Latest News

The Fiji Hardwood Corporation Limited (FHCL) has declared its first-ever dividend payout of $500,000 to the Government of Fiji, marking a historic milestone for the state-owned enterprise and its first return since its establishment. The dividend reflects a strong turnaround in FHCL’s financial performance and governance. Minister for Public Enterprises Charan Jeath Singh described it as a significant achievement, noting that it demonstrates effective leadership, sound management, and tangible economic progress. Singh emphasized the importance of maintaining momentum and upholding good governance at all levels, including engagement with landowners and stakeholders, to support continued growth in production, value-added processing, market expansion, and future dividends. FHCL recorded a profit before tax of $3.302 million in 2021 and has since cleared approximately $8 million in legacy debt, significantly strengthening its balance sheet. Chief Executive Officer Semi Dranibaka said the dividend reflects the company’s full turnaround—from debt burden to consistent profitability—now delivering tangible value to the government and the people of Fiji. The company has also invested in modernization, including advanced data-capture technology training in partnership with a United States-based firm, improving efficiency across more than 75,000 hectares of mahogany plantations. The government reaffirmed its support for continued reforms and strategic growth in public enterprises to ensure they remain commercially viable, well-governed, and able to deliver sustainable returns for all Fijians.

Australian gold producer St Barbara Limited has returned to underlying profitability in the first half of FY2026, while expanding mineral resources at its Simberi Operations in Papua New Guinea and advancing a fully funded pathway for the New Simberi Gold Project. For the six months to 31 December 2025, the group reported an underlying net profit after tax of A$1.336 million, a marked reversal from an underlying loss of A$48.058 million in the corresponding period a year earlier. Statutory loss after tax narrowed to A$249,000, compared with A$48.526 million previously. Revenue from ordinary activities rose 32 per cent to A$128.83 million, underpinned by improved operating performance at Simberi and a stronger gold price environment. Simberi drives operational recovery Simberi generated a pre-tax segment operating profit of A$20.639 million in the half year, contributing A$23.382 million in operating cash before sustaining capital. Gold production at Simberi totalled 20,215 ounces, compared with 22,495 ounces in the prior corresponding period. The average gold price received was A$5,822 per ounce, up from A$3,916 per ounce a year earlier. Cash cost for the period was A$5,170 per ounce, with all-in sustaining cost at A$5,397 per ounce. Mine operating costs declined to A$95.82 million from A$116.164 million, reflecting lower maintenance costs following fleet upgrades and plant improvements. Total growth capital expenditure at Simberi reached A$36.111 million, largely associated with advancing the New Simberi Gold Project, including mobile fleet additions, camp upgrades, ball mill procurement and water treatment infrastructure. Resources expand; silver reported for first time Alongside its half-year results, St Barbara updated its Mineral Resources and Ore Reserves Statement as at 31 December 2025. Group Mineral Resources for gold increased to 7.9 million ounces, up 1.0 million ounces from 6.9 million ounces a year earlier. Group Ore Reserves for gold stood at 3.8 million ounces, compared with 4.0 million ounces at 31 December 2024. At Simberi alone, gold Mineral Resources rose by 0.9 million ounces (17 per cent) to 5.8 million ounces (net of depletion), while Ore Reserves decreased by 0.2 million ounces to 2.5 million ounces. Total Simberi gold Mineral Resources are estimated at 136.5 million tonnes at 1.3 g/t for 5.8 million ounces of contained gold. Simberi gold Ore Reserves stand at 42.9 million tonnes at 1.8 g/t for 2.5 million ounces. Significantly for PNG, silver Mineral Resources and Ore Reserves were reported for the first time at Simberi. Silver Mineral Resources total 15.3 million ounces and Ore Reserves total 4.5 million ounces of contained silver. The increases in Mineral Resources were largely driven by updated feasibility and pre-feasibility studies and revised economic assumptions, including reporting at a higher gold price of US$2,500 per ounce. Fully funded pathway to expansion St Barbara’s strategic focus remains the development of the New Simberi Gold Project. During the half year, the company reached agreements with Lingbao Gold International Company Limited and Kumul Mineral Holdings Ltd that are expected to fully fund St Barbara’s share of development costs. Lingbao will acquire 50 per cent of St Barbara Mining Pty Ltd, delivering A$370 million in cash to St Barbara upon completion, targeted by the end of Q3 FY2026. In parallel, Kumul’s subsidiary will acquire a 20 per cent interest in the Simberi Operation for A$100 million. Recent study outcomes reinforce the project’s scale. The New Simberi Gold Project Feasibility Study outlined annual production of over 200,000 ounces per annum at an all-in sustaining cost of between US$1,100 and US$1,400 per ounce over a mine life extending to 13 years. The study reported a post-tax net present value of US$1.023 billion, assuming a gold price of US$3,000 per ounce. Balance sheet and liquidity As at 31 December 2025, St Barbara held cash and cash equivalents of A$74.784 million, in addition to restricted cash of A$87.288 million lodged as security for reclamation bonds at its Atlantic Operations. Net assets stood at A$434.597 million. The board said it remains confident the group can meet its obligations as they fall due for at least 12 months, though the independent auditor included an emphasis of matter regarding material uncertainty relating to going concern. For Papua New Guinea, the half-year results signal both improved financial resilience and a material uplift in long-term resource confidence at Simberi. With silver now formally recognised and expansion funding arrangements nearing completion, Simberi is positioning itself as a long-life, multi-metal operation central to St Barbara’s growth strategy.

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.

President of the Asian Development Bank (ADB), Masato Kanda, has described the Tina River Hydropower Project as a transformational initiative following his visit to the site on 16 February 2026. Speaking during the visit, President Kanda said the project, once completed, will provide clean and reliable electricity to Honiara, supplying more than two-thirds of the city’s power needs. “This 15-megawatt plant will mark a major milestone in shifting the Solomon Islands towards clean energy,” President Kanda said. “This transition will reduce electricity costs, helping businesses and communities thrive while ensuring long-term sustainability.” During his tour, President Kanda observed construction progress from a vantage point above the riverbed, noting significant advancements. He highlighted that tunnelling works are expected to commence soon, followed by construction of the dam wall, which will rise 72 metres and span approximately 234 metres. ADB is supporting the project with an USD 18 million concessional loan and a USD 12 million grant from its Asian Development Fund. President Kanda emphasised that across the Pacific, ADB continues to expand access to electricity and strengthen energy security through similar initiatives. He further underscored the importance of partnerships in delivering major infrastructure projects, stating that the Tina River Hydropower Project reflects ADB’s commitment to quality infrastructure and effective collaboration. ADB is working closely with the Government of Solomon Islands, the World Bank Group, Australia, the Green Climate Fund, the Abu Dhabi Fund for Development, and the Export–Import Bank of Korea to ensure the project’s success. “Together, we are turning this project into reality to benefit the people of the Solomon Islands for generations to come,” President Kanda said.

The Ministry of Agriculture and Livestock Development (MALD) and World Vision Solomon Islands (WVSI) signed a Memorandum of Understanding (MOU) earlier this week at MALD headquarters in Honiara, reaffirming their shared commitment to promote sustainable and resilient livelihoods across the Solomon Islands. The MOU was signed by MALD Permanent Secretary Dr Samson Viulu and WVSI National Director Ms Asuntha Charles. In his remarks, Dr Viulu highlighted that the process of finalising the MOU reflected the strong commitment of both partners to support Solomon Islanders through resilient livelihood opportunities. “It took some time to reach this agreement, but the benefit of taking time is ensuring it meets the expectations of all parties. The Ministry is pleased to move forward with this MOU,” Dr Viulu said. He added that the partnership aligns with the government’s two main policy priorities for the agriculture sector: making agriculture attractive at all levels of society and enabling people to earn a sustainable living from it. “We see that young people are increasingly less interested in agriculture, which is a common challenge across many island nations. Our goal is to make agriculture appealing by providing opportunities for people to earn an income. When people have income, they have choices—whether to buy food, produce food, or invest. This is the impact we want agriculture to achieve,” he explained. Meanwhile, WVSI National Director Ms Asuntha Charles said World Vision looks forward to working closely with MALD to reach rural communities nationwide. “This MOU binds World Vision and the Ministry to a greater purpose: reaching communities and ensuring food security for vulnerable people, especially children. Despite the challenges of climate change, we want communities to know their resources can become productive,” Ms Charles said. She added that the agreement represents hope for families, particularly mothers who plant crops to feed their children, pay for school fees, and create employment opportunities for future generations. “This MOU is a commitment between the government and World Vision to work together to ensure food security for every person in the Solomon Islands. At World Vision, we believe that when families are flourishing, children thrive. We want future generations to have access to healthy, chemical-free food that supports their growth and development.” The MOU will be effective for a two-year period, from February 2026 to February 2028.

The Asian Development Bank and the Pacific Islands Forum have signed a partnership agreement aimed at strengthening regional cooperation and accelerating climate and development initiatives across the Pacific. ADB President Masato Kanda and Pacific Islands Forum Secretary-General Baron Waqa formalised the agreement on Thursday, setting out a framework to align the institutions’ resources and expertise in support of what they described as a more resilient, sustainable and prosperous Pacific region. “The remote and geographically dispersed nations of the Pacific stand to benefit immensely from regional cooperation and integration,” Kanda said. “The strength of the Pacific lies in its unity. By standing together, we can achieve common objectives — from protecting shared ocean resources to building economic resilience — far more effectively than any country could alone. This agreement is our foundation to think bigger and move faster.” Waqa said the partnership reinforces Pacific-led approaches to development and climate action. “This partnership strengthens our collective efforts to deliver Pacific-led solutions that build resilience, expand opportunity, and mobilise climate and development finance in line with the 2050 Strategy for the Blue Pacific,” he said. Both organisations have more than 50 years of engagement with Pacific island countries. The new agreement builds on three decades of cooperation and formalises collaboration on economic competitiveness, community resilience, disaster preparedness and the blue economy. Under the pact, ADB and the Forum will coordinate on high-priority initiatives, including the Regional Programmatic Approach for Climate Action, the Pacific Fiscal Resilience Initiative and a proposed multi-donor trust fund for disaster risk financing. The initiatives are intended to help Pacific nations address shared challenges through pooled resources, harmonised policies and collective action. ADB, founded in 1966, is owned by 69 members, including 50 from the Asia-Pacific region. The multilateral development bank supports inclusive, resilient and sustainable growth across Asia and the Pacific through financing, technical assistance and strategic partnerships.

Vanuatu has taken a significant step in strengthening its tourism and aviation links with New Zealand, following the announcement of expanded year-round direct services to Port Vila by Solomon Airlines. The Vanuatu Tourism Office (VTO) has welcomed the development, describing it as a major boost for air connectivity and the national tourism industry. From 1 July 2026, Solomon Airlines will launch a new direct Christchurch–Port Vila service, operating twice weekly on Thursdays and Sundays. This marks the first-ever direct air link between New Zealand’s South Island and Vanuatu, opening an important new source market and making the destination more accessible to South Island travellers seeking a tropical Pacific getaway. In addition, Solomon Airlines will introduce a fourth weekly service from Auckland to Port Vila from the same date. Together, these expansions will deliver a total of six direct flights per week from New Zealand—four from Auckland and two from Christchurch—significantly increasing capacity and travel choice for visitors. Under the new schedule, Auckland–Port Vila services will operate on Mondays, Wednesdays, Fridays and Saturdays, with return flights departing Port Vila on Tuesdays, Thursdays, Fridays and Sundays. Christchurch–Port Vila flights will depart Christchurch on Thursdays and Sundays, with return services from Port Vila on Wednesdays and Saturdays. The expanded services will provide approximately 900 seats per week, equating to around 46,800 seats annually. This represents a substantial increase from 17,400 seats in 2025 and creates strong growth opportunities for accommodation providers, tour operators, transport services and the wider tourism sector. Vanuatu Tourism Office Chief Executive Officer, Mrs Adela Issachar Aru, said the announcement represents a major milestone for the destination. “We are delighted to support Solomon Airlines as they continue to invest in the New Zealand market,” Mrs Issachar Aru said. “The launch of direct services from Christchurch and the increased frequency from Auckland significantly strengthen access to Vanuatu and support long-term tourism growth. This expanded connectivity opens new markets, particularly from the South Island, and supports increased visitation across leisure, family and adventure travel segments.” She added that improved air access also presents strong commercial opportunities for both New Zealand and Vanuatu tourism businesses. “With six direct services per week, Vanuatu is now easier to sell than ever before. This creates strong opportunities for our local operators, resorts, guides and transport providers to capture increased demand,” she said. To support the growth in connectivity, the Vanuatu Tourism Office will roll out a comprehensive famil programme throughout 2026, enabling New Zealand travel agents to experience the destination first-hand. The programme will showcase Vanuatu’s accommodation offerings, attractions, cultural experiences and culinary landscape, helping to drive bookings and encourage longer stays. The new Vanuatu Industry Training Platform will also be launched in February 2026 to ensure travel agents are well equipped to confidently sell the destination. These initiatives will be complemented by trade engagement, cooperative marketing campaigns and ongoing training support. The increased capacity underscores Vanuatu’s commitment to strengthening its presence in the New Zealand market and driving sustainable tourism growth that delivers lasting benefits for local communities and businesses across the country.

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.

PNG Air continues to strengthen its operations and network with the arrival of its fourth ATR aircraft in six months, part of the airline’s ongoing fleet renewal programme, increasing capacity to meet growing demand across the country. The new aircraft will maximise the expanded schedule and enhance operational reliability as PNG Air continues to serve and better connect communities, businesses, and essential services throughout Papua New Guinea. Investment in the fleet has already contributed to measurable improvements in operational performance. In January 2026, PNG Air achieved an on-time performance of 87.12%, considered an exceptionally strong result by global industry standards. Leading airlines worldwide typically operate within an on-time range of 75% to 85%. The airline also reduced cancellations to just 1.52% in January, reflecting improved aircraft availability and operational excellence. These results mean fewer disruptions and more dependable travel for passengers — a critical factor in a country where air transport plays a central role in daily life and economic activity. “Every investment we make in our fleet is about reliability,” PNG Air said. “Our goal is to operate consistently and get our customers where they need to be, when they need to be there — because in Papua New Guinea, air travel is essential.” The expanded fleet supports PNG Air’s revised network schedule introduced in December 2025, now operating across 22 destinations using a fleet of ATR and Dash 8 aircraft. Additional aircraft have enabled: Reinstated services to Vanimo and Kavieng New direct routes to Madang and Hoskins Overnight aircraft positioning to improve early morning departures and network reliability Capacity has also increased significantly since December 2025, representing a 269% increase year on year. Investing for the Long Term The latest aircraft arrival forms part of PNG Air’s broader strategy to modernise its fleet and build a stronger operation to support Papua New Guinea’s national development. “Reliable air service is more than convenience — it is critical infrastructure. Strengthening our fleet allows us to improve performance today while building the foundation for long-term growth,” the airline said. About PNG Air For nearly four decades, PNG Air has connected the people of Papua New Guinea with safe, reliable, and affordable air services. Listed on the Port Moresby Stock Exchange since 2008, the airline is majority-owned by Papua New Guinean institutions, including the MRDC Group and NasFund, and supported by approximately 2,900 local shareholders. PNG Air currently operates more than 460 flights each week across 22 destinations, providing essential passenger and cargo services that support economic development, community connectivity, and national unity. In 2024, the airline carried over 150,000 passengers, underscoring its pivotal role as a national connector.

Fiji’s business community came together in grand style on Saturday, November 29, at the Sheraton Fiji Golf & Beach Resort for the 33rd Prime Minister’s International Business Awards (PMIBA) 2025, drawing over 700 guests for an elegant gala recognising the nation’s top-performing companies. Organised by Investment Fiji and supported by sponsors including major sponsor FIJI Water, the awards celebrated excellence across 18 categories, recognising achievements in sectors ranging from manufacturing, agriculture, tourism and services to innovation and export. A total of 18 winners were honoured, reflecting the diversity and dynamism of Fiji’s business landscape. The awards, themed “Navigating Global Winds – Resilience, Innovation and Sustainable Growth,” highlighted companies demonstrating exceptional performance, sustainable practices, and a commitment to innovation despite global economic challenges. Attendees included business leaders, industry partners, government representatives and stakeholders, who praised the event as a platform that celebrates resilience, growth, and competitiveness in both local and international markets. Delivering the keynote address on behalf of the Prime Minister and Minister for Foreign Affairs, Civil Service & Public Enterprise, Hon. Sitiveni Rabuka, Member of Parliament Hon. Manoa Kamikamica, the Chief Guest, emphasised the critical role of the private sector in Fiji’s economic future. “Fiji’s private sector remains a vital driver of our economy, creating jobs, boosting exports and supporting diversification. With 212 investment projects worth over $6.2 billion in the pipeline and foreign direct investment forecasted to grow by 23%, this reflects strong confidence in the stability and direction of our economy,” Hon. Kamikamica said. Investment Fiji Chair Ms. Jenny Seeto highlighted the quality of entries, noting over 200 applications were received this year. “The calibre of entries reflects the strength and ambition of Fiji’s business sector. I congratulate all our winners and finalists, and sincerely thank our sponsors whose support forms the backbone of these awards,” she said. FIJI Water Associate Vice President Susie Waqanibaravi added, “FIJI Water is proud to support a platform that recognises business excellence and the leaders driving Fiji forward. We extend our warmest congratulations to Rosie Holidays as the Supreme Award winner, as well as all other category winners. Vinaka vakalevu to Investment Fiji for delivering another remarkable celebration of business achievement.” Key Category Winners: Supreme Award (FIJI Water): Rosie Holidays Premier Large Business Operating Internationally (BSP Financial Group Limited): Fiji Airports Ltd Premier Medium Business Operating Internationally (Westpac Fiji): Vuvale Outsourcing Pte Ltd Premier Small Business Operating Internationally (DHL Express Fiji): Bula Coffee Excellence in Innovation (Swire Shipping): DUCO Consultancy Pte Ltd Excellence in E-Commerce Transformation (HFC Bank): Fiji Airways Best Sustainability Initiative (Tropik Wood Industries Ltd): Waste Recyclers (Fiji) Ltd Employer of the Year (Fiji National Provident Fund): Motibhai & Company Ltd Excellence in Service (Tower Insurance): Rosie Holidays Executive of the Year (Telecom Fiji): Mesake Nawari – Fiji Airports Ltd Excellence in Outsourcing (Vodafone Fiji): KPMG Advisory (Fiji) Pte Ltd – Fiji Dynamic Delivery Centre Excellence in Fisheries (Reserve Bank of Fiji): Pacific Fishing Company Ltd Excellence in Agribusiness Innovation (Ministry of Agriculture & Waterways): Food Processors (Fiji) Pte Ltd Excellence in Forestry (Ministry of Forestry): Tropik Wood Industries Ltd Excellence in Yasana (Provincial) Aspiration (iTaukei Executive Forum): Rewa Provincial Holding Company Ltd Recognition Awards: Jay Singh – Crowne Plaza Nadi Bay Resort & Spa, Damodar North Pte Ltd, Tappoo Group of Companies The PMIBA remains one of Fiji’s most prestigious business accolades, reaffirming the partnership between government and the private sector in building a resilient, innovative, and sustainable economy. The evening served as both a celebration of past achievements and an inspiration for continued excellence in the years ahead.