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Table 1.6: Selected examples of public DBOs
Name of public DBO Description Chapter 1
Qatar National Broadband Network (QNBN) (Qatar) 61 A company owned by the government of Qatar with
responsibility to roll out passive fibre infrastructure across
the country. (See case study below)
NBNCo (Australia) 62 An SPV (NBNCo) was created to leverage Telstra’s
infrastructure to address rural and urban needs.
Asturcon (Spain) 63 A 100 per cent public-owned and public-run network in
an area requiring economic regeneration, Asturcon has
attracted a national operator (Orange).
Stokab (Sweden) 64 A municipality-owned, city-based dark-fibre meshed
network.
Midtsoenderjylland (Denmark) 65 A municipality-owned investment in fibre connectivity
between city halls to provide FTTH, in partnership with the
local electricity company.
Piemonte (Italy) 66 Piemonte is managed by a public ICT administration
organization investing in multiple infrastructures to
stimulate private investment.
Alto Adige (Italy) 67 Alto Adige is managed by a local council to provide wireless
connections to homes and fibre connections to the public
sector and businesses.
RAIN (Lithuania) 68 RAIN is managed by a non-profit public enterprise investing
in a nationwide backhaul/core network.
Source: Analysys Mason, 2015
Case study: Qatar National Broadband Network government-funded private company can be
(QNBN), Qatar used to facilitate the roll-out of passive fibre
infrastructure and work with the private sector to
This case study is a recent example of how a reduce infrastructure costs.
Box 1.5: Key lessons: Metroweb
• It is possible to create a public–private SPV without direct funding from the government
or State-aid or public funds.
• Municipalities can play a key role in attracting private-sector investment by reducing
bureaucracy and making relevant data available.
• A network operator can operate a separate retail arm, enabling it simultaneously to
offer wholesale services to other service providers. This approach also allows the SPV to
generate income from more than one service provider, helping to meet immediate cash-
flow requirements.
• SPVs can access commercial financing to fund network expansion, just like any other
commercial operator.
• Public–private SPVs can be acquired by private investment funds. This arrangement has
likely attracted further interest in Metroweb from private operators.
Trends in Telecommunication Reform 2016 17