Latest News

Global information technology (IT) management leader SolarWinds has officially expanded its presence to Papua New Guinea, partnering with Daltron PNG, a pioneer in the country's ICT (information and communications technology) sector. A launch in Port Moresby celebrated the milestone event, marking a significant step toward strengthening the country’s digital transformation and enhancing its IT infrastructure with intelligent, artificial intelligence (AI)-powered solutions. SolarWinds’ latest innovations in AI-driven IT operations, network monitoring, and cybersecurity—essential tools to support PNG’s rapidly growing digital economy—were on display at the event. Stakeholders from government, enterprise, and the ICT sector gathered to explore how advanced IT management platforms can improve service delivery, operational efficiency, and network resilience. The launch featured live demonstrations, customer success stories, and expert-led discussions on how SolarWinds’ global best practices are being adapted to meet the unique challenges and opportunities within Papua New Guinea. “As the demand for secure and data-centric operations increases, our solutions enable organizations in Papua New Guinea to proactively manage their IT environments, detect and respond to threats in real time, and optimize performance through automation and artificial intelligence,” SolarWinds said in a statement. Peter Lee, Solution Architect at SolarWinds, emphasized the impact of intelligent monitoring tools. “SolarWinds solutions reduce mean time to resolution (MTTR), helping businesses save time and money. In today’s digital landscape, AI-powered visibility and control are vital for ensuring business continuity and driving long-term success,” Lee said. Tharindu Jayamaha, Certified SolarWinds Architect and Network Manager at Daltron PNG, added: “The world is rapidly adopting AI, and we are proud to bring SolarWinds’ globally recognized solutions—backed by 25 years of innovation—to Papua New Guinea.” “This launch ushers in a new era for local businesses, equipping them with the tools to stay secure, resilient, and aligned with future technological trends.” SolarWinds’ entry into the market underscores its commitment to empowering local businesses and institutions with world-class IT solutions, fostering a more connected and digitally advanced PNG.

Plastic-Free starts with me – this was the bold theme adopted by Ok Tedi Mining Limited has it joined the global community in commemorating World Environment Day (WED) on June 05th . Ok Tedi has adopted the slogan “Plastic-Free Starts With Me!” alignment with this year’s global theme “Ending Plastic Pollution”, a call to action to reduce the environmental threat of plastic waste. The Environment Department organises activities annually at Ok Tedi operational sites to mark WED targeting behaviour change among employees, business partners and the community. Manager Environment Erizo Kepe said in line with this year’s global theme and Ok Tedi’s slogan, activities and messaging focus on minimising plastic waste using the 5R’s: Reduce, Reuse, Refuse, Recycle, and Rethink. “We want to promote reducing the use of plastic, reusing plastic in alternative ways, refuse to use single use plastics, recycle plastic products, and rethink using plastic by making informed decisions.” “This initiative reaffirms our commitment to sustainable environmental practices through community engagement. We believe that change begins with shared responsibility and individual actions,” said Ms Kepe. Activities organised to mark WED will include: General Clean-A-Thon/Tree Planting in work sites and communities; Environmental Performance Awards for departments or teams demonstrating outstanding or improved environmental performance in 2024. General Workplace Competition on Plastic Waste Audit - departments conduct an audit to assess and reduce their single-use plastic consumption; Trash Monster Challenge for Grade 7 and 8 students to design and build a “trash monster” using only waste, recycled, or repurposed plastics; and Scientific Research & Write-Up for Grade 11 and 12 students to submit a scientific report on one of two critical topics; Impacts of Microplastics on Human Health and Plastic Pyrolysis Plant and Its Benefits. Ok Tedi has an ongoing commitment to improving environmental performance across all aspects of the company’s operations. The company undertakes a comprehensive environmental monitoring program annually that is governed by the Ok Tedi Agreement (CMCA Agreement) as well as quarterly reporting against the Ok Tedi Environmental Management Act (OTEMA) 102 license conditions. Ok Tedi spends over K200 million annually on environmental mitigation programs, significantly reducing the impact of sedimentation in upper Fly River and stabilised downstream water quality. The effectiveness of its environmental controls is measured by monitoring for compliance against six key environmental values along the 1,000km riverine system that stretches from the mine to the Fly River delta. Downstream drinking water quality. Availability of aquatic resources such as fish and edible aquatic flora to meet community requirements. Safe edibility of aquatic resources. Availability of resources such as dry land on which to establish gardens, hunt and gather firewood and meet community requirements. Safe use of land resources for crops and natural forest resources included in the normal dietary intake of the local community. Navigability of the main Ok Tedi and Fly River channels by commercial and village sea crafts. Another major environmental mitigation activity is the Bige Dredging, Stockpile and Rehabilitation Operations which manages the sediment loads in the Ok Tedi and Fly River. Ok Tedi has dredged approximately 438 million tonnes of sand from the river since 1998 at a cost of USD$60 million (K240 million) per annum. This operation has significantly contributed to reducing riverbed aggradation and the associated dieback. Other environmental sustainability initiatives include: Tyre Pyrolysis Plant Ok Tedi’s landfill dump operations Waste Oil Recycling & usage Plans for a plastic pyrolysis plant With a mine life extension to 2050, Ok Tedi’s 2050 Growth Strategy includes several key undertakings, that address environmental sustainability. They include: Environmental Stewardship and Sustainable Growth Projects Engineered Waste Rock Dump (EWRD) 1 & 2 Pyrite Concentrate (PCon) Pit 4 Construction Tailings Storage Facility (TSF) Copper Mark Certification Electric drive Haul Truck Re-fleeting Electrification and Energy Transition Strategy Ok Tedi received the Gazettal Notice for the OTEMA from the Conservation and Environment Protection Authority (CEPA). OTEMA enables application for Major Permit Amendment for the Engineered Waste Rock Dump (EWRD) and the Tailings Storage Facility (TSF). “Under the OTEMA and Ok Tedi’s Environment Policy, the Company’s Vision is “Valuing and Respecting the Environment in Everything we do” and our goal is “Zero Significant Environmental Incidents”. It is expected that all Ok Tedi and business partners must implement policy, standard and legal requirements to ensure business is conducted in an environmentally safe, responsible, and sustainable manner while meeting our economic goal,” said Ms Kepe.

ExxonMobil recently appointed Dinesh Sivasamboo as its new Chairman and Managing Director of ExxonMobil PNG Limited. This appointment will be Sivasamboo’s second leadership position with ExxonMobil PNG Limited, having previously served in PNG from 2016 to 2019 as its Vice President for Production. Sivasamboo has held numerous, global senior leadership positions over the course of his 30-year career at ExxonMobil. Most recently, he held the position of Chairman and President of ExxonMobil Exploration and Production Malaysia Inc. Prior to that role, he was the President and Managing Director of ExxonMobil Kazakhstan Inc., and held positions in Qatar and the United States. “I am honored to be returning to PNG as Chairman and Managing Director of ExxonMobil PNG Limited. The PNG LNG Project has – through the strength of its partnerships – achieved so much during its first decade,” said Sivasamboo. “I look forward to both leading it into its second decade, as well as building upon its success to help deliver the next phase of LNG projects for this country.” Sivasamboo becomes the company’s fifth Chairman and Managing Director, joining an esteemed list that includes his immediate predecessor, Tera Shandro, as well as Peter Larden, Andrew Barry and Peter Graham.

Prime Minister Hon. James Marape has announced a key Cabinet reshuffle, following the swearing-in of Hon. Peter Isoaimo, Member for Kairuku, as the new Minister for Energy. Minister Isoaimo replaces Kerema MP Hon. Thomas Opa, who has been appointed as Minister for Finance, while outgoing Finance Minister Hon. Miki Kaeok retains his Transport portfolio. Prime Minister Marape thanked Minister Kaeok for his tenure at Finance Speaking after the swearing-in ceremony at Government House, Prime Minister Marape praised Mr Isoaimo as a seasoned leader and dedicated member of the government coalition, noting his long political service since entering the National Parliament in the 9th Parliament through a by-election and his earlier years in the Central Provincial Assembly. “Minister Isoaimo has been a loyal and humble servant of this government,” Prime Minister Marape said. “He brings with him a wealth of experience, having previously served as Vice Minister for Works and Highways, and has consistently demonstrated patience, loyalty, and sincerity—qualities we value as we build the next generation of Papua New Guinean leadership.” Mr Isoaimo’s appointment also restores Cabinet representation for Central Province following the departure of Hon. Walter Schnaubelt, National Alliance Party leader, who moved to serve as Governor of New Ireland Province. PM Marape acknowledged the continued partnership with the National Alliance Party, a coalition partner of Pangu Pati since 2019. “We are keeping faith with the coalition arrangement. This was not just about politics—it was the right choice based on experience, region, and merit,” said PM Marape. The Prime Minister emphasised the growing importance of Central Province in the national energy and development agenda, pointing to strategic projects including Papua LNG, the Wildebeest gas fields, and the reopening of Tolukuma Gold Mine. He highlighted the underutilised agricultural land across Central and Gulf provinces as a major frontier for national development. “Minister Isoaimo’s Kairuku electorate lies between Port Moresby and Gulf, at the heart of emerging LNG, mining, and agricultural corridors. He is well placed to drive the energy portfolio in this critical time,” the Prime Minister added. On the reshuffle, PM Marape explained that the changes were part of a broader performance review aimed at enhancing service delivery ahead of the 2025 Budget and beyond. “All departments and ministers are under review,” PM Marape said. “This is about ensuring the right people are in the right portfolios as we head into our 50th anniversary and beyond. We’re doing this for the country—not for our districts or friends.” Incoming Finance Minister Hon. Thomas Opa was praised for his integrity and capability. Mr Marape, himself a former Finance Minister, urged him to maintain strict financial discipline and ensure that public funds are managed transparently and effectively. In his first remarks as Energy Minister, Hon. Peter Isoaimo thanked the Prime Minister and the coalition for his elevation. “I did not see this coming,” Mr Isoaimo said. “But I am humbled by the trust placed in me. I thank the National Alliance Party and Governor Walter Schnaubelt for their confidence, and I pledge to serve the government and our people to the best of my ability.” Minister Isoaimo reiterated his commitment to the Marape-Rosso Government and the national development agenda, expressing readiness to support the country’s energy ambitions. “God bless Papua New Guinea,” he said. “This is a proud moment for me and the people of Kairuku.”

Prime Minister Hon. James Marape has hailed the inaugural air shipment of Morobe-grown coffee to Dubai as a “monumental breakthrough” for Papua New Guinea’s agricultural exports, marking a powerful step forward in unlocking the full economic potential of rural communities and affirming the Government’s commitment to commercialising agriculture. Speaking in Port Moresby on the occasion of the official export departure, Prime Minister Marape praised the milestone as a profound gift to the nation during its 50th year of independence. “Today, we are not just sending coffee to the world — we are sending a message: Papua New Guinea is ready to compete in global markets with the best of what our people grow,” Prime Minister Marape said. “This airfreight shipment of premium Morobe coffee to Dubai is not merely a trade transaction. It is a symbol of our farmers’ resilience, our land’s richness, and our government’s ambition to transform agriculture into a powerful engine of economic growth.” The shipment, spearheaded by local agribusiness AFIA PNG, included an initial 30 bags of specialty Morobe coffee, with a further 91 bags prepared for subsequent deliveries. The consignment was flown directly from Port Moresby to Dubai, showcasing PNG’s growing capacity to meet international demand through airfreight logistics. “This is history in motion,” the Prime Minister said. “We commend AFIA PNG and the Morobe Provincial Government for their visionary leadership. This is what it means to take back PNG — by empowering our people, our products, and our provinces.” Prime Minister Marape said the Government’s focus under the National Agriculture Sector Plan (NASP 2024–2033) is to support exactly such models of innovation and export-led growth. He reaffirmed his government’s intent to replicate the AFIA approach across all agricultural regions. “Let me be clear — what AFIA PNG has achieved must not remain an isolated success,” Prime Minister Marape stressed. “My government will work to expand this model to other provinces. We want to see vanilla in East Sepik, cocoa in East New Britain, oil palm in Oro, rice in Central, and fisheries in Manus and Milne Bay reach global markets with the same success.” He said that PNG’s growing agricultural exports are being supported by major infrastructure investments across the country, including new and upgraded roads, bridges, ports and airports. “For instance, this coffee is utilising a brand-new airport facility,” the Prime Minister explained. “We are restoring our Air Niugini fleet, and by September this year, we should have new aircraft that will not only serve domestic destinations, but also connect Papua New Guinea to international markets.” “Our investments in infrastructure — roads, ports, bridges, airports — must be complemented by our people producing goods for markets both near and far,” he said. “Our chocolate, our cocoa, continues to maintain markets in Europe, and our oil palm is sustaining its place in international trade. This export to Dubai is a strong signal that we are heading in the right direction.” Prime Minister Marape said the Government’s development priorities are interconnected, with parallel investments in electricity, ICT connectivity and logistics meant to spark productivity and support exports. “Exporting overseas will ensure remittances flow back into our country. We want to fix what I consider a weakness — exporters not bringing the remittance earnings back into Papua New Guinea. Kina must find its rightful place in the global market. Bringing export earnings in foreign currencies back into Kina will boost its value.” He said the Government is making a concerted effort to help people produce and sell to overseas markets, and to ensure that these transactions benefit the broader economy. “We are serious about creating wealth from our land and seas — and putting it directly into the hands of our people.” The Prime Minister said the shipment also sent a powerful signal to international buyers and investors about the quality, ethics, and distinctiveness of Papua New Guinea’s agricultural products. “In an era where the world demands traceability, ethical sourcing, and environmental responsibility, PNG stands out — not only for the uniqueness of our crops, but also the integrity of our communities,” he said. Prime Minister Marape concluded by declaring the Dubai shipment as one of the most meaningful developments of PNG’s Golden Jubilee. “As we celebrate 50 years of independence, this coffee export represents the new direction of our country. We are no longer just a resource economy — we are now a producer, exporter, and competitor in value-added agriculture,” he said. “To AFIA PNG and the people of Morobe: thank you for giving Papua New Guinea a gift of pride and purpose. The world now awaits our harvest.”

Resources & Investment Finance Limited (RIFL) has gained a strong reputation for its fast and flexible finance solutions. RIFL’s new General Manager - Business Development, Russell Evans, has set his eyes on smarter, sustainable finance to empower businesses in Papua New Guinea (PNG). In an exclusive interview with PNG Business News, Evans shared his vision for driving inclusive financial growth, digital innovation, and ethical lending to unlock economic potential across the country. This core strength is set to evolve further with technological investment and a deeper client-centric approach as customer-centric service -- and is at the heart of RIFL’s promise. RIFL services range from providing equipment finance for commercial and consumer purposes, including motor vehicles, trucks and earth moving machinery, mining and construction equipment. It also specializes in funding technology assets like information technology and office equipment, software, and telecommunications. The focus is on four core financial aspects: Asset Finance Insurance Funding Financial Leasing Personal Loans “RIFL are looking into web-based solutions for even quicker turnarounds,” Evans explained.  “We are taking more time to understand and work with our clients to build long-term relationships and being the preferred supplier of choice. In turn, this will help us provide quick, bespoke financial solutions.  But as our greatest asset is our staff, we continue to invest in continual training and a continuous improvement model.” Client Relationship a Priority He emphasised the importance of face-to-face engagement with a clear commitment to client relationships, which involves taking the time to understand clients’ needs and work with them to create tailored solutions. “While the lending process is regulated and often document-heavy, once we have the required paperwork, things move quickly and we pride ourselves on becoming a true extension of our clients' businesses,” Evans explained.  “Email communication cannot equal the value of meeting clients in person. We pride ourselves on becoming a true extension of our clients' businesses.” As the financial services industry undergoes rapid digital transformation, Evans is careful not to lose the human element. “My focus is on striking the right balance between efficient digital solutions and the personal touch, because sometimes, you just need to speak to someone.” Evans assumed the General Manager role at a time when financial services are being transformed by technology as he shares the digital strategies he sees as priorities for RIFL. “Peter Boutcher has done an incredible job leading RIFL to this point, and I’m excited to build on that foundation by leveraging my skills to enhance our digital customer experience. My focus is on striking the right balance between efficient digital solutions and the personal touch because sometimes, you just need to speak to someone. At RIFL, we guarantee that when you call, our team will answer with enthusiasm and be ready to help.”   Evans, a finance executive and CPA, joined RIFL with a conviction that finance should be a tool for empowerment. “Through my career in finance, I have always had a passion for making companies perform better, and RIFL offers solutions to solve cashflow limitations through finance.  “RIFL allows companies to take advantage of opportunities with our quick turnaround and truly making a positive difference in helping companies through our financial solutions.” As RIFL expands in asset finance, a close watch is set on digital transformation, diverse industries, and the rise of green financing. Evans said PNG is the land of opportunity, therefore RIFL is investing in automation and analytics to enhance decision-making and customer experience. “By being open to all industries we aim to stay agile and competitive. Our goal is to offer smarter, faster, and more sustainable finance solutions for both commercial and consumer markets,” he added. Supporting SMEs Access to credit remains a barrier for many small and medium enterprises (SMEs) in PNG, a challenge that Evans says RIFL is uniquely positioned to tackle. “That is exactly where RIFL can make a real difference. We understand that every business has a story, and sometimes it’s not about ticking every box, but about taking the time to listen,” he said. “Our role is to provide practical, well-structured solutions that help SMEs grow, without making the process feel burdensome. When we back a small business, we back it with intent and we work hard to be the finance partner that genuinely understands local needs.” Evans is passionate about nurturing economic inclusivity, commenting on the importance of RIFL contributing to the nation’s development. “I’m not here to make a few people rich; I want to help bring up the middle class and help PNG turn from a developing country to a thriving one,” he added. Balancing Lending and Investment Services RIFL’s dual offering of lending and investment solutions allows for holistic financial growth, which is a balance Evans believes more PNG businesses can tap into. “As a CPA, one of my biggest frustrations is seeing businesses leave cash sitting in the bank earning just 1%, when that money could be working harder in a RIFL term deposit earning up to 6%.” “Our focus is on helping clients realise that cash is an asset just like a truck or excavator, it should be generating returns. Balancing lending and investment is about education and opportunity, and we’re here to show our clients how they can grow both sides of their balance sheet with us.” “Cash is an asset, it should be generating returns.” Evans says the key lies in education and opportunity, and RIFL is here to show how clients can grow both sides of their balance sheet. He also spoke of the ethical lending and leadership in uncertain times. As financial institutions face greater scrutiny, Evans underscores RIFL’s commitment to ethical practices. He said: “Growth means nothing if it comes at the cost of integrity. Ethical lending is not just a buzzword, is about making sure finance actually helps and not hinders, a client’s progress.” “We are not here to push loans, we are here to build long-term relationships based on trust, transparency, and doing what’s right for the customer.” When it comes to leadership, as the General Manger, Evans leans on three guiding principles: clarity, consistency, and empathy.  “In a sector like finance, where uncertainty is part of the game you need to make decisions quickly, but always with purpose,” he said. “I believe in being upfront with my team, backing them when it counts, and staying calm under pressure. If we can lead with integrity and keep the bigger picture in mind, even tough calls become easier to make.” Evans’ connection to PNG goes beyond boardrooms. Recalling his time in the cocoa industry, he shared a poignant reflection: “From my previous role at Elliven in Cocoa, some of the most memorable and meaningful conversations I had were not in boardrooms or over email. They were in plantations scattered around your beautiful country, sitting under the shade of a Gliricidia tree, talking cocoa with local farmers. Those moments reminded me that life isn’t just about making money or chasing success.” “One of the truly special things about the people of PNG is their ability to find happiness and joy, even with what many expatriates might see as very little. It has taught me that wealth means nothing unless it’s earned honestly, with good intentions, and in a way that uplifts those around you.” For Evans, RIFL is not just a finance company, it’s a platform to build a more equitable and vibrant economy. “RIFL gives me the opportunity to fulfil my motivation to help grow the middle class and create a thriving PNG,” he said. More information on RIFL can be accessed on the RIFL LinkedIn Page and the RIFL Website.

The Pacific Tourism Organisation (SPTO), in collaboration with the Papua New Guinea Tourism Promotion Authority (PNGTPA), has released PNG’s first Business Confidence Index (BCI) report this month. This report offers valuable insights into the country’s business outlook and tourism sector recovery, providing a crucial tool for evidence-based policymaking and enhanced private sector engagement. It also signals the start of a data-driven approach to tourism development and recovery in PNG. The findings are set to inform future planning, guide strategic investment, and support initiatives to strengthen businesses across the sector, the organizations said in a statement. The collaboration between SPTO and PNGTPA “shows a shared commitment to building an inclusive and dynamic tourism industry.” PNG is one of ten Pacific Island countries participating in the Pacific Tourism Data Initiative (PTDI), joining the Cook Islands, Niue, Kiribati, Samoa, Vanuatu, Tonga, Solomon Islands, Timor-Leste, and FSM-Yap. Funded by the New Zealand Government, the PTDI plays a pivotal role in reinforcing regional tourism strategies through high-quality data collection and research. The initiative encompasses several key surveys, including the bi-annual International Visitor Survey (IVS), the annual Business Confidence Index (BCI), and the annual Community Attitude Survey (CAS). The BCI survey was conducted over a four-month period from November 2024 to February 2025. It gathered 299 responses, of which 206 were deemed valid for analysis. The success of this nationwide effort is credited to the strong partnership between SPTO and PNGTPA, who worked collaboratively to engage businesses across all four of PNG's regions: Southern, Momase, Highlands, and Islands. SPTO Chief Executive Officer Christopher Cocker commended the partnership, stating: “This achievement reflects the strong leadership of PNGTPA.” “Their close connection with the local business community and focus on data-driven planning were key to collecting valuable insights that will help shape the future of tourism in Papua New Guinea.” The survey primarily targeted tourism-related businesses in line with its objective of gauging recovery and confidence within the sector. As a result, 62% of respondents were from tourism enterprises, while the remaining 38% represented diverse sectors such as real estate, healthcare, media, engineering, and events management. The survey revealed that 90% of the participating businesses were PNG-owned, underscoring the local ownership and involvement in the economy. Geographically, 52% of surveyed businesses were in the Southern region, with 25% each in the Momase and Islands regions, and 22% in the Highlands. Revenue data showed a wide range of business sizes and financial outputs. Large tourism businesses reported an average annual revenue of PGK 10.3 million, whereas micro-enterprises recorded average revenues of PGK 15,594. Expenditure analysis indicated that businesses allocated 33% of costs to labour, 37% to inventory, and 31% to other operating expenses. Importantly, nearly half (47%) of goods and services used by these businesses were sourced locally, with the remaining 53% imported. Despite facing a range of operational and economic challenges, many businesses expressed cautious optimism about the future. About 59% of respondents indicated that they were actively hiring, though constraints around workforce availability (40%), recruitment challenges (33%), and financial limitations (19%) were identified as key barriers. Broader systemic issues such as security concerns (21%), inadequate infrastructure (19%), and limited government support (10%) were also highlighted. In terms of growth potential, many businesses pointed to several opportunities: 19% cited growing visitor demand, 16% saw promise in strategic partnerships, 15% aimed to expand their operations, and 14% emphasized the need for stronger government support to facilitate growth. PNGTPA CEO Eric Mossman Uvovo welcomed the report and praised the collaborative effort behind it. “The BCI report is an important step forward in understanding the real-time challenges and opportunities our businesses face. We thank SPTO for its technical leadership and are proud to have partnered in this effort,” Uvovo said. “This collaboration reflects our shared commitment to shaping a resilient, inclusive, and data-driven tourism sector for PNG.” SPTO CEO Mr. Cocker said: “The Business Confidence Index is a key part of the New Zealand-funded Pacific Tourism Data Initiative, designed to capture local perspectives and guide tourism development that truly reflects community needs. “We sincerely thank NZMFAT for funding this important survey, the PNGTPA team for their strong collaboration, and the businesses that contributed their time and insights.”

 Michael McWalter picks up his prior discussions of petroleum sector reform (Issue No. 3 2024) and describes in more detail exactly what a Production Sharing Contract, or what a PSC, is all about. In my commentary of PNG Business News, Issue 2, 2023 entitled: Petroleum Sector Reform for Papua New Guinea, I wrote about the need to apply better governance to the sector to achieve optimal outcomes for the State. In particular, I spoke of the need for the petroleum revenues arising from petroleum resource development to be deployed wisely for the benefit of the people of PNG on capital formation activities like: education, health, social welfare, infrastructure, etc. – all of which should promote the National economy to grow, and thus improve livelihoods.  This translation of the value of resources with appropriate management into sustainable development is often called the value chain, and each aspect of the chain needs most serious and competent management.   There is little point in mobilising one’s natural resources to make an income for the State, if that money is not put to good purpose, but rather wasted one way or another by folly or malady.  Those resources may only be produced once, and not again; they are finite and have value now at such time as that kind of resource is sought after in global markets. We must remember that there may come a day when oil and gas are no longer consumed with such avid demand as today. This might eventuate as more investments are poured into the development of renewables sources of energy and advancements are made with cleaner nuclear fission and sustainable thermonuclear fusion. Oil and gas might become a quixotic, antiquated and outmoded source of energy, and thus attract considerably less value.  So, if a government is going to foster investment in petroleum exploration and development, it needs to embrace such grave and important responsibility to ensure that the Nation’s petroleum business is conducted most professionally and with total accountability. Government must ensure that the resultant revenues from subsequent production are appropriate, reasonable and respected as being derived from the overall patrimony of the people of the Nation.  This requires investment by the State in professional excellence to manage, moderate, administrate and regulate the sector and its operations firmly and fairly.  The oft cited National Petroleum Authority (NPA), which was first defined in the Government’s 1976 White Paper on Petroleum Policy and Legislation by two of our greatest leaders, Sir Michael Somare and Sir Julius Chan, has been repeatedly conceived, only to be still born. Into that vacuum, Kumul Petroleum Holdings Ltd, PNG’s de facto National Oil Company (NOC) has steadily and bravely taken the lead and embraced National development in the oil and gas sector, and all that it entails. Meantime, the Department of Petroleum and Energy has valiantly tried to keep up with ever increasing core and essential petroleum sector functions, like licensing, operational approvals, and data collection, whilst otherwise becoming absorbed, and perhaps overwhelmed, in the peripheral though, absolutely essential tasks of dealing with project area landowners, their benefit claims and their many other concerns and worries. Plans for a NPA have been formulated in great detail several times over in the last few decades, only to be forsaken, lost, sidestepped, and derailed time and time again. The whole notion of the NPA was to bring together a cadre of PNG excellence to lead the petroleum sector as the guardian of PNG’s petroleum resources. The members of that cadre were to have been well-paid for their experience and important responsibility, and as an Authority of the Government, the NPA might have been able to retain and attract some of PNG’s finest graduates in such exciting and challenging work.   I also discussed the vital need for the commerciality of petroleum developments without which investment by the industry in field development would be withheld.  I discussed how the 2020 amendments to the Oil and Gas Act imposed a test on a proposed petroleum development project that the applicant’s proposals should reflect a minimum expected return to the State over the life of any recovery of petroleum. However, that minimum expected return to the State is not specified in law and is only examined and determined by the Petroleum Advisory Board (PAB), and then considered by the Minister at the time of application for a development licence.  This leaves investors with great uncertainty and unnecessary risk throughout the period of exploration, appraisal, development planning and the application phase of petroleum resource development.  There is thus now no absolute certainty of development if a discovery of commercial extent is made. Either the PAB or the Minister may set a threshold minimum expected return to the State during the consideration of an application for development. This is at a very late stage in the cycle of petroleum resource development investment and comes just before the investing companies have to elect to develop their discovered petroleum accumulation, or not. If a field development is marginally economic, the setting of such a minimum expected return to the State might in some circumstances make corporate consideration of development uncommercial, and as a consequence the field might be left undeveloped. In any normal distribution of petroleum accumulations, there are a few large fields, a fair number of medium size fields and many smaller fields. It would not be wise to disadvantage the development of smaller and often smaller marginally economic fields, which tend to be developed after the larger fields have been found and produced, and which can readily sustain a domestic petroleum industry populated by smaller, and likely, local companies with smaller investments.  Oddly, as I said in 2023, the potential introduction of Production Sharing Contracts (PSCs) would obviate such a risky situation because the terms of development are normally locked into a PSC when originally negotiated and agreed between the State and the investing companies as contractors to the State at the outset. Being a contract, any capricious demand by the State for unexpected returns on petroleum development pursuant to a PSC would end up with the contract being the substance of legal proceedings.  I now want to pick up on my themes of a year ago and discuss optimal and necessary arrangements for petroleum development in the light of some creeping petroleum policy change in recent years, and a keen desire by the Government to change the PNG petroleum regime and to adopt the use of PSCs. I particularly wish to demystify PSCs. Figure 2: Much has been written on PSCs. Celebrated analyst, Daniel Johnston, is prominent with his simplified mapping of fiscal and commercial regimes. King & Spalding, an American multinational corporate law firm, has also written a most comprehensive book on the topic, ex libris McWalter.   WHAT ARE PRODUCTION SHARING CONTRACTS?   The notion of a Government sharing the production of oil and gas arising from the development of a successful petroleum exploration campaign by companies as part of a commercial venture was first developed and employed in Bolivia in the 1950s. A Production Sharing Contract (PSC) is an arrangement between a host Government and an international oil and gas company (IOC) for the division and allocation of the oil and gas produced between those two parties under a contract which provides for the exploration for and the development and production of petroleum resources. The allocation of a share of the production to the IOC serves to recompense the IOC for its investment and to provide a reasonable reward for its success. The Government, as owner of the resources, also provides a mechanism called a cost recovery allowance to the contractor for its work, but keeps the rest of the petroleum produced. The PSC was introduced in Indonesia in 1966, and PSCs of this kind or variants of the same are used extensively to agree the arrangements for oil and gas exploration, development, and production with oil and gas companies. PSCs of one kind or another are used in over 40 countries, throughout the world.   The PSC is not the only manner by which a government may grant oil and gas exploration, development and production rights to commercial investors and gain a share in the value of successful petroleum production.  Prior to the development of the PSC, exploration and production of oil and gas was typically governed by way of a licence or a concession agreement, and such regimes still remain in effect in many different places around the world. In many developing nations, the PSC is now the most common means by which a government allows corporate investment in the oil and gas industry. It provides a company or consortium of companies the right to explore and produce oil and gas.  In many jurisdictions, there are political or nationalistic reasons for the adoption of PSCs as they perceptibly provide the Government with greater and more direct control over its resources and the ability to exert National sovereignty over the industry more readily.   After gaining independence in 1945, Indonesian’s concessions regime came under attack by certain nationalist groups leading to the nationalisation of Royal Dutch Shell’s assets. Indonesian Law 44/60 abolished the old concessionary system and specified that: “Oil and gas mining shall only be carried out by the State and implemented by State enterprises,” and further that, “the Minister may appoint other parties as contractors of the State enterprises.” Alas, a decline in foreign investment in Indonesia’s oil and gas sector inevitably ensued. To mitigate this decline, the government eventually negotiated and agreed in 1962 with the Pan American Indonesia Oil Corporation, a subsidiary of Standard Oil of Indiana (later to become Amoco), a new contract based on legislation that was much more favourable to the Government.  The other large foreign petroleum investors, Caltex (a venture of Chevron and Texaco), Shell, and Stanvac (a venture of Socony [Standard Oil of New York] and Vacuum Oil and Standard Oil of New Jersey, later to become Exxon) followed by signing Contracts of Work in September 1963. These early PSCs were widely considered to be less controversial than the previous concessions system, as they enabled the government to maintain formal ownership of the resources until sold, while permitting the IOCs to exploit them for and on behalf of the Government. These contracts provided for the recovery of the costs of the contractor up to an agreed percentage of overall production plus an agreed, but often scaled, share of the produced oil and gas as a reward for its investment. Although often cited as the example of the use of PSCs, in 2017, in a somewhat odd twist, the Indonesian Government established a new form of PSC called the Gross Split PSC. This completely abolished cost recovery systems pioneered in the classic PSCs of the 1960s. Instead, this new arrangement simply relies on an agreed split of the actual production between the Government and the IOCs, typically 43% to the contractor for oil and 48% to the contractor for gas production, with the balance of production going to the Government. Due to a loss of faith in Pertamina (Indonesia’s national oil company) in the late 1990s (an audit had shown that Pertamina had allegedly lost about US$6.1 billion from inefficiency and corruption in 1997 and 1998) the Indonesian Government took steps to rein in control of the industry at the Ministry level, but they had no financial ability to manage the proceeds of the sale of oil and gas which were remitted to the revenue account of the National government.  Without any retained funds, this then entailed the Ministry having to seek parliamentary appropriations to pay the cost recovery allowances to the IOCs, but then the Indonesian Parliament questioned these payments. This brings home the need to think through the implications of changes in regime and the management of any given regime, especially if one is contemplating changing from a licence or concessionary regime to a contractor-based one. What is a PSC? In a PSC, a government makes a contract with an IOC to provide the necessary and requisite financial, technical, management, environmental, social, planning and logistical skills in order to explore for, and hopefully, if successful in finding oil and gas accumulations, to produce the oil and gas. The host State (that throughout most of the world, normally owns the subterranean resources) will usually be represented by the Government or a Government Petroleum Ministry, Department, Authority or quite often some other type of agency of the State, such as its National Oil Company (NOC), which will take delivery of the State’s share of production and generally manage the commercial aspects of the PSC. The IOC is typically granted an exclusive time-limited right to explore for petroleum accumulations, appraise any discovery, plan and execute development and produce oil and gas within a defined area, generally known as the contract area. Under the PSC arrangement, the IOC bears the entire risk of the project, both technical and financial. If a commercial discovery is declared, the IOC becomes entitled to a portion of any subsequent petroleum produced as an effective payment for its efforts, in addition to recouping all its costs from the production. Conversely, if no discoveries are made, the IOC receives nothing. The Government retains ownership of all the oil and gas produced, save for what oil and gas is allocated to the IOC as cost recovery petroleum, or is the subject of sharing between the IOC and the NOC as profit petroleum. This causes the Government to be involved in selling its share of the produced oil and gas.  In some jurisdictions, the IOC is allowed to keep the physical oil for itself, and the IOC makes just cash payments only to the NOC, based on the sale of the NOC’s petroleum entitlements; in others, physical oil and gas allocations are used to reward the IOC. The extent to which the NOC is involved with the exploration, development and production process varies from country to country with some NOCs seeking to take a significant lead in the business other than a just managing the PSC, whilst other NOCs take only a small participating interest in the commercial venture, so as to be within the operating consortium and to learn from it. There are commonly four key financial aspects to a PSC: royalty, cost recovery petroleum, and profit petroleum, though many other relevant matters are agreed in the PSC. Figure 3: Contents of a PSC: A sample from Equatorial Guinea, after the Republic of Equatorial Guinea, 2006    Royalty Most often and foremost, the IOC is typically expected to pay a prescribed or agreed royalty as a percentage of the gross value of oil and gas production to the State as valued at the point of export from the contract area. The royalty is often, at the State’s option, taken as a physical share of production, or alternatively by way of a payment by the IOC equivalent to the sale price of the State’s royalty share of production. Sometimes, the percentage rate of royalty may be the subject of bids for a contract area by competing oil and gas companies when bidding for the same or similar areas.  Royalty is a payment made in kind or related to produced volumes and price without regard to the profitability of the business. Therefore, in times of low petroleum commodity prices it has the effect of digging deep into profitability.  However, for a host Government, royalty is an assured payment regardless of profitability, but proportionate to the value of the produced oil and gas. Cost Recovery Petroleum Following payment of any royalty, the IOC is normally entitled to a pre-determined maximum percentage of gross production from which it may recover all its genuine costs, with any costs not recovered being carried forward to the next accounting year. Such production is known as cost oil and cost gas, and again may be taken in cash or kind. Obviously, the IOC attempts to maximise cost recovery early in the cycle of production up to the agreed maximum percentage limit, so as to recoup its expenses soonest, and likewise the Government will scrutinise the costs submitted to it for recovery as to their genuine eligibility. That scrutiny involves approval of all procurements and sub-contracts of the IOC, and represents an enormous accounting burden for the Government.   Profit Oil The oil and gas remaining after the payment of royalty to the Government and the cost recovery allowance to the IOC by the host Government is known as profit oil and profit gas, and it is generally divided between the IOC and the Government in accordance with the production sharing provisions agreed and defined in the PSC. Quite often the Government’s share of profit oil and profit gas increases as the production rates increase. Income tax Finally, the IOC is quite often required to pay income tax on its share of net benefits which should strictly amount only to profit oil, as cost oil and cost gas represent only a recoupment and recovery of costs. However, the application of income tax varies from jurisdiction to jurisdiction and in some cases the IOC’s notional income tax due is often paid by the NOC, or the State on behalf of the IOC, such that there is no financial impact on the IOC, there being just a journal entry between different parts of the Government. An income tax superposed on the PSC regime without appropriate tax deductions can rapidly make a fair PSC regime become a very hostile one.  In the calculation of the net take to the State under a PSC, one has to include the results of any Corporate Income Tax and all and any other taxes, levies or imposts that affect the outcome of the overall PSC.  In some PSCs, there is simply no tax, and the royalty, cost oil and gas, and production share are deemed to be final fiscal devices. Figure 4: It must be noted that the production or profit oil split is not the same as the overall net take to each party, after Daniel Johnston in International Petroleum Fiscal Regimes and Production Sharing Contracts      Government Involvement The objectives of the parties when negotiating a PSC and its terms will generally be diametrically opposed.  An IOC will strive to negotiate for itself as much independence and control as possible over operations, and it will want any State intervention in the running of the project to be kept to a minimum. Naturally, it will be keen to keep its costs low, by negotiating the highest cost recovery allowance and the largest production share it can, and it will seek the full recovery of all its costs. The Government will wish to have an overall say in the development of its resources in an orderly and systematic manner that creates synergies for future development. The Government will also wish to make as much money as possible, reduce cost recovery allowances, and have access to an IOC’s resources and relevant expertise, without spending much time and money. The Government may also have economic priorities for domestic petroleum supply to its economy to mitigate energy import requirements and obviate foreign exchange requirements. Throughout the contract from exploration to development to production, the Government will want to ensure that the IOC is undertaking a technically appropriate exploration work programme with appropriate levels of investment and that the exclusive right to access land or the offshore area is being used efficiently. In addition, the Government will typically be concerned to secure as many rights and benefits for the people and local businesses, including affected local communities, as possible.  This is generally accomplished by the optimisation of jobs and training for local workers through requirements to use local goods, services and contractor and subcontractor services as far is feasible and practical – this is what is typically called local content. Figure 5: The main elements of a PSC, after Hassan Harraz, Tanta University, Egypt, 20106   Why the PSC Model? The obvious advantage of the PSC model for a government is the minimal risk on its part throughout the value chain of the enterprise. It is thus able to reap the benefits of its natural resources without having to spend its own time and money even for development. This is not to say that the State does not pay. It inevitably pays for its share of all and any costs of exploration, development and production through the cost recovery process payable to the Contractor. In most cases, the Government will not have the technology needed to explore for and produce oil and gas, and so contracting the help of an IOC that has the appropriate skills, capacities and technology is usually necessary in order for the Government to exploit its natural resources optimally, especially in the offshore areas. The same is, however, also true for licence and concessionary arrangements where even if the host Government has an equity option to take up a participating interest in a petroleum development project it will still pay for at least its pro rata percentage share of sunk and past exploration, appraisal and development planning costs up to the point of the establishment of facilities for development and the commencement of the recovery of the petroleum. As and when exploration proves to be successful, the Government can secure long-term supplies and/or exports of oil and gas in a PSC regime, which it can trade as it sees fit. The long-term nature of a PSC enables the Government to predict future levels of oil and gas for domestic use, export and to make provisions in the national budget accordingly. Alternatively, the PSC model can be most lucrative for the State, if it takes the option of taking its share of production as a cash payment, rather than in kind. It is also very common for PSCs to contain provisions that as the production rate increases, the proportion of the production attributable to the Government may also increase, meaning that a significant and increasing proportion of the value of profit oil is paid to the host Government and its representative entity defined in the PSC. In all cases, at the initial stage of petroleum resource development, the IOC bears substantially all the financial risk. If, and only if, exploration proves successful and the discovered oil and/or gas accumulations are developed and produced, the IOC may be able to recover its costs through cost oil and/or cost gas and an agreed share in the profits of the remaining quantity of oil and gas. As to whether the PSC model is more favourable to the State than to IOCs in contrast to the licence or concessionary system, ultimately depends on the rates used for the various fiscal and commercial parameters in each system. In a concessionary regime, costs are only recovered slowly as depreciation allowances against assessable income. The speed of the recovery of costs depends entirely on the terms set by law and those allowed to be negotiated in the framework of a PSC. It may or may not be possible for an IOC to negotiate the terms of a PSC with more, or less financially and commercially attractive terms for petroleum development than a licence or concession arrangement might otherwise have offered under a prior regime. It is all about the terms of the selected regime, whichever is applied. Figure 6: Some terms of the petroleum regime may still be contained in legislation whilst others will be negotiable depending on the particular regime, after Daniel Johnston in International Petroleum Fiscal Regime and Production Sharing Contracts.     One possible negative aspect of the PSC model is that it is an agreed and contractual arrangement, and not the product of binding and enforceable legislation. Thus, any breach of the PSC by either party will constitute a breach of contract for which civil relief may be obtained.  Pursuant to the PSC model, the State always remains the owner of the resources, with the contract establishing the applicable compensation arrangements and level of NOC or Government involvement in the asset. The negotiation of a PSC is up front before any investment is made in exploration by the IOC, so the terms are locked in.  PSCs tend to afford IOCs less freedom to run an asset, with Contractors being subject to restrictions and required approvals in addition to those contained in the applicable legislation and regulation. Commonly Used Alternatives to the PSC There are several substantial alternatives to the PSC model. The differences in these alternatives are mainly in relation to the level of control granted to the IOC, the level of involvement of the NOC, and the compensatory arrangements for the investment made. Licences Generally, under a licence arrangement, there is normally little scope for an IOC to negotiate specific fiscal or commercial terms in relation to its exploration and production rights. Licensing regimes and their terms and conditions are typically standardised and embedded in legislation, such that the terms of each licence are near identical. This regime is most common in developed countries, e.g. UK, Norway, the Netherlands, and Australia. The terms of licences may change from time to time as the Government seeks to restrain or encourage sector investment.  The IOC is typically granted complete control over the contract area and complete ownership over any oil and gas that it successfully produces. Unlike PSCs, where ownership of the resources always remains with the State, in licence regimes ownership generally passes to the IOC at the wellhead, with the IOC’s profits from the sale of the oil and gas produced being the subject to general tax legislation, or specific petroleum taxation legislation. Like in PSCs, if the IOC fails to find commercially producible oil and gas within the limited terms and periods of their licence, they go home empty handed.  In some jurisdictions, the Government has an entitlement to join in at the development stage when the risks of finding oil or gas have been mitigated and it may either chose to pay its proportionate share of costs of exploration and development and participate alongside the IOCs, or be carried in some form or another. This can be a very profitable feature for the Government, but it essentially takes a slice of the venture away from the IOC venture at the proportionate sunk costs only, without any regard or compensation for the commercial value of any oil and gas discovered by the IOC. Concessions A concession arrangement is generally subject to a greater level of negotiation than a licence. The IOC is typically granted proprietary rights over the contract area and complete ownership over any oil and gas that it successfully produces, subject to the payment of a royalty and income tax, each of which may vary in rate depending on the level of production as negotiated and agreed. There may be specific taxes like the Additional Profits Tax (APT) which progressively applies further amounts of tax, the greater the rate of return of the production project. In some jurisdictions, licences have become more concession-like as the terms and conditions of the licences have increasingly become the subject of Agreements with the Government defining those agreed terms which are supplementary to or adjust the current and applicable legislation as sought by and agreed by both the Government and/or the IOCs. Service Contracts Under a service contract, the IOC provides its technical services to the State to explore and develop oil and gas resources, and therefore in so many ways, it is similar to a PSC. However, remuneration to the IOC is usually by way of a service fee or payments based on the value of oil produced in US$ per barrel for oil and other hydrocarbon liquids, or per million British Thermal Units (BTU) of energy for natural gas. The term of a service contract is often very short, leaving an IOC with considerable risk and no guarantee of a long production period Services contracts are common in Iran, Iraq and Kuwait and have also been used from time to time in Indonesia and the Philippines. The Overall Picture By and large, about half the world’s petroleum prospective Nations use licence/concessional systems and about half use PSC arrangements, though many of each of these are strictly hybrids involving features of one regime and the other. No particular petroleum regime is superior to any other and much depends on the degree to which the host Nation wishes to promote or reduce exploration investment according to the terms applied. Sometimes, the IOC will tolerate a slightly tougher regime, if they know that it will be stable and well-implemented in a professional and organised manner. Good subsurface prospectivity and a consequent high chance of finding accumulations of oil and gas can often be spoilt by self-imposed surface risks. Factors that may induce surface risk are Governments that: successively make petroleum regime changes, politically drive or make unqualified determination of fiscal and commercial terms without regard to the ultimate take to each party in the case of success, and the poor governance of the sector in general leading to untimely and late decision making. Indeed, a good regime whether it be a PSC-type or a licence/concessional one, will depend on the enforcement of its terms and conditions and the values agreed for those terms and conditions that determine economic outcomes.  The great difference between PSCs and other arrangements is that PSCs keep control over the produced oil and gas and its sale and disposal with the State, whereas licences and concessions leave such matters and the fate of the industry more to the will and imperatives of the corporates.  The intrinsic control of a contractor by the NOC under a PSC means the Government has to be better equipped, more efficient and more knowledgeable to operate such a regime than under a licence or concessionary regime. The State or its representative (usually its NOC) needs to make the PSC work in its favour as it is the manager of the entire enterprise and needs to lead the way. Any failure to step up to such challenges will result in a poorly planned development of the industry with delays, unrealised synergies leading to lost production, and overall loss of value from the resources. No matter what regime is applied to the development of petroleum resources, there is no doubt that resolute and appropriate petroleum policy formulation and firm and fair administration of the sector will pay dividends for any host Government willing to invest in such. The definition of a petroleum regime is not a new game; it has been done many times across the world by many Governments and there is very sound collective advice on the subject which is relatively inexpensive to access compared to the enormity of the task and the value of managing a Nation’s petroleum resources optimally. Figure 7: The IMF has some excellent specialists in its Fiscal Affairs Department who advise Governments on resource regimes and it has often commissioned books and studies on such matters as in the excellent handbook on Administering Fiscal Regimes for Resource Industries by Jack Calder, formerly of the Oil Taxation Office of the UK, ex libris McWalter.    

Have you ever stepped inside a hotel and thought, “I know this place”, only to discover you have barely scratched the surface? You might think you know The Stanley Hotel & Suites in Port Moresby, but do you really? You have not seen the best of it, yet. The Stanley Hotel & Suites, is a 20-story building with over 400 rooms, suites and service apartments, it’s not just a place to sleep and eat, it is a fully integrated lifestyle destination. Whether you are a business traveler, sports fan, or a local looking for luxury, The Stanley Hotel ticks every box;  PNG’s largest ballroom Modern, flexible meeting facilities Secure, direct access to one of the biggest shopping malls in Port Moresby - Vision City Mega Mall Security and Safety  42-meter swimming pool  State-of-the-art gymnasium  Fine and casual dining Long-stay apartments with kitchens Cultural markets inside the hotel iconic events, themed nights, live entertainment the preferred hotel for PNG’s 50th anniversary   Now that we have ticked the boxes, let us see if you know more about, Papua New Guinea’s premier hotel, The Stanley Hotel & Suites. Did you know that the Stanley Hotel is home to Papua New Guinea’s largest pillar-less ballroom, an impressive 1,630 square meters in size, designed to host the most prestigious events in air-conditioned, uninterrupted elegance with the most modern conference facility. The Kokoda Ballroom is the largest ballroom in PNG, accompanied by the Mount Victoria and Mount William breakout rooms, offering flexible configurations for conferences, banquets, galas, and expos. The Mt Victoria rooms and Mt William are a suite of smaller meeting rooms with direct access onto a large outdoor terrace. The rooms can be adjusted to meet your requirement and request whether it is theater, classroom, boardroom, and preferred set-up shape, cabaret, banqueting or cocktail. The rooms can cater for meetings for 20 persons or up to 120  person’s banquet style. With a dedicated arrival entrance, three escalators, four elevators, and multiple staircases, guests can move easily and comfortably. That is not all, there is an amazing Boardroom conveniently located in the hotel lobby, next to the Business Center, is perfectly suited for business meetings or discussions for up to 12 persons. Multiple hotel entries and exits ensure seamless movement for guests, VIPs, and event attendees. It is the only venue of its kind in PNG where form meets function at such scale. No event is too big to host here. Even the smallest events are valued and treated as an event to make a lasting impression.  For a conference with a world of difference,  choose the Stanley Hotel.  Did you also know that staying at The Stanley Hotel & Suites does not mean being confined to your room. Offering direct and secure access to Vision City Mega Mall, guests can step out of their suite and into the largest shopping, dining, and entertainment complex in PNG, with over 60 retail stores, restaurants, a movie theatre, and a nightclub all without ever stepping outside. Stay Fit, Stay Refreshed, Stay Inspired: While you enjoy your stay, or take a time out at the Stanley Hotel, do not overlook your wellness routine when you travel. The Stanley Hotel and Suites offers a 42-meter outdoor swimming pool located on Level 5, it is the largest in the country and overlooks the Owen Stanley Ranges. A state-of-the-art gymnasium, easily four times the size of any other in PNG, fully equipped for cardio, weights, and conditioning. If you prefer a private room for sessions, they have you covered as they offer private rooms for special classes. Dine to Impress: Culinary Highlights: Food is a cornerstone of The Stanley Hotel experience, offering an amazing choice if six dining and beverage experiences- Green Haus Restaurant, Rainforest Café, Monsoon Bar & Lounge, Pool Bar & Café, Silver Leaf Restaurant, Executive Club Lounge and Mezz Bar.  From Silver Leaf Restaurant is on level 19, one of PNG’s finest dining restaurants with a breathtaking view of the city. The Green Haus Restaurant serves one of the best buffets in the country, you will taste the hotel’s commitment to quality in every bite. If you are heading in for a quick meet and bite, at the ground floor, we have Rainforest Café flooded with natural light, ideal for meeting friends and having a light café style snack or join colleagues for a coffee, topped off with one of the many delicious cakes and pastries from The Stanley Hotel Patisserie. The Executive Club Lounge is for Executive room, apartment and suite guests. It provides additional services and facilities, i breakfast, evening beverages and canapés etc. The Club Lounge is open during the day for the guests to work, relax or simply enjoy the luxury service of the hotel. Prefer a more laid-back evening? Head to Monsoon Bar, a lively space with karaoke, live music, and regular themed events, like their iconic State of Origin nights with special guests, burgers, and beer. Live In Luxury: Suites and Apartments Tired of room service? Prepare your own breakfast. Sick of takeout? Make a home-cooked dinner. Stanley makes extended stays feel like home with luxury. For long-stay guests, The Stanley offers fully serviced one and two-bedroom apartments, complete with full kitchens, giving you the flexibility to cook your own meals. Just drop by Owens Market within the hotel to grab local produce, snacks, or essentials and you are set. The 62 one-bedroom apartments have separate lounge, kitchen and dining area. The one bedroom apartment is 72 square meters in total which has one King-size bed and large walk in the bathroom. The Apartments’ balcony faces over the pool or the Owen Stanley Ranges. There are 33 two-bedroom apartments with separate lounge, kitchen and dining areas. These two-bedroom apartments are 110 square meters in total. The apartments each have one king-size bed in master room, second bedroom has 2 queen beds, both rooms with private walk-in bathrooms. Both the one bed room apartments and two bedroom apartments’ guests have access to hotel facilities and services including the gymnasium, resort pool, in-house dry cleaning, and concierge and airport transfers. Guests have on-site secure car parking and six food and beverages outlets to choose from without leaving the hotel.   Location is Everything The Stanley Hotel is strategically located in the heart of Port Moresby, just 6 minutes’ drive away from the Jacksons international Airport. The Vision City Mega Mall is connected directly through the second floor of the Hotel. Sir Hubert Murray Stadium, PNG’s premier sports venue, is just across the road from the Hotel, perfect for fans or teams book a stay, a meal, gym or use pool for a social day out. Beyond Comfort, Culture and Connection According to the Director of Sales & Marketing Mr Craig Davies, the Hotel will soon be going through a rebranding and will become a Marriott branded Hotel. ‘The Sheraton Port Moresby Stanley Hotel.’ Those who know us, we will still be the Stanley…just better. New guests will know us as The Sheraton. This is an exciting time and we look forward to offering another level of service from this truly international 5 star brand.

With less than a month to go before PNG Industrial and Mining Resources Exhibition and Conference (PNG Expo) once again takes over the Stanley Hotel in Port Moresby, the team is excited to announce its official charity partner for 2025. For the first time in the event’s history, PNG Expo will be joining forces with Project Yumi to bring even greater purpose to this year’s event and help the charity make a meaningful impact where it’s needed most. The importance of collaboration and building lasting relationships is a critical element of PNG Expo – a goal that is echoed by the event’s charity partner. Project Yumi strives to builds effective partnerships with local communities in Papua New Guinea and to enhance the quality of education and healthcare. Through Project Yumi’s empowerment initiatives, Project Skul, Project Meri and Project Wok, the charity works to provide surplus educational materials from Australia to schools in PNG, improve women’s health in PNG, and empower Papua New Guinean youth with sustainable employment skills. Project Yumi Founder and Director, Renee Mero, said that partnering with PNG Expo is significant in helping the charity reach a broader, more diverse audience and helping raising awareness about their cause. “Partnering with the 2025 PNG Industrial and Mining Resources Exhibition and Conference is a vital opportunity for Project Yumi to connect with the industries that operate within the very communities we aim to support. “By building relationships with the sector, we have the chance to create real, on-the-ground impact – redirecting valuable resources, reducing waste, and investing in education and health where it’s needed most,” Mero said. “It’s about working together to create sustainable, community-led change.” As well as its standing as PNG Expo’s official charity partner for 2025, the Project Yumi team will contribute its expertise to the conference program, sharing insight into the significance of community engagement and empowerment in PNG. “Over the years, Project Yumi has had the privilege of working alongside incredible organisations in the resources sector – names like OM Holdings, Kumul Petroleum Holdings Limited, Fortescue Future Industries and Ok Tedi Mining,” Mero said. “These partnerships have helped us deliver life-changing educational and medical supplies to some of the most remote communities in Papua New Guinea. “Through our involvement in the 2025 PNG Industrial and Mining Resources Expo, we’re hoping to build on these successes – connecting with more like-minded companies who are committed to sustainable development and community empowerment,” Mero said. “Our goal is to expand our impact, reduce waste, and ensure vital resources reach the hands of those who need them most.” With just a few weeks to go, major exhibitors are snapping up the final spots on the exhibition floor and registration is already outpacing last year’s. It’s not too late to join us in PNG. Secure your tickets now at pngexpo.com/get-involved/