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Seguridad industrial en el Perú: Skallia transforma las capacitaciones técnicas y de seguridad en simulaciones virtuales para prevenir accidentes

Se trata de la startup Skallia, que apuesta por la prevención activa frente a los accidentes laborales mediante experiencias inmersivas que superan las limitaciones de la capacitación tradicional.

A través de metodologías basadas en videos cortos, análisis de casos prácticos aplicados y simulaciones adaptadas al rubro de cada cliente industrial o de construcción, Skallia permite a los trabajadores de una empresa interactuar en réplicas virtuales de almacenes, plantas industriales u obras civiles, identificar peligros potenciales y tomar decisiones críticas en tiempo real mientras reciben retroalimentación inmediata.

En el país, la Ley N.° 29783 establece que las empresas deben realizar no menos de cuatro capacitaciones al año en materia de Seguridad y Salud en el Trabajo dentro de la jornada laboral. Estas capacitaciones buscan fortalecer la prevención de riesgos laborales y pueden abordar temas como identificación de peligros y evaluación de riesgos, uso de equipos de protección personal, primeros auxilios, ergonomía laboral, entre otros contenidos vinculados a los riesgos específicos de cada organización.

Ante este contexto, Skallia ofrece soluciones inmersivas dirigidas a la capacitación técnica, operativa y de Seguridad y Salud en el Trabajo (SST) para la industria nacional, mediante el despliegue de entornos virtuales simulados donde el personal operativo se entrena de forma práctica sin exponer su integridad física.

“La seguridad no se construye únicamente dictando normas o firmando políticas de trabajo; se logra cuando el personal entiende realmente el riesgo en el campo. Con nuestra plataforma, el trabajador toma decisiones dentro de un espacio simulado, aprende de sus errores y se prepara mejor para enfrentar situaciones reales sin exponerse al peligro”, detalló Carolina Moreno, fundadora de Skallia.

El diseño pedagógico, técnico y operativo de Skallia está respaldado por un equipo multidisciplinario con experiencia en educación, entrenamiento de personal, gestión de capacitación corporativa, operaciones industriales, seguridad y salud en el trabajo, construcción civil, manufactura y minería. Esta combinación permite desarrollar experiencias de aprendizaje que no solo son tecnológicas, sino también aplicables a la realidad del personal operativo y a las necesidades de las empresas.

Skallia opera a través de un modelo B2B, comercializando suscripciones corporativas de cursos técnicos, operativos y de SST. El servicio contempla el diseño conjunto de una ruta de aprendizaje especializada según el perfil de cada empresa y sus trabajadores.

Adicionalmente, cuenta con la capacidad técnica de desarrollar entornos virtuales personalizados que recrean condiciones, procesos o espacios específicos de la empresa contratante, permitiendo entrenamientos más cercanos a la realidad de cada operación.

IE Business School, reconocida por su excelencia académica y proyección internacional

ExpoRetail Iberoamérica 2026 se celebrará el 17 y 18 de junio en IFEMA Madrid y reunirá a miles de directivos, empresas e instituciones procedentes de todo el mundo.

ExpoRetail Iberoamérica 2026 ha distinguido en esta primera edición a IE Business School, una de las instituciones académicas de mayor proyección internacional, por su excelencia en la formación de directivos y líderes empresariales de perfil internacional, emprendedor e innovador. Además, ha reconocido el Programa Avanzado de Dirección de Empresas Retail de IE Business School como programa académico de referencia, por su contribución al desarrollo de capacidades directivas, generación investigadora y difusión de conocimiento en el ámbito del comercio, la distribución y el consumo.

Con este reconocimiento, ExpoRetail Iberoamérica distingue a instituciones académicas que, a través de la educación, la investigación aplicada y la divulgación del conocimiento, contribuyen de forma significativa a la evolución del retail y a la formación de directivos que lideran los retos del sector a nivel internacional.

“La transformación que vive actualmente el Retail exige directivos cada vez mejor preparados para gestionar entornos complejos, altamente competitivos y en permanente evolución. La formación ejecutiva se ha convertido en un elemento estratégico para el futuro del sector, y por ello hemos querido reconocer el trabajo de IE University en la formación de líderes directivos en todo el mundo”, señala Laureano Turienzo, presidente de ExpoRetail Iberoamérica.

El ‘Programa Avanzado de Dirección de Empresas Retail de IE Business School ’ se ha consolidado la referencia académica para directivos del sector. Entre sus principales objetivos figura proporcionar una visión integral del negocio retail, combinando una perspectiva estratégica con un enfoque eminentemente práctico y conectado con la realidad empresarial. El programa cuenta además con la participación de destacados directivos y expertos del sector, procedentes de las principales multinacionales del sector.

Economics of Local Digital News Outlets

The media industry has undergone a dramatic transformation over the past two decades. As print newspaper circulation continues to decline, local communities increasingly rely on digital platforms for timely information and community updates. Local digital news outlets have emerged as critical sources of information, filling the gaps left by shrinking newspaper staffs and the closure of many traditional publications. However, while digital publishing offers new opportunities, it also presents unique economic challenges that affect sustainability, profitability, and long-term growth.

The Importance of Local Journalism

Local journalism plays a crucial role in democratic societies. It informs citizens about government decisions, public safety concerns, education developments, business activities, and community events. Unlike national media organizations that focus on broad topics, local news outlets provide coverage that directly impacts residents’ daily lives.

Research consistently shows that communities with strong local journalism experience higher civic engagement, greater government accountability, and more informed public participation. As a result, maintaining viable local news organizations is not merely a business concern but also a public interest issue.

The Shift from Print to Digital

For decades, local newspapers relied heavily on print subscriptions and advertising revenue. Businesses purchased newspaper advertisements because local publications offered direct access to nearby consumers. This model generated predictable income streams that supported reporting, editing, printing, and distribution operations.

The rise of the internet fundamentally changed this equation. Readers increasingly turned to online sources for news, while advertisers shifted their budgets toward search engines, social media platforms, and digital marketplaces. As a result, many local newspapers experienced substantial declines in advertising revenue.

Digital news outlets emerged as a response to these changes. Without the significant costs associated with printing presses, physical distribution, and paper production, digital publishers can operate with leaner budgets and smaller teams. However, reduced operational expenses do not automatically guarantee profitability.

Revenue Models for Local Digital News

One of the greatest economic challenges facing local digital news outlets is revenue generation. Unlike traditional newspapers that benefited from monopolistic local markets, digital publishers compete against countless sources of information.

Digital Advertising

Advertising remains one of the most common revenue streams for local digital news organizations. Banner ads, sponsored content, display advertising, and video advertisements can generate income based on page views and audience engagement.

However, digital advertising rates are often significantly lower than traditional print rates. Large technology companies dominate the digital advertising market, leaving local publishers with a smaller share of available advertising dollars.

To remain competitive, local news outlets must develop strong audience engagement strategies that attract advertisers seeking targeted local consumers.

Subscription and Membership Programs

Many local publishers have implemented subscription-based models. Rather than relying exclusively on advertising, these organizations charge readers for access to premium content.

Membership programs often provide additional benefits such as exclusive newsletters, special events, early access to stories, or community forums. This approach creates a more predictable revenue stream while fostering stronger relationships with readers.

Successful subscription models depend on producing unique content that audiences cannot easily obtain elsewhere.

Sponsored Content and Partnerships

Native advertising and sponsored content have become increasingly important for local publishers. Businesses often partner with news organizations to create educational articles, community spotlights, or promotional features that align with audience interests.

While sponsored content can provide valuable revenue, publishers must maintain transparency and editorial independence to preserve reader trust.

Donations and Nonprofit Models

Some local digital news outlets operate as nonprofit organizations supported by grants, donations, and philanthropic contributions. This model allows publishers to prioritize public service journalism over maximizing profits.

Nonprofit news organizations have gained traction in communities where commercial news operations struggle to survive. Donor-supported journalism can help maintain critical reporting functions, particularly in underserved areas.

Cost Structures in Digital Publishing

Although digital publishing eliminates many traditional newspaper expenses, local news outlets still face substantial operational costs.

Editorial Expenses

High-quality journalism requires skilled reporters, editors, photographers, videographers, and content managers. Labor costs remain one of the largest expenses for digital publishers.

Investigative reporting, public records requests, and in-depth local coverage require significant time and expertise. Reducing editorial staff may lower costs in the short term but can weaken content quality and audience loyalty.

Technology Investments

Modern digital publishers depend on reliable websites, content management systems, cybersecurity measures, analytics platforms, and mobile optimization tools.

As audience expectations evolve, local publishers must continuously invest in technology to provide fast, user-friendly experiences across multiple devices.

Marketing and Audience Development

Attracting readers in a crowded digital environment requires ongoing investment in search engine optimization, social media marketing, email newsletters, and audience engagement initiatives.

Successful local publishers understand that producing quality journalism alone is often insufficient; effective distribution strategies are equally important.

The Competitive Landscape

Local digital news outlets face intense competition from multiple sources.

National media organizations frequently cover regional stories that attract broad interest. Social media platforms provide real-time updates that compete for audience attention. Community groups, blogs, podcasts, and independent creators also contribute to an increasingly fragmented information ecosystem.

Despite these challenges, local publishers possess an important advantage: proximity. They understand local issues, community concerns, and regional interests better than larger organizations. This localized expertise allows them to create content that remains highly relevant to their audiences.

For example, readers seeking reliable coverage of community events, local government decisions, and regional developments often turn to sources specializing in regional or local news because these outlets focus specifically on issues affecting nearby residents.

The Role of Community Engagement

Community engagement has become a critical economic asset for local digital publishers. Readers who feel connected to a news organization are more likely to subscribe, donate, share content, and participate in discussions.

Many successful publishers host local events, maintain active social media communities, produce newsletters, and encourage reader feedback. These initiatives strengthen audience relationships while creating additional revenue opportunities.

Trust is particularly valuable in local journalism. Communities often support organizations they view as reliable, transparent, and committed to serving public interests.

Emerging Opportunities

While challenges remain significant, several trends offer promising opportunities for local digital news outlets.

Newsletter-Based Publishing

Email newsletters provide direct communication channels that are not dependent on social media algorithms. Publishers can build loyal subscriber bases while increasing reader retention and advertising opportunities.

Podcasting and Multimedia Content

Audio and video content continue to gain popularity. Local podcasts, video interviews, and multimedia storytelling can attract new audiences and create additional sponsorship opportunities.

Hyperlocal Coverage

Many national and regional organizations overlook neighborhood-level issues. Hyperlocal reporting allows publishers to serve highly targeted audiences that value detailed community coverage.

Data-Driven Journalism

Using data visualization, public records analysis, and interactive reporting tools can differentiate local publishers from competitors while providing unique value to readers.

Conclusion

The economics of local digital news outlets reflect both significant challenges and promising opportunities. Declining print revenues, advertising competition, and rising technology costs have forced publishers to rethink traditional business models. At the same time, digital platforms provide new ways to reach audiences, generate revenue, and strengthen community engagement.

Long-term sustainability will likely depend on diversified revenue streams, strong audience relationships, technological adaptability, and a continued commitment to high-quality journalism. As communities increasingly seek trustworthy information about local issues, successful digital news outlets that balance economic realities with public service responsibilities will remain essential pillars of info

 

Granadilla de Puno: productores aseguran exportaciones a Alemania y ventas hasta noviembre

La alianza comercial permitirá a productores de Sandia acceder a mercados internacionales, asegurar ventas periódicas y avanzar hacia estándares exigidos por la agroexportación.

Los productores de la Asociación Frutícola de Quiaca, ubicada en la provincia de Sandia, región Puno, lograron un importante avance comercial al concretar la primera venta de 1,850 kilogramos de granadilla “ready to eat” a la empresa Noval Company SAC, que exportará el producto por vía aérea hacia Alemania. La operación representa una oportunidad para posicionar la oferta agrícola de la región en mercados de mayor valor agregado y fortalecer la participación de pequeños productores en cadenas de exportación.

La articulación comercial fue impulsada por Agromercado, organismo adscrito al Ministerio de Desarrollo Agrario y Riego (Midagri), tras un proceso de identificación de la oferta productiva, visitas de campo y evaluación de la capacidad de abastecimiento de la organización. El interés de la empresa exportadora respondió a la calidad de la granadilla producida en las zonas de ceja de selva de Sandia, una región que viene consolidando su potencial para abastecer mercados especializados.

Alemania impulsa nuevas oportunidades para la agroexportación puneña

El ingreso al mercado alemán marca un paso importante para la diversificación de destinos de exportación de la agricultura familiar. La comercialización de granadilla con valor agregado abre oportunidades para que productores organizados accedan a mejores condiciones de mercado y fortalezcan su capacidad de negociación frente a compradores nacionales e internacionales.

Además del impacto económico directo para las familias productoras, este tipo de operaciones contribuye a impulsar el desarrollo de cadenas agroexportadoras en regiones que históricamente han enfrentado limitaciones logísticas y comerciales. La experiencia de Sandia demuestra que la articulación entre productores, entidades públicas y empresas privadas puede generar nuevas oportunidades de crecimiento para el sector agrario.

Compras programadas fortalecen ingresos y planificación productiva

El acuerdo comercial contempla entregas quincenales de dos toneladas de granadilla seleccionada hasta noviembre de 2026. Asimismo, establece la compra de la fruta a S/ 6 por kilogramo puesto en Lima, generando mayor previsibilidad para los productores y permitiéndoles planificar su producción con una demanda previamente asegurada.

La Asociación Frutícola de Quiaca está conformada por 32 productores, de los cuales 18 son hombres y 14 mujeres. Actualmente cultivan 22 hectáreas de granadilla y registran una producción cercana a las 100 toneladas durante cada campaña, que se desarrolla entre abril y noviembre. Gracias al convenio alcanzado, proyectan comercializar alrededor de 40 toneladas este año bajo condiciones comerciales más favorables.

Certificación internacional busca ampliar el acceso a mercados de mayor valor

Uno de los aspectos más relevantes del acuerdo es el compromiso de financiar la implementación de la certificación GLOBAL GAP, un estándar ampliamente requerido por compradores internacionales y cadenas de distribución que exigen altos niveles de trazabilidad, sostenibilidad y calidad en la producción agrícola.

Como parte de este proceso, la empresa exportadora también brindará asistencia técnica, cajas de transporte y mallas de protección para optimizar el manejo de la fruta. Estas mejoras permitirán fortalecer la competitividad de la organización y elevar sus posibilidades de acceder a nuevos mercados internacionales con mayores exigencias y mejores precios.

Agricultura familiar gana competitividad con apoyo técnico y articulación comercial

Paralelamente, Agromercado continúa brindando acompañamiento técnico y comercial mediante un gestor especializado que promueve buenas prácticas de cosecha y poscosecha. Asimismo, se coordinan acciones con Agroideas para evaluar la implementación de un plan de negocios orientado a fortalecer la capacidad productiva y comercial de la asociación.

La experiencia de la Asociación Frutícola de Quiaca refleja cómo la articulación comercial, la asistencia técnica y el acceso a mercados especializados pueden convertirse en herramientas efectivas para mejorar la competitividad de la agricultura familiar. Además de generar mayores ingresos para los productores, iniciativas de este tipo contribuyen a impulsar la agroexportación regional y a fortalecer la presencia de productos peruanos en mercados internacionales.

Enterprise Mobile App Development: Stop Planning Wrong Before You Even Start

Let me be straight with you, the app didn’t fail because your developers were bad.

It failed because nobody got aligned before the work started. And by the time everyone realized that, three months were already gone.

I’ve seen this with IT teams across industries. The technology was fine. The process was a mess.

Why Most Enterprise App Projects Go Sideways Early

There’s a very specific moment where things start breaking down. It’s not during development. It’s before it, when someone says «let’s just start building and figure it out as we go.»

Enterprise mobile app development sits on top of a lot of moving parts. Legacy systems. Compliance layers. Internal approval chains. User permission structures that took years to set up. Walk into development without mapping those dependencies and you will be rewriting decisions for months.

The one question that actually matters

What broken business process is this app fixing?

Not «what features do we want.» Not «what should it look like.» Just, what is currently not working, and how does this app fix it. Teams that answer that first build better products. Every time.

Scope Creep Kills More Projects Than Bad Code Ever Will

Operations wants tracking. Finance wants reports. Leadership wants a dashboard. Everyone’s request makes sense. Stacked together, they turn your focused app into something nobody wants to use.

How to actually stop it

Split every feature into three piles, what the app needs to function, what genuinely adds value, and what can wait. That’s it. No fancy framework needed.

Most IT teams skip this step because it’s uncomfortable. Telling a department head their feature is «not priority» is a hard conversation. Having that conversation in month two is a lot easier than rebuilding the app in month seven.

Your Integration Work Will Take Longer Than You Think

This is the part most project plans get wrong.

Connecting your app to existing CRMs, internal databases, ERP systems, or payment infrastructure takes real time. On many projects, integration work runs longer than building the interface itself.

That’s exactly why working with a proper custom mobile app development company matters here. Not a generalist agency that treats your enterprise build like a consumer app. A team that’s done this before knows that API stability, authentication handling, and data security aren’t things you sort out later. They shape the entire architecture from week one.

Get this wrong early and you’re rebuilding from scratch eighteen months in.

Slow Decisions Hurt Projects More Than Hard Problems

Here’s something nobody talks about enough, the average enterprise mobile app development project doesn’t stall because of a technical blocker. It stalls because a decision sat in someone’s inbox for two weeks.

Requirements shift without documentation. Two teams interpret the same feature differently. An approval gets stuck in a meeting that keeps getting rescheduled.

What actually keeps things moving

Shorter sprint reviews. Faster sign-off chains. Someone from the operational side in every major review, not just at kickoff. These aren’t revolutionary ideas. They just rarely happen without someone specifically making them happen.

One Last Thing About Launch Day

Launch is not the end. It’s the first time you get real data.

Real users will do things your testing team never did. Loads will hit the system differently. Departments will ask for changes once they actually see it working live.

Build something stable enough to adapt, not something «complete» that breaks under real conditions. The enterprise apps still being used three years after launch were never the most feature-rich ones. They were just built on solid foundations with honest priorities.

That part is always a decision, not an accident.