company

the future anticipates a two-faced company

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Fight over the price in Europe. Premium cars out of it. Renault has presented futuREAdy its roadmap for the next four years. Nearby goals for a market that lives upside down, fighting for a reconversion that the public does not end up embracing, in which regulators lead the way and where solutions are sought beyond Europe. futuReady. It is the name of the plan presented by Renault this morning. The company, led by François Provost as CEO of the Renault Group, presented this morning a roadmap that takes over from Renaulutionthe project presented by Luca de Meo in which a separation of powers within the company was devised, which promoted the offensive in the AB segment of electric cars but also opened the door to the combustion engine in an alliance with Geely. Now, the company has set a new milestone: 2030. It is the date that Renault marks as the red line to launch 36 new models on the market distributed between Renault, Alpine and Dacia. Of them, 26 cars will use the Renault diamond, with 12 launches for Europe and 14 launches outside our continent. The project talks about maintaining jobs, incorporating artificial intelligence into processes, new electric platforms… but it also makes clear a clearly differentiated Renault: those inside and outside the EU. Inside. For Europe, Renault is clear that the future is electric… or almost. These are its guidelines: New electric platform to cover the B+ to D segment. That is, cars above the Renault 5, which complement the current Renault Megane and Scenic and options one step above. Your strong point will be your 800 volt platform with very powerful recharges (they promise 10 minutes of stopping, although no powers or recharge percentages are detailed) and ranges of 750 km according to the WLTP cycle. 400 volt architecture for the most affordable versions so we can expect longer charging times (in this case they mention 20 minute recharges) Extended range options. That is, electric with small combustion engines to increase autonomy to more than 1,400 kilometers. It is a solution that promises very low emissions (less than 25 gr/km of CO2 Renault promises) and that It is increasingly common in China. Out. On the contrary, the line that Renault will follow outside of Europe is very clear: take advantage of its collaboration with Geely. That is, leave electricity aside and prioritize the combustion engine. The French have, together with the Chinese company, a company called Horse Project to develop and produce combustion engines. Spain is also key in these developments. Renault’s accounts involve 50% of sales outside Europe being electrified (in Europe it will be 100%) to sell a total of two million cars a year, of which half should come from beyond the European Union. That is to say, Renault needs to expand its presence outside Europe, broaden its horizons and its strategy is to go up a notch and aim towards the premium segment. In that position between the generalist and the premiumthe company Filante has already been presented. It is an SUV that will be available first in South Korea and will then jump to Mexico and the Gulf countries. And his credentials are clear: Segment E (4.92 meters long, very far from what it sells in Europe) Hybrid technology with 250 HP 12.3-inch triple screen Windshield data projector with augmented reality A very different approach. The Renault Filante has a clear aspiration to reposition the French company’s position in the current automobile market. The investment for these new models will be 3 billion euros and will take advantage of the synergies with Geely to launch these cars with a higher price and positioning on the market. The chosen countries are not a coincidence either, South America, South Korea and the Gulf countries are markets where D and E segment cars (from 4.70 meters upwards) have a great weight in the market. It is not enough for Renault to position its cars there, it needs to increase its perception of quality and its brand image if it wants to gain ground. In addition, higher priced cars are also those that can generate a higher profit margin. First, because generating high profit margins with small electric cars (such as Twingo or the Renault 5) is more complicated. Second, because the association with Geely and the use of combustion engines makes it easier to reduce the structural costs of the launch. Saving. What is proposed for Europe is: savings. And the company has indicated that it will launch more electric options within our continent to accompany the current ones. Renault Megane and Scenic. But the fight for this market is expected to be very tough and the price will be key. Therefore, in a clear message aimed at strengthening the economic viability of the project, the brand wanted to make clear how it hopes to save money with its new products: On average, your cars will use 30% fewer parts. A trend in the industry that has Tesla and the Chinese market as main supporters. Use of 350 humanoid robots in the short term Creation of a digital twin of all your plants and control of the supply chain by AI They aim to reduce energy costs by 25% They aim to reduce production costs by 20% They aim to reduce logistics costs by 30% Reduction of variable costs per car by 400 euros on average Two paths. What Renault makes clear to us is that we will have a company with two clearly differentiated paths. Pushed by restrictions promoted by European regulators (although the rules have been relaxed, the electric car remains the main winner in the future), Renault is aware that it needs more competitive cars in the most competitive markets in Europe: the BB-SUV and C and C-SUV segments. This competitiveness can only be achieved versus Chinese manufacturers with attractive products but, above all, they can play on price since it will be key in cars designed for the city … Read more

A single company is going to buy 20% of all the footwear manufactured in Mexico. Their goal: confront China

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These are not easy times for the footwear industry in Mexico, a sector that generates tens of thousands of jobs, moves million-dollar investments and has its headquarters in the state of Guanajuato. main bastion. In a market highly conditioned by Asian competition, the local industry has experienced setbacks and job lossstaying far below of its production capacity. With this backdrop, the sector has received curious news: a single Mexican company is willing to buy 20% of all national production. Shoe addict. Grupo Coppel is a heavyweight in the Mexican economy. He holding companywhich a year ago announced its plans to invest almost 700 million of dollars in the country throughout 2025, has a long experience in the financial services and retail sector, with hundreds of points sales distributed throughout the country. All in all (and despite its enormous size), it is surprising the advertisement what it just did: in 2026 the company plans to buy no more and no less than 42 million pairs of shoes produced in Mexico. That’s a lot of shoes, right? Yes. To be precise, this is one million more pairs than those already purchased in 2025. However, the figure is striking for another reason. With this enormous volume of purchases, Coppel will account for a fifth (about 20%) of all formal national footwear production. The operation is part of a “strategic alliance” reached with the Chamber of the Footwear Industry of the State of Guanajuato (CICEG) and, according to calculations from the firm itself, will allow “contributing to the livelihood” of the more than 100,000 families that depend directly on the footwear industry in Guanajuato. “This alliance promotes the growth of our companies and strengthens the Mexican footwear industry in an environment of legality, transparency and respect for market rules. By choosing the formal national supplier, you contribute to the construction of a more solid and competitive sector,” celebrated a few days ago Juan Carlos Cashat, president of CICEG. For shoe manufacturers in Guanajuato, the news is a valuable breath of fresh air. Footwear ‘made in Mexico’. His output It is far from that of countries like China, India or Vietnam, but Mexico is a prominent footwear manufacturer. In fact there are rankings that place it as the tenth worldwide and second in Latin America, only behind Brazil. In 2024, the country’s companies produced around 214 million of pairs of shoes, which explains why the sector contributes million dollars to the Mexican GDP (especially in Guanajuato, the heart of the sector) and also maintain thousands of jobs. Despite this footprint, the sector has not had easy years. “The impact of the pandemic was severe. Before 2020 we had 64,000 jobs registered with the IMSS. During the pandemic that figure fell to 49,000,” recognized two years ago the CICEG. Since then the situation has changed, but the sector stay away to be at 100%. Beyond market fluctuations, the industry has had to deal with competition from low-cost merchandise from Asia. Click on the image to go to the tweet. The Government, to the rescue. The data quoted by the local press are eloquent. In 2022, Mexico imported 136.4 million pairs of footwear valued at 1,843 million dollars. Two years later, the Import Trade Balance showed that this flow had already reached 185.5 million pairs with a value of 2,163 million dollars. On average each pair cost $11.6. The problem was not so much the arrival of products manufactured in Asia as the competition it exerts on national firms, especially due to suspicions of price manipulation. To clear up doubts, the authorities responded with an investigation antidumping and in September 2025 they decided to impose a system of compensatory duties on imports from China. It was not the only support from the Government to the industry. In November the Executive advertisement a Textile and Footwear Promotion Plan to finance small and medium-sized businesses. The objective: inject around 6.5 billion dollars to improve the competitiveness of the industry and reactivate 50,000 jobs, recovering part of the lost production muscle. How does the future look? Optimistic. At least that is what the CIEG recognized in December. “Despite a challenging economic and commercial environment, the industry in Guanajuato is beginning to show signs of recovery, especially in terms of employment and productive capacity,” indicates the sectorwhich recalls that between the month of September and October it registered a small rebound in employment. The increase was modest (256), but it is the first recovery “in many years.” The employers’ association also detected a change in the international market. “Total imports remain high, with more than 141 million pairs imported from January to September 2025, although relevant progress in the fight against unfair practices stands out,” celebrates CIEG“Imports from China, corresponding to tariff items with quota, decreased by 81%.” Images | Irfan Simsar (Unsplash) and Phil Desforges (Unsplash) In Xataka | Mexico City is already noticing the economic effect of the World Cup: it is losing homes and gaining Airbnb apartments

Ben Affleck had been secretly setting up an AI company for filmmakers for four years. Netflix just got it

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Netflix has acquired InterPositivethe post-production AI tools company that Ben Affleck founded in 2022 and that was quietly developing tools. Its 16 employees go to work for the platform and the actor and director takes on advisory roles. The operation occurs just a week after Netflix will abandon the bid for Warner Bros. Discovery. What InterPositive is NOT. It is worth starting with what InterPositive does not do: it does not generate movies from a prompt of text. It’s not soraor anything similar. InterPositive starts from the already shot material of a series or movie (in any production, what is known as the dailiesthe raw footage that is recorded each day) and trains a specific AI model according to the characteristics of each production. This model then allows manipulate material during post-production: correct color, relight shots, add visual effects, reframe shots or redo shots that were not filmed. The company’s first model, for example, was trained to understand what Affleck calls “visual logic and editorial consistency”, respecting the real conditions of a shoot: the model solved common problems such as missing shots, details in the backgrounds that need to be corrected, incorrect lighting… All oriented towards filming techniques, not the actors’ performances. AI yes, but with nuances. At a conference in 2024, Affleck argued that AI “will eliminate the most laborious, least creative and most expensive aspects of filmmaking,” reducing barriers to entry. His stance is born from a specific concern for preserving what he calls “judgment”: the ability to make creative decisions that are only built with decades of experience. Affleck spoke to Netflix executives from InterPositive for the first time last fall, and acknowledged initially feeling “scared” at the idea of ​​computers playing a central role in production. Netflix, in favor. The acquisition fits into a strategy that Netflix has been defining with some consistency since 2024. At that time, the Argentine ‘El Eternauta’ included the first AI-generated scene in the final footagea sequence that was completed ten times faster than it would have been possible to do it with conventional effects. In ‘Happy Gilmore 2’ they used AI to digitally rejuvenate actors, and in ‘Pedro Páramo’ as well, with a total budget equivalent to what the visual effects of ‘The Irishman’ alone cost five years earlier. That timing Well. It’s very curiousand it is not clear if it means anything, that the purchase of InterPositive is announced just a week after Netflix withdrew from the bidding for the studios and streaming from Warner Bros. Discovery. Netflix saved, in the words of its financial director, “2.8 billion dollars.” The acquisition of InterPositive, although certainly of much smaller dimensions (although nothing is known about figures), indicates where it can direct part of those resources: basically, its own production. Disney, on the other side. Meanwhile, one of Netflix’s biggest competitors, Disney, has signed a three-year license agreement with OpenAI which allows Sora users to create short videos with more than 200 characters from Disney, Marvel, Pixar and Star Wars. One billion dollars of investment that goes in the opposite direction to what Netflix intends, which is to make its own productions cheaper. Regardless of the position of each player in this game, Hollywood experiments more and more openly with AI in all phases of production, from pre-production to visual effects. A new landscape is opening up for film production and Affleck’s company is just one of the first chapters. In Xataka | ‘Critterz’ will be much more than the first AI-animated film: welcome to the new era of machine-made cinema

The head of AI at Alibaba leaves the company. That points to a 180º turn for the Qwen family models

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An employee leaving a company does not have to mean a radical change, especially when that employee has been the leader of an important project and his departure occurs just after the launch. This is what just happened with Junyang (Justin) Lin, the technological leader of the team qwen. A strange exit. On March 2, Alibaba launched a new model family lightweight with two fast models designed for edge use, a multimodal model for agentic systems and a reasoning model that stood up to much larger models. The next day, Junyang Lin announced on his X account “I am leaving. Goodbye, my dear Qwen,” without giving further details. And he wasn’t the only one. Also leaving the company were Hui Binyuan, a scientific researcher, and Yu Bowen, head of post-training at Qwen. No one has commented on the reasons behind his departure from the company and rumors that they had been fired They didn’t wait. However, according to Panda Daily, Alibaba said it had approved his resignation. ¿What is happening? Justin’s departure caused a stir among his colleagues, with some claiming that it was “the end of an era”. We are talking about the person who has led the Qwen team from the beginning and a great AI researcher, with an academic profile that exceeds 40,000 citationsso this decision has raised many eyebrows. Whether fired or resigned, Justin was a key figure on the team, but he also leaves just after a launch and several other employees have followed him. What is happening at Alibaba? Closed models. As we said, the parties involved have not offered more details, but the theories have not been long in coming and one of them is that Alibaba could be thinking of moving towards closed models. Alibaba has been making efforts to monetize its AI and closing their models could be part of the plan. It would certainly make sense for the project leader to quit at the prospect of such a profound change. There’s a new guy in the office. Shortly after the news broke, another one jumped out: Alibaba has signed Zhou Haowho until now was a researcher at Google DeepMind. Zhou will join the Qwen team as head of post-training, so he will directly replace Yu Bowen and not Justin. Zhou has been a key figure in the development of Gemini 3, the Seeker’s AI mode, and Deep Research mode. lto open source strategy. DeepSeek, Kimi, Qwen… Chinese companies have become the standard bearers of open source AI, an antagonistic strategy with the closed stance of the US. But it is not a question of giving away AI just for the sake of it, but rather it is part of their roadmap: offering access to create a large user base and thus be able to be dominant in the future. Furthermore, Chinese companies know very well that the US is technologically ahead (Justin himself recognized it recently), so launching open and free AIs is a way to gain ground on them. However, in the long term it does not seem like a very good strategy because there will come a point where they want to monetize it and there is a risk of losing users who feel betrayed. We do not know if Alibaba has already started down this path, but if it has, we will soon see if this risk is real or not. Image | qwen In Xataka | China’s open AIs aren’t “beating” ChatGPT, they’re doing something more important: catapulting their industry

An Aragonese company used the brand ‘La Mafia’ for its restaurants. Italy has managed to have it annulled in Spain

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The restaurant chain ‘The Mafia sits at the table’ it’s news. And not because of the new features of its Italian-inspired menu or because of the opening of new stores. What has made it hit the headlines (much to its chagrin) is its brand, a business card that the Republic of Italy considers offensive and takes years starring in a complicated judicial soap opera. Now Roma has achieved a key victory that puts the brand in serious danger in Spain. The key: Can the word ‘mafia’ be used happily? What has happened? The news has advanced it the diary Expansion. The Spanish Patent and Trademark Office (OEPM) has resolved that the name of ‘The Mafia sits at the table’a popular restaurant chain founded more than 20 years ago in Zaragozais “contrary to public order and good customs”, which is why it has endorsed the request for annulment made by the Government of Italy. The OEPM resolution is recent (February 26) and leaves little room for interpretation. In the opinion of its techniciansthe brand alludes to a real organization with activities “contrary to the ethical and moral principles” of the EU. Hence, I agree with Italy that it is questionable whether it can be registered and exploited on a commercial level. “It would offend the victims and their families,” he warns. Is it something new? Yes. And no. Italy has been maneuvering for years to force the Aragonese restaurant chain to abandon a name that it considers offensive. And nothing has gone wrong in his efforts. In 2015, he filed a complaint that led to the EU Intellectual Property Office (EUIPO) refusing to register the trademark at the community level. Years later (2018) it was marked equally important when the General Court of the EU (TGUE) endorsed the decision of the EUIPO and prevented the company from shielding its commercial name. What does that mean? That was more than a simple judicial victory. The decision The TGEU prevented the company from registering its trademark at the community level, which in practice left it unprotected. However, the TGUE’s decision had its limitations. For example, it did not prevent the Zaragoza chain from continuing to use its name in the dozens of restaurants it has throughout Spain. What changes now? The OEPM opinion goes one step (and several) further. The brand is no longer only annulled at the community level, but it is also doing so in Spain, a fundamental decision since ‘La Mafia sits at the table’ (remember) is a chain born 26 years ago right here, in Zaragoza. The Spanish organization has aligned itself with European justice and has come to the conclusion that the name is “contrary to public order” and “good customs”, which is why it has endorsed the request for annulment presented by Italy. Not only that. The transalpine country has already gone to the commercial courts of Barcelona to prevent the Aragonese company from continuing to use its name. What will happen now? “The resolution could be issued in less than a year and, if favorable, would force them to cease using the trademark,” explains to Expansion Josep Carbonell, partner of Fieldfisherthe office that has advised Italy in the procedure. Of course, the company also has margin (one month) to appeal the OEPM’s decision. In any case, its resolution of February 26 represents a setback for the future of the brand in its large market. What is the problem? The underlying question is very simple: can the word ‘mafia’ be used happily or not? Should its commercial use be banned? The company claims that it was inspired by a recipe book and appeals to the right to freedom of expression, remembering in passing that it is not unusual to find books, movies and series focused on the same topic. years ago in fact already clarified that its objective is not to offend anyone, but to generate an atmosphere similar to that of the ‘Godfather’ saga. For the authorities, however, the reading is somewhat different. In its resolution, the TGUE recalled that (at least in this case) using the term “banalizes organized crime” and even warned of the risk of “romanticizing” it. In a similar vein, the OEPM recalls that Spain is no stranger to this criminal organization and its activities, “contrary to the ethical principles” and “fundamental moral values ​​of the EU.” In the background there is a more complex issue, such as remember Carbonell: Is using the word ‘mafia’ in an artistic work the same as elevating it to the category of a business’ trademark? Is it an isolated case? Not at all. The Italian authorities have not only focused on the Zaragoza company. In 2024, fed up with his town being associated with organized crime, the mayor of Agrigento (Sicily) issued a municipal order to prohibit the sale of tourist souvenirs related to the mafia. The underlying reason was similar: to prevent people from doing business with (and romanticizing) an organization that, beyond the veneer that Hollywood has given it, has been causing headaches for the Italian authorities for years. Images | The Mafia 1 and 2 Via | Expansion In Xataka | Sushi was a sleeping giant of the fast food industry: in the US it has already begun to eat hamburgers

Delays and cancellations are putting a hole in Renfe’s accounts. So he’s going to start his own bus company.

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Renfe Viajeros… by bus. That has been one of the usual trends in recent months, with the company plagued by incidents that have prevented it from providing the service normally. The situation has been so complicated that, it is estimated, the impact of alternative services exceeds 10 million euros each year. The solution: create your own bus network. And Renfe is already looking for a partner. Looking for a partner. The information is brought The Countrywhere it is stated that Renfe is looking for a partner to start its own bus company. The idea would be very simple: Renfe would control 49% of the company and 51% would fall on the side of the collaborator. According to the newspaper, the proposal has already passed the board of directors of Renfe and Renfe Viajeros. Now, therefore, it remains to carry out the tender so that those companies that are interested in offering support to Renfe can sign up. The initial idea would be to have dozens of buses (between 50 and 100, according to the newspaper) to provide service in specific contexts. In Xataka We have contacted Renfe but when we wrote these lines we have not received a response. Because? Because Renfe is spending money on offering an alternative on wheels to its customers. When an incident interrupts the service, Renfe has to have a alternative road transport system. Right now, he has to pay an outside company, renting the buses and related expenses, such as staff. Having its own fleet would entail an expense of around 60 million euros, according to the initial accounts that have been raised. However, the newspaper points out that there are savings of between 90 and 130 million after a decade. That is, each year on average you would be saving about 10 million euros or a slightly higher figure. From the media they collect that the model used will be that of “negotiated procedure with advertising”. This means that Renfe will receive proposals but will be able to negotiate the conditions with the companies that have a more solvent offer. It is an exceptional procedure in the public procurement system. Exceptional situation. The premise, therefore, is to have a fixed fleet of buses and drivers, without having to subcontract and pay others to perform exceptional road services. Until now, the company has to search the market for drivers and buses that are available when a line is cut due to an unforeseen event. In recent years, the problem has been especially serious for the company. The DANA of Valenciathe fires in Galicia and León and the recent cutting of the southern corridor as consequence of the Adamuz accident in Córdoba has forced Renfe to maintain active service with buses for weeks. What does Renfe expect? Attract companies that have been seeing their business contract. And since The Country They point out that Renfe believes that there is more than enough business to keep the contracted buses active for at least 10 years. In fact, the contract would be for a decade, extendable to another five years, and they say that demand peaks could multiply current ones by nine. The movement could be interesting for bus companies because, right now, There are route tenders that are half dead and in which work is done with very low demand. Some of these companies would find a new outlet for their vehicles with each Renfe breakdown or incident in the infrastructure. In addition, it must be taken into account that the impact on the accounts may be greater when the incident (such as those described above) is not scheduled because forces Renfe to enter a market with few drivers and with companies that know the urgency of the company. Forced. It must be taken into account that a good part of Renfe’s business continues to be public. Therefore, you have the obligation to provide an alternative service when incidents occur on high speed but also if, for example, there are incidents on Cercanías or Rodalies. Any improvement in facilities that requires the interruption of rail traffic is replaced with buses. Photo | Pablo Nieto Abad and Fabio Romano In Xataka | Spain thought that Spain could manufacture the perfect trains for Spain. The reality: Spain is already looking for trains in Germany

The most profitable action of the AI ​​revolution in Spain is not a software company. It is a construction company

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We know Florentino Pérez ample by hire galactics and for his business successes, but a priori we would not easily relate him to the rise of AI. And by not doing so we would make a serious mistake, because the manager managed to see before anyone else that this was a huge opportunity… and he is taking advantage of it almost without us realizing it. what has happened. ACS is a construction company that doesn’t seem particularly fascinating. You lay bricks, asphalt and cement, but in 2025 the data tells a fascinating story. The company obtained a net profit of 950 million euros, 15% more than the previous year, and the engine of that growth was its American subsidiary, Turnerwhose contribution to the group’s results grew by 66.6% to 549 million euros. Turner doesn’t build flats or highways. Build data centers. And therein lies the crux of the matter. AI needs big construction companies. The transformation has not happened all at once. ACS has been betting on this niche for years with a simple but powerful thesis: AI requires enormous amounts of hardware, and that hardware needs equally huge buildings with cooling, energy and security. And ACS is dedicated to precisely that: to build large buildings. In Xataka Amazon is building an empire in Aragon: it has just paid 1.5 million to expand the electrical network to its fifth data center Florentino triumphs in the US. Turner arrived earlier and stronger. In 2025, ACS won several large-scale data center contracts, including the construction of a 902-megawatt center in Wisconsin as part of the Stargate program, and a stake in the $10 billion, one-megawatt Meta campus in Indiana. Those are conventional projects. They are cities whose inhabitants are servants for this new era of AI. Go for it all. As they point out in five daysdata centers generated more than 9 billion euros in sales during 2025, and ACS has already delivered more than 9 GW of capacity all over the world. That figure is extraordinary, especially considering that in all of Spain the installed capacity barely reaches 7 GW. The Spanish company that talks the least about AI has been silently one of its great beneficiaries for years. Very much in the style of Florentino Pérez, who usually maintains a relatively low profile and succeeds without making too much noise. Stocks on the rise. The market took a while to see it, but it has reacted forcefully. ACS shares have soared 115% in the last twelve months. Today they are close to 110 euros and mark historical highs while the construction sector advances (“only”) 20%. Group sales they reached 49,848 million euros, with the US and Canada contributing 63% of the total. ACS is in practice more of a North American technological infrastructure company than a Spanish construction company. It is listed on the Ibex and is chaired by one of the great football personalities, yes, but its current driving force is not here, but in the US and in the AI ​​fever. Build and Own. ACS is not limited to executing other people’s contracts: it also wants to be the owner of what it builds. In January 2026, the company completed an alliance with Global Infrastructure Partners, BlackRock subsidiaryto create a 50/50 joint venture to develop a global data center platform with an initial capacity of 1.7 GW. Already before had bought Dornanan Irish engineering company specialized in this type of infrastructure, for 436 million euros. ACS doesn’t just want to build AI data centers: it wants to own a piece of that infrastructure. The dollar as a great risk. One of the big problems with this project is the US currency. With more than 60% of its income in North America, each fall of the dollar against the euro is a setback for the Spanish multinational. The devaluation of the dollar is already greater than 10% after the last twelve months, and that has prevented Turner’s growth from being even greater. According to Renta 4 analysts, the “currency effect” subtracted more than five percentage points from the growth of net profit. And investors warn. Analysts themselves consider that the AI ​​market has already discounted a good part of future growth. At Bloomberg, the consensus is to maintain the stock with an average target price of 88 euros, which would imply a fall of 20% compared to current levels. This is what usually happens with good economic stories: when everyone knows them, they are no longer an opportunity. But at ACS they are optimistic. Although experts are cautious, at ACS they expect that spending on infrastructure quadruples from now to 2034. In fact, they expect that the benefits of 2026 will go even further than those of 2025 and exceed 1,000 million euros. If it achieves this, Florentino’s company will have completed one of the quietest and most profitable industrial transformations in the recent history of our country. {“videoId”:”x86aas4″,”autoplay”:false,”title”:”60% of the INTERNET passes through HERE: This is the LARGEST Data Processing Center in SPAIN”, “tag”:””, “duration”:”266″} Turner is ahead. According to Data Center MagazineTurner accumulated a backlog – a portfolio of confirmed orders – of $39 billion as of August 2025. It is the dominant construction company in this segment globally, although of course it has direct competitors such as DPR Construction, Holder, Skanska or AECOM. However, none have achieved the same concentration of contracts with the hyperscalers (Meta, Amazon and Microsoft). Turner has been building its reputation as a builder of this type of facility for more than a decade, and it is very difficult to replicate that advantage quickly. The irony of ACS and Spain. There is a geographical paradox in this success story: Spain and Europe have years debating on digital sovereignty, technological dependence and the need to build own infrastructure for not to be left out of the AI ​​revolution. While this debate is taking place, the Spanish company that is most building this infrastructure is doing so almost exclusively outside of Spain. As … Read more

Marc Murtra has been at the helm of Telefónica for a year and has done something that his predecessor did not achieve in a decade: slimming down the company

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Marc Murtra wears just over a year at the head of Telefónica and the 2025 numbers begin to validate its thesis: concentrate on four markets (Spain, Brazil, Germany and the United Kingdom) and avoid the rest. Group income have grown by 1.5%, up to 35,120 million eurosand the adjusted profit reaches 2,122 million. On paper, it works. Why is it important. Telefónica has done in two years what it was not able to do in a decade: get rid of Latin American ballasts (Argentina, Peru, Uruguay, Ecuador…) and redraw its perimeter. The result is a smaller, but more predictable company. And in Spain, where it has not grown since 2008, it has once again shown signs of life: +1.7% in revenue, up to 13,012 million. The backdrop. The Álvarez-Pallete stage cut the debt of the Alierta stage by halfbut it was still a brutal debt and the company had a geographical dispersion that consumed a lot of management energy without a return that was far from proportional. Murtra has opted for surgery: sell assets, continue reducing debt (337 million less in 2025, it is already at 26,824 million) and bet on markets where Telefónica has real muscle. The logic is clear. And the execution, reasonably clean. Between the lines. Brazil is now the financial heart of the group, and that has implications that go beyond quarterly results. Vivo, Telefónica’s local brand in the country, has earned more than 1,000 million euros net in 2025, 11.2% morewith an Ebitda of 41.7% that would make any European telecom company blush. Its 5G network already covers two-thirds of the Brazilian population and leads the market by number of customers. Brazil should no longer be considered an emerging market with potential: right now it is the most mature and profitable asset that Telefónica has. There is also a background reading that the results do not make explicit but that the context does suggest: the demand for data in Latin America is accelerating precisely now due to the pull of AI: more consumption in the cloud, more traffic, more need for infrastructure. Telefónica has sold its Latin American subsidiaries just when that market may be entering a new phase of growth. It is the big question that presumably no one at Telefónica wants to answer openly. Main winner? Brazil, without a doubt, but also Spain. The domestic business has broken a curse of almost two decades and is beginning to generate cash in a stable manner. That debt goes down, albeit slowly, while income goes up, is the combination that the market has been waiting for for years. Main loser? The United Kingdom. Virgin Media O2 (VMO2), the joint venture in which Telefónica has 50%, has registered net losses of 1,852 million euros in 2025 (up from £19m the previous year) following a goodwill impairment charge of more than £1bn. Its income has fallen 5.3%. And by 2026, the company itself expects service revenue to drop between 3% and 5% more, dragged down by integration with Daisy Group in May 2025. The British telecommunications market is in a price war that has no easy winners, and VMO2 has been sailing against the tide for some time. The big question. Murtra has shown the ability to clean up the balance and simplify the map. What has not yet been demonstrated is that Telefónica can grow organically and sustainably in its four key markets. Spain and Brazil are making progress, but Germany continues to be a story of pending consolidation and the United Kingdom is getting complicated. The plan is well designed. Now it’s time to execute it. In Xataka | We need more and more data centers. And Telefónica is building them in its old telephone exchanges Featured image | Telephone

In 1985 the most valuable company in the world had 400,000 employees. In 2026 the most valuable company in the world will have 40,000 employees

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36,000 employees. Is the approximate number of the template of what, today, is the most valuable company in the world: NVIDIA. It may seem like a lot of employees, but the figure takes on another dimension when we compare it to what was the most valuable company in the world, IBM, which once had a whopping 400,000 employees on its payroll in 1985. More inhabitants than many cities The IBM of the 80s needed a veritable army of employees to function. It reached its peak in 1985, with a total of 405,000 employees hired all over the world, a figure that exceeds the population of cities such as Alicante, Bilbao or Córdoba. Currently, large technology companies have enormous staff, but all of them are very far from what IBM was (except for Amazon which due to its global retail business, has a much larger staff). According to bullfincher datathis is the number of employees of the big tech: Alphabet (Google): 190,000 Microsoft: 228,000 Apple: 166,000 Goal: 78,000 NVIDIA: 36,000 The case of NVIDIA draws attention, which with only 36,000 employees stands out as the most valuable company of the moment. Right now its market capitalization is 4 trillion dollarsalthough reached 5 billion at the end of last year. And what about the money? But let’s get to the important thing: How much money did IBM generate with that workforce? They count in The Chip Letter that, in 1985, IBM brought in 50,000 million dollars, which adjusted for inflation it would be about 150 billion dollars. Let’s see how it looks compared to what big technology companies entered in 2025: Alphabet: 402.8 billion Microsoft: 281.7 billion Apple: 416,000 million Goal: 200,000 million NVIDIA: 130 billion (2024) IBM was a true giant in its time, but even adjusting for inflation, its income pales compared to what big technology companies earn today. The only exception is NVIDIA, which has not yet reported its results for 2025, so the figure is that of 2024. Still, if we compare the volume of employees, NVIDIA makes each employee much more profitable. We talk about $3.61 million per employee compared to $370,000 per employee in the case of IBM, almost ten times more profitable. Productivity has skyrocketed How have companies managed to maximize profitability per employee? The key is in digitalization and how it has boosted productivity. Already in 2013 there was talk that technology had made Productivity will increase by 480% since the 70s. If we go to the specific case of IBM and NVIDIA, the first was mainly dedicated to the manufacture of mainframe computers or mainframesa process that in itself was much more laborious, at a time when manufacturing more meant having more employees on production lines. NVIDIA is a company fablessmeaning that those who manufacture their GPUs are other companies like TSMC, and they also do it with much faster and more efficient automated processes. This leaves its 36,000 employees “free” to focus on chip design and architecture, allowing them to scale faster and with much less labor. However, there is something in which no technology company manages to surpass what IBM once was: its degree of transversal dominance. He kept around the 70% market share mainframes, But it was also a leader in minicomputers, microcomputers and the software that accompanied them, from databases to compilers. Image | Apple (edited with Gemini) In Xataka | Company CEOs say AI is saving them a day of work a week. Employees say otherwise

A company has filled a neighborhood with sidewalk outlets to charge electric cars. Their results are contradictory

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In 2022, a German company called Rheinmetall proposed a new charging solution: put outlets on the sidewalks. Trying to find solutions for those who wanted to jump to an electric or plug-in hybrid car but did not have a garage, the company proposed a system to charge on the same street, without having to go to an electric station. Three years later: we have the results. A pilot test. After receiving approval from the authorities, the company began a pilot in 2024 in central Cologne and Lindenthala residential neighborhood of the city characterized by its low and individual houses. Neighborhood where, by the way, you will find the status of the local soccer team. The idea is simple, you park on the sidewalk and on the ground, on the curb, you find a plug hidden in a cover. You scan a code printed on it and connect the car with your own charging cable for AC use. As if it were any other charging point, both ends are joined and when the payment is completed, it is passed through the use of a mobile application. The results. In general terms, the results have been good. According to the company, a total of 2,800 charging cycles were carried out in the pilot test in one year. On average, the cars recharged 18 kWh, which in the city means more than 100 kilometers of autonomy for an electric car and between 80 and 100 kilometers on the highway (depending on its efficiency). They point out that each day the plug has been used an average of twice a day and that its availability has been 99%, so there have hardly been any breakdowns. The figure is good if we compare it with the European and Spanish average. In our country, public outlets They are only used 1.5 times a day and, on average, each charger is only busy between 30 and 120 minutes a day in Europe. Customer opinion. The company has conducted a survey of users who have offered their point of view to the system. It included the score given by the drivers (five points maximum) and some notes, complaints or recommendations made by customers. In total, the system has obtained 4.38 points out of five. But, above all, they have received very positive evaluations among customers over 60 years old, who value the simplicity of the system. In addition, they highlight that the plugs have not been damaged by water and that vandalism or uncivil acts (such as not picking up pet excrement) have not been found to have been a problem when recharging. A curious solution is that the cover that hides the plug has been designed to open with a small push of the charging cable, allowing the customer to lift said cover without having to touch it with their hand. Good idea, with some cracks. They point out in forumelectriccars that one of the main problems with this type of charging points is the cost of the plug. Each one of them, which has refrigeration and air conditioning to improve charging, costs 5,000 euros, so it is a bad idea compared to a traditional home charger. Furthermore, if you want to get the most out of the system, it would be necessary to reserve space for these charging points on the street, so there is no difference with any other public charging point unless the street is filled with plugs. That is, as happens with public outlets that are not located at a gas station, the parking space is reduced to reserve spaces that are not always occupied. Other proposals. Public charging is one of the great challenges that the electric car represents. One of its advantages is to leave the house with a charged car or, at least, take advantage of its parking lot to fill its batteries since alternating current is slow and most of the time a car is stopped. The most obvious proposal is the electric stations, with a huge number of high-power plugs available. another is fill shopping and leisure centers with chargerssince a visit to fully recharge the battery can take days or weeks (depending on daily trips) without plugging in our car. With an average of 50 kilometers per day, a car that drives 500 kilometers of autonomy in the city has 10 days to go without plugging the car back in, just three days a month. But if we want to bring public charging to the city streets, Portugal, United Kingdom either Netherlands have been experimenting with public outlets on streetlights. The system is as simple as including sockets on the curbs but with the difference that the socket comes from a street lamp and does not require installation on the ground. The paradox of slow recharging. The problem with this type of recharge is that slow charging takes hours and hours with the car plugged in. If a socket charges our car at 7.4 kW of power, it will be necessary to spend about 10 hours to completely fill the battery of a 60 kWh vehicle, a small size that is on the border between those who want the car for an urban environment and those who want to dare to travel with him. Those refills They are interesting if the price is low But they require that, to get the most out of it, we have to leave the car parked there for an entire working day or an entire night. The system, therefore, is certainly inefficient in terms of servicing more than one car. To charge at this power, the data says that most electric car drivers charge at home. Outside of it, the customer usually chooses to recharge at higher powers. For example, a 50 kW plug can now fully charge a car in less than three hours, which is the time we spend watching a movie at the cinema. And on a trip, the most practical thing is usually to look for … Read more

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