Te Rūnanga o Ngāti Awa Annual Report 2024 by Te Runanga o Ngāti Awa

ANNUAL REPORT 2024

HE KŌRERO RIRI KI WHARAURANGI; HE TAA MĀTAU

KI OTUAWHAKI

WHARAURANGI NOW BUILT OVER AT WHAKATĀNE TOWNSHIP WAS A PLACE WHERE SERIOUS MATTERS WERE DISCUSSED WHILE OTAUWHAKI WAS A PLACE WERE THE FISHERMEN GATHERED TO REPAIR THEIR FISH NETS AND GENERALLY RELAX AND TALK.

HE MANU HOU AHAU, HE PĪ KA

RERE

I AM A YOUNG BIRD, THAT HAS JUST LEARNT TO FLY.

I runga i o tātou marae maha

Kia tangihia ano e tātou

No reira koutou mā kua whai atu i te kahurangi i mua i a koutou

Hāere, hāere, moe mai i raro i te manākitanga o wā tātou Kaihanga

Hoki mai ki a tātou e te hunga ora

E nga uri o ngā hapū o Ngāti Awa

Tēnā koutou, tēnā koutou, tēnā koutou katoa.

We need to always be alert and continue to advocate for the collective rights and aspirations of our hapū and uphold the mana of our People.

I am honoured and privileged to be in the role of Chair and welcome you all to the 2024 Annual General Meeting of Te Rūnanga o Ngāti Awa. Māori throughout the motu have been faced with some extraordinary challenges posed by the current government and our people have had to pivot and adapt to these political changes, with our primary focus on the health and well being of our whānau, hapū and iwi. Not an easy task, when this government appears determined to undo all that is good for the prosperity of Ngāi Māori throughout the motu. While these political forces challenge us, they also strengthen our resolve. We need to always be alert and continue to advocate for the collective rights and aspirations of our hapū and uphold the mana of our People.

As we navigate this landscape, I am encouraged by the strengthened relationships within our iwi. We have reached out to our people this year and had a number of hui-a-hapu. Hui to receive honest and constructive feed-back on TRoNA-hapū relationships, governance and charter reviews. Our affiliated entities, Te Rūnanga o Ngāti Awa, Ngāti Awa Group Holdings Limited,Te Tohu o te Ora o Ngāti Awa, Te Reo Irirangi o Te Mānuka Tūtahi, Te Whare Wānanga o Awanuiārangi are working together to identify and implement opportunities to enhance our Ngāti Awa whānau whānui.

This year our iwi will have celebrated 10 years of Ngāti Awa Te Toki kapa haka. I still recall the day our māreikura Della Te Pere and her whānau stood before the TRoNA Board to tono for our very own Ngāti Awa Hui Ahurei. What a great visionary she was and how proud she would be to see the significance and positive influence Te Toki has on the kotahitanga of our iwi. There is a reverberating excitement throughout the Ngāti Awa rohe in anticipation of this years Te Toki kapa haka.

Ko Ngāti Awa te Toki, te tangatanga i te rā, te ngohengohe i te wai

This year we welcomed two new hapū representatives into our midst. Rāpata Kōpae for Ngāti Rangataua and Ngāhuia Eruera for Tamaki Makaurau. Naumai, haramai kōrua.

In this current climate of political turmoil I have observed our talented and passionate rangatahi Māori, constantly challenging ongoing government reforms and fighting for the inclusion and protection of Māori rights. By nurturing this next generation of leaders we can ensure that the future of our iwi will be guided by individuals who are well immersed in their Ngāti Awatanga and are well equiped with the skills and knowledge to navigate the challenges of tomorrow. We, as current leaders must have the courage to enable the progression of our next reanga into these rolls, knowing we will always be present as pakeke to guide and nurture them.

Finally, I would like to take this opportunity to thank our Whakaruruhau (Ta Hirini Moko Mead), our long serving kaimahi who have recently left TRoNA including Noti Belshaw and Vaimanino Harawira, our current kaimahi, TRoNA Board members, Kāhui Kaumātua and NAGHL Directors. Your hard work and loyalty to our Iwi is valued and appreciated.

Noho ora mai i ou koutou kainga maha e te whānau whānui o Ngāti Awa.

Mauri ora

TUWHAKAIRIORA

O’BRIEN Chair, Ngāti Awa

Tēnā koutou katoa,

Te Rīpoata o te Manahautū

E whiti e te rā paroro ki taku kiri ka haramai koe ka ruru i taku iwi e mānawa mai āo nei.

As I reflect on the past year, I am pleased to report on the key achievements and developments for Te Rūnanga o Ngāti Awa. This year has been one of continued consolidation and strengthening, where we have made positive progress across multiple challenging facets of our Rūnanga.

Strengthening Relationships with Ngāti Awa Group Holdings Ltd (NAGHL) A notable highlight of the year has been the strengthening and collaborative relationship that has developed with Ngāti Awa Group Holdings Limited (NAGHL). This relationship has been marked by a new era of openness, transparency, and shared focus. The synergies between the Rūnanga and NAGHL have enabled a more cohesive strategic direction, ensuring that both entities are aligned in their drive towards achieving the aspirations of Ngāti Awa.

This well-functioning partnership has signalled change for the better, allowing both organisations to openly confront the many complex challenges that stand in our way to realise a more prosperous future. Routine interactions and communication have laid a robust foundation for future collaborative success. We have worked extremely hard on understanding each other’s overall strategy, areas of mutual agreement and how we can achieve and delivery outcomes that focus on the long-term sustainability and prosperity of our iwi. Together we are stepping closer to realizing our collective vision for the benefit of Ngāti Awa.

Insights into Hapū Issues and Aspirations

This year we also placed a stronger emphasis on improving our understanding of hapū issues, aspirations and the relationship our hapū hold with the Rūnanga. Through wānanga and ongoing formal and informal dialogue, we have deepened our insights into the challenges they face, the aspirations they hold for their future and how the Rūnanga can play an improved support role in these areas.

The strategic approach continues to align with supporting hapū in leading their own solutions, ensuring that they are supported and empowered to navigate their own unique pathways. The Rūnanga remains committed to supporting hapū as they strive to realize their visions while maintaining a unified direction for Ngāti Awa as a whole. I am satisfied the Rūnanga has an important role and needs to continually focus and improve how our support enables hapū-centric initiatives that promote improved collective progress and harmony.

The political environment continues to evolve, and we must remain vigilant in protecting the rights and interests of our iwi in the face of rapidly shifting legislation and policies.

Growing Iwi Influence

This year, we have seen the profile of Ngāti Awa continue to grow both within our rohe and across the motu. Our presence and influence in key discussions, decision-making processes, and wider political and social arenas have strengthened the standing of Ngāti Awa. I acknowledge our communication and engagement team working in alignment with the Rūnanga to create a more inclusive presence, more often, amongst our people and across our intertribal relationships.

My assessment is based on what I have observed, heard and important how we have challenged and influenced external forces that exist to dimmish our mana within our rohe. We are fully committed to ensuring that the voice of Ngāti Awa and our hapū is heard, advocating for the interests of our people and playing an influential role in shaping the future for all iwi Māori.

Financial Performance

In terms of financial performance, we are pleased to report that we have successfully delivered a positive budget result. The outcome reflects focused financial management across the Rūnanga, in light of the many challenges faced as a result of process and management practises that were not fit for purpose combined with a series of financial legacy issues.

However, we clearly recognise that the year ahead brings more significant headwinds, and there are likely to be ongoing financial pressures that will require competent navigation, innovative solutions and greater yield from current organisational resources. Rising costs, external political and economic factors, and the need for continued elevation of our collective mana, all contribute to the need for continued prudent and strategic financial management. It is a challenge that should not be underestimated but not deter us from our short to medium term, goals in the years ahead.

Future Challenges

While we should take the time to celebrate our achievements, it is clear that more change is required to address the political, financial, and environmental challenges ahead. The changing landscape means we must remain alert and prepared to respond to these challenges with innovation and resilience.

Our focus must be on continuing to strengthen our internal processes, consolidate fiscal management, and promote sustainable social investment practices. The political environment continues to evolve, and we must remain vigilant in protecting the rights and interests of our iwi in the face of rapidly shifting legislation and policies.

It is clear to me today, that all Ngāti Awa hapū, affiliated organisations and descendants must unite for the greater cause of protecting our collective beliefs, prosperity and unity.

Conclusion

Overall, we can be pleased with the efforts and direction of Te Rūnanga o Ngāti Awa. The progress we have made in fostering stronger relationships, enhancing hapū engagement, providing financial clarity, and increasing our influence is a testament to the collective mahi of the Rūnanga Poari, Hapū, and Kāhui Kaumātua.

Thank you again for the privilege and opportunity to lead through the role of Manahautū.

Rukuhia rukuhia tēna kimihia te toki tē tangatanga i te rā e wawara mai nei.

Ngā mihi nui,

REUBEN ARAROA Manahaūtu

Te Rūnanga o Ngāti Awa

Te whakaiti ia rātou, te karakia, te rapu i tōku mata,

Te whakarere ia rātau mahi kino katoa

Ka rongo mai ahau i te rangi,

Ka murua o rātau hara, ka whakaōrangia te whenua.

No reira ngā mate ki tua o ngā ihoiho o Roimata Turuturu, o Paepae o Aotea, haere ki ngā kāhui whetū, haere whakangaro atu i a koutou ki te Putahitanga o Rēhua, o Mataariki hei tohu mo tō iwi.

Kia tātou te hunga ora, whaia kia mau te Kotahitanga o te Wairua he mea paihere nā te Rangimarie. Kia aroha tātou tetahi ki tetahi. Tuturu whakamaua kia tiina.

No reira e Te Iwi;

NGĀ HUI 2023 - 2024

22 Ākuhata 2023

18 Oketopa 2023

9 Āperira 2024

18 Hune 2024

Mā te Atua koe e Manaaki, maana koe e tiaki;

Mā te Atua e mea kia tiaho iho tōna mata kia koe, maana ano hoki koe e atawhai;

Mā te Atua tōna kanohi e whakaara ki a koe, maana ano e tuku te Rangimarie kia koe.

Rangitukehu Paora

Chairman for Te Kāhui Kaumatua

NGA MĀTE

I KOHI ME TANGI MAI I KAWERAU.

NGA MĀTE

I KAWERAU ME TANGI ATUA I KOHI.

This proverb is linked to the deeds of Iratumoana one to the great ancestors of Ngāti Awa. A taniwha called Tarakura who lived on the Tarawera side of the Rangitaiki swamp used to gobble up all the travellers who visited Kohi at Whakatāne or Kawerau. It got so bad that it was better not to go to a tangi at the other place.

Board of Hapū Representatives

The Board of Representatives comprises of members from each of the 22 Ngāti Awa Hapū. They are responsible for the governance of Te Rūnanga o Ngāti Awa.

WILLIAM STEWART Ngāti Hokopū ki te Whare o Toroa

TŪWHAKAIRIORA O’BRIEN (Chairman) Te Pahīpoto

MASON Ngāti Awa ki Tāmaki Makaurau (Resigned 11.2.24)

NGĀHUIA ERUERA Ngāti Awa ki Tamaki Makaurau (Elected 19.6.24)

TE KEI MERITO Ngāti Rangataua (Passed away 26.9.23)

RAPATA KOPAE Ngāti Rangataua (Elected 4.4.24)

JAY

CAROLINE TAKOTOHIWI Ngāi Taiwhakaea POUROTO NGAROPO Te Tawera

MERE KINGI Ngāti Pūkeko

REGINA O ‘BRIEN Ngā Maihi

MANURERE GLEN (Deputy Chairman) Ngāi Te Rangihouhiri II

STANLEY RATAHI Ngāti Hikakino

TE ARANI BARRETT Ngāti Hokopū ki Te Hokowhitu a Tū ki Te Rāhui

LARNI HEPI

TE WHAUHUIA KOOPU Ngāti Maumoana

MATEROA DODD Wharepaia

RUIHI SHORTLAND Te Patuwai KEMI MOKOMOKO Warahoe

MIRO ARAROA Ngāti Hāmua

BOYCE KINGI Ngāi Tamaoki

MIHIPEKA SISLEY Te Kahupāke

ALF MORRISON Ngāi Tamawera

ARRON SMITH Ngai Tamapare

AROHA MEAD Ngāti Awa ki Pōneke

Ngāti Awa Fish Quota

Our Staff

CHIEF EXECUTIVE OFFICE

REUBEN ARAROA Manahautū

ROMANA GRAHAM General Manager, People & Capabilities

ADMIN OFFICE

HALEY MCCORKINDALE Board Secretary/ EA to Manahautū

CYNTHIA HUDSON Receptionist

BEV HUGHES Interim Manager, Taiao Resigned 2 Feb 24

COMMUNICATIONS & ENGAGEMENT TEAM

Manager, Communications & Engagement

NGĀTI AWA RESEARCH & ARCHIVE

BELSHAW Manager Culture, Research & Archives

Digitisation

IT Support Resigned 19 Feb 24

KOREHĀHĀ RANGAHAU

Contract ended Mar 24

ended Jul 23

LANAE CABLE Korehāhā Rangahau Contract

ROB WHITBOURNE

TAIAO

NOTI

MALIA GODSMARK

NGAIRE RAPANA

LYNSEY MARIU Senior Finance Advisor

CHARLIE BLUETT Customary Fisheries

MONICA MANIAPOTO Iwi Register

JOELENE GEORGE Seconded from ESR

MARAMA COOK Manager TAIAO

MIKE PANAPA Pou Kokiri

ADRIAN JARAM Research Facilitator

KARLA AKUHATA

RERE WILLIAMS Junior Communications & Engagement

MARIA ELLIOT Senior Communications & Engagement Specialist

KOREHĀHĀ WHAKAHAU

Jun 24

SIEANNA

DAWN HILL

DAVINA THOMPSON Kaupapa Māori Researcher

TE MĀNUKA TŪTAHI MARAE

MURRAY Project Manager MATIU NUKU Administrator

Administrator

HARAWIRA General Manager PIRIPI

Pou Arataki

TAIHURINGA PROJECT MANAGEMENT OFFICE

MONIKA Manager Taihuringa

TAWERA SIMPSON-RANGI Administrator

KRISCINA KERR Pou Aki - Rangatahi Mentor

TE AURERE WILLIAMS Pou Ako - Training Coordinator

COURTNEY RENETI Pou Pakihi - Engagement Officer Resigned 31 May 2024

VAIMANINO

AKUHATA

MANIA CROWN Pou MahiWorkforce Navigator

KATARAINA

VICKI

LANAE CABLE Junior

NGĀTI AWA GROUP HOLDINGS LIMITED

TRACEY HOOK NAGHL CEO Resigned 27 October 2023

CATH ALDRIDGE Financial Controller Joined 14 August 2023

STUART BROWN Chief Finance Officer Resigned 20 Nov 2023

TYRONE NEWSON NAGHL CEO Joined 25 January 2024 LUANA MORGAN Finance Officer DYLAN STEWART Accountant Resigned 21 July 2023

JULL Health & Safety Officer Resigned 5 Jan 2024

O”SULLIVAN General Manager Ngāti Awa Tourism Resigned 30 January 2024

Resigned 30 January 2024

PATRICK

STEVIE

PATRICK

DR TE KEI O TE WAKA WILSON MERITO

18.05.1934 – 26.09.2023

Iwi: Ngāti Awa, Ngāti Pukeko

Qualifications: MNZM, D.MD (Hon. Causa)

Dr Te Kei Merito (Hon. Causa) is widely acknowledged for his cultural pūkenga (expertise), mātauranga (knowledge) of tikanga and kawa and mastery in oratory skills in both te reo Māori and English.

In 1959 he joined the New Zealand Army serving twenty-five years, achieving the highest rank for a non-commissioned Officer as Warrant Officer First Class and Regimental Sergeant Major for the 6th (Hauraki) Infantry Battalion.

After his retirement from the Army, Dr Merito worked in various roles for the Department of Labour’s Tauranga District; Whakatāne District Council and the Department of Conservation.

He has held leadership and governance positions, as Chair and Deputy Chair of Te Rūnanga o Ngāti Awa; hapū delegate to Te Rūnanga o Ngāti Awa for Ngāti Rangataua; Chair of Te Kōmiti Taiao o Ngāti Awa and Chair of the Rūrima Islands Trust.

In 1988, he took up his first position with the Department of Conservation as the Senior Manager Māori Conservation Ethics Bay of Plenty Conservancy in Rotorua. He served as Chairman of Te Tapatoru ā Toi Joint Management Committee for 18 years since its inception out of the Ngāti Awa Settlement.

“Kia pukeke Manawa rahi, kia maunga tapopore

Kia pupuri I te hihiri o ngā taonga tuku iho o tau-uki-uki

Kia kore ai e kōpikopiko

Hei aitua taimatemate Ngaro atu, ngaro atu, ngaro atu”

“Cherish, appreciate, and enjoy. Be determined and unyielding. Perpetuate the cultural ethos and dynamics of the resources handed down by our ancestors. So that it does not wander aimlessly. To become a casualty of decay. And consequently disappear.”

Ā tūriki tūriki, pāneke pāneke! Tūriki tūriki, pāneke pāneke! Eke pānuku, eke Tangaroa e, eke tonu atu ki te pae tawhiti e.

He was instrumental in developing and implementing the committee’s ‘Kawa me Ngā Tikanga Protocol and Guidelines’ as well as in designing Te Tapui Tokotoru Conservation Management Plan.

Te Kei led the establishment of the nationwide Te Pūkenga Atawhai Cultural Competency training programme and Māori Language policy for the Department of Conservation.

In 2017, Dr Merito became a member of the Order of Merit for his services to Māori and conservation. In September 2020, he was awarded an Honorary Doctorate in Māori Development in recognition of his leadership and lifetime of dedicated service to his tribes, to Māori, to education, to the Māori language and to the environment.

Dr Merito was a member of Te Mana Whakahaere o Awanuiārangi from 2009 to September 2020. In October 2020, he was appointed to Te Taumata Matanga.

As a founder member of Korehāhā Whakahau, Dr Te Kei continued to support the project up until his passing.

Strategic Framework

Whānau, Marae, Hapū, Iwi

Iwi Vision 2050

Making Strategic Decisions

KO NGĀTI AWA TE TOKI

Poutama o Ngāti Awa

MAURI ORA

TŪ PAKARI

2023/2024 Annual Plan

IWI VISION 2050:

Ko Ngāti Awa Te Toki Tē Tangatanga i Te Rā, Tē Ngohengohe i te wai

MAJOR PROJECTS AND ACTIVITIES FOR 2024/2025 GOVERNANCE

Implement

OUR STRATEGIC VISION:

Strengthening the bindings of the adze: OUR CULTURE. OUR ENVIRONMENT. OUR RESOURCES. OUR PEOPLE.

Leadership Strategy

FOCUS:

• Strengthen governance and leadership within Te Rūnanga o Ngāti Awa.

WHAT WE WILL DO:

• Adopt governance review recommendations.

• Deliver four hui a Hapū to enhance professional development opportunities for governors and senior leaders.

Engagement Strategy

FOCUS:

• Increase Ngāti Awa engagement and participation in Ngāti Awa initiatives.

WHAT WE WILL DO:

• Increase Iwi membership by 10%.

• Launch a comprehensive communications strategy to improve information dissemination to Ngāti Awa uri.

Cultural Strategy

FOCUS:

• Strengthen and revitalise Ngāti Awa’s cultural heritage, language, and traditions.

WHAT WE WILL DO:

• Increase the number of whaikorero and kaikaranga wānanga by 50%.

• Host four cultural events reinforcing Ngāti Awatanga.

• Initiate a digital archive strategy of Ngāti Awa archives and taonga.

Resources Strategy

FOCUS:

• Foster economic empowerment and sustainable development within Ngāti Awa.

WHAT WE WILL DO:

• Create social, economic and employment initiatives with NAGHL.

• Support the attainment of 25 full time trade apprenticeships.

• Promote and support Ngāti Awa pākihi and affiliate organisation economic initiatives.

Wellbeing Strategy

FOCUS:

• Enhance the social wellbeing and development of the Ngāti Awa community.

WHAT WE WILL DO:

• Provide programmes to support whānau wellbeing and development.

• Provide Ngāti Awatanga educational support to schools within our rohe.

• Create Ngāti Awatanga micro-credentials for future empowerment of learners.

Environment Strategy

FOCUS:

• Protect and revitalise the natural environment of the Ngāti Awa rohe.

WHAT WE WILL DO:

• Eradicate invasive predators, to protect and restore our native biodiversity within our iwi owned whenua.

• Improve the ability for iwi and Hapū to measure water quality in local water ways.

• Develop traditional Ngāti Awa ecological mātauranga resources to guide restoration efforts.

Direct distributions - hapū & tertiary

STRATEGY REVIEW

Approve final review with TRONA Board, engage Hapū, prepare for implementation FY 2025/26.

ORGANISATIONAL REALIGNMENT

Implement changes post realignment and measure effectiveness.

In ancient times, Pōhaturoa was born through the union of Tāne and Hinetuparimaunga, known as Te Kahui ki Uta. Ngāti Awa’s spiritual, physical and ancestral connection as tangata whenua is to Pōhaturoa.

Ngāti Awa have always performed ceremonies of birth, death, war and other important matters at Pōhaturoa. In earlier times its higher levels served as repository shelves for the bones of the distinguished dead. The archway in the rock, which was once a cave, is called Te Arikirau. Here, the tribal tohunga would perform moko (tattoo) rituals.

The Waiewe Stream, which now flows beneath Pōhaturoa, was used to initiate young warriors into manhood, and baptismal rituals were performed upon children of high rank.

The present karaka trees that stand on the north side of Pōhaturoa are said to be descendants of the trees brought here by the Mataatua waka.

In July 1920, Pōhaturoa became the Whakatāne Borough’s official war memorial to the men who fell in the great World War from 1914 to 1918. At the front of the lawn facing Pōhaturoa stands a memorial for Te Hurinui Apanui, paramount chief of Ngāti Awa who died on 24 May 1924.

Today Pōhaturoa rock remains an important landmark to all members of the Whakatāne community. This natural feature adds to the unique character of the township and is regarded as a symbol of peace between Māori and Pakeha, merging the past, present and future, blending the old world with the new.

Pōhaturoa

Source: https://www.whakatane.com/activities/pohaturoa

Alexander Turnbull

Te Ara Poutama: Guiding Principles

Manaakitanga

Caring for each other

Our shared obligations to care for one another, with particular emphasis on caring for our youth and our elders.

Kaitiakitanga

Guardianship for future generations

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

Ngāti Awatanga

Our language and culture

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

Education Grant Recipients Manaakitanga Caring for each other

FIRST NAME

SURNAME HAPU

Grace Abbott Wharepaia

DISCIPLINE

Bachelor’s Degree

Shelley Akuhata Ngāti Hāmua Masters Degree

Mirella Alexandre Ngāi Te Rangihouhiri II

Kataraina Anderson Te Pahipoto

Bachelor’s Degree

Merania Anderson Te Pahipoto Masters Degree

Tia Araroa Ngāti Hāmua

Allanah Ashwell Ngāti Pūkeko

Bachelor’s Degree

Masters Degree

Manumalesi’aloa Avaia Ngāti Hokopū ki Te Whare o Toroa Diploma

Miria Bluett Ngāti Pūkeko

Maria Brostow Pahipoto

Heemi Brown Warahoe

Erina Brown Ngai Tamapare

Jack Campbell Ngāti Pūkeko

Bryson Campbell Ngāti Pūkeko

Finn Campbell Ngāti Rangataua

Alexandra Clarke Te Pahipoto

Jackson Clements Ngāi Tamaoki

Sandralee Crawford Ngāi Tamaoki

Mataku Ariki de Roo Ngāti Hokopū ki Te Whare o Toroa

Melany Dowie Ngā Maihi

Turumakina Duley Te Patuwai

Rongomaraeroa Eruera Te Pahipoto

Sean Faulds Ngāti Rangataua

Kelly Flesher Ngāi Tamaoki

Bachelor’s Degree

Doctorate (PhD)

Bachelor’s Degree

Doctorate (PHD)

Bachelor’s Degree

Sarah Grant Te Patuwai Diploma

Rena-Jean Hall Ngāti Hikakino

Bachelor’s Degree

Duncan Hamilton Ngāti Hokopū ki Te Whare o Toroa Bachelor’s Degree

Teresa Harris Ngāi Te Rangihouhiri II Diploma

Geraldine Heeney Warahoe Masters Degree

Karen Herewini Ngāti Hokopū ki Te Whare o Toroa Diploma

Okeroa Hona Te Kahupaake

Kaea Hudson Ngāti Pūkeko

Rakai Hudson Ngāti Pūkeko

Uenukuterangihoka

Bachelor’s Degree

Jefferies Ngāti Hikakino Masters Degree

Dominick Kaiwhata Ngāi Taiwhakaea Diploma

Daeja Bernice

Kaponga Ngāti Pūkeko

Liam Kennedy Ngāti Pūkeko

Bachelor’s Degree

FIRST NAME

SURNAME HAPU

Genesis Kiliata Ngāi Taiwhakaea

Jordyn King Te Pahipoto

Hami Kinghazel Ngāti Hokopū ki Te Whare o Toroa

DISCIPLINE

Bachelor’s Degree

Brooke Kingi Ngāi Tamaoki Postgraduate

Maia Kupai-Ashby Ngāti Hokopu ki Te Rahui

Te Waikamihi Lambert Ngai Tamawera

Romaiye Lowen Ngāi Te Rangihourhiri II

Tyra MacPherson Te Pahipoto

Amelia-Marie Mahutoto Ngāti Maumoana

Nathan Mansell Ngā Maihi

Isaiah Mansell Ngāi Tamawera

Cerys McFarlane Ngāti Pukeko

Ethan McGinty Ngā Maihi

Luke McLeod Te Pahipoto

Bachelor’s Degree

Hemi McLeod Te Kahupaake Diploma

Helene McLeod Ngāti Pūkeko

Bachelor’s Degree

Arielle McMillan Ngā Maihi Postgraduate

Briar Merritt Ngāti Hokopū ki Te Rāhui Certificate

Yvonne Mitchell Ngāi Taiwhakaea

Anahera Moses Ngā Maihi

Lynette Hinemareikura Ngatai Te Patuwai

Doctorate (PhD)

Bachelor’s Degree

Jordan Norman Ngāi Taiwhakaea Certificate

Alex Ogilvie Ngāti Pūkeko

Catrin Ogilvie Ngāti Hokopu ki Te Rahui

Michael Panapa Ngāti Hāmua

Bachelor’s Degree

Manaia Pearmain-Fenton Ngāti Hokopū ki Te Whare o Toroa Certificate

Mikee Perdomo Ngāi Tamawera

Bachelor’s Degree

Harmony Poata Ngāi Tamaoki Certificate

Maraea Porter Ngāti Pūkeko Postgraduate

Toni Raimona Ngāi Tamaoki Masters Degree

Megan Ranapia Te Patuwai

Bella Rewiri-Wharerau Te Patuwai

Doctorate (PhD)

Bachelor’s Degree

Tiaan Roia Ngāti Pūkeko Postgraduate

Raukura Ruha-Hiraka Te Pahipoto

Bachelor’s Degree

Kaewa Savage Te Pahipoto Masters Degree

Cole Scott Ngāti Rangataua

Bachelor’s Degree

Victoria Seymour Ngāti Pūkeko Diploma

Manaakitanga Caring for each other Education Grant Recipients continued

FIRST NAME

SURNAME HAPU

Johnathan Simon Ngāti Hāmua

Hingangaroa Smith Ngāi Tamawera

Laken Stone Ngā Maihi

Zoe Studer Ngāi Te Rangihouhiri II

Ani Tai Ngāti Pūkeko

Atareta Tan Ngāti Awa ki Pōneke

Gabrielle Tarau Ngāti Pūkeko

Skye Taylor Ngāi Te Rangihouhiri II

Jackie Te Amo Warahoe

DISCIPLINE

Bachelor’s Degree

Postgraduate

Bachelor’s Degree

Masters Degree

Bachelor’s Degree

Postgraduate

Bachelor’s Degree

Doctorate (PHD)

Robin Te Aotonga Ngāti Hokopū ki Te Whare o Toroa Diploma

Selina Marama Te Kata Ngāi Tamapare

Puaawai Te Pou Te Tawera

Shaun Toroa Te Rire McNeil Ngā Maihi

Karamea

Te Aomihia

Tukukino Ngāi Taiwhakaea

Tumai Te Pahipoto

Debbie Isai-leen Tunui Ngāti Pūkeko

Katera Tutua Ngāi Taiwhakaea

Te Aniwa

Parekura

Tutua Ngāi Taiwhakaea

Tutua-Nathan Ngāi Taiwhakaea

Manawamoterangi Mikey Vercoe Ngā Maihi

Pareraututu

Waaka Ngāti Pūkeko

Michaela Waiari Te Pahipoto

Ashlee Waikawa Ngāti Pūkeko

Marangai Wainohu-Savage Te Pahipoto

Misty Waititi-Hudson Ngā Maihi

Manaia Wano Ngāi Taiwhakaea

Bachelor’s Degree

Postgraduate

Doctorate (PhD)

Masters Degree

Bachelor’s Degree

Kerena Wano Ngāi Taiwhakaea Postgraduate

Kapua Warbrick Ngā Maihi

Bachelor’s Degree

Pania Watson Ngāti Pūkeko Masters Degree

Jasmine Westrupp Ngāti Hikakino

Stacey Wharewera Ngāti Hokopu ki Te Rahui

Nathaniel Williams Te Patuwai

Aaria Williams Ngāti Pūkeko

Te Awhitu

Wilson Ngāi Tamaoki

Abbie Wilson-Ratahi Ngāi Taiwhakaea

Noah Wineti Ngāi Te Rangihouhiri II

Ashley Winiata-Simpson Ngāi Te Rangihouhiri II

Jennifer Woods Ngāti Pūkeko

Bachelor’s Degree

Masters Degree

Bachelor’s Degree

Doctorate (PhD)

Education Grants & Scholarship Distribution

2005/2006

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

Tertiary Grants

$1,348,485

Kaitiakitanga Guardianship for future generations

Customary Fisheries

WHY EXOTIC CAULERPA IS A RISK TO NZ

There are two almost identical species of exotic caulerpa now known to be in New Zealand waters – Caulerpa brachypus and Caulerpa parvifolia. Together we refer to them as exotic caulerpa.

These 2 pest seaweeds can spread rapidly, forming large underwater fields.

THE RISKS FROM EXOTIC CAULERPA

Exotic caulerpa covers more than 1,500 hectares (August 2024) of the upper North Island seabed. Density ranges from thick carpets in some areas to sparsely distributed plants in others. It can compete with other species for space and upset the balance of local ecosystems. This presents a risk to recreational, cultural, and commercial marine activities.

WHERE EXOTIC CAULERPA HAS BEEN FOUND

Exotic caulerpa was first found in New Zealand in July 2021 at Aotea Great Barrier Island. It has since been confirmed at Ahuahu Great Mercury Island, Te Rāwhiti Inlet in Northland, Kawau Island, Waiheke Island, Mokohinau Islands, Rakino Island, Fantail Bay, Coromandel Peninsula, and Omaha Cove/Leigh Harbour (although this was a small, discrete patch which has been removed).

It is not known where or when exotic caulerpa first entered New Zealand waters. It is considered likely it arrived on a vessel travelling from Australia or the Pacific. The amount found in the various locations suggests it had been here for several years before its first discovery at Aotea.

Auckland Council has produced an interactive map called the ‘Community exotic caulerpa viewer’. The map shows areas where surveillance for exotic caulerpa has taken place and the known locations of exotic caulerpa. As soon as new information is received and validated, the map is updated. Areas surveyed where no exotic caulerpa has been found are shown in green and all known locations of exotic caulerpa are shown in red.

You can expand the map to show all of New Zealand, although exotic caulerpa has only been detected in the upper North Island.

You can use this map to guide decisions on areas to visit by vessel. Areas of exotic caulerpa are best avoided, particularly for any activities that would make contact with the seabed – for example anchoring and fishing.

If you believe you have seen exotic caulerpa in areas outside of those marked, report it to 0800 809 66 or report.mpi.govt.nz

THE WORK BEING DONE ON EXOTIC CAULERPA

Since its discovery in 2021, Biosecurity New Zealand has been working closely with partners, including mana whenua at affected places, local councils, and communities, to try to stop its spread and find or develop potential ways to manage it.

Over $20 million has been spent or allocated to scientific research to understand the pest, surveillance to find it, development and testing of techniques to remove or minimise it, and communications and legal controls to prevent its spread.

While the complete and permanent removal of caulerpa from New Zealand is not feasible with the current tools and the scale of the infestation here, future efforts may include suppression (reducing density to lower the risk of spread) and eliminating it from specific sites.

In 2024, the Government allocated $15 million to enable the creation of an accelerated programme of activities to develop new tools for surveillance and treatment.

A mat of exotic caulerpa seaweed on the seafloor near Aotea Great Barrier Island. (Photo credit: NIWA)

WAYS TO MANAGE CUSTOMARY FISHERIES

• Recreational Fishing

• Commercial Fishing

• Māori Customary Fishing

- Māori customary fishing

- Managing customary fisheries

- Customary fisheries management areas, rules, and maps

- Customary Fisheries Research Fund

• Fisheries Management

• Sustainable Fisheries

• Aquaculture

• Funding And Support

• Fisheries Science And Research

Tangata whenua (people of the land with authority in a particular place) manage their fisheries under:

• customary fishing regulations

• the Fisheries Act 1996.

They can do this in a way that best fits their local practices. There are several ways to manage customary fisheries.

• Mātaitai reserves – recognise and provide for traditional fishing through local management. They allow customary and recreational fishing but usually do not allow commercial fishing.

• Taiāpure (local fisheries) – estuarine or coastal areas that are significant for food, spiritual, or cultural reasons. They allow all types of fishing and are managed by local communities.

• Temporary closures and restrictions on fishing methods (Sections 186A and 186B closures) – areas that are temporarily closed to fishing or certain fishing methods.

• Fisheries bylaws – changes to fisheries management rules made by tangata whenua or tangata kaitiaki/tiaki (guardians) for their Crown settlement area or mātaitai reserve.

Kaitiakitanga Guardianship for future generations

MĀTAITAI RESERVES

Mātaitai reserves are developed and managed by tangata whenua. They recognise and provide for:

• the special relationship between tangata whenua and their traditional fishing grounds

• non-commercial customary fishing.

Mātaitai reserves allow:

• customary fishing

• recreational fishing without needing a permit.

Mātaitai reserves do not:

• allow commercial fishing (unless reinstated by a regulation)

• allow landing of commercial catch or holding pots

• affect commercial fishing vessel activities like transiting and mooring

• affect recreational fishing rules unless there are bylaws in place

• control whitebait fishing

• affect access to beaches and rivers

• change restrictions on access to private land.

MĀTAITAI RESERVES MAY HAVE BYLAWS

Some mātaitai reserves have bylaws that tangata kaitiaki/tiaki (guardians) use to manage non-commercial fishing. Bylaws apply to all people fishing in a mātaitai reserve.

ROLE OF TANGATA KAITIAKI/TIAKI

The tangata kaitiaki/tiaki appointed to a mātaitai reserve can:

• issue customary fishing authorisations to allow customary food gatheringnot just for hui and tangi

• recommend changes to the recreational and customary fishing rules in the reservethese may become bylaws

• recommend reinstatement of limited commercial fishing. Recommendations for bylaws (for recreational fishing) and regulations (for commercial fishing) are consulted on with the public and relevant stakeholders. They need to be approved by the Minister of Oceans and Fisheries.

HISTORY OF THE APPLICATION

• 2011: Te Rūnanga o Ngāti Awa lodged the mātaitai reserve application, with the proposed offshore boundaries extended to 1 nautical mile.

• 2012-2016: Fisheries New Zealand consulted on the application 3 times, resulting in Ngāti Awa reducing the size of the proposed area to address concerns of commercial fishers.

• 2018: The then Minister for Oceans and Fisheries, deferred a decision on the application due to its potential impact on commercial fishers.

• 2024: Ngāti Awa and Fisheries New Zealand agreed to proceed with the application with the offshore boundaries extending to approximately 500 metres.

PROPOSED MĀTAITAI

RESERVE SURROUNDING MOUTOHORĀ ISLAND AND THE RURIMA ISLAND GROUP

• Te Rūnanga o Ngāti Awa have applied for a mātaitai reserve surrounding Moutohorā Island (Whale Island), and the Rurima Island Group (Rurima, Moutoki, Tokata).

• The offshore boundaries extend to approximately 500 metres.

SUMMARY – EFFECTS ON THE COMMUNITY

• Establishment of a mātaitai reserve does not affect the ability of the local community to fish for non-commercial purposes.

• Any future effect would be by way of the bylaw setting process, which involves public consultation.

• Bylaws apply generally to all persons fishing in a mātaitai reserve.

Kaitiakitanga Guardianship for future generations

Whakarerea te Toitoi makuhane

Ka whai ki te Matariki

Kia pūkeke manawa-rahi

Kia mau matā-popore

Ki ngā Aitanga ā Tāne me Mumuhanga

Kia kore ai e kōpikopiko

Ko te mutunga ko whatu ngarongaro

Throw away the inferior reeds

Pursue that which is superior

Be determined and resolute Cherish and guard

The progeny of Tāne and Mumuhanga

So, they do not meander

And disappear into obscurity

Te Kei o te Waka Merito (Ngāti Rangataua, Ngāti Awa) MNZOM, July 2023

HIGHLIGHTS

NATIONAL PREDATOR FREE 2050 CONFERENCE

Hosted annually, this year’s conference was hosted by Te Korowai o Waiheke. Dr Rob Whitbourne represented Korehāhā Whakahau, presenting Mātauranga research. Tom Monaghan, Kaiarahi of Korehāhā Whakahau, participated in a panel discussing the project’s possum-proof fence, attracting significant interest from other projects.

KOREHĀHĀ WHAKAHAU KAIMAHI WĀNANGA

Senior management team Simon Harris, Tom Monaghan, and Sieanna Walker organized a two-day wānanga. Activities included learning sessions led by Dr Rob Whitbourne on Mātauranga, insights from Rapata Kopae on Moutohorā, and historical perspectives from Charlie Bluett on Ngāti Hokopu land. The team also enjoyed dinner and networking at Te Whare o Toroa.

Korehāhā Whakahau Team with picture of Ngāti Awa Rangatira, Project Kaumatua, pūkenga taiao, Te Kei o te Waka Merito, who passed in September 2023.

• Possum Captures

Kaitiakitanga Guardianship for future generations

POSSUM CAPTURES

The project reached a significant milestone with 2,510 possum captures as of October 2025, demonstrating ongoing dedication and hard work. A map highlights the specific locations where each capture was recorded.

PRIVATE LANDOWNER ENGAGEMENT

In the eastern sector, Korehāhā Whakahau secured support from major landowners, including whānau trusts, and increased participation from Ōhope homeowners, bolstering eradication efforts.

DETECTION DOG AND HANDLER

Approval of a detection dog and handler marked a significant advancement. This capability enhances targeted assessments, crucial for confirming possum-free areas and guiding future efforts.

Map highlighting the approach to using the possum dog and clearing the project area of possums.

Possum

KAIMAHI TRAINING AND UPSKILLING

Significant training achievements included certifications in Health and Safety Representation, Incident Investigation, Workplace Training, 4x4 and LUV Operation, and Island Biosecurity and Quarantine procedures.

COMMUNITY ENGAGEMENT

Ōhope Primary School: Educated students on the importance of possum eradication through interactive sessions showcasing trapping tools and detection methods.

Bay Conservation Alliance: Hosted Tauranga-based cadets, sharing expertise in conservation methods and technology, emphasising Korehāhā Whakahau as a pioneering iwi-led initiative.

for a day

Operations Manager Simon Harris and Korehāhā Whakahau team with Apiti Hou Programme students and staff at Tauwhare Rātā Pā

The Korehāhā Whakahau team hosted conservation cadets from the Bay Conservation Alliance, Tauranga,

of handson fieldwork. Te Heeri Falwasser demonstrated the setup of live capture cage traps, providing valuable insights into pest management. The day concluded with a BBQ, where the team extended their manaakitanga to the cadets.

Kaitiakitanga Guardianship for future generations

MAHI WHAKAMANA

Partnered with local kura (Whakatāne High School, Trident High School, and Tarawera High School) to offer tauira insights into project operations, including trap checking and Mātauranga sessions led by Rob Whitbourne.

These highlights underscore the dedication of Korehāhā Whakahau to advancing pest eradication through collaboration, education, and innovation in 2024.

Planting Day with Te Papa Atawhai at the Ōkorero wetlands in Thornton. Korehāhā Whakahau kaimahi: Genesis O’Sullivan, Jayme Karekare and Te Heeri Falwasser

Korehāhā Mātauranga Research Project

Dr Rob Whitbourne’s role as lead Senior Researcher concluded at the end of March 2024, but key research outputs and support requirements remain. A wealth of Mātauranga related to ngahere (forest ecosystems) has emerged through archival research and interviews, necessitating continued learning and application within the project. Dr Whitbourne is committed to completing these outputs and providing ongoing guidance, including support, advice, and teaching activities as required.

“It’s like re-learning a language that has not been lost, but fragmented. So, these elements need to be woven back together to create a group of people that can speak that language.”

Kaitiakitanga Guardianship for future generations

RESEARCH HIGHLIGHTS

Korehāhā Whakahau Wānanga

A two-day wānanga was conducted with the Korehāhā Whakahau team at Wairaka Marae. The event focused on the exchange and learning of taiao mātauranga from the research project. It included a hīkoi and wānanga on Moutohorā, traditional practices such as rope making with tī kōuka, and insightful discussions with local kaitiaki, Rapata Kopae.

HINAU - POSSUMS AND FRUITING

Presentation to Predator Free 2050

A presentation to representatives from all Predator Free 2050 (PF2050) projects nationwide, including PF2050 governance. The feedback was overwhelmingly positive, particularly from PF2050 leadership and iwi representatives, highlighting the importance of integrating iwi knowledge into conservation initiatives.

TA K URUA

The development of the Ngāti Awa seasonal calendar is nearing completion. A draft version was prepared by mid-April and will be reviewed by Korehāhā Whakahau and TRONA management in late April. This calendar draws from mātauranga and will guide seasonal activities and environmental monitoring.

KOANGA

Asdaysbecomewarmer&longer Koanga(Spring)isarriving. RangiorathenKōwhaiflower.Moutohorā.KuiachickshatchonPīpīwharauroa& Koekoeāreturnfromthe PacificIslands,withKuaka arrivingfromAlaskalatein themonth,tosettleat Ōhiwa.Someīnangabegin tomigrateupstream. It'stimetoprepareyour maaraandplanforthe growingseasonahead.

flowerbuds&newgrowthstartto appearasKoanga approaches. Kāhumaystart courtinglatein themonth& other manuwill nestsoon.Fogsare common acrosstherohe,withastream ofmorningfogoftenseen aboveValleyRdin Whakatāne. Puawānanga flowerslateinthemonth,asplashofwhiteandyellow inthecanopy.

KopuismarkedbyTeMataote Tauasnewgrowthisseenonrākau &otaota.Rangiora,Kōwhai, Hangehange,Mingimingiand Kiekiearesomeofthe‘puāwaio tengahere’. Theflushofnew growthprovideskaiforKererū Migratoryandothermanu.manucontinueto arrive,withsomeforestmanu beginningnesting. Pūririmonthsmayappear, Kahawaibecomemore commonatrivermouths, Kūmaratipuemerge,while Kuiachickscontinueto mature.

Forests Seasons of Ngāti Awa

RAUMATI

humid,Poutū-te-rangiis visitriverlevelsfall, (cyclones)almostdaily.Storms fromthetropicstrackintothe Mataatua&Tairāwhitirohe.Fruits& berries continuetoKahikatea,ripen-Karaka,Tawa, MiroandHīnau. Kiekiefruit (ureure)areclosetomature. timeRuhi-te-Rangiisahotandhumid loudlyoftheyear,Kihikihiemerges fromtheground,providing manu.aboostofkaiforotherngārara& quieten,Kōkōlovethem.AsKihikihi Pihareinga(Crickets)arerākauheardinthenight.Flowering arelesscommon,withinfluencefruitmaturingunderthe ofRehua.Some,ready,suchasKaraka,maybe othersareamonthor twoaway. sky,Rehuabecomesvisibleinthedawn followedPōhutukawafloweringfinishes, byKānuka&thenRātā,a feastforKōkō,Kōpara,Kākāand mature.Kākāriki.Kiekiefruitsbeginto appearsYellowRaupōpua(pollen) quickly&isonly availableforashorttime.Karaka berriesripentowardstheendof coastalthismonth.Afternoononshore windsmarkthedays–yougofishinginthemorningif plumecan.Keepaneyeonthe fromWhakaari,ifit shifts,achangeinthewind iscoming,timetogetoff thewater.

Matariki

THE COMPILATION OF NGAHERE MĀTAURANGA

‘Te Waonui o Ngāti Awa’ Book for the book Te Waonui o Ngāti Awa is approaching the review stage. This Mātauranga has already been incorporated into various aspects

MĀTAURANGA LEARNING PROGRAMME

Development of the Mātauranga Learning Programme for Korehāhā Whakahau staff is ongoing. This programme includes a mix of workbooks, learning progress records, and hands-on ngaherebased activities. The resources are designed to support continuous mātauranga learning throughout 2024.

▪ Kiekie: Valued for its kai (t āwhara flowers and ureure materials.

▪ Nīkau: Used for kai and construction.

▪ Kohekohe: Known for its rongoā (medicinal) properties.

MONITORING OF TAONGA

A monitoring programme has been developed for culturally significant species to integrate Mātauranga ngahere into the Korehāhā Whakahau work plan. Five taonga species have been identified for staged monitoring, with a focus on species that attract possums during flowering and fruiting stages, serving as natural lures. The monitored

with wood used in tools and significant historical ties to Te Pahipoto and Kokohīnau marae.

• Puahou: Recognized by Hāmiora Pio for its winter flowering, marking the Māori New Year and acting as a major seasonal indicator.

▪ Kiekie: Valued for its kai (t āwhara flowers and ureure materials.

▪ Hīnau: An important kai source, with wood used in tools historical ties to Te Pahipoto and Kokoh īnau marae.

▪ Nīkau: Used for kai and construction.

▪ Puahou: Recognized by H āmiora Pio for its winter flowering, New Year and acting as a major seasonal indicator.

▪ Kohekohe: Known for its rongoā (medicinal) properties.

▪ Hīnau: An important kai source, with wood used in tools historical ties to Te Pahipoto and Kokoh īnau marae. miora Pio for its winter

Dr Rob Whitbourne and representatives of Nia Tero, an International Indigenous advocacy group, at Tauwhare Rātā Pā (Feb 2024, Whakatāne), talking Mātauranga, rongoā Māori, and connection to whenua.

Kaumatua-Kaitiaki-Pūkenga Rapata Kopae and Korehāhā Whakahau kaimahi – day trip to Moutohorā, 2024.

Rehua

Dr Rob Whitbourne Nia Tero, advocacy 2024, Whakatāne rongoā Māori,

Kaumatua and Korehāhā to Moutohorā

Dr Rob Whitbourne Nia Tero, advocacy 2024, Whakatāne rongoā Māori,

Kaumatua and Korehāhā to Moutohorā

Kaitiakitanga Guardianship for future generations

TE AU O TE WAI

TE AU O TE WAI O NGĀTI AWA PROJECT

The Te Au o Te Wai o Ngāti Awa Project, funded by the Te Mana o Te Wai fund from the Ministry for the Environment, aimed to facilitate engagement with ngā uri o ngā hapū o Ngāti Awa, building on our practices of kaitiakitanga and mātauranga to guide decisionmaking for freshwater in surface water bodies within the Ngāti Awa rohe.

O NGĀTI AWA PROJECT

The Te Au o Te Wai o Ngāti Awa Project, funded by the Te Mana o Te Wai fund from the Ministry for the Environment, aimed to facilitate engagement with ng ā uri o ngā hapū o Ngāti Awa, building on our practices of kaitiakitanga and mātauranga to guide decision-making for freshwater in surface water bodies within the Ngāti Awa rohe.

In giving effect to our values of Mana Whakahaere, Kaitiakitanga, Manaakitanga, and Rangatiratanga, the project worked to embody Ng āti Awa's care and respect for wai, involving Ng āti Awa people in freshwater management and decision -making that aligned with Te Mana o Te Wai and influenced statutory regulations affecting freshwater management in the Ng āti Awa rohe.

In giving effect to our values of Mana Whakahaere, Kaitiakitanga, Manaakitanga, and Rangatiratanga, the project worked to embody Ngāti Awa’s care and respect for wai, involving Ngāti Awa people in freshwater management and decision-making that aligned with Te Mana o Te Wai and influenced statutory regulations affecting freshwater management in the Ngāti Awa rohe.

challenges in project management, stakeholder engagement and recruitment led to some delays. Looking ahead, we recognize the need to enhance leadership, streamline operations, and improve stakeholder collaboration to ensure more efficient and sustainable outcomes that align with Ngāti Awa values and benefit future generations.

The project successfully achieved its objectives through meticulous planning, strong board advocacy, active hapū involvement, and strategic collaboration with the Bay of Plenty Regional Council. It upheld the principles of Te Mana o Te Wai while preserving Ng āti Awa ’s cultural integrity. However, challenges in project management, stakeholder engagement and recruitment led to some delays. Looking ahead, we recognize the need to enhance leadership, streamline operations, and improve stakeholder collaboration to ensure more efficient and sustainable outcomes that align with Ng āti Awa values and benefit future generations.

(Participant Comments from TAoTW W ānanga)

“We need to lead the tiaki call ”

“We need to remember who we are, that we are not separate from the wai, I am the ika, I am the wai, I am the moana, that is why we feel so deeply.”

“We need to lead the tiaki call.”

“We need to take notice of the tohu of the awa.”

“We need to remember who we are, that we are not separate from the wai, I am the ika, I am the wai, I am the moana, that is why we feel so deeply”

“We need to take notice of the tohu of the awa.”

“The voice of the wai might be silent, but it is up to us to speak on its behalf, it shows us in other ways.

Wai – our identity, our authenticity and our authority

“The voice of the wai might be silent, but it is up to us to speak on its behalf, it shows us in other ways.”

“Wai – our identity, our authenticity and our authority.”

(Participant Comments from TAoTW Wānanga)

Kaitiakitanga Guardianship for future generations

Taiao

KEY CONSENTS AND RMA SUBMISSIONS

Te Rūnanga o Ngāti Awa (TRONA) consents assessments and resource management submissions are drafted by former Manager Taiao and General Manager Strategy & Policy.

TRONA recovers 100% of costs from consent applicants, which offsets cost associated with preparing submissions to national, regional and district regulations that affect te taiao in the Ngāti Awa rohe.

Thirty-five consent assessments were completed between 8 February and 30 June 2024, with 60% for replacement water takes for existing horticulture and dairying activities, 35% for new residential subdivisions and papakainga, and 5% for development of existing businesses.

TRONA made the following submissions to national legislation during the reporting period:

• Fast Track Approvals Bill

• Resource Management Extended Duration Coastal Permits for Marine Farms Amendment Bill

• Local Electoral Māori Wards and Māori Constituencies Bill

It provided feedback and submission to district regulations including:

• Public Spaces Bylaw

• Plan Change 4 Minimum Building Platform Levels

• Plan Change 8 Huna Road Structure Plan

• Plan Change 6 Audible Bird Scaring

RESOURCE CONSENTS

Water Take Development Subdivision

TRONA also provided support to Bay of Plenty Regional Council and Whakatāne District Council compliance prosecutions including:

• Te Rahu Orchards unconsented water take for kiwifruit orchard use and

• Ōhope Golf Club willful destruction of 500 native trees in the coastal environment.

Copies of all consents assessments and submissions are available from the Manager Taiao on request.

NGĀTI AWA MOUTOHORĀ NANAO KUIA OI

This report is dedicated to the late Te Kei o Te Waka Wilson Merito, a revered Ngāti Awa Kaumātua and esteemed Pūkenga, who passed away on 26 September 2023. As a visionary leader, Te Kei was instrumental in the revitalisation of Ngāti Awa’s traditional cultural harvest of manu kuia on Moutohorā, a practice suspended by the Department of Conservation in 1950. From 2012 until his passing, Te Kei’s steadfast commitment, profound knowledge, and cultural mastery breathed new life into the mātauranga of manu oi, fostering a new generation of Pou Nanao (manu kuia harvesters) to carry forward this vital legacy.

E te Rangatira Te Kei, kei konei tonu mātau e mahi ana ngā mahi i waihotia mai e koe. Ōtira e te Pāpā, kei te mihi, kei te mihi.

In 2023, the primary objectives of the harvest were to build upon the insights gained from the 2020 Kuia Harvest and to strategically focus on:

• Reclaiming and preserving the traditional Ngāti Awa harvesting and processing techniques

• Transferring Ngāti Awa mātauranga from kaumātua to future generations

• Strengthening the connection among the descendants of Ngāti Awa

• Enhancing the skills and expertise of Ngāti Awa uri to become proficient in these practices as Ngā Kaitiaki o Ngā Kuia o Moutohorā

Te Taputoru a Toi: Joint Management Committee, established under the Ngāti Awa Claims Settlement Act 2005, oversees the management of Moutohorā, Ōhope Scenic Reserve, and Tauwhare Pā Scenic Reserve. Comprising six members appointed by the Minister of Conservation, the committee ensures joint stewardship between Ngāti Awa and the Department of Conservation (DOC).

Te Kei Merito previously served as Chair, with other Ngāti Awa members such as Kaumātua Rapata Kopae, who remains an active Kaitiaki of Moutohorā. The strong partnership between Ngāti Awa and local DOC staff, many of whom whakapapa to Ngāti Awa, ensures the iwi’s active role in decisions affecting the health and wellbeing of Moutohorā’s flora and fauna.

Kaitiakitanga Guardianship for future generations

MANU KUIA – November 2023

Kaitiakitanga Guardianship for future generations

The November 2023 harvest on Moutohorā marked a significant milestone, with Tu O’Brien, Pou Nanao and TRONA Chair, reflecting on the decade since the reinstatement of Ngāti Awa’s cultural harvest in 2013. Over the past ten years, harvesting techniques have been honed and mātauranga re-learned, guided by a core group of experienced Pou Nanao who are now training new birders, ensuring strong succession planning.

This year saw a notable shift, as the birds were processed on Moutohorā itself, rather than on the mainland. A committed group of wahine Māori led the plucking (whai huhuti), significantly enhancing efficiency through shared efforts. The harvest represented many of Ngāti Awa’s hapū, though demand for participation continues to exceed capacity. Of the 200 permitted birds, 180 were harvested, with plans to improve the purging process (ruaki) in future wānanga.

As hapū interest grows, there is an increasing opportunity for hapū-led harvests, which would foster hapū-specific mātauranga and strengthen autonomy. The legacy of Te Kei Merito remains deeply revered, as Ngāti Awa Pou Nanao continue to mentor the next generation of manu kuia harvesters, ensuring the enduring vitality of this cultural practice.

Ka pu te ruha, ka hao te rangatahi.

Takutai Moana (MACA) Project 2024-2025

Te tai rā, te tai rā. E pari ana te tai ki hea?

Ka pari te tai o te moana-a Toi ki ngā awa i te purangatanga mai o Ngāti Awa. The tide, the tide. Where does it flow?

The oceans and landscapes of Toi flow to the rivers that sustain the well-being of Ngāti Awa.

Te Rūnanga o Ngāti Awa’s claims under the Marine and Coastal Area (Takutai Moana) Act 2011 (or the MACA Act) appointed a team of three to manage the various pieces of work that are required for the 2025 High Court hearing. This includes liaising hapū delegates, with other Ngāti Awa applicants, legal counsel, and managing the co-ordination of gathering Ngāti Awa’s historical and contemporary kōrero about the Takutai Moana.

The MACA team include project manager Vicki Rangitautehanga Murray (Ngāi Tamapare / Ngāti Pūkeko) alongside researchers Matiu Nuku (Ngāti Rangataua / Ngāti Pūkeko) and Lanae Cable (Ngāti Hokopū). Their primary role was to gather kōrero and discuss the process under the MACA Act. The deadline for the filing of evidence to support Ngāti Awa’s claims was set for the 23rd of October. With the changes to the Act and to the funding this date was pushed out to December 2024.

Our aim is to be awarded Customary Marine Title (CMT) and Protected Customary Rights (PCR) over the areas defined in the map below. This requires us to provide sufficient evidence to meet the tests outlined in the Act. The priority for the MACA team is to gather as much korero from as many hapu members as possible to strengthen our case.

The application to be heard in May 2025.

The green area is TRONA’s full application area on behalf of Ngāti Awa.

The area yet to be heard by the High Court is outlined in red.

However, the Court of Appeal has ordered a re-hearing of the coastal CMT between Maraetotara and Te Rangi.

Applications for leave to appeal against the Court of Appeal’s judgment are before the Supreme Court.

Vicki Rangitautehanga Murray

Kaitiakitanga Guardianship for future generations

Being part of the MACA Team has presented some unique opportunities and experiences for Matiu Nuku, from a personal and professional perspective. It has facilitated an increased awareness of our history, traditions, customs and tikanga pertaining to the Takutai Moana. Furthermore, it offers an insight into the philosophies of our people and encourages further exploration of the concepts of kaitiakitanga, manaakitanga and whakawhanaungatanga. Nevertheless, it does demonstrate how Ngāti Awa, have the potential to once more thrive in these traditional spaces and continue to develop our resources in a meaningful and dynamic way.

Our progressive approach on the MACA Project has featured various forums thus far; including informing and updating hapū representatives at Board Meetings, which has been key to procuring the necessary buy-in from hapū members. Additionally, we have attended several Kahui Kaumatua Hui to promote the kaupapa and to conduct workshops to clarify CMT and PCRs across the Ngāti Awa application area. This process

has also included revised briefs and strategic perspectives delivered by our capable legal team and deliberated over by our respective hapū and iwi leadership group. In particular, the flow on effects of the proposed changes to procedures by the current government and the resulting Waitangi Tribunal’s Enquiry (Wai 3400) in which our Manahautū has provided valuable input.

We note that substantial reports and significant documentation already exist detailing Ngāti Awa’s history and relationship with the Takutai Moana. This includes the material amassed by hapū at our Waitangi Tribunal Inquiry (Wai 46), to those many individuals and groups who over the years have contributed to the quality of resources we now have available at Te Roopu Whakaemi Kōrero o Ngāti Awa, this evidence has proven to be invaluable. However, the monumental task for this small MACA team has been the challenge of sifting through and disseminating the relevant information amongst the volume of potential files for review. No mean task I can assure you. We have also engaged with and provided reciprocal feedback to Historian Tony Walzl who has been commissioned to prepare the historical record and report into Ngāti Awa’s claims to the Takutai Moana and whose expertise has been significant. Central to this process has been the collection of personal communications and key engagement with as many of Ngāti Awa pūkenga, kaumātua, kuia and pakeke on Ngāti Awa tikanga, whakapapa and relationships with the Takutai Moana. As part of this undertaking we have interviewed whānau members, specialists in their field as well as fishers, kaitiaki, rangatahi, rongoa practitioners and other knowledge holders. This has been a thoroughly rewarding part of the project, building rapport and establishing relationships, frequently discovering gems that would never have seen the light of day had it not been for some chance inquiry, or the random analysis of certain texts. Of note was reviewing significant bodies of works from pūkenga no longer with us, words which still hold weight and continue to withstand the test of time. We trust that this project provides substance to their aspirations and an abiding legacy for future generations unborn.

KAIRANGAHAU SUMMARY REPORT

Takutai Moana | September 2024 by Lanae Cable.

Working as a kairangahau in the Takutai Moana space has been both challenging and intricate to navigate. Yet, the most rewarding aspect of this research is the opportunity it provides to collect stories that express our deep connection to the moana and coastal regions.

1 Engagement with Project Team:

• Actively participated in regular meetings and updates with the project team.

• Contributed to discussions on research progress and strategy.

2 Hui Attendance:

• Attended the Te Rūnanga o Ngāti Awa board hui.

• Engaged with key stakeholders and gathered insights relevant to the customary marine title project.

3 Ngāti Hokopū Timeline Preparation:

• Started to develop a comprehensive timeline of Ngāti Hokopū’s occupation, covering the area from Ōhiwa to Ōpihiwhanaungakore.

• Compiled historical and cultural data to support the timeline.

4 Engagement with Experts:

• Collaborated with Matthew Cunningham, expert witness for Ngāti Hokopū’s case, to gather and review relevant information.

• Participated in meetings with the Ngāti Hokopū project team to align on research objectives and gather input.

• Ngāti Hokopū have shared their position statement on Customary Rights (PCR) and Customary Marine Title (CMT) under section 95 of the Marine and Coastal Area (Takutai Moana) Act 2011 Foreshore and Seabed of New Zealand

5 Research and Archival Work:

• Conducted research relevant to Ngāti Hokopū’s area of interest.

• Engaged with archival material at Te Whare Taonga o Taketake and Ngāti Awa Research and Archives.

6 Interviews:

• Ongoing interviews to collect additional data and insights for the project.

7 Upcoming Wānanga:

• Planned participation in the Ngāti Hokopū Takutai Moana wānanga scheduled for the 27th of September.

8 Map Development:

• Engaged Greg Moorcroft to prepare maps of relevant areas of interest.

• Inputted data into mapping software and Google Maps to visualize and analyze kōrero on our marine and coastal areas.

He mihi nui ki a Arron Moeke (no Ngāti Rangataua / Ngāti Pūkeko) mō tana toi tohorā.

Ngāti Awatanga Our language and culture

The Cultural, Research, and Archives Department is another part of TRONA that is being reset. It’s our responsibility to uphold and protect our language, our culture through our shared ancestry. To strengthen and revitalise Ngāti

Four kura reo took place in the month of January alone. An average of 100 people attend each kura reo which means thousands are benefitting from boosting their reo proficiency, activating its use, or getting their ‘reo fix’ in an

Te Mātāwai Tumu Whakarae Poia Rewi says despite government plans to reduce Māori language use in the public service, the hunger for Māori immersion learning in Māori communities keeps growing. Māori and non-Māori appear driven to use even more reo, as if in protest.

REO RUA/NORMALISING TE REO IN WHAKATĀNE

Process for public signage. Development and confirmation of a process for dealing with various requests in particular the public

te mīharo ki a rātau tito waiata e pā ana ki a Ngāti Awa;

6 He nui ngā katakata Māori;

7 Kei runga noa atu ngā waiata, tauparapara, hītori, whakatauaki a Ngāti Awa i tukuna e ngā pūkorero me kaihaka o Ngāti Awa;

8 Me te hiahia kia tū he Kura Reo ki Ngāti Awa ia tau;

9 Me mihi ki ngā kaiwhakarite, me kaiawhina, tino pai rawa atu te kaupapa.

Ngāti Awatanga Our language and culture

Kāhui kaumātua undertook a range of significant kaupapa this year, many of which were particularly challenging. The leadership of our kuia koroua throughout these efforts provides us with a strong sense of confidence that we can move forward safely and with assurance. Although the passing of esteemed pūkenga like Joe Mason and Te Kei Merito in recent years has left gaps, it has been inspiring to see our kāhui confront each challenge with outstanding leadership and courage. With Rangitūkehu Paul, Koro Hemana, Tā Hirini, Aunty Aporina, and Aunty Georgina leading the way, we feel secure in the knowledge that we have the support we need.”

A major focus this year will be on the preservation and digitisation of fragile records. While we achieved much, we faced challenges, particularly in balancing the preservation of physical materials with the increasing demand to allocate kaimahi time. Budget constraints also restricted the scope of some projects, but we continue to seek external funding opportunities to support these efforts.

RĀRANGI INGOA A NGĀTI AWA - 2024

Hapū Pēpuere 2024 Aperira 2024

Ngā Maihi

Ngāi Taiwhakaea II

Ngāi Tamaoki

Ngāi Tamapare

Ngāi Tamawera

Ngāi Te Rangihouhiri

Ngāi Tuariki

Ngāti Awa ki Pōneke

Ngāti Awa ki Tāmaki Makaurau

Ngāti Hāmua

Ngāti Hikakino

Ngāti Hokopū ki te Hokowhitu

Ngāti Hokopū

Ngāti Maumoana

Ngāti Pūkeko

Ngāti Rangataua

Ngāti Wharepaia

Te Kahupāke

Te Pahipoto

Te Patuwai

Te Tāwera

Prioritising Marae: Kaikaranga and kaikōrero have long been at the forefront of our cultural revitalisation. We recognize that our te reo māori will continue to face challenges, yet we remain committed to safeguarding our language and tīkanga for future generations. However, we also acknowledge that the responsibilities of running a marae extend beyond mastering the protocols of kaikōrero and kaikaranga. Equal focus must be given to other vital roles within our marae—kaikarakia, pao (calling people into the wharekai), ringawera, pou kōkiri (the first person to greet our manuhiri at the gate), whakarite te wharenui, as well as grave diggers, hunters, divers, butchers, and cleaners. All these essential roles collectively uphold the mana of our marae.

The past year has been one of growth and adaptation for the Cultural, Research, and Archives Department. We remain committed to our mission of preserving the rich heritage of Ngāti Awa and providing access to invaluable cultural knowledge for future generations. We look forward to continuing our work and meeting the evolving needs of the community in the coming year.

Heoi anō nā wērā rautaki e whakahaere ana Te Rūnanga o Ngāti Awa, ka whaihua ngā kaimahi, ko ngā mea e mōhio ana, kei te pakari haere mātau Te Rūnanga. Kei a mātau kē te rongoā

“Hāpaitia te ara tika pūmau ai te rangatiratanga mō ngā uri whakatipu”

The Taihuringa department remains dedicated to overseeing various externally funded projects that align with the broader goals of the ‘Ko Ngāti Awa te toki’ 2050 vision. Our primary aim is to invest in our people, recognising them as our greatest resource. Every Taihuringa project is designed to enhance the skills and capabilities of ngā uri o Ngāti Awa by providing sustainable training and employment opportunities and supporting the Ngāti Awa economy. We are committed to these objectives through our ongoing projects, which include:

1 Te Ara Mahi Project (MBIE Funded)

2 Engagement Project (MSD Funded)

We continue to ensure that our mahi aligns with the four Ngāti Awa aspirations developed in Te Ara Poutama through the following strategies.

Tūrangawaewae – Cultural Identity & Connectivity

3 Workplace Literacy & Numeracy Project (TEC Funded)

4 Mahi Whakamana Program (MoE Funded)

5 Matariki Whakapiri Event

ACHIEVE IWI ASPIRATIONS

These projects consistently deliver positive results for our uri by offering valuable training, workforce opportunities and cultural/Ngāti Awa connectedness. It directly contributes to our Iwi vision of empowering our people to achieve ‘self-determined futures’ and develop into future leaders. We spoke with three Ngāti Awa uri who took part in our framework to learn how it has supported their aspirations.

“Even though I lived here when I was little, I felt like I have been here all my life because of all the people that know me. My parents were surprised that I connected to more locals than them, (staff, whanau, Kaupapa) It’s not just another course” (Tariki Abraham, Ngāti Awa - Completed Ahei Maine Pre-Apprenticeship program)

“I joined this wānanga as part of our caravan course and to learn more about the areas of Ngāti Awa, I liked socialising with the other 3 schools and making kawakawa lip balms and aspire to be a mechanic” (Nevaeh Pakuria-Te Pou, Tūhoe /Ngāti Awa – Completed Mahi Whakamana wānanga)

“The course was Algood, got a certificate and experience in welding. Never had a job before and now I know of what to expect in a workplace for my future” (Wairua Mariu-Monaghan, Ngāti Awa – Completed Ahei Marine Pre-Apprenticeship program).

• Support local education institutions to implement Ngātiawatanga into their curriculum

• Implement Ngātiawatanga into every training program

Mauri Ora – Independence, Resources, & Sustainability

• Work directly with Ngāti Awa uri to progress their employment and training pathways

• Develop sustainable resources that support Ngāti Awa uri

Toi Ora – Optimal Wellbeing

• Collaborate with our local/māori social & health services for the betterment of Ngāti Awa uri

• Provide wrap-around support within our projects

Tū Pakari – Leadership and Hapū Unity

• Develop Ngāti Awa leadership programs

• Support marae/hapubased upskilling

Ngāti Awatanga Our language and culture

CHALLENGES

Challenge

Loss of great, passionate, Ngāti Awa kaimahi due to instability of fixed-term positions.

Loss of Taihuringa department and all projects due to reliance of external funding and lack of permanence

Te Ara Mahi Project

PROJECT STATUS

Mitigation

• Align this department to actively achieve outcomes within the organisation vision, strategy and charter

• Develop a sustainable, long-term solution

• Align this department to actively achieve outcomes within the organisation vision, strategy and charter

• Develop a sustainable, long-term solution

Project Mission: “To create sustainable training to employment opportunities and pathways for Ngāti Awa and local whānau” This project funded by Ministry of Business, Innovation and Employment has been managed by the Taihuringa department for approximately four years, focusing on two main areas: Marine Training and Workforce Development. Scheduled to conclude in 2025, the project is advancing well within its

OBJECTIVES

timeline and budget. This success has allowed us to adapt and explore additional training and employment opportunities, ensuring that our people are work-ready and better positioned to achieve their goals.

Workforce Development

Marine Training Programs

Total

HIGHLIGHTS

In 2024, we will conclude the Ahei Marine pre-apprenticeship program as we shift our focus away from the marine industry in response to industry and environmental changes. This program has been a significant highlight for us, fostering valuable relationships and empowering the people we’ve worked with. We proudly celebrate the 113 individuals who have gone through our marine-related training programs and look forward to evolving our training offerings in the future.

“ HE MANU HOU AHAU, HE PĪ KA RERE”

Our programs are open to all ages 16+, though we primarily focus on rangatahi. As the future leaders of our community, we have a unique opportunity to nurture their potential through training programs, work placements, cultural connection and more. Staying closely connected to our people and supporting their journeys, even amid challenges, is a daily highlight for us.

Ngāti Awatanga Our language and culture

Engagement Project

In 2023, Taihuringa department were successful in their re-application for the Workforce Development Engagement fund through Ministry of Social Development (MSD). The purpose of the funding Is to support Ngāti Awa uri referred from Work and Income into training and/ or employment opportunities by engaging with various networks.

Activities

Total Outcomes

Prepare & Support 30 people into employment during the Term of this agreement

HIGHLIGHTS

The project has highlighted the importance of collaborating with MSD and our whānau to nurture their aspirations and build the next generation of iwi leaders, as emphasized in Te Ara Poutama o Ngāti Awa. Through fostering a positive working relationship

WL & N Project

PROJECT STATUS

In 2023, Taihuringa in partnership with New Zealand Academic Learning Institute (NZALI) were successful in their re-application for the Employer-led Workplace Literacy and Numeracy fund through Tertiary Education Commission (TEC). The purpose of this funding is to upskill the capabilities within our kaimahi, governance, marae groups and support workplace productivity by providing literacy and numeracy programs within the workplace.

with MSD, we’ve developed empowering connections with key regional contacts who recognize the significance of iwi Māori supporting their own uri. One of the most rewarding aspects has been building trust with whānau and referrals, many of whom were

visiting Ngāti Awa House for the first time. This project comes to completion in November 2024; however we look forward to continuing these relationships and supporting Ngāti Awa uri through the other projects.

ACTIVITIES

Ahei

6x 1-hour sessions to support soft skills development such as communication, teamwork, self-management and more.

HIGHLIGHTS

The project’s standout feature is our commitment to empowering our people through tailored training and upskilling programs that are designed to help them thrive. By focusing on the specific needs of ngā uri o Ngāti Awa, we aim to provide educational and career-building opportunities that resonate deeply within our iwi, hapū, and marae communities.

Through ongoing dialogue, we’re ensuring that any gaps in literacy, numeracy, and digital skills are addressed with programs that are practical, culturally relevant, and impactful. Our collaboration with NZALI allows us to co-create learning pathways that equip our people with the knowledge and skills needed to succeed in both traditional and modern contexts.

These initiatives aren’t just about upskilling - they’re about fostering long-term growth, leadership, and resilience within our communities. We are thrilled to announce that the following programs will be implemented in the upcoming financial year;

• CRM System Administrator L4 micro credential

• Digital Literacy L2 micro credential

• Governance Essentials Program

Ngāti Awatanga Our language and culture

Mahi Whakamana Project

PROJECT STATUS

February 2024 marked the launch of the Mahi Whakamana pilot program, the first of its kind, developed in partnership with Te Rūnanga of Ngāti Awa, Bay of Plenty Futures Academy, and the Ministry of Education, in collaboration with local high schools. This initiative embeds Ngāti Awatanga (Ngāti Awa culture and values) into vocational pathways for over 30 students from Trident, Whakatāne, and Tarawera high schools throughout the year.

Students are engaged in various trade training programs: Trident students are learning house restoration, Whakatāne students are focusing on building a new home, and Tarawera students are working on caravan restoration. A new cultural dimension is being added to their education with three cultural wānanga and a final celebration event, emphasizing the understanding of Ngāti Awatanga. These wānanga will deepen their appreciation of Ngāti Awa as tangata whenua, fostering a greater understanding of cultural narratives, values, and how these can enhance working relationships with local iwi and hapū.

Activities

In February, we launched the first Mahi Whakamana wānanga at Te Hokowhitū a Tū Marae, themed Te Inamata: Colonisation & Challenges. The students engaged in a whanaungatanga session led by Rūnanga kaimahi Adrian Jaram, learning about the marae, hapū, and the program’s kaupapa. Rūnanga Pou Kōkiri Mike Panapa shared Ngāti Awa’s history, and on day two, Reuben Araroa gave an inspiring kōrero before a visit to the Whakatāne heads, where students learned about Ngāti Awa mātauranga and local landmarks like Moutōhorā, Whakaari, and Te Ana o Muriwai. The wānanga concluded with student presentations on pōhiri practices and Ngāti Awa tikanga and kawa.

In May, the second wānanga, themed Te Wātū: Ngātiawatanga & Resilience, at Te Mapoū Marae deepened the rangatahi’s understanding of Ngāti Awa. They explored the history of Te Mapoū and Ngāti Hamua, visited key sites like Lake Matahina, and shared updates on their trade projects. The rangatahi also learned about rongoā from Tuihi Carre and traditional māra practices from Ebony Ranapia. The final day included a visit to Ōmataroa Orchard, where they explored employment pathways and the ruby red kiwifruit.

HIGHLIGHTS

“Ki te kore ngā uptake e mākūkūngia, e kore te rākau e tupu”

This has been an incredibly rewarding journey, highlighting the importance of working alongside local schools to connect our rangatahi to their hāpori, iwi, hapū, and marae. By embedding Ngāti Awatanga into their vocational pathways, they are not only equipped with valuable trade skills but also strengthened their cultural identity and sense of belonging. Through meaningful engagement in our wānanga, the students have gained a deeper appreciation for their heritage and how it can inform and enhance their future endeavours.

Working with our rangatahi has shown us the power of fostering these connections, ensuring they remain grounded in their Ngāti Awa roots while developing the skills to thrive in modern industries. As the whakataukī says, if the roots are not watered, the tree will not grow. This project has been a vital step in nurturing those roots, ensuring our rangatahi are supported, both culturally and professionally, as they grow into the next generation of iwi leaders.

In the coming financial year, we are excited to complete the final wānanga, themed Te Anamata: Decolonisation & Rangatiratanga, which will focus on contemporary leadership, kaitiakitanga, and inspiring future generations. Given the program’s success, we also look forward to continuing this project into 2025. Matariki Whakapiri

Ngāti Awatanga Our language and culture

People & Capabilities Report

Tēnā koutou katoa,

As I enter my second year in the People and Capability role, the experience has undoubtedly evolved from the initial phase. The honeymoon period has ended abruptly, and the reality of the challenges we face has become more apparent. This transition reminds me of my background in sports, where the second year always proved to be the most difficult, regardless of the team or environment.

It is the second year that the real work begins – the initial excitement settles, and the focus shifts to sustained effort, continuous improvement, and overcoming obstacles. Despite these challenges, my underlying conviction remains unchanged. I continue to firmly believe that we can achieve something special for our iwi here at Te Rūnanga.

Our kaupapa is too significant, and the potential impact too meaningful, for us to settle for anything less than excellence. I am confident that we can create lasting, positive change for our people.

Once again, I would like to take this opportunity to acknowledge and commend our staff, who have faced significant challenges over the past year. Despite encountering numerous obstacles, they have demonstrated remarkable resilience and dedication by remaining focused on the greater mission – the betterment of Ngāti Awa.

One of our most formidable challenges has been the alignment of our organisational structure with the goals outlined in our annual plan. This process has required significant effort, and collaboration from everyone in our team. While the journey is demanding, I am encouraged by the progress we have made. I look forward to continuing this journey together.

PMO: The team has continued their excellent work on various initiatives, albeit on a smaller scale. Kat and her team represent a positive success story for us, and with the support of our HR team, we look forward to further progress to move this initiative into another space

Human Resources: We have recently established a fixed term People and Capability person who will help us optimise our new organisational structure to better align with our strategic goals and annual plan. Our expectation of this role is to address the gaps in capacity and capability across Trona. BOPRC has been instrumental in supporting the change management process.

Information technology: We are grateful to Ake Technology for providing outsourced IT services. There has been capital spent in this area upgrading systems. Our IT support is fast, reliable, and operating efficiently. Although it may not appear drastically different, the Te Rūnanga o Ngāti Awa website has been revamped to improve navigation. We invite you to visit the site and share your feedback.

Communication and Engagement: Our communications team have been diligently working away providing daily social media posts and the monthly newsletter Te Hāpai Ō. We expect the communications team to continue show case our Uri and pertinent kaupapa. Effective communication will always be key to our success.

Culture & Archives: We had a great Ngāti Awa Kura Reo at Awanuiārangi. Noti mā me mihi kia tika ki ngā kaiwhakahaere. We also continued with wānanga kaikōrero, kaikaranga. Potentially, moving forward these wananga could be more hapū/marae focused.

Pou Kōkiri: Mike Panapa, continues to excel in his role. His work has become such an integral part of Te Rūnanga that it is difficult to imagine life without him. He serves as the vital link between Te Rūnanga, hapū, Iwi and councils which is a heavy responsibility. Listening to him welcome our manuhiri is awesome.

Budgets: We’ve made progress in some areas of Trona, and while we are in a stable financial position, we recognise that the year ahead will be significant. Our responsibility is to provide effective leadership to address these challenges.

How do we achieve this?

• By staying cohesive and working together as a united team across Trona, Naghl, and all affiliates.

• Leading by example.

• Holding ourselves accountable.

• Maintaining consistency in our actions.

• Ensuring openness and transparency at all levels.

Nā reira

Whakairihia paewhititia te mauri

Kia ora tātau

Ngāti Awatanga Our language and culture

Te Mānuka

Tūtahi

This year has marked a significant transformation for Mātaatua Marae. Under new leadership, we were able to introduce a new strategic direction aimed at addressing and curbing the escalating costs that the Iwi was having to bear. This initiative involved a thorough review and assessment of our current operations - a “stop and check” process - to identify what was working effectively and what areas needed improvement. By taking the time to evaluate both our successes and our challenges, we were able to make more informed decisions on how to move forward sustainably and upholding our tīkanga.

From an operational standpoint, it is always valuable to pause and reassess when things are not functioning as expected. Operational excellence and streamlining processes can lead to meaningful improvements, even if the benefits appear minor at first, these types of improvements can have a huge bearing on final outcomes. We now have leaders in place, who have experience in identifying cost-saving opportunities, as demonstrated in various areas of Trona.

The reset has been completed. Now, the question is: what does the future of our whare look like? We believe that corporate events will be a key financial contributor for TMT, but we also recognise the importance of keeping the Marae accessible for Iwi, hapū, whānau, kura, and the wider community. A considerable investment will be required for maintenance, communications, addressing health and safety concerns, and securing the grounds. Striking the right balance between these priorities is our goal in the coming years.

Photo: Vicki Rangitautehanga Murray

We have hosted a number of events this year most notably.

• our wharenui has been added to the Heritage New Zealand/Pouhere Taonga list, paving the way for its recognition as a National Taonga. This designation will alter the support and preservation measures provided to the whare as a National Taonga of significance.

• Kai Institute Conference to commemorate 30 years since the development of the Mātaatua Declaration on the Cultural & Intellectual Property Rights (1993). This declaration was born at Te Rūnanga. Lead organisers at Te Mānuka Tūtahi were Linda Tuhiwai, Julia Kihi-Coates and Aroha Mead. We were amazed at the work from our Mātaatua kaumātua, writing a declaration to be presented to the UN working group on Indigenious Populations on the final day of the conference. Hohepa Mason, Moai Tihi, Aunty Onehau Phillis accompanied Aroha to Geneva. This declaration has impacted indigenous peoples rights globally. Mīharo kē

• Nia Tero is a US-based non-profit working in solidarity with Indigenous Peoples and movements worldwide www.niatero.org Nia Tero is governed by a Board of which Justice Joe Williams from Aotearoa is the current Chair, and is guided by a majority Indigenous Advisory Council of which Aroha Mead is a member. Other members of the Advisory Council are senior experienced leaders from (the Democratic Republic of Congo, the Philippines, Argentina, Kenya, Vanuatu, USA, and Norway.) https://www. niatero.org/about-us/advisory-council. We had the absolute privilege to spend time with people from various parts of the world, often with the same challenges we face, and what an opportunity to share information.

• On the 5-8 of September Te Hunga Roia Māori o Aotearoa | the Māori Law Society held its annual Hui a Tau. That hui brought together around 350 mainly Māori Judges, lawyers, academics and law students to wānanga various kaupapa. This year the Hui a Tau was hosted by Te Whare Wānanga o Awanuiārangi. The theme of the conference was gifted to them by Tā Hirini Moko Mead. It is an extract from a waiata tohutohu composed by Te Kooti Arikirangi in 1884 where he warned of encroaching authority and the loss of land. Ta Hirini has encouraged them to reflect on this waiata “ Te Mōrikarika” and the relevance it has today. However, he also offered his own additional warning. “Mana is great, but it needs aroha ki te tangata beside it.

• Omeheu Solar Farm, Te Rūnanga o Ngāti Awa have a Memorandum of Understanding with Far North Solar Farms. As part of the agreement, we are excited that solar power will be at Te Mānuka Tūtahi to help with electrical costs, along with opportunities for electrical apprenticeships and employment. Far North Solar has already booked our whare on two occasions, and we have provided a recommended name for the solar farm.

• Our bi-monthly Trona board hui have returned to the whare.

• we welcomed Nicky Cooney Bay of Plenty Police Area Commander.

• of course, Matariki celebrations success continues.

Kōrero whakakapi

We eagerly anticipate the next phase in the evolution of the Marae. With a clear vision for the future, we are excited about the opportunities that are ahead. Our people, both current and emerging leaders, bring a wealth of experience and dedication to help guide this transformation. We are committed to ensuring that the Marae not only remains a cultural hub for our Iwi, hapū, and whānau, but also grows as a sustainable and vibrant space that serves the broader community. Together, we are building a future that honors our traditions while embracing new possibilities.

E mihi tēnei nāku ki ngā uri katoa i tēnei ō tātau wharenui

Chairman’s Report

E kui mā, e koro mā, e rau rangatira mā, tēnā rā koutou katoa.

It is my pleasure to report the results for Ngāti Awa Group (Ngāti Awa Group Holdings Limited and Ngāti Awa Asset Holdings Limited together herein referred to as the “Group”).

We transitioned through another year of economic volatility and high interest rates which have directly impacted the overall financial performance of the Group. However, as inter-generational investors, we continue to take a fiscally prudent approach to management of our investment portfolio as well as comprehensively reviewing investment opportunities as they arise.

Over the last year we farewelled Tracey Hook and welcomed Tyrone Newson as our new CEO. This change in executive leadership was also aligned with a major review of our strategic planning as well as prioritising the important relationship with our parent organisation and shareholder Te Rūnanga o Ngāti Awa (TRONA). It is critical that our key strategic objective of optimisation of economic returns for Ngāti Awa contributes to the purpose and focus areas of TRONA.

In terms of our financial performance, NAGHL and NAAHL recognised a combined net loss of $2.7 million (compared to a gain of $4.7 million in 2023). This result was made up of a significant accounting adjustment primarily due to a forest land revaluation loss of $6.8 million (compared to an overall revaluation gain of $3.6m in 2003).

More detail is provided on the financial results in the CEO report, however it is suffice to say, that the NAGHL Board has expressed concern to our auditors about the annual impact of revaluation calculations that significantly skew our operational performance either positively or negatively.

The NAGHL Board recognises the need to deliver a growing and sustainable dividend to the shareholder without eroding the investment value of the portfolio. This means we must ensure that the directors of the Group must meet their fiduciary obligations and investment objectives while providing an annual dividend protected against inflationary pressures and volatility. All of which allows TRONA to be in a stronger financial position to meet its wider social and cultural objectives for Ngāti Awa hapū. This is an on-going commitment that does not change from year-to-year.

During the year NAAHL provided a dividend of $1.4m to TRONA. Overall, including the dividend, payments totalling $2.1m were made to our parent entity.

We enter FY25 as a Board committed to growing commercial value and a drive to achieve continued growth over the long term.

In conclusion, we are thankful to have benefited from the skills and professionalism of Heta Hudson who retired from the NAGHL Board after his third term of service to Ngāti Awa, which commenced in December 2014. Heta chaired our Investment Committee and was also Acting CEO at the end of 2023 and has provided exemplary guidance and assurance throughout his tenure.

Finally, I take this opportunity to acknowledge TRONA for placing their trust and faith in NAGHL. We are committed to ensuring greater strategic alignment with our shareholder and look forward to working more closely with them in the years ahead.

I also wish to thank the NAGHL CEO, Tyrone Newson and our kaimahi for their dedication and commitment over another challenging year, as well as my fellow directors for their support.

Nāku iti nei, nā

DR. JIM MATHER NAGHL Board Chair

Chief Executive Report

It is my pleasure to present this report for the financial year for the period from 1 July 2023 to 30 June 2024 (FY24).

HUARAWA TAHUA

For FY24, the combined operations resulted in a net loss of $2.7 million.

Whilst this is a disappointing result, it largely reflects the revaluation loss of $6.8m in Ngāti Awa Forests compared to its $2m valuation gain in the previous financial year. The increase in bank debt been invested into the development of the Ōmataroa Orchard as part of our long-term growth strategy.

Challenges faced across the agriculture sector from previous years have continued the negative impacts on our operations. This included the significant drop in the schedule rates affecting our dry stock operations revenue. In

addition, high interest rates on debt during FY2024 increased our cost of borrowing and had a negative impact on earnings in FY2024. Fortunately, with interest rates trending down in FY2025 our cost of borrowing should reduce and have a positive impact on our earnings in FY2025.

We have a long-term relationship with our main banking partner ANZ, now in its third decade, so a renewed focus on bank lending will remain critical to our strategic plans for investment and growth. Our recently forged partnership with Westpac has provided the funding for the Ōmataroa Orchard development.

Our combined asset and equity value was significantly impacted by the devaluation of our forestry assets, resulting in losses on prior years results by 2% respectively. However, it is important to note that NAGHL's year-end position of cash and cash equivalents of $4.3 million, was a net increase of $3.1 million from our previous year’s end position of $1.2 million.

Payments to our sole shareholder, Te Rūnanga o Ngāti Awa (TRONA) totaled $2.1 million (FY23: $2.3 million). This was comprised of; dividend ($1.4 million), interest ($0.5 million) and loan repayment ($0.2 million) and provided sufficient cash for TRONA to meet its operational needs.

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

PAEMAHI MATUA

NGĀTI AWATANGA | Achieve the Ngāti Awa Vision

BlinkPay, the first Māori-owned fintech company, was one of the first beneficiaries of Ngāti Awa support with an investment of $1 million approved by our board following a rigorous investment screening and due diligence process. BlinkPay was founded by the late Daniel Karehana (Ngāti Awa) and enables payment of all bills in one single application with minimal clicks and a direct link between the bill payer and banks.

BlinkPay has now been sold to one of New Zealand’s major banks returning a net profit in excess of 20% to Ngāti Awa which will be recognised in FY2025.

KAITIAKITANGA | PORTFOLIO SUCCESS

Ōmataroa Orchard

The group’s strategic objective is to achieve a high-performance portfolio.

Among the group’s assets is 10.4 hectares that has been converted from dairy into a red kiwifruit orchard – currently the largest Māori owned red kiwifruit orchard in Aotearoa.

The development named Ōmataroa Orchard is owned in partnership with Ihukatia Trust, Moerangi Kereua Ratahi Trust, Kiwinui Trust and Ngāti Awa Farms Limited. Southern Cross Hort developed and established the orchard, and we are currently in the process of selecting which pack house will be processing our first harvest expected in March 2025.

The Strand Development

Our ambitious plans to re-develop the Strand on the site where the former Army Hall was located, has been partially funded by Kānoa. The conceptual designs for a fully re-locatable building that can be moved to higher ground in the event of adverse weather events is intended to future-proof the building, demonstrating our strong commitment to addressing the future impacts of climate change.

The facility will provide a café, with private dining/board room, meeting venue, a tourism hub and event venue capable of seating up to 100 guests for weddings, conferences and special events. It will also include a biosecurity facility to process manuhiri planning to tour the Moutohorā Island Sanctuary.

We have lodged Resource Consent in August 2024, with completion anticipated in the first half of 2026.

NGĀ WHAKAMIHI

I would like to express my appreciation and thanks to the NAGHL Board who have guided the company through several challenges over the last 12 months. We have improved our cash management significantly within our respective business lines to finish the financial year in a strong cash position and foundation for FY2025.

I would also like to acknowledge and show my sincere appreciation to our hardworking NAGHL kaimahi who have remained loyal, and to our new staff that have joined our NAGHL team who are committed to advancing the aspirations of Ngāti Awa.

TYRONE NEWSON Chief Executive Officer

Board of Directors

Television, and the Pacific Business Trust and is also the Chair of the Health and Safety Committee. Having completed a PhD in Māori Economic Development, Jim also has a Master of Business Administration from the Henley Business School in England and a Bachelor of Business Studies.

Jim is a Chartered Accountant and Chartered Fellow of the NZ Institute of Directors. He also founded a specialist Māori Development consultancy in 2018.

He currently holds governance roles with the following organisations:

• Chair of Radio New Zealand

• Chair of InZone Education Foundation

• Director of Southbase Construction Limited

• lndependent Director of Tonkin + Taylor

• Member of Te Puni Kokiri Audit & Risk Management Committee

• National Council Member of the Institute of Directors

• Auckland Branch Committee Member of the Institute of Directors

• Member of the OCS New Zeland Advisory Group

• Member of the Hauora Māori Advisory Committee

Paul grew up on a farm in the Hawkes Bay and obtained a Bachelor Ag Comm (Economics) from Lincoln University.

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

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

• MoCoM Holdings

• Ngāti Awa Farms Limited

• Ngāti Awa Audit Finance & Risk Committee

• White Island Tours Limited

• Mātai Pacific Iwi Collective LP

• Te Puia Tapapa GP Limited

Ngāi Tai, Whakatohea

Appointed to the Board in 2014, Heta is a Director of Kākano Advisory Limited, a Māori owned accounting and advisory practice working with whanau-owned pakihi as well as Māori land trusts and iwi organisations.

He has a Bachelor of Law and currently holds governance roles with the following organisations:

• Chair of Whāriki Māori Business Network

• Trustee on the Poutama Trust

• Director of Manaaki Law Limited

• Director of Blink Pay Global Group Limited

Proudly from Te Teko, Tiaki brings a wide range of skills and experiences from both executive and governance roles across Iwi, Māori, Government and Corporate sectors. Having previously been both General Manager and a Director of NAGHL, he has also held senior executive leadership roles within Te Tumu Paeroa, Fonterra and currently as CEO of Māori Investments Limited. Tiaki’s goverance experience covers a wide range of Māori economic development, iwi collaboration, and primary industries. He has a Bachelor of Law and a Bachlor of Arts and has completed executive leadership development with the Institutes of Directors and Stanford University.

• Trustees on the Putauaki Trust

• Director of Tarawera Land Company

• Director of Waiu Dairy

• Member on the Zespri Sustainability Advisory Board

TIAKI HUNIA Ngāti Awa

Ngāti Awa, Ngāti Whare, Ngāti Makino

KIRIWAITINGI REI

Te Arawa, Ngāti Awa

Left 10.1.24

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

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

Kiriwaitingi holds governance roles with the following organisations:

• Head of Māori Alliances at Zespri

• Facilitator at NZ Institute of Director

• Chair of Putauaki Trust

• Director at Scion

VICTORIA CARTER

Left 10.1.24

Victoria was appointed in 2020 and is also Chair of Ngāti Awa

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

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

She has received a ONZM for services to the arts, business and community Victoria is a Chartered Fellow of the NZ Institute of Directors and has a Bachelor of Laws.

Victoria currently holds governance roles with:

• Waka Kotahi (NZTA) (Director)

• Waka Kotahi (NZTA) Chair of People and Culture Committee, and Audit and Risk member)

• Auckland Eye

• Auckland Regional Amenities Funding Board

• Mrs Mac’s New Zealand Limited

REGAN STUDER

Ngāti Awa

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

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

He currently holds the following governance roles:

• Trustee of Te Rea lrirangi o Te Manuka Tutahi (Sun and Tumeke FM)

• Ngāti Awa Farms Limited (Director)

• Te Whare Wananga o Awanuiarangi (Finance, Audit and Risk Committee)

Tahana Tippett-Tapsell

Associate Director (appointment 27/3/24)

Ngāti Awa, Ngāti Whakaue, Ngāti Pāoa, Tūwharetoa, Tainui

Ko Tahana Tippett-Tapsell tēnei. He kaitohu mo ta mātau kamapene, ā Ngāti Awa Group Holdings.

A proud uri of Te Tawera and Te Pahipoto, Tahana TippettTapsell says he is looking forward to providing his commercial skillset to help our iwi achieve commercial success on our own terms.

Tahana was appointed as an associate director of Ngāti Awa Group Holdings last year and he brings dual expertise – ngā rakau e rua.

Having grown up with a strong foundation in Te Ao Māori, Tahana is an advocate of te reo and is keen to use his professional life to make commercial decisions by applying a Māori lens. He graduated with a business degree from AUT University and completed his post graduate studies at the University of California Berkeley.

Tahana’s current role is as a General Manager in the General Manager at Tūaropaki Trust and he is also an advisory board member of AUT Law and Business faculty. He is passionate about helping Māori entities accelerate collaborative action when exploring co-investment opportunities and increase Māori participation in capital markets.

David Glover Director (appointed 25/11/23)

Contributing to communities has been a theme of David Glover’s career to date. So, while he may not be Ngāti Awa or even Māori, David has joined our financial arm to continue with his mahi of supporting communities.

A member of the Institute of Directors and a published author and speaker on the future of work, David was appointed to the Ngāti Awa Group Holdings Limited board last year. He is a graduate of Cambridge University and has extensive experience in the corporate and governance sectors.

David brings extensive strategic leadership and successful change management experience, and this has included turning around and rebuilding severely challenged businesses, market and brand development, start-ups, mergers and acquisitions.

In addition to his governance role on Ngāti Awa Group Holdings, David is also chairman of Trust Horizon, Synapsys, co-chair of Dev Academy Aotearoa and a member of the Institute of Directors national board, Eastbay REAP, Bay of Plenty Education Trust and Arts Whakatāne.

Dr Daniel Tulloch Director (appointed 25/11/23)

Dr Daniel Tulloch was appointed as a director of our financial arm last year and, although tangata kē, he brings with him an extensive background in governance and consultancy experience that can help us improve our business dealings.

Daniel’s academic credentials include a postdoctoral fellowship in sustainable finance from the University of Oxford and a PhD in Finance from the University of Otago. He is a Chartered Member of the Institute of Directors in New Zealand and demonstrates excellence in strategic planning and risk management across various roles.

Specialising in sustainable finance, ethical governance and risk management, Daniel’s approach integrates financial acumen with competency, shaped by his experience in managing an ethnic-minority community organisation and his respect for Tikanga Māori.

Daniel’s current governance roles also include being a member on the Energy Efficiency and Conservation Authority, Lawyers and Conveyancers Disciplinary Tribunal and the Financial Advisers Disciplinary Committee.

Nau mai, haere mai Daniel.

TUWHAKAIRIORA O’BRIEN

Te Rūnanga o Ngāti Awa Chairman, Ex Officio, Ngāti Awa

TE RŪNANGA O NGĀTI AWA

Representatives

M Araroa

A Smith

M Kingi

TA Barrett

TW Koopu

S Ratahi

K Mokomoko

TK Merito/R Kopua

L Hepi

Jay Mason/N Eruera

A Morrison

R Shortland

M Dodd

A Mead

M Sisley

M Glen

R O’Brien

W Stewart

P Ngaropo

T O’Brien

C Takotohiwi

B Kingi

NGĀTI AWA RESEARCH & ARCHIVES TRUST

Trustees

S Tutua

A Jaram

P Ngaropo (Chair)

NGĀTI AWA GROUP HOLDINGS

LIMITED

Directors

J Mather

HW Hudson

T Hunia

BP Quinn

Regan Studer

Daniel Tullock

David Glover

Tahana Tippett-Tapsell (Associate Director)

NGĀTI AWA TOURISM LIMITED

Directors

Daniel Tullock

David Glover

NGĀTI AWA ASSET HOLDINGS

LIMITED

Directors

J Mather r

HW Hudson

T Hunia

BP Quinn

Regan Studer

Daniel Tullock

David Glover

NGĀTI AWA FARMS LIMITED

Directors

R Studer

Daniel Tullock

T Hunia

NGĀTI AWA FORESTS LIMITED

Directors

Daniel Tullock

BP Quinn

NGĀTI AWA PROPERTIES

LIMITED

Directors

H Hudson

Daniel Tullock

NGĀTI AWA FISHERIES LIMITED

Directors

H Hudson

BP Quinn

NGAKAUROA DAIRY FARM

JOINT VENTURE

Joint Venture Partners

Ngāti Awa Farms Limited

Ihukatia Trust

Moerangi Kereua Ratahi Lands Trust

Rangitaiki 31P 3F Trust (also known as Kiwinui Trust)

Directors

T Hunia

Daniel Tullock

R Studer

MANU HOU LIMITED PARTNERSHIP

Limited Partners

Ngāti Awa Asset Holdings Limited

Putauaki Trust

Omataroa Rangitaiki No.2 Trust

MANU HOU GP LIMITED

Directors

BP Quinn

C Elliott

H Hudson

NGĀTI AWA THE STRAND DEVELOPMENT LIMITED PARTNERSHIP

Limited Partners

Ngāti Awa Group Holdings Limited

Crown Regional Holdings Limited

ŌMATAROA ORCHARD JOINT VENTURE

Joint Venture Partners

Ngāti Awa Farms Limited

Moerangi Kereua Ratahi Lands Trust

Ihukatia Trust

Rangitaiki 31P 3F Trust (also known as Kiwinui Trust)

Directors

Tiaki Hunia

Regan Studer

Daniel Tulloch

Te Rūnanga o Ngāti Awa, (TRONA), is an iwi authority1, post-settlement governance entity2 and the representative body3 for 22 Hapū of Ngāti Awa of the Whakatāne district. TRONA is committed to serving its people and advancing the well-being of its members.

As a settled iwi4 TRONA holds statutory acknowledgements of its relationships with various natural resources in our rohe for which TRONA and Ngāti Awa Hapū exercise kaitiakitanga.

Clause 2.3 of the Ngāti Awa Charter (last reviewed in 2018) establishes the following ‘Purposes of the Rūnanga’:

The purposes of the Rūnanga are to receive, manage, and administer the Rūnanga’s Assets on trust for the relief of poverty, the advancement of education or religion or any other object or purpose that is beneficial to the Ngāti Awa community and shall include without limitation;

(a) The promotion amongst Ngāti Awa of the educational, spiritual, economic, social, and cultural advancement or well-being of Ngāti Awa and its Hapū;

(b) The maintenance and establishment of places of cultural or spiritual significance to Ngāti Awa;

(c) The promotion amongst Ngāti Awa of mental health and well-being of the aged or those suffering from mental or physical sickness or disability; and

(d) Any other charitable purpose that is beneficial to the Ngāti Awa community.”

This Statement of Service Performance outlines our organization’s dedication to fulfilling our obligations and achieving our purposes.

We are committed to providing high-quality services that align with our values, meet the needs of our community, and contribute to the holistic development of our people.

1 Objective: Ngāti Awatanga

Strengthening Cultural Identity and Connection

• Initiating and supporting cultural events, workshops, and educational programs to promote Ngāti Awa heritage and language.

• Providing resources and guidance to support the revitalization of cultural practices and traditional knowledge.

• Facilitating opportunities for intergenerational connections and sharing of Indigenous knowledge.

2 Objective: Manaakitanga Enhancing Social Well-being

• Offering support services to improve the physical, mental, and emotional well-being of our community members.

• Collaborating with healthcare providers to ensure access to culturally appropriate healthcare services.

• Promoting social inclusion and reducing disparities by addressing social determinants of health and well-being.

3 Objective: Whai Rawa Economic Development and Employment Opportunities

• Supporting local entrepreneurship and business development through mentoring, training, and access to funding.

• Facilitating partnerships and collaborations to create sustainable employment opportunities within Ngāti Awa.

• Promoting economic growth that respects our cultural values and traditional practices.

• Measuring and reporting on economic indicators and employment rates within the Ngāti Awa community.

4. Objective: Kaitiakitanga Environmental Stewardship and Sustainability

• Implementing initiatives to protect and restore our natural resources, including land, water, and biodiversity.

• Educating community members about sustainable practices and the importance of environmental sustainability.

1 Te Rūnanga o

• Partnering with government agencies and other stakeholders to advocate for sustainable environmental outcomes.

5. Objective: Effective Governance and Accountability

• Maintaining transparent, accountable, and complying governance structures that uphold the principles of Tikanga Māori.

• Implementing robust financial monitoring and reporting mechanisms to ensure compliance with relevant regulations and standards.

• Continuously reviewing and improving our governance processes based on community feedback and best practices.

Conclusion: Te Rūnanga o Ngāti Awa is dedicated to serving our community and fulfilling our commitments to cultural connectivity, social well-being, economic development, environmental sustainability, and effective governance. We recognize the importance of collaboration, accountability, and continuous improvement in delivering services that meet the evolving needs of our people. By monitoring our performance and seeking community input, we strive to provide the highest quality services and contribute to the holistic development and flourishing of Ngāti Awa.

Pataka Kai - Beef 10 Beasts 7,250 18 Beasts 8,413

Pataka Kai - Fish 1,100 Kg 1,300 Kg

Ngāti Awatanga

Strengthening Cultural Identity and Connection: Initiating and supporting cultural events, workshops, and educational programs to promote Ngāti Awa heritage and language

Strengthening Cultural Identity and Connection: Providing resources and guidance to support the revitalisation of cultural practices and traditional knowledge.

Providing resources and guidance to support the revitalisation of cultural practices and traditional knowledge

Pakihi Business -6 Pakihi Business Registered Total 43 10 Pakihi Business Registered Total 49 Whai Rawa

Economic Development and Employment Opportunities: Promoting economic growth that respects our cultural values and traditional practices. Korehāhā Whakahau

Environmental Stewardship and Sustainability: Implementing initiatives to protect and restore our natural resources, including land, water, and biodiversity. Educating community members about sustainable practices and the importance of environmental sustainability. Partnering with government agencies and other stakeholders to advocate for sustainable environmental outcomes.

Te Rūnanga o Ngāti Awa

The Board of Directors of Te Rūnanga o Ngāti Awa (Group) authorised these financial statements presented on pages ?? - ?? for issue on 25 October 2024.

For and on behalf of the Board.

T O’Brien

Chairman | 25 October 2024

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

M Glen

Deputy Chairperson | 25 October 2024

1 Statement of accounting policies for the year ended 30 June 2024

1.1 Reporting entity

Te Rūnanga o Ngāti Awa (“”the Rūnanga””) and its subsidiaries (together “”the Group””) manage the cultural, social, political and economic base of the Ngāti Awa iwi.

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

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

2 Summary of significant accounting policies

The principal accounting policies applied in the preparation of these consolidated financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.

2.1 Basis of preparation

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

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

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

The Group consists of the Rūnanga and its subsidiaries, associates and joint ventures as listed in note 24. The financial statements have been prepared on a going concern basis.

Basis of Preparing Consolidated Financial Statements

Subsidiaries

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

are where the Rūnanga appoints all the trustees of the trust and their activities are conducted on behalf of the Rūnanga. The results and financial position of subsidiaries are included in the consolidated statement of comprehensive revenue and expense and statement of financial position from the date control is gained up to the date control ceases.

The financial statements of subsidiaries are included in the consolidated financial statements using the acquisition method. The consideration for the acquisition of a subsidiary is the fair values of the assets transferred, the liabilities incurred, and the equity interest issued by the Rūnanga. The consideration transferred includes the fair value of any asset or liability resulting from a contingent consideration arrangement. Acquisition related costs are expensed as incurred.

Identifiable assets acquired and liabilities and contingent liabilities assumed in a business combination are measured initially at their fair values at the acquisition date. On an acquisition-by-acquisition basis, the Rūnanga recognises any non- controlling interest in the acquiree either at fair value or at the non-controlling interest’s proportionate share of the acquiree’s net assets.

The surplus or deficit and each component of other comprehensive revenue and expense of subsidiaries are attributed to equity holders of the Rūnanga and to the 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.

Associates

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

Joint Venture Receivables

The joint ventures are established by a contractual agreement. The Rūnanga 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 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.

2.2 Revenue

Exchange & Non-Exchange Revenue

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

2 Summary of significant accounting policies (continued)

2.2 Revenue (continued)

Exchange & noon exchange revenue (continued)

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

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

Grant Income

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

Dividend Income

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

Farming Operations Income

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

Rental Income

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

Other Income

Other income is recognised in surplus or deficit when the revenue associated with the transactions can be measured reliably for the rendering of goods and services. Revenue from the sale of goods are recognised when the significant risks and rewards of ownership have been transferred to the buyer, and the Group no longer has any involvement or control over the sold goods, and it is probable that economic benefits will flow to the Group and the costs incurred in respect of the transaction can be measured reliably. Revenue for services provided under exchange transactions are recognised on a percentage of completion basis, as the services are provided.

Net Financing (Expense)/Income

Net financing income represents financing income less financing expenses. Financing income comprises interest income received on funds invested that are recognised in surplus or deficit. Financing expenses comprise interest paid on borrowings.

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

2.3 Expenses

Operating Leases

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

Grants and sponsorships

Grants and sponsorship costs are recognised as an expense in surplus or deficit (and as a liability) when the Rūnanga has a constructive or actual obligation to make the payment. This is usually when the Rūnanga has entered into an agreement with, or otherwise notified the recipient of the agreed amount. The Rūnanga considers at each balance date whether it is probable that the recipient will be required to repay the grant or sponsorship under the terms and conditions of the agreement, in which case a receivable would be recognised and the grant expense reversed where this is recoverable.

2.4 Taxation

Māori Authority Tax Credits

The Group has Māori Authority status. Entities in the Group are tax exempt except for Ngāti Awa Asset Holdings Limited which has a tax liability of 17.5%. Taxes paid by Ngāti Awa Asset Holdings Limited generate Māori Authority Credits, which are tax credits available to pass onto its shareholder. Te Rūnanga o Ngāti Awa recognises a tax receivable from the IRD for the Māori Authority Credits received from Ngāti Awa Asset Holdings Limited in the period in which the credits have been distributed.

Income Tax

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

Current tax is the expected tax payable on taxable income for the period, based on tax rates (and tax laws) which are enacted or substantively enacted by the reporting date and including any adjustments for tax payable in previous periods. Current tax for current and prior periods is recognised as a liability (or asset) to the extent that it is unpaid (or refundable).

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

2 Summary of significant accounting policies (continued)

2.4 Taxation (continued)

Income Tax (continued)

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 an asset or liability in a transaction which is not a business combination and at the time of the transaction affects neither accounting nor taxable profit, and

- Investments in subsidiaries and jointly controlled entities where the Rūnanga is able to control the timing of the reversal of the difference and it is probable that the difference will not reverse in the foreseeable future.

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

2.5 Cash and cash equivalents

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

2.6 Trade and Other Receivables

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

2.7 Biological assets and agricultural produce

(i) Livestock

Livestock is carried at fair value where fair value is based on the market price of livestock of similar age and gender. Gains and losses on changes in fair value are recognised in surplus or deficit. Livestock consists of sheep and cattle.

(ii) Farm Woodlot

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

2.8 Investments

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

2.9 Investment property

Investment properties are stated at fair value. Any movement on revaluation is recognised in surplus or deficit. Management test fair value annually with an independent assessment not more than five yearly intervals.

2.10 Forestry Land Assets

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

2.11 Intangible assets

Carbon

credits

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

Fish quota

Fish quota shares received by way of settlement are recognised at their fair value at the date of settlement and subsequently carried at cost less impairment. Fish quota is issued into perpetuity and therefore has an indefinite life. Given this, fish quota is not amortised, although it is tested annually for impairment.

Amortisation

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

2.12 Property, plant and equipment

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

Cultural Assets

The cultural assets category includes carvings and flax tukutuku, these assets have been recorded at deemed cost. Te Manuka Tutahi Marae is carried at an assigned value on receipt from the Crown plus capital improvements.

As cultural assets tend to have an indefinite life and are generally not of a depreciable nature, depreciation is not applicable.

(i) Depreciation

The estimated useful lives for the current and comparative periods are as follows:

Class of asset depreciated Estimated useful life

Buildings

Farm equipment

40 years

3-20 years

Office Furniture and equipment 3-10 years

Motor vehicles & vessels 3-15 years

Cultural assets

N/A

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

2 Summary of significant accounting policies (continued)

2.13 Financial Assets

Financial instruments

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

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

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

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

The subsequent measurement of financial assets depends on their classification. The Group classifies financial assets into categories depending on their contractual cash flow characteristics and the Group’s business model for managing financial assets. The categories of financial assets are:

(i) Financial assets at amortised cost

Assets that are held for collection of contractual cash flows where those cash flows represent solely payments of principal and interest are measured at amortised cost. Interest income from these financial assets is included in finance income using the effective interest rate method. Any gain or loss arising on derecognition is recognised directly in profit or loss and presented in other gains/ (losses) together with foreign exchange gains and losses. Impairment losses are presented as a separate line item in the Statement of comprehensive revenue and expense.

(ii) Financial assets at fair value through other comprehensive income (FVOCI)

Assets that are held for collection of contractual cash flows and for selling the financial assets, where the assets’ cash flows represent solely payments of principal and interest, are measured at FVOCI. Movements in the carrying amount are taken through OCI, except for the recognition of impairment gains or losses, interest income and foreign exchange gains and losses which are recognised in profit or loss. When the financial asset is derecognised, the cumulative gain or loss previously recognised in OCI is reclassified from equity

to profit or loss and recognised in other gains/(losses). Interest income from these financial assets is included in finance income using the effective interest rate method. Foreign exchange gains and losses are presented in other gains/(losses) and impairment expenses are presented as a separate line item in the Statement of comprehensive revenue and expense.

(iii) Financial assets at fair value through Profit or Loss (FVPL)

Assets that do not meet the criteria for amortised cost or FVOCI are measured at FVPL. A gain or loss on a debt investment that is subsequently measured at FVPL is recognised in profit or loss and presented net within other gains/(losses) in the period in which it arises.

Financial Liabilities

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

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

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

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

Impairment of receivables

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

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

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

2.14 Impairment of Non-financial Assets

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

2 Summary of significant accounting policies (continued)

2.14 Impairment of non-financial assets (continued)

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

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

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

2.15 Trade and Other Payables

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

2.16 Term Loans

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

2.17

Employee Benefits

Salaries, Wages and Annual Leave

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

Long Service Leave

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

2.18 Goods and services tax

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

2.19 Fair value estimation

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

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

2.20 Capital Risk Management

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

2.21 Critical Accounting Estimates and Judgements

The Group makes estimates and assumptions concerning the future. The resulting accounting estimates will, by definition, seldom equal the related actual results. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are discussed below.

- Notes 12 & 13, key assumptions underlying the valuation of investments not traded in an active market;

- Note 14, key assumptions underlying the investment property valuation;

- Note 15, key assumptions underlying the valuation of the biological assets;

- Note 16, key assumptions underlying the valuation of forestry land;

- Note 18, key assumptions underlying the impairment testing of fish quota.

5 Expenses

(notes 17 and 18)

(a) The audit fee for 2024 was $235k, with $52k relating to the FY23 audit, for the Statement of Service Performance, the Ngāti Awa Farms (Rangitaiki) Joint Venture distribution of assets, and for prior year overruns.

Value Gains / (Loss)

(note 11)

Related Party Loan Impairment – White Island Tours

During the year, the Group recognised an impairment loss of $34k relating to a loan provided to White Island Tours Limited, a previously consolidated entity. White Island Tours was placed into liquidation during the financial year, and as a result, the Group lost control of the entity and ceased consolidating it in the Group’s financial statements.

The liquidation resulted in the full impairment of the loan provided to White Island Tours, as there is no expectation of recovery from the liquidated assets. The impairment has been recognised in the Statement of Profit or Loss and

as a one-off charge

7 Income tax

8 Reserves

9 Cash and cash equivalents

10 Trade and other receivables

There are no non-exchange trade and other receivables.

11 Livestock on hand

Movements are represented as follows:

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

Livestock held are comprised as follows

12 Non-current assets - Investments

Unlisted shares

Moana New Zealand Limited

Investment in unlisted shares includes Moana New Zealand Limited shares (”the MNZ shares”) that were received on 30 March 2006 as part of the settlement proceeds in accordance with the Māori Fisheries Act 2004. The Māori Fisheries Act 2004 places restrictions on the sale of the MNZ shares where the shares can only be sold to either another Mandated Iwi Organisation or Te Ohu Kai Moana. The fair value of the MNZ income shares is based on cash flows calculated on an annual basis from 2023 to 2027 and a terminal value based on cash flows in 2027 with an assumed growth factor of 2.0%p.a. (2023: 2.0% p.a.) and a post-tax discount rate of 6.0% (2023: 6.0%). The MNZ shares are not actively traded and have no voting rights, due to this and the restrictions on sale, a further discount of 30% has been applied to determine the fair value. The shares have been valued at $2.08 million (2023: $2.08 million).

Direct Capital IV Limited Partnership

The Group has invested in Direct Capital IV Limited Partnership. Direct Capital IV invests in private equity opportunities with the intention of realising these investments and returning capital and capital gains to the partners over a 10 year time frame. There is no active market for shares in Direct Capital IV therefore the fair value has been calculated using an EBITDA multiple approach of the underlying investments held by Direct Capital IV. The manager of Direct Capital IV Limited Partnership applies Australian Venture Capital & Private Equity Association (AVCAL) valuation guidelines in preparing quarterly valuations for all portfolio companies. The Partnership is valued at $0.04 million (2023: $0.03 million). During the year the Partnership repaid capital of $nil million to the Group (2023: $0.2 million).

Pencarrow Bridge Fund LP

The Group has invested in Pencarrow Bridge Fund LP. Pencarrow invests in private equity opportunities with established New Zealand based companies that offer a clear and sustainable competitive advantage. There is no active market for shares in Pencarrow Bridge Fund LP therefore the fund has been included at the balance held in the valuation used by Pencarrow Bridge Fund LP management held at the balance of Pencarrow Bridge Fund LP of 31 June 2024. The Partnership is valued at $3.93 million (2023: $3.54 million).

TRG Natural Pharmaceutical venture Capital

The Group has invested in TRG Natural Pharmaceutical Venture Capital which undertakes research into medical uses of Honey and other products from bees. Management have consider the most recent information and have decided to writethe value down. The investment in the company is valued at $0.0 million (2023: $0.58 million).

Blink Pay Global Group Limited

The Group has invested in Blink Pay Global Group Limited which is a payment service that allows merchants to to accept direct credit payments directly from their customers bank accounts. Management have considered valuation options andconsider the initial invested capital being a fair value for the investment. The investment in the company is valued at $1.0million (2023: $0.5 million).

Limited Partnership

The ICP Koura Facilities Limited Partnership is an investment vehicle which was formed to invest into crayfish quota. The fair value of the investment is based on cashflows calculated on an annual basis from 2025 to 2029 and a terminal value based on cashflows in 2029 with an assumed growth factor of 2.0% p.a. (2023: 2%) and a posttax discount rate of 6.0% (2023: 6.0%).

Listed Shares

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

13 Non-current assets - Investments in Associate

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

14 Investment property

The movement of investment property is as follows:

the share of profit/loss attributable and has been included as at the annual balance date of Iwi Collective Orchards LP of 30 June 2024.

Residential properties on Wairaka and Toroa Streets were independently valued as at 13 June 2023 by Bay Valuation Services Limited. The valuation was based on market evidence of transactions for similar properties and direct comparison. Management have consider this valuation as at 30 June 2024 as still appropriate. The valuers are independent registered valuers not related to the Group. All valuers hold recognised and relevant professional

and have

experience in the

of the

they have valued.

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

15 Biological assets

The pine woodlot was independently valued on 30 June 2024 by PF Olsen Limited. The valuation used a discounted cashflow model with a discount rate of 7.5%.

Management confirmed the suitability of this valuation for 2024 and considers this valuation to be a fair representation for the value of the woodlot.

16 Forestry land assests

The forestry land assets were independently valued on 30 June 2024 by CBRE Limited. The valuation used a mixture ofmarket evidence of transactions for similar assets, direct comparison, capitalisation and discounted cash flow approaches.The key assumption of the valuation is based on the agreed lease payments.

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

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

17 Property, plant and equipment

ended 30 June 2024

17 Property, plant and equipment (continued)

Year ended 30 June 2023

Year ended 30 June 2024

Land

The farmland is restricted in use by the land having been vested to the Rūnanga under the Māori Land Court ensuring that the land is retained for Nga Uri o Nga Hapu o Ngāti Awa and is not able to be alienated. The net book value of the land is $8.35 million (2023: $8.35 million).

Te Manuka Tutahi land is restricted in use by the land having been vested to the Rūnanga under the Māori Land Court ensuring that the land is retained for the purpose of a meeting place of cultural and historical importance for the communal use and benefit of nga uri o nga hapu o Ngāti Awa. The net book value of the land is $0.20 million (2023: $0.2 million).

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.

• Kaputerangi (4.9321 hectares)

• Te Paripari Pa (1.0451 hectares)

• Otitapu Pa (6 hectares approximately)

• Te Toangopoto (10 hectares approximately)

• Te Ihukatia (1.1 hectares approximately)

• Whakapaukorero (30 hectares approximately)

• Former Matahina A4 Block (4,045 square metres)

• 51 Froude Street (1,998 square metres)

18 Intangible assets

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

Year ended 30 June 2023

ended 30 June 2023

* Amortisation of $0.134m (2023: $0.114m) is included in depreciation and amortisation expense in the statement of comprehensive revenue and expense.

(i) Fish Quota

Fish quota is an intangible asset that provides annual catch entitlements for fish stock species. The quota is issued into perpetuity and has been classed as an indefinite life asset. The asset is not amortised, it is tested annually for impairment. The recoverable amount of the fish quota has been determined as the cash generating unit associated with the asset. Cash flows have been projected into perpetuity using a long-term growth rate of inflation of 2.0% (2023: 2.0%) and discounted using the entity’s post tax weighted average cost of capital of 6.0% (2023: 6.0%).

The carrying value of the fishing quota is $3.5 million (2023: $3.5 million).

19 Trade and other payables

There are no non-exchange trade and other payables

Management does not expect that a reasonable change in key assumptions would result in a material reduction in the recoverable amount of the fish quota below its carrying amount.

(ii) Whakatāne Airport

The Rūnanga has a right to receive at no cost the Whakatāne airport land if the use of the land ceases to be that of an airport. There is nil value attached to the right to purchase.

(iii) Radio Frequency

The radio frequency licence used by Te Reo Irirangi o Te Manuka Tutahi is issued to the Rūnanga. This asset has nil value.

20 Income received in advance

broken down as:

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

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

(ii) Access rights relate to $5 million in relation to the Bonisch Road settlement received during 2010. This is being amortised over 35 years (2023: 35 years) beginning 1 October 2005 which is the period of access rights granted under the settlement.

21 Ngāti Hikakino and Ngai Te Rangihouhiri II Hapu

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

(iii) The non-current liability for property rentals relate to a lease of land to the Te Whare Wananga O Awanuiarangi. The lease is for a term of 100 years and the rental of $1 million was paid in advance. Rental income is being recognised on a straight line basis over 100 years beginning 1 July 2015.

(iv) The Government contracts relate to various grants received during the year. The contracts have conditions to be met before the income is recognised.

On 26 August 2016 the title of the Rotoehu West forest was transferred by the Rūnanga to the Rotoehu Forest Trust. The associated carbon credits remain with the Rūnanga, and will be transferred once Rotoehui Forest Trust complete registration.

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

held for distribution Ngāti Hikakino and Ngāi Te Rangihouhiri II Hapū

22 Term Loans

Three loans with the ANZ are currently held. The loans were raised in May 2017 and is secured against property held by Ngāti Awa Properties Limited. The loan is floating with an interest rate charged on a monthly basis between 7.88%. These loans mature on the January 2029.

Westpac Loan

Two loans are currently held with Westpac. One loan relates to the purchase of the asset for the purchase of the dairy herd and farm plant, alongside additional Fonterra share purchases, the establishment of another farmhouse on the property, a new effluent pond and the purchase of minority interest shares.

The second loan relates to the development of the kiwifruit orchard on the Passmore Block and the purchase of the Passmore Block. The mortgages are floating with an interest rate of 8.46%, with interest charged on a monthly basis. The loans maturity date has been extended post balance date from January 2025 to November 2026 which is why the loans are current.

23 Provisions

Subsidiaries of the Group were subject to an ongoing investigation in relation to the Whakaari eruption.

This investigation has been settled and the remaining provision has been derecognised.

24 Investments in subsidiaries and Joint Ventures

Subsidiaries

Ngāti Awa Group Holdings Limited

Ngāti Awa Asset Holdings Limited

Ngāti Awa Farms Limited

Ngāti Awa Farms (Rangitāiki) Limited

Ngāti Awa Fisheries Limited

Ngāti Awa Fish Quota Holdings Limited

Ngāti Awa Forests Limited

Ngāti Awa No.1 Limited

Ngāti Awa Properties Limited

Ngāti Awa Research & Archives Trust

Ngāti

General Partner of Rangitaiki JV

Fish Quota Leasing

June Forest Land Leasing

Members under the Rūnanga Charter who have acted in other capacities:

The board comprises 22 people (2023: 22 people). Board Members were paid $139,357 in meeting fees for the year ended 30 June 2024 (2023: $120,096), which includes the

Chairman’s and Deputy Chairman’s honorarium payments. Indemnity insurance of $18,417 (2023: $20,620) was paid on behalf of the Board Members.

Payments to Key Management Personnel Management represents 12 individuals (2023: 6 individuals), determined on a full-time equivalent basis.

Key management personnel and their direct reports costs and terminiation benefits are $1,758,198 (2023: $1,201,872) for the Group.

26 Capital commitments and operating leases

Capital commitments

Manu Hou Limited Partnership has committed capital of $5 million to Direct Capital IV. As at 30 June 2024 $2.99 million has been called (2023: $2.98 million). Due to the investment winding down, this commitment is unlikely to be called.

Ngāti Awa Assets Holdings Limited has committed capital of $5 million to Pencarrow Bridge Fund LP. As at 30 June 2024 $4.55 million has been called (2023: $4.45 million).

Ngāti Awa Assets Holdings Limited has committed capital of $5 million to Te Puia Tapapa. As at 30 June 2024 $4.6m million has been called (2023: $3.8 million).

The Group has committed capital of $1 million to Ngāti Awa The Strand Development Limited. As at 30 June 2023 $nil has been called (2022: $nil).

As at 30 June 2024 the Partnership has committed to orchard development expenditure of $nil (2023:$0.3m).

The Group has no other capital commitments as at 30 June 2024.

Operating lease Commitments

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

27 Contingent liabilities

As at 30 June 2024, the Group has no known contingent liabilities.

28 Financial assets and financial liabilities

The Group holds the following financial instruments:

29 Events occurring after the balance date

There were no events occurring subsequent to balance date which require adjustment to or disclosure in the financial statements.

Independent Auditor’s Report

To the Members of Te Rūnanga o Ngāti Awa Report on the audit of the consolidated financial statements

Opinion

We have audited the accompanying consolidated financial statements which comprises:

the consolidated statement of financial position as at 30 June 2024;

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

notes, including a summary of significant accounting policies and other explanatory information; and

the consolidated statement of service performance on pages 79 to 80

In our opinion, the accompanying consolidated financial statements of Te Rūnanga o Ngāti Awa (the Rūnanga) and its subsidiaries (the Group) on pages 79 to 105 present fairly in all material respects:

- the Group’s financial position as at 30 June 2024 and its financial performance and cash flows for the year ended on that date; and

- the service performance for the year ended 30 June 2024 in accordance with the Group’s service performance criteria.

In accordance with Public Benefit Entity Standards

Reduced Disclosure Regime (PBE Standards RDR) issued by the New Zealand Accounting Standards Board.

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

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

Other than in our capacity as auditor we have no relationship with, or interests in, the Group

Other information

The Representatives, on behalf of the Group, are responsible for the other information. The other information comprises information included in the Directory of Officers, but does not include the financial statements and our auditor’s report thereon.

Our opinion on the consolidated financial statements does not cover any other information and we do not express any form of assurance conclusion thereon.

In connection with our audit of the consolidated financial statements our responsibility is to read the other information and in doing so, consider whether the other information is materially inconsistent with the consolidated financial statements or our knowledge obtained in the audit or otherwise appears materially misstated.

If, based on the work we have performed, we conclude there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Use of this independent auditor’s report

This independent auditor’s report is made solely to the Members of Te Rūnanga o Ngāti Awa. Our audit work has been undertaken so that we might state to the Members of Te Rūnanga o Ngāti Awa 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, none of KPMG, any entities directly or indirectly controlled by KPMG, or any of their respective members or employees, accept or assume any responsibility and deny all liability to anyone other than the Members of Te Rūnanga o Ngāti Awa for our audit work, this independent auditor’s report, or any of the opinions we have formed.

Responsibilities of Representatives for the consolidated financial statements

The Representatives, on behalf of the Group, are responsible for:

— the preparation and fair presentation of the consolidated financial statements in accordance with PBE Standards RDR issued by the New Zealand Accounting Standards Board;

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

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

Auditor’s responsibilities for the audit of the consolidated financial statements

Our objective is:

— to obtain reasonable assurance about whether the 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 it is not a guarantee that an audit conducted in accordance with ISAs NZ will always detect a material misstatement when it exists.

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

A further description of our responsibilities for the audit of the consolidated financial statements is located at the External Reporting Board (XRB) website at: https://www.xrb.govt.nz/standards/assurance-standards/auditors-responsibilities/audit-report-13/ This description forms part of our independent auditor’s report.

For and on behalf of:

KPMG

Tauranga 25 October 2024

2023/2024 TRONA BOARD MEMBERS MEETING ATTENDANCE

HAPŪ NAME

Nga Maihi Regina O’BRIEN

Ngāti Hamua Miro ARAROA 3

Te Kahupāke Mihipeka SISLEY 5

Pahipoto Tuwhakairiora O’BRIEN

Larni HEPI 3 1 Warahoe Kemi Matarae MOKOMOKO 1 1

Te Tawera Pouroto NGAROPO

Ngai Tamapare Arron SMITH 4

Ngāti Pūkeko Mere KINGI 5

Ngāti Rangataua

Ngai Taiwhakaea Caroline TAKOTOHIWI 5

Ngai Te Rangihouhiri Manurere GLEN

Ngāti Hikakino Stanley RATAHI 5

Ngāti Hokopu

Ngāti Hokopu ki Te Whare o Toroa William STEWART

Wharepaia Materoa

Maumoana

Ngāti Awa ki Pōneke Aroha MEAD 3

Ngāti Awa ki Tamaki

PAYMENTS TO EMPLOYEES

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 2024 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 - 4 employee

$110,000 - $120,000 - 1 employee

$120,000 - $130,000 - 3 employee

$130,000 - $140,000 - 1 employee

$140,000 - $150,000 - 1 employee

$180,000 - $190,000 - 1 employee

$330,000 - $340,000 - 1 employee

NGĀTI AWA HAPŪ REGISTER 2023/2024

Ngā Maihi 2,170 2,181 Regina O’Brien

Ngāi Taiwhakaea II 1,708 1,711 Caroline Takotohiwi

Ngāi Tamaoki 879 885 Boyce Kingi

Ngāi Tamapare 440 443 Arron Smith

Ngāi Tamawera 1,215 1,214 Alf Morrison

Ngāi Te Rangihouhiri 658 665 Manurere Glen

Ngāi Tūariki 350 346 Lani Hepi

Ngāti Awa ki Pōneke 311 312 Aroha Mead

Ngāti Awa ki Tāmaki Makaurau 383 387 Jay Mason/Ngahuia Eruera

Ngāti Hāmua 578 582 Miro Araroa

Ngāti Hikakino 570 575 Stanley Ratahi

Ngāti Hokopū - Te Hokowhitu a Tu Ki Te Rahui 854 850 Te Arani Barrett

Ngāti Hokopū - Te Whare o Toroa

1,518 William Stewart

Ngāti Maumoana 115 113 Te Whauhuia Koopu

Ngāti Pūkeko

3,014 Mere Kingi

Ngāti Rangataua 588 586 Te Kei Merito/Rapata Kopae

Ngāti Wharepaia 581 579 Materoa Dodd

Te Kahupāke 712 709 Mihipeka Sisley

Te Pahipoto 2,401 2,419 Tuwhakairiora O’Brien

Te Patuwai

Te Tāwera

Warahoe

TOTALS

Ngā mate from 1 July 2023 to 30 June 2024

Ruihi Shortland

971 Pouroto Ngaropo

598 Kemi Matarae Mokomoko

There were 61 known Ngāti Awa members who passed during this period; 47 of whom were registered and 14 of whom were not registered.

HAPŪ DISTRIBUTION

$220,000

$3,452,000

AWA OF A HUNDRED MEN

Directory of Staff

TE RŪNANGA O NGĀTI AWA

Tumuaki

Tuwhakairiora O’Brien

Tumuaki Tuarua

Manurere Glen

CHIEF EXECUTIVE OFFICE

Manahautū

Reuben Araroa

General Manager, People & Capabilities

Romana Graham

General Manager, Policies & Strategy

Bev Hughes

Pou Kokiri

Mike Panapa

Executive Assistant to the Manahautū

Haley McCorkindale

Receptionist

Taini Hudson

Manager Identity, Language & Culture

Noti Belshaw

Manager Knowledge & Information

Ngaire Rapana

Manager Taiao

Marama Cook

General Manager, Te Mānuka Tutahi

Vaimanino Harawira

Manager, Taihuringa Project Office

Kataraina Monika

Customary Fisheries Advisor

Charlie Bluett

Iwi Register

Monica Maniapoto

Information Technology/

Ngāti Awa Research & Archive

Malia Godsmark

Adrian Jaram

COMMUNICATIONS AND ENGAGEMENT

Karla Akuhata

Maria Elliot

Rere Williams

TAIAO

Jolene George

Lynsey Mariu

KOREHĀHĀ WHAKAHAU

Rangipai Eruera

Simon Stokes

Greg Moorcroft

Dan Baigent

Simon Harris

Raynor Poutama

Kaia Vercoe

Damon Sturmey

Summer O’Sullivan

Sieanna Walker

Thomas Monaghan

Genesis O’Sullivan

Jaymee Karekare

Te Heeri Falwasser

Tikitu Maui-McLean

Jeremiah Hawkins

Jordan Raroa

Dionte Cameron-Ruissen

Tura ki Smith-Matenga

KOREHĀHĀ RANGAHAU

Lanae Cable

Robert Whitbourne

TE AU O TE WAI

Pohoira Hughes-Iopata

Lanae Cable

Dawn Hill

Davina Thompson

MACA

Vicki Murray

Matiu Nuku

Lanae Cable

TAIHURINGA, PROJECTS MANAGEMENT

Kataraina Monika

Tawera Simpson-Rangi

Kriscina Kerr

Te Aurere Williams

Mania Crown

Courtney Reneti

TE MĀNUKA TŪTAHI MARAE

Pou Arataki

Piripi Akuhata

NGĀTI AWA GROUP HOLDINGS LTD

Chairman

Jim Mather

Chief Executive Officer

Tracey Hook/Tyrone Newson

Executive Officer to the CEO

Akino Smith

Group Financial Controller

Stuart Brown/Cath Aldridge

Finance

Dylan Stewart

Luana Morgan

Operations

Gerard Jull

Stevie Ransfield

Patrick Wetini

Ngāti Awa Tourism Limited

Patrick O’Sullivan

Jennifer Goodfellow

Sea Operations Skipper

Paul Kingi

Farm Manager Ngāti Awa

Heritage Estate

Sam Philps

Contract Milker Ngakauroa Farm

Mike Learmond

Notes

NGĀTI AWA, TE TOKI TĒ TANGATANGA

I TE RĀ

NGĀTI AWA, THE ADZE THAT DOES NOT LOOSEN IN THE SUN

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