Telefónica

Spain is no longer a problem for Telefónica. But it is not your solution yet

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Telefónica has achieved what seemed unlikely recently: return to your domestic market to the growth field. Upward income, a convergent ARPU triggered and close to the triple digit, customers won on all fronts, terminals and upward alarms, TV in its best form since before the pandemic, Churn at bay … All that is already happening, but The most relevant is not only what happens in the figures, but what happens in the strategy. Spain has ceased to be a river to The Great T.but this has not yet decided to turn it into spearhead. Or that’s what is read between the lines. During The last presentation of resultsthe first of Murtra, Emilio Gayo, newly promoted to CEO after his success at the head of the Spanish subsidiary, heard the positive data of the quarter. But Transcription of the call with investors It transmits some coldness. As if it was enough to run well to change the course of the story. As if the good moment is enough to hold it without mutating it. The needle of the action moves the balance, but also the illusion. What Gayo did not say speak as much as what he did pronounced: Telefónica is not using Spain as a strategic trampoline. It does not position it as a test field for new business lines, nor does it present it as a showcase of what can be a large telecus, but also modern, profitable, diversified. Not even as an operational matrix of Telefónica Tech, although in Spain this segment grows at a good pace. They are still unreottered their margins or their detailed results, it is a promise still locked in an opaque showcase. And what is not seen, hardly valued. Spain works, but The group has not yet shown the same determination to define its course as in Latin Americawhere They opted for an immediate exit After years in red. The context asks something else. Telefónica is in full strategic review (Gayo himself has said explicitly), And that review points in several directions: Consolidation in large markets (Spain, Germany, United Kingdom). Reinforcement of not strictly Telecos divisions (Tech, Infra). Industrial narrative, infrastructure, more than technological, which is the mystique that today is in the markets. In that framework, the logical thing would be to make Spain a success case. A replicable pilot. An example of advanced convergence (average of 92 eurazos per client, rather than in countries with greater purchasing power), premium loyalty, differential content, Diversification of income beyond voice and data. But Telefónica is presenting good numbers as data, not as a vision. It is not just a matter of story, it is a matter of course. Especially Now that Telefónica is running as a key piece in the European consolidation of the sector: The inaugural speech of the MWC crying out for her did not give the CEO of Deutsche Telekom or Vodafone or Orange, Murtra gave it. That ambition is more than Buy or fuse Digis either Vodafonesit implies proposing another way of being a teleco in this new era. And if there is one way, it can only be born from the places where Telefónica is already winning, where it does not play defensive. If Gayo and Murtra want to make Telefónica a European champion (Financial Times He slid days after the goodbye of Pallete that this was the idea with Murtra), there will be more than financial muscle or client volume: a model, a successful narrative, a value proposition that justifies that central role in the European map of telecommunications. Spain could be perfectly that modelbut Telefónica has not yet decided if you want to use it to inspire or just to consolidate. And that indecision has a cost. In a sector where all companies are redefining what they want to be – which They play to be platformstechnological that They rent networkshybrids that They reinvent the service…—, who does not propose stays out. Although their kpis shine, even if their domestic market breathes again. Nokia launched very solid terminals while Apple invented the future that would ruin it. AT&T prioritized the scale without a clear thesis and today has blurred in front of more pre -pre -rivals. Yahoo never knew what he wanted to be and The market decided on it. Telefónica is not at risk of disappearing, but if you are out of the game that matters. He is in time to decide his role, but that time to do so will not be infinite. The most difficult is already done: Spain works again for Telefónica. What has not yet been done is decide what that means. If Telefónica wants to lead Europe, you must first demonstrate it at home. Outstanding image | Telefónica In Xataka | 100 years after his birth, Telefónica faces the greatest existential dilemma in its history: what wants to be older

His new life in the shadow after Telefónica

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José María Álvarez-Pallete He joins the Glow Services Advisory Councilan American technology specialized in operators software. This is your first business position since left the presidency of Telefónica in January After 26 years in the Teleco. Why is it important. The signing reinforces Glow’s international strategy, which seeks to expand its presence among the great global operators taking advantage of the experience and contacts of the former Spanish director, who also presided over the world -world mobile employer GSMA until the beginning of 2025. Álvarez-Pallete left Telefónica in January, forced by the Spanish Government, TELECO SHAREHOLDER Through the SEPI with 10% of the capital. It was replaced by Marc Murtrawho until then presided Indra. Between bambalins. Glow’s executive president, Andrew Cole, It has described To Álvarez-Pallete as “a worldwide legend of the telecommunications sector” and stressed that its “intellect and deep knowledge of the market” will be key to boosting the growth of the company. Glow Services, based in Delaware, which It is not a fiscal paradise but almostit is defined as “the first provider of telecommunications in the cloud” and offers white brand platforms for global telecos, financing and exchange services of devices, applications in the telecos cloud, etc. In good company. Álvarez-Pallete joins An Advisory Council formed by former director of … AT&T Verizon British Telecom TV 2 Deutsche Telekom Virgin Media KPN And now what. The Madrid manager also maintains other institutional positions as a member of the Board of Trustees of the La Caixa Foundation, Advisory Counselor of Seat and president of the Employment Committee of the European Round Table of the Industry (ERT). Outstanding image | Telefónica In Xataka | 100 years after his birth, Telefónica faces the greatest existential dilemma in its history: what wants to be older

LaLiga breaks with mediopro. Production passes to Telefónica and a Swiss giant who comes from retransmitting world

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LaLiga has closed the contest to renew its audiovisual production and has done so marking distances: Mediapro disappears after decades to the front, and enters strong HBS (Host Broadcast Services), which takes three of the five blocks offered. This Swiss company is the new person in charge of showing the world the first and second division matches during the next five seasons, which at least until 2027 will continue to be broadcast in Spain by Movistar and Dazn. This affects production. Why is it important. Production is no longer an addition, it is part of the product. In an industry that competes for global attention, how football looks is almost as important as the game itself. And LaLiga, which in this sense has been winning for years, wants to play in the same league as the Premier and the Champions. The backdrop. HBS is not new in this. It has been producing all soccer World Cups since 2002, and has worked in Champions, Eurocups and Olympic Games. His arrival in LaLiga is marked by the technical and quality approach to retransmissions, with a commitment to international standards and centralization of key services. In detail: HBS will be in charge of the production of LaLiga EA Sports and LaLiga Hypermotion (1st and 2nd division) parties, in addition to technical and centralized services. TSA (Telefónica Audiovisual Services) will deal with the contribution and distribution block, that is, to bring these signals to national and international operators. Mediapro is out of the scheme after years being the main supplier. Telefónica, which already distributes LaLiga and European competitions, reinforces its position as a sports technical infrastructure, in turn part of Its strategy of being less and less telecus and more technological. He is not the protagonist, but a key part of the ecosystem that holds the viewer’s experience. Yes, but. One of the five blocks has been deserted: the content creation. LaLiga reserves that space to integrate it with other contracts. Perhaps for wanting to have more control and flexibility about the narrative that surrounds its most valuable product. The big question. Why now? The change is part of a new stage for LaLiga: greater control, greater international projection And an answer to criticism – as those of Real Madrid– On the editorial approach of retransmissions. In fact, six years ago The White Club already broke with Midopro For these same criticisms. In Xataka | There are people paying $ 100 to see basketball matches in the cinema. The immersion is amazing Outstanding image | LaLiga

After years of failures, Telefónica has gradually left Latin America. Peru has come directly running

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Telefónica has sold its subsidiary in Peru to Argentina integrates Tec for 900,000 euros, As announced by Teleco. An almost symbolic price, but also an end point to one of its greatest headaches in Latin America. The operation includes the sale of 99.3% of unpaid financial shares and credits. Why is it important. This operation represents more than a divestment. It is a surgical cut. Telefónica reduces your exhibition in a market with strong regulatory instability, unsolved tax conflicts –still claims 1,122 million to the Peruvian state– and a chronic operational deterioration. Between the lines. Telefónica has not made a sale, has signed a release. The business in Peru accumulated a debt of more than 1.2 billion euros and registered losses of 872 million only in 2024. Its subsidiary was in creditors and the perspectives were increasingly worse. In detail: Integra assumes the debt and launches an OPA for the remaining 0.7%. The pending credit (394 million euros) will be partially disbursed by both parties. Operational continuity is guaranteed for 13 million customers. The creditors’ contest is still underway, now led by Integra. The backdrop. Peru is not an isolated case. Telefónica has already left Argentina and Colombia among other countries in the continent. And in a hurry. The strategy is clear: retire from Latin Americaexcept Brazil, before years of diminishing profitability. The focus moves to Europe and more foreseeable markets. Yes, but. Although it relieves a dead weight, Telefónica does not escape unharmed. The fiscal litigation in Ciadi is still open. The reputation has been touched after years of inaction and frustrated promises of restructuring. And the departure price – which costs an apartment in Arganzuela – briefs. In perspective. Telefónica Peru was, for decades, a jewel of its international expansion. Now it is a symbol of the decomposition of a model that failed to adapt or resist. Close this chapter in Peru weighs more in the strategy than in accounting. Now it remains to check if this turn is enough to clean up the group’s balance, although Pallete reduced his debt in half… or if there are more uncomfortable chapters to write. In Xataka | 100 years after his birth, Telefónica faces the greatest existential dilemma in its history: what wants to be older Outstanding image | Telefónica Peru

Argentina says “no” for the sale of the telephone subsidiary to Clarín. Telefónica Spain says “It’s not my problem”

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Javier Milei’s government He has “preventive” suspended the sale of Telefónica Argentina to Telecom (controlled by the Clarín and Fintech group), alleging risks of monopolistic concentration. However, Telefónica has already charged 1,245 million dollars (about 1,190 million euros) and considers the closed and irrevocable operation. The problem is not in your hands now, but in that of your buyers. Why is it important. The operation represents a strategic divestment for Telefónica, which seeks to reduce its exposure in Latin America to focus on their priority markets: Spain, Brazil, Germany and the United Kingdom. Argentina meant only 3% of group’s revenues and generated negative operational results (-199 million euros in 2023). Between the lines. The blockade has a strong political component: Milei maintains an open confrontation with the Clarín Groupowner of 40% of Telecom Argentina and owner of the newspaper of greater circulation in the country and several influential media. The Argentine president has even fixed in his X account A message accusing Clarín of “hosting the government with lies.” The contrast. Milei’s position is contradictory with his ultraliberal ideology. In February, During a speech in Washington, he said that “monopolies are not bad, unless they are armed by the State.” Now it uses precisely antitrust arguments to block an operation between private companies. Yes, but. Argentine legislation, unlike the Spanish or European, contemplates only one EX POST CONTROL of business operations. This means that conditions or restrictions can only be imposed on the buyer, not the seller, and only after closing the transaction. In figures. According to the Argentine government, the merger would create a telecommunications giant that it would concentrate: 61% of the mobile phone market. 69% of fixed telephony. Up to 80% of the residential Internet service in some areas. And now what. Telefónica goes out with the clean jacket of this Barrizal. If the Argentine authorities confirm the dominant position, the only one affected would be Telecom Argentina, which could be forced to sell assets at lower prices than they would put in normal conditions. The objective, reduce its market share. The operation is part of Telefónica’s strategy to disinvest in Latin America, where business They represent 13% of Ebitda with lower margins (19.4% compared to 32.1% of the group). This operation seems clearly advantageous for Telefónica, which can now reinvest the funds achieved in businesses with the greatest growth potential, such as Telefónica Tech or as its position in the United Kingdom. EITHER keep reducing your debt. Outstanding image | Casa RosadaTelefónica In Xataka | 100 years after his birth, Telefónica faces the greatest existential dilemma in its history: what wants to be older

Who is Sebas Muriel, Chema Alonso’s replacement as Cdo in Telefónica

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He CHANGE CHANGE IN THE DIRECTOR OF TELECE He also arrives at his digital appendix and marks the end of one era and the beginning of another. Sebas Muriel, veteran of telecommunications with a classical executive profile, returns to the operator to occupy the position of Chief Digital Officer after Chema Alonso’s departurethat will take with him his disruptive style and hacker. This movement is part of a low higher restructuring Marc Murtra’s new leadership as executive president. While Alonso represented the commitment to the disruptive with his famous blue hat and his scooter, Muriel embodies a somewhat more traditional approach. He is a telecommunications engineer with MBA of the IESE, a combination that is almost canonical in the Spanish business ecosystem. Muriel’s professional history includes strategic positions in technology companies. He started at HP and Lucent Technologies. Then he made the leap to PWC as Senior Manager in 2001. In 2006 he was appointed General Director of Red.es (the public entity for digital development). There he led the strategic reposition of the entity. In 2011 he joined Tuenti as vice president of Corporate Affairs. This stage coincided with the integration of the network into the telephone ecosystem after Your purchase for 70 million euros before pivoting virtual operator. In 2015 it became its CEO. After accessing the position he was interviewed by Xataka mobile. That allowed him to pass Telefónica as a global director of Customer Experience Before leaving Groupm three years ago. There he has led An important restructuring of the advertising groupgetting new accounts that reported more than 60 million euros in campaigns between 2022 and 2023. Among the achievements that Telefónica stands out Muriel is his “extensive experience in business management and digital transformation” and “his ability to promote transformation programs.” The contrast with Alonso is remarkable: Where the outgoing CDO looked as a technical communicator and digital evangelizing, Muriel stands out for his managing profile and orientation to commercial results. This change is a symptom that Murtra Telefónica, after years betting on aspirational disruption and conversations about transformation, now turns towards a more pragmatic approach. This transition symbolizes a frequent pattern in large companies: after the period of technological evangelization represented by profiles such as Alonso, The systematization and consolidation phase arrives embodied in executives such as Muriel. The challenge will now be to convert the visionary ideas of the previous stage into specific commercial results, preventing digital initiatives from being in breeding promises. In Xataka | 100 years after his birth, Telefónica faces the greatest existential dilemma in its history: what wants to be older Outstanding image | Groupm, Telefónica

Chema Alonso Abandon Telefónica. The wreck of the pirate that made an admiral

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The announcement of the departure of Chema Alonso de Telefónica, advanced by Adslzone just before Mobile World Congress and already confirmed by Alonso in A video posted in your LinkedInmarks the end of a unique journey. The hacker turned into a senior executive leaves behind A wake as peculiar as his outfitbetween recognizable achievements and promises that remained on the horizon. Telefónica has also made this departure official In your official blog: The Board of Directors thanked Chema Alonso, to date Chief Digital Officer, its great impulse to the digital transformation of Telefónica during the last 13 years, as well as its leadership in the execution of the company’s Data-Centric platforms and the creation of the new relationship ecosystem with the industry and OpenGateway in its last stage. Chema Alonso will support Sebas Muriel with her technological advice in the transition. When Alonso entered Telefónica in 2012, after the purchase of his company Computer science 64 (then renamed Elevenpaths)it represented something unpublished: a technical root profile, away from the traditional MBA, ascending to the dome of a conservative multinational. His Appointment as Chief Data Officer In 2016 by José María Álvarez-Pallete, he symbolized the will to change in a mega-enterprise that needed to modernize desperately. Pallete was looking for insufflate an air of innovation in the Gray Ibex-35and for this he opted for a disruptive character even in his aesthetics. With his unmistakable blue hat and his scooter, Alonso broke the schemes of the traditional executive. His speech, full of anglicisms and references to digital transformation, intended to mark a before and after in the corporate culture of the operator. During his decade in The Great T.Alonso became the most recognizable public face of Telefónica’s digital transformation, Much more than any other manager except the president himself. He starred advertising campaigns and was the face of the teleco in corporate ads, such as An agreement with Microsoft. Image: Telefónica. Its undeniable communicative capacity (He came to have fun to El Hormiguero) and his technical domain allowed him to make bridge between two worlds usually disconnected: the technological avant -garde and the traditional telecommunications business. In his favor we must count initiatives such as the Global Data Unit, the development of Aura as virtual assistant – another singing is its implementation – and especially its role in the creation of the Telefónica Privacy Center, which advanced many of the concerns that the European RGPD. However, the deep transformation that promised its signing never materialized with the expected speed or range. Its main projects, announced with grandiloquence, translated into commercial results more modest than expected. Large projects, small results Alonso’s trajectory on Telefónica was defined by a series of ambitious initiatives that never reached the expectations generated. With three great examples: The fourth platform In 2016, Telefónica surprised the technological world when she announced her intention to create a system where Giants such as Google, Facebook or WhatsApp should consider the value of the operator’s clients data. The proposal, led by Alonso, proposed to create a mechanism where each user could decide whether he shared his personal information for free or if he demanded compensation. The announcement generated immediate headlines, but two years later, The so -called “Fourth Platform” – A Big Data infrastructure that should support this revolution – failed to materialize that initial vision. The project consumed important technical and financial resources of the company, but did not transform the relationship between operators and digital platforms as announced. Aura, the assistant who failed to connect In February 2018, Telefónica presented with great media deployment its response to Siri, Alexao or the Google assistant: Auraa virtual assistant with the launched simultaneously in six countries: Argentina, Brazil, Chile, Germany, Spain and the United Kingdom. Alonso personally headed the presentation of this technology that promised to revolutionize the interaction of users with the operator’s services. Chema Alonso during the presentation of Aura with Hololens. Image: Telefónica. To promote the adoption of the service, Telefónica invested in An expensive advertising campaign starring parish parrots that flooded televisions and advertising fences for months. Despite this investment in marketing, Aura did not achieve expected traction among usersbecoming a tool used by a minimum fraction of the huge customer base of the operator. Movistar Home, the device without a market The next step in the digital strategy was to make something tangible. Movistar Homepresented in 2018, it was a physical device that combined touch screen and smart speakers with integrated aura. Among its functionalities was the possibility of making video calls (outside the usual platforms for it) or controlling the smart bulbs of the house (also outside the most used protocols). Marketed at 79 euros, the device entered a market already dominated by the Amazon Echo and the Google Home, but with the disadvantage of offering a much more limited ecosystem and dependent on the Movistar universe, Meager in possibilities compared to Google or Amazon ecosystems. The Movistar Home. Image: Xataka. The value proposal was not convincing for consumers, who did not see reason to acquire a device whose functions could perform with the smartphone they already possessed. Or with the command of TV. His journey was very scarce. The Teleco tried to boost sales with several strategies, including increasingly aggressive promotions for customers and several media appearances. Particularly notable was the participation of Rafa Nadal, stellar figure of the sponsorship of Telefónica, promoting the device in the Andreu Buenafuente program. Not to mention a disturbing Spot Together with the then cyclists of the Movistar team, co -starring Alonso himself. However, not even the support of the best Spanish athlete in history or the great cyclists of the moment managed to arouse any interest in Movistar Home. The last thing we know about the project is that a year ago he announced his return … in the form of an app. Open Gateway: The most recent bet In the Mobile World Congress of 2023, when Alonso’s innovative cycle gave symptoms of being exhausted, Telefónica presented Open … Read more

Telefónica is 100 years old but it is now when you have to decide what you want to be older. Is facing its greatest existential dilemma

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Few companies become hundred. Of those who achieve it, few have survived as many transformations as Telefónica. Founded when the phone was a luxury, a civil war, world war, dictatorships, democracies, republics and monarchies, privatizations, technological bubbles and digital revolutions has lived. But He has never faced a crossroads as existential as the current: Define your identity for the next century. He Mobile World Congress 2025 It has been the scenario where Marc Murtra, in his first months as president, has presented his vision for Teleco. A stand of almost a square kilometer encapsulated this Identity search. The Valencian artisanal spheres that decorated the space – a beautiful wink four months after the Dana tragedy – represented something halfway between tradition and modernity. A Perfect metaphor of a company trapped between two worlds: The conventional teleco that is seeing how its margins are eroded, and the technology company in which it aspires to become. Above, Valencian artisan spheres connected to the failed world to decorate the stand. Below, the Autonomous Drone connected by 5G that starred in a part of the MWC of the Teleco. The metaphor of the two worlds among which Telefónica trapped: tradition (the pure telecation business) and modernity (the technological company in which it seeks to become). Image: Telefónica. An operator in a hostile world The European context does not help. While the United States has three main operators for 335 million people, Europe has 34 for 450 million. This fragmentation, praised by regulators as a low price guarantor, has created an ecosystem where no operator has the critical mass to compete globally. Murtra was not subtle in Barcelona with Your Opening Speech: “It is time for large European telecommunications companies to consolidate and grow to create technological capacity.” A warning: “Europe’s position in the world will continue to decide and will not have the capacity to decide its future autonomously.” What until recently was a business debate has now climbed to geopolitical matter. The new president draws the battle with a sports metaphor: “We operate in a fragmented market, it’s like playing football with a hand tied behind our backs. If we unleash our hands, we will mark a few goals.” A GRADE OF Aid Shared by the CEOs of Vodafone, Orange and Deutsche Telekom, who joined the choir In Barcelona with an unusual voice. Pallete left a perfect paradox on the table: He reduced the debt in half (from 53,000 million to less than 29,000) while the stock value collapsed 57%. The equation is clear: Financial sanitation is no longer enough to seduce markets. The investment seeks growth stories, not survival. And that is where the technological jacket feels better than that of Teleco. And for her they go. The MWC as a declaration of intentions The demos that Telefónica presented in Barcelona are the anticipation of their future bets. It is no longer limited to talking about connectivity, but goes into more complex territories: Autonomous drones integrated with Open Gateway APIS, Security in the face of quantum computing challengesand its digital operations center for cybersecurity. It is striking that the Teleco did not simply show its 5G network, but the applications that can be built on it. Your demo drones He showed cases of health, environmental and logistics use. An effort to be in the value chain beyond the “tube” of data is appreciated. Beyond the dreaded Commoditization. The presentation of its technology Quantum-Safe Networks He anticipates threats that have not even arrived yet, but they will do it when quantum computing is more present than future. The announcement of an excellence center in this field, although without detailing investment or template Xataka On this matter, it shows its intention to become a strategic security provider. Enrique Blanco, outgoing Ctio after four decades in the company, has indicated that they have been working in this field for a decade, conducting limited tests in areas such as Madrid or Vizcaya. But perhaps the most important bet is Open Gateway. Chema Alonso, visible face of digital transformation (although An uncertain future), has presented Agreements with Tiktok, Cabify, AWS, Google Cloud and the Community of Madrid. The goal is convert their networks, so far mere highways, on platforms that generate income. Telefónica wants to monetize its privileged position as an identity validity and position itself as a technological intermediary between citizens and services. However, Under these modernity signs, the structure of a company born to another world persists. Its corporate culture, molded for decades as a national monopoly, collides with the agility that innovation requires. The More than 100,000 employees that still maintains the group contrast with lighter operators. Not to mention the great technological ones. The impossible referents When telecos have tried to reinvent themselves, the results have been lime and sand. AT&T opted to become a media company acquiring Warnerjust to end selling it years later. Verizon bought Yahoo and Aol, and then detach from both in half of what cost them. Deutsche Telekom, perhaps the greatest success case, has managed to better balance its transformation, but as its CEO Tim Höttges explained in Barcelona, ​​”today we make 65% of our income in the United States.” Telefónica’s case is more complex. Its international expansion gave it global scale, but also dispersion (a few days ago He sold his Argentine subsidiary for 1,000 million). And its telephone division Tech points to diversification towards cybersecurity, Cloud and IoT, but still represents a small fraction of total income. In the agora of their stand in Barcelona, ​​where more than one hundred managers have paraded tensing during the fair, Telefónica has sought to project a technological leader image. The problem is that the market continues to see it fundamentally as a teleco with aspirations technot as a true technological company. The transition is a long process. The absent host paradox The MWC has put another painful irony on the table: Spain organizes the largest technological fair in the world While your participation in the development of the … Read more

Telefónica exhibits its defenses in Barcelona

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At some point the Quantum computers They will break the current encryption systems, and that risk will force all companies to completely rethink their safety protocols. Telefónica wants to anticipate with the creation of a center of excellence, as announced during the MWC 2025. Why is it important. The strategy initially focuses on what they have called “cryptility”: develop mechanisms that allow their systems to adapt quickly when quantum threats materialize. And this approach will also be offered to customers. The context. The advances in quantum computing are a counterreloj career for telecos. Who does not have their adapted systems when quantum threats materialize will remain in vulnerability situation. That will be when these computers reach enough power to break the current cryptography. Telefónica faces this transformation into full guard of guard, And not only in the presidency: Enrique Blanco, current Ctio Global, will leave the company at the end of March after four decades, being replaced by Andrea Folgueiras. Both appear in the image headed by this article. Between the lines. The “cryptility” strategy that seeks not only to protect its own networks, but to become a post-quantic security provider for third parties, opening a new business line. In other words: this announcement has to see that with improving security, but also with opening a new business line. Yes, but. The operator has not specified during the announcement the investment for the new center or how many professionals will integrate it, key aspects to understand the real magnitude of the commitment beyond the announcement. The statement also does not detail specific deadlines for the implementation of quantum solutions. It is limited to highlighting that they work on it as part of their future strategy. Asked the spokesmen for Xataka On this issue, Blanco did not give figures or specific deadlines, but he explained that they have been working in this field for a decade, doing limited evidence in areas such as Madrid or Vizcaya. Limited in distance (“no more than 70 kilometers”) or in the use of incipient, but not mature algorithms. Enrique Blanco at the end of the presentation, thanking the media for “his respect” in recent weeks in Telefónica. Image: Xataka. “We have a lot of knowledge in quantum technologies, we are starting to make applicable technology. And we begin to have an industry interested in this type of services, customers to work monographically,” Blanco said. He added that “I hope within three, four or five years we have a very relevant number of technicians who are managing services, sensory and quantum computing. The center is approved, we will begin to provide it with resources as Telefónica and outside of Telefónica.” In detail. The operator has presented three practical demonstrations in her stand of the MWC under the name ‘Quantum-Safe Networks‘: A ROV submarine operated remotely from Barcelona to Gran Canaria using 5G networks with post-chartic encryption, keeping low latency even under water. Smart accountants with protected ESIM through algorithms Quantum-Safpreventing future attackers to supplant operators or manipulate measurements. IoT devices with post-whattical encryption managed from the platform Kite. Image: Telefónica. In figures. This movement is part of a broader transformation that has already allowed Telefónica to reduce its energy consumption by 7.9% since 2015, while traffic multiplied by 9.3. The operator manages a network that reaches fiber 180 million homes and has deployed 5G SA In four key countries: Spain, Brazil, Germany and the United Kingdom. Missing? It remains to be seen if Telefónica will attract the necessary talent in a highly specialized field where the great technology around the world compete for the best Quantum Physics experts and engineering. Success will also depend on its ability to establish alliances with research centers and leading technology companies, since it can hardly develop all technology internally. And now what. The Center will coordinate the innovation lines of the different areas of Teleco, will promote new solutions and activate technological agreements with third parties, as Telefónica explained during its presentation. Meanwhile, Telefónica continues to advance in The hyper-automatization of your network through the ANJ programwith the aim of reaching this year the level 4 of autonomy in certain processes, allowing the network to make complex decisions for itself. In Xataka | European telecos in front of their existential battle: “If our hands unleashed, we will score goals” Outstanding image | Xataka

Marc Murtra launches an ultimatum to the EU in his debut as president of Telefónica

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Marc Murtra has been clear and direct in his first major public appearance as executive president of Telefónica. Just a month after Take the reins of the Spanish operator And a few days since its first presentation of financial results, the Catalan engineer has taken advantage of the opening session of the Mobile World Congress in Barcelona to launch a resounding message to the European authorities: it is time for the old continent to change its rules to allow the consolidation of the telecommunications sector. This inaugural speech is not any intervention. All the eyes of the telecommunications sector are put in Murtra, an executive who arrives in Telefónica with the explicit mandate of transforming it into a critical moment for the industry and for herself. Your choice of message in this first MWC As president is A strategic statement of intentions marked by the company’s new road map and shows their priorities for European regulators. We are facing the first public movement of a new chess game. The idea comes from very far. Telefónica stand at the MWC 2025. Image: Xataka. “It is time for the large European telecommunications companies to consolidate and grow to create technological capacity,” Murtra said in a speech that marks a clearly different tone from his predecessor, José María Álvarez-Pallete. Where the previous president cultivated a media profile focused on digital transformation and collaboration, Murtra has opted for structural forcefulness: Europe needs giants in telecommunications capable of competing with American and Asian giants. The message is not accidental. Murtra arrives at the presidency with the support of the three major shareholders of Telefónica (SEPI, Criteriacaixa and STC) and with the mission of repositioning the teleco after Years of stock market stagnation. Its diagnosis is devastating: “We must be aware that the excessive fragmentation of European TMT, excess regulation and insufficient profitability of the sector have weighed to Europe, which has been technologically lagging behind.” This position reflects a strategic reading of the global scenario. Murtra draws a technological power map dominated by “titanic technology companies” that work “as dominant actors in almost monopolistic markets” and that “have their headquarters in the United States and China.” Its conclusion is clear: Europe is being left out for its own regulatory restrictions. Murtra’s speech connects with the current context of the sector. European operators carry years claiming a regulatory change that allows national mergers to gain efficiency and investment capacity. His argument is that Each European country has too many operators competingwhich erodes margins and limits the ability to invest in advanced networks. Meanwhile, giants like AT&T O Verizon in the US, or the big Chinese operators, enjoy much more advantageous positions in their domestic markets. Mutra during his speech. Image: Xataka. “Europe’s position in the world will continue to diminish and will not have the capacity to decide its future autonomously,” Murtra warned, raising the debate From the merely business to the geopolitical. The tone seeks to connect with the concerns that Brussels now have about European technological sovereignty. Murtra’s presence in the MWC goes far beyond this message. Telefónica has deployed an imposing 960 square meters where it shows its advances in Quantum computingdigital security and drones connected by 5g. Under the motto “Leading Change, Inspiring Progress“, The operator is intending to exhibit a vision that combines toe technology with a humanistic approach, focused on social impact. However, It is the message about consolidation that marks the pattern of the new course of Telefónica. He discreet engineer He has shown that his strategy does not go through shyness, but by forcefulness. Murtra will not only administer the inherited, but it seems willing to push a structural transformation of the sector. Another issue is how far it is capable of arriving. Time will say if this commitment to concentration finds an answer in Brussels, where The European Commission has accustomed us to suspicion compared to mergers that reduce the number of operators in national markets. But Murtra has made it clear that the battle for the future of European telecommunications has just begun. And in that game, Telefónica wants to play a leading role. In Xataka | Pallete’s impossible equation: he reduced Telefónica’s debt in half … while its stock value collapsed Outstanding image | Xataka

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