Maori Business Innovation and Venture Partnerships

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Maori Business Innovation and Venture Partnerships
Hei Whakatinana i te Turua Po 2005 Lani
Matahaere Wayne Mulligan
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Participating Organisations

• 10 Case studies including Incorporations and
  Trusts, joint venture entities, private companies
  and iwi organisations
• Core businesses include horticulture, energy,
  farming, commercial property, education,
  investments, forestry and commercial fishing.
• There are examples of partnerships between iwi
  groups, non-Maori partners, including
  international partners.

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Recognising the Opportunity

• Relationships built on trust not on legal
  documents
• Local strategic resources, which provide a key
  input
• The right management experience and relevant
  industry knowledge was important
• Advantage of existing resources, distribution
  channels, databases, intellectual property and
  established relationships
• COMMON VISION

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Key Themes Emerging

• All the organisations are seeking to enhance and
  expand on their use of resources, business
  systems and current knowledge bases
• There is a strong trend of re-investment in the
  community, not just in economic development. Many
  of the Maori-owned principals also priortised
  investment in social, human and cultural capital
  for community development
• Broadening relationships with others through
  partnership, which implies a respect between
  different business expressions and a willingness
  to consult when interests overlap

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Tuaropaki Trust

• Succession applications are sought from owners
  or their whanau for a position as an associate
• Provide education grants and dividend to owners,
  more importantly developing its local resources
  providing jobs for the community
• Identifying, establishing and keeping a good
  relationships with key stakeholders is a priority
  embedded into the operating style of the BoT

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Hauhungaroa Partnership

• Executive Committee spearheading business,
  accessing the right information and providing
  recommendations to the CoM
• Deliver a dividend to owners, once there is a
  stronger financial base, providing social
  services will be a considerationfor the
  Partnership
• Investment opportunities in a number of companies
  and obtaining shareholdings in horticultural have
  been surprise opportunities and have not always
  been part of the original portfolios

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Gourmet Mokai Ltd

• Geothermal energy resources GML and TPCL are
  looking at ways to use the gas from the power
  station as a by-product to re-use in the
  glasshouses
• The employees are primarily from the surrounding
  district and 80 of the workforce is Maori with
  the balance being Pacific Islanders
• You can have all the skills and finance in the
  world, but if you dont ensure that the core
  relationship is based on trust and respect, then
  being a successful venture becomes a lot more
  difficult

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Te Awanui Huka Pak Ltd

• The industry is predicting de-regulation in the
  next few years and in preparation for this
  off-shore relationships are being built via
  Collaborative Marketing Licence
• Indigenous branding strategy of direct customer
  branding exposure through the kapa haka group,
  which is linked to the hapu growers
• The growers contract packing, coolstoring and
  logistics of delivery. It is an annual contract
  with an open door policy, so as not to tie
  interest down.

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Eastcliffe Retirement Care Partnership

• Always looking for ways to improve systems in
  place for accounting and reporting. Currently
  perfecting financial reporting ability so it is
  easier to account for things and easier to
  provide the Board with meaningful information
• Social and environmental objectives and
  responsibilities is left to the principal
  partners, who provide benefits the proprietors of
  Taharoa C Block and Ngati Whatua o Orakei
• Eastcliffee village also has many neighbours and
  it is imperative for the Board to retain good
  neighbourhood relations by visiting them and
  keeping them informed

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Toropapa Partnership

• The chosen parties had extensive experience in
  harvesting and marketing. Another offered insight
  into forestry returns and cyles
• The JV Agreement stipulates that there be
  recognition that the forest contains areas of
  cultural significance.
• The non-Maori parties to the JV are international
  with one having its head office in Boston and the
  other being a large USA forestry company.

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Pukeroa Oruawhata Trust

• Managed the properties and generated enough
  income to upgrade and build new buildings on
  vacant sections, becoming landlord as well as
  owner
• Is a benefactor of, among others, Rotorua Lakes
  High School Kapa Haka Group, Whakaue Marae, St
  Faiths Anglican Church, Te Kahui Hauora Trust and
  Waikite Rugby Club. Also develop their own back
  yard providing work for the community
• The bank is a key relationship for the Trust to
  maintain. It is the Trusts policy to keep the
  bank informed on all major developments

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Te Aute Trust Board

• The accounts from the farm were boosting the
  Trusts earnings above that, which they could
  actually spend through the Trust, so TAFL was
  established
• The Trust provides education funding to Te Aute
  College
• Glasgow Lease purchaser actively building
  relationships with the current lessees to ensure
  the Trust is viewed as a good contender for any
  lease sales in light of competition foir the
  leases

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Te Runanga a Iwi o Ngapuhi

• Decided to engage in the activity of fishing
  rather than becoming totally reliant on what has
  been, at times, a variable lease market so sought
  a JV partner
• The income stream from the venture supports
  schlorships and grants, Hapu development and
  takiwa/taurahere administration
• NFL recently joined with other iwi in the
  Northland region as a consortium to pool quota
  for tender to the highest bidder, ensuring the
  best deal.

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Te Runanga o Ngati Awa

• TRONA is now seeking to build modern muscles by
  moving from management by committee to executive
  management. Before the Settlement it was an
  organisation run predominately on goodwill
• Social arm of the organisation is responsible for
  delivering social, culutral , environmental and
  economic benefits to its members from the
  Settlement funds and other existing assets
• Spent many years maintaing a relationship with
  the Crown in pursuit of the raupatu claims, now
  it is moving on to looking into other business
  opportunites and identifying the best
  relationships it can have to further the
  development of Ngati Awa as an iwi

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Exposure Profile Matrix
High Knowledge and Competencies
High Opportunity Exposure
Low Risk Exposure
High Profile
IDEAL PROFILE
Medium Profile
ACTUAL PROFILE
Low Profile
Weak Profile
Low Opportunity Exposure
High Risk Exposure
Weak Knowledge and Competencies
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Ideal and Actual Profiles
X
X
High Knowledge and Competencies
High Opportunity Exposure
Low Risk Exposure
X
ICT
X
SIK
MD
PPI
High Profile
X
X
LS
SC
SC
X
CHR
Medium Profile
ACTUAL PROFILE
X
Low Profile
ICT
LS
X
CHR
SIK
X
Weak Profile
X
X
PPI
Low Opportunity Exposure
High Risk Exposure
RM
MD
Weak Knowledge and Competencies
X
X
X
X