Supporting an APS integrity culture

An Australian Public Service integrity culture is fundamental to maintaining the trust of the Australian Government, the Parliament, and the Australian community in the integrity and professionalism of the APS.

An integrity culture recognises that trust in the APS is built not only through compliance with legislative obligations, but also through active engagement with the ethical aspects of actions and decisions, and a deep commitment to working in the public interest.

Sustaining an APS integrity culture is an active, collaborative and ongoing process. The integrity measures delivered in 2024ꟷ25 recognise the crucial role culture and systems play in supporting and enabling ethical behaviour by individuals. They reflect close collaboration between agencies to ensure tools and systems can be implemented across the APS in a consistent, equitable, and sustainable way.

Stewardship

Stewardship became a new APS Value under the Public Service Act 1999 in December 2024. It articulates the important role all APS employees play in ensuring that the APS serves the Australian Government, the Parliament, and the Australian community, and supports the public interest, now and into the future.

The Australian Public Service Commission published practical guidance that supports APS employees, managers, Senior Executive Service leaders and agency heads to understand, uphold, and assess the demonstration of the Stewardship Value. The guidance outlines the specific requirements of the Stewardship Value set out in the Australian Public Service Commissioner’s Directions 2022.

Both the Stewardship Value itself, and the APSC’s practical guidance, were developed through a broad, iterative consultation process inside and outside the APS.

Building a speak-up culture in the APS

In May 2025, the APSC released new resources to help employees, managers, and leaders build speak-up culture in APS workplaces. Developed in consultation with APS agencies and employees, and endorsed by the Secretaries Board Capability and Workforce Committee, these resources support open communication and strengthen integrity in the APS.

Speak-up cultures ensure employees feel safe to raise concerns, ask questions, and share ideas, supporting ethical decision-making and accountability at every level. This enhances transparency, lifts innovation, supports early risk identification and builds public trust.

New resources include an introductory guide and a manager playbook, built around 4 core practices: listen with compassion, show curiosity, speak with candour and act with courage. In addition, 4 new questions were added to the APS Employee Census to help agencies measure and track the level of speak-up culture in APS workplaces.

SES Performance Leadership Framework

The SES Performance Leadership Framework was updated in March 2025, following a scheduled implementation review undertaken in partnership between the APSC and the Chief Operating Officers Committee. The framework was developed with reference to legislation, policy and guidance on expected behaviour in the APS.

The framework’s core elements have not changed. Key refinements include strengthened moderation requirements and increased emphasis on accountability. New appendices more fully explain behavioural requirements and provide additional flexibility for agencies, while supporting consistency across the APS.

A key tenet of the framework is that effective SES leaders enable collective performance by exemplifying leadership behaviours. The focus on behaviour, and how outcomes are delivered, is central to SES performance as it is a key enabler to building high performing teams.

SES Skills Lab and Mentoring Project

The SES Skills Lab and Mentoring Project was part of a Comcare-led Capability Reinvestment Fund 2024ꟷ25 initiative known as Building Safety and Integrity Capability across the APS.

Developed by psychologists in the APS Mental Health and Suicide Prevention Unit, the project focused on relational leadership. This is about building trust, fostering transparency, engaging meaningfully and cultivating environments where people feel heard and valued.

When SES leaders use relational skills to promote open communication and strong relationships, their teams are encouraged to take risks and drive innovation, facilitate the early identification of integrity vulnerabilities, and increase their engagement and performance.

The project was delivered through interactive skills labs and mentoring sessions. These sessions provide safe and structured spaces for self-reflection, as well as exchanges with peers.

Evaluation data from the project shows 96% satisfaction with delivery and 97% of SES participants reported an increase in their relational leadership capabilities. Work is underway to continue this project through the APS Academy, expanding cohort learning opportunities for Executive Level 2 directors and SES Bands 1 and 2.

APS Conflict of Interest Management Better Practice Model

In September 2025, the APS Conflict of Interest Management Better Practice Model was released to promote a consistent approach to managing conflicts of interest across the APS. 

The model was developed by Industry, Science and Resources, in close consultation with the APSC and other agencies, in response to Recommendation 14 of the APS Integrity Taskforce’s report. It is complemented by guidance from Finance and the National Anti-Corruption Commission to help officials manage conflicts of interest, confidentiality, and the risks of corrupt conduct.

The model establishes a spectrum of better practice expectations through tangible and practical requirements. It enables agencies to tailor their approaches and actions in line with their portfolio responsibilities, size, systems capability, risk profile and risk appetite.

The model targets specific areas of risk. This includes declaration requirements and management systems, as well as post-separation, secondary employment, and previous employment conflicts. It recommends agencies implement scenario-based training, assurance activities, reporting, and oversight to manage risk according to their own needs.

Agencies are encouraged to use the model to evaluate their current policies and procedures, identify gaps, and make strategic decisions about further areas of focus.

APS Values ꟷ employees in parliamentary workplaces

The Australian Public Service Commissioner’s Directions 2022 were amended in February 2025 to provide that the Impartial and Committed to Service Values do not apply where an Australian Public Service employee is on leave without pay and engaged under the Members of Parliament (Staff) Act 1984 to perform work for a parliamentarian.

The change recognises that the expectation to uphold these values may be seen as incompatible with the role and duties of an adviser to a parliamentarian. All other APS Values must still be upheld, consistent with integrity behaviour expectations of all public sector officials, including in the parliamentary workplace.

The new arrangement helps build trusted relationships between the APS, the Australian Government, and the Parliament. It sets reasonable and realistic expectations, and maintains confidence in public sector integrity.

The APSC published APS employees working in a parliamentarian’s office ꟷ Guidance on applicable codes, standards and disciplinary frameworks on 21 February 2025.

The guidance was developed in close consultation with Prime Minister and Cabinet, Finance, Attorney-General’s and other stakeholders. It explains how the amendments are to be applied, and clarifies applicable conduct obligations for APS employees in parliamentary workplaces, APS agencies, and employing parliamentarians.

APS Academy integrity learning

In 2024ꟷ25 the APS Academy focused on integrity learning opportunities at all levels. This includes:

• refreshing the foundational Integrity in the APS induction course and SES Integrity Masterclass to incorporate recent changes including the new APS Value of Stewardship and a focus on developing a speak-up culture
• updating SES Leadership Development programs to improve understanding of integrity frameworks and obligations and assist participants to meet the higher strategic accountabilities of their roles
• introducing new SES Welcome and Reconnect sessions to provide an opportunity for senior leaders to reflect on the role and responsibilities of the SES and the importance of leadership ‘shadow’ in building an integrity culture.

The APS Academy, in collaboration with agencies, provided live and recorded events for APS employees to stay up to date and reflect on integrity. This included an APS Hypotheticals-Conflict of interest panel discussion and a MasterCraft Series event.

APS agencies have worked collaboratively to strengthen and support an integrity culture across the service. Initiatives and measures have been implemented to improve integrity awareness and capability, and to support systems and cultures that encourage and enable ethical behaviour.

See also in this report

APS workplaces – APS Reform agenda

Integrity and conduct in the APS – Personal conduct in the APS

Find out more

Australian Public Service Commission (2024) Stewardship guidance, APSC website, accessed 31 July 2025.

Australian Public Service Commission (2025) Building a speak up culture in the APS, APSC website, accessed 31 July 2025.

Australian Public Service Commission (2025) Senior Executive Service performance, APSC website, accessed 31 July 2025.

Australian Public Service Commission (2025) APS employees working in a parliamentarian’s office – Guidance on applicable codes, standards and disciplinary frameworks, APSC website, accessed 31 July 2025.

Australian Government (2025) APS Craft ꟷ Integrity, APS Academy website, accessed 31 July 2025.

Australian Public Service Commission (2025) APS Conflict of Interest Management Framework: Better Practice Model, APSC website, accessed 9 September 2025.

Australian Government (2025) The case for investing in relational leadership skills, APS Academy website, accessed 1 September 2025.