At Transparency International New Zealand’s February Leaders Integrity Forum, senior public sector leaders came together to reflect on how corruption risks are evolving—both here and internationally. Drawing on insights from the Office of the Auditor-General and the Serious Fraud Office, the discussion offered a timely check on whether New Zealand’s well-regarded integrity system is keeping pace with changing realities.
New Zealand’s reputation for strong public sector integrity has been carefully built over decades. It rests on robust institutions, clear expectations, and a culture that values transparency and accountability. But recent signals suggest that this “integrity inheritance” cannot be taken for granted. The 2025 Corruption Perceptions Index showed a fourth consecutive decline in New Zealand’s score. While we remain highly ranked globally, confidence in the system appears to be under pressure.
A key theme from the forum was that corruption is becoming less visible and more complex. The Serious Fraud Office highlighted a rise in “benefit in kind” bribery—non-cash exchanges such as services or home improvements—which are harder to detect and easier to rationalise. At the same time, complaint volumes and case complexity are increasing, pointing to a system under growing strain. Concerns were also raised about individuals moving between organisations without misconduct being fully addressed, allowing risks to shift rather than be resolved.
Findings from the Anti-Corruption Taskforce Pilot reinforced this picture. While most public agencies have solid foundations—policies, codes of conduct, and conflict-of-interest processes—gaps remain. In particular, insider risk is not always well understood, and inconsistent classification of wrongdoing makes it difficult to identify patterns or escalate serious issues. More broadly, there is no system-wide view of where corruption risks sit across the public sector, limiting the ability to target prevention efforts effectively.
The forum’s message was clear: enforcement alone is not enough. While investigation and prosecution are essential, they are resource-intensive and reactive. Greater value lies in prevention—aligning controls with real risks, strengthening organisational cultures, and treating transparency as a sign of system health rather than failure. New Zealand’s reputation for integrity is not fixed; it requires ongoing investment and attention. The challenge now is to ensure that today’s efforts are sufficient to meet today’s risks, rather than relying on the legacy of past success.
Leaders Integrity Forum
The Leaders Integrity Forum is organised by Transparency International New Zealand and supported by the Office of the Auditor-General.
The forum provides a space for senior leaders to discuss key issues affecting integrity in the public sector. It offers a unique opportunity for free and frank sharing about challenges, solutions, and good practice.
