Newswise — Adelaide University researchers have initiated the development of a world-first cybersecurity system designed to protect drones from increasingly sophisticated cyber threats.

A new study led by the Industrial AI Research Centre and published in the international journal Computers and Industrial Engineering, paves the way for safer and more resilient unmanned aerial systems (UAS) that are less vulnerable to hacking, signal disruption and malicious software.

Senior author Professor Javaan Chahl says the research addresses a growing but often overlooked problem: modern drones are effectively flying computers that can be attacked.

“Today’s drones are used in warfare, for emergency response, infrastructure inspections, agriculture, environmental monitoring, logistics and even medical deliveries,” Prof Chahl says.

“They collect large amounts of data, process it onboard, and communicate continuously with operators or cloud-based systems. While this makes drones powerful and versatile, it also makes them vulnerable.”

To solve this, the team has developed a new onboard security architecture based on Software-Defined Wide Area Networking, or SD-WAN, which acts as a smart traffic controller for internet connections.

“Instead of relying on a single link, the drone can use multiple communication pathways at once – such as mobile networks, Wi-Fi or other radio links – and automatically switch between them if one fails or is attacked.”

According to first author Tom Scully, PhD candidate and cybersecurity expert, if a drone is hacked, the impact is just not digital.

“A cyber-attack can interfere with flight controls, disrupt communications, expose sensitive data, and even cause a physical accident.”

The researchers say that many drones still rely on basic communication methods that lack encryption – the digital equivalent of sending sensitive information on an open radio channel. This means that attackers could intercept data, inject false commands or overwhelm the drone’s systems.

The system also includes a next-generation firewall, which works like an advanced security gate. It monitors incoming and outgoing data in real time, blocks suspicious activity, and ensures that only authorised communications are allowed.

Importantly, this firewall runs directly on the drone, rather than relying on remote systems.

One of the most innovative aspects of the research is the inclusion of malware sandboxing – a technology normally found in large corporate networks – where suspicious files can be opened and examined without risking damage. If malicious behaviour is detected, the system can block it immediately.

The researchers have successfully demonstrated the software on a drone platform, using real-world onboard computing hardware with cloud-based control systems.

The team plans to conduct future trials to further validate the system in real time, potentially supporting its adoption in commercial, emergency and government drone operations.

“Our goal is simple,” Scully says. “As drones become part of everyday life, we need to ensure they are not only smart and autonomous, but also secure, resilient and trustworthy.”

Newswise — One of the United States’ most urgent challenges is securing a reliable domestic supply of critical materials and minerals essential for technologies like smartphones, satellites, computer chips, rechargeable batteries and advanced weapons systems.

Although the U.S. has deposits of nearly all critical materials, domestic mining is unable to meet demand, which is expected to grow over the next decade. Most extraction and processing occurs outside the country, particularly in China. This reliance on foreign processing can lead to disruptions that affect national security, economic growth and technological advancement.

“Critical materials and metals are crucial to our daily lives,” said Travis McLing, a subsurface research scientist at the Idaho National Laboratory (INL). “However, we depend heavily on foreign entities, jeopardizing our technological leadership and national security. The supply chain needs to be connected and sourced in the U.S. It isn’t enough to mine materials here. We must also produce and refine them domestically. Our goal is to create a resilient supply chain from rock to final product.”

INL is collaborating with eight national labs and nearly 30 companies to develop technologies and processes that enhance domestic critical material mining and production. The short-term goal is to advance cost-effective, low-waste processing technologies that can be rapidly deployed. The long-term goal is to better understand critical material sources, intermediate states, separation processes and final products to reduce reliance on foreign mining.

“Our aim is to increase the recovery of minerals from both conventional and unconventional sources,” said Aaron Wilson, a chemical scientist at INL. “We want to help industry maximize recovery while minimizing waste and protect American workers and the environment.”

Mining and ore processing

After extraction, rocks undergo beneficiation, a process of crushing and grinding to separate desired materials from waste. These materials are then concentrated for easier transport and treated with heat or chemicals to fully extract and purify them. However, modern processing isn’t always sufficient and often produces significant waste.

“If you look at a copper mine, for example, mine ore only contains about 0.2% copper on the high end,” said McLing. “That means they have to process and throw away 99.8% of the rock to get the 0.2% they want.”

That waste may not be worthless. According to McLing, most processing facilities are designed to extract only one or two materials. Anything of value that requires a different extraction process is often lost or discarded. Building additional processing facilities at mines or sending the materials to other processing facilities might reduce waste and bolster domestic supplies of critical materials.

Compounding the challenge is the diversity of rock types that host critical minerals. Alkaline intrusive rocks, pegmatites and hydrothermally altered rocks are known for containing significant concentrations of critical materials. Each must be processed differently based on its characteristics.

Alkaline-intrusive rocks form when magma cools slowly underground and are rich in alkali metals like sodium and potassium. Pegmatites are igneous rocks with large crystals that often contain lithium and beryllium. Hydrothermally altered rocks have been changed by hot, mineral-rich fluids under high pressure, concentrating metals and minerals that are otherwise difficult to access.

Getting industry to invest in new technologies and processes can be difficult, especially since mining lacks the research capabilities of other resource sectors like oil and gas.

“There are challenges in engaging industry effectively,” said McLing. “But INL is well suited to work with mining companies to make the entire process, from mining to production, more economical and efficient.”

To improve efficiency and safety, INL is pioneering innovative technologies and processes that optimize mining, from extraction to final processing.

Innovations in mining and processing

INL is developing digital tools and robots to characterize ores, manage mining resources and process critical materials. Digital tools use remote sensing, autonomous mining equipment, digital twins and other computational technologies to improve efficiency. INL’s robotics research is advancing systems and sensors that can more effectively separate, process and recover materials.

Another area of focus is critical material extraction. INL is developing advanced analytical instruments capable of detecting and quantifying trace amounts of critical materials in natural water, mine tailings, recycled materials and other sources.

Mineral processing separates valuable materials from waste. Advanced separation techniques further isolate and purify critical materials, ensuring the high purity required for use in consumer electronics, competitive energy systems and national defense.

INL is also advancing a method called leaching, which uses a liquid, usually an acid or base, to separate critical materials from ores, batteries or electronic waste.

Impacts

“INL researchers are inventing the next generation of mining technology,” Wilson said. “Our work will minimize waste, enhance safety and increase recovery rates. We are experienced thought leaders creating the technologies the industry needs.”

INL’s innovative technologies are crucial for securing a reliable domestic supply of critical materials. By tackling mining and ore processing challenges, INL is enhancing the efficiency and sustainability of operations and supporting U.S. economic growth and national security. As these technologies evolve, they will help build a resilient supply chain that underpins America’s technological leadership.

“Critical material extraction is this generation’s moonshot,” said McLing. “We need to solve our supply chain in the next five to seven years. That’s a policy and technical solution to create a friendly supply chain that works for everyone.”

The Warner Bros. Discovery board may have enriched its shareholders Thursday when it chose Paramount Skydance‘s acquisition offer over Netflix‘s, but it also terrified a lot of its employees.

While some of those people own WBD shares and may prefer the financials of Paramount’s $31-per-share bid to Netflix’s $27.75-per-share offer, CNBC spoke to 10 WBD employees in a variety of different roles at the company. All 10, who asked not to be named for fear of potential backlash, expressed concerns about potential job losses and questions of who would ultimately run their divisions if Paramount and WBD are eventually merged.

“It’s fair to say people are deflated by the news,” said one long-term WBD executive.

Nonetheless, a WBD-Paramount merger “is not a done deal,” as California Attorney General Rob Bonta said yesterday.

The transaction must gain regulatory approval both in the U.S. and in Europe. WBD CEO David Zaslav acknowledged at an all-hands meeting Friday that the deal may still be blocked and expressed sympathy for those experiencing a sense of whiplash going from Netflix to Paramount, according to people familiar with the matter.

“The deal may not close. If it doesn’t close, we get $7 billion, and we get back to work,” Zaslav said, according to leaked audio provided to Business Insider.

Still, several WBD employees told CNBC they wished Netflix had acquired WBD, citing several factors.

While Paramount and WBD both have core competencies in news, sports, theatrical film and streaming TV, Netflix has far less overlap. Netflix co-CEO Ted Sarandos repeatedly said he planned to leave the WBD business alone, keeping its theatrical business separate from Netflix while also keeping HBO Max as a separate, independent streaming service for the foreseeable future.

Netflix also wasn’t acquiring WBD’s linear cable business with its bid. Employees at CNN, Turner Sports, and the old Discovery networks would have remained in their jobs to forge a path as a standalone publicly traded company.

Now, WBD employees are staring at potentially massive job cuts. Paramount executives have previously stated they plan to cut $6 billion by eliminating “duplicative operations” on “back office, finance, corporate, legal, technology, infrastructure, et cetera,” according to Chief Strategy Officer Andy Gordon. Both WBD and Paramount have already gone through thousands of job cuts in recent years.

There are also questions about culture and leadership. While Mark Thompson currently runs CNN, Bari Weiss is the editor-in-chief at CBS and could plausibly add CNN to her purview.

The Wall Street Journal reported in December that Paramount CEO David Ellison promised President Donald Trump he’d make sweeping changes at CNN if he gained control of the network. Three CNN employees who spoke with CNBC said there’s rampant fear among their colleagues about Weiss making dramatic changes to the cable network’s anchors and tone.

“Despite all the speculation you’ve read during this process, I’d suggest that you don’t jump to conclusions about the future until we know more,” Thompson wrote in a memo to employees Thursday.

CNN media reporter Brian Stelter noted CNN “is a highly profitable business, and it would be foolish for any owner to put that at risk.”

On the entertainment side, WBD employees fear there may be too many proverbial cooks in the kitchen, which could bog down creativity and innovation for both film and TV.

One WBD executive noted that Paramount’s President Jeff Shell, Chair of Direct to Consumer Cindy Holland and Chair of TV George Cheeks are all used to being senior leaders in their organizations. Shell was CEO of NBCUniversal. Cheeks was co-CEO of Paramount before it merged with Skydance. Holland was a top executive at Netflix, where she worked for 18 years.

How that mix meshes with WBD’s entertainment leadership group is an open question and could lead to culture clashes.

TNT Sports is run by Luis Silberwasser and has largely steered WBD toward younger audiences with its programming decisions and investments, including Bleacher Report and House of Highlights. CBS Sports, meanwhile, is driven by the demographics of those who watch CBS and has historically catered to an older audience. This could lead to culture clash, or the divisions could mesh nicely as complementary assets.

While Silberwasser will have to work with CBS Sports President David Berson on employee duplications, like every other department, there’s some reason for optimism in the sports division, because WBD and CBS have worked together for many years producing March Madness, the NCAA men’s basketball tournament. That’s given the units some degree of familiarity with each other.

WBD also lost NBA rights last season. Combining with CBS’s robust portfolio of sports rights, including the NFL and the Masters, makes WBD a major player again in sports, even if it’s as a subsidiary of CBS.

One other repeated concern among employees is the $64 billion in debt coming as part of the $111 billion enterprise value for the deal. Several employees said servicing large debt loads has hindered WBD in recent years, and they feared this could lead to more of the same. Two employees noted there’s comfort being a part of a giant company like Netflix, with a market capitalization of more than $400 billion. Paramount Skydance’s market valuation is just $15 billion.