George Town, Grand Cayman, Cayman Islands – 14 March, 2024. The Cayman Islands Ministry of Planning, Agriculture, Housing, Infrastructure, Transport, and Development (MPAHITD) is proud to publish the business case for the Subsea Cable Project today, marking a significant step in its ongoing commitment to transparency, accountability, and the enhancement of the nation’s digital connectivity infrastructure.

In alignment with the Ministry’s mission, this initiative aims to foster open dialogue with the public and stakeholders, elucidating the strategic significance, benefits, and expected outcomes of the Subsea Cable Project. By doing so, the Ministry is dedicated to reinforcing trust within the community and ensuring that the Cayman Islands are positioned to thrive in the evolving global digital landscape.

The Honourable Johany “Jay” Ebanks, Minister of Planning, Agriculture, Housing, Infrastructure, Transport, and Development, (MPAHITD), shared his vision for the project:

“The Cayman Islands Subsea Cable Project is more than an infrastructure initiative; it’s a commitment to our future. By releasing this business case to the public, we are underscoring our dedication to transparency, accountability, and our unwavering belief in the power of digital connectivity to drive progress. I am confident that this project will serve as a lighthouse, guiding our islands towards unprecedented growth and connectivity.”

The business case is accessible to the public, inviting everyone to delve into the project’s strategic vision and participate in the journey toward a digitally connected future. It highlights the Ministry’s proactive governance approach, embodying principles of openness and inclusivity.

You may find the document posted on the Ministry’s website at www.gov.ky/PAHI<http://www.gov.ky/PAHI>/, on our social media channels FB & IG

Please note, sections of the document have been redacted for the following reasons:

  *   National security considerations

  *   Protection of third-party information shared with the Cayman Islands    Government under commercial confidence

  *   Prevention of commercial detriment

  *   Privacy of personal information

  *   Sensitivity of quasi-legal advice

We have published for your convenience Page 245 of the aforementioned document- SEE BELOW

I. Conclusion and principal recommendations

129. The Management Case comprises two principal elements:

• First, the Management Case considers in detail how CIG should go about establishing the
  SPV — known in this OBC as ‘Cable Co’ — that is recommended in Commercial Case. This
  Cable Co would be a separate entity to take responsibility for the delivery of the Cable, in line
  with a Project Mandate that should be developed by CIG.
  CIG would take the role of ‘sponsor’ to the new Cable Co, holding it to account for delivery of
  the Project Mandate.
  As part of securing CIG’s approval for a final investment decision on a new cable, Cable Co
  should develop a Full Business Case once full tendered costs are known, representing a
  further evolution of this Outline Business Case. This should set out in detail the proposed
  delivery approach and negotiated timescales for a new cable, along with a robust commercial
  approach to the future commercialisation and management of a new cable once it has been
  delivered.
• The second element of this Management Case comprises a Permitting Feasibility Study,
  which considers the detailed approach to securing a permit for landing a cable in the Cayman
  Islands that Cable Co will need to undertake if it is to act as landing party for a new cable.

129. The timelines for the (REDACTED) and spur options are discussed in E. If a self-build option is pursued at pace, it may be possible to secure delivery of a new cable into service between Q3 2025 and Q4 2026. However, delivery to this timescale is subject to multiple risks and will need to be
     monitored and managed carefully by Cable Co and CIG as sponsor, as the project moves into
     delivery. If a third-party spur option is preferred, faster delivery may be possible dependent on the
     timescales of the third party, but there is likely to be a lower level of certainty of project delivery
     until the cable is delivered.
130. Regardless of the option pursued, a careful approach should be taken by Cable Co and CIG to
     monitor and manage identified and emerging risks to successful delivery, including those
     identified at Section G.
131. The following annexes to this Management Case have been provided as separate documents:

• Annex A: Plan of Work
• Annex B: Permit Matrix
• Annex C: Port Authority’s Boating Safety document
• Annex D: Site Plan Drawing Requirements.

AND

 Project Delivery Risks and Mitigations S

(NOTE: Sub-section #3 is heavily redacted