Director and writer, Taika Waititi, talks about why his new movie Boy has the ’superjuice’ lacking in many Mäori films.

He’s taking over. It’s the truth. He’s on a mission and, thanks to the Midas touch of producers Ainsley Gardiner, Cliff Curtis and Emmanuel Michael, he’s not likely to stop until he gets enough. Taiki Waititi’s new film Boy is about to hit screens near you. So just beat it and make like wildfire to your local cinema. Get off the wall from your nine to five and enjoy this trip back to the 80s when big hair, shoulder pad bearing, punk rocking, break-dancing adolescents ghetto blasted their leg warmers and leotards all the way to the corner dairy. Reach back into the darkest edge of your closet and blow the dust off your sequinned glove and red leather jacket. Shake your body on to the ground because this one’s a thriller.

Written and directed by Waititi, Boy is a hilarious and heartfelt coming-of-age tale about heroes, magic and you guessed it – Michael Jackson. Set in the rural township of Waihau Bay circa 1982, the film centres on 11-year-old Boy (James Rolleston) whose mother died while giving birth to his younger brother Rocky (Te Aho Eketone-Whitu). Boy has little memory of his father Alamein (played by Waititi), but imagines him as a master carver, deep-sea treasure diver, war hero, rugby legend and close relative of the King of Pop. In reality Alamein is an inept, wannabe gangster who has been in jail for robbery.

When Alamein breaks out of prison and returns home to recover a stash of stolen buried cash, Boy is eager for his father to re-enter his life. But as the self-serving Alamein is caught up in a series of skulduggery antics from robbing the local dope growers to brawling in the town’s one and only pub, Boy must reconcile with reality. As he confronts the truth about his father and observes Alameins’s wonderfully dim-witted display of gumboot thuggery, Boy is left with little more than his vivid imagination to escape.

Enter the King of Pop.

Dreaming up visions of his father as Michael Jackson, he frequently sees Alamein in a series of music videos from Beat It to Billy Jean when the going gets tough. The result is a mostly light-hearted story about family relationships and the innocence of an adolescent mind struggling to understand the alternate universe of adulthood.
Boy has received favourable international reviews since premiering at the Sundance Film Festival recently. Inspired by his Oscar nominated short Two Cars, One Night, it is Waititi’s second feature film which critics say “marks a step up in maturity.” So how did this Te Whänau-ä-Apanui native achieve what few Mäori filmmakers have yet to accomplish?

Three words: shifting the boundaries.

Unlike the current line up of Mäori films, Waititi says he wanted to make a film that breaks away from current ideas that pigeon hole Mäori stories into either the Once Were Warriors or Whale Rider genres. Adamant that he’s just as immature as ever, his reflections on the future of the Mäori film industry are not.

“We’ve got to get away from promoting this image that we’re either real tough wife beating alcoholics or were spiritual beings who ride whales and talk to trees. We’re pretty normal, we’re just people man,” says Waititi who wants to see more Mäori filmmakers make unique stories which expand on current styles and themes.

Beyond that to be successful, Waititi says that filmmakers need to expand their thinking in terms of narrative and story. “We’re an oral culture and pass traditions through stories. And we’re funny. Anyone who doesn’t know that doesn’t know us.”

While Waititi believes the Mäori film industry has great appeal both domestically and internationally, maintaining that reputation will depend on how well future generations of filmmakers can develop their skills. With little emphasis placed on creative story-telling in schools, he says that a lot of potential is being lost to the industry.
“Mäori are creative. Everything to do with our world is creative; it is art. And kids aren’t often encouraged to harness that because it’s not valued. As a result, they think they’re dumb.”

Through his sobering wit and flair for crafting stories with subtle dramatic tones, Waititi says he is inspired by stories that can resonate with people long after they leave the theatre.
“While the audience I wanted to target was first Mäori and then New Zealanders, I wanted to make the film accessible to others. This is not a film that excludes people who aren’t Mäori because it has deeper messages that everyone can relate too.”

No doubt Boy will receive mixed reviews from the usual suspects of New Zealand’s fraternity of film experts and critics, but it’s certainly got the super juice that the struggling industry lacks: comic relief. Adamant that it’s time to change the record and “just make different stuff,” Waititi is a creative talent who has made a story full of homegrown nostalgic ‘bliss.’

But it certainly wasn’t a walk in the park, admits Waititi.
“The major challenge in making the film was that no one’s got any money. Everyone’s poor because of the economy and no one’s buying films.” Against all odds, his talented team of producers managed to secure almost six million dollars to make Boy. While much of the funding came from the New Zealand Film Commission and Te Mängai Paho, capital was also raised through financing from U.S. sources.

In an increasingly lacklustre industry that is/was/may likely be Hollywood, finding a niche with more discerning film buffs could see Boy shift the tide of Mäori cinematic history. And why not? One only has to look at the top five grossing movies in New Zealand, four of which are Mäori and Pacific films, to see that the world is looking for stories with a difference. So let’s spill more sherry for Boy: a film that marks a coming of age for the Mäori film industry.

Adding a new edge to the ‘New Zealand Made’ marketing strategies of yesteryear, Tekau Plus is set to establish ten high value premium iconic NZ brands in not only China, but throughout North Asia. With a focus on cultural marketing strategies that incorporate sustainable production standards and labour equity, the Tekau Plus family of niche exporters are big on aligning Māori values with commercial imperatives.
“It’s the first project of its kind led by indigenous Māori of Aotearoa that will look intimately at how to initiate longstanding trade and investment ties in North Asia,” said Wayne Mulligan of FOMANA Capital.

While the United States and other countries hit hard by the economic recession are resorting to protectionism, the New Zealand-China FTA is expected to deliver tangible commercial benefits. With a geopolitical power shift also expected in the next decade, Tekau Plus plans to optimise smart branding and the grow the supply and demand curve for pure, safe and healthy products in China, Korea, Taiwan and other key markets.

According to Mulligan, increasing demand from China and other emerging markets in North Asia are resulting in increased consumer spending and providing important new opportunities for NZ businesses.
“Ten years from now, I suspect that China will be our major market,” he said.

Last year saw an almost 47 percent increase in the value of exports sent to China. This value is expected to rise and rival New Zealand’s two other major trading partners, Korea and the United States. With dairy accounting for over 25 percent of exports to China, wool products, kiwifruit and wine shipments are also increasing. As the New Zealand-China FTA continues to come into effect, with continued reductions in tariffs on NZ’s export goods, establishing distribution infrastructure in China is a key priority for the Tekau Plus export program.

“We’re going to drill down into where in North Asia it’s best to position our exporters because it’s not just about taking Māori products to key markets like China, it’s about understanding how we position an indigenous marketing company in those countries,” said Mulligan.

A report from the Bank of Nova Scotia released earlier this month confirmed why Tekau Plus affiliated brands plan to take full advantage of the global economic recovery by considering opportunities in markets they’ve never dealt in before. China and other fast-growing emerging markets will provide a large share of the economic growth seen around the world in the near term, the report said. China’s economy grew by nearly nine percent in 2009, it noted, at a time when New Zealand’s economy shrunk by one percent.

Over coming months, Tekau Plus affiliated research teams will identify distribution channels for the Tekau Plus line of high value products which include signature brands like Tohu wine and BioFarm yoghurt.

Read about the 10 brands in this PDF

Branded ‘Mänuka Boosta’, the gluten-free health bar is packed with what all athletes crave – energy – including 18 per cent mänuka honey, pumpkin seeds, cashews, sunflower seeds, organic apricots, and sesame seeds. Pohio, a food technologist, says he decided to develop the health bar after finding that normal protein bars were full of artificial ingredients and were hard on the palate.

Inspired by a secret family recipe and his passion for sport, the former production manager for Allberry House finished his job and set a course towards his family’s mänuka honey business, Nature’s Country Gold.

Like all good kiwi businesses, Mänuka Boosta started with a humble production line in the family garage; it could churn out 200 Mänuka bars a day. Today, a mere two years later, the self-described ‘entrepreneur’ now owns his own factory which produces 10,000 bars a week and employs four staff.
“We now have the capacity to make more and are gearing up to increase our overseas exports,” explains Pohio who has his eyes set on going global.

Taking advantage of Poutama Trust’s new partnership with Kiwibank, Pohio secured a loan to buy the Hamilton-based factory in order to meet the demand for overseas markets.
“Exporting of products was always my ambition. I went to China last year courtesy of Tekau Plus and I’m also in talks with companies in America and Japan,” adds Pohio who is optimistic of his product’s market potential.
With over ten years experience in the health food industry, including a five-year stint in the UK, he says he decided to join his family’s business after discovering the power of mänuka honey which is native to New Zealand.
“Mänuka honey is like a superfood and has so many wonderful qualities. It is high in glucose and fructose which have a slower release of energy than sucrose (table sugar).”

As a successful entrant into the Tekau Plus+ program, Pohio says he is looking forward to becoming a player in New Zealand’s growing export sector and will send his first order abroad within the next six months. He says he hopes his story will help encourage more entrepreneurs to take up the challenge of running their own business.
“The most difficult challenge with any new venture is it takes a lot of money to grow your business. Don’t expect immediate results and don’t be afraid to ask questions all along the way – you never do know everything!”

The world watched and waited, hoping that international efforts to combat climate change by coming to an agreed outcome in Copenhagen. The global community could not afford anything less than an ambitious climate change deal and such a deal would need to be negotiated to follow on the first phase of the United Nation’s Kyoto Protocol, which expires in 2012. While the Copenhagen agreed outcome need not resolve all details, a clear objective was that Copenhagen should have provided clarity on four key issues:

• Ambitious emission reduction targets for developed countries;
• Nationally appropriate mitigation actions of developing countries;
• Scaling up financial and technological support for both adaptation and mitigation; and
• An effective institutional framework with governance structures that address the needs of developing countries.

While Copenhagen did not deliver explicit and binding targets, an agreement framework was negotiated and agreed between the US, China, India and Brazil representing both the most populous countries of the world and the largest economies of the world. This agreement will be further defined at the next meeting in Mexico in 2020.

New Zealand and Iwi specific interests

In December 2010, the New Zealand government passed into legislation a number of amendments to the existing domestic policy on climate change – it’s Emission Trading System (ETS). While a number of the issues and indeed opportunities will be advanced locally with the Government over the next few weeks and months, there are several critical issues for Iwi and Mäori that require changes to international rules and protocols with the United Nations.

Land-use flexibility is one particular issue requiring such a change to the international rules such that in the future should a landowner wish to change land-use away from forestry, this could be done without incurring punitive liabilities currently not provided for in international United Nations rules. New Zealand negotiators were instrumental in negotiating into draft texts an appropriate accommodation to enable land-use flexibility. A related issue and success was the recognition in the draft texts for the recognition of harvested wood products to capture and store carbon emissions.

Reducing emissions from agriculture is a massive issue for Mäori farmers. While the amended legislation sees agriculture not coming into the ETS until 2015, in the interim an enormous amount of work and new research is needed to find, develop and deploy technology solutions to Mäori farmers that will either reduce emissions from farming operations and/or find new low emission products and services from agriculture. The announcement of the New Zealand led Global Research Alliance was a key outcome from Copenhagen for Mäori and Iwi where the leaders from 30 countries (developed and developing countries) committed both funding and research capabilities to research these new technology options. A very real risk for Mäori and non-Mäori farmers alike is that this initiative gets hijacked by the science community away from delivering practical solutions for farmers towards more blue skies research.

Recognition of the interests and rights of Indigenous peoples in UN protocols

In meeting with leaders of other indigenous people of the world present at Copenhagen, it is very clear that indigenous peoples across the world share a common set of concerns and interests in the broader climate change issues facing the world and the need for substantive robust international and domestic policies and protocols that fairly and equitably assign obligations and responsibilities on those most responsible for the world’s emissions. For the first time, the Copenhagen negotiations were instrumental at getting the rights and interests of indigenous peoples written into draft texts ahead of the next meeting in Mexico.

It is fair to say that Mäori awareness of impacts and issues posed by climate change and related policy is highly sophisticated relative to that of other indigenous peoples and, that Mäori ability to advocate interests to inform appropriate domestic policy is similarly highly sophisticated relative to other indigenous peoples.

While Copenhagen did not deliver fully on the more lofty goals it had at the outset, getting the almost 200 leaders of the world and particularly those of the largest developed and developing economies to a single meeting focused on the climate change challenges of the word and pledge commitments to various forms of actions in the months and years ahead, must be seen as a success. Getting the key interests of Iwi and Mäori written into the draft texts is key. These of course will still require more hardnosed negotiation at the next meeting in Mexico.

Given the substantive footprint that Mäori have in the New Zealand economy and particularly in the primary sector, it is vital that Mäori continue to have a voice on the international stage to ensure the gains in Copenhagen can be locked down in the international rules and protocols.

Earlier this month, the descendants of the Mäori prophet Wiremu Tahupötiki Rätana gave their blessing to the one-year-old National-Mäori Party partnership. Prime Minister John Key’s no-baggage, no-nonsense, straight talking “let’s work together” style is a race relations revelation. He knows what matters and what doesn’t (flying two flags is not a drama), and where the boundaries lie: “Let the Mäori Party deal with Hone Harawira; he is their member.”

The twin pillars of the Mäori Party leadership, Tariana Turia and Pita Sharples, have also been important. Dignified, thoughtful and strong they are the best Mäori political leaders since Princess Te Puea and Apirana Ngata. This triumvirate knows that working together is about trust, keeping things simple and the freedom to disagree.

The win over Labour at Rätana belies deeper waters ahead. Waitangi Day was important with several in Ngäpuhi arguing to fly the St George Cross of the Confederation ensign instead of the newly chosen Rangatiratanga flag. There was also debate over the Hone Heke Harawira affair and National Party policies that disadvantage Mäori.

Budget 2010 signals the roll out of the Whänau Ora, with some estimating up to $1 billion in resources devolved to Mäori social service providers. Modelled on successful initiatives in health where the increase of Mäori providers from 0 to 275 in 25 years has had real impact – they understand issues better, know the communities, and don’t suffer the ingrained prejudices built up over multiple generations in mainstream institutions. This quiet revolution will be the most effective policy initiative for Mäori since World War Two.

Changes to the foreshore and seabed legislation fall due mid-year. Most Päkehä now accept that the 2005 Act was a paranoid pre-emptive strike against Mäori human rights. Important components will include, guaranteed public access to the beaches, continuing and building on Labour’s negotiations with Iwi for settlements (which were good) but broadening provisions for joint ownership and management regimes between the Crown and Mäori (with appropriate checks and balances) as successfully applies for the Rotorua lakes and Waikato River (both Labour initiatives).

There is also a need to allow for the investigation and/or negotiation and settlement of other residual claims (which Labour excluded) in line with the Sealords deal of 1994, including ditching of the “proof of a continuous connection” clause that denies the separation colonisation caused, and payment of a centralised settlement component, perhaps to a national authority.

In another real victory for the Mäori Party, and following on 20 years after the Bill of Rights, a constitutional review, including consideration of the status of the Treaty of Waitangi is on the agenda, something Mäori have advocated for four decades. Fundamental questions are at stake. Did the Treaty cede sovereignty in 1840 or was sovereignty acquired over time through the marginalisation of Mäori society? Do we enshrine the treaty in legislation, as the international community via the UN Periodic Review of Human Rights in New Zealand recommends, or, continue to apply the Principles of the Treaty, and, if so, who says what they mean?

Sharples and co need to consolidate their recovery from the Hone Harawira Affair with the latest Te Karere poll showing Labour is now dead even at 38% each after the Mäori Party previously held 46-26 advantage.

Labour will have ample opportunities to strike at the National-Mäori Party alliance. However, they need to change tack. Suffering the self-inflicted anguish of rejected lovers, leader Phil Goff’s cross-cultural skills aren’t convincing, his state of State of the Nation race relations speech and general deliberate negativity may drive more Mäori toward the Mäori Party than away from it. The Te Karere poll shows 47% of Mäori approve of John Key and 59% disapprove of Phill Goff. More tellingly, Labour may need a new leader if it is to recoup ground on race relations – 48% of Mäori members of the Labour Party do not support Phil Goff.

The relationship that was no longer exists, neither is it lost, it has evolved, changed and matured. Labour are no longer the only place for Mäori to be. Mäori are no longer the 40,000 desperate destitute of the 1930s that had just escaped annihilation by colonisation and needed a hand up. They are 800,000 dynamic descendants of a people who through fight-back have
earned the right to be co-equals with all Päkehä, working as partners with this National government and with the next Labour government.

Labour must focus on policy not rhetoric. There is traction in the arguments that the Mäori Party is delivering small kumara, such as the twin flags, but not the big ones, such as seats on Auckland Super City and Polytech councils. There are questions about the impact on Mäori of the 90-day rule allowing workers to be sacked without appeal, cutbacks in ACC, pay rates not keeping up with the cost of living, a pathetic increase to the minimum wage, and tax cuts that favour the wealthy.

The Mäori Party partnership must also defend against the National – Act partnership as it gathers momentum on right wing policies, such as the one-year review of beneficiaries
and three-strikes policies: anathema that impact differentially on Mäori.

The full impact of the recession is not over. The OECD suggest just 1.8 to 2.2.% growth for New Zealand in 2010. Just 23% of firms are optimistic. The IMF says 2 million more people worldwide will become unemployed this year. Mäori unemployment already at 10% last May, is now probably double the national rate of 6.5%. Mäori suffered worse than non-Mäori under Rongernomics and Ruthansia, their incomes not returning to early-1980s levels until 2005.

The real strength of the groundbreaking relationship between Mäori and National will be how much they deliver to Mäori. The relationship, a stream of Treaty settlements, a larger, smarter and better-educated Mäori work force and leadership, and stronger relationships with all Päkehä are the main hopes.

A report, launched last year by John Key on the benefits of increasing the representation of women in boardrooms, stated that less than nine percent of the directors in New Zealand’s top 100 listed companies are women. Out of a total of 624 positions, only 45 women held directorships. The statistics clearly show that although women may have broken the glass ceiling when it comes to senior management positions and political representation, in the sphere of governance there is much work to be done to make up for this extreme shortfall.

Even more alarming is the absence of statistics illustrating the percentage of Mäori women who hold governance roles. Research undertaken in this area has so far not been able to correctly confirm how many Mäori women hold a boardroom seat in both the Mäori and national business sectors. Therefore it has been surmised that their participation rate must be even lower than the national average. To overcome this imbalance the Ministry of Women’s Affairs canvassed the opinions of a number of Mäori business leaders to discuss strategies on how to lift the number of Mäori women in directorship roles.

Some of the ideas that came from He Wähine Pümanawa included creating awareness about what factors influence the nomination process, identifying potential ‘gate keepers’ and advocating for a more transparent board appointment system. Encouraging rangatahi to become a director or board member was one of the other suggestions put forward. Mentoring by experienced Mäori women directors and succession planning by organisations could further help young Mäori women to climb the ranks of leadership. Participants also identified particular qualities Mäori women could bring to the board table. These ‘points of difference’ included intergenerational focus and long-term strategic thinking. Values such as personal commitment were also identified, as well as networks that could provide links to the substantial Mäori asset sector.

Further, a study of Fortune 500 companies in the United States backs up the assertion that the economic bottom line benefits from diversity. Companies that had the most women board members were around 50 percent more profitable than those with the least. Our current and future vehicles for Mäori economic development could do well to capitalise on the results of these findings. By supporting initiatives to recruit more wähine Mäori on to their boards, the Mäori business sector could benefit not just economically but also gain the wealth of skills, experiences and perspectives they can bring to the board table.

The following three Mäori women business leaders were asked to share their thoughts on the increasing importance of gender diversity at the corporate table. Tina Wilson, Mavis Mullins and Traci Houpapa not only have a seat at the board table, but also sit at the head of it. Here they share their thoughts about Mäori women’s representation and whether they think the governance arena is still a ‘Man’s World’.

TINA WILSON
(Ngäti Tukorehe, Ngäti Raukawa)
Tina has held positions as a director and trustee in a variety of commercial organisations as well as chairing the Finance and Audit and Risk sub committees of numerous boards. A qualified accountant, Tina is currently the Managing Director of Tem Corp Ltd, which provides accounting and business management services. She is also the inhouse contract accountant with Taupö Moana Group (TMG), a Mäori investment company providing investment services to Mäori organisations throughout Aotearoa.

Why were you interested in participating at the governance level of these organisations and what were the relevant skills and experiences you felt you could bring?
As I come from a commerce background, there has always been a huge need for people at the governance level. I bring financial and business experience to the boards I am part of. My passion is to see Mäori businesses succeed. There is still a huge need for effective management in these areas also.

Do you think there is adequate representation from Mäori women in the world of governance or do you think it’s still a ‘Man’s world’?
This is a difficult question, as a board’s composition should be made up of various things. Commercially, they tend to favour the best person for the job. Would I like to see more Mäori women in these roles? Definitely.

Do you think there is room for improvement in lifting the levels of representation of Mäori women in the governance sphere, and if so how do you think this could be achieved?
There’s absolutely room for improvement. As well as having support from others, individuals need to be responsible for themselves, ensuing they put themselves out there.

What advice can you give Mäori women who are interested in putting themselves forward to a board?
Upskill, be values and principle based, know the industry.

What advice do you have for Mäori women directors and trustees who want to further increase their leadership and influence within this sphere?
Being around good governance is essential to assist with development. As we know, there are different dynamics that go with Mäori entities; they are what make us Mäori, but don’t compromise the business, learn to marry the two and use the values and principles of the Iwi, hapü trust to guide the decision-making process.

TRACI HOUPAPA
(Waikato, Maniapoto, Taranaki)
Traci is the first woman to chair the Federation of Mäori Authorities (FOMA) since it was established in 1987. She is a co-owner of THS & Associates Ltd, a Hamilton-based firm, which specialises in strategic and business planning. Traci is committed to encouraging Mäori participation in economic development. She sits on a number of trusts and incorporations providing business and planning advice and support.

Why were you interested in participating at the governance level of these organisations and what were the relevant skills and experiences you felt you could bring?
In each case, I was asked to stand for appointment. Successful organisations are those that achieve a balance of experience, qualifications and know-how. My background in strategic and business development is directly relevant for each of my appointments. Being a Mäori woman adds those success dimensions mentioned in current research.

Do you think there is adequate representation from Mäori women in the world of governance or do you think it’s still a ‘Man’s world’?
People make organisations successful. The right mix of gender, skill, experience and qualifications is extremely important when considering board appointments. Increasingly, boards are realising the value of women directors but there is still a long way to go. In the current economic and post-settlement environment Mäori women have a major role to play both culturally and commercially. People would do well to remember that context is a factor in role definition, especially at the boardroom table.

Do you think there is room for improvement in lifting the levels of representation of Mäori women in the governance sphere, and if so how do you think this could be achieved?
The current research shows that those boards with high women’s representation are more innovative, productive and successful, as reflected in bottom-line results. There is a strong case for boards to re-consider the gender balance of their directors and consider affirmative appointment strategies. Having said that, it is equally important that women directors have the right match of experiences, qualifications and skills for such appointments.

What advice can you give Mäori women who are interested in putting themselves forward to a board?
Running a family, a home, a relationship, a career, a lifestyle is no mean feat and something women do every day. Think about the marae and how quickly Mäori women (with the support of our tane) can organise an event for hundreds of people. We are inherently good planners, organisers and budgeters. Transferring those skills to the boardroom is simply a matter of context and application. Add qualifications and board experience and you have the makings of an outstanding governor.

What advice do you have for Mäori women directors and trustees who want to further increase their leadership and influence within this sphere?
Change is the constant. As appointed governors, we have a responsibility to keep pace with those factors and dynamics which affect our entities and constituents.

MAVIS MULLINS
(Rangitäne ki Tamaki-nui-a-Rua, Te Atihaunui-ä-Paparangi)
Mavis is involved with many organisations with a strong focus on Mäori economic development, agriculture and telecommunications. She is the Chair of Poutama Mäori Business Trust, as well as the Chair of Te Huarahi Tika Trust and Aohanga Inc. She is also currently a director on Atihau Whanganui Inc and Hautaki Trust, who have a share holding in 2 degrees. Mavis holds a Masters in Business Administration from Massey University and is also a director of her whänau-owned company, Paewai Mullins Shearing Ltd and Paewai Mullins Systems.

Why were you interested in participating at the governance level of these organisations and what were the relevant skills and experiences you felt you could bring?
I have a personal interest in land management and agribusiness in particular. This sparked other interest areas of governance. For quite some time there were no women participating in these arenas and I thought I could add value by bringing a different perspective, different priorities and different ways of thinking. I have completed an MBA which assisted in understanding the governance and management roles

Do you think there is adequate representation from Mäori women in the world of governance or do you think it’s still a ‘Man’s world’?
It is still pretty much a man’s world and the cultural imperatives and understandings that keep that thinking are alive and well. There is a fine line for Mäori women in navigating this pathway.
By Jasmine Kaa

Do you think there is room for improvement in lifting the levels of representation of Mäori women in the governance sphere, and if so how do you think this could be achieved?
Yes, there is room for improvement, but this cannot be forced or pushed. The levels of representation could be increased by bringing greater awareness and understanding to aspiring women directors/trustees. Also providing mentorship and accessible role models for support could be a great start.

What advice can you give Mäori women who are interested in putting themselves forward to a board?
Understand the time and commitment and ensure you have an interest in the organisation and its objectives. Talk to a couple of people who know something about the organisation. Know what due diligence is and undertake this. Be honest, have integrity and ensure you protect brand ‘you’.

What advice do you have for Mäori women directors and trustees who want to further increase their leadership and influence within this sphere?
Get upskilled by joining through organisations such as IoD and FOMA. Also have a plan.

Wakatü’s Ropata Taylor has his mind and heart set on upskilling future generations and says investing in future leaders will help the Incorporation to become world leaders in indigenous business, as Marisa Balle reports.

Doing old things new ways. That’s how Ropata Taylor of Wakatü Inc. successfully showcases the fruits of his lands. In a region that boasts premium vineyards, prime real estate, truly golden beaches and Abel Tasman National Park – Aotearoa’s most visited park, Ropata’s emphasis is on indigenous excellence.

His main role is as the general manager Manaaki for Wakatü which administers the assets derived from the Nelson-Motueka-Golden Bay Tenths on behalf of the mana whenua families who descend from the Iwi – Te Ätiawa, Ngäti Rarua, Ngäti Tama, and Ngäti Koata. He says his biggest task is one of communication:
“I communicate our commercial business to our owners in a cultural context and the reverse, I communicate our cultural values – of who we are as the families of Wakatü – to those operating in the commercial arena.”

Wakatü has approximately 3000 shareholders and a current asset base of around 250 million. It’s projected to reach five billion by 2012.
“We’ve worked hard to involve the ‘we’ – Wakatü listens carefully to its owners and tries to give effect to what they want, and when the owners say good things about its effort, it tells us we’re succeeding,” says Ropata.

The collectively owned Mäori business grows apples, pears, kiwifruit, and grapes on their lands. They have investments in commercial and residential property, seafood, forestry, wine and tourism. Their strategy is to become vertically integrated into the value chain so that they grow the product, process it and market it themselves, or use partners who have similar values. But what clearly stands out when exploring the degree of Wakatü’s success is their commitment to Mäori values.

Ropata says he is proud of Wakatü’s ability to make a direct contribution to the livelihood of their people.
“We give to our people; a lot of money is invested into our community, our young people, our marae. We’ve established ourselves as bastions of our community. I think that we measure our success in how we give effect to our values and how we communicate that to everybody, whether your an owner, from an Iwi, or a customer from New York, the message is consistent about what we stand for and who we are.”
Ropata says that Wakatü recognises that through aligning cultural values with the commercial operations, Wakatü will better realise the aspirations of the people. It’s this message that he also believes is shared by other indigenous
peoples. In 2006, he attended a tradeshow hosted by NIGA – the Native Indian Gaming Association, to promote Wakatü’s Indigenous brands – Kono Seafood and Tohu Wines. It was there that he met and formed an important relationship with a woman named Tina Osceola, President of AIANTA – the American Indian Alaska Native Tourism Association.

Ropata’s ideas have been well received by AIANTA and other Native American groups like AIO (American Indians for Opportunity) who have travelled to Aotearoa to visit Wakatü’s food and beverage operations.

With a keen focus on revolutionalising the industry through innovative cultural tourism Ropata believes working with Native America could strengthen Wakatü’s approach to business. By forging both commercial and social ties with like minded groups such as AIANTA, which is the equivalent to the New Zealand Mäori Tourism Council, Ropata has his eye on fostering an indigenous tourism industry that reinforces Wakatü’s aspirations to honour and sustain tribal traditions and values.

“In an international context, a formal network between Native peoples provides an opportunity for direct trade,” adds Ropata. “Together we can bring cultural integrity in tourism, develop industry-wide respect for our cultures, focus on the protection of intellectual and cultural property, and support one another through mentoring, sharing and learning.”

As an advocate for the development of a indigenous tourism network, he explains that tourists will be given the best opportunity to experience the world through native eyes.
“Our challenge is how we, as indigenous peoples, communicate the breadth and diversity of our products and experiences. We’re not selling our culture. We’re shouting our culture for the entire world to hear. We decide who we are.”

Ropata also sits on the Kaiteriteri Recreation Reserve Board, and as the past Chair of the Nelson Marlborough Conservation Board he’s been extensively involved in conservation, resource management, economic development, social distribution and political advocacy. He describes Wakatu’s stance on Native Business as being unashamedly commercial and unashamedly native.
“We recognise the urgency needed to make money and address poverty issues, but equally we recognise that it is how you make money that really counts. Will your ancestors and the generation to come be proud of what you’re doing?”

A key priority for Wakatü is to focus on succession leadership. It is one of the only organisations that currently offers a directorship programme and cadetships to develop the next generation to take over their considerable commercial interests. This future oriented style embraced by Wakatü is what Ropata believes will help the Incorporation to become world leaders in indigenous business.
“We know what we’re charged to do. We are generating wealth to lift our people above the line of poverty. We are creating financial resources so that our people live longer and take an active role in our economic welfare. We are investing in our future leadership, contributing to our collective development and advocating on behalf of our community.”

FOR MORE INFORMATION VISIT:
WWW.WAKATU.ORG

What can we expect in 2010? My reliable sources tell me that from the government we will receive a steady flow of pretty much the same in terms of policy. Tinkering with policy is a safe political strategy. We can expect some reduction in government spending, a big push for scale in departments and local government, a drop in personal income and business tax (to be offset with other taxes) and a focus on productivity through research innovation. Unfortunately most of these policies may still be unfavourable for New Zealand exporters and international entrepreneurs. This is a major flaw as exporters/entrepreneurs bring in the income.

What would Mull’s crystal ball want to see: Game-shifting policies that give New Zealand innovators, exporters and entrepreneurs a real lift. The crystal ball would like to see:

• Greater government investment in the commercialisation of research, science and technology. That includes assisting businesses grow their international networks, markets and positioning within the value chain.
• Peg the dollar for a term (other sophisticated countries do) so that speculative exchange investors are replaced with long term investors and to provide entrepreneurs and exporters
with certainty (remove volatility), again noting it is
entrepreneurs and exporters who actually bring in foreign earnings to New Zealand.
• Let’s not get caught up in ideology. Most of New Zealand’s major export businesses were born from some form of centralisation. And in many cases de-centralised after scale. Let’s not forget that developing economies are highly supported by central funding. Just check out Brazil, India and China (and now Europe, USA and UK – just refer to their 2009 government funded/tax funded rescue packages).

Now to another subject. The crystal ball says watch out in 2010 for some innovative Mäori businesses. These businesses could further assist New Zealand Inc. promote itself with unique points of difference. So watch out for:

1. Indigenous beverage businesses, notably wines, water, ales and beverage ingredients. These products and companies not only have indigenous images and brands, they also have unique stories and values.
2. Indigenous ingredient businesses, Aotearoa/NZ unique spices and herbs fused into New Zealand primary produce and the bio-actives from indigenous flora adding to a suite of exquisite neutraceutical, medicinal and therapeutic products.
3. Indigenous marketing and brands. A natural progression as businesses seek to move up the value chain. Providing a suite of offerings (food, beverage, technology, systems etc) to international markets and in doing so they develop connections to existing and new channels to enable their brands to get close to the end consumer.
4. Indigenous tourism businesses, the opportunity to launch a suite of unique cultural, cuisine and community experiences in Aotearoa/New Zealand. to international markets.
5. Indigenous technology businesses, where the next
generation of savvy entrepreneurs take a series of
technologies around multi-linguistic production and music innovations to market.

In concluding the best advice my crystal ball can give is to focus on wealth creation. Organisations that collect and re-distribute income from levies/taxes (government) generally do not have the incentive to offer policies that are fundamental to wealth creation. Further the crystal ball says 2010 will be a year when businesses should look at strengthening their product/service offerings to markets. Cost control remains important, however equally important will be ensuring Mäori take an aggressive approach to marketing and getting research on target segments, both international and domestic.

As Pacific nations seek to regionalise organic standards and certification, growers hope to build a global presence, as Duncan Wilson reports.

Pacific producers are well placed to tap into the global organic market, worth more than NZ$70 billion last year.

Dr Lex Thomson, an agriculture expert at the Secretariat of the Pacific Community in Fiji, says that Pacific crops are frequently produced without chemicals. He says that in Samoa and Fiji, for instance, pesticides rarely touch the production of pure coconut oil, noni juice, and banana, guava and mango.
“All these crops are usually produced in a really clean and green space anyway – regardless of whether they’re recognised as organic.”
“In this sense it’s the rest of the world that is catching up with the Pacific. The world has realised the benefits of practices that in the Pacific are thousands of years old.”

Dr Thomson heads a project that supports businesses and producer groups to become export-oriented and competitive. He says organics is a key area where the Pacific can be competitive internationally.
“We can’t compete with the mass production and cheaper wage and shipping costs that other countries enjoy. But the Pacific can have a significant presence in the lucrative niche market.”

In 2008, organic standards were introduced to the Pacific, following work among the Secretariat of the Pacific Community, the International Federation of Organic Agriculture Movements, and other agencies. Pacific producers must meet these standards if they are to be certified as organic.
The Prime Minister of Samoa, Honourable Tuilaepa Sailele Malielegaoi, chairs the Pacific High Level Organics Group, which includes regional political leaders. Mr Malielegaoi says the standard “…represents a significant milestone in the development of the region’s organic enterprises.”

“It will serve as a strong marketing tool for promoting organic produce within the Pacific, facilitating local and regional marketing, and also for promoting Pacific products to the world.”

Aleki Sisifa, director of land resources at the Secretariat of the Pacific Community, says Pacific countries are realising the benefits of certification “…for obtaining access to external markets, and the need for research and training to develop the sector and generate much needed livelihoods for their people.”

“The Standard aims to provide a vehicle for organic production, as a sector, to raise its sails and conquer the Pacific. It encompasses accepted world-wide principles and at the same time holds true to the unique cultures, traditions and physical and geographic circumstances of the diverse peoples, ecosystems and natural resources that make up Oceania.”

Mr Sisifa says that organics is also traditional, “…in the sense that the majority of producers to this day use tried and tested practices handed down from generation to generation that are generally in harmony with the environment and with modern organic principles.”
The industry offers environmental as well as economic benefits to the Pacific Islands, according to Mr Sisifa. Mr Sisifa also says that the region is grappling with the effects of climate change and unsustainable use of resources. He says that Islanders’ health has been affected by increased consumption of imported, highly refined foods, at the expense of a local and nutritious diet.
“There is little doubt that promoting organic agriculture can contribute to answering some of these challenges.”

Prime Minister Mr Malielegaoi says promoting organic agriculture involves a holistic approach to the environment and business that fits with Pacific concerns.
“The holistic approach to development promoted by the organic movement addresses many key areas of concern for our island nations: economic development, environmental protection, improved health and opportunities for our smallholder farmers to link into global export markets.”

He says that the new Standard addresses pressing issues for the Pacific, including climate change, recognition of culture, traditional practice and social justice.

Dr Thomson says that the fit between Pacific concerns and practices make the industry seem ideal for Pacific producers, but he warns that the market is increasingly competitive. He says that standards are crucial to certifying and branding organic products, but he also encourages the Pacific businesses involved to maintain momentum as they vie for a greater share of the lucrative trade.

The enchanted firewaters of Rotorua have attracted droves of visitors for centuries. Treasured by local Mäori for their now world-famous medicinal and healing properties, scientists are only beginning to understand the secrets lurking beneath this geothermal wonderland.

Tikitere geothermal field – also known as Hell’s Gate – is home to Wai Ora Spa which boasts some of New Zealand’s most active geothermal features including hot pools, mud pools and steaming fumaroles. Set in a 50-acre estate, it has been home to the people of the Ngäti Rangiteaorere tribe for more than 700 years.

The facility offers six mud baths of which three are private with a further two large mud baths capable of handling together
30 people, four spas and spa treatments including massage based on the concepts of Miri Miri, the traditional Mäori massage technique. Koha recently spoke with Wai Ora’s CEO, Bryan Hughes.

Koha: How much has Wai Ora grown over the past few years?
Bryan Hughes: Wai Ora is a true 50/50 venture between Tikitere Trust and Tatou Holdings Ltd. The Trustees have seen the asset grow dramatically. When we first started, our turnover was NZ$200,000. Our turnover is now around NZ$3million per year. We had to go through a period of trial and error in a big way. We like to be under the radar so a lot of people don’t actually know that within the Wai Ora group we employ more than 60 odd people.

Koha: What makes Wai Ora so unique?
Bryan Hughes: We’ve done a lot of research to gather knowledge about the properties of our mud’s and spas. I probably know more about our muds and waters than anybody else in my tribe now largely through trial and error as well as experimentation. We’re the only geothermal park that produces geothermal mud every day. We produce approximately two and a half tonnes a day. The geothermal activity we have here is completely different to all the other local geothermal parks. We have 3 types of mud on this site: white, grey, and black.

Koha: They’re world famous I hear.
Bryan Hughes: Yes. They all have different properties. The black mud has got close to 80 years of history for the treatment of rheumatism and arthritis. It has been the basis of treatments undertaken by the QEII hospital in Rotorua. The grey mud in combination with our sulphur water is really good for the skin so we have a lot of people who come to the Spa with dermatitis, eczema, and psoriasis. We don’t make any medical claims but we’ve certainly seen for ourselves the improvement that has occurred to these people after their visits.

Koha: And the white mud?
Bryan Hughes: You can actually pick up the white mud and it’s like clay. If you squeeze it between your hands it runs like water and as soon as you stop vibrating it, the mud goes solid again. When it liquefies your hand goes cold as the heat is drawn out. It’s the best vacuum cleaner for your skin as it takes all the impurities out of the pores. It also has a natural agent in it that blends with your complexion. Lots of people have tried to copy it and they can’t. It’s amazing stuff.

Koha: What is most popular with tourists who visit?
Bryan Hughes: Our most popular product that we sell to tourists is the geothermal mud bath and spa. When we did the mud baths we thought it would be really nice if we could do massage, and we now also provide traditional massages. We train our practitioners here. A couple of years ago we won the NZ Tourism Award for innovation because nobody had ever done what we did and we took out the best visitor attraction award as well.

Koha: Have you won any international awards?
Brian Hughes: A few years ago we set up a spa in Bangkok. After a lot of research, we recreated our spa and mineral baths in the middle of Bangkok. We ended up taking out the Bangkok spa awards as well. We also export a number of spa and beauty products and won an export award. Now we’ve been asked to franchise around the world so we’re looking at that possibility. We also have our own resort. It is our fervent hope that Tikitere will become one of the world leaders of spas because it’s really unique.