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IDAPNG Corporate Members 2023 The IDAPNG supports directors and business leaders across Papua New Guinea and beyond to learn, network, and build successful and responsible businesses. VANGUARD LIMITED This is a Paragraph. Click on "Edit Text" or double click on the text box to start editing the content and make sure to add any relevant details or information that you want to share with your visitors. GORE ACCOUNTANTS This is a Paragraph. Click on "Edit Text" or double click on the text box to start editing the content and make sure to add any relevant details or information that you want to share with your visitors. DEVCOM PACIFIC LTD This is a Paragraph. Click on "Edit Text" or double click on the text box to start editing the content and make sure to add any relevant details or information that you want to share with your visitors.

Leadership & Good Governance Awards Community Leadership Awards There are six categories under this award: Business of the Year; Non-Profit of the Year; Business Leader of the Year; Inclusion Leader of the Year; Lifetime Achievement Award; and Corporate Equality Partner. Outstanding Leadership Award The Outstanding Leadership Award is given to a manager, director, executive or unit lead who exemplifies significant leadership skills; and demonstrates a number of attributes that have lead to the improvement and/or success of his or her organisation. Emerging Leader Award The Emerging Leader Award recognises IDAPNG members who, through some early achievements and successes, are seen as emerging leaders within their organisations, the industry and their communities. President's Excellence in Leadership Award This award recognises directors and managers who lead with integrity and effectiveness, and whose deliberate focus and collaboration contributes to the successful implementation of IDAPNG's strategic goals. Excellence in Corporate Governance Award This award recognises individuals, organisations and collaborative initiatives whose actions have contributed significantly to making effective corporate governance a reality in the markets in which they operate. Rising Star Award The Rising Star Award is given annually in recognition of a director or manager who has made a significant impact in their designated field; and who has demonstrated a commitment to best practice and good governance.

Choose your pricing plan Associate Membership K 300 300K Every year Select Joining Fee - K100 Annual Subscription Professional Member K 500 500K Every year Select Joining Fee - K100 Annual Subscription Corporate Membership K 6,000 6,000K Every year Member Category: For-Profit Select Joining Fee - K1,000 Annual Subscription NFP Corporate Member K 3,000 3,000K Every year Member Category: Not-for-Profit Select Joining Fee - K1,000 Annual Subscription

Code of Business Ethics The IDAPNG takes pride in being a responsible, relevant driver of positive change within the communities and societies we serve. To succeed, we must set a high standard for conducting business on merit, ability and fairness, and acting vigorously to correct any irregularities we encounter. ​ Our Compass (Code of Business Ethics) is our guiding framework. It provides us with the resources and the information we need to conduct our business responsibly, make ethical decisions and maintain trust with our members, partners, and sponsors. Our Compass Our Compass is your guide to IDAPNG's ethical principles and expectations. It’s aligned to our values of professionalism, respect and perseverance, which enable us to lead with integrity. By referring to it often, you can be confident that your actions and decisions are in line with IDAPNG’s requirements for ethical business conduct. ​ The requirements and guidelines described in our Compass flow from six core ethical expectations, which we all must know and follow: OUR CODE - We build trust by making informed, ethical decisions and seek support whenever we are unsure. OUR PEOPLE - We maintain a safe, respectful, inclusive and supportive environment where harassment and discrimination have no place. OUR ORGANISATION - We do business with integrity and transparency, and we are a law-abiding, responsible corporate citizen. OUR ASSETS - We protect our organisation's reputation, assets, programs and intellectual property. OUR ENGAGEMENT - We respect human rights and make a positive social and environmental impact in the community. OUR VOICE - We speak up whenever we have ethical concerns and do not tolerate retaliation against those who raise such concerns. ​ Every time you act, remember the 3 Ps: PURPOSE - What is the purpose of my action? PRINCIPLES - What principles should guide my action? PERCEIVED - How will my action be perceived? ​ Each of us is responsible for acting with integrity when we conduct business. You are expected to: Be respectful, professional, honest and transparent; Not ask or allow another person or third party to do something that is not permitted; Always act with integrity, even if it means losing a business opportunity; Be mindful of ethical risks which may be elevated in certain markets and business models, and take steps to mitigate them; Cooperate and be forthcoming in any investigations, audits or assessments conducted internally or by a legitimate third party; Not destroy or alter records; Raise a compliance concern if you know of, or suspect, violations of the law, our Compass or steering documents. ​ If you’re a manager, member of the Executive Team or member of the Board of Directors, you have an especially important role. You are responsible for driving a culture of integrity and compliance. Leaders are expected to: Encourage team members to ask questions and talk to them about challenging ethical situations; Ensure direct reports are properly trained and know how to comply with your Code of Business Ethics and steering documents; Avoid putting pressure on your team at the risk of implicitly encouraging unethical conduct; Report potential misconduct and support your team members when they raise concerns. ​ We recommend that work environments be based on respect. Treating colleagues with respect, dignity and inclusion brings out the best in everyone, and it’s the right thing to do. At IDAPNG, there is simply no room for harassment, threats, bullying or violence against anyone, regardless of their position or seniority. ​ We prohibit all forms of harassment, threats and acts of violence, including: Physical, oral or written harassment directed at employees or any third party in the line of work; Bullying, intimidation, hostility, humiliation, discrimination or psychological mistreatment; Offensive or disparaging remarks, jokes, images or name-calling; Unwanted attention or physical contact or other invasions of privacy or personal space; Behaviour intended to disturb or prevent normal work activities. ​ We know that diversity makes us stronger. Having a diverse and inclusive board helps ensure that we attract the best global talent, foster innovation and bring greater value to our members. We want everyone to feel valued and included. We must all contribute to ensuring IDAPNG is a place where each individual can grow and feel empowered – regardless of factors such as their personal background, cognitive perspectives or disability. ​ We expect businesses to: Recruit, reward and promote people based on merit; Prevent nepotism or discriminatory practices; Avoid any conduct that could make a board member feel excluded or unwelcome. ​ We win business by doing business with integrity. Reputation and trust are hard-won and easily lost. At the IDAPNG, we advocate our industry and regulatory positions to government bodies based on facts, and never seek to improperly influence actions by public officials. Offering or giving any benefit to a public official, colleague, customer or other third party as a way to gain an undue advantage is called bribery, and is strictly prohibited. You must also not demand or accept any such benefits from anyone. We have no tolerance for any form of bribery or corruption. In addition, the IDAPNG will not make contributions, directly or indirectly, to political parties or individual politicians except to support voluntary employee contributions permitted under local law and supported by public reporting regulations. ​ You are expected to: Ensure that any gifts, entertainment, hospitality, sponsorships, donations and employment opportunities are compliant with our steering documents and the law; Never provide any personal benefits to individuals, such as cash, cash equivalents, loans, vacations or similar benefits; Be diligent when providing anything to public officials (or their family members) and remember that pre-approvals and more restrictive rules apply; Obtain the necessary approvals and document them; Never make a payment to expedite or secure a routine governmental action, such as the issuance of a visa, permit or license; Not use personal funds or someone else’s funds to do something that you couldn’t do with corporate funds, for example purchasing illegal gifts such as ivory, narcotics or sexual services; Consult Government & Industry Relations or Legal Affairs & Compliance prior to meeting with government officials. ​ We act swiftly and transparently to disclose anything that may be a conflict of interest. In our work, situations can arise where our professional judgment could be seen to be impaired by other competing interests related to relationships and roles we maintain outside of the organisation. This is called a conflict of interest, and it is not inherently wrong. However, we each have a responsibility to put legitimate business interests first. Whenever we become aware of a potential conflict of interest, we don’t ignore it; we ensure that it is properly disclosed and handled. You are expected to: Avoid conflicts of interest when manageable; Disclose all situations, transactions and relationships that could lead to or be perceived as a conflict of interest; Speak with your board and legal department who will help you manage the situation. ​ Examples of potential conflicts of interest: Doing business with third parties that employ or are owned by your family members, friends or former colleagues; Hiring or supervising anyone with whom you have a personal relationship; Working in your free time for customers or suppliers; Working outside the scope of your employment or taking on engagements or directorships that interfere with your job performance, require you to use information or assets or would create intellectual property; Engaging on behalf of your organisation with customers, suppliers or other external stakeholders of a company in which you have ownership or other significant financial interest. ​ We compete on the merits of our programs and offerings. Competition laws – also known as antitrust or anti-monopoly laws – exist to protect consumers and ensure that businesses have a fair opportunity to compete in the marketplace. They prohibit, for example, practices that fix prices, allocate customers or markets between competitors or restrict market competition. These laws also prohibit the abuse of a dominant market position. We recommend that you: Not discuss or exchange competitively sensitive information with competitors either directly or indirectly through third parties; Not fix or control distributors’ resale prices; Check with Legal Affairs & Compliance before negotiating exclusivity or non-compete agreements or hiring restrictions with third parties; Contact Legal Affairs & Compliance if you have concerns in relation to any competition matters. ​ We only work with third parties who abide by the same standards of integrity that we demand of ourselves. Working with third parties can present significant risks that we must carefully navigate – so that the values we stand for aren’t compromised. At the IDAPNG, we only partner with those who share our high standards in relation to integrity, human rights, health and safety and the environment. ​ We recommend that you: Work only with qualified, approved third parties that go through the responsible sourcing processes; Ensure that third parties sign and commit to your Code of Conduct for Business Partners or equivalent; Actively monitor the performance of third parties for compliance with the Code of Conduct for Business Partners and any other conditions upon which an approval decision was made; Never use a third party to do something that your employees are not allowed to do themselves. ​ Note: A Politically Exposed Person (PEP) is someone who holds (or formerly held) a prominent public position or a family member or close associate of such a person. PEPs present a higher risk of being involved in corruption because of their position and influence. Be especially diligent when working with PEPs. ​ We adhere to applicable laws and regulations governing international trade and anti-money laundering. The European Union (EU), Papua New Guinea (P.N.G.), Australia and other countries enforce trade and sanctions laws; these include export and customs controls, embargoes and sanctions. Such laws impact the persons, countries and entities with whom we can do business. Organisations should be aware of any sanctions, import or export controls that might apply to business dealings before doing such business and ensure that a license is obtained when required. ​ Money laundering is an illegal activity where someone attempts to hide the true origins of money that was obtained through crime. Terrorist financing is when funds are used to support terrorist activities. The IDAPNG does not allow any activities resulting in money laundering or terrorist financing. We recommend that you: Never engage in a business transaction if you suspect that it involves funds connected with criminal activity; Adhere to all responsible sourcing and due diligence requirements. ​ We handle confidential information and intellectual property with great care. At the IDAPNG, our technical and financial information as well as our intellectual property are critical to our success. This includes research and development information, patents, business and product plans and strategies as well as member and sponsor information. We must ensure that such information is used for proper and authorised purposes only. We recommend that you: Not discuss confidential information in public places or on the internet; Only access or share confidential information if there is a legitimate business reason to do so; Only store confidential information on authorised devices and cloud services; Accompany your visitors at offices and facilities; Not take or use confidential information when you leave the company; Not attempt to improperly obtain confidential information belonging to other companies or third parties. ​ Each of us has a responsibility to watch out for cybersecurity threats – such as malware or phishing – and follow best practices to protect information and systems. We recommend that you: Keep your computer and mobile devices updated to the latest software versions and change your passwords; Not share user IDs (signums) or passwords; Use the software provided for securely connecting your laptop to your organisation's network when away from the office; Never download or use unapproved software or devices; Encrypt emails containing any confidential or personal information. ​ We do not engage in any form of insider trading and we use assets for legitimate purposes only. Inside information is non-public and material information about companies that would have a significant effect on the price of financial instruments and securities, such as shares, bonds or derivatives, if disclosed. Using this information or providing it to others to trade in financial instruments and securities is illegal. It is called insider trading, and it must be avoided without exception. We recommend that you: Not buy or sell financial instruments and securities when having inside information or tell others to do so; Not share inside information with anyone including colleagues except on a strict need-to-know basis, as approved by the project leader; Check with Legal Affairs & Compliance before trading if you are unsure if you are in possession of inside information. ​ We process personal data responsibly and in accordance with data privacy laws. We protect personal data and support global efforts to safeguard it. We adhere to global privacy principles and applicable laws, including the EU General Data Protection Regulation (GDPR). We also have contractual agreements which regulate how we process and share data. We recommend that you: Collect and process personal data in accordance with the law and steering documents; Ensure that people from whom you obtain personal data understand why it is being collected and processed; Use personal data only for legitimate business purposes and approved uses necessary for your job; Share personal data only with people who are authorised to receive it; Report any suspected data breaches. ​ Note: What is “personal data”? Personal data is information that can be related to an identifiable person. Examples include name, address, phone number, email and bank or credit card information. ​ We record all financial information diligently, accurately and honestly. We must all take steps to prevent fraud and financial irregularities. We should always ensure that the true nature and extent of our business transactions are recorded transparently and accurately. Making false or misleading entries, or sidestepping internal controls, are strictly prohibited and may be illegal. We recommend that you: Enter into written (never oral) contracts with customers and third parties; Ensure contracts reflect the substance of the commercial transaction; Avoid giving unusual incentives or agreeing to terms that are not in your orgaisation's best interest; Follow signature and spending authority and relevant approval processes; Record all financial transactions in accordance with applicable rules; Never authorise the payment of vague or questionable expenses or third-party invoices that are poorly documented or incomplete; Ensure expense reports are complete, truthful and accurate; Use corporate cards for legitimate business expenses; Provide all supporting documentation needed to ensure accurate financial statements; Check with your finance department if you are not sure what to do or have finance-related questions or concerns. ​ Raise a concern if you become aware of for example: Payments to or from a third party in a country other than where the service was provided; Payments to a third party in a country known as a “tax haven”; Payments to or from third parties different from those specified in approved agreements; False, misleading or incomplete business records, including time reporting records; Pressures to make an inaccurate entry in your accounts or to omit relevant information; Unrecorded funds or financial accounts; Revenues or expenses that have been unduly shifted between time periods; Corporate cards used for illegitimate business expenses. ​ We speak on behalf of our organisation only if authorised to do so and take care when posting on social media. Our reputation depends on the transparency, accuracy and consistency of our public statements. That’s why we have measures in place to ensure the right information goes out. These measures apply to statements made publicly on social media or in articles, papers, speeches or other statements relevant to our organisation. While we promote freedom of expression, each of us is responsible and may be held accountable for social media posts that are inconsistent with our values. As a member, we expect you to: Use good judgment and protect confidential information about our organisation; Make clear that your views are your own and that you do not speak for our organisation (unless you are authorised to do so); Not post anything that would cause embarrassment or harm to our reputation. ​ Communicating responsibly... ​ I’ve received a straight-forward question about the IDAPNG from a friend. May I respond? We love speaking about what we do, but it all depends on what was asked. You cannot share confidential information, but you are, of course, encouraged to share officially published information. The key is to take a moment to think about this carefully before answering. You can ask members of our executive team if you need further guidance on what can and cannot be discussed openly. ​ I’ve received an invitation to speak at an IDAPNG Summit/Conference. Do I need permission to speak? The first step is to get approval from your line manager and notify Marketing & Corporate Relations. Generally, when speaking at conferences, focus on your own area of responsibility and personal opinions and observations – do not share sensitive or confidential company information. ​ We respect the right to privacy and freedom of expression, as the two most salient human rights related to the services we deliver. We fundamentally believe that our offerings bring positive change to people. At the same time, we work to mitigate and minimise the risk of potential misuse of our various programs. We do this by conducting due diligence in our engagements to assess, prevent and mitigate potential negative impacts on human rights. We also advocate strongly for freedom of expression and privacy protections. This includes raising concerns about new legislative, administrative, license or law enforcement rules if they may negatively impact individuals’ freedom to express their views or protect others from intrusion. ​ We empower corporate communities to drive performance and positive impact. We are proud of our various programs. They allow members to volunteer their time to serve the corporate community and make a positive impact in society. All active IDAPNG members are eligible to participate. Before volunteering, you must approve the terms and conditions within the program and adhere to the guidelines related to eligible volunteer activities. WHAT MATTERS MAKE YOUR CONDUCT COUNT Making your conduct count is about fostering respect, fairness and shared ethical values. It describes behaviours that we expect from - and for - our members so that they can be at their best each day. COMPLY WITH LAWS We comply with all laws, whether national or international. Our Board, staff, members and those acting on our behalf, are responsible for understanding the applicable rules and must ensure compliance. DELIVER TO OUR MEMBERS We serve our members, regardless of role - focusing on the best interests of our members while acting as stewards of the IDAPNG. RUN OUR BUSINESS RESPONSIBLY We are agile, and we strive for high performance - by acting as ethical and accountable directors on the boards we serve. BE A GOOD CORPORATE CITIZEN We support and respect human rights, foster environmental responsibility and encourage our member's involvement in the communities where they work and live. PROTECT PEOPLE, INFORMATION AND OUR BUSINESS We work together to build a better, stronger organisation for future members, protecting the IDAPNG name, information, intellectual property and our people.

Finding the Right Director Looking for a director to serve on your governing body? The IDAPNG provides the following services and resources to aid organisations in their search for finding a director to serve on their board/governing body. Before you can start your search you first need to understand your board composition requirements. When assessing requirements, please consider that the governing body should comprise the appropriate balance of knowledge, skills, experience, diversity and independence for it to discharge its governance role and responsibilities objectivity and effectively. Once you have your criteria for the vacancy, we can assist you in advertising your vacancy to our members through the following two services: 1. Advertise a NED vacancy Advertise your board vacancy to the IDAPNG Member database, which will give you access to potential candidates. This is a free service available to all organisations in Papua New Guinea. Terms & Conditions REQUEST FORM Board Vacancy Template First Name Organisation Email Address Last Name Designation Phone Number Billing Address Positions Available Non-Executive Director Nomination Committee Member Audit Committee Member Remuneration Committee Member Social & Ethics Committee Member Trustee Other (please specify) Number of Vacancies Preferences Choose an option Application Deadline Role Description Candidate Criteria Company Description Company Number Company Website Submit Thanks for submitting! 2. Conduct a CV search If you wish to narrow down your search and/or advertisement, we can conduct a CV search of our members who meet your key words and notify only those individuals of the vacancy. This is a paid for service . Terms & Conditions REQUEST FORM First Name Organisation Email Address Last Name Job Role Phone Number Billing Address Positions Available Non-Executive Director Nomination Committee Member Audit Committee Member Remuneration Committee Member Social & Ethics Committee Member Trustee Other (please specify) Number of Vacancies Application Deadline Role Description Gender Requirement Choose an option Required Board Committee Experience Nomination Committee Remuneration Committee Audit Committee Risk Committee Social & Ethics Committee Governance Committee Executive Committee Finance Committee Task Force Committee Fundraising Committee Other (please specify) Ethnicity Requirement Choose an option Entity Experience Statutory Corporation Government Department Major, National and Provincial Entity Municipality (small towns) Partnership - limited/unlimited Not-for-Profit Large Private Listed Owner-Managed SME Pension Fund / Retirement Fund Other (please specify) Other Specific Candidate Requirements Company Description Company Number Company Website Accept Terms & Conditions View Terms & Conditions Submit Thanks for submitting!

CORPORATE SPONSORS The Independent Directors Association would like to thank the following sponsors for their generosity and support. Their contribution allows us to continue providing sought-after director services in Papua New Guinea. OUR PARTNERS We partner with leading organisations worldwide to deliver acclaimed courses to P.N.G.'s corporate community.

Chartered Membership Chartered Members of the IDAPNG have committed time to developing their skills and knowledge to meet the high standards of governance set by the Chartered designation. IDAPNG Chartered Members Why become chartered? Shows you meet the highest standards of governance Increases your credibility as a director Increases your value to boards Reduces the perceived risks of your organisation Chartered Member Assessment Handbook IDAPNG Charter Chartered Member/Fellow - Annual Confirmation Becoming an internationally recognised Chartered Director

Resources and Guides A range of guides, resources and templates to help you embed best practice governance in your boardroom. Digital Transformation GNDI guide to help directors lead successful digital transformation. ​ Cyber Security The reliance on online technology has increased the risk of data privacy breaches, fraud and cyber attacks . Conflicts of Interest A practice guide to help directors manage conflicts of interest in the boardroom and model good practice. Climate Risk Boards must respond to climate-related issues to ensure the sustainability of their organisations. Whatsapp 76343350 Email director@idapng.org Follow

What We Do 01 ADVISE 02 REFER 03 EDUCATE 04 EVALUATE Our Services 01 Director Placements Appointing a director is a vitally important decision for any board. We work with clients to ensure their boards have a diverse blend of skills and experience that match the strategic direction of their organisations. 03 Board Advisory We advise board and committee chairs on governance best practices and provide counsel on board and CEO succession planning, director orientation and board performance. 05 Course Referrals / PDD We assist aspiring directors plan and track their professional development. Our tailored approach allows us to recommend specific workshops and/or specialised courses that meet the needs of each individual member. IDAPNG encourages members to continue improving their skills and capabilities and commit to lifelong learning. 02 Board Evaluations Best practice recommends that any board should continuously review their effectiveness. Our board evaluation services are conducted by experienced directors who offer an independent, objective and holistic insight into your board's performance. Our approach is underpinned by a robust 8-step methodology which strikes a balance between achieving compliance and a rewarding learning experience. 04 Business Information Access information that will assist you and your board in driving performance. Read articles that keep you up-to-date on directorships and provide insight on governance issues. 06 Mentorship IDAPNG's mentoring program pairs aspiring directors with influential business leaders in PNG and abroad. The mentoring program doesn't just challenge brand-new directors, it also enables experienced directors to explore issues and embrace diverse views. Being a mentor, or getting mentored, helps you grow and become a more effective leader. IDAPNG exists to solve the critical issues facing organisations, both large and small. Our unique approach is not only what differentiates us, but also what makes us successful. We provide a broad range of services and solutions to help businesses facilitate change, achieve their vision and optimize performance and productivity. Cheryl Parker

Directors' Economic Confidence Index A timely look into boardroom sentiment in Papua New Guinea . ​ Launched in the second quarter of 2023, the IDAPNG Directors' Economic Confidence Index is Papua New Guinea’s first monthly pulse survey of board members on their perspective of the PNG economy and how policies and current events are affecting the companies they oversee. ​ Every quarter, we ask company direc tors questions regarding their confidence in the current business environment, their outlook for the economy six to twelve months from now, and their projections for their company’s revenue, profit, and cash/debt ratio for the year ahead. Supplementing those three questions are questions on current events, as they pertain to corporate strategy and governance. ​ Participation in the poll is reserved exclusively for dir ectors of PNG companies, across all sectors, industries and markets. ​ The survey remains open till the last day of the month, thus making for a very timely assessment of sentiment. The data is then compiled and analysed to establish trends and calculate the Index’s weighted averages. The results are released to IDAPNG members with exclusive comments and insights from participating directors. ​ Unless otherwise explicitly agreed upon by the respondent, all responses a re kept confidential to allow board members to share their perspective in a respectful, truthful, unbiased and collegial setting. ​ Thanks very much, the IDAPNG team ​ ​ DIRECTORS' ECONOMIC CONFIDENCE INDEX (DECI) SURVEY The survey has 6 identifying questions, 3 qualifying questions, and a few additional questions specifically on current business and/or governance issues, and should take no more than 10 minutes to complete. This survey is open to respondents who work for companies with headquarters or subsidiaries based in Papua New Guinea. ​ (If you happen to be a board member on more than one company you are welcome to fill in this survey multiple times. Please note, you will need to complete & submit each survey in full each time) Your industry and location 1. Which of the following best describes the principal industry of your organisation? Choose an option If industry is not listed, please specify below. 2. Do you work in a PNG based company? Yes No Your organisation and role 3. Which of the following best describes the organisation for which you work? Choose an option If organisation is not listed, please specify below. 4. Which of the following best describes your job function or title? (Please select ONE best response) Choose an option If job function/title is not listed, please specify below. 5. What is the annual financial turnover of the organisation you work for? K0 - K10 million K10 million - K100 million K100 million - K250 million K250 million - K500 million K500 million - K1 billion Over K1 billion 6. How many employees does your organisation have? 0 - 1 people 2 - 9 people 10 - 49 people 50 - 249 people 250+ people Qualifying Questions 7(a). How optimistic are you about the wider PNG economy over the next six months? Very optimistic Quite optimistic Neither optimistic nor pessimistic Quite pessimistic Very pessimistic Don't know 7(b). How optimistic are you about organisational performance over the next six months? Very optimistic Quite optimistic Neither optimistic nor pessimistic Quite pessimistic Very pessimistic Don't know If you answered 'optimistic', please proceed to the next section on current events. ​ If you answered 'pessimistic', please continue answering the two remaining questions below before proceeding to the next section. 8. You said you were pessimistic about prospects for the PNG economy. Which, if any, of the following factors best describes the reason you said you were pessimistic? Please select one response. Difficulties in trading relationships with other countries Falling customer demand in PNG Political instability in the PNG government Supply chain problems affecting PNG The price of fuel in PNG The rate of inflation in PNG Add another factor here... 9(a). Comparing the next six months with the previous six months, what do you believe the outlook for your organisation will be in terms of business investment? Much higher Somewhat higher No change Somewhat lower Much lower Don't know Not applicable Net positive 9(c). Comparing the next six months with the previous six months, what do you believe the outlook for your organisation will be in terms of exports? Much higher Somewhat higher No change Somewhat lower Much lower Don't know Not applicable Net positive 9(e). Comparing the next six months with the previous six months, what do you believe the outlook for your organisation will be in terms of revenue? Much higher Somewhat higher No change Somewhat lower Much lower Don't know Not applicable Net positive 9(b). Comparing the next six months with the previous six months, what do you believe the outlook for your organisation will be in terms of costs? Much higher Somewhat higher No change Somewhat lower Much lower Don't know Not applicable Net positive 9(d). Comparing the next six months with the previous six months, what do you believe the outlook for your organisation will be in terms of headcount? Much higher Somewhat higher No change Somewhat lower Much lower Don't know Not applicable Net positive 9(f). Comparing the next six months with the previous six months, what do you believe the outlook for your organisation will be in terms of wages? Much higher Somewhat higher No change Somewhat lower Much lower Don't know Not applicable Net positive Current Events 10. In your opinion, should the PNG Kina be devalued? Yes No Unsure Please explain the reason for your answer below. 12. What are the top economic challenges currently facing PNG businesses? Labour shortages Global economic uncertainty Climate change Productivity growth Regulation requirements / red tape Government debt levels Taxation system Geopolitics Logistics / supply chain Incompetent / ineffective government Other List additional economic challenges below. 11. Will a devaluation of the PNG Kina affect your business? Yes No Unsure Please explain how your business will be affected below. 13. Do you trust the PNG government? Yes No Undecided 14. Do you believe government corruption hinders economic growth in PNG? Yes No Undecided 15. Do you think SOEs in PNG should be privatised? Yes No Undecided 16. SOEs should not be purely evaluated only on the basis of financial results (the profit and loss account), but more widely on how they contribute to societal value creation, taking an integrated and holistic view of their impact. Please provide your thoughts below. Submit Thank you for your participation! ​ Your input is very much appreciated. A detailed report, based on the results of the survey will be available in the fourth quarter. ​ Yours in governance, the IDAPNG team.

Partner Profiles The IDAPNG has formed mutually beneficial relationships with organisations around the world who share values and goals similar to our own. INSTITUTE OF DIRECTORS UNITED KINGDOM IoD Website The Institute of Directors (IoD) was founded in 1903 and within three years we were awarded a Royal Charter to support, represent and set standards for business leaders nationwide. We remain deeply proud of our Royal Charter and it stays at the forefront of everything we do as an organisation. You will find us in the heart of all major cities and we continue to represent your point of view as a business leader both locally and nationally. Our objective is to ensure your views are taken into account when the government is reviewing policy, legislation or seeking the opinions of the wider business community. Membership will equip you with a range of resources - including access to business information, training, professional expertise, networking opportunities and flexible working spaces - all of which are designed to help you strengthen and build on your own success. Our renowned Chartered Director qualification and training portfolio will provide you with the platform to hone your skill set and reach your full potential as a business leader. There is little telling what the coming years will hold for UK business. However there is one certainty - the IoD will maintain an unwavering commitment to support our members, encourage entrepreneurial activity and promote responsible business practice for the benefit of our members and the business community as a whole. GIA Website A national membership association, Governance Institute of Australia advocates for a community of 40,000 governance and risk management professionals, equipping our members with the tools to drive better governance within their organisation.​​ ​ We tailor our resources for members in the listed, unlisted and not-for-profit sectors, and ensure our member's voice is heard loudly. ​​ ​ As the only Australian provider of chartered governance accreditation, we offer a range of short courses, certificates and postgraduate study to help further the knowledge and education of the fast-growing governance and risk management profession. ​​ We run a strong program of thought leadership, research projects and news publications and draw upon our membership of the Chartered Governance Institute to monitor emerging global trends and challenges to ensure our members are prepared.​​ Our members know that governance is at the core of every organisation — and in these tumultuous times, that good governance is more important than ever before.​

IDAPNG Survey The Independent Directors Association periodically reviews board governance, structures and anticipated priorities. Please share your insights, to assist the IDAPNG to inform discussions and share summarised feedback with our members, to assist them in leading, strengthening and sustaining their board. Thank you. THE FUTURE OF BOARD GOVERNANCE NOTE: If you sit on multiple boards, please select what you consider to be your primary board role and respond in your capacity as a member of that board. Section 1: Demographics 1.1 Which best describes your role within the organisation? Choose an option 1.2 Which best describes the primary organisation you serve at? Choose an option 1.4 Which of the following best describes the industry in which this organisation operates? Choose an option 1.3 What is the total number of employees in your organisation? Choose an option Section 2: Priorities in 2023 Which of the following will be your Board's top improvement priorities in 2023 in relation to the functioning of your Board and how your Board members interact and work with each other? 2.1 Board Operation - select your top two priorities Board meeting management Board agenda setting Rigor of board decision-making Board structure Board succession planning Director recruitment process Board diversity and inclusion Other (please specify) 2.2 Board Performance - select your top two priorities Director education on specific skills Director on-boarding Board evaluation process Board tenure-limiting mechanisms Off-boarding under-performing directors Addressing conflicts of interest on the board Other (please specify) 2.4 Which of the following will be your Board’s top business priorities in 2023 which are critical to the success of your organisation? Select your top three choices. Long-term strategy Cyber security Regulatory risk Geo-political risk Global economic risk ESG (Environment, Social, Governance) matters Climate change Business continuity and resilience Human capital Supply chain management Digital transformation Corporate culture and ethical conduct Mergers & Acquisitions activity Data protection and privacy Other (please specify) 2.3 Board-Management Dynamics - select your top two priorities Defining the role of the board versus management Quality of management reporting to the board Candor of board-management discussions Dynamics within the board Addressing political appointments on the board CEO succession planning Executive compensation design Other (please specify) Section 3: The next 3 - 5 years 3.1 Does your board currently have sufficient expertise or skills to govern the following drivers of risk, and opportunity over the next 3 – 5 years? ESG (Environment, Social, Governance) Yes No Geopolitical issues Yes No Regulatory and legal affairs Yes No Human capital matters Yes No Cyber risk Yes No Corporate culture and ethical conduct Yes No Global economics Yes No Financial analysis and reporting Yes No Industry developments Yes No Digital innovation (e.g. leveraging data, analytics and artificial intelligence) Yes No Over the next 3 to 5 years, what significant changes have to be made to improve Board governance (norms and practices in the Boardroom)? (Select your top 2 “changes” response choices for each section) 3.2 Board norms and practices (select your top 2 changes) Increasing the number of fully independent Board Directors Increasing Board sizes and expanding Standing / Sub-Committees Increasing use of special purpose directors for their specific skills and expertise Increasing diversity and inclusion on the Board Upgrading board evaluation process Having dedicated staff to independently support the Board Increasing time commitments to Board service Preventing over-boarding of individual directors Other (please specify) 3.3 Board governance (select your top 2 changes) Improving the board analysis and decision-making processes including use of data analytics Increasing effective strategic dialogue in the board and between board and management Improving ESG metrics / reporting scrutiny in tandem with financial and metrics / reporting and risk mitigation reporting Defining forward-looking metrics and KPIs to avoid excessive reliance on past performance Strengthening audit and assurance of published information (including non-financial reporting) Other (please specify) 3.4 What current Board practices will likely be less acceptable in 3 – 5 years? ( Select 3 ) CEO as the Chair A political appointee as the Chair Political appointments to the Board Lack of Board diversity Lack of formal and rigorous Board performance evaluations Automatic re-nomination of Board of Directors Unaddressed Board member conflicts of interest CEOs serving on Boards of other companies Lack of deliberation and focus on social or environmental issues Shareholder focus as opposed to company or stakeholder focus No limit to the number of terms an Independent Director may serve on a Board Other (please specify) Section 4: The Board in 2030 What do you think will be the key areas of change for the Board of the future (i.e. in 2030)? Select an option. 4.1 Board service will be delivered by professional directors Agree Disagree Unsure 4.2 Boards will have full access to all the same business information as management Agree Disagree Unsure 4.3 Boards will be accountable to deliver on the interests of multiple stakeholders Agree Disagree Unsure 4.4 Boards will spend as much of their time monitoring non-financial objectives as financial objectives Agree Disagree Unsure 4.5 Boards will be much more diverse (e.g. for gender, age and ethnicity) Agree Disagree Unsure 4.6 Board committees will expand to include technology and sustainability Agree Disagree Unsure 4.7 Boards will be required to be more purpose and impact driven / conscious Agree Disagree Unsure 4.8 Co-governance models, where employees have representation on boards, will become the norm Agree Disagree Unsure 4.9 Executive remuneration will be better aligned to the long-term overall performance of the business (including ESG performance) Agree Disagree Unsure 4.10 Board orientation and development will be a structured feature of Board Engagement Agree Disagree Unsure Send Feedback Thank you for participating! We look forward to collating the feedback and sharing the key findings with the IDAPNG community. ​ Yours in Governance, the IDAPNG Board