1976 - 2016 Celebrating 40 Years of Parininihi ki Waitotara
WAGYU SERVING THE BEST BEEF
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FARMING THROUGH THE ELEMENTS W hirin ga-a-nuku 2 016 issue
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LOST SHAREHOLDERS
& 2016 ELECTION CANDIDATE PROFILES
INTRODUCING NEW PKW CEO WARWICK TAUWHARE-GEORGE
Taranaki’s economy has had to confront a number of challenges over its history, and is currently feeling the impacts of low global prices for both milk and oil. In responding to challenges, two strategies have proven effective over time. The first is innovation, and in Taranaki we have a proud tradition of thinking creatively to overcome hardship. Venture Taranaki is a passionate supporter of Taranaki innovation. Through our regional partners Callaghan Innovation, we issued over $1,086,000 to local businesses to progress their commercial innovations last year. We sat down with 286 people to help them move their business ideas towards becoming a viable business through our free start-up clinics, and helped build the capabilities of directors and managers with 235 Capability Development Vouchers worth more than $326,000. The second response to a challenge is partnership. The saying goes that a problem shared is a problem halved, and Venture Taranaki is embracing partnership across our community, and working alongside people, businesses, organisations and councils to help them meet their goals. In doing so, we become more able to collectively achieve the aspirations of our region. The recent appointments to our Board, detailed below, are an example of our commitment to partnering with the members of our community who can help drive the growth we need to confront our challenges. Working together and sharing and building on our ideas and dreams that will create the regional wealth necessary for the region to overcome its challenges – past, present and future.
To see how partnering with Venture Taranaki can help your business, or how we can support your innovation, get in touch with Venture Taranaki’s General Manager of Business, Partnerships and Skills Michelle Jordan on 06 759 5167 or email michelle@venture.org.nz.
Venture Taranaki welcomes new Board Members Venture Taranaki recently announced the appointment of three new Board Members, following approval by our owner the New Plymouth District Council. Hinerangi Raumati will strengthen Venture Taranaki’s links to the region’s Māori economy and rural industries as Chair of Parininihi ki Waitotara Inc, and brings strong experience and extensive financial management expertise. Steve Maharey CNZM is the Vice Chancellor of Massey University and a former Member of Parliament. David Downs is a passionate writer on the subject of innovative thinking and Kiwi ingenuity, and is a senior manager at New Zealand Trade & Enterprise. The appointments recognise the momentum and diversity of the Taranaki economy, and the immense potential the region holds. They will be officially welcomed at the Trust’s AGM in October, and join existing Board members Robin Brockie (Chair), Gavin Faull, Vanessa James, Kevin Murphy, and Jamie Tuuta. The economic future of our region is in very good hands.
Venture
TARANAKI Te Puna Umanga
An initiative of the New Plymouth District Council
Taranaki’s Regional Development Agency | 9 Robe Street, New Plymouth | T: 06 759 5150 | info@venture.org.nz | www.taranaki.info
Photo: Rob Tucker
Partnerships and innovation key to meeting challenges
EDITORIAL We are pleased to introduce our new Chief Executive Warwick TauwhareGeorge who brings to our organisation a wealth of international and national experience. Warwick's appointment demonstrates our desire to increase the incorporation's ability to consider new opportunities that will complement our existing goals - giving us the ability to refresh our business approach and we look forward to the leadership he will demonstrate in this space. Our next annual general meeting will include an election for one of our director roles as well as for the first time, a three year term appointment of a shareholder representative. As we incorporate growth and development we are also mindful of our need to take our shareholders on that journey with us, and important to that is the ability to understand our financial performance to ensure we remain accountable for our decisions.
“...we are also mindful of our need to take our shareholders on that journey with us...”
Reporting on our core business we discuss the complexities of managing climate and pasture growth issues and promote the importance of resolving the major problem we face with managing our missing shareholders. We are also revising our communications, which has started with a new refreshed website and involves looking at how we can utilise Whenua magazine to promote the mahi and kaupapa of various iwi within our Parininihi ki Waitotara rohe. Noho ora mai
Hinerangi Raumati-Tu'ua
NGĀ PANUI - NOTICES PKW WHĀNAU
TARANAKI WHĀNUI
Order your Annual Report or view online at www.pkw.co.nz (see page 12)
Ngāti Mutunga events at the Pā: 25-26 November Te Rā o Te Rangi Hīroa
29 October 2016 PKW Annual General Meeting Aotearoa Marae, Ōkaiawa 18 November 2016 Shareholder Dividend Payment 1 December 2016 Tertiary Grants and Scholarships Opens
10 December Ngāti Mutunga Annual General Meeting and Christmas Lunch, starts 10am 25 March 2017 Twilight Picnic at the Pā For more information, go to www.mutunga.iwi.nz
PARININIHI KI WAITOTARA INCORPORATION ANNUAL GENERAL MEETING NOTICE IS HEREBY GIVEN THAT the Annual General Meeting of Shareholders will be held at Aotearoa Marae, Hastings Road, Ōkaiawa on Saturday, 29 October 2016. 9.00am 10.00am
Pōwhiri and registrations Meeting commences
BUSINESS: • Introducing Warwick Tauwhare-George • Apologies • Confirmation of Minutes of 2015 Annual General Meeting • Annual Report and Financial Statements to 30 June 2016 • Approval of Dividend • Appointment of Auditor • Appointment of Share Valuer • General Business
PARININIHI KI WAITOTARA TRUST ANNUAL GENERAL MEETING NOTICE IS HEREBY GIVEN THAT the Annual General Meeting of Beneficiaries will be held immediately following the Annual General Meeting of the PKW Incorporation.
BUSINESS: • Confirmation of Minutes of 2015 Annual General Meeting • Annual Report and Financial Statements to 30 June 2016 • Appointment of Auditor • Election of Shareholder Representative • General Business
H Raumati-Tu’ua EXECUTIVE CHAIR
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CONTENTS HE TANGATA
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Meet the Incorporation's new Chief Executive
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12 13 Cover: Warwick Tauwhare-George
WHENUA MAGAZINE
PARININIHI KI WAITOTARA Postal PO Box 241, New Plymouth 4340 Physical 35 Leach Street, New Plymouth 4310 Telephone +64 (6) 769 9373 Fax +64 (6) 757 4206 Email office@pkw.co.nz www.pkw.co.nz ISTUDIOS MULTIMEDIA Postal PO Box 8383, New Plymouth 4342 Physical 77B Devon Street East, New Plymouth 4310 Telephone +64 (6) 758 1863 Email info@istudios.co.nz www.istudios.co.nz
HE MAMAE AROHA KI A PETER CHARLTON
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WAGYU - SERVING THE BEST BEEF Growing our value added products.
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MERE - THE NEWEST ADDITION TO PKW FARMS
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FARMING THROUGH THE ELEMENTS Good planning to reduce risk.
HE ORANGA
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ARISE SOFTWARE A SMALL COMPANY WITH BIG DREAMS
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LOST SHAREHOLDERS
A NEW WEBSITE, A NEW ERA Our refreshed website in now live.
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MATCHING CALFING TO PASTURE SUPPLY
MEETING OF SHAREHOLDERS PROXY FORM Pullout proxy form for shareholders.
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COMMITTEE OF MANAGEMENT NOMINATIONS Kura Denness and Hinerangi Edwards present their credentials for consideration.
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Editor Hinerangi Raumati-Tu'ua Deputy Editor Amokura Panoho Creative Direction Sheree Anaru Photography Quentin Bedwell Graphic Design Dave Pope
INTRODUCING WARWICK TAUWHAREGEORGE
HE WHENUA
Helping to find lost shareholders.
MAKING SENSE OF YOUR ANNUAL REPORT What shareholders should know when looking at our financial statements.
CONTRIBUTORS Deena Coster Arise Software - a small company with big dreams. Jon Stokes Meet the Incorporation's new Chief Executive.
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INTRODUCING NEW PKW CEO WARWICK TAUWHARE-GEORGE
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The first time Warwick TauwhareGeorge represented Taranaki Māori, he was 18 years old, and his heart pumped with pride at the chance to represent a region and culture he loved. “I made the Taranaki Māori Colts at 18, played for the team for three years and for Taranaki Māori. I made the Taranaki Bs. I was looked after in the early days by Charlie Mac (McAlister),” he said. The son of Wi Riwai Tauwhare George (Ngāi Tahu ki Rāpaki) and Bernadine George who owned the Alton pub, Warwick was until then educated at Hāwera High School. He was the only boy among three sisters. “It made me a bit lazy around the house as a kid,” he says with a laugh. Having three sisters meant he also ended up with a couple of handy brothers-in-law − shearers − who helped develop in Warwick an appreciation for farming and which led to working on the summer shearing gangs as a teenager. When he left Hāwera High School, Warwick worked at Farmers Co-Op in Hāwera and then Benchmark Building supplies. “My priorities were work, rugby and having a good time.” However, this focus shifted when he was offered a Fletcher’s Cadetship which would take him to Wellington. “It ended my chances of playing for Taranaki, but it exposed me to business and to the value of commercial skills. It sparked a hunger to learn and grow as a person professionally and personally and ignited a desire to learn and succeed.” This resulted in a NZ Certificate of Quantity Surveying (NZCQS) from Wellington Polytech, completed 1988, a NZ Diploma of Sports Management (NZDSM) from Otago University, completed 1993, a Bachelor of Commerce & Administration (BCA) from Victoria University, completed 2002, and a Masters of Business Administration (MBA) from University of Wollongong (Dubai Campus) NSW Australia, completed 2006. Warwick’s commitment to study was matched by a focus on being the
HE TANGATA | 5
Warwick and Cherie are keen to settle their three daughters in New Plymouth as soon as possible. best he could be professionally, an approach that saw him rapidly rise through the ranks of Fletcher’s and then onto other organisations. This would eventually take the Māori-boy nurtured in South Taranaki to a sevenyear stint in the United Arab Emirates where he would rise to become the executive general manager of Kinnarps Project Solutions (KPS) LLC, UAE, a global organization (headquartered in Sweden) with annual turnover of $200m specializing in the provision of design, project management, building and facilities, and asset management services for commercial and infrastructure entities.
descent, there was also a growing need to reconnect with his Māori roots and to foster a better knowledge and understanding of Māori culture for himself and his tamariki. “My formative years were spent in Taranaki, they helped shape who I am. My wife Cherie is from Ōpunake, and the region has always called me home. “When I came home to New Zealand I re-ignited my journey to reconnect with my Māori side to better understand that side of my whānau. My dad did not share that side of himself with us kids, he was a quiet man. “I have done well in business and commerce and now I have a chance to share that knowledge and experience, while growing my knowledge and understanding of my Māoritanga.” Warwick is in his second year studying Te Reo Māori (Tahi, Rua, Toru) at UNITEC, Auckland.
In 2007 Warwick and his wife Cherie, decided with the arrival of their fi rst daughter, Jana, that it was time to head home so that their growing whānau could experience the childhood and whānau support that they had received. For Warwick, who is of Ngāti Waewae and Ngāti Wheke Lisa Tumahai is the representative hapū of Ngāi Tahu and Waikato-Tainui for Ngāti Waewae, a hapū of Ngāi 6 | HE TANGATA
Tahu based at Arahura, a short distance from Hokitika. Lisa is Deputy Kaiwhakahaere of Te Rūnanga o Ngāi Tahu. She said she was excited and proud to learn that Warwick, her whanaunga, had been appointed to the role of CEO for PKW. “He is an extremely talented person who has a very humble personality. It is a wonderful opportunity.” Mrs Tumahai said she was especially pleased by the opportunity to further nurture the strong connections between Ngāti Waewae and Taranaki iwi. Ngāti Waewae tūpuna supported Taranaki prisoners incarcerated in the South Island following the muru raupatu, and supported efforts to appeal for their release. Many of those Taranaki tūpuna shipped down as prisoners never returned. Last year the Crown formally apologised to the people of Ngāruahine for the loss and harm the iwi experienced during the land confi scations. The apology was delivered by Minister for Treaty of
With Cherie hailing from Opunake and Warwick growing up in Hāwera, they have always had a strong connection to Taranaki. Waitangi Negotiations Chris Finlayson at a cermony held at Arahura Marae and was attended by 150 members of Ngāruahine. “We will take a delegation to the pōwhiri for Warwick, which will be another wonderful opportunity to reconnect with the Taranaki people.” She said Warwick’s appointment provided a powerful opportunity for Warwick to share the considerable skills and experience he has learned in the business and commercial world nationally and internationally with the people of Taranaki. “There is also a wonderful opportunity for the people of Taranaki to share their wisdom and knowledge to support Warwick in his journey to grow his kete of knowledge in te reo and Te Ao Māori.” PKW Chair Hinerangi Raumati said she was very grateful for the high quality and number of applicants for the role of CEO when it was advertised. She said it was a far cry from the response when the board last went to the market eight years
earlier. “We had an impressive range of applicants, from across the motu, however one candidate stood out at the conclusion of a robust and lengthy process to reduce down to one.”
which has impacted on our profi t and the dividend payment to our shareholders.”
Ms Raumati said that despite doing excellent work in improving the productivity and the running of the She said that Warwick’s impressive incorporation’s farms, profi t in recent range of skills and experience − nationally and internationally − across years had been impacted signifi cantly by a prolonged drop in milk prices. sectors including agriculture and “We are here to protect, manage, forestry, construction, infrastructure, invest and grow our shareholders’ property consultancy, asset assets for future generations. It is management, engineering, energy effi ciency, manufacturing, and tourism the view of the board that we require a broader range of skills in our CE made him a compelling prospect. which incorporates a thorough “Parininihi ki Waitotara is the largest understanding of the dairy sector, milk supplier to Fonterra in Taranaki but who also can provide more and we own 20,000 hectares of some complex and in-depth business and of the most productive dairy land in commercial acumen and experience the world. While we have continued to ensure we have the capability to diversify our range of business to consider new opportunities that interests across dairy farming, complement our business and value crayfi sh, forestry and commercial for our shareholders, if and when they property, we remain over-exposed are available.” to volatility in the milk price. This has been the case in recent years HE TANGATA | 7
Warwick is currently CEO of Engie NZ, a national provider of tailored HVAC (Heating, Ventilation and Air Conditioning and Refrigeration) solutions to commercial and industrial businesses in New Zealand. He is an associate director for Ngāi Tahu Farming, executive director of Engie Services NZ, and a director of Cofely NZ Investments Ltd, so understands some of the challenges he faces in the new role. His admiration for PKW and a desire to be a part of the organisation was sown when he was part of a delegation from Ngāi Tahu Farming to meet with representatives of PKW who visited Tuahiwi near Christchurch in 2014. “I was impressed with the work they were doing. I made a point to introduce myself to (PKW CEO) Dion (Tuuta). “This was a strong successful Māori business. I saw in PKW an
opportunity to get back to Taranaki, to sure the wider community understand come home.” what it is PKW are trying to do as a He is excited, humbled and a little daunted at the prospect before him. “I have a growing understanding of the history of PKW and that there have been some testing times for the operation, and I am aware that the current dairy environment is diffi cult. There are many challenges and expectations to manage.”
business. “Dairy is struggling and
“I understand absolutely that my fi rst job is to meet with my team and our stakeholders and as many of our shareholders as is possible to inform my understanding of the business and the needs and wants of the people. It is important I understand the business and that I can stand with confi dence and clearly articulate the expectations and desires of the shareholders.”
daughters. “We have three girls aged
He says it is also important to make
and future generations.”
Warwick see's his future with PKW as exciting, and full of opportunity and is looking forward to building on the legacy that has been established.
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PKW needs partners who want to join with us based on our values
and systems to help us grow, and
to grow the pūtea for this and future generations.”
For Warwick, the key focus for Cherie and himself in their spare time is their 5 to 9, and they require plenty of our time and nurturing. They are the
future, and they are the ultimate focus of what Cherie and I do.”
“This is no different for PKW. The
focus is on ensuring a strong and
vibrant business that is focused on sustainability and variability for this
Changes to electing the PKW Trust Shareholder Representative Recently the Trust Deed underwent a couple of changes which included changing that term from one year to three, consequently this representative will now serve the same three-year term as all other Trustees. This year’s AGM is the first opportunity for shareholders to exercise this change. The PKW Trust meets quarterly where the Trustees provide strategic advice and guidance to management on the Trusts strategy and priorities. They also monitor how management are implementing this plan and the impact of these efforts. While the Trust is small it is also nimble which allows it to respond to the community and infl uence organisations and the decisions they make. The Trust provides a unique service to Shareholders, their whanau and the wider Taranaki community in supporting their
2016 Parininihi ki Waitotara Election
Candidate Profiles for the Committee of Management The Committee of Management are elected by Shareholders and are responsible for setting the strategic direction for the Incorporation. They are also responsible for monitoring performance against the strategy. In the last issue of Whenua, the annual notice calling for nominations to the PKW Committee of Management was issued. When nominations closed on Wednesday, 31 August 2016, we had two applications for the one vacancy. The following pages contain the profiles for each candidate and are provided for your consideration. Voting papers will be sent to you by Electionz.com Ltd, the Independent Returning Officer. Voting closes at 5:00pm on Friday, 28 October 2016.
cultural and educational aspirations. Reminder: Shareholders will be electing the Shareholder Representative for a three-year term at this year's AGM.
HE TANGATA | 9
“I believe that I have the necessary skills, knowledge, experience and most importantly, passion, to contribute positively to PKW."
KURA DENNESS Nominated by
Edward Rongomai Ira Tamati Whanau Trust Liana Huia Poutu, Trustee
Ko Te Atiawa te iwi
there is a market edge in quality production. As the world
Ko Ngati Rahiri, Puketapu, Ngati Te Whiti, Pukerangiora, Otaraua, Manukorihi nga hapu
as organics will expand, and it is not as affected by global
Ko Owae te marae Ko Bob Denness toku papa Ko Rau o te Aroha (Rose) Watene toku mama Ko Kura Denness taku ingoa I have been very interested in the progress of PKW in the 18 years I’ve been home. I am impressed with the way it
has picked itself up after setbacks in Australia and moved forward strategically and with purpose. The recent fall in dairy prices has presented challenges to the entity, but through good management and risk avoidance it has a solid base to go into the future.
I applaud the move to move into organic farming. Whilst
Fonterra set a strategic direction based on quantity, I think
10 | HE TANGATA
middle class expands the quest for niche products such price shifts.
I would like to be a part of an organisation such as this. I
am a fully qualifi ed Chartered Accountant and have been involved on Boards for twenty years. These organisations
are both Maori and non-Maori, and range in size from sales of over $1bn to nil, and assets ranging from hundreds
of millions to a couple of thousand. I am currently on the
Boards of Te Korimako, Te Atiawa (Taranaki) Settlements Trust, Te Kotahitanga o Te Atiawa, Te Rau Matatini, and the Environmental Protection Authority. Over the last
couple of years I was on the Boards of Massey University, PHARMAC, Tui Ora and TSB Community Trust.
I believe that I have the necessary skills, knowledge,
experience and most importantly, passion, to contribute positively to PKW.
“I believe we need to step up our tempo to use PKW as a springboard for whanau opportunities, be that within the business or to seed new partnerships, industries and innovations.”
Hinerangi Edwards Nominated by
Current member retiring by rotation and deemed nominated in accordance with Section 23(3) of the Māori Incorporations Constitution Regulations 1994
Tēnā koutou e te whānau, I seek your support to continue on your board. When fi rst elected, I spoke of growing pride and connection to our
lands and PKW itself. We had 1.5 staff, no managed farms
and limited hands-on experience of what we together own. We’ve been through some learning since then, through
the Gabba cleanup, growing an in-house team and active farming business. I believe we need to step up our tempo
Trust and currently completing the Fonterra governance programme. I’m proud to be chair of PKW Trust, and a
PKW Charles Bailey scholar 22 years ago. Being a fl uent
reo speaker, along with my governance and consultancy
experience adds value to the PKW board as does 16 years as an employer. Our main offi ce is in Hawera and I travel
between there and Wairoa with my husband, Kiwa and fi ve children.
to use PKW as a springboard for whanau opportunities,
I recall koro Ahipene Edwards, who served on PKW’s
industries and innovations.
(nee Kahui of Rahotu), my parents Ray and Rauna Edwards
be that within the business or to seed new partnerships, Many of you want benefi ts in your time, ie now. I hope
through improved information PKW can provide the benefi ts you want. By working with others we’ll achieve more.
I have excellent networks and skills for our business. I am
establishment committee in the 1970s, kui Ata Harrison
and their instruction to serve others. I will continue to raise
the issues I hear from owners and their whanau, in Taranaki and elsewhere. I am proudly Taranaki and see PKW as
a jewel in the crown of Taranaki maunga. I welcome your contact: ph 021709416. Mauriora kia tātou!
alumna of Victoria University, Kapunipuni Reo o Taranaki,
Institute of Directors, AMO and Agri Women’s Development
HE TANGATA | 11
HE MĀMAE AROHA KI A PETER CHARLETON Even before Parininihi ki Waitotara was established, Peter Charleton (Taranaki) believed that our future lay in our ability to come together. For nearly 30 years Peter was the fi rst secretary for PKW, working closely with the Committee of Management endeavouring to grow the $5m assets portfolio when PKW was established in 1976. An accountant by trade, Peter originally set up his own accounting fi rm and later became a partner of Staples Rodway. He was convinced that the only way to create an economic base was to hold fi rmly
onto the remaining assets Māori had. Peter was well known for voicing hisviews, even if they were unpopular. At the same time, because of his background and his willingness to stand up for Māori rights, he challenged the Māori tax laws and those times when the government tried to sell Māori assets. That driving force continued with his involvement in the Federation of Māori Authorities in lobbying for the preservation of Māori autonomy.
Photo supplied by: Fairfax Media NZ/ Taranaki Daily News.
right to keep selling Māori land and
even Māori were selling their land as
well. Peter, along with other Taranaki leaders, disagreed and it was that courage that eventually led to the creation of PKW.
Peter’s contribution is forever written It is important to remember how tough into the history of PKW. the landscape was forty years ago. The government believed they had the Moe mai rā e te rangatira.
PARININIHI KI WAITOTARA ANNUAL REPORT 2016
ORDER YO 2016 AN UR NUAL REPORT NOW!
A reminder that shareholders who would like a hard copy of the 2016 Annual Report must now order a copy by contacting PKW.
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ARININIHI KI WAITOTARA INCORPORATION Taranaki House | 109 Devon Street West Corner Devon/Robe Streets
New Plymouth | New Zealand
PO Box 241 | New Plymouth 4340
He Tangata He Whenua He Oranga Sustaining and Growing our People through Prosperity.
What's in the Annual Report? The report explains how the Incorporation and the PKW Trust performed from 1st July 2015 to 30th June 2016. Reports from both Chairs, the CEO along with the audited statements are also included.
We also discuss key strategic developments and provide information on those who received a scholarship or grant from the PKW Trust. What makes this report exciting and uniquely Taranaki is that it includes many photos of whānau, mokopuna and events during this period.
The Annual Report is a snapshot of PKW, Shareholders and the Taranaki community in a single document. To order your copy, please contact our Shareholder Registrar / Nedina Hohaia by phone (06) 769 9373 or email nedina@pkw.co.nz
The Annual Report can also be viewed online at www.pkw.nz 12 | HE TANGATA
MEETING OF SHAREHOLDERS OF PARININIHI KI WAITOTARA INCORPORATION APPOINTMENT OF PROXY TE TURE WHENUA MĀORI ACT 1993
PROXY FORM IN THE MATTER of general meeting of Shareholders of the Proprietors of Parininihi ki Waitotara Incorporation to be held at Aotearoa Marae on 29 October 2016 and any adjournment thereof. I, being a person whose name is entered on the share register as a Shareholder (or the trustee of a Shareholder) in the said Incorporation DO HEREBY APPOINT as my proxy* (at least one name to be filled in)
✃
or if s/he does not attend
for the above meeting and any adjournment thereof. DATED this
day of
2016.
Signed by (full name of Shareholder/Trustee):
Signature: Full name of Witness:
Occupation: Address:
Signature: *Any person of full age and capacity (other than a member of the Committee of Management or a person who has consented to be nominated as a member of the Committee of Management) may be appointed as the proxy of a shareholder.
As a courtesy we suggest you seek the consent of the person/s you are nominating to be your proxy.
PROXIES
This proxy form must be lodged at the PKW Office, PO Box 241, New Plymouth 4340 no later than 5:00pm on Thursday 27th October 2016.
Please note: Proxies received after this time will not be accepted.
Any person may be appointed as a proxy EXCEPT a member of the Committee of Management or a nominated candidate for the Committee of Management. A proxy only needs to be completed if you are unable to attend the meeting and wish someone to vote on your behalf. Parininihi ki Waitotara Incorporation 35 Leach Street New Plymouth 4310 New Zealand
Phone +64 769 9373 Fax +64 757 4206
email office@pkw.co.nz web www.pkw.co.nz HE TANGATA | 13
✃
[
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APPOINTMENT OF PROXY FORM
]
A NEW WEBSITE, A NEW ERA
www.pkw.co.nz
OUR REFRESHED WEBSITE IS NOW LIVE The last website transformation happened shortly after the appointment of former CEO Dion Tuuta and that site served PKW for nearly eight years. As we enter the fi fth decade, it made sense to review and revitalise the website. The site is modern and future focused; this is evident the moment the site opens on the home page and every other page that branches out from there.
For ease of navigation the site has been designed around the PKW mission of ‘He Tangata, He Whenua, He Oranga’. He Tangata represents PKW leadership and strategy, while information about commercial business activities can be found on He Whenua. The all important section dedicated to shareholders and the Taranaki Māori community can be found on He Oranga.
Two new sections include vacancies and notices. Both sections are time
precious and promote opportunities for the PKW whānau.
Over the years PKW has compiled
a large photo library and is proud to showcase some of those photos on
this site. These images represent who we are and what inspires, clearly it’s the people and the environment.
He Tangata
He Whenua Businesses
Shareholders & Community
Mission and Vision
Dairy Farming
Shareholder forms
Strategy
Dairy Support
Missing shareholders
Committee of Management
Fisheries
PKW Trust Grants
Annual Reports
Forestry
Current Scholars
PKW History
Investments
Leadership
He Oranga
HE TANGATA | 15
MAKING SENSE OF YOUR ANNUAL REPORT HOW WELL DID WE DO? It’s all in the annual report says PKW Management team who want to make sure shareholders know how to monitor their performance. All PKW Shareholders should know how to read the annual report to fi nd out how the business is performing. The reality is, most annual reports, especially the fi nancial statements are written in such a way that it can
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be diffi cult working out what those statements are actually saying. PKW Incorporation is about to release its 2016 Annual Report and it seemed like an ideal opportunity to provide shareholders with some helpful hints
on where to start. Management suggests focusing on the Statement of Comprehensive Income, the Balance Sheet as well as the Chair and CEO’s reports.
Statement of Comprehensive Income This statement shows how much profi t PKW made and compares it to the year before. Shareholders can then calculate the difference between the two years. According to this statement
PKW made $3m less profi t in 2015 compared to the year before, and shareholders should ask themselves, why?
Below is the information from last year’s Statement and the difference.
Statement of Comprehensive Income
2015
2014
Difference
Total comprehensive income for the year, net of tax
$6,697
$9,767
-$3,070
2015
2014
Difference
Total assets (less)
$276,994
$267,143
$9,860
Total liabilities (equals)
$74,087
$70,334
$3,753
Total Equity
$202,907
$196,809
$6,098
Balance Sheet This report shows the value of PKW’s assets and liabilities at 30 June. The difference between these is the
shareholders equity which is a ‘book’ value of the business. Total equity will increase or decrease between years:
Below is the information from last year’s Balance Sheet:
Balance Sheet
Last years annual report recorded PKW’s total equity increasing by $6m from 2014 and shareholders should ask themselves why?
year. Those who attend the AGM can hear directly from the Chair and CEO explain PKW’s performance and ask questions if they require more information.
The answers to these two questions Breaking down the annual report are explained in the Chair and CEO by starting with these two important reports along with strategies to protect and insulate the business next fi nancial statements applies
5
regardless of which AGM you attend. The most important questions are: what happened, why and what do you intend doing about it. (These fi gures were taken from 2015 Annual Report)
HE TANGATA | 17
MATCHING CALVING TO PASTURE SUPPLY Shane Miles, PKW Farms LP Manager explains why it is important for PKW to create the ideal balance between matching peak animal demand to peak pasture production to maximise low cost milk production.
It is common practice in New Zealand
for farmers to calve cows in the spring to maximise peak pasture supply and in the Taranaki region this normally
means calving around late July and early August. The reason for this is that most regions in New Zealand
Essentially, some farms now grow more pasture in the winter than they do in the summer, so having cows not lactating in the summer reduces overall feed demand, and as previously touched on better matches the farms’ pasture supply to peak demand.
(Taranaki included) historically grow
Historically, the number of farms Autumn calving in Taranaki has been Spring/early Summer (Septemberrelatively low compared to those January), with either conserved or calving in the spring, as the temperate imported supplement being used to climate coupled with what was a make up the shortfall in what pasture generally reliable all-year-round rainfall was available throughout the remainder meant that spring calving was the best of the season. way to match peak animal demand to the feed supply. However, with increasingly extreme the majority of their pasture during
climatic conditions experienced in
For Taranaki in recent years, especially around the coastal areas of Hāwera/ immune from in Taranaki, some farmers Manaia, pastoral growth in the summer have transitioned to split-calving or has been severely restricted due solely autumn-based calving, as to these volatile climate periods. these adverse climatic periods have Ultimately, a lack of rainfall and high made growing pasture in the summer summer temperatures has resulted in a lowering of summer pasture supply, extremely diffi cult. recent years, which we have not been
18 | HE WHENUA
Another benefi t for PKW is that it
provides an avenue for increased retention of cows within the PKW system.
One of the main reasons for cows exiting herds in New Zealand is
when they do not get back in-calf for the subsequent production season. However, having an autumn-calving herd allows PKW to reduce the
wastage of good animals, who may
have not got back in-calf by any fault of their own. PKW can effectively transfer these animals between the traditional spring and autumn calving herds, so those animals can be given another opportunity to get in-calf.
To maximise the livestock business,
PKW have a dedicated Calf Rearing Unit on Tempsky Road. Having the different calving period provides a
source of calves that can be taken into the rearing unit outside the traditional spring calving period, thereby
maximising effi ciency of the unit. resulting in the availability of lowcost pasture as a feed source for the lactating dairy cows. In saying that, summer dries were inevitable to a point, and PKW has always planned for summer dry conditions, utilising such measures as individual farm summer cropping strategies, Palm Kernel Extract (PKE) contracting, and cropping on dry stock blocks to provide extra fodder. The difference now is that where the region’s summer dry historically lasted 4 to 6 weeks and depleted feed stocks, that summer dry can now be much more prolonged. The outcome of this is an increase in demand for either imported supplements needing to be bought onto farm, or cows dried-off early to reduce the pressure on the farms’ overall feed supply. As a result of this, PKW believes
Autumn calving on some farms is a positive strategy for the Farms’ business. Building resilience on individual farms by shifting feed
demand away from those most prone to the summer drought conditions
provides both tangible and intangible
benefi ts to the wider Farms’ business.
Another benefi t of Autumn calving
is that the animals are calving in the
relatively warm and dry environment of the months of March to May. Besides the farm operators being much drier
and warmer conducting their calving-
activities, the animals also enjoy settled weather at this time. Conversely, as
the animals are not in-milk during the
One of the fi rst benefi ts is that Fonterra peak temperature periods of January to March, there is less stress for them pays a premium for milk that is produced over the months of May,
considering we are not expecting them
Premium). Given that PKW supplies
are not a natural-fi t for cows.
June and July (termed a Winter Milk
all its milk to Fonterra, this essentially
to produce milk in temperatures which
means that for the same amount of
In summary, Autumn calving is a
The reason for this is that there is
where feed supply and demand can
manufacture products during a period
March, rather than July. Couple this
Zealand. Therefore, the premium
PKW Farms LP business at a broader
recognition for farmers providing that
will continue to investigate, monitor and
milk, there is extra revenue generated.
more viable option for individual farms
demand from Fonterra for milk to
be better matched by calving cows in
of decreased milk supply across New
with the other benefi ts it can bring to
is used as both an incentive and
level – this is an area PKW Farms LP
out-of-‘normal’-season milk.
report on.
HE WHENUA | 19
WAGYU - SERVING THE BEST BEEF Above: Wagyu cattle at Farm 16 - Tiromoana. Below: Wagyu cattle at Farm 33 - Ratapiko.
Whenua first reported on PKW’s venture of farming Wagyu Cattle with Firstlight Foods in Issue 10 back in April 2014. We can now report that the business strategy ‘From PKW pasture to the world plate’ is gaining momentum. Wagyu (pronounced wag-you) is a growing to 315 the herd of varying Japanese cattle breed, a highly prized ages within our farming system. Soon and sought-after meat that commands our fi rst group of 2.5-year-old cattle will premium prices around the world. What be slaughtered to produce the fi nest makes Wagyu meat so valuable is the beef farmed by PKW Farms LP. high levels of fat veined throughout the As preparation for this, the Farms team meat, and, when cooked, this fat melts, have been growing PKW Wagyu stock keeping the meat moist, tender and with calves born in the autumn and tasty. spring seasons. Wagyu calves are For nearly three years, PKW Farms smaller than most beef breeds and LP have been rearing Wagyu Cattle, take a little more effort and care than
20 | HE WHENUA
other breeds. However, the returns are higher, and this is where PKW want to capitalise and create the best result for shareholders. The PKW Farms LP and Firstlight Food relationship is working well and both parties remain committed to producing the next level of superior beef. To market our product, Firstlight promote Wagyu as - the best grass-fed meat in the world.
Mere − the newest addition to PKW Farms
Whenua introduces Mere, a yearling calf born on a PKW Farm who is now part of the farming whānau. HE WHENUA | 21
on the farm, in particular growing and looking after our stock,” says Louise Cook, General Manager Ahuwhenua. “While there are animal welfare laws, farmers, especially PKW farmers, care about their stock. So in each issue of Whenua our team will share Mere’s “The PKW Farms team have fi rst-hand adventures as she grows from a calf knowledge of what’s involved in life into a mature dairy cow.” In addition to the articles about the Farm business, the Ahuwhenua team want to take PKW shareholders and their whānau on a journey about farm life through the eyes of a young calf, Mere.
“Cheeky, inquisitive calves like Mere become dairy cows with personalities. They also form relationships with other cows and establish their place in the herd. It will be an interesting exercise watching Mere’s personality grow as she grows” says Louise.
Kia ora My name is Mere. I’m 1 month old and my sole job is to grow. As well as growing, I eat, sleep and play. If I had a pepeha it would certainly claim Taranaki as my mounga and the Waingōngoro River as my awa. I was born on a lush green paddock early one winter morning on Māwhitwhiti Road in South Taranaki. My mother and I weren’t together for long when Jon the farmer gently picked me up and took me out of the cold and into the calf shed beside the other newborn calves. One of my first meals was a special milk known as colostrum. It’s full of vital antibodies that strengthened my immunity and is rich in essential nutrients that gave me the energy to grow. Most importantly, I now have less risk of contracting infections, becoming ill and dying, which is possible. One of the first important tasks is my registration onto a national database and this takes place before I turned six months, or before I leave Jon’s farm, whichever happens first. On my right ear I was given a national animal identification and tracing (NAIT) tag which is my registration tag. It also has radio frequency identification-containing data (RFID) so my movements can be tracked. The NAIT registration tag placed on my right ear is an industry practice. It helps where other farms, meat processing facilities and sale yards have fixed tag readers that are always mounted on the right and can read our tags quickly. Tagging doesn’t hurt and it’s similar to getting your ears pierced.
I also have an earring attached to my left ear. This is my official MINDA birth identification tag that tells people which herd I was born to, on which farm, the year I was born, what my calf number is and who my parents are. So now that I have a MINDA number, let me introduce myself. My official identity name is QNPN-16-172 but I prefer Mere Miraka. Essentially, my MINDA tag records my pepeha, the pepeha of my parents and their parents. MINDA is a pretty amazing registration system.
Next time you see a herd of cows have a look at the ears to see their NAIT tag on the right and the MINDA tag on the left. Footnote: NAIT, RFID and MINDA are part of the tag technology PKW Farms LP uses to track every cow. This identifi cation system is essential in identifying herds that could be infected with diseases that need isolating and treating.
22 | HE WHENUA
Farming through the elements − a constant balancing act PKW Farms LP Supervisor Roger Landers shares his insights about the elements and how to farm around them.
“Farmers usually say there is either too much rain or not enough sun − it’s very rarely just right.” Roger explains. “Farmers want rain at night and sunshine during the day and have no control whatsoever over what we get, when, or how much, and this makes farming a constant challenge.”
managing their current season and planning for the other.
Most of the PKW farms are located in South Taranaki where summer dries have dominated the area in recent seasons. During the summer and autumn seasons the soil can suffer from insuffi cient moisture, and without that moisture the grass doesn’t grow. In turn, this means less grass In simple terms, farming has two seasons, not four; the wet and the dry. is available for the cows to eat, This means farmers are constantly which potentially equates to lower
milk production − unless off-farm supplements are purchased or feeds conserved earlier in the season on the farm are utilised. In the situation where grass availability is limited because of a lack of rainfall, and supplementary feed is not available or simply uneconomic to purchase (because of low Fonterra Milk Prices such as in the past 2 years), then the next step farmers potentially take is to dry off cows earlier than HE WHENUA | 23
Farm Manager, Jon Smythe, surveys the herd and pasture on Farm 29 - Māwhitiwhiti Road, Ōkaiawa. usual. In a normal year, most farmers will dry off their herd in late April or May, however because the moisture level in the soil is limited, this can happen as early as February or March, where milking ceases until the following season. This year, two PKW farms were dried off as early as February and milking stopped altogether. The PKW Farms LP team constantly monitor the soil conditions during different times of the year. There are certain conditions that need to be present for good pastoral production, such as soil nutrients, suffi cient temperature, and moisture. Microorganisms like earthworms also play a vital role of aerating the soil so the moisture and plant root activity can travel deeper into the soil. Grass is the cheapest form of feed so taking care of the soil and growing pasture makes good farming sense. Farmers use a range of tactics to help care for the soil and allow the pasture to grow and these can be spotted when driving past a farm. Sometimes cows are cordoned onto a narrow strip in the paddock and the rest is untouched. This allows the cows to graze in an area while not damaging the remainder of the paddock. The farmer will then later shift the cows to another section of the paddock, and so on. The size of the strip can change as well. Cows that have been dried off or aren’t milking only require a smaller strip or less grass than cows that are 24 | HE WHENUA
still producing milk.
and soil. The infrastructure on this farm is a herd shelter (view article Issue “It can take a while for low soil moisture 12 October 2014), which acts as an levels from a dry season to return to area to enable stock to be stood off an adequate level where the grass will paddocks safely, and to also protect start to grow again,” explains Roger. them from severe elements. “This winter and spring, the rain came later than usual, so the moisture level in the soil was lower as PKW moved from the dry season into winter. Rain is a critical element for this, provided it’s not too much. Lower amounts that are regular is [sic] always much better than larger, irregular amounts and so farming in a way to achieve that balance is both challenging and rewarding.” Conversely to the soil becoming dry in warm conditions, during long periods of heavy rain when the soil becomes saturated, the area the cows graze in can become damaged. If this happens the area has little to no visible grass, the soil degrades and sometimes the area needs to be reseeded. This puts that area of the farm on the back foot and it can take up to 18 months for the grass to re-establish itself. In addition to rotating stock around the farm, one particular PKW farm has infrastructure to help the farmer manage the grazing of the paddocks. The soil conditions on the Opua Road farm can become very waterlogged over winter and spring, making it diffi cult to maintain animals grazing on the paddocks all the time without causing severe damage to the pasture
If the season is too wet and there is too much moisture in the soil, that can also hinder grass growth, and farmers will top-up their feed with the hay and silage that they produced during the plentiful months. This is part of the challenge during the winter period, including getting the stock into a good condition and ready for calving, as well as meeting growth or milk solids expectations, all to be achieved before that important balance date. Shareholders may be familiar with the term ‘balance date’ referring to the end of an accounting year. In the farming community it means something entirely different. ‘Balance date’ is the moment the grass grows faster than the animals can eat it and this usually happens somewhere between mid to late September, give or take a few days − depending on the weather and the location of the farm. “With our farming programme on track, despite the season being wetter than usual, the temperature was warmer and enough grass grew,” says Roger. “And, like the domino effect, the farms were in a good position for the calving − a balance our farming team’s work hard to achieve.”
Arise software. A small company with big dreams. PKW purchase a lot of services and goods from a range of companies. Where possible, they try to source businesses that focus on solutions important to Māori. Deena Coster reports on a company that has created a software solution for Māori organisations which is easier to use than the traditional spreadsheet.
Arise Software, a small operation based in Hamilton, is privately owned by David Wharekura (Tuhoe, Maniapoto) and provides customised solutions for businesses based on Microsoft technology. The business was established in March 2015 but David has about 20 years' experience working in the IT sector. The last 14 years of his career has been spent working alongside Māori trusts and organisations. The software he has helped develop is used to manage shareholder information as well as providing a mechanism to distribute payments or grants. Parininihi ki Waitotara (PKW) is one of about 30 organisations in New Zealand that are already clients of Arise Software. In fact, David says 66 percent of his client base are connected to Māori trusts and organisations.
While the benefi ts for organisations are many, David says there is still some resistance from people to having a shareholder database stored online. Security was one sticking point while some iwi were worried about privacy issues, too, he says.
giving them the opportunity to tinker and test different aspects of the software to make it more user-friendly.
David believes his company has the ability to shape software to suits the needs of its users.
PKW Shareholder Registrar Nedina Hohaia, is pleased to have a business like David’s to help work through the challenges PKW has in accessing and maintaining its shareholder information.
The benefi ts of this system include being able to quickly search for shareholder information and update any details. It also greatly reduces the "Whakapapa is a taonga and very possibility of errors being made and sacred to our people and iwi and they means all the information can be easily don't want to share the information with tracked or audited. just anyone." David’s aspiration for his business is He says he is aware of organisations that it will be the number one supplier which use either spreadsheets of software solutions and services to or written notes to keep track of Māori trusts and organisations in shareholders and their interests. But New Zealand, and within the next three with the advancements in technology, years he aims to develop a centralised including the increased use of system which would essentially cloud-based systems, the future for become a one-stop information point information management is defi nitely for administrators to access data about online. shareholders.
"Software is just a means to an end," he says. "It's the people part that's "It's defi nitely Māori organisations which are at the heart of the business," more important." he says. He says the packages available through Arise Software provide its His small enterprise has a staff of six clients with a more effi cient platform people, which includes his wife, an to manage their affairs and also administrator, an in-house developer ensure they are compliant with other and two contractors. requirements, such as tax obligations. Part of the philosophy of the business David’s company has also secured is to offer a quality product which is 3 years of support from Microsoft, easy to use and affordable.
"Arise Software is a small company with big ideas," she says.
HE ORANGA | 25
LOST SHAREHOLDERS
REMAIN A MISSING PART OF PKW AND TARANAKI There are many benefits of being an active shareholder of PKW Incorporation. Every year shareholders are invited to nominate candidates for the Committee of Management and attend the annual shareholder meetings where the Committee reports on the performance of PKW. In addition to this they also receive a quarterly Whenua magazine that the Incorporation produces, the ability to apply for the grants offered by the PKW Trust as well as receive an annual dividend. If the Incorporation is unable to find shareholders then inevitably they miss out on these opportunities and as a result, so do their whānau. PKW are taking a two-pronged approach to remedy this. The fi rst is to fi nd as many of the missing shareholders as possible and the Shareholder Engagement team are on a mission to do just that. The team have identifi ed 100 missing shareholders who have the largest number of shares and are systematically attempting to track them down. This includes tracking down whānau and / or descendants and assisting them to complete the legal succession process. The second part of the strategy is to prevent current shareholders from becoming missing shareholders which normally happens when a shareholder’s contact details become no longer current. Whenua magazines that are returned to the PKW offi ce is one way we learn that a shareholder’s contact details are out of date. From that point that current shareholder becomes a missing shareholder. Forgetting to advise PKW of a change in contact details happens easily but the team believe that many do not realise that, as a consequence, shareholders move onto our missing list.This can be easily remedied by shareholders ensuring they keep their contact details up to date.
“If a whānau member and/or shareholder wonder why they haven’t received a recent issue of the Whenua magazine, then it could be because their contact details are out of date,” says Allie Hemara-Wahanui, General Manager Shareholder Engagement. “This can be fi xed up quite easily by ringing the PKW offi ce where we can sort this out over the phone. As soon as a shareholder’s contact details have been updated, if there are any unpaid dividends these can then be released.” Allie also reiterates that today’s shareholders should not let their successors become the missing shareholders of tomorrow. “We encourage shareholders to talk with their whānau about their shares and any other land interests. This may help their whānau avoid future disagreement that has been known to divide whānau,” says Allie. “Every shareholder wants the best for their whānau and when a shareholder becomes a missing shareholder, by default so too does the whānau, and a missing whānau is a tragedy for PKW and Taranaki.”
Sh ID
First Name
Last Name
Shares
Monies
$8,888.11
550965
Wiremu
Daymond
1128.42
$18,038.08
2323.475
$16,403.72
389862
Peter
Dix
2146.547
$12,567.30
Berryman
1043.498
$4,278.35
2020734
Shirley Amiria
Edwin
534.484
$1,656.90
Kuni
Broughton
657.967
$8,696.03
662437
Enoka
522.672
$2,979.23
1013498
James
Broughton
983.854
$4,033.80
Reuben Poata Huiarangi
146439
Dorothy Maisie
Bulmer
535.899
$3,054.63
213624
Huiaterangi
Eru
1539.32
$769.66
547808
William Ratutonu
Clark
3165.592
$45,528.47
588458
Grace
Flavell
1203.195
$6,858.21
363448
Nina
Franklin
1012.055
$8,248.24
451568
Te Ropupani Rudolph
Davey
726.417
$2,978.31
186902
Helena Rebecca
Guard
791.811
$13,083.60
SH ID
First Name
Last Name
Shares
Monies
348600
Nehupo
Arakira
570.107
2021554
Kathryne Elizabeth
Armit
657239
Beverley
276340
26 | HE ORANGA
Sh ID
First Name
Last Name
Shares
Monies
301248
Margaret Rose
Hapimerika
614.29
$8,834.89
549932
Winifred May
Hapimerika
767.863
354708
Ngamahi Hihi
Hauparoa
737.21
156922
Erai Neta
Henare
739.803 $11,533.73
412023
Ramapiupiu
Heremaia
584.444
Last Name
Shares
Monies
2021325 Te Rau O Te Rangi
Swainson
629.02
$2,578.98
$7,245.90
122882
Tamaiparea
516.239
$2,632.82
$6,008.26
2022300 Jean
Tamaka
1792.174
$3,584.35
580325
John Te Whata
Tamata
1837.575 $29,898.70
116572
Te Aratera Hone
Hihi
900.017 $10,387.55
326852
Meretiana Panau
Tamati
968.826 $14,050.20
2023147 Martha Evamore
Hihi
919.177
$5,239.32
2023374 Edward Ringatu
Tamou
544.425
620580
Hine Raumoa
Hikuroa
674.778
$3,846.25
270245
Kiri
Taute
513962
Turiwira
Hopa
972.102 $16,083.97
475432
Tamakeku Raumati
Te Waka
278572
Kurupai
Horomona
1363.652 $10,091.02
525340
Waina
Tohia
596280
Rodney Te Moanaroa
Huatahi
1836.238 $17,265.23
289345
Maho
Huitaonga
625.486
$9,751.50
173878
Guy Pereone
Kahu
534.403
$2,191.04
449563
Rongo Tupatea
Kahu
534.402
$267.20
256110
Kararaina
Kahuke
200018
$8,363.13
Sh ID
First Name
Awhitia
$1,088.85
1081.535 $15,684.76 529.55
$4,315.83
708.104 $10,424.90
2021163 Tangata Hori Trust Whanau
1048.643
$3,250.79
2025749 Mason Waru
Trust
1347.097
$673.55
272795
Te Komihana
Turaukawa
1667.033 $14,836.59
476358
Tamateauia
Tutahione
585.648
$8,958.89
287113
Maaki Tuhia
Tutahione
1023.382
$5,219.24
739.803 $11,533.71
476250
Tamatea
Uatahi
1112.15 $18,148.32
Hinepounamu Karauti
735.366
$7,649.64
204692
Hoani
Waaka Te
807.874 $12,447.13
526975
Waitangi
Katene
674.252
$1,348.51
424838
Raukura Te
Waka
552.556
$2,265.48
268925
Kingi
King
865.161
$7,051.07
484598
Tauwehe
Watene
618.293
$2,535.00
2022048 Maureen
King
1028.025
$4,214.89
146862
Doreen
Whaipakanga
927.582 $11,694.20
137618
Dada Tukotahi
Kiriona
1069.701
$8,718.07
449318
Ronald
Whaipakanga
257745
Catherine
Lentfer
649.575
$3,702.56
361100
Ngawaoriki Wi Tarea
Whakamaru
878.068 $14,229.30
1018017 Cyril Bernard Luke Kata
693.642
$2,924.22
507652
Tuawhenua
Whakarua
769.234 $12,631.45
486515
Teihana
Manu
556.243
$7,668.42
194476
Hihi Mataka
Whana
530.113
363146
Nika
Maruera
712.321
$7,696.25
241696
John Ratahi
Whanau Trust
2595.482 $28,042.87
2020693 Arapuni Whanau Trust Ransfi eld Ranapiri & Marina Kaaro Hakaraia
1542.482 $10,103.25
1002465 Bessie Ellen
Minhinnick
958.82 $11,387.42
643556
Maxwell Ngaruerangi
Nganeko
600.06
318825
Maui
Onekura
609595
Ivy Elizabeth
Pene
487635
Teo
Pititi
551465
Wiremu
Pokai
728.899
$8,412.58
243566
John Wiri Maki
Pokaia
589.493
$4,804.37
446476
Sylvia
Rangi
582.349
$5,182.90
665371
Stephen Kaponga
Rangi
1805.221
$902.61
523518
Waihoea
Rangitukihono
614688
Trevor
Ratahi
1173.329
$4,810.64
440175
Ripeka Fay
Robinson
1303.221
$7,428.35
Rourangi
538.204
$4,790.01
2025082 Charles Ruamoko
$1,200.12
2146.007 $20,177.85 679.006
$8,974.11
1536.391 $25,071.19
887.433 $14,481.34
600
$4,890.00
$4,984.38
1012940 Te Uranga Ihaka Wirihana Davidson
Whanau Trust
668.438
$7,938.71
1021182 Te Kakahu Atawhai
Whanau Trust
548.474
$274.24
408468
Raewai
Whareaitu
519.468
$1,610.35
342815
Morehu
Whareaitu
519.44
$1,038.88
337218
Moe Tautara
Whareki
434892
Ria
Wharemate
353892
Ngakete
2066.168 $33,716.20
483370
Taumata
1596.162 $26,046.54
724.807 $10,620.13 907.18 $13,777.68
HE ORANGA | 27
Ngāti Mutunga Te Rūnanga o Ngāti Mutunga is the mandated representative body for the iwi located in the Ngāti Mutunga rohe at Urenui. Governed by fi ve trustees, the current Chair is Jamie Tuuta who is also the Māori Trustee for Te Tumu Paeroa.
Pou Whakarae (Chair): Jamie Tuuta CEO: Paul Cummings Contact: 6 Ngakoti St, Urenui, POBox 32, Urenui 4349 06 752 324
offi ce@ngatimutunga.iwi.nz www.ngatimutunga.iwi.nz
www.facebook.com/Ngati Mutunga Treaty settlement: $14.9m and has grown to $24m
Priorities: Key priorities include
growing iwi membership, education
grants, relationships and supporting Urenui Pa.
28 | HE ORANGA
Since settling in 2006, the Rūnanga have grown the tribal assets from $14.9m to $24m, mainly through stocks and bonds. To achieve a better result, a new entity has been established to manage the current and future investments. An important area for the Rūnanga is the review of the Charter; a subcommittee has been reviewing the document over the past year. The Charter sets out in writing the functions of the iwi’s governance entity −the rules and terms of which were largely prescribed by the Crown. The aim is to improve transparency and effi ciency by making sure the Charter meets the future needs of Ngāti Mutunga. The draft changes will be shared with members and promoted through the iwi website and facebook page.
The iwi register, education grants
and supporting the marae are some of the annual priorities along with a focus on building and maintaining
relationships with central government agencies, local and regional bodies, and our engagement in key regional negotiations this year.
What is also important to the Rūnanga
are the relationships with iwi members and creating opportunities for uri to
return to Urenui. Participating in the kaupapa that have been organised
especially for Ngāti Mutunga whānau ensures the wellbeing of the iwi. Key
events organised over the next couple
of months that are hosted at Urenui Pa include:
Te Rā o Te Rangi Hīroa
Friday 25th & Saturday 26th November 2016
Ngāti Mutunga AGM & Christmas Lunch.
Saturday 10th December, 10.00am Twilight picnic at the Pā
Saturday 25th March 2017
Te Korowai o Ngāruahine Trust
Pou Whakarae (Chair): Will Edwards Kaitumuaki (Manager): Cassandra Crowley
The next 12 months will be a busy time for Te Korowai o Ngāruahine Iwi Trust (Te Korowai). The third reading of their settlement bill was a joint reading with Taranaki and Te Atiawa in September that brought the settlement negotiation to a close. However, other negotiations including customary marine titles, the maunga and the Taranaki Māori Trust Board are ongoing.
Ngāruahine Marae remain the heart of the Iwi and Te Korowai are working Contact: 147 High St, Hāwera, with their marae to complete a review PO Box 474, Hāwera 06-278-7411, of their facilities. They have committed info@ngaruahine.iwi.nz $660,000 for capital works that www.ngaruahine.iwi.nz arises from this process. This year www.facebook.com/Ngāruahine at the same time they are exploring third-party support to match their Treaty settlement: $67.5M as at the committment and have committed end of August 2016 this was over several million in coming years to this $76.3M project. It is the aim that by 2020 all Priorities: Key priorities include marae, Ngāruahine marae will be physically completing the settlement, Takutai sound. Money is not the essence of Moana claim, maunga negotiations, Ngāruahine yet it is important that our transfer fi sheries assets, trust deed pūtea are well managed. Te Korowai review, commercial group structure will continue to provide free access to and fi nalising investment plan. the Xero accounting package to marae and hapū. This support will grow to include communication activities like
marae websites. The settlement bill legislation will see the wind up of Ngā Hapū o Ngāruahine Iwi Incorporated and the transfer of the Iwi fi sheries company to Te Korowai. Beginning later this year a review of the Te Korowai trust deed will be undertaken, including receiving input from whānau. In order to manage our settlement assets responsibly we need strong governors across Ngāruahine. For the board each year two Trustees will attend the Institute of Directors’ course to develop their skills and Te Korowai is also organising governance wānanga for marae and hapū trustees. It is important that developing governance becomes the norm within Ngāruahine. Te Korowai o Ngāruahine are in a period of growth by establishing ourselves back onto the landscape, working strategically with all Taranaki iwi for a positive future. Throughout the year we will be organising iwi hui to discuss these kaupapa further and when you hear that call, we hope you will come.
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