In the wake of a transformative year, Ngāti Kahungunu leader Bayden Barber reflects on the iwi’s journey through 2024 and shares his vision for the region’s future. From responding to natural disasters to driving economic growth, the iwi’s story is one of resilience, adaptation, and unwavering commitment to community wellbeing.
Having navigated a tumultuous first term as iwi chair, dealing with financial instability, the closure of Takitimu Seafoods, and the devastating impact of Cyclone Gabrielle, Bayden saw 2024 as a year of unity and action.
“2024 was extraordinarily busy for us,” Bayden says, describing a year that began with significant political engagement. Following Kīngi Tūheitia’s Hui ā Motu in January, the iwi participated in crucial gatherings at Rātana and Waitangi, where kotahitanga (unity) emerged as a central theme.
This commitment to unity culminated in May when Ngāti Kahungunu hosted the Hui Taumata at Omāhu Marae, drawing 3,500 people from across Aotearoa. While navigating political challenges, the iwi’s commercial arm, Ngāti Kahungunu Asset Holding Company, undertook strategic portfolio consolidation. “We made some tough but necessary decisions,” Bayden explains, “including divesting from non-profitable operations while strengthening our performing assets in fishing, farming, and forestry.”
The iwi’s response to community needs has been equally decisive. In the aftermath of Cyclone Gabrielle, they delivered 86 temporary cabins to affected whānau and initiated construction of 36 Papakāinga homes. A highlight was the Toitū Te Reo celebration, which attracted over 7,000 participants to Hastings – the largest event of its kind. Looking ahead to 2025, Bayden maintains cautious optimism about the economic landscape.
“We’re seeing positive indicators with falling inflation and interest rates,” he notes, while acknowledging significant challenges, particularly in primary industries. “Many of our assets are in primary industries – fishing, forestry, and farming.
The cooling Chinese market impacts our returns, but we’re actively working with government initiatives to diversify into new markets.” Water management emerges as one of the most significant opportunities for 2025.
“Water is fundamental to Hawke’s Bay’s economic development,” he emphasises. “We’re looking at water storage solutions in Central Hawke’s Bay and Heretaunga. While it’s a politically charged issue, we can’t ignore that the Heretaunga Haukūnui (aquifer) is over-subscribed. Iwi see substantial economic opportunities in this space.”
Bayden envisions stronger collaboration between iwi, private enterprises, and public entities as crucial for regional growth. He shares ambitious plans for Ahuriri: “We’re looking to acquire land from Napier City Council where our aged fish factory stands, with plans to develop a premier hotel and additional commercial opportunities.
This kind of co-investment between iwi and private business could help transform Ahuriri and boost the wider Hawke’s Bay economy.” As the iwi approaches board elections in 2025, Bayden confirms he will run again, relishing the role despite its challenges.
“We have set a new course for our iwi’s waka and we had to make some very tough decisions to get to a position that gives us greater financial security, which enables us to do more for our people.”
