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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.

Weir, a global leader in mining technology, has successfully installed China’s largest mill circuit slurry pump. The order includes six WARMAN® MCR® 650 pumps and two WARMAN® MCR® 750 pumps. The site, located in the Tibet Autonomous Region (TAR), sits 5,300 metres above sea level. The thin air and freezing temperatures create a complex operating environment. Despite these challenges, the Weir service team successfully carried out the installation on schedule, completing the precise lifting, positioning, and pipeline connections of multiple large-scale, high-end pumps while overcoming low temperatures, oxygen scarcity, and harsh terrain to ensure steady progress toward key milestones. Angela Wang, Managing Director, China, said: “Delivering the largest slurry pumps in China is a significant technical achievement, and the fact that Weir was able to do this at such a high-altitude site epitomises our commitment to being at the forefront of reliability in the mining industry. “The Chinese slurry pump market is one of the most competitive in the world. There are many new local competitors that make claims about their products’ performance, but these are rarely backed by reliable, long-term operational data. Weir, on the other hand, has a vast installed base, world-class manufacturing and testing facilities, and an unrivalled service network. That’s why Weir is still the preferred partner for Chinese miners, particularly for large-scale, challenging projects like this one.” Elias Aho, Pump Optimisation Director, said: “It’s great to see WARMAN® MCR® 750 pump installations now in China too. Weir has been at the forefront of supplying and supporting the largest, highest-capacity mill pumps on the market. With declining ore grades and increased demand, large mill pumps are increasingly playing a vital role in helping miners boost their throughput. “Delivering these solutions at high-altitude sites presents significant engineering challenges, but Weir’s team of experts—drawing on decades of experience from across the globe—continues to be trusted by miners with their most critical mill circuit operations.” About The Weir Group PLC Founded in 1871, The Weir Group PLC is one of the world’s leading engineering businesses with a purpose to make its mining and infrastructure customers’ operations more sustainable and efficient. Weir’s highly engineered technology enables critical resources to be produced using less energy, water, and waste, while reducing customers’ total cost of ownership. Weir is ideally positioned to benefit from structural trends that support long-term demand for its technology, including the need for more essential metals to support economic development and the carbon transition. The Group has approximately 12,000 employees operating in over 50 countries, with a presence in every major mining region of the world. Find out more at www.global.weir. Weir’s ordinary shares trade on the London Stock Exchange (ticker: WEIR LN), and its American Depositary Receipts trade over-the-counter in the USA (ticker: WEGRY).

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.

Asian Development Bank (ADB) President Masato Kanda and Fiji Prime Minister Sitiveni Rabuka on 20 February officially opened ADB’s expanded Pacific Subregional Office in Suva. The inauguration followed talks earlier in the day between the two leaders on advancing ADB’s support for Fiji’s inclusive economic growth and reinforcing Fiji’s role as a regional hub for Pacific cooperation. “These new premises are a clear signal of our ambition,” said Mr. Kanda. “We are moving faster and thinking bigger. With our upgraded presence in Suva, the geographic heart of the Pacific, we will help advance regional cooperation and integration to tackle shared challenges and build a resilient and prosperous Pacific.” Reflecting ADB’s commitment to localised support, the newly expanded office accommodates a team that has grown significantly over the past five years, more than doubling to around 70 personnel. This expansion allows ADB to provide deeper technical expertise on the ground and stronger support for its operations across the seven Pacific countries served by the Suva hub: the Cook Islands, Fiji, Kiribati, Niue, Samoa, Tonga, and Tuvalu. During their bilateral meeting, Mr. Kanda and Mr. Rabuka highlighted the rapid increase in ADB’s development financing for Fiji. ADB has committed $1.3 billion to the country since 1972, with $675 million of that total committed since 2020. This accelerated funding reflects Fiji’s greater access to concessional loans and grants, supporting key reforms for private sector development alongside significant investments in critical infrastructure such as transport, water, and urban services. The leaders also discussed Fiji’s central role in convening dialogue and promoting collective action among Pacific island countries. Further reinforcing the focus on economic resilience, Mr. Kanda met with the Minister for Finance, Commerce and Business Development and ADB Governor, Esrom Immanuel. They reaffirmed ADB’s commitment to bolstering private sector development and advancing public–private partnerships in priority areas. Their discussions touched on ongoing collaboration to develop a national digital ID system, a cornerstone of Fiji’s digital transformation that will improve access to essential services and banking. Following these high-level meetings, Mr. Kanda attended a showcase by Kahuto Pacific, a local aerial mapping firm supported by the ADB Frontier program. The company is building the Moana Data Service, the region’s first locally led geospatial data platform, which will provide Pacific island countries with direct access to high-resolution aerial imagery to support climate resilience, infrastructure planning, and disaster risk reduction. ADB is a leading multilateral development bank supporting inclusive, resilient, and sustainable growth across Asia and the Pacific. Working with its members and partners to solve complex challenges together, ADB harnesses innovative financial tools and strategic partnerships to transform lives, build quality infrastructure, and safeguard our planet. Founded in 1966, ADB is owned by 69 members—50 from the region.

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.