Covid-19 response shows value of balanced approach to issues

Steve Tarrant, Chief Executive Officer, Moana New Zealand

The COVID-19 pandemic is an acute problem for New Zealand and the world, and it is obvious action has to be taken to respond to the enormous health threats it poses. Climate change and natural capital loss are much more gradual. What does COVID-19 teach us to help address these incremental problems?

For New Zealand, the key learning is that if we need to do things collectively, we can. Our COVID-19 response identified useful disciplines we as a nation can apply generally at a time of crisis.

 One of those disciplines is the highly structured and balanced public communication that is continually provided to us through the pandemic – a key component of New Zealand’s successful response.

 Another key aspect is the collaboration between the Government and the private sector. Strong leadership means there is never a sense of panic; the measured, balanced and collaborative approach gives New Zealanders confidence.

 A balanced approach is exactly what is needed to address climate change and natural capital restoration and The Aotearoa Circle provides a platform to create that balanced thinking and messaging by enabling open conversations across the private and public sectors.

 The Circle enables this by having a range of people around the table from different sectors. We may not agree on everything, but we do all want the same thing and we’re committed to working collectively to restore our natural capital.

 The late Sir Rob Fenwick formulated The Circle carefully to give organisations confidence its actions would be appropriate and meaningful and its leadership strong. The Circle is a safe zone for competitors to talk openly and transparently about system change; its model of private and public sector partnership is the recipe for success.

Moana New Zealand’s Covid-19 Experience

We decided early on that we would continue to live and breathe our values, particularly manaakitanga – looking after people our way. We were determined not to lose any staff through ill-health or job loss and that approach was fully supported by our directors and shareholders.

 The COVID-19 pandemic was unifying for Moana and I can’t speak highly enough of the response of my staff who worked every day to maintain business operations under such uncertain and trying circumstances.

 A second important lesson from COVID-19 was the need to focus on what is most important, the people – He aha te mea nui o te ao, he tāngata, he tāngata, he tāngata. We must have a balanced relationship with our people and our natural environment, and the relationships with both must be sustainable. The more people understand mātauranga Māori, the more they understand the circular nature of a Māori world view. It’s about reciprocity between humans and the environment. Tangaroa can provide for people but only if we take care of Tangaroa.

 Thirdly, wearing my primary industry hat, I believe as a nation we must openly acknowledge the significant contribution the primary sector provided in supporting the economy and the nation as a whole through that COVID-19 period. Aotearoa would not be economically where it is today without this contribution.

 Ever since Māori arrived on the shores of Aotearoa there have been ongoing learnings in their relationship with the environment. The growing influence and participation of Māori in the primary sector has allowed these learnings to help drive and support a significant, positive change in that relationship, particularly in the last 10-15 years, for which all participants in the primary industry have not had enough credit for.

 As a remote island nation, it was a logical step to lock down the borders through the pandemic. This lockdown was an enabler for New Zealand to successfully weather COVID-19; but in reality what really drove the successful outcome was the collective desire by business, Government and community to get it right, to follow the rules and believe, as a united group, that we could get through the pandemic with a whānau-first mentality.

 I believe our nation’s COVID-19 response has provided a template for addressing other issues facing us, including climate change and the loss of natural capital.

Māori Perspective

Moana is a relatively new partner of The Circle. We strongly believe that Māori values and the lens through which Māori look at the world are key components for The Circle to succeed. The value of engagement and exposure to tikanga, and the privilege of being involved are significant.

 As a nation, we are in transition in the relationship between historical Aotearoa and the future Aotearoa and reviewing and redefining the nature of that relationship. Let’s not forget that Māori already have tools and frameworks which have been used for generations. Take for instance rahui, closing off areas for a specific purpose, for a specified time which can be extended if needed. Mātaitai is another example. These tools are closing areas not in perpetuity but for an explicit purpose. They could allow research to continue if required.

 The lens which Māori look through is without question different to a normal commercial entity, characterised by strong accountability for decisions for hundreds of years. Kaitiakitanga means we are custodians of assets and resources not only for our lifetimes, so we must look long-term to safeguard the legacy for future generations. Our tio transformation project, in line with the Government’s objective for $3 billion is aquaculture sales by 2030, is one example of our operations underpinned by tikanga. We’re converting harbour water space across the Far North and Coromandel to grow Pacific oysters using flip farming technology, which will see 99 per cent of the current wooden oyster farm infrastructure removed from the water and instead of growing oysters on sticks the oysters will be grown in floating baskets.

 People think of Moana as a commercial entity but we are really a modern social enterprise. The whole driver for modelling in an iwi-owned corporation is to build a scalable business that provides long-term or indefinite benefit to the shareholders. Nearly half our dividend goes back to shareholders, to support their hapū or iwi-run social programmes, educational programmes, aged care, and medical care to name a few.

Balance

Moana New Zealand joined The Circle as Māori must be part of long-term conversations to influence change. Many New Zealanders do not realise the fishing industry is already making massive changes in the sector to preserve and enhance natural capital. I can point to voluntary hoki shelving, MĀUI63 drone project, threat management plans which have had a decisive positive impact, bycatch mitigation, seabird smart technique training for our fishers, fisher responsibility workshops, ecosystem service reviews, cameras on board all our trawlers for seven years, Precision Seafood Harvesting or Tiaki – and there are many more examples. We should always look to be better than yesterday so our work will never be complete.

 Key is our relationship with Tangaroa, with the land and with our people. How are these relationships either diminishing or enhancing the environment and the lives of our people? What is the right balance?

 We need to feed, house and clothe our people. But how do we balance the needs and requirements of humanity with the environment? If you think about fisheries, we have the best fisheries management tool in the world, the Quota Management System. We have significant Marine Protected Areas around our Exclusive Economic Zone (EEZ).

 Among the biggest issues facing the marine environment are runoff from the land, ocean-warming, and the effects of climate change. How do we collectively assess these issues and develop a better relationship with the marine environment?

 The answer lies in robust discussion and collective action, and The Circle platform can deliver that, by providing a safe space for competitors or adversaries to come to the table and have meaningful conversations. We can achieve more at pace when we work collaboratively.

Imagine It’s 2050 - What’s Different?

Ideally in 2050, as a nation, we will have executed an agreed plan for environmental improvement and protection. The plan will be realistic, based on what's good for New Zealand not any particularly political creed. It won’t be about window-dressing or ticking boxes elsewhere in the world. Too often we try to appease other interests instead of focusing on the real issues and finding what is right for Aotearoa and our own people. Ultimately, we're accountable to the people of this nation first before looking beyond our borders.

Partner PerspectivesMay 12, 2021