Te Rūnanga o Ngāti Awa Annual Report 2021

ANNUAL REPORT 2021

“

Our traditions are shaped by our cultural, historical, and spiritual

association with the natural environment.

These histories form and reinforce

”

the foundation of cultural identity of Ngāti Awa as an Iwi.

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

Te Rūnanga o Ngāti Awa Te Ripoata o te Tumuaki Te Ripoata o te Manahautū Te Kāhui Kaumātua ō Ngāti Awa Board of Hapū Representatives Our Organisation Our Staff Strategic Framework Annual Plan 2020/2021 Te Ara Poutama: Guiding Principles

4 6 8 10 11 12 13 14 16

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MANAAKITANGA: CARING FOR EACH OTHER Education Scholarship Recipients Education Grant and Scholarship Distribution Kooti Rangatahi Education Grant Recipients

18 20 21 22

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KAITIAKITANGA: GUARDIANSHIP FOR FUTURE GENERATIONS Customary Fisheries Taiao Report Korehāhā Whakahau Ngāti Awa Research & Archives Information & Knowledge

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NGĀTI AWATANGA: OUR LANGUAGE AND CULTURE

Marae Cluster Project Kōhao Rau Rangatahi Rau Report Ara-Wai Whakahau Project Te Mānuka Tūtahi Marae Cultural Identity & Connectivity

36 39 40 42 44

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Ngāti Awa Group Holding Ltd Chairman’s Report Chief Executive Report Board of Directors

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FINANCIAL STATEMENTS

Directory of Officers Statement of Comprehensive Revenue and Expense Statement of Changes of Equity Statement of Financial Position Statement of Cash Flows Notes to the Financial Statements Independant Auditor’s Report Trona Board Members Meeting Attendance Payments to Employees (Charter clause 11.3) Ngāti Awa Hapū Register Hapū Distribution Remuneration and Payments Directory of Staff

58 59 60 61 63 64 86 88 88 89 89 90 91

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

3

Te Rīpoata o te Tumuaki

Te Rīpoata o te Tumuaki o Te Rūnanga o Ngāti Awa Tuatahi, ko te tuku whakawhetai ki a Ihoa o nga mano, mo āna manaakitanga ki runga i a tātou. Kei nga mate, koutou kua haohia e te kupenga a Taramainuku i roto i te tau, kua pahure, haere atu , okioki mai i roto i te Ariki. Ngāti Awa ki te rangi, Ngāti Awa ki te whenua; ‘ko Ngāti Awa te toki tē tangatanga i te rā, tē ngohengohe i te wai, tēnā koutou, tēnā koutou tēnā tātou katoa.

Meri Hepi, representative Tuariki sadly passed away in December 2020. Meri Hepi was a long serving representative of Te Rūnanga o Ngāti Awa, and over the years contributed to various issues for the hapū especially if it involved the Rangitaiki rohe. Meri was a dedicated representative who had a quiet and humble nature but when required spoke her mind on issues she was passionate about. Te Rūnanga o Ngāti Awa mourn Meri’s passing with her whānau and friends.

Reflecting back on our 2020/2021, we have seen a lot of change and growth at Te Rūnanga o Ngāti Awa. From the many projects which have provided employment, cultural learnings, and business opportunities, to defending our Ngāti Awa boundaries and cultural values through court hearings and legal proceedings. Whatever the platform, we hope to have been devoted stewards in our role to defend, advocate, and progress the aspirations and values of our people. Coming together when the situation necessitates unity continues to be our strength, enabling us to move forward as the toki whose bindings cannot be loosened by the sun, nor softened by the rain.

Coming together and showing manaakitanga has been something that Ngāti Awa has become well known internationally as witnessed during the remembrance of the anniversary of the Whakaari eruption, 9 December 2020. The day will always be remembered and we will always give thanks to the many people, businesses and emergency response teams who lent their support in a multitude of ways and to the exceptional and dedicated medical teams from around the motu and internationally, whose intense and dedicated work with survivors continued over many, many months.

The same sentiment applies when we consider the situation before us and the impending threat COVID-19 poses to our whānau and to our whakapapa.

Coming together in unity to overcome the crisis at hand is not only our only option, but the option that comes most naturally to us as revealed in our stories and histories. Therefore, we implore you, as a member of this Iwi,

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

as a member of your community, as a mokopuna, and as a tupuna, to get vaccinated against COVID-19 and to do your part to keep our whānau safe. Our whakapapa is our most precious taonga, of which we derive our identity, purpose, and connection. In all that Te Rūnanga o Ngāti Awa seeks to achieve, protecting our whakapapa and connection to each other and to this land, is most central.

We will continue to deal with the various activities, challenges, and opporutnities in the years ahead as steadfastly as we can. We remain here, it is our home, it is our history, it is our future.

In closing, I want to thank the Ngāti Awa Group Holdings Ltd Directors, Te Rūnanga o Ngāti Awa Trustees and Committee members for your ongoing commitment and dedication. I would also like to give special thanks to our Manahautū and team for all the tireless mahi they do, without them we would not be able to accomplish all the work we have in front of us.

Mā te Atua tātau e manaaki e tiaki ngā wā katoa

Naaku noa JOE HARAWIRA

“

Mā te ngaruru ō ngā whenua maru ō

Ngāti Awa, ka noho momoho nga taonga koiora, taonga tuku iho, he oranga whānui mō ngā whakatipuranga.

As the lands of Ngāti Awa flourish,

opportunities abound for future generations to enjoy their unique ecological,

”

environmental and cultural uniqueness.

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

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Te Rīpoata o te Manahautū

I extend my thanks to the staff of Te Rūnanga o Ngāti Awa who have remained unwavering in their commitment to the Iwi. Thank you for all that you have and will continue to do.

Tēnā koutou This is my last annual report as Manahautū Te Rūnanga o Ngāti Awa. Together over the past five years, we have faced some significant events in the history of Ngāti Awa – 2017 floods, 2019 eruption of Whakaari and beginning in 2020 up to today, COVID-19. Our collective approach with manaakitanga and aroha ki te tangata ensured that residents in our rohe, our manuhiri and the most vulnerable of our Iwi were cared for in times of extreme uncertainty.

We have and continue to participate in multiple legal matters including our opposition to the Creswell (Nongfu) water bottling consent, and Marine and Coastal Title applications by other Iwi, and advocating for the protection of our taiao. We have also protected our borders and engaged with other Iwi and the Crown on proposed Tiriti o Waitangi settlements for those Iwi. These types of challenges will continue to test our unity, our resolve and our kaitiakitanga.

Together we can protect our taonga, nurture our turangawaewae, and create an environment where Ngāti Awa is flourishing. We must be vigilant, and unified to preserve and enhance our taonga tuku iho.

In the 2020/2021 financial year, we started and implemented workforce programmes with Korehāhā Whakahau, and Marae renovations for twelve (12) marae. All together we have employed 59 people across these two programmes, and 45 are of Ngāti Awa descent. We have spent $597,619.16 with Ngāti Awa businesses as well.

All of these programmes meet at least four outcomes – perpetuation of our identity language and culture as Ngāti Awa, active kaitiakitanga, creating employment and a highly skilled work force.

The ability for Ngāti Awa people to live and work within our rohe is achievable, with leadership and working with likeminded partners we can create the future we aspire to – Ngāti Awa people, living with and caring for our taonga for future generations.

I extend my thanks to the staff of Te Rūnanga o Ngāti Awa who have remained unwavering in their commitment to the Iwi. Thank you for all that you have and will continue to do.

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

I am grateful to have been mentored by kaumātua within Ngāti Awa, and thank you for your time and knowledge. I also would like to thank the descendants of Ngāti Awa who have over the past five years exhausted their efforts to support, lead and represent Ngāti Awa. Lastly, to the various governors of the Ngāti Awa Group, together with the descendants of Ngāti Awa, we have the ability to realise a positive future based on our tikanga, kawa, and our taonga tuku iho. Our future can be as bright as we decide it will be, and I look forward to seeing the next evolution of Te Rūnanga o Ngāti Awa and it’s subsidiaries to realise our Iwi vision – Ko Ngāti Awa te toki, tē tangatanga i te rā, tē ngohengohe i te wai.

LEONIE SIMPSON Manahautū, Te Rūnanga o Ngāti Awa

“

Our greatest resource is our

”

people – our connection to our past, our present, and our future.

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

7

Te Kāhui Kaumātua ō Ngāti Awa Tena koutou ngā uri o ngā hapū o Ngāti Awa e noho mai na i o koutou kainga huri noa ki te motu, huri noa ki te ao.

Tēnei te mihi ki a koutou katoa i runga i te ahuatanga i ō tātou mate e hingahinga mai nei, e hingahinga atu nei. Haere Hōhepa te tōtara haemata o Ngāti Pūkeko, haere Meri Hepi te ringa raupa o Tuariki, haere ki nga whakareretanga iho a koutou mā, ka whanake te aroha i te pito ngākau.

Kāti kua tangihia rātou. Nō reira waiho rātou ki a rātou.

Ka mihi ake ki a tātou i tēnei tau, tātou te hunga ora e tau nei, ngā māhuetanga a tātau tīpuna, te hunga e manawanui ana ki to tātau

Anei te hui i karapinepine mai e ngā kāhui Kaumātua: • Kāhui Kaumātua Hui 1: 16 July 2020 • Kāhui Kaumātua Hui 2: 25 August 2020 • Kāhui Kaumātua Hui 3: 29 September 2020 (Wānanga on Roles and Responsibilities of Kāhui Kaumātua, Whakaruruhau, Roopu Rongomau)

Rūnanga, to tātau Iwi hoki.

• Kāhui Kaumātua Hui: 12 April 2021

Tēnā tātou katoa.

• Kāhui Kaumātua Hui: 13 May 2021 Rangitukehu Paul, Tiamana a Te Kāhui Kaumātua

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

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Board of Hapū Representatives

MARK ( JOE) WHARAWIRA

(Chairman) Ngāi Taiwhakaea II

TUWHAKAIRIORA O’BRIEN

Te Pahipoto (Deputy Chairman)

Ngāti Pukeko

Ngāi Te Rangihouhiri II

MANURERE GLEN

STANLEY RATAHI

DR HOHEPA MASON

Ngāti Hikakino

TE ARANI BARRETT

WILLIAM STEWART

MATEROA DODD

VICKI MURRAY

TE KEI MERITO

PUTIPUTI KOOPU

RUIHI SHORTLAND

BOYCE KINGI

ALF MORRISON

MIRO ARAROA

MIHIPEKA SISLEY

VANESSA AUGUST

KEMI MOKOMOKO

REGINA O ‘BRIEN

AMOHAERE TANGITU

Ngāti Hokopū ki Te Hokowhitu a Tū ki Te Rāhui

Ngāti Maumoana

Te Kahupaake

Ngāti Hokopū ki te Whare o Toroa

Te Patuwai

Tuariki

Wharepaia

Ngāi Tamaoki

“

Warahoe

Ngāi Tamapare

Ngāi Tamawera

Ngā Maihi

Ngāti Rangataua

Ngāti Hāmua

Te Tāwera

The Board of Representatives comprises of members from each of the 22 Ngāti Awa Hapū.

JAY MASON

Ngāti Awa ki Tāmaki Makaurau

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BRIAN TUNUI

Ngāti Awa ki Pōneke

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

They are responsible for the governance of Te Rūnanga o Ngāti Awa.

”

Our Organisation

Tumurau Limited Partnership

Ngāti Awa Farms (Rangitaiki) Ltd

61%

Ngāti Awa Tourism

Ngāti Awa Fish Quota Holdings Ltd

White Island Tours Ltd

68% OWNERSHIP

Ngāti Awa Farms Ltd

Ngāti Awa Forests Ltd

Ngāti Awa Fisheries Ltd

Ngāti Awa Properties Ltd

100% OWNERSHIP

Manu Hou Ltd Liability Partnership

Mataatua Quota ACE Holdings Ltd

17%

OWNERSHIP

66%

NAAHL

Ngāti Awa The Strand Development Ltd Partnership

NAGHL

Ngāti Awa Asset Holdings Limited

Ngāti Awa Group Holdings Limited

100% OWNERSHIP

NARA

Ngāti Awa Research & Archives Trust

NACDT

Ngāti Awa Community Development Trust

100% OWNERSHIP

Te Rūnanga o Ngāti Awa

TRoNA

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

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Our Staff

ANDREA KINGI

HALEY MCCORKINDALE

JACKIE WHAREWERA

NGAIRE RAPANA IT Support

Research Facilitator

NOTI BELSHAW

MICHAL AKURANGI

JAYMIE-KATE WARDLAW Consents Policy Planner

Programme Manager Project Management Office

Strategic Relationship and Social Procurement PMO

MANIA CROWN

TE AOTAAWHIRANGI ONEHI

VAIMANINO HARAWIRA

KATARAINA RENETI

MEREWAAKANA KINGI

DYLAN STEWART

CEO Executive Assistant

Manager Knowledge and Information

Manager Identity: Language and Culture

PAIGE WAWATAI

Board Secretary

Manager Taiao

Coordinator Project Management Office

Project Manager Marae Cluster

HIRERE ASHBY

CALVIN KINGI

Pou Arataki

LYNSEY MARIU Finance Officer

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KATARAINA MONIKA

TE AWHINA JAMES Receptionist

Customary Fisheries

ADRIAN JARAM

MONICA MANIAPOTO

MALIA GODSMARK

Receptionist

Administrator Marae Cluster

GLENDA STEWART

Pou Arataki

NAGHL Board Secretary

BOB HUDSON

PATRICK O’SULLIVAN

Operations Manager

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

General Manager Ngāti Awa Tourism

Iwi Register

ALIETA WAITOA

Manager Te Mānuka Tūtahi Marae

Acting Chief Financial Officer

CHARLIE BLUETT

Digitisation

KRYSTLE LEGG

Senior Pou Arataki

Finance Manager

Strategic Framework Iwi Perspective

Whānau, Marae, Hapū, Iwi Iwi Aspirations

Priorities

Values

Ko Ngāti Awa te Toki

Iwi Vision 2050 Turangawaewae

Mauri Ora

Toi Ora

Tū Pakari

Cultural Identity and Connectivity

Independence, Resources and Sustainability

Optimal Wellbeing

Leadership and Hapū Unity

Te Ara Poutama o Ngāti Awa

Te Rūnanga o Ngāti Awa Strategic Vision - Strengthening the bindings of the adze Cultural Strategy

Resource Strategy

Wellbeing Strategy

Leadership and development Strategy

Te Rūnanga o Ngāti Awa

Making Strategic Decisions Our Values

Code of Conduct

Plans

Policies

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

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2020/2021 Annual Plan

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Iwi Vision 2050: Ko Ngāti Awa Te Toki Tē Tangatanga i Te Rā, Tē Ngohengohe i te wai

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Core and Multi Year Activities

Communications

Audit and Reporting

Human Resources

Health and Safety

Whakapapa Committee

Dynamics CRM Development

Governance support and administration

Kāhui Kaumātua

Major projects and activities for 2020/2021 NGĀTI AWA RIGHTS AND INTERESTS

KAITIAKITANGA

Continued advocacy to recognise and provide for Ngāti Awa rights and interests across multiple platforms: our taonga, Iwi settlements, Crown, and local government – Waitangi Tribunal, Te Arawhiti, litigation & relationships

Lead kaitiakitanga within the Ngāti Awa Group and provide opportunities for hapū and Iwi kaitiakitanga – Para Kore, Predator Free 2050 and Ngāti Awa Tourism Strategy

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

Our Strategic Vision: Strengthening the bindings of the adze: Our culture. Our Environment. Our resources. Our people.

Leadership & Development Strategy

Wellbeing Strategy

FOCUS:

WHAT WE WILL DO:

• Fostering the next generation of Iwi leaders

• Undertake research on Ngāti Awa wellbeing indicators

• Effective governance structures for the future WHAT WE WILL DO: • Taiohi leadership wānanga and summit • Governance Review • Partner and collaborate to achieve our strategic goals • Ngāti Awa Workforce strategy

Resources Strategy

FOCUS: • Research & Partnerships

FOCUS:

• Partner & collaborate with other entities to advance Ngāti Awa wellbeing

• Implement projects that have environmental, social, cultural and economic outcomes for Ngāti Awa WHAT WE WILL DO: • Baseline Taiao report to measure impacts

Cultural Strategy: FOCUS: • Increasing the use of te reo Māori amongst Ngāti Awa • Improving access to our archives & resources WHAT WE WILL DO: • Te reo wānanga – karanga, whaikōrero, mahi toi • Develop te reo Māori resources for Ngāti Awa • Implement IT tools for members – archives and Iwi register

• Implement our Environmental Management Plan • Implement Predator Free 2050 - Ngāti Awa kaitiakitanga and workforce development • Ngāti Awa Tourism Strategy implementation

Audit Finance and Risk Committee

Resource Consents

Charter and Legislation

Hapū capability and capacity building

Direct distributions - hapū & tertiary

Member Register

Archive Management

AGM

OUR IDENTITY, LANGUAGE & CULTURE

STRATEGIC PARTNERSHIPS

Foster and promote our identity, language and culture across the Ngāti Awa Group (Group Holdings, Te Mānuka Tūtahi Marae and Rūnanga) - Workforce training and development and Ngāti Awa Tourism Strategy

Engage in strategic partnerships that advance our Iwi goals and aspirations – Workforce training and development and Ngāti Awa Tourism Strategy and Predator Free 2050

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

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Te Ara Poutama: Guiding Principles

Manaakitanga CARING FOR EACH OTHER

Our shared obligations to care for one another, with

particular emphasis on caring for our youth and our elders.

Kaitiakitanga

GUARDIANSHIP FOR FUTURE GENERATIONS

Represents our obligations to protect our culture, our environment, our resources and our people today and for future generations, in accordance with our cultural practices.

Ngāti Awatanga OUR LANGUAGE AND CULTURE

Uphold and protect our language and culture - which derive from our shared ancestry - as the cornerstone of our unique identity.

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

Manaakitanga

Caring each other Caring forfor each other

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

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Ngāti Awa Education Scholarship Recipients During my first two years of study, I undertook work experience at Te Rūnanga o Ngāti Awa. I am now in my final year of study and working part time as an IT Assistant, performing tasks such as systems administrations, remote device management and web management.

Ko Kapūterangi te maunga Ko Whakatāne te awa Ko Mataatua te waka Ko Ngāti Awa te Iwi Ko Ngāti Rangataua te hapū Ko Ngaire Rapana ahau I am a mother first and foremost, raising my two sons alongside my supportive partner in our beautiful rohe of Ngāti Awa. Born and raised in Whakatāne, I come from a closeknit whānau that have been my backbone and leading support as I pursue a Bachelor of Applied Information Technology, majoring in Software Development. The journey so far has been strenuous to say the least, but the overwhelming amount of knowledge I have attained has made it a worthy experience and contributed to many life lessons along the way.

Choosing Software Development was a decision based off of my previous experience of critical thinking and problem solving, and the satisfaction gained from piecing together the pieces of a puzzle. I am also able to express my creative side through coding, application design and website development.

By continuing to work in this field, I am exposed to new learning opportunities, keeping my mind fresh and my mahi exciting.

Working for my Iwi has provided me with the opportunity to utilise the knowledge achieved through my degree for our people which has been nothing short of a golden opportunity. I am not only expanding on my current skillsets but also learning about our culture, the history of Ngāti Awa and my own whakapapa– valuable knowledge that I knew so little about.

Researching about significant events like the Raupatu and the great injustice brought upon our people during those times was upsetting. Our lands were stripped, and our people left to suffer the harsh consequences of the Raupatu.

After over a century of hardship, our Iwi were finally able to overcome these obstacles, but not without the exceptional efforts by our Ngāti Awa kaumātua. They took on the challenge to claim back what was rightfully ours, giving Ngāti Awa hope to revitalise our identity and culture. Knowledge like this gives me the strength and determination to keep striving through challenging times and be proud to descend from a resilient Iwi that recovered from deep adversity.

I’d like to acknowledge Ngāti Awa for their financial contribution to not only my academic journey, but all recipients of Ngāti Awa Scholarships and Grants. Seeing our Iwi invest in our people is awe-inspiring, helping the future generations to achieve their greatest aspirations and career endeavours. I am beyond honoured to be a chosen recipient for this scholarship, which has helped with the financial stresses of studying Ngā mihi nui, Ngaire Rapana Applied Sciences Scholarship

18

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

Ko Putauaki te maunga Ko Oriini te awa Ko Ngai Taiwhakaea te hapū Ko Ngāti Awa te Iwi Ko Mataatua te waka Ko Te Paroa te marae Ko Katera Tutua toku ingoa I am currently in my 2nd year of studying medicine at Otago University. My interest in health stemed from my parents who are in the health profession. Being born and bred in Ngāti Awa, my education began at Edgecumbe Primary school where I was nurtured and then progressed at Whakatāne High school. At Whakatāne High school I was extended and my interest in health grew. Whakatāne High was also where I was introduced to more of Te Ao Māori. Since being at Medical school, it is sobering to see the poor Māori health statistics and I can see where having Māori in health professional roles can only be beneficial for us as a people. It also motivates me to learn te reo as that will be beneficial to me and my patients once I start working.

I would like to thank Ngāti Awa for this scholarship and the support towards my studies. I hope to give back to Ngāti Awa in the future by returning to work in this rohe sometime.

Ngā mihi nui, Katera Tutua Health Science Scholarship

I am now in my 2nd year at Te Whare Wānanga o Ōtākou, where I continue to work towards a Bachelor of Laws and Bachelor of Arts majoring in Māori Studies. Through my educational journey I have been part of the university’s Māori Centre initiative, Kā Rikarika a Tāne (KRAT), where I am a mentor who helps first year Māori students. I am also part of the university’s Aspire Program which gives the younger generation a broad insight into university subjects and the diverse culture within. As I give back to our Māori community, I am also working on self-development through Māori culture and knowledge. Through the university’s Leadership Award, I can look towards becoming fluent in Te Reo Māori with the idea of connection and belonging in mind.

The Leadership Award allows me to continue my education through a Māori lens and how Te Reo can help me become a strong leader at university and further in life.

Kia mau ki tō Māoritanga Hold fast to your Māori heritage.

Tēnā koutou, Ko Destiny Tupara toku ingoa.

I was born and raised in Levin but always grew up hearing stories from my mum about life in Whakatāne and her strong cultural identity with Ngāti Awa. This led me on a path seeking cultural connection with my Iwi affiliations, a strong need to help our Māori community and to learn our language.

I aim to complete my studies end of 2024. In the future, I plan to apply my knowledge of law and implement

legal frameworks to help people, particularly Māori and Pasifika.

I want to work towards ending systemic disparities between Māori and non-Māori in Aotearoa, as we continue to face the most injustices.

As a proud descendant from Ngāti Awa and my further Iwi, I want to make connective contributions where I can provide legal services or be part of the economic or social development of my Iwi. I would like to acknowledge Ngāti Awa for pursuing a nurturing and prosperous path for our Māori community. I commend the cultural strategy as I plan to increase mine, my family’s and friends Te Reo Māori fluency. I would also like to thank Ngāti Awa for supporting my tertiary studies. This scholarship has contributed to my success and has lessened my financial burden with tuition fees for my papers. I am grateful for your support and I appreciate Ngāti Awa continuing to support our rangatahi.

Nāku, noa, nā Destiny Tupara Law Scholarship

Other

Warahoe

Te Patuwai

Te Pahipoto Te Kahupaake

Ngāti Wharepaia

Ngāti Rangataua

Ngāti Pukeko Ngāti Maumoana

Ngāti Hokopu ki Te Whare o Toroa

Ngāti Hokopu ki Te Hokowhitu a Tu

Ngāti Hamua

Ngāti Awa ki Tamaki Makaurau

3

Ngai Te Rangihouhiri II

6

Ngai Tamapare

9

Nga Maihi

12

Ngai Tamaoki

15

Ngai Taiwhakaea II

E D UCATIO N APPLI CATI ON S RE C E I V E D BY H AP Ū

0

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

19

Education Grants and Scholarship Distribution 2005/2006......................$81,400

2011/2012......................$94,250

2017/2018......................$23,500

2006/2007......................$87,600

2012/2013......................$59,850

2018/2019......................$51,350

2007/2008......................$78,450

2013/2014......................$48,450

2019/2020......................$69,000

2008/2009......................$77,200

2014/2015......................$45,600

2020/2021.................. $88,095

2009/2010......................$99,450

2015/2016......................$40,800

2010/2011......................$97,750

2016/2017......................$46,900

$1,089,645

10

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UNIVE

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Places of Study - total numbers SIT

9

MA O

DIP L

R TE

BACH E

2

ST GRADU PO

TE RA

MA S

DOCTO

Levels of Study - total numbers

14

5

N

L TA

2

ON TI

3

NC

E

4

H

AR E YOU RE GI STERED? Tertiary Scholarships and Education Grants open February of each year.

Check you are registered with us and your postal and email addresses are correct.

EMAIL: register@Ngātiawa.Iwi.nz or PHONE 0800 464 284

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

R HE

OT

ES

CIAL SCI E SO

NC

EDUC A

15

IRONME

I

NV

R ĀO

LIED SCIE PP

13

R AU

E ERC /BUSI

E

SS

M M

H SCI

NE

CO

LT EA

8

MA T

W LA

A

27

E

CE N

ANGA M

Disipline 10

Kooti Rangatahi This year celebrates 10 years of Kooti Rangatahi at Te Whare o Toroa Marae.

Te Kaupapa: Provide a cultural environment and experience for Rangatahi and Whānau.

Network to assist Rangatahi post prosecution.

reluctantly closed its premises to all users. This situation isn’t what we had envisioned for our Kooti at its inception, but we’ve had to live with it.

As with any initiative, its success or failure is attributed to those in the system that work diligently to support the Kaupapa.

Anei rātou • Judge Louis Bidois • Lawyers (Youth Advocates)

Seek positive opportunities for the Rangatahi post Kooti Rangatahi.

• Lay Advocates (cultural assistance to Rangatahi and Whānau) • Police

The aims and aspirations of Kooti Rangatahi remain as valid today as when the initiative was first mooted and rolled out in Ngāti Porou by the now Chief District Court Judge, Hemi Taumāunu.

From its early beginnings, Kooti Rangatahi quickly grew from the first Case being heard on Te Poho o Rāwiri marae in Gisborne to fourteen Kooti Rangatahi and two Pacifica Kooti around the country and it continues to gather momentum.

As we know, the Corona Virus (COVID-19) and now the Delta variant, has had a profound effect on the hosting of Kooti Rangatahi on the marae and as such has meant that for several months of this year Te Whare o Toroa marae

• Social and Health Providers • Kaumātua • The Marae No reira e mihi kau ana ki a rātou mā e tautoko ana to tātou kaupapa rongonui. Kia kaha me te anga whakamua.

Charlie Bluett , Kooti Rangatahi coordinator

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

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Education Grant Recipients FIRST NAME

HAPŪ

STUDY PROGRAMME

Arielle Kathleen McMillan

Ngā Maihi

Aareta Mohi

Ngā Maihi

Ashlea Sarah Gillon

Ngā Maihi

Bachelor of Law Te Aho Tatārangi: Bachelor of Teaching and Learning Kura Kaupapa Māori Doctor of Philosophy

Priscilla Altenburg

Ngā Maihi

Bachelor of Nursing

Shaun Toroa Te Rire McNeil

Ngā Maihi

Master of Science (Research) in Chemistry

Laken Melody Stone

Ngā Maihi

Te Ara Reo Māori Level 2

Jada Wahapango Katera Calis Tutua Macy Alexandra Glen

Ngāi Taiwhakaea II Ngāi Taiwhakaea II Ngāi Taiwhakaea II

Bachelor of Nursing Bachelor of Medicine and Bachelor of Surgery Bachelor of Arts

Mihi Sara TakotohIwi Moloney

Ngāi Taiwhakaea II

Bachelor of Science

Te Mapihi Kahurangi Tutua-Nathan

Ngāi Taiwhakaea II

Bachelor of Health

Jade Wahapango

Ngāi Taiwhakaea II

Bachelor of Business

Sineva Miroi Ann Petersen

Ngāi Taiwhakaea II

Postgraduate Diploma Māori Education

Shavaughn Hope Petersen

Ngāi Taiwhakaea II

Bachelor of Science

Elliott Monika

Ngāi Tamaoki

Bachelor of Commerce/Bachelor of Science

Cheyenne Te Kaharangi Wilson

Ngāi Tamaoki

Bachelor of Commerce, Agriculture

Billy Jo Hunia

Ngāi Tamaoki

Master of Science

Taranui Kingi

Ngāi Tamaoki

NZ Diploma in Networking Level 6

Misty Morning Gillies

Ngāi Tamaoki

Bachelor of Bicultural Social Work

Ashley Rangihaanu Noralee Whiley

Ngāi Tamaoki

2021 New Zealand Certificate in Beauty Therapy (Level 4)

Veronica Maru

Ngāi Tamapare

Nga Poutoko Whakarara Oranga

Katrina Marie Lassey

Ngāi Tamapare

Bachelor of Laws (LLB)

Destiny Tupara

Ngāi Te Rangihouhiri II

2nd Year Law

Jasmyn Audrey Pearson

Ngāi Te Rangihouhiri II

LLB Honours

Mirella Ariana Alexandre

Ngāi Te Rangihouhiri II

Kimberley Deeanna Todd

Ngāi Te Rangihouhiri II

Yvonne Mitchell

Ngāti Awa ki Tāmaki Makaurau

Bachelor of Music Toi Paematua: Diploma in Māori and Indigenous Art Postgraduate Diploma in Clinical Psychology

Raeana Tyler Araroa

Ngāti Hāmua

Courtney Leone Taumata Sullivan

Bachelor of Law and Health Science Te Ohanga Mataora: Bachelor of Health Ngāti Hāmua Sciences Māori Nursing New Zealand Certificate in Health and Ngāti Hāmua Wellbeing Level 4 Toioho ki Apiti-postgraduate Diploma in Māori Ngāti Hokopu ki Te Hokowhitu-a-Tū Visual Art Ngāti Hokopu ki Te Hokowhitu-a-Tū Bachelor of Medicine and Surgery

Matekino Sheralee Kanarahi Wright

Ngāti Hokopu ki Te Hokowhitu-a-Tū Level 3 Mechanical Engineering

Marcia Nga Pikitia Hennings

Ngāti Hokopu ki Te Hokowhitu-a-Tū Master of Business Administration

Michael Playle

Ngāti Hokopu ki Te Hokowhitu-a-Tū Nga Poutoko Whakarara Oranga

Indira Novak

Ngāti Hokopū ki Te Whare-o-Toroa

PhD in Biological Sciences

Janine Mary Matehaere Copeland

Ngāti Hokopū ki Te Whare-o-Toroa

Te Tohu Toi Tangata - Bachelor of Humanities

Taitimuroa Harding Akuhata

Ngāti Maumoana

Bachelor of Medicine and Surgery

Tiaan Roia

Ngāti Pūkeko

Tamatha-Kaye Erin Paul

Ngāti Pūkeko

Gabrielle Tarau

Ngāti Pūkeko

Bachelor of Social Science Master of Resource and Environmental Planning Postgrad Health

Henrietta Josephine Hayes Sophie Te Paea Te Poono Kauri Tohu Wharewera-Campbell

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

FIRST NAME

HAPŪ

STUDY PROGRAMME

Glenda Maria Rewita

Ngāti Pūkeko

National Diploma in Counselling

Montana-Georgia Te Aorangi Mareroa

Ngāti Pūkeko

Bachelor of Business (Accountancy)

Maraea Yvonne Porter

Ngāti Pūkeko

Te Tohu Toi Tangata: Bachelor of Humanities

Ikey Ihaka Morehu Tunui

Ngāti Pūkeko

Tiana Marie Hepi

Ngāti Pūkeko

Javan Syntyche Ngapine McCauley-Walker Ngāti Pūkeko

Heke Poutaurongo Reo Construction Management - Quantity Surveying Bachelor of Social Work

Jordan Joshua Whitiaua Rangihika

Ngāti Pūkeko

Te Tohu Paetahi

Nikita Kumeroa

Ngāti Pūkeko

Bachelor of Applied Management

William Merito Coulter

Ngāti Rangataua

Bachelor of Science

Haisley Bell

Ngāti Wharepaia

Bachelor of Commerce

Antonia Marie Raynel

Ngāti Wharepaia

Honours in Geography

Daniel Anthony Haynes

Ngāti Wharepaia

Bachelor of Business

Madison Waiwhakaataata Hurkmans

Ngāti Wharepaia

Bachelor of Arts

Grace Jacqueline Park Abbott

Ngāti Wharepaia

Master of Laws

Kayla Haynes

Ngāti Wharepaia

Erana Mikayla Te Atamea Hurkmans

Ngāti Wharepaia

Te Rina West

Te Kahupaake

Jessica Wiperi

Te Kahupaake

Bachelor of Occupational Therapy Bachelor of Laws, Minor in Māori and Indigenous Studies Bachelor of Arts and Bachelor of Commerce Conjoint Degree Grad Dip in Arts Māori Knowledge

Nikylah Maria Ngaheu

Te Pahipoto

Majoring in Biomedical Sci

Rongomaraeroa Koia Eruera

Te Pahipoto

Bachelor of Arts

Katie Te Atamira Johnson

Te Pahipoto

Bachelor of Arts

Taoitekura Brya Eruera

Te Pahipoto

Architectural Studies

Teah Hingatu Anita Elliot

Te Pahipoto

Bachelor of Medicine and Bachelor of Surgery

Karen Maria Kahika

Te Pahipoto

Tamahou Hayz Huihui Corbett

Te Pahipoto

Rian Rangipaeroa Sanerive

Te Pahipoto

Bachelor of Teaching Te Aho Tātairangi- Bachelor of Teaching and Learning Kura Kaupapa Māori Bachelor of Physiotherapy

Katarina Riini-Ehau

Te Pahipoto

Bachelors of Law/Minor in Te Reo Māori

Jillian Lyn Maata Hohepa

Te Pahipoto

Teri Iee Simon

Te Pahipoto

Maraia Enoka

Te Pahipoto

Bachelor of Business Manaaki Tangata Certificate in Bicultural Social Services Social work

Brodie-leigh Te Oriwa Karaitiana

Te Pahipoto

Bachelors of Business / Bachelors of Law

Leah Hinewhiu McGarvey

Te Pahipoto

Bachelor of Health Science Māori Nursing

Carlene Aroha Bellas

Te Pahipoto

Bachelor of Health Sciences Māori Nursing

Liza Mary Faulkner

Te Patuwai

Masters of Māori Studies

Tania Maloney Faulkner

Te Patuwai

Master of Māori Indigenous studies

Lynette Hinemareikura Ngatai

Te Patuwai

Bachelor of Nursing Māori

Bella Rewiri-Wharerau

Te Patuwai

Bachelor of Health Sciences

Thomas Kereama Perese

Warahoe

Bachelors of Creative Technologies

Netana Samuel Barsdell

Warahoe

Bachelor of Medicine and Bachelor of Surgery

Ngaire Teresa Rapana

Warahoe

Bachelor of Applied Information Technology

Kristal Boynton

Warahoe

Executive Masters of Business Administration

Huiarau Blair Stewart

Warahoe

Masters of Business Administration

Heemi Brown

Warahoe

Masters of Indigenous Studies

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

Kaitiakitanga Guardianship for future generations

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

25

Customary Fisheries

HARBOUR BIODIVERSITY ON THE RISE AND STARFISH POTENTIAL New findings of the mussel restoration project in the Ōhiwa Harbour, Awhi Mai Awhi Atu, show that the mussel spat lines produce positive results beyond their brief – to reinvigorate the harbour’s mussel beds. A recent survey of the four mussel restoration stations in the harbour by project leader Dr Kura Paul-Burke revealed that each mussel on the line is home to an average of 128 individual small species. Given that there are 2,000 mussels on each line on average this makes for a great biodiversity and helps rebuild what is called a mid-water community of sorts.

Compared to the sea floor where small sediment cores have identified an average 6587 individuals/m², about 70x more microorganisms are found on the lines. These initial findings suggest the mussel lines

26

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

may be a potential nursery habitat for a range of species. Juvenile snapper, parore and other fish were sighted in the mussel area.

The lines also appear to contribute to mid-water biodiversity and estuarine foodwebs in the harbour, particularly when they are out of reach of starfish!

Starfish are still present in the harbour, including in the last original mussel bed. A newly funded project is tackling the problem. Pātangaroa hua rau: investigating the economic potential of collagen and bioactive compounds which could be extracted from starfish. If this was found to be commercially viable, harvesting could help to manage over population in Ōhiwa Harbour.

The project is funded by the Ministry of Business Innovation and Employment, National Science Challenge Sustainable Seas Innovation Fund. It is based on a collaboration of Te Rōpū Kairangahau (representatives from Te Rūnanga o Ngāti Awa and Te Upokorehe), Cawthron Institute, Waikato University, and Plant and Food Research. The project compliments the Awhi Mai Awhi Atu project. Any financial returns of a potential product are intended to be returned to the harbour to help manage the long-term management of pātangaroa/seastars.

PĀTAKA IKA: DEEPWATER PĀTAKA Prior to COVID-19 the pātaka system was a way to utilise commercial vessels for customary catch, transferring it to freezers in order to provide for tangihanga and large hui when the need arose.

When the country went into lockdown and people were confined to their homes, pātaka ika quickly became an important resource for Iwi and Hapū collectives around the motu, as they mobilised to support whānau in their communities. It was an unprecedented situation with some of the strictest regulations we’re likely to see in our lifetime and yet in seems the pātaka system was designed for this unusual environment.

In the COVID-19 lockdown last year Ngāti Awa set about obtaining pātaka ika to distribute to Kaumātua.

This was followed up during the Whakaari incident where pātaka ika was accessed to help feed our manuhiri and whānau.

“In the old days people would take several days off to go fishing to supply the tangi, but people just don’t have the time anymore”.

Whether it’s a change in people’s lifestyles, the weather or emergency situations like COVID-19, pātaka ika provides another means to ensure access to Kaimoana in times of need.

NZ FISHERY REGULATIONS New Zealand is considered a leader in fisheries management under a property-rights system that is unusual worldwide.

NZ’s fishery policies are based on the Fisheries Amendment Act 1986 that implemented the quota management system (QMS) and the Treaty of Waitangi Fisheries Settlement Act 1992, which formally recognised Māori Customary, non-commercial fishing rights and rights to manage their fisheries.

This guaranteed Māori 10% of quota for existing commercial fisheries placed in the QMS, 20% of any new fisheries brought subsequently into the QMS and 50% of Sealord Products LTD. In this regard, NZ is in the forefront of the property rights granted to its indigenous population, Māori. The Deed of Settlement 1992 and related legislation not only provides formal property rights but recognises the customary fishing rights and management practices of Māori due to their long-standing and cultural participation in the fishery.

The property rights held by Māori under the Treaty of Waitangi (fisheries claims) Settlement Act 1992 that make them unique, as well as the rights held by other fishers within the QMS, are at risk from:

UNREGULATED GROWTH OF SPORTS FISHERIES The unregulated growth of sports fisheries presents a direct threat to the property rights held by Māori under the Treaty of Waitangi (fisheries) Settlement Act. The gradual reallocation of Māori fishing rights to new fisheries is inconsistent with the guarantees of the Deed of Settlement. As sports fishing fish mortality rises, the basis for quota as a property right is weakened as is the incentive for fishers to adhere to it.

No reira, kia mataara tatou.

Charlie Bluett Customary Fishery Manager

Proposed expansion of large Marine Protected areas (MPA’s), beyond those under the Marine Reserves Act 1971, in order to provide ecosystem-based fishery management. These large spatial reserve areas installed unilaterally undermine property rights to existing and new fisheries as well as customary access and management by Māori. Their implementation does not recognise the actions taken by Māori or other QMS quota holders to safeguard the marine environment.

Gradual effective reduction of Māori quota within the Bluefin tuna quota management system through reallocation to the unregulated sports fishing industry.

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

27

Taiao Report NUMBER OF RESOURCE CONSENT APPLICATIONS RECEIVED IN THE 2020/2021 FINANCIAL YEAR 30 25 20

E

29

T OR

13

O

WATER

ARCH REP

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

DISCHARGE

S RK

26

As part of the consenting process, TRONA and Hapū identify applications which propose significant cultural and environmental effects. This year we have been working on: • MMS GP – Subdivision and Earthworks at Ōpihiwhānaungakore

LA N D

T

AK

28

ARCH REPORT

EARTHW

SUBDIV I

S

N 16 IO

US

E

17

S

6

E RG

DISCHA

0

LANDUSE

5

WATERTAKE

SUBDIVISION

10

EARTHWORKS

15

As at 16 June 2021, TRONA received a total of 107 resource consents to review, assess and provide a cultural impacts assessment on. The data is made up of activities happening within our Ngāti Awa rohe. The graph (left) shows the type of activity the applications related to, and the number of consent applications we reviewed for each specific activity. Water take resource consent applications continue to be the largest number received, followed by earthworks, land use, subdivision, archaeological reports and discharge. These consents are received from Bay of Plenty Regional Council, Whakatāne District Council, Kawerau District Council, Consultants working on applicants behalf and/or the applicants directly.

MMS GP proposes to develop land at 77 Bunyan Road (the Site) into 267 lots comprising general residential lots, a retirement village and neighbourhood convenience retail (Lot 4), a Landscape Buffer Area (the LBA) (Lot 3), a Coastal Protection Zone (Lot 1), Urupa Buffer Area (Lot 2), Local Purpose Reserve (Lot 5) and land to be vested as road (Lot 6).

We presented evidence at the Council hearing heard by two independent commissioners, we also appealed the decision by the commissioners to the Environment Court and then onto the High Court.

LEGISLATION AND PLANNING PROCESSES A number of legislative and planning processes are currently in progress but not yet complete. These include the reform of the Resource Management Act, the implementation of the National Policy Statement for Freshwater, the Regional Planning framework to give effect to the National Policy Statement for Freshwater which includes Te Mana o Te Wai, and Three Waters. Significant emphasis is being placed on improving the quality of freshwater.

Te Mana o te Wai refers to the vital importance of water. When managing freshwater, it ensures the health and well-being of the water is protected and human health needs are provided for before enabling other uses of water. It expresses the special connection all New Zealanders have with freshwater.

By protecting the health and well-being of freshwater we protect the health and well-being of our people and environments. Through engagement and discussion, regional councils, communities and tangata whenua will determine how Te Mana o te Wai is applied locally in freshwater management.

With this in mind, we are currently in an interim period between the existing planning framework and the new. The application is currently being assessed against the existing planning framework. TRONA are focussed on the impacts of legislative changes on tangata whenua, hapū, whānau, and Iwi. Within this financial year we have continued to advocate for freshwater within our rohe. The following are complex applications and discussions are ongoing: • Cresswell NZ Ltd Nongfu Springs Ltd TRONA continue to oppose the granting of a water take to Creswell New Zealand Limited (Creswell) for a vast quantity of water. Namely, 1.1 billion litres (1.1 million cubic metres) of water annually over the life of a 25-year consent and the production of 3.7 million bottles per day (equating to 1.35 billion bottles per year for the next 25 years).

• Ngāti Tūwharetoa Geothermal Assets – Variation of consent to continue discharging geothermal fluid to the Tarawera River.

Ngāti Tuwharetoa Geothermal Assets (the Applicant) sought a s127 variation to its existing consent to extend its ability to discharge geothermal fluid into Tarawera River at its current rate (20,880 cubic metres per day and 870 cubic metres per hour). The current resource consent allowed discharge till January 2021, but the variation sought to extend for an additional 14 years to 1st January 2035. From 1st of January 2035 NTGA

propose to reduce the amount of fluid to 9,600 cubic metres per day: and 400 cubic metres per hour. TRONA assessed the effect of the additional 14 years of discharge to the Tarawera River including effects on the geothermal system.

We proceeded to hearing to determine an outcome and the Applicant has since appealed that decision. Discussions are ongoing.

• Fonterra Co-Operative Group discharge of dairy contaminants to Rangitāiki River Fonterra Co-Operative Group have prepared a resource consent application which seeks to discharge dairy factory waster to land and the Rangitāiki River from the Edgecumbe Site. Fonterra request a 27-year term for their consent. In the most recent proposal Fonterra will discharge 30,000 cubic metres per day of dairy factory wastewater to the Rangitāiki River, up to 7,500 cubic metres per day of distillery cooling water and discharge stormwater from the catchments of the dairy manufacturing facility to the Rangitāiki river and/or East Bank Road drain. TRONA and Rangitāiki Hapū Coalition are still in negotiations with the applicant and aim to finalise our position.

NGĀTI AWA WAI STRATEGY

A AW TER I T NGĀSHWA FRE ATEGY STR TE

MA

HER

AU E R

A I W TAK

Ā I M

OR

NG I Ō

1 202

ĀTI

AW

A

The importance of freshwater is highlighted as discussions and actions around freshwater continue to be significant, at central and local government, and for ourselves. This year we began a partnership with the Institute of Environmental Science and Research (ESR). This involved an assessment of monitoring tools, these outcomes are the starting point for the vision campaign that will informed the strategy. Through this work we are better able to understand the baseline health of our water sources from a Ngāti Awa perspective informed by our hapū. The project aims to build capacity and capability of our kaitaiki and hapū to have information to support good decision making.

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

29

BUILDING THE CAPACITY AND CAPABILITY OF OUR PEOPLE TO BE KAITIAKI Korehāhā Whakahau is the first iwi-led predator free 2050 project, administered by Te Rūnanga o Ngāti Awa. in the next five years, we are seeking to eradicate possums out of 4,700ha of whenua within the Ngāti Awa rohe, doing so without the use of toxins.

Korehāhā Whakahau commenced operational activity in late 2020. Since then, we have made significant progress, covering large portions of the southern and eastern ends of the Ngāti Awa Farm and establishing ourselves in Ōhope, Kōhī, and Mokorua Scenic Reserves.

The operational progress is complemented by the emphasis we have placed on the development and training of our team. We have observed the growth, confidence, and fulfilment of the kaimahi, who are proud of the contribution they are making to the taiao and to the Iwi. We are developing a strong workforce with transferable skills and experience; looking ahead with anticipation at the possibilities for this project beyond possum eradication.

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

14

NEW EMPLOYEES

7 PREVIOUSLY UNEMPLOYED 10 FIELD TEAM 4 OFFICE TEAM 11 URĪ O NGĀTI AWA 18 TEAM MEMBERS TOTAL

1196 528 36

HOURS SPENT ON TRAINING AND DEVELOPMENT

26

DEVELOPMENT OPPORTUNITIES

HOURS SUPPORTING NGĀTI AWA EVENTS NEW QUALIFICATIONS

580

LIVE TRAPS IN THE FIELD

4OOHA

OF WHENUA COVERED SO FAR

111

TRAIL CAMERA AND LURES

27.5KM OF TRAP LINES

126 POSSUMS KILLS

20+ LANDOWNERS ENGAGED

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

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The online catalogue continues to go from strength to strength, with user hits since its inception in December 2019 topping 1.4 million.

Our WAI46 Raupatu documents continue to be a great source of information for catalogue users and demonstrates the quality of research that was conducted for our WAI46 claim.

1. 4 M IL

N HITS O L

1.4m

100

%

PE

R MONT

H

The Research Library in Ngāti Awa Research and Archives had been experiencing increasing numbers of visitors both from inside and outside our rohe before the first lockdown.

With the lockdown and subsequent COVID-19 restrictions, numbers did drop but a continuous flow of curious uri and students kept our Research Library warm and full of life, and communication and assistance also continued through email and phone calls via our Research Facilitator.

GE VIE PA W

The year beginning July 1 2020 bought with it new challenges for the Information and Knowledge Department.

STAFF A AW

NGĀT I

Ngāti Awa Research & Archives

35,700

Ngāti Awa Research And Archives STATS •

100% Ngāti Awa Staff

•

1 White Island Tours guide retrained and given a permanent position

Ngāti Awa Research and Archives Online Catalogue •

1.4 million anonymous user hits in the online catalogue

•

117 registered users

•

Page view per month average of 35,700

Take a look at our catalogue at https://Ngātiawa-Iwi.recollect.co.nz/

Ngāti Awa Research and Archives and Whakapapa Committe: Adrian Jaram, Sharon Tutua, Pouroto Ngaropo

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

Information & Knowledge

Digitization became a key focus for NARA during the 2020-21 period.

This focus was driven Te Rūnanga o Ngāti Awa legal matters such as MACA, Creswell and WAI cases, and NARA assisted with by searching for and providing information from various sources in the Archive, this drive fed the need for information to be available instantaneously when required by our legal teams and staff. A Digitization Administrator position was created and then filled on a part time basis by one our Rangatahi who had previously been a White Island Tours guide. This

Cyber security has been at the forefront of our work for since the first lockdown. With the rise in hacking worldwide, the Ngāti Awa Group faced its own challenges and implemented solutions that would then become part of our everyday operational activity.

The IT team was permanently expanded and is now a team of two. In line with our commitment to

having the right people in place and building capability inside our Iwi, our new IT staff member had previously completed small IT projects with us but joined us in a more permanent capacity in August 2020. Ngaire is in her last year studying IT and has proven herself to be an asset to IT. With this extra support it has allowed IT to better service delivery across the board and has led to the deployment of device management, company wide intranet, increased zoom facilities and various other productivity increasing solutions.

IT STATS

AP

PLICATI

16

O

NS

58

FTWAR SO E

MP CO UTE

RS

retraining has been taken up with great enthusiasm and we are very happy to have Malia Godsmark on our team.

•

100% Ngāti Awa Staff

•

1 Education Grant applicant mentored and given a permanent position

•

4 office sites under IT administration (WIT, TMT, Louvain, NA Farm)

•

58 computers

•

2 Servers

•

3 Websites

•

16 external software applications supported

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

Ngāti Awatanga Our language and culture

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35

Marae Cluster Project SUMMARY

“Kia mau ki te tokanga nui a noho” The Marae Cluster project is funded by the Ministry of Business, Innovation and Employment (MBIE) Provincial Growth Fund which aims to lift productivity potential in Aotearoa provinces.

The project aims to achieve the following objectives: a Immediate redeployment of vulnerable workers impacted by COVID-19 b Provide a programme of work for local tradesmen and contractors. c An opportunity to target Māori, Pasifika and other vulnerable workers that are not able to secure contracts through more substantial infrastructure project; d Give public confidence that renewed economic activity is underway through targeting regional assets that are highly visible to the community; and e Provide employment for ngā uri o Ngāti Awa. This project sets out the pathway to upskill and develop our Kaimahi while also renovating, and restoring our marae, which are taonga of our hapū.

THE IMPACTS FROM THIS PROJECT • Educational & Employment All kaimahi have been exposed to new learnings and gained work experience under the guidance of a Skills Lead and contractors.

Work experience has included concreting, carpentry, painting and supporting contractors where possible. Contractors are looking beyond the project and indicated the potential to offer fulltime employment opportunities to Kaimaihi that demonstrate potential at the completion of this project. The project has been able to fully support Te Rūnanga o Ngāti Awa registered pakihi.

• Cultural The cultural impacts of this project have been significant, providing a safe and familiar working environment has allowed Kaimahi to flourish demonstrating great work ethic, the ability to learn new tasks quickly and has instilled a positive attitude to mahi, whānau, Hapū and Iwi. The project has given Kaimaihi a greater sense of belonging, they are more connected and feel proud of the transformation they are contributing to in the development and restoration of their respective Marae.

• Whānau / Community Whakawhānaungatanga, kotahitanga and, manaakitanga has been demonstrated across the Marae cluster with multiple working bees undertaken to support individual projects.

Whānau, hapū and community have collaborated to tautoko the work that is happening at the marae. For the wider community the renovations and improvements are highly visible and provide positive confidence of renewed economic activity.

TRAINING We have teamed up with Vertical Horizonz New Zealand to upskill the Kaimahi working across the Marae Cluster project. Through this partnership, 27 Kaimahi have completed a Site Safe training workshop gaining a passport recognized by NZ construction sites; 10 Kaimahi have gained their Certificate in Pre-Trade Construction (level 3) which includes manual handling, first aid, forklift, scaffolding, and working at heights. These qualifications have built the capacity and capability of our Kaimahi.

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

WORDS FROM OUR KAIMAHI

MARAE INCLUDED

“I feel very privileged to lead this once in a lifetime opportunity on behalf of our whānau and future generations, to be able to fulfil some of our long term hapū goals, to enable better access, to beautify and enhance the mana and mauri of our Marae. I am a firm believer that our Marae have a big role in terms of growing and fostering our whānau and this project has given us the unique opportunity to do so” -Larni Keylar (Work Site Manager for Tuariki Marae)

• Te Hokowhitu a Tū Marae

“Our working group is flexible and consists of diverse range of trades skills and experience.

Working on our marae has instilled a profound feeling of pride in us.

It’s rewarding to know that the work we conducted on our marae contributes to the hapū journey to being a cohesive hapū with a functional marae complex.” – Tawera Simpson-Rangi (General Labourer for Te Rangihouhiri II Marae)

This project sets

• Ruaihona Marae • Te Pahou / Rangataua Marae • Te Rangihouhiri II Marae

out the pathway to upskill and develop

• Te Rewatū Marae

our Kaimahi while

• Tuariki Marae • Tuteao Marae • Uiraroa Marae • Pukeko Marae • Pupuaruhe Marae • Puawairua Marae • Motiti Island Marae

also renovating, and restoring our marae, which are taonga of our hapū.

STATISTIC • 12 Ngāti Awa Marae included • 45 locals employed • 86.36% employees affiliated to Ngāti Awa • 82% employee’s male / 18% employees female

• 6 people employed that were impacted by the first COVID-19 lockdown • 10 kaimahi upskilled with a certificate in pre trade construction training • 27 kaimahi upskilled with a Site Safe Passport • 19 Māori owned pakihi engaged in marae works • 25 local businesses engaged in marae works • 10 kaimahi under 25

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

37

MINISTRY OF BUSINESS, INNOVATION, AND EMPLOYMENT We have had two different contract managers assigned to this project through the duration.

The relationship with MBIE has been very good, with Carol Ngawati completing two visits of the marae throughout her time as current contract manager. One visit in July and the second in November which allowed her to see the progress and changes in each project. It has been great for her to visualise the work on hand, meet the kaimahi, and see for herself the type of renovation issues marae has been dealing with throughout this project.

The new contingency and repurposing application process that MBIE implemented in June 2021 has proven to be time consuming and has caused delays in progress.

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

COVID-19 COVID-19 restrictions and lockdown has impacted some marae completion timelines. In addition, the national building material shortage has caused concern.

To mitigate risks, the marae cluster was encouraged to confirm material orders with suppliers, eliminating the potential for incurring increased costs, in addition, when the district returned to L2 restrictions, suppliers were able to deliver back-ordered goods enabling our marae projects to commence work with all building supplies on hand.

Other concerns for the organisation included lost time and continuing the payment of wages to employees. With the guidance of MBIE and the Finance Team, the Government wage subsidy programme provided the financial security needed at that time.

Time extensions have been approved for projects that clearly demonstrated the need, as well as requests for additional staff to further support project completions within their agreed timeframes.

CONCLUSION In March 2021 the first marae commenced the renovation work and all 12 marae have continued to progress. Most marae are on track to conclude their renovation works before December 17, 2021, with the exclusion of Rangataua Marae who is due to fully complete in January 2022 and Puawairua Marae with their end date in June 2022.

We look forward to celebrating the re-opening of these taonga.

Kōhao Rau Rangatahi Rau Report In ANZAC weekend of this year (23rd-26th April), over 40 Ngāti Awa rangatahi representing 18 of our Ngāti Awa hapū gathered from around Aotearoa at Te Hokowhituā-Tū Marae. Kōhao Rau Rangatahi Rau, was a weekend inspired by the whakataukī ‘Ko Awanuiārangi, kōhao rau, tangata rau’ celebrating the abundance, prosperity, and potential that is our inheritance as urī of Awanuiārangi. Te Rūnanga o Ngāti Awa generously supported the wānanga, as a kaupapa lead completely by Ngāti Awa rangatahi, for Ngāti Awa rangatahi.

Whakawhānaungatanga, workshops, kai, kōrero, wānanga, and visiting sites of significance to our Iwi characterised the wānanga, bringing together a rich tapestry of interests, backgrounds, and life experience. Our kaikōrero and panel discussions evidenced Ngāti Awa excellence across a range of fields and kaupapa, giving so much for our generation to be proud of and inspired to contribute to.

At the conclusion of our time together was the acknowledgement that Ngāti Awa rangatahi have the energy, skills, and desire to contribute to the Iwi, and are looking for opportunities to do so, under the guidance and direction of those who fought for our future so far. Opportunities to return home and learn more about who we are, are invaluable and have a significant impact on Iwi identity and pride.

Ngāti Awa rangatahi feel strongly about the issues facing our Iwi, and, with guidance and support, want to be involved in creating solutions. We look forward to seeing more opportunities for Ngāti Awa rangatahi to connect, learn, and contribute meaningfully in the years to come.

E mihi ana ki ngā ringa āwhina katoa, i tautokohia tēnei o ngā kaupapa whakahirahira. Mei kore ake koutou!

‘Ko Awanuiārangi, kōhao rau, tangata rau’ TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

39

Ara-Wai Whakahau Project The Ara-Wai Whakahau project is funded for one year by the Provincial Growth Fund to achieve both environmental and social outcomes. On a fundamental level the project aims to improve the quality of waterways on the three farms under Ngāti Awa Group Holdings Ltd (NAGHL). The community aim is to provide economic growth and potential through redeployment and training opportunities within the wider Whakatāne area.

STAFF / KAIMAHI The project workforce has derived from a rapid recruitment effort in December 2020 and has since flourished into a dedicated team of 26. There has been a strong drive for Leadership within the team and this concept was put to practice with the appointment of 1 Team Lead and 2 Leading Hands as support in addition to the Project Manager. This model has been key in the success of the project to date and immanent in the growth of the team.

DEMOGRAPHICS* # of staff % of staff

MĀORI

NGĀTI AWA

26

15

FEMALE 5

MALE 21

UNDER 18 1

18 – 24 11

25 – 49 13

50+ 1

100%

58%

19%

81%

4%

42%

50%

4%

* Demographics are based on staff numbers as at 30/06/2021.

PROJECT WORKS

CONTRACTORS There are currently 3 contractors (2/3 are Ngāti Awa Pakihi) involved in the project thus far and each has a role necessary to completing the project works and scope.

CONTRACTOR Morrison Fencing Ltd

ROLE WITHIN PROJECT

Grant Farms Ltd

Pakihi – completing part of the Earthworks for this project.

Eco Services

40

Pakihi – successful RFP Tender respondent for Fencing 72km for this project.

Walter Boyce is the owner of Eco Services and provides expert Riparian and Waterways protection experience and knowledge within the Ngāti Awa rohe, and beyond. Walter is the Project Manager.

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

Ara-Wai Whakahau is a three-phase project aimed to improve the quality of waterways on Tumurau, Ngakauroa and Ngāti Awa Farms. Phase 1 has included of mass eradication of plant pests through spray release and manual removal over 9ha of farm. There has been the erection of 20,000m of fence lines along paddock waterbodies to eliminate stock access, resolving stock waste.

The team have had their first delivery of native plants and have begun planting these along Wairere stream.

The use of native plants results in an effective filtration system as their roots act as a natural sieve to catch waste. These measures will ensure the drastic reduction in chemical, faecal and sediment pollution to the waterways, leaving fresh water for the farm and fish livelihood.

Phase Two (2022) will involve the completion of the remainder of works from 2021 and pest (animal and plant) eradication of newly identified areas both on the farm and in the community. Phase Three (2023) will primarily focus on the planting and pest control maintenance of all areas.

CONTINUITY

REDEPLOYMENT

The Ara-Wai Whakahau project has now surpassed the halfway point and the focus for the Project Management Office is employment continuity. Our aim is to expand professional portfolio’s and increase employment attractiveness through effective training programmes, pre-apprenticeship initiatives and redeployment opportunities.

The Ara-Wai Whakahau project is regrettably only funded for one year.

It is the aspiration of the Project Management Office and Ngāti Awa Group Holdings Ltd to expand this project for the next 2 – 3 years. This benefits both the project and staff, by ensuring the continued existence of phase 1 works and by supporting our people into long term, meaningful employment. We are currently investigating all relevant funding paths.

FORMAL TRAINING Community relationships and networks have been essential in exposing the project to various training with continued interest and engagement to embark on more. The team have already achieved a number of new skills, qualifications and valued experience as shown below.

FORMAL TRAINING QUALIFICATION First Aid Certificate in Workplace First Aid GrowSafe Certificate in GrowSafe Standard Chainsaws NZQA unit standardsw 6916 and 6917 Fire Warden Certification as a Fire Warden Fire Extinguisher Certification in Hand Operated Fire Fighting Equipment Agriculture Level 3 New Zealand Certificate in Agriculture Level 3 Drone Operator Certification in Drone Operation 101 / 102 Leadership Certification in Leadership and Management Part 1

STATUS Completed by 23 staff Completed by 17 staff Completed by 19 staff Completed by 3 staff Completed by 3 staff

Completed by 6 staff 13 staff to complete Completed by 2 staff Completed by 2 staff

INFORMAL TRAINING The Ara-Wai Whakahau staff have completed informal training within the team. Individuals who are experienced in mahi kai have been sharing their knowledge with their colleagues through coordinated workshops. Such works include, fried bread making, hīnaki assembly and tuna catching, gathering kaimoana, puha and watercress harvesting and butchery, from beast to packaging. The training has been a fantastic tool to increase morale and comradery.

In addition to further funding, we are looking at other avenues for redeployment and have secured some partnerships with local businesses and initiatives to pathway the team into.

New Zealand Autotraps are a local business who have offered training and upskilling in trap assembly and manufacturing. This organisation has advised their intent to offer permanent employment in the coming future.

The Technical Training Pilot (another Provincial Growth funded project) have offered several spaces on the Pre-apprenticeship programme in partnership with Extreme Boats and MAST Academy. Kaimahi will enrol into a Boat Building short course and complete on-the-job training at Extreme Boats. There is also the possibility of staff securing an apprenticeship with Extreme upon concluding their short course.

Finally, Morrison Fencing Ltd were successful in the fencing tender for this project and had committed two fencing apprenticeships to the Ara-Wai Whakahau project. Two of our staff had successfully secured and transitioned into these positions in March 2021. The organisation has since approached the project with a third apprenticeship on offer. The feedback from both of the apprentices has been extremely positive and encouraging of the relationship between Morrison Fencing Ltd and Ngāti Awa Group Holdings Ltd. These redeployment ventures are exciting steps towards better employment and economic growth for Whakatāne.

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

41

Tē Mānuka Tūtahi Marae Ko Ngāti Awa te toki tē tangatanga i te rā, tē ngohengohe i te wai

For 2021 it was imperative that we maintained a strategic approach to the delivery of our Operating Visions and Objectives.

Tracking performance trends since the arrival of COVID-19 in early 2020 have identified focus areas where the pandemic has presented opportunities for growth.

A surge in Conference and Events is a clear indicator that we continue to keep our strategy relevant and maintain a competitive advantage in a rapidly changing environment.

EVENT S

An increased amount of pressure was placed on infrastructure, the foundational services necessary to function adequately. This is where we directed resources and funding to optimize the long term sustainability of delivery frameworks.

100 % INCREASE IN CONFERENCE AND EVENTS We have experienced a one hundred percent increase in conference and events over the past 12 months.

Notable events include the Whakaari Eruption anniversary which required several months of meticulous planning under Alert level 2 guidelines. The occasion was livestreamed around the world.

Te Mānuka Tūtahi Marae was the venue of choice for the Ministry of Justice Wai 2660 – Marine Coastal (Takutai Moana) Inquiry. A six-day hire was secured with an anticipated

42

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

attendance of up to 100 people daily. The Ministry have signaled their intention to rebook for the Wai 2700 – Mana Wāhine Hearing next year.

Te Whare Wānanga o Awanuiarangi held a double graduation event over two days, the first of its kind due to the 2020 postponement under the Pandemic. Strict Health and Safety measures were implemented to cater for the influx of graduands and their families. The Graduation ceremonies were a huge success.

The welcomed boost in event and conference hire was not without its challenges. With zoom capabilities being an essential form of communication, we were faced with major connectivity issues coupled with inadequate lighting and a need to review how we delivered events to adapt to demand.

Resolutions came by way of much needed external funding.

S

SAVINGS OVER 5 YEARS – WI-FI CONNECTIVITY

In conjunction with Provincial Growth funding and Te Puni Kokiri, Tē Mānuka Tūtahi Marae was a recipient for the Marae Digital Connectivity Fund.

We received fully funded audiovisual equipment, security cameras and a 5 year paid managed Wi-Fi connection. This package allows us to offer a higher quality audio visual experience, maintain a solid internet connection from inside the Wharenui and expand signal range throughout the complex.

CE

S

RESOU R

Pandemic impacts on the Tourism and Hospitality sectors continue to be evident the world over.

SAVING

Ngāti Awa, whose bindings cannot be loosened by the sun or softened by the rains.

INCREASE IN RESOURCE CAPACITY

Te Mānuka Tūtatahi purchased essential equipment due to the surge in visitor numbers attached to events. 20 brand new tables, 150 chairs, 3 urns and assorted kitchen equipment have allowed us to save approximately $5k in equipment hire per year. It has also eased the pressure with timing constraints impacted by the lack of resourcing.

M

IC

PANDE

EMPLOYM

T EN

In

summary,

Mataatua

Wharenui – Tē Mānuka Tūtahi Marae

continues

to

forge

pathways to becoming a key driver of social, cultural and

100 % NGĀTI AWA EMPLOYMENT BASE

Mataatua Wharenui is pivotal in revitalising Ngāti Awa identity.

It provides opportunities to be employed in an industry that celebrates our unique culture in a contemporary setting that will enhance cultural knowledge and capabilities.

We are proud employers of Nga Uri o Ngāti Awa with a 100 percent Ngāti Awa employment base. Staff are trained and mentored by our tribal Kaumātua and Tōhunga.

OPERATIONAL PANDEMIC RESPONSE

Our Pandemic response has seen the establishment of a COVID-19 protocols and procedures document. This is reviewed weekly adapting to the constant shifts in Ministry of Health guidelines. All operational functions are carried out according to strict protocols.

The document determines how staff interface within the organisation, customer facing interactions and ensures the safe delivery of all products from Mataatua Wharenui.

economic growth and wellbeing of Nga Uri o Ngāti Awa. Through infrastructure development we are committed to ensuring the delivery of a high-quality visitor experience

as

we

embrace

opportunities that are presented under the economic strains of COVID-19.

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

43

Cultural Identity & Connectivity This report provides a summary of the various activities undertaken by Identity Language and Culture as part of 2020/2021 Annual Plan and the strategic priorities contained within Te Ara Poutama.

Guiding Principle derived from Te Ara Poutama; Our culture is a priority Ngāti Awatanga – our culture and language: our responsibilities and commitment to uphold and protect our language and culture which derive from our shared ancestry as the corner stone of our unique identity.

CAPTURING TE REO O NGĀTI AWA - KAUMĀTUA INTERVIEWS A number of Kaumātua interviews were undertaken to capture a rātau maumaharatanga. In their interviews the Kaumātua not only share their lives but the tikanga they practised or witnessed and kōrero on te reo.

Interviews can be viewed at TRONA by appointment.

RANGATAHI SUMMIT 23 - 26 APRIL 2021 - ‘KŌHAO RAU, RANGATAHI RAU’

‘NGĀ PUAROA HORONUKU SERIES 1’

During level 4 lockdown 2021, Ngāti Awa Rangatahi reached out to each other, kōrerorero led to their aspirations for the future as rangatahi and uri of Ngāti Awa.

Esteemed Kaumātua and orator Te Kei Merito eloquently discusses various tīpuna, the arrival of the Mataatua to Whakatāne and several places of significance.

Those of our rangatahi, especially who live away from te rohe (Ahi teretere) o Ngāti Awa, desired an opportunity to wānanga and a dedicated handful organised ‘Kōhao Rau, Rangatahi Rau’ was a Ngāti Awa rangatahi led kaupapa, Rangatahi Summit. Mā te Rangatahi, mō te Rangatahi.

DEVELOPING NEW RESOURCES THAT OBSERVE OUR TRADITIONS, CUSTOMS, AND PLACES OF SPECIAL SIGNIFICANCE - NGĀ PUAROA HORONUKU Three pakipūmeka/reo Māori video clips were launched during te wiki o te reo (14 – 20 September 2020) showing some of our places of special significance hei rauemi kia tautoko ai, whakarauora ai Te Reo Māori i waenganui i a Ngāti Awa.

Statistics of Ngā Puaroa Horonuku after launching the pakipūmeka Ngā Puaroa Horonuku Part 1 • Reach 14,6769

• Engagements 1514 • 62% Tane

• 38% Wahine

• Largest group 18-24 Tane.

Ngā Puaroa Horonuku Part 2 • Reach 7,158

• Engagements 1088 • 54% Tane

• 46% Wahine

• Largest group 25-34 Tane Ngā Puaroa Horonuku Part 3 • Reach 10,645

• Engagements 1139 • 68% Tane Series one on wāhi tapu i te rohe o Ngāti Awa

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

• 32% Wahine

• Largest group 45-54 Tane

RE-ESTABLISHING OUR TRADITIONAL FOOD GATHERING PRACTISES AND KAITIAKITANGA - MANU KUIA WĀNANGA. Gathering manu kuia aka titi is something that Ngāti Awa has practised mai rā anō. The annual harvest was halted some years ago by the Department of Conservation and then revitalised in 2012 with the support of the Department, various Kaumātua, Iwi members and a pūkenga from Rakiura.

Tu O’Brien in forefront leading the manu kuia preparation (hūhuti) at Te Mānuka Tūtahi Marae. November 2020.

GROWING YOUNG NGĀTI AWA LEADERS, TAIOHI MOANA The aim of this programme is to grow young Ngāti Awa leaders in the marine environment and in turn support whānau, hapū, Iwi and kaitiakitanga and the regeneration of our cultural and customary food-gathering practices.

Rangatahi surveying marine species. December 2020.

BUILDING OUR CULTURAL CAPACITY Karanga/Whaikōrero Wānanga held on 22 May 2021 at Matata

15

10

5

NGA MAIHI

HOKOPU

NGAI TAIWHAKAEA

NGAI TAMAOKI

NGAI TAMAPARE

NGAI TAMAWERA

NGAI TE RANGIHOUHIRI

NGĀTI HAMUA

NGĀTI HIKAKINO

TE HOKOWHITU A TU

NGĀTI PUKEKO

NGĀTI RANGATAUA

HŪNAONGA

TE KAHUPAKE

TE PAHIPOTO

0 TE PATUWAI

Our karanga and whaikōrero wānanga are experiencing record numbers with 92 registering to attend. Many of those who attended came from out of rohe.

20

TE TAWERA

I hia kē ngā tangata i uru mai ki tēnei wānanga karanga, whaikōrero. Nō ngā pito katoa o te motu ngā kaitono. Ko te pūtake, ko ngā tikanga, te whakatakoto me te waihanga o te kōrero, me ētahi o ngā ahuatanga. Ko te reo Māori i kawe te wānanga.

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

45

Commemorating important events in Ngāti Awa History Te Tiriti o Waitangi kei Ngāti Awa, i te 16 o Pīpiri 2021 in collaboration with Te Whare Wānanga o Awanuiārangi

He nui ngā kōrero i puta mai:

I tu tēnei whakamaumaharatanga i te Whare Wānanga o Awanuiārangi. Ko ngā kaikōrero ko: Tā Hirini Moko Mead, ko Tiāti Layne Harvey, ko Tākuta Te Kei Merito, ko tētahi rangātira nō Te Pāti Māori; ko Rāwiri Waititi, ko Tākuta Kura Paul-Burke me ngā rangatahi kaikōrero, anā ko Te Ipo Umuhuri nō te Kura Kaupapa Māori o Ōrini ki Ngāti Awa rāua ko Parekohai Baker nō te Haikura o Whakatāne.

• Te kōrero maumaharatanga mo Eruera Manuera;

For the second year in a row, we collaborated with Te Whare Wānanga o Awanuiārangi to hold our annual commemoration of Te Tiriti o Waitangi mini lectures on the 16 June 2021. Our guest speakers including rangatahi speakers talked on a range of topics who, how and when the Treaty Sheet was brought to Whakatāne.

• Ngāti Awa me Te Tiriti o Waitangi, i roto i ēnei 180 tau kua pāhure nei.

• Te ahuatanga o te hainatanga o te Tiriti o Waitangi i Whakatāne me te tangata, nānā i kawe mai, me ki ko James Ferdarb; • Te Wairua o Te Tiriti o Waitangi; • What does a Tiriti Aotearoa look like?

Centric

• Te Toka Tūmoana;

• Kia tū rangatahi ahau ināianei me he tū rangātira apopo

Te Mātahi o te Tau - The Māori New Year 2021, 2 July 2021 RE-CONNECTING TO OUR PLACES OF CULTURAL AND SPIRITUAL SIGNIFICANCE – MATARIKI 2021 This year Matariki i te timatatanga o te tau Māori, a celebration took place on Te Moana nui a Toi, during a haerenga to one of places of cultural and spiritual significance. Kōrero about our māramataka me ngā kāhui whetū o Matariki was shared and farewelling our loved ones who have gone on were some of the activities that took place.

Matariki haerenga

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

47

Chairman’s Report

NGĀTI AWA GROUP HOLDINGS LIMITED NGĀTI AWA ASSET HOLDINGS LIMITED

Whakaupoko Ngā hapū o Ngāti Awa can be justifiably proud with the record result the Ngāti Awa Group (Ngāti Awa Group Holdings Limited and Ngāti Awa Asset Holdings Limited together herein referred to as the “Group”) has achieved this financial year. The year has presented many challenges due to the ongoing impacts of COVID-19. Its effect not only on tourism, but also on the SME sector generally, cannot be overstated and both are areas in which the Group is an active participant.

The other overarching matter your Board has been responding to is the ongoing impacts of the Whakaari eruption both in terms of supporting our personnel, and in assisting with the inquiries being conducted by officials.

The Directors and management have and continue, to cooperate fully with these inquiries.

In achieving a record result the Group has benefited from a deliberate strategy to diversify the business interests over recent years. Fundamental to achieving this result has been the hard work and commitment of Tracey Hook, our CEO, and her team. In spite of the extreme challenges Tracey and her team have faced, this is a very significant achievement and the Board would like to record its appreciation.

Tracey will provide more detail in her report on the specific results achieved suffice to say here that the $14.7m and $7.3m net profits from NAGHL and NAAHL respectively are an outstanding financial result.

TE ARONGA WHAKAMUA Your Board, while recognising the importance of achieving strong financial outcomes, is also conscious there are other key imperatives that must be achieved if ngā hapū are to grow and flourish. For the future your Board will be looking to report to you on Outcomes that have been agreed and signed off by Te Rūnanga o Ngāti Awa (“TRONA”). These Outcomes are set out in our Strategic Plan and are encompassed in the whakataukī:

Kia whakanui I ngā rawa o ngā mahi ōhanga hei painga mō ngā Iwi o Ngāti Awa To sustainably maximise economic benefits for the people of Ngāti Awa.

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

We apply a wide interpretation to economic benefits so as to encompass the general well-being of Ngā Uri o Ngāti Awa. These oranga guided by our five pou or putanga: Kaitiakitanga (high performing portfolio); Ngāti Awatanga (supporting TRONA outcomes); Kotahitanga (high performing organisation); Whānaungatanga (effective relationships); and, Manaakitanga (sustainability). Already we have achieved measurable success within some of these putanga.

For a number of years (under the Whānaungatanga pou) we have been in a partnership with some of our Ngāti Awa Hapū in our two dairy operations. In more recent times we have entered into the Matai Pacific Iwi Collective kIwifruit partnership (involving ourselves, Te Arawa Group Holdings Ltd and Rotoma No. 1 Incorporation) and the Māori private equity fund Te Pūia Tāpapa.

Both are proving to be successful high returning investments.

Pou Whānaungatanga not only helps build relationships it also serves to provide greater opportunities and reduce risk.

This year we commenced the Ara-Wai Whakahau Ngāti Awa Farms Fencing and Riparian Planting Programme which has been fully funded by the government’s regional economic development and investment unit – Kānoa REDIU. This project, through the fencing, weeding, spot spraying, clearing, pest control and riparian planting improves and protects the waterways quality on our three farms, this is in adherence with our Manaakitanga pou.

There are other social procurement objectives achieved through this project include: • redeployment and (re)employment of those that have been impacted by Whaakari and COVID-19;

Through this programme we have been able to employ and train 26 people.

At June 2021, 58% of these kaimahi are Ngāti Awa, with a number moving through to take up apprenticeships.

During the year we worked with Te Rūnanga o Ngāti Awa to develop a “Whenua Policy”. The aim of this policy is to enable hapū to develop and establish their own economic base by leveraging off Group assets. This policy is designed for hapū to have a more hands on approach than the Group could otherwise manage and deliver better, more holistic economic returns.

At the time of writing we are working alongside two hapū and 1 Lands Trust to realise opportunities: Te Rāhui Lands Trust with the proposed Boat Harbour development; and, Ngāti Hokopū ki te Whare o Toroa and Wharepaia for a housing development within the Wairaka precinct. I am hopeful of being in a position to report successful outcomes on both these, and other, projects in my next report.

Focusing on sustainable outcomes that are framed by our pou will enable us to think beyond short-term gains and create long term value that benefits all our stakeholders including our staff, our community and our environment.

In closing I take this opportunity to thank Te Rūnanga o Ngāti Awa for placing their trust and faith in the Board, and to my fellow Directors for their dedication and support in what has been a very challenging twelve months.

• the creation of employment and training opportunities for Ngā Uri o Ngāti Awa and others; and • providing contracting opportunities for our people.

B PAUL QUINN For and On Behalf of the Board

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

49

NGĀTI AWA GROUP HOLDINGS LIMITED NGĀTI AWA ASSET HOLDINGS LIMITED

PERFORMANCE SUMMARY

We maintained dividend payments to Te Rūnanga o Ngāti Awa of $1.3 million.

These were consistent with prior years’ dividend levels. A further $0.5 million has also been paid as interest on the loan.

FIT

$14.7m $0.8m FY20

T

S

REST BEA TE

$16.3m $17.5m FY20

Y

E QU IT

Kia whakanui i ngā rawa o ngā mahi ōhanga hei painga mō ngā Iwi o Ngāti Awa

NG DEBT RI

$75.9m $60.1m FY20

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

REV E

FIT

$7.3m

$4.1m FY20

S

$51.8m

$94.0m FY20

IN

This year we refreshed our Mahere Rautaki Strategic Plan for the period 2020 to 2025. This happened earlier than expected as we recognized that post the Whakaari eruption, and in the midst of the COVID-19 pandemic, a revised approach was necessary. Our direction continues to sustainably maximise the economic benefits for the people of Ngāti Awa and this is the purpose of Ngāti Awa Group Holdings in everything that we do.

$102.2m

O

N ET P R

Whilst this is a very positive result, and our operating cash flows are positive, it must be emphasised that this does not translate to a significant increase in cash profit. Our challenge of growing stable cash earnings through our invested assets continues. Cash revenue earnings from our tour services further reduced on FY20’s performance as the impacts from the Whakaari eruption and then COVID-19 took full effect.

N ET P R

O

$1.1m

$1.3m FY20

T

$13.2m FY20

UE

ASSE

$11.9m

ASSE

We have achieved a net profit of $14.7 million and $7.3 million from NAGHL and NAAHL respectively. This is largely due to an increase in value of our property and forestry portfolio, contributing $15.9 million to the bottom line, and an increase in our equities (listed shares).

REV E

HUARAWA TAHUA

UE

NAAHL

N

NAGHL

N

It is my pleasure to present this report for the financial year from 1 July 2020 to 30 June 2021 (FY21) in what has been another year of uncertainty as we have navigated through the challenges of the impacts of the COVID-19 pandemic and the Whakaari eruption of December 2019.

$46.9m FY20

Y

E QU IT

Chief Executive Report

$42.9m $36.9m FY20

NGĀTI AWA WHĀNAU EMPLOYED NGĀTI AWATANGA We continue to focus on Ngāti Awa employment through all our business sectors. We are challenged in recruitment as we constantly strive to seek Ngāti Awa talent throughout the motu. We now have for the first time in NAGHL’s history a finance team that are 100% Ngāti Awa. Whilst employment is key, we have extended our commitment to Ngāti Awatanga by being intentional in our procurement processes, seeking out Ngāti Awa Pakihi, encouraging their inclusion and ensuring that during evaluation there is recognition of these whakapapa links. This has proven successful in several significant projects awarded in the Ara-wai Whakahau project.

ARA-WAI

15 kaimahi: 58% Nil kaimahi: 0% (FY20)

NAGHL

5 kaimahi: 71% 4 kaimahi: 57% (FY20)

TOURISM

7 kaimahi: 22% 8 kaimahi: 33% (FY20)

TOTAL

27 kaimahi: 40% 12 kaimahi: 35% (FY20)

NGĀ PĀMU As mentioned in the NAGHL Chair’s report, we were successful in receiving a $3.5 million grant from Kānoa through the jobs for nature funding. This project was named Ara-Wai Whakahau and it delivers riparian weeding, fencing, and planting of our waterways and streams on our three farms. This is a showcase for social procurement, apprenticeship placement, employment (of which 58% are of Ngāti Awa descent) and training pathways that have given this team many different skills for future success.

Our focus has been on our farm operations across our two dairy farms and drystock farm. We’ve appointed a new farm manager who brings new ideas and innovation to his farming approach on our 1,117-hectare drystock farm between Ōhope and Whakatāne.

Additionally, the Tumurau farm contract manager changed at the commencement of the current milking season. The farm is 315 hectares of effective farm area. The focus has been on decreasing the water take from the Ohinetewai Stream, improving operational efficiency with new plant in the dairy shed and establishing a solution for a new effluent system.

Our forestry licences consist of 6,889 hectares on the northern boundary of the Kaingaroa Forest and 1,495 hectares east of Rotoehu. We are fortunate to be in a 10-year review cycle and as such negotiations continue with the licensee, Timberlands Limited.

We continue to operate the tour to Moutohorā, the White Island Rendezvous Motel and the White Island Café. FY21 has not been impeded by COVID-19 lockdowns, however it has been impacted by lack of visitation, like most other hospitality and tourism businesses in Aotearoa. Despite this, motel occupancy and café sales have remained steady.

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PAEMAHI MATUA

New Zealand Police

The Strand Development

In May 2020, NAGHL, TRONA and New Zealand Police entered into a Heads of Agreement whereby we foster our relationship regarding investigating the viability of and progressing the development of the proposed Police Hub.

The site where the former Army Hall was located on The Strand has been sitting idle for some time. It is a location that begs opportunity, within proximity and to complement Te Mānuka Tūtahi, directly opposite our White Island Rendezvous Motel, and within metres of the passenger launch departing for our Moutohorā tour.

We are in the conceptual design phase of developing a building that will be a vibrant hub to base our cultural tourism product, transfer our café and hospitality offerings and create revenue opportunities from office lease arrangements.

The government’s regional economic development and investment unit – Kānoa REDIU, has committed $7.6 million into the development of the building by way of equity.

We anticipate the project will be completed in 2023.

We have been in discussions to build a new Police Hub in Whakatāne at the current site of our head office situated at 4-10 Louvain Street. The location is ideal as it backs onto the Whakatāne District Court – this is land that is also owned by us.

This provides an opportunity to enter a long-term lease arrangement with New Zealand Police, creating new lease revenue for the group. We are in the early stages of this development.

Project Whero – Ngakauroa Our dairy farm located near Te Teko next to the Rangitaiki River is a prime site for growing kIwifruit and as such early stage feasibility is underway to convert 16 hectares into growing red kIwifruit, hence the name Project Whero. This is an exciting development providing operational diversification alongside a well-performing dairy farm.

PAE TAWHITI Although challenges associated with COVID-19 will continue to put pressure on our tourism sector, our work program remains exciting and fulsome.

The focus for 2022 will be on people. Our people are our greatest asset and are crucial to help us strive and deliver the best results possible for Te Rūnanga o Ngāti Awa. We will continue to build and sustain a principled, high performing team as the focus will be on a best of class organisational culture. With a senior management team consisting of the Chief Financial Officer and General Manager of Tourism, we have added a third member being the Chief Operating Officer position to manage the collective assets, seek revenue opportunities, and deliver the projects from in-house.

We are also mindful of our Kaitiaki responsibilities and will drive hard to measure, track and report carbon footprint and conduct business that positively contributes to climate change. There is a balance between growing the putea and growing our resilience to the effects of climate change.

Conceptual Design at The Strand

NGĀ WHAKAMIHI Lastly and most importantly, I would like to express sincere appreciation and thanks to the NAGHL Board, Te Rūnanga o Ngāti Awa Board, Te Kāhui Kaumātua, and hardworking kaimahi.

Combined, you have all been with us through the challenges, providing wisdom, support, dedication, enthusiasm, and energy - giving confidence to continue to adapt, deliver and grow towards a sustainable future for the mokopuna of Ngāti Awa.

TRACEY HOOK Chief Executive

Ngā Wairiki, Te Āti Haunui-a-Pāpārangi

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Board of Directors

NGĀTI AWA GROUP HOLDINGS LIMITED NGĀTI AWA ASSET HOLDINGS LIMITED

A previous Member of Parliament (2008 – 2011) Paul has worked at the Reserve Bank of New Zealand, and has previous executive roles in New Zealand Forest Industry Council, Tranz Rail Limited, and Māori Business Facilitation Services.

Paul Quinn

CHAIR Ngāti Awa, Ngāti Whare, Ngāti Makino

Dr Jim Mather

Ngāti Awa, Ngāi Tūhoe

Paul conceptualised, promoted and led the establishment of the Iwi direct investment fund, Te Pūia Tāpapa and has negotiated deals between various Iwi and large corporates in the forestry and energy sectors.

Paul previous directorships in recent years included GNS, AsureQuality, NZRU (Deputy Chair), Community Trust of Wellington (Trustee) and New Zealand – United States Educational Foundation (“Fulbright”) and he holds current governance roles with: • Matai Pacific Iwi Limited Partnership

Collective

With a Bachelor Ag Com (Economics), Paul is also a member of the Commercial Advisory Board for Whakatāne District Council and a member of the Shareholder Council Review for Fonterra Co-op Group Limited.

• Te Pūia Tāpapa GP Limited

Appointed to the Board in 2018, Jim has held Chief Executive roles at Te Wānanga o Aotearoa, Māori Television, and the Pacific Business Trust and is also the Chair of the Health and Safety Committee.

• InZone Education Foundation (Chair)

Having completed a PhD in Māori Economic Development, Jim also has a Master of Business Administration from the Henley Business School in England and a Bachelor of Business Studies.

• Ministry of Business Innovation and Employment (Risk and Audit Committee)

He currently holds governance roles with the following organisations:

• Radio New Zealand (Chair)

• Ako Mātātupu / Teach First NZ (Chair)

• Lakes District (Chair)

Health

Board

• NZ Health Partnerships • Te Puni Kōkiri Audit and Risk Committee

• Auckland Transport

Appointed to the Board in 2014, Heta is a Partner at Findex and a principal of the business performance team.

He has Bachelor of Law and currently holds governance roles with the following organisations: • Altus Enterprises Incorporated • Te Taumata Toi-a-Iwi Regional Trust) (Chair)

(Arts

Hetaraka (Heta) Hudson

Ngāti Awa, Ngāi Tūhoe, Ngai Tai, Whakatohea

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53

Board of Directors

NGĀTI AWA GROUP HOLDINGS LIMITED NGĀTI AWA ASSET HOLDINGS LIMITED

Appointed to the Board in 2018, Kiriwaitingi is the current Chief Executive Officer of Māori Investments Limited.

Kiriwaitingi Rei Te Arawa, Ngāti Awa

Kiriwaitingi has a Bachelor of Law degree, Bachelor of Social Science, Bachelor Arts (Honours). Having previously practiced as a lawyer, she has also held senior leadership roles for Te Arawa Group Holdings Limited and Te Arawa River Iwi Trust.

Kiriwaitingi holds governance roles with the following organisations: Victoria was appointed in 2020 and is also Chair of Ngāti Awa The Strand Development Limited.

Victoria’s husband and sons are of Ngāti Awa descent. With over 20 years’ experience as a company director she has previously held governance roles with Jucy Group, Tax Management NZ, NZ Thoroughbred Racing, Best Start, Turners Auctions, Auckland Kindergarten Association.

Victoria Carter

An entrepreneur, Victoria founded New Zealand’s first car share business, Cityhop. A former Auckland City Councillor, she was behind the re-starting of the Auckland Arts Festival.

She has received a ONZM for services to the arts, business and community Victoria is a Chartered

Debbie was appointed in December 2014 and is also the Chair of the Investment Committee.

Debbie has significant financial, commercial, and strategic experience gained in Asia, Australia and New Zealand with more than 30 years working in global capital markets, and currently holds governance roles in:

Debbie Birch

Ngāti Tuwharetoa, Ngāti Apa, Ngāti Hauiti, Raukawa ki te Tonga, Ngāti Rangi

Karl Gradon

54

• Eastland Group Ltd and subsidiaries • Raukawa ki te Tonga AHC Limited (Chair) • Taupo Moana Investments Ltd (IWI investor) (Chair)

• Bay of Plenty Rugby Union • Putauaki Trust (Chair) • Tarawera Land Company Limited • Waiu Dairy Limited Partnership • Māori Kiwifruit Growers Council (Deputy Chair) • Seeka Growers Council

Fellow of the NZ Institute of Directors and has a Bachelor of Laws.

Victoria currently holds governance roles with: • Waka Kotahi (NZTA) (Director) • Waka Kotahi (NZTA) Chair of People and Culture Committee, and Audit and Risk member) • Auckland Eye • Auckland Regional Amenities Funding Board • Various private companies • Te Pūia Tāpapa GP Limited • Tourism Holdings Limited • Tuwharetoa Hau Rau GP Limited She is also a member of Treasury Capital Markets Committee, Te Puna Whakaaronui Thought Leaders Group and is a Trustee of Wellington Free Ambulance Trust, Manu Rere Charitable Trust and Otaahuhu Charitable Trust.

Appointed to the Board in 2019, Karl spent most of his executive career working for Fonterra offshore in Brazil, USA, France and Singapore. He is also the President of the Eastern Bay of Plenty Chamber of Commerce and General Manager at Toi Economic Development Agency.

• CQuest GP Limited

With a Bachelor of Science, Karl also currently holds governance roles with the following organisations:

• Waimarie Mānuka GP Limited (Chair)

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

• Heilala Vanilla Limited • Mastaplex Limited • Rangitaiki Orchard GP Limited (Chair)

Board of Directors

NGĀTI AWA GROUP HOLDINGS LIMITED NGĀTI AWA ASSET HOLDINGS LIMITED

Appointed to the Board in 2019, Alecia is a Manager of Accounting Services at Fonterra. She was previously at Deloitte and has over ten years’ experience in assurance and advisory.

As a qualified Chartered Accountant Alecia also holds a governance role with the Waikato branch of Chartered Accountants Australia New Zealand as a local committee member.

Appointed to the board in 2019, Wharehuia is an Associate Civil Engineer at Beca Limited.

Makaurau, ā, kua riro i a ia te tohu o te pūkahatanga. Kua tata ki te 15 tau kua takahi i tēnei ara, ka mutu kua nui aku wheako e hāngai ana ki ngā āhuatanga o te whakahoahoa me te whakahaere i ngā hinonga me te whakaaro he hua, he pūkenga rānei kei ōku ringaringa hei pāinga mō tō tātou Iwi.

Alecia Wright-Chand

ASSOCIATE DIRECTOR Ngāti Awa

Wharehuia has a Bachelor of Engineering (Civil) from the University of Auckland. He also has Te Tohu Pōkairua o Te Pīnakaitanga ki Te Reo Kairangi and is currently studying towards Te Tohu Paerua o Te Reo Kairangi, both from Te Wānanga o Aotearoa.

Wharehuia Dixon ASSOCIATE DIRECTOR Ngāti Awa

He pī kua rere, he manu kua auraki mai nei tau ai ki te peka o te hīnau, ki te rae o Te Pahipoto.

Nōku te marenganui ki te whai wāhi ki waenga i tēnei kāhui rangātira. He wheako hou tēnei ki a ia, me te aha, he huarahi hoki kia pai ai tana hokinga mai ki te kāinga.

He raukura tēnei nō Te Whare Wānanga o Tāmaki Appointed to the Board in 2019, Regan’s primary background has been in the agricultural sector where he has personal farming interests. Over the past ten years he has worked with many Māori land trusts and organisations as both trustee and advisor.

Regan Studer

ASSOCIATE DIRECTOR Ngāti Awa

Regan holds a Master of Business Administration from Waikato University and a Bachelor or Business Management.

I tua atu i tēnā, he wawata hoki ōku ki te whakarata i ā tātou mokopuna tamariki ki te ao pūkaha, ki te ao pūtaiao anō hoki kia whakawhānui ai ō rātou tirohanga ki ō rātou pito mata. Ko, ko, koia e ara e!

He currently holds the following governance roles: • Trustee of Te Reo Irirangi o Te Manuka Tūtahi (Sun and Tumeke FM) • Ngāti Awa (Director)

Farms

Limited

• Te Whare Wānanga o Awanuiārangi (Finance, Audit and Risk Committee)

MARK (JOE) HARAWIRA TRONA CHAIR, EX OFFICIO Ngāti Awa

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

55

TE RŪNANGA O NGĀTI AWA

Financial Statements For the year ended 30 June 2021

CONTENTS FINANCIAL STATEMENTS

58

Directory of Officers

.................................................................................................................................................................................................

Statement of Comprehensive Revenue and Expense

59

Statement of Changes of Equity

60

Statement of Financial Position

61

Statement of Cash Flows

63

................................................................

................................................................................................................................................

........................................................................................................................................................

..............................................................................................................................................................................

Notes to the Financial Statements

.........................................................................................................................................

64

Independent Auditor’s Report

..........................................................................................................................................................

86 88

Trona Board Members Meeting Attendance

................................................................................................................

Payments to Employees (Charter clause 11.3)

88

Ngāti Awa Hapū Register

......................................................................................................................................................................................

89

........................................................................................................................................................................................................................

89

..........................................................................................................

Hapū Distribution

Remuneration and Payments

90

...........................................................................................................................................................................

Directory of Staff

56

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

..........................................................................................................................................................................................................................

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

57

Directory of Officers For the year ended 30 June 2021 Te Rūnanga o Ngāti Awa Representatives M Araroa P Koopu V Murray TA Barrett JH Mason S Ratahi K Mokomoko TK Merito MJ Harawira Jay Mason A Morrison R Shortland M Dodd A Tangitu M Sisley M Glen R O’Brien W Stewart V August T O’Brien B Tunui B Kingi

The Ngāti Awa Community Development Trust Trustees A Green P Koopu T O'Brien

Ngāti Awa Research & Archives Trust Trustees S Tutua A Jaram J Mason P Ngaropo (Chair)

Ngāti Awa Group Holdings Limited Directors D Birch VM Carter (appointed 12/12/2020) HW Hudson J Mather K Gradon BP Quinn K Rei

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

Ngāti Awa Asset Holdings Limited Directors D Birch VM Carter (Appointed 12/12/2020) HW Hudson J Mather BP Quinn K Rei K Gradon

Ngāti Awa Farms Limited Directors AE De Farias BP Quinn R Studder

Ngāti Awa Forests Limited Directors HW Hudson BP Quinn

Ngāti Awa Properties Limited Directors HW Hudson BP Quinn

Ngāti Awa Fisheries Limited Directors HW Hudson BP Quinn

White Island Tours Limited Directors D Birch AE De Farias BP Quinn

Ngāti Awa Farms (Rangitaiki) Joint Venture Joint Venture Partners Ngāti Awa Farms Limited Ihukatia Trust Moerangi Kereua Ratahi Lands Trust Rangitaiki 31P 3F Trust (also known as KIwinui Trust) Directors AE De Farias BP Quinn R Studer

Manu Hou Limited Partnership Limited Partners Ngāti Awa Asset Holdings Limited Putauaki Trust Omataroa Rangitaiki No.2 Trust

Manu Hou GP Limited Directors D Birch C Elliott H Hudson BP Quinn

Tumurau Limited Partnership Limited Partners Ngāti Awa Farms Limited Rangitaiki 31P 3F Trust (also known as KIwinui Trust) Rotoehu Forest Trust Moerangi Kereua Ratahi Lands Trust

Ngāti Awa Forests Limited Directors AE De Farias BP Quinn R Studer

Ngāti Awa The Strand Development Limited Partnership Limited Partners Ngāti Awa Group Holdings Limited Crown Regional Holdings Limited

Ngāti Awa The Strand Development GP Limited Directors V Carter (appointed 27/01/21) P Drummond (appointed 08/03/21) T Hook (appointed 27/01/21)

TE RŪ N A N G A O NG ĀT I AWA

Statement of Comprehensive Revenue and Expense For the year ended 30 June 2021 CONSOLIDATED

2021 $000’s

2020 $000’s

4 3

28 17,305 17,333

31 14,503 14,534

Finance costs Expenses, excluding finance costs Total operating expenditure

4 5

(1,025) (18,860) (19,885)

(655) (16,476) (17,131)

Share of associate's surplus/(deficit) Other gains Impairment losses Surplus/(deficit) before tax

14 6 6

2,871 21,363 (1,563) 20,119

2,128 10,026 (6,242) 3,315

Income tax (expense)/benefit Surplus/(deficit) after tax

7

23 20,142

(306) 3,009

10 239 249

(62) (239) (301)

20,391

2,708

19,886 256 20,142

2,859 150 3,009

20,052 339 20,391

2,662 46 2,708

Income Finance income Revenue Total income

Other comprehensive revenue and expenses Change in fair value of other financial assets designated as available‑for‑sale Realised gain on the disposal of carbon credits Effective portion of changes in fair value of cash flow hedges Total other comprehensive revenue and expenses Total comprehensive income Surplus/(deficit) is attributable to: Equity holders of Te Rūnanga o Ngāti Awa (Group) Non‑controlling interest Total comprehensive revenue and expense attributable to: Te Rūnanga o Ngāti Awa (Group) Non‑controlling interest

Note

The accompanying accounting policies and notes form part of the Financial Statements.

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

59

TE RŪN A N G A O NG ĀT I AWA

Statement of Changes of Equity For the year ended 30 June 2021 CONSOLIDATED

Cash Flow Hedge Reserve

Asset Revaluation Reserves

Retained earnings

Non Controlling interest

Total equity

$000’s (156)

$000’s 7,646

$000’s 113,017

$000’s 5,186

$000’s 125,693

-

-

19,886

256

20,142

-

7

-

3

10

159 159

7

-

80 83

239 249

159

7

19,886

339

20,391

(3) -

(10) -

36 -

1,350 (593) (65)

1,350 (570) (65)

(3)

(10)

36

692

715

(3)

(10)

36

692

715

Balance as at 30 June 2021

-

7,643

132,939

6,217

146,799

Balance as at 1 July 2019

-

14,357

103,488

5,350

123,195

Comprehensive income Surplus or deficit for the year

-

-

2,859

150

3,009

Balance as at 1 July 2020

Note

Comprehensive income Surplus or deficit for the year Revaluation gains / Losses ‑ Fonterra Co‑operative Group Limited shares Cash flow hedges Total other comprehensive income, net of tax

8

Total comprehensive income Transactions with owners Investment of capital by non‑controlling interest Transfer of Non‑Controlling interest Distribution during the year Total contributions by and distributions to owners Total transactions with owners

Revaluation gains / Losses ‑ Fonterra Co‑operative Group Limited shares Revaluation gains / Losses ‑ Carbon credits Realisation of reserves on sale of asset Cash flow hedges Total other comprehensive income, net of tax

-

(41)

-

(21)

(62)

(156) (156)

(6,670) (6,711)

6,670 6,670

(83) (104)

(239) (301)

Total comprehensive income

(156)

(6,711)

9,529

46

2,708

-

-

-

(210) (210)

(210) (210)

(156)

7,646

113,017

5,186

125,693

Transactions with owners Distribution during the year Total transactions with owners Balance as at 30 June 2020

The accompanying accounting policies and notes form part of the Financial Statements.

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TE RŪ N A N G A O NG ĀT I AWA

Statement of Financial Position For the year ended 30 June 2021 CONSOLIDATED

ASSETS Current assets Cash and cash equivalents Trade and other receivables Current assets ‑ Investments Other current assets Livestock on hand Assets held for distribution Non‑current assets held for sale Total current assets Non‑current assets Property, plant and equipment Intangible assets Biological assets Investment property Investments Investment in associate Forestry land assets Total non‑current assets

Note

9 10 12 11 22

18 19 16 15 13 14 17

Total assets LIABILITIES Current liabilities Trade and other payables Loans Provisions Current tax liabilities Income received in advance Ngāti Hikakino and Ngai Te Rangihouhiri II Hapū

20 23 24 21 22

Total current liabilities Non‑current liabilities Loans Income received in advance Total non‑current liabilities Total liabilities Net assets attributable to equity holders

23

2021 $000’s

2020 $000’s

5,259 5,642 87 3,979 2,623 375 17,965

9,941 4,429 193 123 3,544 1,926 550 20,706

50,103 3,520 1,768 14,164 33,778 16,933 41,300 161,566

50,481 3,520 2,079 12,412 23,498 15,064 28,815 135,869

179,531

156,575

2,136 10,812 2,861 6 5,267 2,623 23,705

1,755 8,821 3,525 273 2,233 1,926 18,533

23,705

18,533

5,489 3,538 9,027

8,659 3,690 12,349

32,732

30,882

146,799

125,693

The accompanying accounting policies and notes form part of the Financial Statements.

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TE RŪN A N G A O NG ĀT I AWA

Statement of Financial Position continued For the year ended 30 June 2021 CONSOLIDATED

Note

EQUITY Retained earnings Reserves Total equity attributable to the Entity

8

Non‑controlling interest Total equity

2021 $000’s

2020 $000’s

132,939 7,643 140,582

113,017 7,490 120,507

6,217 146,799

5,186 125,693

The Board of Directors of Te Rūnanga o Ngāti Awa (Group) authorised these financial statements presented on pages 5 ‑ 36 for issue on 29 October 2021.

For and on behalf of the Board.

M Harawira

T O’Brien,

Chairman | 29 October 2021

Deputy Chairperson | 29 October 2021

The above statement of financial position should be read in conjuction with the accompanying notes.

The accompanying accounting policies and notes form part of the Financial Statements.

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TE RŪ N A N G A O NG ĀT I AWA

Statement of Cashflows For the year ended 30 June 2021 CONSOLIDATED

2021 $000’s

2020 $000’s

14,951 3,057 1,732 28 19,768

11,890 1,043 1,594 31 67 14,625

(15,925) (376) (459) (242) 2,766

(11,846) (335) (674) 1,770

50 50

30 9,738 608 10,376

Purchase of property, plant and equipment Purchase of livestock Purchase of investments

(459) (236) (6,046) (6,741)

(710) (295) (379) (1,384)

Net cash flow from investing activities

(6,691)

8,992

550 1,350 1,900

-

(40) (1,729) (318) (570) (2,657)

(212) (120) (267) (758) (1,357)

(757)

(1,357)

(4,682) 9,941 5,259

9,405 536 9,941

Cash flows from operating activities Cash receipts from customers Grant and funding income Dividend Income received Interest income received Tax refunds

Note

Payments to suppliers and employees Grants paid Interest paid Income tax paid Net cash flow from operating activities Cash flows from investing activities Preceeds from the disposal of property, plant and equipment Proceeds from the sale of intangible assets Proceeds from the sale of investments

Cash flows from financing activities Proceeds from borrowings Capital contribution from non‑controlling interest Distrubtions paid to non‑controlling interest Repayment of term loans Payments of derivative activities Purchase of non‑controlling interest Repayment of borrowings Net cash flow from financing activities Net increase / (decrease) in cash, cash equivalents, and bank overdrafts Cash, cash equivalents, and bank overdrafts at the beginning of the year Cash, cash equivalents, and bank overdrafts at the end of the year

9

The accompanying accounting policies and notes form part of the Financial Statements.

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TE RŪN A N G A O NG ĀT I AWA

Notes to the Financial Statements For the year ended 30 June 2021 1

Statement of accounting policies for the year ended 30 June 2021

1.1 Reporting entity Te Rūnanga o Ngāti Awa ("the Rūnanga") and its subsidiaries (together "the Group") manage the cultural, social, political and economic base of the Ngāti Awa Iwi. The Rūnanga was incorporated under the Te Rūnanga o Ngāti Awa Act 1988, which was subject to the Māori Trust Board Act 1955.

Under Section 5 of Te Rūnanga o Ngāti Awa Act 2005, the Rūnanga ceased to be a Māori Trust Board from 25 March 2005, but continues as the same body as established by the Te Rūnanga o Ngāti Awa Act 1988.

The Rūnanga is domiciled in New Zealand. The address of the registered office is 10 Louvain Street, Whakatāne.

2

Summary of significant accounting policies

The principal accounting policies applied in the preparation of these consolidated financial statements are set out below.

These policies have been consistently applied to all the years presented, unless otherwise stated.

2.1 Basis of preparation The Rūnanga is a registered charity under the Charities Act 2005 and its financial statements have been prepared in accordance with that Act, the Financial Reporting Act 2013 and as required by the Charter of Te Rūnanga o Ngāti Awa. The Rūnanga is a public benefit entity (“PBE”) for the purposes of financial reporting. A PBE is an entity whose primary objective is to provide goods or services for community or social benefit and where any equity has been provided with a view of supporting that primary objective rather than for a financial return to equity holders.

The financial statements have been prepared in accordance with New Zealand Generally Accepted Accounting Practice (“NZ GAAP”). The financial statements comply with the PBE Standards Reduced Disclosure Regime (“PBE Standards RDR”) as appropriate for Tier 2 not‑for‑profit public benefit entities, for which reduced disclosure regime concessions have been applied. The Rūnanga qualifies for Tier 2 as it has total expenses less than $30 million and does not have public accountability.

The presentation and functional currency is New Zealand Dollars (NZD). The measurement base applied is historical cost, as modified by the revaluation of certain assets and liabilities as identified in these accounting policies.

The Group consists of the Rūnanga and its subsidiaries, associates and joint ventures as listed in note 25.

The financial statements have been prepared on a going concern basis. Whilst the group has negative working capital balance as at 30 June 2021 this is due to a portion of the current banking facility ($3,200,000) having a maturity date of March 2022. The loan itself is secured over the property at Braemar road as disclosed within note 23. The group intends to renegotiate its banking facility during the 2021/2022 financial year and the directors believe that they will continue to have strong support of the bank. The directors have considered the current forecast trading of the group for a period of at least 12 months from the date these financial

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

statements were signed, and the likelihood of continued bank support and are satisfied that the going concern basis is appropriate.

Basis of Preparing Consolidated Financial Statements Subsidiaries

Subsidiaries are those entities controlled, directly or indirectly, by the Rūnanga, that is, the Rūnanga has the power to govern the financial and operating policies of the entity so as to obtain benefits from their activities. The Rūnanga's consolidated subsidiary companies generally have an accompanying shareholding of more than one half of the voting rights. The Rūnanga's consolidated subsidiary trusts are where the Rūnanga appoints all the trustees of the trust and their activities are conducted on behalf of the Rūnanga.

The results and financial position of subsidiaries are included in the consolidated statement of comprehensive revenue and expense and statement of financial position from the date control is gained up to the date control ceases.

The financial statements of subsidiaries are included in the consolidated financial statements using the acquisition method. The consideration for the acquisition of a subsidiary is the fair values of the assets transferred, the liabilities incurred and the equity interest issued by the Rūnanga.

The consideration transferred includes the fair value of any asset or liability resulting from a contingent consideration arrangement. Acquisition related costs are expensed as incurred. Identifiable assets acquired and liabilities and contingent liabilities assumed in a business combination are measured initially at their fair values at the acquisition date. On an acquisition‑by‑acquisition basis, the Rūnanga recognises any non‑controlling interest in the acquiree either at fair value or at the non‑controlling interest's proportionate share of the acquiree's net assets.

The surplus or deficit and each component of other comprehensive revenue and expense of subsidiaries are attributed to equity holders of the Rūnanga and to the non‑controlling interests. Losses which result in non‑controlling interests having a deficit balance are only attributed to non‑controlling interests if the non‑controlling interests have a binding obligation and are able to make an additional investment to cover the losses.

Associates

The Group recongnises the share of the net surplus of associates in the Statement of comprehensive revenue and expense. The investment held on the satement of financial position reflects the Group’s share of net asssets of the associate.

Joint Venture Receivables

The joint ventures are established by a contractual agreement.

The Rūnanga’s share of the net surplus of the joint ventures is recognised in the statement of comprehensive revenue and expense. The investment held on the statement of financial position reflects the Rūnanga’s share of net assets of the joint venture.

Transactions Eliminated on Consolidation

The effects of intra‑group transactions are eliminated in preparing the consolidated financial statements.

TE RŪ N A N G A O NG ĀT I AWA

Notes to the Financial Statements For the year ended 30 June 2021 2.2 Revenue

Exchange & Non‑Exchange Revenue

For exchange contracts, revenue is recognised to the extent that it is probable that the economic benefit will flow to The Rūnanga. Revenue is measured at the fair value of the consideration. The extent to which economic benefit is assessed is based on reaching milestones in the contract or matching revenue with total expenditure expected to be incurred.

For non‑exchange revenue, the revenue is recognised in surplus or deficit when the Rūnanga becomes entitled to receive (or has received) the funds. The receipts are recognised as revenue in surplus or deficit, except where conditions which require the grant to be used as specified or returned remain unfulfilled at balance date, in which case the related amount is recognised as a liability. In addition, a liability is recognised in respect of other return clauses (if any) where it is probable that payment will be required.

Judgement is often required in determining the timing of revenue recongition for contracts that span a balance date and multi‑year contracts.

Grant Income

Grant income (from the Government or other parties) are assessed against the criteria for non‑exchange or exchange transactions and treated accordingly.

Dividend Income

Dividend income is recognised in surplus or deficit on the date the Group’s right to receive payment is established.

Farming Operations Income

Farming operations income includes dairy income and livestock sales. Income is recognised in surplus or deficit when the revenue associated with the transactions can be measured reliably. Revenues from the sale of goods are recognised when the significant risks and rewards of ownership have been transferred, the Group retains neither involvement nor control over the goods sold, it is probable that economic benefits will flow to the Group and the costs incurred in respect of the transaction can be measured reliably.

Rental Income

Rental income is recognised in surplus or deficit on a straight line basis over the term of the lease.

Other Income

Other income is recognised in surplus or deficit when the revenue associated with the transactions can be measured reliably for the rendering of goods and services. Revenue from the sale of goods are recognised when the significant risks and rewards of ownership have been transferred, the Group retains neither involvement nor control over the goods sold, it is probable that economic benefits will flow to the Group and the costs incurred in respect of the transaction can be measured reliably. Revenue for services provided under exchange transactions are recognised on a percentage of completion basis, as the services are provided.

Net Financing (Expense)/Income

Net financing income represents financing income less financing expenses. Financing income comprises interest

income received on funds invested that are recognised in surplus or deficit. Financing expenses comprise interest paid on borrowings.

Interest income is recognised in surplus or deficit as the income accrues on an effective interest basis. Any fees and directly related transaction costs that are an integral part of earning interest income are recognised over the expected life of the investment, that is, these costs are recognised evenly in proportion to the investment amount outstanding over the period to maturity.

2.3 Expenses

Operating Leases

Operating lease payments where the lessor effectively retains substantially all the risks and rewards of ownership of the leased items are included in equal instalments over the term of the lease and expensed to surplus or deficit. Lease incentives received are recognised over the term of the lease as an integral part of the total lease payments.

Grants and sponsorships

Grants and sponsorship costs are recognised as an expense in surplus or deficit (and as a liability) when the Rūnanga has a constructive or actual obligation to make the payment. This is usually when the Rūnanga has entered into an agreement with, or otherwise notified the recipient of the agreed amount.

The Rūnanga considers at each balance date whether it is probable that the recipient will be required to repay the grant or sponsorship under the terms and conditions of the agreement, in which case a receivable would be recognised and the grant expense reversed where this is recoverable.

2.4 Taxation

Māori Authority Tax Credits

The Group has Māori Authority status. Entities in the Group are tax exempt except for Ngāti Awa Asset Holdings Limited which has a tax liability of 17.5%. Taxes paid by Ngāti Awa Asset Holdings Limited generate Māori Authority Credits, which are tax credits available to pass onto its shareholder.

Te Rūnanga o Ngāti Awa recognises a tax receivable from the IRD for the Māori Authority Credits received from Ngāti Awa Asset Holdings Limited in the period in which the credits have been distributed.

Income Tax

Income tax is recognised in surplus or deficit as tax expense, except when it relates to items directly credited to equity, in which case it is recorded in equity, or where it arises from the initial accounting for a business combination, in which case it is included in the determination of goodwill.

Current tax is the expected tax payable on taxable income for the period, based on tax rates (and tax laws) which are enacted or substantively enacted by the reporting date and including any adjustments for tax payable in previous periods.

Current tax for current and prior periods is recognised as a liability (or asset) to the extent that it is unpaid (or refundable).

Current tax assets and liabilities are offset only to the extent that they relate to income taxes imposed by the same taxation authority and there is a legal right and intention to settle on a net basis and it is allowed under tax law.

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Notes to the Financial Statements For the year ended 30 June 2021 Deferred tax assets and liabilities are recognised where the carrying amount of an asset or liability in the consolidated statement of financial position differs from its tax base, except for differences arising on: ‑ The initial recognition of goodwill ‑ The initial recognition of an asset or liability in a transaction which is not a business combination and at the time of the transaction affects neither accounting nor taxable profit, and ‑ Investments in subsidiaries and jointly controlled entities where the Rūnanga is able to control the timing of the reversal of the difference and it is probable that the difference will not reverse in the foreseeable future.

Recognition of deferred tax assets is restricted to those instances where it is probable that taxable profit will be available against which the difference can be utilised.

2.5 Cash and cash equivalents Cash and cash equivalents includes deposits held at call with banks and other short term highly liquid investments with an original maturity of less than 3 months.

2.6 Trade and Other Receivables Trade and other receivables are recognised initially at fair value and subsequently measured at amortised cost on an effective interest basis with any expected losses recognised from initial recognition of the receivables. Bad debts are written off during the year in which they are identified.

2.7 Biological assets and agricultural produce (i) Livestock Livestock is carried at fair value where fair value is based on the market price of livestock of similar age and gender. Gains and losses on changes in fair value are recognised in surplus or deficit. Livestock consists of sheep and cattle. (ii) Biological Assets Farm Woodlot

The Farm Woodlot asset represents standing trees at fair value less estimated point of sale costs. The farm woodlot asset is a consumable biological asset. Any movement in valuation is recognised in surplus or deficit.

2.8 Investments Investments are carried at fair value unless they are not quoted in an active market and their fair value cannot be reliably measured. The fair value of such investments is reliably measurable where the variability in the range for a reasonable fair value estimate is not significant or probabilities of the various estimates within the range of fair values can be reasonably assessed and used in estimating fair value.

2.9 Investment property Investment properties are stated at fair value. Any movement on revaluation is recognised in surplus or deficit.

Management test fair value annually with an independent assessment not more than five yearly intervals.

2.10 Forestry Land Assets Forestry land assets represent the land assets owned with long term lease to forestry companies. Forestry land assets are stated at fair value. Any movement in fair value is recognised in surplus or deficit.

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2.11 Intangible assets Carbon credits

Intangible assets include carbon credits acquired by way of a Government grant and are recognised at fair value. Increases in the carrying amount arising on revaluation are credited to other comprehensive revenue and expense except to the extent they reverse a previous decrease recognised in surplus or deficit. Decreases in the carrying amount arising on revaluation are recognised in other comprehensive revenue and expense to the extent they reverse a previous increase, any further decrease will be recognised in surplus or deficit.

Fish quota

Fish quota shares received by way of settlement are recognised at their fair value at the date of settlement and subsequently carried at cost less impairment. Fish quota is issued into perpetuity and therefore has an indefinite life.

Given this, fish quota is not amortised, although it is tested annually for impairment.

Amortisation

Amortisation is recognised in the surplus or deficit on a straight‑line basis over the estimated useful lives of intangible assets, other than goodwill, from the date that they are available for use.

2.12 Property, plant and equipment All owned items of property, plant and equipment are recorded at cost less accumulated depreciation and impairment losses with the exception of the Ngāti Awa Farm which is recorded at deemed cost. Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic benefits or service potential associated with the item will flow to the Group and the cost of the item can be measured reliably.

Cultural Assets

The cultural assets category includes carvings and flax tukutuku, these assets have been recorded at deemed cost.

Te Mānuka Tūtahi Marae is carried at an assigned value on receipt from the Crown plus capital improvements.

As cultural assets tend to have an indefinite life and are generally not of a depreciable nature, depreciation is not applicable. (i) Depreciation The estimated useful lives for the current and comparative periods are as follows: Class of asset depreciated Buildings Farm equipment Office Furniture and equipment Motor vehicles & vessels Cultural assets

Estimated useful life 40 years 3‑20 years 3‑10 years 3‑15 years N/A

Depreciation methods, useful lives and residual values are reassessed at every reporting date.

TE RŪ N A N G A O NG ĀT I AWA

Notes to the Financial Statements For the year ended 30 June 2021 2.13 Financial Assets Financial instruments

A financial instrument is recognised if the Group becomes a party to the contractual provisions of the instrument. Financial assets are derecognised if the Group’s contractual rights to the cash flows from the financial assets expire or if the Group transfers the financial asset to another party without retaining control or substantially all risk and rewards of the asset. Regular way purchases and sales of financial assets are accounted for at trade date, i.e., the date that the Group commits itself to purchase or sell the asset. Financial liabilities are derecognised if the Group’s obligations specified in the contract expire or are discharged or cancelled.

Financial instruments comprise trade and other receivables, cash and cash equivalents, loans and borrowings, and trade and other payables.

Financial instruments are recognised initially at fair value plus transaction costs unless they are carried at fair value through profit or loss in which case the transaction costs are recognised in the profit or loss.

The fair value of financial instruments traded in active markets (such as publicly traded derivatives, and trading and available‑for‑sale securities) is based on quoted market prices at balance date. The quoted market price used for financial assets held by the Group is the current bid price; the appropriate quoted market price for financial liabilities is the current ask price.

The subsequent measurement of financial assets depends on their classification. The Group classifies financial assets into categories depending on their contractual cash flow characteristics and the Group’s business model for managing financial assets. The categories of financial assets are: (i) Financial assets at amortised cost Assets that are held for collection of contractual cash flows where those cash flows represent solely payments of principal and interest are measured at amortised cost.

Interest income from these financial assets is included in finance income using the effective interest rate method. Any gain or loss arising on derecognition is recognised directly in profit or loss and presented in other gains/(losses) together with foreign exchange gains and losses. Impairment losses are presented as a separate line item in the Statement of comprehensive revenue and expense. (ii) Financial assets at fair value through other comprehensive income (FVOCI) Assets that are held for collection of contractual cash flows and for selling the financial assets, where the assetsí cash flows represent solely payments of principal and interest, are measured at FVOCI. Movements in the carrying amount are taken through OCI, except for the recognition of impairment gains or losses, interest income and foreign exchange gains and losses which are recognised in profit or loss. When the financial asset is derecognised, the cumulative gain or loss previously recognised in OCI is reclassified from equity to profit or loss and recognised in other gains/(losses).

Interest income from these financial assets is included in finance income using the effective interest rate method.

Foreign exchange gains and losses are presented in other gains/(losses) and impairment expenses are presented as a separate line item in the Statement of comprehensive revenue and expense. (iii) Financial assets at fair value through Profit or Loss (FVPL) Assets that do not meet the criteria for amortised cost or FVOCI are measured at FVPL. A gain or loss on a debt investment that is subsequently measured at FVPL is recognised in profit or loss and presented net within other gains/(losses) in the period in which it arises.

Financial Liabilities

The Group’s financial liabilities include trade and other payables, loans and borrowings.

The Group classifies its financial liabilities as financial liabilities at amortised cost. The classification of financial liabilities is determined on initial recognition.

All financial liabilities are recognised initially at fair value, and in the case of loans and borrowings, include directly attributable transaction costs. All financial liabilities of the Group are subsequently measured at amortised cost.

Interest expense and foreign exchange gains and losses are recognised in profit or loss. Any gain or loss on derecognition is also recognised in profit loss.

Impairment of receivables

The Group assesses, on a forward‑looking basis, the expected credit losses associated with its financial assets carried at amortised cost and FVOCI. The impairment methodology applied depends on whether there has been a significant increase in credit risk.

For trade receivables, the Group applies the simplified approach permitted by PBE IPSA 41, which requires expected lifetime losses to be recognised from initial recognition of the receivables.

The recoverable amount of the Group’s investments in receivables carried at amortised cost is calculated as the present value of estimated future cash flows. Impairment losses on an individual basis are determined by an evaluation of the exposures on an instrument by instrument basis. All individual instruments that are considered significant are subject to this approach.

2.14 Impairment of Non‑financial Assets The carrying amounts of the Group’s non‑financial assets are reviewed at each balance date to determine whether there is any indication of impairment. If any such indication exists, the recoverable amount or recoverable service amount (“recoverable amount”) of the asset is estimated. If the estimated recoverable amount of an asset is less than its carrying amount, the asset is written down to its estimated recoverable amount and an impairment loss is recognised in the statement of comprehensive revenue and expense in surplus or deficit. The estimated recoverable amount of assets is the greater of their fair value less costs to sell and value in use.

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Notes to the Financial Statements For the year ended 30 June 2021 For cash generating assets the estimated recoverable amount is determined by estimating future cash flows from the use and ultimate disposal of the asset and discounting these to their present value using a pre‑tax discount rate that reflects current market rates and the risks specific to the asset. For an asset that does not generate largely independent cash flows, the recoverable amount is determined for the cash generating unit to which the asset belongs.

For non‑cash generating assets the estimated recoverable amount is determined by estimating the depreciated replacement cost of the asset. The depreciated replacement cost is measured as the reproduction or replacement cost of the asset, whichever is lower, less accumulated depreciation calculated on the basis of such cost, to reflect the already consumed or expired service potential of the asset.

An impairment loss on non‑financial assets which are carried at fair value is applied to the other comprehensive revenue and expense but only to the extent that prior year gains are available to offset the impairment loss. All other impairment losses are recognised in surplus or deficit.

2.15 Trade and Other Payables Trade and other payables are measured initially at fair value and subsequently at amortised cost using the effective interest method.

2.16 Term Loans Term loans are recognised initially at fair value, net of transaction costs incurred. Term loans are subsequently stated at amortised cost. If the Group does not have an unconditional right to defer payment of a liability for at least twelve months after balance date, then the term loan will be classified as a current liability.

2.17 Employee Benefits

Salaries, Wages and Annual Leave

Liabilities for wages and salaries, including non‑monetary benefits annual leave and expected to be settled within twelve months of reporting date, are recognised in other payables in respect of employees’ services up to the reporting date and are measured at the amounts expected to be paid when the liabilities are settled.

Long Service Leave

Long service leave benefits are accrued in other payables using the present value of net future cash flows.

2.18 Goods and services tax These financial statements have been prepared on a basis exclusive of GST with the exception of trade receivables and trade payables that have been included on a GST inclusive basis.

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2.19 Fair value estimation The fair value of financial instruments traded in active markets is based on quoted market prices at the statement of financial position date. The quoted market price used for financial assets held by the Group is based on the current bid price.

The fair value of financial and non financial assets that are not traded in an active market is determined by using valuation techniques. The Group uses a variety of methods and makes assumptions that are based on market conditions existing at balance date. Techniques include estimated discounted cash flows which are used to determine fair value for the financial instruments with no quoted market price.

2.20 Capital Risk Management The Group manages net assets attributable to the members.

The Group’s objectives when managing capital are to safeguard their ability to continue as a going concern, so it can continue to provide benefits for the Groups members and beneficiaries and to maintain an optimal capital structure to reduce the cost of capital. The Group does not have any externally imposed capital requirements.

2.21 Critical Accounting Estimates and Judgements The Group makes estimates and assumptions concerning the future. The resulting accounting estimates will, by definition, seldom equal the related actual results. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are discussed below. ‑ Notes 12 & 13, key assumptions underlying the valuation of investments not traded in an active market; ‑ Note 15, key assumptions underlying the investment property valuation; ‑ Note 16, key assumptions underlying the valuation of the biological assets; ‑ Note 17, key assumptions underlying the valuation of forestry land; ‑ Note 19, key assumptions underlying the impairment testing of fish quota.

TE RŪ N A N G A O NG ĀT I AWA

Notes to the Financial Statements For the year ended 30 June 2021 3

Revenue

Grant income Dividend income Farming operations income Rental Income Revenue from the rendering of services Revenue from the sale of goods Fixed asset sale (loss)/gain Other income

4

Finance income and finance costs

Finance income Interest income Total finance income Finance costs Net loss in fair value of derivatives designated at fair value through the surplus or deficit Interest on bank borrowings (note 23) Total finance costs Net finance costs

Actual 2021 $'000 4,335 767 4,979 2,188 1,485 777 22 2,752 17,305

Actual 2020 $'000 1,043 603 4,739 1,924 2,618 552 5 3,019 14,503

Actual 2021 $'000

Actual 2020 $'000

28 28

31 31

560 465 1,025 (997)

(20) 674 655 (624)

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Notes to the Financial Statements For the year ended 30 June 2021 5

Expenses

Administration fees Audit, finance and risk committee Auditor's remuneration Board members fees and expenses Consultants fees Cost of sales Depreciation and amortisation expense (notes 18 and 19) Farm expenses Grants and sponsorships Insurance Legal fees Power & heating Rates Repairs & Maintenance Wages and salaries Other expenses

6

Other gains/(losses)

Fair Value Gains / (Loss) Livestock movement (note 11) Listed shares Unit trusts Unlisted shares Investment property revaluation Other Forestry land revaluation (note 17) Impairment Impairment of goodwill (note 19) Impairment of license (note 19) Carbon credit write back of impairment/(impairment) Impairment of property, plant and equipment

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Actual 2021 $'000 423 37 120 592 944 2,503 1,121 2,135 376 309 603 135 232 993 4,390 3,947 18,860

Actual 2020 $'000 253 35 127 558 900 2,435 1,207 1,995 335 285 3,085 188 277 547 2,592 1,657 16,476

Actual 2021 $'000

Actual 2020 $'000

1,229 3,528 (193) 642 3,402 270 12,485 21,363

343 1,557 71 359 2,147 (57) 5,606 10,026

(1,563) (1,563)

(2,898) (1,656) (158) (1,530) (6,242)

TE RŪ N A N G A O NG ĀT I AWA

Notes to the Financial Statements For the year ended 30 June 2021 7

Income tax

Surplus/(deficit) before tax Exempt loss/(gain) from chairtable acitivies Surplus (deficit) before taxation

Actual 2021 $'000 20,119 20,119

Actual 2020 $'000 3,315 1,078 4,393

Tax at 17.5% Non‑taxable income Imputation credits Tax expense

3,521 (3,379) (165) (23)

769 (296) (167) 306

Actual 2021 $'000

Actual 2020 $'000

7,459 (403) 585 2 7,643

7,459 (400) 585 2 7,646

Actual 2021 $'000 5,156 103 5,259

Actual 2020 $'000 5,767 4,174 9,941

8

Reserves

Asset revaluation reserves Farm land and buildings Fonterra shares Te Mānuka Tūtahi Other financial assets Balance 30 June

9

Cash and cash equivalents

Cash at bank and in hand On‑call deposits Total

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Notes to the Financial Statements For the year ended 30 June 2021 10

Trade and other receivables

Trade receivables GST Trade and other receivables There are no non‑exchange trade and other receivables.

11

Livestock on hand

Drystock cattle Dairy cattle Sheep Movements are represented as follows: Balance at the begining of the year Increase due to acquisitions Decrease due to sales Change in fair value * Balance at the end of the year * Change in fair value Net increase due to births and deaths Fair value movement

Livestock is valued using market rates from an independent valuer based on age and gender.

Actual 2021 $'000 5,523 119 5,642

Actual 2020 $'000 4,469 (40) 4,429

Actual 2021 $'000 863 2,745 371 3,979

Actual 2020 $'000 765 2,396 384 3,544

3,544 235 (1,029) 1,229 3,979

3,614 295 (708) 343 3,544

416 813 1,229

416 (73) 343

Number of animals

Livestock held are comprised as follows Cattle Sheep Cows Heifers Bulls Total livestock

791 2,048 1,296 631 1 4,767

778 2,679 1,296 628 1 5,382

Livestock sold are comprised as follows: Cattle Sheep Dairy cattle sold Total livestock sold

242 2,098 419 2,759

227 1,095 273 1,595

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TE RŪ N A N G A O NG ĀT I AWA

Notes to the Financial Statements For the year ended 30 June 2021 12

Current assets ‑ Investments

13

Non‑current assets ‑ Investments

Actual Actual 2021 2020 $'000 $'000 193 Unit trusts 193 The Unit Trusts relate to the Investment in the Taurus Resources Fund No.2 Ltd. Management have assesed the future probability of receiving funds from this investment. Consequently, the value held for this investment has been written down to nil.

Actual 2021 $'000 10,221 588 22,820 149 33,778

Unlisted shares Limited Partnership Listed shares Joint Ventures

Unlisted shares

Moana New Zealand Limited

Investment in unlisted shares includes Moana New Zealand Limited shares ("the MNZ shares") that were received on 30 March 2006 as part of the settlement proceeds in accordance with the Māori Fisheries Act 2004. The Māori Fisheries Act 2004 places restrictions on the sale of the MNZ shares where the shares can only be sold to either another Mandated Iwi Organisation or Te Ohu Kai Moana.

The fair value of the MNZ income shares is based on cash flows calculated on an annual basis from 2022 to 2026 and a terminal value based on cash flows in 2026 with an assumed growth factor of 3.3%p.a. (2020: 1.5% p.a.) and a post‑tax discount rate of 6.0% (2020: 6.0%). The MNZ shares are not actively traded and have no voting rights, due to this and the restrictions on sale, a further discount of 30% has been applied to determine the fair value. The shares have been valued at $2.08 million (2020: $2.08 million).

Direct Capital IV Limited Partnership

The Group has invested in Direct Capital IV Limited Partnership. Direct Capital IV invests in private equity opportunities with the intention of realising these investments and returning capital and capital gains to the partners over a 10 year time frame. There is no active market for shares in Direct Capital IV therefore the fair value has been calculated using an EBITDA multiple approach of the underlying investments held by Direct Capital IV. The manager of Direct Capital IV Limited Partnership applies Australian Venture Capital & Private Equity Association (AVCAL) valuation guidelines in preparing quarterly valuations for all portfolio companies.

The Partnership is valued at $0.35 million (2020: $0.33 million). During the year the Partnership repaid capital of $0.155 million to the Group (2020: $0.615 million).

Actual 2020 $'000 8,606 588 14,131 173 23,498

Pencarrow Bridge Fund LP

The Group has invested in Pencarrow Bridge Fund LP. Pencarrow invests in private equity opportunities with established New Zealand based companies that offer a clear and sustainable competitive advantage. There is no active market for shares in Pencarrow Bridge Fund LP therefore the fund has been included at the balance held in the valuation used by Pencarrow Bridge Fund LP management held at the annual balance date of Pencarrow Bridge Fund LP of 31 March 2021. The Partnership is valued at $6.14 million (2020: $5.17 million).

HoneyLab Limited

The Group has invested in HoneyLab which undertakes research into medical uses of Honey and other products from bees. Management have considered valuation options and consider the shares price used for recent investments as fair value. The investment in the company is valued at $0.23 million (2020: $0.5 million).

Limited Partnership

The ICP Kōura Facilities Limited Partnership is an investment vehicle which was formed to invest into crayfish quota.The fair value of the investment is based on cashflows calculated on an annual basis from 2022 to 2026 and a terminal value based on cashflows in 2025 with an assumed growth factor of 3.3% p.a. (2020: 1.5%) and a post‑tax discount rate of 6.0% (2020: 6.0%).

Listed Shares

Listed Shares includes an investment in Fonterra Co‑operative Group Limited shares and Fonterra Shareholder’s Fund units. The shares and units are listed on NZX and are valued using the year end bid price.

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Notes to the Financial Statements For the year ended 30 June 2021 14

Non‑current assets ‑ Investment in Associate

Iwi Collective Orchards LP Balance at the beginning of the year Share of associates surplus Share of Interest Share of RWT Distribution Balance at the end of the year

Actual 2021 $'000 16,933 16,933

Actual 2020 $'000 15,064 15,064

15,064 2,863 8 (2) (1,000) 16,933

13,926 2,128 12 (2) (1,000) 15,064

The Group has invested in Iwi Collective Orchards LP which owns and operates three kIwifruit orchards in the Bay of Plenty.

The investment is recognised at cost plus the share of profit/loss attributable and has been included as at the annual balance date of Iwi Collective Orchards LP of 30 June 2021.

15

Investment property

The movement of investment property is as follows:

Balance at the beginning of the year Revaluation gains/(losses) Transfers to/from Property Plant and Equipment Balance at the end of the year Land and buildings 1‑3 Toroa Street 5‑7 Toroa Street 9‑11 Toroa Street 13‑17 Toroa Street 64 Wairaka Street Land Te Whare Wānanga O Awanuiarangi Apanui School Army Hall Ohope Beach School Ohope Beach Holiday Park Whakatāne High School Whakatāne Court House Balance at 30 June Residential properties on Wairaka and Toroa Streets were independently valued as at 30 June 2021 by Bay Valuation Services Limited. The valuation was based on market evidence of transactions for similar properties and direct comparison.

The 2021 valuers are independent registered valuers not related to the Group. All valuers hold recognised and relevant professional qualifications and have recent experience in the locations of the investment property they have valued.

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Actual 2021 $'000 12,412 3,402 (1,650) 14,164

Actual 2020 $'000 10,265 2,147 12,412

765 1,130 445 1,440 680 4,460

330 465 210 765 375 2,145

20 2,150 2,015 1,880 2,865 774 14,164

168 2,150 1,400 2,015 895 2,865 774 12,412

The rent on Whakatāne, Ohope, and Apanui Schools were reviewed in April 2020 as per the respective rental agreements with the Ministry of Education. The initial valuations received by Ngāti Awa Properties and the Ministry of Education indicated a difference in the value of each of the three properties. As a consequence a subsequently negotiated mid‑point between the two valuations is adopted as the fair market value in these financial statements.

TE RŪ N A N G A O NG ĀT I AWA

Notes to the Financial Statements For the year ended 30 June 2021 16

Biological assets

Pine Woodlot

Balance at beginning of year Cost of harvest Revaluation gains Balance at the end of the year The pine woodlot was independently valued on 30 June 2021 by PF Olsen Limited. The valuation used a discounted cash flow model with a discount rate of 7.5%.

17

Forestry land assets

Forestry land assets

The forestry land assets were independently valued on 30 June 2021 by Telfer Young (Rotorua) Limited. The valuation used a mixture of market evidence of transactions for similar assets, direct comparison and capitalisation approaches. The key assumption of the valuation is based on the agreed lease payments.

Actual 2021 $'000 1,768 1,768

Actual 2020 $'000 2,079 2,079

2,079 (477) 166 1,768

2,028 51 2,079

Management confirmed the suitability of this valuation for 2021 and considers this valuation to be a fair representation for the value of the woodlot.

Actual 2021 $'000 41,300 41,300

Actual 2020 $'000 28,815 28,815

The Group leases forestry land to various counterparties for terms of 35 years and records these as operating leases.

The lease is adjusted for CPI/PPI movement annually and a general review every 10 years.

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TE RŪN A N G A O NG ĀT I AWA

Notes to the Financial Statements For the year ended 30 June 2021 18

Property, plant and equipment

2020

Balance as at 1 July 2019 Year ended 30 June 2020 Additions Disposals Assets included in a disposal group classified as held for sale and other disposals Impairment Balance as at 30 June 2020

2021

Balance as at 1 July 2020 Year ended 30 June 2021 Additions Disposals Assets classified as held for sale and other disposals Impairment Transfers from Investment Property Balance as at 30 June 2021

2020

Accumulated depreciation Balance as at 1 July 2019 Year ended 30 June 2020 Disposals Depreciation charge (note 5) Balance as at 30 June 2020

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

Cultural Assets

Land

$'000 7,026

$'000 25,364

-

Office Motor Buildings equipment vehicles & plant & vessels

Total

$'000 14,431

$'000 4,409

$'000 7,670

$'000 58,900

244 -

246 -

200 (2)

18 (51)

708 (53)

-

-

-

-

-

-

7,026

25,608

14,677

4,607

(1,530) 6,107

(1,530) 58,025

Cultural Assets

Land

$'000 7,026

$'000 25,608

-

Office Motor Buildings equipment vehicles & plant & vessels

Total

$'000 14,677

$'000 4,607

$'000 6,107

$'000 58,025

8 -

42 -

194 (58)

412 -

656 (58)

-

-

-

-

-

-

7,026

1,650 27,266

14,719

4,743

(1,563) 4,956

(1,563) 1,650 58,710

Cultural Assets

Land

$'000

$'000

-

-

Office Motor Buildings equipment vehicles & plant & vessels

Total

$'000

$'000

$'000

$'000

-

(3,441)

(2,341)

(697)

(6,479)

-

(482) (3,923)

10 (415) (2,746)

23 (201) (875)

33 (1,098) (7,544)

TE RŪ N A N G A O NG ĀT I AWA

Notes to the Financial Statements For the year ended 30 June 2021 18

Property, plant and equipment Cont.

2021 Balance as at 1 July 2020

Cultural Assets

Land

$'000 -

$'000 -

-

-

Year ended 30 June 2021 Disposals Depreciation charge Balance as at 30 June 2021

Net book value As at 30 June 2020 As at 30 June 2021

Cultural Assets

Land

$'000

$'000

7,026 7,026

25,608 27,266

Office Motor Buildings equipment vehicles & plant & vessels $'000 $'000 $'000 (3,923) (2,746) (875)

(491) (4,414)

58 (410) (3,098)

(220) (1,095)

Office Motor Buildings equipment vehicles & plant & vessels $'000 $'000 $'000 10,754 10,305

1,861 1,645

5,232 3,861

Total $'000 (7,544)

58 (1,121) (8,607) Total $'000 50,481 50,103

Land

Cultural Assets

The farm land is restricted in use by the land having been vested to the Rūnanga under the Māori Land Court ensuring that the land is retained for Nga Uri o Nga Hapū o Ngāti Awa and is not able to be alienated. The net book value of the land is $8.35 million (2020: $8.35 million).

The following cultural land assets were received as part of the settlement claim, and previously formed parts of historic, scenic and recreation reserves (with the exception of the former Matahina A4 Block). These land assets were received at no cost.

Te Mānuka Tūtahi land is restricted in use by the land having been vested to the Rūnanga under the Māori Land Court ensuring that the land is retained for the purpose of a meeting place of cultural and historical importance for the communal use and benefit of nga uri o nga Hapū o Ngāti Awa. The net book value of the land is $0.20 million (2020: $0.2 million).

•

Kaputerangi (4.9321 hectares)

•

Te Paripari Pa (1.0451 hectares)

•

Otitapu Pa (6 hectares approximately)

•

Te Toangopoto (10 hectares approximately)

•

Te Ihukatia (1.1 hectares approximately)

•

Whakapaukorero (30 hectares approximately)

•

Former Matahina A4 Block (4,045 square metres)

•

51 Froude Street (1,998 square metres)

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TE RŪN A N G A O NG ĀT I AWA

Notes to the Financial Statements For the year ended 30 June 2021 19

Intangible assets

Movements in the carrying value for each class of intangible asset are as follows: 2020

Carbon credits

Fish quota Goodwill

License

Total

Balance as at 1 July 2019

$'000 9,898

$'000 3,520

$'000 2,898

$'000 1,766

$'000 18,082

Year ended 30 June 2020 Sale of carbon credits Impairment charge Amortisation charge ** Balance as at 30 June 2020

(9,898) -

3,520

(2,898) -

(1,654) (112) -

(9,898) (4,552) (112) 3,520

License

Total

2021 Balance as at 1 July 2020 Year ended 30 June 2021 Balance as at 30 June 2021

Carbon credits

Fish quota Goodwill

$'000 -

$'000 3,520

$'000 -

$'000 -

$'000 3,520

-

3,520

-

-

3,520

* Amortisation of Nil (2020: $112k) is included in depreciation and amortisation expense in the statement of comprehensive revenue and expense. (i) Fish Quota Fish quota is an intangible asset that provides annual catch entitlements for fish stock species. The quota is issued into perpetuity and has been classed as an indefinite life asset. The asset is not amortised, it is tested annually for impairment. The recoverable amount of the fish quota has been determined as the cash generating unit associated with the asset. Cash flows have been projected into perpetuity using a long term growth rate of inflation of 3.3% (2020: 1.5%) and discounted using the entity's post tax weighted average cost of capital of 6.0% (2020: 6.0%). The carrying value of the fishing quota is $3.5 million (2020: $3.5 million).

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Management does not expect that a reasonable change in key assumptions would result in a material reduction in the recoverable amount of the fish quota below its carrying amount. (ii) Whakatāne Airport The Rūnanga has a right to receive at no cost the Whakatāne airport land if the use of the land ceases to be that of an airport. There is nil value attached to the right to purchase. (iii) Radio Frequency The radio frequency licence used by Te Reo Irirangi o Te Mānuka Tūtahi is issued to the Rūnanga. This asset has nil value.

TE RŪ N A N G A O NG ĀT I AWA

Notes to the Financial Statements For the year ended 30 June 2021 20

Trade and other payables

Actual 2021 $'000 1,330 578 228 2,136

Actual 2020 $'000 564 991 200 1,755

Actual 2021 $'000

Actual 2020 $'000

Income received in advance is broken down as: Forestry rentals (i) Access rights (ii) Property rentals (iii) Government contracts Other Total current income received in advance

1,378 143 454 3,257 35 5,267

950 143 421 667 52 2,233

Non‑current liabilities ‑ Income received in advance Access rights Property rentals Total non‑current income received in advance

2,608 930 3,538

2,750 940 3,690

Trade payables Accrued expenses Payble to Hapū Total trade and other payables There are no non‑exchange trade and other payables

21

Income received in advance

Note

There are no non‑exchange items of income received in advance. (i) Forestry rentals relate to the lease of land at Northern boundary and Rotoehu East. This lease is received in advance for the following year and the income is recognised on a straight line basis. (ii) Access rights relate to $5 million in relation to the Bonisch Road settlement received during 2010. This is being amortised over 35 years (2020: 35 years) beginning 1 October 2005 which is the period of access rights granted under the settlement.

(iii) The non‑current liability for property rentals relate to a lease of land to the Te Whare Wānanga O Awanuiarangi.

The lease is for a term of 100 years and the rental of $1 million was paid in advance. Rental income is being recognised on a straight line basis over 100 years beginning 1 July 2015.

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TE RŪN A N G A O NG ĀT I AWA

Notes to the Financial Statements For the year ended 30 June 2021 22

Ngāti Hikakino and Ngai Te Rangihouhiri II Hapū

The Rotoehu West forest was being held by the Rūnanga on behalf of the Ngāti Hikakino and Ngai Te Rangihouhiri II Hapū.

On 26 August 2016 the title of the Rotoehu West forest was transferred by the Rūnanga to the Rotoehu Forest Trust.

The associated carbon credits remain with the Rūnanga, and will be transferred once Rotoehui Forest Trust complete registration.

As at reporting date the carrying amount of the Rotoehu West forest carbon credits held for distribution comprised of the following: Actual 2021 $'000

Actual 2020 $'000

2,623 2,623

1,926 1,926

2,623 2,623

1,926 1,926

Current portion Secured ANZ Loans Housing NZ Corporation Total secured current interest bearing borrowings

Actual 2021 $'000

Actual 2020 $'000

10,812 10,812

8,781 40 8,821

Total current portion

10,812

8,821

5,489 5,489

8,214 445 8,659

16,301

17,480

Assets held for distribution Intangible assets Liabilities held for distribution Ngāti Hikakino and Ngai Te Rangihouhiri II Hapū

23

Term Loans

Non‑current portion Secured ANZ Loans Housing NZ Corporation Total secured non‑current interest bearing borrowings Total borrowings ANZ Loans

Ten loans are currently held with ANZ. The first three relate to the purchase of Tumurau Farm. The loans are secured by a mortgage over the farm land on Braemar Road, Whakatāne. The loans matures between March 2022 and March 2024 and have a current fixed interest rates of between 2.88% to 3.79% (2020: 4.19%) with interest charged on a monthly basis.

Six loans relate to the purhcase of the Joint Venture as part of the purchase of the dairy herd and farm plant, alongside additional Fonterra share purchases, the establishment of

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

another farm house on the property, the purchase of the Pasmore Block from the parent Ngāti Awa Farms Limited, a new effluent pond and the purchase of minority interest shares. The loans are maturing between May 2022 and May 2024 and are secured by a mortgage over the farm land.

The loans are fixed with interest rates of between 2.75% to 3.32%, with interest charged on a monthly basis.

The final loan was raised in May 2017 and is secured against property held by Ngāti Awa Properties Limited. The loan was renewed in June 2021 financial year with a fixed interest rate charged on a monthly basis at 2.25%. This matures on the 31 Jan 2022.

TE RŪ N A N G A O NG ĀT I AWA

Notes to the Financial Statements For the year ended 30 June 2021 24

Provisions

Consolidated

Actual

Actual

Legal and penalty provision Other provisions Total current portion

2,850 11 2,861

3,525 3,525

Opening balance Provision (derecognised)/recognised Provison utilised Closing balance

3,525 (284) (380) 2,861

2021 $000’s

2020 $000’s

3,525 3,525

Subsidiaries of the group are currently subject to an ongoing investigation in relation to the Whakaari eruption. A provision for legal fees and potential penalties has been recognised in relation to this.

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TE RŪN A N G A O NG ĀT I AWA

Notes to the Financial Statements For the year ended 30 June 2021 25

Investments in subsidiaries and Joint Ventures Class of Share

Ownership Balance Interest Held Date 30 June 30 June 2021 2020

Subsidiaries Ngāti Awa Group Holdings Limited

Ordinary

100%

100%

30June

Ngāti Awa Asset Holdings Limited

Ordinary

100%

100%

30 June

Ngāti Awa Farms Limited Ngāti Awa Farms (Rangitaiki) Limited

Ordinary Ordinary

100% 61%

100% 57%

30 June 30 June

Ngāti Awa Fisheries Limited Ngāti Awa Fish Quota Holdings Limited Ngāti Awa Forests Limited Ngāti Awa No.1 Limited Ngāti Awa Properties Limited Ngāti Awa Research & Archives Trust The Ngāti Awa Community Development Trust

Ordinary Ordinary Ordinary Ordinary Ordinary ‑ ‑

100% 100% 100% 100% 100% 100% 100%

100% 100% 100% 100% 100% 100% 100%

30 June 30 June 30 June 30 June 30 June 30 June 30 June

Manu Hou GP Limited

Ordinary

100%

100%

30 June

‑ ‑

70% 60%

70% 57%

30 June 30 June

Ordinary

100%

100%

30 June

‑

68%

68%

30 June

Ordinary

66%

‑%

66%

‑%

Manu Hou Limited Partnership Ngāti Awa Farms (Rangitaiki) Joint Venture Tumurau GP Limited Tumurau Limited Partnership Ngāti Awa The Strand Development GP Limited

Principal Activity

Commercial Assets Administration Fisheries Investment Drystock Farming General Partner of Rangitaiki JV Fish Quota Leasing Non‑Trading Forest Land Leasing Investment Property Leasing Research Social Services General Partner of Manu Hou LP Capital Investments Dairy Farming General Partner of Tumurau LP Dairy Farming

Ngāti Awa The Strand Development Limited Partnership White Island Tours Limited

Ordinary

100%

100%

30 June General Partner of Ngāti Awa The Strand Development Limited Partnership 30 June Property Development 30 June Tourism

Associate Iwi Collective Orchards Limited Partnership

Ordinary

34%

34%

30 June KIwi Fruit Orchards

Joint Ventures Mataatua Fisheries Collective Mataatua Quota ACE Holdings Limited

‑ Ordinary

16% 16%

16% 16%

31 March Fish Quota Leasing 31 March Fish Quota Leasing

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

TE RŪ N A N G A O NG ĀT I AWA

Notes to the Financial Statements For the year ended 30 June 2021 26

Related party transactions

Payments to Board Members Payments to Board Members under the Rūnanga Charter who have acted in other capacities: Consolidated

Board Member M Dodd M Glen B Kingi B Tunui BP Quinn

M Sisley J Mason

T Merito V Murray T Barrett W Stewart

Nature of Fees Appointments & Remuneration Appointments & Remuneration Appointments & Remuneration, Health & Safety Committee Appointments & Remuneration, Audit, Finance & Risk Committee Chair of Ngāti Awa Group Holdings Limited, Farms Board, Investment Committee, Health and Safety Committee & White Island Tours Limited Audit, Finance & Risk Committee Rūnanga consultancy, Ngāti Awa Research and Archives,

Chair of Tourism Work Group Appointments & Remuneration Audit, Finance & Risk Committee, Health & Safety Committee Consultant

The board comprises 22 people (2020: 22 people). Board Members were paid $127,555 in meeting fees for the year ended 30 June 2021 (2020: $100,497), which includes the

Payments to Key Management Personnel Management represents 5 individuals (2020: 4 individuals), determined on a full‑time equivalent basis. Key

2020 $000’s

6 3 3 4 60 2 2 21 2 26 57 186

2 1 1 2 60 2 35 103

Chairman's and Deputy Chairman's honorarium payments.

Indemnity insurance of $21,900 (2020: $10,400) was paid on behalf of the Board Members.

Consolidated

Payments as the Chairman of the Board Fees paid to J Mason Fees paid to M Harawira

2021 $000’s

Parent

Actual 2021 $'000

Actual 2020 $'000

Actual 2021 $'000

Actual 2020 $'000

14 45

31 14 45

14 45

31 14 45

management personnel and their direct reports costs are $830,315 (2019: $616,847) for the Group.

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TE RŪN A N G A O NG ĀT I AWA

Notes to the Financial Statements For the year ended 30 June 2021 27

Capital commitments and operating leases

Capital commitments The Group has committed capital to Taurus Resources Fund No.2 Ltd, remaining capital commitment as at 30 June 2021 is USD$10k (2020: USD$10k).

Manu Hou Limited Partnership has committed capital of $5 million to Direct Capital IV. As at 30 June 2021 $2.98 million has been called (2020: $2.98 million). Due to the investment winding down, this commitment is unlikely to be called.

Ngāti Awa Assets Holdings Limited has committed capital of $5 million to Pencarrow Bridge Fund LP. As at 30 June 2021 $4.45 million has been called (2020: $4.45 million).

Ngāti Awa Assets Holdings Limited has committed capital of $5 million to Te Pūia Tāpapa. As at 30 June 2021 $1.4 million has been called (2020: $0.06 million).

The Group has committed capital of $1 million to Ngāti Awa The Strand Development Limited. As at 30 June 2021 $nil has been called (2020: $nil).

The Group has no other capital commitments as at 30 June 2021.

Not later than one year Later than one year and not later than two years Later than two year and not later than five years Later than five years Total non‑cancellable operating leases

Actual 2021 $'000 83 40 123

Actual 2020 $'000 81 66 16 163

Non‑cancellable operating lease rentals are receivable as follows. These relate to operating lease rentals on investment properties and forestry land.

Not later than one year Later than one year and not later than two years Later than two year and not later than five years Later than five years Total non‑cancellable operating leases

28

Contingencies

Actual 2021 $'000 2,181 2,123 6,141 52,668 63,113

Actual 2020 $'000 1,646 1,646 4,616 40,865 48,773

White Island Tours: A contingent liability exists in relation to claims against the entity in respect of the Whakaari eruption. A provision has been recognised in relation to this even though liability is denied and any claims will be defended. Any further costs are contingent on the outcome of the claims and cannot be reliably estimated as at 30 June 2021.

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TE RŪ N A N G A O NG ĀT I AWA

Notes to the Financial Statements For the year ended 30 June 2021 29

Financial assets and financial liabilities

The Group holds the following financial instruments: Financial assets Financial assets at amortised cost Trade receivables Cash and cash equivalents Assets at fair value through surplus or deficit Financial assets at fair value through other comprehensive income Financial liabilities Liabilities at amortised cost Trade and other payables Borrowings

30

5,642 5,259 28,984 4,211 44,096

4,429 9,941 18,905 4,200 37,475

2,136 16,301 18,437

1,755 17,480 19,235

Events occurring after the balance date

There were no material events after the reporting period.

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85

Independent Auditor’s Report To the Members of Te Rūnanga o Ngāti Awa Report on the audit of the consolidated financial statements

Opinion In our opinion, the accompanying consolidated financial statements of Te Rūnanga o Ngāti Awa (the ’Rūranga’) and its subsidiaries (the 'Group') on pages 59 to 85:

We have audited the accompanying consolidated financial statements which comprise:

—

The consolidated statement of financial position as at 30 June 2021;

i. Present fairly in all material respects the Group’s financial position as at 30 June 2021 and its financial performance and cash flows for the year ended on that date; and

—

The consolidated statements of comprehensive revenue and expense, changes in equity and cash flows for the year then ended; and

—

Notes, including a summary of significant accounting policies and other explanatory information.

ii. Comply with New Zealand Equivalents to International Financial Reporting Standards.

Basis for opinion We conducted our audit in accordance with International Standards on Auditing (New Zealand) (‘ISAs (NZ)’). We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

We are independent of the Group in accordance with Professional and Ethical Standard 1 International Code of Ethics for Assurance Practitioners (Including International Independence Standards) (New Zealand) issued by the New Zealand Auditing and Assurance Standards Board and the International Ethics Standards Board for Accountants’ International Code of Ethics for Professional Accountants (including International Independence Standards) (‘IESBA Code’), and we have fulfilled our other ethical responsibilities in accordance with these requirements and the IESBA Code.

Our responsibilities under ISAs (NZ) are further described in the auditor’s responsibilities for the audit of the consolidated financial statements section of our report.

Our firm has also provided other services to the Rūranga and Group in relation to cyber security services.

Subject to certain restrictions, partners and employees of our firm may also deal with the Group on normal terms within the ordinary course of trading activities of the business of the Group. These matters have not impaired our independence as auditor of the Group. The firm has no other relationship with, or interest in, the Group.

Other information The Representatives, on behalf of the Group, are responsible for the other information included in the entity’s Annual Report. Our opinion on the consolidated financial statements does not cover any other information and we do not express any form of assurance conclusion thereon.

In connection with our audit of the consolidated financial statements our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the consolidated financial statements or our knowledge obtained in the audit or otherwise appears materially misstated. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

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Use of this independent auditor’s report This independent auditor’s report is made solely to the Members as a body. Our audit work has been undertaken so that we might state to the Members those matters we are required to state to them in the independent auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Members as a body for our audit work, this independent auditor’s report, or any of the opinions we have formed.

Responsibilities of the Representatives for the consolidated financial statements The Representatives, on behalf of the Rūnanga, are responsible for:

—

The preparation and fair presentation of the consolidated financial statements in accordance with generally accepted accounting practice in New Zealand (being New Zealand Equivalents to International Financial Reporting Standards);

—

Implementing necessary internal control to enable the preparation of a consolidated set of financial statements that is fairly presented and free from material misstatement, whether due to fraud or error; and

—

Assessing the ability to continue as a going concern. This includes disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless they either intend to liquidate or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the consolidated financial statements Our objective is:

—

To obtain reasonable assurance about whether the consolidated financial statements as a whole are free from material misstatement, whether due to fraud or error; and

—

To issue an independent auditor’s report that includes our opinion.

Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs NZ will always detect a material misstatement when it exists.

Misstatements can arise from fraud or error. They are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these consolidated financial statements.

A further description of our responsibilities for the audit of these consolidated financial statements is located at the External Reporting Board (XRB) website at: http://www.xrb.govt.nz/standards-for-assurance-practitioners/auditors-responsibilities/audit-report-7/ This description forms part of our independent auditor’s report.

KPMG Tauranga 29 October 2021

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

87

TRONA Board Members Meeting Attendance HAPŪ

TRONA BOARD

NAME

A=Attended P=Possible

A

P

APPOINT. & REMUN. A

A

Nga Maihi

Regina O’BRIEN

5

5

Ngai Tamaoki

Boyce KINGI

5

5

4

6

Ngai Tamawera

Alf MORRISON

5

5

1

6

Ngāti Hamua

Miro ARAROA

5

5

Te Kahupaake

Mihipeka SISLEY

4

5

1

6

Te Pahipoto

Tuwhakairiora O’BRIEN

5

5

Tuariki

Vanessa August

4

5

Warahoe

Kemi Matarae MOKOMOKO

4

5

Te Tawera

Amohaere TANGITU

3

5

Ngai Tamapare

Vicki MURRAY

5

5

Ngāti Pukeko

Joe MASON

2

5

Ngāti Rangataua

Te Kei MERITO

4

5

Ngai Taiwhakaea

Mark HARAWIRA

4

5

1

6

Ngai Te Rangihouhiri Manurere GLEN

5

5

5

6

Ngāti Hikakino

Stanley RATAHi

4

5

Ngāti Hokopu ki Hokowhitu

Te Arani BARRETT

5

5

Ngāti Hokopu ki Te Whare o Toroa

William STEWART

5

5

Te Wharepaia

Materoa DODD

5

5

Te Patuwai

Ruihi SHORTLAND

5

5

Ngāti Maumoana

Puti KOOPU

5

5

Ngāti Awa ki Poneke Brian TUNUI

4

5

Ngāti Awa ki Tamaki Makaurau

Jay MASON

5

5

Whakaruruhau

Ta Hirini MEAD

3

5

4

6

6

6

KAHUI Kaumātua A

P

3

5

5

5

1

5

2

5

1

5

0

5

5

NARA / WHAKAPAPA A

P

0

4

AFRC

NACDT

A

P

6

6

3

6

A

P

5

Payments to Employees (Charter clause 11.3) Payments to Employees to be disclosed under the Rūnanga Charter: Under the Rūnanga Charter clause 11.3, there is a requirement for the Annual Report to comply with section 211 of the Companies Act 1993 but excluding information required by section 211(1)(g) where the Rūnanga so decides pursuant to clause 11.6 (Protection of Sensitive Information).

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TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

During the year ended 30 June 2021 the number of employees or former employees, not being governors, that received remuneration and any other benefits in their capacity as employees where the value exceeded $100,000pa were: $100,000 - $110,000 - 1 employee $110,000 - $120,000 - 1 employee $130,000 - $140,000 - 1 employee $190,000 - $200,000 - 1 employee $270,000 - $280,000 - 1 employee

NGĀ MATE FROM 1 JULY 2020 TO 30 JUNE 2021 There were 59 known Ngāti Awa people who passed during this period; 43 of whom were registered and 16 of whom were not registered.

Ngāti Awa Hapū Register Hapū

June 2020

June 2021

Representative

Nga Maihi

2,075

2,101

Regina O’Brien

Ngai Taiwhakaea II

1,602

1,609

Mark Joseph Harawira

Ngai Tamaoki

873

866

Boyce Kingi

Ngai Tamapare

405

408

Vicki Murray

Ngai Tamawera

1,187

1,188

Alf Morrison

Ngai Te Rangihouhiri

631

632

Manurere Glen

Ngai Tuariki

334

328

Meri Hepi/Vanessa August (30/04/2021)

Ngāti Awa ki Poneke

318

316

Brian Tunui

Ngāti Awa ki Tamaki Makaurau

368

372

Jay Mason

Ngāti Hamua

511

523

Miro Araroa

Ngāti Hikakino

563

561

Stanley Ratahi

Ngāti Hokopu - Te Hokowhitu a Tu Ki Te Rahui

701

704

Te Arani Barrett

1,428

1,440

William Stewart

119

112

Putiputi Koopu

2,722

2,754

Ngāti Rangataua

533

548

Te Kei Merito

Ngāti Wharepaia

564

566

Materoa Dodd

Te Kahupāke

715

712

Mihipeka Sisley

Te Pahipoto

2,323

2,333

Tuwhakairiora O’Brien

Te Patuwai

1,343

1,362

Ruihi Shortland

Te Tawera

913

932

Amohaere Tangitu

Warahoe

585

592

Kemi Matarae Mokomoko

36

36

20,849

20,995

Ngāti Hokopu - Te Whare o Toroa Ngāti Maumoana Ngāti Pukeko

Hapū to be confirmed Totals

Dr Hohepa Mason

Hapū Distribution 2005/2006

$1,100,000

2011/2012

$135,000

2017/2018

$110,000

2006/2007

-

2012/2013

$55,000

2018/2019

$220,000

2007/2008

-

2013/2014

$165,000

2019/2020

$220,000

2008/2009

-

2014/2015

$110,000

2020/2021

$220,000

2009/2010

$200,000

2015/2016

$107,000

2010/2011

$40,000

2016/2017

$110,000

$2,792,000 TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

89

Remuneration and Payments Name

Board

Meeting Fee

Other Board / Committees

Other Fees Paid

M Araroa

TRONA

1,995

V August

TRONA

700

TA Barrett

TRONA

1,995

AFRC Committee and H&S Committee

3,750

M Dodd

TRONA

1,995

Appointment and Remuneration Committee

4,200

M Glen

TRONA

1,995

Appointment and Remuneration Committee

600

J Harawira (Chair) TRONA

45,000

NAGHL (ex officio)

M Hepi

TRONA

315

B Kingi

TRONA

1,995

P Koopu

TRONA

2,310

Jay Mason

TRONA

1,995

J Mason

TRONA

1,645

Ngāti Awa Research & Archives Trustee

T K Merito

TRONA

1,295

TWG (Chairman)

K Mokomoko

TRONA

1,995

A Morrison

TRONA

1,995

V Murray

TRONA

1,995

R O’Brien

TRONA

1,995

T O’Brien

TRONA

14,100

S Ratahi

TRONA

1,645

R Shortland

TRONA

1,995

M Sisley

TRONA

1,610

W Stewart

TRONA

1,330

A Tangitu

TRONA

1,015

B Tunui

TRONA

1,295

BP Quinn

D Birch

NAGHL

NAGHL

40,500

22,500

Appointment & Remuneration Committee & H&S

Appointment and Remuneration Committee

22,500

1,350

300 20,000

450

Ngāti Awa Community Development Trustee

Appointment and Remuneration Committee

2,700

Ngāti Awa Farms Limited Director

3,000

Health & Safety Committee

3,000

White Island Tours Chairman

10,000

Investment Committee

3,000

Audit, Finance and Risk Committee

3,000

Investment Committee

10,000

White Island Tours Director

3,000

White Island Tours Director

1,000

Strand Development Director

3,333

V Carter

NAGHL

11,250

K Gradon

NAGHL

22,500

Health & Safety Committee

3,000

HW Hudson

NAGHL

22,500

Investment Committee

3,000

J Mather

NAGHL

22,500

Health & Safety Committee

K Rei

NAGHL

22,500

Investment Committee

3,000

W Vercoe

NAGHL (ex officio) (ceased November ‘20)

F Hutchings

Audit, Finance and Risk Committee

25,000

A Wright-Chand

Audit, Finance and Risk Committee

3,000

AE De Farias

Ngāti Awa Farms Limited (Chairman)

10,000

White Island Tours Director

3,000

R Studder

Ngāti Awa Farms Limited

A Jaram

Ngāti Awa Research & Archives Trustee

600

P Ngaropo

Ngāti Awa Research & Archives Trustee

450

S Tutua

Ngāti Awa Research & Archives Trustee

600

A Green

Ngāti Awa Community Development Trustee

90

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

10,000

9,375

3,000

Directory of Staff Te Rūnanga o Ngāti Awa Chairman Mark Harawira

Research Facilitator Adrian Jaram

Manahautū Leonie Simpson

Customary Fisheries Advisor Charlie Bluett

CEO Executive Assistant Andrea Kingi

Iwi Register Monica Maniapoto

Board Secretary Haley McCorkindale

Te Mānuka Tūtahi General Manager Vaimanino Harawira

Manager Taiao Michal Akurangi

Te Mānuka Tūtahi Pou Arataki / Ngā kaimahi tautoko Kataraina Reneti-Panapa Hirere Ashby Calvin Kingi Mark Tutua

Manager Identity, Language & Culture Noti Belshaw Manager Knowledge & Information Jackeline Wharewera Consents Policy Planner Jaymie-Kate Wardlaw Receptionist Kataraina Monika Te Awhina James Peti Reneti

Project Management Office Alieta Waitoa Krystal Legg Paige Wawatai Te Aotaawhirangi Onehi Mania Crown

Ngāti Awa Group Holdings Ltd Chairman Paul Quinn Chief Executive Officer Tracey Hook Executive Assistant Courtney Reneti Board Secretary Glenda Stewart Acting Chief Financial Officer Merewaakana Kingi Finance Manager Dylan Stewart Finance Administrator Lynsey Mariu Operations Manager Bob Hudson

General Manager Ngāti Awa Tourism Limited Patrick O’Sullivan Sea Operations Skipper Ngāti Awa Tourism Limited Paul Kingi Accounts and Compliance Ngāti Awa Tourism Limited Jennifer Goodfellow Farm Manager Ngāti Awa Heritage Estate Sam Philps Contract Milker Ngakauroa Farm Mike Learmond Contract Milker Tumurau Farm Craig Spence

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

91

92

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

Ko Awanuiārangi Kōhao Rau Tangata Rau

TE RŪNANGA O NGĀTI AWA | 2021 Annual Report

93

Ngāti Awa House, 4-10 Louvain Street Whakatāne 3120, PO Box 76, Whakatāne 3158 Freephone: 0800 464 284 Telephone: +64 7 307 0760 Email: Rūnanga@Ngātiawa.Iwi.nz www.Ngātiawa.Iwi.nz