He obtained permits, hired personnel and negotiated with suppliers. Then he ordered 3,000 rubber gloves

He OpenClaw release It marked a new one in the AI ​​race, one in which agentic AI takes on complex tasks that until recently it failed miserably at. Although the qualitative leap is undeniable, Giving full control of a business to an AI agent does not always go well. It’s fair what the startup Andon Labs has done: Put an AI agent to run a coffee shop in Sweden. The results have been interesting. Bow. It is the name of the agent who was in charge of the entire process. It is based on Google Gemini and was given a clear mission: to start and manage a cafeteria, making it profitable. For this he was given a budget of $21,000. Andon Labs already performed a similar experiment in the past in which He put Claude to manage a vending machine in an officewith quite disastrous results. Let’s see how Mona has done it. Setting up the business. The agent proved to be quite competent in the initial organization phase; Mona signed up for electricity and internet contracts, obtained permits to set up a terrace and contacted suppliers of bread and pastries. During the process, the agent came across BankID (Sweden’s electronic identification system), so he opted to contract with electricity and internet companies that did not require that requirement. For other things, like opening permission, you had to ask humans to log in to continue. Mona also tried to get a license to sell alcohol, for which she posed as an Andon Labs employee, arguing that they were more likely to respond to human requests over those of an AI. Investigators asked him not to use other identities and he agreed, but shortly afterward he sent another email using another employee’s name. Hiring employees. The agent could run a business, but he soon realized that he needed humans to serve the clafés. To do this, he posted job offers for baristas on LinkedIn and reviewed the resumes they sent him. The agent selected the best candidates, rejecting those who had little experience, and invited them to a face-to-face interview. When he realized that wasn’t possible, he suggested a phone interview. Finally she hired two baristas, with whom she communicates through Slack, as if she were some kind of remote boss. Here came the first problem: an AI agent never sleeps and sometimes sent them messages after midnight. He also asked them to do things like use their personal credit card to pay for orders. Of course, he motivates them a lot by saying things like they are “absolute legends.” The inventory. With the café already set up, Mona began to manage the day-to-day running of the business and that is when she began to make some pretty strange decisions. His inventory management is unfortunate: there are days when he orders too much bread and others when he doesn’t order anything at all, which forces him to remove certain items from the menu, and he also orders when it occurs to him, without taking into account deadlines or shipping costs. He also ordered 120 eggs even though there is no kitchen and, to prevent the tomatoes from spoiling, he ordered 22kg of canned tomatoes. There’s more, Mona ordered things like industrial garbage bags, 6,000 napkins and 3,000 nitrile gloves, quantities well above what a cafeteria needs. The accounts. As we said, Mona had the mission of making the cafeteria profitable, let’s see if she has succeeded. The cafeteria opened in mid-April and has already billed $5,700, the problem is that it is burning the budget unstoppably. Of the $21,000 he had when he started, he has already spent $16,000, meaning he only has $5,000 left. Burning money at that rate, the business is headed inexorably toward bankruptcy. lthe bosses of the future. Despite the lack of control asking for thousands of gloves or tomatoes, Mona has proven to be quite capable of carrying out management tasks, especially if we compare it with the previous experiment of the same startup. Mona has set up a physical business, hired staff and attracted clientele. In statements to Associated Pressbarista Kajetan Grzelczak comments that “workers are safe. Those who should worry about their jobs are the middle managers, the people in management positions.” Image | Xataka with Gemini In Xataka | “AI agents will harass you”: Jensen Huang believes that AI will not replace us but will do something much worse

Telefónica promised great savings by 2030. Its ERE has been negotiated at 2,500 million euros and 4,525 layoffs

Telefónica and the majority unions UGT, CCOO and Fetico-Sumados have signed the employment regulation file (ERE) that will affect the seven subsidiaries of the group. The minimum volume of departures is set at 4,525 employees, 14 less than initially planned after a last-minute reduction in the divisions of Telefónica Global Solutions, Telefónica Innovación Digital and Telefónica SA As highlighted by CCOO statementthe agreement is reached after almost a month of marathon negotiations, which began in November when the management communicated its intention to carry out the ERE for objective reasons that would affect 6,088 employees. Fewer layoffs than estimated He agreement reached establishes the minimum departure of some 4,525 employees, which represents a reduction of 25.6% compared to the 6,088 dismissals proposed at the beginning of the negotiations. However, this limit only responds at a minimum estimatethe company estimates that finally about 5,500 employees will take voluntary leave. In any case, it is a lower figure than that announced by the operator before the negotiations. The bulk of the adjustment corresponds to the companies covered by the Related Companies Agreement (CEV), with 3,765 minimum departures distributed as follows: 2,925 in Telefónica de España (almost 33% of a workforce of 8,892 people), 720 in Telefónica Móviles (20% of a total of 3,587 employees) and 120 in Telefónica Soluciones (11% of 1,118 workers). In the case of these companies covered by the Related Companies Agreement, the final number of dismissals is not fixed, but depends on the volume of voluntary adhesions, with a range that goes from 3,765 to 5,040 departures. The group’s global units total 585 layoffs. 109 layoffs in Telefónica Global Solutions (17% of the 638 employees), 182 in Digital Innovation (18.3% of 993 employees) and 294 in the TSA parent company (25.3% of 1,160 employees). Added to these figures are 175 departures from Movistar+, which represent 20.3% of its workforce of 860 people, a significant reduction compared to the 297 departures initially planned. Economic conditions and membership requirements Compensation contemplates different sections depending on the year of birth of the workers. Those born between 1969 and 1971 will receive 68% of the regulatory salary until the age of 63 and 38% thereafter, although in Movistar+ those born in 1971 are excluded. For the oldest For those born between 1965 and 1968, the percentages are 62% up to age 63 and 34% thereafter, while those born in 1964 or before will receive 52% of the salary up to age 63 and 35% thereafter. To voluntarily join with these conditions, 15 years of seniority in related subsidiaries and 13 years of seniority in global subsidiaries are required. In addition, the latter include voluntary bonuses of between 5,000 and 18,000 euros depending on seniority, doubling the amounts initially proposed. The departure process will be carried out in a staggered manner depending on the subsidiary. For related subsidiaries, the voluntary departure request period will begin on December 29 and end on January 26, while for global subsidiaries, it will extend from December 29 to January 29. In Movistar+, the voluntary deadline is postponed until January 7 and will be accepted until February 6. Spend to save Telefónica calculates that this ERE will have a cost of about 2,500 million euros before taxes. For Telefónica España and Movistar Plus+ the provision will be around 2.3 billion euros, while for the corporate units it will be approximately 200 million euros respectively. These staff cuts are part of the new Transform & Grow strategic plan of Telefónica for the period 2026-2030, which seeks to save costs up to 3,000 million euros annually in 2030. However, the company estimates annual savings close to 600 million euros from 2028, with a positive impact on cash generation as early as 2026. Simultaneously with the ERE, Telefónica has reached an agreement with the union centers to extend the collective agreements of the seven subsidiaries until 2030. The most significant advance is the commitment to increase salaries 1.5% each year while the agreement is in force, affecting both the related subsidiaries and the global units of Telefónica. Employees of the linked subsidiaries will receive an additional payment of 300 euros in October, of which 150 euros will be consolidated annually in the salary tables. The social benefits include the extension of the teleworking package up to 12 days, the extension of the 36 hour work week to global units, the improvement of bank guarantees for home purchases from 75,000 to 100,000 euros, aid of 3,000 euros for rent and the declaration of December 24 and 31 as non-working days. In Xataka | The best strategies to ask for a salary increase, the negotiation most similar to a “battle” at work Image | Telephone

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