Latest News

Pacific Island countries are stepping up efforts to strengthen private sector development, recognising its central role as the backbone of their economies and a key driver of long-term growth, employment and innovation. The private sector remains the region’s largest employer and a major contributor to productivity, competition and wealth creation. It also plays a critical role in reducing poverty by generating jobs and improving living standards across Pacific economies. Policymakers across Forum Member countries are now moving to elevate private sector development ambitions by promoting reforms that improve the business environment, address market failures and support enterprise creation. Efforts are also under way to enhance the capacity of Pacific businesses to participate more actively in domestic, regional and global markets. At the national level, governments have introduced a range of initiatives, including private sector development strategies, public-private partnerships and targeted industry incentives. However, officials say the absence of a coordinated regional framework has limited the ability to fully leverage shared strengths across the Pacific. To address this gap, the Pacific Regional Private Sector Strategy (PRPSS) was mandated by Forum Trade Ministers in 2021, aimed at driving sustainable and resilient economic growth, job creation and innovation across the region. The inaugural strategy, covering 2025 to 2030, places a strong emphasis on micro, small and medium enterprises (MSMEs), widely regarded as the engine of Pacific economies. MSMEs are expected to play a pivotal role in economic diversification, employment generation and the promotion of entrepreneurship. Globally, MSMEs account for between 50% and 60% of GDP, represent about 90% of businesses and contribute roughly 70% of employment. However, their full economic contribution in Pacific Island countries remains difficult to quantify due to high levels of informality and limited data collection systems. Under the theme “Strengthening Foundations for Resilient and Inclusive MSME Growth,” the strategy aims to build a more supportive business environment and address structural challenges that constrain MSME development. The plan focuses on six priority areas: improving the business enabling environment; supporting business growth and innovation; expanding access to finance; building resilience to economic shocks; promoting inclusive entrepreneurship; and strengthening regional dialogue. Officials said the strategy seeks to ensure that women-led, youth-led and rural enterprises, as well as businesses in the informal sector, are given equal opportunities to grow, formalise and contribute to economic activity. Implementation will take place over five years, with a focus on “regional collective actions” — joint initiatives undertaken by multiple countries to maximise resources and address shared challenges. These actions will be carried out in collaboration with technical agencies, development partners and international organisations. Where regional approaches are not feasible due to differing national contexts, the strategy allows for tailored country-level interventions. A mid-term review is planned to assess progress and enable adjustments in response to evolving economic conditions and emerging opportunities. Officials said the strategy is designed to complement existing national reforms, while fostering deeper regional integration, knowledge-sharing and cooperation across Pacific economies.

The Ministry of Mines, Energy and Rural Electrification is accelerating a wide-ranging reform agenda to modernise mining laws and improve fiscal, environmental and social oversight as the sector expands. Permanent Secretary Chris Vehe said the reforms aim to position mining as a key economic pillar, while addressing longstanding regulatory gaps. “The mining industry is now an emerging economic lifeline of our country,” he said. At the core of the reforms is the Mineral Resources Bill 2025, described by policymakers as a landmark law to replace the outdated Mines and Minerals Act 1990 and establish a clearer regulatory regime for exploration and extraction. The bill is intended to balance resource development with environmental protection, clarify rights and obligations among stakeholders, and ensure fair economic returns for present and future generations. It also aligns with the country’s Minerals Policy 2017, which emphasises inclusive governance, local participation and stronger benefit-sharing arrangements with communities. Alongside the bill, the ministry is finalising supporting regulations covering occupational health and safety, community development agreements and broader sector governance. Additional initiatives include a Strategic Environmental and Social Assessment (SESA), fiscal and revenue reforms, and frameworks on mine safety, gender inclusion and mineral pricing. Most outputs are in advanced stages of drafting or consultation, with several expected to be submitted to cabinet between April and May. The reform push comes amid ongoing debate over landowner rights and consultation processes. Civil society groups and international observers have raised concerns about ensuring free, prior and informed consent, equitable benefit-sharing and stronger environmental safeguards under the proposed framework. Analysts note that mining governance in Solomon Islands has historically faced challenges linked to limited oversight, environmental risks and uneven distribution of benefits. Government and development partners see significant upside if reforms unlock new mining projects, particularly in gold and nickel. Estimates suggest mining could add several percentage points to GDP and generate new fiscal revenues through royalties, export duties and profit-based taxes if projects reach full capacity. The ministry said the reforms are designed to ensure that expansion is matched by stronger governance, transparency and accountability mechanisms. The overhaul reflects a broader transition in the Solomon Islands economy, where declining logging activity is shifting attention toward mining as a future growth driver. Officials said the success of the reforms will depend on balancing investor certainty with community protection and environmental sustainability.

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 Government of New Caledonia has adopted a draft resolution calling on the French State to extend its electricity cost equalisation mechanism to the territory, in a move aimed at easing energy costs and supporting economic recovery. The decision was approved during the Government’s weekly meeting on 25 March, with authorities seeking to include New Caledonia in the reimbursement system that compensates excess electricity production costs in overseas areas not connected to mainland France’s grid. Under France’s existing framework, tariff equalisation ensures that electricity prices remain broadly comparable across the country by offsetting higher production costs in non-interconnected zones such as Guadeloupe, Guyana, Martinique, Réunion, Mayotte and Wallis-et-Futuna. The mechanism is designed to uphold national solidarity and provide households and businesses in overseas territories with access to energy under conditions similar to those in metropolitan France. At present, New Caledonia and French Polynesia are the only French territories not covered by the scheme. Government spokesperson Christopher Gygès said extending the mechanism would address growing concerns over purchasing power, particularly as global pressures, including the conflict in the Middle East, risk further increasing energy costs. In New Caledonia, electricity prices are structurally higher due to factors such as geographic isolation, limited market size and reliance on imported energy inputs. These costs place additional pressure on households while also affecting the competitiveness of businesses and the wider economy. Electricity plays a central role in the territory’s economic structure, particularly in industrial and metallurgical activities, as well as in the operation of public services and critical infrastructure. As a result, energy pricing is regarded as a key determinant of both economic stability and growth. The Government said that, in the current challenging economic environment, reducing electricity costs could serve as an important lever to support business activity, protect purchasing power and aid the territory’s economic recovery. By seeking inclusion in the equalisation scheme, New Caledonia aims to align itself with the broader principle of national solidarity applied across other overseas territories. The proposal also extends to French Polynesia, which faces similar structural constraints. The draft resolution will now be submitted to the French State for consideration, with authorities emphasising that the extension of the mechanism would promote equity while supporting the sustainable economic development of France’s overseas regions.

The Ministry of Agriculture and Livestock Development is advancing a series of initiatives aimed at transforming the agriculture sector and supporting economic growth in the Solomon Islands. Permanent Secretary Samson Viulu said during a quarterly ministerial update this week that the ministry is implementing key projects and reforms to strengthen agricultural productivity and market access. Among the flagship programmes is the Agriculture Investment for Markets and Nutrition (AIM-N) Project, a six-year, $20 million initiative currently benefiting more than 18,000 people in Western and Choiseul provinces, with planned expansion to Isabel Province. The project is designed to improve food security, nutrition and rural incomes. In parallel, the Solomon Islands Agriculture and Rural Transformation (SIART) Project is progressing across Guadalcanal, Malaita and Makira/Ulawa, with a focus on boosting agricultural production and improving market linkages. The ministry is also supporting small and medium-sized agribusinesses through the Commercial Agriculture Development Project Support Fund. Recent beneficiaries include Kokonut Pacific, Varivao Holding Limited and Malo Kitchen. Additional initiatives include the Coconut Cocoa Revolving Fund, the establishment of a national cattle breeding centre, and the National Poultry Industry Development Initiative. “These efforts are reinforcing the role of agriculture as a key pillar of economic development in the Solomon Islands,” Viulu said. Overall, the ministry said the projects are progressing as planned and are expected to contribute to the continued transformation of the agriculture sector while supporting broader economic growth.

The Autonomous Bougainville Government (ABG) is advancing the rollout of its Integrated Financial Management Information System (IFMIS), with a focus on building in-house capability through a Training of Trainers programme. The initiative, led by the Department of Treasury and Finance, forms part of the government’s broader push to strengthen public financial management using the FreeBalance Accountability Suite. ABG Secretary for Treasury and Finance Joshua Tauko said the project, launched in August 2025, has achieved several key milestones. “These include the completion of a business process review, systems configuration for critical workflows, approval of a new Chart of Accounts for the 2027 budget, installation of a private internet data link, and improved power and connectivity solutions,” he said. As part of the capacity-building component, selected public servants in Buka are undergoing hands-on training as “super users” of the system. “These trainers will cascade knowledge across departments, ensuring local ownership, long-term sustainability, and reduced reliance on external consultants,” Tauko said. He added that the reform supports the digitalisation and capacity-building priorities outlined in the Department of Treasury and Finance Corporate Plan 2023–2027. The IFMIS is designed to strengthen governance through standardised controls and compliance mechanisms, enhance accountability through real-time monitoring, and improve transparency by making financial data more accessible. Officials said the system aligns with the Bougainville Integrated Strategic Development Plan 2023–2027 and the region’s Long Term Vision 2052, which aim to support a self-reliant and sovereign future. The training programme is also expected to ensure that Bougainville’s public service can independently manage and sustain the system, particularly as revenues expand from major projects such as Panguna and broader sectoral growth.

The Government for National Unity and Transformation is reporting renewed momentum in the tourism sector, with four new hotels and accommodation facilities opening in the first quarter of 2026, signalling increased investor confidence and sectoral growth. The new developments include Zaru Hotel in Gizo, Western Province; Double Island Resort and Raiders Hotel in Tulagi, Central Islands Province; and Paringiju Inland Mountain Lodge on Guadalcanal. Authorities said the projects reflect strengthened collaboration between the Ministry of Culture and Tourism and local investors, aimed at expanding tourism infrastructure and enhancing the country’s appeal as a destination. Permanent Secretary Bunyan Sivoro said in a quarterly update last week that the government has intensified its support for the sector, with tangible results now emerging. “We have stepped up and elevated our support and commitment to this important sector, and we are now seeing real and encouraging results,” Sivoro said. The new investments have introduced higher-end, internationally competitive accommodation options, improving visitor experience and positioning the Solomon Islands more strongly in the global tourism market. In parallel, flagship tourism projects such as the Bloody Ridge National Historical Park and the Haus No. 1 Museum in Tulagi are progressing, further strengthening the country’s cultural and historical tourism offerings. The destination has also been rebranded as “Hapi Isles”, a campaign designed to capture the warmth and spirit of the Solomon Islands and its people. “The Ministry of Culture and Tourism remains fully committed to developing tourism as a key driver of economic growth, job creation and national development,” Sivoro said.

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.

Sandvik has received five AutoMine® orders from Byrnecut, the world’s largest underground mining contractor. The orders, all of which include AutoMine® Multi-Lite systems, were booked in Q1 2026 for the Gwalia, Ulysses, Youanmi and Gossan Valley mine sites in Australia, as well as the Navachab mine in Namibia. With these latest orders, the majority of Byrnecut’s global operations now utilise AutoMine® for loading. In addition, Byrnecut has acquired AutoMine® for Underground Drilling across four of these sites, further advancing its strategy to expand automation across its global fleet. AutoMine® Multi-Lite is an advanced automation system that enables loaders to operate fully autonomously from the stope to designated loading or dumping points. This allows a single operator to control up to three loaders simultaneously from a safe, climate-controlled surface control room. Shift changes are among the largest contributors to downtime in underground operations. Byrnecut is using AutoMine® to mitigate these disruptions by maintaining material movement and drilling progress during transition periods. As a result, downtime is reduced and production remains consistent. Operators also benefit significantly from the system, as they can remotely supervise and control multiple machines, reducing exposure to dust, noise, vibration and other on-site hazards. This approach enhances safety for both operators and mine personnel, while also supporting workforce development by transitioning workers into technology-focused roles. In addition, real-time feedback helps build skills for an increasingly automated mining environment. Luke Clements, Manager – Automation and Electrification at Byrnecut, said: “We now have the majority of our loaders running on AutoMine® across our global operations. Safety is Byrnecut’s number one priority, and AutoMine® helps ensure that our people get home safely, while also enabling high productivity through precise, consistent and repeatable operations.” David Hallett, Vice President – Automation at Sandvik, added: “This deal highlights the growing recognition across the mining sector that Sandvik’s advanced automation solutions help mines operate more safely, efficiently and sustainably. “Byrnecut and Sandvik have a long history of collaboration, and Byrnecut has been a key development partner in our suite of automation solutions. We are proud to continue supporting them as they expand automation across their global operations.” Sandvik Group Sandvik is a global, high-tech engineering group providing solutions that enhance productivity, profitability and sustainability across the manufacturing, mining and infrastructure industries. The company is at the forefront of digitalisation and focuses on optimising customer processes. Its offering includes equipment, tools, services and digital solutions for machining, mining, rock excavation and rock processing. In 2025, the Group had approximately 42,000 employees and revenues of about SEK 121 billion across more than 150 countries. Business Area Mining Mining is a business area within the Sandvik Group and a leading global supplier of equipment, tools, parts, services, digital solutions and sustainability-driven technologies for the mining and construction industries. Application areas include rock drilling, rock cutting, loading and hauling, tunnelling, ground support and quarrying. In 2025, sales were approximately SEK 69 billion, with about 18,000 employees. For further information, visit mining.sandvik.com. For further information, please contact: Julia McMurray Director of Marketing and Communications, Business Unit Automation Email: julia.mcmurray@sandvik.com

Step into one of the Pacific’s fastest-growing trade corridors between New Zealand and Fiji from June 15–18, as this business mission offers a unique opportunity to get ahead of the curve—build relationships, unlock opportunities, and grow your presence. With a shared goal of NZ$2 billion in trade by 2030, the initiative positions participants at the forefront of expanding bilateral trade. In the Pacific, business is built on connections. This delegation provides direct access to key decision-makers, real market insights, and government and organizations on the ground that understand how to succeed in Fiji. Whether you are entering the market or expanding your footprint, the value lies in who you meet—and the doors those connections open. Registration What do you get with your registration? Multiple networking opportunities Benefits of traveling as part of a group Discounted accommodation for early bookings in Suva Two (2) official delegate shirts or blouses A program designed to deliver high-level presentations from senior leaders and government officials Morning tea and lunch on Monday Networking cocktail on Monday hosted by the New Zealand High Commissioner Networking cocktail on Tuesday hosted by the Fiji Ministry of Foreign Affairs and External Trade (MFAET) On-the-ground transport Transport from Suva to Nadi on Wednesday Site visits en route to Nadi Lunch on Wednesday Optional pre-arranged business meetings The NZFBC offers this high-value package at a modest price point, representing only a fraction of the actual cost. Members: $125 + GST Non-members: $125 + GST + membership fee (valid through June 2027) For more information, click here or contact admin@nzfbc.co.nz.