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RIPOATA A TAU2020

Te Runanganui o Ngati Porou

FRONT COVER:Rau tipu, rau ora

mo te orangatonutanga oNgati Porou

Tera te haeata e takiri ana mai ki runga o Hikurangi Rua ngahuru o nga tau o Te Takapau a Maui

Nga Rarangi KoreroContents

MANA WHAKAHAEREOrganisational Structure

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NGA ROHENGA TIPUNA O NGATI POROU 04NGA KAITIAKI O TE RUNANGANUI O NGATI POROUTe Runanganui o Ngati Porou Elected Representatives

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RAUTIPU RAUORACOVID-19 Response

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HE MAIMAI AROHA 08TE WHAKATOPUTANGA O NGA PIUTAGroup Financial Performance at a Glance

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NGA KORERO A TE TIAMANAChairman’s Report

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WHANAU ORANGA AND MATAURANGA 16HOROUTA WHANAU ORA 20TOITU NGATI POROU 24NGATI POROU HAUORA 30NGATI POROU HOLDING COMPANY LTD 34TE NGAKO O NGA KORERO MO NGA PIUTAFinancial Highlights and Commentary

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FRONT COVER: Dawn Ceremony 2020

CONTENTS IMAGE: Tolaga Bay

Te Runanganui o Ngati Porou Ripoata a Tau 2020

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A Tatau KaupapaOUR VISION Te Whakapumau i te Mana Motuhake o Ngati Porou mo nga Uri Whakatipu.

OUR MISSION Mahi ngatahi kia tu pakari ai a Ngati Porou.

TE KAUPAPA RAUTAKI PROVIDES THE STRATEGIC DIRECTION OF TE RUNANGANUI O NGATI POROU.The Strategic Plan is structured around the concept of a Wharenui, with the foundation provided by Te Reo o Ngati Porou me ona tikanga. The Wharenui is held up by five Pou representing the key strategic goals of the organisation – Rangatira, Whanau, Matauranga, Kaitiaki and Whairawa.

TE REO O NGATI POROU ME ONA TIKANGA

KA

ITIA

KI

WH

AN

AU

WH

AIR

AW

A

RA

NG

ATI

RA

MA

TAU

RA

NG

A


2

Mana Whakahaere Organisational Structure

Ngati Porou

Te Runanganui o Ngati Porou BoardChair: Selwyn Parata | CEO Herewini Te Koha

Ngati Porou HauoraChair: Teepa Wawatai

CEO: Rose Kahaki

Toitu Ngati PorouChair: Lilian Tangaere-Baldwin

Ngati Porou HoldCo

Chair: Matanuku MahuikaCEO: Shayne Walker

Te Runanganui o Ngati Porou Trustee Limited

Te Runanganui o Ngati Porou Trustee Ltd is the corporate trustee of Te Runanganui o Ngati Porou Trust. It represents the collective interests of

Ngati Porou iwi members. Its board of 14 directors (Elected Representatives) exercise strategic governance over its subsidiaries

– Toitu Ngati Porou, Ngati Porou Holding Company Ltd and Ngati Porou Hauora. The Chief Executive Officer is responsible for operational activities on behalf of Te Runanganui o Ngati Porou.

TE RUNANGANUI O NGATI POROU GROUP CORPORATE SERVICES

Te Runanganui o Ngati Porou Group Corporate Services provides operational support to Te Runanganui o Ngati Porou and its subsidiaries.


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HIKURANGI

Potikirua

Te Araroa

Tikitiki

Ruatoria

Te Puia

Tolaga Bay

Whangara

Gisborne

Te Toka a Taiau

Tokomaru Bay

Hicks Bay0102

03

04 0506

07

08

091011

1213

1415

1617

181920

21

22

23

24252627

28

2930

3132

33

3435

36

37

38

39

40

41

424344

45

46

47

48

Nga Rohenga Tipuna o Ngati Porou

POTIKIRUA — WHANGAOKENA1. POTAKA2. HINEMAUREA3. PUNARUKU4. PAERAUTA (TUTUA)5. HINERUPE6. MATAHI O TE TAU7. AWATERE8. TE KAHIKA (HURAE)

WHANGAOKENA — WAIAPU9. PUTAANGA10. KAIWAKA11. RAHUI12. TAUMATA O TAPUHI13. HINEPARE14. OHINEWAIAPU15. KARUAI

POHAUTEA — TE ONEPOTO16. TIKAPA17. TE HORO18. WAIOMATATINI19. KAKARIKI20. TINATOKA

TE ONEPOTO — RAHUIMANUKA21. REPORUA22. UMUARIKI23. RUATAUPARE24. MANGAHANEA25. UEPOHATU26. RAURU (TAUMATA O MIHI)27. TE HEAPERA (MANGARUA)

RAHUIMANUKA — MATAAHU28. KARIAKA29. HIRUHARAMA30. TE AOWERA31. WHAREPONGA32. RONGOHAERE (PAHOU)33. RONGOITEKAI (PENU)

MATAAHU — KOKORONUI34. TE ARIURU35. WAIPARAPARA36. PAKIRIKIRI37. TUATINI38. IRITEKURA39. TAHARORA40. TE KIEKIE

KOKORONUI — TE TOKA A TAIAU41. ANAURA42. HINEMAUREA KI MANGATUNA43. OKURI44. PUKETAWAI45. HAUITI46. TE POHO O RAWHEORO47. WHANGARA48. TE POHO O RAWIRI


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Nga Kaitiaki o Te Runanganui o Ngati Porou TE RUNANGANUI O NGATI POROU ELECTED REPRESENTATIVES

Potikirua ki Whangaokena

Whangaokena ki Waiapu

Pohautea ki Te Onepoto

Te Onepoto ki Rahuimanuka

Rahuimanuka ki Mataahu

Mataahu ki Kokoronui

Kokoronui ki Te Toka a Taiau

REI KOHERE

DEAN MOANA

LILIAN TANGAERE-BALDWIN

MARIJKE WARMENHOVEN

SELWYN PARATA

TRUDY LEWIS

MAUI TANGOHAU

ANI PAHURU-HURIWAI

PATRICK TANGAERE

DEREK (TINIA) FOX

TUI WARMENHOVEN

TE RAU KUPENGA

NA RAIHANIA

KELLY BLACKMAN


5

COVID-19

1125COVID TESTS

4TAIRAWHITI COVID-19 CASES

>65%FLU VACCINATIONS GIVEN

NPH CARRIED OUT

33%OF COVID-19 TESTINGFOR THE TAIRAWHITI DISTRICT

No.1NPH TESTING COVERAGE WAS THE BEST IN THE COUNTRY

DELIVERED

100LOADS OF FIREWOODTO PAKEKE 70+

PACKED & DISTRIBUTED OVER

2000KAI PACKS

PACKED & DISTRIBUTED APPROX

3000MEAT PACKS

TAIRAWHITI HAD NEW ZEALAND'S HIGHEST COVID-19 TESTING RATES FOR BOTH MAORI40 PER 1000AND ITS GENERAL POPULATION42 PER 1000

NGATI POROU MARAE RESILIENCE GRANT

44 OUT OF 48NGATI POROU RECEIVED GRANT

$25KTAURAHERE GRANTS

$220KTOTAL DISTRIBUTION

PACKED AND DISTRIBUTED

3461HYGIENE PACKS

RAUTIPU RAUORA MO TE ORANGATONUTANGA O NGATI POROU

6


7

He Maimai Aroha

DR HEREWINI NGATA

Ka tanuku ka tanuku te tihi o Hikurangi ka tanuku. Ka maru te ngakau o Porou. Kua mawehe atu te tino takuta o nga takuta te papa nei a Herewini Ngata ki te mana, ki te ihi, ki te tapu kei te po. Hoatu te uri a Karuwai, a Rakaitemania, a Hunaara, a Tuwhakairiora, otira nga parae o te Ahikouka nga raorao o Parera ki o nui ki o rahi ki o whakamataku ki kora koe okioki ai. Ahakoa kua ngaro i te tirohanga kanohi ka mau tonu i o matau whakaaro. I whakapau to kaha ki te whakaora tangata, kaoreha o tuakana taina o karanga maha kei te wa kainga. Tino tika enei korero mohou “ma o mahi ka kitea koe e te ao e to iwi Maori.” Noho pumai mai i raro i te maru o Te Ariki nui.

He kaitiaki mo Te Runanga o Ngati Porou 1989 – 1992


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ATARETA POANANGA

Tangi mai te whaititiri ki runga o Hikurangi. Whakarehurehu taku kite i nga hiwi o pamamao e rere ana mai e nga kapua, ano he kawe kupu mai. Haere hoatu ra e te koka e te tuahine e Atareta ki o nui ki o rahi ki o whakamataku, kaoreha ki te hunga e takoto mai nei i Turangarahui, takahia te ara whanui, te ara kua papatau e te hunga kua haere i mua atu i a koe. Whoatu ra te uri a Materoa, a Ruataupare, a Rakaitemania, a Kapohanga, a Hinewahirangi, a to tipuna papa a Henare Poananga me to taua koka i a Iranui, a NgatiPorou hoki. Okioki atu ra i te mana i te wehi i te tapu e pukai mai na kei te po. He tangi mai i tawhiti kia koe mohou i whakapau i to kaha ki te hapai i nga kaupapa maha mo o karangatanga huhua o te wa kainga nei o te Tairawhiti, otira horapa ki te motu. Kua haere te whakanga mahau okioki atu ki nga ringaringa a to tatau Kaihanga, moe i te moe marie.

He kaitiaki mo Te Runanga o Ngati Porou 1996 – 2005


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Te Whakatoputanga o Nga PiutaGroup Financial Performance at a Glance

FINANCIAL PERFORMANCE FINANCIAL POSITION

Group revenues of

$40.08m Arrow-Alt-Circle-Up(up from $37.81m in 2019)

Surplus from commercial activities of

$6.52m Arrow-alt-circle-down(down from $9.75m in 2019)

Group earnings before interest expense and tax (EBIT) of


Group net profit after taxation of


Group total assets of


Group equity of


Group equity to total assets (ownership %)

89.82% Arrow-alt-circle-down(down from 90.20% in 2019)

SUMMARISED STATEMENT OF FINANCIAL PERFORMANCE2020

NZ$’0002019

NZ$’0002018

NZ$’0002017

NZ$’0002016

NZ$’000

Revenue 40,078 37,812 48,008 45,479 30,970

Expenses (excl. interest) 34,775 30,917 35,425 34,053 29,561

EBIT 5,303 6,895 12,583 11,426 1,409

Interest expense 420 437 430 557 1,061

Net profit before tax 4,883 6,458 12,153 10,869 348

Tax 1,062 1,128 34 850 -93

Net profit 3,821 5,330 12,119 10,019 441

Net profits derived from:

Commercial activities 6,517 9,750 16,121 15,301 6,443

Tribal, cultural, health -1,634 -3,292 -3,968 -4,432 -6,095

Tax 1,062 1,128 34 850 93

Net profit 3,821 5,330 12,119 10,019 441

GROUP REVENUE, EXPENDITURE AND PROFITS 2015–2020

0

5

10

15

20

25

30

35

40

45

50

20162017201820192020

REVENUE

$ M

ILLI

ONS

26

27

28

29

30

31

32

33

34

35

36

20162017201820192020

EXPENDITURE

$ M

ILLI

ONS

0

2

4

6

8

10

12

14

20162017201820192020

PROFIT

$ M

ILLI

ONS


10

370363

532819

SUMMARISED STATEMENT OF FINANCIAL POSITION

BREAKDOWN OF NON-CURRENT ASSETS 2020

2020 NZ$’000

2019 NZ$’000

2018 NZ$’000

2017 NZ$’000

2016 NZ$’000

Current assets 20,969 14,527 18,435 14,693 14,256

Non-current assets 237,968 239,001 224,475 217,370 209,201

Total assets 258,937 253,528 242,910 232,063 223,457

Current liabilities 15,268 13,426 9,601 14,758 5,565

Non-current liabilities 11,087 11,340 9,878 5,993 16,599

Total liabilities 26,355 24,766 19,479 20,751 22,164

Net assets 232,582 228,761 223,431 211,312 201,293

Total equity 232,582 228,761 223,431 211,312 201,293

TERM DEBT, TOTAL ASSETS AND EQUITY 2015–2020

0

5

10

15

20

25

30

20162017201820192020

TERM DEBT

$ M

ILLI

ONS

200

210

220

230

240

250

260

20162017201820192020

TOTAL ASSETS

$ M

ILLI

ONS

180

190

200

210

220

230

240

20162017201820192020

EQUITY

$ M

ILLI

ONS

Group distributions of$0.81m Arrow-alt-circle-down(down from $1.01M in 2019)

Grants distributed to Marae$0.37m Arrow-alt-circle-down(down from $0.45M in 2019)

Support to Ngati Porou events

$28k Arrow-Alt-Circle-Up(up from $17K in 2019, includes Dawn Ceremony, Pa Wars, AGM etc)

Support to East Coast Rugby$53k Arrow-alt-circle-down(down from $69K in 2019)

Support to Other Grants and Investments$363k Arrow-alt-circle-down(down from $458K in 2019)

GROUP DISTRIBUTIONS

Financial Biological Fisheries Property

Marae grants Ngati Porou events Ngati Porou rugby Marae Wifi Other grants & investments

$36m $144m

$17m

$41m


11

HEREWINI TE KOHA

Te Kainga Tupu A.T. NGATA

Me kimi i te ao nei He wahi hei rite Ki tou kainga tupuE matea nuitia nei

Hei aha nga kino Hei aha ona heKa tawhai te ngakau Ko reira noho ai

Te kainga tupu! Te ai ona riteE kore e rite

Ka haere ki mamao kei wareware koe Te wa ki nga matuaE tangi atu nei

Te wa ki te kainga e okioki aiE tau ai te mauri ko reira noho ai

Te kainga tupu! Te ai ona riteE kore e rite

Tena tatau Ngati Porou, otira nga karangaranga huhua e whai paanga ki nga whenua tupu o nga matua tipuna atu i Te Toka a Taiau ki Potikirua, kia anga whakarunga ai ki te tihi o Hikurangi o koutou kanohi ki te uranga mai o te ra.Haruru ana hoki te hinganga o nga kaihautu o taku waka auahi ana taku raru e!Koutou te iti te rahi te whakamataku, takoto marie ki te po.Kei nga papa Big John Manuel, Takuta Herewini Ngata, Rev Dr John Tamahori koutou ko aku koka a Rakai (Tamati) Hauiti, a Atareta Poananga, a Keri Kaa, hoatu koutou ki te ao o te wahangutanga o te tangata, haere atu ki te mana te ihi te tapu kei tawhitinui kei tawhiti roa kei tawhiti pamamao, kei te hono i wairua oti atu ai.E hika ma, kare ano pea tatau kia kitea he tau penei rawa mo te whakamatautau i a tatau tonu. Rokohanga te mate weriweri “te korona” kua tatu nei ki Aotearoa, heoi ano ahakoa pehea, i whitiki, i maranga a Ngati Porou te pare atu te mate nei i te wa kainga i te rohe o te Tairawhiti hoki.He tau ke noa atu tenei me ona korero, kauria mai ki roto i te ripoata nei hei reira kite ai e pe ana o tatau ringa ki te waha i nga kaupapa maha ma nga whanau, ma nga hapu, ma nga hapori ma te Iwi.

SELWYN PARATA


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Nga Korero a te Tiamana Chairman’s Report

THE YEAR IN REVIEWWhen our year started no one had any idea of the upheaval in store for Aotearoa and the world.

In late January we had our first inkling of what – then – was called the “coronavirus”. The coronavirus was an event taking place in China and, for us here in Tairawhiti, it meant the shutdown of forestry and other key export markets. We were bracing for a big impact to our economy, and to local jobs. By some estimates, up to one in four Tairawhiti households relied on forestry for some part of their household incomes. That was major in itself but, just eight weeks later, we all came to appreciate the full extent of the pandemic – COVID-19 - and its profound disruption to everyday life.

When the loss of jobs, and work hours, first started to hit our region, TRONPnui representatives joined with the Mayor of Gisborne district, and others, to seek urgent support from the Government for affected whanau. Tairawhiti really was the first region to start appreciating what the rest of the country would be in for.

In response, the Government announced a $27m jobs and training package in late February. In the meantime, we were working - as part of the Horouta Whanau Ora collective - to connect over 170 Ngati Porou and local forestry whanau to kai parcels, hardship grants and MSD’s case workers.

Less than a month later, the Prime Minister put the country on COVID-19 Alert Level 2 and, on 25 March, we were all in Level 4 lockdown.

MATE WERIWERI “TE KORONA”The period from 25 March to 13 May 2020, when Aotearoa shifted back to Level 2, marked some of the most trying – yet rewarding – days we have experienced. Iwi and Maori groups typified the spirit of the COVID-19 welfare response by quickly forming up into partnerships reaching every community and valley, and connecting and co-ordinating with emergency supplies for our respective kuru pounamu.

At home, we formed “Toitu Tairawhiti” with our Turanganui iwi whanaunga and - with the Gisborne District Council, Civil Defence, district health board and others - we helped form the Rau Tipu Rau Ora governance forum to lead the ongoing response. The latter is a model and approach that the Government has since recommended to councils and civil defence groups nationally.

During Lockdown, Ngati Porou hapu, Marae and taurahere leadership brought reassurance and calm to our whanau, especially those coping with isolation, the loss of loved ones, and the disruption to our normal tangihanga processes. For every visible leader, there were countless other contributors across communities. And the collaborative effort added up to some truly special achievements.

This is by no means an exhaustive list of the work that Toitu Tairawhiti, and others, undertook but it illustrates the mahi aroha we all contributed to:

• Working with the Whanau Ora Commissioning Agency

and Horouta Whanau Ora, we assembled and delivered over 12,000 hygiene packs to whanau from Potaka to Wairoa.

• Our iwi radio and communications networks kept us up to date and connected to key messages during the Lockdown period, and helped boost the uptake of flu vaccinations and COVID tests in our rohe.

• Our iwi health providers worked with Hauora Tairawhiti, the district health board, to achieve a 20% increase in flu jabs for our pakeke, and (at the time of Level 4 lockdown) the highest COVID testing rates for Maori and non-Maori compared to all districts.

• Our local forestry crews assembled firewood piles across our local communities, and attended to 120 deliveries to local pakeke.

• Local volunteers delivered close to 1,500 kai packs from civil defence, and helped in the distribution of a further 2,400 kiwi harvest meat packs and sweets. This happened alongside support grants to Ngati Porou taurahere, and Whanau Ora emergency grants.

• Over 2,500 individual phone calls were made to Ngati Porou pakeke, to check in on how they were, while TRONPnui offices were closed and Ngati Porou taurahere were unable to meet during Lockdown.

NGATI POROU COMMUNITY CHECKPOINTS AND ADVOCACY TO THE CROWNThe highest profile action in response to the pandemic came in the form of the iwi checkpoints in Whanau a Apanui and across our communities in Ngati Porou. This unique action has its origins in the devastation to Maori communities caused by the last global pandemic, the Spanish Flu in 1918.

The anxiety was understandable, especially given our relative lack of access to health and support services as a rohe, and prevalence of other aggravating health conditions among many of our whanau members.

There were deeply held views as to whether the checkpoints on SH35 were a good thing, or problematic. But, the community leaders, our local Police, Council and Civil Defence found a workable compromise, while our iwi and regional leadership lobbied senior ministers to run the checkpoints under proper authority and resourcing.

TOUCHSTONESNotwithstanding the big gestures, such as the checkpoints, or the thousands of kai packs and hygiene packs, the spirit of the lockdown was typified by the humbler and unexpected responses: like the pakeke who were so overwhelmed by the kai pack they received that they went and shared them out with the young whanau living next door. Or the kura kids who used their school 3D printer to make face shields for the nurses at the local Hauora clinic. Or the Zoom call with the taurahere leaders, whose overall whakaaro to TRONPnui was “kai te pai matou, keep us updated and keep doing what you’re doing for the iwi kaenga”.


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RAU TIPU RAU ORAAs an iwi we worked hard, smart and in partnership with our whanaunga to support Ngati Porou whanau through the COVID-19 Lockdown period. We have also taken the same approach to making sure there is a plan in place to support our preparedness for any reoccurrence; and to focus on the economic recovery in Tairawhiti.

In the weeks and months leading into the 2020 General Election, Toitu Tairawhiti facilitated a number of iwi-led training and investment proposals to the Government’s Provincial Growth Fund. There will be more to say about this in next year’s report but, for now, we are delighted that this has secured over $14m across Te Tairawhiti for marae-based repairs and maintenance projects, with associated pre-trades training and paid work for as many as 300 of our people. We will continue to push for, and realise, pathways to boost the skills, job prospects and resilience of whanau and members in the months and years ahead.

WHAT WE ALSO SET OUT TO DOBefore COVID-19 struck TRONPnui had three major kaupapa which we wanted to advance for Ngati Porou:

• Mana Moana – we wanted to Crown to confirm customary marine title for hapu, through our unique Nga Rohe Moana arrangements;

• Mana Whenua – we wanted to secure resources to address the ecological devastation to the Raukumara forest; and

• Mana Tangata – we wanted to secure a funding boost for Ngati Porou Hauora, and its delivery of health services to our rurally remote whanau on the East Coast.

Alongside that, our intentions for the year included the delivery of social services and support and, through our main subsidiaries, a mix of commercial, cultural development and charitable activities. We also needed to run the four-yearly TRONPnui board elections and, to that end, we planned to engage Ngati Porou members to either register, or check that their registration details were up to date.

The fact that we took real strides against those kaupapa shouldn’t be lost as we report to Ngati Porou on a year fundamentally impacted by the global pandemic.

STARTING 2019/2020The process for the TRONPnui elections actually got under way in early 2019, with a concerted drive to encourage members to check their registration details, and get other

eligible Naati’s to register for the first time. We really raised our game on social media, and ran promotions on Facebook and on Radio Ngati Porou. Local band, East Coast Breevas, released a special waiata as part of the campaign, and our efforts were very positively received by Naatis of all ages.

By time the voting opened on 3 September, over a thousand members had updated their details. That greater connection, and the strengthening of our communication platforms to Ngati Porou, were to serve us well when we headed into Alert Level 4 Lockdown in 2020.

2019 CROWN-NGATI POROU TAUMATA & WHAKAMANA ACCORD FORUMAs the TRONPnui board elections were wrapping up, we hosted talks with the Prime Minister, Rt Hon Jacinda Ardern, and her ministers to advance our big three kaupapa. The day included the inaugural Takutai Whakamana Accord forum, held at Iritekura Marae. To make the most of the few hours we had, the PM and her ministers were more than happy to jump onto our bus with us and, so, we got a lot of our business done while pointing out the repairs needed on SH35!

The outcome is that we achieved real results on two of those kaupapa, and we are continuing to pursue the third.

MANA MOANA – SECURING HAPU TITLE TO THEIR TAKUTAIThe Minister for Treaty of Waitangi Negotiations, Hon Andrew Little, made a commitment at Iritekura to move quickly to review the claims of customary title that Ngati Porou hapu had already submitted to the Crown in 2008, when the original foreshore and seabed Deed had been agreed, but put on hold. The review of the applications was then disrupted by COVID-19, and it seemed that a positive result might not be possible before the General Election, let alone within the 2019/20 year.

It was therefore very pleasing that the Minister confirmed the acceptance of the first tranche of outstanding claims for title to the takutai, and to see this part of the journey, begun 17 years ago, come to fruition for the hapu concerned. There is still a great deal of work ahead for the hapu takutai trusts, on matters such as the remaining title claims, fisheries regulations, and building their capacity to manage their takutai roles and responsibilities. In the meantime, while it is the trusts’ preference that TRONPnui support their operations, our trustees, staff and key advisors will certainly do so.

MANA WHENUA – RESTORING THE RAUKUMARAAs for the Raukumaras, the Government has allocated $34m over the next four years for pest control measures, monitoring and other initiatives to be led by Ngati Porou and Te Whanau a Apanui, in concert with the Department of Conservation and Nga Whenua Rahui. This brings with it training opportunities and upwards of 40 seasonal jobs.

We extend our thanks to Hon Eugenie Sage who, as Minister of Conservation, visited us to see , firsthand, the parlous state of the Raukumara, and then advocated strongly for our proposal as part of the Government’s Budget process. In August, Ngati Porou members

PA WARS WINNERS 2020


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travelled to Maraenui to join with Whanau a Apanui for the formal announcement. We look forward to providing updates to our iwi on the Raukumara project over each of the next four years, and beyond.

MANA TANGATA – HAUORA SERVICESOur efforts to achieve a perfect scorecard of “3 out of 3”, were dashed by the global pandemic and the Government’s need to urgently reprioritize its health and welfare spending. Until that point, there was every indication that Ngati Porou Hauora would get new funding to help stabilize its services and facilities on the East Coast. However, we remain hopeful of making our case to the new government in due course. In the meantime, we are appreciative of the funding and other support received from the Ministry of Health, and the open dialogue we are having with Hauora Tairawhiti, the district health board, to enable us to complete our detailed proposal.

WHANAU ORANGAIn January, we launched the report, Caring for Our Tamaiti Mokopuna, a call to stem the flow of Ngati Porou children into state care and, in turn, support whanau in their own development and well-being. We were privileged to have the Children’s Commissioner, Judge Andrew Becroft, alongside Ngati Porou and other attendees at the launch. Following on from there, TRONPnui representatives then held a discussion with the Minister for Children, Hon Tracey Martin, and senior officials from her ministry, to look at how we can implement the report and its recommendations.

We will continue this important dialogue with the new government and, ahead of that, we are developing our own thinking on what a new model and way of working might involve. This may need us to move well out of our comfort zones as whanau hapu, as communities and, for TRONPnui, as a provider of social services. But, one of the many positive lessons we learned during COVID-19 Lockdown is that we are capable of truly great things when we put the needs and well-being of our whanau – our kuru pounamu – first, and government agencies support and enable our approaches.

FINANCIAL RESULTSGiven the year we have experienced, it was to be expected that our Group’s commercial performance would be materially impacted, and that has been the case. The detailed financials are covered in later parts of the Annual Report but, in short, group profit is down on last year, though net assets have lifted by $3.8m. This is despite losses against our financial investments due to turbulent global share markets.

When the forestry downturn was happening, TRONPnui representatives were pressed by the national media to talk about how this was likely to affect our “iwi balance sheet”. Our response was that the only real concern we had was for the households and whanau facing reduced hours or the loss of their jobs. The reality is that the TRONPnui Group balance sheet is built for the long haul. The mission is to help all Ngati Porou whanau achieve the resilience that matters to them, be it economic, social, environmental or cultural.

So, let’s take the very best lessons from the year in review, and keep moving forward. Me mahi ngatahi tatau.

“MA O MAHI KA KITEA KOE, E TE AO, E TO IWI”E kore e mutu taku mihi ki taku tuakana kia Herewini Te Koha, mona i whakapau kaha, i heke ai te werawera kia tu pakari a Ngati Porou ki te whakapumau i tona manamotuhake mo ana uri whakatipu.

Our year in review would not be complete without acknowledging the outstanding contribution that Herewini Te Koha has made to Ngati Porou and the TRONPnui, in his role as TRONPnui CE.

Herewini contributed greatly to the efficient and productive operations of Te Runanganui o Ngati Porou and its subsidiary organisations. His stoic leadership, clarity, and commitment helped us through the challenges we faced over the last few years. These traits also stood us in good stead in achieving the many milestones outlined in the body of this report and previous reports.

His work ethic has been exemplary with unstinting effort throughout the five-year term, he served. This was very much evident during these COVID-19 times in his work on behalf of Te Runanganui o Ngati Porou, Ngati Porou and Te Tairawhiti generally.

“H’s” sharp sense of Nati humour, eloquence and integrity earned him the respect of the Board, his staff, peers and indeed Ngati Porou. While his time as the TRONPnui CE has ended, his contribution and commitment to Ngati Porou remains steadfast.

Herewini exemplified these hallmarks of leadership, forthright but never rude, kind but not weak, firm but fair, humble but not timid, proud but not arrogant.

“We will miss him and wish him well.”

“He pai i pono to whakaaro nui.”

Kei te mihi ki nga kaitiaki, te hunga na koutou i kowhiri kia waha i nga kaupapa a to tatau Runanganui. Ko te mihi nui rawaatu kia Ngati Porou.

Let peace be the pandemic, let kindness be the contagion, let love be the miracle.

Meri kirihimete me te Hape Nuia

Kia tau te ia o te mauri kia tatau katoa.


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Within the last year Whanau Oranga received around 1200 referrals for our services. Our School Attendance service rated highest with a total of 588 referrals. Of the 299 referrals for non-attendance, 297 tamariki were returned to school. Of the 313 referrals for non-enrolment, 289 were resolved and the tamariki enrolled in school. Housing received approx 500 referrals and enquiries and Te Pae Oranga (formerly Iwi Panels, with NZ Police) received 178 referrals. The remaining referrals were across our services including Social Worker in Schools, Injury Prevention, Community Nutrition, Whangaia, Whanau Ora, Tuhono Whanau, Restorative Justice, Whanau Support, Family Group Conferencing, Whakapapa Research, Fresh Start, Youth Not in Employment, Education or Training (NEET) and Young Parents & Young Person Payments (YPYPP). Around 70% of those referred to us identified as Ngati Porou and 25% as Maori.

Whanau Oranga & MataurangaWhanau Oranga and Matauranga deliver social service and education services to Ngati Porou/East Coast communities on behalf of Te Runanganui o Ngati Porou.

ANNE HURIWAISenior Manager


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DURING LEVEL 4 LOCKDOWN, THE TEAM OF 120:• Packed and distributed 3461

hygiene packs• Delivered 100 loads of firewood to

pakeke 70+• Packed and distributed over 2000

kai packs• Packed and distributed

approximately 3000 meat packs

During this time, we also embraced a new way of working in order to keep our staff and whanau safe. Technology became even more important as Zoom and Microsoft Teams replaced face to-face hui and home visits for a time were replaced with a phone call or a conversation at the front gate.

As a tribe, as a community, and as whanau we made it through all the Alert Levels and came out the other side even more resilient. In recognition of this we sponsored “coming out of COVID” celebrations for our tamaiti mokopuna. Each event was organised and hosted by our Hapu Social Services group.

Prior to lockdown we had much to celebrate as we launched the “Caring for our Tamaiti Mokopuna Report”.

LAUNCH OF THE “CARING FOR OUR TAMAITI MOKOPUNA REPORT”The report was adopted by the Toitu Ngati Porou board last year and formally launched at Te Tini o Porou in January by the Children’s Commissioner, Judge Andrew Becroft and the Chairman of Te Runanganui o Ngati Porou, Selwyn Parata.

Our journey started in 1987. There was a call to action demanding the removal of Ngati Porou children from State Care and into the care of their whanau/hapu. This resulted in the production and release of Te Ara Kainga, a strategy for the repatriation of Ngati Porou tamaiti mokopuna in State Care to their whanau.

There has been progress made in promoting and supporting Ngati Porou whanau and hapu development through the evolution of TRONPnui, but 30 years on it’s time to take the lessons learned and identify what still needs to be done to ensure that Ngati Porou tamaiti mokopuna are embraced, nurtured and protected by their whanau, hapu and iwi.

SUPPORTING WHANAU THROUGH COVID-19 Sanitising and social distancing are measures that we have become accustomed to since the COVID-19 pandemic. Although the pandemic had already impacted our economy, resulting in a reduction in salary for some and job losses for others, we had no idea of what was to come with a total lockdown nationwide.

Our team mobilised to support our communities, particularly our pakeke, those with chronic medical conditions as well as whanau who had been impacted financially due to job loss. The distribution of hygiene packs, kai, medical supplies, and firewood was vital as our most vulnerable were instructed to remain at home within the safety of their bubbles.

Distribution would not have been possible without the strong volunteer base and dedicated community leads across the Ngati Porou rohe. In a time of uncertainty and distress approximately 120 volunteers from Kaiti to Potaka left the safety of their own bubbles to ensure that essential supplies were delivered to around 900 homes. Marae and schools became distribution centres where kai was received and packed by the volunteers.


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This report resounds with the voices of Ngati Porou tamaiti mokopuna and whanau, and highlights pathways to achieve positive outcomes for them through the vision set in Te Ara Kainga – the pathway home.

COAST BOUNDFour homes which would have been demolished were instead relocated from Gisborne to the Coast for affordable home ownership with the first one being delivered just two days before Level 4 lockdown.

The houses owned by Kainga Ora (formally Housing New Zealand) were offered to TRONPnui at no cost under the Right of First Refusal agreement. The houses are to make way for new builds which Kainga Ora are constructing to help alleviate the housing crisis.

Kainga Ora have already built 11 new homes with a further 57 under construction and in the planning stage. Old homes that need to be removed will be offered to iwi, so we are encouraging whanau who are already on our waiting list to be ready because they could become available at any time.

While the houses were offered at no cost, expenses are still incurred to prepare, relocate, and re-establish the houses on their new sites. These costs are at the home owners’ expense and, to date, average $60,000. Infrastructure costs, such as electricity connection, septic system, water and consents, are also the homeowner’s responsibility.

HOUSING Housing continues to rank in the top 5 services being accessed. These services are predominantly for people who are homeless. We provide a roof over their head and wrap around support to help them back on their feet. Over the past year we have helped 12 adults and 22 tamaiti mokopuna across our 6 transitional homes in both Gisborne and the East Coast. We also provided longer term accommodation through our 14 social housing units at Te Tini o Porou and the East Coast.

We also offer short term accommodation for a small number of men coming out of prison or on probation. In the past year we have housed 32 men, including the current 8 tenants most of whom were through our prisoner reintegration service. These men were not only housed, they are helped to apply for a benefit, find a job or training programme and to find longer term accommodation. Next year our aim is to secure accommodation for women.

With approximately 300 enquiries across our housing services, 200 referrals and a growing wait list, it is difficult to meet the demand. However, we are looking at ways that we can grow our own housing stock whilst supporting others to do so as well.

TAKING A POROU-ACTIVE APPROACH TO CRIME-PREVENTIONKeeping our whanau out of the courthouse goes a long way to reducing offending and services such as Te Pae Oranga (TPO) is one way of doing that. TPO is a restorative process for low level offences, using community champions to assist with decision making and support for those who have offended and their victims. TPO holds those who have committed the offence to be accountable for their actions. This year we received 178

referrals. Each person who went through this process avoided conviction and was supported to make positive changes. This year the service, which operates from Gisborne, was extended to include Ruatoria. Over the next year we will look to introduce the service to a further two East Coast communities.

Other services that are helping our whanau in the Justice pipeline to make better choices include Restorative Justice, Family Group Conferences, Whangaia, Fresh Start.

A special mention to our Hapu Social Services group, comprising self-selected volunteers from each of our hapu/communities who deliver family harm prevention and education programmes as well as holiday programmes for our tamaiti mokopuna and whanau throughout the Ngati Porou rohe.


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Tena koutou e nga hapu huhua mai i Potikirua ki te Toka a Taiau, i karangatia nei ko nga uri a Porourangi, tenei ka mihi ake. Tena hoki tatou i wa tatou tini mate, haere koutou, haere koutou, haere ki tua o te arai ki reira okioki ai. Kati ake, ratou ki a ratou, tatou ki a tatou. Tena koutou e nga rangatira, ko tenei a Horouta Whanau Ora e tuku atu nei i nga mihi ki nga whanau whanui o Te Tairawhiti nui tonu. Ko koutou ra tena e pakanga nuitia nei i roto i nga aupiki me nga auheke o te wa, ko koutou ra tena te pumanawa o te Tairawhiti e kakapa nei, e kakapa nei, mai kore ake ko koutou, kua kore te kaupapa o Horouta Whanau Ora e ora, no reira e nga uri whakatipu o Horouta Wananga, o Horouta Tangata, tena koutou katoa.Te Runanganui o Ngati Porou is the lead organisation for Horouta Whanau Ora (HWO) collective. Our collective includes: Te Runanga o Turanganui a Kiwa, Turanga Health, Ngati Porou Hauora, Te Whare Maire o Tapuwae ki Te Wairoa, Kaiti and Waikirikiri Schools.Across the collective we host 17 Whanau Ora Kaiarahi who work with 25 whanau each per year, a total of 425 whanau across the region.As lead Te Runanganui o Ngati Porou houses the backbone office for the collective which includes a Programme Manager for Collective Impact, Data Analyst and Change Development Lead. Our core responsibilities include system management, kaimahi development, reporting and accountability. We oversee four Whanau Ora core programmes as well as practice and work force development.Mahia te mahi, hei oranga mo te iwi.

Peggy Maurirere Walker MANAGER

Horouta Whanau OraA collective of iwi authorities in Tairawhiti. United by a Whanau Ora approach, the collective utilises tikanga tuku iho.Our collective acknowledges an obligation and responsibility to preserve the mana of whanau to realise true potential through their aspirations.This directory is an internal guide for kaimahi when connecting whanau to services within the collective.


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COLLECTIVE IMPACTCollective Impact initiatives identify a complex problem that cannot be solved by one single organisation. In 2018 Hauora Tairawhiti reported that for 4 years running an average of 250 tamariki Maori were presenting to the accident and emergency department or are admitted to hospital with preventable respiratory conditions. Horouta Whanau Ora embarked on journey to improve respiratory health of tamariki 0-5yrs old in Gisborne. The target was to work with up to 60 whanau over 2 years. Two dedicated Kaiarahi were appointed by Te Runanganui o Ngati Porou to work alongside affected tamariki and their whanau.

The initiative was named Ta Te Manawa - Breathing Easy.

What difference did we make for tamariki with respiratory conditions?

Over the past 2 years we have achieved a 0% A.S.H rate, which means that the whanau we worked with reduced or eliminated the need for hospitalisation of their tamariki. Ka mau te wehi!!

WHAT WE LEARNT ALONG THE WAYWhanaungatanga was undoubtedly the point of difference and an essential tikanga utilised in engaging whanau in the Ta te Manawa kaupapa. It emphasises the role and responsibility of the individual to the collective, and conversely the role and responsibility of the collective to the individual.

Whanau were engaged in understanding the importance of building, developing and sustaining relationships. Through attentive listening to whanau voice, mutual trust is created, a foundation that leads to awareness, understanding and finally engagement. Whanaungatanga recognises that healing stems from such connection, from knowing who you are and what it means to be part of a wider collective support system, the opposite of an isolated and siloed western existence.

Health literacy was a game changer for whanau. We built solid trust foundations to enable whanau understanding of medication, adherence regimes by observing triggers and symptoms for early responses. Whanau became motivated to have moisture free and warm homes. We invested the time to restore mana and confidence to whanau and empower them to manage their own health.

INNOVATIONLast year, Turanga Health offered to share an offer from Trust Tairawhiti to subsidise the shortfall of the Government Warmer Kiwi home subsidy for 100 East Coast whanau. We worked with Smart Energy solutions to ensure quality service delivery. The backbone office managed this project and designated a kaimahi to this cohort.

We identified 150 homes who met the criteria for assessment. Due to Smart Energy’s marketing for additional business and increased demand, it took longer than expected to finally get some traction. At the end of June 2020, 165 insulation assessments were completed 93 homes were insulated.


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ESSENTIAL REPAIRS TO HOMESHWO was approached by Te Puni Kokiri to utilise our insulation data to identify homes that required additional repair work. TPK set the target at 20 homes from Ruatoria to Potaka. We advocated and supported 12 whanau to receive essential repairs to their homes. TRONPnui Corporate Services team administered the repair funds to Pro Build via progress instalments. Pro Build provided home assessments/job scopes and worked with us to meet the priority needs for whanau.

A WHANAU STORYThis whanau were referred to Horouta Whanau Ora's Insulation and heating project. They were referred by extended whanau members concerned about the wellbeing of the caregiver in the whanau who was struggling to care for the health and personal care needs of their tamaiti, as the house was not set up to provide the level of care required. Specifically, the whanau only had a bath which made it difficult for their tamaiti to get in and out of the bath. A shower was identified as the solution that would improve independence with personal care needs and provide some relief for the whanau by reducing lifting and physical strain when assisting their tamaiti. The home also had no heat source and was referred for a 100% subsidised heat pump through the East Coast Insulation project in conjunction with Smart Energy. The whanau now have a new bathroom and a new heat pump installed.

WHANAU DIRECTAs lead, the back office manages and reports to this resource for the region. Whanau Direct is a resource available to kaiarahi to support short term needs and remove barriers to achieving goals as part of a whanau plan. Approximately 25% of our 425 whanau across the region are recipients of this putea. It is utilised when a "moment that matters" arises for whanau.

FORESTRY DISRUPTION FEBRUARY-MARCH 2020On Monday the 3rd February 2020, the export of logs out of Gisborne to China ceased due to the spread of coronavirus. The forestry industry was grinding to a halt, and the Tairawhiti rohe was in disarray.

Horouta Whanau Ora was asked by the Ministry of Social Development for assistance as they were unable to respond to the immediate needs of impacted forestry workers. Government relief packages were still in the pipeline but no immediate help was available. The request to HWO was to mobilise kaiarahi to the ground to engage impacted whanau. Our task was to bridge the urgent financial needs of affected forestry employees due to the downturn in the industry.

Over 32 days and evenings a small team of 5 HWO kaiarahi supported by our back office team deployed to respond to this crisis. Hubs were set up at Te Tini o Porou and across the East Coast. We assisted 226 affected whanau in face-to-face interviews to determine level of need. Some whanau were on reduced hours, but still working, while others had been without an income for up to 6 weeks.

In total 665 outcomes were achieved quickly with an additional 179 outcomes taking longer to achieve.

188 whanau received immediate assistance with kai and essential needs, and 63 whanau were connected to external services through a rapid response team for needs such as debt reduction, emergency income services, family tax credits and community mental health concerns.

On the 20th March, Gpvernment released the relief package for employees and forestry industry employers. Our team finished our last hub in Hicks Bay on the 22nd March and on the 25th March 2020 Prime Minister Jacinda Adern announced that Aotearoa would be in level 4 lockdown for at least 4 weeks.

COVID-19 RESPONSEOur back office team re-strategised a non-contact home-based approach to respond to all whanau needing assistance during lockdown in Gisborne and the East Coast. Our referrals came to us through phone lines, face book messenger, email and word of mouth.

Our region received thousands of essential items from the Whanau Ora Commissioning Agency to assemble hygiene packs for distribution. This response was fast and substantial as supplies were limited in Aotearoa. On behalf of HWO, managed the distribution of essential TRONPnui supplies to all our partners for packing and delivering to whanau homes.

While the majority of our HWO workforce deployed to their own organisations and to the regional Tairawhiti Iwi response efforts, our back office team received a further 220 referrals from the TRONPnui 0800 call centre and other services.

During COVID-19, we learnt that we are resilient, we put whanau first. We learnt that systems must adapt to respond to the needs of our people and we learnt how to unite in the face of adversity.

POST LOCKDOWNHui tatou ka tu, wehe tatou ka hinga

HWO wish to acknowledge the many volunteers and kaimahi who worked tirelessly at the frontline and behind the scenes. The investment from our Whanau Ora Commissioning Agency across the North Island and Te Tairawhiti was a significant enabler which allowed us to mobilise more resources into the homes of our most at risk and vulnerable whanau.

Due to lockdown restrictions for social gatherings, our HWO kaimahi graduation was cancelled. To acknowledge and celebrate their achievements we hosted a graduation ceremony Te Aranga o Matariki for our kaiarahi to receive their double diplomas. Of our graduates 2019/2020, five kaiarahi are Ngati Porou.

Ko te manu e kai ana i te miro nona te ngahere. Ko te manu e kai ana i te matauranga nona te ao.

Kati ake ra e aku Rangatira, hei whakakapi ake i tenei korero me ki penei, “He kopu tahi tatou, he taura herenga tangata, whiringa a nuku, whiringa a rangi, te whatia e!”

Tena koutou, tena koutou, tena tatou katoa.


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Ko te mihi tuatahi ki te atua, te matua kaha rawa mo ana manaakitanga katoa kua uhia mai ki a tatau i nga tau kua pahure ake nei tae noa mai ki tenei wa. He tika tonu kia whakahonoretia e tatau tona ingoa tapu. Kia tatau ana pononga, koinei taku mihi ki a tatau. Ahakoa kua heke au i taku tunga tiamana o te poari Toitu, e kore e mutu taku mihi ki te hunga i tautoko i a au me taku poari i nga tau kua pahure ake nei. Na taku aroha ki toku iwi au i whakakaha i roto i aku mahi me taku kaingakau ki te reo, o tatau Marae me nga whanau, hapu hoki. Tena tatau katoa.E kore hoki e warewaretia o tatau tini mate. Nga mate o te wiki, nga marama, nga tau, ka maumahara tonutia ratau e tatau. Ko te hunga mate ki a ratau, ko tatau nga waihotanga a ratau ma e pikau nei i nga momo mahi katoa o tenei ao. He pai nga mahi kua mahia, kua tutuki hoki e te poari i tenei wa. Kua whakataungia e tenei poari te papa hei timatanga mo te poari hou. I tenei tau i timata ai nga karahipi hei tautoko i te hunga e whai ana i nga huarahi maha o te matauranga. E kaha tonu ana a Toitu ki te tautoko nga mahi hapai i te reo o Ngati Porou me o tatau Marae maha huri noa i te rohe. E hoa ma, e hika ma, oku whanaunga, e te iwi whanui ka nui taku mihi ano ki a tatau, me te inoi ki te runga rawa kia tau iho tonu ana manaakitanga ki a tatau katoa. Tena koutou, tena koutou, tena rawa atu tatau katoa. Lilian Tangaere BaldwinCHAIR, TOITU NGATI POROU


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TE MATE URUTAAt 11:59pm, 25 March 2020, New Zealand moved to Alert Level 4, and the entire nation went into lockdown. Communities across the country responded in different ways, with community leaders in Ngati Porou taking swift and decisive action to protect Kuru Pounamu, our most vulnerable whanau, by instituting community-led checkpoints ensuring permitted movements and public health controls were maintained. These measures alongside the collective efforts of the numerous volunteers, whanau isolating, essential workers, TRONPnui, Ngati Porou Hauora, Toitu Tairawhiti, Crown agencies and Rau Tipu Rau Ora were effective, preventing COVID-19 crossing our borders.

Toitu key work-streams were impacted and our main priority was to confirm a budget to enable urgent responses to the varying needs that were manifesting within Ngati Porou.

NGATI POROU MARAE RESILIENCE GRANTThis grant was established to provide support to Ngati Porou Marae that were impacted by COVID-19. Marae were asked to apply for a one-off payment of $5,000 and to date 44 of the 48 eligible Marae have applied and received payment. Accordingly, $220,000 from a total budget of $240,000 has been approved and paid.

LILIAN TANGAERE-BALDWIN

AMOHAERE HOUKAMAU

REI KOHERE

AMOS FORESTER

WIKI GILVRAY

Toitu Ngati Porou Charitable TrustToitu Ngati Porou is the cultural development and charitable distribution arm of Te Runanganui o Ngati Porou. It has five board members who were appointed by the Te Runanganui o Ngati Porou board.


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MARAE DIGITAL CONNECTIVITYMarae Digital Connectivity is one of several connectivity projects across the country funded through the Provincial Growth Fund (PGF). Forty Ngati Porou Marae were successful in accessing this fund under our collective and there is still opportunity for the remaining Marae to participate. Connecting Marae will help communities to seize business and education opportunities as well as helping whanau stay in touch via Zoom or other video conferencing platforms. The fund includes WiFi connectivity and support for five years and installation of the following hardware free of cost:

• access points for maximum WiFi coverage• security cameras (up to 3)• PoE switch for connection of cables between modem,

access points and cameras• audio visual bundle (65-inch TV screen, video

conferencing polycom camera, TV trolley)

The value of this package, excluding training, is approximately $45,000. A training programme is soon to be delivered by an external provider to support Marae committees and whanau to use these new tools. A special thank you to Kim Ngarimu-Hunt (Te Aitanga a Mate, Ngati Horowai) and her team from Spark for expediting this project in an efficient and seamless manner.

MA WAI RA E TAURIMA

TOITU TAIRAWHITI - TOITU NGATI POROU MARAE RENOVATION PROGRAMME Ma Wai Ra e Taurima is one of several Toitu Tairawhiti Iwi collective applications submitted to the Provincial Growth Fund. Toitu Tairawhiti was formed during COVID-19 to use the combined bargaining power and resources of Iwi to better support our whanau, hapu.

Funding is available to support Marae, churches and community groups to complete capital works, repairs and maintenance, landscaping and fencing programmes. The criteria and timeframes were extremely challenging and included the following provisos:

• The work was shovel or paint-brush ready and able to start within 3-4 weeks of the project being approved

• Architectural drawings/plans and written quotes, from local trades people had been secured

• Building and Resource consents were in place or in progress at the time of application

The funding is a one-off opportunity made possible by the Crown to invest in shovel ready initiatives that could staircase unemployed, redeployed and young people not in training or employment into training and employment. The fund is part of the Government’s COVID-19 economic recovery package.


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Toitu Ngati Porou on behalf of our Marae and St. Marys Church, has been approved up to $8,381,998 from the fund. This includes capital works, project management and trainee costs.

As with other Provincial Growth projects within Ngati Porou, this will provide a huge boost to our regional economy while supporting our Marae to future proof their facilities.

EDUCATION GRANTSThis year we launched the Toitu Ngati Porou Tertiary Education Grants 2020 Programme which is a joint Toitu Ngati Porou and Te Runanganui o Ngati Porou initiative. These grants are a tangible and measurable way of realising a joint ambition to support Ngati Porou in tertiary education by providing undergraduate and postgraduate grants.

The following grants were approved:

• 49 undergraduates valued at $1,000 each• 26 postgraduates valued at $2,000 each

Ten undergraduate and 3 postgraduate grants were in partnership with Te Herenga Waka Victoria University of Wellington.

NGATI POROU / EIT SCHOLARSHIPS – MANINI TUA, MANINI AROManini-tua and Manini-aro are the sacred paddles (hoe) from the Takitimu waka. As the hoe was a tool that supported the journey of the waka, this scholarship is seen as a tool to assist Ngati Porou uri in their academic progression and the pursuit of a career in their chosen field. The scholarships are valued between $6,500 and $8,000. The following 2 students were the inaugural Ngati Porou/EIT Scholarships recipients:

• April Atawhai Papuni-Hohepa – EIT Taradale Bachelor of Nursing (Te Whanau a Hinepare, Ngai Tane, Te Whanau a Takimoana)

• Ramari Fox – EIT Hawkes Bay Bachelor of Creative Practice (Te Aitanga a Mate, Ngati Horowai)

TOITU / WSP ENGINEERING SUMMER INTERNSHIPThe Toitu-WSP Engineering Internship is a joint initiative launched in late 2019 between WSP Engineering and Toitu Ngati Porou. The three-month internship provides an opportunity for Ngati Porou rangatahi to experience and gain insight to the wide range of professional skills that exist within WSP Engineering’s Gisborne office. This includes structural, civil, geotechnical, and transport engineering, planning, surveying and project management.

Putahi Morice was selected as the inaugural recipient of the joint scholarship. Putahi is from Ruatoria with hapu affiliations to Te Aitanga a Mate and Te Whanau a Ruataupare.

NGA MAHI WHAKAHAERE PUTEA

$370,000Marae Grants

$72,804Marae kaitakawaenga

$45,503Reo strategy funding

$101,000Education scholarships

$25,000Taurahere grants

$23,705Pa Wars, Dawn Ceremony

$39,175Sundry projects

Total Toitu Ngati Porou distributions

$677,187

ANNUAL MARAE GRANTS PROGRAMMETo date we have paid out:

$4,906,344 of the $5,280,000 Marae grant fund. $373,656 in grant monies remaining to be drawn down.

AT A GLANCE

Lilian Tangaere-Baldwin (Toitu Chair), Huhana Tuhaka (nanny of scholarship recipient April Papuni-Hohepa), Ramari Fox (scholarship recipient), Waata Shepherd (EIT Rep).

27Te Runanganui o Ngati Porou Ripoata a Tau 2020

SETTLING INTER-COMPANY DEBT The TRONPnui Group’s use of redeemed tax credits to fund charitable grants from 2012 to 2015, plus a commercial interest rate applied to the principal amounts of the loans, saw the debt owed by the parent to Toitu grow to approximately $20.8m. TRONPnui, Toitu and HoldCo agreed to settle the debt by way of a Promissory Note. This provides for an annual coupon payment (with conditions) of circa $1.1m/annum to Toitu. Toitu accepted the Promissory Note on the basis that it provides a reliable income stream and results in the settlement of the loans as an endowment for Ngati Porou cultural development and other charitable activities.

EOI FOR TOITU NGATI POROU BOARDThe Toitu directors acknowledge the TRONPnui board’s decision to commence an Expressions of Interest (EOI) process to appoint new directors to the Toitu Ngati Porou board. Only one incumbent is available for reappointment and consideration by TRONPnui. The candidates will be interviewed by a selection panel and appointed by the TRONPnui board. The incoming directors will take on their positions against a backdrop of a 5-year plan aligned to our strategic objective and remit for Toitu.

HOUSING PORTFOLIOIn June 2020, Toitu accepted TRONPnui’s request to provide direct oversight of the Housing Committee. This comes into effect in September. We have asked Amos Forrester, given his extensive experience in the housing sector, to be Toitu key representative on the Housing Committee, and to chair the committee.

CARING FOR OUR TAMAITI MOKOPUNA REPORT LAUNCHThe report was launched at Te Tini o Porou on 30 January, alongside a “Mokopuna Day” involving local kohanga and kura. The Childrens’ Commissioner, Judge Andrew Becroft, and staff attended the launch alongside colleagues from local iwi, NGOs and Government agencies, including Oranga Tamariki. The launch attracted strong local and national media coverage, and positive public response from senior spokespeople for Oranga Tamariki. Our report was ready for release in 2019 but a series of Government and independent reviews ensued in response to Oranga Tamariki’s uplift practices. We decided not to risk conflating those matters with our report, which set out the key objective to: Successfully stem the flow of our tamaiti mokopuna into state care within five years.

HIKURANGI DAWN CEREMONY

20-YEAR ANNIVERSARY OF TE TAKAPAU A MAUIThe 2020 New Year was welcomed in by over 200 Ngati Porou and non Ngati Porou who made the early morning trek to assemble at Pakihiroa Station at 3.30am. The Hikurangi Dawn Ceremony provides the opportunity to be immersed in Ngati Poroutanga where Ngati Porou and manuhiri can gain knowledge and enter into the transmission of nga taonga me nga korero tuku iho o Ngati Porou ensuring the continuation of intergenerational and traditional knowledge and histories. It is here among the nine spectacularly carved whakairo created for the 2000 Millennium celebrations, where a karanga, followed by a karakia, haka and waiata welcomed in the New Year. At the conclusion of the ceremony, korero was provided about the whakairo who represent Maui and his whanau, before everyone descended down the maunga to the Pakihiroa Woolshed for a BBQ breakfast.


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NGATI POROU INTER MARAE SPORTS FESTIVAL 2020

PA WARSThe Ngati Porou Inter Marae Sports Festival has been a regular fixture on the Ngati Porou Calendar of events since 1995, and this year was no exception with thousands of whanau members travelling to Ruatoria to take part in the whanau-oriented competition. Te Runanganui o Ngati Porou works in collaboration with a host community to hold the event. This year, the festival was hosted by the Ruatoria Community at Ngata Memorial College, TKKM o Te Waiu o Ngati Porou and Whakarua Park.

The festival more commonly known as Pa Wars attracted representation from 22 Ngati Porou Marae who fielded entrants in the 33 various Pa Wars events.

Alongside the traditional events they could enter such as trivial pursuits, touch rugby, basketball, and line dancing, were those specific to Ruatoria, like horse sports and tennis. Out of all the 33 activities on offer, the titles for the fastest, brainiest and strongest are always highly contested. This year saw a good mix amongst the Marae with prizes and bragging rights shared around.

For the past four years, the event put an emphasis on waste reduction and adopted the waste-free message from Para Kore, a nationwide initiative that works around the country to achieve zero waste.

Although the main kaupapa of the festival is a celebration of tribal kinship within an atmosphere of friendly competition and healthy lifestyle, for many of the Marae participants there’s also an added incentive for attending. Up for grabs are monetary rewards for their Marae, sponsored by the Ngati Porou and local business community, for making the top three placings in each category where a total of $14,550 was distributed out to all the winning Marae. This year Tuatini Marae took out the honours of top Marae followed by returning Marae Hinemaurea ki Mangatuna in second place and Hinemaurea ki Wharekahika Marae in third place.

THE YEAR AHEAD

RANGATIRATANGA • Complete the inaugural Marae Grants Programme • Scope an interim Marae Grants Programme for 20/21

budget• Maintain the Ngati Porou Taurahere Grants Programme

MATAURANGA• Development of a Ngati Porou Matauranga and

Education strategy• Maintain and improve the Ngati Porou education

scholarships and grants programmes• Confirm the scope of the Ngati Porou Histories project

and oversee its implementation• Te Reo o Ngati Porou: Refresh Ngati Porou Reo

investment priorities• Initiate a Ngati Porou “outcomes measurement” pilot

GENERAL • Manage 2020/21 key priorities within agreed budgets

($1.65m in 2021)• Address key capacity needs to deliver on those

priorities• Ensure sound health and safety policies, processes and

practices across all operations• Support TRONPnui with Toitu Ngati Porou board

appointments and handovers to incoming directors• Support TRONPnui with programme of All of Group

outreach to Ngati Porou Rohenga Tipuna and Taurahere.

HEI WHAKAKAPIThank you to CEO Herewini Te Koha, CFO Wayne Panapa, Marae Kaitakawaenga Leeanne Manuel, Board Secretary Albie MacFarlane and staff members Hiria Shaw and Rapaea Parata-Brown. To Wiki Gilvray, Amohaere Houkamau, Amos Forrester and Rei Kohere, thank you. It has been a pleasure to serve Ngati Porou with you and acknowledge our shared membership, together with Tina Porou and Barry Soutar, as the inaugural Toitu Ngati Porou Board. To the incoming Board, nau mai, haere mai ki Toitu Ngati Porou.


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Tena tatau i nga tini mate o te kaenga nei ahakoa i whea mate ai. Kua wehe atu ratau ki tua o te arai. E kui ma, e koro ma, haere, haere, haere atu ra. I start by noting the recent passing of Dr Herewini Ngata and Keri Kaa in August, and Atareta Poananga in April. Herewini was an integral part of our organisation in the early years, as a board member, as well as a GP in our clinics on the coast and in Gisborne for many years. Atareta also served as a Hauora board member. Keri spent the final years of her life at Te Puia Springs hospital where she championed and exemplified our “Aging Well” campaign. All three were strong personalities. We also lost former staff member Emma Mato who worked at Te Puia, and Rakai Hauiti who worked at Uawa. We remember and honour all of them for their service to us and our communities. E nga rangatira, moe mai ra i roto i te rangimarie.Otira ki a tatau nga kanohi ora, kei te wa kaenga, a, kei te motu, tena tatau katoa.

Teepa WawataiCHAIR, NGATI POROU HAUORA


30

COVID-19This foreign invader heralded the arrival of unprecedented times, turned our lives upside down and changed our world, possibly forever. It needs no further introduction or explanation, but its impact is far-reaching and ongoing. It overshadowed our entire year in many different ways, so this report starts with a summary of our Ngati Porou Hauora (NPH) response to its threat to our whanau.

PREPARATIONNPH distinguished itself in its preparedness because it kept ahead of the game. It did this by taking the clear directives of central Government, anticipated the rapidly evolving situation and, using a pragmatic and innovative approach to developing solutions, applied them to our particular set of circumstances and constantly adapted them to get it right. The overall attitude was “anticipate the worst and do whatever you have to in order to be ready".

IMPACTThe preparation, readiness, attitude and commitment of the entire organisation along with the initiative and ownership demonstrated by each community, combined with the wider co-ordinated response by Hauora Tairawhiti, Gisborne District Response and Te Runanganui o Ngati Porou, led to an effective defense with positive impact on staff and community. The NPH testing coverage was the best in the country. NPH carried out 33% of the total COVID-19 testing for the Tairawhiti district. Tairawhiti had New Zealand's highest COVID-19 testing rates for both Maori (40 per 1000) and its general population (42 per 1000).

We are fortunate that Tairawhiti was relatively unaffected by COVID-19 cases, but we were ready and remain vigilant as the country stands together to repel the invasion.

LESSONS LEARNEDThere were many valuable lessons learned and implemented as the second wave breached the country’s borders. Here is a sample of the key lessons gleaned from our experience:

• Being proactive and obtaining extra supplies,

Ngati Porou HauoraNgati Porou Hauora provides health services to Ngati Porou/East Coast communities. It has five board members who were appointed by the Te Runanganui o Ngati Porou board.

ROSE KAHAKI (CEO)

HUTI WATSON

TEEPA WAWATAI (Chair)

RHONDA TIBBLE

DR EMILY NICHOLS

MATT PAVARNO


31

understanding that rural areas are hardest hit with lockdowns and have limited supply options. Fast learning, utilising international knowledge and national guidance, to rapidly develop local training. Our staff are capable, learnt fast and adapted quickly.

• The strength of a small, tightly connected organisation that has close connections with whanau and the ability to be agile, resourceful, work flexibly with other organisations and think outside the square.

• Leadership: Good leadership in an emergency is informed, clear and decisive. It is permission giving, equips people and empowers them to make decisions at the point where they are needed. It is leadership that stays connected, appreciates the stresses, and reassures staff in times of uncertainty.

• Community safety responses (road check point stations) helped staff feel supported and safe, supporting compliance with the lockdown and reducing the risk from unnecessary visitors.

• Infrastructure: The value of visible, functional infrastructure within rural and remote communities providing practical help, service access, as well as hope to people in times of uncertainty is an important aspect of resilience. Self-reliance and resilience are real strengths in the clinical teams and outreach but also in the many practical responses including vegetables grown, fruit collected and local produce shared, having a functioning kitchen and capacity at Te Puia, a maintenance crew, a water supply and people prepared to go the extra mile to meet demand in a crisis.

The complete report can be accessed on the NPH website.

OTHER COVID-19 IMPACTSCOVID-19 radically affected the Government’s priorities for this year’s budget. In September 2019, the Crown invited Ngati Porou to submit a budget bid as part of our Health business case. We submitted a comprehensive bid for significant additional funding, including provision for addressing the pay-parity issue for nurses, anticipating an announcement in April 2020. Unfortunately, COVID-19 and lockdown hit NZ before the end of March and changed everything. Post-COVID-19 economic recovery superseded all other priorities for this year’s budget. There were no technical or content issues with our bid, but officials confirmed that economic recovery for the country compelled a major re-allocation of resources, surpassing all other demands.

COMMUNITY & ENVIRONMENTWe have focussed on working with community groups such as the Mahi Atu Charitable Trust who are building sensory zones at their Makarika site to support whanau who want to spend time with peers, mentors and whanau in a supportive environment. We are also working alongside Nati for Life whanau who have come together to shine a light on the prevention of suicide through the Lean On Me concert. We sponsored the water station for the Maunga to Moana race and supported the Sam Fox Memorial Surfing competition in Waipiro Bay, raising awareness around methamphetamine.

NPH have joined the para kore movement in a bid to reduce waste, through reuse, recycling and composting of materials at Te Puia Hospital. With the help of Bunnings, staff and community participants have developed thriving maara in Kaiti, Te Puia, and at the clinics. There are also plans to plant heritage fruit trees for whanau to enjoy.

INNOVATION AND TECHNOLOGY As part of the new model of care, we continue implementing technology solutions to improve the scope and capability of service options. Our technology partners provide high quality cloud-based products, supporting emerging tools and processes to help deliver optimal care solutions, improved efficiencies, and greater functionality. Wide use of technology includes telehealth, virtual consultations and phone-based apps which will help whanau participate in a range of things like risk assessment of particular conditions, monitor symptoms, record and bring-up critical appointments, track post-op recovery and rehabilitation.

RESEARCHThe NPH research centre – Te Rangawairua o Paratene - is currently engaged in research with multiple research partners. These include Genomics Aotearoa, the University of Otago and the University of Auckland, conducting research projects in fields such as genomics, genetics, metabolic disease and precision medicine. There are currently six research projects underway on health issues that are

PRIMARY CARE01.01.19 – 30.06.20

PHO REGISTERED POPULATIONCoast: 4555Puhi Kaiti: 4586

DEMOGRAPHICSBY AGE

UTILISATION

CLINICAL ANALYSIS

NUMBER OF STAFF: 162 (89 FTE)POPULATION (COAST) ENROLLED WITH NPH 97%

• 9141 total PHO registered population

• 3.8% increase from previous year

• 3% increase from previous year

• Total GP visit: 22,188• Total Nurse visits: 28,405• Highest visits by 45-64yrs

GP/Nurse visits

36%

62%

63%

10% 82%


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directly relevant to Ngati Porou, using Ngati Porou participants and involving Ngati Porou researchers.

FINANCIAL MANAGEMENTFor the fourth year in a row, we have made a net surplus. Our team has acted prudently and applied good stewardship across the entire organisation, and those disciplines have progressed from year to year. It is an important achievement and the annual trend is significant. But inadequate resourcing overall comes at great cost. That cost can be measured in shortened lives and poor life outcomes. Inequitable resourcing leads to inequitable health outcomes. In the meantime, we continue to work with Hauora Tairawhiti to develop more flexible contracting arrangements, but we look with dismay at the escalating annual deficits posted by District Health Boards across the country, including Hauora Tairawhiti.

HEALTH BUSINESS CASE The Health & Disability Review and the WAI 2575 Tribunal Inquiry highlight that inequities for Maori in the health and disability system are caused by systemic racism and unconscious bias. The District Health Boards are the delivery mechanism for that entrenched system. That must change. Our health business case has been submitted to the Crown to be considered for budget 2021-20. We want equity.

PEOPLE In September we marked the retirement of Hemi Harrison, after forty-five years of service as the Team Leader of Properties and Maintenance at Te Puia. He is one of seven people who have served over forty years, exemplars of dedication who truly epitomise faithful service.

In May we welcomed Rhonda Tibble and Dr Emily McNicholas to the board. Their expertise in their chosen career disciplines, combined with a broad range of experience, will be invaluable to the board. They joined Huti Puketapu-Watson, Matt Pavarno, and I to maintain a strong governance team.

Finally, I want to thank all our staff for their commitment and service to our people over this demanding season. We appreciate you and I extend that thanks to your whanau too.

NGATI & HEALTHY01.01.19 – 30.06.20

WHANAU ORAWhanau Enrolled Plans: 86Whanau Contact: 1178

MAMA & PEPIWhanau Supported: 160Hapu Wananga: 4

TE ORANGA HINENGAROWHANAU SUPPORTED310WHANAU CONTACT4113

ACTIVITY

0% 25% 50% 75%

Knowledge

S tandards of living

Health

Participation in community

Other

Whanau Support

54%

25%

68%

10%

5%

Spec

ific N

eeds

Car s

eats

Cots

Brea

stfee

ding

1 00

75

50

25

0

Activity85

70

2710

MENTAL HEALTH & ADDICTIONS01.01.19 – 30.06.20

TE WHARE HAUORA O NGATI POROU01.01.19 – 30.06.20

A&E VISITS

747RADIOLOGY

332

BED OCCUPANCY UTILISED AT

35%

MATERNITYBirths

HOME-BASED SUPPORT SERVICES

Long-TermCare

Respite

Medical

Maternity1%

65.7%

1 5.2%

1 8.2%

PHYSIO

1214

TE PUIA HOSPITAL

23GISBORNE HOSPITAL

18OTHER

10

PALLIATIVE CARE

19


33

Group & AffiliateOrganisational Structure

TRONP Trustee Ltd Shareholder

Ngati Porou Holding

Company LtdBOARD: M Mahuika (Chair), D Puketapu, K Kohere-Soutar,

B Morice, B Mackey, D Moana.KEY PERSONNEL: S Walker (NPHCL CEO), W Panapa (TRONP Group CE/CFO), J Hockey (GM Business

Development), B Johnston (Programme Manager), J

Ata (Administration Officer, Board Secretary)

Pakihiroa Farms LtdBOARD: S Parata (Chair), M Mahuika (NPHCL Rep),

T Pewhairangi, L RickardGM: Hilton Collier

Ngati Porou Forests LtdPFL IS 1/36 OF LANDOWNERS

BOARD: W Dewes (Chair), S Parata, T Wawatai, V Goldsmith, H Swann, T Porou

GM: D Williams

Ngati Porou Miere Ltd Partnership

HOLDCO IS 1/6 PARTNERBOARD: H Puketapu-Watson (Chair),

D Puketapu (NPHCL Rep), C Dewes, M Kennedy, D Goldsmith, R Mato

ADMINISTRATOR: L Lousich

Equities Investments PortfolioINVESTMENT ADVISOR: Cambridge Associates

(Engene Snyman)FUND MANAGERS: Various

Business Development & Direct Investments

Maunga Hikurangi Tourism

100% owner

Miere Hives & Stock

100% owner

Hauiti Berries JV Partnership80% shareholder

Miro Limited Partnership

2.5% shareholder

RIP Global3% shareholder

Ngati Porou Seafoods GroupBOARD: W Dewes (Chair), D Puketapu (NPHCL

Rep), C Insley, I Ruru, H Gibson, B SoutarCOO: Ken Houkamau

Ngati Porou Holding Company LimitedNgati Porou Holding Company Ltd is the economic and wealth generation arm of Te Runanganui o Ngati Porou. Its five board members were appointed by Te Runanganui o Ngati Porou. Ngati Porou Holding Company Ltd looks after Ngati Porou Seafoods Group and Pakihiroa Farms Limited. It also manages the investment and forestry assets on behalf of Te Runanganui o Ngati Porou. SHAYNE

WALKER (CEO)

BOBBI MORICE

KRISTEN KOHERE-SOUTAR

MATANUKU MAHUIKA (Chair)

DEAN MOANA

BAILEY MACKEY

DIANA PUKETAPU


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Although 2019/20 was an incredibly challenging year with HoldCo’s activities hit by a combination of COVID-19 and drought, it was very pleasing to be able to deliver a small profit of $6.5m and growth in total assets to $244.3m. It was also pleasing that HoldCo was able to continue to meet its dividend responsibilities to the Runanganui of $5m, assist in the community response to the lockdown, and keep our people employed.The impacts of COVID-19 are by no means over. 2020/21 is still likely to have it challenges. However, HoldCo is continuing to look at opportunities to invest and grow. In doing so HoldCo is acutely aware of its responsibilities to Ngati Porou and its people. This means looking for opportunities that will not only be profitable, but will also contribute to the betterment of our people, our land and our environment. This is what our plan, Tahuna te Ahi (literally “ignite the fire”), is all about.Consistent with Tahuna te Ahi we have now agreed a strategic approach to managing our forestry activities. To this end HoldCo is currently reviewing its other core businesses. Despite its challenges, 2020-2021 will see some exciting developments. Having now served our maximum term as Directors, Kristen Kohere-Soutar and I will be standing down from the HoldCo board after the hui-a-tau. I want to acknowledge Kristen’s hard work during her time as a director. She has brought enormous passion to the role and I am sure she will continue to be a strong advocate for Ngati Porou and Ngati Porou business.I also wish to acknowledge Herewini Te Koha, who has acted as CEO for HoldCo through most of the period it has been in existence. Herewini performed this role alongside being the CEO of the Runanganui. This placed an enormous burden on him and, despite the difficulty created by having to balance the two roles, he did a great job in guiding HoldCo through that initial period.

At the same time as we said farewell to Herewini we welcomed Shayne Walker as the first dedicated CEO for HoldCo. Shayne has hit the ground running and we look forward to the contribution Shayne will make to HoldCo in the coming years.We acknowledge and farewell the board of Ngati Porou Seafoods, Whaimutu Dewes, Chris Insley, Barry Soutar, Charlotte Gibson, Ian Ruru and Diana Puketapu. As part of its review of operations HoldCo has begun a process of disestablishing stand-alone boards of its wholly owned businesses with the intention that these businesses will in effect become HoldCo business. The company will continue to operate, but management will report to the HoldCo CEO and it will be governed by HoldCo directors.The fishing industry is incredibly challenging and the Ngati Porou Seafoods directors and management have been working hard to ensure that the fishing business remains profitable and that Ngati Porou remains influential in this important sector. Mark Ngata, who recently left to join MoanaNZ, and Whaimutu, in particular, have given more than 20 years of service to Ngati Porou in the governance and management of our fisheries activities. We express our gratitude for this service, and the service of the other departing Ngati Porou Seafoods directors.Lastly, our business development has seen continued growth and job creation through our Hauiti Berries joint venture with Hauiti Incorporation and the establishment of our bee keeping operations. We were successful in a Provincial Growth Fund loan to assist in the building of a honey extraction facility to retain honey value on the coast. Within a very challenging year, I thank my fellow directors for their diligence and dedication to Ngati Porou.Matanuku MahuikaCHAIR, NGATI POROU HOLDING COMPANY LTD


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FARMING

Pakihiroa FarmsPakihiroa Farms Limited began the farming year strongly with good early season pasture growth, better than expected production and strong stock prices. However, the emergence of COVID-19 and then a severe period of drought created very difficult trading conditions for the farms.

In recent years China has become a major buyer of New Zealand meats, both lamb and beef. China buys almost half our meat exports. Red meat sales to China stalled as that country started to lock down cities affected by COVID-19. Significantly, many of the cities through which red meat entered China were affected, virtually stopping meat imports by China.

Domestically the direct impacts of COVID-19 were to restrict farm access to farm staff and essential workers only, sale yard activities were suspended and there were significant delays getting stock slaughtered by meat companies.

As countries responded to COVID-19, our weather conditions were becoming drier and hotter. A significant drought event developed in late spring. These very dry and hot conditions were felt across the whole of New Zealand. These extreme, dry weather conditions caused the farms to lose production, possibly to a greater extent than COVID-19.

Lamb-finishing crops produced lower feed yields than expected. This meant fewer stock finished for slaughter. As we better understood the implications of COVID-19 on our farming operation, we made the decision to bring greater certainty to operations by not replacing trade lambs as they were finished,

diverting all available feed to protect breeding ewes and cows and to take grazing where available.

As a result of these decisions, total production for the year was 370 tonne of meat, 120 tonne less than the budgeted 491 tonne. We also closed the year with fewer trade hoggets and cattle out grazing. The impact of these decisions will be carried into the 2021 trading year.

TALENT PATHWAYSDuring the year, the company decided to increase our support for future generations of Ngati Porou farmers and agribusiness people. In partnership with Toitu, we are pleased to have created 3 scholarship funds. The scholarships are named in memory of Dr Apirana Mahuika, Dr Koro Dewes and our first manager, Scarlett Poi. The scholarships are to support those wanting to be farm managers, undertaking agribusiness related tertiary study and graduates during their early career development.

ENVIRONMENTThe company is actively supporting hapu undertaking various taiao initiatives such as the Whakaoratia te Mana o te Waiapu project. This work is aligned to our obligation to future generations.

NGATI POROU LAND BASED SECTORSWe are actively supporting the Ngati Porou Ahuwhenua Discussion Group - a collective of our land blocks who come together to share knowledge and discuss matters of mutual interest to all of us. The efforts of Moana Puha who facilitates this group need to be acknowledged.

HILTON COLLIERManager

2019 ALL BLACKS SQUAD ON MAUNGA HIKURANGI


36

FORESTRY

Ngati Porou Forests LtdAs Ernslaw harvests its trees and surrenders the underlying land in accordance with its Crown forestry licence, HoldCo has been continuing to replant, resulting in 4,069ha of trees planted in the Ruatoria and Tokomaru forests. Ernslaw have 19,000ha of land and 12,400ha of trees remaining and we have confirmed a forestry strategy to ensure that we make the best environmental, cultural and commercial decisions in managing the whenua as it is returned.

The forest industry has been challenging over the past 12 months. The log market has been extremely volatile, and this has been compounded by COVID-19 causing massive disruption to the industry.

We are fortunate to have Ngati Porou Forest Limited (NPFL) as our operations contractor. NPFL started a 6th logging crew, in May, in Awatere Forest. This is the first time NPFL has had six logging crews working. This means another 12 direct jobs and 12 households receiving income because of forestry. NPFL now have more than 80 people working in the forests they manage and the HoldCo planting programme this winter has had 15 planters working. There will be further jobs available in the coming year when we begin silviculture on the trees HoldCo has planted in the returned parts of the forests.

All workers continued employment during lockdown by assisting in the Waiapu restoration project and also provided many loads of firewood.

Searching for a joint venture partner for our forests has been accelerated this year. NPFL have negotiated a funding agreement with Te Uru Rakau to accelerate the partner search and provide HoldCo, other NPFL landowners and other NP landowners with the best land use options for their whenua. The project is called the Ngati Porou Afforestation Project. It will combine the best science, land use technology and cultural/social views to help make the best land use decisions.

DANIEL WILLIAMS Manager


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FISHING

Ngati Porou Seafoods GroupIt was an extremely challenging year for the Seafoods Group, recording a year-end result before interest and tax of $629K, 36% down on plan. This was largely due to the impacts of COVID-19. Uncaught fish, closures and disruptions to domestic and international markets, stoppage of key accounts like Air NZ, reduced annual catch entitlement pricing, supply chain disruptions and delays all contributed to the unfavourable result.

Whilst the challenges were apparent, the business was able to maintain all 27 full time employees on full pay during the year whilst remaining profitable. A special mention goes out to all our employees who continued to work throughout lockdown. The processing and retail staff almost tripled normal production throughput during lockdown and the rest adjusted to working from home and kept everything running smoothly. The team also assisted significantly with the community efforts delivering kai around the district; utilising our chillers, forklifts, trucks, and premises to do so. A fantastic effort by all.

Another highlight was the success of the Ahia branded products at the Outstanding Food Producer Awards. Ahia was an underdog to the smoked salmon giants, but the Ngati Porou products took a fair share of the accolades winning a total of five medals. These medals included a prestigious gold medal for the Ngati Porou Manuka Honey smoked Kahawai, which was judged the most outstanding product from the sea. The awards follow a year that saw the team evolve the original range of smoked fillets, introducing two m

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