Backing the next generation
We talk about building for the future – but how often do we engage with the people who will actually live in it?
In today’s fast-changing environment, from climate disruption and technological upheaval to rapidly shifting social expectations, one thing is becoming increasingly clear – governance needs to evolve. And that evolution must be intergenerational.
Hinera Parker, Community Engagement Advisor at Genesis Energy and a member of the Aotearoa Circle’s Rangatahi Advisory Panel, has emerged as a powerful voice on the need for more inclusive and future-focused governance.
With whakapapa to Tongariro maunga and awa, and a childhood spent in rural Waikato, Parker brings both lived experience and academic insight – she holds a double major in sociology and anthropology – to her work, empowering communities to prepare for the future of work and climate resilience.
“Growing up connected to land and community shaped the way I see the world,” she says. “My studies helped me understand the deeper social structures that define how we relate to place, and to each other. At Genesis, I see every day how young people are thinking about the future – and they’re not waiting to be invited. They’re already stepping up.”
We often hear the phrase, “Give young people a seat at the table”, but Parker challenges that as not going far enough.
“My challenge is this: don’t just give us a seat – invest in us. Build our capability. Empower us to contribute meaningfully,” she says. “The issue isn’t always young people’s ability – it’s whether the system values our voice.”
Too often boards default to experience-based appointments, overlooking the lived experience and adaptability that young people bring. Parker believes it’s time for boards to stop viewing youth engagement as a diversity checkbox and start seeing it as a strategic imperative.
“We often talk about future generations, but seldom do we actually engage with them directly. It’s not enough to invite us into the room – Was the room safe? Was it mana-affirming? Were we treated like our perspectives had real value?”
It’s a powerful reminder that inclusion is not transactional – it’s relational, cultural and structural.
Parker and her peers are a generation born into disruption – environmental, social and technological. “We’ve never known anything different,” she says. “We adapt quickly. We ask big questions. And we’re not afraid of change – we were raised in it.”
Her optimism is grounded in what she sees daily. “In my role, I work with rangatahi younger than me, and I’m constantly blown away by the questions they ask. They challenge my thinking, and they’re already leading – in climate, mental health, education, finance.”
This intergenerational exchange, she says, is what will define our success. Not siloed leadership, but shared leadership.
What’s most striking about Parker’s perspective is how far ahead she thinks.
“I want our mokopuna to benefit from the mahi we’re doing now. I want them to live close to nature, in communities that are resilient, joyful and safe. I want our waterways to be clean and full of kai. I want te reo Māori and tikanga woven into every part of society. That’s the legacy I want to leave.”
And while she’s clear-eyed about the risks – environmental degradation, fractured communities, disconnection from te taiao – she believes in the power of collective action and community resilience.
“I was raised to honour the past and consider the generations that will follow. I see that across my peers, too. We feel a deep responsibility to contribute to something bigger than ourselves.”
Parker points to powerful examples of young leaders making waves across Aotearoa – from Simran Kaur demystifying finance for young women, to Jazz Thornton reshaping the mental health conversation, to Te Kahukura Boynton closing the wealth gap through education and empowerment.
“Young people are already leading change,” she says. “But we can’t do it alone. Back them so they can do even more. We need your support and your guidance.”
For boards, the message is clear. It’s time to act with intention. That means:
- Investing in youth capability
- Embedding intergenerational voices in decision-making
- Prioritising long-term strategic thinking
- Valuing diversity of perspective
- Building governance frameworks grounded in relationships and community
As Parker reminds us – “A seat at the table means nothing if all we’re doing is sitting.”
