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In the 20th year since the
Raupatu settlement agreement
between Waikato-Tainui and the
Crown, it is pleasing to report
another year of solid results from
the commercial assets of the
tribe. During the year TGH has
also taken early steps to build
on its foundations as a property
investor by moving into a broader
spread of active investments in
high-returning businesses.
TGH has also invested in its team
to support a more diversified
future and notched up the re-
zoning of our land holding at
Ruakura. This has resulted in
considerable gains in the value
of this strategic land holding.
The continuing push to diversify
investments over the year ahead
will support the objectives of
Waikato-Tainui Whakatupuranga
2050. It will enable TGH to
generate more cash, more
employment opportunities
and to grow the tribal estate by
investing in the primary sector.
Winning the Aotearoa New
Zealand Maori Business
Leadership Award for
outstanding business has
highlighted the pioneering
role of Waikato-Tainui as the
first major iwi to settle with
the Crown in 1995 and its
efforts since to grow the tribe’s
wealth. As we look ahead, our
diversification strategy is our
springboard for the future.
The steps now underway will
determine the success of TGH
as an inter-generational investor,
not just in the immediate term,
but right through to 2050.
TE RAARANGA TAHUNA
Financial performance
TGH and Waikato-Tainui
Fisheries (WTF) made sound
financial progress during the
2015 year. The two companies
achieved a combined net
operating profit of $35.6 million.
Revenue increased 19% to
$82.1 million. A key contributor
to this movement was the
consolidation of Hamilton
Riverview Hotel Limited’s full
year’s performance as we
purchased Accor Hotels’ shares
s i r henry van der he yden and chr i s jobl in
TE PUURONGO AA TAINUI
GROUP HOLDINGS
In the 2015 financial year Tainui Group Holdings (TGH)
achieved solid financial progress. It also took the next
steps as a kaitiaki of the economic wealth of the tribe’s
67,000 members - by moving towards a more diversified
basket of investments so the tribe does not have ‘all its
eggs in one kete’.
20
0.4
0
10
30
40
50
2011
$m net profit/(loss) - tgh + wtf
20
20
2012 2013 2014 2015
TGH WTF
-10
23
39
45
44
34
0.5
0.4
0.5
(2.4)
0
5
10
20
25
30
35
40
2011
$m net oper ating profit - tgh + wtf
15
2012 2013 2014 2015
TGH WTF
14
20
20
37
35
$m
0.4
0.5
0.4
0
0.5
14