This has been a year characterised by progress,
consultation, and opportunity.
In 2014 we have seen the continued performance of
our commercial strategy, the growth of our asset value
to achieve a new national milestone for tribal entities,
the advancement of social, economic and capacity-
building programmes that benefit tribal members, and
the ongoing development of future-focused strategies
aimed at driving ever stronger returns.
We continue to implement a targeted strategy to
grow a prosperous, healthy, vibrant, innovative and
culturally strong iwi.
h e pa e tata k ua tat u u
m i l e s t on e a c h i e v e d
This year’s standout achievement of having surpassed the
$1 billion mark in total asset value is a milestone of which we
can be proud. It is the result of two decades of targeted asset
growth and value creation, beginning in 1995 with a Treaty
of Waitangi settlement of $170 million. We have had our
share of challenges through the years however these we have
overcome by remaining focused and committed to building a
prosperous, high performing iwi entity.
Me mihi ka tika ki te hunga arahi i roto i ngaa tau. This
milestone warrants that we acknowledge those leaders,
governors, directors, managers and staff who have
contributed in some way over the past 19 years.
t e a h u n g a o t e r au ta k i
p r o g r e s s ag a i n s t s t r at e g y
Our strategic plan for the social, cultural, economic and
environmental development of Waikato-Tainui is underpinned
by the goals of Whakatupuranga 2050. Empowering our
marae and people, fostering tribal pride, and strengthening
relationships encompass the outcomes that we are seeking.
A strategic framework published in last year’s Annual Report
provided members with information about our long and
immediate term goals and priorities. This included a set of
strategic initiatives and it is pleasing to report that all targets
have either been achieved or are close to completion. An
updated strategic framework and initiatives for 2015 can be
found within this report.
ma h i a k i a ko ta h i
on e t e am on e d i r e c t i on
The implementation of our internal strategy to foster a
cohesive, integrated approach throughout our organisation
has been a core focus. Aimed at maximising efficiency
and effectiveness, One Team One Direction has provided
focus for the team on strategic priorities and successful
implementation. It is truly a whaanau approach to all of the
challenges that we faced over the year. The results we have
achieved are in large part an outcome of that united focus
in a period which required we move out of the consolidation
phase of 2013.
te arataura o waikato-tainui chairman’s report
taa te heamana o te arataura
o waikato-tainui
Kia amo ake taku reo whakamoemiti ki te rangi hei pou okioki moo taatou
Kia haupuu ngaa manaaki ki a Kiingi Tuheitia hei korowai moona
Aue e te whiu o mate e kaikini nei, e ngau kino i ahau e
E te iti, e te rahi, nei noa ake te mihi o te ngaakau
Teenaa koutou, teenaa taatou katoa.
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