SIGNAL TO SENTIENCE

On behalf of the entire Commonwealth, I warmly congratulate the Commonwealth Telecommunications Organisation as it marks its 125th anniversary. This is a milestone of real significance – not only for the CTO, but for the Commonwealth as a whole.

Few institutions can trace their story so powerfully through the evolution of our modern world: from the first submarine telegraph cables and wireless transmissions, through the building of national communications systems after independence, to the age of broadband, mobile technology, cybersecurity, digital transformation and artificial intelligence.

The CTO’s history is, in many ways, a history of connection itself. Its origins in the Pacific Cable Board of 1901 remind us that communications have always been more than technology. They have been lifelines of diplomacy, trade, governance, learning and human understanding. Across generations, the CTO has helped the Commonwealth navigate each new communications era with cooperation, expertise and shared purpose. Today, we need to transform that connection to realise Commonwealth resilience building and shared prosperity. That is why this celebratory series is so timely and so important. Each volume offers more than a record of institutional achievement. Together, they tell a story of innovation in service of people; of technical progress shaped by partnership; and of a Commonwealth institution adapting with courage and relevance to the changing needs of its members.

Message from the Commonwealth Secretary-General,

Hon. Shirley Botchwey.

From signals to sentience, this journey speaks to the extraordinary distance travelled – and to the even greater possibilities ahead. Today, digital connectivity is central to economic opportunity, education, health, public services, democratic participation and resilience. It is also central to equity. For small states, developing countries, young entrepreneurs, women-led businesses and remote communities, access to trusted, affordable and inclusive digital infrastructure can determine whether talent is unlocked or left behind.

The CTO’s work is therefore more important than ever. At a time of rapid technological change, when artificial intelligence, cybersecurity, data governance and digital inclusion are reshaping the global landscape, the Commonwealth needs institutions that can build trust, share knowledge, strengthen capacity and ensure that no country is excluded from the benefits of innovation.

I commend the CTO for 125 years of service, leadership and collaboration. I also commend this publication series as an important reminder that the Commonwealth’s greatest strength lies in the talents, partnerships and practical cooperation of its people and institutions.

As Secretary-General, I look forward to working with the CTO and all our partners to ensure that technology becomes a force for inclusion, prosperity and resilience across our Commonwealth.

Congratulations on this remarkable anniversary.

Message from the Chairperson

125 years ago, a bold vision to connect nations across oceans laid the foundation for one of the world's oldest intergovernmental communications organisations. Today, as the Commonwealth Telecommunications Organisation celebrates this remarkable milestone, we honour not only its history, but its enduring relevance in an increasingly digital world.

Throughout its 125-year journey, the CTO has remained a trusted platform for cooperation, bringing together governments, regulators, industry, academia and development partners to advance communications and digital development across the Commonwealth. From the historic Pacific Cable and the All-Red Route to today's conversations on artificial intelligence, cybersecurity, satellite connectivity and digital transformation, the organisation has continually evolved to meet the needs of its members.

Mauritius is deeply honoured to assume the Chairmanship of the CTO during this landmark anniversary. We do so with a profound appreciation of the organisation's legacy and an equally strong commitment to its future.As Chair, Mauritius will work with all member countries to promote digital inclusion, strengthen resilience, encourage innovation and deepen cooperation across the Commonwealth. Our shared success will not be measured solely by technological advancement, but by the opportunities we create for our people and the lives we improve through connectivity.

This publication tells the remarkable story of an organisation that has connected generations of Commonwealth citizens for over a century. It is a story of vision, collaboration and resilience—and a reminder that our greatest achievements have always been realised when we work together. As we celebrate 125 years of service, let us also embrace the responsibility of shaping the next chapter of the Commonwealth's digital future.

Message from the Secretary General

Commonwealth Telecommunications Organisation

One hundred and twenty-five years of service is a remarkable milestone for any organisation. For the Commonwealth Telecommunications Organisation (CTO), this anniversary is not merely a celebration of longevity; it is a testament to resilience, relevance, and continuous adaptation in a world transformed repeatedly by technological change.

Bernadette Lewis

The CTO traces its origins to the Pacific Cable Board of 1901, a pioneering partnership among Commonwealth nations that established the first trans-Pacific submarine telegraph cable. This landmark achievement helped shrink distances between continents, revolutionised communications across the Commonwealth, and laid the foundations for an increasingly connected world. Over the decades, that vision of cooperation through connectivity evolved into what is today the Commonwealth Telecommunications Organisation—a unique institution dedicated to enabling collaboration, capacity building, and technological advancement across its membership.

The story of the CTO is, in many respects, the story of modern communications itself. From its origins in the age of telegraphy, through the development of wireless communications, the rise of computing and the internet, and into the present era of artificial intelligence, the Organisation has navigated successive waves of innovation. Its continued existence across multiple industrial and technological revolutions speaks to an enduring ability to evolve while remaining faithful to its core purpose: helping nations harness communications technologies for development, prosperity, and inclusion.

Throughout its history, the CTO has served as a trusted platform for cooperation among governments, regulators, operators, policymakers, and development partners. It has supported member countries in understanding and responding to the technological challenges of their time, building skills and institutions, and ensuring that the benefits of innovation are shared as widely as possible. As communications technologies have become ever more central to economic growth, governance, education, healthcare, and social development, the CTO’s role has become increasingly important.

Today, the world stands at another pivotal moment. The rapid emergence of artificial intelligence, the growing complexity of the digital ecosystem, heightened cybersecurity risks, and shifting geopolitical dynamics are reshaping the nature of connectivity and digital development. In this environment, the CTO continues to support its members in building resilient, inclusive, secure, and trusted digital societies, ensuring that technological progress remains a force for sustainable development and human advancement.

This five-part publication, Signals to Sentience, commemorates the CTO’s 125th Anniversary by tracing this extraordinary journey. Beginning with the laying of the first submarine telegraph cables and concluding with reflections on the digital future, the series chronicles the major technological, political, and social transformations that have shaped communications across the Commonwealth. The five volumes collectively explore the Organisation’s evolution from the era of signals to the age of intelligent systems, highlighting both the challenges and opportunities that have defined each generation.

As we reflect on 125 years of achievement, this publication serves not only as a record of the past but also as an invitation to consider the future. The history of the CTO demonstrates that progress is built on cooperation, innovation, and a shared commitment to connecting people and nations. These principles remain as relevant today as they were in 1901 and will continue to guide the Organisation as it works with its members to shape the next chapter of the digital age.

PART I

The Original Story (1901–1945)

Empire, Engineers & Early Waves

THE FIRST LINK UP

The All-Red Route

In the late 19th century, Britain’s global reach depended on more than ships and colonies, it hinged on the cables that carried messages across oceans. By 1870, a telegraph network already stretched from Cornwall to Bombay, and soon after, to Australia and the Far East. Messages that once took weeks could now be answered within 24 hours. For those who could afford the cost, the telegraph revolutionized business, diplomacy, and governance.

Yet, one great ocean remained unconquered by cable: The Pacific. The idea of a direct link bypassing politically unstable territories gained urgency. In 1879, Sir Sandford Fleming of the Canadian Government Railways articulated the vision: Britain and its Pacific colonies should be joined by submarine cable, ensuring Imperial communications independent of foreign powers.

The Birth of the Pacific Cable

It would take two decades of negotiation and persistence before governments; Britain, Canada, New Zealand, and Australia, agreed to share costs. The Pacific Cable Act of 1901 finally set the project in motion. By 1902, the Pacific Cable Board (PCB) was established, managing what came to be celebrated as the “All-Red Route”, so named for the red shade used to mark British territories on world maps

Stretching 8,860 miles, the route linked Canada, Fiji, Australia, and New Zealand, knitting the Empire’s Pacific dominions into a secure communications web. For the first time, messages could cross the Pacific without detouring through foreign lands.

How It Changed the Game

The Pacific Cable was more than a technical feat; it was political insurance. It safeguarded Britain’s global communications, particularly in times of conflict, while also democratizing access. Telegram costs dropped dramatically, making communication more accessible for commerce and governance.

The Pacific Cable marked the first great intergovernmental collaboration in telecommunications, setting a precedent for international cooperation in managing infrastructure. It was, in many ways, the forerunner of today’s multilateral digital partnerships. Its success demonstrated the power of collective action in connecting nations, reducing communication barriers, and advancing shared economic and social development goals.

RADIO MEETS CABLE: A MATCH MADE IN TECH HISTORY

The New Challenger: Radio

By the early 20th century, cables had built a global web of communication, but technology was not standing still. Guglielmo Marconi’s experiments in wireless telegraphy promised a rival medium.

In 1901, he transmitted a Morse code message across the Atlantic, proving that the ether could carry voices and signals without wires.

THE EMPIRE’S COMMUNICATIONS COMMITTEE

ICAC in Focus

With the creation of the Imperial and International Communications Company (I&I Co.), a new advisory body was needed to oversee the Empire’s communications strategy. Thus was born the Imperial Communications Advisory Committee (ICAC). The Committee provided a structured platform for coordination and consultation on telecommunications matters across the Empire, helping to align policies, infrastructure development, and strategic priorities during a period of rapid expansion in global communications.

The ICAC was more than just another layer of bureaucracy, it became the Empire’s nerve centre for telecommunications policy. It balanced the often-competing interests of cable and wireless operators, advised governments on investment and innovation, and ensured that communications served not only commerce, but also defense and diplomacy.

In doing so, it laid the groundwork for more coordinated international governance of communications infrastructure and demonstrated the growing strategic importance of telecommunications in shaping political and economic relations across nations.

Radiotelegraph services sprang up across Europe, North America, and Australia. Marconi’s shortwave “beam” system, launched in 1927, could transmit faster, at lower cost, and with far less power than traditional long-wave systems. Governments took notice, the British Post Office quickly rolled out Beam Wireless services to Canada, Australia, South Africa, and India threatening to disrupt the established cable monopolies.

Crises and Convergence

The rise of radio posed an existential challenge to the cable companies. By the mid-1920s, wireless links were cheaper and faster, putting submarine cable operators on the defensive. The crisis culminated in 1928, when the British Dominions demanded a coordinated approach. This turning point underscored the need for stronger collaboration and strategic oversight to ensure the sustainability, security, and efficiency of the Empire’s rapidly evolving communications network.

The result was the Imperial Wireless and Cable Conference a watershed moment where competition gave way to consolidation. Out of it emerged Imperial and International Communications Limited (I&I Co.), created in 1929 by merging the Eastern Telegraph Companies, the Pacific Cable Board, Marconi’s Wireless Telegraph Company, and the British Post Office’s Atlantic cables and wireless services.

The marriage of radio and cable technology turned once-bitter rivals into reluctant partners. Under ICAC’s watch, the reliability of cables was blended with the flexibility of wireless, creating a hybrid model that would strengthen Imperial communications for decades.

This was no small feat. The Empire’s communications lifelines were vulnerable, cables could be cut during wartime, and radio was still prone to interference and disruption. ICAC’s role was to mitigate these risks, ensuring that a telegram from London to Sydney, or a signal from Delhi to Ottawa, would get through despite global upheavals.

Financial Strain and Economic depression

The Second Report of ICAC underlined that “The telegraph service is not only a matter of common interest, but possibly the link on which, more than any other, the several parts of the Empire depend for mutual intercourse and mutual understanding.” This stressed the telegraph’s role as a unifying bond across the Empire, vital for both communication and cohesion.

The report emphasised that “if this link is maintained so as to bring the communities which it is its function to serve all the benefit which naturally flow from a rapid, cheap and efficient system of communications, it can no longer rely to the same extent as in the past on the utilisation of its system by foreign countries, but must mainly depend for support on the communities which form the British Empire.”

In short, communications infrastructure should primarily serve and sustain the Empire’s own communities, rather than rely on external usage.

By late 1930, ICAC warned of financial challenges. A letter from Imperial and International Communications Limited forecast: “For the year 1931 it is clear that there will be practically no net revenue, and there is more likely to be an operating loss …”This highlighted how economic depression, competition, and falling traffic threatened the viability of the cable and wireless network.

The story of ICAC reminds us that every technological leap comes with governance challenges. Just as the Empire once sought to harmonize cable and wireless under a single vision, today’s world faces similar crossroads in managing the internet, satellites, and digital platforms. The names and tools have changed but the fundamental questions of access, security, and fairness remain.

Temporary staff quarters for Telegraph staff -1902

Photo of Cable and Wireless station at Ongar in Essex, UK, taken in June 1944.

It shows the wireless telegraph transmitter towers, which at the time was the biggest wireless telegraph transmitter in the UK. The beam aerials covered a site of 700 acres, making it a major hub for wireless communication

PART 11

New World, New Wires (1946–2000)

From Colonies to Collaborators

CONTENTS

COMMS AT WAR:KEEPING THE LINES OPEN IN WWII

When Communication Became a Weapon of Victory

Wartime Cable Networks-The Code wars

Building a Post-War Network

Expansion and Innovation

Women in wartime communication

BIRTH OF THE COMMONWEALTH TELECOMMUNICATIONS ORGANISATION

Legacy and Meaning

CTO 1.0 – THE 1977 REBOOT

Modernizing for a Globalised Commonwealth

Why 1977 Changed Everything

SATELLITES AND FIBRE OVERTAKE

The INTELSAT Era

Policy in the Age of Instant Communication

WELCOME TO THE DIGITAL 90S– THE TRAINING ERA

When Knowledge Became as Important as Infrastructure

Why training mattered

PDT on the move

Empowering Connectivity – One Nation at a Time

COMMS AT WAR

:KEEPING THE LINES OPEN IN WWII

When Communication Became a Weapon of Victory

When war engulfed the world in 1939, communication became as vital as ammunition. The Commonwealth’s far-reaching network of telegraph cables and wireless stations was suddenly transformed into the lifeblood of Allied strategy.

Orders for naval movements, aircraft deployments, and vital supply routes relied on lines stretching under oceans and across continents, lines that had to be kept open at all costs.

Wartime Cable Networks

Undersea cables, laid decades earlier to link the British Empire, became crucial for secure wartime communication. These cables connected Britain to Canada, Australia, India, and Africa. Their importance was so great that naval units were dispatched to guard cable landing stations, and divers risked their lives repairing lines in hostile waters.

The Code Wars

Security was paramount. The Commonwealth played a leading role in code-breaking, with facilities like Bletchley Park in Britain and signals intelligence units in Canada and Australia working together. They intercepted Axis communications, decoded enemy plans, and relayed this intelligence through secure channels. These efforts shortened the war and saved countless lives.

Building a Post-War Network

In the aftermath of the Second World War, the Commonwealth confronted the urgent need to rebuild and modernise its communications. To meet this challenge, the Commonwealth Telecommunications Board (CTB) was established in 1948. Its purpose was to coordinate cable and wireless services among member states, set technical standards, and ensure long-distance telephone and telegraph connections across the Commonwealth. Beyond infrastructure, the CTB also nurtured expertise through training programmes and exchanges, helping countries build the professional skills needed to operate modern telecommunications.

Operators at the Barbados Telegraph Station transmitting live updates of the 1955 West Indies vs Australia cricket test match to Australia.

Expansion and Innovation

The 1950s and 1960s were years of rapid progress under the CTB’s guidance. This period saw the transition from reliance on submarine cables to radio links, and eventually to satellites, which dramatically improved speed and reliability. International long-distance telephone services flourished, bringing Commonwealth nations closer than ever before. For developing members, the CTB became a vital partner, providing technical assistance and helping to lay the foundations of national telecom networks.

By the late 1960s, however, the pace of change had outstripped the CTB’s limited advisory role. New technologies—particularly satellite systems and early digital networks—demanded broader strategies. At the same time, newly independent Commonwealth nations were pressing for support not only in technical matters but also in policy, regulation, and institutional development. The CTB’s structure no longer reflected the needs of its diverse membership. It became clear that a new organisation was required to provide a stronger developmental focus.

Women in Wartime Communications

Behind the scenes, thousands of women kept the Commonwealth connected. As operators, cryptographers, and maintenance technicians, they worked long hours at switchboards and decoding rooms. Their contribution was essential, yet often overlooked. A silent army of communication warriors.

The “Telcom girls” served in Malta during World War II. These women worked in telecommunications, helping to operate and maintain critical communication links during the war, playing a vital role in supporting military coordination and ensuring the uninterrupted flow of strategic information during one of the most challenging periods in history.

Their contribution also highlighted the important role women played in the evolution of global communications, laying early foundations for greater inclusion of women in the telecommunications sector.

Opening of the Commonwealth Pacific Cable (COMPAC), Wellington, New Zealand, 2 December 1963

Dignitaries and officials gathered for the inauguration of the COMPAC telephone cable, linking Canada, New Zealand, Australia, Fiji, and Hawaii to London.

The ceremony included a recorded message from Queen Elizabeth II and live exchanges between the Prime Ministers of Canada, Australia, and New Zealand.

BIRTH OF THE COMMONWEALTH TELECOMMUNICATIONS ORGANISATION

Legacy and Meaning

In 1967, the CTB was restructured into the Commonwealth Telecommunications Organisation (CTO). This shift marked a decisive turning point. The CTO’s mission extended beyond technical coordination to embrace development cooperation, policy and regulatory advice, and structured programmes of training and research. The transformation symbolised a broader recognition that telecommunications were not just technical systems but critical enablers of national progress, social inclusion, and international partnership.

New Roles in a Changing World

From the 1970s into the 1980s, the CTO focused heavily on capacity building. It assisted newly independent states in setting up their telecom institutions and trained thousands of professionals across the Commonwealth. As the satellite era took hold, the CTO played a key role in ensuring member states gained access to global systems such as Intelsat. In the 1990s, as liberalisation and privatisation reshaped the sector, the CTO became a vital forum for sharing regulatory experiences and best practices.

The transformation from the CTB to the CTO represented more than just an organisational change. It marked a fundamental shift in how the Commonwealth understood communications: no longer only as wires and signals, but as the backbone of modern societies. From coordinating technical services to championing digital inclusion and development, the CTO’s journey reflects the Commonwealth’s evolving vision of communications as a force for growth, equity, and global connection.

CTO 1.0 – THE 1977 REBOOT

Modernizing for a Globalised Commonwealth

By the 1970s, the world had changed again. The rapid expansion of international communications demanded that the CTO evolve. In 1977, the organisation was overhauled to address modern realities: deregulation, emerging digital technologies, and the need for policy coordination in an increasingly interconnected world.

Why 1977 Changed Everything

The CTO’s new mandate moved beyond infrastructure to include policy advice, technical assistance, and regulatory harmonization. This shift ensured that members could participate in global telecommunications markets on equal footing.

Many Commonwealth nations were still struggling with inadequate networks. CTO technical missions helped design national systems, train local engineers, and secure financing for new projects. From rural telephone lines in Africa to microwave towers in the Pacific, the CTO’s fingerprints were everywhere.

Training as Power The seeds of what would become the Programme for Development and Training (PDT) were planted here. The CTO understood that technology alone was not enough—people needed the skills to operate and sustain it.

SATELLITES AND FIBRE OVERTAKE

The INTELSAT Era

In 1965, the launch of Early Bird (INTELSAT I) marked the dawn of satellite communications. For the Commonwealth, this was transformative now, a message could cross the globe in seconds. By the 1980s, fibre-optic technology brought unprecedented capacity and speed, laying the foundation for the internet age.

Commonwealth engineers contributed to satellite ground stations from Canada to the Caribbean. Ascension Island in the South Atlantic became a critical relay point, linking Europe, Africa, and the Americas. As fibre-optic cables replaced copper, the CTO helped members adopt and finance this cutting-edge technology. It was a leap from kilobits to megabits, enabling modern data services and global commerce.

Policy in the Age of Instant Communication

With new technology came new challenges: spectrum management, data privacy, and cross-border regulation. The CTO became a trusted forum for solving these complex issues collectively. Through policy dialogue, technical cooperation, and capacity-building initiatives, the organisation helped member states navigate rapid technological change while promoting harmonised and inclusive digital development. It also strengthened the voice of Commonwealth countries in global ICT discussions, ensuring that the priorities of both developed and developing nations were reflected in international policy and regulatory processes.

WELCOME TO THE DIGITAL 90S– THE TRAINING ERA

When Knowledge Became as Important as Infrastructure

By the 1990s, the world was digital and the skills gap was glaring. The CTO responded with the Programme for Development and Training (PDT), a landmark initiative that turned telecommunications into a driver of development.

WORKSHOP ON CRITICAL INFORMATION INFRASCTUCTURE

Why Training Mattered

For many developing nations, new equipment meant nothing without trained personnel. PDT provided hands-on courses in network management, satellite operations, and later, internet technologies. Engineers trained through PDT modernized entire national networks

For decades, the PDT served as the beating heart of the CTO’s development agenda, equipping engineers, policymakers, and regulators with the skills to modernise national networks and craft effective ICT strategies. It was through these hands-on programmes — from network management and satellite operations to internet governance and regulatory reform — that entire telecommunications systems were strengthened, and generations of professionals were shaped.

As technology evolved, so did the PDT. What began with technical training in switching and satellite systems grew to include policy design, regulation, broadband, and digital transformation. This evolution reflected the CTO’s understanding that connectivity is no longer just about wires and waves — it is about enabling nations to participate fully in the global digital economy.

PDT on the Move

Across the Commonwealth, the impact of the PDT was visible not in abstract statistics, but in transformed systems, empowered institutions, and thriving professionals. From the Caribbean to Africa, from Asia to the Pacific, PDT-trained engineers modernised national networks, built data centres, and introduced new services that connected rural communities to opportunity.

In some countries, telecommunications ministries and regulators were led by alumni of the PDT, professionals who had returned home to apply the principles of innovation and good governance they had learned under the programme. Others became regional champions, mentoring new generations of ICT leaders and extending the Commonwealth’s influence well beyond its borders.

The mobility and reach of the PDT became its hallmark. Courses were hosted in member countries, making capacity building accessible and context-specific. This model enabled peer learning, fostered South–South collaboration, and built enduring professional networks among Commonwealth practitioners. The CTO’s commitment to training “for members, by members” meant that expertise was not imported — it was cultivated within the Commonwealth family.

EMPOWERING CONNECTIVITY – ONE NATION AT A TIME

At the heart of the Commonwealth Telecommunications Organisation lies a conviction: technology is only as powerful as the people who use it.

From the click of the first telegraph key to the hum of artificial intelligence, the story of the Commonwealth Telecommunications Organisation is a story of connection — human, technological, and visionary. In 1946, the world was rebuilding. Nations sought not only peace but progress — and in that spirit, the CTO became a bridge between developed and developing countries, between policy and practice, between innovation and inclusion. As the world moved from copper to fibre, and from analogue waves to digital clouds, the CTO moved with it — guiding, training, and transforming how nations communicated and collaborated.

Today, as we stand at the frontier of the fourth industrial revolution, the CTO’s purpose remains clear: to ensure that every member state has not only access, but advantage — not only networks, but knowledge.This is the legacy of 125 years — and the promise of the next century. From telegraph lines to fibre optics, from data to intelligence, the Commonwealth continues to lead where it has always excelled: connecting the world, empowering its people, and shaping a digital future built on trust, collaboration, and shared prosperity.

PART 3

CONTENTS

FROM BROADBAND TO BRAINWAVES

Leading Worldwide Efforts to Bridge the Digital Divide

NEW TECH, NEW WORLD – BROADBAND, CLOUD, AND MOBILE TAKE OVER

Guiding Member Nations Into the Broadband Era

CYBER EVERYTHING – SECURITY, REGULATION, AND POLICY EVOLUTION

Connectivity’s bright promise carried a darker shadow: vulnerability.

Secretariat to Strategic Convener

Small States, Systemic Influence

The CTO at the digital table

STRATEGY OVERHAUL: REFRESHING THE CTO MANDATE

The CTO is not content to rest on its laurels, it is reinventing itself.

LEADERSHIP THROUGH THE AGES

Six Secretary-Generals, two decades, one shared mission

Mr. Graham Cunnold (2001–2003) :The broadband pioneer

Dr. Ekwow Spio-Garbrah (2003–2005) :The development advocate

Dr. David Souter (2005–2007):The policy strategist

Professor Tim Unwin (2007–2015) :The Inclusion Champion

Mr. Shola Taylor (2015–2020) :The moderniser

Ms. Bernadette Lewis (2020–Present):The resilience builder

FROM BROADBAND TO BRAINWAVES

Leading Worldwide Efforts to Bridge the Digital Divide

The CTO became a vocal supporter of “connectivity as a human right,” influencing international policy and funding programs to expand access in underserved areas. Projects funded and coordinated by the CTO brought internet access to rural schools, telemedicine to remote clinics, and digital entrepreneurship to emerging economies.

NEW TECH, NEW WORLD – BROADBAND, CLOUD, AND MOBILE TAKE OVER

Guiding Member Nations Into the Broadband Era

By the early 2000s, the digital landscape had begun to change beyond recognition. The hum of dial-up connections faded into memory as broadband emerged, not just as an upgrade, but as a revolution. Internet speeds that once seemed impossible became the norm, opening the door to a new world of possibilities. For the Commonwealth, this was not just a technological leap, it was a socio-economic turning point. The CTO played a pivotal role in this transformation, ensuring that its member nations were not left behind.

Mobile technology further accelerated this transformation. In parts of Africa, Asia, and the Pacific, nations leapfrogged expensive fixed-line infrastructure and embraced wireless networks, bringing millions online for the first time. Then came the cloud—a game-changer that shifted data from dusty server rooms to agile, global platforms.

By advising governments on spectrum allocation and national broadband strategies, the organisation enabled connectivity to evolve from a privilege of the few to a necessity for all. It redefined how governments delivered services, how businesses operated, and how citizens interacted with the world. The CTO’s foresight in championing these technologies cemented its reputation as a guiding force in a rapidly evolving digital landscape.

CYBER EVERYTHING – SECURITY, REGULATION, AND POLICY EVOLUTION

Connectivity’s bright promise carried a darker shadow: vulnerability.

As digital ecosystems expanded, so too did the risks. Cybercrime surged, state-sponsored attacks made headlines, and data privacy became a global concern. The CTO recognised early on that a connected world required not only innovation but also protection.

In 2010, the organisation launched its first Commonwealth Cybersecurity Framework, setting benchmarks that many nations would later adopt. “We knew that no single country could tackle cyber threats alone,” says a former CTO security policy lead. “Our role was to foster collaboration, share expertise, and create common standards.”

This commitment extended beyond policy papers. The CTO conducted training programmes to build cybersecurity expertise within member states, hosted high-level dialogues on digital governance, and helped shape regulations that balanced innovation with citizens’ rights.

The shift from reactive responses to proactive resilience became a defining feature of the Commonwealth’s approach to cyber issues. Over the years, the CTO’s emphasis on trust and preparedness has enabled its members to navigate a digital environment where the stakes have never been higher

Secreteriat to Strategic Convener

By the late 2010s, the CTO had evolved beyond its traditional role as a technical secretariat into a strategic convener of global digital dialogue. It increasingly brought together governments, regulators, industry, and development partners to align policy, share experience, and anticipate emerging challenges. This shift positioned the organisation not only as an advisor, but as a trusted platform for consensus-building in a rapidly changing digital environment.

Small states ,systemic influence

For small and developing states, the digital era presented both opportunity and vulnerability. Through collective advocacy and shared platforms, the CTO enabled these nations to exert influence disproportionate to their size in global ICT discussions. By amplifying their voices, the organisation helped shape standards, policies, and negotiations that might otherwise have excluded them.

Through collective advocacy and shared platforms, the Commonwealth Telecommunications Organisation helped amplify the voices of these nations in international ICT discussions. The organisation enabled member states to participate more effectively in shaping policies, standards, and negotiations on issues such as internet governance, cybersecurity, connectivity, and digital inclusion.

By strengthening cooperation and capacity across the Commonwealth, the CTO ensured that smaller states could influence the global digital agenda far beyond their individual size.

LEADING THE PACK

The CTO at the Digital Table

In the crowded arena of global ICT diplomacy, the CTO’s voice has consistently carried weight. The organisation has been a driving force in ensuring that the needs and perspectives of Commonwealth nations—particularly developing ones—are heard in global forums. From the International Telecommunication Union (ITU) to the World Summit on the Information Society (WSIS), the CTO championed digital inclusion, fairer internet governance, and affordable access.

This advocacy has had tangible impacts. Through its lobbying efforts, small island nations have gained better terms for undersea cable connections. Through its research and policy papers, it has influenced how spectrum is priced and shared. And through its convening power, it has forged alliances between governments, industry, and academia.

The Post-COVID Era – Charting a New Course for the CTO

The pandemic did not change the digital agenda—it accelerated it.

When COVID-19 hit, connectivity became the lifeline of societies. Education moved online, businesses embraced remote work, and telehealth became essential. Yet, stark inequalities were exposed. Millions lacked access to reliable internet, and those nations fell behind fast.

STRATEGY OVERHAUL: REFRESHING THE CTO MANDATE

The CTO is not content to rest on its laurels, it is reinventing itself.

Recognising that yesterday’s strategies cannot solve tomorrow’s challenges, the organisation has embarked on a bold transformation. Its new mandate embraces artificial intelligence governance, 6G readiness, and sustainable ICT solutions. Partnerships with the private sector and academia have been strengthened, ensuring that innovation translates into impact.

LEADERSHIP THROUGH THE AGES

Six Secretary-Generals, two decades, one shared mission

Over the past two decades, six Secretary-Generals have led the Commonwealth Telecommunications Organisation through periods of rapid technological transformation — from the expansion of broadband and mobile communications to the rise of cybersecurity, digital inclusion, and emerging technologies. While each brought unique priorities and leadership styles, they shared one common mission: strengthening cooperation and ensuring the Commonwealth remains connected in an evolving digital world.

Under their leadership, the CTO strengthened its role as a platform for cooperation, policy dialogue, capacity development, and international advocacy for Commonwealth countries. While each Secretary-General brought distinct priorities and leadership styles, they remained united by one common mission: ensuring that all member countries — particularly small and developing states — could navigate and benefit from an increasingly connected and fast-changing digital world.

MR. GRAHAM CUNNOLD (1979–1995)

The Broadband Pioneer

when Graham Cunnold took office in 1979 the world was transitioning from Analogue to Digital technology and the Internet had yet to be developed. A pragmatic technocrat with wide ranging experience in financial analysis and change management, Mr. Cunnold recognised the future of telecommunications hinged on good collaboration.

During Mr. Cunnold’s term in office, The CTO was focused on resolving the issues that had delayed the implementation of the CTO’s 1973 Agreement while member countries concentrated on broadband expansion and the development of digital infrastructure across the Commonwealth. At a time when many developing countries and small Island states faced high connectivity costs and limited access to international bandwidth, Mr. Cunnold championed collective action to improve affordability, reliability and access to telecommunications services.

Recognising the importance of collaboration in the development of international telecommunications, he engaged with both private and public sectors, helping establish a stronger culture of public-private partnership within the organisation. These partnerships enabled member countries to share technical expertise, investment opportunities and good governance during this critical phase in the growth of global telecommunications

His vision is captured in his observation “Collaboration is the foundation of international telecommunications. Our task is to share expertise to make telecommunications affordable, reliable and accessible across the Commonwealth.”

DR. DAVID SOUTER (1995–2003)

The Policy Strategist

When David Souter assumed leadership of the Commonwealth Telecommunications Organisation, the digital landscape was rapidly evolving, with internet governance, regulatory reform and digital development emerging as global priorities.

Under his stewardship, the CTO strengthened its reputation as a leading voice in telecommunications policy and research across the Commonwealth, championing evidence-based studies that helped member countries shape informed policies on universal access, ICT development and telecommunications reform.

Souter regards his greatest achievement as transforming the organisation's funding model. By mobilising support from international development agencies, he broadened the CTO's financial base, enabling the organisation to expand its research, capacity-building programmes and technical assistance for Commonwealth member states.

He also elevated the CTO's profile in international ICT policy discussions, particularly on internet governance and the World Summit on the Information Society (WSIS), reinforcing its standing as a trusted source of strategic policy expertise.

Souter left the CTO financially stronger, intellectually influential and better positioned to support Commonwealth countries in navigating an increasingly interconnected and rapidly evolving digital world.

DR. EKWOW SPIO-GARBRAH (2003–2011)

The Development Advocate

A former Diplomat and Minister of Communication from Ghana, with prior experience working with the World Bank Group and the African Development Bank, Dr. Ekwow

Spio-Garbrah brought a distinct business, commercial and developmental perspective to the CTO. He was one of the first leaders to argue that ICT was not merely a technical sector but a critical driver of socio-economic growth and development

Under his leadership, the CTO gained greater visibility internationally as an advocate for using ICTs to drive socio-economic development through the corporate sector. He championed the roles of business and technology in e-governance, e-education,e-health, e-commerce and rural development.He had little choice in this commercial approach, as the CTO’s primary UK sources of funding were withdrawn soon after his appointment. These included some £2 million annually from DFID, £1 million annually from British Telecom and £500,000 annually from Cable & Wireless. Despite the withdrawal of these substantial sources of funding, Dr. Spio-Garbrah persevered, leading efforts to reposition the organisation, strengthen and widen its programmes and diversify to alternative sources of revenue and institutional support. Through these methods, the CTO succeeded in organising up to 10 major commercial events annually, creating platforms for policy dialogue, knowledge exchange, partnerships and revenue generation. During his tenure, he also oversaw the acquisition of the CTO's first self-owned Headquarters building in more than 100 years, its current Headquarters in Hammersmith, London, strengthening the organisation's institutional asset base. Dr Spio-Garbrah’s tenure helped reposition the CTO from a primarily

research-oriented technical body into a strategic business and commercial partner, supporting inclusive growth, digital transformation and sustainable development throughout the Commonwealth

PROFESSOR TIM UNWIN (2011–2015)

The Inclusion Champion

With a background in international development and education, Professor Tim Unwin brought a human-centered vision to the CTO. He believed technology should empower people, not just connect machines.

Under the leadership of Professor Tim Unwin, the Commonwealth Telecommunications Organisation deepened its commitment to digital inclusion and people-centred development across the Commonwealth. His tenure was marked by a strong focus on expanding ICT access, skills development, and capacity-building programmes for marginalized communities, women, youth, and rural populations.

Unwin believed that technology should serve as a tool for empowerment and social progress. Under his guidance, the CTO supported initiatives promoting ICT for development, including telemedicine projects in Africa and e-learning platforms in the Pacific aimed at improving access to healthcare and education in underserved communities. He also strengthened partnerships with academia, civil society, and development partners, ensuring that the organisation’s work remained grounded in practical development needs.

His vision was encapsulated in his 2013 statement:

“Digital inclusion is not charity — it is justice.”

By the end of his tenure, the Commonwealth Telecommunications Organisation had reinforced its role as an inclusive and globally relevant organisation using technology to advance equality, opportunity, and sustainable development across the Commonwealth.

MR. SHOLA TAYLOR (2015–2020)

The Moderniser

A Nigerian engineer and telecoms veteran, Shola Taylor took over at a pivotal moment: the rise of 5G, the Internet of Things (IoT), and the explosion of data-driven economies. His leadership was defined by modernization and forward-thinking.

Under the leadership of Shola Taylor, the Commonwealth Telecommunications Organisation strengthened its role as a forward-looking institution helping Commonwealth countries adapt to the rapidly evolving digital landscape.

He prioritised organisational reform and operational efficiency, introducing measures aimed at making the CTO more agile, financially sustainable, and responsive to the changing needs of its members.

One of Taylor’s major achievements was deepening collaboration with the private sector. Under his tenure, the CTO strengthened partnerships with leading technology companies and industry stakeholders, creating opportunities for member states to access cutting-edge expertise, resources, and innovation. This approach helped position the CTO as a trusted bridge between governments and the global technology ecosystem.

His vision was reflected in a 2018 address where he stated:

“Technology is evolving faster than policy. Our job is to ensure no country is left behind in this race.”

Through this forward-looking leadership, Commonwealth Telecommunications Organisation further evolved from a traditional telecommunications body into a modern digital development and policy platform, helping prepare Commonwealth countries for the opportunities and challenges of the digital economy.

MS. BERNADETTE LEWIS (2020–PRESENT)

The Resilience Builder

When Bernadette Lewis took the helm of the Commonwealth Telecommunications Organisation in 2020, the world was in crisis. The COVID-19 pandemic had exposed vulnerabilities in global systems, but it also underscored the critical role of digital infrastructure. Lewis, a seasoned Caribbean telecoms leader and former Secretary-General of the Caribbean Telecommunications Union, stepped in with the pragmatism of a crisis manager and the vision of a reformer.

Her leadership has been defined by resilience and renewal. She has championed the development of robust ICT infrastructures to withstand future shocks, advanced digital literacy and public education, and promoted inclusive strategies to ensure all member states benefit from digital recovery.Beyond stabilisation, Lewis has propelled the CTO into new frontiers. She has raised the organisation’s profile in AI governance and space governance, positioning the CTO as a thought leader in areas shaping the next century. By refreshing the organisation’s mandate, she has ensured the CTO remains not just relevant, but indispensable in a world where technology underpins every facet of development.

“Our history is long, but our future will be longer,” she said in a keynote. “We must build not just networks, but nations prepared for the digital century.”

Under Lewis’s stewardship, the CTO is not merely navigating change—it is driving it, with resilience as its anchor and transformation as its goal.

MS. BERNADETTE LEWIS (2020–PRESENT)

The Resilience Builder

“Our history is long, but our future will be longer,” she said in a keynote. “We must build not just networks, but nations prepared for the digital century.”

Under Lewis’s stewardship, the CTO is not merely navigating change—it is driving it, with resilience as its anchor and transformation as its goal.

By 2019, the digital transformation had delivered scale, speed, and influence on an unprecedented level. But it also revealed a deeper truth: technology without purpose risks amplifying inequality rather than opportunity. The Commonwealth stood at a crossroads, where the future of connectivity would be shaped not by innovation alone, but by values, governance, and collective responsibility.

The years that followed would test whether digital systems could serve society not only in times of progress, but in moments of crisis.The digital transformation of the 21st century was no longer defined solely by infrastructure. Platforms, services, skills, and regulation formed interconnected ecosystems that required holistic approaches. The CTO’s work increasingly reflected this reality, supporting members to think beyond networks and toward sustainable digital systems that could adapt over time.

Crisis, Code & Conscious Connectivity (2020–2025)

When Networks Became Lifelines

MESSAGE FROM ITU SECRETARY GENERAL

THE CTO AT THE CENTRE OF THE STORM

Stewardship, Coordination, and Calm in a Time of Crisis

Resilience, Transparency & Institutional Trust

Governance Renewal, Transparency & Organisational Restructuring

Why Digital Transformation Needed a New Playbook

Political Dialogue, Policy Alignment & Mutual Support

THE CTO AT THE CENTRE OF GLOBAL ICT COORDINATION

Working Across GAC, ICG & International Forums

Adapting Skills for a Rapidly Changing Digital Landscape

Strategy Renewal, Partnerships & Future Readiness

MESSAGE FROM ITU SECRETARY GENERAL

On behalf of the International Telecommunication Union, I warmly congratulate the Commonwealth Telecommunications Organisation on its 125th anniversary.

Our partnership reflects more than a century of shared purpose, making this milestone one we mark together.

Both organizations have witnessed an extraordinary span of communications history: from the telegraph and wireless communications to satellite and broadband networks, and from digital services to artificial intelligence and other emerging technologies reshaping economies across the Commonwealth and beyond. Ours is also the story of ensuring policies, skills and institutions keep pace with rapid innovation, especially as we seek to make technology interoperable, trusted and inclusive for all. This was true in the age of the telegraph, and it remains true today, as digital technologies continue to transform how people learn, work, trade, and connect.

CTO traces its origins back to 1901, 36 years after the ITU was founded, with early efforts to connect the Commonwealth through a Pacific cable — a technical feat that also required deep and sustained international cooperation. Today, 99% of international data flows through submarine cables: descendants of the very systems and collaboration that first brought Commonwealth countries together. CTO’s pledge to the Partner2Connect Digital Coalition on “Action for Connectivity Impact” is further evidence of your commitment to a better digital future for all. As emerging technologies like AI and quantum continue to evolve, the case for global cooperation and innovative partnerships only grows stronger.

MESSAGE FROM ITU SECRETARY GENERAL

Stewardship, Coordination, and Calm in a Time of Crisis

Today , 99% of international data flows through submarine cables: descendants of the very systems and collaboration that first brought Commonwealth countries together. CTO’s pledge to the Partner2Connect Digital Coalition on “Action for Connectivity Impact” is further evidence of your commitment to a better digital future for all. As emerging technologies like AI and quantum continue to evolve, the case for global cooperation and innovative partnerships only grows stronger.

Technological change is constant. So too is our confidence that CTO will continue supporting its members in navigating digital transformation while strengthening the policy, regulatory and institutional capabilities needed for human-centered innovation.

With 2.2 billion people still offline, we must continue working together to ensure that meaningful, affordable, secure, resilient, and trusted connectivity reaches

everyone, everywhere. That means supporting universal access and service, building regulatory capacity, and strengthening cybersecurity and digital inclusion to meet the needs of Least Developed Countries, Small Island Developing States and other Member States facing specific connectivity challenges.

From the first signals carried across the Commonwealth to the intelligent systems of today, the story of communications is still being written. ITU looks forward to continuing our work with CTO and its members so that digital technologies serve humanity, strengthen societies and economies, and contribute to inclusive and sustainable development for all.

Doreen Bogdan-Martin

Secretary-General

International Telecommunication Union (ITU)

LEADERSHIP IN A GLOBAL EMERGENCY

Resilience, Transparency & Institutional Trust

When Ms. Bernadette Lewis became Secretary-General in August 2020 — the first woman to hold the post in the CTO’s long history — she inherited an organisation at the nexus of seismic global change. Recognising that crisis also presents opportunity, her early leadership focused on institutional renewal, strengthening governance frameworks, updating foundational documents, and repositioning the organisation for greater strategic impact.

These reforms included:

strengthening transparency and accountability policies to reinforce institutional trust;

redesigning organisational structure to better align with evolving member priorities;

updating core governance instruments to support flexible, impactful engagement in a fast-moving digital era.

The results as we see today is a CTO better prepared for 21st-century digital leadership, bridging crisis response with forward-looking strategy — a shift that informed every subsequent programme and initiative.

REINFORCING THE FOUNDATIONS

Governance Renewal, Transparency & Organisational Restructuring

At the heart of any intergovernmental organisation lies its foundational framework — the documents, policies, and governance instruments that define how it operates, decides, and delivers. Recognising this, the CTO embarked on a deliberate process to review and update its foundational documents, ensuring that they reflected contemporary realities rather than historical assumptions. These updates were not driven by formality, but by necessity. Digital governance had become more complex. Stakeholder ecosystems had expanded. Expectations around transparency, accountability, and performance had intensified.

To remain credible and effective, the CTO aligned its governance instruments with modern principles of good governance, ethical leadership, and service to members.

This renewal strengthened:

clarity of mandate

decision-making processes

accountability mechanisms

alignment between strategy and execution

In doing so, the CTO reinforced an essential truth: digital transformation requires institutional integrity as much as technological capability.

THE CTO AT THE CENTRE OF GLOBAL ICT COORDINATION

As global digital governance frameworks evolved rapidly, coordination became critical.Beyond its traditional development and advisory role, the CTO strengthened its engagement across global advisory, coordination, and international cooperation mechanisms — including collaboration with Global Advisory Committees (GAC), International Coordination Groups (ICG), and multilateral ICT forums shaping the future of digital policy, cybersecurity, and governance ensuring that Commonwealth perspectives, particularly those of small and developing states, are represented. Through these engagements, the CTO ensures that the perspectives of Commonwealth member states — particularly small states and developing economies are not represented in global digital decision-making,helping members to align national priorities with emerging international frameworks and reinforcing cooperation over isolation.

REINVENTING THE CTO FOR A NEW CENTURY

As digital technologies evolved at unprecedented speed, the Commonwealth Telecommunications Organisation recognised that relevance in the new century would depend not only on internal renewal, but on how effectively it could collaborate across an increasingly complex global digital ecosystem.

No single institution — however experienced — could address the scale, pace, and interconnected nature of contemporary digital challenges alone. Artificial intelligence, cybersecurity, data governance, digital infrastructure financing, and skills development all sit at the intersection of policy, technology, finance, and human capacity. To respond meaningfully, the CTO repositioned itself as both a connector and a catalyst — strengthening partnerships that translate global expertise into national impact.

CTO@125, Celebrating the legacy

103

THE CTO AT THE CENTRE OF THE STORM

104

legacy in action

104

Advancing Digital Diplomacy in a Hyper-Connected Commonwealth

104

member engagement, governance reform, and the future of digital capacity-building

104

Eastern African Region

104

Pacific Region

104

Southern African Region

104

Vanuatu

104

Lesotho

104

Exploring strategic partnerships and space based technlogy

104

Coordinating Commonwealth Priorities on the Global stage

104

Resilience, Transparency & Institutional Trust

104

Championing Commonwealth Perspectives in Global Digital Dialogue

104

ICANN-ITU-CTO webinar

104

Empowering the Commonwealth with Future-Ready AI Skills

104

CTO-Training Calender

104

The CTO officially launched its CTO@125 Anniversary year with the inaugural Commonwealth Digital Diplomacy Forum held in London with the support of the UK Government. The Forum brought together over 50 High Commissioners, Ambassadors, senior diplomats, policymakers, technology leaders, and heads of international organisations to examine the growing intersection between diplomacy and digital transformation. Discussions explored digital sovereignty, cybersecurity, artificial intelligence governance, digital public infrastructure, internet governance, and the role of multilateral cooperation in shaping the future digital order. The event positioned the CTO as a trusted platform for strategic dialogue on digital diplomacy and reinforced the importance of collaborative engagement in addressing global digital challenges.

106

COMMONWEALTH DIGITAL ROADSHOW

110

Vanuatu-shaping the digital future

111

A major highlight of the Roadshow was the practical demonstration of e-government services, including digital police clearance systems, land survey platforms, e-tourism solutions, and border management processes. These demonstrations illustrated how technology can improve public service delivery, strengthen inclusion, and support national resilience in geographically vulnerable island states. The programme also placed strong emphasis on early warning systems and disaster resilience, reflecting the environmental realities facing Pacific Island nations and the importance of resilient digital infrastructure in emergency preparedness and response

111

COMMONWEALTH DIGITAL ROADSHOW

112

Commonwealth digoital roadshow-lesotho

113

The Roadshow also showcased local innovation through demonstrations and presentations by young innovators and women-led digital solution providers, reflecting the CTO’s commitment to inclusion and local digital entrepreneurship. Discussions explored cybersecurity, artificial intelligence, digital skills, internet governance, and digital public services, while reinforcing the importance of people-centred approaches to digital transformation. The event further demonstrated the CTO’s ability to convene diverse stakeholders around practical digital development priorities that respond to the realities and aspirations of Commonwealth member countries.

113

One Commonwealth, One Voice at the ITU

116

DIGITAL DEVELOPMENT DAY MOZAMBIQUE

117

Resilience, Transparency & Institutional Trust

117

The CTO in partnership with the National Communications Institute of Mozambique (INCM), convened the CTO Digital Development Day in Maputo under the theme “Strengthening Digital Ecosystems through Collaboration.” The event brought together government leaders, regulators, industry, academia, investors and innovators to explore practical strategies for accelerating digital transformation through partnerships, innovation and digital inclusion.

117

The programme featured high-level discussions on digital policy, private sector investment, academia-industry collaboration and youth innovation, with participants reaffirming the importance of collective action in building digital talent, fostering innovation and creating resilient digital ecosystems. The event concluded with a shared commitment to advancing sustainable digital transformation across Mozambique and the wider Commonwealth.

117

Resilience, Transparency & Institutional Trust

118

STRENGTHENING DIGITAL CAPACITY THROUGH STRATEGIC PARTNERSHIPS

120

ICANN-ITU-CTO Webinar

120

The Commonwealth Telecommunications Organisation (CTO), in collaboration with the Internet Corporation for Assigned Names and Numbers (ICANN) and the International Telecommunication Union (ITU), successfully hosted a webinar on 3 June 2026 under the theme "Strengthening Digital Capacity for Commonwealth Member States."

120

The event brought together over 80 participants from across the Commonwealth, providing a platform for governments, regulators and other stakeholders to engage with leading digital development partners on internet governance, digital policy and capacity-building opportunities.

120

The webinar reinforced the shared commitment of the CTO, ICANN and ITU to strengthening digital skills, fostering collaboration and supporting Member States in building secure, inclusive and resilient digital ecosystems. Through knowledge sharing and policy dialogue, the event highlighted the importance of strategic partnerships in advancing national and regional digital transformation across the Commonwealth.

120

Training calender

122

The CTO's Capacity Building for Development Impact (CBDI) training programme has been significantly enhanced to better respond to the evolving priorities of its members and the rapidly changing digital landscape. The upgraded programme now offers a broader range of practical, industry-relevant courses delivered through flexible online, in-person and hybrid formats, covering emerging areas such as artificial intelligence, cybersecurity, satellite technologies, cloud computing, blockchain, digital transformation and spectrum management. By aligning training with the specific needs of governments, regulators, policymakers, telecom operators and other stakeholders, the programme is equipping participants with the knowledge and skills required to address real-world digital challenges. As a result, members are strengthening institutional capacity, improving policy and regulatory frameworks, enhancing service delivery, and accelerating their national digital transformation efforts while benefiting from shared expertise and best practices across the Commonwealth.

122

CTO PARTNERSHIP BREAKFAST

123

World Telecommunications Development Conference-WTDC

123

The Commonwealth Telecommunications Organisation (CTO), led by Secretary General Bernadette Lewis, participated in WTPF-26 in Nassau, The Bahamas, reinforcing Commonwealth cooperation on inclusive, resilient and sustainable digital development.

123

Secretary General Lewis contributed to the Strategic Dialogue, highlighting regional cooperation and shared capacity as critical to accelerating digital transformation, particularly for Small Island Developing States and developing countries.

123

On the sidelines, the CTO hosted a Commonwealth Delegates Partnership Breakfast featuring Viasat’s Donna Murphy on satellite and Direct-to-Device connectivity for emergency and disaster response. The programme also featured contributions from ITU Secretary General Doreen Bogdan-Martin, CTU Secretary General Rodney Taylor and Ghana’s Head of Delegation, Etta Mosore.

123

Reflecting on the CTO’s 125-year journey, Secretary General Lewis emphasised that strategic partnerships remain central to building a safe, equitable, connected, resilient and secure digital future.

123

CTO DIGITAL AWARDS

124

recognising and celebrating digital excellence across the commonwealth

124

The CTO Digital Excellence Awards is a flagship recognition programme established to celebrate outstanding achievements in digital transformation, innovation and ICT development across the Commonwealth. Launched as part of the CTO's 125th Anniversary celebrations, the awards recognise the exceptional contributions of member countries, organisations and partners, while promoting the sharing of best practices, fostering innovation, strengthening collaboration, and reinforcing the CTO's role as a leading platform for digital excellence and knowledge exchange across the Commonwealth.

124

CTO EMERGING PROFESSIONALS PROGRAM

125

Nurturing the Next Generation of Digital Changemakers

125

The CTO Emerging Professionals Programme is a structured, one-year professional development initiative designed to strengthen the Secretariat's capacity while equipping emerging professionals with practical experience in international cooperation, digital policy and institutional development. Through hands-on assignments aligned with the CTO Strategic Plan, the programme develops future digital leaders, promotes knowledge transfer and cross-functional learning, and supports the effective delivery of the Organisation's strategic priorities.

125

Made with FlippingBook - professional solution for displaying marketing and sales documents online

SIGNAL TO SENTIENCE - merged