growing

If Mercadona wants to continue growing, it needs to dominate the online channel. Now you have your first semi-automated warehouse

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Not everything is white label and pre-cooked food in Mercadona’s strategy. Although the Valencian company is transforming part of its stores in ‘merchants’spaces where customers can eat dishes already cooked in the supermarket, their commercial commitment also involves the opposite pole: attracting those families who choose to stay at home and make their purchases remotely. Only in 2025 the online channel reported 1.1 billion to the company, which explains why it has just released a new mega warehouse in Madrid with which he wants to revolutionize his distance sales. In fact, he calls it a “Semi-Automated Hive.” What has happened? What Mercadona just opened a warehouse in the La Atalayuela industrial estate, in Villa de Vallecas (Madrid), which aspires to mark a before and after in its online sales channel. The reason: although the Valencian chain already has six other similar warehouses, spread across Valencia, Barcelona, ​​Alicante, Seville and the Community of Madrid itself, where it manages another two in Getafe and Boadilla del Monte, none of them is comparable to the one in Vallecas. Why is it different? The other six “hives” (the name with which Mercadona refers to this type of warehouse) work with operators and machinery, but the one it has activated in La Atalayuela is the first semi-automated one in its network. That is, the new warehouse incorporates 70 robots that will be responsible for directly managing 2,700 non-perishable goods, which will in turn simplify the tasks that depend on the operators. “The worker no longer walks through aisles to locate the products, but rather the product arrives at the order preparation station,” clarify. Do we know anything else? Yes. The new warehouse does not only stand out for its operation, it also stands out for its size. Round the 32,000 square meterswhich makes it the largest “Hive” in the network managed by Mercadona. To build it, the company has invested 54 million euros and formed a staff of 700 people. Its objective is to be able to attend up to 5,000 orders per day, which would raise Mercadona’s total capacity in the Community of Madrid to 8,000 if the warehouses that already operate in Getafe and Boadilla del Monte are taken into account. The firm aims to cover 95% of the locations in the region this year. Why is it important? Because, beyond what it may mean for the service it provides in Madrid, the new warehouse also tells us about Mercadona’s strategy. The chain has been betting on its white label and the section ‘Ready to eat’which basically offers customers an assortment of already cooked dishes. The bet is going reasonably well: the latest data that has emerged shows that in 2025 the company will invoice in Spain 700 million of euros through this last route, a figure that rises to 3,000 million if the entire business of pre-cooked foods in the national and Portuguese markets is included. Although the online channel includes a section of “prepared dishes”the ‘Ready to eat’ section basically relies on face-to-face sales in stores. In fact, in some stores Mercadona even offers spaces with tables and chairs where customers can eat, just as if they were in a bar. The new Colmena aims at a different business niche: that of distance sales. And how are you doing in that business? In your latest annual report Mercadona revealed that in 2025 the “reinforcement” of its online purchasing model allowed it to increase turnover through that channel by 26%, surpassing the barrier of 1,000 million euros for the first time. To be more precise, the Valencian company was talking about a cash flow of 1,061 million euros thanks to both the activity of its “Hives” and the 218 physical stores that offer the service. In addition to opening warehouses, Mercadona has made two major improvements in this channel in recent years: it has enabled its website to make it accessible to customers with vision problems and it has incorporated Bizum as a payment method. Images | Mercadona In Xataka | In Spain, eating has become a procedure that must be quick and easy. And that is making gold for the supermarkets that prepare dishes

The advanced chip business is growing so fast that it cannot keep up

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ASML, the Netherlands-based company that makes the most advanced integrated circuit production machines, had planned to hire 600 new employees in Taiwan this year. Finally she was forced to revise upwards your hiring plan. In 2026 they will arrive at their facilities on this Asian island 1,000 new additions. Grace Wang, the vice president and general manager of ASML in Taiwan, has declared that this change has been brought about by the insatiable demand for chips for artificial intelligence (AI). ASML does not manufacture semiconductors, but its equipment extreme ultraviolet photolithography (UVE) are being used by TSMC, SK Hynix, Samsung, Intel and Micron to produce the advanced integrated circuits that data centers demand. Especially CPU, GPU and HBM type DRAM memories (High Bandwidth Memory or high bandwidth memory). In fact, this company alone occupies the first link in the global chip manufacturing chain because it is the only one that produces EUV lithography machines. Be that as it may, Grace Wang’s declaration of intent responds to an unappealable reality: Taiwan is the industrial heart of this Dutch company. ASML manufactures components on this island and assembles UVE lithography equipment which it subsequently delivers to its local customers. These operations are also carried out in the Netherlands, but there are two compelling reasons why Taiwan is enormously relevant to ASML’s business: its best customer and its biggest focus on its global customers reside there. TSMC is ASML’s largest customer A determining factor that is promoting ASML’s expansion in Taiwan is its close relationship with TSMC, the largest manufacturer of integrated circuits of the planet. The operations of this company on the island currently generate 8.3 billion eurosa quarter of ASML’s global revenue. And much of that money comes from the coffers of TSMC, which is building new advanced semiconductor production plants in Taiwan, Japan, Germany and the US. ASML is building a facility in New Taipei that costs about $954 million. However, ASML’s Taiwan branch is not just hiring more staff (it currently has 4,500 employees on this island); is also building a new facility in New Taipei that costs about 954 million dollars. Their plan is for this plant to begin operating before the end of 2026 and to house about 2,000 employees in its initial phase. We still don’t know for sure what this factory will do, but it will probably combine component production, EUV machine assembly, and technical support to customers, primarily TSMC. ASML’s infrastructure in Taiwan is distributed between two cities with very specialized functions. Linkou is responsible for reconditioning chip manufacturing equipment, producing grating manipulators for deep ultraviolet (DVP) machines, and cleaning UVE collectors. Tainan, however, serves as a large global customer service center. And in a few months, as we have just seen, the New Taipei plant will be ready. The future of ASML is promising even though US sanctions They prevent it from selling its most sophisticated machines to its Chinese customers. Image | ASML More information | DigiTimes Asia In Xataka | The chip of the future comes from Japan: it is 1,000 times faster than current semiconductors and does not heat up

Separations between people over 50 are growing. And there are two words that explain it: gray divorce

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The term may be striking, but one thing must be recognized: it does not leave much room for misunderstanding. The “gray divorces” They are neither more nor less than that, separations carried out by couples with gray hair, spouses who are over 50 years old and often have been married for several decades. Until not long ago they were a relatively strange phenomenon; But as the population pyramid widened at its upper end and society changed, they have gained weight. So much, in fact, that there are already experts investigating its causes to understand them better. New times, new trends. Divorces with last name. There is nothing written about love. About heartbreak, either. There are those who end their marriages just a few years after saying “I do”, those who do so after decades and those who sign the divorce papers after the age of 60, when both spouses have gray hair. Sociologists and academics specialized in demographic phenomena have even given the latter a name: “gray divorces”. The term is not entirely new. In 2004 I used it and to the American Association of Retired Persons (AARP) and in 2012 researchers from the Bowling Green State University They even spoke of a “gray divorce revolution”, but since then it has attracted the attention of more and more experts. Today the expression is replicated in a good number of essaysincluding a extensive article published in 2024 in Sage Journal and that seeks to investigate its causes. A rising phenomenon. It takes reviewing some figures to understand that interest. In the US, the divorce rate among adults at least 50 years old has more than duplicate in a matter of two decades to the point that in 2010 almost 25% of separations could be considered “gray divorces”. Some experts have detected that their incidence has stabilized over the last decade or that they have even decreased after the pandemic, but still almost 40% of the people who decided to dissolve their marriages in the US in 2022 were still over 50 years old. Beyond the USA. The phenomenon is not exclusive to the US. The INE also leaves some brush strokes interesting about what is happening in Spain. For example, almost a third (31.8%) of divorces made official in 2024 were carried out by couples who had been married for at least two decades. Another key fact is that, although the highest number of separations occurs between spouses who are in their forties (40 to 49 years old), the average age at which they decide to follow different paths has not stopped growing in recent years until it is approaching 50. Among men it is already close to 49 years old. In general, the INE estimates that over the last three decades, senior divorces, between couples over 50, have skyrocketed by around 40%. Accented from 65 onwards. “Divorce in old age is increasing in the Western world, even in family-oriented societies like Israel, in which the most common family status for older adults, aged 60 or over, is to be in a long-term heterosexual marriage with adult children,” a group of researchers from the University of Haifa reflected a few months ago in an article focused precisely on the drift and causes of gray divorces. In their analysis, they also see a particularly marked increase among couples with members who are 65 or even older. Average age of spouses at divorce (YEARS) Women Men 2015 43.8 46.3 2016 44.2 46.7 2017 44.8 47.2 2018 45.2 47.6 2019 45.5 47.9 2020 45.6 48.2 2021 45.5 47.8 2022 45.9 48.4 2023 46.2 48.7 2024 46.6 49 And why do they separate? The big question. And there is no single answer. The first and obvious thing is that not only those who get divorced have changed; society itself has done it, increasingly older in regions like Europe or the US. Considering that the average age of Americans has gone growing gradually since the 1970s or that the population over 64 years of age hasn’t stopped to gain weight, it makes sense that there are also more and more divorces involving couples who have blown out all 50 candles. life expectancy has been stretched Furthermore, which broadens the life horizon of couples. “Your ability to enjoy has improved”. “In these societies, older adults enjoy relatively good health and functioning, and these conditions have improved their ability to enjoy life,” they add the Halifa researchers, who point both to the transformations of the population pyramid and at the cultural and social level. “Later-life divorce is increasing due to changes in marital and family structures and demographic trends.” Although that is the general framework, there are those who appreciate important nuances. After observing a slight drop in divorce rates among couples aged 50 to 60 from 2022, a study Recent research from Bowling Green State University raises an interesting reflection: gray divorces could be “largely” a phenomenon associated with couples Baby Boomersformed by spouses born around the middle of the 20th century. One process, two phases. During your studio Researchers at the University of Halifa discovered something else: they concluded that divorces that occur after the age of 50 or even in old age are usually the result of a “complex” and long process, lasting several years, during which two well-differentiated phases can be identified. “The first, continuous and prolonged, is that of staying together despite the distance. The second captures the moment of the final decision to separate, with a point of no return or inflection and several accelerating factors in the background.” The experts too have identified two large layers in divorces between older couples: the “interpersonal” and the “demographic”, such as increased life expectancy. Of the two, the most curious are the first, since – the researchers highlight – they do not differ much from the reasons that lead younger couples to break up: distancing, infidelities, health or financial problems, poor communication, behavioral changes or an imbalance of roles in the home. Second … Read more

We have been growing rice for 9,000 years under the same thermal rule. We’re about to break it forever

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The rice It is not just another cerealbut it is the fundamental pillar that supports the diet of more than half of the world’s population. For millennia, humanity has relied on its ability to thrive in different latitudes and feed entire civilizations, but now we are about to bring this ancient crop to to unknown territory due to the increase in temperatures we are experiencing. They are documenting it. Rice has a limit to the conditions it can withstand in order to thrive, and science has sounded the alarm by pointing out that the thermal tolerance of rice has remained practically constant for the last 9,000 years, but now, in a matter of decades, we are about to break this barrier. A thermal limit. The research work has focused mainly on cross-referencing archaeological data from millennia ago with contemporary records of cultivation and future climate projections. In this way, after tracing the evolution of rice cultivation over the millennia, researchers discovered that its historical limits have barely changed. This means that ancient civilizations planted rice under temperature conditions surprisingly similar to the maximum temperatures supported by the current varieties we use. This is why the bug, evolutionarily speaking, has not adapted to extreme heat that it had never experienced before. The increase in temperature. The study estimates that, towards the end of the century, the geographical area that will exceed thermal thresholds could multiply between 10 and 30 times in the main rice-growing countries of Asia. This means that the regions that are now the world’s rice granaries could become biologically hostile to the plant, not allowing it to grow. The first cracks. It is not necessary to go to the year 2100 to see the effects of this crisis, but thermal stress is already affecting rice fields. This is evidenced by a recent study that analyzed the practical cultivation of rice in China and showed that global warming is already altering the rules of the game. According to this workthe increase in temperatures is causing alterations in the life cycles and flowering of the plant, in addition to a worse use of the thermal resource in several of the most important rice-growing areas of the Asian giant. In other words: extreme heat is desynchronizing the rice’s biological clock, making the plant less efficient at growing and producing grain. Its consequences They do not focus only on withered plants, but also translate into a drastic drop in production globally. Already in 2017, published research warned of plausible rice yield losses under future climate warming, and now we are seeing that the hotter the heat, the less grain per ear. The social problem. Something to keep in mind is that, although the increase in atmospheric carbon dioxide can increase plant growth, the reality is that its effects are distributed tremendously unevenly. Here science warns that these climate alterations are increasing the achievement gap between low-income and middle- and high-income countries. This also means that, while the richest nations will be able to invest in new infrastructure, cooling systems for crops or genetically modified varieties to be more resistant, the nations most dependent on rice will suffer the onslaught of production losses without being able to do almost anything. Race against the clock. A priori, we cannot trust that the natural evolution of rice will save us, because if we look back, we will see that if the thermal limit of the crop has not changed in 9,000 years, it will not do so magically in the next five decades. This means that alternatives must now be considered to save the most basic food or even prepare for a restructuring of agricultural areas in Asia. In Xataka | Spanish rice is discovering that there is something worse than droughts and pests: rice from Myanmar and Cambodia

Mercadona is growing more than ever and still has the capacity to grow more. The game is played in the north

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He who leads always leads, even if he does not always lead the same way. It sounds like a tacky tongue twister, I know; but that phrase sums up well the place that Mercadona occupies in the national distribution sector. We have been repeating for years that the Valencian chain is the one that takes largest portion of the “pie” of the sector, with a business quota 27% at the state level, but that reality is not equally forceful throughout Spain. For example, in Levante its footprint skyrockets to almost 34% while in the northwest it remains at 18.2%, only three points above its most direct competitor in that region, Eroski. What does that mean? That there is a part of Spain in which the company has ample room for growth. And in a way the Duero marks it. The general photo. Whether or not you are satisfied with your commercial offer or corporate strategythere is something that cannot be denied: Mercadona has known how to play its cards well. The company led by Juan Roig has managed to gain a share in its sector that is close to 30%. And that the distribution is not un simple business in Spain, where the super regional and ultra low-cost. NielsenIQ estimates that by the end of 2025 that footprint was 29.5%0.3% more than in 2024. Worldpanel by Numerator lowers it slightly until it is in 27%. In any case, the reading is the same: the Valencian company clearly dominates, comfortably ahead of its most direct competitors, Carrefour and Lidl. It has even made a more than respectable place for itself in the portuguese marketwhere it has carved out a 7% distribution share in just a decade. Paying attention to the map. The above will surprise few. What is striking is that just revealed Expansion based on data from Worldpanel by Numerator: Mercadona may be the sector leader in value share, but that dominance is not equally solid throughout Spain. Its great fiefdom is in what the consultancy calls ‘Levante’, an area made up of the Valencian Community, Murcia and Albacete. There its share reaches 33.6%. Not only is it the highest percentage in the entire Spanish geography and it is seven percentage points above the chain’s national share. It also doubles the mark of its main competitor, Consum, which remains at 16.8%. The ‘photo’ It is completed by Carrefour, with 7.9% of the pie, Lidl (5.2%) and Family Cash (2.9%). Are there more cases? Of course. The other region in which Mercadona has gained the largest share in value is the Canary Islands, with 31.9%, ten points above the next chain on the list, Dinosol (21.1%). In the ‘South’ territory (Andalusia and Badajoz) the firm’s footprint also exceeds 30% (31.5%). The results of Mercadona are equally strong in the ‘Central’ region (Madrid, Cáceres and part of Castilla-La Mancha, Castilla y León and Aragón), where it reaches 27.5%, and ‘Northwest’ (Catalonia and the rest of Aragón), with 26.2%. In all cases the same photograph is repeated, replicated in the areas of Madrid and Barcelona: Mercadona far surpasses its main territorial rival. The northern redoubt. The really interesting thing is, however, in the northern Atlantic and Cantabrian seas. The Worldpanel data by Numerator They show that Mercadona is still a leader there, but in a much less emphatic way. First because its quota is much lower than that held in Levante or the Canary Islands. Second, because it does not maintain much of an advantage over its competitors. The most revealing case is the ‘North-Central’ (Cantabria, Navarra, Palencia, Burgos, La Rioja and the Basque Country), a territory in which Mercadona’s footprint is 19.1%. It is enough to be dominant, but it is only one percentage point behind Eroski (18.1%). In third place is Carrefour (9.8%). It is a scenario similar to what we find in Galicia, Asturias and León, what the consultancy calls ‘Northwest’. Mercadona registers its lowest share in that region, 18.22%. Second place is once again occupied by Eroski (15.1%), followed by Gadisa (10.1%), Carrefour (6.8%) and Alimerka (5.8%). Click on the image to go to the tweet. Why is it important? Beyond the fact that these percentages help us better understand how the company is distributed and how it has managed to dominate the market at a national level, the regional results from Worldpanel by Numerator leave an interesting reading about Mercadona: its future largely passes through the north of the peninsula, where it has greater room for growth. When we decide where to make the purchase, we not only evaluate the prices and variety of the assortment, we also take into account factors such as proximity or more subjective values ​​such as taste or loyalty to a brand. Together they form a ‘barrier’ that determines how far a company’s share can go. At the moment Mercadona has managed to extend its footprint nationwide to 27%. It is not unreasonable to think that even has not hit the ceilingbut the fact that in the northwest area it is only 18.2% and in the Cantabrian Sea it is around 19% suggests that in those territories the margin for growth is much broader and clearer. Not everything is advantages. No, of course. The data published by Expansion They also reveal that the leadership of the Valencian chain is much weaker in the northwest and the area made up of the Basque Country, Navarra, La Rioja and the north of Castilla y León, where it is only one point ahead of its regional rival, Eroski. This makes it easier for them to be overtaken and to see their position threatened. After all, Mercadona has not been established throughout the country for the same amount of time. In Vigo, without going any further, I only had two stores in mid-2013. And that is a city of almost 300,000 inhabitants, the largest in the entire northwest of the peninsula. If it wants to establish itself, Roig’s company will have to erode the share of … Read more

TVs have not stopped growing. LG now has a range that reaches 115 inches, although the key lies elsewhere

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If anyone had doubts about where the television market is moving, just look at the size of the models that are gaining ground in stores and in catalogs. We have been seeing inches rise relentlessly for years, and the data reinforces that impression. The size of TVs in Europe has been growing at an average rate of 1.2 inches per year. Therefore, when a brand like LG now shows a 115-inch TVwhat we see is not an isolated extravagance, but the most recent expression of a very clear trend. The South Korean brand has presented its new QNED evo Mini LED 2026 range in Europe, a family with which it wants to reinforce its presence in the high-end LCD/LED televisions. We are not talking about a single eye-catching model, but rather a line designed to cover different sizes and uses within the home. So we see a movement that does not seem to be limited to a market trend, but rather to turn it into a broader product proposition. Not everything in this range revolves around size If the size is the first thing that catches your attention, the technical sheet is what really supports the discourse of this range. According to LG, the new QNED evo Mini LED 2026 are based on Dynamic QNED Color Proin Precision Dimming Ultra technology and in the Alpha 8 Gen 3 processor to elevate color, brightness and contrast, especially on large diagonals. The underlying idea is clear: that the image does not lose strength as the panel grows. The company also adds features such as AI Super Upscaling, AI Picture Pro and Dynamic Tone Mapping Pro, while the sound is in the hands of AI Sound Pro, which promises a virtual 11.1.2 channel experience from the integrated speakers. All this technical deployment is not fully understood until we bring it down to real use. LG presents this range as a proposal designed for those who want to set up a more versatile system at home, whether to watch movies, follow sports or play games. This includes features such as VRR support up to 165 Hz on the 115-inch model, AMD FreeSync Premium, ALLM and a Motion Booster that, according to the brand, can reach 330 Hz on compatible models. On paper, these are serious credentials for anyone looking for fluidity and quick response, although the final experience will depend, as always, on how these televisions perform outside of the release. LG presents this range as a proposal designed for those who want to set up a more versatile system at home, whether to watch movies, follow sports or play games. But if we have learned anything in recent years, it is that a TV no longer plays everything on the panel. It also matters, and quite a bit, what happens when we start moving through its menus, its recommendations and its day-to-day functions. This is where webOS 26 comes in, the platform with which LG accompanies this new range and on which it mounts tools such as Voice ID to recognize profiles, AI Concierge to launch contextual suggestions and functions such as Sports Portal or Sports Alert to follow matches, schedules and results without leaving the ecosystem. Add to that multi-AI capabilities powered by Google Gemini and Microsoft Copilot. It is also convenient to place this family in its context, because here we are not facing the highest proposal in the entire catalog of the house. Within LG, the QNED evo Mini LED 2026 line is placed in the high range of LCD/LED televisions, just one step below OLED, which continues to be its great premium showcase. That nuance matters because it helps understand what the brand is trying to do with this renewal: offer an ambitious alternative for those who want large screens, advanced functions and a clearly premium profile without necessarily entering the OLED field. Furthermore, the range is not reduced to a single format, but is deployed in various models and diagonals to adapt to different living rooms. However, there is an important part of this story that remains open. LG has said that Spanish users will be able to access this range in the coming months, but for now the new QNED evo Mini LED 2026 line It does not yet appear in the LG Spain catalog. This means that we still have no official prices and no more specific commercial date for our market. What this announcement does make clear is the direction that the South Korean firm wants to take: accompany the growth of inches with a proposal loaded with technical arguments. The rest, including their real reception, will begin to be measured when these televisions can be truly purchased. Images | LG In Xataka | Blue was the problem: how PHOLED technology can end burn-in on OLED screens

The Seville Fair is growing so much that it is no longer just the great macro event in Andalusia: it is the ‘Coachella castiza’

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The Seville Fair wants to grow. And it is understandable. A year ago, when he announced his plans to tug to the fairgrounds, the mayor of Seville already warned that although right now the quote adds up to around a thousand booths There are many other applications waiting. Added to this enormous demand is the tourist success of the event, its ability to attract thousands and thousands of visitors and its economic potential, which translates into a trickle of million euros. There is, however, an even greater merit than Seville can boast: its fair is emerging as the largest macro event of Andalusia, a sort of traditional Coachella that grows while other fairs in the region stagnate or even decay. A ‘pure Coachella’? Yeah. The expression may seem shocking, but saving the obvious distances between the Californian event and the one in Seville, the truth is that both events share some parallels. The first and most obvious are the dates. The second. that both one and the other have become macro events referential, capable of attracting thousands of visitorsgenerate a millionaire business and above all overshadow other quotes of a similar nature. In a way, it also confirms a trend that has been taking shape in a more or less diffuse way in recent years: the festival calendar is polarizing between massive events, such as the April Fair in Seville, capable of attracting crowds and, above all, being promoted thanks to the tourismand others micro events with a much more modest, specialized and local approach. Between both categories there is an increasingly eclipsed dating ‘middle class’. Question of fairs and magnetism. Andalusia leaves a good example of the above. Although many more fairs are held in the region, such as Our Lady of Health in Córdoba (May), the Sherry horse (May), the Corpus Christi of Granada (June), the Malaga fair (August) or Saint Luke of Jaén (October), the one in Seville is probably the one that has achieved the greatest impact. And that is something that can be measured in two ways: through social networks, where it has become an viral phenomenonand in figures of both attendance and business generated. To confirm the first comes with taking a walk through Instagram or TikTok, where the fair has been gaining weight converted into a unifying and touristic event. Beyond the party, for Sevillians it is an opportunity to show their national pride. For those who live far from their cultural code, especially for visitors, it is an exotic event. Question of figures. Regarding the second, the figures are overwhelming. Last year the Seville City Council estimated in 2 billion of euros the economic impact of the fair, a figure largely justified by the high hotel occupancy (and the average price of accommodation) that Seville reaches on those days. Some sources slide This calculation also includes Holy Week, which is celebrated shortly before, but even so the figure is more than considerable. Regarding the volume of visitors, in the last few years The influx at Real de Los Remedios, the place where the fair is held, has been estimated at three million of people. As a reference, in Malaga they calculate that the shows at their fair attracted around 966,000 visitors. The event is in fact so attractive that in Madrid they have already promoted an initiative to organize its own April Fair, a macro event which aims to attract around 800,000 visitors. Fairs that grow… and fall. Aside from the visitor balances, hotel occupancy or business estimates, there is an interesting fact to understand the thrust of the Sevillian fair. Last year the City Council confirmed his plans to give it a ‘growth spurt’, providing the Real de la Feria with new streets and 220 extra booths. The reason? “Currently there are almost a thousand booths and there are another thousand applications from people waiting,” explained the first mayor, José Luis Sanz. The Seville City Council is so determined to undertake the expansion that the project has even caused a little crisis with the Government, owner of the land. The scenario contrasts with that experienced, for example, by the Córdoba Fair, which this year will feature 82 booths. This is relevant information because, as remember theDiaryare four less than in 2025 and mark a historical minimum for the event. New proof that the calendar is increasingly divided between celebrations supported by tourism and others with a more local focus. Images | Laura Liñán Jaén (Flickr) 1 and 2 In Xataka | Recording drunk people at the April Fair has become a tradition. The fines for doing so are not so fun.

Shopping centers seemed condemned to agony. The reality is that they do not stop growing with million-dollar investments

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The outlook looked bad. Very badly. The competition from online commerce, the change in consumer habits, the pressure that platforms such as Netflix or Amazon Prime were beginning to exert on cinemas and (as a cherry on top) the blow that the pandemic dealt to crowded spaces led some analysts back in 2020 to announce the “apocalypse of the “retail”. The ‘shopping center’ model, so prosperous in its day, seemed exhausted. After all… Who would want to go shopping with Amazon or pay for a movie with Netflix at home? Time has shown that those predictions were wrong. Apocalypse of retail? Today it may sound strange, but there was a time (not so long ago) when could be read frequently about the “apocalypse of the retail” in the press. Not all analysts saw it clearly and there were even who warned that the formula, imported from the United States, was not transferable to a market like the Spanish one, much less dense than the American one, but the logic seemed overwhelming: with the ecommerce growing and platforms like HBO or Amazon stomping in leisure, weren’t shopping centers doomed? The answer is no. On the contrary. A magnet for large investors. In 2025, the sector already showed signs of its good health by starting the year with five purchase and sale operations or transfers underway that amounted, in total, to about 1 billion euros. That was the first proof that shopping centers still awaken investor appetite, but that attraction appears to have strengthened. elEconomista.es publishes today a chronicle in which he slips that, a priori (and at the expense of what occurs at a macroeconomic level) the sector is aiming for a year of record investments. To be more precise, the newspaper speaks of operations worth about 3 billion of euros, an estimate that comes from the Colliers company. Beyond the forecasts and predictions, the data already closed for 2025 confirm that large commercial areas are experiencing a moment that has little to do with an economic “apocalypse.” In 2025 they will monopolize 59.5% of all the investment directed at retail, which translates into 1,484 million euros out of a total of 2,494 million. Not only is this a high figure, it far exceeds the capital allocated to other popular commercial formats, such as retail parks (352 million euros), small stores (524 million) or supermarkets (135 million). Is it the only sign? No. There is more. And they confirm that investors seem increasingly willing to bet on commercial areas in search of profitability. Its investment flow has been chaining increases for several years, which has allowed it to go from 406 million which it managed in 2022 to 1,484 million in 2025. Furthermore, the map of large stores continues to expand throughout the country. a few days ago The Newspaper revealed that, if nothing goes wrong, by 2028 Spain will add 28 new commercial parks with a total gross leasable area (GLA) of around 626,079 square meters. To these are added eight planned shopping centers that will reinforce the commercial park with 308,500 m2. Going down to detail. The list includes projects as ambitious as Valdebebas Shopping (Madrid), Infinity (Valencia), Breogán Park (A Coruña), Sur Córdoba Shopping (Cordova), Promenade Lleida (Lleida) or Metropolitan (Madrid), among others. “The majority of the spaces planned for the next three years are 20,000 m2 or less, that is, small or medium-sized, so their promotion and development is easier,” explains Eduardo Ceballos, from the Spanish Association of Shopping Centers and Parks (AECC). Greater than what was invested in new facilities are the funds dedicated to renovations. A percentage: 6%. That capital flows to shopping centers is no coincidence. According to shared data by the AECC in February, the sector closed 2025 with growth in both visits and billing. Specifically, the association estimates the increase in footfall in shopping centers and parks at 2.4% and a 6% increase in sales. Translated into hard and fast figures, that means 1,995 million consumers and just over 58,500 million in sales. The increase was largely possible thanks to restaurants (+10.8%), followed by the sale of clothing and accessories (+6.9%). Pre-pandemic levels. In AECC internal code assures having registered 32 purchase and sale operations of shopping centers and parks for a total of 2,000 million euros, which places the industry at 2018 levels, prior to the pandemic. The operations carried out by Bonaire, Parque Corredor, Intu Xanadú, Espacio Mediterráneo and Ballonti stand out above all. According to calculations by the sector’s employers’ association, right now in Spain there are around 592 shopping centers totaling 16.9 million m2 of GLA, a figure that is explained by the creation in 2025 of 132,000 m2 thanks to five new projects. Why this interest? The big question. If the factors that not so long ago made analysts fear an “apocalypse of the retail“have not disappeared (on the contrary, the ecommerce keeps growing), why are new shopping centers still opening? Why in 2025 have we visited them more often and spent more money on them? Why the hell do they attract million-dollar investments? For Ceballos One of the keys is the format’s demonstrated ability to adapt to local markets. At the end of the day, large stores continue to play with the trick of combining commerce, hospitality and leisure, also adapting to each market, which explains why the centers hold out while other more rigid surfaces (in the case of hypermarkets) they are in the doldrums. In full reinvention. Another key is that commercial centers and parks have not stood idly by. Maybe the context has changed, but they they have also done itespecially in the most disputed markets, where it is not unusual to find areas that have pivoted towards a clear commitment to luxury, big brands, the outlet concept or the leisure and restaurant offering. Increasingly, shopping centers are becoming less “commercial” and more “experiential.” What they seek is to guarantee experiences, to show themselves as spaces to be lived, marking distances with … Read more

There is a lot of criticism of Cruzcampo in half of Spain, but it is one of the few breweries that are growing right now

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Heineken has announced an epoch-making global adjustment: up to 6,000 jobs will disappear amid a series of drastic cuts and a simplification of the structure around the world. All over the world? No, a village populated by irreducible Sevillians still and always resists the crisis in the sector. Despite the alcohol crisis and the general joke, Cruzcampo endures. The question is why. A market in recession. The beer market he is not living his best moment in Spain: per capita consumption fell from 55.5 liters to 52.8 in 2024. And, in fact, if it holds up it is thanks to the 90 million tourists who visit us every year. This is very clear when we see what is happening in the mass consumption sector: the sum of inflation and the boom of private labels (or distributor) has meant that, for the first time, commercial brands do not reach 70%. Faced with this, Heineken Spain is going like a shot. Cruzcampo (and the rest of the group’s brands) have managed to fight very well on several fronts: they have been leaders in share gain in the food channel (a growth of 0.8 in 2024), but they have also managed to position themselves in the premium sector (under the idea that they do not sell beer, but moments). Furthermore, we must not forget that Spain is one of the markets where the sin and 0’0 have the greatest power with up to 14% of total consumption. And, in that context, Cruzcampo is one of the greats: the first beer with lemon (one without for all intents and purposes) was the shandy of the brand and it came out, pay attention to the fact, in 1986. And not only that: Cruzcampo has become international. In the United Kingdom the figures are clear: Sevillian beer managed to find its way into one of every four bars and nine of every 10 supermarkets (always according to Heineken itself). It is not the only one, of course: Mahou or Estrella Galicia are in the same play. And the results are clear: imports of Spanish beer into the UK have grown by 155% in ten years. He who laughs last laughs best. Because we already know that Cruzcampo has become a meme and there is half of Spain that prides itself on rejecting it on an identity level. And yet, at the brand level Cruzcampo already appeared as the only Spanish one that rose slightly in value in a Brand Finance ranking. Something is happening under the radar: it is the spearhead of a group that is gaining momentum because it is growing right where it needs to grow. Image | Adam Jones In Xataka | A German abbey had been producing one of the oldest beers in the world since 1050. Now it has had to be sold

Something dark keeps growing in the Greenland ice. And it’s melting the frozen mass at an unexpected speed

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Greenland was for centuries synonymous with immobility, a territory that seemed oblivious to the passage of time, protected by an ice sheet so vast that even polar explorers could see it. like something eternal. From the first Inuit settlements to the European expeditions of the 19th century, the island was more a symbol of resistance than change, a place where the landscape imposed its own rules. Precisely for that reason, any alteration On its surface today it has a historical weight that goes far beyond what appears at first glance. A dark spot on the ice. Something seemingly insignificant is growing on the immense Greenland ice sheet, but with a disproportionate effect: microscopic algae that dye the snow green, red or grayish brown and reduce its ability to reflect solar radiation. In a warming Arctic up to four times more faster than the rest of the planet, this so-called “dark zone” accelerates the loss of hundreds of billions of tons of ice each year, directly contributing to sea level rise and adding a new layer of complexity to an already destabilized climate system. Dust, nutrients and a cycle. counted the new york times last week that much of the latest research shows that the wind blows phosphorus-rich dust from the rocky fringes discovered on the margins of Greenland into the ice, fueling algal blooms. Here’s the crux of it all, because as the ice melts, also releases trapped nutrients for decades or centuries in its deep layers, creating a kind of vicious cycle: one where more melting releases more food, algae proliferate, the ice darkens and melts even faster. This mechanism, time and time again, turns warming into a self-accelerating process that is difficult to stop once it has started. The measurable impact of a microscopic phenomenon. In southwest Greenland, one of the fastest melting regions, algae already explain about 13% of runoff water generated by summer thaw. In fact, studies published in journals such as Environmental Science and Technology and Nature Communications have shown that even minute amounts of phosphorus and nitrogen, released from the ice or transported through the air, are enough to sustain these biological communities, suggesting that the phenomenon could extend to areas much wider of the cap. A climate problem. Plus: ice darkening does not occur in a political or economic vacuum. The retreat of sea ice around Greenland is opening new sea routes and facilitating access to mineral, oil and gas resources, increasing the strategic interest for the region. Any additional industrial activity could release, for example, soot and particles that further aggravate the darkening of the ice, accelerating a process that, in the worst case scenario, could contribute to a global rise in sea level of up to seven meters if the ice sheet completely disappeared. What is known… and what is not yet. The scientists match in which algae are not the cause of global warming, but rather a consequence which amplifies its effects, while underlining that the root of the problem continues to be the burning of fossil fuels on the planet. However, it is still unknown precisely to what extent this “dark spot” can expand and how to integrate your impact in sea level rise models. Meanwhile, Greenland seems to offer us a most ominous warning (another one): that even the smallest changes, those invisible to the naked eye, can tip the balance of one of the largest and most fragile systems on the planet. Image | Jenine McCutcheon/University of Waterloo In Xataka | Why we find 50,000 meteorites in Antarctica if they fall the same all over the planet: ice has the answer In Xataka | Antarctica launches its “Doomsday Vault”: a sanctuary at -50 °C to save the memory of the glaciers

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