TE RUNANGANUI O NGATI POROU Te Ripoata o te Tau 2016 Te Pakaritanga o Te Whanau

“The strength base of whanau,” is the kaupapa underpinning this year’s annual report. Whanau play an integral role in who we are as an Iwi – they are the foundation upon which our well-being, wealth and future development is based. Whanau also provide the source of our identity, culture and heritage as Ngati Porou.

The theme of this report has been incorporated into the Inside the wharenui, the traditional hierarchy of art elements design through the reproduction of artworks specifically has been turned on its head. Women and children (who are commissioned for Te Tini o Porou Whanau and Youth Centre. un-named) occupy the highest level of significance within the Opened in August 2015, the centre services the many Ngati whakairo. Men have been symbolised in the tukutuku panels Porou whanau who live within the Gisborne community. which generally represents a secondary level of significance.

Respected Tohunga Whakairo and Maori artist, Cliff Whiting, Emphasis has been placed on the women and children was approached to create the art works, which take the to express the idea that whanau are the most important form of digitally printed glass panels seen throughout the element for the reunification and revival of the Iwi. By centre’s buildings. Each panel is unique, and predominantly focusing on the development of the whanau, primarily inspired by the whakairo inside the wharenui, Porourangi, at through wahine and tamariki, Ngati Porou would recover Waiomatatini marae. from the devastating events it had recently experienced, and transform its society into a thriving and innovative culture. Cliff has had a long relationship with Porourangi. In the late 1980s he was responsible for leading the restoration The themes of regeneration, unity and building the future of the wharenui in preparation for the marae’s centenary that was started in Porourangi, continues with the kaupapa celebrations. Cliff first became involved with the marae behind Te Tini o Porou and the Te Runanganui o Ngati Porou decades earlier while working on a marae photographic Group – supporting whanau development to achieve the project with Ngati Porou Tohunga Whakairo, Pine Taiapa. collective aspirations of the Iwi. Through their collaboration, Cliff began to learn the remarkable story behind Porourangi’s construction.

When Porourangi was being built, Ngati Porou was experiencing the aftermath of major inter-hapu warfare and societal upheaval. The major leaders of the day, who among them included Ropata Wahawaha and Mokena Kohere, believed that a new way of thinking was required for nga hapu o Ngati Porou to move forward to help achieve the reunification and revival of the Iwi. So it was decided that Porourangi’s design would communicate and represent these ideas, which included challenging the status quo and revolutionary transformation. NGA TAINA ME NGA TUAKANA Nga Rarangi Korero Na Kuini Moehau Reedy Contents

Kua whakapumautia te aroha 1 | Nga Kaitiaki o Te Runanganui o Ngati Porou Kua papa kohaitia te ngahere Te Runanganui o Ngati Porou Elected Representatives Tau ana ko te rangimarie 3 | Mana Whakahaere Tau ana te mahana te nohotahitanga e Organisational Structure A nga taina me nga tuakana 4 | Te Kaupapa Rautaki Strategic Plan Tini nga hua maha nga huarahi 5 | Te Whakatoputanga o Nga Piuta Na noa e whakaata mai nei Group Performance at a Glance Pua ana nga mau o te ngahere 7 | Nga Korero a te Tiamana Tau ana te mahana, te nohotahitanga e Chairman’s Report A nga taina me nga tuakana 9 | Te Ripoata a te Kaihautu Chief Executive’s Report Ano te rite ki te ngahere 11 | Whanau Oranga Mahanahana ana 15 | Toitu Ngati Porou Ano kua papakohaitia ra 19 | Ngati Porou Hauora Mahanahana ana 23 | Ngati Porou Holding Company Tipu matoro 29 | Ngati Porou Seafoods Group Tipu matoro ki te ao 31 | Pakihiroa Farms 33 | Whairawa Financial Statements Potikirua Wharekahika 1 Nga Kaitiaki o Te Runanganui o Ngati Porou 2

Te Araroa Te Runanganui o Ngati Porou Elected Representatives 3 4 5 6

Rohenga Representatives Marae Wharenui 7 Whangaokeno Potikirua ki Rei Kohere Ani Pahuru-Huriwai 1. Potaka Te Pae o nga Pakanga Island 2. Hinemaurea Tuwhakairiora 8 Whangaokena Te Whanau a Tarahauiti, Te Whanau-a- 1 Te Whanau a Hunaara, Tuwhakairiora, Te Aotaki, 3. Punaruku Te Pikitanga o Kauwhakatuakina 15 14 Te Whanau a Hinerupe, Te Aopare, Hinerupe. 4. Paerauta (Tutua) Tamakoro 13 9 Ngutu Awa Te Whanau a Rerewa. 5. Hinerupe Hinerupe 10 12 11 6. Matahi o te Tau Matahi o te Tau Tikitiki 16 7. Awatere Te Aotaihi 17 8. Te Kahika (Hurae) Hurae 18 20 19 Whangaokena ki Patrick Tangaere Matanuku Mahuika 9. Putaanga Putaanga Ngai Tane. Rakaimataura, Hinerupe 10. Kaiwaka Te Kapenga 27 21 Waiapu 25 2 (Ki Waiapu). 11. Rahui Rongomaianiwaniwa 26 24 12. Taumata o Tapuhi Te Aokairau Ruatoria 13. Hinepare Tairawhiti 28 22 30 14. Ohinewaiapu Ohinewaiapu 23 15. Karuai Te Rehu o Karuai Hikurangi 29 33 31 32 40 Pohautea ki Lilian Tangaere Baldwin Heni Tawhiwhirangi 16. Tikapa Pokai 39 17. Te Horo Rakaitemania Te Onepoto Ngati Horowai, Te Aitanga Whanau a Rahuiokehu, 38 3 a Mate, Ngai Tane, Mahaki, Karuai, Hinerupe. 18. Waiomatatini Porourangi Te Whanau a Umuariki. 19. Kakariki Rakaihoea Te Puia 20. Tinatoka Tinatoka

34 35 Te Onepoto ki Mei Reedy-Taare Tui Warmenhoven 21. Reporua Tu Auau Tokomaru Bay Te Aitanga a Mate, Ngati Rangi, Whanau a 22. Umuariki Umuariki 36 Rahuimanuka 23. Ruataupare Ruataupare 4 Te Whanau a Rakairoa. Umuariki, Ngati Uepohatu, 37 Ngati Horowai, Whanau 24. Mangahanea Hinetapora a Karuai, Te Whanau a 25. Uepohatu Uepohatu 26. Rauru (Taumata o Mihi) Rauru Nui a Toi Ruataupare, Te Whanau a 41 Te Aotawarirangi, 27. Te Heapera (Mangarua) Te Heapera Te Whanau a Apanui.

Rahuimanuka ki Selwyn Parata Te Rau Kupenga 28. Kariaka Ngati Porou 29. Hiruharama Kapohanga a Rangi Mataahu Te Aitanga a Mate, Te Aowera, Te Aitanga 5 Te Aowera, Te Whanau a a Mate. 30. Te Aowera Te Poho o Te Aowera Rakairoa, Ngati Horowai, 31. Whareponga Te Poho o Materoa 43 42 Whanau a Ruataupare, 32. Rongohaere (Pahou) Rongohaere 44 33. Rongoitekai (Penu) Rongo i te kai 46 Ngati Uepohatu. Tolaga Bay

45 Mataahu ki Koroumatai Kody Na Raihania 34. Te Ariuru Te Poho o Te Aotawarirangi Pewhairangi 35. Waiparapara Te Poho o Te Tikanga Kokoronui Te Whanau a Ruataupare, 6 Te Whanau a Ruataupare, Te Whanau a 36. Pakirikiri Te Hono ki Rarotonga Te Whanau a Iritekura, Te Aotawarirangi 37. Tuatini Huiwhenua Ngati Ira, Te Whanau a 38. Iritekura Iritekura Apanui. 39. Taharora Mihi-Koinga 40. Te Kiekie Hau 47 Maui Tangohau Kelly Blackman 41. Anaura Hinetamatea Kokoronui ki Whangara 42. Hinemaurea ki Mangatuna Hinemaurea Te Toka a Taiau Nga hapu o Hauiti. Te Whanau a 7 Te Rangipureora, 43. Okuri Okuri Ngati Kuranui, Ngati Ira. 44. Puketawai Te Amowhiu 45. Hauiti Ruakapanga 46. Te Poho o Rawheoro Hapu Ngati Patuwhare 47. Whangara Waho te Rangi me Whitireia Te Toka a 48. Te Poho o Rawiri Te Poho o Rawiri Taiau

48 Gisborne

1 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 2 Te Runanganui o Ngati Porou Trustee Limited Mana Whakahaere Te Runanganui o Ngati Porou Trustee Limited Te Kaupapa Ratutaki represents the collective interests of Ngati Porou Organisational Structure iwi members, and is made up of 14 directors. Strategic Plan The board exercises 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 A TATAU KAUPAPA Ngati Porou o Ngati Porou. Our Vision Ngati Porou Holding Company Limited Te Whakapumau i te Mana Motuhake o Ngati Porou Holding Company Ltd is the Ngati Porou mo nga Uri Whakatipu. Te Runanganui o Ngati Porou Trustee Limited economic and wealth generation arm of Te Runanganui o Ngati Porou. Its five board Our Mission members were appointed by Te Runanganui o Ngati Porou. Ngati Porou Holding Company Ltd Mahi ngatahi kia tu pakari ai a Ngati looks after Ngati Porou Seafoods Group and Porou. Pakihiroa Farms Limited. It also manages the investment and forestry assets on behalf of Te Runanganui o Ngati Porou. Te Kaupapa Rautaki provides the strategic Toitu Ngati Porou Charitable Trust direction of Te Runanganui o Ngati Porou. Toitu Ngati Porou is the cultural and wealth distribution arm of Te Runanganui o Ngati Porou. The Strategic Plan is structured around the It has seven board members who were appointed concept of a Wharenui, with the foundation by the Te Runanganui o Ngati Porou board. provided by Te Reo o Ngati Porou me ona tikanga. The Wharenui is held up by five Ngati Porou Hauora Charitable Trust Pou representing the key strategic goals Ngati Porou Hauora provides health services to Ngati Porou/East Coast communities. of the organisation – Rangatira, Whanau, It has five board members who were appointed Matauranga, Kaitiaki and Whairawa. by the Te Runanganui o Ngati Porou board.

Ngati Porou Seafoods Group and Left to right: Kelly Blackman, Heni Tawhiwhirangi, Maui Tangohau, Mei Taare, Matanuku Mahuika, Kody Pewhairangi, Rei Kohere (Deputy Chair), Selwyn Parata (Chairman), Tui Warmenhoven, Patrick Tangaere, Ani Pahuru-Huriwai, Te Rau Kupenga, Lilian Tangaere-Baldwin Pakihiroa Farms Limited and Na Raihania. Ngati Porou Seafoods Group and Pakihiroa Farms Limited are commercial subsidiaries of Ngati Porou Holding Company Ltd. They are each governed by their own boards who are elected by Ngati Porou Holding Company Ltd. A Tatau Pou Our Goals Toitu Ngati Porou Te Runanganui o Ngati Porou Group Charitable Trust Corporate Services Te Runanganui o Ngati Porou Group Ngati Porou Holding Corporate Services Te Runanganui o Ngati Porou Group Corporate Company Ltd Services provides operational support to Te Ngati Porou Hauora Runanganui o Ngati Porou and its subsidiaries. Charitable Trust Ngati Porou Pakihiroa Seafoods Group Farms Ltd Whanau Oranga and Matauranga Whanau Oranga and Matauranga deliver Whanau Oranga Matauranga social service and education services to Ngati Porou/East Coast communities on behalf of Rangatira Matauranga Kaitiaki Te Runanganui o Ngati Porou. Whanau Whairawa

Te Reo o Ngati Porou me ona tikanga

3 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 4 Te Whakatoputanga o Nga Piuta Group Performance at a Glance

Group financial performance Group financial position Summarised statement of financial position

BREAKDOWN OF NON-CURRENT ASSETS Group revenues of Group total assets of 2016 2015 2014 2013 NZ$’000 NZ$’000 NZ$’000 NZ$’000 $30.9 million $223.5 million Current assets 14,256 27,631 61,658 127,033 Carbon credits (down from $42.4 million in 2015) (down from $224.0 million in 2015) Non-current assets 209,201 196,362 144,413 70,443 $7 million Total assets 223,457 223,993 206,071 197,476 Farming Other Surplus from commercial activities of Group equity of $11 million Current liabilities 5,565 12,062 7,646 4,952 $10,000 $6.5 million $201.3 million Non-current 16,599 11,079 9,885 7,726 Forestry (down from $18.3 million in 2015) (up from $200.9 million in 2015) liabilities $16 million Total liabilities 22,164 23,141 17,531 12,678 Group earnings before interest and tax (EBIT) of Group equity to total assets (ownership %) Net assets 201,293 200,852 188,540 184,798 Property $1.4 million 90.1% Total equity 201,293 200,852 188,540 184,798 $16 million (down from $13.3 million in 2015) (up from 89.7% in 2015) TERM DEBT, TOTAL ASSETS AND EQUITY 2013–2016 Group net profit of $million Fisheries Term Debt Total Assets Equity $0.5 million $38 million (down from $12.3 million in 2015) 250

200

150 Financial assets 100 $122 million

Summarised statement of financial performance 50

2016 2015 2014 2013 GROUP REVENUE, EXPENDITURE AND PROFITS 2013–2016 2013 2014 2015 2016 NZ$’000 NZ$’000 NZ$’000 NZ$’000 $million Revenue 30,970 42,391 29,455 30,622 Expenses (excl 29,561 29,132 24,523 25,313 Revenue Expenditure Profits interest) Group distributions Group distributions of: EBIT 1,409 13,259 4,932 5,309 50 Taurahere grants Interest 1,061 983 698 496 Other grants & investments $20,000 $1.0 million Net profit before tax 348 12,276 4,234 4,813 40 $96,000 (down from $1.6 million in 2015) Tax -93 -36 494 2,606 Marae wifi Net profit 441 12,312 3,741 2,207 30 $27,000 Net profits derived Ngati Porou Rugby from: 20 $27,000 Commercial 6,443 18,346 8,629 7,771 activities Radio Ngati Porou 10 Tribal, cultural, -6,095 -6,070 -4,394 -2,958 health $48,000 Tax 93 36 -494 -2,606 Marae grants Ngati Porou events Net profit 441 12,312 3,741 2,207 2013 2014 2015 2016 $0.7 million $62,000

5 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 6 Nga tamariki o te Puna Reo o Nga Korero a te Tiamana Raparapaririki. Chairman’s Report

Tena tatau nga uri o nga whanau o nga In reflecting on the past year, the old the Ngati Porou Holding Company Ltd hapu o Ngati Porou mai i Te toka a Taiau adage “there is a time for everything” contributed to the Ngati Porou Miere ki Potikirua, otira tatau he Iwi moke he comes to mind. This year was a time of Collective. whanoke no Waiapu no Whangaokena no new beginnings including the formation There are many other social and Hikurangi. of a new board and the departure of economic initiatives that we have led in Huia mai nga mate o te ra o te wa, kia some of our inaugural trustees. I want the past year that are already contributing tanghia kia mihi, ki aku poupou kia Uncle to firstly welcome the new trustees to tangible improvements in the quality of Noel Raihania te morehu koroua o Ngati and secondly, acknowledge the efforts the lives and interactions that our people Porou, te morehu o te rua tekau ma waru, kia and commitment of those trustees are having with third parties, including: Mihara Ngata, kia Ngoingoi Materoa Smith who exited after the last elections. The • Awhi Whanau, the Children, Young me Mereheni Waitoa nga morehu kuia o te inaugural trustees helped us navigate Persons & Family initiative that is one of the major employers within like to thank the Chair and board of faced over the past four years is achieving a ao tahito, taku papa Whairiri Ngata otira our way through the first four years we are trialling with the local CYFs our rohe. The combined pay packets of Toitu NP, our Marae Kaitakawaenga and balance between our aspirations for Ngati koutou kua ngaro i te tirohanga kanohi, of an unchartered post-settlement office, which even at this early stage is our workforce and the earnings from Runanganui staff for their relentless Porou and the reality of annual revenue haere haere okioki atu i te po, noho pumau journey. Acknowledgement also goes resulting in significant reductions in the the sale of our produce, is growing the pursuit of resources and products that streams. I appreciate the focus and work mai i nga ringa atawhai a to tatau Ariki. to our new Chief Executive, Herewini intervention of the State in the lives of Ngati Porou contribution to the region’s help and support the tireless, and often of our Audit, Risk & Finance Committee, E te iwi e te wiwi koutou nga whanau Te Koha, who joined us in October Ngati Porou tamariki and their whanau. GDP and prosperity. When considering thankless, efforts of the many whanau chaired by Kylie Potae. They have provided e pupuri te ha o te Ngati Porou e parani 2015. Herewini brought with him an • The strategic leadership provided by the next economic horizons we need to that maintain and care for our marae. The our board and management with increased nei i o tatau rae kia ora rawa atu koutou, impressive mix of skills and experience, our fishing, farming, forestry and miere look at how we leverage our collective Ngati Porou Reo Strategy provides a good clarity about the Runanganui’s revenue ma o tatau mahi ka kitea e te ao e nga uri complemented by the calm, considered, industry leaders in the preparation asset base to invest more in our local roadmap for us to consider what each and and expenditure flows, and therein greater whakatupu. problem-solving approach that he applies of the Tairawhiti Regional Economic economy, nurture and grow Ngati Porou every one of us can do to improve our own certainty about what we have to do to live to a multitude of tasks, issues and Development Plan. entrepreneurship, improve the alignment reo competency, increase the use of reo within our means. challenges. With every new board there • Ongoing leadership in the WaiMaori of tertiary education and training with in our homes, on our marae and in our Finally, I encourage you all to inform is a time of adjustment, reconciliation Rights and Interests negotiations and industry workforce requirements and communities. The health and wellbeing of yourselves about the review of the and recalibration of priorities and policy development. attract more investment to give local our reo rests in our own hands. Runanganui, Ngati Porou Holding interests. I am grateful that our CE businesses the confidence to employ more Toitu NP also provides governance Company Ltd and Toitu Ngati Porou provided guidance to the board and took TIME FOR HARVESTING people. oversight to our Whanau Oranga manager Trust Deeds and Constitutions, and direction from the board as and when it Our balance sheet shows that in the past On the national front the Runanganui and her staff. The energy, dedication and participate in the consultation hui that will was required. It is this understanding of four years the Runanganui has grown its has been working in close collaboration innovation that Anne Huriwai and her be conducted with Ngati Porou at home the delineation between governance and net assets by $41.0 million, from $160.0 with Ngati Porou Seafoods and Te Ohu team have demonstrated in the re-design and across the country over the next 12 management that gives me confidence million in 2012 to $201.0 million this Kaimoana to protect the value of our of quality services to whanau has been months. that our organisation is in safe and year. This is commendable in a global Treaty of Waitangi fisheries settlement inspiring and I applaud the work that they capable hands. financial environment that is still in assets. This stewardship role also applies are doing. Me mihi ka tika ki nga kaitiaki o to tatau recovery mode and facing increasing to the work that I lead in Climate Change Te Runanganui o Ngati Porou, i a Toitu TIME FOR NEW BEGINNINGS geo-political uncertainty. This volatility as chair of the Iwi Leaders Group on TIME TO THINK ABOUT Ngati Porou, i a Ngati Porou Holding The Runanganui invested in a number of was evident this year with a $9.7 million Climate Change. THE FUTURE Company Ltd me ona piringa a Pakihiroa a new initiatives this year, including the: reduction in revenue from the previous One of the major challenges facing Ngati Ngati Porou Seafoods a Ngati Porou Miere, • Ground-breaking Waiapu Catchment financial year, across the whole Ngati TIME FOR WHANAU Porou is the sustainability of quality i a Ngati Porou Hauora hoki. Joint Management Agreement (JMA) Porou Holding Company Group. To Toitu Ngati Porou continues to advance health services on the Coast. I wish to Ki nga whanaunga hoa nga kai takatu with the Gisborne District Council, Matanuku Mahuika and his board, I our cultural development agenda, acknowledge the efforts of our Hauora e mahi ana i nga mahi mo te iwi kia ora negotiated by the Ngati Porou express my appreciation and that of the particularly the Ngati Porou Reo Strategy, Board and implore us all, to recognise rawaatu koutou. WaiMaori working party. Runanganui board for your endeavours Implementation and Investment Plans, that models of healthcare and service Kia koutou Ngati Porou ma te Atua • Innovative local leadership and social this year and your solid performance over the Ngati Porou Outcomes Measurement provision are rapidly changing. We need koutou e manaaki e tiaki i nga wa katoa. solutions approach taken by Manaaki the past four years. Framework Project and a comprehensive to start thinking outside of the square Na tenei o koutou. Tairawhiti, which we led through our The Runanganui with its current support and development programme when determining what the next fifty timely engagement with Hon Anne workforce, including Ngati Porou Hauora, for our Marae. It is pleasing to see the years of healthcare provision in Ngati Selwyn Tanetoa Parata Tolley, Minister of Social Development. employs 300 people with the majority, uptake of Marae grants, Nati Wifi and Porou will look like. Tiamana • Support and seeding investment that of Ngati Porou descent. The Runanganui the Nati Insurance programme. I would One of the challenges that we have Te Runanganui o Ngati Porou

7 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 8 The Waiapu Catchment Joint Te Ripoata a te Kaihautu Management Agreement, Nga Chief Executive’s Report Whakahaere Takirua Conservation strategy and Nga Hapu o Ngati Porou Foreshore & Seabed Deed of Agreement were A month after I started as chief executive FINANCIAL SURPLUS IN A been well received by marae. some of the major the 2015 election results brought eight CHALLENGING YEAR Toitu Ngati Porou also finalised the environmental new trustees onto the fourteen-member TRONPnui’s commercial subsidiary, long-term revitalisation strategy for te kaupapa TRONPnui board of Te Runanganui o Ngati Porou Ngati Porou Holding Company Ltd reo ake o Ngati Porou, as well as an initial had on the agenda (TRONPnui). The new board’s first (NPHCL), managed the Group’s plan of action. However implementation this year. meeting was held in December and, from commercial assets through a very testing has been hampered by a shortage of that, it set about the task of confirming year. At the end of 2015 global markets operational capacity in TRONPnui. its main focus and priorities for its four- were affected by a down-turn in the Management will ensure that, by the year term. Chinese economy and, in June, the UK start of 2017, the strategy is up and The new board’s main focus was ‘Brexit’ sent share markets tumbling. running and that the opportunities this very clear. It wanted to create, and ‘Brexit’ wiped out around $4m in presents are promoted to our marae, grow, annual financial surpluses from our Group earnings but those earnings hapu and taurahere. TRONPnui’s operation to apply to Ngati were largely recovered when markets Toitu Ngati Porou has continued to While coping with its own significant Government to make the scheme easier negotiations and changes to the 2008 Porou development. To do so it set the rebounded in July. Without the rebound develop a tool to measure Ngati Porou financial stresses, Ngati Porou Hauora for the less economic land blocks to come Deed. This work, alongside the hapu clear expectation that, within two years, a $0.4m profit was still achieved while experience against a range of social, continued to provide GP services and into. By our estimate there is at least cluster discussions on their proposed TRONPnui would be living within its the Group’s net assets grew by $1m. The economic and cultural indicators. The tool other primary health care to over 9,000 another 5,000 ha of high erosion-prone takutai management arrangements, has annual income rather than running Year End result was helped by the greater will enable TRONPnui to gather evidence residents on the East Coast and in lands in Ngati Porou ownership that would continued into the current year. It is deficits. emphasis NPHCL’s own subsidiaries gave on how government programmes, as well Gisborne. Decent and accessible health benefit from the scheme. We are hopeful expected that all outstanding matters will Making immediate inroads has been to containing costs, lifting profitability as our own investments, are performing services are vital to our whanau and, that changes to the funding criteria will be completed in order that the hapu hold challenging given the breadth and and exploring new markets. against those indicators. This will create especially, those living in remote areas. enable that to happen. their ratification hui in January 2017. size of operation that TRONPnui has Ngati Porou Holding Company Ltd a strong basis for our future decision- Since 2012 TRONPnui has helped to TRONPnui and GDC have also A successful ratification will conclude become. When the new Board took office also continued to support economic making and investments as well as alleviate the Hauora’s budget pressures met during the year to progress a major outstanding Treaty matter TRONPnui’s operating deficit for the year growth opportunities for Ngati Porou our dialogue with the Crown on local by providing loans and other financial implementation of the Waiapu Catchment between Ngati Porou hapu and the Crown stood at $700,000 and was forecast to landowners and the rohe. This included priorities. relief totalling in excess of $6m. Joint Management Agreement. However, and set a strong platform for hapu-led reach $1m by the end of June. Over the support for the Ngati Porou Miere However, if TRONPnui is to eliminate much of our capacity has been tied up fisheries and environmental planning and following seven months the board and Limited Partnership, the only manuka SERVICES TO OUR WHANAU AND its own deficits it may not be able to in the GDC’s hearing and submissions decision-making. management kept its deficit in check and, honey enterprise that is led by Ngati COMMUNITIES provide that level of funding support to process on its proposed regional by 30 June, had clawed it back by ten Porou landowners for Ngati Porou This year our social services arms, the Hauora in future years. TRONPnui Freshwater Management Plan. We hope GOING FORWARD percent. The parent and subsidiary boards landowners, and the formation of a Whanau Oranga, delivered more than has therefore started discussions with to have good provisions for hapu, and In closing I am pleased to have helped led by example by reducing costs and relationship with Sumitomo, a major twenty different programmes and the Minister of Health, the Ministry and their tikanga, included in the freshwater the new Board to meet its broad volunteering many extra hours to keep international company, to buy Ngati services to people and whanau within the district health board to find a long- management plan. If successful this will, responsibilities to Ngati Porou while important projects moving forward. Porou logs. our communities. The services on offer term solution. We will provide updates in turn, flow through into catchment plan also paying attention to the financial TRONPnui’s stronger budget discipline The dual focus on growing the returns were accessed by 3,800 people, including and opportunities for consultation requirements for the Waiapu and all the bottom line. To that end I would also has continued into the current year while from the NPHCL businesses, while also 1,550 that received intensive support. I with local communities as this work other catchments within our rohe. like to acknowledge and thank my the intention for 2017/18 is to eliminate brokering new venture opportunities for do want to acknowledge our teams’ work progresses. TRONPnui’s conservation committee senior management team, the NPHCL future deficits altogether. We will need Ngati Porou landowners and enterprises, with Child Youth & Family (CYFs) and also advanced its work with the executive and TRONPnui Group staff to do a range of things to achieve this. will be an ongoing feature of NPHCL’s with Police this year. This work resulted ENVIRONMENTAL RESOURCE Department of Conservation to develop for their effort and commitment to First, our priorities for spending will be commercial strategy. in over 130 Ngati Porou children and MANAGEMENT Nga Whakahaere Takirua, a management our organisation. The performance and reduced and sharpened. We will focus on their families being taken off CYFs’ On the environmental resource strategy for the conservation lands within financial efficiencies we strive for as a what matters most. Alongside that we CULTURAL INVESTMENT books, and over 200 low-level offences management front the East Coast the Ngati Porou rohe. This work included group will enable TRONPnui to make will find efficiencies across all parts of Toitu Ngati Porou completed the third being managed and resolved by an iwi Erosion Control project continued three hapu and community wananga greater investment in what matters most: our operation and make savings. Third, year of TRONPnui’s marae development justice panel of kaumatua, and our staff, to recruit Ngati Porou landowners, late last year as well as a process to give Ngati Porou whanau and their well-being we will need a clear and manageable plan programme, paying out $0.7m in marae rather than by prosecution in the district and close to 2,000 ha of our most written feedback. A draft strategy is as Ngati Porou. to reduce our bank debt as well as loans grants and approving a further $0.2m. court. Our social services staff can take erosion-prone lands, into the scheme. intended to be available for hapu and within the TRONPnui Group. Toitu Ngati Porou also oversaw the pride in the work they are doing to help Applications to the scheme will close in public consultation in early 2017. Herewini Te Koha continued roll out of the marae insurance thousands of local people each year to 2019 so TRONPnui and the Gisborne TRONPnui also assisted the Foreshore Chief Executive scheme and marae wi-fi which have both change their lives for the better. District Council (GDC) have asked the and Seabed Committee to oversee the Te Runanganui o Ngati Porou

9 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 10 The welfare and wellbeing Whanau Oranga of Ngati Porou whanau, hapu and communities is the Whanau Oranga kaimahi, Trish Hina, central focus of with tamariki from Te Kura Reo Rua o Whanau Oranga. Waikirikiri. Whanau Oranga Report Summary this approach, only 4 out of the 69 whanau Awhi Whanau early intervention we engaged with were referred back to programme prevented 65 out of 69 Child Youth & Family. whanau from entering the State Care Although this is a low number, this is parcels, clothing and financial assistance; contracts, which favours an individualistic system (Child Youth & Family). Over still not ideal, as we ultimately aspire to support for those having to make court approach, rather than looking at a six month period Whanau Oranga prevent and eliminate all our mokopuna appearances; and support for whanau supporting the whanau unit as a whole. kaimahi supported and advocated from entering the State Care system. involved with Child Youth & Family. To achieve this, we are negotiating on behalf of 134 mokopuna in total To help achieve this goal, in addition Despite the circumstances, positive across the range of government agencies through this process. to changing our approach to improving outcomes have come as a result of Huarahi we work with to change our reporting the welfare of our whanau, we are also Pai. Many whanau are making an effort practices. As all our services are funded Whanau Oranga led, in collaboration currently working towards being the first to change their lifestyles and continue to by government contracts (not Treaty with NZ Police, the Huarahi Pai programme which provided and only care-placement for Ngati Porou engage in drug and alcohol counselling. Settlement monies) the demands of back immediate and ongoing support to mokopuna. Also, the children of whanau we were able office reporting and compliance takes 20 whanau involved with drug-raids We see the impending reform of to meet with have not been taken away away quality time we could instead be within the Kaiti community. Child Youth & Family as providing Ngati from their families to be placed in CYFS spending at the coal face with whanau. We Porou with the opportunity for greater care. Among the feedback we received would like to move to a single reporting Our Tairawhiti School Attendance involvement in the decision-making from whanau included the korero below: system that would decrease the number of Service team worked with the schools The welfare and wellbeing of Ngati difficult issues they are facing. processs, with regard to our mokopuna “We were at home when our family house contractual reports we have to complete, and whanau of 518 students who were Porou whanau, hapu and communities Prior to March 2016, Whanau Oranga in care. As active Iwi partners through got busted and I was determined to move out from 130 down to 4. This would free up identified with truancy issues, 365 of have been the central focus of Whanau kaimahi were not privy to the daily our Memorandum of Understanding with of the house. Our family have suffered a lot, the time of our kaimahi to practise a more those notifications were unjustified Oranga since our roopu was established consistency meetings held at the local CYFS, the best interests and the future of I mean a lot. When the Runanga came to see agile, responsive and innovative way of absences. Of the 365, we were able to as the social services arm of Te Runanga regional office of Child Youth & Family our mokopuna are our first priority – not us it didn’t take long before we felt a huge working with whanau. We have estimated encourage and support 352 or 96.4% o Ngati Porou in 1992. As our 25th year Service (CYFS). During these meetings, the policy and legislative outcomes desired burden lifted, as they guided us at a sad and that approx. $250,000 worth of savings (in of these students back to kura. of operation draws near, Whanau Oranga notifications of mokopuna who had been by the State. embarrassing time.” terms of administration) could be made has taken time over the last 12 months to brought to the attention of CYFS were “We felt isolated and ashamed. Our family by reporting in a more effective manner, Our Wahine Activate programme reflect upon how we can be more effective discussed, and CYFS case workers sent HUARAHI PAI did offer support but the shame for us was which we could then channel back to supported 20 young Maori Mothers in helping to improve the lives of our to follow up with the families about the Huarahi Pai is the name given to the too much and we could not talk with family. helping our whanau. towards employment. tamariki, maatua and pakeke living at concerns raised. collaboration between Whanau Oranga The people that came to see us did not judge As part of our redesign process, we This included gaining first aid certificates and drivers licenses, home and in Turanga. However from March onwards, we and the NZ Police, to support whanau us and we are grateful and thankful for their acknowledge that to help whanau who and learning customer service and Investigating different ways that negotiated with CYFS to sit around involved with a series of drug-related support at that time. They still pop in and have extremely high needs, requires a entrepreneurial skills. kaimahi work with whanau and the table and have the opportunity to police raids made earlier this year in the see us.” longer-term commitment on our behalf. identifying different strategies to follow up with Ngati Porou whanau, Kaiti community. The majority of these whanau are involved The Paikea Peak Performance address the serious social issues whanau instead of CYFS staff. As a result of The NZ Police approached Whanau RE-DESIGNING WHANAU ORANGA with multiple agencies such as CYFS, NZ pilot, a holistic sport development face today have been essential to this this early intervention by our kaimahi, Oranga to help provide immediate The major learnings we took away from Police, the Department of Justice, and the programme, enrolled 50 youth evaluation process. Also helping to shape over a six-month period 65 out of assistance to the whanau involved in the these two kaupapa were in order to be Department of Corrections. We would like participants utilising the newly Whanau Oranga’s new direction, are the the 69 Ngati Porou whanau who were raids, and ongoing support. A small team more effective, we need to firstly embed to focus more on helping these high-risk upgraded Paikea gym at Te Tini o learnings taken from two major kaupapa issued notifications avoided any further of selected Whanau Oranga kaimahi made a Whanau Ora approach to our way of whanau to turn their lives around, which Porou. we were involved with this year. engagement with Child Youth & Family. contact with 20 households and out of all working. Instead of just addressing the requires a multiple-pronged, sustained Over this period Whanau Oranga the households, not one asked our kaimahi needs of one individual, we need to place approach from our services, rather than Our Tatai Hono team helped to keep AWHI WHANAU supported and advocated on behalf of to leave during their initial visit. Within the entire needs of their whanau at the employing a superficial quick fix. 230 whanau out of the criminal justice Awhi Whanau is a programme designed 134 mokopuna in total. This support the households that were affected, there centre of the support we provide. The redesign of Whanau Oranga is system through the Iwi Justice Panel to stop the tide of Ngati Porou mokopuna included working intensively with their were at least 23 children at home at the To execute this way of working would a long-term plan and I look forward programme, helped 60 male prisoners entering State Care. By intervening at whanau by offering a menu of services time of the raids, their ages ranging from 1 involve looking at the strengths each staff to reporting on the first stages of the to successfully graduate from our the earliest stages when whanau in need provided by our team. Among them month to 16 years. member brings to Whanau Oranga and implementation next year. In-Prison Te Reo programme, and are first brought to the attention of Child included: Tuhono Whanau – Family Start Among the support offered by Whanau matching their strengths, experiences supported 11 youth who have a parent Youth & Family, Awhi Whanau provides services, Budgeting, Restorative Justice, Oranga included: help with accessing and networks with the needs of whanau. Nga mihi, in prison to complete a leadership and mentoring programme. the opportunity for mokopuna and their Youth Services, Social Work Intervention, addiction services; counselling for children For too long we have had to work to the Anne Huriwai whanau to be supported through the Iwi Justice Panel and Counselling. Using and adults affected by trauma; food prescribed requirements of government Senior Manager, Whanau Oranga

11 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 12 Whanau Oranga

Whanau Oranga year in review

NGATI POROU HAPU SOCIAL contact the Ruatoria office if you would were able to return 352 or 96.4% of these SERVICES like to know more. tamariki back to kura. We also received Whanau Oranga supports the mahi of 216 notifications for non-enrolled truants Ngati Porou Hapu Social Services, a WAHINE ACTIVATE – students who had not been in school for committee made up of representatives Last year Te Runanganui o Ngati Porou more than 20 days and are therefore taken from 12 hapu and/or communities secured a contract from Work & Income off the roll of their school. We achieved throughout the Ngati Porou rohe. to support 20 young Maori mothers a 77.3% return (167) to school for these Their role is to provide education and into employment. We have seen some students. information on Domestic or Family successes and some valuable learnings, violence. As this is a difficult topic, these and supporting these young mums YOUTH MENTORING kaupapa are usually wrapped around with personal issues was a significant Our youth services kaimahi have been other, more fun/active kaupapa to get the component of this programme. During involved in a number of exciting projects. message out to whanau. In the 2015/16 the course a number of the young women One has developed and implemented Te Roopu Tatai Hono year Ngati Porou Hapu Social Services sat and passed their First Aid Certificate, a pilot scheme at Gisborne Girls High provided this service to 466 individuals or Learners and Restricted Drivers Licences, called ‘E Tipu E Rea’. The focus of this Te Roopu Tatai Hono was established to the issues they have in their lives, told us that these children were six times whanau. Customer Service training and Barista programme is to prevent Year 12 and three years ago as a partnership between the better it is for them and the wider more likely to go to prison themselves. training. An entrepreneurial venture at Year 13 students from leaving school by Te Runanganui o Ngati Porou and the NZ community. This was an opportunity to invest in their COMMUNITY INJURY PREVENTION the Kaiti Mall called Mama’s Hub, was supporting young women to improve their Police to support initiatives under the potential. We have a group of 11 youth (CIPP) also created during the programme. attendance and performance. Another New Zealand Police ‘Turning of the Tide’ IWI PANELS whom we’re training to facilitate their Our CIPP programme delivers a number Currently three of the young mums are kaimahi was involved with mentoring strategy, and also the wider Justice Sector Our team has endeavoured to put this youth lead mentoring programme that is of activities that are related directly to involved in further study and one mother at-risk youth utilising strength-based, Group (Department of Corrections and into practice with our Iwi Panels where run on a fortnightly basis. This support keeping Ngati Porou whanau safe on is now operating her own at-home experiential learning to promote positive Ministry of Justice). we’ve kept 230 whanau out of the criminal has included a Leadership Camp held our roads. To achieve this goal we have childcare facility. behaviours. This included excursions up The concept for the roopu originated justice system. The Iwi Panels are made in Whakatane, where the taitamariki hired out 10 new infant capsules; sold 31 the Coast to test themselves physically, from former Te Runanganui o Ngati up of respected pakeke from within the participated in team building activities. convertible car seats as well as 21 booster mentally and grow spiritually. Porou Chairman, the late Dr Apirana community, and their role is help make seats, 2 harnesses and 4 anchor bolts to Fifty young participants were Mahuika. As a result of the strong decisions about whanau who have been All of this work would not be as successful provide safe travel for our mokopuna. also involved with the Paikea Peak relationship Dr Mahuika had formed charged with lower level offences. Quite a if we didn’t have a dedicated team and We have also provided learner licensing Performance programme. This pilot with the New Zealand Police, Te Roopu large proportion of these offences are for support group. education and support for 54 individuals, focused on the holistic development of Tatai Hono was created to provide an being unlicensed. The Iwi Panel process I wish to acknowledge the commitment through 11 programmes delivered participants towards improved sports opportunity for Ngati Porou to develop provides the opportunity for those from all staff members who often give up across Ngati Porou and in other parts of performance and life outcomes. Eastland our own solutions to problems in our whanau who have been referred by the NZ their personal time to support whanau, Gisborne. Of those 54, 37 passed their Community Trust helped significantly communities. Police to the Runanganui, to restore their and the support provided by a dynamic, learner license test, 12 required extra by providing a funding grant of $150k mana. As part of the decision-making diverse, and diligent group of pakeke. study time to prepare for their exam and earlier this year, to upgrade the equipment CREATING SOLUTIONS process, the Iwi Panel helps create a 5 undertook the training aged 15 and are Wahine Activate mother, Renee and facilities of Paikea Gym, where the Over the past year the team responsible plan to address their offending and any Ka nui te mihi kia koutou katoa. waiting to turn 16 so they can take their Semmens, straightens the hair of programme is run. The hope is that this for undertaking the activities of Te Roopu underlying issues. test. We also support our local Police when customer, Naleya Ahu, at her business kaupapa will provide the seeds for a Tatai Hono, relocated to Te Tini o Porou Whiti Timutumu they conduct check-points. hub in Kaiti Mall. larger initiative that will cater to aspiring in Gisborne and new staff were added RE-INTEGRATION PROGRAMME Maori Responsiveness Advisor Photo courtesy of Gisborne Herald. athletes along the Coast. to help carry out and expand this mahi. One of the gaps identified were around Te Roopu Tatai Hono COMMUNITY NUTRITION The roopu’s programmes were designed the reoffending rate after the first term The community nutrition programme has to address noticeable gaps in service for of imprisonment. The challenge was to changed over the years to now include a TAIRAWHITI SOCIAL WORKERS IN our whanau. After identifying these gaps, engage early in prison and support our Top left: White water rafting on the qualification for Marae Kaiawhina. This SCHOOLS (TSAS) solutions were created to help reduce men and woman upon their return home. Kaituna river was one of the many programme has been running for the Whanau Oranga has kaimahi that engage further risks around reoffending. Our In-Prison Te Reo programme has activities enjoyed by rangatahi on the last 3 years and we have graduated over with all the schools within the East been successful and we’ve graduated 60 Tuakana Teina Leadership Camp. 80 kaiawhina with another 20 waiting Coast and Gisborne region on truancy BUILDING RESILIENT men. The wider benefits for us as an iwi Top right: (l–r) Naleya Ahu (Youth Panel for their graduation. In the next year we issues. Through this outreach, over the COMMUNITIES are that they feel better connected to us Kaiawhina), Esther Velloza (Administration hope to be able to provide this training in last year we received 518 notifications of One of the biggest challenges that all when they can speak in Te Reo Maori, and Support), Whiti Timutimu (Maori Kaiti, using Te Tini o Porou’s commercial students not attending school/kura. 365 our staff face is the ability to engage are more confident as a result of knowing Responsiveness Advisor, Secondment NZ kitchen as a base for learning. Also on of those notifications were for unjustified positively with whanau with the long- their whakapapa, marae kawa and history. Police), Tom Irwin (Iwi Panel Facilitator), our list of priorities for the nutrition absences – for students who do not attend Rangatahi from the Paikea Peak term goal of building resilience. This is Liz Carins (Kaiawhina Reintegration), programme is to provide education and regularly or have been absent for two or Performance programme training inside the key to building resilient communities. TUAKANA TEINA PROGRAMME Awhi Wyllie (Iwi Panel Facilitator), Bill helpful programmes for whanau who want more days. When our kaimahi followed the recently fitted out Paikea gym at When whanau are enabled and Another gap identified was the support for Taiapa (Maori Responsiveness Advisor, to combat obesity in their homes – please up on the 365 unjustified absences, we Te Tini o Porou. encouraged to find their own solutions children with a parent in prison. Evidence Secondment Department of Corrections).

13 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 14 NGA HUA O NGA MAHI A TOITU NGATI POROU (RESULTS FOR THE YEAR)

Toitu Ngati Porou A: Achieved E: Exceeded expectation NA: Not achieved Toitu Ngati Porou board OT: On track Back row, left–right: Lilian Tangaere Baldwin, Amos Forrester, Tina Porou, Rei $660,000 in Marae Grants and $20,000 in Marae Capital Grants paid to E Toitu Ngati Porou Kohere. Front row, left–right: Wiki Gilvray, 35 Ngati Porou Marae. Amohaere Houkamau, Barry Soutar. Report Summary Continue to reduce Governance costs, Toitu NP Board has set a new E reduction target of 42% from 2014 baseline for new financial year. $660,000 in Marae Grants and $20,000 in Marae Capital Grants 50% of the Marae are signed up to Nati Insurance Package, 3 marae E paid to 35 Ngati Porou Marae. were previously uninsured.

43 Marae are now connected to broadband internet coverage. E 50% of 48 Ngati Porou marae joined the Nati Marae Insurance Scheme, Ngati Porou Outcomes Measurement Framework (NPOMF) & work plan E 3 of these marae were previously agreed, Project Manager appointed, strategic relationships locked in uninsured. and secured $50,000 external funding and $50,000 in-kind support for NPOMF. The Wai Whai Nati initiative has Complete the Ngati Porou Reo Implementation Plan by 30 June 2016. NA supported 43 out of 48 Ngati Porou marae, with the installation of full Access $250,000 of the special distribution dividend to implement the NA broadband internet connectivity. Ngati Porou Reo Strategy by 30 June 2016.

Continue bi-monthly meetings with alternate meetings held on Marae to A Toitu Ngati Porou reduced its governance costs, by 35%, achieving accommodate whanau/hapu open forums. the reduction target that it set for Develop Draft Ngati Porou Matauranga/Education Implementation Plan, NA itself in 2015. Kei te mihi atu kia koutou katoa mo te TE WHAKATUWHERATANGA A TA to be released for consultation with Ngati Porou by 30 June 2016. manaaki mo te tiaki mo te poipoi i o koutou TATAU RIPOATA Key priorities for the year ahead whanau, e tu rangatira a Ngati Porou i a Ahakoa te pukahu o nga kaupapa, kare i Establish Ngati Porou whanau/hapu contestable Fund. NA include implementing the Ngati koutou tonu i o koutou kainga i o koutou tutuki te katoa i tumanakohia e te poari Porou Reo strategy; investing wahi mahi, i o koutou takatu i runga i te a Toitu Ngati Porou, engari i u te tino in Ngati Porou Matauranga, NGATI POROU MARAE GRANT mata o te whenua. kaupapa, ara te rautaki reo o Ngati Porou, Education & Training and Workplace ROHENGA TIPUNA Haruru ana te hinganga o te tangata i kei whea mai tēnei? Kei te oreore te iwi development; implementing roto i te tau kua taha atu nei, na reira me kainga o tena marae o tena marae te the Ngati Porou Outcomes whakaaro tatau kia ratau ka tika. whakapaipai, te whakahou, te whakatika Full entitlement Part of entitlement Has not applied Measurement framework and E nga mate huhua o te wa kainga i o tatau marae kia pai ai te manaaki i a establishing a contestable fund for cultural development. ,kei te motu whanui, haere,haere,haere, tatau me o tatau manuhiri. 8 whakangaro atu ki te po ki reira okioki ai. Kei te whirinaki tonu to tatau Aku nui, aku rahi, aku Poupou. Kia ora Takawaenga a Marae ki te awhina atu 7 rawaatu koutou. i nga marae ki te whakakaupapa i nga 6 rautaki e ora ai nga marae. Kua tu te waiwhai ki runga te nuinga o o tatau 5 marae, hei hono atu ki te ao. I tēnei tau 4 rua tekau ma wha o nga marae kua whai i te inihua kua whakatakotongia e Te 3 Number of marae Runanganui, he ngawari te nama engari ara noa atu nga hua hei oranga mo te 2 marae. 1 Kei te wananga tonu te poari me Ngati Porou kei te kainga kei te whenua, i te 0

rautaki matauranga mo nga toru tekau

tau kei mua i a tatau. Waiapu Mataahu Kokoronui Mataahu ki Mataahu Te Onepoto Te

Ma nga korero e whai ake nei e ki Potikirua Pohautea ki Pohautea Kokoronui ki Kokoronui Te Onepoto ki Onepoto Te Rahuimanuka Whangaokena

whakamarama i etahi atu ahuatanga i oti a Taiau Toka Te Rahuimanuka ki Whangaokena ki Whangaokena i a matau me te mea nei ko Ngati Porou me ona karangaranga hapu kei mua i te Rohenga Tipuna aroaro i nga wa katoa, ahakoa te aha.

15 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 16 Toitu Ngati Porou

NGA MAHI WHAKAHAERE PUTEA The Toitu NP balance sheet has net assets Grants Interest of $20.337 million of which $19.024 $50,000 $7,091 Total revenue 2016 million are non-current assets comprising Toitu Ngati Porou priorities for year ahead the intercompany loans from Toitu NP to $1,380,179 TRONPnui that are locked in for a 4-year IMPLEMENTING THE NGATI POROU • Ngati Porou Marae Grants approx. term and attracted annual interest of OUTCOMES MEASUREMENT $1.1 million $1.300 million, based on market interest FRAMEWORK (NPOMF) • Te Reo ake o Ngati Porou approx. Interest – Parent Te Reo Ake o rates. Toitu NP is leading the implementation $0.250 million Toitu NP placed $1,050m of its cash $1,323,088 Ngati Porou of the NPOMF on behalf of the • Cultural Development Investments with the parent, in lieu of placing it on Toitu Te Reo TRONPnui group. The NPOMF will $0.150 million term deposit. support business units to establish • Ngati Porou Outcomes Framework Toitu NP continued to be prudent in specific performance targets, within $0.150 million managing its governance costs within Business and Strategic Plans, based on • Ngati Porou Matauranga (and the 35% reduction in board sitting fees current data. Efficient access to ongoing Education) Strategy $0.050 million and bi-monthly meetings that it set for data will enable management and itself in 2015. This resulted in a further governance to maintain line of sight of As part of our cost reduction drive we reduction of $9,000 in this financial year. performance and evidence progress and will reduce from a board of 7 members Management costs were maintained at improvements across the TRONPnui’s to a board of 5, scale back our home- Employee costs Total expenditure 2016 $75,000 per year, a 20% reduction from Project funding key development Pou. Toitu NP has based meetings to quarterly meetings the 2014 financial year. $72,804 established a partnership with Statistics and increase our use of multi-media to $20,821 Operating expenses Toitu NP covers the full costs of the $1,067,961 Ngati Porou NZ and a Catalyst Project with the NZ conduct special board meetings. Marae Takawaenga, which totals $89,604 $9,962 Language Strategy Data Futures Partnership, to advance In closing I acknowledge my fellow per annum and office operating costs of the NPOMF and provide feedback into Toitu NP board members, particularly Governance costs $2,800 per annum. Government Policy on the access, use retiring board members Barry Soutar A total of $660,000 was paid out on $159,000 TE REO AKE O NGATI POROU and ownership of data. and Tina Porou who have both marae grants, $20,000 on marae capital We will support Ngati Porou reo contributed significantly to the quality Travel and vehicles grants, $10,009 on Reo Strategy costs, champions endorsed by their hapu, ESTABLISH A CONTESTABLE FUND of the critical thinking and analysis $10,813 on the Ngati Porou Outcomes $45,574 taurahere or other Ngati Porou reo FOR CULTURAL DEVELOPMENT of the board, as we navigated our way Measurement Project and $850 on koha collective, to promote the status of the This includes support for the arts, through the challenges of the past External services and sponsorship for Inter-marae sports reo and work with hapu to reinstate financial literacy and entrepreneurial three years. It is fitting that we pay festival. $79,800 their own puna reo. We will target 100 programs for whanau who contribute tribute to the TRONPnui Board and the Marae grants Ngati Porou whanau/households to to “to tatau Ngati Poroutanga” and Directors of the Ngati Porou Holding strengthen their reo and re-establish foster that same passion in other Natis. Company for their guidance and their $680,000 te reo as the language of first choice We want to also invest in whanau increasing awareness of the unique in their home. We will also focus on enterprise and SMEs to enhance and/or contribution that Toitu NP makes to the archiving, developing and sharing Ngati improve the income levels and economic Ngati Porou group. My final thanks are TE WAHANGA WHAKAMUTUNGA Porou reo resources and developing independence of our people. Ngati Porou to our CE, Board Secretary and Marae Toitu NP valued our engagement with platforms that enable Natis who make people living at home have one of the Kaitakawaenga who have endeavoured whanau, hapu and taurahere over the the commitment to whakapakari o ratau lowest median household income levels to provide us with the quality of support year. A key theme emerging was the need reo, to access their reo from anywhere in in the country, at approx. $14,000 per that we have required, notwithstanding for regular information sharing, because the world. annum. The median household income the huge demands on their time and the information void will often be filled across the total NZ population is efforts. with korero that is inaccurate and not INVESTING IN NGATI POROU $68,600 per annum. particularly helpful. A clear message we MATAURANGA, EDUCATION & Ki a koutou Ngati Porou, ko koutou te received was the need to invest in Ngati TRAINING AND WORKFORCE To progress these priorities Toitu hunga kei te Kei o tenei waka, ko matou Porou living at home and away from home. DEVELOPMENT NP has negotiated a $0.968 million o koutou pononga. Everyone wants to “feel the love” or at least Ngati Porou needs to rebuild its pipeline distribution dividend from TRONPnui. feel that they have been heard and that of knowledgeable, skilled, innovative The TRONPnui will also pay $0.500 Toitu Ngati Porou, to tatau reo, o tatau their aspirations as a Ngati Porou citizen citizens, to reawaken the “Maui Potiki” million to Toitu NP as a repayment on tikanga, whakapumautia nga kawai will be accommodated at some stage. Toitu in us all. We need the workforce the intercompany loan. We will access tangata, kia tu pakari, kia tu motuhake a NP will focus on 5 priorities over the next to power our cultural, economic, the first $250,000 of the Ngati Porou Ngati Porou mo ake tonu. 12 months. These priorities are consistently environmental and social engine rooms Reo funding approved by the TRONPnui raised by a broad cross section of whanau and to reconfirm the value of being part in 2015. We will also seek external Noho ora mai, and hapū. They are also consistent with of stimulating the Ngati Porou learning funding of approx. $250,000 to invest in Amohaere Houkamau the views that Ngati Porou shared with and learned community. the following activities: Chairperson, Toitu Ngati Porou Te Haeata, during their consultation with Ngati Porou between 2008–2012.

17 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 18 Ngati Porou Hauora

Ngati Porou Hauora Report Summary Our financial result for the year ending June 2016, shows a loss of $721,000. We set a financial goal of $722,000 deficit and we have delivered on that goal.

Ngati Porou Hauora board BERL Report (Left-right) Rose Kahaki (NPH CEO), Mere Pohatu (TPK), Iain Hines (JR Recommendations to look at Left to right: Kylee Potae, Lois McCarthy McKenzie Trust), Dr. Ganesh Nana (Chief Economist for BERL), Teepa Wawatai (NPH sustainable health services for the Robinson, Teepa Wawatai, Rose Kahaki Chair), Selwyn Parata (TRONPnui Chair). Coast continue to be considered, (NPH CEO). Insert: Huti Puketapu-Watson, including decisions around which Dr Julia Carr. services should be retained or let THE ACCORD group is in process for next year to agree go, and whether there should be more investment. Te Runanganui o Ngati Porou will lead joint DHB/PHO initiatives and advance a discussion with Crown Ministers in health outcomes regionally. BERL Report demonstrates that regard to addressing the deficits in health Ngati Porou Hauora injects an outcome/services for Ngati Porou whanau. HEALTH DASHBOARD additional $5.5 million GDP into We often ask ourselves what difference The objective of the “Health Accord” the local economy, and a direct Our vision, “Kia tu pakari kei tua o FINANCE the best options for the future. Decisions would be to seek a Crown commitment does NPH have on the health outcome of economic impact on local whanau kapenga” (Stand strong and strive for Our financial result for the 2015 year around which services should be retained to invest in an innovative model of care whanau? This information is difficult to and communities through the excellence) coupled with our mission shows a loss of $721,000. We set a and which should go (i.e. potentially the and supporting infrastructure, that will get as population health data is collected employment of 150 people. “each generation living longer than the financial goal of a $722,000 deficit and hospital, maternity, Pakeke/Elderly care increase the life expectancy and health at a whole region level. Through Ministry last”, is the culmination of a proud history we delivered on that goal. Next year we and X-Ray), or whether there should be status of the resident population on the of Health funding we developed, for the NPH’s quarterly performance has of Ngati Porou-led services, a forward will set another milestone for ourselves more investment in the Coast, continue East Coast to the same as, or comparable first time, a report of health data (Health ranked in the top 5 Primary Health focus on improved health outcomes and continue to work towards our to be discussed. We are planning further to, that experienced by the wider Dashboard) for the population enrolled Organisations’ (PHO) list more often through better lifestyles and choices, and ultimate goal of reaching a break even consultation with communities before population of NZ. A business case is in with the Hauora. This information than any other PHO in the country. to not only stand strong in the current position. This year has been challenging any final decisions are made. development to support these discussions. fiscally depressed health environment but and we thank our staff for working Ngati Porou Hauora client base to identify opportunities that validate to reduce our operating deficit while BERL REPORT PHO PERFORMANCE has experienced steady growth to that which is uniquely Ngati Porou. continuing to provide a quality health As part of developing a case to validate Over the last 18 months Ngati Porou 9,185 enrolled clients. Our focus on Another year has passed by and we service to our people. the importance of NPH services to Hauora’s quarterly performance results diabetes has seen significant shifts continue to work at a fast and furious NPH continues to post a deficit and the district BERL (Business Economic have ranked in the top 5 PHOs more in reducing diabetic levels. As a result 59% of clients have achieved pace, however the question remains: the way forward rests on changing the Research Ltd) was engaged, using grants often than any other PHO in the country, the national standard for healthy how has this translated into making a way we do things. However, delivering from Te Puni Kokiri and JR McKenzie particularly for the Minister’s health and safe diabetic levels. difference locally? We have put ourselves services to small rural and isolated Trust, to undertake an economic impact targets for Better Help for Smokers to Quit at the forefront of new initiatives, worked communities with a population that assessment for the provision of our and More Hearts and Diabetes Checks. The Huringa Pai initiative has collectively with TRONPnui, Hauora is static or decreasing, challenges our services. Their report was launched at Te From 1 July 2016, the Ministry of Health inspired and motivated Puhi Kaiti Tairawhiti and other social and health Board, management and staff to think Tini o Porou in November 2015 by the will change the way it measures PHO staff and the community to increase services, focussed in on improving quality outside the square. One way forward Chair of TRONPnui Selwyn Parata, the performance and new measurements will their physical activites, improve their in our health services and systems, and is for the Crown to invest in Ngati Chair of NPH Mr Teepa Wawatai, Te Puni be implemented. nutrition and change their lifestyles gained nationally recognised accreditation Porou via the Accord which was part Kokiri CE Mere Pohatu and Dr. Ganesh NPH participates at the local Tairawhiti for the better. for the hospital, maternity services of the Ngati Porou Treaty Settlement Nana (Chief Economist for BERL). The Integrated Forum table with Hauora and Home Based Support Services. Agreement. report determined that NPH injects an Tairawhiti, Midland PHO and National Among the challenges ahead Our Primary Care manager/teams and additional $5.5 million of GDP (2014) to Health Coalition. The priorities for the include: reducing deficit, retaining the Quality Coordinator have worked EAST COAST REVIEW the local economy. It also reported that year focussed on children getting the Ngati Porou Hauora Health Dashboard Coast services and retention of tirelessly toward achieving Cornerstone The East Coast review was initiated in NPH has a direct economic impact on best start in life, Health of Older People, report contains statistics about the skilled staff. Accreditation in all seven Community 2013/14 to look at sustainable health local whanau and communities through Acute Demand and Long Term Conditions. health of whanau living within the Ngati Health Centres and we are awaiting services for the Coast. Hauora Tairawhiti, the employment of 150 people (105 full A move to a broader Midland United Porou rohe. A copy can be downloaded confirmation and certification. TRONPnui and NPH are still considering time equivalents). Regional Integration Alliance Leadership from www.ngatiporou.com.

19 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 20 Ngati Porou Hauora

provides a view of the impact of services Ngati Porou Hauora and initiatives on communities and health campaigners evidence of health outcomes for whanau front a Ngati and over time. It also provides data for us to Healthy event at feedback to communities, funders and the the Kaiti Mall to Crown. promote World Smokefree Day. RESEARCH (L-R) Remis Maaka We have worked with several researchers, (Ngati Porou Otago University and other health Hauora Quit Coach), organisations to ensure NPH is Marianne Craig supporting and contributing to relevant (Whanau Ora), health research locally and nationally. Linda Hovell (Ngati NPH has supported Prof. Tony Merriman and Healthy Team and Dr. Lisa Te Morenga’s work on the Leader) and Cran project ‘Living well, living longer: New Gage (Ngati Porou knowledge about what genes and kai have Hauora Health to do with the gout, diabetes and heart Promoter). disease’, and to discuss their findings Photo courtesy with communities on the East Coast. of The Gisborne Further research opportunities are being Huringa Pai Whanau take a break from working out. Herald. developed for next year.

COMMUNITY CLINICS The Huringa Pai initiative, additional Ojo enjoyed 2 months sabbatical in are implementing a systems approach to Gisborne, Kaiti Schools, Super Grans, Tau Property and Maintenance was reviewed (PRIMARY CARE) diabetes clinics, Dietetic interventions rural NZ and a month in his homeland prevention, focussing on interventions Awhi, Ka Pai Kaiti, Ministry of Health and and an asset management plan was There has been a steady growth to 9185 with whanau and the outreach work of Canada, where he reconnected with his in schools, workplaces and communities, the Heart Foundation. developed to manage workload. in our client base throughout the year, our Diabetes Nurses have made a huge whanau. However sadly for NPH and the using Maori frameworks specific to the Maternity Services are supported by our attributed mainly to the Gisborne Service impact. communities, Dr Ojo has returned to different regions. We have resurrected TE PUIA HOSPITAL resident midwife and a local independent Puhi Kaiti. Our focus on diabetes has seen Our Mamas and Pepi service has Canada to live and work. to some degree the “Nati and Healthy” The hospital services include Medical and midwife. We had 49 births in the year significant shifts in reducing Hb1ac for expanded to cover the coast and we brand and way of working within our Nursing services, Acute Medical, Maternity ending 30 June 2016, a slight increase many of our whanau: 59% have achieved were successful in picking up a small WHANAU ORA (NATI AND HEALTHY) current funding levels and looking for inpatients, Community Midwifery, Long from the previous year. Specialist Clinics an Hba1c less than or equal to 64mmol/ contract to focus in on Rheumatic Fever As signalled in our strategic plan, NPH is more funding in the 2016/17 year will be Stay Elderly Care, 24 hour Accident continue at Te Puia and are held on a four mol. prevention. Although NPH was a top not just about health services. It is very a major objective. & Emergency, Specialist Outpatient to six weekly basis by visiting consultants performer in the provision of Aukati Kai much about whanau and communities, Clinics, X-ray, Physiotherapy, Medical from Hauora Tairawhiti. These include Paipa (advice to stop smoking) service, addressing the factors that impact on HURINGA PAI Records, Kitchen and Cleaning services Ear Nose & Throat, Gynaecology, Medical, we were unsuccessful in regaining this health and working together to make The Huringa Pai programme was initially and Property Maintenance. We have Surgical, Obstetrics and Podiatry. We are contract. positive moves toward better, healthier led by Dr Willem Jordaan and the Puhi maintained our Pakeke/Elderly service especially grateful to the specialists who We said farewell and thank you to lives. Although there’s very little funding Kaiti Team of NPH, starting in February with an occupancy rate greater than 50% work with us in this way to improve access Georgina Paerata who led the Primary support, NPH has taken the opportunity 2016. Staff and whanau enrolled at Puhi and Respite Care bed days have increased for whanau. Health Services on the Coast for the of some small relevant contracts to liven Kaiti Clinic were invited to walk with Dr by 80%. We continue to encourage whanau past 3 years. Her leadership supported up this area of our mahi. Jordaan during his lunch break, and over to utilise our long term care at Te Puia. CHALLENGES AHEAD our turnaround in performance and was We have worked towards partnership time numbers and interest has grown. We provided clinical experience for Challenges ahead for NPH continue to central to increasing clinical training with whanau, looking at longer term The programme focuses on whanau who student and trainee intern doctors from be reducing our deficit, retaining needed opportunities for staff. We welcomed Dr aspirations and broader aspects of health are pre-diabetic to stop the progression Christchurch, Wellington and Brisbane, services on the Coast, recruitment and Margaret Charles from Dunedin to the and wellbeing, as well as assisting them toward full blown diabetes. Huringa and supported our Registered Nurses to retention of skilled staff, innovative and NPH whanau and fare-welled Dr Rob to meet immediate issues affecting their Pai encourages us to move, get more work in Hauora Tairawhiti Emergency cost effective service delivery/changes and Wilks, Dr Sally Murdoch and Dr Debra health. active with and for our whanau, and Department and attend PRIME training. finding better ways of working together Bromiley. Thank you Rob, Sally and This year, the new Whanau Ora team focus on better eating. It is a movement We reviewed a number of services through alliances and influence. Debra for your contribution and services has worked with 65 families and over that can change hearts and minds to throughout the year, looking specifically at Furthermore, improved health to NPH. the next year NPH will strengthen this crave a better lifestyle. The Huringa maintaining service to whanau at the best outcomes for whanau and a reduction in Recruiting skilled health staff partnership approach across all services, Pai programme has been inspirational, possible price. We combined the Quality premature death remains our ultimate continues to challenge us as it does and with TRONPnui Social Services, Te motivational and has gained wider Coordination and Education Coordinator goal. in other rural health centres. We are Pou Matakana, Hauora Tairawhiti, Hauiti whanau, community and cross sector functions and are in discussions with Monty Manuel is a community member thankful to the committed locum/ Hauora and wider community groups. As support. The “#964MoveWhanauHeart Hauora Tairawhiti to deliver Physio and Nga mihi, of the NPH Research Advisory Group. resident doctors and nurses who part of the Healthy Families East Cape framework” is a call for action led and Occupational Health services. A review Teepa Wawatai Monty participated in Dr Merriman’s Gout continue to support NPH service during (HFEC) Collective (NPH, Hauiti Hauora, owned by individuals and whanau. We are of the kitchen / food services resulted in Chairperson, Ngati Porou Hauora research project and has transformed his the difficult times when locums are Whanau a Apanui, Ngai Tai, Whakatohea, pleased to be working alongside whanau/ disestablishing our casual pool of workers Rose Kahaki dietary choices. unavailable to cover leave. Dr Akindele Midland DHB and Turanga Health) we community leaders and mentors, Sport and rearranging duties with existing staff. Chief Executive Officer, Ngati Porou Hauora

21 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 22 • Growth of Group Total Assets of $2.2 The key for the 2017 year and beyond million, from $208.7 million to $210.9 is to progress the work being done on the Ngati Porou Holding Company Ltd million. operating parts of the business and the key • Dividend of $3.0 million paid to Te direct investment initiatives. Ultimately Runanganui o Ngati Porou in October we need to generate stronger returns 2015 as the annual distribution. from those businesses to supplement our • Commitment to a special dividend earnings from investments and increase of $0.5 million to support the both our profitability and spending Ngati Porou Holding development and implementation power. It is also these businesses that of a Ngati Porou Reo strategy (this can most directly affect economic growth Company Ltd dividend was not paid by balance opportunities for Ngati Porou. Report Summary date). • Continued work with subsidiary TE KAMUPENE (STRUCTURE) Total Group Assets grew from $208.7 company boards and management The NPHCL was established in June 2012 million in 2015 to $210.9 million in teams and endorsing their respective to manage and oversee the financial and 2016. strategic plans. operational assets of Te Runanganui o • Planted a further 895 hectares of land Ngati Porou. The structure of NPHCL and Total Group Earnings were $6.5 Ngati Porou Holding Company Ltd board returned by Ernslaw One from the its subsidiaries has not changed from the million, down from $18.3 million in Left–right: Tiwana Tibble, Whaimutu Ruatoria and Tokomaru forests. structure reported in previous annual 2015. Dewes, Matanuku Mahuika (Chairperson), • Formalised the Ngati Porou Miere reports and is set out below. Kristen Kohere-Soutar. Insert: Diana Limited Partnership, with 5 land Total Group Revenue for the year Puketapu. blocks and just under 3,000 hives. NGATI POROU was $16.8 million, down from $24.8 million in 2015. • Continued progress in identifying an investor to part fund the replant of the Te Runanganui o Ngati Porou lands being returned by Ernslaw One Maori Authority Mandated Iwi Organisation Volatile world equity markets, including BREXIT announcement, and in assessing the viability of port or had impact on Group equity barging infrastructure in the north of INCOME EARNING investment port-folio – a year end Tena koutou, otira tena tatau katoa. WHAKARAPOPOTO (OVERVIEW) this year, which is an unrealised loss Ngati Porou. loss of -$1.95 million. Tena tatau o tatau tini mate, ratau kua It has been another busy and productive on the value of our equity investments. • Continued to explore land use options Ngati Porou Holding Co. Ltd. wheturangitia, kua katohia i te ringa kaha year for Ngati Porou Holding Company Illustrating the short term volatility that that might be available within Ngati (Asset Holding Co.) Carrying Value of Carbon Credits, o aitua. Na reira nga mate, haere, haere, Limited (NPHCL). can be expected with equity investments, Porou. generated a $4.4 million profit. haere atu ra. Haere atu ki te tini me te mano During the year a considerable markets recovered quickly during July e whanga mai ana ma koutou ki nga marae amount of work has been put into the (i.e. post balance date), recording a $3.8 Overall it has been a satisfactory year, NP Fisheries Pakihiroa Farms Advanced development of Five year maha ki te po. Ana, ka hoki mai ki a tatau te million gain for that month. especially considering the challenging development of 5-year growth plans for growth plans for operating divisions hunga ora. Tena koutou, tena koutou, tena the operating parts of NPHCL (Seafoods, The SIPO is based on a 5-year target international markets, which affect two NP Seafoods of NPHCL. ano tatau. Pakihiroa Farms, Forestry and Miere). rate of return of 2.5% over an assumed thirds of the total assets under NPHCL’s rate of inflation of 3%, or, to put it management. However, there is still a lot Real Fresh This work is well advanced and we hope Ngati Porou Seafood Group financial to have something to report in the new another way, a 2.5% real return. Despite of work to do. performance down by $0.9 million year. the result this year, the investments are from 2015 result, while Pakihiroa On the equity investments front, we still returning at a rate above that target. Farms recorded better financial have not enjoyed the same good run Pleasingly, our carrying value of carbon performance, up from $0.2 million that we had in 2015. Volatile world credits has increased during 2016. The from previous year. equity markets resulted in a year end carrying value was $6.80/ NZU at 1 loss of -$1.95 million to the portfolio. July 2015 and this increased to $17.85/ Planted a further 895 hectares of A significant factor in the year end NZU at 30 June 2016, generating a $4.4 forests, which brings total area of position was the Brexit announcement million profit. forest NPHCL has planted to 3,146 in the days leading to balance date. Overall, the highlights for NPHCL in hectares. This caused a sharp downturn in world the last year are: markets and took us from a modest gain • Group earnings of $6.5 million – down NPHCL joined other Ngati Porou for the year to the reported loss. from $18.3 million in 2015, were landowners to establish Ngati Porou With the equity investment portfolio, driven by a combination of earnings Miere Limited Partnership. it is important to remember that we from the fishing, forestry and farming are taking a 5-year view when assessing parts of the business and a strong lift returns and therefore performance. in the value of carbon units held by Just as we cautioned against reading too NPHCL. much into the good result we recorded • Return on assets of 3.1%. in the 2015 year, we also should not read • Group revenue for the year of $16.8 too much into the loss we have made million, down from $24.8 million.

23 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 24 Ngati Porou Holding Company Ltd

NGA HUA (SUMMARY OF ASSETS) NGA WHAIRAWA (FINANCIALS, EARNINGS), ME NGA APITI ( SUBSIDARIES) NPHCL has seen sound growth in its balance sheet since inception, as illustrated in the graphs and table below: A summary of earnings for NPHCL along with its subsidiaries is as follows:

2016 2015 TOTAL ASSETS ($ million) HoldCo NPSG PFL GROUP HoldCo NPSG PFL GROUP

215 Revenue (excl extraords.) 3.4 5.2 2.8 11.7 16.2. 6.2 3.5 24.8 210 Expenses 2.5 4.1 2.1 9.9 1.0 4.2 3.3 7.4 205 EBIT (before extraords) 1.0 1.1 0.7 1.8 15.2 2.0 0.2 17.4 200 195 Extraords 5.0 5.0 1.4 0.0 0.0 1.4 190 EBIT 6.0 1.1 0.7 6.9 16.6 2.0 0.2 18.8 185 Interest 0.1 0.3 0.4 0.0 0.2 0.3 0.5 180 175 Earnings 6.0 1.0 0.4 6.5 16.6 1.8 (0.0) 18.3 170 ROE 3.1% 2.5% 7.2% 3.2% 8.5% 4.4% (0.8%) 9.2% 2013 2014 2015 2016

Because intercompany eliminations are not shown, the columns do not add to the group total.

GROUP REVENUE AND EBIT A summary of assets for NPHCL, along with its subsidiaries, and a comparison to the 2015 Group position is as follows: ($ million) The above table and graph shows that the NPHCL Group had EBIT Revenue revenue of $16.8 million (includes extraordinaries), EBIT $6.9 2016 2015 million and earnings of $6.5 million. HoldCo NPSG PFL GROUP HoldCo NPSG PFL GROUP 30 NPHCL, the Parent’s financial performance was down by $10.6 Current Assets 16.5 7.3 0.6 17.2 20.5 7.8 0.2 23.9 25 million from its 2015 result, to record an EBIT of $6.0 million. As Equity Investment 122.0 – – 122.0 119.6 – – 119.6 stated, this is largely driven by negative equity returns. Non-current Assets 64.6 37.7 10.6 71.7 58.5 37.5 10.4 65.2 20 Ngati Porou Seafoods Group financial performance was down by $0.9 million from its 2015 result to record an EBIT of $1.1 Total Assets 203.1 45.0 11.3 210.9 198.6 45.3 10.5 208.7 15 million. Better performance from our farm division resulted Current Liabilities 5.5 3.2 0.3 1.7 3.9 1.9 0.7 2.0 10 in an EBIT of $0.7 million EBIT, up from $0.2 million from the Term Liabilities – 1.1 5.1 6.2 – 2.7 4.3 7.1 previous year. Equity 197.7 40.7 5.9 203.0 194.7 40.7 5.5 199.6 5 During the year, NPHCL has been working with its subsidiary Total Liabilities & Equity 203.1 45.0 11.3 210.9 198.6 45.3 10.5 208.7 0 companies to develop 5-year growth plans, which it is hoped will Because intercompany eliminations are not shown, the columns do not add to the group total. 2013 2014 2015 2016 be reported on before the end of the current calendar year.

A breakdown of Group assets by asset class (and comparison to the 2015 year) is illustrated in the graphs below. A large proportion of NPHCL’s activities centre on equities and fisheries, with an increasing holding in forestry assets.

Cash & Equivalents Cash & Equivalents Farming Farming 6% 10% 5% Property 4% 2% Property Fisheries 2% 17% Fisheries 17%

2016 2015 Forestry 8% Forestry Equities 7% 59% Equities Carbon 3% 58% Carbon 1%

25 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 26 Ngati Porou Holding Company Ltd

NGA WHAI PAANGA (FINANCIAL ASSETS) At 30 June 2016, the investments by asset class and fund manager and the returns generated, are as follows:

Fair Value $m Fair Value $m Annualised Return Since Inception Asset Classes / Fund Manager 30-Jun-16 30-Jun-15 To 30-Jun-16 Benchmark To 30-June-15 Growth Assets 88.6 74.2 7.8% 6.8% 13.8% Trans-Tasman Equity 27.4 26.1 12.0% 9.7% 13.8% Devon 14.0 13.4 13.5% 11.9% 15.5% Milford 13.4 12.6 9.6% 9.1% 11.1% Developed Market Equity 30.4 33.2 8.1% 7.1% 17.2% Blackrock 13.8 15.7 6.9% 6.7% 12.7% Artisan 8.0 8.6 8.3% 8.5% 21.2% Harding Loevner 8.6 9.0 10.6% 8.0% 22.9% Emerging Market Equity 12.2 14.9 3.1% 1.7% 17.3% Blackrock 5.5 7.3 1.1% 1.7% 15.% Somerset 6.7 7.6 5.0% 2.7% 20.1% Diversifiers Equity 18.7 12.7 0.8% 1.9% – Blackrock 6.3 – (9.6%) (3.7%) – Standard Life 12.4 12.7 2.2% 3.1% – Inflation Sensitive Assets 7.1 7.1 (0.1%) 5.3% 7.8% Van Eck 4.9 4.5 (8.1%) (1.6%) (1.2%) Lazard 2.2 2.6 8.2% 10.6% 16.5% Deflation Assets 26.3 25.3 8.2% 7.9% 8.4% Ngati Porou Miere Official Launch at Awatere marae, December 2015 New Zealand Bonds 26.3 25.3 8.2% 7.9% 8.4% Back Row: Tiwana Tibble (Ngati Porou Miere Partnership Ltd Director/Ngati Porou Holding Company Ltd Director); Rika Mato (Ngati AMP Capital Porou Miere Partnership Ltd Director/Trustee of Awatere B Trust); Herb Mahue (Pohutu Station Committee Member); John Hockey Total of Equity Investments 121.9 119.3 (TRONPnui Business Development Manager); Matanuku Mahuika (Ngati Porou Holding Company Ltd Chairman); Victor Goldsmith (Ngati Porou Miere Partnership Ltd Manager). Front Row: Roger Haerewa (Trustee of Awatere B Trust); Murray Kennedy (Ngati Cash and Term Deposits 7.8 15.1 3.3% 3.2% 3.5% Porou Miere Partnership Ltd Director/Harakeke Station Chairman/Trustee of Pohutu Station); Daryl Goldsmith (Ngati Porou Miere Major Banks Partnership Ltd Director/ Taumata a Manu Trustee); Huti Puketapu-Watson (Ngati Porou Miere Partnership Ltd Director/Pohutu Total of Cash & Equities 129.7 134.4 5.8% 5.9% 10.0% Station Trustee); Campbell Dewes (Ngati Porou Miere Partnership Ltd Director/ Tarere Station Chairman).

The table shows annualised returns at the end of 2016 of 5.8% since inception. The table also shows a comparison of annualised returns at the end of 2015 since inception of 10%. This illustrates the adverse returns from equities in the 2016 year. With the change in the contracting model promoted by the (Trans-Tasman Equities or, in some circumstances, Emerging collective, combined with a good season, landowners in the Markets). collective saw their earnings increase from $133,000 during 2. It is an investment in an industry or activity that is important NGAHEREHERE (FORESTRY) MIERE (HONEY) the 2013/14 season to $661,000 during the 2014/15 season. to the East Coast region. With the return of forest land from Ernslaw One and the During the year NPHCL worked with Ngati Porou landowners to However, the 2015/16 season had poor yields and quality 3. There will be benefits in addition to the projected financial requirement for NPHCL to replant that land, NPHCL is becoming formally establish the Ngati Porou Miere Partnership Ltd. The nationwide, but value was still added to members of the Ngati returns to NPHCL (eg employment, further development of a major forest owner in the region. NPHCL has contracted Ngati purpose of the Partnership is to develop honey opportunities Porou Collective. For example, NPHCL’s $260,000 worth of industries important to Ngati Porou). Porou Forests to manage its forest interests. within Ngati Porou. This collective comprises 5 land owners as honey produced during the 2014/15 season now has a registered 4. We have the required expertise available to effectively manage NPHCL is carrying $14.0 million of forestry assets (up from well as NPHCL. Together the members of the collective placed an valuation of $700,000. This increase is predominantly due to the investment. $12.9 million in 2015), comprising $11.5 million of forest land and aggregate of just under 3,000 hives on their land. NPHCL owning the honey, storing it, and allowing the UMF During the 2016 year, NPHCL has partnered with its $2.5 million of trees. During the year, Ernslaw One returned a total The collective contracted with beekeepers, using a standardised values to grow over the course of the year. subsidiaries to investigate a number of investment opportunities. of 993 hectares of land from the Ruatoria and Tokomaru forests, approach, with the aim of: NPHCL has also investigated a number of direct investment which NPHCL planted at a total cost of $747,000. This brought the • providing clarity regarding supply, access arrangements, and NGA MAHI HAUMI (DIRECT INVESTMENTS) opportunities across forestry, tourism, infrastructure and total area of forest NPHCL has planted to 3,146 hectares. profit sharing; As reported previously, the Board has developed direct investment horticulture. NPHCL is exploring possible joint venture partners to co- • giving the landowners the right to own and hold the honey criteria to be used as a guide when assessing direct investment invest in the replant programme over the next 25 years. NPHCL from their land; and opportunities, as follows: Kia ora, is also exploring other opportunities to add value to its forestry • requiring specific information from beekeepers and honey 1. The investment meets or exceeds the rate of return thresholds Matanuku Mahuika investments and the East Coast forestry sector generally. companies regarding production. established by the relevant SIPO investment category Chairman, Ngati Porou Holding Company Ltd

27 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 28 Ngati Porou Seafoods Group

THE PREVIOUS 12 MONTHS a staff of 30 people, of which 95% are future collaboration and the barriers We had anticipated challenges through of Ngati Porou descent. We have been hindering participation by our young the year as we implemented new business a profitable business for more than 12 talent living away from home. Ngati Porou channels and achieved an EBIT surplus years, distributing more than $7 million A key theme that came out of the despite these challenges. Significant dollars of dividends to our shareholder session was how Nati’s living away from Seafoods Group effort has also gone into developing our which are used to uplift marae, hapu and home could connect with the iwi and its Report Summary people, their well-being, and creating a the iwi. These are solid and consistent activities so that they could participate. safe working environment. achievements in a very volatile sector. To resolve this they came up with the EBIT surplus of $1.1 million I am encouraged by progress made Nuturing Leadership. Our future following framework, which I think achieved, despite business that will enable more flexibility and success is dependent on identifying speaks for itself. challenges experienced throughout the year. continuous business improvement as and developing skills, knowledge, further growth plans are rolled out in the and expertise we require through key new year. channels like schools and universities to Equity up 0.2% on previous year – $40.7 million at June 30, 2016. The theme of this year’s report is support our growth plans. “Whangaia te Iwi” (Feed the People). Supporting key educational forums Supplying fish for tangihanga and tribal and events that expose our rangatahi to Creating more value through hui as well as through our Real Fresh career pathways and new technologies is products such as AHIA premium smoked fish range. shop and trucks are ways we support and therefore important to us. interact with whanau weekly. This comes in the form of speaking, However, we take a more holistic supplying product, business promotion, Collaboration with other Ngati Porou businesses to advance approach that encompasses Our People, and sponsorship including age group Food & Fibre strategy. Our Place, and Our Products, that rugby with Gisborne Boys’ High School underpins the strength of our whanau and East Coast Rugby Union teams. Significant investment has gone and Iwi. Engaging with exceptional young into professional development minds from the next generations on what of kaimahi and creating a safer OUR PEOPLE they think the future outlook should be working environment. Showing Leadership. Being an for Ngati Porou is also important. influential and active leader reflects our This year we hosted a group of Nati Nurtured potential leadership university graduates exposing them commitment to sound information and and employment opportunities management to ensure our fisheries are to the tribe’s cultural and commercial through schools and universities sustainable. business strategies. to support operation’s future We are also among a handful of iwi- It was an awesome event and feedback growth plans. owned and operated businesses with will assist us to think differently about Growing Leadership. We remain From the edge of the world, we deliver committed to developing our people within the business. This year staff the finest sustainable seafood. have undergone personal development through NZQA accreditation, professional OUR PLACE OUR PRODUCT A FOOD & FIBRE FUTURE retail/sales courses, or an operational Kaitiaki. Our responsibility is to ensure Focus on Value. Creating more value This strategy also represents an masters supply chain course. Several our resources are managed effectively to is a key focus for us and after reviewing opportunity for greater collaboration staff are also being supported through ensure sustenance for future generations. our strategic direction the board has amongst Ngati Porou businesses to business management degrees and we We take this seriously. To be successful we made some major decisions for the collectively promote Our People, Our were pleased to send Ken Houkamau must be active and influential participants future. Place, and Our Products delivered Our (Resource & Project Mgr) to Stanford at the right tables where key decisions are AHIA is our premium-branded Way to global markets with stories that University in the USA on an Executive made with a long-term view. smoked fish product range which is underpin the strength of our whanau. Development programme focusing This means attending hui across New currently distributed through high-end on strategic business growth and Zealand’s Economic Exclusion Zone to retail outlets in the North Island. This is Kia ora, accelerating transformation. ensure decisions are made with robust an exciting opportunity with significant Mark Ngata science and information available. growth potential that is currently being Chief Executive These decisions and practices might be explored further. Ngati Porou Seafoods Group Real Fresh mobile retail service delivers seen to clash with whanau at home and we This represents a new direction that fresh kaimoana around the Tairawhiti are keen to develop a coordinated approach will require outstanding leadership with region. regionally. skilled and experienced people.

29 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 30 Pakihiroa Farms Ltd

FINANCIAL PERFORMANCE has been set up as a breeding platform and the profits from this lease will be The Pakihiroa Farms limited (PFL) Group to supply store stock into the other re-invested in line with the PFL Group’s recorded a trading profit of $950,127. properties for finishing. In terms of new strategy. Pakihiroa Farms Ltd After operating expenses ($257,954) and both the development and productivity finance costs ($298,136) were deducted, a of Makarika we still have some way to NOVEL FORAGES PROGRAMME Report Summary net profit of $394,037 was realised. This is go. As we continue to invest in high- During the past three years we have been Our financial result for the year a much improved result when compared to performance forages to improve our stock testing a range of forages to understand ending June 2016, shows a profit of the loss of $44,022 recorded in 2015. finishing capability and to mitigate dry how they fit into our production system, $394,037, which is a much improved seasons we expect to extract improved how to manage and utilise these feeds for result when compared to a loss of PRODUCTIVITY production and profitability. the best results and the impact they have $44,022 in 2015. Despite predictions for an El Nino-affected Our initial focus is to complete on profitability. season and the challenges this creates for the establishment of 145 ha in high- As a result of this work we will be PFL will actively pursue a range of joint ventures with other Ngati Porou land owners The PFL Group achieved close to farmers, the PFL Group (Pakihiroa Station, performance forages including lucerne, looking to expand our forages programme and farms, to grow PFL’s production base and contribute to the development of the forecast production levels during the Makarika Station and Puanga Station) chicory, and plantain and clover crops. as it provides significant productivity Ngati Porou agricultural sector. past year. achieved close to forecast production These crops will be used for finishing gains – faster per head live-weight gains, levels during the past year. Important lambs and cattle. A further 140 ha more animals finished per hectare, At the end of June 2016 we ceased productivity drivers, including lambing of rolling hill country is targeted for greater certainty of timing for slaughter up training schemes to support For our wool and Wagyu meat actively farming Puanga station. results, have continued to and some mitigation in the landowners wishing to remain on the products, we found that American Puanga has now been leased out, with the profits re-invested into the improve with 13,462 lambs event of droughts. These are land while acquiring new skills. consumers valued more than the PFL Group’s new developments. docked, which is up by 1139 all important factors as we The working title of this collective is physical attributes of the product. These on the previous year. continue to align on-farm Tairawhiti Agri hub, however a final name consumers also want to feel they are The better than expected production with specific will be confirmed after consultation with supporting family-owned businesses We have recognised how important collaboration with other Ngati Porou climatic conditions enabled market opportunities while landowners who join the group. Similar that operate in a natural or non-feedlot land owners is to the growth of our most of these lambs to be remaining focused on the models already exist i.e. in fisheries we environment; that the products are production base and to the Ngati finished either at Makarika need to extract our target have the Iwi Collective Partnership (ICP), not made using practices that are Porou agri-cultural sector. PFL will or Puanga. Our average level of profitability from the while we have local models with Ngati detrimental to the environment. They be embarking on a land recruitment carcass weight of 15.9 kg was farming business. Porou Forests Ltd and the Miere LP. also value the heritage that Maori have programme to actively pursue a lighter than budget. However, through a connection with the land that range of joint ventures with other this was mostly a result of FUTURE FOCUS – LAND FARMING FOR OUR CONSUMERS can be traced back for more than 30 Ngati Porou land owners. management anticipating RECRUITMENT We have continued with our consumer- generations. the forecast dry conditions In the coming year, the PFL facing initiatives designed to match on- Our ambition is to produce high- and electing to kill stock at PFL’s lambing result continued to improve this year. Group will be embarking farm production to specific markets. Our WHANAU STRENGTH BASE quality farm products that are used lighter weights. The number on a land recruitment strategy has been to form partnerships Most of our lands on the East Coast in high value markets that will result of calves marked was down at programme within the Ngati with Merino NZ for wool and some lamb are whanau/hapu owned. The Group’s in a higher farm gate price for us. 544 head. This reflects the rebalancing of plantain and clover crops. We are also Porou rohe. In order for PFL to grow and Firstlight with our Wagyu Cattle land recruitment strategy is designed our beef enterprise towards more finishing looking at the use of fodder beet and rape our production base and also contribute programme. to support these owners while enabling stock in order to improve profit margins crops for winter feeding of cattle. to the development of the Ngati Porou Our ambition is to produce high- improved land use. We also hope to and to provide greater flexibility during At the end of June, we withdrew from agricultural sector, we will actively pursue quality farm products that are used in support other land-focused initiatives OUR PEOPLE feed shortages. actively farming Puanga. For some time, a range of joint ventures with other Ngati high value markets that will result in a that might see erosion prone land During the year Tiwana Tibble resigned Operationally we continued to focus on we have questioned the fit of this farm Porou land owners. The benefits of such higher farm gate price for us. If we can protected, sensitive waterways fenced as a director of the company. Matanuku the integration of breeding and finishing in the wider Group. Puanga is relatively collaboration will see: maintain production at current levels off. This model could also encourage Mahuika was appointed to the PFL board. within the Group. Long-term this is an small at 300ha compared to Pakihiroa • Increased productivity and farming while extracting higher prices, we expect more of our rangatahi to be involved We also received the resignation of our important component of our supply (1258ha) and Makarika (950ha). It “smarter” e.g. truck out finished stock this to be beneficial for the land we farm with farming. long-term farm manager Luke Scragg. chain enabling us to capture breeding generates a marginal level of profitability rather than store stock. and the waterways that flow through it. Along with other subsidiary He and his family had moved on to a new and finishing margins and to allow us and being relatively remote from the • Better matching of land-use companies, PFL was pleased to support challenge. We wish them every success to predict the availability and timing of bigger properties it has limited potential opportunities – using flats for finishing CONNECTING WITH PREMIUM NPEC Age Group rugby. We also and acknowledge their contribution to stock for processing and marketing. This is to grow genuine finishing crops. In and hill country for breeding. CONSUMERS continue to support the next-generation the group over a period of time. important as we match on-farm production combination, these factors make Puanga • Opportunities to share knowledge and During the year we continued to seek of Ngati Porou farmers seeking formal to specific market opportunities. unattractive. Puanga was originally resources. insights of the consumers who ultimately training either through institutions Kia ora, bought as a staging block for stock • Economies of size and scale to improve consume products grown on our farms, such as Smedley, Waipaoa or Lincoln S T Parata MAKARIKA & PUANGA STATION farmed at Pakihiroa that were due to head cost efficiencies and extract greater and we have also reviewed the supply University. Chairman, Pakihiroa Farms Limited Pakihiroa is the best developed and most to the sale yards. value for farm production. chain joining our farms with those PFL also supported various Ngati Hilton Collier productive property in the Group. It From July 1st, Puanga has been leased • Creating more jobs locally and setting customers. Porou events and hui with meat supply. General Manager, Pakihiroa Farms Limited

31 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 32 Te ngako o nga korero mo nga piuta Financial highlights and commentary

This section provides additional information to accompany the detailed financial statements for the year ending 30 June 2016 of the Te Runanganui o Ngati Porou (TRONPnui) Group. It has been formatted to provide a user-friendly way to:

– navigate and understand key financial information – provide further analysis and explanations about the finances of the Group – provide easy to understand definitions of financial terminology and jargon.

This commentary should be read in conjunction with the detailed consolidated financial statements and relevant notes. The financial highlights and commentary cannot be expected to provide as complete an understanding as the full financial statements. The Te Runanganui o Ngati Porou Group full financial statements are available at our offices or via our website, http://www.ngatiporou.com/ nati-news/nati-publications.

This year the detailed financial statements have transitioned to new financial reporting standards: International Public Sector Accounting Standards (abbreviated to IPSAS). Under IPSAS reporting standards, the Group is only required to report the financial statements of the Group (under former financial reporting standards, both the Parent and Group was required to be disclosed). This section provides results by entity to understand how the Group financials are derived. The organisation has also streamlined the layout of the detailed financial statements, including embedding accounting policy alongside each note item. Following feedback from the 2015 Annual General Meeting and in the interests of providing additional detail in relation to the financials, the organisation has also included additional information in the detailed financial statements and in this section of the annual report.

This section details the following:

• Statement of Comprehensive Income and Expense – outlines the Group’s profits along with its revenues and costs – key differences between 2016 and 2015 are explained – the Group’s profits are separated into commercial and tribal / cultural / health – the Group’s profits are separated by entity

• Statement of Financial Position – outlines the Group’s assets (what we own), liabilities (what we owe) and equity (the owners share) TE RUNANGANUI O NGATI POROU – key differences between 2016 and 2015 are explained • Statement of Cash Flows TE RIPOATA O TE TAU 2016 – outlines the Group’s cash position and what cash has come in and went out – key differences between 2016 and 2015 are explained

Allan Jensen Whairawa Chief Financial Officer Financial Highlights and Commentary

Statement of Comprehensive Income & Expense

The Statement of Comprehensive Income and Expense or Profit and Loss, details the Group’s revenue (what the Group earned), NOTES ON THE STATEMENT OF COMPREHENSIVE INCOME & EXPENSE expenditure (what the Group spent) and profits for the year. This section has been re-summarised below showing the 2016 result, comparing it to the 2015 result, and showing the financial change between the two years. The Group’s profit (what the Group earned) for the 2016 year was $441 thousand. This compares to a Group profit in the 2015 year of $12.312 million. In summary, the change in profit from 2015 to 2016 is largely attributable to a big shift in revenues or Statement of Comprehensive Income and Expense 2016 2015 Change Note earnings from equities (financial assets), attributable to various equity market shocks. NZ$’000 NZ$’000 NZ$’000 The following explanations correspond with the numbers highlighted in red that appear in the notes column of the opposite Revenue table. Service delivery 12,355 12,380 (25) (Revenue from government and district health contracts) 1. Commercial trading revenue has decreased Commercial trading revenues have decreased from $7.139 million in 2015 to $6.070 million in 2016, a decrease of $1.069 Commercial trading revenue 6,070 7,139 (1,069) 1 (Revenue from fisheries, farming and miere) million. The decreases relate to lighter revenues across the Ngati Porou Seafoods Group and Pakihiroa Farms. While the lighter revenues from Ngati Porou Seafoods Group have resulted in a negative bottom-line / profit impact (this is explained Forestry income 5,698 1,437 4,261 2 further below), Pakihiroa Farms bottom-line / profits (due to livestock revaluations and lower costs) have improved during (Revenue from forestry, includes carbon credit revaluation) the 2016 year. Commercial trading revenues from miere also decreased with a reduction of hives due to hive placement Rental income 908 744 164 rationalisation and lower seasonal UMF yields, from year to year.

Interest income 268 1,266 (998) 3 2. Forestry income has increased (Interest revenue from funds on term deposit or on call) Commercial trading revenues have increased from $1.437 million in 2015 to $5.698 million in 2016, an increase of $4.261 Dividend income 3,468 2,665 803 3 million. This is largely due to carbon credit revaluations, forest revaluations and the commencement of harvesting at the Hoia (Dividends from share market equities and Aotearoa Fisheries) forest estate. Unrealised gains/(losses) on asset valuation (1,973) 12,668 (14,641) 4 (Differences between closing & opening values of assets incl. equities) CARBON CREDIT NZU VALUES

Share of income from Associate Entities 2,575 2,815 (240) $20 (Revenue from fisheries iwi collective partnership entities) Year 2014 2015 2016 $18 NZUs $4.05 $6.80 $17.85 Other income 1,601 1,277 324 $16 (Revenue from other revenue, eg admin fees and recharges) $14 TOTAL REVENUE 30,970 42,391 (11,421) $12 $10 $8 Expenses $6 Employee benefit expense 14,541 13,569 (972) 5 $4 (Staff costs ie. wages, salaries, kiwisaver etc) $2 Cost of sales from commercial operations 3,696 4,150 454 (Direct costs and purchases for fisheries, farming, miere and forestry) 2014 2015 2016 Depreciation expense 586 516 (70) (Non cash charge related to the wear and tear of asset over time)

Finance cost 1,061 983 (78) 3. Interest income has decreased, however this is offset with higher dividends (Costs of borrowing including interest costs) During 2016, Ngati Porou Holding Company Ltd completed the implementation of its investment programme, i.e. moving its Rental expense 469 352 (117) reserves from cash to equities / financial assets. This had the effect of reducing revenue derived from interest (from term (Rental costs incl property and equipment lease costs) deposits) and increasing revenue from dividends.

Other expenses 10,269 10,545 276 (All other costs not required to be separately disclosed on the face financials are aggregated and this is 4. Unrealised gains on asset valuations has decreased disclosed in detail in the notes section of the financial statements) Revenues from unrealised gains on asset valuations have decreased from $12.668 million in 2015 to ($1.973) million in 2016, a decrease of $14.641 million. A large part of this decrease is associated with the volatility of returns experienced in the 2016 TOTAL EXPENSES 30,622 30,115 (507) year from equity markets and is explained in depth further below.

5. Employee benefit expenses have increased Net surplus/(deficit) for the period before taxation 348 12,276 (11,928) Employee benefits have increased from $13.569 million in 2015 to $14.541 million in 2016, an increase of $0.972 million. Taxation (93) (36) 57 During 2016, the Group did not have significant movements in staff numbers or full time equivalents. A large part of this increase is associated with Ngati Porou Hauora (an increase of employee costs of $0.563 million) and comprises of general Net surplus/(deficit) for the period after taxation 441 12,312 (11,871) staff union rate increases and the reclassification of locum / contract costs to staff costs.

35 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 36 Financial Highlights and Commentary

Analysis of commercial and tribal/cultural/health activities

The Statement of Comprehensive Income and Expense has been re-summarised to show the separation between the gains. This relates predominately to the revaluation of carbon units, from $6.80/ NZU at 1 July 2015 to $17.85/ NZU at 30 June organisations’ commercial and tribal/cultural/ health activities, for the 2016 and 2015 financial years. 2016, generating a $4.4 million profit. The key changes in revenue and expenditures itemised, noted above from 2015 to 2016, is explained as follows: The Ngati Porou Seafoods Group also had a negative change between 2016 and 2015. The key driver to this change is related to lower catch volumes, the processing of lower yield product through the processing facility (lower margin product processed), Statement of Comprehensive Income and Expense 2016 2015 Change Note and higher fixed costs (including research and development and quality control costs) across the Group. Analysed by commercial and tribal / cultural / health NZ$’000 NZ$’000 NZ$’000 2. Income and operating expenses relating to the Runanganui (Parent), Hauora, Toitu NP and distributions Income from the Parent, NPH, Toitu NP in 2016 was $14.166 million (compared to $14.201 million in 2015), only a minor Commercial revenue 7,274 7,918 (621) change year on year. Dividend and interest income 3,702 3,352 350 Operating expenses from the Parent, NPH, Toitu NP in 2016 was $18.643 million (compared to $18.236 million in 2015), an increase of $0.407 million year on year. These costs include costs across a vast array of services and activities, with savings in Share income from Associate Entities 2,573 2,815 (242) some areas and cost burdens in others, on a contract by contract and activity by activity basis. One feature of the increase in Operating expenses (9,860) (8,258) (1,602) expenditure from 2015 to 2016 is associated with the three yearly election costs, a large cost for the organisation, promoting, Borrowing costs (404) (501) 97 communicating, provisioning of legal advice and coordination of the election process.

Commercial Net surplus from commercial operations (before revaluations) 3,285 5,326 (2,018) 1 3. Tribal distributions Unrealised gains from financial instruments (1,973) 11,583 (13,556) Tribal distributions include disbursements to Ngati Porou kaupapa from the Parent (Te Runanganui o Ngati Porou) and Toitu Ngati Porou Charitable Trust. The profit and loss opposite and the graphs below show that the tribal distributions for the year Unrealised gains from other assets 5,131 1,438 3,693 was $1.0 million (in 2015 this was $1.6 million). Tribal distributions include Marae grants, Taurahere grants, Ngati Porou Net surplus from commercial operations 6,443 18,347 (11,881) 1 organisation grants (eg. to Radio Ngati Porou and Ngati Porou East Coast Rugby), Ngati Porou event costs (eg. the Dawn Ceremony, Pa Wars, Ngata Lectures) and other grants. The charts below display the tribal distribution spends for each year by category. Income relating to the Runanganui (Parent), NPH, Toitu NP and distributions 14,166 14,201 (35) 2

Operating expenses relating to the Parent, NPH, Toitu NP and distributions (18,643) (18,236) (407) 2 Ngati Porou Rugby Marae wifi Borrowing costs relating to the Parent and Hauora (657) (482) (175) $27,000 $27,000 Tribal distributions (961) (1,553) 592 3 Radio Ngati Porou Taurahere grants Trading (deficit) from Runanganui, NPH, Toitu NP and distributions (6,095) (6,070) (25) Tribal, cultural, health cultural, Tribal, $48,000 $20,000 Marae grants Ngati Porou events Other grants and investments Surplus for year before taxation 348 12,277 (11,906) $0.7 million $62,000 $96,000 Taxation (93) (36) (57) Total tribal Surplus after taxation 441 12,312 (12,219) distributions 2016 2016 Intercompany transactions such as dividends are not shown in the above table. $1.0 million

The profit from commercial activities for the year was $6.443 million (in 2015 this was $18.347m) and the deficit from tribal/ cultural/health activities was $6.095m (in 2015 this was $6.070m). You will note the Group profit $0.441 million in 2016, ties back to the first Statement of Comprehensive Income and Expense table (see page 35). Ngati Porou Rugby Marae wifi $27,000 $33,000 Radio Ngati Porou NOTES ON THE ANALYSIS OF COMMERCIAL AND TRIBAL/CULTURAL/HEALTH ACTIVITIES $48,000 Other grants The following explanations correspond with the numbers highlighted in red that appear in the notes column of the above and Marae grants Ngati Porou events and investments opposite table. $1.2 million $118,000 $117,000

1. Net surplus from commercial operations Total tribal The net surplus from operating activities decreased from $18.347 million in 2015 to $6.443 million in 2016. Across the distributions 2015 commercial portfolio, the Ngati Porou Holdings investments portfolio and the Ngati Porou Seafoods Group contributed to this 2015 $1.6 million negative change. Pakihiroa Farms surplus and the underlying change from 2015 to 2016 is positive, aided by higher livestock valuations and lower farming outlays. A large proportion of the change in profit (for the Group and from commercial operations) from 2015 to 2016 is associated with the Ngati Porou Holdings Group and specifically the volatility of returns experienced in the 2016 year from equity markets. $500,000 $1,000,000 $1,500,000 In 2015 Ngati Porou Holdings generated $11.583 million of unrealised gains from financial assets compared to $1.973 million of unrealised losses in 2016. As advised in last year’s annual report, Ngati Porou Holdings had an extraordinary year achieving good growth on the back of strong returns from our financial and equity investments. A comparison year on year from equity Please note, a key difference between the Marae grants recorded in 2016 compared to 2015, is that the final quarter grant markets is commented further in the report. Pleasingly, Ngati Porou Holdings generated $5.131 million of ‘other’ unrealised round in 2016, totalling $270 thousand, will be recorded as a 2017 distribution due to accounting timing requirements.

37 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 38 Financial Highlights and Commentary

Analysis of Group entities

The Statement of Comprehensive Income and Expense has been re-summarised to show the revenues, expenses and profits • Ngati Porou Hauora: the change in earnings before internal dividends and internal interest from 2016 to 2015 is an from each entity in the Group. You will note the commercial profit, the tribal / cultural / health profit and the Group profit, of improvement of $0.137 million. A large part of this improvement is attributable to an impairment provision in 2015 of $0.517 $6.443 million, ($6.095) million and $0.441 million in 2016, ties back to the prior table on page 37. An analysis of net profit/ million, offset by a positive wash up of contract funding during the 2015 year. earnings by entity before internal dividends and internal interest show a meaningful comparison year on year. Internal • Te Runanganui o Ngati Porou: the change in earnings before internal dividends and internal interest from 2016 to 2015 is a dividends include for example dividends from Ngati Porou Holding Company Ltd to the Parent, this was $2.0 million in 2015 minor negative variance of $98 thousand. and increased to $3.0 million in 2016. 3. Change in revenue and earnings due to equity market volatility During 2016, there were two significant adverse equity market events. The first adverse event (which occurred in two stages,

Aug/Sep and Dec) was the turmoil in markets in relation to the Chinese markets. We saw a recovery from these market conditions in January through to March. The second adverse event was Brexit. This occurred a week before the Group’s 30

June 2016 year end. The June event was largely reversed in July 2016 in the new financial year. The contraction of equity returns, the volatility and these adverse events during the 2016 financial year (compared to the returns in the 2015 year and for the first 3 months of the 2017 year) is illustrated in the following graphs.

Ngati Porou Seafoods Seafoods Ngati Porou Group Farms Pakihiroa Holdings Ngati Porou Company Ltd – Commercial Holdings Ngati Porou Group Ngati Porou Toitu Hauora Ngati Porou TRONPnui health cultural, Tribal, Tax Total TRONPnui Group

MONTHLY RETURNS YTD RETURNS 2016 2015 2016 2015 2016 2017 Income 5,239 3,926 8,447 16,729 1,380 9,661 8,756 14,168 30,897 4% 20% Expenses (excl interest) 4,162 3,234 2,486 9,882 1,068 10,401 9,558 19,512 29,395 3% 15% EBIT 1,077 692 5,961 6,847 312 (740) (802) (5,344) 1,502 2% 10% Net Profit 971 394 5,961 6,443 312 (804) (2,603) (6,095) 93 441 1% 5% Net Profit before internal dividends 971 394 5,078 (988) (804) (4,303) 0% 0% and internal interest -1% -5% -2% -10% 2015 -3% China Brexit -15% Income 6,157 3,530 17,605 26,255 2,922 10,819 6,854 14,201 40,456 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Expenses (excl interest) 4,172 3,282 990 7,407 1,578 10,161 8,603 19,753 27,197 Please note: returns in the above graph includes foreign exchange translation gains and losses. EBIT 1,984 248 16,616 18,848 1,344 658 (1,749) (5,552) 13,259

Net Profit 1,775 (44) 16,616 18,347 1,344 574 (3,320) (6,070) 36 12,312 Net Profit before internal dividends 1,775 (44) 16,616 (1,500) (941) (4,112) The monthly return graph clearly shows the negative difference month to month of returns in 2016 (and the two events and internal interest described above) compared to 2015. Likewise, the year to date (YTD) return graph clearly shows the negative difference Change in net profit 2016-15 (804) 438 (10,632) 11,881 (1,032) (1,378) 810 33 (11,871) cumulative monthly returns in 2016, compared to 2015 and compared to the first three months or the first quarter of the 2017 financial year. Change in net profit 2016-15 (804) 438 (11,515) 512 137 (98) before internal dividends and As reinforced at 2015 AGM and in the 2015 and 2016 annual reports, a long term view must be taken across equity classes. internal interest A 5 year rolling average is usually used as a reliable view. The below graph shows the annualised return from 2014, 2015 and 2016. This shows mediocre returns in 2014 (partly attributable to a good majority of funds invested in term deposits), the Note 1, 3 2 extraordinary year in 2015 and contracted returns in 2016. The below graph also shows our annualised returns compared to Because intercompany eliminations are not shown, the columns do not add to the group total. what we would have received if the funds were invested in term deposits. While term deposits provide relatively uniform returns from month to month and year to year, there is a potentially large gap in what returns an investor is able to gain.

NOTES ON THE ANALYSIS OF GROUP ENTITIES

The following explanations correspond with the numbers highlighted in red that appear in the notes column of the opposite ANNUALISED RETURNS SINCE INCEPTION table. Equity Return 6-month Term Deposit Rate

1. Net Profit from Commercial / Ngati Porou Holdings Group 12% 2014 2015 2016 A more detailed description of the net surplus from commercial activities decreasing from $18.347 million in 2015 to $6.443 10% Equity Return 3.2% 10.5% 5.5% million in 2016 has been provided earlier in the report and a detailed comparison year on year from equity markets is 8% commented further under note 3. 6-month Term Deposit 3.8% 4.1% 3.3% 6%

4% 2. Net Profit from Tribal / Cultural / Health • Toitu Ngati Porou: the change in earnings before internal dividends and internal interest from 2016 to 2015 is an 2% improvement of $0.512 million. A large part of this improvement is attributable to the lower marae grant payments, 0% compared year on year, and this was detailed earlier in this report. 2014 2015 2016

39 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 40 Financial Highlights and Commentary

Statement of Financial Position

The Statement of Financial Position or Balance Sheet details the Group’s assets (what the Group owns), liabilities (what the Statement of Financial Position 2016 2015 Change Note Group owes) and equity (the owners share of the Group) at the end of the financial year. The Balance Sheet has been re- NZ$’000 NZ$’000 NZ$’000 summarised below and details the position at the end of 2016, a comparison to the position at the end of 2015, and the change Non-current liabilities (where there has been a material change year on year, this is noted and expanded on further. The re-summarised Balance Borrowings 16,599 11,079 5,520 1 Sheet includes a description (in everyday language) of what each item relates to. TOTAL NON-CURRENT LIABILITIES 16,599 11,079 5,520

Statement of Financial Position 2016 2015 Change Note TOTAL LIABILITIES 22,164 23,141 (977) NZ$’000 NZ$’000 NZ$’000 Net assets 201,293 200,852 441 ASSETS Equity Current assets Reserves 2,703 2,703 – Cash and cash equivalents 9,205 18,661 (9,455) 1 Retained earnings 198,590 198,149 441 (Cash in everyday and term deposit accounts) TOTAL EQUITY 201,293 200,852 441 Trade and other receivables 3,863 4,857 (994) (Monies owed to the Group from customers) Inventories 435 9 426 This balance sheet illustrates that: (Stock of fish and miere [honey]) • total assets has decreased from $223.993 million in 2015 to $223.457 million in 2016, Work in Progress 8 2,865 (2,856) 2 • total liabilities has decreased from $23.141 million in 2015 to $22.164 million in 2016, and (Capital projects in progress [2015 incl part of the Te Tini build and website]) • total equity has increased from $200.852 million in 2015 to $201.293 million in 2016. Taxation receivable 745 1,239 (495) In summary, the Group’s equity has increased slightly year on year, with total assets decreasing slightly, and pleasingly (Monies owed from the IRD) the Group’s liabilities have decreased to a greater degree than the decrease in total assets. TOTAL CURRENT ASSETS 14,256 27,631 (13,375) The Group’s equity / total assets is strong at 90.1% (this compares to 89.7% in 2015). The asset/equity ratio shows the relationship of the total assets of the firm to the portion owned by shareholders. This ratio is an indicator of the company’s Non-current assets leverage (debt) used to finance the organisation. There is no ideal asset/equity ratio value but it is valuable in comparing to Investments 122,349 119,607 2,765 similar organisations (and in our case, other Iwi organisations). This information was shared with attendees at 2015’s AGM. (Funds with fund managers, share market and equity investments) Carbon credits 7,084 2,684 4,400 3 (Carbon units owned by the Group predominately from pre 1990 forests) NOTES ON THE STATEMENT OF FINANCIAL POSITION Biological assets 7,540 6,722 817 (Forest (trees) and livestock) The key changes in balance sheet items, noted above from 2015 to 2016, is explained as follows: Quota shares 19,011 19,011 – (Fishing quota, predominately allocated from TOKM issues) 1. Cash and borrowings AFL revenue shares 16,886 16,886 – As detailed in the financial statements, cash has decreased from $12.769 million in 2015 to $8.891 million in 2016 and (Investment in Aotearoa Fisheries Limited) borrowings have increased from $11.531 million in 2015 to $17.315 million in 2016. This is detailed below: Property, plant and equipment 36,140 31,452 4,688 2 (Land, buildings, plant and equipment owned by the Group) Cash / bank accounts 2016 2015 Borrowings 2016 2015 Deferred taxation 191 – 191 NZ$’000 NZ$’000 NZ$’000 NZ$’000 (Taxation timing differences, to be utilised as a tax credit in the future) Current assets – bank accounts 9,205 18,661 Borrowings – non current 16,599 11,079 TOTAL NON-CURRENT ASSETS 209,201 196,362 12,861 Current liabilities – bank accounts (224) (5,892) Borrowings – current 716 452 TOTAL ASSETS 223,457 223,993 (536) Total cash 8,981 12,769 Total borrowings 17,315 11,531

LIABILITIES A good proportion of the change in cash and borrowings is associated with reorganising the Group’s working capital Current liabilities arrangements and the additional funding of equity investments. Total borrowings and bank liabilities between 2015 and 2016 Bank accounts 224 5,892 are outlined in the table below. (Bank overdrafts) Trade and other payables 3,365 4,369 (1,003) Borrowings and overdrafts 2016 2015 (Monies owed from the Group to suppliers and contractors) NZ$’000 NZ$’000 Borrowings 716 452 264 1 Total borrowings (non current and current) 17,315 11,531 (Monies owed to borrowers and due within 12 months) Plus: bank overdrafts 224 5,892 Employee entitlements 1,260 1,120 140 Total borrowings and overdrafts 17,539 17,423 (Monies owed to employees, predominately leave) Deferred taxation – 229 (229) (Taxation timing differences, to be expensed as tax in the future) TOTAL CURRENT LIABILITIES 5,565 12,062 (6,497)

41 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 42 Financial Highlights and Commentary

Statement of Cash Flows

It is important to note that during the 2016 financial year, a key feature or benefit of the Group reorganising its working capital The Statement of Cash Flows details the Group’s cash, cash receipts (what cash came in) and cash payments (what cash went and borrowing facilities, was reduced interest costs. At the end of 2015, bank borrowings interest rates were between 5.57% out). The Statement of Cash Flows is separated into operating activities (cash ins and outs from trading and doing its day to and 6.66%. At the end of 2016, bank borrowings were between 3.35% and 3.45%. A small part of the change is associated with day business), investing activities (cash ins and outs relating to capital expenditure ie. buying / developing / selling assets and reductions in the official cash rate by the Reserve Bank of New Zealand, though the majority of the savings is associated with investments) and financing activities (cash ins and outs relating to borrowings). reduced interest margins charged from our bankers as a result of the Group reorganising its working capital and borrowing facilities. Statement of Cash Flows 2016 2015 Change Note A high level breakdown between the shift between borrowings at the end of 2015 and borrowings at the end of 2016 is NZ$’000 NZ$’000 NZ$’000 detailed as follows: CASH FLOWS FROM OPERATING ACTIVITIES (Includes cash from trading revenue (customers and agencies) and cash paid to suppliers and employees) NZ$’000 Receipts from customers, agencies & associates 22,373 21,302 1,071 Total borrowings at 30 June 2015 11,531 Dividends & interest received 3,152 3,931 (779) Working capital, transition from overdraft to borrowings for TRONPnui and PFL 4,780 Payments to suppliers (including interest and taxes) (13,501) (12,571) (930) TRONPnui loan drawndown with ANZ to advance to NP Hauora 1,500 Payments to employees, directors & trustees (15,227) (14,067) (1,160) TRONPnui loan drawndown with ANZ to complete Te Tini o Porou build 1,200 Cash flows from operating activities (3,203) (1,405) (1,798) 1 NP Seafoods ANZ loan repaid with surplus cash within that entity (1,632) CASH FLOWS FROM INVESTING ACTIVITIES Other (64) (Includes cash from the sale of and purchase of property, plant & equipment and cash from cashing up Total borrowings at 30 June 2016 17,315 and investing in new shares) Sale of property, plant & equipment 21 – 21 Further commentary is provided below regarding the $1.5m loan advance to NP Hauora and the $1.2m loan with regard to Purchase of property, plant & equipment (1,736) (3,143) 1,407 the Te Tini rebuild. Sale of listed investments 2,600 – 2,600 2 The $1.5m loan drawdown from ANZ to advance to NP Hauora was a means to inject cash into the organisation to ensure Purchase of listed investments (6,731) (37,760) 31,029 2 the organisation’s day to day operations would continue in the immediate future. The intention of these funds was to provide a cushion to the organisation to deliver initiatives to ensure the ongoing sustainability of the organisation. The $1.5m advance is Purchase of biological assets (523) (695) 172 only part of a larger sum that has supported the NP Hauora organisation over many years, and this is detailed as follows: Cash flows from investing activities

CASH FLOWS FROM FINANCING ACTIVITIES 2012 2013 2014 2015 2016 Comment (Include loan draw downs and repayments) Cash advances 810 640 These advances were extinquished with Loans & advances 10,994 1,623 9,371 property sale and dividend Loan repayments (5,210) (276) (4,934) Purchase of selected 1,550 $2.4m gross, $1.5m net cash to Hauora, properties residual extinquished historic advances Cash flows from financing activities 5,784 1,347 4,437 3

Dividend 1,250 Mostly extinquished historic advances, few Net increase/(decrease) in cash and cash equivalents (3,788) (41,656) hundred thousand cash Cash and cash equivalents at beginning of the year 12,769 54,425 MATCS 265 Cash to NP Hauora Cash and cash equivalents at end of the year 8,981 12,769 Costs incurred and numerous numerous numerous numerous numerous Numerous costs and services provided to not charged NP Hauora in-kind NOTES ON THE STATEMENT OF CASH FLOWS TRONPnui loan 1,500 Cash to NP Hauora drawndown 1. Cash flows from operating activities The Group had negative operating cashflows of $3.203 million. A key feature of the Group is the significant portion the Group’s The second key item in the movement of borrowings relates to the $1.2m loan with regard to the Te Tini rebuild. The rebuild funds invested in equities. This exposes the Group to a large proportion of unrealised gains or non-cash profits. An alternative was completed in August/September 2015. The opening of Te Tini occurred in August 2015. At 30 June 2015, loans drawn down would be to invest funds in term deposits, where this is paid out monthly, quarterly or annually. In the long run historically, for the rebuild totalled $1.3m. returns from equities have out performed cash. This was illustrated earlier in the report, where a comparison illustrated the difference in returns from the Group’s equities compared to term deposits. 2. Work in progress and property, plant and equipment The change from the 2015 position can be described in terms of a slightly larger portion of funds that are invested in equities Work in progress are capital items being developed or in progress. Work in progress in 2015 was $2.865 million and at the end in 2016 compared to 2015 and the tightening of commercial trading conditions year on year (as highlighted earlier in the report). of 2016 was reduced to $8 thousand. At the end of 2015, a large part of the balance included the Te Tini facility build and web site development expenditure. These items have been moved from work in progress to property, plant and equipment during 2. Cash flows from investing activities the 2016 year. The Group had negative investing cashflows of $6.369 million. This largely relates to moving reserves from cash to equities in 2016. 3. Carbon credits The increase in carbon credits on the balance sheet, as noted earlier in the report, relates to the revaluation of carbon units, 3. Cash flows from financing activities from $6.80/ NZU at 1 July 2015 to $17.85/ NZU at 30 June 2016, generating a $4.4m profit. The Group had positive financing cashflows of $5.784 million. This largely relates to the increase of borrowings as outlined in the statement of financial position section.

43 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 44 Financial Highlights and Commentary

Glossary

2015 As at 30 June 2015 or for the 12 months ending 30 June 2015. 2016 As at 30 June 2016 or for the 12 months ending 30 June 2016. Annualised Return An average return showing what an investor would have received per annum. Associate A company in which another company owns a significant interest (usually between 20% and 50%). Brexit The outcome of the British referendum to decide whether Britain should leave or remain within the European Union. EBIT Earnings before Interest and Tax. Financial Instrument In general, this is cash or a contract to deliver or receive cash. Impairment A reduction in the value of an asset. SIPO Statement of Investment Policies and Objectives. TOKM Te Ohu Kaimoana. Unrealised Gain is a profit that exists on paper, resulting from an investment, it is a profitable position that is yet to be sold in return for cash. YTD Year to Date.

45 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 46 NAME POSITION NAME POSITION Kaimahi Hine Manuel Marae and Housing Co-ordinator Moana Glover Waitress, casual – Te Tini o Porou Hiria Shaw Administrator – Matauranga Mereama Ormsby Cleaner, casual (end date 25/10/2015) TRONPnui staff for the year Hugh Stuart Group IT Manager Meredith Ruru In house Legal Counsel (end date 28/3/2016) ending 30 June 2016 Jack Papuni Archives Assistant Merekaraka Te Whitu Youth Co-ordinator – Ruatoria Jacqueline Rangiuaia Receptionist, casual – Ruatoria Michael Huriwai Casual Security – Te Tini o Porou (end date 26/7/2015) Moera Brown Restorative Justice / Jacqui Ata Executive Assistant to the Chief Executive Youth Justice Co-ordinator NAME POSITION Officer Monty Manuel Kaitakawaenga – Community Injury Adam Tapsell Finance Assistant (end date 20/5/2016) James McIntosh Gardener Prevention Adrienne Ngata Puna Kainga – Kaiwhakahaere Jasmine Kaa Communications Advisor Naleya Ahu Facilitator – Youth Albie McFarlane Personal Assistant to the Chair/TRONPnui Jason McKelvie Accounts Administrator Neville Lyttle Cleaner, casual – Ruatoria Board Secretary Jill Donald Supervisor – Tuhono Whanau Pearl Thatcher Kaiawhina – Tuhono Whanau Alecia Lewis Accounts Payable John Hockey General Manager – Business Development Phillipa Tako Cleaner – Ruatoria Alice Maukau-McPhee Kaiawhina – Whanau Support Joseph Akuhata-Brown Counsellor Rapaea Parata Reo Nati Kaiawhina Allan Jensen Chief Financial Officer Josephine Tangaere Kaiarahi – Service Manager – Ruatoria Rea Proffit Finance Administrator Amoe Tarsau Youth Services Co-ordinator Josephine Wimutu Kaiwhakarite – Administrator Reba Haraki Kaiawhina – Tuhono Whanau Amy Kururangi Youth Services Co-ordinator Juanita (Whiti) Timutimu Maori Responsive Advisor (Secondment) Reihana Tipoki Whanau Advocate Anna Needham Financial Accountant Julliet Lardelli Kaiawhina – Tuhono Whanau Rimini Moana Kaiawhina – Strengthening Families Anne Huriwai Senior Manager – Whanau Oranga Services Karauna Waititi Print Operator Assistant, casual Rina Elers Service Manager – Whanau Oranga Akaysia Williams Waitress, casual – Te Tini o Porou Karen Hollis Kaiawhina – Attendance Riria Fox Supervisor – Whanau Oranga Ashley Busher General Hand, casual (end date 9/8/2015) Karen Pewhairangi Kaiarahi – E Tipu E Rea Robyn Smith Service Manager – Whanau Oranga Awhi Wyllie Iwi Justice Panel Facilitator (end date 10/4/2016) Rua Tipoki Service Manager – Youth Services Awhina White Environmental Manager Katherine Tuhaka Receptionist / Administrator (end date 31/7/2015) Ruby Smith Human Resources Advisor Kathy Keelan Kaiawhina – Tuhono Whanau Bill Taiapa Liaison Probation Officer (Secondment) Sandra Chase Restorative Justice / Youth Justice Kelly Wyllie Kaiawhina – Te Whae Atawhai / Co-ordinator Bonnie Parata Manager – Tuhono Whanau Social Workers in Schools Selene Keil Receptionist, casual – Ruatoria Brandon Smith General Hand, casual Kerry McLatchie General Hand – Te Tini o Porou Sharvene Vertongen Receptionist / Administrator – Cory Campbell Waitress, casual – Te Tini o Porou Kim Torrez Kaiawhina – Attendance Wahine Activate (end date 22/4/2016) Colin Taare Kaiawhina – Attendance Kodi Campbell Waitress, casual – Te Tini o Porou Sharyne Tuari Kaiwhakarite Restorative Justice / TSAS Daniel Senelale Assistant Chef, casual Kuini Williams Acting Operations Manager – Shelley Hannah-Kingi Budget Advisor (end date 13/9/2015) Dean Moana Chief Executive Officer (end date 9/9/2015) Te Tini o Porou Tammy Tupene Receptionist / Accounts Support Diana Ming Budget Advisor Laurie Sadlier Kaiawhina – Attendance Taryne Papuni Web Content Assistant Casual Don Hovell Environmental Trainee (end date 12/7/2015) Leeanne Morice Ngati Porou Marae Kaitakawaenga (end date 25/10/2015) Edwina Hema Sous Chef, casual / Assistance Leighton Packer Wahine Activate Co-ordinator Teepa Wawatai Chief Executive Officer – July 2015 Administrator (end date 20/6/2016) Leone Roberts Kaiawhina – Community Injury Prevention Terendak Keelan Kaiawhina – Tuhono Whanau, Elizabeth Cairns Kaiawhina – NP Reintegration Children’s Team Mabel Dewes PAFT Education Elizabeth Mills Environmental Trainee (end date 12/7/2015) Teressa Niwha Casual cleaner (end date 13/3/2016) Maraea Henare Kaitataki – Supervisor Emma Bell TRONPnui Elections Administrator Terina Lyttle Receptionist – Ruatoria Maraea Pomana Kaiawhina – Youth (end date 23/10/2015) Thomas Irwin Iwi Justice Panel Facilitator Marina Ngatai Kaiawhina – Te Whae Atawhai / Social Erana Stewart Budget Advisor – Ruatoria Workers in Schools (end date 18/4/2016) Tina Swann Executive Assistant to Chief Financial Officer Ernest Packer Youth Mentor Mary-Anne Crawford Kaiawhina – Te Whae Atawhai / Tira Johnson In-house Legal Counsel (contract) Eruera Kawhia Te Toka Trade Training Manager Social Workers in Schools Tony Lee Management Accountant (end date 20/5/2016) Mateawa Keelan Personal Assistant to Senior Manager – Trisha Hina Kaiawhina – Te Whae Atawhai / Esther Velloza Personal Assistant to Te Roopu Tatai Hono Whanau Oranga Social Workers in Schools Senior Manager Matekino Tuhura Kaiawhina – Nutrition Trudy Lewis Communications Manager Fleur Paenga Contracts Manager Matewai Paenga Tutor – Training for Work (end date Tupai Ruru-Wainui Kitchen General Hand, casual Gary Harding Youth Worker 10/2/2016) (end date 25/10/2015) George Peipi Print Operator, casual (end date 13/11/2015) Matthew Pavarno Finance Manager Valencia Little Kaiawhina – Te Whae Atawhai / Helaina Makiri Administrative Assistant Melanie Glover Kaiawhina – Attendance (end date 2/7/2015) Social Workers in Schools Supervisor – Wahine Activate / Young Maori Hera Clarke Engagement Senior Advisor (secondment) Mothers Wiremu Paenga Puna Kainga – Kaimanaaki Herewini Te Koha Chief Executive Officer

47 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 Te Runanganui o Ngati Porou Te Ripoata o te Tau 2016 48 Poroporoaki Nolan Tariho Rimitiru Raihania 16th November 1926 – 22nd October 2016

Haere te morehu papa o Ngati Porou Haere te morehu o Te Rua Tekau ma Waru Haere te poupou o Te Runanga o Ngati Porou me Te Runanganui o Ngati Porou

Takahia te ara whanui ki te rangi ki runga rawa ra he wairua koe nohou te ao katoa e Nolan e

Te hokowhitu toa mauria atu ra Te pueru o koutou tipuna e Te mana me te wehi e Te mana me te wehi e Hei hoa ki tawhiti nui Ki tawhiti pamamao, Aue! Aue! Te aroha e ngau kino nei, Otira i tenei wa haere ra Ma te Kingi o nga Kingi koutou e manaaki e Ko te tangi tenei a te ngakau e Te Runanganui o Ngati Porou PO Box 394, Kaiti, Gisborne Tel: 06 867 9960 Call Free: 0800 676 768 (0800 NPOROU) Email: [email protected] www.ngatiporou.com