“E tū nei au - Here I stand - speaks to the strength and endurance of our people.”
REUBEN ARAROA Manahautū
Photo: Te Ahi Kaa
E whiti e Awa te kahu o te ata huaki rangi
He tapuae nuku, He tapuae rangi
Ka takoto ki runga o Pūtauaki
Te Matapihi o Rēhua, Te tatau o te rangi. Awa i te whitinuku, awa i te whitirangi I haramai rā i au-nunui, i au-roroa, i au-mataora e Whano whano tū mai te tōki o Awa Haumi e, Hui e, tāiki e.
Kauria te mātai pō i te Ara-Kauika. Ki te moana tuku wairua i Paepae-i-Aotea. Kia tae atu ki te Awa-nui-ā-rangi. Kāutau kua whetūrangitia waiho ake mātau i muri nei. Kia tangi ai kia mihi ai kia haku ai.
Kauria, kauia, kauāia.
Tīhei mauri ora
Ngāti Awa te toki, tē tangatanga i te rā, tē ngohengohe i te wai, tēnā kautau katoa
It is my privilege to address you at this year’s Te Rūnanga o Ngāti Awa (TRoNA) Annual General Meeting, a time of positive reflection and celebration.
This year, the nation celebrated the reign of Te Arikinui Kuini Ngā wai hono i te po, a significant moment that reflects the enduring and positive relationship between Ngāti Awa and our Tainui Whānaunga. In January, Te Pahīpoto, with the support of many of our hapū, warmly welcomed and hosted Te Kuini Māori for the Poukai at Kōkōhinau marae. More recently, she and her delegation attended a special event at Te Mānuka Tūtahi marae to celebrate the launch of Te Āhua o ngā Kupu Whakaari a Te Kooti, authored by Tā Pou Temara. This followed the earlier release of Mātauranga Māori, written and launched by Tā Hirini Moko Mead.
A notable cultural highlight was the composition by Dame Gillian Whitehead, written specifically to honour the Mataatua Whare and its return to Ngāti Awa. This piece was performed by members of Opus and the New Zealand Symphony Orchestra at Te Mānuka Tūtahi, marking a truly memorable occasion.
We also celebrated Matariki with our community through the Movie at the Pā initiative, where staff hosted film screenings and shared kai at Te Mānuka Tūtahi.
Another significant milestone was the 20th anniversary of the Ngāti Awa Treaty Settlement, commemorated at Te Mānuka Tūtahi. We heard reflections from those involved in the negotiations and paid tribute to those who have passed. Their determination and commitment to securing justice for our iwi are deeply respected.
The Mataatua Whare remains a treasured taonga, and it is heartening to see dignitaries, hapū, iwi, and the wider community continue to bring life to our marae.
"Being Māori is forever. But we must continually nurture that expression of being Māori, to control our own destiny."
Te Ārikinui Kuini Ngā Wai Hono i te Pō
In a gesture of cultural leadership and manaakitanga, TRoNA and the Ngāti Awa Kahui Kautmatua were approached by Te Whānau a Apanui to host the Mataatua Kapa Haka Regionals in 2026 within the Ngāti Awa rohe. Our kaumātua have agreed, and Ngāti Awa tikanga will lead this imporant kaupapa. This is a proud moment for our iwi and a testament to the enduring inter-iwi relationships we have.
Tā Hirini, alongside a dedicated project team, has been voluntarily compiling the Ngāti Awa History Volumes. A first draft was presented to the TRoNA Board recently. Documenting our history ensures future generations have access to our unique cultural and historical narratives. This project has been long in development, and we eagerly anticipate its completion and the celebration that will follow.
Following the 2024 AGM, where several questions were raised regarding the financial reporting of Ngāti Awa Group Holdings Limited (NAGHL), TRoNA has worked closely with NAGHL. The Board has since made decisions to enhance processes, improve efficiencies, and strengthen reporting mechanisms.
I extend my sincere thanks to the teams at TRoNA and NAGHL. Their dedication is the driving force behind our mahi. In particular, I acknowledge Reuben Araroa and his team for their commitment to serving our people. We also recognise Reuben’s decision to pursue a new path early next year and commend his contributions to the iwi as Manahautū of TRoNA.
To the TRoNA Deputy Chair and Board members, thank you for your service. The Board carries the responsibility of making critical decisions, and the input from each hapū representative is invaluable. We look forward to welcoming our new members to the Board.
Over the past year, our focus has been on strengthening relationships with hapū, promoting hapū-led decision making, and supporting greater autonomy. The rūnanga continues to encourage hapū to engage directly with one another, fostering collaboration without external interference. Our newly adopted Ngāti Awa Strategy identifies hapū rangatiratanga as a priority, and we are committed to supporting hapū in achieving their aspirations.
In closing, TRoNA remains steadfast in its efforts to mitigate the impacts of the current government’s coalition policies on the wellbeing of our people. We are proven resilient and have overcome many challenges throughout our history.
We are inspired by the words of Te Ārikinui Kuini Ngā Wai Hono i te Pō, which offer a fitting conclusion to this report:
Being Māori is not defined by having an enemy or a challenge to overcome.
Being Māori is speaking our language.
It is taking care of the environment.
It is reading and learning about our history.
It is the choice to be called by our Māori name.
There are many ways to manifest being Māori, not just in times of protest.
Being Māori is forever. But we must continually nurture that expression of being Māori, to control our own destiny.
Kia hoki atu ki ngā kupu o rātau
Tauārae te pō, ko rātau kua whakairihia ki Te Hao o Rua
Titoko ki te ao mārama ko tātau tēnei e mihi nei e tangi nei
Tēnā tātau katoa
TUWHAKAIRIORA O’BRIEN Chair, Te Rūnanga o
Ngāti Awa
Tēnā koutou katoa,
After three years as Manahautū, I remain inspired by the resilience and determination of Ngāti Awa to stand tall through immense political, environmental, and organisational challenges. The kaupapa we have navigated together, affirms the need for our Rūnanga to remain vigilant, adaptive, and influential in protecting the rights and future of our people.
Te Wehewehenga o te Tōrangapū – Political Context
The political climate this year has been turbulent. Polarising policies, reductions in funding programmes, repeated changes to national policy statements, and renewed challenges to our settlement deed have created an environment of uncertainty and risk.
The pace of legislative change has been relentless. It has required considerable effort from the Rūnanga to stay abreast, respond quickly, and ensure the voice of Ngāti Awa is heard where it matters most. While we cannot control the polarisation of coalition politics, we have ensured our Ngāti Awa voice not only continues to be heard but carries weight. We can be assured that the Rūnanga has remained active and disciplined in communicating and advancing our interests over this period.
Kaitiakitanga o te Taiao – Environmental Stewardship
Our role in assessing the wave of resource consents this year has been critical to ensuring that the voice of our iwi and hapū, our Environmental Management Plan, and the rights secured under our Settlement Deed continue to shape how natural resources are managed across our rohe. This mahi is central to informing our awareness of how we can support and protect our taiao, our whenua, our awa, and our moana.
Over the past year, the Rūnanga has actively challenged applications and renewals that failed to align with intergenerational improvement for Ngāti Awa. I want to especially acknowledge Marama Cook and Bev Hughes for their tireless work in this space. Through one of the busiest consenting periods of my tenure, we assessed and approved an
average of 1.5 consents per week over the year. They ensured the Rūnanga was always well prepared and informed with their commitment reflecting the highest standards of kaitiakitanga, strengthening our collective ability to safeguard our taonga tuku iho.
We are also entering a new era of environmental responsibility, where tikanga and mātauranga Māori must sit alongside western science in decision-making. This is not always easy, but it is becoming more necessary than ever. Our success with implementing the rāhui on Ōhiwa Harbour – an area of intertribal debate – and our continued advocacy for a customary mātaitai across Moutohorā and Rūrima Islands reflect our ongoing commitment to kaitiakitanga and Ngāti Awatanga.
Arotake Rautaki me te Kaupapa Tūtohinga – Strategic and Charter Reviews
Two major reviews were completed this year – our Strategic Plan (Te Toki 2025–2030) and our Charter Review. Both are part of the five-year review cycle, ensuring the Rūnanga evolves to meet the changing demands of internal and external forces.
From the strategy, our iwi can take confidence in the six pillars that guide our next chapter:
• Ngā Maunga Whakahī – Elevating our leadership and identity
• Tū Pakari – Empowering hapū
• Puna Taiao – Sustaining our living environment
• Whai Hua – Building a sustainable future
• Toitū Ahurea – Honouring our legacy
• Oranga Whānau – Empowering whānau through partnerships
These pillars reflect a balanced vision where political influence and organisational collaboration must work together in a world increasingly defined by division.
The Charter Review was equally significant. Of 17 recommended changes, 14 were adopted – a strong sign of iwi engagement and confidence in shaping our governance. The most debated issue was hapū delegate elections. While many supported
Tū mai taku toki. Kia manaha nui ai.
Raise the adze as the emblem of strength.
marae-based voting to strengthen representation and mandate, further review confirmed this would breach the Māori Fisheries Act, which all PSGE Charters must comply with. For now, that change could not proceed. However, I remain optimistic that we can develop a process that respects both our aspirations and statutory obligations.
Whakatikatika i ngā Rauemi – Discipline with Resources
For the second consecutive year, the Rūnanga has delivered a positive budget outcome. This is a notable achievement and demonstrates consistent financial management and focus by our staff.
The outcome has been made possible by the collective commitment to do more with less. Staff and management have embraced the principle that it is a privilege to serve Ngāti Awa and therefore an obligation to act within our means is the best way to demonstrate this privilege. The discipline of doing what is required, maintaining positive routines, and upholding accountability has been central to our progress.
I am especially proud of the story of Korehāhā Whakahau – once reliant on Rūnanga funding, it now leads its own selfdetermined programme and holds direct partnerships with Bay Trust and with Te Papa Atawhai. This shift, primarily one of mindset, represents the kind of courageous evolution we aspire to replicate across all our kaupapa.
The same spirit was evident at Te Mānuka Tūtahi Marae, where the management of manuhiri, tikanga, and operations has been seamlessly shared across our staff. This year, through commemorations and events, the marae became a platform of mahi tahi and manaakitanga, reflecting and strengthening the purpose of our iwi values. There is still much work to do to uplift the mauri of the whare and manage costs, but the progress made this year was significant.
Ngā Hononga me te Mana Rautaki – Strategic Influence and Relationships
Three years on from deliberately strengthening our influence and relationships with local, regional, and central government, we now observe a deeper and more respectful approach to matters of significance across our rohe. Our partners increasingly understand the tikanga and aspirations of Ngāti Awa and now approach us with a spirit of collaboration rather than confrontation.
Key highlights include:
• Signing of the Mana Whakahono a Rohe with the Bay of Plenty Regional Council – Ngāti Awa being the first iwi to achieve this.
• Growing collaboration with Whakatāne District Council, where our role in strategic planning is welcomed and productive.
• Improved recognition in central government, where our interaction with Ministers and officials has noticeably increased and remains constructive. This development, though seemingly small, reflects relationships of mutual trust. It ensures even the most difficult conversations can remain open, respectful, and forward-facing.
Maintaining this level of open dialogue with authorities is of strategic importance to the future of Ngāti Awa. This year has been productive and positive in reinforcing the foundation of those relationships.
Whakakapi – Conclusion
This year has been challenging for Ngāti Awa, and the nation as a whole. It has also reminded us how far we have come, and the resilience we continue to show in times of difficulty and uncertainty. We have proven that with discipline, vigilance, and collaboration, Ngāti Awa can continue to thrive even in challenging circumstances.
We also marked and celebrated twenty years since our settlement – a milestone where our original $40 million has grown to more than $175 million in assets. Alongside this, a network of affiliated organisations has emerged, reinforcing the mauri and mana of Ngāti Awa influence across the rohe.
The task for the next 20 years is clear: continue to strengthen our kotahitanga, so that all our uri can share fully in the prosperity and wellbeing of being Ngāti Awa.
Ngā mihi nui,
REUBEN ARAROA
Manahautū – Te Rūnanga o Ngāti Awa
TE KĀHUI KAUMĀTUA
E whakateurunga te moenga te whāriki, huaranga tonu atu ki Pūtauaki
Aku Tipuna e kī mai nei, He tutuā, He tautauhea, He moenga raukawakawa.
Nukunukutia I a te tangata ki rāhaki, kia wātea he nohoanga
mo te tangata tiketike, kumekume mātāwaka ki runga I te marae
Ka tangi te Pīpī i runga I te rangi, ue aue, ue aue, ue aue.
Te manu ariki a Toroa-te-hārewa, Toroa-te-whānui, Toroa-te-kitenga
Hōmai i aku kura, hōmai i aku kura, Nāu anō aku kura i tiki
I te motutapu o Moutohora. Kia puta atu ki Paepae-i-Aotea, te moana i tuku wairua
Hopu tautari ana ko Te Awanui-a-rangi tēna tirohia. E titiro titiro, e titiro titiro.
RANGITUKEHU PAORA
Ngāi Tamaoki / Kāhui Kaumātua Chair September 2025
Kaore hoki e te whakamā
I shall not feel shame
Ko au anake te wana nei e
For what has overcome me
E ai au i te tōrea kai te ākau e pāoro ana
It is as if I am a tōrea, whose cries echo along the shore
He kare i tū kia ekeia ki ngā puke ra au kua kaha
Heard from afar, enhanced by the hills
E moe atu nei e au, ko Rangitūkehu i a te uira
As I sleep in sorrow, thunder reminds me of the loss of Rangitūkehu
Oho rawa ake nei ki te āo
As I awake to the light of dawn
I raraku kau au ki taku kiri e
I am reminded of this loss from the marks in my skin
Mā wai e whakaara ake i te waka kua tikoki
Mā wai e whakatika i te iwi kā hē
Mā wai e taurima te marae kai waho
Mā tātau whakawhirinaki tātau ki a tātau, rātau ki rātau hurihuri noa
Tēnā kautau, tēnā kautau, tēnā kautau katoa
E Koro Rangitūkehu. Te Heamana otirā Te Pouarahi a Te Kāhui Kaumātua. Te Pouwhirinaki o Ngāti Awa. Te poumanaaki i te mauri o te iwi, haere, haere, haere atu rā. Kua auteretia koe ki te rangi. Ki ngā ringaringa a tō tātau matua nui i te rangi. I whakaponohia e koe hai oranga mō tātau. Waiho mātau ki konei kia tangihia, kia mihihia, ki a koe e whakapauahia tō ngākau ki o rahi o tangi nei, e tangi nei e tangi nei.
Huihuia mai te Huinga-toroa-tauira o te Kāhui Kaumātua.E Koro Whanake. Te ngākau titikaha ki tō iwi ki ō hapū kia whanake ai i ngā tini kaupapa. E Koro Te Ōhaki Te poutuara o tō hapū, Te ringa raupa o te hāpori. E kui Whaiora , te whakatinanatanga o te nohopuku kua riro nei. E kui e Nuki. Te kai kawe i te whakapono kia whakatuwherahia i ngā kuaha o te tika, te pono, te māramatanga me te mātauranga kua riro nei. E Koro Tūtua, te kauaka whēkite, te ruanuku o Mātaatua haere, haere, whakangaro atu kautau e.
WHAIORA KUKA BROWN (NEE PUUTU)
Warahoe / Kāhui Kaumātua 10 December 1941 - 23 May 2025
GEORGINA NOKI MAXWELL
Ngāi Taiwhakāea II
Kāhui Kaumātua 27 September 1951 – 13 December 2024
BRIAN WHANAKE SIMPSON
Ngāi Te Rangihouhiri II / Kāhui Kaumātua 23 September 1945 - 19 July 2024
CHARLIE TE ŌHĀKI ELLIOT Te Pahīpoto 23 July 1950 – 10 January 2025
TE NGĀROMATE TŪTUA (KORO TŪTUA)
Ngāi Taiwhakāea II 1 July 1948 – 1 April 2025
The Board of Representatives comprises of members from each of the twenty two Ngāti Awa Hapū. They are responsible for the governance of Te Rūnanga o Ngāti Awa.
CAROLINE TAKOTOHIWI Ngāi Taiwhakāea II
MERE KINGI-GOOD Ngāti Pūkeko
REGINA O ‘BRIEN Ngā Maihi
DIST. PROF. TĀ HIRINI MEAD Whakaruruhau
MANURERE GLEN (Deputy Chairman)
TŪWHAKAIRIORA O’BRIEN
STANLEY RATAHI Ngāti Hikakino
TE ARANI BARRETT Ngāti Hokopū ki
LARNI HEPI
WILLIAM STEWART Ngāti Hokopū ki Te Whare o Toroa
TE WHAUHUIA KOOPU
MATEROA DODD Wharepāia
RAPATA KOPAE Ngāti Rangatauā
NGĀHUIA ERUERA Ngāti Awa ki Tāmaki Makaurau
POUROTO NGAROPO Te Tāwera
RUIHI SHORTLAND Te Patuwai Resigned April 2025
KEMI MOKOMOKO Warahoe
MIRO ARAROA Ngāti Hāmua
BOYCE KINGI Ngāi Tamaoki
MIHIPEKA SISLEY Te Kahupaake
ALF MORRISON Ngāi Tamawera
ARRON SMITH Ngāi Tamapare
AROHA MEAD Ngāti Awa ki Pōneke
Ngākauroa
CHIEF EXECUTIVE OFFICE
GRAHAM Pou Kaiwhakahaere, People & Capability
ADMIN OFFICE
Appointed Dec 2024
HALEY MCCORKINDALE Board Secretary and EA to Manahautū
CYNTHIA HUDSON Receptionist - Manaaki
BLUETT Customary Fisheries Officer
COMMUNICATIONS & ENGAGEMENT TEAM
KARLA AKUHATA Communications and Engagement Manager Resigned Mar 2025
ROSS People and Capability Business Partner Appointed Oct 2024
MARIU Administration Assistant Appointed Aug 2024
MARIA ELLIOT Senior Communications and Engagement Specialist Resigned Feb 2025
RERE WILLIAMS Junior Communications Resigned Sept 2024
TE AURERE BAKER Funding Coordinator Appointed Dec 2024
SIMPSON-RANGI Communications Lead Appointed Mar 2025
AWA RESEARCH & ARCHIVE
NOTI BELSHAW Culture, Research and Archives Manager Resigned Sep 2024
ADRIAN JARAM Research Facilitator
MANIAPOTO Iwi Registration Officer
NUKU Register Development Lead Appointed Mar 2025
ROMANA
REUBEN ARAROA Manahautū
LYNSEY
CHARLIE
MONICA
MIKE PANAPA Pou Kōkiri
TE POONO TE POONO Pou Tūhono
PRETTY
TĀWERA
MATIU
TE MĀNUKA TŪTAHI MARAE MACA
VAIMANINO HARAWIRA General Manager Resigned Sep 2024
PIRIPI AKUHATA Pou Arataki
KOREHĀHĀ WHAKAHAU
SIMON HARRIS Operations Manager
THOMAS MONAGHAN Kaiarahi
JAYMEE KAREKARE Kaimahi Field Team Resigned Jan 2025
TIKITU MAUI-MCLEAN Kaimahi Field Team Resigned Jun 2025
SIMON STOKES Project Manager Contractor Resigned Mar 2025
VICKI MURRAY Project Manager Resigned Dec 2024
MATIU NUKU Administrator Employment ended December 2024
LANAE CABLE Junior Administrator Employment ended December 2024
SIEANNA WALKER Project Co-Ordinator
JEREMIAH HAWKINS Kaimahi Field Team Resigned Oct 2024
GREG MOORCROFT Contractor Resigned Mar 2025
O’SULLIVAN
RAYNOR POUTAMA Kaimahi Field Team Resigned Oct 2024
TE HEERI FALWASSER Kaimahi Field Team Resigned Aug 2024
ERAMIHA Kaimahi Field Team Joined Oct 24
STURMEY Kaimahi Field Team Resigned Jul 2024
SUMMER
GENESIS O’SULLIVAN
ZANE
DAMON
MARAMA COOK Manager TAIAO Resigned June 2025
BEV HUGHES Consents Assessor,
Manager Taihuringa
LYNSEY MARIU Taiao Finance Manager Transitioned Aug 2024
TAIHURINGA PROJECT MANAGEMENT OFFICE
KERR Taihuringa Coordinator
SIMPSON-RANGI Administrator Transitioned March 2025
BAKER Pou Ako - Training Coordinator Transitioned Dec 2024
CROWN Pou Mahi - Workforce Navigator Transitioned July 2024
AKINO SMITH Corporate Services Manager
JOHN ERUERA Health & Safety Officer Appointed Sept 2024
PUGH Administration Assistant Appointed Sept 2024
STEVIE RANSFIELD General Manager Property
NAGHL FINANCE
MOUNSEY Financial Accountant Appointed Oct 2024
WETINI Maintenance Manager
MANIA CROWN Facility Manager Appointed Aug 2024
TREGOWETH General Manager
TYRONE NEWSON NAGHL CEO
LUANA MORGAN Finance Officer
ANNALISA
CATH ALDRIDGE Financial Controller
STACEY
DANIELLE
PATRICK
TE AURERE
TĀWERA
MANIA
KRISCINA
KATARAINA MONIKA
Photo: Te Ahi Kaa
Whānau, Marae, Hapū, Iwi
Iwi Vision 2050
Making Strategic Decisions
KO NGĀTI AWA TE TOKI
Te Ara Poutama o Ngāti Awa
MAURI ORA
TŪ PAKARI
TOI ORA
OUR APPROACH
Te Toki Rautaki Plan 2025-2030
We stand tall like our maunga, leading with a positive presence and embracing our identity. By elevating Ngāti Awatanga, advocating for our rights under Te Tiriti, and fostering influential and effective leadership, we ensure our cultural presence is strong and visible across all spaces.
We empower our hapū to thrive with mana motuhake, strengthening kotahitanga and fostering collaboration. Through economic and social initiatives, we build a resilient and united Ngāti Awa focused on common goals.
Our environment sustains us and connects us through whakapapa. We protect and nurture it by acknowledging mātauranga Māori, ensuring our lands, rivers, and seas thrive under the care of empowered kaitiaki for future generations.
EMPOWERING OUR WHĀNAU THROUGH PARTNERSHIPS
We build a sustainable future by aligning commercial success with our values. Through collaboration between Te Rūnanga and Ngāti Awa Group Holdings, we support hapū-centric economic initiatives and strong governance.
Our legacy endures through the revitalisation of te reo Māori, the mita of Ngāti Awa, and the strengthening of our marae. By honouring our past, we ensure Ngāti Awatanga thrives for future generations.
We empower our whānau by strengthening partnerships and systems that support their aspirations. Through Tiriti advocacy we will engage national, regional, local authorities and agencies, public private investment partners, industry sectors to create social investment solutions to enable our Whānau to flourish and prosper.
WHAI HUA
TOITŪ AHUREA ORANGA WHĀNAU
PUNA TAIAO
IWI VISION 2050
Ko Ngāti Awa Te Toki tē tangatanga i te rā, tē ngohengohe i te wai
• Research, Archives and Taonga Inventory secured and accounted
TRONA HEAD OFFICE EFFICIENCY REVIEW
Feasibility of relocating TRONA head Office for greater total group cost efficiency.
PUNA TAIAO
FOCUS:
• Sustaining Our Living Environment
WHAT WE WILL DO:
• Create a Taiao Hub to support hapū aspirations
• Strengthen matauranga māori into environmental frameworks
• Develop Environmental Kaitiaki Training Pathway
ORANGA WHĀNAU
FOCUS:
• Empowering Our Whānau Through Partnerships
WHAT WE WILL DO:
• Aligned Ngāti Awa Housing Strategy
• Secure Funding for kaupapa māori research
• Deliver Ngāti Awa curriculum workshops in 3 Schools
TRONA / NAGHL / NASH ALIGNMENT
Leverage interorganizational capability to deliver social investment opportunity.
WHAI HUA
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.
Manaakitanga
CARING FOR EACH OTHER
EDUCATION SCHOLARSHIP AND GRANT RECIPIENTS
First Name Surname Hapū Course
Grace Abbott Wharepāia
Merania Anderson Te Pahīpoto
Kataraina Anderson Te Pahīpoto
Allanah Ashwell Ngāti Pūkeko
Shavaughn Atkinson Ngāi Tamapare
Graduate Diploma in Teaching and Learning (Secondary)
Postgraduate Certificate in Digital and Collaborative Learning
Bachelor of Health Science Māori Nursing
Master of Te Reo Māori Excellence
Diploma in Psychology
Vanessa August Tuariki Te Tohu Mātauranga Whakapakari Tino Rangatiratanga
Pare Whakaipo Awa-Hunia Te Pahīpoto
Otis Baxter Wharepāia
Teresa Biddle Ngāti Pūkeko
Bryson Campbell Ngāti Rangatauā
Jack Campbell Ngāti Pūkeko
Hineani Campbell-Collier Ngāti Pūkeko
Jayda Chisholm Te Pahīpoto
Alexandra Haweti Clarke Te Pahīpoto
Te Rongopai Clay Te Pahīpoto
Jackson Clements Ngāi Tamaoki
Gabrielle Crawford Ngāti Hāmua
Sandralee Crawford Ngāi Tamaoki
Mataku Ariki de Roo Ngāti Hokopū ki Te Rāhui
Hugo Dixon Ngāti Awa ki Tāmaki Makaurau
Maui Duley Te Patuwai
Blaze Edwards Te Pahīpoto
Sidney Elliott Ngāi Tamawera
Rongomaraeroa Eruera Te Pahīpoto
Tuwhakairiora Eruera Te Pahīpoto
Mowai Eruera Ngāi Taiwhakāea II
Sean Merito Faulds Ngāti Rangatauā
Tania Faulkner Te Patuwai
Mere Faulkner-Tihi Te Patuwai
Katarina Gage Te Patuwai
Maihi Gear Te Pahīpoto
Trinaka Godsmark-Tawa Ngāti Pūkeko
Anya Goodall Ngā Maihi
Harriet Gowing Ngāti Hokopū ki Te Whare Toroa
Sarah Grant Te Patuwai
Shauna Gray Ngāti Pūkeko
Bachelor of Science, Psychology Major Physiology Minor
Bachelor of Sport and Recreation
Poutahuhu Whakaakoranga - Master of Education (Māori Medium)
Bachelor of Commerce
Bachelor of Medicine and Bachelor of Surgery
Master of Change and Organsational Resilience
Bachelor of Health Science Māori Nursing
Bachelor of Social Practice
Potgraduate Diploma in Nursing Science
Bachelor of Arts - Major in Classical Studies, Ancient History, History
NZ Diploma in Forestry Management
Diploma in Māori Public Health
Bachelor of Bicultural Social Work
Bachelor of Arts and Bachelor of Laws
Masters in Applied Science
Bachelor of Arts majoring in Social Sciences, Management and Leadership
Master of Māori Studies
Bachelor of Teaching
Bachelor of Māori Performing Arts
Bachelor of Te Reo Māori, Māori and Indigenous Studies
Bachelor of Commerce and Science
Doctor of Philosophy in Māori Studies
Doctor of Philosophy in Māori Studies
Masters in Business Studies
Bachelor of Sport and Recreation
Bachelor of Health Science Māori Nursing
Master of Nursing
Bachelor of Laws
Diploma in Business Management
Bachelor of Medicine and Bachelor of Surgery
Teresa Harris Ngāi Te Rangihouhiri II NZ Certificate in Real Estate
Manaia Hastie Ngā Maihi
Lynette Hauwaho Te Patuwai
Ngāhaka Hei Hei Te Patuwai
Ngāio Herangi Ngāti Rangatauā
Bachelor of Health Science Māori Nursing
Diploma in Māori Public Health
Bachelor of Health Science Māori Nursing
Bachelor of Health Science Māori Nursing
First Name Surname Hapū Course
Karen Hiwarau Ngāi Tamawera Te Tohu Mātauranga Whakapakari Tino Rangatiratanga
Olivia Hoete Te Patuwai
Paora Hona Ngā Maihi
Te Hau Paeroa Hona Ngā Maihi
Turuhira Hotene Ngāti Awa ki Tāmaki Makaurau
Bachelor of Health Science Māori Nursing
Masters in Indigenous Studies (THESIS)
Diploma in Māori and Indigenous Arts - Carving LV5
Master of Indigenous Studies
Jacqueline Huata Ngāti Hokopū ki Te Whare Toroa Bachelor of Health Science Māori Nursing
Rakai Hudson Ngāti Pūkeko
Lisa Marie Meretuia Hudson Ngā Maihi
Kaea Hudson Ngāti Pūkeko
Tailah Hunia Te Pahīpoto
Oriini Kaipara Te Pahīpoto
Sasha Kana Ngā Maihi
Judith Karaitiana Te Pahīpoto
Trysten Karehana-Simpson Ngāi Tamaoki
Ranapia Keepa-Ratahi Ngāi Taiwhakāea II
Kellann Kemp Ngāti Pūkeko
Jordyn King Te Pahīpoto
Aroha Kopae Ngāti Rangatauā
Katarina Koreheke Ngā Maihi
Te Waikamihi Lambert Ngāi Tamawera
Tia Lassey Ngāti Pūkeko
Rangitowhare Leabourne Te Pahīpoto
Te Hura Lillian Maaka-Marks Ngā Maihi
Rico MacPherson Te Pahīpoto
Tyra MacPherson Te Pahīpoto
Amelia Marie Mahutoto Ngāti Maumoana
Veronica Maru Ngāi Tamapare
Cheyna Matenga Ngāti Hāmua
Bachelor of Computer Science
Bachelor of Business
Bachelor of Laws and Bachelor of Arts, Māori Resource Management
Bachelor of Engineering (Honours)
Masters in Māori Language Excellence
Bachelor of Sport and Human Performanace
Te Tohu Mātauranga Whakapakari Tino Rangatiratanga
Bachelor of Arts, Majoring in Philosophy and Psychology
Postgraduate Diploma in Māori Perfoming Arts
Masters of Pharmacy Practice
Bachelor of Law
Postgraduate Diploma in Mātauranga
Māori and Indigenous Studies
Diploma in Hospitality and Tourism
Postgraduate Diploma in Mātauranga
Māori and Indigenous Studies
Bachelor of Commerce, majoring in Accounting
Bachelor of Accounting
Bachelor of Health Science Māori Nursing
Bachelor of Construction
Bachelor of Law and Arts
Bachelor of Health Science (Midwifery)
Postgraduate Diploma in Bicultural Professional Supervision
Bachelor of Arts and Science - Zoology/Marine Science and Indigenous Development
EDUCATION SCHOLARSHIP AND GRANT RECIPIENTS
First Name Surname Hapū
April Ohlson Warahoe
Kataraina Panapa Ngāi Taiwhakāea II
Michael Panapa Ngāti Hāmua
Mikee Perdomo Ngāi Tamawera
Inka Pouwhare Ngāti Hāmua
Tuteao Raerino Ngā Maihi
Holly Rahipere Ngāti Rangatauā
Toni Raimona Ngāi Tamaoki
Eilensia Ransfield Ngāi Taiwhakāea II
Juliet Ratima Ngāti Pūkeko
Jenna Riddell Ngāi Taiwhakāea II
Londie Rika Ngāti Pūkeko
Liam Akuhata Roberts Te Kahupaake
Tiaan Roia Ngāti Pūkeko
Anaia Rua Ngā Maihi
Taylah Sandle Te Pahīpoto
Ocsha Savage Te Pahīpoto
Kererua Savage Ngāti Awa ki Te Whanganui-a-Tara
Evelyn Savage Ngāi Tamaoki
Kaewa Savage Te Pahīpoto
Tauhinga Denny Savage Te Pahīpoto
Quinta Selway-Kingi Te Pahīpoto
Millie Shanahan Ngāti Awa ki Pōneke
Johnathan Simon Ngāti Hāmua
Te Haihua Simon-Panapa Ngāti Hāmua
Hinepurotu Simpson-Rangi Ngāi Te Rangihouhiri II
Edith Smith Ngāti Pūkeko
Nathan Stewart Ngāti Hokopū ki Te Rahui
Maia Stowell Ngāti Hokopū ki Te Whare Toroa
Zoe Studer Ngāi Te Rangihouhiri II
Darryllee Tahuri Ngāi Taiwhakāea II
Tiapakeke Takuira-O'Sullivan Ngāti Pūkeko
Morehu Maurice Tapara Ngāti Hāmua
Course
NZ Diploma in Legal Executive Studies
Masters in Indigenous Studies
Masters in Indigenous Studies
Bachelor of Business
Bachelor of Health Science Māori Nursing
Bachelor of Business & Māori Studies
Bachelor of Bicultural Social Science
Master of Health Science - Endorsed in Nursing
Bachelor of Development Studies, Māori Studies and Public Policy
Bachelor of Medicine and Bachelor of Surgery
Bachelor of Social Work
Bachelor of Commerce
Bachelor of Māori and Indigenous Studies
Postgraduate Diploma in Psychology
Bachelor of Arts majoring in Māori and Indigenous Studies
Bachelor of Arts and Commerce
NZ Diploma in Business Accounting
Doctorate in Economics
Bachelor of Health Science Māori Nursing
Master of Health Science
Poutuarongo Toiora Whānau
Bachelor of Health Science Māori Nursing
Bachelor of Nursing
Bachelor of Applied Counselling
Bachelor in Law and Bachelor in Arts (Te Reo Māori)
Bachelor of Health Science Māori Nursing
Bachelor in Design Study
Doctorate of Philosophy in Sport and Exercise
Bachelor of Science, Major in Physiology
Bachelor of Teaching
Bachelor of Health Science Māori Nursing
NZ Certificate in Sport and Recreation LV4
Bachelor of Applied Counselling
First Name Surname Hapū Course
Emily Tarei Ngāti Hāmua
Rapaera Tawhai Ngāti Pūkeko
Robin Te Aotonga Ngāti Hokopū ki Te Whare Toroa
Selina Marama Te Kata Ngāi Tamapare
Heketerangi Te Maipi Ngāi Tamaoki
Puaawai Te Pou Te Tāwera
NZ Diploma of Sport Recreation and Exercise
Masters of Te Reo Kairangi
Bachelor of Māori Art
Bachelor of Health Science Māori Nursing
Bachelor of Teaching
Postgraduate Diploma in Health Science
Amelia Temo Ngāti Pūkeko Te Tohu Mātauranga Whakapakari Tino Rangatiratanga
Jessie Thompson Ngāti Hokopū ki Te Whare Toroa
Te Aomihia Tumai Te Pahīpoto
Debbie Tunui Ngāti Pūkeko
Tamaarangi Tuta Te Rei Te Pahīpoto
Katera Tutua Ngāi Taiwhakāea II
Maihi Tutua Ngāi Taiwhakāea II
Te Aniwa Tutua Ngāi Taiwhakāea II
Te Mapihi Tutua-Nathan Ngāi Taiwhakāea II
Parekura Tutua-Nathan Ngāi Taiwhakāea II
Manawamoterangi
Mikey Vercoe
Pareraututu Waaka
Ngā Maihi
Ngāti Pūkeko
Michaela Waiari Te Pahīpoto
Ashlee Waikawa
Ngāti Pūkeko
MaraNgāi Wainohu-Savage Te Pahīpoto
Iwiroa Wairua Te Kahupaake
Misty Waititi
Ana-Hera Walker
Pani Wana
Kerena Wano
Alistair Webster
Paretai Williams
Ngā Maihi
Ngāti Pūkeko
Ngāi Taiwhakāea II
Ngāi Taiwhakāea II
Ngāti Pūkeko
Ngāti Pūkeko
Mihi Williams Te Patuwai
Te Awhitu Wilson
Mereana Wilson
Journie Yee
Scholarship recipients
Ngāti Pūkeko
Ngāi Tamaoki
Ngāi Te Rangihouhiri II
Bachelor of Nursing
Masters in Māori Language Excellence
Bachelor in Poutuarongo Reo
Bachelor of Pharmacy
Bachelor of Medicine and Bachelor of Surgery
Bachelor of Physiotherapy
Bachelor of Pharmacy
Masters in Health Psychology
Bachelor in Māori Studies
Bachelor of Law, Major in Te Reo Māori
Bachelor of Design with Honors
Bachelor of Medicine and Bachelor of Surgery
Bachelor in Dental Surgery
Bachelor of Music and Performing Arts
NZ Diploma in Workplace Health and Safety Management
Bachelor of Business
Bachelor of Architectural Studies
Bachelor in Law
Masters in Resource and Environmental Planning
Bachelor of Law and Bachelor of Commerce
Bachelor of Education (Primary)
Bachelor of Health Science Māori Nursing
Masters of Sport, Exercise and Health
Doctorate in Māori Studies
Masters of Applied Psychology in Behaviour Analysis
2005/2006 $81,400
2006/2007 ..................... $87,600
2007/2008 ..................... $78,450
2008/2009 ..................... $77,200
2009/2010 ..................... $99,450
2010/2011 $97,750
2011/2012 $94,250
2012/2013 $59,850
2013/2014
.....................
................. $90,800
$1,439,285
Kaitiakitanga
CUSTOMARY FISHERIES
"The success here is proof that mātauranga māori is a powerful body of scientific knowledge," says Professor Paul-Burke. "We're seeing real, measurable environmental improvements, and that's what makes this project so exciting."
After years of decline, a mātauranga-led restoration project from Te Rūnanga o Ngāti Awa, with support from University of Waikato marine scientist Professor Kura Paul-Burke and her team, is proving how the combination of traditional knowledge and marine science can turn the tide for marine ecosystems.
Back in 2019, there were only 80,000 kuku (green-lipped mussels) across the entire harbour, struggling against an overwhelming population of pātangaroa (11 -armed sea stars) that had been consuming them at an unsustainable rate. Fastforward to December 2024, and the results are impressive. There are now 45 million mussels thriving across 11 hectares of the harbour floor.
Photo: Professor Kura Paul-Burke
The mussel bed at Ōhiwa Harbour in April 2024
To help protect the progress made, the Ministry for Primary Industries has placed a temporary two-year harvesting closure over the mussel beds, giving them time to stabilise and expand further.
"Ensuring these mussels continue to thrive is key," says Toi Iti, Bay of Plenty Regional Councillor and Chair of the Ōhiwa Harbour Implementation Forum. "We're proud to have been part of this effort from the beginning."
With continued collaboration between Te Rūnanga o Ngāti Awa, Bay of Plenty Regional Council, and the seven partners of the Ōhiwa Harbour Implementation Forum, the future of the mussel beds, and the harbour's wider ecosystem, looks bright.
The project has been a step-by-step journey, carefully managed through the removal of pātangaroa, hands-on restorative efforts, and ongoing monitoring.
• 2019 - 80,000 mussels across the harbour
• 2020 - 470,000 mussels following the first sea star removal trials
• 2021 - 800,000 mussels after further restoration efforts
• 2023 - 16 million mussels identified on the seafloor
• 2024 - 45 million mussels covering an 11-hectare area
With an increasing number of adult mussels now present, Professor Paul-Burke's monitoring shows the beds are becoming more resilient, capable of regenerating naturally and helping to stabilise sediment, improve water quality, and provide a habitat for marine life.
For Te Rūnanga o Ngāti Awa, the project is about more than just numbers; it's about restoring a vital taonga species and ensuring the harbour remains a thriving mahinga kai (food basket) for future generations.
"This is exactly what we have been working towards. Seeing the mussel beds regenerate like this is a huge win for Ngāti Awa and the wider community," says Charlie Bluett, Customary Fisheries Manager at Te Rūnanga o Ngāti Awa.
The work in Ōhiwa Harbour is also influencing other iwi-led restoration efforts, with Professor Paul-Burke supporting similar projects across the country, including the University of Waikato Pou Rāhui project working with local iwi at Waiheke Island, Thames Coast, Coromandel, Great Barrier Island, and Maraetai-Clevedon.
"The success here is proof that mātauranga Māori is a powerful body of scientific knowledge," says Professor Paul-Burke. "We're seeing real, measurable environmental improvements, and that's what makes this project so exciting."
"Ensuring these mussels continue to thrive is key," says Toi Iti, Bay of Plenty Regional Councillor and Chair of the Ōhiwa Harbour Implementation Forum. "We're proud to have been part of this effort from the beginning."
Photo: Professor Kura Paul-Burke
Juvenile silver trevally at the mussel bed - a rare sight, as schools of fish are not often seen in the harbour.
KO TE TAIAO TE MANAWA
Our connection to the natural world is the breath that sustains our people. Through our actions, our relationships, and our collective responsibility, we uphold the mana of our whenua, our awa, our moana, and our ngahere - the living taonga that define who we are.
OVERVIEW
Over the past year, Te Taiao has continued to be a space of growth, reconnection, and influence for Ngāti Awa. Our focus has been on strengthening the systems that protect our natural environment, deepening our partnerships with local and central government agencies, and reaffirming the voice of Ngāti Awa in decision-making about our lands and waters.
The kaupapa of Taiao has also been guided by mātaurangareconnecting our people to the wisdom of our tīpuna and the rhythms of the environment. Through research, education, and advocacy, Ngāti Awa continues to lead with integrity and mana, ensuring that our future generations inherit a healthy and thriving Taiao.
HIGHLIGHTS OF THE YEAR
Te Au o Te Wai o Ngāti Awa
Our iwi-led freshwater initiative, Te Au o Te Wai o Ngāti Awa, was founded on Te Mana o Te Wai - prioritising the health and mauri of our waterways so that our people, and the generations to come, can continue to draw life from them.
Through this kaupapa, Ngāti Awa built enduring relationships with the Ministry for the Environment and the Bay of Plenty Regional Council, strengthening hapū participation and creating pathways for rangatahi to learn and lead as kaitiaki. The kaupapa also provided valuable lessons about the way we design, resource, and deliver iwi-led projects - lessons that will strengthen the governance and leadership of future Taiao initiatives.
While the project itself has concluded, its legacy remains in the knowledge gained, the connections formed, and the collective aspiration it inspired to further protect and enhance our awa.
MĀTAURANGA O TE NGAHERE RESEARCH
The Mātauranga o te Ngahere project continues to flourish as a taonga for Ngāti Awa. Guided by Dr Rob Whitbourne, this kaupapa has gathered a deep body of mātauranga from our ngahere - connecting whakapapa, rongoā, and the stories of our tūpuna to the living forest today.
This year, the research began to take shape through publications and educational tools - including Te Whakamoe o te Tau, a seasonal calendar capturing Ngāti Awa environmental knowledge and cycles. This resource marks a new era in the revitalisation of iwi mātauranga, and there is strong interest among hapū, kura, and marae in using it to inform their own practices.
The project stands as a living example of mātauranga in action - bridging research, practice, and wairua, while reaffirming the sacred connection between Ngāti Awa and Te Taiao.
CONSENTS AND SUBMISSIONS
Our contracted Consents Assessor continues to represent Ngāti Awa across national, regional, and district planning processes, ensuring that iwi values and priorities are firmly embedded in decisions that affect te Taiao.
Over the 2024–2025 year, 52 consent assessments were completed across the Ngāti Awa rohe. These ranged from water-related consents for horticulture and dairying activities, to earthworks associated with new residential, commercial, and industrial developments, as well as upgrades to community and coastal infrastructure. Each assessment provides an opportunity to protect the cultural, environmental, and spiritual wellbeing of our whenua and waterways.
RESOURCE CONSENTS
Take Earthworks Development
TRONA also made submissions to several national and local regulatory reforms, reflecting our proactive stance in environmental governance. Key submissions included:
• The Regulatory Standards Bill, ensuring iwi perspectives were considered in legislative settings;
• The National Wastewater Environmental Performance Standards, focusing on protecting freshwater ecosystems;
• Feedback on the Keepa Road Relationships Protocol; and
• Input into local discussions between Whakatāne District Council and Fonterra regarding wastewater management options at Edgecumbe.
Water
These activities demonstrate Ngāti Awa’s leadership in balancing development with environmental protectionensuring that every decision within our rohe respects the mauri of the land and waters.
Copies of all consents assessments and submissions are available from the TRONA administration team upon request.
WORKING TOGETHER
The past year has seen continued growth in our relationships with key partners:
• Whakatāne District Council (WDC) — The appointment of a Māori Advisor to Ngāti Awa at WDC has strengthened collaboration and created a clearer pathway for iwi input into local environmental matters.
• Bay of Plenty Regional Council (BOPRC) — Ongoing engagement on freshwater management, compliance, and policy ensures the Ngāti Awa Environmental Plan remains influential in regional decision-making.
• Department of Conservation (DoC) — Through the Kaitohu Matua Treaty Partner Relationships role, we continue to build alignment on conservation and biosecurity kaupapa, reflecting a shared commitment to taonga species and ecosystems.
• Ministry for the Environment (MfE) — Our engagement with MfE has supported Ngāti Awa’s involvement in environmental reform, ensuring iwi perspectives are heard and respected in national policy development.
These partnerships are a testament to Ngāti Awa’s standing as kaitiaki - steadfast, knowledgeable, and collaborative in our approach to protecting the natural world.
LOOKING AHEAD
As we move into the coming year, our focus will be on strengthening hapū engagement and creating tools that connect whānau to Taiao kaupapa in meaningful ways. The proposed Ngāti Awa Taiao Hub will serve as a central space for information sharing, mātauranga exchange, and coordination of environmental projects.
We will also continue to lead iwi participation in key environmental areas - from freshwater management and RMA reforms to climate resilience and conservation partnerships. Education remains central to this vision, ensuring our uri are supported to step into roles of leadership and guardianship, grounded in Ngāti Awa tikanga and mātauranga.
ACKNOWLEDGEMENT
He mihi nui ki ngā hapū, ngā kaimahi, me ngā hoa mahi o Te Taiao. This mahi is only possible through the shared dedication of our people - those who nurture the whenua, care for the awa, and uphold the values of kaitiakitanga every day.
Together, we continue to breathe life into Te Taiao and ensure that the mana of Ngāti Awa endures — strong, connected, and guided by the wisdom of our tīpuna.
KOREHĀHĀ WHAKAHAU
Whakataukī – Te Kei o te Waka Merito
Whakarerea te toitoi makuhane
Ka whai ki te Matariki
Kia pūkeke manawa-rahi
Kia mau matapopore
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.
LIVING THE KUPŪ OF TE KEI O TE WAKA
These kupu, gifted by Koro Te Kei, are the compass for Korehāhā Whakahau. They remind us to discard the inferior, to pursue what uplifts, and to hold fast to determination and guardianship. In our mahi, the “inferior reeds” are the pests, weeds, and practices that weaken the whenua. What we pursue is the restoration of mauri, the flourishing of our ngahere, and the reconnection of our people to te taiao.
To “be determined and resolute” reflects the persistence of our kaimahi, who worked through long days in the ngahere, harsh weather, and the demands of elimination to reach milestones once thought beyond iwi capacity. The call to “cherish and guard” speaks to our role as protectors of the progeny of Tāne and Mumuhanga – the forests, manu, and ecosystems of Ngāti Awa – ensuring they do not slip into obscurity but are cherished, revitalised, and celebrated for generations to come.
ERADICATION AND BIODIVERSITY – PROOF OF EXCELLENCE
This year we reached a milestone of 2,720 possums eradicated across the Korehāhā Whakahau project area since 2021. The Eastern Sector is now on the cusp of full elimination, with possum dogs and AT220 traps providing verification and strengthening defensive lines. On Moutohorā, intensive weed control operations removed invasive species, allowing native growth to return and manu to re-establish their presence. Surveillance using wax tags, cameras, and ZIP devices has continued to lift standards, demonstrating that iwi-led projects can deliver technical excellence at the highest national level.
MOUTOHORĀ – HE PUNA MĀTAURANGA
Moutohorā remains a cornerstone of Korehāhā Whakahau’s mahi and identity. This year, kaimahi carried out intensive weed control, targeting the spread of formosa lily across Te Rātahi and Te Oneroa. Follow-up spraying confirmed that the lilies, once widespread, are now contained and manageable. DOC staff noted that the whenua is in the best condition they had seen in many years.
Ongoing track maintenance and scrub cutting has made the island safer for future haerenga and ecological monitoring. Archaeological haerenga to Raetihi Pā deepened the connection between taiao and mātauranga, with kōkōwai deposits, harakeke, and stone structures reminding us of the enduring footprints of our tīpuna.
Monitoring through tracking tunnels and bird counts showed that the islands remain pest free. Taonga species were sighted frequently during surveys, a sign of ecological recovery and balance. This work continues to affirm Moutohorā as He Puna Mātauranga - a living classroom for intergenerational knowledge and a sanctuary where mātauranga tuku iho can be both preserved and practised.
MĀTAURANGA – A LIVING COMPASS
The embedding of Te Whakamoe o te Tau o Ngāti Awa into our daily operations represents a shift from technical project delivery to kaupapa-driven leadership. This seasonal calendar, grounded in tohu from rākau, manu, wai, and whetū, ensures that decisions are made in alignment with wairua and whakapapa. It reconnects kaimahi to the cycles of the environment and provides a model for hapū-led environmental sovereignty.
Te Whakamoe o te Tau has become more than a calendar, it is actively shaping how and when mahi occurs. Kaimahi are reading tohu in the ngahere and aligning their work rhythms with the maramataka, strengthening both ecological outcomes and cultural identity.
All kaimahi have passed their Te Aka Pūtaiao Level 5 Environmental Studies, with graduation set for 2026. This achievement transforms the team from practitioners into scholar-kaitiaki, bridging mātauranga Māori and contemporary ecological practice. Their success demonstrates that iwi capacity is not only operational but intellectual and strategic, positioning Ngāti Awa as leaders in both taiao and mātauranga futures.
OUR PEOPLE – THE HEART OF THE KAUPAPA
The strength of Korehāhā Whakahau lies with its kaimahi. Once reliant on contractors, the project is now fully iwi-led, with former contractors reintegrated as uri and new leaders emerging from within. Wahine are at the forefront of tracking and operational delivery, comms and H&S leadership is increasingly internalised, and every field day begins with karakia, waiata, and affirmation of Ngāti Awatanga.
Rangatahi have been a central focus. Through Mahi Whakamana wānanga, the next generation have been introduced to biodiversity and kaitiakitanga principles, blending maramataka, whakapapa kōrero, and pūrākau with practical conservation skills such as predator control, biodiversity monitoring, and GPS training. These experiences are building confidence, deepening connections to whenua and whakapapa, and opening pathways for future opportunities within Korehāhā Whakahau.
Tamariki and kura groups have also been welcomed into the ngahere, planting, monitoring, and experiencing firsthand the responsibility of guardianship. Kaumātua continue to anchor mātauranga, guiding the intergenerational transmission of knowledge and strengthening the bonds between past, present, and future kaitiaki.
COMMUNITY, HAPŪ, AND PARTNERSHIPS
This year Korehāhā Whakahau was recognised nationally as a model of iwi leadership at the Strategy Review Hui with DOC and PF2050. Our transparent reporting and values-based delivery strengthened trust with funders and reinforced Korehāhā Whakahau as a blueprint for iwi-led conservation across Aotearoa.
Hapū pathways are beginning to take shape, with mātauranga frameworks and seasonal tools shared as templates for local taiao sovereignty. Partnerships with kura, whānau trusts, and local landowners have deepened, extending the reach of pest eradication, ecological restoration, and mātauranga revitalisation.
CHALLENGES AND LEARNINGS
As with any ambitious kaupapa, challenges have tested our resilience. ZIP trap reliability continues to be uneven, requiring strong internal protocols and contingency planning. BWARE has been widely adopted but reporting discipline must be strengthened to ensure near misses are consistently captured. Prolonged heavy rain damaged access routes such as K Road, slowing operations. The intensity of elimination verification placed heavy demands on kaimahi, highlighting the importance of wellbeing, balance, and collective support.
Each challenge has been a teacher. They have reminded us that perseverance is a form of rangatiratanga, that safety is not only physical but cultural and emotional, and that the resilience of kaimahi is the true measure of success.
LOOKING AHEAD – 2025/26 AND BEYOND
The year ahead promises to be one of consolidation and transformation. The elimination of possums in the Eastern Sector will be confirmed and celebrated. AI-enabled traps will be rolled out across remaining sites, supported by strengthened surveillance and mātauranga-led monitoring. Mahi at Moutohorā will continue, extending biosecurity, weed control, and hapū access. Hapū-led taiao pathways will be resourced and supported, with seasonal calendars and mātauranga templates enabling whānau capability.
Equally important is the succession of kaimahi into specialist and leadership roles. Our people are ready to step into positions as trainers, data leads, and mātauranga strategists. Alongside this, we will continue to invest in rangatahi development, progressing initiatives such as micro-credentials, training pathways, and Mahi Whakamana wānanga to ensure the next generation are equipped to lead the kaupapa into the future.
Korehāhā Whakahau is no longer proof of concept – it is proof of excellence. The kaupapa is a living interface between Ngāti Awa and te taiao, embodying what iwi-led restoration can achieve when guided by whakapapa, wairua, and determination.
CLOSING
The kupu of Te Kei o te Waka Merito remain our guiding light: cast aside the inferior, pursue the superior, be resolute, cherish and guard the progeny of Tāne and Mumuhanga. In every possum removed, every native species restored, every kaimahi trained, and every hapū pathway supported, Korehāhā Whakahau carries this whakataukī forward.
This year’s report affirms that Korehāhā Whakahau is not only restoring the whenua – it is restoring the wairua of our people, uplifting the mauri of Ngāti Awa, and ensuring that the legacy of our tīpuna is not lost, but thrives into the future.
Ngāti Awatanga
OUR LANGUAGE AND CULTURE
Photo: Te Ahi Kaa TE RŪNANGA O NGĀTI
“MĀ TE HURUHURU KA RERE TE MANU”
This whakataukī reflects the essence of Taihuringa. Our work is about ensuring ngā uri o Ngāti Awa are equipped with the skills, knowledge, and opportunities to thrive — so that they may take flight as future leaders of our iwi.
With a leaner team shifting from five to two kaimahi this past year, the Taihuringa department has shown resilience and adaptability, remaining steadfast in its commitment to delivering externally funded projects that directly contribute to the aspirations of Ngāti Awa and align with Te Toki Strategic Plan 2024–2030. At the heart of our mahi is the recognition that our people are our greatest resource. Every Taihuringa initiative is designed to grow the skills and capabilities of ngā uri o Ngāti Awa through Ngāti Awa-centred education, sustainable training, meaningful employment pathways, and by strengthening the Ngāti Awa economy.
In the past year, we have advanced several key projects:
Like the manu adorned with feathers, our uri are taking flight through these kaupapa. These projects consistently deliver positive and practical results, enabling uri to gain qualifications, build workplace readiness, strengthen cultural connectedness, and pursue their aspirations with confidence. Together, this mahi contributes directly to our iwi vision of supporting selfdetermined futures and nurturing the next generation of Ngāti Awa leaders.
We spoke with three Ngāti Awa uri who shared how these opportunities have influenced their personal aspirations:
“It was a huge privilege to attend this kaupapa facilitated by NZALI in partnership with Taihuringa. Thank you to all her had attended and engaging in the kaupapa. Your pūrakau, experiences, Reo and chuckles gave a richness of empathy and understanding that you just can’t get from a book or some generic business Governance course in Tāmaki. Intentions, motivations and priorities change when the topic is for you as well as about you. My curiosity is ready to be fattened up with answers so I can make the right informed decisions to benefit all of us!”
“Great to have our rangatahi at the marae and learning more about ngātiawatanga and te ao Māori in a marae setting. Our rangatahi are our future and we want to keep supporting kaupapa like this that connect them further to te ao Māori” (Taiwhakāea II hapū member – Supported Mahi Whakamana, Wānanga 1
“ For the first time, I realised everything I was learning here was relevant to me.” (Akonga – Participated in Mahi Whakamana, Wānanga 2)
"Your pūrakau, experiences, Reo and chuckles gave a richness of empathy and understanding that you just can’t get from a book or some generic business Governance course in Tāmaki."
22 JUNE 2025
11AM. SUNDAY TE MĀNUKA TŪTAHI
since the creation of Mataatua Wharenui. E Tū Nei Au was not only a celebration, but a living expression of our resilience, unity, and enduring legacy.
Held at Te Mānuka Tūtahi, the kaupapa unfolded in two central parts:
1 A panel discussion with Ngāti Awa leaders who were instrumental in the settlement negotiations, including Distinguished Professor Tā Hirini Mead, The Hon. Justice Layne Harvey, Paul Quinn, Dr Pouroto Ngāropo, Sharon Heta, Enid Ratahi-Pryor, and Materoa Dodd. Their reflections provided invaluable insight into the struggles and triumphs of our iwi’s settlement journey.
2 The premiere of The Journey of Mataatua, a specially commissioned orchestral composition by Dame Gillian Whitehead, performed by Opus Orchestra. This powerful piece told the extraordinary story of Mataatua Wharenui: from its creation in Whakatāne in the 1870s, to its dislocation and exhibition overseas, and finally to its return and restoration at home.
E Tū Nei Au — “Here I stand” — symbolised not only the journey of Mataatua but also the unbroken spirit of Ngāti Awa. It stood as both commemoration and challenge: a reminder of what has been endured and achieved, and a signpost for future generations to walk proudly in the footsteps of our tīpuna.
This kaupapa was made possible through collaboration and kotahitanga. It reflected the combined efforts of iwi leaders, kaumātua, whānau, partners, and organisations working together to honour our past while shaping our future. These partnerships highlight the collective strength of Ngāti Awa — reminding us that enduring milestones can only be achieved when we stand as one.
Although E Tū Nei Au was carried by the vision of the iwi as a whole, Taihuringa was privileged to play a role in developing, coordinating, and guiding the kaupapa to fruition. The kaupapa demonstrated how the aspirations of Te Toki Strategic Plan 2024–2030 — leadership, identity, resilience, and prosperity — are not abstract goals but living realities that can be achieved when we move forward together.
TE ARA MAHI
PROJECT STATUS
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 five years, focusing on two main areas: Marine Training and Workforce Development. Scheduled to conclude in 2025, the project is advancing well within its 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.
OBJECTIVES
Outcomes (Examples in italics below)
WORKFORCE DEVELOPMENT
Total Outcomes (Examples in italics below)
MARINE TRAINING PROGRAMS
This Project has been a significant highlight of Taihuringa’s mahi, delivering outcomes that go beyond meeting all contract and funding objectives. This past year, the project has continued to support tauira into sustainable employment, built enduring partnerships, and hosted recruitment days that directly connected uri with opportunities. Another success has been supporting some of our Ngāti Awa registered pakihi to successfully secure tenders, strengthening the iwi economy and creating further opportunities for our people. In addition to fulfilling its workforce development focus, the project has also contributed to our wider iwi aspirations by elevating leadership, building prosperity, and strengthening whānau wellbeing.
As the project transitions toward its conclusion at the end of 2025, Taihuringa is preparing to shift its emphasis away from workforce development and deepen its focus on Ngāti Awa education.
We are proud of the outcomes achieved and remain grateful for the funding that has enabled this kaupapa to flourish for the long-term benefit of Ngāti Awa.
WORKPLACE LITERACY & NUMERACY
PROJECT STATUS
In 2024, Taihuringa, in partnership with the New Zealand Academic Learning Institute (NZALI), successfully secured funding from the Tertiary Education Commission (TEC) through the Employer-led Workplace Literacy and Numeracy Fund. This project was designed to upskill kaimahi, governance representatives, and marae groups by strengthening literacy, numeracy, and workplace productivity skills, while aligning closely with Ngāti Awa aspirations.
ACTIVITIES
In response to the 2024 AGM and hapū surveys, Taihuringa developed a series of Governance Essentials Wānanga, shaped by board member input and tailored to the needs of uri. These wānanga built confidence in understanding governance roles and responsibilities, clarified distinctions between governance and operations, and increased awareness of the Rūnanga structure. Four wānanga were delivered in collaboration with NZALI, hosted across hapū spaces to ensure inclusivity and cultural grounding, including the Rūnanga Office (Whakatāne), Te Māpou Marae (Te Teko), Te Pāhou Marae (Poroporo), and Mataatua Marae (Tāmaki Makaurau).
Alongside governance training, Taihuringa also delivered softskills programmes focused on communication, teamwork, and self-management, further supporting tauira personal and professional growth. In total, 60+ participants engaged in these initiatives, ranging in age from 28–78 years, including current Rūnanga board members, marae committee members, and uri eager to strengthen their governance knowledge and workplace capability.
HIGHLIGHTS
The programme successfully reconnected uri to their hapū and sparked a genuine hunger for learning, with many participants seeking further opportunities to upskill. It also opened space for kōrero on the future of Ngāti Awa governance, with themes emerging around rangatahi leadership, stronger communication, gender representation, and the inclusion of mokopuna voices in decision-making. While our third application to the TEC fund was unsuccessful, the outcomes clearly show how vital these programmes are for building iwi capability. Taihuringa remains committed to continuing this mahi through integration into other projects, ensuring the momentum gained translates into enduring, future-focused leadership for Ngāti Awa.
MAHI WHAKAMANA
PROJECT STATUS
The Mahi Whakamana Programme has quickly become one of Taihuringa’s most rewarding kaupapa. First piloted in 2024, and now in its second year, the programme continues in partnership with Te Rūnanga o Ngāti Awa, Bay of Plenty Futures Academy, and Te Tāhūhū o Te Mātauranga | Ministry of Education. This unique initiative embeds Ngāti Awatanga into vocational pathways for more than 30 rangatahi from Trident, Whakatāne, and Tarawera High Schools.
Students gain hands-on trade experience through projects such as house restoration, new home builds, and caravan construction, while also participating in marae-based cultural wānanga. This balance of skills and identity ensures tauira are not only prepared for their future careers but also remain grounded in who they are and where they come from.
Key outcomes from the 2024 programme included:
• 96% of participants were Māori, with 50% being Ngāti Awa uri.
• 86% successfully completed the programme and achieved NCEA.
• 72% maintained attendance of 70% or higher.
• 89% transitioned positively into tertiary study, employment, or continued secondary education.
ACTIVITIES
The 2025 programme began with a pōhiri at Te Pāroa (Taiwhakāea II) Marae. The theme of the first wānanga, Te Inamata – Ngāti Awa History & Challenges, connected tauira with hapū narratives, cultural identity, and wellbeing through a mix of history sessions, sports, hauora workshops, and cultural activities.
A second wānanga at Ruaihona Marae explored Te Wātū –Ngātiawatanga & Resilience, where students engaged in tohu whenua visits, waka hourua kōrero, rongoā and raranga workshops, and learning with hapū leaders. These experiences deepened rangatahi connection to Ngāti Awa mātauranga and reinforced the resilience of their identity alongside their vocational pathways.
Alongside these wānanga, tauira continue practical trade training with their kura, supported by mentors and hapū connections.
HIGHLIGHTS
Mahi Whakamana has proven to be a powerful kaupapa that not only meets its objectives but also advances the wider aspirations of Ngāti Awa. By taking learning out of the classroom and embedding it within marae, hapū, and iwi contexts, the programme has strengthened cultural identity, fostered resilience, and inspired our rangatahi to see themselves as future leaders. A key highlight has been the growing relationships we have built with our local education
institutions, which has created a strong platform for future collaboration. The overwhelmingly positive outcomes to date confirm the value of this approach, with tauira transitioning successfully into further education, employment, and strengthened cultural connection.
Looking ahead, Taihuringa remains committed to continuing this mahi beyond 2025, adapting and expanding it further across leadership programs, with a clear focus on the development of a Ngāti Awa education curriculum framework to guide and sustain this work for generations to come.
PEOPLE AND CAPABILITY
Tēnā koutou katoa,
The past year has brought significant change, particularly through the streamlining of our operations. While this process has not been without its challenges, it reflects our commitment to building a stronger, more resilient organisation. Continuous improvement is not simply an aspiration but a core part of any forward-thinking strategy, and we remain focused on evolving in ways that better serve both our people and our purpose.
We acknowledge that this journey has not been easy for anyone, and we deeply appreciate the patience, resilience, and dedication shown by our team during hard times.
Balancing the care of our people with the needs of our Iwi can be challenging, but it’s also an opportunity to grow stronger together. Every step we take is about doing what’s right — not just for today, but for the future we’re building. We may not always get it right, but our commitment is to keep seeking that middle ground where both our people and our iwi can prosper.
To those who are no longer here with us, we extend our heartfelt thanks for your contributions. Your efforts have helped bring us to this point, and for that, we remain grateful. Kei te mihi atu, ka tika ki a koutou — we acknowledge and honour the role you have played in our story.
Despite the challenges there has been growth for Te Rūnanga o Ngāti Awa. Significant strides were made with Iwi registration systems, strengthening data accuracy, and ensuring whānau engagement. Despite legacy IT constraints and funding pressures, Monica and Matiu have maintained consistent service delivery and are working towards building resilience for the future.
Korehāhā Whakahau continues to be a flagship programme, achieving low possum counts across 4,700 hectares and integrating mātauranga-based frameworks that merge cultural and scientific indicators for the health of our ngahere. With secured funding, the initiative is moving toward scalable service delivery to support hapū aspirations.
Te Mānuka Tūtahi has prospered as a cultural and community hub, hosting major events and progressing its long-term strategy. Now we have an opportunity to plan maintenance that is vital. The process is already underway, and we expect to present a report to the board shortly.
Taihuringa has advanced the Ngāti Awa Curriculum Framework and delivered workforce and education initiatives, though resourcing remains a challenge. For more on Taihuringa please read Kataraina Monika’s report.
Across the organisation, People & Capability has made real progress in strengthening the way we bring people in, support them, and plan for the future. Onboarding is now clearer and more consistent, documentation is better organised and easier to access, and succession planning has been given more attention to make sure knowledge and leadership are passed on effectively.
Financial operations continue to be managed through a projectby-project lens, but with important improvements. Stronger controls are now in place, helping ensure consistency across different projects. Training in financial literacy has given staff more confidence and understanding in managing budgets, while closer collaboration with Ake Accounting has added extra support and oversight. Together, these steps mean our project-based financial approach is more accountable, more transparent, and better equipped for good decision making.
Communications are now more purposeful, linking kaupapa delivery with digital tools. Funding coordination is clearer too, with a shared calendar and earlier engagement helping the process run smoother. Most importantly, there’s a stronger sense of shared responsibility across all teams. This has built real collaboration, strengthened our Iwi focus, aligning KPI’s and set a clear direction as we move towards the 2025–2030 Strategic Plan.
Nō reira, kia ora tātau, nāku iti nei ROMANA GRAHAM
Most importantly, there’s a stronger sense of shared responsibility across all teams. This has built real collaboration, strengthened our Iwi focus, aligning KPI’s and set a clear direction as we move towards the 2025 – 2030 Strategic Plan.
He manu hou ahau, he pi ka rere.
I AM A YOUNG BIRD, THAT HAS JUST LEARNT TO FLY.
E whakateurunga te moenga te whāriki, huaranga tonu atu ki Pūtauaki
Aku tipuna e kī mai nei, he tutuā, he tautauhea, he moenga raukawakawa.
Nukunukutia i a te tangata ki rāhaki, kia wātea he nohoanga mo te tangata tiketike, kumekume mātāwaka ki runga i te marae
Ka tangi te Pīpī i runga i te rangi, ue aue, ue aue, ue aue.
Tēnā kautau e ngā uri o Ngāti Awa. This has been a year of strong momentum. Hapū are collaborating confidently, tikanga is being upheld across complex projects, and Ngāti Awa’s voice is visible locally and nationally. Engagements with councils and agencies are at a new time high now more coordinated, cultural processes are being embedded, and iwi participation in public and community initiatives continues to grow, kia ea ai te kōrero
Ko Ngāti Awa te toki, tē tangatanga i te rā, tē ngohengohe i te wai.
WHAKAWHANAKE I TE MAHI NGĀTAHI - ENGAGEMENTS
Engagement has been streamlined through Toi Kotuia, providing clear lines of communication between TRONA, hapū, and partners. Whilst multiple restructurers within WDC have tested these lines the whakaaro behind its purpose remains the same. To maintain the integrity of hapū and iwi as a whole. Kāhui Kaumātua continue to provide integral support regarding direction with tikanga, as they protect the mauri of the iwi as a whole. Tikanga is now embedded early across infrastructure, environmental, and planning work, with cultural monitoring and karakia observed as required, conducted, and delivered by hapū themselves. Cultural uplift advanced through collaborative initiatives with external stakeholders and hapū/Iwi.
TŪ MAI TAKU TOKI – IWI REPRESENTATION.
• Led on behalf of the iwi: karakia/whakatau and cultural monitoring; rāhui framework operationalised (Pou-led with tohunga/hapū oversight); Te Tuhi Matarau cultural signage pathway (Board process and hapū artist nominations); pātaka kai policy review (current setting maintained); centralised agency engagement via Toi Kotuia; planning and delivery support for E Tū Nei Au commemorations; early cultural input across growth, water/wastewater, floodwall integration and related planning streams.
• Represented/supported: Governor-General visit; Regional Council hui; WDC welcomes/poroporoaki; local election enrolment/voting collaboration; Iwi Taketake Symposium; National Kōhanga Reo Trust hui; Te Hāro o Toroa cultural days; Mahi Whakamana (Te Pāroa); Kāinga Ora opening; NASH milestones/Hautapu; Ngāti Awa ki Tāmaki hui; Predator Free/Korehāhā kaupapa; DoC planning; climaterisk workshops; Infometrics regional update; Sunair launch (Whakatāne Airport); cycleway and spatial/growth planning sessions; airport terminal consultation; Matataua Change of Command (Royal Navy); Māori Orchard Growers Ruby Red harvest (Kōkōhīnau); Mātaatua Sports Awards; Ōhope Beach Festival governance liaison.
• Note: Numerous tangihanga and hurakōhatu were attended or supported on behalf of the iwi (often outside normal hours) and are not itemised here.
E TŪ NEI AU – 20 YEARS OF COMMITMENT
Hai whakakapi ake As we stand in the twentieth year since our Deed of Settlement, we acknowledge the courage that carried us here and the calm resolve that guides us on. This has been a year of steady mahi - hapū standing together and tikanga set at the front of every kaupapa. We also recognise that at times our hapū do not see eye to eye, heoi anō, ahakoa ō tātau rerekētanga, ka ū tonu ki te tikanga, te aroha, me te kotahitanga, and we work through differences kanohi-ki-te-kanohi
In that spirit of Kotahitanga, E Tū Nei Au brought our settlement journey to life- an event where those who helped forge the path reflected on lessons, challenges, and hopes for the road ahead. To honour the wider arc of our story, Te Rūnanga o Ngāti Awa and Dame Gillian Whitehead collaborated on a new composition, a beautiful tribute marking a significant 150-year milestone in the life of our whare and its journey home - he waiata hou hai whakakōkiri i te wairua o te hokinga mai o te whare.
NGĀTI AWA TE TOKI KAPA HAKA FESTIVAL
MIHI
Tuatahi, ko te tuku whakawhetai ki tō tātou kaihanga, ki a Ihowa o ngā mano, mo āna manaakitanga ki runga i a tātou. Whātoro mai tō ringa ki ōu pononga e koropiko nei ki mua i tōu aroaro.
Arahina mai mātou tō iwi kia ū ki te tika, kia kore ai a taka ki te hē. Kia whai korōria ki tō ingoa i ngā wā katoa.
Taku manawa e kakapa nei, e kakapa ana ki te rā, ki ngā whetu, ki te marama, ka tau kei te rua. Kātahi au ka kite i te hē, katahi au ka kite i te mate. Ko koutou kua riro ki tua ki te huinga o te kahurangi, koutou kua haohia e te kupenga a Taramainuku i roto i ngā tau kua pahure, haere atu rā. Okioki mai i roto te poho o tō tātou Atua. Koutou ngā tōtara haemata i whakairohia te huarahi hei whaiwhaitanga atu, haere atu rā.
E te hā o te ora, ngā pae o te mātauranga, ngā pepeha o te hunga kua ngaro, te whakawhirinakitanga mo te ngākau pōuri, takoto mai i te paeroa o te mate, e kore nei a muri e hokia. Tēnā e Rongo, whakatāirihia o pononga nei ki te rangi, tūturu whakamaua kia tinā! Tinā! Hui e, Tāiki e!
Ngāti Awa ki te rangi, Ngāti Awa ki te whenua, ko Ngāti Awa te toki, tē tangatanga i te rā, tē ngohengohe i te wai - tēnā koutou, tēnā koutou, tēnā koutou katoa.
Kua ngahuru tau te kaupapa a Te Toki i tēnei tau. I tipu tēnei kaupapa mai i te kākano, tipu ake i te kōhuretanga hei tuanui mo ngā uri o Ngāti Awa e tū nei.
Kei ngā hau tipua, o tēnā marae, o tēnā hapū nei rā te mihi aroha ki a koutou katoa. Koutou i tū rangatira ai, ki runga i te papa whakatūwaewae mē pēhea rā te tuku atu i ngā mihi. Taitamariki mai, tai pakeke mai, huihui katoa mai tō tātou iwi i raro i te maru o tō tātou kaupapa.
Ngāti Hāmua, koutou ngā toa whakaihu waka, whakamiha kau ana. Ko koutou te tauira mā mātou hei whaiwhaitanga atu. Inā te kōunga o te ao haka.
Nō reira, koutou kei aku rangatira
Tēnā koutou, tēnā koutou, tēnā koutou katoa.
Nākū iti nei
REWETI ELLIOTT
Chairman
Te Ahi Kaa Committee
Ngāti Awa Te Toki Kapa Haka Festival 2024
TE AHI KAA KOMITI
Ngā Ohu - ēnei rōpū whakahaere i ngā wahanga mahi o Te Ahi Kaa, te komiti whakahaere. Kua roa ēnei rōpū e kaha whakapau werawera ki te whakatutukihia i ngā mahi kia eke ai tā tātou kaupapa ki tōnā taumata.
All ohu (groups) are made up of delegates from all 23 hapū. These delegates are then grouped into Ohu of which they are the following:
• Ngā Maihi: Whakapakari / Marewa
• Ngāi Tamaoki: Cheryl / Mate
• Ngāi Tamawera: Reweti
• Ngāti Hāmua: Whitney /Albert
• Tuariki: - Vanessa / Toa
• Te Kahupaake: Mihipeka
• Te Pahīpoto: Wahakore / Mata
• Warahoe: Kohitu / Monehu
• Ngāi Tamapare: Huia
• Ngāti Awa ki Te Whanganui-ā-tara: Raimona / Alishia
• Ngāi Taiwhakāea II: Haupai / Peeti
• Ngāi Te Rangihouhiri II: Tawera
• Ngāti Hokopū Ki Toroa/Ki te Rāhui: Barb / Vanessa
• Ngāti Hikakino: Waitangi
• Ngāti Pūkeko: Penny / Rochelle
• Ngāti Rangatauā: Ritihia
• Ngāti Rarawhati: Te Whetu / Carl
• Te Patuwai/Ngāti Maumoana: Thomas / Irene
• Ngāti Awa ki Tāmaki: Baari
• Co-Opt: Eric (Tītī)
Kua ngāhuru tau te kaupapa a Te Toki i tēnei tau. I tipu tēnei kaupapa mai i te kākano, tipu ake i te kōhuretanga hei tuanui mo ngā uri o Ngāti Awa e tū nei.
FESTIVAL OVERVIEW
The Biennial Te Toki Festival stands as a vibrant celebration of Ngāti Awa culture, drawing over 12,000 attendees for an enriching two-day experience. This event not only highlights the rich heritage of Ngāti Awa but also serves as a crucial reconnection point for descendants, whether they live locally, elsewhere in New Zealand, or abroad. Our mission is to create a welcoming space that prioritises the reconnection of individuals with their marae, hapū, and iwi. Throughout the festival, the prominence of Te Reo Māori echoes the significance of language in preserving and celebrating our cultural identity, ensuring that the spirit of Ngāti Awa thrives for generations to come.
The festival's unique appeal lies in its ability to bring together individuals who share a common heritage, creating a sense of belonging and community. The consistent use of Te Reo Māori during the festival reinforces cultural identity and encourages younger generations to embrace their heritage.
Ngāti Awa Te Toki is gaining momentum as a cornerstone of holistic wellbeing, and the intense competition continues to elevate standards and inspire the pursuit of cultural excellence.
“Kapa haka is a breeding ground for future great orators, leaders, singers and practitioners of traditional knowledge”.
Photo: Te Ahi Kaa
“Kapa haka is a breeding ground for future great orators, leaders, singers and practitioners of traditional knowledge.”
Photo: Te Ahi Kaa
KAITŪAO/VOLUNTEERS
Volunteers remain essential to the success of the festival, yet challenges were evident in 2024. A total of 85 people registered to be kaitūao, but only 30 were present throughout the event. This significant drop-off created immediate strain on Te Ahi Kaa members who were forced to take on multiple roles, including crowd control, rubbish management, and logistical support for judges and collators.
The shortage of volunteers left several stations unmanned, particularly in high-traffic areas, which reduced the flow of the event and limited the support available for attendees. The absence of sufficient support also contributed to difficulties in crowd control, with one incident escalating into verbal abuse of an organiser and a kaitūao. Volunteer morale was further tested, as several reported feeling overwhelmed and unsupported, with some requiring reassignment.
These issues underscored the urgent need for improved volunteer engagement in future years. Stronger recruitment, clearer communication of responsibilities, and more comprehensive training and support structures are required to ensure that volunteers feel valued and well-prepared, and that the festival can operate at its full potential.
SPONSORSHIP AND FUNDING
Financially, the festival relied on kapa fees, stall registrations, and confirmed external contributions. Despite these income sources, the festival experienced a budget deficit. Several funding applications were declined, and many successful grants were awarded at reduced amounts compared with the initial requests. While the support that was received is deeply appreciated, the reduced funding highlighted the vulnerability of the current financial model. Moving forward, the festival will need to focus on diversifying income streams and developing more sustainable funding strategies to protect its long-term viability.
FINANCIAL SUMMARY
The financial report shows income from kapa fees, stall registrations, and confirmed grants balanced against expenses for operations, catering, licensing, venue costs, and production. Although there was transparency in reporting and accountability for all creditor payments, the balance ultimately reflected a shortfall. This result reinforces the importance of strategic financial planning and the ongoing challenge of ensuring adequate resources to deliver an event of this scale.
HEALTH, SAFETY AND OPERATIONS
Health and safety planning was a central focus of operations. Traffic management was coordinated with Whakatāne District Council and Roadsafe Whakatāne, ensuring pedestrian safety, smooth traffic flow, and effective parking alternatives. A Park & Ride service was trialled with support from the council, and while uptake was limited, feedback from those who used it was positive. Information about the service was shared at entry points, on social media, through radio broadcasts, and during livestream announcements.
Despite the volunteer shortfall, these operational systems ensured that there were no major disruptions to safety or traffic flow. The integration of safety planning into every aspect of delivery highlighted the professionalism of the organising team and its commitment to the wellbeing of all participants.
Photo: Te Ahi Kaa
Photo: Te Ahi Kaa
SPONSORS 2024
TAATUA
Ira Vision Media Ltd, provided the events main photography, drone footage, group photos, arena photos and community photos. All livestream footage was streamed to the Māori Plus app and can be located on the following site: https://www.Māoriplus.co.nz/show/ngati-awa-te-toki-kapa-haka-festival-2024
CONCLUSION
The 2024 Ngāti Awa Te Toki Festival successfully brought thousands together to celebrate Ngāti Awatanga, reo, and kapa haka excellence. It achieved significant cultural impact and strong media visibility while also exposing key challenges around financial sustainability and volunteer engagement.
The cultural and social value of Te Toki cannot be understated.
For many uri, the festival provided an important moment of reconnection with marae, hapū, and iwi, strengthening identity and fostering belonging. The prominence of Te Reo Māori across the festival reinforced cultural continuity and encouraged rangatahi and tamariki to embrace their heritage. Kapa haka again proved itself as a foundation for nurturing leadership, oratory, and traditional knowledge, contributing to the longterm wellbeing of Ngāti Awa.
Beyond cultural outcomes, the festival generated meaningful economic contribution to the local community. Stallholders, vendors, and suppliers benefited from increased activity across the two days, while whānau attending from outside the rohe supported local accommodation providers, food outlets, and retail businesses. This flow-on effect demonstrates the broader value of Te Toki, not only as a cultural celebration but also as an enabler of prosperity within the Eastern Bay of Plenty.
Looking ahead, addressing the issues of volunteer engagement and sustainable funding will be critical. By strengthening support systems, diversifying funding strategies, and leveraging its growing national profile, the festival can continue to thrive as a leading platform for Ngāti Awa cultural expression, wellbeing, and identity while also delivering ongoing social and economic benefits for the iwi and wider community.
The cultural and social value of Te Toki cannot be understated. For many uri, the festival provided an important moment of reconnection with marae, hapū, and iwi, strengthening identity and fostering belonging.
Photo: Te Ahi Kaa
Tēnā koutou katoa,
It is my privilege to present the Chair’s Report for Ngāti Awa Group Holdings Limited (NAGHL) and Ngāti Awa Asset Holdings Limited (NAAHL) for the year ended 30 June 2025.
OVERVIEW
This year has been dedicated to repositioning the organisation to primarily being an Iwi investment company and no longer an operator of a range of businesses. This significant set of changes was implemented after a comprehensive review of NAGHL called ‘Te Kāpehu’ (‘The Compass’).
This change programme has resulted in NAGHL significantly reducing its staffing levels and overhead costs to refocus on its primary purpose of sustainably maximising economic returns to its parent entity, Te Rūnanga o Ngāti Awa (TRONA). We enter the next phase with momentum, clarity of purpose and renewed confidence in the pathway we have set.
FINANCIAL AND INVESTMENT PERFORMANCE
I am pleased to report solid financial performance across our portfolio for the year to 30 June 2025.
• JB Were portfolio: The managed portfolio delivered a gross return of 12.38% contributing predictable, risk adjusted income to our overall position. The professional stewardship by JB Were continues to provide diversification and liquidity for the group.
• Direct investments: Our direct investment strategy also performed strongly. Notable contributors include Matai Pacific and Ngākauroa Dairy, which together contributed in excess of $4m to the balance sheet, this demonstrates the value of a diversified portfolio.
• Overall position: Together these outcomes have improved our cashflow profile and strengthened our balance sheet, enabling us to support iwi initiatives, reinvest in growth opportunities, and continue distributions in line with the agreed expectations of TRONA.
HIGHLIGHTS
• Ōmataroa Orchard’s first kiwifruit harvest: A proud milestone this year was the first commercial harvest of kiwifruit at Ōmataroa Orchard. This marks the transition from development to production for a strategic whenua investment and represents the tangible payoff from our horticulture programme. The harvest establishes a foundation for future scale and an ongoing income stream for Ngāti Awa.
• Implementation of ‘Te Kāpehu’ recommendations: We have made strong progress implementing the recommendations from the ‘Te Kāpehu’ review. The Board has prioritised improvements to governance frameworks, risk management, and engagement with TRONA. Early implementation milestones are complete, and we are embedding these changes into Board processes and management practices. These steps strengthen transparency, decision making and accountability across the group.
GOVERNANCE AND STEWARDSHIP
This year we have focused on renewing our governance foundations. In response to the ‘Te Kāpehu’ review, the Board has adopted a more streamlined structure , enhanced reporting standards, and improved governance procedures. These measures are designed to ensure robust oversight while enabling management to execute strategy efficiently.
RISKS AND FOCUS AREAS AHEAD
While we are optimistic, we remain prudent. Key risks we are monitoring include commodity price volatility affecting our primary sector investments, wider market uncertainty for financial assets, and operational risks associated with scaling production at the Ōmataroa Orchard. Our mitigation approaches include portfolio diversification, active management of our direct investments, and continued investment in capability and systems.
OUTLOOK AND DIRECTION
The achievements of 2024/25 position NAGHL well for a period of positive change. With the Ōmataroa Orchard now producing strong returns from key direct investments, and a healthier governance platform following ‘Te Kāpehu’, we have set a solid foundation for sustained growth and improved outcomes for Ngāti Awa.
Over the coming year the Board’s priorities will be:
• Consolidating and scaling returns from existing investments (horticulture and dairy) while exploring complementary opportunities that align with our values.
• Continuing full implementation of ‘Te Kāpehu’ recommendations and embedding them into everyday practice.
• Considering high performing investment opportunities that will support NAGHL’s growth over the coming years.
CONCLUSION
This year has delivered important progress: a significant repositioning of NAGHL to an investment entity as opposed to a business owner and operator.
We are optimistic about the future as the work completed this year has set a new direction for NAGHL. It is important that I acknowledge with gratitude the collective efforts of our Board, management team and all staff for their dedication and professionalism. I also recognise the efforts of Paul Quinn, Heta Hudson and Tiaki Hunia whose terms on the NAGHL Board came to an end over the last year, as well as former CEO, Tyrone Newson.
Finally, I thank the Chair and trustees of TRONA for their ongoing support and trust. We are stewarding taonga for future generations and are committed to doing so with integrity, skill and a clear sense of purpose.
Nāku iti nei, nā
DR JIM MATHER Chair of NAGHL
NAGHL AND NAAHL COMBINED
BOARD OF DIRECTORS
TUWHAKAIRIORA O’BRIEN
TE RŪNANGA O NGĀTI AWA
- CHAIRMAN EX OFFICIO
Ngāti Awa
DR JIM MATHER
BBus, MBA, PhD, CA, CFInstD CHAIR
Ngāti Awa, Ngāi Tūhoe
Dr Jim Mather is of Ngāti Awa, Ngāi Tūhoe, Te Whakatōhea and English descent. He grew up in the communities of Te Teko, Ōtara and Māngere. He has been a director of NAGHL since 2018 and Chair since 2023.
In 2018 he completed his final Chief Executive role with Te Wānanga o Aotearoa (New Zealand’s second largest tertiary institution) after a 5-year term. This followed a 9-year tenure as Chief Executive of Māori Television, and prior to that he was Chief Executive of the Pacific Business Trust for almost 3 years.
Since 2018 Jim Mather has been a professional director and the founder of a specialist Māori development consultancy (Mather Solutions Limited).
He holds a Masters of Business Administration from the Henley Business School in England and a Bachelor of Business Studies (Accounting). He also completed a PhD in Māori economic development through AUT University in 2014. He is a Chartered Accountant and a Chartered Fellow of the New Zealand Institute of Directors.
Aligned with his commercial background, Jim Mather is also a former officer in the New Zealand Army, and was awarded the Sword of Honour in recognition of his distinguished achievements in Officer training.
In addition to NAGHL, Jim currently holds governance roles with the following organisations:
• Chair of Radio New Zealand
• Independent Director of Tonkin +Taylor
• Council Member of Institute of Directors
Ngāti Awa, Ngāti Whare, Ngāti Makino Resigned 11 April 2025
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 (20082011) 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”).
HETARAKA (HETA) HUDSON
Ngāti Awa Resigned 11 April 2025
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 Bachelor of Arts and has completed executive leadership development with the Institute 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
Ngāti Awa, Ngāi Tūhoe, Ngāi Tai, Whakatōhea Resigned 30 November 2024
Appointed to the Board in 2014, Heta is a Director of Kākano Advisory Limited, a Māori owned accounting and advisory practice working with Whānau-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
PAUL QUINN
TIAKI HUNIA
SAM BARRINGTON PROWSE
Ngāti Awa, Whakatōhea
Appointed 30 November 2024
DAVID GLOVER
A proud Ngāti Awa uri, Regan makes his contributions to our iwi through several governance roles additional to the one with Ngāti Awa Group Holdings Limited. Regan is a member of Te Mana Whakahaere o Awanuiārangi and serves as their Chair of the Finance, Audit, Risk, and Investment Committees as well as trustee of Te Reo Irirangi o Te Mānuka Tūtahi, Rotoehu Forest Trust, Kiwinui Trust and other lands trusts.
His professional background combines hands-on operational leadership with governance expertise across iwi, commercial and private sector interests.
Regan holds a Bachelor of Business from Massey University (2016), a Master of Business Administration (MBA) from the University of Waikato (2019), and a Diploma in Te Tohu Paetahi from the University of Waikato (2023). He is a member of the Institute of Directors.
Sam Barrington Prowse brings a wealth of experience in legal, governance, and senior leadership roles. As General Counsel at Todd Corporation, she is a key member of executive teams and frequently engages with boards, leveraging her strong commercial acumen and legal expertise.
Sam is of mixed NZ Māori, Chinese, and European whakapapa. Sam currently resides in Te Whanganui-a-tara but has strong family roots in Whakatāne, Kawerau and Te Teko.
A dedicated advocate for wāhine, Sam has served on the board of trustees for the Lower Hutt Women Centre and has previously chaired the Women in Todd Committee, promoting diversity and inclusion within the organization.
Sam’s governance roles include:
• NGL Farms Limited
• Viking Mining Company Limited
• Viking Holdings Limited
• Heriot Nominees Limited
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. He is based in Whakatāne.
A Chartered Fellow 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 in December 2023. He is a graduate of Cambridge University and has wideranging 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 chair of Trust Horizon, chair of Toi EDA, a member of the Institute of Directors national board, and a trustee of Eastbay REAP and the Bay of Plenty Education Trust.
REGAN STUDER
Ngāti Awa
TAHANA TIPPETT-TAPSELL
Ngāti Awa, Ngāti Whakaue, Ngāti Pāoa, Tūwharetoa, Tainui Associate Director
Dr Daniel Tulloch was appointed as an independent director of our financial arm in 2023. Daniel brings deep governance expertise and a strong commitment to aligning commercial success with iwi values and sustainable outcomes.
Daniel is a Chartered Member of the Institute of Directors and holds a PhD in Finance from the University of Otago and a postdoctoral fellowship in Sustainable Finance from the University of Oxford. He has governance experience across Crown entities, iwi commercial enterprises, and charities, managing portfolios exceeding $1.9 billion in value. His board roles include Ngāti Awa Group Holdings Limited and its subsidiaries, the Energy Efficiency and Conservation Authority, TechCollect NZ, Fire and Emergency New Zealand, and Everybody Eats.
Daniel contributes strategic and financial leadership across sectors such as farming, forestry, property, tourism, clean energy, and waste minimisation. He is known for his collaborative boardroom presence, strong ethics, and ability to navigate complex governance settings. His commitment to Te Tiriti o Waitangi, tikanga Māori, and sustainable development is evident in his approach to commercial oversight and risk management.
Ko Tahana Tippett-Tapsell tēnei. He kaitohu mo ta mātau kamapene, ā Ngāti Awa Group Holdings.
A proud uri of Te Tāwera and Te Pahīpoto, Tahana Tippett-Tapsell says he is privileged and humbled with the opportunity to learn from the Directors of Ngāti Awa Group Holdings. He is enjoying providing his commercial and cultural expertise to help our iwi achieve commercial success on our own terms.
Tahana was appointed as an associate director of Ngāti Awa Group Holdings in 2023 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 C&L at Tūaropaki Trust. His governance roles include:
• Director – Gourmet Mōkai Limited
• Director – Halcyon Power Limited
• Member – Tainui Group Investment Committee
He is passionate about helping Ngāti Awa uri achieve their aspirations.
DR DANIEL TULLOCH
TE RŪNANGA O NGĀTI AWA
Representatives
M Araroa
A Smith
M Kingi
TA Barrett
TW Koopu
S Ratahi
K Mokomoko
R Kopae
L Hepi
N Eruera
A Morrison
M Dodd
A Mead
M Sisley
M Glen
R O’Brien
W Stewart
P Ngaropo
T O’Brien
C Takotohiwi
B Kingi
R. Shortland Resigned April 2025
S Faulkner Interim Rep
THE NGĀTI AWA COMMUNITY DEVELOPMENT TRUST
NGĀTI AWA RESEARCH & ARCHIVES TRUST
Trustees
S Tutua
A Jaram
P Ngaropo
NGĀTI AWA GROUP HOLDINGS
LIMITED
Directors
J Mather
D Glover
S Barrington Prowse Appointed
30 November 2024
D Tulloch
R Studer
HW Hudson Resigned 30 November 2024
T Hunia Resigned 11 April 2025
BP Quinn Resigned 11 April 2025
NGĀTI AWA ASSET HOLDINGS
LIMITED
Directors
J Mather
D Glover
S Barrington Prowse
D Tulloch
R Studer
HW Hudson Resigned 30 November 2024
T Hunia Resigned 11 April 2025
BP Quinn Resigned 11 April 2025
NGĀTI AWA FARMS LIMITED
Directors
J Mather
D Glover
S Barrington Prowse Appointed
30 November 2024
D Tulloch
R Studer
T Hunia Resigned 11 April 2025
NGĀTI AWA FORESTS LIMITED
Directors
J Mather
D Glover
S Barrington Prowse Appointed
30 November 2024
D Tulloch
R Studer
BP Quinn Resigned 11 April 2025
NGĀTI AWA PROPERTIES LIMITED
Directors
J Mather
D Glover
S Barrington Prowse Appointed
30 November 2024
D Tulloch
R Studer
HW Hudson Resigned 30 November 2024
NGĀTI AWA FISHERIES LIMITED
Directors
D Glover
R Studer
T Newson Resigned 11 April 2025
B Quinn Resigned 11 April 2025
HW Hudson Resigned 30 November 2024
WHITE ISLAND TOURS LIMITED
Directors
BP Quinn
NGĀTI AWA FARMS (RANGITAIKI) JOINT VENTURE
Joint Venture Partners
Ngāti Awa Farms Limited Ihukatia Trust
Moerangi Kereua Ratahi Lands Trust
Rangitaiki 31P 3F Trust (also known as Kiwinui Trust)
NGĀTI AWA FARMS (RANGITAIKI)
LIMITED
Directors
R Studer
BP Quinn Resigned 11 April 2025
NGAKAUROA DAIRY LIMITED
PARTNERSHIP
Limited Partners
Ngāti Awa Farms Limited
Ihukatia Trust
Moerangi Kereua Ratahi Lands Trust
Rangitaiki 31P 3F Trust (also known as Kiwinui Trust)
NGAKAUROA DAIRY GP LIMITED
Directors
R Studer
T O’Brien
C Wana
W Studer
D Tulloch
T Hunia Resigned 11 April 2025
ŌMATAROA ORCHARD LIMITED PARTNERSHIP
Limited Partners
Ngāti Awa Farms Limited
Ihukatia Trust
Moerangi Kereua Ratahi Lands Trust
Rangitaiki 31P 3F Trust (also known as Kiwinui Trust)
ŌMATAROA ORCHARD GP LIMITED
Directors
D Tulloch
M Paul
R Studer
W Studer
C Wana
A Wharekura
T Hunia Resigned 11 April 2025
MANU HOU LIMITED PARTNERSHIP
Limited Partners
Ngāti Awa Asset Holdings Limited
Pūtauaki Trust
Ōmataroa Rangitaiki No.2 Trust
MANU HOU GP LIMITED
Directors
D Glover
C Elliott Deceased
R Studer
NGĀTI AWA THE STRAND DEVELOPMENT LIMITED PARTNERSHIP
Limited Partners
Ngāti Awa Group Holdings Limited
Crown Regional Holdings Limited
NGĀTI AWA THE STRAND DEVELOPMENT GP LIMITED
Directors
J Mather
P Drummond
T Newson Resigned 11 April 2025
Te Rūnanga o Ngāti Awa Statement of Service Performance For the year ended 30 June 2025
Te Rūnanga o Ngāti Awa Statement of Service Performance
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.
• Partnering with government agencies and other stakeholders to advocate for sustainable environmental outcomes.
1
2
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.
Hapū
Pataka Kai - Beef 7 Beasts 8,798 10 Beasts 7,250
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 - Fish 1,070 Kg 1,100 Kg
Pakihi Business 5 Pakihi Business Registered Total 48 -6 Pakihi Business Registered Total 43 Whai Rawa
Korehāhā Whakahau 354 Possums Eradicated A total of 2,551 Possums Eradicated 797 Possums Eradicated A total of 2,197 Possums Eradicated Kaitiakitanga
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
Providing resources and guidance to support the revitalisation of cultural practices and traditional knowledge
Economic Development and Employment Opportunities: Promoting economic growth that respects our cultural values and traditional practices.
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.
Consolidated Statement of Comprehensive Revenue and Expense For the year ended 30
Consolidated Statement of Changes of Equity For the year ended 30 June 2025
Consolidated Statement of Financial Position continued For the year ended 30 June 2025
The Board of Directors of Te Rūnanga o Ngāti Awa authorised these financial statements presented on pages 71 - 98 for issue on 16 October 2025.
For and on behalf of the Board.
T O’Brien
Chairman | 16 October 2025
M Glen
Deputy Chairperson | 16 October 2025
The above consolidated statement should be read in conjunction with the accompanying notes.
1 Statement of accounting policies
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 material 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 the Rūnanga. The Group 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 non-controlling interests. Losses which result in non-controlling interests having a deficit balance are only attributed to non-controlling interests if the non-controlling interests have a binding obligation and are able to make an additional investment to cover the losses.
Associates
Associates are those entities in which the Group has significant influence, but not control, over the financial and operating policies. Investments in associates are accounted for using the equity method. Under the equity method, the investment in the associate is carried at cost plus the Group’s share of post-acquisition changes in the net assets of the associate and any impairment losses. The Group’s share of the associates’ post-acquisition profits or losses is recognised in the Statement of Profit or Loss, and the Group’s share of post-acquisition movements in reserves is recognised in other comprehensive income.
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.
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.
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 Summary of significant accounting policies (continued)
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, if any, 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 Mānuka Tūtahi Marae is carried at an assigned value on receipt from the Crown plus capital improvements.
As cultural assets tend to have an indefinite life and are generally not of a depreciable nature, depreciation is not applicable.
(i) Depreciation
The estimated useful lives for the current and comparative periods are as follows:
Class of asset depreciated .............. Estimated useful life
Buildings 40 years
Farm equipment ................................ 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.
2.13 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 equities) 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.
The financial assets included in this category are shares held in Moana New Zealand Limited and Fonterra.
(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.
The financial assets measured at FVPL include investments in the JB Were Share Portfolio, Direct Capital IV Limited Partnership, Pencarrow Bridge Fund LP, Totara Energy Limited Partnership, Te Pūia Tāpapa Limited Partnership, Matai Pacific, Pencarrow Limited Partnership and Mataatua Fish Quota Co Limited.
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 Summary of significant accounting policies (continued)
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 (ìrecoverable amountî) of the asset is estimated. If the estimated recoverable amount of an asset is less than its carrying amount, the asset is written down to its estimated recoverable amount and an impairment loss is recognised in the statement of comprehensive revenue and expense in surplus or deficit. The estimated recoverable amount of assets is the greater of their fair value less costs to sell and value in use.
For cash generating assets the estimated recoverable amount is determined by estimating future cash flows from the use and ultimate disposal of the asset and discounting these to their present value using a pre-tax discount rate that reflects current market rates and the risks specific to the asset. For an asset that does not generate largely independent cash flows, the recoverable amount is determined for the cash generating unit to which the asset belongs.
For non-cash generating assets the estimated recoverable amount is determined by estimating the depreciated replacement cost of the asset. The depreciated replacement cost is measured as the reproduction or replacement cost of the asset, whichever is lower, less accumulated depreciation calculated on the basis of such cost, to reflect the already consumed or expired service potential of the asset.
An impairment loss on non-financial assets which are carried at fair value is applied to the other comprehensive revenue and expense but only to the extent that prior year gains are available to offset the impairment loss. All other impairment losses are recognised in surplus or deficit.
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.
Revenue
4 Finance income and finance costs
5 Expenses
6 Other gains/(losses)
7 Income tax
8 Asset Revaluation Reserves
9 Cash and cash equivalents
10 Trade and other receivables
There are no non-exchange trade and other receivables.
11 Livestock on hand
Livestock are 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
(i) Moana New Zealand Limited
Investment in unlisted shares includes Mōana 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 2024 to 2028 and a terminal value based on cash flows in 2028 with an assumed growth factor of 3.3% p.a. with 2.5% after 5 years (2024: 3.3% p.a. with 2.1% after 5 years) and a post-tax discount rate of 6.0% (2024: 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 (2024: $2.08 million).
(ii) 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 (2024: $0.04 million). During the year the Partnership repaid capital of $nil million to the Group (2024: $nil million). The investment was realised post balance date with the Direct Capital IV Limited Partnership formally winding up.
(iii)
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 2025. The fund returned $0.53 million of capital during the year (2024:$Nil).The Partnership is valued at $2.56 million (2024: $3.93 million).
(iv) Totara Energy Limited Partnership
The Group, through the Totara Energy Limited Partnership, acquired an equity interest in Pioneer Energy Group Limited Partnership (Pioneer) alongside eight other Māori and impact investors. The total consortium investment was $100 million for a 30% equity interest in Pioneer, with the Group’s contribution being $0.5 million. Management considers the original purchase price to represent fair value at balance date, as there have been no indicators of impairment or significant changes in the underlying value of the investment since acquisition.
(v) Blink Pay Global Group Limited
The Group previously held an investment 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. During the 2025 year, the Group sold its entire investment and realised the holding. Cash proceeds of $1.05m were received and a gain on disposal recognised in the Profit or Loss. As part of the sale terms a deferred settlement of approximately $0.2m will be received in the next financial year.
(vi) Te Pūia Tāpapa Limited Partnership
The Group holds an investment in Te Pūia Tāpapa Limited Partnership, a Māori investment consortium that co-invests alongside leading New Zealand institutional investors in large-scale private equity and infrastructure opportunities. There is no active market for investments in Te Pūia Tāpapa Limited Partnership. Accordingly, the investment has been recorded at the Limited Partnership’s reported net asset value as at 30 June 2025, as determined by Te Pūia Tāpapa management. The carrying value at 30 June 2025 is $4.28 million (2024: $3.85 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 2026 to 2030 and a terminal value based on cashflows in 2030 with an assumed growth factor of 2.1% p.a. (2024: 3%) and a post-tax discount rate of 6.0% (2024: 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 the share of profit/loss attributable and has been included as at the annual balance date of Iwi Collective Orchards LP of 30 June 2025.
14 Investment property
The movement of investment property is as follows:
The Limited Partnership recognised a revaluation of Zespri shares held by Iwi Collective Orchards LP. Ngāti Awa Asset Holdings Limited’s share of this movement, amounting to $756,576, has been recognised in other comprehensive income.
14 Investment property (continued)
(i) Residential properties on Wairaka and Toroa Streets and the residential property at 95 McGarvey Road were independently valued as at 30 June 2025 by Marsh Valuation Services (Lynda McNamara, Registered Valuer).
The valuation was completed using a comparable transaction method, cross-checked against hypothetical subdivision method in the Whakatāne area.The updated valuation resulted in a combined increase of $670,000 across these properties. Management has reviewed the valuation and considers it to represent fair value at balance date.
(ii) The Te Whare Wānanga o Awanuiārangi land was independently valued as at 30 June 2021 by Bay Valuation Services Limited. The valuation was based on discounting the asset’s lease income over the remaining lease period from the 100 year lease period. The land has not been revalued since that date; however, management has assessed the valuation at 30 June 2025 and considers the carrying amount remains appropriate, as there are no indicators of material change in value.
(iii) As at 1 July 2025, the rent payable under the leases for Ōhope Beach Holiday Park was reviewed and agreed between the lessor and lessee. The revised rent is linked to the park’s annual accommodation revenue in accordance with the rent review deed. This arrangement was not the result of a formal independent valuation.
(iv) The rent on Whakatāne, Ōhope, and Apanui Schools were reviewed 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 valuation was agreed to done by CBRE Limited and this is adopted as the fair market value in these financial statements.
(v) The Whakatāne Court house was valued by independent valuers CBRE Limited as at April 2025 per the respective rental agreement with the Ministry of Justice. The valuation was based on a per m2 valuation based on comparable properties and recent sales.
The valuers are independent registered valuers not related to the Group. All valuers hold recognised and relevant professional qualifications and have recent experience in the locations of the investment property they have valued.
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 2025 and considers this valuation to be a fair representation for the value of the woodlot. There has been no activity with the woodlot in the 2025 year.
16 Forestry land assests
The forestry land assets were independently valued on 30 June 2025 by Arotahi Agribusiness Limited. The valuation used a mixture of market 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
Gross carrying amount
ended 30 June 2024
ended 30 June 2025
in Progress write-off charge
The valuation process incorporated observable market data and comparable land transactions, reflecting current market conditions that have been affected by factors such as volatility in log prices, changes in the New Zealand EmissionsTrading Scheme (ETS), and macroeconomic pressures including higher interest rates and inflation. The adopted discount rate of 7.0% and a growth rate of 2.0% for income and expenses were consistent with market-based assumptions and industry surveys.
17 Property, plant and equipment (continued) ACCUMULATED DEPRECIATION
ended 30 June 2024
ended 30 June 2025
book value
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 ngā uri o ngā hapū o Ngāti Awa and is not able to be alienated. The net book value of the land is $8.35 million (2024: $8.35 million).
Te Mānuka Tūtahi land is restricted in use by the land having been vested to the Rūnanga under the Māori Land Court ensuring that the land is retained for the purpose of a meeting place of cultural and historical importance for the communal use and benefit of nga uri o nga hapū o Ngāti Awa. The net book value of the land is $0.20 million (2024: $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.
• Kāpūterangi (4.9321 hectares)
• Te Paripari Pā (1.0451 hectares)
• Otitapu Pā (6 hectares approximately)
• Te Toangopoto (10 hectares approximately)
• Te Ihukatia (1.1 hectares approximately)
• Whakapaukōrero (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:
* Amortisation of $0.116m (2024: $0.134m) 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 2.1% (2024: 3.0%) and discounted using the entity's post tax weighted average cost of capital of 6.0% (2024: 6.0%).
The carrying value of the fishing quota is $3.5 million (2024: $3.5 million).
Management does not expect that a reasonable change in key assumptions would result in a material reduction in the recoverable amount of the fish quota below its carrying amount.
(ii) License
The Group holds a Zespri licence for the production of red kiwifruit. This licence provides the exclusive right to grow,
19 Trade and other payables
harvest, and supply red kiwifruit under the Zespri system in New Zealand.
The licence has a useful life of 20 years and is recognised as an intangible asset at cost. It is amortised on a straight-line basis over the 20-year term, reflecting the period over which the economic benefits are expected to be realised.
At balance date, the licence remains valid and available for use, and management has determined there are no indicators of impairment.
(iii) 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.
(iv) Radio Frequency
The radio frequency licence used by Te Reo Irirangi o Te Mānuka Tūtahi is issued to the Rūnanga. This asset has nil value.
20 Income received in advance
is 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 (2024: 35 years) beginning 1 October 2005 which is the period of access rights granted under the settlement.
21 Assets held for distribution
The Rotoehu West forest was being held by the Rūnanga on behalf of the Ngāti Hikakino and Ngāi Te Rangihouhiri II Hapū.
On 26 August 2016 the title of the Rotoehu West forest was transferred by the Rūnanga to the Rotoehu Forest Trust. The associated carbon credits remain with the
(iii) The non-current liability for property rentals relate to a lease of land to the Te Whare Wānanga O Awanuiārangi. The lease is for a term of 100 years and the rental of $1 million was paid in advance. Rental income is being recognised on a straight line basis over 100 years beginning 1 July 2015.
(iv) The Government contracts relate to various grants received during the year. The contracts have conditions to be met before the income is recognised.
Hikakino and Ngāi Te Rangihouhiri II Hapū
Rūnanga, and will be transferred once Rotoehui Forest Trust complete registration. It is unknown when this will take place.
As at reporting date the carrying amount of the Rotoehu West forest carbon credits held for distribution comprised of the following:
22 Term Loans
ANZ Loans
Three loans with the ANZ are currently held.
The loans were raised in May 2017 and are secured against property held by Ngāti Awa Properties Limited. The loan is floating with an interest rate charged on a monthly basis at 5.63%. These loans mature on the January 2029.
Westpac Loan
Two loans are currently held with Westpac. One loan relates to 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 loans are floating with interest rates of 6.1%, with interest charged on a monthly basis. The loans mature November 2026.
Loan Covenants
The Group’s loan facilities with ANZ and Westpac are subject to financial covenants. Management monitor covenant compliance closely.
• ANZ facility – includes a rental interest cover ratio (minimum 2.0x) and a loan-to-value ratio covenant of less than 50%. The Group complied with these covenants at 30 June 2025, although the rental interest cover was close to the minimum threshold.
• Westpac facility – includes covenants restricting capital expenditure and distributions without prior approval, and requiring shareholders’ funds to be at least 50% on a consolidated basis for Ngākauroa Dairy LP and Omataroa Orchard LP. At 30 June 2025, the Westpac covenant was not met, with shareholders’ funds falling short by approximately 1%. A waiver for the breach was subsequently obtained from Westpac after balance date. As the waiver was received after year end, the loan has been classified as a current liability in these financial statements.
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 was derecognised in the prior year.
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
Fish Quota Leasing
June Forest Land Leasing
Ngāti Awa
Ngāti Awa The
Ngāti Awa The Strand Development
Partner of Ngāti Awa The Strand Development Limited Partnership
(i) The Group ceased its involvement in Tumurau Limited Partnership on 30 June 2025. No gain or loss was recognised on exit, as the assets were transferred at their carrying values. $0.5 million was recorded in the Statement of Changes in Equity to remove the non-controlling interest. The Group retained its direct holding of the Fonterra shares following the exit.
The board comprises 22 people (2024: 22 people). Board Members were paid $133,450 in meeting fees for the year ended 30 June 2025 (2024: $139,357), which includes the Chairman's and Deputy Chairman's honorarium payments. Indemnity insurance of $32,633 (2024: $18,417) was paid on behalf of the Board Members.
Key Management Personnel represents 11 individuals (2024: 12 individuals), determined on a full-time equivalent basis. Key management personnel and their direct reports costs and termination benefits are $1,622,215 (2024: $1,758,198) 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 2025 $2.99 million has been called (2024: $2.99 million). The investment was realised post balance date with Direct Capital IV being liquidated. No more commitment will be called.
Ngāti Awa Assets Holdings Limited has committed capital of $5 million to Pencarrow Bridge Fund LP. As at 30 June 2025 $4.55 million has been called (2024: $4.55 million).
Ngāti Awa Assets Holdings Limited has committed capital of $5 million to Te Pūia Tāpapa Limited Partnership. As at 30 June 2025 $4.2 million has been called (2024: $4.2 million).
The Group has committed capital of $1 million to Ngāti Awa The Strand Development Limited Partnership. As at 30 June 2025 $nil has been called (2024: $nil). It is noted that the intention is to wind up the Limited Partnership once agreement has been reached amongst the Limited Partners. It will take time for the Limited Partnership to discharge liabilities, distribute its assets and wind up. It
is expected that Ngāti Awa Group Holdings Limited will assume ownership of the land situated at 12-20 The Strand and right-of-use assets, while Crown Regional Holdings Limited will receive the remaining cash balances. It is not anticipated that the $1 million of capital will be called. The Group has no other capital commitments as at 30 June 2025.
Operating Lease Commitments
Non-cancellable operating lease rentals are receivable as follows. These relate to operating lease rentals on investment properties and forestry land. In respect of the forestry land leases there are two lease agreements. Termination notices have been served to the lessee making the termination year 2058, and land will be handed back to the Group to an agreed schedule (based on a 26-year rotation age). As land is handed back, the lease income reduces, and this is reflected in the lease commitments receivable. The Group will look to re-lease the land as it is handed back. In addition the annual rental for both leases is due to go to mediation in FY26, which will likely impact the lease receivables going forward.
Comparative information for 2024 has been recalculated to correct an error in the previous year’s disclosure. The correction does not affect the financial performance or position of the Group.
27 Contingent liabilities
As at 30 June 2025, the Group has no known contingent liabilities.
to the Financial Statements For the year ended 30 June 2025
28 Financial assets and financial liabilities
The Group holds the following financial instruments:
assets
Financial
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 report
Opinion
We have audited the accompanying consolidated financial report which comprises:
the consolidated statement of financial position as at 30 June 2025;
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 71 to 72
Basis for opinion
In our opinion, the accompanying consolidated financial report of Te Rūnanga o Ngāti Awa (the Trust) and its subsidiaries (the Group) on pages 71 to 98 presents fairly in all material respects:
the Group’s financial position as at 30 June 2025 and its financial performance and cash flows for the year ended on that date; and
the service performance for year ended 30 June 2025 in that the service performance information is appropriate and meaningful and prepared in accordance with the Group’s measurement bases or evaluation methods.
In accordance with Public Benefit Entity Standards Reduced Disclosure Regime (PBE Standards RDR) issued by the New Zealand Accounting Standards Board
We conducted our audit in accordance with International Standards on Auditing (New Zealand) (ISAs (NZ)) and the audit of the statement of service performance in accordance with the New Zealand Auditing Standard 1 (Revised) The Audit of Service Performance Information (NZ AS 1 (Revised)). 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) and NZ AS 1 (Revised) are further described in the Auditor’s responsibilities for the audit of the consolidated financial report 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 obtained at the date of this auditor’s report is information included in the Directory of Officers, but does not include the consolidated financial report and our auditors report thereon.
Our opinion on the consolidated financial report 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 report our responsibility is to read the other information and in doing so, consider whether the other information is materially inconsistent with the consolidated financial report or our knowledge obtained in the audit or otherwise appears materially misstated.
If, based on the work we have performed on the other information that we obtained prior to the date of this auditor’s report, 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. Our audit work has been undertaken so that we might state to the Members those matters we are required to state to them in the independent auditor’s report and for no other purpose. To the fullest extent permitted by law, 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 for our audit work, this independent auditor’s report, or any of the opinions we have formed.
Responsibilities of Representatives for the consolidated financial report
The Representatives, on behalf of the Group, are responsible for:
— the preparation and fair presentation of the consolidated financial report 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 report that is free from material misstatement, whether due to fraud or error;
— the selection of elements/aspects of service performance, performance measures and/or descriptions and measurement bases or evaluation methods that present service performance information that is appropriate and meaningful in accordance with PBE Standards RDR;
— the preparation and fair presentation of service performance information in accordance with the entity’s measurement bases or evaluation methods, in accordance with PBE Standards RDR;
— overall presentation, structure and content of the service performance information in accordance with PBE Standards RDR; 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 report
Our objective is:
— to obtain reasonable assurance about whether the financial report as a whole is 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 and NZ AS 1 (Revised) 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 and collectively, they could reasonably be expected to influence the economic decisions of users taken on the basis of the consolidated financial report
A further description of our responsibilities for the audit of the consolidated financial report is located at the External Reporting Board (XRB) website at: https://www.xrb.govt.nz/standards/assurance-standards/auditors-responsibilities/audit-report-13-1/ This description forms part of our independent auditor’s report. KPMG
Tauranga 16 October 2025
2024/2025 TRONA BOARD MEMBERS MEETING ATTENDANCE
NAGHL DIRECTORS FEES
NGĀTI AWA HAPŪ REGISTER 2024/2025
HAPŪ JUNE 2024 JUNE 2025 REPRESENTATIVE
Ngā Maihi
Ngāi Taiwhakāea II
Regina O’Brien
Caroline Takotohiwi
Ngāi Tamaoki 885 897 Boyce Kingi
Ngāi Tamapare 443 449 Arron Smith
Ngāi Tamawera 1,214 1,221 Alf Morrison
Ngāi Te Rangihouhiri II 665 674 Manurere Glen
Ngāi Tūariki 346 351 Lani Hepi
Ngāti Awa ki Pōneke 312 308 Aroha Mead
Ngāti Awa ki Tāmaki Makaurau 387 392 Ngāhuia Eruera
Ngāti Hāmua 582 584 Miro Araroa
Ngāti Hikakino 575 573 Stanley Ratahi
Ngāti Hokopū - Te Hokowhitu a Tu Ki Te Rāhui 850 855 Te Arani Barrett
Ngāti Hokopū - Te Whare o Toroa
1,536 William Stewart
Ngāti Maumoana 113 113 Te Whauhuia Koopu
Ngāti Pūkeko 3,014 3,033 Mere Kingi-Good
Ngāti Rangatauā 586 580 Rapata Kopae
Ngāti Wharepāia 579 583 Materoa Dodd
Te Kahupaake 709 709 Mihipeka Sisley
Te Pahīpoto
Te Patuwai
2,421 Tūwhakairiora O’Brien
Ruihi Shortland
Te Tāwera 971 969 Pouroto Ngāropo Warahoe 598 598 Kemi Matarae Mokomoko TOTALS
Ngā mate from 1 July 2024 to 30 June 2025 There were 78 known Ngāti Awa members who passed during this period; 55 of whom were registered.
HAPŪ DISTRIBUTION
$3,672,000
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 2025 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:
From the creativity of our people to the strength of our local economy, Ngāti Awa pakihi are shaping the future today. Each business represents not just a service or product, but a story of resilience, innovation, and Whānaungatanga.
The Pakihi Ngāti Awa Database brings these stories together in one place. With more than 40 pakihi already registered, the directory highlights an incredible range of products and services — jewellery, coffee, leather handbags, health & safety equipment, counselling, finance, earthworks, and more.
This kaupapa reflects the aspirations of the Te Toki Strategic Plan 2024–2030, driving iwi-led progressivity and futurefocused pathways for Ngāti Awa whānau. Through the mahi of our Taihuringa Department, we are supporting pakihi to thrive, connect, and contribute to a resilient iwi economy.
By connecting with and supporting these pakihi, we are investing in our people, our economy, and the enduring prosperity of Ngāti Awa.
THE DATABASE
The Pakihi Ngāti Awa Database is more than just a directory — it is a free platform that provides extra visibility and a simple one-stop-shop for anyone wanting to support whānau, Māoriowned, and Ngāti Awa-connected pakihi. It is also a practical tool for Te Rūnanga o Ngāti Awa, with many pakihi already engaged to supply products and services for our projects, events, and local tenders.
Pakihi who wish to be part of this growing network can register by scanning the QR code (above right) or email us at: pakihi@ngatiawa.iwi.nz. To be eligible, businesses must be at least 50% owned by a registered Ngāti Awa member, and verification may be required before registration is approved.
KI ANAMATA
Explore the database today, register your pakihi to be part of our growing Ngāti Awa economy and check out this sneak peek into some of the awesome Ngāti Awa pakihi that have registered with us in the past year…
We encourage you to explore the database, connect with the pakihi featured, and discover the breadth of Ngāti Awa enterprise. Together, through this kaupapa, we can continue to grow our iwi economy, uplift Māori entrepreneurship, and give life to the aspirations of the Te Toki Strategic Plan 2024–2030. We look forward to strengthening these relationships and supporting even more pakihi in the years ahead.
Heads, Hearts & Hands is a collective of top-tier thinkers and creators specialising in engaging communication for our evolving world. Free from traditional advertising constraints, we offer bespoke, cost-effective services in advertising, marketing, and communication. Our innovative approach allows us to craft tailored solutions that meet our clients' unique needs in today's dynamic landscape.
Whaitaki Limited focuses on the hospitality and tourism sectors, providing tailored solutions for midscale, premium, and luxury hotels, as well as tourism operators and event organizers. Its core markets include hotels, restaurants, tourism operators, and corporate event planners, with an emphasis on government and sustainable tourism initiatives.
Whaitaki delivers services through direct client engagement, digital platforms, and partnerships with industry networks such as Tourism New Zealand. The company also leverages trade shows, industry events, and strong referral networks to expand its reach and drive measurable success for clients.
A Whakatāne Based limited liability company built to undertake earthworks, Fenton Brothers Contracting Ltd is owned by Ngāti Awa rangatahi Luke Fenton.
The company specialises in demolition, contaminated soil, drainage, rural earthworks, landscaping and rural/lifestyle fencing. luke@fentonbrothers.co.nz - or follow on: Facebook: Fenton Brothers Contracting
Owned by Cassidy Jobe, PAC Electrical Limited is a business based in Whakatāne. It provides construction and utility services as well as electrical and instrumentation services. We provide ourselves on the quality of our job and building great relationships with customers so that they get exactly what you want.
43 Barry Avenue, Whakatāne, Phone: 027 273 3478, Email: cassidy@pacelectrical.co.nz
Savage Building, led by Hami Savage, offers premium building services across the Eastern Bay of Plenty. With over a decade of experience, we excel in both commercial and residential projects. Our expertise includes new home builds, tiny homes, baches, renovations, light commercial work, decks, and fences. We pride ourselves on quality craftsmanship and customer satisfaction. savagebuilding@outlook.co.nz - Phone: 027 300 8715
Kia ora, I'm Frances Sisley, owner of Amazing Graze Catering Aotearoa. For four years, we've specialised in creating beautiful and delicious graze tables, buffets, and bespoke catering for all occasions. We cater to a wide range of food preferences and dietary needs. Our passion lies in bringing whānau and friends together through food, and we're grateful to be part of our clients' special moments.
frances_sisley@hotmail.com - Phone: 022 672 0180
Founded by Julia Wikeepa, Hā Habit offers holistic, indigenous solutions for anxiety and stress management. We provide Māori-inspired breathing tools for adults and children, designed to promote calm and focus. Our educational workshops for businesses blend Indigenous and Western knowledge, emphasising nervous system regulation, emotional balance, and spiritual connection. Hā Habit empowers individuals to transform stress into peace through breath awareness and focused skill development.
Rangimarie Hauora is a Rotorua-based hauora and fitness hub for rangatahi (13–21) & teen parents.
More than a gym — a kaupapa. Culturally grounded (karakia, te reo, tikanga).
Programmes: group training, teen-parent fitness, hauora workshops, mentoring/life skills, and whānau events. Outreach to schools, marae, and community spaces.
12A Susan Street, Pukehangi, Rotorua - em.b.tarei@gmail.com
RBM Engineering are Tauriko-based specialists in high-compliance stainless steel for food, beverage & dairy. Turnkey delivery: design → fabrication (tanks, pipework, platforms), precision TIG/orbital welding, on-site installs, upgrades & shutdowns.
QA-driven workmanship, rapid maintenance to cut downtime, seamless integration across NZ processing plants. Trusted by national & multinational brands.
