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The Queensland Government has launched its Queensland-Pacific Trade and Investment Strategy 2026-2028, outlining plans to deepen commercial engagement with Pacific economies and build on more than AUD 9 billion in existing trade links. Led by Trade and Investment Queensland, the strategy positions the state as “Australia’s Pacific State”, citing Queensland’s geographic proximity and longstanding economic and cultural ties with the region. The strategy identifies four priority sectors for growth — food and agribusiness, education and training, infrastructure, and energy technologies — reflecting increasing demand across Pacific economies for skills development, sustainable infrastructure and clean energy solutions. Queensland’s exports to the Pacific exceed AUD 3 billion annually, supported by strong aviation and port connectivity and a large Pacific diaspora community. Around 35 per cent of Australia’s Pacific population resides in Queensland, according to the strategy. The document points to favourable market conditions across the region, including a young and growing population, rising urbanisation and increasing demand for services and infrastructure. Pacific economies are projected to grow by about 3.4 per cent in 2026, presenting what the strategy describes as steady opportunities for exporters and investors. It also highlights Queensland’s strengths in engineering, construction, training and renewable energy, positioning local companies to participate in major infrastructure and energy projects across the Pacific. At the same time, the strategy acknowledges structural constraints, including small and dispersed markets, high logistics costs, regulatory inconsistencies and vulnerability to climate-related events, which may limit investment and project delivery. To address these challenges, Trade and Investment Queensland said it would focus on facilitating business-to-business connections, supporting trade missions and strengthening government-to-government engagement to improve market access and participation in regional projects. The strategy signals a shift toward longer-term economic engagement with the Pacific, moving beyond transactional trade relationships toward broader partnerships focused on regional resilience and development.

Lion One Metals has appointed underground mining executive Eric Setchell as director of operations as the company advances operational improvements at the Tuvatu gold mine in Fiji, including higher development rates and expanded mining areas underground. The company said Setchell previously served as Lion One’s director of operations from January to December 2025, during which time Tuvatu recorded steady improvements in gold production and mine development, culminating in record quarterly gold output in the December 2025 quarter. Lion One Chairman and Chief Executive Officer Walter Berukoff said Setchell’s return comes as the company continues ramp-up activities at Tuvatu and focuses on increasing operational efficiency and mining performance. According to the company, current mine development at Tuvatu remains ahead of budget, with underground operations now accessing additional mineralised zones as part of efforts to support higher production rates. The company said recent operational improvements include enhanced mine planning, upgraded underground equipment availability and improved ore handling systems. Lion One added that stope production and development advance rates have continued to improve since the beginning of 2026. Setchell is widely recognised for his experience in underground mining operations, operational optimisation, safety performance and team development. Lion One said his leadership previously contributed to operational improvements and stronger mine performance at Tuvatu. Tuvatu is located on Fiji’s main island of Viti Levu and is positioned within the highly prospective Navilawa Caldera, which hosts multiple alkaline gold targets.

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.

Pacific Islands Forum leaders have invoked the Biketawa Declaration to coordinate a regional response to worsening fuel supply risks linked to ongoing instability in the Middle East, amid growing concerns over the vulnerability of Pacific economies to global energy disruptions. The move was announced following discussions among the Pacific Islands Forum (PIF) Troika, comprising Solomon Islands Prime Minister Jeremiah Manele, Palau President Surangel Whipps Jr., and Tonga’s Prime Minister Lord Fakafanua. The leaders agreed to activate the region’s crisis response mechanism as Pacific nations face rising fuel costs and the threat of supply shortages. According to the Forum, the declaration was invoked to enable a coordinated regional approach to the emerging energy crisis and to strengthen preparedness measures across member states. Leaders said early intervention was necessary as global fuel supply chains continue to face disruption. The Biketawa Declaration, adopted by Pacific Islands Forum members in 2000, provides a framework for collective regional action in response to crises affecting peace, security and regional stability. It was previously invoked during the COVID-19 pandemic and ahead of the Regional Assistance Mission to Solomon Islands (RAMSI). Regional governments are already grappling with elevated fuel prices, while some countries have begun implementing emergency measures to manage fuel consumption and maintain essential services. Reports indicated that Tuvalu had declared a state of emergency over fuel supply concerns, while other Pacific nations were reviewing contingency plans. The Pacific Islands Forum Secretariat said the coordinated response would focus on strengthening regional energy security, supporting emergency planning, and ensuring continued access to fuel supplies for essential services and economic activity. Australian Foreign Minister Penny Wong said Australia supported the Forum’s decision and would work closely with Pacific governments and regional institutions to help maintain supply stability across the region. Analysts and regional observers have warned that prolonged disruptions to global oil markets could have severe economic and humanitarian consequences for Pacific island nations, many of which remain heavily dependent on imported fuel for electricity generation, transport and food supply chains.

The Solomon Islands government has repealed the Coconut and Coconut Product Management Fees Regulations 2026 with immediate effect, saying the move is aimed at protecting farmers, supporting exporters and encouraging growth in the country’s coconut industry. The repeal was approved by Acting Minister for Commerce, Industry, Labour and Immigration Manasseh Damukana Sogavare following recommendations from the Commodities Export Marketing Authority (CEMA). The government said the decision was intended to shield coconut farmers from possible price reductions while helping exporters remain competitive in international markets. Officials said the now-repealed regulation risked increasing financial pressure on exporters, which could have flowed through to farmers and other participants in the coconut value chain. The government described the repeal as part of its commitment to responsive policymaking aligned with market conditions, stakeholder feedback and national economic priorities. Authorities said the focus would now shift toward strengthening value-added production and downstream processing in the coconut and cocoa sectors as part of broader efforts to industrialise agricultural exports. The coconut industry remains a major pillar of the Solomon Islands economy and is estimated to support around 40,000 rural households nationwide. Exports of copra and coconut oil generate between SBD300 million and SBD400 million annually, equivalent to about USD35 million to USD46 million. Industry data show the country produces an estimated 370 million coconuts annually, with most production coming from smallholder farmers. Copra remains the dominant export product, although virgin coconut oil and other coconut byproducts are also contributing to economic activity. The sector, however, faces mounting challenges, including aging coconut plantations, pest infestations and infrastructure constraints. More than 60 percent of coconut trees in the Solomon Islands are considered senile, affecting productivity and long-term sustainability. The coconut rhinoceros beetle has also emerged as a significant threat to plantations, raising concerns over the resilience of one of the country’s key agricultural industries. Government agencies and development partners are pursuing rehabilitation efforts through replanting programs and the distribution of improved planting materials, while initiatives such as Strongim Bisnis are promoting higher-value coconut products to support diversification and strengthen the industry’s sustainability.

The Tuvalu Fisheries Authority (TFA) has secured NZ$10.9 million in grant funding from New Zealand to advance the third phase of its national fisheries support programme, in a move aimed at strengthening sustainable resource management and boosting economic returns. The five-year agreement, signed with New Zealand’s Ministry of Foreign Affairs and Trade (MFAT), will fund the Tuvalu Fisheries Support Programme Phase 3 (TFSP3), continuing more than a decade of bilateral cooperation in the sector. TFA said the programme will underpin implementation of its corporate plan, with a focus on improving economic and food security outcomes in Tuvalu through enhanced fisheries governance and operational capacity. The funding package includes support for sustaining revenues from oceanic fisheries, alongside initiatives to strengthen domestic fishing and fish marketing activities. It will also finance institutional capacity-building across financial management, human resources and governance functions. As part of the programme, two long-term technical advisers will be deployed to assist implementation, while resources have been allocated for the repair and maintenance of key fisheries assets, including the patrol and support vessel Manaui II, to restore operational readiness. TFA Managing Director Sam Finikaso said New Zealand’s continued partnership had been instrumental in developing the country’s fisheries sector. “New Zealand has been a great supporter of fisheries in Tuvalu. This third phase will provide more resources than earlier projects, and we expect excellent results,” Finikaso said. The latest agreement builds on earlier programme phases that contributed to stabilising fisheries revenues and expanding local industry participation, reinforcing the sector’s role as a cornerstone of Tuvalu’s economy.

The Pacific Tourism Organisation (SPTO) and the Secretariat of the Pacific Regional Environment Programme (SPREP) will launch the third phase of their programme aimed at reducing single-use plastics across the Pacific tourism sector, with implementation expected to begin in July or August this year. The initiative, supported by the Australian government-funded Pacific Ocean Litter Project, will focus on data collection and monitoring to help tourism operators better measure, reduce and report their plastic use. The announcement was made during the SPTO Board of Directors meeting held in Nadi, Fiji, on May 6. Organisers also launched a supplier directory featuring sustainable alternatives to single-use plastics for tourism businesses across the Pacific. According to SPTO and SPREP, the third phase will provide tourism operators with practical tools to map and track their plastic footprint, assess the impact of reduction strategies and report environmental progress. The programme is designed to strengthen sustainability practices while improving accountability within the tourism industry. The organisations said the initiative responds to increasing concerns over plastic pollution in Pacific coastal and marine environments, which continue to threaten ecosystems and tourism-dependent economies across the region. Since 2023, SPTO and SPREP have worked together to advance Goal 4 of the Pacific Sustainable Tourism Policy Framework, known as “Healthy Islands, Healthy Oceans”, through efforts targeting problematic single-use plastics in the tourism sector. SPREP representative Seiuli Dwayne Bentley said Pacific island countries were already experiencing the impacts of climate change, biodiversity loss and pollution, with plastic waste posing a growing threat to marine and coastal environments. “Through the Pacific Ocean Litter Project, we are supporting countries to move beyond commitments and into practical solutions that eliminate plastics and protect our oceans,” Bentley said. Under Phase 3, support for tourism businesses from the third quarter of 2026 will include systems to help operators quantify plastic usage, implement targeted reduction measures and monitor results over time. SPTO Chief Executive Officer Chris Cocker said the programme aimed to provide tourism operators with practical tools and resources to support sustainability efforts while responding to changing market expectations. “This is about giving our tourism operators the tools to act,” Cocker said. “The awareness campaign builds understanding, the supplier list provides immediate alternatives, and Phase 3 introduces the systems needed to measure and demonstrate progress.”

  Since being signed in October 2025, the ‘U.S.-Australia Framework for Securing Supply in the Mining and Processing of Critical Minerals and Rare Earths’ (“Framework”) has gained momentum against the backdrop of intensifying global competition for strategic resources. The initiative reflects a broader structural shift: critical minerals are no longer simply commodities, but are increasingly becoming instruments of economic security, industrial policy and geopolitical leverage. At its core, the Framework seeks to integrate two resource-rich, politically aligned jurisdictions into a more resilient supply chain for minerals essential to defence systems, semiconductors, electric vehicles and clean energy infrastructure. It aims to do so by incentivising cross-border investment, accelerating permitting and facilitating preferential offtake arrangements. From a policy standpoint, the Framework aligns with parallel efforts such as the U.S. Inflation Reduction Act and Australia’s Critical Minerals Strategy, each designed to reduce dependence on concentrated supply sources and to “friend-shore” production capacity. In practical terms, the Framework may unlock access to U.S. government-backed financing, including through the Export-Import Bank of the U.S. and the U.S. Department of Defense’s industrial base programmes, materially improving project bankability. For developers and investors, this signals opportunity. However, history — and recent arbitration trends in the mining sector — suggest a more complex reality: geopolitical stability at the macro level often masks heightened instability at the project level. Indeed, the acceleration of capital deployment, compressed development timelines and increasing politicisation of resource allocation are all well-established catalysts for disputes. Where disputes are likely to emerge 1. Native title and land access pressures A significant proportion of Australia’s critical mineral deposits are located on or near land subject to Indigenous rights and cultural heritage protections. The consultation and consent requirements under the Native Title Act 1993 are rigorous, and for good reason. However, where projects are fast-tracked under strategic imperatives, tensions inevitably arise. Recent experience across the mining sector shows that insufficient consultation or procedural shortcuts can trigger injunctions, heritage disputes and long-tail reputational harm. From a disputes perspective, these conflicts are increasingly hybrid, combining domestic administrative litigation with contractual and investor-State dimensions. 2. Joint venture and offtake fragility in volatile markets Critical minerals projects are capital-intensive and often structured through complex joint ventures and long-term offtake agreements. These arrangements are particularly vulnerable in environments of price volatility and shifting policy incentives. As seen in lithium and rare earth markets over the past five years, divergence between contracted prices and spot markets can become extreme. This creates fertile ground for disputes over: • price review and hardship clauses**;** • force majeure and “change in law” provisions**; and** • operator control and capital allocation decisions. Where projects are strategically significant, these disputes may escalate quickly, with broader political or regulatory implications. 3. Regulatory complexity and judicialisation of approvals Australia’s regulatory landscape, spanning federal regimes such as the Foreign Acquisitions and Takeovers Act and a patchwork of state-based mining and environmental laws, remains inherently complex. The addition of a “strategic project” designation does not eliminate this complexity; it may, in fact, intensify scrutiny. Third parties, including environmental NGOs and local communities, are increasingly sophisticated and willing to challenge approvals through judicial review mechanisms. This trend mirrors developments in other jurisdictions, where expedited approvals tied to energy transition goals have been successfully contested, delaying projects and increasing costs. 4. Export controls and sovereign reallocation risk The Framework itself is non-binding and operates within a fluid geopolitical environment. Export controls, domestic reservation policies or shifts in alliance priorities can materially alter the commercial assumptions underpinning a project. Investors structuring projects around anticipated U.S. demand or preferential access may face realignment risk if political priorities shift. This raises complex questions around: • stabilisation clauses**;** • sovereign interference**; and** • potential recourse under investment treaties. Recent ISDS jurisprudence demonstrates that resource nationalism, particularly in strategic sectors, continues to generate high-value claims, often centred on indirect expropriation and fair and equitable treatment standards. A structural observation: ESG as shield and sword An emerging dynamic worth highlighting is the dual role of ESG considerations. On the one hand, ESG compliance is increasingly positioned as a prerequisite for access to financing and market entry under frameworks like this one. On the other, ESG obligations are being invoked by States as a regulatory justification in disputes. This creates a paradox: ESG can operate both as a shield for States and as a sword for claimants, particularly where regulatory measures are inconsistent, disproportionate or applied retrospectively. Conclusion: Strategic alignment, legal complexity The U.S.-Australia Framework represents a sophisticated attempt to align industrial policy with geopolitical realities. It will likely accelerate investment and unlock significant value across the critical minerals supply chain. But for project developers, investors and financiers, the key takeaway is clear: the risk profile is evolving, not diminishing. Careful attention must be paid to: • contractual risk allocation (particularly around price, force majeure and regulatory change); • dispute resolution mechanisms (including the selection of the arbitral seat, governing law and enforcement strategy); and • the interaction between domestic regulatory frameworks and international investment protections. For project developers, investors, offtake counterparties and financiers active in Australia’s and/or the US’s critical minerals sectors, careful attention should be given to contractual terms in light of the rapidly changing regulatory environment which, in some respects concerning the Framework, remains undefined. In short, the next phase of the critical minerals boom will not only be defined by “big deals”, but also by increasingly complex, high-stakes disputes.   Ryan Cable, Partner (Brisbane), and Diora Ziyaeva, Partner and U.S. Region Co-Lead in Mining and Natural Resources (New York), are members of Dentons’ global International Arbitration and Investment Treaty Arbitration groups. They advise clients across the mining, energy and infrastructure sectors on project development, joint ventures, dispute resolution and regulatory compliance.

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.