Building Commercial Readiness: Rongowhakaata Group Steps Forward Together
For the first time since settlement, the Rongowhakaata Group stands united under a shared commercial strategy — one that defines how our assets work for our people, our values, and our collective future.
Our focus is commercial readiness — building the systems, skills, and structures to grow our economic base in ways that reflect Rongowhakaata identity and uphold intergenerational strength.
Commercial readiness is not just about increasing income. It’s about strengthening mana, restoring balance, and ensuring our people have the tools, knowledge and opportunities to thrive.
Who We Are
The Rongowhakaata Group consists of four connected entities, each with a distinct role:
Rongowhakaata Iwi Trust (RIT) – our parent body and charitable trust, representing the collective interests of Rongowhakaata uri.
Rongowhakaata Settlement Trust (RST) – holds and manages the settlement assets.
Rongowhakaata Iwi Asset Holding Company (RIAHC) – oversees fisheries assets.
Tūranga Group Holdings Limited (TGHL) – the Group’s commercial arm, managing business investments and property assets.
RIT and RST decide how to invest our financial assets, while day-to-day management is handled by our external investment partners, Craigs and Forsyth Barr. These relationships ensure our funds are professionally managed and actively grown.
Both Trusts are governed by the same elected Trustees, who were appointed in December 2024.
Find out more about our governance committees here
Setting Direction: Strategy and Alignment
Over the past year, we have strengthened our commercial foundation with three key documents:
Group Investment Strategy – our first Board-approved strategy since settlement. It defines how we manage and grow our assets to support iwi aspirations.
TGHL Statement of Intent (SOI) – a five-year roadmap required by the RIT Trust Deed, outlining TGHL’s strategic activities and investment priorities.
Group Annual Plan and Budget 2025–26 – sets clear priorities for the year ahead, aligning all activity under one direction.
Together, these documents provide stability, clarity, and accountability. They ensure that each investment decision reflects Rongowhakaata values while driving long-term growth.
Learn more about our investment approach here
Board Priorities and Pou
The current Annual Plan is guided by three key Board priorities:
Commercial and Asset Development
Te Hau ki Tūranga
Co-Investment and Partnerships
These sit across our four Pou:
Pou Tuarongo – Taiao & Natural Environments
Pou Tokomanawa – Rongowhakaata Identity
Pou Tāhu – Financial & Physical Capital
Pou Āwha – Social Cohesion through Kawa
Each pou grounds our decision-making in both Tirohanga Whānui (100 year plan) and Tirohanga Whāiti (10 year plan), ensuring that our growth remains anchored in whakapapa and tikanga.
Learn more about Tirohanga Whānui and Whāiti here
Commercial Readiness in Practice
Commercial readiness means being prepared — structurally, strategically and culturally — to move forward together.
Our Investment Strategy sets the principles, objectives and bottom lines that guide how we invest and what we refuse to compromise on. It ensures that every decision aligns with He Tirohanga Whānui, supporting outcomes that benefit uri across generations.
Alongside this sits our Statement of Investment Policies and Objectives (SIPO) — a formal agreement with our investment partners, Craigs and Forsyth Barr, which details how our funds are invested and managed.
These frameworks bring consistency and discipline to our commercial approach.
TGHL: Our Commercial Engine
TGHL’s five-year mission, outlined in its Statement of Intent, positions the company as a confident and values-driven leader in the Rongowhakaata economy.
Over the next five years, TGHL will focus on:
Acting as an autonomous, aligned investor within the Rongowhakaata economy.
Maintaining a clear pathway to profitability.
Being ready to scale and expand.
Building resilience to market change.
Strengthening a distinct TGHL brand and identity.
Leading in circular and Indigenous economies.
This approach ensures TGHL operates not just as a business entity, but as a vehicle for iwi transformation — generating returns that uplift our people and protect our future.
Looking Ahead: Our 10-Year Goal
Rongowhakaata’s medium-term focus is growth. While much of the region continues to recover, we are preparing to expand.
Our ten-year objective is bold: to double the value of our Group assets from $61.8 million to $123.5 million by 2035.
To achieve this, we need an average annual growth rate of 7.2%. Guided by our investment principles and bottom lines, this goal provides clear direction and discipline — ensuring our growth is both ambitious and grounded.
Property Development: Restoring Vitality to Whenua
Much of TGHL’s current mahi focuses on revitalising the properties returned through settlement. Many of these sites have been under-invested in for years, due to long leases, outdated buildings, contamination, or lack of infrastructure.
TGHL is addressing this through careful planning and strategic investment. Each development begins with a strong business case — outlining purpose, benefits, financial structure, and risk management.
Lease arrangements are also being reviewed to ensure all partnerships align with Rongowhakaata values and that property income reflects the true worth of our portfolio.
Before any development on these properties, decision-makers need a business case, which explains:
Why the investment is needed.
Economic and commercial benefits.
Financial arrangements and structure.
How it will be managed and procured.
Risks and how they will be mitigated.
Te Wai-ō-Hīhārore: A Key Focus
One of the Group’s most significant opportunities is Te Wai-ō-Hīhārore, a historically important area in the heart of Tūranga’s CBD.
Five of our returned properties sit within this block, two of which require major development to return them to vitality. Over the coming years, TGHL will create detailed masterplans and business cases for Te Wai-ō-Hīhārore, Birrell Street and Peel Street.
The first major project is the Railway Station Redevelopment — TGHL’s first full redevelopment since settlement in 2011. While the buildings were returned in poor condition, they hold immense potential. This redevelopment is the first step in restoring a bold Rongowhakaata presence in the CBD — creating spaces for connection, practice, and economic activity.
How our uri wish to connect with Te Wai-ō-Hīhārore will shape its future. TGHL will continue to engage with whānau to understand these aspirations and ensure the whenua’s development reflects our collective vision.
Moving Forward
Commercial readiness is an ongoing journey. It’s about building confidence, capability and cohesion — ensuring our commercial activity strengthens both people and place.
As we move into the next phase of growth, our purpose remains clear: to restore vitality to Rongowhakaata lands, assets and identity, creating prosperity that endures across generations.
Make sure you’re subscribed to our Iwi Pānui e-newsletter to receive the 2025/26 Annual Plan, 2025 Annual Report, and Financial Statements once they’re available ahead of Hui-ā-Tau.
