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Local tax incentives in New Caledonia supported nearly 17.9 billion CFP francs ($160 million) in private investment over the past year, underscoring their role as a key policy lever to stimulate economic diversification and job creation. Nine major projects were approved under local tax relief schemes, generating or consolidating 241 direct jobs and delivering more than 7.6 billion francs in tax and social returns to the territory, according to government data. “These mechanisms allow for real support of the private sector. Private investors are choosing New Caledonia and the government wants to be by their side,” said Christopher Gygès, the government member in charge of the economy. The projects span priority sectors including tourism, renewable energy, manufacturing and agri-food, reflecting efforts to build a more resilient and diversified economic base amid a challenging macroeconomic environment. Authorities said the results demonstrate a clear policy commitment to positioning tax incentives as an active instrument for attracting investment and supporting domestic enterprise development. Reform push to accelerate approvals The government is preparing reforms to streamline the approval process for tax incentives, with a focus on reducing administrative delays and improving transparency for project proponents. Officials said faster processing times would accelerate capital deployment and job creation, reinforcing economic recovery. The tax incentive framework combines two complementary mechanisms: a local tax credit scheme for productive investments exceeding 50 million francs, with rates ranging from 45% to 60% depending on location, and a national-level programme under France’s overseas development law (LODEOM), which allows mainland investors to benefit from tax reductions when financing projects in overseas territories. Industrial project highlights circular economy shift Among the approved investments is the Valorization of Industrial Products (VPI) project, which aims to transform nickel slag—previously treated as waste—into high-value industrial abrasive materials for export. The project will establish a processing line in Doniambo, Nouméa, enabling local production of “Emerald Blast,” a material used in industrial surface treatment. The initiative is expected to reduce logistics costs and carbon emissions by eliminating the need to ship raw slag overseas for processing before re-export. The facility is set to create five permanent jobs initially, with potential for additional employment as operations expand, alongside indirect opportunities in logistics and industrial services. Officials said the project exemplifies a broader push toward circular economy models, export-oriented production and value-added industrial activity. Outlook The government said tax incentives will remain central to its economic strategy, particularly in attracting projects that generate sustainable employment, support exports and align with environmental objectives. “Every week gained in processing time means investments materialize faster and jobs are created sooner,” Gygès said, emphasizing the need to maintain momentum in private-sector engagement.

Lion One Metals Limited said it is prioritising operational reliability and disciplined execution at its Tuvatu gold mine in Fiji, as it advances development and infrastructure upgrades to support sustained production. The Canada-based company reported that during March 2026, the mine achieved an average mill feed grade of about 4.97 grams per tonne of gold, above its budget of 4.65 g/t, while gold output tracked close to plan. Week 12 production reached 306 ounces, compared with a budget of 308 ounces. Development performance improved toward the end of the month, with total development reaching 102% of plan and jumbo development at 135%. However, throughput remained below expectations due to equipment availability and power reliability constraints. The company said improving equipment performance and stabilising power supply are central priorities for 2026. Measures include commissioning new underground loaders, refurbishing generators, upgrading the high-voltage network and enhancing performance at the Waimilika solar installation. Lion One has also reinstated an approval for expenditure process to prioritise capital and maintenance spending linked to these reliability initiatives. On the growth front, the company is advancing several projects to support medium-term production and operational resilience. These include the Stage 2B expansion of the tailings storage facility, development of a flotation circuit, and installation of an evaporation system. Geological work is ongoing, with drilling continuing across key vein systems and additional rigs deployed. The western decline has reached the URA vein system, with ore development under way, opening a new production front. For the coming quarter, Lion One aims to improve underground equipment availability, strengthen power reliability, deliver key infrastructure projects on schedule, and expand development across multiple high-grade zones. Separately, the company said it has entered into a six-month investor relations agreement with Alliance Advisors Canada Corp., at a monthly fee of C$15,000, to support investor engagement and communications in North America.

Fiji’s fuel supply remains stable despite mounting global price pressures, with the government moving to cushion households and key sectors from rising costs, Prime Minister Sitiveni Rabuka said. In a national address, Rabuka said Fiji currently holds about 45 million litres of fuel in onshore storage, with a further 22 million litres expected before the end of April, bringing total supply for the month to roughly 67 million litres. Daily consumption stands at about 2.5 million litres. He said stock levels are projected to fall to around 40 million litres, or 29 percent of storage capacity, by month-end — a normal cycle to accommodate incoming shipments. Looking ahead, suppliers have committed to deliver about 118 million litres in May, which is expected to lift national reserves to more than half of total capacity, keeping the country in what authorities classify as a “Phase 1” or normal supply condition. Rabuka stressed that Fiji is not facing a supply shortage but rather a price-driven challenge linked to global market disruptions, including tensions in the Middle East and shipping constraints around the Strait of Hormuz. Domestic price adjustments, he noted, are determined by the Fijian Competition and Consumer Commission to reflect international purchasing costs, with another increase expected in May. To mitigate the impact, Cabinet has approved the redeployment of FJ$56 million within the existing 2025–2026 budget, shifting funds from delayed projects to immediate relief measures. The government has earmarked FJ$4 million to support bus operators, including absorbing a 10 percent fare increase for four months and providing a fuel rebate of 20 cents per litre to maintain affordable public transport. Fuel subsidies will also be extended to power utility Energy Fiji Limited to ensure stable electricity generation, while social welfare recipients will receive a temporary 50 percent top-up for three months starting May. In the agricultural sector, FJ$28 million has been allocated to support sugar cane farmers through a price top-up for the 2025 crop season. Rabuka said all measures will be funded through internal budget savings, alongside cost-cutting directives across government agencies. “Fuel is available. Government is acting. And Fiji is prepared,” he said, urging citizens to conserve fuel and energy amid ongoing global uncertainty.

Fiji and Singapore have reaffirmed their strategic partnership with a renewed focus on energy security and supply chain resilience, as global fuel market uncertainties continue to weigh on Pacific economies. Fiji’s Minister for Foreign Affairs and External Trade, Sakiasi Ditoka, met with Singapore’s Assistant Minister for Transport and Senior Minister of State for Finance, Jeffrey Siow, on April 16 in Singapore to advance bilateral cooperation in critical sectors. Talks centred on ensuring fuel supply continuity, strengthening logistics systems and enhancing resilience across regional supply chains, amid ongoing volatility in global energy markets. Ditoka underscored Fiji’s growing challenges, including elevated fuel costs and persistent shipping delays, while highlighting the country’s strategic role as a fuel distribution hub for Pacific Island states. “The security of Fiji is inseparable from the security of the Blue Pacific,” Ditoka said, noting that discussions are shifting from short-term crisis management toward long-term energy resilience planning. Singapore officials reiterated that, despite tight global supply conditions, the country has implemented safeguards such as strategic fuel reserves and supply management systems to maintain stability. Both sides also acknowledged that port congestion and shipping delays are expected to ease in the near term. The meeting explored longer-term collaboration, including support for Fiji in developing a national fuel security strategy, expanding storage capacity and strengthening domestic supply systems. Opportunities in energy transition pathways were also discussed as part of broader sustainability goals. Officials agreed to continue technical engagements between relevant agencies to advance these priorities. Beyond energy cooperation, both countries reaffirmed their shared commitment to a rules-based international order, particularly under the United Nations Convention on the Law of the Sea, emphasizing the importance of maritime stability for island economies. Singapore also acknowledged Fiji’s support in multilateral processes, including elections at the International Maritime Organization, reflecting close coordination on global maritime governance. Both sides welcomed ongoing collaboration in maritime and aviation sectors, including training and capacity-building initiatives for Fijian officials aimed at strengthening regional connectivity. The meeting concluded with both countries expressing confidence in expanding practical cooperation to enhance energy security, economic resilience and sustainable development across Fiji and the wider Pacific region.

Officials from the Solomon Islands Ministry of Agriculture and Livestock Development (MALD) participated in an international seminar on green development and cooperation in China, as the government looks to strengthen sustainable growth strategies in the agriculture sector. Planning Department Director Danny Lehe and Extension Department Acting Deputy Director Petra Urahora represented MALD at the programme, held from March 11 to 24, 2026. The seminar convened policymakers and experts from developing countries to exchange approaches on green growth, sustainability and international cooperation. The programme combined lectures, group discussions and field visits, exposing participants to policy frameworks and practical models that integrate economic development with environmental protection and social inclusion. Lehe said the delegation gained insights into digital agriculture tools, renewable energy investments and planning strategies that align economic growth with climate and environmental objectives. “We learned how green development can support sustainable economic growth, reduce poverty and address climate change. The seminar highlighted the importance of international cooperation, technology transfer and capacity building in delivering long-term results,” he said. He added that sustainable development requires coordinated policies that balance economic expansion with environmental stewardship and inclusive governance. Discussions also underscored the role of strong public institutions and integrated planning in advancing rural development. Case studies presented during the seminar showed how investments in education, improved market access and policy coordination can accelerate poverty reduction. MALD said the lessons are directly relevant to the Solomon Islands, particularly in advancing renewable energy adoption, strengthening digital infrastructure and promoting research-driven, climate-resilient agricultural practices. The ministry reaffirmed its commitment to applying these insights to national development priorities and to deepen partnerships that support sustainable and inclusive growth. MALD also acknowledged the Solomon Islands Ministry of Education and Human Resources Development for facilitating participation, as well as the Embassy of the People’s Republic of China in Honiara for supporting travel arrangements.

The Asian Development Bank (ADB) committed $679.8m to its Pacific developing member countries in 2025, including $214.4m in grants from the Asian Development Fund, according to its Annual Report 2025 released today. The report outlines the bank’s operational, institutional and financial performance over the year, with a focus on economic sustainability, structural reform and climate resilience across the Pacific. “ADB’s engagement in the Pacific in 2025 prioritised ongoing economic sustainability while advancing structural reforms, managing climate-related risks, and building an enabling environment to increase private sector activity,” said Emma Veve, director general of ADB’s Pacific Department. She added that strengthening resilience would remain central to reducing the region’s exposure to external shocks. ADB highlighted efforts to crowd in private sector investment through initiatives such as the Pacific Wayfinder programme, which provides concessional finance and technical assistance to support business expansion, job creation and capital market development. Its Frontier programme also aims to deepen local capital markets and improve access to finance for smaller enterprises. Infrastructure investment remained a core priority. In Tonga, ADB committed an $80m grant from the Asian Development Fund and expects a further $40m in co-financing from the World Bank to construct a 720-metre bridge across the Fanga’uta Lagoon, alongside associated road, water and drainage upgrades. The project is being implemented under the Full Mutual Reliance Framework. Disaster response also featured prominently. Following a 7.3-magnitude earthquake in Port Vila, Vanuatu, in late 2024, ADB disbursed $5.5m in emergency assistance and committed a further $24.4m grant to rehabilitate a key road linking the capital to its main wharves. In Papua New Guinea, ADB is supporting aviation connectivity by financing pre-delivery payments for six Airbus A220-100 aircraft for national carrier Air Niugini. The financing package includes $19m from ADB’s ordinary capital resources and $16.9m from Leading Asia’s Private Infrastructure Fund 2. ADB also expanded its regional footprint with the opening of its Solomon Islands Resident Mission in February 2026, signalling deeper country-level engagement. The largest share of ADB commitments in the Pacific in 2025 went to transport, followed by water and urban infrastructure, finance, energy and public sector management. Across Asia and the Pacific, ADB committed $29.3bn in 2025 to support resilience and reform, as the region navigates economic and climate-related challenges. Established in 1966, ADB is a multilateral development bank owned by 69 members, including 50 from the region, and focuses on sustainable, inclusive and resilient growth.

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.

Leaders of the Pacific Islands Forum Troika met in person on April 16 in Nadi to assess key regional priorities amid growing global uncertainty, underscoring the need for stronger coordination and political leadership across the Pacific. The meeting was chaired by Jeremiah Manele, prime minister of Solomon Islands, and attended by Surangel Whipps Jr of Palau and Lord Fakafanua of Tonga. Leaders reviewed progress on regional priorities and discussed emerging challenges, highlighting the urgency of coordinated responses as the Pacific faces an increasingly complex global environment. They reaffirmed the importance of regional solidarity and coherent policymaking. The meeting also included the in-person participation of Sitiveni Rabuka of Fiji, while Chris Bowen of Australia joined virtually to present on key agenda items. Leaders examined the implications of the evolving Middle East crisis, noting heightened risks to health systems as well as fuel and food security in the Pacific. They agreed to consult Forum leaders on a phased, scenario-based approach to regional action, including the development of a coordinated position. Discussions also covered governance and institutional matters, including progress under the Review of the Regional Architecture and key documents such as the Forum Leaders’ Communiqué. Leaders emphasized strengthening partnerships and improving institutional coherence across the regional system. Preparations for the 55th Pacific Islands Forum, to be hosted in Palau, and upcoming engagements related to COP31 were also reviewed, with leaders stressing the need for alignment across regional processes. The meeting reaffirmed the Forum Troika’s role as an advisory mechanism providing strategic and political guidance to the Forum chair, with all Forum leaders to be consulted on the outcomes of the discussions.