Stories by Rosalie Nelson

Opinion: Consolidation, then reinvention

On May 24 the Government announced its final partners and the framework for this country’s Ultra-Fast Broadband Initiative, which will deliver fibre-to-the-premises to 75 percent of New Zealanders over 10 years. The industry’s collective breath had been held for so long in anticipation of the decision, that the announcement attracted no arguments or shouting. There was just a quiet exhalation of relief there is now certainty.

Opinion: An unfortunate truth about network investment

It is finished (almost). Like the dance hall competitions of old, the mobile termination tango that began with such vigour seven years ago had become an exhausted industry shuffle with most parties praying for the music to stop. The lights have not quite been raised – but the industry is summoning energy for that last regulatory whirl.

Opinion: The future of the telco - marginalisation or reinvention?

"How did we get left behind — while the rest of the world evolved?" The uncomfortable truth, penned by Nokia’s CEO in his now famous ‘burning deck’ missive, defines the challenge facing the entire ICT sector — in this era of massive technology disruption and changing user preferences, how do the market leaders of today sustain their business tomorrow? It was one of the key issues flirted with, but not fully confronted at this year’s TelCon 2011 event earlier this month.

OPINION: The ultra-fast legislative subsidy

At times we all want things we can’t afford. Most of us defer or scale back our ambitions. The New Zealand government wants something it can’t afford: national rollout of ultra-fast fibre for New Zealand, to which it is contributing just $1.35 billion dollars — roughly a third or less of the total cost. It is therefore pulling all the regulatory and policy levers at its disposal to justify its business case and attract private investment.

Opinion: NZ shifts to the bleeding edge of telco reform

This month the NZ government released its radical blueprint for the reconstruction of New Zealand's telecommunications landscape. It's a roadmap that puts New Zealand at the leading (some may say bleeding) edge of redefining the industry for a fibre world.
The government's Supplementary Order Paper and associated cabinet papers outline the proposed legislative and regulatory framework for UFB partners. These include the undertakings that will bind Telecom if it wins the majority of the government's $NZ1.35 billion fibre-to-the-premises initiative, and structurally separates its network and retail businesses. It does not imply a Telecom deal has been reached - the government is emphatic on this. Rather the framework has been released to allow for industry consultation whilst negotiations with Telecom continue.
However just one week has been allowed for absolutely critical industry consultation - despite the fact that this will rewrite the regulatory regime until a scheduled review in 2018.
First the facts. Telecom is proposing to a demerger that will separate its network business Chorus, from its retail business, ServiceTel. Shareholders will swap one Telecom share for shares in two new, separately listed entities.
Chorus2 will own all of Telecom's existing physical copper and fibre network assets, including the regional backhaul network that connects communities and suburbs. It will also take over the regulated network access services currently provided by Telecom Wholesale as well as the new fibre-to-the-home services. The intent appears to be that the copper network will 'neutrally' co-exist with Chorus2's fibre services - an issue for ISPs hoping for infrastructure competition.
Chorus2 will, in effect, become a national, government-regulated monopoly that is largely invisible to end users. Under the legislation, Chorus2 can only provide restricted wholesale services and must treat all clients equally - same prices, same processes, same terms and conditions. Nonetheless there is considerable complexity in a number of the open access terms, which we believe creates challenges in policing and governance.
It is also important to note that Chorus2 is no state-owned enterprise, solely beholden to government. This will be a publicly-listed company, where the majority of the assets and investment will come from Telecom Group, with a fiduciary duty to shareholders. The government is only investing $1.35 billion into a fibre-to-the-premises network that will cost in total close to $5 billion (final numbers have not been disclosed). Yet whilst the government will, in investment terms, be a minority investor, it will nonetheless expect a significant degree of control - an expectation Telecom must somehow also align with shareholder best interests. It highlights the need for absolute clarity and sustainable expectations. On the one hand, it is critical we don't end up with a monopoly that has no incentives to invest in infrastructure due to shareholder expectations. On the other, neither can we afford an entity that fails to function effectively as a publicly listed company, requiring a taxpayer bailout.
While much of the attention will be on the new Chorus business, perhaps the most radical changes will occur in the retail business, ServiceTel.
ServiceTel will include the current retail business, and Gen-i. It will control assets such as data centres, national and international transport networks and - critically - the mobile network which is not subject to separation. Some of their current regulation will be lifted, such as forced migration off the fixed telephony notework; other undertakings will transfer to Chorus2. It will, however, continue to provide regulated access to the PSTN - it needs this business for cashflow.
With no fixed network cashflow to support it, ServiceTel will be a much smaller business bearing more resemblance to Vodafone than Telecom as we know it. The retail business units carry the highest proportion of costs - labour, sales, marketing - but are failing to grow revenues. If ServiceTel is therefore to be a viable standalone listed business, it needs to totally recalibrate its cost base, its business case and margin expectations. It will be very focused on growth areas - IDC believes that means all things mobile, and all services managed. We also need to be prepared that it may equally be broken up and sold off to other players; such is the reality of the market we are creating.
We need to state again: what is proposed here is a radical and deep government intervention. On the positive side, this will create an open fibre platform available to all - although whether the current complexity of relationships will allow for genuine ease of access and innovation for users remains to be seen. But we are also creating a hardline industry split when the demand is for convergence; we are separating mobile from fixed when demand is for mobile integration; we are changing investment incentives when the need for private investment has never been higher. There is a high risk of not getting the optimal outcomes for the industry - it is absolutely critical the emerging framework is well understood and fully consulted on, rather than fast-tracked in the interests of political expediency.

Telecom's stress fractures rattle the telco scene

On May 27, at an investor strategy briefing in Sydney, Telecom laid out its financial and operational outlook for the next two years. It was a sombre picture — and one that has implications for the rest of the industry.

Breaking up is hard to do

Should Telecom consider structural separation for Chorus? The question is alive and under active pursuit by media. The answer is far more complex than the headlines suggest.

Opinion: Cloud computing in NZ — there's something in the air

Like many Kiwi kids, I whiled away summer hours trying to see shapes and meaning in the clouds. I quickly learned clouds are shape shifters – defined one minute, transformed the next. And what I saw as a ship or dragon-shaped nimbus was a fairy or castle to my friend.

Questions abound over Telecom's fibre role

In Australia, the government is doing everything in its power to force Telstra to participate in its National Broadband Network (NBN) programme. By contrast, in New Zealand, the government appears almost indifferent to Telecom’s participation in its fibre-to-the-premises proposal.

Opinion: Can 2 Degrees handle the heat?

After almost a decade in the wings, 2 Degrees has finally gone live with New Zealand’s third mobile network amidst fanfare, rhetoric and genuine “give it a go” goodwill from Kiwis.

The many flavours of international fibre

New Zealand’s broadband inferiority complex has us positioned as the tortoise trailing in the wake of South Korea, Japan and France’s fibre fast-track.

2 Degrees zones in on the home phone

It was a dark and stormy night – and I was experiencing a serious sense of humour bypass. A wind gust had just wrested my notepad from palm to wet pavement, my bags were strewn as I grappled to open the car door. And in the midst of it the phone was ringing.

Mobile market: where do we grow from here?

It was a Stars in their Eyes moment. As this country’s (possibly the world’s) oldest living start-up, NZ Communications launched itself onto the mobile stage this month, showcasing a new name and new executive line-up, I wanted to feel excitement, a sense of anticipation at mobile’s new wave.

Opinion: Building the Great Wall of Fibre – can we deliver?

It must have been a sweet, if short-lived, moment of political glory. On March 31, the government announced its $1.5 billion national broadband strategy. Its vision: to connect 75% of New Zealand to fibre-based broadband over the next decade through a matrix of 25 regional tenders. Bold, groundbreaking, high risk — and quickly eclipsed.