🏒 AgResearch Limited, Corporate Office

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  1. 
		AgResearch Limited website, http://www.agresearch.co.nz/ (accessed 21 September 2001 and 31 May 2011).
    2. 
	
  2. 
		Directory of Official Information December 2009, Ministry of Justice website, http://www.justice.govt.nz/publications/global-publications/d/directory-of-official-information-december-2009/ (accessed 31 May 2011).
    3. 
	
  3. 
		Summary Report Crown Research Institutes, Ministerial Science Task Group.
    4. 
	
  4. 
		AgResearch (leaflet), 1992.
    5. 
	
  5. 
		MAF: A Corporate Profile (leaflet), 1992.
    6. 
	
  6. 
		Directory of Official Information 1991, Department of Justice, Wellington, December 1991.
    7. 
	
  7. 
		Directory of Official Information 1993-1995, Department of Justice, Wellington, December 1993.
    8. 


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            [history] => 

	Establishment



	In November 1990, a Science Task Group was established to look at replacing the Department of Scientific and Industrial Research (DSIR), MAF Technology, the New Zealand Forest Research Institute and the New Zealand Meteorological Service with research based Crown Research Institutes (CRIs).



	Recommendations of the Science Task Group were that the basis of reform be that the "CRIs are a productive sector or natural resource with a broad science base" and to promote the development of scientific disciplines through encouraging national and international communication between practitioners. 

	

	AgResearch Limited (established as the New Zealand Pastoral Agriculture Research Institute Limited) was one of ten Crown Research Institutes that came into existence on 1 July 1992. Each Institute was given considerable autonomy with a company structure, boards, newly appointed management and the right to operate under their own Act.



	Functions and Responsibilities1



	The goal of AgResearch Limited was to enhance the value, productivity and profitability of New Zealand’s pastoral, agri-food and agri-technology sector value chains to contribute to economic growth and beneficial environmental and social outcomes for New Zealand.



	AgResearch worked to accomplish this goal through the provision of research and transfer of technology and knowledge in partnership with key stakeholders, including industry, government and Maori, which:


    
	
  • 
		increased the value of these industry sectors to the New Zealand economy through the development of high-value pastoral-based products and production systems that met current and future global market needs;
    • 
	
  • 
		positioned New Zealand as a global leader in the development of environmentally sustainable, safe and ethical pastoral production systems and products;
    • 
	
  • 
		ensured that New Zealand’s pastoral sector was able to protect, maintain and grow its global market access;
    • 
	
  • 
		increased the capacity of rural communities and enterprises to adapt to changing farming conditions in ways that balanced economic, environment, social and cultural imperatives.
    • 




	AgResearch was the lead CRI in the following areas:


    
	
  • 
		pasture-based animal production systems;
    • 
	
  • 
		new pasture plant varieties;
    • 
	
  • 
		agriculture-derived greenhouse gas mitigation and pastoral climate change adaptation;
    • 
	
  • 
		agri-food and bio-based products and agri-technologies;
    • 
	
  • 
		integrated social and biophysical research to support pastoral sector development
    • 




	AgResearch also worked with other research providers and end-users to contribute to the development of the following areas:


    
	
  • 
		biosecurity, land, soil and freshwater management;
    • 
	
  • 
		climate change adaptation and mitigation;
    • 
	
  • 
		food and beverage sector (including foods for human nutrition and health, food technologies and food safety).
    • 




	Structure2



	AgResearch was governed by a Board of Directors who were appointed by the Ministers of Finance and Science and Innovation, the shareholding Ministers. It was structured into three science groups:



	Agriculture and Environment - The Agriculture and Environment group worked to provide New Zealand with an innovative, sustainable and prosperous farming sector. Headed by a General Manager (and including a Science Advisor Maori), it consisted of the following sections:


    
	
  • 
		Agricultural Systems: The Agricultural Systems section concentrated on sustainable farms and agribusinesses, and consisted the Social Research, Animal Behaviour and Welfare, and Rural Futures teams. The Social Research team was positioned to access and integrate the specialist resources of AgResearch's broader biophysical and agricultural science capabilities to improve the economic and environmental sustainability of New Zealand's pastoral industries and rural communities. The Animal Behaviour and Welfare team utilised physiological and behavioural sciences to develop new knowledge and tools to assess welfare, and the Rural Futures team developed adaptive management capability to deliver sustainable pastoral farm systems. Staff included the Section Manager; Senior Scientist, Farm Systems; Team Leader, Social Research; Senior Scientist, Social Research; Scientists, Social Research; Policy Researcher, Social Research; Researcher, and Research Associates, Social Research; Team Leader, Animal Behaviour and Welfare; Team Leader/Senior Scientist, Rural Futures.
    • 
	
  • 
		Animal Health: The Animal Health Section focused on basic and applied research in parasitic and infectious diseases of pastoral livestock. Staff included the Section Manager; Team Leader; Veterinary Scientist; and Research Associate.
    • 
	
  • 
		Biocontrol and Biosecurity: The Biocontrol and Biosecurity Sections core business was the reduction of pest and weeds on New Zealand farms, and the development of strong capability in biodiversity maintenance and biosecurity - the exclusion, control and eradication of invasive species to New Zealand. Staff included Section Manager; Team Leader, Soil Microbiology and Molecular Biology; Senior Scientist and Scientist, Soil Microbiology and Molecular Biology; Senior Scientist, Entomology; Senior Scientist and Scientist, Microbial Formulations; other Scientists and Senior Scientists; and Research Associates.
    • 
	
  • 
		Climate, Land and Environment: The Climate, Land and Environment section looked at land use and land management in relation to environmental impacts and climate change. Its goals were to improve dairy farming, beef, lamb and deer production systems by producing innovative research on soil and water management, pasture fertilisation and farm nutrient management, while reducing negative impacts on the quality of soil, water and atmosphere and ecosystems. Staff included the Section Manager; Team Leader/Principal Scientist, Nitrogen and Life Cycle Management; Senior Scientists, Nitrogen and Life Cycle Management; Team Leader/Principal Scientist, N2O Effluent and Soil Management; Principal Scientist, N2O Effluent and Soil Management; Senior Scientists, N2O Effluent and Soil Management; Team Leader/Senior Scientist, Surface Water Quality; Senior Scientists, Surface Water Quality; Senior Research Associate, Surface Water Quality; Scientists, Soil and Land Use; Team Leader/Senior Scientist, Global Change; Scientists, Global Change; Team Leader/Senior Scientist, Overseer Development and Application.
    • 




	Applied Biotechnology - The Applied Biotechnology group’s role was to improve the productivity of agricultural systems and lead to new generations of products and technologies. Headed by a General Manager, it consisted of the following sections:


    
	
  • 
		Animal Biosciences: The Animal Biosciences Section mandate was broad and encompassed a wide range of disciplines, with the purpose of developing advanced technology options for animal replication and enhancement of animal performance. It had the following teams - Embryology, Pluripotent Stem Cells, and Transgenic Livestock. Staff included the Section Manager; Team Leader, Embryology; Team Leader, Pluripotent Stem Cells; and Team Leader, Transgenic Livestock.
    • 
	
  • 
		Animal Improvement: The Animal Improvement Section focused on the identification of genetically elite sheep, cattle and deer, and included the Reproductive Biology team. Staff included the Section Manager; Team Leader/Principal Scientist, Reproductive Biology; Scientist, Reproductive Biology; Senior Scientist, Growth and Development; GenomNZ Laboratory Manager; an Eminent Scientist and other Scientists and Senior Scientists.
    • 
	
  • 
		Bioinformatics, Mathematics, and Statistics: The Bioinformatics, Mathematics and Statistics section consisted of teams who used their skills in analytical, conceptual and quantitative thinking to challenge, integrate and analyse data. The Bioinformatics team provided consultancy, support and advice on high throughput data analyses in the areas of genomics, transcriptomics and proteomics, along with support on Bioinformatics pipeline design and implementation. Statisticians in the Statistics team collaborated with scientists, using their skills in analytical, conceptual, and quantitative thinking in statistics and mathematics to enhance and underpin scientific research. Its general capabilities included; experimental and survey design, database management and design, analysis and interpretation of study results, development of predictive models, statistical education and training in software packages. Staff included the Section Manager; Computational Biologist; Senior Scientist, Statistics; Bioinformatician; Team Leader, Bioinformatics.
    • 
	
  • 

		Forage Biotechnology: The Forage Biotechnology Section developed new tools and technologies to improve on-farm productivity, enhance the performance of New Zealand’s pastoral, agricultural and biotechnology industries and build on New Zealand's position at the forefront of these sectors. It encompassed a broad range of capabilities, with staff working in areas from fundamental to applied research, and worked closely with the Forage Improvement section and Bioinformatics team. Staff included the Section Manager; Leading Scientist, PhytaGro and Plant Biotechnology; Team Leader, Advanced Fungal Technologies; Team Leader, Metabolomics; Team Leader, Growth Regulation; and a Principal Scientist.
    • 
	
  • 
		Forage Improvement: The Forage Improvement Section was engaged in underpinning science and plant breeding research to create high-performance forage legume and grass varieties for New Zealand farms and the international market. It developed animal safe endophyte strains that added value to production from elite grasses, and pursued research and development related to biofuels, speciality forages, new endophyte traits and animal forage interactions. Staff included the Section Manager; Team Leader, Legume Improvement; Team Leader/Scientist Seed Research; and the Margot Forde Forage Germplasm Centre Curator, Plant Genetic Diversity.
    • 




	Food and Textiles - The Food and Textiles group developed and delivered products and technologies that met global consumer needs. Head by a General Manager, it consisted of the following sections:


    
	
  • 
		Agri-Foods and Health: The role of the Agri-Foods and Health section was to create knowledge and tools to develop high value foods and ingredients from pastoral-based agriculture, tailored to market and consumer preferences. Its focus was on meat and dairy-based foods. Staff included the Section Manager; Team Leader, Food Microbiology and Safety; Senior Scientists, Food Microbiology and Safety; Scientist, Meat Science and Technology; and other Scientists and Senior Scientists.
    • 
	
  • 
		Bio-based Products and Textiles: The Bio-based Products and Textiles section focused on the production and supply of the consumer goods that were the end result of the agricultural value chain. It researched, developed and produced a diverse range of consumer materials from woollen carpet and fabric, health and beauty products to the tools and machinery to support these industries. It had the following teams - Bio-based Materials Science, Protein Quality and Function, and Textiles (which evolved from the Canesis Network Limited). Staff included the Section Manager; Team Leader/Senior Scientist, Protein Quality and Function; Team Leader/Senior Scientist, Textiles; Senior Scientist, Textiles, and a Scientist. The section was based at the Lincoln Research Centre.
    • 
	
  • 
		Ruminant Nutrition and Microbiology: The section was divided into two teams: the Rumen Microbial Genomics team, whose core focus was to gain insight into the biology of rumen microbes via their genetic blueprints, otherwise known as their genomes; and the Ruminant Nutrition team, whose focus was to improve the understanding of the digestive, absorptive and metabolic processes involved in nutrient utilisation by ruminants, and then apply this knowledge to increase the efficiency at which feed nutrients are converted into animal product. included the Section Manager; Team Leader/Senior Scientist, Rumen Microbial Genomics; Senior Scientist, Rumen Microbial Genomics; and other Scientists.
    • 




	AgResearch was headed by a Chief Executive Officer. The Executive Management team consisted of:


    
	
  • 
		General Manager, Business Group;
    • 
	
  • 
		General Manager, Human Resource;
    • 
	
  • 
		Chief Information Officer;
    • 
	
  • 
		Chief Financial Officer;
    • 
	
  • 
		Science and Technology General Manager - Agriculture and Environment;
    • 
	
  • 
		Science and Technology General Manager - Applied Biotechnologies;
    • 
	
  • 
		Science and Technology General Manager - Food and Textiles;
    • 
	
  • 
		Corporate Affairs Manager.3
    • 




	AgResearch operated from five major campuses throughout New Zealand: Ruakura in Hamilton, Wallaceville near Wellington, Grasslands in Palmerston North, Lincoln near Christchurch, and Invermay near Dunedin. Corporate Office is on the Ruakura Campus.


    
	
  1. 
		Statement of Core Purpose - AgResearch Limited website, http://www.agresearch.co.nz/about-us/our-company/Pages/core-purpose.aspx (accessed 31 May 2011).
    2. 
	
  2. 
		Our Teams - AgResearch Limited website, http://www.agresearch.co.nz/about-us/our-teams/Pages/default.aspx (accessed 31 May 2011).
    3. 
	
  3. 
		Executive Management -  http://www.agresearch.co.nz/about-us/our-people/executive-management/Pages/default.aspx (accessed 31 May 2011).
    4. 


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Agency

ABLU

1992 ‑ 

Central government

Crown Research Institutes Act 1992

AgResearch Limited was a Crown entity company that undertook research and technology and knowledge development and transfer in the pastoral, agri-food and agri-technology sectors.

Ruakura, Waikato

Show History

Establishment

In November 1990, a Science Task Group was established to look at replacing the Department of Scientific and Industrial Research (DSIR), MAF Technology, the New Zealand Forest Research Institute and the New Zealand Meteorological Service with research based Crown Research Institutes (CRIs).

Recommendations of the Science Task Group were that the basis of reform be that the "CRIs are a productive sector or natural resource with a broad science base" and to promote the development of scientific disciplines through encouraging national and international communication between practitioners. 

AgResearch Limited (established as the New Zealand Pastoral Agriculture Research Institute Limited) was one of ten Crown Research Institutes that came into existence on 1 July 1992. Each Institute was given considerable autonomy with a company structure, boards, newly appointed management and the right to operate under their own Act.

Functions and Responsibilities1

The goal of AgResearch Limited was to enhance the value, productivity and profitability of New Zealand’s pastoral, agri-food and agri-technology sector value chains to contribute to economic growth and beneficial environmental and social outcomes for New Zealand.

AgResearch worked to accomplish this goal through the provision of research and transfer of technology and knowledge in partnership with key stakeholders, including industry, government and Maori, which:

  • increased the value of these industry sectors to the New Zealand economy through the development of high-value pastoral-based products and production systems that met current and future global market needs;
  • positioned New Zealand as a global leader in the development of environmentally sustainable, safe and ethical pastoral production systems and products;
  • ensured that New Zealand’s pastoral sector was able to protect, maintain and grow its global market access;
  • increased the capacity of rural communities and enterprises to adapt to changing farming conditions in ways that balanced economic, environment, social and cultural imperatives.

AgResearch was the lead CRI in the following areas:

  • pasture-based animal production systems;
  • new pasture plant varieties;
  • agriculture-derived greenhouse gas mitigation and pastoral climate change adaptation;
  • agri-food and bio-based products and agri-technologies;
  • integrated social and biophysical research to support pastoral sector development

AgResearch also worked with other research providers and end-users to contribute to the development of the following areas:

  • biosecurity, land, soil and freshwater management;
  • climate change adaptation and mitigation;
  • food and beverage sector (including foods for human nutrition and health, food technologies and food safety).

Structure2

AgResearch was governed by a Board of Directors who were appointed by the Ministers of Finance and Science and Innovation, the shareholding Ministers. It was structured into three science groups:

Agriculture and Environment - The Agriculture and Environment group worked to provide New Zealand with an innovative, sustainable and prosperous farming sector. Headed by a General Manager (and including a Science Advisor Maori), it consisted of the following sections:

  • Agricultural Systems: The Agricultural Systems section concentrated on sustainable farms and agribusinesses, and consisted the Social Research, Animal Behaviour and Welfare, and Rural Futures teams. The Social Research team was positioned to access and integrate the specialist resources of AgResearch's broader biophysical and agricultural science capabilities to improve the economic and environmental sustainability of New Zealand's pastoral industries and rural communities. The Animal Behaviour and Welfare team utilised physiological and behavioural sciences to develop new knowledge and tools to assess welfare, and the Rural Futures team developed adaptive management capability to deliver sustainable pastoral farm systems. Staff included the Section Manager; Senior Scientist, Farm Systems; Team Leader, Social Research; Senior Scientist, Social Research; Scientists, Social Research; Policy Researcher, Social Research; Researcher, and Research Associates, Social Research; Team Leader, Animal Behaviour and Welfare; Team Leader/Senior Scientist, Rural Futures.
  • Animal Health: The Animal Health Section focused on basic and applied research in parasitic and infectious diseases of pastoral livestock. Staff included the Section Manager; Team Leader; Veterinary Scientist; and Research Associate.
  • Biocontrol and Biosecurity: The Biocontrol and Biosecurity Sections core business was the reduction of pest and weeds on New Zealand farms, and the development of strong capability in biodiversity maintenance and biosecurity - the exclusion, control and eradication of invasive species to New Zealand. Staff included Section Manager; Team Leader, Soil Microbiology and Molecular Biology; Senior Scientist and Scientist, Soil Microbiology and Molecular Biology; Senior Scientist, Entomology; Senior Scientist and Scientist, Microbial Formulations; other Scientists and Senior Scientists; and Research Associates.
  • Climate, Land and Environment: The Climate, Land and Environment section looked at land use and land management in relation to environmental impacts and climate change. Its goals were to improve dairy farming, beef, lamb and deer production systems by producing innovative research on soil and water management, pasture fertilisation and farm nutrient management, while reducing negative impacts on the quality of soil, water and atmosphere and ecosystems. Staff included the Section Manager; Team Leader/Principal Scientist, Nitrogen and Life Cycle Management; Senior Scientists, Nitrogen and Life Cycle Management; Team Leader/Principal Scientist, N2O Effluent and Soil Management; Principal Scientist, N2O Effluent and Soil Management; Senior Scientists, N2O Effluent and Soil Management; Team Leader/Senior Scientist, Surface Water Quality; Senior Scientists, Surface Water Quality; Senior Research Associate, Surface Water Quality; Scientists, Soil and Land Use; Team Leader/Senior Scientist, Global Change; Scientists, Global Change; Team Leader/Senior Scientist, Overseer Development and Application.

Applied Biotechnology - The Applied Biotechnology group’s role was to improve the productivity of agricultural systems and lead to new generations of products and technologies. Headed by a General Manager, it consisted of the following sections:

  • Animal Biosciences: The Animal Biosciences Section mandate was broad and encompassed a wide range of disciplines, with the purpose of developing advanced technology options for animal replication and enhancement of animal performance. It had the following teams - Embryology, Pluripotent Stem Cells, and Transgenic Livestock. Staff included the Section Manager; Team Leader, Embryology; Team Leader, Pluripotent Stem Cells; and Team Leader, Transgenic Livestock.
  • Animal Improvement: The Animal Improvement Section focused on the identification of genetically elite sheep, cattle and deer, and included the Reproductive Biology team. Staff included the Section Manager; Team Leader/Principal Scientist, Reproductive Biology; Scientist, Reproductive Biology; Senior Scientist, Growth and Development; GenomNZ Laboratory Manager; an Eminent Scientist and other Scientists and Senior Scientists.
  • Bioinformatics, Mathematics, and Statistics: The Bioinformatics, Mathematics and Statistics section consisted of teams who used their skills in analytical, conceptual and quantitative thinking to challenge, integrate and analyse data. The Bioinformatics team provided consultancy, support and advice on high throughput data analyses in the areas of genomics, transcriptomics and proteomics, along with support on Bioinformatics pipeline design and implementation. Statisticians in the Statistics team collaborated with scientists, using their skills in analytical, conceptual, and quantitative thinking in statistics and mathematics to enhance and underpin scientific research. Its general capabilities included; experimental and survey design, database management and design, analysis and interpretation of study results, development of predictive models, statistical education and training in software packages. Staff included the Section Manager; Computational Biologist; Senior Scientist, Statistics; Bioinformatician; Team Leader, Bioinformatics.
  • Forage Biotechnology: The Forage Biotechnology Section developed new tools and technologies to improve on-farm productivity, enhance the performance of New Zealand’s pastoral, agricultural and biotechnology industries and build on New Zealand's position at the forefront of these sectors. It encompassed a broad range of capabilities, with staff working in areas from fundamental to applied research, and worked closely with the Forage Improvement section and Bioinformatics team. Staff included the Section Manager; Leading Scientist, PhytaGro and Plant Biotechnology; Team Leader, Advanced Fungal Technologies; Team Leader, Metabolomics; Team Leader, Growth Regulation; and a Principal Scientist.
  • Forage Improvement: The Forage Improvement Section was engaged in underpinning science and plant breeding research to create high-performance forage legume and grass varieties for New Zealand farms and the international market. It developed animal safe endophyte strains that added value to production from elite grasses, and pursued research and development related to biofuels, speciality forages, new endophyte traits and animal forage interactions. Staff included the Section Manager; Team Leader, Legume Improvement; Team Leader/Scientist Seed Research; and the Margot Forde Forage Germplasm Centre Curator, Plant Genetic Diversity.

Food and Textiles - The Food and Textiles group developed and delivered products and technologies that met global consumer needs. Head by a General Manager, it consisted of the following sections:

  • Agri-Foods and Health: The role of the Agri-Foods and Health section was to create knowledge and tools to develop high value foods and ingredients from pastoral-based agriculture, tailored to market and consumer preferences. Its focus was on meat and dairy-based foods. Staff included the Section Manager; Team Leader, Food Microbiology and Safety; Senior Scientists, Food Microbiology and Safety; Scientist, Meat Science and Technology; and other Scientists and Senior Scientists.
  • Bio-based Products and Textiles: The Bio-based Products and Textiles section focused on the production and supply of the consumer goods that were the end result of the agricultural value chain. It researched, developed and produced a diverse range of consumer materials from woollen carpet and fabric, health and beauty products to the tools and machinery to support these industries. It had the following teams - Bio-based Materials Science, Protein Quality and Function, and Textiles (which evolved from the Canesis Network Limited). Staff included the Section Manager; Team Leader/Senior Scientist, Protein Quality and Function; Team Leader/Senior Scientist, Textiles; Senior Scientist, Textiles, and a Scientist. The section was based at the Lincoln Research Centre.
  • Ruminant Nutrition and Microbiology: The section was divided into two teams: the Rumen Microbial Genomics team, whose core focus was to gain insight into the biology of rumen microbes via their genetic blueprints, otherwise known as their genomes; and the Ruminant Nutrition team, whose focus was to improve the understanding of the digestive, absorptive and metabolic processes involved in nutrient utilisation by ruminants, and then apply this knowledge to increase the efficiency at which feed nutrients are converted into animal product. included the Section Manager; Team Leader/Senior Scientist, Rumen Microbial Genomics; Senior Scientist, Rumen Microbial Genomics; and other Scientists.

AgResearch was headed by a Chief Executive Officer. The Executive Management team consisted of:

  • General Manager, Business Group;
  • General Manager, Human Resource;
  • Chief Information Officer;
  • Chief Financial Officer;
  • Science and Technology General Manager - Agriculture and Environment;
  • Science and Technology General Manager - Applied Biotechnologies;
  • Science and Technology General Manager - Food and Textiles;
  • Corporate Affairs Manager.3

AgResearch operated from five major campuses throughout New Zealand: Ruakura in Hamilton, Wallaceville near Wellington, Grasslands in Palmerston North, Lincoln near Christchurch, and Invermay near Dunedin. Corporate Office is on the Ruakura Campus.

  1. Statement of Core Purpose - AgResearch Limited website, http://www.agresearch.co.nz/about-us/our-company/Pages/core-purpose.aspx (accessed 31 May 2011).
  2. Our Teams - AgResearch Limited website, http://www.agresearch.co.nz/about-us/our-teams/Pages/default.aspx (accessed 31 May 2011).
  3. Executive Management -  http://www.agresearch.co.nz/about-us/our-people/executive-management/Pages/default.aspx (accessed 31 May 2011).

  1. AgResearch Limited website, http://www.agresearch.co.nz/ (accessed 21 September 2001 and 31 May 2011).
  2. Directory of Official Information December 2009, Ministry of Justice website, http://www.justice.govt.nz/publications/global-publications/d/directory-of-official-information-december-2009/ (accessed 31 May 2011).
  3. Summary Report Crown Research Institutes, Ministerial Science Task Group.
  4. AgResearch (leaflet), 1992.
  5. MAF: A Corporate Profile (leaflet), 1992.
  6. Directory of Official Information 1991, Department of Justice, Wellington, December 1991.
  7. Directory of Official Information 1993-1995, Department of Justice, Wellington, December 1993.









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This Agency is responsible for:

ID Name Browse Date Held At
🌀 W4143 W4143
W4143 - Multiple number subject files; unregistered records (including overseas travel reports as well as Soil Conservation and Rivers Control Council, Water Resources Council, Water and Soil Works Committee minutes/agendas).ⓘ

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Browse results from this Accession

Accession

W4143

1937 ‑ 1993


Wellington repository

Multiple number subject files; unregistered records (including overseas travel reports as well as Soil Conservation and Rivers Control Council, Water Resources Council, Water and Soil Works Committee minutes/agendas).

🌀 Archives NZ / CC BY 2.0

Browse1937 ‑ 1993Wellington 		Browse 1937 ‑ 1993 Wellington