In 2021, IPCA’s report of Police personnel concluded a “Tribal culture which values loyalty over integrity” (while claiming, still today, “integrity” is 1 of Police’s main values!) 5 years later, that toxic Police culture is still alive – especially in National Headquarters (PNHQ)!
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Interviewees overwhelmingly painted a bleak picture of Police culture, which was commonly seen as an autocratic culture based on diversity of thought intolerance.
• A significant number of those in managerial positions have little emotional intelligence & few managerial or people skills
• Organisation lacks caring & empathy
* Although the values embodied in the Code of Conduct (empathy, integrity, professionalism & respect) are to be applauded, the consistent message IPCA received was they were not seen as being modelled by the organization – particularly at a senior level
• Tribal culture which values loyalty over integrity
Incredibly, Police Commissioner of the day – Andrew Coster – dishonestly cherry-picked 1 positive report comment & reported to media the research confirmed Police were “moving in the right direction”! As Coster effectively declared “Nothing to see here”/swept it under the carpet, doubt he initiated any initiatives to address/improve numerous Police cultural deficiencies. My extensive Police experience since January 2021 certainly supports this belief.
Brief Overview of Experienced Widespread Police Corruption and Serious Misconduct & Neglect of duty
- In January 2021, I lodged with Police my 89 pages report about a $US15+M fraud committed by European citizens
- The International Services Group (ISG) of Police only had to refer my report to Europol (a very simple task, I subsequently discovered – more about that later). As there were no contact details on the Europol website & it stated “Europol liaises with countries’ Police – we do not deal directly with the Public”, my report had to be lodged with & referred by Police. I generously/reasonably expected ISG would be able to complete this very simple task within 3 months.
- 8.5(!) months, in mid-October, my main ISG contact – Liam Clinton – informed me “Nothing back yet from Europol. I’ll see if our (NZ Police employee) Liaison Officer can get an ETA on a response”. Without any explanation or pre-warning, despite my numerous follow-up emails, I was never again to hear from Clinton! For ‘all’ I know, my crime report could have ‘died’ in the Liaison Officer’s inbox – they may have never referred it to Europol!
- In June 2022, Police’s Ministerial Services (MS) informed me Europol were investigating my crime report.
- In December 2022, Police informed me their June correspondence was “simply a human error” – Europol had not been investigating my crime report! MS refused to answer my OIA requests to better understand how this “simply human error” occurred & who was responsible!
- For the second half of 2022, Clinton let me falsely believe Europol were actually investigating my case – knowing this was absolutely not reality! As Clinton received at least a weekly email from me starting with “As this case is now an open Europol enquiry,…”, he knew I was living in false belief – which he never corrected! Clinton did not even get another PNHQ personnel to correct my false belief!
- In January 2023, I repeatedly tried to lodge my 14 pages performance complaint with Police’s Integrity & Conduct (I&C) unit – responsible for managing investigation/review of Public complaints. As my complaint included I&C personnel, I assume to protect themselves!, no response to my numerous requests.
- So, I repeatedly tried to escalate my complaint up Police’s chain of command. At every level, I was totally ignored! 43+ senior Police personnel totally ignored my 25-30 very simple “Requesting you either bring my attached substantial performance complaint to the Commissioner’s direct attention or arrange for it to be investigated by Police” requests separately sent to them!
- In October 2023, I started to contact Coster & his 8 direct reports. They all totally ignored my 173(!) pleas for service.
- In May 2024, I found Europol’s Executive Director email address on an unofficial website. Just 6 business days later, Europol confirmed they would review my crime report. I achieved in just 6 business days what Liam Clinton & his Police colleagues had not done in 3.25 years!
- Richard Chambers became Police Commissioner in November 2024. On his first day, I was ‘delighted’ he outlined one of his high-level priorities was “Leadership – that is accountable, connected, supportive & visible”. I was also ‘delighted’ he said “Police are not always going to get it right. So long as we learn from those experiences & focus on being better, we have the right approach”. My ‘delight’ was premature & subsequently unwarranted.
- On 20 November 2024, “IMPORTANT: Required PNHQ Disciplinary Actions & Restructuring” emailed my Police performance complaint to Chambers – requesting “I look forward to your timely commitment to follow through on my recommended disciplinary actions”. Despite 7 follow-up emails, zero response from Chambers.
- In March 2025, frustrated with his non-response, couriered a physical copy of my complaint – marked “Personal/Private: To be opened by Richard Chambers Only”. (Courier company confirmed my package was delivered)
- Despite another 68 follow-up emails, as of today – 16 months after my first contact, no response or action from Chambers or any of his subordinates.
Some of the (Senior) Police Personnel Involved in this Saga
– Rachael Bambery of Service & Resolutions. In July 2024, emailed Bambery my Police performance complaint. Despite 21 follow-up emails, no response from Bambery. In May 2025, again “IMPORTANT & URGENT” emailed Bambery my performance complaint. Despite 29 follow-up emails, no response from Bambery.
Bambery is member of Leadership & Capability Group; whose purpose is to ensure Police has the culture, leadership, operational capability & people to succeed in its mission. Bambery leads Employment Relations team; whose purpose is to provide assistance & guidance to resolve disciplinary matters & employment relations, employment agreement/legislative interpretation queries & manage Early Intervention. But, even when brought to Bambery’s direct attention, she is unwilling to address a significant Police performance complaint!
– Richard Bourne of National Integrity Unit. In November 2023, “Requesting you bring to Andrew Coster’s attention my attached complaint” emailed Bourne. Despite 26 follow-up emails, no response from Bourne.
– Andrea Conlan, Chief Operating Officer. Very long story very short. 133 times since November 2023, I requested Conlan address my Police performance complaint – she ignored all of them!
Conlan’s Police website profile states “As Chief Operating Officer, her current responsibilities include leadership of people (HR) services and integrity & conduct. Has a wealth of people & functional leadership experience and extensive experience in operational performance. Advocate & driver for positive change & continuous improvement”.
Conlan’s LinkedIn profile states “Performance Focus | Culture Development | Change Expert | Customer Champion
Significant success at delivering change improvement initiatives for customer value. Genuine, authentic. Believes strongly in human centred leadership. Known for being person who gets things done.
Interests & Expertise:
– Business excellence
– Performance monitoring
– Culture development
– Voice of Customer
– Delivering change
– Issue management
– Leadership development
– Continuous delivery”
Since November 2023, despite 130+ opportunities to do so, Conlan has shown none of the above claimed expertise with my Police performance complaint. Also, Conlan is directly responsible for one of the worst offenders – Integrity & Conduct – in my Police performance complaint.
– Greg Cramer. In charge of I&C. In October 2023, I bought to Cramer’s attention Guthrie & Thom’s (below) prolonged corruption and serious misconduct & neglect of duty & requested he very simply refer my crime report to Interpol Wellington (IW) for a review. Despite 23 follow-up emails, no response from Cramer.
– Steve Dunn of ISG. At one stage, Clinton’s boss. Instead of correcting Clinton’s wrongs; he shockingly double-downed on Clinton’s corruption and serious misconduct & neglect of duty! He also tried to rewrite history, to portray Clinton’s behavior was fine. Dunn showed zero willingness to hold Clinton accountable!
– Jason Guthrie of I&C. Guthrie actively blocked my access to I&C’s investigation/review of Public complaints process!
Guthrie pointlessly lied Police had referred my performance complaint to IPCA. When I requested a copy of IPCA’s response to Police, Guthrie double-downed on his lie by quoting me a Parliamentary Act & claiming there was some sort of privacy between IPCA & Police. I responded to Guthrie the quoted Act was irrelevant in this situation & it was illogical IPCA & Police could not tell me their conclusions about my complaint. Guthrie did not have the integrity or professionalism to respond. So, I requested of IPCA a copy of their response to Police. They admitted the truth – Police had not referred my complaint to them. When I informed Guthrie IPCA had confirmed his lie, he did not have the integrity to apologise.
Guthrie also vindictively totally ignored my 47(!) totally justified & reasonable requests to provide IW with my crime report for a review.
– Lee Hodgson of MS. Winch’s (below) boss. Between October 2023 & November 2025, the Private Police Secretaries in Mark Mitchell’s office forwarded 47 times to Hodgson my – clearly marked in both email subject line & document title “Calling for Resignation of Andrew Coster” & “Widespread PNHQ Corruption and Serious Misconduct & Neglect of Duty”- Police performance complaint. Each of the 47 covering emails concluded with “Requesting you bring my attached complaint to the Commissioner’s Direct Urgent attention”. 47 times Hodgson did not take any action.
Hodgson also has to take responsibility for their very poor management of Winch.
– Chris Page of ISG. In charge of the unit. In April 2025, started requesting Page follow through on my recommended disciplinary actions of his staff. Despite 27 follow-up emails, no response from Page.
– Mike Pannett, Deputy Commissioner. ISG was under his command. In May 2025, started requesting Pannett follow through on my recommended disciplinary actions of his ISG staff. Despite 16 follow-up emails, no response from Pannett. As the worst offenders in my Police performance complaint were under Pannett’s command & he repeatedly did absolutely nothing to address their corruption and serious misconduct & neglect of duty (or even responded to me), Pannett definitely did not deserve to be promoted to Deputy Commissioner.
– Tusha Penny, Assistant Commissioner. In June 2025, “VERY IMPORTANT & URGENT – Widespread PNHQ Corruption and Serious Misconduct & Neglect of Duty” emailed Penny – insisting Police investigate/review my attached performance complaint. Despite 27 follow-up emails, no response from Penny.
– Jill Rogers, Deputy Commissioner. As Rogers has been Assistant Commissioner of Leadership, Talent & Development – responsible for “… all training & development”; she is ultimately accountable for:
– the widespread corruption and serious misconduct & neglect of duty I experienced
– total absence of resolution leadership throughout PNHQ
– very dysfunctional culture which covers up each other’s misbehaviour & blocks the Public from accessing the escalation process, because they hate all forms of accountability
– not addressing police’s tribal culture which values loyalty over integrity
In July 2024, “Requesting you bring to Andrew Coster’s attention my attached complaint” emailed Rogers. Despite 21 follow-up emails, no response from Rogers. In June 2025, “VERY IMPORTANT & URGENT – Widespread PNHQ Corruption and Serious Misconduct & Neglect of Duty” emailed Rogers – insisting Police investigate/review my attached performance complaint. Despite 19 follow-up emails, no response from Rogers.
Rogers definitely did not deserve to be promoted to Deputy Commissioner.
– Kylie Schaare of I&C. In September 2024, “VERY IMPORTANT” emailed Schaare “Requesting you bring to Andrew Coster’s attention my attached complaint”. Despite 7 follow-up emails, no response from Schaare. In August 2025, “IMPORTANT” emailed Schaare “Appreciate you (as Integrity & Conduct Director) arranging for my attached performance complaint to be investigated/reviewed”. Despite 12 follow-up emails, no response from Schaare.
– Kyle Sherson, Claire Trevett & Alix Wood: Commissioner/Executive Advisers. In July 2025, “IMPORTANT & URGENT: Attached is performance complaint I have been Unsuccessfully trying since October 2023 (“2023” is Not a typo!) to get police to investigate. I look forward to chambers’ TIMELY commitment to follow through on my recommended disciplinary actions” emailed these personnel. Despite 14 follow-up emails, no response.
– Nick Thom of I&C. At one stage, Guthrie’s boss. Thom totally ignored my 27(!) requests to provide IW with my crime report for a review. Also, Thom showed zero willingness to hold Guthrie accountable in any way! He did not even apologize to me for Guthrie’s PNHQ-IPCA referral lie.
– Megan Winch of MS. Very long story very short. In my 35 years of adult life, I have never experienced a person so determined to be so confrontational as Winch! (For many years) Winch is an appalling Police representative.
These Police personnel & many more did their colleagues & the Public a huge disservice by not addressing my performance complaint when I initially raised it in October 2023. Then, my complaint was ‘only’ 14 pages. Now, it is 61 pages! Repeatedly ignoring my investigation/review requests for 2.5 years meant another 47 pages of Police corruption and serious misconduct & neglect of duty was exposed & remains unaddressed!
Culture, Leadership & Service Development Recommendation
I strongly recommend an externally appointed (maverick/superstar) Culture, Leadership & Service Deputy Commissioner in the Police Executive. Their main objectives would be:
– Transform PNHQ & Police culture, currently one of accountability hatred, to a growth-mindset oriented one. Specifically, every accountability opportunity is an opportunity for Police & its personnel to grow, improve & learn – to become a better performing organization & people. Addressing accountability is seen as an organisational/personal strength.
– Develop a quality leadership talent pool (which is currently non-existent!)
– Ensure service resolution matters are handled with efficiency, empathy, integrity, professionalism & respect
A Culture, Leadership & Service Deputy Commissioner publicly declares Police are committed to improving their performance. “The appointment of a Culture, Leadership & Service Deputy Commissioner shows Police’s commitment to better serve the Public. Perfection will never be achieved, though we will get a little closer to it every day”.
In terms of service resolution, Police modelling from England & Wales Independent Office for Police Conduct shows what is possible – Police service resolution unit which is a major asset to the organisation as the Public ‘loves’ their highly visible empathy, engagement, integrity, professionalism & respect. Nobody should again ever go through the Police nightmare I have over the last 5 years. This Culture, Leadership & Service Deputy Commissioner appointment should avoid such nightmares recurring.
The Culture, Leadership & Service Deputy Commissioner has a huge task to transform PNHQ & Police’s probably decades old very dysfunctional culture. For 5 years, I almost daily/extensively searched for a suitable candidate within Police – I could not find them (Conlan ‘talked such a game’ but delivered absolutely nothing). So, again, I strongly recommend this (maverick/superstar) Deputy Commissioner be externally appointed.
As Police Can’t be Trusted, Independent Commission of Inquiry is Clearly Warranted
In 2021, IPCA exposed Police’s tribal culture which values loyalty over integrity. 5 years later, as confirmed by my experience, that toxic Police culture – including Commissioner Chambers – is still strongly alive! While claiming integrity is one of their main values, it does not seem Police have had the integrity to initiate any initiatives over the last 5 years to address/improve their numerous cultural deficiencies!
Goodness knows how many other performance complaints Police’s Integrity & Conduct have, like mine, ‘buried’! An Independent Commission of Inquiry will give other Police victims, like myself, an opportunity to be heard.
Commissioner Chambers cannot be trusted to address Police’s culture problems.
In Chambers’ early 2025 Executive restructure; he gutted Police’s culture, leadership, people & service ‘top brass’. His restructure looked as if he believed the culture, leadership, people & service state of Police was fine – that the previous Executive structure was ‘addressing’ issues that did not exist. Chambers’ restructure put even less emphasis on addressing these major issues – hence, they are likely to get worse!
After the IPCA released their late 2025 McSkimming report, which heavily criticized PNHQ personnel’s integrity, Chambers response was along the lines of “Ok, I’ll establish a few more ‘junior’ National Integrity Unit role – problem solved”! As I experienced over 5 years, Police’s integrity issues are institutionised/much deeper than 1 unit!
Chambers has repeatedly stated to the media along the lines of “Police don’t have cultural or integrity issues – they went with the previous Executive as they left the organization”. As I experienced under his tenure, his claim is very wrong! For goodness sake, Chambers even binned a personal/private marked physical copy of my Police performance complaint couriered to him in March 2025!
As Chambers is in denial of & part of the cultural problems, he has to be directed by (& be accountable to) an Independent Commission of Inquiry laying out a roadmap as to the required steps to address Police’s super stubborn toxic tribal culture which values loyalty over integrity.
Click here to share & sign the Parliamentary petition for an independent inquiry into police culture