Ngai Tahu Holdings: Treaty of Waitangi and Business Analysis

This report provides an in-depth analysis of Ngai Tahu Holdings, a corporation operating in a bi-cultural environment and owned by the Ngai Tahu tribe. The report examines the implications of the Treaty of Waitangi on the organization's policies and practices, which aim to promote equality and equity for the Maori people. The report delves into the internal environment, analyzing business systems, structure, resources, and organizational structure, and employs both quantitative and qualitative tools to measure growth. It identifies key internal and external stakeholders, discussing stakeholder engagement methods and relationship management strategies. The report also provides recommendations for stakeholder management approaches based on stakeholder engagement and community profiles, including an outline of the stakeholder circle methodology. The analysis highlights the importance of stakeholder engagement and the impact of the Treaty of Waitangi on the organization's culture and business efficiency.

Running head: NGAI TAHU HOLDINGS
Ngai Tahu Holdings
Name of the Student
Name of the University
Author Note

1NGAI TAHU HOLDINGS
Executive Summary:
Ngai Tahu Holdings Corporation limited owns several businesses and subsidiaries in tourism,
fisheries, forestry and real estate. It is one of the biggest organization in the region and has
contributed significantly o he economy of the country. The aim of the study is to understand
and explore the implications of the Treaty of Waitangi and the effects of the implications on a
business having a bi cultural environment like that of Ngai Tahu holdings. the business
systems implies an integrated process that integrates multiple division of the business such as
Human Resources, retail, finance, accounting, inventory, warehouse, floor control,
production, operations, sales and order entry. Managing key stakeholders and stakeholder
relationship management have been discussed. Recommendations for stakeholder
management approached based on the stakeholder engagement profile and stakeholder
community profile has also been made along with a stakeholder circle recommendation.

2NGAI TAHU HOLDINGS
Contents
Executive Summary:..................................................................................................................1
Introduction................................................................................................................................4
Task 1 Impacts on internal environment analysis......................................................................5
1.1Business analysis...............................................................................................................5
a. Business systems............................................................................................................5
b. Business structure...........................................................................................................5
c. Business resources..........................................................................................................5
d. Organizational structure.................................................................................................5
1.2Measuring one area of growth for Ngai Tahu using a quantitative analytical tool...........6
i. Tool used.........................................................................................................................6
ii. Data source showing growth..........................................................................................6
iii. The impact that is evident by the measurement............................................................6
iv. Any assumption or trend shown by the tool.................................................................6
1.3Measuring one area of growth for Ngai Tahu using a qualitative analytical tool.............7
i. The tool used...................................................................................................................7
ii. Data source showing growth..........................................................................................7
iii. Impact evident by the measurement.............................................................................7
iv. Assumptions or trends shown by the tool.....................................................................7
Task 2 Managing key stakeholders............................................................................................8
2.1 Two key internal and external stakeholders that Ngai Tahu have and the relationship
with Ngai Tahu holdings........................................................................................................8

3NGAI TAHU HOLDINGS
2.2 Definition of stakeholder engagement for business organizations..................................9
2.3 Two engagement methods that may be practiced by Ngai Tahu to make them aware of
the impact of internal external environment on business.......................................................9
2.4 Meeting and briefing notes.............................................................................................10
Task 3 Stakeholder relationship management..........................................................................11
3.1 Three reasons for stakeholder relationship managements and three examples of how
they have benefitted management practices.........................................................................11
3.2 Effectiveness of Ngai Tahu Holdings, stakeholder relationship management system
(SRM)...................................................................................................................................12
Review of stakeholder engagement profiles....................................................................12
Review of stakeholder community...................................................................................14
3.3 Three strategies to maintain a sustainable stakeholder relationship management system
..............................................................................................................................................15
3.4 Outline of the stakeholder circle methodology and the 5 steps to build and evaluate
stakeholder relationship management system for use by management...............................16
Conclusion................................................................................................................................16
References:...............................................................................................................................17

4NGAI TAHU HOLDINGS
Introduction
Ngai Tahu Holdings Corporation limited is an organization with a bi cultural environment
owned by the Ngai Tahu tribe. The organization owns several businesses and subsidiaries in
tourism, fisheries, forestry and real estate. It is on of the biggest organization in the region
and has contributed significantly o he economy of the country. Under Ngai au holdings, 805
of the Maori lands is occupied an the promotes the sovereignty of the Maori people over their
lanes and natural resources and support their ownership of Maori lands as originally intended
from the historic Treaty of Waitangi. The organization therefore aims to promote equality
and equity for the Maori people and support their growth and development (Barr et al., 2018).
The Treaty of Waitangi has several impacts on the policies and practices of Ngai Tahu
holdings as the policies based on the main principles and values of the treaty. The
organization promotes an inclusive culture for its workforce by fostering the development of
respect and understanding to cultural diversity and highlight the tradition so the Maori
people. The organization focuses highly on equality for its employees both indigenous and
non-indigenous new Zealanders and creates a positive work culture. Moreover, the policies
and practices also imply fair trade and sustainable trade practices through the development of
a strong network of business partners that works towards the overall growth and development
of the community (Broughton et al., 2015).
The aim of the study is to understand and explore the implications of the Treaty of Waitangi
and the effects of the implications on a business having a bi cultural environment like that of
Ngai Tahu holdings. He will therefore help to understand how the treaty of Waitangi
influences the culture as well as the business efficiency of Ngai Tahu holdings.

5NGAI TAHU HOLDINGS
Task 1 Impacts on internal environment analysis
1.1Business analysis
a. Business systems
the business systems implies an integrated process that integrates multiple division of the
business such as Human Resources, retail, finance, accounting, inventory, warehouse, floor
control, production, operations, sales and order entry. The business system promotes an
overall attempt to improve the business decision making process (Orange, 2015).
b. Business structure
The business structure followed by Ngai Tahu holdings is that of a hierarchal organizational
structure in which the executive managers and senior managers directly report to the
directors, while the lower management reports to the senior management and finally the
employees they are the bottom of the hierarchy. This also implies a centralized power
structure and a top down approach of management (Orange, 2017).
c. Business resources
The business resources of Ngai Tahu Holdings includes its financial resources, customer
base, Human resources, technological resources, knowledge and information resource, assets
and capital resources. These resources show that Ngai Tahu holdings have a strong business
stability and sustainability (Came et al., 2018).
d. Organizational structure
The organizational structure of Ngai Tahu is strictly hierarchal with the CEO at the top of the
hierarchy followed by the senior most management or top management to whom the lower
management hierarchies report t, each managing specific business process to whom team
leaders and employees report. This aspect helps Ngai Tahu holdings to effectively manage its

6NGAI TAHU HOLDINGS
large workforce and maintain a strong employee employer relationship and communication
(Hayward & Wheen, 2015).
1.2Measuring one area of growth for Ngai Tahu using a quantitative analytical tool
i. Tool used
in order to measure the growth of Ngai Tahu holdings in terms of its organizational culture,
employee satisfaction, brand image and job loyalty, the tool that can be used for quantitative
evaluation if the usage of HR metrics which includes several quantitative values such as
revenue per employee, performance and potential, engagement rating, cost of HR per
employee, turnover and absenteeism.
ii. Data source showing growth
The sources of data that has been identified from the HR metrics shows that the organization
has approximate revenue of 3200 AUD per employee, with a performance potential of 95%
for all employees. The overall ratings of engagement has need measured a 4 in a scale of 1-5
with a cost of 1000 AUD for HR per employee. The turnover rate for the organization has
been measured at 5 % and absenteeism was measured to be less than 1%.
iii. The impact that is evident by the measurement
From the measurement it could be understood that the organization ha a high level of
engagement among the employees which supports an active performance, coordination and
cooperation within the workforce thereby promoting a high level of performance. This also
exhibits a very strong culture within the business.
iv. Any assumption or trend shown by the tool
The improvement in the data shown from the HR metrics s based on the assumption that the
implementation of the new policies within the organization was the key influencers for an

7NGAI TAHU HOLDINGS
improvement in performance and productivity as well as engagement among the employees.
This in turn promotes better communication within the organization.
(Shepherd et al., 2019)
1.3Measuring one area of growth for Ngai Tahu using a qualitative analytical tool
i. The tool used
Qualitative tool that is used by Ngai Tahu holdings in order to understand business growth in
terms of its profitability and productivity through interview with its stakeholders like
managers, leaders, owners and clients to get an in eth understanding of the perspectives of
the stakeholders towards the organizational performance and productivity.
ii. Data source showing growth
From the response of the interviews with the owners and managers a clear indication of sense
of satisfaction over the organizational performance could be identified and the stakeholders
such as clients seem to be satisfied with the organization’s service delivery thereby showing
an overall positive image of the brand by both its internal as well as external stakeholders.
This also includes positive reviews by the employees, the key internal stakeholders of the
business.
iii. Impact evident by the measurement
The analysis of the measurement have helped to improve the morale of the management of
the employee how the organizational culture had its key strengths in the form of its inclusive
culture and high level of employee engagement. This also helped to promote a better image
among the stakeholder who have vested interest in the holdings and its profitability.

8NGAI TAHU HOLDINGS
iv. Assumptions or trends shown by the tool
The key assumption made by tool was that the views and opinions of the individuals giving
the interviews and were unbiased and honest and reflected the actual scenario in the
workplace. The trends shown by the tool was that of a high level of employee engagement
and shows trends if a committed organization towards its business objectives. Another trend
that could be identified rom the interview was the increased focus of the organization on
sustainable development and business sustainability along with the focus on the development
of Maori communities.
(Parsonson, 2017; Hayward & Wheen, 2015)
Task 2 Managing key stakeholders
2.1 Two key internal and external stakeholders that Ngai Tahu have and the
relationship with Ngai Tahu holdings
Internal stakeholders: the two key internal stakeholders include the owners and the employees
of the organization. The owners form the upper hierarchy of the holdings while the
employees are workforce and the assets of the organization. The owners of the holdings are
shared across the various businesses that exist within the organization with each owner
controlling indicial businesses within the holding and creating collaboration with each other.
The employees on the other hand drive the organizational performance and operations
allowing its businesses to achieve success and sustainability.
External stakeholders: the two key external stakeholders of the organization include the
clients and the community. The clients are one of the most important external stakeholders
whose needs and expectations influence the business objectives goals and actions. The
communities are other important stakeholders (external) who the organization constantly tries

9NGAI TAHU HOLDINGS
to support, promote and uphold the wellbeing off. The communities therefore are the second
most important external stakeholders for the organization. Both the stakeholders influence the
organization through their needs and expectations as well as their collective behavior and
attitudes (Stevens, 2016).
2.2 Definition of stakeholder engagement for business organizations
Stakeholder engagement can be understood as a process through which organizations can
increase involvement of people who can be influenced by the decisions made within the
organization and its implementation. Stakeholder engagement can help to support key
business decisions through a collective approach however can also result in oppositions to
business decisions as well can have a significant influence on the business, the communities
as well as the brand image. Engagement of stakeholders is therefore also an important part of
Corporate Social responsibility which can help businesses to achieve the needs of the triple
bottom-line approach. Dialogs can be set up by organizations to engage the stakeholders to
understand the factors that matter to them and also the factors that influence their
performance, the decisions and engagement levels. Stakeholder engagement is moreover
important requirement for Global Reporting Initiative and International Organizations for
Standardization (ISO) that provides organizational standards for industries. The Ngai Tahu
holdings therefore ensure that the stakeholders are engaged in the discussions and them to
have a say in those decisions and ensuring that their opinions influence the decisions. This
also helps to increase inputs from the stakeholders and make them participants in business
decisions (Williams, 2017).
2.3 Two engagement methods that may be practiced by Ngai Tahu to make them aware
of the impact of internal external environment on business

10NGAI TAHU HOLDINGS
Two of the most relevant strategies that are used by the organization to engage its
stakeholders in the business decisions are outlined as below:
 Informing the stakeholders: the organization shares its fact sheets and business
reviews and reports with its stakeholders to ensure operational clarity and maintains
the trust of the stakeholders. The organization also ensures that the corporate
documents and business reports are presented to the stakeholders on a timely and
efficient manner in order to keep them informed and updated. The organization
ensures that the information provided to the stakeholder is clear, unambiguous,
informative and meaningful. The organization also needs to take into account the
various expectations and understanding of different stakeholders and tries to address
them unilaterally through its business reports that are regularly published on the
corporate website. Additionally, it can also be noted that the business tasks serious
approach to ensure efficient sharing on the information on multiple platforms so as to
promote engagement and understanding among the shareholders (Moon, 2017).
 Involving the stakeholders: the business also pays a significant attention to involve its
stakeholders in its key business decisions and practices. The organization has multiple
forums for its key stakeholders that ensure the stakeholders are involved in important
business decisions. Advisory panels are present for the organization that also involves
the stakeholders to provide their insights and outlooks into the business decisions.
Consultative committees made up of the important stakeholders helps the business to
gain important consultative services from the involve stakeholders thereby supporting
business decisions as well as ensuring the representation in them (Brewer & Andrews,
2016).
2.4 Meeting and briefing notes

11NGAI TAHU HOLDINGS
The meeting notes and briefing would involve the following attributes that will help to
understand the outcomes of the meeting and share the key decisions and discussions with the
stakeholders:
 Meeting agenda: the meeting agenda would outline the important factors that need to
be discussed in the meeting such as the performance goals and objectives, community
development plans, business development plans and employee engagement programs.
 Action items: The action items would outline the proposed actions that have been
developed from the brainstorming sessions in the meeting and therefore provide
guidelines to the management and employees.
 Meeting minutes: this would involve the key decisions made and the key points
developed during the meeting as well as schedules for next meeting that needs to be
arranged to follow up on the existing discussions.
 Meeting attendance: this would outline the quorum of the meeting and the details of
the specific attendees who have attended the meeting.
 Solution constraints: the different constraints of the solution that has been discussed in
the meeting would be outlined in this section that includes the limitations and
challenges face by the business to implement the solution.
(Goodman, 2016; Blackley et al., 2015)
Task 3 Stakeholder relationship management
3.1 Three reasons for stakeholder relationship managements and three examples of how
they have benefitted management practices
The significance of the reasons for maintaining a strong stakeholder relationship management
can be understood from three primary reasons which include:

12NGAI TAHU HOLDINGS
 Improve the perceptions of organizational success: through the engagement of the
stakeholders through strong stakeholder management strategies, can help the
stakeholders understand the progress of the organization and completion of key
milestones in its projects.
 Reduction and identification of risks: engagement of stakeholders can help to notice
new risks through different perspectives which the organization can focus on to
mitigate them thereby improving organizational performance and effectiveness and
promote risk tolerance.
 Easier management of projects: management of projects including its closure can be
facilitated through better stakeholder management that can keep them informed of
project updates and progress and therefore support and improved support of project
success and timeliness.
Three examples that show how the stakeholder relationship management has benefitted
Ngai Tahu holdings include the following:
 Improvement in profitability of the business between FY 2017 and 2018
 Reduction in organization risk by 17.5% in the last five years
 Improved perception of brand success among stakeholders both internal and
external.
(Hayward & Wheen, 2015)
3.2 Effectiveness of Ngai Tahu Holdings, stakeholder relationship management system
(SRM)

13NGAI TAHU HOLDINGS
Review of stakeholder engagement profiles
The stakeholder engagement profile can be developed based on the attitude of stakeholders
which has been reviewed as below:
a. Two findings: The two major findings from the stakeholder engagement profile study
can be categorized as under:
Ally: the majority of the customers who were interviewed for the study regarding the views
on Ngai Tahu holdings showed a positive response and support towards the organization.
This especially included the Maori communities within which the organization operates. It
was pointed out by several studies that the organization has significantly contributed to
community development thereby developing allies within its external stakeholders who are
the community in which the organization operates. External stakeholders such as the business
partners and lenders also showed very positive review and response regarding the
organization and its influences.
 Neutral: some of the external stakeholders among the customers however showed a
neutral review regarding the organization because of the lack of reach of the
organizations efforts in their localities. Some of the internal stakeholders (employees)
also pointed out that high work pressure within the organization and therefore
suggested a neutral attitude towards the organization’s performance.
b. Examination and explanation of the effective and ineffective approach
The effectiveness and the ineffectiveness approach taken by Ngai Tahu holdings have been
identified below:
 The effectiveness of the approach: the effectiveness of the approach has been
exhibited through the ability of the organization to improve the engagement of
stakeholders especially the external stakeholders such as the communities and the

14NGAI TAHU HOLDINGS
clients in the decision making process of the organization and involving them in the
development of the strategic directives and action plans of the business. The better
stakeholder engagement and positive experience of the stakeholders therefore shows
the effectiveness of the approach.
 The ineffectiveness of the approach: the approach however has been ineffective to
reach out to all the stakeholders and increase awareness and understanding of business
practice in all the communities. Moreover, the organization has also been ineffective
to utilize technology to aid its performance in stakeholder engagement thereby
adversely impacting its ability to engage more stakeholders,
c. Critical analysis and recommendation of changes needed for successful future reviews (2
recommendations)
Two recommendations that can be provided for the organization to be successful in the
market include the following:
 Empowering the stakeholders for better stakeholder management: this can be
achieved by integrating the stakeholders through a strong structure of governance that
keeps in mind the commitments to the stakeholders and thereby empowering them.
 Collaborating with stakeholders to support their autonomy: his can be achieved
through reference groups, partnerships, joint projects and multi stakeholder initiatives
that can allow the stakeholders to involve with their own autonomy and freewill.
(Broughton et al., 2015)
Review of stakeholder community
Review of the stakeholder community can be understood by the community network
developed by Ngai Tahu.

15NGAI TAHU HOLDINGS
a. Two findings
The two organizations that network with Ngai Tahu include Whale Watch Kaikoura and
Ryman Healthcare.
b. Examination and explanation of the effective and ineffective approach
 Effective approach: the effectiveness of the approach to engage the communities as its
key stakeholders have resulted in the development of partnership with several
community development organizations and key businesses.
 Ineffective approach: the ineffectiveness of the approach can be exhibited by an
increase in the workload for the organization to collaborate between all the
stakeholders thereby leading to stress for the employees.
c. Critical analysis and recommendation of changes needed for successful future reviews (2
recommendations)
Two recommendations that can be given for successful future reviews and better stakeholder
participation include:
 Understand the triggers that influence the stakeholder’s attitudes.
 Utilize stakeholder mapping to identity and analyses the stakeholders.
(Shepherd et al., 2019)
3.3 Three strategies to maintain a sustainable stakeholder relationship management
system
Three ways to successfully manage the relationship with the various stakeholders are given as
under:
 Keeping and openness and transparency in organization performance and reports

16NGAI TAHU HOLDINGS
 Maintaining the validity of the promises being made to the stakeholders and reporting
on them
 Timely addressing concerns of the stakeholders in a sensitive and appropriate manner.
(Parsonson, 2017)
3.4 Outline of the stakeholder circle methodology and the 5 steps to build and evaluate
stakeholder relationship management system for use by management.
Using the stakeholder circle methodology, the stakeholder relationship can be evaluated as
under:
 Identify the stakeholder’s needs
 Prioritizing the stakeholders based on the proximity, power and urgency
 Visualizing the stakeholders using stakeholder circle
 Engaging the stakeholders through effective communication
 Monitoring changes in stakeholder engagement over time using stakeholder
engagement profile.
(Came et al., 2018)
Conclusion
From the above study the organizational profile of Ngami Tahu holdings has been analysed in
terms of its business systems, structure and resources. Qualitative and quantitative
approaches were used to evaluat an area of internal growth for the organization. The
stakeholders for the organization were also identified along with their engagement methods
and how it impacts the organization. Recommendations for stakeholder management
approached based on the stakeholder engagement profile and stakeholder community profile
has also been made along with a stakeholder circle recommendation.

17NGAI TAHU HOLDINGS
References:
Barr, T. L., Reid, J., Catska, P., Varona, G., & Rout, M. (2018). Development of indigenous
enterprise in a contemporary business environment–the Ngāi Tahu Ahikā
approach. Journal of Enterprising Communities: People and Places in the Global
Economy, 12(4), 454-471.
Blackley, R., Brown, M., Cooper, A., Hilliard, C., O’Malley, V., Meredith, P., ... & Wevers,
L. (2015). Michael Belgrave is Professor of History at Massey University, Albany,
and was previously research manager of the Waitangi Tribunal. He has continued to
maintain a strong interest in Treaty of Waitangi research and settlements, providing
substantial research reports into a wide number of the Waitangi Tribunal's district
inquiries and has been heavily involved in negotiating the historical aspects of Treaty
settlements with a number of iwi. He has published widely on treaty and Māori
history. His book. Journal of New Zealand Studies NS19, 140.
Brewer, K. M., & Andrews, W. (2016). Foundations of equitable speech-language therapy for
all: The treaty of Waitangi and Māori health. Speech, Language and Hearing, 19(2),
87-95.
Broughton, D., Te Aitanga-a-Hauiti, T., Porou, N., McBreen, K., Waitaha, K. M., & Tahu, N.
(2015). Mātauranga Māori, tino rangatiratanga and the future of New Zealand
science. Journal of the Royal Society of New Zealand, 45(2), 83-88.
Came, H., Cornes, R., & McCreanor, T. (2018). Treaty of Waitangi in New Zealand public
health strategies and plans 2006–2016. The New Zealand medical journal, 131(1469),
32-37.

18NGAI TAHU HOLDINGS
Goodman, A. (2016). God's own silence?: An analysis of New Zealand historians' treatment
of the evangelical background to the treaty of Waitangi. Stimulus: The New Zealand
Journal of Christian Thought and Practice, 23(1), 4.
Hayward, J., & Wheen, N. (Eds.). (2015). Treaty of Waitangi settlements. Bridget Williams
Books.
Hayward, J., & Wheen, N. (Eds.). (2015). Treaty of Waitangi settlements. Bridget Williams
Books.
Moon, P. (2017). Originalism and the Treaty of Waitangi. The Journal of New Zealand
Studies, 24(1), 2-14.
Orange, C. (2015). An illustrated history of the Treaty of Waitangi. Bridget Williams Books.
Orange, C. (2017). Te Tiriti o Waitangi: The Treaty of Waitangi, 1840. Bridget Williams
Books.
Parsonson, A. (2017). The fate of Maori land rights in early colonial New Zealand: the limits
of the Treaty of Waitangi and the doctrine of aboriginal title. In Law, history,
colonialism. Manchester University Press.
Shepherd, L. D., Whitehead, P., & Whitehead, A. (2019). Genetic analysis identifies the
missing parchment of New Zealand’s founding document, the Treaty of
Waitangi. PloS one, 14(1), e0210528.
Stevens, D. (2016). New Zealand’s Te Tiriti o Waitangi-Treaty of Waitangi: The past,
contemplated in the present, is a guide to the future. Asia-Pacific between Conflict
and Reconciliation, 3, 43.

19NGAI TAHU HOLDINGS
Williams, D. V. (2017). Myths and History: The Treaty of Waitangi as “The Magna Charta of
New Zealand”. In Magna Carta and New Zealand (pp. 45-64). Palgrave Macmillan,
Cham.