Why Telefónica’s Journey to Autonomous Network Level 4 Depends on Operations

At FutureNet World 2026, Nilmar Seccomandi David, Director of Autonomous Network & Infrastructure at Telefónica, gave an interesting update on the operator's journey towards Level 4 autonomous networks.

The presentation, “Autonomous Operations: Why the Journey to AN L4 Depends on It?”, went beyond the increasingly familiar discussion about using AI in telecom networks. The more important message was that Level 4 is not something an operator achieves simply by deploying enough AI use cases. It requires a much broader transformation of network technology, operational platforms, processes and people, together with a way of measuring autonomy across the whole organisation.

Telefónica launched its Autonomous Network Journey (ANJ) programme in 2021 with its three main operating companies in Spain, Germany and Brazil. David explained that it adopted a holistic approach from the beginning, covering the main network lifecycle processes of planning, testing, deployment and operations, as well as domains including IP, transport, radio, fixed access, core and cloud.

This is important because Telefónica does not view the autonomous network programme as a collection of isolated automation projects.

The programme has four main workstreams. The first is technology transformation, including more open, softwarised and disaggregated networks as well as the removal of legacy technologies. The second is what Telefónica calls the brain, its automation platform, covering data integrity, data lakes, OSS modernisation and the platforms required to implement automation and AI.

The third is the heart, involving process redesign. David's point here was that simply automating an existing process does not necessarily capture the full benefits of automation. Processes themselves may need to be redesigned as new capabilities are introduced.

The fourth is people, including new ways of working, reskilling and creating an AI culture.

This framework is not new. In his FutureNet World presentation a year earlier, David used essentially the same four dimensions, describing them as The Network, The Brain, The Heart and People. The 2025 material already included open and softwarised networks, data and automation platforms, process redesign and organisational change.

That earlier presentation also showed Telefónica moving from conventional automation towards what it called Hyper Automation, with GenAI, agentic AI, cognitive cross-domain AI and digital twins becoming increasingly important between 2025 and 2030.

The difference in 2026 is that the discussion has become much more focused on how the operator measures progress and what autonomous operations actually look like in production.

Telefónica estimates that when the programme started five years ago, its overall autonomy level was around 1.1. It has progressed through the maturity levels year by year and closed 2025 at 3.42.

The company has now made its longer-term objectives public. It is targeting an average autonomy level of 3.75 by 2028 and Level 4 by 2030 across Spain, Brazil and Germany. Those targets formed part of Telefónica's November 2025 Capital Markets Day and its wider Transform & Grow strategy.

David made an interesting observation about the importance Telefónica now attaches to the number: autonomy level has become a KPI followed by the company's board, alongside conventional indicators such as revenue and Net Promoter Score.

That raises the obvious question: what exactly does a figure such as 3.42 mean?

This was perhaps the most useful part of the presentation.

Image: Telefónica breaks its autonomy measurement down from Group and operating-company level through network domains, sub-domains, processes and individual activities. Source: Telefónica / FutureNet World 2026

Telefónica uses the TM Forum Autonomous Networks framework as its basis, but David stressed that operators have to adapt the methodology to their own networks.

At the top level, Telefónica's Group autonomy figure consolidates the results from Spain, Brazil and Germany.

Within each operating company, the network is divided into domains such as IP, transport, radio, fixed access, core and cloud. Those can then be divided into sub-domains. Transport, for example, may include optical and microwave, while the core can include voice and packet-core functions.

Each domain is then assessed across processes such as planning, testing, deployment and operations. Those can be broken down again into individual activities. Operations, for example, includes areas such as fault and performance management.

The result is a large hierarchy of measurements which eventually rolls up into the Telefónica autonomy figure.

David's argument was that this complexity is necessary. Knowing that an operator has one, ten or even twenty impressive autonomous scenarios tells you relatively little about the autonomy of the network as a whole.

The same point was already visible in Telefónica's 2025 reporting. Its autonomy index showed progress occurring at different speeds across six network domains and multiple processes. IP and RAN were among the more advanced areas, while Core and Telco Cloud were further behind.

The 2026 results make that variation particularly clear.

Image: Telefónica's current autonomy assessment shows considerable variation between network domains and operational processes even though the consolidated Group autonomy level is 3.42. Source: Telefónica / FutureNet World 2026

The slide shows the results in two different ways.

On the left are Telefónica's three operating companies. The countries are deliberately anonymised, but the data is real. IP is the most autonomous domain in all three operating companies, while Cloud is the least autonomous.

The right-hand view breaks the assessment down by process. Even inside IP, which is the most mature overall domain, testing is less autonomous than the other main processes.

This illustrates one of the difficulties with discussions about “reaching Level 4”. An operator does not suddenly become Level 4 everywhere. Different countries, technologies and processes progress at different rates, and the overall figure can hide significant differences underneath.

Telefónica closed 2025 with 12 individual Level 4 use cases, spread across Spain, Germany and Brazil. Two were associated with planning, five with deployment and five with operations. Telefónica describes Level 4 cases as those capable of acting autonomously based on an intention provided by a human.

These include autonomous network-capacity creation, transport digital twins, autonomous IP fault resolution, 5G Core self-healing, fibre planning, software changes and multi-domain correlation.

The first Level 4 operations example David discussed was NetOptimizer, a digital twin of the O2 Germany transport network.

Image: O2 Germany's NetOptimizer uses a digital twin of the transport network for network analysis, simulation and proactive bottleneck detection. Source: Telefónica / FutureNet World 2026

NetOptimizer maintains an end-to-end representation of the German transport network and is used for analysis, simulation and bottleneck detection.

One particularly interesting capability is resilience testing. David explained that the system can periodically simulate the failure of individual links across the thousands of links in the transport network and analyse what would happen elsewhere.

Potential bottlenecks can therefore be identified before an actual failure exposes them.

The benefits shown on the presentation slide include 80% less time required for analysis, 40% fewer transport capacity issues, more than 90% fewer sites with very high capacity loading and a 5% latency improvement.

Telefónica has separately published the same figures for NetOptimizer, confirming the 80% reduction in time spent on planning, operations and network-optimisation analysis.

This is also worth noting because the automatic transcript of the presentation renders the first figure as 8%; the slide itself and Telefónica's published material make clear that the figure is 80%.

The second Level 4 example addressed IP interface flapping, where an interface repeatedly transitions between active and inactive states because of problems such as fibre attenuation, hardware faults, temperature or other instability.

Telefónica's system detects the condition, attempts to establish its cause and applies corrective action automatically. Where the problem cannot be resolved automatically, the affected port can be blocked and the appropriate field process triggered.

The company says the solution has reduced the impact of flapping on services by 70%, while removing the need for manual intervention in the closed-loop resolution process.

David then presented several other examples which are not yet Level 4 but are interesting because they demonstrate that Telefónica is not relying on a single flavour of AI.

One is Correlax in Brazil.

The starting problem was surprisingly mundane: NOC staff complained about gaps in the network inventory, which made it difficult to determine relationships between apparently separate incidents.

Rather than waiting for a perfect inventory, Telefónica applied graph techniques similar in principle to those used to establish relationships in social networks. It inferred relationships between network elements from available information and then used these relationships to correlate trouble tickets.

David said Correlax is reducing the relevant tickets by around 44%.

Another example is ATEA, an AI Factory deployed in Germany in collaboration with Google and using Gemini. One of the scenarios David described was cell-health analysis.

What had previously been a manual process involving the correlation of KPIs from multiple databases can increasingly be automated, bringing together information from different sources to analyse the condition of the network.

David also discussed rApps as a Service. Telefónica is testing an Ericsson solution using AWS which, according to the presentation, could be deployed in only a few days. The initial application involved anomaly detection, with additional agents being developed.

These examples are useful because the FutureNet World agenda specifically asked about the roles of predictive, generative and agentic AI, but the presentation suggests that this may be the wrong way to think about autonomous networks.

Telefónica is using whatever technique is appropriate to the problem: conventional automation, traditional algorithms, machine learning, graph analytics, digital twins, GenAI, rApps and increasingly AI agents.

The 2025 FutureNet World presentation made the same point in a different way. Telefónica already had more than 400 use cases spanning AI-driven network design, digital twins, capacity forecasting, GenAI document analysis, predictive maintenance, incident correlation and automated optimisation.

Its main case study that year was Vivo's Fractal system, which automated network creation using a mixture of DBSCAN clustering, Coral Reef algorithms, Telefónica's internally developed House of Cats algorithm and Dijkstra's shortest-path algorithm. The accompanying TelcoTitans report said Fractal had helped reduce mobile-site deployment time from around three months to one week.

The progression between the two FutureNet World presentations is therefore quite revealing. In 2025, the centrepiece was an advanced individual planning and network-creation use case. In 2026, the discussion is much more about spreading autonomy through the wider operating model and measuring that transformation systematically.

One of the most interesting parts of the 2026 presentation was David's reminder that AI by itself is not always enough.

Image: Telefónica's RAN energy example illustrates the limits of software optimisation: power-saving features and AI can reduce consumption significantly, but further improvements may ultimately require hardware modernisation. Source: Telefónica / FutureNet World 2026

He used RAN energy consumption as an example.

Traditional network power-saving features can already deliver substantial reductions. David suggested savings of around 20–30% compared with a network that does not use them.

AI can then improve when and how those features are activated. Depending on the implementation, David suggested that another 5–10% might be achievable.

Eventually, however, optimisation runs into the physical characteristics of the installed equipment.

At that point, modernising the hardware can potentially produce another significant improvement. David suggested that combining power-saving features and AI with newer hardware could yield an additional 20–30% and allow the energy-consumption curve to track the traffic curve much more closely.

The precise savings will clearly vary between networks, configurations and equipment generations, but the underlying message is important:

software intelligence cannot indefinitely compensate for inefficient hardware.

This is a useful counterweight to the idea that every network problem will eventually be solved by more sophisticated AI.

The final example in the presentation brought service observability into the autonomous-operations picture.

Traditional network operations tend to concentrate heavily on network KPIs. David argued that improving the network view is not sufficient: operators also need to understand the service view.

The example combines network status with service information and external factors such as weather conditions. Problems can then be analysed not only according to what is happening inside the network, but according to which services and customers are actually affected.

David said this approach is reducing Mean Time To Repair (MTTR) by around 30% and helping Telefónica prioritise which field tickets need attention first.

This may ultimately be one of the most important requirements for Level 4. A genuinely autonomous network should not merely know that a KPI has crossed a threshold or that a network element has failed. It needs enough context to understand what that failure means for the service, decide its relative importance and take the appropriate action.

There has already been further progress since the FutureNet World presentation.

Recently Telefónica provided a newer update saying it now has more than 500 AI use cases in production, with 15 already at Level 4. The targets remain Level 3.75 in 2028 and Level 4 in 2030.

That update reinforces the main message I took from David's FutureNet World presentation.

Level 4 is not something an operator installs.

It is the result of progressively changing how the network is designed, observed, deployed and operated; improving the data and OSS platforms underneath it; redesigning processes around closed-loop operation; and changing how people interact with increasingly autonomous systems.

AI is becoming increasingly important to that journey, particularly as GenAI and agentic approaches mature. But Telefónica's experience also shows that autonomous networking is much broader than AI.

It includes digital twins, conventional algorithms, closed-loop automation, observability, modern network architectures, accurate data, process redesign and, where necessary, replacing the physical infrastructure itself.

Perhaps that is why the title of the presentation was so appropriate.

The journey to Autonomous Network Level 4 ultimately depends on autonomous operations.

Related Posts: 

• Operator Watch Blog: Telecom Argentina's View of Autonomous Networks and the Road to Level 4
• Operator Watch Blog: Why Operators Must Simplify Before They Automate
• Operator Watch Blog: Automation and Data Driven Network Optimization in Swisscom’s Mobile Strategy
• Operator Watch Blog: Telefonica’s Journey Towards End-to-End Autonomous Networks
• Operator Watch Blog: What Europe’s Five Greenest Telecom Groups Are Doing Differently
• Operator Watch Blog: Telefonica's Vision of Open RAN from MWC 2022 

The World’s 10 Largest Mobile Operators by Subscriber Numbers in 2026

It sounds like a simple question, but subscriber numbers have become increasingly difficult to compare. Some operators include Machine-to-Machine (M2M) and Internet of Things (IoT) SIMs in their reported mobile totals, while others report them separately. Some include fixed wireless access connections, and multinational groups sometimes quote subscriber numbers from associates in which they own only a minority stake.

With IoT connections now running into billions globally, simply taking the headline numbers can produce a rather misleading league table.

We have therefore attempted a slightly different comparison: the world's largest mobile operators and operator groups by mobile subscriber numbers, excluding M2M and IoT connections as far as the published data allows.

The figures use the latest information available at the end of August 2026, generally June or July 2026. They should be treated as approximate because reporting methodologies are not standardised between operators.

Rank Operator / Group Mobile subscribers excluding M2M/IoT

1         China Mobile         ~1.011 billion

2         Bharti Airtel            ~594 million

3         Reliance Jio            ~479 million

4         China Telecom        442 million

5         China Unicom         >357 million

6         MTN Group         318 million

7         América Móvil       ~300 million

8         Vodafone Group      279 million

9         Orange Group        ~261 million

10         e&                         ~245 million

China Mobile remains in a league of its own. At the end of June 2026, the operator had approximately 1.011 billion mobile customers. What makes the distinction particularly important is that China Mobile also had 1.511 billion IoT card connections. Those IoT connections are reported separately and are therefore not included in the figure above.

The scale difference is remarkable. China Mobile has more IoT connections than it has human mobile subscribers, and its mobile customer base alone is almost twice the size of the next operator group.

Bharti Airtel takes second place when its Indian and African businesses are combined. The latest TRAI figures show Airtel with around 489.5 million wireless connections in India, but approximately 84.45 million of these are M2M connections. Removing these gives just over 405 million Indian consumer mobile subscriptions. Airtel Africa reported another 189 million customers at the end of June 2026, producing a combined figure of roughly 594 million.

This illustrates why simply using operator headline subscriber numbers can be problematic. India now has 137.7 million cellular M2M connections, and TRAI explicitly states that its wireless subscriber figures include M2M connections.

The same adjustment changes the picture for Reliance Jio. TRAI reported around 506 million wireless connections for Jio at the end of July, but 26.56 million were M2M connections. That leaves approximately 479 million conventional mobile subscriptions, putting Jio comfortably in third place rather than above Airtel when Airtel's African operations are included.

Jio itself reports a much larger overall customer base of more than 533 million because its broader digital services reporting also reflects the rapid expansion of its fixed broadband and JioAirFiber businesses. This is another reason why company-level customer numbers cannot always be compared directly with mobile subscriber numbers.

The next two positions belong to China's other major state-owned operators.

China Telecom reported 442.43 million mobile subscribers at the end of June 2026, including 322.5 million 5G network subscribers. China's enormous mobile IoT population is counted separately from conventional mobile telephone users in national statistics.

China Unicom is slightly more difficult. Its 2025 annual report said that the number of mobile billing subscribers had exceeded 357 million. More recent reporting increasingly uses a much broader "connectivity subscribers" measure combining mobile, broadband, IoT and other connections, so I have retained the latest clean mobile-only figure rather than trying to derive a misleading number from the new KPI.

Africa's largest operator group, MTN, comes next. MTN reported 317.7 million active subscribers across 19 markets at the end of June 2026. More than 179 million of these were active data users.

América Móvil, owner of brands including Claro, Telcel and A1, reported 334.3 million wireless lines at the end of June. The difficulty is that this figure includes M2M subscriptions in several operations. For example, its Austria and Eastern Europe total alone includes 11.28 million A1 Digital M2M subscriptions, while Claro Brazil also reports substantial M2M additions. Once these are removed, I estimate the conventional mobile base to be around 300 million.

This estimate is necessarily less precise than the China Mobile or Vodafone figures because América Móvil does not publish a single group-wide mobile total excluding M2M.

Vodafone Group is much cleaner. Its 2026 annual report gives 279 million mobile customers while separately reporting 244 million IoT connections. This makes Vodafone one of the easiest multinational operators to compare for this exercise.

Orange reported 321.3 million mobile accesses at the end of June 2026, boosted significantly by the full consolidation of MasOrange in Spain. Its detailed KPI reporting includes M2M within parts of the mobile base, and removing those connections brings the conventional mobile total to roughly 261 million. Orange's Africa and Middle East business alone now serves around 180 million mobile customers, showing how important that region has become to the Group.

Finally comes e&, formerly Etisalat Group. Its aggregate subscriber base reached 251.5 million at the end of June 2026 following the consolidation of businesses including Telenor Pakistan and its expanded international portfolio. The headline figure contains a relatively small number of fixed subscribers as well as mobile connections, so a reasonable mobile-only estimate is around 245 million.

The bottom of the table is the least certain. Deutsche Telekom is very close to the top-ten boundary, but producing a comparable 2026 group mobile subscriber figure is now difficult. T-Mobile US changed its reporting in the first quarter of 2026 and now emphasises postpaid accounts rather than total customers. At the end of 2025 it had 142.4 million US customers, while Deutsche Telekom currently reports another 123.7 million mobile customers across Germany and its other European operations. However, the German figure explicitly includes substantial M2M SIMs, particularly automotive connections.

Depending on exactly how M2M, broadband and other non-phone connections are treated, Deutsche Telekom and e& could therefore exchange places around the tenth position.

Another operator group that can appear much larger in some rankings is Singtel. This is largely because Singtel has major investments in operators including Bharti Airtel, Telkomsel, AIS and Globe. Adding all of their subscribers to Singtel's total while also ranking those operators or groups separately would effectively count the same subscribers more than once. For this comparison, I have therefore concentrated on controlled operator businesses rather than attributing 100% of associate subscribers to their shareholders.

The exercise also highlights how dramatically the meaning of a "mobile connection" is changing.

China Mobile alone has more than 1.5 billion IoT connections. Vodafone has 244 million IoT connections, while India's M2M base has already reached almost 138 million. In many cases, an operator's total number of network connections is therefore substantially larger than the number of people actually using its mobile services.

For traditional mobile subscriber scale, however, the picture remains clear. China and India dominate the top of the global rankings, followed by large multi-country groups across Africa, Latin America, Europe and the Middle East.

And China Mobile, with more than one billion conventional mobile customers before its enormous IoT business is even counted, remains comfortably the largest mobile operator in the world.

Related Posts: 

• Operator Watch Blog: A Billion for China and China Mobile
• Operator Watch Blog: World's Largest Mobile Networks by Data Traffic - Q1 2024
• Operator Watch Blog: 8.05 Billion Mobile Subscribers with 5.22 Billion Unique by End of 2020
• Operator Watch Blog: World's Largest Mobile Networks by Data Traffic - March 2021 

Singapore's Telecoms Market Enters Its Next Phase

Singapore has one of the world's most advanced and competitive telecommunications markets. Despite its relatively small geographic area and population of around six million, the city-state consistently ranks among global leaders in mobile connectivity, fibre-broadband adoption and digital infrastructure.

DataReportal, citing GSMA Intelligence, reported that Singapore had 9.79 million cellular mobile connections in late 2025. This was equivalent to 166% of the population estimate used in its methodology. The number of connections fell by approximately 99,000, or 1%, between late 2024 and late 2025, while 99.3% were classified as mobile broadband connections.

Mobile-connection figures should not be confused with the number of individual users. Many people maintain separate personal and business subscriptions, while tablets, connected equipment and other devices may also use cellular connections. eSIM has made it easier for users to maintain multiple services.

Singapore has also completed another important transition. The three operators that previously provided 3G services, Singtel, StarHub and M1, retired those networks during 2024, freeing spectrum and resources for newer technologies. Mobile users are now effectively served through 4G and 5G networks.

A mature four-operator market

Singapore's mobile market continues to be served by four mobile network operators: Singtel, StarHub, M1 and SIMBA.

Competition in such a mature market is increasingly about more than geographic coverage. Pricing, network performance, roaming, digital customer experience, bundled services and the ability to turn network capabilities into higher-value consumer and enterprise offerings are becoming more important.

The operators also report subscriber numbers using different definitions and reporting periods. Some report customers, others subscribers, active services or individual lines. Their published totals therefore should not simply be added together to calculate precise market shares.

Singtel remains Singapore's largest telecommunications operator. At 31 March 2026, it reported approximately 4.50 million mobile customers and 686,000 fixed-broadband lines in Singapore.

Its position is supported by extensive infrastructure, a large consumer base and a broad enterprise portfolio, as well as the wider Singtel Group's operations and investments across Asia.

Singtel is now moving beyond basic 5G deployment towards more differentiated network capabilities. In March 2026, it announced an expanded collaboration with Ericsson around 5G-Advanced. Priorities include commercial end-to-end network slicing backed by service-level agreements, programmable network APIs and greater use of AI in the RAN.

StarHub is one of Singapore's three long-established integrated telecommunications operators and describes itself as having the country's number-two mobile revenue market share.

At 31 March 2026, StarHub reported 2.222 million mobile subscribers and 571,000 broadband subscribers. Its mobile subscriber base increased by 17,000 during the first quarter, although consumer mobile revenue declined year-on-year.

StarHub has progressively repositioned itself beyond conventional mobile and broadband services, with activities spanning enterprise connectivity, managed services, cloud and cybersecurity.

It also continues to increase the scale of its consumer business. On 6 August 2026, StarHub and MyRepublic announced that all MyRepublic 4G subscribers would move onto StarHub's network. MyRepublic's 5G customers were already using StarHub through an existing wholesale arrangement. StarHub linked the move to increasing scale and positioning itself for further consolidation in Singapore's telecommunications market.

StarHub also shares part of its 5G infrastructure with M1 through Antina, their network-sharing joint venture.

M1, majority-owned by Keppel, competes across consumer telecommunications, enterprise connectivity and digital services. It serves more than two million customers and has increasingly emphasised enterprise and industry-focused 5G services.

Its activities include private and dedicated 5G, maritime connectivity, industrial applications, network slicing and edge computing. M1 has also introduced commercial 5G RedCap services for enterprises, targeting IoT applications that do not require the capabilities or cost profile of full-featured 5G devices. 

M1's ownership and strategic direction have, however, become one of the most interesting aspects of Singapore's telecom market in 2026.

SIMBA, formerly TPG Telecom Singapore, is the fourth network operator and has been one of the strongest sources of price competition in the market.

At 31 January 2026, SIMBA reported approximately 1.412 million monthly paid active mobile services, up 13% over the preceding half-year. Its broadband business had also expanded to about 46,000 active services.

SIMBA's growth demonstrates that there is still room for subscriber disruption even in a highly penetrated market. Its challenge now is to translate that growth into a sustainable competitive position as Singapore shifts towards standalone 5G and competitors respond through lower-cost brands, MVNO partnerships and consolidation.

The M1-SIMBA deal collapses, but consolidation remains on the agenda

One of the biggest developments in Singapore telecoms over the past year was SIMBA's proposed acquisition of M1's telecommunications business. The transaction would have significantly reshaped the market, but it did not proceed.

In May 2026, IMDA suspended its assessment of the proposed consolidation after saying it had learnt that SIMBA could have been using radio-frequency bands that had not been assigned to it to provide mobile services. The regulator began investigating the matter.

The acquisition agreement subsequently terminated and the regulatory application was withdrawn. The suspension itself should not be interpreted as a final finding of wrongdoing.

Importantly, the collapse of the transaction has not removed consolidation from the industry's agenda. Keppel said in July that it had established a three-year plan to strengthen M1's profitability and competitiveness and maximise its strategic value in any future industry consolidation. The plan targets S$70 million in annual run-rate cost savings by 2028, with S$10 million targeted by the end of 2026. Keppel continues to include M1 Telco in its non-core portfolio for divestment. 

At the same time, StarHub's decision to bring all MyRepublic mobile subscribers onto its network shows consolidation taking place through network, wholesale and brand arrangements even without a merger between two of the four infrastructure operators.

The structure of Singapore's market therefore remains one to watch.

Singapore moves beyond the initial 5G rollout

Perhaps the clearest sign that Singapore's telecom market has entered a new phase is the transition from simply building 5G coverage to making fuller use of standalone 5G.

By mid-2026, Singapore's operators had achieved nationwide 5G Standalone coverage. The migration away from Non-Standalone architecture, where 5G radio still depends partly on 4G infrastructure, has progressed at different speeds by operator.

StarHub switched off its 5G NSA network on 31 May 2026, while M1 said all its 5G sites were operating on standalone architecture. Singtel still retained a small proportion of customers on the older NSA architecture in late July, even though its nationwide SA network was already well established.

This matters because standalone architecture provides the foundation for capabilities such as network slicing, more flexible service assurance, advanced IoT and increasingly programmable networks. The commercial question is now whether operators can convert those capabilities into services that customers are prepared to pay for.

Independent network measurements show that the operators are not delivering identical experiences. In Opensignal's July 2026 Singapore Mobile Network Experience report, Singtel won the 5G Availability category with users connected to an active 5G signal for 79.9% of the time measured. StarHub recorded 70%, M1 67% and SIMBA 31.4%.

These figures are not measures of geographic coverage. Instead, they indicate how often Opensignal's users with suitable devices and subscriptions were actually connected to 5G. The distinction becomes increasingly important now that headline coverage is no longer enough to differentiate operators.

Private 5G and enterprise connectivity

Enterprise connectivity remains one of the most important potential growth areas for Singapore's operators. Government agencies, operators and technology companies have been testing and deploying private or dedicated 5G solutions in sectors including maritime operations, manufacturing, smart estates, transport and other connected infrastructure.

Potential applications include robotics, automated vehicles, industrial monitoring, remote operations, connected equipment, video analytics and real-time data processing.

M1's introduction of commercial RedCap services and Singtel's push towards commercially enforceable network slicing illustrate how the enterprise proposition is evolving from simply providing private coverage towards differentiated connectivity for particular applications.

However, the challenge remains commercial rather than purely technical. Many private 5G and edge-computing projects remain trials, targeted deployments or industry-specific implementations. Singapore's advanced infrastructure provides an excellent environment for such applications, but operators still need to demonstrate repeatable business cases and sustainable recurring revenues.

Fibre is moving towards 10 Gbps

The next phase is not limited to mobile networks. Singapore is also upgrading its Nationwide Broadband Network to support speeds of up to 10 Gbps. IMDA has committed up to S$100 million to the programme, and more than half a million households are expected to sign up for and benefit from higher speeds by 2028.

Commercial competition has already moved in this direction, with 10 Gbps residential broadband services and Wi-Fi 7 increasingly used in premium packages. SIMBA's entry into fixed broadband has also added another aggressive competitor to this part of the market.

As with 5G, the interesting question is not simply how much speed can be delivered, but which services will make practical use of the additional capacity.

Cybersecurity becomes a strategic telecom issue

Singapore's advanced digital infrastructure also makes the resilience and security of its telecommunications networks particularly important.

In February 2026, Singapore's Cyber Security Agency and IMDA disclosed details of Operation CYBER GUARDIAN, the country's largest coordinated cyber incident response operation to date. The authorities said that advanced persistent threat actor UNC3886 had conducted a deliberate campaign targeting all four major Singapore operators: Singtel, StarHub, M1 and SIMBA.

The operation involved more than 100 cyber defenders across government agencies and the operators and lasted for more than eleven months. UNC3886 obtained unauthorised access to parts of telecom networks and exfiltrated a small amount of primarily network-related technical data. However, the authorities said there was no evidence that sensitive or personal customer records had been accessed or exfiltrated, and no evidence that telecommunications services had been disrupted.

The incident is an important reminder that telecom competition increasingly includes resilience, cybersecurity and operational capability alongside speed, coverage and price.

Smart Nation, AI and the wider digital ecosystem

Singapore's Smart Nation strategy and highly coordinated digital infrastructure policies continue to provide favourable conditions for telecommunications innovation.

The country combines extensive fibre infrastructure, nationwide 5G, major data-centre and cloud operations, subsea cable connectivity, a sophisticated cybersecurity ecosystem and close collaboration between government, operators, technology companies and research institutions.

Operators are increasingly applying AI and machine learning to areas such as network optimisation, predictive maintenance, cybersecurity, fraud detection, customer service and capacity management. At the same time, cloud and edge partnerships allow them to combine connectivity with compute, storage, security and data services.

This changes the role of a telecom operator. The long-term opportunity is not simply to sell another mobile subscription, but to become part of the digital infrastructure used by enterprises to run applications, automate operations and manage data securely. Whether operators capture a meaningful share of that value remains an open question.

Market outlook

Singapore's telecom market is therefore entering a different stage of development.

The initial nationwide 5G rollout is largely complete. The three legacy 3G networks are gone. Standalone 5G is becoming the normal architecture rather than an additional feature. Fibre is moving towards 10 Gbps. The focus is shifting towards 5G-Advanced, network slicing, RedCap, enterprise connectivity, AI-enabled operations, cybersecurity and differentiated digital services. 

At the same time, competitive pressure remains intense. SIMBA continues to grow and compete aggressively on value. StarHub is building scale through its brands, wholesale relationships and MyRepublic. Singtel is using its network leadership to push towards more programmable and differentiated 5G services. Keppel is restructuring M1 while openly keeping future industry consolidation in view. 

The failed SIMBA-M1 transaction therefore may not have been the end of Singapore's consolidation story. It may simply have delayed it.

Singapore's compact geography, regulatory environment and highly developed digital infrastructure make it an unusually useful market in which to observe what happens after nationwide 5G coverage has been achieved.

The next competition will not be about which operator can claim to have 5G. It will be about who can make the most effective commercial use of it.

Related Posts: 

• Operator Watch Blog: Building and Scaling AI the Cloud Native Way at Singtel
• Operator Watch Blog: SIMBA Telecom to Acquire M1 in Singapore’s First Major Consolidation
• Private Networks Technology Blog: Singtel’s 5G Powers the Transformation of Singapore’s Tuas Mega Port
• Operator Watch Blog: Singtel Surpasses 95% Nationwide 5G Standalone Coverage in Singapore
• Connectivity Technology Blog: StarHub's SmartPTT Push-to-talk over Cellular (PTToC) Solution
• Operator Watch Blog: Singapore is a 5G leader in Southeast Asia 

What Europe’s Five Greenest Telecom Groups Are Doing Differently

Energy efficiency and sustainability have moved from being specialist environmental topics to strategic priorities for telecom operators. Energy typically represents around 3% to 5% of operators’ operating expenditure, and sometimes considerably more. Electricity prices can also change rapidly because of geopolitical conflict, extreme weather, grid constraints and competition for renewable energy from data centres.

The scale of the challenge is significant. According to the Telecom Energy & Sustainability (TES) research from MTN Consulting and Téral Research, telecom operators consumed 340.6 TWh of energy in 2024. Only around 23% came from renewable sources, although this was an improvement from 10% in 2019. When Scope 3 emissions from equipment, suppliers and the wider value chain are included, the sector generated approximately 342 million metric tonnes of CO₂-equivalent emissions.

The TES study analyses 66 telecom operators representing approximately 85% of the global market. One of its rankings compares market-based Scope 1, Scope 2 and Scope 3 emissions against company revenue. This is important because it measures the total reported carbon footprint relative to the size of the business, rather than simply rewarding the largest purchaser of renewable electricity.

On this measure, the five leading European telecom groups in 2024 were: 

A note on acquisitions and reporting boundaries: The ranking is based on 2024 reported data and therefore reflects each group’s reporting perimeter during that period. Acquisitions, disposals and infrastructure spin-outs can materially change subsequent energy and emissions profiles. Swisscom’s figures, for example, reflect the reporting perimeter before Vodafone Italia is incorporated into the TES analysis on a fully consolidated basis.

For comparison, the average across European operators was approximately 105 MT CO₂e per $1 million of revenue, while the global average was around 192. Seven of the worldwide top ten were European groups, with Deutsche Telekom and Tele2 also making the list.

These figures should not be treated as a perfect comparison. Group structure, geography, network ownership, leased infrastructure and the quality of Scope 3 reporting can all affect the results. Nevertheless, the leading companies provide some useful lessons about how sustainability can be embedded into telecom strategy.

Swisscom leads today, but Vodafone Italia changes the future picture

Swisscom has the strongest overall TES position among the operators assessed, receiving a five-star Leader rating. Its 2024 energy intensity was 43.2 MWh per $1 million of revenue, while its market-based Scope 1 and Scope 2 emissions intensity was only 0.87 tonnes of CO₂-equivalent per $1 million. Renewables accounted for 90.4% of reported energy use.

What distinguishes Swisscom is not only its energy performance. The company has integrated financial and environmental reporting, placing sustainability alongside revenue, investment and other measures used to evaluate the business.

However, there is an important qualification. Swisscom completed its acquisition of Vodafone Italia in December 2024, and the current TES figures largely reflect the earlier reporting perimeter of Swisscom and Fastweb. The enlarged group will have a different energy and emissions profile.

Vodafone Italia’s energy sourcing includes a greater contribution from conventional and nuclear generation. Although nuclear electricity is low-carbon, it is not classified as renewable under the TES methodology. When the TES analysis is updated to reflect the fully consolidated group, Swisscom’s reported renewable share is therefore expected to decline and its emissions intensity could increase unless the acquired operations are brought into alignment with the group’s existing renewable-energy strategy.

The Italian operation may consequently become the biggest test of Swisscom’s sustainability leadership. Extending Fastweb’s renewable procurement programmes across the combined Fastweb and Vodafone Italia footprint could help the group defend its position.

This illustrates a wider lesson about sustainability rankings. A company can improve through network modernisation and renewable procurement, but its reported profile can also change abruptly following an acquisition. The same effect can happen in reverse when operators sell energy-intensive assets such as tower portfolios.

Telefónica connects sustainability with financing and network investment

Telefónica’s approach demonstrates how environmental commitments can be incorporated into corporate financing. In early 2026, the group raised €1.75 billion through a green hybrid bond. The funds were intended to support network transformation, energy-efficient modernisation, renewable-energy projects and digital services that help customers lower their energy consumption.

This matters because telecom networks require continuous investment. Attaching environmental criteria to financing can influence which programmes receive funding and how their outcomes are measured.

Telefónica is also incorporating energy efficiency into major technology procurement. Telefónica Germany highlighted energy efficiency when announcing a five-year agreement to deploy Nokia’s AirScale radio platform. Its operations outside Europe are following a similar direction. Movistar Chile entered a long-term renewable-energy agreement, while Telefónica Mexico arranged to obtain part of its electricity from a solar project.

Approximately 86% of Telefónica’s energy was classified as renewable in the TES data. More importantly, the group is applying its sustainability priorities across multiple operating companies rather than limiting them to its European headquarters.

Proximus is turning energy management into a software capability

Proximus shows that sustainability is not only about buying renewable electricity. It is also about understanding where, when and why energy is being consumed.

The Belgian group has developed an application called Energy Box, which combines data analytics, real-time energy-market information and artificial intelligence. The platform is intended to improve energy planning across buildings and mobile sites while making better use of intermittent renewable sources such as solar and wind.

This is an increasingly important capability. Networks cannot simply switch everything off when electricity becomes expensive or renewable generation falls. Operators must understand traffic patterns, service requirements, battery capacity, equipment performance and local energy conditions before making changes.

AI and automation could eventually allow sites, data centres and other facilities to adjust energy use dynamically. The same capabilities could help operators participate in electricity demand-response programmes or use network batteries as part of virtual power plants.

Proximus also illustrates the green-enablement opportunity. The skills and platforms developed to manage its own facilities can potentially be offered to enterprise customers facing similar energy-management challenges.

Liberty Global is investing directly in energy generation

Most operators purchase electricity from utilities, sign power purchase agreements or buy renewable-energy certificates. Liberty Global is going further by investing directly in renewable-energy development.

Its clean-energy business, egg Power, raised £400 million in debt financing in January 2026 to support large-scale renewable projects across Europe. At the time, around 250 MW of solar and wind capacity was under construction or development, with plans to expand the portfolio.

This approach can provide more than environmental benefits. Direct investment in generation can offer greater certainty over long-term energy supply and cost, particularly as data centres and other large electricity users compete for renewable capacity.

Liberty Global obtained approximately 81.5% of its energy from renewable sources in 2024. It was also among the most energy-efficient operators in the wider TES analysis.

Some of this performance may reflect Liberty Global’s corporate and asset structure, so it should not be compared directly with a traditional integrated operator without qualification. Even so, its willingness to act as an energy investor rather than only an energy customer is significant.

Telia combines renewable electricity with transparency about Scope 3

Telia had the highest renewable-energy ratio among these five groups, at approximately 94.6%. It procures fossil-free electricity across its operating markets and has also emphasised the use of energy-efficient network equipment.

The company has given sustainability unusual prominence in its financial communications. Its results presentations and annual reporting discuss environmental performance alongside traditional financial and operational metrics.

Perhaps more importantly, Telia has been willing to acknowledge where it is falling short. It disclosed that it had not achieved one of its targets relating to the proportion of suppliers with emissions targets validated by the Science Based Targets initiative.

That is an important admission because renewable electricity mainly reduces Scope 1 and Scope 2 emissions. For many leading European operators, the majority of the remaining footprint is now in Scope 3. This includes network equipment, handsets, construction, logistics, leased infrastructure and other supply-chain activities.

Telia’s recent network decisions also highlight the connection between sustainability and modernisation. When announcing the deployment of a cloud-native 5G Standalone core and additional RAN capacity across its Nordic and Baltic operations, the company identified energy efficiency as one of the drivers.

Corporate restructuring can change the numbers

Energy and emissions rankings are influenced not only by operational improvements but also by changes in corporate structure.

An acquisition can bring a large network with a different electricity mix, equipment base and emissions profile into the group. Conversely, selling towers, data centres or other energy-intensive infrastructure can make an operator’s direct Scope 1 and Scope 2 figures appear significantly better.

The environmental impact does not necessarily disappear. When an operator sells towers and leases them back, some or much of the associated footprint may shift from its direct emissions into Scope 3, depending on the reporting boundary and lease arrangements. In principle, the operator remains connected to those emissions even though it no longer owns the infrastructure.

This makes Scope 3 reporting especially important. A ranking focused only on direct emissions may reward asset disposal rather than genuine decarbonisation. Investors and customers therefore need to examine reporting boundaries, acquisitions, disposals and leased infrastructure alongside headline emissions reductions.

Concluding Lessons

The five groups are not following exactly the same strategy, but several common themes emerge.

First, they are treating sustainability as a senior-management and financial issue. It appears in annual reports, earnings presentations, financing decisions and investment priorities.

Second, they are moving beyond the simplest form of renewable-energy purchasing. Long-term power purchase agreements, direct generation, batteries and investment in new renewable projects can provide greater additionality and more predictable energy costs than certificates alone.

Third, network modernisation remains essential. More efficient radio equipment, fibre replacing copper, cloud-native platforms, intelligent sleep modes and the retirement of legacy networks can all reduce energy consumption. Buying green electricity does not remove the need to lower the amount of electricity consumed.

Fourth, procurement is becoming one of the most important sustainability tools. Scope 3 accounts for most of the telecom sector’s carbon footprint, and a large part of it comes from purchased equipment and services. Operators therefore need credible environmental information from vendors and must make emissions performance part of supplier selection.

Finally, some operators are looking beyond their own footprint. Green-enablement services can help customers manage buildings, transport, energy systems and industrial processes more efficiently. This could turn sustainability from a cost and compliance requirement into a source of new revenue.

Europe benefits from mature renewable-energy markets, stronger disclosure requirements and growing pressure from investors and regulators. Those advantages cannot always be reproduced in other regions. Operators with large numbers of off-grid sites, unreliable electricity supplies or limited access to renewable generation face very different challenges.

However, most operators participate in the same global equipment and technology supply chains. They can select more efficient infrastructure, demand credible emissions data, use energy performance in procurement, modernise legacy networks and give sustainability greater management attention.

The key lesson from Europe’s five leading groups is that environmental performance is not being delivered through one flagship project. It comes from combining reporting, financing, procurement, network design, energy sourcing, automation and supplier engagement.

Sustainability is becoming part of how these companies operate, rather than simply something they report once a year.

The data and examples in this post are based on the Telecom Energy & Sustainability research service, a collaboration between MTN Consulting and Téral Research. The ranking uses 2024 market-based Scope 1, Scope 2 and Scope 3 emissions divided by company revenue. Figures apply to operator groups and should not be interpreted as rankings of individual national networks.

For more details, get in touch at TES(at)3g4g.co.uk 

Telecom Argentina's View of Autonomous Networks and the Road to Level 4

At FutureNet World 2026, Eduardo Panciera from Telecom Argentina gave a useful operator view of where autonomous networks are heading and, more importantly, what stands in the way of getting there.

The presentation was titled Autonomous Networks and AI: A Perfect Match, From Automation to Level 4 Autonomy. The main message was simple but important. Operators cannot keep managing future networks with the same operating model they use today. Automation helps, but automation alone is no longer enough. As networks become more complex, operators need to move towards real autonomy.

Telecom Argentina is an interesting company to hear this from. It is not just a mobile operator. It provides connectivity, IPTV, OTT services, B2B services and fintech services. It has also been rebranding products under the Personal brand, with the aim of giving each user a more personal and digital experience. Eduardo linked this ambition to TM Forum's Zero-X vision, where the goal is to provide zero wait, zero touch and zero trouble experiences for customers. TM Forum describes Zero-X in similar terms, focusing on zero wait, zero touch and zero trouble as guiding principles for future digital operations.

The problem is that simplicity for the customer usually means more complexity inside the network.

Telecom Argentina's view is that operators need self-X networks, cloud-based programmable infrastructure, AI-driven assurance, automated decision-making and APIs that expose network capabilities. In other words, the customer-facing experience may become simpler, but the operational layer behind it has to become much more intelligent.

This is particularly true as 5G networks expand. 5G enables more personalised services and more programmable capabilities, but it also brings additional operational complexity. Operators have to deal with multi-cloud environments, heterogeneous networks, rising costs and more demanding service expectations. Traditional automation can support some of this, but the network is becoming too complex for humans to remain involved in every design, decision and recovery process.

That is the gap between automation and autonomy.

In a normal network operations cycle, the operator defines targets and KPIs, observes the network, identifies deviations, analyses what is happening, designs possible solutions, decides which one to apply and executes the action. Today, parts of that cycle are already automated. Execution is often automated. Observability and alarm handling are increasingly automated. But solution design and decision-making still often sit with human teams. Eduardo's point was that autonomy requires these cognitive steps to move into the system itself.

This is why Level 4 matters.

TM Forum classifies Autonomous Network levels from Level 0 to Level 5, ranging from manual management to fully autonomous networks. Its Autonomous Networks Mission describes Level 4 as introducing decision-making based on intent-driven, predictive analysis and closed-loop management of service-driven and customer experience-driven networks, supported by AI modelling and continuous learning.

In practical terms, Level 4 is where autonomous networks stop being a future vision and become an execution problem. TM Forum made a similar point in June 2026, saying that Level 4 is where autonomous networks move from ambition into an industry execution challenge.

Level 5 remains the longer-term aspiration. It implies full autonomy across a much wider range of domains and scenarios. Level 4 is the more immediate challenge because it requires operators to trust the system to make decisions in defined areas, under defined policies, using reliable data and closed-loop control.

AI is central to that transition, but Telecom Argentina's message was not simply that AI can be added to existing operations.

Eduardo described a layered autonomous network architecture, aligned with TM Forum thinking, with business, service and resource layers. The resource layer includes familiar network domains such as mobile core, RAN and transport. Intents flow down from higher layers, while reports and feedback flow up. Each domain can have its own closed loop, and there can also be closed loops between layers.

This is an important distinction. Autonomous networks are not just about automating individual tasks. They are about connecting business intent, service requirements and resource behaviour through closed-loop systems.

The AI components in this architecture can be split into copilots and agents.

A copilot is triggered by a human. It can help with suggestions, data analysis, troubleshooting and natural language interaction. It supports the human operator.

An agent goes further. It observes, analyses and decides without direct human intervention. This is where the shift towards autonomy starts to become real.

The agent model described in the presentation is also worth noting. Agents receive intent from humans or from other agents. They observe the network environment using logs, KPIs and alarms. They use knowledge and memory to understand context. Short-term memory provides the current situation, while long-term memory captures past experience, domain knowledge, design documents and technology information.

Agents can work in two ways. They can be reactive, responding to real-time events. They can also be proactive, anticipating problems or recommending network parameter optimisation before an issue becomes visible to the customer. In practice, operators will need both. Reactive autonomy helps with fault handling. Proactive autonomy is where networks start to become self-optimising and, eventually, self-evolving.

However, one agent is not enough.

Telecom Argentina's view is that operators will need a network of agents distributed across business, service and resource layers. These agents will need to collaborate, negotiate and communicate with each other. That brings a new challenge. If an operator has hundreds or thousands of agents working across domains, then it also needs a governance framework for those agents.

Eduardo highlighted several elements of this governance framework: registry, identity, guardrails, orchestration, observability and a shared data model. Agents must be able to discover each other. They must be authenticated. They must have rules and boundaries. Their workflows must be orchestrated. Their actions must be observable. Most importantly, they must all understand the network in the same way.

That final point may be the most important part of the presentation.

Telecom Argentina's argument is that operators cannot just place AI on top of the way networks are operated today and expect Level 4 autonomy to emerge.

Today, many telecom operations still work from the "how". Teams have runbooks and documents that describe how to configure the network, how to configure assurance and how to update inventory. Different teams perform different steps. The result is often fragmented data. The real network configuration may not match the inventory. The topology used by assurance systems may not match the live network. Different systems can hold different versions of reality.

In that environment, AI may improve some tasks, but it will not be reliable enough for true autonomy. Agents making decisions on top of poor or inconsistent data will make poor or inconsistent decisions.

This is why trusted data is central to autonomous networks.

Telecom Argentina's proposed shift is to move from operating from the "how" to operating from the "what". Instead of starting with runbooks and configuration steps, the operator starts with intent. What service should be delivered? What resources does it require? What SLA must it meet? What assurance should be associated with it? This information should be captured through a catalogue and a source of truth, then orchestrated across resources, inventory and assurance.

This is a different operating model.

It means that autonomy is not just about AI tools. It is about trusted data models, service catalogues, intent-based operations, orchestration and closed-loop assurance. The agents only become useful when they operate on a consistent representation of the network and the services running over it.

That also explains why Level 4 is so difficult. The technology is only one part of the journey.

Telecom Argentina described three avenues for reaching Level 4. The first is technology, moving from traditional automation to programmable networks and then to agentic AI. The second is process, because existing operating processes need to change if agents are to be used safely and effectively. The third, and perhaps most difficult, is culture. Operators have to move from thinking primarily in terms of networks to thinking in terms of data models and digital operations.

This is a useful message for the wider industry.

Many operators are now talking about autonomous networks, AI-native operations and agentic AI. The risk is that these terms become marketing labels attached to existing automation platforms. Telecom Argentina's presentation was more grounded. It made clear that autonomy requires a much deeper change in how the operator understands, models and governs its network.

For Operator Watch readers, this is also a reminder that the next phase of operator transformation will not only be about 5G coverage, fibre expansion, cloud migration or customer apps. It will also be about the operating model underneath all of that.

An operator that wants to deliver personalised digital services at scale cannot keep relying on fragmented inventories, disconnected assurance systems and manual decision-making. It needs trusted data, programmable infrastructure, intent-based orchestration and closed loops that can act safely within defined boundaries.

AI can help, but AI is not the starting point. The starting point is a trusted model of the network and the services running over it.

That may be the most important lesson from Telecom Argentina's FutureNet World presentation. Level 4 autonomy is not just a technology milestone. It is a test of whether operators can redesign their operations around trusted data, closed-loop control and governed AI agents.

Level 5 may still be aspirational, but Level 4 is already becoming the practical battleground.

The FutureNet World 2026 presentation by Eduardo Panciera is embedded below:

Related Posts: 

• Operator Watch Blog: Argentina's Mobile Market at a Turning Point 

Argentina's Mobile Market at a Turning Point

Argentina has long been one of Latin America's more unusual mobile markets. While many countries in the region have been dominated by one or two large operators, Argentina maintained a durable three-player structure, with Personal, Claro and Movistar competing nationally across mobile coverage, network quality, pricing and increasingly converged services.

According to Argentina's competition authority, before the recent market restructuring Claro had 41.8% of the national mobile market, Personal had 33.8% and Movistar had 24.4%. The split was not perfectly equal, but it ensured three nationwide network operators with sufficient scale to compete. That structure is now being reshaped.

In February 2025, Telecom Argentina acquired almost all of Telefónica Móviles Argentina, the company behind the Movistar brand, for US$1.245 billion. The transaction brought Personal and Movistar under the same ownership and immediately raised concerns about excessive market concentration. Without remedies, the competition authority calculated that Argentina would effectively be reduced to two independent mobile network operators, with the combined Telecom operation holding around 58% of the market and Claro the remaining 42%.

After more than a year of regulatory and political uncertainty, the most important development came in June 2026.

Argentina's Tribunal de Defensa de la Competencia made approval of the transaction conditional on a substantial restructuring. Telecom must transfer six million active mobile customers to an independent acquirer, including four million in the Buenos Aires metropolitan area and another two million elsewhere in the country. The transfer must be accompanied by sufficient spectrum to support a viable mobile service. The new competitor will also be able to access network sharing, roaming, co-location and other infrastructure arrangements while building its own network. The divestment must be completed within 18 months.

This means that the defining question for Argentina's mobile market is no longer simply whether Personal, Claro or Movistar has the best network.

It is who will emerge as the country's third major mobile operator.

The regulatory intervention is particularly interesting because it is not simply requiring Telecom to return spectrum or sell a small collection of assets. The objective is to preserve three competitive nationwide mobile operators by transferring a substantial customer base together with the spectrum and access arrangements required to support it.

For years, Argentina had three established mobile network operators. Telecom's acquisition of Telefónica threatened to turn that into a duopoly. The regulator is now attempting to create the conditions for a third strong competitor to emerge from the restructuring.

This change comes at an important point in the evolution of Argentina's mobile networks.

According to GSMA Intelligence data published by DataReportal, Argentina had 66.6 million cellular mobile connections at the end of 2025, an increase of 4.0 million, or 6.4%, compared with the end of 2024. This was equivalent to 145% of the population, reflecting the fact that many people and organisations use more than one connection. Around 98.4% of mobile connections were classified as mobile broadband connections using 3G, 4G or 5G networks.

LTE remains the workhorse of the Argentine mobile market, but the 5G story has been developing for several years.

Personal switched on Argentina's first 5G network in February 2021, initially activating ten sites in Buenos Aires and Rosario. These early deployments used Dynamic Spectrum Sharing, or DSS, allowing 4G and 5G to share existing spectrum. By the end of 2022, Personal had 143 active 5G sites and was gaining operational experience while waiting for the spectrum required for a larger-scale deployment.

The real turning point came in October 2023, when Argentina auctioned 250 MHz of spectrum in the 3.5 GHz range. Claro and Telecom each acquired 100 MHz, while Telefónica acquired 50 MHz. The auction generated more than US$875 million and gave the operators access to dedicated mid-band spectrum for more meaningful 5G deployments.

This distinction is important. Argentina was not particularly late to put 5G on air, but the first deployments were limited and largely based on DSS. The move from early 5G using existing spectrum to dedicated 3.5 GHz networks only accelerated after the 2023 auction.

Today, Personal, Claro and Movistar all offer commercial 5G services in major urban centres including Buenos Aires, Córdoba, Rosario and Mendoza.

However, this should still be viewed as the beginning rather than the end of deployment.

Although commercial 5G services are now available in Argentina's largest cities, LTE continues to account for the majority of mobile connections and traffic, with 5G adoption still in its early stages.

For most subscribers, 5G currently represents an incremental improvement in speed rather than a transformational change in service.

Claro entered Argentina as part of América Móvil's wider Latin American expansion and, before the recent restructuring, had grown into the country's largest mobile operator by market share.

The operator acquired a full 100 MHz block of 3.5 GHz spectrum in the 2023 auction and subsequently selected Nokia for a nationwide 5G deployment. The initial phase targeted Argentina's largest cities, using Massive MIMO and other elements from Nokia's AirScale portfolio. The deployment was positioned not only around faster consumer mobile broadband but also around future enterprise opportunities in sectors including manufacturing and oil and gas.

Claro's position has changed significantly from its earlier image as primarily the aggressive pricing challenger. It now combines the largest mobile market share with a significant spectrum holding and a major 5G investment programme.

In the old three-player structure, Claro could compete against Personal and Movistar separately. Following Telecom's acquisition, it briefly faced the prospect of competing against a much larger combined rival. The June 2026 remedies are therefore highly significant for Claro as well as for the future third operator.

Movistar is at the centre of this restructuring. Telefónica had been a major part of Argentina's telecommunications sector for decades, investing heavily in 3G, LTE, fibre and other services. It also acquired 50 MHz of 3.5 GHz spectrum during the 2023 auction.

However, Telefónica had been reducing its exposure to several Latin American markets. On 24 February 2025, Telecom Argentina acquired 99.999625% of Telefónica Móviles Argentina for US$1.245 billion. By the end of 2025, the acquired business still had approximately 19.1 million mobile subscribers, including M2M connections.

The future of those customers is now one of the biggest questions in the Argentine telecoms market.

Six million active mobile customers must be transferred to an independent acquirer. They will not simply represent a collection of disconnected assets. The regulatory package includes customer contracts, numbering, sufficient spectrum and transitional access to infrastructure. The objective is to give the acquiring operator enough scale to compete rather than creating a weak third player that exists only on paper.

The remedies extend beyond mobile. Telecom must also divest 211,400 fixed broadband customers across 28 local markets where the combined operation would create excessive concentration. In Buenos Aires, the transfer of Telefónica's FTTH network is mandatory.

Personal, the consumer brand of Telecom Argentina, entered 2026 from a position of considerable strength.

At the end of 2025, Telecom reported approximately 19.9 million Personal mobile subscribers in Argentina, excluding the acquired Telefónica business. The subscriber base had declined by 7.8% during the year, largely because inactive prepaid lines with no recorded traffic were disconnected. Around 60% of the remaining customer base was prepaid and 40% postpaid, while mobile ARPU increased by 15.8% in real terms.

Personal has developed into a fully converged communications brand combining mobile, fixed broadband, television, streaming and digital services. Its mobile network has also been a central part of Telecom's technology strategy.

After pioneering Argentina's first DSS-based 5G deployment, Telecom acquired 100 MHz of dedicated 3.5 GHz spectrum in 2023. The company reported 265 5G sites across major cities by the end of 2024 and continued expanding the network during 2025. Personal was subsequently recognised by Ookla as having Argentina's fastest 5G mobile network during 2025, alongside continued recognition for overall mobile network performance.

The challenge for Personal is now much bigger than network performance.

Telecom owns the former Telefónica Argentina business, but regulatory approval requires it to give up six million mobile customers and the spectrum needed to support them. The company must therefore integrate a major acquisition while simultaneously implementing one of the most substantial mobile market remedies seen in the region.

For Operator Watch readers, however, the mobile element is the most intriguing.

• Who will acquire six million customers?
• How much and which spectrum will ultimately accompany them?
• Can the acquiring company build a nationwide network and commercial operation capable of competing with Claro and Personal?
• And how quickly can it move from transitional access arrangements to a sustainable network of its own?

The outcome could reshape not only market shares but also future network investment. A new or strengthened third player could inherit millions of customers from day one, but it would still need to develop its own retail strategy, network footprint, spectrum roadmap, distribution channels and brand proposition.

At the same time, Argentina's operators continue to face economic conditions that make network investment particularly challenging. Telecom equipment and many network inputs are priced in US dollars, while most customer revenues are generated in Argentine pesos. Inflation, currency volatility and access to international financing have all complicated long-term capital planning. Telecom itself identifies inflation, devaluation, exchange-rate risk and the cost of financing capital expenditure among the major risks affecting its operations.

Despite these pressures, investment has continued.

Operators have expanded LTE capacity, fibre backhaul and 5G infrastructure. Personal and Claro each acquired 100 MHz of 3.5 GHz spectrum, while Telefónica acquired 50 MHz before its sale to Telecom. The next phase will be less about simply switching on more 5G sites and more about turning those networks into commercially sustainable platforms.

For consumers, 5G will continue to improve speed and capacity as dedicated mid-band coverage expands. LTE, however, is likely to remain critical for nationwide coverage and the majority of connections for some time.

For operators, the more difficult questions will be around monetisation. These include encouraging migration from prepaid to higher-value contracts, increasing the value of converged mobile and fixed propositions, developing enterprise 5G services and using better network performance to improve customer retention rather than simply competing on price.

Argentina therefore enters the second half of 2026 with two major transitions happening at the same time.

The first is technological, as the market moves from LTE and early DSS-based 5G towards broader use of dedicated 3.5 GHz networks.

The second is structural, as a market that spent years with three established national operators tries to preserve three-way competition after one of those operators was acquired by another.

The regulatory decision does not answer all the questions. In many ways, it creates new ones.

The identity of the buyer of the six million customers will be critical. So will the exact spectrum package, the ability of the new competitor to build its own network and the willingness of investors to finance another nationwide mobile operation.

For years, Argentina's mobile market was defined by competition between Personal, Claro and Movistar.

The next chapter may be defined by Personal, Claro and a third operator that does not yet exist in its final form.

That could make Argentina one of the most interesting mobile markets to watch in Latin America over the next few years.