A red pixel in the snow: How AI helped to crack the mystery of a missing mountaineer
The intriguing story of the “Red Pixel in the Snow” is a spectacular real-world example of how AI can solve mysteries.
In September 2024, Nicola Ivaldo-an orthopedic surgeon and skilled mountaineer-suddenly vanished while climbing Monsivo, the highest peak in the Cottian Alps, Italy.
The 66-year-old was the subject of an intense search by rescue teams, who spent weeks using helicopters and ground crews to find them.
The winter storms forced them to call off the search in October, and the case remained a mystery for nearly a year.
However, in July 2025 the search was officially resumed as Italy’s National Alpine and Speleological Rescue Corps (CNSAS)returned to the mountain. Cell phone signal data was used to signal data to narrow the search to 183 hectares on the dangerous North Face.
The investigation involved two drones that were sent into the Perotti Canal, an area deemed too dangerous for human rescuers to enter. In a matter of hours, the drones captured 2,600 high-resolution images.
Analyzing these images would have been difficult and could have taken humans months. Instead, according to the BBC, the AI flagged is a tiny, anomalous cluster of bright red pixels against the grey rock and white snow. The rescuers suspected it might be Ivaldo’s red climbing helmet.
The mission was marked by the pilots as a human achievement enabled by technology as the body was located in a spot where humans could not safely look. The technology enables them to scour deadly areas without putting the lives of people at risk on steep and unstable rock.
In this connection, a mountain rescuer himself is collaborating with geomatic team at Politecnico Torino University, “Our idea is to develop a more complex software, able to analyse all the data sets from the search activities and to manage the teams on the field and the drones inside the same system.”
He further said, “The future challenge will be to incorporate these complex analyses directly on the board of the drones and during the SAR flight.”
The recent success has led to a push for AI-drone integration globally and the use of thermal AI to detect the body.
Additionally, other research teams are working with rescue organizations to use AI in different ways to improve search operations.
WASHINGTON (AP) — Sluggish hiring last month closed out a year of weak employment gains that have frustrated job seekers even as layoffs and unemployment have also been low.
Employers added just 50,000 jobs in December, nearly unchanged from a downwardly revised figure of 56,000 in November, the Labor Department said Friday. The unemployment rate slipped to 4.4%, its first decline since June, from 4.5% in November, a figure also revised lower.
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The data suggests that businesses are reluctant to add workers even as economic growth has picked up. Many firms hired aggressively after the pandemic and no longer need to fill more jobs. Others have held back due to widespread uncertainty caused by President Donald Trump’s shifting tariff policies, elevated inflation, and the spread of artificial intelligence, which could alter or even replace some jobs.
Nearly all the jobs added in December were in the health care and restaurant and hotel industries. Manufacturing, construction and retail companies all shed jobs.
The jobs data are being closely watched on Wall Street and in Washington because they are the first clean readings on the labor market in three months. The government didn’t issue a report in October because of the six-week government shutdown, and November’s data was distorted by the closure, which lasted until Nov. 12.
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Still, December’s report caps a year of sluggish hiring, particularly after “liberation day” in April when President Donald Trump imposed sweeping tariffs on dozens of countries, though many were later delayed or softened. The economy generated an average of 111,000 jobs a month in the first three months of 2025. But that pace dropped to just 11,000 in the three months ended in August, before rebounding slightly to 22,000 in November.
Subdued hiring underscores a key conundrum surrounding the economy as it enters 2026: Growth has picked up to healthy levels, yet hiring has weakened noticeably and the unemployment rate has increased in the last four jobs reports.
Last year, the economy gained just 584,000 jobs, sharply lower than that more than 2 million added in 2024. It’s the smallest annual gain since the COVID-19 pandemic decimated the job market in 2020.
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Most economists expect hiring will accelerate this year as growth remains solid, and President Donald Trump’s tax cut legislation is expected to produce large tax refunds this spring. Yet they acknowledge there are other possibilities: Weak job gains could drag down future growth. Or the economy could keep expanding at a healthy clip, while automation and the spread of artificial intelligence reduces the need for more jobs.
Even the weak 2025 figures are likely to be revised lower in February, when the government completes an annual benchmarking of the jobs figures to an actual count of jobs derived from companies’ unemployment insurance filings. A preliminary estimate of that revision showed it could reduce total jobs as of March 2025 by 911,000.
And last month, Federal Reserve Chair Jerome Powell said that the government could still be overstating job gains by about 60,000 a month because of shortcomings in how it accounts for new companies as well as those that have gone out of business. The Labor Department is expected to update those methods in its report next month.
With hiring so weak, the Federal Reserve cut its key short-term interest rate three times late last year, in an effort to boost borrowing, spending, and hiring. Yet Powell signaled that the central bank may keep its rate unchanged in the coming months as it evaluates how the economy evolves.
Even with such sluggish job gains, the economy has continued to expand, with growth reaching a 4.3% annual rate in last year’s July-September quarter, the best in two years. Strong consumer spending helped drive the gain. The Federal Reserve Bank of Atlanta forecasts that growth could slow to a still-solid 2.7% in the final three months of last year.
At the same time, inflation remains elevated, eroding the value of Americans’ paychecks. Consumer prices rose 2.7% in November compared with a year ago, little changed from the beginning of the year and above the Fed’s 2% target.
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Those who have planned complex operations say it is remarkable that everything went according to plan, something that does not usually happen. One helicopter was hit but was still able to fly and no US forces were killed.
Telefónica has been recognised for the twelfth consecutive year as a global leader for its action against climate change by being included in the “A List” compiled by CDP, a non-profit organisation whose report is the only independent environmental disclosure report in the world and server as benchmark for analysts and investors in this field.
CDP positively recognises Telefónica’s commitment to decarbonisation by aligning its business model with the most ambitious scientific climate recommendations. The multinational aims to achieve net zero emissions by 2040, committing to a 90% reduction and neutralising the remaining emissions.
To achieve this, by the end of 2024, Telefónica has reduced all its emissions, including those from the value chain, by 52% and its operational emissions (scope 1 and 2) by 85% globally.
CDP has assessed 22,100 companies worldwide, of which only 877 have made it onto the “A List”, representing just 4%. The 2025 ranking helps in the decision-making of nearly 700 investors managing more than $127 trillion in assets.
“This recognition reflects Telefónica’s solid efforts to strengthen our climate change resilience and contribute to the decarbonisation of the economy by supporting our customers and suppliers. Our goals are not only compatible with network expansion and service quality, but also help us to be more competitive and generate new business opportunities. Endeavours in the climate transition must be ambitious, because the green transformation is not a final destination, but a continuous path of innovation and collaboration”, explains Maya Ormazabal, Chief Sustainability Officer at Telefónica.
Climate Action Plan
Telefónica aligns its business model with the most ambitious scientific climate recommendations. In it, the company quantifies GHG emissions, shows targets validated by Science Based Targets (SBTi) and defines specific actions to achieve them, both for the company’s activities and for customers and suppliers, anticipating the various regulatory requirements.
In its climate transition model, whose roadmap is described in the Climate Action Plan, Telefónica develops its decarbonisation levers through the transformation of networks by implementing state-of-the-art ones; energy efficiency with an 8% reduction in consumption despite the increase in data traffic on its networks; 100% use of renewable energy in its main markets; collaboration initiatives with its main suppliers, contributing to the decarbonisation of its customers through Eco Smart solutions, verified by an independent third party; as well as low-carbon purchases; and the neutralisation of emissions.
Silverstone’s transformation from iconic motorsport circuit to a year-round experiential destination continues to gather pace, supported by strategic promotions within its commercial leadership. Newly promoted Head of Business Development Hayley Smith and Head of Venue Sales for MICE & Track Nicola Black share how the venue is evolving, the trends reshaping corporate events, and what makes Silverstone such a standout proposition for brands seeking unforgettable experiences.
Transformation of Silverstone
Over the past five years, Silverstone has significantly diversified its audience and offering. Smith explains that the venue has moved far beyond its traditional motorsport demographic, fuelled by major investment in The Wing Conference and Exhibition Centre, the addition of more than 300 bedrooms with the Hilton Garden Inn, and a long-term extension of the Formula 1 contract. “With F1’s broader appeal and the growth of our facilities, we’re now attracting new sectors such as retail, beauty and fintech,” she says. The return of in-house hospitality operations and the arrival of high-end trackside accommodation, Escapade Silverstone, have further opened the door to international incentives and premium corporate markets. “As demand for new experiences grows, building a focused Business Development team is essential. I’m excited to lead that growth.”
Black believes Silverstone now occupies a category of its own within the UK events landscape. “No other venue offers this combination of heritage, access and world-class facilities. From flexible indoor and outdoor spaces to multiple on-site hotels, a 5km circuit, a world-class karting track (opening in 2026), drive experiences and the Silverstone Museum – the ways in which clients can use our spaces are endless.”
A New Era of Corporate Client
The surge of cultural interest in Formula 1 has also helped redefine Silverstone’s corporate proposition. “When I started six years ago, we were mainly selling traditional conference space,” Smith explains. “But with Netflix’s Drive to Survive and Apple’s F1 movie, clients now want immersive, behind-the-scenes experiences that tap into the world of high performance.” Black adds that the appetite for incentives and memorable team rewards is stronger than ever. “Whether it’s exclusive access to the British Grand Prix or a corporate retreat at Escapade, organisations are seeking more than meeting rooms – they want experiences that inspire, reward and connect people.”
That desire for creativity is also shaping broader industry trends. F1’s collaborations with global brands such as Charlotte Tilbury, Kit Kat and LVMH are drawing new audiences who want to use the circuit in innovative ways. “Some of our most exciting enquiries come from clients who push us beyond our comfort zone,” Smith says. “A fashion show on track? Watch this space, I’m working on it.”
Fuelled by Excellence
Behind the scenes, the team’s client service philosophy remains centred on collaboration. “Our approach is simple: be bold, be creative and be exceptional,” says Black. “Every enquiry is treated as bespoke, and our close partnership with delivery and catering teams ensures we execute every event seamlessly.”
What the Future Holds
Looking ahead, both leaders see Silverstone continuing its evolution as a 365-day destination. Smith’s focus is on expanding into new sectors, while Black is championing an internal digital transformation designed to match clients with the right opportunities, whether sponsorship, incentives, event space or hospitality, more intelligently and efficiently. “That will be game-changing,” she says.
Asked to sum up Silverstone’s corporate experience in three words, the pair answer in unison: “Immersive, memorable and personable.”
Chat to us
For more information on hosting your next corporate event or incentive programme at Silverstone, contact the sales team.
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