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Tuvalu and the Solomon Islands have formally deposited their instruments of ratification for the Agreement Establishing the Pacific Resilience Facility (PRF Treaty), advancing efforts to operationalise the Blue Pacific region’s first Pacific-led, member-owned and managed, and people-centred climate and disaster resilience financing institution. On 13 February, the Prime Minister of Tuvalu submitted the country’s instrument of ratification to Secretary General Baron Divavesi Waqa at the Pacific Islands Forum Secretariat. This follows the recent deposit of the Solomon Islands’ instrument of ratification by its Prime Minister in the margins of the Forum Troika Leaders Meeting in Brisbane, Australia. The PRF was endorsed by Pacific Islands Forum Leaders through the Declaration on the Establishment of the Pacific Resilience Facility at the 52nd Forum Leaders Meeting in the Cook Islands in 2023. In 2024, Forum Leaders designated the Kingdom of Tonga as the host country of the PRF, reinforcing regional ownership and solidarity. The PRF Treaty was signed by 15 Forum Leaders at the 2025 Forum Leaders Meeting in Honiara, Solomon Islands. The treaty requires eight ratifications to enter into force. The deposits by Tuvalu and Solomon Islands bring the total to five member countries, signaling strong regional commitment to the PRF. The PRF is designed to empower communities to access grant financing for locally identified resilience priorities. It represents a strategic shift towards proactive, community-driven investment in climate adaptation, disaster preparedness, and long-term resilience, aligned with the Forum Leaders’ 2050 Strategy for the Blue Pacific Continent. Tuvalu signed the PRF Agreement on 10 September 2025 during the Forum Leaders Meeting in Honiara. The ratification completes Tuvalu’s domestic legal processes, confirming its status as a full party to the initiative. The country views the PRF as a critical mechanism to strengthen regional capacity for preparing, responding to, and recovering from the increasing impacts of climate change and natural disasters. Submission of the instrument reaffirms Tuvalu’s commitment to Pacific solidarity and collective action in addressing shared challenges. The country will work closely with fellow Forum members to operationalise the PRF and ensure it delivers meaningful, lasting benefits for vulnerable communities across the Pacific.

Pacific Lime and Cement Limited has entered into a long-term quicklime offtake agreement with Newmont Corporation, the world’s leading gold producer, to supply its Papua New Guinea operations from PLC’s Central Lime Project in Central Province. Under the agreement, Newmont becomes a cornerstone customer, with contracted volumes representing around one-third of the Central Lime Project’s nameplate production capacity. The arrangement materially underpins the commercial development of PNG’s first domestic quicklime manufacturing operation. This offtake marks the first large-scale commitment to locally produced quicklime in the country, highlighting both Newmont’s support for PNG’s buy-local framework and the growing demand for reliable, domestically sourced industrial inputs that meet Tier‑1 global mining standards. Strategic and ESG Significance The Central Lime Project is designed to replace imported quicklime currently supplied from offshore. For Newmont, the offtake enhances supply-chain resilience, reduces exposure to international logistics disruptions, and aligns with environmental and social objectives through lower transport emissions and increased local value creation. For Papua New Guinea, the agreement supports employment, skills development, and the establishment of a nationally significant industrial capability, in line with broader economic development and ESG goals. Commercial Framework The offtake agreement is structured as a multi-year arrangement, commencing following completion and commissioning of the Central Lime Project, subject to customary conditions. Supply will be delivered under standard commercial delivery terms from PLC’s integrated project precinct, part of a designated Special Economic Zone intended to support domestic manufacturing and downstream processing. Details of pricing, escalation mechanisms, and volume scheduling remain confidential, in line with market-based arrangements for long-term industrial supply agreements. Project Readiness and Outlook Securing Newmont as a cornerstone customer materially de-risks the Central Lime Project and bolsters PLC’s ongoing discussions with other domestic and regional customers. The agreement demonstrates that PNG-based industrial processing projects can satisfy the technical, operational, and ESG requirements of Tier‑1 global mining companies when developed under disciplined commercial frameworks. PLC continues to collaborate closely with Newmont on operational readiness, quality assurance, and logistics planning, with first supply targeted following achievement of construction and commissioning milestones. PLC Managing Director Paul Mulder said securing Newmont as a cornerstone customer is a significant milestone for PLC and for PNG’s industrial development. "This agreement validates more than a decade of work to establish domestic quicklime production capable of meeting Tier‑1 mining standards, while delivering strong economic, social and environmental outcomes for Papua New Guinea," Mulder said. “With a foundation offtake in place, PLC is well positioned as the Central Lime Project advances and shall progress further customer discussions as we move toward first production," the executive added. Newmont Lihir General Manager Dawid Pretorius added that the agreement reflects Newmont’s commitment to creating long-term social and economic value in Papua New Guinea. "It required significant time and effort to achieve an outcome that delivers shared value for Newmont, our partners and the nation. It demonstrates our commitment to supporting domestic industry and the broader social and economic benefits that flow from building local capability," Pretorius said. Pacific Lime and Cement Limited is advancing the development of Papua New Guinea’s lime and cement industry to supply essential building materials for the nation and the wider Asia–Pacific region. Anchored by its flagship Central Lime and Cement Projects, PLC is creating a fully integrated platform for local manufacturing, import substitution, and sustainable growth. The company’s diversified portfolio also extends to industrial sands, nature-based forestry carbon credits, and renewable energy, supporting its commitment to delivering cleaner, long-term solutions that build enduring value for PNG and its communities. PLC also holds an approximately 16.6% interest in copper-gold explorer/developer Adyton Resources Corporation. PLC’s strategy is to support Papua New Guinea and the broader Asia-Pacific region on their decarbonisation journey by developing projects that deliver higher-quality, lower-cost, and targeted “low-carbon” inputs for the mining, resources, and construction sectors. Where applicable, these projects are supported with a diversified renewable energy portfolio encompassing solar, wind, geothermal, nature-based forestry carbon credits, and battery storage initiatives. The company is committed to engaging with host communities throughout the lifecycle of its projects, as well as incorporating internationally recognised Environmental, Social, and Governance (ESG) standards into its strategy and business practices.

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

The Sepik Development Project (SDP) is a nation-building initiative in Papua New Guinea, delivering transformative infrastructure, renewable power, and essential services to remote communities while responsibly developing one of the world’s largest gold and copper deposits. “Utilising world-leading engineering and renewable-powered design, the project is committed to protecting the Sepik River ecosystem and ensuring the safety of its communities,” said a Frieda River Limited spokesperson. Designed as one of the lowest-emission mining projects globally, the SDP supports Papua New Guinea’s commitment to energy transition and sustainable resource development. The mine will be powered by a hydroelectric dam, producing a surplus of 270 MW of electricity. This power will connect to the national grid, supplying industries and communities in the northern border frontier with clean, reliable energy, while contributing to the reduction of PNG’s long-term carbon emissions. The dam design, which continues to be strengthened and refined, incorporates world-class tailings and waste management technology to effectively mitigate risks to the Sepik River and surrounding ecosystem. It has been engineered to withstand high rainfall and seismic activity, with an embankment and spillway designed to safely accommodate extreme water flows and potential earthquake events. Water quality will be managed through advanced waste and water-management techniques, including underwater tailings storage and active treatment of open-pit water. The project’s design is informed by one of PNG’s most extensive environmental data programmes, supported by a decade of baseline studies and biodiversity surveys. Scientific modelling indicates that impacts on downstream water quality and marine life are expected to be minimal, with significant safeguards in place to protect surrounding and downstream communities. The facility is designed to store water and permanently contain process tailings and mine waste rock. Ongoing water quality monitoring will be conducted at two checkpoints during wastewater discharge activities to ensure the Sepik River and surrounding environment remain protected. “The safety of the Sepik and its communities is a key priority for the project, guided by four principles: technically appropriate, environmentally safe, socially responsible, and financially profitable,” the spokesperson added. “The Sepik Development Project is committed to genuine, inclusive engagement with communities, ensuring local voices shape how the project is planned and delivered. We believe this nation-building initiative should deliver substantial economic and social benefits to Sepik communities and PNG more broadly. We are actively listening to and working with our stakeholders to ensure this outcome.” The spokesperson also noted, “We will continue to engage fully and openly with stakeholders through our annual community engagement programmes within the project’s infrastructure and riverine footprint corridor. We welcome questions, feedback, and guidance from communities as we work to deliver a project that brings tangible benefits to landowners, local communities, and PNG as a whole.” Frieda River Limited is a significant subsidiary of the PanAust Limited Group. In addition to its pre-development opportunities in Papua New Guinea, PanAust Limited owns Phu Bia Mining — an award-winning dual operation in Laos — and has development projects in Chile. An Australian-incorporated company, PanAust is owned by Guangdong Rising H.K. (Holding) Limited, a wholly owned subsidiary of Guangdong Rising Holding Group Co., Ltd. (GDRH), a Chinese state-owned company regulated under the State-owned Assets Supervision and Administration Commission of the People’s Government of Guangdong Province.

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.

Prime Minister Jeremiah Manele today welcomed the first-ever Country Director of the Asian Development Bank (ADB) for Solomon Islands, Anthony Gill, during a courtesy visit at the Office of the Prime Minister and Cabinet. Gill briefed the Prime Minister on preparations for the official opening of ADB’s Solomon Islands office next Tuesday, which will be officiated by the ADB President, who is also expected to undertake several visits while in Honiara. Manele highlighted ADB’s 53-year partnership with Solomon Islands and stressed the importance of collaboration with all development partners, including the World Bank. He also updated Gill on the government’s policy framework based on four pillars: economic transformation and growth, national unity and stability, infrastructure development and service delivery, and human capital development. The Prime Minister noted upcoming national milestones, including graduation from Least Developed Country status in 2027 and the country’s 50th Independence Anniversary in 2028, reiterating that infrastructure remains a top national priority. Gill reaffirmed ADB’s commitment to supporting the government’s vision and priorities, including private sector development and sustainable growth. Manele thanked Gill for the visit and expressed confidence that ADB’s presence in Honiara will strengthen the partnership and deliver tangible benefits to the people of Solomon Islands.

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.