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Strategic Focus IDAPNG achieves these objectives through: ​ ​ Promoting corporate governance practices and standards: Development of Governance and Stewardship principles Continuing development of practice notes, position papers , toolkits and guidelines ​ Enabling and developing directors' skills: Director development programmes and career pathway Creating a platform of peer interaction and the exchange of learning and ideas through networking events Advisory services and the facilitation of board appraisals Assistance with the implementation, measurement and reporting on the application of IDAPNG Code of Practice ​ Safeguarding the integrity and status of directorship as a profession: Recognition as a professional body for directors and for the Chartered Director designation ​ Advocating and providing an effective voice for directors in public affairs: Liaison with regulators and media ​ Providing ancillary benefits for members: Director vacancy notifications Negotiation of benefits from a variety of third parties Mentorship and coaching

Leadership in ESG Integration A study into board oversight, implementation and disclosure. ​ WHAT IMPACT DOES ESG HAVE ON YOUR COMPANY? ​ Environmental, social and governance issues have rapidly risen up the board agenda and continue to evolve. A stream of new regulation around climate change mitigation, bring new responsibilities, risks and opportunities for companies. ​ How ESG is framed within the board, which issues take priority and how they are integrated into corporate strategy is a challenge for business leaders across industry. Companies increasingly showcase their ESG credentials, but what is the reality? To what extent, and how effectively is ESG being integrated into the corporate strategy of PNG companies? ​ The IDAPNG with our research partner Deloitte, the international audit, tax and advisory firm, is conducting a major new study into how boards are approaching ESG – it will reveal the challenges business leaders are finding most difficult and, crucially, the real progress being made on integration by listed companies, public interest entities, and privately owned firms in Papua New Guinea. ​ ​ How corporate boards and senior management are integrating ESG into company policy is the subject of a new study. The research will reveal the challenges business leaders are finding most difficult and, crucially, the real progress being made by listed companies, public interest entities, and privately owned firms. ​ How far boards and senior management are taking stock of ESG, the real difference its making to their corporate strategy and policies, will provide a useful benchmark for leadership teams about an issue that has rapidly grown in significance across industry in Papua New Guinea. ​ We very much hope you will be interested in taking part. Individual responses to the survey will be kept confidential and it takes no more than 10 minutes to complete. The findings of the survey will be shared with Members in the coming weeks. ​ Please take a few moments to participate in the online survey below. ​ Thanks very much, The IDAPNG team ​ ​ ESG SURVEY The survey has 5 qualifying questions and then 23 questions specifically on ESG, and should take no more than 10 minutes to complete. This survey is open to respondents who work for firms 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 Survey questions 6. Our board is engaging with ESG issues because it believes these issues are increasingly material to the business. Strongly agree Agree Undecided / Unsure Disagree Strongly disagree 7. Our board is experiencing pressure from stakeholder groups to improve its performance on key ESG issues. Strongly agree Agree Undecided / Unsure Disagree Strongly disagree 8. If your board is experiencing pressure from stakeholder groups - please select any which apply. Customers Employees Retail shareholders Institutional shareholders Banks / Lenders Suppliers Regulators Community groups 9. Our board fundamentally reviewed its company mission / purpose specifically due to ESG concerns in the last 5 years. Strongly agree Agree Undecided / Unsure Disagree Strongly disagree 10. Our board reviews risk management processes to ensure material ESG factors are accounted for. Strongly agree Agree Undecided / Unsure Disagree Strongly disagree 12. Our board has a policy for stakeholder engagement that feeds into ESG. Strongly agree Agree Undecided / Unsure Disagree Strongly disagree 14. Our board has published an ESG or sustainability policy, or something similar. Strongly agree Agree Undecided / Unsure Disagree Strongly disagree 16. ESG issues are routinely discussed at board meetings and given sufficient time. Strongly agree Agree Undecided / Unsure Disagree Strongly disagree 18. Our board has access to specialist external advice on ESG issues where this is deemed necessary. Strongly agree Agree Undecided / Unsure Disagree Strongly disagree 20. Our board understands the actions needed for the organisation to achieve NetZero. Strongly agree Agree Undecided / Unsure Disagree Strongly disagree 11. Our board has overseen changes to the organisation's supply chain as a result of ESG due diligence. Strongly agree Agree Undecided / Unsure Disagree Strongly disagree 13. Our board has approved executive compensation that includes ESG criteria. Strongly agree Agree Undecided / Unsure Disagree Strongly disagree 15. Our board has a formal structure for ESG governance. Strongly agree Agree Undecided / Unsure Disagree Strongly disagree 17. Our board has sufficient competencies, skills and understanding with regards to ESG. Strongly agree Agree Undecided / Unsure Disagree Strongly disagree 19. Our board has made efforts to link ESG strategy to the business' commercial goals. Strongly agree Agree Undecided / Unsure Disagree Strongly disagree 21. Please select any of the following groups the board has made efforts to engage and consult on ESG issues. Shareholders Employees Customers Suppliers The local community Special interest groups such as NGOs or campaigners Other (please specify) If group is not listed, please specify below. 22. Our organisation's ESG monitoring and reporting is already of a high standard and is continuously improved. Strongly agree Agree Undecided / Unsure Disagree Strongly disagree 24. Our board has information gaps in its ESG disclosures. Strongly agree Agree Undecided / Unsure Disagree Strongly disagree 25. If there are gaps in your board's ESG disclosure, where do you perceive these to be? Please select any of the options below. Environmental disclosure Social disclosure Governance disclosure 26. Our board employs an independent auditor to assess the business' ESG activities. Yes No 23. Our board is receiving adequate ESG data and information from management and internal sources to fulfil its ESG responsibilities. Strongly agree Agree Undecided / Unsure Disagree Strongly disagree 27. Please select any of the following frameworks and standards that your board has signed up to or intends to sign up to within the next 12 month? (Select any which apply) Carbon Disclosure Project (CDP) Corporate Sustainability Reporting Directive (CSRD) Global Reporting Initiative (GRI) Science Based Targets Initiative (SBTi) Sustainability Accounting Standards Board (SASB) Task Force on Climate-related Financial Disclosures (TCFD) UN Principles for Responsible Investment (PRI) World Economic Forum (WEF) Stakeholder Capitalism Metrics SASB standards Stewardship Code ISSB and IFRS Sustainability Disclosure Standards Other (please specify) If framework/standards are not listed, please specify below. 28. We are interested in your views on ESG and its effect on the priorities for your board. What in your opinion of the impact of ESG on your board activities and how do you see this unfolding during the next 12 months? 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 2024. ​ Yours in governance, the IDAPNG team.

Code of Professional Ethics and Conduct The IDAPNG Code of Professional Ethics and Conduct comprises four core principles to which all members must adhere. For the purposes of this Code: ​ “client” includes a member’s employer; “PDD” means professional director development or continuing competence review; “member” means a Distinguished Fellow, Chartered Member/Fellow, Professional Member, Associate, Retired Member/Fellow, save where the context otherwise requires; and “members” shall be construed accordingly; and ​ expressions not otherwise defined in this Code shall have the meaning assigned to them in the Bylaws. 1. INTEGRITY ​ Integrity is the quality of being honest and having strong moral principles. The term has been described judicially as connoting “moral soundness, rectitude, and steady adherence to an ethical code”. It requires that members are impartial, independent and informed. Displaying integrity includes: ​ acting professionally in your business dealings; displaying a proper understanding and appreciation of your role and responsibilities; being respectful of others at all times; not accepting or offering improper gifts, hospitality or other inducements; avoiding conflicts of interest, or, where a conflict arises, making sure that everyone involved is aware of the interest; recognising and considering the ethical issues arising from, and the interests of the groups or stakeholders who may be affected by, your choices, decisions and actions; avoiding involvement in any unethical, misleading, illegal or covert behaviour; not knowingly ignoring (or turning a blind eye to) unethical, misleading, illegal or obscure behaviour; and avoiding bringing the profession into disrepute. ​ 2. HIGH STANDARD OF SERVICE / PROFESSIONAL COMPETENCE A high standard of service or professional competence should be delivered throughout one’s working life. This involves an understanding of relevant technical, professional and business developments. Professional competence also takes account of the wider implications and expectations of our members. This includes: ​ maintaining professional knowledge and skills which are required to perform the role which you are employed to carry out; completing PDD as required by the IDAPNG; communicating effectively and promptly with your clients, colleagues and stakeholders to ensure that they are able to make informed decisions; acting within your level of competence; if this requires an admission to your client that you are unable to perform a task then this should be communicated effectively; upholding the requirements of the IDAPNG Charter and Bylaws made under it; and respecting the confidentiality of information acquired through professional relationships save where there is a legal or regulatory requirement to disclose or report that information. ​ 3. TRANSPARENCY ​ Transparency requires that members are clear and open in their business and professional conduct. This includes: ​ being open and frank in any business dealings; not being underhand in any business transaction; and treating all work as if it was reported in the public domain. ​ 4. PROFESSIONAL BEHAVIOUR ​ Professional behaviour requires that members act in a way which conforms to the relevant laws of the jurisdiction in which they are residing and/or undertaking business transactions. It requires them also to pay regard to all regulations which may have a bearing on their actions and to adhere to IDAPNG's Bylaws, specifically when the following actions or inactions may result in disciplinary proceedings: ​ becoming bankrupt or insolvent; being convicted of an offence which might bring discredit on the Association or the profession; failing to uphold the Code of Professional Conduct and Ethics; behaving, by doing something or not doing something, in a way considered by the Disciplinary Tribunal to bring the Association or the profession into disrepute; disobeying any decisions of the Board or of one of its Committees; breaking any of the IDAPNG’s Bylaws or Charter or Regulations; failing to comply or co-operate with a disciplinary investigation; or failing to comply with a decision or any conditions made by a Disciplinary or Appeal Tribunal.

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

Governance Advisory Services Why choose the IDAPNG as your Governance Advisory Service Provider? NON-PROFIT ORGANISATION Profit is not distributed but re-invested into the association to promote and improve corporate governance, boardroom practices and directorships in Papua New Guinea. GOVERNANCE EXPERTISE Experts in the application and implementation of good corporate governance practices Production of guidance notes and thought leadership in multiple governance areas WORLD-CLASS FACULTY Our facilitators are current directors with various sector experience Our faculty has decades of practical boardroom experience BRAND YOU CAN TRUST Leading industry experts and specialist service provider International corporate governance affiliations WHAT OUR CLIENTS SAY JAKE TOMLINSON Overall, we were satisfied with the outcome and the value added to improving our governance processes. Will definitely engage again! CRAIG MEZZO As a company, we accomplished what we set out to do. Reports were qualitative and complete. Great team that worked with us. AFOLABI JEFFERSON We received a good service. The turnaround was commendable. Very efficient and professional from start to finish. TYPES OF ADVISORY SERVICES The IDAPNG provides customised corporate governance advisory services aimed at developing your organisation's understanding of the application of the Companies Act, Associations Incorporation Act, Kumul Consolidated Holdings Act and Code of Practice. Our ambit extends to advice around governance best practices only, which does not constitute professional legal advice. A briefing session is held to better understand your needs and objectives in order to advise you of the services that can be provided. ​ Our services include, but are not limited to: ​ Governance assessments and implementation advisory workshops Review and drafting of board and committee charters Review and drafting of governance policies Review and drafting of group governance frameworks Governance structure review workshops Independent interview panelist services NED independence assessment opinions Conflict of interest opinions Delegation of authority workshops Board facilitation/mediation sessions Bespoke facilitated advisory services One-on-one coaching services Meet The Governance Team Our Governance Advisory Facilitators have specialist expertise in the IDAPNG's Code of Practice and its application. They also have extensive corporate governance practical knowledge in order to advise clients, not only on the fundamental concepts to ensure understanding, but also on practical application within their specific business circumstances. David McCosker Cheryl Parker Charlene Samuel Get a Free Quote Contact us via director@idapng.org to set up a briefing session or to find out more on what we offer. We look forward to helping you on your governance journey. First Name Last Name Email Send Thanks for submitting!

2021 - 2024 MISSION ​ 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. ​ VISION ​ 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. ​ Our vision for this strategic plan will be achieved by: ​ Increased participation in programmes; Highest standard of governance best practices; Stronger business model by sustained profits through diversified revenue. ​ GUIDING PRINCIPLES ​ 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: ​ Integrity Enterprise Fairness Transparency Accountability Efficiency ​ Secondary values that underpin our organisation include: honesty; ethics; collaboration; leadership; support; excellence; and empowerment. ​ ASPIRATIONAL GOALS ​ 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. ​ STRATEGIC PRIORITIES ​ 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. ​ ENVIRONMENT ​ Our non-profit operates within the corporate, NFP and public sector and targets directors, C-suite executives and senior leaders in Papua New Guinea. ​ STAKEHOLDERS ​ ​Our members, sponsors and partners are our key stakeholders. ​ 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. ​ OBJECTIVES ​ O ver the next three years, the IDAPNG intends on: ​ 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 legislation in relation to directors. ​ In order to achieve these aims, we need to: ​ 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. ​ ​ ATTRIBUTES AND RESOURCES ​ The key attributes and resources the organisation will utilise to achieve what is outlined in our strategic plan include: ​ 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. ​

Corporate Sponsorship By becoming one of our corporate sponsors, you will be placed on our priority list to access events and seminars. Your employees will also benefit from our bespoke programmes. Kindly peruse the sponsorship tiers below to see what additional incentives and perks your organisation will enjoy should you decide to become one of our corporate sponsors. Regardless of the amount you choose to give, your company name will be included in our annual events program, and you will be included in the press release that is published on our website. Feel free to gift an amount that is right for your organisation. When ready to make a donation, either submit a pledge on our One-off Donations page, and/or contact us to discuss your contribution. ​ K10,000 BRONZE SPONSOR Company name, logo, and sponsorship level included in all event programming and/or promotional materials [includes flyers, pamphlets, t-shirts, and other merchandise]. Company logo included on IDAPNG website for one (1) year. Social media shout out a week after member social events. Four complimentary tickets to corporate networking events. Four complimentary entrants to our IoD Professional Director Series. Four complimentary entrants to attend our Boardroom Etiquette workshop. One (1) advertisement in Post Courier after an IDAPNG event. (estimated value = K1,000) K20,000 SILVER SPONSOR Company name, logo, and sponsorship level included in all event programming and/or promotional materials [includes flyers, pamphlets, t-shirts, and other merchandise]. Company logo included on IDAPNG website for two (2) years. Social media shout out a week after corporate networking events. Four complimentary tickets to corporate networking events. Four complimentary entrants on our IoD 'Tomorrow's Directors' Course. Four complimentary entrants to attend our Boardroom Etiquette workshop. Four complimentary entrants to attend our Boardroom Dynamics workshop. One (1) advertisement in Post Courier after an IDAPNG event. (estimated value = K2,000) K50,000 GOLD SPONSOR Company name, logo, and sponsorship level included in all event programming and/or promotional materials [includes flyers, pamphlets, t-shirts, and other merchandise]. Company logo included on IDAPNG website for three (3) years. A live shout out/acknowledgment during an IDAPNG event. Social media shout out a day after IDAPNG event. Four complimentary tickets to corporate networking events. Four complimentary entrants to our IoD Professional Director Series. Four complimentary entrants on our IoD 'Tomorrow's Directors' Course. Four complimentary entrants to attend our Boardroom Etiquette workshop. Four complimentary entrants to attend our Boardroom Dynamics workshop. Four complimentary entrants to attend our Boardroom Mastery workshop. One (1) advertisement in Post Courier after IDAPNG's Women's Day event. (estimated value = K5,000) K100,000 PLATINUM SPONSOR Company name, logo, and sponsorship level included in all event programming and/or promotional materials [includes flyers, pamphlets, t-shirts, and other merchandise]. Company logo included on IDAPNG website for five (5) years. A live shout out/acknowledgment during an IDAPNG event. Ongoing social media shout out throughout the year. Ten complimentary tickets to corporate networking events. Ten complimentary seats at any IDAPNG seminar or panel discussion. One page advertisement in our Movers & Shakers magazine plus a featured article. (estimated value = K6,000) Two Certificate courses in Governance Practice and Risk Management. (estimated value = K20,000) One (1) advertisement in Post Courier after IDAPNG's Golf Day and advertising at the event. (estimated value = K10 ,000) TIERED SPONSORS Bronze Sponsor Silver Sponsor Gold Sponsor Platinum Sponsor

FEEDBACK Members are the foundation of our organisation. To meet your expectations, we rely on continuous feedback so we can identify opportunities to learn and improve our services. ​ If you have any feedback about an experience with us, wish to lodge a complaint, or offer a suggestion for what we could do differently, please let us know. ​ RESPONDING ​ When we hear from you, we will try to acknowledge your message by email within one working day. If your feedback requires us to investigate an issue, we may not be able to provide a comprehensive response straight away. While considering your feedback and suggestions may take some time, we are committed to escalate any matters as required and respond to you in writing (post or email) within 21 working days. If you are unsatisfied with our response, please tell us and we will do our best to clarify the reasons for our decisions or discuss any potential appeal for further investigation. ​ QUESTIONS ​ If you have any questions regarding our approach, please contact us using any of the options above. ​ ​ Give Us Your Feedback Rate Us Poor Fair Good Very good Excellent Rate Us Send Feedback Thanks for submitting!

CONTACT US P.O. Box 278, Port Moresby National Capital District 121 Papua New Guinea E: director@idapng.org M: 76343350 / 70227164 VISIT US Seminars / Webinars Port Moresby High Tea - 15th Floor Grand Papua Hotel TELL US Submit Thanks for submitting!

SHOW YOUR SUPPORT Pledge a one-time donation First Name Last Name Email Address Address Tell us how you heard of us: Leave us a comment: Check if you wish to remain anonymous. I’m making a pledge on behalf of: Choose an option Organisation\ Honoree Name: Donation Amount: Donatation Date: Intiative to receive benefit: Choose an option Tell us why this intiative is important to you: PLEDGE DONATATION Thank you for your support! DONATION EXPENDITURE See how funds were utilised below. Organisation / Honoree Name: ABC Limited Initiative that received the benefit: Women in Focus - Workshop & Mixer Donation Amount: K10,000 Amount Utilised: K9,682 Donation Date: 1 September 2021 Member Feedback: Organisation / Honoree Name: XYZ Limited Initiative that received the benefit: Complimentary Director Courses for Members Donation Amount: K50,000 Amount Utilised: K47,931 Donation Date: 1 October 2021 Member Feedback:

REGULATORY UPDATES We keep our members informed of any and all r egulatory changes across t he various sectors . OUR priorities We are calling for all boards in PNG to strive towards gender parity . IN-HOUSE DEVELOPMENT We deliver in-house programs to ensure your team understand their respective roles and responsibilities. ADVICE AND Consulting Our insights, diagnostic tools and network of consulting directors allow your board to perform a t its best. DIRECTOR OVERBOARDING Background and Overview ​ Directors need sufficient time and energy in order to be effective representatives of shareholders' interests. Directors' responsibilities are increasingly complex as board and key committee memberships demand greater time commitments. Investors are increasingly keen to ensure that directors of companies have sufficient time to devote to their board roles, and concerns can be raised if a director has a significant number of directorships and therefore competing time pressures. ​ To address this issue, IDAPNG has an "overboarding" policy in many markets which includes a recommended maximum number of directorships which an individual should hold in various circumstances. Such an approach is also followed in many voting policies of individual institutional investors. ​ The IDAPNG Corporate Governance Code – PNG's best practice code – specifies a recommended limit for executive directors of no more than one ASX or PNGX non-executive directorship. Although there is no stated limit in the Code for board chairmen or for other non-executive directors, the Code emphasises that "all directors should be able to allocate sufficient time to the company to discharge their responsibilities." ​ Key Changes Under Consideration ​ The Companies Act includes a reference to directors' care and diligence but does not refer to a recommended maximum number of board seats which directors should hold, or the time commitments necessary to provide an adequate service. ​ The change under consideration is for the policy to make explicit reference to a recommended maximum number of board positions, and indicate that IDAPNG may recommend against directors considered overboarded. This approach is consistent with IDAPNG policy, and the proposed policy limits are as follows: ​ Executive directors are not expected to hold other executive or chairmanship positions. They may, however, hold up to two other non-executive directorships. A board chairman is not expected to hold an executive position elsewhere, or more than one other chairmanship position. The chairman may, however, hold up to three other non-executive directorships. A non-executive director who does not hold executive or chairmanship positions may hold up to four other non-executive directorships. In assessing outside directorships and board positions, only publicly-listed companies will be counted. ​ The proposed policy also states that a stricter view may apply (case by case) for directors who serve on the boards of complex companies, or those in highly regulated sectors, or who chair a significant number of board committees. When applying this policy, IDAPNG will consider the nature and scope of the various appointments and the companies concerned, and if any exceptional circumstances exist. Intent and Impact This policy is intended to provide clear guidance on the treatment of directors with multiple board roles, given how important it is for directors to have sufficient time to devote to their roles. The proposed policy wording also incorporates a degree of flexibility to take into account exceptional circumstances, and will ensure that there can be consideration on a case-by-case basis of directorships that may be different in nature. For example, it is recognised that a directorship of an investment trust board may be different to that of the board of an operating company. ​ In terms of potential impact, this policy is likely to result in a small increase in the number of vote recommendations against individual directors. ​ Request for Comment ​ Do you agree that setting a recommended maximum limit on the number of board roles a director can hold is a useful enhancement to governance policy in Papua New Guinea? Do you agree with the proposed limits outlined herein, or are there alternative limits or factors which should be considered? ​ ​ ​ SUBMIT Thanks for submitting! DIVERSITY, EQUITY AND INCLUSION (DEI) Background and Overview ​ As the decision-making body at the highest level of organisational leadership, boards play a critical role in creating an organisation that prioritises, supports, and invests in diversity, inclusion, and equity - whether in the hiring of an executive, the determination of strategy, the allocation of resources, or the goal of serving the community with authenticity, the board’s leadership on diversity, inclusion, and equity matters. ​ We believe that all organisations work effectively and with authenticity when they are led by boards that are: ​ DIVERSE: The individual leaders who serve on boards are a reflection of an organisation’s values and beliefs about who should be empowered and entrusted with its most important decisions. We believe that all organisations can better achieve their missions by drawing on the skills, talents, and perspectives of a broader and more diverse range of leaders, and that the diversity of viewpoints that comes from different life experiences and cultural backgrounds strengthens board deliberations and decision-making. INCLUSIVE: The most effective boards work to build a culture of trust, candor, and respect — none of which is possible without a culture of inclusion. Boards that cultivate an inclusive culture ensure that all board members are encouraged to bring their perspectives, identity, and life experience to their board service. An inclusive board culture welcomes and celebrates differences and ensures that all board members are equally engaged and invested, sharing power and responsibility for the organisation’s mission and the board’s work. EQUITY-FOCUSED: Boards play a critical role in helping organisations understand the context in which they work and how best to prioritise resources and strategies based on that reality. An awareness of how systemic inequities have affected our society and those an organisation serves enables boards to avoid blind spots that can lead to flawed strategies, and creates powerful opportunities to deepen the organisation’s impact, relevance, and advancement of the public good. ​ Prioritising 'Diversity and Inclusion' ​ For a board to perform at its highest level, board diversity, and inclusion needs to be approached as a top priority. Boards have to stop relying on their traditional practices that are based on recruiting from within the inner circles of those currently on the board and recruiting from the same stream of leaders that circulate on boards throughout the corporate community in Papua New Guinea. These practices serve to ignore the wider pool of eligible board candidates in the country. ​ Setting and Achieving DEI Targets ​ It’s one thing to put out a statement about committing to diversity, equity, and inclusion. It’s entirely another matter to get the ball rolling and monitor your organisation's progress toward it. While making advancements to expand diversity and inclusion, a formal values statement around diversity, and inclusion is a good first step, and you don’t have to stop there. ​ In creating your annual strategic plan, be sure to include specific goals for incorporating diversity and inclusion into every aspect of your company's work and monitor them for progress. A good place to begin is with your board. Diversity within your organisation begins at the top. As you look around the boardroom, can you affirm that your board is inclusive and represents a broad demographic of people? ​ From there, can you see evidence that diversity and inclusion extend to your staff, volunteers, committees, vendors, suppliers, and partner organisations? If not, it’s time for your board to start discussing how to translate your commitment to diversity and inclusion into action. An excellent place to start is with your hiring and recruitment practices. ​ With the benefit of professional development, your company may be able to draw out budding talent that could benefit your organisation. A few ways to implement professional development are to provide opportunities for education, advancement, leadership training, and mentorship programs. Proactively identify people that have high potential and match them with seasoned professionals with stellar reputations. ​ Beyond identifying diverse populations to serve within your organisation, it is crucial to communicate the opportunities they have to serve on your board or committee. Boards should be encouraging these individuals to express their interest in being involved or taking on leadership positions. ​ The baby boomer generation is retiring from the workforce in record numbers. As they transition out of their fields, they provide a minefield of knowledge and experience for diverse, marginalised individuals who are thirsty to demonstrate their talents and abilities. By tapping into the baby boomers as a resource for finding mentors, your organisation gains the potential to mentor people internally and prepare them for leadership positions within your company. ​ Above all, your board should consider that fostering a culture of inclusion is a continual process. Your commitment to diversity and inclusion must extend to accepting diverse opinions, perspectives, and lifestyles, in word and deed. ​ Making a Commitment ​ Identify specific DEI strategies that your organisation and board will commit to and create a plan for how you will alleviate barriers and create access. Effective DEI strategies will help better support employees, build culture, and create a thriving business. ​ Continually track and measure your efforts against your DEI action plan to maintain your focus on how you’re progressing toward these goals. It’s best to assign this task to a key committee or create a specific committee that will have the planning and oversight responsibility. Don't expect the work to be accomplished through a one-session training or retreat. ​ It’s not unusual to become complacent, impatient and to lose your momentum over time. The practice of monitoring your performance and ensuring regular accountability reviews will ensure that you stay the course. Through prioritising diversity, equity, and inclusion, your board is committing to transformational work that will benefit your organisation and build value. ​ Intent and Impact ​ While many companies have been putting diversity, equity, and inclusion into greater focus over the last few years, there is still significant room for improvement. Boards need to take this opportunity to not only continue the conversation, but to implement and uphold more impactful strategies to see real, lasting change within their respective organisations. ​ Studies have shown that companies with pro diversity policies performed better and had greater resilience during crises. The reason for this is clear: more diverse companies have greater levels of innovation. ​ Request for Comment ​ ​We define diversity as a measure of difference in identity; things like gender, ethnicity, age, sexual orientation, ability, or religion. Inclusion is a respect for and appreciation of these differences – the deliberate act of welcoming and valuing diversity and equity. ​ Would you like to see different identities serving on boards in PNG? Do you think that setting diversity targets will address the prevalence of homogeneous boards? Can we realistically elimiate group-think and unconscious bias on boards? Do you believe we can achieve gender parity on boards by 2030? ​ SUBMIT Thanks for submitting!