XPower starts with the energy systems of major retail chains and their distributed food infrastructure. This is the first stage of structural reform of life-support systems. The programme is designed to work with major retail chains across countries.
The higher goal is structural reform of the systems on which human life directly depends.
There are five basic physical systems: air, water, food, temperature, and light.
Today, the infrastructure behind them is mostly a consumer of energy, connectivity, computing, and external services.
That model changes.
A critical consumer becomes an active energy and information node.
Such a node should:
- produce more energy value than it consumes;
- preserve essential functions when the external power system fails;
- host local computing and artificial intelligence;
- store and transmit data;
- maintain terrestrial connectivity and a backup space-based link;
- support other nodes when the network is healthy, and operate temporarily on its own when the network breaks apart.
These objects are called the Fifth Group.
The idea is simple: existing stores, water systems, buildings, heat systems, and lighting systems should perform several functions at once.
The same object becomes an energy consumer and producer, a computing node, a carrier of intelligence, a communications point, and part of the reserve infrastructure.
Thousands of such objects can form a distributed, resilient skeleton for society.
If a large power system is damaged, individual nodes keep working. If terrestrial communications fail, the space link remains. If the network fragments, autonomous islands form. When connectivity returns, the islands reconnect into a network.
Electricity as the trunk of the system
In this model, an electric utility stops being only a seller of kilowatt-hours. It becomes the center of a life-support platform.
Electricity already connects every other system physically. It powers equipment and computing. Computing powers intelligence. Intelligence controls physical infrastructure.
Why start with food retail
A typical store already contains almost all the physics required: electricity, cooling, heat, air, water, light, people, connectivity, computing, data, logistics, and cash flow.
Tens of thousands of stores already form a distributed infrastructure. Major retail chains therefore provide the first large-scale field for structural reform.
First, make the infrastructure of major retail chains energy-resilient. Then cut waste and energy cost. Next, drive energy cost to zero. Then make it negative by turning distributed sites into producers and operators of energy, capacity, flexibility, and other grid products.
The capital expenditure of major retail chains on this transformation (CAPEX) should remain zero. Transformation is financed with external capital from the value created by the system itself.
That is still not the end goal.
Every site of a major retail chain should also train a shared intelligence. Every next step and every experiment creates data, algorithms, protocols, patents, and new technologies.
Over time, the main product is no longer electricity savings. It is intelligence capable of managing large populations of physical assets.
Five environments of life
Five basic environments are re-engineered: air, water, food, temperature, and light.
Water infrastructure moves from the logic of the pipe to management of water as an environment. Heating moves from selling gigacalories to managing temperature. Food infrastructure moves from selling goods to managing population behavior while providing food. Light and air become controllable physical parameters of the environment.
The final optimization target is the quality of the physical environment itself: health, resilience, and the human capacity to act.
Why space is here
Space brings three things: science and a concentration of exceptional intellectual talent; a greenfield where architecture can be rebuilt from first principles; and a physical layer of communications, computing, and energy that is already becoming part of real infrastructure.
Design the system as if it had to be built from zero for life beyond Earth. Then bring the best solutions back to Earth.
Space is not a separate industry in this model. It is a way to rebuild the architecture of life.
Master Plan
- Inversion. Produce more energy than is consumed.
- Profit. Make technology and intelligence generate more profit than selling food itself.
- Scale. Use the money, intelligence, technologies, and patents created by the first system to transform the other basic systems: water, air, temperature, and light.
- Transition. Move from selling kilowatt-hours, cubic meters, gigacalories, and goods to managing the environment of life and population behavior.
XPower and its energy operators
X5 Power participates in the programme as one of its energy operators. XPower is the shared brand for the strategy, technology and development of the international operator network.
Each operator manages its own sites, contracts and results. The alpha chain is selected from retail companies by its pace of action and verified outcomes. Retail-chain leadership and the energy operator’s role are assessed separately.
An international programme for major retail chains
The first circle covers Russia, Europe, North America and Asia. Each selected country has a national group: one alpha chain, three beta chains and an extended circle of leading retailers. National groups share an architecture while accounting for local electricity markets and ownership structures.
The alpha chain receives first priority in assembling the country’s central site portfolio. Beta chains are considered in parallel and compete for this role. All participating chains retain the opportunity to work with the shared technology platform.
The central role is earned through outcomes: decision speed; provision of sites and data; authority to transform infrastructure; verified economic value; operational resilience; and the ability to scale. Alpha status is reviewed as these indicators change.
Retail chains compete for the central role in our programme. Accumulated technology, protocols, intelligence and patents allow outcomes to be replicated between national groups on agreed terms.
Russia: one alpha chain and four beta chains
Our strategy identifies X5 as the alpha chain in Russia. METRO Russia, Miratorg, Magnit and Lenta form the beta group. The Russian group is deliberately expanded to four beta chains to retain all four selected lines of work.
Miratorg is included for the strategic value of an integrated food and cold chain: production, processing, storage, logistics and retail. Its participation is also assessed against this criterion. X5, Magnit and Lenta offer large distributed retail infrastructures; METRO also offers wholesale facilities and links to professional customers.
The extended-circle rule
In each country, the extended circle is open to chains in the upper half of the national grocery-chain ranking by turnover. Working definition: select the top half of comparable retail groups by domestic grocery sales, rounding the number of groups up. The ranking year, population and source are fixed before selection.
The selection unit is a group under common control within one country. Its brands are counted together. International sales and non-food revenue are reported separately. Where comparable grocery sales are unavailable, the chain’s ranking requires further verification.
The map below records an initial working shortlist. Alpha and beta roles express XPower’s selection; each chain’s agreement to participate is established separately. Extended-circle names are candidates for verification against the rule. A complete ranking based on comparable grocery sales has not yet been assembled for all nine countries.
First-circle map: nine countries
| Country | Alpha chain | Beta chains |
|---|---|---|
| Russia | X5 | METRO Russia; Miratorg; Magnit; Lenta |
| Germany | Schwarz Group (Lidl / Kaufland) | EDEKA; REWE Group; ALDI Süd |
| France | Carrefour | E.Leclerc; Les Mousquetaires (Intermarché / Netto); Coopérative U |
| United Kingdom | Tesco | Sainsbury’s; Asda; ALDI UK |
| United States | Walmart US | Kroger; Costco US; Ahold Delhaize USA |
| Canada | Loblaw | Empire / Sobeys; METRO Inc.; Walmart Canada |
| China | Walmart China / Sam’s Club | Freshippo (Hema); RT-Mart; Wumart Group |
| India | Reliance Retail (SMART / Smart Bazaar) | Avenue Supermarts (DMart); More Retail; Star Bazaar (Trent Hypermarket) |
| Japan | AEON | Seven-Eleven Japan; PPIH (Don Quijote / UNY); Life Corporation |
Priorities and extended-circle candidates
Russia
Large-scale transformation of stores and distribution centres. Refrigeration, heat, lighting, asset life and demand response. Miratorg is also selected for the strategic value of its integrated production and cold chain.
Additional candidates for verification: VkusVill, Auchan Russia, Svetofor.
Selection references: X5: отчётность / reports · Магнит: отчётность / reports · Лента / Lenta
Germany
Connect stores, production, resource recovery and computing. Schwarz Group is selected for the combination of Lidl, Kaufland, PreZero and Schwarz Digits; EDEKA and REWE require attention to independent merchant governance.
Additional candidates for verification: ALDI Nord, Globus.
Selection references: Schwarz Group · EDEKA · REWE Group
France
Work across store formats and independent ownership structures. Carrefour is selected for international replicability; E.Leclerc and cooperative groups provide strong competition for the central role.
Additional candidates for verification: Auchan, Lidl, ALDI.
Selection references: Сенат Франции: структура рынка / French Senate: market structure
United Kingdom
Cold chains, electrical load flexibility, multiple store formats and distribution centres. Assess the central role through the speed of activating real sites and verified outcomes.
Additional candidates for verification: Lidl GB, Morrisons, Co-op, Waitrose.
Selection references: Worldpanel: рынок Великобритании, Reuters / UK market
United States
Large portfolios of stores, roofs and distribution centres; local generation, storage, refrigeration and computing. Replicate outcomes across sites while accounting for differences between state electricity markets.
Additional candidates for verification: Albertsons, Publix, H-E-B, ALDI US.
Selection references: NRF: Top 100 Retailers 2026
Canada
Joint refrigeration and heating control, refrigeration heat recovery and supply resilience. Canadian METRO Inc. is treated as an independent company, separately from METRO AG.
Additional candidates for verification: Costco Canada, Pattison Food Group.
Selection references: Competition Bureau Canada · USDA: канадский рынок, 2026 / Canadian market
China
Connect site energy systems with digital retail, fresh food and cold-chain automation. The initial candidates are drawn from leaders in the CCFA 2025 supermarket ranking published in July 2026.
Additional candidates for verification: Yonghui, Lianhua, Jiajiayue.
Selection references: Рейтинг CCFA в изложении Produce Report / CCFA ranking via Produce Report
India
Reliable electricity, food preservation and cooling control. Reliance is selected as a large grocery retail platform; other candidates provide different store formats and operating models.
Additional candidates for verification: Spencer’s, LuLu India, regional grocery groups.
Selection references: Reliance Retail: бизнес / business · More Retail: история / history · DMart · Star Bazaar
Japan
Food infrastructure resilience during disruptions, compact urban sites and precise refrigeration control. Equipment ownership and franchisee authority are established for each group.
Additional candidates for verification: Lawson, FamilyMart, other major regional groups.
Selection references: AEON · Seven-Eleven Japan · PPIH: отчёты / reports · Life Corporation
Forecast: X5 as the alpha chain
Our forecast is that X5 will prove the most active and agile of the selected Russian chains in transforming its infrastructure. It therefore holds the alpha role in the initial map. This expectation must be borne out by the speed of decisions and practical results.
This forecast also has a personal basis. I shop at X5 stores myself. I feel an affinity with its team, ownership and beneficiaries, a sense of connection, and a historical link with one of its founders. This explains my favourable view of X5 and my initial confidence in its ability to act. Alexey Ananin.
The alpha role remains open to competition. If X5 moves slowly while another chain makes decisions faster, provides sites and data, and delivers results, that chain will take the central role. METRO Russia, Miratorg, Magnit and Lenta are considered in parallel under the same criteria.
The programme develops independently of any single company’s pace. My personal affinity with X5 remains; leadership in the programme is determined by action. The forecast may change as the chains deliver results.