As a Māori-centred business, the kaupapa of Wakatū is to grow an economic base that enables whanau to achieve and maintain spiritual, environmental, social and cultural well-being. Integral to this is to manage commercial operations in a way that meets kaitiakitanga obligations.

Kaitiakitanga will be constantly re-evaluated to ensure the highest quality and ethic of care. It becomes a strategy when it is woven into the fabric of the entire organisation planning and management process. Economic well-being is not valuable if it is detrimental to the well-being of the landscapes and its people.

Our five strategic perspectives:

Owner & whānau wealth perspective – Sustained whānau whānui wealth creation that includes both spiritual and material return on investment

Customer perspective – Create, source, and provide products and services of high value and quality that society wants, in a sustainable and ethical manner

Social and community perspective – Contribute to the development of the community and grow Wakatū as an economic, political, and commercial force

Environmental and strategic processes perspective – Internal improvement and innovation on business processes to eco-efficiently create and deliver the value proposition whilst respecting the boundaries of the natural ecosystems

Human and organisational capacity perspective: Organisational capacity that provide the foundation including knowledge, skills, and information systems required to mobilise business activities; creating a culture that values kaitiakitanga, reflected in employee decisions and values.

 

_MG_4546_1500px.jpg

Initiatives In Action

Lean (TIKA) champions – A culture of continuous improvement

The fundamental objectives of LEAN (TIKA) will continue to be applied across all areas of our business to standardise and improve project management, strategies, systems and processes. 

TIKA is a ‘total system’ and requires complete and comprehensive culture change. There is opportunity in every area of our business, including sales, customer service, maintenance, production, quality, logistics and administrative functions.

Our Tika framework will:

  • Establish guiding principles and behavioral expectations for the entire organisation
  • Link human resource policies and procedures to the behavioral expectations and the Tika vision and implementation
  • Establish Wakatū and Kono leadership and management principles

 

Flight Corridors – Encouraging Wildlife and Beneficial Flora

  • Our land and natural resources are taonga and we protect and nurture them. Since 2009 Kono’s horticulture operation has focused on increasing the presence of native plant landscapes thereby increasing the area of habitat suitable for native wildlife. 
  • A particular focus has been to enhance habitat corridors of native birds such as the Tui, Wax eye, Blue Herring and their flight paths in the region. These paths are their link between the mountains and sea – providing a native shelter to rest and move on – a leap frog effect.
  • Added benefits of creating the corridor have been replacing deciduous species (which have been known to carry diseases) with native hosts. 

  

Natural Beautification

An ongoing process of continual improvement we continue to create ways of enhancing our natural environment. 

Our vineyards are examples of a ‘working vineyard’ with significant native plantings that combine functional and beautification elements. The plantings enhance the entrances, provide wind control and shelter and erosion control in specific areas.

 

Recycling 

The mussel shells from our mussel farming operation previously placed into a landfill, are being utilised in our vineyards around the vines. This is effective mulch and helps to retain the soil moisture. In addition they can help suppress the weeds for 4-5 years which results in little or no herbicides being used.