te rūnanga nui o te aupōuri PŪRONGO Ā-TAU

FOR THE YEAR ENDED 30 SEPT 2020 HE PEPEHA, HE WHAKATAUKI NŌ TE AUPŌURI

“Haere ki a Wheeru ki te rangatira. Haere ki a Te lkanui ki te toa.” Ko te mātāmua a Te More ko Kupe, te tuahine, ka noho ki Makora. Ko ngā tungāne a Wheeru rāua ko Te Ikanui i noho atu ki Hauturu. E koro, ēnei tūpuna kāhore e rite tahi ana. Koia i meinga ai, ko Wheeru he tangata humārie, he tangata hohou rongo. As explained by Te Wiki Popata.

‘Anō ko te tāpui nīkau e tū ana i Otōtope’ “Mokohorea...Ka rangatira ngā uri o Te Rūnanga, o Whakaririka, o Te Ikanui e noho huihui ana me he tāpui nīkau nō Otōtope” It is said that the descendants of Te Rūnanga, Whakaririka and Te Ikanui who lived together like the grove of nīkau palm trees at Otōtope, would be chiefs. Published in He Pepeha, He Whakatauki nō Taitokerau.

‘Ko Matapia te wai o aku kamo i taku titironga atu ki a koe’ Matapia is reflected in my eyes when I look at you. He whakataukī nāTōhē ki tana pononga ki a Ariki. A saying by Tōhē to his servant, Ariki. Information from Rev. Ihaka Eru (Toro) Ihaka, June 1986.

‘Ko Matapia te taunga o te kōtuku rerenga tahi’ Matapia is a rocky island off the coast from Te One Roa a Tōhē. In the time of Takingaro, a chief of Te Aupōuri, a kōtuku (white heron) rested there and was seen by him. The visit pleased Takingaro because the visit honoured his whenua, and because the feathers that could fall from it were greatly prized. Information from the Rev. Herepo Harawira

‘Ko te Atua ki te Rangi, ko Te Aupōuri kei te whenua’ ‘God is in heaven and Te Aupōuri is on earth’. “In recognition of the excep- tionally vital part that the Christian religion played in the daily lives of my tribe, the following proverb came into being, and is still referred to, even today.” Herepo Harawira, Keene 1974:9. TE RĀRANGI KAUPAPA TABLE OF CONTENTS 04 MIHI 07 ORGANISATIONAL STRUCTURE 08 KŌRERO A TE HEAMANA O TE RŪNANGA 10 KŌRERO A TE TUMU WHAKARAE 13 OUR TEAM 18 COVID19 - RESPOND | REBUILD | RECOVER 20 TE AUPŌURI IWI DEVELOPMENT TRUST 25 TE AUPŌURI COMMERCIAL DEVELOPMENT LTD 30 TE AUPŌURI FISHERIES MANAGEMENT LTD 33 AUDITED FINANCIAL REPORTS

3 MIHI

Topatopa ana te manu Tau ana te titiro ki ngā au moana, ki ngā mau o te whenua, ki ngā ara tawhito i ahu mai ai ngā tūpuna i Wawauatea Ki ngā takahanga i mahue iho i te hunga wairua Ka ngaro ki Hawaiki-nui, Hawaiki-roa, Hawaiki-pāmamao Huri noa ki te whitinga o te rā Ko Rā-nui, ko Rā-roa, ko Rā-whakatiketike E pāinaina ai, e āhuru ai te iwi o Te Aupōuri I ōna parae, ōna māniania, ōna awaawa, ōna maunga Tahorahora ana te huanui hei hlkoi mā tātou Kei runga ko te whetū hei arataki Kei raro ko te tapuwae hei whai Pātōtō ana te manawa kia whiwhi Ka puta ka ora, ki te wheiao ki te ao-mārama!

‘Kūī, kūī! Whitiwhiti ora!’ Ki ngā mana, ki ngā reo, ki ngā karangatanga maha o te iwi whānui o Te Aupōuri, tēnā koutou i raro i te manaakitanga o te Runga Rawa. Tēnā koutou e ngā mātua, e ngā whaea, e rau rangatira mā, e noho mai nā i ō koutou kāinga maha, huri noa, huri noa i te ao.

Ka poroporoaki ki a rātou kua whetūrangitia, nā reira, e ngā mate, haere, haere, haere atu rā. Ka hoki ngā mahara ki ngā nohonga tahitanga, ki ngā katanga tahitanga, ki ngā tautohenga tahitanga, ki ngā matapakinga tahitanga, ki ngā whakataunga tahitanga. Koia rā ka pupū ake te aroha, i te hokinga o ngā rau mahara ki ngā mārohirohi i kawea ai ngā moemoeā o te iwi i roto i ngā tau maha kua pahika. He whakamaharatanga tēnei ki te hunga i kawea ai tēnei kaupapa hei oranga mō te iwi whānui o Te Aupōuri, i ngā tau ki muri. Āpiti hono tātai hono, te hunga mate ki te hunga mate, āpiti hono tātai hono, te hunga ora ki te hunga ora.

Kua tae rā tātou ki te wā ka tū te hui-ā-tau a Te Rūnanga Nui o Te Aupōuri. Ka whakaaro ki ngā mahi kua tūtuki i te tau pūtea kua taha atu nei, koia hoki ko te kai kei roto o tēnei pūrongo-ā-tau, me te mōhio hoki i whakakāhore te hui-a-tau i tērā tau, nō runga i ngā āhuatanga o COVID-19. Ka whakaaro tonu ki te āhuatanga o te mate urutā e whakataimaha nei i te ao katoa. Whakaarohia te āhua o ō tātou whanaunga e noho pōkaikaha nei i ngā tōpito katoa o te ao whānui. Tukuna tō koutou aroha kia puta mō rātou, arā, ā tātou karakia me ā tātou inoi. Heoi anō ko te kōrero, kia kaha, kia māia, kia manawanui.

He tau hou tēnei, hapaingia tēnei tau hou ki ngā mahi nūnui, kia kaha ai te iwi, ki te rapu i ngā tikanga e tupu pai ai o tātou uri whakatupu. Kia kaha e te iwi ki te whakahaere tikanga pai hei oranga mō ngā whānau o Te Aupōuri, ahakoa noho ngā uri ki hea, he nui te hiakai ki ngā hītoria.

Tērā noa atu ngā kupu waiho ake a ō tātou wheinga kua nunumi ki te pō. Amuamu ana ngā uri kei hea rānei ngā tātai kōrero. E whai ake nei ko ētahi kupu nō te pepa whakataunga take Tiriti o Waitangi o Te Aupōuri. Heoi, he kaupapa wānanga, he kaupapa āwhina i te hunga e rapu nei i ō tātou pānga tangata, pānga whenua, wā kāinga e mau tonu ai te mana whenua me te mana tangata hoki, o te iwi o Te Aupōuri.

Nō reira tēnā koutou, tēnā koutou, tēnā koutou katoa.

4 HE TIKANGA WHAKAARO

The following are extracts from the Te Aupōuri Deed of Settlement:

Te Aupōuri are one of the five iwi of Muriwhenua, also known as Te Hiku o te Ika a Maui, the Far North of Aotearoa. The people of Te Aupōuri share a number of well-known ancestors with wider Muriwhenua including: • Kupe of the Mata-whao-rua canoe and Te Ngaki of the Tawhiri-rangi canoe; • Nukutawhiti of the Nga-toki-mata-whao-rua canoe; • Ruanui-a-Tane of the Mamari canoe and his wife Manawa-a-rangi; • Whakatau of the Mahuhu-ki-te-rangi canoe; • Po-hurihanga of the Kurahaupo canoe and his wife Maieke; • Tu-moana of the Tinana canoe and his wives Pare-waha-ariki and Kahukura-ariki; • Te Parata of the Mamaru canoe and his wife Kahu-tia-nui; • Tōhē and Te Kura-a-rangi; • Tu-mata-hina and Tangi-rere; • Rahiri, Ahua-iti and Whakaruru; • Ue-oneone and Rei-tu; • Kai-rewa and Wai-miri-rangi; • Toa-kai, Tu-kotia and Tara-whati; • Haiti-tai-marangai and Puna; • Tuwhakatere of Ngāi Takoto, and his wives Tu-te-rangi-a-tohia and Tu-poia; and • Moko-horea and Uru-te-kawa.

From these ancestors descend two families from which Te Aupōuri as an independent iwi trace their descent:

Firstly, the family of More Te Korohunga and Te Awa. The name Te Aupōuri came about from an event in the time of More Te Korohunga and Te Awa’s children - Kupe, Wheeru, Te Ikanui, Te Kakati and Te Uruhapainga.

Secondly, the family of Te Ihupango and Te Amongaariki II, who had two daughters - Tihe and Kohine. Te Amongaariki II is especially important to Te Aupōuri being the principal ancestress of the Te Kao lands and the southern Pārengarenga Harbour.

Te Ikanui (More Te Korohunga and Te Awa’s son), married Tihe and Kohine (Te Ihupango and Te Amongaariki ll’s daugh- ters). These are the ancestors of the Te Aupōuri people of Te Kao - “Ngā uri o Te Ikanui ”. Regarded as the descendants of the children of the marriages of Te Ikanui with either Tihe or Kohine, being Te Heitiki, Tūpuni, Tonga, Te Kaaka, Manga, Puwai, Te Matakau, and Te Mai.

Around 1830 there was a major inter-tribal conflict that left theAupōuri Peninsula largely deserted. Historic acts of peace- making and diplomacy followed. Te Aupōuri accepted an invitation from Poroa of Te Rarawa to stay with him at Wharo (Ahi- para). There, a number of peace marriages took place between Te Aupōuri and Te Rarawa. The most well-known of these was that of Meri Ngāroto, a chieftainess of Te Aupōuri, and Puhipi Te Ripi, a chief of Te Rarawa.

Te Mahia of Te Aupōuri and Te Morenga of Te Rarawa signed the Declaration of Independence (He Whakaputanga) to- gether on 12 July 1837. On 28 April 1840 Paraone Ngaruhe and Te Wiki Taitimu signed Te Tiriti o Waitangi on behalf of Te Aupōuri at Te Ahu in Kaitaia.

5 MERI NGĀROTO

Meri Ngāroto was a prolific composer of Te Aupōuri pepeha and waiata, where she recorded many elements of the history of Te Aupōuri. The following are some examples of her compositions as documented in the Te Aupōuri Deed of Settlement. There are other versions of each waiata but in the interest of consistency the versions printed here reflect those approved for publication in the Te Aupōuri Settlement.

TE WHAKATAUKI A MERI NGĀROTO

Hūtia te rito o te harakeke Kei hea te kōmako e kō? Whakataerangitia Rere ki uta Rere ki tai Māu e ui mai, ‘He aha te mea nui o te ao? ‘Māku e kī atu, ‘He tangata, he tangata, he tangata!’

Te Tangi a Meri Ngāroto mō Parāone Ngāruhe Te Tangi a Meri Ngāroto mō tana iwi o Te Aupōuri

Tū noa ana rā te puke i Oromanga Tērā te uira wheriko i te rangi Tāhuhu kau ana ngā tai o te rae He tohu aituā nō aku mātua e Taku rena kāinga e nunumi ake nei Kā ngaro rā ngā iwi whakakiwa Ka ngaro rā e te puru o te whenua Ka ngaro rā ngā pūkōrero e Nāu rā te kī nei, puritia te whenua Kā ngaro rā ko te tini o te hoa E kore e puritia he whetū kamokamo Aku manu noho uru He nui ake koe kei ōu mātua Tiu ana i te tonga e I tuku ki te mate... nā Kā mōkai whenua, ka mōkai tangata Ka kōkiri koe i ngā wai haere nui Ka noho mokemoke te hunga ora nā e I roto i Te Awapoka whakaea te manawa Waiho i muri nei rā hei mihinga māku Puke i Pōtahi kia hurihurihia Ko Whangatauatia, ko te puke whakahī Wahine ati ringa māna koe e haumiri Tahuri ō mata [ki] te tai o Wharo Māna e taratara tōu uru māwhatu He tai mihi tangata, e ngunguru mai nei Rawaitia ki te hinu ōriwa Miro te kakara i roto i te wharenui E tuku ki raro rā Waitukupāhau Hoki mai e Pā kia tangihia koe Ko Te One i haea e Poroa e E Te Kapa ka tika kei tōu whānau Kō Wheeru tēnā , ko Te Ikanui E ripo i te whare... rā Ngā toa ēnei o Te Aupōuri Ngā iwi o te riri i mau ai te rongo Ka utaina atu koe te riu waka nui Ka ngaro koutou i te ao tū roa e Kei ōu mātua e moe roa mai rā Mārō tonu atu rā te ara ki Waihī Ka timu ngā tai i waho o Te Karaka Ngā taumata noho i raro o Haumu e Ka whakamaranga ngā uru tahuna Tū mai e titiro rā ki te wā kāinga I waho o Te Tokarahi kumenga wai hoe I roto o Epeha he whakakatoatanga Tangi mai ki te iwi, ka hotu te manawa e Koutou ki reira ... rā Ruku atu koe rā te au o Te Reinga Ka whiti atu koe i te mate ki te ora

6 TE AUPŌURI IWI

TE RŪNANGA NUI O TE AUPŌURI TRUST

TE KĀHUI KAITIAKI RANGATIRATANGA O TE AUPŌURI LTD

CHIEF EXECUTIVE OFFICER

TE RŪNANGA NUI O TE AUPŌURI SHARED SERVICES

TE AUPŌURI COMMERCIAL TE AUPŌURI FISHERIES DEVELOPMENT LTD MANAGEMENT LTD

• Farming • AFL Shares TE AUPŌURI TE AUPŌURI IWI • ACE Quota • Forestry PROPERTY LTD DEVELOPMENT TRUST • Aquaculture • Asset management • Property • Education • Commercial property • Culture • Right of First • Social Wellbeing Refusal (next 172 years) KŌRERO A TE HEAMANA O TE RŪNANGA

Tēnā te ao, tēnā pō, tēnā koutou katoa

Ka hoki ngā mahara ki a rātou kua whetūrangitia, haere ngā mate, haere, haere atu rā. Ka whakaaro hoki ki ngā waihotanga iho o rātou mā, rātou te hunga wairua ki a rātou. Ka huri ki a tātou te hunga ora, tēnā koutou, tēnā koutou, tēnā tātou katoa.

Serving as Chairman of Te Rūnanga Nui o Te Aupōuri is an honour, and I guide governance decisions with reference to the humility of my mother, the late Waiheke Ngaromutu Heka and my father Ronald Kite who is now 93 years old. I think of my grandmother, Te Kohe Ngaromutu Heka (née Pene), my grandfather, Pari Heka, my great grandparents Te Heka and Ketia (née Wi Kaipo).

The governance of our Rūnanga includes Peter-Lucas Jones (Deputy Chairman), Tui Kapa (Secretary/Treasurer), Ana Carpenter (Trustee), Maahia Nathan (Trustee), Sonny Christie (Trustee) and Richard Witana (Trustee).

I am reminded of the world of our tūpuna, and the legacy they have left behind for all iwi members of Te Aupōuri. I acknowledge the richness of our heritage, and the narratives of survival, innovation and achievement are reflected in tribal aphorisms of our iwi. Like the well known tauparapara of Tūmatahina.

Ruia, ruia, tahia, tahia, Kia hemo atu te kākoa, Kia herea mai ki te kawau korokī. E tataki mai ana i roto i tana pūkoro, whaikaro, He kūaka mārangaranga, Kotahi te manu i tau ki te tāhuna, tau atu, tau atu, tau atu!

This tauparapara recalls how Tūmatahina instructed the people to plait a very long korari taura (rope). This was attached to a rock on the main- land, and connected to their pā at Murimotu. One at a time, his people escaped the pā to the mainland along the rope. On arrival each person stepped in the footprints of those before them. Tūmatahina followed, and he had very large feet which concealed all other footprints. Only his footprints were left in the sand. The enemy were convinced into thinking the people were still in the pā, and that only one person had left. This survival strategy is a theme for this annual report.

The Rūnanga was established by Te Aupōuri to hold and manage the settlement redress transferred to Te Aupōuri under the deed of settlement and to grow the iwi’s asset base. Furthermore, the Rūnanga is tasked to lead and influence the cultural and economic development of our Iwi to ensure security and growth for Te Aupōuri.

The current valuation of the Te Aupōuri settlement asset base is roughly $50 million. Over the next year we will revalue these assets which will bring into the books the fair market value and inform our decisions of strategic investment.

The subsidiaries of the Rūnanga include the Te Aupōuri Commercial Development Company, Te Aupōuri Fisheries Management Limited, Te Aupōuri Iwi Development Trust and Te Aupōuri Property Limited. These subsidiaries report at regular intervals through our CEO to the Board of Trustees. Specific information regarding subsidiary activities are provided within this annual report.

The settlement also created the Te Oneroa-a-Tōhē Board. The purpose of the Board is to provide governance and direction in order to protect and enhance the environmental, economic, social, spiritual and cultural wellbeing of Te Oneroa-a-Tohe management area for present and future generations. Our esteemed kaumātua Waitai Petera is the Te Aupōuri member of that board, appointed by the Rūnanga for a term of 3 years.

The Te Aupōuri settlement also includes a co-governance management board for conservation land known as the Korowai for Enhanced Conservation. The Te Hiku Conservation Board was established with equal Te Hiku iwi and public membership.

The Te Hiku o Te Ika Iwi Development Trust (THIDT) - Crown Social Development and Wellbeing Accord sets out how the iwi and the Crown will work together to improve the social development and wellbeing of the Te Hiku whānau, hapū, iwi and the wider community. The Social Accord is managed by Te Hiku Iwi Development Trust. Te Rūnanga Nui o Te Aupōuri have two representatives at the THIDT.

8 Activities of the Te Aupōuri business ecosystem were impacted by Covid-19 and a full recovery will take time and considered decision making. That said, the Te Aupōuri Asset Base is safe with managed funds with The Milford Investment Fund and KiwiWealth Investment Portfolio.

It is recognised that the Far North will experience the effects of climate change 5 years before the rest of the country. Te Hiku o Te Ika and the Aupōuri peninsular has experienced significant drought in recent years. Changes in key climate parameters – such as temperature and rainfall – are already occurring and will increasingly impact on our environment and access to water. I am pleased to report that Te Rūnanga Nui o Te Aupōuri has purchased the Doubtless Bay water infrastructure and the associated consent. Over this next year we will be researching and developing the challenges around delivering clean drinking water ‘to the gate’.

Infrastructure improvements at the Papakāinga include a tar sealed road and going forward we will see additional homes introduced.

The coronavirus pandemic has reached almost every country in the world. Its spread has left national economies and businesses counting the costs, as governments struggle with new lockdown measures to tackle the spread of the virus.

The emergence of COVID-19 and the subsequent variants has kept the infectious modeling teams on their toes, with reports going to the government on what the implications might be for New Zealand. These reports have also informed the decisions of iwi in an effort to keep iwi members safe in the haukāinga and further afield.

I acknowledge all those that manned the road safety checks through the last 3 lockdowns. All those that were involved in food security activities and kai deliveries. The leadership of Te Taitokerau Border control is internationally acknowledged, and guidance of Hone Harawira in the area is appreciated.

I’m excited by the appointment of Mariameno Kapa-Kingi as CEO, her iwi development expertise and Māori cultural intelligence brings strategic business opportunity and stability to management.

Thank you to Waitai, Shane, Peter-Lucas and Aunty Leni for assistance with the taha Māori of my report.

We look forward to a year of health, social, cultural and economic success for our members both here and overseas.

Nāku noa nei, nā Rhonda Kite, ONZM Chairman, Te Rūnanga Nui o Te Aupōuri

9 KŌRERO A TE TUMU WHAKARAE

It is a great honour to present this report as the first Te Aupōuri wahine to hold the Chief Executive Officer (CEO) role. I acknowledge those who have passed and also the strength and resilience of Te Aupōuri whānau whānui in these challenging times.

It has been only a few months since I commenced my role in November 2020. In that time my first priority is to get to know the people - the iwi, their aspirations and to pivot this engagement to ensure steady yet abundant growth of our Te Aupōuri asset base, resources, our Te Aupōuri taonga tuku iho, year on year.

Pushing in on systems and processes that have and continue to fail our people is the cornerstone of activity for the period and a great personal and professional driver for me. The challenge is to seize the opportunities so that they directly benefit our homes and our people.

TE AUPŌURI CRISIS RESPONSE TO COVID19

The hallmark of the reporting period is Te Aupōuri’s swift, tikanga-based response in the face of COVID-19 lockdown in March 2020. This includ- ed coordination of pan-Iwi, simultaneous, pop-up, overnight responses to multiple crises: pandemic, drought, whānau and communities living in hardship.

Te Aupōuri’s Pandemic Business Continuity Plan was completed prior to lockdown and a COVID-19 team established representing Te Aupōuri and Ngāti Kuri who distributed kaumātua packs to Ngataki, Te Kao and Te Hapua. A depot was established for bulk purchase items at Ka Uri Un- earthed (formerly Kauri Kingdom) and distribution hubs established at Te Kao and Ngataki. All kaimahi adhered to the COVID-19 Health & Safety protocols by sanitising, wearing gloves, masks and maintaining physical distancing.

The 0800 number provided a lifeline for the community to call if they needed help or information, however, a pro-active approach was taken with team members making outgoing calls to kaumātua and vulnerable whānau in Te Kao to ascertain their needs.

Roadside Monitoring at Ngataki and Te Hapua was managed 24/7 until early May.

Camper vans were mobilised to shelter whānau who needed them. Although lockdown restrictions ended in May an extension of the camper vans was secured to the end of December.

The impact of COVID-19 will be long lasting and we need to be vigilant monitoring revenue and costs, which includes our commercial activities.

The Te Aupōuri Group does have a strong balance sheet, low debt and reasonable income streams based on our passive assets. However our income can be affected by issues across the supply chain. Two examples come to mind: 1. COVID-19 placed additional requirements for meat processing companies to ensure hygiene and social distancing are maintained. This slowed down production and created a bottle neck with demand softening. At level 4, the throughput was 50% which had an impact on the price for stock. 2. Live crayfish exports to China ceased with impact on revenue demonstrating some vulnerability with supply agreements.

I am so very proud of how Te Aupōuri, selflessly, answered the call to service and for the commanding response Te Kahu o Taonui (Tai Tokerau Iwi Forum) led out enabling and facilitating the involvement of government departments, councils, DHBs, Civil Defence, NGOs and philanthropic organisations. The decision-making was streamlined and the collaboration amongst the iwi has been exemplary. This has created a cohesive ve- hicle that has allowed for funders to be directly linked to iwi, receive updates and reports supported by a very effective Te Kahu o Taonui (TKOT) back office function.

HOUSING AND PAPAKĀINGA

Work continues with agencies and stakeholders to grow the number of warm, safe houses for Te Aupōuri whānau. Plans to build new papakāinga homes and complete upgrades of ventilation and insulation in existing homes continues in earnest.

I would like to take this opportunity to thank housing representatives from Kāinga Ora – Homes and Communities (Kāinga Ora), Ministry of Housing & Urban Development (MHUD) and Te Puni Kōkiri (TPK) for their commitment to this kaupapa. MHUD hosted TRNOTA operations team members in Wellington and followed up with a visit to Te Kao to view papakāinga and camper vans first hand in Aug 2020. Combined, these agencies form the Te Taitokerau Housing Strategy Working Group of which I am a part of through TKOT. While in the formative stage this group has the potential to make substantial change for Te Aupōuri whānau.

1010 In and around Te Kao, Te Rūnanga Nui O Te Aupōuri (TRNOTA) have 133 homes comprising 370 residents. We have three mobile homes cur- rently, reduced from six over the COVID period. Over that same period, there was an increase in overcrowding numbers but not “rough sleepers or homelessness” as defined by Kāinga Ora. The number of homeowners is relatively high compared to other localities in Te Tai Tokerau.

There are 22 homes (approximately 90 residents) at the papakāinga with a further six new homes proposed before the end of the 2021 calendar year. In addition, work to the roading around the papakāinga will be undertaken before winter greatly improving access.

Sorted Kāinga Ora (SKO) is a well-known financial capability training programme that will be provided for whānau in and aroundTe Kao. With TPK assistance our own whānau members will be trained to be trainers of the SKO programme. SKO is a critical piece of the puzzle for whānau as they aspire and plan to own their own homes on their own land.

TE AUPŌURI STRATEGIC PLAN

TRNOTA continue to work with BERL on its strategic reset which comprises a high level re-fresh of the strategic plan under the existing Vision and Mission framework. It gives me great pleasure to support the Board in their development of the Strategic Plan.

The strategy is about leadership, carrying the conversation, potential opportunities and strength-based methodology. To facilitate and strengthen communications, development of a new website is underway boosted by an increased social media presence. More will be done in this space as TRNOTA communications are reviewed over time.

WAI - TE KAO WATER SUPPLY

Due diligence undertaken in mid-2020 to purchase the water supply infrastructure at Te Kao has substantively progressed and we are optimis- tically cautious in our deliberations to date. Costs to maintain ongoing operations and upgrade the water quality to a better standard present a substantial obstacle, however, the opportunity to deliver clean, safe drinking water to our community, by our community is too important to pass up.

THREE WATERS PROJECT

The Department of Internal Affairs (DIA) are overseeing the $700m Three Waters Project. The Three Waters covers freshwater, storm water and wastewater. At present the regime is complicated and involves multiple agencies including the Far North District Council (FNDC) and the North- land Regional Council (NRC), the Public Health Unit of the District Health Board (DHB) and the DIA. Te Kao was used as a case study for the establishment of the Three Waters Project. We advised Te Kao should also be the solution.

KAIMAHI FOR NATURE

The CEO was appointed along with the CEO from Te Rarawa and Te Roroa to the Regional Alliance for K4N with the Department of Conserva- tion (DOC) and NRC in mid 2020.

This programme is targeted to remedy the number of whānau who lost jobs over the COVID period. Most affected were wāhine Māori across the country. All Iwi were asked to propose projects in their rohe with emphasis on jobs in nature such as riparian planting and fencing.

Progress to Date: We selected Te Ārai first, with several other places suggested should the programme be extended beyond 12 months. The project is on the move with boots on the ground by mid-March. Onboarding will include Tikanga First, Health and Safety (H&S) and Human Resources (HR). Recruitment and selection has begun and the mood for the work itself is positive. This project is being led in collaboration with Te Aupōuri Com- mercial Development Company.

Wilding pine eradication activities, though not directly under K4N, has proven to be good for our environment and good for our whānau. We will be extending the activity to the Farm properties. Niki Conrad is the lead on this activity supporting the development of the K4N work as well.

11 RECOVERY AND RESILIENCE - BUSINESS CONTINUITY POST COVID19

In recovery, there is no normal. The response is still ‘live’ today as the nation, yo-yos, in, out and between alert levels. We continue to evolve our new way of working using technology, video-conferencing and working from home as conditions require. Assessments of the economic impacts of COVID-19 on the Te Aupōuri economy, its assets and subsidiaries, continue although I am encouraged by the Group’s sure and steady financial performance.

TE HIKU IWI DEVELOPMENT

Four Te Hiku o Te Ika (Te Hiku) iwi met during the Treaty claims process as a vehicle to work together on issues where collaboration would en- hance the outcomes and maximise resources of settlement. The Te Hiku o Te Ika Iwi Development Trust (THIDT) was subsequently established in 2012 and provided for each iwi to designate two representatives. Currently membership comprises representation from the iwi of Te Rarawa, Ngāi Takoto, and Te Aupōuri (with Ngāti Kuri and Ngāti Kahu having the ability to join when they are ready).

The Social Accord between Te Hiku Iwi and eleven Government agencies was signed on the 5th February 2013. The agreement provided a one- off implementation contribution to each iwi and allowed for participation of all five Te Hiku Iwi. The acknowledged failures of the Crown have, over time, led to the emergence and entrenchment of severe disparities in many domains of life including overall wellbeing in Te Hiku.

We are fully immersed in the Joint Work Program (JWP) with THIDT and things are looking productive. My swift on-boarding into the JWP has meant making prompt decisions to keep pace with the programme with our eye decisively on the needs of whānau.

FINANCIAL MANAGEMENT REPORTS

In respect of Profit and Loss (P&L) the Rūnanga recorded a net profit of $1,176,569 for the financial year, an increase of $470,517 from the prior year (LY: $588,176). This increase is due to an increase in revenue from providing goods and services including COVID-19 response income, subsidies and an increase in crown forest lease income, combined with a reduction in expenses of $247,492, primarily due to no distribution being made to TAIDT in that year (prior year $200k). The balance sheet shows total assets of $28,895,792 with total liabilities of $102,394, meaning the Rūnanga has equity of $28,793,399, an increase of $1,176,569 from the prior year (LY: $27,616,830).

This is a pleasing result. The challenge for the new financial year is to focus on our mission outcome and match the plan to achieve this.

Ko te Atua ki te Rangi, ko Te Aupōuri kei te whenua.

Noho ora mai, Mariameno Kapa-Kingi Chief Executive Officer

12 OUR TEAM

RHONDA KITE, ONZM MARIAMENO KAPA KINGI PETER-LUCAS JONES CHAIRMAN CHIEF EXECUTIVE OFFICER DEPUTY CHAIRMAN THIDT TRUSTEE Mariameno Kapa Kingi is of Te Aupōuri and TACDL & TAFML DIRECTOR TACDL & TAFML DIRECTOR Ngati Kahu ki Whaingaroa descent. Her parents FINANCE, AUDIT & RISK COMMITTEE APL DIRECTOR Paratene Kapa and Nan Te Auraki Heke moved Peter-Lucas Kaaka Jones is a mokopuna Wī Kaipo married Pirihira Peti, and their daugh- their whānau of 10 children from Te Kao to whakaheke of Hōhepa Kaaka and Aneta Marupō ter was Ketia. Ketia Wi Kaipo married Pauro Whangārei where she attended school and of Te Aupōuri. His tupuna whaea Erina Kaaka (aka Te Heka, Pako) and they were the parents started her first job. was the first Māori recorded to marry a Tararā, of Pari Heka. Pari and Te Kohe Ngaromotu had and his name was Andrija Kleskovic. Erina a daughter Waiheke Ngaromutu Heka, who is She has served in the Health, Justice and Social Kaaka and Andrija (Anaru Tuna) lived in Tan- the mother of Rhonda Kite. Service sector for over 30 years focusing on goake, Te Kao, and their puna was called Te Whānau Māori health, wealth, and wellbeing. Puna a Te Anaru. Peter-Lucas’s grandmother Rhonda is an award-winning producer of televi- She believes Māori models of wellbeing are Mā Jones (Raiha Moeroa Jones) later relocated sion and film, and an internationally successful vital to Māori to survive and flourish. Mariameno from Te Kao to Awanui and raised her whānau entrepreneur in media technology and electronic studied while she worked and gained a Bachelor of 17 tamariki in Mahimaru, his father was the publishing. She is the founder of Kiwa Digital, of Social Science degree. Mariameno attributes late Munro Peter Jones and his mother is Ruth first established as a post-production software her strength of character and confidence to the Jones who is from Kauhanga marae in Ngāti company which later influenced how indigenous fact that she knows where she comes from and Kahu. groups around the world use technology to to whom she belongs. She and her husband preserve indigenous knowledge in relevant and Korotangi are the proud parents of triplet sons He is a fluent speaker of Te Reo Māori, an accessible formats. Kiwa Digital evolved into an and a daughter who are the very next best award winning Māori language broadcaster and innovator and producer of digital books featuring things they have ever done. As CEO of Te a professional governor. He brings a instant translation into several languages. Rūnanga Nui o Te Aupōuri, she is committed to interdisciplinary approach to his governance Rhonda is the inventor of VoiceQ, for which she Te Aupōuri for Te Aupōuri as Te Aupōuri wherev- roles and seeks to grow opportunities through was honoured with the New Zealand Order of er they may choose to live. strategic relationships, supporting measures Merit (ONZM) for Services to New Zealand in to improve performance, managing risk, and Technology for Film and Television. She has been strongly involved with Te Kohao encouraging the application of complex systems Health since 1999, a director since 2005 and the science to inform solutions for contemporary She is a Member of the Industry Advisory Board Chair since 2009. She has strong community critical issues. for AUT Business School, the Australia NZ and cultural knowledge in working with govern- Leaders Forum and formerly a Director and ment departments, particularly in the area Child, Additional to his roles within Te Aupōuri, he is Board member of Māori Television and NZ On Youth and Family, Suicide Prevention. Chairman of Te Whakaruruhau o ngā Reo Air. Rhonda is passionate about empowering Kapa-Kingi was a project specialist for Te Irirangi Māori, Deputy Chairman of Māori vocational education through creativity. Rhonda Rūnanga o Whaingaroa, and previously support- Television and board member of Te Pūnaha is also a patron of the imagineNATIVE Film + ed Māori health provider Ngāti Hine Health Trust Matatini. He is Chief Executive Officer of Te Hiku Media Arts Festival, an international festival in with her management expertise. Recently she Media and was recently appointed by Hon. Willie Toronto that celebrates the latest media works was part of the collective iwi response in the Far Jackson to the Expert Independent Advisory by Indigenous peoples. Rhonda brings a solid North to Covid-19, which inspired her to run as Group to advise on strengthening the future of understanding of governance frameworks, a Māori Party candidate for Te Tai Tokerau in the Māori broadcasting. A former member of the Arts conceptual structures and the set of rules that 2020 General Election. Council of New Zealand Toi Aotearoa (Creative outlines how an organisation is managed and New Zealand) and a former treaty settlement controlled with underlying principles of Her vision for the future includes seeing He negotiator for Te Aupōuri. accountability, transparency and openness, Whakaputanga, the Declaration of the integrity, stewardship, efficiency, and leadership. Independence of New Zealand, and Te Tiriti o Waitangi fully realised.

13 OUR TEAM

TUI KAPA RICHARD WITANA MAAHIA NATHAN TREASURER & SECRETARY TE RŪNANGA NUI O TE AUPŌURI TE RŪNANGA NUI O TE AUPŌURI TAIDT CHAIRMAN TRUSTEE TRUSTEE FINANCE, AUDIT & RISK COMMITTEE THIDT REPRESENTATIVE Maahia Nathan attended school in Te Kao from APL DIRECTOR 1963-1971, and St Stephens School from 1972 Tui Elizabeth Kapa nee Everitt is a mokopuna of Rick Witana is the descendant of Sonny Witana – 1976. He graduated from Auckland University Mei Kerehi Rauna Mare (Murray) of Pamapuria and Jane Ihaka. His parents are George and in 1986 with a Bachelor of Arts. He is married to and Hoani (John) Te Waewae Everitt of Te Kao. Leonie Witana. Rick has been a part of the Georgina, has four children and two mokopuna. Mei and John Everitt had Jesse Stanley; he rūnanga for a number of years and is passionate He is highly articulate in both Te Reo Māori and married Raewyn Anne Falwasser of Matata, about the growth of Te Aupōuri whānau, hapū English. He has been a founding trustee since Waikato and Tui is their third child. Tui was and the iwi as a whole. He possesses great the rūnanga was first established in 2012. raised and educated in Te Kao, attended Te Kao strengths in bridging Te Ao Māori – Te Ao Area School and married Harry Edward Kapa Pākehā worlds. He has high credibility with He has a range of strong networks built through and they now reside in Ngataki. stakeholders and partners of Te Aupōuri and his roles as a past member of the CoM for The stands as a highly motivated trustee for Te Parengarenga Incorporation and being a former Tui is a professional trustee with over 20 years Rūnanga Nui o Te Aupōuri with naturally strong chairman of the Te Kao Tāmaki Association – a of governance experience, she has expertise interpersonal skills and professionalism. taura-here group based in Auckland whose in safeguarding assets, managing liabilities, primary responsibility was to help support Pōtahi developing and monitoring budgets, and His focus for our rūnanga is to encourage the marae and promote Aupōuritanga. These roles identifying pathways to asset growth. Tui has goal of providing employment in the North and are what Maahia believes have kept him con- been a Rūnanga Trustee and office holder since sourcing viable options for our iwi, including the nected with his iwi, making him fit to represent the Rūnanga’s inception in 2010. She is the untapped potential of tourism. Housing, the interests of all Te Aupōuri beneficiaries as a Chairperson of the Te Aupōuri Iwi Development education and health and wellbeing are key trustee. He played a key part in the acquisition Trust, the charitable entity whose purpose is to drivers for Rick in any plans that are made to of Pukekaroro Farm and the investment in undertake community development activities. establish future pathways for our whānau. He is Milford Asset Management for Te Aupōuri, proud to stand as a trustee as he is enthusiastic creating a strong economic base for the Tui is acknowledged as a Trust Deed expert about the potential the Rūnanga has to offer. Rūnanga, for the brighter future of Te Aupōuri as and maintains that compliance with the Deed a whole. will deliver honest and equitable fairness for all Aupōuri beneficiaries; she brings a pragmatic and analytical approach to the group and her consistent, rational and unbiased judgement is indispensable within the Trustee forum. Tui provides governance oversight in developing the organisational structure and business strategy towards future achievements for Aupōuri. Tui’s long-standing community development leader- ship complimented by her governance expertise will see successful achievements for Aupōuri iwi members continue now and into the future.

Tui is a Ministry of Justice Deputy Registrar, a Search & Surveillance Issuing Officer and an Independent Marriage Celebrant.

14 OUR TEAM

ANA CARPENTER SONNY CHRISTIE PINEAHA MURRAY TE RŪNANGA NUI O TE AUPŌURI TE RŪNANGA NUI O TE AUPŌURI TE AUPŌURI IWI DEVELOPMENT TRUST TRUSTEE TRUSTEE TRUSTEE APL DIRECTOR KOROWAI BOARD REPRESENTATIVE Pineaha Murray is an esteemed kaumātua On her mother’s side Ana’s grandparents were “Tukuna ahau kia mate ururoa, kaore i te mate (elder) of Te Aupōuri and Ngāti Kuri of the Far Wahanui Kaaka and Ngaro Ngahuia Kaaka. On wheke” North. He is the author of the book titled ‘A her fathers side Ana’s grandparents were Hari Seat at the Table of My Elders’, in this personal Kapa and Akinenhi Walters Kapa. Ana resides Sonny William Christie is the son of Claude account he tells of his ancient forebears’ place in in the Haukāinga and is known for the care Christie (Te Whakatōhea) and Harata Te Mai the northern tip of NZ - the Three Kings Islands, she gives to her mother Aunty Leni, and other Christie nee Kapa. Tom Bowling Bay and Parengarenga Harbour. kaumātua and kuia in the wider Memories, history, myths and legends unfold community. Raised in Te Repo by his mother and heavily and provide a rich personal story and a social influenced by his grandparents Tūtangiora Kapa history of northern most Māori communities. Ana Carpenter is a Trustee of Te Runanga o Te and Ruby Kapa nee Berghan, Sonny was raised Aupōuri and a Director of Aupōuri Property LTD. immersed in Te Aupōuri history and Te Reo Pineaha is a spiritual healer that has featured in She is passionate about the health and well- Māori. However, his mother and grandparents documentaries and many national topical issues being of the elderly, especially kuia and possessed a firm belief in providing their discussions about maintaining spiritual and kaumātua. progeny the mechanisms to be able to make physical well-being. choices. The primary mechanism being a Ana is an experienced caregiver and has “pākeha” education. Pineaha Murray is renowned for sharing connections to Te Hiku Hauora and the area of traditional knowledge and information about the Health and Disabilities. Business has been a Sonny received his secondary education at kāinga of Te Hapua and Te Kao, with a focus on passion for Ana for many years and is former Wesley College and then trained to be a teacher. concepts like aroha, mana and tapu. He is an manager of Integrated Design Ltd, Autogro Ltd, He has had 36 years’ experience in education at expert historian regarding Māori place names of Alliance Architecture Ltd. all tiers and continues to operate at a the Far North. management level in his kura. She was formally involved in the pioneering and His mother was Mehina Wiki of Te Kao and piloting the first CAD system in New Zealand. The Department of Conservation is an integral his father was Manawa Murray of Te Hapua. Ana also has clerical administrative experience part of Te Aupōuri’s strategic direction. Sonny Pineaha Murray has a deep understand of the through her work experience in private industry. is very instrumental in ensuring that Te Aupōuri Rātana Faith. He was raised in te reo Māori and Ana’s parents are Tireniamu Kapa (Aunty Leni) interests in this space are addressed in a timely tikanga Māori. Pineaha played a pivotal role in nee Kaaka and Eriha Waata Kapa of Te Kao. manner. the recent strategic planning for Te Runanga Nui o Te Aupōuri, through applying his Maori cultural Very passionate, he strives to ensure that all expertise from a strategic perspective. business reflects the Te Aupōuri values he was raised with, Pineaha has a very keen interest in iwi development, and is especially focused on “Mahia te mahi, kia tika, kia pono”. enabling environments where the five iwi of Te Hiku o Te Hiku can strategically align on matters of shared benefit.

15 OUR TEAM

CLAYTON WIKI NELLIE-ANN ABRAHAM JUSTINE SMITH TE AUPŌURI IWI DEVELOPMENT TRUST TE AUPŌURI IWI DEVELOPMENT TRUST TE AUPŌURI IWI DEVELOPMENT TRUST TRUSTEE TRUSTEE TRUSTEE Clayton Wiki is the eldest son of the late Tim & Nellie-Ann Abraham descends from the iwi of Justine Smith is originally from Whanganui and Maia Wiki. He is passionate about iwi Muriwhenua, Ngāpuhi-nui-tonu, Ngāti Kahu- is currently based in Kerikeri. She is a Central/ development and has been a member of the ngunu ki Te Wairoa, and Ngāti Raukawa ki te Local Government Partnerships Director at Committee of Management for Parengarenga Tonga. She is a māmā, a teacher and a strong, the Department of Internal Affairs working for Incorporation for over 15 years. passionate te reo Māori advocate and the Minister of Local Government, Hon Nanaia revitalisation activist. Mahuta. This role includes co-convening the Tai Clayton is the Lead Committee member for the Tokerau Water Resilience Group and Finance and Investment Committee and the Nellie has extensive experience in the education overseeing a programme to support councils New Business Development Portfolios. More- sector. Nellie’s teaching background began in and iwi in creating bilingual towns and cities. over, he has invaluable experience in the areas secondary schools (mainstream, kura ā-iwi, of Farming, Forestry, new business development wharekura and special characters). She has Justine has spent over a decade at the Office and finance. His achievements include receiving worked collaboratively with iwi rūnanga, NFP/ of Treaty Settlements and worked at Auckland a conjoint Bachelor of Commerce and Science Community organisations, Charitable Trusts and Council to establish and manage the Tūpuna (BCom/BSc) degree from the University of Corporate. Her work specialises in Māori Maunga Authority. Her governance experience Auckland and becoming a Chartered Cultural Consultancy services and is the includes the role of Chair of Auckland YWCA Accountant. founding Director of Takapaukura Limited. and her current role as Director on Te Puna Koanga. Moreover, she is a member of the His previous work experience includes Nellie has comprehensive experience in gov- Institute of Directors. working for Kaupapa Māori and Post Settlement ernance, currently serving on Te Rāngai Aunoa Governance Entities (PSGE) organisations, – Education Workforce Strategy Panel, and the As a volunteer, Justine has contributed to the Iwi Relationships and Funding Manager for NCEA Māori Review Panel both with the Ministry Women’s Refuge and Refugee Resettlement Te Rūnanga O Te Rarawa (PSGE) in Kaitaia, of Education, and now an active member of Te New Zealand in previous years. Finance Manager for Te Wananga O Aotearoa in Aupōuri Iwi Development Trust. Nellie holds Wellington and Commercial Manager for Ngati multiple qualifications and is a graduate of Te Koata Trust (PSGE) in Nelson. Panekiretanga o te Reo (Institute of Excellence in the Māori Language). He is dedicated to seeing the trust reach its goals in these challenging yet exciting times.

16 OUR TEAM

SIMON MCQUOID-MASON VIVIENNE SCOTT DR HINEMOA ELDER TACDL & TAFML CHAIRMAN TACDL & TAFML MANAGING DIRECTOR TACDL & TAFML DIRECTOR FINANCE, AUDIT & RISK COMMITTEE Hohepa Kaaka and Aneta Marupo were the CHAIR (COMMERCIAL) parents of Witamihana, Riapo, Erina and Raiha Dr Hinemoa Elder is of Te Aupōuri, Ngāti Kurī, Vivienne Scott is an accomplished Senior Kaaka. Erina Kaaka married Andreja Kelskovic Te Rarawa and Ngāpuhi descent. Hinemoa is Director, Consultant, and Advisor, with more than (Anaru Tuna) and they had 13 children. Their the mother of two adult children and an advocate 28 years of success across law enforcement, oldest child was Raiha Moeroa (Mā Jones) who for Te Reo Māori me ōna tikanga. property development, oil and energy, utilities, Married Ted Jones and they had 17 children, and management consulting industries. one of whom being Simon’s grandmother Annie She has been the Māori Strategic Leader for the May Crene. Simon’s grandparents Annie May Centre of Research Excellence (CoRE) for the Her broad areas of expertise include corporate and Hec Crene managed the Waitiki Tea Rooms Ageing Brain at the University of Auckland for governance, business development, global and lived at Te Paki for many years, where Hec the last 5 years. strategy, and risk management. For her was the ranger. Simon’s parents (Bev Crene and exceptional work, she received the 2015 Rob Mason) were married in the ranger’s house Dr Elder received the NZ Order of Merit for Governance Development Scholarship from the on Te Paki and Simon was christened there. services to Māori and Psychiatry in 2019. She is Institute of Directors. He married in Houhora on his grandmother’s a Fellow of the Royal Australia and New Zealand section overlooking Tohoraha. College of Psychiatrists and is a consultant child Viv holds a leadership position as a Director for and adolescent psychiatrist. Infracore and Chairman of the Health and Safety Simon has been working in global financial committee where she was appointed for a three- markets in debt structuring, global equities and She works in both DHBs and private practice in year term by the shareholder to advise the CEO. mergers & acquisitions for over a decade - all at the fields of community and inpatient child and It is responsible for the provision of infrastructure a director level. He has worked for the London adolescent psychiatry, youth forensic and neu- services to Rotorua Lakes District Council such Stock Exchange, the Swiss Stock Exchange and ropsychiatry. Hinemoa has been a Director of as water, environmental (open spaces), civil Morgan Stanley (global investment bank). Emerge Aotearoa since 2015 - a national NGO engineering and traffic management. working to support those with mental health, ad- He has a further 7 years experience working in dictions, and social housing issues since 2015. She currently serves as the Deputy Chairman sustainable agriculture and aquaculture with a of New Zealand Water Polo and is Chairman of focus on the development of new technologies the Risk and Governance Committee additional for enhancing sustainability and production to her roles within Te Aupōuri. Moreover, she yields. He has a Bachelor’s Degrees in is a board advisor for three US-based SaaS Commerce and Business (University of companies. Queensland), a Master of Science in Sustain- able Aquaculture (University of Stirling) and a Viv additionally leads as a Director of a privately certificate in Fisheries Economics (University of held property development company and led Portsmouth). as a Deputy Director of the Defence Estate and Infrastructure Project Management Office. He recently completed a Master of Science in She recently completed an assignment as a Nanotechnology at the University of Oxford, Contracts and Procurement Consultant for studying how the properties of Mānuka honey Refining NZ where she worked with global ven- can be enhanced through biotechnology. dors to place orders and execute contracts that enable the refinery to continue to run 24/7/365. This includes organizing shipping and expediting delivery from global destinations including the Middle East, Europe, UK, USA, China, Japan, Malaysia, and India.

17 COVID-19 RESPOND | REBUILD | RECOVER COVID-19 created challenges for our community like nothing had ever done before. Our team at Te Aupōuri in collaboration with Ngāti Kurī were quick to make things happen to ensure the safety of our community. Our focus was to make sure all Iwi and non-Iwi in our rohe were provided for in terms of basic needs, and were educated about what they had to do to keep themselves safe.

We would also like to acknowledge the collaboration we had with our other local iwi - Ngāti Kahu, Te Rarawa & Whaingaroa. Ngā mihi nui ki a koutou mo tō mahi. Our combined efforts through a shared whakapapa made looking after our whānau achievable.

HIGHLIGHTS:

Our communities were fully educated, engaged and empowered to transition through alert levels, confidently and safely at their pace.

We learnt about our community demographics and got a better insight into the housing situation.

Ngāti Kurī & Te Aupōuri supported all Iwi and non-Iwi in need living in the Far North.

18 HOW WE RESPONDED

1,591 KAI & HYGIENE 1,172 HOUSEHOLDS INTRODUCED PACKAGES DELIVERED DELIVERED TO ROADSIDE MONITORING TEAMS

SET UP AN 0800 DELIVERED DRINKING ESTABLISHED A FOOD NUMBER FOR WATER DISTRIBUTION HUB INFORMATION IN TE KAO

DELIVERED DELIVERED EDUCATED OUR ROHE ESSENTIALS FROM PRESCRIPTIONS FROM ABOUT HEALTH & SAFETY TE KAO STORE KAITAIA PROTOCOLS

19 TE AUPŌURI IWI DEVELOPMENT TRUST MŌ TE AUPŌURI IWI DEVELOPMENT TRUST

Te Aupōuri Iwi Development Trust (TAIDT) is a charitable trust and a subsidiary of Te Rūnanga Nui o Te Aupōuri. TAIDT receives available funds from the Rūnanga for distribution to Te Aupōuri people and the community. All funded activities must support the advancement of our people through the promotion of educational, spiritual, economic, social and cultural wellbeing.

As a result of the COVID-19 situation restricting activities, this reporting period has focused primarily on the allocation of funds and grants, although a reduction in those applications has been inevitable.

The current application processes are working well and applicants are responding positively to the assistance received. It is likely that a Policy Review is due to be conducted soon; that information will be circulated to all iwi members in due course.

WELCOMING NEW TAIDT TRUSTEES In July 2020, we welcomed new TAIDT Trustees. Appointing new Trustees was in accordance with the Rūnanga’s post- Covid reset. Each trustee brings a range of experience and skills in different areas, all with strong levels of governance.

In this reporting year, TAIDT welcomed new Trustees. These are Clayton Wiki (Trustee), Nellie-Ann Abraham (Trustee), Justine Smith (Trustee) and Pineaha Murray (Trustee). The Trust Deed allows for a Trustee to serve for three years from the date of appointment, with the ability to reapply.

We would like to thank our previous independent trustees: Tania Good and Renee Ratu. We acknowledge their commitment and contribution to Te Aupōuri.

INCOME & EXPENDITURE The TAIDT received $200,000 from the Rūnanga in the 2018-2019 financial year. The budget set by the Trustees for that past reporting year was $100,000 - leaving the remaining $100,000 for this reporting year (2019 - 2020). The funds were allocated as follows:

FUND ALLOCATION AMOUNT 1. Pōtahi Marae 25% $25,000 2. He Tangata (Individual Funding) 25% $25,000 3. Toa Takitini (Group Funding) 10% $10,000 4. Sponsorship & Promotion 5% $5,000 5. Targeted Kaupapa 25% $25,000 6. Governance & Administration 10% $10,000 $100,000

21 PŌTAHI MARAE

The TAIDT is still holding the $25,000 allocation from the previous reporting year (2018-2019).

A total of $50,000 comprising the past and this current year are available once the Marae Trustees determine their intended capital works projects. Previously, the heaters in the wharenui were replaced with heat pumps and all the lighting was changed to LED for a positive impact on the electricity costs.

The priorities following from that were strengthening the structure of the wharenui, and ensuring it is a warm and water-tight building. A repaint of the interior and exterior, redoing the flooring and replacing wooden components of the wharenui took place during this reporting year. The refurbished inside of the wharenui as pictured on the right.

HE TANGATA (INDIVIDUAL FUNDING) The recipients of He Tangata Funding in the 2019-2020 financial year were:

Cody Yerkovich Psychology (Massey University) Echo Kite-Bell Medicine and Surgery (Otago University) Frances-Rose Ross Teaching (Waikato University) Grace Schrader-Manuera Teaching (Canterbury University) Mina Wi Social Sciences (Waikato University) Nikau Dromgool Boarding School (Hamilton Boys) Phoebe Sullivan Law (Victoria University) Piki Te Ora Takawe Boarding School (Hato Hohepa) Te Puawai Nopera Te Wānanga o Raukawa Manahuia Nathan Computing & Mathematical Sciences (Waikato University) Naomi Murray Bachelor of Nursing (NorthTec) Teina Karena Hamilton Boys High School

The 12 recipients received a total of $13,800. In previous years, the amount that each applicant received depended on the number of applications received. In 2019, to develop a consistent kaupapa and maxi- mise the funding pool, the Trustees implemented the following guideline:

Category Annual Maximum Total Maximum University/Tertiary & Adult Learning $1,500 $4,500 School Aged Learning, Sports & Cultural Activities $500 $1,500

22 “I hope to give back to my people by caring for them, catering to their needs, and improv- ing their health; especially for our tamariki as I feel they should be receiving the best pre- vention and intervention methods available. Cody Yerkovich Echo Kite-Bell Frances-Rose Ross The funding I received was used to pay for a new printer, desk and chair to set myself up a study space, as well as gas vouchers to get to and from the different clinic locations and meetings with my tutors held in Kaitaia, Kerikeri and Whangārei.”

- Naomi Murray, Bachelor of Nursing

Grace Schrader-Manuera Mina Wi Nikau Dromgool (NorthTec)

“I would like to become a statistician because I believe it could benefit our iwi in the future and there is a high demand for Māori statisticians. I am the first in my household to go to university and hope to be a role model for the rest of my family and community.

I would like to thank you for financially assist- Phoebe Sullivan Piki Te Ora Takawe Te Puawai Nopera ing me in my first year of study at Waikato University. Your contribution helped me greatly, especially with my rent for the Halls of Residence.”

- Manahuia Nathan, Computing and Math- ematical Sciences (University of Waikato).

Manahuia Nathan Naomi Murray Teina Karena

TOA TAKITINI (GROUP FUNDING)

A total of $6,337.47 was distributed to two applicant groups in this financial year. Those groups were:

Te Kura o Te Kao: Te Piri o Waimirirangi Kōhanga Reo:

Pool Cleaning Supplies Sand-pit Cover

23 SPONSORSHIP & PROMOTION

The Discretionary Sponsorship & Promotion is a category taken from the Toa Takitini fund and is available throughout the year to enable TAIDT to support iwi wide initiatives that advance the objectives of the Trust. This supports organisations that have non-Aupōuri registered members but who are conducting activities that can benefitAupōuri members. This year funds of $200 were made to the 2019 Te Kao Christmas Parade.

Any unspent funds in this category are returned to the Toa Takitini fund.

TARGETED KAUPAPA

In addition to distributions to the marae, to groups and individuals, TAIDT has allocated 25% to Targeted Kaupapa. These are projects that the Trustees have initiated and that meet the TAIDT strategic plans. In 2018 - 2019 the Targeted Kaupapa funding was accessed to reprint ‘The Tail of the Fish’ book written by the late Matire Hoeft. The TAIDT received 350 books to on-sell to iwi members and donate to local schools and kura.

Due to the COVID-19 situation, no funding was accessed during this reporting period.

GOVERNANCE & ADMINISTRATION

The budget for Governance and Administration continued at 10% and includes accountancy fees, audit fees, bank fees and insurance. Trustee fees for the year were nil.

LOOKING AHEAD

The new TAIDT team participated in the Rūnanga strategic planning review on 30 October 2020, and the team will continue to develop those plans for ongoing implementation.

The budget for 2020 - 2021 financial year remains at $100,000. Again, to be allocated as per the previous years.

The TAIDT anticipates receiving increased Rūnanga funds and the flow-on effect this will have for future iwi development activities, grants and in particular a higher distribution towards Pōtahi Marae. This will continue to align with the Trust’s plans.

The Trustees take this opportunity to acknowledge and thank the staff members who oversee the IDT activities and initiatives. Ngā mihi nui ki a koutou.

Heoi nei ano Tui Kapa Chairperson

24 TE AUPŌURI COMMERCIAL DEVELOPMENT LTD MŌ TE AUPŌURI COMMERCIAL DEVELOPMENT LTD Te Aupōuri Commercial Development Limited (TACDL) is a wholly-owned subsidiary of Te Rūnanga Nui o Te Aupōuri (the Rūnanga), an entity established through the Rūnanga Deed of Trust (clause 3.3), and the Companies Act 1993.

TACDL is a Māori Authority for tax purposes.

The company’s purpose is to receive the commercial assets owned by the Rūnanga, and administer and undertake all commercial activities associated with those assets other than fisheries settlement assets as defined in the Māori FisheriesAct 2004, which are held and managed by Te Aupōuri Fisheries Management Limited (TAFML).

This role will be carried out in a prudent manner, providing sustainable optimum returns in perpetuity to its shareholder.

The company will do this either by itself and/or through any subsidiary, Trust or other entity established for that purpose, on behalf and solely for the benefit of the Rūnanga, and in the furtherance of its purposes. KEY OBJECTIVE The key objective of TACDL is to generate sustainable returns, grow/enhance the value of capital assets and generate adequate cash flow required to meet the distribution and operational requirements of the Rūnanga with an acceptable risk profile. STRUCTURE The company’s constitution provides for a minimum of three and a maximum of five directors. TACDL and TAFML share the same set of Directors. This facilitates the development of shared objectives consistent with those of the Rūnanga and also results in cost savings.

In this reporting year, TACDL and TAFML welcomed new Directors. These are Simon McQuoid-Mason (Chairman), Vivienne Scott (Managing Director, Chair of Audit, Finance and Risk Committee), Rhonda Kite (Director, Finance, Audit & Risk Committee), Peter-Lu- cas Jones (Director, Finance, Audit and Risk Committee) and Dr Hinemoa Elder (Director). The constitution allows for a Director to serve a maximum of three terms of three years (nine years in total).

We would like to thank our previous independent board members: Dame Allison Patterson, Monty Spencer and Sean Stratton. We acknowledge their commitment and contribution to Te Aupōuri. KEY INVESTMENT AREAS TACDL has six Key Investment Areas, which will be given priority in the medium to long term as a consequence of the assets acquired through the Treaty Settlement Process. These areas are:

1. Farming – Optimisation of our two commercial farms, Te Raite and Pukekaroro, via improving: access to water; soil quality; farming models; infrastructure; and alternative (higher value) land use. 2. Forestry – Optimisation of our solely owned Te Aupōuri forestry blocks and progression toward shared ownership model for trees in the Te Hiku forest (along with our partners – other Te Hiku Iwi and Summit Forests NZ). 3. Aquaculture – exploring options for: alternative utilisation of our current owned resource consent and marine farming permit in Houhora Bay; acquiring further aquaculture related space & assets; and partnering with other Iwi (both in Te Hiku and further afield) on improving yields and access to spat. 4. Apiculture - exploring options for the development of a cohesive structure to generate returns in the honey production sector either as a landowner/partner or as a direct owner operator. 5. Global Equities - ongoing management and allocation of TACDL’s holdings in global equities to maximise net returns. 6. Right of First Refusal - Monitoring the status of and opportunity to purchase defined assets thatTe Aupōuri hold Right of First Refusal over (for the next 172 years). In addition to the above, TACDL may engage with research and develop opportunities that might arise and may act in an advisory capacity to the Rūnanga and/or Iwi Development Trust.

26 COVID19 IMPACT COVID19 created obstacles for the Rūnanga & it’s entities as it did for the rest of the world. The pandemic had a nationwide impact on the farming industry in general. Although the agricultural industry didn’t suffer as much as other sectors in New Zealand, it was ex- posed to weak demand from a hesitant international economy, which sees some suppliers struggling more than others in our country. Within TACDL, we are keeping ourselves abreast of risks that require mitigation in the context of income predictions for beef, as this is where we obtain our income for Pukekaroro.

For the Forestry sector, the other core asset in which we operate within TACDL, COVID19 resulted in a surplus of log inventory waiting at New Zealand wharfs. Forestry was deemed the hardest hit in terms of export products as a result of the pandemic. This had obvious impacts on our log export market and harvesting and will continue to require attention to detail in planning and mitigating risks in years to come.

FARMING

Vision: ‘Nurture the land to provide for the people - Preserve the land for future generations.’

Business Strategy: ‘Develop a high performing, profitable, diversified and sustainable farming business that operates within the core values of Te Aupōuri’.

Both farming stations meet quarterly for a Farm Committee meeting to monitor and evaluate capital development & investment commitments made by both entities. PUKEKARORO STATION Pukekaroro Station incorporates what was Cape View Station, Onepu and the Nathan Block (part of Wairahi farms), which consists of approx. 1567ha. The main commercial purpose of Pukekaroro is to obtain and grow bulls to sell for beef.

Things are progressing well overall for Pukekaroro Station, with soil health being maintained well, an efficient and operational water system in place and an improved sense of Health and Safety protocols that are being adhered to by our farm managers, Iain & Dawn. The contract with Masters’ Brothers that was mentioned in the last annual report finished in March 2020 as contracted, and no further contractor farmers have been utilised in this reporting period.

The land that was previously used for cropping has been converted back into pasture.

Activity on the farm has largely consisted of repairing the land to be permanent pasture. Maintaining soil health is extremely important, especially through the predominantly sandy areas of the farm. The soils are fragile and inherently nutrient-poor and require constant pastoral care.

Another large focus for the team during the reporting period has been the installation of a techno farming fencing system. This infra- structure development will allow for Pukekaroro to hold more bulls than ever before. Previously holding 100 bulls per section, this will increase to almost 200 per section. This project began in July/August 2020, and saw 100ha installed, with another 60ha to be complet- ed in the next reporting period.

One of our focuses for this reporting period has been to secure and establish water systems that ensure we are well prepared for any potential drought conditions, as susceptible to our Northland climate. This has included preparations for a large storage dam on Cape View. This will be further discussed in the next annual report.

On Pukekaroro, the majority of our farmworkers are people of Te Aupōuri. Operating within the core values of Te Aupōuri means to provide employment opportunities for our whānau and adhere to a growing pathway that promotes iwi capability and capacity. Iain Ferguson continues as the Farm Manager, with Dave Ratu as his second in charge. The other hardworking farmworkers are Daniel Ratu, John Herring and Kevin Kani. Altogether, there are 5 employees on the Pukekaroro farm.

27 TE RAITE STATION Te Raite station is located off Trigg Road, Houhora, and consists of approximately 1850ha of land.

The open, honest and professional relationship between Northland Livestock Limited (NLL) has allowed for significant development of Te Raite Station. This relationship and collective vision provides a strong foundation to create opportunities for Te Aupōuri in the future. NLL is prepared to work with TACDL as they branch into other areas of revenue and future developments. This has been shown by NLL signing a lease agreement that allows for up to 300ha to be returned to TAC- DL over the remaining lease period, which could potentially be utilised for horticultural purposes once additional water resources become available.

The contract for Te Raite has been leased to Northern Livestock Limited (Kurt and Cathy Nattrass) since July 2016 and will continue until June 2024. A market rent review will take place before 30 June 2021.

NLL have been working on the development of an internal raceway on Te Raite, which will benefit NLL, external contractors, and future Te Aupōuri led developments. This has included the con- struction of new fencing, for which NLL has utilised their own machinery as well as equipment given to them by their sublease contractor (FNWD). From an operational standpoint, this raceway has enhanced accessibility to large areas of the farm and has had positive implications for vehicle and machinery wear. Most crucially, it has also had a major benefit for on-farm health and safety, in part due to the improved the management of subcontractors on Te Raite. Whilst NLL was undertaking the repairs of boundary fencing, TACDL enlisted the services of a surveyor to find boundary pegs and reclaim land belonging to Te Aupōuri that had previously been lost. The new fencing is now completed.

With respect to improving water security and accessability on farm, Northland Farm Water Solutions Ltd assisted with the installation of new tanks, troughs and bores at Te Raite. Additionally, Davenport Resources carried out GPS coordinates on all water lines, joiners and taps on Te Raite. This process future proofs the farm for subsequent farm managers. A water schematics diagram will be produced to also help with future maintenance and to give staff the ability to prioritise water in the event of water loss to certain areas. This was a major undertaking that took away many hours of labour as every corner of the farm and all paddocks had to be recorded at roughly ten seconds per waypoint. This recorded information is integral with creating an overall plan for future development of Te Raite. This information can easily be added to many software programmes and the information retained for future generations.

Finally, TACDL has applied for a Water Consent to draw water at Te Raite from the aquifer which sits under the Aupōuri peninsular. Te Raite is situated on the northernmost reliable source of aquifer water. This application is currently under review by local council and DOC, and is being worked through in a pragmatic manner. The granting of the requested water consent will allow for high yielding horticulture to be explored for development on the farm in the future.

28 FORESTRY The major forestry asset is a 30% undivided interest in the land on which the majority of the Te Hiku Forest is planted and as such shares in the rental income generated by the agreement between the Te Hiku Iwis and Summit Forests NZ. In addition to this, TACDL wholly owns two forestry blocks collectively known as Onepu Forest & Pukekaroro Forest.

We have a partnership with Summit Forests NZ who hold either cutting rights or manage these wholly owned forests on our behalf. They have over 24 years’ experience in managing Northland forests, have an excellent health and safety record and are renowned for dealing with their partners openly and fairly.

Our focus throughout harvest was on supplying the domestic market for several reasons including best financial returns. Harvesting and thinning work continued on a business-as-usual basis during the reporting period including: ongoing maintenance work on roads between harvesting stations and the removal and re-erection of boundary fencing to allow trees to be safely felled and processed.

Considering the heavy impacts that COVID19 had on the Forestry industry as a whole this reporting period, we are pleased to know that all operations and agreements will continue into the next reporting year. HORTICULTURE The new TACDL board is taking the 2018 Alternative Land Use report prepared by WWLA to the next stage in the development of a Te Aupōuri horticulture strategy and supporting business case. This project will seek to evaluate a broad list of horticulture species against criteria appropriate to Te Aupōuri and select a short list of target species for focused analysis and the development of a full business plan. The aim is to align on a mix of land uses and crop types that will help to deliver on both the short and long- term aspirations of TACDL.

This includes: • Consolidating all current information on property and resources • Outlining a variety of land use options and performing a multi-criteria analysis to determine preferable options. • Undertaking detailed analysis of the preferred land use options. • Defining a potential mixed enterprise in a high-level business case.

The three main types of land co-existing across the farms (Pukekaroro & Te Raite) are: 1. Horticulture in form of permanent tree crops 2. Mixed Pastoral/Arable/Cropping 3. Forestry including native planting for both apiculture and retirement of marginal land.

A spatial property master plan will be developed to illustrate the location of various land uses and any infrastructural requirements. CONCLUSION We are satisfied with the performance of TACDL given the challenging market conditions faced in the Farming and Forestry industries and the continued investment and efforts made in optimising our farming operations. In the year ahead, we expect a continued focus on optimising our farming operations with the completion of works to add further water storage capacity and the implementation of techno farming models on our farms. We are looking forward to progressing our longer-term horticulture strategy as well as making progress in securing the water consents neces- sary to underpin it. On the Forestry front, we anticipate continuing our valued partnership with Summit Forests NZ on our wholly owned forestry blocks and working together with them and other Te Hiku iwi to agree an appropriate future partnership with respect to the Te Hiku Forest.

Nāku noa nei, nā Simon McQuoid-Mason Chairman, TACDL and TAFML 29 TE AUPŌURI FISHERIES MANAGEMENT LTD MŌ TE AUPŌURI FISHERIES MANAGEMENT LTD Te Aupōuri Fisheries Management Limited (TAFML) is an Asset Holding Company as defined in the Māori Fisheries Act 2004, responsible for holding and managing the commercial fishing assets transferred to Te Aupōuri under the Māori Fisheries Settlement. TAFML is a wholly- owned subsidiary of Te Rūnanga Nui O Te Aupōuri Trust (the Rūnanga). It was established 28 March 2008, under the Companies Act 1993 and is a Māori Authority for tax purposes.

TAFML exists to protect iwi commercial fishing assets on a long term intergenerational basis, while at the same time providing a sus- tainable dividend stream for the Te Aupōuri Group.

Neither TAFML nor any subsidiary established under it may undertake fishing or hold a fishing permit. In the carrying out of its functions it must always comply with the Māori Fisheries Act. KEY OBJECTIVE The key objective of TAFML is to generate sustainable returns and cash flow required to meet the distribution and operational require- ments of the Rūnanga, within an acceptable risk profile. STRUCTURE The company’s constitution provides for a minimum of three and a maximum of five directors. TACDL and TAFML share the same set of Directors. This facilitates the development of shared objectives consistent with those of the Rūnanga and also results in cost savings. The new directors at the end of this reporting year are mentioned in the ‘Structure’ paragraph in the Te Aupōuri Commercial Develop- ment section of this annual report.

OVERVIEW Overall, the year for TAFML faced its challenges but continues to operate to transfer ACE in correspondence with our agreements. TAFML seeks to partner with participants in the fishing industry who are committed to sustainable fisheries management practices and provide career pathways and employment opportunities for Te Aupōuri and Māori in all facets of the Seafood sector. As a company, we have strived to meet this goal in continually working with our partners despite the tough year we have faced. Working together with our partners and internally, we have had a successful year for TAFML.

COVID19 New Zealand’s $1.9 billion seafood export sector generally took a significant COVID19 hit, first with China’s lockdown, then with New Zealand’s. Second to the Forestry industry, seafood exports were one of the most heavily impacted sectors of New Zealand product exports. Along with demand, prices had also fallen within the seafood sector. This had expected flow-on effects for Te Aupōuri Fisheries Management but were mitigated appropriately.

31 ALLOCATED CATCH ENTITLEMENT PERFORMANCE WHAKATOHEA MUSSEL SPAT AGREEMENT We have an agreement with Whakatohea for them to receive our spat as part of our ACE. Things have progressed well within this space, and will continue to operate this agreement for the foreseeable future. SEALORD NZ (NGĀ TAPUWAE O MĀUI) A collaborative agreement was signed in March 2019 with Sealord, who is a major force in New Zealand deep-sea fisheries. The agreement is a 50/50 partnership with Māori, and will see Sealord work alongside iwi to create growth and value. This one of Te Aupōuri’s ACE agreements.

The agreement entitled Ngā Tapuwae o Māui (‘following in the footsteps of Māui’) gives Sealord access to annual catch entitlement (ACE) of 36 iwi groups in a deal set to increase efficiencies and see greater than 80% of profits returned to iwi.The long-term arrangement will provide stability for Sealord operations, having invested heavily in new fishing technologies and modernisation of its fleet. The agreement will mean about 60% of the iwi quota held in deep-water fisheries (including hoki, orange roughy, jack mackerel and silver warehou), will be caught on Sealord’s vessels. It provides iwi members opportunities for training and employment, and advance iwi knowledge of, and involvement in, aspects of the fisheries value chain with Sealord.

This agreement is ongoing and successful and has provided the expected financial returns forTe Aupōuri Fisheries Management.

TE OHU KAIMOANA Te Ohu Kaimoana is a legal entity set up to manage legislation on behalf of Mandated Iwi Organisations in the fisheries industry. In their final report of this reporting year, their main focus surrounded the new space aquaculture agreement, resource management matters, the Māui and Hector’s Dolphin Threat Management Plan and participation in regional fisheries management organisations. They received positive feedback from Iwi with an increase in overall satisfaction and satisfaction with their use of te reo Māori. Areas of improvement that they have indicated they will continue to look at include; Ask for, include and value iwi feedback during policy development; engage with Iwi/Māori values; influence Government policy to protect and enhance Deed of Settlement.

On 6 August 2020 the Minister of Fisheries introduced the Maori Commercial Aquaculture Claims Settlement Amendment Bill to Parliament. The Bill will provide Te Ohu Kaimoana with greater flexibility to allocate and transfer aquaculture settlement assets and is based on a proposal we co-developed with Iwi in 2018 that seeks to amend some of the requirements in the Maori Commercial Aqua- culture Claims Settlement Act 2004 that are preventing Iwi in certain regions from accessing their aquaculture settlement assets. It is expected that the Bill will be passed early in the term of the new Government.

Te Ohu Kaimoana continued to work with MPI to determine whether it is feasible to forecast and value the settlement obligations the Crown will owe if certain applications for spat catching off Te Oneroa-a-Tohē are granted. The objective is to gain agreement between participating Iwi Aquaculture Organisations and the Crown on satisfying further new space settlement obligations and regional aquaculture settlement assets in the Northland region.

CONCLUSION We are satisfied with the performance of TAFML given the challenging market conditions faced in the fisheries industry. We expect the year ahead for TAFML to proceed as normal and continue to make a gain on our income for the Rūnanga. Our ACE partnerships of this financial year will largely continue into the next financial year and we look forward to exploring future opportunities for growth within TAFML and the fisheries industry as a whole.

Nāku noa nei, nā Simon McQuoid-Mason Chairman, TACDL and TAFML

32 TE RŪNANGA NUI O TE AUPŌURI AUDITED FINANCIAL REPORTS TE RŪNANGA NUI O TE AUPOURI

SUMMARY CONSOLIDATED FINANCIAL STATEMENTS

For the Year Ended 30 September 2020 DRAFT

Contents Page

35 Summary Consolidated Statement of Comprehensive Revenue and Expense

Summary Consolidated Statement of Changes in Net Assets/Equity 36

Summary Consolidated Statement of Financial Position 37

Summary Consolidated Statement of Cash Flows 38

Notes to and forming part of the Summary Consolidated Financial Statements 39

Independent Auditors Report 43

The following Summary Consolidated Financial Statements have been extracted from the audited Full Group Financial Statements dated 15th March 2021. The Full Group Financial Statements were prepared in accordance with New Zealand Generally Accepted Accounting Practice ("NZ GAAP"). The Group is a public benefit entity and has made an explicit statement of compliance with Public Benefit Entity Standards (Reduced Disclosure Regime) in the Full Financial Statements.

The Summary Consolidated Financial Statements cannot be expected to provide as complete an understanding as provided by the Full Financial Statements. An unmodified audit opinion was issued on the Full Financial Statements.

The Summary Consolidated Financial Statements have been examined by the Group's auditor for consistency with the Full Financial Statements and their unmodified audit report on the Summary Consolidated Financial Statements has been attached.

Further details about the Group's Financial Performance and Financial Position can be obtained from the Full Financial Statements.

Each Tribal member is entitled to obtain, upon request, a copy of the Full Financial Statements. Requests should be made to the Office of Te Rūnanga Nui O Te Aupouri - Attention: Mariomeno Kapa Kingi

The Rūnanga Representatives authorised the issue of the Full Financial Statements on 15 March 2021

34 TE RŪNANGA NUI O TE AUPOURI

SUMMARY CONSOLIDATED STATEMENT OF COMPREHENSIVE REVENUE AND EXPENSE

For the Year Ended 30 September 2020

Consolidated Group Note 2020 2019 $ $

Revenue Revenue - exchange transactions 4,041,229 3,224,274 Revenue - non exchange transactions 556,307 (23,728) Other Income 48,945 338,038

Total Income 4,646,481 3,538,584

Expenses Cost of sales 970,652 557,250 Employee remuneration 1,151,418 891,712 Administration 589,290 656,706 Depreciation 202,539 197,021 Donations 2,816 - Operating Costs 924,608 1,163,027 Other expenses 421,847 3,172

Total expenses 4,263,170 3,468,888

Surplus/(deficit) before net financing costs 383,311 69,696

Finance income 1,162,888 1,095,232 Finance costs - financial liabilities at amortised cost 120,350 120,112

Net finance income 1,042,538 975,120

Surplus/(deficit) for the year from continuing operations attributable to beneficiaries 1,425,849 1,044,816

Tax & Deferred Tax Expense (122,265) (167,445) Net Surplus/(Deficit) after Tax 1,303,584 877,371

Other Comprehensive Revenue and Expense Gain/(Loss) on revaluation of intangible assets 6,552 Gain/(Loss) on revaluation of available-for-sale financial assets 335,010 407,811 Tax on Available for Sale & Intangible Asset revaluation (58,627) (71,367)

Total comprehensive revenue and expenses for the year attributable to beneficiaries 1,586,519 1,213,815

35

The accompanying Statement of Accounting Policies and Notes to the Financial Statements on Pages to form an integral part of these Financial Statements. TE RŪNANGA NUI O TE AUPOURI

SUMMARY CONSOLIDATED STATEMENT OF CHANGES IN NET ASSETS/EQUITY

For the Year Ended 30 September 2020

Intangible Accumulated Available for Total Equity Asset Revaluation Revenue Sale Revaluation Reserve & Expense Reserve

Group $ $ $ $

Opening balance 1 October 2018 35,344,831 2,557,823 37,902,654

Surplus/(deficit) for the year 877,371 - 877,371 Other comprehensive revenue and expense - revaluation/(devaluation) - - 407,811 407,811 Tax on Other Comprehensive revenue (71,367) (71,367) Total comprehensive revenue and expense - 877,371 336,444 1,213,815

Closing balance 30 September 2019 - 36,222,202 2,894,267 39,116,469

Surplus/(deficit) for the year 1,303,584 - 1,303,584 Other comprehensive revenue and expense - revaluation/(devaluation) 6,552 335,010 341,562 Tax on Other Comprehensive revenue - (58,627) (58,627) Maori Authority Tax Credit Adjustment 77,424 77,424 Total comprehensive revenue and expense 6,552 1,381,008 276,383 1,663,943

Closing balance 30 September 2020 6,552 37,603,210 3,170,650 40,780,412

36

The accompanying Statement of Accounting Policies and Notes to the Financial Statements on Pages to form an integral part of these Financial Statements. TE RŪNANGA NUI O TE AUPOURI

SUMMARY CONSOLIDATED STATEMENT OF FINANCIAL POSITION

As At 30 September 2020

Consolidated Group Note 2020 2019 $ $

Current assets Cash and cash equivalents 2,016,529 1,183,465 Receivables (from exchange transactions) 271,426 755,484 Recoverables (from non-exchange transactions) - - Other Current Assets 197,534 75,313 GST Refund Due 6,722 21,940 Biological Assets 1,972,714 1,546,153 Taxation - 386,585

Total current assets 4,464,925 3,968,940

Non current assets Biological Assets 2,646,608 3,213,089 Available for Sale Investments 22,533,421 20,283,352 Intangible assets 2,599,482 2,589,840 Investment property 321,000 286,000 Property, plant and equipment 12,966,474 12,981,562

Total non-current assets 41,066,985 39,353,843

Total assets 45,531,910 43,322,783

Current liabilities Trade and other payables - exchange transactions 409,172 334,252 Deferred revenue - 21,111 Taxation 41,477 - Employee entitlements 116,842 43,354

Total current liabilities 567,491 398,717

Non current liabilities Finance Leases & Term Loans 3,260,000 2,930,000 Deferred Tax Liability 924,006 877,596

Total non-current liabilities 4,184,007 3,807,596

Total liabilities 4,751,498 4,206,313

Net assets 40,780,412 39,116,470

Equity

Accumulated Revenue & Expense 37,603,210 36,222,203 Available for sale revaluation reserve 3,170,650 2,894,267 Intangible Asset reserve 6,552 -

Total equity 40,780,412 39,116,470

Authorised and signed on behalf of the Trustees

Rhonda Kite 15 March 2021 Chairperson

Tui Kapa 15 March 2021 Trustee

The accompanying Statement of Accounting Policies and Notes to the Financial Statements on Pages to form an integral part of these Financial Statements. 37 TE RŪNANGA NUI O TE AUPOURI

SUMMARY CONSOLIDATED STATEMENT OF CASH FLOWS

For the Year Ended 30 September 2020

Consolidated Group 2020 2019 $ $ Cash flows from operating activities Cash was provided from: Revenue 4,783,436 2,736,017 Interest income 1,254 868 Goods and services tax - net 18,547 35,808 Income Tax (paid)/received 148 13,266 Dividends received 164,328 99,898 4,967,713 2,885,857

Cash was applied to: Payments to suppliers and employees (3,653,090) (3,072,902) Interest paid 416,525 (120,420) Donations/Grants 26,845 (96,494) (3,209,720) (3,289,816) Net cash inflow/(outflow) from operating activities 1,757,993 (403,959)

Cash flows from investing activities Cash was provided from: Sale of property, plant and equipment (47,585) 3,462 Sale of investments 1,324,523 1,941,525 1,276,938 1,944,987 Cash was applied to: Purchase of investments (2,341,429) (300,000) Purchase of property, plant and equipment (121,762) (1,093,759) (2,463,191) (1,393,759)

Net cash inflow/(outflow) from (1,186,253) 551,228 investing activities

Cash flows provided from financing activities Cash was applied to: Proceeds from drawdowns 330,000 (40,000) Less payments on loans (68,354) (221,522) Net cash inflow/(outflow) from investing activities 261,646 (261,522)

Net increase/(decrease) in cash and cash equivalents held 833,386 (114,253) Opening balance of cash and cash equivalents 1,183,097 1,297,718

Closing balance of cash and cash equivalents 2,016,483 1,183,465

The accompanying Statement of Accounting Policies and Notes to the Financial Statements on Pages to form an integral part of these Financial Statements. 38 TE RŪNANGA NUI O TE AUPOURI

NOTES TO AND FORMING PART OF THE SUMMARY CONSOLIDATED FINANCIAL STATEMENTS

For the Year Ended 30 September 2020

1. Reporting Entity Te Rūnanga Nui O Te Aupouri is a Rungana and a Mandated Iwi Organisation under section 13 of the Māori Fisheries Act 2004. The principal activities of the entity is the support and development of Aupouri through the delivery of various services to Aupouri and the prudent management of Aupouri commercial assets for the benefit of Aupouri.

The Group financial statements consist of the results of the Runanga and its 100% subsidiaries Te Aupouri Commercial Development Company Limited (TACDL), Te Aupouri Fisheries Management Limited (TAFML), Aupouri Property Limited (APL), Te Aupouri Iwi Development Trust (TIDT) (together the "Group"). Te Rūnanga Nui O Te Aupouri (inclusive of its subsidiaries and equity accounted entities) is considered a public benefit entity in New Zealand.

2 Summary of Accounting Policies Basis of Preparation Statement of compliance The consolidated financial statements have been prepared in accordance with New Zealand Generally Accepted Accounting Practice (“NZ GAAP”). They comply with Public Benefit Entity Standards (Reduced Disclosure Regime) (PBE Standards (RDR)), as appropriate for Tier 2 not-for-profit public benefit entities. The Group qualifies as a Tier 2 reporting entity for the current and prior periods as it has had between $2m and $30m of operating expenditure. The consolidated financial statements were authorised for issue by the Trustees on the date the financial statements are executed. The entities' owners, or others, do not have the power to amend the financial statements after issue.

Basis of measurement The consolidated financial statements have been prepared on the basis of historical cost, adjusted by the revaluation of certain assets where stated.

Functional and presentation currency The consolidated financial statements are presented in New Zealand dollars and all values are rounded to the nearest dollar. The functional currency and the presentation currency of the Group is New Zealand dollars. There has been no change in the functional currency of the Group during the year.

Specific Accounting Policies The accounting policies set out below have been applied consistently to all periods presented in these consolidated financial statements and have been applied consistently by the Group.

(a) Revenue recognition The Group receives revenue from both exchange and non-exchange transactions. An exchange transaction is defined as a transaction in which one entity receives assets or services (or has liabilities extinguished) and directly gives approximately equal value to another entity in exchange. A non-exchange transaction is a transaction in which the Group receives an asset (such as cash) but does not provide approximately equal value in return. Revenue is recognised when the amount of revenue can be measured reliably, and it is probable that economic benefits will flow to the Group and be measured at the fair value of consideration received or receivable.

The following specific recognition criteria in relation to the Group’s revenue streams must also be met before revenue is recognised.

Revenue from exchange transactions Sale of goods Revenue from the sale of goods in the course of ordinary activities is measured at the fair value of the consideration received or receivable, net of returns, trade discounts and volume rebates. Revenue is recognised when the significant risks and rewards of ownership have been transferred to the customer, recovery of the consideration is probable, the associated costs and possible return of goods can be estimated reliably, there is no continuing management involvement with the goods, and the amount of revenue can be measured reliably. If it is probable that discounts will be granted and the amount can be measured reliably, then the discount is recognised as a reduction of revenue as the sales are recognised. Rendering of services and management fees Revenue from services rendered is recognised in surplus or deficit in proportion to the stage-of-completion of the transaction at the reporting date. The stage of completion is assessed by reference to surveys of work performed. Rental income Rental income is recognised on a straight line basis over the lease term. ACE income Annual catch entitlement (ACE) income is recognised when cash is received or receivable for the sale of ACE in the fishing season to which it relates. Forestry Harvest Revenue Produce harvested from biological assets is measured at fair value less costs to sell at the point of harvest.

Revenue from non-exchange transactions Grants received Grants income is recognised when conditions of the grant received have been met.

Office of Treaty Settlements and Crown Forestry Rental Trust All monies received from the Office of Treaty Settlements and Crown Forestry Rental Trust are recognised on a receipts basis or upon legal title of any properties being transferred.

39 TE RŪNANGA NUI O TE AUPOURI

NOTES TO AND FORMING PART OF THE SUMMARY CONSOLIDATED FINANCIAL STATEMENTS

For the Year Ended 30 September 2020

Other Income ividend revenue

ividend revenue from investments is recognised when the shareholders rights to receive pament has been established and the amount can be reliabl measured.

(b) Financial instruments The Group initiall recognises financial instruments when the Group becomes a part to the contractual provisions of the instrument.

The Group derecognises a financial asset when the contractual rights to the cash flows from the asset epire or it transfers the rights to receive the contractual cash flows in a transaction in which substantiall all the riss and rewards of ownership of the financial asset are transferred. n interest in transferred financial assets that is created or retained b the Group is recognised as a separate asset or liabilit. The Group derecognises a financial liabilit when its contractual obligations are discharged cancelled or epire. The Group also derecognises financial assets and financial liabilities when there has been significant changes to the terms andor the amount of contractual paments to be receivedpaid.

inancial assets and liabilities are offset and the net amount presented in the statement of financial position when and onl when the Group has a legal right to offset the amounts and intends either to settle on a net basis or to realise the asset and settle the liabilit simultaneousl. The Group classifies financial assets into the following categories fair value through surplus or deficit heldtomaturit loans and receivables and availableforsale. The Group classifies financial liabilities into the following categories fair value through surplus or deficit and amortised cost. inancial instruments are initiall measured at fair value plus for those financial instruments not subseuentl measured at fair value through surplus or deficit directl attributable transaction costs. ubseuent measurement is dependent on the classification of the financial instrument and is specificall detailed in the accounting policies below. Available-for-sale financial assets vailableforsale financial assets are those nonderivative financial assets that are designated as availableforsale or are not classified as loans and receivables held tomaturit investments or financial assets at fair value through surplus or deficit. vailableforsale financial assets are subseuentl measured at fair value with gains or losses recognised in other comprehensive revenue and epense and presented in the availableforsale revaluation reserve within net assetseuit less impairment. pon derecognition the accumulated gain or loss within net assetseuit is reclassified to surplus or deficit. vailableforsale financial assets comprise ilford G investment funds and shares held in unlisted companies of which these are stated at cost as there are restrictions and fair value can not be reliabl measured which includes the Groups investment in oteroa isheries imited income shares.

Loans and receivables oans and receivables are financial assets with fied or determinable paments that are not uoted in an active maret. oans and receivables are subseuentl measured at amortised cost using the effective interest method less an impairment losses. oans and receivables comprise cash and cash euivalents receivables.

ash and cash euivalents represent highl liuid investments that are readil convertible into a nown amount of cash with an insignificant ris of changes in value with maturities of three months or less. Amortised cost financial liabilities inancial liabilities classified as amortised cost are nonderivative financial liabilities that are not classified as fair value through surplus or deficit financial liabilities. inancial liabilities classified as amortised cost are subseuentl measured at amortised cost using the effective interest method. inancial liabilities classified as amortised cost comprise cash and cash euivalents ban overdrafts paables loans and finance lease paables.

(c) Property, plant and equipment

tems of propert plant and euipment are initiall measured at cost ecept those acuired through nonechange transactions which are instead measured at fair value as their deemed cost at initial recognition.

tems of propert plant and euipment are subseuentl measured under the

• Cost model: Cost (or fair value for items acquired through non-exchange transactions) less accumulated depreciation and impairment.

All of the Group’s items of property plant and equipment are subsequently measured in accordance with the cost model.

40 TE RŪNANGA NUI O TE AUPOURI

NOTES TO AND FORMING PART OF THE SUMMARY CONSOLIDATED FINANCIAL STATEMENTS

For the Year Ended 30 September 2020

Cost includes expenditure that is directly attributable to the acquisition of the asset. he cost of self-constructed assets includes the following: • The cost of materials and direct labour • Costs directly attributable to bringing the assets to a working condition for their intended use • hen the Group has an obligation to remove the asset or restore the site an estimate of the costs of dismantling and removing the items and restoring the site on which they are located and • Capitalised borrowing costs.

urchased software that is integral to the functionality of the related equipment is capitalised as part of that equipment.

hen parts of an item of property plant and equipment have different useful lives they are accounted for as separate items (maor components) of property plant and equipment.

Any gain or loss on disposal of an item of property plant and equipment (calculated as the difference between the net proceeds from disposal and the carrying amount of the item) is recognised in surplus or deficit.

pon disposal of revalued items of property plant and equipment any associated gain or losses on revaluation to that item are transferred from the revaluation reserve to accumulated surplus.

Reclassification to investment property

hen the use of a property changes from owner-occupied to investment property the property is remeasured to fair-value and reclassified as investment property.

Any gain arising on remeasurement is recognised in surplus or deficit to the extent that it reverses a previous impairment loss on the specific property with any remaining gain recognised in other comprehensive revenue and expense and presented in the revaluation reserve in net assetsequity. Any loss is recognised immediately in surplus or deficit.

Subsequent Costs ubsequent expenditure is capitalised only when it is probable that the future economic benefits associated with the expenditure will flow to the Group. ngoing repairs and maintenance is expensed as incurred.

Depreciation epreciation is based on the cost of an asset less its residual value except for buildings which are based on the revalued amount less its residual value and land which is not depreciated. ignificant components of individual assets that have a useful life that is different from the remainder of those assets those components are depreciated separately. epreciation methods useful lives and residual values are reviewed at each reporting date and adusted as appropriate.

epreciation is recognised in surplus or deficit over the estimated useful lives of each component of an item of property plant and equipment. eased assets are depreciated over the shorter of the lease term and their useful lives unless it is reasonably certain that the Group will obtain ownership by the end of the lease term. and is not depreciated. Assets under construction are not subect to depreciation.

he expected useful lives of the various classes of property plant and equipment used in the calculation of depreciation in the current and prior year are as follows • Improvements - • Buildings - years • Plant and equipment .- • Furniture and fittings or C • Office equipment - • Motor vehicles -

(d) Intangible Assets ish uota ish quota has been recorded at fair value on recognition (e hu aimoana allocation as part of the original ettlement) with additional quota acquisitions initially recorded at cost. ish quota are treated as an asset with an indefinite life and are not amortised and are carried at cost less any impairment losses. mpairment losses are recognised whenever the carrying amount of the asset exceeds its recoverable amount. ish quota is tested annually for impairment. he useful life is assessed annually to determine whether the indefinite life assessment continues to be supportable.

uota shares are a property right that represents the quota owners share of a fishery. hese are tradeable rights and are issued perpetually and are a tool used to actively manage the fishery in a sustainable manner via the Annual Catch ntitlement process. As a result the quota shares are not amortised.

nits Carbon credits are intangible assets with indefinite useful lives. hey are carried at fair value with the annual change in fair value recognised as a surplus(deficit) in the statement of other comprehensive revenue and expense. air value is based on published maret prices. he units were acquired as part of settlement (non- exchange transaction) and initially measured at fair value on settlement date.

rademar he trademar has been recorded at cost on recognition and is treated as an asset with an indefinite life. t is not amortised and is carried at cost less any impairment losses as it does not have a readily available maret value. mpairment losses are recognised whenever the carrying amount of the assets exceeds its recoverable amount. he useful life is assessed annually to determine whether the indefinite life assessment continues to be supportable. n that basis the trustees have concluded that there is no indication of impairment.

41 TE RŪNANGA NUI O TE AUPOURI

NOTES TO AND FORMING PART OF THE SUMMARY CONSOLIDATED FINANCIAL STATEMENTS

For the Year Ended 30 September 2020

(e) Investment properties

Investment property is initially measured at cost, ecept those acquired through non-echange transactions which are instead measured at fair value as their deemed cost at initial recognition. Cost includes ependiture that is directly attributable to the acquisition of the investment property. he cost of self-constructed investment property includes the cost of materials and direct labour, any other costs directly attributable to bringing the investment property to a working condition for their intended use and capitalised borrowing costs. Investment properties are subsequently measured at fair value. Any gain or loss on disposal of an investment property calculated as the difference between the net proceeds from disposal and the carrying amount of the item is recognised in surplus or deficit.

Reclassifications hen an investment property that was previously classified as property, plant and equipment is sold, any related amount included in the revaluation reserve is transferred to retained earnings. hen the use of an investment property changes to owner occupied, such that it results in a reclassification to property, plant and equipment, the property’s fair value at the date of reclassification becomes its cost for subsequent accounting.

(f) Goods and services tax All items in the financial statements are stated eclusive of , ecept for receivables and payables, which are stated on a inclusive basis. here is not recoverable as input ta then it is recognised as part of the related asset or epense.

he net paid to, or received from the IRD, including the relating to investing and financing activities, is classified as an operating cash flow in the statements of cash flows. Commitments and contingencies are disclosed eclusive of .

(g) Taxation e Runanga ui O e Aupouri rust and its subsidiaries are aori Authorities for ta purposes and are taed at a rate of 1. with the eclusion of Aupouri Property Limited which is taed at and e Aupouri Iwi Development rust which is a registered charity Registration umber CC494. Revenue ta epense represents the sum of the ta currently payable and deferred ta. Income ta epense is recognised in the tatement of Comprehensive Revenue and penses ecept to the etent that it relates to items recognised directly in equity. Current ta is the epected ta payable on the taable income for the year, using ta rates enacted or substantively enacted at the reporting date, and any adustment to ta payable in respect of previous years. Deferred ta is recognised using the balance sheet method, which provides for temporary differences between the carrying amounts of assets and liabilities for financial reporting purposes and the amounts used for taation purposes. A deferred ta asset is recognised to the etent that it is probable that future taable profits will be available against which temporary differences can be utilied. Deferred ta assets are reviewed at each reporting date and are reduced to the etent that it is no longer probable that the related ta benefit will be realised.

Significant Accounting Judgements, Estimates and Assumptions In preparing these financial statements the roup has made estimates and assumptions concerning the future. hese estimates and assumptions may differ from the subsequent actual results. stimates and udgements are continually evaluated and are based on historical eperience and other factors, including epectations or future events that are believed to be reasonable under the circumstances. he estimates and assumptions that have a significant risk of causing a material adustment to the carrying amounts of assets and liabilities within the net financial year are discussed below. An incorrect estimate of the useful life or residual value will impact on the depreciable amount of an asset, therefore impacting on the depreciation epense recognised in the surplus or deficit, and carrying amount of the asset in the statement of financial position. he roup minimises the risk of this estimation uncertainty by • Physical inspection of assets; • Asset replacement programmes; • Review of second hand market prices for similar assets; and • Analysis of prior asset sales. he roup has not made significant changes to past assumptions concerning useful lives and residual values. Determination of Fair Values Information about significant areas of estimation uncertainty and critical udgments in applying accounting policies that have the most significant effect on the amount recognised in the financial statements are described below.

Valuations of Investment Assets anagement have estimated the carrying value of investment assets including investment properties, A instruments, biological assets and carbon credits intangible assets based on valuation models that use observable market inputs. hen applicable, further information about the assumptions made in determining fair values is disclosed in the notes specific to that asset or liability.

Ability to Continue Operations - Covid-19 On 11 arch , the orld ealth Organisation declared the outbreak of COVID-19 a novel Coronavirus a pandemic. wo weeks later, on arch, ew ealand increased its’ COVID-19 alert level to level 4 and a nationwide lockdown commenced. Level 1 has since been implemented. At this time, the full financial impact of the COVID-19 pandemic is not able to be determined, but it is not epected to be significant to the e Runanga ui O e Aupouri roup. he operations of the roup were not significantly affected with commercial arms continuing to operate, however the board will continue to manage costs and cashflow.

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INDEPENDENT AUDITOR’S REPORT TO TE ENEFICIARIES OF TE RŪNANGA NUI O TE AUPOURI AND SUSIDIARIES

Opinion The summary consolidated financial statements, which comprise the summary statements of financial position as at 30 September 2020, the summary statements of comprehensive income, summary statements of changes in equity and summary cash flow statements for the year then ended, and related notes, are derived from the audited consolidated financial statements of Te Rūnanga Nui O Te Aupouri & Subsidiaries (the Group) for the year ended 30 September 2020. In our opinion, the accompanying summary consolidated financial statements are consistent, in all material respects, with the audited consolidated financial statements, Public Benefit Entity Standards Reduced Disclosure Regime (“PBE Standards RDR”) issued by the New Zealand Accounting Standards Board.

Emphasis of atter We draw attention to the disclosure of the Impact of COVID-19, which outlines the Group’s assessment of the effects of the COVID-19 pandemic on the operations of the Group. Our opinion is not modified in respect of this matter.

Other Information Our audit of the summary consolidated financial statements was conducted for the purpose of forming an opinion on those summary consolidated financial statements. The supplementary information presented with the summary consolidated financial statements is presented for purposes of additional analysis, is not a required part of those consolidated financial statements. Such information is the responsibility of the Trustees and that information is not covered by our report.

Summary Consolidated Financial Statements The summary consolidated financial statements do not contain all the disclosures required by Public Benefit Entity Standards Reduced Disclosure Regime (“PBE Standards RDR”) issued by the New Zealand Accounting Standards Board. Reading the summary consolidated financial statements and the auditor’s report thereon, therefore, is not a substitute for reading the audited consolidated financial statements and the auditor’s report thereon.

The Audited Consolidated Financial Statements and Our Report Thereon We expressed an unmodified audit opinion on the audited consolidated financial statements in our report dated 15 March 2021.

Trustee’s Responsibility for the Summary Consolidated Financial Statements The Trustees are responsible for the preparation of the summary consolidated financial statements in accordance Public Benefit Entity Standards Reduced Disclosure Regime (“PBE Standards RDR”) issued by the New Zealand Accounting Standards Board, and for such internal control as the Trustees determine is necessary to enable the preparation of summary consolidated financial statements that are free from material misstatement, whether due to fraud or error.

Auditor’s Responsibility Our responsibility is to express an opinion on whether the summary consolidated financial statements are consistent, in all material respects, with (or are a fair summary of) the audited consolidated financial statements based on our procedures, which were conducted in accordance with International Standard on Auditing (ISA) 810 (Revised), Engagements to Report on Summary Financial Statements.

BDO Northland

Kerikeri

New Zealand 15 March 2021

DRAFT

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