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The Ministry of Policing and Communications is advancing a major legislative review aimed at modernizing Fiji’s telecommunications regulatory framework to support the country’s expanding digital economy. Minister for Policing and Communications Ioane Naivalurua said the first round of stakeholder consultations was successfully completed from 23 to 27 February, bringing together key industry participants to help shape a future-ready telecommunications environment. The consultations allowed stakeholders to provide insights and recommendations as the government seeks to update policies governing the telecommunications sector. The review will cover several critical areas, including wireless telecommunications deployment, Internet of Things (IoT), over-the-top (OTT) services, spectrum management, consumer protection, competition, universal service, network security and regulatory governance. Naivalurua said the government aims to ensure that Fiji’s telecommunications framework supports digital transformation, economic growth, infrastructure investment and inclusive connectivity. He added that strengthening the regulatory framework will also help position Fiji as a regional digital hub. The legislative review is being supported by the International Telecommunication Union to ensure alignment with international best practices. Telecommunications legislative expert Scott Minehane of Windsor Place Consulting has been engaged to provide technical guidance throughout the review process. The ministry expressed appreciation to the International Telecommunication Union for its continued support as Fiji works to strengthen its digital future.

On the sidelines of the 2026 Prospectors & Developers Association of Canada (PDAC) Investment Convention in Toronto, Canada, Papua New Guinea’s Minister for Mining Solen Loifa, MP, announced a sweeping suite of regulatory and institutional reforms designed to transform PNG into the Asia-Pacific region’s most conducive destination for mining investment. Under the government’s “Reset@50” agenda, Minister Loifa committed to a six- to nine-month implementation window to finalize a new regulatory framework. This “New Deal” for the sector prioritizes the removal of bureaucratic bottlenecks and the modernization of laws that have remained largely unchanged since 1992. Key Pillars of the Reform Agenda Establishment of a “One-Stop Shop” The government is realigning policy and institutions to create a streamlined, integrated service center for investors. This reform will centralize licensing, permitting and compliance, ensuring that explorers and miners no longer face fragmented departmental processes. Modernizing Exploration Rights To support the high-risk pioneer stage of mining, the government will extend the tenure of exploration licenses (EL) from two years to five years. This provides the long-term stability required for modern, technology-driven exploration programs. Introduction of Retention Licenses For the first time, a formal retention license category will be introduced, allowing companies to hold and protect discovered deposits during periods of unfavorable market conditions or technical feasibility studies. Bypassing the First-in-Time Requirement for Projects of Significance The government is moving toward a more merit-based and strategic allocation of tenements to ensure genuine operators are prioritized for areas identified as highly prospective. This will not affect existing license areas or applicants seeking to conduct exploration in areas not reserved for the intended purpose. The government will use both first-in-time and merit-based approaches on a case-by-case basis. Removing Red Tape The minister specifically targeted the “lengthy and cumbersome” process through increased staff capacity and a drive toward an electronically automated system. New regulations will mandate strict timelines for renewals to ensure that projects do not stall due to administrative delays. Inclusive Workforce Reforms to mining safety laws will formally enable and encourage women to work in all aspects of mining, ensuring the industry reflects the talent and diversity of the entire population. This will enable women to work underground, unlike the current restriction in 1977 legislation. Realignment of Policy and Regulatory Framework Under a Single Entity — Reforming the Mineral Resources Authority (MRA) The Mineral Resources Authority (MRA) is the government agency responsible for regulating the mining industry in Papua New Guinea. It is currently undergoing a strategic realignment to serve as the primary gateway for the “One-Stop Shop” investment initiative. Minister Loifa emphasized that these changes were not merely proposals but were a core mandate of his leadership. “Our message to the global mining community is clear. We have heard your concerns regarding regulatory uncertainty and administrative delays,” said Minister Loifa. “We are removing the hurdles that have historically slowed discovery, while ensuring that the people of Papua New Guinea benefit equitably from our resource wealth.” The PDAC is the world’s premier mineral exploration and mining convention, which kicked off March 1 (Canada time) and will go on until March 4. This is an annual event that brings together more than 27,000 attendees from over 125 countries for educational programming, networking events and business opportunities. Since it began in 1932, the convention has grown in size, stature and influence. The award-winning event is a gathering where familiar faces reunite, new connections are forged and the future of mineral exploration takes shape one conversation at a time. It is the event of choice for the industry, hosting more than 1,300 exhibitors and 700 presenters.

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 United Kingdom’s High Commissioner to Solomon Islands, Paul Turner, visited the Tina River Hydropower Development Project site on 20 February to observe progress on the country’s flagship renewable energy initiative. Turner, accompanied by a team of UK energy specialists, began the visit at Garivera Campsite, where the delegation received an induction presentation outlining construction progress, safety protocols and key engineering milestones. The group then proceeded to the dam site before concluding at the powerhouse site, including the main tunnel system currently under development. The United Kingdom is a major contributor to the Green Climate Fund, one of the principal financiers of the hydropower project. “Tina Hydro is a transformational project for Solomons, and the UK is delighted to be supporting it through our funding of the Green Climate Fund (GCF). The GCF is the largest contributor to Tina Hydro, and the UK will continue to be the strongest of advocates,” Turner said. The project is Solomon Islands’ first large-scale renewable energy initiative and is expected to reduce reliance on diesel power generation, lower electricity costs and support the country’s national climate commitments. The High Commissioner’s visit underscores the UK’s ongoing partnership with Solomon Islands and its support for sustainable infrastructure delivering long-term social, environmental and economic benefits. The hydropower development is led by the Solomon Islands Government, with financing and support from the Abu Dhabi Fund for Development, Asian Development Bank, Government of Australia, Green Climate Fund, Korea Eximbank and the World Bank. The Tina River Hydropower Development Project is being implemented by the Solomon Islands Government to deliver more affordable electricity and improve access to cleaner, more reliable energy sources for communities. Further information is available at www.tina-hydro.com.

The Alisuri Sustainable Livelihood Association in Marokafo village, an inland community in the northern region of Malaita Province, is helping women save money to support their families. The association is one of 45 Agribusiness Producer Organisations (ABPOs) in Malaita Province supported by the Solomon Islands Agriculture Rural Transformation (SIART) Project — a partnership between the Ministry of Agriculture and Livestock and the World Bank. Through active involvement in the management and production of cocoa, women in the community have established a Women’s Savings Club, which now forms part of their ABPO. “We started off with each woman giving their contributions to the saving club,” the women told a SIART team that recently visited the community. The club currently has 32 members, comprising wives and children of local farmers who are members of the ABPO in Marokafo village. ABPOs are groups of farmers and agri-entrepreneurs who work together to access markets, financing and support services. “Through our support towards our cocoa farms, we have been able to save money to meet our family obligations,” the women said. When the SIART team conducts farmer training in the area, the association engages the Women’s Savings Club to provide catering services. “Just recently we supported the association in clearing nurseries for our farmers who are members of the association and they paid us for the labour. This is an example of how women in our community are benefitting,” they said. Chairman of the Alisuri Sustainable Livelihood Association, Elton Eteka, said the ABPO has 29 household farmers, with women also registered as members. Each household maintains between 200 and 4,000 cocoa trees. The association purchases wet beans from its members as well as from farmers in surrounding communities before processing them. SIART supports the ABPO with processing facilities and a revolving fund to initiate the purchase of wet beans. The association transports the dried beans to buyers in the provincial capital, Auki, and shares the profits with member households. “When each household harvests, they leave aside money for women to save in their saving club,” Eteka said. “One good thing about the saving club is when the association pays for wet beans and is short of cash, our association borrows money from the saving club and repays it with interest, which helps in growing the women’s savings,” he added. The association also allows women to purchase wet beans from farmers, process them and sell the dried product, with all earnings directed to the savings club. During peak season, individual farmers in Marokafo village can earn up to $6,000 from a single harvest. For the association, Eteka said that after purchasing wet beans from farmers, it can generate up to $50,000 in a fortnight during high crop periods. SIART remains committed to working with ABPOs in rural communities to increase agricultural production and, more importantly, improve livelihoods in rural areas.

The Government for National Unity and Transformation (GNUT) has reaffirmed its national development priorities during a bilateral meeting with the Asian Development Bank (ADB) on the margins of the Pacific Agenda Summit in Honolulu. Minister of Finance and Treasury Rexson Ramofafia and Minister for National Planning and Aid Coordination Trevor Manemahaga met with ADB Vice-President for East and Southeast Asia and the Pacific Scott Morris and Director General of the Pacific Department Emma Veve. ADB said the purpose of the meeting was to better understand the Solomon Islands Government’s immediate and medium-term priorities and how the Bank can effectively align its support. On behalf of the Government and people of Solomon Islands, Ramofafia thanked ADB for its continued partnership and acknowledged the recent opening of the Bank’s country mission in Honiara, describing it as a significant step towards strengthening coordination and improving project delivery. Ramofafia outlined GNUT’s priority goals over the next two years, including Solomon Islands’ graduation from Least Developed Country (LDC) status in 2027 and the celebration of the nation’s 50th Independence Anniversary on 7 July 2028. He emphasised that a key milestone for the Government is the timely completion of major infrastructure projects ahead of the 50th anniversary celebrations. Drawing on lessons from the Land and Maritime Connectivity Project (LMCP), particularly the phasing out of Phase II and preparations for Phase III, the minister highlighted areas requiring improvement. He requested that administrative and procurement processes be fast-tracked to avoid delays experienced in previous phases, noting that efficient implementation will be critical to achieving GNUT’s 2028 targets. ADB acknowledged that procurement and administrative processes have contributed to delays in some projects and expressed its commitment to working more closely with the Government to address these issues. Ramofafia also raised the importance of progressing discussions on a Sovereign Wealth Fund, highlighting its relevance to long-term fiscal sustainability and intergenerational equity. ADB indicated that further engagement with Solomon Islands would be required to advance discussions in this area. Planning Minister Manemahaga reiterated the finance minister’s concerns and stressed the importance of prioritising high-return projects that generate sustainable economic growth. While infrastructure remains critical, he emphasised the need to support Solomon Islanders in the private sector, strengthen livelihoods and invest in the social sectors to ensure inclusive and broad-based development. During the meeting, Manemahaga formally handed over the Solomon Islands National Infrastructure Investment Plan (SINIP) to ADB to provide a clear understanding of the Government’s infrastructure priorities and long-term development plans. Both parties described the discussions as constructive and meaningful, reaffirming their shared commitment to strengthening cooperation and ensuring Solomon Islands remains on track to achieve its national development milestones.

Air Niugini has launched a companywide Customer Experience Transformation (CXT) programme aimed at improving service standards and positioning the national carrier for a higher international airline rating. The initiative was introduced during the airline’s first staff town hall of 2026 held last Friday in Port Moresby, which also marked the formal welcome of newly appointed Chief Executive Officer Alan Milne. The CXT programme focuses on strengthening service culture, refining airline products, improving operational systems and aligning departments across the organisation to deliver a consistent and high-quality travel experience. As part of the transformation, Air Niugini will review around 800 customer touchpoints across the passenger journey, including website and booking systems, airport check-in and lounges, boarding and ground services, onboard seating and cabin service, inflight entertainment, catering and the arrival experience. The initiative is organised around seven workstreams responsible for different stages of the customer journey to ensure coordinated improvements across the airline. Acting Chief Operating Officer and project sponsor Capt. Samiu Taufa said the programme represents a significant step in strengthening the airline’s service delivery. “CXT is more than a programme — it represents our commitment to elevate Air Niugini’s service standards, strengthen our culture and modernise the way we operate. Every customer touchpoint matters, and every employee plays a role in shaping the experience we deliver,” Taufa said. He added that the transformation is anchored in Air Niugini’s Bird of Paradise Service core belief — “Respect and Care for All,” described as Pasin bilong yumi, or the organisation’s shared values guiding behaviour and decision-making. In December last year, Air Niugini received a 3-Star Airline Rating from Skytrax, the international air transport rating organisation that evaluates airlines through audits and passenger surveys. Skytrax assesses airlines across several categories, including cabin service, seating comfort, catering, inflight entertainment, cleanliness and overall passenger experience. A 4-Star rating indicates a high and consistent level of product and service quality. Through the CXT programme, Air Niugini aims to achieve a 4-Star Skytrax rating by 2027, positioning the airline among leading carriers in the region. Programme Manager Joeli Qereqeretabua said service excellence depends on building the right organisational culture. “At the heart of service excellence is mindset. Through the CXT programme, we are mobilising teams across the organisation and strengthening the standards and capabilities that enable our people to deliver ‘Respect and Care for All’ every day,” Qereqeretabua said. Milne, who previously served with Air Niugini from 2018 to 2020, expressed appreciation for the welcome from employees and said he was encouraged by the company’s focus on improving customer experience. “My vision is to foster a culture where our people are empowered to identify solutions and deliver outcomes,” Milne said. “I fully support our teams as they work through challenges, and I am committed to ensuring we move forward together with clarity and purpose.” Employees who contributed ideas to the Bird of Paradise Service core belief were recognised during the town hall with prizes, including return airline tickets to destinations of their choice. The event was livestreamed to staff across domestic outports and international stations, allowing employees throughout the network to participate in the milestone event.

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.

A delegation of members of the Australia Pacific Islands Business Council (APIBC), led by President Simon Gorman, will embark on a Northern Pacific business mission commencing on 4 March, with Memoranda of Understanding (MoUs) to be signed in Nauru, the Republic of the Marshall Islands and Guam. The MoU with Nauru will be formally signed in person on 4 March, following an earlier virtual signing during the Covid-19 pandemic. Similar MoUs will be signed in the Marshall Islands on 6 March and in Guam on 9 March. Each agreement recognises the shared objective of strengthening private sector linkages, promoting inclusive economic development and supporting employment growth through structured business cooperation. The MoUs provide a framework for collaboration between APIBC and local business chambers and industry bodies, focusing on trade promotion, investment facilitation, business networking and capacity development. They are designed to create practical pathways for engagement between Australian companies and Northern Pacific enterprises, including sector-specific cooperation and joint business initiatives. APIBC President Simon Gorman said: “From signing MoUs with the Marshall Islands and Guam Chambers of Commerce and following up on relationships arising from the APIBC Infrastructure Forum with delegations in Nauru and Palau, we have a jam-packed itinerary ahead of us.” Guam is the newest Associate Member of the Pacific Islands Forum, and this mission will mark the first formal engagement between APIBC and a Pacific Islands Forum member industry body in the territory. The engagement reflects growing recognition of Guam’s strategic and commercial role in the Northern Pacific. As part of the mission, the APIBC delegation will also visit Manila to meet senior executives of the Asian Development Bank (ADB) involved in Pacific programmes. Discussions will focus on strengthening collaboration between APIBC and ADB following the successful Pacific Infrastructure Conference 2025 in Brisbane, and on supporting future regional infrastructure engagement, including the Pacific Infrastructure Business Opportunities Seminar to be held in Nadi in May 2026. Australia maintains longstanding economic and development partnerships across the Pacific, including in Nauru and the Republic of the Marshall Islands, where Australian companies are active in sectors such as infrastructure, professional services, energy, water and logistics. The mission aims to build on these relationships and explore new areas of commercial collaboration. During the visit, the delegation will meet government officials, business leaders and development partners to advance dialogue on trade, investment, infrastructure development and private sector growth across the Northern Pacific. The Australia Pacific Islands Business Council (APIBC), established in 2000, is an independent association of businesses based in Australia and the Pacific Islands. It provides a framework for the private sector to engage with Australian and Pacific Islands governments at senior political and policy levels, supporting practical solutions to trade and investment issues. APIBC also offers members a strong regional network to advance their business interests across the Pacific. The Council works closely with the Australia Fiji Business Council and the Australia Papua New Guinea Business Council. Membership spans a broad cross-section of industries, including shipping, manufacturing, transport, aviation, professional services, construction, tourism, banking, energy, food and legal services, representing both major corporations and small family-owned enterprises.