Telecom
WATRA Secretary sees Resilience as a Critical Link in West Africa’s Digital Economy
Aliyu Aboki, Executive Secretary of WATRA has applauded the outcome of the International Submarine Cable Resilience Summit 2026 in Porto, Portugal, where infrastructure operators, regulators, financiers, and global institutions agreed that resilience is no longer a technical concern but an economic one. According to him, “for West Africa, this conversation is not theoretical.
It is immediate and consequential. The region, with a combined GDP of over $800 billion, is undergoing rapid digital transformation. Its digital economy—spanning fintech, e-commerce, digital services, and connectivity—has been estimated to contribute between $100 billion and $150 billion in economic activity annually, with strong growth prospects.
“Across the region, digital platforms are helping to overcome long-standing infrastructure constraints, boost productivity, attract investment, and create jobs. But this transformation rests on a fragile foundation. In March 2024, a series of submarine cable disruptions along the West African coast exposed a critical vulnerability at the heart of this emerging digital economy.
“For several hours—and in some cases days—connectivity was degraded across multiple countries. Banking systems slowed, digital platforms experienced outages, and businesses reliant on cloud infrastructure faced significant operational disruption. The incident was not unprecedented. According to the International Cable Protection Committee, most submarine cable faults globally result from fishing activity, anchoring, or natural seabed movement. What made the West African disruption different was its scale. Multiple cables serving the region were affected simultaneously, sharply reducing available bandwidth and overwhelming existing redundancy”.
Mr. Aboki, explained that West Africa is served by several major international systems, including West Africa Cable System (WACS), Africa Coast to Europe (ACE), and MainOne Cable. These systems collectively provide significant international capacity. Yet their routing patterns and landing configurations meant that a single disruption could affect multiple systems at once. In the aftermath, internet traffic in affected countries fell sharply—by some estimates more than 50 percent—while latency increased and service quality deteriorated. Restoration timelines varied, but in some cases took several days, highlighting both physical repair constraints and administrative bottlenecks. For policymakers and investors, the implications are clear. Submarine cables are not simply telecommunications infrastructure. They are foundational to economic activity.
He noted that more than 95 percent of global internet traffic travels through submarine cables, a statistic consistently emphasized by the International Telecommunication Union. “In West Africa, where digital adoption is accelerating rapidly, the reliability of these systems is directly linked to economic performance. Outages translate into lost transactions, reduced productivity, and weakened investor confidence. At the Porto Summit, I reflected that this discussion is particularly important for West Africa, where the digital economy is emerging as a powerful driver of growth—helping to overcome physical infrastructure gaps while creating new pathways for inclusion and opportunity. But without resilient connectivity, that momentum cannot be sustained. Historically, resilience has been treated as a secondary consideration—something addressed after deployment rather than embedded at the point of investment. That approach is no longer tenable”.
“Across global discussions, including those involving the World Bank, there is growing recognition that digital infrastructure must be approached through the lens of long-term risk and sustainability. Resilience shapes risk premiums, insurance costs, and financing decisions. Where it is poorly defined, it is treated as an additional cost. Where it is clearly linked to reduced downtime and operational continuity, it becomes a value proposition—one that can unlock capital. For underserved regions, this distinction is critical.
“The challenge is not simply to build more cables, but to build systems that are financeable, durable, and regionally coherent. The 2024 disruptions also exposed a structural mismatch. Submarine cable networks are regional in operation, but governance remains largely national. Permitting processes differ.
Emergency response procedures are not harmonised. Cable protection regimes vary in enforcement. This fragmentation introduces risk. When outages occur, delays in customs clearance, port access, and inter-agency coordination can extend repair timelines. For investors, these uncertainties translate directly into higher cost of capital.
Addressing this requires a shift in perspective. Submarine cable resilience must be treated as a regional public good, supported by coordinated policy frameworks. In West Africa, this has reinforced the importance of regulatory alignment through WATRA, which brings together telecommunications regulators from 16 member states. The focus is not centralisation, but coordination—ensuring that critical aspects of resilience are addressed consistently across jurisdictions.
This includes:
- Streamlined and predictable landing and permitting processes
- Stronger cable protection frameworks aligned with international best practice
- Pre-agreed emergency protocols for repair operations
- Improved data sharing on outages and restoration timelines
These are not technical fixes. They are regulatory interventions with economic consequences.
Equally important is the need to embed resilience at the design stage of new investments. This means prioritising true route diversity, avoiding correlated risk, and aligning regulatory approvals with resilience objectives. West Africa’s experience is not unique. Similar vulnerabilities exist across emerging markets and small states.
What is changing is the recognition that resilience is central to the economics of connectivity. For West Africa, the stakes are particularly high. The region’s digital economy is expanding rapidly, driven by fintech, mobile broadband, and digital entrepreneurship. These sectors depend on infrastructure that remains largely invisible—until it fails.
Submarine cable repairs in the region are inherently costly. A single repair is typically estimated at around $1.5–2 million, with vessel mobilisation from distant bases such as Cape Town accounting for a significant share of the expense. In more complex cases—particularly where multiple cables are affected—costs can rise to as much as $8 million. Limited availability of specialised repair vessels in Africa further compounds the challenge, contributing to longer restoration timelines compared to global benchmarks.
The 2024 disruptions were a stress test. They exposed weaknesses, but also created momentum for reform. If resilience is embedded into policy, design, and financing frameworks, West Africa can build a more robust foundation for digital growth.
What is often overlooked is that resilience is not only about infrastructure—it is about livelihoods. It is what allows a 24-year-old graduate running a furniture business on Instagram in Lagos to continue fulfilling orders without interruption. It is what enables a small-scale grocery distributor in Surulere, relying on digital payments, to keep transactions flowing even when networks are under strain.
At a larger scale, banks processing millions of daily transactions, logistics companies coordinating cross-border supply chains, and telecom operators delivering data services all depend on uninterrupted connectivity. When resilience fails, the cost of downtime is immediate—lost revenue, disrupted trade, and weakened confidence. Resilience, in other words, connects the informal trader, the small business owner, and the multinational enterprise in the same economic chain.
What distinguishes the West African context is that, for many participants in this economy, disruptions translate directly into lost income with limited buffers. Unlike more mature markets, where redundancies and institutional safeguards can cushion short-term shocks, much of the region’s digital economy operates in real time, with little margin for interruption. Resilience therefore does not simply protect submarine cables—it underpins economic continuity.
Samsung Electronics has laid off hundreds of employees in its United States consumer electronics business as part of a headquarters relocation from New Jersey to Texas, amid mounting pressure on its mobile and home appliance divisions.
The South Korean technology giant said Samsung Electronics America (SEA) would relocate its headquarters to Texas, a move affecting 739 positions in Englewood Cliffs, New Jersey.
The company said most affected employees had been offered relocation packages, while others were laid off.
In Plano, Texas, about 100 employees, including workers in Samsung’s mobile division, were also dismissed, according to a source familiar with the development.
Samsung said the relocation could lead to workforce changes involving employees unable to relocate and the restructuring of certain functions to align with business priorities.
Documents cited by Reuters indicated that affected employees were informed on June 30 of an enterprise-wide workforce reduction that would have a significant impact on staff.
Several employees also disclosed their departures through posts on LinkedIn, including senior sales and marketing executives based in Texas and New Jersey.
The layoffs come despite Samsung’s semiconductor division recording strong growth driven by rising global demand for artificial intelligence (AI) chips.
The company recently projected a 19-fold increase in second-quarter profit, supported by booming AI-related chip sales, and announced plans to invest hundreds of billions of dollars in expanding chip manufacturing.
However, Samsung’s consumer electronics business continues to struggle with higher semiconductor costs and increasing competition.
Its mobile division is expected to record its first-ever operating loss as it faces stiff competition from Apple, while Chinese brands, including TCL and Hisense, continue to gain market share in the television and home appliance segments.
Industry observers say the contrasting performance highlights Samsung’s growing reliance on its semiconductor business as consumer electronics revenues weaken.
Samsung denied reports of a broader global restructuring, insisting there was no company-wide overhaul of its consumer products division.
According to the company, relocating its U.S. headquarters is intended to improve collaboration and strengthen operations within Texas’ expanding technology and AI ecosystem.
Texas has increasingly attracted major technology companies due to its lower taxes and business-friendly environment, with firms such as Tesla and Oracle also relocating significant operations to the state.
Samsung already operates semiconductor manufacturing facilities in Texas, alongside its mobile operations hub in Plano.
As of the end of 2025, Samsung Electronics employed about 11,770 workers across the United States, including staff in its semiconductor business.
Meanwhile, Samsung SDS America, the company’s IT services affiliate, has also notified authorities that 179 positions could be affected by the relocation of its North American headquarters, although Samsung said the move was unrelated to layoffs or corporate restructuring.
Telecom
NCC Urges African Unity Ahead of ITU 2026 Conference, Calls for Stronger Telecom Collaboration
Nigerian Communications Commission has urged African countries to adopt a unified and technically coordinated position ahead of the 2026 International Telecommunication Union Conference, saying stronger regional collaboration is essential for the continent to influence global telecommunications and digital economy policies.
The Executive Vice-Chairman of the NCC, Dr Aminu Maida, made the call on Monday in Abuja while declaring open the African Telecommunications Union Conference Preparatory Committee meeting.
Maida said Africa must strengthen cooperation to shape global telecommunications and digital economy policies, noting that the two-day meeting was expected to produce greater continental alignment ahead of ITU 2026, establish practical collaboration mechanisms between conferences and sustain Africa’s technical participation in ITU processes.
“Preparation is not a procedural step; it is the place where coherence is built,” he said. “Africa must prepare together, work together and arrive at global forums with solutions that are both coherent and technically compliant.”
He said the committee would review the ATU’s activities between 2023 and 2026 and prepare agenda items, resolutions, decisions and recommendations for the 18th Conference of the Union.
According to him, while the forthcoming ATU conference will determine the direction of the continental body, the ITU conference will shape global telecommunications leadership and priorities.
Maida stressed that Africa’s influence at international forums would depend less on the size of its delegations than on the quality of its preparation, the coherence of its positions and consistency in advancing them.
He identified spectrum management, artificial intelligence governance, data protection, universal access, cybersecurity and digital infrastructure development as priority areas requiring stronger collaboration among African countries.
“No administration can address these challenges effectively in isolation. Our regulatory cooperation must therefore become more continuous, more technical and more institutionalised,” he said.
The NCC boss also called for greater support for African experts to participate actively in technical discussions where international standards and frameworks are developed.
“Our objective in Africa is not to resist global standards. It is to help shape standards that are globally sound and sufficiently informed by African realities,” he added.
He commended the leadership of the African Telecommunications Union for strengthening the coordination of Africa’s positions at the ITU and other international platforms.
Maida reaffirmed Nigeria’s commitment to supporting the ITU process through technical expertise, regulatory experience sharing and peer learning among African administrations.
Earlier, the Permanent Secretary of the Federal Ministry of Communications, Innovation and Digital Economy, Nadungu Gagare, described the meeting as critical to advancing Africa’s digital transformation agenda.
He said the committee’s recommendations would provide the foundation for decisions at the forthcoming ATU Conference of Plenipotentiaries and expressed confidence that the deliberations would strengthen the union’s capacity to promote inclusive and sustainable digital development across the continent.
“As we navigate an era of rapid technological advancement and digital innovation, the importance of collaboration among member states has never been greater,” Gagare said.
Also speaking, the Secretary-General of the ATU, John Omo, said the Conference Preparatory Committee plays a vital role in processing documents and proposals ahead of the main conference to enable member states to adopt common positions.
Omo disclosed that the union’s membership had increased from 49 to 52 countries, while associate membership had risen from 50 to 56, with 18 African academic institutions now participating in its activities.
He said the ATU had recorded progress in broadband development, satellite communications, spectrum coordination, internet governance, rural broadband, standardisation and digital infrastructure resilience.
However, he expressed concern over irregular financial contributions by some member states, warning that predictable funding remained essential for implementing the union’s programmes effectively.
Omo added that the forthcoming conference would elect members of the Administrative Council and a Secretary-General for the 2027–2031 tenure.
He commended the Federal Government, the NCC and the Ministry of Communications, Innovation and Digital Economy for hosting the preparatory meeting, which brought together representatives of African countries, academia, sector members and development partners to discuss the continent’s telecommunications and digital future.
News
NITDA Communications Director Hadiza Umar Named in 2026 PR Power List, Graces Glazia Magazine Cover
Mrs. Hadiza Umar, Director of the Corporate Communications and Media Relations Department at the National Information Technology Development Agency (NITDA), has been officially recognised as one of Nigeria’s top public relations professionals in the prestigious 2026 PR Power List.
The definitive annual list, compiled by GLG Communications in partnership with The Guardian, was unveiled to commemorate World PR Day.
It celebrates 50 outstanding professionals within Nigeria and the diaspora whose strategic communication strategies have significantly shaped organisations, influenced public discourse, and advanced the profession over the past 12 months.
Adding to the momentous milestone, Mrs. Umar was hit with a major surprise at the exclusive PR Power List Soirée and Awards ceremony held at the Alliance Française in Ikoyi, Lagos, where she was unveiled as a front-cover personality for the Glazia Magazine PR Power List Special Issue.
The double recognition highlights her exceptional distinction and impact in public sector communications and narrative management.
Speaking on the dual achievement, Mrs. Umar expressed profound gratitude for the honours, describing the magazine cover appearance as a breathtaking surprise.
“I am deeply humbled and honored to be recognized on the 2026 PR Power List and to feature on the cover of Glazia Magazine alongside other exceptional industry titans,” Umar said.
“This milestone is a testament to the enabling environment and visionary leadership of the Director General of NITDA, Kashifu Inuwa Abdullahi, CCIE, which has allowed us to strategically drive the narrative of Nigeria’s digital economy and technological innovation.”
Mrs. Umar, a highly respected corporate communications strategist, holds professional fellowships in the Nigerian Institute of Public Relations (Chartered), the African Public Relations Association (APRA), and the Institute of Corporate Administration (CICA).
Under her supervisory role, NITDA’s media relations have consistently projected national information technology frameworks, start-up support frameworks, and digital literacy initiatives, to position Nigeria competitively on the global stage.
The 2026 PR Power List selection process involved a rigorous, independent evaluation led by a distinguished international jury.
The organisers noted that the class of 2026 represents professionals raising the standard of strategic communications and introducing new ideas to the industry.
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