TRONA Annual Report 24-25

ANNUAL REPORT 2024 - 2025

“E tū nei au - Here I stand - speaks to the strength and endurance of our people.”

REUBEN ARAROA Manahautū

CONTENTS

TE RŪNANGA O NGĀTI AWA

NGĀTI AWA GROUP HOLDINGS LTD

Te Rīpoata o te Manahautū....................................................................... 6

Board of Directors....................................................................................... 64

Te Rīpoata o te Tumuaki.............................................................................. 4 Te Kāhui Kaumātua o Ngāti Awa............................................................ 8 Acknowledgements....................................................................................... 9 Board of Hapū Representatives............................................................10 Our Organisation........................................................................................... 11

FINANCIAL STATEMENTS Directory of Officers .................................................................................. 70 Consolidated Statement of Service Performance................71

Our Staff ............................................................................................................ 12

Consolidated Statement of Comprehensive Revenue and Expense........................................................................73

Strategic Framework................................................................................... 16

Consolidated Statement of Changes in Equity.................... 74

Annual Plan 2025/2026............................................................................... 18

Consolidated Statement of Financial Position...................... 75

Te Ara Poutama: Guiding Principals.................................................. 20

Consolidated Statement of Cash Flow...................................... 77

MANAAKITANGA: CARING FOR EACH OTHER

Notes to the Financial Statements..............................................78

2025 Education Scholarship and Grant Recipients.................... 24

Independent Auditors Report............................................................100

2025 Education Scholarship and Grant Distribution................. 28

TRONA Board Members Meeting Attendance.........................102

KAITIAKITANGA: GUARDIANSHIP FOR FUTURE GENERATIONS

NAGHL Directors Fees............................................................................102

Customary Fisheries .................................................................................. 32

Hapū Distribution...................................................................................... 103

Taiao Report.................................................................................................... 34

Payments to Employees........................................................................ 103

Korehāhā Whakahau.................................................................................. 36

Ngāti Awa Pakihi Directory.................................................................. 104

NGĀTI AWATANGA – OUR LANGUAGE AND CULTURE

Directory of Staff........................................................................................ 108

Project Management Office - Taihuringa........................................ 42 People & Capability.................................................................................... 50 Te Rīpoata a Te Pou Kōkiri........................................................................52 Ngāti Awa Te Toki Kapa Haka Festival 2024.................................. 54

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Chairman’s Report....................................................................................... 62

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

Ngāti Awa Hapū Register / Ngā Mate........................................... 103

Photo: Te Ahi Kaa

TE RĪPOATA O TE TUMUAKI

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.

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TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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.

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

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.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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TE RĪPOATA O TE MANAHAUTŪ

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

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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:

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.

• Ngā Maunga Whakahī – Elevating our leadership and identity

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

These pillars reflect a balanced vision where political influence and organisational collaboration must work together in a world increasingly defined by division.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

• 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

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 RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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TE KĀHUI KAUMĀTUA Ō NGĀTI AWA

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

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TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 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.

GEORGINA NOKI MAXWELL

CHARLIE TE ŌHĀKI ELLIOT

Ngāi Taiwhakāea II Kāhui Kaumātua 27 September 1951 – 13 December 2024

Te Pahīpoto 23 July 1950 – 10 January 2025

WHAIORA KUKA BROWN (NEE PUUTU)

BRIAN WHANAKE SIMPSON

TE NGĀROMATE TŪTUA (KORO TŪTUA)

Warahoe / Kāhui Kaumātua 10 December 1941 - 23 May 2025

Ngāi Te Rangihouhiri II / Kāhui Kaumātua 23 September 1945 - 19 July 2024

Ngāi Taiwhakāea II 1 July 1948 – 1 April 2025

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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BOARD OF HAPŪ REPRESENTATIVES

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.

DIST. PROF. TĀ HIRINI MEAD

MANURERE GLEN

STANLEY RATAHI

TE ARANI BARRETT

REGINA O ‘BRIEN

(Chairman) Te Pahīpoto

(Deputy Chairman) Ngāi Te Rangihouhiri II

MERE KINGI-GOOD

BOYCE KINGI

ALF MORRISON

MIRO ARAROA

MIHIPEKA SISLEY

ARRON SMITH

AROHA MEAD

KEMI MOKOMOKO

WILLIAM STEWART

MATEROA DODD

TE WHAUHUIA KOOPU

LARNI HEPI

CAROLINE TAKOTOHIWI

POUROTO NGAROPO

NGĀHUIA ERUERA

RAPATA KOPAE

RUIHI SHORTLAND

Whakaruruhau

Ngāti Pūkeko

Ngāti Awa ki Pōneke

Ngāi Taiwhakāea II

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TŪWHAKAIRIORA O’BRIEN

Ngāi Tamaoki

Warahoe

Te Tāwera

Ngāi Tamawera

Ngāti Hokopū ki Te Whare o Toroa

Ngāti Awa ki Tāmaki Makaurau

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

Ngāti Hikakino

Ngāti Hāmua

Wharepāia

Ngāti Rangatauā

Ngāti Hokopū ki Te Hokowhitu a Tū ki Te Rāhui

Te Kahupaake

Ngāti Maumoana

Te Patuwai Resigned April 2025

Ngā Maihi

Ngāi Tamapare

Tūariki

OUR ORGANISATION

Ōmataroa Orchard Limited Partnership

Ngākauroa Dairy Farm (Joint Venture)

57%

Ngāti Awa Fish Quota Holdings Ltd

Ngāti Awa Tourism Ltd

56.8% OWNERSHIP

Ngāti Awa Farms Ltd

Ngāti Awa Forests Ltd

Ngāti Awa Properties Ltd

Ngāti Awa Fisheries Ltd

100% OWNERSHIP

Manu Hou Ltd Liability Partnership

Mataatua Quota ACE Holdings Ltd

17%

OWNERSHIP

70% 66%

NAAHL

Ngāti Awa The Strand Development Ltd Partnership

NAGHL

Ngāti Awa Asset Holdings Limited

Ngāti Awa Group Holdings Limited

100% OWNERSHIP

NARA

Ngāti Awa Research & Archives Trust

NACDT

Ngāti Awa Community Development Trust

100% OWNERSHIP

Te Rūnanga o Ngāti Awa

TRoNA

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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OUR STAFF

CHIEF EXECUTIVE OFFICE

REUBEN ARAROA Manahautū

ROMANA GRAHAM Pou Kaiwhakahaere, People & Capability

MIKE PANAPA Pou Kōkiri

TE POONO TE POONO

PRETTY ROSS

Pou Tūhono Appointed Dec 2024

People and Capability Business Partner Appointed Oct 2024

LYNSEY MARIU

TE AURERE BAKER

ADMIN OFFICE

HALEY MCCORKINDALE Board Secretary and EA to Manahautū

CYNTHIA HUDSON

Receptionist - Manaaki

CHARLIE BLUETT

Customary Fisheries Officer

Administration Assistant Appointed Aug 2024

COMMUNICATIONS & ENGAGEMENT TEAM

KARLA AKUHATA

Communications and Engagement Manager Resigned Mar 2025

MARIA ELLIOT

Senior Communications and Engagement Specialist Resigned Feb 2025

RERE WILLIAMS

Junior Communications and Engagement Resigned Sept 2024

TĀWERA SIMPSON-RANGI Communications Lead Appointed Mar 2025

NGĀTI AWA RESEARCH & ARCHIVE

NOTI BELSHAW

Culture, Research and Archives Manager Resigned Sep 2024

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ADRIAN JARAM

Research Facilitator

MONICA MANIAPOTO Iwi Registration Officer

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

MATIU NUKU

Register Development Lead Appointed Mar 2025

Funding Coordinator Appointed Dec 2024

TE MĀNUKA TŪTAHI MARAE

VAIMANINO HARAWIRA General Manager Resigned Sep 2024

PIRIPI AKUHATA Pou Arataki

MACA

VICKI MURRAY

MATIU NUKU

LANAE CABLE

Project Manager Resigned Dec 2024

Administrator Employment ended December 2024

Junior Administrator Employment ended December 2024

KOREHĀHĀ WHAKAHAU

SIMON HARRIS

THOMAS MONAGHAN

SIEANNA WALKER

SUMMER O’SULLIVAN

GENESIS O’SULLIVAN Kaimahi Field Team

Kaimahi Field Team Joined Oct 24

JAYMEE KAREKARE

TIKITU MAUI-MCLEAN

JEREMIAH HAWKINS

RAYNOR POUTAMA

TE HEERI FALWASSER

DAMON STURMEY

SIMON STOKES

GREG MOORCROFT

Operations Manager Resigned May 2025

Kaimahi Field Team Resigned Jan 2025

Project Manager Contractor Resigned Mar 2025

Kaiarahi

Kaimahi Field Team Resigned Jun 2025

Project Co-Ordinator

Kaimahi Field Team Resigned Oct 2024

Project Administrator and Kaimahi Field Team

Kaimahi Field Team Resigned Oct 2024

Kaimahi Field Team Resigned Aug 2024

ZANE ERAMIHA

Kaimahi Field Team Resigned Jul 2024

Contractor Resigned Mar 2025

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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TAIAO

MARAMA COOK

Manager TAIAO Resigned June 2025

BEV HUGHES

Consents Assessor, Consultant

LYNSEY MARIU

Taiao Finance Manager Transitioned Aug 2024

TAIHURINGA PROJECT MANAGEMENT OFFICE

KATARAINA MONIKA Manager Taihuringa

KRISCINA KERR

Taihuringa Coordinator

TĀWERA SIMPSON-RANGI Administrator Transitioned March 2025

NAGHL EXECUTIVE

TYRONE NEWSON NAGHL CEO

NAGHL H&S

JOHN ERUERA

Health & Safety Officer Appointed Sept 2024

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AKINO SMITH

Corporate Services Manager

TE AURERE BAKER

Pou Ako - Training Coordinator Transitioned Dec 2024

NAGHL FINANCE

DANIELLE PUGH

Administration Assistant Appointed Sept 2024

CATH ALDRIDGE Financial Controller

NAGHL PROPERTY

STEVIE RANSFIELD

General Manager Property

MANIA CROWN

Pou Mahi - Workforce Navigator Transitioned July 2024

PATRICK WETINI

Maintenance Manager

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

LUANA MORGAN Finance Officer

ANNALISA MOUNSEY Financial Accountant Appointed Oct 2024

NGĀTI AWA TOURISM

MANIA CROWN

Facility Manager Appointed Aug 2024

STACEY TREGOWETH General Manager

Photo: Te Ahi Kaa

IWI PERSPECTIVE

Whānau, Marae, Hapū, Iwi IWI ASPIRATIONS

PRIORITIES

VALUES

KO NGĀTI AWA TE TOKI

Iwi Vision 2050 TŪRANGAWAEWAE

MAURI ORA

TOI ORA

TŪ PAKARI

Cultural Identity and Connectivity

Independence, Resources and Sustainability

Optimal Wellbeing

Leadership and Hapū Unity

Te Ara Poutama o Ngāti Awa

TRONA Strategic Vision - Strengthening the bindings of the adze Cultural Strategy

Resource Strategy

Wellbeing Strategy

Leadership Strategy

Te Rūnanga o Ngāti Awa

Making Strategic Decisions OUR VALUES 16

CODE OF CONDUCT

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

PLANS

POLICIES

OUR APPROACH

Te Toki Rautaki Plan 2025-2030 NGĀ MAUNGA WHAKAHĪ

TŪ PAKARI - NGĀ HAPŪ O NGĀTI AWA

PUNA TAIAO

ELEVATE OUR LEADERSHIP AND IDENTITY

EMPOWERING OUR HAPŪ

SUSTAINING OUR LIVING ENVIRONMENT

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.

WHAI HUA

TOITŪ AHUREA

ORANGA WHĀNAU

BUILDING OUR SUSTAINABLE FUTURE

HONOURING OUR NGĀTI AWA LEGACY

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.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

17

2025/2026 ANNUAL PLAN

IWI VISION 2050

er ine

Re o

m

M āo ri

t de

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lf

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Se

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

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tama o N C u g o Our Strategic Framework

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M

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tegy

Awa

Connections

Re s

Commercial Resources

e ara

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Te Ara

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S & Development

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STRATEGIC ACTIVITIES MAJOR PROJECTS AND ACTIVITIES FOR 2025/2026

18

E.M.P REVIEW AND UPDATE

WORLD HERITAGE APPLICATION

Review and Update Environmental Management Plan with Hapū strategy.

Attain World heritage Status for Mataatua Wharenui.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

OUR STRATEGIC VISION: Strengthening the bindings of the adze Our culture. Our Environment. Our resources. Our people.

NGĀ MAUNGA WHAKAHĪ

FOCUS:

• Elevate Our Leadership & Identity

WHAT WE WILL DO: • Develop a Te Tiriti

Advocacy Plan

• Increase cultural visibility across the rohe

• Formalise agreements to influence within local/regional authority decision-making

TŪ PAKARI - NGĀ HAPŪ O NGĀTI AWA

FOCUS:

• Empowering Our Hapū

WHAT WE WILL DO:

PUNA TAIAO

FOCUS:

• Sustaining Our Living Environment

WHAT WE WILL DO:

• Host hapū wānanga to share mātauranga

• Create a Taiao Hub to support hapū aspirations

• Deliver tailored hapū economic wānanga

• Strengthen matauranga māori into environmental frameworks

• Support governance development for hapū

• Develop Environmental Kaitiaki Training Pathway

• Establish Ngāti Awa Leadership Development Programme

WHAI HUA

FOCUS:

• Building Our Sustainable Future

WHAT WE WILL DO:

• NAGHL strategy aligned with TRONA

• Develop hapū investment capabilities

• Review and update NAGHL governance documents

TOITŪ AHUREA

ORANGA WHĀNAU

FOCUS:

FOCUS:

WHAT WE WILL DO:

WHAT WE WILL DO:

• Digitise Archival Taonga

• Secure Funding for kaupapa māori research

• Honouring Our Ngāti Awa Legacy

• Empowering Our Whānau Through Partnerships

• Launch Marae-based Reo Revitalisation Programmes • Research, Archives and Taonga Inventory secured and accounted

• Aligned Ngāti Awa Housing Strategy

• Deliver Ngāti Awa curriculum workshops in 3 Schools

TRONA HEAD OFFICE EFFICIENCY REVIEW

TRONA / NAGHL / NASH ALIGNMENT

Feasibility of relocating TRONA head Office for greater total group cost efficiency.

Leverage interorganizational capability to deliver social investment opportunity.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

19

Te Ara Poutama

GUIDING PRINCIPLES

20

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

Manaakitanga CARING FOR EACH OTHER Our shared obligations to care for one another, with particular emphasis on caring for our youth and our elders.

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

Ngāti Awatanga OUR LANGUAGE AND CULTURE Uphold and protect our language and culture - which derive from our shared ancestry - as the cornerstone of our unique identity.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

21

22

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

Manaakitanga CARING FOR EACH OTHER

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

23

EDUCATION SCHOLARSHIP AND GRANT RECIPIENTS

24

First Name

Surname

Hapū

Grace

Abbott

Wharepāia

Merania

Anderson

Te Pahīpoto

Kataraina

Anderson

Te Pahīpoto

Bachelor of Health Science Māori Nursing

Allanah

Ashwell

Ngāti Pūkeko

Master of Te Reo Māori Excellence

Shavaughn

Atkinson

Ngāi Tamapare

Diploma in Psychology

Vanessa

August

Tuariki

Te Tohu Mātauranga Whakapakari Tino Rangatiratanga

Pare Whakaipo

Awa-Hunia

Te Pahīpoto

Bachelor of Science, Psychology Major Physiology Minor

Otis

Baxter

Wharepāia

Bachelor of Sport and Recreation

Teresa

Biddle

Ngāti Pūkeko

Poutahuhu Whakaakoranga - Master of Education (Māori Medium)

Bryson

Campbell

Ngāti Rangatauā

Bachelor of Commerce

Jack

Campbell

Ngāti Pūkeko

Bachelor of Medicine and Bachelor of Surgery

Hineani

Campbell-Collier Ngāti Pūkeko

Master of Change and Organsational Resilience

Jayda

Chisholm

Te Pahīpoto

Bachelor of Health Science Māori Nursing

Alexandra Haweti

Clarke

Te Pahīpoto

Bachelor of Social Practice

Te Rongopai

Clay

Te Pahīpoto

Potgraduate Diploma in Nursing Science

Jackson

Clements

Ngāi Tamaoki

Bachelor of Arts - Major in Classical Studies, Ancient History, History

Gabrielle

Crawford

Ngāti Hāmua

NZ Diploma in Forestry Management

Sandralee

Crawford

Ngāi Tamaoki

Diploma in Māori Public Health

Mataku Ariki

de Roo

Ngāti Hokopū ki Te Rāhui

Bachelor of Bicultural Social Work

Hugo

Dixon

Ngāti Awa ki Tāmaki Makaurau

Bachelor of Arts and Bachelor of Laws

Maui

Duley

Te Patuwai

Masters in Applied Science

Blaze

Edwards

Te Pahīpoto

Bachelor of Arts majoring in Social Sciences, Management and Leadership

Sidney

Elliott

Ngāi Tamawera

Master of Māori Studies

Rongomaraeroa

Eruera

Te Pahīpoto

Bachelor of Teaching

Tuwhakairiora

Eruera

Te Pahīpoto

Bachelor of Māori Performing Arts

Mowai

Eruera

Ngāi Taiwhakāea II

Bachelor of Te Reo Māori, Māori and Indigenous Studies

Sean Merito

Faulds

Ngāti Rangatauā

Bachelor of Commerce and Science

Tania

Faulkner

Te Patuwai

Doctor of Philosophy in Māori Studies

Mere

Faulkner-Tihi

Te Patuwai

Doctor of Philosophy in Māori Studies

Katarina

Gage

Te Patuwai

Masters in Business Studies

Maihi

Gear

Te Pahīpoto

Bachelor of Sport and Recreation

Trinaka

Godsmark-Tawa

Ngāti Pūkeko

Bachelor of Health Science Māori Nursing

Anya

Goodall

Ngā Maihi

Master of Nursing

Harriet

Gowing

Ngāti Hokopū ki Te Whare Toroa Bachelor of Laws

Sarah

Grant

Te Patuwai

Diploma in Business Management

Shauna

Gray

Ngāti Pūkeko

Bachelor of Medicine and Bachelor of Surgery

Teresa

Harris

Ngāi Te Rangihouhiri II

NZ Certificate in Real Estate

Manaia

Hastie

Ngā Maihi

Bachelor of Health Science Māori Nursing

Lynette

Hauwaho

Te Patuwai

Diploma in Māori Public Health

Ngāhaka

Hei Hei

Te Patuwai

Bachelor of Health Science Māori Nursing

Ngāio

Herangi

Ngāti Rangatauā

Bachelor of Health Science Māori Nursing

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

Course Graduate Diploma in Teaching and Learning (Secondary) Postgraduate Certificate in Digital and Collaborative Learning

First Name

Surname

Hapū

Course

Karen

Hiwarau

Ngāi Tamawera

Te Tohu Mātauranga Whakapakari Tino Rangatiratanga

Olivia

Hoete

Te Patuwai

Bachelor of Health Science Māori Nursing

Paora

Hona

Ngā Maihi

Masters in Indigenous Studies (THESIS)

Te Hau Paeroa

Hona

Ngā Maihi

Diploma in Māori and Indigenous Arts - Carving LV5

Turuhira

Hotene

Ngāti Awa ki Tāmaki Makaurau

Master of Indigenous Studies

Jacqueline

Huata

Ngāti Hokopū ki Te Whare Toroa Bachelor of Health Science Māori Nursing

Rakai

Hudson

Ngāti Pūkeko

Bachelor of Computer Science

Lisa Marie Meretuia Hudson

Ngā Maihi

Bachelor of Business

Kaea

Hudson

Ngāti Pūkeko

Bachelor of Laws and Bachelor of Arts, Māori Resource Management

Tailah

Hunia

Te Pahīpoto

Bachelor of Engineering (Honours)

Oriini

Kaipara

Te Pahīpoto

Masters in Māori Language Excellence

Sasha

Kana

Ngā Maihi

Bachelor of Sport and Human Performanace

Judith

Karaitiana

Te Pahīpoto

Te Tohu Mātauranga Whakapakari Tino Rangatiratanga

Trysten

Karehana-Simpson Ngāi Tamaoki

Bachelor of Arts, Majoring in Philosophy and Psychology

Ranapia

Keepa-Ratahi

Ngāi Taiwhakāea II

Postgraduate Diploma in Māori Perfoming Arts

Kellann

Kemp

Ngāti Pūkeko

Masters of Pharmacy Practice

Jordyn

King

Te Pahīpoto

Bachelor of Law

Aroha

Kopae

Ngāti Rangatauā

Postgraduate Diploma in Mātauranga Māori and Indigenous Studies

Katarina

Koreheke

Ngā Maihi

Diploma in Hospitality and Tourism

Te Waikamihi

Lambert

Ngāi Tamawera

Postgraduate Diploma in Mātauranga Māori and Indigenous Studies

Tia

Lassey

Ngāti Pūkeko

Bachelor of Commerce, majoring in Accounting

Rangitowhare

Leabourne

Te Pahīpoto

Bachelor of Accounting

Te Hura Lillian

Maaka-Marks

Ngā Maihi

Bachelor of Health Science Māori Nursing

Rico

MacPherson

Te Pahīpoto

Bachelor of Construction

Tyra

MacPherson

Te Pahīpoto

Bachelor of Law and Arts

Amelia Marie

Mahutoto

Ngāti Maumoana

Bachelor of Health Science (Midwifery)

Veronica

Maru

Ngāi Tamapare

Cheyna

Matenga

Ngāti Hāmua

Billie Nikau

Maxwell

Ngā Maihi

Te Tohu Mātauranga Whakapakari Tino Rangatiratanga

Jaquiline

McAlister-Apihai

Te Pahīpoto

Bachelor of Health Science Māori Nursing

Jordan Nikora

McLeod

Te Pahīpoto

Bachelor of Māori Arts

Taimania

McMath

Ngāi Tamawera

Bachelor of Māori Performing Arts

Arwen

Middleton

Ngāti Awa ki Tāmaki Makaurau

Bachelor of Health Science (Midwifery)

Phoebe

Mills

Wharepāia

Bachelor of Visual Arrts

Yvonne

Mitchell

Ngāti Awa ki Tāmaki Makaurau

Doctor of Philosophy in Clinical Psychology

Muriwai

Morris

Ngāi Taiwhakāea II

Bachelor of Law and Commerce

Rachel

Morris

Ngāi Taiwhakāea II

Te Reo Maruata

Terepuapii

Nicholas

Ngāti Pūkeko

Bachelor of Applied Counselling

Erena

Nuku

Ngāti Pūkeko

Bachelor of Environmental Studies

Brooklyn

Nuku

Te Patuwai

Bachelor of Arts - Major in Criminology

Alex

Ogilvie

Ngāti Hokopū ki Te Rāhui

Bachelor of Arts and Science - Zoology/Marine Science and Indigenous Development

Postgraduate Diploma in Bicultural Professional Supervision Bachelor of Māori Studies and Māori Resource Management

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

25

EDUCATION SCHOLARSHIP AND GRANT RECIPIENTS

26

First Name

Surname

Hapū

Course

April

Ohlson

Warahoe

NZ Diploma in Legal Executive Studies

Kataraina

Panapa

Ngāi Taiwhakāea II

Masters in Indigenous Studies

Michael

Panapa

Ngāti Hāmua

Masters in Indigenous Studies

Mikee

Perdomo

Ngāi Tamawera

Bachelor of Business

Inka

Pouwhare

Ngāti Hāmua

Bachelor of Health Science Māori Nursing

Tuteao

Raerino

Ngā Maihi

Bachelor of Business & Māori Studies

Holly

Rahipere

Ngāti Rangatauā

Bachelor of Bicultural Social Science

Toni

Raimona

Ngāi Tamaoki

Master of Health Science - Endorsed in Nursing

Eilensia

Ransfield

Ngāi Taiwhakāea II

Bachelor of Development Studies, Māori Studies and Public Policy

Juliet

Ratima

Ngāti Pūkeko

Bachelor of Medicine and Bachelor of Surgery

Jenna

Riddell

Ngāi Taiwhakāea II

Bachelor of Social Work

Londie

Rika

Ngāti Pūkeko

Bachelor of Commerce

Liam Akuhata

Roberts

Te Kahupaake

Bachelor of Māori and Indigenous Studies

Tiaan

Roia

Ngāti Pūkeko

Postgraduate Diploma in Psychology

Anaia

Rua

Ngā Maihi

Bachelor of Arts majoring in Māori and Indigenous Studies

Taylah

Sandle

Te Pahīpoto

Bachelor of Arts and Commerce

Ocsha

Savage

Te Pahīpoto

NZ Diploma in Business Accounting

Kererua

Savage

Ngāti Awa ki Te Whanganui-a-Tara

Doctorate in Economics

Evelyn

Savage

Ngāi Tamaoki

Bachelor of Health Science Māori Nursing

Kaewa

Savage

Te Pahīpoto

Master of Health Science

Tauhinga Denny

Savage

Te Pahīpoto

Poutuarongo Toiora Whānau

Quinta

Selway-Kingi

Te Pahīpoto

Bachelor of Health Science Māori Nursing

Millie

Shanahan

Ngāti Awa ki Pōneke

Bachelor of Nursing

Johnathan

Simon

Ngāti Hāmua

Bachelor of Applied Counselling

Te Haihua

Simon-Panapa

Ngāti Hāmua

Bachelor in Law and Bachelor in Arts (Te Reo Māori)

Hinepurotu

Simpson-Rangi

Ngāi Te Rangihouhiri II

Bachelor of Health Science Māori Nursing

Edith

Smith

Ngāti Pūkeko

Bachelor in Design Study

Nathan

Stewart

Ngāti Hokopū ki Te Rahui

Doctorate of Philosophy in Sport and Exercise

Maia

Stowell

Ngāti Hokopū ki Te Whare Toroa Bachelor of Science, Major in Physiology

Zoe

Studer

Ngāi Te Rangihouhiri II

Bachelor of Teaching

Darryllee

Tahuri

Ngāi Taiwhakāea II

Bachelor of Health Science Māori Nursing

Tiapakeke

Takuira-O'Sullivan Ngāti Pūkeko

NZ Certificate in Sport and Recreation LV4

Morehu Maurice

Tapara

Bachelor of Applied Counselling

Ngāti Hāmua

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

First Name

Surname

Hapū

Course

Emily

Tarei

Ngāti Hāmua

NZ Diploma of Sport Recreation and Exercise

Rapaera

Tawhai

Ngāti Pūkeko

Masters of Te Reo Kairangi

Robin

Te Aotonga

Ngāti Hokopū ki Te Whare Toroa Bachelor of Māori Art

Selina Marama

Te Kata

Ngāi Tamapare

Bachelor of Health Science Māori Nursing

Heketerangi

Te Maipi

Ngāi Tamaoki

Bachelor of Teaching

Puaawai

Te Pou

Te Tāwera

Postgraduate Diploma in Health Science

Amelia

Temo

Ngāti Pūkeko

Te Tohu Mātauranga Whakapakari Tino Rangatiratanga

Jessie

Thompson

Ngāti Hokopū ki Te Whare Toroa Bachelor of Nursing

Te Aomihia

Tumai

Te Pahīpoto

Masters in Māori Language Excellence

Debbie

Tunui

Ngāti Pūkeko

Bachelor in Poutuarongo Reo

Tamaarangi

Tuta Te Rei

Te Pahīpoto

Bachelor of Pharmacy

Katera

Tutua

Ngāi Taiwhakāea II

Bachelor of Medicine and Bachelor of Surgery

Maihi

Tutua

Ngāi Taiwhakāea II

Bachelor of Physiotherapy

Te Aniwa

Tutua

Ngāi Taiwhakāea II

Bachelor of Pharmacy

Te Mapihi

Tutua-Nathan

Ngāi Taiwhakāea II

Masters in Health Psychology

Parekura

Tutua-Nathan

Ngāi Taiwhakāea II

Bachelor in Māori Studies

Manawamoterangi Vercoe Mikey

Ngā Maihi

Bachelor of Law, Major in Te Reo Māori

Pareraututu

Waaka

Ngāti Pūkeko

Bachelor of Design with Honors

Michaela

Waiari

Te Pahīpoto

Bachelor of Medicine and Bachelor of Surgery

Ashlee

Waikawa

Ngāti Pūkeko

Bachelor in Dental Surgery

MaraNgāi

Wainohu-Savage Te Pahīpoto

Bachelor of Music and Performing Arts

Iwiroa

Wairua

Te Kahupaake

NZ Diploma in Workplace Health and Safety Management

Misty

Waititi

Ngā Maihi

Bachelor of Business

Ana-Hera

Walker

Ngāti Pūkeko

Bachelor of Architectural Studies

Pani

Wana

Ngāi Taiwhakāea II

Bachelor in Law

Kerena

Wano

Ngāi Taiwhakāea II

Masters in Resource and Environmental Planning

Alistair

Webster

Ngāti Pūkeko

Bachelor of Law and Bachelor of Commerce

Paretai

Williams

Ngāti Pūkeko

Bachelor of Education (Primary)

Mihi

Williams

Te Patuwai

Bachelor of Health Science Māori Nursing

Te Awhitu

Wilson

Ngāti Pūkeko

Masters of Sport, Exercise and Health

Mereana

Wilson

Ngāi Tamaoki

Doctorate in Māori Studies

Journie

Yee

Ngāi Te Rangihouhiri II

Masters of Applied Psychology in Behaviour Analysis

Scholarship recipients

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

27

EDUCATION GRANTS AND SCHOLARSHIP DISTRIBUTION 2005/2006......................$81,400

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

2021/2022......................$79,600

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

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

2022/2023......................$89,240

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

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

2023/2024......................$90,000

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

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

2024/2025.................. $90,800

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

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

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

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

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

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

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

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

$1,439,285

2024/2025 TERTIARY GRANTS PLACES OF STUDY - TOTAL NUMBERS

53

72

UNIVERSITY

13

WĀNANGA

9

POLYTECHNIC

OTHER

6 B AC H

OR EL

S

97

MA LO

14

ATE IC

3

CER TI F

MA LO

DI P

21

T

S ER ST

ADUATE D GR IP

6 MA

TE RA

PHD - DOCT

O

LEVELS OF STUDY - TOTAL NUMBERS

PO S

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

35

ON TI

6

S RT

7

NC

E

I

P

R ĀO

ED S C PL I I

18

A

E RC

E D UC A

11

R A N GA M

W LA

AU

ALTH SCIE HE

60

MĀ T

28

E

A

NC

CO M M E

DISCIPLINE ES

10

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

29

30

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

Kaitiakitanga GUARDIANSHIP FOR FUTURE GENERATIONS

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

31

CUSTOMARY FISHERIES

MUSSEL RESTORATION ON ŌHIWA HARBOUR

Photo: Professor Kura Paul-Burke The mussel bed at Ōhiwa Harbour in April 2024

"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.

32

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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.

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 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.

proud to have been part of this effort from the beginning."

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

33

KO TE TAIAO TE MANAWA ORA O NGĀTI AWA 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

CONSENTS AND SUBMISSIONS

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.

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.

The kaupapa of Taiao has also been guided by mātauranga reconnecting 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

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

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.

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Water 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.

These activities demonstrate Ngāti Awa’s leadership in balancing development with environmental protection ensuring 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.

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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.

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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.

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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.

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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.

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Ngāti Awatanga OUR LANGUAGE AND CULTURE

Photo: Te Ahi Kaa

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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TAIHURINGA - PROJECT MANAGEMENT OFFICE

“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.

www.ngatiawa.iwi.nz/taihuringa

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In the past year, we have advanced several key projects: • Te Ara Mahi Project – MBIE Funded (Ongoing) • Workplace Literacy & Numeracy Project – TEC Funded (Completed) • Mahi Whakamana Programme – MoE Funded (Ongoing) • Events

ACHIEVING IWI ASPIRATIONS 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!”

(Moana Toa, Ngāti Awa/Ngāti Pūkeko – Completed Governance Essentials Wānanga) “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."

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22 JUNE 2025

HIGHLIGHT OF THE YEAR

SUNDAY E TŪ NEI AU – HERE 11AM. I STAND

TE MĀNUKA TŪTAHI

2025 was a milestone year for Ngāti Awa with the commemoration of 20 years since the Ngāti Awa Deed of Settlement and 150 years 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.

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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 WORKFORCE DEVELOPMENT Jun 24 – Jul 25

Total to date

Target

% Achieved towards target

Wrap around support (Pastoral Care)

42

238

120

198%

Trained & qualified (Supported to achieve employment)

15

154

120

128%

Industry partners (Participating in programme)

n/a

10+

10

100%

Total Outcomes (Examples in italics below)

MARINE TRAINING PROGRAMS Jun 24 – Jul 25

Total to date

Target

% Achieved towards target

Short Courses (enrolled)

10

127

120

106%

Apprenticeships (offered)

11

28

30

93%

Sector courses (Agriculture, Construction, Tourism, Hospitality)

150

395

120

329%

Total Outcomes (Examples in italics below)

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ACTIVITIES PROGRAMMES/COHORTS

DATE

COURSE TYPE

ENROLMENT #

Mahi Whakamana – cultural development

Mar - Oct 2024

Sector

21

Āhei Marine 2024 – Cohort 3

Jun - Nov 2024

Marine

6

Āhei Marine 2024 – Cohort 4

Jun - Nov 2024

Marine

6

NZALI Numeracy & Literacy – Cohort 3

Jun - Nov 2024

Sector

6

NZALI Numeracy & Literacy – Cohort 4

Jun - Nov 2024

Sector

6

Welding Simulation Training

Nov 2024

Sector

11

IoD – Let’s get Ethical

Sep 2024

Sector

5

Exceed Drivers licencing training

Nov – Dec 2024

Short

9

Governance Essentials Wānanga Cohort 1

February 2025

Sector

17

Governance Essentials Wānanga Cohort 2

February 2025

Sector

8

Mahi Whakamana 2025 – Wānanga 1

February 2025

Sector

33

Governance Essentials Wānanga Cohort 3

March 2025

Sector

18

Mahi Whakamana 2025 – Wānanga 2

May 2025

Sector

33

Exceed driving lesson

May 2025

Short

1

Total

180

HIGHLIGHTS 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.

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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).

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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.

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.

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 TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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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.

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He manu hou ahau, he pi ka rere.

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

TE RIPOATA A TE POU KŌKIRI

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.

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TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

• 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.

• Inter-iwi & taiao relationships: Kiingitanga relationship reaffirmed (Tōhora Academy) tono (Whāea Ramari Stewart) supported.

• 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.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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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.

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

Nō reira, koutou kei aku rangatira Tēnā koutou, tēnā koutou, tēnā koutou katoa.

• Ngāi Taiwhakāea II: Haupai / Peeti

Nākū iti nei

• Ngāti Hokopū Ki Toroa/Ki te Rāhui: Barb / Vanessa

• Ngāi Te Rangihouhiri II: Tawera

• Ngāti Hikakino: Waitangi • Ngāti Pūkeko: Penny / Rochelle • Ngāti Rangatauā: Ritihia

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REWETI ELLIOTT Chairman

• Ngāti Rarawhati: Te Whetu / Carl

Te Ahi Kaa Committee Ngāti Awa Te Toki Kapa Haka Festival 2024

• Ngāti Awa ki Tāmaki: Baari

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

• Te Patuwai/Ngāti Maumoana: Thomas / Irene

• 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

Photo: Te Ahi Kaa

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.

Photo: Te Ahi Kaa

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TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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.

SPONSORS 2024

TAATUA

KAPA HAKA SOCIETY INCORPORATED

Whakatāne

MEDIA COVERAGE 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

tumekefm 96.9 Te Reo ora whakarongo mai

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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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

NGĀTI AWA GROUP HOLDINGS LIMITED | NGĀTI AWA ASSET HOLDINGS LIMITED

CHAIRMAN’S REPORT

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.

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.

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.

•

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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.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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.

PERFORMANCE SUMMARY OF NAGHL AND NAAHL COMBINED N

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.

PR

•

O

N ET

Consolidating and scaling returns from existing investments (horticulture and dairy) while exploring complementary opportunities that align with our values.

$10.07m FY24 $9.5m

Over the coming year the Board’s priorities will be: •

$4.4m

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.

E

AS S

TS

$154.3m FY24 $149.9m

INTEREST B EA

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.

FIT

FY24 $-2.9m

CONCLUSION This year has delivered important progress: a significant repositioning of NAGHL to an investment entity as opposed to a business owner and operator.

UE

E

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.

REV

OUTLOOK AND DIRECTION

Nāku iti nei, nā

NG RI

D EB T

$13.9m FY24 $13.4m

EQ

UI

TY

$125.7m FY24 $121.5m

DR JIM MATHER Chair of NAGHL TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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NGĀTI AWA GROUP HOLDINGS LIMITED | NGĀTI AWA ASSET HOLDINGS LIMITED

BOARD OF DIRECTORS

TUWHAKAIRIORA O’BRIEN

DR JIM MATHER

TE RŪNANGA O NGĀTI AWA - CHAIRMAN EX OFFICIO Ngāti Awa

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

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TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

TIAKI HUNIA

HETARAKA (HETA) HUDSON

Ngāti Awa, Ngāti Whare, Ngāti Makino Resigned 11 April 2025

Ngāti Awa Resigned 11 April 2025

Ngāti Awa, Ngāi Tūhoe, Ngāi Tai, Whakatōhea Resigned 30 November 2024

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

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.

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.

PAUL QUINN

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”).

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.

• • • •

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

Trustees on the Putauaki Trust Director of Tarawera Land Company Director of Waiu Dairy Member on the Zespri Sustainability Advisory Board

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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REGAN STUDER

SAM BARRINGTON PROWSE

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.

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.

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.

Ngāti Awa

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.

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Ngāti Awa, Whakatōhea Appointed 30 November 2024

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

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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.

DR DANIEL TULLOCH

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.

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NGĀTI AWA GROUP HOLDINGS LIMITED | NGĀTI AWA ASSET HOLDINGS LIMITED

FINANCIAL STATEMENTS

FINANCIAL STATEMENTS For the year ended 30 June 2025

Directory of Officers . ................................................................................................................ 70 Consolidated Statement of Service Performance . ..............................71 Consolidated Statement of Comprehensive Revenue and Expense ....................................................................................................... 73 Consolidated Statement of Changes in Equity. ..................................... 74 Consolidated Statement of Financial Position ....................................... 75 Consolidated Statement of Cash Flows ........................................................ 77 Notes to the Financial Statements . .................................................................... 78 Independent Auditors Report. ..................................................................................... 100 TRONA Board Members Meeting Attendance.......................................... 102 NAGHL Directors Fees.......................................................................................................... 102 Ngāti Awa Hapū Register / Ngā Mate................................................................. 103 Hapū Distribution........................................................................................................................ 103 Payments to Employees....................................................................................................... 103 Ngāti Awa Pakihi Directory............................................................................................... 104 Directory of Staff.......................................................................................................................... 108

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TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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TE RŪNANGA O NGĀTI AWA

Directory of Officers For the year ended 30 June 2025 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

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

THE NGĀTI AWA COMMUNITY DEVELOPMENT TRUST

D Tulloch R Studer HW Hudson Resigned 30 November 2024

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

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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

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)

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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

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.

• 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 Opportunities

and

Employment

• 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.

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

1 2 3 4

Te Rūnanga o Ngāti Awa Act 2005 Ngāti Awa Deeds of Settlement and Schedules 2005 Te Rūnanga o Ngāti Awa Act 2005 Ngāti Awa Claims Settlement Act 2005 TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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TE RŪNANGA O NGĀTI AWA

Te Rūnanga o Ngāti Awa Statement of Service Performance For the year ended 30 June 2025 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.

30 June 2025 Quantity $

Education Grants

90,800

30 June 2024 Quantity $ 105 Iwi Members

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

220,000

22 Hapū

220,000

Pataka Kai - Beef

7 Beasts

8,798

10 Beasts

7,250

Pataka Kai - Fish

1,070 Kg

1,100 Kg

Pakihi Business

5 Pakihi Business Registered Total 48

-6 Pakihi Business Registered Total 43

797 Possums Eradicated

A total of 2,551 Possums Eradicated

A total of 2,197 Possums Eradicated

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

Outcome

89,250

22 Hapū

354 Possums Eradicated

Objective

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

Hapū Distribution

Korehāhā Whakahau

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147 Iwi Members

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.

Ngāti Awatanga

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: Whai Rawa 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 Kaitiakitanga about sustainable practices and the importance of environmental sustainability. Partnering with government agencies and other stakeholders to advocate for sustainable environmental outcomes.

TE RŪNANGA O NGĀTI AWA

Consolidated Statement of Comprehensive Revenue and Expense For the year ended 30 June 2025

Note

Income Revenue Finance income Total income

CONSOLIDATED ACTUAL ACTUAL 2025 2024 $000’s $000’s

3 4

12,814 151 12,965

13,658 286 13,944

Finance costs Expenses, excluding finance costs Total operating expenditure

4 5

(1,066) (17,082) (18,148)

(805) (15,159) (15,964)

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

13 6 6

2,695 5,977 3,489

1,636 (3,267) (34) (3,685)

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

7

(324) 3,165

(156) (3,841)

13

757

-

Change in fair value of other financial assets designated as fair value through other comprehensive income

1,026

232

Total other comprehensive revenue and expenses

1,783

232

Total comprehensive income

4,948

(3,609)

3,603 (438) 3,165

(3,393) (448) (3,841)

5,011 (63) 4,948

(3,254) (355) (3,609)

Other comprehensive revenue and expenses Share of other comprehensive income of investments accounted for using the equity method

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

The above consolidated statement should be read in conjunction with the accompanying notes.

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TE RŪNANGA O NGĀTI AWA

Consolidated Statement of Changes of Equity For the year ended 30 June 2025 Asset Revaluation Reserves $000’s

Retained earnings $000’s

Non Controlling interest $000’s

7,429

135,337

6,504

149,270

-

3,603

(438)

3,165

Revaluation gains/(losses) ‑ Fonterra Co‑operative Group Limited shares

651

-

375

1,026

Share of other comprehensive income of investments accounted for using the equity method

757

-

-

757

Total other comprehensive income, net of tax

1,408

-

375

1,783

Total comprehensive income

1,408

3,603

(63)

4,948

Exit of non‑controlling interest share

-

-

(504)

(504)

Distribution during the year

-

-

(196)

(196)

Total transactions with NCI owners

-

-

(700)

(700)

Reclassification of non‑controlling interest

-

667

(667)

-

Balance as at 30 June 2025

8,837

139,607

5,074

153,518

Balance as at 1 July 2023

7,290

138,730

6,859

152,879

-

(3,393)

(448)

(3,841)

Revaluation gains/(losses) ‑ Fonterra Co‑operative Group Limited shares

139

-

93

232

Total comprehensive income

139

(3,393)

(355)

(3,609)

Balance as at 30 June 2024

7,429

135,337

6,504

149,270

Balance as at 1 July 2024

Total equity $000’s

Comprehensive income Surplus/(deficit) for the year

Comprehensive income Surplus/(deficit) for the year

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The above consolidated statement should be read in conjunction with the accompanying notes.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

TE RŪNANGA O NGĀTI AWA

Consolidated Statement of Financial Position As at 30 June 2025

ASSETS Current assets Cash and cash equivalents Trade and other receivables Current tax receivables Other current assets Livestock on hand Assets held for distribution Non‑current assets held for sale Total current assets

Note

CONSOLIDATED Actual Actual 2025 2024 $000’s $000’s

9,453 1,093 9 2,859 2,352 15,766

7,754 3,228 248 9 2,118 2,039 900 16,296

42,463 5,784 1,068 16,670 39,526 19,091 37,090 56 161,748

43,517 5,870 1,068 14,714 37,920 16,680 36,585 102 156,456

177,514

172,752

1,719 6,440 70 2,930 2,352 13,511

1,788 5,940 3,030 2,039 12,797

7,500 2,926 59 10,485

7,500 3,079 106 10,685

Total liabilities

23,996

23,482

Net assets attributable to equity holders

153,518

149,270

Non‑current assets Property, plant and equipment Intangible assets Biological assets Investment property Investments Investment in associate Forestry land assets Right‑of‑use asset Total non‑current assets

9 10

11 21

17 18 15 14 12 13 16

Total assets LIABILITIES Current liabilities Trade and other payables Loans Current tax liabilities Income received in advance Assets held for distribution Total current liabilities Non‑current liabilities Loans Income received in advance Lease liabilities Total non‑current liabilities

19 22 20 21

22 20

The above consolidated statement should be read in conjunction with the accompanying notes.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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TE RŪNANGA O NGĀTI AWA

Consolidated Statement of Financial Position continued For the year ended 30 June 2025

Note

EQUITY Retained earnings Asset Revaluation Reserve Total equity attributable to the equity holders of the Parent Entity

8

Non‑controlling interest Total equity

CONSOLIDATED Actual Actual 2025 2024 $000’s $000’s 139,607 8,837 148,444

135,337 7,429 142,766

5,074 153,518

6,504 149,270

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.

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T O’Brien

M Glen

Chairman | 16 October 2025

Deputy Chairperson | 16 October 2025

The above consolidated statement should be read in conjunction with the accompanying notes.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

TE RŪNANGA O NGĀTI AWA

Consolidated Statement of Cashflows For the year ended 30 June 2025

Note

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

CONSOLIDATED Actual Actual 2025 2024 $000’s $000’s 11,421 553 2,345 151 14,470

14,889 1,948 2,123 261 19,221

(14,505) (349) (1,066) (6) (1,456)

(19,189) (647) (799) (116) (1,530)

2,315 1,463 3,778

55 1,619 1,674

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

(340) (87) (500) (927)

(803) (120) (20) (1,468) (2,411)

Net cash flow from/(used in) investing activities

2,851

(737)

500 500

3,500 2 3,502

Distributions paid to non‑controlling interest Repayment of term loans Net cash flow from financing activities

(196) 304

(15) 3,487

Net increase / (decrease) in cash, cash equivalents, and bank overdrafts Cash, cash equivalents, and bank overdrafts at the beginning of the year Cash, cash equivalents, and bank overdrafts at the end of the year

1,699 7,754 9,453

1,220 6,534 7,754

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

Cash flows from financing activities Proceeds from borrowings Proceeds from derivative activities

9

The above consolidated statement should be read in conjunction with the accompanying notes.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statements For the year ended 30 June 2025 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 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.

The financial statements have been prepared on a going concern basis.

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

Basis of Preparing Consolidated Financial Statements

2.2 Revenue

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

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and expense and statement of financial position from the date control is gained up to the date control ceases.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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

TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statements For the year ended 30 June 2025 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.

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.

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

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

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.

Farming Operations Income

2.4 Taxation

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

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

Grants and sponsorships

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.

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TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statements For the year ended 30 June 2025 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.

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TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statement For the year ended 30 June 2025 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:

(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.

(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.

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

(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.

Impairment of receivables

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.

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.

The financial assets included in this category are shares held in Moana New Zealand Limited and Fonterra.

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81

TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statements For the year ended 30 June 2025 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.

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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.

TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statements For the year ended 30 June 2025 3

Revenue

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

4

Finance income and finance costs

Finance income Interest income Total finance income Finance costs Net (loss)/gain in fair value of derivatives designated at fair value through the surplus or deficit Interest on bank borrowings (note 22) Total finance costs Net finance costs

Actual 2025 $000’s 1,899 1,304 3,735 2,838 1,671 804 (504) 1,067 12,814

Actual 2024 $000’s 3,267 1,109 2,502 2,853 1,773 842 (7) 1,319 13,658

Actual 2025 $000’s

Actual 2024 $000’s

151 151

286 286

1,066 1,066 (915)

(2) 807 805 (519)

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TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statements For the year ended 30 June 2025 5

Expenses

Administration fees Audit, finance and risk committee (note 25) Audit of financial statements ‑ KPMG Board members fees and expenses Consultants' fees Cost of sales Depreciation and amortisation expense (notes 17 and 18) Farm expenses Grants and sponsorships Insurance Legal fees Operating leases Power & heating Rates Repairs & Maintenance Wages and salaries Other expenses

6

Other gains/(losses)

Fair Value Gains / (Loss) Livestock movement (note 11) Listed shares Unit trusts Unlisted shares Investment property revaluation Other Forestry land revaluation (note 16) Impairment Impairment of related party loan

7

Income tax

Surplus/(deficit) before tax Tax at 17.5% Non‑taxable income Imputation credits Tax expense

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TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

Actual 2025 $000’s

Actual 2024 $000’s

230 16 181 679 1,359 1,599 1,255 2,382 349 385 699 46 123 254 326 4,681 2,518 17,082

236 22 235 612 833 1,938 1,077 1,744 647 352 (734) 45 107 233 269 5,167 2,376 15,159

Actual 2025 $000’s

Actual 2024 $000’s

1,444 2,506 (506) 1,956 72 505 5,977

265 3,467 527 (9) (675) 23 (6,865) (3,267)

-

(34) (34)

Actual 2025 $000’s

3,489 734 (342) (68) 324

Actual 2024 $000’s (3,685) (660) 918 (102) 156

TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statements For the year ended 30 June 2025 8

Asset Revaluation Reserves

Ngāti Awa Farm ‑ Farmland and buildings Fonterra shares Te Mānuka Tūtahi Zespri Shares ‑ Iwi Collective Orchard LP Other financial assets Balance 30 June

9

Cash and cash equivalents

Cash at bank and in hand On‑call deposits Overdraft Total

10

Trade and other receivables

Trade receivables GST Trade and other receivables

Actual 2025 $000’s

Actual 2024 $000’s

7,459 34 585 757 2 8,837

7,459 (617) 585 2 7,429

Actual 2025 $000’s

Actual 2024 $000’s

10,898 142 (1,587) 9,453

7,752 425 (423) 7,754

Actual 2025 $000’s

Actual 2024 $000’s

1,142 (49) 1,093

3,085 143 3,228

There are no non‑exchange trade and other receivables.

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TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statements For the year ended 30 June 2025 11

Livestock on hand

Drystock cattle Dairy cattle Sheep Movements are represented as follows: Balance at the beginning of the year Increase due to acquisitions Decrease due to sales Change in fair value * Balance at the end of the year * Change in fair value Net increase due to births and deaths Fair value movement Livestock are valued using market rates from an independent valuer based on age and gender.

Actual 2024 $000’s 774 1,114 230 2,118

2,118 86 (789) 1,444 2,859

2,437 120 (704) 265 2,118

294 1,150 1,444

210 55 265

Number of animals

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

516 2,076 533 239 3,364

676 2,249 504 255 3,684

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

373 2,443 103 2,919

377 2,054 95 2,526

Actual 2025 $000’s 9,461 588 29,369 108 39,526

Actual 2024 $000’s 10,906 588 26,235 191 37,920

2 2,082 38 2,560 500 4,279 9,461

2 2,082 37 3,930 1,000 3,854 10,906

12

Non-current assets ‑ Investments

Unlisted shares Limited Partnership Listed shares Joint Ventures Unlisted Shares Farmlands Moana New Zealand Limited (i) Direct Capital IV Limited Partnership (ii) Pencarrow Bridge Fund Limited Partnership (iii) Totara Energy Limited Partnership (iv) Blink Pay Global Group Limited (v) Te Pūia Tāpapa Limited Partnership (vi)

86

Actual 2025 $000’s 924 1,547 388 2,859

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statements For the year ended 30 June 2025 Unlisted shares

(iv)

(i)

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.

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).

(v)

Totara Energy Limited Partnership

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.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statements For the year ended 30 June 2025 13

Non‑current assets ‑ Investments in Associate

Iwi Collective Orchards LP

Balance at the beginning of the year Share of associates net surplus Share of Other Comprehensive Income Share of RWT Distribution Balance at the end of the year 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:

Balance at the beginning of the year Revaluation gains/(losses) Acquisitions Balance at the end of the year Land and buildings 1‑3 Toroa Street (i) 5‑7 Toroa Street (i) 9‑11 Toroa Street (i) 13‑17 Toroa Street (i) 64 Wairaka Street (i) 95 & 95A McGarvey Road (i) Land Te Whare Wānanga o Awanuiārangi (ii) Apanui School (iv) Ōhope Beach School (iv) Ōhope Beach Holiday Park (iii) Whakatāne High School (iv) Whakatāne Court House (v) Balance at 30 June

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TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

Actual 2025 $000’s 19,091 19,091

Actual 2024 $000’s 16,680 16,680

16,680 2,654 757 (1,000) 19,091

16,071 1,636 (27) (1,000) 16,680

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.

Actual 2025 $000’s 14,714 1,286 16,670

Actual 2024 $000’s 14,304 (180) 590 14,714

720 975 700 1,750 950 585 5,680

700 860 680 1,260 880 630 5,010

20 2,658 2,200 2,099 2,800 1,213 16,670

20 2,150 2,015 1,880 2,865 774 14,714

TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statements For the year ended 30 June 2025 14

Investment property (continued)

15

Biological assets

(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.

Pine Woodlot

Balance at beginning of year Revaluation gains Balance at the end of the year 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

(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.

Actual 2025 $000’s 1,068 1,068

Actual 2024 $000’s 1,068 1,068

1,068 1,068

1,048 20 1,068

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.

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TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statements For the year ended 30 June 2025 16

Forestry land assests

Actual

Actual

$000’s

$000’s

2025

37,090 37,090

Forestry land assets

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

36,585 36,585

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.

Property, plant and equipment Cultural Assets

Land

Office Land Motor Buildings equipment Improve- vehicles & plant ments & vessels

Bearer Plants

Total

$000’s

$000’s

$000’s

$000’s

$000’s

$000’s

$000’s

$000’s

7,026

21,951

13,932

3,280

2,442

1,120

469

50,220

Year ended 30 June 2024 Additions Disposals Balance as at 30 June 2024

7,026

21,951

180 14,112

116 (18) 3,378

1,638 4,080

3 (16) 1,107

22 491

1,959 (34) 52,145

Balance as at 1 July 2024

7,026

21,951

14,112

3,378

4,080

1,107

491

52,145

Year ended 30 June 2025 Additions Disposals

-

-

116 -

168 -

56 -

(18)

-

340 (18)

-

-

(258)

-

-

-

-

(258)

7,026

21,951

13,970

3,546

4,136

1,089

491

52,209

COST

Gross carrying amount Balance as at 1 July 2023

Work in Progress write‑off charge recognised in profit and loss Balance as at 30 June 2025

90

2024

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statements For the year ended 30 June 2025 17

Property, plant and equipment (continued) Cultural Assets

Land

Office Land Motor Buildings equipment Improve- vehicles & plant ments & vessels

Bearer Plants

Total

$000’s

$000’s

$000’s

$000’s

$000’s

$000’s

$000’s

$000’s

-

-

(4,943)

(2,219)

(64)

(470)

-

(7,696)

Year ended 30 June 2024 Disposals Depreciation charge (note 5) Balance as at 30 June 2024

-

-

(350) (5,293)

7 (193) (2,405)

(299) (363)

4 (81) (547)

(20) (20)

11 (943) (8,628)

Balance as at 1 July 2024

-

-

(5,293)

(2,405)

(363)

(547)

(20)

(8,628)

Year ended 30 June 2025 Disposals Depreciation charge Balance as at 30 June 2025

-

-

(356) (5,649)

(194) (2,599)

(483) (846)

18 (79) (608)

(24) (44)

18 (1,136) (9,746)

7,026 7,026

21,951 21,951

8,819 8,321

973 947

3,717 3,290

560 481

471 447

43,517 42,463

ACCUMULATED DEPRECIATION

Accumulated depreciation Balance as at 1 July 2023

Net book value As at 30 June 2024 As at 30 June 2025 Land

Cultural Assets

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).

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)

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TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statements For the year ended 30 June 2025 18

Intangible assets

Movements in the carrying value for each class of intangible asset are as follows: 2024

Carbon credits

Fish quota (i) License (ii)

Total

$000’s 165

$000’s 3,520

$000’s 2,268

$000’s 5,953

31 -

-

20 (134)

20 31 (134)

Balance as at 1 July 2024

196

3,520

2,154

5,870

2025 Year ended 30 June 2025 Revaluation Amortisation charge * Balance as at 30 June 2025

30 226

3,520

(116) 2,038

30 (116) 5,784

Balance as at 1 July 2023 Year ended 30 June 2024 Additions Revaluation Amortisation charge *

* 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

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

92

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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.

Actual 2025 $000’s 857 494 368 1,719

Actual 2024 $000’s 783 717 288 1,788

TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statements For the year ended 30 June 2025 20

Income received in advance

Actual 2025 $000’s

Actual 2024 $000’s

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

1,570 143 407 820 (10) 2,930

1,544 143 413 875 55 3,030

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

2,036 890 2,926

2,179 900 3,079

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

(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.

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

Assets held for distribution Intangible assets Liabilities held for distribution Ngāti 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: Actual 2025 $000’s

Actual 2024 $000’s

2,352 2,352

2,039 2,039

2,352 2,352

2,039 2,039

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

93

TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statements For the year ended 30 June 2025 22

Term Loans

Actual 2025 $000’s

ANZ Loans Westpac Loans Total current portion

6,440 6,440

Actual 2024 $000’s 5,940 5,940

ANZ Loans Total borrowings

7,500 13,940

7,500 13,440

ANZ Loans

Loan Covenants

Three loans with the ANZ are currently held.

The Group’s loan facilities with ANZ and Westpac are subject to financial covenants. Management monitor covenant compliance closely.

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.

23 Provisions

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

• 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.

CONSOLIDATED Actual Actual 2025 2024 $000’s $000’s 6,640 (1,170) (5,470) -

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.

94

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statements For the year ended 30 June 2025 24

Investments in subsidiaries and Joint Ventures Class of Share

OWNERSHIP Interest Held 30 June 30 June Balance 2025 2024 Date

Ngāti Awa Group Holdings Limited

Ordinary

100%

100%

30 June

Ngāti Awa Asset Holdings Limited

Ordinary

100%

100%

30 June

Ngāti Awa Farms Limited

Ordinary

100%

100%

30 June

Ngāti Awa Farms (Rangitāiki) Limited

Ordinary

57%

57%

30 June

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

Ordinary Ordinary Ordinary Ordinary Ordinary ‑ ‑

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

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

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

Manu Hou GP Limited

Ordinary

100%

100%

30 June

‑ ‑

70% 57%

70% 57%

30 June 30 June

Ordinary

-

68%

30 June

‑

-

68%

30 June

Subsidiaries

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

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

-

66%

66%

30 June

General Partner of Ngāti Awa The Strand Development Limited Partnership

Ngāti Awa The Strand Development Limited Partnership White Island Tours Limited Omataroa Orchard Limited Partnership

-

66%

66%

30 June

Property Development

Ordinary -

57%

100% 57%

30 June 30 June

Omataroa Orchard GP Limited

Ordinary

57%

57%

30 June

-

57%

57%

30 June

Ordinary

57%

57%

30 June

Tourism Kiwifruit Orchard General Partner of Omataroa Orchard Limited Partnership Dairy Farm General Partner of Ngākauroa Dairy Limited Partnership

Ordinary

34%

34%

30 June

Ordinary

16%

16%

31 March Fish Quota Leasing

Ngākauroa Dairy Limited Partnership Ngākauroa Dairy GP Limited Associate Iwi Collective Orchards Limited Partnership

Kiwi Fruit Orchards

Joint Ventures Mataatua Quota ACE Holdings Limited

(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.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

95

TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statements For the year ended 30 June 2025 25

Related party transactions

Payments to Board Members Payments to Board Members under the Rūnanga Charter who have acted in other capacities: CONSOLIDATED Actual Actual Board Member B Kingi J Mather L Hepi M Dodd M Glen M Harawira (Chairman) R Shortland T Merito T Barrett C Takotohiwi W Stewart

Nature of Fees Appointments & Remuneration Governance Review, H&S Chairman of Ngāti Awa Group Holdings Limited Health and Safety Committee Chair, PC Committee Tourism Consultancy Appointments & Remuneration Deputy Chair - TRONA Appointments & Remuneration, Governance Review Charter Review Committee Appointments & Remuneration Chair of Tourism Work Group Audit, Finance & Risk Committee Health & Safety Committee Audit, Finance & Risk Committee Appointments & Remuneration

2025

9 61 43 5 17 5 10 7 4 161

2024

9 56 7 17 1 6 6 102

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.

CONSOLIDATED

Payments as the Chairman of the Board Fees paid to T O’Brien

Actual 2025 $000’s

Actual 2024 $000’s

47 47

47 47

Payments to Key Management Personnel 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.

96

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statements For the year ended 30 June 2025 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.

CONSOLIDATED Actual Actual 2025 2024 $000’s $000’s

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

2,338 2,173 5,717 22,708 32,935

2,444 2,185 5,494 20,062 30,187

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.

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

97

TE RŪNANGA O NGĀTI AWA

Notes to the Financial Statements For the year ended 30 June 2025 28

Financial assets and financial liabilities

The Group holds the following financial instruments:

Financial assets Financial assets at amortised cost Trade receivables Cash and cash equivalents Assets at fair value through surplus or deficit Financial assets at fair value through other comprehensive income Financial liabilities Liabilities at amortised cost Trade and other payables Borrowings

29

CONSOLIDATED Actual Actual 2025 2024 $000’s $000’s

1,093 9,453 53,217 4,376 68,139

3,228 7,754 46,619 4,508 62,109

1,719 13,940 15,659

1,788 13,440 15,228

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.

98

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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.

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.

Basis for opinion 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. © 2025 KPMG, a New Zealand Partnership and a member firm of the KPMG global organization of independent member firms affiliated with KPMG International Limited, a private English company limited by guarantee. All rights reserved.

Document classification: KPMG Confidential

100

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

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

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

101

2024/2025 TRONA BOARD MEMBERS MEETING ATTENDANCE NAME

TRONA BOARD

HAPŪ

A=Attended Z=Zoom P=Possible Tā Hirini Mead

Whakaruruhau

A

Z

P

APPOINT. & REMUN.

KĀHUI KAUMĀTUA

NARA / WHAKAPAPA

A

A

A

Z

P

3

1

Tūwhakairiora O'Brien Te Pahīpoto

6

4

Manurere Glen

Ngāi Te Rangihouhiri II

5

Kemi Mokomoko

Warahoe

4

William Stewart

Ngāti Hokopū ki te Whare o Toroa

5

1

Materoa Dodd

Wharepāia

2

3

Te Whauhuia Koopu

Ngāti Maumoana

1

2

Larni Hepi

Tūariki

6

Regina O'Brien

Ngā Maihi

6

Mere Kingi-Good

Ngāti Pūkeko

3

Stanley Ratahi

Ngāti Hikakino

6

Te Arani Barrett

Ngāti Hokopū ki Te Hokowhitu a Tū ki Te Rāhui

6

Boyce Kingi

Ngāi Tamaoki

5

Alf Morrison

Ngāi Tamawera

4

Miro Araroa

Ngāti Hāmua

5

1

Mihipeka Sisley

Te Kahupaake

2

4

Arron Smith

Ngāi Tamapare

4

Aroha Mead

Ngāti Awa ki Pōneke

3

3

Caroline Takotohiwi

Ngāi Taiwhakāea II

3

2

Pouroto Ngāropo

Te Tāwera

2

Ngāhuia Eruera

Ngāti Awa ki Tāmaki Makaurau

3

Rapata Kopae

Ngāti Rangatauā

4

Ruihi Shortland

Te Patuwai

2

Sonny Faulkner

Te Patuwai

1

1

Z

P

Z

P

AFRC A

Z

P

HEALTH & SAFETY

CHART. REVIEW COMM.

A

A

Z

1

1

2

2

Z

1

P

P

2 1

3

2

1 1 6 1

6

1 1

6

3

1

3

6 1

3 1 1

2

1

AFRC

NAGHL DIRECTORS FEES NAGHL

H&S

Jim Mather

40,500

10,000

IC

Daniel Tulloch

22,500

David Glover

22,500

Regan Studer

22,500

Samantha Barrington-Prowse

13,125

1,750

Paul Quinn

15,000

2,000

Tiaki Hunia

15,000

Heta Hudson

11,250

The Strand

Farms

WIT

Forests

3,000

60,500 2,500

6,500 3,000

NATL

10,000

3,000

3,000

28,500

500

29,500 31,500 14,875

2,50 6,667

1,500

500

2,000

6,667

25,917 21,667 12,750 225,209

102

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

NGĀTI AWA HAPŪ REGISTER 2024/2025 HAPŪ

JUNE 2024 JUNE 2025

REPRESENTATIVE

Ngā Maihi

2,181

2,185

Regina O’Brien

Ngāi Taiwhakāea II

1,711

1,722

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

1,518

1,536

William Stewart

113

113

Te Whauhuia Koopu

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

2,419

2,421

Tūwhakairiora O’Brien

Te Patuwai

1,416

1,415

Ruihi Shortland

Te Tāwera

971

969

Pouroto Ngāropo

Warahoe

598

598

Kemi Matarae Mokomoko

TOTALS

22,074

22,168

Ngāti Hokopū - Te Whare o Toroa Ngāti Maumoana Ngāti Pūkeko

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 2005/2006 2006/2007 2007/2008 2008/2009 2009/2010 2010/2011 2011/2012

$1,100,000 $200,000 $40,000 $135,000

2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 2018/2019

$55,000 $165,000 $110,000 $107,000 $110,000 $110,000 $220,000

2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025

TOTAL

$220,000 $220,000 $220,000 $220,000 $220,000 $220,000

$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: $100,000 - $110,000 - 1 employee, $140,000 - $150,000 - 2 employees, $160,000 - $170,000 - 1 employee, $170,000 - $180,000 - 1 employee, $290,000 - $300,000 - 1 employee, $330,000 - $340,000 - 1 employee

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

103

TE KĀHUI KAUMĀTUA NGĀTI AWA PAKIHI Ō NGĀTI AWA DIRECTORY

NGĀTI AWA PAKIHI – HE PŪTAKE, HE ORANGA, HE ARA KI ANAMATA 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.

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…

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.

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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. www.headsheartshands.co.nz - kelly@headsheartshands.co.nz - 027 300 9116 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.

HR & Recruitment Solutions • Compliance & Governance • Training & Development • Strategic Planning • Project Management • Operational Efficiency Consulting www.whaitaki.com - info@whaitaki.com - 027 354 3095 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

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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.

3 Dunkeld Drive, Tauranga - www.hahabitnz.com - info@hahabitnz.com - 027 696 5970 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.

287 Lakes Blvd, Pyes Pa, 3112 - www.rbm.co.nz - regan@rbm.co.nz

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Waiho ma te whakama e patu.

Waiho hai korero i a tātau, kia atauhai ki te iwi.

WE MUST LEARN FROM OUR ACTIONS, AND BE EMPATHETIC TO THOSE WHO ARE LEARNING.

TE KĀHUI KAUMĀTUA DIRECTORY OF STAFF Ō NGĀTI AWA

TE RŪNANGA O NGĀTI AWA

MACA

Manurere Glen ������������������������������������������������������������� Tumuaki Tuarua

Matiu Nuku ������������������������������������������������������������������������� MACA Administrator

EXECUTIVE OFFICE

Lanae Cable ����������������������������������������������������������������������� MACA Junior Administrator

Romana Graham ������������������������������������������������������ Pou Kaiwhakahaere

MATAATUA WHARENUI - TE MĀNUKA TŪTAHI MARAE

Tuwhakairiora O’Brien ��������������������������������� Tumuaki

Reuben Araroa ������������������������������������������������������������� Manahautū Mike Panapa ��������������������������������������������������������������������� Pou Kōkiri Te Poono Te Poono �������������������������������������������� Pou Tūhono Pretty Ross ��������������������������������������������������������������������������� People & Capability Business Partner Te Aurere Baker ��������������������������������������������������������� Funding Coordinator

Vaimanino Harawira ������������������������������������������ General Manager Mataatua Wharenui Piripi Akuhata ����������������������������������������������������������������� Pou Arataki

ADMINISTRATION OFFICE

TAIHURINGA - PROJECT MANAGEMENT OFFICE

Cynthia Hudson ��������������������������������������������������������� Receptionist - Manaaki

Tāwera Simpson-Rangi �������������������������������� Super Administrator

Haley McCorkindale ���������������������������������������� Executive Assistant Lynsey Mariu �������������������������������������������������������������������� Administration Assistant Charles Bluett ���������������������������������������������������������������� Customary Fisheries

TAIAO

Marama Cook ���������������������������������������������������������������� Pou Taiao Beverley Hughes ����������������������������������������������������� Consents Assessor Lynsey Mariu �������������������������������������������������������������������� Taiao Finance Advisor

Kataraina Monika ��������������������������������������������������� Manager Taihuringa

Kriscina Kerr ���������������������������������������������������������������������� Taihuringa Coordinator Te Aurere Baker ��������������������������������������������������������� Pou Ako - Training Coordinator Mania Crown ������������������������������������������������������������������� Pou Mahi - Workforce Navigator

KOREHĀHĀ WHAKAHAU

Simon Harris ��������������������������������������������������������������������� Operations Manager

COMMUNICATIONS & ENGAGEMENT TEAM

Thomas Monaghan ��������������������������������������������� Kaiarahi

Karla Akuhata ����������������������������������������������������������������� C&E Manager

Jaymee Karekare ���������������������������������������������������� Kaimahi – Field Team

Tawera Simpson-Rangi �������������������������������� Communications Lead Maria Elliot ��������������������������������������������������������������������������� Senior C&E Specialist

Sieanna Walker ������������������������������������������������������������ Project Coordinator Summer O’Sullivan ���������������������������������������������� Project Administrator Genesis O’Sullivan ����������������������������������������������� Kaimahi – Field Team

Rere Williams ������������������������������������������������������������������ Junior C&E

Zane Eramiha ������������������������������������������������������������������ Kaimahi – Field Team

NGĀTI AWA RESEARCH AND ARCHIVES

Jeremiah Hawkins ������������������������������������������������� Kaimahi – Field Team

Noti Belshaw ������������������������������������������������������������������� Manager Culture, Research & Archives Adrian Jaram ������������������������������������������������������������������� Research Facilitator

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Vicky Murray ��������������������������������������������������������������������� Project Manager

Tikitu Maui-McLean ������������������������������������������� Kaimahi – Field Team Raynor Poutama ������������������������������������������������������� Kaimahi – Field Team Te Heeri Falwasser ���������������������������������������������� Kaimahi – Field Team

Monica Maniapoto ���������������������������������������������� Iwi Registration Officer

Damon Sturmey �������������������������������������������������������� Kaimahi – Field Team

Matiu Nuku ������������������������������������������������������������������������� Register Development Lead

Greg Moorcroft ��������������������������������������������������������� Terra Whenua

TE RŪNANGA O NGĀTI AWA | ANNUAL REPORT 2025

Simon Stokes ������������������������������������������������������������������ Project Manager

NGĀTI AWA GROUP HOLDINGS LIMITED Jim Mather ��������������������������������������������������������������������������� NAGHL Chairman

EXECUTIVE OFFICE

Tyrone Newson ����������������������������������������������������������� NAGHL CEO Akino Smith ������������������������������������������������������������������������ Corporate Services Manager Danielle Pugh ����������������������������������������������������������������� Corporate Services Administrator

FINANCE

Cath Aldridge ���������������������������������������������������������������� Financial Controller Luana Morgan ��������������������������������������������������������������� Senior Finance Officer Annalisa Mounsey ������������������������������������������������� Financial Accountant

NAGHL PROPERTY

Stevie Ransfield ��������������������������������������������������������� General Manager Property Patrick Wetini ����������������������������������������������������������������� Property Maintenance Manager Mania Crown ������������������������������������������������������������������� Facility Manager Stacey Tregoweth ������������������������������������������������� General Manager Tourism

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Photo: Te Ahi Kaa

Ko Ngāti Awa te toki, tē tangatanga i te rā, tē ngohengohe i te wai NGĀTI AWA IS THE ADZE WHOSE BINDINGS CANNOT BE LOOSENED BY THE SUN OR SOFTENED BY THE RAIN

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