2403 considerations earlier in the project lifecycle can reduce downstream disruption. Where cultural misinterpretation, heritage impacts, or governance misalignment are identified early, projects often experience clearer approval pathways, fewer late-stage design changes, and more stable delivery conditions. Case Study: Co-designing Solar Power for Remote Medical Facilities in Papua New Guinea Image 1: Off grid solar installation Lovongai village celebration While not a mining project, the following case study provides transferable lessons for remote resource developments where infrastructure reliability, local capability, and long-term operability are critical to project performance. Similar conditions are frequently encountered in mining and energy projects operating in remote locations with limited access to grid power, constrained logistics, and reliance on local operating models. Bechtel.org, in partnership with Caritas Australia, Catholic Church Health Services (CCHS), and TAG Energy, supported a pilot initiative to install off grid solar power systems at two remote health clinics in Lovongai and Mapua in Papua New Guinea’s New Ireland Province. The project applied a co-design approach to align technical requirements with local operational realities, cultural protocols, and community priorities. This approach mirrors challenges commonly faced in remote mining developments, where early alignment between technical design and local context can influence long term asset performance. Co-design commenced with joint site assessments involving health workers, community representatives, and project partners. These assessments identified key constraints including unreliable diesel generation, limited space within existing facilities, and restricted local maintenance capacity. Service priorities such as water pumping, refrigeration, and essential clinical services were defined early and used to inform system configuration, resilience criteria, and procurement documentation, including long term maintenance expectations. Cultural governance structures were integrated throughout the design and delivery process. Engagement leads worked through established local leadership to support trust and continuity, informed by prior community experiences with infrastructure projects that had not performed as intended. Facilitated co-design workshops involving CCHS staff, technology vendors, and community representatives aligned system design, installation practices, and operational responsibilities with local governance arrangements, supporting clearer ownership and acceptance.
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