Chief Executive Officer, Te Rūnanga o Ngāi Tahu: Ben Bateman

CHIEF EXECUTIVE OFFICER,
TE RŪNANGA O NGĀI TAHU
BEN BATEMAN

Tēnā anō tātou katoa
I raro i kā whakamānawa a Matariki mā Puaka
Paiheretia ki te kawa ora o Mō Kā Uri
Hai waka rautaki mō ā tātou whāika nui
Tere moana atu ai ki Hawaiki hou e
Nau mai te ara hou, haere atu te mihi rau
Tūturu te hono atu, te hono mai
Hai aku huāka, hai aku epeepe
Mauri tū, mauri ora!


As we welcomed Matariki and Puaka last month, I was deeply moved by the symbolism of this unique time of year. The practice of gathering to reflect on the past, unite in the present, and envision the future is not only culturally significant but also deeply relevant to Te Rūnanga Group’s current transformation.

The world is shifting rapidly. Global instability and geopolitical tensions threaten small, trade-reliant nations like New Zealand. Meanwhile, populist and nationalist movements are gaining ground in the West and Latin America, and here at home, these sentiments are fuelling political debate and reviving anti-Māori sentiment.

Faced with these challenges, our greatest defence lies in our internal strengths. To protect our mahika kai, our taiao, our wāhi tapu, our reo, our culture, our people, and our standing as takata whenua, Kāi Tahu must be a force that cannot be overlooked. Exercising rakatirataka requires us to draw on the depth of our institutional legacy and activate its strength.

In that context, it was exciting to officially launch our new tribal strategy last month. Mō Kā Uri – Kāi Tahu 2050 is uniquely grounded in our own language, tikaka, whakapapa, and connection to place. Transitioning from Ngāi Tahu 2025 to Mō Kā Uri has also been an opportune time to look closely at Te Rūnanga Group settings.

Last year, the Office and Ngāi Tahu Holdings (NTH) received Letters of Expectation from Te Rūnanga board setting core priorities to improve the financial sustainability of the Group. These letters set in motion significant changes, including the implementation of a $55 million distribution cap — a 30 percent reduction in the Office’s budget. These changes, along with our Investments Charter review, will ensure our fiscal settings are sustainable and aligned with our intergenerational commitment to our mokopuna.

Looking ahead, our focus will shift to a period of organisational rewiring to align Te Rūnanga Group operations with the Mō Kā Uri vision. This transition will involve coordinated changes across our entire operating model.

Fortunately, the work we have undertaken over the last year to prepare for this transition will give us a running start. Insights gleaned from Au Ahi Au Ora will inform the development of strategies and operational plans that support the aspirations of Papatipu Rūnanga.

Continued investment in digital infrastructure and shared services will make our back-office a strategic tribal asset.

Our ongoing work on a housing strategy, financial services ecosystem, and strategic commissioning opportunities will enable us to target investment where housing, education, and health intersect, maximising social impact for whānau.

These initiatives, and many more, will be instrumental as we break ground in our new Mō Kā Uri landscape. This is a milestone moment for the tribe and it’s a privilege to lead a passionate team dedicated to serving our people at this pivotal time.

Mō tātou.