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Papua New Guinea came into being in 1949, when Australia combined the Territory of Papua (former British New Guinea) and the Trust Territory of New Guinea (former German New Guinea, or Kaiser Wilhelm Land) as the Territory of Papua and New Guinea.
In 1971, the territory’s name was changed to Papua New Guinea, the name under which it gained independence in 1975. Despite earlier colonial annexations, swaps and shuffling dating back only to 1884, Papua New Guinea represents just the eastern side of the world’s second largest island, New Guinea. The island has been home to diverse groups of Melanesian people for tens of thousands of years, among whom more than 14 percent of the world’s languages are spoken.
The western side of the island, formerly Dutch New Guinea, was ceded to Indonesia in 1962 and is now administered as West Papua.
This account of petroleum resource development is limited to Papua New Guinea and, whilst providing some historical background, will focus on exploration in the Independent State of Papua New Guinea up to the first oil and gas production.
EDITOR’S NOTE: Michael McWalter, former director of the Petroleum Division and adviser to the government of Papua New Guinea, and erstwhile petroleum adviser to the governments of Ghana, Liberia, Cambodia, São Tomé and South Sudan, recalls the foundations of petroleum resource development in Papua New Guinea.
He is a certified petroleum geologist and technical specialist in upstream petroleum industry regulation, administration and institutional development.
Publisher Elizabeth Galura
Editor Jimbo Owen Gulle info@pngbusinessnews.com
Journalist Roselyn Erehe roselyn@pngbusinessnews.com
island of New Guinea, 1884 showing Dutch New Guinea (pale orange), Kaiser Wilhelm Land (yellow) and British New Guinea (red).
Page 12 >
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The island of New Guinea has been shaped by tumultuous geological processes at the margins of the Earth’s crustal plates, which gave rise to the generation of hydrocarbons in the form of oil and natural gas.
Oil and gas seeps are common throughout Papua New Guinea— from the gas seeps at Oroi, about 50 kilometres northwest of the PNG LNG plant, to the Vailala River area near Opa, about 35 kilometres west of Kerema, and the Anang Hills near the Ok Tedi mine in Western Province. All provide primary evidence of hydrocarbon generation in the subterranean strata of the country’s sedimentary basins.
Seeps may be plentiful, but they pose a dilemma for oilmen. The presence of surface oil and gas seeps indicates hydrocarbons have been generated underground. But the fact that they leak to the surface means those hydrocarbons have not been fully retained in accumulations trapped below. It is estimated that of all hydrocarbons generated, about 15 percent are bypassed, spilled or leaked, and only 10 percent are trapped. Of that, just 60 percent is recoverable on average. It is a wonder that we find any oil and gas fields at all.
Papua New Guinea also has other attractive features for the accumulation of oil and gas deposits. Its sedimentary rocks include substantial deposits of limestone (carbonates, as geologists call them) and sandstone—both known for their porosity (ability to hold fluids) and, equally importantly, their permeability (ability to transmit fluids) such as oil and gas.
Because of the collision of the Earth’s crustal plates, Papua New Guinea is mountainous, with abundant folded and faulted sedimentary strata that create geological structures in which oil and gas may accumulate. These characteristics led the Anglo-Iranian Oil Co. (later British Petroleum, now BP) to begin exploration in Papua New Guinea as early as 1929 because of similarities in structural geology to Persia (now Iran).
The Highlands of Papua New Guinea are defined by elongated mountain ranges and valleys
where gold and hydrocarbons are found. It has been said that Papua New Guinea is a mountain of gold floating on a sea of oil, which, nice as it sounds, is not entirely true.
In a crustal plate margin setting like Papua New Guinea—sitting atop the northern extremity of the Australian craton, with allochthonous accreted terranes to the north from multiple plate collisions—it is not surprising that the rocks show considerable
mineralisation. Oil and gas were generated from ancient marine shale deposits and then trapped in Late Jurassic sandstones and Miocene limestones.
That oil and gas were generated from ancient marine shale deposits and then trapped in Late Jurassic sandstones and Miocene limestones is remarkable, given the high seismicity of the island of New Guinea and the extensive faulting and fracturing of its rocks. Page 14 >
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The task of the government and its licensed prospecting oil companies has been to find these traps and their remnant accumulations of hydrocarbons, with the hope they still hold volumes of oil and gas worthy of commercial exploitation. Oil and gas seeping from the ground are not normally of sufficient volume to warrant commercial development, though in some cases they have been used by local communities. Condensate collected from local seeps was once sold in the market at Nipa in the Southern Highlands—often in old Coca-Cola bottles—but only in small volumes.
Despite the intrinsic challenges of geography, oilmen persisted in exploring deeper into the mountains and jungles of Papua New Guinea because the essential ingredients for the accumulation of oil and gas were present. The quest to find, develop and produce petroleum resources in the early years of Independence was not an easy task, nor one for the fainthearted.
Early exploration in Papua discovered small oil and gas fields in the 1950s and 1960s, but these were mostly gas discoveries of little commercial value at the time. Onshore wells at Bwata, Barikewa, Iehi and Kuru flowed natural gas when tested, whilst the Puri-1 well tantalisingly flowed oil for a few days in 1958 before turning to water. Offshore wells at Pasca and Uramu also found natural gas. Much of this exploration was subsidised by the federal government of Australia, which wished to assess the petroleum resources of the Territory of Papua and New Guinea. But no substantial accumulations were found, and certainly nothing considered viable for commercial development.
In the lead-up to Independence in 1975, petroleum exploration slowed as companies waited to see how things might develop. The Australasian Petroleum Co. (APC)—a joint venture of BP, Mobil and Oil Search formed in 1938—nevertheless persisted, spurred by the interpretation of new aerial photography by the Australian government in the 1960s that confirmed the presence of major anticlines in the Southern Highlands.
This excited oilmen, and extensive geological surveys were carried out to map the structures.
In 1975, APC formed a new venture with a Japanese consortium headed by Oceania Petroleum to drill nine wells, earning up to 50 percent equity. In that year, the first three wells were drilled: Kanau-1, Darai-1 and Orie-1. These foreland wells had good hydrocarbon shows, but not enough to justify testing, and they added no new gas resources to those found in the 1950s at Bwata, Barikewa and Iehi.
At the time, BP geologists believed the well-defined surface anticlines at Juha, Iagifu and Hedinia in the Southern Highlands fold belt should be the next drilling priority. The critical question was whether their large folds would persist to the depth of potential reservoir rocks and remain viable traps, or whether thrust faults slicing through the structures had detached them, preventing proper folding at depth to form traps for oil or gas. The structural geology of western Papua was only poorly understood, but four zones were identified: a shelf area covering most of the Fly River area; a gently folded belt, essentially the foothills of the fold belt; a strongly folded area with massive anticlines visible at the surface; and an imbricated zone.
With Independence achieved, two of the nation’s founding fathers— Sir Michael Somare, minister for Natural Resources, and Sir Julius Chan, minister for Finance— presented their landmark White Paper to Parliament in March 1976: Government Statement on Petroleum Policy and Legislation. This White Paper established the petroleum regime and laid the foundation for laws and regulations.
The Petroleum Act of 1977 elaborated on that framework. The regime was a traditional concessional system: licences granted by the state; royalties on production payable to the state; a special tax rate of 50 percent; and the right of the state to participate in any petroleum development up to an agreed stake upon payment of proportionate sunk costs. The state equity entitlement was set at 22.5 percent—half-way between the state’s desired 30 percent and the companies’ preferred 15 percent.
This regime effectively provided a 66.6 percent net take for the state, leaving the remainder for the company. Exploration costs were deductible against income at 25 percent per year, whilst capital costs were deductible at 10 percent per year.
6: Geological cross section C-D through the Papuan fold belt and a plot of Sections showing the very limited understanding of the structural geology and tectonics, after Geological Results of Petroleum Exploration in Western Papua 19371961 by APC, 1961.
Interest on project development borrowings was also tax deductible up to 75 percent of capitalisation. There were no dividend or interest withholding taxes. These arrangements were capped off by an additional profits tax of 50 percent at a project pseudo internal rate of return of 27 percent, based on the prevailing high interest rates at the time.
The principle was that the investing companies would be able to make a fair return. As the White Paper stated:
“The terms proposed in this policy statement are fair and just. They allow foreign companies to make reasonable and adequate profit, yet they ensure that the nation will benefit substantially from any oil or gas production, and that as the profitability of any oil venture increases Papua New Guinea will take an increasing share of these profits.”
That was the intent in a very oily world where finding oil was the goal, and finding water was considered better than finding natural gas, because unless a market was readily available, gas was a tantalising and persistent nuisance.
The tenements of companies exploring before Independence were transitioned in November 1978 into new Petroleum Prospecting Licences (PPLs) with initial six-year terms, renewable for a further five years for half of their area. In that same year, Gulf Oil farmed into both PPLs 17 and 18, held jointly between APC and BP, to drill the Kiunga-1 well.
This followed two earlier disappointing drilling campaigns by the APC group at the Cecilia-1 and Mananda-1 wells, which had essentially missed their targets. The Kiunga-1 well was another disappointment, but it did penetrate the Mesozoic Toro sandstone reservoir, a porous and permeable rock filled on this occasion with salt water. The thought that such a good reservoir might exist within the folded strata, where oil could have accumulated and been trapped, led to further exploration planning.
In 1982, the Lavani-1 well was drilled by Amoco, which had farmed into BP’s licence PPL 27 north of the
APC licences. Oil Search joined as a junior participant. The well was located at an altitude of 8,750 feet on a saddle above the Lavani Valley, often above the clouds.
The Lavani Valley, identified by aerial survey in 1954, was celebrated upon its discovery and reported internationally as a “Shangri-La” (hidden land). Its waterways emerge from and disappear into caves, leaving vivid green wetlands in what geologists call a polje between karstified limestone hills.
Local people thought the company was mad: there was already a viscous oil seep near the well site, so why drill deep into the ground? The well failed to find any reservoir sands or hydrocarbons, but it was epic in scale, fully heli-supported by Boeing Vertol helicopters that could manage only three-tonne loads at such altitudes. Amoco even lengthened the remote Tari airstrip to allow Lockheed C-130 Hercules aircraft to land and take off. Drill pipe was flown up from the coastal port of Lae.
The Lavani-1 well is alleged to have cost US$22 million at the time (about US$75 million today). After the failure, Amoco and its partner Cities Service Co. withdrew from BPled PPL 27.
After such a string of disappointments, attention turned to another large anticlinal feature. The Gulf, APC and BP venture spudded the Juha-1 well in 1982, using Tari airstrip as a base.
The well was successful in finding the Mesozoic Toro sandstone as a reservoir bearing natural gas, which flowed on testing at 14.8 million standard cubic feet per day (MMSCFD) with 991 barrels of condensate per day (BCPD). This was a genuine gas discovery—but it was not oil. The site was again extremely remote, supported by helicopters, and literally at the end of the road.
Due to the lack of commercial prospects, Gulf and BP were reluctant to drill further. This left the APC consortium—which now comprised BP (50 percent), BHP (25 percent) and Oil Search (5 percent)—in difficulty. Frantic efforts to bolster the group eventually brought in newcomers Pioneer International, Merlin and Ampol Exploration, with Gulf and BHP cutting their equity and Oil Search adjusting its share.
As a result, an appraisal well, Juha2, was drilled in 1984. It flowed far better than the original Juha-1 on a smaller choke.
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As a result, an appraisal well, Juha-2, was drilled in 1984 and flowed much better than the original Juha-1 well on a smaller choke at 16.5 million standard cubic feet per day (MMSCFD) and 1,199 barrels of condensate per day (BCPD). BP’s report to the APC board after the well suggested that the Juha gas field might hold as much as 1.3 trillion cubic feet (TCF) of gas—the equivalent of about 178 million barrels of crude oil—and 100 million barrels of condensate. This was a sizeable petroleum accumulation, but far from anywhere.
The Juha-3 well, drilled on the northwest plunge of the Juha structure in 1985, gave similar results and demonstrated the lateral extent of the gas pool. Some speculation arose about the potential for an oil leg beneath the gas, but subsequent analysis showed there was little room for this above the regional water aquifer.
Other significant and visible anticlines remained to be tested in the Southern Highlands, but the costs of drilling were daunting. The three Juha wells had cost between US$80 million and US$90 million each in today’s money. Accordingly, geologically less expensive approaches were sought to test the coherence of these attractive anticlinal structures.
A campaign of slim-hole drilling, using mineral industry techniques, was mounted to probe select anticlines and confirm that the folds persisted to depth, including the Toro Sandstone, which could act as a hydrocarbon reservoir. Although the slim holes drilled on the Mananda and Iagifu anticlines—respectively the Mananda-2S and Iagifu-1S wells— did not reach the reservoir horizons, they showed that the stratigraphy was sequential and coherent, with the fold geometry persisting to depth and likely involving the Late Jurassic–Early Cretaceous Toro Sandstone, the target reservoir.
In 1985, Gulf, as operator for the PPL 17 consortium, returned to Mananda Mountain with a proper rig to drill the Mananda-3X well. Hidden in the clouds at about 6,000 feet, after six months of difficult drilling, the well entered a coarse sandstone reservoir
stinking with residual tight oil. Drill cores of the Toro Sandstone recovered from the well oozed crude oil—fluids that should have escaped well before reaching the surface because of the large pressure drop from downhole conditions. Such oil-bleeding cores are worrisome.
Wireline log evaluation showed a gross interval of more than 145 metres of reasonably porous, liquidfilled sandstone. Attempts to obtain a reservoir pressure gradient using a Repeat Formation Tester tool— needed to distinguish between oil and water—failed. The well was flow tested, but only water, with traces of oil, came out. It appears hydrocarbons in the reservoir had been flushed away by connate waters, leaving only a residual oily scum in the rock pores.
The casual talk of oil seeping from rock cores nevertheless set off a frenzy of market interest, and the shares of Oil Search Ltd., the junior participant in Mananda-3X, soared before collapsing once no commercial hydrocarbon flows were confirmed. However, the well proved conclusively that the Toro Sandstone was involved in the mountain anticlines and could contain hydrocarbons. On this occasion, though, the oilmen may have been too late: the oil may have migrated into higher reservoirs or to surface seeps in the past.
In mid-1985, Standard Oil of California (SOCAL) merged with Pittsburgh-based Gulf Oil and rebranded as Chevron—its retail downstream brand—in what was then the largest merger in history. Niugini Gulf Oil became Chevron Niugini, placing operatorship of PPL 17 in the
hands of a major integrated global oil company.
On 8 December 1985, Chevron spudded the Iagifu-2X well on the same site where Gulf had earlier drilled the slim-hole stratigraphic test Iagifu-1S. This time, the goal was to reach the Toro Sandstone with a fullgauge hole and evaluate the reservoir properly.
Drilling at Iagifu-2X proceeded slowly at first, with frequent suspensions while waiting for water to be pumped up to the well. The Mesozoic sediments are overlain by a thick sequence of Miocene Darai Limestone, which is intensely karstified. Consequently, there are no surface streams; water must be sourced from distant rivers and pumped to the rig, where it is turned into drilling mud and pumped down the drill pipe to clean the hole, cool the bit, balance formation pressures and return cuttings.
But the Darai Limestone is cavernous—whole rivers disappear and re-emerge within the massif. Drilling fluid was often lost into the voids and had to be endlessly replenished. To solve this, an airfoam package was imported to Papua New Guinea. A stiff polymer foam, pumped at high pressure, replaced water as the drilling fluid when drilling through the limestone overburden. This proved effective and saved days of delays.
The overlying Cretaceous sediments above the Toro Sandstone were then drilled and secured behind steel casing. These formations can be problematic, as shales hydrate, swell and collapse the borehole.
On 25 February 1986, at 7,960 feet, the first signs of sand appeared. Chromatograph analysis of gas
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entrained in drilling mud indicated hydrocarbons up to butane.
Drilling, which had been becoming increasingly slow and difficult, was halted and 9-5/8 inch casing was set at 8,037 feet. With a drilling mud density of 1.21 specific gravity— designed to combat the swelling clays of the Cretaceous section—the drilling of a sandstone interval should have been relatively easy.
During the acquisition of wireline logs before setting casing, however, it was noticed that the well was losing fluid—always a dangerous circumstance, and in this case, an unusual one. This was confirmed by the wireline engineers, who reported that their pressure gauges recorded a decrease in hydrostatic head with time. The drilling mud was slowly but surely leaking from the borehole.
The wireline logs conclusively demonstrated the presence of hydrocarbons in the Toro reservoir, though there was considerable debate about whether these were gas or oil.
Repeat Formation Testing of the reservoir horizons showed a fluid density of 0.667 specific gravity— clearly not water, but corresponding to a very light oil of about 80° API. Oddly, the reservoir was below normal hydrostatic pressure, which accounted for the loss of drilling fluid. The debate over fluid type was compounded by limited understanding of reservoir pressure analysis techniques at the time. The gas cap above the oil had a specific gravity of just 0.155, indicating a gas rich in natural gas liquids.
The Iagifu-2X well was successfully tested and recorded a combined flow of 8,000 barrels of oil per day (bopd) of light crude at 43° API gravity. It was a joyous moment, but one well does not make a field.
Appraisal is critical in assessing the lateral extent of a subterranean petroleum pool and its resources in place. It requires as much ingenuity as discovering the pool in the first place, particularly where geology is complicated by folds and faults. Moreover, conventional seismic reflection surveying proved of limited value in the rugged Highlands terrain, where thick cavernous and rugose limestone disperses seismic
signals, producing noisy images almost impossible to interpret geologically.
Appraisal therefore relied on probing the subsurface with additional wells, and interpolating and extrapolating scant data with sound geological judgement. By the early 1990s, more than 22 wells had been drilled, showing hydrocarbons extended through a saddle into the Hedinia anticline southwest of Iagifu. The field was dissected by numerous faults, compartmentalising the reservoir into sheets—some charged with hydrocarbons, others void. Every new well added to the picture, often frustratingly, but also highlighting the complexities of structural geology in such a highly folded and thrusted setting.
The Iagifu oil discovery came in 1986, when crude prices had collapsed. While the discovery of oil and gas excites any geologist, production can only proceed if revenues exceed the costs of exploration, appraisal, development, production and abandonment—plus fiscal imposts imposed by the host government—while still providing investors with a reasonable profit.
Appraisal and rapid entry into development were thus a commercial imperative for Chevron and its joint venture partners. This led to the establishment of the Kutubu Petroleum Development Project. By May 1990, Chevron had booked 164.8 million barrels of proven reserves, sufficient to underpin fullscale development despite the low oil prices of the time.
9: A geological section through the Iagifu and Hedinia anticlines during field appraisal drilling demonstrating some of the structural complexities, after AAPG Explorer.
10: Crude oil prices from 1863 after the US Energy Information Administration.
Meanwhile, with Amoco and Cities Services withdrawing from PPL 27 after the Lavani-1 disappointment, BP and its junior partner Oil Search finally summoned the courage to drill the large Hides Anticline northwest of Mananda in 1987. Perhaps spurred by the Iagifu success and the mixed outcome of Mananda-3X, they moved ahead with the Hides-1 well, spudded in June 1987. Geological surveys had confirmed the anticlinal structure at surface, but seismic data from a 1986 survey was limited. The well, located about 14 kilometres southwest of Tari, was named after Jack Hides, a pioneer explorer and patrol officer who had led some epic expeditionary patrols into the Papua Plateau. The well situated at an elevation of 2,700 Page 22 >
metres consumed vast amounts of drilling mud to combat the development of overpressures in the Cretaceous section, but eventually drilled into the Toro Sandstone which was filled with natural gas.
The well tested at a combined flow rate of 23.1 MMSCFD gas with 724 BCPD from the Toro Sandstone, but also interestingly tested 9.05 MMSCFD gas with 258.8 BCPD from the older Jurassic Imburu Sandstone. After a second well, Hides-2, was drilled in late 1990, the gas resources of Hides were eventually assessed as being more than 6 TCF gas in place and with over 200 million barrels of condensate. It was a significant field, but once again a discovery faced the challenge and tyranny of distance from any large scale market. The petroleum policy of the day was focused on oil, and gas was very much a Cinderella. There was no discernible domestic market for natural gas. The liquefied natural gas (LNG) industry was an exclusive club with only eight nations exporting LNG from countries with abundant and easily accessible natural gas reserves and eight energy deficient nations importing LNG at that time. It was starting to emerge that Papua New Guinea and the Papuan Basin in particular was more gas than oil prone, but what could be done with the gas?
The dilemma was what to do with the gas resources at Hides, located remotely in a frontier petroleum province. The Government commissioned a study in April 1988 on Domestic Utilisation of Hydrocarbons in which the potential uses of natural gas were brainstormed. All possibilities were screened from large to small, but all required significant investment, infrastructure and markets of one kind or another. At that time Placer, a mining company leading the Porgera Joint Venture, was preparing the Porgera Gold Mine in Enga Province for development for which it had significant energy requirements. The mine site is located at an altitude of between 2,200 and 2,700 metres some 690 kms from the port city of Lae.
The prospect of hauling fuel for the mine by road taking three days to get to the mine site from Lae was
not only daunting, but likely to be very expensive. The notion of using Hides gas to fuel gas turbine-driven electrical generation for the mine thus seemed quite sensible. The opportunity to generate electricity within the Highlands for residential and commercial use was limited as the Ramu hydroelectric system was already in place and amply supplying the Highlands region. However, a power requirement was defined for Porgera that might represent a commercial opportunity were the sales price of the gas supply to be acceptable to both producer and buyer. Gas could be produced form the Hides gas field, conditioned to remove natural gas liquids, and fed to a gas turbine-driven generators and
then electricity fed down a 75 kms transmission line to the Porgera mine. After extensive negotiations between BP, the operator of the Hides gas field, and Placer, a price for the gas supply was agreed that was sufficient to warrant development and completion of the two wells. At the very best, a small scale development of the Hides gas field would only enable BP and its 5% partner Oil Search to recoup development costs and a portion of their exploration expenses. The scheme involved a 7.1 kms 4-inch gas pipeline descending from the two wells atop the Hides Mountain from an elevation of 2,361 metres to a gas processing plant located in the Nogoli valley at 1,200 metres. There the gas was to
be conditioned to sales specification removing water and sediment and extracting the natural gas liquids, which were distilled into naphtha, diesel and residuum. Production was designed for 15 MMSCFD gas day and 300 barrels per day of liquid products. The gas was supplied directly to a 65 MW power plant owned and operated by the Porgera Joint Venture. Gas production started in December 1991.
At such a low rate of production, only 60 billion standard cubic feet (BCF) of gas would be produced during the first eleven years of the gas supply contract, less than 0.1% of the total gas resources of the field. The key benefits of the Hides Gas Project were that it provided Papua New Guinea’s first domestic hydrocarbon production; it obviated the need to import and transport at great expense vast quantities of diesel fuel to the Porgera mine site; and perhaps most importantly it provided tenure to BP and Oil Search over their discovery of the Hides gas field by virtue of the 25-year term of their Petroleum Development Licence No 1. More than this it showed to the petroleum industry that commercial petroleum development was possible in the newly-independent Papua New Guinea. This would pave the way for much greater investment in decades to come, but more immediately it gave confidence and faith in the Government to the those companies who had tenure over the Iagifu and Hedinia oil discoveries that they wished to develop.
Once it was realised that the petroleum pools of the Iagifu and Hedinia anticlines were connected, and perhaps so as to avoid the mouthful of the name Iagifu-Hedinia oil field, and due to their proximity to Lake Kutubu with the Moro base camp sited right next to the lake, the name Kutubu Project was adopted for the Chevron development of the Iagifu-Hedinia and adjacent Agogo and Usano oil fields.
Figure 14: Issue 2, 1993 of the Petroleum Gazette featured the Kutubu Project, after the Australian Petroleum Institute.
Figure 15: The Kutubu Marine Terminal with the platform in the foreground and the SPM in the background with a tanker loading and workboat in attendance, after Chevron.
Figure 16: Cover of the book by Frank Rickwood: The Kutubu Discovery, 1992.
128,000 BOPD, up to 42,000 barrels of water per day (though in actuality water production has been subdued throughout the production life) and up to 144 MMSCFD gas. Associated gas was to be used for fuel, and within one year of commencement, any surplus gas was to be re-injected. An initial 300,000 barrels of crude oil storage were to be installed at the field which would feed crude oil production under gravity down a 273 km long 20-inch buried export pipeline to a marine terminal 40 kms off the mouth of the Kikori River. The marine terminal consisted of a simple four-legged jacket platform accommodating pressure reduction, < Page 22
Chevron applied for a Petroleum Development Licence in May 1990 and on 10th December of that year they received Petroleum Development Licence No. 2 over twelve graticular blocks (one block is 5 minute latitude
by 5 minutes longitude). A truly frantic period of construction ensued. The licence required the drilling and completion of 16-24 production wells; 3-6 gas injection wells; and between 1-7 water injection wells. Oil was to be produced from not only the Toro Sandstone reservoir, but also from the late Jurassic Digimu reservoir. Associated gas, of which there was plenty, was to be the subject of reinjection into the gas cap of the reservoirs to act as semi-miscible flood, maintain reservoir pressure and conserve that gas for later production one day. The production facilities were designed to handle no less than
< Page 24
control valves, and custody metering and a Single Point Mooring buoy at which export tankers would periodically moor to offtake crude oil production. Associated with the development was the installation and development of critical infrastructure comprised of a 1,700 meter airstrip; an access road 110 kms long from Poroma to Moro and 20 kms of infield roads; and a 1,500 bopd infield refinery.
As the field had been discovered and appraised solely by helicopter supported operations, there was initially no access to the field other than by air. The initial access strategy was for the small existing airstrip at Moro to be re-oriented, including the removal of a hill adjacent to Lake Kutubu, and the resulting new airstrip to be used to fly people, equipment and supplies into Moro. From there, there would be road access into the field areas. For the massive equipment requirements, three Lockheed C-130 Hercules aircraft were engaged flying up to six flights per day between Nadzab airfield, near Lae. Quite elegantly, the mini-refinery was to be constructed early-on in project development to allow these aircraft to be fuelled from locally projectproduced jet fuel. Later the road to Poroma was opened.
On 3rd July 1992 the Japanese tanker Ten-ei Maru sailed from Papua New Guinea with 450,000 barrels of Kutubu light crude oil. The following year oil production peaked at an instantaneous rate of just short of 150,000 bopd. The intricacy of loading marine crude tankers from limited field production tanks meant that the Kutubu export pipeline was surged with pumps and flow enhancing chemicals to load the tankers as quickly as possible less the terminal created an awkward and expensive queue of crude tankers.
The Kutubu exploration story is nicely related by Frank Rickwood, former Chairman of Oil Search Ltd, who produced a book, The Kutubu Discovery in 1992 to celebrate the launch of Papua New Guinea’s first commercial oil production.
Whilst I have talked specifically about the first two projects that produced oil and gas, the Kutubu and Hides Projects respectively, many
other parts of Papua New Guinea were explored in what could only be regarded as somewhat of a petroleum exploration frenzy by a wide selection of international and regional oil and gas companies. In the aftermath of the Iagifu discovery in 1986, Papua New Guinea became a real hotspot for oil exploration.
In other exploration campaigns, the International Petroleum Company found gas in the Pandora
A 1-X well in the Gulf of Papua in a Miocene reef, first identified by Shell in their Coral Sea seismic survey many years earlier. And onshore, spurred by the Kutubu discoveries, a junior explorer, Command Petroleum, found oil at the SE Gobe
1 well and rapidly appraised it with the SE Gobe 2 well. The SE Gobe oilfield was along trend south east of the Kutubu fields.
Would more oil be found or would more gas be found in years to come, or both? Certainly, discovery only comes about by exploration and quintessentially drilling of valid petroleum prospects. If you do not drill, you certainly do not find it. As much as brilliant geophysicists may hypothesise the presence of moveable hydrocarbons in subterranean reservoir strata, discovery can only be really declared when oil and/or gas flows to surface sustainably though a well drilled into the reservoir.
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By: JIMBO GULLE
Papua New Guinea (PNG) marks half a century of independence this year, a journey defined by cultural resilience, political milestones, and the transformation of its resource-driven economy.
From shedding colonial rule in 1975 to emerging as a strategic player in regional diplomacy and climate advocacy, PNG’s story is a tapestry of triumphs and challenges that continue to shape its future. Let’s look at these national milestones set in the last five decades:
On 15 September 1975, PNG adopted a home-grown Constitution that enshrined democratic governance, human rights, and cultural preservation.
A day later, on 16 September, the nation won full sovereignty from Australia under the leadership of Grand Chief Sir Michael Somare, its first Prime Minister and a unifying figure among more than 800 language groups.
In 1977, PNG held its inaugural national elections, empowering citizens to shape their own Parliament despite the logistical hurdles of rugged terrain and dispersed communities.
Mere weeks after independence, on 10 October 1975, PNG joined the United Nations (UN), launching its diplomatic presence and amplifying Pacific voices on development, peace, and environmental protection.
The late 1970s and 1980s heralded PNG’s first resource boom. The Bougainville mine, operational since 1972, became the country’s leading copper and gold producer, though landowner disputes and civil unrest led to its 1989 closure. In 1984, the Ok Tedi mine opened in Western Province, diversifying PNG’s mineral portfolio.
The 1990s saw a pivot to petroleum with the Kutubu and Gobe oil fields, while the turn of the century brought financial sector reforms: the privatization of Papua New Guinea Banking Corporation and the rise of
Bank South Pacific bolstered economic stability.
The 2004 Napa Napa oil refinery near Port Moresby marked PNG’s entry into downstream processing, and initial moves to privatize PNG Power Limited aimed to modernize the national grid.
The PNG LNG Project in 2014 was a watershed moment—ExxonMobil’s multi-billion-dollar investment turned the nation into a major gas exporter.
More recently, the Porgera gold mine reopened in 2023 with majority local ownership, and the Wafi-Golpu copper-gold venture promises another long-term revenue stream.
The late 1980s brought turbulence: the Bougainville Crisis erupted over demands for autonomy and fair resource sharing. Its resolution—the Bougainville Peace Agreement of 2001—granted greater self-rule and set the stage for a future referendum, showcasing PNG’s capacity for peaceful reconciliation.
In the 2000s and 2010s, PNG strengthened its institutions. The Independent Commission Against Corruption (ICAC) was established
to tackle graft, while Prime Minister James Marape’s decentralization efforts increased resource allocation to districts and provinces.
Parallel investments in human development soared. Free education policies rolled out in the 2010s improved literacy rates, while expanded healthcare programs bolstered maternal and rural health. These initiatives underscored PNG’s commitment to lifting every citizen.
Facing the frontlines of climate change, PNG has championed regional sustainability. In the 2020s, it emerged as a vocal advocate for biodiversity and green development.
A historic visit by UN SecretaryGeneral António Guterres in 2025 will celebrate PNG’s environmental stewardship and highlight links between conservation and community well-being.
Simultaneously, tourism and cultural identity have taken center stage. Under the Golden Jubilee theme, “Celebrating 50 Years of Tourism – Honouring Our Past, Transforming Our Future,” the Bird of Page 30 >
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Paradise and Southern Cross adorn the anniversary logo. Investments in eco-tourism and cultural festivals not only fuel local economies but also honor PNG’s ancestral heritage.
While mining and energy have historically driven PNG’s growth, recent decades have spurred diversification:
- Special Economic Zones (SEZ) policy to attract manufacturing, agriculture, fisheries, and tech investments
- The Bank of Papua New Guinea’s Green Finance Centre, funding renewable energy and sustainable agriculture projects
- Regional expansion of conglomerates like Steamships Trading Company and Remington Group into Lae and Mount Hagen These moves aim to reduce reliance on extractives, create jobs, and foster resilience against commodity price swings.
Earlier this year, New Zealand Prime Minister Christopher Luxon’s visit underscored PNG’s pivotal role in Pacific unity. Strategic partnerships with Australia, China, Japan, and India have deepened through trade agreements, infrastructure projects, and development programs.
The Golden Jubilee itself—branded “Stronger Together, Growing the Future”—features cultural festivals, youth-led innovation challenges, a national prayer day, and global investment forums. Inspired by the biblical Jubilee (Leviticus 25:10), events emphasize renewal, justice, and collective prosperity.
As PNG commemorates 50 years of independence, its journey offers both inspiration and a roadmap. Democratic institutions have matured, peace has healed old wounds, and economic progress has lifted communities—yet challenges remain. Environmental sustainability, equitable resource sharing, and diversified growth will define PNG’s path forward.
Papua New Guinea at fifty stands as a testament to unity in diversity, a nation forging its destiny with cultural pride and entrepreneurial spirit. The coming decades beckon with promise: a resilient PNG, stronger together, ready to grow its future.
We in PNG Business News congratulate the nation on this landmark anniversary. We are thankful to be a small part of chronicling the country’s strides since 2019, and we join all Papua New Guineans in declaring liberty throughout the land and moving forward with hope. We pray for wisdom, unity, and courage for all as we enter the next 50 years. Mekim yumi stap wantaim. Mekim yumi go het wantaim -- Let’s be together. Let’s move forward together.
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By: ROSELYN EREHE
Where would Papua New Guinea be without the resources sector?”
That powerful question, posed by Ruth Waram, curator of the PNG Resources Golden Exhibition, set the tone for an evening of reflection, pride and aspiration.
Held at APEC Haus in Port Moresby, the formal opening brought together dignitaries, industry leaders, landowners and government officials to celebrate 50 years of independence— and the profound legacy of the resource sector in shaping the nation’s journey.
The Golden Exhibition serves as a collective reflection on how the extractive industries have defined Papua New Guinea’s past and continue to shape its future.
Its contributions span far beyond gold, gas and oil—touching lives through education, infrastructure, sports, health and national pride. The sector is not only a cornerstone of economic growth but a wellspring of personal stories that resonate with thousands of Papua New Guineans.
“We all have stories of how this industry has impacted our lives,” Waram said. “This Expo reminds us that behind every pipeline, mine shaft or offshore platform are human stories—of families supported, careers built and futures made possible.”
Representing Deputy Prime Minister John Rosso, Finance Minister Thomas
Opa delivered the keynote address, underscoring the central role of resources in the nation’s development.
“This Expo commemorates 50 years of independence and celebrates the extraordinary journey of our nation’s resource sector,” he said.
“The theme, ‘PNG Resources: Building PNG, 1975–2025 and Beyond’, is timely and inspiring. It reminds us that the mining, petroleum and energy sectors have been, and will remain, the pillars of our nation’s economic growth and development.”
Minister Opa reflected on major projects such as Ok Tedi, Porgera, Lihir, Kainantu, Hidden Valley, and the PNG LNG project, all of which have fuelled government revenues and sustained essential public services.
Sharing a personal anecdote, he recalled how his uncle’s job with Chevron New Guinea helped pay for his education—a familiar story for many Papua New Guineans.
“Every fortnight, I’m responsible for finding nearly K250 million to pay our public servants. That’s over K7.5 billion annually—and a significant portion of that comes from our extractive industries. Without them, we wouldn’t be able to fund our schools, hospitals or roads,” he stated.
Minister Opa also acknowledged projects such as Panguna, which once contributed nearly 45% of PNG’s export revenue, and the now fully nationally
owned Ok Tedi, which continues to deliver direct community benefits. Yet, while the expo celebrates the past, he emphasised the importance of looking ahead.
“Our challenge is to ensure that our resource sector remains strong, competitive and sustainable for the next 50 years and beyond. We must foster innovation, invest in renewable energy and uphold the highest standards of governance and environmental responsibility,” he urged.
He reiterated the government’s commitment to building a stable policy environment that supports responsible investment and deeper collaboration among government, industry and landowners.
“The true wealth of PNG is not only in our gold, oil and gas, but in the support and determination of our people,” he added.
“We want people to leave this Expo inspired,” Waram said. “We have so many untold stories of impact—stories that speak to the difference this sector has made in everyday life.”
By:ROSELYN EREHE
Papua New Guinea Resources Week celebrated the country’s legacy, progress, and future in the resource sector.
Hosted by the PNG Chamber of Resources and Energy (PNGCORE), the event brought together more than 1,000 delegates from government, industry, and communities. The week-long program began with the Community Affairs and National Content Conference and Exhibition (CANCONEX), held from 28 to 30 July, and concluded with the flagship PNG Resources Summit on 31 July at APEC Haus.
The opening day featured a keynote address by the Prime Minister, who reflected on the pivotal role of the extractive industries—mining, petroleum, and energy—in shaping Papua New Guinea’s development since independence.
“Today we looked back on the journey of a key sector in our country – the extractive sector. Mining, petroleum, and energy have been the driving force of our economy and will continue to do so into the future,” Marape said.
He highlighted the sector’s contributions to infrastructure, education, healthcare, and improved livelihoods across the country. His core message was that PNG’s future depended on inclusive growth, equitable partnerships, and shared prosperity.
PNGCORE President Anthony Smaré echoed the Prime Minister’s sentiments and opened the event by celebrating the success of landowner companies, or LandCos, over the past 50 years.
“The rise of PNG LandCos has been one of the greatest success stories of the last 50 years. Some of PNG’s best-run and most successful companies are LandCos—providing international-standard services to global icons, yet owned by thousands of our landowners and delivering benefits to grassroots families, communities, and the country,” Smaré said.
He also encouraged delegates to
share their stories and celebrate those achievements. Prominent LandCos present at the event included Trans Wonderland Limited (TWL) Group, Turra Holdings, KutMor Limited, and Fubilan Catering Services.
The CANCONEX 2025 exhibition brought together more than 70 companies and organisations from the mining, petroleum, energy, logistics, finance, education, and government sectors. The exhibitions fostered meaningful conversations, challenged existing norms, and showcased the evolving landscape of PNG’s resource industry.
Themed “50 Years of Resources Building PNG Communities,” Resources Week highlighted how the sector had played a pivotal role in national development.
Day 1 attracted over 800 delegates to APEC Haus, where they gathered to honour the sector’s legacy and envision its future. The atmosphere was one of reflection, pride, and collective ambition.
Throughout the day, sessions spotlighted the achievements of
LandCos and the positive impacts of local content initiatives. Key speakers from Santos, Trans Wonderland Ltd, and the PNG Mining & Petroleum Hospitality Services Training and Development Division shared powerful stories of empowerment, business growth, and community upliftment. Topics ranged from workforce training and SME development to security and sustainability in resource operations.
Breakout sessions under the CANCONEX banner focused on National Content, Community Investment, and Security in Resource Development, with strong engagement across all panels.
The energy and participation on Day 1 underscored a unified vision: that localisation, strong partnerships, and sustainable development were central to PNG’s continued growth.
PNG Resources Week 2025 began with strength and purpose, setting the stage for a future where the resource sector continues to build communities and shape the nation’s next 50 years.
Prime Minister James Marape has described the official visit of New Zealand Prime Minister Christopher Luxon as a “historic and defining moment” in bilateral relations, reaffirming a shared commitment to peace, prosperity and Pacific solidarity.
The visit, from 4 to 6 August, marked a milestone in Papua New Guinea’s diplomatic history as Mr Luxon became the first New Zealand leader — and only the second foreign leader after Australia’s Anthony Albanese in 2023 — to address the National Parliament.
Welcoming his counterpart and delegation to Parliament House in Waigani, Marape called the visit a “powerful reaffirmation of a friendship rooted in integrity, trust and shared Pacific values.”
“This day, we do not just welcome a neighbour — we welcome a family member,” he said. “New Zealand stood with us in 1975 when we gained Independence and has walked alongside us for the last 50 years. This visit renews that vow of partnership and positions us to move forward together for the next 50 years.”
Marape paid tribute to New Zealand’s role in PNG’s nation-building — from helping form the civil service, health and education systems to its peace-building role during the Bougainville Crisis and support after the 2001 Bougainville Peace Agreement.
This year, the two countries launched the Papua New Guinea–New Zealand Statement of Partnership 2025–2029, a strategic framework built on five pillars: political and regional collaboration; economic and trade engagement; education and labour mobility; peace and security, particularly in Bougainville; and climate action and environmental resilience.
“This partnership is not built on aid or handouts,” Marape said. “It is built on mutual respect and a shared vision for transforming lives, uplifting communities and creating opportunity for the next generation.”
DELIVERING ON SHARED AMBITIONS
Bilateral talks between the leaders focused on initiatives aligned with PNG’s 50-year development vision, including:
• Expanding New Zealand’s Recognised Seasonal Employer (RSE) scheme to take in over 10,000 Papua New Guinean workers, with skilled labour pathways.
• Increasing New Zealand business investment in agriculture, infrastructure and energy in PNG.
• Boosting vocational training and youth employment.
• Supporting peaceful dialogue and implementation of the Melanesian Agreement on Bougainville.
• Scaling up climate resilience projects and renewable energy cooperation. Thousands of New Zealanders currently live and work in PNG, while a growing Papua New Guinean diaspora contributes to New Zealand’s communities and economy. Marape said such people-to-people ties strengthened both nations.
“In a world of turbulence, we seek friends who lead not through might, but through right — and New Zealand is such a friend,” he said, underscoring the two nations’ role in the 2050 Strategy for the Blue Pacific Continent.
“We are committed to stand together — to protect our oceans, defend our democracies and ensure no Pacific child is left behind.”
BOUGAINVILLE PEACE: NZ’S ENDURING ROLE
Luxon’s visit came just weeks after the Burnham Consultations in Canterbury, hosted by New Zealand and moder-
ated by former governor-general Sir Jerry Mateparae, with United Nations support.
The talks advanced post-referendum dialogue between the Autonomous Bougainville Government and the PNG Government.
New Zealand, a signatory witness to the Bougainville Peace Agreement, has been a consistent peace partner since hosting the first Burnham talks in 1997, facilitating neutral dialogue and deploying an unarmed Truce Monitoring Group.
In June, both sides agreed to present the 2019 referendum results — alongside the moderator’s report and bipartisan committee findings — to the PNG Parliament, a step towards deciding Bougainville’s political future.
“New Zealand’s role as a neutral facilitator and peace partner remains indispensable,” Marape said. “Their commitment at Burnham reaffirms our shared dedication to a lasting, homegrown solution.”
The Luxon visit opens a historic sequence of engagements as PNG celebrates its 50th Independence Anniversary.
In early September, the country will host UN Secretary-General António Guterres for a four-day visit — the first by a UN chief in PNG’s history, and the longest stay anywhere in the Pacific.
He will address Parliament before the anniversary celebrations on 16 September, which are expected to draw
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leaders from across the Pacific and beyond.
“This marks a historic moment that recognises PNG’s growing role in regional peace, climate action and sustainable development,” Marape said.
The Prime Minister has called on citizens to embrace the anniversary year with unity: “We are privileged to live during this milestone year. Let us come together with one heart, one mind, one nation.”
The New Zealand Prime Minister also attended the New Zealand Economic Support Morning Tea on 6 August, where International Trade and Investment Minister Richard Maru thanked Wellington for its support of PNG’s small and medium-sized enterprises.
Through the Business Link Pacific (BLP) programme, New Zealand provides PNG businesses — particularly women-owned and rural enterprises — with advisory services, concessional loans and grants.
Maru noted that New Zealand had also funded major market upgrades in Gordons, Kimbe and Lae, which he said directly support informal vendors and SME operators.
“Markets are where most of our SMEs and mothers from the informal sector sell their products,” he said. “We want this to be replicated in the rest of the provinces and districts in the country to support our mothers and sisters.”
He outlined the PNG Government’s own commitment, which includes over K100 million annually for SME loans and new grant funding for the Women’s Microbank (Mama Bank).
The minister also announced a National Executive Council decision to offer competitive K100,000 grants to help SMEs export to overseas markets.
Mr Maru proposed anchoring the PNG–NZ relationship in a Comprehensive Economic Partnership Agreement to support SME growth, entrepreneurship and trade, while firmly stating that PNG would not join the PACER Plus agreement.
“We are a big island nation,” he said. “We have the resources, we have the population, we have our own issues and
our own national interest that must be catered for.”
In his Parliament address, Luxon paid tribute to PNG’s progress since Independence and affirmed New Zealand’s commitment to the shared Pacific vision.
He highlighted cooperation on climate change, renewable energy and labour mobility, and said the friendship was “anchored in trust, shared history and mutual respect.”
Marape, in closing the visit, stressed that the PNG–NZ partnership was “not just transactional — it is transformational.”
“Together, we are building something that transcends politics — a legacy of peace, purpose and Pacific partnership,” he said.
“May the bond between our peoples deepen. May the mountains of PNG and the shores of Aotearoa rise together. And may the next 50 years be a testament to what we can achieve — side by side, wantok to wantok,” Marape said.
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Prime Minister James Marape has announced that the National Government has received the preliminary findings of a major Cabinet-sanctioned review into Papua New Guinea’s development since Independence, with a focus on shaping the country’s future over the next two decades.
The 50-Year National Review Committee, chaired by former Deputy Prime Minister Charles Abel and deputised by Arthur Somare, presented its initial report to Marape and members of Cabinet on 28 July.
The review was initiated by the National Executive Council to take an honest and independent assessment of the country’s progress since 1975 and chart a constructive path forward.
“This review is not about apportioning blame or celebrating blindly,” Marape said. “It is about critically analysing how far we have come in 50 years — identifying our weaknesses, recognising our strengths, and setting out what must be done to move forward with clarity and purpose.”
The report examined key performance areas including:
• Human development indicators
• Macroeconomic trends
• Public service delivery
• Governance and institutional reform
• Youth demographics and social challenges
Data and statistics were sourced from credible institutions, including the National Research Institute (NRI) — which recently completed its own comprehensive PNG 1975–2025 Review — along with inputs from the Consultative Implementation and Monitoring Council (CIMC), UNDP, the Australian National University (ANU), and other local and international agencies.
“From 1975 to 2008, our economy grew below 1 percent annually while our population expanded by over 3 percent,” Marape noted. “This mismatch has contributed to the structural difficulties we face today — with half of our population under the age of 25. It is a wake-up call.”
The report further recommends priority areas for reform, including:
• Accelerating economic diversification
• Improving government efficiency and accountability
• Tackling corruption and lawlessness
• Investing in human capital and youth opportunities
The findings will feed directly into the Government’s current
development planning, particularly:
• The final five years of the National Strategic Plan 2010–2030
• The remaining 25 years of Vision 2050
• The operationalisation of the Medium-Term Development Plan IV (MTDP IV)
Marape reaffirmed that the review is being conducted at arm’s length from political interference, with the committee granted full
By: ROSELYN EREHE
Papua New Guinea and Australia marked four decades of business partnership at the 40th Australia–PNG Business Forum and Trade Expo, held from 23 to 25 June at the Stanley Hotel in Port Moresby.
The forum came at a key moment for PNG, which is preparing to celebrate 50 years of independence. More than 800 delegates from government, business and development sectors attended, discussing how the partnership can evolve in a world shaped by technology, climate challenges and shifting global markets.
With the theme “Securing the Future of Investments, ‘Stori Bilong Yumi’: From Shells to Artificial Intelligence,” the event looked at the journey of PNG-Australia ties and the road ahead.
Business Council of PNG President Susil Nelson-Kongoi opened the forum by reflecting on unity and shared purpose. Using PNG’s national bird as a metaphor, she said, “In order for the Kumul to display elegance, vitality and strength, like all birds, the strength of its wings must prevail.”
She warned against division and called for stronger collaboration.
“Where there is no partnership, the tribe divides,” she said, adding that lasting development depends on working together.
Nelson-Kongoi highlighted the growing PNG diaspora in Australia, now over 100,000 people, calling them “vital bilateral builders” who are already contributing to trade, tourism, logistics, and tech. She praised the launch of the Coral Sea Dialogue to include diaspora voices in shaping future policies.
< Page 40
independence to assess even the performance of his own government over the past six years.
“I have instructed the committee to be critical, to be honest, and to tell us what needs fixing — not just in my government, but in the previous two governments
She also raised security as a growing concern, calling for improved cyber defences, youth-focused jobs programmes and the creation of a Copyright and Cultural Rights Commission. “Markets must be protected if they are to prosper,” she said.
Rugby league, too, featured heavily in her speech. She described PNG’s push for an NRL (National Rugby League) franchise not just as a sporting move but as a national development project.
With over $300 million planned investment, it will support city planning, infrastructure, public transport, and national identity.
“Perhaps the most important part of the NRL initiative will inspire other sporting codes to initiate similar partnerships,” she said.
Across three days, sessions covered farming, value-adding industries, infrastructure, climate finance, and digital disruption.
Speakers from Trukai, Helping
under Sir Michael Somare and Peter O’Neill,” he said. “Not to criticise for the sake of it, but to allow us to correct course as we move forward.”
The final report will be submitted to Cabinet for consideration and then tabled in Parliament, ensuring that all elected leaders participate in shaping PNG’s next
Hand Honey, the Australian High Commission and local tech firms shared how rural innovation and responsible use of AI could drive inclusive growth.
One highlight was the Stan Joyce Jersey Session, where Australian Minister for the Pacific Pat Conroy joined NRL Bid CEO Andrew Hill, former NRL player David Mead and Gulf Isou CEO Carolyn Mom to talk about sport as a tool for unity, health, and jobs.
The final day focused on PNG’s resources sector. Executives from Ok Tedi, Kumul Petroleum, Santos PNG and TotalEnergies shared updates on major projects and stressed the need for clear policies and consistent regulation to attract long-term investment.
Australia PNG Business Council President Vaughan Mills closed the forum by reaffirming both countries’ commitment to a future based on mutual growth and respect.
20 years.
“We are not reinventing the wheel,” Prime Minister Marape added. “We are building on the foundation of Vision 2050, ensuring we are strategic, focused, and efficient — with an eye toward 2045, when the next generation of leaders can assess and prepare for life beyond 2050.”
By: ROSELYN EREHE
The Community Affairs and National Content Conference and Exhibition (CANCONEX) has again affirmed its role as a key pillar in Papua New Guinea’s pursuit of inclusive and sustainable development—transforming dialogue into commitment and commitment into national action shaped by the resources sector.
In his closing address at CANCONEX 2025, held at APEC Haus from 28 to 31 July, Richard Kassman, senior vice president of the PNG Chamber of Resources and Energy (PNG CORE), underscored the growing national consensus around inclusive, community-centred development in the resources industry.
The event brought together more than 1,400 delegates, 78 exhibitors and 60 speakers, representing governments, landowner leaders, regulators, civil society organisations, developers and the wider business community.
Kassman described the conference as a “purposeful and dynamic” platform with strategic importance for PNG’s national development.
“This great turnout and the depth of discussion goes to show a growing, shared commitment to meaningful partnership, inclusive participation, focusing on sustained growth, particularly for the communities whose lives and futures are most directly linked to the resource sector,” he said.
Kassman emphasised that CANCONEX is not a side event but a central space in PNG CORE’s programme, where landowners, impacted communities and industry stakeholders engage directly in shaping policy and practice.
“Let’s take a moment to reflect on what CANCONEX really means. This is more than just a segment of PNG CORE’s annual event programme. It is, in every sense, a space designed to bring our most important voices, the voices of landowners, provincial governments and impacted communities, into the heart of the national development agenda with the industry as the key partner-driver,” he said.
He acknowledged the participation of the Autonomous Bougainville Government and stressed the importance of mutual respect and inclusivity in
national unity and economic participation.
Highlighting personal stories shared during Resources Week, Kassman illustrated how national content policies translate into real outcomes. He cited the story of Terry Pandie, a janitor with Santos who, through the company’s education support programme, was able to send his daughter to university. He also shared the example of a multigenerational family connected to Trans Wonderland Limited.
“These stories are not isolated. They are the quiet, powerful legacy of a system that works. They are the real outcome of national content done right,” he said.
Companies such as KutMor Limited, Trans Wonderland Limited, PNG Mining and Petroleum Hospitality Services Ltd and Turra Holdings Limited were cited as examples of landowner businesses evolving into leaders and employers.
“More importantly, as Deloitte and PwC put it in today’s morning session: they are a family group business supporting families, clans and tribes as a social safety net,” he added.
Kassman also drew attention to PNG’s globally unique constitutional recognition of customary land ownership. “This is not a symbolic gesture. It is a living foundation that supports our communities and fuels our local economies,” he said.
He noted the long-term economic potential of the 2 percent development levy owed to landowners, estimating it could amount to billions of kina if invested wisely and transparently.
Six Strategic Takeaways, Three Urgent Priorities
Summarising the conference, Kassman outlined six strategic takeaways: Institutionalise frameworks like LOBID (Landowner Beneficiary Identification Database)
Scale community-based enterprise models through public-private partnerships
Improve transparency and accountability in managing development levies and benefits
Strengthen workforce development, especially for women and youth
Prioritise long-term employment
strategies to support intergenerational stability
Elevate CANCONEX as a central platform for shaping national content and community affairs
He also set out three immediate priorities for action: “First, we must continue to empower landowner-led enterprise development, giving communities the tools and trust they need to lead.”
“Second, we must ensure transparent and inclusive distribution of resource benefits, so no one is left behind. And third, we must think long-term and build systems that enable intergenerational transformation in education, employment and community growth,” he said.
National Content is the Nation’s Prize
Kassman stressed that national content is not a formality, but a powerful lever for building local capacity and delivering dignity.
“Let us remind ourselves that national content is not a box-ticking exercise. It is the single most powerful lever we have to build local capacity, retain value onshore and deliver dignity to our people,” he said.
“In the end, that is our real prize. Not the gold, gas or copper beneath the ground—but what we do with it to uplift those who live on the land above it.”
He encouraged participants to carry the momentum forward into upcoming events.
“Together, these three platforms, CANCONEX, the Legacy Awards and the Resources Summit, create a powerful arc of vision, reflection and action. Let us use them wisely,” he said.
“Let us walk forward together guided by courage, conviction and a commitment to build a stronger Papua New Guinea for generations to come.”
JPHL is the registered business arm of the 11 clans which own the land comprising PRL15 licensing area for the Papua LNG Upstream Project. Its goal is to ensure landowner communities benefit equitably from related commercial opportunities.
JPHL is the registered business arm of the 11 clans which own the land comprising PRL15 licensing area for the Papua LNG Upstream Project. Its goal is to ensure landowner communities benefit equitably from related commercial opportunities.
Our Mission: To become a leading “Community Representative Company” for citizens within the oil and gas resource project footprint and to expand the company within Papua New Guinea and internationally
Our Mission: To become a leading “Community Representative Company” for citizens within the oil and gas resource project footprint and to expand the company within Papua New Guinea and internationally
Our Vision: JPHL shall strive to achieve a reputation for excellence as the company owned and representing the PRL15 communities, and as an astute business in protecting and extending the investments of the Community Stakeholders
Our Vision: JPHL shall strive to achieve a reputation for excellence as the company owned and representing the PRL15 communities, and as an astute business in protecting and extending the investments of the Community Stakeholders
JPHL aspires to be the role model for representative landowner companies in PNG by working with resource operators to improve the wellbeing and livelihood of landowning communities in PNG.
To achieve this, JPHL has established Joint Ventures with experienced par tners who have a strong track record in PRL15 Through these ventures, JPHL aims to maximise landowner par ticipation and create lasting, generational change for the communities it represents
To achieve this, JPHL has established Joint Ventures with experienced par tners who have a strong track record in PRL15 Through these ventures, JPHL aims to maximise landowner par ticipation and create lasting, generational change for the communities it represents
JPHL aspires to be the role model for representative landowner companies in PNG by working with resource operators to improve the wellbeing and livelihood of landowning communities in PNG. Jerilai Pujari Field Services Limited
Jerilai Pujari Field Services Limited
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Commercial Catering
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Mr. Graham Leo General Manager jv.mgr@jpfsl.com
Mr. Graham Leo General Manager jv.mgr@jpfsl.com
Mr. Fintan Lalor General Manager | OMHL (Oilmin) fintan.lalor@oilmin.com
Mr. Fintan Lalor General Manager | OMHL (Oilmin) fintan.lalor@oilmin.com
Jerlilai Pujari Security Services
Static Guarding Secure Transport Electronic and Technology Solutions
Mr. Neil Petersen Director neil@gdsspng.com
Mr. Neil Petersen Director neil@gdsspng.com
Mr. Wemin Kapia CFO cfo@gdsspng.com
Mr. Wemin Kapia CFO cfo@gdsspng.com
Jerlilai Pujari Transport Limited
Fleet Management Equipment Hire
Workshop Services
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HPNGL/JPHL Limited Aviation Services
Mr. Nathan Herbert Projects Director nathan.herbert@paginigroup.com.pg
Mr. Nathan Herbert Projects Director nathan.herbert@paginigroup.com.pg
Andrew Johnston Group General Manager andrew.johnston@paginigroup.com.pg
Andrew Johnston
Group General Manager andrew.johnston@paginigroup.com.pg
Charter Ser vices Specialist Helicopter operations in all industries
Mr. Trevor Birney Executive Director (JPHL) ceo@jphl.com.pg
Mr. Trevor Birney Executive Director (JPHL) ceo@jphl.com.pg
Prime Minister James Marape hailed a landmark development in Papua New Guinea–United States relations following a historic first-ever bilateral meeting at the White House between a sitting Papua New Guinean Prime Minister and a US Vice President.
This milestone meeting, held during Prime Minister Marape’s official visit to Washington DC, took place at the White House with US Vice President J.D. Vance, signalling a significant elevation in bilateral ties between the two nations.
“This is the first time in 50 years that a Papua New Guinean Prime Minister has held a formal bilateral meeting at the White House,” Prime Minister Marape said.
“The engagement was warm, respectful, and constructive, demonstrating the United States’ sincere interest in strengthening its ties with Papua New Guinea.”
During the discussions, the Unit-
ed States Government confirmed it will send a high-level delegation to attend Papua New Guinea’s 50th Independence Anniversary celebrations in September 2025.
This delegation will be led by Deputy Secretary of State Christopher Landau, reflecting the importance the US places on its relationship with PNG.
Prime Minister Marape and Vice President Vance also discussed shared democratic values, mutual interests in the Indo-Pacific, and opportunities for expanded cooperation in trade, security, and economic development.
“The United States is the greatest democracy, the strongest free-market economy, and the leading Christian nation,” Prime Minister Marape said.
“Papua New Guinea, too, is a robust democracy, a free-market economy, and a nation founded on strong Christian values. These shared beliefs continue to guide our alignment on many regional and
global issues.”
He added that both governments had agreed to continue technical-level engagements to prepare for a potential full bilateral meeting between President Donald Trump and Prime Minister Marape later, when both the White House and Waigani are ready.
“Our officials will begin preparatory work on specific areas of bilateral cooperation, including trade, security, development, and investment,” he said.
“We hope to formalise this growing relationship through a future meeting between the President of the United States and the Prime Minister of Papua New Guinea.”
During the meeting, Prime Minister Marape also acknowledged and thanked major US companies operating in Papua New Guinea—ExxonMobil, Barrick Gold, Newmont Corporation, Hilton, Marriott, and others—for their long-standing contributions to the country’s economy.
Page 48 >
In a major step toward strengthening Papua New Guinea’s industrial base and economic self-reliance, Prime Minister James Marape has officially launched the $400 million Pacific Lime and Cement Project at Kido Village, describing it as a transformative milestone for the nation’s future.
Surrounded by landowners, local leaders and government officials, Marape said the investment would reshape the country’s construction and manufacturing landscape, reduce import dependency and empower local communities.
“This project is a significant investment that will provide a substantial boost to our economy and demonstrate our commitment to industrial development,” he said.
Developed by Pacific Lime and Cement (formerly Mayur Resources Ltd) and designated as part of a Special Economic Zone, the facility is expected to create over 1,000 direct and indirect jobs. It will produce quicklime and cement locally, replacing imported products, and contribute to public revenues through taxes and royalties.
“The project will create over 1,000 direct and indirect employment opportunities, replace imported materials with locally produced quicklime and cement, and contribute significantly to government revenues through taxes and royalties,” Marape said.
He also noted the project’s favourable location near key infrastructure and ports, allowing for efficient transport and export of materials across the country and the region.
Central Province Governor Rufina Peter welcomed the long-awaited initiative, calling it an example of
what’s possible through partnership and shared goals.
“This project demonstrates what can be achieved when all stakeholders work together with a shared vision and mutual respect,” she said.
Hiri-Koiari MP Kieth Iduhu also praised the launch, emphasising the shift it represents in PNG’s development trajectory.
“Today marks a pivotal step for Papua New Guinea’s economic development as we strive to transition from import dependency to local production and export capabilities,” he said.
The project has also drawn strong support from local landowners, whose cooperation and patience have been instrumental during the planning and development phases.
Pacific Lime and Cement Managing Director Paul Maulder expressed his appreciation, noting the depth of the relationship built with the Kido community.
“We are extremely privileged to have worked alongside the local land-
owners for the past decade, and their unwavering support and partnership have been instrumental in our success,” he said.
For families in and around Kido Village, the project represents more than just jobs. It is an opportunity for long-term development, education, skills training and a future anchored in local enterprise.
The Pacific Lime and Cement Project is part of the government’s broader strategy to build a diversified economy and unlock the potential of key industries beyond oil, gas and mining.
It joins a growing list of Special Economic Zone initiatives aimed at catalysing private investment, reducing reliance on imports and increasing domestic value-added production.
With support from national, provincial and local stakeholders, and with its promises of jobs, skills and revenue, the Pacific Lime and Cement Project is poised to become a cornerstone of PNG’s industrial future.
< Page 46
“I also took the opportunity to invite more US companies in manufacturing, agriculture, fisheries, and sustainable forestry to explore investment opportunities in Papua New Guinea,” he added.
“Our economy is open for busi -
ness, and we welcome responsible partners who share our vision for sustainable growth.”
The bilateral engagement caps off a series of high-level meetings during Prime Minister Marape’s visit to the United States, which included strategic dialogues with US defence, trade, and development agencies.
“This visit marks the beginning of a new era in PNG–US relations,”
Prime Minister Marape concluded.
“As we mark 50 years of Independence, we are repositioning ourselves on the global stage and fine-tuning our relationships with all partner nations — including this great United States of America.”
Prime Minister Hon. James Marape successfully concluded a high-level visit to Japan, marking a milestone in Papua New Guinea–Japan relations as both nations celebrate 50 years of diplomatic partnership.
The visit, which included key engagements in Osaka and Tokyo, showcased deepening cooperation in trade, investment, fisheries, energy, education and infrastructure — and reaffirmed Japan’s role as one of PNG’s most enduring and strategic partners.
On 22 July, Prime Minister Marape became the first Head of Government to formally congratulate the re-elected Prime Minister of Japan, His Excellency Shigeru Ishiba.
The two leaders met at the Japanese Prime Minister’s office in Tokyo for a highly productive bilateral dialogue centred on strengthening ties in trade, investment and development.
The leaders discussed the strategic direction of PNG–Japan relations for the next 50 years, reaffirming mutual respect and shared aspirations for peace, prosperity and regional cooperation.
The meeting built on the legacy of five decades of partnership with both Prime Ministers pledging to elevate economic and technical cooperation to a new level.
“It was a great honour to be the first national leader to personally congratulate Prime Minister Ishiba on his re-election. Japan is one of Papua New Guinea’s most trusted and enduring partners — a friend who stood with us before and after Independence,” said Prime Minister Marape.
Prime Minister Marape expressed PNG’s appreciation for Japan’s ongoing support, including:
• The proposed upgrade of Tokua Airport to a standard similar to Nadzab Tomodachi International Airport
• Continued investment in agriculture and fisheries
• A reaffirmed commitment to longterm economic cooperation
During the bilateral meeting, Prime Minister Marape proposed the establishment of a new framework to reset and elevate the economic relationship between the two countries.
He formally suggested a Comprehen-
sive Economic Partnership Agreement (CEPA) to govern trade and investment between PNG and Japan over the next 50 years.
“We proposed a fresh framework — a CEPA — that would institutionalise the next chapter of our bilateral relations,” PM Marape stated. “Our aim is to reset and expand trade, create more investment opportunities and improve market access.”
Prime Minister Marape noted that while Papua New Guinea exported more than K6 billion worth of goods to Japan last year, imports from Japan totalled less than K1 billion — highlighting a significant trade imbalance in PNG’s favour. Japan currently purchases approximately 40% of PNG’s LNG, 51% of its minerals and over 50% of its seafood exports.
“The Japanese Prime Minister asked us to continue supplying minerals, energy and food — with a particular interest in rice,” PM Marape said. “We also proposed a tariff-free trade arrangement with Japan. Our respective officials will now begin reviewing these proposals ahead of formalising a longterm agreement.
“We are grateful for Japan’s consistent partnership — from infrastructure to education, fisheries to finance. Our talks were frank, forward-looking and built on the mutual belief that we can achieve more by working together,” he added.
In addition to high-level government meetings, Prime Minister Marape also met with leading
Japanese private sector stakeholders across agriculture, manufacturing, forestry, banking and mining, reinforcing Papua New Guinea’s position as an attractive investment destination.
“We are opening our doors wide to Japanese investors — not just in resources but in agriculture, tourism and clean energy. Our reforms are creating a more stable and transparent environment for long-term partnerships,” he said.
Japan has remained a consistent partner to Papua New Guinea since the opening of its JICA office in 1974 and the formalisation of diplomatic ties in 1975. Japan’s bilateral investment has exceeded K6 billion with ongoing trade in minerals (notably from Ok Tedi), liquefied natural gas, cocoa, coffee and up to 30% of PNG’s seafood exports.
In Osaka, Prime Minister Marape officiated Papua New Guinea National Day at the 2025 World Expo, commemorating 50 years of PNG–Japan diplomatic ties. He called for enhanced collaboration in innovation, tourism, cultural exchange and sustainable development while showcasing PNG’s cultural identity and emerging economy.
“This Expo is more than an exhibition — it’s a platform to show the world who we are and the values we stand for. Japan has given us this wonderful opportunity and we are here to strengthen a friendship that has lasted half a century,” he said.
< Page 50
In Tokyo, Prime Minister Marape held several key bilateral meetings:
• Japan Bank for International Cooperation (JBIC) reaffirmed its commitment to renew its Memorandum of Understanding with PNG by Independence Day (16 September), enabling resumed investment cooperation in major resource projects
• ENEOS Xplora Inc., a major LNG stakeholder, was invited to partner with Kumul Petroleum and Kumul Minerals to expand energy collaboration
• JOGMEC (Japan Organisation for Metals and Energy Security) was encouraged to support clean energy and battery technology investments in PNG
“These engagements are part of our broader economic transformation. We want Japanese companies to be at the forefront of new investment in PNG — from LNG and gold to battery tech and carbon-free energy,” said PM Marape.
Multiple fisheries agreements and investments were announced during the visit:
• A K111 million fisheries development project in Kavieng, with K92 million from JICA and K20 million from PNG’s National Fisheries Authority (NFA)
• JICA pledged another K92 million for the redevelopment of the National Fisheries College, including a new research and surveillance vessel
• Mr Kiyoshi Kimura, Japan’s famed “Tuna King” and head of Kiyomura Corporation, expressed interest in investing in PNG’s seafood value chain — including cold storage, onshore processing and a distribution hub in Japan
“Our fisheries sector is poised for transformation. These new partnerships — from college upgrades to private investment — will help us build a world-class seafood industry,” said Prime Minister Marape.
Speaking at the PNG Mining Seminar in Tokyo, themed “Investing in Impact”, Prime Minister Marape assured Japanese investors that PNG offers a
stable, resource-rich and democratic business environment with a strong track record of delivering on international contracts.
He highlighted opportunities in:
• Wafi-Golpu and Frieda River mines
• Long-term copper and gold production at Ok Tedi
• Renewable energy, clean technology and agriculture
“We’ve never failed to deliver on our mining and energy contracts — and we never will. PNG is a trusted partner, and our resources will be there for the long haul,” he said.
only celebrated 50 years of PNG–Ja
pan relations but also charted the course for the next 50 years of collaboration.
With over K6 billion in past investments, rising trade volumes and expanding people-to-people ties, Japan remains a foundational partner in PNG’s journey toward becoming a K200 billion economy by 2030.
“Our partnership with Japan is built on trust and mutual respect. As we celebrate 50 years of friendship, we are planting seeds for the next 50 years — a future of prosperity, sustainability
Economic growth in Pacific Island nations is expected to hold steady this year but slow slightly in 2026, according to the Asian Development Bank’s latest Asian Development Outlook (ADO) released 23 July 2025.
The ADB maintained its 2025 growth projection for the Pacific at 3.9 percent, while the 2026 forecast has been adjusted downward to 3.5 percent.
The moderation reflects persistent challenges across the subregion, including limited capacity to scale up tourism, constraints in implementing public infrastructure, vulnerability to disasters, fiscal pressures and a high risk of debt distress.
The outlook is heavily influenced by Papua New Guinea and Fiji, the Pacific’s two largest economies. Growth forecasts for both countries remain unchanged.
Inflation across the Pacific is expect
diverging movements among smaller island states.
In FY2025, inflation is projected to be lower in Samoa, while Palau and the Marshall Islands are expected to see higher inflation due to domestic price trends.
For FY2026, inflation is forecast to rise in Palau, while Samoa and the Marshall Islands may see lower rates.
ADB cautioned that volatile fuel prices, geopolitical tensions and supply chain disruptions remain key risks that could complicate inflation management across the Pacific.
The Pacific’s growth outlook contrasts with broader trends across developing Asia, where the ADB has cut regional growth forecasts due to rising global trade tensions, US tariffs and weakening demand from major economies such as China and India.
Still, the ADB urged governments
Adelegation from Papua New Guinea’s Global Green Growth Institute (GGGI), Department of Works and Highways (DoWH) and Climate Change and Development Authority (CCDA) visited Aotearoa New Zealand from 23 to 30 August 2025 to learn more about climate-resilient infrastructure.
The learning exchange programme came as Papua New Guinea (PNG) marked 50 years of independence on 16 September.
Improving road transport is a priority for Papua New Guinea’s economic growth and development, with limited road connections outside the main cities of Port Moresby and Lae.
Many of the country’s roads are exposed to climate-related hazards such as flooding, landslides, and sea-level rise. Overall, PNG is ranked 89th out of 139 for infrastructure in the World Bank’s Logistics Performance Index.
This visit is part of the Infrastructure for Resilient Island States programme, a global initiative funded by the Coalition for Disaster Resilient Infrastructure.
The IRIS PNG programme is implemented by GGGI and DoWH with support from GHD, a global professional services company.
During their visit to New Zealand, PNG officials learned from NZ Transport Agency Waka Kotahi, councils, the National Emergency Management Agency and mana whenua (Maori tribal rights and authority) about how climate risk and resilience are embedded in infrastructure planning and investment.
The delegation visited Waikato region, including learning about the recovery from Cyclone Gabrielle to gather practical insights to help them implement PNG’s recently developed Climate Change Risk and Vulnerability Assessment Framework.
Kenneth Yamu, DoWH ESG Assistant Secretary says, “Our team comprised of DoWH, CCDA, TSSP and GGGI travelled to New Zealand for the South-South Exchange and Knowledge Exchange with town councils to visit climate resilient project sites to learn and integrate climate resilience into road infrastructure development in PNG.”
“We want to see the DoWH construct climate resilient infrastructure by 2030 that can withstand the extreme weather patterns. This will require teamwork by improving knowledge and skills for our technical staff in DoWH to make collective and inclusive decisions that will benefit our people.
Muhammad Ali Shaikh, Country Representative of GGGI PNG, says, “This exchange offers Papua New Guinea a valuable opportunity to learn directly from New Zealand’s experience in embedding climate resilience into infrastructure systems.”
“As we prepare to mark 50 years of independence, strengthening our road networks and transport systems against climate risks is not just a technical necessity but a foundation for sustainable economic growth and community well-being.”
“The lessons from New Zealand will help us apply our Climate Change Risk and Vulnerability Assessment Framework in a way that is practical, inclusive, and scalable across Papua New Guinea.”
Stephen Douglass, GHD Market Lead Environment and Communities for NZ Pacific, says, “The learning exchange presented how New Zealand manages interconnected climate risks — a direct analogue for the challenges facing Papua New Guinea.”
“It focused on community development and sits within a wider programme to build capacity for climate-resilient, context-appropriate infrastructure prioritisation, delivering lasting community benefits directly transferable to Papua New Guinea.
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The Global Green Growth Institute (GGGI) was founded as a treaty-based international, inter-governmental organisation in 2012 at the United Nations Conference on Sustainable Development.
GGGI supports its Member States in transitioning their economies toward a green growth model that simultaneously achieves poverty reduction, social inclusion, environmental sustainability, and economic growth.
With 49 Member States and 29 Partner countries and regional integration organisations in the process of accession, GGGI delivers programs and projects in over 51 countries.
These initiatives encompass developing innovative green growth solutions, technical support, capacity building, policy planning and implementation, and assistance in building a pipeline of bankable green investment projects, project financing, investments, and knowledge sharing.
GGGI’s work contributes to its Member States’ efforts to fulfill the Sustainable Development Goals and the Nationally Determined Contributions to the Paris Agreement.
Prime Minister Hon. James Marape has reiterated Papua New Guinea’s unwavering commitment to macroeconomic stability, fiscal reform, and debt sustainability during a high-level meeting with the International Monetary Fund (IMF) in Washington, DC on 11 July.
The meeting was held at the IMF Headquarters with Deputy Managing Director Mr Bo Li, who directly oversees Papua New Guinea’s economic programme within the Fund.
The Prime Minister was warmly welcomed by Mr Li and his senior economic advisory team, underscoring the close relationship between Papua New Guinea and the IMF.
The discussion was described as open, constructive, and far-reaching, with both parties reaffirming their shared commitment to advancing PNG’s economic transformation.
Speaking after the meeting, Prime Minister Marape emphasised that the engagement with the IMF was a deliberate and considered policy decision taken by his government in 2019, shortly after assuming office.
“We made a conscious decision to invite the IMF back into Papua New Guinea after years of ad hoc and unsustainable fiscal practices,” Prime Minister Marape said.
“Our goal has always been to place the country on a disciplined and transparent economic path, reduce reliance on commercial loans, and align ourselves with credible multilateral institutions that promote good governance and long-term development.”
He noted that, unlike previous reliance on high-interest commercial loans and short-term financing arrangements, the partnership with the IMF, World Bank and Asian Development Bank is based on mutual respect and shared responsibility.
These institutions, the Prime Minister said, are not peripheral advisers but internationally mandated agencies with a proven track record of supporting economic reform globally.
The meeting acknowledged the
significant strides made by Papua New Guinea since 2020 in implementing a comprehensive home-grown reform agenda.
Central to this agenda is a 33-point reform programme initiated by the Government with input and support from the Treasury, Bank of Papua New Guinea, and the IMF.
The Prime Minister confirmed that most of the reforms have been successfully implemented, with only a few remaining outstanding. He assured Mr Li that these would be addressed in the coming months.
“Papua New Guinea’s reform journey is not dictated by the IMF. These are reforms we initiated ourselves, recognising that our economy needed structural change,” said Prime Minister Marape.
“These reforms are not only necessary—they are urgent. We must take ownership of our future and lay a foundation for the next 50 years.”
The Prime Minister reiterated his government’s firm commitment to achieving a balanced national budget by 2027.
He said that from 2028, PNG will embark on an aggressive debt repayment path, anchored by the implementation of the Sovereign Wealth Fund, which is expected to be fully operational by that time.
“If we stick to our fiscal consolidation path, eliminate wastage, and grow our revenue base, we will be in a position to repay our debts and reduce
our debt-to-GDP ratio to sustainable levels—targeting 30 percent or lower,” Prime Minister Marape stated.
He highlighted that by 2033, the government aims to eliminate all public debt accumulated since Independence in 1975, marking a historic milestone for the country.
According to IMF projections shared during the meeting, Papua New Guinea’s economy is expected to grow by 4.7 percent in 2025, a rate higher than the global average (3.7 percent) and outperforming the majority of Pacific Island Forum and ASEAN economies.
The IMF attributed this growth to prudent fiscal management, the recovery of non-resource sectors, and consistent reform momentum.
Prime Minister Marape noted that the country has experienced four consecutive years of non-resource sector growth—driven by agriculture, fisheries, forestry, and small-scale enterprise—proving that the economy is beginning to diversify beyond extractive industries.
“For the first time in our post-Independence history, we are seeing consistent growth from sectors that benefit our rural population. This is no accident—it is the result of targeted investment and reform,” the Prime Minister said.
In the meeting, Prime Minister Marape also pitched new areas of IMF
By: ROSELYN EREHE
Papua New Guinea’s aviation sector is set for a sweeping transformation, with Aviation Minister Wake Goi announcing multi-billion Kina investments to modernise airports and expand their role as economic drivers.
Goi said the redevelopment programme will focus on five priorities: runway expansions, aircraft parking bays, infrastructure upgrades, terminal modernisation and the creation of a commercial “Airport City” precinct.
A central priority is the expansion of Jacksons International Airport’s runways. Goi confirmed that two additional runways will be built alongside the existing one to ensure uninterrupted flight operations.
“The need for additional runways was highlighted by a recent incident involving a Boeing 737 that experienced a tyre issue upon landing,” he explained.
The runway project, valued at 200 to 300 million Kina (USD 48–72 million), will be open to bidders. Similar upgrades are also planned for airports including Mount Hagen to accommodate larger aircraft.
The extension of aircraft parking bays represents one of the largest investments, with bidding estimated at 1 to 1.5 billion Kina (USD 240–360 million).
< Page 58
technical assistance, including support for:
• Establishing AI-driven digital platforms for public procurement and public service recruitment, aimed at strengthening transparency and merit-based selection;
• Expanding renewable energy generation through hydro, geothermal and solar technologies;
• Utilising domestically available natural gas to power island provinces and supply neighbouring Pacific nations;
• Strengthening the country’s capacity to manage its Sovereign Wealth
The expansion will extend the parking area toward the Helifix site and require significant earthworks, including levelling part of a mountain.
Jacksons International Airport’s infrastructure is also slated for fullscale redevelopment. Plans include a new two-storey building linking the international and domestic terminals, a 20–30 metre extension of the VIP lounge and a similar extension of the economy lounge.
“The terminals will be redesigned with check-in counters downstairs and departure gates upstairs, while the number of departure gates will increase to between 8 and 10,” Goi said.
Several outdated buildings will be relocated or rebuilt to create a more professional appearance, with facilities such as the maintenance hangar identified for relocation.
The centrepiece of the long-term vision is the development of an “Airport City,” a commercial hub expected to attract hotels, shops and services extending as far as the Gateway Hotel. Goi said the project will require 3 to 4 billion Kina (USD 720–960 million) in investment.
“The National Airports Corporation will manage this development by collecting taxes and leasing land, while land titleholders will receive a percentage return on their investment,” he explained. “As revenues grow, NAC will be able to repay investors over time.”
Investor confidence has already
Fund transparently and effectively.
“These initiatives will not only help us modernise government, but also attract private investment and ensure efficient delivery of public services,” he said.
The IMF welcomed Papua New Guinea’s clarity of vision and fiscal discipline, acknowledging the country’s success in clearing its foreign exchange backlog, stabilising the kina, and improving macroeconomic management.
They also advised that the government consider incentives for ex-
been signalled, with one company offering to transfer 4 billion Kina (USD 960 million) to support the Airport City development.
Goi stressed that the airport upgrade programme is not only about infrastructure renewal but also about economic growth. By opening the projects to private capital, he said, the initiative is designed to strengthen PNG’s wider economy.
“These upgrades will not only increase passenger and cargo capacity but also open up opportunities in tourism, trade and property development,” Goi said.
“The Airport City concept, in particular, will attract commercial activity, create jobs and position Port Moresby as a regional hub for business and travel.”
According to Goi, the investment will modernise the country’s main gateways while creating sustainable returns for investors and long-term benefits for the national economy.
porters to repatriate foreign currency earnings, which would help further stabilise the balance of payments.
In their closing remarks, the IMF commended Prime Minister Marape and his government for staying the course in the face of challenges, including the COVID-19 pandemic and global economic volatility.
“This was a deeply encouraging conversation,” Prime Minister Marape concluded.
“Papua New Guinea is firmly on the right path. We have come a long way since 2019. There is more work to do, but with discipline, we will emerge stronger, more resilient, and more prosperous.”
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✓
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Anew global survey of mining executives has delivered a sobering outlook for Oceania, with several Pacific jurisdictions pegged at the lower end of global investment rankings despite their untapped mineral wealth.
The Fraser Institute’s 2024 Annual Survey of Mining Companies, which assessed 82 jurisdictions based on geological potential and government policy, ranked Fiji, New Zealand, Papua New Guinea (PNG) and the Solomon Islands in the lower half of its Investment Attractiveness Index.
The survey was conducted between August and December 2024, drawing 350 responses from industry leaders whose companies reported a combined US$6 billion in exploration spending that year.
The rankings reflect both the quality of a jurisdiction’s mineral endowment and the effectiveness of its regulatory and policy environment.
Fiji was the best-performing country in Oceania, ranking 31st, followed by New Zealand at 43rd. Papua New Guinea placed 57th while the Solomon Islands came in last at 84th, due to tied scores despite only 82 jurisdictions being listed.
The Solomon Islands again ranked among the least attractive places for exploration, weighed down by concerns over infrastructure, legal enforcement, and lack of skilled labour. It was also one of the lowest scorers in the policy index.
The country’s poor showing echoes similar results in 2023 and highlights the continuing challenge of attracting foreign capital despite abundant nickel and gold reserves.
Despite being home to large-scale operations like Ok Tedi, Porgera and Lihir, PNG continues to struggle with inconsistent regulatory frameworks, land access issues, and concerns about political and social stability.
In the Policy Perception Index—a key component of the survey that rates jurisdictions on transparency, taxation, infrastructure and land rights—PNG ranked below many African and Latin American countries. Respondents cited regulatory uncertainty and permitting delays as major deterrents to investment.
The PPI is a composite index that measures the overall policy attractiveness of the 82 jurisdictions in the survey. The index is composed of survey responses to policy factors that affect investment decisions.
The policy factors examined by PNG Business News include uncertainty concerning the administration of current regulations,
environmental regulations, regulatory duplication, the legal system and taxation regime, uncertainty concerning protected areas and disputed land claims, infrastructure, socioeconomic and community development conditions, trade barriers, political stability, labor regulations, quality of the geological database, security, and labor and skills availability.
Still, the report acknowledged that PNG holds significant potential. With improved policy reforms, industry players believe the country could regain competitiveness.
THE BIGGER PICTURE
Investment Attractiveness
Index combines a jurisdiction’s geological appeal with its policy environment. According to the Fraser Institute, about 40 per cent of exploration investment decisions are influenced by public policy rather than geology alone.
This year’s global top three were Finland, Nevada and Alaska, while Ethiopia, Suriname and Niger occupied the bottom.
In contrast to Oceania’s mixed showing, North America and Europe dominated the top 10, driven by predictable regulatory systems, skilled workforces and favourable tax regimes.
While geologic and economic considerations are important factors in mineral exploration, a region’s policy climate is also an important investment consideration.
A significant share of mining professionals view policy factors across Oceana as especially challenging, reflecting concerns over
regulatory uncertainties, infrastructure deficits, and governance—including landuse and socioeconomic agreements—which collectively deter investment.
For Oceania, where many economies rely heavily on extractive industries, these rankings reinforce the need to address longstanding policy and governance gaps.
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Ok Tedi Mining Limited has posted a strong first-half performance for 2025, recording a post-tax profit of US$435 million (PGK1.8 billion), more than double the figure for the same period last year.
Managing Director and Chief Executive Officer Kedi Ilimbit attributed the exceptional results to higher commodity prices, increased sales volumes and a US$100 million revaluation gain from stronger copper and gold forward prices.
“Our profitability of US$435M in the first half of the year is US$223M higher than the budget of US$212M and is directly attributed to higher commodity prices and higher sales volume, as well as a revaluation gain of US$100M due to higher copper and gold forward prices,” Ilimbit said.
He added: “We have produced 54Kt of copper and 151Koz of gold, further demonstrating our focus on disciplined and committed performance as well as continuous
business improvement.
The official said that company remains committed to its Growth 2050 strategy of balancing value accretive growth with returns to shareholders, and strong balance sheet and commercial strategy provide the company with resilience and the ability to continue to create value amidst market uncertainty.
The 100 percent Papua New Guinea–owned company, with 67 percent held by the state and 33 percent by the people of Western
Province, distributes all benefits from its operations to these shareholders.
“The half year performance of 2025 has been built on from the 2024 performance of resilience, collaboration, and achievement for Ok Tedi,” Mr Ilimbit said. “These results reaffirm our commitment to creating value for all stakeholders while upholding our responsibilities to the people of Papua New Guinea and future generations,” he said.
Page 68 >
Great Pacific Gold Corp. (GPAC) has announced a breakthrough at its Wild Dog Project in Papua New Guinea (PNG), reporting what it describes as one of the country’s best gold exploration results in recent years.
The highlight came from hole WDG-08, which intercepted 8.4 metres at 49.9 grams per tonne gold equivalent, including 3.8 metres at an exceptional 105 grams per tonne. The results also contained strong copper and silver credits.
“Hole WDG-08 has delivered one of the best exploration hits in PNG in recent years, 8.4 metres at nearly 50 grams gold equivalent, including a bonanza zone grading over 300 g/t Au,” said Callum Spink, Vice President Exploration.
“These results highlight the exceptional tenor of this epithermal system. The combination of multi-ounce gold with significant copper and silver credits confirms the presence of a robust polymetallic vein structure,” he said.
Importantly, Spink said that the semi-massive sulphide textures and associated copper mineralization in this interval demonstrate that the
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“Our focus on sustainable growth under the Growth 2050 framework ensures that we are well-positioned for the challenges and opportunities that lie ahead.”
• Produced 226Kdmt of concentrate, 54Kt of copper and 151Koz of gold.
• Gross revenue of US$1.1 billion (PGK4.5 billion), up from US$551 million (PGK2.1 billion) in the first half of 2024.
• Post-tax profit of US$435 million (PGK1.8 billion), compared with US$174 million (PGK658 million) in the same period last year.
• Royalties paid totalled US$20.7 million (PGK85 million), up from US$10.1 million (PGK38 million) in 2024.
company is drilling directly into the heart of the system.
“With mineralization open along strike and at depth, we see clear potential for continuity of these highgrade zones and for scale across the broader 15 km structural corridor,” he said.
The company launched its Phase 1 diamond drill programme in May at Sinivit, a 1.5 km target zone within the Wild Dog structural corridor. The campaign has since been expanded to 28 holes totalling 5,000 metres, with nine completed so far and assays pending for WDG-09.
“The Sinivit target continues to generate high-grade near-surface mineralized intercepts,” said Greg McCunn, CEO. “With the drilling program at Sinivit expanded to 5,000 meters, we are looking forward to continued drilling success for the balance of 2025 from Phase 1.”
Mineralization is open at depth, and North-South along strike over the 15 km corridor. With both highgrade and district-scale, the Wild Dog epithermal target has the potential to host a major gold-copper deposit.
In parallel to the continued drill-
• Taxes paid reached US$73.7 million (PGK298.1 million), up from US$43.7 million (PGK164.8 million) last year.
• Interim dividend payments of US$73.6 million (PGK300 million).
• Total Recordable Injury Frequency Rate (TRIFR) of 0.36, below the target of 0.42.
• Ended the half-year with US$221 million (PGK905.5 million) in cash at bank.
Ok Tedi also reported smooth progress on its Community Mine Continuation Agreement review, which is now in its final stages with meetings under way in Tabubil and Daru.
Ok Tedi is advancing several longterm projects under its Growth 2050 strategy, including new
ing, company said it is starting to increase field activity on the adjacent Magiabe porphyry in preparation for a potential maiden drilling program in 2026.
The company is also advancing projects in PNG’s Eastern Highlands, including Kesar and Arau, located near K92 Mining’s operations. Both have shown encouraging signs of gold and copper mineralisation.
McCunn said GPAC’s vision is to become a leading gold-copper developer in PNG by combining near-term high-grade discoveries with district-scale potential.
tailings and waste rock facilities, the Misima Mine acquisition, electrification and energy transition initiatives, and digital mining transformation.
“With these significant achievements and solid mid-year performance, we remain committed to deliver to our goal of performing as well as we did in 2024 while maximising on areas that will improve our performance to meet our 2025 targets. We also continue our Growth 2050 strategic path towards ensuring our Vision 2050 is achieved,’’ Ilimbit said.
Ok Tedi’s 2025 full-year guidance includes 428,000 tonnes of copper concentrate, US$1.5 billion (PGK6 billion) in revenue, US$607 million (PGK2.4 billion) in operating expenditure and US$357 million (PGK1.4 billion) in capital expenditure.
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Prime Minister James Marape has praised New Porgera Ltd. (NPL) for its strong performance in the second quarter of 2025, while calling on the people of Enga Province to end violence, protect public infrastructure and commit to peace and development.
Marape noted that NPL had overcome a challenging restart in December 2023 and is now meeting production targets while delivering substantial economic returns to the state, shareholders and local communities.
“New Porgera is now performing exceptionally well,” he said. “In Q2 2025 alone, the company paid PGK 258 million (USD 62.8 million) in corporate tax to the Internal Revenue Commission, bringing its total tax contribution for the first half of the year to over PGK 456 million (USD 111 million).”
He also welcomed NPL’s declaration of a second interim dividend of PGK 617 million (USD 150 million), following an earlier dividend of USD 80 million in the first quarter.
“These outstanding results speak volumes about the value of this national project. With a workforce that is 97 percent Papua New Guinean, New Porgera is not only producing for shareholders, but is also lifting our national economy and supporting local livelihoods,” Marape said.
He expressed appreciation to NPL Chairman Sarimu Kanu, the board, management and staff, as well as key partners including operator Barrick Niugini, the Enga Provincial Government and Porgera and Hides landowners.
“As we mark 50 years of independence, New Porgera is a powerful symbol of how responsible investment, national ownership and strong leadership can work together to create real progress for our country.”
Marape said Kumul Minerals Holdings Ltd., representing the state’s equity in the project, is now well positioned to start receiving dividends.
“In terms of Porgera, Kumul Minerals may be in a position to receive dividends sooner rather than later. This is significant for us as a nation. I encourage everyone to continue
supporting Porgera — a mine that was reopened under my government’s ‘Take Back PNG’ blueprint to secure greater benefits for our people. Given the current circumstances, we must ensure a stable and secure operating environment so the mine can continue to support our country, our province and our landowners.”
However, the prime minister raised serious concerns about escalating law and order issues in parts of Enga, including the destruction of vital infrastructure.
“While we celebrate economic success, I am also deeply concerned about growing violent activity and the destruction of key infrastructure. Roads and bridges are being deliberately damaged. These actions cut off communities, delay development and threaten operations like Porgera,” he said.
Referring to recent incidents in Mulitaka, Marape called on community leaders and citizens to reject violence and assist in restoring peace.
“When disaster struck Mulitaka, the nation stood with you. Now, as we try to rebuild that damaged bridge, I ask you to show the same unity. Report the culprits. These are not acts of strength — they are acts of sabotage that hurt your own people and children.”
He reminded landowners and impacted communities that benefit-sharing arrangements under the new Por-
gera deal have significantly improved.
“Previously, landowners received 5 percent equity and 2 percent royalty — a total of 7 percent. Today, you are receiving up to 18 percent — with 15 percent equity and 3 percent royalty, subject to the finalisation of the Community Development Agreement (CDA) with the state. This is real progress.”
Marape added that the benefits go beyond direct payments. New Porgera is creating more jobs for local people, generating more spin-off opportunities for SMEs and delivering more tax revenue to fund education, health, policing and development across Papua New Guinea.
“But peace is the foundation of progress,” he warned. “If lawlessness takes over, then all of these gains can be lost. Violence has no place in modern Papua New Guinea. Enga deserves better.”
He urged the people of Enga to take ownership of public assets and work together to protect the province’s future.
“Protect your roads. Protect your bridges. Safeguard your environment. This infrastructure belongs to you and to the generations who come after you. Let’s not burn down the future we’re building together.”
He concluded with a powerful appeal for unity: “Let’s build — not burn. Let’s unite — not divide. Let us stand together and show the nation that Enga is ready for peace, progress and pride.”
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Transforming Access for Communities and Industry
For the first time since the Tolukuma Gold Mine was commissioned in 1995, vehicles have successfully reached the remote site by road, marking a breakthrough moment for both the mine’s future and surrounding communities.
Tolu Minerals Ltd. announced that its new access road, connecting the mine to Port Moresby, has officially opened to traffic.
The development is expected to cut operating costs dramatically by reducing reliance on helicopters, long seen as the only viable means of transporting fuel, equipment and supplies across the treacherous Central Highlands terrain.
Managing Director and CEO Iain Macpherson described the milestone as a “game changer” for the mine and a “truly historic moment” for Goilala District.
“The significance of the new roadway cannot be underestimated,” Macpherson said. “It delivers enhanced and efficient access to mining and exploration infrastructure and opens nearly 1,300 square kilometres
of mineral exploration licences across the broader Tolukuma structure.
For the local communities, it brings access to health care, education, employment and markets for locally grown produce. This is a great engineering achievement given the mountainous terrain and heavy rainfall that made road-building so challenging.”
The road is expected to reduce the mine’s reliance on helicopter
transport for fuel and consumables by more than 75 percent.
Bulk fuel, capital equipment and everyday supplies will now be delivered by truck directly from Port Moresby — a shift that promises long-term savings and operational efficiency.
Company officials said additional service and exploration roads are already under construction across the mine lease and adjoining exploration licences, further improving logistics and reducing costs.
By: ROSELYN EREHE
K92 Mining Ltd., operator of the Kainantu Gold Mine in Eastern Highlands Province, has paid PGK161 million (USD43.5 million) in corporate tax to Papua New Guinea’s Internal Revenue Commission (IRC), reinforcing its commitment to national economic development.
The payment, made on 25 July, is the company’s largest single corporate tax contribution this year and reflects the strong operational performance of the Kainantu mine. Since the beginning of 2025, K92 has made three corporate tax payments totalling PGK300 million (USD81 million).
“In light of our strong financial results, K92 has revised its 2025 corporate tax forecast to PGK378 million (USD102 million), up from the previous estimate of PGK274 million (USD73.9 million),” the company said in a statement.
“In addition, PGK48 million (USD13 million) in corporate tax was paid in March 2025 as an additional tax payment, driven by record production in Q4 2024.”
Over the past five years, K92 has paid more than PGK597 million (USD161.2 million) in corporate tax, positioning it among PNG’s leading taxpayers in the mining sector.
Chief Executive Officer John Lewins described the latest payment as a milestone for the company.
“The PGK161 million corporate
< Page 72
The project is more than an industrial milestone — it’s a lifeline for the remote communities of Goilala, which despite being just 100 kilometres from the capital, have long struggled with isolation due to rugged terrain and limited infrastructure.
With the road now open, residents are expected to gain greater access to health and education services, while farmers will be able to transport fresh
tax payment made in July marks a significant milestone for K92 and underscores our strong commitment to the economic prosperity and development of Papua New Guinea through responsible resource development,” Lewins said.
“With PGK300 million paid in corporate tax so far this year, we are proud to be a major contributor to the country’s economic strength. As commissioning of our new process plant progresses and expansion activities continue, we are well positioned to deliver sustained and growing benefits to PNG and our local communities.”
The company’s Stage 3 and Stage 4 expansion projects are expected to transform the Kainantu mine into a Tier-1, mid-tier gold producer, with projected corporate tax contributions exceeding PGK10 billion (USD2.7 billion) over the next 13 years.
Commissioning of the 1.2 million tonnes-per-annum Stage 3 process plant began in June and is on track to become fully operational by the fourth quarter.
In a related development, K92 announced that all resolutions at its 2025 Annual General Meeting (AGM) were passed with strong shareholder support. The meeting, held on 10 June both virtually and in person, saw 66.83% of issued shares voted.
All six director nominees were re-elected, including CEO John D.
Lewins (99.96%). Other re-elected directors were Mark Eaton (97.81%), Anne E. Giardini (99.86%), Saurabh Handa (99.56%), Cyndi Laval (99.97%) and Nan Lee (99.98%).
Shareholders also approved setting the number of directors at six (99.85%), the reappointment of PricewaterhouseCoopers LLP as auditors (98.79%), and an advisory resolution on executive compensation (95.31%).
The results reflect continued shareholder confidence in the company’s governance and leadership.
K92 is advancing expansion plans at its high-grade Kainantu mine, aimed at boosting long-term production capacity and delivering sustainable economic benefits.
The company also reaffirmed its commitment to delivering long-term positive impacts through responsible mining practices and continuous engagement with national and local stakeholders.
produce to markets in Port Moresby and beyond.
Local employment opportunities are also set to expand as mine operations become more sustainable and exploration activities increase.
Engineers faced steep challenges constructing the road, which winds through some of the most difficult terrain in Papua New Guinea.
Heavy rainfall, unstable slopes and rugged mountain ranges required extensive cutbacks, culverts and diver-
sions to stabilise the route.
Despite the difficulties, the road now connects seamlessly with the mine’s internal road network, built over the past 18 months. Deliveries of fuel and machinery have already begun.
Macpherson said the company will continue to refine and upgrade the road to meet contractual standards, ensuring safe and reliable access yearround.
“The benefits of this road are enormous and already being realised,” he said.
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Australian-listed gold producer St Barbara Ltd has become a substantial shareholder in Geopacific Resources Ltd after acquiring a 14.4% strategic interest, strengthening ties between two companies with deep connections to Papua New Guinea’s mining sector.
The deal, completed through a transaction with Patronus Resources Ltd, saw St Barbara acquire 458.6 million Geopacific shares in exchange for returning 158.1 million Patronus shares.
As a result, St Barbara now holds a 14.4% stake in Geopacific, while Patronus retains an interest of around 41 million shares.
The move aligns St Barbara, operator of the Simberi Gold Mine in PNG’s New Ireland Province, with Geopacific’s 100% owned 1.67 million-ounce Woodlark Gold Project in Milne Bay Province.
Industry analysts say the partnership adds credibility and technical depth to Geopacific’s plans as it pushes forward with development of the Woodlark project.
“This transaction brings onto Geopacific’s register an established Papua New Guinea gold producer with deep operational expertise in the region,” the company said in its announcement.
Geopacific Chief Executive James Fox welcomed the deal, noting the value of St Barbara’s regional experience.
“We are delighted to welcome St Barbara onto our register as a substantial and strategic shareholder,” Fox said.
“Their proven operating experience in PNG through the Simberi Gold Mine brings valuable local knowledge and technical expertise as we continue to advance the 1.67 Moz Woodlark Gold Project. Importantly, this transaction also delivers a strategically aligned shareholder base for Geopacific.”
The deal also reflects a broader trend of consolidation and collaboration in Papua New Guinea’s resource sector, where established operators and junior explorers are working together to manage risks, leverage local knowledge and ensure projects move forward despite market volatility.
For Geopacific, the addition of St Barbara as a shareholder marks a significant step as it seeks to build
momentum behind Woodlark, a project seen as both technically promising and socially significant for Milne Bay communities.
Woodlark is an advanced gold project with significant exploration upside.
Geopacific Resources is focused on the development of the Woodlark Gold Project in PNG and unlocking the significant exploration potential of the project.
According to Geopacific Resources’
ASX announcement of 13 August 2024, titled “Mineral Resource increased to 1.67 Moz”, the Woodlark Gold Project hosts a total Mineral Resource of 48.3 million tonnes at 1.07 grams per tonne gold, for 1.67 million ounces of contained gold.
The estimate, reported under the JORC Code, was calculated using a cut-off grade of 0.4 g/t gold, consistent with the assumed open-pit mining method.
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As Papua New Guinea marks 50 years of independence, Zenex Drilling is celebrating the national milestone with a step that blends technical innovation with local ambition: the arrival of the LRS275 Duo Sonic Drill Rig from Dutch manufacturer Eijkelkamp.
For Zenex, this is more than a fleet upgrade, it’s a statement about where PNG’s homegrown drilling capability is heading next.
“The LRS275 Duo is a real investment in PNG’s future capacity, not just a headline, said Emmanuel Bonte, General Manager of Zenex Drilling.
A first of its kind in the region, the LRS275 Duo brings a leap forward in capability, versatility and reliability. Its high-performance sonic head delivers superior core sample quality in complex geology including stockpiles, tailings, and unconsolidated formations where conventional methods struggle. Sonic vibration reduces friction, improving penetration while preserving sample integrity.
True to its name, the Duo is engineered for flexibility. The integrated dual-head system enables seamless changeover to diamond coring, allowing crews to shift methods without demobilising or bringing in a secondary rig.
That translates to fewer mobilisations, a smaller footprint, and tighter project schedules, benefits that matter in PNG’s rugged conditions and on international programs with demanding timelines.
“One rig, two disciplines, no compromise,” says Bonte. “It’s the kind of adaptability our clients increasingly expect.”
Under the hood, the LRS275 Duo is as digital as it is mechanical. A state-of-the-art remote maintenance platform streams live telemetry to Zenex’s maintenance team, enabling data-driven diagnostics, predictive component changes and faster fault resolution.
Real-time operational data supports better planning, fewer interruptions and more consistent utilisation.
“Downtime is the silent cost in any drilling campaign,” Bonte notes. “With live data and remote support, we can prevent problems before they appear on site.”
As with every major asset, Zenex is pairing the investment with a people-first rollout.
Site-based training will ensure operators and offsiders gain confidence on the new platform, while select maintenance specialists
will travel to the Netherlands for factory training with Eijkelkamp’s engineering team. The focus is on long-term capability and knowledge transfer, not just commissioning.
“We don’t just buy technology, we internalise it,” Bonte says. “By sending our people to the source, we bring world-class expertise back to PNG.”
That approach aligns with Zenex’s broader workforce philosophy:
build locally, grow from within, and create meaningful progression pathways.
The company’s “Way We Work” program, an open coaching model that blends safety, leadership and technical proficiency, is being extended to incorporate sonic-specific modules and data-driven maintenance practices.
“The deployment of the new sonic rig will help geologists make faster, higher-confidence decisions. Combined with Zenex’s expanding logistics capability and disciplined maintenance systems, the new rig strengthens the company’s position as a partner for complex exploration across PNG and abroad,” Bonte said.
Strategically, the investment signals how Zenex intends to scale; sustainably and selectively. Rather than chasing volume, the focus remains on capability: integrated services, reliable delivery and a
ing the right work, with the right partners, where our technology and our people can create outsized value.”
As the nation celebrates half a century of independence, Zenex’s move captures a broader story about PNG’s technical maturity and international relevance. Advanced equipment, rigorous systems and local leadership are no longer aspirations, they’re daily practice.
“Innovation is not a destination for us,” Bonte reflects. “It’s a discipline. When we invest in people and the right tools, we lift the standard for our whole industry.”
With the LRS275 Duo joining the fleet, Zenex Drilling is marking the country’s golden jubilee with a clear view of the next 50 years, where independence is measured not only in history, but in the confidence to lead.
By: ROSELYN EREHE
Papua New Guinea’s Minister for Petroleum, Jimmy Maladina, has unveiled sweeping legal and institutional reforms to modernise the country’s petroleum sector, with the formal introduction of a Production Sharing Act (PSA) that will serve as the legal and fiscal foundation for all new petroleum projects.
The announcement was made during the PNG Petroleum Sector Update at the 2025 PNG Resources Summit on 31 July at APEC Haus, Port Moresby, and signals a decisive policy shift aimed at improving state revenue, investor clarity, and regulatory oversight.
“Earlier this year, Parliament passed the National Petroleum Authority Act 2025, which established the National Petroleum Authority (NPA) as the new statutory authority to regulate the upstream petroleum sector in Papua New Guinea,” Maladina stated.
He clarified that the new PSA regime will operate independently of the existing Oil and Gas Act, and that it will apply only to future petroleum projects.
Existing projects — including PNG LNG, Papua LNG, P’nyang LNG, and Pasca A — will continue to operate under the Oil and Gas Act, retaining their current licences and contractual terms.
The NPA replaces the former Department of Petroleum and will act as the single, dedicated regulator for upstream, midstream, and downstream activities in the petroleum sector. Minister Maladina said the transition to the NPA is currently under way, with the inaugural board undergoing vetting by the Public Services Commission.
“The NPA is designed to be technically strong, commercially responsive, and administratively independent,” he said. “It will be self-funded through a 0.5% levy on the total export value of petroleum products under the PSA regime,
ensuring stability, autonomy, and sustainability.”
The NPA will focus on faster and more transparent decision-making, improved coordination between the state and operators, and more rigorous oversight of licensing and revenues. The authority will also work closely with other government bodies such as the Treasury, Internal Revenue Commission (IRC), and state nominees to ensure alignment on project development and revenue collection.
The Minister outlined the core fiscal structure of the Production Sharing Framework. All petroleum resources and infrastructure developed under PSA terms will be owned by the state, with acreage awarded via competitive bidding rounds using a standardised PSA template adapted to PNG’s needs.
“Contractors will be entitled to full cost recovery from gross production. After this, the remainder of production becomes profit petroleum,” he noted.
The state will receive a First Petroleum Levy, a fixed share of gross revenue, paid directly into consolidated revenue.
Key features of the PSA regime include:
• Development levies to be paid to provincial and local governments.
• Landowners to receive royalties at 2% of gross sales, without deductions.
• The state’s share of profit petroleum to be paid at the gross level.
• The contractor’s share to be taxed at corporate rates likely between 20–25%, with deductions allowed for levies and qualifying costs.
“This model reflects global best practices. It aligns national interests with commercial incentives and delivers early, equitable, and transparent revenue to the state and the people.”
Acknowledging Papua New Guinea’s complex geography and resource diversity, the Minister emphasised that flexibility will be a hallmark of the PSA regime.
“There will not be a one-size-fitsall approach to commercialising petroleum assets. This became very clear during recent due diligence visits to Indonesia and Malaysia,” he noted.
Each project will be assessed according to its specific technical and commercial context, the Minister said.
Among the key provisions to be embedded in future PSAs are:
• Clearly defined roles for contractors and state nominees.
• Mandatory social mapping and landowner identification.
• National content targets with enforceable penalties for non-compliance.
• Domestic market obligations to secure PNG’s energy supply.
• Decommissioning funds to manage end-of-life site obligations.
• Arbitration of disputes under PNG law, with proceedings to be held in Singapore, selected for its neutrality and global standing in commercial arbitration.
Minister Maladina confirmed that once the PSA framework is finalised, PNG will open competitive bidding rounds for new petroleum acreage.
“We aim to attract technically qualified, financially strong developers who can partner with the state to responsibly unlock our resource potential,” he said.
The NPA is expected to release an Industry White Paper shortly to support public and industry consultations. Finalisation of the PSA
policy will precede the launch of bidding rounds, which will employ clear technical and financial evaluation criteria to assess bids.
The Minister reaffirmed that several petroleum projects are progressing or entering new phases:
• Papua LNG continues to move forward with strong international support.
• P’nyang LNG negotiations remain active, with fiscal and social terms being aligned to ensure bankability.
• The Pasca A project is undergoing commercial restructuring, with renewed discussions between the state and the developer.
• Mailu Prospect, an offshore target, is scheduled for exploration drilling this year and is seen as a sign of renewed investor confidence in PNG’s frontier geology.
• Wildebeest Prospect, located in Western Province, is undergoing early-stage assessment and shows long-term potential.
• TWL Energy Ventures continues to advance the Western Energy
Project, regarded as a new frontier for resource development.
“These projects reflect billions in potential investment and long-term value for Papua New Guinea,” the Minister said. “The message is clear — institutional reform is under way, fiscal reform is imminent, licensing discipline is being restored, and projects are advancing.”
Minister Maladina concluded by reaffirming the central role of the petroleum sector in PNG’s future and the government’s commitment to reforms that deliver greater national benefit.
“This government is building a modern, transparent, and investor-aligned petroleum sector,” he said.
He also thanked the PNG Chamber of Resources and Energy for convening PNG Resources Week and sustaining national dialogue on how to strengthen and grow the petroleum and energy sectors for the benefit of all Papua New Guineans.
For more than a century, the Steamships Group of businesses has underpinned Papua New Guinea’s maritime and logistics sector.
Today, its Logistics Division is one of the country’s most complete logistics services providers – spanning sea, land and portside solutions – geared to support the oil, gas and resources sectors.
Nick Fisher, CEO of Steamships Logistics, highlights the company’s advantage: “Our century-long presence in Papua New Guinea means we understand the terrain, the waterways, and the challenges of moving critical cargo across the country better than anyone.”
Steamships Logistics operates a comprehensive coastal and project shipping network through its business, Consort Express Lines.
Another of its businesses, Pacific Towing – a full member of the International Salvage Union (ISU) and International Spill Control Organization (ISCO) – provides complementary harbour towage, emergency response (e.g., salvage, oil spill response), commercial diving, and marine support.
Critically, Steamships Logistics can tranship international cargo to remote areas of PNG – from river landings to remote coastal communities – so equipment and supplies reach projects on time.
Alistair Skingley, GM of Consort Express Lines, explains: “We connect international cargoes to even the most remote inland and coastal destinations, while linking export communities through one accountable logistics chain for oil, gas, and resources clients.”
These capabilities have supported LNG-linked supply chains and contractors serving the country’s first major LNG project (i.e., PNG LNG), and they are configured to support the upcoming execution of its second (i.e., Papua LNG), as well as offshore developments like Pasca A.
Beyond the shoreline, Steamships Logistics’ ISO-accredited land oper -
ations – East West Transport and JV Port Services – combine to provide last-mile delivery.
The division has a versatile and modern fleet of vehicles as well as a diverse array of mobile plant and heavy equipment for hire (e.g., cranes, reach stackers, forklifts, prime movers, side loaders). It also manages bulk fuel logistics for aviation and marine customers, supporting continuous operations at energy sites.
This integrated land capability is ready to scale for Papua LNG construction logistics and to safely mobilise oversized and hazardous cargo to site.
Steamships Logistics is located at multiple sites throughout PNG –including within and alongside the Portside Business Park development.
The park is an emerging logistics precinct adjacent to Port Moresby’s international and domestic wharves. It provides expansive depot and laydown areas – a midstream node for staging, storage, assembly and dispatch of mining and petroleum equipment.
The park streamlines import handoffs, integrates customs brokerage and heavy-lift handling, and links with Steamships’ coastal shipping, river routes and cartage for onward movement – including transhipment to remote sites.
A staged development, Portside Business Park is purpose built to support Papua LNG, the expansion
of PNG LNG, and future major resource developments, including offshore projects.
Steamships has long partnered with local landowner groups in numerous joint venture (JV) partnerships around the country. This JV model is central to how its Logistics Division builds durable, community-aligned logistics solutions. JVs operate across key ports and deliver employment, skills transfer and earnings that flow back into host communities.
Notably, Gulf Maritime Services and Hebamo Transport were both formed to provide marine and land logistics support for projects including Papua LNG – a demonstration of Steamships’ commitment to partnership, local content and long-term capacity building that the oil and gas sector values.
Steamships Logistics, a division of the Steamships Group, is one of Papua New Guinea’s largest full-service logistics providers. With over 2,000 employees – 98% Papua New Guinean nationals – it delivers integrated shipping, transport, and project solutions nationwide. A proud PNG company, Steamships Logistics plays a vital role in driving the nation’s development and connecting PNG to the Pacific and beyond. To learn more about Steamships Logistics: www. steamships.com.pg.
With over 2,000 employees – 98% Papua New Guinean nationals – Steamships Logistics delivers integrated shipping, transport, and project solutions nationwide and plays a vital role in driving the nation’s development.
Papua New Guinea Prime Minister James Marape met with senior executives of ExxonMobil Corporation at the company’s global headquarters in Houston, Texas on 9 July to progress strategic discussions on Papua New Guinea’s next generation of LNG developments — including the Papua LNG, P’nyang LNG and Wildebeest gas projects.
The high-level meeting was attended by several ExxonMobil executives, including Darren W. Woods, chairman and chief executive officer; Dan L. Ammann, president of Upstream Oil and Gas; Peter Clarke, senior vice president of Global LNG; and Dinesh Sivasamboo, chairman and managing director of ExxonMobil PNG Limited.
Representing the Government of Papua New Guinea were Jimmy Maladina, minister for Petroleum; Rainbo Paita, minister for Mining; Dairi Vele, chairman of the State Negotiating Team (SNT); Daniel Rolpagarea, state solicitor; and Augustine Mano, managing director of the Mineral Resources Development Company (MRDC).
PM Marape described the meeting as “substantive, productive and forward-looking,” noting ExxonMobil’s full and unequivocal commitment to Papua New Guinea’s resource sector.
“I am pleased to report that ExxonMobil reaffirmed its commitment to the sequencing and development of Papua LNG, P’nyang LNG and Wildebeest,” said Prime Minister Marape.
“All three projects remain within the company’s strategic investment portfolio with sequencing essential to ensure long-term construction momentum, investment flow and employment generation for our country.”
ExxonMobil also provided an update on the status of the Papua LNG project, for which TotalEnergies is the lead operator
. While acknowledging current cost pressures, the company reaffirmed that all joint venture partners — including ExxonMobil, TotalEnergies and Kumul Petro -
leum Holdings Limited — remain committed to resolving outstanding issues collaboratively.
A joint meeting involving the Government of Papua New Guinea, TotalEnergies, ExxonMobil and other stakeholders is being planned to address recent cost escalations and chart a pathway towards Final Investment Decision (FID).
Regarding the Wildebeest prospect — a promising gas field still in its exploration phase — ExxonMobil executives confirmed that deep-well exploratory activities are ongoing.
The company expressed strong interest in partnering with the PNG Government to assess future development potential.
“Our government has expressed its clear preference that these projects be properly sequenced: Papua LNG first, followed by P’nyang LNG and then Wildebeest,” the Prime Minister stated. “This sequencing ensures continuity across the LNG sector — with investment decisions and construction timelines aligned over a 10- to 15-year horizon.”
“Papua LNG is expected to reach FID first and we are hopeful this will be followed by P’nyang and subsequently Wildebeest, creating a decade-long pipeline of economic activity, job creation and revenue generation for Papua New Guinea.”
Marape also expressed pride upon learning that over six Papua New Guineans are currently employed at ExxonMobil’s global headquarters in Houston — a reflection of earlier government investment in human capital development.
“As Education Minister in 2008–2009, I initiated efforts to train Papua New Guineans to manage and operate LNG projects,” he said.
“Today, I am proud to see our nationals not only leading major projects at home but also serving at ExxonMobil’s global headquarters. It’s a powerful reminder of what’s possible when we invest in our people.”
“I thanked ExxonMobil for its confidence in Papua New Guinean professionals and encouraged continued global opportunities for our capable and hardworking citizens.”
Following the Houston leg of his US mission, Prime Minister Marape departed overnight for Washington, DC where he held a two-day programme of engagements with senior United States Government officials and Newmont Corporation executives.
These meetings were part of his ongoing efforts to strengthen bilateral relations and attract responsible investment into Papua New Guinea’s resource sector.
The Prime Minister concluded his visit by thanking ExxonMobil for its continued partnership and reaffirming the Government’s support for responsible and sustainable resource development.
“The development of our gas resources must bring lasting benefit to our people. With trusted partners like ExxonMobil and TotalEnergies, we believe these projects will deliver the economic transformation our country needs as we enter our next 50 years.”
The executive management team of Kumul Petroleum Holdings in early July visited two construction sites where the company is building important infrastructure to support the longterm provision of increased national content and essential services in the country.
Currently under construction are the Motukea Fuel Facility, adjacent to the Motukea International Wharf, and the Training and Fabrication Facility in the Caution Bay area, close to the LNG plant site.
“These strategic construction projects demonstrate Kumul Petroleum’s commitment to national development,” Kumul Petroleum Managing Director Wapu Sonk stated.
“The Training and Fabrication Facility fulfils all the necessary ele -
manufacturing capability.”
Sonk noted that with the development of significant gas fields and mining projects planned over the next few years, upwards of 300,000 tonnes of structural, mechanical and piping modules, tanks and other steel fabrication will be required.
The fabrication facility, on the other hand, will have the capacity to produce up to 20,000 tonnes of steel components per year, directly employ 1,000 people and indirectly support another 2,000 through service contractors.
At the Motukea Fuel Facility, Sonk said: “This Jet A1 import and storage facility is a long-term initiative to ensure that a fuel supply crisis cannot occur again. It is a continuation of Kumul Petroleum’s commitment to the Government when it stepped up to facilitate fuel
tanks, along with associated ship offloading and truck loading equipment, and safety and environmental control facilities. It is expected to be completed by the end of the year and become operational in early 2026.
“The construction of this infrastructure reflects our long-term commitment to national content development in Papua New Guin -
Located in Lae, we manufacture and supply high quality, durable, reliable and safe 200 Litre fuel Drums all over PNG.
Santos’ pioneering Global Support Centre in Port Moresby is creating more pathways to enhance skills and leadership development for young Papua New Guineans with the recent establishment of the Global Support Centre Academy.
The establishment of the Santos Global Support Centre Academy in Port Moresby marks a significant step in leadership development and skills enhancement for young Papua New Guineans.
Announced by Santos Country Chair PNG, Leon Buskens, during the recent Australia Papua New Guinea Business Forum, this initiative underscores the company’s dedication to local employment and skill-building.
Launched in March 2024 with the support of Prime Minister James Marape, the Santos Global Support Centre aims to ‘in-source’ engineering and maintenance roles, focusing on employing PNG nationals to support the Eastern Australia PNG
asset portfolio.
Staff from the Global Support Centre are also gaining valuable insights by visiting Australian facilities.
As Papua New Guinea approaches its 50th Independence Jubilee, the partnership between Santos and the PNG people is a testament to mutual growth and development, positioning the company not just as an energy provider but as a catalyst for national progress.
“We are also proud to welcome our first graduates to the Santos Global Support Centre Academy a year after the launch of the Global Support Centre itself. This demonstrates our ongoing commitment to PNG and local workforce development with very close support of the Santos Australia business.
Mr. Buskens highlighted the academy’s role in nurturing top graduates from leading universities in PNG, celebrating the first cohort just a year after the launch of the Global Support Centre.
This initiative reflects Santos’s commitment to local workforce development, with over 90% of roles held by PNG citizens and 80% of leadership positions occupied by locals. And all this is backed by business merits.
“As the nation celebrates its 50th Independence Jubilee, we also celebrate the partnership between Santos and the people of Papua New Guinea. We recognise that this journey has been marked by mutual growth and progress.”
Santos has not only been an energy provider, but also a catalyst for national development.
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Papua New Guinea took centre stage at the NATAS Holidays Travel Fair 2025 as a proud Partner Destination, captivating audiences with a vibrant showcase that interwove cultural richness with boundless adventure.
Held from 15–17 August at Singapore EXPO Halls 5 and 6, the event was a golden opportunity for PNG to shine on the international tourism stage.
Under the banner PNG: Adventure Meets Culture, the PNG Tourism Promotion Authority, in partnership with Air Niugini and Changi International Airport and backed by the National Association of Travel Agents Singapore (NATAS), presented the nation’s unique offerings to a discerning audience of travellers and trade professionals.
A striking highlight unfolded on 17 August at Singapore’s scenic Jewel Changi Airport, where cultural performers from Papua New Guinea mesmerised visitors with a free public performance set against the
serene Forest Valley and the world’s tallest indoor waterfall.
Complementing the live spectacle, a photo booth and display wall commemorating Papua New Guinea’s 50th Independence Anniversary were installed at Changi Airport, inviting travellers to capture a moment of celebration and reflection.
The installation, adorned with vivid PNG imagery, will remain on display for a month.
Reflecting on the participation, Joel Keimelo, Executive Manager – Marketing & Promotions at PNGTPA, said: “Our presence at NATAS Holidays 2025 was a strong
opportunity to share Papua New Guinea’s story with Singapore — a city that is itself a hub for international travellers.”
“Through culture, adventure, and collaboration with valued partners like Air Niugini and Changi Airport, we invited travellers to discover the million different journeys Papua New Guinea has to offer.”
As Singapore’s largest consumer travel fair, NATAS Holidays draws thousands each year, making it an ideal platform for PNG to reinforce its appeal as an authentic cultural and adventure destination in the Asia-Pacific region.
In recognition of World Mangrove Day, Loloata Island Resort led a coastal rehabilitation activity involving resort guests, local staff and volunteers, highlighting its ongoing commitment to marine conservation, ecological restoration and sustainable tourism.
The event saw the planting of 58 Aegialitis annulata seedlings in polybags and the transplantation of 15 mature specimens along the shoreline between Overwater Suites Rooms 2 and 3.
The initiative was guided by the resort’s resident marine biologist, Donnya Gordon and conservation officer, Elijah Haru, who provided guests with handson education on mangrove ecology and climate resilience.
The selected planting site was chosen based on ecological suitability, with Aegialitis annulata already present and thriving in the area.
According to Gordon, “This species is highly adapted to the site’s salinity levels, rocky substrate and exposure to wave action, giving it a greater
likelihood of survival and long-term ecological contribution.”
The activity drew participation from a diverse group of guests, including a mother and her four sons, three young cousins—one of whom expressed aspirations to become a marine biologist—and two Papua New Guinean social media influencers, Patronella Gawi and Dagia Aka.
Their presence added a vibrant and engaging dynamic to the event, which was marked by an atmosphere
of collaboration, curiosity and shared environmental purpose.
Guests received an introduction to the critical role of mangroves in maintaining coastal health, including their function as nurseries for juvenile marine organisms, natural carbon sinks and buffers against coastal erosion.
Special emphasis was placed on Rhizophora stylosa, a dominant front-zone mangrove species with extensive ecological value in the region.
The activity was part of a broader
Page 102 >
By: ROSELYN EREHE
The Bank of Papua New Guinea (BPNG) has submitted its 2024 Annual Report and Financial Statements to the Minister for Treasury, in accordance with the Central Banking (Amendment) Act of 2024.
The report captures a pivotal year marked by structural reform, digital innovation, monetary tightening, and renewed focus on institutional integrity.
The timely submission of the report reflects the Bank’s commitment to transparency, discipline and legal compliance. It outlines the central bank’s operational performance, policy direction and audited financial results for the year ending 31 December 2024.
“Publishing our Annual Report is more than a legal obligation. It is an important mechanism for communicating the work of the Bank and being accountable to the people of Papua New Guinea,” Governor Elizabeth Genia said.
The Bank recorded a net operating profit of K242.2 million (approximately US$65 million), a significant increase from K44.2 million (US$11.8 million) in 2023.
Operating income rose to K770.1 million (US$207 million), largely due to stronger returns from foreign currency investments, while total expenditure was contained at K527.9 million (US$142 million). The distributable profit remains under Retained Earnings, pending a decision by the Board.
In a separate press release, the Bank confirmed a dividend payment of K48.5 million (US$13.1 million) to the National Government as part of its reporting process.
This transfer reflects the allocation of distributable profit from the net operating profit of K242.2 million (US$65 million), in accordance with statutory requirements following independent audit and review.
The process is consistent with international central banking and accounting standards, and forms part of the Bank’s annual financial cycle, the bank said.
Under the amended Central Banking Act, 80 percent of distributable profit is retained in the General Reserve Account until minimum capital thresholds are met.
The Bank also recorded K837.8 million (US$225 million) in unrealised gains transferred to the Unrealised Profits Reserve, and K114.1 million (US$30.6 million) to the Gold Reserve, in line with international accounting standards. No funds were transferred to the General or Building Reserve accounts in 2024.
A major development during the year was the passage of the Central Banking (Amendment) Act 2024, which followed Phase II of the Independent Advisory Group (IAG) review.
The legislation restructured the Bank’s governance and formally established a new Monetary Policy Committee (MPC), which will take over responsibility for setting monetary policy from 2025.
Throughout 2024, the Bank maintained a tightening monetary stance to address foreign exchange imbalances, contain inflation, and absorb excess domestic liquidity.
Key reforms under an IMF-supported programme included the implementation of an interest rate corridor, adjustments to the cash reserve requirement (CRR), and the launch of weekly foreign exchange auctions.
By year-end, BPNG had conducted 26 foreign exchange auctions totalling more than US$1 billion, significantly reducing order backlogs and enhancing transparency.
The kina depreciated by 6.8 percent against the US dollar during the year, under a managed “crawling peg” strategy intended to restore currency convertibility while managing inflation risks.
Despite currency depreciation, inflation remained contained. The trimmed
mean inflation rate rose by just 3.3 percent over the year.
However, the Bank noted that deposit and lending rates in the private sector were largely unresponsive to policy adjustments — highlighting continued weaknesses in the interest rate transmission mechanism.
Institutional reforms progressed in parallel. A new executive structure, aligned with the Bank’s Vision 2050 strategy, was approved by the Board. Each executive position is now explicitly linked to strategic priorities and key performance indicators.
Board Chair David Toua OBE commended the Bank’s operational discipline and ethics reforms. He acknowledged the dismissal of a number of staff involved in the manipulation of employee benefits, calling the swift action essential for maintaining the Bank’s credibility.
“Ethics is equally vital to governance,” Mr Toua said. “The integrity of BPNG must be beyond reproach.”
The Bank also continued to expand financial inclusion and digital innovation. It issued commercial banking licences to three new institutions: TISA Bank, Credit Bank PNG, and the state-owned National Banking Corporation (formerly People’s Micro Bank).
These approvals marked the most significant expansion of PNG’s banking sector in years.
In March 2024, the Bank launched the Green Finance Centre in partnership with the Global Green Growth Institute (GGGI), the New Zealand Ministry of Foreign Affairs and Trade, and other development partners.
The Centre supports the implementation of the Inclusive Green Finance
PGK 16.27 Billion Tax Revenue Stream Amount since 2014
*(start of production through July 2025)
Distributions to Kumul Petroleum
Distributions to MRDC (Landowners)
PGK 11.06 Billion PGK 2.23 Billion
1.61 Billion
1.49 Billion
Total Benefits to the State
PGK 32.66 Billion
In its first 11 years of Production, the PNG LNG Project has contributed over 32 billion kina in total benefits to the State of Papua New Guinea.
This infographic shows the amount of revenues paid by the PNG LNG Project to the Government and people of PNG since LNG production started in 2014. All figures shown are for amounts paid or payable through July 2025.
The PNG LNG Project generates five primary revenue streams. These include equity distributions paid to Kumul Petroleum Holdings Limited (KPHL) and MRDC, which is based on the amount of equity in the PNG LNG Project held by each (KPHL – 19.4% and MRDC – 2.8%). Different types of tax including company tax are paid to the Internal Revenue Commission. In 2024, Tax payments alone to the State were over PGK 4 billion, the largest in the Project’s history. Development Levy and Royalties are paid to the Department of Petroleum and Energy in line with the Oil and Gas Act for the benefit of respective Project areas, provincial and local level governments plus landowner beneficiaries.
PNG LNG is operated by a subsidiary of ExxonMobil in co -venture with:
< Page
Policy and aligns with PNG’s Third National Financial Inclusion Strategy.
The Bank also completed major technological upgrades, including enhancements to the Kina Automated Transfer System (KATS), expansion of mobile and digital payment services, and support for fintech development under its Regulatory Sandbox framework.
Regionally, BPNG maintained strong partnerships through forums
< Page 98
programme initiated by Loloata Island Resort in collaboration with the Conservation and Environment Protection Authority (CEPA), local community members and students from the International Education Agency (IEA).
The programme aligns with the resort’s long-term sustainability strategy, which includes regular coral planting, reef monitoring and educational outreach.
“Loloata is situated in an area increasingly impacted by development pressures and consistent plastic pollution,” said Haru. “It is essential that we
such as the South East Asian Central Banks (SEACEN) group and the Pacific Islands Central Bank Supervisory College.
It also contributed to PNG’s second Mutual Evaluation under the Asia Pacific Group on Money Laundering, which identified critical reforms needed to avoid grey-listing by the Financial Action Task Force (FATF).
Governor Genia reaffirmed the Bank’s long-term focus on inclusive growth, financial soundness, and insti-
not only protect the remaining natural habitats but also take proactive steps to rehabilitate degraded areas. Our initiatives aim to do just that—while also involving the next generation in environmental stewardship.”
The resort maintains a robust monitoring system for all conservation activities, including daily observations and data collection by the environmental team to assess survival rates and inform future restoration efforts.
These efforts are critical to strengthening the resort’s coastal resilience and supporting the biodiversity of surrounding marine ecosystems.
Looking ahead, Loloata Island Re-
tutional renewal. “None of this progress would be possible without the tireless work of our staff, the strategic guidance of the Board and the trust of the people of Papua New Guinea,” she said.
With the Monetary Policy Committee set to assume policy-making duties in 2025, and Vision 2050 implementation gaining momentum, the Bank of Papua New Guinea enters the new fiscal year with stronger financial, operational, and governance foundations, the report added.
sort intends to expand its guest engagement in conservation programmes.
“We believe experiential education is a powerful tool,” said Donnya Haru. “When guests participate directly in planting mangroves or restoring coral reefs, they leave with a deeper appreciation of their role in protecting the planet.”
The event underscored Loloata’s position as a leader in conservation-oriented hospitality in Papua New Guinea and reaffirmed its commitment to safeguarding coastal ecosystems through science-based restoration, public awareness and inclusive participation.
By: ROSELYN EREHE
Credit Corporation (PNG) Limited has outlined its transformation into a commercial bank and reported a solid financial performance for 2024, with Chief Executive Officer Danny Robinson reaffirming confidence in the Group’s future.
Robinson shared the company’s progress at a Port Moresby Chamber of Commerce and Industry breakfast on 27 August 2025, where he spoke about Credit Corporation’s evolution into CreditBank PNG and its digital-first strategy.
He said the Group’s five-year strategy is focused on streamlining services, expanding financial offerings and strengthening risk management.
“The region’s economic expansion is expected to continue, which supports a positive outlook for our operations,” Robinson said, noting favourable conditions across Papua New Guinea, Fiji, the Solomon Islands and Vanuatu.
Robinson acknowledged the work underpinning the transition. “I am especially grateful to everyone who has been involved in the work that has underpinned our new services –the new core banking system, a new digital banking application, enhancement of our internal processes and the upskilling of our people,” he said.
“This strong foundation will position us well for the future and we look forward to capitalising on emerging opportunities in 2025 and beyond.”
The updates followed the company’s Annual General Meeting in Port Moresby on 20 June 2025, where Robinson described 2024 as a turning point for the Group.
“We reported a strong financial performance which reflects our prudent investment approach and disciplined credit risk management. Combined, this ensures we maintain a strong foundation for future growth,” he said.
The launch of CreditBank PNG in August 2024 marked what Robinson called “a historic milestone in our 46-year history.” Since then, the bank has opened more than 8,000
accounts, attracting customers from all 22 provinces.
Digital services have been particularly popular. “For every new customer who opened an account in one of our branches, seven to eight new customers opened accounts online,” Robinson noted.
Small to medium enterprises, commercial clients and the emerging middle market have also embraced the new bank’s services, strengthening both new and long-standing relationships.
Financially, the Group recorded strong growth across its core businesses. Net loans increased by 20.6% year on year, while deposits rose 24.7% to K637.3 million (US$166 million). These results supported loan growth at lower lending rates.
Despite the expense-to-income ratio rising to 60.7% due to investments in infrastructure and the banking transition, shareholder returns remained strong.
“Return on equity increased to 24.4% from 14.1% in 2023. Total shareholder return for the period was 47.6%, reflecting strong investor support,” Robinson said.
Robinson emphasised that employees remain central to the Group’s success. “The way our people work together and prioritise our customers distinguishes us from others in the financial services sector,” he said.
Leadership development continued through the Accelerate Performance Program, with 37 participants completing the initiative since its launch in 2021. For the first time in 2024, the programme was extended to staff in Fiji.
The Group also maintained gender balance, with women holding 56% of executive positions and 58% of senior manager and manager roles.
“We celebrate a work environment that values all of our people for their unique contributions,” Robinson said.
A major focus of 2024 was strengthening risk management, including the rollout of a new credit scoring tool to support the transition into a regulated bank.
“This strong framework will ensure that we are well-prepared for the complexities and regulations of banking,” Robinson said.
By: ROSELYN EREHE
Papua New Guinea marked its 50th Anniversary of Independence and the 50th Anniversary of the Kina and Toea with the launch of a commemorative K50 banknote and 50 toea coin, while also announcing plans for a new K100 note honouring the late Sir Julius Chan to be released in 2026.
The commemorative currency was unveiled on 28 and 29 August in a series of events led by Prime Minister James Marape and Bank of Papua New Guinea (BPNG) Governor Elizabeth Genia.
The K50 note retains the image of Parliament House and the portrait of the late Grand Chief Sir Michael Somare, with the addition of a golden 50th Anniversary emblem featuring the Raggiana bird of paradise in flight.
The 50 toea coin maintains its seven-sided shape and national crest, now with a coloured inlay of the national flag.
The launch ceremony at the Stanley Hotel in Port Moresby on 29 August brought together Prime Minister Marape, Governor Genia, Foreign Affairs Minister Justin Tkatchenko, members of government, diplomats, business leaders, international partners and the families of Papua New Guinea’s founding statesmen.
In his keynote address, Prime Minister Marape said the release was a moment of national pride.
“Currency is more than money, it is a symbol of identity, culture, and nationhood. For fifty years, the kina and toea have told our national story. This commemorative issue honours our journey as a sovereign nation and the resilience of our people,” Marape said.
He acknowledged the leadership of the nation’s founding fathers, particularly Sir Michael Somare and Sir Julius Chan, noting their central role in establishing the financial foundations of the new nation in 1975.
“Sir Julius embodied discipline, hard work, and humility in service to our nation. His contribution to the foundations of our economy will never be forgotten. It is fitting that his image will appear on our K100 note as a permanent reminder to future generations,” Marape added.
Governor Genia confirmed that the K100 commemorative banknote featuring Sir Julius Chan, PNG’s first Finance Minister and later Prime Minister, will be released in 2026.
“The new design celebrates our currency history and trading spirit, a fitting recognition of Sir Julius as our first Finance Minister and as a nation-builder who placed Papua New Guinea in the world,” she said.
Genia also paid tribute to the nation’s other founding leaders, including Grand Chief Sir Michael Somare and Sir Henry ToRobert, PNG’s first Central Bank Governor.
“Fifty years ago, the notes and coins represented the first heartbeats of our nation. Today they are the backbone of our economy,” she said.
She reminded the public that when the kina was first introduced it was pegged at equal value to the Australian dollar and circulated alongside it until the end of 1975, with confidence in the new currency quickly growing among farmers, smallholders and businesses.
“The names themselves, kina (pearl shell) and toea (small trade shell), reflected ancient systems of
value and exchange. By choosing these names, our leaders embedded culture into the heart of our economy. Every kina and toea carries our heritage into the modern economy,” Genia added.
The BPNG said the commemorative K50 note and 50 toea coin officially entered circulation on 29 August 2025, while full details of the Sir Julius Chan K100 note will be released closer to its 2026 launch.
Genia reaffirmed the Central Bank’s priorities during the commemorative events.
“We will sustain price stability, manage exchange rates responsibly, and expand access to financial services to all Papua New Guineans. This is not just economic housekeeping. It is the unfinished business of independence. From now on, may every kina and toea carry our pride and our promise,” she said.
As the country prepares to celebrate its 50th Independence Anniversary in September, the commemorative notes and coins are expected to serve both as a means of exchange and as symbols of national pride.
The Prime Minister urged citizens to embrace them as reminders of unity and vision.
“May this currency inspire us to work harder for the prosperity of our country, as our founding fathers did fifty years ago. May God bless Papua New Guinea,” Marape said.
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By: ROSELYN EREHE
Papua New Guinea faces imminent placement on the Financial Action Task Force (FATF) “Grey List” by 2026, a move that Bank of Papua New Guinea Governor Elizabeth Genia says will have serious implications for investment, trade and the cost of doing business.
Speaking at the Port Moresby Chamber of Commerce and Industry (POMCCI) Breakfast Meeting on 6 August at the Royal Papua Yacht Club, Genia confirmed that the listing is now almost certain.
“Based on the feedback we have received, we can say with a high degree of confidence, close to 100% certainty, that Papua New Guinea will be added to the FATF Grey List in February 2026,” she said.
The decision follows a mutual evaluation by FATF in October 2023, which triggered a 12-month observation period ending in October 2025. A post-observation report will then be submitted ahead of a formal review in January 2026.
Genia admitted that “it is not something that they had hoped for” but stressed the country’s priority now was constructive and transparent engagement with the FATF.
She underlined the potential economic fallout of grey listing, warning that it would undermine investor confidence, disrupt international trade and increase the cost of doing business.
“Grey listing affects us all. Whether you are a commercial bank, a lawyer, an accountant, a real estate agent or simply sending money to your family, compliance with our Anti-Money Laundering and Counter-Terrorism Financing (AML/CTF) Act is critical to protecting the integrity of our financial system,” she said.
The risks are not limited to the financial sector. Key vulnerabi -
lities for PNG include corruption and misuse of government funds, illegal fishing and tax offences, limited institutional capacity to prosecute money laundering and weak supervision of non-financial professions such as lawyers, accountants, real estate agents, car dealers and gold dealers.
The country also struggles with outdated risk assessments, limited asset recovery and insufficient cooperation with international jurisdictions.
To counter these threats, BPNG is co-chairing the National Coordinating Committee (NCC) with the Department of Justice and Attorney General. This body unites 22 government agencies in a national effort to respond to FATF’s findings.
In support of this, the government has brought in international expertise. Rick McDonald of McDonald Nair Consultants, Canada—one of the architects of the FATF mutual evaluation framework—has been engaged to advise PNG on strategies to exit the Grey List as quickly as possible.
The POMCCI breakfast also featured a panel discussion with senior experts, including Wilson Onea (Director of Financial Analysis and Supervision Unit at Bank of Papua New Guinea), Karen McEntee (Partner, Business & Tax Advisory at KPMG), Leo Kamara (Head of Risk & Compliance at Credit Corporation Limited), Sharon Punau (Group Head of Transaction Monitoring at BSP FInancial Group Ltd) and Herbert Maguma (Managing Partner at Deloitte).
The panel assessed PNG’s progress, acknowledged ongoing challenges and stressed the urgency of coordinated reforms to protect businesses from the damaging effects of grey listing.
Governor Genia closed with a call for national unity in addressing the challenge.
“Our response must be informed, open and transparent. Compliance is not just for banks or regulators—it is a national responsibility. The integrity of our financial system relies on all of us.”
By: ROSELYN EREHE
In a sector once dominated by foreign providers, the establishment of nationally owned Niugini Assurance Group Limited (NAGL) in 2019 reflects PNG’s economic maturity. NAGL is rewriting the script with locally driven leadership, tailored insurance solutions and a commitment to protect what matters most — the people.
NAGL is a response to the call for fresh, efficient and inclusive insurance models rooted in PNG’s realities. The insurance company was established out of research that identified a need for new approaches in general insurance.
It has now reaffirmed its client-focused service philosophy, emphasising transparency, education and timely delivery of insurance solutions as key components of its business strategy in PNG’s dynamic financial services sector.
With a strong commitment to helping clients understand their insurance needs and risks, NAGL positions itself not only as a policy provider but also as a trusted advisor in risk management.
The company’s approach begins with gaining a deep understanding of each client’s business operations, followed by the design of tailored insurance solutions that address both current and future risk exposures.
At Niugini Assurance Group, their role is straightforward: to understand your business, help identify and quantify risks, provide ongoing technical advice and, most importantly, to settle claims promptly. The company places value on open, honest relationships with clients and believes that education is a vital part of the process.
NAGL goes beyond the transactional by ensuring clients are well informed about the fundamentals of insurance, including terms, conditions and claims procedures. This empowers clients to make informed decisions and take proactive steps to secure the best possible outcomes during critical times.
Upon appointment, the insurance company works closely with each client to establish a clear and achie -
vable service timetable, guided by four key operational pillars:
• Risk Review
The process begins with an immediate risk assessment. Niugini Assurance takes the time to understand the organisation’s operations and exposures. This enables the firm to recommend practical risk management strategies and suitable insurance coverage.
• Insurance Placement
Based on the risk review, the company structures and implements a tailored insurance programme. This involves coordinating with the client’s previous insurance provider to collect relevant data and ensure a smooth transition.
• Timely Documentation
Policy documents are delivered without delay and thoroughly reviewed with clients to ensure understanding of the scope, terms and conditions of coverage. This aligns with the company’s mission to build client confidence through clarity and professionalism.
• Claims Management
One of the most vital aspects of Niugini Assurance’s service is prompt and effective claims management. Upon engagement, the company assumes responsibility for all outstanding claims, ensuring that insurers fulfil their obligations. Future claims are handled by a dedicated team under the close supervision of the Head of Underwriting and Claims, with regular updates and meetings to keep clients informed.
As a 100% nationally owned and operated insurance group, Niugini Assurance Group Limited continues to raise the bar in PNG’s insurance industry by delivering dependable, high-quality service that meets the diverse needs of its clients — from individuals to corporate and government agencies.
This clear and proactive service model ensures peace of mind for policyholders and reinforces NAGL’s standing as a trusted, transparent and responsive insurance provider in the country.
What distinguishes Niugini Assurance is not just its local ownership but the depth of its local industry intelligence and operational efficiency. Built on a model that emphasises partnerships, customer service and effective delivery systems, NAGL aligns its goals with national development.
Key differentiators include a streamlined and automated service process, a client-first claims philosophy ensuring prompt and transparent handling, strong emphasis on relationship-building with customers and an understanding that service excellence drives profitability and national trust.
Through risk education and claims responsiveness, NAGL empowers clients with both protection and understanding.
Niugini Assurance Group Limited is providing a service based on its vision: “To be the most reliable and
trusted provider of insurance services in Papua New Guinea.”
The company offers a broad and balanced portfolio designed to meet PNG’s diverse needs across commercial, personal and SME sectors.
This portfolio includes Commercial & Business Insurance, Property Insurance, Construction & Erection, Public Liability, Workers’ Compensation, Marine Cargo, Marine Pleasure Craft, Personal Protection Plans, Home and Contents Insurance, Motor Vehicle Cover, Personal Accident, Medical/Life Insurance.
Tailored plans are available for small to medium enterprises seeking multiple coverage types under one plan. NAGL also benefits from a strong reinsurance programme, utilising rated international capacity with specific PNG experience to ensure risk resilience, catastrophe protection and compliance.
The insurance company has already made significant strides with a national footprint, trusted brand presence and operational automation
for speed and accuracy. The company’s client education on insurance principles and policy clarity has seen clients prosper.
A dedicated and passionate team with deep insurance and finance backgrounds, combined with immediate support through a defined Service Timetable and Risk Review process, has made client service more reliable with Niugini Assurance Group Limited. Their commitment to relationship-building, accountability and client advocacy defines their growing reputation.
The company’s core values act as a guide to quality insurance service provision through integrity, teamwork, customer service excellence, insight and shareholder value. With both urban and rural clients, NAGL proudly delivers on its tagline: “Insurance for you in Papua New Guinea.”
“Niugini Assurance is proud to stand with Papua New Guinea as it celebrates 50 years of independence,” said Mr Opi Loi – Interim Chief Executive Officer & Director in his PNG 50th Anniversary message.
“Our journey as a company reflects the commitment of our people. As a 100% nationally owned insurer, we are not just operating in PNG — we are part of PNG. Our mission is to help build an independent, self-reliant nation by protecting the livelihoods and ambitions of our clients.”
Fifty years on, Niugini Assurance Group Limited is focused on expanding branch networks to rural and underserved areas. With modern technology and artificial intelligence usage growing in the country, Niugini Assurance is looking to launch digital solutions for policy access and claims management.
A growing country comes with a growing population; therefore, the company is investing in youth training and graduate programmes.
Even though the base of NAGL is in the capital city, Port Moresby, the company is strengthening its network nationwide and hopes to increase regional partnerships to position PNG as a Pacific insurance hub.
PacSuper had announced the appointment of Chris Hagan as Chief Executive Officer, effective 1 June 2025, succeeding Eric Kramer, who has resigned from the role after leading the organisation through a period of significant change and transition.
Mr Hagan returns to PacSuper with deep superannuation experience, having previously served as CEO of the fund during its time as the Aon Master Trust, giving him unique insight into its heritage and future potential.
Most recently with National Finance, Mr Hagan has held senior roles across the sector in Papua New Guinea, including at JMP Securities and as CEO of the Association of Superannuation Funds of Papua New Guinea.
With nearly three decades of leadership across investment advisory, trustee services, fund administration, fixed income and investment strategy, compliance, governance, and corporate leadership, Mr Hagan
is well-positioned to lead PacSuper’s continued evolution and growth on behalf of its members.
Jason McIlvena, Chairman of PacSuper, said: “Chris brings a unique blend of institutional insight, operational experience, and deep knowledge of the superannuation landscape in PNG.”
“We’re pleased to welcome him back to PacSuper at a time of renewed focus and momentum. His understanding of the local market, proven leadership, and strong track
record in the superannuation and investment industry make him the right choice to lead us forward.”
The Board also acknowledged the contribution of outgoing CEO Eric Kramer, who has held the role since early 2024, during which time he successfully steered the fund through the transition from Aon to PacSuper.
“We thank Eric for his leadership and commitment during such a pivotal time and wish him all the best in his future endeavours,” McIlvena said.
Air Niugini has unveiled a special commemorative livery on its first Airbus A220, marking a significant milestone in both the airline’s history and Papua New Guinea’s 50th independence anniversary.
The brand-new aircraft, affectionately dubbed the People’s Balus, features a vibrant design incorporating Papua New Guinea’s national flag and the official 50th anniversary logo.
The livery serves as a flying tribute to the nation’s rich heritage and bright future, proudly showcasing the colours of Papua New Guinea both domestically and across the region.
The intricate painting process was carried out at the Airbus facility in Mirabel, Canada. A dedicated team of 120 painters worked around the clock in three shifts to bring the design to life, using 11 distinct colours and employing special airbrushing and advanced stencil overlay techniques to achieve the complex layering effect.
This marks only the second time Airbus has applied such a technique on an A220, setting a new benchmark for aircraft livery design.
Air Niugini acting CEO Capt. Samiu Taufa, MBE, said: “This aircraft is more than just a new addition to our fleet. It is our first brand-new, next-generation jet and captures the spirit of our nation and our aspira-
tions for the future. As we celebrate 50 years of independence, the People’s Balus stands as a testament to our journey and our commitment to progress.”
The Airbus A220 comes in two variants — the A220-100 (seating 113 passengers) and the larger A220-300 (seating 138). Powered by new-generation Pratt & Whitney GTF engines and featuring advanced aerodynamics, the A220 delivers about 25% lower fuel burn per seat and a 50% smaller noise footprint compared with the older aircraft it will replace. Its cabin offers an exceptional and comfortable in-flight experience, with wider seats, extra-large windows, spacious overhead bins, free Wi-Fi and a quieter, well-lit environment.
The aircraft currently carries the Canadian test registration C-FOWU. Once PNG Civil Aviation Safety Authority requirements are completed, the People’s Balus will be registered as P2-PGA, followed by the issue of a PNG certificate of airworthiness, before its delivery flight from Mirabel to Port Moresby.
With this aircraft, Air Niugini begins a new era of modernisation, focused on gradually phasing out its Fokker fleet and eventually its Boeing 737s, while improving connectivity and reliability across the country and the region.
Air Niugini has ordered 11 A220s
as part of its fleet renewal programme. Three will be delivered by the end of this year, with the remaining aircraft arriving over the next three years.
The first People’s Balus is scheduled to arrive in Port Moresby in September, perfectly timed to coincide with the nation’s 50th independence anniversary.
Air Niugini is inviting all Papua New Guineans to share in this historic moment as the aircraft takes to the skies, embodying the pride and unity of the nation.
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Over the past year, PNG Ports Corporation Ltd (PNG Ports) has taken a significant step forward in shaping its leadership for the future. It appointed four exceptional professionals to senior roles, in line with its most ambitious infrastructure program since the relocation of Port Moresby’s terminals to Motukea and the expansion of Lae Port.
The appointments reflect a deliberate strategy pursued by the State Owned Enterprise (SOE) over the past decade – to build and nurture leadership talent from within while also recruiting outstanding expertise from outside the organisation.
The newly appointed senior leaders include Chief Operations Officer (COO) Felix Bauri, Chief Commercial Officer (CCO) Deborah Onga, Chief Financial Officer (CFO) Dorothy Kore, and Senior Civil Engineer –Major Projects Denmark Gimiseve, who also heads the Joint Implementation Unit (JIU) overseeing the A$621.4 million Australian Government’s investment in the national port upgrade program.
Chair Harvey Nii emphasises that “these appointments are more than simply staffing changes. They reflect a long-term strategy to cultivate a new generation of leadership talent that will carry the organisation forward for the next 50 years.”
COO Felix Bauri is a standout example of PNG Ports’ ability to develop its own people. Beginning his career two decades ago through the Graduate Trainee Program, Bauri has worked his way through a diverse range of roles across the port network, from Wharf Superintendent to Regional Business Manager.
After serving multiple acting stints in senior roles, he was formally appointed COO in 2024. Nii describes Bauri’s corporate knowledge as “second to none” and notes his operational expertise is vital to PNG Ports’ performance across its 15 port operations.
In contrast, CCO Deborah Onga joined PNG Ports in April 2025. A commercial lawyer with extensive experience in large-scale property
development, she is leading efforts to advance the 400-hectare Lae Industrial Park adjacent to Lae Port and to secure its Special Economic Zone (SEZ) status.
She is also tasked with unlocking the commercial potential of all ports in PNG Ports’ network, including the 12 Community Service Obligation (CSO) ports currently funded by the SOE.
Bringing with her properties experience as well as more than a decade of aviation industry expertise, PNG Ports’ Chief Financial Officer, Dorothy Kore, joined the state-owned enterprise in August 2024. Complementing her strong accounting background with an MBA in International Business, Kore also brings highly regarded strengths in project and change management. These capabilities underpin her leadership of core responsibilities spanning financial management and reporting, treasury accounting, and corporate strategy. They are proving particularly valuable in navigating the financial dimensions of the AIFFP-funded port upgrade program—most notably the complex tax components.
Alongside this, she is also driving the modernisation and upgrade of the accounting system and port operations system.
Senior Civil Engineer – Major Projects, Denmark Gimiseve, who joined the SOE in late 2023, brings 15 years of engineering expertise across high-profile projects such as APEC Haus, Angau Memorial Hospital, and the National Football Stadium.
Highly regarded for his technical skills and project management capability, Gimiseve has been “instrumental” in progressing PNG Ports’ nationwide programme of port upgrades since becoming head of the JIU in March this year.
Today, Bauri, Onga, Kore, and Gimiseve are part of a 12-strong senior leadership team that combines long-serving employees with fresh external talent.
Human Capital Manager Rex Kini notes that “PNG Ports’ dual strategy of developing its own people while recruiting top professionals from outside the organisation has proven highly effective.”
Central to this has been the Graduate Trainee Program, which has trained 60 graduates since inception – 90 percent of whom secured full-time positions, with most staying at least five years.
Four other senior managers are alumni of the program. Beyond this, PNG Ports invests heavily in leadership programs for high-potential staff, including rotational placements, stretch assignments, strategic projects, acting appointments, and external study support.
This strategy is paying off. In the past decade, PNG Ports has strengthened its operational efficiency and global standing, with Lae and Port Moresby climbing the World Bank’s Container Port Performance Index. At the same time, profitability has been consistent, allowing substantial dividends to be returned to the State.
The company’s leadership evolution underscores its broader ambition of being led by an exciting new generation of talented professionals – people who combine deep corporate knowledge with fresh perspectives – ensuring PNG Ports continues to deliver value to the nation.
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With nationwide support and decades of local expertise, Daltron is your ICT partner in Papua New Guinea and beyond.
By: ROBINA HAPO
Swire and Steamships have reaffirmed their commitment to community development and education in Papua New Guinea with the official opening of a third double classroom building at Vula’a Rivilina Elementary School in Hula Village, Central Province.
This initiative represents a significant milestone under the Swire Philanthropic Fund, implemented by Steamships Company as part of a phased program aimed at improving educational infrastructure in rural areas.
At the mini opening ceremony, Ruth Kissam, General Manager Corporate Affairs at Steamships, delivered the keynote address.
“By investing in education, we invest in the potential of future generations,” Kissam stated. “This school represents more than just a building as it is a symbol of our shared belief in the power of education to empower individuals and transform communities.”
The classroom project aligns with key national frameworks, including the National Education Plan 2021–2029 and Medium Term Development Plan 4 (MTDP 4).
It reflects the government’s focus on improving access to quality education through enhanced infrastructure, sanitation, and hygiene standards that will enhance a conducive learning environment.
This third phase of the initiative came at a cost of approximately PGK 215,000. The investment covers a fully furnished double classroom kit, which includes a dedicated teacher’s office, seating and desks for students and staff, blackboards, pinboards, and associated logistics and construction costs.
Steamships’ connection with the Hula community began through recreational visits by staff for kite surfing. These visits sparked dialogue around local educational needs, leading to a formal collaboration with Swire in 2023 to support school redevelopment efforts.
To date, the companies have
jointly funded the construction of three double classroom buildings, bringing their total investment in Vula’a Rivilina Elementary School to PGK 645,000.
“On behalf of Swire/Steamships, we formally open and present the classroom to the school community and thank everyone that contributed to the success of this project that will uplift and inspire our future generations who will contribute
positively to our nation,” said Kissam.
“We are proud to play a role in helping provide children in Hula Village with a safe, conducive learning environment.”
This partnership is a continuing demonstration of Swire’s and Steamships’ broader strategy to support education, health, and sustainable development throughout Papua New Guinea.
Students, school staff, and Steamships General Manager Corporate
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Everyone knows that to be truly independent, you need your own home. But for many there is the question of whether to buy or build, while for others, housing affordability is a problem. The answer to both is NiuHomes from PNG Forest Products.
With over 30 models to choose from, NiuHomes are PNG’s first choice when it comes to quality, affordable kit homes that come in a range of styles to suit every budget and lifestyle. NiuHomes come with a huge range of quality inclusions, right down to the kitchen sink.
In fact, models in the Residential Range have everything you need to achieve independence as a homeowner, including electrical wiring & fittings; solar hot water system; full plumbing kit including toilet and shower; ceramic tiles; joinery kit; ceiling fans; even interior and exterior paint, all included in the price of the kit home!
Then there is their exceptional quality and durability. NiuHomes are the only kit homes in PNG, engineered to PNG and Australian building codes, that are preservative pressure treated to fully protect from termites and rotting, so you know your investment will last and last.
And have you thought about where your money goes when you buy a house? Some manufactur -
ers import their steel and other materials, so much of your money goes overseas.
NiuHomes are made from PNG timber, sourced from pine plantations managed by the PNG Forest Authority, which puts money back into the PNG economy. Ni -
uHomes are not just PNG Made… they are PNG Grown!
Find your independence in a NiuHome and celebrate the fact that you are supporting your country. After all… isn’t that what Independence Day is all about?
When Papua New Guinea celebrates 50 years of Independence this September, one business stands out for having journeyed with the nation long before 1975, Remington Group. and has been recognised regionally winning the 2024 Konica Minolta Dealer of the Year award across the Australia-Pacific region. But the Group’s impact goes far beyond hardware.
Swire Shipping, a leading shipping company in the Asia-Pacific, announced a significant upgrade to its North Asia Express (NAX) service with the introduction of fixed-day weekly sailings and expanded capacity.
Effective 22 August 2025, the service will offer market-leading speed and reliability, significantly enhancing connectivity between the Chinese mainland, Hong Kong SAR and Papua New Guinea.
The upgraded NAX service will feature a weekly port rotation of Shanghai – Ningbo – Nansha – Hong Kong – Lae – Shanghai, with the fastest direct connection currently in the market from Lae to Shanghai.
Reliable trans-shipment connections to Solomon Islands, New Caledonia and Fiji will be available in Lae via Swire Shipping’s service network in the South Pacific, through its Papua New Guinea (PNG) fortnightly service and Pacific Weekly Express (PWX) service.
Randy Selvaratnam, chief commercial officer of Swire Shipping said that the upgrade reflects company’s ongoing commitment to supporting customer supply chains
with dependable, high-frequency services across the region.
“Upgrading our North Asia Express (NAX) service to a weekly frequency doubles the number of sailings available to customers, giving them faster access to markets and more options to align shipments with production cycles, inventory needs and delivery timelines,” Selvaratnam said.
“This reflects our continued investment in expanding capacity and high-frequency shipping solutions that support our customers’ evolving supply chain needs,” he added.
The upgraded NAX service will be the second in Swire Shipping’s comprehensive network in the Asia-Pacific to offer weekly connections into Papua New Guinea and the Pacific Islands.
It follows the successful launch of the PWX service in February 2023, which connects Southeast Asia with Papua New Guinea, Solomon Islands, New Caledonia and Fiji on a weekly schedule.
The NAX service was first launched in July 2015 to provide a direct link between North Asia and the South Pacific and was upgraded in October 2020 to a fixed-day
fortnightly service to better support customers’ supply chains.
Swire Shipping, a leading shipping company in the Asia-Pacific, is the wholly owned, deep-sea shipowning and operating arm of the multinational Swire Group. Headquartered in Singapore, Swire Shipping is dedicated to facilitating and growing trade in the regions where it operates.
The company provides several high-frequency liner shipping services and integrated logistics solutions in the Asia-Pacific; transpacific services between North Asia and the Pacific Northwest; and specialist shipping services to the global project logistics market under the brand name Swire Projects.
The company specialises in providing a wide range of specialist customer solutions for containerised, project, heavy-lift, refrigerated, breakbulk and mini bulk cargoes.
Swire Shipping maintains a worldwide agency network in addition to its own representative offices across the Asia-Pacific, Pacific Islands, North America and Europe, providing customers with dedicated service and expert market knowledge.
By: MICHAELYN TETU
To empower and invest in the nation’s future leaders, PNG Mining and Petroleum Hospitality Services Limited (PNGMPHSL) has officially launched its inaugural internship programme, welcoming three promising graduates from Divine Word University (DWU), Madang Campus.
This initiative is part of a broader awards and internship scheme designed to identify, recognise, and nurture young Papua New Guinean talent.
Demonstrating its commitment to meaningful community engagement and capacity building, PNGMPHSL introduced this initiative to create real pathways for academic achievers to transition into the professional workforce.
The programme was launched with a prestigious awards ceremony held at DWU, where four outstanding students were honoured for their exceptional academic and leadership achievements.
The awardees — Jasmine Manuai, Karl Ralewa, Maxwell Gegera, and Patience Hahambu — were carefully selected for their academic excellence, dedication and potential to contribute meaningfully to the workforce.
Three of the recipients have since commenced their internship with PNGMPHSL.
Jasmine Manuai, who hails from Manus, Madang and Central provinces and recently graduated with a degree in Tourism and Hospitality Management, expressed her gratitude.
“After finishing my final year, I was eager to find employment, but I was not successful with my job applications and eventually gave up. However, winning this award made me very happy and restored my hope,” Manuai said.
Karl Ralewa, a Business Management graduate from Central Province, shared a similar sentiment. “When I learned that I was nominated for the PNGMPHSL award, it felt like my hard work was finally recognised. I am learning a lot, and it’s been
an amazing opportunity,” Relewa said.
Maxwell Gegera, originally from East New Britain and Oro provinces, and a graduate in Information Systems, echoed the pride and enthusiasm felt by his peers, saying “I felt very pleased and proud of myself because it affirmed my dedication and hard work in school. I appreciate the programme as it involves handson tasks, and my studies inspire me to excel in this internship.”
The fourth awardee, Patience Hahambu, a valedictorian and recipient of the academic excellence award, has chosen to pursue other opportunities. PNGMPHSL extends its best wishes for her future endeavours.
Speaking on the importance of this initiative, Leonie Baptiste, Training and Development Manager at PNGMPHSL, said that this is the first time the company is implementing such a programme.
“Sponsoring awards is our way of giving back to the community while fostering professional development in PNG. As these interns join us, we nurture their growth while benefiting from their skills. We hope to continue this successful
programme in the coming years, expanding it to include our joint venture partners,” Baptiste said.
The internship will span a full year, offering interns an in-depth and immersive learning experience across all aspects of the company’s operations.
Throughout this period, interns will gain hands-on experience in real workplace scenarios and work closely with experienced mentors who will guide their professional development.
This comprehensive exposure aims not only to enhance their technical and practical skills but also to provide them with valuable insights into the company’s culture, values, and long-term business objectives, effectively preparing them for a successful career in the industry.
As a landowner company, PNGMPHSL continues to uphold its core values by investing in local human capital.
The internship programme is more than just a career opportunity — it is a sustainable step towards national development and a reflection of the company’s long-term vision to empower the next generation of industry leaders.
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Nambawan Super Limited (NSL) is pleased to announce Hilton Port Moresby Hotel & Residences as the newest partner for its Member Discount Program.
The Member Discount Partner agreement was signed this week by Hilton Port Moresby Hotel & Residences General Manager, Mr. Ryan Mikkelson and Commercial Director, Mr. Robbie Turner with NSL Chief Member Services Officer, Mr. George Panao withnessing this signing ceremony.
As the leading superannuation fund in PNG, NSL is committed to helping its Members, not only build a comfortable and financially secure retirement, but also deliver practical savings today through initiatives like the Member Discount Program.
Through this new partnership, NSL Members, both in Port Moresby and from around the country can now access a 15% discount on standard room rates at Hilton Port Moresby, available exclusively on Fridays, Saturdays, and Sundays. This benefit is ideal for leisure stays, short getaways, or business trips.
Nambawan Super CEO, Mr. Paul Sayer, acknowledged Hilton Port Moresby for its support in delivering tangible value to NSL’s hardworking Members.
“Many of our Members work hard and face the daily challenges of the
rising cost of living. This partnership provides a way for them to enjoy quality leisure and accommodation services at a more affordable rate.”
“It not only supports our Members’ immediate spending power, but also demonstrates our ongoing commitment to improving their overall wellbeing,” Mr. Sayer said.
Mr. Sayer added that this partnership also contributes to the broader national economy and to the growth and development of the tourism industry in the country.
“By collaborating with Hilton Port Moresby, one of our contributing employers we are also supporting the hospitality and tourism sector, which plays a vital role in economic growth and employment.”
Hilton Port Moresby Hotel & Residences General Manager, Mr. Ryan Mikkelson expressed excitement when signing the Discount Agreement.
“We’re very proud to partner with Nambawan Super to be able to bring extra benefits to their Members. We really look forward to welcoming their Members to come and use the facilities with the discount of 15% and really enjoy our wonderful property, and also our six (6) restaurants and bars as well,” Mr. Mikkelson stated.
NSL Members are encouraged to take advantage of this exclusive offer by presenting their Nambawan Super
Membership Card upon check-in at Hilton Port Moresby, located at Wards Road, Hohola.
Hilton Port Moresby Hotel & Residences is a precinct showcasing the lifestyle and heritage of Papua New Guinea, its people and its culture. Part of Star Mountain Plaza, the hotel offers everything you need for a productive stay and a memorable experience, from 212 stylish guest rooms and suites to 180 fully serviced residences.
Guests can enjoy six restaurants and bars, two outdoor swimming pools, two fitness centers, Hubworks co-working spaces and retail shopping.
For events and meetings, the hotel features a state-of-the-art convention center complete with an outdoor amphitheatre, an open-air terrace, meeting and boardrooms and a grand banquet hall accommodating up to 650 guests.
This partnership is one of several under NSL’s growing Member Discount Program, which continues to provide savings and benefits to Members across the country.
The full list of NSL’s Discount Partners nationwide can be accessed on the NSL website.
For more information on NSL’s Discount Partnership program Free Call our Call Centre on 180 1599 or email CallCentre@nambawansuper. com.pg.
From Insurance to Real Estate – making new roads into the future
Established in 1977 and closing five decades, ‘Kwila’ has been a household name in Papua New Guinea. ‘Kwila’ started off as an insurer, servicing both corporate and individual sectors. Its brand presence has held strong overtime in PNG’s diverse communities.
Kwila immerse into real estate way back in the late 80s and in 2019, exited its business interests in insurance to focus on its real estate assets. Kwila’s interests in the real estate sector was a well-kept secret of sorts until it’s just taken over the management of its own portfolio of properties.
Commencing 1st August 2025, Kwila Corporation Limited manages its very own 129 residential apartments in Port Moresby, firmly positioning itself as a key player in the city’s competitive property market.
As the country celebrates 50 years of its Independence, Kwila has set up a dedicated Property Management Team and officially opened the Kwila Corporation Residence Office within the Kwila Kermadec Apartment compound, Section 24, Lot 15, Kermadec Street, Granville.
Kwila offers a diverse portfolio of small intimate properties; modern, secure and quality living spaces with a focus on refined service delivery at every touchpoint in some of Port Moresby’s most sought-after locations.
Servicing both corporate and private tenants - expats, professionals and families alike, each property combines comfort, convenience and stunning views of the city, sea and harbour.
With Kwila ’s repositioning in the real estate market as a hands-on Property Management operation, it offers more than just homes, but trust of a well-established homegrown brand with a proven track record, private communities of likeminded dwellers and long-term value.
Acting General Manager Sara Hillman emphasises: “Our shift from insurance to real estate is a natural progression. At Kwila, we’ve always cared about people’s peace of mind
— now we extend that same care into the homes and communities we build and manage.”
“Further, Kwila’s highest priority is providing secure homes/communities, which is one of the most decisive elements that govern the quality of life in PNG” says she, an expat herself residing in Port Moresby for the past 18 years.
The company’s mission is clear:
• To create intimate residential communities that offer comfort, convenience, and security.
• To offer refined and stylish living spaces that embrace the county’s tropical lifestyle.
• To ensure professional management and seamless service delivery to its communities.
Nick van Voorst is an Australian Registered Migration Agent (MARN: 0640648), a Registered Education Agent (M042) and the owner of Coral Coast Migration Service.
He has studied Australian Migration Law at Griffith University in Brisbane and has been working as a Registered Migration Agent since 2006. He is a member of the Migration Institute of Australia and is based in Cairns.
The company provides professional advice for people wishing to apply for an Australian Visa and specialises in Student, Tourist, Employer Sponsored, General Skilled, Partner and other Family Visas, as well as Australian Citizenship Applications.
We are also Registered Education Agents and represent Education Queensland International, Cairns College of Business and English, and can assist with enrolments in other colleges and universities around Australia.
A Registered Migration Agent will make sure that your application is well presented, professionally prepared and meets all requirements. The agent will assist with the completion of all necessary forms, collating of documents, preparation of submissions and the lodgement of your application. He will monitor the progress of your application and provide ongoing advice and liaise with the Department of Home Affairs on your behalf.
All Australian Registered Migration Agents must have Immigration Law qualifications and must abide by a strict Code of Conduct.
We offer reasonable, fixed fees, agreed upon in advance, excellent, regular communication, support and feed-back.
Our Services:
• Enrolments with selected education providers
• Medical insurance
• Student and student guardian visa
• Partner, skilled and employer sponsored visas
• Citizenship
EDUCATION QUEENSLAND INTERNATIONAL (EQI) DEVELOPS AND PROMOTES PROGRAMS FOR INTERNATIONAL STUDENTS WHO WANT TO STUDY AT A QUEENSLAND GOVERNMENT PRIMARY OR SECONDARY SCHOOL.
Education Queensland International has more than 95 schools in Cairns, Townsville, the Fraser Coast, the Gold Coast, the Sunshine Cost and Brisbane that welcome international students to study the Queensland curriculum.
This includes primary schools that offer programs from Prep to Year 6 and high schools that offer programs from Year 7 to 12, including the International Baccalaureate.
These schools provide an internationally recognised academic curriculum, and many offer vocational training and special programs. Extra-curricular activities are also available.
Most schools are close to universities and Technical and Further Education (TAFE) institutions, and
many have partnerships with them that could benefit students. This includes an easy path to further study and future goals.
International students enrolled in primary school must stay with a parent or Department of Home Affairs (DHA) approved relative. If you are a high school student, you may choose to live with a parent or a close relative who lives in Queensland.
The alternative accommodation option for high school students is staying with a local Queensland family from your school. This is called a homestay. Staying with a local family is a great way to enjoy the Australian way of living.
ENROLMENT APPLICATION DEADLINES:
• Term 1, 2026: 19 September 2025
• Term 2, 2026: 10 January 2026
• Term 3, 2026: 13 February 2026
• Term 4, 2026: 26 June 2026
For further inquiries, please visit our website: https://www. coralcoastmigrationservice.com. au/
By: ROSELYN EREHE
As cyber threats continue to evolve in complexity and frequency, the imperative for robust information security across both government and private sectors in Papua New Guinea has never been more urgent.
In a recent interview with PNG Business News, Robert de Haan, founder and chief executive officer of Cypro Pty Ltd, outlined the growing need for proactive cyber risk management across the country.
“The finance sector is making progress to stay ahead,” de Haan remarked, “but there remains a significant journey ahead for broader business and government institutions. Information security awareness is rising, but it must be followed by decisive action. No organisation is too small to be targeted, and the volume of attacks is increasing.”
Cypro is an Australian-based cybersecurity consultancy focused on delivering high-quality, cost-effective services tailored to organisational needs.
Unlike traditional IT providers, Cypro does not resell third-party products. Instead, it develops and delivers in-house solutions that are practical, scalable and aligned with each client’s operational context.
For businesses in PNG seeking to better understand and manage their cybersecurity posture, Cypro provides clear, jargon-free advice backed by deep expertise.
Services include cyber maturity assessments, risk and compliance reviews, security policy development, ISO 27001 implementation, and ongoing governance assistance.
Cypro also specialises in human-centric cybersecurity, helping organisations reduce incidents caused by human error, insider threats or poor security culture through training, behavioural analysis, and human risk scoring.
Human risk scoring in cyberse -
curity measures how likely an employee is to cause or fall victim to a cyber threat — through mistakes, risky actions or malicious intent.
It looks at things like password strength, phishing email clicks, access level, security training and device use. Based on these, a risk score is assigned. This helps organisations spot high-risk individuals and take steps like extra training, closer monitoring or limiting access to prevent security breaches.
“Our approach is different,” de Haan explained. “We don’t just send out checklists. We embed ourselves in our clients’ environments, learning their operations, understanding their people and processes, and delivering pragmatic security solutions that work in the real world.”
TO PNG BUSINESSES: CYBERSECURITY IS A BUSINESS IMPERATIVE
Mr de Haan’s message to Papua New Guinean organisations is clear: “Start focusing on cybersecurity. It’s not a tick-box exercise, it’s a critical business function. Every staff member must be security conscious. Something as simple as a misplaced full stop in an email address can have devastating consequences. Vigilance and awareness must become standard practice.”
What sets Cypro apart is its unwavering focus on helping clients
build capability, not dependence. From regulatory compliance and critical infrastructure security to data protection and user awareness, Cypro offers a comprehensive, localised approach to cyber risk — which involves local staff, cultural adaptation, and training.
In 2023, Cypro formalised a strategic partnership with the Papua New Guinea Mineral Resources Authority (MRA) to uplift the organisation’s cybersecurity maturity and achieve ISO/IEC 27001:2022 certification.
Speaking about the project, de Haan confirmed: “We officially commenced in late 2023 and formally launched the ISO 27001:2022 implementation in September 2024. Today, we are over 60% complete in the implementation process and the results are transformative.”
“ISO 27001 provides a globally recognised framework for securing information assets. Our work with MRA involves addressing physical, digital, process and human security controls and helping the agency transition towards paperless, modern and resilient operations.”
The partnership was driven by a clear demand from both internal and external stakeholders, including industry participants seeking confidence that MRA’s digital platforms
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are secure, reliable and aligned with international best practice.
Jerry Garry, managing director of MRA, described the collaboration with Cypro as a foundational element of the Authority’s broader digital transformation strategy.
“Our goal is to identify and resolve every potential risk, whether through improved policy or smarter systems,” Garry said. “We are on track to achieve ISO certification, which will validate the strength and resilience of our information security management system.”
MRA has already completed four of its major compliance deliverables with the remaining critical components — internal audit, management review, certification audit, and continual improvement — scheduled for completion in the coming months.
A key pillar of this transformation is the digital tenement application portal, which will allow licence
holders to submit reports, applications and payments online. “We are currently doing the implementation and aiming to be finished by the end of 2025,” he said.
Another vital component is the live mineral data repository, an essential public resource that must be secured before public access can be enabled.
“Our aim is to become a fully digital, paperless agency,” Garry added. “But before we open our systems to external access, we must ensure they are robust, certified and protected against cyber threats.”
Cypro’s ongoing commitment to Papua New Guinea extends beyond individual engagements. The company is actively working to establish a local presence in Port Moresby and build long-term cybersecurity capacity within national institutions.
“Our work with MRA is setting a benchmark,” de Haan affirmed. “It demonstrates that public agencies in PNG can successfully
partner with specialists to build secure, future-ready systems, and it highlights what can be achieved through leadership, collaboration and the right guidance.”
With proven expertise across governance, risk and compliance (GRC), critical infrastructure protection, and human risk management, Cypro stands ready to support PNG organisations of all sizes in strengthening their cybersecurity posture.
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Alocal project services company is partnering with a leading Australian manufacturer to introduce innovative dome shelter solutions across Papua New Guinea.
PNG CR Services Company announced its strategic collaboration with Container Domes Australia, a move that promises to deliver durable, cost-effective infrastructure tailored to the country’s varied environments and sectoral needs. The partnership merges PNG CR’s on-the-ground project delivery expertise with Container Domes Australia’s reputation for quality, innovation, and robust engineering in dome shelter systems.
“This partnership is about more than just supplying infrastructure—it’s about providing solutions that meet the needs of Papua New Guinea’s industries and communities,” said Allen Tyson, managing director of PNG CR Services Company.
“By combining international expertise with local presence, we are ensuring that our clients receive quality products backed by reliable, on-the-ground service,” Tyson added.
The two companies said the partnership will focus on serving key sectors such as mining, construction, agriculture, and logistics, with plans to expand into areas like rural development, education infrastructure, and disaster relief.
Prior to the partnership, Container Domes Australia supplied and installed four 18-metre-wide cyclone-rated domes at Port Moresby Wharf, demonstrating the suitability of their shelters for PNG’s challenging conditions.
Paul Whitla, director of Container Domes Australia, said the collaboration aligns with the company’s broader vision of making its products more accessible in emerging markets.
“Container Domes Australia is excited to work alongside PNG CR Services to expand our reach into Papua New Guinea,” Whitla said.
“With PNG CR’s deep market knowledge and service capability, customers can be confident that our domes will not only be delivered to international standards but also supported locally through installation, maintenance, and warranty services,” he added.
The companies said they are committed to enhancing local capacity by providing training, employment, and ongoing support— an approach that could generate broader economic benefits beyond the construction and industrial sectors.
The collaboration is a distribution agreement that grants PNG CR Services exclusive rights to represent and supply Container Domes Australia products throughout Papua New Guinea. The domes will continue to be manufactured in Australia and imported into PNG, ensuring consistent quality and compliance with international engineering standards.
Emphasis on long-term presence
Central to the partnership is the establishment of a strong local presence to ensure proper installation and reliable after-sales service.
According to PNG CR, the dome structures offer a scalable and flexible alternative to conventional buildings, allowing faster and more efficient project delivery—particularly in remote or resource-con -
strained locations.
The premium quality shelters are engineered to withstand some of the harshest conditions, making them ideal for Papua New Guinea’s challenging environments.
Manufactured in Australia to meet the country’s highest engineering standards, each structure is cyclone-rated and built with a galvanized RHS steel framework and a heavy-duty polyethylene (P.E.) fabric cover designed for high UV resistance.
The shelters come with a 10-year structural warranty and a 20-year UV warranty, offering long-term
durability and reliable performance across industrial, remote, and coastal applications.
Beyond industrial use, both companies expressed interest in deploying the dome technology for humanitarian and community applications. This includes temporary classrooms, mobile clinics, and emergency shelters—particularly relevant in PNG’s disaster-prone regions.
The collaboration, they said, is designed to create “long-term value for clients while contributing to Papua New Guinea’s industrial and community growth.”
Theodist Limited, a prominent Papua New Guinean business, recently partnered with Kairuku MP and Minister for Energy, the Hon. Peter Isoaimo, to provide essential school furniture to St.
Michael’s Bakoiudu Primary School in Kairuku District, Kuni LLG.
The donation, including 15 desks and 15 chairs, was made during the official opening of the school’s new 3-in-1 classroom in the Kuni Local
The collaboration highlights a growing trend of public-private partnerships aimed at improving educational facilities and student outcomes across the country.
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Theodist’s support is part of its long-standing commitment to the education sector in Papua New Guinea, a mission it has upheld for over 50 years.
“Our commitment extends to all corners of the education sector because we believe every student deserves a safe and well-equipped space to learn,” Theodist said in a statement.
This philosophy, they added, “drives their efforts to provide classroom furniture, supplies, and tailored support programs to schools nationwide.”
Theodist’s involvement aims to send a powerful message to students: “They matter, and their future matters.”
The company has affirmed its ongoing commitment to working with government officials, educators, and local communities to ensure that schools, regardless of their location, are well-equipped to educate and inspire future generations.
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