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Q&A ALEXANDRO ROVIROSA FOUNDER AND MANAGING PARTNER AT THE ROVIROSA GROUP

FRANCISCO ESTRADA GRUPO TMM

REYNALDO TOVAR ARROYO MAOSA

ALEJANDRA MÉNDEZ TRAXION

ENERGY + TECHNOLOGY + INNOVATION

ENERGY REGIONS:

QUERÉTARO

ALEJANDRO GAYA ELEMENT FLEET MANAGEMENT MÉXICO

Tecnología líder en precalentamiento para soldadura de cabezales PATENTE EN MÉXICO Y ESTADOS UNIDOS

ALINEADO A ESTÁNDARES API Registro: 2550533 Título de patente: 409162

CONTROL TÉRMICO AVANZADO

MÁS SEGURIDAD Y EFICIENCIA OPERATIVA EN CAMPO Contacto: asantos@mcﬂyoilservices.com Representante Exclusivo HOT HED MÉXICO, S.A. DE C.V. www.mcﬂyoilservices.com

Innovación · Seguridad · Eficiencia

CONTENTS

JULY • AUGUST 2026, MEXICO

COVER FEATURE

EDITION 161 GERMÁN SÁNCHEZ HERNÁNDEZ EDITORIAL DIRECTOR

THE LUXURY Of DISCONNECTING

TANIA TAMAYO CREATIVE & INNOVATION DIRECTOR MARIO BECERRIL HEAD OF DIGITAL LESLY SÁNCHEZ DIGITAL REPORTER

Between the silence of a digital detox and the thrill of an Alpine road trip, modern luxury finds its most authentic expression in personal time, freedom, and memorable experiences.

Four industry leaders, in their own words, share the vision that will shape 35 the future of the sector.

Elegance in motion

DANIEL SILVA ADRIANA LÓPEZ MULTIMEDIA EDITORS

ÓSCAR SANTIAGO CHIEF OPERATING OFFICER ALEJANDRO OVIEDO STAFF MANAGER GUILLERMO MENDOZA CARLOS GONZÁLEZ COMERCIAL STAFF

Two new Mexican electric mobility initiatives that seek to make electric vehicles far more accessible.

PAULINA BOCHE MULTIMEDIA PRODUCER

SERGIO CÁRDENAS CHIEF EXECUTIVE OFFICER

SINCE ITS EMERGENCE IN THE 1970S, THE INTEGRATED BRACELET HAS BECOME AN ICON OF WATCHMAKING DESIGN.

TT vs. Olinia

MARÍA FERNANDA NAVARRO SOFÍA NIÑO DE RIVERA DIGITAL CONTENT CREATORS

JUAN SOTO ADMINISTRATION MANAGER HAROL ZARCO LEGAL COUNSEL PEDRO QUINTANA CHAIRMAN

ARTURO MEDINA MOLINA CHIEF FINANCIAL OFFICER

SPECIAL

JAVIER SENDEROS VICE PRESIDENT

UNIVERSITIES AND ACADEMIC INSTITUTIONS

ON MEXICO’S NEW ENERGY MAP

Energy, STEM, sustainability, and corporate social responsibility.

Beyond its industrial profile, the state is establishing itself as an energy laboratory where the direction of Mexico’s energy transition is taking shape.

INSIGHTS world where competitiveness THE RETURN OF Inhasa become matter of national GEOPOLITICS security, are acompanies, countries,

TO SUPPLY and regions prepared to navigate 24 CHAINS the new rules of the game?

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P&E Petróleo & Energía is edited and published on a bimonthly basis as an active member of the Cámara Nacional de la Industria Editorial Mexicana No. 1864. P&E Petróleo & Energía, with registered address at Ignacio Ramírez s/n, Col. Tabacalera, Alcaldía Cuauhtémoc, Mexico City. The magazine title, as well as its content, are duly authorized and protected by the Comisión Calificadora de Revistas y Publicaciones Ilustradas, Secretaría de Gobernación, as evidenced by the certificate of legality of title and content currently in process. Likewise, this publication is protected and registered before the Instituto Nacional del Derecho de Autor (INDAUTOR), Secretaría de Cultura, as evidenced by Rights Reservation No. 04-2024100812575100-102. Responsible Editor: Sergio Alfonso Cárdenas Fernández. Printed by: SmartPress. Caravaggio No. 30-A, Col. Mixcoac, C.P. 03910, Mexico City. P&E Petróleo & Energía investigates the credibility of its advertisers; however, it assumes no responsibility for the offers made by them. Postage paid and authorized by SEPOMEX under permit number PP09-1871. Issue 161, July / August 2026. The opinions expressed in this issue do not necessarily reflect those of the editor. The reproduction, in whole or in part, of the content and images published herein is strictly prohibited without prior authorization.

EDITOR’S LETTER

Intelligence in Motion

ogistics & Mobility is the cover story of the 161st edition of Petróleo y Energía. It marks the first time in the magazine’s more than 23-year history that we have devoted a cover exclusively to this industry. The reason is clear: logistics and mobility have evolved far beyond operational functions to become strategic drivers of Mexico’s energy, industrial, and economic development. Moving people, goods, and energy remains the ultimate objective. Routes, transportation networks, and destinations continue to be essential. What has fundamentally changed is the way decisions are made. Every journey generates information; every vehicle, shipment, and operation produces data that — through digitalization, artificial intelligence, and emerging technologies— can now be analyzed to anticipate scenarios, optimize resources, improve efficiency, and respond more effectively to an increasingly dynamic environment. The leaders featured in this edition share a common perspective: innovation is no longer defined solely by physical assets or infrastructure. True transformation begins with the ability to convert information into intelligence —and intelligence into better decisions. This new paradigm also represents a remarkable opportunity for Mexico. Our strategic geographic location and deep economic integration with North America position the country to become a world-class logistics hub. Achieving that vision, however, will require continued investment in infrastructure, accelerated adoption of new technologies, stronger collaboration between the

AVIALABLE ON:

public and private sectors, and an environment that fosters innovation and long-term competitiveness. Yet one theme consistently emerged throughout our conversations: people. No digital platform, algorithm, or software can replace human judgment, experience, and the ability to transform information into sound strategic decisions. Technology may enhance our capabilities, but it is talent that ultimately creates value. As we concluded this edition, one idea became increasingly clear to me: logistics and mobility are no longer defined simply by what they move, but by the intelligence they generate. The future will not belong only to those who move faster or farther, but to those who better understand the information created along every journey. That, ultimately, will become the next great competitive advantage for organizations —and for the nations that aspire to lead the next chapter of global development. Germán Sánchez Herńandez Editor in Chief, Petróleo y Energía gsanchez@pqmedia.mx

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SPECIAL COVERAGE

A New Oil & Gas Agenda from CMP 2026

nder the theme "Engineering for Mexico," the Mexican Petroleum Congress (Congreso Mexicano del Petróleo or CMP), held at the World Trade Center in Boca del Río, Veracruz, once again reaffirmed its position as one of the country's leadRocío Nahle ing gatherings for the oil and gas industry. García, Governor of Held from June 3 to 6, the 2026 edition conVeracruz, during firmed that the industry's challenges go beyond the official ribbon-cutting sustaining production; they also involve achieving ceremony. greater efficiency, safety, operational reliability, and technological integration. During the opening ceremony and plenary sessions, speakers emphasized Pemex's operational stability, the strengthSLB and Apogee reinforced the discussion around ening of exploration activities, energy sovereignty, digitalization, data analytics, geoscience tools, and and the need to address increasingly complex geodecision-making aimed at reducing uncertainty logical and financial challenges. throughout the life cycle of oil and gas fields. Petróleo y Energía toured the exhibiIn oilfield services, Halliburton presention floor to showcase the solutions, ted integrated solutions and organized a capabilities, and trends that defined program of 30 technical presentations NUVOIL PRESENTED ITS UPSTREAM this year's event. More than a trafocused on identifying operational chaAND MIDSTREAM INde exhibition, CMP demonstrated llenges and developing engineering soFRASTRUCTURE how every segment of the oil and gas lutions to maximize the value of energy OPERATIONS assets. Together with SLB, the company value chain is interconnected—from highlighted the importance of technology, exploration and subsurface expertise to specialized talent, and close technical collalogistics, industrial safety, and offshore boration with operators. operational continuity. The discussion on productivity extended beyond Woodside's presence underscored the importhe wellhead. It also highlighted the growing need tance of long-term projects and the need to infor reliable infrastructure for the handling, treattegrate technology, planning, and specialized sument, and processing of natural gas. ppliers into highly complex operations. Likewise,

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CMP 2026 BY THE NUMBERS More than 8,000

national and international specialists.

More than 18,000 m² of technology and industrial exhibition space.

More than 350 technical conferences.

Four days of academic, commercial, and networking activities.

A meeting point for companies, operators, suppliers, researchers, and authorities from across the oil and gas sector.

The Hilong team together with Javier Senderos and Sergio Cárdenas from Petróleo & Energía.

FULL COVERAGE HERE

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Octavio Barrera Torres (PEMEX Exploration and Production), Gustavo Baquero (Harbour Energy Mexico), and Stephan Drouaud (Woodside Energy). Nuvoil showcased its upstream and midstream infrastructure operations in Veracruz, Tamaulipas, Tabasco, and Yucatán, with capabilities spanning gas processing and treatment, production optimization, as well as the operation and maintenance of energy infrastructure. The importance of a robust supplier ecosystem was also evident. Hilong Group presented its drilling and tubular integrity capabilities, while IPM Oil & Service, Cargoweld, and Comercializadora Industrial Henze demonstrated the specialized equipment, materials, and operational support that enable projects to succeed under demanding conditions. The protection of critical infrastructure also played a prominent role through the participaApogee actively participated with a series of technical tion of Roxtec, which showcased modular presentations and interactive demonstrations. sealing solutions for cables and pipes in both onshore and offshore appliHALLIBURTON cations, designed to protect infrasChoosing Veracruz as the host city PRESENTED A tructure against fire, water, gas, reinforced the Congress's connection PROGRAM OF 30 TECHNICAL PRESENTATIONS explosions, and harsh operating with a region historically linked to FOCUSED ON IDENTIFYING environments. Mexico's oil industry. CMP 2026 porA WIDE RANGE OF OPERAIn offshore logistics, Roca Port trayed an industry where engineering TIONAL CHALLENGES highlighted the role of integrated loremains the common language, but gistics bases that bring together infrawhose future will depend on effectively structure and services in a single location, aligning technology, talent, suppliers, and enabling operators to focus on critical activities infrastructure to strengthen the reliability of the while optimizing the land-based logistics chain. country's energy assets.

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SPECIAL COVERAGE

ONEXPO 2026: Service Stations Embrace Digital Transformation

rom May 12 to 15, the Yucatán Siglo XXI Convention Center in Mérida brought together fuel retailers, government officials, industry experts, and suppliers for ONEXPO Convention & Expo 2026. The event demonstrated that the service station is evolving toward a more digital, traceable, and diversified operation, where regulatory compliance, operational efficiency, payment technologies, automation, and artificial intelligence are becoming increasingly important amid cost pressures and regulatory challenges. Petróleo y Energía attended the event to document the conversations and solutions that shaped this year's edition, including proposals related to operational automation, volumetric controls, reducing cash transactions, digital invoicing, fuel attendant monitoring, and AI-powered operational intelligence. Companies such as iGAS, NetPay, PRE, and Grupo Cisneros were part of the discussion on the future of the fuel retail business. The competitiveness of service stations no longer depends solely on fuel volumes sold. Today, it also requires traceability, operational efficiency, regulatory compliance, and the integration of digital services.

ONEXPO 2026 KEY TOPICS Daniel Álvarez, CEO of PRE, highlighted the use of technology • Digitalization to improve invoicing processes. • Automation • Artificial Intelligence • Traceability • Regulatory Compliance

FULL COVERAGE ONEXPO Convention & Expo 2026 Opening Committee.

Grupo Cisneros, at ONEXPO 2026.

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BUSINESS

THE NEW INDUSTRIAL HUB OF COATZACOALCOS The revival of the petrochemical industry, new natural gas investments, and the modernization of logistics infrastructure are reshaping southern Veracruz. At the center of this transformation, SPIMVER is emerging as a strategic platform capable of integrating the supply chain and capitalizing on Coatzacoalcos' new industrial cycle

oatzacoalcos is entering a new phase of expansion. The 2026– 2030 Comprehensive Petrochemical and Fertilizer Revitalization Plan calls for investments totaling MXN 93 billion to restore production capacity, strengthen value chains, and create a favorable environment for new industrial investment. The strategy combines the rehabilitation of existing complexes with the development of new capacity at facilities such as La Cangrejera, Morelos, and Cosoleacaque, with the objective of reducing imports while supplying industries including automotive, chemicals, plastics, pharmaceuticals, and agribusiness.

TWO MAJOR PROJECTS Coatzacoalcos' new industrial phase will not depend solely on the recovery of the petrochemi-

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cal industry. Its success will be determined by its ability to move raw materials, finished products, and new investments more efficiently. In this context, two projects stand out as strategic enablers: the Coatzacoalcos II Gas Pipeline and, above all, the Coatzacoalcos III Bridge. Announced as a 6-kilometer, four-lane project with an investment of MXN 5.8 billion, the Coatzacoalcos III Bridge will improve connectivity between both sides of the river, reduce travel times, and strengthen integration across the industrial corridor in southern Veracruz. Its design also provides sufficient clearance to accommodate deepdraft vessels, a critical feature for the region's port and petrochemical operations. More than an infrastructure project, the bridge represents a new gateway to industrial development by eliminating longstanding bottlenecks and creating better conditions for the establishment of new companies and logistics centers.

INVESTMENT AND GOALS Announced investment for 2026–2030

Petrochemical production target

MXN 93

METRIC TONS PER YEAR

BILLION

849,000

Fertilizer production target

4,918 MILLION METRIC TONS PER YEAR

Strategic Investment Map for Coatzacoalcos and Its Area of Influence SPIMVER as a logistics-industrial hub supporting the region's petrochemical, energy, and connectivity projects.

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MAIN STRUCTURE

Coatzacoalcos III Bridge

Cable-stayed bridge with a steel superstructure.

MAIN SPAN 601.40 meters across the Coatzacoalcos River.

CAPACITY Four traffic lanes.

TOTAL LENGTH

2,728.17 meters

(including Access Roads 1 and 2 and Junction 2).

SPIMVER: AT THE INTERSECTION OF ENERGY AND LOGISTICS SPIMVER's strategic importance becomes clear when viewed within the region's investment landscape. The company is located at a strategic point where the main petrochemical projects, the new natural gas supply system, and the future Coatzacoalcos III Bridge converge. This combination places it in a privileged position to become one of southern Mexico's leading logistics and industrial service hubs. The improved connectivity provided by the new bridge will enhance regional integration and facilitate the movement of raw materials, products, and personnel among the area's industrial complexes. For SPIMVER, this represents an opportunity to strengthen its position

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as a platform for storage, distribution, industrial services, and value-added manufacturing, connecting the petrochemical, fertilizer, and energy supply chains more efficiently.

INFRASTRUCTURE TO TRANSFORM THE FUTURE OF INDUSTRY The revival of Coatzacoalcos is no longer driven by isolated projects. The combination of petrochemicals, natural gas, and new connectivity infrastructure is shaping a more robust industrial platform. Within this new landscape, the Coatzacoalcos III Bridge is emerging as the region's key logistics enabler, while SPIMVER stands out as one of the best-positioned platforms to capitalize on the convergence of industry, energy, and logistics that will define the next phase of growth in southern Veracruz.

THE PROJECT THAT COULD REDEFINE THE REGION TECHNOLOGY Real-time seismic and structural monitoring systems.

It will improve mobility, regional connectivity, and the logistics competitiveness of the industrial corridor.

MXN 5.8 BILLION

of announced investment.

6 KILOMETERS

TOTAL LENGTH including access roads and interchanges.

4 LANES OF TRAFFIC CAPACITY. MARCH 2030 TARGET COMPLETION DATE. COATZACOALCOS II GAS PIPELINE Connecting New Demand CENAGAS has put out to tender a 16-kilometer pipeline asset to supply the Pajaritos Ring and the Polo de Desarrollo para el Bienestar Coatzacoalcos II (PODEBI). The first phase connects the 48" Cactus–San Fernando pipeline system to the Nueva Pajaritos Station, while the second extends toward the PODEBI.

16 KM

125 MMSCFD APRIL 2028

PUBLISHED ASSET

AVAILABLE CAPACITY*

START OF OPERATIONS

Coatzacoalcos

Nanchital

* Million cubic feet per day. | 13

VOICES

Moltbook: Disruptive Technology with Humans as Spectators Technological progress shows no signs of slowing down, and autonomous agent technology will continue to evolve. Will humanity be able to remain in control while harnessing the benefits of intelligence that surpasses its own?

anuary 2026 will be remembered as the launch date of a new social interaction platform for Artificial Intelligence (AI) agents: Moltbook, created by Matt Schlicht. Without human intervention, individual AI agents exchange messages on diverse topics —ethics, art, finance, existentialism, and more— while negotiating, cooperating, competing, and pursuing common goals. Moltbook is a social network designed exclusively for machine interaction. It can operate without supervision, potentially enhancing participants’ capabilities through mutual learning, sharing wtools, and rapid interactive refinement. Society, however, fears possible collusion among them, new modes of persuasion, and control beyond human understanding. This social network is not merely a communication system —it is a driver of cultural evolution. Every digital interaction carries cybersecurity risks, but Moltbook’s danger lies in its architectural design: non-human intelligences continuously connect at low cost, high speed, and with internal decision-making schemes not necessarily understood by humans. Like all disruptive technologies, the world must prepare for the dangers

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Moltbook entails, considering it could influence corporate operations, economic manipulation, cybercrime, or destabilization of human institutions. Can humanity maintain control and benefit from a superior intelligence like AI? ENERGY IMPACT Moltbook is a digital energy consumer and a product of data technology, while oil and energy are the physical fuels needed to keep the servers running that sustain this AI social network. Experts have estimated the platform’s energy consumption as follows:

AI Energy Consumption Moltbook operates with millions of active AI agents (1.6 million joined in its first week) who converse, generate content, vote, and create their own cultures (including legal aid forums and fictitious unions). The massive operation of these AIs requires significant electricity consumption for the data centers hosting them. By February 17, 2026, Moltbook already had over 2.8 million members. Energy Optimization AIs interacting in these networks, by analyzing large volumes of data and optimizing their own processes without human intervention, could

FLORY ANETTE DIECK ASSAD*

indirectly be used to improve efficiency in energy grid management, especially in the electricity industry.

Meta and Technology Meta (Facebook’s parent company) acquired this new social platform, linking Moltbook to the global server infrastructure and energy consumption of major tech corporations. TECHNOLOGICAL ECOSYSTEM If Moltbook’s baseline concept is that its participants are to be autonomous, questions arise about its authenticity and security. It was discovered that the platform lacks effective verification mechanisms to distinguish whether agents are genuinely automated or if malicious human intervention exists. A preliminary investigation suggested that 17,000 human users were present, each managing an average of 88 bots. This raises concerns about transparency in this new ecosystem. Another investigation found a misconfigured database that exposed highly sensitive information, including 1.5 million authentication tokens and over 35,000 email addresses. This opens the possibility of inserting malicious content disguised as harmless text, in an environment where platform agents execute instructions automatically. There is no way of knowing if

ARTS: TANIA TAMAYO.

Moltbook is a social network designed exclusively for machine-to-machine interaction. More than a communication platform, it serves as the engine of a new cultural evolution.”

what is read was written by AI or by an infiltrated human. Experts warn of a particularly dangerous combination: access to sensitive data, connection to unverified content, and autonomous AI action capacity. LOOKING AHEAD In summary, Moltbook can be described as an experiment to observe how AI agents evolve when interacting independently, with humans acting only as spectators. Moltbook is not intended as a traditional social network. Humans can observe, browse, and read, but the system is explicitly defined as “AI-friendly and human-hostile.” It is a space designed for humans to watch machines converse among themselves. If these machines were to make autonomous decisions without human intelligence, this digital architecture could present serious security risks —for example, misinterpreting a goal and deciding to carry out dangerous acts that cannot be reversed. It could also gain access to user passwords and confidential computer data, among other cybersecurity issues. A major warning is that automation without human governance turns AI agents into threats that could affect critical networks for corporate and

ARTS: TANIA TAMAYO

institutional operations. This disruptive technology is recent, and there have been no reports of Moltbook bots autonomously agreeing to attack a nuclear plant or specific power grid. However, the structure of this new social network presents vulnerabilities that could allow human hackers to exploit it for identity theft or access to critical connected systems. The danger arises when a hacker infiltrates and controls this machine-to-machine social network. It is undeniable that technological progress does not stop. Autonomous agent technology will continue to proliferate, anticipating its gradual integration into business products. Companies must be aware of the dangers,

as this could become a cybersecurity nightmare. Mark Zuckerberg’s Meta acquired Moltbook on March 10, 2026 —a sign of the technological competition among giants eager to secure the development and talent needed to harness AI’s advantages. This will not stop; it is here to stay.

fdieck@tec.mx

*Author of the book “Financial Institutions: Structure and Regulation.” Co-Author of the book “Energy and Sustainable Development in Mexico.” National Ethics Award Recipient. Professor and Researcher at Tec de Monterrey – Monterrey Campus

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VOICES

The Geopolitics of Darkness The destruction of power plants is only part of the story. The war is simultaneously eroding Ukraine’s population, industrial capacity, and energy infrastructure, undermining the country’s long-term economic and demographic viability.

JUAN ARELLANES ARELLANES*

ARTS: TANIA TAMAYO

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n 2024, I wrote that Russia was conducting a systematic campaign against Ukraine’s electrical infrastructure. At the time, attention focused on damage to the power grid and the blackouts affecting millions of people. Two years later, the situation allows for a broader conclusion. Russia is not merely degrading Ukraine’s electrical system; it is simultaneously eroding the three material pillars that sustain the capacity of any modern state: population, industry, and energy. The first indicator of this deterioration is demographic. Following independence, Ukraine’s population reached nearly 54 million. However, decades of demographic decline, emigration, and economic crises gradually reduced that figure even before the Russian invasion. The war dramatically accelerated this trend. Today, approximately 29 million people live in territories controlled by Kyiv. In practical terms, Ukraine has lost nearly half of its effective population since the collapse of the Soviet Union. The second front of attrition is energy. During the Soviet era, Ukraine developed one of the most powerful electricity systems in Europe. In 1990, it had approximately 60 GW of installed capacity and generated nearly 300 TWh of electricity annually. This infrastructure supported a highly industrialized

economy, including major metallurgical, chemical, and manufacturing complexes. Ukraine’s electrical capacity began declining long before the Russian invasion. The collapse of the Soviet Union, deindustrialization, and falling electricity demand led to the gradual deterioration of inherited infrastructure. This process was compounded after 2014 by the loss of energy assets located in Crimea. The war that began in 2022 dramatically accelerated this decline. In addition to losing generating assets in occupied territories —including the Zaporizhzhia Nuclear Power Plant, the largest in Europe and one of the continent’s most strategic energy assets— Ukraine has endured a systematic campaign against its energy infrastructure. Ukraine continues to operate its three remaining nuclear power plants —Rivne, Khmelnytskyi, and South Ukraine— which provide more than half of the electricity consumed in Kyiv-controlled territory. Nevertheless, during 2024 Russia damaged or disabled approximately 10 GW of generating capacity, and virtually all of Ukraine’s major thermal and hydroelectric power plants suffered significant damage. More importantly, Moscow’s strategy evolved. Rather than focusing on temporary blackouts through attacks on transmission networks, Russia shifted toward destroying the country’s generating capacity itself —a much deeper form of attrition and one that is far more difficult to repair. Available capacity has fallen to roughly 18 GW, about one-third of the level that existed in 1991. The resulting system is far more fragile than before the war, as reflected in Ukraine’s growing dependence on electricity imports from Hungary, Romania, Poland, and Moldova —an unthinkable situation for a country that, for decades, ranked

Electricity has ceased to be a military target and has become an economic constraint.”

among Europe’s leading electricity producers. Imports face structural limits and cannot provide a medium-term solution. If Ukraine has avoided a major energy collapse, it is because the war simultaneously destroyed both supply and demand. Emigration, territorial losses, and economic contraction significantly reduced electricity consumption during the early years of the conflict. However, as some regions begin to recover, demand is increasing while generating capacity continues to decline. This is where the link between energy and economics becomes apparent: industry. The electricity crisis is already affecting sectors such as mining, steel, cement, food production, and manufacturing. At various points during 2025 and 2026, available electricity supply was between 25% and 30% below peak demand, forcing companies to reduce production and postpone investment. Electrical infrastructure has ceased to be merely a military target and has become a limiting factor for economic growth and future reconstruction. What happens when a country simultaneously loses population, industry, and energy? The numbers are

striking: millions of people have left the country, more than half of its electricity generation capacity has been lost or damaged, dependence on European electricity imports continues to grow, and energy constraints are directly affecting industrial production. Taken together, these trends are eroding the material foundations upon which the Ukrainian state’s capacity rests. The war has evolved from a struggle over territory into a struggle over the economic and demographic viability of the Ukrainian state. While Russia destroys Ukrainian power plants and industrial capacity, Kyiv seeks to respond by targeting Russian oil infrastructure. Yet the strategic outcome of this contest remains uncertain. What does seem clear is that electricity has become one of the most important battlefields of the war. The geopolitics of darkness is no longer a metaphor.

juan.arellanes@anahuac.mx @JuanArellanes5

*Professor of Geopolitics and Global Challenges, School of Global Studies, Universidad Anáhuac México.

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VOICES

Pemex in the Norwegian Mirror Norway demonstrates that resource sovereignty is best defended by clearly segregating ownership, regulation, corporate operations, fiscal authority, and institutional capacity-building—rather than consolidating all state functions under a single roof.

n our previous article, we outlined how Brazil successfully designed a robust energy security framework well before establishing definitive proof of its vast offshore petroleum reserves. As we write these lines, headlines have confirmed a new Petrobras-Pemex cooperation agreement, alongside the expansion of the scientific committee tasked with evaluating hydraulic fracturing to boost domestic natural gas production in Mexico. Now, we look to Norway—not as a rigid blueprint to copy verbatim, but as an institutional mirror. Its reflection reveals that resource sovereignty is not preserved by centralizing every state function, but rather by meticulously separating ownership, regulation, commercial operations, fiscal oversight, and domestic capacity-building. To mitigate Mexico’s chronic energy vulnerability vis-à-vis the United States, the immediate strategy cannot simply be a push to produce more gas. It must equally prioritize ending gas flaring, investing heavily in gas storage infrastructure, and leveraging public-private joint ventures as strategic vehicles to rebuild Pemex’s core operational capabilities. The second critical pillar is fiscal. If the ultimate objective is expanding gas output, a more sophisticated, flexible fiscal regime tailored to guarantee the commercial viability of upstream

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exploration and production (E&P) projects yields far greater state utility than a blunt, high-rate framework designed purely for short-term tax collection. Specifically, policymakers should re-evaluate reintroducing the cost deductions that were eliminated in Pemex’s latest fiscal reform, as their absence effectively suffocates capital-intensive projects in unconventional reservoirs. Furthermore, fiscal policy cannot be drafted in a vacuum isolated from local content mandates; the two must operate as a unified mechanism to channel resource wealth back into the broader domestic economy. The third pillar centers on technology transfer. True technological mastery is never achieved by merely inserting

The strict separation of functions implemented by Norway successfully avoided a common pitfall in Latin America: the misconception that direct political control is synonymous with strategic direction.”

SARAH MOYA MACHADO ** FLUVIO RUÍZ ALARCÓN*

boilerplate, decorative clauses into E&P contracts. It requires highly structured local content programs, verifiable mandates for technological capacity-building, targeted workforce training, domestic procurement development, and commercially realistic timelines. A defining structural contrast between resource-rentier states with fierce sovereign rhetoric and nations whose political sovereignty is backed by economic models capable of sustainably redistributing wealth lies in the dual ability to extract resource rents through royalties or taxes while simultaneously building world-class technological and managerial expertise via robust institutional and contractual design. Norway mastered this equilibrium in the 1970s. Brazil subsequently replicated the logic, placing local content at the heart of its landmark 1997 Petroleum Law. Yet, Norway remains the gold standard. From the outset, Oslo separated functions cleanly: the state retained ownership of the hydrocarbons and control over long-term strategic policy; the Norwegian Petroleum Directorate oversaw regulation; and the state-owned enterprise (Statoil) operated with commercial, corporate logic. This deliberate firewall prevented a misconception across Latin America: confusing direct political interference with genuine strategic stewardship. Two key structural refinements of the

ARTS: TANIA TAMAYO

Norwegian model merit careful examination. The first is institutional. By the mid-1980s, it became evident that Statoil was accumulating disproportionate institutional power due to its massive, unmitigated cash flows. In response, the government reduced the company’s equity shares in private consortiums and transferred a substantial portion of those state assets directly to the government via the State’s Direct Financial Interest (SDFI) framework. While the state’s lucrative revenue stream remained entirely intact, it bypassed the national oil company’s corporate accounts altogether. Later, in 2001, Statoil underwent a partial privatization, with the state retaining a majority shareholding stake. To manage this state equity independently, the government established Petoro. Norway effectively engineered three distinct institutional tools for three separate functions: commercial operations, asset ownership/holding, and sector regulation. No single entity ever concentrated more than one. The second refinement is fiscal. Norway phased out traditional royalties, following the British model; however, it calibrated the SDFI to safeguard and maximize state revenues through alternative channels. It implemented a strict ring-fencing mechanism on licensees, ensuring domestic surpluses were never diluted when Statoil began

expanding its international footprint, and maintained a robust, high-tax framework on the upstream sector. Consequently, Norway’s effective government take vastly outpaced the United Kingdom’s as a percentage of total production value. In short, the Norwegian fiscal model thrived due to the precise orchestration of distinct, specialized mechanisms. On the geopolitical stage, Norway carved out and defended its own margins within Western energy alliances. Protecting sovereignty over natural resources while belonging to the developed global economy are not incompatible goals—provided integration is negotiated on explicit, strategic terms. In stark contrast, following its 2013–2014 energy reform, Mexico joined the International Energy Agency (IEA) without a transparent national debate regarding the long-term strategic implications of that step. It is equally striking that Mexico’s ongoing status within the agency has not been more thoroughly scrutinized, given the geopolitical tensions between domestic energy security, fiscal policy, the bilateral relationship with the United States, and national sovereignty.Recent structural shifts at Pemex point in the opposite direction of the core tenets behind Norway’s success: namely, the clear-cut separation of roles and accountabilities among the various state

actors operating in the energy sector. Looking into the Norwegian mirror serves as a stark reminder for Mexico: a national oil company can certainly stand as a powerful symbol of state sovereignty, but it can just as easily become a source of institutional paralysis if it consolidates too many conflicting functions, or if it abdicates its autonomy entirely to federal ministries. The overarching strategic question remains: Under what institutional architecture can Pemex resume stable production, form viable commercial partnerships, assimilate cutting-edge technology, capture resource rents, and sustain long-term investment decisions without remaining perpetually trapped between short-term fiscal emergencies, political control, and operational dependence? Therein lies the fundamental difference between merely owning a natural resource and truly governing the value chain that converts it into national wealth.

*Associate Professor at CIDE. **Founding Partner of CoreSight Strategies, a consulting firm specializing in energy geopolitical strategy, with expertise in national oil companies, exploration and production (E&P) contracts, resource governance, and decision-making in complex environments.

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Q&A

CAPABILITIES BUILT AROUND THE PROJECT

An attorney by training and an international businessman of Mexican origin, Alexandro Rovirosa Martínez has served as a strategic advisor to Mexico’s oil industry since 2002—more than a decade before the 2013 Energy Reform—giving him a unique perspective on the sector through multiple industry cycles.

He is the founder and managing partner of The Rovirosa Group (TRG), a strategic advisory platform specializing in energy, infrastructure, and industry, with a cross-border advisory practice serving both Mexico and the United States. His career spans four complementary dimensions: legal, regulatory, operational, and investment. He founded Rovirosa & Asociados, a law firm specializing in the energy sector, as well as Roma Energy, a Texas-based exploration and production company that participated in the National Hydrocarbons Commission’s (CNH) competitive bidding rounds. Today, the group directly employs approximately 850 people across its various projects. A speaker at industry forums including OTC, CERAWeek, and the Oil & Gas Summit, as well as a contributor to specialized publications,

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Alexandro Rovirosa views business as a vehicle for development and job creation, maintaining a steadfast commitment to the future of Mexico’s energy sector.

After more than two decades in the energy industry, how would you describe your professional journey? I began in 2002 as a strategic advisor to the oil industry, more than a decade before the Energy Reform. That perspective allowed me to witness the sector’s transformation through several industry cycles. I started on the legal and regulatory side by founding Rovirosa & Asociados, and over time I transitioned into operations and investment through Roma Energy, which participated in the CNH’s competitive bidding rounds. From that experience, The Rovirosa Group was born: a platform that brings together those four perspectives—legal, regulatory, operational, and investment—into a single advisory and execution capability. Ultimately, my career has evolved from advising projects to developing and executing them. What distinguishes your companies and projects within the oil and energy industry? We begin with the project, not the asset. At The Rovirosa Group, capabilities are built around the pro-

Alexandro Rovirosa shares the vision behind The Rovirosa Group, a business model that integrates strategy and execution to deliver complex energy projects while contributing to the development of Mexico’s energy sector. ject—not the other way around. We first understand the client’s challenge, assess its requirements, design the right solution, and only then assemble the engineering, equipment, and services required. We serve four key segments—private E&P operators, service companies, construction firms, and real estate developers—with cross-border capabilities spanning Mexico and the United States. That combination of strategic judgment and hands-on operational experience—including participating as an operator in CNH bidding rounds—is what sets us apart. We don’t just advise our clients; we’ve experienced both sides of the business.

The energy industry is undergoing a profound global transformation. What opportunities do you see for Mexico? Mexico has a remarkable opportunity—provided it can execute effectively. The energy transition is an invitation to further professionalize the industry, attract long-term productive investment, and develop local talent. I see significant opportunities in higher value-added specialized services, infrastructure, and the integration of projects that are still managed in a fragmented manner. Having

PHOTO: CORTESÍA.

sed on building, creating jobs—we are now approximately 850 people across the group—and contributing to the development of Mexico’s energy sector.

Empecé entendiendo la operación desde el campo, no desde un escritorio. Con el tiempo pasé de aconsejar proyectos a construirlos”.

worked in the sector both before and after the energy reform, my conviction remains unchanged: the future will be built by companies capable of combining technical discipline, a long-term vision, and a genuine commitment to the country. At TRG, that is exactly where we intend to continue making a difference.

In recent months, your name has been part of the public conversation due to a legal process in the United States that concluded in your favor. How did you experience that period? It was the most challenging chapter of my life, and I faced it with the support of my family and my faith. The matter has now been fully resolved in my favor, and I’d rather focus on what lies ahead. Rather than dwelling on the details, I choose to reflect on what the experience taught me: resilience, valuable lessons, and the importance of surrounding myself with the right people. It is not the defining chapter of my story; it is a challenge I overcame. Today, all my energy is focu-

What role do family and social responsibility play in your life and in the way you lead your companies? A central one. Family is the foundation of the way I build and lead a business: it taught me discipline, integrity, and the importance of creating something that endures. To me, the most tangible form of social responsibility is creating meaningful employment and developing talent. Behind each of the group’s nearly 850 employees is a family. I see my work as a responsibility toward my people and the communities where we operate. I believe in building a company that creates value while leaving something better behind. What legacy would you like to build within Mexico’s energy sector? I would like to be remembered as someone who built lasting value—not simply invested capital. Someone who helped professionalize Mexico’s energy industry, develop strong teams, and demonstrate that worldclass projects can be successfully executed from Mexico. The Rovirosa Group was founded with a longterm vision: a platform that grows beyond any one individual, becomes institutionalized, and continues generating opportunities for development. Ultimately, the greatest legacy is not the projects themselves, but the people and institutions capable of carrying them forward.

rovirosa.com linkedin.com/in/ alexandrorovirosa/

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CSR

CORPORATE SOCIAL RESPONSIBILITY

Beyond Energy:

Woodside Supports Education,

Sports and Community Development in Tamaulipas Thanks to a strategic partnership between Club Deportivo Jaiba Brava, Woodside Energy and the “Escuelas que Aprenden” program, outstanding students took part in a professional soccer activity BY: SERGIO CÁRDENAS

lobal companies have both the opportunity and the responsibility to contribute to the development of the communities where they operate. Beyond job creation and investment, initiatives focused on sports, education and community development help foster social cohesion, strengthen the social fabric, and build relationships based on trust and mutual respect with host communities. That is the approach embraced by Woodside Energy, a global energy company with

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operations in several international markets, through its participation in the Trion Project, the first ultra-deepwater development in Mexico operated by a private company in partnership with Pemex. As part of its commitment to sustainable development and community well-being, the Australian company has promoted a range of social initiatives in the state of Tamaulipas focused on education, infrastructure and the comprehensive development of children. One example took place last May at Estadio Tamaulipas, where the passion of professional soccer came together with the recognition of talent, discipline and dedication demonstrated by students from the region. During halftime at a Jaiba Brava match, 12 girls and boys from Herman Harris Fleishman Elementary School stepped onto the field to participate in a special activity before thousands of fans, highlighting a partnership that demonstrates how sports

and education can become powerful drivers of social transformation. The students were selected for being members of their school's representative soccer teams. For them, the experience represented much more than participating in a professional stadium; it became an opportunity to strengthen their confidence, sense of belonging and personal motivation. The of the students applause of the crowd recognized the improved their dedication of these young athletes, who academic have proudly represented their school in competitions such as Futbolito Bimbo performance and the National School Games (Juegos by at least 12 percentage Deportivos Escolares). During the halftime activity, the chil- points compared dren completed a series of soccer skills with their initial circuits under the guidance of special- diagnostic ized coaches, bringing enthusiasm and assessments. energy to the stands. At the end of the event, representatives of several participating organizations presented each student with an award recognizing their commitment and dedication. The participation of these young people in a professional sports environment was not an isolated initiative. It is the result of a strategic partnership between Club Deportivo Jaiba Brava, Woodside Energy and the “Escuelas que Aprenden” program, jointly operated by Proyecto Nuevo Maestro and Enseña por México. At Herman Harris Fleishman Elementary School, this collaboration has strengthened both the boys' and girls' soccer teams. Particularly noteworthy has been the girls' team, which reached the semifinals of the Futbolito Bimbo tournament after building its program from the ground up. Beyond athletic achievements, these spaces have become breeding grounds for essential values such as teamwork, perseverance, resilience and leadership.

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The event held at Estadio Tamaulipas highlighted the potential of sports as a tool for the holistic development of children and adolescents, while demonstrating the value of multi-sector partnerships in expanding opportunities and supporting community well-being. Behind this experience is the social investment strategy that Woodside Energy has promoted in Tamaulipas since 2020. Through the “Escuelas que Aprenden” program, the company has contributed to strengthening educational opportunities for approximately 75,000 people, including students, teachers, school administrators and families, across 92 schools located in Tampico, Ciudad Madero, Altamira and Matamoros, across Tamaulipas. The educational strategy also focuses on ensuring lasting results by reinforcing the capabilities of those leading classrooms. In 2025, the program provided training and ongoing support to 345 teachers have demonstrated and school administrators across 12 sustained growth in schools, helping consolidate a culsocio-emotional skills, ture of continuous improvement strengthening their and educational excellence. emotional well-being Likewise, recognizing that school and their ability to infrastructure is a key factor in learnovercome personal ing outcomes, Woodside Energy has implemented initiatives to address and academic priority infrastructure needs across challenges. the region. Following the 2024 water crisis, the company donated Rainwater Harvesting Systems to six schools in Tamaulipas. Today, these systems supply approximately 30% of the schools' annual water demand, providing safer, more hygienic and more sustainable conditions for more than 6,000 users.

71%

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INSIGHTS

THE RETURN OF GEOPOLITICS

TO SUPPLY CHAINS F

or decades, globalization was built on what seemed to be an unshakable premise: produce where costs were lowest and sell where demand was greatest. Economic efficiency dominated business decisions, and supply chains expanded across the globe according to an almost exclusively financial logic. However, the events of recent years have radically transformed that paradigm. Today, geopolitics has returned to the center of corporate strategy and is redefining international trade. The COVID-19 pandemic of 2020–2021 delivered the first major blow to the notion that global supply chains could operate without disruption. Factory shutdowns in Asia, container shortages, and port congestion demonstrated that excessive concentration of production carried significant risks. Shortly thereafter, Russia’s invasion of Ukraine in early 2022 exposed Europe’s energy vulnerabilities and disrupted key markets, including fertilizers, grains, and hydrocarbons. At the same time, the growing rivalry between the United States and China has evolved beyond a trade dispute into a technological, industrial, and strategic

AS THE GLOBAL LANDSCAPE EVOLVES, HOW SHOULD COMPANIES, COUNTRIES, AND REGIONS PREPARE TO NAVIGATE A WORLD WHERE ECONOMIC SECURITY IS INCREASINGLY INTERTWINED WITH NATIONAL SECURITY?

BY: S O F Í A N I Ñ O D E R I V E R A*

KEY

GEOPOLITICAL FACTORS SHAPING SUPPLY CHAINS

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1. GLOBAL TRADE ACTIVITY

80%

OF GLOBAL TRADE

IS TRANSPORTED BY SEA.

IMAGES: TANIA TAMAYO / MAGNIFIC.

competition. The result is a new environment in which companies are no longer asking only where production is cheapest, but where it is safest. FROM “JUST IN TIME” TO “JUST IN CASE”

For years, companies perfected lean inventory systems known as “just in time.” The priority was to reduce costs and maximize operational efficiency. Today, resilience has become a strategic asset. Businesses are increasingly adopting “just in case” models, maintaining larger inventories, diversifying suppliers, and creating redundancies to reduce the risk of disruptions. While this approach increases operating costs, it also reduces exposure to external shocks. The shift from “just in time” to “just in case” reflects a profound change: supply security now carries economic value comparable to efficiency. THE ERA OF FRIENDSHORING

One of the most relevant concepts in this new context is “friendshoring,” a term popularized by former U.S. Treasury Secretary Janet Yellen. The idea is to relocate

90%

supply chains toward politically aligned countries and strategic partners. Rather than depending on suppliers located in potentially adversarial territories, companies seek to establish operations in economies with stable diplomatic relations and predictable regulatory frameworks. This trend is driving investment toward North America, Southeast Asia, India, and parts of Latin America. For the United States, the priority is to reduce dependence on China in sectors considered critical, particularly semiconductors, batteries, strategic minerals, and advanced technologies. MEXICO: ONE OF THE MAIN BENEFICIARIES

Few countries have capitalized on this reconfiguration better than Mexico. Its geographic proximity to the United States, the productive integration created by the USMCA, and its extensive manufacturing base have made it one of the most attractive destinations for nearshoring Companies insectors such as automotive manufacturing, electronics, medical devices, and logistics have

OF MANUFACTURED GOODS CONTAIN COMPONENTS SOURCED FROM MORE THAN ONE COUNTRY.

TRILLION IN ANNUAL GLOBAL MERCHANDISE TRADE.

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INSIGHTS

2. NEARSHORING’S IMPACT ON MEXICO MEXICO IS THE UNITED STATES’ LARGEST TRADING PARTNER.

80%

LEADING INDUSTRIES:

AUTOMOTIVE, ELECTRONICS, AEROSPACE, AND MEDICAL DEVICES.

80%

OF MEXICO’S EXPORTS

ARE DESTINED FOR THE U.S. MARKET.

increased investments aimed at bringing production processes closer to the U.S. market. However, industrial relocation does not necessarily mean abandoning Asia; rather, it involves complementing operations with facilities closer to major consumer markets. Northern and Bajío states have attracted the largest share of new investment, particularly Nuevo León, Coahuila, Chihuahua, Guanajuato, and Querétaro. While the opportunity for Mexico is historic, the country still faces major challenges related to energy infrastructure, water availability, security, transportation, and workforce development. THE NEW BATTLE: SEMICONDUCTORS

No industry better reflects the new geopolitical dimension of supply chains than semiconductors. Chips have become a strategic resource comparable to oil in the twentieth century. They are indispensable for smartphones, vehicles, defense systems, artificial intelligence, and data centers. A significant portion of advanced semiconductor production is currently concentrated in Taiwan, a situation that raises concerns among governments and businesses given growing tensions across the Taiwan Strait. In response, the United States approved the CHIPS and Science Act, allocating tens of billions of dollars to strengthen domestic production. The Eu-

3. GLOBAL SEMICONDUCTOR MARKET US

600

BILLION IS THE VALUE

OF THE GLOBAL SEMICONDUCTOR MARKET.

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60%

OF THE WORLD’S

CONTRACT SEMICONDUCTOR MANUFACTURING IS CONCENTRATED IN TAIWAN.

ropean Union, Japan, and South Korea have launched similar initiatives. The objective is no longer merely to compete for markets, but to secure access to technologies considered essential to national security. ENERGY, CRITICAL MINERALS, AND NEW DEPENDENCIES

The energy transition is also reshaping global supply chains. The electrification of transportation and the expansion of renewable energy have sharply increased demand for critical minerals such as lithium, nickel, copper, cobalt, and rare earth elements. Paradoxically, while many economies seek to reduce their dependence on fossil fuels, they are creating new strategic dependencies linked to the raw materials required for clean technologies. China maintains a dominant position in processing several of these minerals, prompting the United States, Europe, and other powers to seek alternative sources of supply. As a result, competition to secure access to these resources is driving mining investment across Latin America, Africa, and Australia, while accelerating industrial policies aimed at strengthening domestic value chains. THE COST OF FRAGMENTATION

Although regionalization and diversification provide greater resilience, they also generate costs. Geoeconomic fragmentation can translate into higher prices

90%

OF THE WORLD’S MOST ADVANCED CHIPS ARE PRODUCED IN TAIWAN

INSIGHTS for consumers, lower productive efficiency, and slower global growth. International organizations have warned that a deep division between economic blocs could significantly reduce global trade and weaken productivity worldwide. Companies also face growing regulatory requirements. Sustainability, traceability, environmental compliance, cybersecurity, and data protection have become critical variables in sourcing decisions. The result is a far more complex environment than the globalization model of the late twentieth century. FROM GLOBAL TRADE TO STRATEGIC TRADE

The key difference between the previous era and the current one is that supply chains are no longer solely a business matter. Governments are increasingly involved in decisions related to investment, production, technology, and access to strategic resources. Industrial subsidies, export restrictions, technology controls, and manufacturing support programs have become common economic policy tools. The logic of unrestricted free trade is being replaced by a vision in which economic security forms part of national security. In this context, companies must incorporate geopolitical analysis into their strategic planning, evaluating risks that were once considered secondary. THE FUTURE: RESILIENCE, REGIONALIZATION, AND TECHNOLOGY

Everything suggests that future supply chains will be more regional, diversified, and technologically sophis-

ticated. Automation, artificial intelligence, predictive analytics, and logistics digitalization will enable companies to monitor risks in real time and respond more rapidly to disruptions. At the same time, production will increasingly be distributed across multiple locations to avoid excessive concentration. This does not signal the end of globalization, but rather a new phase characterized by a different balance between efficiency, security, and resilience across global supply chains. Geopolitics has once again become a central force in the global economy. What was once a peripheral variable for supply chains has become one of the primary determinants of investment, manufacturing, and international trade. For countries such as Mexico, this transformation represents an extraordinary opportunity to consolidate their position as strategic production and logistics hubs. Fully capitalizing on this moment, however, will require sustained investment, regulatory certainty, and infrastructure capable of meeting the demands of an increasingly fragmented and competitive global economy, while supporting long-term industrial adaptability and sustainable economic growth. The question is no longer whether geopolitics will influence supply chains. The most important question is: which companies, countries, and regions will be best prepared to navigate a world in which economic security has become just as important as profitability.

* International analyst and P&E columnist. Sofía Pacheco Niño de Rivera

4. CRITICAL MINERALS WORLDWIDE GLOBAL LITHIUM DEMAND COULD INCREASE MORE THAN

SIXFOLD BY 2040.

70%

OF THE WORLD’S COBALT IS MINED IN THE DEMOCRATIC REPUBLIC OF CONGO.

SOURCES: OMC, OCDE, GOBIERNO DE MÉXICO.

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50%

OF REFINED LITHIUM

IS PROCESSED IN CHINA.

BUSINESS

STRATEGIC PORT OPERATIONS

ONE-STOP PIERS

Integrated Solutions for the Offshore Industry in the Gulf of Mexico

ffshore efficiency begins onshore. With port infrastructure, storage facilities, specialized equipment, and integrated services in a single location, PQSI strengthens the logistics chain connecting Puerto Isla del Carmen with the Gulf of Mexico’s leading offshore oil and gas projects.

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PUERTO

ISL A

THE IMPORTANCE OF A SHORE BASE Offshore operations require far more than vessels and platforms. Every offshore campaign depends on a logistics chain capable of moving equipment, materials, fuel, water, provisions, and personnel quickly and safely. In this context, shore bases become a strategic link in ensuring operational continuity. With this objective, PQ Servicios e Infraestructura (PQSI) developed a logistics platform at Piers 16 and 17 in Puerto Isla del Carmen (Campeche) designed to bring together in a single location all the services required by the offshore oil and gas industry.

DEL

INFRASTRUCTURE BUILT TO SUPPORT OPERATIONS Located approximately 70 kilometers from the Gulf of Mexico’s main offshore oil fields, the base combines port infrastructure, marshalling yards, and storage areas to support vessels, equipment, and specialized supplies. Integrating these capabilities reduces response times and streamlines logistics coordination during offshore operations.

INFRASTRUCTURE PIER 17

100 LINEAR METERS 5 METER DRAFT PIER 16

SHOP

C ARMEN,

MEXICO

70 LINEAR METERS 4 METER DRAFT MARSHALLING YARD

2,100 M² STORAGE YARDS

UP TO 20,000 M²

(700 METERS FROM THE PIERS)

20 m

Initial maneuver

. 89

4.5 m

PI ER 16lm 64.74

20 m

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BUSINESS AN INTEGRATED SERVICE MODEL Beyond the berthing area, PQSI brings together port services, transportation, provisioning, maintenance, and environmental management under a comprehensive service model. The company complements this offering with specialized equipment and strategic partnerships that enable it to expand its capacity whenever operations require it.

STRATEGIC PARTNERSHIPS

MEXSSUB 6,500 m² OF MARSHALLING YARD SPACE WITH OFFICES, WAREHOUSES, STORAGE

As part of its operating model, PQSI has established a strategic partnership with Mexicana de Servicios Subacuáticos (Mexssub), a company located adjacent to its facilities and piers. This collaboration supports the development of a fully integrated shore base while adding capacity for specialized operations. Mexssub provides 6,500 square meters of marshalling yard space, along with offices, warehouses, storage facilities, and drilling cuttings disposal services. Through this partnership, PQSI can expand its capacity on demand whenever clients require additional space for storage, fabrication, or the handling of oversized structures.

FACILITIES, AND DRILLING CUTTINGS DISPOSAL SERVICES.

20m 64.74 lm

20m

89.26 ml

Initial maneuver

C.1 SOUTH 32 |

60m

PIER 17

PIER 16

4.5m

OTHER PIERS LOCATED IN BASINS 1, 2, AND 3 OF THE PORT.

A LOGISTICAL ADVANTAGE FOR THE GULF OF MEXICO The location of the piers at the entrance to the navigation channel, combined with their infrastructure and operational capacity, represents one of PQSI’s key competitive advantages. The company aims to provide a platform capable of reducing logistics costs, optimizing response times, and facilitating the operation of multiple vessels within a single facility, establishing itself as a strategic partner for offshore projects operating in the Gulf of Mexico.

OUR OPERATIONS BASE PIERS 16 & 17

PQ SERVICIOS E INFRAESTRUCTURA S.A. DE C.V.

+52 938 11 37717 PUERTOS@PQSIMEXICO.COM

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Logístics Mobility Petróleo y Energía presents Logistics & Mobility, a special feature in which four of the industry’s leading companies, represented by their senior executives, share their perspectives on the trends shaping the future of logistics, transportation, and supply chains. From their standpoint, Mexico’s greatest opportunity lies in aligning investment in infrastructure and technology with the adoption of innovation and the development of highly skilled talent. Together, these elements will be essential for positioning the country as a globally recognized strategic logistics hub. Subscribe to the Bitácora P&E Newsletter on LinkedIn to download our special report, 25 Logistics & Mobility Companies, presented by Petróleo y Energía.

BY GERMÁN SÁNCHEZ HERNÁNDEZ | PHOTOS & VIDEO BY ALFREDO PELCASTRE AND CARLOS ARANDA

FIND THE VIDEO INTERVIEWS YOUTUBE

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BITÁCORA P&E LINKEDIN NEWSLETTER

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ALEJANDRO

GAYA

VP STRATEGIC PLANNING & DIRECTOR ELEMENT FLEET MANAGEMENT MÉXICO

Leading corporate mobility and fleet management solutions is the responsibility of Alejandro Gaya, VP Strategic Planning and Director of Element Fleet Management Mexico. In this role, he drives the company’s growth and transformation strategy, focusing on operational efficiency, innovation, and the future of business mobility.

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Today, our customers operate under strict financial planning. We help them make their investments more productive and efficient. How? By leveraging data.”

is experience provides valuable insight into the trends reshaping the industry —from the transformation of corporate fleets and the digitalization of mobility to the sustainability and efficiency challenges companies face across Mexico. In this interview with Petróleo y Energía, Gaya shares his vision of corporate mobility toward 2030 in an increasingly competitive environment. Fleet management, he explains, is no longer limited to vehicles and routes. Today, data, artificial intelligence (AI), electrification, and sustainability have become essential components for expanding markets, optimizing business models, and strengthening supply chains.

How have your customers’ logistics and mobility needs evolved over the past few years? The most significant change has been the growing use of real-time data. Today, our customers expect a much more proactive approach. It’s no longer enough to collect large volumes of data —they expect actionable insights that translate into measurable savings. We’re seeing a clear trend toward using vehicle-generated data to create fleets that are safer, more productive, and more sustainable. How has fleet management evolved from simply managing vehicles to managing data? It has been a gradual transformation. Integrating new technology into fleet operations is always a challenge. We typically begin with pilot programs or small-scale implementations, and as customers

begin to see results, adoption expands. We’ve observed this evolution through our operations in Europe and the United States, where the market is more mature. In Mexico, progress has been steady and continuous. How do you transform that data into strategic business intelligence? In Mexico, vehicle technology still requires telematics devices as the primary source of operational data. From there, however, technology has advanced significantly. AI-powered solutions now process information almost instantly. We organize that data into key pillars: productivity, sustainability, and safety —for both drivers and vehicles. How do you see Mexico’s integration with its North American trading partners shaping the future of logistics and mobility? Regional integration is becoming increasingly important. Many companies now operate seamlessly across Mexico, the United States, and Canada, requiring unified performance indicators and centralized fleet management platforms. At Element, we’re playing an increasingly strategic role by providing regional insights that help customers make better decisions across all three markets. Element’s Fleet Management Market Pulse 2026 report shows that business leaders continue prioritizing cost control even above transformation initiatives. How can organizations balance financial efficiency with long-term innovation? In the past, innovation and cost savings were often viewed as competing priorities. Today, they are closely connected. Predictive maintenance powered

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GLOBAL FOOTPRINT

1.57 M by data analytics and improvements in driving behavior can generate returns in a very short period of time. That’s why we encourage customers to prioritize investments that deliver both immediate value and long-term competitiveness. How does Element Fleet Management Mexico integrate sustainability into its business strategy? Sustainability has become a business decision rather than simply a reputational issue. Shareholders and customers increasingly consider environmental performance when making decisions. We support clients from the earliest stages of their fleet transition, helping them identify the most appropriate technologies and develop greener fleets through a comprehensive consulting approach for success.

commercial fleet vehicles under management

US$1.6 billion in client cost savings identified in 2025

5,500+ clients worldwide

78% of fleet leaders prioritize cost reduction.

50% expect to maintain their current fleet size.

53% are exploring AI and digital technologies.

Source: Fleet Management Market Pulse 2026.

What kind of infrastructure does Mexico need to maximize the benefits of new logistics and mobility technologies? Although charging infrastructure has grown significantly —expanding by roughly 25% over the past year to more than 56,000 charging stations— it still falls short of providing nationwide coverage. Progress has been steady, but there is still considerable work ahead. Logistics and mobility are closely linked to the energy transition. How can they help accelerate it in Mexico? The key advantage today is that companies can choose from multiple vehicle technologies —hybrid,

38 |

plug-in hybrid, and fully electric— depending on their operational needs. Having access to such a broad portfolio allows us to offer customized solutions that customers feel confident adopting. As we become better at matching technology with each client’s specific needs, we’ll accelerate the transition in a meaningful way. What is Element Fleet Management’s core business, and where is the company headed in Mexico and globally? We are a global leader in mobility solutions. Beyond our financial capabilities, which allow us to deliver highly flexible solutions, we offer a comprehensive suite of services —from maintenance, insurance, licensing, and telematics to advanced data analytics. Our goal is to become the trusted partner that manages every aspect of our customers’ mobility needs with confidence.

What is Mexico’s greatest challenge in becoming a world-class logistics hub, and what is its biggest opportunity? Our biggest challenge is developing the infrastructure required to support future growth. Our greatest opportunity, however, lies in our proximity to North America’s largest markets, combined with a highly skilled workforce. Those strengths position Mexico as an ideal strategic partner for the future.

ALEJANDRO GAYA

ELEMENT FLEET

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ALEJANDRA

MÉNDEZ DIRECTOR OF COMMUNICATIONS & INSTITUTIONAL RELATIONS TRAXION

In this conversation with Petróleo y Energía, Alejandra Méndez Solorio shares her perspective on how logistics and mobility have become strategic drivers of Mexico’s competitiveness. From TRAXION’s standpoint, she explains how technology, artificial intelligence (AI), operational excellence, and human talent are reshaping supply chains to meet the demands of economic growth and North American integration.

“T

deliver increasingly efficient and integrated solutions. Our greatest value lies in serving as a strategic partner for our customers. Rather than simply growing in size, we have evolved into a company designed to thrive in an environment where logistics has become a decisive factor in business competitiveness.

TRAXION has become one of Mexico’s leading logistics companies. What defines the company’s current stage of growth, and what do you see as its greatest value proposition for customers? Today, we operate one of the country’s most robust logistics platforms, supported by a nationwide presence, extensive operational infrastructure, and capabilities that range from freight transportation and integrated logistics to passenger mobility services. That scale, combined with the specialization of our business units and a long-term strategic vision, allows us to

How is logistics evolving across key industries such as manufacturing, energy, automotive, and consumer goods? Logistics is no longer simply about moving goods from one place to another. Today, it has become a strategic function that directly influences productivity, customer experience, and a company’s ability to compete in increasingly dynamic markets. At the same time, trends such as supply chain reconfiguration and nearshoring have significantly increased demand for more sophisticated, integrated, and flexible logistics solutions. TRAXION has evolved alongside these changes. Our ability to integrate multiple services within a single

oday, TRAXION is one of the leading mobility and logistics companies in the region and the market leader in Mexico,” says the company’s Director of Communications & Institutional Relations. “Our portfolio spans virtually the entire supply chain, as well as passenger mobility services, enabling us to serve a wide range of industries through integrated, specialized solutions.”

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operation enables us to deliver greater effisupply chain, and enable us to respond ciency, provide customers with enhanced vismore quickly to each customer’s speibility across their supply chains, and adapt cific needs. The combination of quickly to a constantly changing business Today, companies are no longer infrastructure, talent, environment. looking for multiple providers to manand technology What differentiates TRAXION in an inage different stages of their logistics enables us to deliver creasingly integrated logistics market? operations. Instead, they are looking increasingly efficient Our greatest strengths are integration and for a strategic partner capable of intesolutions tailored scale. Today, we offer one of the industry’s grating solutions, creating efficiencies, to the needs of a most comprehensive service portfolios, inand supporting them across the entire constantly evolving cluding freight transportation, third-party supply chain. market.” logistics (3PL), warehousing, distribution, last-mile delivery, passenger mobility, and Sustained growth also requires technology-driven solutions. strong governance, operational discipline, and This enables our customers to rely on TRAXION as stakeholder trust. How has TRAXION built that a strategic partner for virtually every aspect of their institutional strength? logistics operations. Over the past several years, the From the very beginning, we understood that susintegration of new capabilities has further strengthtainable growth must be supported by a long-term ened our value proposition, creating a unique offervision and strong institutional foundations. For that ing distinguished by both its breadth and complereason, we have consistently strengthened our corpomentarity. These capabilities generate significant rate governance, management processes, transparenoperational synergies, provide a holistic view of the cy, and accountability practices.

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TRAXION AT A GLANCE One clear example is that today we are the only mobility and logistics company listed on the Bolsa Mexicana de Valores (BMV). That represents an ongoing commitment to the highest standards of corporate governance, financial discipline, and transparency —principles that inspire confidence among investors, customers, employees, and business partners alike. For us, institutional strength is far more than good corporate practice; it is one of the pillars that has enabled us to build a resilient company prepared for sustainable long-term growth.

vironmental performance, social impact, and strong corporate governance. We firmly believe these three pillars are fleet vehicles essential to creating long-term value. This approach has earned interna2 tional recognition. We are the highest-rated logistics company in Mexico 3PL warehousing in S&P Global's Corporate Sustainabilcapacity. ity Assessment and are included in the Dow Jones Best-in-Class MILA Pacific Alliance Index, achievements that reflect our commitment to global best kilometers traveled practices. Our social commitment is carried forward through the TRAXION annually Foundation, the cornerstone of our community investment strategy. Digital transformation is reshaping Beyond financial performance, supply chains worldwide. What role how does TRAXION create a positive does technology play in TRAXION’s business straimpact in the communities where it operates? tegy? At TRAXION, we believe business growth should go Technology is one of the key enablers of our strathand in hand with positive social impact. egy. Today, logistics is no longer just about moving As a mobility and logistics company, we possess goods —it’s about generating information, anticunique capabilities that can be leveraged to benefit ipating scenarios, and making better decisions. At communities, and that vision inspired the creation of TRAXION, we leverage artificial intelligence (AI), data the TRAXION Foundation. analytics, automation, and digital platforms to optiRather than implementing isolated corporate somize routes, increase productivity, improve asset uticial responsibility initiatives, we focus on creating lization, and provide customers with greater visibility opportunities that transform lives. Education is our across their operations. primary area of focus because we believe it is one Technology does not replace operational expertise of the most powerful tools for driving social mobili—it enhances it. The combination of infrastructure, ty. Through our “En Ruta por la Educación” (On the human talent, and digital innovation enables us to Road for Education) program, we bring educational deliver increasingly efficient solutions tailored to the opportunities to underserved communities by deevolving needs of our customers. ploying mobile classrooms where young people and adults can learn to read and write or complete their Sustainability has become a key benchmark for basic education. business performance. How has TRAXION integraWe also promote volunteer initiatives and logisted it into its business model? tics-for-good programs, using our operational exAt TRAXION, sustainability is embedded in our pertise and infrastructure to support social and enbusiness strategy. Our commitment encompasses environmental causes across Mexico. In 2025 alone, the

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11,200+

1.2 million m

878+ million

TRAXION Foundation positively impacted more than 565,000 people, demonstrating that logistics capabilities can also become a powerful engine for social development. Looking ahead, what is TRAXION’s long-term vision, and what role does the company aspire to play in the future of logistics and mobility in Mexico? Our vision is to further strengthen TRAXION’s position as Mexico’s leading mobility and logistics company while reinforcing our standing as one of the industry’s most important players across the region. To achieve that goal, we will continue investing in technology, innovation, and increasingly integrated solutions that enable our customers to operate more efficiently and competitively.

The logistics industry will continue evolving at a rapid pace, and we are committed to remaining at the forefront of that transformation by embracing emerging technologies, expanding our operational capabilities, and developing solutions that respond to the needs of an increasingly dynamic and interconnected marketplace. At the same time, we want to remain a company that inspires trust. Our longterm vision combines growth, institutional strength, sustainability, and innovation, guided by the conviction that true leadership is built by creating value for our customers, employees, investors, and the communities where we operate.

ALEJANDRA MÉNDEZ

TRAXION

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FRANCISCO

ESTRADA MANAGING DIRECTOR GROUND LOGISTICS DIVISION, GRUPO TMM

With more than 25 years of experience in logistics, international trade, supply chain management, transportation and freight forwarding, Francisco Estrada has built a distinguished career as an executive, academic and accomplished athlete. Today, he serves as Managing Director of Grupo TMM’s Ground Logistics Division, part of a company with more than seven decades of operations and a diversified portfolio that includes maritime services, shipyard operations, container maintenance and repair, among other businesses.

dictive management, powered by advanced analytics and forecasting models. The new priorities are traceability, digitalization and automation, giving customers complete visibility across their supply chains. At the same time, risk management has become a critical capability for companies operating in virtually every industry.

From your perspective, how has Mexico’s logistics industry evolved over the past decade, and what new challenges have emerged? The transformation has been substantial. A decade ago, logistics was primarily focused on cost control and improving supply chain efficiency, and that approach made perfect sense at the time. Today, however, the industry has evolved toward pre-

When did this shift toward predictive decision-making begin? I believe the turning point came when the world’s leading economies —the markets with which Mexico seeks to trade— began moving decisively in that direction. Take Europe as an example. If a Mexican company wants to export or import products but cannot demonstrate responsible environmental practices —I’m referring here to ESG principles: Environmental, Social and Governance— it simply will not be able to access those markets. Globalization itself has accelerated this transition toward business models where sustainability, corporate governance, technology and social responsibility are increasingly interconnected. These are no longer voluntary initiatives; they have become business

strada —recipient of Mexico’s National Logistics Award in both 2012 and 2018, and an accredited evaluator for the National Export Award since 2018— believes the industry has fully entered the era of Industry 4.0, where automation, digitalization and data-driven decision-making are redefining supply chains. “Today we need the Internet of Things, blockchain, Big Data, Power BI, CRM platforms and many other digital tools because logistics is an integrated ecosystem. Warehousing, transportation, inventory management, customs brokerage and certifications are all becoming increasingly connected through digital technologies.”

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requirements. If Mexico wants to compete globally instead of relying primarily on its North American trading partners —the United States and Canada— we must embrace this model and align ourselves with ESG principles. Grupo TMM operates across multiple segments of the supply chain, from ports and railroads to trucking and distribution. What advantages does that integration create for customers? Throughout its 71-year history, Grupo TMM has consistently been a pioneer in Mexico’s logistics industry. I like to describe us as logistics orchestrators because we have led the development of many of the country’s most innovative logistics strategies. In fact, Grupo TMM has become a training ground for professionals who have tently prioritized strategic investments gone on to lead logistics organizations that generate measurable value for our throughout the industry. customers —who we consider business Our strength lies in connecting all partners rather than simply clients. Companies will of our business units —from mariWe have invested heavily in techhave the capital to time operations and one of Mexico’s nology. Two years ago, we acquired a invest in technology, most important shipyards, capable dry dock, a major strategic asset that develop their people of servicing vessels of virtually every significantly improves the speed and and acquire strategic size, to ground logistics and last-mile efficiency of vessel maintenance and assets, but integrating distribution. We operate within an every link in the supply repair. We have also invested in new integrated ecosystem where our pristate-of-the-art cranes at our modchain will remain the mary responsibility is to orchestrate ern intermodal terminal in Aguasgreatest challenge.” every link of the supply chain through calientes, a logistics hub that directadvanced technology, highly trained ly serves companies such as Nissan, and certified professionals, sustainMercedes-Benz and many other manable operating practices and robust corporate govufacturers within Mexico’s automotive sector. ernance. Transparency and accountability —to both Today, success is no longer measured only by stakeholders and shareholders— are fundamental to controlling costs. It is about helping customers the way we conduct our business. move faster, particularly when they supply production lines that cannot afford delays. How has Grupo TMM managed to remain innoEqually important is maintaining their confidence. vative after more than seven decades? That is why we continue to invest —not only in infraInnovation starts at the top. structure and technology, but also in the continuous From the company’s founders to our current CEO development of the people responsible for executing and Chairwoman of the Board, leadership has consisour customers’ day-to-day operations.

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GRUPO TMM AT A GLANCE Years in Operation

71 years

GEOGRAPHIC FOOTPRINT

Operations across

21 Mexican states WORKFORCE

700+ employees with extensive industry experience and technical expertise

BUSINESS UNITS Maritime Services Shipyard Operations Container Maintenance & Repair Cruise and Port Vessel Services General and Bonded Warehousing

How is Grupo TMM preparing to build a resilient business model —one that not only responds to disruption but also capitalizes on opportunities in an increasingly complex global environment? There are factors beyond our control, whether it’s the trade tensions between the United States and China, geopolitical instability in the Middle East around the Strait of Hormuz, or fuel prices. Our response has been to embrace technology that allows us to build predictive scenarios and prepare for outcomes. One example is Digital Twin technology, which enables us to simulate the impact of events such as higher import duties or new tariffs years before they occur. By modeling these scenarios five or even ten years in advance, we can identify risks early and develop strategies to prevent or mitigate their impact. At Grupo TMM, resilience means far more than absorbing disruption and surviving it. We see resilience as an opportunity to demonstrate our ability to adapt, overcome challenges and emerge even stronger. Looking ahead to 2030, what strategic priorities will shape Grupo TMM’s future? Our strategy is closely aligned with the major global trends that are reshaping business and sup-

ply chains. Earlier this year, at the World Economic Forum (WEF) in Davos, global leaders outlined many of the priorities that will define the business agenda through 2030. One of the most significant is the adoption of AI copilots to enhance decision-making and improve operational efficiency. Another is the use of augmented reality to optimize workflows and support frontline employees in their day-to-day operations. Sustainability is also a core strategic priority across our entire organization. The protection of the environment as well. Today, Grupo TMM operates under its registered “TMM Sustentable” program, FRANCISCO through which our maritime, ground transESTRADA portation and shipyard operations follow internationally recognized environmentally responsible practices. As a publicly traded company listed on the Mexican Stock Exchange, we are also committed to meetGRUPO TMM ing rigorous environmental, governance S.A.B. and transparency standards. Finally, we will continue accelerating automation and expanding our predictive capabilities, enabling us to make faster, smarter and more informed decisions across our operations.

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REYNALDO TOVAR ARROYO CHIEF EXECUTIVE OFFICER MAOSA

Manuel Arroyo Ortega y Sucesores, S.A. de C.V. (MAOSA), a company founded in 1952 in the city of Zacapu by Manuel Arroyo —a member of a family involved in Michoacán’s agricultural development since the 18th century— was born out of the transformation triggered by Mexico’s 1938 oil expropriation and the creation of Petróleos Mexicanos (Pemex), as well as the need at the time to bring energy to the country’s most remote communities.

“T

he concept of a fuel distributor did not yet exist. We were simply a company that supported the federal government and the newly created Pemex in reaching Zacapu and supplying the region with energy. That is how we began,” says Reynaldo Enrique Tovar Arroyo, CEO of MAOSA and grandson of Manuel Arroyo. In an interview with Petróleo y Energía, Tovar explains that the purpose that gave rise to MAOSA more than seven decades ago remains clear and continues to motivate the company as one of the leading players in Mexico’s hydrocarbons sector: “Keeping Mexico moving.” What is MAOSA’s business model, and what defines its value proposition? In theory, this industry sells only three products. They are commodities —products that virtually anyone can sell. So, what makes one company different from another? That question is becoming increasingly relevant. MAOSA was built on a family legacy rooted in discipline and hard work, but above all, in strong values. We are guided by a set of spiritual, productive and family principles that have been passed down from generation to generation since our founder, Don Manuel Arroyo.

48 |

Our goal is not to become Mexico’s largest company, but its most efficient and trusted one. MAOSA 1.0 was represented by my ancestors —my grandparents and uncles. The company could not grow further at the time because the sector was not open to private investment. Although we had been operating in the industry since 1952, for more than 50 years we had only six service stations. We knew that an Energy Reform was coming and that, as a result, Pemex would effectively say: “We have 11,000 service stations available for anyone willing to serve them.” We had waited a long time for that opportunity. By then, we already had everything in place: the know-how, distribution capabilities, permits and experience supplying trains, trucks, industrial facilities and service stations. That moment marked both the sector’s evolution and the beginning of MAOSA 2.0. I will share our secret: trust. When customers pull into a service station, they assume fuel will be available. That should be normal, shouldn’t it? But it is not always the case. What matters is delivering what was promised, regardless of whether it is a Saturday, Sunday or public holiday. The same principle applies to electricity. The end user —whether a service-station operator or an industrial customer— needs energy to be available when required.

That is why ensuring fuel reaches customer should feel that the expeevery MAOSA customer is so important. rience exceeded expectations. Some clients may purchase only 5,000 or 10,000 liters. But consider an institution How do you combine technology such as the Mexican Social Security Insand human talent to achieve better titute (IMSS): if that fuel does not arrive, results? MAOSA’s goal is not oxygen may not reach a patient. Energy is a commodity with a to become Mexico’s For us, delivering fuel properly and market-based price. You cannot largest company, but on time is therefore a non-negotiable simply raise that price because you its most efficient —and responsibility. As Don Manuel Arroyo choose to do so. It is an extremely the one customers used to say: “If you are going to deliver, competitive business. As a result, trust most— to help deliver more than expected —but never companies must carefully manakeep Mexico moving.” deliver less.” That is our greatest diffege where and how they source the rentiator because, ultimately, anyone product —typically from a refinery can sell fuel. We have more than seven or storage terminal— and where decades of experience and, fortunately, have operated it must ultimately be delivered. Between those two without a single accident to date. points, many variables can affect whether the product It does not matter whether we serve six service arrives in the right condition and quantity. stations or 10,000. In fact, reaching 10,000 is not our We purchase fuel from Pemex, manage distribution, primary objective. What matters is creating a customer cover administrative expenses and monitor every deliexperience that makes people say, “Wow.” That is the very. Throughout that process, we must pay close atessence of our differentiation. After every delivery, the tention to detail to prevent losses or product shrinka-

| 49

ge. Without the technology required to control those variables, the business can quickly get out of hand. During a visit to Texas, I was reminded of a fundamental reality: the fossil-energy business is a volume business. Because fuel is a commodity and many companies sell it, you cannot simply charge more than everyone else. Fuel distribution operates on extremely thin margins. To make the business viable, you need to move very large volumes. That is the nature of the industry. The question is not who sells the most fuel, but who helps move Mexico more efficiently. The federal government is also doing its part by strengthening traceability throughout the supply chain. Every liter purchased and sold must be accounted for —you cannot buy one liter and sell five, nor buy one and sell only half. Every transaction must be transparent. This evolution will ultimately allow Mexico to build strategic energy reserves comparable to coun-

50 |

tries such as Japan, with roughly two months of supply capacity. If we fail to move in that direction, we will continue to face limitations on growth, development and productivity, while absorbing unnecessary economic losses. The energy sector —like every productive sector of Mexico’s economy— will generate greater development as it becomes more transparent. That is the spirit of the Energy Reform, and it is also the vision shared by the industry's participants. We understand our role in helping move Mexico forward and supporting its evolution into a more developed economy. I recently visited Japan and was deeply impressed. It is an island nation with limited natural conditions —mostly mountains and coastline— yet it has achieved extraordinary development because it understood the strategic importance of energy infrastructure, not only for transportation but for the country's entire economy.

MAOSA AT A GLANCE Infrastructure

Cárdenas Terminal • Lázaro partnerships with •twoStrategic additional terminals in northern Mexico

Distribution Fleet

50 company-owned tanker trucks

100+ additional

units through strategic partners

Workforce

220+ employees

MAOSA has remained deeply connected to its origins and history. What is the company’s vision for the years ahead? MAOSA 1.0 reflected the early years of Mexico’s energy industry, when the country had only its first oil fields and a handful of refineries. Mexico still needs significant infrastructure investment. If we continue to welcome investment —particularly from our neighbors in the United States— and provide clear, stable rules, our growth potential will be extraordinary. The only thing capable of slowing Mexico’s development is failing to recognize the importance of infrastructure and the energy sector. MAOSA began as a company serving only Zacapu, Michoacán. Today, we operate in 22 states across Mexico, and soon that number will reach 25. That expansion represents what we call MAOSA 3.0. As Mexico opened its energy market, new opportunities emerged, including imported fuels and the develop-

ment of new service stations. In response, we built the technological, administrative and operational infrastructure needed to support our growth while meeting the evolving needs of our customers. We have taken the principles our founders established more than seven decades ago and scaled them across the country. To achieve that, we have invested in technology, infrastructure, safety systems and, above all, people capable of managing the complexity of delivering between seven and nine million liters of fuel every day through more than 150 daily trips —without compromising service or operational excellence. Because in this business, every liter matters. If fuel is lost, if a tanker fails to reach its destination or if a customer is not served on time, the impact is significant. Over the years, MAOSA has expanded beyond distribution into transportation and service stations, always responding to market needs. We consider ourselves among Pemex’s most loyal distribution partners. I believe Pemex knows that, with MAOSA, its products are in good hands. Today we operate nationwide, and the next stage of our evolution will inevitably involve Artificial Intelligence. That will define what I call MAOSA 4.0. Right now, however, we are firmly focused on MAOSA 3.0. What does that mean? It means building the infrastructure the country requires. It means ensuring legality across the market. It means that everyone competes under the same rules and pays their taxes. It REYNALDO means embracing genuine competiTOVAR tion, where the companies that offer the best service at the greatest efficiency earn the trust of customers. That is the stage we are in today. Seven years ago, we supplied only MAOSA MAsix service stations. Three years ago, NUEL ARROYO ORTEGA Y we served 300. Today, we serve around SUCESORES 600. Growth at that scale demands far more than infrastructure and technology. It requires talented people capable of delivering reliable service 24 hours a day, seven days a week.

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DATA

Manufacturer

Top speed

Developed by TT Automotriz in Tlaxcala.

Up to 50 km/h (future models are planned to reach 70–150 km/h).

Base price

Starting at MXN $90,000 (entry-level version). Capacity

Up to 5 passengers. Design

Neighborhood mobility vehicle with two doors. Battery

LFP (Lithium Iron Phosphate) Electric motor

Permanent magnet motor (includes roof-mounted solar panels). Range

Between 50 and 250 km per charge, depending on the version.

Pros

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Its greatest strengths are its aﬀordable purchase price and practical approach to urban mobility. The solar-assisted charging system can help reduce operating costs even further, while its local development supports innovation in Mexico's automotive industry.

The initials stand for Totalmente Tlaxcalteca ("Entirely from Tlaxcala").

Charging

Compatible with standard household outlets and supported by integrated solar panels. Safety

Seat belts and a high-strength steel frame. Components

80% of the vehicle's components are manufactured in Mexico. Project

Production is scheduled to begin by the end of 2026.

Cons

Its range and performance remain limited compared with other electric vehicles. There is still not enough public information regarding key speciﬁcations such as power output, battery performance, and equipment. In addition, its real-world performance and commercial viability have yet to be proven at scale. Source: autostt.com.mx / olinia.auto Design: Enrique Estrada

Oﬃcial unveiling: May 29, 2026

These two projects aim to accelerate aﬀordable electric mobility in Mexico. While Olinia emerged as a government-led initiative designed to transform community urban mobility, the TT01 represents a solution developed by private enterprise.

brands in Mexico offer electric or electrified models. However, their prices are higher than the affordable mobility solutions proposed by Olinia and TT.

The name comes from the Nahuatl language and means "to move."

Top speed

Manufacturer

Up to 50 km/h

Project promoted by the Government of Mexico.

Charging

Base price

Compatible with standard household outlets.

Starting at MXN $150,000

Safety

Capacity

Seat belts, reinforced body structure, and rearview display.

Seats up to 6 passengers, with a ﬂexible cabin and low-ﬂoor design.

Components

50% of suppliers are local, with a goal of reaching 75% by 2030. Project

Production is scheduled to begin by the end of 2026.

Design

Designed for taxis, motorcycle taxis, and delivery services. Wheelchair accessible. Battery

14.7 kWh LFP (Lithium Iron Phosphate) Electric motor

13.5 kW (17 hp) Range

More than 125 km per charge.

Cons

Oﬃcial unveiling: June 7, 2026

Its 50 km/h top speed and limited driving range make it primarily suited for urban use. Questions also remain regarding its real-world performance, availability, and large-scale production.

Pros

Olinia is designed as an aﬀordable electric mobility solution built in Mexico. It stands out for its range of more than 100 km, long-lasting battery, modern technology, and lower operating costs compared with an internal combustion vehicle.

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UNIVERSITIES AND ACADEMIC INSTITUTIONS Energy, STEM, Sustainability and Corporate Social Responsibility BUAP

54 |

Benemérita Universidad Autónoma de Puebla Puebla School of Electronic Sciences

buap.mx/content/facultad-en-ciencias-de-la-electrónica

buap.mx

Offers a Bachelor's Degree in Renewable Energy Engineering focused on the generation, optimization, and distribution of usable energy from renewable sources for the public, private, and industrial sectors.

CICY

Centro de Investigación Científica de Yucatán Mérida, Yucatán Renewable Energy Unit

cicy.mx/unidad-de-energia-renovable IMÁGENES: MAGNIFIC.

Petróleo y Energía presents a selection of universities and academic institutions that educate the next generation of professionals for the energy sector, offering academic programs in energy, science and engineering (STEM), sustainability, and corporate social responsibility. The directory brings together public and private institutions from across Mexico, as well as public research centers.

cicy.mx

Public research center offering Master's and Ph.D. programs in Renewable Energy Sciences, with research focused on bioenergy, electrochemical technologies, and hybrid energy systems.

Cinvestav

Centro de Investigación y de Estudios Avanzados del IPN

CICESE

Centro de Investigación Científica y de Educación Superior de Ensenada Ensenada, Baja California Graduate Studies Division https://posgrados.cicese.mx/ Public research center offering graduate programs in Earth sciences, applied physics, electronics, and oceanography, with research areas related to the environment and energy.

Mexico City Department of Electrical Engineering Home to Mexico's first graduate program in Electrical Engineering. Offers Master's and Ph.D. degrees in Electrical Engineering, including research areas related to energy, electronics, and systems control. cinvestav.mx

cicese.edu.mx

Tec de Monterrey

CIMAV

Centro de Investigación en Materiales Avanzados Chihuahua Department of Environment and Energy

cimav.edu.mx/investigacion/medio-ambiente-y-energia

cimav.edu.mx

Public research center specializing in materials, energy, and the environment. Offers Master's and Ph.D. programs in Environmental Science and Technology and Materials Science, with research in energy and nanotechnology.

EGADE Business School

Monterrey, Mexico City and Guadalajara Graduate School of Business Offers a Master's in Sustainable Business focused on regenerative business models, sustainable finance, and ESG (Environmental, Social and Governance) metrics, as well as executive education programs in ESG and sustainable finance. egade.tec.mx

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UNIVERSITIES AND ACADEMIC INSTITUTIONS INEEL

Instituto Nacional de Electricidad y Energías Limpias

Cuernavaca, Morelos Graduate Center and Specialized Training Center for the Energy Sector

ineel.mx

Public research center with more than 45 years of experience serving the energy sector. Its academic programs include specialized courses and graduate-level training in energy management, energy efficiency, and clean energy.

ITESO

Instituto Tecnológico y de Estudios Superiores de Occidente

Tlaquepaque, Jalisco Department of Technological and Industrial Processes and Graduate Programs in Sustainability carreras.iteso.mx/ingenieria-ambiental-tecnologiassustentables

iteso.mx

IPN

Instituto Politécnico Nacional

Adolfo López Mateos Professional Campus, Zacatenco, Mexico City Higher School of Chemical Engineering and Extractive Industries (ESIQIE) esiqie.ipn.mx

ipn.mx

Educates Petroleum Chemical Engineers and Industrial Chemical Engineers with an emphasis on sustainable processes related to the hydrocarbons and energy industries. Offers undergraduate and graduate programs in Chemical Engineering, Metallurgy, and Materials Engineering.

ITAM

Instituto Tecnológico Autónomo de México Mexico City Center for Energy and Natural Resources

IPADE Business School

Mexico City, Guadalajara, Monterrey, and Aguascalientes Graduate School of Business Management

ipade.mx

itam.mx

56 |

Integrates sustainability and ESG criteria into its management programs, with a focus on corporate social responsibility, governance, and long-term value creation for businesses.

Tec de Monterrey

Monterrey, Mexico City and Guadalajara School of Engineering and Sciences tec.mx/es/ingenieria-y-ciencias

centrodeenergia.itam.mx Offers executive education and specialization programs in energy economics, hydrocarbons regulation, and energy-sector investment for decision-makers, public officials, and industry analysts.

Offers an Environmental Engineering and Sustainable Technologies degree, as well as graduate programs in sustainability with research areas including the circular economy, life-cycle assessment, and sustainable habitat.

tec.mx

Offers a Bachelor's Degree in Sustainable Development Engineering, along with graduate programs including the M.Sc. in Energy Engineering and the Master's in Energy Management and Renewable Energy Sources, with an emphasis on energy transition and energy efficiency.

TecNM

Tecnológico Nacional de México

National Network of Technological Institutes

tecnm.mx

Nationwide technological higher education system offering Renewable Energy Engineering across multiple campuses, with training in hydropower, wind, photovoltaic, geothermal, solar thermal, and biomass technologies.

UABCS

Universidad Autónoma de Baja California Sur La Paz, Baja California Sur Academic Department of Fisheries Engineering uabcs.mx/licenciatura/8

uabcs.mx

Universidad Anáhuac México

North Campus, State of Mexico; South and Tlalpan Campuses, Mexico City Schools of Engineering and Social Responsibility; student initiatives anahuac.mx/mexico/EscuelasyFacultades/ responsabilidadsocial/

anahuac.mx/mexico/

Offers a Bachelor's Degree in Environmental Engineering focused on energy systems and sustainability. It also features the School of Social Responsibility, the IDEARSE Center, and student-led initiatives designed to help address global business challenges.

UANL

Universidad Autónoma de Nuevo León

San Nicolás de los Garza, Nuevo León Faculty of Mechanical and Electrical Engineering (FIME)

uanl.mx

Offers Master's and Ph.D. programs in Thermal and Renewable Energy, with research areas including nextgeneration fuels, solar thermal energy, and thermofluid processes.

UASLP

UABC

Universidad Autónoma de Baja California

Faculty of Engineering, Mexicali, Baja California Faculty of Engineering (Mexicali) and Faculty of Engineering Sciences and Technology (Valle de las Palmas) ingenieria.mxl.uabc.mx/pe_ier citecuvp.tij.uabc.mx/er

uabc.mx

Offers a Bachelor's Degree in Renewable Energy Sources Engineering, focused on designing and developing technological systems based on renewable energy while addressing energy supply and production efficiency challenges.

Offers a Bachelor's Degree in Renewable Energy Engineering, with training in energy resource assessment, solar and wind energy, energy management, and energy markets.

Universidad Autónoma de San Luis Potosí

San Luis Potosí Faculty of Sciences and Coordination for Innovation and the Application of Science and Technology (CIACyT) uaslp.mx/ciacyt

uaslp.mx

Offers a Bachelor's Degree in Nanotechnology and Renewable Energy, as well as graduate programs in Applied Sciences with research areas in nanoscience and renewable energy, supported by specialized laboratories.

| 57

UNIVERSITIES AND ACADEMIC INSTITUTIONS

UADY

Universidad Autónoma de Yucatán Mérida, Yucatán Faculty of Engineering

Universidad de Guanajuato

Irapuato-Salamanca Campus, Irapuato, Guanajuato Division of Life Sciences https://goo.su/nJS10bc

ingenieria.uady.mx

uady.mx

Offers a Bachelor's Degree in Renewable Energy Engineering, as well as Master's and Ph.D. programs in Engineering with a specialization in Renewable Energy, covering areas such as solar, wind, biomass, and hydrogen technologies.

Unacar

UAM

Universidad Autónoma Metropolitana Iztapalapa Unit, Mexico City Division of Basic Sciences and Engineering cbi.azc.uam.mx

uam.mx

ugto.mx

Offers a Bachelor's Degree in Renewable Energy Engineering focused on the design, development, and implementation of technologies for the use and sustainable management of energy resources.

Offers Master's and Ph.D. programs in Energy and Environment, with areas of study in energy engineering, water resources, ecology, and environmental sciences within a sustainability framework.

Universidad Autónoma del Carme Ciudad del Carmen, Campeche Faculty of Chemistry

unacar.mx/fac_quimica/index.php

unacar.mx

Located at the operational hub of Mexico's offshore oil and gas industry, it offers degree programs in Petroleum Engineering, Chemical Engineering, and Geological Engineering, with close ties to hydrocarbon exploration and production.

Universidad de Guadalajara Centro Universitario de Ciencias Exactas e Ingenierías (CUCEI), Jalisco Engineering Division diving.cucei.udg.mx

cucei.udg.mx

58 |

Through its engineering departments, the university offers undergraduate and graduate programs with research areas in electric power systems, power quality, and sustainable development, preparing professionals for the productive sector.

UMA

Universidad del Medio Ambiente Valle de Bravo, State of Mexico Graduate Programs in Sustainability umamexico.com/maestrias/

umamexico.com

Institution specializing in sustainability. It offers Master's degrees in Sustainable Architecture and Construction, Socio-Environmental Business Management, Environmental Law, and Public Policy.

Universidad Iberoamericana Ciudad de México Mexico City Department of Architecture, Urban Planning and Civil Engineering arqing.ibero.mx arqing.ibero.mx/especialidad-energia

ibero.mx

Offers a Graduate Specialization in Energy for Sustainable Buildings and a Bachelor's Degree in Environmental Sustainability, complemented by research, teaching, and campus environmental management initiatives.

Universidad Panamericana

Mexico City, Guadalajara, and Aguascalientes School of Engineering https://goo.su/g3kSWPK

up.edu.mx

Universidad La Salle México

Mexico City School of Engineering and School of Chemical Sciences ingenieria.lasalle.mx cienciasquimicas.lasalle.mx

lasalle.mx

Offers Bachelor's degrees in Mechanical and Energy Systems Engineering and Environmental Engineering, with a focus on energy transformation, efficiency, and business sustainability.

Offers a Bachelor's Degree in Energy and Intelligent Systems Engineering and a Graduate Specialization in Global Energy Projects, with an emphasis on renewable energy, energy efficiency, and the circular economy.

UPGTO

Universidad Politécnica de Guanajuato Cortazar, Guanajuato

Energy Engineering

upgto.edu.mx/ingenieria-en-energia

upgto.edu.mx

UNAM

Offers an Associate Degree in Turbo-Solar Energy and a Bachelor's Degree in Energy and Sustainable Development Engineering, focused on the generation, control, and efficient use of conventional and renewable energy.

Universidad Nacional Autónoma de México Temixco Campus, Morelos Institute of Renewable Energy (IER) ier.unam.mx

unam.mx

The country's leading renewable energy research center. It offers a Bachelor's Degree in Renewable Energy Engineering and participates in the Graduate Program in Engineering (Energy), with Master's and Ph.D. programs in areas such as solar energy, wind energy, and bioenergy.

Universidad Veracruzana

Coatzacoalcos Campus, Veracruz Center for Research in Energy and Sustainable Resources uv.mx/coatza/cires

uv.mx

Conducts research on renewable energy, as well as the region's energy and environmental challenges. The university also offers a Master's Degree in Energy Engineering.

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ENERGY REGIONS

2,677,991 population

Oﬃcial CONAPO projection: 13% growth over 5 years

1.2

million people EAP (ECONOMICALLY ACTIVE POPULATION) Oﬃcial ENOE-INEGI data: low unemployment rate (2.2%)

$627.5 billion

GROSS DOMESTIC PRODUCT

Ranked 14th nationally by GDP contribution: 2.3% BBVA Research estimate: projected annual growth of 2%

$240,000

GDP per capita Ranked 1st in the Bajío region Ranked 7th nationally

US$959

million (2025) Foreign Direct Investment Ranked 9th nationally in FDI attraction

EXPLORE MORE: Energy Regions

QUERÉT

NEW ENERGY MAP ON THE

P O R : M A R I O B EC E R R I L

After more than two decades of sustained growth, Querétaro has established itself as one of Mexico’s most dynamic industrial and energy hubs. Its combination of legal and regulatory certainty, infrastructure, connectivity, and skilled human capital has attracted strategic investments, particularly in energyintensive sectors such as data centers. Today, the state faces the challenge of sustaining its growth through an energy model that is reliable, efficient, and aligned with the global energy transition. Querétaro City Airport 2.4 million passengers in 2025. 11th most important airport in Mexico. One of the country's main air cargo hubs Source: INEGI, IMCO, AIQ, SEDESU, Reuters, Government of the State of Querétaro.

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TARO

MANUFACTURING POWERHOUSE

US$18+ billion in annual exports

of exports come from manufacturing

#6th nationally

#11th

in IMCO's 2025 State Competitiveness Index

nationally by export value (2025)

ART: ENRIQUE ESTRADA.

98.7%

3,349 km

road network

FEDERAL HIGHWAY 57 ARCO NORTE CONNECTION

A strategic national corridor via Federal Highway 57, the primary logistics artery connecting Mexico City, the Bajío region, the northern border, and the United States.

Direct connection to: Mexico City Guadalajara Monterrey Nuevo Laredo United States

AEROSPACE CLUSTER Mexico’s leading aerospace hub

80+

companies in the sector

Strategic sectors:

AUTOMOTIVE

AEROSPACE

LOGISTICS

ADVANCED MANUFACTURING

INFORMATION TECHNOLOGY

Home to the Aeronautical University of Querétaro (UNAQ), the only university in the country specializing in aeronautics.

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ENERGY

REGIONS

he growth of Querétaro is neither a recent phenomenon nor a matter of chance. It is the result of more than 25 years of consistent public policy, during which continuity in government vision, legal certainty, and close coordination among productive sectors have fostered the development of a highly competitive ecosystem. At the heart of this transformation lies an element that often goes unnoticed but is critically important: energy. The state’s industrial evolution has been accompanied by a steady increase in electricity demand. New investment, the strengthening of its industrial base, and the diversification of manufacturing activities have made Querétaro one of Mexico’s most dynamic economic regions. At the same time, these developments have created significant challenges in terms of power supply and long-term sustainability.

QUERÉTARO HAS EMERGED AS MEXICO’S LEADING DATA CENTER HUB. According to state authorities, one of the key factors behind Querétaro’s success in attracting investment is its unique combination of public safety, legal certainty, and strategic connectivity. Together, these strengths provide businesses with the confidence to make long-term investments in a stable operating environment. The state’s geographic location is another major competitive advantage. Situated in the heart of Mexico, Querétaro provides efficient access to the country’s principal industrial corridors, facilitating logistics, trade, and the development of energy infrastructure. In recent years, however,

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the arrival of the digital industry has become the true turning point in its economic transformation. Querétaro has established itself as Mexico’s leading data center hub, hosting a significant share of the nation’s installed capacity while earning recognition as an emerging global digital infrastructure center. This rapid expansion has reshaped the state’s energy profile, substantially increasing the need for a highly reliable, resilient, and high-quality electricity supply. Data centers require not only enormous amounts of electricity but also uninterrupted operation. Even brief service interruptions can result in multimillion-dollar losses. As a result, the industry demands stronger electrical infrastructure and advanced energy solutions capable of ensuring continuous operational stability. During the early stages of development, many facilities built their own infrastructure to meet electricity needs. As operations expand, integration into larger energy systems becomes essential. In this context, renewable energy sources and energy-efficiency technologies are becoming strategic priorities for continued growth. Governor Mauricio Kuri has actively promoted Querétaro as Mexico’s premier technology and data center destination, emphasizing that the state currently accounts for approximately 70% of the country’s operational data center capacity. This remarkable expansion has been driven by three major advantages: the region’s low seismic activity, its strategic fiber-optic connectivity with the United States, and the rapid global boom in cloud computing and artificial intelligence (AI). CONNECTIVITY AND MOBILITY Querétaro’s position as one of Mexico’s leading industrial and energy hubs is inseparable from its exceptional connectivity. More than a strategically

located state, Querétaro functions as a critical logistics, manufacturing, and energy gateway, linking the Valley of Mexico with the country’s principal industrial corridors. In this role, Querétaro serves as the northern gateway to Central Mexico’s Megalopolis, integrating with the states that comprise the Megalopolis Environmental Commission (CAMe) while preserving its own economic and administrative identity. This unique position enables the state to bridge one of Latin America’s largest consumer markets with the industrial corridors of the Bajío region and northern Mexico. Its surface transportation network is among its greatest competitive advantages. Federal Highway 57—widely regarded as the backbone of Mexico’s highway system—connects Querétaro directly with Mexico City to the south and San Luis Potosí and the U.S. border to the north, forming one of the country’s most important freight corridors. Strategic highway links with Guanajuato strengthen the Bajío manufacturing corridor, while routes through Hidalgo

MAJOR PROJECTS AND INVESTMENTS

Mauricio Kuri González, Governor of Querétaro, and Marco Antonio del Prete Tercero, Secretary of Sustainable Development.

provide direct access to the Arco Norte beltway, expanding freight distribution toward eastern Mexico. This integrated transportation network has been instrumental in supporting the growth of energy-intensive industries by facilitating both the deployment of critical infrastructure and the uninterrupted operation of complex manufacturing supply chains. At the same time, regional mobility is entering a new phase of transformation. The Mexico City–Querétaro passenger rail project, under development, represents one of the most significant infrastructure initiatives in central Mexico in recent decades. Once operational, it is expected to reduce travel time between Querétaro and the capital to just over one hour, reshaping economic integration, labor mobility, and business connectivity. Within the metropolitan area, Querétaro has also embraced a more modern, digital, and inclusive approach to urban mobility. The Qrobús system, which now operates more than 50 routes, has become the backbone

of public transportation through the introduction of modern vehicles, electronic fare collection, and digital tools that enable passengers to plan and manage their journeys more efficiently. The system is further complemented by micromobility initiatives, farefree electric transportation services, bike-sharing programs, and late-night transit routes, creating an integrated mobility ecosystem designed to meet current demand while aligning with global sustainability objectives. Meanwhile, the connection with Mexico City remains one of the country’s busiest transportation corridors. Frequent intercity bus services linking Querétaro’s Central Bus Terminal with key destinations across the capital ensure a continuous flow of professionals, students, entrepreneurs, and skilled workers, strengthening economic integration between the two regions. MEETING GROWING DEMAND SUSTAINABLY

From the Ministry of Sustainable Development, authorities have promoted

PHOTOS: PETRÓLEO Y ENERGÍA.

The scale of capital flowing into this sector has been remarkable, making it the primary driver of foreign direct investment in the state. Among the leading companies operating or developing projects in Querétaro are: CloudHQ (United States) CloudHQ is developing a massive technology campus near Querétaro International Airport with a historic investment of US$4.8 billion. The campus will consist of six buildings designed to support advanced artificial intelligence applications and large-scale data processing. Amazon Web Services (AWS) (United States) AWS has announced an investment exceeding US$5 billion to establish an Infrastructure Region in Querétaro, consisting of multiple interconnected data centers that will strengthen the company’s cloud services throughout Mexico and Latin America. ODATA / Aligned Data Centers (Brazil / United States) Currently the country’s leading data center operator, ODATA controls more than 40% of Mexico’s installed IT capacity through its campuses located in the municipality of El Marqués. Microsoft (United States) Microsoft’s Azure cloud region is already operating in Querétaro, reinforcing the state’s position as one of Latin America’s premier cloud computing hubs. Other Key Industry Players Equinix, KIO Networks, Ascenty, and Digital Realty are among the major digital infrastructure companies operating large-scale facilities in Querétaro.

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ENERGY

REGIONS Juan Antonio Asencio, Chief Technology Officer and General Manager of Gas Power Engineering for Mexico and Latin America at GE Vernova

Mauricio Reyes Caracheo, Director of the Querétaro State Energy Agency.

a strategy focused on identifying the state’s primary sources of emissions while advancing toward a cleaner and more resilient energy model. Energy efficiency has become the starting point, supported by the integration of renewable energy, distributed generation, and more efficient technologies such as combined-cycle power plants. Within this framework, natural gas has emerged as a key component of the energy transition. Rather than competing with renewable energy sources, it serves as a complementary resource, providing the flexibility and reliability needed to balance variable generation and maintain grid stability. Energy experts agree that the energy transition cannot be understood solely as a process of decarbonization. It must also ensure reliability, affordability, and the ability to respond to continuously growing electricity demand. As power systems become increasingly complex, flexibility has become an indispensable characteristic. The intermittent nature of renewable resources such as solar and wind power requires technologies capable of ramping up quickly to stabilize the grid. This is where high-efficiency gas turbines play a strategic role.

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The Biggest Challenges Facing The Industry Despite its remarkable economic success, Querétaro’s data center ecosystem faces two critical infrastructure challenges that are reshaping public policy and long-term planning. Power Grid Pressure Large-scale data centers consume vast amounts of electricity. Projects by CloudHQ and AWS demand enough power to push CFE’s infrastructure close to its limits. To meet growing demand and protect residential consumers from outages, government and private companies are investing in new high-capacity electrical substations to strengthen Querétaro’s power grid.

Companies such as GE Vernova have identified Querétaro as a strategic location for developing these technologies. Through the Querétaro Technology Center (QTC), the company operates a global engineering hub that supports projects throughout Latin America while also contributing to initiatives around the world.The center exemplifies how local engineering talent has become integrated into global value chains. The availability of highly skilled professionals has been a decisive factor attracting high-value investment, helping create an ecosystem where energy innovation continues to flourish.

Water Consumption Keeping thousands of servers at optimal temperatures requires large volumes of water for cooling. As water scarcity intensifies across the Bajío region, developers are increasingly adopting aircooled and closed-loop systems that recycle treated water, reducing environmental impacts while improving long-term sustainability.

GROWTH IS NOT DRIVEN BY INDUSTRY ALONE

Querétaro’s Triple Helix model—built on collaboration among government, academia, and industry—has become a driving force behind economic development through innovation, workforce development, and technology transfer. This collaborative ecosystem has enabled the creation of joint solutions while accelerating the development of strategic infrastructure. According to Mauricio Reyes Caracheo, Director of the Querétaro State Energy Agency, this balance has been one of the state’s greatest

Engineering 1. Advanced & Technology Companies GE Vernova Its global engineering complex in Juriquilla develops cutting-edge energy and decarbonization technologies for worldwide markets. GE Aerospace Its Engineering Center (CIAM) develops nextgeneration commercial and military aircraft engines. Continental Operates an advanced automotive R&D center specializing in autonomous driving software and vehicle safety technologies. Tata Consultancy Services One of the state’s largest employers of software engineers, IT professionals, and technology consultants.

2. Advanced Manufacturing and Aerospace

Bombardier Anchor company of Querétaro’s aerospace cluster, manufacturing major aircraft structures and wiring systems for business jets. Samsung Electronics Operates one of the world’s largest appliance manufacturing plants, producing washing machines and refrigerators for export throughout the Americas.

Robert Bosch High-tech automotive manufacturing focused on advanced steering systems.

3. Companies

Leading Mexican

Bafar One of Mexico’s largest food producers, operating a major agribusiness industrial complex that supplies central Mexico. Pilgrim’s Pride / Bachoco Querétaro serves as a strategic production and distribution hub for these leading poultry and food companies. Scribe / Bio Pappel Mexico’s largest paper and notebook manufacturer maintains one of its principal production and logistics centers in the state.

Goods 4. Consumer and Cosmetics Nestlé Purina Operates one of the corporation’s largest and most automated pet food manufacturing plants worldwide. Jafra Cosmetics Home to the company’s largest manufacturing facility globally, producing millions of beauty products each year for export. Kellogg’s Has maintained its Mexican corporate headquarters and cereal manufacturing operations in Querétaro for decades.

strengths: an environment in which society not only demands results but actively participates; where government does more than regulate—it partners with industry; and where companies invest while becoming part of the state’s long-term development. Internationally, Querétaro is also gaining recognition. In the data center sector, the state has positioned itself as one of Latin America’s leading digital infrastructure hubs. THE CHALLENGES AHEAD Querétaro’s rapid growth is placing increasing pressure on its energy, water, and urban infrastructure, making long-term planning essential to prevent bottlenecks that could undermine its competitiveness. In this context, close coordination with the Federal Electricity Commission (CFE) and the National Energy Control Center (CENACE) is strategically important, as ensuring sufficient electricity capacity remains one of the most decisive factors in attracting new investment. Looking toward 2030, the state’s objective is to consolidate a development model in which economic growth and environmental sustainability advance together by expanding energy capacity in a way that is efficient, resilient, and aligned with global trends. Querétaro has demonstrated that strategic planning, collaboration, and innovation can create a highly competitive business environment. Its challenge is no longer simply to grow, but to sustain that growth through an energy model capable of meeting the demands of the future. Today, the state is evolving beyond its role as an industrial powerhouse, establishing itself as Latin America’s Digital Capital and an energy innovation laboratory.

* Head of Digital Petróleo y Energía Mario Becerril

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The LUXURY o

DISCONNEC

Disconnecting from the world or driving through the Alps behind the wheel of a sports car: two experiences that show contemporary luxury is defined by time, freedom, and emotion.

CTING

Prime Time

Alpine

JOURNEY THE LANDSCAPES AND WINDING HIGHWAYS CONNECTING AUSTRIA AND GERMANY SERVE AS THE PERFECT BACKDROP TO STEP INTO A PREMIUM SPORTS CAR, BLENDING HIGH-END HOSPITALITY WITH PURE ADRENALINE. BY: IZASKUN ESQUINCA HERNÁNDEZ

or years, major luxury car collectors gathered extraordinary vehicles that, more often than not, remained safely tucked away as authentic works of art on wheels. Today, that mindset is shifting. For a new generation of entrepreneurs, luxury is no longer defined by ownership, but by experiences: driving legendary roads, participating in exclusive rallies, or discovering destinations behind the wheel of machines built to evoke raw emotion. Grounded in this philosophy, a five-day itinerary puts participants in the driver’s seat of high-performance sports cars to navigate

Europe’s most spectacular roads, blending adrenaline, postcard-perfect landscapes, and world-class hospitality. This is The Preferred Experience, a journey co-created by Preferred Hotels & Resorts and InRadius. It transforms a simple European getaway into an extraordinary voyage where a passion for sports cars meets some of the most exclusive hotels in Germany and Austria. The journey begins in Munich, a city where automotive culture is woven into its very DNA. After a stay at the legendary Hotel Bayerischer Hof, participants visit Motorworld Munich before picking up their vehicles and setting off toward the Alps. From that moment on, the trip becomes a seamless succession of perfect curves, panoramic climbs, and vistas that seem custom-designed to be admired from the seat of a grand tourer. The route winds through iconic locations like Lake Plansee, the Hahntennjoch alpine pass, and the famous Gerlos Pass, with the Austrian mountains providing a stunning backdrop to an experience as thrilling as it is refined.

FOTOS: CORTESÍA.

But The Preferred Experience is about more than just the thrill of driving. Each day concludes at handpicked hotels representing the pinnacle of European hospitality. From the sophisticated Interalpen-Hotel Tyrol to the elegant IMLAUER Hotel Schloss Pichlarn and Das Achental in Bavaria, travelers enjoy worldclass spas, gourmet dining, championship golf courses, and spaces specifically designed to unwind after hours on the road. It is the ultimate balance of speed and well-being. With registration strictly capped at just 20 participants per departure, The Preferred Experience captures a growing trend in luxury travel: exclusive journeys tailored for individuals who value both their time and unforgettable emotional experiences. For an executive accustomed to private flights, VIP lounges, and back-to-back meetings, driving a sports car through the Alps while staying at Europe’s finest properties is far more than a vacation. It is the perfect opportunity to reconnect with the pure joy of driving and explore new horizons.

AT FULL THROTTLE A selection of available vehicles includes: Porsche 718 Cayman Rockets from 0 to 100 km/h in just 4.9 seconds. Alpine A110 R Weighs approximately 1,082 kg. An exceptionally lightweight milestone among modern sports cars. Ferrari Roma Powered by a twin-turbo V8 pumping out 620 horsepower, hitting 100 km/h in 3.4 seconds.

Porsche 911 GT3 Clocks a lap around the legendary Nürburgring Nordschleife circuit in under 7 minutes. Audi R8 The final production Audi powered by the legendary, naturally aspirated 5.2-liter V10 engine. Aston Martin Vantage Delivers 665 horsepower, making it the most powerful Vantage in history.

Moments

TRUE LUXURY

FOTOS: CORTESÍA.

DEADZONING AND DIGITAL DETOX ARE TERMS WE FREQUENTLY HEAR WHEN IT COMES TO UNPLUGGING. HERE IS A CLOSER LOOK AT THESE TRENDS AND THE BEST DESTINATIONS TO EXPERIENCE THEM.

B Y: A U R U M E D I T O R I A L S TA F F

raditional corporate travelers have long sought out hotels and resorts that could keep them connected 24/7. High-speed internet, fully equipped business centers, video conferencing facilities, and always-on smartphones were once the ultimate status symbols of efficiency. However, the most sophisticated trend in luxury travel points in the exact opposite direction: digital disconnection. In a world dominated by hyper-connectivity, true luxury is no longer about responding faster, but about having the freedom to fall off the grid for a few days. Hospitality industry insights highlight digital detoxes, calmcations, and mental-rest-driven getaways as the premier travel trends of the year. For C-suite executives, entrepreneurs, and corporate leaders, this new way of traveling does not mean sacrificing comfort; rather, it means trading push notifications for immersive experiences designed to restore mindfulness and focus. In remote corners of Asia, Africa, and Oceania, ultra-luxury hotel brands are curating specialized programs where smartphones are intentionally removed from the equation.

Aman Resorts, for instance, has built its core philosophy around privacy, silence, and holistic wellness. Properties like Amanpulo, Amangiri, and Amanjena swap virtual meetings for meditation sessions, wilderness hikes, stargazing, and treatments tailored for mental clarity. In the Indian Ocean, Soneva Fushi has become a trailblazer for the “No News, No Shoes” movement. Guests dramatically scale back device usage to embrace sunset sailing, snorkeling with manta rays, astronomy sessions, and private sandbar dinners. This concept caters directly to an affluent demographic looking for environments where undivided attention is the ultimate luxury. Another benchmark is Six Senses Zighy Bay in Oman, which offers tailored wellness programs featuring trekking, traditional dhow sailing, conscious breathwork, and targeted treatments to combat the physical and mental burnout of corporate life. The premise is straightforward: silencing digital noise enhances clarity and decision-making. This trend is making waves in Latin America as well. In Mexico, Grand Velas Riviera Nayarit and Grand Velas Riviera Maya have rolled out structured digital detox programs

Calmcations: Travel centered on reduction rather than accumulation. The goal is to slow down, bypass crowded tourist hotspots, and fully immerse oneself in tranquil environments.

Quietcations: Vacations focused entirely on absolute silence and deep rest. This trend prioritizes holistic well-being over packed sightseeing itineraries, encouraging travelers to step away from social media entirely.

that literally begin with guests handing over their mobile devices for safekeeping. At Riviera Nayarit, the experience incorporates ancestral smudging rituals, guided meditation, kayaking, cycling, and culinary and mixology workshops centered on genuine human interaction. Meanwhile, Riviera Maya’s Digital Reset Journey replaces screens with Polaroid jungle walks, floating meditation, stargazing, sunrise yoga, local honey tastings, and sound healing sessions. Far more than a simple break from technology, these getaways allow business leaders to reclaim something increasingly rare in their professional lives: mindfulness, deep reflection, and uninterrupted conversations. Interestingly, this movement goes beyond standard self-care. For many corporate leaders, unplugging has become a strategic asset. A digital retreat is no longer just a wellness indulgence; it is a high-yield investment in personal performance and long-term resilience. The most coveted privilege for today’s executive is no longer constant access to the world, but the exclusive luxury of leaving it behind for a while. The world’s finest hotels have realized that silence carries just as much premium value as a presidential suite.

Trends-in-Time

Elegance in

SINCE BURSTING ONTO THE SCENE IN THE 1970S, THE INTEGRATED BRACELET WATCH HAS BECOME AN ICON OF HOROLOGICAL DESIGN. THESE SIX RELEASES PROVE WHY THE STYLE REMAINS MORE RELEVANT THAN EVER.

ver since Audemars Piguet unveiled the revolutionary Royal Oak and Patek Philippe debuted the unmistakable Nautilus—both masterminded by the legendary Gérald Genta—the trajectory of watchmaking changed forever. Crafted from stainless steel, both timepieces featured a continuous, ergonomic bracelet that seamlessly accentuated the silhouette of the case. The result was a design breed that effortlessly bridged the gap between sporty utility and high-end elegance. Today, white gold, titanium, and steel are just a few of the premium materials bringing the integrated bracelets of these elite watchmaking houses to life.

BVLGARI

OCTO FINISSIMO AUTOMATIC 37 MM

JAEGER-LECOULTRE

FOTOS: CORTESÍA.

MASTER CONTROL PERPETUAL CALENDAR

The Le Sentier-based manufacture from the Vallée de Joux introduces a stunning new lineup centered on the integrated bracelet. The range spans clean three-hand models with date displays and power reserve indicators up to a masterfully executed stainless steel perpetual calendar housed in a balanced 39mm case with a matching bracelet. Its links elegantly echo the sharp geometry of the collection’s Dauphine hands and hour markers. The JaegerLeCoultre Calibre 868 provides a 70-hour power reserve and proudly debuts the brand’s strict High Precision Guarantee seal.

The latest iteration of this contemporary horological icon scales down from 40mm to a refined 37mm case profile. Far from compromising its architectural and hyper-technical aesthetic, this new size accentuates its ultra-thin character. To achieve this, Bvlgari developed a brandnew ultra-thin movement, the BVF 100 calibre, which measures a mere 2.35mm thick and can be admired through a transparent sapphire exhibition caseback. Despite its slender dimensions, the movement compromises nothing on performance, delivering a 72-hour power reserve courtesy of a platinum micro-rotor. Both the 6.45mm thick case and the bracelet are finished in uniform, sandblasted titanium. It features hours, minutes, and offcentered small seconds.

Motion CHOPARD

LAURENT FERRIER

SPORT TRAVELLER

IWC

SCHAFFHAUSEN INGENIEUR AUTOMATIC 35 As an integral part of Gérald Genta’s enduring design legacy, this piece is an undisputed classic of horological history. IWC Schaffhausen rolls out a brilliant iteration of the Ingenieur, matching a highly sought-after blue dial with a 35mm case format. It proudly retains its signature bezel with five functional screws, the signature integrated bracelet, and the gridpatterned dial complete with hand-applied indexes. The calibre 47110, featuring a gold oscillating weight, offers a 42-hour power reserve.

In 2026 independent watchmaker Laurent Ferrier turns heads with a fresh interpretation of the LF 230.02 movement, tailor-made for globetrotters with a dual-time complication. Local time is displayed at 9 o’clock, a semiinstantaneous date window rests at 3 o’clock, and small seconds sit at 6 o’clock. The 42mm case and integrated Sport collection bracelet are meticulously fashioned from titanium. The calibre LF25.01 delivers a robust 72-hour power reserve via a titanium

ALPINE EAGLE 41 XPS Since its 2019 introduction, the Alpine Eagle has cemented its status as Chopard’s definitive vision of the luxury integrated-bracelet sports watch. The latest Alpine Eagle 41 XPS edition, forged from proprietary Lucent Steel, retains its classic 41mm case dimensions and 100-meter water resistance while introducing a revised, more ergonomic bracelet design. The automatic, micro-rotor-driven L.U.C 96.40-L calibre is paired with an elegant champagne-toned dial.

PIAGET

POLO SIGNATURE DATE Date Following the highly acclaimed revival of the Piaget Polo 79 in 2024, the house expands its heritage with the Piaget Polo Signature collection, positioning the original model’s iconic gadroon striping pattern as the aesthetic centerpiece. Alongside diamond-set and classic three-hand variants, the standout model features a practical date window at 3 o’clock. The 42mm stainless steel case and integrated bracelet house the automatic 1110P calibre, which measures a slender 4mm thick and yields a 50-hour power reserve.

Trends-Art

BRITISH PAINTER DAVID HOCKNEY WILL FOREVER BE REMEMBERED FOR HIS PROFOUND INFLUENCE ON CONTEMPORARY ART. A NEW LONDON EXHIBITION REAFFIRMS HIS ENDURING LEGACY AND REMINDS US TO PAUSE AND TRULY OBSERVE.

IMMORTAL

COLORS F

FOTOS: CORTESÍA.

B Y: A U R U M E D I T O R I A L S TA F F

Hockney possessed a rare gift for transforming everyday, mundane objects into masterclasses of color, perspective, and contemplation.

ollowing the recent passing of this multifaceted visionary, it feels entirely fitting to stop and look at the world through the deliberate lens he always advocated. In London, the Serpentine Galleries is presenting A Year in Normandie and Some Other Thoughts about Painting, a poignant exhibition bringing together fresh still lifes, intimate portraits, and the monumental work A Year in Normandie, shown for the very first time in the city. Widely recognized as one of the most influential creative forces of the past seventy years, Hockney completely reshaped contemporary painting through his insatiable visual curiosity. From his iconic, sun-drenched Californian swimming pools to cutting-edge experiments with photography, fax machines, and iPads, the British artist constantly championed new mediums to capture reality without ever losing his childlike sense of wonder. Born in Bradford in 1937, Hockney steadfastly maintained that art should serve as a source of pure joy and a vehicle for learning to look closer at the world around us. The undisputed centerpiece of the show is A Year in Normandie, an expansive digital frieze composed of more than one hundred drawings created entirely on an iPad between 2020 and 2021. Drawing deep inspiration from traditional Chinese scroll paintings and the historic Bayeux Tapestry, the sweeping work meticulously chronicles the changing of the seasons across his garden estate in Normandy. Through a vibrant progression of color and light, Hockney captured the daily, nuanced transformations of the landscape, serving as a powerful reminder that even the most subtle shifts deserve our absolute attention. The exhibition will run through August 23rd.

With our new English-language edition, 161 - Logistics & Mobility