Telecom
Addressing The Urban/Rural ICT Divide
ITU is about to publish its updated ICT database shortly. The headline figures of 3.2 billion people online / 4.2 billion people offline are well-known, highlighting the substantial international digital divide.
Another important issue within countries is the rural/urban digital divide, the domestic digital divide most often referred to, in addition to the gender digital divide or differences in Internet access between different communities or minorities.
I recently had the pleasure of addressing the Commonwealth Telecommunication Organization (CTO) ICT Ministers Forum 2016 on this vital topic.
This Forum, the second hosted by CTO, benefitted from the presence of Ministers, Permanent Secretaries, Heads of regulatory agencies of 20 countries, over 130 delegates and a range of industry partners including Inmarsat, Avanti, Huawei, BT and Facebook.
The Forum debated a broad spectrum of far-ranging and topical subjects including ICT regulation, universal service, broadband strategies, cybersecurity and Internet governance.
Why does the rural/urban digital divide arise? Evidence suggests that it comes about as the result of a complex interplay of factors on both the supply and the demand side (“The State of Broadband 2015” report).
On the demand side, lack of purchasing power, literacy and socio-cultural factors can all play a role in hampering demand for telephony or Internet services, as well as lack of relevant content in local or indigenous languages.
On the supply side, the market structure, population density, network coverage and local business models can all contribute to making telecommunication services unavailable or unreliable.
A report prepared for ITU last year by the consultancy Analysys Mason explores the cost behavior involved in extending networks nationwide in TFYR of Macedonia, and found that the cost of coverage rises sharply after around 40% household coverage with fibre (roughly corresponding to Macedonia TFYR’s urban population of around 57%), making it commercially infeasible to extend coverage of FTTH and FTTC much beyond 44% of households for that country. In countries with higher urban populations, the proportion of households which are commercially feasible to cover is likely to be higher.
So what’s to be done about the urban/rural divide? Many of the conditions for an ‘enabling environment’ are by now well-known, although a challenging range of different regulatory environments exist in different countries.
164 ITU Member States have now established an ICT regulator, and a higher number have introduced competition in the mobile market.
Best practice guidelines for telecom regulators are published regularly each year at ITU’sGlobal Symposium for Regulators (GSR)event, but broadly speaking, regulators should engage in regular consultations and benchmarking, with an open approach and the encouragement of new technologies (such as VoIP), and work with the industry and other major stakeholders to resolve potential issues quickly as they arise (on topics such as roaming fees, OTTs, FDI, interconnection, taxation, depending on the country and/or region).
With regards to universal service, a range of different policy options are also available, including legal requirements,Universal Service Obligations, license conditions and or Universal Service Funds (USFs).
It can also be helpful to include universal service for remote and rural areas in the National Broadband Plan.
The figure below shows the range of different options available to ITU Member States, according to a recent survey undertaken by the BDT.
For the CTO, nearly half (26 countries or 49%) of all Commonwealth countries have an operational USF.
A slightly higher proportion (31 countries or 59%) of all Commonwealth countries have included broadband in their definition of Universal Access or Service.
Despite these well recognized policy frameworks, the urban/rural digital divide persists and is becoming more evident.
This is a critical area that needs to be addressed if we are to achieve the 2030 development agenda, as without connecting the 4 billion people currently unconnected it will in impossible to implement the 17 SDGs.
Many organisations are working to bridge this gap, including CTO and ITU.
But more needs to be done to collaborate, pool resources and avoid duplication. This is itself a huge challenge.
Thanks to the close relationship that exists between CTO and ITU, our two organisations can continue to work together to help bridge this gap.
Malcolm Johnson (@ITU_DSG) was elected ITU Deputy Secretary General at the ITU Plenipotentiary Conference 2014 in Busan, Republic of Korea. Mr. Johnson was elected as Director of ITU’s Telecommunication Standardization Bureau at the ITU Plenipotentiary Conference in 2006 in Antalya, Turkey and was re-elected at the ITU Plenipotentiary Conference 2010 in Guadalajara, Mexico
ntel, has officially moved away from its traditional voice and data business, unveiling a major transformation that will see it focus on digital infrastructure, artificial intelligence and technology-driven services.
As part of the consolidation process, ntel unveiled The Next Frontier, a transformation agenda planned to see the firm transform into an integrated digital infrastructure, connectivity and real estate enterprise.
Its new focus is a now BET Agenda – anchored on three growth pillars, Beam, Eden, and Titan and the drivers said that the strategy reflected ntel’s commitment to creating new opportunities through technology innovation, infrastructure development, and strategic asset optimisation.
The launch comes as ntel continues its journey towards regaining spectrum assets, while actively leveraging strategic partnerships to redefine innovation in the telecommunications industry and unlock new pathways for growth.
Built on the company’s BET Agenda – anchored on three growth pillars, Beam, Eden, and Titan – the strategy reflected ntel’s commitment to creating new opportunities through technology innovation, infrastructure development, and strategic asset optimisation.
The launch comes as ntel continues its journey towards regaining spectrum assets, while actively leveraging strategic partnerships to redefine innovation in the telecommunications industry and unlock new pathways for growth.
The company also showcased a portfolio of initiatives designed to strengthen its position as a future-focused infrastructure platform.
Under Beam, ntel announced the launch of WakaGo, a global e-SIM solution that delivers seamless connectivity for international travellers, alongside AirFibre, a high-speed fixed wireless broadband service designed to provide reliable internet access for businesses.
Under Titan, the company highlighted its growing infrastructure business focused on tower development, fibre connectivity, duct infrastructure, colocation services, and infrastructure sharing solutions that enable operators, enterprises, and technology providers to expand efficiently and sustainably.
A major highlight of the launch was Eden, ntel’s real estate development platform, which is transforming NatCom’s extensive property portfolio into high-value commercial and residential developments.
To further push its transformation, the company unveiled three flagship projects. They are Eden Place, a premium multi-storey commercial development in Lagos’ prime business district.
There is also Nova Place, a modern commercial development strategically located within Port Harcourt’s growing technology and business hub.
Terenna Court, a premium multi-storey residential apartment development in Abuja.
Together, these projects demonstrate ntel’s ambition to unlock the full potential of its real estate assets through strategic partnerships, innovative design, and long-term value creation.
Speaking at the unveiling of The Next Frontier, Soji Maurice-Diya, managing director/chief executive officer, NatCom Development and Investment Limited (trading as ntel), described the initiative as far more than a business transformation strategy.
According to him, it represents the company’s commitment to building an integrated ecosystem that connects people, empowers businesses, drives digital inclusion, and creates sustainable economic value for Nigeria.
Airtel Africa Foundation, through Airtel Nigeria, has reaffirmed its commitment to developing Nigeria’s future workforce with a high-impact virtual masterclass designed to equip young people with the practical skills required to thrive in an increasingly technology-driven economy.
The Initiative, held to commemorate World Youth Skills Day 2026, themed “Skills for a Shared Future – The NextGen Advantage,” presented a platform on which experienced Airtel professionals provided mentorship and coaching to undergraduates, interns, and recent graduates for the current realities of formal work environments.
Organised on the auspices of the Airtel Employee Volunteer Programme (EVP), by which staff donate their time and expertise towards social programmes, the 90-minute virtual masterclass, which was attended by over 400 undergraduates and young professionals, extended the reach of the Foundation’s education and youth development programmes.
Speaking on the initiative, Chief Executive Officer of Airtel Nigeria, Dinesh Balsingh, said investing in young people remains one of the most impactful ways to build Nigeria’s future economy.
He said, “The future of work is changing faster than ever before, and success will increasingly belong to those who are equipped with the right skills, the right mindset, and the confidence to adapt. As an organisation, we believe that empowering young people with practical digital and professional capabilities is an investment in Nigeria’s future competitiveness.
Through our Employee Volunteer Programme, our people are sharing not just knowledge, but real industry experience to help shape careers, unlock opportunities, and prepare the next generation to lead in a digital world.”
Unlike traditional career seminars, the masterclass adopted an interactive learning model that offered participants the option to select specialised breakout sessions aligned with personal interests and career aspirations.
In his keynote remarks titled The Next Gen Advantage, Director, Corporate Communications and CSR, Airtel Nigeria, Femi Adeniran, noted that the future will be shaped by the skills to transform great ideas into impactful solutions.
He summed up the pathway to a future-ready career into five actions, namely learning continuously, solving problems, building a digital reputation, embracing Artificial Intelligence, and developing human skills.
“Technical knowledge remains important, but employers today are equally looking for adaptability, collaboration, communication, digital confidence, and the ability to learn continuously,” he said.
In the first general session titled Your Network is Your Net Worth, Adebimpe Ayo-Elias, Director, Human Resources and Administration, Airtel Nigeria, charged attendees to build character. The second general session themed Your Money, Your Future, delivered tips on budgeting and financial discipline was facilitated by Olakunbi Osigbesan, Head, Treasure, Smartcash PSB.
Following the general sessions were five breakout rooms, in which attendees were offered curated guides designed to develop contemporary workplace competencies.
The first session, Digital Transformation and Growth, led by Oyebowale Akideinde, General Manager, Digital and Innovation, Airtel Nigeria, presented a mechanism to leverage digital platforms for visibility and opportunity creation.
The CV Clinic and Interview Masterclass, which was led by Chidera Okoye, HR Outsourcing Lead, Airtel Nigeria, discussed practical recruitment strategies, including applicant tracking system (ATS)-friendly CVs, and the STAR interview framework.
A third session on Communication and Personal Branding, delivered by Sam Adeoye, Head, Public Relations, Airtel Nigeria, focused on value presentation, executive communication, and earned visibility, built on “V.I.R.A.L.”, a mnemonic device created for the attendees by the facilitator.
The programme also featured a dedicated session titled AI as Your Superpower, presented by Ezenwa Agbanusi, IT Governance Executive at Airtel Nigeria, in which participants discussed prompt engineering and AI-powered tools for enhanced learning, creativity, and workplace performance.
Corporate Social Responsibility Lead at Airtel Nigeria, Victoria Ndu, led the fifth breakout room on Emotional Intelligence, with a guide on building a high emotional intelligence quotient (EQ) for improved workplace and business performance.
By connecting future professionals directly with industry experts, the company continues to support the development of a workforce equipped to participate meaningfully in Nigeria’s rapidly evolving digital economy and contribute to shared prosperity.
U.S. ride-hailing giant Uber has agreed to acquire German food delivery company Delivery Hero in a deal valued at €12.7 billion ($14.6 billion), marking one of the largest transactions in the global food delivery industry.
Uber
The companies announced the agreement on Thursday, with Uber offering €41.50 per share for Delivery Hero, a Berlin-based company that has grown into one of the world’s largest online food delivery platforms.
Despite the announcement, Delivery Hero’s shares declined by 0.5 per cent in Frankfurt trading to €37.90.
Founded in 2011, Delivery Hero operates in more than 60 markets across Asia, Europe, Latin America and the Middle East.
The company has expanded beyond traditional restaurant delivery services into quick commerce, providing rapid delivery of groceries and other consumer goods.
Under the agreement, Uber will acquire Delivery Hero’s operations in 50 markets globally.
As part of the transaction, U.S.-based investment firm SSW Partners will acquire Delivery Hero’s businesses in 14 additional markets where the German company and Uber currently compete. The transaction is valued at approximately €1.4 billion.
Delivery Hero Chief Executive Officer and co-founder, Niklas Östberg, said the partnership would strengthen the company’s long-term growth by combining its local market expertise with Uber’s global technology and delivery platform.
“Uber’s global mobility and delivery platform and our shared commitment to innovation make this the right partnership to build on Delivery Hero’s strengths in local food delivery and quick commerce,” Östberg said.
Uber Chief Executive Officer, Dara Khosrowshahi, said the acquisition would expand the company’s delivery operations while creating new opportunities for merchants, consumers and delivery workers.
“A merger would extend affordable, reliable delivery to many millions more people in some of the world’s most dynamic economies, while creating more opportunities for merchants and couriers,” he said.
Delivery Hero’s management has unanimously recommended that shareholders approve the offer.
The companies said the transaction remains subject to shareholder approval and regulatory approvals, with completion expected in the second half of 2027.
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