AWHI Magazine - Issue 18

ISSUE 18

ĀTIHAU-WHANGANUI INC. MAGAZINE

WHIRINGA-Ā-RANGI 2023

AWHI

Ten-year strategy: Growing ahuwhenua performance TOITŪ TE MANA

Charting a course through recession and beyond

TOITŪ TE WHENUA Tawanui Station: 'This place is my life'

TOITŪ TE TANGATA Te Āti Hau Trust: 'We're here to support'

AWHI

Contents ISSUE 18 / 2023

ĀTIHAU-WHANGANUI INC. MAGAZINE

TOITŪ TE MANA

FEATURE ARTICLE 6 TEN-YEAR STRATEGY: GROWING AHUWHENUA PERFORMANCE A new long-term strategy focuses on lifting business performance.

NGĀ PĀNUI ĀTIHAU-WHANGANUI INCORPORATION ANNUAL GENERAL MEETING 12 CHARTING A COURSE THROUGH RECESSION AND BEYOND The economic downturn is setting a tough challenge.

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14 OPPORTUNITY FOR GROWTH IN SWEET PARTNERSHIP A long-term relationship has been sealed with a major mānuka exporter.

Friday, 8 December 2023 Whanganui Racecourse

Full agenda and details will be included in the AGM Information Booklet, which will be sent to shareholders in November.

TOITŪ TE WHENUA

TOITŪ TE TANGATA

26 TE ĀTI HAU TRUST: 'WE'RE HERE TO SUPPORT A review of Te Āti Hau Trust’s strategic plan shows a clear focus on uri and what is important to them.

17 TAWANUI STATION: ‘THIS PLACE IS MY LIFE’ The heart of Tawanui Station, Farm Manager Steve Tapa knows Tawanui Station like the back of his hand.

20 TE TAIAO WHĀNGAI ĀWHINA - NURTURING NATURE’S HARMONY: A journey with bees and mātauranga Māori.

23 MONITORING THE MAURI OF THE MANGAWHERAWHERA A new monitoring tool is drawing on local mātauranga and empowering long-term kaitiakitanga.

30 POSITIVE OUTCOMES THE REWARD FOR INDEPENDENT TRUSTEE Introducing Claire Cilliers, Independent Trustee on Te Āti Hau Trust.

32 MAPPING A PATHWAY IN TE REO Masters student Suraya Goss hopes her commitment to te reo will inspire other students.

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AWHI MAGAZINE Editor Te Tiwha Puketapu Deputy Editor Moana Ellis Creative Director Sheree Anaru Photography Quentin Bedwell Graphic Design Cherie Quin Illustration Dez Dromgool

ĀTIHAU-WHANGANUI INCORPORATION Postal PO Box 4035 Whanganui 4541 Physical 35 Drews Avenue Whanganui 4500 Ohakune 22 Ayr Street Ohakune 4625 Telephone +64 (6) 348 7213 Fax +64 (6) 348 7482 Email office@atihau.com www.atihau.com

iSTUDIOS MULTIMEDIA LTD Postal PO Box 8383 New Plymouth 4340 Physical 77B Devon Street East New Plymouth 4310 Telephone +64 (6) 758 1863 Email info@istudios.co.nz www.istudios.co.nz COVER PHOTO

A key strategic priority of Ātihau-Whanganui Incorporation and Te Āti Hau Trust focuses on "looking after the land so the land can look after us".

CONTRIBUTORS Mark Dawson Marama Ellis Moana Ellis Amokura Panoho Virginia Winder

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Editor’s Pānui

E noho nei au i te roro o taku whare, Te whakarongo ki te ia rere o whenua tupuna, Mahue ake nei ko te kiri makariri, Oti atu ko Koanga. Nau mai e Hine Raumati.

With the passing of winter and spring, and the anticipation of seasonal change, I sit to write these words with thoughts of those who have passed at this time.

As Chair of Ātihau-Whanganui Incorporation, I am mindful of the profound depth of feeling that our whānau and our community carry for those who have departed. I acknowledge and share the sense of loss with memories of those we grew up with, those who we have come to know well, and those who have inspired our lives. Their contributions to the fabric of us, as a people, strengthen our sense of

belonging and connection to each other and to place.

In this magazine, you will read how the looming economic downturn casts its long shadow. But in these challenging times, we draw strength from the legacy of those who have gone before us, whose contributions have shaped this Incorporation’s values and goals, and who inspire us to continue the work to continually improve our practices of care and use of the land, and look after our generations to come.

“Our intention is to ensure our Incorporation remains resilient, adaptable, and wellpositioned to navigate even the worst of times while preserving the vitality of our lands and heritage for generations to come.“

Your Board and executive team have undertaken scenario planning to gauge our approach in worst and best cases, drawing on trends over time as well as economists’ forecasts, and landing somewhere in between.

Recognising that in adversity lies opportunity, your Board has given full attention to improving the Incorporation’s focus over the next five years, concentrating on what is most important and what can be measured in terms of performance.

Your chief executive and his team are then tasked with delivering on those expectations.

Improving farm performance is our beacon of hope through tough times. As you will read in the pages to come, by optimising our operations and agricultural practices, embracing innovative technologies, forging new relationships and fostering indigenous practices, we can not only weather the economic storm but also enhance productivity, reduce costs, and ensure sustainability.

while preserving the vitality of our lands and heritage for generations to come.

I hope you enjoy the news and information this edition brings to you.

Kia ū! Kia manawanui!

Dr Brendon Te Tiwha Puketapu.

Our intention is to ensure our Incorporation remains resilient, adaptable, and well-positioned to navigate even the worst of times

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Ten-Year Strategy: Growing ahuwhenua performance A long-term strategy has been released by ĀtihauWhanganui Incorporation and Te Āti Hau Trust.

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Strategic Intentions 2023-2033 sets out where and how ĀtihauWhanganui Incorporation and Te Āti Hau Trust will focus their efforts over the next 10 years to achieve collective aspirations as the Āti Hau Group.

The combined strategy has been developed over two years by the Board, executive team and the Mātua group – an informal group of former key personnel, including former chair, general manager and operations manager Dana Blackburn, former Committee of Management member and farm supervisor Jim Edmonds, and former long-serving secretary Lex Moody.

The Āti Hau Group strategy identifies three overarching strategic goals for the next decade. Seven priorities have been set across these goals to achieve health and wellbeing for the taiao, lift farm and apiary performance, increase cash return from the whenua, strengthen uri connections, boost the number of uri benefiting from Āti Hau activities, grow high-value partnerships and collaboration, and

For each of the seven priorities, a set of strategic objectives has been developed to drive direction and focus on programmes of work.

One of the priorities (Priority 2) is to grow ahuwhenua performance.

Under the strategic goal Toitū Te Whenua, the priority seeks to lift ahuwhenua performance by better understanding and relating to the whenua and improving management practices.

Board chair Dr Tiwha Puketapu says the term “ahuwhenua” includes all activities that are happening on the whenua.

“This priority focuses on looking after the land so the land can look after us. It will guide us to make thoughtful decisions and undertake farming activities that reflect and deliver on the Incorporation’s purpose and principles.”

Priority 2 aims to make sure that agribusiness and apiary are performing well.

“Before we look at the opportunities that other business activities

offer, we need to demonstrate that we can look after what we have and ensure the whenua is in good health and productive.

Our first and foremost activity should be to ensure our care, protection, development and use of our whenua reflects the legacy principles we share from one generation to the next.”

Ahuwhenua performance has been made a priority because, when comparing Ātihau farm performance to similar farm businesses, the Incorporation’s revenue per hectare needs to improve. Tiwha says there is potential and expectation for the farms to increase productivity by strengthening farm practices, improving reproduction and increasing animal growth rates.

Each farm was resumed at a different stage of development, with differences in the age and quality of farm resources such as fences, reticulated water and soil fertility.

“The intention is to improve farm resources in order to further lift our care of whenua and animals, and enrich the working experiences of our kaimahi.

Toitū te Whenua

Toitū te Tangata

We will utilise the resources available to us to improve our intergenerational wellbeing and prosperity.

We will ensure that the remnants of our land care for our uri and empower and uplift our people, whānau and communities.

We will uphold the permanence of our authority, whenua and culture.

1. Whakaora i te taiao

4. Enable connection

2. Grow ahuwhenua performance

5. Data-driven outcomes

6. Thrive through partnerships and collaboration

3. Diversify toward income assets

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support cultural revitalisation.

TOITŪ TE MANA

Toitū te Mana

7. Embrace our culture

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Ben Waiwai, Junior Shepherd, at work on Tawanui Station.

“Making good decisions today, taking appropriate actions in response to the circumstances we face – our current economic conditions, climate change – means having to be more attentive to regional, national, and also global events and circumstances. Our sheep, beef, milk and honey are sold to companies that market and distribute overseas. When they experience highs, so do we. When they experience lows, then we are affected. This requires us to be diligent, prudent and attentive to what we do and what others do.

“For example, climate change will bring higher temperatures, more intense rainfall and new pests, as well as opportunities like higher grass growth. By improving farm performance and resources, we

can prepare well for some of the challenges and wisely make the most of some opportunities.

“Ahuwhenua performance generates our income. It affects the capacity and capability of the Incorporation to look after what we are doing in the present and prepare for well-considered opportunities in the future. At the end of each financial year, we seek to make sufficient income and profit to ensure a shareholder dividend, to provide social, cultural and educational benefits, to reduce our bank debt, to look after our farms, and to invest in profitable ventures.”

“The intention is to improve farm resources in order to further lift our care of whenua and animals, and enrich the working experiences of our kaimahi.”

Dr Tiwha Puketapu

Chief executive Andrew Beijeman says work to grow ahuwhenua performance has already begun.

Aerial mapping using hyperspectral imaging has been completed to

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understand the effective area and productive capacity of farmland.

Economic modelling has been done to determine the best use of farmland, including understanding which areas should continue to be farmed and which would be better used for forestry, honey or mixed cropping.

“Kaimahi have also been working hard to overcome obstacles and lift performance, with some real

performance gains achieved through better management. This year we saw some of the impact of this on our scanning results, with every farm achieving a record number of twins and several achieving a record in both mixed age and two-tooth stock.”

In addition, plans to improve farm infrastructure and performance are on the table and a discussion group has been set up with farm

managers to share knowledge and information.

“The next steps are a series of independent reviews to make sure no stone is left unturned and that we don’t have any blind spots around where performance could be lifted. By the end of October we will be halfway through the farming review and will have completed the apiary review.

Tohunga Hapuawhenua

Tawanui Te Kowhai

Ohotu

Waipuna Te Pa

Ohorea

Papahaua Te Paenga

"The right farm infrastructure enables stronger farm performance. Our sevenyear programme is to complete development of the farms so that there are no farm infrastructure issues holding them back."

Andrew Beijeman

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“Any recommendations will be implemented over the coming seasons.”

Andrew says the advice so far has included independent verification that “we’re doing things right”.

“We’ve seen a bit of both so far – areas where we can improve and areas where we’re getting things right.”

A seven-year farm development programme is a key area of work.

“The right farm infrastructure enables stronger farm performance.

Our seven-year programme is to complete development of the farms so that there are no farm infrastructure issues holding them back.

“The work will also help adapt to the impacts of climate change by providing better reticulated water supply so that stock have access to water all year round. We are ramping up this development and incorporating a longer-term infrastructure programme.

“It continues the work we’ve done to optimise land use and overcome obstacles so far – this is just additional work in that space and is all part of lifting farm performance.

The economics of farming have changed and we need to change with the times.”

Improving reproduction and animal growth rates is a key component of the work, furthering the progress made by the teams this year.

"The work will also help adapt to the impacts of climate change by providing better reticulated water supply so that stock have access to water all year round. " Andrew Beijeman

Further work will be done to consider how to increase carbon farming returns, and more arable cropping is on the cards in Ohakune, with a barley trial on the work programme and the potential for wheat crops under consideration.

TOITŪ TE WHENUA Ko te pae tāwhiti, whāia kia tata, ko te pae tata, whakamaua kia tina.

Draw the distant horizons closer and utilise well those resources already at your disposal.

Nā Whakaari Rangitākuku Mete-Kingi

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Charting a course through recession and beyond Volatile prices, rising costs, market uncertainties … the economic landscape for a farming incorporation is never without its trials, but economic downturn is setting an even tougher challenge for ĀtihauWhanganui Incorporation.

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The Board and executive team have been working to analyse and plan for the likely conditions the Incorporation will face in the next five years.

“Economic conditions are not great and certainly not likely to improve markedly between now and 2026,” Board chair Dr Tiwha Puketapu says. Ātihau is seeing factors such as inflation, higher interest rates and supply chain disruptions driving up the cost of seed, fertilisers and machinery, and fluctuating prices for sheep and milk.

“Higher expenses, lower income and lack of certainty impacts how you manage cashflows to protect the bottom line,” Tiwha says.

“Lamb is getting a hiding. What we used to be able to get yesterday is not what we’re getting today.

If you’re selling at a lower price, your income levels are affected.

If, at the same time, your costs are increasing, then the margins between your income and expenditure leave less room for other things like dividends or distributions to the Trust.

“This recessionary period will demand careful planning and resilience. We’re being proactive and building strategies to weather the storm.”

Adding to uncertainty are the results of October's general election. Tiwha says planning has included having “a line of sight” no matter which coalition becomes the next government.

In the meantime, Ātihau is paying close attention to all business activity.

“We have reviewed a lot of our

business activity in terms of its value and relevance going forward.

In the current environment, there’s an obvious need to ensure we’re engaged in activities that are cost effective and providing the expected returns.

“There are hard decisions to be made when we want not only to survive economic downturn but to emerge stronger on the other side – to prosper and thrive and do really well. One strategy is to embrace these challenges as opportunities for growth and improvement.

“Our first priority over the next two-to-three financial years is about looking after the land and hunkering down to ensure we’re here tomorrow. The second is to look beyond that when appropriate, do our homework, and explore and consider whether new options are connected and relevant to the business of the Incorporation.”

The Board has decided not to make a contribution to Te Āti Hau Trust this year.

“The Trust finances are very healthy at the moment. There are sufficient funds for the 2023-2024 financial year, so a distribution to the Trust is not needed. That frees up funds to do the other things we need to do, such as pay a dividend and pay down debt.”

Chief executive Andrew Beijeman says depressed pricing for sheep meat and milk will have a significant impact on revenue. As an example, last year’s $134 per lamb will translate to an expected $114 per lamb this year. With 70,000 lambs to be sold, the loss in revenue could be $1.4m. The forecast ewe price for this year is $86, compared to last year’s $112.

“We expect to see milk price improve next year but we’re not expecting any return to normality until 2025-2026."

Andrew Beijeman

“We process 14,000 ewes. If we’re down $26 per animal plus being down in lamb, that is $1.8m in revenue just gone.”

Andrew says the big push in the year ahead will be to control costs.

“The Incorporation is not wasting the opportunity to have a good hard look at itself. Tough times make you focus on making sure every dollar’s working.

“We’ll tighten the belt and focus on lifting the performance of what we’ve got. We have good scanning results, which hopefully will result in more lambs. There’s good feed available now, so there’ll be more weaning sales if good weather continues. We might push more cattle to finishing rather than lambs.

“We expect to see milk price improve next year but we’re not expecting any return to normality until 2025-2026. We may need to downscale some activities, but we’re lucky we’ve got large stocks of carbon banked which we can release to continue investing and grow revenue. Growing the amount of revenue from carbon by planting more trees is likely to be how we’ll fund some of our Ahuwhenua development.”

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Opportunity for growth in sweet partnership An agreement signed in July with major mānuka exporter Manukora is a significant step forward for ĀtihauWhanganui Incorporation’s honey business.

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Image supplied by Manukora.

This is the Incorporation’s fourth year of selling honey to Manukora, and Business Manager Apiary, Dan Adams, says a good relationship has developed between the two organisations.

"For some businesses, bees are simply a commercial resource, but Manukora share our values of treating the bees well and treating the whenua well.”

Dan Adams

That relationship has now been sealed with a long-term supply agreement that is subject to periodic review but is intended to run indefinitely.

The agreement is particularly pleasing as it comes after one of the most challenging seasons for the mānuka operation, which is worth millions of dollars annually.

“They are our largest buyer and we are their most significant supplier,” says Dan, a trained beekeeper with 18 years in the industry.

“The New Zealand honey industry was producing more honey than it could sell, then COVID hit and that was followed by a very poor 2022/2023 season across New Zealand – cold and very wet until close to the end.

“Manukora are very good at selling mānuka honey and we are good at producing it.”

The agreement will provide Ātihau with an important measure of certainty around pricing and sales quantity.

As part of the agreement, Manukora will forecast the honey it expects to purchase at the start of the honey season so that hive numbers and honey production can be adjusted to align with the projected demand.

“That takes some risk out of the business and will give us confidence going forward,” says Dan.

“As a result, we produced around 53 tonnes of honey last season.

That was actually a very good result by our beekeepers and bees when compared to other beekeepers across the country, albeit about half of the record 100-plus tonnes we produced the previous year.

“It’s been common to hear about total failures or crops yielding 10 per cent or less of the previous season in most regions.”

The mānuka honey flows on Ātihau whenua from December to

February and Dan is hopeful for a much-improved outcome this year.

“We don’t appear to be facing the same weather patterns as last season, and our aim will be to produce 80 tonnes or more. As always, we will be watching the weather forecasts from now on very closely.” Ātihau has its beehives on whenua between Ohakune and Whanganui and focuses on producing mānuka honey, noted for its creamy, caramel texture and its health-promoting properties of natural enzymes, antioxidants, prebiotics and antibacterial compounds.

The Incorporation has already had the benefit of Manukora buying its inventory of honey from past seasons, with more than 80 tonnes sold during the 2022/2023 season, and Dan is optimistic that the partnership will see significant growth in the business.

TOITŪ TE MANA

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“Manukora are a major player in North America, Singapore and the United Arab Emirates, with plans to grow exports to North America over the next few years.

Both organisations anticipate opportunities for growth.”

A key aspect to the agreement is Manukora’s shared focus on the environment and the wellbeing of the bees.

“It is more than a straight transactional relationship for us.

For some businesses, bees are simply a commercial resource, but Manukora share our values of treating the bees well and treating the whenua well.

“The Ātihau approach includes increasing natural forage to allow less supplementary feeding of hives, so long-term that means programmes to restore native plants. I see our beekeeping

Image supplied by Manukora.

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business being a driver for restoring and maintaining whenua.”

For its part, Manukora is committed to sustainability, including using only recyclable jars, compostable packaging, and supporting native reforestation along waterways.

“Manukora are very supportive of our work to reduce the feeding of sugar and the use of plastics within the apiary business, and see value in our ethical beekeeping rather than the common New Zealand, extractive approach to commercial beekeeping,” says Dan. “That’s a significant reason they want to continue buying the lion’s share of our mānuka honey crop.

Their customers want to know where the honey was produced, that it was made with care, and who the beekeepers are. That’s us, that’s Ātihau.”

"Manukora are very supportive of our work to reduce the feeding of sugar and the use of plastics within the apiary business, and see value in our ethical beekeeping rather than the common New Zealand, extractive approach to commercial beekeeping.”

Dan Adams

Tawanui Station: ‘This place is my life’ Tawanui Station is nestled at the foot of Matua te Mana, Mount Ruapehu. Farm Manager Steve Tapa (Ātihaunuia-Pāpārangi) shares what an ordinary week on the farm is like.

TOITŪ TE WHENUA

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Sprawled over 2360 hectares, Tawanui Station is home to over 17,000 stock units. "This place is my life," Steve remarks, reflecting on his four decades at Tawanui.

"My ambition when I arrived was to stay here three or four years, gain experience, then move on.

I'm still here," he chuckles.

As a fourth-generation farmer and an Ātihau shareholder, Steve’s approach to his mahi has been to operate to the farm's full potential while caring for the land, people and animals. It is a philosophy that has guided him throughout his tenure.

His working week begins on a Sunday at the farm office where he plans out the tasks for the week ahead. Normally by 7am the next day, the farm team – made up of head shepherd Mikaere Mareikura, senior shepherd Keith Robinson and cadet Ben Waiwai – gather for their important health and safety briefing. The team discusses the tasks planned for the week and highlight any potential safety concerns and how they should be addressed. This practice ensures that everyone is well-prepared and protected while working on the farm and that they go home at the end of each day.

The heart of Tawanui Station operations revolves around livestock management, with a farming methodology centred on creating a natural balance between people and the environment.

Right: Emma Haitana, General Hand, oiling a shearing handpiece at Tawanui Station.

Far right: The trusted team at Tawanui Station (from left): Ben Waiwai, Keith Robertson, Tommy Waara, Steve Tapa, Mikaere Peina-Mareikura, Joel Martin and Thomas Martin.

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This has gone hand-in-hand with focusing on producing high-end products that have minimum intervention.

Under Steve’s stewardship, Tawanui has focused on genetics to produce prime beef marbled with intramuscular fat for high-end restaurants. It's a paddock-toplate philosophy with each animal traceable to the farm where it was born and raised. The cattle are exclusively grass fed and Steve’s aim is to continue to increase the percentage of beef that achieves a high marbling score.

Likewise, the lamb and wool produced is also targeted for highend markets where possible. The Romney flock was chosen for its superior taste and the quality of the lambs produced. Around 85% of the lambs are fattened on the farm

“Delegating the shepherds their own blocks incentivises them and they take pride in their work."

Steve Tapa

and the remainder are sold as store lambs or destined for the Ātihau fattening block. The strong, white wool that is produced is used in a range of products from carpets to footwear and fashion.

Head shepherd Mikaere, who oversees all the blocks, is currently working with the shepherds as they focus on lambing, tending to the ewes and monitoring their health and wellbeing. Checking on the sheep every second day, the shepherds try to avoid excessive

interference to maintain a stressfree environment for the ewes.

Lamb survivability is a huge challenge. If there's a fall of snow, anything that can go wrong will go wrong. Therefore, careful breeding for the survivability trait has been key.

The shepherds also engage in some friendly rivalry, especially when it comes to preparing the ewes for breeding and fattening up the rams on their blocks.

feeding regimen as needed. If nitrogen levels in the soil are low, the shepherds take steps to improve grass growth to ensure there's enough feed for the animals.

“I always encourage my shepherds to come to me when they’ve got any issues like running out of feed, so we can sort things out early.

Though there is that competition, they also collaborate and share resources to ensure their mutual success and it’s great to see that teamwork happening.”

docking, followed by shearing.

Steve emphasises that farming is a year-round commitment and though there can be quiet periods, they are only a temporary respite. "There's always something to do on a farm," he says.

"If you look up at the mountain and it's clear, you know it's going to be an awesome day on the farm. The opposite is also true," says Steve, who, along with raising a family of four with his wife Shirley, still knows the farm like the back of his hand.

“Delegating the shepherds their own blocks incentivises them and they take pride in their work,” says Steve.

As spring settles in, the farm's focus shifts from lambing to

Maintaining an optimal feed supply for the livestock requires regular monitoring of the availability of crops and grass, adjusting the

“I always encourage my shepherds to come to me when they’ve got any issues like running out of feed, so we can sort things out early."

Steve Tapa

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Left: Sheldon O'Hagan, farm manager at Te Paenga station.

This page (top to bottom): Elizabeth and Charlotte O'Hagan.

Sheldon O'Hagan with son, Sheldon.

Josie O'Hagan.

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Te Taiao Whāngai Āwhina nurturing nature’s harmony: A journey with bees and mātauranga Māori

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Through wānanga, traditional wisdom and modern science, the Ātihau Manaaki Whenua project seeks to pave the way for a sustainable future where food and fibre thrive in harmony with the environment.

Bees are central to that aspiration.

“Although it took us a few years to get the Ministry of Primary Industry’s funding across the line with Manaaki Whenua (Landcare Research), the project is now into its second year,” Ātihau chief executive Andrew Beijeman says.

“We have around 6000 hectares in mānuka for our beekeeping business. This project has a number of research components, with the first related to the mānuka and how to manage these crops sustainably to support our honey production.

We are now using rotational crop methods and various strategies to

ensure the longevity of our mānuka and as a result our honey business.

“Our shareholders and customers demand more sustainable and natural beekeeping practices, with an emphasis on relying less on sugar feed and more on honey production. So that has been the focus of our second research project – understanding the intricate relationship between the whenua, the floral resources and bee foraging behaviour.”

Helping the project team understand the connection between the whenua, flora, fauna and its biodiversity is maramataka specialist Meretini HuxtableBennett, of Ngāti Rangi and Te Ātihaunui-a-Pāpārangi (featured in Issue 17). Her main mahi is with Te Oranganui Iwi Health Authority and the Healthy Families programme, working on systems change and innovation. Using the maramataka

to inform those working on Ātihau whenua (designated eco-system managers by Meretini), a series of wānanga have been held to help understand how traditional knowledge, technology and observations can be combined to create a new framework for managing these resources.

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"The second wānanga delved into the correlation between the maramataka and the behavioural patterns of bees, seeking to uncover the ancient wisdom hidden in the rhythms of nature that our tūpuna observed and watched the signs for.”

Meretini Huxtable-Bennett

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Beekeepers at work on Ātihau whenua.

“The first wānanga aimed to unravel the intricate relationship between local flora and fauna, with a focus on how these species interacted within their environment.

The second wānanga delved into the correlation between the maramataka and the behavioural patterns of bees, seeking to uncover the ancient wisdom hidden in the rhythms of nature that our tūpuna observed and watched the signs for.”

The third wānanga explored the connection between observable weather features and the behaviour of bees, and understanding how Whiro impacted these diligent pollinators.

“Examining the interplay between observable weather features and the flowering of plants, and how we traditionally measured time and seasons, lets us recognise the sensory activity of bees and how they are attuned to their environment,” Meretini says.

Andrew acknowledges the value of these wānanga to the research project, and the benefit the project will have for the wider mānuka honey industry. The contribution from the Ministry of Primary Industries will be $434,000, with Ātihau investing about $250,000 alongside an in-kind contribution to date of $42,000.

“Our investment in this project has been validated by the important principles of mātauranga Māori practice, consistently referred to by our Ātihau Board director Che Wilson. Most importantly, the project's findings and practices could have a significant impact not

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only within the Ātihau community but also in the wider New Zealand mānuka honey industry. The project's approach should serve as a model for others looking to improve sustainability and environmental awareness in their agricultural and beekeeping practices.”

Business Manager Apiary, Dan Adams, agrees. He believes that collating, understanding and applying traditional knowledge to Ātihau beekeeping practices is a natural fit for their beekeepers.

“Our beekeepers are at home on the whenua. Uri have spent their lives out there and all our beekeepers understand the natural cycle and its importance to our bees. No creature is more in tune with the patterns of our weather, ngahere and climate than the honeybee.

“Given the rapidly changing climate we’re confronted with, renewing our understanding of those celestial and terrestrial indicators, those seasonal waypoints, and from there a deeper understanding of

“Our beekeepers are at home on the whenua.

Uri have spent their lives out there and all our beekeepers understand the natural cycle and its importance to our bees.

No creature is more in tune with the patterns of our weather, ngahere and climate than the honeybee."

Dan Adams

our taiao, will help us adapt and continue to thrive, along with our bees. It’s an awesome piece of mahi with potential to shape both our beekeeping and farming.”

As the seasons change and the bees continue their dance in the Ātihau honey landscape, the project embarked upon by the Incorporation promises to uncover the rich tapestry of knowledge that weaves together the natural world and the sweet nectar it produces.

Monitoring the mauri of the Mangawherawhera

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A cultural monitoring tool that assesses the mauri of the Mangawherawhera catchment, which runs through Te Pā and Ohotu Stations, is drawing on local mātauranga and empowering long-term kaitiakitanga.

The Mauri Compass mātauranga Māori tool was introduced to mana whenua and staff of the two Ātihau properties, Te Pā and Ohotu Stations, during an intensive fourday workshop in March.

Locals worked with Mauri Compass kaitiaki Ian Ruru and his two sons to understand the impact of current and historical land use on freshwater fisheries, taonga species and associated ecosystems.

The Mangawherawhera confluence with the Whangaehu River, which was in the study area and on Ātihau

“We were lucky to have Ngāti Rangi and Uenuku whānau come out and spend time on the land, connecting with some of our staff and sharing knowledge and aspirational views."

Courtney Haywood

land, means the Mangawherawhera is a unique catchment with differing chemical properties. Because Te Wai ā-Moe (Ruapehu crater lake) is the source of the Whangaehu, there is a naturally lower pH level – meaning the water is more acidic and affects aquatic life. Ātihau Taiao manager Courtney Haywood said Ātihau has demonstrated a significant commitment to te taiao. She said water quality and implementing a cultural water health assessment approach is a priority for the taiao programme.

There has been extensive work to enhance freshwater habitats in the area, including about 44km of retirement fencing to exclude livestock from the awa. Seven hectares of native vegetation has been planted along the main stem of the Mangawherawhera with 47ha scheduled for planting this winter.

Additional fencing to protect other potential taonga species' habitat is planned for summer, along with continual on-farm changes reducing impacts on the taiao.

Courtney said Mauri Compass has added value by providing a longterm model that empowers mana whenua and staff to contribute their collective knowledge in a way that will help inform mauri-based water monitoring and management across Ātihau land.

“We were lucky to have Ngāti Rangi and Uenuku whānau come out and spend time on the land, connecting with some of our staff and sharing knowledge and aspirational views.

Previous page: Thomas Hawkins, General Hand at Waipuna Station, holding a delicate Mama Paranephrops Planifrons (freshwater kōura) during a Mauri Compass wānanga in March 2023.

Left: Measuring tuna as part of the Mauri Compass awa monitoring at Mangawherawhera awa.

Right: The Mauri Compass awa monitoring team during our wānanga in March 2023.

Images supplied by Ian Ruru.

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It was really cool to see staff members out there every day and see their passion for what they were doing and noticing in the environment,” she said.

She gave a big mihi to Ātihau staff members Wesley Johnstone and Moko Hawkins, who are now accredited in the Mauri Compass field work.

“They were fantastic and I cannot rave about them enough. At the beginning we weren’t sure what freshwater species we would find.

We set hīnaki and observed what we caught,” she said.

“If we caught tuna, we measured them, which gave us an indication of age, and noted their health and condition. We found a lot of koura.

Tuna and koura are good indicators of freshwater quality, which was really empowering.”

Everything that was caught was returned back to the water.

Courtney said the final Mauri Compass report will give Ātihau an overall understanding of the mauri of the environment and how onfarm management could potentially whakaora i te awa.

Ian said the Mauri Compass kaupapa is all about empowering whānau, hapū and iwi to do their mahi.

“Everyone brings in their own mātauranga and expertise and our job is to facilitate that – and it rocks.

It’s valid and it’s powerful,” he said.

Mauri Compass has been going for about 20 years, developed at 300 noho marae delivering aquaculture and customary fishing qualifications workshops. It was inspired by Ian’s father, the late Bill Ruru, and Ian said having his sons with him during the Ātihau workshop completed the intergenerational circle for him.

The next step for Ātihau is to take taiao management, specifically in the study catchment and across the remainder of the estate, to the next level, to incorporate and revitalise mātauranga, tikanga and kawa and provide for many generations to come.

“The Ātihau whānau was so hospitable and welcoming. And I take my hat off to those guys and their monitoring. They’ve demonstrated it is a tool for kaitiaki by kaitiaki.”

TOITŪ TE WHENUA

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Te Āti Hau Trust: ‘We’re here to support’

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A review of Te Āti Hau Trust’s strategic plan shows a clear focus on uri and what is important to them, says Trust chair Dr Rāwiri Tinirau.

“I think what uri will see within our revised strategy is that we’re very clear and a lot more overt around things like strengthening our connections with our people and our place, reinvigorating the ways in which we can be good custodians of our lands. I think that’s really clear now,” he says.

They engaged with Trust members and staff at a hui in March, followed by a workshop at the end of that month. “What was wonderful about our hui was that very early on in that session, we were able to align our vision, our mission, our values and our goals with our parent, the Incorporation.”

The Trust also held a separate session with staff to try to understand what some of the implications might be at an operational level.

“We want to make it clear that we’re here to support the aspirations of our marae, and of our hapū and our uri.”

Over the past 12 months, the Trust made a one-off payment to 36 marae in the rohe, something it has not done in the past.

To help with the review, the Trust engaged Selwyn Hayes, an uri of Ātihau-Whanganui Incorporation and Whanganui iwi. He was assisted by Jade Newton. Both work for Tahi at Ernest Young and had completed previous work with the Incorporation on its strategic priorities.

The Trust has tended to focus on capital or infrastructure grants.

“We’ve still got those, but this was a way of being able to make sure all of our marae received something in that first year.”

Going forward, the Trust will be providing regular payments to marae on a cyclical basis, but it

“We want to make it clear that we’re here to support the aspirations of our marae, and of our hapū and our uri."

Dr Rāwiri Tinirau

Total Grant Distribution

$437,127 452 TOTAL GRANTS

General Grants

$333,527 287

TOTAL GRANTS

Education Grants

$103,600 165

TOTAL GRANTS

>> TOITŪ TE TANGATA

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can’t afford to do that every year.

“Every three years, our marae know they will get an injection of funding, and there are the capital and infrastructure grants as well.”

To support marae, the Trust is also working closely with other tribal organisations, especially Te Whawhaki Trust, which is part of the Ngā Tāngata Tiaki o Whanganui group, and other funders.

“From an operational perspective, having those relationships, those partnerships with others, we are starting to see the fruit of that work now.”

An example is the Trust’s relationships with the Māori Education Trust and Te Herenga Waka – Victoria University of Wellington. They match what the Trust pays students through grants and scholarships.

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In the financial year that ended in June, the Trust awarded 287 general grants, which included cultural, sports and arts, community, marae, kaumātua wellbeing and tangihanga grants.

It also gave out 165 education scholarships.

Last year, the Trust paid out $261,000 worth of grants, and this financial year just ended it gave $436,000. “So, a huge uplift in terms of the amount and number of grants, and to our marae and to the people and places we want to support,” Rāwiri says.

“That’s a decent amount of grantgiving and we know that these grants make a difference in the lives of our uri.”

“That’s a decent amount of grant-giving and we know that these grants make a difference in the lives of our uri."

Dr Rāwiri Tinirau

TE

I H AU TRU

ST

Grants & Scholarships

ĀT

Te Āti Hau Trust provides grants for a variety of purposes including sport, education, health and wellbeing, and marae initiatives. It’s a way of helping our people reach their potential, so they in turn can help their communities grow in strength and vitality.

EDUCATION GRANTS & SCHOLARSHIPS Education & Training Grants • •

EDUCATION GRANTS APPLY HERE 

Closing dates: 31 March, 31 May, 31 August & 31 October Secondary (Y10 & Y11) students, medical degree, undergraduate, postgraduate, trades, overseas education.

Education Scholarships • •

Closing date: 31 August Scholarships include: Robin Murphy-Peehi Scholarship, Ohotu Scholarship, Agriculture Scholarship, PhD Scholarship, Taihonoa Partnerships, Māori Education Trust tripartite agreement.

GENERAL GRANTS Sport, Art & Culture Grants • •

Closing dates: 31 March, 31 May, 31 August & 31 October To support regional and national representation, and cultural kaupapa such as Hui Aranga, Pākaitore & Tira Hoe Waka.

GENERAL GRANTS APPLY HERE 

Kaumātua Health & Wellbeing Grants • •

Closing dates: 20th of each month To support kaumātua (60 years and over), purchase items that help to maintain and improve kaumātua health and wellbeing.

Marae Capital Grants • •

Closing date: 31 May Te Āti Hau Trust has changed the way marae grants are being distributed.

Marae will receive a one-off and then future cyclical payments. The marae capital grants are in addition to these, whereby marae can apply for large capital/infrastructure projects, which will be assessed annually.

For more details or queries, please contact Te Āti Hau Trust.

Visit: 35 Drews Avenue, Whanganui between 8.30am and 4.00pm weekdays.

Phone: 06 348 7213 | E-mail: office@atihau.com | Web: atihau.com/te-atihau-trust TOITŪ TE TANGATA

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Positive outcomes the reward for independent trustee

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Being an immigrant and tauiwi, Claire Cilliers didn’t think she would be a likely candidate when Te Āti Hau Trust advertised for an independent trustee.

“I had some Māori friends who encouraged me to apply – in fact, they were tenacious and insisted.

But I still didn’t think I would get it, so I was surprised when they offered me the job,” says South African-born Claire, who has now been in the role for more than a year.

Despite her reservations, Claire has embraced the role and, similarly, been embraced by the Trust members – chair Rāwiri Tinirau, Te Tiwha Puketapu, Che Wilson, independent trustee Jonelle HirotiKinane and associate trustee Tukariri Dryden.

“It has been a great experience.

They have been very patient with me and I feel incredibly comfortable with them – I feel they have taken me under their wing.

Te Whatu Ora Whanganui, based at Whanganui Hospital with responsibility for primary and community care. She sees advantages in coming to te ao Māori from the outside.

“The South African worldview is very different to the Kiwi worldview, but the things that are important to Māori are also important to South Africans and there are similarities in the cultures,” she says.

“So I ask a lot of questions. I can ask questions around Māori tikanga that perhaps would be challenging for Kiwis to ask. I can offer new ideas and different ways of thinking, and my fellow trustees have been very open to this.

“And this experience has helped me grow as an individual and as someone in a governance role. I am taking a lot of lessons from it.”

“They are such a great group of people and very supportive, with a strong value system.”

Te Āti Hau Trust is the philanthropic arm of Ātihau-Whanganui Incorporation and its mission is to help shareholders and their whānau, kaumātua, tamariki and mokopuna pursue their aspirations and goals.

Claire’s fulltime job is as senior business manager (acting) for

This is done through distributing grants and scholarships. Claire -

“It has been a great experience. They have been very patient with me and I feel incredibly comfortable with them – I feel they have taken me under their wing.”

Claire Cilliers

who has worked across business transformation, strategy, financial procurement and service design provides a commercial perspective on the Trust’s operations.

“The ethos of the Trust is social, but it has to be run commercially to be stable and we have a 10year strategy to ensure it remains sustainable.

“The work is very rewarding.

We assess and approve grants and scholarships in areas such as education, sport and trades, and the calibre of people coming through is phenomenal.

“It is great to see people bettering themselves, and that is why I enjoy it so – everything done by the Trust has a positive outcome.”

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Mapping a pathway in Te Reo Massey University student Suraya Goss completed her degree writing all assignments and exams in te reo Māori.

Now she’s doing the same for her Masters.

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In 2021, she completed her Bachelor of Arts in Mātauranga Māori, or Māori knowledge, and she is now in her second year of postgraduate studies focused on the same subject. She plans to finish this year.

Again, she has chosen to complete her Masters, including her thesis, writing in te reo.

“I set myself that challenge and just want to carry on with that throughout my university pathways.

My thesis topic is based on the language, so I wanted to add to that. There’s not a lot of research literature around the topic I’m doing,” says Suraya (Te Ātihaunui-aPāpārangi, Te Ātiawa).

“By writing in te reo Māori, I hope it will add to the significance.”

Suraya says she’s not the first to complete her course work in te reo.

“There have been plenty before me.

Although we are seeing a growing number especially in postgrad, it’s still uncommon for students transitioning into the tertiary space to know that they are able to use their reo and complete their degrees in te reo Māori.”

In line with the decision to deliver her university course work in te reo, her Masters thesis follows that kaupapa.

That changed when Suraya and her whānau moved to Palmerston North, where she started at West End School and joined kapa haka.

Suraya is looking at other theses to map the use of te reo Māori in those documents. Through those data sources (theses), she is creating a guide that “showcases manaenhancing use of te reo Māori”.

Next came the life-changing move to Monrad Intermediate (now known as Te Kura Waenga o Tirohanga).

“I went into the bilingual unit just knowing my pepeha and had very little te reo Māori, but just wanted to carry on with kapa haka, pretty much. I really soaked in the learning and grew a hunger and desire to learn te reo Māori.”

“I think that this is a kaupapa that is very relevant to today and the changing world that we live in,” Suraya says. “But also allowing the opportunity to ensure that we are developing and improving the pathway for students now and for our tauira in the future.”

Her own journey into learning te reo Māori began when she was nine. Born in Feilding, she grew up in Kimbolton, where she wasn’t exposed to te ao Māori.

By year 8, she was in a total immersion Māori class.

“Being surrounded by it and involved in it every day helped, and allowed me to soak it all in.”

She also had great teachers – as she did when moving on to secondary studies at MANUKURA School.

“Anyone is able to do it if they want to. I really encourage our tauira Māori to use their reo.”

Suraya Goss

She hopes that through her thesis and by writing in te reo Māori, she can bring awareness, enhance the use of and highlight the indigenous language of Aotearoa at tertiary level.

Another hope is that her commitment to writing in te reo will inspire other students to do the same.

“Anyone is able to do it if they want to. I really encourage our tauira Māori to use their reo.”

Her thesis topic could also help others.

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>>

“Although te reo Māori wasn’t the first language in our whare, tikanga Māori and respect towards whakawhanaungatanga were constantly a part of our upbringing."

Suraya Goss

“I continued with that fire in my belly to keep wanting to learn.”

At the end of year 10, Suraya was pretty much fluent. “I spoke it every day, I heard it every day, predominantly at school.”

From a whānau of six, Suraya says they are all on their own reo and whakapapa journeys.

“Although te reo Māori wasn’t the first language in our whare, tikanga Māori and respect towards whakawhanaungatanga were constantly a part of our upbringing.

My whānau have always been hugely supportive in my studies and everything all the way through, and I couldn’t be more grateful to my parents and siblings.”

Suraya has also had help from Te Āti Hau Trust, receiving grants and scholarships from high school through to university. This year she received a post-graduate grant from the Trust.

“It’s been a massive part in supporting me in my academic journey, in terms of relieving financial stress, supporting tuition and course fees, textbooks, technology requirements and even petrol funds to get to and from university every day,” she says.

“For us, as uri of Āti Hau, we are extremely lucky to have the support and awhi from our iwi.”

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As well as studying, Suraya is a netballer. She plays for Ikaroa ki te Raki Māori Netball and is a rep player. She has been selected for the latest Manawatū open women’s team, and, in September, captained the Massey University Netball team at the UTSNZ Tertiary games held in Wellington.

She usually takes the court as wing attack, centre or wing defence.

“I’ve always loved netball from when I was young and as I have gotten older it has been an outlet for me outside study and school.”

Kapa haka remains a passion, and while Suraya would love to get amongst it again, her hopes for that have been sidelined so she can concentrate on her studies into mātauranga Māori and make the most of playing sport while she can.

Her focus is to research, use and celebrate te reo Māori through her Master’s thesis and to help others do so, too.

“My motivation was to re-instill this taonga within my whānau with the hopes of breaking intergenerational cycles, and pave the way for future generations to come,” Suraya says.

>>

“My motivation was to re-instill this taonga within my whānau with the hopes of breaking intergenerational cycles, and pave the way for future generations to come.”

Suraya Goss

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H U-W ANGA

AT I

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HA

IN

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ON

Toi tu te whenua

PO Box 4035 Whanganui 4541 New Zealand © ĀTIHAU-WHANGANUI INCORPORATION 2023