Movers & Shakers
Magazine

The IDAPNG's Movers & Shakers Magazine
is produced annually and mailed directly to members. The editorial focus of the magazine is on matters affecting directors and those charged with governance duties. Other content includes legal, strategic, financial and operational updates from a director's perspective, as well as business and professional book reviews.

IDAPNG Reports

Strategic Plan 2021 - 2024

MISSION

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Our mission is, through education, to promote excellence, enterprise and integrity in the directors of all organisations, to improve their knowledge and skill with respect to their rights, duties and responsibilities, and to instil the highest standards of ethics among directors.

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VISION

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To be an organisation that excels in the provision of innovative, effective and efficient services and events for directors, executives and other senior leaders in the South Pacific region.

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Our vision for this strategic plan will be achieved by:

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• Increased participation in programmes;

• Highest standard of governance best practices;

• Stronger business model by sustained profits through diversified revenue.

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GUIDING PRINCIPLES

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Our Code of Practice provides guidance to directors to assist them in carrying out their duties and responsibilities in accordance with the highest professional standards. Our guiding principles are based primarily on:

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• Integrity

• Enterprise

• Fairness

• Transparency

• Accountability

• Efficiency

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Secondary values that underpin our organisation include: honesty; ethics; collaboration; leadership; support; excellence;  and empowerment.

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ASPIRATIONAL GOALS

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The Independent Directors Association aims to be a leader in director training, certification and accreditation that will equip boards with the requisite skills to elevate performance, gain foresight, strengthen investor trust and instil public confidence.

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STRATEGIC PRIORITIES

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• To be a viable and effective organisation, delivering high quality services that directors/executives need and want.

• ​​IDAPNG hopes to be recognised as a national resource for corporate governance policy advocacy and the only trusted entity in Papua New Guinea to have established relations with key foreign entities involved in corporate governance.

• To improve the expertise, professionalism and status of our members.

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ENVIRONMENT

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Our non-profit operates within the corporate, NFP and public sector and targets directors, C-suite executives and senior leaders in Papua New Guinea.

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STAKEHOLDERS

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​Our members, sponsors and partners are our key stakeholders. 

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• In collaboration with our partners, we provide internationally accredited courses to our members and others in the corporate community.

• Our sponsors support our efforts and provide funding for us to carry on providing bespoke services/events.

• Our members are provided with opportunities to share their experiences and expertise and participate in forums designed to raise awareness, stimulate dialogue and provide guidance on governance matters.

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OBJECTIVES

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O ver the next three years, the IDAPNG intends on:

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• Obtaining accreditation for our various courses;

• Becoming a member of the Global Network of Director Institutes (GNDI);

• Being recognised as the authority on leading boardroom practices in Papua New Guinea;

• Recommending amendments to the Companies Act 1997 in relation to directors.

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In order to achieve these aims, we need to:

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• Undergo training with the National Training Council (NTC);

• Audit our accounts;

• Receive appropriate training for members on the Board;

• Liaise with lawyers and regulators.

Performance against these goals will be evaluated by our key stakeholders and others in the corporate community.

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​ ATTRIBUTES AND RESOURCES

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The key attributes and resources the organisation will utilise to achieve what is outlined in our strategic plan include:

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• Governance - continue to improve the effectiveness and efficiency of our governance and management processes.

• Advocacy - continue to invest in policy development and advocacy.

• Evidence-based practice - always use evidence-based best practice whenever possible.

• Financial resources - maintain financial stability which includes: identifying more efficient ways to deliver services; partnering with like-minded organisations globally; prudently and effectively managing investments.

• Staff - develop the organisational culture to enable support and development of staff.

• Stakeholders - always engage with and listen to our stakeholders.

• Innovation - encourage innovation within the organisation.

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