On unlocking telecoms potential through infrastructure upgrades and strategic investment
What network upgrades are realistic near term, and how vital is co-investment to deliver them?
MURID ATASSI: Between 2025 and 2030, we aim to double the nationwide site count, currently at around 4500 radio sites. Achieving acceptable coverage and performance across the country would require sector-wide investment of around $700m. No single operator can shoulder that alone, especially with low revenue per user and high operating costs. That is why co-investment with regional players is essential. For now, operators are focused on quick wins – incremental upgrades in high-density areas – while continuing to seek outside capital for broader expansion.
Where is the strongest near term commercial upside in a stabilising economy – broadband, enterprise connectivity, financial technology (fintech) or smart infrastructure partnerships?
ATASSI: Demand is strong across all segments, but the sector knows it cannot depend on traditional voice or data alone. A few years ago, 70% of revenue came from voice and 30% from data; now that ratio has flipped entirely, which shows just how hungry the market is for internet services. This shift is pushing operators into adjacent verticals. Fintech, e-payments, and digital commerce are key new revenue streams. At the same time, operators are trialling 5G, internet of things, and developing cloud, data centre, and enterprise solutions. The real opportunity lies in the convergence of telecoms infrastructure and digital services.
How is the sector approaching cybersecurity as more citizen data and public services move online?
ATASSI: Cybersecurity is now treated as one of the most critical aspects of operations for both telecoms companies and government entities. In the past, cyber controls were often focused on monitoring subscriber activity, but today the emphasis has shifted to protecting corporate and consumer data, cloud environments and critical infrastructure. Operators have been training staff extensively and investing in new security systems and applications to harden their networks.
Through what means do you strive to balance commercial sustainability with social responsibilities during the post-conflict recovery phase?
ATASSI: The average revenue per user is under $2.00, while connecting a new user can cost over $14.00 – so each addition is technically loss-making. Consumers want low prices and policymakers often support that, but expecting nationwide 4G and a 5G transition under current tariffs is unsustainable. Operators are caught between affordability expectations and the high cost of infrastructure. There is no stable subsidy mechanism or bundled service model in place yet. Until tariffs adjust or external funding steps in, this imbalance will persist.
In what ways are operators reconsidering or adapting their roll-out strategies now that large areas of the country have become accessible?
ATASSI: The primary driver at present is population movement. Millions of people have been relocating back to towns that were previously out of reach, especially in places like Idlib and rural Aleppo, and that has suddenly added active users across national networks. Even major cities that were already covered are now overstretched. Damascus, for example, was engineered initially for around 5m users, but today it serves closer to 7m, so the network is weak and in need of upgrades.
Operators use their internal tools, including artificial intelligence-based systems, to follow where subscribers are relocating and identify coverage gaps, but the most significant constraint is financing. Revenue is in local currency, while network investment requires foreign currency, making operators vulnerable to inflation and exchange rate fluctuations. So, even when the demographic data is clear, roll-out decisions ultimately come down to where funding can be realistically applied first.
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