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Tonga has launched its first Women in Aviation network, marking a milestone for gender inclusion in the country’s aviation sector and across the wider Blue Pacific region. The initiative was officially unveiled by Infrastructure Minister Semisi Sika, who said the network underscores the government’s commitment to advancing women’s leadership and aligning with international aviation standards. “By launching the Tonga Women in Aviation Network, the Ministry of Infrastructure Civil Aviation Office affirms its commitment to international aviation standards and programmes to advance women’s leadership, workplace conditions and career advancement,” Sika said. He added that the initiative complements the government’s Women’s Empowerment and Gender Equality (WEGET III) policy, which promotes equal rights, responsibilities and opportunities for women and men. The inter-agency network brings together key industry players, including Tonga Airports Limited, Lulutai Airlines, Air New Zealand, Palu Aviation Services, Air Terminal Services and Fiji Airways. It aims to foster a more gender-equitable aviation workforce while supporting career development for women and girls. Sika acknowledged the role of women in strengthening Tonga’s aviation sector, noting their contributions to building a safe, resilient and affordable transport system that supports economic growth. The initiative is supported by the Australian government through the Australia Pacific Partnerships for Aviation (P4A), which works with Pacific governments and industry partners to improve aviation safety and sustainability. P4A Executive Director James Ramsay said similar networks across the Pacific aim to ensure women’s voices are central to aviation policy development. The Tonga Women in Aviation Network will focus on mentoring, leadership training and policy engagement, while also conducting outreach programmes in schools to inspire the next generation of aviation professionals. The network builds on earlier activities, including a March 27 industry-wide fun walk organised by the Civil Aviation Office, and is expected to play a key role in shaping a more inclusive aviation sector in Tonga.

Lion One Metals Limited has outlined progress and ongoing operational challenges at its Tuvatu gold mine in Fiji, as the company moves into a new phase focused on stabilising production and improving performance. In its March 2026 operational update, the company said it is transitioning into what it described as “Phase 2”, following the successful commencement of production at the underground mine in late 2023. The next phase is aimed at building a more consistent and resilient operation, with efforts focused on improving underground development rates, managing ore grade variability and advancing processing capabilities. Lion One reported that while gold production has been steady, operational performance has been affected by variability in ore grades and the pace of underground development — challenges typical of early-stage underground mining operations. To address these issues, the company is implementing targeted operational improvements, including enhanced mine planning, increased drilling, and adjustments to development strategies to better define high-grade zones. The update follows a series of recent developments at Tuvatu, including the commissioning of a new flotation plant in March, which is expected to improve gold recoveries as the operation ramps up. However, the company cautioned that the ramp-up process will take time, noting that early-stage performance variability is expected as the team builds operational experience with the processing circuit and ore characteristics. Tuvatu is part of the broader Navilawa Caldera project area on Viti Levu, where Lion One holds extensive exploration licences covering multiple prospective mineralised zones. The company said ongoing drilling and exploration activities are aimed at expanding the resource base and supporting longer-term production growth. Lion One, listed on the TSX Venture Exchange, is positioning Tuvatu as a high-grade alkaline gold operation, with a focus on improving operational efficiency and extending mine life as development progresses.

The operator of the PNG LNG Project, ExxonMobil PNG Limited, recently welcomed 75 outstanding ninth-grade girls from five Port Moresby schools for a day of hands-on science experiments, mentorship, and exciting activities designed to spark their curiosity and build their confidence in engineering. Now in its second year in Papua New Guinea, ExxonMobil’s Introduce a Girl to Engineering Day — held at its LNG Plant at Caution Bay — was a resounding success. This year’s theme, “Design Your Future,” encouraged students to imagine the possibilities of a STEM career (Science, Technology, Engineering, and Math). Supported by 42 passionate employee volunteers from ExxonMobil’s Women in Energy Network, the students explored key engineering concepts and learned directly from Papua New Guinean engineering professionals. ExxonMobil PNG Chairman and Managing Director Dinesh Sivasamboo visited the students during their practical sessions and was impressed by both their enthusiasm and teamwork. “It’s great to see that even though you’ve come from different schools, you have quickly made new friends and learned to work together effectively as a team to solve real-world problems. These are important skills and experiences that will help you excel in your lives and your careers,” Sivasamboo said. “Papua New Guinea’s energy future looks quite bright, so there will be opportunities for students like you throughout our industry. I hope you will continue to apply yourselves to your studies so that you might join us as engineers one day,” he concluded. Students expressed their gratitude and excitement about the experience, saying it opened their eyes to new possibilities in engineering. “I didn’t think much about taking on engineering, but after today, I might have a change of mind,” said Zillar Naku Pa’aka from Gordon Secondary School. “Once we started the practical activities, I really enjoyed it.” “I really enjoyed the electrical engineering activity with the circuit boards,” added Sylvia Mero from Jubilee Catholic Secondary School. “When the lights lit up, it felt like it lit something in me. I think after today, I’d like to become an engineer.” The students represented Gordon Secondary School, Charles Lwanga Secondary School, Jubilee Secondary School, Bavaroko Junior High School, and Ororo Junior High School. The day concluded with lunch at the Plant site mess and a small gift pack for each participant to take home. ExxonMobil PNG is proud to help inspire the next generation of innovators by empowering more girls to dream big and engineer boldly.

The Government of New Caledonia has adopted a draft resolution calling on the French State to extend its electricity cost equalisation mechanism to the territory, in a move aimed at easing energy costs and supporting economic recovery. The decision was approved during the Government’s weekly meeting on 25 March, with authorities seeking to include New Caledonia in the reimbursement system that compensates excess electricity production costs in overseas areas not connected to mainland France’s grid. Under France’s existing framework, tariff equalisation ensures that electricity prices remain broadly comparable across the country by offsetting higher production costs in non-interconnected zones such as Guadeloupe, Guyana, Martinique, Réunion, Mayotte and Wallis-et-Futuna. The mechanism is designed to uphold national solidarity and provide households and businesses in overseas territories with access to energy under conditions similar to those in metropolitan France. At present, New Caledonia and French Polynesia are the only French territories not covered by the scheme. Government spokesperson Christopher Gygès said extending the mechanism would address growing concerns over purchasing power, particularly as global pressures, including the conflict in the Middle East, risk further increasing energy costs. In New Caledonia, electricity prices are structurally higher due to factors such as geographic isolation, limited market size and reliance on imported energy inputs. These costs place additional pressure on households while also affecting the competitiveness of businesses and the wider economy. Electricity plays a central role in the territory’s economic structure, particularly in industrial and metallurgical activities, as well as in the operation of public services and critical infrastructure. As a result, energy pricing is regarded as a key determinant of both economic stability and growth. The Government said that, in the current challenging economic environment, reducing electricity costs could serve as an important lever to support business activity, protect purchasing power and aid the territory’s economic recovery. By seeking inclusion in the equalisation scheme, New Caledonia aims to align itself with the broader principle of national solidarity applied across other overseas territories. The proposal also extends to French Polynesia, which faces similar structural constraints. The draft resolution will now be submitted to the French State for consideration, with authorities emphasising that the extension of the mechanism would promote equity while supporting the sustainable economic development of France’s overseas regions.

The Ministry of Agriculture and Livestock Development (MALD) has received 142 expressions of interest (EOIs) under its 2026 call for proposals for two flagship initiatives aimed at strengthening domestic food production and reducing reliance on imports. The EOIs cover the Commercial Rice Development Programme (CRDP) and the Poultry Production Strengthening Programme (PPSP), both central to the government’s push to expand commercial agriculture and improve food security in the Solomon Islands. Officials said the strong response underscores growing confidence among local farmers and agribusinesses in agriculture as a viable investment sector, particularly in poultry production. Poultry dominates investor interest Of the total submissions, the majority were linked to poultry-related ventures, including broiler and layer farm proposals. MALD said this trend reflects increasing awareness of the commercial potential of poultry, driven by rising domestic demand and relatively shorter production cycles compared with other agricultural activities. The ministry noted that stakeholders are showing readiness to scale up operations and invest in expanding local supply chains for poultry products, which remain heavily reliant on imports. The PPSP is designed to address persistent bottlenecks in the sector, including high feed costs, limited availability of quality day-old chicks, and gaps in veterinary support and extension services. By targeting these constraints, the programme aims to improve productivity, strengthen market access, and support the long-term sustainability of the poultry industry. Rice sector lags despite policy push In contrast, interest in rice farming under the CRDP was comparatively lower, highlighting ongoing structural and investment challenges in the subsector. MALD said this signals the need for more targeted interventions, including awareness campaigns, technical support, and incentives to encourage participation in domestic rice production. The CRDP focuses on scaling up rice farming in key production areas such as Guadalcanal and Malaita Province, with the aim of reducing dependence on imported rice—a major component of national food consumption. Officials said boosting local rice output remains critical to improving food security and insulating the country from global price volatility and supply disruptions. Part of broader agriculture strategy The EOI process forms part of MALD’s wider strategy to address longstanding constraints in the agriculture sector, including limited production capacity, underdeveloped value chains, and heavy reliance on imported food. By promoting commercially viable farming models, the ministry aims to stimulate private-sector participation, enhance rural incomes, and build more resilient food systems. MALD will now proceed to the evaluation phase, which includes screening and shortlisting applicants, followed by detailed technical planning and eventual project implementation. The ministry commended applicants for their strong participation and said it remains committed to supporting investments that align with national development priorities and contribute to sustainable agricultural growth. Breakdown of EOIs While MALD has yet to release a full disaggregated dataset, officials indicated that poultry-related submissions accounted for the majority of the 142 EOIs, with a smaller share allocated to rice development proposals. Further details on shortlisted projects and funding allocations are expected to be announced following the completion of the evaluation process.

The Fiji Development Bank is refining its lending strategy, placing greater emphasis on financing projects that deliver measurable economic impact across key sectors. Recent activity highlights a shift toward more targeted lending, with the bank assessing new financing proposals linked to business expansion and productive investments, according to an update from the Australia Pacific Islands Business Council. The move aligns with the bank’s mandate to support national development by channeling capital into priority areas such as agriculture, infrastructure and small and medium-sized enterprises. Development banks like FDB play a central role in funding projects that contribute directly to economic growth and job creation. The bank’s evolving approach reflects a broader push to ensure that lending decisions are closely tied to tangible outcomes, including increased productivity, business growth and community-level benefits. FDB has traditionally provided financing across sectors including agriculture, energy, transport and industry, supporting enterprises that contribute to the country’s economic base. Its latest strategy builds on this role by sharpening focus on high-impact investments, as Fiji continues efforts to strengthen economic resilience and expand private sector activity. The shift also comes amid ongoing reforms within the institution aimed at improving efficiency and ensuring long-term sustainability, as it adapts to changing market conditions and development priorities.

The Government for National Unity and Transformation is reporting renewed momentum in the tourism sector, with four new hotels and accommodation facilities opening in the first quarter of 2026, signalling increased investor confidence and sectoral growth. The new developments include Zaru Hotel in Gizo, Western Province; Double Island Resort and Raiders Hotel in Tulagi, Central Islands Province; and Paringiju Inland Mountain Lodge on Guadalcanal. Authorities said the projects reflect strengthened collaboration between the Ministry of Culture and Tourism and local investors, aimed at expanding tourism infrastructure and enhancing the country’s appeal as a destination. Permanent Secretary Bunyan Sivoro said in a quarterly update last week that the government has intensified its support for the sector, with tangible results now emerging. “We have stepped up and elevated our support and commitment to this important sector, and we are now seeing real and encouraging results,” Sivoro said. The new investments have introduced higher-end, internationally competitive accommodation options, improving visitor experience and positioning the Solomon Islands more strongly in the global tourism market. In parallel, flagship tourism projects such as the Bloody Ridge National Historical Park and the Haus No. 1 Museum in Tulagi are progressing, further strengthening the country’s cultural and historical tourism offerings. The destination has also been rebranded as “Hapi Isles”, a campaign designed to capture the warmth and spirit of the Solomon Islands and its people. “The Ministry of Culture and Tourism remains fully committed to developing tourism as a key driver of economic growth, job creation and national development,” Sivoro said.

Authors: Dentons Matt Coleman — Partner, Construction, Melbourne (bio link) Wavie Kendino Leki — Partner and Head of Office, Port Moresby (bio link) Steve Patrick — Partner, Commercial/Corporate, Port Moresby (bio link) Ian Clarke, OBE — Special Counsel and Consultant, Corporate, Sydney (bio link)   Executive Summary The Pacific Quality Infrastructure Principles (PQI), endorsed by Pacific leaders in 2021, set out a bold vision for infrastructure that is resilient, inclusive, and locally led. At the 2025 Pacific Infrastructure Conference in Brisbane, that vision was tested and, in many cases, realised. Across dozens of sessions, case studies, and bilateral dialogues, the region’s governments, contractors, financiers, and communities demonstrated how the PQI are being embedded in practice. The following sections explore how the PQI are being operationalised across the Pacific, drawing on examples from infrastructure planning, procurement reform, climate finance, and delivery models. It also considers the legal architecture that enables and scales these efforts, positioning the law as a foundational enabler of PQI implementation and supporting high-quality infrastructure across the region. Local Content and Workforce Development — From Policy to Practice   The PQI’s first principle — that infrastructure should build local capacity beyond physical assets — is increasingly being realised across the Pacific. The shift from participation to empowerment is evident in how governments, chambers of commerce, and contractors are rethinking delivery models. In Tuvalu, the Chamber of Commerce has articulated a clear vision for infrastructure that leaves behind skills, not just structures. With a small but resilient workforce and growing interest in trades and entrepreneurship, Tuvalu is seeking partnerships that embed training, subcontracting, and supply-chain inclusion. Similar sentiments were expressed by Niue, Kiribati and the Federated States of Micronesia, where local businesses are eager to participate in logistics, catering, and construction. Fiji’s Commerce and Employers’ Federation (FCEF) highlighted a workforce of more than 300,000, with 17,000 annual graduates and a proven track record in delivering donor-funded projects. FCEF is actively connecting contractors with skilled tradespeople, suppliers and workforce development partners — demonstrating that local engagement is not only a social benefit but also a commercial advantage. Contractors are responding. Reeves Envico’s work in Kiribati includes training women in carpentry, painting, and site administration. Hatanga’s partnership with BY Group in Solomon Islands is delivering projects with 90% local procurement and workforce participation. Hall Contracting’s wharf project in Nui, Tuvalu, overcame extreme remoteness and corrosive conditions through pre-planning, prefabrication, and local labour mobilisation. Collectively, these examples illustrate that local content is no longer merely a compliance requirement — it is a strategic imperative. However, scaling these efforts requires legal frameworks that embed local participation into procurement, contracting, and performance management. This includes: mandating local labour quotas in public procurement structuring joint ventures with local firms recognising local training and certification pathways embedding local content into bid evaluation criteria Climate Resilience and Lifecycle Planning — Infrastructure That Endures   The PQI place climate resilience at the heart of infrastructure planning and delivery. In a region where rising seas, cyclones, and extreme weather events are lived realities, resilience is not a luxury — it is a necessity. At the 2025 Pacific Infrastructure Conference, this principle was demonstrated through a diverse array of projects, strategies, and institutional reforms. One of the most compelling examples came from Samoa, where the Green Ports Initiative has transformed Apia Port into a model of climate-smart infrastructure. Supported by the Asian Development Bank and technical experts from Haskoning, the initiative delivered 42 targeted upgrades across five domains: environmental management, operational efficiency, disaster preparedness, climate resilience, and social sustainability. Upgrades included solar PV installations, smart lighting, rainwater harvesting, and electrification of port operations. The initiative also produced a Green Ports Policy, a Practice Manual, and a Multi-Hazard Preparedness Plan — tools now being replicated in Tonga and Fiji. In the Cook Islands, a quantitative adaptation planning framework was used to assess climate risks to critical assets such as Rarotonga International Airport and Avatiu Harbour. The methodology combined detailed asset-level data with multi-hazard modelling of heat stress, sea-level rise, storm surge and extreme rainfall. The result was a set of adaptation scenarios ranging from business-as-usual to maximum protection, each evaluated through multi-criteria analysis. This evidence-based approach now informs national infrastructure strategies and investment prioritisation. The Federated States of Micronesia (FSM) has also made significant strides. Entura, the consulting arm of Hydro Tasmania, has worked across all four states to deliver renewable energy projects aligned with FSM’s nationally determined contributions under the Paris Agreement. These included solar and battery energy storage systems (BESS), disaster-proof generation equipment and feasibility studies for future investments. Entura’s work is notable for integrating climate risk assessments, stakeholder engagement and capacity building. In Papua New Guinea (PNG), the Resilient Infrastructure Guide — developed by the Economic and Social Infrastructure Program (ESIP) with the Government of PNG — provides a comprehensive framework for embedding resilience throughout the infrastructure lifecycle. It outlines principles for climate risk assessment, stakeholder alignment and whole-of-life value, with practical tools for integrating resilience into procurement, design, construction and maintenance. Case studies from Lae Market and Metoreia Health Centre illustrate how resilience can be built into materials selection, ventilation systems, water harvesting and maintenance planning. Together, these initiatives reflect a regional shift from reactive adaptation to proactive resilience. Infrastructure is no longer designed solely for functionality — it is designed for durability. This shift requires governments to embed resilience into planning codes, procurement criteria and performance standards; donors and financiers to require climate risk integration; and contractors to adopt lifecycle costing and resilience metrics. Community-Led Design and Social Inclusion — Infrastructure That Reflects Local Realities   The PQI emphasise that infrastructure must be designed not simply for communities, but with them. Community-led design is increasingly recognised as essential to ensuring infrastructure is inclusive, sustainable and fit for purpose. At the 2025 Pacific Infrastructure Conference, this principle was demonstrated through various projects across the region. In Solomon Islands, the Buala Market project shows how infrastructure can be shaped by local needs. Community input informed layout, access, and functionality, resulting in a facility that supports local livelihoods, enhances food security and strengthens social cohesion. Climate-resilient design features mitigate flood risk and support long-term maintenance. In Kiribati, the redevelopment of Betio Hospital’s maternal and children’s wing was guided by principles of simplicity, durability and cultural appropriateness. The design prioritised ease of cleaning, passive ventilation and family congregation spaces, all informed by local consultation. The project also created employment opportunities for women in skilled trades. The Hatanga–BY Group partnership in Solomon Islands further demonstrates community-embedded delivery models. Their work in Temotu Province involved local engineers in geotechnical investigations, concrete mix design and prefabrication. The model — combining Australian certifications with Solomon Islands labour and logistics — is now being scaled to Tuvalu, Vanuatu and Honiara. Workforce inclusion is also being advanced through the IFC’s Meri Save Trades program, which helps firms recruit and retain women in construction. Support includes inclusive recruitment guidance, gender-sensitive workplace policies, appropriately fitted PPE and menstrual health accommodations. Participating firms report improved retention, productivity and workplace culture. Reeves Envico’s training programs in Kiribati include forklift certification, Gender Equality, Disability and Social Inclusion (GEDSI) workshops and career development pathways — all embedded into project delivery rather than treated as add-ons. From a legal perspective, community-led design requires frameworks that go beyond consultation. Governments must embed inclusive design principles into planning codes, procurement templates and performance standards. Contractors must demonstrate how projects reflect community needs and support social outcomes. Donors and financiers must integrate social safeguards into funding agreements. Community-led design is ultimately about co-creation. It recognises that infrastructure is not neutral — and that its design, delivery and operation must reflect the values and aspirations of the people it serves. Governance, Standards and Procurement Reform — Enabling Quality Delivery   The PQI call for governance frameworks that support quality outcomes. This includes the legal architecture of procurement and contracting, as well as the technical standards, institutional capacity and performance management systems that underpin infrastructure delivery. Across the Pacific, governments and regional bodies are strengthening these foundations. The South Pacific Engineers Association (SPEA) is leading efforts to harmonise engineering standards across PNG, Fiji, Samoa, Tonga, Cook Islands and Vanuatu. Its partnership with Engineering New Zealand (ENZ) and New Zealand’s Ministry of Foreign Affairs and Trade (MFAT) aims to provide online access to New Zealand and Australian design codes, expand continuing professional development (CPD) pathways, and create accreditation routes for technicians and engineers. These initiatives enable regional labour mobility and ensure consistent infrastructure quality. In PNG, the Business Council is advocating for reforms to streamline procurement, clarify public-private partnership (PPP) guidelines and digitise permitting systems. Technical working groups on macroeconomics, ESG, revenue and infrastructure are producing policy papers feeding into government-business consultative forums that align public and private priorities. In Tonga, the National Transport Research Organisation (NTRO) is implementing a Strategic Transport Infrastructure Advisory Program across six islands. It includes surveying 500 km of roads, inspecting six airports and developing asset management systems, laboratory certification, training programs and sustainability analysis aligned with the UN Sustainable Development Goals. NTRO’s approach provides a model for embedding technical advisory in national planning. These efforts demonstrate that governance is not only about rules — it is about capability. Legal frameworks must support standards harmonisation, procurement reform and institutional strengthening. This includes: drafting procurement laws that embed the PQI creating bid evaluation criteria that reward quality, resilience and inclusion establishing independent infrastructure commissions or technical panels aligning national standards with international benchmarks (e.g. ISO, IEC, ASTM) Financing and Delivery Models — Matching Vision with Resources   SPEA’s work to harmonise engineering standards and expand accreditation pathways is essential to enabling regional mobility and technical consistency. Regional integration also requires legal frameworks that support mutual recognition, cross-border procurement and trade facilitation. This includes: drafting mutual recognition agreements for engineering and construction professionals creating regional procurement platforms and standardised tender documents aligning customs and logistics regulations to support infrastructure delivery supporting regional infrastructure corridors (e.g. undersea cables, aviation agreements) Conclusion: From Principles to Practice   The PQI are no longer aspirational — they are being embedded in the region’s infrastructure landscape through community-led design, climate-resilient planning and inclusive delivery models. The 2025 Pacific Infrastructure Conference showcased a region that is not only committed to these principles but actively shaping its future around them. To sustain momentum, Pacific governments, development partners and the private sector must now focus on institutionalising these gains. This means embedding the PQI into legislation, procurement systems and performance frameworks — not as optional guidelines, but as core requirements. Legal frameworks will determine whether tomorrow’s infrastructure reflects today’s values. In the Pacific, those values are clear: resilience, inclusion and regional solidarity. The challenge now is to translate these values into enforceable standards, scalable models and enduring partnerships. The PQI agenda is not just about building infrastructure — it is about building trust, opportunity and shared prosperity. From principles to practice, the journey continues. For more information, visit the Pacific Quality Infrastructure Principles online.

Westpac is making a significant investment in strengthening leadership capability across its Pacific businesses with the rollout of its best-in-class LEAD program in Papua New Guinea and Fiji this year, delivering training to 120 employees across the two markets. LEAD is Westpac Group’s flagship leadership development program focused on building future-ready leaders through experiential learning, coaching, and strategic capability uplift. The LEAD program is designed to build practical leadership capability, equipping participants with the skills, confidence, and mindset required to lead teams, support customers, and contribute to Westpac’s long-term success in the Pacific. The program will be delivered through in-person training sessions supported by online modules, ensuring the learning is relevant, grounded in local context, and immediately applicable in day-to-day roles. By delivering the program locally, Westpac is enabling participants to learn alongside peers, strengthen networks across the business, and apply leadership learning directly within their teams and communities. The world-class format also supports deeper engagement, discussion, and reflection, reinforcing Westpac’s commitment to investing in meaningful, high-quality development experiences for its people. The program covers: • Leading Self – building self-awareness, confidence, and personal leadership effectiveness • Leading Others – developing strong people leadership, communication, and coaching skills • Strategic Thinking – strengthening decision-making and broader business understanding • Leading Change – equipping leaders to navigate change and lead with agility • Customer & Outcome Focus – linking leadership behaviors to customer and business outcomes • Pacific Context Application – applying leadership skills in real-world PNG and Fiji settings Maria Stefanac, Head of People, Pacific, said the LEAD program represents a significant investment in Westpac’s Pacific workforce. “LEAD is a major investment in our people in Papua New Guinea and Fiji. We know that strong leadership is critical to creating a positive culture, delivering for our customers, and building a sustainable business for the future,” Stefanac said. “This program has been designed to support our people to grow as leaders, build confidence in leading others, and develop skills they can apply immediately in their roles. By having Westpac Group trainers deliver the program here in the Pacific, we’re ensuring our leaders benefit from global expertise while learning in a way that is relevant, practical, and grounded in local context," she added. Stefanac said the program also reflects Westpac’s broader commitment to developing talent from within and creating clear pathways for growth and progression. “Investing in leadership capability is an investment in our future. Through LEAD, we are supporting our people to step into leadership roles, strengthen their impact, and continue to serve our customers and communities with confidence," Stefanac said. Westpac Banking Corporation ABN 33 007 457 141. The liability of its members is limited. Westpac is represented in Papua New Guinea by Westpac Bank - PNG - Limited. The LEAD program forms part of Westpac’s ongoing focus on capability building and people development across the Pacific, recognizing that empowered, well-supported leaders play a critical role in driving strong performance, engagement, and customer outcomes. By continuing to invest in programs such as LEAD, Westpac is reinforcing its long-term commitment to its people in Papua New Guinea and Fiji and to building leadership capability that supports sustainable growth across the region.

Step into one of the Pacific’s fastest-growing trade corridors between New Zealand and Fiji from June 15–18, as this business mission offers a unique opportunity to get ahead of the curve—build relationships, unlock opportunities, and grow your presence. With a shared goal of NZ$2 billion in trade by 2030, the initiative positions participants at the forefront of expanding bilateral trade. In the Pacific, business is built on connections. This delegation provides direct access to key decision-makers, real market insights, and government and organizations on the ground that understand how to succeed in Fiji. Whether you are entering the market or expanding your footprint, the value lies in who you meet—and the doors those connections open. Registration What do you get with your registration? Multiple networking opportunities Benefits of traveling as part of a group Discounted accommodation for early bookings in Suva Two (2) official delegate shirts or blouses A program designed to deliver high-level presentations from senior leaders and government officials Morning tea and lunch on Monday Networking cocktail on Monday hosted by the New Zealand High Commissioner Networking cocktail on Tuesday hosted by the Fiji Ministry of Foreign Affairs and External Trade (MFAET) On-the-ground transport Transport from Suva to Nadi on Wednesday Site visits en route to Nadi Lunch on Wednesday Optional pre-arranged business meetings The NZFBC offers this high-value package at a modest price point, representing only a fraction of the actual cost. Members: $125 + GST Non-members: $125 + GST + membership fee (valid through June 2027) For more information, click here or contact admin@nzfbc.co.nz.