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Previously unknown extrasolar planets-planets outside our solar system— probably await discovery In archival images taken by the Hubble Space Telescope. A new technique allows astronomers to model the amount and distribution of scattered light produced by young stars suspected of spawning planets and remove that light from images of those stars. Once the glare of the parent stars' light is removed, planets may show up In Images already taken by Hubble's infrared cameras, since heat emitted by planets produces telltale wavelengths of infrared light.

In 2008, astronomers using powerful Earth-based telescopes were able to detect three planets orbiting the star HR 8799 that were not previously detected by astronomers who examined infrared Hubble images of the star in 1998. David Lafrentere—a member of the team of astronomers who detected the planets in 2006 —then applied the new technique to those Hubble images and managed to uncover the outermost of the three planets. The others, tying closer to the star, still could not be distinguished against the background of the star's light.

Lafrenifre's work has helped reaffirm the importance of maintaining long-term archives, and—because Hubble's infrared cameras record some wavelengths of light that cannot penetrate through the atmosphere to reach Earth's surface-revealed new information about the outermost of HR 8799's planets.

Many policymakers adopt a macro approach to environmental problems in emerging markets (countries experiencing rapid economic growth): discussing ambitious regulations in global faums and looking to giant multinational companies and non-governmental organizations (NGOs) for insight. But examining what successful companies in these countries are already doing to make growth more environmentally sustainable may make more sense.

One study identifies several such firms that are turning eco-consciousness into a source of competitive advantage. The most salient quality of these highly profitable companies Is that they turn limitations (of resources, labor, and Infrastructure) into opportunities. An Indian cement company suffering water shortages developed the world's most water-efficient cement-making method, using air-cooling rather than water cooling. A Philippines utility reduced its water loss through wastage and illegal tapping from 63 percent (1997) to 12 percent (2010) by making water more affordable for lower-Income consumers. A Chinese company makes air conditioners powered with buildings' waste heat, reducing strain on the electric grid.

The companies also seek to shape their business environment to support sustainable objectives. Some lobby regulators: a Brazilian organic-sugar producer works with Brazil's government to establish an organic certification system. Some form partnerships: Kenya's Equity Bank allies with international groups to reduce its risks when lending to smallholders or single-family farms; a Brazilian cosmetics company works with suppliers to produce sustainable packaging. Some firms also work to reach and educate lower-income consumers, sacrificing short-term profits to create future markets: a Chilean forestry company organizes local carpenters into networks and connects them to low-income customers.

One could quibble with the study. Switzerland's Phil Rosenzweig has argued that management writers are prone to a halo effect: they treat a company's temporary success as proof that It has discovered some eternal principle of good management. That some successful companies have embraced environmental sustainability does not prove that It makes companies successful. Some firms, having prospered, can afford splurging on green Initiatives; some pursue eco-Initiatives for public relations purposes.

Nonetheless, the study Is thought-provoking. Critics argue that environmentalism Is a rich-world luxury, but such fears are overblown. When natural resources are scarce and consumers are cash-strapped, sustainability can be a lucrative business strategy.