PKW EMPLOY FIRST CHARLES BAILEY SCHOLAR PAENG A- WH -AWHA- 2018 issue
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STORM DAMAGE TO CLEAR UP
& MEET THE PKW RELIEF TEAM
BORN INTO BUSINESS Meet the inaugural PKW-Ballance Scholar
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CONTENTS
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HE TANGATA
HE WHENUA
HE ORANGA
4 P KW EMPLOY FIRST CHARLES BAILEY SCHOLAR Mitchell Ritai appointed to lead the Shareholder Engagement team
14 WEATHER CONDITIONS HIT HARD Extremes of rain and sun challenge farmers
22 SURVEY REVEALS SHAREHOLDER ATTITUDES TOWARDS THE BUSINESS Care of our whenua top priority
9 TIHEI MAURI ORA! HE TANGATA, HE WHENUA, HE ORANGA Walking the Health and Safety talk
15 MEET THE PKW RELIEF TEAM Enabling farmers to take a break
23 RECONNECTING TO PKW Johnson Hamahona: Rātana faithful
17 PORT NICHOLSON FISHERIES PERFORMANCE UPDATE On track to deliver
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FEATURES 6 FORGING CONNECTIONS AT PARIHAKA PĀ
Kaimahi whānau hear the history of the whenua
10 STORM DAMAGE TO CLEAR UP
NGĀ PANUI Saturday 21 April
PKW half-yearly meeting with shareholders. Taiporohēnui Marae, Hāwera, 9:00am (full details on page 3)
Repairs could take months
18 BORN INTO BUSINESS
Meet the 2017 PKW-Ballance Scholarship recipient
COVER
Rerewha-i-te-rangi Pita, recipient of the 2017 PKW-Ballance Scholarship.
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EDITORIAL Tēnā koutou e te whānau The farming industry in Aotearoa has been facing challenge after challenge for a few years now. Some challenges have been for the betterment of agribusiness, some – such as the weather – have been outside our control, and some seem to have been designed to make farming just that little bit harder than it already is. All these challenges call for real resilience from our farmers and I am proud to say it is a quality I see at every farm I visit. I know they are working hard to run profitably and successfully for the benefit of PKW, our shareholders and beneficiaries.
“ It is vitally important too, that as an organisation we show the resilience required to face the challenges thrown at us.”
It is vitally important too, that as an organisation we show the resilience required to face the challenges thrown at us. Our responsibility to succeed is not just for a single lifetime, or even for the next generation. We must ensure our thinking, our planning and our strategic approach to business gives us the resilience to still be standing proudly for generations to come. This forward focus means we need to be actively exploring opportunities for diversification and forming strategic partnerships that will enable us to continue to grow as a business. A recent visit to the Wakatū Incorporation in Nelson to kōrero about their horticulture business helped expand our knowledge about these sectors and how we might bring them to the Taranaki region. Another important kaupapa is the upcoming Half-Yearly General Meeting of Shareholders. I look forward to connecting with you and hearing your vision for the future of PKW, and how you believe we should overcome the challenges we will meet along the way.
Mauri ora. Nā, Warwick Tauwhare-George Chief Executive Officer
PARININIHI KI WAITOTARA
iSTUDIOS MULTIMEDIA
WHENUA MAGAZINE
Postal PO Box 241, New Plymouth 4340 Physical 35 Leach Street, New Plymouth 4310 Tel +64 (6) 769 9373 Fax +64 (6) 757 4206 Email office@pkw.co.nz www.pkw.co.nz
Postal PO Box 8383, New Plymouth 4342 Physical 77B Devon Street East, New Plymouth 4310 Tel +64 (6) 758 1863 Email info@istudios.co.nz www.istudios.co.nz
Editor Warwick Tauwhare-George Deputy Editor Polly Catlin-Maybury Creative Direction Sheree Anaru Photography Quentin Bedwell Design Dave Pope, Karere Brown
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CONTRIBUTORS Bonita Bigham Polly Catlin-Maybury Amokura Panoho Renee Ritete
PARININIHI KI WAITOTARA INCORPORATION HALF-YEARLY GENERAL MEETING NOTICE IS HEREBY GIVEN THAT the half-yearly meeting of Shareholders will be held at Taiporohēnui Marae, Ohāngai Road, Hāwera, Taranaki on Saturday 21 April, 2018. 9.00am 10.00am
Pōwhiri and registrations Meeting commences
BUSINESS: • Apologies Presentation on performance to 31 December, 2017 • General Business •
PARININIHI KI WAITOTARA TRUST HALF-YEARLY GENERAL MEETING NOTICE IS HEREBY GIVEN THAT the half-yearly meeting of Beneficiaries will be held immediately following the meeting of the PKW Incorporation.
BUSINESS: Presentation on performance to 31 December, 2017 • Presentations from Trust recipients • General Business •
Warwick Tauwhare-George SECRETARY
PKW Shareholder Farm Tour A bus tour of a nearby PKW farm is being organised following the half-yearly meeting. Those shareholders wishing to visit the farm need to book a seat by contacting Aimee at the PKW office by 13 April 2018. P 0800 759 462 E office@pkw.co.nz The tour is dependent on bookings.
HE TANGATA | 3
PKW EMPLOY FIRST CHARLES BAILEY SCHOLAR A significant milestone was achieved with the recent appointment of the 2014 Charles Bailey scholar as General Manager Shareholder Engagement, making Mitchell Ritai the first PKW scholar to be employed by Parininihi ki Waitotara.
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“It’s great to see the shareholders’ investment in our scholar programme is producing the capability we need to grow our organisation,” says Head of Corporate Services, Jacqui King. “This role emerged out of a review of our organisational structure and the recognition that we needed to place a greater emphasis on our shareholder engagement throughout the organisation. The initial position that Allie Hemara-Wahanui started in was around community development and shareholder relationships and by the time she departed to her new role [as Tumuaki of Te Korowai o Ngāruahine Trust], the position had evolved into having responsibility for shareholder engagement across the group’s business, beyond just the Trust.”
Above (l-r): Amy Ritai, Damon Ritai, Te Urumairangi Ritai, Harimate Telford, Alison Ritai, Mitchell Ritai.
Issue 11, Mitchell is an experienced leader in the Māori development space and brings a wealth of business and community management experience, along with his Masters Degree in Business.
Mitchell started his career as a consultant with PwC, eventually becoming a Senior Associate within the firm to help guide their Māori development strategies. Over the past 10 years Mitchell has worked within the not-for-profit and chartiable sector, initially as a business advisor and accountant to Māori organisations, and then as general manager of Te Reo o Taranaki Trust for nearly 6 years. He has more recently worked as CEO of Farm Skills in Wanganui and then as Pouwhakakori/Programme Manager for his iwi, Te Kotahitanga o Introduced to shareholders in Whenua Te Atiawa Trust.
“ I’m looking at innovative strategies to create opportunities for whānau to become active shareholders.”
“The role with Te Atiawa involved promoting Atiawatanga through various programmes to increase engagement and participation,” says Mitchell. This included organising two rangatahi wānanga, both with more than 70 participants, over the last year. Mitchell adds: “Hapū capability building, identifying the needs within the hapū trusts, and developing a training programme and a series of workshops to help build their capability as governors was also a focus of that role.” This activity was underpinned by Mitchell’s detailed assessment of hapū needs. “It gave the hapū a good indication of their strengths and where they needed assistance, which helped me to develop a programme of workshops.” Mitchell then found organisations that were providing the relevant training and partnered with them to deliver the programmes for the hapū. The period of time Mitchell spent as chief executive for Farm Skills, a national agri-training organisation in Feilding, also gave him the opportunity to get experience building national relationships. “Managing a mobile team who were spread across the country, and finding out how they were doing out in the field helped me to understand the ongoing issues throughout the industry, especially in the primary training sector.” “I expect this function will come in handy with my role at PKW, to be able to explain to our grant and scholar recipients the Tertiary Education
Commission requirements for qualifications in our sector. Most times students can’t see the value of the theoretical side of the training and just want to be able to get out there to do the job – how to use a chainsaw etc.” It is a challenge that is common across Māori incorporations and iwi entities, and Mitchell recognises that part of the problem is getting students to have the prerequisite qualifications to be eligible to apply for grants and scholarships that entities like PKW Trust makes available. Mitchell also knows that growing the shareholder engagement base is an important part of his work. “Around 60% of shareholders are unknown, uncontactable or haven’t had shares succeeded to,” he says. “I’m looking at innovative strategies to create opportunities for whānau to become active shareholders.” Developing relationships with shareholders beyond the distribution of grants is one of the key elements that attracted Mitchell to the position. “PKW Trust has introduced a policy that provides scholarships targeted at the skills and capabilities needed across the PKW Group, as a way of building our future governance and organisational workforce. My appointment has come about as a consequence of that succession planning.” “To improve engagement and participation by shareholders, I am focusing on ways to generate additional revenue streams so we can provide innovative opportunities that are sustainable for our organisation.” Having started in late February,
Mitchell has a significant work programme to implement. “The Board has provided a strategic direction for the business as well as the trust and it’s exciting to be actively involved in delivering on those aspirations. The incorporation is a well-known Māori business regionally and nationally and Whenua Magazine has helped us share our success. I am fortunate to have received a significant amount of support from PKW and our owners and I am glad to be in a position to repay that investment. I look forward to being an active part of telling our story.” Mitchell is an active Māori leader within Taranaki and brings considerable cultural experience and leadership to support PKW kaupapa, kaimahi and wider whānau. Jacqui acknowledges the significant strategic milestone that Mitchell’s appointmet demonstrates, and says “PKW are proud to have attracted someone of Mitchell’s calibre to this role. He is an active Māori leader within Taranaki and brings considerable cultural experience and leadership to support PKW shareholders, kaupapa, kaimahi and wider whānau. As a shareholder, I am especially pleased that Mitchell will be our first Charles Bailey Scholar (PKW premier scholarship) employed by PKW. This is a perfect demonstration of our shareholder’s vision coming to life ‘He Tangata, He Whenua, He Oranga – sustaining and growing our people for prosperity.” Nau mai, haere mai, whakatau mai Mitchell hei kaimahi ki Parininihi ki Waitotara. HE TANGATA | 5
FORGING CONNECTIONS AT PARIHAKA PÄ€
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Puna Wano-Bryant stands on the hill, Te Pūrepo, at Parihaka Pā and brings the story of this special place to life for our Parininihi Ki Waitotara kaimahi whānau.
Puna talks of the flourishing and technologically advanced 1870s settlement where children play and people thrive, industry abounds and street lights (a Taranaki first) allow nightly ease of movement for people seeking refuge from all over the country, living and working together.
this day. She also offers a sense of hope and a positive outlook. “Our history tells us that the loss of land is the loss of the people. But we are also looking forward into the future and how the land can be a pathway to reconnection for our people,” she says. While raupatu (confiscation) changed people’s physical connections and relationships to the whenua, Puna firmly believes that any remaining connection they hold is important.
Because PKW plays such a critical part in that reconnection of people and land, it is fitting that a day for its kaimahi whānau is held at Parihaka, the place which holds such great significance in the story of resistance to land loss around the maunga.
It also reinforces the ongoing commitment PKW has to provide Then comes the more familiar story of opportunities for the wider circle of passive resistance to land confiscation staff and contractors to learn about “It may only be emotional and spiritual, followed by invasion by colonial the often untold history of Taranaki but it’s still valid. There is a lot of grief troops, imprisonment of the men, the and the whenua they work on. because we are less able to exercise violation of women, and the ensuing Puna is pleased to be able to share that physical guardianship, because intergenerational trauma that lasts to some of her knowledge and an we’re not there on the land anymore, this day. indigenous world view with PKW but when organisations like PKW ask It’s important to Puna though, that the how can we enable tangata whenua to kaimahi, especially with those who stories of pain, loss and suffering are reconnect with the whenua, Iwi entities haven’t been raised within a Māori not the only messages she delivers can help them do that,” she says. cultural construct. HE TANGATA | 7
Photo: Robin Martin / RNZ
Current Kaiwhakakorikori/Iwi Development Manager for Te Kāhui o Taranaki and previous chair of the Parihaka Papakāinga Trust spoke at the PKW Whānau Day in November 2017, attended by around 45 PKW staff and contractors.
Under the gaze of our maunga: Connecting PKW kaimahi with people and whenua is a key component of Whānau Day. Image supplied. “What’s important is the history and the context. Context is everything,” she says. For example farming, by its nature, may tend to focus on certain smaller areas at any one time – a specific paddock today but a different one tomorrow. “But our whenua is actually littered with sites of significance. We can’t just comment on one spot, on one GPS coordinate; we have to bring everything into the picture,” says Puna. “Wāhi tapu is actually just an environmental management term, so when we’re asked to be specific and give views on one particular site it’s impossible because within a stone’s throw away could be 10 others – places like tauranga ika, tauranga waka or papa kāinga.” Puna is heartened by the response from her PKW audience at Parihaka, based on the calibre of questions she was asked, as well as the genuine interest in and empathy for what she had to say. “Sometimes it’s being able to say, well, hang on. If you care to take the time, we’re going to step back a bit and look at the whole picture, which tells us this history, this whakapapa and this context.” 8 | HE TANGATA
She says that in this case they did take the time and she is now very optimistic that PKW staff can build meaningful relationships with iwi, not just when it’s convenient or when they need something. “It’s about collectively taking responsibility for the future, and being aware of our shared history shows that you care, that you can work in and contribute to a Māori organisation and help it behave like a Māori organisation,” she says. Jacqui King, Head of Corporate Services at PKW, says Puna’s kōrero was timely as PKW have embarked on a mission of raising awareness and understanding of the wider land issues within Taranaki, of which the Parihaka story is a signficant part
whānau, the people they are working for, on their own tūrangawaewae. “Connecting our kaimahi to the
whānau, the hapū, and hearing
their history directly, that’s the most important component.”
“Our team explicitly asked that our
whānau days evolve from a simple
farming focus, to one centered on the history of our land, the history and
culture of our people, the sacredness of our whenua and the stories that go with that.”
“Puna, in her gentle and positive
manner, gave life to the concept of
wāhi tapu within the Parihaka context. It was a moving and emotional
experience for those who didn’t
Jacqui says PKW is committed to moving its Whānau Day around the maunga, having previously visited Muru Raupatu, Whakaahurangi Marae and Puniho Pā.
know the history. It really helped our
While the event also acts as a generic staff meeting, covering operational matters and getting updates from the chief executive, she says the real success of the day is always when the kaimahi get to visit marae they have never been before, to meet the shareholders, hapū and iwi and their
understanding. It helped the team to
kaimahi to understand that our land
is a toanga and we are working on it on behalf of our owners as kaitiaki.
This day added context to our team’s recognise that while our roles carry a major responsibilty, it is also a significant privilege,” she says.
Ngā mihi nunui ki a koe Puna e, ki
runga i te aroha, te whakapono me te rangimārie.
knowledge of CPR before doing this training, but they were surprised to learn of the new changes like starting with compressions rather than breath,” says Bronwyn. “I think all of our kaimahi came away feeling refreshed and relieved, especially those working on farms where there might only be two of them in a massive paddock with no houses or hospitals in sight.” First aid is one of many H&S efforts being undertaken across Parininihi ki Waitotara workplaces, including the 20 farms where kaimahi work. “One of the biggest safety risks on farms is the use of quad bikes, tractors and side-by-sides,” adds Bronwyn. “And that’s not just across Parininihi ki Waitotara but the entire agricultural industry.” “So we are investigating other alternative farm vehicles to find a safer means to get our kaimahi from one point to another.” Handling chemicals, effluent systems and even chainsaws are another focus for H&S training.
TIHEI MAURI ORA!
“We cannot be complacent and keep doing things the same way,” Bronwyn explains. “Every time chemical protocols change or machines and systems change we have to evolve as well, and it’s that sort of attitude that provides us with another wall of defence for our kaimahi.”
We call it the mauri ora in the tihei, the hī in the hā, the sneeze of life.
“H&S is a serious matter in most workplaces but particularly at Parininihi ki Waitotara.
HE TANGATA, HE WHENUA, HE ORANGA
In Health and Safety (H&S) circles, it is that have been made to CPR over called cardiopulmonary resuscitation the years, are driving our efforts or CPR. And it can save lives. to ensure every single worker has undertaken our latest first aid training,” The first aid practice might seem a says Parininihi ki Waitotara H&S rather unsexy or even boring subject manager Bronwyn McFarlane. to learn about but not knowing it can spell disaster when a person’s life is So far Parininihi ki Waitotara are hanging in the balance. well on their way to achieving that, with 34 kaimahi having undergone the “At Parininihi ki Waitotara we want all training and gaining a unit standard our kaimahi to be equipped to deal qualification in first aid. with life-threatening situations and that, coupled with all the changes “Many of them already had a basic
“Our strong sense of whānau values and our connection to the land make H&S for us more than a checklist to tick off.” “We want all our kaimahi, every single one of them, to return to their whānau at the end of each day or night, intact, safe and healthy.” “It is all about putting ‘He tangata, he whenua, he oranga’ into practice – ensuring we as a business walk our talk.” HE TANGATA | 9
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STORM DAMAGE TO CLEAR UP
Ex-cyclone Gita blew through the Taranaki region in a matter of hours but the trail of destruction she left in her wake will take months to put right.
HE WHENUA | 11
All PKW farms felt the impact of Gita’s power but the worst affected was Farm 2 Meremere Road, a 350-cow dairy unit that is contract milked by Matthew Kelbrick in South Taranaki. “I was the sole worker in the dairy shed, just beginning to hose down after milking, when there was this huge bang that gave me a helluva fright,” says Matt. “I went outside and saw that one of the solar panels had been blown clean off the roof.” Deciding it was safer to stay inside due the strength of the wind and the amount of debris being blown about, Matt went back into the shed. “That’s when I looked up and realised the roof was bouncing up and down, off the frame. Things got a bit scary after that for a while.”
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Ex-cyclone Gita’s 130km/h winds decimated farm buildings and damaged precious food crops.
The 130km/h gusts eventually ripped the roof from the shed which had been newly built only three years ago. The wind also totally flattened hay barns and an implement shed on the property and lifted the roof off the workers’ cottage. With first light came the realisation that the clean-up was going to take some time. After checking on the cows, that had weathered the winds safely in a sheltered paddock, the most pressing issue was the loss of power, with its implications on water supply and other systems. There was a lot of damage to the technology used on the farm too. “We hooked up a generator and began restoring what systems we could,” says Matt. “The main thing was making sure the shed was safe to work in now it was exposed. There were lots of Health and Safety issues to identify and rectify but we managed to get systems up and running with some temporary repairs so we could milk the herd.” The cost of repairing all the damage will likely run into 6-figures and could take up to 3 months, with a new roof for the dairy shed taking 6-8 weeks alone.
“ I am calling it my new convertible dairy shed... and after spending weeks wishing for rain I’m sort of crossing my fingers for clear skies.” But Matt is refusing to be downbeat. “I am calling it my new convertible dairy shed,” he laughs. “And after spending weeks wishing for rain I’m sort of crossing my fingers for clear skies. Mind you, if it does rain, I won’t say no. I’ve got a good raincoat!” While everyone was prepared for a bad storm, the ferocity of the winds was worse than expected, says Shane Miles, General Manager Ahuwhenua. But he has been
impressed by the response of the team at Farm 2, and across all PKW units. “At the end of the day the only damage done was to infrastructure and that can be repaired. All our people and stock remained safe and that is the main thing,” he says. “Part of what makes us what we are is our resilience so we will continue to deal with what comes and keep looking forward.” HE WHENUA | 13
WEATHER CONDITIONS HIT HARD Farmers across the country are never far from a weather report as unfavourable climatic extremes over many months have made managing whenua and stock hard work and will impact negatively on production levels. Incessant rain during winter and spring resulted in water-logged soils and damaged pastures before scorching sun brought drought conditions to the Taranaki region in a few short weeks.
growth and have been unable to stockpile feed and fill silage pits ready to feed stock when grass growth slows, as is usual,” says Shane. “The knock-on effects are wide-reaching and emphatic.”
“We’ve just been hit with the worst of both worlds this year,” says Shane Miles, PKW General Manager Ahuwhenua. “The combination of above average rainfall followed by an extended long dry spell is something that farmers in Taranaki haven’t experienced for 50 or 60 years and presents them with a whole series of challenges when it comes to managing their land and stock.”
“Farm managers have had to begin buying in supplements far earlier in the year and in larger quantities than usual. Although the PKW drystock blocks have been able to supply some feed to our dairy units concerns, we have had to recourse to externally sourced feed as well.”
The most direct impact of the weather has been on the ability to allow pastures to recover from damage after the winter months, to plant good fodder crops, and harvest supplementary silage and hay before the summer pasture shortage hit. “Farmers have had no choice but to use paddocks despite restricted 14 | HE WHENUA
The challenge of making hard decisions on a daily basis in the face of factors you can’t control can be mentally very demanding and Shane is quick to recognise the pressure farm kaimahi and partners are under.
“PKW has a robust internal welfare programme and we are ensuring that all our farm staff are receiving the support they need to be able to get through this very difficult time,” he says. “This includes making sure “We really try to limit the use of palm people have time off the farm and opportunities to get together and kernel from both a cost control and share their experiences.” an environmental point of view,” says Shane. “But we have to weigh “We have a great bunch of people this up against the welfare of our working the whenua and I am animals and really, there is no choice. The stock have to be fed confident they are doing all they can and their welfare maintained.” to minimise the impact the weather conditions are having on our land, As a result of less available feed, our animals and our production milk volumes have fallen and cows levels while putting us in the best are being dried off earlier, leading position possible for the beginning to a notable reduction in the dairy revenue stream. of the farming cycle once more.”
Peter Coleman
Rob Walden (Taranaki, Te Atiawa)
Conrad Maeke (Te Atiawa, Ngāti Raukawa)
THE PKW RELIEF TEAM As any farmer knows, ensuring a good work-life balance can be one of the hardest tasks the job calls for. But ensuring that time is spent with whānau or enjoying the chance to relax is vital when it comes to the wellbeing of our people. The PKW Farm Relief Team of Rob
“Farms don’t care if it’s Christmas Day, your birthday, if you aren’t feeling Walden, Conrad Maeke, Duncan Steele and Peter Coleman are on hand well or that you are entitled to a day off – there is always work to be done to step in and take the reins, providing and animals to be cared for,” says a comprehesive and knowledgeable Andrew Gibson, Operations Manager, service that means farm managers who manages the team together with and their workers can take a break Operations Managers Roger Landers without the need to worry that jobs will and Hemi Dawson. “These guys do lie undone. a fantastic job of enabling people
Duncan Steele
to take time away from the farm by ensuring there is no impact on the everyday routine of the business.” The team covers 20 people across PKW’s eight drystock farms and four managed dairy farms which are spread around the Taranaki province. They cover rostered days off and planned annual leave as well as HE WHENUA | 15
“ These guys not only make a difference for our people, they also directly affect our bottom line.”
stepping in when people are sick or are unexpectedly called away from the farm. The four man team can step into any role from farmhand up to farm manager. The team turn their hand to any task regardless of what’s involved. For example, they could be asked to supervise the milking of a Friesan dairy herd in a rotary shed one day and cover a calf rearing unit the next. They need to know how to drive and use a wide variety of farm vehicles and machinery, handle animals of different breeds and ages, be up-todate with training in the use of a wide range of chemicals and first aid.
The team’s importance means their number has doubled this year. Duncan, who managed farms for PKW previously, and Peter, a new addition to the organisation, have joined original team members Conrad and Rob. “Sometimes it can be hard to get managers off their farms but it is testament to the attitude and ability of these guys that there is a growing confidence in being able to walk away and leave the stresses of farming at the gate for a little while,” says Andrew. “We are also finding that
“They have a huge amount of knowledge and skills between them,” says Roger. “Every day they are met with something different and every day they step up to that challenge and relish the task. They have to take on a role and be flexible, adaptable and responsive while still carrying out the work to a high standard.” Their contribution to the business goes beyond just enabling people to take time off. When farm staff return from a break refreshed and energised, the productivity of the farm improves. “These guys not only make a difference for our people, they also directly affect our bottom line,” says Roger. “One of the measures of success for the team is the overall performance of the group and they take pride in the direct contribution they make to that.” 16 | HE WHENUA
managers value the fresh perspective the relief team can give them.” Andrew, Roger and Hemi are working towards a goal of increasing the team so even more value can be added by giving farm workers the time-off they need. “Time spent away from the farm is as important as the time spent on it for our people to maintain that allimportant work-life balance,” says Andrew “The Relief Support team are such an asset to the organisation and their value can’t be underestimated.”
Applied Management, majoring in Strategic Management with a real focus on Māori agribusiness. He comes to the role from Ngāi Tahu Farming Ltd, the incorporation of the largest iwi in the South Island, and is a graduate of their Whenuakura Programme. MEET HEMI DAWSON Ngāi Tahu, Ngāti Kahungunu and Te Rarawa Hemi’s passion for reconnecting people with their whenua has brought him all the way from Canterbury to join PKW as the new Operations Manager. The 38-year-old holds a Bachelor’s degree from Otago Polytechnic in
“I am so pleased to join PKW as the organisation is built on the same values I hold dear – working for the benefit of Māori and helping them to reconnect with their land through agribusiness.” he says. Hemi replaces Shane Miles who has stepped into the General Manager Ahuwhenua role. He is joined in Taranaki by his wife Catherine and their six children.
PORT NICHOLSON FISHERIES PERFORMANCE UPDATE The jewel in the crown of the PKW asset portfolio continues to shine with a predicted on-track, to-budget profit for 2017–2018. “Our crayfish farming interests clearly stand out as a profitable and highly performing investment, of which we are all rightly proud,” says Joe Hanita, PKW General Manager Finance and Investment. “And the PNF directors are working hard to ensure that success continues by exploring opportunities to reduce the impact market variables have on the bottom line while increasing our profit margins.” Port Nicholson Fisheries (PNF) is a limited partnership made up of 27 Māori organisations. The entity controls one-third of the total lobster quota and is the second-largest processor and exporter of live lobster in New Zealand. The business has faced two main challenges in the past year or so – a reduction in quota and in the prices fetched in the Chinese market. The amount of lobster that can be taken from New Zealand’s ocean is set annually by the Ministry of Primary Industries (MPI) in response to stock levels. Last year the PKW quota was reduced from 56,000 tonnes to 48,000 tonnes. “Quota can change year on year and while it can present a challenge in a business sense, we are pleased that the lobster stock levels are being managed carefully to ensure we are
farming sustainably and caring for our marine environment,” says Joe. “As Māori, this is a responsibility we take very seriously and we welcome the opportunity to kōrero with MPI about the health of the lobster population in Aoteaoa’s waters.”
which will mean the potential to better manage fluctuation in price,” says Joe. “PNF currently controls 30–35% of the live export market and they are actively working with aligned partners to grow market share.”
Another area the partnership is exploring is a greater in-market presence. Currently our crayfish pass through the supply chain via various middlemen between us, the resource provider, and the end consumer. But the market is a volatile one and too What we know is that the greatest profit margin is found at the consumer much product reaching consumers end and PNF is keen to capture a at the same time can dramatically greater share of this margin for its reduce the price paid. A recent shareholders. example has been witnessed where an oversupply of crayfish was entered “PNF is continually exploring areas into the market. This subseqently where they can build relationships with drove prices down with industry customers that will improve business pricing still recovering today. This has performance,” says Joe. “PNF is had a direct impact on the income very much looking to a future where received by the partnership. they continue to stand out in terms of PNF predominantly supplies live lobster to the Chinese market, where it is highly valued culturally, and so, generally speaking, attracts high prices.
Although the business has the ability to hold live lobster at its two large processing plants in Wellington and Auckland, and so on board to manage supply to some extent, the PNF market share still needs to increase to be able to exert any real control. “One of the aspirations the directors hold for PNF is to bring more partners on board which will give PNF greater influence and control over the supply of lobster to the Chinese market,
return on investment for PKW and its partners.”
PNF continues to be an important component of PKW’s overall portfolio and is a component that demonstrates one of its most important values: “Whanaungatanga/Kotahitanga – Belief in collective action with trusted relationships”. Collaboration with aligned partners and whanaunga will continue to be an important focus of the PKW strategy. HE WHENUA | 17
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BORN INTO BUSINESS
Enabling young Māori to realise their potential and follow their aspirations is a central tenet of the Ballance – PKW Scholarship. Bonita Bigham talks to one of the two inaugural recipients about how the award is helping him follow a path set by his whānau from a young age – although he didn’t realise it at the time.
HE ORANGA | 19
“ I’d like to help people reconnect with their Taranakitanga and to utilise my skills for the iwi, that’s the ultimate goal.”
The entire time he was at high school, Rerewha-i-te-rangi Pita was pretty sure his future career was set. He wanted to work with kai and so he was learning to prepare, cook and present it. “I was going to be a chef,” says the 24-year-old of Te Atiawa and Ngāruahine descendant. Except, now he’s not. He laughs when asked what happened. “I realised that chefs don’t get paid that much and it takes a long, long time to work your way up,” he grins.
So straight out of his last year of school at Te Wharekura o Rākaumangamanga in Huntly, Rerewha found himself immersed in the world of business, banking and finance instead of food, pots and pans after he was selected to become a Māori intern at BNZ in Wellington for six months in 2014. The shift in focus wasn’t very difficult for the teenager to make, having been born into a whanau with strong, proven business acumen and experience on both sides of the counter.
Rerewha’s mother is Honiana Love and his maternal grandfather is Te Atiawa’s Morris Love from Ngāti Te Whiti hapū, current chairperson But the 2017 Ballance – Parininihi ki of the Wellington Tenths Trust and Waitotara scholarship winner already past trustee of many other Māori had another path to follow, without him organisations. even recognising it, until that fateful heat-of-the-kitchen vs money-in-the“My dad is also a businessman, he bank realisation. made sure I learned financial literacy 20 | HE ORANGA
growing up,” says Rerewha. “He’s been a strong role model, having had a number of businesses, including significant property investments.” His father, Watson Pita, is part of the Niwa whānau from Tītahi hapū of Ngāruahine iwi. Rerewha grew up in Wellington before moving to Waikato, but connections to his whānau in the capital remained strong enough that when an opportunity came up for iwi to nominate rangatahi for the cadetship, his name went forward. He also likes to think his sporting allegiances, despite ongoing mockery and ridicule in Waikato, might possibly have helped with his eventual BNZ selection. “I’m a hardcore Hurricanes supporter, through and through, sometimes to my own detriment,” he laughs. While at BNZ, Rerewha used the skills he’d been taught at home and his knowlege of te reo me ōna tikanga to
“ It was quite a change, becoming a full-time student getting meager student living costs, so the Ballance-PKW scholarship definitely helped me not increase my student loan.”
and things like that. I wasn’t willing to risk it like lots of other students do,” he says. He recently completed a six-week block course to finish his qualification and will graduate in April, but is already on the look-out for the next challenge. “I’m talking to my contacts and am hoping to get straight back into the finance industry. I’d like to go back into a big, established company to cut my teeth and to get as much experience as possible,” he explains. Rerewha believes a larger business is a better environment in which to learn the trade, so any mistakes are made at lower levels and can be more easily corrected or absorbed into the bottom line of the business.
in filling the gap left by his loss of income, especially while he was living help the bank adapt a financial literacy in Tokoroa with his partner Kahleigh Ahomiro (Waitaha, Ngāti Tūwharetoa), programme so it would resonate with a fellow graduate of Waikato University Māori communities. who also studied business. His experience there set him on a Having Kahleigh on the same path of ongoing employment within journey means she understands the the banking and finance industry. An eventual move back north to work also importance and significance of the saw him enrol at Waikato University to qualification, especially the future study towards a Bachelor of Business implication for them both to increase their knowledge and eventually share Analysis, majoring in finance. their skills with their iwi. Rerewha says the focus of the programme is on economics, strategic Rerewha says giving up full-time work had major financial implications, so he financial management and analysis seized the opportunity to apply for a – areas of interest that he’d already scholarship which specifically related been fortunate enough to gain some to his area of study and interest. experience in since the internship. That industry experience also meant he didn’t have to do the pre-qualification usually required to be able to enrol on the course. But working full-time and studying parttime for three years eventually lost its shine.
“It was quite a change, becoming a full-time student getting meager student living costs, so the BallancePKW scholarship definitely helped me not increase my student loan.”
Rerewha says the scholarship funds were put to immediate and productive “At the end of 2016 I decided to bite use, including helping with transport the bullet and sacrifice the money and costs and keeping his vehicle safe go and be a fulltime, poor student for and legal at all times during the one more year.” study year. Rerewha says the Ballance–PKW scholarship has been a huge help
In smaller organisations those same errors could have wide-reaching implications across multiple business units, that may not be so easily fixed and potentially directly affect staff and shareholders. Finding a suitable role will carry on the journey towards his goal of helping Taranaki whanaunga who are disconnected from their whakapapa and whenua. “I’d like to help people reconnect with their Taranakitanga and to utilise my skills for the iwi, that’s the ultimate goal.” Jacqui King, PKW Head of Corporate Services, says that the opportunity to offer the scholarship in partnership with a long-standing, successful agribusiness like Ballance reinforces the PKW vision of sustaining and growing our shareholders and their whānau to prosperity. “Choosing Rerewha as the scholarship recipient has a strong forward focus and PKW shareholders should be very proud to have supported him in gaining skills and a qualification in an area where Māori are underepresented,” she says
“This is about succession planning for the future prosperity of our people and the organisation. It is an important investment in our future leaders and “I didn’t want unecessary traffic tickets investing in our target area of building for being unwarranted or unregistered Māori business expertise.” HE ORANGA | 21
SURVEY REVEALS SHAREHOLDER ATTITUDES TOWARDS THE BUSINESS Kaitiaki of the whenua has been highlighted as the most crucial mahi for PKW in the 2017 Shareholders’ Engagement Survey. More than 50% of respondees ranked the statement ‘Kaitiaki: PKW will leave the land in a better condition’ as the most important, with one shareholder stating “Without our land, we are nothing. If we don’t look after it, who will?”
land shareholders felt they were and than half of respondees indicated what the investment strategy for the they would be happy with a reduced future should be. dividend payout to help fund these areas. Whenua emerged as a consistent theme of importance for shareholders, The subject of shares received with many wishing to have the particular focus, and discussion on opportunity to connect more with what to do with unclaimed dividends The survey was carried out to their ancestral lands and to learn provide PKW with key insights into their kōrero. People also expressed and how to track down missing shareholder views and expectations. a desire to be able to visit wāhi tapu, shareholders was also productive, collect kai and access flax and other with many useful comments. Shareholders could complete the fibres for weaving. Whenua magazine was regarded survey printed in the October 2017 issue of Whenua magazine and The survey also showed that as the most accessible way for send it in via mail, or complete an shareholders have a good grasp shareholders to remain informed online version. It was publicised at of PKW’s business activities and about business activities, ranking it the AGM, on the PKW website and strategic direction focusing on far above email, the annual report the PKW Facebook page. diversification and production while and the website. ensuring that debt levels do not put The questions were designed assets at risk. Results from the survey have been to gauge shareholders’ presented to the PKW Board who attitudes towards shareholder Indeed, the reduction of debt will take them into consideration communications and how shares was seen as the best use of profit when making decisions about the are managed, what shareholders alongside using it to re-invest in future direction of PKW and its felt the priorities for the organisation the business, enabling growth and should be, how connected to the future profit generation. In fact, more activities and responsibilities. 22 | HE ORANGA
“ I think I would have forgotten all about it if they hadn’t have contacted me. That tells me they are doing a very good job up there.”
RECONNECTING TO PKW Johnson Hamahona: Rātana faithful “Kia ora matua! It’s PKW here. You’ve got some money owing to you! Send us your bank account details.” The voice on the phone was music to the ears of Johnson Hina Kerei Hamahona as he juggled his mobile with a serious kapa haka practice going on.
2013 at Hāwera. I always try to get back to Taranaki especially when we have Whakamoemiti there. Actually, there’s quite a few PKW shareholders who live in the pā – most probably half of our pakeke kapa haka.”
The semi-retired bus driver, who The father of four and koro of 10 was has been raised in Whanganui, said he appreciated being contacted by just one of the 7,063 shareholders PKW kaimahi. who currently have unclaimed money waiting for them. “I think I would have forgotten Johnson, a faithful Rātana Pā local, all about it if they hadn’t have contacted me. That tells me they are is from Ngāti Ruanui through his mother, Te Mauriora Tataurangi who doing a very good job up there.” passed away 40 years ago. Through Johnson is also grateful for the his late father, Hina Kerei, he hails support PKW has given the family from Ngāti Kahungunu. over the years to enable his three tamāhine to represent Aotearoa in He had been placed on the sports. shareholders’ list of unclaimed monies due to not updating his As the result of a PKW grant, one contact details with PKW when he of Johnson’s daughters, Marama, changed addresses. was able to compete at the 2000 Olympic Games in Sydney as well “Come to think about it, I haven’t as the 1998 Commonwealth Games received a payout for over 10 in Kuala Lumpur. years,” Johnson says. “The last PKW meeting I went to was in “Her hockey mates called her
‘Skippy’. She’s a teacher now here at the pā and nurtures a lot of our young ones in sports,” Johnson said proudly. “My other daughters, Whetū and Piki te Ora, have also been able to travel because of the pūtea from PKW.” “My wife and I would have never been able to afford it. They helped us out a lot. I will never forget that.” Adrian Poa, PKW Shareholder Engagement Advisor, said it was a great thing every time the organisation was able to reconnect or connect with shareholders like Johnson “There are a number of reasons why we’ve lost the connection with them – they’ve passed away and their shares haven’t been succeeded to or their whānau aren’t aware that they had shares, and even things as simple as having no contact or bank account details for them,” he says. “It’s worth checking with our office that we have your details, just in case.” HE ORANGA | 23
PKW is always trying to find ways of reconnecting with people and one method that proved successful was posting a link to the shareholders’ list of unclaimed monies on Facebook. “We posted the list on Facebook end of January, and over the following four days, we had 59 direct enquiries to the office.” says Adrian. “Over those four days,
that particular post was shared 82 times and reached 7,771 people – it is one of our highest performing Facebook posts.” The amount of unclaimed money currently stands at about $4.4 million and Adrian encourages all PKW shareholders to check the list and suggest to their whānau, hapū and iwi that they do the same.
Below is a list of the 50 largest unclaimed PKW dividends.
Can you help the Shareholder
Engagement Team locate these people or their whānau?
Contact the PKW office on
(06) 769 9373 or via email on
office@pkw.co.nz with any details.
MISSING SHAREHOLDERS LIST SH ID
First Name
609595 Ivy Elizabeth Pene
Last Name
Shares
Monies
Administrator of the Estate of Rihari Pene aka Kopene Ngaroimata or Kopeni Ngaroimata
679.006 $10,501.88
348600 Nehupo
Arakira
570.107 $10,170.85
2021554 Kathryne Elizabeth
Armit
276340 Kuni
Broughton
547808 William Ratutonu
Clark
126810 Beverley Ann
Cunneen
550965 Wiremu
Daymond
389862 Peter
Dix
2146.547 $17,397.03
588458 Grace
Flavell
1203.195
363448 Nina
Franklin
1012.055 $10,525.36
First Name
Last Name
Shares
Monies
1002465 Bessie Ellen Minhinnick
958.82
$13,544.76
117099 Te Ari
Moaho
1407.28
$11,187.88
213233 Te Huia
Ngahoata
643.384
$9,519.82
318825 Maui
Onekura
2146.007
$25,006.37
487635 Teo
Pititi
1536.391
$28,528.07
551465 Wiremu
Pokai
728.899
$10,052.60
271578 Kiwi
Rangimarama Estate
1744.069
$11,074.83
523518 Waihoea
Rangitukihono
887.433
$16,478.06
617776 Noi
Robinson
3843.633
$54,298.17
1500.15 $11,026.10
440175 Ripeka Fay
Robinson
1303.221
$10,360.60
1128.42 $20,577.02
326852 Meretiana Panau
Tamati
968.826
$16,230.06
372900 Pae Terangi Tamati Panau
968.826
$12,883.80
2323.475 $21,631.53 657.967 $10,176.46 3165.592 $52,651.05
$9,565.39
186902 Helena Guard Rebecca 301248 Margaret Rose Hapimerika 156922 Erai Neta Henare
791.811 $14,865.17
116572 Te Aratera Hone 513962 Turiwira
Hihi
900.017 $12,412.59
Hopa
972.102 $18,271.20
190578 Henry
Horo Jnr Decd
1997.567 $14,682.13
278572 Kurupai
Horomona
1363.652 $13,159.23
289345 Maho
Huitaonga
625.486 $11,158.85
648825 Michael
Isaacs
2571.367 $16,328.19
256110 Kararaina
Kahuke
739.803 $13,198.26
200018 Hinepounamu Karauti
SH ID
614.29 $10,217.04 739.803 $13,198.28
735.366
$9,304.22
2020854 Estate of King Charles Denis
7372.954
$9,216.19
137618 Dada Tukotahi Kiriona
1069.701 $11,124.90
216283 Te Huru
Taniwha
3255.079
$20,669.76
270245 Kiri
Taute
1081.535
$18,118.21
525340 Waina
Tohia
708.104
$12,018.13
476358 Tamateauia
Tutahione
585.648
$10,276.60
476250 Tamatea
Uatahi
1112.15
$20,650.66
204692 Hoani
Waaka Te
807.874
$14,264.84
146862 Doreen
Whaipakanga
927.582
$13,781.26
361100 Ngawaoriki Wi Tarea
Whakamaru
878.068
$16,204.95
507652 Tuawhenua
Whakarua
769.234
$14,362.22
1012940 Te Uranga Ihaka Wirihana Davidson
Whanau Trust
668.438
$9,442.70
724.807
$12,250.95
337218 Moe Tautara Whareki
363146 Nika
Maruera
712.321
$9,298.97
353892 Ngakete
2066.168
$38,365.08
347698 Napeoterangi
Marura
770.653 $10,897.52
483370 Taumata
1596.162
$29,637.90
To view the complete list on our website, visit http://bit.ly/2FVOxvR 24 | HE ORANGA
Photo: Michael Flynn/TAFT
A region shaped by events Several events just a few weeks apart give a good insight into what makes Taranaki unique, and provide a reminder of the value of strategic thinking. In the space of just a few weeks, Taranaki will have attracted a number of diverse international visitors – some more welcome than others. The first was ex-cyclone Gita, which slammed into our region with considerable force in February. Whilst we got off much more lightly than our Pacific neighbours, Gita still caused widespread power outages and a significant break in the water supply of New Plymouth. The next group of visitors are much more welcome, and include international performers, top sportspeople, and even cherished cars, as thousands of visitors arrive in the region for our major events including AmeriCarna, WOMAD and the ITU World-Cup Triathlon event. These events offer a bright contrast to the destruction of fierce weather, and a chance for people to celebrate Taranaki’s legendary lifestyle, to be inspired by the best, and to share our stories and manaakitanga with the world. Whatever comes our way, we need to be ready. Preparedness for emergencies is widely understood. From having several days’ of water and supplies on hand, having power generation facilities available to ensure milking can continue, or a safety plan for your
workplace should the worst happen - individuals, households and businesses need to be ready. Not so well understood is the planning required to make the most of our region’s big events. These events offer an opportunity to showcase our region; to tourists here for a weekend and to those looking to move their whanau or their businesses here. They also provide opportunities for businesses, whether by increasing profile, impressing potential customers, or convincing future staff that Taranaki is the place to be. What we do after the event can also make a big difference. The recovery phase in emergency management is often more difficult than the event itself, as businesses work to get back to normal. For prospective employees considering a move, a follow-up message after an event like WOMAD could make all the difference. Venture Taranaki has a number of services to help businesses with their strategic thinking and planning, from accessing a business mentor, through to vouchers for eligible businesses to develop their capabilities. To find out how we can help you and your business be ready for the next event to hit Taranaki, get in touch.
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 HE ORANGA | 25
35 Leach Street | New Plymouth 4310 Taranaki | New Zealand