Government contract dependency - reliance on government funded contracts for revenue

Forestry market volatility - risks from fluctuating radiata pine prices and harvest cycles

Avocado orchard maturation timeline - revenue dependent on orchard reaching full productivity over 10+ years

Climate change impacts - increasing weather variability affecting forestry and horticulture operations

Environmental degradation - habitat destruction, biodiversity loss, polluted waterways impacting taiao

Staff capacity and recruitment - limited resources and difficulty recruiting qualified kaitiaki and specialists

Capital requirements - significant investment needed for land development, infrastructure and business expansion

Local government relations - previously strained relationship with Kaipara Council requiring repairs

Wayby Valley Tip contamination - potential environmental damage to Kaipara Harbour requiring mitigation

Regulatory compliance - ongoing need to meet health and safety, environmental and business regulations

Extreme weather events (tropical cyclone Gabrielle caused significant damage and delayed Te Tutakitanga development)

Commercial viability of agricultural operations (avocado orchard development costs escalated, Taipuha farm underperforming)

Sustainability of Te Arai Native Nursery operations (required ongoing loan support)

Property market and asset valuation risks

Reliance on government funding for social services programs

Relationship deterioration with Kaipara District Council (MOU cancellation, Māori ward abolishment)

Operational challenges for Environs team (staffing changes, data capture methods, weather impacts)

Cash reserve depletion from commercial operations shortfalls

Resource management and consents complexity (Dome Valley landfill opposition, marine coastal claim processes)

Sustainability of Jobs 4 Nature and other time-limited contract funding

MACA and Waitangi Tribunal claims remain ongoing with frustration at lack of progress

Kaipara District Council relationship challenges - resistance to co-governance models and Māori input

Succession planning gaps in governance, organisation, and marae leadership

Cultural capability building gap - need for more focus on te reo Māori and tikanga

Funding sustainability for permanent employment roles across all entities

Flooding and climate resilience - Te Arai Farm flooding propensity, weather-related operational disruptions

Youth engagement and representation - need for more 18-35 year old participation in governance

Commercial viability of new ventures (avocado orchard, Te Hana development) dependent on RGL financial position

Loss of key staff (RMA Coordinator impacted resource consent processing)

Cyclone Gabrielle response exposed capacity limitations in emergency management

COVID-19 ongoing impacts on operations, supply chains, and business disruption

Asset value volatility affecting investment returns (particularly Fonterra shares)

Supply chain challenges post-COVID constraining commercial development timelines and costs

Demand uncertainty for nursery plant production and KMR plantings

Reliance on government funding and contracts (Jobs for Nature, Kaipara Moana Remediation, MSD funding)

Complexity of managing multiple subsidiaries and commercial ventures with limited management capacity

Kauri dieback disease affecting native forest assets and restoration plans

Long-term forestry returns dependent on achieving cash reserves targets before Pouto replanting cycle (25-30 years)

MACA claim complexity with overlapping applicants requiring ongoing negotiation

Succession planning for Board of Trustees and management roles

Self-interest of individuals, whanau, marae or hapū may take precedence over equity and justice across Te Uri o Hau

Loss of Pouto Forest commercial opportunity if cash reserves not built adequately for future management costs

Current business activities do not generate sufficient profit to meet parity goals

Organizational complexity and need for continued simplification

Succession planning for Board positions and CEO role

Coordination and unity across 14 marae with unequal representation at Board level

Dependency on external funding for social services and environmental projects

Impact of COVID-19 on planting projects and operations

Environmental threats including the proposed Dome Valley landfill affecting Kaipara Moana

Need for equitable distribution of benefits across all marae and hapū

Retention and development of skilled staff

COVID-19 pandemic impact on operations and service delivery

Market volatility affecting investment returns

Dependence on government funding for social services

Challenges in achieving target numbers for Family Start and social work programs

Commercial venture profitability and cash flow generation

Forestry sector changes and long-term outlook for Pouto Forest harvest

Asset impairment risks in Renaissance Group Trust investments

Organizational capacity and staffing sustainability

External economic conditions affecting commercial activities