Press Release

Sowmyanarayan Sampath appointed CEO to drive the company’s next phase of AI-related and enterprise growth; Steve Smith to remain on Board following retirement

Zayo (“the Company”), the leading digital infrastructure network provider, today announced a planned CEO transition, appointing former Verizon executive Sowmyanarayan Sampath as Chief Executive Officer (CEO), effective September 1, 2026. Sampath will succeed Steve Smith, who will retire as CEO following a transformative tenure that established Zayo as the foundational backbone of the AI economy. Smith will continue to serve as a member of Zayo’s Board of Directors.

Under Steve’s leadership, Zayo has evolved from an acquisition-built network operator into the largest independent digital infrastructure network provider and a powerhouse of connectivity serving AI companies and enterprises across the U.S. Sampath’s appointment provides long-term leadership and bolsters Zayo’s market-leading position.

Sampath brings more than two decades of large-scale digital infrastructure experience, most recently serving as CEO of Verizon Consumer, after previously leading Verizon Business and BCG’s global telecom practice for carriers across the world. His extensive background in leading multi-billion-dollar enterprise and wholesale businesses through transformation and rapid technology shifts positions him to accelerate Zayo’s commercial execution, scale for the demands of AI-driven growth, and meet rising demand for high-capacity connectivity.

“On behalf of the Board, I want to thank Steve for his leadership and the important role he has played in strengthening Zayo’s market position,” said Kevin Turner, Chairman of Zayo’s Board of Directors. “Steve has sharpened Zayo’s strategy and positioned the Company for its next phase of growth. This planned transition reflects the strength of our business, the depth of our leadership team, and the Board’s confidence in the path ahead. Sampath’s track record of scaling complex networks and driving enterprise revenue makes him the right leader to maximize the potential from Zayo’s market-leading assets.”

Press Release

The former BT Openreach executive brings more than 25 years of broadband and wholesale telecoms experience

nexfibre, the joint venture between InfraVia Capital Partners, Liberty Global and Telefónica, today announced the appointment of Ses Indy as Chief Commercial Officer (CCO), strengthening its senior leadership team as the company executes its mission to build a scaled national wholesale alternative to BT Openreach.

Indy joins nexfibre from BT Openreach and brings more than 25 years of experience across digital infrastructure and fixed telecommunications. Throughout his career, he has held senior commercial leadership roles and worked closely with major communications providers, including Sky, Vodafone and PXC with a particular focus on wholesale strategy and customer growth.

At nexfibre, Indy will lead the company’s commercial strategy, revenue growth and customer engagement activities. His appointment comes at a significant moment for the business as it progresses its planned acquisition of Netomnia, a transaction expected to unlock £3.5 billion of international investment and create a combined network footprint of approximately 8 million premises by the end of 2027.

A three-time recipient of the Sunday Times Best Places to Work award, nexfibre is continuing to scale its wholesale platform and accelerate the rollout of next-generation digital infrastructure across the UK.

Ses Indy, Chief Commercial Officer at nexfibre, said:

“I am delighted to be joining nexfibre at such an exciting and important stage in its growth journey. I look forward to working with the leadership team to drive commercial growth, deepen partner relationships and help deliver the benefits of high-quality full-fibre connectivity to homes and businesses across the country.”

Rajiv Datta, Chief Executive Officer of nexfibre, said:

“The board and I are delighted to welcome Ses to nexfibre. He brings deep industry expertise, a strong track record of commercial leadership and extensive experience of the wholesale broadband market. As we enter our next phase of growth and work towards creating a scaled national wholesale challenger, his leadership will be instrumental in expanding our commercial reach, strengthening customer partnerships and delivering on our long-term ambitions.”

How is the UK connectivity landscape changing in 2026? Join the industry in discussion at Connected Britain 2026

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Multinational cloud telephony provider, LoopUp, and leading Caribbean and Central America communications provider, Digicel, have formed a strategic partnership to sell LoopUp’s Operator Connect telephony platform and service for Microsoft Teams across the Caribbean region.

Service will be offered to the enterprise market, leveraging Digicel’s extensive reach, in-country presence, and trusted business relationships. Customers will be able to integrate their regionwide business telephony with Teams in accordance with Microsoft’s certified deployment model, Operator Connect. Users will be able to make and receive calls from any device running Teams, benefiting from a simple and unified communications experience, and enterprises will be able to make significant cost savings by eliminating all legacy PBX equipment.

“Partnering with Digicel is a significant milestone in LoopUp’s international expansion,” said Steve Flavell Co-CEO of LoopUp. “Not only are we bringing the first Operator Connect capability to the region with Digicel, but we’re also extending our market-leading global country coverage for our multinational enterprise customers, who are headquartered elsewhere in the world but have operations throughout the region.”

For Digicel Business customers, the partnership adds a flagship, next-generation enterprise voice capability to the operator’s growing portfolio of cloud services. Digicel Business serves thousands of organizations across sectors including financial services, hospitality, government, and energy, many of whom have standardized on Microsoft Teams, and are now looking to bring their telephony under that Teams-first, unified communications umbrella.

“Our customers are asking for smarter, simpler ways to communicate,” said Liam Donnelly, Chief Business Officer for Digicel Group, “and Microsoft Teams has become the platform of choice for many of them. By partnering with LoopUp, we can give our enterprise customers a seamless, fully managed Teams telephony experience, regionwide and now globally, leveraging the simpler and more cost-effective Microsoft-certified Operator Connect approach and backed by the local support and network reach only Digicel can provide.”

The service will be available to Digicel Business customers from July 2026.

About LoopUp

LoopUp helps multinational enterprises consolidate how they buy and manage their global Microsoft Teams telephony, offering phone numbers and full cloud-based, PSTN-replacement service in more than 100 countries around the world. We liberate multinationals from the frustrations, complexities and inefficiencies of working with multiple regional carriers, each with their own contracts, pricing, support teams and management portals. LoopUp offers a single and consistent global solution, combining design, deployment, service delivery and support – provided globally and all integrated with Microsoft Teams and bringing calling data into the enterprise AI dataset. LoopUp is headquartered in London with operations around the world.

About Digicel

Digicel is a leading digital connectivity and communications provider, delivering modern wireless and fiber networks across 25 markets in the Caribbean, Central and South America. Serving nine million customers through mobile, home, and business solutions, they play a critical role in enabling economic participation and digital inclusion in the region. Their commitment to strong governance, inclusive access, and long-term value creation is embedded in how they operate every day. Backed by their DIGI values – Diversity, Integrity, Growth, and Innovation – their 5,000 employees are focused on driving impact for the customers, communities, and countries they serve.

For more information, please visit: https://www.digicelgroup.com/

News

The fibre and fixed wireless access (FWA) specialist has struggled to attract customers to use its network at scale

Following a strategic review, alternative network provider Airband has begun a formal sale process.

Related documents were sent to prospective buyers this week, with the company seeking “the right long-term owner”.

It could also face debt restructuring, according to two anonymous sources speaking to the Financial Times.

“Following a strategic review of the business and its future ownership, Airband has commenced a formal sale process to identify the right long-term owner for the company,” a spokesperson told ISPreview. “Airband continues to operate and trade as normal throughout the process. Our network remains fully operational and there is no impact on customer services or day-to-day operations.”

Airband’s full fibre network currently covers around 175,000 premises and a further 265,000 are covered by FWA. Of this total footprint of around 440,000 premises, only around 30,000 premises are customers – far below the level the company would need to recoup the costs of its expensive network deployment in the short term.

Airband has been struggling to improve its position for years, with its first round of restructuring and job cuts taking place in 2024. More changes and redundancies were announced earlier this year, with the company claiming it was shifting its focus to “transitioning towards operational maturity, with a focus on long-term sustainability, enhanced customer experience and efficient delivery.”

Airband’s operating loss this year increased to £47.23 million, with total liabilities of over £224 million. Total assets were reported at £179.81 million.

Exactly who might purchase Airband remains unclear. The UK’s largest altnet, CityFibre, has long had ambitions of being the UK’s key fibre network consolidator, notably earmarking around £800 million of its £2.3 billion in fresh funding last year for M&A. However, the company has been facing its own financial challenges of late, largely related to its £3.7 billion in debt that was restructured in January.

Virgin Media O2 and its sister company nexfibre would be the next obvious choice, but these parties already have their hands full with the £2 billion acquisition of Netomnia.

At a time when altnets across the country are looking to make deals, finding a suitable partner could be a lengthy process.

How is the UK connectivity landscape changing in 2026? Join the industry in discussion at Connected Britain 2026

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News

The Thai telco is questioning the validity of a newly reported $1 billion stake in the business

The Thai Securities and Exchange Commission (SEC) is under scrutiny this week after individual investor, identified as Supaporn Pimphong, has reported a trade bringing her ownership of telco True Corporation to 7% – but the telco says it has doubts the trade really took place.

The discrepancy came to light when True asked the SEC to verify a filing showing Supaporn had acquired a roughly a 3.2% stake from UBS Group AG on June 15.

This acquisition would raise Supaporn’s position to around 7.1%, worth around 32.5 billion Baht ($1 billion), making her one of True’s largest stakeholders.

Further confusing matters, Supaporn’s filing claimed the purchase included both ordinary shares and a block of ‘preferred shares’. True Corp, however, says it has never issued preferred shares and have none outstanding in their capital structure.

The SEC has subsequently launched a probe into the matter.

An individual investment of this scale is always noteworthy, but the lack of information surrounding Supaporn’s identity makes the apparent mistakes in this filing particularly concerning.

Initial investigations into her identity by Thai media outlet Khao Hoon uncovered no information regarding her business background, investment track record, or preexisting wealth portfolio. What they did find, however, was that since 2018 Supaporn had filed massive ownership positions in major Thai blue-chip companies, including a 49% stake in GJS Steel and positions over 5% in Bangkok Bank, Kasikornbank, an Asia Aviation. Combined, these stakes would be worth around $1.5 billion, not including Supaporn’s supposed $1 billion stake in True.

The Stock Exchange of Thailand (SET) and the respective companies’ shareholder registries have since confirmed that none of these positions officially exist.

So, what exactly is going on here? It seems highly likely that Supaporn does not really exist, but what is the point of the deception?

One theory is that this is a form of stock market ‘pump and dump’, with the fake positions being filed to artificially inflate stock prices before the sale of the owner’s real shares.

Another theory, proposed by Kasikorn Securities, suggests that the transfer of shares may have indeed taken place, with the Supaporn filing used to conceal the identity of the real final owner and mask financial restructuring.

The report notes that the True transaction perfectly aligns with UBS AG London Branch acquiring shares from Charoen Pokphand Group, a billionaire conglomerate and True Corp’s largest shareholder.

Regardless of the whether the transaction in fact took place here, the finding severely undermines the viability of the SEC’s reporting mechanism. The filing of a Form 246-2 requires encrypted user registration, identity verification against a national database, and validation of the underlying assets being traded by a brokerage; if these guardrails are somehow compromised, the validity of all the SEC’s public financial disclosures could be at risk.

The SEC is currently working with the SET for an emergency overhaul of their combined data infrastructure to address any weaknesses, but it could be some time before the extent of these systemic issues are fully revealed.

Keep up to date with the latest news with the Total Telecom newsletter

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Press Release

VodafoneThree is trialling a new process to help the banking sector block scams

VodafoneThree has helped develop a proof of concept to help banks tackle fraud and protect their customers.

Created with Barclays, and in partnership with Mobile Ecosystem Forum* and Cyber Defence Alliance, the proof of concept has since expanded to include The Co-operative Bank, now part of the Coventry Building Society, and TSB.

Since August 2025, more than 2 million fraudulent messages have been blocked from reaching participating banks’ customers. This marks an estimated 25% increase in blocked scam messages on VodafoneThree’s network.^[1]As UK banks lose £1.17 billion a year due to fraud^[2], this process helps stop fraudulent SMS messages before they reach banking customers, while ensuring legitimate messages still get through.

Building on the success of VodafoneThree’s existing scam prevention tools, which blocked 139+ million fraudulent SMS in 2025 alone, the process sees VodafoneThree working closely with banks to build bespoke rules to the existing SMS firewall. This intelligence can differentiate between fraudulent SMS content and legitimate communications from banks to their customers.

Recent malicious SMS messages focus on impersonating banks and asking customers to share their personal or financial information urgently via scam phone numbers or phishing links included in the messages.

Rachel Andrews, Director of Corporate Security and Fraud, VodafoneThree, said: “Preventing fraud on our network and protecting trust in the UK’s digital economy is a huge priority. With fraud now accounting for 44% of all crime^[3], no single organisation can tackle it alone. We’re working closely with banks, government, law enforcement, and industry partners to stay ahead, evolving our capabilities as quickly as fraudsters change their tactics. What’s clear is that we need to innovate as well, scaling new solutions like this is crucial in making the UK one of the toughest places in the world for fraudsters to operate.”

Nick Gliddon, Business Director, VodafoneThree, said: “Banks sit at the frontline of the UK’s fight against fraud, and their role has never been more critical. Together, we’re leading the way by stepping up our work with banks to strengthen protections and accelerate new solutions. And we’re challenging partners across the sector to match that ambition by working with us to raise the bar and better protect customers at scale.”

Paul Davis, Head of Economic Crime, Barclays, said: “Protecting our customers’ money and data is our highest priority. With reports of APP scams originating via SMS increasing by around 40% in 2025 compared with 2024, it is essential that we continue to work together to stay ahead of new threats. By sharing intelligence across banks, telecoms providers and industry bodies, we can help stop suspicious messages before they reach customers, while ensuring our customers still receive genuine messages from us. VodafoneThree’s work is a strong example of how collective action can help tackle fraud at source and better protect consumers.”

Garry Lilburn, Operations Director, Cyber Defence Alliance, said: “At the CDA, we seek to bring our banking members, Telecommunication, Law Enforcement and Tech partners together to problem solve on cross-sector problems. This project, initiated at such a cross-sector meeting, with MEF, Vodafone Three and Barclays bank, is an excellent example of cross-sector collaboration. Working with MEF, collectively, we will scale this project and its success to protect a wider number of banking and telecom customers.”

Dario Betti, CEO, Mobile Ecosystem Forum, said: “For many years, MEF has been at the forefront of the fight against smishing, continuously evolving our strategy to keep pace with the changing tactics used by fraudsters. We are very pleased to have supported VodafoneThree in this successful initiative, which shows what can be achieved when industry partners work together in a practical and targeted way to tackle fraud. The results are significant, and we look forward to seeing this approach adopted more broadly across the industry.”

Chris Gray, CISO, The Co-operative Bank, said: “Our customers’ safety is our top priority. Alongside our Cyber Fraud Fusion Cell – where we bring together expertise to spot and stop scams fast – this initiative helps tackle fraud at source. By partnering across sectors to block fraudulent messages before they reach customers, together, we’re strengthening everyday banking security and keeping people’s money safe.”

George Hulland, Fraud Prevention Manager, TSB, said: “For too long, UK households have lost life-changing sums to cruel fraudsters posing as their bank, so this much-needed intervention with Vodafone should help cut scams off at source. Fraud can only be tackled with different businesses coming together, and this is a great example of cross-sector collaboration to protect consumers. Banks will never ask you for personal information, or to transfer money to them – so if you’re ever asked, hang up, it’s fraud.”

VodafoneThree urges customers and members of the public to remain vigilant and report any suspicious messages or voice calls to our dedicated 7726 SPAM reporting link, either by clicking on the SPAM icon or forwarding to 7726 at no extra cost. This valuable intelligence is then shared with other mobile network providers and anti-scam organisations, helping to protect customers.

Keep up to date with the latest news with the Total Telecom newsletter

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News

The South Korean giant is betting heavily on both chip production and data centre growth

South Korean conglomerate SK Group has announced a massive 2,100 trillion won ($1.36 trillion) investment roadmap targeted at domestic semiconductor manufacturing and AI data centre deployments.

The strategic push focuses heavily on securing upstream supply chain dominance and scaling computing infrastructure to reposition South Korea on the global AI stage.

“We should not simply export AI products. We need to export intelligence itself while building a domestic market for AI-driven intelligence,” said SK Group’s chairman Chey Tae-won, as reported by Yonhap News Agency.. “To achieve that, we will rapidly build AI factories in the form of large-scale AI data centers.”

SK Hynix plots memory chip production expansion

The group’s semiconductor division, SK Hynix, is spearheading the hardware allocation by committing 1,100 trillion won ($706 billion) to scale production capacity for High-Bandwidth Memory (HBM) and next-generation DRAM and NAND flash components critical for AI workloads.

Key capital projects within the chip investment include:

• Cheongju: 100 trillion won ($65 billion) allocated for site expansion.
• Southwest Cluster: 400 trillion won ($261 billion) earmarked to construct an entirely new semiconductor production hub.
• Yongin Mega-Cluster: 600 trillion won ($392 billion USD) dedicated to fast-tracking the deployment of its primary semiconductor hub. The group has pulled forward the completion timeline for this project to 2033, moving it 12 years ahead of its original 2045 deadline.

The broader long-term vision outlines a sustained capital expenditure of approximately 100 trillion won ($65.3 billion) annually in South Korea over the next decade, according to Chairman Chey.

SK Telecom pivots to GPUaaS and regional infrastructure

In tandem, telecom unit SK Telecom will deploy 1,000 trillion won ($642 billion) to build out physical AI data centres. The operator intends to establish 15 GW of AI data centre capacity across South Korea by 2035, with an interim target of 5 GW operational by 2029.

The initial phase involves a 140 trillion won ($91.5 billion) investment targeting the southeastern Yeongnam region to create a localised AI hub. This rollout begins with a 100MW hyperscale AI data centre in Ulsan, scheduled to begin operations in Q4 2027. SKT plans to expand this site by an additional 900MW, alongside another 1GW deployment elsewhere in the region.

“The massive AI data centers could transform the region into a hub for the verification and expansion of manufacturing AI, when combined with the manufacturing capabilities in the region,” SK Telecom’s CEO Jung Jai-hun announced during a public briefing with South Korean president Lee Jae Myung last week.

SK Group’s multi-year investment plans arrive amid unprecedented infrastructure spend across the global technology landscape; US hyperscalers, including Microsoft, Alphabet, Amazon, Meta, and Oracle, are forecast to spend a combined $600 billion to $750 billion USD in 2026 alone. While SK Group’s investments pale in comparison to these true giants, it nonetheless places the organisation firmly as a regional competitor.

For a telco, on the other hand, the scale of these AI investments is broadly unrivalled. SK Telecom has long signalled its intent to shake off its role as a traditional telco and embracing a new persona as an ‘AI factory’. Backed by architectural alignment with NVIDIA, the operator aims to leverage this massive footprint to position itself as a major GPU-as-a-Service (GPUaaS) provider in the Asia-Pacific region.

SK Group has interntional AI ambitions too.  Last month, SK Telecom said it would invest 738 billion won ($480 million) into the newly formed ‘AI Co.’, a US-based subsidiary of memory giant SK Hynix created in January by repurposing its US flash memory firm Solidigm. The business, which is intended to operate as a strategic investment and ecosystem vehicle, is backd $10 billion from SK Hynix and a further $250 million and $380 million from SK Inc. and SK Innovation, respectively. 

By unifying upstream chip manufacturing via SK Hynix with mega-scale data center infrastructure from SK Telecom, SK Group is establishing a strong foundation for global AI development. This multi-trillion-won capital strategy effectively shifts the conglomerate from a regional component supplier into a high-margin, full-stack intelligence powerhouse capable of reshaping the Asia-Pacific tech landscape.

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Contributed Article

By Ferris Adi, Chief Information Security Officer, Trans Americas Fiber System

Subsea cables have long been viewed as physical infrastructure, fiber on the ocean floor, landing stations, and cable ships. That view is no longer sufficient. Today’s subsea systems are defined less by steel and fiber, and more by the digital operating ecosystem that surrounds them. As these environments become more automated, remotely managed, and vendor-integrated, they are quietly transforming into critical cyber systems, and expanding the attack surface in ways many organizations have yet to fully recognize.

The risk has shifted, but the narrative hasn’t

Public discussion still focuses on physical risks: anchor dragging, fishing activity, and geopolitical disruption. These threats remain real and visible.

But the more immediate risk is less visible, and more scalable: What happens if the systems used to operate, monitor, or restore subsea infrastructure are compromised? In modern environments, the cable itself is no longer the most vulnerable point. The management plane is.

From passive asset to digital ecosystem

A subsea system is no longer a single asset. It is an interconnected service model that includes:

• Network operations platforms and control systems
• Vendor access and remote support pathways
• Identity, privileged access, and monitoring infrastructure
• Cloud-connected services and customer platforms
• Restoration, assurance, and operational workflows

This ecosystem drives performance, but it also defines the attack surface. A compromise in any one of these layers can escalate quickly from a technical issue into an operational, regulatory, or customer-impacting event.

The hidden critical layer: The management plane

The most important systems in subsea cybersecurity are often the least visible to executives. The management plane governs how infrastructure is configured, accessed, monitored, and restored. If compromised, it provides attackers not just with disruption capability, but with the ability to operate the network itself.

This risk is amplified in environments with:

• Heavy reliance on vendor support
• Weak identity controls or shared credentials
• Limited segmentation between IT, OT, and operational systems
• Unmonitored or poorly governed remote access

If the management plane is not secured, resilience is largely theoretical.

Why geographic diversity is not enough

The subsea industry has historically defined resilience through route and bare metal servers in a 1+1 config for the NMS, multiple paths, landings, and restoration options. That assumption no longer holds in a cyber context. Cyber threats are not constrained by geography. A globally distributed network can still fail in a correlated way if it shares:

• Identity vulnerabilities
• Common vendor access models
• Centralized management dependencies
• Untested recovery processes

Geographic diversity reduces physical risk. It does not address systemic cyber risk. True resilience requires design diversity, access control, and operational discipline.

The greenfield advantage, and responsibility

New subsea programs have a rare opportunity: the ability to build security before operations begin. This is the point where decisions are most impactful—and least expensive to implement. Organizations that succeed treat cybersecurity as a core design function, embedding it into:

• Architecture: Segmentation, controlled access pathways, separation of operational and corporate environments
• Supplier models: Clearly defined access controls, accountability, and oversight
• Operational readiness: Logging, monitoring, and validated recovery capabilities
• Emergency access: Structured, time-bound, and auditable “break-glass” processes

If these controls are not built early, they become significantly harder, and often incomplete, once operations are underway.

Supplier risk is now an operational risk

Subsea infrastructure depends on specialized suppliers. That dependency is unavoidable. What must change is how it is governed. Supplier assurance can no longer sit within procurement processes alone. It must be operationalized daily, through:

• Controlled and monitored remote access
• Session visibility and auditability
• Defined roles in incident response and recovery
• Clear ownership and accountability

If a supplier is critical to restoring service, they must be part of the resilience model before an incident, not during it.

Resilience is defined under pressure

The true test of subsea cybersecurity is not policy; it is behavior during disruption.

Marine repair events illustrate this clearly. Under pressure:

• Access controls are often relaxed
• External actors are introduced
• Decisions are accelerated
• Standard processes are bypassed

These conditions increase cyber risk at precisely the moment when operational dependency is highest.

Leading operators recognize that repair windows are also cyber events, and plan accordingly, with predefined access controls, approval mechanisms, and validation processes.  Resilience is not theoretical. It is controlled execution under stress.

From compliance to operational readiness

Cybersecurity frameworks provide structure but they do not guarantee resilience.

Resilient organizations are defined by their ability to:

• Detect meaningful anomalies across identity, access, and management systems
• Make informed decisions quickly under pressure
• Coordinate effectively across internal teams and suppliers
• Restore services with confidence, and evidence

The shift required is from control presence to operational confidence.

The board-level question that matters

Executives do not need detailed technical expertise, but they do need clarity. The most important question is not whether controls exist, but whether they work when needed.

“If a critical management system or supplier access path were compromised today, how quickly would we know, and how confidently could we restore service?”

This question forces alignment across governance, technology, operations, and supplier management. It also exposes the difference between compliance and resilience.

The next decade will raise the stakes

Subsea infrastructure is becoming increasingly strategic and increasingly contested.

It underpins:

• Cloud and hyperscale platforms
• Financial and digital economies
• Government communications and national security
• AI-driven workloads and global data exchange

At the same time, advances in AI, automation, and supply chain complexity will accelerate both attacker capability and operational dependency.

Technology alone will not determine the outcome. The differentiator will be governance and operational discipline.

Redefining the asset

The future of subsea cybersecurity will not be secured by protecting the cable alone. It will be secured by protecting the operating model around it, identity, access, vendors, monitoring systems, and recovery processes. Subsea infrastructure has always connected continents. But in a digital-first world, the real challenge is no longer connectivity.

It is trust. And trust, in this context, is built on one thing: Proven resilience before it is needed.

The submarine cable industry is evolving rapidly. Join the industry in discussion at Submarine Networks EMEA 2027

Press Release

Government, industry and education unite to inspire the next generation of professionals who will build, maintain and protect critical digital & energy infrastructure  

While recent headlines have focused on the importance of protecting submarine cables, government and industry leaders gathered at London’s BT Tower this week to highlight another vital part of the story: the people who build, install, maintain, repair and protect the infrastructure that keeps the world connected. 

The UK’s Minister for Digital Economy, Baroness Lloyd, joined representatives from government, industry and academia to discuss how the UK can attract and develop the skilled workforce needed to support one of the world’s most important yet least visible industries. 

Subsea telecommunications cables carry more than 99% of intercontinental digital communications, enabling everything from financial transactions and cloud computing to international communications and global trade. Behind this infrastructure is a highly skilled workforce working both offshore and onshore, requiring a diverse skillset including mariners, engineers, technicians, environmental specialists, manufacturers, and project managers. 

Hosted by BT and delivered in partnership with the European Subsea Cables Association (ESCA), the International Cable Protection Committee (ICPC) and the SubOptic Foundation, the Subsea Cables Summer Reception brought together government, industry and education to explore how awareness of these careers can be increased and how the skills pipeline can be strengthened for the future.   

Opening the event, Baroness Lloyd, Minister for Digital Economy, and Gus Jaspert, Managing Director – Marine at The Crown Estate, highlighted the importance of developing the workforce that will support the UK’s future digital infrastructure. The Minister also met engineers, cable specialists and offshore professionals responsible for laying, repairing and protecting submarine cables, alongside members of ESCA’s NextGen Subgroup—a network of around 120 students and early-career professionals committed to encouraging the next generation into the sector.   

The event showcased the wide variety of careers available across the industry, demonstrating that there is no single route into the sector. Alongside graduate opportunities, speakers highlighted the importance of apprenticeships, vocational training and technical education in developing the workforce needed to support future digital connectivity.   

Baroness Lloyd, Minister for Digital Economy said: 

“Subsea cables are the hidden backbone of our economy and everyday lives, carrying the data that keeps people, businesses and public services connected. Building a resilient future for this critical infrastructure means investing not just in technology, but in the skilled people who install, maintain and protect it - and events like this are vital to inspiring the next generation to take up those opportunities.”

Gus Jaspert, Managing Director – Marine at The Crown Estate said:

“Subsea cables are a critical part of our national life and complex marine ecosystem. However, the infrastructure itself is only part of the story. Our resilience as a nation depends just as much on the people who operate, maintain, and restore these systems – sometimes in very difficult conditions. It is great to come together with partners from across this vital sector to champion their work, and underline the importance of encouraging young people to consider careers that will underpin our resilience and security for future generations.”

John Wrottesley, Executive Director of the European Subsea Cables Association, said:

“Subsea cables often make the headlines, but far less attention is given to the people who build, maintain, repair and protect them. If we want resilient digital infrastructure in the future, we need to invest in the workforce that makes it possible. That starts by inspiring more people to see this as an exciting, rewarding and globally important career.”

As demand for digital connectivity continues to grow, organisations across the subsea cable sector are working together with governments and education providers to raise awareness of the industry and encourage more people to pursue careers that will help underpin the resilience of the global digital economy.

The submarine cable industry is evolving rapidly. Join the industry in discussion at Submarine Networks EMEA 2027

News

The regulator is exploring whether the £2 billion merger between the fibre network players will harm competition

The Competition and Markets Authority (CMA) has announced it will move directly to the more in-depth Phase 2 of its competition review into the of nexfibre–Netomnia merger.

The decision follows requests from both nexfibre and Netomnia, both of whom are keen to see the process progress as quickly as possible.

“We requested a fast-track to Phase 2 to get to the right answer faster; ensuring due process, while recognising urgency. We look forward to continuing our constructive engagement with the CMA,” said Rajiv Datta, CEO of nexfibre. “This deal would create the scaled, sustainable alternative to the BT Openreach monopoly, something the UK market still lacks. Every day of delay reinforces the incumbent’s advantage and slows the progress of genuine competition.”

The £2 billion merger, announced in February, would see InfraVia, Liberty Global, and Telefónica – owners of Virgin Media O2 (VMO2) – acquire Substantial Group, the owners of fibre wholesaler Netomnia and ISP brand You Fibre.

Netomnia would be merged with the parties’ existing joint venture, nexfibre, bringing together two fibre networks planned to span a combined 8 million premises by the end of 2027.

This new entity – when considered alongside VMO2’s roughly 5.7 million premises passed with fibre and 10.5 million with legacy hybrid fibre coaxial technology – would create a ‘scaled, financially secure challenger’ to BT (Openreach) and unlock £3.5 billion of investment in the UK market, the companies claim.

The tie up immediately triggered a review from the CMA, with preliminary stages inviting the industry to comment on the deal beginning in April. This was expected to be followed by a Phase 1 review, a process typically taking around 40 days and designed to identify any obvious risks to competition.

Given that the tie-up in question combines two of the biggest players in the market, it seems highly unlikely that the deal would have passed this stage, hence it makes sense for the network operators to ask for an acceleration to the more detailed Phase 2.

The largest point of criticism of the deal comes from the not-insignificant overlap of Netomnia’s fibre footprint and that of nexfibre. According to a report from PointTopic, around 832,000 premises could overlap, leading to “reduced infrastructure-level competition, less aggressive pricing or promotional activity over time, lower pressure for network upgrades and service innovation, and reduced long-term competitive tension between independent fibre builders.”

CityFibre, which had been attempting to acquire Netomnia itself, has argued that the deal will “significantly reduce competition and the choice available to consumers, as well as force hundreds of thousands of Netomnia customers back to VMO2”.

These concerns are unlikely to sink the deal entirely but could prompt remedies from the CMA, including stronger wholesale pricing requirements that will ensure prices are controlled for customers.

“A timely resolution is likely to be important given risks of finance deals dissipating, and even sellers’ heads being turned by alternative offers from CityFibre, although securing the finance to beat the nexfibre offer won’t be an easy feat,” Karen Egan of Enders Analysis noted in a LinkedIn post.

The deadline for the Phase 2 review is mid-December, though discussions about potential remedies could prolong the process.

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