DOCSLIB.ORG

MHI in PNG Lessons Learned to Inform Good Practice

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text

Load more

Mining Health Programs in Papua New Guinea Lessons Learned to Inform Good Practice Submitted to AusAID by Mining Health Initiative (Montrose and Health Partners International) June 2013 CONTENTS Contents ......................................................................................................................................... 2 List of Acronyms ............................................................................................................................. 4 List of Tables ................................................................................................................................... 6 List of Figures .................................................................................................................................. 6 Executive Summary ......................................................................................................................... 7 1 Introduction .............................................................................................................................. 9 1.1 Background and context ...................................................................................................................... 9 1.2 Risks and opportunities linking mining and health ............................................................................. 9 2 Overview of mining in PNG ..................................................................................................... 10 3 Overview of health in PNG ...................................................................................................... 12 3.1 Overview ............................................................................................................................................ 12 3.2 Key issues and challenges faced by the health sector ....................................................................... 13 4 Governance and regulatory framework .................................................................................. 15 4.1 Institutional infrastructure ................................................................................................................ 15 4.2 The health and mining regulatory frameworks ................................................................................. 15 4.2.1 Overall direction ......................................................................................................................... 15 4.2.2 Key laws and regulations ............................................................................................................ 16 4.3 Governance of mining revenue ......................................................................................................... 18 4.3.1 Royalties ...................................................................................................................................... 18 4.3.2 Taxes ........................................................................................................................................... 18 4.3.3 Tax Credit Scheme ...................................................................................................................... 18 4.3.4 Sovereign Wealth Fund ............................................................................................................... 19 4.3.5 Extractive Industry Transparency Initiative ................................................................................ 19 4.4 Stakeholder consultation and coordination ...................................................................................... 20 4.4.1 Mine approval and the development forum process ................................................................. 20 4.4.2 Agreements ................................................................................................................................. 21 4.5 Decentralisation to Provincial Level .................................................................................................. 21 4.6 Challenges in implementing the regulatory framework ................................................................... 21 4.6.1 Out-dated regulatory framework ............................................................................................... 21 4.6.2 Roles, responsibilities and capacity of provincial and local government ................................... 22 4.6.3 MRA capacity constraints ........................................................................................................... 23 4.6.4 Buy-in from other government departments ............................................................................. 23 4.6.5 Lack of standard procedures and guidelines .............................................................................. 23 4.6.6 Lack of NDOH involvement ......................................................................................................... 23 4.6.7 Mismatch between legal commitments and budgetary space ................................................... 24 4.6.8 Limits on use of Sovereign Wealth Fund resources .................................................................... 24 4.6.9 Regulation of small-scale mining ................................................................................................ 24 5 Mining health programming in practice .................................................................................. 26 5.1 Reasons for investing in health ......................................................................................................... 27 5.2 Assessment, planning and financing ................................................................................................. 28 5.2.1 Health needs and impact assessment ........................................................................................ 28 5.2.2 Planning ...................................................................................................................................... 29 5.2.3 Financing ..................................................................................................................................... 30 5.3 Stakeholder consultation and coordination ...................................................................................... 30 5.3.1 Stakeholder consultation ............................................................................................................ 30 2 5.3.2 Coordination ............................................................................................................................... 31 5.4 Partnerships ....................................................................................................................................... 32 5.5 Provincial and Local Government ...................................................................................................... 33 5.6 Monitoring progress and evaluating impact ..................................................................................... 35 5.7 Exit strategies and sustainability ....................................................................................................... 36 6 Lessons learned and recommendations .................................................................................. 38 6.1 Lessons learned ................................................................................................................................. 38 6.1.1 Program design ........................................................................................................................... 38 6.1.2 Sustainability ............................................................................................................................... 39 6.1.3 Key challenges ............................................................................................................................. 39 6.1.4 Opportunities .............................................................................................................................. 40 6.2 Recommendations ............................................................................................................................. 41 7 Bibliography ............................................................................................................................ 43 8 Annexes .................................................................................................................................. 48 8.1 Annex 1. List of individuals contacted ............................................................................................... 48 8.2 Annex 2. Case study summary – Ok Tedi........................................................................................... 50 8.3 Annex 3. Case study summary – Lihir Gold Mine .............................................................................. 60 8.4 Annex 4. Additional information on governance and regulatory Issues ........................................... 69 8.5 Annex 5. Other health mining programs and partnerships in PNG ................................................... 72 3 LIST OF ACRONYMS ADB Asian Development Bank AusAID Australian Agency for International Development BCL Bougainville Copper Limited CHW Community Health Workers CHS Christian Health Services CSR Corporate Social Responsibility DHO District Health Office DHS Demographic Health Survey DNP&M Department of National Planning and Monitoring DOM Department of Mining DMPGM Department of Mineral Policy and Geohazard Management DOPE Department
Recommended publications
  • Molecular Evidence of Drug-Resistant Tuberculosis in the Balimo Region of Papua New Guinea

    Molecular Evidence of Drug-Resistant Tuberculosis in the Balimo Region of Papua New Guinea

    Tropical Medicine and Infectious Disease Article Molecular Evidence of Drug-Resistant Tuberculosis in the Balimo Region of Papua New Guinea Tanya Diefenbach-Elstob 1,2,*,‡, Vanina Guernier 2,†,‡, Graham Burgess 1 , Daniel Pelowa 3, Robert Dowi 3, Bisato Gula 3, Munish Puri 1, William Pomat 4, Emma McBryde 2, David Plummer 1, Catherine Rush 1,2 and Jeffrey Warner 1,2 1 College of Public Health, Medical and Veterinary Sciences, James Cook University, Townsville 4811, Australia; [email protected] (G.B.); [email protected] (M.P.); [email protected] (D.P.); [email protected] (C.R.); [email protected] (J.W.) 2 Australian Institute of Tropical Health and Medicine, James Cook University, Townsville 4811, Australia; [email protected] (V.G.); [email protected] (E.M.) 3 Balimo District Hospital, Balimo 336, Papua New Guinea; [email protected] (D.P.); [email protected] (R.D.); [email protected] (B.G.) 4 Papua New Guinea Institute of Medical Research, Goroka 441, Papua New Guinea; [email protected] * Correspondence: [email protected] or [email protected] † Current address: Geelong Centre for Emerging Infectious Diseases, Deakin University, School of Medicine, Geelong 3220, Australia ‡ These authors contributed equally to this work. Received: 29 January 2019; Accepted: 8 February 2019; Published: 10 February 2019 Abstract: Papua New Guinea (PNG) has a high burden of tuberculosis (TB), including drug-resistant TB (DR-TB). DR-TB has been identified in patients in Western Province, although there has been limited study outside the provincial capital of Daru.
  • Submission No. 7 (Pacific Health) If

    Submission No. 7 (Pacific Health) If

    Submission No. 7 (Pacific Health) if Submission to the House of Representatives Standing Committee on Health and Ageing on Western Province Torres Strait: Cross Border Health Issues PURPOSE To propose a long term systemic approach to addressing health issues in Western province to reduce risks and impacts of cross border health issues on the health and well-being of Torres Strait Islander and Aboriginal people of the Torres Strait region. KEY POINTS The major health risks in the border area include: » Tuberculosis, including multi-drug resistant TB; • Sexually transmitted infections and HIV and AIDS; « Vector borne disease including malaria, Japanese Encephalitis and Dengue; • Immunisable diseases; and, • Avian Influenza. There is no short term "quick fix" for the health services in Western Province. A long term perspective must be taken. The level of resources to control the health issues of concern cannot be underestimated and will require a "whole of system" approach. Specifically the major challenges are: • There is no stable well functioning health centre in the Treaty Area and difficulties remain in retaining health staff in these areas; • TB is a growing problem and no major program of activity is schedule till 2010. Multi-drug resistant TB is an emerging problem in this area; « Malaria Bed Net Distribution Programs have stalled; • There are high reported rates of STIs and HIV and limited control programs; • The PNG government drugs and supply program does not ensure deliveries of essential drugs to the province; • There is no
  • OK-FLY SOCIAL MONITORING PROJECT REPORT No

    OK-FLY SOCIAL MONITORING PROJECT REPORT No

    LOWER FLY AREA STUDY “You can’t buy another life from a store” OK-FLY SOCIAL MONITORING PROJECT REPORT No. 9 for Ok Tedi Mining Limited Original publication details: Reprint publication details: David Lawrence David Lawrence North Australia Research Unit Resource Management in Asia-Pacific Program Lot 8688 Ellengowan Drive Research School of Pacific and Asian Studies Brinkin NT 0810 Australian National University ACT 0200 Australia John Burton (editor) Pacific Social Mapping John Burton (editor) 49 Wentworth Avenue Resource Management in Asia-Pacific Program CANBERRA ACT 2604 Research School of Pacific and Asian Studies Australia Australian National University ACT 0200 Australia Unisearch PNG Pty Ltd Box 320 UNIVERSITY NCD Papua New Guinea May 1995 reprinted October 2004 EDITOR’S PREFACE This volume is the ninth in a series of reports for the Ok-Fly Social Monitoring Project. Colin Filer’s Baseline documentation. OFSMP Report No. 1 and my own The Ningerum LGC area. OFSMP Report No. 2, appeared in 1991. My Advance report summary for Ningerum-Awin area study. OFSMP Report No. 3, David King’s Statistical geography of the Fly River Development Trust. OFSMP Report No. 4, and the two major studies from the 1992 fieldwork, Stuart Kirsch’s The Yonggom people of the Ok Tedi and Moian Census Divisions: an area study. OFSMP Report No. 5 and my Development in the North Fly and Ningerum-Awin area study. OFSMP Report No. 6, were completed in 1993. I gave a precis of our findings to 1993 in Social monitoring at the Ok Tedi project. Summary report to mid- 1993.
  • PNG's Ok Tedi, Development and Environment

    PNG's Ok Tedi, Development and Environment

    Parliamentary Research Service PNG's Ok Tedi, Development and Environment Paul Kay Science, Technology, Environment and Resources Group 19 September 1995 Current Issues Brief NO.4 1995-96 Contents Major Issues 1 Background to Ok Tedi 3 Discovery and Development 5 Geology and Mining 8 The Economic Impact ofOk Tedi 9 Environmental Issues 12 Legal Challenges 14 Endnotes 16 Tables Table 1 : Comparison of the Fly River with Other Recognised Systems 14 Figures Figure 1 : Ok Tedi - Locality Maps 4 Figure 2 : Original Ok Tedi Ore Body and Mount Fubilan 6 Figure 3 : Ok Tedi Locality Map 6 PNG's Ok Tedi, Development and Environment Major Issues The Ok Tedi mine commenced operations on 15 May 1984, bringing tremendous change to the Western Province of Papua New Guinea (PNG). On a national level. PNG depends on the mine for 15.6 per cent of export income, royalty and taxation payments. Regional development ofthe Western Province ofPNG has been facilitated by the Ok Tedi mine and the development ofthe mine has accrued substantial benefits to the local people. The mine has created employment and business opportunities along with education options. Through the provision of medical services, people in the mine area have experienced decreased infant mortality. a decreased incidence of malaria and an average 20 year increase in life expectancy.' Some 58 million tonnes of rock are moved each year at Ok Tedi by means of open cut mining techniques. Of this, 29.2 million tonnes of ore are recovered per annum while the remainder is overburden or associated waste. The result ofthis production is about 589000 tonnes of mineral concentrate, which is exported to markets in Asia and Europe.
  • Terra Nugax and the Discovery Paradigm: How Ok Tedi Was Shaped

    Terra Nugax and the Discovery Paradigm: How Ok Tedi Was Shaped

    Terra nugax and the discovery paradigm: how Ok Tedi was shaped by the way it was found and how the rise -­ of political process in the North Fly took the company by surprise " John Burton The Ok Tedi litigation crisis is a topic that defies compression: at least live books Oackson 1982,1993; Browne et al. 1983; Pintz 1984; Hyndman 1994) and one PhO (Anere 1993) described the project as it was even before the crisis emerged. Before I give my version of these events, the avenues of discussion can be narrowed down considerably if common ground can be established. There has been a real crisis genera ted by the Ok Tedi mine, which was acutely feit as an environmental disaster by people in the Ok Tedi impact area­ predominantly, but not only, by the people of the Alice River. It was experienced by the mine operator as a threat so serious as to jeopardise the worthof continuing the project, and as corporate pain so acute to Bill,the principal shareholder and target of the court cases, that it would go to considerable lengths not to repeat them. Establishing this common ground is necessary for two reasons. First, I frequently meet people who, disagreeing with the basic facts of thecase, believe the crisis was in some way the product of mischievous forces bent on interfering with the legitimate company-government relations. Second, if the crisis was an illusion, my chapter is rendered largely worthless; if nothing happened, seeking out historical turning points and overlooked opportunities of averting crisis is not a meaning­ ful exereise to have undertaken.
  • Strategy Delivery Growth

    Strategy Delivery Growth

    Rio Tinto 2009 Annual report Rio Tinto Financial calendar Strategy 2010 14 January Fourth quarter 2009 operations review 11 February Announcement of results for 2009 24 February Rio Tinto plc and Rio Tinto Limited shares and Rio Tinto plc ADRs quoted “ex-dividend” for 2009 fi nal dividend Delivery 26 February Record date for 2009 fi nal dividend for Rio Tinto plc shares and ADRs 2 March Record date for 2009 fi nal dividend for Rio Tinto Limited shares 11 March Plan notice date for election under the dividend reinvestment plan for the 2009 fi nal dividend 1 April Payment date for 2009 fi nal dividend to holders of Ordinary shares and ADRs Growth 15 April Annual general meeting for Rio Tinto plc 15 April First quarter 2010 operations review 22 April Annual general meeting for Rio Tinto Limited A focused and 14 July Second quarter 2010 operations review 5 August Announcement of half year results for 2010 integrated strategy 11 August Rio Tinto plc and Rio Tinto Limited shares and Rio Tinto plc ADRs quoted “ex-dividend” for 2010 interim dividend 13 August Record date for 2010 interim dividend for Rio Tinto plc shares and ADRs 17 August Record date for 2010 interim dividend for Rio Tinto Limited shares Excellence in 18 August Plan notice date for election under the dividend reinvestment plan for the 2010 interim dividend 9 September Payment date for 2010 interim dividend to holders of Ordinary shares and ADRs operational delivery 14 October Third quarter 2010 operations review 2011 Positioned for growth January Fourth quarter 2010 operations review February Announcement of results for 2010 Useful information and contacts Registered offi ces Investor Centre Rio Tinto Limited Rio Tinto plc To fi nd out more about Investor Centre, go to Computershare Investor Services Pty Limited 2 Eastbourne Terrace www.investorcentre.co.uk/riotinto GPO Box 2975 London Holders of Rio Tinto American Melbourne W2 6LG Depositary Receipts (ADRs) Victoria 3001 Registered in England No.
  • Consultation Document

    Consultation Document

    Leaving behind a better future Porgera Joint Venture Porgera Mine Closure Consultation Document December 2002 Leaving behind a better future Porgera Mine Closure Consultation Document December 2002 CR 257_44_v3 NSR Environmental Consultants Pty Ltd NSR Environmental Consultants Pty Ltd Porgera Joint Venture Unisearch Limited 124 Camberwell Road P.O. Box 484 UNSW, Rupert Myers Building Hawthorn East, Victoria 3123 Mt Hagen Gate 14, Barker Street Australia Papua New Guinea Sydney, NSW 2052 Australia Tel: 61 3 9882 3555 Tel: 675 547 8200 Tel: 61 2 9385 5555 Fax: 61 3 9882 3533 Fax: 675 547 9579 Fax: 61 2 9385 6524 Published by © Porgera Joint Venture 2002 Acknowledgements: Chapter 1 Porgera Joint Venture NSR Environmental Consultants Pty Ltd Chapter 2 Porgera Joint Venture NSR Environmental Consultants Pty Ltd Chapter 3 Porgera Joint Venture Unisearch Limited Dr. Glenn Banks, with Richard Jackson, Susanne Bonnell, Gary Simpson Contents Contents 1. Introduction 1 1.1 Background 1 1.2 Proposed Process for Closure Planning and Sustainability 2 1.3 Partnerships for Sustainability 3 1.4 Stakeholders in Closure Planning and Sustainability 3 1.5 PJV’s Vision and Objectives for Mine Closure 3 1.6 Corporate Requirements 5 1.7 Regulatory Requirements and Agreements 5 1.8 Impact of Premature Closure 5 1.9 Structure of this Document 5 2. Biophysical Considerations 7 2.1 Introduction 7 2.2 Biophysical Setting 7 2.3 Biophysical Closure Issues 10 2.3.1 Public Safety and Human Health 10 2.3.2 Environmental Impacts 11 2.3.3 End Land Use and Lease Relinquishment 14 2.3.4 Small-scale Mining 17 2.4 Biophysical Components 19 2.4.1 Underground Mine and Open Pit Mine 19 2.4.2 Low-grade Ore Stockpiles 21 2.4.3 Waste Rock Dumps 22 2.4.4 Minesite Infrastructure 25 2.4.5 Satellite Infrastructure 27 3.
  • 8. Negotiating Community Support for Closure Or Continuation of the Ok Tedi Mine in Papua New Guinea COLIN FILER and PHILLIPA JENKINS

    8. Negotiating Community Support for Closure Or Continuation of the Ok Tedi Mine in Papua New Guinea COLIN FILER and PHILLIPA JENKINS

    8. Negotiating Community Support for Closure or Continuation of the Ok Tedi Mine in Papua New Guinea COLIN FILER AND PHILLIPA JENKINS Introduction The Ok Tedi mine has some claim to be an extreme case of a large-scale mine whose closure is beset by politics. Ever since the mine began to operate in 1984, there has been ongoing political debate about whether its operations should continue and, if so, under what conditions. At several moments in its history—in 1985, 1989, 1996, 2001, 2006 and, most recently, 2013—the Papua New Guinea (PNG) Government has been obliged to confront this question directly, and on each occasion it has come down in favour of continuation. Nevertheless, the mining company has already begun to scale down its operations in preparation for closure by 2025, if not before, because most of the ore contained in its original deposit of gold and copper has already been mined. The political significance of the choice between closure and continuation is primarily a function of the mine’s international reputation as an environmental disaster. The choice has therefore been represented as a ‘trade-off’ between environmental costs and economic benefits. In 2005, at the peak of its output, it was estimated that this one mine was responsible for 15 per cent of PNG’s gross domestic product, 229 Large-Scale Mines and Local-Level Politics 25 per cent of the country’s export revenues and roughly 20 per cent of the tax revenues raised by the PNG Government (Faulkner 2005). The environmental costs are almost impossible to calculate.
  • Metals & Mining Sector Profile

    Metals & Mining Sector Profile

    Metals & Mining Sector Profile Overview The Metals & Mining sector is the largest industry sector by number of companies with over 650 involved in mineral exploration, development and production in over 100 countries. The sector comprises several of the world’s largest diversified resource companies, including global giants such as BHP Billiton and Rio Tinto, as well as a representation of potential future industry leaders in the mid-tier producers and junior miners. The sector has always been reliant on equity markets to provide the funding required for the capital intensive development of mineral projects or the funding of higher risk exploration to locate new deposits. Investors in the Australian market have supported over 290 new junior resource floats since 2009. Reasons to list Metals & Mining companies S&P/ASX 200 v S&P/ASX 300 Metals & Mining on ASX 175 • Access to capital: 150 – A global market with a wide range of institutional and retail investors 125 – Australia has the 6th largest pool of investment assets in the l world and the largest in Asia* 100 Leve • A natural destination for international mining capital - 75 a developed market in one of the world’s major mining regions Index 50 • Peer Group: list alongside key industry players • Opportunities for SMEs: a broad service offering for early 25 stage and mature companies 0 7 7 9 8 1 7 3 * Source: Austrade, Investment Company Institute, Worldwide Mutual Fund 4 Jul 1 Jul 1 Jul 1 Jul 15 Jul 12 Jul 16 Jul 1 Jul 10 Jan 11 Jul 0 Jul 0 Jan 17 Jan 13 Jan 15 Jul 0 Jan 12 Jan 16 Jan
  • RAPID ASSESSMENT of AVOIDABLE BLINDNESS and DIABETIC RETINOPATHY REPORT Papua New Guinea 2017

    RAPID ASSESSMENT of AVOIDABLE BLINDNESS and DIABETIC RETINOPATHY REPORT Papua New Guinea 2017

    RAPID ASSESSMENT OF AVOIDABLE BLINDNESS AND DIABETIC RETINOPATHY REPORT Papua New Guinea 2017 RAPID ASSESSMENT OF AVOIDABLE BLINDNESS AND DIABETIC RETINOPATHY PAPUA NEW GUINEA, 2017 1 Acknowledgements The Rapid Assessment of Avoidable Blindness (RAAB) + Diabetic Retinopathy (DR) was a Brien Holden Vision Institute (the Institute) project, conducted in cooperation with the Institute’s partner in Papua New Guinea (PNG) – PNG Eye Care. We would like to sincerely thank the Fred Hollows Foundation, Australia for providing project funding, PNG Eye Care for managing the field work logistics, Fred Hollows New Zealand for providing expertise to the steering committee, Dr Hans Limburg and Dr Ana Cama for providing the RAAB training. We also wish to acknowledge the National Prevention of Blindness Committee in PNG and the following individuals for their tremendous contributions: Dr Jambi Garap – President of National Prevention of Blindness Committee PNG, Board President of PNG Eye Care Dr Simon Melengas – Chief Ophthalmologist PNG Dr Geoffrey Wabulembo - Paediatric ophthalmologist, University of PNG and CBM Mr Samuel Koim – General Manager, PNG Eye Care Dr Georgia Guldan – Professor of Public Health, Acting Head of Division of Public Health, School of Medical and Health Services, University of PNG Dr Apisai Kerek – Ophthalmologist, Port Moresby General Hospital Dr Robert Ko – Ophthalmologist, Port Moresby General Hospital Dr David Pahau – Ophthalmologist, Boram General Hospital Dr Waimbe Wahamu – Ophthalmologist, Mt Hagen Hospital Ms Theresa Gende
  • Annual General Meeting 29 April 2021 Bougainville Copper Limited

    Annual General Meeting 29 April 2021 Bougainville Copper Limited

    Notice to ASX - BOC 29 April 2021 Annual General Meeting 29 April 2021 Bougainville Copper Limited The following was presented at the Annual General Meeting held in Port Moresby, Papua New Guinea, and broadcast online via the Lumi shareholder platform today. This presentation has been posted on the Bougainville Copper website www.bcl.com.pg in the “Latest News” tab. By order of the Board Mark Hitchcock Company Secretary Telephone: (675) 309 2800 Postal Address: P O Box 1274, Port Moresby, Papua New Guinea Registered Office: Level 5, BSP Haus, Harbour City, Lot 2 on Allotment 34, Section 44, Granville, Port Moresby, NCD Incorporated in Papua New Guinea A.R.B.N 007 497 869 https://www.facebook.com/BougainvilleCopper Chairman’s Address 2021 Annual General Meeting Bougainville Copper Limited (ASX:BOC) 29th April 2021 AGM Welcome On behalf of the board and management, I welcome you to the 2021 Annual General Meeting (AGM) of Bougainville Copper Limited. As Chairman the AGM provides me with an opportunity to make a statement regarding the affairs of the Company, including the latest financial results. Copies of this statement are available here in the room and for those joining us online, it will also be made available on the ASX announcements platform, the Company web site and Facebook page. Overview Bougainville Copper, like many companies around the world, faced a constrained operating environment in 2020 due to the global Coronavirus pandemic. While travel restrictions and other measures introduced in Papua New Guinea and Bougainville were limiting, the Company maintained an active local presence through the work of our engagement team.
  • 2012 Annual Report Company, of the Rio Tinto Group

    2012 Annual Report Company, of the Rio Tinto Group

    BOUGAINVILLE COPPER LIMITED ANNUAL REPORT 2012 BOUGAINVILLE COPPER LIMITED ANNUAL REPORT Incorporated in Papua New Guinea A.R.B.N. 007 497 869 Overview From 1972 until 1989 when operations were suspended, Bougainville Copper is owned 53.83 per cent by Rio Bougainville Copper Limited (Bougainville Copper) Tinto Limited. The Papua New Guinea Government owns operated a large open pit mine and processing facility at 19.06 per cent, while public shareholders hold the Panguna on Bougainville Island in the North Solomons remaining 27.11 per cent of the share capital. Province of Papua New Guinea (PNG) producing copper Bougainville Copper on-line concentrate containing significant quantities of gold and Information about Bougainville Copper is available on our silver. On 15 May 1989 production was brought to a halt website – www.bougainvillecopper.com.pg. The Annual by militant activity. Report and other information can be downloaded from In the 17 years prior to 1989, the mine produced this location. concentrate containing three million tonnes of copper, 306 tonnes of gold and 784 tonnes of silver. The Notice of meeting production had a value of K5.2 billion which represented The Annual General Meeting of Bougainville Copper will approximately 44 per cent of Papua New Guinea’s be held at 2pm on Monday, 8 April 2013 at the exports over that period. Contributions to the National Grand Papua Hotel, Mary Street, Government in the form of taxes, duties and dividends Port Moresby, Papua New Guinea. were approximately 17 per cent of internally generated A separate Notice of Meeting is enclosed. Papua New Guinea Government revenue during that time.