Letter from the Chief Executive Officer

As March comes to a close and April begins, the major blackout episode of April 28 marks a milestone that forces the entire logistics chain to question its structural strength. In this letter, I would like to share with you the story of what happened, the lessons learned and the actions that strengthen Logistics Express' resilience in the face of unexpected crises.

Balance of the previous month

March was a month of relative normality, with advances in urban innovation, use of last-mile technology and growing discussion on energy resilience. But the key event that conditions our focus was the massive blackout of April 28: at 12:33 pm, there was a power outage that left large parts of the peninsula without power for hours. 

The blackout affected transportation services, telecommunications systems, port operations and warehouses that depended on continuous electrical connection. In the logistics environment, the fragility of many operations in the absence of backup or contingency was clear.

From the regulatory point of view, after the blackout the government announced emergency measures and the study of legislative frameworks to strengthen critical infrastructure, smart grids and citizen participation in alerts.

Finally, in the field of last mile innovation, we continue to see the advance of technological solutions: drones, lockers and smart cities appear as alternatives to prevent infrastructure crises from cancelling delivery operations.

Impact on Logistics Express

The blackout was a mirror that revealed our strengths and weaknesses. In our terminals and operational centers, management, communications and temperature control systems were interrupted in sensitive areas. Insufficient emergency protocols were also exposed at some points.

But it was also a catalyst: we activated backup generators, put autonomous mobile teams into operation, resized power contracts with priority clauses and reinforced redundancy in critical data links. From that moment on, resilience was no longer an option for us: it was mandatory.

Ceuta

In Ceuta, where logistical conditions already present additional complexities, the blackout increased the vulnerability of maritime connections and auxiliary systems. In response, we reinforced local document control capacity, communications redundancy and alternative plans to ensure continuity in sensitive operations.

Melilla

For Melilla, the outage made it clear that any failure in the continental power grid can have indirect logistical impacts. We multiplied the monitoring of critical routes and the availability of local strategic resources so that service could continue under adverse circumstances.

Gibraltar

Although Gibraltar did not directly experience the blackout (due to its energy separation), the failures of the Spanish system make it necessary to contemplate cross-risk scenarios for those using border routes. We will prepare contingency protocols for flows that depend on transit through Spanish territory.

Balearic and Canary Islands

The archipelagos, which are connected to the mainland power grid, felt the collateral effects: some telecommunications and maritime link services experienced minor interruptions. On our island routes, we reinforced back-up systems in ports and terminals to avoid operational downtime due to external failures.

Personal and business vision

This outage is not an anecdote: it is a warning. Modern logistics can no longer rely on fragile networks or monolithic systems. We must activate resilience as a strategic pillar. Personally, I feel a responsibility to lead with anticipation: to make decisions that protect the customer, the team and the operation.

Looking to the future

In the coming months and by 2025, our priorities will be:

• Robust power contingency protocols: distributed generators, battery backup, priority contracts.
• Smart infrastructure: invest in internal power grid systems, hybrid stations and constant monitoring.
• Strategic alliances with critical suppliers: energy, telecommunications and ancillary services.
• Last-mile innovation: driving drone pilots and lockers to isolate parts of the service from electrical contingencies.
• Transparent communication and crisis leadership: keep customers and employees informed, respond firmly and proactively.

At Logistics Express, I can't promise that there will never be a crisis, but I can guarantee that we will be prepared. Our goal is to turn every external shock into an opportunity for improvement and strength. If you would like to discuss routes, specific contingencies or backup plans, I invite you to contact us here.

Dirk Manuel Martens Jiménez
General Manager - Logistics Express