Select the model to use between Claude, GPT, Gemini, Kimi, Grok or Sonar

Let’s tell you how you can choose the artificial intelligence model What are you going to use with? Perplexity in a prompt. This is a chatbot known for allowing you to access many cutting-edge models from third-party companies, something it does automatically depending on the request you make. However, if you are going to use Perplexity, it is advisable to know one of its functions basic, being able to choose by hand which model you want to use. And yes, every time Google, Anthropic or OpenAI launch a new model of artificial intelligenceat Perplexity they are going to add it to their catalog. The results will not be exactly the same as if you use the paid versions of ChatGPT, Grok, Claude or Gemini, because Perplexity may modify them a little. However, you will be able to take advantage of the reasoning power of these models. Choose the AI ​​model to use in Perplexity To choose the AI ​​you want to use in Perplexity, you have to look at the box where you write the prompt. In it, you must click on the option AI modelwhich will appear with the icon of what appears to be a chip. It is to the far left of the series of icons that appear at the bottom right in the prompt writing field. When you click on that button, it will appear a list of all models of artificial intelligence that you can use. Both the best and the latest available from Gemini, GPT, Claude, Grok, Kimi or Perplexity’s own Sonar will appear. This is something that you can do in its web version or in its mobile or computer applications. Here, you should know that you can choose the model with each prompt within a conversation with Perplexity. Come on, you can ask a question with one model, and then ask the next question with another. Also, below the list you will see the number of queries you can make with the most modern models. In Xataka Basics | The best prompts to save hours of work and do your tasks with ChatGPT, Gemini, Copilot or other artificial intelligence

Xiaomi already has its own AI model for robots. At the moment, he’s great at taking apart LEGOs and folding towels.

It has been a long, long time since Xiaomi stopped being a mobile company. Today the company’s tentacles reach all types of sectors, from mobile and household appliances until cars, chip design and, from now on, robotics. And the Chinese company has just presented its first vision, language and action model for robotics. Its name: Xiaomi-Robotics-0. What is this about?. Xiaomi-Robotics-0 an open-source model whose code can be found in GitHub and HugginFace. As the company explains, this model has been optimized to offer “high performance, speed and smoothness in real-time executions.” We should not think of this model as an AI capable of making a robot run and jump like a human, but rather one capable of making a “simple” robot understand its surroundings and know how to make the optimal decision without, for example, destroying whatever it has in its hands. About the robots. When we talk about AI applied to robotics we are not just talking about a robot being able to move. The device must know and understand that it should not apply the same force when holding a brick as it does when holding a cat, for example. In that sense, there has to be an understanding of the visual, an understanding of what is being seen and an appropriate execution of actions: this is a brick > it is a heavy object > I have to apply more force to hold it and move it from one side to the other. Xiaomi-Robotics-0 results in the benchmarks | Image: Xiaomi The benchmarks. Xiaomi has achieved, as detailed on the project website, very good results in the benchmarks I RELEASE (measures knowledge transfer), SimplerEnv (measures performance in real simulations) and CALVIN (measures performance in tasks conditioned by language). According to the company, Xiaomi-Robotics-0 “achieves high success rates and robust results in two challenging two-handed tasks: disassembling LEGOs and folding towels.” The fun of training. Every AI model draws from a training dataset. In the case of Xiaomi-Robotics-0, a 4.7 billion parameter model, the dataset consists of 200 million time steps of robot trajectories and more than 80 million samples of general vision-language data, including 338 hours of LEGO disassembly videos and 400 hours of towel folding videos. The results. The company claims in the paper that its model is capable of disassembling complex LEGOs of up to 20 pieces, adapting the grip in real time to avoid errors, using only one hand to place the towel correctly and folding it or, if you pick up two towels from the basket, take one of them, leave it in place and fold only one. This demonstrates an interesting capacity for adaptation and learning that, although it may seem trivial on paper, has its value if we think about industrial and even domestic robots. Beyond. What this model is demonstrating is being able to adapt to complex and unpredictable geometries, such as that of a towel thrown in a basket, and to understand the, let’s say, “soft physics.” On a towel it may seem like a small thing, but let’s think about manipulating human tissues in an intervention, for example. Same with LEGOs. It’s not just disassembling them, it’s understanding the position of the blocks, how they fit together, what force to apply and at what angle so as not to break them. Let’s think about a robot that removes debris. An industrial robot has historically been programmed with fixed coordinates, that is, moving something from point A to point B. A robot with AI like the one proposed by Xiaomi would be much more versatile. The first robot learns movements, the second robot learns tasks, and the difference is a world. If we think about a distant future in which there are domestic robots, a robot cleaning dust from a shelf will not be the same as knowing how to identify objects, decorations, etc., and understanding that it must move them to avoid throwing them away and cleaning them thoroughly. Cover image | Xiaomi In Xataka | A Chinese company boasts another limit in robotics: it ensures that its new humanoid robot runs like an elite athlete

Musk doesn’t have the best model or the best product, but he has something more important in the AI ​​race: SpaceX

Elon Musk has done it again: he has changed one of his companies from the right pocket to the left. In 2016, when his company Solar City was in the doldrums, he took advantage of the fact that Tesla was going like a rocket to save the company. Now it is xAI that needs a push in the age of artificial intelligence and, after a few brief rumorsconfirmation came: SpaceX has purchased xAI. Or what is the same: an Elon Musk company has bought another Elon Musk company. It’s an ideal move, but also a morrocotudo mess. In short. The announcement came late into our night. As part of a vertical integration, aerospace will absorb the operations of xAI, Elon Musk’s artificial intelligence company. It was an extremely rare agreement. When it occurs a business purchasewe know the numbers, but here we only have some ideas about the goal. Musk has been deliberately opaque and has justified the movement as a restructuring to guarantee “freedom of expression”, with a story based on energy, the development of technology and something we have been talking about for some time: the need for exploit outer space as a source of energy and giant heatsink for the increasingly numerous data centers. One million satellites. In fact, the operation came shortly after we learned that SpaceX had filed with the US FCC a project to launch one million Starlink satellites. Currently, there are about 9,000, plus another few thousand companies like Amazon or chinese satellites and Europeans…and astronomers are already complaining about how difficult it is to observe beyond low orbit. With a million satellites from SpaceX alone, the amount of potential space debris will increase stratospherically, but Starlink is not a simple satellite system to have Internet anywhere on the planet: They are potential data centers. Musk himself, when companies like amazon either Google They began to be very vocal about the need for moving data centers into spacepointed out that SpaceX already had them and that it was easy to convert its satellites into computing centers. In space there is Unlimited, uninterrupted energyheat dissipation is much simpler because air or water is not needed as on Earth and the information is transmitted to terrestrial centers using lasers, eliminating the need for Expensive fiber optic interconnections. SpaceX works. And, in Musk’s statement, it is stated that this demand for energy and computing power to feed AI is almost impossible to cover with terrestrial solutions, so the most logical thing is the space exodus from data centers. And, of course, one plus one equals two: SpaceX has the infrastructure and xAI needs it. But beyond the synergy, there is another reality. SpaceX has become a solid and profitable company. It is the only one that, right now, can routinely transport astronauts to and from the International Space Station. It has become an essential piece for both NASA and the Department of Defense and, in addition, it has the aforementioned Starlink system that has crept in, perhaps too much, into the communications infrastructure of countries like Ukraine. xAI burns money. On the other hand, xAI shows the symptoms of a company focused on artificial intelligence. This valued at more than $230 billion and has raised several tens of billions in several rounds of financing, but is burning money at a rate of approximately one billion a month. This is typical, as we say, of companies in the growth phase, and the executives themselves have stated that they have plans and resources to keep spending aggressively, but everything has a limit. xAI requires enormous amounts of energy, resources, computing and is developing its own chips. All of that costs money, and putting data centers in space with existing infrastructure like Starlink’s can help ease the burden. In the economic and energy sense, it is a brilliant operation. When other technology companies want to start filling the space with their data centers, SpaceX will already be there. Morrocotudo mess. Therefore, and in the end, what Musk has done is unite a company in an aggressive investment phase with another that is solid and has established contacts with the US government. SpaceX is the highest xAI carrying vehicle and it looks like a win-win manual. Now, it’s also a tremendous mess. Because xAI is not just xAI: it is (Twitter), and now SpaceX has all that power under one umbrella. xAI manages military intelligence and we have already mentioned that Ukraine threw itself into the arms of Starlinkrelying on its infrastructure during the conflict with Russia. SpaceX is no longer just an aerospace company, it is that and much more: a brain, a social network with private data of tens of millions of people. And in a Europe that is fighting for their technological sovereignty and information protection, SpaceX can go from being a partner for a specific mission to something to look askance at. Image | The White House (edited) In Xataka | From $100 billion romance to silent divorce: NVIDIA and OpenAI’s relationship is disintegrating

The hypermarket is quite mortally wounded in Spain. There is an absolute winner: the Mercadona model

For years the plan was to take the car, go to the hypermarket on duty and spend a couple of hours walking through its aisles to collect everything we needed and a few other things that we could find because there was almost everything there. is passing away by leaps and bounds. From the boom of the hypermarket to its decline. It was the 90s when they became popular, but there has been a change in purchasing and consumption habits that were catalyzed by the pandemic. The 2025 data from the consulting firm NIQ (former Nielsen) collected by El País They speak of a share of 10.2% of total sales in Spain. And last year it grew by 1.2% unlike the previous year, where it fell by 2%. The problem, in addition to its small piece of the pie, is that the majority of food distribution channels in Spain grew more. The heirs of hyper. These Mercasa studies date from spring 2025 cited by The Economist where they reflect that supermarkets already concentrated 91.8% of the commercial surface in the state. And it is not the only one: the other alternative is proximity formats. It is true that the NIQ data shows that the medium supermarket (between 300 and 799 square meters) fell more than the hypermarket, but its share is four points higher. The small supermarket (less than 300 square meters) and the large supermarket (between 800 and 2,500 square meters) are the big winners: the former rose two tenths with a sales increase of 9.1% and the latter did the same by nine tenths to reach 57.1% of the market and 7.6% of turnover. Here there is an absolute winner: Mercadona, whose new openings exceed 1,500 square meters and which has also been transforming its 1,600 stores for years to replace the smaller ones. And its strategy is paying off: its share has risen to 29.5% in 2025 despite having 10 fewer stores. The Mercadona effect or how efficiency kills size. This change in trends opens a new battle for proximity: the growth is in the 1,500 square meter supermarket aka the Mercadona model or in the convenience store. Growing no longer means opening more centers, but rather having better centers: it pays more to close 10 stores because you have more efficient stores. On the other hand, last mile logistics is gaining weight: it is easier and more affordable to serve an online order with a network of small stores scattered throughout the urban center than from a distant hypermarket. In addition, the franchise format allows chains to expand their brand without assuming operating costs. The consumer has spoken. The NIQ consultancy reflects clearly this paradigm shift: purchase occasions per household have grown by 11% in 2025 and units per basket have decreased by 7.6%. In short: we buy more times but less quantity, a trend that benefits local stores and penalizes hypermarkets. Kantar’s reading points to factors such as smaller homes, a higher average age, an urban context that favors this type of purchase over American car culture. The chains are moving. The fact that the hypermarket is in decline, reducing its weight in the market, directly affects the operators that exploit this format, such as Carrefour and Alcampo, followed by Eroski and El Corte Inglés. In NIQ figures, the first lowered its share two tenths to 7.2%, the second fell from 3.1 to 2.9% and the Basque chain fell one tenth to 4.3% and El Corte Inglés did the same two tenths, to 1.6%. So they are adapting to this paradigm shift: In Xataka | Mercadona has understood that Spain no longer wants to make its potato tortillas. And he is making gold with it In Xataka | Years ago Mercadona decided to conquer the market with its white brands. And that is making gold for some companies Cover | Carrefour

Sandra Ortega rents hotels to hotels. Amancio Ortega has copied the model with a luxury hotel in Paris

If Amancio Ortega is characterized by something, it is his proven sense of smell. the real estate business by the hand of your investment company. In July 2025, the millionaire founder of Inditex closed the purchase of one of the most luxurious hotels in the center of Paris. The hotel business is not Ortega’s strong suit, but the buildings that house these hotels are, which later rents to large hotel chains. This play is not one more purchase from the tycoonis a business model in which her eldest daughter: Sandra Ortega specializes. The Radisson Hotel Group firm, owned by the Chinese Jin Jiang, and the second largest hotel company in the world, has announced that in the summer of 2026 it will open a new establishment in the building that Amancio Ortega purchased. The great purchase in the heart of Paris. Pontegadea paid 97 million euros in July 2025 for the Banke Hotel, a five-star hotel with 91 rooms that until now was owned by the Derby Hotels chain. Although the purchase of this building is far from being the most expensive investment of Pontegadea, it is the most expensive asset of the hotel investment company. As usually happens in buildings you acquire Pontegadea, the Hotel Banke is located in one of the most exclusive areas of the French capital: on rue de La Fayette, a stone’s throw from the Galeries Lafayette and the Opera Garnier. A privileged location for tourists and executives. Solvent tenants and immediate profitability. Pontegadea strictly follows a common pattern in all its real estate operations: selecting buildings in privileged areas and securing contracts with immediate tenants of maximum solvency for them. Amazon, Google, DHL, Apple, Spotify, Primark itself and Inditex franchises are its main clients. This makes Pontegadea begin to make its properties profitable immediately. In the case of the Banke Hotel in Paris, Pontegadea signed with Radisson Hotel Group almost immediately after its purchase. Given the location and the category that the building already held, the hotel firm has decided to operate it under the Radisson Collection, its most exclusive brand. Of the 905 hotels managed by Radisson around the world, only 42 belong to this line, 4.6% of the total, which highlights the premium level they have given to Ortega’s project. History of the building and its key renovation. This property was built in 1907 as a bank headquarters and was transformed into a hotel in 2009, preserving that historical charm that is so popular in Paris. The hotel closed at the end of September to undertake a series of reforms to adapt it to Radisson standards, opening as Banke Opera Paris in the third quarter of 2026. Radisson’s statement said: “The 90-room hotel will undergo a comprehensive renovation that will reflect a contemporary interpretation of Parisian elegance. The property features a striking Belle Époque facade and classic architectural details, including a famous staircase designed by Gustave Eiffel. Guests will be welcomed into a 19th-century atrium that will house a reception, bar and restaurant. Additional amenities include a state-of-the-art gym and wellness facilities in the former bank vault, as well as an attractive offer for meetings and events. The intelligent strategy of the Ortegas. Amancio Ortega and his daughter Sandra have polished a winning formula: acquire iconic properties in key metropolises such as Paris, New York or Miami, make the necessary tweaks and then rent them to top hotel operators. This ensures a fixed income without worrying about daily management, maximizing the value of its premium locations. In France, Pontegadea has seven acquisitions, six of them in Paris, including an office building for 227 million euros in 2024 near the Opera, integrated into the ambitious Grand Opera project. Sandra faithfully follows this paternal model, diversifying the family empire into high-end hospitality. The expanding hotel portfolio. Pontegadea started in hospitality in February 2021 with the Senator Playaballena in Cádiz for 25 million euros. In December 2023, he added two boutique hotels in Palma de Mallorca for 35 million to a Swedish group, showing how they climb from Spain to the world. Ortega’s hotel business extends across the pond, with the Epic Hotel in Miami and the Iberostar on Park Avenue in New York. Meanwhile, Radisson reinforces its presence in France with four more openings, reaching 34 hotels in total and 11 in Paris with around 1,700 rooms, thanks to strategic partners such as Pontegadea. In Xataka | Seven of the ten largest fortunes in the world in 2026 are due to AI: this illustrative graph makes it very clear Image | Gtres, Tripadvisor

The Model 3 is no longer the best-selling premium electric vehicle in China

The automotive industry is giving us not-so-subtle clues about its changes and the baton it picks up. China as an influential country in this sector It is taking more and more shape. Just two years ago, dethroning the Tesla Model 3 as the best-selling electric sedan might seem like a joke. However, this same thing has happened in China, as it is the Xiaomi SU7 the one that has taken that position from him, and even more of an achievement if we take into account that it is the first car from the now also automobile manufacturer. Figures. Xiaomi’s SU7 reached 258,164 units sold in China during 2025, exceeding the 200,361 deliveries of the Model 3 by almost 30%, according to data of the Chinese Passenger Car Association (CPCA). It is the first time that a Chinese manufacturer has managed to take the lead from the Tesla model in its category since it began to be assembled in the Shanghai Gigafactory at the end of 2019. Context. Xiaomi has only been delivering vehicles since March 2024, making this success even more significant. With a huge user base on its mobile devices and other technological products, the Chinese manufacturer has managed to boost sales of its first vehicle with very outstanding features such as its sophisticated autonomous driving system preliminary and software and technology that has become a reference. There in China, the basic model of the SU7 has a price of 215,500 yuan (about 26,400 euros at the exchange rate), 9% cheaper than the Model 3, which starts at 235,500 yuan. The decline of Tesla in China. Elon Musk’s brand has seen how its market share was plummeting from 16% in 2020, when it began producing the Model 3 in Shanghai, to 6.9% in 2024. Tesla’s total deliveries in the country fell 4.8% in 2025 to 625,698 units, representing just 4.8% of total electric vehicle sales in China. “Tesla’s Chinese competitors are able to make technologically comparable vehicles while offering them at lower prices,” counted Eric Han, from the consulting firm Suolei, to the SCMP media. Lights and shadows of SU7. Despite Xiaomi’s great success, the SU7 has also been marked by tragedy. And in March 2025, three people died in an accident with an SU7 in the province of Anhui while the driving assistance system was activated, which led the Chinese authorities to tighten supervision over these technologies. In October, another fatal accident in Chengdu involving a SU7 Ultra once again generated debate, this time because neither the members of the vehicle, nor the people who wanted to help them, were able to open the doors of the burning vehicle. New versions. The company presented in early January a renewed version of the SU7 with a range of more than 900 kilometers on a single charge, launched in pre-sale from 229,900 yuan (about 28,000 euros at the exchange rate). The top-of-the-range edition reaches 902 km of autonomy, compared to 830 km for the Pro version that currently exists. Tesla doesn’t look good in Europe either. Things are starting to look ugly for Tesla, because if we are going to its overall figuresElon Musk’s company delivered 1.64 million vehicles in 2025, compared to 1.79 million in 2024, accumulating two consecutive years of declines. In Europe, where Tesla launched trimmed versions of the Model Y and Model 3 to defend volumes, registrations fell 25% in the eight main markets. Its share in our market fell from 2.4% to 1.7% until November, according to the European association ACEA. Between the lines. Nor can we say that Tesla already has everything on order, especially considering that the Model Y remains the best-selling SUV in China. However, the ability of Chinese manufacturers to compete in the premium segment with technologically advanced vehicles and more competitive prices is redrawing the map of the sector. We were recently talking about BYD surpassed Tesla as the largest electric vehicle manufacturer in the world, with 2.25 million units sold in 2025. Of course, the fragmentation of the Chinese market, which already has more than 50 electric vehicle manufacturers, and the fierce price warraise doubts about the long-term profitability of the sector. Cover image | David von Diemar In Xataka | There is an unexpected victim of the rise in RAM memory prices: the very modern connected cars

Decathlon has just bought Intersport in Spain. And with this, a business model closes: multi-brand sports retail.

Decathlon has notified the CNMC the acquisition of Intersport CCS in Spain. The operation would add some 120 stores (30 owned and 90 franchised) to the 176 stores that Decathlon already operates in the country. Now the regulator You have one month to make a statement in first phase. Why is it important. This purchase closes one business model and consolidates another: Intersport represented the retail traditional sports: multi-brand, with Nike, Adidas, Puma and company on its shelves. Decathlon is the opposite: the own brand (Van Rysel, Quechua, Kiprun…) is what dominates, with mainly low prices, or at least lower than those of the big brands, and total control of the value chain. The first has gone bankrupt and the second keeps its locations. The background. Intersport entered bankruptcy in March 2025 with a debt of between 14 and 30 million euros. Tried to get 70% cuts with banks like BBVA and Sabadell, and with suppliers like Nike and Puma, but it didn’t work. In November, Intersport France bought the business for 300,000 euros and now it is Decathlon who takes it entirely. Between the lines. The battle of retail sports is no longer so much about what brands you sell as about how many square meters you control and what you sell within. The big sports brands have opted for direct sales to the consumer (Nike closing distributors, for example, although he got a frog). Intersport was trapped selling brands that no longer needed it to reach the customer, without great differentiation of its own and with very high inventory costs. Nike and Asics are not Kalenji and Artengo. Yes, but. Decathlon buys Intersport largely because it buys key locations before they are occupied by Amazon, Shein (which is about to physically disembark in Europe) or any other e-commerce actor that needs a physical presence at least to facilitate returns and collections. In it retail 2026, the physical store continues to be differential, but only if you sell products that cannot be easily purchased online. A Van Rysel cycling set is not on Amazon. Some Nikes, yes. The contrast. This is not very different from what happens in the food sector: Mercadona dominates because it sells its few own brands and controls the chain. Multi-brand supermarkets (those that only distribute) are in a more complicated position. He retail sports follows the same pattern: consolidate or die. Stores without their own identity tend to disappear. And now what. If the CNMC approves the operation, Decathlon will reinforce its hegemony in Spain. But the news is not so much the number of stores as the model that remains standing. In 2026, those who control what they produce, how they sell it, and where they distribute it survive survive. The rest is noise. In Xataka | Wallapop taught us how to sell used things. Decathlon has learned to make money with it Featured image | Decathlon, Intersport

Its greatest advantage is not having its own model

Meta ended its 2025 by announcing the purchase of manus for more than 2,000 million dollars. It says a lot that it is a company that coordinates and directs other people’s models. Why is it important. Manus reached 100 million in annual recurring revenue without training a single model. Use Claude and Alibaba models to do the heavy lifting. Its differentiation is not in the intelligence of the model but in the execution: planning complex tasks, invoking tools, iterating on results, delivering finished work… a purely agentic model that achieved its little viral moment at the beginning of the year. OpenAI, Google and company focus on announcing models that fight to get tenths in the benchmarksbut Manus simply makes money by selling that ability to direct other people’s models. The backdrop. In ranking like those of Chatbot Arena We have been seeing the same pattern for a year: every time one model is crowned the best, another surpasses it in a few weeks. None manages to make a lasting difference and there is no great difference. moatnot even the capillarity and recognition of OpenAI, or the distribution capacity of Google. Yes, but. Yeah the models are commoditizing and they are increasingly interchangeable, where is the business? Meta just gave his answer: at the application layer. In who controls the distribution where people actually use AI. Meta spends $70 billion a year (and counting) on ​​AI infrastructure, but Meta AI It is not curdling and Flame 4 punctured. It lacks what Manus has proven to have: a proven ability to turn models into products that people pay to use. The threat. Meta is facing a distribution problem: Google has Android, Google Search, Gmail, Google Docs… Microsoft has Windows and its suite of productivity, in addition to being ubiquitous in companies. Apple controls the iPhone and the Mac. And Meta has social and messaging platforms, but its track record in corporate products is disastrous. Workplace never took off and closed. Their reputation with business data isn’t exactly great. Buying technology is easy, but whether companies trust Meta as a provider of work tools is another story. Chinese arbitration. Chinese AI startups are clearly undervalued: The Chinese number one is worth less than 1% of the American one with comparable technical capacity, and the penetration of OpenAI justifies the distance, but not at that level. Benchmark Capital saw these figures and he put in 75 million in May at a valuation of 500 million. a few months later goes for more than 2,000 million. The new manual. Manus has just shown that there is a viable route for Chinese AI startups: turn to cheap and well-trained Chinese talent, develop a product designed for global markets (and not just Chinese) from day one, raise Western capital, move the legal headquarters outside of China (in this case, Singapore), and achieve a “clean exit.” Other Chinese startups can now be expected to follow a similar path, and the Chinese authorities are aware of this… and are not happy with the idea, according to the wall Street Journal. They see it as a leak of technology developed with local engineers. And now what. Meta will integrate Manus into Facebook, Instagram and WhatsApp. But the real message goes further: in AI, as happened with the Internet, the infrastructure becomes commodity and the business is in the digital “last mile”, where technology touches the user. Meta just paid 2.5 billion to not forget that lesson. In Xataka | Mark Zuckerberg is giving a radical change to Meta’s AI strategy. And that’s what happens when you lose a Nobel Prize winner. Featured image | Manus, Xataka with Mockuuups Studio

Russia’s ghost fleet has changed its business model. Oil has given way to a much bigger target: Europe

Since the full-scale invasion of Ukraine in 2022, Russia has not only built a vast fleet of tankers to avoid Western sanctions and continue exporting crude oil from the Baltic and the Black Sea, but has turned that logistical infrastructure into something much more ambitious. How much? The size of an old continent. The fleet in the shadows. According to Western and Ukrainian intelligence sources cited by CNN, Part of this so-called shadow fleet is being used as a covert platform for espionage and hybrid operations in European waters. We are talking about hundreds of ships that routinely sail near the coasts of EU and NATO countries, generating income of hundreds of millions of dollars for Moscow while, at the same time, expanding the radius of action of its security services away from Russian territory. “Civilian” crews with a detail. The pattern detected by the intelligence services is revealing. Many of these tankers, registered under flags of convenience and with mostly Asian or African crews, incorporate just before setting sail to one or two Russian citizens additional. The crew lists show as simple “technicians”but his background tells another story: former police officers, members of special units of the Ministry of the Interior, veterans of the Russian army or former mercenaries linked to Wagner. They are often the only Russians on board and, according to testimonies of Danish maritime pilots and European observers, exercise an authority that goes beyond the civilian chain of command, even imposing itself over the ship’s captain. Moran Security and privatization. Many of these men would be linked to Moran Security Groupa private Russian company with deep ties to the FSB, GRU, and the Kremlin’s military contractor ecosystem. Moran was sanctioned by the United States Treasury in 2024 for providing armed security services to Russian state companies, and his history connects directly with Wagner and with operations in scenarios such as Syria or Somalia. Its corporate structure (with registrations in Moscow and in opaque jurisdictions such as Belize) and its professional profile, explicitly oriented to recruit veterans of special forces, fit perfectly into the logic of hybrid warfare: formally private actors that allow the Russian state to operate with a high degree of plausible deniability. Espionage and internal control. The functions of these “technicians” would not be limited to protecting the cargo. Ukrainian and Western sources maintain that also supervise captains non-Russian vessels to ensure that the ships are acting in the interests of the Kremlin and that, in at least one documented case, took photographs of European military installations from one of these tankers. Furthermore, although details are scarce, intelligence services suggest that some of these men have participated in acts of sabotage. These would not be direct confrontations, but rather low-profile actions designed to collect information, generate uncertainty and strain the limits of the Western response. The Boracay case. He Boracay tanker illustrates this dynamic well. Sanctioned, with frequent changes of name and flag, two Russian citizens embarked in September in the port of Primorsk, near Saint Petersburg. Both were listed as technicians and were the only Russians among a crew of Chinese, Burmese and Bangladeshis. Coincidence or not, his crossing through Danish waters overlapped with a wave of sightings of drones near the Copenhagen airport and Danish military bases. Days later, the ship was boarded by the French navy against Brittany for irregularities in their documentation. No drones were found on board, but the presence of the two Russians came to light and they were discreetly questioned. For some analyststemporal correlation proves nothing, but for others It fits too well with the pattern of trial and error in the “gray zone.” Drones, sensors and something new. Beyond Boracay, Swedish and Danish authorities have detected on other ships in the shadow fleet antennas and masts not usually found on civilian merchant ships, as well as hostile behavior towards inspectors and an obsession with photographing critical infrastructure. In an environment like the Baltic, a strategic bottleneck surrounded by NATO countries, any anomalous activity becomes a disproportionate weight. For European security services, these ships are ideal mobile platforms: seemingly legal, difficult to intercept without diplomatic escalation and capable of approaching ports, cables, bases and airports without raising immediate alarms. Hybrid warfare at sea. All this fits with a broader strategy that senior intelligence officials, such as the new head of British MI6describe as constant testing “below the threshold of war.” Drones near airports, aggressive activity at sea, discreet sabotage and covert espionage are part of the same repertoire. The shadow fleet is not only an economic instrument to circumvent sanctions, but an extension of the Russian security apparatus, capable of operating in a space where Western legal and military responses are slow and politically sensitive. The European dilemma. Europe thus faces an uncomfortable decision. Intercepting ships without insurance, with dubious documentation or with armed personnel on board could stop these practices, but it also carries the risk of a direct russian reaction. As summarized on CNN a veteran Danish maritime pilot, no small country wants to be the first to make the move. The answer, if it comes, will have to be collective. Meanwhile, the shadow fleet continues growing and sailingdemonstrating that for the Kremlin the war is not only being fought in Ukraine, but also in the seas surrounding Europe, silently and in civilian uniform. Image | kees torn, Greg Bishop In Xataka | For years Europe has wondered how to stop the Russian ghost fleet. Ukraine just showed you the way: with AI In Xataka | A ghost fleet has mapped the entire underwater structure of the EU. The question is what Moscow is going to do with that information.

Google just changed the rules of the lightweight model

Now, in the race to lead the development of artificial intelligence, something unusual has just happened. Gemini 3 FlashGoogle’s new model, has surpassed GPT-5.2 Extra High, the higher-reasoning variant of OpenAI, in several performance tests. And that forces us to rethink some of the rules that we took for granted. A fast model that also reasons. Google’s new model comes with a very specific promise: to demonstrate that “speed and scalability do not have to come at the expense of intelligence.” Although it has been designed with efficiency in mind, both in cost and speed, Google insists that Gemini 3 Flash also excels at reasoning tasks. According to the company, the model can adjust your thinking ability. It is able to “think” for longer when the use case requires it, but it also uses 30% fewer tokens on average than Gemini 2.5 Promeasured with typical traffic, to complete a wide variety of tasks with high precision and without penalizing response times. The truth is in the benchmarks. Are the benchmarks perfect? No. But they are still one of the most useful tools we have for comparing AI models.confront them against each other and detect in which scenarios they perform better or worse. And in this area, Gemini 3 Flash comes out well. In SimpleQA Verifieda test that measures reliability in knowledge questions, Gemini 3 Flash achieves 68.7% compared to 38.0% for GPT-5.2 Extra High. In multimodal reasoning, within MMMU-Pro, Google’s model scores 81.2% compared to OpenAI’s 79.5%. In Video-MMMU, Flash achieves 86.9% compared to 85.9% for GPT-5.2 Extra High. If we look at multilingual and cultural capabilities, Flash is again ahead, with 91.8% compared to 89.6% for GPT-5.2 Extra High. In Global PIQA, focused on common sense in 100 languages, the difference remains: 92.8% for Flash versus 91.2% for the OpenAI model. Everything indicates that Gemini 3 Flash is specially optimized to capture nuances outside of English and reason more fluently in global contexts. He also excels in the use of tools and agents. In Toolathlon, Flash scores 49.4% compared to GPT-5.2 Extra High’s 46.3%. In the FACTS Benchmark Suite, the difference is tighter, but still in favor of Google: 61.9% versus 61.4%. In long-term tool execution tasks, Flash appears to show greater consistency. But he is not the king of pure reasoning. Now, it is worth looking at the complete photo. Although Gemini 3 Flash outperforms the best OpenAI model in several tests, if you are looking for “pure” reasoning, the balance changes. In the most demanding tests in this area, GPT-5.2 Extra High continues to set the benchmark. OpenAI’s model leads ARC-AGI-2, focused on visual puzzles, with 52.9% compared to Flash’s 33.6%. In AIME 2025, with code execution, it reaches 100% compared to 99.7%. And in SWE-bench Verified, aimed at software engineering, it obtains 80.0% compared to 78.0% for Gemini 3 Flash. What exactly is GPT-5.2 Extra High. Throughout the article the name GPT-5.2 Extra High appears several times, and it is normal to wonder if it is something new or little known. In reality, it is not a model that is usually mentioned to the general public. Google uses this designation in its comparison table to refer to the maximum level of reasoning available in the OpenAI API for GPT-5.2 Thinking and Pro. In the official OpenAI documentation it is identified as “xhigh”. Where you can use Gemini 3 Flash. Access to Gemini 3 Flash is not country dependent. If you have access to the Gemini appyou are already using this model, which has become the default option. It is also reaching developers through the API, AI Studio and Vertex AI. In the United States, the deployment goes a step further, as the Gemini 3 Flash has become the default model of the AI Mode of the Google search engine. The price of using Gemini 3 Flash. For those who want to integrate Gemini 3 Flash into their applications, the model costs $0.50 per million input tokens and $3 per million output tokens. This is a slight increase over Gemini Flash 2.5, which was $0.30 per million tokens in and $2.50 per million tokens out. An increasingly tight race. Gone are the days when Google tried to confront ChatGPT with Bard, or when OpenAI seemed to be years ahead of the rest. Today, the distances between the big players in AI have been drastically reduced. The competition is more direct, more technical and, above all, much closer. Images | Google In Xataka | Amazon is preparing an investment of 10 billion in OpenAI because if you can’t beat your enemy, the best thing is to join him

Log In

Forgot password?

Forgot password?

Enter your account data and we will send you a link to reset your password.

Your password reset link appears to be invalid or expired.

Log in

Privacy Policy

Add to Collection

No Collections

Here you'll find all collections you've created before.