Organically, meaning before currency effects are applied, the company grew sales by 6% across all its divisions. That is genuinely good performance. But because the Swedish krona became significantly stronger against other currencies, the revenue figure that actually shows up in the books fell by 10%. Reported net sales came in at SEK 49.3 billion, about $5.21 billion, below the $5.48 billion analysts had expected.

The currency drag alone amounted to SEK 7.8 billion. Earnings per share hit $0.0285, missing the consensus estimate of $0.1152 by 75%, though much of that gap is explained by currency revaluations and adjustments to long-term employee stock programmes rather than weak operations.

The underlying business held up well. The adjusted gross margin was 48.1%, showing the company is managing its costs tightly. The overall EBITA margin (a measure of operating profit) reached 11.3%, and the Networks division, which sells mobile infrastructure to carriers, posted a healthy 19% margin on its own. Free cash flow remained solid at SEK 5.9 billion, and the company’s net cash reserves grew to SEK 68.1 billion.

New Tech, Share Buyback Promise Better Days Ahead

CEO Börje Ekholm pointed to strong execution in both the Networks and Enterprise segments. In mid-April, Ericsson launched what it describes as the world’s first fully digital indoor 5G system in Oslo, Norway. The system allows multiple mobile operators to share the same physical infrastructure while keeping their networks separate, a significant development for dense environments like airports, stadiums, and office buildings.

Looking ahead, Ericsson spent SEK 10.9 billion on research and development this quarter, signalling that it is investing heavily in 5G-Advanced and AI-driven energy efficiency technologies. The board approved a SEK 15 billion share buyback, essentially returning cash to shareholders as a sign of confidence in long-term performance.

North American demand has slowed, and geopolitical uncertainty continues to cloud the outlook, but management believes its organic momentum will eventually show through in the reported numbers once currency conditions stabilise.

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United Group’s strategic shift towards EU (European Union) markets is reflected in the appointment of Stan and Libor. Earlier in 2025, the company successfully monetised its telecom assets outside of the EU by selling SBB to Eand PPF and Net TV Plus and its sports broadcasting rights in the Western Balkans to Telekom Srbija.

The combined enterprise value of these assets, which reflected the business’s strategic premium, was 1.5 billion euros. Over 40 million customers are served by United Group today, providing revenue of 3 billion euros. The size and strength of its offering across EU markets are demonstrated by its 1-billion-euro EBITDAaL across its core markets.

Stan Miller is a seasoned business leader with more than 30 years of experience who has demonstrated success in fostering growth in the rapidly changing media and telecommunications industries in Europe. His experience includes creating substantial value in businesses that operate in a wide range of markets in Europe and beyond. He has held senior management positions throughout his career, including CEO of KPN Mobile and former Board Member of Royal KPN.

With over 20 years of telecom experience, Libor Voncina was appointed Deputy CEO. He previously served as CEO of Telecom Slovenia, KPN Mobile International, and Sunrise Communications, where he oversaw the company’s successful initial public offering (IPO) on the Swiss Stock Exchange.

Meet Stan Miller

Stanley “Stan” Miller was born in 1958 and completed his undergraduate and graduate studies in law, administration, and personnel management at the University of South Africa and the Institute of Accounting and Commerce in Cape Town. He is based in Luxembourg and has dual Belgian and South African nationality, which endows him with a multicultural outlook that would later influence his career as a global leader.

Miller’s first executive experience started in the media industry in the 1990s. After establishing Europe’s first digital satellite service, Telepiu, he became CEO of Nethold’s Italian operations, where he had previously held senior positions at the joint venture that created South Africa’s DSTV. After that, he moved into the telecom industry, holding executive positions at KPN Mobile International, E-Plus Germany, and BASE Belgium from 1999 to 2010. During this time, he managed significant turnaround plans and effectively started and expanded mobile market operations throughout Europe.

Miller joined the boards of significant telecom companies, such as MTN Group (since August 2016) and VEON Ltd (since June 2022), building on his more than thirty years in the TMT industry. Currently, he chairs AINMT AB, apart from being the CEO of Athena Investment Holdings and Leaderman (Belgium and Luxembourg). His reputation in corporate governance and transformative leadership across regions such as Europe, Africa, and emerging markets is reflected in his frequent involvement on boards in audit, ESG, risk, and strategy committees.

Image Credits: United Group

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“As a subsidiary of Meralco, the country’s largest electric distribution company, we leverage our extensive infrastructure to deliver high-speed, secure, and stable data and internet services,” Radius President and CEO Quiel Delgado told International Finance.

Radius prides itself on its 100% pure fibre-optic network, which provides a higher service level availability in terms of uptime. Compared with traditional copper-based connections, fibre technology enables faster data transmission, making it ideal for businesses.

“With our extensive reach across Metro Manila and key provinces, we continue to expand our coverage, bridging the digital divide and enabling more Filipinos to access world-class internet services,” he added.

As the demand for faster and more reliable internet continues to grow, Radius Telecoms banks on partnerships with reputable institutions that further solidify its network infrastructure and service offerings.

In February 2025, Radius Telecoms partnered with globally leading distributed denial of service (DDoS) cybersecurity solution provider Nexusguard for the latter’s scrubbing centre in Hong Kong.

This significant development strengthens Radius’ security posture for its business-to-business (B2B) direct internet access service, ensuring enhanced protection against the growing threat of DDoS attacks. These attacks usually involve the loading of a target server, website, or network with excessive traffic to overwhelm a system and make it inaccessible to legitimate users.

Radius COO Al Solis said, “This new investment allows us to block DDoS attacks in real-time that also impact our target latency in our traffic routing. The availability of a scrubbing centre within our network guarantees that we maintain the high reliability of our internet service and ensure our low-latency commitment to our enterprise customers.”

In support of the Philippine hyperscale industry, Radius teamed up with ST Telemedia Global Data Centres Philippines (STT GDC) in December 2024 for the latter’s new data centre in Fairview, Quezon City. This is STT GDC’s largest, most interconnected, and sustainable data centre to date.

The partnership enabled STT GDC to offer reliable connectivity to its local and foreign clientele, further solidifying Radius’ position as a trusted provider of premium connectivity solutions. This highlights both companies’ dedication to enhancing the country’s digital infrastructure and connectivity.

Pioneering Connectivity In The Philippines

Building on its commitment to enhance the country’s digital advancement, Radius has a strong foundation rooted in innovation and strategic growth.

The deregulation of the Philippine telecommunications industry through Republic Act No. 7925 in 1995 opened the doors to ICT growth in the country. During this period, Meralco leveraged fibre-optic technology to interconnect its substations, enhancing its monitoring capabilities across its franchise area.

In 2000, Meralco launched e-Meralco Ventures (EMVI), which later became Radius Telecoms.

With a 100% fibre-optic network, Radius entered the local market with business-application-tested metro ethernet service, delivering secure, layer-two connectivity.

In 2012, Radius received its global certification and membership acceptance from the Metro Ethernet Forum, becoming the third Philippine telecom to achieve this milestone, after industry giants Globe and PLDT.

From its early role as a carrier’s carrier, Radius has evolved into a full-service telecom provider for top corporations. It now offers high-capacity, secure network solutions powered by Nokia, Cisco, and Juniper. Recognised globally for innovation, the company has continued to expand its services, catering to the growing demands of data centres and enterprise customers.

Quiel Delgado said, “Our presence in the country reflects the strength of the Philippine economy. The growing demand for connectivity and ICT solutions continues to drive progress, and niche providers like us still have a market that we can serve. This also benefits customers by giving them more choices and greater flexibility.”

“This year marks Radius’ 25th founding anniversary, and with ongoing investments in data centre infrastructure, the emergence of next-wave cities, and the increased demand for next-generation networking solutions, we will continue to set new standards in the Philippine telecommunication sector, ensuring secure, reliable, and world-class services,” he concluded.

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Traditionally, scam victims have been left to foot the bill for their losses, while banks have offered little in terms of effective prevention or restitution.

However, a recent decision by the Australian Financial Conduct Authority (AFCA) has sparked hope for a more consumer-centric approach. This ruling has the potential to change how scams are handled across Australia’s banking industry, shifting responsibility from individuals to the institutions that should be safeguarding their financial well-being.

A History Of Unequal Burden

Australians lost a record USD 3.1 billion to scams in 2022, according to the Australian Competition and Consumer Commission (ACCC). This alarming figure marks a nearly 80% increase from the previous year, underscoring the accelerating sophistication of scams targeting individuals.

Traditionally, Australian banks have not fully shouldered the burden of these losses. The Australian Securities and Investments Commission (ASIC), in its 2023 review, found that while banks detected and halted a small proportion of fraudulent transactions, the total compensation paid to scam victims was a drop in the bucket compared to the overall losses.

This disparity is due in part to the voluntary nature of the ePayments Code, which many banks rely upon to avoid compensating customers who fall victim to scams. Under this code, banks are not obligated to provide restitution if the customer has disclosed their passcodes, even if under deceptive circumstances. This loophole has left many scam victims without recourse, prompting significant criticism and calls for reform.

A Turning Point Arrives

In November 2024, the AFCA’s decision to order HSBC to compensate a customer who lost more than USD 47,000 through a sophisticated bank impersonation or “spoofing” scam was a game-changer. In this case, the scammer contacted the victim, Mr. T, with a fraudulent text that appeared in a thread of legitimate messages from HSBC, making the scam appear credible.

The scammer also possessed sensitive information that Mr. T believed only the bank would have access to, leading him to reveal his online banking passcodes. This allowed the scammer to make an unauthorised transfer of USD 47,178.54.

HSBC argued that, under the ePayments Code, compensation should be ruled out because Mr. T had disclosed his passcodes voluntarily. However, AFCA disagreed, highlighting that Mr. T had been manipulated under duress and did not “voluntarily” disclose his information.

The ruling stated that the scam had employed psychological pressure and urgency, effectively coercing Mr. T into sharing his credentials. AFCA awarded compensation covering the majority of the stolen funds, lost interest charges, legal costs, and USD 1,000 for poor customer service by HSBC during the claims process.

This determination is significant because AFCA decisions are binding on financial institutions, and HSBC has no direct right of appeal. This not only provides restitution to Mr. T but also sets a precedent that may prompt broader shifts in how scam compensation claims are handled across the banking sector.

Need For Broader Reforms

The HSBC ruling comes at a crucial time, amid growing calls for reform that would make banks more responsible for scams that their customers face. Many scams, such as “push payment” frauds, where scammers trick victims into sending payments directly, fall outside the scope of the ePayments Code, as they involve the customer initiating the transaction. This means there is often no existing framework obligating banks to compensate victims, even if the customer has been deceived into transferring money to a scammer’s account.

A key aspect of AFCA’s jurisdiction is that its determinations are based on what is considered “fair in all the circumstances”, rather than strictly adhering to narrow legal codes. This gives AFCA the latitude to consider broader principles such as good industry practice and the need for banks to act proactively in scam prevention.

In determining whether compensation is warranted, AFCA takes into account the complexity of the scam, the bank’s efforts to warn or protect the customer, and whether the bank acted quickly and effectively when the scam was discovered.

According to the AFCA Ombudsman, David Locke, the ruling reflects the need for financial institutions to improve their vigilance against scams, especially as these frauds become increasingly sophisticated and difficult for ordinary consumers to detect.

“We are seeing scams that even well-informed and cautious individuals can fall prey to,” Locke said in a recent interview. This reflects a broader recognition that detecting these scams is often beyond the capability of individual customers, necessitating greater bank accountability.

In light of these systemic issues, the Australian banking sector has committed to several key reforms. In 2023, the Australian Banking Association (ABA) launched the “Scam-Safe Accord”, a sector-wide initiative designed to protect customers better.

The Scam-Safe Accord includes several measures aimed at detecting and preventing scams before they occur. Among these measures are the introduction of confirmation of payee service to ensure that account details match the intended recipient, delays for first-time payments, and the use of biometric identity checks for account verification.

Moreover, the Australian government is considering the “Scams Prevention Framework” legislation, which aims to impose even stricter requirements on banks, telecommunications companies, and digital platforms. Under this proposed framework, these entities would be required to take reasonable steps to prevent, detect, report, disrupt, and respond to scams.

This approach, drawing inspiration from similar frameworks introduced in the United Kingdom, represents an ambitious push towards collective accountability. In the UK, new rules mandate that both paying and receiving banks share responsibility for scam compensation, up to 85,000 pound (approximately AUD 165,136), unless the customer was grossly negligent. Australia’s reforms are expected to have similar stipulations, potentially leading to increased protections for customers who fall victim to fraud.

Financial institutions are not the only entities under scrutiny. The Australian Communications and Media Authority (ACMA) and consumer advocacy groups have pointed out that many scams are facilitated via digital platforms and social media, with messaging services and fake advertisements being prominent vehicles for scam activity.

The proposed Scams Prevention Framework would also require digital platforms and telecommunications companies to be more proactive in curbing scam proliferation.

According to a 2023 report by the Australian Institute of Criminology, around 70% of scam victims first encountered scammers via online channels, including social media and SMS. Given this, the role of digital platforms in addressing scams cannot be overlooked.

Reforms are expected to introduce more stringent obligations for tech companies, similar to the Online Safety Act, which mandates that platforms take rapid action against harmful content.

Implications For Consumers And Banks

The AFCA ruling against HSBC represents a major step towards acknowledging the power imbalance between customers and the increasingly sophisticated networks of scammers targeting them. For Australian consumers, this may signal the beginning of a new era where banks take more active responsibility for securing customers’ accounts, even in cases of customer error under duress.

However, experts caution that there is a long road ahead. Broadening the coverage of the ePayments Code and enacting the Scams Prevention Framework legislation will be key milestones in shifting the balance of responsibility from victims to institutions better positioned to detect and stop fraudulent activity.

According to Karen Cox, CEO of the Financial Rights Legal Centre, “These changes are a good start, but we need mandatory codes of conduct across the entire financial services industry to genuinely protect consumers. Until then, banks need to do more than just tell customers to ‘be careful’.”

For banks, the ruling sets a precedent that could have financial and reputational impacts if similar compensation claims increase. Banks will need to invest more in fraud detection technology and customer education initiatives. This may include improving customer support during incidents and enhancing real-time scam detection mechanisms, which could reduce both the occurrence of scams and the need for post-fraud compensation.

Addressing the complex issue of scams is not just a matter of caution on the part of consumers—it’s about fundamentally rethinking the responsibilities of financial institutions, technology platforms, and regulators in safeguarding people’s hard-earned money.

The post IF Insights: Australia’s big fight against scams appeared first on International Finance.

The new strategy will be centred on creating comprehensive AI infrastructure integrating AI data centres, graphic processing units as a service (GPUaaS) and edge AI. Under the plan, the mobile carrier will build a hyperscale AI data centre with an electricity capacity of over 100 megawatts in the country and later expand the capacity to a gigawatt level.

“SK Telecom is working to build the AI infrastructure superhighway to help South Korea make a leap and become one of three global leaders in AI,” Ryu said at a Seoul conference, named “SK AI Summit.”

A testbed for the data centre will first open in Pangyo, south of the capital Seoul, and will be equipped with the latest semiconductors developed by Nvidia, along with cutting-edge technologies related to AI chips and data centres, the company told the media.

The Korean company also plans to transform its data centre in western Seoul into an AI data centre and provide GPUaaS in cooperation with global cloud provider Lambda starting in December 2024. SK Telecom will also invest a combined 100 billion won (USD 72.9 million) into developing a sovereign AI tailored to the needs of the Korean market in 2025.

“SK Telecom will also work to develop edge AI technology, which refers to a technology integrating telecommunications networks and AI computing, as part of efforts to apply the AI infrastructure on the sixth-generation network,” Ryu added.

SK Telecom also unveiled ‘Aster(A*)’, an artificial intelligence (AI)-driven personal assistant tailored for global users, at the “SK AI Summit 2024.” The product is scheduled for a closed beta launch in North America later 2024, with a full market launch planned for 2025.

“Aster is designed as an ‘Agentic AI,’ which goes beyond simple Q&A or search functions by understanding users’ intentions to set goals, make plans and complete tasks on their behalf,” the telecom player explained its new solution in the mentioned words.

The venture plans to further enhance Aster’s capabilities through partnerships with global search providers, LLM developers and third-party applications to establish a comprehensive AI ecosystem for North American users.

“With Aster, users are interacting with a single app, but they’re actually tapping into an extensive AI ecosystem,” said Chung Suk-Geun, head of the Global/AI Tech Business at SK Telecom.

Meanwhile, SK Telecom reached 16.58 million 5G subscribers, making up over 73% of its total user base. The numbers not only reflected strong growth in 5G subscriptions, but also highlighted SKT’s successful network expansion and user adoption.

The telecom company’s consolidated revenue increased by 2.9% to 4.5321 trillion South Korean Won, with operating income up 7.1%. This growth was bolstered by steady performance in the roaming and enterprise segments, along with efficiency improvements driven by AI implementation.

“SKT’s enterprise business expanded by 8%, with cloud services seeing substantial 30% YoY growth. AI-driven enterprise solutions are becoming a core part of SKT’s B2B business strategy, aimed at increasing orders across industries,” Telecomlead reported.

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Patrick Drahi stated in September 2023 that, to reduce leverage, he might put everything in the media and telecommunications conglomerate that he has built over more than 30 years up for sale.

Almost a year later, investors are growing weary of that promise. At least for the French and American units, the group has unloaded a variety of mostly non-strategic assets and made it plain that it does not intend to repay debt in full. It’s unclear what will happen to the money from the sale of BT as Altice gets ready to negotiate with creditors.

If the recent deal’s proceeds are anything to go by, Drahi might be able to keep the money away from Altice France’s creditors. When asked how the money from the BT sale would be used, an Altice representative remained silent, Irish Independent reported.

What’s The Present Scenario Now?

Drahi, a Franco-Israeli billionaire who made his fortune through debt-fuelled acquisitions in the telecoms and cable businesses, spent about 4.2 billion pounds for the 24.5% stake in BT, according to Reuters calculations, which he acquired in three steps from 2021 to 2023.

The telecom tycoon’s Altice group has currently a debt tally worth USD 60 billion, spread across entities in the United States and in Europe.

The deal sent shares in BT up 6% to 139 pence in early trading and will serve as an early test of the new Labour government’s attitude towards foreign ownership of stakes in key sectors.

Talking about Bharti Enterprises, the Indian telecom venture said it had already bought a 9.99% stake but would wait for the Keir Starmer government’s national security clearance before it buys the remaining 14.51%.

Sunil Bharti Mittal, the Chairperson of Bharti Enterprises, told the reporters, “BT to my mind has a much brighter future ahead and they need to be following their strategy, if I may say, even more boldly.”

He added that BT’s current share price allowed evaluating the price of the stake acquisition, which would amount to 3.2 billion pounds according to Reuters’ calculations.

While BT’s shares have risen 24% in the last six months as its long-term fibre build starts to yield results, they have lost 72% since 2015. Talking about BT’s other stakeholders, Deutsche Telekom is a long-term holder of a 12% stake in the venture, while in June 2024 Mexican magnate Carlos Slim bought a 3.2% stake in the company, a boost for Allison Kirkby, who became BT’s CEO in February 2024. Kirkby also called Bharti’s investment a “great vote of confidence” in BT’s strategy.

“Deutsche Bank analysts said the new shareholder removed an overhang from the stock caused by the pressure on Drahi to offload assets and noted potential for further cooperation between BT and Bharti,” reported Reuters.

In 2021 Drahi caused alarm when he bought into BT and its critical communications infrastructure, prompting the government to say it would intervene if necessary to protect the group. Bharti has also termed the deal as a vote of confidence in Britain and its stable business and policy environment, a possible nod to the new government after five years of turmoil under the Conservative party.

The group also noted its long-standing relationship with BT, which owned a 21% stake in Bharti Airtel from 1997 to 2001. The Indian venture had not asked for a board seat, although Mittal added that he had some “ideas” for management.

Who Is Patrick Drahi?

Drahi began his career as a fibre optics researcher at Philips. He eventually set his eyes on having his own business in the telecom sector. The first business was all about consulting in the United States on investment in European cable providers.

In 1994, in France, Drahi founded Sud Cable Services. He and an American partner convinced mayors in southern France to allow them to lay cable for television in their towns. In 1998 he sold the company to John C. Malone’s UPC Holding, a European telecommunications venture.

Drahi was paid in UPC stock and went to Geneva to work for the company. He sold his position in UPC for approximately 40 million euro just before the dot-com bubble burst.

Drahi founded Altice with more than 20 acquisitions of underperforming mobile and cable companies. Since then, he has grown the company through highly leveraged transactions.

In France, he founded the French cable operator Numericable and in 2013 bought SFR, the second largest mobile phone and internet provider in the European country, from media conglomerate Vivendi. In the United Kingdom, he bought 18% of the BT in 2021 and in 2023 increased his stake to 24.5%.

He took the US by storm with his USD 9 billion purchase of a 70% share in cable company Suddenlink and his USD 17.7 billion acquisition of Cablevision in 2015. After those US companies were split off, Altice USA went public in June 2017.

Drahi owns the Israeli cable television company HOT. In 2013 he founded the Israel-based international news channel i24news, which broadcasts in French, Arabic, and English.

Altice entered the American telecommunications market in 2015 by purchasing 70% of Suddenlink Communications, the seventh-largest cable company in the United States. Later in 2015, Drahi bought Cablevision from the Dolan family, renaming it Altice USA with its flagship brand Optimum being the fifth largest cable operator in the world’s largest economy.

In June 2019, New York-headquartered fine arts company Sotheby’s announced it was being acquired by Drahi at a 61% market premium. In September 2020, to take the company private, Drahi offered 2.5 billion euro to minority shareholders of Altice. An increased bid was accepted in January 2021.

As of December 2023, Forbes lists his net worth at USD 4.9 billion, ranking him 584th in the world.

Crisis In France As Well

Creditors of Altice France have already been informed that they will have to accept a valuation cut in order to reduce borrowing totalling more than 24 billion euro (USD 26.2 billion). The venture has shifted at least part of the proceeds it got from the 1.55 billion euro sale of Altice Media to an entity that sits above Altice France’s operations, reported Bloomberg recently.

“Earlier, the money was in an unrestricted unit of Altice France that creditors could claim in the event of an insolvency or an in-court restructuring. The move is another sign of the tough stance Altice plans to take with its creditors as it starts debt talks. In March, the company’s management told them in an earnings call that they would have to take a haircut to help the company reach a new leverage target,” the report stated.

Around 3.5 billion euro has been added to the company’s positive side of the ledger. The proceeds from the sale of 70% of SFR’s data centres, the Altice Media company and its 49% ownership in La Poste Telecom, which Bouygues Telecom is in exclusive talks to acquire, as well as 1 billion euro from XpFibre’s dividend recap total worth 20.5 billion euro.

This 3.5 billion euro will reportedly meet a target Altice announced in August 2023 to cut leverage inorganically by one time its earnings before interest, taxes, depreciation, and amortisation, but is below what it would have raised had the company managed to sell XpFibre, as Drahi was seeking.

In July 2024, the advisers entered into non-disclosure agreements to start debt discussions with Altice. The company needs to cut around 10 billion euro of debt to reach its leverage target.

“Negotiations with a group of secured creditors holding around 17 billion euro of debt may prove particularly tough as creditors including Pacific Investment Management Co. and Anchorage Capital refuse to accept haircuts that would give Altice’s billionaire owner Patrick Drahi equity value at their expense,” Bloomberg reported, while adding, “Other members of the group, which is advised by Rothschild & Co. and Gibson Dunn & Crutcher, appear willing to accept a loss and move on, the people said. The vast majority of members have signed a cooperation agreement that binds them to not accept any offer unless 50.1% of the group accepts it.”

Altice International Situation

The telecom company wants to reduce its debt to EBITDA (Earnings before Interest, Taxes, Depreciation, and Amortisation) ratio from five times to as low as four times. It was earlier that it would sell Teads SA, a platform for video advertising, to Outbrain, a United States-based advertising company, for USD 1 billion, including USD 725 million upfront.

Plans to list the company for a valuation of roughly 5 billion euro were shelved in 2021. Although the proceeds were not used as stated in the statement, management informed creditors in May 2024 that leverage would be reduced if the sale of Teads or Altice Portugal went through. Altice International is currently in the process of selling its Portuguese subsidiary.

Meanwhile, the Dominican Republic unit was put up for sale, but the bids were deemed insufficient, so it was put on hold.

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It’s important to understand what 6G is and how it varies from 5G before diving into the trends. 6G networks seek to push those limits even farther, offering gigabit speeds, low latency, and vast data capacity in contrast to 5G networks. Experts estimate that 6G will be a hundred times more powerful than 5G, with microsecond latency and terabit-level speed possible.

The global 6G market is expected to grow during the forecast period 2024–2035, according to TechSci Research’s “6G Market – Global Industry Size, Share, Trends, Opportunity, and Forecast, 2018–2035, Segmented By Component (Hardware, Software, and Services), By Communication Infrastructure (Wireless, Fixed), By Application (Multisensory XR Applications, Connected Robotics and Autonomous Systems (CRAS), Wireless Brain-Computer Interactions (BCI), Digital Twins, Smart Cities, Internet of Everything (IoE), Blockchain and DLT, and Others), By End User (Government, Consumer, Industrial, and Enterprise), By Region.”

The growing need for 6G communication across several industries and the emphasis on low-latency networks for applications are driving the market’s rise. Even if 6G deployment is still in the works, the market seems to be very competitive.

Because of significant expenditures and research into enabling efficient transmission of 6G data over longer distances, the industry displays fragmentation despite the small number of 6G technology and service providers now available. Radio and baseband, network disaggregation, computable topology, machine learning, multimedia, and display are a few of the important technology pillars for the next 6G platforms.

Discovering the Potential of 6G is a wireless technology that will be able to do more than 5G. Sixth-generation (6G) networks will have far larger capacity and lower latency due to their ability to operate at higher frequencies. Enabling communication with a latency as low as one microsecond is one of 6G’s primary goals.

This corresponds to a throughput of one millisecond at present, but 1,000 times faster, or 1/1000th the latency, than that. This enormous advancement in latency reduction has significant ramifications for a wide range of applications, including real-time gaming and immersive virtual reality, as well as driverless cars and highly sensitive remote control systems. Additionally, the increased capacity of 6G networks will make it possible to seamlessly integrate Internet of Things (IoT) devices, smart infrastructure, and sophisticated industrial automation systems, supporting a growing ecosystem of connected devices.

Experts estimate that 6G will offer 1 terabyte of data per second at peak speeds, which is a significant improvement over 5G. This technological quantum leap would enable new applications like high-fidelity mobile holograms, truly immersive extended reality, and the seamless fusion of the digital and physical worlds, in addition to speeding up data-driven technologies like artificial intelligence and the Internet of Things (IoT).

The Sixth Generation Marathon Leaders

As of right now, no nation can claim to have a completely functional 6G network. Still, a lot of countries are spending money on R&D to be the first with this ground-breaking technology. China is in the lead in this competition.

The country has advanced in telecommunications and plans to lead 6G technologies. China launched a satellite to test terahertz signal transmission, a step toward 6G. China wants to lead the new mobile internet with official support and investment. In addition to its rapid R&D, China has IT giants like Huawei and ZTE that manufacture advanced wireless infrastructure and devices.

China leads, but other nations are following. South Korea, a pioneer in 5G, is also researching 6G. The South Korean government has invested much in 6G technology to commercialise it by 2028.

China promotes 6G international collaboration with an open approach to telecommunications. This contrasts with the US tech blockade, which disrupted global supply lines. Future 6G will connect people, robots, and the meta-universe. Additionally, it will improve 5G application situations.

South Korea, known for its rapid 5G adoption, is a strong 6G candidate. Samsung and LG have begun 6G preparations. The government’s intentions to invest USD200 million in 6G research and development over the next decade demonstrate its commitment.

South Korea’s scientific ministry, which allocates frequency ranges, has designated its proposed 6G communication frequency bands as global standard contenders. At the ITU-hosted World Radiocommunication Conference (WRC), the country’s three frequency ranges outnumbered other nations’ 23 spectrums.

South Korea started its research later than China or the United States, but it still plans to launch 6G technology in 2026, three years ahead of China.

The United States has always led technical innovation, and 6G is no exception. Research and development have begun at major American IT corporations and universities. The FCC has declared “terahertz” wave bands experimental, allowing 6G testing. AT&T, Verizon, and the Next G Alliance are shaping 6G, which could make mobile internet and cloud computing global.

US politicians should encourage government agencies to allocate more spectrum for cellular innovation. Higher charges for idle spectrum and better spectrum use incentives can achieve this. The Department of Defence, the largest spectrum user in the country, should work with the FCC and NTIA to assess its spectrum use and develop a spectrum release strategy.

Europe isn’t idle either. Large-scale European Union (EU) initiatives like Horizon Europe promote innovation and research. Nokia, based in Finland, is driving 6G development with its involvement in the Hexa-X project, the European flagship for 6G research. EU programmes like Horizon Europe and the European Institute of Innovation and Technology (EIT) fund collaborative research initiatives, promote academia-industry-government cooperation, and advance 6G technology and standards.

In 2020, the Next Generation Mobile Networks Alliance received government funding for 6G research in Germany. In 2020, Surrey University (UK) opened a 6G Innovation Centre outside the EU. Additionally, Russia’s Skolkovo Institute of Science and Technology introduced a gadget that could develop 6G components.

Japan is another important competitor that has strong technology and innovation. Japan began 6G research in 2020, a little late. However, the nation aims to launch next-generation mobile data technologies by 2030. Like South Korea, the government has allotted a USD 9.6 billion development fund for future technologies like 6G. National industry leaders including NTT DoCoMo and Toshiba and university institutions form the Beyond 5G Promotion Consortium to push 6G. The Japanese government also plans to fund 6G technology research.

The ruling Liberal Democratic Party (LDP) in Japan plans to change Nippon Telegraph and Telephone (NTT) rules to push 6G technology. The goal is to provide NTT with the flexibility and autonomy to accelerate its research and development in this field and remove legislative hurdles that hinder its worldwide competitiveness.

The global race for 6G technology is well underway, with many countries investing heavily in research and development to be at the forefront of this next-generation wireless technology. While no nation has a fully functional 6G network at present, several countries are making significant strides in this area.

As the global competition for 6G technology continues, it’s clear that the future of wireless communications will be shaped by the advancements and breakthroughs in this area, ultimately benefiting industries, consumers, and societies worldwide.

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Kretek cigarettes, which have a unique flavour and aroma from a combination of tobacco and cloves, are among Djarum’s most recognisable products. The business has perfected the craft of producing kretek, fusing cutting-edge technology with age-old methods to produce a singular smoking experience that is adored by customers all over the world. Djarum makes more than just cigarettes; in addition, it makes cigars and cigarettes flavoured in different ways using cloves.

Djarum has expanded its line of business beyond tobacco in recent years. The company has expanded into other industries, such as banking (it owns Bank Dinar Indonesia) and telecommunications (it owns a portion of XL Axiata, a mobile operator). This deliberate diversification is a reflection of Djarum’s dedication to maintaining its relevance in a constantly shifting market and solidifying its standing as a vibrant and adaptable conglomerate.

Despite its success, Djarum has been the subject of debate and criticism, especially in relation to its advertising strategies and the health effects of its tobacco products. Djarum, like many tobacco companies, has had to deal with strict laws and public health initiatives meant to lower tobacco use. Nevertheless, the business continues to rule the Indonesian market thanks to its well-known brand, extensive distribution system, and innovative product line.

Djarum is still a powerful force in the Indonesian and international business arenas thanks to its diverse portfolio and dedication to quality. The brain behind this successful venture is Michael Bambang Hartono, an Indonesian billionaire heir and businessman. He along with his brother Robert Budi has expanded the business beyond tobacco.

Who Is Michael Bambang Hartono?

• Michael Bambang Hartono was born on 2 October 1939, in the town of Kudus, in Central Java
• His father Oei Wie Gwan had purchased a small Kretek cigarette factory called Djarum Gramofon (in English, Gramophone needle) in April 1951, and renamed it Djarum
• After completing his high school in Kudus, he studied in the faculty of economics and business at Diponegoro University in 1959
• In 1963, the Djarum factory was destroyed by fire and shortly thereafter Oie Wie died, leaving Michael Bambang Hartono and his younger brother Robert Budi Hartono to inherit the factory
• The cigarette company grew under the two brothers, making its first export in 1972 apart from introducing new products
• The brothers began their banking career with Haga Bank and Hagakita Bank
• In 2002, they acquired 51.15% of Bank Central Asia through a consortium led by Farallon Capital and registered under the Mauritius Corporation FarIndo Investments
• The Djarum group also controls several shopping malls and buildings in Jakarta, including Grand Indonesia, Hotel Indonesia and BCA Tower
• Michael Bambang Hartono has a net worth of USD 18.5 billion, as of September 2019, making him the 56th richest person in the world, according to Forbes
• He and his brother, who was also listed slightly under him at 69th, were named the richest Indonesians in 2017, the 9th year in a row
• His company is also active in internet ventures, controlling e-commerce website Blibli.com and one of Indonesia’s largest online communities Kaskus
• Michael Bambang Hartono represented Indonesia at the Asian Games 2018 in bridge, winning a bronze medal with his team at the Supermixed team event hence making him the oldest Indonesian Asian Games medal winner
• He was part of the Indonesian teams which won bronze medals in the 2008 World Bridge Games in Beijing, the 2009 World Team Championships in Sao Paulo, and the 2010 World Series Championships in Philadelphia

‘Bridge Is Like Business’

In an interview with Richmond News, Hartono claims to have used similar skills to those he uses for the bridge to amass an estimated net worth of USD 18.5 billion, as of 2019, from the tobacco, banking, and communications industries.

“Bridge is like business. First, you get the data, the information. You analyse the information, and then you make a decision. So business, real life and bridge are the same. Decision-making is the same. If you want to be a good leader, and you want to be a successful man, businessman, play bridge. Never quit, never give up,” he said.

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The SoftBank Vision Fund, the largest technology investment fund in history, was established in 2017 with an astounding USD 100 billion capital commitment, making it one of SoftBank’s most noteworthy projects. The Vision Fund seeks to invest in high-potential technology companies, with a focus on those operating in fields like biotechnology, robotics, Internet of Things (IoT), artificial intelligence, and robotics. SoftBank has made large investments in well-known tech firms like Uber, WeWork, Slack, and Alibaba through this fund.

As part of its investment strategy, SoftBank frequently places audacious and calculated wagers on cutting-edge trends and disruptive technologies, which can occasionally result in both notable failures and spectacular wins. The company’s investment strategy is distinguished by its readiness to assume sizable risks in the interest of sustained innovation and growth.

Through its subsidiary SoftBank Corp, SoftBank engages in business outside of investments in the telecommunications sector. SoftBank Corp is a prominent mobile network operator in Japan, offering a comprehensive range of fixed-line, broadband, and mobile telecommunication services.

SoftBank has encountered difficulties despite its achievements, most notably concerning its investment in WeWork, which ran into serious problems with corporate governance and finances. SoftBank has also had to re-evaluate its investment strategies and portfolio management as a result of the COVID-19 pandemic’s effects on a few of the companies in its portfolio.

SoftBank Group continues to be a powerful force in the global business scene. It does this by using its financial resources, strategic vision, and technological know-how to influence many industries and spur global innovation.

The brain behind this successful venture is Masayoshi Son, a Japanese billionaire technology entrepreneur, investor and philanthropist. He is also the founder, representative director, and corporate officer of the company.

Who is Masayoshi Son?
• Born in 1957 on the island of Kyushu, Japan, Masayoshi Son studied computer science and economics at the University of California, Berkeley
• At the age of 19, he was inspired by a microchip he saw in a magazine and became convinced that computer technology would start the next industrial revolution
• Masayoshi Son, while still in college, initiated his first business venture by developing an electronic translator with faculty assistance, ultimately selling it to Sharp Corporation for USD 1.77 million
• After completing his degree in 1980, he started a video game company called Unison World in Oakland, CA.
• Masayoshi Son later sold the company to an associate for close to USD 2 million, and the company was eventually acquired by Kyocera
• In 1981, he founded SoftBank Group, which focused on advancing disruption and technological innovation
• Masayoshi Son promised to help the victims of the 2011 Tohoku earthquake and tsunami by donating 10 billion yen (USD 120 million) and his remaining salary until retirement in 2011
• In 2013, he was placed 45th on the Forbes magazine’s list of the World’s Most Powerful People, and in the 2018 ranking, he was placed in the 55th position
• As of 2023, Masayoshi Son ranks 69th on Forbes’s list of The World’s Billionaires and is at 239 on the Bloomberg Billionaires Index
• According to Forbes, as of 2024, Masayoshi Son’s net worth is around 2,870 crores USD

Leveraging AI

SoftBank, Nvidia, Microsoft, and other tech sector stakeholders announced that they have joined forces to create an alliance focused on leveraging artificial intelligence to optimise the use of mobile base stations.

The AI-Ran Alliance’s members want to collaborate to avoid network bottlenecks and encourage the usage of generative AI-powered smartphone apps.

The initiative was introduced in Spain during the Mobile World Congress, an international trade show for the telecom sector. The team will use artificial intelligence (AI) to process data at mobile base stations instead of in the cloud, which will help save energy and reduce latency in communications.

SoftBank President and CEO Junichi Miyakawa stated in a statement that the alliance “has been formed with the vision to spearhead the advancement of society through AI innovations, particularly from the telecom industry.”

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Jason spent the early days of his career navigating the intricacies of consumer electronics retail, which quickly evolved into revenue and operations roles at Tier 1 and 2 North American telecom carriers. These experiences have proven invaluable to his current leadership role, which has a focus on a strategic vision that propels organisations to new heights.

Jason’s expertise lies in crafting revenue-generating strategies, leveraging technology to help telecom retailers optimise their operations, and fostering strong client relationships. As a seasoned industry expert, his commitment is driving iQmetrix’s success in an ever-changing landscape, and propelling the company to the forefront of the telecom industry.

He is a champion of initiatives that harness the power of emerging technologies, ensuring iQmetrix solutions remain agile and competitive in a rapidly evolving digital ecosystem.

In an exclusive interview with the International Finance Magazine, Jason Raymer, Senior Vice President of Revenue at iQmetrix, offers a comprehensive insight into the transformative impact of AI within the telecom retail sector, delving into topics such as AI-driven chatbots and the nuanced utilisation of AI analytics in examining customer behaviour, and much more.

Q) How have telecom retail companies found success by implementing AI into their business models, and what specific areas have shown improvement?

A) Most AI solutions in use today are currently serving the organisation’s operations where they are experiencing an increase in productivity. This can be seen today with examples such as the use of AI-based workforce scheduling software that can easily use sales data to predict the volume of traffic, the number of employees needed to support that traffic, and which staff member should have each shift that will perform best, based on their historical sales. AI can also help immeasurably in improving the store rep’s knowledge and, ultimately, the customer experience. Without AI, the associate in a store must juggle knowledge of all kinds of rate plans, the promotions available, different device options, and much more. Besides — all of them have vast amounts of documentation that needs to be explained to the customer. This can be dramatically eased by AI tools ingesting all the necessary information and turning it into a search model, whereby the rep asks what the customer wants and inputs it, and the AI tool offers the optimal package for that customer.

Q) How does AI make the retail customer experience better?

A) Beyond efficiency and productivity gains, AI can unlock a vastly improved customer experience in many ways. One is by offering personalised shopping based on the customer’s wants and needs, no matter where they encounter the brand—online, in store, or on social media for example. Or it could be by improving the quality of the user’s experience with customer service, with AI tools triaging issues and feeding instant solutions to the agent, or even directly to the consumer. This improved retail experience in turn can radically improve customer loyalty and retention. The business’ bottom line can be boosted from both angles—both lower overhead costs and reduced customer attrition.

Q) How might the expanding influence of AI in the telecom retail sector impact job security for human workers?

A) Unlike most industries that are starting to leverage AI, the impact on job security in the near term could be those that hold administrative positions within telecom retail companies, where AI can take over administrative tasks. With that said, there may be a crossroads when AI is used to solve the individual needs of a consumer to the point that a retail sales associate is adding less value than the technology. Shifting the soft skills of sales into a hard skill reduces the need for training and maintaining a soft-skilled workforce to realise revenue targets. At this point, the role of the retail sales associate could dramatically morph or even be phased out.

Q) How can AI play a role in accelerating the advancement of innovative technologies related to 5G, particularly in countries such as Canada, where 5G accessibility is currently lagging?

A) The lagging advancement in 5G accessibility can be partly due to the ageing tech stacks that the Tier 1 Carriers are supporting. This tech debt has created internal focuses that prioritise transformation, vendor consolidation, and take-away resources that could be focused on the commercialisation of 5G. AI should play a pivotal role in reducing the bulk of these aged tech stacks and enable investment in next-generation networks.

Q) Since there has been increasing use of AI analytics to analyse customer behaviour, what impact it will have on shaping retail strategies?

A) The use of AI analytics to analyse customer behaviour will allow retailers to more accurately action their strategies. Specifically, around the effectiveness of personalised marketing offers. Personalised offers are designed to promote the right product, to the right customer and the right time for conversion. With the use of AI analytics, the shift and volatility in customer behaviour become predictable and can be actioned accordingly. No longer will retailers be working from 36 months of historical seasonality. Instead, real-time/near-time data will be used to react to market conditions in a way we have never seen.

Q) How do you view the effectiveness and potential impact of AI-powered chatbots for online customer support and in-store virtual assistants?

A) The effectiveness of these tools is predicated on the data set that is available to them. The actual customer experience and engagement with these tools will be based on the amount of personalised data each retailer has of their consumers. A general use of chatbots for questions and conventional support will meet the needs of most consumers as they have been in existence for many years. However, to implement this with a consumer who expects an Amazon-like experience will require AI to have and use the personal information that all companies are trying to keep secure.

Q) What key considerations must telecom retailers address regarding privacy and bias when implementing AI, and how have these concerns led to calls for regulatory changes and legislation around AI?

A) Regulation around AI is needed, and with countries such as Canada leading the way in proposing laws to support this, many more will follow. With telecommunications being federally regulated today, the legislation that will come is guaranteed to alter how AI can and will be used.

Q) How does better customer experience, facilitated by AI, play a crucial role as a cornerstone of customer retention?

A) At this time, it is retailers who are predicting what the customer experience needs to look like in order to drive customer retention. As AI gets to scale and becomes consumer-facing, the feedback and engagement of those customers will give retailers the best understanding. The next generation that is coming to the marketplace, Gen Alpha, has grown up with a device in their hands and is not afraid of digital. We would expect that retailers striving to capture this generation should be able to do this with ease with the right implementation of AI. Whereas older generations still have trust issues with certain technologies and expect a hybrid experience when available. For those telecom retailers that need to address multiple generations, the retention of these customers will not be solely on AI, but will certainly assist in acquiring and retaining Gen Alpha consumers in the marketplace.

Q) What kind of challenges does the implementation of AI have on large and small telecom retail businesses in 2024?

A) The greatest challenge is knowing where and who to invest with when trying to realise the benefits of AI. If companies try to sit back and wait for clear understanding, they are laggards by default. Organisations that have chosen to be early adopters have a learning curve and sunk cost associated with the bleeding-edge technology. The reality for most is that there needs to be clear AI use cases formed by the organisations that are putting AI into action today.

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