This Minnesota recycled aluminum plant will help stem tariff costs
Think 25-foot-long poles of solid aluminum.
The 90,000-square-foot plant gives companies a needed domestic source for the much-in-demand billets at a time when most aluminum in the U.S. is imported and faces a 50% tariff set in June by President Donald Trump.
At the same time, it becomes a much bigger buyer of industrial metal scrap, a new buyer in Minnesota for recycled beer and pop cans and gives Spectro Alloys its first new product line in 53 years.
"So there's a lot of demand. We are in a really good position," said EGA Spectro Alloys President Luke Palen.
Because aluminum is used in everything from cars and fighter jets to food containers and America's ever-expanding energy grid, U.S. demand "approached near record levels in 2024," said Aluminum Association spokesperson Katie Rosebrook.
Spectro Alloy employs about 150 workers in its original aluminum recycling plant, which makes 28-pound bricks, called ingots, that eventually become parts for Harley-Davidson motorcycles, Polaris ATVs and products made by companies like General Motors, Tesla, Black & Decker and Caterpillar.
The company, which is majority owned by Emirates Global Aluminum in the United Arab Emirates, now is scrambling to add 50 new workers and expects the new billet operation to boost business by 50%, Palen said.
"Their investment (of) $71 million and creating 50 new jobs for the area is a huge impact for us," said Adam Kienberger, community development director for Rosemount.
Last week, the first molten metal glided from one new three-story furnace, oozed down chutes and spilled into 26-foot casting cylinders, deep in the floor of the expansion.
Three new rumbling furnaces came from Austria.
Once they had cooled, crane operator Lorenzo Martinez gingerly hoisted 10 billets from the "vertical casting pit" and onto a giant conveyor belt. The load weighed nearly 18,000 pounds.
The billets will be marketed under the RevivAL brand name, a nod to the fact the aluminum came from 250 recyclers.
"With this expansion, we will make 120 million pounds a year of high-quality, recycled billet," said Palen, who said it also helps companies meet environmental goals. "It will ... contribute to a circular economy in our region and throughout the U.S."
Customers are already lined up for the billets, which will be used to build door frames, stair railings and boat docks besides auto parts and more.
Last week, the first truck load shipped to Crown Extrusions in Chaska, which is working with a dock maker.
The company plans to add more equipment so it can produce other products such as sheet metal alloys.
Since selling 80% of the company to EGA last year, the Palens have sent engineers, technicians, chemists and metallurgists to Abu Dhabi for billet training.
With the new billet plant, Minnesota will no longer have to send all of its curbside-collected aluminum-can scrap to other states for processing. Some of Spectro's billet alloy recipes will allow for some old cans, in addition to the usual industrial aluminum scrap.
"This is exciting, because it's not only going to increase the aluminum that's recycled overall, but it's the first local outlet for aluminum cans in Minnesota, at least that I'm aware of," said Minnesota Pollution Control Agency (MPCA) spokesman Mark Rust. "It is critically important that people understand there's a reason to recycle. These products really do have value. The more material that enters the market, that adds value to Minnesota's economy."
Gwen Jenkins, MPCA's recycling and organics specialist, said she hopes Spectro's ability to use additional types of aluminum scrap will remind and encourage Minnesotans to recycle more.
Right now, Minnesotans recycle just 51% of aluminum beverage cans or about 14,000 tons a year, she said.
Copyright (C) 2025, Tribune Content Agency, LLC. Portions copyrighted by the respective providers.

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Yahoo
12 minutes ago
- Yahoo
If You're Thinking About Buying an EV, Trump Made Now the Time To Do It
If you've been on the fence about switching to an electric vehicle (EV), now might be the perfect time to make the leap. Tax credits for buying an EV were supposed to last through 2032, per CNBC, but President Donald Trump's 'One Big Beautiful Bill' killed the tax breaks for new and used EVs. While the bill axed the credit, there's still time to take advantage before EVs become more costly. With the clean vehicle credit, qualified buyers can receive a $7,500 credit for new EV or a $4,000 credit for a used EV until Sept. 30 2025. The credit can reduce the cost of the vehicle by thousands; however, there are several restrictions to take note of. Read Next: Check Out: Here's what to know about the credit and why it might be the smartest time to buy. Clean Vehicle Credit Guidelines Not all buyers can cash in on the credit. According to the IRS, income ceilings stop at $150,000 for individual filers. That rises to $225,000 for heads of household and $300,000 for joint filers. According to Rob Dillan, automotive expert and founder of EVhype, there are price caps for vehicles, too — $55,000 for sedans and $80,000 for vans, SUVs and trucks. 'Fifty percent or more of a vehicle's battery must also be made with American parts, and the vehicle must be constructed with materials from the United States or countries the United States has trade agreements with,' he explained. 'These criteria will also rule out some EV models, so potential buyers will need to verify eligibility before purchasing.' In addition, the EV must weigh less than 14,000 pounds in gross vehicle weight, have a battery storage capacity of 7 kilowatt-hours or more, go through final production in North America, and be produced by a qualified manufacturer (excluding fuel-cell vehicles), per TurboTax. Learn More: Now Is the Time To Buy If you qualify, the credit could significantly lower the cost of buying an EV. 'The credit is going to make a big difference in cost, since the average transaction price of a new EV in 2025 is projected to be $56,910,' Dillan said. 'The federal tax credit is also likely to disappear in September based on timing alone, so now certainly seems to be the time for potential owners to move if they want to cash in on this financial bonus.' EV Considerations EV sales are up 11.4% year over year, according to Kelley Blue Book, with new models from Acura, Audi, Chevrolet, Honda and Porsche helping drive up sales. But before deciding whether an EV is the way to go, there are many things to consider. 'Depreciation is a big factor to take note of,' Dillan said. 'Some electric vehicle models hold only 49% of their value after two years, compared with 83% for gasoline-powered cars.' Reasons for the drop in value include battery life, limited charging stations, quickly evolving tech that becomes obsolete in older models and brand reputation, per Diminished Value of Georgia. With that in mind, it reported that the Tesla Model 3 and Hyundai Kona Electric are proving to have a higher resale value than previous EV models. Owning an EV will save you on gas, but Dillan said without the tax credit savings, 'the massive savings on maintenance and fuel bills are likely not enough to recoup the higher purchase price and possible depreciation hit of an electric vehicle.' Editor's note on political coverage: GOBankingRates is nonpartisan and strives to cover all aspects of the economy objectively and present balanced reports on politically focused finance stories. You can find more coverage of this topic on More From GOBankingRates Here's the Minimum Salary Required To Be Considered Upper Class in 2025 This article originally appeared on If You're Thinking About Buying an EV, Trump Made Now the Time To Do It Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Yahoo
12 minutes ago
- Yahoo
Caisse's $3.2-billion investment in a nuclear project is the kind of deal Canada wants — too bad it's in the U.K.
The Caisse de dépôt et placement du Québec's $3.2-billion investment in a new nuclear energy facility this week is the kind of deal Canada is hoping the country's largest pensions and institutional investors will step up to fund — but it's happening overseas, in England, alongside the U.K. government. The Quebec's pension giant's 20 per cent stake in the Sizewell C nuclear power station in Suffolk was part of a final funding push to greenlight the project, of which the U.K. government owns 44.9 per cent. Once completed, the country's first new nuclear plant since 1995 is expected to reduce carbon emissions and provide more than 60 years of 'clean, reliable power to the U.K. grid, helping to boost the U.K.'s economy (and) strengthen energy security.' The deal is noteworthy for a couple of reasons: first, it capitalizes on a renewed push for nuclear power as countries search for less carbon-intensive options alongside a more recent desire to rely less on imported energy amid geopolitical tensions and trade upheaval driven by United States president Donald Trump. It also comes in a country where the government's push for more institutional investment in infrastructure is being met with some success, both domestically and abroad. In May, ahead of publication of a final review that could impose investment quotas on large pension providers in the United Kingdom, 17 of them — responsible for managing about 90 per cent of defined contribution pensions — signed an accord pledging to invest 10 per cent of their portfolios in assets to boost the economy by 2030. This will include investments in infrastructure, property and private equity, and half will be 'ringfenced' for the United Kingdom, an allotment projected to inject about £25 billion into the economy. The consortium backing the nuclear project, which is the first direct investment in nuclear by the Caisse, includes French energy operator EDF, British multinational energy and services company Centrica and investment partner Amber Infrastructure. This structure is not unusual for the Caisse, a seasoned global infrastructure investor. But a key draw is undoubtedly the project's financing structure. The U.K. government will foot the majority of that bill — an important consideration for institutional investors because of the potential for cost overruns common in infrastructure projects. Officials told the Canadian Press that the Caisse would begin receiving compensation right away, and that there are agreements with the British government that protect the pension fund's return in the event of overruns or significant delays. The project financing is coming through the U.K.'s National Wealth Fund, which was created by Keir Starmer's Labour government. It replaced the U.K. Infrastructure Bank and is intended to be the government's principal investment vehicle, with the express aim of creating conditions to draw in private investors. 'It's an ambitious project in terms of size and complexity,' said Sebastien Betermier, a finance professor at McGill University, adding that the Caisse is arguably one of the world's most advanced investors when it comes to new infrastructure builds referred to as 'greenfield' projects. He credited the U.K. government's success in forging partnerships with private investors to a strong track record of designing regulatory frameworks for privately-operated businesses and 'de-risking' investments for institutional investors. 'In this particular project, I believe the U.K. government was able to reduce the level of construction risk for investors and provide a dividend yield early on,' said Betermier, who has done extensive research on pensions. 'This project shows it is possible to generate win-win opportunities for governments and pension funds in infrastructure (projects), and hopefully we can learn from it here in Canada.' Past efforts by the Canadian government to include the country's pension funds in major infrastructure projects have largely fizzled, with complaints that the government isn't offering up projects with enough size and scale. Furthermore, potential projects haven't come with sufficient policy assurances or guarantees that the private investors will be adequately compensated for the risks they're taking, particularly if they're being asked to participate in building them. An exception has been the Caisse, which has a dual mandate to support economic development in Quebec alongside meeting investment objectives to pay pension beneficiaries. For example, the Caisse was a major investor in the province's The Réseau express métropolitain (REM) mass transit project, which was beset by cost overruns. The $6.3-billion cost of the Montreal light-rail system presented in 2018 had risen by 26 per cent by 2023. It rose further last year, reaching $8.34 billion. While the project was also backed by Quebec and the federal government, the Caisse was responsible for overruns. However, the pension manager structured the deal to derive revenue from ridership, advertising and real estate development, with a forecasted annual return of eight per cent over 30 years. The Caisse is also unique among Canadian pensions when it comes to energy transition. In 2021, the Quebec pension management organization pledged to divest completely from oil producers, which could have given the Caisse an edge with the U.K. nuclear deal. Plus, in May, CEO Charles Emond told the Financial Times that the Caisse plans to deploy more than £8 billion in the U.K. 'in the coming years,' increasing its exposure in the largest investment destination outside North America by 50 per cent. In the article, Emond praised the 'clarity' of its business environment, the 'ability to execute deals' and its 'welcoming approach' to investors. Perhaps it was not a coincidence that Starmer dispatched Rachel Reeves, the U.K.'s chancellor of the exchequer, to Canada to talk up the investment destination last summer. This was followed by a cross-country tour by U.K. trade officials looking to partner with Canada's pension funds to address, among other things, Britain's decades of underinvestment in infrastructure, with the lowest levels among G7 countries. When it comes to enticing Canada's pension giants to invest more at home, Prime Minister Mark Carney appears to be trying to change the conversation: his focus is on the need to create infrastructure and energy corridors to unify and strengthen Canada's economy and reduce dependence on the United States. During his spring campaign, Carney pledged to use $150 billion of government funds to kickstart private sector investment in projects ranging from housing, defence production and transportation infrastructure to digital innovation and patents, critical minerals and energy. 'Our plan is expected to catalyze $500 billion in new investment over the next five years,' the costed platform said, a similar if slightly less ambitious target than the UK's plan to draw in £3 of private investment for every £1 of government money. But there are a few things the Canadian government has to get right with its 'Maple 8' pensions, including the Caisse, as well as other large institutional investors such as Brookfield Asset Management (which had been a rumoured front-runner to invest in the Sizewell C nuclear power station), if it hopes to replicate what the U.K. government has done. For starters, Canada's infrastructure efforts lack both coordination and a comprehensive evaluation framework, crowding out private investors rather than drawing them in, Betermier said in a research paper on infrastructure banks around the world, published by the C.D. Howe Institute in May. Government efforts since 2016 have led to sprawling commitments of more than $180 billion for infrastructure projects spread over 20 federal departments and agencies, primarily in the form of grants and subsidies, he pointed out, adding that provincial governments, too, have tried to get in the game over the past decade. 'Having multiple grants and investment agencies operating in the same market means there is a high risk of competition between the agencies,' Betermier wrote. 'Coordination between these organizations, along with regular engagement with the private sector, will be critical in order to generate maximum engagement from the private sector.' Canada could also take lessons from other governments, such as using loan guarantees to underwrite the risk of projects, as is done in the European Union's under the InvestEU model. Other infrastructure banks allow projects to move forward with the expectation that private investors will come aboard in the future, while Canada's flagship infrastructure bank needs to secure private investment partnerships for a deal to move forward. Large-scale public-private projects are also hobbled by the lack of a comprehensive evaluation framework for short- and long-run performance, said Betermier, whose paper compared public infrastructure banks in Australia, California, Canada, the Nordic-Baltic region, Scotland and the U.K. The Canada Infrastructure Bank, launched with much fanfare in 2017 and a goal of every government dollar being matched by private sector investment of $3 to $4 — a target later reduced to $1 to $2 — failed to live up to that promise. By 2022, a House of Commons standing committee on transportation, infrastructure and communities recommended abolishing it. A couple of weeks ago, the Parliamentary Budget Officer estimated that the infrastructure bank would disburse $14.9 billion in 2027-28, well short of its $35-billion target. However, the PBO noted that the $1-billion target for Indigenous investments has already been met. Among the many reasons for the struggle in Canada, Betermier said, is that most of the country's infrastructure assets – including airports, seaports, railways, and utilities – remain publicly owned by federal, provincial or municipal governments. This stands in sharp contrast to countries like Australia and the U.K., where Canadian pensions have been, and continue to be, big investors in infrastructure assets that provide diversification, hedges against liability risks, and offer opportunities for high risk-adjusted returns and direct value creation. Canada's big pensions are ready for airport privatization. Are Canadians? 'Not theirs for the taking': Can the Canadian pension model survive a new era of politicization? Another Canadian pension giant puts brakes on China investment 'The lack of infrastructure assets available for sale to (pension and other institutional investors in Canada) has become a hot topic recently because it is one of the reasons why Canadian pension funds have decreased their domestic investments over the past decade,' he wrote. 'For infrastructure banks to successfully catalyze investment in infrastructure from private banks and large institutional investors, Canadian governments must actively support and commit to a private-sector role in the infrastructure market.' • Email: bshecter@ Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data


Forbes
15 minutes ago
- Forbes
How CISOs Can Break Through Communication Barriers
Tech leadership is becoming more important—and understood—by companies and their boards. According to a survey from Deloitte this summer, half of tech professionals have four or more C-suite tech positions in their organizations—including CIO, CTO, CISO and CDAO (data and analytics). There tend to be more tech-specific C-suite roles than in any other single area of the company, but more executives don't automatically make the massive job of governing, regulating, upgrading, protecting and innovating with tech and data any easier. A quarter of respondents said they have a tough time keeping clearly defined responsibilities straight. Top priorities for the coming year also don't necessarily fit in any one executive's purview. About 36% ranked security as a top priority, which is often seen as the CISO's responsibility. But the other top priorities—reducing operational or product costs and increasing value, expanding into new markets or segments, and attracting and engaging customers—straddle many positions. And of course, many companies are working toward an AI transition. Not only do AI functions cross into many different tech areas (especially because many companies might not have a chief AI officer), but the skills for AI are lacking. About 45% say the inability to get people with the right skills is the biggest obstacle to bringing in AI—something that seven in 10 say is likely to add to the company's tech headcount. This is an unconventional barricade for tech leaders. The leadership positions are there, but duties are unclear, priorities are all over the map, and talent for improvement is lacking. It's time for companies and tech leaders to work more on their roles internally. Delineate exact policies and responsibilities for different executives, and decide what structure workis best for company needs. Work on upskilling existing employees. And keep an eye to what skills and capabilities are needed for the long term. While cybersecurity is traditionally the domain of the CISO, the nature of attacks and vulnerabilities today means that everyone needs to have some understanding and responsibility for it. But it can be tough to bridge the communication gap between technical CISOs and other employees. Sameer Ansari, global security and privacy lead at consulting firm Protiviti, gave me some strategies to do that well. An excerpt from our conversation is later in this newsletter. This is the published version of Forbes' CIO newsletter, which offers the latest news for chief innovation officers and other technology-focused leaders. Click here to get it delivered to your inbox every Thursday. POLICY + REGULATIONS President Donald Trump delivers remarks on AI at the All-In and Hill & Valley Forum "Winning The AI Race" on Hill & Valley Forum President Donald Trump unveiled his AI policy plan on Wednesday. The overarching goal is to solidify the U.S. position as the world leader in AI—through policies that encourage technology and infrastructure development in the U.S., as well as promoting other nations to buy American AI technology. 'America is the country that started the AI race. And as president of the United States, I'm here today to declare that America is going to win it,' Trump said at a Wednesday evening event in Washington, D.C. 'We're going to work hard, we're going to win it because we will not allow any foreign nation to beat us.' The particulars of the new policy and its parameters—or lack thereof—are not surprising, given Trump's well-known disdain for regulation. At the beginning of his plan: 'Remove red tape and onerous regulation.' The technology, the plan says, is 'far too important to smother in bureaucracy at this early stage, whether at the state or federal level.' The plan doesn't say what kind of AI use might be considered out of line—there are no mentions of protecting secure infrastructure systems, privacy or copyrights. But it directs the NIST AI Risk Management Framework, which helps organizations to minimize risks when implementing AI, to eliminate references to misinformation, DEI and climate change. In his remarks, Trump did speak out against copyright protections for content used to train AI models. 'You can't be expected to have a successful AI program when every single article, book, or anything else that you've read or studied, you're supposed to pay for,' he said. This issue is one of the biggest pending legal matters today around AI. Many publishers, including Forbes , have sued AI companies, accusing them of copyright infringement for unauthorized use of content. Two AI industry leaders—Nvidia CEO Jensen Huang and AMD CEO Lisa Su—attended Wednesday's event and praised Trump's plan, the Wall Street Journal reported. 'For the U.S. to lead in AI, we have to run fast, and the AI action plan is a great way of just laying out all the various pieces that will be helpful for us to run fast,' Su told the Journal . NOTABLE EARNINGS Google headquarters in Mountain View, parent Alphabet reported yet another successful quarter, with $96.4 billion in revenue—a 14% year-over-year increase—surpassing analysts' forecasts of $94 billion. The largest percentage of growth came from the Google Cloud division, with revenues reaching $13.6 billion. But the services sector—which includes Google Search, ads on YouTube and other platforms, and subscriptions—saw $82.5 billion in revenue. 'This is all possible because of the long-term investments we have made in our differentiated full-stack approach to AI,' CEO Sundar Pichai said on the earnings call. 'This spans AI infrastructure, world-class research, models and tooling, and our products and platforms that bring AI to people all over the world.' Pichai said the company is increasing its investment in AI infrastructure this year by $10 billion, bringing the total to $85 billion. The dollars going toward infrastructure is planning ahead, he said, working to meet future demand trends. But analysts are tempering Alphabet's success both in the present and future with the outcome of a pending court ruling. The company was found to have held an illegal monopoly in search, and a federal judge is expected to issue a ruling on how to remedy the situation next month. The government has asked the court to force Google to sell its Chrome browser and share its search results data—two actions that could have deep consequences for the company's revenues going forward. CYBERSECURITY getty Hackers breached Microsoft SharePoint on-premise server systems last weekend, accessing data and internal code for an estimated 400 organizations, Reuters reported. The vulnerability was discovered in the attack, and Microsoft quickly issued a security patch, writes Forbes senior contributor Davey Winder. However, the patch doesn't cover all versions of the software that was breached, and the damage may have already been done; cryptographic keys stolen in the breach could allow hackers to retain access without a reset. Major victims of this breach include government, hospital and educational institutions that have security reasons for keeping more data on-premises. According to reports, victims include agencies of the Department of Homeland Security, National Institutes of Health and National Nuclear Security Administration. Microsoft said that Chinese nation-state actors Linen Typhoon and Violet Typhoon, as well as Chinese threat actor Storm-2603 have historically exploited these SharePoint vulnerabilities. BITS + BYTES How To Break Down Barriers Between The CISO And The Rest Of The Company Protiviti global security and privacy lead Sameer Ansari. Protiviti Cybersecurity is, to some extent, everyone's responsibility. It means the CISO needs to be able to communicate with other executives and employees who may not have the same technical expertise. I talked with Sameer Ansari, global security and privacy lead at consulting firm Protiviti, about how CISOs can make themselves a part of the company's strategic discussion, and be seen as more than a blocker who says new plans are too dangerous. This conversation has been edited for length, clarity and continuity. How does a CISO enter into a partnership with the rest of the company and come to a common understanding of both what they need and what the rest of the company's trying to do? Ansari: It's changing the typical approach that some CISOs have. We're getting out of the technical conversation and putting that to the side, and really focusing on what the business-oriented goals are. A lot of times, the business will come to the CISO with an idea that they want to do from a new product or new region perspective. It's up to the CISO to understand what they're trying to accomplish. If there are some risks associated with that, use that as an opportunity to educate the business on what those risks are, and not just say no: 'Hey, I hear what you're trying to do, but these are some of the risks I'm seeing. Let me explain to you why these are risks.' Use it like an education opportunity, and then start to work with them on joint solutioning. Sometimes, the business will be like, 'That's a security issue. You go deal with it.' And [you need to] show them that, 'Hey, me making a decision on my own in a silo is not good for you, just like you making a security decision on your own without having that conversation with me is not good for either of us.' You should make sure that you can actually have that joint conversation. You should also be solution oriented. If there is a risk there that you think the business is taking that's too large, thinking about saying, 'Here's some alternatives,' and seeing if they're open to those alternatives. How can a CISO get from talking in an overly technical way to explaining threats in a way that everybody can understand? It's through storytelling, using examples and actually giving things that are a little bit more concrete in terms of why things matter, focusing on what I like to call the 'so what.' You have a technical vulnerability. What's the impact of that? How does that translate to what the business is trying to do? Both parties need to put themselves in each other's shoes as much as they can. CISOs will never understand the business as well as the business understands the business, and the business will never understand cybersecurity as well as the CISO does. But spending time and collaborating and having those honest conversations about what each of you're trying to accomplish and how can they actually make those intersect. A good example would be expanding into China or selling a part of the business. Having the CISO early in that conversation and saying, 'Hey, if we want to divest from this business or go into a new market, what should we be thinking about? How do we actually approach this?' [They should collaborate] with legal, thinking about the cybersecurity compliance issues, what new threat factors do we need to think about, and what's the cost associated with that? A lot of times when the business has an idea, they're thinking about the ROI, but the cost of cybersecurity a lot of times does not get factored into that. What advice would you give to a CISO who is hoping to be more collaborative and proactive with other executives and the board of their company? We still see business as very relationship-oriented, so I think you should be having to invest in the relationships outside of your IT or CISO teams and spending time with the business—getting to know them, getting to know what their priorities and key strategies are. That'll make the CISO much more informed in terms of what their strategy should be. Also, when they go to the board to talk about what's happening within their organization from a cybersecurity perspective, [you'll know] how to present it in a way that the board will actually understand and care about certain things. COMINGS + GOINGS Cybersecurity solutions provider Check Point Software Technologies appointed Jonathan Zanger as chief technology officer. Zanger most recently worked in the same role at Trigo. appointed as chief technology officer. Zanger most recently worked in the same role at Trigo. Healthcare staffing company CHG Healthcare welcomed Theresa O'Leary as chief information officer. O'Leary joins the company from UPS, where she was vice president of technology, and she succeeds Scott Boecker, who is moving to another role. welcomed as chief information officer. O'Leary joins the company from UPS, where she was vice president of technology, and she succeeds Scott Boecker, who is moving to another role. Online learning platform Coursera tapped Grant Parsamyan to be its new chief data officer, effective July 21. Parsamyan previously worked as chief data & information officer at Alludo, and has also held leadership roles at OpenTable, eHarmony and Yahoo. STRATEGIES + ADVICE It doesn't matter how much time and money your company invests in cybersecurity threat management. The biggest threat is different departments working in silos. Here's why that's a problem, and how to break down those barriers. Many tech companies are adding AI agents to their software, but customers are slow to start using them. The reasons are many. They're new ideas, but they can also do unintended actions. Here's how to manage new AI agents so that they earn your company's trust and do what they're meant to. QUIZ An upcoming film titled Artificial is reportedly in development at Amazon MGM Studios. What real-life situation is it said to be about? A. The race for tech companies to develop applications and tools for home VR use B. The firing and rehiring of OpenAI cofounder and CEO Sam Altman C. Nvidia's rise from a gaming component manufacturer to the world's most valuable company D. The race to develop AI chatbots, focused on the rivalry between OpenAI cofounders Altman and Elon Musk See if you got the answer right here.