Whenua Magazine - Issue 34

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WHIRINGA-Ā-NUKU 2020 ISSUE
NOTICE 34
TRANSFORMATION THROUGH GAMIFICATION & BUILDING WHAKAWHANAUNGATANGA SHAREHOLDER SURVEY TELLING THE STORY BEHIND THE NUMBERS AGM
WHENUA MAGAZINE | ISSUE 34 HE TANGATA 4 COMMIITTEE OF MANAGEMENT ELECTIONS Meet the candidates 10 THE THREE ‘P’s KEY TO FUTURE PROSPERITY Narrowing the strategic focus 14 TELLING THE STORY BEHIND THE NUMBERS Making the annual report easier to read HE WHENUA 15 NGĀMOTU HOTELS LIMITED PARTNERSHIP More details about PKW’s investment 16 SHAREHOLDER SURVEY Make sure your voice is heard 21 FUND MAKES FIRST INVESTMENT IN FAMILY ENTERPRISE Truck lease company is a good prospect HE ORANGA 26 BUILDING WHAKAWHANAUNGATANGA Whaea Bee gives back 28 ENVIRONMENTAL CONNECTOR Grant recipient has eye on the future CONTENTS 14 21 26 14

12 MITCHELL RITAI HEI TE WAA TIKOKI!

New role for PKW Senior Manager

22 TRIBAL HISTORY, CULTURE AND IDENTITY REFLECTED IN FARM’S RENAMING

Reconnecting through language

24 TRANSFORMATION THROUGH GAMIFICATION

Helping kids to learn - their way

NGĀ PĀNUI

Proxies Closure Date

10am, Thursday, 12 November 2020 (Proxy Form in supplementary AGM Information Booklet)

Notice of PKW AGM

Saturday, 14 November 2020

9am, Aotearoa Marae, Okaiawa (full details in supplementary AGM Information Booklet)

Order 2020 Annual Report

Access Online from 14 October 2020 (full details on page 4)

PKW Tertiary Grants 2020

Opens 10 December 2020

| 1 WHENUA MAGAZINE | ISSUE 34
24
FEATURES COVER Paula Anderson Charles Bailey Scholar on PKW Farm 20.

This year so far has been very much about staying in the moment and making decisions based on the information you have to hand, due to the ever-changing nature of the COVID-19 pandemic.

Dealing with the challenges this situation created proved to be something we as an organisation were good at – we took note of the data we had, we processed and analysed it and took decisive action to protect our staff and our businesses for the long term.

Our annual report contains the proof of this, with the PKW Group posting a positive result for the financial year 19/20.

EDITORIAL

“The future is also an exciting one for us all, and I am looking forward to the journey we are taking together as we create our own story...”

Again, I must acknowledge the efforts and dedication of all our staff which played a significant role in our organisation standing as robustly as it did. It is an honour to work as part of the PKW Management team.

But now it is time to refocus once again on our future and confidently walk forward, guided by the pathway our kaupapa has shown us and utilising the taonga tuku iho of whenua our tūpuna left us to care for.

While much of what we will face as we implement our strategic plans is unknown, and the future can be a daunting place because of that, it is also a place of great opportunity and potential. A place where we

can use our skills and resources to deliver our vision for the benefit of our shareholders and their whānau.

The future is also an exciting one for us all, and I am looking forward to the journey we are taking together as we create our own story, lift our strategic outcomes and maximise our opportunities.

We are ready. We are able.

PARININIHI KI WAITOTARA

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

iSTUDIOS MULTIMEDIA

Postal PO Box 8383

New Plymouth 4340

Physical 77B Devon Street East New Plymouth 4310

Tel +64 (6) 758 1863

Email info@istudios.co.nz

www.istudios.co.nz

WHENUA MAGAZINE

Editor Warwick Tauwhare-George

Deputy Editor Polly Catlin-Maybury

Creative Direction Quentin Bedwell

Photography Quentin Bedwell

Graphic Design Dave Pope, Karere Brown

CONTRIBUTORS

Polly Catlin-Maybury

Moana Ellis

Amokura Panoho

Arwen Sommer

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WHENUA MAGAZINE | ISSUE 34
Tēnā koutou e te whānau

Branching Out: The Taranaki Kiwifruit Opportunity

“Producing kiwifruit here in Taranaki has been successful in the past, and now considering options to foster more diverse, complementary forms of land use is emerging as a smart business move. Our potential growers should be asking ‘is growing kiwifruit for me?’” says Kevin

Aligning with Taranaki’s regional economic development strategy Tapuae Roa and the Taranaki 2050 long-term vision for a low-emissions economy, Branching Out investigates more diversified and complementary forms of land use. It aims to establish further food and fibre value chains adding greater prosperity and sustainability to the Taranaki region and economy.

Over the next 18 months, Branching Out will identify 10-12 high-potential ventures that will be analysed and quantified in terms of their feasibility (including climate, soil, climate change, processing, market opportunity, complementarity, and investment demands), resulting in a series of “new venture blueprints”.

The new venture blueprints will be shared to inspire other local landowners and investors. This will lead to broadening our existing farm-based production activities with potential commercial opportunities piloted.

Kiwifruit has long been a New Zealand icon, a proven success story in some parts of the country, and is worthy of consideration when deciding what to produce here in Taranaki.

This October, Venture Taranaki hosted their first in-person Branching Out event, sharing kiwifruit as the first growing

venture, to more than 100 registrants, as part of the twoyear $914,000 initiative.

The event brought together landowners, potential growers, financial decision-makers, along with New Zealand’s key agricultural advisers and support services.

Zespri, the world’s largest marketer of kiwifruit, alongside Apata, ANZ, Farm Ventures and a former Taranaki grower imparted their wealth of experience and expertise, detailing how the region’s future kiwifruit supply could enter the global distribution network.

Zespri and Apata busted some myths that may have halted Taranaki from being a successful growing region. Demonstrating a real potential for the region to produce top quality fruit, employment, sector-specific expertise and economic benefit across the board.

Branching Out is managed by Venture Taranaki and a steering group of stakeholders including Parininihi ki Waitotara’s Incorporation Secretary and CEO Warwick Tauwhare-George.

The initiative is funded by Taranaki’s three district councils and the Ministry of Primary Industries’ Sustainable Food and Fibre Futures fund, with significant in-kind support from Venture Taranaki, Massey University, Crown Research Institutes, and primary sector/food and fibre industry enterprises.

To find out more about the Branching Out initiative, contact Kevin O’Reilly at kevin@venture.org.nz.

WHENUA MAGAZINE | ISSUE 34
www.taranaki.info

2020 Parininihi ki Waitotara Election Candidate Profiles for the Committee of Management

The Committee of Management are elected by Shareholders and are responsible for setting the strategic direction for the Incorporation. They are also responsible for monitoring performance against the strategy.

In the last issue of Whenua, the annual notice calling for nominations to the PKW Committee of Management was issued.

DON’T MISS OUT!

In order to receive updates and voting information about PKW, and any dividend payments you may be entitled to, we need to ensure your contact details are up to date.

ORDER YOUR 2020REPORTANNUAL NOW!

When nominations closed on Wednesday 9 September 2020, we had five applications for the three vacancies.

The following pages contain the profiles for each candidate and are provided for your consideration.

Voting papers with candidate profiles and voting information will be sent to shareholders by Electionnz.com Ltd,

If you have recently moved, or changed your contact number, email or bank account, let us know by going to pkw.co.nz/contact and sending us any new details.

the Independent Returning Officer. Postal and online voting closes at 5.00pm on Friday, 13th of November 2020. In person voting closes at the AGM at 10.00am on Saturday, 14 November 2020. Proxy forms are attached to the AGM information booklet included in this issue of Whenua and must be lodged at the PKW Office, no later than 10am on Thursday, 12 November 2020.

Alternatively, contact Aimee Morrell at the PKW whare on 06 769 9373 or reception@pkw.co.nz

A reminder that shareholders who would like a hard copy of the 2020 Annual Report must now order a copy by contacting PKW.

What's in the Annual Report?

The report explains how the PKW Incorporation and the PKW Trust performed from 1 July, 2019 to 30 June, 2020. Reports from both Chairs and the CEO along with audited statements are also included. We also discuss key strategic developments and provide

information on those who received a scholarship or grant from the PKW Trust.

What makes this report exciting and uniquely Taranaki is that it includes many photos of whānau, mokopuna and events during this period.

The Annual Report is a snapshot of PKW, Shareholders and the

Taranaki community in a single document.

To order your copy please contact Aimee Morrell on: Phone: 06 769 9373 or Email: reception@pkw.co.nz

The Annual Report can be viewed online from 10 October, 2020 onwards at pkw.co.nz

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AGM INFORMATION BOOKLET | 4

COMMITTEE OF MANAGEMENT CANDIDATE PROFILE

Bonita Bigham

Tēnā koutou te whānau whānui o Parininihi Ki Waitōtara. Kei te mihi tēnei uri o Ngāruahine me Te Atiawa kia koutou. Kō Bonita Bigham tōku ingoa, kō Hinewaito (Josie) tōku whaene, kō Apihaka (nee Kipa) rāua kō Te Ahu Spence Rei ōku kuia, koroua. Tēnā rā tātou kātoa.

I was born, bred and still live in South Taranaki, near Waiokura Pā in Manaia, so I am firmly entrenched within whānau, hapū and iwi. I am a former Pā, hapū and iwi trustee and currently work part-time for Ngāruahine. As a Committee of Management member for PKW, I would utilise all my skills, expertise and wide networks to encourage direct investment in our people for training and employment, and our re-connection to the whenua, accessing taonga and wāhi tapu. My

focus is on you, our people.

I have 25 years of governance experience, I am a Wahine Maia, Wahine Whenua graduate (AgriWomens Development Trust) and am a current member of the Institute of Directors.

Local government has provided me with a decade of governance experience including being a district councillor, community board member and trustee on Dairy Trust Taranaki.

I also sit on Local Government New Zealand’s National Council and chair Te Maruata (the national collective of Māori in governance within the sector).

I have three current Ministerial appointments;

• New Zealand Geographic Board

• Taranaki Whanganui Conservation Board, and

• Oranga Marae Committee (formerly Lottery Marae Heritage Fund).

I am a Charles Bailey Scholar, graduating with a Masters in Fine Arts last year and am finishing a Masters in Māori Visual Arts this year, both through Massey. I am also studying raranga through Te Wānanga o Aotearoa. Mahi toi is my lifeline and my passion.

I humbly ask you to support me to support you, your tamariki and mokopuna. Mouri ora.

Nominated by Patricia Coles (formerly Hemara-Wahanui)

COMMITTEE OF MANAGEMENT CANDIDATE PROFILE

Bronwyn Koroheke (nee Puata)

Nominated by Ronald (Ron) Puata

Ko Taranaki te maunga

Ko Aotea me Kurahaupo ngā waka

Ko Ngāti Maru, Te Ātiawa ōku iwi

Ko Ngāti Teika ko Pukerangiora ōku

hāpu

Ko Te Puata Teika Haehae Kupenga

rāua ko Mere Te Ikamatawhero

Whakaruru ōku tūpuna

Tena ra koutou katoa

I was raised in South Auckland, and as a young girl spent the majority of my holidays and Xmas with my Kuia in Waitara picking watermelons and riwai, until she passed away in the late 70’s.

I am a Chartered Accountant by profession, recently reaching a major milestone of - 25 Years’ Service in my career. My most important

experiences have been gained as the Chief Financial Officer (CFO) for Māori Television, and as CFO for Te Wānanga o Aotearoa. Other business sectors include my time in the Fisheries sector with Raukura Moana, as the Finance Manager with the Iwi Collective of Waikato Tainui, Ngāti Raukawa and Ngāti Maniapoto.

I have a Masters of Business Administration (Distinction), a Post Grad Diploma in Management (Governance) and a National Diploma in Accountancy.

My Governance experience consists of - Iwi Boards; - Te Kāhui Maru Trust and Te Pakihi O Maru Ltd; - being in the commercial arm, and Ngāti Maniapoto Marae PACT. My Crown Board positions include; - Crown Forestry

Rental Trust, Forestry Emissions Trust and the Ministry for the EnvironmentAudit & Risk Committee.

I offer my technical skills, experience and commitment to serve on the PKW Committee of Management, with extensive knowledge in Agribusiness, Forestry, Fisheries, Property, Investments and Finance.

If elected to serve you, I will take guidance by PKW’s vision; - “He Tangata - looking after our people; - ensuring appropriate returns, He Whenua - looking after papatuanuku, in terms of our business practices, He Oranga - ensuring sustainability.

Ngā mihi nui.

WHENUA MAGAZINE | ISSUE 34

COMMITTEE OF MANAGEMENT CANDIDATE PROFILE

Taari Nicholas

Restanding by Rotation

Kia Ora Te Whanau,

It has been an honour and a privilege to serve as a member of the Parininihiki-Waitotara (PKW) Inc Committee of Management and Chair of the Audit and Risk Committee for the past 12 years and a director of PKW Farms for the past 7 years.

This has been a time of positive change and growth for PKW.  We have:

• recovered from the Australian Property Losses,

• taken over the management, administration and the running of our business,

• purchased more farms,

• gone through two rental reviews,

• began a diversified investment strategy to continue to increase dividends to you, our shareholders,

• worked to increase the benefit and relevance of PKW to its shareholders.

I look forward to continuing to serve you as a member of the PKW Committee of Management. Attached is my brief prepared background for your information.

“Taari is a Professional Company Director and a Chartered Accountant with extensive senior experience in banking and the dairy industry.  He holds a Bachelor of Management Studies from Waikato University and a Diploma in Development Studies from Massey University.

Taari was the first Māori member of the New Zealand Stock Exchange and provides investment advice to iwi groups and Māori Trusts in Taranaki.   Taari’s significant investment experience will allow PKW to develop its diversified investment strategy to

increase dividends to shareholders.

Taari holds numerous directorships.  These include being a director of Southern Pastures LP, which has 15,000 cows on 20 dairy farms. He is also a director of Ngati Ruanui Holdings Ltd, Te Kiwai Maui of Ngāruahine and is a member of the Waikato-Tainui Group Investment Committee. He is also a director of Tai Hekenga Ltd – a property company that a number of Taranaki iwi and PKW have invested in. He has recently retired as a foundation director of Miraka Ltd, a Māori owned dairy processing factory north of Taupo.”

Nga mihinui ki a koutou

Taari Nicholas

Ngāti Ruanui, Ngāruahine, Te Ātiawa

WHENUA MAGAZINE | ISSUE 34

COMMITTEE OF MANAGEMENT CANDIDATE PROFILE

Dr Claire Nicholson

Restanding by Rotation

Dear Shareholders, PKW has a responsibility to act as a long term kaitiaki of the land while maximising productivity and profitability for shareholder dividend. The investment in dairy farming is the largest part of the current portfolio of PKW and I believe that it is important to have a representative on the board of directors that has an in depth understanding of the agricultural industry.

As a veterinarian I have been involved in the NZ dairy sector for over twenty years, both hands on in production animal health programmes and in a business capacity as a consultant to farmers and companies involved in the rural sector. I have developed, operated, and sold several businesses

and currently own and operate an animal health company that is developing unique new products for animal health.

I strongly believe that all inputs and management procedures into the farming industry must be in an ethical and environmentally sustainable manner to not only preserve but also increase the profitability of the land for future generations. This includes the encouragement, training, and nurturing of our young people to ensure that we can attract them back to and retain them on our lands.

I have had the privilege of serving you as a director on the PKW Inc board for the last six years through some interesting and challenging times. Earlier this year I was appointed by

the committee of management to the newly formed PKW farms board. I believe that in conjunction with the PKW team, the committee of management has led the organisation through these times admirably maintaining a financially viable and growing business. I would like to continue to contribute to this growth by representing our Shareholders for another term.

WHENUA MAGAZINE | ISSUE 34

COMMITTEE OF MANAGEMENT CANDIDATE PROFILE

Dion Tuuta

Restanding by Rotation

Mauriora ki te rangi

Mauriora ki te whenua

Mauriora ki a koutou e te whānau whānui o Parininihi ki Waitotara

Tena koutou katoa

My name is Dion Tuuta and I seek your support for re-election to the Committee of Management after serving my first three-year term.

I am privileged to be the current Chair of Parininihi ki Waitotara Trust after succeeding Hinerangi Edwards upon her retirement last year.

I remain committed to developing our Incorporation to provide benefit for our shareholders and Taranaki uri and believe my skills and national networks remain relevant and of benefit to the Incorporation and its

shareholders moving forward.

Our Incorporation is based on the principle of collective Taranaki Māori action and the belief that we can achieve the things we set our minds to. This is a principle that I strongly believe in and have tried to give effect to throughout my entire professional career.

I am presently employed as the Chief Executive Officer for Te Ohu Kaimoana based in Wellington but will be returning home to Taranaki in January 2021 to take up the role of Pou Whakahaere/Chief Executive for Te Kotahitanga o Te Ātiawa.

The governance experience I have gained over the past three years at PKW has been invaluable as we have

reviewed our governance processes at the group level. I firmly believe these changes will help focus our skills more effectively and deliver better outcomes for our shareholding whanau as we move into an uncertain post-Covid world.

It would be an honour to remain as a member of the Committee of Management in service to the Parininihi ki Waitorara whanau.

Mauri Ora.

WHENUA MAGAZINE | ISSUE 34

THE

THREE ‘P’s KEY TO FUTURE PROSPERITY

CEO Warwick Tauwhare-George likens the narrowed approach to a laser beam rather than a spotlight.

“We have a robust and clear strategic vision that includes diversifying our investment portfolio, leveraging our corpus whenua as our core asset, and being an environmentally sustainable business leader,” he says. “And there are different options open to us that will achieve our mission of sustainable meaningful opportunity for our people – the spotlight.”

“To ensure we continue to make real

progress, we need to really focus on the areas that we believe will deliver the best results over our timescales, and that is where the laser beam comes in – or what we have termed as The 3Ps.”

The 3Ps are Property, Protein and People and represent what the organisation needs to do in order to achieve its strategic goals.

The first ‘P’ - Property - references the core strategy to leverage the Incorporation’s most valuable asset, corpus whenua.

While Parininihi ki Waitotara Incorporation’s overall strategic direction remains unchanged, a narrowing of focus will enable the team to quickly identify what investment opportunities to pursue.
10 | HE TANGATA

“PKW Inc owns 20,000 hectares of land that is primarily under lease agreement. While we do benefit from annual rental payments, these do not reflect the true potential of that whenua in terms of a return on asset,” explains Warwick. “However, there are exciting opportunities for alternative land use that will create value for our shareholders and the current lessees.”

These include a possible joint partnership with Hiringa Energy, which specialises in the production of hydrogen as an alternative fuel source, various commercial, residential and industrial developments, and carbon farming within the Taranaki rohe. Outside the region, Tai Hekenga is already proving its worth, and we continue to be engaged in productive discussions with other Māori organisations and Iwi.

A review of the Land Management Plan (LMP) will also identify potential opportunities to buy back certain whenua under the Right of First Refusal, allowing the organisation to potentially initiate alternative land use opportunities.

“The legacy of our tupuna will always be the key to our vision of growing and sustaining our people through

prosperity,” says Warwick.

While alternative land use plays a big part in this strategic approach, PKW’s existing dairy business remains the cornerstone of the second ‘P’ - Protein.

But alternative dairy, such as sheep and plant-based, are also being explored, as well as other protein production concepts.

“Protein innovation is a progressive, dynamic and fast-moving industry that embraces technology and nature to create alternatives to meat protein,” says Warwick. “It has a very real future in terms of meeting the global protein demand while reducing the environmental impact more traditional approaches can have.”

PKW’s lobster interests in the form of Port Nicholson Fisheries (PNF) remains a key element in the strategic thinking.

The final ‘P’ is perhaps the most important - People.

“We need to ensure that we have the right people on our team to deliver on our strategic plan,” says Warwick. “We need to own our story and forge our own pathway in alignment with our kaupapa and kaitiakitanga, and that means being fit for purpose.”

“This is why we have created the role of General Manager, Property within the management team to increase our capability in this area. We need someone on the team who can focus on and leverage opportunities without distraction.”

“This new member of staff will really help drive this new focus to deliver the strategic goals we are aiming for.”

The implementation of the 3Ps approach will see the diversification of the PKW Group continue, changing the balance of the portfolio to one more suited to delivering balanced returns for the long-term.

“It must be reiterated that in no way are we reducing the amount of whenua we care for,” emphasises Warwick. “What will change is the proportion percentage that whenua holds as part of the overall investment portfolio, which is exactly what our strategic plan is all about.”

“The laser beam focus that the 3Ps provide will enable us to really progress towards the sustainable future for our shareholders and their whānau we are all striving for.”

HE TANGATA | 11 WHENUA MAGAZINE | ISSUE 34
‘P’ for Property ‘P’ FOR PROTEIN ‘P’ FOR PEOPLE

Parininihi ki Waitotara is farewelling Mitchell Ritai as he moves into a new position as Pouhautū of Parihaka Papakāinga Trust.

MITCHELL RITAI HEI TE WAA TIKOKI!

Mitchell was General Manager, Shareholder Engagement, with the PKW kaimahi whānau since 2017 and the first Charles Bailey scholar to be employed by PKW.

“While we’ve lost a an important leader within our organisation, we’ve always been committed to providing opportunities to help grow and develop our own,” says Jacqui King, PKW’s Head of Corporate Services.

WHENUA MAGAZINE | ISSUE 34 12 | HE TANGATA

“We believe we’ve provided that to Mitchell, which has added to his kete of experiences and capabilities to go on and continue his leadership for our whānau of Parihaka”

Mitchell enjoyed working with PKW and says he is sad to leave such a good kaupapa, after being involved in many successful projects during his time at the organisation.

One of his most significant accomplishments was establishing the kaitiakitanga strategy, which develops and supports PKW’s intergenerational goals and aspirations for the whenua.

“To be involved in the initial design, development and establishment of this important project was a great win, not only for me but for PKW,” he says.

“I’m sure the new person will really take hold of the strategy and evolve it, ensuring the main values and the principles within the strategy remain at its core to ensure we are being good ancestors for the whenua.”

Mitchell‘s appointment is proof of the success of PKW’s education initiatives, administered by the PKW Trust. “He was our Charles Bailey scholar some years ago, ‘ says Jacqui. “With all our premier scholarships, there is a commitment within their agreement that they will give back to PKW. To see that being realised, in that he’s come through the ranks in the community to become a leader, is very gratifying. And now he’s going on to do bigger and greater things.”

Mitchell’s new role at Parihaka Papakāinga Trust was created as a result of the $9m reconciliation package and Crown apology for the 1881 invasion of the South Taranaki community by armed troops to the Parihaka community.

Recruitment for his replacement at PKW has begun, but given the importance of the role, and its unique skillset, time will be taken to find the right candidate.

“The person taking on the role has to be culturally strong, and has to be understanding of our community and the people we’re here to serve,” advises Jacqui. “But they also need the ability to be quite innovative in their thinking and manage multiple projects and activities, particularly the activities associated with the kaitiakitanga strategy.”

“We know there is a lot of talent in our community and are expecting a high calibre of candidates to apply.”

Mitchell’s role was a crucial one, heading up a team representing 10,500 shareholders, making sure they were kept up-to-date with the Incorporations activities.

“While we are all servants for our people, this role and Mitchell’s expertise in serving our whānau has guided the way for our PKW team” says Jacqui. As succession and share fragmentation may reduce the number of shares an individual holds, whakapapa becomes the strongest connection many shareholders have with PKW. Mitchell was responsible for helping our whānau to understand that connection and what it could mean for them.”

We extend our aroha and appreciation to Mitchell for his contributions to our kaupapa. As the whakataukī from Parehamore states “Hei te waa titoki”at some time soon we will meet again.

Nga mihi aroha ki a Mitchell.

HE TANGATA | 13 WHENUA MAGAZINE | ISSUE 34
“What it really needs is someone to pick up the strategy and evolve it, and to ensure that the main values and the principles within the strategy are still being adhered to...”
Mitchell Ritai

Gone are the pages of jargon that are hard to make sense of, replaced by a new user-friendly format that provides greater insight about what the figures actually mean.

The change was prompted by a desire to empower shareholders to fully understand the way their business was being managed.

PKW’s Senior Financial Accountant, Erena Taylor, headed up the project to make the change.

“Traditionally, financial statements have been prepared as a compliance tool to meet regulatory standards, rather than a communication tool that speaks to the users ,” she says. “The format wasn’t easy to read and you needed a fairly high level of financial literacy to understand them.”

“So we set out to understand the financial information needs of our

TELLING THE STORY BEHIND THE NUMBERS

whānau to communicate effectively, rather than just throw data at them.”

A hui was organised with a group of shareholders, focused on what information was important to them and how it needed to be presented to ensure people understood it.

“It was humbling getting their perspective and then being able to put their kōrero into action, their input was immensely valuable,” says Erena. “Essentially, we have simplified the language we use, taken out the nonessential information, and grouped it into relevant sections.”

“It means that our financial statements will be easier to read and understand, and we have aligned them with Te Ara Putanga – the outcomes pathway that measures how the Incorporation is performing across our kaupapa.”

Different colours and icons will also

assist people to understand the story behind the numbers, and will help reveal what decisions are being made and why.

“The financial statements should empower our whānau by giving them the information they need in order to ask the relevant questions about the kaitiakitanga of their assets and investments,” explains Erena. “The feedback we got from our whānau was that because they couldn’t understand what we were giving them, they felt whakamā about asking those questions.

“The new format is much more engaging and makes understanding the business much less of a chore. Anything that helps give our whānau clarity has got to be a good thing and I think this new approach will help with that.”

This year’s annual report will be more informative than ever, thanks to a change in the way the financial statements are being presented.
WHENUA MAGAZINE | ISSUE 34 14 | HE TANGATA

FUND MAKES FIRST INVESTMENT IN FAMILY ENTERPRISE

Collectively, the partnership now owns 31% of heavy vehicle leasing company TR Group – a family owned enterprise that is New Zealand’s market leader in the leasing sector.

“Based on the information shared with us from Te Pūia Tāpapa, this acquisition should deliver a good rate of return for our shareholders for years to come as TR Group continues to grow,” says PKW’s Chief Financial Officer Joe Hanita.

TR Group was founded in 1992 by the Carpenter family and now has a fleet of more than 6,500 vehicles serving customers across New Zealand and Australia. Its headquarters are in Auckland and the company, with Managing Director Andrew Carpenter at the helm, employs more than 200 people.

The company has a long-term strategic plan to continue to grow in New Zealand and further expand into Australia, which it says is an untapped market.

“Te Pūia Tāpapa noted that the

company holds a strong position in the leasing market, delivers a strong return on capital, has a great track record and a positive staff culture,” says Joe. “It met the key investment criteria set by Te Pūia Tāpapa with potential to grow the funds stake over time.”

Te Pūia Tāpapa brings together 26 Māori entities from across New Zealand into a single co-investment fund worth more than $115 million. The fund also has signed a preferred partnership arrangement the NZ Super Fund, giving added leverage when identifying large scale investment prospects.

The name of the fund, which was chosen with the help of Hemi Sundgren of Te Atiawa, is a concept that has its origins in growing kūmara. A tāpapa (or Pārekereke) is a seed bed used to grow the kūmara tipu. The use of the word ‘Pūia’ in this context takes on the meaning to cluster or bunch up. In essence, Te Pūia Tāpapa symbolises a cluster of seed beds used to grow kūmara.

PKW’s stake in Te Pūia Tāpapa, which is 100% owned and 100% controlled by Māori, stands at around $2 million and represents another manifestation of the diversification strategy for the organisation that includes identifying collective investment vehicles.

The partnership with NZ Super Fund and Direct Capital was developed as both investors have a similar investment approach and take a longterm view when it comes to return potential.

“This announcement is a perfect example of how we can build partnerships that allow us to leverage our potential to be part of a large-scale investment opportunity,” says Joe. “This is a key element of our strategic approach to diversify our investment portfolio.”

HE WHENUA | 15
Te Pūia Tāpapa, the Māori investment fund, has made its first investment in partnership with NZ Super Fund and investment firm Direct Capital.
“...this acquisition should deliver a good rate of return for our shareholders for years to come as TR Group continues to grow.”
WHENUA MAGAZINE | ISSUE 34
Joe Hanita

SHAREHOLDER SURVEY

IT’S TIME TO HAVE YOUR SAY

I would like to invite every registered owner to complete this year’s owner survey.

We conducted a survey last year and your feedback helped us to understand what was important to you. We’re interested to see if your expectations are the same or have changed, so let’s embark on another conversation.

The survey closes on 22 December 2020 and the team will analyse the results in time for the strategic planning sessions. that will be held in March next year. The results will

then be published in an issue of the Whenua Magazine.

You can complete the survey enclosed in this issue of Whenua, go to our website and complete online or scan the QR code below. If you need more space to comment, please add papers to the hard copy or complete the online version.

Every completed survey by a registered shareholder goes in to a prize draw. There are two $250 prizes to be won.

There are four sections and a total of 19 questions. The survey should take less than 10 minutes to complete.

ONLINE SURVEY

Visit: pkw.co.nz/shareholdersurvey-2020/ or scan the QR code

16 | HE WHENUA

2020 Shareholder Survey

SHAREHOLDER COMMUNICATIONS

1. Please indicate how strongly you agree or disagree with the following statements:

I know and understand what is going on at PKW

I would like to know more about what is happening at PKW

I am happy to read PKW magazine online and do not need a printed copy

I am happy to read the Annual Report online and do not need a printed copy I understand how to read the financial information in the Annual Report

2. What information would you like to know more about?

Please rank 1 - 7 in order of preference, with 1 being your most preferred and 7 your least preferred

Leadership Financial Investments

PKW Trust

Grants & Scholarships

Environmental Issues

Māori Economic Development

Is there any other information relating to PKW that you would like to know more about?

3. How do you currently receive information about PKW? Select all applicable methods Email Phone

Other (please state)

4. How would you prefer to be kept informed about PKW? Please rank 1 - 8 in order of preference, with 1 being your most preferred and 8 your least preferred

PKW Whenua magazine

at AGM and hui

5. How often would you prefer to receive information from PKW? Please select one option only

WHENUA MAGAZINE | ISSUE 34
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree
PKW website
Annual
Attendance at AGM
PKW magazine
Report
and hui
PKW
Facebook
Email Phone
website
Attendance
Webinar E Panui
Yearly
Half-Yearly Bi-Monthly
Quarterly Other (please state)

6. Please indicate how strongly you agree or disagree with the following statement:

Should PKW establish a minimum threshold for owning PKW shares? For example, five shares or less cannot be divided any further.

7. A missing shareholder is someone without contacts details. The dividend for these shareholders is held until such time that they or their legal successors connect with us. Some shareholders have been missing since PKW started in 1976 and have never claimed their dividend. What do you think PKW should or could do in these situations?

Please Comment:

PERFORMANCE AND PRIORITIES

Please rank 1-8 the order of importance these statements hold for you, 1 being the most important, 8 being the least important.

Kaitiaki: PKW will leave the land in a better condition

Leadership: PKW practices and contributes to the leadership of Taranaki Māori

Support: PKW provides benefits and financial dividends to owners

Cultural identity: PKW is a vehicle for reasserting our cultural identity

Education, marae, community: PKW supports Taranaki whānau through education scholarships and grants to marae and the community

Employment: PKW develops and employs our people

Economic Development: PKW significantly contribute to the regions Māori economy

9. Please indicate how strongly you agree or disagree with the following statements:

I am happy with PKW’s strategy focusing on diversification, production, value and shareholder information

I know why PKW has debt (e.g. to support growth and reinvestment)

I am comfortable with the strategies in place to make sure the level of debt does not put PKW assets at risk (e.g. debt does not exceed more than 40% of assets)

10. Please rate our performance:

Agriculture and farming

Managing commercial properties

Fishing and crayfish

Forestry

Māori development, grants and scholarship

Grants and scholarships

Kaitiakitanga

Leadership

18 | HE WHENUA WHENUA MAGAZINE | ISSUE 34
MANAGING SHARES
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree
Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree
Satisfied Somewhat Satisfied Unsure Somewhat Unsatisfied Unsatisfied

11. Please indicate how strongly you agree or disagree with the following statements:

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

I know how I connect to the land within PKW

I feel connected to the land within PKW

I would like to be able to access the land more often

I would like to be able to research my connection to the land

12. Why might you like to access the land more often? Please rank 1 - 4 in order of preference, with 1 being your most preferred and 4 your least preferred

To visit Wāhi Tapu To collect Kai

To collect flax and other fibres for weaving To view the whenua

13. PKW owns 20,000 hectares of ancestral land with perpetual leases. Sometimes a lessee sells their lease and PKW has the first right to buy the lease or not. Sometimes, it makes sense to sell the lease (not the land) knowing that PKW retains the first right to buy back when it comes up for sale in the future. How do you feel about these two statements?

Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

That ancestral land should not be sold

That leases attached to ancestral land be sold because PKW still owns the land

14. PKW has also purchased general land which is not ancestral land. Indicate how strongly you agree/disagree with the following statements: Strongly agree Agree Neither agree nor disagree Disagree Strongly disagree

PKW should not sell any land

Selling land is ok, provided it’s not ancestral land

If selling general land, the sale should grow the business

If selling general land, the sale should pay off debt

15. PKW owns and operates many types of land. Our ancestral land is Māori freehold land with perpetual leases or leasehold land sitting on top. We also own general land which is unrestricted. Another type is leased farm land which we occasionally lease to graze or operate.

Do you understand the different land types?

What are your thoughts?

16. When a profit is made, we must decide how that profit is used. What do you prefer? Please rank 1-6 in order of preference, with 1 being your most preferred and 6 your least preferred

Re-investment: grow the business, innovate and improve returns

Debt repayment: reduce debt and interest costs

Dividend payment: provide a greater return to shareholders

Provided to the PKW Trust: to distribute through grants

Kaitiaki initiatives: projects and programmes that improve the whenua

Māori economic development: increase employment and opportunities for Māori suppliers

17. How do you feel about receiving a reduced dividend to grow the business, repay debt or support the Kaitiakitanga strategy and/or support the PKW Trust?

Comment:

18. Would you consider donating all or part of your dividend to the PKW Trust to support its scholarship and grants programme?

Yes No Maybe

19. Are there any other ideas or suggestions you have?

Comment:

HE WHENUA | 19 WHENUA MAGAZINE | ISSUE 34 HE WHENUA | 19 CONNECTION TO OUR WHENUA
Yes
No Unsure

Thank you for taking part in our survey.

Draw Entry - Terms & Conditions

Entry is open to shareholders of PKW. Only one entry per person will be accepted. Survey must be completed and received in our office before 22 December 2020 to be eligible for entry to the draw.

There are two prizes of $250 each. The winners will be drawn by random selection and will be notified by email or phone. Judges determination of winner is final. No correspondence will be entered into.

The winners agree to their name being published in a future edition of Whenua magazine.

I acknowledge and accept the terms and conditions (please tick)

To enter the draw to win $250, please complete your details below and remove survey pages from the magazine. Fold along the dotted lines, seal into the free post envelope and pop into an NZ Post mailbox for collection. All entries must be received by 22 December 2020.

First Name

Last Name

Shareholder Number

Email address

Contact Phone

Freepost Authority Number 238821

Parininihi Ki Waitotara Incorporation

35

20 | HE WHENUA WHENUA MAGAZINE | ISSUE 34
FOLD ALONG DOTTED LINE FOLD ALONG DOTTED LINE
Leach
Plymouth 4310
Zealand
Street New
Taranaki New

NGĀMOTU HOTELS LIMITED PARTNERSHIP

Ngāmotu Hotels Limited Partnership, a joint venture of Parininihi ki Waitōtara Inc, Te Atiawa Iwi Holdings, and Taranaki Iwi Holdings, bought the 85-room Novotel New Plymouth Hobson Hotel from successful entrepreneur Phillip Brown on 1 January 2019.

Brown, who established the international online tendering company Tenderlink in Taranaki and sold it to Fairfax Media in 2010, built the 4.5star premier hotel in 2015. Part of the international Accor Hotels Group, the $25 million hotel was built to service the growing demand for tourist accommodation in New Plymouth.

Taranaki has become a popular destination for visitors wishing to connect with the environment and culture in a region that boasts a stunning national park, outstanding art and culture gatherings, modern cafés and restaurants, craft breweries and food producers, and world-class events.

And it was this growing reputation and the unlimited potential for Taranaki to expand on its tourism offerings that encouraged the three iwi commercial entities to invest together.

“It’s a good investment,” says Ngāmotu Hotels Limited Partnership chair Warwick Tauwhare-George. “It is local, it is substantial, and it is working with a lot of people – staff, Accor, and a growing customer base both domestically and internationally.

“When the opportunity came up, it could have been quite easy for just one of the entities to buy it in their own right. But the parties built the relationships, trust and confidence to look beyond and know that, over time, shared multiple investments and multiple opportunities are better for the whole than the individuals,” Warwick says.

Statistics from Tourism New Zealand show that between 2002 and 2019, guest nights in Taranaki increased from 380,000 to 675,000 – a 78% growth.

In the year to January 2020, visitor spend in the region was an estimated $429 million – the third highest growth rate in the country.

In addition, the regional development strategy Tapuae Roa: Make Way for Taranaki Action Plan (2018) has forecast annual Taranaki visitor numbers to increase from 1.1 million to 1.8 million by 2025.

The COVID-19 pandemic may push that forecast backwards, creating an unpredictable hospitality market.

Addressing the uncertainty, Warwick explains “Ngāmotu Hotels Limited Partnership entered the pandemic in a financially strong position, and as with any such investment, you need to have a strategy that is founded on a longterm view, thereby ensuring you are not forced into short-term suboptimal decisions.”

In the same situation as other hotels around the country, during Alert Level 4, the Novotel Ngāmotu Taranaki Hotel went into hibernation with a skeleton crew maintaining the assist over this period. Once the country moved to Alert Level 3 the hotel re-opened with bookings and occupancy almost immediately following.

“While occupancy numbers were certainly not as per pre-COVID-19, like a number of other businesses in the region, the Queen’s Birthday weekend after lockdown saw occupancy levels

exceed 80% of capacity, which is very encouraging and just reinforces the view that the partnership invested in a very sound, well performing asset. This also indicates that people are willing to travel, to visit Taranaki and see what is on offer in the region.”

Taranaki has a lot to offer potential visitor industry and hospitality investors, including Māori.

“Looking from an outside-in perspective, I’ve spent enough time here to appreciate that Taranaki has great offers. It’s a little gem. Whether it’s the Taranaki Garden Festival, WOMAD, the tattoo festival, or whether it’s the waterfront, or the beauty and majesty of the maunga – Taranaki has a lot to offer and it can differentiate itself from a lot of other parts of Aotearoa.

“And there’s definitely more opportunity for Iwi to invest in Taranaki. I think there’s enough capacity for those within Taranaki to do more, so I think there will be further commitments made here. But it’s not exclusively Taranaki iwi dependant – there is an openness to outside Māori investment.”

He says there is also a real drive and willingness by local authorities to engage with investors to ensure regional progress and development is ongoing.

“The private sector and councils work really well together. The city and region are a credit to that in how they present themselves, which is a drawcard to visitors,” Warwick says.

HE WHENUA | 21
This article was written by Venture Taranaki for publication on its website.
WHENUA MAGAZINE | ISSUE 34

TRIBAL HISTORY, CULTURE AND IDENTITY REFLECTED IN FARM’S RENAMING

An ancient healing spring has been acknowledged in the gifting of a name for a Parininihi ki Waitotara (PKW) farm.

Ngāruahine hapū Okahu and Inuawai, of Aotearoa Pā, have given the name Waitokorau to the 120-hectare farm at Okaiawa. Formerly known as Farm 29, on the corner of Mawhitiwhiti and Hastings Roads, the new name was formalised with a naming ceremony and unveiling of new signage.

22 | HE WHENUA

Tribal history, culture and identity are all reflected in the name Waitokorau.

Okahu and Inuawai chair John Hooker said the name Waitokorau reflects hapū aspirations to foster peace, wellbeing and healing for hapū, PKW ringawera (workers) and the wider Ngāruahine and Taranaki uri.

“When we were selecting from a range of names, we wanted a name that recognises positivity and healthy influences – a name that can have a flow-on effect to our whenua, our farm, our kaimahi and our uri.”

“The name Waitokorau refers to a healing spring or puna that our Okahu people used in the old days and even to this current day. The spring was used in ancient ceremonies, such as those carried out when our war parties returned from battle. They would be taken to that puna and spiritually cleansed so they could enter back into normal Okahutiti pā life. (Okahutiti was the fortress located beside the puna). Right up to recent days, the puna is still being used by Okahu and Inuawai uri for healing and rongoā purposes.”

Unveiling the gifted name is a continuation of recognising, renewing

and protecting whānau connections to the whenua, says Jacqui King, Head of Corporate Services at PKW.

“People and place are critically important to us. We are working hard to represent whānau in a manner they can be proud of, and in a way that reignites our connections and returns our names to our whenua.”

The re-naming ceremony, unveiling and blessing was held on 10 December 2019, attended by about 40 mana whenua, kaimahi and students from the nearby Kura O Ngāruahinerangi. Alongside Te Ruru, Te Kahu and the Te Kahu extension, Waitokorau brings the number of re-named farms to four. Over time, PKW will work alongside hapū and marae to re-name the remaining 20 farms.

“This is a way of bringing our communities together and engaging directly with whānau, and that is an essential part of our mahi.” Jacqui said. “Returning our names to the whenua has enormous significance both for whānau and for PKW as an organisation.”

Shane Miles, General Manager Ahuwhenua, said Waitokorau is

currently used for dairy support and grazing, and is ring-marked for PKW’s medium-term diversification strategy. In the meantime, some of the whenua is being retired for wetland regeneration in alignment with the kaitiakitanga strategy.

“Past decisions to drain whenua to create more productive farmland are being reversed in areas where we believe it’s better to turn the clock back on things that were done 50 or 60 years ago,” Shane says. “Wetlands were a natural filter for nutrients, so in accordance with our riparian plans we’re looking at regenerating streams or wetland areas, planting and fencing to give the whenua a chance to revert back to what it was supposed to be.”

In light of strategies we are actively advancing on this farm, the gifted name is not only a privilege but is also very appropriate”.

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“This is a way of bringing our communities together and engaging directly with whānau, and that is an essential part of our mahi..”
WHENUA MAGAZINE | ISSUE 34
Jacqui King

TRANSFORMATION THROUGH GAMIFICATION

Taranaki teacher Paula Anderson has a winning formula for an age-old problem: getting rangatahi to love school. The 2020 Charles Bailey Scholar, recipient of the premium Parininihi ki Waitotara (PKW) education scholarship, is focused on enabling rangatahi to engage effectively in learning as Māori... in some unexpected ways.

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Paula – a PKW shareholder and member of the Puketapu hapū of Te Atiawa – was teaching English in Kura Kaupapa Māori in Taranaki when she saw a need and opportunity to increase learning engagement.

The kura had begun to implement the new national digital curriculum, and her interest in this area of education led to her enrolment in a practice-based post-graduate diploma in digital and collaborative learning. She followed this up with a Master of Contemporary Education at tertiary provider “The Mind Lab”, and began a programme of digital technology research to build on students’ critical thinking skills, their use of Te Reo Māori in Taranaki dialect, and their literacy in English.

The process identified new opportunities for both students and teachers as Paula’s research investigated the use of gamification (gaming) and digital technology in a literacy programme designed for Kura Kaupapa Māori students learning English as their second language.

“I wanted to discover how gamification can help second-language learners

engage,” Paula says. “Many students are disengaged with learning materials and I wanted to provide a blended learning space where students are enabled through digital technology to learn from a class, home or overseas.”

“My research influenced me to develop new teaching practices which have resulted in my learners being engaged through blended learning and gamification. One of the important outcomes was an improvement in their literacy,” she said.

“The aim was to ensure they take ownership of their learning and also to understand how they learn. The project aimed to build on their 21st-century skills and break down learning barriers in literacy.”

The Charles Bailey scholarship has funded Paula’s post-graduate studies for three years. Valued at $7,500 for each year, the scholarship has been awarded since 1980 in recognition of Waitara farmer Charles Bailey, who helped establish the Committee of Management for PKW Incorporation, and was its first Chair.

shareholder advisor

PKW
Adrian Poa
“My research influenced me to develop new teaching practices which have resulted in my learners being engaged through blended learning and gamification. One of the important outcomes was an improvement in their literacy”
Paula Anderson
HE ORANGA | 27 <<

said the scholarship is awarded every year for up to three years (a total of $22,500) for post-graduate study in a wide range of fields that support social, cultural, environmental and business activities.

Paula describes this level of support as significant. “It alleviated the pressure for me and for my whānau to cover my Master’s fees.”

Now preparing for further research toward a Doctorate in Education, Paula says her Masters research began with encouraging her Year 7 and 8 Kura Kaupapa Māori students to think about how they should address their own, self-identified learning needs.

“I asked them the question, what do they want to learn? They wanted to learn robotics and the skills of coding – so I designed a literacy programme based on creating a digital game. The rangatahi had to create the game, and plan and design the process, which meant they were fully engaged from start to finish,” Paula says.

“The process enabled so much more than literacy learning: it helped develop leadership, communications and relational skills; it helped them to understand problem solving, how to critique their own and others’ work, how to communicate effectively in a group, and how to behave in a workplace environment.”

“When they first started, they didn’t know how to collaborate or even how to speak effectively to each other. Within two terms, their reading and writing had jumped at least three levels, and they were fully engaged in education. Their behaviour and attitude toward education, the school environment, and each other changed gradually, too. Other teachers began reporting how well-behaved these students had become.”

As tauira began enjoying their education experience more fully, Paula observed further significant changes in their behaviour and thinking.

“As they became very much engaged,

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WHENUA MAGAZINE | ISSUE 34

they took accountability for their learning. They had to complete certain tasks and meet particular criteria; they had to create their own storyline of their journey; they had to complete an assignment incorporating all the skills they had learnt; and so they learned to create and innovate in every part of their journey. At the end of the programme, they had to put it all together to create a game. They enjoyed all of those learning challenges and faced them head-on.”

Allowing the rangatahi to play a part in designing their own learning programme was a critical part of the programme’s success, Paula believes.

“The kids are telling their own narratives. We’re seeing life through their lens, expressed on the screen as opposed to paper – but they’re still using those reading and writing skills, as well as having to analyse, use predictive skills, and work through critical thinking processes to find out why something isn’t working. “

“They discovered that discussion and communication is the key to everything. We always did a lot of reflection and discussion. What this showed is that the kids wanted to learn,

they wanted to know, they were ready to learn and ready to choose what they wanted to learn about.”

“Their growth mindset changed over time – they became resilient, extremely resilient. They developed faith in their own ability to solve problems, and they used it as a stepping stone, applying their experience to every kaupapa.”

“Gradually, with each session, they grew more confident. When they became frustrated, they knew they were just in a learning pit. They didn’t give up, they knew they could get it and succeed if they just kept trying.”

“Those moments of self-discovery for the kids, when the lights go on for them – when they understand how their skills and learning can be applied across the board in every sector, every subject –that’s the most rewarding experience for any teacher.”

“It’s knowing that they have developed significant transferable skills for any kaupapa, equipping them for life outside of kura, preparing them for the world with literacy, leadership, communications and life skills that will serve them anywhere.”

HE ORANGA | 29 WHENUA MAGAZINE | ISSUE 34
"Those moments of selfdiscovery for the kids, when the lights go on for them - when they understand how their skills and learning can be applied across the board in every sector, every subject - that’s the most rewarding experience for any teacher."
Paula Anderson

BUILDING WHAKAWHANAUNGATANGA

Ko Taranaki te Mounga

Ko Aotea, Ko Tokomaru ngā waka

Ko ngā iwi, ko Ngāruahine Rangi, Ngāti Ruanui, Te Atiawa, Ngāti Toa, Taranaki Tūturu, Ngāti Kahungunu,  Ko Ngāti Tūwharetoa.

Ko Titahi, ko Ngātitū, ko Puketapu ngā hapu.

Ko ngā marae ko Waiokura, Oeo, Aotearoa, Owae, Takapūwāhia ngā marae.

Ko Ouri ko Kapuni ngā awa.

Tihei mauri ora

Bee Weston-Jacobson always wanted to work for, and with, her people and the community and is one step closer to her aspiration after completing a one year Post Graduate Diploma in Teaching at Victoria University.

As the inaugural recipient of the joint scholarship between Parininihi ki Waitotara Inc and Te Korowai o Ngāruahine, she is extremely proud that she can demonstrate to her immediate and extended whānau the reward for all her hard work.

30 | HE ORANGA

Having graduated from the Ngā Mana Whakairo o Toi - Bachelor of Māori Performing Arts at Te Whare Wananga o Awanuiārangi in 2016, Bee wasn’t initially sure where the degree would take her and had no intentions to do further study.

“It was a three-year course and my eldest was in intermediate education at the time,” she says. “Juggling my whānau at home, mahi and life in general, while studying and travelling back and forwards to Auckland was a challenge but I am proud that out of the twenty-one that started the course I was the only one to go on to graduate.”

“After seeing advertising for the one-year Post Graduate Diploma in Teaching course, I thought this is my opportunity and just went for it.”

Rather than commuting like she had done previously, Bee moved to live in Wellington to study while her husband Anaru Jacobsen (Ngāti Whātua/Tainui) remained in Kaponga looking after their

family, daughters Sharniqua (now 19), Nadya (now 17), Pikitiora (now 15) and Tisha (now 14).

“It’s influenced my daughters by showing them good role modelling as they’ve seen us come through hard times and the positive direction where we are heading to now.”

Bee is keen to understand more about PKW and the positive direction the organisation is taking in terms of shareholder engagement.

“As a young kid I would be bundled into the car to go to hui with my family,” she says. “At those hui there was a lot of raruraru going on, and some not good things were said about the Incorporation. But with the positive decisions that have been made over time, that has changed.

“People have seen the building of Whakawhanaungatanga, establishing those whakapapa links and making connection, within the community

as a whole. I want to be more active in contributing to that and getting a better understanding of what PKW is wanting to achieve.”

“I think that it’s great that the Incorporation and my iwi Ngāruahine have come together to create these opportunities. That’s why I say to my whānau, my cousins, my nieces and nephews that if I can make a positive change so can you.”

“We didn’t have the greatest environment growing up. I was brought up around the gang culture, left school early, had kids young, and was judged because of that.“

“But now I’m working at a Decile 7- 8 primary school and I’m the only teacher who is Māori working there.”

Bee is pleased Kaponga Primary recognised the need to bring that kind of capability into their teaching environment. Many of her pupil’s parents work for PKW as the school is located close to a number of PKW farms.

“When I went on placement while I was training, I saw how some schools only incorporated Māori culture during Te Wiki o Te Reo Māori. At Kaponga Primary we are doing it naturally on a daily basis. For the tamariki here, I’m known as Whaea Bee rather than Mrs Weston-Jacobson and I love that.”

HE ORANGA | 31
"I want to be more active in contributing to that [Whakawhanaungatanga] and getting a better understanding of what PKW is wanting to achieve."
Bee Weston-Jacobson

ENVIRONMENTAL CONNECTOR

Ko Tokomaru te waka

Ko Taranaki te maunga

Ko Waitara te awa

Ko Muru Raupatu tokū marae

Ko Puketapu tōku hapū

Ko Te Atiawa tōku hapu

E noho ana au ki Whanganui-a-Tara

Ko Joan tōku kuia

Ko Davina Pania tōku whaea

Ko Steve tōku matua

Ko Kelsey tōku tuakana

Ko Renee tōku ingoa

Parininihi ki Waitotara and Te Kotahitanga o Te Atiawa joint scholarship recipient Renee Hanrahan is not only honoured about being the first recipient of this prestigious scholarship, but excited about the opportunity to further her studies at Otago University.

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Renee is completing a B.A. majoring in Māori Resource Management with a minor in Tourism Management.

“I have enrolled to do a Master of Planning. At the moment I work a couple of days a week at Transpower and, to be honest, I didn’t really know that environmental planning was a thing but there I saw the need. Especially at the moment with Resource Management reform and the freshwater policy there is such a need for Māori input into those areas,” she says.

“Freshwater will be such a massive issue, in fact the management of water in general, in the future. As Māori, we have such a connection to that and it would be cool to study and be involved with the way in which government and legislation of the future will address Te Ao Māori views.”

Though COVID-19 has impacted on Renee’s voluntary work at the Zealandia Eco-Sanctuary in Karori, Wellington, she appreciated how working there became a great way to

engage with people from around the world about conservation.

“At university we study conservation, but to get to see the different wildlife and interact with them is a cool way to actually get involved in a practical sense,” she explains. “Plus the Sanctuary incorporates Māori culture into their visitor experience.“

“I am a people person so my minor in Tourism Management really gave me a better understanding of how as Māori we engage on the international stage and I think tourism is a really valuable thing for the Māori economy.”

Attending iwi rangatahi hui has helped Renee learn more about her iwi connections as she is still strengthening her immediate family’s connection to Taranaki, given she grew up in Wellington. However, she has always felt drawn to her mounga and, through her second cousin Kim Skelton, become aware of her extended family’s connection to PKW.

“I think that the diversification

approach of PKW in terms of land use is something that I will always be interested in. In a post COVID-19 world, it will be such an interesting period where we can implement and make positive changes happen through our environmental planning and engagement with iwi in the process.”

“Maria Bargh, who was one of my lecturers, is one of my role models. She is so inspiring and an unapologetically steadfast Māori opinion, especially of the political landscape and freshwater issues. She sparked my interest in that area how we have been pushed aside and undervalued in the political process.”

“It would be interesting to see how reform happens in the next few years and how the Māori voice is engaged with and iwi are involved. I hope that my study enables me to be part of what is likely to be a big scale review of that legislation, that I can be a connector between government and my iwi.”

HE ORANGA | 33 WHENUA MAGAZINE | ISSUE 34
"I hope that my study enables me to be part of what is likely to be a big scale review of that legislation, that I can be a connector between government and my iwi."
Renee Hanrahan
"I think that the diversification approach of PKW in terms of land use is something that I will always be interested in."
Renee Hanrahan
35 Leach Street | New Plymouth 4310 Taranaki | New Zealand
2020 Parininihi ki Waitotara
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