El Corte Inglés leaves this top LG laptop with 1 TB and 32 GB of RAM at more than half the price

If you were looking for a very top laptop to work, study or even play, we have found a very interesting offer during the “Save the VAT” campaign of El Corte Inglés. It’s about this LG gram 14Z90Sa 2024 model but still a very good purchase option. Although when entering the product page, it appears available for 881.06, everything seems to indicate that it is a price errorsince when the product is added to the basket, it costs 1,078.33 euros. However, it is a good offer, considering the LG official websitethis laptop is available for about 1,200 euros (similar price to what it has in other stores). Furthermore, before, this device cost 2,649 euros, so now you can take it with almost 60% discount. LG gram 14Z90S-G.AD78B laptop, Intel Core Ultra 7-155H, 32GB, 1TB SSD, 14″, W11 The price could vary. We earn commission from these links A very top laptop at a totally unbeatable price now The screen of this ultrabook of the Korean firm is one of its main hallmarks. It is of type 14 inch IPSs with a resolution of 1,920 x 1,200 pixels and anti-reflective treatment. In addition, it features a 16:10 format and a wide DCI-P3 color range of 99%. Your brain is the processor Intel Core Ultra 7-155Hwhich is accompanied by 32 GB RAM and internal storage SSD of 1 TB. In the graphics section, it comes with an Intel Arc graphics card, which will allow you to work with 4K UHD content with maximum fluidity. This laptop is ultralight, so It only weighs 1.1 kgso you can carry it comfortably anywhere backpack. In addition, its battery is another of its highlights, as it offers a range of up to 29.5 hours. You may also be interested in these accessories ZINZ Slim and Expandable Laptop Backpack The price could vary. We earn commission from these links BENFEI Laptop Stand with Docking Station USB C 7 in 1 The price could vary. We earn commission from these links Some of the links in this article are affiliated and may provide a benefit to Xataka. In case of non-availability, offers may vary. Images | LG In Xataka | This is the gaming tower that I would buy. The computers with the best quality-price ratio for gaming recommended by Xataka In Xataka | Best gaming laptops: which one to buy and eight recommended computers from 770 to 3,000 euros

Olivier Blume is the CEO who has piloted Porsche’s jump to the electric car. Now he leaves with a message: “we were wrong”

Porsche is going through difficulties. To display data: Its profit margin has plummeted to 0.2%. Its sales are clearly declining and it has encountered the worst possible scenario in Europe, China and the United States. Now, Oliver Blume, who has been its CEO for a decade and has piloted the transition to electric cars in the company he leaves. And it does so with a painful message. “We were wrong”. This is what Oliver Blume has pointed out outside of Porsche in an interview with the German newspaper FACE: “Our strategy was to offer sports cars with internal combustion, hybrid and electric engines in each of our three segments, but not for all models. We were wrong with the Macan. With the data and market studies available at that time (late last decade), we would make the same decision today” The statement refers to the complete electrification of the Porsche Macan. A car that, like we count on Xatakaruns like a shot and maintains all the quality and touch of the company but has to deal with the backpack that Porsche, at the time, offered that same car with a V6 gasoline engine. Why does an electric car have less autonomy than advertised? Today the Porsche Macan is an exclusively electric car that, in addition, was delayed countless times as a consequence of creating a platform with an expiration date for this model and the Audi Q6 e-tron. A solution that only created more chaos and difficulties to an internal development that was prolonged to the point of being one of the reasons that removed Herbert Diess, then CEO of the Volkswagen Groupfrom the company. A perfect storm. In favor of Blume it must be said that Porsche has encountered a perfect storm. And this is reflected in the statements to the German newspaper: “The Chinese luxury market has plummeted by more than 80% in a very short time. In the United States, we face high tariffs. These two markets each account for more than 50% of Porsche sales” European luxury brands are having serious difficulties in China. It has been difficult for them to understand a market that has turned its back on them and that has changed his tastes. What was once a sign of quality has become an obsolete product. Now, luxury chinese cars navigate rivers, break speed records and they are filled with screens. “It was just an electrified Porsche. That’s all,” a Chinese customer pointed out to Bloomberg to express his disappointment when getting into the Porsche Taycan To this we must add that the tariffs that the United States has raised for the entry of vehicles from Europe have been a very harsh punishment for the Volkswagen Group and especially for Porsche, which distributes its production between Germany, Bratislava and Malaysia. There is no good option when it comes to putting cars in a very important market for Porsche and much more interesting than China or Europe if we take into account the drop in sales in the former and the position in terms of emissions in the latter. Already in July Porsche’s operating profit was estimated to fall by 67%. Not very flexible. In his interview, Blume acknowledges that they were not very flexible. Buoyed by the enormous success of the Porsche Taycan, the company decided it had to electrify its best-seller. With the numbers in hand, it seemed that converting the Macan into a purely electric car was a good idea to reduce emissions and avoid fines. Over time it has been proven that it was a bad decision. The European Union has made fines more flexible, delaying the accountability of manufacturers from 2030 to 2032 when the Volkswagen Group will have greater room for maneuver to cover Porsche’s presumed excess emissions with greater electric sales of Volkswagen, Audi, Skoda or Cupra. Furthermore, they leave the door open to a future of very expensive combustion cars from 2035what gives life to an even more expensive and exclusive Porsche 911. Without understanding the public. But, furthermore, everything indicates that they did not understand their own audience. And the customer of a Porsche Taycan, the company’s most advanced car at its launch With the appeal of being its first electric car (which was also much more advanced than any other car on the market), it is very different from that of a Porsche Macan. Yes, it is very likely that there is a Macan audience that wants an electric car as a second vehicle in a home where there is already a Porsche 911 or a Panamera to travel with. But the Macan is also the gateway to the Porsche world, the most accessible entry for those who have always dreamed of having one of the Stuttgart cars in their garage. And that customer does not dream of an electric car. going backwards. It’s easy to talk in the past when the data said Porsche was on the right track With the electric car he only does a little more than two exercises. And it must be taken into account that the company has experienced years of record after record in the last decade. All in all, they seem to have verified that their range of clients is very wide. The Porsche Cayenne that it aimed to be electric only will include hybrid engines. The Porsche 718 that were also going to go all-electric They will maintain combustion versions. And the Porsche Macan is preparing for new gasoline versions that have to be mounted on another platform (presumably from the Audi Q5) because the current PPE does not allow the use of a combustion engine. Photo | porsche In Xataka | Porsche wanted to convince us that the electric sports car was the future. The problem: almost no one wants it

What changes are there with a channel that leaves, a new channel and another that changes its name

We are going to tell you what the changes are in Spanish DTT in 2026. Now that the year has started, there are some changes that we are going to encounter. Specifically, there is a channel that disappears, another that is released, and there is also a channel that changes its name. In this article we are going to briefly tell you what these changes are, which have taken effect since January 1, 2026. In principle no need to retune of DTT, but simply wait for the changes to be applied. However, we remind you how to retune your DTT in case you consider it necessary. Changes to Spanish DTT in 2026 The first change that applies to DTT in Spain since its entry in 2026 is the disappearance of the channel Paramount Network. It is a channel focused on cinema and television series, which has already stopped broadcasting. And the electromagnetic space of Paramount Network A new channel that is already broadcasting is going to take advantage of it. It is about the new channel Squirrel 2. In 2025, Disney Channel was replaced by Squirreland now we have a second children’s channel with this brand, more focused on series, while the first is more focused on movies. As Squirrel 2 has taken the place of Paramount Networkin principle it is not necessary to do a retuning. Simply, the channels will be replaced and their names changed in our receivers automatically. And this is not all, because there is also a name change. The channel BOMCine is renamed Squirrel 3reorganizing its contents to adapt to the new name. Of course, the channel that disappears and the one that is incorporated do so throughout the country. However, Squirrel 3 still has limited coverage as I had it with the previous name. It is only broadcast through the Autonomous Multiplex in regions such as the Community of Madrid, Valencia, Andalusia or Murcia, and on some operator platforms such as Orange TV or Vodafone TV. In Xataka Basics | How to create a pocket TV antenna using an old Chromecast to watch DTT on any TV

Telefónica leaves Wall Street through the back door. Goodbye to almost four decades in the largest market in the world

Telefónica has started the procedures to delist your shares from the New York Stock Exchangewhere it has been listed since 1987. The securities will stop trading on Wall Street in a matter of days once the documentation is filed with the SEC. The telecom will only maintain its listing in Madrid, in the Spanish continuous market. Why is it important. The movement closes a symbolic chapter that began when Telefónica became the first Spanish company to be listed on the largest market in the world. But the symbolism was left behind: today maintaining that presence involves high administrative costs and regulatory demands that no longer compensate. The trading volume in New York is residual and investor interest is practically non-existent. The context. Telefónica’s stock has fallen more than 90% in the last fifteen years. Its current valuation is on the floor, very far from that giant that in the nineties became the most valuable company in Spain. The dividend, which for years was the main attraction for conservative investors, has been successively cut, the last time this quarter. Buying in Madrid is more direct, cheaper and with the same liquidity as in New York, where securities are hardly traded. Between the lines. This decision fits into the strategic plan presented in November by Marc Murtra, focused on aggressively reducing costs. Telefónica has been lowering its blinds on all fronts: Sold subsidiaries throughout Latin America except Brazil. Reduced the dividend. Presented an ERE which is ending its negotiation phase. And now it is abandoning stock markets where being present no longer adds value. Also will stop trading in Lima. The figure. 4,554 departures are contemplated by the ERE that was agreed this Wednesday with the unions, 26% of the workforce in Spain. Cost savings are the obsession of the new management: 3 billion annually until 2030. Yes, but. Investors who have ADR certificates (American Depositary Receipts) will be able to exchange them for common shares in Spain or hold and trade them in US over-the-counter markets. Telefónica will provide both options, although it is evident that it prefers the first. The background. The exit from Wall Street is not an isolated or recent decision: The telecommunications sector has lost interest from investors, especially in Europe. It is a mature business, highly regulated, with tight margins and little ability to surprise. Telefónica today is a very different company from the one that debuted on Wall Street: smaller, more regional, more European. Its new strategy focuses on four markets (Spain, Germany, the United Kingdom and Brazil) and on consolidating itself as a reference operator with profitable scale, in addition to increasing its focus on technological solutions. Marking agenda. Wednesday’s day at the Distrito Telefónica offices north of Madrid was hectic. The contrast. When Telefónica went public in New York in 1987, it placed certificates worth $375 million, the largest influx of European capital on Wall Street up to that time. The telecom was then majority owned by the State and its debut was seen as a milestone of internationalization. Today it leaves unnoticed, recognizing that the regulatory burden and administrative costs of the SEC outweigh any benefits. Go deeper. The obligation to report detailed information to the SEC was useful at the time: thanks to it, data such as the price that STC or SEPI paid to enter the capital were known, information that the Spanish CNMV would never have required to reveal. But that level of transparency also has a cost, and Telefónica has decided that it is no longer worth paying for. In Xataka | The Government has had an idea so that the next blackout does not leave us without mobile data: let the operators pay Featured image | Telefónica, Lo Lo

This graph shows per capita coffee consumption and leaves us with a disturbing question: what is happening in Luxembourg?

Be it for your energetic effectsby its benefits in the body or even for their psychological effectscoffee is the second most consumed beverage in the world. Is one of the engines of the economy of countries like Colombia or Brazil, as well as a thermometer of global economic health. Coffee culture continues to expand, and in this graph we can see which countries whose inhabitants drink the most coffee every day. There is only one question: what about Luxembourg. Europe >> others. Despite not being producers (although climate change may change that sooner rather than later), Europe gives the rest of the world a review of coffee consumption. Including powers like Brazil, Costa Rica or Colombia. The top 10 positions in coffee consumption correspond to European countries, and except for Greece, which has managed to sneak into the TOP, they are all northern countries. Outside of that ranking we find a country that may be unexpected: Lebanon. Then we have Brazil, Canada and another string of European countries. But if there is a proper name on this list, it is Luxembourg. Luxembourg has a trick. Visual Capitalist has created the graph taking the data from Cafely. After an impressive display of figures, they detail that they have taken data from sources such as the International Coffee Organization, as well as from Wikipedia to calculate per capita consumption and from global surveys of more than 4,000 people. All this has led them to calculate that Luxembourg drinks coffee. And a lot. That each person, on average, drinks 5.31 cups a day seems outrageous. It does not reach worrying levels of caffeine consumption (There are drinks that are not coffee and have much more caffeine), but it is a fact that draws attention. However, there is a trick: Luxembourg’s per capita figure is explained because almost half of those who work in the country live abroad and drink coffee on the road, as well as to stay awake, and although they are not the country’s population, that consumption has been taken into account for Luxembourg’s totals. 5.31 coffees a day implies 118,227 cups that each person drinks throughout their life, and is well above other countries: Cups consumed throughout life Money spent throughout life Luxembourg 118,227 425,618 Finland 83,939 335,756 Sweden 58,612 216,863 Norway 58,159 255,900 Austria 45,198 149,153 Denmark 44,676 241,250 Swiss 42,318 211,591 Netherlands 39,854 123,548 Greece 37,449 116,092 (27) Spain 23,988 46,057 (28) Costa Rica 22,229 56,683 (39) venezuela 12,844 20,423 (41) Colombia 12,264 13,981 a fortune. The average price per cupFurthermore, it is not cheap at all. Not counting atrocities that can be paid in countries like Japan (it is not a product either and transportation is expensive) or Dubai (because… it’s Dubai), the average price of a cup in northern European countries is quite high. Contrast with the average price as we go down to Portugal, Italy or Spain. And more interesting than the average price of a cup It is the account of the money we spend on coffee throughout our lives, which we can also see in the table above. The great absentee. It may be striking that countries like Mexico have a consumption of just 0.29 cups, but along with Guatemala, Argentina or Peru, it is one of the countries with the least roots in coffee. For example, it esteem that each Mexican consumes 2.1 kilos of coffee per year, while Colombians increase the figure to 4.2 kilos. But the big absentee on this list is… China. The Asian giant is not a traditional coffee consumer, but things are changing. There is not only multitude of cafes and chains like Luckin Coffee that are present practically on every corner of a big city, but they are leading the greatest growth in the region in opening of new brand cafes. And they are not only emerging in the region: China is taking over tons of coffee from Brazil due to a market that is growing at double-digit speed since 2010, with a growth annual average of more than 20%, which is well above a world average that barely reaches 2% But anyway, there is no one to blame Luxembourg. And if at some point they blame you for drinking a lot, you can now say that you are trying to raise the average for your country in this curious competition. In Xataka | The latest craze for weight loss is adding mushrooms to coffee. Science is not clear that it is a good idea

If the question is whether they can geolocate you during your work day and use it to fire you, justice leaves no doubt: yes

Know that your company knows where are you every minute of your workday can generate discomfort and even doubts about its legality. However, the courts have been clarifying this area for some time. A recent ruling by the Superior Court of Justice of Asturias does so with unusual forcefulness. The case involves an elevator maintenance technician and an application time control which recorded, in addition to his schedule, the exact point from which he clocked in. What seemed like a routine tool ended up becoming the key to a disciplinary dismissal which today is fully validated by justice. Schedule control with advanced features. As detailed in the sentence issued by the Social Chamber of the Superior Court of Justice of Asturias, a maintenance employee of an elevator company used a time control application installed on the corporate mobile. His function was simple: mark the beginning and end of his day and do it from the place where he attended to each incident. The company distributed the routes on a daily basis and registration had to be done at the customer’s location, not from another point. However, the employee’s workday began to show strange patterns. In one month, the company detected up to 11 outbound signings made from the employee’s home and coinciding with work hours. The record indicated that, instead of closing his last intervention from the customer’s location, the technician finished his day on time, but already at home. Notices, warnings… and a disciplinary dismissal. The company did not act immediately. Before the dismissal, he issued several internal warnings to the worker and reminded him of the operation of the application, pointing out the irregularities detected and reminding him the obligation to sign from each real location. Even so, the signings from home continued, so the company interpreted that the agreed working day was being breached. Finally, he proceeded to the disciplinary dismissal, considering it proven that the technician ended his day prematurely and from a place outside the workplace. The Social Chamber of the TSJA confirmed the decision of disciplinary dismissal and validated the use of geolocation as evidence. What the law says. The TSJA ruling is based on the article 20.3 of the Workers’ Statutewhich specifies “the employer may adopt the surveillance and control measures he deems most appropriate to verify compliance by the worker with his or her work obligations and duties.” Therefore, and given the mobility nature of the position, the time control system with geolocation was justified. In addition, Organic Law 3/2018 on Data Protection (LOPDGDD) specifically regulates geolocation systems. Your article 90 requires clear information about the existence of these systems, their purpose, the scope of the processing and data protection rights. In this case, the app was corporate, the device belonged to the company, the worker knew how it worked, and the application only recorded the location when the application was opened. Taking all these regulations into account, the TSJA considered that the company acted within the law and used a proportional tool, linked to strictly labor purposes and correctly communicated to the employee. Time nuances. He Workers Statute It also precisely delimits when the day begins and ends. Article 34.5 establishes that “working time will be calculated so that both at the beginning and at the end of the daily shift the worker is at his or her workplace.” This is where we have to differentiate workplace and job position. It is not a minor nuance: effective working time begins when one is operationally available to perform the assigned functions. This does not mean that the employee must arrive at the workplace at the agreed time, but rather that he must be at his workplace at that time. If there are 10 minutes from the company entrance to your position and you arrive at the work center at your agreed time, you would be arriving 10 minutes late. The same applies at departure time. That employee must remain at his position until the agreed time, and then collect his things and leave the company. If you are leaving the company premises at the agreed time at the end of the day, you would be leaving 10 minutes early. The only exception to the rule: there is no job to go to. The Supreme Court has recognized a relevant exception: When the company does not have offices, premises or any physical space where workers can start their day, the employee’s home can be considered a valid starting point for the day. This doctrine applies especially to completely decentralized companies whose workers only move from client to client. In these situations (well accredited and exceptional), the travel time from home to the first client can be counted as workbecause the home assumes the function of the only available operating point. But as long as there is a work center or a clearly defined place where the activity can begin, this exception does not apply. Clocking in from home, as in the case of the Asturias elevator technician, is not justified and is a non-compliance with working hours. In Xataka | Breakfast and the first 15 minutes of entry are work: the Supreme Court sets the limits of time control Image | Unsplash (Kevin Grieve)

a bizarre vote in Congress leaves the closure intact

What started as a political maneuver by the Popular Party to open the door to prolonging the life of Spanish nuclear power plants ended up becoming one of the tightest and most surprising votes of the legislature. The amendment that sought to suppress the closing dates of Almaraz, Ascó and Cofrentes was rejected by a single vote, a minimal difference that was only possible thanks to the – unexpected – abstention of Junts. The result was 171 votes in favor – PP, Vox and UPN -, 171 against and seven abstentions from Junts, who shot down the proposal. The Government breathed a sigh of relief, although the underlying debate—what to do with nuclear energy at the height of electricity demand—remains more open than ever. Congress stops the PP nuclear amendment. The amendment introduced by the PP in the Sustainable Mobility Law It intended to eliminate from the ministerial orders the dates for the definitive cessation of operation of the Almaraz, Ascó and Cofrentes plants. With this, the popular parties sought to open the door to possible extensions, especially at a time when the owners of Almaraz They have already formally requested extend its useful life until 2030. According to El PaísJunts left the vote in suspense until the last moment, leaving it unclear whether they would vote with the PP and Vox or support the Government. His abstention finally tipped the balance. The movement was even surprising due to the political context: it came just 24 hours after a tough confrontation between Míriam Nogueras and Pedro Sánchez, in which the Junts spokesperson accused the president of being “cynical and hypocritical.” However, in the vote the strategy was different because Catalonia consumes more electricity from nuclear origin than any other community. What does this rejection really mean? Although politically the vote had a huge impact, technically things remain more or less the same. The amendment would not have automatically extended the life of the plants, but it would have modified ministerial orders without requiring the report of the Nuclear Safety Council (CSN), a mandatory requirement by law. Besides, They remembered a precedent: In 2012, the PP itself demanded this report when it reopened the discussion on the Garoña plant. The tension was amplified because the debate had no direct relationship with the Mobility Law, a regulation linked to the receipt of 10,000 million euros of European funds, as various media emphasize. The PP amendment thus introduced an energy element in a text on sustainable mobility, which increased unrest among the Government’s partners. So, is the nuclear shutdown schedule still valid? Yes. With the fall of the amendment, the calendar agreed in 2019 between the Government, Enresa and the electricity companies remains intact. The calendar, as we have already explainedit looks like this: Almaraz I: closure in 2027 Almaraz II: 2028 Chests: 2030 Ascó I and II: between 2030 and 2032 Vandellós II and Trillo: until 2035 However, the fact that the calendar is still standing does not mean that an extension is ruled out. Contrary to what it may seem, the rejection of the amendment does not prevent companies from requesting an extension nor does it block the Government from authorizing it. As the Executive himself recalled —as cited by El País—: “The right to request an extension is not created by a ministerial order, but by current regulations.” In fact, as mentioned above, Iberdrola, Endesa and Naturgy have already formally requested that Almaraz remains operational until 2030. Administrative clash. The real problem is technical and bureaucratic. According to The Independentthe bureaucratic procedure has been crossed unexpectedly: the CSN can take up to a year to issue its report, but the regulations force the plant to request closure in March 2026, if the calendar is not reviewed before. That means Almaraz could be asking to close while the CSN evaluates whether it can continue operating. A scenario that no one thought of in 2019 and that adds more uncertainty to the nuclear transition. Everything that nuclear encompasses. Added to this is the Government’s position. The Minister for the Ecological Transition, Sara Aagesen, has reiterated on several occasions the three red lines of the Executive, that the expansion does not entail costs for citizens, guarantee of nuclear safety and security of supply. However, these three conditions clash precisely with the diagnosis that they make the electric ones: operating the plants beyond 2027 with the current tax burden is economically unviable if the market does not exceed €65-70/MWh. The expected prices are around 55, so Iberdrola and Endesa insist that keeping the nuclear park open requires alleviating taxes that, according to the Ministry, would end up having an impact on consumers’ bills. The economic debate does not end there. Enresa’s fund for the dismantling of the plants only covers 43% of the real cost. According to figures that we have had access to in Xatakathere is a hole of 11.6 billion euros not yet financed, a fact that overrides any discussion about deadlines and extensions Can Spain do without nuclear power? The underlying issue is no longer political, but technical. Spain wants to build a 100% renewable system, but it has yet to be demonstrated that the network can sustain that model without the stability that nuclear energy provides. The new digital systems that must replace inertia of the reactors are still in the testing phase, and the CNMC has detected inconsistencies in the frequency and voltage control procedures. In parallel, regions with strong industrial and digital growth—such as Aragon, which is experiencing a data center boom—warn that the network is practically at the limit. Simply put: companies ask for time; The territories ask for certainties; The Government asks for guarantees. An official closure, but an open debate. Congress has closed the door to the PP’s fast track, but it has not closed the nuclear debate. On paper, the calendar remains intact; In practice, the transition coexists with technical tensions, industrial interests and territories that fear what will come next. The question … Read more

There is more demand than leaves, more fashion than ceremony

the book The wind through the pinesby Malena Higashi talk about a lesson that seems forgotten: relearning to breathe. In its pages, the tea ceremony—the chado, or “tea path”—is a metaphor for slowness, for respect, for what the Japanese summarize in four words: wa, kei, sei, jaku (harmony, respect, purity, tranquility). That ancestral stillness contrasts with the present. In just a decade, matcha—that green powder that for centuries was ground in temples and served in silence— has become in a global phenomenon. Coffee shops in New York, Paris or Madrid offer it with vanilla, banana or oat milk. There are numerous videos on social networks of people drinking matcha with hundreds of millions of views. However, behind that vibrant color and perfect foam there is something broken: “The matcha market is cracking under pressure.” From the temple to the algorithm. For four centuries, matcha was reserved for formal ceremonies and high tea craftsmanship. Today, as explained in The New York Times: “Harmony has been replaced by discord, respect by unscrupulousness, and purity by fraud.” Historical companies such as Marukyu Koyamaen, founded in 1704, They fight fakes of their tea on Amazon or Facebook Marketplace. Some sellers offer yellowish powder—ordinary ground tea—in fancy packaging, while others market an “imperial grade” or “barista grade” that do not exist in the Japanese classification. The global boom has created a demand that Japan cannot satisfy. “It’s like the Old West,” points out the merchant Sebastian Beckwith, faced with a deregulated market where matcha has become a label rather than a quality. The numbers in a bubble. The data does not deceive anyone. In just one year, Japanese exports of green tea powder have grown by 75%reaching almost 27,000 million yen, about 165 million euros. But enthusiasm has its price: a kilo of tencha leaves – the base of matcha – already exceeds 14,000 yen (about 85 euros), almost triple what it was a year ago. It is the highest price in memory and a clear sign that global demand is pushing the limits of tradition. Japan today exports more than half of the matcha that it produces, but that has not resolved the imbalance. In Uji, the birthplace of green tea, the shops limit the sale to one can per customer and farmers reject new orders until the next harvest. Jiro Katahira, a producer from Shizuoka, says to have received requests from all over the world: “Even from Benin. But I can’t mass produce. You can’t speed up a process that takes years.” For its part, in Los Angeles, the crisis is felt differently. At the Kettl Tea bar, only four of the 25 varieties on the menu remain. “There is nothing more to buy”, confessed its founderZach Mangan. The result is a fractured market: large wholesalers like Marukyu Koyamaen cannot cope, and small producers struggle to maintain quality while prices rise and there is a lack of young hands in the fields. An unsustainable boom. Matcha cannot be grown like corn or coffee. The tencha leaves They need weeks of shade before being collected, steamed and slowly ground between granite stones. Five years can pass from sowing to the first harvest, and many Japanese farmers – with an average age of 69 – lack generational change. The Japanese government has launched subsidies to modernize factories and increase mechanization, but that, experts warnyou could sacrifice the artisanal quality that distinguishes Japanese matcha. Meanwhile, China, Korea and Australia are taking advantage of the vacuum. According to FTChinese producers are introducing matchas “dyed” with chlorophyll to achieve a brighter green. “If everything becomes matcha, nothing will be,” a merchant tells the newspaper. The loss of value: from ceremony to latte. In the chadoeach movement has a meaning. In the global market, everything is measured by likes. “Using first-harvest matcha in a latte is like using Burgundy wine to make sangria,” Zach Mangan denouncedfounder of Kettl. The big chains have turned it into a trendy flavor. starbucks launched matcha protein drinks with banana cream; Blank Street Coffee removed the word “Coffee” of his name and embraced the “matchacore” aesthetic; the influencers they mix matcha with collagen. In this new context, matcha is no longer a drink, but a texture, a color, a mood. Master Rie Takeda, founder of the Chazen tea room, prefers to see it from an optimistic perspective: “Yes, there are concerns, but if this trend sparks interest in the tea ceremony, welcome. Our challenge is to share the essence of tea without losing its spirit.” Others, like Shihori Suzuki, warn of the risk of confusing spirituality with aesthetics: “Matcha has become a mass product, alien to the ceremony. If it becomes just a business, we will lose quality and meaning.” What is at stake. The rise of matcha not only threatens to deplete the fields, but to disfigure a cultural identity that took centuries to build. Farmers, like Katahira, they see it with ambivalence: Thanks to the boom they have paid off debts, but many feel that the spirit of tea is diluted between influencers, baristas and designer packaging. “Those who rush to produce don’t think about tradition. They only think about lattes,” he says. However, other people see it as a phenomenon that could save the tradition: more visitors flock to authentic tea rooms, seeking the calm that social media does not offer. After the pandemic, says Atsuko Morifounder of Camellia Tea Ceremony in Kyoto: “Visitors don’t just want to taste matcha, they want to understand it. They value its sense of presence and attention.” But that balance is fragile. The same tea that calms is also exhausting those who grow it. Producers face a paradox: commercial success can destroy what made it valuable. Return to the dô? Matcha was born to stop time, not speed it up. The tea master Sen no Rikyū, in the 16th century, said to serve a perfect cup was an act of harmony between host and guest. Today, that harmony is sought between saturated markets, influencers … Read more

The one that has a purpose and leaves you alone

There is a type of object that we have almost forgotten that it can exist: technology that does one thing, does it well, and then leaves you alone. He took four years reading in a Kindle. I could use the mobile, which goes with me everywhere and is easier to handle. Or the tablet, which I already have and serves more things. But I don’t. Because the Kindle does not compete for my attention. Amazon has already won when I bought the book, you don’t need to return every five minutes. Is Unique purpose technology In a world of screens looking for our addiction. I recently bought an FM pocket radius. To batteries. The initial reason was practice: after the Dana and the blackout I understood what needed to have devices that work when everything else fails. Without Wi -Fi, without mobile data, without needing electricity. The radio simply works. But I discovered another use. In Mestalla, to follow the narration of the game without covering the ambient sound of the field. From the stands there are details that you do not capture, and the radio gives you that without getting out of the stadium. I tried to use live radio apps. Inviable, networks are saturated in the stadiums. And even if it works, the signal is late. The FM goes in real time because it does not go through servers. It is ancient technology being superior in context. There is the key: it is not nostalgia, only that a certain technology does its job without asking for anything in return. The smartphone business model is based on the engagement: The longer you use it, the more data they generate, the more ads come, the more subscriptions they sell. The electronic book reader cannot be so aggressive. A radio does not have what you hear. At the beginning of the year I went from Apple Watch to a Garmin. In addition to being superior for sports use, it is a casio come up, not an “smart watch.” Once you see certain metrics, there is nothing more to do with him. A principle similar to what made me Spotify to Apple Music. The first has a more fluid desktop application, but It has become an audio bazaar. Your cover competes for your attention. Apple Music has its own problems, but its experience is cleaner, more similar to the traditional: albums and artists have more prominence, there is life beyond the Playlists. The same pattern is repeated outside the hardware. Newsletters and podcasts against Tiktok or YouTube. The former require a deliberate act: you open the mail, you give the Play. You consume what you chose to consume and then end. Tiktok and YouTube are designed to never stop. The next video is already loading. The recommended tab pursues you. Your business model depends on not closeing the app. This philosophy – let’s call it “technology that serves without dominating” – operates under different principles: Single purpose. The device does one thing. Its value is in the specialization. Interface that disappears. The design is so simple that you forget it. The goal is for the tool to become invisible. Asynchrony for flaw. The device does not interrupt you. It is you who starts interaction, at your pace. Clear end point. You finish a book. A game is over. There is no infinite loop designed to drag you from content to another. The problem is not technology. It’s how we have accepted that you should behave. We have normalized to interrupt us, measure us, push us towards the following content. But that logic is not inevitable. It is a design choice. And reflects a business model. The technology that serves without dominating will not replace the smartphone, but its existence reminds us that we can still choose tools that do not treat us as a resource to extract. They work for us, not vice versa. They are concentration islands in a distraction ocean. And its value is to remind us that the ocean is not inevitable. In Xataka | An eternally decentralized generation: “I can’t do anything for more than fifteen minutes without looking at the mobile” Outstanding image | César Abner Martínez Aguilar

A rate conflict that leaves other airlines hole

The IAG group airline takes advantage Ryanair’s withdrawal to expand your offer in the archipelago 5% during the winter season. The measure includes 116 additional flights and the change to planes with greater capacity on its Canary Routes. The perfect opportunity. Only 24 hours after Ryanair announced The cut Of 400,000 squares in the Canary Islands for its conflict with the Aena Rates, Iberia Express has taken the opposite step. The company will add about 30,000 additional seats Between October 2025 and January 2026, which represents an increase of 5% compared to the initially scheduled. 30,000 extra places. The plan includes 116 additional flights and more than 150 aircraft changes for others of greater capacity, mainly A321neo models. Tenerife Norte will be the great beneficiary with more than 15,000 additional places and up to 8 daily frequencies with Madrid, precisely the airport most hit by Ryanair’s withdrawal. Gran Canaria adds almost 8,300 more seats and will operate 10 daily frequencies with the capital, while the rest of the islands total 4,500 additional places among all. Beyond opportunism. The airline assures that the movement is not just reagent. “This increase in capacity in the Canary Islands reflects the firm commitment we have acquired with the islands since the beginning of our operations,” says Isabel Rodríguez, commercial director of Iberia Express. The company emphasizes that optimizes the use of its fleet to take advantage of the fact that around 21% of its Canarian passengers fly in connection with other destinations through Madrid. THE PRICE WAR. To accompany the increase in capacity, Iberia Express has launched its ‘Express Days’ campaign with prices from 13 euros for Canarian residents and from 20 euros for the rest of the passengers on the Madrid-Gran Canaria route. A strategy that seeks to stimulate demand after summer peak months and compete directly with cheap flights that characterized Ryanair’s offer. The fight between Ryanair and Aena. Ryanair’s decision to reduce 400,000 places in the Canary Islands is part of a broader offensive. The Irish airline will eliminate one million seats in regional airports and will cancel 36 direct routes in Your tension escalation with Aena For airport rates. The cuts include the complete closure of its base in Santiago de Compostela, the suspension of all flights to Vigo since January 2026 and the end of the operations in Tenerife Norte, precisely where Iberia Express now concentrates its greatest reinforcement. The justification of the tariff war. Eddie Wilson, CEO of Ryanair, has attributed These measures to the 6.62% increase in airport rates that AENA will apply. “We cannot justify a continuous investment in airports whose growth is blocked by excessive and uncommunchanting rates,” Wilson said. For his part, Aena responded hard, accusing Ryanair of practicing “Phariseism, bad education and blackmail” through its president, Maurici Lucena. With the withdrawal of Ryanair, key connections disappear and a capacity hole is generated than other airlines, such as Iberia Express, are willing to fill. Cover image | Gabor Koszegi In Xataka | Lack of a hole, prize on the payroll: Ryanair will upload the prize for employees who discover too large handbags

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