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Spain has 46 million cubic meters of unused biomass. They are a crucial shield against summer fires

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The summer of 2025 left us a scar of ash and a lesson that we continue refusing to learn. European forests are burning with unprecedented ferocity, but the answer is not to accumulate more firefighters in August, but to return to inhabit and manage the forest in January. The Copernicus satellite balance from the last summer campaign It was, simply, terrifying: more than 403,000 hectares burned in Spain and over a million in all of Europe. However, the truly disturbing information was provided by the European Forest Fire Information System (EFFIS): 217 fires were recorded in Spain, less than half of that in 2022 (493). The burned area, however, was dramatically larger. Fire has not become more frequent; He has become a much more ferocious monster. By the end of 2025, the Copernicus Atmospheric Monitoring Service (CAMS) confirmed the disaster: Europe had recorded its highest fire emissions on record in 2003, releasing almost 13 megatonnes of carbon into the atmosphere. Faced with this scenario, the institutional response remains stuck in the same loop: more seaplanes, more retardation, more summer troops. An emergency strategy that ignores an incontestable reality: the problem does not begin when the spark ignites, but long before, in the silence of the mountains, throughout the year. The diagnosis that no one wants to hear. Every year, Spanish forests add 46 million new cubic meters of plant biomass. Of that amount, according to data from Expobiomassonly around 40% is used. The European average is between 65% and 70%. The rest stays on the ground: branches, bushes, dry leaves, weeds. Year after year. Decade after decade. The result is what foresters have long called “fuel loading.” It is not a literary metaphor, it is pure physics: in the face of a heat wave or a dry storm, this accumulation turns an attempt into an uncontrollable inferno. Galicia, Extremadura and Castilla y León already suffered it firsthand last year. As the Spanish Biomass Association (AVEBIOM) warnsthe origin of this powder magazine is historical. Decades of rural exodus and the abandonment of traditional uses – such as grazing, extensive livestock farming or firewood collection – have left the forests orphaned by the management that, for centuries, kept them safe. Nature didn’t do the dirty work, and we stopped doing it for her. A proposal that reaches the European Parliament. This week, that diagnosis landed in Brussels with its own name. Bioenergy Europe presented in the European Parliament the documentary Fuel the solution, not the fire —in Spanish, “Feed the solution, not the fire”— with a central message: preventing large forest fires involves acting long before the flames arrive. The initiative, supported in Spain by AVEBIOM, shows experiences developed in Greece, Italy and Spain that show how the sustainable use of forest biomass can simultaneously contribute to three objectives: reducing the fuel load on the mountains, generating local renewable energy and boosting rural economies. The proposal is not new in the sector. But that it reaches the European Parliament, at the start of a new high-risk season, gives it a political dimension that it did not have before. The model: from the mountain to the caldera. The idea is, in its structure, simple. When pruning, clearing or forestry treatment is carried out, the remaining plant remains – what was previously abandoned or burned in the forest itself – are collected, crushed and converted into chips or pellets. This material fuels boilers in municipalities, hospitals, sports centers or industries. The mountain is cleaner. The town, hotter. And the energy bill is lower. “Sustainable forest management is part of the response to fires. And bioenergy can help provide an outlet for part of the biomass that needs to be removed from the mountains,” explains Pablo Rodero, head of certifications at AVEBIOM, in statements collected by Energies Renewable. Rodero insists on an important nuance so as not to confuse the discourse: “It is not about ‘cleaning the forest’. It is about managing the territory better, with technical planning and sustainability. When the remains of pruning, clearing or preventive work are transformed into renewable energy, prevention stops being a cost to generate economic activity, employment and energy savings.” The specific actions defended by AVEBIOM range from forestry treatments and the maintenance of firebreaks to the recovery of extensive livestock farming and the promotion of sustainable forestry exploitation. Active management, all year round, that does not depend on the urgency of summer. Real numbers on the ground. Beyond the theory, there is concrete data that illustrates the potential. Veolia Biomass In 2024, it transformed more than 300,000 tons of forest biomass—material accumulated in the mountains—into 700 GWh of clean energy. To get an idea: that is equivalent to the annual electricity consumption of more than 200,000 homes. The company already operates in several Spanish provinces: it works in Moros (Zaragoza) and in the Sierra de la Culebra (Zamora) in the elimination of vegetation on 500 and 400 hectares respectively; carries out thinning and thinning in Mayorga (Valladolid), Barcial, Castropepe and La Hiniesta (Zamora) and Cilloruelo (Salamanca); and has restored 200 hectares in Andalusia affected by the fires of the previous year. He CRECEMOS report on Forest Fire Managementpublished in May 2025, adds another dimension to the equation: sustainably mobilizing one million tons of forest biomass per year would avoid the emission of 580,000 tons of CO₂. In regions such as the northwest of the peninsula, where biomass potential is still underutilized, this approach would combine fire risk reduction with economic reactivation of currently depopulated areas. The European lifeline. It is important to put into perspective what is at stake. Bioenergy is neither an experimental technology nor a niche bet: according to the GROW reportrepresents 60% of all renewable energy produced in the European Union. And 96% of this biomass is produced in European territory itself: it is not imported, it does not depend on foreign regimes, it is not exposed to the vagaries of the global gas market. It is, in other words, the most autonomous … Read more

Two friends sold their company for 1.5 billion dollars and bought it back for 450 million: today it is worth 150 billion

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Buying low and selling high is one of the maxims of any financial operation if you want do well in life. It’s the advice likely followed by two immigrant friends from Asia who met playing basketball in Los Angeles. The story of these two friends is one of the most bizarre and fortunate in the technological business field, since they managed to sell their company for 1.5 billion, and then buy it back for 450 million and turn it into an empire of 150,000 million dollars. Its history is that of one of the best-known RAM and storage device companies since the late 80s: Kingston Technology. Two immigrants and the worst Monday in history John Tu came to Los Angeles from China in the 1970s. David Sun took the same route, but from Taiwan. They were both engineers and were looking for their big break in California. By the whims of fate, they both ended up playing basketball on the same basketball court in Los Angeles in the 80s. Everything else arose from that friendship. His first business was Camintonn, a memory-related components company used by personal computers that were beginning to make the leap from laboratories and electronics hobby clubs to offices and homes, driven by promising young people like Bill Gates or Steve Jobs. After a few years of success and growth, Tu and Sun sold Camintonn in 1986 to AST Research for six million dollars. With that money in their pockets, the future seemed like a bed of roses for the two friends, but their joy was short-lived. The feared Black Monday The October 1987 crash on Wall Street caused a good part of his savings to disappear in one fell swoop. They were left with almost nothing. However, instead of looking for work in a company in the flourishing technology market of the time, they began their adventure as entrepreneurs again. “I told him: ‘You make something and I’ll sell it, like last time,’” Tu said. in an interview for Fortune. John Tu and David Sun, co-founders of Kingston Technology That same year they founded Kensington, a company with a name that seemed elegant and sophisticated, but another company had beaten them to it and registered it. So as they were fans of the folk group The Kingston Triothey chose to rename their company Kingston Technology and launched it in a garage in Fountain Valley, California. How much does current technology owe to California garages! From being born in a garage to being worth 1.5 billion To the contrary to Samsung or other brands, Kingston did not manufacture its own memory chips, but rather bought components from large manufacturers and turned them into products that people use: memory modules for computers, pen drives, flash cards, SSD disks. It was a model without great aspirations, but it worked with a precision that few could match. In fact, it is the same business model that it maintains today. By August 1996, the company was already valued at more than $1.8 billion, and SoftBank acquired 80% of Kingston for $1.5 billion. Masayoshi Son’s Japanese giant was then in the midst of a technological buying spree and Kingston was exactly the type of company it was looking for: profitable, well-positioned and growing. That is, with the acquisition of Softbank, Tu and Sun continued to be a decisive part of the company’s operations thanks to the 10% of the company that each one retained, and they also pocketed 700 million dollars each. Yes, I was not wrong: 700 million for each one, because the founders distributed 100 million dollars in extraordinary bonuses for your employees as a sample of thanks for your work. The deal was perfect because both employees and founders had put a lot of money in their pockets, but they continued working in the same position and with the same conditions as up to that date. What a bargain! …but there was still room for further improvement. Sell ​​high, buy low Three years later, in 1999, SoftBank came knocking on Kingston’s door again. The dotcom bubble was at its highest moment and Masayoshi Son wanted to recover liquidity to invest in the effervescent internet companies. Kingston was still a good business, but it was not the type of hypervolatile asset that Softbank was looking for at that time, so it offered them to recover the same 80% that it had bought from them for 1.5 billion. However, the new price was very different: $450 million. We guess holding back their laughter, Sun and Tu said yes. Obviously. In fact, they were even generous to Softbank. Just like you counted to Fortunein 1996 SoftBank had paid part of the purchase with a promissory note of 300 million that it had to pay in two years, but the investment bank did not fulfill its part and was late in that payment. Faced with such a breach, the founders could have recovered the company by contract in 1998. But they did not do so. They forgave their debt. “SoftBank was shocked,” Tu said. When Masayoshi Son wanted to sell Kingston, his first option was to sell it to them because it was his way of returning the favor they had done a year before. Thus, starting in 1999, Sun and Tu once again owned 100% of Kingston: 50% for each one. According to ForbesKingston Technology had a turnover of about $14.4 billion a year and ranked 28th on the list of the largest private companies in the United States. Its value is estimated at 150,000 million thanks to the memory shortage. A peculiarity of the company is that, despite being one of the most consolidated technology companies, it is still not listed on the stock market. No funds. Without external investors. Just the two friends who met on a court in Los Angeles almost fifty years ago and had two strokes of luck in their career that allowed them to become millionaires without losing control of the company they founded. … Read more

Theker achieves 74 million to beat China at its own game

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74 million euros they just got up those responsible for the Barcelona startup Theker. The amount is far from the multimillion-dollar rounds of Silicon Valley AI companies, but it is a vote of confidence for a particularly ambitious project: compete with the Chinese robotics giants from a different perspective. What Theker does. The company was founded in 2022 by Carla Gómez Cano and Jia Qiang Ye Zhu. Unlike traditional industrial robotics, which performs mechanical and repetitive tasks, Theker automates processes where objects constantly change. One of its latest achievements is to automate the process of folding textile garments, an extremely complex task for a robot due to the different textures, thicknesses and materials. A milestone. The financing round obtained by Theker becomes one of the largest venture capital operations in the Spanish technology sector so far this year. The startup, born with the ambition to recover part of the microelectronics production in the West, will use these new resources to expand its production plants in Catalonia, hire talent and accelerate the distribution of its high-precision robotic arms in Europe and the US. This round is added to the one the company obtained in July 2025, which was 18 million euros. Fashion bets on technology. The round is led by the American fund CRV, but Spanish funds such as K Fund, Itnig, Mission and Kibo Ventures also participate. There are striking surprises in the shareholding, which now includes two giants of the fashion world: on the one hand, LVHM. On the other hand, attention, Inditex, which already supported the company in its beginnings. Robots made in Spain. The great contradiction of Theker’s business model is trying to surpass China in terms of price using labor and engineering developed in our country. The European industry has focused on super-specialized and very expensive software or robotics. How to compete with China. Meanwhile, Theker has designed a super-efficient automation architecture that theoretically drastically reduces assembly costs. Their idea is simple: logistical proximity and optimization of algorithms can neutralize the competitive advantage that China has with cheaper labor in its factories. Of humanoid robots, nothing. In an interview they conducted with Itnig, the two co-founders they explained that humanoid robots like the Tesla Optimus are not mechanically prepared to be used industrially: by seeking to be light to walk and use batteries, they use less durable materials and weaker reducers. For industrial applications, where the floors are flat, it is much more efficient to use a robust industrial arm with wheels, capable of operating connected to the power supply uninterruptedly. Humanoid robots, of course, will end up finding their market in household tasks. Artificial vision to adapt to any situation. The real jewel in Theker’s crown is its intelligent automated soldering system for printed circuit boards (PCBs). This company’s robots integrate artificial vision systems (they develop their own Vision-Language Model) and combine them with deep learning algorithms. With these two components, the robots are capable of adapting their movements to the millimeter in real time. Errors under control. This technology, they say, allows imperfections in assembly lines to be corrected without having to stop production. It is an advance that provides operational flexibility to companies that use these robots, since it reduces the rate of defective components to minimum levels. Ideal moment. This financial takeoff of Theker comes at a very significant moment: both Europe, the US and China are seeking their technological sovereignty. Past trade tensions and logistics bottlenecks have demonstrated the risk of outsourcing all hardware. The Barcelona startup proposes a very interesting alternative for Western industries, and benefits from this ambitious trend. Image | UOC In Xataka | Humanoid robotics are striking, but China is clear about which robots make money

In 2014, Larry Page bought two private islands for $23 million. The problem is that they already had an owner and he won’t let them go.

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Buying a private island is not as easy as it seems. Especially if someone had already bought it before you. That is, broadly speaking, what the American justice system has been discussing for more than a decade, when Larry Page bought two of the five private islands that it has in the Virgin Islands area. The case has a little bit of everything: companies that negotiate in the shadows, a furious New York real estate developer and one of the co-founders of Google who, according to the documents that are coming to light in the trial, did everything possible so that no one knew that it was he who bought the island. Twelve years later, the dispute over ownership of the islands is still open, but the islands, meanwhile, remain in the hands of Larry Page. Two islands, two buyers. Great Hans Lollik and Little Hans Lollik are two small private islands in the archipelago of the US Virgin Islands. They are just over two kilometers from the north coast of the main island, Saint Thomas, and are located in a privileged enclave because they are surrounded by coral reefs and practically uninhabited, except for a few herds of invasive goats. In 2014, a company based in Palo Alto (California) appeared out of nowhere and bought the two islands that were for sale, closing a transaction worth $23 million, according to collected Business Insider. The problem is that a New York developer named James Eckel had been negotiating the purchase of the property for months. He had even offered 9 million dollars. The deal had not been closed, but he claimed to have a contract that gave him preference in the operation. When the Palo Alto company put its generous offer on the table, the seller chose 23 million and the developer was left hanging. That didn’t sit well with him. Trial for negotiating behind his back. From Eckel’s perspective, the seller (a company called Liberty Bankers Life Insurance Company) had committed to him in a sales contract, which he then ignored when a better offer appeared. So he went to court to claim ownership of the islands. What came next has been a decade of pilgrimage through the courts of Texas and the Virgin Islands. In 2019, a court of appeal of Texas ruled that Eckel was only entitled to compensation for economic damages, but not to ownership of the islands. But that didn’t close the case. The family office which manages Page’s estate and through which the purchase was made, sued Eckel’s company (called Great Hans LLC) to have the courts officially declare that the islands belong to him without any legal burden, so that the developer could not claim ownership again in the future. That process remains unresolved today, despite the fact that Page’s lawyers have been asking the judge to act for years. The opacity of fortunes. The most striking thing about the case is not only the dispute over the ownership of the islands. This is the time it took to find out who the real buyer of the properties was because they found themselves behind a thick corporate framework that protected his identity. The company that acquired the islands was Virgin Island Properties LLC, a limited liability company without a name behind it to reveal who put up the money with which the purchase was made. In fact, as as highlighted Business Insiderit took months of court proceedings and investigations for Eckel’s lawyers to reach Wayne Osborne, the man who manages the assets from Page since 2012. Osborne then confirmed that the purchase was for Page. In his statement he also explained that the islands had been acquired without the intention of building on them, and that the agent who negotiated the transaction (Gil Simon) did not reveal to the seller the identity of the actual buyer. It is a common practice in the operation of companies who manage large assets like that of the co-founder of Google: no document of the operation directly or indirectly mentioned Larry Page. The family office most discreet in the technological world. This trial has served as a window, albeit a very small one, to see how they work management structures of one of the family office most hermetic that exist…even for such a discreet area how is the one of the family office. The company that manages the 290.9 billion dollars of the second richest man in the world It’s called Koop and is based in Palo Alto. His philosophy is total opacity and to achieve it, employees sign confidentiality agreements before entering, LinkedIn profiles are deliberately vague and internal security is supervised by a former CIA agent, as revealed in a exclusive research of Business Insider in 2022. The entire society is organized so that Page does not appear in any of the documents of his own purchases. That is, keep the millionaire as far away as possible from his possessions, so that it is difficult to unravel the corporate network that is woven between the property and who really owns it. In fact, these companies do their job so well that when the judges in the Epstein case tried to locate Larry Page in 2023 to take a statement Regarding his role in the plot, a private investigation firm was unable to find a mailing address for him. It is not that Larry Page did not have a habitual residence, but that everything was designed so that he could not be linked to any real address. In Xataka | The most luxurious “hotel” in the world costs $70,000 a night because it’s not a hotel: it’s an LVMH private island Image | Flickr (Scott Beale / Laughing Squid)

If you thought that Renfe was taking… Germany is spending 100,000 million euros so that its trains arrive on time

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We complain a lot about Renfe (and a good part of those complaints, with reason). But although it may seem otherwise, Germany has been neglecting its railway network for decades at decadent levels. And just as they count According to the Financial Times, only six in ten long-distance trains arrive on time. However, the country already has a plan in mind, a plan that involves investing some 100,000 million euros in solving its punctuality problem. The problem. In 2000, 84% of German long-distance trains arrived on time. Today that figure has fallen to 60%. Already last year, an analysis The Financial Times placed Deutsche Bahn, the German public operator, below even the most late railway operators in the United Kingdom. Just like account The German Transport Minister, Patrick Schnieder, even warned in March that the situation threatened to erode public confidence in the institutions. In his own words, he assured that if the State is not capable of guaranteeing basic services, “democracy is harmed.” How we got here. According to the media, this deterioration has been the result of a series of poorly made decisions over two decades. In the early 2000s, the German government considered taking Deutsche Bahn public. The plan never materialized, but to improve the balance sheet for that hypothetical exit, network maintenance was cut. To this was added that between 2005 and 2010 the budget for railway infrastructure was, adjusted for inflation, 20% lower than in the mid-nineties, according to calculations from the FT itself. The icing on the cake came in 2009, when Germany constitutionalized the so-called “debt brake“, which forced the State to balance the accounts every year. This caused investment spending to systematically lose the battle against social spending. The current state of the network. Just like account According to the FT, 16% of the assets of the German railway network are classified as deficient or directly inadequate. There are bridges dating back to the time of Kaiser Wilhelm II and signal boxes installed in the 1960s that are still in service. In fact, according to DB InfraGo, the Deutsche Bahn division in charge of maintaining the network, 80% of all delays are directly caused by deterioration of the infrastructure. You have to open the tap. In 2025, Chancellor Friedrich Merz took advantage of a constitutional loophole to create a fund of 500 billion euros to renew the country’s infrastructure over the next twelve years. The railway is one of its top priorities since, of that total, Deutsche Bahn has committed 107 billion euros until 2029. However, Philipp Nagl, CEO of DB InfraGo, recognize to the FT that needs at least 130,000 million to cover the accumulated delay. And as he comments, every year, more assets reach the end of their useful life. How it is being executed. The strategy is being extremely drastic, closing entire sections of the network for months to rebuild them from scratch, instead of patching section by section. Furthermore, it is an atypical way of doing things at Deutsche Bahn, which historically had a tradition of keeping lines open while carrying out construction work. “With that method it would take forever,” explains Nagl to the FT. The number of active works on the network has grown by a third since 2024, to exceed 28,000 in 2026. The immediate consequence is more chaos in the short term. And the punctuality goal has been lowered to 70% and postponed until 2029. A real example. In one of the busiest corridors in the country, the one that connects Cologne with the Ruhr Valley, along which up to 280 trains circulate daily, the line has been closed since February. According to account In the middle, the 55,000 regular travelers must resort to more than 200 replacement buses, many of them stuck in traffic jams. In return, 81 kilometers of track, 50 detours and 12 stations are being renewed in five months. The person in charge of the project, Arno Jaeger, defined the medium as “a monumental task” with a budget of 800 million euros. To speed up the work, specialized heavy machinery is used. In fact, one of the machines, colloquially nicknamed Mamut, renews two kilometers of track per shift, four times faster than if they did it through the conventional method. It’s about operators. Beyond Deutsche Bahn, there are private competitors waiting for their chance. And just as account FT, FlixTrain, the railway arm of the Flix group, has reserved 2.4 billion euros to buy up to 65 high-speed trains that it wants to deploy from 2028. The Italian high-speed operator Italo has also announced its intention to enter Germany with an investment of up to 3.6 billion if it gains access to the network for several years. Both point to 2028 as a key year. Cover image | Deutsche Bahn In Xataka | The Spanish west has a forgotten train that it wants to recover. The problem: neither Madrid nor Europe are interested

China had not updated its EREV standards for nine years. Now that they sell a million a year, they are going to catch up

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The EREV (extended range electric vehicles, for its acronym in English), are beginning to have a lot of prominence in China. So much so, that in the country they have changed the regulations, publishing a complete review of their technical standard. This new revision, QC/T1086-2026, replaces a 2017 regulatory framework and will come into force on November 1. And it is that with more than 1 million units sold Every year in the country, the Chinese market begins to assimilate this type of vehicle that, outside of this region, is still relatively unknown to us. Why does it matter? The previous standard, in force since 2017, described the requirements in a mostly qualitative way, since the manufacturer defined its own specifications and the regulatory framework barely provided specific figures. Nine years later, the market has changed a lot. And according to industry data collected by CarNewsChinasales of EREVs in China exceeded one million units in 2024 and reached 1.2 million in 2025. So with those figures, it is logical to think that the regulations had to be revised. What the change consists of. Until now, the rules were somewhat vague, so this regulation aims to take a closer look at some EREV specifications and standardize them. An example is how much energy the gasoline engine delivers in each millisecond. And to give us an idea, now in the smallest generators (up to 67 HP), the maximum margin of error that will be allowed when delivering energy will be just 1.5 kW. For the most powerful engines, the deviation may not exceed 3%. That is, the motor must deliver energy to the battery more precisely and efficiently. According to CarNewsChinathe thresholds have been set based on real production data from manufacturers and suppliers, with the aim that all major manufacturers on the market can meet them without difficulty, but that lower-performance designs are left out of the standard. EMC and noise. One of the most relevant new features of the standard is the introduction of specific electromagnetic compatibility (EMC) and noise and vibration (NVH) tests. The first extended range cars were basically standby generators that started when the battery was depleted. Today’s systems now have integrated energy management components that work in constant coordination with the battery, electric motors and vehicle control systems. This greater integration requires more demanding standards in electromagnetic interference and acoustic comfort. In fact, more recent models like the Aito M9which HIMA launched last May with up to 890 HP, or the IM Motors LS8 EREV, with 430 km of electric range, already reflect these changes, and are examples that have served to develop this new regulation. Durability for long term use. The standard also introduces two durability tests: a test of 750 hours with alternating load and another of 100,000 start-stop cycles. Both were developed with real-world usage data and damage equivalence models, and are designed to simulate approximately 300,000 kilometers of real-world driving, including urban conditions with frequent starts. Who is driving the market. The ecosystem of manufacturers that has driven this revision in the regulations includes both established brands and newer manufacturers. Li Auto, Seres, Deepal and Leapmotor have expanded their EREV offerings, while premium models such as the Aito M9 have helped position the technology in high-priced segments. Zeekr, Geely’s electric brandhas gone even further with the Zeekr 9X and 8X, since the former exceeded 50,000 accumulated deliveries in a few months after its launch and is scheduled to be exported to the Middle East, Central Asia and Europe during 2026. Cover image | HIMA In Xataka | This Aston Martin DB9 was sold for $57,000, but the craziest thing is not its price: it is the two flamethrowers it hides

“we will move more than a million passengers”

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Ryanair will reduce its activity in Zaragoza by 45% starting in November. At least, that is the threat that is on the table if Aena does not lower its airport taxes. But far from falling in traffic, Zaragoza has one goal: to reach a record number of travelers. And that’s how they intend to achieve it. The notice. Ryanair will cut its activity in Zaragoza by 45% if airport taxes remain as they are. And, of course, if the increase that Aena wants to apply starting next year is maintained, with an eye on the period 2027-2031. The movement is framed within the cut of 1.2 million places that the company has announced for the regional airports of our country in the next winter season. Asturias, Valladolid, Jerez, Tenerife North and Vigo will say goodbye to all the company’s activities, if the plan goes ahead. The data. So far this year, Zaragoza has recorded a drop in the number of passengers of 0.5% but its operations have skyrocketed, registering an increase of 16%. The data has some interesting figures: Passengers on domestic flights have barely fallen by 0.1% Passengers on international flights have fallen by 1.4% International operations have soared by 21% while national operations have grown by 7% Operations to move merchandise are the ones that increase the most. In total, the total cargo moved has increased by 22% so far this year. All this data is collected by Aena. and the answer. To Ryanair’s threats, the response from Zaragoza is clear: they want to continue growing. Last year, Zaragoza barely exceeded 700,000 passengers, with a growth of 1.9% compared to 2024. For next year, the goal is to reach one million passengers, an ambitious figure taking into account that Ryanair would reduce its activity by half. In words collected by The Newspaper of Aragon, The general director of Transport of the Government of Aragon, David Sánchez, assures that the current volume of passengers is very far from what was expected in a city like Zaragoza and that they intend to increase them with new international routes. And he emphasizes: “in the year 2027, Zaragoza Airport will handle more than a million travelers.” In that same newspaper, reference is made to the fact that the Aragon Government Council will soon present “the tender for a tourism promotion contract for the opening of new routes, both national and international” with the aim of increasing these flights. Where to? In Herald They explain that two legs support the project to multiply the number of travelers. The main objective would be a connection with Frankfurt, a key city in international air traffic. By passenger volume, It is the fifth in Europemany companies use it as a stopover for their connections with long-haul flights and it is located in the economic capital of the European Union. Also, a few weeks ago Wizz Air confirmed that it will connect Zaragoza with Milan starting in September through Malpensa airport. It will make three weekly flights and its 40,000 seats will replace Ryanair’s withdrawal from this connection (it flew to Bergamo, the usual route for low-cost operators) and which also offered 11,500 fewer seats for that same period. But above all, we want to continue increasing the workload in the transport of goods. Right now, Zaragoza is the second airport in Spain in this section and since The Aragon Newspaper They point out that continuing to grow is one of the great objectives for next year. Back to the rates. It remains to be seen, however, how the issue of airport taxes and Ryanair’s threats turns out. The Irish company assures that if the expected increase continues from next year, its activities at regional airports will be reduced and, with them, the routes it has available in Zaragoza. Aena wants to apply a 3.82% increase to current rates in the period 2027-2031. The airlines, however, want the current fee to be reduced by 4.9%. The CNMC defends a rate cut of 0.59%a figure very far from the airlines’ claims but halfway between both parties. For now, Ryanair has welcomed this proposal from the CNMC but it is not confirmed that Aena will listen to her when proposing to the Government its plan for the coming years. Photo | Pedro Sanz and Burak Sahin In Xataka | The new EU border system is leaving people without flights. Ryanair has a solution: close check-in early

The clothes of the future are made by bacteria. Jeff Bezos just invested 34 million to prove it

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Whoever is free of contradictions should cast the first stone, but Jeff Bezos plays in another league. On the one hand, he is the father and founder of a company that has made delivery logistics its watchword (Amazon), space tourism with Blue Origin or is behind AWS, one of the large cloud companies necessary for those resource-hungry data centers. On the other hand, Bezos also has his philanthropic side, which he develops in foundations such as his Bezos Earth Fundaimed at fighting climate change. Yes, the same man with the private jet and the megayacht. And he recently just invested 34 million dollars precisely in his “Bezos Fund for the Earth” to develop sustainable textiles new generation from bacteria, agricultural waste and other biological sources. The objective is to create materials that require less oil, are biodegradable and sooner or later are capable of replacing polyester, viscose or even cotton, a material of natural origin but whose production for textiles consumes a lot of water. The investment. These 34 million dollars are divided into four projects assigned to four top-level research entities: 11.5 million for Columbia University and the Fashion Institute of Technology to develop textile fibers made by bacteria that feed on agricultural waste. 10 million dollars for Berkeley, Stanford and Caltech to develop biodegradable fibers inspired by the spider web, but without the arthropod or using plastics. 11 million dollars for Clemson University to genetically modify cotton with the aim of improving its performance and so that it sprouts with the desired color. 1.5 million for the Cotton Foundation to restore the largest non-GMO cotton seed bank in the world. Why is it important. Because of fashion It is the second most polluting industry: is responsible for 8% of total carbon emissions and 20% of global wastewater and forecasts point to an increase in greenhouse gas emissions of 50% by 2030. And that’s just for production. Once we have used it, there is another problem inherent to synthetic textiles: microplastics. The European Environment Agency esteem that synthetic textiles represent between 16% and 35% of the microplastics that reach the oceans each year, with between 200,000 and 550,000 tons entering the marine environment annually. Context. The textile industry does not stop growing. In fact, in the last 20 years fiber production has almost doubled: from 58 million tons in 2000 to 116 in 2022 and with an estimate of reaching 147 million by 2030. Meanwhile, only 1% of the clothing produced is recycled to make new clothes, according to the Ellen MacArthur Foundation. The situation is so alarming that the UN Secretary General has already warned that fast fashion is accelerating an environmental catastrophe and the solutions involve either doubling the useful life (which leads to clothing lasting longer), something that according to experts could reduce greenhouse gas emissions by 44 percent. The other option is to use a new generation of recycled and/or more sustainable textiles. In detail. Given that automation and advances in the textile industry have already been optimizing the production process, what Bezos and his team intend to do is solve the problem at the source, that is, change the base material by improving it. Thus, for cotton the objective is to integrate color, improve performance and resilience by tapping into the biology of the plant. In the case of bacterial fabrics, Columbia’s approach is to create a digital map to learn how cells make it in order to replicate it. Yes, but. The biggest challenge is the jump from the laboratory to the factory. Synthetic spider silk fibers have been promising a textile revolution for decades without having reached real industrial scale. There are already sustainable textile startups like Spiber o Circulose marketing alternatives to traditional fabrics, but its presence is testimonial. And 34 million dollars may be a fortune for most mortals, but it is pocket money to change an industry like the textile industry, valued at 1.3 trillion dollars and which employs more than 300 million people throughout the value chain, according to the Ellen MacArthur Foundation. In addition, sustainable fibers are usually more expensive, difficult to produce on a large scale and are only profitable for large brands if volume and quality are adequate. It takes something more to convince against fast fashion alternatives and amazingly cheap clothes like Shein. In Xataka | We already know why Jeff Bezos invests so much money in space: he believes that in 20 years millions of people will live there In Xataka | When Jeff Bezos asked his parents for $240,000 to found Amazon, they asked him only one thing: “What is the Internet?” Cover | Flickr and David Clode

Renfe has a contract of 4,000 million euros in its hands. And no Spanish company gives you the trains you are looking for

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Renfe is preparing to choose the lucky company that will supply at least 30 high-speed trains. It is the most expensive tender in the company’s history, with around 4,000 million euros at stake. It is also the litmus test to see if Spain once again positions itself as a leading country in high speed. The contract. 1,362 million euros insured and the possibility of reaching 1,777 million euros. That’s only with the purchase. Because if we take into account the cost of maintenance, a long-term contract is estimated at 4,000 million euros. This is the contest to which anyone can apply. As long as, of course, it is capable of delivering 30 high-speed trains and is open to the delivery of another ten units if the Spanish company so requests. It is one of the previous steps to launch a Madrid-Barcelona line in less than two hours. A comprehensive renewal of the line thanks to a Spanish invention and new trains capable of reaching top speeds of 350 km/h are essential. Quickie. In substance and form. Because in order to comply with the specifications of the Renfe contract it is essential that the trains can run at a maximum of 350 km/h as we say. Inside they will have to accommodate 450 passengers, have a space for transporting bicycles and a cafeteria car. But in addition, Renfe wants the chosen company to deliver at least five units in the first 40 months once the contract is signed. At the latest, the last unit of the fleet of 30 trains will have to be delivered before month 78. That is, the company will have to have everything ready in less than six and a half years and after three years Renfe has to begin to reap the first fruits. “Citizens would not understand”. That is the warning that José Ignacio Jainaga, president of Talgo, has issued in statements collected by The Mail. And the obligations included in the contract specifications leave this Spanish company in a very complicated position according to experts. In fact, Jainaga wanted to highlight the efficiency of its trains, which it considers are capable of offering an efficiency “35%” higher than rivals, but it has not talked about deadlines or being able to reach the aforementioned 350 km/h with its trains. Despite this, he considers that citizens “would not understand that the regulator, the operator, and ultimately the Government, do not consider Talgo’s solutions as the best adapted to the priorities of Spanish society.” CAF, another company specialized in the construction of trains, would also be outside the conditions required by the contract right now, they explain in The Basque Journal. The company has the approval for its trains to run at 300 km/h in Spain since 2020 (the most advanced reach 320 km/h top speed) but with such tight deadlines, CAF would be left out because it would not be able to develop a new platform in time. Without a trace of Spain. Both CAF and Talgo understand that with these conditions they will not be able to compete in a contest that is considered one of the most attractive in Europe. At the moment, it does not seem that either company can offer such fast trains within the planned times. CAF, as we say, does not have a platform capable of reaching this speed. Talgo, on the contrary, managed to reach 360 km/h with their Talgo Avril but they are limited in their approval to reach a maximum of 330 km/h. But, in addition, the relationship between Talgo and Renfe is not going through the best moment. The Avrils arrived with reliability problems that hit the ceiling with the fissures in Madrid-Barcelona. Renfe considers that, since they are under warranty, Talgo must fix them but this company says that the problem is generated by the infrastructure. In addition, Renfe sanctioned Talgo with more than 100 million for being late in delivering these trains. A punishment that Ignacio Jainaga, president of Talgo, claims to have been resolved although no further details have been given, stated in The Confidential. Beyond Spain. In the midst of these controversies, Óscar Puente, Minister of Transportation, did not hesitate to show interest in trains that are manufactured far from our borders. It makes sense because, according to the experts referenced in the previous media, only Hitachi or Siemens seem really well positioned to be able to compete for this project. Before the bidding rules were announced, Puente toured the factories of these companies. He appeared, for example, at the Siemens factory whose Velaro Novo Yes, it can operate at more than 350 km/h. Hitachi has the ETR 1000 that Trenitalia uses for Iryo and that reach a top speed of 400 km/h. But, also, Puente also traveled to China where he praised the CRRC Changchun Railway Vehicles trains because they are capable of reaching the aforementioned 350 km/h but, above all, he praised their ability to deliver them in record time and at a much more competitive price. He came to point out that: “Chinese manufacturers deliver trains at half the price in a period of six months to two years, while the European industry offers them to you for 60 months. I am the politician who buys and I don’t have 60 months” However, this possibility has been put into more doubt because the European Commission is investigating this company because it considers that the Chinese State has doped it financially, which could leave it out of Renfe’s famous 4 billion euro contract. Photo | MaedaAkihiko In Xataka | “They deliver trains in six months at half the price”: Renfe needs new AVE and is clear that China will give them to them

paying 920 million a month to SpaceX

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Elon Musk created SpaceX for space exploration, reducing costs related to transportation and ultimately colonizing Mars, but what he has found is a vein on Earth: Google and SpaceX They just signed a lucrative agreement of infrastructure that puts Elon Musk’s space company at the center of the enterprise AI ecosystem. Among other things, because it is not the first agreement it has signed of this type: in May it already made same with Anthropic. Bottom line: Google is going to pay SpaceX almost a billion dollars a month to lend it computers. It may be a simplification, but it is not an exaggeration: SpaceX has tens of thousands of the most powerful graphics cards in the world in its data centers and Google urgently needs them so that its artificial intelligence continues to stand up in the AI ​​battle. 920 million dollars a month. That is the agreed price for the rental of part of its processing capacity, specifically 110,000 Nvidia GPUs, CPUs, memory and related components, from October 2026 to June 2029. That is, approximately $30 billion over the life of the contract. The rollout will be progressive, so until its entry into force in October, Google will pay a lower rate. To put the movement in perspective, Jensen Huang, revealed As of October 2025, the company had shipped a cumulative total of 4 million Hopper GPUs (H100 and H200) and 3 million Blackwell GPUs since its launch. The 110,000 GPUs in the Google and SpaceX contract are equivalent to what Nvidia ships globally in about a week at the current production rate. Why is it important. Because it is a reflection of the current state of the race for AI: Google is a company with plenty of financial and technological muscle. Without going any further, Google together with Amazon and Microsoft control more than 60% of the global cloud infrastructure market, according to data from Synergy Research (yes, with a 14% share in cloud infrastructure (IaaS/PaaS), it is the third in contention). And still it is not enough: TechCrunch collects the statements from a Google representative explaining that demand for Gemini Enterprise has even exceeded their expectations. For SpaceX, the impact is tremendous: the space launch company has managed to partially and on the fly convert itself into a cloud infrastructure provider. The agreement also comes at the perfect time: one week before its shares begin trading on the Nasdaq. Documentation provided to the Securities and Exchange Commission reveals that Musk’s company intends to raise $75 billion at a valuation of approximately $1.75 trillion, the largest IPO in history. Context. As we mentioned in the intro, the agreement reached between SpaceX and Google is similar to the one reached with Anthropic at the end of May and by which the company led by Dario Amodei agreed to pay $1.25 billion per month until 2029 to rent all the available capacity of the Colossus 1 data center in Memphis, Tennessee. As a curiosity, this center was initially built by xAI, now integrated into SpaceX. Alphabet, Google’s parent company, is investing ruthlessly. Already is committed more than 180 billion dollars to spend on technological infrastructure in 2026 alone and has announced an expansion of 80 billion more. The agreement with SpaceX is the bridge while it materializes. In detail. As with the agreement with SpaceX, there is a cancellation clause: if it fails to provide access to the number of GPUs committed by September 30, 2026 (just one day before the full deployment takes effect), Google can either accept the number provided with a reduction in that quota or cancel everything. Likewise, both SpaceX and Google can terminate the agreement simply with 90 days’ notice after December 31, 2026. Important: Google retains all intellectual property of its AI models, content and data even if they run on SpaceX servers. SpaceX puts in the machinery, but doesn’t have access to what’s inside. Yes, but. The cancellation clause puts a possibility on the table: that SpaceX cannot provide those 110,000 operational GPUs before September 30, 2026, something essential to close this lucrative agreement under the terms described. This agreement with Google and the previous one with Anthropic put an obvious conflict of interest on the table: SpaceX is an infrastructure provider for two of the big rivals of xAI and its Grok models, so Elon Musk finds himself in a curious situation: he is the one who decides which infrastructure he gives up and which one stays. We do not know which SpaceX data center will be for Google and Musk has already indicated, according to TechCrunchthat Colossus 2 is reserved for xAI. In Xataka | The most worrying sign for Google: its own AI engineers prefer to use Anthropic AI In Xataka | Who is really winning the AI ​​race, in a graph that puts Google in trouble Cover | dvids and Flickr

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