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Cable & Wireless Communications

Cable & Wireless Communications Plc was a British multinational telecommunications company focused on providing fixed-line, mobile, broadband, voice, data, and video services, primarily operating in the Caribbean, Panama, and parts of Latin America. Formed on 26 March 2010 through the demerger of the consumer operations from Cable & Wireless plc, it served approximately 10 million subscribers across 18 markets with quad-play offerings supported by over 42,000 km of fibre optic networks and extensive submarine cables.^[1] The company's heritage traced back to 19th-century telegraph infrastructure in the region, beginning with entities like the West Indies and Panama Telegraph Company established in the 1870s, evolving into a key provider of international communications via cable and wireless technologies by the early 20th century.^[2] Under Cable & Wireless Communications, it maintained a dominant position in markets such as Jamaica, Barbados, the Bahamas, Trinidad and Tobago, and Panama, delivering business solutions in 27 markets and wholesale connectivity across 42 countries.^[1] A pivotal event was its acquisition by Liberty Global plc, completed in May 2016 for an enterprise value of approximately $7.4 billion, which integrated its assets into Liberty Latin America following a subsequent spin-off in 2018.^[3] This transaction highlighted the company's strategic value in emerging telecom markets, built on decades of infrastructure investment that facilitated regional connectivity and economic development.^[2]

Historical Foundations

Submarine Cables and the Eastern Telegraph Company (1852–1901)

The origins of what would become Cable & Wireless trace to mid-19th-century British initiatives to establish submarine telegraph cables linking the United Kingdom to the Americas and India, driven by commercial and imperial communication needs. Financier John Pender, leveraging profits from cotton trade, invested heavily in these ventures, serving as a director in the Atlantic Telegraph Company formed in 1856 to pursue transatlantic links.^[4] The first such attempt occurred in 1858, when a cable spanning approximately 2,000 miles from Valentia Island, Ireland, to Trinity Bay, Newfoundland, was successfully laid using HMS Agamemnon and USS Niagara; initial messages, including greetings from Queen Victoria to President James Buchanan, transmitted at speeds of 2-5 words per minute before insulation failure rendered it inoperable after three weeks. Persistent challenges, including cable breaks from shipboard stress and seabed snags, delayed reliable service until 1866, when the larger SS Great Eastern deployed an improved cable—featuring seven copper strands insulated with gutta-percha and armored with iron wires—completing the Valentia to Heart's Content, Newfoundland, route on July 27, operating at up to 8 words per minute and enabling sustained transatlantic telegraphy. Concurrent efforts targeted the eastern imperial route to India, bypassing unreliable overland paths through Ottoman territories. Pender-backed firms laid segmental cables across the Mediterranean (e.g., 1857 Malta to Corfu) and into the Red Sea by 1865, culminating in the 1870 British Indian Submarine Telegraph Company's 1,300-mile cable from Gwadar (near Bombay) to Suez, spliced with existing links to complete the UK-India chain and reduce transmission time from weeks to hours.^[5] These projects faced similar engineering hurdles, such as frequent breaks during laying—over 80% of early attempts failed—and signal degradation from electrostatic capacitance in long gutta-percha-insulated conductors, which slowed speeds and required precise core sizing (e.g., 400-pound copper per mile in Atlantic cables).^[6] Gutta-percha, sourced from Southeast Asian trees, was critical for its superior insulation properties—non-conductive, waterproof, and resilient to pressure—though supply constraints and manufacturing inconsistencies often led to faults from air bubbles or impurities.^[7] In 1872, Pender consolidated his holdings—amalgamating the Falmouth, Gibraltar & Malta Telegraph Company (Mediterranean segments), Marseilles, Algiers & Malta Telegraph Company, British Indian Submarine Telegraph Company, and others—into the Eastern Telegraph Company, headquartered in London with operations centered at Porthcurno, Cornwall.^[8] This entity controlled over 15,000 miles of cable by the 1880s, prioritizing the all-British route via Gibraltar, Malta, Alexandria, Suez, Aden, and Bombay, while incorporating technical advances like compound loading machines to minimize breaks and testing protocols to detect insulation weaknesses pre-laying.^[9] By 1901, the company had extended networks to Australia, China, and the Far East, underpinning global trade by handling 75% of UK overseas telegrams, though transatlantic operations remained largely under separate Anglo-American firms until later associations.^[10]

Integration of Wireless Technology and Formation of Cable & Wireless Ltd (1901–1945)

The advent of wireless telegraphy disrupted the submarine cable monopoly held by companies like the Eastern Telegraph Company. Guglielmo Marconi's transatlantic radio signal from Cornwall to Newfoundland in 1901 highlighted radio waves' potential for long-distance communication without physical infrastructure, prompting initial resistance from cable interests over concerns of interception and unreliability.^[2]^[11] By the mid-1920s, Marconi's shortwave innovations enabled cheaper, faster transmission—reducing costs to a penny per word across the British Empire—and captured 65% of Eastern Telegraph's traffic by 1929, forcing adaptation to maintain competitiveness.^[11] To integrate radio with cables, the Eastern Telegraph group merged with Marconi's Wireless Telegraph Company on April 8, 1929, creating Imperial and International Communications Ltd for operational assets and Cable and Wireless Ltd as the holding company; this rationalized overlapping services, cut the board from 22 to 14 members, and reduced workforce by 13%.^[12]^[11] The merger combined cable reliability with wireless speed and resilience, addressing cable vulnerabilities like physical severance while leveraging directional beam technology to mitigate radio's interception risks. On May 24, 1934, Imperial and International Communications was renamed Cable & Wireless Ltd, formalizing the hybrid model.^[12] World War I accelerated wireless adoption, as enemy sabotage severed cables—such as German links across the Atlantic—and overloaded surviving lines, prompting reliance on radio for supplementary telegraphy and reducing dependency on cable-only routes.^[11] In the interwar era, Cable & Wireless expanded shortwave beam stations under the Imperial Wireless Chain, with initial Britain-to-Canada links operational by 1927 and subsequent stations in Australia, India, New Zealand, and South Africa enabling empire-wide voice and telegraph services at lower costs than cables.^[13] The 1938 Imperial Telegraphs Act transferred government-owned Beam Radio assets to the company, enhancing its global radio footprint.^[12] During World War II, operating from 146 locations worldwide, Cable & Wireless provided critical secure communications for Allied forces amid widespread cable disruptions, including Mediterranean severances upon Italy's 1940 entry and German cable cuts in 1939; wireless systems supported operations in North Africa (1942) and Italy (1943).^[11]^[12] A bombproof receiving station at Porthcurno, Cornwall, completed on May 31, 1941, ensured operational continuity under aerial threat, underscoring wireless's proven resilience over cables in contested environments.^[12]

Era of State Control and Market Reforms

Nationalization, Post-War Challenges, and Initial Privatization (1945–1980)

In 1947, the Attlee Labour government nationalized Cable & Wireless, integrating it into the General Post Office as the primary entity responsible for international telecommunications services. This occurred on January 1, following the Cable and Wireless Act 1946, which vested the company's assets and operations under public ownership to align with post-war efforts to centralize control over strategic infrastructure amid Britain's economic reconstruction.^[12] The nationalization preserved C&W's role in managing submarine cables and wireless links to overseas territories, but subjected it to bureaucratic oversight within the Post Office, limiting autonomous decision-making on investments and pricing.^[2] The post-war era presented operational challenges, including the repair of wartime-damaged networks and adaptation to decolonization, which shrank imperial markets while shifting focus to emerging Commonwealth ties. Under state control, C&W faced rigid government directives that prioritized subsidized services over rapid technological upgrades, contributing to delays in modernizing infrastructure compared to privately driven counterparts in the U.S., such as AT&T, which invested heavily in microwave and early satellite relays. Regulated tariff structures, set to ensure affordability rather than competitiveness, stifled incentives for efficiency, as revenues were funneled through public budgets prone to fiscal constraints during Britain's 1950s-1960s balance-of-payments crises. By the 1960s, the advent of geostationary satellites via INTELSAT eroded demand for traditional cable routes, with satellite circuits capturing growing transatlantic voice traffic at lower marginal costs, yet nationalized status hampered C&W's agility in hybrid cable-satellite systems.^[14] Profitability held in absolute terms—reaching £28 million pre-tax in 1975—but stagnated relative to global telecom growth, as state monopoly insulated C&W from market pressures while imposing cross-subsidies for unprofitable routes.^[15] Service quality metrics, such as circuit reliability and expansion rates, lagged private benchmarks; for instance, Post Office integration delayed digital signaling trials evident in U.S. networks by the mid-1970s, reflecting causal inefficiencies from bureaucratic procurement over entrepreneurial risk-taking. These issues fueled parliamentary debates on denationalization by 1976, with critics arguing public ownership engendered complacency amid rising competition from satellites and deregulated foreign carriers.^[15] By 1980, mounting evidence of underinvestment—manifest in deferred cable maintenance and slow bandwidth scaling—underscored the need for structural reform, setting the stage for the Thatcher government's push toward market-oriented changes. The inefficiencies of state control, contrasted with private sector dynamism, highlighted how regulatory capture and absence of profit-driven incentives had curtailed innovation, prompting initial steps toward separation from domestic Post Office functions in preparatory legislation.^[16]

Global Expansion and Deregulation Benefits (1981–2006)

The initial privatization of Cable & Wireless commenced in October 1981 with the public sale of shares, marking a shift from state ownership and enabling the company to tap into private capital for expansion, with full privatization achieved by 1985 apart from a retained government "golden share."^[11]^[17] This London Stock Exchange flotation freed the firm from bureaucratic constraints, allowing market-driven decisions that prioritized profitability and infrastructure investment over political directives.^[18] Privatization facilitated targeted acquisitions in high-growth regions. In 1984, Cable & Wireless acquired Hong Kong Telephone, subsequently raising its stake to 58.5% by 1990, a move that contributed roughly half of the company's overall profits through expanded domestic and international services.^[11] Caribbean operations strengthened via a 79% stake in Telecommunications of Jamaica by 1990, enhancing regional dominance in voice and data traffic.^[11] Australian market entry advanced with a $735 million investment for an additional 24.5% in Optus Communications in 1997, bolstering mobile and fixed-line capabilities amid liberalization.^[11] Deregulation spurred technological upgrades, particularly in fiber-optic infrastructure. The company laid a fiber-optic link to China in 1991, doubling transmission capacity and enabling higher-volume data flows essential for emerging global networks.^[11] Participation in 1989 transatlantic fiber-optic cables further integrated international backbones, reducing reliance on legacy copper systems and supporting scalable bandwidth for business and early internet applications.^[11] These investments, funded by private equity, yielded efficiency gains by minimizing signal degradation and operational costs compared to state-era maintenance.^[19] Market forces post-privatization linked shareholder oversight to operational reforms and innovation. Profits grew 18% annually in the early years, reaching elevated levels by 1994 as divestitures refocused resources on core international assets.^[11] In the UK, deregulation from 1991 allowed subsidiary Mercury Communications to invest £1 billion, securing a 3% market share through competitive pricing and service quality unattainable under monopoly conditions.^[11] Such pressures prompted leadership changes and asset sales, like the 1997 divestiture of a 5.5% Hong Kong stake for $1.2 billion, which sharpened strategic focus and boosted returns.^[11] Empirical patterns in telecom privatization, including Cable & Wireless, demonstrate causal improvements in output and efficiency from reduced regulatory burdens.^[20]

Corporate Restructuring and Regional Focus

Demerger and Shift to Pan-American Operations (2006–2015)

In response to ongoing challenges in the global telecommunications sector following the early 2000s downturn, Cable & Wireless plc initiated a series of strategic restructurings between 2006 and 2010, including leadership changes and operational simplifications, to address underperformance in its diversified portfolio.^[21] These efforts culminated in the approval of a demerger plan by shareholders on February 25, 2010, which separated the company's UK and Europe-focused operations—rebranded as Cable & Wireless Worldwide plc—from its international telecommunications assets.^[22] The demerger took effect on March 26, 2010, establishing Cable & Wireless Communications plc as an independent entity listed on the London Stock Exchange, with a primary operational emphasis on the Caribbean and Panama markets, where it held dominant positions in fixed-line, mobile, and broadband services. This separation aimed to enhance shareholder value by allowing the new entity to prioritize high-growth Pan-American regions over legacy European distractions, enabling more targeted capital allocation toward infrastructure upgrades and regional expansion.^[23] Post-demerger, Cable & Wireless Communications reported initial financial stabilization, with group revenue increasing 4% to US$2.4 billion and EBITDA rising 1% to US$872 million in the fiscal year ending March 31, 2011, reflecting disciplined cost management and organic growth in core markets. By fiscal 2015, the company achieved its first revenue top-line growth since the spin-off, with a 4% year-over-year increase, driven by improved network quality and market share gains in Jamaica and other Caribbean territories.^[24] These metrics underscored the benefits of the focused structure, as the entity avoided the capital-intensive burdens of the demerged UK business and redirected investments toward broadband and mobile enhancements in underserved Pan-American areas. A key expansion milestone occurred in 2014, when Cable & Wireless Communications agreed on November 6 to acquire Columbus International Inc., a privately held fiber-based provider, for US$1.85 billion in cash and shares, completing the transaction in early 2015.^[25]^[26] This deal integrated Columbus's operations across 15 additional Caribbean markets, bolstering the company's footprint to over 20 territories with enhanced subsea cable connectivity and broadband capabilities, particularly in fixed and enterprise services.^[27] The acquisition supported subscriber expansion through synergies in network infrastructure, countering earlier sector-wide pressures by leveraging empirical demand for reliable connectivity in emerging markets, while maintaining a return on capital employed above industry averages through selective asset integration rather than broad overexpansion.

Acquisition by Liberty Global and Ongoing Evolution (2016–Present)

In May 2016, Liberty Global completed its acquisition of Cable & Wireless Communications (CWC) for an enterprise value of approximately $7.4 billion, merging CWC's operations with Liberty's existing LiLAC group to enhance scale in broadband, video, and fixed-mobile convergence services across the Caribbean and select Latin American markets.^[3]^[28] This transaction, finalized after regulatory approvals, positioned the combined entity as a dominant regional player, leveraging CWC's infrastructure for cost efficiencies through shared procurement, network optimization, and expanded service bundling.^[29] By January 2018, Liberty Global executed a spin-off of its Latin American and Caribbean businesses, including the integrated CWC assets, to form the independent Liberty Latin America Ltd., a publicly traded entity with annual revenue exceeding $3.7 billion at inception and operations spanning over 20 countries.^[30]^[31] This restructuring enabled focused capital allocation toward regional growth, separating it from Liberty Global's European core while retaining synergies in wholesale and enterprise services. In March 2025, C&W Communications rebranded as Liberty Caribbean, unifying its consumer and business divisions under the Liberty banner to streamline marketing and reinforce alignment with Liberty Latin America's broader portfolio, without altering underlying operations or customer-facing services.^[32]^[33] Financial performance through mid-2025 reflected operational resilience, with H1 Adjusted OIBDA of $822 million marking 8% year-over-year rebased growth amid subscriber expansions, including over 40,000 organic net adds in broadband and postpaid mobile during Q1 alone; Q2 revenue stood at $1.1 billion, supporting stable debt management despite a $205 million H1 operating loss tied to investment phasing.^[34]^[35] Complementary efforts, such as the February 2025 "Safer Internet" awareness campaign promoting parental controls and cybersecurity education, alongside the August 2025 MAYA-1.2 subsea cable upgrade doubling capacity on key routes, have bolstered connectivity reliability and contributed to sustained market positioning via fixed-mobile convergence gains.^[36]^[37]

Operational Scope

Caribbean Territories

Cable & Wireless Communications, operating as the incumbent telecommunications provider in over 20 territories across the Caribbean and Latin America, maintains a dominant position in numerous island markets including Jamaica, Barbados, the Bahamas, the Cayman Islands, and the British Virgin Islands.^[38]^[39] The company delivers fixed-line broadband, mobile services, and bundled offerings, serving approximately 2 million mobile subscribers in its Caribbean segment as of 2024, with continued organic net adds of tens of thousands annually across fixed and mobile lines.^[40]^[41] These services leverage hybrid fiber-coaxial (HFC) networks augmented by fiber-to-the-home (FTTH) deployments to provide high-speed internet amid the connectivity constraints of dispersed island populations.^[38] Infrastructure investments emphasize FTTH rollouts tailored to small-scale island economies, such as the US$160 million initiative in Barbados initiated in 2015 to achieve near-100% FTTH coverage for quad-play services including voice, data, video, and mobile.^[42]^[43] This approach enables scalable broadband speeds exceeding traditional copper-based systems, supporting digital economy growth where population densities and geographic fragmentation limit per-user infrastructure costs for smaller rivals. To counter hurricane-prone vulnerabilities inherent to Caribbean archipelagos, the company prioritizes redundant subsea and terrestrial pathways, alongside hardened network designs that proved operational continuity during major storms like Hurricane Irma in 2017, when services remained available in affected areas while competitors faltered. Ongoing enhancements for the 2024 season included diversified routing and rapid restoration protocols, ensuring service reliability across isolated territories where single-point failures can isolate entire islands.^[44] Market dynamics reflect the advantages of regional scale, with Cable & Wireless holding leading positions as the fixed and mobile broadband provider against localized competitors such as cable operators in the Bahamas or Digicel in Jamaica, where fragmented markets deter equivalent capital-intensive upgrades.^[45] This dominance facilitates cross-territory efficiencies, funding resilient subsea interconnections that smaller entities cannot replicate, yielding sustained revenue growth—evidenced by strong Adjusted OIBDA increases in 2024—and broader access to advanced services in economies averaging under 1 million residents per territory.^[41]^[46]

Panama and Central American Markets

Cable & Wireless Panamá, a 49%-owned subsidiary of Liberty Latin America, has maintained core operations in Panama focused on enterprise telecommunications and international gateway services since acquiring a significant stake in the local provider prior to the 2016 Liberty Global acquisition of Cable & Wireless Communications.^[2] In September 2021, it agreed to purchase América Móvil's Panama operations, a deal completed on July 1, 2022, which expanded its mobile subscriber base and reinforced its position in fixed-line and broadband enterprise solutions.^[47] ^[48] These services emphasize B2B offerings, including secure data connectivity and international transit via subsea cable landings that position Panama as a key digital hub adjacent to the Panama Canal.^[49] Extensions into other Central American markets occur primarily through wholesale partnerships and Liberty Networks' regional infrastructure, enabling B2B services such as low-latency data routing and access to data centers without direct retail operations in countries like Costa Rica or Guatemala.^[50] Panama serves as the operational anchor, leveraging owned and operated subsea links like the MAYA-1 system for reliable international connectivity.^[51] The 2025 upgrade to MAYA-1.2 doubled capacity while reducing latency across Latin American routes, supporting enterprise demands for high-speed, resilient networks.^[51] In the first quarter of 2025, Cable & Wireless Panamá reported revenue growth of 5% year-over-year on both reported and rebased bases, driven by mobile residential and enterprise segments, though specific breakdowns for international gateways were not disclosed in public filings.^[52] This performance underscores the subsidiary's role in providing scalable telecom infrastructure amid Panama's growing demand for digital services.^[53]

Legacy and Minor International Presence

Cable & Wireless Seychelles, a subsidiary of Cable & Wireless Communications, operated as the incumbent telecommunications provider in the [Indian Ocean](/page/Indian Ocean) archipelago, offering mobile, fixed-line voice, broadband internet, and television services to approximately 100,000 residents across its 115 islands. Established in 1893 under the historical umbrella of Cable & Wireless's global telegraph legacy, the operation held exclusive licenses for key services until regulatory liberalization in the 2000s, after which it maintained dominance with over 90% market share in mobile subscriptions by the mid-2010s.^[54] In November 2019, Liberty Latin America—successor to Cable & Wireless Communications following its 2016 acquisition by Liberty Global—divested the subsidiary to a consortium of local investors for an enterprise value of $104 million on a cash- and debt-free basis, yielding net proceeds of approximately $65 million applied to corporate debt reduction. This transaction concluded over 125 years of involvement in Seychelles, rationalized by the operation's geographic isolation from the company's primary Pan-American footprint, limited scale relative to core markets, and the strategic imperative to eliminate non-core distractions amid intensifying competition in fixed and mobile segments.^[55]^[54] Beyond Seychelles, Cable & Wireless Communications inherited and subsequently pruned minor holdings in remote territories, including earlier divestitures of South Atlantic operations such as those in the Falkland Islands—where it had provided telephony since securing a contract in 1989—and residual Pacific interests tied to historical cable routes. These actions, executed progressively from the late 2000s onward, exemplified a deliberate portfolio rationalization that redirected capital and management attention toward the higher-density, interconnected markets of the Caribbean and Central America, thereby mitigating the inefficiencies of managing fragmented, low-volume outposts.^[56]^[57]

Technological and Infrastructure Achievements

Pioneering Subsea Cable Networks

Cable & Wireless Communications' origins in subsea cable networks date to the mid-19th century, with predecessors involved in the expansion of submarine telegraphy following the first successful transatlantic cable laid in 1866. John Pender, a key figure in the company's lineage, directed early ventures like the English and Irish Magnetic Telegraph Company from 1852 and founded the Falmouth, Gibraltar, and Malta Telegraph Company in 1869, which laid initial Mediterranean cables to connect Britain with Gibraltar and Malta.^[58] These efforts addressed fundamental challenges in signal propagation over long distances underwater, where attenuation from conductor resistance and seawater capacitance limited transmission to short spans without amplification.^[59] By the late 19th century, consolidation under entities like the Eastern Telegraph Company, formed in 1872, created a vast network spanning Europe to India, Australia, and the Americas via multiple cable segments. In 1901, this system included over 100,000 miles of submarine cables, enabling reliable telegraphy through redundant routing and manual fault isolation techniques that minimized downtime from breaks caused by anchors or natural wear.^[10] Innovations in cable insulation, such as gutta-percha, improved durability against pressure and moisture, while early loading coils compensated for signal distortion, principles rooted in understanding electromagnetic wave behavior in conductive media.^[60] The transition to coaxial cables in the 20th century introduced powered repeaters spaced every 30-50 miles, amplifying signals electronically to extend reach across oceans; Cable & Wireless systems adopted these by the post-World War II era, as seen in polyethylene-insulated English Channel crossings from 1945 that informed global deployments.^[59] In fiber-optic advancements, the company participated in constructing the ARCOS-1 system, operational from September 2001, a 8,400 km ring linking 16 Caribbean and Latin American points with initial capacities scalable to terabits per second via dense wavelength division multiplexing.^[61]^[62] Ownership interests in Pan-American cables like ARCOS-1 and regional networks, including the West Indies Cable system acquired in the 1980s with 20 segments exceeding 700 miles each, optimized data routing by providing diverse, low-latency paths resilient to single-point failures.^[2] Fault tolerance evolved with branched architectures and rapid repair protocols; for instance, post-disaster recoveries, such as those following seismic events damaging multiple cables, involved specialized vessels splicing faults within weeks, preserving overall network integrity through pre-planned redundancy.^[63] These engineering milestones underscore causal factors in subsea durability, prioritizing armored sheathing and burial in high-risk zones to mitigate abrasion and seismic stresses.

Evolution to Broadband, Mobile, and Digital Services

In the 2010s, Cable & Wireless Communications (CWC) transitioned from a primarily voice-oriented provider to a quad-play operator offering integrated fixed-line voice, broadband internet, television, and mobile services, driven by competitive pressures in the Caribbean and Central American markets. This shift was articulated in CWC's strategic reviews, emphasizing bundled offerings to capture higher-value customers amid rivalry from operators like Digicel, which necessitated rapid upgrades to retain market share. For instance, CWC launched 4G LTE services in the Cayman Islands in September 2014, positioning itself as the first provider in that territory to deliver enhanced mobile broadband speeds.^[64]^[65] Partnerships accelerated this evolution, notably with Ericsson in 2015 to deploy advanced mobile broadband infrastructure across the Caribbean and Panama, enabling higher data throughput and supporting the migration from voice to data-centric revenue streams. Competition with satellite-based alternatives, which offered limited bandwidth for high-volume applications, underscored the need for terrestrial fiber and wireless innovations, as fixed and mobile broadband proved superior for latency-sensitive services like streaming. By the mid-2010s, CWC reported strengthening its quad-play capabilities, with bundled services contributing to stabilized average revenue per user (ARPU) through post-paid mobile growth offsetting commoditized voice declines.^[66]^[65]^[67] Following its 2016 acquisition by Liberty Global and integration into Liberty Latin America, CWC continued expanding digital services, including video-on-demand and enhanced content delivery, while investing in network resilience against cyber threats inherent to converged platforms. In Panama, CWC rolled out 5G networks in Panama City by 2024, promising ultra-low latency for enterprise and consumer applications, with regional adoption in the Caribbean reaching approximately 6% of mobile connections by mid-2025 amid spectrum auctions and infrastructure builds. These developments reflected market incentives for spectral efficiency and capacity, as operators like CWC prioritized urban deployments where demand elasticity justified capex over rural subsidies.^[38]^[68]^[69]

Economic Contributions and Regulatory Dynamics

Impacts on Regional Economies and Infrastructure Development

Cable & Wireless Communications (CWC) played a pivotal role in bolstering regional economies through substantial private investments in telecommunications infrastructure, particularly in the Caribbean and Panama, where it enhanced connectivity for trade, commerce, and remote work in geographically isolated markets. By 2015, CWC's operations spanned over 20 territories, contributing to subregional GDP via direct sector inputs and multiplier effects from improved digital access; for instance, in Panama, the broadband segment alone added US$7.50 million to economic output in 2010, complementing mobile and fixed-line contributions of US$82.06 million and US$17.45 million, respectively, amid a telecom sector that supported broader productivity gains.^[70] These investments facilitated reliable international linkages essential for export-oriented economies, with empirical analyses linking a 10% rise in broadband penetration to up to 1.6% GDP growth in similar Latin American and Caribbean contexts, driven by reduced transaction costs and expanded market access.^[71] In underserved Caribbean islands, CWC's fiber and mobile expansions correlated with measurable connectivity uplifts, enabling sectors like tourism and financial services to leverage digital tools for efficiency; Inter-American Development Bank research quantifies that bridging digital gaps could yield 6-12% medium-term GDP boosts region-wide, with private operators like CWC accelerating adoption in areas historically hampered by high costs and low penetration.^[72] Job creation followed suit, as CWC's infrastructure projects generated direct employment and indirect opportunities in maintenance and services; in Jamaica, for example, the company committed to 500 new positions in 2014 amid network upgrades, fostering local skills in digital operations despite periodic restructuring. This tech transfer—through training programs for fiber optics and network management—amplified human capital, yielding private investment multipliers estimated at 1.5-3 times in telecom-heavy developing economies per ITU assessments.^[73] Comparatively, CWC's private-led model outpaced state-run telecoms in deployment speed and coverage, as World Bank metrics highlight slower broadband rollout and lower penetration in government-dominated markets versus privatized ones, attributing this to incentives for innovation and capital mobilization absent in public entities.^[74] In Panama, CWC's dominance in fixed broadband (sharing 94% market with peers) underscored efficient resource allocation, contrasting with state alternatives' inefficiencies in capital-scarce environments, per IDB sector analyses that favor private financing for sustainable infrastructure scaling.^[75] Overall, these dynamics positioned CWC as a catalyst for causal economic linkages, where enhanced infrastructure directly underpinned trade volumes and productivity without relying on subsidized models prone to fiscal drag.^[76]

Interactions with Governments and Monopoly Scrutiny

Cable & Wireless Communications (CWC) navigated license negotiations in post-colonial Caribbean markets through equity-sharing agreements and regulatory concessions, reflecting governments' efforts to balance national control with infrastructure continuity. In Jamaica, CWC's monopoly ended with liberalization in 1999, prompted by government mandates to open fixed-line services to competitors like Digicel, though CWC retained dominance in international connectivity.^[77] Similar transitions occurred across territories such as Barbados and Belize, where post-independence governments acquired stakes in CWC operations during the 1980s and 1990s to assert oversight without disrupting service. In Panama, CWC secured a 49% stake in the state-owned Instituto Nacional de Telecomunicaciones (Intel) via a $652 million privatization bid in 1997, establishing a joint venture without direct ties to canal security operations.^[78]^[79] Monopoly scrutiny intensified in the 2000s and 2010s amid competitor challenges, particularly in the Caribbean, where rivals alleged anti-competitive practices in international bandwidth and fixed services. A 2001 complaint by Dominican provider Marpin Telecoms accused CWC of abusing dominance in cable and internet, prompting local regulatory review but no formal breakup.^[80] CWC prevailed in a 2010 U.S. antitrust suit filed by Digicel across six territories, including Barbados and St. Lucia, with courts dismissing claims of predatory pricing and bundling as unsubstantiated.^[81]^[82] The 2014 acquisition of Columbus Communications heightened concerns over CWC's potential stranglehold on regional submarine fiber, yet regulators approved it with conditions for infrastructure sharing, preserving price stability in duopoly markets where CWC's scale supported consistent average revenue per user (ARPU).^[83]^[84] In Panama, government interactions focused on license renewals rather than antitrust, with CWC paying $100 million in 2013 to extend its mobile spectrum for 20 years, signaling regulatory trust amid competition from entrants.^[85] These resolutions often emphasized commitments to network upgrades over fragmentation, as CWC's integrated operations enabled higher capital expenditures—forecast at levels supporting EBITDA growth to over $1.1 billion by 2025—compared to smaller rivals constrained by island-scale economics.^[67] Analogous to U.S. Federal Communications Commission analyses of telecom scale economies, such dominance facilitated subsea investments unattainable by fragmented providers, yielding broader access without evidenced consumer harm from elevated prices.^[53] Competitor-driven fears, while vocal, lacked empirical backing for systemic gouging, as post-liberalization data showed sustained service penetration gains.^[86]

Controversies and Criticisms

Corporate Governance and Executive Compensation Issues

In July 2008, shareholders of Cable & Wireless plc voiced significant opposition to executive compensation decisions, including a £4.3 million payout to an ousted executive occurring alongside substantial redundancies across the company.^[87] This protest, directed at the chairman during the annual general meeting, underscored tensions between severance packages and workforce reductions amid operational restructuring.^[87] Similar discontent arose from the prior scrapping of a £20 million cap on long-term executive rewards, which long-term investors viewed as excessive.^[88] The 2008 revolt contributed to heightened scrutiny of remuneration policies, culminating in a 2009 shareholder vote approving the remuneration report by 74.4% but with 25.46% opposition, signaling persistent demands for better alignment between pay and shareholder value.^[89] Such market-driven pushback functioned as a corrective mechanism, prompting internal reviews without reliance on regulatory caps, as evidenced by the company's navigation of subsequent votes. Following the March 2010 demerger that established Cable & Wireless Communications as a separate entity focused on international operations, the new board introduced changes to strengthen governance, including enhanced oversight of incentive schemes.^[90]^[91] Liberty Global's increasing involvement, via a transferred stake in 2010 and full acquisition of Cable & Wireless Communications in May 2016 for approximately $7.4 billion enterprise value, integrated the entity into structures emphasizing performance-linked pay.^[3] In the capital-intensive telecom sector, where volatility stems from technological shifts and regulatory pressures, executive compensation often features high variable components tied to metrics like revenue growth and EBITDA, attracting talent to drive outperformance.^[92] The successor Liberty Latin America, encompassing former Cable & Wireless assets, maintains this approach; its 2025 proxy statement details compensation committee reviews of goals for the CEO and executives, with base salaries and bonuses calibrated to operational targets in emerging markets.^[93] Empirical evidence from telecom indicates that performance-contingent pay correlates with sustained investment in infrastructure amid competition, as under-incentivized leadership in less dynamic eras yielded stagnation, whereas shareholder-approved structures post-revolt have supported recovery without exogenous interventions.^[94] These revolts thus exemplify self-correcting governance, prioritizing causal links between incentives and value creation over uniform pay restraints.

Financial Missteps and Operational Challenges

Cable & Wireless, the predecessor entity to Cable & Wireless Communications, suffered severe financial setbacks in the early 2000s due to overexpansion amid the telecommunications bubble, resulting in massive asset writedowns totaling billions of pounds as overbuilt global networks faced excess capacity and price collapses. By 2002, the company's market capitalization had plummeted from £35 billion to £1.05 billion, exacerbated by heavy investments in underutilized international infrastructure that failed to generate anticipated revenues.^[16]^[95] These losses culminated in a reported $10.6 billion fiscal-year deficit ending March 31, 2003, prompting dividend suspensions and strategic retreats from unprofitable markets like the U.S.^[96] The root cause lay in causal overreach: aggressive acquisitions and capacity buildouts assumed perpetual demand growth, but post-bubble realities of supply gluts and reduced corporate spending exposed unsustainable debt levels and operational inefficiencies, forcing a reevaluation toward core asset concentration.^[95] This period underscored the perils of diverging from regionally resilient operations, with the global division alone draining cash through persistent low pricing.^[95] Operational hurdles persisted into the 2010s for Cable & Wireless Communications, particularly with supply chain disruptions and IT implementation failures in 2012, including warehouse system errors, stock shortages, and arithmetic discrepancies that hampered service delivery in key markets.^[97] These glitches stemmed from integration challenges in fragmented emerging-market logistics, amplifying costs in competitive environments like Panama and the Caribbean, where economic volatility intensified pressures.^[98] Recovery efforts emphasized privatization-driven efficiencies and supply chain streamlining, enabling stabilization as evidenced in subsequent earnings improvements focused on high-margin fixed and mobile services.^[99] By 2025, amid persistent inflation and regional economic strains, C&W demonstrated adaptive resilience through a comprehensive refinancing, issuing $755 million in 9.0% senior notes due 2033 and a $1.5 billion term loan to extend maturities beyond 2032 and redeem $735 million in prior debt.^[100]^[101]^[102] This maneuver, completed in February 2025, preserved liquidity for infrastructure priorities in core territories despite broader sector headwinds.^[103]

References

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We've operated in the region since the 1870s, always at the forefront of innovating infrastructure and services – from historic telegraph poles and cables.
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It has completed its acquisition of Cable & Wireless Communications Plc (CWC) in a transaction valued at approximately $7.4 billion on an enterprise value ...
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Sir John Pender - Atlantic Cable
Apr 6, 2020 · John Pender, who was to become Chairman of the largest submarine telegraph operating company in the world, was born in Bonhill, Scotland on 10 ...
[5]
History of the Atlantic Cable & Submarine Telegraphy - 1870 British
Jan 12, 2020 · Following the success of the 1866 Atlantic cable expedition, plans were drawn up to lay a similar cable from India to Egypt. In December 1866 ...
[6]
A Wire Across the Ocean | American Scientist
Cyrus Field sent the first official message across the transatlantic cable on August 16, 1858, of “Glory to God in the highest; on earth, peace and good will ...Missing: submarine | Show results with:submarine
[7]
Communicating Underwater | Science History Institute
Gutta percha is also tough, easily absorbing stress at the temperatures found on land or at the bottom of the sea. And equally as important, it is a remarkable ...
[8]
Eastern Telegraph Co - Graces Guide
May 8, 2025 · 1872 The Eastern Submarine Telegraph company was created by John Pender through the amalgamation and reorganisation of several companies:.
[9]
INDUSTRIAL RESEARCH AT THE EASTERN TELEGRAPH ...
The Eastern Telegraph Company's dominance of the nineteenth and early twentieth century submarine telegraph cable business is well known.Missing: 1852-1901 | Show results with:1852-1901
[10]
Eastern Telegraph Company - Atlantic Cable
Dec 27, 2014 · This company was formed to provide the final link in the Indo - European submarine telegraph cable by linking Bombay to Aden and then Suez.Missing: 1852-1901 | Show results with:1852-1901
[11]
History of Cable and Wireless plc – FundingUniverse
Pender became chairman of the Eastern Telegraph Company that resulted from their merger. ... Eastern Telegraph group's shareholders and 43.75 percent by Marconi's ...
[12]
HISTORY - CABLE & WIRELESS
Jun 24, 2024 · Cable & Wireless Communications was acquired by Liberty Global plc in 2016. These two companies can trace their roots back to the Eastern ...
[13]
the Imperial Wireless Chain, c. 1900-1940: AHRC-funded ...
Feb 27, 2017 · The first pair of 'beam' stations opened in Britain and Canada in 1927 and within a few years similar stations followed in Australia, India, New ...
[14]
Cable And Wireless Bill - Hansard - UK Parliament
Hansard record of the item : 'Cable And Wireless Bill' on Tuesday 21 May 1946.
[15]
Cable And Wireless, Ltd (Denationalisation) - Hansard
Nov 16, 1976 · Last year it made a profit before tax of £28 million and a profit after tax of £11 million. We in the Opposition seek to make a reality of Iain ...Missing: decline | Show results with:decline
[16]
C&W's road to disaster | Business - The Guardian
Nov 17, 2002 · 1934: Imperial and International becomes Cable & Wireless. 1947: Nationalisation of C&W. 1976: First C&W operations in the US. 1981: C&W ...
[17]
Cable and Wireless (Hansard, 9 March 1981) - API Parliament UK
Mar 9, 1981 · The proposed sale of shares will create a partnership between the public and private sectors. This new arrangement will provide the commercial ...
[18]
The mother of all privatizations - Adam Smith Institute
Nov 28, 2024 · In February 1981, it sold 51.6% of the state planemaker, British Aerospace. By November it was selling Cable & Wireless – a minority at ...
[19]
Cable And Wireless Plc | Encyclopedia.com
May 29, 2018 · The history of the companies that became Cable and Wireless plc began in 1852, when a Manchester cotton merchant named John Pender joined other ...
[20]
The Impact of Privatization and Competition in the ... - ResearchGate
Aug 7, 2025 · This study compares the pre- and postprivatization financial and operating performance of 61 companies from 18 countries and 32 industries ...
[21]
Cable & Wireless chief restructures himself out of job - The Guardian
Feb 1, 2006 · Cable & Wireless chief executive Francesco Caio dramatically quit the business yesterday as it warned on profits yet again and split itself ...Missing: 2006-2010 | Show results with:2006-2010
[22]
[PDF] MISSION CRITICAL COMMUNICATIONS - Vodafone.com
May 26, 2010 · The Cable&Wireless Worldwide Group demerged from the Cable & Wireless Communications Group (formerly the Cable & Wireless Group) with effect ...
[23]
[PDF] 17 November 2009 - Cable & Wireless Communications
Nov 17, 2009 · Cable & Wireless aims to complete the Demerger by 31 March 2010. This timetable is subject, inter alia, to completing the necessary financing ...
[24]
Cable & Wireless posts first top-line growth since 2010 demerger
May 19, 2015 · London-listed Cable & Wireless <CWC.L> posted a 4 percent rise in revenue, its first top line growth since it demerged from the former Cable ...
[25]
Acquisition of Columbus International Inc
Cable & Wireless Communications has agreed to acquire Columbus International Inc, a leading privately-owned fibre-based telecommunications and technology ...
[26]
Cable & Wireless Comms to buy Columbus Intl for $1.85 bln | Reuters
Nov 6, 2014 · Cable & Wireless Communications said it would buy Columbus Intl, a privately-owned fibre-based telecoms provider in the Caribbean, ...
[27]
Slaughter and May advised Cable & Wireless Communications
Mar 31, 2015 · The terms of the acquisition, which is transformational for CWC, were announced on 6 November 2014. The consideration of US$1.85 billion payable ...
[28]
Combination of CWC and Liberty's LiLAC Group creates ... - SEC.gov
May 16, 2016 · It has completed its acquisition of Cable & Wireless Communications Plc (CWC) in a transaction valued at approximately $7.4 billion 3 on an enterprise value ...
[29]
Liberty Global Closes Buy of Cable & Wireless, Focused on Caribbean
May 17, 2016 · Liberty Global closed its acquisition of Cable & Wireless Communications, a deal Liberty said was valued at about $7.4 billion on an ...
[30]
[PDF] Liberty Latin America Completes Split-Off from Liberty Global
Jan 2, 2018 · Liberty Latin America's businesses include: • Cable & Wireless Communications Limited (“C&W”), a telecommunications company with operations in.
[31]
Liberty Latin America Completes Split-Off from Liberty Global
Jan 2, 2018 · Annual revenue of $3.7 billion2. Liberty Latin America's businesses include: Cable & Wireless Communications Limited (“C&W”), a ...
[32]
C&W Communications evolves to become Liberty Caribbean
May 29, 2025 · C&W Communications evolves to become Liberty Caribbean. new name, same commitment to connecting communities. MIAMI, Florida (March 29, 2025) – ...
[33]
C&W Communications evolves to become Liberty Caribbean
C&W Communications evolves to become Liberty Caribbean. new name, same commitment to connecting communities. MIAMI, Florida (March 29, 2025) – C&W ...
[34]
Liberty Latin America Reports Q2 & H1 2025 Results
Aug 7, 2025 · Liberty Latin America Reports Q2 & H1 2025 Results · Continued expansion in broadband and postpaid mobile subscribers · H1 operating loss of $205m ...
[35]
Liberty Latin America Reports Q1 2025 Results
May 7, 2025 · Liberty Latin America Reports Q1 2025 Results Over 40000 organic broadband and postpaid mobile subscriber net adds in Q1 >30% Fixed-Mobile ...
[36]
Cable & Wireless Communications | cwc rebrand
29 May, 2025 - C&W Communications evolves to become Liberty Caribbean · 11 February, 2025 - C&W Communications makes call for 'Safer Internet' · 6 February ...Cable & Wireless Charitable · About Us · C&W Communications makes... · Our Story
[37]
LIBERTY NETWORKS DELIVERS NEXT-GEN SUBSEA ...
Aug 26, 2025 · MIAMI, FL- August 26, 2025 - Liberty Networks, a leading provider of enterprise connectivity and digital infrastructure in Latin America ...
[38]
[PDF] C&W 2024 Annual Report Q4
Mar 26, 2025 · We are a leading communications company with operations in Panama, the Caribbean, including Jamaica, and other parts of Latin America. The ...
[39]
Investing in the Caribbean - Cable & Wireless Communications
Cable & Wireless Communications serves the people of the Caribbean, Latin America, and beyond.
[40]
[PDF] Liberty Latin America 2024 ESG Annual Report
Jun 2, 2025 · In addition, Liberty Latin America operates a subsea and terrestrial fiber optic cable network that connects more than 30 markets in the region.Missing: upgrades | Show results with:upgrades
[41]
Liberty Latin America Reports Q4 & FY 2024 Results
Feb 19, 2025 · Liberty Latin America Reports Q4 & FY 2024 Results · ~100,000 organic fixed and mobile subscriber net adds in 2024 · Robust revenue & Adj. · Puerto ...Missing: numbers | Show results with:numbers
[42]
US$160M C&W Investment for Barbados
Jul 16, 2015 · The FTTH network will allow the Company to bring new and cutting edge services to its customers. As a start, customers will receive telephone ( ...
[43]
Broadband - Cable & Wireless Communications
With cutting edge technology like Fibre-to-the-home (FTTH), 4G LTE, and MSANS services, we're continually investing, innovating, and empowering as an Internet ...
[44]
C&W Communications ready for 2024 Hurricane Season
In response, C&W Communications has been investing in robust network infrastructure and redundancy measures to ensure the resilience of its telecommunications ...Missing: fiber | Show results with:fiber
[45]
[PDF] C&W 2023 Annual Report
Dec 31, 2023 · C&W Caribbean. Where C&W Caribbean is the incumbent telecommunications provider, it competes with cable operators, the largest of which are ...<|control11|><|separator|>
[46]
[PDF] CABLE & WIRELESS
(2). Caribbean TD (Tourism Dependent) includes Antigua and Barbuda, Aruba, Bahamas, Barbados, Belize, Dominica, Grenada, Haiti, Jamaica, St. Kitts and Nevis, St ...
[47]
Cable & Wireless Panamá to Acquire América Móvil's Panama ...
Sep 15, 2021 · Liberty Latin America Ltd. today announced that its 49%- owned subsidiary Cable& Wireless Panamá S.A., has agreed to acquire América Móvil ...
[48]
Cable & Wireless Panamá Completes the Acquisition of América ...
Jul 1, 2022 · This transaction showcases Liberty Latin America's commitment to the Panamanian market and our focus on delivering value for our customers, ...
[49]
[PDF] CABLE & WIRELESS PANAMÁ TO ACQUIRE AMÉRICA MÓVIL'S ...
Sep 15, 2021 · We at Liberty Latin America have established our group Operations Center in Panama and see the country as an important digital hub for the ...
[50]
Liberty Networks Reaches 96 PoPs with Major Expansion Across ...
Jul 1, 2025 · Liberty Networks will reach 96 wholesale PoPs across Latin America and the Caribbean. The company's operations form the backbone of regional connectivity.Missing: initiatives share 2024-2025
[51]
Liberty Networks Launches MAYA-1.2 to Double Subsea Cable ...
Aug 27, 2025 · Liberty Networks launches MAYA-1.2 subsea cable upgrade, doubling capacity, reducing latency, and boosting digital connectivity across Latin ...
[52]
Liberty Latin America Reports Q1 2025 Results - subcablenews.com
May 7, 2025 · ... revenue. C&W Panama: revenue was robust, growing by 5% on a reported and rebased basis, year-over-year. Mobile residential revenue grew by ...
[53]
Fitch Affirms Cable & Wireless at 'BB-'; Outlook Stable
Apr 29, 2025 · 1 billion by 2026, up from USD1 billion in 2024, driven by modest top-line growth, digitization, and cost-cutting efforts in Panama and the ...Missing: Central | Show results with:Central
[54]
[PDF] LLA-announces-sale-of-Cable-Wireless-Seychelles.pdf
Nov 5, 2019 · Established in 1893, Cable & Wireless Seychelles (CWS) is the leading telecommunications company in the. Seychelles. Their offering includes a ...
[55]
Liberty Latin America Announces Sale of Cable & Wireless Seychelles
Nov 5, 2019 · In the transaction, Cable & Wireless Seychelles is valued at an enterprise value of $104 million on a cash-and debt-free basis.The net proceeds ...Missing: ROIC | Show results with:ROIC
[56]
Telecoms company Cable & Wireless to quit UK after 140 years
May 22, 2013 · Firm built to connect far-flung reaches of British empire to relocate from London to Florida.
[57]
Cable & Wireless Divests Majority Of Businesses Within Monaco ...
Cable & Wireless, or CWC, will divest its entire shareholdings in its businesses in the Maldives, Channel Islands and Isle of Man, the Seychelles, South ...
[58]
Timeline - C&W Business
By 1872, his companies formed The Eastern Telegraph Company, the world's first global cable telecommunications firm. ... CWC and Columbus announced their merger, ...
[59]
[PDF] The Story of Subsea Telecommunications & its Association with ...
After that merger SCL was the sole manufacturer of subsea cable in the UK, at Enderby Wharf and later at its new Erith factory in Kent, until Standard.
[60]
https://digital-library.theiet.org/doi/pdf/10.1049/ir%253A19890026
[61]
ARCOS-1 - Submarine Networks
The Americas Region Caribbean Optical-Ring System (ARCOS-1) is a 8,700 km submarine cable system connecting 24 landing points in 15 countries, including the ...Missing: 2001 | Show results with:2001
[62]
Top 100 Subsea Cable Systems in the World as of 2024 - Dgtl Infra
The Trans-Pacific Express (TPE) subsea cable is jointly owned by AT&T, China Telecom, China Unicom, Chunghwa Telecom, KT Corporation, NTT, and Verizon.
[63]
[PDF] The Impact of Natural Disasters On Telecom Subsea Cable Systems
Mar 5, 2024 · • 4 cable ships undertook the repairs with the last completed 6 weeks after the earthquake. • Caused damage estimated at US$100 million. • 5 ...Missing: Wireless studies
[64]
Press Releases - Cable & Wireless Communications
CWC to launch 4G LTE in Cayman Islands. Cable & Wireless Communications (CWC) will become the first operator to launch Long Term Evolution (LTE)… 4 September, ...
[65]
[PDF] Chief Executive Officer's strategic review Phil Bentley, Chief ...
2014 was a year of transformation and growth and marked the beginning of a new chapter for Cable & Wireless Communications. (CWC).Missing: minor | Show results with:minor
[66]
Cable & Wireless Communications and Ericsson deliver world-class ...
Sep 21, 2015 · 5G Evolution. Cable & Wireless Communications and Ericsson deliver world-class mobile broadband to the Caribbean and Latin America. Via ...
[67]
Cable & Wireless Communications Limited - Fitch Ratings
Jun 6, 2024 · Improving Operating Prospects: Fitch forecasts C&W's EBITDA to rise above $1.1 billion by 2025 from $974 million in 2023, due to modest top ...Missing: territories | Show results with:territories<|separator|>
[68]
Panama: Updates in 5G - International Trade Administration
Sep 25, 2024 · The two telecom companies in the nation, Cable & Wireless, and Tigo, have introduced 5G networks in Panama City only , where they are promising ...
[69]
5G to surpass 20% of Caribbean mobile connections by 2030
Oct 17, 2025 · 5G connections accounted for 6% of total mobile connections in the Caribbean in mid-2025 and are expected to surpass 20% by 2030.
[70]
[PDF] The economic impact of broadband in Panama - ITU
The mobile sector contributed US$ 82.06 m, fixed line access US$ 17.45 m and broadband US$ 7.50 m. Figure 6: Percentage of GDP. Sources: ITU and CW Panama (2010).
[71]
Improving Telecommunications Drives GDP and Productivity
Nov 22, 2023 · A 10% increase in mobile connectivity would boost GDP by 1.6%. In contrast, the same percentage increase in broadband connection can, on average, increase GDP ...
[72]
Closing Digital Access Gap Would Provide Big Boost to Caribbean ...
Jan 10, 2022 · Closing the digital access gap between the Caribbean and the more advanced economies could increase the region's GDP by about 6 to 12 percent over the medium ...
[73]
[PDF] The Impact of Broadband on the Economy - ITU
This study on the impact of broadband on the economy was prepared by Dr. Raul Katz, Director, Business. Strategy Research, at the Columbia Institute for ...
[74]
Publication: ICT Sector Policy Note for Panama : Enabling Inclusive ...
This ICT sector policy note seeks to identify opportunities and challenges for growth of the ICT sector in Panama, particularly on rural access to broadband ...
[75]
[PDF] Telecommunication Sector Policies for the Development of ...
Regarding Panama's sector composition, Cable & Wireless Panama and Cable Onda gathers 94% of fixed broadband subscriptions, and in the mobile phone sector Cable ...<|separator|>
[76]
[PDF] The economic contribution of broadband, digitization and ICT ... - ITU
Despite the lack of panel data, this study could establish a positive impact of broadband in the economic growth of. Latin America and the Caribbean. When ...
[77]
The Impact of the Liberalisation of Telecommunication in Jamaica
Liberalization removed the monopoly of Cable and Wireless on the Jamaican telecoms industry. According to Golding (2012),. "Prior to 1999 the Jamaican ...
[78]
Cable and Wireless in a Panamanian Deal - The New York Times
May 22, 1997 · Cable and Wireless P.L.C. said today that it would pay $:408 million ($652 million) to buy 49 percent of Intel, the state-owned ...
[79]
https://www.wsj.com/articles/SB864248290735370000
[80]
Cable & Wireless in trouble over Caribbean monopoly
Aug 1, 2001 · A Dominican cable and internet service provider, Marpin Telecoms & Broadcasting, has filed a formal complaint against t…
[81]
Cable & Wireless Communications wins legal war with Digicel
Apr 15, 2010 · The case involved claims that C&WC broke the law in six Caribbean territories: Barbados, Cayman, St Lucia, St Vincent and the Grenadines, ...
[82]
CARIBBEAN BROADCASTING SYSTEM LTD v. CABLE WIRELESS ...
Caribbean Broadcasting System appeals the judgment of the district court dismissing its antitrust complaint against Cable & Wireless, Cable & Wireless (West ...
[83]
Digicel boss wary of regional CWC monopoly - Trinidad Guardian
2 The proposed deal will lead to an almost complete stranglehold on submarine fibre/ international connectivity right across the Caribbean region.
[84]
CWC CEO bullish on Columbus deal in spite of competition concerns
Nov 7, 2014 · Cable & Wireless CEO Philip Bentley says his company will not "roll over and play dead" while Digicel continues its Caribbean expansion.
[85]
C&W Comms pays $100 mln to extend Panama mobile licence
Oct 30, 2013 · Cable & Wireless Communications has paid $100 million to Panama's government to extend its mobile licence by 20 years, allowing the British ...
[86]
[PDF] Assessment of the Telecommunication Services Sector in CARICOM:
I.1 Introduction. 8. I.2 Status of the telecommunications industry in the CARICOM countries. 11. I.2.1 Regulatory frameworks and institutional arrangements.
[87]
Executive pay: Investors protest over C&W bonus scheme
Jul 18, 2008 · Shareholders berate chairman for paying £4.3m to ousted executive whilst making large redundancies.Missing: Communications compensation
[88]
Cable & Wireless investors rebel over directors' pay - The Times
Jul 18, 2008 · Long-term shareholders expressed deep reservations last year when C&W moved to scrap a previous £20 million cap on potential executive rewards.
[89]
https://www.wsj.com/articles/DJFDBR0020090811e57t00039
[90]
Board Changes - Cable & Wireless Communications
Cable & Wireless Communications Plc (CWC) today announces the following changes to its Board of Directors which have taken effect immediately.Missing: Global | Show results with:Global
[91]
[PDF] Investing for long-term growth - Cable & Wireless Communications
Mar 31, 2014 · An introduction to our Board and explanation of corporate governance in our business. 36-37 Board of Directors. 38-46 Directors' and corporate ...
[92]
The 25 highest-paid executives in cable, telecom and wireless
Jul 19, 2018 · This year, we once again present the highest-paid executives across pay TV, telecom and wireless as a unified list, since many are prominent in ...Missing: performance | Show results with:performance
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https://www.publicnow.com/view/5DFA71329FE28EBBF580D08583F1A6003A5A882F
[94]
2025 telecom industry outlook | Deloitte Insights
Feb 20, 2025 · How can telecom companies unlock new channels for revenue growth in 2025? Explore the future potential of gen AI, 6G, and M&A activity.Missing: Cable | Show results with:Cable
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https://www.wsj.com/articles/SB1040856200783392073
[96]
Cable & Wireless Ready to Get Out of U.S. - The Washington Post
Jun 4, 2003 · Yesterday, it posted a $10.6 billion loss for the fiscal year ending March 31. Cable & Wireless also canceled its dividend for the first ...
[97]
Cable & Wireless Communications unwanted assets worth more ...
Jul 12, 2012 · The positive analysis helped CWC climb 1.21p to 31.58p - a rise of nearly 4% - on another downbeat day for the market. With disappointment that ...<|separator|>
[98]
[PDF] We are a full service communications provider operating across 18 ...
We continue to operate in a fiercely competitive environment and we still face challenges from the difficult economies in several Caribbean markets, intense ...
[99]
[PDF] Cable & Wireless Communications Annual report 2012/13
Jun 9, 2013 · This measure of trading profit provides a guide to our ongoing performance. US$905m. 0%. US$589m. 0%. Capital expenditure.
[100]
LIBERTY LATIN AMERICA'S C&W CREDIT SILO COMPLETES ...
LIBERTY LATIN AMERICA'S C&W CREDIT SILO COMPLETES REFINANCING PROGRAM; ISSUES NEW $755 MILLION SENIOR NOTES DUE 2033. Business Wire. February 10, 2025 2 min ...
[101]
[PDF] liberty latin america's c&w credit silo completes refinancing program ...
This notes issuance is expected to close on February 11, 2025. Chris Noyes, Liberty Latin America's CFO, said, “This transaction completes our ...
[102]
LIBERTY LATIN AMERICA'S C&W CREDIT SILO PRICES NEW $1.5 ...
Feb 4, 2025 · This transaction is expected to close on February 18, 2025. Chris Noyes, Liberty Latin America's CFO, said, “Combined with the $1.0 billion ...
[103]
Cable & Wireless Communications Limited - Fitch Ratings
Jun 5, 2025 · Cable & Wireless Communications Limited's ratings reflect its strong market positions and successful refinancing in 2025, supporting financial