Quarter
four performance reports 2022/2023 for substantive council-controlled
organisations and Ports of Auckland Limited annual report 2022/2023
File No.: CP2023/12172
Te take mō te
pūrongo
Purpose of the report
1. To receive a summary of, and comments on, Tātaki
Auckland Unlimited, Eke Panuku and Watercare fourth quarter
reports, for the period ending 30 June 2023.
2. To receive the Port of Auckland Limited (POAL) annual report, which
includes the full year results for the key performance indicators in the
2022-2023 Statement of Corporate Intent.
Whakarāpopototanga matua
Executive summary
3. Under
Auckland Council’s accountability framework, each substantive
council-controlled organisation (CCO) must provide a quarterly report. The
reports for Tātaki Auckland Unlimited, Eke Panuku and Watercare for the
fourth quarter of 2022/2023 are contained in Attachments A to C and are
measured against the 10-year Budget 2021-2031 and Statements of Intent
2022-2025 (SOIs). The financial and non-financial results in
the quarter four reports are unaudited.
4. Under
the Memorandum of Understanding (MOU) between POAL and the council, POAL is
required to provide annual reports to council on the matters and within the
timeframes specified in the Port Companies Act 1988. POAL’s audited
annual report is attached as Attachment D. POAL’s full year results for
the key performance indicators against the annual targets in the 2022-2025
Statement of Corporate Intent (SCI) are included at pages 40-41 of the annual
report.
5. Key
results are highlighted in the table below and in more detail in the body of
the report.
|
Council-controlled
Organisation
|
Summary of Quarter Four
results
|
|
Tātaki Auckland Unlimited (TAU)
|
· Net direct operating result was $10.1 million
favourable to budget primarily due to better than planned event, visitation
and film revenue, and timing difference in project spend.
· Capital expenditure was $43.4 million for the year
(74.8 per cent against the full year budget).
· TAU has 11 SOI performance measures of which
nine were achieved at quarter four and two which were not achieved. At least
two performance measures significantly exceeded their targets for FY23.
|
|
Eke Panuku
|
· Eke Panuku have provided a consolidated financial
inflow and outflow perspective of its activities within the council group, in
addition to the required financial reporting for the Eke Panuku entity and
council property portfolio it manages. The consolidated view differs from how
council group financials are typically presented in published financial
performance reports. For consistency, the commentary below is based on
entity-level financial results as detailed on pages 19-21 of its Q4 report.
· Eke Panuku reported a year-end net direct operating
result that is $4.7 million favourable to budget, driven by underspend in
staff, consultancy, insurance and audit costs.
· For the council property portfolio managed by Eke
Panuku, the operating financial result was $7.7 million better than budget
driven by higher commercial property revenue and lower operating costs.
· Capital spend was $69.4 million (86.8 per cent against
the original annual budget).
· Eke Panuku met nine of their 11 performance measure
targets for 2022/2023, based on unaudited results.
|
|
Watercare
|
· Net operating revenue was $531 million for
the year, in line with budget. Infrastructure Growth Charges revenue was
below budget and prior year actual but was compensated by higher revenue from
the Waikaito District Council contract and wastewater revenue.
· Capital expenditure was $814.3 million. This was $100 million over budget, which was approved by
the Governing Body in May.
· Eight of Watercare’s 32 SOI measures
were not achieved at quarter four.
|
|
Port of Auckland
Limited
|
· POAL’s financial results show a
recovery in financial performance due to higher trade volumes, a recovery in
cruise ship visits, and higher pricing to shipping lines and
cargo-owners.
· Directors declared a final dividend for the
year of $15 million, bringing declared dividends to $30 million for the year
- an increase of $15.8 million on the prior year.
· Underlying net profit after tax was $45.2
million, an increase of $20.2 million on FY22. Revenue lifted to $320.2
million, from $265.3 million in FY22. Net debt reduced to $407.5 million from
$450 million the previous financial year.
|
Ngā tūtohunga
Recommendations
That the Council Controlled
Organisation Direction and Oversight Committee:
a) whiwhi / receive the 2022/2023 fourth quarter
reports for Tātaki Auckland Unlimited, Eke Panuku and Watercare provided as attachments A to C of the agenda report.
b) whiwhi / receive the 2022/2023 annual report of
Port of Auckland Limited and the 2022/2023 full year results for the key
performance indicators in the 2021-2024 Statement of Corporate Intent provided
in attachment D of the agenda report.
Horopaki
Context
6. Each
substantive CCO must provide a quarterly report to Auckland Council. They are required
to:
· summarise
the CCO’s performance against the approved budget and agreed targets in
the 10-year Budget and SOI;
· provide
a forecast of the CCO’s performance;
· identify
the cause of major variances;
· highlight
major achievements for the quarter; and
· signal
any potential or developing issues.
7. Tātaki
Auckland Unlimited, Eke Panuku and Watercare quarter four performance reports
2022/2023 are Attachments A to C of the agenda report. Auckland Transport
quarter four performance will be reported to the Transport and Infrastructure
Committee on 21 September 2023.
8. Finance and CCO Governance staff have been
working with CCOs to update the template for quarterly reporting to provide a
better picture of performance trends, risks and issues and more financial
information at activity level. In quarter four the executive summaries use the
new template and additional activity based financial reporting is in an
appendix.
9. Under
the MOU between POAL and the council, POAL is required to provide annual
reports to council on the matters and within the timeframes specified in the
Port Companies Act 1988.
Tātaritanga me ngā
tohutohu
Analysis and advice
Tātaki
Auckland Unlimited
Financial
performance
10. TAU's
net direct expenditure for the year was $10.1 million better than the budget, the favourable variance included underspent
amounts across various business improvement programmes and projects that
experienced unexpected timing delays. The Governing Body approved an operating
budget carry-forward of $7.8 million from 2022/2023 to 2023/2024 in August to
enable continued project delivery (GB/2023/159).
11. Direct
revenue exceeded budget by $36 million, mainly due to unbudgeted Activate and
Reactivate Tāmaki Makaurau grants as well as strong event and film
revenues. These more than offset the revenue loss resulting from the
cancellation of five concerts.
12. Conversely,
direct expenditure was $25.9 million more than budgeted, driven by
corresponding unbudgeted costs for Activate and Reactivate initiatives,
Additionally, increased costs of sales, costs incurred to progress the Single
Operator Stadiums Auckland Project and flood damage costs also contributed to
higher expenditure. This was partially mitigated by savings from the concert
cancellations.
13. The
capital expenditure totaled $43.4 million against the plan of $58 million (74.8
per cent). While the pace of delivery ramped up in the last quarter, challenges
in securing labour and extended business casing periods due to inflationary
pressures led to delays in the overall capital delivery. The underspend,
including budget relating to Auckland Art Gallery heritage restoration work
have largely been carried forward and included in TAU’s FY24 capital
programme.
14. Vested
assets were $184 million higher than planned for the year, primarily due to the
recognition of the Julian Robertson bequest in the fourth quarter.
Non-financial
performance and other issues
15. TAU
has 11 SOI measures, of which 7 are 10-year Budget measures. Eight of the
eleven measures are tracked quarterly, one is a six-monthly measure and two are
annual measures. At the end of quarter four, nine performance measures
were achieved, two were not achieved.
16. The
two performance measures that were not achieved were:
· “Number
of Māori businesses that have been through a TAU programme or benefitted
from a TAU intervention.” (Annual target 150, quarter four result
101). At the time this target was set, TAU was planning to establish a
new Māori business team. However, as a result of uncertainties regarding
future economic development activity through the Annual Planning process, the
establishment of this team was paused, resulting in TAU working with fewer
Māori businesses than was anticipated at the start of the year.
· “Percentage
change in greenhouse gas emissions against 2028/19 baseline.”
(Annual target is -5 per cent, quarter four result +16.6 per cent). Increased Category 1 and 2 greenhouse gas
emissions from the 2018/19 baseline have resulted primarily from significantly
increased usage of Auckland Live and Stadiums facilities (leading to increased
electricity usage), and new infrastructure at the Zoo (South-East Asia Jungle
Track) and Stadiums (Lilyworld and digital screens).
17. Highlights
for quarter four include:
· Vicki Salmon
began her role as Chair of the TAU Board on 1 April 2023.
· The Major and
Business Events portfolio, managed by TAU on behalf of council, generated more
than $74.2m in estimated GDP in FY23, against a target of $37m.
· Attributable
private sector investment for screen and investment deals facilitated by TAU
was $325m in FY23, which is $125m above the SOI target of $200m.
· At 2.08m,
ticketed attendance across TAU’s venues and events was 14.2 per cent
above the SOI target at the end of the financial year. The Net Promoter
Score across all venues was 45 (five above SOI target).
· Auckland Zoo
recorded the highest annual visitation on record (more than 816,000 visitors)
while Auckland Art Gallery Toi o Tāmaki attracted more than 480,000
visitors (the highest attended since 2018).
· May 2024 saw
the announcement of a commercial naming rights agreement between Auckland
Stadiums and Kiwi-owned outdoor advertising company Go Media for what is know
as Go Media Stadium, Mt Smart.
· The Discover
Auckland platform (on www.aucklandnz.com), a one-stop shop for all
visitor-related experiences and events across Tāmaki Makaurau Auckland
successfully launched on 11 May.
18. The below table sets out a summary of performance measure
results as at quarter four.
|
Tātaki strategic
outcomes
|
Target met or exceeded
|
Target not met
|
Total
|
|
Enhance Auckland as a culturally
vibrant city for all
|
3
|
|
3
|
|
Expand economic opportunities for all
Aucklanders
|
1
|
1
|
2
|
|
Provide an effective economic,
cultural, social and environmental return on investment
|
1
|
|
1
|
|
Increase capital investment in
Auckland for economic and cultural outcomes
|
2
|
|
2
|
|
Build a sustainable future focused
organisation
|
2
|
1
|
3
|
|
Total
|
9
|
2
|
11
|
Issues / risks
19. TAU has gone through a major change programme to achieve the savings
identified in the 2023/2024 Annual Budget. Staff were advised on 23 May
that TAU would be reducing total Full-time Equivalent (FTE) numbers by 200, as
part of the $34.5m savings target for FY24. Change proposals were
presented to staff between 19-29 June, with consultation completion largely
occurring in July 2023.
20. TAU notes that Major Events are still facing a significant
shortfall in investment funding for events. Beyond August 2024 there are
no major events confirmed and no future funding currently available.
Investment in future business events beyond 2024 is severely limited by
uncertainty about future funding.
Eke
Panuku
Financial
performance
21. In
addition to the required financial reporting for the Eke Panuku entity and
council property portfolio it manages, Eke Panuku provided a consolidated
financial inflow and outflow perspective of its activities within the council
group. This view differs from how council group financials are typically
presented in published financial performance reports. For consistency, the
commentary below is based on entity-level financial results as detailed on
pages 19-21 of its Q4 report.
22. Eke
Panuku reported a year-end net direct operating result that is $4.7 million
favourable to budget. This lower net spend is primarily due to reduced staff
costs as a result of recruitment delays and staff attribution, along with
savings in various expenditure lines including insurance, audit, and
consultancy costs.
23. For
the council property portfolio managed by Eke Panuku, direct revenue has
continued to track better than budget in the fourth quarter, with a full year
favourable variance of $6.4 million. This is due to additional commercial
rental income being received for extended tenancy beyond budget periods at
Bledisloe House and in Hobsonville, and higher marina revenue. Direct
expenditure was favourable to budget by $1.3 million due to savings from rates
expense and lower urban regeneration spend.
24. Capital
expenditure was $69.4 million for the full year (86.8 per cent against the
original annual budget of $80 million). This is $9.4 million higher than its
revised annual budget of $60 million, which is primarily due to early project
delivery and commitment towards development partners for contamination
payments.
Non-financial
performance and other issues
25. Eke Panuku has 12 performance measures of which five are
10-year LTP Budget measures. Nine of the 12 measures are tracked quarterly, two
are tracked annually (surveys) and one will not be measured this year. Eke
Panuku has met nine of their 11 performance measure targets for 2022/2023,
based on unaudited results.
26. Two targets were not met, and one not measured:
· The
transform and unlock property sales target was not achieve (actual gross sales
of $13.7 against a target of $21.7). This is because the timing of some sales
were pushed to future years due to the slowdown in the property market.
· 67
per cent of significant capital project milestones were achieved against a
target of 80 per cent. (10 of the 15 milestone targets). Project delays were
due to continuous bad weather, manufacturing issues, financial constraints,
external dependencies and delays in consent processing.
· Commercial
/ retail gross floor area or net lettable area – the target of 1,000
square meters will not be measured or met as the work will not be progressed
due to programme and construction timing changes. This performance measure has
been problematic and is likely to be discontinued in the next long-term
plan.
27. Urban regeneration highlights include:
· 364
new homes (net new dwellings) were completed against a target of 200 for the
year. Thirty five percent of the new homes were completed with an iwi partner,
supporting Māori outcomes.
· 14,952
square meters of public realm works were completed (against a target of 7,000
square meters). This includes two new sections of Hayman Park Playground in
Manukau, with remaining work covering a play tower and flying fox completed in
July.
28. Property portfolio management highlights for the quarter include:
· The
property management and the marina businesses delivered a surplus of $37m,
$7.7m ahead of budget. Occupancy rates remain high for both commercial and
residential properties.
· Westhaven
Marina achieved customer satisfaction of 90%, against a target of 85%.
29. The below table sets out a summary of performance measure results as
at quarter four.
|
Eke Panuku
strategic focus areas
|
Target met or exceeded
|
Target not met
|
Not reported
|
Total
|
|
Urban regeneration programmes
|
3
|
2
|
1
|
6
|
|
Property management services
|
3
|
|
|
3
|
|
Sector leadership
|
3
|
|
|
3
|
|
Total
|
9
|
2
|
1
|
12
|
Issues / risks
30. Eke Panuku have again noted that the weakening property market is
impacting property development sales targets. Monitoring and due diligence is
undertaken when selecting contractors or development partners to mitigate the
risk of the failure of construction firms or contractors.
31. Impacts from recent flooding events damaged properties and affected
contractor availability. Projects were reprioritised and rescheduled for
delivery. Other risks such as unbudgeted work and new priorities, material
supply and delays with statutory planning processes are managed via early
procurement, rescheduling of projects and resource planning.
Watercare
Financial
performance
32. Watercare's
net direct operating revenue was $531 million for the 2022/23 financial year,
below the $540 million budget.
33. Operating
revenue exceeded the budget by $32 million. This increase can be attributed to
higher than planned revenue from wastewater and the Waikato District Council
contract, which operates on a cost recovery basis. However, this was partially
offset by a decrease in Infrastructure Growth Charge (IGC) revenue, which was
$19 million under the budget and $61 million less than the previous year. This
decline reflects the decreased IGC applications and a general slowdown in developer
activity.
34. Direct
expenditure was $40 million over budget, with unexpected costs stemming from
severe weather events. Chemical expenses and the costs associated with the
Waikato District Council contract (covered by higher revenue as mentioned
above) also exceeded the budget.
35. Depreciation
costs were $44 million more than projected, reflecting adjustments in asset
valuations.
36. Capital
expenditure for 2022/23 was $814 million. This was $100 million over budget,
which was approved by the Governing Body in May 2023 (GB/2023/87). Included within this capital spend
was $38.3 million of Kāinga Ora's shovel-ready projects.
Non-financial
performance and other issues
37. Highlights for quarter four include:
· The Central Interceptor will increase the capacity of the wastewater
network, replace aging infrastructure and reduce wet weather overflows by 80
per cent. The southern section is near completion and the overall project is
scheduled to be completed mid 2026.
· Consents for the Pt Erin Tunnel to extend the Central Interceptor
and Herne Bay Branch No. 5 consents have been lodged for the Western Isthmus
Water Quality Improvement Programme.
· The Helensville Wastewater Treatment Plant achieved compliance in the
quarter for the first time in three years following completion of upgrade
works.
· Environment Court assisted mediation is underway for the replacement
for the Huia Water Treatment Plant, which currently supplies 20 per cent of
Auckland’s water from the western dams.
· The successful water leak detection programme continues, and 17,800
kilometres have been surveyed with 11,000 leaks found.
38. Watercare has a total of 32 SOI measures. Watercare has met 24 performance measure targets for
2022/23.
39. There was a solid year end result against target for procurement
sourced through Māori owned businesses – at 2.22 per cent against
the target of two per cent.
40. While the extreme weather events led to increased process emissions
and energy consumption, favourable changes to the assessment of emission
factors and the high proportion of New Zealand’s electricity that was
hydro-generated means that Watercare’s greenhouse gas emissions target
has been met.
41. Target were not met for the following eight measures:
· Results particularly
affected by Auckland’s severe weather in 2023:
o Number of wet weather overflows
– an average of 4.7 overflows per discharge location compared within a
target of less than two a year.
o Median response
times for attendance at sewage overflows – at 78 minutes was above the maximum target time of 60 minute.
o Customer net
satisfaction was 43 per cent, below the target of at least 45 per cent
· Two results were not
met for health, safety and wellbeing:
o Total recordable injury frequency rate
–TRIFR per million hours worked was 21.96, above the maximum target of
10. Watercare refreshed its health safety and wellbeing commitment and is
making changes to develop a stronger safety culture.
o Leaderships walks – were
not making impact on health and safety outcomes, so as noted above a refresh to
the approach was implemented.
· Three workforce and
organisation culture measures were not met, in part a consequence of the
disruption from water reform – employee net promoter score, and gender
and Māori workforce ratios.
42. The table below summarises performance measure results as
at quarter four.
|
Watercare value
creation
|
Target met
|
Target not met
|
Total
|
|
Customer and stakeholder
relationships
|
14
|
2
|
16
|
|
Natural environment
|
3
|
|
3
|
|
People and culture
|
1
|
5
|
6
|
|
Asset and infrastructure
|
4
|
1
|
5
|
|
Financial and capital
resources
|
2
|
|
2
|
|
Total
|
24
|
8
|
32
|
43. Watercare
also formally reports compliance to Taumata Arowai, the water new water
services regulator. During the quarter, Watercare had 100 per cent compliance
with drinking water standards, and water treatment plants and distribution
zones achieved microbiological and chemical compliance.
Issues / risks
44. The suite of legislation was completed in August 2023 to implement
the Government’s Water Services Reform with the passing of three acts:
· The Water Services
Entities Amendment Act – to give effect to the reform reset announced in
April 2023, including the ten new entities to be established over a staggered
timeframe. No boundary or timeframe changes were made for Entity A.
· Water Services
Legislation Act – establishes the powers, functions and duties of the new
water services entities.
· The Water Services
Economic Efficiency and Consumer Protection Act – establishes the
economic regulation and consumer protection regime.
45. The reform has a significant impact across Watercare’s
business, including staff secondments to Department of Internal Affairs to
prepare for the establishment of Wai Tāmaki ki Te Hiku (Entity A) by 1
July 2024. Watercare is reimbursed for the costs of seconded staff.
Port of Auckland Limited
Financial
performance
46. POAL
reported an operating revenue of $320.2 million for the year. This is an
increase of $55 million (or 20.7 percent) on the prior year. The improvement is
primarily due to strong demurrage and storage revenue, compensating for
lower-than-expected revenue from its container business.
47. Operating
expenditure increased by $21.6 million (or 12.1 per cent) from last year to
$200 million and is $21 million higher than budget. The unfavourable variance
is driven by unplanned staff costs at the container terminal, needed to support
the return to berth windows and the slower uptake of staff annual leave
entitlements. Additional cost drivers include increased transport, rising fuel
prices, subcontractors' fees, and storage activities.
48. The
underlying net profit after tax (NPAT) for the year was $45.2 million, $10 million
favourable than budget. A final dividend of $15 million was declared, bringing
the total declared dividends for the year to $30 million, an increase of $13
million compared to the SCI target.
49. Capital expenditure was $29.5 million for the full year,
against the annual budget of $80 million (36.9 per cent). The reduced spend was
attributed to revisions in the capital programme, particularly following the
termination of the automation project, with a focus on implementing the company
strategy “Regaining our Mana”.
SCI Financial Targets
50. POAL met 5 of the 6 SCI financial performance targets:
· Return on Equity (Underlying NPAT / average Equity): 4.6 per
cent exceeding the target of 3.5 per cent
· Return
on Investment (Operating Profit / total assets): 2.9 per cent exceeding the
target of 2.2 per cent
· Net
Profit after Tax (Underlying NPAT): $45.2m exceeding the target of $35.0m
· Dividend
declared: $30.0m exceeding the target of $17.0m
· Interest
coverage ratio: 3.40 exceeding the target of 2.91
The ratio of consolidated shareholders’ funds to total
assets was 63.4 per cent which is below the target of 63.7 per cent.
Non-financial
performance
51. POAL’s
SCI results for the year are included at pages 40 – 41 of POAL’s
Annual Report (Attachment D). The results are set out below.
SCI
Productivity Targets
52. Several key productivity targets did not meet the SCI target
including:
· Percentage of ships turned on time was 45
per cent not meeting the target of 75 per cent
· Crane rate (as measured by MOT)
was 23.8 not meeting the target of 25
· Ship rate (as measured by MOT) was
45.5 not meeting the target of 50
· Percentage
of landside moves on rail was 13.2 per cent not meeting the
target of 14 per cent
· TEU (Twenty-foot Equivalent Unit) throughput was 819,000 not
meeting the target of 942,000
· Multi-cargo breakbulk tonnage was
3,862,000 not meeting the target of 4,288,000
· Multi-cargo car units processed was 229,000 not meeting the target
of 256,000
53. The following productivity targets met the SCI target:
· Customer
Satisfaction survey result was 7.5/10 exceeding the target of 6/10
· Container Terminal
– truck turnaround time ( percentage turned at less than 30 minutes) -
83.3 per cent exceeding the target of 75 per cent
· Multi-cargo average
car dwell time was 2.06 days exceeding the target of 2.1 days
SCI Safety
and Wellbeing Targets
54. POAL report zero fatalities or serious work-related illnesses or
injuries in the year.
55. Critical risk variations were implemented this year and 98% were
completed versus scheduled. Leaders completed more safety interactions than
required.
56. Two safety and wellbeing strategic initiatives were not completed
(Learning Management System for training records and Roster modelling,
including fatigue data). These have been incorporated into the FY24 plan.
SCI People and
Culture – Whanaungatanga Targets
57. Gender split
was 16.1 per cent against a target of 25 per cent. POAL note that they have
Initiated a focus on making women aware of the career opportunities within the
port, particularly within stevedoring.
58. Public
favourability score was 52 per cent below the target of 57 per cent. The
FY23 survey was completed in April 2023 showing a slight improvement since last
year but not yet meeting POAL’s aspirations.
59. POAL
implemented their Māori Outcomes priorities as set out in the approved
Framework.
SCI Sustainability /
Kaitiakitanga Targets
60. POAL is on
track to meet the long-term environmental sustainability goals of being zero
emissions by 2050 and zero waste to landfill by 2040 (see page 23 of the Annual
Report for POAL’s emission reduction pathway).
61. POAL held all
required quarterly community reference group meetings and attended all relevant
Auckland Local Board meetings when invited.
62. All public
environmental complaints were acknowledged within 24 hours.
63. POAL met
their target for detailed response timeframe for complaints (where required):
90 per cent within seven working days and 100 per cent within 10 working
days.
64. One Health of
the Harbour initiative was completed (see page 24 of the Annual Report for the
marine nursery project).
Statement of Corporate Intent
Results Summary
65. The table below summarises the non-financial SCI performance measure
results as at quarter four:
|
POAL SCI Targets
|
Targets met or exceeded
|
Targets not met
|
Total
|
|
Customer at the Core –
Performance targets
|
3
|
7
|
10
|
|
Safety & Wellbeing
|
3
|
1
|
4
|
|
People and Culture - Whanaungatanga
|
1
|
2
|
3
|
|
Sustainability / Kaitiakitanga
|
6
|
0
|
6
|
|
Financials
|
6
|
1
|
7
|
Issues / risks
Significant
events
66. POAL won the Collaboration Award at the 20 June Safeguard New
Zealand Workplace Health and Safety Awards. The award recognises the
collaboration between POAL, Maritime Union of New Zealand (MUNZ) and
stevedoring companies C3 Limited and Wallace Investments to develop the
Stevedoring Code of Practice for Ports of Auckland. POAL General Manager Safety
and Wellbeing Vanessa Matakatea also won Health and Safety Practitioner of the
Year.
Tauākī whakaaweawe āhuarangi
Climate impact statement
67. The quarterly performance reports are a key tool to monitor the
progress of each CCO and POAL on climate change action. The CCOs and POAL
quarterly reports contain commentary on activities relating to climate change.
68. Through TAU’s Climate Connect Aotearoa innovation hub,
stakeholder engagement is ongoing to confirm partners for the energy-sharing
pilot challenge. EECA funding was received for the Auckland
Stadiums decarbonization feasibility study. The first 12-week sustainability
programme supporting tourism and hospitality businesses across Tāmaki Makaurau is complete.
69. Eke Panuku adopted environmental guidelines for public realm
projects in June 2023. These guidelines consider the themes of urban ngahere
and biodiversity, water sensitive urban design, waste, heat resilience,
transport and carbon. The guidelines have been developed and discussed with
mana whenua, Auckland Council and Auckland Transport colleagues.
70. Watercare’s
Flood Recovery Programme is progressing the resolution of the 193 issues
identified from the flood and cyclone events. Watercare also sold 150 tonnes of
Emerge fertiliser in 2022/23, which is recovered from wastewater treatment
process.
71. POAL is on
track to meet the long-term environmental sustainability goals of being zero
emissions by 2050 and zero waste to landfill by 2040 (see page 23 of the annual
report for POAL’s emission reduction pathway).
Ngā whakaaweawe me
ngā tirohanga a te rōpū Kaunihera
Council group impacts and views
72. Each CCO and
POAL quarterly report contains information on how they are contributing to the
council’s outcomes and objectives.
Ngā whakaaweawe
ā-rohe me ngā tirohanga a te poari ā-rohe
Local impacts and local board views
73. The governance of substantive CCOs and POAL is a
responsibility delegated to the CCO Direction and Oversight Committee. We have
not sought the views of local boards. CCOs provide six-monthly progress
and performance reports to local boards. The quarterly reports also provide a
summary of the engagement that CCOs have carried out with local boards during
the quarter.
Tauākī whakaaweawe
Māori
Māori impact statement
74. Each CCO and POAL report on their contribution towards achieving
Māori Outcomes in their quarterly report.
75. Sponsored and supported by TAU, the third year of the Autaia
programme saw 400 tauira from six schools across Tāmaki performing on the Kiri te Kanawa stage in June. In social
procurement, TAU continues to lead investment across the council group and is
exceeding the five per cent procurement target for Māori entities.
TAU’s Investment and Industry and Māori Outcomes teams are
partnering to present a Māori Creative Economy Symposium in March 2024.
76. Eke
Panuku have completed 51 initiatives to support Māori outcomes (against a
target of 50 initiatives). 56 per cent of
mana whenua were satisfied with the support they receive from Eke Panuku, which
is a 5 per cent increase (33 per cent of the population surveyed was neutral).
Other highlights in quarter four include:
· Working
with mana whenua to sign-off the Achieving Mana Whenua Outcomes plan. The plan
describes commitments to mana whenua over the next three years and is
strategically aligned with Kia Ora Tāmaki Makaurau.
· Ongoing
engagement on Te Ara Tukutuku (future redevelopment of Wynyard headland), the
port land future development work, redevelopment of the Downtown car park and
the city centre masterplan.
77. Watercare
staff programmes launched in the quarter:
· two
new reo and tikanga Māori learning modules aligned to the Kia Ora te
Reo and Kia ora te Ahurea outcomes of the Kia Ora Tāmaki
Makaurau framework.
· Koiora
Leadership Programme for kaimahi Māori (aligned to Kia ora Rangatahi
and Kia Hāngai te Kaunihera). The six month programme includes a noho marae to learn
about the Waikato Awa.
· six
interns to be placed in partnership with Tupu Toa in 2023 (aligned to Kia
ora Rangatahi).
Watercare total spend with Māori businesses was $22.84
million in 2022/23, up from $13.26 million in 2021/22.
78. POAL
completed their Māori Outcomes Framework which was
a target in their SCI. POAL also note the following recent progress:
· Senior
leader cultural competency is underway
· Establishing
relationships with local Iwi and IMSB
· Embedding
Te Ao Māori into workplace culture.
Ngā ritenga
ā-pūtea
Financial implications
79. Each of the CCOs and POAL’s quarterly reports contain
information regarding their financial performance. These are described in the
sections above.
Ngā raru tūpono me
ngā whakamaurutanga
Risks and mitigations
80. Each of the
CCOs and POAL’s quarterly reports contain information regarding their
risks and mitigations, which is summarised above.
Ngā koringa ā-muri
Next steps
81. This
report is primarily for information purposes. The next CCO and POAL quarterly
reports (quarter one, July to September 2023) will be provided to the CCO
Direction and Oversight Committee in November 2023.
82. Finance and CCO Governance
staff are continuing to work with CCOs to update the template for quarterly
reporting so that it provides a better picture of performance trends, risks and
issues and more financial information at activity level.
Ngā tāpirihanga
Attachments
|
No.
|
Title
|
Page
|
|
a⇨
|
Tataki Auckland Unlimited Quarter Four report
2022/2023
|
|
|
b⇨
|
Eke Panuku Quarter Four report 2022/2023
|
|
|
c⇨
|
Watercare Quarter Four report 2022/2023
|
|
|
d⇨
|
Port of Auckland Limited 2023 Annual Report
|
|
Ngā kaihaina
Signatories
|
Authors
|
Chris Levet - Principal Advisor
Sarah Johnstone-Smith - Principal Advisor
Rachel Wilson - Principal Advisor
Trudi Fava - Principal Advisor
Tracy Xu - Principal Advisor CCO Financial Planning
|
|
Authoriser
|
Alastair Cameron - Manager - CCO Governance &
External Partnerships
|
