Whenua Magazine - Issue 25

OUR DIVERSE LAND PORTFOLIO

2017 AGM REVIEW

&

HAK IHEA 2017 i ssue

25

CARING FOR OUR WHENUA

PKW MÄ€ORI CADETSHIP PROGRAMME |1

CONTENTS

10

13

HE TANGATA

HE WHENUA

HE ORANGA

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15 CARING FOR OUR WHENUA Effluent - getting the basics right

22 TAIHONOA, PARTNERING WITH VICTORIA UNIVERSITY A karanga to Victoria students

F AREWELL TO ALLIE Closing remarks

10 OUR DIVERSE LAND PORTFOLIO The seven year rent review

17 MERE’S PROGRESS Quarterly update

26

26 TARANAKI TŪ MAI 2017 Another successful festival

18

FEATURES 4 2017 AGM REVIEW

The highlights of this years’ AGM

13 NEW GENERAL MANAGER AHUWHENUA APPOINTED Consolidating our management team

18 PKW MĀORI CADETSHIP PROGRAMME Creating tomorrow’s workforce today

4 NGĀ PANUI PKW Tertiary Grants 2018: Opens 8 January 2018 Closes 31 March 2018 PKW Office closure dates: Closed 25 December 2017 Reopens 8 January 2018

SAVE THESE DATES PKW Half yearly hui: Saturday 21 April 2018 Venue to be confirmed PKW AGM: Saturday 27 October 2018 Owae Marae, Waitara COVER

Campbell Gin, who has taken up a summer law internship at PKW.

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EDITORIAL Tēnā koutou e te whānau As the year comes to a close we wish all shareholders and our wider community a safe and whānau-filled Christmas and New Year.

This time of year is always about whānau and at PKW we think of ourselves as a whānau that is bound together by a common vision, mission and values.

“ ...I’m confident that this will be just one of the many steps that will turn our farming business into one of the best.”

In this issue of Whenua, we say goodbye to our General Manager Shareholder Engagement Allie Hemara-Wahanui. As Allie leaves us to take on the role of General Manager, Te Korowai o Ngāruahine Trust, she reflects on her time with PKW and the company’s vision, mission and values, which she holds so dear. Allie asks all of us to take note of the strategic statements of organisations we align with and consider how well they capture our hearts.

At the AGM we reported on our performance over the year and provided shareholders with an insight to how well their business is doing. It’s also at this hui where the election of leaders to the Committee of Management (CoM) are announced and we welcome back Claire Nicholson and Taari Nicholas to the CoM, along with Dion Tuuta. I would also like to acknowledge the other candidates who put themselves forward for our kaupapa. Tēnā koutou.

While we still have so much to do, I am proud of the Ahuwhenua team who continue to consolidate the business by putting in place the best possible model for each farm. I’m confident the recent appointment of Shane Miles to the role of General Manager Ahuwhenua will be one of many steps that will turn our farming business into one of the best around.

As we farewell 2017 we remember those who are no longer with us as they continue to support us well into the future.

Mauri ora.

Nā, Warwick Tauwhare-George Chief Executive Officer

WHENUA MAGAZINE

PARININIHI KI WAITOTARA

iSTUDIOS MULTIMEDIA

Editor Warwick Tauwhare-George Deputy Editor Nick Maybury Creative Direction Sheree Anaru Photography Quentin Bedwell Graphic Design Dave Pope

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

2 | HE TANGATA

Left-right: Jenn O’Connor Patterson, Tiri Porter and Anna Davis

He Toronga Toronga Pakihi PakihikikiTaranaki Taranaki He HeHe Toronga Pakihi ki Taranaki (The Māori Business Toronga Pakihi ki Taranaki (The Māori Business Network of of Taranaki) started its its journey in 2008 with Network Taranaki) started journey in 2008 with passionate Māori business operators Anna Davis (Offi(Office ce passionate Māori business operators Anna Davis Furniture First) and Mitchell Ritai (Te(Te ReoReo O Taranaki Furniture First) and Mitchell Ritai O Taranaki Trust).

With thethe support of of Amokura Panoho, then Project Trust).

With support Amokura Panoho, then Project Manager Partnerships at Venture Taranaki, andand thethe Manager Partnerships at Venture Taranaki, Māori Business Facilitation Service at Te Kōkiri, thethe Māori Business Facilitation Service at Puni Te Puni Kōkiri, kaupapa was established to to provide a place of support kaupapa was established provide a place of support and mentoring through regular events, networking andand and mentoring through regular events, networking whanaungatanga.

The network waswas active for for a number whanaungatanga.

The network active a number ofof years, with member businesses hosting events to to years, with member businesses hosting events promote their products andand services, introduce their promote their products services, introduce their people and promote thethe importance of Māori leadership people and promote importance of Māori leadership within thethe business community.

However as the Treaty within business community.

However as the Treaty settlement process gained momentum in Taranaki, a a settlement process gained momentum in Taranaki, number of of keykey individuals within thethe network tooktook on on number individuals within network important roles and thethe business networking took a a back important roles and business networking took back seat. seat.

Earlier this year, during a regular huihui between Roena Earlier this year, during a regular between Roena Ruakere-Te Uira (Te(Te Puni Kōkiri) andand Jenn O’Connor Ruakere-Te Uira Puni Kōkiri) Jenn O’Connor Patterson (Venture Taranaki), thethe kōrero turned to to Patterson (Venture Taranaki), kōrero turned business networking, and thethe original mailing listlist forfor He He business networking, and original mailing Toronga Pakihi ki Taranaki was dusted off.off.

Jenn gotgot in in Toronga Pakihi ki Taranaki was dusted Jenn touch with Anna, and they brought in Tiri Porter, another touch with Anna, and they brought in Tiri Porter, another original network member.

A working committee waswas original network member.

A working committee formed, and they decided to to survey thethe membership list list formed, and they decided survey membership toto see if there was interest in regenerating thethe network. see if there was interest in regenerating network.

Over 90% respondents said they supported thethe idea Over 90%ofof respondents said they supported idea ofof a Māori business network, andand were keen to get a Māori business network, were keen to get involved.

Meanwhile, New Zealand Trade & Enterprise involved.

Meanwhile, New Zealand Trade & Enterprise brought their Māori capital-raising roadshow, Te Aukaha, brought their Māori capital-raising roadshow, Te Aukaha, toto Taranaki, holding anan event on on 12 August.

ThisThis provided Taranaki, holding event 12 August. provided the perfect opportunity to re-launch HeHe Toronga Pakihi ki ki the perfect opportunity to re-launch Toronga Pakihi Taranaki, and more than 7070 people turned out.out.

Taranaki, and more than people turned

The logo was developed by Te Reo o Taranaki Trust and gifted to the Network. It features Mōunga Taranaki, as well as a small koru and a larger koru, representing the tuakana/teina relationship of business mentoring.

AAschedule agreed, and and the the scheduleof of bi-monthly bi-monthly hui hui was then agreed, second October was washeld heldat atTu TuTama TamaWahine Wahine secondevent event on on 12 12 October ininNew New Plymouth.

Plymouth. This hui discussed business support and of interest interestidentifi identified andfunding, funding, one one of the areas of ed inin the survey.

The speakers included Jenn on behalf of the survey. The of Venture GrowthAdvisor Advisor Venture Taranaki, Taranaki, Te Te Puni Puni Kōkiri Business Growth Keria PoutamaTrust.

Trust.

KeriaPonga, Ponga,and andVonese Vonese Walker from Poutama The setheld for 14 at the Clifton TheDecember December hui hui is was on December 14 December at the Park Sport Recreation Centre in Waitara, and willand be Clifton Parkand Sport and Recreation Centre in Waitara, sponsored

by BDO Taranaki. was sponsored

by BDO Taranaki. youare are interesting interesting in in getting gettinginvolved involved and and would like IfIfyou tobe beadded addedto tothe the mailing mailing list, list,please pleaseemail email to JennO’Connor O’ConnorPatterson Pattersonon on jennifer@venture.org.nz. jennifer@venture.org.nz.

Jenn

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 TANGATA | 3

2017 AGM REVIEW THE PKW VISION, MISSION AND VALUES

An organisation’s vision, mission and values are very important. They let everyone know why you exist, what you’re trying to achieve and how you behave. This year the Committee of Management (CoM) affirmed these statements:

VISION

“ He tangata, he whenua, he oranga.

Sustaining and growing our people through prosperity”

MISSION

“ A successfully diversified and sustainable Taranaki Māori-owned and operated business providing meaningful opportunity to its people”

VALUES “ Manaakitanga – Care for Our Present and Future Generations” “ Kaitiakitanga – Commitment to Leadership” “ Whakapono – Adherence to Our Tikanga and Belief in Our Future” “ Whanaungatanga/Kotahitanga – Belief in Collective Action with Trusted Relationships”

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Tangihanga take precedence for marae and when Parininihi ki Waitotara learned that Aotearoa Marae was hosting the Kāhui whānau tangi, it was appropriate to shift the AGM elsewhere. He mihi aroha ki te whānau Kāhui me tō koutou matua a Angus kua hoki atu ki ō tātou tūpuna e. Tēnā koutou.

PKW INCORPORATION FINANCIAL RESULTS With the downturn in the global milk price easing and our improved cost controls, PKW reported an after-tax profit of $36.5m for the year (prior year $3.7m). This was made up of two parts.

The first is cash profit of $9.3m (prior year $0.5m loss) reflecting an uplift in lease rentals that resulted from the rent review, improved farm performance and continued good performance from the lobster investments.

The second part is non-cash gains of $27.2m (prior year $4.2m) comprising increases to the fair value of corpus lands ($25.2m) and positive movements on our Fonterra Shares.

Consequently, the shareholders’ net equity has grown to $240m (prior year $204.3m).

Total bank debt was $68.8m, which is a slight increase on the prior year with total debt at 21.7% of our total assets. This is within PKW’s total debt policy.

to a deeper understanding of our farming business.

any asset, particularly land, has been a detailed and considered process, and includes consulting with • Growth in our active farming portfolio affected iwi. The overriding objective in 2012-2015. This has brought is to ensure each farming asset is opportunities and challenges. achieving the required returns and • Critically reviewing our farming benefits to the group. If not, then business to ensure it is providing robust decisions will be made to the required returns. strengthen the sustainability of our farming investment.

• Implementing on-farm system optimisation, farm structural The proceeds will be reinvested to changes, technological optimise other farms, reduce debt and advancements, as well as enable the Incorporation to diversify divestment of underperforming or its interests to achieve sustainable surplus farms. returns for our shareholders.

• Divestment such as terminating or RELATIONSHIPS subletting third-party leases and The CoM’s commitment to collective identifying two farms for sale (one action through developing trusted leasehold title and one freehold title). relationships was demonstrated in The acquisition or divestment of several important areas.

“ The financial operating result for the year in review is very positive compared to the previous year.”

The financial operating result for the year in review is very positive compared to the previous year. The improved revenue from lease rentals and farming operations was key, together with prudent management of our farm working expenses, stock levels and continuation of tight capital constraints.

On that basis the shareholders approved the dividend of $1.25 per share.

STRATEGY The priority to advance our diversification goals with a targeted strategic action plan includes: •A focus on farming optimisation and system improvements that has led HE TANGATA | 5

sharing of strategies is key to advancing Māori agri-business aspirations.

PKW has recently confirmed participation in a working group of Māori land-based entities to investigate a dedicated NZ superfund for Māori organisations.

A working party has been established, including PKW, to investigate collaborative investment opportunities.

LOOKING FORWARD We look forward to 2018. We are in exciting times and believe in our strategy to deliver long-term sustainable returns and benefits to shareholders.

“ We are in exciting times and believe in our strategy to deliver long term sustainable returns and benefits to shareholders.”

The year ahead will see our core strategies advanced and our portfolio strengthened. While it is clearly a time of change for Parininihi ki Waitotara Incorporation, we are confident our investment over recent years in people, quality assets and business systemisation will position us to deal with changes and challenges as they occur. Our collective strength has enabled us to emerge stronger and more capable of continuing to build a sustainable and successful business that will ultimately provide prosperity for our people.

Firstly, the CoM met with whānau members of Ngaa Rauru about a proposed wind farm on a Waverley property in their rohe. As part of the resource consenting process, the Incorporation submitted its approval to the wind farm development, subject to the consent of the local hapū and iwi. The objective was that our stance would provide leverage for the local hapū in its discussions with developers. As part of the process, we met with the hapū to hear their aspirations and vision for their future. PKW also had the opportunity to share the complex history of the corpus land and the limitations and restrictions that remain to this day. The exercise was one of whakawhanaungatanga and enlightening for all. The positive engagement will see more kanohi ki te kanohi engagements with whānau around the mounga over the coming year.

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Engagement with all iwi regarding a potential Miro/Berry investment was also held. While investment was not offered, the opportunity to collaborate was a positive exercise.

In addition, investment in a collective property investment opportunity with Ngā iwi of Taranaki Whānui is still underway with due diligence nearing an end. Once complete, we are looking forward to working with our wider Taranaki whānau to advance this investment and other similar investments.

The CoM continued to develop its relationship with Fonterra. In June, PKW was supported by local iwi and hapū in hosting a group of 30 Māori dairy farmers from Waikato and Te Arawa. The visit was a chance to share our farming knowledge and experiences, and a reciprocal visit is planned in the coming year. The development of relationships and

PKW TRUST FINANCIAL PERFORMANCE The Incorporation and our strategic partners continue to play an important role by supporting the Trust with an annual grant of $225,000 (prior year $120,000) that contributed to the Trust’s total income of $386,000 (prior year $313,000). The Trust reinvested $234,000 back into the Taranaki Māori community through education, training and community grants.

STRATEGY We cannot underestimate how important it is to nurture and invest in Taranaki uri and we are proud to share the story of 2012 Charles Bailey Scholar, Aroha Anderson (Te Atiawa) and her journey since graduating from Waikato University.

Aroha is having a real impact in the Matakana Island community, the

home of her tāne. Together they are revitalising the whenua and creating employment for the whānau, and they are now returning these skills to help PKW review and renew our riparian planting approach. With hard work and support it is amazing what people can achieve.

COMMUNITY INVESTMENT

FINANCIAL PERFORMANCE OPERATING PROFIT AFTER TAX AND BEFORE FAIR VALUE GAINS / (LOSSES) UP $9.8M FROM 2016 TO A PROFIT OF:

$9.271M

FINANCIAL POSITION EQUITY UP $35.695M FROM 2016 TO:

$240.0M

This year the Trust received a record number of applications and supported 197 students with their secondary and tertiary level studies. This was a $199,000 investment (prior year $159,000) - a $40,000 increase.

This investment includes multi-year scholarship recipients whose award was approved in the previous years and paid for in this financial year.

The number of applicants who are direct descendants of a PKW shareholder remains high at 90%, confirming shareholders’ support of the grants programme.

During this financial year the Trust entered into a new scholarship partnership with Ballance AgriNutrients. The partnership creates two undergraduate-level scholarships valued at $2,500 each that support Taranaki Māori studying in areas that align with both organisations’ visions.

This year’s recipients are studying in the investment and agri-finance areas.

Education and tertiary grants continue to be the Trust’s biggest investment and assistance to 197 applicants shows the Trust’s support

of its shareholder whānau. Marae, te reo Māori and education remain the priorities for the Trust’s community

grants and this year the Trust awarded five grants across all categories, of

which three went to support Taranaki marae. The two other grants were for Taranaki-wide community events.

LOOKING FORWARD The Trust has reached a critical

point in its 34-year journey in that

seven of the eight iwi have settled their historical treaty claims and

are developing their own education and cultural programmes. The

Trustees are investigating how it can create meaningful benefits for PKW

Shareholders and Taranaki Māori to maximise our resources to achieve common goals. Shareholders are

therefore encouraged to complete

the Shareholder Survey that closes on 22 December 2017.

Taranaki is becoming a post-

settlement region and the Trustees have approved an annual plan to

review the purpose and role of the Trust to work alongside iwi and

other organisations for the benefit of Taranaki uri. By listening and

strategising, the Trust will be able to identify any crucial gaps and

determine the role it will perform going forward.

PERFORMANCE HIGHLIGHTS 2016/2017

Lobster return on assets were 9% for the financial year 30 June 2017.

9%

Milk solids produced increased <1% on prior year reflecting a period of consolidation following operational changes previously implemented.

<1%

The fair value of the total whenua assets increased 19.6% to $202.4m as at 30 June 2017.

20%

HE TANGATA | 7

Appointment Success within the PKW Whānau Taari Nicholas (Ngāti Ruanui, Ngāruahine, Te Atiawa) Congratulations to Taari for his re-election to the PKW Committee of Management. Taari has been on the Committee of Management and has seen the growth that has taken place over the past 10 years.

Taari is a professional company director and a chartered accountant with extensive senior experience in banking and the dairy industry.

Tēnā koe Taari.

Dr Claire Nicholson (Ngāti Ruanui) Congratulations to Claire for her re-election to the PKW Committee of Management. It has been a busy and exciting year for Claire who was a finalist in the Fonterra Dairy Woman of the Year award.

Claire is a qualified veterinarian and CEO of Sirona Animal Health, which provides her with valuable insights into the agriculture industry, particularly in animal welfare.

Farming ethically and in an environmentally sustainable way are important priorities for Claire.

Tēnā koe Claire.

Dion Tuuta (Ngāti Mutunga, Ngāti Tama, Taranaki and Ngāruahine) Congratulations to Dion Tuuta for his appointment to the PKW Committee of Management. Dion is in the unique position of being the former CEO for Parininihi ki Waitotara who now moves to governance to support the strategic direction of the Incorporation.

Dion brings his knowledge of investment and supports the Committee of Management’s strategic goal to diversify while protecting the whenua.

Ngā mihi ki a koe e Dion.

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Taranaki Māori owned and operated because PKW belongs to us. We should be rowing our own waka.

Values are important to me and over my career I’ve worked with people who are driven by values different to mine. A good example was during my MBA studies where another student valued ‘competition’, which conflicted with my valuing of manaakitanga, or service to others and putting others first and we struggled to work together.

FAREWELL ALLIE As she prepares for her new role at Te Korowai o Ngāruahine Iwi Trust, General Manager Shareholder Engagement Allie Hemara-Wahanui looks back on her five years at PKW and the significance of the company’s vision, mission and values.

Tēnā koutou e te whānau An organisation’s vision, mission and values have always been important to me and I have even declined job offers because I couldn’t align to those statements of the organisations concerned.

For some people they are merely words on a page that every organisation has. We even go as far as saying ‘all the tangas’, like ‘manaakitanga’ or ‘rangatiratanga’, as if they have lost their importance.

They haven’t.

Right from the time I started working for PKW the Incorporation’s vision and values appealed to me. My connection to the mission happened nearly two years later.

Vision: He tangata, he whenua, he oranga Sustaining and growing our people through prosperity

when I think of wellbeing I think of it being much more than economic. The PKW vision is similar to the Whare Tapa Whā model developed by Sir Mason Durie some 35 years ago and subsequently adopted by the Ministry of Health.

Māori are holistic in their thinking and it makes sense that the PKW vision weaves together different kaupapa.

I also like that the vision is short and easy to remember, and I’ve taken a little pride weaving it into my karanga when PKW visits marae around the mounga.

One of my early struggles with the mission statement was its length, and when I first started with PKW I could only connect to the last part about ‘providing meaningful opportunity to our people’. However, this changed.

Over the years I learned more about PKW and its business and began to appreciate the entire mission statement.

Mission: Be a successfully diversified and sustainable Taranaki Māori owned Hand on heart I want PKW to diversify and operated business providing because it will make us a stronger meaningful opportunity to our people Māori business that creates more Values: Manaakitanga, kaitiakitanga, opportunities for our people. I want Whakapono and Whanaungatanga/ PKW to be a sustainable and kotahitanga responsible business because I The PKW vision talks about things want the next generation to inherit that are important to me: people, an incorporation that is in a better the whenua and our wellbeing – and condition. And I want PKW to be

Manaakitanga is one of PKW’s values, alongside kaitiakitanga, whakapono and whanaungatanga/ kotahitanga. The value I cherish most is whakapono. From a PKW context whakapono means ‘adhering to our tikanga and belief in our future’ and it reminds me to have faith in myself and take confidence that tikanga Māori is a valid framework. It’s that butterfly in my puku that says ‘have faith, you can do this’.

One of the things PKW is doing well is spending time explaining its vision, mission and values to its staff.

Recently we spent a day at Parihaka and for many staff while they had heard about the place, they had never been there. This visit brought to life the history that led to PKW being established, and visiting these important places of history gave life to the PKW vision, mission and values.

I encourage you to revisit these statements of the organisations you work for or support. Do you see yourself reflected in these statements and do they resonate with your heart?

If they do, your experience will be much richer.

I’m sad about leaving PKW because the people are amazing, but I’m grateful that Te Korowai o Ngāruahine Iwi Trust, the organisation I’m going to, has similar values – so the transition should be seamless.

I’m proud to have worked for PKW and grateful to have added my paragraph to the story of an Incorporation that will be here long into the future.

Mauri ora.

HE TANGATA | 9

Our Diverse Land Portfolio The Seven-Year Rent Review

The seven-year rent review process is a significant milestone for Parininihi ki Waitotara. This means we get the chance to recognise the growth in value that has occurred in our corpus land holdings. It is an important occasion that enables us to reassess that value and leverage the opportunities that will then arise.

Itâ&#x20AC;&#x2122;s important to remember that the 20,000ha of corpus land is the remaining whenua of the 80,000ha that was set aside as settlement reserves for Taranaki MÄ ori, following the 1860s land confiscations.

over corpus land. PKW owns the underlying corpus land and there is a separate legal title that gives the lessee uninterrupted rights to the land in perpetuity. The lessee owns any improvements they have made and when they decide to sell the lease their aspiration is to achieve a Corpus land is subject to Te Ture Whenua MÄ ori Act and shareholders profit on that investment. control the sale of corpus land.

The leasehold titles are freely traded Because of this history, the and PKW retains a 20-working day Committee of Management has first right of refusal to purchase taken the position not to sell when sold on the open market. corpus land.

PKW operates an active and passive land portfolio, of which corpus land is one part. The second is leasehold land which represents the 262 perpetual leases that sit

10 | HE TANGATA

Of the 20,000ha of corpus land, PKW has actively regained control of parts of that whenua through the purchase of approximately 3,000ha of leasehold titles.

“ While all land is important, corpus land is the heart of PKW. It is our core enabler and will sustain us and our future generations.”

The right to trade leasehold titles remains with the Incorporation.

Every seven years Parininihi ki Waitotara and the West Coast lessees review the rent for leasing corpus land. This is a complex process for all parties.

When the legislation changed in 1997, the rent review period reduced from every 21 years to 7 years and PKW received a first right to buy a lease on the open market. This was a significant gamechanger that led to PKW actively acquiring land to build our farming portfolio and becoming the largest dairy farmer in the region.

In this year’s rent review round, we again utilised the collegial approach, however agreement was not reached across all areas of the review. While rental rates were eventually agreed, the unimproved land value was not, presenting a challenge in future rent reviews.

The outcome of this particular rent review was a successful increase of 22% equating to nearly $1.7m extra rental income per annum for the next seven years. Naturally the lessees wanted to pay less and PKW desired more - the middle ground was eventually determined as acceptable to both parties.

The seven-year rent review has been a catalyst for the growth of It hasn’t all been plain sailing as the PKW. It has enabled the purchasing first rent review in 1997 resulted in of leasehold titles, which have a number of lessees disputing the created the core farming business market rent assessments. The last as each subsequent review has two rent reviews in 2004 and 2011 created more opportunity to paved an amicable way forward advance the growth strategy of by utilising a collegial process. By PKW. This has included buying agreement, both parties appointed freehold land and entering into their own valuers to jointly determine third-party rural leases on the open an appropriate and fair market market as we required them. Both rental value. freehold land and rural leases are

not subject to Te Ture Whenua Māori Act and can be freely traded on the open market, unlike corpus land.

Key to advancing our strategic aspirations and goals is how we leverage our land portfolio.

Differences in our land classes (corpus land, leasehold titles, rural leases and freehold land) determine how they can contribute to these goals.

During periods when PKW focuses on growth, the number of acquisitions of different land classes will be higher. During periods when PKW is focused on consolidation, we are more likely to divest land that is tradable on the open market.

This level of flexibility over our land holdings is crucial to ensuring PKW grows sustainably and delivers expected returns to shareholders.

While all land is important, corpus land is at the heart of PKW. It is our core enabler and will sustain us and our future generations.

HE TANGATA | 11

SHARE TRADING: THE TASK OF SELLING AND BUYING SHARES Each year the team at Parininihi ki Waitotara receives enquiries from shareholders looking for guidance on how to buy additional PKW shares, or sell their shares entirely.

The Committee of Management (CoM) sell their shares if they choose to. now have a position on this kaupapa: These shares can be sold to existing shareholders or others, provided they meet the preferred class of alienee 1. Shares are taonga tuku iho test, determined by Te Ture Whenua PKW was established to administer Māori Act. confiscated land that had been All discussions to buy or sell PKW returned. The 20,000 hectares of shares are private to the parties corpus land was made up of 212 involved. Therefore, PKW encourages reserves of whenua; in 1963 those reserves were amalgamated into a shareholders who want to pursue this single reserve named the Parininihi ki option, to seek independent advice to Waitotara Mega Reserve. At the same help determine the sale or purchase time a formula was used to transfer price of the shares. PKW further each owner’s interests into shares. encourages selling shareholders Ten years later, when PKW was to discuss this intention with their established, this mega reserve and its shareholders were transferred to PKW immediate and wider whānau. This could result in the shares staying in in their entirety. the whānau.

These shares are a connection to the whenua and whenua is fundamental to us being tangata whenua or people of 3. Transferring shares the land. Addition at end of paragraph (point 1): The CoM support this When the parties have completed principle that shares are taonga their negotiations, the shareholder tuku iho. who is selling their shares must then contact the Māori Land Court to officially transfer the shares to the 2. Shareholders have a legal right new shareholder to buy and sell shares The CoM also acknowledges that shareholders have a legal right to

12 | HE TANGATA

Reserves are also called blocks and these terms are easily interchanged.

NEW GENERAL MANAGER AHUWHENUA APPOINTED We are proud to confirm the promotion of Shane Miles as the new General Manager â&#x20AC;&#x201C; Ahuwhenua.

HE WHENUA | 13

Previous page: The Ahuwhenua team (left to right): Andrew Gibson, Roger Landers, Bronwyn McFarlane, Shane Miles and Bex Kelbrick.

Absent, Ranald Gordon.

Shane’s Ahuwhenua team is responsible for all of the active farming that PKW conducts on a day-to-day basis, as well as the corpus land (perpetual leases) the Incorporation administers on behalf of the owners.

Within the active farming portfolio, Shane is supported by Operational Managers Andrew Gibson and Roger Landers. Assets Manager Ranald Gordon is responsible for the corpus land assets while Bex Kelbrick is the Farm Support Analyst, working with the farming team on administration and analysing performance of farm operations.

best-in-class at what we do, as well as the activities we conduct on the land.”

While PKW’s current farming asset base is performing well, a key aspect of Shane’s role is to ensure continuous improvement. Every opportunity is used to optimise the business, with every initiative explored.

Shane explains: “This has to be a collaborative approach because a lot of the best ideas for improvement come from those doing the mahi on each farm, day in and day out.”

Shane is very appreciative of the farming team’s mahi, which enables PKW to be the successful business it is. He also recognises the importance “For this to work well, we need an of the PKW values of manaakitanga, engaged workforce where everyone kaitiakitanga, whakapono, feels proud to be part of PKW and kotahitanga, and whanaungatanga. wants to contribute to its success. Our Over the last eight years Shane has value of kotahitanga fits strongly with seen PKW’s active farming business this desire.” grow significantly. Since starting In terms of kaitiakitanga, PKW his new role, his focus has been on understands that with growing market maintaining and redefining what the pressures around environmental Incorporation wants to achieve from imperatives like nutrients and water the farming portfolio going forward. use, we must continually improve on For now, work is firmly focused on our performance and understanding the areas delivering the best financial of what it means to be kaitiaki. return from PKW’s land-based assets The Incorporation has put a lot of effort – dairy farming, dairy support and into generating better environmental drystock farming. outcomes, both in investing in “PKW has such an incredibly rich infrastructural improvements and natural resource in its whenua ensuring our people understand and holdings,” says Shane. “To deliver mitigate the impacts of our operations success, an important part of my on the environment. role is to ensure that we operate our Looking forward, and with an whenua in a way that not only provides intergenerational focus, a key focus sustainable financial returns, but also will be on how we utilise our whenua reflects our custodial guardianship in other ways outside of livestock responsibilities.” farming. This will provide alternative “This means we need to understand revenue streams and contribute to a number of environmental outcomes. explicitly how we deliver on being 14 | HE WHENUA

“ To deliver success, an important part of my role is to ensure that we operate our whenua in a way that not only provides sustainable financial returns, but also reflects our custodial guardianship responsibilities.”

A key area around manaakitanga is how we give effect to health and safety (H&S) in our mahi. Led by Bronwyn McFarlane, H&S is of great significance to our farming operations and is an area where PKW will continue to invest significantly – to ensure our people go home safely to their whānau at the end of every day.

“I’m proud to receive the opportunity to lead the farms team, and to do so in a way that will make the shareholders proud of the operations they own,” adds Shane.

CARING FOR OUR WHENUA This article has been republished in Whenua with the permission of the Taranaki Daily News.

A Māori-owned farming business has taken a leading role in raising the benchmark in terms of effluent disposal on its 13 Taranaki dairy farms.

PKW Farms LP owns Taranaki’s largest land holding. The incorporation owns 13 dairy farms covering about 2300 hectares, plus nine dry stock farms, embracing about 1500 hectares. The dairy properties are located in an area between Opunake and Waverley, with a large concentration of dairy farms in the Oeo/Manaia area.

A farm on Skeet Road, near Oeo, which features a land-based effluent irrigation system, has been hailed by the Taranaki Regional Council to be the model for the future in terms of effluent disposal.

Shane Miles is general manager of Ahuwhenua and oversees PKW’s combined farming operations.

“Historically, this farm, on which we now milk 420 mostly HolsteinFriesian cows at peak, comprised two properties and the cows were milked in separate sheds.

the shed and yards are diverted. This has a capacity of 140,000 litres. At this point there is a mechanical separation where the solids are separated from the liquid. The liquid then goes into the main holding tank which has a storage capacity of about one million litres.

“We use this, the green water, which is essentially just liquid – there are “The farms were amalgamated when a no solids because these has been new 60 bail rotary shed was built three removed – for our flood wash system years ago,” he explains. for washing down the yards.

“The effluent system was designed Alternatively, when conditions are and installed at the same time. appropriate, it can be diverted out to “The system comprises a primary the travelling irrigator for spraying on storage tank to which the effluent from to pastures.”

HE WHENUA | 15

“ In terms of environmental impact, I would say that the land-based effluent irrigation system is dramatically superior in that all of the effluent is now being irrigated on to the farm.”

The system, says Miles, was designed

by PKW, then peer-reviewed to ensure that it would work effectively, and that the calculations related to what storage capacity would be needed for the farm were correct.

“The reason why the farms haven’t had a lot of fertiliser is because when we soil tested on this farm, the Olsen P levels of a couple of paddocks were in the thirties, but most were in the forties, fifties, sixties and there were even some with Olsen P levels in the 100s!

Prior to amalgamating the two farms and the installation of the current “We haven’t touched those paddocks effluent disposal system three years ago, each of the two farms had its own at all with phosphate fertiliser. oxidation pond.

“The effluent disposal systems on PKW’s other 12 dairy farms are site “In terms of environmental impact, I would say that the land-based effluent specific, in that we have designed them for each individual site. On some irrigation system is dramatically farms there may be more storage superior in that all of the effluent is because there are more cows milked, now being irrigated on to the farm,” or the farm may have different soil says Miles. characteristics. It’s probably not a “We have safety mechanisms in generic system across the board. It place so that if there are any issues just depends on what is being done with either the irrigator itself, or the and the makeup of a particular farm.” pumping side of the operation, the More than ample storage capacity, pump is shut off. and the separation of solids from “It’s like a secondary form of defence, liquids, are key components of the I suppose. If anything does happen overall success of the operation, the shut-off capabilities are there. says Miles.

“We purposely irrigate on a larger area than what theory would suggest is needed, so irrigation covers about 45 hectares on this farm.

“There are obviously financial benefits in spreading nutrient over a wider area too, as opposed to the environmental benefit, which is focused on not loading too much nitrogen on those paddocks.”

While conventional fertiliser is still applied to the farm, volumes are very small and even then, applications are made only after soil testing, says Miles.

“We soil test every paddock. We do a paddock by paddock assessment of what fertility is needed. Neither this farm nor the other PKW farms have had a lot of fertiliser over the last three to five years, simply because we are actively monitoring what is happening at paddock level.

16 | HE WHENUA

During the wettest year in Taranaki’s recorded history, the system has coped well.

“With that mechanical separation, while it’s a cost, you do end up with a much easier liquid to deal with in terms of spreading that out into irrigation on to land. There is not the thickness and the issues associated with this,” he says.

“Obviously we can then use the green water back through the floodwash mechanism and save 10-12 million litres of fresh water annually.

“While this is great from an environmental point of view it is also $10,000-$12,000 per year which we don’t have to spend on scheme water!

While there is an up-front capital cost to this system, we can get this back pretty quickly.

“When this project was put together, obviously we were looking at water

saving technologies – hence the water/solids separation – and other ways of conserving energy. At that point we looked at how we could make an investment in solar panels work.

At least half of the power usage in the farm dairy has been achieved by installing these.”

PANEL WITH EFFLUENT MANAGEMENT 2017 Land based effluent disposal systems will replace oxidation ponds on Taranaki dairy farms when current consents expire, says Taranaki Regional Council compliance manager, Bruce Pope.

Alternatively, if a farm doesn’t comply with the resource consent at the time of inspection, then the TRC will be looking to put those farms to land as well, he says.

Currently, the TRC has issued 1700 consents in Taranaki. Of that number, 60% of these are land application and 40% oxidation ponds.

“About A decade ago it would have been 80% with oxidation ponds and 20%, with land-based irrigation systems,” says Pope.

“A lot of farmers have been pro-active and are going to land-based irrigation already. There has definitely been a big trend towards this in the last few years.”

“Although it’s a cost for farmers to start with, it’s a cost which can be recovered reasonably quickly.

“Farmers in Taranaki need to be aware of the advantages of spray irrigation on to land as opposed to oxidation pond systems.

“The big advantage is that the farmer gets fertiliser value from the effluent spread on to land. This saves putting fertiliser on the land. It’s very good for the environment as well!

MERE’S End of year progress report TO ALL PKW SHAREHOLDERS This report card has three main purposes: 1. To inform shareholders about the strategy to replace stock for PKW farms, 2. Introduce the staff involved in this strategy and; 3. Track the growth of ‘Mere’.

1 JUNE 2017 Mere moved from the Okaiawa calf rearing unit to the larger farm in Waverley (Farm 21). Arriving a month late, she joined a herd of 700 dairy heifer calves that will remain in Waverley until 1 May 2018.

Mere is now part of the ‘dairy replacements’ group that will eventually replace the older cows, or those that don’t get pregnant. Therefore the goal for Mere is to stay healthy, put on a lot of weight and become pregnant for the 2018 year.

10 OCTOBER 2017 The young jersey bulls have arrived and as per usual are showing off by digging holes and fighting.

Their job is to help the dairy replacement heifer calves

like Mere, to ‘get in calf’. Heifer calves cycle, or come into heat, every three weeks and the jersey bulls follow Mere and the other heifers around constantly.

All going to plan, Mere will become pregnant and her gestation period will last between 279 and 287 days.

She’ll start calving, along with all other pregnant heifers and cows, from 20 July next year onwards.

In preparation for the warmer summer months, Mere’s woolly winter coat will fall off and because the Waverley farm is situated beside the beach, farm manager Brent Miller has made plenty of silage and hay to feed the stock during the summer.

In addition to this, the farm manager has been growing lucerne, a new crop with a long tap- root that keeps finding water in the dryer months. This ‘rocket fuel’ full of protein will be cut and baled.

SUMMARY Mere plays an important role in the replacement of old stock and the programme to grow replacement stock is well organised. The well-being of stock is critical, and the staff take a lot of pride in ensuring the stock are happy and stress-free.

PKW REPORT CARD ON MERE Name: Mere Date of birth: 4 July 2016 Age: 1 year, 4 months Current weight: 269kg Current Manager: Brent Miller and Andrew Gibson Current Farm: Farm 21, Waverley

HE WHENUA | 17

18 | HE ORANGA

PKW MĀORI CADETSHIP PROGRAMME Access to opportunity can make the world of difference when it comes to achieving life goals and aspirations, and PKW’s new Māori cadetship programme promises to give Māori, particularly Taranaki uri, the chance to fly high.

The development of the programme has been a key directive from the PKW Board as part of giving life to the organisation’s vision and kaupapa of “He Tangata, He Whenua, He Oranga – Sustaining and Growing Our People Through Prosperity”. This is backed up by PKW’s mission to be “a successfully diversified and sustainable Taranaki Māori-owned and operated business providing meaningful opportunity to its people”.

This exciting kaupapa will see four successful applicants (two in farming and one each in finance support and agri-business support) working within PKW to gain skills, confidence and experience. It will also enable these cadets to gain access to valuable industry networks that will hopefully lead to meaningful employment in their chosen field.

strives each day for success and excellence, we have a significant responsibility to be at the forefront of turning things around for our whanaunga. We can do this by opening the door to meaningful employment opportunities for Māori.

While we have made substantial inroads on this goal over the past few years with our Māori employee numbers at their highest ever, we must be vigilant and proactive in continuing to grow the pipeline of talented and capable Māori who will eventually become the leaders and drivers of our Māori organisations.”

Jacqui says, “PKW acknowledges that our employment opportunities are constrained so we need to be smarter in how we provide opportunities to our people. We believe that targeted Māori cadetships, backed by the success of a large Māori corporate business, can provide our cadets with “Cadetships are a tangible and proven a real advantage in the labour market.

Their abiilty to gain industry-specific way of enabling people, particuarly work experience, advancement of Māori, to make the transition from educational goals and the chance to academic studies to a life-long build relationships with our partners career,” says Jacqui King, Head of and other organisations will make a Corporate Services. “We are acutely aware that more must be done to turn positive difference in advancing their around the disparities and inequalities career ambitions.” that exist for Māori in the labour market.”

“As a large Māori business with a signifiant impact on the region’s “As a Māori-owned organisation that HE ORANGA | 19

“ Initiatives like this allow individuals to show the contribution they can make to an organisation while proving their potential.”

Above - Campbell Gin, Summer Intern and PKW Trust recipient (Ngāruahine), Aimee Morell, Admin Assistant (Te Atiawa) and Paora Rauputu, Financial Accountant (Ngāti Maniapoto) economy, we are active in a range of industries so have a wealth of experience and opportunities we can provide our cadets. Underpinning everything we do is our Māoritanga – doing business from a value-set that is uniquely and proudly Māori. By living and breathing our kaupapa everyday, we can positively influence those who work with and for us, particularly those who will be our future Māori leaders.”

Cadetships have long proved to be a successful pathway for Māori to find meaningful work roles. Not only does it provide the employer with the chance to build their future workforce, it also gives the cadet the chance to prove themselves as a good option for the employer.

“Initiatives like this allow individuals to show the contribution they can make to an organisation while proving their potential,”says Jacqui. “We are looking forward to providing a supportive and positive environment for our cadets so they have their chance to shine.”

The opportunity to do just that has already been extended to Campbell 20 | HE ORANGA

Gin, who has taken up a summer law internship at PKW. He will be working at the PKW Whare in New Plymouth while receiving further support and experience from the organisation’s legal advisors.

Campbell has whakapapa to PKW through his mother, Rangimarie Newman (Ngāruahine), and this opportunity will strengthen his connection to Taranaki, something he and his whānau are eager to do.

“This opportunity is so valuable to me on many levels.” says Campbell.

“I am excited about the work experience and industry networks that I am going to have access to, which will hopefully lead to me gaining a job, but it is also a chance for me to reconnect with my Taranaki whānau, the whenua and the mounga. I am so grateful to be selected for this role.”

Mandarin Chinese, thanks to his Chinese heritage through his father.

“I am hopeful that my skills will be of use to PKW and I can make a positive contribution to the organisation during my time there. I don’t want everything to be just one way!” says Campbell.

Applications for the cadetship programme are now being accepted and selection will take place in January next year with cadets taking up their placements in early February.

All our cadetships will be for full-time paid employment for the fixed term of their cadetship.

The two successful farm-based cadets will be placed on PKW-managed farms in the Taranaki region for 12 months where they will not only gain the skills and knowledge to achieve nationally recognised industry qualifications in the dairy sector, but Campbell is also keen to be able also valuable experience in the dayto make a contribution to the to-day running of a farm as well as organisation of his own. He holds a an understanding of how shareholder BA in Arts and Law from the University assets are managed. These of Waikato and is currently studying placements also give individuals the for a Masters degree in Business chance to reconnect with the whenua and understand its importance to Māori.

Mangement. He is also fluent in

The finance support cadetship will be for 24 months, based at the PKW Whare in New Plymouth along with an agri-business support cadetship that will last for 12 months. Successful candidates in these two positions will gain valuable experience and understanding of how a successful, multi-entity Māori corporate business functions.

All four cadets will also be given opportunities to connect with PKW business partners and network with industry representatives to provide them with the best chance of finding employment when their term ends.

“While the emphasis is on providing workplace experience for the candidates, this initiative also provides a wonderful opportunity for PKW to recruit, train and develop people to meet the needs of our own business, ensuring the opportunity works to advance not only the cadets’ interests, but also our kaupapa and overall business interests,” says Jacqui. “While we don’t guarantee employment as part of the cadetship, it is hoped that each cadet will be

in an ideal position to apply for any PKW employment opportunity that might arise either during or after their cadetships. Building this talent pool will strategically advance our people potential strategy which includes our workforce development.”

Applications are invited from whānau who best meet the requirements of each cadetship (contact humanresources@pkw.co.nz or call the PKW office for more information) and who want to advance themselves in the areas PKW specialises in. Their career goals must be driven by a genuine passion and commitment to advance the aspirations of Taranaki Māori.

process is key to all of us giving life to our vision. We can all be active in sustaining and growing our people to build prosperity for all.”

“We are very excited to launch this kaupapa and continue the work we do in actively supporting our people into a successful future.”

The cadetships are available to Māori, with special consideration given to Taranaki Māori who whakapapa to a PKW shareholder or are uri of a iwi of Taranaki, evidenced by a PKW shareholder endorsement.

“We very much want our shareholders to encorage their mokopuna to apply for these opportunities.” says Jacqui.

“Our owners’ involvement in this

PKW MĀORI CADETSHIP PROGRAMME

NOW OPEN

Applications for the PKW Māori Cadetship Programme are now being accepted.

All cadetships are for full-time paid employment for the fixed term of the cadetship.

The cadetships are available to Maori, with special consideration given to Taranaki Māori who whakapapa to a PKW shareholder or are uri of an iwi of Taranaki.

Selection will take place in January 2018,

with cadets taking up their placements in early February.

For more information and to register your interest, please contact Jacqui King, or email to humanresources@pkw.co.nz

Cadetship

Number available

Term

Key Info

Farming

2

1 year

Farm based on PKW managed farms in Taranaki region. Selected units from the Primary ITO Level 2 Primary Skills Course.

Finance support

1

2 years

Based at PKW Whare in New Plymouth. Experience and training to all areas of the financial function of a corporate/multi-entity business.

Agri-Business support

1

1 year

Based at PKW Whare in New Plymouth. Experience and training of agri/multi-entity business management functions (with special emphasis on agri-business management).

(Each candidate must meet the minimum requirements of the Position Description)

HE ORANGA | 21

TAIHONOA, PARTNERING WITH VICTORIA UNIVERSITY Manaakitanga, or service to others, is one of the most important principles for Māori and fundamental to this new relationship.

“Every day we experience examples of manaaki, such as hosting manuhiri, karanga and whaikōrero, that acknowledge people and the relationship, and kai that we prepare and share,” says Allie 22 | HE ORANGA

Hemara-Wahanui, General Manager Shareholder Engagement. “This is how we show our respect, leading to an unspoken understanding that this will be reciprocated.”

If reciprocation is to work, there must be a common goal, respect and a genuine desire to work together.

The coming together of PKW Trust and Victoria University to create two postgraduate level scholarships for Taranaki uri, shows what can be achieved when two organisations cherish manaakitanga.

The Trust has recently joined Victoria’s Taihonoa programme in which the university matches grants awarded

by Māori and iwi organisations to their uri studying at Victoria. The partnership has already yielded two new postgraduate level scholarships, increasing the Trust’s scholarships offering to 13.

Image supplied by Victoria University

“Creating opportunities that support Taranaki uri is good business and the scholarship relationship between the Trust and Victoria University makes you wonder what else is possible because of our shared goals,” adds Allie.

Both organisations have been aware of each other for a long time but this formal relationship is a first. And as with all new relationships, trust and confidence will grow over time.

Allie says the PKW team are expecting this to happen quickly but “in the meantime, we’ve adopted an ‘iti nei, iti nei’ approach of taking small but confident steps.”

For Victoria, Taihonoa is about establishing long-term relationships

with iwi and Māori and the university

team are aware that iwi and Māori are investing in growth. “Our whanaunga are moving into the field of research pursuing innovative solutions,

because the current solutions can only take us so far,” says Paul Meredith, Pou Hautū for the Deputy Vice-

Chancellor Māori. “Taihonoa allows us to discuss what is possible and how the university can help.”

For the 2017 year, 2,070 students

were enrolled at Victoria University

and 182 had Taranaki whakapapa.

Only 24 of these 182 students applied for and received a grant from the PKW Trust.

“Through Taihonoa, we expect more grant applications because the

university will promote our grants

programme to Taranaki uri enrolled with them,” Allie says.

In recognition of the new relationship,

Victoria University match-funded every PKW Trust recipient who attended

Victoria this year. “This was a positive

result with these students being further supported in their studies” says Allie.

PKW Trust Chair Hinerangi Edwards

will be attending a signing ceremony

in December 2017 along with 20 other iwi and Māori organisations who are also joining Taihonoa.

TERTIARY GRANT SCHOLARHIPS AVAILABLE Charles Bailey Scholarship

Postgraduate

$7,500 for three years

Edward Tamati Scholarship

Postgraduate

$5,000 for three years

Gloria Kerehoma Scholarship

Postgraduate

$5,000 for three years

Matekitawhiti Carr Scholarship

Postgraduate

$5,000 for three years

Victoria-PKW Scholarships

2 Postgraduate

$5,000 for one year

Ballance-PKW Scholarship

2 Undergraduate

$2,500 for one year

PKW Undergraduate Scholarship

5 Undergraduate

$2,000 for three years

To apply for a scholarship of tertiary grant, go to the PKW website, www.pkw.co.nz to complete an online application.

HE ORANGA | 23

2018 TERTIARY GRANTS AND SCHOLARSHIPS

OPENS 8 JANUARY 2018 Tell your mokopuna near and far that All Taranaki uri are invited to apply the annual PKW Trust tertiary grants for a tertiary grant or scholarship. and scholarships open soon!

Applications stay open until 31 March For more than 30 years the Trust has invested in the education and training aspirations of our whānau. From te reo, medicine and carpentry through to engineering and agri-business we need everyone to learn new knowledge and skills, to help take hold of their dreams.

2018.

To be eligible all applicants must: • Be enrolled with an NZQA-approved NZ tertiary institute;

• Be endorsed by a current PKW shareholder;

• Whakapapa to at least one Taranaki iwi* and • Provide confirmation that course fees have been paid.

Students applying for a scholarship must have a history of academic achievement. *whakapapa not required if you have previously received a PKW Trust grant.

Awards

Number available

Term

Value

Key info

Charles Bailey Scholarship

1

3 years

$7,500 per year

Postgraduate only. Studies must contribute to PKW business activities and recipient must be available to PKW throughout the term of the scholarship. Full or part time students.

PKW Postgraduate Scholarships

3

3 years

$5,000 per year

Postgraduate only. Studies must contribute to PKW business activities. Full or part time students.

Victoria & PKW Postgraduate Scholarships

2

1 year

$5,000 per year

Postgraduate only. Must be a student at Victoria University. Studies must contribute to PKW business activities. Full or part time students.

Ballance & PKW Scholarships

2

1 year

$2,500 per year

Undergraduate only. Studies must contribute to either land sciences or business studies.

Full time students only.

Undergraduate scholarship

5

3 years

$2,000 per year

Undergraduate only. Can study in any area.

Full time students only.

Tertiary Grant

Varies

1 year

Varies

Can study in any field at any level. Full or part time students. The value of these grants is dependent on the number of applications received.

Go to our website at pkw.co.nz to apply online from 8 January 2018.

24 | HE ORANGA

WAITARA EAST THRILLED WITH THIRD PLACE AT NATIONALS

Image supplied by Fairfax NZ

The PKW Trust is proud to support the kapa haka rōpū of Waitara East School. Kapa haka brings whānau together and there is nothing more inspiring than listening and watching tamariki perform and celebrate their region. Thanks to the Taranaki Daily News for their permission to reproduce the article below. Congratulations to the kura, the kaiako, tamariki and whānau.

For kapa haka tutor Vickie Kahupukoro​, teaching Māori performing arts is about giving kids back their tikanga

She said it gave the kids discipline, dedication, perseverance and confidence, which all carry over to the classroom.

The Waitara East assistant principal and her fellow tutor, Kiriana Simpson, took their 38-strong team, Te Kāhui o ngā Mātā Raukura, to the national competition, Te Mana Kuratahi, in Gisborne, on Friday and came away with third place in the non-aggregate section.

“Those things you can’t give in a reading lesson or a maths lesson but you can give in this area of performing arts.”

“​ I think for me it’s about firstly our community and giving to our kids something that we didn’t necessarily have when we were going to school, that belongs to them and that they can achieve successfully as Māori,” Kahupukoro said. “So they can achieve in something that belongs to Māori.”

Te Mana Kuratahi, the national school kapa haka competition, gave the children a lot of confidence, their tutor said.

Kahupukoro said the kids could come to school and not feel embarrassed or ashamed of their culture.

“You can come to school and know that your culture’s valued.”

Kahupukoro said that because they had little kids competing against intermediates, there was also the nonaggregate section for teams that only go up to year six.

“I think one of the great things about this particular group, our qualified group had moved on to Manukorihi [Intermediate] by the time we got to nationals, so I’d say half, easy, were new to kapa haka.”

But it doesn’t come easy – with a year of after school and weekend practices getting them there.​ “I was just stoked for the kids... that’s their title. We’ll always be able to say we were the third-best primary school in New Zealand.”

The kids were also delighted with their result.

“I thought that it was worth it because of all our hard work and then we came third,” said River O’Carroll-Patene, 10.

“It felt nice to compete with all of our whānau,” said 10-year-old Nevaeh Robson-Martin.

“At the start of the year some people didn’t even know what kapa haka was,” said her brother Pounamu, 11.

Te Kura o Te Teko - Ngā Taiohi from Bay of Plenty won the overall competition, with Te Kura Kaupapa Māori o Waioeka, also from Bay of Plenty second, and Te Kapa Hurutea o Horouta Wānanga from Gisborne, third.

HE ORANGA | 25

TARANAKI TŪ MAI 2017

26 | HE ORANGA

For the second time in a row, Ngāti Maru were the overall winners of Taranaki Tū Mai 2017, and much to the delight of everyone present, they have offered to host the 2019 festival.

Supported by PKW Trust, Taranaki Tū Mai is a biennial event where iwi of Taranaki come together to celebrate Taranakitanga, whanaungatanga and whakapapa through hākinakina (sport), kapa haka and wānanga.

Images supplied by Glenn Jeffrey

The festival is in its fifth cycle and was hosted by Ngāruahine in Manaia, following Ngāti Mutunga at Urenui (2015), Ngaa Rauru Kiitahi in Waverley (2013), Taranaki Iwi at Parihaka (2011) and the inaugural festival hosted by Te Ātiawa at Waitara in 2009.

The festival has grown from strength to strength and the increasing numbers have seen the event moved from November to the long Labour Day weekend. “It is always difficult to find a date that suits all whānau,” says Festival Lead Cheryl Luke-Maraki. “By moving to Labour weekend we have given our travelling whānau the ability to participate as much as possible.”

About 2,000 people registered for this year’s festival with many keen to test their sporting prowess, or simply wear their tribal colours with pride.

HE ORANGA | 27

“This is a fantastic gathering of our people representing the eight iwi of Taranaki and our communities, as we come together to celebrate our culture and unique identity,” said Ngāruahine’s Omahuru Robinson at the start of the festival.

The three-day event began on Friday with a pōwhiri at Waiokura Marae in Manaia, followed by various hākinakina, kapa haka and wānanga on Saturday and Sunday.

“For some of our people it will be a chance to come back to the mounga to rekindle their home-fires

28 | HE ORANGA

while others will strengthen their relationships,” added Omahuru.

Mai festival as a chance more than

Underlying the spirit of whānau is a requirement that all competitive kapa haka groups learn the compulsory waiata. ‘Tērā te Wā’, composed by Dr Huirangi Waikerepuru, was this year’s selection and it was a privilege when the esteemed elder attended the pōwhiri.

each other’s company, celebrate who

Taranaki Tū Mai Festival is governed by the Taranaki Tū Mai Charitable Trust. Trust Chair Wharehoka Wano says, “With most of our iwi in Taranaki now through their historical treaty settlements, we see the Taranaki Tū

ever to come together as iwi, enjoy we are and have fun.” Wharehoka

commented on the friendly rivalry that always arises when iwi wear their tribal colours.

This festival contributes to our identity and is part of remembrances like Te Pahua at Parihaka, Sir Māui Pōmare

and Te Rangi Hiroa commemorations and celebrations held by individual

iwi. It is an honour for the PKW Trust to support this festival and the community.

HE ORANGA | 31

35 Leach Street | New Plymouth 4310 Taranaki | New Zealand

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