Te Rūnanga o Ngāti Awa Annual Report 2018

ANNUAL REPORT 2018

“

Our people believe that the physical and spiritual survival of all things is dependent on the maintenance of the mauri (life force), wairua (spirit), mana (status) and tapu (sacred nature) of every water body…

”

Tuwhakairiora O’Brien – submission Cresswell (Nongfu) Water Consent Application 2018

TE RŪNANGA O NGĀTI AWA

Contents

TE RŪNANGA O NGĀTI AWA Chairman’s Report

2 4 6 8 9 10 11

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Chief Executive’s Report

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Te Kāhui Kaumātua o Ngāti Awa

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Board of Hapū Representatives

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Our Organisation

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Our Staff

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Te Ara Poutama: Guiding Principals

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MANAAKITANGA: Caring for each other - Te Kooti Rangatahi

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- Whānau Education Action Plans (WEAPs)

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- 2018 Education Scholarship Recipients Profiles

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- 2018 Education Grant Recipient Profile and Grant List - Te Waipuketanga

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KAITIAKITANGA: Guardianship for Future Generations - Customary Fisheries - Taiao Report

18 20 22 23

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- Bioremediation Report

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- Rangitaiki River Forum and Tarawera River Forum

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NGĀTI AWATANGA: Our language and culture - Ngāti Awa Wānanga

24 25 28

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- Te Kūpenga Commemoration 2017

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- Te Mānuka Tūtahi: The House that came home

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NGĀTI AWA GROUP HOLDINGS LTD Chairman’s Report

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Chief Executive’s Report

30 32 34

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Board of Directors

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New Directors Profiles - Jim Mather

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- Kiriwaitingi Rei

34 35

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FINANCIAL STATEMENTS - Directory of Officers

- Statement of Change of Equity

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- Statement of Financial Position - Cash Flow Statement

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- Notes to the Financial Statements

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- Remuneration and Payments

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Ngāti Awa Hapū Register

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Board and Committee Meetings

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Directory of Staff

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TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

- Statement of Comprehensive Revenue and Expense

- Auditors Report

36 37 38 39 40 41 67 69 71 71 72

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TE RŪNANGA O NGĀTI AWA

Chairman’s Report

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

“

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The Charter and Governance Review Committee has led the review of our Charter, analysed and considered submissions made, and adult members are asked to vote on the proposed changes to our Charter at the Special General Meeting to be held after our 2018 Annual General Meeting.

”

TE RŪNANGA O NGĀTI AWA

Nau mai haere mai ki te rīpoata ā tau o Te Rūnanga o Ngāti Awa. WELCOME TO THE 1 JULY 2017 - 30 JUNE 2018 ANNUAL REPORT Te Rūnanga o Ngāti Awa Representatives have met five times as a Board in the last financial year. In addition, Te Rūnanga o Ngāti Awa Representatives have served on various Committees including Audit Finance and Risk, Appointments and Remuneration, and the Charter and Governance Review Committee. Collectively these Committees have met nine times, and 11 Representatives have served on these Committees.

Service on these Committees is a commitment that Rūnanga Representatives make to serve Ngāti Awa and the Rūnanga. These Committees support operations and governance to manage risk, improve efficiencies and ensure we are meeting our obligations under legislation and our Charter. In addition, Rūnanga Representatives have attended financial and governance training to build our collective skills and knowledge to enhance our governance.

by post, or in person at the Special General Meeting. It is important to vote to assist us to enhance our operations and governance so that our systems and processes are improved to contribute to Ko Ngāti Awa Te Toki – Iwi Vision 2050.

My thanks to the Deputy Chair, Tuwhakairiora O’Brien for his contributions to the Rūnanga over the past year, through his service on various Committees and his leadership at hui and on taiao matters. Tuwhakairiora has also represented the Rūnanga at the Iwi Chairs Forum in the past year, ensuring we are represented at this national forum, and to keep us informed of matters important to Ngāti Awa. The Rūnanga hosted the Iwi Chairs Forum in August 2017 where several matters relevant to Ngāti Awa, including Treaty settlement cross claims and freshwater allocation, access and use were discussed. I acknowledge the leadership provided by Paul Quinn, Ngāti Awa Group Holdings (NAGHL) chairman, at this national hui where over 200 iwi representatives from all over Aotearoa were present.

I also extend our thanks to Peter Taylor who has chaired our Audit, Finance and Risk Committee since 2005 but is retiring from the Committee this year.

Peter’s contribution to the Rūnanga over the past thirteen years since settlement has ensured that our systems and processes were robust and effective to protect and grow our assets and complied with legislation and our Charter.

I welcome Fred Hutchings as the new Chairman of this Committee and look forward to working with you.

In closing I want to thank the Rūnanga Representatives, Ngāti Awa Group Holdings Directors, Trustees and Committee members for your ongoing commitment and dedication.

Rūnanga Representatives have also participated in several external groups on behalf of Ngāti Awa set out further in this report.

Mā te Atua tātau e manaaki e tiaki i ngā wā katoa.

The Charter and Governance Review Committee has led the review of our Charter, analysed and considered submissions made, and adult members are asked to vote on the proposed changes to our Charter at the Special General Meeting to be held after our 2018 Annual General Meeting. Voting closes on 15 December and votes can be cast

Dr Hohepa Mason

Naaku noa,

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

CHAIRMAN, TE RŪNANGA O NGĀTI AWA

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TE RŪNANGA O NGĀTI AWA

Chief Executive’s Report

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

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Our submissions continually assert that caring for water is an ancestral responsibility we have inherited as kaitiaki, and iwi, hapū and whānau have rights and interests in water that are guaranteed under Te Tīriti ō Waitangi.

”

TE RŪNANGA O NGĀTI AWA

Our operations this past year have focussed on the taiao, Tīriti ō Waitangi matters, rangatahi potential as well as our language, culture and identity.

In the last year, Te Rūnanga o Ngāti Awa with Ngāti Awa hapū and whānau have made several submissions and appearances on various taiao policy statements and consent applications. In the past financial year the Rūnanga appeared at two hearings on water management policy, and submitted on water allocation, use and management policies.

Our submissions continually assert that caring for water is an ancestral responsibility we have inherited as kaitiaki, and iwi, hapū and whānau have rights and interests in water that are guaranteed under Te Tīriti ō Waitangi. The taiao is intrinsically connected to our identity and culture as Ngāti Awa and Te Rūnanga o Ngāti Awa is committed to ensuring our rights and interests are recognised and upheld.

To this end, the Rūnanga has launched an appeal in the Environment Court against the consent approved for increased water extraction in the Awaiti aquifer for water bottling. This matter is ongoing, and we do not expect any significant outcome until 2019.

The Rūnanga has continued to deliver free wānanga focussed on revitalising and retaining te reo Māori, our culture and identity as Ngāti Awa. You can read the highlights of these wānanga in this report, and I am pleased to advise that 115 Ngāti Awa people have

Developing and fostering rangatahi potential has meant that we have concentrated on engaging with Ngāti Awa rangatahi aged 15 – 17 years to attend either monthly one day wānanga, or a block week of wānanga to provide leadership experiences. Ten rangatahi attended four wānanga over six months. We will continue to invest in rangatahi potential in 2019/2020 to build the next generation of leaders.

In the past financial year, the Rūnanga started the development of a Ngāti Awa Tourism Strategy to encompass our existing and future tourism operations. A key feature of this strategy is the focus on economic outcomes for Ngāti Awa, which includes employment and workforce development, and providing opportunities for Ngāti Awa people to leverage off our collective tourism assets to build their own tourism or supply businesses. In the next year Ngāti Awa Group Holdings (NAGHL) will be leading activities to increase the number of Ngāti Awa employees and opportunities for Ngāti Awa people within these tourism assets.

Putting Ngāti Awa people in the centre of our economic and commercial activities is integral to our collective advancement.

The performance of the Rūnanga Group for the year was a surplus of $7.9m for the year compared to $3.6m last year. Another excellent result from our equity portfolio and a significant increase in the value of our forestry land holdings has driven this very strong operating surplus. A steady increase in the value of carbon credits on top of the operating surplus means overall Total Comprehensive Revenue and Expense was $9.0m for the year compared to $3.3m last year. Careful and strategic management of our portfolio has driven an increase in our total assets to $151m, up from $142m in 2017.

Total assets have increased by $33m over the past five years and includes a broadening of our investment portfolio to include the growth areas of tourism and kiwifruit.

The Rūnanga itself incurred a loss of $0.3m compared to a loss of $0.2m in 2017. An increased dividend ($1.5m 2018, $1.0m in 2017) from our companies was offset by an increase in our salaries cost. This increase is a consequence of completing recruitment of a qualified team to deliver the best outcomes for Ngāti Awa. I extend my thanks to the governors and staff for their continued support and hard work over the past financial year and acknowledge the many Ngāti Awa people who have volunteered and given their time and energy to the iwi. We have a busy year ahead, and I look forward to working with you.

Naaku noa,

Leonie Simpson CEO, TE RŪNANGA O NGĀTI AWA

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

The Rūnanga is also responding to two Treaty claims and settlements that Ngāti Awa has an interest in. We will continue to work in partnership with Rūnanga Representatives and hapū on these complex issues that require a lot of resources and time to resolve. The Rūnanga has unanimously supported our actions taken to date.

participated in whaikōrero, whakapapa and Manu Kuia wānanga, and 60 people have attended monthly marae workshops aimed at building capability and capacity of the hapū in the last year.

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TE RŪNANGA O NGĀTI AWA

Te Kāhui Kaumātua ō Ngāti Awa

Houhia te rongo ki te whenua,

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

Kia tau mai ai te rangimarie,

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Moaniani ana te moana, He aroha kau ki te iwi e.

TE RŪNANGA O NGĀTI AWA

“

He Hōnore He Kororia ki Te Atua He Maungarongo ki runga ki te whenua Whakaaro pai ki ngā tangata katoa He hokinga mahara tēnei ki ngā mate ō te wā Takoto makiki mai i runga i te uma ō tō tātou Ariki He aroha mutunga kore kia koutou.

E te iwi tēnā koe…

Tēnā rawa atu koe i runga i ngā whakawainga ā te ao, ā te rewerā, ā te kikokiko.

In cognisance of the vagaries of the above challenges which confront the iwi, the Kāhui Kaumātua herein acknowledge and applaud all the positive planning and work undertaken by TRONA and NAGHL over the past year.

Working within the parameters of our Charter brief, which is to maintain and manage ‘Te Mauri o Ngāti Awa’ a strong and wonderful working relationship has developed between Te Kāhui and Board representation, especially with the regular attendance of Dr Hohepa Mason, the Board Chair. This presence is reflected in discussions through to resolution and recommendation being expedited in a thorough and timely manner.

Matters of particular significance to Te Kāhui for the year were; •

Endorsement by TRONA for the recognition of Te Huinga Rangatahi,

•

The intent by Te Kāhui, ki te kōrero i te reo i te nuinga o te wā huihuinga,

•

Keeping abreast with Te Ara Poutama progress,

•

Continued presence in historical, cultural, judicial and social activities.

Last but not least thank you Noti and Haley for your wonderful support.

Arohanui, Nga Manaakitanga a Te Atua ki runga kia koutou katoa.

Rangitukehu Paul CHAIRMAN

”

Representing each of the 22 Ngāti Awa Hapū, the Kāhui Kaumātua roles and responsiblities, as outlined in the Te Rūnanga o Ngāti Awa Charter, are: To protect the mauri of Ngāti Awa, and provide leadership and guidance on matters of tikanga, kawa, reo and kōrero.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

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TE RŪNANGA O NGĀTI AWA

Board of Hapū Representatives

DR HOHEPA MASON

PAUL QUINN

TE KEI MERITO

BOYCE KINGI

ALF MORRISON

MIRO ARAROA

TE RAU CHAPMAN-DE VOS

REGINA O ‘BRIEN

AMOHAERE TANGITU

TUWHAKAIRIORA O’BRIEN

ENID RATAHI-PRYOR

TE ARANI BARRETT

VINCENT COPELAND

MATEROA DODD Wharepaia

Ngāi Tamapare

PUTIPUTI KOOPU

RUIHI SHORTLAND

MIHIPEKA SISLEY

MERI HEPI

Ngāti Maumoana

Te Kahupaake

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

STANLEY RATAHI

Te Pahipoto (Deputy Chairman)

Ngāti Hokopu - ki Te Hokowhitu a Tu Ki Te Rahui

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MANURERE GLEN

Ngāti Pukeko (Chairman)

Ngāti Hokopu Te Whare o Toroa

Te Patuwai

Tuariki

Ngāi Taiwhakaea II

Ngāi Tamaoki

Warahoe

Ngāi Te Rangihouhiri II

Ngāi Tamawera

Ngā Maihi

Ngāti Hikakino

Ngāti Rangataua

Ngāti Hāmua

Te Tāwera

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

They are responsible for the POUROTO NGAROPO

Ngāti Awa ki Tāmaki Makaurau

BRIAN TUNUI

Ngāti Awa ki Pōneke

governance of Te Rūnanga o Ngāti Awa.

TE RŪNANGA O NGĀTI AWA

Our Organisation

Tumurau Limited Partnership

Ngāti Awa Farms (Rangitaiki) Ltd

51%

Ngāti Awa Fish Quota Holdings Ltd

White Island Tours Ltd

68% OWNERSHIP

Ngāti Awa Farms Ltd

Ngāti Awa Forests Ltd

Ngāti Awa Properties Ltd

Ngāti Awa Fisheries Ltd

100% OWNERSHIP

Manu Hou Ltd Liability Partnership

Mataatua Quota ACE Holdings Ltd

17%

OWNERSHIP

70%

NAAHL

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

TRoNA

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

Te Rūnanga o Ngāti Awa

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TE RŪNANGA O NGĀTI AWA

Our Staff

HALEY MCCORKINDALE

ANDREA KINGI

Board Secretary

CEO Executive Assistant

JACKIE WHAREWERA

NAEDENE STEWART

Manager Knowledge and Information

Receptionist

GLENDA STEWART

NAGHL Board Secretary

NOTI BELSHAW

Manager Identity: Language and Culture

KERI TOPPERWEIN

Consents Coordinator

PETER THOMAS

Financial Controller

BEVERLY HUGHES

Manager Policy and Strategy

MONICA MANIAPOTO

CHARLIE BLUETT

Iwi Register

Customary Fisheries

LYNSEY MARIU

BOB HUDSON

Finance Administrator

Operations Manager

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

Effectively supporting the “ achievements of iwi aspirations and

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the long term iwi vision is a key role of Te Rūnanga o Ngāti Awa.

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TE RŪNANGA O NGĀTI AWA

TE ARA POUTAMA: Guiding Principals

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.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

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Manaakitanga Caring for each other Te Kooti Rangatahi Judge Louis Bidois stated at the last review hui in October that he and the Department of Justice Youth Court were pleased with the way Kooti Rangatahi is tracking in the Mataatua District. He stated that feedback is very positive and research shows a definite drop off in offenders coming back through the youth court.

He attributes a major portion of this success to kaumātua input and the experience of coming Te Whare o Toroa (Wairaka) Marae.

Rangatahi offenders, along with their whānau support, go through a full pōhiri on kooti days, with karanga and whaikōrero. Everyone then shares a meal before the Kooti is convened for the day. Judge Bidois acknowledges the work the kaumātua do that contributes in such a positive way.

Kaumātua sit beside the judge during Kooti sittings and when asked, provide information or knowledge to the rangatahi including whakapapa links that they and their whānau may not have been aware about. They offer positive advice on life choices that may prevent re-offending and provide a kaumātua authority that may have been missing in the rangatahi’s life.

As of this year, there are 14 Kooti Rangatahi and two Pacifica Courts operating around the country. These are being added to as other districts look to establish Kooti Rangatahi for themselves.

CREATING OUR FUTURE LEADERS

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

Whānau Education Action Plans Programme

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Te Rūnanga o Ngāti Awa continues to support our future leaders by working on raising education participation and achievement. Part of this work involves a partnership between the Rūnanga and the Ministry of Education aimed at accelerating Māori educational achievement.The Whānau Education Action Plan Programme (WEAPs) was formed as a result of this partnership.The programme requires schools to collate data to track an individual student’s results and engagement with school work. The Rūnanga already had existing relationship with two local high schools from the previous year and these were reinvigorated to continue the work this year. In the past, the programme was aimed at students who were not reaching their academic achievement standards. However, this year the requirements are broad, which allows some flexibility in selecting students who are a good fit for the programme.

Each school was given the opportunity to engage and create a programme to fit their students’ achievements and support their school values. A coordinator was engaged and met with senior school staff to develop the launch held at Te Mānuka Tūtahi on June 6, 2018. The first WEAPs sessions began on June 11, 2018.

The programme continues to be valued by the high schools as a resource to reach students who are struggling. A combination of extra support and whānau engagement ensures that students continue to be motivated and focussed on their goals.

Reading Together Programme The Reading Together Programme is an extra offered by Ministry of Education offered to the Rūnanga to support our tamariki through their educational journey. It will be run through primary schools and is a tool is aimed at young learners.

Delivered through workshops, the programme engages parents and whānau to give them the tools to encourage tamariki to read.

The programme has been shown to raise children’s reading achievement in a significant and sustained manner. It also improves relationships between children and parents as well as between parents and teachers.

Caring for each other

Manaakitanga

2018 Education Scholarship Recipients TANIA KINGI Before embarking on her doctoral journey in 2017, Tania Kingi thought long and hard about the challenges it would involve.

Tania lives in Auckland but was raised in Whakatāne among her Ngāti Pukeko, Ngāti Rangataua and Ngāti Hokopū whanau. She says this fabric of strong support, which is critical for all tauira undertaking tertiary education, was beneficial to ensuring she achieved academic success.

Now, even though it means a lot of travelling she says her decision to begin her doctorate was for the best because it enables her to return home often and do it through Te Whare Wānanga o Awanuiārangi.

A former student of both the University of Auckland and Auckland University of Technology, Tania says coming home to Ngāti Awa was absolutely the right place to gain her professional doctorate, particularly because of her choice of topic - ‘Restoring Hauatanga: How hard can it be?’.

A study of traditional and contemporary disability concepts from an indigenous worldview, Tania’s choice in doctorate topic was influenced by her long career Māori development, which has included several positions working with Government. Some of her notable positions include being chief executive of Te Roopu Waiora Trust and the chair of Te Kotahi a Tāmaki, which is collaborative network of 28 marae in the Auckland region.

“

Adding to her support base, Tania says she has found extra guidance at Mataatua marae in Mangere and attends an intermediate course in Te Pokaitahi Reo at Awanuiārangi in Tamaki Makaurau, to further both a personal and professional commitment to Te Reo Māori.

… coming home to Ngāti Awa was absolutely the right place to gain my professional doctorate, particularly because of my choice of topic Restoring Hauatanga: How hard can it be?

TAKIRI TE ATA EMERY RAERINO After months of tossing up between studying management or psychology, Takiri te Ata, Nga Maihi, discovered she was able to study psychology under a commerce degree. From there her tertiary journey began.

Takiri is in her third and final year of attending Victoria University of Wellington, completing a Bachelor of Commerce with a double major in management and psychology.

Takiri’s desire to study psychology lies in her passion for mental health awareness. Her long term goals are to eventually bring her skills back to her iwi and assist her people within the mental health sector.

She says with the crisis around mental health today, it is extremely that there are more Māori professionals, who understand the needs and values of tangata whenua, in the sector.

Her desire to study commerce and management can be found in her passion to develop iwi assets such as whenua. Takiri says it is important to use our own people to develop and protect our assets from a financial.

“

My ultimate goal is to return home and be able to bring my skills to support my iwi

”

for the benefit everyone.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

However, whether it is through mental health or commerce, Takiri’s ultimate goal is to return home and be able to bring her skills to support her iwi for the benefit everyone.

”

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Manaakitanga Caring for each other 2018 Education Grant Recipient SHAYDEN BELL: RECIPIENT 2013-2017 Shayden Bell is a dentist of Ngāti Awa, Ngai Tūhoe, Tainui and Ngāti Maniapoto descent.

Shayden is born and bred in Whakatāne. During his time at Whakatāne High School, he had always aspired to study medicine at Auckland University. In his final year at school he had a conversation with a local dentist that prompted him to consider both medicine and dentistry. As dentistry is only offered at Otago University, he made the decision to move south. In his first year, he studied health sciences with the hope of being accepted in to either medicine or dentistry.

Shayden says it is a well-known fact that there are major disparities in health between Māori and Non-Māori in New Zealand. He says he learned during his first year at Otago that the same disparities exist in oral health.

Unfortunately, not much emphasis was placed on reducing the disparities in oral health in the past and it is here that he felt he had the opportunity to make a change. He had also seen the effects of this first hand, with many of his whānau having lost a number of their teeth at a relatively young age, not just to decay but also gum disease. He knew how easily this could have been remedied just by improving accessibility to dental services and also helping to educate everyone on how to improve their oral health at home.

Shayden was accepted into the dentistry programme in 2014 and says as his study progressed, found that dentistry was so rewarding.

“You really can make a huge difference to someone’s life when they come and see you. A day can range from doing simple fillings, extractions, root canals, fixing a broken tooth etc but being able to see a patient come in with a

problem or in pain and leave feeling so much better is so rewarding and at the end of the day is why I do what I do.”

Shayden graduated in 2017 with a Bachelor of Dental Surgery with distinction and is currently working in a practice in Whitianga. He looks forward to having the opportunity to come back to Whakatāne and in the long term hopes to make dentistry more accessible to people within our region.

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

Education Grants and Scholarship Distribution

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2005/2006

$81,400

2013/2014

$48,450

2006/2007

$87,600

2014/2015

$45,600

2007/2008

$78,450

2015/2016

$40,800

2008/2009

$77,200

2016/2017

$46,900

2009/2010

$99,450

2017/2018

$23,500

2010/2011

$97,750

2011/2012

$94,250

2012/2013

$59,850

$881,200

Caring for each other

Manaakitanga

2018 Education Grant Recipients STUDENT

HAPŪ

STUDY PROGRAMME

Alishia Rangiwhakawaitau Moeahu

Te Pahipoto

Darlene Fiona Lee Smith

Ngā Maihi

Iri Edith Marion Taotahi

Ngā Maihi

PhD Public Health Nga Poutoko Whakarara Oranga: Bachelor of Bicultural Social Work National Diploma in Counselling Level 6

Jaedyn Poutaiaha Hahipene

Ngā Maihi

Bachelor of Commerce

Jeanette (Jnr) Raki

Ngā Maihi

Bachelor’s Bicultural in Social Work degree

Patricia Tuihi Amoroa

Ngā Maihi

Bachelor of Humanities

Phebe Eruera

Ngā Maihi

Te Ohanaga Mataora Paetahi

Shaun Toroa Te Rire McNeil

Ngā Maihi

Bachelor of Science

Takiri te Ata Emery Raerino

Ngā Maihi

Bachelor of Commerce

Waioira Caroliene McLeod

Ngā Maihi

Bachelor of Physiotherapy

Mihi Sara Takotohiwi Moloney

Ngai Taiwhakaea

Bachelor of Medicine & Bachelor of Surgery

Reon Gage

Ngai Taiwhakaea

Diploma in Contemporary Music Performance

Billy Jo Hunia

Ngai Tamaoki

Doreen Maria Paraha

Ngai Tamaoki

Gloria Hunia

Ngai Tamaoki

Master of Science Nga Poutoko Whakarara Oranga: Bachelor of Bicultural Social Work (Level 7) year 2 Master of Social Science

Miharo Reagan Juliana Wilson

Ngai Tamaoki

Diploma of Tourism Management

Trevor Tauhe Apihai

Ngai Tamaoki

Master of Indigenous Studies

Vincent Tony Nathan

Ngai Tamaoki

Diploma in Youth and Community studies

Katy Katie Wiri

Ngai Tamawera

Master of Indigenous Studies

Haley Rose Castle-Tauroa

Ngai Te Rangihouhiri

Social Science

Hinepare Tawa

Ngai Te Rangihouhiri

Bachelor of Humanities

Aroha Leighton

Ngāti Hikakino

Conjoint Bachelor of Laws/ Bachelor of Arts

Maia Takamoana Westrupp

Ngāti Hikakino

Bachelor of Social Sciences

Melissa Rena Savage

Bachelor of Mātauranga Māori

Te Rumate Ngataria Mahutoto

Ngāti Hikakino Ngāti Hokopu ki te Hokowhitu-a-Tu Ngāti Hokopu ki te Hokowhitu-a-Tu Ngāti Hokopu ki te whare o Toroa Ngāti Hokopu ki te whare o Toroa Ngāti Maumoana

Erin Aroha Kennedy

Ngāti Pukeko

Bachelor of Commerce

Gabrielle Tarau

Ngāti Pukeko

Bachelor of Health Sciences

Julia Merania Wikeepa

Ngāti Pukeko

Bachelor of Social Sciences

Laace Shanyah Taylor Warren

Ngāti Pukeko

Bachelor of Business Analysis

Miriarangi Keita-Apireira Kapa Montana-Georgia Te Aorangi Mareroa Naomi Kararaina Te Whiwhitanga Bidois Roia Rereahu Tarake Jefferies

Ngāti Pukeko

Bachelor of Medicine and Surgery

Ngāti Pukeko

Bachelor of Applied Management

Ngāti Pukeko

Bachelor of Laws

Ngāti Pukeko

Bachelor of Dental Surgery

Sharnah Olliver

Ngāti Pukeko

Bachelor of Health Sciences Māori Nursing

Courtney Leone Taumata Sullivan Maia-Danielle Wharewera-Ballard Nyal Perry Tanara Stewart-Seal Vicky Joanne Alison Lawson

Bachelor of Medicine and Surgery Bachelors of Fine Arts Bachelor of Arts Doctor of Philosophy in Māori Studies Te Tohu Paetahi Ako - Bachelor of Education TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

17

Manaakitanga Caring for each other 2018 Education Grant Recipents continued…

Tamatha-Kaye Erin Paul

Ngāti Pukeko

Tania Kingi

Ngāti Pukeko

Aroha Tihi

Ngāti Rangataua

Bachelor of Arts Professional Doctorate Indigenous development and advancement Bachelor of Business Analysis

Astrid Moana Norman

Te Kahupaake

Bachelor of Sport Management

Avary Christina Patutama

Te Kahupaake

BCom/LLB(Hons)

Te Rahui Manaia Tunua

Te Kahupaake

Bachelor of Engineering (Hons)

Erina Daley McDonnell

Te Pahipoto

Bachelor of Physiotherapy

Maia Eruera

Te Pahipoto

BCom

Makarita Marilyn McDonnell

Te Pahipoto

Bachelor of Medicine and Bachelor of Surgery (MbChB)

Martin Lewis TeAoKahurangi Niao

Te Pahipoto

Bachelor of Business Management

Melissa Arlene Pine Hunia

Te Pahipoto

Bachelor of Laws

Rian Rangipaeroa Sanerive

Te Pahipoto

Bachelor of Science

Samantha Te Kahurangi Grace Sidney-Rei Te Maungarongo Stoneham Lindsey Wirangi

Te Pahipoto

Bachelor of Medicine and Bachelor of Surgery

Te Pahipoto

Bachelor of Business Analysis

Te Patuwai

Barbering

Meremaihi Sharleen Mahutoto

Te Patuwai

Master of Applied Data Science

Moana Rangiaho

Te Patuwai

Bachelor in Primary Teaching

Tracey Leanne Takuira

Te Patuwai

Doctor of Philosophy (PhD)

Wharengaro Ruha

Te Patuwai

Bachelor of Engineering (Hons)

Naomi Rangikeno Palmer

Te Tāwera

Pirihita Sheila Tuau

Te Tāwera

Diploma of Secondary Teaching Te Tohu Paetahi Poutoko Whakarara Bachelor of Bicultural Social Work

Levels of Study TOTAL NUMBERS

4

PHD | TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

(7 years)

18

5

Masters

44

(5 years)

1

Post Graduate (4 years)

Bachelors Degree

Places of Study

(3 years)

5

Diploma & Certificates (6mths - 2 years)

TOTAL NUMBERS

16 WĀNANGA

4 OTHER

2 POLYTECHNIC

37 UNIVERSITY

TE RŪNANGA O NGĀTI AWA

Caring for each other

Manaakitanga

Te Waipuketanga Ngāti Awa have experienced many natural disasters over the years which have shaped the way we interact and engage with each other in times of need. Through floods, landslides and earthquakes Ngāti Awa have found a resilience that some communities may struggle to overcome. One such instance is the Te Patutātahi (Edgecumbe) floods which physically changed the community and caused immense grief and trauma to residents. Homes were lost, whānau were displaced and the sense of hopelessness was felt amongst the community.

e dured th who en sist with whānau s and as s. es from t agencie perienc mmunitie an ex co lev of d re on nce for r localtise collecti views from a ment fo ide guida ns, inter created manage to prov eractio y is en int e nc h be os ge s rp er it ha ess, throug t to em s. Its pu nd proc nvased This toolk 17 flood s relevan yoral fu tions ca i, Flood mbe 20 ocesse observa as the Ma Board hu Edgecu aking pr mary of es such munity cision-m ts a sum perienc iki Com future de Rangita represen lating to key ex ct, ion at oje Pr re orm ps. ho actions The inf Housing er ks y or int nc l tW rsona Emerge gemen and pe kainga ity Enga au Papa takitini Commun Kokohin he toa any. rts and engari, at of m se Effo , but th takitahi, Respon warrior i te toa a gle to sin ku a that of Ehara ta t no is gth My stren

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ACTION cover is good tential worse 2 – Mak l & Manm u need EN ce ACTION at all po sters? Natura ur policy if yo insuran EMERG 3 – Look disa on yo SE OF ACTION r all potential au member to s (IN CA nter ān d fo ānau we e all re e a wh covere lf. m ag wh ur ha at Na 4– enco ur be was th rity o au and ACTION to liaise on yo . be Flood es with majo ur whān ne ve both m gecum ing with yo someo rs to ha in the Ed t from their ho ey were wear 6 – Talk e owne r issue IT ked ou thing th urers an ACTION ents and hom A majo N&K d and loc llet and the clo contacting Ins nt A te L co ua P rs lic ve ha evac CY when as drive ld one, wa N rd ch ph E ha su a y all G g rs ER it reall mbe havin t with ts shou ne rtant nu connec is made y contac e so t AU EM ver no te and them. Th for MSD. Impo d emergenc e. Howe evacua the hom WHAN rs an ring ile phon ied where to selftside of numbe registe re able via mob s here ou entif policy t school somew ānau we house quickly they id mbers, e . os or wh nu er re m t ud he os wh gh bers in ’ M ll eir ou anyw the clo nt num plan wi rs of th ncy Plan te all th held in ytime – b importa membe tual ‘Emerge tion was. No open. A old ssed, an au mem ent of re still ac be acce y whān useh docum int loca ols we had an stworth Keep a ting po ea, pre-scho d ensure all ho – tru ee 1 a m th e ther ACTION cloud or wi uated. in the ar els down an th d ac wi se ev e e if th go had clo ep stress lev d shar file on ere to plan an mation ke know wh gency help to or d emer rs would e this inf usehol s, shar membe te a ho haeve kid 1 – Crea rs, if yoinu th ON .

TI rs be ia s/care AC ed t au mem alreMsc hool s a lo Soci/p all whānn onho ioe sc olia also ha ssible. rm thatth ed infowi cial M rified if po d seek at So be ve line an aware th ld on ou o e sh read y. ** B N 3 –G ACTIO emergenc formation of l in event and al inions when of op ceived ents re this y paym to repay erty (a genc d op er ha pr e em th y eir they after e to th to repa for some, ect ntres u had damag conn re ce ely d no ce to y welfa whāna fortunat ey ha genc 1 of 2 a chan yments.

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HĀN u be owledg volunt came in man ACTIO ha is re u clos e ackn whāna of ED W Many T here ko givers wer a host ha rs whāna C w Ko ith E . ch ep w embe ha g ke AFF e. groups approa ct all m of livin that ko

1

Te Rūnanga o Ngāti Awa with the support of Te Puni Kōkiri formed the project Kairuruku o Patutatahi. This project produced a toolkit that can be used after disasters to ensure that whānau can find the support they need and be prepared for disasters. The toolkit has been created from a collection of experiences from whānau who endured the Edgecumbe floods.

The toolkit represents a summary of observations canvased through interactions, interviews and personal interactions such as community engagement workshops.

IF Y ID E N T

IN S U R

2

ANCE

PLAN

G TA O N

The workshops were delivered to whānau affected by the floods and included:

A

MB IC E N U

ERS

• Maara Kai - Re-establishing your vegetable gardens post flood

3

• How to concrete • DIY safely • Kaumātua - Community Planning Workshop with Peter Kenyon • Rangatahi Development Programme with Mr G / Toi o Patutaatahi • Financial Home owner skills and knowhow • How to Hang a Gate - Fencing

ON RESP 1

4

REG

SE

3

IN S U

R IS T E

RANC

E

4

2

MU

ROA BE P

C

T IV E

3

VE RECO

1

While Te Patutatahi is still recovering these tools and resources are designed to support the recovery of the community and whānau. Copies of the toolkit are available on our website.

M CO M

U N IC

RY

CE

ISTEN

PERS

N AT IO

OR

TER F

REGIS

2

P O S IT S TAY

4

5

IV E

SEEK

mod S BY sponse le in re be eferab bilities. should rlier, pr s and re capa lable ea centre well as futu ai n av tio as acua ve a ve been efforts ficial ev ould ha any ould ha d as of to response they sh bmit how m ors sh ise s, at re gn ig n as nt su Nav be reco contributio ners w tion ce re you can r meow should evacua he for ho for thei Marae line w at the ns ed on sk er dg or de nc le d n co e res an stratio acknow major nt gi Th e t re ce th contac e evac had no one of should SPCA er at th ur home as hānau ce eith yo ster, w presen have at a disa ges. s you r after animal nau pets. unclea mixed messa be hā n w ng s ca their e getti essage rgo m they ar Emba uncil if nce Co Insura

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n fe inated rency and posing, positio t that will af co-ord in the gs of im transpa justmen ation, feelin selves ensure ing ad n d them lig nau fin ve a huge liv elings of ob they ca so . t cy If whā en ha fe iva ev des ed to e, no pr AP after an is inclu prepar routin AS nau. Th ge of pages n. the whā ding, chan ok ow Facebo informatio overcr make nt should importa Council curacy of l ac contro

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

Other activities in this project were one on one whānau support, Budgeting support, advocacy for whānau with agencies eg Insurance, WINZ, Whakatāne District Council as well as participating in the community activites ie America’s Cup Parade, Kōtahitanga etc.

CO M

T IO N N IC A

19

TE RŪNANGA O NGĀTI AWA

Kaitiakitanga

Guardianship for future generations

CUSTOMARY FISHERIES

Ōhiwa Harbour

Freshwater Fisheries

A project aimed at the rejuvenation of the Ōhiwa Harbour Mussel beds has begun.

Longfin and shortfin tuna are our taonga species.

Iwi around the harbour have employed Dr Kura Paul-Burke, Ngai Tamapare, and her husband Joe, to conduct an experiment aimed at addressing the issue of starfish predating on the mussel. The proposal is to construct and place steel mesh and traditionally constructed cages around the old mussel beds in the harbour.

The hope is the experimental cages will protect adult mussels from the starfish and allow the production of spat. Spat lines constructed utilising different material like harakeke, nylon and standard material will be situated close by to see which line collects the most spat.

If the cages and spat lines work, the next step will be to seed the juvenile mussels in the old beds to revive them.

The experiment will run for 12 months with the cage areas and spat lines to be clearly marked around the harbour. Extensive advertising also will be employed to advise the public.

After that, if the spat experiment works, divers will be engaged to cull starfish to give the young mussels every opportunity to take hold in the beds.

This method isn’t fool-proof but if something isn’t done now there is a likelihood that there won’t be any harbour mussel left for the future.

Ōhiwa Harbour Rohe Moana Talks have begun with accompanying iwi to gazette Ōhiwa Harbour to be a rohe moana. Once the gazette process is completed, the rohe moana kaitiaki will look to establish a Mataitai in the harbour to sustainably manage the fishery within the area.

Ngāti Awa Mahinga Mataitai In May this year, we received news from the Government that we were successful in our “Te Rae ō Kohi Mahinga Mataitai” gazette application.

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

The gazetting of this area is a result of many years of fighting for our rights to sustainably manage our fishery within our Rohe Moana and to utilise the customary rights provided under the Kaimoana Regulations.

20

We had applied to Mataitai the water immediately surrounding the Rurima and Moutohorā Islands as well. However, this application needs more consultation to get through and we are currently working through these with Ministry of Primary Industries.

We have been fielding concerns on the health of the tuna fishery in the Rangitaiki River. In response we have instigated the following things to mitigate the concerns.

Iwi Collective Partnership (ICP) have shelved most, if not all, of their māori tuna fishing quota. Shelving of the quota means tonnes of tuna will not be extracted nationally for a set period. This will help to enhance the national tuna population but the effect may not be felt immediately on the local scene.

Locally, we are working proactively with iwi along the Rangitaiki to gazette the river to be a Rohe Awa. When the rohe awa is completed we will then work to gazette a mataitai over fishing areas of the river special to the iwi.

The dams are a major contributor to the mortality of the tuna in the Rangitaiki. However, they are working proactively to get better fish passages installed into their systems.

Commercial fishers, as part of the Tuna Group, are doing their bit as well.

Recently, quota allocations in our FMA have been reduced to reflect the current stock status. It’s in commercial’s best interest to contribute to the rebuild and they have openly shared their fishery methods and areas with us.

Guardianship for future generations

TE RŪNANGA O NGĀTI AWA

Kaitiakitanga

Pātaka Kai With the continued support of Moana NZ, who we utilise to trade our commercial fish quota, we have distributed 1300kgs of fish fillets to tangihanga on marae in Ngāti Awa. We also distributed 1950kgs of meat sourced from cull stock from our Ngāti Awa Dairy Farms to the marae. Going forward with

our pātaka fish, we are looking to develop a system utilising the kaimoana regulations to allow us to use commercial boats to catch fish. Under this plan, we will also utilise our customary permits and store the commercially caught fish in a cool store ready for distribution when required.

Water that comes out of the ground and from the clouds above, that includes the oceans and seas, the rivers, streams and tributaries, the lakes and wetlands, the springs, geothermal fluids and aquifers both above and below ground, is of vital importance in sustaining the life principle of all human beings in the past, for the present and in the future.

Mataatua Declaration on Water.

”

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

“

If we are successful in developing this method we should then be able to expand the pātaka distribution to other iwi events not currently able to access pātaka fish.

21

TE RŪNANGA O NGĀTI AWA

Kaitiakitanga

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

Tū atu, tū mai

22

A meet-and-greet was held at Te Rūnanga o Ngāti Awa offices with external agencies, consultants, and Whakatāne District Council to fostering engagement. There was two purposes for the hui. Firstly, to introduce newly appointed consent coordinator Keri Topperwien to stakeholders. And secondly, the Rūnanga was able to promote the invaluable cultural and historical knowledge that it contributes to decision making, planning processes and improved environmental outcomes. Feedback was very positive with attendees appreciating the opportunity to meet kanohi ki te kanohi with Rūnanga staff, network with one another and learn more about our process and practice to help facilitate improved engagement with the Rūnanga in the future.

Guardianship for future generations

Archaeological, Discovery Protocol and Cultural Monitoring Induction The Rūnanga hosted an induction to bring together contractors, council staff, archaeologists Lynda Walter and cultural monitor Eula Toko. The induction was an opportunity to promote the importance of process and cooperation between parties concerning earthworks in areas of cultural and historical significance.

Lynda spoke about requirements of Heritage NZ, which included her outlining her role when commissioned to a site and highlighted the importance of imposing the Ngāti Awa Discovery Protocol as a consent condition on earthwork resource consents. Former Environment Manager Bev Hughes talked about the Rūnanga process for deploying the discovery protocol and the role of appointing a cultural monitor in some situations. Eula spoke about her role as a cultural monitor in the Kōpeopeo works.

Site Visit – Trustpower Dam, Matahina Trustpower propose to carry out some repair work to the dewatering gate at the Matahina Dam. As part of iwi and hapū engagement, the Rūnanga, representatives from Ngāti Awa hapū and members of the Rangitaiki Hapū Coalition were invited to attend a site visit. This was a good example of early and effective engagement. It gave an opportunity to learn more about the proposed activity and ask questions. More importantly, it also presented an opportunity for us to provide practical recommendations early in the planning phase based on cultural and historical knowledge of the area, river and aquatic life. While this helped Trustpower adjust some of the intentions, including timing of the proposed discharge outside of white baiting season, the contributions from our uri provided the Rūnanga with invaluable information to help shape our formal response.

Guardianship for future generations

TE RŪNANGA O NGĀTI AWA

Kaitiakitanga

ZERO CARBON BILL – TE RŪNANGA O NGĀTI AWA SUBMISSION The Rūnanga supports the Zero Carbon Bill proposed by the Ministry of Environment. The Bill is an opportunity for Aotearoa to demonstrate that we are serious about achieving carbon neutrality by 2050 and we are committed to our obligations under the Paris Agreement. The Rūnanaga made a submission to the process and asserted the Bill must acknowledge the current impacts of climate change on Māori including housing, fuel costs, land use, environmental health impacts and other issues. It must also plan for a transition to improve the emission profile of Aotearoa in a fair and responsible way that minimises the adverse social, cultural and economic impacts of change. The submission continued that the Bill should be underpinned by the principles of fairness, inclusivity, responsiveness and the Treaty of Waitangi to support those communities that are disproportionately affected.

RESOURCE CONSENT ASSESSMENTS 2 Subdivision 3 Archaelogical Authority

30 Earthwork

Air 2 Discharge 5 Water take 26

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

11 Projects

Submissions 5

23

TE RŪNANGA O NGĀTI AWA

Kaitiakitanga

Guardianship for future generations

Bioremediation Report The Kōpeopeo Bioremediation Project was formed through the tireless efforts of Sawmill Workers Against Poisons advocate Joe Harawira QSM and a team of dedicated volunteers, who supported and kept this project moving forward. Acknowledgement should also be mentioned to those many volunteers and various community members who are still working and monitoring the project in its current state.

Contaminants were discharged into the Kōpeopeo Canal from the Pinex Sawmill, which operated between 1950 and 1989. This resulted in high concentrations of dioxins within canal sediments, posing a health risk to the community through contact and the eating of tuna from the canal.

The bioremediation project involves the removal of sediment, contaminated by dioxins, from a 5 kilometre section of the Kōpeopeo Canal and disposal at identified containment sites. Following a period of settling and drying, the sediment is bioremediated using techniques developed specifically for this project in the Te Ohu Mō Papatūānuku Bioremediation Trials. Bioremediation will use a combination of fungi, bacteria and fast growing plants to effectively alter the chemical composition of the contaminants with the aim of rendering the material harmless.

Part of Ngāti Awa presence at the remediation site is a Cultural Monitor, who records if any kōiwi (bones) or taonga (artefacts) are dredged up during the removal of sediment from the canal.

The process being used to record the observations on the shakers is monitored every hour and the materials detected are recorded, as indicated in the table below: Material

1st hour

2nd hour

5%

5%

0

0

Sandy sediment

10%

7%

0

0

Bone fragment

2%

1%

0

0

Rubbish

2%

2%

0

0

Fish species

1%

1%

0

0

50%

50%

0

0

Pumice/gravel >3cm

5%

2%

0

0

Woody debris >3cm

20%

30%

0

0

0

0

0

0

5%

2%

0

0

0

0

0

0

Gravel

Pumice

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

Weed

24

Woody debris Large stones

3rd hour

4th hour

The chart is based on the average percentages for each week as recorded by the cultural monitor.

Additionally, now that the dredger is further away, the flushing and material must travel a great distance. This means it can take up to 20 minutes to half an hour to reach the plant.

The Cultural Monitor is contracted to find koiwi and taonga, however she must also document what else is moving over the shakers to give a broader view on what is being observed. This is an ongoing project that Ngāti Awa will be involved in until the desired outcome is achieved.

To date, there have been a few animal bones and other items discovered but nothing confirmed by the cultural monitor or archaeologist as culturally significant. A process was implemented to ensure all operations meet the guidelines and protocols instituted by the project team and plant operators. A key part of operations has been to ensure the on-site discovery protocol is aligned with the Ngāti Awa Discovery Protocol and Bay of Plenty Regional Council Discovery Protocol.

It is worth noting that while the Cultural Monitor is contracted to the regional council, she is also monitoring the impacts on Ngāti Awa.

Guardianship for future generations

TE RŪNANGA O NGĀTI AWA

Kaitiakitanga

Tiakina tō tātau wai Rangitāiki River Forum

The Rangitāiki River Forum is a partnership between iwi, Bay of Plenty Regional Council (Regional Council) and Whakatāne District Council (WDC).

The Forum includes representatives of Ngāti Whare, Ngāti Manawa, Ngāti Awa and Tūwharetoa ki Kawerau, who collectively share an interest in the Rangitaiki River.

The Forum held its first meeting in May, 2012 and aims to protect and enhance the health and well-being of the Rangitāiki River and its resources to benefit present and future generations. Its first task is to develop the Rangitāiki River Document, which sets out broad principles to achieve this. Some of the activities that Ngāti Awa are participating in through the Forum are; • Rangitāiki Catchment programme – co-ordinate Regional Council work, including work required for Te Ara Whānui o Rangitāiki – Pathways of the Rangitāiki to deliver on community expectations.

• Rangitāiki River Forum workshops – These workshops were provided for so there is a clear understanding of the collective activity in achieving the objectives of Te Ara Whānui o Rangitāiki

• Rangitāiki Integrated Catchment Programme Annual Work Plan 2017/2018 – Outlines the progress of work in the Rangitāiki catchment by the three Councils on the Rangitāiki River Forum – Taupō and Whakatāne District Councils as well as Regional Council • Freshwater Futures and Freshwater Improvements Ngāti Awa has had a solid presence in this Forum and we intend to stay and protect our waters for as long as it takes. This is just a small, but important, snapshot of the activities.

Tarawera River Forum With a deep connection to the Tarawera River, Ngāti Awa had concerns about the environmental effects of mills along the tributary and needed to maintain a presence on the Tarawera River forum.

The Tarawera River Forum is made up of iwi representatives, Carter Holt Harvey Paper and Packaging as well as Norske Skog.

The iwi represented are Ngāti Awa, Tūwharetoa ki Kawerau and Ngāti Rangitihi.

• Tarawera cut extension - Wetlands restoration project along the river. It includes pest plant control programme.

• Te Wai Koroahau ō Tihori - small restoration initiative on the true right of the river downstream of the EdgecumbeMatata highway. Weed control and releasing of this planting is ongoing.

• Matuku Wildlife Management Reserve operations within the planting area at Matuku.

Restoration

• Inanga Habitat Enhancement and Raupo Planting Trials.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

In 2016, a Tarawera River Restoration and Enhancement Implementation and scoping project was established as part of the Forum’s activities. A Memorandum of Understanding was agreed to and the key aim of the group was to enhance the environs of the Lower Tarawera River, primarily downstream of the water discharge from the Carter Holt Harvey and Norske Skog Tasman mills. This memorandum is from May 2016 to June 2019. Several projects along the lower Tarawera River are underway and more are in the development phase. Some of the projects that have come the memorandum are;

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| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

Ngāti Awatanga

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Our language and culture

TAIOHI LEADERSHIP

MARAE WORKSHOPS

RAUTAKI REO

The Taiohi Leadership pilot programme was launched on 29 July 2017. The Pilot looked at providing a programme for between 8 to 10 taiohi from the ages of 15 to 17 years. Those selected had various backgrounds with all having at least one talent. Three lived out of town and travelled from Auckland, Rotorua and Tauranga. Some of the activities were as follows; 1 The focus of the first workshop was endurance, fitness and getting to know each other. What better place for this to take place then on top Ngāti Awa’s most significant cultural icon, Pūtauaki Maunga.

2 The production and performance of a Ngāti Awa pūrākau was the topic for August’s workshop.

Being behind and in front of the camera, pro-ducing narrative, editing it and learning about sound and lightning are some the experiences we provided our taiohi.

3 On September 30, the kaupapa for the taiohi was on information and technology and they built their own photo booth. They also learned about componentry and coding.

4 On completion of the programme in January 2018, an evaluation and review was completed by the taiohi to help with future planning.

Students from 2017 Leadership Programme awarded certificates were: • Anais Magner ō Ngāti Hokopū.

• Jerome Mika ō Ngāti Hokopū ki te Hokowhitu.

• Te Awanui Te Ramapiupiu ō Ngā Maihi.

• Waikāmihi Lambert ō Ngāi Tamawera, Te Pahipoto, Te Tāwera • Ranapia Keepa-Ratahi nō Ngāti Hokopū ki te Hokowhitu me Ngāti Hikakino.

• Harete Burnett ō Ngāi Tamapare

Monthly marae workshops are run to support marae in their activities. All Marae Workshop are advertised on our website. Some of the workshops are as follows: • Funding available.

• Marae Development Plan.

• Marae Charters.

• Caring for your taonga.

• Tailoring your Marae Charter.

• How to research whakapapa.

• Marae Health and Safety.

• Latest tax changes for marae.

Provide support for marae to achieve their aspirations.

CREATIVE REO/ AUAHATANGA WĀNANGA – Identify

pathways for learning te reo On September 16, 2018, during ‘Te Wiki o te Reo’, the Rūnanga, launched creative reo wānanga, where a series of one-day wānanga ran from September 2017 until June 2018. The intention is to provide a creative and safe domain or bubble to build the confidence and capacity to speak te reo Māori. Tutelage in te reo is provided for aspiring writers, artist and composers by three Ngāti Awa kaiako. Each wānanga commences with a kōrero on various places of cultural significance provided by our pūkenga then the participants produce either writings, drawings or song on of the sites discussed.

The first Auahatanga wānanga was run at Te Mānuka Tūtahi Marae on 16 September 2017. More than 28 people enrolled. The number of enrolments exceeded the places on offer. Work is underway to compile the outputs created from the wānanga into a resource that can be shared with the iwi.

We have implemented some new activities already such as the Whaikōrero and Auahatanga Wānanga. Enrolments, participation and feedback tells us that these are things that our people are interested in and are helpful for developing their reo, tikanga, kawa and tuhituhi.

The wānanga will be reviewed and evaluated once they are completed.

WHAIKŌRERO WĀNANGA - Paetapu

status resurged and regenerated to a sustainable level – knowledge transmission The emphasis of these wānanga is succession planning and supporting marae to grow the capacity of their paetapu. The wānanga focus on building the capacity of our reo rangatira and therefore all instruction is in te reo. Enrolments exceeded the number of places available. Feedback advised us that those still learning te reo found it challenging but rewarding. A review will be undertaken to investigate establishing these wānanga on an annual basis.

KUIA HARVEST WĀNANGA Approximately 50 people attended the Manu Kuia Harvest Wānanga at Te Mānuka Tūtahi Marae, Whakatāne on November 11. The purpose of the wānanga was to provide an opportunity to hear and learn from kaumātua and Pou Nanao (Ngāti Awa Manu Kuia experienced harvest practitioners) The actual Kuia Harvest took place 28 November 2017, 25 hapū members participated.

Our language and culture

Ngāti Awatanga

Te Pūtake ō Te Riri TE KŪPENGA COMMEMORATION 2017 It has taken many months and laborious hours of planning, traveling, organising and educating to arrive at the point of delivering the 152nd commemoration of Te Kūpenga a Taramainuku Pā this year. Te Kūpenga Heritage committee was a grass-roots local initiative that emerged as a result of various commemorative events held during 2013-2015. The events commemorated the “New Zealand Wars” or the “Māori Wars” of the 1860s. Rangiriri, Ruapekapeka and Ōrakau were among those events supported by members of Ngāti Awa, many who went on to form Te Kūpenga Heritage Committee and Te Kura Wānanga o Te Kūpenga a Taramainuku.

Te Kūpenga Heritage Committee’s aim was to transform the current perception of Te Kūpenga from one of loss and despair, to empowerment and perseverance. The plan was to achieve this positive transformation through honouring our ancestors, uniting people and educating our people and our nation.This year’s commemoration was successful in bringing whānau, hapū, communities and iwi together. Many kōhanga reo, primary and secondary schools came along and plenty were even inspired to dress in theme. It was great to see such a variety of beautiful kākahu, old and new, being

worn with great pride by many old and young. It was also great to see people of all ages and from various backgrounds and cultures together participating in such a significant and historical event.

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Our first goal this year was to approach the Te Ahi Kaa Committee, who coordinate the Ko Ngāti Awa te Toki festival short. This important kapa haka event is held biannually during Labour weekend. We were very fortunate to be able to bring our two major events - Te Toki and the commemoration of Te

•

•

Kūpenga - together this year at the site of Te Kūpenga. The commemoration of Te Kūpenga was held over the 19th and 20th of October and Te Toki performances rolled straight into the days that followed on the 21st and 22nd of October.

Our Pou Te Kura Wānanga held training sessions in preparation of the day.

Working on giving Te Kūpenga its own identity and a day to commemorate.

VIKKI PAUL - Te Kupenga Heritage Committee.

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Ngāti Awatanga

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Our language and culture

Ngāti Awatanga Our language and culture

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Ngāti Awatanga

Our language and culture

TE MĀNUKA TŪTAHI

THE HOUSE THAT CAME HOME One of the things that differentiates Te Mānuka Tūtahi from

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

other cultural tourism products, is that it is not actually a

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cultural tourism product. First and foremost, Te Mānuka Tūtahi is a revered cultural icon; a living, breathing Iwi treasure where our Iwi - Ngāti Awa - gather to celebrate and perpetuate the gifts handed to us from our ancestors, and share them proudly with the world.

Our language and culture

With this at the forefront of everything we do, Te Mānuka Tūtahi continues to build a positive profile in the tourism industry and as it’s popularity grows so does the need for processes and systems that support the delivery of a unique world class Ngāti Awa experience.

In the past year we have updated our Information Technology systems to meet the increase in foot traffic, successfully host a number of significant events during the year and make our operations more efficient.

We have also reviewed and updated our booking and sale systems to create a seamless experience for customers and enable us to accurately and efficiently capture data and information for accounting and planning purposes. The ongoing improvement to our systems and processes is necessary to accommodate and facilitate growth for Te Mānuka Tūtahi.

Ngāti Awatanga

One key event we hosted was the national Iwi Chairs Forum in August 2017, with some iwi leaders being first time visitors to Whakatāne. This event received national coverage and over 60 iwi were represented.

There have also been some significant positive gains made through the marketing and branding led by William Stewart. A substantial amount of work has been invested in relationship building with major trades operators and this is key for the commercial success of Te Mānuka Tūtahi.

Some of the major international trade operators that have visited and confirmed tours with Te Mānuka Tūtahi are Bill Peach Journeys (USA), ANZ Nature Tours (various countries), Tour East (India), and Rustic Pathways (USA).

Nationally, Te Mānuka Tūtahi has successfully hosted trade delegations of Tourism New Zealand on various occasions and we have featured in various promotions led by the national tourism body of Aotearoa. A unique part of our offering is our cultural authenticity, and staff continually strive to deliver an experience based on the tikanga and kawa of Ngāti Awa. Te Mānuka Tūtahi was successful in achieving a Silver award status under Qualmark NZ. This status recognises that Te Mānuka Tūtahi has been independently validated as a quality tourism business and provides instant recognition for customers that we will deliver a quality experience. The Evaluation report received from Qualmark NZ was very favourable and we are looking forward to implementing some of their suggestions to continually improve, and gain Gold status.

Overall, the past year has seen some important gains in terms of trade arrangements and improving the delivery of our services and products. In the next year, we will be focussing on delivering the Ngāti Awa Tourism strategy, and maintaining our authentic Ngāti Awa experience.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

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NGĀTI AWA GROUP HOLDINGS LTD

Chairman’s Report

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

The directors of Ngāti Awa Group Holdings Limited and Ngāti Awa Asset Holdings Limited (together jointly referred to in this report as the “Commercial Group”) are pleased to be able to report on the Commercial Group’s best financial performance since being established following the settlement of our Tiriti o Waitangi claim in 2005. A net surplus of $9.6m was achieved reflecting a Return on Assets of 8%. The Chief Executive reports more fully on the specific accomplishments leading to this result.

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From the board’s point of view this success has been accomplished by ensuring a focus is maintained on the Commercial Group’s strategic priorities, and the activities set out in the annual plan, both of which have been agreed with Te Rūnanga o Ngāti Awa (“Rūnanga”). These priorities have been: • A Principled Operating Culture; • Outstanding People, Systems and Processes; • Prudent Financial Management; • A High Performing Diversified Portfolio; and, • Smart Effective Alliances.

These strategic priorities have been in place for 3 years and are predicated on the strategic direction of Te Rūnanga o Ngāti Awa, Te Ara Poutama o Ngāti Awa.

After reviewing our progress over the past three years, the board is satisfied we have made sufficient progress such that a review of our strategic priorities is warranted. This progress has built on the successful purchase of White Island Tours last year and is reflected in your Commercial Group’s involvement in both Matai Pacific Iwi Collective Ltd and Te Pūia Tāpapa Fund; the series of Hapū Information Consultative hui; and another “clean” financial audit achieved expediously.

The Matai Pacific Iwi Collective fits with two of our strategic priorities: smart effective alliances and a high performing diversified portfolio.

It also supports your board’s desire to focus on cash generating opportunities. The Collective is a

TE RŪNANGA O NGĀTI AWA

joint venture between us, Te Arawa Group Holdings Ltd and Rotoma No.1 Incorporated. The Matai Pacific Kiwifruit orchards were purchased as a going concern (a hundred hectare kiwifruit enterprise consisting of three separate orchards), and is the largest single kiwifruit orchard purchase to occur in New Zealand.

Such a purchase has enabled scale and immediate cash returns which supports the achievement of our strategic goals.

Te Puia Tāpapa is a joint venture involving 26 Iwi and Māori entities and establishes the first scaled Iwi/ Māori direct investment fund. It has $115.5m available for co-investment in large-scale New Zealand businesses and assets. Iwi and Māori involved include entities located in Nelson-Marlborough, lower North Island, Taranaki, Waikato, Hauraki, Taupō along with us and other iwi.

Te Puia Tāpapa is a preferred partner of NZ Super Fund and has been established to participate in opportunities of a national scale such as an infrastructure project, for example, a toll road.

We have started the review and are focused on developing training and employment opportunities for Ngāti Awa members as a priority.

We are also seeking to introduce Sustainable/Impact Investing into our Strategic Goals.

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Representatives of the Rūnanga have participated directly in this process to date and while we are only part way through our review, when completed our proposed list of revised strategic priorities will be presented to the Rūnanga for its consideration and approval.

It goes without saying that much of our success in achieving this financial year’s excellent result is due in no small part to our management team. The board takes this opportunity to record our sincere thanks.

On behalf of the board I take this opportunity to thank Ngāti Awa for entrusting the directors with the guardianship of the commercial assets of Ngāti Awa. It is a responsibility we all undertake with due care and respect.

I also take the opportunity to thank my fellow directors for their dedication and professionalism throughout the year. Through their own specific experience and expertise they have unquestionably enhanced your board’s deliberations.

On behalf of the board we farewell Gina O’Brien who is retiring from the Commercial Group. Gina has been actively involved as a Director since 2014 and has always made an important contribution to our discussions. We wish Gina all the very best for the future.

Naaku noa,

B Paul Quinn CHAIRMAN, NGĀTI AWA GROUP HOLDINGS LIMITED

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

During the year a series of information hui were convened in Whakatāne, Pōneke and Tāmaki Makaurau. These were well attended particularly the Tāmaki Makaurau hui. The hui provided information on our commercial performance to date and sought feedback on the proposed future direction of the Commercial Group. This feedback has assisted greatly to determine the way forward and the review of the Commercial Group’s strategic priorities noted earlier in this report.

“

On behalf of the board I take this opportunity to thank Ngāti Awa for entrusting the directors with the guardianship of the commercial assets of Ngāti Awa. It is a responsibility we all undertake with due care and respect.

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NGĀTI AWA GROUP HOLDINGS LTD

Chief Executive’s Report

Tēnā koutou katoa It is pleasing to once again report on a very positive year for Te Rūnanga o Ngāti Awa commercial arm, Ngāti Awa Group Holdings (NAGHL). Our focus has remained on the following key areas to achieve commercial and cultural outcomes.

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

Improving our Earnings

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The commercial group net surplus was $9.6m for the year, up 101 percent on last year’s result of $4.8m. The significant improvement was a mixture of non-cash revaluation gains in forestry land and Matai Pacific orchard, progresses in farming and financial investment returns, and the addition of White Island Tours to the group.

Commercial group assets increased to $127.8m from $118.8m last year. This reflects a Return on Assets (RoA) of 8 percent, compared to 4 percent last year and an average of 5 percent over the past three years. Net Assets increased $8.9m to $94m, a Return on Equity (RoE) of 11 percent, compared to an average RoE of 6.3 percent over the past three years.

Developing Underperforming Assets Options for the old Army Hall site on Whakatāne waterfront are progressing in partnership with local hāpu and rūnanga representatives.

PriceWaterhouseCoopers research concluded the best solution was a refurbishment of the existing building, with a focus on developing a Tourism Hub on the site to support our investments in tourism assets in the area. Concept designs for the refurbishment are being prepared and will be considered by the Te Kāhui Kaumātua o Ngāti Awa. While there is a long way to go, we are hopeful the new Tourism Hub building will be open for the 2019 / 2020 summer season.

Investigating New Investment Opportunities Operating a marine based tourism business, White Island Tours, is dependent on the weather and sea conditions. After undertaking

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research on the best solutions to the challenge, we have made a decision to invest in a new, purpose built foiling catamaran to help deliver our growth plans. The vessel is expected to allow us to sail three weeks more than present. Named Te Puia Whakaari, we expect delivery of this exciting new part of our future in April 2019.

Earlier this year the opportunity arose to acquire Matai Pacific Kiwifruit orchards in partnership with Te Arawa Group and Rotoma No.1.

The orchards were established and provided strong cash-flows with potential for further conversion of Green to Gold.

The Government’s Provincial Growth Fund has significant potential for the Eastern Bay of Plenty. Focussing on job creation, regional economic growth, education, training and reducing our carbon footprint the Provincial Growth Fund has created scope for us to investigate exciting new opportunities to create sustainable employment in our rohe. We have submitted four projects for consideration by the Provincial Growth Fund, and are working closely with the Whakatāne District Council on their wharf replacement project.

Kaitiakitanga

Our focus on the dry-stock farm, Ngāti Awa Farm, has concentrated on providing drinking water. Adding

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new pumps and water storage tanks on hilltops have meant we are able to introduce stock water troughs to over 100ha in the past two years. This year our investment in stock water has allowed us to fence off a further 1.1 kilometres of natural waterways, feeding into Ōhiwa Harbour.

White Island Tours have added filtered drinking water tanks to all our vessels, allowing us to remove over 16,000 single use plastic water bottles from the tour lunch. This is a hugely positive for the environment, and appropriate given our position on water bottling in the region.

Health and Safety Our focus remains on ensuring all our employees, contractors and visitors return home safety every day. This year has seen further changes in legislation regarding hazardous materials, and in particular asbestos. In total, the Rūnanga group owns 93 buildings, some of which are farm sheds, and others are permanently occupied residences. Our site-by-site review helped to develop an asbestos register to ensure all staff and contractors are informed of the risks before starting work.

Our continued focus on Health and Safety has also been recognised outside our organisation. Safe365, software we use to monitor our health and safety across the various entities, has recognised White Island Tours as one of the “Safest Places to Work 2018”. Our placing as a finalist from over 1,200 organisations is a fantastic reinforcement of the efforts made by the team at White Island Tours in this critical focus area.

Looking forward, our focus for this coming year is: • Creating training and employment opportunities for our people.

• Continuing to build a high performing diversified portfolio of investments.

• Having outstanding operating systems.

• Improving our earnings and in particular our cash returns.

• Further developing our relationships and engagement.

• Being conscious of our environmental footprint.

I am very grateful for the support and encouragement I receive from Ngāti Awa members and Rūnanga Representatives. I look toward our future with a number of exciting opportunities on the horizon.

Ngā mihi

Geoff Hamilton CHIEF EXECUTIVE, NGĀTI AWA GROUP HOLDINGS LIMITED

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

Continued focus on improving the performance of our farming operations has seen investment in a modern improved effluent treatment system at Ngakauroa Farm. The implementation of this system has greatly assisted reducing our nutrient loss to waterways on the farm. Furthermore, the removal of the old 4.4 million litre effluent settling ponds was an obvious bonus for the environment, with the unintended benefit of allowing irrigation to extend across a further 6 hectares of pasture, further improving productivity.

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This year our investment in stock water has allowed us to fence off a further 1.1 kilometres of natural waterways, feeding into Ōhiwa Harbour.

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NGĀTI AWA GROUP HOLDINGS LTD

Board of Directors

Dr Jim Mather

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

Dr Jim Mather is of Ngāti Awa, Ngāi Tūhoe and English descent. He is passionate about utilising his leadership experience and commercial skills in a way that makes a meaningful contribution to the overall success of our communities and nation.

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As Chief Executive of three organisations over the last 16 years, Jim has led highly successful transformation and performance improvement strategies. He is an accountant by profession, with 25 years business leadership experience.

In the past 14 years, Jim has led two high-profile Māori organisations - Māori Television and Te Wānanga o Aotearoa. He was also the Chief Executive Officer of the Pacific Business Trust from 2002 to 2005. In addition, he has also held a variety of private sector roles including General Manager for a marine engineering business and Financial Controller for a local subsidiary of a Swiss multi-national. Aligned with his commercial background, he is also a former officer in the New Zealand Army, and was awarded the Sword of Honour in recognition of his distinguished achievements in officer training.

Dr Jim Mather holds a PhD in Māori Economic Development from Auckland University of Technology, a Master of Business Administration from the Henley Business School in England and a Bachelor of Business Studies, as

well as diplomas in business and management. In 2008, he was awarded a scholarship to attend an advanced management program at Queens College, Cambridge University. He also attended the China Executive Leadership Academy at Pudong (CELAP), Shanghai in November 2008, as part of a delegation from AUT University.

Jim has completed a Diploma in Te Pīnakitanga ki te Reo Kairangi and is a current student of the invitationonly Masters level programme Te Panekiretanga o te Reo (Institute of Māori Language Excellence).

TE RŪNANGA O NGĀTI AWA

Financial Statements

For the year ended 30 June 2018

Kiriwaitingi Rei Kiriwaitingi Rei is of Ngāti Awa and Te Arawa descent and is a mother of twin boys. She has practised as a litigation and commercial lawyer for several years before moving into the area of Māori commercial asset management. In addition to her current role as the Chief Executive of Māori Investments Limited (an asset portfolio company), she is also involved in ecological restoration work on Pūtauaki/Mount Edgecumbe and in native reserves in the Tarawera forest.

Kiriwaitingi was appointed Trustee on the Pūtauaki Trust in 2012 having previously served as the trust’s first Associate Trustee. Kiriwaitingi was born and raised in Rotorua and has strong whakapapa connections to Te Pahipoto.

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Directory of Officers

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Statement of Comprehensive Revenue and Expense

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Statement of Changes in Equity

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Statement of Financial Position

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Cash Flow Statement

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Notes to the Financial Statements

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Auditors’ Report

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Remuneration and Payments

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Ngāti Awa Hapū Register

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Board and Committee Meetings

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Directory of Staff

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TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

Kiriwaitingi is also an Executive Director on Tarawera Land Company, and has previously held the role of Corporate Affairs Manager at Te Arawa Group Holdings Limited and General Manager at Te Arawa River Iwi Trust. She serves as a director, trustee or committee member on several boards including Pūtauaki Trust, Ngāti Whakaue Tribal Lands, Kaikoura Gold Kiwifruit Development LP and Tarawera Ultra Marathon Leverage and Legacy Committee.

Contents

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TE RŪNANGA O NGĀTI AWA

Directory of Officers For the year ended 30 June 2018 Te Rūnanga o Ngāti Awa Representatives M Araroa P Koopu BP Quinn TA Barrett J Mason S Ratahi TR Chapman-de Vos TK Merito E Ratahi-Pryor V Copeland A Morrison R Shortland M Dodd P Ngaropo M Sisley M Glen R O’Brien A Tangitu M Hepi T O’Brien B Tunui B Kingi

The Ngāti Awa Community Development Trust

Trustees M Glen (ceased 23/2/2018) P Koopu M Tarau (ceased 23/2/2018) A Green (appointed 27/10/2017) T O’Brien (appointed 25/8/2017) M Wahapango (ceased 23/2/2018)

Ngāti Awa Research & Archives Trust Trustees TR Chapman A Jaram J Mason H Mead (ceased 30/5/2018) P Ngaropo S Tutua

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

Ngāti Awa Group Holdings Limited

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Directors D Birch AE De Farias (ceased 23/2/2018) PS Drummond HW Hudson T Hunia (ceased 12/10/2017) J Mather (appointed 23/2/2018) R O’Brien BP Quinn K Rei (appointed 23/2/2018)

Ngāti Awa Asset Holdings Limited

Directors D Birch AE De Farias (ceased 23/2/2018) PS Drummond HW Hudson T Hunia (ceased 12/10/2017) J Mather (appointed 23/2/2018) R O’Brien BP Quinn K Rei (appointed 23/2/2018)

Ngāti Awa Farms Limited Directors AE De Farias T Hunia (ceased 1/11/2017) BP Quinn BDP Tatere

Ngāti Awa Forests Limited Directors H Hudson T Hunia (ceased 1/11/2017) R O’Brien BP Quinn

Ngāti Awa Properties Limited Directors H Hudson T Hunia (ceased 1/11/2017) R O’Brien BP Quinn

Ngāti Awa Fisheries Limited Directors H Hudson T Hunia (ceased 1/11/2017) R O’Brien BP Quinn

White Island Tours Limited Directors D Birch P Drummond BP Quinn AE De Farias G Hamilton

Ngāti Awa Farms (Rangitaiki) Joint Venture

Joint Venture Partners Ngāti Awa Farms Limited Putauaki Trust Ihukatia Trust Moerangi Kereua Ratahi Lands Trust Omataroa Rangitaiki No.2 Trust Rangitaiki 31P 3F Trust (also known as Kiwinui Trust) Directors AE De Farias T Hunia (ceased 15/8/2017) BDP Tatere (appointed 15/8/2017)

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 T Hunia (ceased 12/10/2017) 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

Tumurau GP Limited

Directors AE De Farias T Hunia (ceased 15/8/2017) BDP Tatere (appointed 15/8/2017)

TE RŪNANGA O NGĀTI AWA

Statement of Comprehensive Revenue and Expense

For the year ended 30 June 2018

Note

Revenue Less: Cost of goods sold Gross surplus

5

Net financing (expense) / income Total revenue

6

Less expenses Write back of impairment / (impairment charge) Fair value gain Share of profit from equity accounted investee Surplus/(deficit) before tax for the year

7 8 9 20

Less tax (expense) / benefit Surplus/(deficit) for the year

10

Other comprehensive revenue and expense Change in fair value of other financial assets designated as available-for-sale Effective portion of changes in fair value of cash flow hedges Gains/(Loss) on revaluation of intangible assets Total other comprehensive revenue and expense

11 11 11

Total comprehensive revenue and expense for the year

Surplus/(deficit) attributable to: Equity holders of Te Rūnanga o Ngāti Awa Non-controlling interest Total comprehensive revenue and expense attributable to: Equity holders of Te Rūnanga o Ngāti Awa Non-controlling interest

11 11

PARENT 2018 2017 $000’s $000’s

13,020 (2,922)

8,112 (1,269)

1,901 -

1,577 -

10,098

6,843

1,901

1,577

(830)

(269)

500

500

9,268

6,574

2,401

2,077

(11,322) 436 8,869 700

(7,826) (118) 4,903 -

(2,663) -

(2,316) -

7,951

3,533

(262)

(239)

(72)

24

-

-

7,879

3,557

(262)

(239)

(317) 7 1,478

(17) (66) (193)

-

-

1,168

(276)

-

-

9,047

3,281

(262)

(239)

7,777 102

3,252 305

(262) -

(239) -

7,879

3,557

(262)

(239)

9,065 (18)

2,884 397

(262) -

(239) -

9,047

3,281

(262)

(239)

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

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

11 11

GROUP 2018 2017 $000’s $000’s

39

TE RŪNANGA O NGĀTI AWA

Statement of Changes in Equity For the year ended 30 June 2018

GROUP 2018 2017 $000’s $000’s

PARENT 2018 2017 $000’s $000’s

108,398

105,514

82,046

82,285

11

7,777

3,252

(262)

(239)

11

1,284 4

(328) (40)

-

-

1,288

(368)

-

-

9,065

2,884

(262)

(239)

Note

Equity attributable to equity holders: Equity at the beginning of the year Surplus/(deficit) for the year Other comprehensive revenue and expense: - Revaluation gains - Effective portion of changes in fair value of cash flow hedges Total other comprehensive revenue and expense Total comprehensive revenue and expense Transactions with owners: - Distribution declared during the year Te Rūnanga o Ngāti Awa Equity at the end of the year

11

-

-

-

-

117,463

108,398

81,784

82,046

6,815

8,518

-

-

11

102

305

-

-

11

(123) 3

118 (26)

-

-

(120)

92

-

-

11

Equity attributable to non-controlling interest: Equity at the beginning of the year Surplus/(deficit) for the year Other comprehensive revenue and expense: - Revaluation gains/(losses) - Effective portion of changes in fair value of cash flow hedges Total other comprehensive revenue and expense Total comprehensive revenue and expense

11

(18)

397

-

-

Transactions with owners: - Distribution declared during the year

11

(361)

(2,100)

-

-

6,436

6,815

-

-

123,899

115,213

81,784

82,046

Non-controlling interest equity at the end of the year

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

Total equity at the end of the year

40

11

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

TE RŪNANGA O NGĀTI AWA

Statement of Financial Position

For the year ended 30 June 2018

Equity Reserves Accumulated revenue and expense Non-controlling interest Total Equity Current assets Cash and cash equivalents Short term deposits Trade and other receivables Livestock on hand Investments Other assets Assets held for distribution Non-current assets Investments Investment in equity accounted investee Investment properties Biological assets Forestry land assets Property, plant & equipment Intangible assets Fish quota Owing by subsidiaries

Note

12 11 11

13 14 15 16 28

16 20 21 22 23 24 25 25 31

Total assets Current liabilities Trade and other payables Income received in advance Owing to subsidiaries Ngāti Hikakino and Ngāi Te Rangihouhiri II Hapū Term loans (current portion) Non-current liabilities Income received in advance Term loans

Net assets attributable to equity holders

27 29

PARENT 2018 2017 $000’s $000’s

13,958 103,505 6,436

12,670 95,728 6,815

8,044 73,740 -

8,044 74,002 -

123,899

115,213

81,784

82,046

856 1,101 1,744 3,573 389 890 1,274

7,983 1,500 1,786 3,518 627 240 1,032

33 150 27 1,274

15 195 45 1,032

9,827

16,686

1,484

1,287

23,977 12,950 10,265 2,028 23,209 50,109 14,872 3,520 -

28,408 10,265 2,028 17,305 50,404 13,071 3,520 -

51,906 22,162 8,927

51,906 22,303 8,690

140,930

125,001

82,995

82,899

150,757

141,687

84,479

84,186

1,823 1,434 1,274 6,929

1,358 1,350 1,032 9,207

524 12 885 1,274 -

355 17 736 1,032 -

11,460

12,947

2,695

2,140

3,995 11,403

4,148 9,379

-

-

15,398

13,527

-

-

26,858

26,474

2,695

2,140

123,899

115,213

81,784

82,046

Dr Hohepa Mason

L Simpson

Chairman | 8 November 2018

Chief Executive Office | 8 November 2018

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

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

Total liabilities

26 27 31 28 29

GROUP 2018 2017 $000’s $000’s

41

TE RŪNANGA O NGĀTI AWA

Cash Flow Statement For the year ended 30 June 2018

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

Note

388 1,054 445 5,669 24

223 1,500 500 216 -

388 1,000 500 137 -

13,139

7,580

2,439

2,025

11,395 206 867 45

7,513 230 522 -

1,993 206 -

2,282 230 -

12,513

8,265

2,199

2,512

Net cash (used in)/generated from operating activities

626

(685)

240

(487)

Net cash from investing activities Cash provided from: Realisation of Term Deposits Realisation of bonds Proceeds from the sale of equities and return of capital

399 10,174

3,472 1,099

-

-

10,573

4,571

-

-

350 15,655 1,573

256 2,950 4,907 10,662

134

17

17,578

18,775

134

17

(7,005)

(14,204)

(134)

(17)

400 -

10,250 -

-

314 514

400

10,250

-

828

361 133 654

2,100 258 287

88 -

314 -

1,148

2,645

88

314

(748)

7,605

(88)

514

(7,127) 7,983

(7,284) 15,267

18 15

10 5

856

7,983

33

15

Cash applied to: Purchase of dairy farm and livestock Purchase of investments Purchase of intangible assets Purchase of property, plant and equipment Net cash (used in)/generated from investing activities Cash flows from financing activities Cash provided from: Income received on behalf of Ngāti Hikakino & Ngāi Te Rangihouhiri Draw down of term loans Loans from subsidiaries

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

PARENT 2018 2017 $000’s $000’s

303 1,090 178 11,568 -

Cash applied to: Payments to suppliers and employees Grants paid Interest expense paid Income tax paid

42

GROUP 2018 2017 $000’s $000’s

Cash applied to: Distributions paid to non-controlling interest Funding of derivative activities Loans advanced to subsidiaries Repayment of funds to Ngāti Hikakino & Ngāi Te Rangihouhiri Repayment of term loans Net cash generated from/(used in) financing activities Net (decrease)/increase in cash balances Cash balances at the beginning of the year Cash balances at the end of the year The accompanying accounting policies and notes form part of the Financial Statements.

13

TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statements

For the year ended 30 June 2018

1 General Information

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

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.

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 Maori Trust Board Act 1955. Under Section 5 of Te Rūnanga o Ngāti Awa Act 2005, the Rūnanga ceased to be a Maori Trust Board from 25 March 2005, but continues as the same body as established by the Te Rūnanga o Ngāti Awa Act 1988.

The financial statements of the Rūnanga and the Group are for the year ended 30 June 2018. The financial statements were authorised for issue by the Chairman and Chief Executive Officer on behalf of the Board of Representatives on 8 November 2018.

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. a) 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.

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.

The Group consists of the Rūnanga and its subsidiaries, associates, and joint ventures as listed in Note 30.

b) Revenue Exchange transactions are transactions which one entity receives assets or services, or has liabilities extinguished, and directly gives approximately equal value in exchange.

The Rūnanga enters into a number of exchange and nonexchange transactions, and the specific accounting policies are set out below:

Basis of Preparing Consolidated Financial Statements

Rental Income

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

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

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

The presentation and functional currency of the Group and the Rūnanga 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 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 noncontrolling interests. Losses which result in non-controlling interests having a deficit balance are only attributed to noncontrolling interests if the non-controlling interests have a binding obligation and are able to make an additional investment to cover the losses.

43

TE RŪNANGA O NGĀTI AWA

2 Summary of Significant Accounting Policies (cont.)

Grant and Funding Income

Grants and funding income (from the Government or other parties) are non-exchange transactions and are recognised in surplus or deficit when the Rūnanga becomes entitled to receive (or has received) the funds. The grants 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.

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.

Dividend Income

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

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.

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

Net Financing (Expense)/Income

44

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.

c) 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. d) Taxation Income Tax

Income tax on surplus for the period relates to current tax.

It 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.

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.

TE RŪNANGA O NGĀTI AWA

2 Summary of Significant Accounting Policies (cont.)

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. e) 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. f) 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, less provision for doubtful debts.

Bad debts are written off during the year in which they are identified.

A provision for impairment of trade and other receivables is established when there is objective evidence that the Group will not be able to collect all amounts due according to the original terms of receivables. g) 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. h) 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. Investments in subsidiaries are carried at cost. i) Investment Properties Investment properties are stated at fair value. Any movement on revaluation is recognised in surplus or deficit. j) Biological Assets 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. k) Forestry Land Assets Forestry land assets represent the land assets owned with long term licences to forestry companies. Forestry land assets are stated at fair value. Any movement in fair value is recognised in surplus or deficit.

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.

Goodwill

Goodwill that arises on the acquisition of subsidiaries and other business combinations is presented within intangible assets.

Subsequent Measurement

Goodwill is measured at cost less accumulated impairment losses. Goodwill is tested annually for impairment.

Whakaari/White Island Landing License

The exclusive Whakaari/White Island landing license has a finite useful life and is initially recognised at fair value.

Subsequently it is measured at cost less accumulated amortisation and any accumulated impairment losses.

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. The estimated useful lives for the current and comparative periods are as follows: • Whakaari/White Island Landing License 18 years. m) Property, Plant & 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.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

Farm Woodlot

l) Intangible assets

45

TE RŪNANGA O NGĀTI AWA

2 Summary of Significant Accounting Policies (cont.) n) Depreciation

Depreciation is recognised in the statement of comprehensive income on a straight-line basis over the estimated useful lives of each part of an item of property, plant and equipment. Depreciation is used to allocate the cost (deemed cost), less any residual value, over an asset’s useful life. Land and Cultural Assets are not depreciated.

The estimated useful lives for the current and comparative periods are as follows: Buildings .........................................................................................................40 years Motor vehicles & Vessels ............................. 3 - 15 years Office furniture & equipment ............. 3 - 10 years Farm equipment .............................................................. 3 - 20 years Cultural assets ...................................................................................................... n/a Depreciation methods, useful lives and residual values are reassessed at every reporting date. o) Financial Assets Classification

The Group classifies its financial assets as “financial assets at fair value through surplus or deficit”, “loans and receivables”, and “other financial assets designated as available-forsale”. The classification depends on the purpose for which financial assets were acquired. Management determines the classification of its financial assets at initial recognition and re-evaluates this designation at every reporting date.

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

(i) Financial Assets at Fair Value through Surplus or Deficit Financial assets designated at fair value through surplus or deficit at inception are financial instruments that are not classified as held for trading but are managed, and their performance is evaluated on a fair value basis in accordance with the Group’s documented investment strategy.

46

(ii) Loans and Receivables Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted on an active market. They arise when the Group provides money, goods, or services directly to a debtor with no intention of selling the receivable. They are included in current assets, except for those with maturities of greater than twelve months after the statement of financial position date which are classified as non-current assets. Loans and receivables are included in trade and other receivables and owing by subsidiaries in the statement of financial position. (iii) Other Financial Assets Designated as Available-ForSale Other financial assets designated as available-for-sale are non-derivatives that are either designated in this category or not classified in any of the other financial asset categories.

They are included in non-current assets unless management intends to dispose of the investment within twelve months of the balance date.

Recognition and Measurement

Purchases and sales of financial assets are recognised on trade date - the date on which the Group commits to purchase or sell the asset. Investments are initially

recognised at fair value plus transaction costs for all financial assets not carried at fair value through surplus or deficit.

Financial assets carried at fair value through surplus or deficit are initially recognised at fair value, and transaction costs are expensed in surplus or deficit. Financial assets are de-recognised when rights to receive cash flows from the financial assets have expired or have been transferred and the Group has substantially transferred all the risks and rewards of ownership.

Financial assets carried at fair value through surplus or deficit are subsequently carried at fair value. Loans and receivables are carried at amortised cost. Realised and unrealised gains and losses arising from changes in the fair value of the financial assets are included in surplus or deficit in the period in which they arise. Changes in the fair value of other financial assets classified as available-for-sale are recognised in the revaluation reserve unless there are permanent impairment losses which are recognised directly in surplus or deficit. When securities are sold or impaired, the accumulated fair value adjustments are included in surplus or deficit.

The Group assesses at each balance date whether there is objective evidence that a financial asset or group of financial assets is impaired. In the case of equity and fixed interest securities classified as other financial assets designated as available-for-sale, a significant or prolonged decline in the fair value of a security below its cost is considered in determining whether the security is impaired. If any such evidence exists for other financial assets, the cumulative loss (measured as the difference between the acquisition cost and the current fair value, less any impairment loss on that financial asset previously recognised in surplus or deficit) is removed from equity and recognised in surplus or deficit.

Impairment losses recognised on equity instruments are not reversed through surplus or deficit.

Derivative Financial Instruments

The Group uses derivative financial instruments to hedge its exposure to price risks arising from operational activities.

In accordance with its hedging policy, the Group does not hold or issue derivative financial instruments for trading purposes. However, derivatives that do not qualify for hedge accounting are accounted for as financial instruments designated at fair value through Surplus or Deficit.

Derivative financial instruments are recognised initially at fair value and transaction costs are expensed immediately.

Subsequent to initial recognition, derivative financial instruments are stated at fair value. Where derivatives qualify for hedge accounting, recognition of any resultant gain or loss depends on the nature of the hedging relationship (see below).

Cash Flow Hedges

Changes in the fair value of the derivative hedging instrument designated as a cash flow hedge are recognised in other comprehensive income and presented in equity in the hedging reserve to the extent that the hedge is effective.

To the extent that the hedge is ineffective, changes in fair value are recognised in the Surplus or Deficit.

TE RŪNANGA O NGĀTI AWA

2 Summary of Significant Accounting Policies (cont.)

If the hedging instrument no longer meets the criteria for hedge accounting, expires or is sold, terminated or exercised, then hedge accounting is discontinued prospectively. The cumulative gain or loss previously recognised in equity remains there until the forecast transaction occurs. The amount recognised in equity is transferred to the surplus or deficit in the same period that the hedged item affects the surplus or deficit. p) Measurement 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.

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.

r) 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.

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. Liabilities for nonaccumulating sick leave recognised when the leave is taken and measured at the rates paid or payable.

Long Service Leave

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

3 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.

The face value less impairment provision of trade receivables and payables are assumed to approximate their fair values.

The fair value of financial liabilities for disclosure purposes is estimated by discounting the future contractual cash flows at the current market interest rate that is available to the Group for similar financial instruments.

4 Critical Accounting Estimates and Judgments

Estimates and judgments are continually evaluated and are based on historical experience and other factors, including expectations of future events and are believed to be reasonable under the circumstances.

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.

Note 16, key assumptions underlying the valuation of investments not traded in an active market; Note 21, key assumptions underlying the property valuation; Note 23, key assumptions underlying the valuation of forestry land; Note 25, key assumptions underlying the impairment testing of goodwill.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

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

s) Employee Benefits

47

TE RŪNANGA O NGĀTI AWA

5 Revenue GROUP 2018 2017 $000’s $000’s

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

PARENT 2018 2017 $000’s $000’s

303 1,090 4,217 1,857 3,970 520 3 1,060

388 1,054 3,821 1,752 500 89 508

223 1,500 32 55 4 87

388 1,000 32 62 4 91

13,020

8,112

1,901

1,577

6 Net Financing Income

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

GROUP 2018 2017 $000’s $000’s

48

PARENT 2018 2017 $000’s $000’s

Interest income Total financing income

178 178

445 445

500 500

500 500

Interest expense Net loss in fair value of derivatives designated at fair value through the surplus or deficit Total financing expense

867

522

-

-

141

192

-

-

1,008

714

-

-

Net financing (expense)/income

(830)

(269)

500

500

TE RŪNANGA O NGĀTI AWA

7 Expenses GROUP 2018 2017 $000’s $000’s

Administration fees Audit, Finance and Risk Committee Auditors remuneration (PricewaterhouseCoopers) Auditor’s remuneration (KPMG) Bad debts Board members fees and expenses Catering Celebrations Consultants fees - Accounting and tax

- Farm advisory

- Legal

- Other Amortisation Depreciation Farming operations expenditure Grants and sponsorships Insurance Operating leases Power & heating Rates Rent

Repairs & maintenance Telecommunication expenses Travel and accommodation Vehicle Wages and salaries Other expenses

PARENT 2018 2017 $000’s $000’s

305 37 104 2 551 57 55 114 53 157 694 112 1,221 2,028 206 259 223 156 253 5

262 46 11 111 1 593 35 26 190 21 162 409 19 810 1,694 230 166 152 141 226 3

28 7 30 2 222 53 55 2 90 220 293 206 84 18 4 1

30 6 25 1 236 33 26 1 50 138 293 230 37 18 5 3

971

377

27

14

55 72 74 2,482 1,076

30 32 71 1,350 658

17 28 20 864 392

20 14 17 664 455

11,322

7,826

2,663

2,316

8 Writeback of Impairment / (Impairment)

During the year the Group recognised the following impairments and write back of impairments of its assets:

Note

Carbon credit write back of impairment / (Impairment charge)

25

GROUP 2018 2017 $000’s $000’s

436

(118)

PARENT 2018 2017 $000’s $000’s

-

-

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

49

TE RŪNANGA O NGĀTI AWA

9 Fair Value Gains / (Loss)

During the year the Group and Parent recognised the following movements in its assets recognised at fair value:

Note

Listed shares Bonds Unit Trusts Unlisted shares Forestry land revaluation Biological assets Investment properties revaluation Livestock movement Other

19 23 22 21 16

GROUP 2018 2017 $000’s $000’s

PARENT 2018 2017 $000’s $000’s

2,281 19 177 5,904 548 (60)

1,756 283 124 1,247 230 1,176 87

-

-

8,869

4,903

-

-

10 Tax Expense

Reconciliation of the prima facie income tax payable on surplus with the income tax expense charged.

GROUP 2018 2017 $000’s $000’s

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

Surplus/(deficit) before tax for the year Exempt (gain)/loss from charitable activities Taxable surplus/(deficit) before tax for the year Income tax expense at 17.5% on taxable surplus, (2017: 17.5%) Non-taxable income Imputation credits Current income tax expense/(credit)

50

PARENT 2018 2017 $000’s $000’s

7,951 216

3,533 216

(262) 262

(239) 239

8,167

3,749

-

-

1,429 (1,149) (208)

656 (506) (174)

-

-

72

(24)

-

-

TE RŪNANGA O NGĀTI AWA

11 Equity GROUP 30 June 2018 Balance at the beginning of the year Surplus/(deficit) for the year Revaluation gains/(losses) - Carbon credits - Fonterra Co-operative Group Limited Shares - Other shares Effective portion of changes in fair value of cash flow hedges Distribution during the year Balance at the end of the year 30 June 2017 Balance at the beginning of the year Surplus/(deficit) for the year Revaluation (losses) / gains - Bond portfolio - Carbon credits - Fonterra Co-operative Group Limited Shares - Other shares Effective portion of changes in fair value of cash flow hedges Distribution during the year Balance at the end of the year PARENT 30 June 2018 Balance at the beginning of the year Distribution during the year Surplus/(deficit) for the year Balance at the end of the year

Asset Revaluation Reserves $000’s 12,710 -

Cash Flow Accumulated NonHedge Revenue and Controlling Reserve Expense Interest $000’s $000’s $000’s (40) 95,728 6,815 7,777 102

Total Equity $000’s 115,213 7,879

1,478 (194) -

-

-

(123) -

1,478 (317) -

-

4 -

-

3 (361)

7 (361)

13,994

(36)

103,505

6,436

123,899

13,038 -

-

92,476 3,252

8,518 305

114,032 3,557

(323) (193) 186 2

-

-

118 -

(323) (193) 304 2

-

(40) -

-

(26) (2,100)

(40) (2,100)

12,710

(40)

95,728

6,815

115,239

8,044 -

-

74,002 (262)

-

82,046 (262)

8,044

-

73,740

-

81,784

8,044 -

-

74,241 (239)

-

82,285 (239)

8,044

-

74,002

-

82,046

30 June 2017 Balance at the beginning of the year Distribution during the year Surplus/(deficit) for the year Balance at the end of the year

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

51

TE RŪNANGA O NGĀTI AWA

12 Reserves Reserves are comprised of:

Asset Revaluation Reserves Farm land and buildings Fonterra shares Other financial assets Te Mānuka Tūtahi Carbon credit revaluation Cash Flow Hedge Reserves Effective portion of changes in fair value of cash flow hedges

GROUP 2018 2017 $000’s $000’s

PARENT 2018 2017 $000’s $000’s

7,459 217 2 585 5,731

7,459 411 2 585 4,253

7,459 585 -

7,459 585 -

13,994

12,710

8,044

8,044

(36)

(40)

-

-

544 58 254

2,184 488 5,311

33 -

15 -

856

7,983

33

15

1,584 47 113

1,676 110 -

112 38

166 29

1,744

1,786

150

195

805 2,451 317

668 2,602 248

-

-

3,573

3,518

-

-

3,518 350 (843) 548

2,966 256 (880) 1,176

-

-

3,573

3,518

-

-

13 Cash and Cash Equivalents Bank On-call deposits Short term deposits

14 Trade and Other Receivables Trade and other receivables Taxation receivable GST receivable

There are no non-exchange trade and other receivables.

15 Livestock on Hand Drystock Cattle Dairy Cattle Sheep

Movements are represented as follows:

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

Balance at the beginning of the year Increase due to acquisitions Decrease due to sales Change in fair value * Balance at the end of the year

52

* Change in fair value Increase due to births Fair value movement Total change in fair value

327 221

346 830

-

-

548

1,176

-

-

TE RŪNANGA O NGĀTI AWA

15 Livestock on Hand (cont.)

GROUP 2018 2017

Drystock Livestock held are comprised as follows:

Per Head 639 506 1,951 1,965 1,225 1,235 599 623

Cattle Sheep Cows Heifers Total Livestock Drystock Livestock sold are comprised as follows: Cattle Sheep Dairy Cattle sold Total Drystock Livestock Sold

PARENT 2018 2017

Per Head -

-

4,414

4,329

-

-

237 1,652 342

258 2,108 320

-

-

2,231

2,686

-

-

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

16 Investments

Current Assets - Unit trusts

Note

18 (a)

GROUP 2018 2017 $000’s $000’s

389

PARENT 2018 2017 $000’s $000’s

627

-

-

Non-Current Assets - Unit trusts -

Listed shares Unlisted shares Subsidiaries Joint ventures Limited partnership

18 (b) 19

17

2,019

-

-

-

13,272 7,955 143 588

21,154 6,561 105 588

51,906 -

51,906 -

23,977

28,408

51,906

51,906

17 Limited Partnership

The ICP Koura Facilities Limited Partnership and ICP Koura Operations Limited Partnership is an investment vehicle which was formed to invest into crayfish quota. The fair value of the investment is based on cash flows calculated on an annual basis from 2019 to 2023 and a terminal value based on cash flows in 2023 with an assumed growth factor of 1.5% p.a. (2017: 1.5%) and a post-tax discount rate of 6.0% (2017: 5.6%).

18 Investment in Unit Trusts

(b) The Group has invested in Mint Diversified Income Fund. This fund offers investors a sustainable income, whilst generating enough capital growth to protect the income generating capital from inflation. The Fund invests in a diversified range of assets which includes: cash, fixed interest (including credit products), listed property and equities. The investment fund has been valued using the price per unit.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

(a) The unit trusts classified as a current asset relate to the investment in the Taurus Resources Fund No.2 Ltd. It is the Group’s intention to realise all investments in the Unit Trust as soon as practically possible. The amounts realised may vary from the current valuation, depending on the realised price at the date of sale. The Unit Trust has been valued based on the market value of the tradeable shares held in the Trust.

53

TE RŪNANGA O NGĀTI AWA

19 Investments in Unlisted Shares

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 Maori Fisheries Act 2004. The Maori 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 2019 to 2023 and a terminal value based on cash flows in 2023 with an assumed growth factor of 1.5% p.a. (2017: 1.53% p.a.) and a post-tax discount rate of 6.0% (2017: 5.6%). 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% (2017:30%) has been applied to determine the fair value. The shares have been valued at $2.08 million (2017: $2.08 million).

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 $1.55 million (2017: $1.55 million). During the year the Partnership repaid capital of $0.20 million to the Group (2017: $0.63 million).

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 investment is held at cost which management consider fair value. The Partnership is valued at $3.8 million (2017: $2.42 million).

The Group has invested in HoneyLab which undertakes research into medical uses of Honey and other products from bees.

There is no active market for shares in HoneyLab therefore the fair value of the investment is held at cost which management consider fair value at this early stage of investment. The investment in the company is valued at $0.5 million (2017: $0.5 million).

20 Investment in Associate GROUP 2018 2017 $000’s $000’s

PARENT 2018 2017 $000’s $000’s

Iwi Collective Orchards LP

12,950

-

-

-

Balance of Limited Partnership Balance at the Beginning of the year Purchase of Associate Share of profit Balance at the End of the Year

12,250 700

-

-

-

12,950

-

-

-

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

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 2018.

54

TE RŪNANGA O NGĀTI AWA

21 Investment Properties GROUP 2018 2017 $000’s $000’s

PARENT 2018 2017 $000’s $000’s

Investment properties

10,265

10,265

-

-

Movements in investment properties are represented as follows: Balance at the beginning of the year Revaluation gains Balance at the end of the year

10,265 -

10,035 230

-

-

10,265

10,265

-

-

330 465 210 765 375

330 465 210 765 375

-

-

2,145

2,145

-

-

168 1,666 1,400 1,000 895 2,300 691

168 1,666 1,400 1,000 895 2,300 691

-

-

8,120

8,120

-

-

10,265

10,265

-

-

Investment properties comprise: 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 Awanuiārangi Apanui School Army Hall Ohope Beach School Ohope Beach Holiday Park Whakatāne High School Whakatāne Court House

Total Investment Properties

Residential properties on Wairaka and Toroa Streets (except 9-11 Toroa St) were independently valued as at 30 June 2017 by Boyes James McKay Limited. The valuation was based on market evidence of transactions for similar properties and direct comparison.

For the 2017 and 2018 financial statements management assessed the value of 9 - 11 Toroa St in comparison to the other Toroa Street properties based on the average value per square meter.

Management assessed the fair value of land using an assumed rental yield of 6% for those properties that are tenanted and concluded no change in valuation was required.

The 2017 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.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

The rent on Whakatāne, Ohope, and Apanui Schools were reviewed in April 2016 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.

55

TE RŪNANGA O NGĀTI AWA

22 Biological Assets GROUP 2018 2017 $000’s $000’s

Woodlot Assets

PARENT 2018 2017 $000’s $000’s

2,028

2,028

-

-

2,028 -

781 1,247

-

-

2,028

2,028

-

-

Movements are represented as follows: Balance at the beginning of the year Revaluation gains Balance at the end of the year

The pine woodlot was independently valued on 30 June 2017 by PF Olsen Limited. The valuation used a discounted cash flow method with a post tax discount rate of 6.5%.

The Manuka plantation was independently valued on 30 June 2017 by PF Olsen Limited. The valuation used discounted cash flows with a discount rate of 15% and an inflation rate of 2%.

23 Forestry Land Assets GROUP

Forestry Land Assets

PARENT

2018

2017

2018

2017

$000’s

$000’s

$000’s

$000’s

23,209

17,305

-

-

17,305 5,904

17,305 -

-

-

23,209

17,305

-

-

Movements are represented as follows: Balance at the beginning of the year Revaluation gains Balance at the end of the year

The forestry land assets were independently valued on 30 June 2018 by Telfer Young (Rotorua) Limited. The valuation used a mixture of market evidence of transactions for similar assets, direct comparison, capitalisation and discounted cash flow approaches. Telfer Young (Rotorua) Limited used discounted cash flows with a discount rate of 6.9% and an inflation rate of 2%.

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

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

56

TE RŪNANGA O NGĀTI AWA

24 Property, Plant & Equipment Cultural Assets $000’s Cost 7,026 -

Land $000’s Cost 25,276 18 -

Buildings $000’s Cost 11,733 171 (491)

Motor Vehicles & Vessels $000’s Cost 4,470 75 (364)

7,026

25,294

11,413

4,181

2,195

50,109

7,026 -

25,294 -

14,397 (2,984)

4,853 (672)

4,256 (120) (1,941)

55,826 (120) (5,597)

7,026

25,294

11,413

4,181

2,195

50,109

Balance at the beginning of the year Additions (cost) Disposals (NBV) Depreciation Balance at the end of the year

7,026 -

23,370 1,906 -

8,023 4,110 (400)

213 4,343 (86)

1,920 303 (324)

40,552 10,662 (810)

7,026

25,276

11,733

4,470

1,899

50,404

Cost or valuation Accumulated impairment losses Accumulated depreciation Net Book Value

7,026 -

25,276 -

14,226 (2,493)

4,792 (322)

3,594 (120) (1,575)

54,914 (120) (4,390)

7,026

25,276

11,733

4,470

1,899

50,404

GROUP 30 June 2018 Balance at the beginning of the year Additions (cost) Disposals (NBV) Impairment write backs/(losses) Depreciation Balance at the end of the year Cost or valuation Accumulated impairment losses Accumulated depreciation Net Book Value

Office Equipment & Plant $000’s Cost 1,899 662 (366)

Total $000’s 50,404 926 (1,221)

30 June 2017

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

57

TE RŪNANGA O NGĀTI AWA

24 Property, Plant & Equipment (cont.)

Cultural Assets $000’s Cost 7,026

Land $000’s Cost 10,205

Buildings $000’s Cost 4,823

Vehicles & Vessels $000’s Cost -

Additions (cost)

-

-

129

-

23

152

Disposals (NBV) Transferred (To)/From Other Categories Impairment Losses Depreciation Balance at the end of the year

-

-

(231)

-

(62)

(293)

7,026

10,205

4,721

-

210

22,162

7,026 -

10,205 -

6,400 (1,679)

50 (50)

1,047 (117) (720)

24,728 (117) (2,449)

7,026

10,205

4,721

-

210

22,162

7,026 -

10,205 -

5,053 (230)

-

292 20 (63)

2,576 20 (293)

7,026

10,205

4,823

-

249

22,303

7,026 -

10,205 -

6,271 (1,448)

50 (50)

1,024 (117) (658)

24,576 (117) (2,156)

7,026

10,205

4,823

-

249

22,303

PARENT 30 June 2018 Balance at the beginning of the year

Cost or valuation Accumulated impairment losses Accumulated depreciation Net Book Value 30 June 2017 Balance at the beginning of the year Additions (cost) Disposals (NBV) Depreciation Balance at the end of the year Cost or valuation Accumulated impairment losses Accumulated depreciation Net Book Value

Equipment & Plant $000’s Cost 249

Total $000’s 22,303

Land The farm land is restricted in use by the land having been vested to the Rūnanga under the Maori 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 (2017: $8.35 million).

Te Mānuka Tūtahi land is restricted in use by the land having been vested to the Rūnanga under the Maori 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 $0.79 million (2017: $0.79 million).

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

Cultural Assets 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.

58

Kaputerangi (4.9321 hectares) Te Ihukatia (1.1 hectares approximately) Te Paripari Pa (1.0451 hectares) Whakapaukorero (30 hectares approximately) Otitapu Pa (6 hectares approximately) Former Matahina A4 Block (4,045 square metres) Te Toangopoto (10 hectares approximately)

TE RŪNANGA O NGĀTI AWA

25 Intangible Assets GROUP 30 June 2018 Balance at the beginning of the year Acquisitions Amortisation Impairment Write Back Revaluation Balance at the end of the year

Fish Quota $000’s 3,520 -

Carbon Credits $000’s 8,183 436 1,477

Goodwill

License

Total

$000’s 2,898 -

$000’s 1,990 (112) -

$000’s 16,591 (112) 436 1,477

3,520

10,096

2,898

1,878

18,392

3,520 -

8,493 (118) (192) -

2,898 -

2,009 (19) -

12,013 4,907 (19) (118) (192) -

3,520

8,183

2,898

1,990

16,591

30 June 2017 Balance at the beginning of the year Acquisitions Amortisation Impairment Write Back Revaluation Sale of Carbon Credits Reclassified to assets held for distribution Balance at the end of the year

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.

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.

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 1.5% (2017: 1.53%) and discounted using the entity’s post tax weighted average cost of capital of 6.0% (2017: 5.6%). The carrying value of the fishing quota is $3.5 million (2017: $3.5 million).

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.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

59

TE RŪNANGA O NGĀTI AWA

25 Intangible Assets (cont.)

Carbon Credits The New Zealand Emission Trading Scheme (ETS) became law on 26 September 2008 with the passing of the Climate Change Response (Emissions Trading) Amendment Act 2008 (the Act). The Act was amended during 2010 with the passing of the Climate Change Response (Moderated Emissions Trading) Amendment Bill on 25 November 2010. Under the provisions of the Act the Group is a deemed participant in the ETS as it is an owner of pre-1990 forest land.

The Act provided for an allocation of 60 New Zealand carbon units (NZUs) per hectare to be transferred to the Group. Based on this allocation the Group received 477,647 NZUs. The Act provided for the credits to be transferred in two tranches.

The Group recognised the allocation of the first tranche of NZUs as government grant income in surplus or deficit in 2010 as the allocation was considered to represent compensation of the lower value of land already incurred. The carbon credits are assessed as having an indefinite life as they have no expiry date and the Group is able to either hold the NZUs within the carbon register or alternatively trade the NZUs in domestic or international carbon markets.

The second tranche of NZUs was recognised by the Group as government grant income in surplus or deficit in November 2012. This allocation was recognised as a result of the Climate Change Response Amendment Act 2012, which was passed into law on 13 November 2012. This amendment removed the previous uncertainty around the recognition of pre-1990 forestry allocations.

Under the ETS the Group will have an obligation to account for any emission released as a consequence of deforestation of pre-1990 forest land by surrendering NZUs equal to the extent of that emission. The Group has no liability for deforestation as at 30 June 2018 (2017: nil).

An active market exists for carbon credits and they are recognised at fair value based on quoted prices as at 30 June 2018.

The Rotoehu West forest was held by the Rūnanga on behalf of the Ngāti Hikakino and Ngāi Te Rangihouhiri II Hapū (Note 28). The forest entitles the Hapū to an allocation of 60,373 NZUs. The Group has transferred the ownership of the forest land to the Rotoehu Forest Trust. The Group still holds the carbon credits associated with the forest and will transfer them to the Rotoehu Forest Trust when they have completed registration with the Ministry for the Environment. The actual number of carbon credits transferred to the Hapū may differ depending on the independently surveyed land area. The value of carbon credits held on behalf of the Hapū as at 30 June 2018 is $1,274 million (2017: $1,032 million), refer to note 28.

Goodwill Goodwill has arisen on the purchase of White Island Tours. Goodwill was initially recorded as the difference between the fair value of the identifiable net assets and price paid on acquisition. The asset is not amortised, it is tested annually for impairment. Management tested the goodwill for impairment using the cash generating association with the business. Cash flows have been projected into perpetuity using a long term growth rate of inflation of 1.6% (2017: nil) and discounted using the entity’s post tax weighted average cost of capital of 11.5% (2017: nil). The carrying value of the goodwill is $2.90 million (2017: $2.9 million).

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

Whakaari/White Island Landing License The license relates to the landing rights included in the purchase of White Island Tours. The rights have initially been recognised at fair value. The landing rights have been independently valued on 30 June 2017 by Crowe Horwath (NZ) Limited. The valuation used a discounted cash flow applying a post tax discount rate of 11.4%

60

TE RŪNANGA O NGĀTI AWA

26 Trade and Other Payables GROUP 2018 2017 $000’s $000’s

Trade payables Accrued expenses GST payable Distribution to Hapū

PARENT 2018 2017 $000’s $000’s

1,000 660 163

773 500 12 73

235 216 73

220 62 73

1,823

1,358

524

355

There are no non-exchange trade and other payables.

27 Income Received in Advance GROUP 2018 2017 $000’s $000’s

Current Liabilities Forestry rentals Access rights Property rentals Other

Non-Current Liabilities Access rights Property rentals

PARENT 2018 2017 $000’s $000’s

910 143 293 88

875 143 293 39

12

17

1,434

1,350

12

17

3,035 960

3,178 970

-

-

3,995

4,148

-

-

There are no non-exchange items of income received in advance.

Forestry rentals relate to the lease of land at Northern boundary and Rotoehu East. This lease is paid in advance for the following year and the income is recognised on a straight line basis.

Access rights relate to $5 million in relation to the Bonisch Road settlement received during 2010. This is being amortised over 35 years (2017: 35 years), beginning 1 October 2005, which is the period of access rights granted under the settlement The non-current liability for property rentals relate to a lease of land to the Te Whare Wānanga O Awanuiārangi. 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.

28 Ngāti Hikakino and Ngāi Te Rangihouhiri II Hapū

The Rotoehu West forest was being held by the Rūnanga on behalf of the Ngāti Hikakino and Ngāi 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.

GROUP 2018 2017 $000’s $000’s

PARENT 2018 2017 $000’s $000’s

Assets held for distribution Intangible assets

1,274

1,032

1,274

1,032

Liabilities held for distribution Ngāti Hikakino and Ngāi Te Rangihouhiri II Hapū

1,274

1,032

1,274

1,032

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

As at reporting date the carrying amount of the Rotoehu West forest carbon credits held for distribution comprised of the following:

61

TE RŪNANGA O NGĀTI AWA

29 Term Loans GROUP 2018 2017 $000’s $000’s

Current Liabilities Current portion of ANZ loan Current portion of loan from Housing NZ Corporation Fonterra Loan

Non-Current Liabilities ANZ Loan Loan from Housing NZ Corporation

PARENT 2018 2017 $000’s $000’s

6,781 36 112

9,000 34 173

-

-

6,929

9,207

-

-

10,884 519

8,825 554

-

-

11,403

9,379

-

-

ANZ Loan Five loans with the ANZ are currently held. The first was initially raised during June 2013 to purchase a dairy farm for Tumurau Limited Partnership. The loan is secured by a mortgage over the farm land on Braemar Road, Whakatāne and any after acquired property of the Partnership. The loan was fixed in May 2015 for four years (maturing May 2019) at an interest rate of 5.15% (2017: 5.15%) with interest charged on a monthly basis.

Three loans were raised in June 2015 to replace the Westpac mortgage held by the Ngāti Awa Farms (Rangitaiki) Joint Venture as part of the purchase of the dairy herd and farm plant, alongside additional Fonterra share purchases and the establishment of another farm house on the property. The loans are for terms of five years (maturing June 2020) secured by a mortgage over the farm land. The loans were fixed in June 2015 for four years at interest rates ranging between 4.87% to 5%, with interest charged on a monthly basis.

One loan was renewed in June 2018 for a term of five years (maturing June 2023) secured against property held by Ngāti Awa Properties Limited. The loan is floating with an interest rate of between 3.57% and 4.3%, charged on a monthly basis.

Loan from Housing NZ Corporation Two loans were raised to purchase and renovate residential properties at Wairaka, Whakatāne. The loans are for 25 years at interest rates of 4.89% and 5.15% (2017: 4.85% and 5.15%). The loans are secured by a mortgage on the respective Wairaka residential properties.

GROUP 2018 2017 $000’s $000’s

Balance at the beginning of the year Loans repaid Balance at the end of the year

PARENT 2018 2017 $000’s $000’s

602 (47)

602 (14)

-

-

555

588

-

-

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

Fonterra Loan These loans were raised to support Fonterra suppliers in a period of low dairy returns. The loans were interest free until 31 May 2017, the interest rate charged after this date is 2.47%. The Loans were repaid in August 2018.

62

TE RŪNANGA O NGĀTI AWA

30 Investments in Subsidiaries and Joint Ventures Ownership Interest Held 30 June 30 June 2018 2017

Class of Share

Balance Date

Principal Activity

Subsidiaries Ngāti Awa Group Holdings Limited

Ordinary

100%

100%

30 June

Ngāti Awa Asset Holdings Limited

Ordinary

100%

100%

30 June

Commercial Assets Administration Fisheries Investment

Ngāti Awa Farms Limited

Ordinary

100%

100%

30 June

Drystock Farming

Ngāti Awa Farms (Rangitaiki) Limited

Ordinary

51%

51%

30 June

Non-Trading

Ngāti Awa Fisheries Limited

Ordinary

100%

100%

30 June

Fish Quota Leasing

Ngāti Awa Fish Quota Holdings Limited

Ordinary

100%

100%

30 June

Non-Trading

Ngāti Awa Forests Limited

Ordinary

100%

100%

30 June

Forest Land Leasing

Ngāti Awa No.1 Limited

Ordinary

100%

100%

30 June

Investment

Ngāti Awa Properties Limited

Ordinary

100%

100%

30 June

Property Leasing

Ngāti Awa Research & Archives Trust

-

100%

100%

30 June

Research

The Ngāti Awa Community Development Trust

-

100%

100%

30 June

Ordinary

100%

100%

30 June

Manu Hou Limited Partnership

-

70%

70%

30 June

Social Services General Partner of Manu Hou LP Capital Investments

Ngāti Awa Farms (Rangitaiki) Joint Venture

-

51%

51%

30 June

Ordinary

100%

100%

30 June

-

68%

68%

30 June

Dairy Farming General Partner of Tumurau LP Dairy Farming

Ordinary

100%

100%

30 June

Tourism

Ordinary

34%

0%

30 June

Kiwi Fruit Orchards

-

16%

16%

31 March

Fish Quota Leasing

Ordinary

16%

16%

31 March

Fish Quota Leasing

Manu Hou GP Limited

Tumurau GP Limited Tumurau Limited Partnership White Island Tours Limited Associate Iwi Collective Orchards Limited Partnership Joint Ventures Mataatua Fisheries Collective Mataatua Quota ACE Holdings Limited

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

63

TE RŪNANGA O NGĀTI AWA

31 Related Party Transactions

Balances with subsidiaries are held as follows:

Statement of Financial Position

PARENT 2018 2017 $000’s $000’s

Non-Current Assets Loans owing by subsidiaries - Ngāti Awa Research & Archives

- Ngāti Awa Asset Holdings Limited Current Liabilities Owing to subsidiaries Owing to subsidiaries

- Ngāti Awa Asset Holdings Limited - Development Ngāti Awa

4 8,923

55 8,635

8,927

8,690

885 -

728 8

885

736

On 1 October 2007 a loan was advanced to Ngāti Awa Asset Holdings Limited, it was renewed in February 2018 and is repayable on 30 September 2027. Interest is received at the prescribed Inland Revenue Department rate for low-interest loans of 5.77% p.a. as at 30 June 2018 (2017: 5.77% p.a.)

PARENT

Receipts and Payments with Subsidiaries Receipts Farm lease income - Ngāti Awa Farms Limited Interest - Ngāti Awa Asset Holdings Limited Dividend - Ngāti Awa Asset Holdings Limited Payment of Loan - Ngāti Awa Group Holdings Limited Wage Reimbursement - Ngāti Awa Group Holdings Limited

Payments Lease Payment - Ngāti Awa Properties Limited

2018

2017

$000’s

$000’s

30 500 1,500 157 -

30 500 1,000 57

2,187

1,587

66

66

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

Payments to Consultants who are Board Members Payments to Board Members under the Rūnanga Charter Under the Rūnanga Charter clause 18.1(c), there is a provision for professional fees that can be paid to Board Members.

During the years ended 30 June 2018 and 30 June 2017 the following professional fees were paid to Board Members:

64

TE RŪNANGA O NGĀTI AWA

GROUP 2018 2017 $000’s $000’s

PARENT 2018 2017 $000’s $000’s

Board Member

Nature of fees

M Dodd M Glen TR Chapman-de Vos M Paul B Kingi P Kopu B Tunui

Appointments & Remuneration Appointments & Remuneration Audit, Finance & Risk Committee Appointments & Remuneration Appointments & Remuneration Ngāti Awa Community Development Trust Appointments & Remuneration

1 1 4 1 1 1

1 3 1 1 -

1 1 1 1 1 1

1 1 1 -

D Hunia

Appointments & Remuneration Audit, Finance & Risk Committee

-

3

-

1

BP Quinn

Chair of Ngāti Awa Group Holdings Limited Farms Board & Investment Committee Appointments & Remuneration Audit, Finance & Risk Committee

57

45

-

-

3

1 1

-

1 -

J Mason

Rūnanga consultancy, Ngāti Awa Research and Archives, ex officio of Ngāti Awa Group Holdings Limited

59

58

36

35

P Ngaropo

Ngāti Awa Research and Archives contract work

-

1

-

1

R O’Brien

Audit, Finance & Risk Committee Ngāti Awa Group Holdings Limited

26

26

-

-

T O’Brien

Ngāti Awa Community Development Trust

1 155

1 142

1 43

1 42

S Nicholson M Sisley

Board members represents 22 people (2017: 28 people). Board Members were paid $135,550 in meeting fees for the year ended 30 June 2018 (2017: $118,213), which includes the Chairman’s and Deputy Chairman’s honorarium payments.

Indemnity insurance of $10,000 (2017: $11,500) was paid on behalf of the Board Members.

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

GROUP 2018 2017 $000’s $000’s

45

45

PARENT 2018 2017 $000’s $000’s

45

45

Payments to Key Management Personnel Management represents 4 individuals (2017: 3 individuals), determined on a full-time equivalent basis. Key management personnel and their direct reports costs are $628,550 (2017: $464,333) for the Group.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

65

TE RŪNANGA O NGĀTI AWA

32 Operating Lease Commitments

Non-cancellable operating lease rentals are payable as follows:

Commitments due

- within 1 year - in 1 year to 2 years - in 2 years to 5 years - greater than 5 years

GROUP 2018 2017 $000’s $000’s

PARENT 2018 2017 $000’s $000’s

202 93 148 -

168 145 55 -

-

-

443

368

-

-

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

Commitments due

GROUP 2018 2017 $000’s $000’s

PARENT 2018 2017 $000’s $000’s

- within 1 year - in 1 year to 2 years - in 2 years to 5 years - greater than 5 years

1,581 1,581 4,551 40,101

1,531 1,531 4,504 39,234

-

-

47,814

46,800

-

-

33 Capital Commitments

The Group has committed capital to Taurus Resources Fund No.2 Ltd, remaining capital commitment as at 30 June 2018 is USD$90k (2017: USD$111k).

Manu Hou Limited Partnership has committed capital of $5 million to Direct Capital IV. As at 30 June 2018 $2.93 million has been called (2017: $2.91 million ).

Ngāti Awa Assets Limited has committed capital of $5 million to Pencarrow Bridge Fund LP. As at 30 June 2018 $3.8 million has been called (2017: $2.45 million).

Ngāti Awa Assets Limited has committed capital of $5 million to Te Puia Tapapa. As at 30 June 2018 $0.04 million has been called (2017: $nil).

Ngāti Awa Properties Limited has committed capital of $2.6m for the purchase of a new boat (2017: $nil).

The Group has no other capital commitments as at 30 June 2018 (2017: $nil).

34 Contingent Assets and Liabilities Contingent Liabilities

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

The Group has no contingent liabilities as at 30 June 2018 (2017: $nil)

66

TE RŪNANGA O NGĀTI AWA

35 Financial Assets and Liabilities

The table below analyses the financial assets and liabilities by class and category, consistent with the Rūnanga and Group’s accounting policies.

GROUP 30 June 2018 Assets per Statement of Financial Position

Loans and receivables Deficit $000’s

Other investments Other financial assets at fair value through surplus or deficit Trade and other receivables Cash and cash equivalents

Assets at Fair Value through Suplus or Deficit $000’s

Available for Sale $000’s

Carrying Value Total $000’s

1,101 1,584 856

30,865 -

5,801 -

6,902 30,865 1,584 856

3,541

30,865

5,801

40,207

Other Financial Liabilities at Amortised Cost $000’s

Liabilities per Statement of Financial Position

Term loans Trade and other payables

Carrying Value Total $000’s

18,332 1,823

18,332 1,823

20,155

20,155

There are no material financial assets that are past due or impaired.

30 June 2017 Assets per Statement of Financial Position

Other investments Other financial assets at fair value through surplus or deficit Trade and other receivables Cash and cash equivalents

Liabilities per Statement of Financial Position

Term loans Trade and other payables

Loans and receivables Deficit $000’s

Assets at Fair Value through Suplus or Deficit $000’s

Available for Sale $000’s

Carrying Value Total $000’s

1,500

-

6,123

7,623

-

22,339

-

22,339

1,676 7,983

-

-

1,676 7,983

11,159

22,339

6,123

39,621

Other Financial Liabilities at Amortised Cost $000’s

Carrying Value Total $000’s

18,586 1,358

19,944

19,944

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

18,586 1,358

67

TE RŪNANGA O NGĀTI AWA

35 Financial Assets and Liabilities (cont.)

The table below analyses the financial assets and liabilities by class and category, consistent with the Rūnanga and Group’s accounting policies.

PARENT 30 June 2018 Assets per Statement of Financial Position Trade and other receivables Owing by subsidiaries Cash and cash equivalents

Loans and receivables Deficit $000’s

Assets at Fair Value through Suplus or Deficit $000’s

-

-

112 8,927 33

9,072

-

-

9,072

Other Financial Liabilities at Amortised Cost $000’s

Loans and receivables Deficit $000’s

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

Liabilities per Statement of Financial Position Trade and other payables Owing to subsidiaries

68

Carrying Value Total $000’s

112 8,927 33

Liabilities per Statement of Financial Position Trade and other payables Owing to subsidiaries

30 June 2017 Assets per Statement of Financial Position Trade and other receivables Owing by subsidiaries Cash and cash equivalents

Available for Sale $000’s

Assets at Fair Value through Suplus or Deficit $000’s

Carrying Value Total $000’s

524 885

524 885

1,409

1,409

Available for Sale $000’s

Carrying Value Total $000’s

166 8,690 15

-

-

166 8,690 15

8,871

-

-

8,871

Other Financial Liabilities at Amortised Cost $000’s

Carrying Value Total $000’s

355 736

355 736

1,091

1,091

There are no material financial assets that are past due or impaired.

36 Events occurring after the reporting period

Subsequent to year end, the Group sold 50,000 carbon credits for $1.1m. There were no other material events after the reporting period.

TERŪNANGA RŪNANGAOONGĀTI NGĀTIAWA AWA TE

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

Opinion In our opinion, the accompanying Rūnanga and Group financial statements of Te Rūnanga o Ngāti Awa (the Rūnanga) and its subsidiaries (the Group) on pages 37 to 66:

We have audited the accompanying Rūnanga and Group financial statements which comprise:

—

The Rūnanga and Group statement of financial position as at 30 June 2018;

i. Present fairly in all material respects the Rūnanga's and Group’s financial position as at 30 June 2018 and its financial performance and cash flows for the year ended on that date; and

—

The Rūnanga and Group 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 Public Benefit Entity Standards Reduced Disclosure Regime (Not For Profit).

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 Rūnanga and Group in accordance with Professional and Ethical Standard 1 (Revised) Code of Ethics for Assurance Practitioners issued by the New Zealand Auditing and Assurance Standards Board and the International Ethics Standards Board for Accountants’ Code of Ethics for Professional Accountants (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 Rūnanga and Group financial statements section of our report.

Other than in our capacity as auditors we have no relationship with, or interest in, the Rūnanga and Group.

The Representatives, on behalf of the Rūnanga and Group, are responsible for the other information included in the entity’s Annual Report. Our opinion on the Rūnanga and Group 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 Rūnanga and Group financial statements our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the Rūnanga and Group 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.

34

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 | TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

Other information

6967

TE RŪNANGA O NGĀTI AWA

Use of this independent auditor’s report This 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 Rūnanga and Group financial statements The Representatives, on behalf of the Rūnanga, are responsible for:

—

The preparation and fair presentation of the Rūnanga and Group financial statements in accordance with generally accepted accounting practice in New Zealand (being Public Benefit Entity Standards Reduced Disclosure Regime (Not For Profit));

—

Implementing necessary internal control to enable the preparation of a Rūnanga and Group 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 Rūnanga and Group financial statements Our objective is:

—

To obtain reasonable assurance about whether the Rūnanga and Group 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.

TE RŪNANGA RŪNANGA O O NGĀTI NGĀTI AWA AWA || ANNUAL ANNUAL REPORT REPORT 2018 2018 || TE

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 Rūnanga and Group financial statements.

68 70

A further description of our responsibilities for the audit of these Rūnanga and Group 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.

Tauranga 8 November 2018

35

TE RŪNANGA O NGĀTI AWA

Remuneration and Payments 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).

During the year ended 30 June 2018 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 $100,000 per annum were: $100,000 - $110,000: 3 employees $170,000 - $180,000: 1 employee $230,000 - $240,000: 1 employee

Payments to Board members under the Rūnanga Charter

Under the Rūnanga Charter clause 18.1(c), there is a provision for the professional fees that can be paid to Board Members.

During the year ended 30 June 2018 the following board attendance meeting fees, other meeting fees, and professional fees were paid to Board Members.

NAME

BOARD

M Araroa

TRONA

MEETING FEE 1,890

TRONA

1,575

TRONA

1,890

V Copeland M Dodd M Glen M Hepi B Kingi P Koopu

TRONA TRONA TRONA TRONA TRONA TRONA

1,890 1,575 1,575 1,890 1,575 1,575

J Mason (Chair)

TRONA

45,000

T K Merito A Morrison P Ngaropo

TRONA TRONA TRONA

1,575 1,890 630

R O’Brien

TRONA

1,890

T O’Brien

TRONA

14,000

BP Quinn

TRONA

1,575

S Ratahi E Ratahi-Pryor R Shortland M Sisley A Tangitu B Tunui

TRONA TRONA TRONA TRONA TRONA TRONA

1,890 945 1,890 945 1,260 1,575

D Birch

NAGHL

22,500

Audit, Finance and Risk Committee Ngāti Awa Research & Archives Trustee

OTHER FEES PAID

3,000 750

Appointment and Remuneration Committee Appointment and Remuneration Committee

750 600

Appointment and Remuneration Committee Ngāti Awa Community Development Trustee

450 150

Fisheries Consultant NAGHL (ex officio) Appointment and Remuneration Committee Ngāti Awa Research & Archives Trustee

35,000 22,500 150 150

NAGHL Director Audit, Finance and Risk Committee

22,500 3,000

Ngāti Awa Community Development Trustee NAGHL Chairman Ngāti Awa Farms Limited Director Health & Safety Committee White Island Tours Chairman Investment Committee

Audit, Finance and Risk Committee Appointment and Remuneration Committee Audit, Finance and Risk Committee Investment Committee White Island Tours Director

300 40,500 3,000 500 10,000 3,000

3,000 750 3,000 8,000 3,000

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

TA Barrett TR Chapman-de Vos

OTHER BOARD / COMMITTEES

71

TE RŪNANGA O NGĀTI AWA

Remuneration and Payments NAME

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

AE De Farias

72

BOARD NAGHL (ceased 23/2/2018)

MEETING FEE 15,000

OTHER BOARD / COMMITTEES Ngāti Awa Farms Limited Director White Island Tours Director

OTHER FEES PAID 3,000 3,000

PS Drummond

NAGHL

22,500

Health & Safety Committee White Island Tours Director

1,666 3,000

HW Hudson

NAGHL

22,500

Audit, Finance and Risk Committee Health & Safety Committee Investment Committee

750 500 3,000

T Hunia

NAGHL (ceased 12/10/2017)

1,875

Ngāti Awa Farms Limited Chairman (ceased 1/11/2017)

250

J Mather

NAGHL (appointed 23/2/2018)

5,625

K Rei

NAGHL (appointed 23/2/2018)

5,625

W Vercoe

NAGHL (ex officio)

22,500

P Taylor

Audit, Finance and Risk Committee

25,000

F Hutchings

Audit, Finance and Risk Committee

750

BDP Tatere

Ngāti Awa Farms Limited Chairman

8,250

A Jaram

Ngāti Awa Research and Archives Trustee

750

H Mead

Ngāti Awa Research and Archives Trustee

300

S Tutua

Ngāti Awa Research and Archives Trustee

750

A Green

Ngāti Awa Community Development Trustee

300

TE RŪNANGA O NGĀTI AWA

Ngāti Awa Hapū Register HAPŪ Nga Maihi Ngai Taiwhakaea II

JUNE JUNE REPRESENTATIVE 2017 2018 2,014 2,044 Regina O’Brien 1,571

1,586 Enid Ratahi-Pryor

Hapū Distribution 2006-2018

Ngai Tamaoki

833

839 Boyce Kingi

2005/2006

$1,100,000

Ngai Tamapare

407

408 Paul Quinn

2006/2007

-

Ngai Tamawera

1,154

2007/2008

-

2008/2009

-

1,158 Alf Morrison

Ngai Te Rangihouhiri II

622

624 Manurere Glen

Ngai Tuariki

322

322 Meri Hepi

Ngāti Awa ki Poneke

325

323 Brian Tunui

2009/2010

$200,000

Ngāti Awa ki Tamaki Makaurau

365

360 Pouroto Ngaropo

2010/2011

$40,000

Ngāti Hamua

498

496 Miro Araroa

Ngāti Hikakino

563

561 Stanley Ratahi

2011/2012

$135,000

Ngāti Hokopu - Te Hokowhitu a Tu Ki Te Rahui

2012/2013

$55,000

664

665 Te Arani Barrett

2013/2014

$165,000

2014/2015

$110,000

2015/2016

$107,000

2016/2017

$110,000 $110,000

Ngāti Hokopu Te Whare o Toroa

1,416

Ngāti Maumoana

119

Ngāti Pukeko

2,647

1,408 Vincent Copeland 118 Putiputi Koopu 2,669 Dr Joe Mason

Ngāti Rangataua

523

532 Te Kei Merito

2017/2018

Ngāti Wharepaia

536

541 Materoa Dodd

Te Kahupāke

713

713 Mihipeka Sisley

TOTAL

Te Pahipoto

2,257

2,261 Tuwhakairiora O’Brien

Te Patuwai

1,334

1,340 Ruihi Shortland

Te Tawera

894

905 Amohaere Tangitu

Warahoe

582

581 Te Rau Chapman-de Vos

Hapū to be confirmed Totals

36

$2,132,000

36

20,395 20,490

Meetings Frequency Meetings

Meetings during year

Te Rūnanga o Ngāti Awa Board of Representatives

Two monthly

5

Appointments Remuneration Committee

When required

2

Audit Finance and Risk Committee

When required

6

Ngāti Awa Research and Archives Trust

Two monthly

4

Whakapapa Committee

Two monthly or when required

5

Charter Review Committee

When required

1

Kahui Kaumatua

Quarterly

4

Governance Review Committee

2

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

BOARD/COMMITTEE

73

TE RŪNANGA O NGĀTI AWA

Directory

TE RŪNANGA O NGĀTI AWA

NGĀTI AWA GROUP HOLDINGS LTD

Chairman Dr Hohepa Mason

Chairman Paul Quinn

Chief Executive Officer Leonie Simpson

Chief Executive Officer Geoff Hamilton

CEO Executive Assistant Andrea Kingi

CEO Personal Assistant Anja Woltmann

Board Secretary Haley McCorkindale

Board Secretary Glenda Stewart

Manager Policy and Strategy Beverly Hughes

Financial Controller Peter Thomas

Manager Identity, Language and Culture Noti Belshaw

Finance Administrator Lynsey Mariu

Manager Knowledge and Information Jackie Wharewera

Operations Manager Bob Hudson

Consents Coordinator Keri Topperwein

Manager White Island Patrick O’Sullivan

Receptionist Naedene Stewart

Manager Ngāti Awa Heritage Estate Scott Berry

Customer Fisheries Charlie Bluett

Manager Ngakauroa Farm Mike Learmond

Iwi Register Monica Maniapoto

Manager Tumurau Farm Ngatai Hurkman

Te Mānuka Tūtahi Interim Manager William Stewart/Andrea Kingi

| TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018

Te Mānuka Tūtahi Pou Arataki / Ngā Kaimahi Tautoko Hare Woods Te Marunui Hotene Tame Hotene Pare Pouwhare-Akuhata Te Urupiki Paul Carolyn Fitzpatrick Mark Tutua

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TE RŪNANGA O NGĀTI AWA

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2018 |

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