Papua New Guinea Women’s National Football Team, the PNG Bilums, have received a timely boost ahead of their upcoming qualifiers, with the Remington Group contributing K10,000 in cash support.The company, through its sister brand Paradise Breweries, also provided 100 cartons of Paradise water to assist the team during training and competition.The contribution comes as the national side prepares for the OFC Women’s Qualifying Semi Finals against American Samoa, with officials describing the support as both timely and impactful.PNG Football Association General Secretary Ahmjad Tekwie acknowledged the continued backing from the corporate sector, highlighting Remington Group’s consistent support since 2023.He said the sponsorship would directly assist the team’s preparation, including training camps and logistical needs as they gear up for the crucial fixture.“On behalf of the administration and executive committee, we are very thankful for this timely support. Remington has been with us since the Pacific Games and their continued backing will definitely assist the girls as they prepare to depart next week,” Tekwie said.Remington Group CEO Justin Kieseker reaffirmed the company’s commitment to supporting communities, stating that their role extends beyond business operations.He said the PNG Bilums embody determination and national pride, adding that the company is proud to contribute to their journey.“If we can play even a small role in supporting their journey and encouraging more young Papua New Guineans to get involved in sport, then that’s something we’re proud of,” Kieseker said.The Remington Group continues to invest in initiatives across sport, education, and community development, reinforcing its commitment to long-term growth in Papua New Guinea.

The Taurama Underdogs Rugby 7s Club is steadily carving out its identity as a team built on discipline, resilience and a strong sense of purpose, both on and off the field. Assistant Team Manager Joseph Dermba said the club was formed from a simple but intentional idea, to gather players who were willing to commit to hard work rather than rely on reputation. “Taurama Underdogs started from a simple idea, bring together a small group of players who were willing to work, not just talk,” Dermba said. “The name came from how we saw ourselves early on. Not the biggest names, not the most backed but always willing to show up and earn everything.” He explained that the name “Underdogs” reflects the team’s mindset, where success is not handed out but earned through effort and consistency. “Nothing is given, everything is worked for,” he added. Beyond rugby, Dermba said the club’s vision is focused on developing well-rounded individuals. “The vision is to build players who carry themselves well beyond the field. Rugby is just the platform,” he said. “The mission is to develop disciplined, accountable players who understand standards, not just talent.” Rather than relying on slogans, the club instills its core values through daily habits and environment. “We don’t talk about it too much, we live it,” Dermba said. “Responsibility shows in how you train, how you show up on time, how you respect your teammates. Passion shows in effort, especially when no one is watching.” He noted that being part of the Taurama Underdogs is something that must be earned. “It means you’ve earned your place. It’s not just about playing, it’s about how you carry yourself, how you represent the group, and how you respect the jersey,” he said. Teamwork and discipline remain central to the club’s approach. “That’s everything for us. We don’t rely on individuals. If one person drops, the whole system feels it. Discipline keeps us consistent; teamwork keeps us connected.” The Underdogs’ identity is also shaped by their ability to embrace challenges. “We expect pressure. We expect tough moments,” Dermba said. “That mindset helps us stay composed. We don’t panic, we stay in the fight and trust the work we’ve put in.” Community support plays a significant role in the club’s journey, providing motivation and a deeper sense of responsibility. “It’s a big part of who we are. The support gives the boys something bigger to represent,” he said. In return, the team aims to give back by setting positive examples in the community. “We try to stay present, accessible, and grounded. Whether it’s mentoring younger boys or being visible in the community, we make sure we give that respect back.” Family support, Dermba added, further strengthens the team’s commitment. “They keep us grounded. When families show up and support, it adds another layer of responsibility. The boys know who they’re representing.” The club has also received backing from sponsors such as Sting Energy and Pepsi, which Dermba described as essential to their operations. “They help us operate at a better level, from gear to preparation. More than that, it shows belief in what we’re building.” However, he acknowledged that securing sponsorship remains a challenge for many local teams, often due to limited structure and consistency. “A lot of clubs have talent, but not all have systems in place. Sponsors look for something stable and reliable.” Dermba encouraged businesses to consider investing in grassroots rugby, highlighting its broader social impact. “Grassroots is where everything starts. Supporting clubs like ours is investing in young people, in discipline, and in community. The impact goes beyond the field.” Player development within the Taurama Underdogs begins with attitude rather than ability. “We look at attitude first. Skill can be developed, but mindset is key,” he said. “Once they’re in, we focus on consistency, understanding the game, and discipline.” The team is currently preparing for the Sports Tok 7s, with clear objectives for the season. “Right now we’re focused on Sports Tok 7s. Our goal is to stay consistent and competitive. We’re not chasing noise, we’re focused on performance and standards.” Despite challenges such as limited resources and balancing rugby with work and studies, the team continues to push forward. “Balancing rugby with life is the reality here, but we work around it,” Dermba said. Looking ahead, the Taurama Underdogs aim to strengthen their structure and continue producing players capable of progressing to higher levels of competition. “More structured, more consistent and producing players ready for higher levels,” he said. “We want to grow, but without losing the standards that define us.”

A researcher from the National Research Institute is calling for a shift in how authorities address law and order challenges in Port Moresby, urging a stronger focus on underlying social and economic issues. Dr Lindsay Kutan said that while enforcement measures are necessary, they do not address the root causes of crime. “Many of these issues are symptomatic,” he said. “We must ask what is driving them.” He identified unemployment and youth disengagement as major contributors to criminal activity, pointing to recent research conducted across multiple provinces which revealed a large population of young people lacking access to income opportunities and meaningful engagement. “They don’t know what to do or how to make ends meet,” he said, warning that without intervention, this could continue to fuel social problems. Kutan also highlighted what he described as a growing housing crisis, arguing that it must be openly acknowledged before effective solutions can be developed. “We must admit that we do have a housing crisis in this country,” he said. He explained that eviction exercises, while often legally justified, are frequently a symptom of deeper systemic failures in urban planning and service delivery. “When people are displaced, we must ask, where do they go?” he said. Dr Kutan stressed the importance of balancing legal enforcement with humanitarian considerations, noting that policies must protect both property rights and the dignity of individuals. He called for a coordinated holistic approach involving government agencies, the private sector and communities working together to address housing shortages, create employment opportunities and support vulnerable populations. Dr Kutan also urged policymakers to ensure that any new legislation, including the Vagrancy Act, upholds the rights and wellbeing of all citizens. “At the end of the day, development must be about people,” he said. “Every Papua New Guinean deserves a decent life and equal opportunity.” His remarks highlighted the need for long-term solutions to complement immediate enforcement measures, reinforcing the message that sustainable progress will depend on addressing both the symptoms and root causes of urban challenges.

Authorities in Port Moresby are implementing a wide-ranging security strategy aimed at improving safety and restoring public confidence across the city. Speaking at the National Press Club, Governor Powes Parkop outlined several initiatives already underway, including the deployment of city wardens to monitor public spaces such as bus stops, markets, shopping areas and recreational zones. He said these wardens play a critical role in ensuring safety, particularly for women and girls, who are considered a benchmark for overall community security. “If spaces are safe for women and girls, they are safe for everyone,” he said. The Governor also confirmed that more than 200 CCTV cameras have been installed throughout the city, with plans to expand coverage into high-risk areas. Future upgrades will include advanced features such as infrared and artificial intelligence capabilities to enhance surveillance both day and night. In addition, a rapid response system is being developed to ensure that police or security teams can respond to incidents within minutes. Meanwhile, ACP Benjamin Turi said police are complementing these efforts with targeted operations addressing everyday issues affecting residents. These include traffic enforcement campaigns, particularly at congested bus stops, where illegal parking, unroadworthy vehicles, and poor sanitation have become major concerns. “Bus stops are meant for passengers, not for buses to park and wait,” he said. He added that vehicles operating without proper safety standards will be removed, with some facing disposal if owners fail to comply within a set period. Authorities are also continuing eviction exercises in several parts of the city, targeting illegal settlements and land grabbing. ACP Turi stressed that all evictions are conducted under strict legal processes, with court orders verified before any action is taken. At the same time, community involvement remains central to the strategy. Police are working with local groups, youth volunteers and neighbourhood watch initiatives to strengthen grassroots support for law enforcement. Despite ongoing challenges, officials say the combined approach, blending enforcement, technology, and community engagement is beginning to yield results, particularly in reducing serious crimes such as armed robbery.

Leaders at the National Press Club have strongly defended the proposed Vagrancy Act, describing it as a necessary step in tackling crime and restoring order in Port Moresby. National Capital District Governor Powes Parkop said the legislation is not intended to target law-abiding citizens, but rather individuals involved in criminal activities particularly violent offences that threaten public safety. “Only those who want to commit crimes should be worried,” he said, stressing that the vast majority of residents are peaceful and want to live in a safe and stable environment. “We cannot compromise the security of our capital city,” he said. “It must be a place where all Papua New Guineans can live, work, and coexist peacefully.” Backing the Governor’s stance, NCD/Central Commander Benjamin Turi warned that authorities are taking a firm position against lawlessness and opportunistic crime. “There won’t be any more Black Wednesday under my watch,” ACP Turi said, referring to past incidents of unrest and looting that disrupted businesses and threatened public safety. He explained that while police face significant challenges including limited manpower and resources, the force is adapting by strengthening partnerships with communities and adopting proactive policing strategies. “Our ratio is about one police officer to 2,000 people, but that does not stop us from doing our job,” he said. “We must work with the community to make the city safe.” Both leaders emphasized that the Vagrancy Act is only one component of a broader law and order strategy, which includes eviction exercises, increased patrols, and community engagement programs aimed at deterring crime and maintaining stability. Governor Parkop also called on residents to support the measures, saying long-term success depends on collective responsibility. “If we get it right in Port Moresby, we can set the standard for the rest of the country,” he said.

The rebranding of Capital Insurance to TISA Insurance is part of a broader growth strategy led by TISA Group, aimed at strengthening its presence across banking, insurance and other sectors in Papua New Guinea and the Pacific.Group CEO Jeremy Norton said the timing of the rebrand was carefully considered as part of a long-term growth strategy. He explained that the move aligns with the successful launch of TISA Bank and the group’s plan to integrate financial services under one brand.Norton said the rebrand acknowledges the strong historical relationship between TISA and Capital Insurance while providing a clearer identity moving forward. He added that the focus remains on trust, customer service, and expanding access to financial services across the country.He also highlighted the importance of growth and increased insurance penetration in Papua New Guinea, noting that improved access to banking and insurance services will support economic development and prosperity for communities.TISA Insurance Chairman Michael Koisen said the rebrand supports the group’s vision of building a unified and trusted portfolio of businesses. He said the move strengthens the group’s ability to deliver consistency, scale, and long-term impact across the region.Koisen also emphasized that while branding has changed, the company’s core values remain the same, including its commitment to customers, regulators and communities. He described the rebrand as a step toward building stronger institutions that can operate sustainably and effectively across the Pacific.Looking ahead, TISA Group says it plans to expand its banking and insurance services regionally, with operations already in Fiji, Solomon Islands, Vanuatu and Tonga while exploring further international opportunities.

Capital Insurance has officially rebranded to TISA Insurance, marking a major shift in the company’s identity and its alignment with the broader TISA Group strategy.TISA Group Chief Executive Officer (CEO) Jeremy Norton announced the change, saying the rebrand reflects the company’s next stage of growth and evolution. He emphasized that while the name and branding have changed, the organization’s leadership, services and operations remain the same. According to Norton, the rebrand builds on a long history between Capital Insurance and TISA, noting that TISA has been a key supporter and shareholder since the company’s early days. “This marks the next chapter in our journey,” he said highlighting the move as both a continuation and a transformation of the business. Norton added that the rebrand is about strengthening identity and aligning more closely with TISA Group, which now brings banking and insurance together under one trusted brand. He said this integration will improve customer experience by providing more accessible and streamlined financial services. TISA Insurance Chairman Michael Koisen said the rebrand reflects the group’s long-term vision of building strong, trusted institutions across Papua New Guinea and the Pacific. He said while the name and visual identity have changed, the ownership, leadership, services and regulatory standing remain unchanged. Koisen emphasized that the new brand strengthens alignment with TISA Group’s broader strategy, reinforcing trust, local relevance, and long-term protection for customers. He described the change as a continuation of growth rather than a complete transformation. The company also revealed that the Capital Insurance brand will be phased out, replaced by new TISA branding, including a redesigned logo inspired by the traditional PNG bilum, symbolizing protection and safekeeping.

The National Energy Authority (NEA) has launched new regulations to modernize Papua New Guinea’s energy sector and expand electricity access to remote communities. Speaking at the launch yesterday, NEA Managing Director Mr. Ronald Meteka said since the establishment of the National Energy Authority under the National Energy Authority Act of 2021, the authority has undertaken comprehensive legislative reform to build a modern and effective regulatory framework for Papua New Guinea's energy sector.He highlighted the need for centralization, noting, “Previously it was disseminated or partially regulated through different authorities and institutions. Currently it's being centralized in one building or an organization. So that it de-risks and supports the consumer complaints we have on the reliability issues and the lack of connectivity in the country since independence.”On legal reforms, he explained, “The reform process began with the National Energy Authority Amendment Act that we brought in 2023, which addressed constitutional compliance issues relating to the separation of powers between executive and parliament, particularly concerning law imposition of regulatory fees and charges. No one government department or authority has the powers to impose fees and charges except through the parliamentary process. We have to comply with that by bringing an amendment.”He outlined the new regulations, saying, “Today we will be launching the five core regulations: National Energy Authority General Regulations 2025; National Energy Authority Service and Installation Regulations 2025; National Energy Authority Electricity Industrial Regulations 2025; National Energy Authority Refined Petroleum Products Supply Regulations 2025; and National Energy Authority Off-Grid for Small Power Systems 2025.”On off-grid electrification, he said, “Why we are promoting off-grid electrification and small power systems is because 80% of the Papua New Guineans are not connected to electricity. The challenge is for us as an entity, as a government, as a Papua New Guinean, to bring those national services to the communities, to those islands, to those valleys and the mountains.”He stressed PNG Power is not the only provider: “Last month we issued a full concession to Ok Tedi Power to have full concession over three provinces in Papua New Guinea, including Western Province, East Sepik, and West Sepik. They have the same types of licenses that PNG Power got, to generate, transmit, retail and distribute electricity exclusively in those provinces. Ok Tedi Power is a 100% subsidiary of Ok Tedi Mining Limited—60% National Government and 40% the landowners of Ok Tedi Mining Limited.”On energy security, he added, “Currently, we don't have a law that licenses and regulates the refined petroleum products market. Anyone can go and put up a service station and start supplying fuel. We are working to establish a law that will regulate the industry and protect energy security for the country.”Reflecting on energy’s role in development, he said, “Energy drives the economy. From fishing communities with solar-powered cold storage to downstream processing, data centers and mining, everything runs on energy. These reforms lay the foundation for sustainable growth and national development.”“The second phase of legislative reform addresses technical oversights, including clear powers to establish electricity tariffs and regulate power purchase agreements. These measures make energy projects, small power systems, rooftop solar, or mega hydro, achievable in a reasonable time and within budget. Energy security is key for Papua New Guinea.”

Chairman of Comrade Trustee Services Limited, Chetan Chopra, has hailed 2025 as a “very fortunate year for the superannuation industry in Papua New Guinea,” praising the fund’s strong performance and critical role in supporting the retirement security of its members.Chopra began by acknowledging the traditional owners of the land, saying, “Before we start, I'd also like to acknowledge the traditional landowners of this land, the Motu koita people, both past and present. We thank them for allowing us to gather here today and conduct our meetings here.”Reflecting on CTSL’s success, he noted, “Success in superannuation is not defined by the size but by how effectively we are delivering strong outcomes for our members, including sound financial performance, prudent governance, and responsible stewardship of retirement savings.”Chopra outlined the progress made since 2023, when an interim board was appointed by the Government of Papua New Guinea. “We set ambitious goals to reduce risk in our balance sheet, increase annual returns, and establish ethical corporate governance and functional legal structures,” he said, adding, “While doing all of this, we managed our costs in a more responsible and transparent manner.”He acknowledged the contributions of key individuals, including former chairlady Her Excellency Michelle Hoffa, saying, “Under her steady leadership, the fund made significant progress in strengthening stakeholder engagements and developing internal capability. Her passion for the welfare of service personnel was evident in every discussion we had.”He explained CTSL’s unique focus on Defense Force members: “CTSL currently serves only 5,000 members. While the size of the fund is small, we see this as a key strength because we are able to understand the requirements of our members.”On investments, Chopra said, “We have undertaken a comprehensive review of our investment portfolio, identifying opportunities across Papua New Guinea. We have been very strong about exiting investments, much to the dislike of many people, because you’ve got to make an investment decision based on returns and not emotion.” He added that Toea Homes has been successfully turned around and is now delivering positive returns.Chopra highlighted five pillars of success: membership engagement, investment performance, governance and institutional strength, people and capability, and financial performance. On the fund’s 2025 results, he said, “Net asset value reached K899 million, representing 11.8 percent growth. Comprehensive income increased by 32 percent and the board declares a 12.5 percent interest crediting rate for 2025.”Looking ahead, Chopra outlined plans for 2026 and beyond: “Our priorities will include continued engagement with members, exploring innovative retirement products, strengthening the fund’s balance sheet, expanding investment opportunities across PNG, further development of Toea Homes and maintaining disciplined cost management.”He concluded, “We remain committed to protecting and growing the retirement savings of the men and women who serve our nation.”

Nasfund Superannuation is strengthening its focus on superannuation education, governance and service delivery as part of its long-term strategy to better support members. Chairman Christopher Elphick said improving members’ understanding of superannuation remains a key priority for the fund.He said Nasfund has been advocating for greater superannuation literacy, helping workers better understand how retirement savings work and why it is important to plan for the future.Mr. Elphick said the fund has been working with the Centre for Excellence in Financial Inclusion to support financial education initiatives in Papua New Guinea.Through this partnership, Nasfund has contributed to the development of financial education material aimed at strengthening financial awareness within the country’s education system.He said these initiatives are designed to ensure that future generations have a better understanding of savings, financial planning and retirement security.“Superannuation education helps members understand how their savings grow and the role it plays in their long-term financial security,” Mr. Elphick said.In addition to education programs, the fund has also focused on improving its internal systems and governance frameworks.Mr. Elphick said Nasfund has been strengthening its data governance and service delivery systems to better understand member needs and improve the services provided.He said the improved use of data is helping the organization gain better insights into member behaviour and deliver more personalized services.“These improvements allow us to engage with members more effectively and enhance the overall service experience,” he said.The initiatives form part of Nasfund’s three-year strategic plan, which focuses on portfolio optimization, stronger governance, improved service delivery and better use of technology and data.Mr. Elphick said these priorities will help ensure the fund continues to operate efficiently while protecting and growing the retirement savings of its members.

Nasfund Superannuation has announced a 13 percent interest crediting rate for the 2025 financial year, marking the highest rate the fund has delivered since 2010.Chairman Christopher Elphick made the announcement during the release of the fund’s 2025 audited financial results, describing the outcome as one of the strongest financial performances in the organization’s history.The trustee board approved the financial statements showing a record net profit after tax of K1.08 billion, while the fund’s net asset value increased to more than K9.45 billion.Mr. Elphick said the strong performance would result in more than K1 billion being credited to members’ accounts, reflecting the fund’s commitment to growing retirement savings for its members.“This is the highest distribution ever, demonstrating the fund’s commitment to growing members’ retirement savings,” he said.He acknowledged the role played by the board of directors, management and staff in delivering the results, noting that strong governance and disciplined investment strategies had contributed significantly to the fund’s success.Membership and employer participation also continued to grow during the year.The fund recorded a net increase of 28,384 members, bringing total membership to 744,213 members nationwide.The employer base also expanded, with 87 new employers joining the fund, increasing the total number of participating employers to 2,978.Mr. Elphick said the growth reflected increasing confidence in the fund and continued engagement with employers and workers across the country.He added that the fund’s long-term investment strategy has also been delivering solid returns for members.Over the five-year period from 2021 to 2025, Nasfund recorded an average annual return of 8.91 percent, outperforming the national inflation average of 3.56 percent.“This means members’ retirement savings have grown about 5.35 percent above inflation,” he said.According to Mr. Elphick, the fund is currently in the final year of its three-year strategic plan, which focuses on optimizing its investment portfolio and maintaining disciplined investment decisions to ensure sustainable long-term returns.Another key focus area has been superannuation education and financial inclusion, aimed at improving members’ understanding of retirement savings.Through its partnership with the Centre for Excellence in Financial Inclusion, Nasfund has contributed to the development of financial education programs within the national education curriculum.Mr. Elphick said the fund has also strengthened its internal operations by improving governance frameworks, enhancing service delivery and investing in better data management systems.“These improvements are helping us better understand our members and deliver more personalized services,” he said.He added that the board remains focused on ensuring the fund continues to deliver sustainable returns while safeguarding the long-term retirement savings of its members.

Strong investment returns and improved offshore performance have contributed to record financial results for Nasfund Superannuation in the 2025 financial year.Chief Finance Officer, Ms. Debbie Oli highlighted the key financial results during the announcement of the fund’s audited results.Ms. Oli said the fund recorded cash income of K554 million, exceeding the budgeted income of K544 million for the year.In addition, the fund achieved valuation gains of K580 million, reflecting the strong performance of its investment portfolio.One of the major differences between the 2024 and 2025 results was the turnaround in foreign exchange performance.The fund recorded a foreign exchange gain of K142 million, compared to a K5.7 million loss the previous year.Ms. Oli said contributions from members and employers also continued to grow.During the year, K856 million in contributions were received, representing an eight percent increase compared to the previous year.Meanwhile, member benefit payments totaled K611 million, slightly higher than the K591 million paid in 2024, reflecting ongoing member withdrawals and benefit claims.According to Ms. Oli, the total interest credited to members’ accounts for 2025 will reach approximately K1.1 billion, compared to K839 million credited in 2024.Of this amount, K17 million had already been paid to members who exited the fund during the year.She explained that the fund’s gross investment return across the portfolio reached around 15 percent, before operating expenses and taxes were deducted.Operating expenses for the year totaled K88 million, which Ms. Oli said was in line with the fund’s budget and reflected continued efforts to maintain strict cost control.She noted that 36 percent of the fund’s expenses were fixed costs, including administrative fees, investment management costs and regulatory fees paid to the Bank of Papua New Guinea.Staff costs accounted for 35 percent of total expenses, while about 28 percent represented controllable operational costs.Ms. Oli said prudent cost management is essential because lower expenses allow the fund to return more value to its members.Strong returns were also generated from several major investments, including holdings in BSP Financial Group and Credit Corporation, as well as offshore equities.The fund has also continued expanding its international investment portfolio.Nasfund’s offshore investment portfolio increased from K1.4 billion in 2024 to K2.1 billion in 2025, now representing 21.8 percent of the fund’s total net asset value.Ms. Oli said this remains within the fund’s prudential limits and below the board-approved target of 25 percent allocation to international investments.She added that global investments and foreign currency movements contributed positively to the fund’s results this year.However, she noted that maintaining a balanced and diversified portfolio remains important to ensure stable long-term returns for members.