Unveiling the Imperative for Corporate Governance Consciousness in Papua New Guinea
In an exclusive presentation during the prestigious Masters Pinnacle 2023 event at the University of Papua New Guinea (UPNG), a compelling discourse unfolded on the critical challenges facing Papua New Guinea (PNG) and the pivotal role of Corporate Governance (CG) in reshaping the nation’s moral landscape.
Championing Moral Appeal in a Nation at Crossroads:
The speaker, Mr. Meck Minnala, who is also a dedicated postgrad student at UPNG, skilfully navigated the intricate question of how to make a moral appeal to a nation seemingly adrift from its moral compass. Highlighting CG as not just a set of rules but a moral conscience, the speaker posed questions that resonated with the audience’s collective consciousness.
The presentation skilfully elevated Corporate Governance (CG) beyond a mere set of rules, positioning it as a moral conscience for the nation. This perspective went beyond the conventional understanding, emphasizing CG as a guiding principle deeply embedded in ethical considerations. The speaker’s adept navigation of this complex terrain resonated with the audience, prompting introspection into the collective consciousness of Papua New Guinea (PNG).
Biblical Wisdom Echoes in the Halls of Academia:
The presentation drew inspiration from the biblical passage John 8:32, emphasizing the transformative power of truth. This truth, as articulated, extends beyond individual liberation to the collective emancipation of PNG, shackled by the daunting complexities of corruption and ethical dilemmas.
“You shall know the truth and the only the truth will set your free” (John 8:32)
This biblical passage served as a guiding light, illuminating the transformative power of truth in a nation grappling with the shackles of corruption and ethical dilemmas. This passage reaches beyond individual liberation, resonating with the collective aspirations of Papua New Guinea (PNG). The truth, as gleaned from this ancient wisdom, becomes a beacon of hope for a society yearning for emancipation from the complex web of corruption that has entangled the nation.
As the halls of academia echoed with the resonance of this biblical wisdom, the audience was urged to contemplate the profound implications of truth in the pursuit of collective freedom. This spiritual dimension added a transcendent layer to the discourse, emphasizing the interconnectedness of individual moral awakening and the broader societal transformation that PNG so ardently seeks.
In weaving biblical insights into the fabric of academic dialogue, the presentation went beyond the conventional boundaries of discourse, inviting contemplation on the role of divine guidance in shaping the ethical landscape of a nation at a crossroads. The harmonious intersection of faith and academia in this instance underscored the profound impact that spiritual wisdom can have on intellectual pursuits, particularly when addressing the pressing issues of morality and corruption.
Echoes of Wisdom – Sir Mekere Morauta’s Prophetic Legacy Resonates:
In a moment of reflection, the speaker paid homage to the late Sir Mekere Morauta, whose prophetic insights continue to reverberate in the corridors of national discourse. Morauta’s characterization of PNG’s corruption as both ‘systemic and systematic’ became a focal point, marking a poignant juncture in the presentation.
The speaker, with a solemn acknowledgment of the gravity of Morauta’s words, highlighted the worsened state of affairs since the late statesman’s astute observation. The unfolding narrative underscored the pressing need for comprehensive and transformative measures, as the entrenched issues identified by Morauta have deepened, casting a shadow over the nation’s ethical landscape.
Sir Mekere Morauta’s legacy, with examples also drawn on how he led CG interventions at PNGSDP to fortify it’s intended ppurpose, became a rallying point for the presentation. The gravity of the situation served as an urgent call to action, prompting a collective introspection on the responsibility borne by each citizen in steering Papua New Guinea towards a more ethical and transparent future.
In honoring Sir Mekere Morauta’s contributions, the speaker not only acknowledged the accuracy of his characterization but also emphasized the imperative for decisive, transformative changes. The legacy of Sir Mekere Morauta, it was evident, serves as a guiding light in navigating the complex terrain of corruption that demands a comprehensive and systemic response.
Corporate Governance is the Silver Bullet for National Healing:
In the core of the discourse a resounding assertion took center stage—the belief that Corporate Governance (CG) consciousness acts as a potent silver bullet, offering a pathway to heal Papua New Guinea (PNG) from the pervasive peril of corruption. The heart of this proposition lies in the recognition that CG, firmly rooted in moral principles, possesses the transformative power to guide organizations and individuals toward ethical decision-making, transparency, and accountability.
The speaker articulated the idea that CG serves as more than a regulatory framework; it embodies a moral compass steering entities away from the quagmire of corruption. By emphasizing adherence to ethical principles, CG becomes a powerful force for positive societal change, offering a comprehensive remedy to the deep-seated issues that have hindered PNG’s progress.
This concept was expounded upon, using the case study on PNGSDP as an example, highlighting how CG, when embraced conscientiously, can foster an environment where integrity prevails over dishonesty and transparency over opacity. The narrative positioned CG as not merely a set of rules but a cultural shift—an ethos that, when internalized, permeates through the fabric of both public and private sectors.
The deliberate use of the metaphor of the “silver bullet” emphasized the potential for CG to be a decisive and transformative solution, capable of piercing through the complexities of corruption that have plagued the nation. It portrayed CG as a unifying force, bridging gaps between moral aspirations and practical implementation, setting the stage for a rejuvenated and morally conscious PNG.
As the discourse unfolded, the audience was invited to envision a nation where the principles of Corporate Governance serve as a catalyst for positive change, reshaping the narrative and steering PNG towards a future defined by ethical governance, transparency, and a collective commitment to healing the wounds inflicted by corruption.
Wisdom Echoes from Burke and White to Illuminate the Path to Societal Renewal:
Though not stated in the presentation due to time limitations it was an obvious insinuation of the timeless wisdom of two influential figures—Edmund Burke and Ellen G. White. Their insights, each representing a unique facet of moral and ethical guidance, provided a compelling foundation to understand the speaker’s appeal to the audience’s sense of responsibility in the face of corruption.
Edmund Burke’s enduring maxim, “The only thing necessary for the triumph of evil is for good people to do nothing,” is a call to action. This ageless wisdom underscores the imperative for individuals to actively engage in the pursuit of good governance. It serves as a reminder that apathy and inaction can inadvertently contribute to the perpetuation of corruption, emphasizing the profound impact that collective responsibility can have on societal outcomes.
Another timeless citation worth nothing is that of the profound words of Ellen G. White, who emphasized the indispensable role of individuals with unwavering moral principles.
” The greatest want of the world is the want of men-men who will not be bought or sold; men who in their inmost souls are true and honest; men who do not fear to call sin by its right name; men whose conscience is as true to duty as the needle to the pole; men who will stand for the right though the heavens fall” [EG White, Education, P57, pp3]
These individuals were portrayed as the bedrock of a society striving for excellence—an essential element in the quest for ethical governance. White’s wisdom resonates as a clarion call for individuals to stand firm in their commitment to moral integrity, irrespective of external pressures or prevailing challenges.
Together, the insights of Burke and Ellen G. White formed a compelling narrative that urged the audience to recognize the transformative power inherent in their individual actions. By intertwining these guiding philosophies, the speaker crafted a message that underscored the profound influence individuals can have in shaping a society that aspires to the highest ethical standards. In essence, the wisdom of these masters illuminated the path to societal renewal and transformation, emphasizing the indispensable role of personal commitment in the collective pursuit of excellence.
Hope on the Horizon: UPNG’s Corporate Governance Initiative:
As the presentation approached its zenith, a glimmer of hope emerged—the recently introduced Post Graduate Diploma in Corporate Governance Program by the UPNG School of Business and Public Policy. Positioned as a crucial step in the journey toward evangelizing corporate governance consciousness in PNG, the program aims to instill the values of integrity, transparency, and accountability in future leaders.
In retrospect, the presentation transcended the boundaries of a traditional academic exercise; it was a heartfelt plea for a nation to rediscover its moral compass through the lens of Corporate Governance. The speaker remains optimistic that the message conveyed will spark change and inspire a collective commitment to building a more ethically conscious Papua New Guinea. This special edition invites readers to reflect on the potential for transformation in the wake of this compelling discourse.
In the heart of Papua New Guinea lies Porgera, a place blessed with an abundance of gold deposits. This land is not just a geographical location; it is home to a community of people – the Ipili people. The story of Porgera is one of stark contradictions. On one hand, it boasts vast riches beneath its soil, promising economic prosperity. On the other, it is plagued by internal conflicts and a fundamental lack of trust among its people, obstructing any meaningful progress.
The curse of disunity looms over Porgera, casting a shadow on the prospects of tangible community development. It is vital to explore how these internal issues can hinder the realization of benefits that should rightfully flow from the land. Over the past three decades, the primary beneficiaries of the mining operations have seemingly been the legal representatives of the various factions within the Porgera community. They continue to thrive amidst the turmoil, while the community itself remains trapped in a cycle of discord and missed opportunities.
For the people of Porgera, the disunity has become a roadblock to their own progress. The community’s internal conflicts have, in many ways, hindered their ability to benefit from the wealth of the land. Instead of collectively harnessing the opportunities presented by the gold deposits, they find themselves engaged in disputes that often result in stalemates. These disputes can range from issues concerning land ownership to the distribution of mining revenue, each dispute becoming another obstacle to their shared prosperity.
Examples of missed opportunities are not hard to find. When infrastructure projects, educational initiatives, or healthcare programs are proposed, they often get caught in the crossfire of internal disagreements. Funds that could be invested in these essential services end up being diverted to legal battles and conflict resolution efforts. Consequently, the community misses out on tangible improvements in their quality of life, improvements that could have been a direct result of the resource wealth at their doorstep.
One might argue that the government of Papua New Guinea, mandated by its constitution to prioritize national interest, might not have the patience or inclination to intervene in Porgera’s internal trust issues. The government’s focus on national interest is understandable, but it should not mean turning a blind eye to the plight of the very communities from which the wealth is extracted. A nation’s true strength lies in the well-being and prosperity of all its citizens, including those in resource-rich regions like Porgera.
The future of Porgera is intertwined with its ability to overcome the curse of disunity. The community must recognize that their internal conflicts do more harm than good and actively seek reconciliation and cooperation. Sustainable development plans should be formulated, addressing both the economic and social needs of the community. Moreover, it’s essential that the benefits from the gold deposits are shared equitably among the community members to ensure their collective prosperity.
In conclusion, Porgera stands at a crossroads. The riches within their land can either be a beacon of hope or a source of continued strife. The curse of disunity is their greatest obstacle, and it is only through collective effort, reconciliation, and a shared vision for a better future that they can break free from its grip. The missed opportunities of the past should serve as a lesson, reminding them that unity is the key to unlocking the true potential of their land and their people.
The 2023 Supplementary Budget Speech delivered by the Hon. Ian Ling-Stuckey, CMG, MP, on the 12th of October 2023 has to be met with scepticism by many citizens in Papua New Guinea. The daily reality experienced on the ground is too far from the claims in the speech. The speech outlines the government’s view of a strong and growing economy, but there are several indicators on the ground that appear to contradict this narrative.
1. Employment Opportunities:
The Treasurer points to economic growth but fails to address the critical issue of job opportunities. Economic growth should ideally lead to increased employment and a decrease in unemployment rates. However, the reality in PNG, as pointed out, is quite different. The closure of existing mines and the loss of over 5,000 jobs is a stark reminder of the challenges faced in providing employment opportunities. The government should focus on creating sustainable job growth to truly reflect economic progress.
2. Wage Increases:
Economic growth should result in improved wages and income for workers. Unfortunately, the minimum wage remains stagnant, and there’s little evidence of substantial wage increases. This disparity between claimed economic growth and the reality of wage stagnation raises concerns about the distribution of wealth and whether the benefits of growth are reaching the average citizens.
3. Standard of Living:
The government highlights improvements in healthcare, education, and public services as indicators of economic growth. However, many citizens experience a decline in these services. The shortage of medical drugs in hospitals is just one example. The government should prioritize transparency and efficient resource allocation to ensure that the standard of living for all citizens improves, not deteriorates.
4. Price Stability:
The claim of low inflation and stable prices doesn’t align with the increasing cost of living faced by citizens. Rising fuel prices, doubling prices of basic food items, and exorbitant house rentals create a stark contrast to the government’s narrative. Price stability is a key aspect of economic well-being, and the government should address these concerns first before sweet-talking the realities away in the honourable house.
5. Increased Investment:
The lack of new foreign investments, especially in the mining and petroleum sector since the stupid amendment to the Mining Act in 2020, is a matter of concern. Economic growth is often associated with increased investments, both domestic and foreign. The government should work on creating an environment conducive to investment and reevaluate policies to attract new investors.
6. Government Services:
While the government claims to be improving public services, the chronic shortage of essential medical drugs in hospitals is just one example of the gap between rhetoric and reality. Citizens expect to see tangible improvements in public transportation, public safety, and social welfare programs, and the government must deliver on these promises.
In conclusion, the citizens of Papua New Guinea deserve a government that provides accurate and honest information about the state of the economy. Transparency and accountability are essential in building public trust. The only MP in parliament who seem the understand the misnomer, as the speech was presentes is the Member for Chuave, Hon James Nomane, who debated with substance (Click here for the video of his debate ). The indicators on the ground suggest that there is a need for a more comprehensive and inclusive approach to economic development to ensure that the benefits of growth reach all citizens. It’s the duty of elected representatives to provide the truth to the citizens and work towards their betterment, even if it means acknowledging challenges and addressing them sincerely.
Restoring Confidence in the Rule of Law in Papua New Guinea – a letter of gratitude to the PNG Judiciary
Dear Honorable Members of the Papua New Guinea Judiciary,
I pen this letter with profound gratitude and a renewed sense of hope for our beloved nation. Your recent judgment in the matter of embezzlement offenses has not only delivered justice but has also provided our people with a significant reassurance in the rule of law. Your perspective on the impact and seriousness of these offenses, along with their broader implications for Papua New Guinea, is deeply appreciated.
Your wisdom and diligence in assessing the gravity of these embezzlement offenses are commendable. In Paragraphs 38 to 43 of the ruling [CR (FC) No. 118 OF 2019 The State V Paul Paraka] concluded on the 4th of October 2023, you eloquently articulated the profound ramifications of such acts, going beyond mere financial losses. You astutely recognized that the stolen funds were not just numbers on paper but represented the aspirations of our citizens for a better future. The fact that these funds belonged to the Independent State of Papua New Guinea and its people is a sentiment that resonates deeply with all of us.
Your words, “The loss of State monies is not some abstract concept. It has real and enduring social and economic impacts even if it is difficult to quantify them,” encapsulate the heartache and suffering endured by our citizens due to these ongoing embezzlement offenses. Your empathy for the victims, even when they could not be present to share their stories, demonstrates your commitment to ensuring justice prevails.
Furthermore, your acknowledgment of the far-reaching consequences of such crimes on public confidence is highly perceptive. It is essential for our people to trust in the institutions that govern our nation. Your statement that these offenses reflected poorly on the Office of the Solicitor-General and the State lawyers, and the collaboration with individuals within the Department of Finance, resonates deeply with our collective concerns. The erosion of public confidence is a matter of grave concern, especially during times when government resources are scarce and corruption is on the rise.
Your recognition of the potential impact on Papua New Guinea’s international standing and its ability to attract foreign investments is a stark reminder of the global implications of these crimes. Your wisdom serves as a beacon for those who seek to uphold the integrity of our nation on the international stage.
Lastly, your acknowledgment of the prevalence and increasing sophistication of such offenses underscores the challenges we face as a society. Your vigilance in addressing these issues head-on is a testament to your dedication to the well-being of Papua New Guinea and its people.
In conclusion, Honorable Members of the Papua New Guinea Judiciary, your judgment has not only restored confidence in the rule of law but has also rekindled hope for a brighter future. Your unwavering commitment to justice and your understanding of the broader implications of these embezzlement offenses have left an indelible mark on our nation. We, the citizens of Papua New Guinea, extend our heartfelt thanks for your invaluable service to our beloved country.
With the utmost respect and gratitude,
Meck J. Minnala
On Behalf of the Citizens
Disclaimer:
I, Meck Minnala, the author of the letter of gratitude addressed to the Papua New Guinea Judiciary, hereby solemnly declare and clarify the following:
I have no personal issues, grievances, or grudges of any nature with the offender who was recently sentenced by the Judiciary.
My intent in expressing gratitude through the letter is solely based on the Judiciary’s role in restoring confidence in the rule of law and the broader implications of the sentencing for the people of Papua New Guinea.
I hold the utmost respect for the offender as a senior citizen of our country, and my letter is in no way meant to diminish his standing or character.
The purpose of the letter is to acknowledge the Judiciary’s dedication to justice and its significant impact on our nation’s well-being.
The letter is a sincere expression of hope and appreciation for the positive change that has been brought about by the Judiciary’s actions.
I make this declaration voluntarily and without any external influence.
By Meck J. Minnala | University of Papua New Guinea
INTRODUCTION
The most serious challenges within the public sector remain the depletion of human resources and physical infrastructure as well as the desperate need to upgrade and develop outdated administrative practices. These practices have rendered public institutions unable to cope with the increasing demand for essential services. If not addressed, such a state of affairs will continue to curtail the development of the political and economic systems at the national and regional levels, seriously hindering the attainment of national development goals, including the Millennium Development Goals (MDGs) (UN-ESCWA, 2010:3). This paper gives a general overview of a review into the efficacy of corporate governance frameworks of Porgera Development Authority (PDA), as a semi-government body, established under 1989 Memorandum of Understanding (MoU) between the Independent State of Papua New Guinea (hereinafter referred to as ‘the state’) and the Enga Provincial Government as part of a series of agreements developed following the Mining Development Contract (MDC) for the commencement of the Porgera Gold Mine in Enga Province. It includes a general background of the authority, a general statement of the problems identified, review objectives and review questions.
BACKGROUND OF THE REVIEW
The performance of state-owned-enterprises is of paramount importance to the country’s population and other private business sectors. Consequently, the governance of these entities is critical to ensure their positive contribution to the overall country’s economic efficiency, effectiveness and competitiveness. This is buttressed by
“OECD experience has also shown that good corporate governance of state owned entities is an important prerequisite for economically effective privatization, since it will make the enterprises more attractive to prospective buyers and enhance their valuation,’’ http://www.oecd.org,accessed 29 April 2022.
Papua New Guinea experienced an economic decline that was caused by a number of factors. Lack of capital support, shortages of foreign currency, liquidity crunch and a variety of supply-side bottlenecks such as electric power, fuel, and imported inputs were some of the factors leading to the economic decline. The demise of quality corporate governance was caused by the skills flight that was witnessed during the stated period. Following the establishment of the inclusive government, stimulating investment was adopted and corporate governance frameworks in state owned enterprises was introduced with the creation of the Ministry of State Enterprises in year 2014.
The 2013 national budget statement recommends the implementation of economic governance and this entails ‘’… improving regulation and operational efficiency of institutions that offer essential services like licenses, electricity, water etc. ’It further asserts that ‘’fighting rent-seeking behavior and corruption should be prioritized.
The Porgera Development Authority
The 1989 MoA between the state and provincial government specified that a statutory authority be set up for the following purposes:
maintenance of the airstrip at Kairik;
receipt of royalties;
administration and spending of any funds made to it by the CFG;
advising the provincial government on lifting the liquor ban in Porgera District;
assisting the provincial town planning board in planning the township at Porgera and controlling and monitoring that planning; and
any other matters assigned to it by the enacting legislation.
In 1998, the Porgera Development Authority (PDA) was officially transformed into the Porgera-Paiela Local-level Government Special Purposes Authority. The MoA that changed the status of the PDA specified the following functions for it:
implement the construction of infrastructure on behalf of the national government, provincial government, and LLGs within the Porgera District;
help the Porgera and Paiela-Hewa LLGs to implement their administrative functions;
manage the construction and operation of facilities in Paiam, Porgera, and Kairik towns;
manage the payment of royalties and other mine-related income in the Porgera District;
manage and operate the Porgera District Hospital;
advise the landowners and LLGs on natural resource project agreements;
implement the functions of the Tenders Board, Building Board, and Physical Planning Board and other functions delegated to it by the national government, provincial government, or LLGs; and
receive funds on behalf of the Porgera and Paiela-Hewa rural LLGs and make payments as directed by them.
Its structure was determined by the MoA to include the following members as board members and it also reflected in its constitution:
two people appointed by the Porgera Local Government Council;
two people appointed by the SML landowners;
the Provincial Minister for Finance;
the Provincial Member for Porgera;
the Secretary of the Department of Enga or his nominee;
the zone coordinator of the Porgera Zone;
a person appointed by the Secretary of the Department of Finance and Planning;
a person appointed by the PJV; and
two people from the Porgera District with professional or managerial skills and experience.
Its financial affairs were made subject to the provincial Treasury Act or any succeeding legislation.
The PDA receives a number of revenue streams from the PJV and other sources to fulfil its obligations as laid out in its constitution. In a sense, funds flowing to the PDA are accruing to the landowners, to whom they provide indirect benefits such as health, education, and infrastructure (see Figure 15).
Figure 1: Financial Allocation to the Porgera Development Authority
The PDA is to some extent, the bridge between the expectations for development and the financial payments to achieve that development. However, it is not immune from criticism; for example, it lacks an adequate approach to HIV prevention (Kolo, 2009)
The greatest concern for those most affected by the mine is the lack of publicly available information on the expenditure of funds. Based on the information that is available, it is estimated that the PDA received K240 million, although this is likely to be a substantial underestimate since it does not include funds from the public investment program (Johnson, 2012)
Between 2019 and 2020 I was an ex officio member of the governance board and there is privy to a lot of the reflection which I will be sharing as part of this review.
The Establishment of Special Purposes Authorities
The Special Purpose Authorities were established to serve the interest of landowners of Mining and Petroleum impact project areas. The Special Purpose Authorities created under the Act of Parliament include Porgera, Kutubu, Moran, Hides, Komo, Koiari and Nimamar LLG Special Purpose Authorities.
A Local Level Government Special Purpose Authority (LLGSPA) is an authority that is established by proclamation under the Local Level Governments Administrations Act 1997.
The Head of State is responsible for establishing a LLGSPA. He will establish a LLGSPA based on the advice of the National Executive Council (NEC). The Head of State will establish a LLGSPA by proclamation. The proclamation shall specify the purposes for which the Authority is established and such other matters as may be necessary. [See Section 42 of the Local Level Governments Administrations Act 1997]
The NEC advises the Head of State to establish a LLGSPA. However, before the NEC can give such an advice, it considers recommendations submitted by the Minister to establish a LLSPA. The Minister may make this commendation:
on his own initiative, after consultation with the Local-level Governments concerned; or
upon recommendations from one or more local level government (LLG).
(See Section 43 (1) of the Local Level Governments Administrations Act 1997)
Where one or more Local-level Governments (LLG) is or are of the opinion that an Authority should be established to assist the implementation of LLG functions, the LLG concerned shall so recommend to the Minister. (See Section 43 (2) of the Local Level Governments Administrations Act 1997)
A recommendation by the Minister on his own initiative or a recommendation to the Minister by a LLG to establish a LLGSPA shall be in writing and shall contain particulars of the recommend authority:
the general purpose; and
the management; and
the funding; and
the staffing,
The recommendation shall also contain the requirements for:
the particular function or functions to be implemented; and
the area or areas to which it should apply; and
such other particulars as are considered relevant.
Where a recommend is made by an LLG, the Minister shall consider a recommendation and where he considers the establishment of the Authority desirable, he shall then submit the recommendation to the NEC for consideration as to whether the Head of State should be advised to make the proclamation. (See Section 43 (3) (4) of the Local Level Governments Administrations Act 1997)
Incorporation of a LLGSPA
If upon recommendation by the Minister, the NEC advises the Head of State to proclaim the establishment of a LLGSPA, the LLGSPA will then be incorporated. Once incorporated, a LLGSPA:
is a corporation; and
has perpetual succession; and
shall have a seal; and
The LLG has the power:
to acquire, hold, dispose of, mortgage or pledge property; and
to enter into contracts; and
to borrow money; and
to invest funds; and
to institute and defend actions, suits and other legal proceedings; and
to do all things necessary for the effective exercise and performance of its powers and functions.
(See Section 44 of the Local Level Governments Administrations Act 1997)
Who manages the LLGSPA?
The LLGSPA shall be managed by a managing body. The managing body shall consist of the members as prescribed in the proclamation. When making the proclamation, the Head of State, will provide the respective entities from which a member may be nominated from to join the managing body of an LLGSPA. The LLGSPA may then specify in its Constitution the membership, manner of appointment and terms and conditions of appointment of members of a management body.
The membership of the managing body shall not include a member of a LLG. The operations of a LLSPA shall be kept separate from a LLG. (See Section 45 of the Local Level Governments Administrations Act 1997)
The Head of State may make certain variations on the following aspects of an LLGSPA:
vary its general purpose; or
vary its composition of membership of the management; or
vary its funding; or
vary its staffing; or
vary its particular function or functions to be implemented; or
vary its area or areas; or
change its name; or
vary such other particulars as are considered relevant and as might be provided for in the proclamation being varied,
Furthermore, the Head of State can vary a LLGSPA by amalgamating it, in whole or in part, to two or more LLGSPA.
These variations shall be made by the Head of State through a proclamation. In a proclamation, the Head of State may make provision for the taking over by of the whole or part of the assets and liabilities of the LLGSPA by:
the State; or
another LLGSPA; or
a Local-level Government or Local-level Governments.
The Head of State will make such a proclamation upon advice from NEC. (See Section 46 of the Local Level Governments Administrations Act 1997)
Can a LLGSPA be dissolved?
Yes, it can. The NEC shall advise the Head of State to dissolve a LLGSPA. Upon advice from NEC, the Head of State may dissolve a LLGSPA. The Head of State may do so by making a proclamation. A proclamation for dissolution of a LLGSPA shall only be made upon consideration of the recommendation in the manner as set out under Point E above.
In a proclamation, the Head of State may make provision for the taking over of the assets and liabilities of the LLGSPA by:
the State; or
another LLGSPA; or
a Local-level Government or Local-level Governments.
(See Section 47 of the Local Level Governments Administrations Act 1997)
What are the powers and functions of a LLGSPA?
The NEC shall advise the Head of State to vest in a LLGSPA any of the powers of the LLG and the duties and responsibilities of a LLG. However, a LLGSPA shall not be vested with a LLG’s:
Power to make local-level laws; or
Power to impose or levy rates, taxes, charges or fees; or
executive powers; or
a power, which any other law may forbid a LLGSPA from exercising,
The powers which may be vested in a LLGSPA shall not exceed the powers of a Local-level Government. No power may be vested in a LLGSPA so as to have the effect of divesting a Local-level Government of that power.
Furthermore a LLGSP may act as an agent for the State for any matters within its purposes if so directed by the Head of State. A LLGSPA, however, have no power or function over a Ward Committee. (See Section 48 of the Local Level Governments Administrations Act 1997)
Does a LLGSPA make annual reports?
Yes, it does. A LLGSPA shall, at least once in each year at such time as is directed by the Minister after consultation with the Local-level Government or Local-level Governments concerned, present a report reviewing the operations of the LLGSPA during the period since the last report to:
the LLG or LLGs concerned; and
the Minister.
(See Section 50 of the (Level Governments Administrations Act, 1997))
Corporate Governance and Special Purpose Authorities
Good corporate governance of State Owned Enterprises is a major challenge in many in Papua New Guinea. State Owned Enterprises are deeply implicated in dismal financial and operational performance problems because of their provision of poor products and services, inefficiencies and losses. This review delves into the efficacy of corporate governance in these enterprises. The review focuses more on the corporate governance frameworks, the organizational and human factors influencing malpractices and the effect of malpractices (corruption) in job performance. The study seeks to evaluate the effectiveness of corporate governance in Special Purposes Authorities using the Porgera Paiela LLG Special Purpose Authority (PPLLGSPA), more commonly known as Porgera Development Authority (PDA), as a study case. For the purpose of this paper we use PDA to refer to PPLLGSPA.
Definition of Corporate Governance
There is no single accepted and acknowledged definition of corporate governance.
Knell (2006:5 & 6) started by defining governance and it is defined as
‘’to control and regulate the exercise of influence, to maintain good order and adherence to predetermined standards of behavior…..Corporate governance is then defined as ‘’the regulating influence applied to the affairs of a company to maintain good order and apply predetermined standards“
Solomon and Solomon (2004:14) based on their research came to a conclusion that corporate governance:
‘’is the system of checks and balances, both internal and external to companies, which ensures that companies discharge their accountability to all their stakeholders and act in a socially responsible way in all areas of their business activity’’
Ghillyer (2010) defined corporate governance as: “the process by which organizations are directed and controlled”.
Corporate governance is associated more specifically with the structures and processes related to management, decision-making and control in a company. It is explained that corporate governance is about the way in which boards oversee the running of a company by its managers and how board members are in turn accountable to the shareholders and the organization or company. Corporate governance has implications for organization or company behavior towards shareholders, employees, banks, customers and society. The Bank of Papua New Guinea provides this definition of corporate governance as “the system by which companies are directed and controlled” It further explains that corporate governance involves regulatory and market mechanisms, and the roles and relationship between a company’s management, its board, its shareholders and other stakeholders, and the goals for which the corporation is governed. It also provides the main external stakeholder groups which include shareholders, debt holders, trade creditors, suppliers, customers and communities affected by the company’s activities. Internal stakeholders are the board of directors, executives and other employees (Bank of Papua New Guinea, 2021)
Monk and Minow (2008) asserted that one factor that can make the difference between smart and dumb choices, are corporate governance. In essence, corporate governance is the structure that is intended to make sure that the right questions get asked and that checks and balances are in place to make sure that the answers reflect what is best for the creation of long–term, sustainable value .
The Organization for Economic Corporation and Development (OECD), described corporate governance as involving
“A set of relationships between a company’s management, its board, its shareholders and other stakeholders. Corporate governance also provides the structure through which the objectives of the company are set and how the means of attaining those objectives and monitoring performance are determined. Good corporate governance should provide proper incentives for the board and management to pursue objectives that are in the interest of the company and its shareholders and should facilitate effective monitoring” (OECD 2004:11)
Corporate Governance in Papua New Guinea
Before we zoom in on our case in point, being Porgera Development Authority we must also get an appreciation of the national environment under which the Special Purpose Authority is embedded.
Papua New Guinea has undergone several changes in both the structure and conduct of business. Several years ago the economy witnessed moral bankruptcy, unethical behavior and absence of executive accountability experienced by some organizations. The result of all this was business failures and the eventual collapse of a number of corporations resulting in significant economic and social costs to the country as a significant number of people lost their savings and jobs. Rampant corruption designed to cripple the economy and diminish the condition of livelihood of the PNGean people was experienced (PNGi, 2021). Good corporate governance requires corporate boards to be accountable, loyal, responsible, transparent and independent in order to act in the best interests of the organization and society. This Banking Prudential Standards BPS300 – Corporates Governance, which now closely regulates the superannuation and financial institutions was conceived with the following objectives in mind;
Encourage leadership to adopt high standards of corporate governance and integrate decisions with strategy and sustainable development.
Introduce a well-defined national and ethical value system and define the precision with which entities should be governed, controlled and directed.
It is further aimed, in every way possible, to eradicate corruption, encourage disclosure, improve performance, competitiveness, quality of corporate governance and consequently, give a solid and sound governance foundation for key overseeing management and board of directors.
Promote ethical and responsible decision making as well as safeguarding integrity in business leadership and management by building high performance boards of directors anchored on transparency, accountability and fairness as central value components
It is also observed by the regulating central bank that some of the benefits accruing from the standards include:
The injection of much needed investment
Elimination of any corruptive conduct in corporate governance improves the image of the country
Impact positively on the operational efficiency of corporations and business
Economic growth and poverty alleviation
Every state enterprise, or parastatal organization like PDA, should adhere to and implement the principles of sound corporate governance policies, procedures and practices, as required by the Public Finance Management Act (Chapter 22:19) (PFMA). Anecdotal evidence points to the current culture of people in various institutions not adhering to or complying with statutory and regulatory frameworks in place. The question is; what is it that could be done to make sure that people in general, businessmen/women, directors and senior managers in particular comply with and conform to set principles and laws.
The Papua New Guinea Institute of Directors strongly believes that PNG should have its own national code on corporate governance that should take into account the country’s peculiar corporate governance challenges. They observed that as a country, PNG has been ‘dogged’ by continued negative publicity emanating from company closures, reduced industrial capacity utilization, high unemployment, banks going under curatorship and others closing, abuse of shareholder funds or assets, fraud, environmental contamination, among others (PNGID, 2021)
Corporate Governance Theoretical Frameworks
There are a number of theories that have affected or influenced the development of corporate governance. (Malin, 2007) highlighted that the main theory that has affected corporate governance is the agency theory. He pointed out that stakeholder theory is also coming into play as companies increasingly become aware that they cannot operate in isolation and that, as well as considering their shareholders, they need also to have regard to a wider stakeholder constituency. The Corporate Government theories are shown below:
Figure 2: Corporate Governance Theories
Source; own diagram adapted from (Malin, 2007)
Agency Theory at Porgera Development Authority
The agency theory defines the managers as the agents and the shareholder as the principal (Solomon, 2004). The shareholder (owner) delegates the day to day decision making in the company to directors who are the agents. The challenge that arises as a result of this system is corporate ownership is that the agents do not necessarily make decisions in the best interest of the shareholders. In the context of Porgera Development Authority the shareholders, or principals, are:
Porgera Rural Local Level Government,
Paiela Rural Local Level Government,
Enga Provincial Government
Porgera Landowners Association; and
The State through the Department of Provincial and Local Level Government.
In the 30 years of the PDA’s existence the goals of the principal and agent, being the management of PDA, has always been in conflict. Managers are supposed to be the agents of a corporation’s owners’, but managers must be monitored and institutional arrangements must provide some checks and balances to make sure they do not abuse their power. It must be noted that though the PDA constitution provides a general scope of the powers and administrative limitations of the management team the Human Resources Management Manual of the company is manipulated such that managers have not been representing the best interest of the agents (The National, 2016). The agency costs resulting from managers misusing their position, as well as the costs of monitoring and disciplining them try to prevent abuse has been recurrently high for this third tier government agency.
Stakeholder Theory and Porgera Development Authority
Solomon and Solomon (2004) suggested that a basis for stakeholder theory is that companies are so large and their impact on society so pervasive that they should discharge accountability to many more sectors of society than solely their shareholders. They further state that stakeholders include shareholders, employees, suppliers, customers, and creditors, communities in the vicinity of the company’s operations and the general public. The stakeholder theory is demonstrated in figure 2.1 below
Figure 3 Stakeholder Theory at Porgera Development Authority
Source: Own diagram adapted from (Ghillyer, 2010)
The OECD Principles of Corporate Governance
The Organization for Economic Co-operation and Development (OECD) 2009 came up with some principles of corporate governance in 1999. In order the assess the performance of the Porgera Development Authority we shall make a comparative listing of OECD principles for corporate governance. The following OECD principles were reviewed and revised in 2004:
PRINCIPLE
NARRATIVE
i
Ensuring the Basis for an Effective Corporate Governance Framework
The corporate governance framework should promote transparent and efficient markets, be consistent with the rule of law and clearly articulate the division of responsibilities among different supervisory, regulatory and enforcement authorities.
ii
The Rights of Shareholders and Key Ownership Functions
The corporate governance framework should protect and facilitate the exercise of shareholders’ rights.
iii
The Equitable Treatment of shareholders
The corporate governance framework should ensure the equitable treatment of all shareholders, including minority and foreign shareholders. All shareholders should have the opportunity to obtain effective redress for violation of their rights.
iv
The Role of Stakeholders in Corporate Governance
The corporate governance framework should recognize the rights of stakeholders established by law or through mutual agreements and encourage active co- operation between corporations and stakeholders in creating wealth, jobs, and the sustainability of financially sound enterprises.
v
Disclosure and Transparency
The corporate governance framework should ensure that timely and accurate disclosure is made on all material matters regarding the corporation, including the financial situation, performance, ownership and governance of the company.
vi
The Responsibilities of the Board
The corporate governance framework should ensure the strategic guidance of the company, the effective monitoring of management by the board, and the board’s accountability to the company and the shareholders.
Table 1: OECD principles of corporate governance – Source: Mallin (2007: 32.)
THE SEVEN CHARACTERISTICS OF GOOD CORPORATE GOVERNANCE:
The King Report on Corporate Governance for South Africa (The Kings Report, 2010) provides seven characteristics of good corporate governance principles and practices. For the purpose of this this review I will list the principles from the Kings Report and make comparative commentaries in the context of Porgera Development Authority’s observed performances.
Principal
Expected Behavior
PDA’s Performance
1
Discipline
A commitment by a company’s senior management to adhere to behavior that is universally recognized and accepted to be correct and proper.
The company’s senior management, even though some are even expatriates, their lack of prudence in their expected behaviors is highly deplorable. Recurrently they failed to deliver on their performance indicators.
2
Transparency
A measure of how good management is at making necessary information available in a candid, accurate and timely manner – not only the audit data but also general reports and press releases.
In the time that I was a board member I have never seen a properly audited financial reported being presented to the board. If anything they were always incomplete. The incomes generated from the subsidiary companies like Paiam Housing Development Company and Paiam Hospital where never presented. Paiam Hospital actually went to insolvency and the state unceremoniously took over the facility. In 2016 the Enga Provincial Government, as one the key stakeholders (Principal) asked for the books to be audited (EMTV News, 2016) but a court injunction by the Board chairman at that time prevented it from happening.
3
Independence
The extent to which mechanisms have been put in place to minimize or avoid potential conflicts of interest that may exist, such as dominance by a strong chief executive or large shareowner. These mechanisms range from the composition of the board, to appointments of board committees and external auditors, the decisions made, and internal processes established, should be objective and not allow for undue influences.
All composition of the board is stipulated in the constitution of the authority but the manner in which the non-ex-officio members are elected has always been flawed that on numerous occasions they always ended up in the courts (Post Courier, 2017). Refer Waigani National Courts Court orders of OS NO 152 OF 2021. The general manage then took advantage and squandered funds from the company to support his run for the provincial governorship in the then National General Election but was subsequently terminated by the new board (The National, 2016).
4
Accountability
Individuals or groups in a company, who make decisions and take actions on specific issues, need to be accountable for their decisions and actions.
Transparency is key to accountability. However at PDA the managements reporting obligation, is often regarded by boards as a necessary task rather than a desirable one, with only minimum levels of disclosure provided. Unfortunately the PDA board does not even receive a fully furnished report itself.
5
Responsibility
Responsibility pertains to behavior that allows for corrective action and for penalizing mismanagement. Responsible management would, when necessary, put in place what it would take to set the company on the right path.
At PDA it took more than three years to terminate a Managing Director who was embezzling funds from the company and also it took 27 years to remove a former board member who was nominated to sit at the Board of Mineral Resources Enga (MRE) and fraudulently redirected benefits from the income stream from MRE and never submitted a report back to PDA for over 20 years even after he was no longer a board member any more.
6
Fairness
The systems that exist within the company must be balanced in taking into account all those that have an interest in the company and its future. The rights of various groups have to be acknowledged and respected.
Though the representation in the board is structurally fair service delivery and benefits sharing is not at all. The people in the Paiela LLGs, not more than 20 km from the Porgera township, lacks basic services in all forms and shapes though they have two elected representatives in the PDA board to represent their interest.
7
Social responsibility
A good corporate citizen is increasingly seen as one that is non-discriminatory, non-exploitative, and responsible with regard to environmental and human rights issues. A company is likely to experience indirect economic benefits such as improved productivity and corporate reputation by taking those factors into consideration.
The initial intent of the establishment of PDA, and one of its fundamental responsibility is to service the communities. It seem to have started well in the early 1990s but from the onset of the new millennia those social investment projects have deteriorated. PDA could not even support Porgera International School which is its own subsidiary operation at this time.
Literature Review – What Happens When Corporate Governance Fails?
According to Solomon and Solomon (2004) the Enron saga presents a poignant illustration of what happens when corporate governance is weak and when the checks and balances are ineffective. They further asserted that if there was unethical behavior at the highest level, little if anything, can avoid eventual disaster.
Monetary policy statement by the Minister of Finance (2013) observes that the global financial crisis and its dampening effects on global economic activity, which almost brought the international financial system to a screeching halt, was largely attributed to failures and weaknesses in corporate governance arrangements.
Cadbury (1992) cited by (Ghillyer, 2010) observed;
That the code of best practice was designed to achieve the necessary high standards of corporate behavior. By adhering to the code, companies will strengthen both their control over their businesses and their public accountability. In so doing they will be striking the right balance between meeting the standards of corporate governance now expected of them and retaining the essential spirit of enterprise”.
Knell (2006: 17) observed that;
”in both Enron and WorldCom, the rot stemmed from the top. A regime of dishonesty was encouraged and few had the nerve to blow the whistle; the executives involved were totally driven by their personal reward. Boardrooms were totally lavishly rewarded friends who would not create waves or ask difficult questions. The independent Non-Executive Directors (NEDS) were heavily rewarded and their independence was questionable. The watch dogs (auditors) were bribed with generous non-audit work, making their audit report somewhat fanciful’’.
Mallin (2007) found that companies with active and independent boards appear to perform much better that those with passive, non-independent boards. She further cites McKinsey‘s survey concluded that the majority of investors would be prepared to pay a premium to invest in a company with good corporate governance and the survey observed that good corporate governance in relation to board practices includes a majority of non- executive directors who are truly independent and good responsiveness to shareholder requests for governance information. The survey concluded that the investors perceive and believe that corporate governance is important and that leads to the willingness to pay a premium for good corporate governance. Mallin (2007) cites many authors of various studies that have concluded that there is sufficient evidence in support of the view that good corporate governance improves the long term performance of companies.
Requirements to Strengthen Corporate Governance at Porgera Development Authority
The Porgera Development Authority (PDA) has failed to deliver its objectives and let its stakeholders down repeatedly for a very long time and we can’t let that continue on forever. With the Porgera currently on Care & Maintained and state about to restart the mine under the name tag of New Porgera this service delivery mechanism also needs new corporate operational ecosystem. With the help of literature review above it now provides a platform on what is required to strengthen corporate governance.
Enforcement of rights by minority shareholders – encourage shareholder activism.
Quality of audit – government to strengthen the quality of audit so as to make auditor accountable for the disclosure of information in the annual report and monitor audit firmEnsuring the independence of directors – an appropriate and acceptable system that ensures independence of board to discharge their duties.
Awareness of adoption of corporate governance practice- efforts for propagation of corporate governance norms amongst company for better compliance.
Accountability of the board to stakeholders – efforts to revamp code of conduct for the board members so that they are more accountable to the stakeholders.
Upgrading the efficacy of the system – ensure the quality and effectiveness of the legal, administrative and regulatory framework
Report on corporate governance – make statutory compliance for listed and non-listed companies
The Boards Role at PDA needs to be revamped
The corporate governance efforts by the board also needs to be revamped. The following are the six steps that should be followed by the new look board for it to be truly effective:
Create a climate of trust and honesty– the board of directors and the senior executives should be working in partnership towards the successful achievement of PDA’s organizational goals rather than developing an adversarial relationship where the board is seen as an obstacle to the realization of the general CEO’s strategic vision or the CEO trying to override board functions.
Foster a culture of open dissent– proposals should be open for frank discussion and review rather than subject to the kind of alleged rubber- stamping. Dissent ensures that all aspects of proposals are reviewed and discussed thoroughly.
Ensure individual accountability – rubber stamping generates collective indifference – how can you consider yourself accountable if you were only voting with a clearly established majority? If there is significant fallout from a major strategic initiative, all members should consider themselves accountable. This approach would address any pretense of being ambushed or in the dark.
Let the board assess leadership talent– the board members should actively meet with future leaders in their current positions within the organization rather than simply waiting for them to be presented when a vacancy arises.
Evaluate the board’s performance– Effective corporate governance demands superior performance from everyone involved in the process.
During the swearing in of a new interim board for PDA in 2018 the Secretary for Provincial and Local Level Government Affairs , Dickson Ginua, importantly stressed on good governance to be delivered to the people (LOOP PNG, 2018). He also stressed on the need for transparent reporting to relevant stakeholders.
If the new board is to be a high performing board than it must aspired to achieve the following:
Provide superior strategic guidance to ensure the company’s growth and prosperity
Ensure accountability of the company to its stakeholders, including shareholders, employees, customers, suppliers, regulators and community.
Ensure that a highly qualified executive team is managing the company.”
The ill-fated Predicament of Porgera Development Authority
There is a complete lack of transparency and accountability in many of the institutions associated with the Porgera mine. Comments by the PJV, MRA, EPG and the
Department for Provincial Affairs, indicates that the PDA does not produce the required financial reports, the board is no longer functioning properly, and the legally required annual reports to the minister are not being made. Furthermore, the financial affairs of the PDA are subject to the provincial Treasury Act. This may not have always been the case, but at present there is no accountability, transparency, or adherence to legal requirements.
A Special-Purpose Authority (including the PDA) must present to the LLG and the Minister a report reviewing the operations of the Authority during the period since the last report (if any) has not been provided. A lack of sanctions (such as withholding of funding) makes it almost impossible to provide transparency and accountability on landowner and government institutions.
The MoA agreement stipulates that the PDA cannot be abolished except by the wish of the landowners, funding arrangements such as payments of SSG should be changed until it can be determined with confidence that the money is being spent properly.
Conclusion & Way Forward
This review was developed by looking at the important concepts addressing the corporate governance performance of Porgera Development Authority. In doing so we focused on defining the concept of corporate governance, role of the board, the composition and the corporate governance practices and conduct. It also looked at the benefits and how important corporate governance can be to the company or organization. The presence and effectiveness of corporate governance ensure accountability, transparency, responsibility and discipline on the part of managers and the Board of Directors.
Nonetheless the predicament of PDA is not uncommon to the mannerism of governance of other state owned enterprises or semi-government originations in which poor corporate governance and corruption is prevalent.
Unless the governing board are revamped and the right people with the right attitude are aligned the board room the issues will not run away. It’s about time the entities like the Porgera Development Authority rethink its board structure and appointment process if it is to prosper and become a success story.
Ghillyer, A. W. (2010). Business Ethics: Areal world approach . New York: Published in the United States by Oxford University Press Inc.
Johnson, P. (2012). LODE SHEDDING: A CASE STUDY OF THE ECONOMIC BENEFITS TO THE LANDOWNERS, THE PROVINCIAL GOVERNMENT, AND THE STATE FROM THE PORGERA GOLD MINE. PNG National Research Institute. NRI Discussion Paper No.124, 125.
Kolo, P. (2009). HIV/AIDS Ravaging Porgera Valley. Post Courier, 2.
Level Governments Administrations Act. (1997). Level Governments Administrations Act 1997. Port Moresby: Indepedent State of Papua New Guinea.
Malin, C. A. (2007). Corporate Governance (2nd Edition). New York: Published in the United States by Oxford University Press Inc. Retrieved from 21. Mallin C A: Corporate Governance, 2007, second edition, Published in the United States by Oxford University Press Inc. New York.
Solomon, S. J. (2004). A corporate Governance and accountability. Manchester: John Willey & Sons Ltd ,U.K.
The Kings Report. (2010, March 1). King Report on Corporate Governance in SA. Retrieved from Institute of Directors South Africa: https://www.iodsa.co.za/page/kingIII
Papua New Guinea, a nation celebrated for its cultural diversity and abundant natural resources, grapples with a profound dilemma—a persistent inability to glean insights from its own missteps, particularly within the realm of corporate governance. Over the span of 48 years since gaining independence, successive governments have faced numerous challenges, often failing to address them effectively, thereby perpetuating a vicious cycle of errors. This reflective evaluation delves into the overarching theme that true failure in Papua New Guinea is not merely the occurrence of mistakes but the enduring failure to assimilate the valuable lessons they impart. This article will scrutinize the reasons behind this perpetual pattern, explore the grave consequences it has yielded, and proffer recommendations to chart a path towards recovery, drawing inspiration from renowned corporate governance principles and management insights.
The Perpetual Cycle of Failure
The esteemed Samuel Smiles, a proponent of the view that “he who never made a mistake never made a discovery,” provides an apt lens through which we can assess Papua New Guinea’s persistent governance challenges. Sadly, PNG’s governments have routinely dismissed the profound lessons offered by history, consequently perpetuating a cycle of avoidable errors in corporate governance. This neglect of historical wisdom has impeded the nation’s progress and hindered the maturation of its corporate governance landscape.
The Harvard Business Review’s “The Failure Issue,” which underscores the paramount importance of comprehending, learning from, and rebounding from failure, is illuminating in this context. Nonetheless, Papua New Guinea’s leadership has grappled with a hesitancy to effectively embrace this perspective within the realm of corporate governance. This reluctance to adopt a proactive approach to learning from failures has exacerbated the nation’s governance challenges, undermining its capacity for effective corporate oversight.
The Consequences of Failure to Learn
Papua New Guinea’s escalating national debts, poised to encumber future generations for decades, serve as a stark reminder of the nation’s economic vulnerabilities stemming from inadequate corporate governance. The failure to assimilate lessons from previous financial missteps has contributed significantly to the ongoing economic hardships experienced by the nation.
Critical sectors such as education, healthcare, and infrastructure have endured a distressing lack of progress, reflecting a systemic failure to apply lessons from past corporate governance shortcomings. The stagnation in development underscores the consequences of not learning from governance errors, resulting in suboptimal outcomes for the nation’s prosperity.
Reasons Behind the Stalemate
Successive governments have regrettably prioritized short-term gains over the enduring principles of corporate governance that champion long-term sustainability. This shortsighted approach has exacerbated economic challenges and perpetuated a culture of immediate gratification, undermining the integrity of corporate governance practices.
Frequent changes in leadership have engendered political instability, a formidable impediment to the establishment of consistent corporate governance policies and practices. This instability has compromised the effectiveness of governance mechanisms and hindered the nation’s ability to achieve corporate transparency and accountability.
The educational system in Papua New Guinea has not been adequately equipped to instill a culture of learning from governance failures. This deficiency has perpetuated a cycle of repeating governance mistakes, hindering the evolution of a robust corporate governance framework.
Recommendations for Recovery
Institutionalize Learning: Establishing mechanisms within government institutions for the systematic analysis and application of lessons from past corporate governance failures is paramount. This approach forms the bedrock of effective governance, enabling informed decision-making and sustainable progress.
Long-Term Planning: Encouraging the adoption of corporate governance policies and initiatives that prioritize sustainable development over immediate gains is essential. This approach can foster corporate stability, sound governance, and long-term economic progress.
Education Reform: Investment in education systems that emphasize critical thinking, ethical decision-making, and responsible corporate governance practices is imperative. Such reforms can nurture a generation capable of avoiding the pitfalls of corporate governance history and bolstering the nation’s economic prosperity.
Public Engagement: Fostering a culture of corporate accountability and transparency through the active participation of civil society is indispensable. This engagement empowers citizens to hold corporate entities accountable for their actions, thereby contributing to the nation’s corporate governance transformation.
The Book of Proverbs 24:16 (NIV) says “For though the righteous fall seven times, they rise again, but the wicked stumble when calamity strikes.” This verse emphasizes the resilience and wisdom of the righteous. It acknowledges that even the most righteous individuals may encounter failures or setbacks (“fall seven times”), but what sets them apart is their ability to rise again. The righteous learn from their mistakes, grow stronger, and continue to pursue the right path. this underscores the idea that failure is not the end but an opportunity for growth and improvement. It encourages us to persevere, learn from our failures, and continue to strive for righteousness and wisdom in our actions.
To conclude, Papua New Guinea’s persistent struggle with corporate governance challenges reveals a fundamental failure—a reluctance to learn from mistakes. As the nation grapples with rising national debts and stalled development after nearly five decades of independence, it is imperative that its leadership and citizens unite in cultivating a culture of learning from corporate governance failures. Drawing inspiration from renowned corporate governance principles and management insights, Papua New Guinea can break free from the chains of perpetual governance lapses and embark on a transformative journey towards a brighter economic future, underpinned by effective corporate governance practices.
Some 25 years ago I was teaching in Kainantu High School.
There was a lesson that I taught back then to my boys that have always followed me.
Korkore boys dorm was known for having the filthiest showers and ablution blocks. The headmaster, Mr Hompat tasked me the job as Kokore Dorm matron. I was to make the boys keep the ablution block clean as it was a mere 40 meters or so from the headmasters ( his) house.🤭🤭🙊
Upon inspection, I saw that the toilets were filled with sticks n stones. Long story short, I rolled my sleeves up put on some gloves n rubber boots and some containers of detergent and got the boys cleaning and washing down the ablution block.
After scrubbing all day Saturday the blocks smelled and looked presentable. I then told all the boys to come watch me as I did a mock example of how to sit, flush and use the toilet seat.
Then I had them all sit and also do mock example of using flush toilets.
I proceeded to teach them about the use of toilet paper, toothpaste, toothbrush and deodorant. I explained to them the need for laundry soap and bathing soap and what a shampoo is.
They simply did NOT KNOW…They needed to be taught.
Kokore dorm won the prize for best kept toilets.
Over the years I realized also that our children NEEDED to be taught more then just math science and english, they needed to be taught what it meant to be a “Papua New Guinean”..
You see there is no “Boot camp or summer camp or compulsory military camp”..
In other developed countries they have such “camps” where their young children are sent attend to be taught what it means to be an upstanding good citizen of honor and respect in their country. They are taught RIGHT and WRONG in terms of societal norms. They are “indoctrinated” on what it means to be loyal to their country and nationalism is groomed.
Prior to formal education, we only had the village community teach us. Many lessons in life was taught in the haus man and hausmeri.
Today we have nothing of this sort of “summer camp” the west have… we tried with boys and girls scouts…but that dilapated to nothing today..
We are teaching children to read and write BUT NOT TEACHING them to be valuable, grounded, ethically morally sound Papua New Guineans. We were not teaching or molding them to be personally developed as a sound minded individual. We were not equipping them to be mentally, emotionally socially capable of making sound decisions as responsible citizens.
We had and have an education system that failed to groom upstanding citizens of virtues of honesty, truthfulness, respect and honor.. we failed to raise thousands of honorable leaders to wisely lead our thousands of tribes.
We are raising emotionally estranged and angry young nation builders…who have no mechanisms in place to process their own frustrations in every aspect of life.
Our education system removed the hausman and haus meri rituals that for thousands of years held the fabric of our society intact. Our tribal obligations and tribal institutions of hausman and hausmeri and customs preceeding for example, the entry to manhood and womanhood, or entry to marriage or deaths or births were ingrained with morals and values passed down from generations that protected the tribe and set guidelines to societal norms.
What we are are seeing now is the tip of the iceberg of a massive degeneration of social codes and norms.
We are reaping what we sowed for 40 years.
We do not have the ability or the mechanisms in place within ourselves to deal coherently with stress, conflict or emotional tangles…
We need to mend ourselves from within..individually.
The rise of inequality in living standards, high cost of living, half baked educated population, corrupt leaders and cronies… coupled with our uncanny ability to “adapt, evolve, survive”… is leading to an unrest that will be overunned by Papua New Guineans with self made rules and laws based on a corrupt, malfunctioning societal norm.
We need to fix our hausman.. evolve the hausman and hausmeri … incorporate it into our modern education and ” indoctrinate” our youths on what it means to be a TRUE proud, loyal, honest, respectful and morally sound Papua New Guinean.
We need “mass propaganda” to spread and influence good morals and values.
We need to rebuild from within…we need mindset change.
We need to start beginning to raise and educate a thousand leaders for a thousand tribes.
The elections…this election has just triggered a massive Civil morally decayed unrest that cannot be contained easily as we are dealing with masses of troubled minds from years of progressive regressiveness.
We used to have corrupt candidates and corrupt Electerol officials…
This election the masses of voters have “evolved” to something else and even candidates and Electerol officers are baffled as to who is corrupt.
We have become a society gone dysfunctional and the elections was the trigger for nationwide social unrest.
I would like to advise our esteemed brothers and sisters using this platform to read with an open mind and appreciate the colossal nature of the structural damage done to the PNG economy and the urgent need for budget repair that awaits us all.
It will take another 50 years to clean this economic mess. This is not an hypothesis, it is real.
The only prosperous Island nation in the world that does not run a budget deficit is Singapore. This explains why they are ranked high on any development indices and enjoy a quality of life that is the envy of the world.
A nation that started with virtually nothing is now a global economic powerhouse. Just look at the capital valuations of all companies listed on the Singapore Stock Exchange. It demonstrates the gargantuan pull by Singapore on Foreign Direct Investment from all around the world.
There is a snippet posted on this forum with a video on the astute and a once in a generational leader called Lee Kwan Yew.
The blog offered by Kessy Sawang on the state of government Finance is NOT A JOKE. This is real and I hope sensible Papua New Guineans who are hoping to become MPs or just mere peripheral commentators realize the diabolical mess we are confronted with heading into the 2022 NGE.
Let me extrapolate on Kessy’s take and say without equivocation that Papua New Guineans have a high propensity to consume disposal income and possess a low net rating in personal savings. Coupled with the ravages of high inflation household income has been decimated right across the board.
No wonder wage concerns has propelled the Trade Union Congress to call for Ian Ling Stuckey’s sacking.
PNG wage earners will lose the value of their income and their personal savings if you print money. As you will appreciate, inflation will impose a tax on household savings destroying millions of lives.
The consequences of Budget deficits will only see prolonged monetary easing or the printing of artificial money to pay down debt and increase public expenditure.
The promise of such fictitious fiscal policy prescription pontificated by both O’Neill and Marape is that by increasing expenditure you expect to grow GDP, leading to increase employment and subsequently a corresponding increase in government revenues. This is called voodoo economics and it rarely works. It only leads to inflation and distorts price.
The illusion presented by government is that they will somehow pay down the debt and balance the budget according to an artificial timeline. That’s the genius of Ian Ling Stuckey and that will fail.
The Singapore model is proof positive that such a policy prescription is for fools and lunatics who live in utopia. The real beneficiaries of such a stupid approach in fiscal management is the thieves who thrive on procurement fraud, commissions and kick backs.
There is no time to take sides. Whether it is Peter O’Neill or James Marape’s mess we just have to deal with the repair work post 2022 NGE.
We just don’t have time to point fingers because they have dug a hole deeper than your usual 6 feet and forgot to throw down an escape ladder for us to get out. Now we face the real prospect of climbing out by stepping on the bodies of our own children to save ourselves.
The problems are real and whoever goes into Parliament will either fix the mess or excercebate the current economic mess. There is no magic wand we can wave for this present contagion to disappear unless we have some celestial insight to write all the wrongs of the past.
To my fellow brothers and sisters on the EB forum your endeavors to help arrest the deplorable state of government finance will be tested by the party you associate with or the personalities you gravitate towards.
The simple test for economic stability is when 1 kg rice is K1, Ox and Palm is K5, Lamb Flaps is K10 per kg and 1 litre cooking oil is K3. Better still, when university tuition fee is subsidized by 50% regardless of the prestigious nature of the discipline or course and when graduates don’t look for jobs but jobs go looking for them.
Furthermore, a stable economy is when the value of the kina is on par with the currencies of our major trading partners and its convertability is widely accepted will be an important marker.
The signs of a great economy is when our Papua New Guinean bricklayers, electricians, tile layers, builders, painters, plumbers, mechanics, engineers have a thriving SME sector, providing real employment and much needed liquidity into the economy.
By subsidising the high cost of retail banking placed upon our small businessmen and women and small depositors who can enjoy the real benefits of personal savings and secure cheaper bank loans without the high capital ratios currently imposed by the commercial banks.
We must look beyond the fraud presented by political parties and move beyond the cult worship of a politician masquerading as leader who promises everything but delivers nothing.
Leadership is accentuated by a correct vista, or a vision for a better future, and the moral courage to deliver on that promise regardless of the negative noise around which sometimes can be distracting.
PNG remains a construction of Australia and this baby was given to Somare to raise, nurture and wean into a strong vibrant adult. Yet it remains an infant in the simpler things of life – honesty, integrity, hardwork, love, compassion, respect and personal dignity.
PNG is turning out to be an abandoned child left destitute or an outcast for lack of a better word. It is encumbered on every Papua New Guinean and especially the EB community to rise up and restore this child to the vestige that once endeared Somare and his comrades to seek the fortunes of self determination and independence.
Eastern Highlands must once again reassert its pledge to this nation held so valiantly by the Late Grand Chief Sir Michael Thomas Somare and provide a fulcrum where good governance and empathy for all people must cancel out the insiduous disease of “mi kaikai pastaim na yu na meri pikinini blo yu bai kaikai bihain.”
May God bless Papua New Guinea and my personal congratulations and best wishes to all our brothers from Kassam Pass to Kuli Gap who have secured their endorsements from political parties for the 2022 NGE.
Mother’s Love – Meri Nambis Married into Highlands Humiliated by her Husband & Family but she Bear the Pain & Raised her kids alone as her husband remarry wives, She send her kids to School & at last she passes on.
By Jeffrey
My mother was always called a “meri nambis” by my people ever since I was old enough to remember. Growing up, I started noticing how different she was from my Aunties and Grandma. She had longer hair, was slimmer and was more fragile, I guess.
I started realising that unlike all the other women who had married into our “Haus line” she was the only one who seemed to have no relatives nearby. It was only when I was in Grade 5, that I understood that her family were far away in a place called Port Moresby.
You see, she was still in school when dad married her and stole her away to his village. She was really Beautiful, and i was always so proud of her because she had the longest hair and was the best cook in the village. There were times the village leaders or the church leaders would come asking her to cook during big gatherings at the village or at the Church and besides she was the only women who could speak the white mans language in the village so the Catholic French Preist would always greet us and talk with mum. In those moments, i remeber i would be filled with pride that mama could speak their language.
Mama and Papa had five kids, three girls and two boys but l was Mama’s favourite and her best freind. I was her first born son. Years came and went, dad’s business grow and soon he stopped coming home. We’d sit in the Kunai house, around the fire and wait for him, me and mama. I’d see the pain in her eyes but she’d just smile and tell me dad was probably really busy. A month later, we heard, dad had married a women from the neighboring village, who had a well connected family in the area.
But mama just stayed, she made Kaukau gardens with the other women in the village and would sell them on the roadside to buy our oil and salt or occassionly our school stuff despite dad been a business man because it seemed like papa had forgotten us.
A couple of months later, my dad’s sister came to the house and told us that Dads New wife had given birth to a son. I saw the pain in Mama’s eyes but she smiled at me and said hurry let’s go meet your new brother. So we went to the hospital, and there he was, an ugly looking baby laying in that other woman’s arms. Mama just wernt and took the baby from her and welcomed her to our home where she became our second mama. Soon after dad came back home too.
A few months later, he built two new houses, one for mama and one for the other woman. Soon things were normal again despite the fact that we now had two mothers and a new younger brother. But than things started changing. The more Dads Business grew, he became a leader and was well respected.
And as a leader, he would kill pigs and make feasts for almost every little thing.
Everytime dad hosted a feast, mama and i would just stand on the side, while dads second wife and her family would bring pigs to support him. Soon papa’s family started rejecting mama coz she could not support papa with pigs, she had no uncles or brothers nearby to come and support her. I could see the pain in her eyes during those times but she’d just smile.
After that papa stopped giving us money, he stopped coming to our house. Everytime, his second Wife and his sisters would accuse mama of using marila to lure him. Sometimes they would gang up and beat mama. After several incidents, papa stopped coming to us.
He became a drunkard and a womanizer marrying three other women.. Everytime they would fight, the second wife and the other three, mama would just watch and walk away.
She had no family there, but she’d make gardens and sell the produce, she washed the local French Preist clothes and cleaned his house, she sewed dresses for little girls and sold ice block at my school. Every day of her life, she worked to ensure me and my four siblings had food, clothes and school supplies.
And Every night she’d tell us of her village, of the dark blue sea and the white sandy beach. She’d tell us to go to school so that we can work and one day purchase her ticket to return home.
When my sister’s were older, being girls, they were taken care of by our uncles who paid for their school fees, bought their clothes and gave them money because they would one day claim bride price payments from their husbands. My two sisters lived With our uncles. So it was just mama, me, my younger brother and our youngest sister.
My younger brother dropped out of school in Grade 10 the same year i was accepted to Unitech (Universityy of Technology) but together, he and mama raised funds to pay for my school fee. I was a Somalia, no room, no meal card, I used to sleep in the lecture halls.
Someday, I used to go hungry for days. When I was doing my fourth year, my little brother moved to Lae. He sold betelnuts on the roadside and every afternoon would buy me food. Then we were able to rent a little room, i continued my study, he continued to sell betelnut.
Once in a while, our uncle & aunty used to send us money. Sometimes Mama would send us money. But it seemed papa had completely forgotten us. After completing my education, we went back up to the village to see mama as she and my younger sister had been living alone for a long time.
A few months later, mama sent me back to Lae a week before graduation.. she was crying that morning at the Bustop as she could only afford to buy me a red shirt that i still keep it even day. She couldnt come as she couldnt afford the bus fare and the accomodation fee in Lae.
On graduation day, I was embarrassed to see my Papa came with his latest wife.I was angry, and thought to myself, why didn’t he bring mama. But I am a Highlander, I was raised to respect my father, to love him no matter what and to know that he is the law and everything he does is right. So l swallowed the anger.
When my name was called to receive the Chancellor’s award, he beamed with pride and later that evening he bought us beer to celebrate as his new wife cooked a feast for us. The next day i was offered a job in Port Moresby and father sent me down to Port Moresby to take up the job, I didn’t get to see mama or say Goodbye to her.
Two years I worked, every pay day I sent money for my mama and my little brother who chose to stay in Lae. I would ask her, should i buy her ticket but she’d tell me, wait the girls haven’t left the nest yet.
One day, i got a call from the Catholic Preist, in those days there was no mobile phone, so he called me at my workplace and said that Mama had collapsed and that she didn’t have much time left.
The last two years, while working in Pom. MUM had cancer. And she never told us. She never told me and my brother.
I flew up to Lae, and my younger brother And I drove up all night. We got home, just when dawn was breaking. Whilst driving I could see Mt Giluwe was still covered in mist and I had this feeling, somehow I knew that Mama would be gone with the mist and I had to hurry.
When I arrived in our home, mama was lying next to the fire, she was so thin, so small, I couldn’t recognize her. I picked her up like a child, just like she used to pick me up, and I could see the pain in her eyes but just like always, she smiled.
She told us, one very last time again, of her home, where the sea was dark blue and the sand so white. I kept crying, telling her, why didn’t she come when I wanted to send her the ticket. Why didn’t she go home & see her people? All those years, When papa started bringing new wives home, why didn’t you go home?
The sun was starting to rise by than, papa came running in, tried to take her from me, but i held my mama, i was ready to defy culture and beat him up and he saw it in my eyes and took a step back.
But than i heard mama’s hoarse whisper. My brother and i held her, carried her in our arms and she told us that she will be gone.
When you were young, I did leave, I wanted to go back to my home. I went as far as Goroka, but i couldn’t get on the plane. I couldn’t leave you behind. So i came back. Many times i thought of leaving, but you, five needed me.
Though my heart was broken and i was in a place where i had no family to lean on, i couldnt leave my babies. My husband cheated on me but i am still a mother, he beat me, he humiliated me, he brought more women into our marraige but I am still a mother and Son, i have no regrets. Because i have raised you all and can now go in peace knowing that you all will be fine. Love your papa, love your step mothers and remember their children are your siblings too.
I was sobbing by than, I was losing my mind, I carried her out and tried to will my life into her, my strength into her, but the mist started to clear as the sun rose and mama asked us to recite Psalms 23, but in the middle of the recital my beatuful mama, “meri nambis” left to be with the Lord.
We buried her in our village, where the wild sun flowers grew. And every year, when I visit her grave, I bring a bottle of sand with me to pour on her grave. She left her dark blue sea, and white sandy beach and despite the hardship, chose to stay in the cold mountains to raise us. I am who l am today because of a meri nambis who chose to stay.
Today, Jeffrey and his wife have helped repartriate close to 12 meri nambis who were trapped in violent, polygamy marriages back to their home provinces. Being the down to earth person he is, both Jeffrey and his wife have done all this alone and without media Coverage.
Jeff’s youngest sister is a nurse and his brother is a business men in Lae, employing over 200 Papua New Guineanns. The two older sisters have since married and have their own families. Both reside in the village.
Jeff’s father died two years after his mum, and is buried next to her in their village up on the blue misty mountains.
Nurturing Personal Growth: A Young Person’s Practical Roadmap Based on Jim Kwik’s Teachings and Biblical Wisdom
Jim Kwik, a renowned expert in memory improvement and accelerated learning, has imparted valuable teachings that empower individuals to enhance their cognitive abilities and achieve personal growth. This essay delves into six of Jim Kwik’s key teachings, highlighting their significance and practical applications in our lives.
Pic1- Some of the Authors students outside the Salvation Lab at Wabag Secondary School in 2006
Young people can embark on a transformative journey toward personal growth and success by melding Jim Kwik’s teachings with practical applications. This comprehensive guide will explore these teachings and provide real-life examples and activities while also addressing the challenges posed by computer games and social media.
In the vibrant landscape of Papua New Guinea, Young people can embark on a transformative journey toward personal growth and success by melding Jim Kwik’s teachings with practical applications and timeless wisdom from the Bible. This comprehensive guide will explore these teachings and provide real-life examples and activities while drawing parallels to biblical passages that reinforce their significance.
I. The Power of Visualization:
Jim Kwik emphasizes the profound impact of visualization on memory enhancement. He encourages individuals to create vivid mental images to facilitate effective information retention. Visualization is a cognitive tool that taps into our brain’s innate ability to process images. By vividly picturing concepts, data, or facts, we engage our brains more deeply and make information more memorable. Through this technique, individuals can enhance their learning and recall abilities, making it a potent tool for academic success, professional development, and personal growth.
The emphasis on visualization is a powerful tool for young people. To illustrate, when learning about history, they can create mental images of key events and historical figures. Visualizing these elements can deepen understanding and improve memory retention. This technique can also be applied when studying geography or natural sciences, where imagining maps, ecosystems, or geological formations enhances learning.
Biblical Wisdom (Proverbs 29:18): “Where there is no vision, the people perish.”
This verse emphasizes the importance of having a vision or a mental image of one’s goals and aspirations. In our context, visualizing your dreams and academic pursuits aligns with this biblical wisdom. By creating vivid mental images of your desired achievements, you follow the guidance of Proverbs 29:18 and set a clear direction for your future.
II. The 3 “Rs” of Learning:
Jim Kwik’s three pillars of effective learning—Reading, Recall, and Review—provide a structured approach to absorbing and retaining information. “Reading” involves the initial exposure to knowledge, “Recall” activates our memory by testing what we’ve learned, and “Review” reinforces retention through repetition. This method fosters efficient learning and ensures that knowledge becomes ingrained in our long-term memory. Implementing these principles can transform the way we acquire and apply new information, contributing to ongoing self-improvement.
Beyond the traditional “Reading, Recall, and Review,” Young people can expand their learning by engaging in teaching activities. Sharing their knowledge with peers or helping younger students with homework solidifies their own understanding while fostering a sense of responsibility and leadership. Additionally, technology can be harnessed through note-taking apps, online study groups, and educational websites to supplement their learning experience.
Biblical Wisdom (Proverbs 9:9): “Give instruction to a wise man, and he will be still wiser; teach a righteous man, and he will increase in learning.”
This passage highlights the value of learning and being open to instruction. Our young people can relate this to the “3Rs” of learning, where not only do they acquire knowledge but also share it with others. Teaching their peers and assisting younger students aligns with the biblical idea of increasing in learning through instruction and collaboration.
III. “Knowledge is not power; it’s potential power”:
This mantra by Kwik challenges the common belief that knowledge alone leads to success. Instead, he highlights the importance of applying knowledge effectively. Knowledge becomes a powerful tool when we translate it into action and implement it in our daily lives. This teaching underscores the need to bridge the gap between knowing and doing, transforming potential into tangible results.
In Papua New Guinea’s dynamic environment, young people can practically apply their knowledge by initiating community projects. For example, after learning about sustainable farming practices, they can collaborate with local farmers to implement these techniques. This not only benefits the community but also allows them to witness firsthand the transformational potential of knowledge.
Biblical Wisdom (James 1:22): “But be doers of the word, and not hearers only, deceiving yourselves.”
James 1:22 underscores the importance of applying knowledge rather than merely hearing it. You can heed this advice by actively using your acquired knowledge for the betterment of your community, aligning with Jim Kwik’s teaching. By translating what you’ve learned into practical actions, you embody the biblical principle of being doers of the word.
IV. “You are the average of the five people you spend the most time with”:
Drawing from Jim Rohn’s wisdom, Jim Kwik underscores the profound influence of our social circles on personal growth and development. Our associations shape our mindset, behaviours, and aspirations. To thrive, we must surround ourselves with individuals who inspire and support our goals. This teaching prompts self-reflection and encourages intentional relationships that nurture personal development.
Choosing the right peer group is paramount to personal growth. You can actively seek out clubs or organizations aligned with their interests and aspirations. The Adventist Church has a structured program to facilitate this environment. These groups can provide valuable support, mentorship, and shared goals. By selecting peers who inspire them, young people can elevate their personal development.
Biblical Wisdom (Proverbs 13:20): “Walk with the wise and become wise, for a companion of fools suffers harm.”
This proverb emphasizes the impact of one’s companions on their character and choices. Choosing wise and positive peers aligns with biblical guidance and Jim Kwik’s teaching. By surrounding yourselves with those who inspire and uplift, you can navigate personal growth guided by both sources of wisdom.
V. “A superhero is just someone who found out I forgot to take my cape off”:
This playful quote by Kwik celebrates the latent potential within each of us. It reminds us that we all possess untapped abilities and talents. Discovering and harnessing these talents is akin to donning a superhero’s cape. This teaching inspires self-belief, encouraging individuals to explore their hidden potential and pursue their dreams fearlessly.
Young people can embrace their unique talents and passions as a means of personal growth. For instance, if a You possesses artistic skills, you can use your art to depict the beauty and challenges of their community. This not only hones their abilities but also raises awareness about local issues.
Biblical Wisdom (1 Peter 4:10): “Each of you should use whatever gift you have received to serve others, as faithful stewards of God’s grace in its various forms.”
This biblical verse encourages individuals to use their gifts and talents to serve others. It means, you can relate this to Jim Kwik’s teaching about embracing your unique abilities. Whether it’s artistic talent or a knack for storytelling, you can utilize these gifts to contribute positively to your community and align with the biblical principle of serving others.
VI. “Your brain is like a supercomputer, and your self-talk is the program it will run”:
Jim Kwik underscores the pivotal role of positive self-talk in unlocking the full potential of our brains. Our thoughts and inner dialogue shape our beliefs, attitudes, and actions. By cultivating a positive and growth-oriented mindset, we can reprogram our mental “software” to achieve extraordinary results. This teaching serves as a constant reminder of the power of self-affirmation and its impact on our achievements.
Positive self-talk is crucial, especially in the face of adversity. You can create daily affirmations to reinforce their goals and capabilities. When confronted with obstacles, these affirmations serve as a mental shield, empowering them to overcome challenges with resilience and determination.
Biblical Wisdom (Philippians 4:8): “Finally, brothers and sisters, whatever is true, whatever is noble, whatever is right, whatever is pure, whatever is lovely, whatever is admirable—if anything is excellent or praiseworthy—think about such things.”
Philippians 4:8 encourages positive and constructive thoughts. You can apply this by practicing positive self-talk, as advocated by Jim Kwik. By aligning your thoughts with what is true, noble, and praiseworthy, you reinforce your mental programming in line with biblical wisdom.
Additional Texts from the Bible and Lessons from Dr. Ben Carson’s Book – Gifted Hands
1. Ephesians 5:15-16 (NIV):“Be very careful, then, how you live—not as unwise but as wise, making the most of every opportunity because the days are evil.”
This verse encourages you to make wise choices with your time, including how you use technology. It emphasizes the importance of using opportunities wisely and avoiding distractions. According to his bestselling book “Gifted Hands”, Dr. Ben Carson’s journey underscores the importance of making the most of one’s opportunities. Despite facing numerous challenges, he used his God-given talents and worked diligently to excel in the medical field. You too can apply this biblical wisdom by recognizing your own gifts and talents and using them wisely to overcome obstacles and achieve your goals.
2. 1 Corinthians 10:23 (NIV): “I have the right to do anything,” you say—but not everything is beneficial. “I have the right to do anything”—but not everything is constructive.
This verse reminds young people to consider whether their use of technology, including games and social media, is beneficial and constructive or if it’s merely a distraction. Dr. Carson’s life story highlights the significance of constructive choices. He made deliberate decisions to focus on his education and career, avoiding distractions that could have derailed his path. You too can apply this biblical principle by evaluating whether their use of technology, including games and social media, contributes constructively to their personal growth and aspirations.
A statement from the Pen of Inspiration
Ellen G. White, a prominent figure in the Seventh-day Adventist Church, provided insights on managing distractions and using time wisely. While not specifically addressing technology, her teachings on time management and self-control can be applied in the context of responsible technology use.
“In order to let our minds revert to old habits and former practices, and allow Satan to interfere with our plans, we must indulge in vain and unprofitable conversation, and give place to foolish thoughts and trifling, frivolous words. Then we give ourselves into the hands of the enemy. We could not take this course if we were fully consecrated to God, for His Spirit would impress the mind, and the love of Jesus would lead us to a different course.” (Ellen G. White, “Mind, Character, and Personality,” Vol. 2, p. 695)
This statement by E.G White underscores the importance of maintaining a consecrated and focused mindset. You can apply this by avoiding vain and unprofitable activities, including excessive use of technology for entertainment, and instead focus on activities that align with your goals and faith.
Dr. Carson’s dedication to his studies and his unwavering faith exemplifies a consecrated and focused mindset. He overcame challenges and achieved remarkable success by maintaining a strong sense of purpose and dedication. The above statement by E.G. White resonates with Dr. Carson’s commitment to avoiding distractions and focusing on meaningful pursuits. You too can draw inspiration from his story and strive to stay consecrated to their goals and faith.
Incorporating these biblical teachings and Ellen G. White’s insights into their lives, young people in Papua New Guinea can find valuable guidance from “Gifted Hands” and apply the principles of personal responsibility, self-discipline, and the wise use of their God-given gifts to navigate their own paths to success and personal growth.
Tips on Managing Distractions from Computer Games and Social Media:
In a world where technology can be both a blessing and a distraction, young people should adopt responsible technology use. They can allocate specific time blocks for leisure activities like gaming and social media while maintaining discipline to stay within those limits. It’s essential to be mindful of the content they consume, ensuring it contributes positively to their mindset and goals. Engaging in open discussions with peers and trusted adults about responsible technology use can provide valuable insights and accountability.
Conclusion:
Jim Kwik’s teachings provide a roadmap for personal growth and success. From harnessing visualization to applying knowledge and choosing our social circles wisely, these principles offer actionable strategies for individuals seeking to unlock their potential. Embracing these teachings can empower us to navigate the complexities of life with confidence, resilience, and a commitment to continuous improvement. Coupled with responsible technology management, these strategies empower young people to excel and thrive while avoiding distractions that hinder their progress.
By integrating Jim Kwik’s teachings with biblical principles, young people in Papua New Guinea can embark on a holistic journey of personal growth and success. They will not only gain practical insights for their development but also draw upon timeless wisdom to guide their actions and choices. This synergy between modern wisdom and biblical guidance empowers them to thrive while remaining rooted in their values and faith.
About the Author:Meck Minnala is a trained educator with post graduate qualifications form USQ in Learning & Development and is also an avid knowledge seeker and contributor. He has authored a number of published and unpublished articles.
Balcony Perspectives 