chain

The war in Iran has destroyed another critical supply chain for consumer technology: PCBs

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While the war in Iran is leaving us with a global energy crisis unprecedented, it is also hitting the technology industry squarely in one of its most critical components: printed circuit boards (PCB). These boards are found in basically any device, and in the last month their price has skyrocketed by up to 40%, according to they count from Goldman Sachs. The reason: an attack on a critical plant for the manufacture of PCBs that puts the global supply of these boards in check. Stroke. ANDIn the first days of April, Iranian forces attacked the Jubail petrochemical complex in Saudi Arabia. SABIC (Saudi Basic Industries Corporation) operates in this complex, a company that produces approximately 70% of the world’s supply of high-purity polyphenylene ether (PPE) resin, an essential material for manufacturing the laminates with which PCBs are built. According to they count From Reuters, since the attack, SABIC has been unable to resume production. And that is a problem on a global scale. Raw material at stake. It is not just about the direct attack on Jubail. The conflict has also generated serious disruption in maritime traffic in the Persian Gulf, one of the most critical logistics routes connecting Middle Eastern chemical producers with Asian electronics manufacturers. Added to this is the pressure on copper, which represents around 60% of the total cost of raw materials in PCB manufacturing, according to they count from Victory Giant Technology, one of the largest Chinese suppliers in the sector with clients such as Nvidia. The company warned this month that the conflict could make key materials such as resin and copper even more expensive. According to Reuters, the price of sheet copper has risen up to 30% since the beginning of the year. Qproduction ties. From Daeduck Electronics, a major South Korean PCB manufacturer that supplies Samsung, SK Hynix and AMD, among others, confirmed Reuters that the company has started talks with its customers to pass on the price increases. The company pointed out that the waiting period for materials such as epoxy resin has gone from three weeks to fifteen. A market that was already stressed. PCB prices had already been rising for months due to the skyrocketing demand for AI servers. According to Reutersdemand has accelerated sharply since March, with manufacturers trying to secure supplies before the situation worsens. Goldman Sachs points out that large cloud service providers are willing to take on further increases because they expect demand to outstrip supply for years. On the other hand, research firm Prismark projects that the global PCB sector will grow 12.5% ​​in 2026, reaching $95.8 billion. And PCBs aren’t the only thing affected. The technology supply chain is taking hits from all sides. According to inform The Elec Korea, large Japanese manufacturers of photoresist (a key chemical in chip production) have begun to notify clients such as Samsung and SK Hynix of problems in the supply of gasoline, a raw material that these suppliers obtain more than 40% from the Middle East. Besides, the price of helium (essential gas in the manufacture of semiconductors) has almost doubled after the Iranian attacks on Ras Laffan, in Qatar, which provides about a third of the global supply, according to Fitch Ratings. What does this mean for the consumer. The impact will end up reaching the final price of the products. PCBs are in absolutely everything that has electronics inside, and a 40% increase in their cost is difficult to absorb without the increase being passed on to the user. Manufacturers are already negotiating price transfers with their customers, and these, in turn, will transfer them downstream. The worst thing is the timing, since we are also in the middle of a RAM and storage crisis and the pressure around the markets only increases. Cover image | Random Thinking In Xataka | There is a company that has grown 3,000% in the stock market, even beating the performance of Nvidia: Sandisk

A supermarket chain is expanding and selling more than ever in the Mercadona fiefdom: Masymas

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Mercadona dominates the sector of food in Spain, but this control is especially robust in the Valencian Community, where splits its roots the company directed by Juan Roig. There the chain monopolizes more than 30% of the entire business, above the average share it has in the country as a whole. Although with such data it would be logical to think that the rest of the competitors have little room to expand their sales in that fiefdom, a family chain has insisted on prove the opposite. Its name: Masymas Supermarkets. Despite the competition from Mercadona, the chain, with stores spread throughout the Valencian Community and Murcia, is achieving increase your turnover. One figure: 440.3 million. 2025 has not been a bad year for the Masymas supermarkets managed by Juan Fornés SA. At least according to the figures presented by the company itself, which just revealed which in 2025 reached a turnover of 440.3 million euros (sales with VAT). Although other key indicators are missing (such as the result), at first it seems like good data on two counts: it means 4.3% more than the previous year and consolidates the increase in income that the chain has been registering for years. According to your balancein 2021 it had a turnover of 321.2 million, a figure that rose to 360.6 million in 2022 and has continued to grow since then. In five years the increase has been 22%. A percentage: 3%. It is not the only positive indicator left by the chain directed by Fornés. Your sales grew by 3% in volume and the company boasts of having invested 15 million between renovations and the opening of two new points of sale, one in Dénia (Alicante) and another in Las Torres de Cotillas (Murcia). Its loyalty program has also reached 227,000 homes. Regarding its sales network, the chain manages 115 super distributed throughout the Valencian Community and the Region of Murcia, 45 of them under the Masymas basic brand. This year it plans to open two more establishments in Calpe and Sueca. In total, the company has a staff of 2,763 people200 more than in 2020. Why is it important? Beyond the interest that these data may have for the chain’s clients, Masymas’ balance sheet leaves an interesting reading for the sector: the super regionals continue to find holes to expand. Even in a scenario as complex as the great fiefdom of Mercadona. Although Juan Roig’s company leads the sector in market share at a national level, this dominance is especially intense in Alicante, Castellón, Valencia, Murcia and Albacete. A recent study from Worldpanel by Numerator shows that its footprint there reaches 33.6%, above the 27% share nationally. The complete “photo”. Masymas has not revealed its market share, but the analysis from Worldpanel by Numerator suggests that he doesn’t have it easy. In the Levant as a whole, the second best positioned chain is Consum (16.8%), followed by Carrefour (7.9%), Lidl (5.2%) and Family Cash (2.9%). In any case, these percentages must be handled carefully: Worldpanel studies a broader area than Masymas covers, focusing on the Valencian and Murcian coasts. When studying the case of Masymas, another characteristic that the company itself reports must be taken into account. on your website: The brand actually belongs to a company owned by four different companies. One focuses on Asturias and León. Another in Alicante and Valencia. A stubborn one in Córdoba and Jaén. And the fourth, Juan Fornés SA, in Castellón, Valencia, Alicante and Murcia. It was the latter that has disclosed your 2025 billing data. The push of the regional. The case of Masymas connects with a larger phenomenon that goes beyond the Levant: the push of regional supermarket chains. Although in recent years Mercadona has achieved dominate the sector (both in value share and percentage of buyers) and that they are forced to compete with multinationals the size of Grupo Carrefour, Lidl, Aldi or Alcampo, regional companies are holding their own. Worldpanel by Numerator estimates that after growing 0.4 percentage points (pp), its share reached 18.5% in 2025. The data shows “symptoms of deceleration”, as the consulting firm points out, but it is still significant. In fact Masymas is not the only one that is growing. The Galician Froiz has also done it and months ago The Country revealed that Consum, based in Valencia, aims in the same address. How is it possible? This resilience is partly explained by its territorial penetration, customer loyalty, the sale of local products and direct treatment. While Mercadona wants to bet Because of the fish already cut and packaged in trays, in many regional supermarkets it is still possible to find a stall with fresh goods and a fishmonger with whom to deal in person. The same happens with fruit, vegetables, meat or sausages, which for some analysts They turn super regional stores into successors to neighborhood stores. White label and cooked food. There is another important detail in Masymas’ strategy. The chain boasts so much of its “own brands”focused on food, home, cosmetics and pet care, as well as its “Kitchen Section”, which it has implemented in thirty stores. The signature promotes it as a space with prepared dishes, such as chicken, rice, lasagna or noodles. Both bets are very similar to the strategy that Mercadona has deployed in recent years, although the two chains are still very far apart in billing. Masymas has gone from 440 million euros in 2025, but the signing of Roig has touched the 39.8 billion. And that in Spain, without its Portugal stores. Images | Masymas Supermarkets 1 and 2 In Xataka | Years ago we feared that an “apocalypse” would sweep through shopping centers. In Spain, exactly the opposite is happening.

International law was written with humans who decide in mind. AI just broke that chain and no one knows who answers now

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Pete Hegseth’s threat to Dario Amodei has a subtext that goes far beyond the $200 million contract that the Pentagon can cancel: If the US military deploys AI-controlled autonomous weapons without the safeguards that Anthropic requiresyou will have removed the only firewall that has historically prevented an illegal order from being executed. Why is it importantand. The entire legal and ethical system of the US military rests on a principle that seems obvious but has important consequences: a soldier can and should disobey a manifestly illegal order. It is the mechanism that, in theory, prevents war crimes. A drone AI-controlled autonomous vehicle does not have that mechanism. You can’t refuse. You can’t hesitate. He cannot be tried in a court-martial. Between the lines. Amodei speaks of “autonomous weapons that fire without human intervention” to point out a legal vacuum. If an AI makes the decision to kill, who is responsible criminally? The programmer? The general who activated the system? The president who signed the order? International humanitarian law (including the Geneva Conventions) was written with human beings making decisions in mind. And now AI dissolves that chain of responsibility. The backdrop. The mass surveillance argument is also a bitter pill to swallow. The Fourth Amendment of the US Constitution protects citizens from warrantless searches and interventions. It works, among other reasons, because the State has never had the physical capacity to process everything that happens in public spaces. And in the same way, with AI that operational limit disappears: we move to millions of conversations recorded in real time, transcribed, classified and connected in just seconds. What was previously impossible due to lack of human resources becomes routine with a LLM. Constitutional protection until now has depended, in part, on the inefficiency of the State, its limitations. Yes, but. The Pentagon has an argument that cannot be ruled out: other democracies are also developing these capabilities, and China or Russia are not going to wait for the United States to resolve their ethical dilemmas. The practical question is whether having those unrestricted capabilities makes you safer or simply more dangerous to your own citizens. The big question. OpenAI and Google have accepted the Pentagon’s conditions“all legal uses” without specific exceptions, and xAI has just been cleared to operate on classified systems. Anthropic has been left alone in its position. And what is at stake now is not whether Claude survives as a military supplier or not, it is whether the AI ​​industry is going to set some limit on what it sells to the State, or whether that debate will be settled directly by Congress, the courts or, in the worst case, the first serious incident that no one could have foreseen. It seems like a matter of time. In Xataka | AI is already a battlefield: Anthropic has just accused DeepSeek and other Chinese companies of “distilling” Claude Featured image | Xataka

In Spain to talk about “white label” is to talk about the Valencian chain

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In Spain, buying in the supermarket is equivalent (increasingly) to buy white label. And buying white label means (also increasingly) doing so at Mercadona. That is the conclusion left by the latest studies on the sector and that basically ratify the double trend that has been marking the sector for years. retail homeland First, the unstoppable advance of the Valencian chain. Second, how the distribution brand has become a pillar of baskets of the purchase. Both trends complement each other and have allowed Juan Roig’s company to achieve a milestone in the sector: hoarding half the business of the white label. A percentage: 50.4%. The news the newspaper has advanced it theEconomist. Mercadona said goodbye to 2025, reaching a key milestone: it already covers more than half of the market share in the distribution brand business. To be more precise, your ‘footprint’ on the lucrative (and growing) The private label business grew several tenths last year to stand at 50.4%. The data is based on a study by the consulting firm Worldpanel by Numerator and confirms that Juan Roig’s firm has not yet found a ceiling in its struggle to dominate one of the businesses. juicier for supermarkets: the sale of their brands, such as Hacendado (Mercadona) or Auchan in the case of Alcampo. Market share on private labels (2025) Mercadona 50.4% Lidl 13.1% Carrefour 8.2% Day 5.9% Eroski 3.1% Alcampo 1.8% Others 14.3% What exactly does that mean? theEconomist assures that 50.4% corresponds to Mercadona’s “quota” on the total value of the distribution brands. Even if the data refers only to food, leaving aside other sections of mass consumption, it would represent an astonishing percentage. It means that a little more than half of the money we spend on the white brands that fill our refrigerators and shelves come from Mercadona. Growing… and with ample advantage. That 50.4% is not the only striking percentage in the Worldpanel study. There are two others just as curious. The most surprising is the one that reveals the considerable advantage that Mercadona has over its direct rivals. The second chain with the largest market share in the private label business is Lidl, with ‘barely’ 13.1% of the pie. It is followed in third place by Carrefour (8.2%), Dia (5.9%), Aldi (3.3%) and Eroski (3.1%). In addition to consolidating itself in first place, the Valencian chain has managed to expand its footprint: in 2024 that same share was 50.2%, two tenths below what it registered in 2025. Lidl and Aldi grew at the same rate and Dia expanded its total share from 5.5 to 5.9%. Carrefor stepped back slightly. Other percentage: 46.6%. That Mercadona has taken half of the market share is curious, but the data would not go beyond a simple statistical curiosity if the general market for private labels was shrinking in Spain. He Worldpanel study by Numerator reveals that this is not the case. On the contrary. We Spaniards buy more and more items from Hacendado, Auchan, Seleqtia and the rest of the brands directly linked to supermarkets, which are gradually imposing themselves on the pulse that they have had for years with the brands associated with large manufacturers outside the distribution channel. If in 2021 the private label had a market share (in terms of value) of 35.8%, in 2023 it already exceeded 40% and last year it stood at 46.6%. Why’s that? The million dollar question. And there is no simple answer. The expansion of white label in Spain probably responds to a combination of factors, including its lower cost (often the chains themselves they favor them on its linear lines) and the makeover that they have experienced in the Spanish market. In a short time, the distributor’s brand has managed to shake off the stigmas that associated it with the idea of ​​’cheap’, ‘mediocre’ and ‘doubtful quality’ to compete face to face with large brands from external manufacturers. A perfect symbiosis. That the white label is becoming so strong in Mercadona or Lidl is not a coincidence either. Both commercial chains are (along with Aldi and Dia) the ones that have opted the most for this type of products. another study from Wordlpanel reveals that last year Mercadona’s white brands (with Hacendado at the helm) represented 77.8% of all its sales. At Aldi that percentage was 74.5%, and at Dia it was 65.1%. Lidl dominates, with 80.7%. Many of these companies fit into what is called ‘short assortment chains’supermarkets with a limited selection of products and a clear commitment to their own genre. The customer has fewer options when choosing (there are not dozens of brands of oil, just one or two), but in exchange their experience is simplified and, above all, they can benefit in price. The formula works so well that (coincidentally or not) Mercadona, Lidl and Aldi are precisely the chains that more have been expanding its influence on the market. Image | M. Peinado (Flickr) In Xataka | The white label has been conquering supermarkets for years. It has done so well that it is now the pillar of the Spanish diet

Tensions at Nexperia threaten the supply chain. One party accuses the other of “destructive actions”

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Until a few months ago, Nexperia was known mainly in industrial circles. It manufactured essential but inconspicuous chips, basic components for electronic systems, especially in sectors such as the automotive industry. Today his name appears in public letters, cross accusations and messages warning of production stops. The controversy is no longer limited to internal decisions: it involves governments, regulatory frameworks and a supply chain that has become especially sensitive. The conflict between headquarters did not arise spontaneously. It was built through a combination of regulatory decisions, judicial interventions and business measures that, in a matter of weeks, altered the balance between the Dutch parent company and the Chinese entities. The confirmed facts follow this sequence: September 29, 2025. The United States extended its export controls on companies that are 50% or more owned by entities included in the Entity List. Wingtech has been on that list since December 2024 and, by extension, affected Nexperia. September 30, 2025. The Ministry of Economic Affairs of the Netherlands applied for the first time the Goods Availability Act to supervise Nexperia’s activity. October 4, 2025. China prohibited Nexperia China and its subcontractors from exporting certain finished components and subassemblies manufactured in Chinese territory. October 7, 2025. The Amsterdam Company Chamber suspended CEO Zhang Xuezheng and appointed an independent administrator with authority over corporate decisions. October 12, 2025. The Dutch Government officially confirmed the activation of the control framework. October 14, 2025. Nexperia publicly acknowledged the veto imposed by Beijing and stated that it was in talks with the Chinese authorities to resolve it. October 29, 2025. Nexperia BV announced the suspension of the supply of wafers to its subsidiary due to its refusal to make payments. November 10, 2025. The US Department of Commerce suspends for one year the “Affiliates Rule” as part of a broader trade agreement with China. November 28, 2025. The Dutch Government suspended its ministerial supervision after talks with China, although the measures of the Amsterdam Business Chamber remain in force. What the Dutch matrix demands. Nexperia BV, the Netherlands-based entity that exercises global corporate governance of the group, states in his open letter of November 27 that it has made multiple attempts, both formal and informal, to contact its entities in China through calls, emails, proposed meetings and formal communications, without obtaining “any meaningful response.” He warns that clients from different sectors speak of “imminent production stops.” It calls for reestablishing regular flows of production, delivery and operational planning, and offers to start negotiations even with professional mediation. One of Nexperia’s facilities in Guangdong Accusations from China. Nexperia China claims that has always been available for formal communication and denies that there is a lack of response. According to its statement, the Dutch parent company would have carried out “destructive actions”, such as the elimination of corporate email accounts and the restriction of access to internal systems, which would have prevented the normal functioning of the subsidiary. Wingtech, the parent company in China, maintains that there has been an “unlawful deprivation” of its control rights and that this is the origin of the current disorder. He adds that, since October, they have continued to ship components to hundreds of customers as part of a “self-rescue” effort. A basic chip that supports a complex industry. Nexperia produces the so-called foundation chips, essential components that manage electrical functions in automotive and electronic systems. They are manufactured in Europe, assembled and tested in China and re-exported to the rest of the world. Companies like Nissan and the German supplier Bosch have warned that the current tension could affect availability in the coming months if flow is not restored. The German employers’ association VDA has warned of high risks. Nexperia has become a point of friction between corporate governance, regulation and industrial policy. As we have seen, the Dutch parent company and the subsidiary in China maintain opposing stories and accuse each other of having caused the current situation. None rules out dialogue, although the conversations continue in writing. The public communications consulted speak of “imminent” stops, but do not include interruptions that have already materialized. Manufacturers express their concern and anticipate possible effects if supply is not stabilized soon. We have to wait to see how this situation will end. Images | Nexperia In Xataka | The problem is not that Europe has “expropriated” Nexperia from a Chinese company: it is that it approved its sale just a year ago

Mercadona has grown so much in Spain that for the US it is no longer just a supermarket chain: it is a “cultural phenomenon”

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The US Government has noticed a growing “cultural phenomenon” in Spain, one especially interesting for its exporting companies and which comes accompanied by millionaire turnover figures. What phenomenon is that? Mercadona. Literally. In your report Retail Foods Annualthe US Department of Agriculture dedicates special attention to Juan Roig’s company and slips that its weight in the retail It already transcends the limits of the retail sector. He even theorizes about the formula for his success. Under the spotlight of Donald Trump. It is not strange that Mercadona makes headlines. After all, it has become a crucial piece of the retail Spanish. Your market share in the sector around 30% (in some regions already exceeds that percentage), far above other competitors such as Carrefour, IFA or Lidl, and has been expanding for the country. What is much less common is for the Valencian retail chain to make headlines because it has caught the attention of US officials, which is exactly what has just happened. Table extracted from the report of the US Department of Agriculture. Attention, USA exporters. Mercadona is cited at least seven times in a report 10 pages published a few days ago by the US Department of Agriculture (USDA), a document designed primarily for exporters from the country interested in the Spanish market. In it, the Washington technicians review the billing figures of Juan Roig’s firm, highlight its high weight in the sector (well above competitors such as Carrefour, Lidl, DIA or Eroski) and reflect on the keys to its commercial success. To be more precise, USDA recalls that last year Mercadona recorded sales worth an estimated $34.5 billion. The figure does not exactly match the disclosed by the company, but it is more than double that of Grupo Carrefour (12,000) and well above other well-established chains in the country, such as Lidl (7,500), DIA (6,150), Eroski (5,800) or Alcampo (5,500). “Mercadona occupies first place in the food retail sector in Spain, with sales almost three times higher than those of its second closest competitor,” check the reportwhich theorizes about the bet that has given the chain a market share of almost 30%. The formula for success. USDA highlights two features of the Valencian company. First, its Spanish food offering. Second, its strategic commitment to retail brands, especially Hacendado. “Private labels are very popular in Spain, driven by consumer attention to prices and quality. According to a study by the Aldi chain, Spanish households allocate 44% of their purchasing budget to private label products,” collect the reportwhich goes so far as to refer to the company as a “cultural phenomenon.” Is it something new? No. Washington is not the first to focus on the Valencian chain’s commitment to its own brands. A report from Kandar presented in 2024 by Promarca already pointed out the clear increase in distributor brands in Spanish supermarkets, a general trend that was accentuated in the case of Mercadona. Its external brand offering was cut by 45% between 2018 and 2023, while the value share of white label products reached 74.5%. Other sector reports have highlighted the same idea in recent months: Mercadona’s growing commitment to its brands. Added to this strategy are others deployed by the firm, such as the interest for foods already cooked and ready to eat. Roig himself has recognized openly that he is convinced that mid century Kitchens will disappear from Spanish homes, so people will eat prepared dishes. It is so sure of this that Mercadona has been betting on its section for years. “Ready to eat”. X-raying the sector. Beyond Mercadona, the report from USDA reveals some reflections on the food distribution sector in Spain. Its technicians are struck by, for example, the pace of opening of new stores (244 only between January and April of this year), the promotion of self-service stores and regional super chains (key piece of the national sector) or “the growing popularity” of healthy and convenience products. “Consumers are combining physical and online channels, favoring digital platforms for larger purchases and in-person purchases of fresh products. Retail strategies focus on efficiency, AI technologies, personalization and healthy products,” he comments. the USDA studywhich draws attention to the high “fragmentation” of retail trade and the concentration of the food sector, with Mercadona leading the way. Images | Mercadona, Gage Skidmore (Flickr) and USDA In Xataka | The shadow companies that are making gold with Mercadona: the silent success of Familia Martínez or Profand

There are so many English people living in Alicante that the largest British pub chain has decided something: open there

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The millions of British tourists who land in the province of Alicante each year will now have a piece of their country just before they leave. As if Benidorm, Torrevieja or the entire Costa Blanca had not been enough, next January the first Wetherspoon in all of continental Europe will open at the Alicante–Elche Miguel Hernández airport. A “100 Montaditos British style”, but installed in the boarding area and designed, paradoxically, for those who are already queuing to return to the United Kingdom. The very British landing. According to The Guardianthe chain has confirmed that its premiere outside the United Kingdom and Ireland will be in Alicante, where it will open a newly built pub called Castell de Santa Bàrbera (when in Valencian it would be Castell de Santa Bàrbara), in “homage” to the fortress that crowns the city. This is a striking move for the company founded by Tim Martin more than four decades ago and which had never operated on continental European territory. For its part, as The Independent has detailedthe store will open every day from 6:00 a.m. to 9:00 p.m. and will be located in the departures area, aimed mainly at British people returning from vacation. The space will be about 93 square meters and will have an outdoor terrace. In addition, the menu will replicate 90% of the typical Wetherspoon pub menu: full English breakfasts, fish and chips, burgers and pizzas. Even so, it will also incorporate some typical Spanish dish such as garlic prawns or Spanish tortilla, an adaptation that the company has already confirmed. The choice is not accidental. British tourism in the province of Alicante is one of the most important in the region; Benidorm is well known for this. According to data collected by La Vanguardiaalmost 90% of English people choose the province as their favorite destination. Although a decade ago the owner publicly celebrated Brexitthe chain has recently experienced slowing growth in the UK: like-for-like sales of 3.7% in the first 14 weeks of the financial year, lower than in previous years. According to The Telegraphthe company is suffering from the increase in labor, energy and tax costs, which has led its president to explore new markets, and hence its strategy focused on airports: places where traffic is guaranteed and the clientele is usually predisposed to consume, even at times when most bars would not open. A British icon, almost invisible for Alicante. Despite the commotion that the news has generated in the province, the truth is that this first Wetherspoon on the European continent will be out of reach of the general public. It will be necessary to pass security control to access, which makes it a rarity: a British icon installed in Alicante, but almost invisible to the people of Alicante. Although Alicante will be the first, it will not be the only one. Tim Martin has reiterated in different British media that his intention is to open “several pubs abroad in the coming months and years, including some in airports”. The new location at Alicante airport will, therefore, be a test by fire. One last drink before heading home. Alicante can now boast of having the first Wetherspoon on the continent, although only travelers who fly will be able to enjoy it. For British tourists, it will be the last sip of home before returning; For the province, further proof of the weight that this market has in its economy. Time will tell if this little pub next to the departure gates is the start of a new European conquest or simply a last pint in the sun before heading home. Image | FreePik Xataka | Years ago Alicante thought it was a good idea to build an artificial island with a luxurious restaurant. It didn’t turn out as I expected

a hotel chain has proven just the opposite

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The hotel sector put the scream in the sky given the prospect of a possible reduction in working hours to 37.5 hours per week. From tourism employers they predicted an economic catastrophe for the sector, predicting closures and loss of competitiveness. Finally, the reduction in working hours came to nothing after not pass the parliamentary procedure, But the reality experienced by a small hotel chain in the Balearic Islands has been radically different, demonstrating that those fears were far from reality. After apply the reduction of working hours He has fewer problems with the workforce and the business is going from strength to strength. Fears in the sector. The hospitality and tourism sector was one of the most belligerent with applying the change in working hours proposed by the Ministry of Labor to 37.5 hours per week. According to himor published by The reasonsector estimates anticipated an increase of between 6% and 8% in labor costswhich will mean an additional cost of 2,538 million euros overall. The CEHAT employers’ association warned that the reduction to 37.5 hours per week would imply “a loss of competitiveness” and that the employees of the 300,000 companies that make up this sector would work “112 minutes less per week” which, according to them, would break the already delicate economic balance. MarSenses against the current. MarSenses Hotels & Homes is a small hotel chain with five establishments in Mallorca and one in Menorca, assisted by a staff of around 515 workers. In 2023, Rodrigo Fitaroni, CEO of the chain, decided not to wait for the Government to implement the reduction in working hours and began to apply it on his own. In 2024, its entire workforce worked 38.5 hours per week. The results were so positive that this year they have reduced it again to 37.5 hours per week, being pioneers in the adoption of this working day model. Fitaroni explained to Business Insider that they sought to “improve the work-life balance and well-being of the workforce”, and that this reduction was only the first step. “If the reduction in working hours goes well, we will continue to decline. But it will depend on how the worker performs and if productivity continues to be good,” noted the CEO. In addition to the reduction in working hours, the hotel chain has applied a salary increase of 8% in the last two years. Which, added to the reduction of working hours without loss of salary, translates into an average increase much higher than the average for the hospitality sector, which was around 3.8% annually. Results far from estimates. Just like Fitaroni himself counted to the Balearic newspaper Breaking Newsthe results obtained after applying the reduction in working hours contradicted the sector’s estimates. One of the most notable indicators is that the absenteeism levels from work of the chain dropped drastically below 5% from the first year. It is a very notable percentage since the industry average Balearic hotel rates are between 14.8% in Mallorca and 20% in Menorca. These data are accompanied by greater employee commitment and satisfaction, which has translated into an increase in revenue per available room. “We are trying formulas that no one has tried,” declared Fitaroni, who began his career in hospitality working as a waiter. “We come from operational positions and we know what it is like,” says the CEO. Pioneers in caring for their “Kellys”. MarSenses has not only innovated in the application of reduced working hours in the hospitality sector, but has also done so with exceptional measures in one of the most punished groups: housekeepers, popularly known as the “kellys”. The Balearic chain paid special attention to the 30 housekeepers it has on staff. These professionals face very hard work days cleaning between 20 and 30 rooms a day, which generate very intense physical wear. For them, not only does the reduction of the working day apply to 37.5 hours like the rest of the workforce, for those over 58 years of age, the working day is reduced to 32 hours per week. The Country collected the opinion of Sara del Mar García, president of Kellys Unión Baleares, who applauded the initiative of the Balearic hotel company. “MarSenses is a very important step and it is the one that the rest of the hotel chains should take,” said the union representative, alluding to the hospitality agreement in the Balearic Islands that postpones until 2028 the obligation for companies to adopt measures for the well-being of these workers. In Xataka | High level of cleanliness, multilingualism and resilience in the face of setbacks: requirements of a job offer to be “Kelly” Image | MarSensesPexels (Liliana Drew)

Spain is a country extremely loyal to its local supermarkets. A chain wants to change that: Action

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He already competitive and highly contested sector of retail Spanish has become complicated with the emergence of a new actor, one whom some already present as a direct competitor of Mercadona or Aldi, although its approach is slightly different. Your name: actiona Dutch chain that is expanding strongly throughout Europe. So much so, in fact, that he boasts of having more than 3,000 stores spread across 13 countries and serve 20.2 million customers every week. And among those countries Spain is included. What exactly is Action? A chain of stores. So far nothing exceptional or out of the ordinary. What has made him stand out is his expansion ratesomething it has achieved largely due to its approach: an aggressive commitment to promotions, prices and an offer in continuous review. To start (and how you can check in your website) the company offers a wide catalog of items that includes everything from household items to stationery, electronics, toys, tools, parapharmacy, clothing or sports. What it differs from, for example, Mercadona (or most supermarkets) is in its power line. While Juan Roig’s firm pays more and more attention to already cooked food and ready to goAction is limited to snacks, cookies, candy, soft drinks and some packaged foods, such as instant noodles or protein bars. Nothing fresh. No butcher or fruit shop sections. Is it their only difference? Its main bet is prices, a discount policy that leads it to launch weekly promotions with products under €15. The company gives it so much importance that it presents itself as “a chain of discount stores for non-food products” and assures that the majority of its products (two thirds) can be purchased for less than two euros. It is nothing exceptional, but it is an effective formula that has allowed other companies to grow before, like Temu. Action ensures that it always has 1,500 products for one euro and renews its catalog with 150 new items every week. And does it work for you? It seems so. At least if we look at your history and figures. Although the company is young (it opened its first store in Enkhuizen, Netherlands, in 1993) it has managed to spread throughout Europe to add more than 3,000 stores in 13 countries. Your last balance shows that its net sales in the first half of the year reached 7.3 billion euros, 17.9% more than in 2024. Regarding commercial expansion, during the same period it opened 125 new stores that now receive, on average, around 20.2 million customers every week. Its main markets are France and Germany, where this year it opened its 600th store. Its presence is also notable in Poland, with around 400 premises. In general, its progression over the last 20 years has been more than notable: in 2003 the chain added 100 storesin 2008 they were already double, in 2014 it added half a thousand and in 2022 it exceeded the 2,000 barrier. This year it has already celebrated a new brand (3,000 stores), with the jump to the Romanian and Swiss markets. And in Spain? The chain debuted in Spain in 2022 and two years later it advanced its peninsular expansion with your first store in Portugal. Here the pioneer was an establishment in Girona, although during its inauguration those responsible for the company already announced that they would continue advancing with a view to the rest of Spain. In fact, during the Girona premiere, Monique Groeneveld, director of the firm, already clarified that in a matter of “weeks” more stores would open in the rest of Catalonia. The passing of the years has confirmed that he was not just talking. Today Action has almost 90 stores spread throughout much of the Spanish geography and a notable footprint in the Community of Madrid, Catalonia, Murcia and the Valencian Community. At the beginning of summer, when it had 74 stores, its workforce already exceeded 1,400 people. Recently its expansion throughout the Spanish geography was expanded with new stores in Royal City, Gijón, Baena and Tárrega. Since June, this vast commercial network has also been completed with its first distribution center in the country, the sixteenth in Europe. A facility of around 59,000 square meters (m2) located in Illescas, in the province of Toledo, designed to supply 210 stores throughout Spain and Portugal. Are they all advantages? No. Although the Dutch chain shares part of the strategy of other firms that have achieved a wide presence in Spain, as a commitment to low costaggressive pricing policy, promotions and own brandswill not have an easy time beating other large chains. Its offer is not comparable to that of Mercadona, Aldi or Lidl (especially due to the differences in food), but Spanish retail is already highly contested and has giants such as Roig’s firm, which has a share of almost 30%. The Spanish customer has also demonstrated notable loyalty towards regional firms. Images | Action and Google Maps In Xataka | For Juan Roig, the key to Mercadona’s future is very simple: “Salaries above the sector average”

dominate the entire value chain

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The race for control of the energy of the 21st century already has a provisional winner. While Europe stumbles over his own debates and United States try to rebuild an aging nuclear industry, China step on the accelerator. In April, approved the construction of ten reactors worth 200 billion yuan (24 billion euros). It is just one step in a much broader project: the return of the atom as a pillar of global power. New conquests. China has been competing for years to lead all possible technological transitions: from renewable energy to storage, and now also nuclear. In the words of energy analyst John Kempthe country has 59 operational reactors and more than 30 under construction. No other nation has such a program. In fact, half of all the reactors being built in the world are in Chinese territory. Beyond talk about a “nuclear renaissance,” only China is turning it into state policy. A bet on nuclear. According to the International Energy Agency (IEA)security and reliability of supply have become critical priorities for Beijing after years of expansion of electricity supply. However, the push towards nuclear has another dimension of technological independence. Under the Made in China strategy, the country sought to dominate all the links in its energy chain, and today it produces 100% of its nuclear equipment in national territory. according to China Nuclear Energy Association (CNEA). In parallel, China promotes its technology abroad. According to the China National Nuclear Corporation (CNNC)the export of the Hualong One reactor is a national priority, with reactors in Pakistan, projects in Argentina and expansion plans throughout Asia and Africa. Nuclear energy is both a tool for decarbonization and energy diplomacy: a way to secure supply, reduce emissions and project technological power. The renewable paradox. China leads the global green transition, but its energy matrix still marked for coal. According to Ember data38% of the country’s electricity already comes from low-carbon sources. Even so, 62% continue to depend on fossil fuels, a proportion that reveals how far they still are from total decarbonization. Their challenge is monumental: leave coal behind without turning off the country. That is why the atom does not replace renewable energy: it sustains them. Nuclear acts as “firm energy”, the basis that keeps the electrical system stable when there is no sun or wind. Coal continues to be the great point of friction—it guarantees supply and employment, but clashes with the ambition to be a renewable leader. In more geopolitical terms, renewable energy is a form of sovereignty. Any country can generate its own electricity. But China wants something more: full control of the electrical system. The muscle of the atom. China is building reactors at a rate no one else can match: between ten and eleven per year. According to the IAEAthe country already has 58 operational reactors and 27 under construction, totaling more than 86 GW of capacity. Nuclear represents 4.47% of its electricity, a small but increasing share. According to Global Energy Monitorthe operational park amounts to 58.1 GW, with forecasts of 63 GW at the end of 2025 and 71 GW in 2026, the year in which China will surpass France as the second nuclear power. Projections from the China Nuclear Energy Association foresee more than 100 GW in operation by 2030 and nearly 200 GW in 2040, double current US capacity. In 2024, nuclear investment reached an all-time high of 146.9 billion yuan. Although its participation in the electricity mix is ​​around 5%, the magnitude of the Chinese system converts that percentage into a volume comparable to all of France’s nuclear production. Technological ambition. After decades of dependence on foreign designs such as the American AP1000, Beijing has developed their own models. Hualong One, a third-generation reactor, is already operating in four national units and thirteen more are under construction. And it doesn’t stop there. China also leads the fourth generation of reactors, safer and more efficient. In 2023, the HTR-PM came into operationthe world’s first modular high-temperature reactor, in Shidao Bay: the prelude to a new stage where nuclear becomes flexible, scalable and commercially viable. In parallel, the Xinghuo-1 project—a hybrid fusion-fission reactor— seeks to achieve a Q factor > 30enough to generate more energy than it consumes. China hopes to have it connected to the grid by 2035, which could put it decades ahead of the rest of the world in the race for commercial fusion. Such ambition requires fuel. China has uranium reserves, but not enough for its expansion. Last year it produced just 1,700 tons, 4% of the world, and imported more than 22,000. Your solution: “fish” uranium from the sea. Researchers at the Frontiers Science Center for Rare Isotopes at Lanzhou University have developed a material called DAE-MOF, capable of absorbing uranium 40 times more efficiently than previous methods. The goal is to have pilot plants by 2035 and large-scale production in 2050. The ocean, with its 4.5 billion tons of dissolved uranium (a thousand times more than land reserves), could ensure centuries of energy autonomy. Another step towards total independence. Forecasts. If plans are met, China will surpass France in 2026 and the United States in 2030 in installed nuclear capacity. By 2040, its 200 GW operating will represent close to 10% of its electricity mix, according to the CNEA. At the same time, the country will maintain its dominance in renewables: the IEA estimates that it will reach 2,460 GW of clean energy in 2030, double that of 2022. And it is not just about energy. Nuclear expansion is reshaping the economy, industry and diplomacy. China positions itself as a global supplier of civil nuclear technology for countries in Asia, Africa and Latin America: an energy diplomacy that combines technological prestige, state financing and its own safety standards. This expansion not only redefines its electrical matrix, but also its international influence: energy has become a diplomatic instrument and a brand of industrial prestige. The century of electrons. China has not stopped burning coal, but it … Read more

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