Police say Sir Salamo Injia targeted in ambush because his tribe had not paid compensation for the death of a man said to have been killed with sorceryA chief justice has been ambushed and attacked in another incident related to Papua New Guinea’s escalating problem with sorcery-related violence.The ambush followed the kidnapping and torture of two women from the judge’s tribe, who were accused of killing a man with sorcery. Continue reading...
More than 500 people taken to safety as long-dormant Kadovar Island starts spewing ash in its first such activity on recordAn island volcano in Papua New Guinea has begun spewing ash into the air, forcing the evacuation of more than 500 residents, media and non-profit groups have said. Kadovar Island, a 365 metre tall volcanic island just north-east of PNG, was thought to be dormant until it began erupting on 5 January. Continue reading...
Papua New Guinea : 2017 Article IV Consultation-Press Release; Staff Report; and Statement by the Executive Director for Papua New Guinea
Country Report No. 17/411
GENEVA (Reuters) - The U.N refugee agency on Friday accused Australia of abandoning hundreds of refugees and asylum seekers on Papua New Guinea's Manus Island and said it must take responsibility for the mess it created with its "offshore processing" system.
The AE1 disappeared in 1914 in mysterious circumstances. An expedition finally found the vessel 1,000 feet underwater, off Papua New Guinea.
Australia’s most enduring military mystery has been solved after the wreckage of the country’s first submarine was found more than a century after it vanished off Papua New Guinea, officials said yest
Билл Гейтс как-то сказал: «Интернет превращается в главную городскую площадь мировой деревни завтрашнего дня». Он прав, однако это не означает, что интернет доступен уже везде. Более того, стоимость подключения за месяц сильно отличается в разных странах мира. Так, самый дорогой интернет можно найти в Буркина-Фасо: в месяц он стоит $923,9. На втором месте Папуа-Новая Гвинея ($590,6), на третьем — Намибия ($464,3). И наоборот, меньше всего за интернет платят жители Ирана — всего $5,4 в месяц (в 177 раз дешевле, чем в Буркина-Фасо). На втором месте Украина ($5,5), на третьем — Россия ($9,8).
SYDNEY (Reuters) - Australia has discovered the wreck of its first submarine off the coast of Papua New Guinea, authorities said on Thursday, resolving one of the country's oldest naval mysteries after more than a century.
Sunken submarine that carried 35 Australian and British crew located in notorious area off Papua New GuineaAustralia’s longest-running naval mystery – the disappearance of the nation’s first submarine – has been solved after 103 years. The fate of HMAS AE1 had been one of the navy’s most enduring puzzles, sparking 13 different retrieval attempts since 1914, when the vessel vanished without a distress call off the coast of Papua New Guinea during the first world war. Continue reading...
From minor disputes with Sweden to major ones with North Korea
MELBOURNE (Reuters) - A Papua New Guinea court has given hundreds of asylum-seekers who were held for years in a controversial Australian detention center the right to sue the PNG government for compensation, Australian media reported on Saturday.
ALEX AND ANI teamed up with UNICEF back in March 2016 with a goal of improving early childhood education for 6,000 toddlers in Cambodia, Papua New Guinea and Vietnam. Company founder Carolyn Rafaelian reflects on why the partnership is important to her — and why she's just getting started.
Linda Coussement/eyeem/Getty Images The Indian economy has long been an attractive investment destination for multinational corporations. Already a large domestic market, Frontier Strategy Group’s estimates suggest the country will average growth rates between 7.4% and 7.6% over the next three years. However, India remains a difficult market for multinational firms to enter. My conversations with executives, particularly those from western multinationals, often focus on the high cost and difficulty of doing business in India as one of the biggest disincentives for them to invest in the country. In one illustration of these difficulties, consider that India currently ranks 100 out of 190 countries in the World Bank’s Ease of Doing Business rankings, 22 places behind China, 39 places behind Indonesia, and just nine places above Papua New Guinea. The country’s ranking in dealing with construction permits (181) and enforcing contracts (164) is particularly bad. The main reason for the poor performance is a complex and unpredictable regulatory landscape. Inconsistent policymaking and subjective interpretations of legislation on the ground are major obstacles to business. Moreover, regulations can change from state to state, just as they do in other large nations. If multinationals want to succeed in India, they need to understand the country’s individual states and their business environments in a lot more detail. Most companies, including the ones mentioned above, approach India as one market when they should be thinking of the different states as individual markets. After all, what works in Gujarat will not necessarily work in West Bengal. India is a large, fragmented, and heterogeneous market. Within the country, there are large — and often underestimated — regional differences in language, culture, talent, infrastructure, and wealth, all of which lead to wide variations in business landscapes. Indian states are often compared to individual countries. For instance, India’s most populous state, Uttar Pradesh, has a population equal to that of Brazil, and India’s most prosperous state, Maharashtra, has an economy roughly the size of Iraq’s. Cultural variations are important. Other than the well-documented differences in language and development, demographic differences are also significant. For instance, South India is older, with higher spending capabilities and a more skilled population, while North India is younger and relatively poor. North Indians prefer speaking in Hindi, while South Indians prefer communicating in English or their respective state language. These cultural differences have a significant impact on multinationals’ talent and organizational decisions. India’s federal structure also leaves certain key policy decisions to the states. Policies relating to infrastructure development, land and labor, healthcare, and transport fall under the purview of the states—as do most licensing and permitting. This decentralized policymaking, as well as differing priorities among state governments—from rural development to improving infrastructure to attracting investment—have resulted in wide variations in the business landscape across Indian states. For instance, a recent survey of more than 3,000 Indian companies, by government think tank NITI Aayog, reports that it takes an average of 156 days to get land allotted from the government in India. However, companies in Himachal Pradesh report that it takes 28 days for them, while those in Chhattisgarh take 213 days. Similarly, the time it takes to get an electricity connection varies. Firms across the country report it takes 52 days on average to get an electricity connection; but if you break it down by state, it takes 31 days in Karnataka, 32 days in Gujarat, and 95 days in Odisha. We expect state policy to become even more prominent in determining the overall investment potential of the country. Competitive federalism—an approach used by the central government to encourage states to compete for investments based on economic policy and ease of procedures—is fast gaining traction. The central government is devolving power to state governments, encouraging them to make their own economic policies. Aside from understanding how India’s states differ, companies must also create a well-thought-out plan for allocating resources across states. Most firms find it difficult to effectively compare markets and develop a structured prioritization process. Based on our experience of working with numerous companies operating in India across different industries, we find that a simple yet powerful four-step framework helps companies effectively prioritize markets in the country: Step 1: Measure risk-adjusted opportunity We recommend companies first measure the risk-adjusted opportunity in each state by analyzing leading indicators of the market’s size, growth, industry clusters, and stability. (Industry cluster metrics measure the size of the pool of potential customers for B2B or B2C companies, and market stability metrics measure institutional, business, and social stability.) Example indicators include size (population, for instance, or state gross domestic product), expected growth, industry clusters, and market stability (including factors from workplace injury rates to crime). This first step allows companies to measure not only the potential in a market (size, growth, and industry clusters) but also the associated risk (market stability). This is important to get an assessment of the realistic potential of a state. Step 2: Measure operating environment Companies should measure the operating environment of each state by analyzing indicators related to infrastructure, talent, finance, and the business and tax environment. This data is publicly available on each state’s website. Example indicators include infrastructure (such as the number of major ports), access to talent (the number of people enrolled in higher education), access to finance, and the business and tax environment and the ease of doing business. The business and operating environment varies remarkably across states. Focusing on those that have a strong operating environment — for instance, a high ease of doing business score (Andhra Pradesh) or well-developed infrastructure (Gujarat) — can help multinationals lower the cost of doing business in the country. Step 3: Evaluate results If you plot the risk-adjusted opportunity and operating environment of the different states on a graph, you can clearly see which states offer the highest return on investment and represent the greatest opportunity for business. States in the top right corner represent the largest opportunity and the strongest operating environment, while those in lower left corner represent small opportunity and a weak operating environment. Companies should focus on states in the top right corner. These provide the largest opportunity and the strongest operating environment, increasing the return on companies’ investment. Here is an example of how this graph might look, based on the analysis done by our company using the measures above to determine each Indian state’s opportunity and operating environment. While this may vary according to what individual companies are most interested in measuring, this is how we have categorized the states, and this is what most companies would likely find. Step 4: Prioritize states Multinationals need to align their India focus and strategy to the outcome. Companies can do this by categorizing the states into four groups in order of priority. The first group of states—those with high opportunity and a strong operating environment—are category 1 states where multinationals should focus on enhancing performance. Most MNCs already have a presence in these states and executives should undertake a strategic approach to improving operations and capturing opportunity in these high performing states. For many companies, category 1 states include Maharashtra, Gujarat, Delhi, Tamil Nadu, and Karnataka, and Delhi. We recommend examining areas of geographical expansion within the states and conducting internal reviews to identify areas of operational inefficiencies. The second category of states – those with moderate opportunity and a good regulatory environment – are states in which companies should consider expanding their presence. There are benefits in expanding to states that are geographically close to category 1 states, so we suggest a ‘hubbing’ strategy for expansion, i.e. executives should prioritize expanding to category 2 states that are relatively close to the high performing states to capitalize on cultural similarities and capture economies of scale. The third category of states – those with moderate opportunity but a weak regulatory environment – are those where executives should monitor growth rates and explore potential as the state governments continue to improve the regulatory environment by implementing reform. Examining details of various policy initiatives aimed at attracting investment is critical for companies to determine the right time to enter these markets. Several central and eastern states fall into this category. And finally, the fourth category – those with small risk-adjusted opportunity and a weak operating environment – are likely to be costly investment destinations for multinationals with low returns. Executives should deprioritize these states. Often considered a country of countries, India can be a difficult yet rewarding market for multinationals. Companies that have a structured approach to prioritize India’s states can navigate the complex market effectively and make strategic decisions backed by quantitative insights. This approach also helps executives prioritize those states that are business-friendly, thereby lowering their operating costs and helping them get the highest return on their investment. Adopting a state-wise approach is key to getting it right in India. Editors’ note: Every ranking or index is just one way to analyze and compare companies or places, based on a specific methodology and data set. At HBR, we believe that a well-designed index can provide useful insights, even though by definition it is a snapshot of a bigger picture. We always urge you to read the methodology carefully.
Australia is providing a $17.65 million grant as additional financing to help fund an ongoing health project, supported by ADB, which is currently delivering high-quality primary healthcare to Papua New Guinea’s rural population.
The journalist fled Iran for Australia in 2013, and was sent to a detention centre on Manus Island, where he has been held ever since. His dispatches for the Guardian reveal the true horror of conditions at the Papua New Guinea campIn 2013, the journalist Behrouz Boochani, an ethnic Kurd, fled Iran after several of his colleagues were arrested. The decisions he took then have defined his life and in turn led to him becoming the essential witness to Australia’s hardline refugee policy.Boochani travelled through south-east Asia and then by boat to Christmas Island, an Australian territory closer to Indonesia. From there he was deported to Manus Island, a remote part of Papua New Guinea (PNG), where he has been held ever since. Continue reading...
Traditional codes of conflict are being torn up as automatic weapons replace bows and arrows, with women and children – future enemies – targeted“It was in the night, we didn’t see them coming. There was a guy who came in the house, and everybody without disabilities they decided to run off, leaving the place, [but] I couldn’t run.”Twenty-year-old Cathy Mek speaks in barely more than a whisper. She’s sitting on a thin bamboo bench in a quiet, private clearing above her village of Wapena, in the highlands of Papua New Guinea. Continue reading...
Джимми Нельсон. Проект «Пока они не исчезли». Намибия. Народность ХимбаДжимми Нельсон. Проект «Пока они не исчезли». Кения. Народность СамбуруДжимми Нельсон. Проект «Пока они не исчезли». Танзания. Народность МасаиДжимми Нельсон. Проект «Пока они не исчезли». Эфиопия. Народность КараДжимми Нельсон. Проект «Пока они не исчезли». Эфиопия. Народность МурсиДжимми Нельсон. Проект «Пока они не исчезли». Эфиопия. Народность ДасанечДжимми Нельсон. Проект «Пока они не исчезли». Эфиопия. Народности Банна и АрбореДжимми Нельсон. Проект «Пока они не исчезли». Монголия. Казахи Баян-Улгийского регионаДжимми Нельсон. Проект «Пока они не исчезли». Россия. ЧукчиДжимми Нельсон. Проект «Пока они не исчезли». Россия. Ненцы