineral conversion and is considered major contributors to the global carbon emissions. The steel industry is responsible for 8% of global carbon emissions. The main objective of this research project is to execute and complete a front-end engineering and design (FEED) study for a commercial-scale, carbon capture project that separates 95% of the total CO2 emissions at the ArcelorMittal’s Hot Briquetted Iron (HBI) plant in Portland, TX (Figure 1). The HBI is an ore-based metallic that is used as high-grade feedstock for high-quality steel via an Electric Arc Furnace (EAF) route. The HBI plant produces 2.0 million metric tonnes of high-quality HBI and emits approximately 1 million tonnes CO2/yr. The capture system is a Pressure Swing Adsorption (PSA) system assisted Cryocap™ FG technology (Figure 2). The captured CO2 will be pipeline grade and will be geologically stored in a facility within 10 miles of the CO2 source. The Host Site location in Corpus Christi, TX, is near hydrocarbon processing facilities and near Environmental Justice (EJ) and Qualified Opportunity Zone (QOZ) communities. Due to the location of the Host Site, the retrofit project offers the ability to demonstrate how a workforce focused on the fossil energy sector can be redirected to the clean- energy sector. The Air Liquide Cryocap™ capture technology is a proven technology and has been extensively examined for large industrial applications. It has been shown to be applicable to a variety of industrial applications including the steel industry. Cryocap™ FG (specific setup for Flue Gas application) consists of a Pressure Swing Adsorption (PSA) unit coupled with a Cryogenic System. The PSA pre-concentrates the CO2 from the flue gas, while the cryogenic unit enables the CO2 purity to be increased to the desired level. The scope of this study incorporates completing FEED study of the CO2 capture system which includes point-source CO2 capture and balance-of-plant; Business Case Analysis (BCA) outlining the current and projected volumes of the steel plant’s point sources of CO2 and the potential utilization of tax credits, including its projected revenue and duration; Life Cycle Analysis (LCA); Environmental Justice Analysis; Economic Revitalization and Job Creation Outcomes Analysis; and Workforce Readiness Plan. The plant design work was divided into two components: Inside Battery Limits (ISBL) and Outside Battery Limits (OSBL). The ISBL focuses on the capture system, while the OSBL focuses on the utility feeds and ducting from the plant to the capture system. Various design and engineering deliverables will be developed to define commodity quantities, equipment specifications, and labour effort required to execute the project. These FEED study deliverables will be prepared with the intent to develop an overall project capital cost estimate consistent with an AACE Class 3 estimate. The modular approach for the Cryocap™ FG that is being designed for this study integrates compression, PSA, and cryogenic “bricks” to achieve the desired CO2 capture rates. This carbon capture system integrates easily with the existing plant, thus reducing project costs and risks. It is also capable of managing impurities such as nitrogen oxides (NOx), sulfur oxides (SOx), mercury, hydrocarbons, and particulate matter. The capture system has a smaller footprint than amine-based systems. The two-step process uses PSA to preconcentrate the CO2 in the feedstream and then uses the cryogenic portion to purify and compress the resulting high purity CO2 product. This combination of purification and compression (i.e., process intensification) significantly reduces the CAPEX associated with use of a separate compressor commonly utilized for amine solvent-based systems. Successful completion of the FEED study will provide DOE with a detailed understanding of the costs for scaling up this proven capture technology for commercial applications at industrial facilities.

42 ENGINEERING↗

NASA NTRS2014

Space Launch System Development Status

Development of NASA's Space Launch System (SLS) heavy lift rocket is shifting from the formulation phase into the implementation phase in 2014, a little more than three years after formal program approval. Current development is focused on delivering a vehicle capable of launching 70 metric tons (t) into low Earth orbit. This "Block 1" configuration will launch the Orion Multi-Purpose Crew Vehicle (MPCV) on its first autonomous flight beyond the Moon and back in December 2017, followed by its first crewed flight in 2021. SLS can evolve to a130-t lift capability and serve as a baseline for numerous robotic and human missions ranging from a Mars sample return to delivering the first astronauts to explore another planet. Benefits associated with its unprecedented mass and volume include reduced trip times and simplified payload design. Every SLS element achieved significant, tangible progress over the past year. Among the Program's many accomplishments are: manufacture of Core Stage test panels; testing of Solid Rocket Booster development hardware including thrust vector controls and avionics; planning for testing the RS-25 Core Stage engine; and more than 4,000 wind tunnel runs to refine vehicle configuration, trajectory, and guidance. The Program shipped its first flight hardware - the Multi-Purpose Crew Vehicle Stage Adapter (MSA) - to the United Launch Alliance for integration with the Delta IV heavy rocket that will launch an Orion test article in 2014 from NASA's Kennedy Space Center. Objectives of this Earth-orbit flight include validating the performance of Orion's heat shield and the MSA design, which will be manufactured again for SLS missions to deep space. The Program successfully completed Preliminary Design Review in 2013 and Key Decision Point C in early 2014. NASA has authorized the Program to move forward to Critical Design Review, scheduled for 2015 and a December 2017 first launch. The Program's success to date is due to prudent use of proven technology, infrastructure, and workforce from the Saturn and Space Shuttle programs, a streamlined management approach, and judicious use of new technologies. The result is a safe, affordable, sustainable, and evolutionary path to development of an unprecedented capability for future missions across the solar system. In an environment of economic challenges, the nationwide SLS team continues to meet ambitious budget and schedule targets. This paper will discuss SLS program and technical accomplishments over the past year and provide a look at the milestones and challenges ahead.

Lyles, Garry↗

NASA NTRS2006

NASA Crew Launch Vehicle Approach Builds on Lessons from Past and Present Missions

The United States Vision for Space Exploration, announced in January 2004, outlines the National Aeronautics and Space Administration's (NASA) strategic goals and objectives, including retiring the Space Shuttle and replacing it with a new human-rated system suitable for missions to the Moon and Mars. The Crew Exploration Vehicle (CEV) that the new Crew Launch Vehicle (CLV) lofts into space early next decade will initially ferry astronauts to the International Space Station and be capable of carrying crews back to lunar orbit and of supporting missions to Mars orbit. NASA is using its extensive experience gained from past and ongoing launch vehicle programs to maximize the CLV system design approach, with the objective of reducing total lifecycle costs through operational efficiencies. To provide in-depth data for selecting this follow-on launch vehicle, the Exploration Systems Architecture Study was conducted during the summer of 2005, following the confirmation of the new NASA Administrator. A team of aerospace subject matter experts used technical, budget, and schedule objectives to analyze a number of potential launch systems, with a focus on human rating for exploration missions. The results showed that a variant of the Space Shuttle, utilizing the reusable Solid Rocket Booster as the first stage, along with a new upper stage that uses a derivative of the RS-25 Space Shuttle Main Engine to deliver 25 metric tons to low-Earth orbit, was the best choice to reduce the risks associated with fielding a new system in a timely manner. The CLV Project, managed by the Exploration Launch Office located at NASA's Marshall Space Flight Center, is leading the design, development, testing, and operation of this new human-rated system. The CLV Project works closely with the Space Shuttle Program to transition hardware, infrastructure, and workforce assets to the new launch system . leveraging a wealth of lessons learned from Shuttle operations. The CL V is being designed to reduce costs through a number of methods, ranging from validating requirements to conducting trades studies against the concept design. Innovations such as automated processing will build on lessons learned from the Shuttle, other launch systems, Department of Defense operations experience, and subscale flight tests such as the Delta Clipper-Experimental Advanced (DCXA) vehicle operations that utilized minimal touch labor, automated cryogen ic propellant loading , and an 8-hour turnaround for a cryogenic propulsion system. For the CLV, the results of hazard analyses are contributing to an integrated vehicle health monitoring system that will troubleshoot anomalies and determine which ones can be solved without human intervention. Such advances will help streamline the mission operations process for pilots and ground controllers alike. In fiscal year 2005, NASA invested approximately $4.5 billion of its $16 bill ion budget on the Space Shuttle. The ultimate goal of the CLV Project is to deliver a safe, reliable system designed to minimize lifecycle costs so that NASA's budget can be invested in missions of scientific discovery. Lessons learned from developing the CLV will be applied to the growth path for future systems, including a heavy lift launch vehicle.

Dumbacher, Daniel L.↗

NASA NTRS2014

Adding "Missed" Science to Cassini's Ops Plan

The phenomenal success of the Cassini Mission at Saturn is largely due to flagship instruments, in a target rich environment, for a long period of time, executing almost error free complex mission operations. A smooth transition from cruise operations through the prime science mission and extended science (Equinox) mission culminating in the currently executing Solstice mission has folded in necessary procedural alterations due to improved understanding of the spacecraft, instruments, uplink and planning systems as well as additional science objectives. These have come with the maturation of the mission along with management of workforce reductions. One important set of operational changes has been initiated due to scientific findings highlighting "missed" science opportunities. This is the case for the Titan Meteorology Campaigns and Saturn Storm Watch Campaigns. These observations involve long term monitoring of the atmospheres of Titan and Saturn while the spacecraft and science teams are focused on other high priority targets of opportunity (like Enceladus). Our objective in this paper is to emphasize how a non-invasive strategy to get additional remarkable science was conceived and implemented in a mission with an already well defined operational plan. To illustrate this we will detail Titan Meteorology Campaign and Saturn Storm Watch Campaign integration and implementation strategies as well as the scientific goals and achievements of both.

Roy, Mou↗

NASA NTRS2014

Adding "Missed" Science to Cassini's Ops Plan

Roy, Mou↗

DOE OSTI2024

AmpSuite

Seismic amplitudes offer vital information about explosion source characteristics, including discrimination and yield estimation. To take advantage of this, we developed an interactive Python package to measure, control data quality, generate broad area propagation models and perform discrimination and estimate yield. Propagation models are essential in support of transportable yield and broad area discrimination. The key benefit of this package will be its ability to continuously integrate data and new techniques. The AmpSuite framework will provide standardized, repeatable, and accurate model generation and characterization routines. The capability is crucial for monitoring agencies tasked with rapid and high-quality seismic event characterization. The AmpSuite software includes a series of independent modules to perform: • Direct Phase Amplitude Measurement and Storage • Coda Envelope Measurement and Storage • Data Quality Control • New Propagation Model Developments • Seismic Discrimination and Analysis • Yield Estimation and supporting utility software. The AmpSuite software provides comprehensive solutions for monitoring agencies seeking to optimize model generation and event analysis within a contemporary Python framework. Stakeholders (AFTAC) have begun to move towards the Python language for scientific analysis as a new workforce emerges.

Alfaro, Richard↗

DOE OSTI2026

Modeling The Nucleosynthetic Imprint of Stellar Merger Phenomena - Final Technical Report

This DOE CAREER project developed a comprehensive, multi-physics framework for modeling stellar mergers and their observable consequences. The work successfully integrated analytical models, three-dimensional hydrodynamic simulations, stellar evolution calculations, nucleosynthesis, and radiation transport into a unified pipeline. Key scientific advances include demonstrating stellar mergers as a unifying explanation for systems such as Betelgeuse and R Coronae Borealis stars, quantifying merger-driven chemical signatures, and establishing the connection between merger physics and circumstellar environments. A major outcome of the project is the development of SuperLite, an open-source Monte Carlo radiation transport code that enables the generation of synthetic spectra for astrophysical transients. This work bridges dynamical, thermal, and radiative timescales and provides a powerful, DOE-relevant computational framework for interpreting observations of supernovae and related transient phenomena, while also contributing to workforce development through the training of postdoctoral researchers and graduate students.

Chatzopoulos, Emmanouil [Louisiana State Universit↗

NASA NTRS2011

NASA Education Recommendation Report - Education Design Team 2011

NASA people are passionate about their work. NASA's missions are exciting to learners of all ages. And since its creation in 1958, NASA's people have been passionate about sharing their inspiring discoveries, research and exploration with students and educators. In May 2010, NASA administration chartered an Education Design Team composed of 12 members chosen from the Office of Education, NASA's Mission Directorates and Centers for their depth of knowledge and education expertise, and directed them to evaluate the Agency's program in the context of current trends in education. By improving NASA's educational offerings, he was confident that the Agency can play a leading role in inspiring student interest in science, technology, engineering and mathematics (STEM) as few other organizations can. Through its unique workforce, facilities, research and innovations, NASA can expand its efforts to engage underserved and underrepresented communities in science and mathematics. Through the Agency's STEM education efforts and science and exploration missions, NASA can help the United States successfully compete, prosper and be secure in the 21st century global community. After several months of intense effort, including meeting with education experts; reviewing Administration policies, congressional direction and education research; and seeking input from those passionate about education at NASA, the Education Design Team made six recommendations to improve the impact of NASA's Education Program: (1) Focus the NASA Education Program to improve its impact on areas of greatest national need (2) Identify and strategically manage NASA Education partnerships (3) Participate in National and State STEM Education policy discussions (4) Establish a structure to allow the Office of Education, Centers and Mission Directorates to implement a strategically integrated portfolio (5) Expand the charter of the Education Coordinating Committee to enable deliberate Education Program design (6) Improve communication to inspire learners

Pengra, Trish↗

DOE OSTI2026

COGIHTO: Comprehensive Geothermal Integrated HVAC Retrofits in Disadvantaged Communities

Geothermal heating and cooling (GHC) systems offer one of the most efficient approaches to provide space conditioning and water heating in buildings. Due to the relatively stable temperature of the ground year-round, these systems can provide an efficient solution to decarbonize heating systems. Yet this technology has faced limited market adoption due to its high first cost. This project seeks to address this barrier by designing a community GHC system at a public housing development in New York, taking advantage of load diversity (in terms of the timing and amount of heating / cooling used per person) that a larger community offers to reduce the size and thus first cost of a GHC system. Project success would result in societal benefit from reduced energy and fossil fuel use, reduced local emissions, and improved comfort, which would positively impact the health and well-being this community. This report presents the findings from Phase 1 project supported by the Department of Energy’s Geothermal Technologies Office and includes the technical design of a GHC at a public housing development in New York. To support the success of a potential deployment of a GHC system, the team conducted community engagement and prepared an assessment of the local workforce needs. The project team, led by EPRI, considered a subset of NYCHA housing developments that were previously identified by NYCHA as suitable for GHC retrofits. This report presents the site selection criteria the team developed and the overall score assigned to each of the eight developments considered. One site was selected for focus of the technical design: Stapleton Houses in Staten Island, a mid-size development with roughly 700 apartments across 6 buildings. The site has an existing hot water hydronic loop served by natural gas boilers for space heating and water heating. The technical design partner assessed baseline energy consumption at the site and established thermal models of the apartment buildings to assist in the design. The team considered several GHC system configurations and selected a hybrid geothermal design fed from water-source heat pumps with auxiliary gas boilers in a central plant. This design best leveraged the existing site configuration and minimized costs due to additional electrical infrastructure upgrades. The report also details the feedback received from community engagement efforts and the findings from the workforce needs assessment and workforce transition plan. Members of the site maintenance staff and the resident advisory council were interviewed for their input and feedback about both the site’s existing heating/cooling infrastructure and how a construction project would impact resident life. This feedback was taken into consideration when completing the geothermal system design. Research was conducted into existing workforce development opportunities available to NYCHA residents. A workforce development plan was established using information from NYCHA’s resident economic empowerment and sustainability group, along with training material and curriculum from the International Ground Source Heat Pump Association (IGSHPA).

15 GEOTHERMAL ENERGY↗

DOE OSTI2024

Research Reactors Division Infrastructure Investment Plan for the High Flux Isotope Reactor

The High Flux Isotope Reactor (HFIR) is a unique national asset. Operational for nearly 60 years, continued investment into the aging infrastructure is necessary to ensure operation for another 6 decades. Additionally, growing missions require HFIR as well as important upgrades. Consequently, carefully integrated planning is required to ensure that infrastructure investments are timely executed to ensure long-term, reliable operation of HFIR. Concerns about challenges to the operational reliability of HFIR resulted in a recommendation from the 2023 Operations Review by the US Department of Energy (DOE) Office of Basic Energy Sciences that a HFIR management strategy be developed to address the infrastructure needs. This report defines the investment needs, which are evolving as new upgrade efforts are better defined. HFIR is part of the three-source strategy within the Neutron Sciences Directorate (NScD) and contributes to the five strategic science areas outlined in the NScD 10 Year Strategic Science Plan: quantum materials, soft matter, materials and engineering, chemistry, and biosciences. Fundamental to this strategy are three core values: operational excellence, responsible stewardship, and servant leadership. These values guide our mission of safe and reliable operation of the reactor and require a strong and just nuclear safety culture, a solemn respect for responsible care of the facility, good workforce development, robust procedures and processes, an effective communication strategy, world-class asset management, a determined customer focus, and a commitment to protecting the environment, the safety and health of the public and our people, and the quality of work performed within our facility. These principles are all essential to operate HFIR at a world-class level. The Research Reactors Division (RRD) will lead a new era of neutron science and isotope production at HFIR through responsible and purposeful leadership and unwavering support of the science community. The approach outlined in this plan highlights the direction leadership is taking to ensure that HFIR is ready to support the science challenges and national needs of the future and that the United States maintains world leadership in neutron sciences. The plan is in alignment with the DOE’s desire to continue operating HFIR and with the NScD strategic science goals for the future. HFIR is an aging facility with numerous infrastructure challenges and needs. It has an aging workforce in relation to the general population of Oak Ridge National Laboratory (ORNL), with many expected retirements over the next 5–10 years. With an increase in work scope caused by changing national priorities and science goals, several critical hires have been identified. To manage HFIR’s infrastructure needs, a prioritized list of equipment upgrades has been identified along with an analysis of future staffing requirements. A desire to operate HFIR at eight cycles per year will necessarily require some significant changes to procedures and processes currently in place as well as targeted staffing additions. Many of the equipment upgrades identified in this plan will significantly increase the reliability of the plant, thus contributing to the effort to reach the goal of safely operating eight cycles per year. A plan to attain eight-cycle operation is being prepared in parallel with the activities identified in this plan, although the actions identified to satisfy both plans will overlap. This plan identifies new infrastructure needs—for both plant equipment and staffing—thus necessitating formulation of future budget requests to fund the increased work scope and improvement activities. Some activities are currently being scheduled with the expectation that funding will be received. Any delays to funding or reductions of funding from the identified cost estimations will directly and negatively affect the plan’s implementation.

21 SPECIFIC NUCLEAR REACTORS AND ASSOCIATED PLANTS↗

NASA NTRSDate not supplied

The Residuum-Those Who Technology Leaves Behind

The introduction of new technologies has direct and indirect advantages and disadvantages on societies. As the relentless pace of technology increases, societies have to adjust, accommodate, integrate or reject the latest invention or innovation. Many people even experience the unintended consequences associated with these technologies. Some technologies appear to have a stabilizing effect on society (where the technology lifts all of society) while other technologies appear disruptive with unsettling effects(benefits are shared by a few with previously established firms being displaced). In this latter case, companies with the most disruptive technologies provide benefits but also gain market share by decimating their competitors. Those in society who have the means or the opportunity to seize the benefits of advanced technologies undoubtedly gain efficiencies of time and effectiveness while those who cannot afford or those who chose not to adopt these same technologies unfortunately fall behind. During the present worldwide pandemic, schools have physically closed their doors causing the mto pursue virtual classrooms. How will the teachers and children without internet access in their homes compare to those who do? In the near future, increased automation will lead to some reduction in the full-time workforce. A co-worker recently improved her skills in a fortuitous technical discipline. Others did not. Who should be held responsible for reskilling? Stated another way, who should be held responsible for finding new employment opportunities?In the distant future, parents who incorporated genetically enhanced benefits during childbirth will have offspring who will probably advance beyond those who cannot afford the technology. In these various ways, who should be held responsible for those who technology leaves behind?Are those left behind simply those who suffer inequality or is there something more?Should the semi-transparent hand of technology be allowed to roam freely through society selecting the survival of the fittest as it chooses? Should the invisible hand of the financial market make the decisions? Or, should governments and companies bear some responsibility by crafting policies to mitigate the consequences to those cast aside by the technology? This paper will endeavor to address some of the underlying issues of this question while attempting to find a set of sensible solutions to this problem.

Residuum↗

NASA NTRS2021

NASA Strategy for Technology Development

The National Aeronautics and Space Administration (NASA) Office of the Chief Technologist (OCT) provides the strategy and leadership that integrates NASA’s technology development and open innovation activities to advance American aeronautic, science, and space exploration objectives. OCT performs an agency-level technology coordination role, coordinating with the NASA Mission Directorates, field centers, and other government agencies to align the agency’s technology investments to meet mission requirements while filling gaps, anticipating future needs, and minimizing duplication of effort. OCT provides the strategy and coordination that guide NASA's technology and innovation activities through Strategic Technology Integration, Digital Transformation, the Science and Technology Partnership Forum, and Innovation. The Strategic Technology Integration team informs policy, requirements, and strategy for NASA’s technology development activities in support of the Chief Technologist by coordinating with NASA mission directorates, other government agencies, and external organizations. As part of these efforts, OCT develops the NASA Technology Taxonomy and the NASA Strategic Space Technology Investment Plan. Digital Transformation will increasingly change the way NASA operates and will enable the agency’s missions to be completed more efficiently and effectively. It will allow current and future employees to use their talents in more innovative ways. The Science and Technology Partnership Forum is a strategic forum, with principal partners at the United States Space Force and the National Reconnaissance Office. It was established to identify synergistic efforts and technologies in order to leverage those synergies and influence portfolios across space agencies in areas deemed pervasive and ready for collaboration. NASA's Innovation efforts are designed to transform diverse ideas into value and are guided by a framework that is focused on the agency’s people, processes, partnerships and portfolio. The innovation framework is used to connect the workforce to tools, strategies and activities to increase the pace of innovation. OCT translates National space policies into NASA technology strategies and coordination across the agency and interagency communities to guide NASA's technology and innovation activities to achieve capabilities needed for future missions. This chapter provides insight into the value of analyzing future states to inform technology developments to plot the strategic direction of NASA’s space technology program.

Erica Rodgers↗

DOE OSTI2025

ADEPT: A Pedagogical Framework for Integrating Agentic AI with Deterministic Scientific Workflows

The integration of Large Language Models (LLMs) into scientific research promises to accelerate discovery, yet a significant gap remains between the dynamic reasoning of Artificial Intelligence (AI) agents and the static, deterministic nature of canonical scientific workflows. This paper introduces ADEPT (Agentic Discovery and Exploration Platform for Tools), a reference architecture and pedagogical framework explicitly designed to bridge this gap. ADEPT's primary mission is to provide a transparent, "glass-box" environment where researchers and engineers can learn to effectively wrap established scientific software (e.g., BLAST, Nextflow pipelines) and compose it into reliable, agent-driven workflows. We describe its modular, multi-server architecture, which leverages the Model Context Protocol (MCP) for tool serving, LangGraph for robust agentic orchestration, and a secure nsjail-based sandbox for safe code execution. By prioritizing architectural clarity, safety, and modularity, ADEPT serves as an extensible blueprint for building trustworthy AI-augmented systems and fosters the collaborative development necessary to responsibly employ agentic AI for science. We provide practical examples of how to adapt and extend this framework, highlighting its utility in workforce development and AI-readiness capabilities across research and development projects.

97 MATHEMATICS AND COMPUTING↗

NASA NTRS2003

Development of a safe ground to space laser propagation system for the optical communications telescope laboratory

Furthering pursuits in high bandwidth communications to future NASA deep space and neat-Earth probes, the Jet Propulsion Laboratory (JPL) is building the Optical communications Telescope Laboratory (OCTL) atop Table Mountain in Southern California. This R&D optical antenna will be used to develop optical communication strategies for future optical ground stations. Initial experiments to be conducted include propagating high-powered, Q-switched laser beams to retro-reflecting satellites. Yet laser beam propagation from the ground to space is under the cognizance of various government agencies, namely: the Occupational Safety and Health Administration (ISHA) that is responsible for protecting workforce personnel; the Federal Aviation Administration (FAA) responsible for protecting pilots and aircraft; and the Laser Clearinghouse of Space Command responsible for protecting space assets. To ensure that laser beam propagation from the OCTL and future autonomously operated ground stations comply with the guidelines of these organizations, JPL is developing a multi-tiered safety system that will meet the coordination, monitoring, and reporting functions required by the agencies. At Tier 0, laser operators will meet OSHA safety standards for protection and access to the high power lasers area will be restricted and interlocked. Tier 1, the area defined from the telescope dome out to a range of 3.4-km, will utilize long wave infrared camera sensors to alert operators of at risk aircraft in the FAA controlled airspace. Tier 2, defined to extend from 3.4-km out to the aircraft service ceiling in FAA airspace, will detect at risk aircraft by radar. Lastly, beam propagation into space, defined as Tier 3, will require coordination with the Laser Clearinghouse. A detailed description of the four tiers is presented along with the design of the integrated monitoring and beam transmission control system.

laser safety↗

DOE OSTI2026

Jupiter Laser Facility Annual Report, FY 2025

Dear JLF community, I cannot believe I am now entering my third year as JLF director — time definitely flies when you are having fun! FY25 was another pivotal year for the Jupiter Laser Facility, marked by both scientific achievement and growing visibility for our community. Building on the successful reopening and refurbishment of the facility, we continued to demonstrate how JLF drives innovation in high energy density and fusion energy science, laser technology, and workforce development. Across Janus, Titan, and COMET, users executed a diverse portfolio of experiments, from dynamic compression and opacity measurements to laser plasma interactions, laboratory astrophysics, and advanced diagnostics. These efforts are highlighted in this report, including the development of new probes that capture the time evolution of plasmas on a single shot, and diagnostics and platforms that are already impacting experiments at NIF and other large facilities. JLF continues to serve as both a testbed for new ideas and a bridge to larger scale campaigns. FY25 also showcased the broader role of JLF within the Laboratory and the national HED science ecosystem. The NIF JLF User Groups Meeting in February brought nearly 180 participants to Livermore and highlighted the scientific progress made during JLF’s first full year of renewed operations. JLF research and users were recognized with Director’s Institutional Awards and Early and Mid Career awards, underscoring the quality and impact of the work performed here. Our team also contributed prominently to national conversations about laser safety, plasma physics, and inertial fusion energy through invited talks, conferences, and professional society leadership. JLF’s integration with LaserNetUS deepened this year as well. We launched a new technical exchange program across LaserNetUS facilities and kicked it off with a JLF team visit to the BELLA Center at Lawrence Berkeley National Laboratory. These exchanges are strengthening operations, sharing best practices, and improving the user experience across the network. Filming for the LaserNetUS “Behind the Scenes” series and participation in the annual LaserNetUS meeting further increased the visibility of our facility and our users. At the same time, JLF continues to play a central role in ambitious new programs, such as the Big Aperture Thulium laser effort funded through one of the DOE Office of Science Microelectronics Science Research Centers, which will use JLF infrastructure to explore next generation high rep rate lasers for EUV and x-ray source development. A core part of our mission remains training the next generation of scientists. In FY25, we welcomed another cohort of summer students, who joined experimental teams on Titan and presented their research at LLNL’s student poster symposium and national inertial fusion energy meetings. JLF users and early career scientists showcased their work at conferences across the country, highlighting experiments performed at the facility. These hands on experiences, and the mentoring provided by our staff and user teams, are central to JLF’s identity as a true user facility. Finally, FY25 reinforced JLF’s role as a focal point for partnerships and outreach. We hosted visits from international collaborators, science leaders, and we shared the story of the facility through venues such as the Big Ideas Lab podcast. These interactions help connect our work to a broader scientific and policy audience and open new pathways for collaboration. As we look ahead, the combination of refurbished hardware, new capabilities like STILETTO and enhanced short pulse performance on Titan, strong partnerships across LLNL and LaserNetUS, and a growing user community positions JLF for an even more ambitious program in the coming years. I am deeply grateful to our technical and operations staff for their dedication, to our LLNL partners for their continued support, and to our users for bringing bold, creative ideas to the facility. I look forward to more experiments, capabilities, partnerships, and groundbreaking science in the years to come! With brightest regards, Félicie Albert, JLF Director.

70 PLASMA PHYSICS AND FUSION TECHNOLOGY↗

NASA NTRSDate not supplied

Game Based Learning For Earth Science Applications Training

Current NASA Earth capacity development programs employ mechanisms ranging from online resource sharing, and virtual and in-person trainings to share knowledge. While these programs are highly successful at engaging individuals around the world – in 2018, over 8000 individuals and over 2000 institutions from all 50 US states and over 140 countries were engaged through over 150 projects and trainings – user feedback has highlighted the desire for expanded hands-on, practical experiences in incorporating NASA EO insights with localized data and actions. We aim to address this gap by leveraging the benefits of game-based learning to build user skills in integrating NASA and local EO data to guide decisions for climate resiliency and hazard planning. This project is being executed as a two-phase crowdsourced challenge: 1) Phase 1 will require a well-researched product concept that reflects an understanding of NASA’s Earth data and tools and user needs, and proposes an innovative and interactive game or extended reality experience to train users in identifying relevant NASA data and applying insights to their climate resiliency decisions; 2) Winners of Phase 1 will be provided seed funding to develop a working prototype of the product. We aim to award 1-3 final winners to support the development of more than one game, thereby ensuring that NASA's diverse audiences around the world can access training games that best suit their needs and capabilities. This EO training game project fits in the NASA Earth Science Applied Sciences Program’s Capacity Development Program, contributing to the program mission of “helping people around the world better understand [NASA’s Earth] data and find ways to use them” (https://appliedsciences.nasa.gov/what-we-do/capacity-building). The final training game will complement existing programmatic activities of workforce development, trainings, and collaborative projects, while providing the unique value of providing interactive experiences to users and collecting real-time data and feedback to improve NASA’s Earth applications’ products and services related to climate resilience.

Human centered design↗

DOE OSTI2025

Low Carbon Intensity Formic Acid Chemical Synthesis from Direct Air Captured CO 2 Utilizing Chemical Plant Waste Heat - Final Technical Report

The primary objective of Low Carbon Intensity Formic Acid Chemical Synthesis from Direct Air Captured CO 2 Utilizing Chemical Plant Waste Heat (ChemFADAC) is to execute and complete a FEED study for an integrated direct air capture (DAC) and carbon conversion system (together, the DACUS system) co-located at a Nutrien nitric acid production facility in Kennewick, WA capable of capturing and converting a minimum of 5,000 MT/year net atmospheric CO 2 to low carbon intensity formic acid (FA) using industrial waste heat and renewable electricity. The goal will be achieved through the completion of four objectives using a collaborative approach with community stakeholders. Objective 1. Conduct a FEED study and Class 3 project cost estimate for the proposed DACUS system that maximizes use of thermal energy from the Nutrien KFO host site to produce low carbon intensity FA from atmospheric CO 2 . Objective 2. Perform a cradle-to-gate life-cycle analysis of the DACUS system to determine the environmental sustainability and carbon intensity (CI) of the proposed project and product from the results of the FEED study. Objective 3. Perform a business case analysis from results of the LCA, FEED study and cost estimate to justify investment to build the DACUS project at the Nutrien KFO site. Objective 4. Quantify how deployment of the proposed technology will promote and prepare a ready workforce for clean energy and manufacturing jobs and coordinate with community stakeholders to perform an environmental justice and a preliminary economic revitalization and job creation outcomes analysis.

37 INORGANIC, ORGANIC, PHYSICAL, AND ANALYTICAL CH↗

NASA NTRSDate not supplied

ExMC Digital Engineering

Future missions beyond Artemis II will become increasingly complex as multiple vehicles (e.g., Gateway, Human Landing System (HLS), and Extravehicular Activity and Human Surface Mobility Program (EHP)), each having their own Program requirements and other associated documentation, which will need to be integrated into a single mission. Currently, the Human Health and Performance Directorate (HHPD)Program Support Teams mostly use documents to manage, perform, and archive their analyses. Identifying an opportunity for efficiency, ExMC demonstrated the ability to utilize MagicDraw, a Model-Based Systems Engineering (MBSE) tool, as a requirements database with traceability, dependencies, and relationships in one place. Rather than existing in documents, emails, and historical knowledge, ExMC pursued a Digital Engineering (DE) effort in coordination with HHPD by combining MBSE tools with other digital platforms to manage and develop user-defined databases and interfaces. This DE approach is aimed to simplify processes and reduce risk through the unification of requirements into a centralized digital network, improving collaboration, decision-making, and transparency compared to isolated documents and knowledge. However, manipulating data views and content in MagicDraw requires a steep learning curve not needed by all users and even the user-friendly web view comes with downsides due to the static views. To provide a more dynamic user interface, ExMC investigated the use of Microsoft Power Platform which does not require as steep of a learning curve to become proficient. This introduces analytics to the DE infrastructure, offering customizable and dynamic data dashboards. ExMC continues developing these dashboards and tailoring the DE infrastructure in alignment with HHPD workforce needs.

M Krihak↗