Banking on Change: A Rangatahi's Vision for New Zealand's Future
*The views expressed by this Rangatahi member are their own and do not necessarily reflect the opinions or positions of the organisation(s) they represent.
Name
Moragh Graham
Your whakapapa / background
I was brought up in Te-Whanganui-a-Tara with strong connections to rural Aotearoa through my extended family before my parents moved to a farm in Hawkes Bay. I went to Massey University to study Agricultural Science and Environmental Science. Now, I live in the Bay of Plenty, working with farmers through my role at ANZ. My background and studies have given me a passion to help achieve a sustainable agricultural industry in Aotearoa, and to assist farmers in this journey.
What excites you about the opportunity to be a Rangatahi Advisory Panel Member for The Aotearoa Circle?
At university I completed a minor in Environmental Science. At the time I remember thinking how the degradation of our natural resources seemed like something that was out of my control, as a young person who was simply passionate about the issue. The chance to take back some of that control as a Panel Member, and to tangibly assist decision making, direct working streams, and provide learning for other Rangatahi, gives me some peace of mind that I can make a difference as a young person.
How would you like emerging generations to contribute to decision making and leadership - now and in 20 years’ time?
When considering the above question, I think of the proverb “we do not inherit the Earth from our ancestors, we borrow it from our children.” This makes us realise the importance of including Rangatahi in decision making and leadership, because ultimately, it is us, and the emerging generations, that will live with the consequences of the decisions of current leadership.
I would like to see emerging generations contribute to decision making and leadership by:
Giving them a place at the table to have a say.
Removing the hierarchical nature of decision-making structures.
By giving us the correct tools to empower us to sit at the table with confidence.
We have seen in recent years’ groups of Rangatahi making their voices heard and questioning the way things have been done. These questions need to be answered, and concerns need to be addressed.
In twenty years time, I hope that groups such as the Rangatahi Advisory Panel are the norm for organisations/companies/industries. At the end of the day, it is only through the inclusion of emerging generations that will bring us a future focussed result.
What is your vision for the future of Aotearoa New Zealand?
Banks in New Zealand have a unique opportunity to support and influence New Zealand business, given our presence throughout the country. This could mean making a meaningful contribution to business’ sustainability practices through education, assistance, and incentives. This could be the conversations we hold with our customers; insights we put out around sustainability; lending products we provide to allow access to capital for “green projects”; and how the environmental impact of a business might impact their risk profile.
My vision for Aotearoa’s agricultural industry is to be at the forefront of food production that is based on sustainable practices. The opportunity for us to be global leaders in this is at stake, and for our customers, we know this is a priority.
These visions overlap. I feel sustainable agriculture can be achieved through innovation, access to capital, and practical yet direct policy. Banks have a major role to play in an Aotearoa that has protected its natural capital. We can encourage the right behaviour through how we assess a customer’s risk profile, provide access to capital to the right projects, and ultimately, create change.
What would you like the leaders of Aotearoa New Zealand to do in order to help bring your vision to life?
Aotearoa’s leaders need to come together with a view of creating a better future for the next generations, rather than a lens of politics. Policy and regulation needs to be courageous and forward thinking, but delivered in a way that provides clear pathways, and measurable outcomes for those it impacts.
Business leaders need to widen their view also. It is important that a business is measured not only on its financial performance, but also on its performance in regards to environmental impact. Once business leaders come to this mindset, and this is a higher priority for them, I believe we will start to see faster change.
What are your biggest concerns when it comes to the state of Aotearoa New Zealand?
Leadership in Aotearoa seems to be concerned with the politics that surrounds a decision, rather than the immediate need of our country’s precious natural capital. When we discuss climate and nature related issues, we are talking about urgent action needing to be taken. So many of New Zealand’s businesses are deeply reliant on nature, and with the slow approach we are taking on this issue, we will see risks become irreversible and damaging to our country.