Secretary’s foreword
Pūrongo a te Tumu Whakarae

‘He toi whakairo, he mana tangata’.
Where there is creative expression, there is human dignity.

Katahi te whakatauākī ko tēnei. Ka riro māna te whāinga mahi o Manatū Taonga e whakaaweawe me te whakaaro nui e whakarāpopoto ki te kupu iti. Inā te koi o te rangatira nei, a Ahorangi Piri Sciascia nāna tēnei whakatauākī i waiho iho mai. Kāti nō mātau te whiwhi.

This is an insightful whakatauākī that speaks to the broad purpose of Manatū Taonga. Such is the wisdom of the late Professor Piri Sciascia who left this taonga for us to reflect upon.

I’m pleased to present the 2024/25 Annual Report for Manatū Taonga Ministry for Culture and Heritage, which outlines our work to enable a thriving cultural system. We have three strategic priorities that guide our work as principal policy adviser to government on the arts, culture, heritage, media and sport and recreation sectors.

This year’s highlights reflect our priorities in action. Through the development of Amplify: A Creative and Cultural Strategy for New Zealand, we are taking an action-oriented approach to help our creative sectors grow and thrive. The significant find of a waka at Rēkohu Wharekauri Chatham Island may offer a rare opportunity to deepen our understanding of the peopling of the islands, and connections with Aotearoa New Zealand and the wider Pacific. Through our funding for Matariki, we’re enabling iwi, hapū and communities across the motu to come together in celebration and reflection. You can read about these initiatives, and more, in the report.

We have continued to build a stronger and more resilient cultural system that is informed by evidence, responsive to change and shaped by partnership . We’ve helped to deepen understanding of our country’s unique identity through caring for taonga and support for storytelling that bring histories to light. By working with and through funded cultural agencies, we’ve also supported more New Zealanders to engage with culture in meaningful ways, whether it be through events, local content, creative initiatives or heritage experiences.

This year has not been without its challenges. The Ministry has gone through structural change as a result of reduced funding and we’ve had to make some tough decisions. Our changes align with our core purpose as the Government’s principal adviser on the cultural system, and enable us to continue to work closely with government-funded cultural agencies and sector partners to achieve outcomes for New Zealanders.

I want to thank all those we’ve worked alongside this year. You are vital to the strength of the cultural system of Aotearoa New Zealand.

I also want to thank the team at Manatū Taonga for their commitment, expertise and drive to deliver for New Zealanders, often in complex and changing environments.

As we look ahead, I’m confident that the cultural system will collectively work to continue making a positive impact across our country.

Ki te puāwai te ahurea
Ka ora te iwi 
Culture is thriving 
The people are well.

Ngā manaakitanga

Leauanae Laulu Mac Leauanae 
Tumu Whakarae
Secretary for Culture and Heritage and Chief Executive

Progress on strategic intentions 
Kokenga ki ā mātou whāinga rautaki

Our strategic intentions

The Ministry stewards the cultural system to make a difference for New Zealanders. This is reflected in our vision statement:

Ki te puāwai te ahurea, ka ora te iwi. Culture is thriving, the people are well.

In the Ministry’s Strategic Intentions Koromakinga Rautaki 2025–2029 three strategic priorities were identified to guide us through the medium-term. Our strategic priorities ensure we focus our efforts and resources on meeting government and ministerial priorities for the cultural system and making short to medium term progress towards achieving the Ministry’s long-term strategic outcomes.

Our long-term outcomes are to have higher cultural participation rates in targeted communities, and a cultural system that is inclusive, reflective, sustainable and resilient. On the following pages, we explain how the Ministry’s work during 2024/25 has contributed to our long-term outcomes.

Our strategic outcomes

1. The cultural system is sustainable and resilient
2. Inclusive and reflective cultural system
3. Higher cultural participation rates in targeted communities

Our strategic priorities

1. Strengthening the cultural system
2. Increasing understanding of our unique identity
3. Increasing active participation

Summary of key statistics

In each section of this report, you’ll find insights and data relating to the Ministry outcomes. This information is provided at both a national and a programme level, with reference to recent research. Here is a summary of the key data.

Government support:

• $438 million government investment through Vote Arts, Culture and Heritage for FY2024/25
• + $148 million lottery profits directly allocated to four bodies: Creative New Zealand, New Zealand Film Commission, Ngā Taonga Sound & Vision, Sport New Zealand.

The arts and creative sector contributes[1]:

• $17.5 billion (4.2% of GDP) contribution of the arts and creative sector to the New Zealand economy (Infometrics Arts and Creative Sector Profile 2024)
• 0.3% decline in the contribution of the arts and creative sector to GDP compared to 1.4% growth for the whole economy (Infometrics Arts and Creative Sector Profile 2024)
• 117,912 people have their primary employment in the arts and creative sector (Infometrics Arts and Creative Sector Profile 2024). Arts and creative sector employment grew by 0.8% in 2024, compared with overall New Zealand growth of 2.2%.
• 37,504 businesses in the arts and creative sector (Infometrics Arts and Creative Sector Profile 2024). The number of businesses in the sector grew by 0.7% in 2024, compared with a growth of 0.9% for the total economy.
• 11,129 Māori had their primary employment in the arts and creative sector (Infometrics Arts and Creative Sector Profile 2024) [2] . Māori employment in the arts and creative sector grew by 1.2% in 2024, compared with overall growth of 2.2% growth for the total economy.
• 2.3 billion tourism expenditure on cultural, recreation, travel and tour services in the year to March 2024, (Stats NZ, Tourism satellite account, year ended March 2024)

Ministry outcome: The cultural system is sustainable and resilient

Strategic priority: Strengthening the cultural system
Our ambition: The cultural system is strong and thriving

A strong and thriving cultural system is one that can adapt, endure and grow. It supports creative expression, preserving heritage and enabling participation across generations. The Ministry is focused on strengthening the cultural system by working in partnership with the sector to build long-term resilience, improve coordination across government and create conditions for innovation and sustainability.

To deliver on this ambition, the Ministry is leading the development of the creative and cultural strategy for government – Amplify, and setting out how we can better coordinate investment, support creative careers and grow trade and investment opportunities. We are also strengthening the cultural evidence base, fulfilling Treaty settlement commitments, improving the way we manage cultural assets and infrastructure, and modernising legislation to ensure it remains fit for purpose and responsive to the needs of the sector.

Recent data highlights the importance of this work. We’ve seen the impact of challenges, with media sector GDP contributions decreasing by – 1.9 per cent, affecting the overall GDP rate of the arts and creative sector. We have embarked on policy work to address the ongoing challenges in the media space. When looking at the arts sector only, the GDP contribution grew by 2.5 per cent compared to the year ending March 2023.

The heritage sector alone contributes $5.1 billion to New Zealand’s GDP (1.2 per cent of the total economy) and supports over 35,000 jobs . With employment in the sector expected to grow to over 39,000 by 2030, building a resilient and well-supported system is critical to sustaining this momentum.

Data demonstrates the current state of the arts and creative sector[3]:

• 0.7% annual business growth in the arts and creative sector
• -0.3% annual growth in GDP contribution in the arts and creative sector
• $167,188 labour productivity in the arts and creative sector (GDP per FTE)
• 2.2% annual growth in labour productivity in the arts and creative sector (GDP per FTE, five-year average)

Case studies

The following projects highlight how Ministry efforts are helping to strengthen the cultural system by supporting recovery, building capability and laying the foundations for a sustainable cultural future.

Amplify: shaping a national strategy for a thriving cultural system

Over the last year, the Ministry led public engagement on Amplify: A Creative and Cultural Strategy for New Zealand, which outlines how the government will support our creative and cultural sectors to 2030. This flagship initiative responds to the Minister for Arts, Culture and Heritage’s priority to establish a coordinated, future-focused approach to strengthening the sector.

Amplify is built on three strategic pillars:

• Investing for maximum impact
• Nurturing talent
• Reducing barriers to growth

Public consultation opened in November 2024, inviting feedback on the strategy’s proposed targets, pillars and workstreams. More than 700 submissions were received, with over 100 people participating through in-person workshops across the motu. This engagement provided valuable insights into the sector’s priorities and challenges.

Following consultation, the Ministry analysed submissions and published a summary of submissions in early 2025. Feedback informed advice to the Minister on potential revisions and areas of focus, helping to ensure the strategy reflects the needs and aspirations of those working within the cultural system. 

Cabinet has now agreed to the strategy, and the latest Amplify was released on 28 August 2025. Amplify is a living strategy we adapt over time to keep it relevant and responsive to the changing environment, including updates to government priorities.

Modernising our media: public engagement on Media Reform

In 2024/25, the Ministry led public consultation on Media Reform, a key initiative aimed at modernising New Zealand’s media legislation.

The current regulatory framework no longer reflects how media content is produced, distributed or consumed which prompted the need for changes to media legislation. The proposed changes aim to:

• Create a modern and fit for purpose regulatory and funding environment, and
• Support a healthy and sustainable media and content production sector that delivers for New Zealand audiences.

The Media Reform discussion document outlined five draft proposals designed to strengthen and modernise New Zealand’s media and content production sector. These included:

• Ensuring accessibility of local media platforms
• Increasing investment into and discoverability of local content
• Increasing captioning and audio description
• Modernising professional media regulation, and
• Streamlining Crown content funders.

These proposals aimed to create a healthier, more sustainable media environment that better serves New Zealand audiences and supports the long-term viability of local content creators.

Public consultation took place in February-March 2025, with close to 200 submissions received. This feedback is now informing policy development as the Ministry works to support the Minister in refining the proposals. Any final decisions will require Cabinet approval.

This work contributes to the Ministry’s strategic priority of strengthening the cultural system by ensuring that media legislation supports innovation, accessibility and resilience, laying the groundwork for a thriving media landscape that reflects and serves New Zealand’s diverse communities.

Bringing world-class exhibitions to New Zealand through the Indemnity Scheme

A resilient and sustainable cultural system is one that connects New Zealanders with diverse artistic and cultural experiences, both local and international. Since the 1990s, the Government Indemnity for Touring Exhibitions Scheme has played a key role in enabling galleries and museums to host significant international exhibitions that would otherwise be financially out of reach.

By reducing the cost of insurance, the scheme makes it possible for institutions to bring major exhibitions to New Zealand, enriching the cultural landscape and expanding access to global art and history. Past exhibitions have included the Terracotta Warriors, treasures from Ancient Greece, and works by European and contemporary masters. To date, no indemnity claims have been made, and hundreds of thousands of New Zealanders have experienced these exhibitions without needing to travel overseas.

In 2024/25, the Ministry supported Auckland Art Gallery Toi o Tāmaki with the indemnification of A Century of Modern Art, a landmark exhibition from the Toledo Museum of Art in Ohio. Featuring iconic works by Claude Monet, Pablo Picasso and Vincent van Gogh, the exhibition traced the evolution of modern art from the Impressionists to contemporary abstraction.

These exhibitions not only deepen public engagement with the arts but also help cultural institutions grow their audiences and diversify revenue streams, making them more resilient in a changing environment. The Ministry works closely with galleries, museums, sector partners and the Treasury to ensure the scheme continues to support meaningful cultural experiences for New Zealanders.

Embedding heritage in Resource Management Reform to strengthen the cultural system

A sustainable and resilient cultural system depends on strong policy foundations that recognise and protect New Zealand’s heritage. Over the last year, the Ministry played a key role in supporting the Government’s Resource Management Reform by providing advice to Ministers on how proposed changes could impact historic heritage places.

Led by the Ministry for the Environment, the reform has a significant impact on the way in which places with heritage value are managed and protected in New Zealand. As the government’s principal adviser on heritage matters, the Ministry worked closely with officials at the Ministry for the Environment to ensure that heritage values were considered throughout the reform process, and that the new system would support positive outcomes for heritage.

Our advice spanned multiple phases of the reform, including input into the Fast-track Approvals Act 2024, which intersects with regulatory processes undertaken by Heritage New Zealand Pouhere Taonga.

By advocating for heritage within broader reform, the Ministry is helping to future-proof the cultural system, ensuring that it remains responsive, inclusive and protective of the places and stories that shape our national identity.

Looking ahead: preparing the cultural system for a digital future 

To help ensure the cultural system remains sustainable and resilient in the future, the Ministry currently produces a Long-term Insights Briefing (LTIB) every three years. Our latest LTIB explores how artificial intelligence and other digital technologies may reshape creative expression, content distribution and cultural preservation in New Zealand (‘Culture in the digital age: How will technology change the way New Zealanders create, share and protect their stories in 2040 and beyond?’).

The LTIB is structured around three key domains – Create, Share, and Protect. It considers how digital tools are transforming creativity, how content is distributed and trusted, and how we can safeguard our stories and taonga for future generations. It also identifies external drivers likely to reshape the cultural system by 2040, including demographic shifts, declining institutional trust and accelerating cyber risks.

The Ministry assessed a range of policy options across these domains, evaluating their effectiveness, equity, feasibility and risk. Public engagement and sector workshops helped shape the work, using future scenarios to explore how culture might evolve under different technological, social and geopolitical conditions.

By anticipating long-term change and identifying proactive responses, the LTIB supports a cultural system that is future-ready and able to adapt, innovate and continue enriching the lives of New Zealanders. The final LTIB will be released in 2025/2026.

Supporting artists through resale royalties

A sustainable cultural system is one where artists can thrive across their careers, not just at the point of sale. In December 2024, New Zealand launched the Artist Resale Royalty Scheme, allowing visual artists (or their estates) to receive a share of the proceeds when their original works are resold, both in New Zealand and in reciprocating countries.

The Ministry developed the legislative framework for the scheme and now monitors its administration. In mid-2024, the Minister for Arts, Culture and Heritage appointed Copyright Licensing New Zealand as the collection agency, with responsibilities later transferred to Resale Royalties Aotearoa, a wholly owned subsidiary.

The scheme has already shown strong early impact. Between 1 December 2024 and 30 June 2025, over $415,000 in royalties were collected from 592 resales, benefiting 227 artists. These returns provide meaningful financial support and help artists sustain their creative practices.

By aligning with international best practice, the scheme strengthens the long-term sustainability of New Zealand’s art market, ensuring artists continue to benefit from the value of their work over time. It’s a step toward a more equitable, sustainable and resilient cultural system.

Investing in infrastructure: strengthening cultural resilience through regional projects

Strategic investment in cultural infrastructure plays a vital role in the long-term sustainability and resilience of New Zealand’s cultural system. Through the Regional Culture and Heritage Fund (RCHF), the Ministry supported significant capital projects that enabled regional institutions to preserve heritage, foster creativity and serve their communities.

Two major projects were completed this year and reopened to the public. In Whanganui, the Sarjeant Gallery underwent a transformative redevelopment, including seismic strengthening of its Category 1 heritage building and the addition of a new north wing co-designed with Te Kāhui Toi o Tūpoho. The gallery has welcomed over 100,000 visitors since reopening in November 2024. The Ministry contributed $10 million to this project through the RCHF.

In Christchurch, the Court Theatre returned to the city centre after more than a decade, as part of the Performing Arts Precinct – Te Whare Tapere. The Ministry supported the new facility with a $3 million contribution. This community-focused building includes multiple theatre spaces and has been designed with sustainability in mind, featuring a thermal envelope and water-efficient fixtures, reducing energy use and operating costs while enhancing long-term resilience.

These projects demonstrate how targeted investment can strengthen the cultural system by improving infrastructure, supporting regional access and enabling institutions to thrive. They reflect the Ministry’s commitment to building a cultural landscape that is not only vibrant and diverse, but also sustainable and future-ready.

Ministry outcome: Inclusive and reflective cultural system

Strategic priority: Increasing understanding of our unique identity
Our ambition: More people understand who they are and where they are from.

A more inclusive and reflective cultural system begins with understanding who we are and where we come from. The Ministry is committed to increasing public awareness of New Zealand’s unique identity by supporting initiatives that honour our shared histories, care for our taonga, elevate diverse narratives and strengthen the relationships at the heart of Te Tiriti o Waitangi. Foundational to this work is the belief that the arts help define who we are as a nation – and based on 2023 findings, 63% of New Zealanders agree .

To deliver on this ambition, the Ministry supports commemorations that deepen understanding of Te Tiriti o Waitangi, enables the care and protection of taonga tūturu, historic assets and national taonga, and invests in storytelling that explores Treaty settlements and their enduring impact.

The Ministry also lead the delivery of Te Rā Aro ki a Matariki, shares Pacific histories such as the Dawn Raids, and oversees the creation of national memorials, including the National Erebus Memorial. Each initiative contributes to a cultural landscape that reflects the diversity of New Zealand and invites active engagement with our collective identity.

Findings, highlight how New Zealanders see the value of the arts in telling a national story[4]:

• 72% of New Zealanders think the arts should reflect New Zealand’s cultural diversity
• 63% of New Zealanders agree the arts help define who we are as New Zealanders
• 78% of Māori feel Ngā Toi Māori / Māori arts and crafts is an important way of connecting with their culture and identity
• 75% of New Zealanders see Matariki as a chance to celebrate the culture, people, and stories of Aotearoa .

Case studies

The following stories highlight how Ministry efforts are helping more people connect with their heritage, understand the enduring impact of our histories and participate in shaping a shared and inclusive national narrative for New Zealand.

Unearthing history: waka find on Rēkohu Wharekauri Chatham Island

Last year, the partial remains of a waka were found on a remote stretch of coastline on Rēkohu Wharekauri Chatham Island. This find is of national and international significance and offers a rare opportunity to deepen our understanding of the origins of the peopling of the islands, New Zealand and the wider Pacific.

In early 2025, the Ministry with support from the landowners and the Department of Conservation, undertook a partial archaeological excavation to recover exposed waka pieces and to learn more about the site. The excavation was supported by imi, iwi and the wider Rēkohu Wharekauri community, with many contributing to the excavation and conservation efforts.

To further explore the cultural and historical significance of the find, the Ministry commissioned a panel of experts in whakairo, voyaging, waka construction, weaving and tikane/tikanga to visit the site. Their report, He Waka Tipua, reinforces the uniqueness of the find and its potential to reshape narratives about the origins of peopling of the islands and Pacific.

The Ministry will present the final archaeological report to imi, iwi and Heritage New Zealand Pouhere Taonga in early 2026. In the meantime, it is supporting an application to Te Kooti Whenua Māori (the Māori Land Court) to determine ownership under the Protected Objects Act 2006.

This significant find not only enriches our understanding of New Zealand and the Pacific’s unique identity, but it also highlights the importance of community-focused heritage work and the enduring connections between people, place and history.

Sharing Pacific histories: increasing understanding of the Dawn Raids

Over the last year, the Ministry advanced its commitment to increasing understanding of New Zealand’s unique identity by supporting the sharing of Pacific histories – particularly the Dawn Raids, a significant and painful chapter in New Zealand’s recent past. This work responds to the Governments 2021 apology and aims to promote healing, reconciliation and greater public awareness. 

A key milestone in 2024/25 was the launch of an online space featuring over 300 resources, a new historical timeline and original digital artwork by Noelle Moa. With over 27,000 views and 10,000 active users in 2024/25, it is clear that New Zealanders are engaging with the legacy of the Dawn Raids in accessible and meaningful ways.

To mark the 50th anniversary of the Dawn Raids, the Ministry partnered with Te Papa to deliver a year-long programme of community-centred Talanoa. The Ministry also led the delivery of the exhibition ‘Ua Tafa Mai Ata – the darkness is moving away by artist Liana Leiataua at Toi Pōneke. This was delivered in collaboration with Te Papa, Liana Leiataua, Pasifika youth, and historians, who also presented a public lecture on the project’s historical context.

To scope and shape the ongoing work for the Dawn Raids programme, the Ministry has continued to connect with communities and agencies across the country and internationally. These Dawn Raids initiatives reflect the Ministry’s commitment to inclusive storytelling and ensuring Pacific histories are recognised, remembered and shared.

Supporting recognition through the Anzac Day Amendment Bill 

One of the most direct ways the Ministry contributes to an inclusive and reflective cultural system is through the legislation it administers. Over the last year, the Ministry has worked closely with Veterans’ Affairs New Zealand (Veterans’ Affairs) to support changes to the Anzac Day Act 1966, ensuring that more New Zealanders who have served are formally recognised in official Anzac Day commemorations.

New Zealanders deeply appreciate the courage, commitment, and sacrifice of service personnel, past and present. While Anzac Day remains a powerful national tribute to the courage and sacrifice of our service personnel, the current legislation does not specifically acknowledge service in conflicts after 1966. As a result, many veterans who have served our country in the decades since remain unrecognised under the Act.

The proposed amendment to the Act seeks to address this gap, reflecting a more inclusive understanding of New Zealand’s military history and the people who have shaped it.

The Ministry has worked with Veterans’ Affairs to assist the Foreign Affairs, Defence and Trade Select Committee in their consideration of the Bill. The Anzac Day Amendment Bill is expected to be passed before Anzac Day 2026.

This work supports understanding of our unique identity by ensuring that national commemorations reflect the full scope of New Zealand’s service history. It reinforces the importance of inclusive storytelling in shaping how we remember, honour, and understand our collective past.

Partnering with iwi to share Treaty settlement stories: Te Tai Whakaea

This year, Te Tai Whakaea continued to evolve as a collaborative platform for iwi-led storytelling, focusing on the enduring impact of Treaty settlements. The Ministry worked alongside Ngaa Rauru Kiitahi, Raukawa , Te Arawa River Iwi Trust and Ngāti Pūkenga to progress the research and delivery phase of their respective settlement stories.

The Te Tai process is deeply collaborative. Ministry researchers, historians, and digital production staff work with iwi partners to interpret historical material, shape narratives and co-create content for websites and documentaries. These relationships have been built on trust, respect, and a shared commitment to telling stories that are meaningful and accessible to iwi.

Iwi partners have expressed appreciation for the Ministry’s support in enabling storytelling that reflects their unique perspectives and specific context. Iwi noted the Ministry’s understanding of the complexities of Treaty settlement processes and its dedication to ensuring these histories are passed on to rangatahi and mokopuna as taonga for future generations.

Through Te Tai, the Ministry is helping to strengthen public understanding of New Zealand’s Treaty history and the diverse experiences of iwi across the motu. This work supports understanding of our unique identity by ensuring that the stories of settlement, resilience and renewal are preserved and shared in ways that honour their significance.

Toitū te whenua; whatungarongaro te tangata. Ko Te Tai Whakaea te maunga kōrero ākōkō ake nei.

Erebus 45 years on: honouring lives lost and deepening public understanding

In the lead up to the 45th anniversary of the Erebus disaster, the Ministry supported a national social media campaign to reflect on the country’s most significant aviation tragedy. On 28 November 1979, Air New Zealand flight TE901 crashed into Mt Erebus in Antarctica while on a sightseeing tour, claiming the lives of all 257 people on board.

The Ministry worked with Erebus families and members of Operation Overdue to share Erebus Stories. The stories were written in the authors’ own words, and are hosted on NZ History , sitting alongside historical content and resources about the crash and its aftermath.   

Reflections on Erebus (NZ History)

Erebus Stories’ major focus is the people on board flight TE901 or involved in the recovery and investigation. Erebus family members wrote about who their loved ones were – their families, hobbies, careers and relationships. Operation Overdue members wrote about the gruelling conditions they worked in, their part in helping recover those lost, and the impact on them at the time and in the years since.   

These stories were shared through a dedicated social media campaign, which reached more than 80,000 people, offering an opportunity to honour those lost and deepen public understanding of the human impact of the disaster.

This campaign helped shift public attention, from technical aspects of the crash and its controversial aftermath, to the lived experiences of those most affected. Having a digital home for the stories made them more accessible, with Erebus family members noting this was one of the few things available on the internet about their loved ones. This approach supported increased understanding of our unique identity by fostering empathy, connection and a deeper appreciation of shared history.  

Honouring service and sacrifice through national commemorations

Pukeahu National War Memorial Park continues to serve as New Zealand’s national place of remembrance. Each year, thousands of people gather to reflect on New Zealand’s experiences of war, conflict and peacekeeping. Through commemorations held at Pukeahu and across the country, the Ministry supports a cultural system that is inclusive, reflective and grounded in shared history. 

Anzac Day at Pukeahu remains an annual cornerstone of national remembrance. This year’s ceremonies also marked the 80th anniversary of the end of the Second World War with a special message from His Majesty King Charles III read by the Governor-General HE Dame Cindy Kiro. A twilight ceremony at the Tomb of the Unknown Warrior on 8 May offered a poignant moment to honour the end of the Second World War in Europe (VE Day).

Beyond annual commemorations, the Ministry supported milestone events that broadened public understanding of New Zealand’s service history. The 25th anniversary of deployments to Timor Leste was marked with the first national commemoration for veterans of that conflict, attended by hundreds and delivered in partnership with the New Zealand Defence Force, Veterans’ Affairs and the Visits and Ceremonial Office.

The 75th anniversary of New Zealand’s involvement in the Korean War also drew a significant turnout, with many veterans and families travelling from outside of Wellington to commemorate in the capital.

While international visits to Pukeahu were reduced due to earthquake strengthening of the Carillon Tower in the National War Memorial, the Ministry was honoured to host dignitaries including the President of India and military leaders from the United States, Singapore and Canada.

These commemorations deepen public understanding of New Zealand’s unique identity and ensure that the stories of service and sacrifice continue to be recognised and remembered.

Ministry outcome: Higher cultural participation rates in targeted communities

Strategic priority: Increasing active participation
Our ambition: The benefits of active participation in the arts are experienced by more people, more often.

Active engagement and participation in arts, culture, heritage and media plays a vital role in contemporary society. It fosters individual wellbeing, strengthens social cohesion, and celebrates and recognises the diverse identities that shape New Zealand. 
The Ministry is focused on increasing participation among communities, including those who have historically faced barriers to access, so the benefits of cultural engagement are shared more widely and equitably.

Evidence shows that regular participation in extra-curricular creative arts activities grows significantly as children age, from 50.4 per cent at age 8 to 79.9 per cent at age 12[5]. This kind of engagement can be associated with stronger social and relation ties, better physical health, improved school engagement and a deeper sense of ethnic identity. This highlights the importance of sustained opportunities for participation during children’s formative years.

By working alongside and collaborating with education providers, cultural agencies and our sector partners, we support the development of creative and cultural talent, identifying and addressing barriers to participation, and creating opportunities for New Zealanders to connect and contribute to our cultural landscape, both in New Zealand and globally.

Existing and recent findings highlight how New Zealanders are participating in arts, culture, heritage and media[6]:

• 97% of adult New Zealanders participated in arts, culture, heritage and media activities over a three-month period.
• 60.8% of 12-year-olds participated regularly in extra-curricular community-based activities [7]
• 79.9% of 12-year-olds participated regularly in extra-curricular creative arts activities
• 79.6% of 8-year-olds and 87.8% of 12-year-olds participated regularly in extra-curricular sport activities

Case studies

The following examples illustrate how this strategic priority ‘increasing active participation’ is being realised in practice, highlighting initiatives that have successfully expanded access and deepened engagement across targeted communities.

Celebrating unity and tradition throughout New Zealand: Matariki mā Puanga

In 2025, New Zealand marked its fourth year of the national celebration of Matariki with the theme ‘Matariki mā Puanga – celebrating together’. This theme honoured the diverse ways New Zealanders and iwi observe the Māori New Year, whether through the rising of stars Matariki (Pleiades) or Puanga (Rigel).

This year’s nationally broadcast hautapu ceremony, hosted by Ngāti Rangi at Tirorangi Marae in Tangiwai was the first to be held at a marae, bringing a sense of ease, authenticity and community connection.

72 per cent of New Zealanders think that Matariki brings people and communities together, and this was demonstrated in 2025 through Aotearoa-wide participation[8]. Matariki mā Puanga introduced New Zealanders to Puanga, a star of special significance for iwi on the West Coast of the North Island. The leadership of Ngāti Rangi highlighted the depth of Māori astronomy and gifted the nation with a better understanding of the place of Puanga in Māori traditions and seasonal ceremonies. This contribution strengthens our national identity and increases cultural participation by making mātauranga Matariki and mātauranga Māori more visible and accessible to New Zealanders.

Early engagement with host iwi Ngāti Rangi ensured a strong collaboration that achieved great cultural impact. Participation in the hautapu ceremony was widespread, locally and globally. Hundreds gathered in person at dawn, including iwi, local communities, government and European ambassadors. Tens of thousands tuned in to the live broadcast of the hautapu, and hundreds of thousands of people viewed, posted and shared content on social media.

The Ministry played a key role supporting the ceremony, whether that was through coordination, funding and communications, or partnering with Te Māngai Pāho  to ensure nationwide access to the hautapu.

Work on Matariki continues to deepen public engagement across the motu, fostering inclusive participation and shared celebration. In 2024 more than 228,000[9] people watched the Kāi Tahu-hosted hautapu ceremony live on TVNZ, Whakaata Māori, Sky and online, and the Mānawatia a Matariki social media campaign received 10 million views across its channels.

Each year we are reminded that Matariki is more than a holiday – it is a time to gather, honour the past and look forward to the future.

Bringing ballet to every corner: the RNZB’s education programme inspires a new generation

From city theatres to rural school halls, the Royal New Zealand Ballet’s education programme continued to flourish over the last year, reflecting the company’s long-standing commitment to making ballet accessible, inclusive and inspiring for all New Zealanders.

A highlight this year was the education component of the RNZB’s regional touring programme Tutus on Tour, which brought free school performances and creative dance workshops to more than 7,500 students across seven regions. In some cases, these events may have been children’s first experiences of live ballet, sparking creativity and connection through movement.

The programme’s strength lies in its reach and adaptability. In 2025, the RNZB expanded its curriculum-aligned resources for teachers, enhancing learning beyond the stage. It also continued to grow its support for neurodiverse learners and accessible performances for disabled communities, reinforcing the ballet’s commitment to equity and inclusion.

The Ministry’s funding and strategic investment have supported the RNZB to extend its education outreach and collaborate with local schools, grassroots organisations, dance teachers, and regional arts organisations. The ballet has also consolidated its digital delivery options developed during Covid to facilitate remote teaching and learning.

The RNZB’s education programme directly increases active participation, including in targeted communities. As part of its internal quality assurance processes, the RNZB conducted post-education user surveys which showed that teachers observed increased student confidence, creativity, and cultural engagement. Notably, 92 percent of participants reported feeling more connected to the arts after attending a workshop or performance.

Funding of Creative Spaces leaves legacy

The completion of the Creative Arts Recovery and Employment (CARE) Fund in December 2024 marked a significant milestone in expanding access to arts participation across New Zealand. Delivered in partnership with Arts Access Aotearoa, the $18 million initiative supported 54 creative spaces over three years, enabling thousands of New Zealanders to engage meaningfully in arts and cultural activities.

Creative spaces provide inclusive environments for many people who face barriers to participation. The spaces help people to express themselves, build skills and connect through creativity. Participants include people who are d/Deaf or hard of hearing, blind or low vision, neurodiverse, physically impaired, experiencing mental distress, or facing age-related, social or cultural isolation. By funding creative spaces, the CARE Fund directly supported our strategic priority to increase active participation, ensuring more people experience the benefits of cultural participation and more often.

The impact of funding creative spaces has been profound. Released in early 2025, Te kaha o ā tātou mahi The power of our work report highlights the impact and legacy of this multi-year funding. It shows that the funding enabled creative spaces to employ more staff, support career pathways and professional development, and form strategic partnerships and deeper connections with communities. Funding helped spaces to employ 1,500 professionals, support more than 500 participant volunteers and enable more than 200 people to transition into paid employment.

Creative spaces were also able to expand their services, reduce pressure on other social services, and provide care and access for people who face barriers to participation. Attendance at creative spaces rose from 11,000 in 2019 to around 40,000 in 2024 – a 246 per cent increase. An additional 120,000 whānau, companions and support people were also positively affected by participation in creative spaces.

The impact of this funding on New Zealanders, and the legacy it has created has improved inclusion, empowerment and cultural access.

Te Matatini o Te Kāhui Maunga: largest kapa haka festival drives cultural participation nationwide

Held in Ngāmotu New Plymouth from 25 February to 1 March 2025, Te Matatini o Te Kāhui Maunga was the largest kapa haka festival in New Zealand’s history, drawing thousands of performers, supporters, and spectators from across the motu. The festival showcased the pinnacle of kapa haka excellence while celebrating te reo me ōna tikanga Māori (language and cultural practices) in a deeply immersive and inclusive environment.

While the national kapa haka competition was the centrepiece, the festival’s impact extended far beyond the stage. It generated a direct economic contribution of nearly $24 million to the Taranaki region and received an audience satisfaction rating of 9 out of 10.

This year saw a notable increase in attendees reporting that Te Matatini expanded their knowledge of Māori culture and deepened their interest in te ao Māori.[10] The festival also strengthened community ties, with local marae, schools, and businesses playing key roles in hosting and supporting manuhiri.

The Ministry’s core funding and strategic support aided the delivery of this large-scale event, aligning with its priority to increase active participation. By creating space for Māori cultural expression and connection, Te Matatini continues to foster engagement across diverse communities. 

Enabling deep community engagement through oral histories

Now in its 35th year, Ngā Kōrero Tuku Iho, New Zealand Oral History Grants continue to be a mechanism for increasing cultural access and participation across New Zealand. By supporting community-led oral history projects, the programme amplifies voices from targeted communities to actively engage in the creation and preservation of cultural narratives. These projects offer opportunities for individuals to participate as storytellers, researchers, and audiences, building capability, fostering inclusion and strengthening connections to identity and place.

The grants support the Ministry’s strategic priority to increase active participation, particularly among communities whose histories may be underrepresented. A recent survey of past recipients of Ngā Kōrero Tuku Iho confirmed the programme’s positive impact, highlighting its role in enabling cultural preservation, skill development, and meaningful community engagement.

In 2024, Gordon Jackman received funding to document the 30-year history of the Supported Life Style Hauraki Trust in Thames, an organisation providing residential and social support to people of mixed abilities. Gordon conducted 15 interviews and archived the project for public access, creating a valuable resource for the community and New Zealand’s growing oral history practice.

The Ministry awarded 12 grants in 2025 totalling $101,075.00, supporting projects on broad social history topics including disability, caregiving and assisted dying, Korean intergenerational storytelling, ice skating, Pacific women in Porirua, queer homemaking and kaitiaki of te taiao (environmental guardians).  

Utaina is complete: unlocking access to New Zealand’s audiovisual heritage

Ngā Taonga Sound & Vision’s landmark digitisation project, Utaina, is complete as of June 2025. This marks a major milestone in preserving and unlocking access to New Zealand’s Crown-owned audiovisual heritage.

The project digitised over 400,000 at-risk magnetic media items, including video and sound tapes from the TVNZ and RNZ archives, National Library, and Archives New Zealand. It is globally accepted that without digitation, content that is recorded on fragile and obsolete formats, is at risk of being lost within a decade.

Utaina is a collaborative project between Ngā Taonga Sound & Vision, Archives New Zealand and the National Library and is the largest audiovisual digitisation project ever undertaken in New Zealand, and one of the largest in the world. The project reflects the shared commitment of our national heritage organisations to protect and make accessible the stories, identities and histories of New Zealand. Collaboration between the agencies has been key to the project’s success, demonstrating the power of cross-agency partnerships.

Among the preserved items are rare Māori language broadcasts, historic news footage and iconic moments in New Zealand’s social and political life. The project’s digitisation partner, Memnon, established a state-of-the-art facility, helping to build local capability and upskill people in audiovisual preservation.

The Ministry’s support for Utaina contributes to the strategic priority of increasing active participation by safeguarding and making these taonga accessible. The impact of Utaina is enduring, ensuring that New Zealand’s diverse audiovisual heritage is preserved and available for current and future generations to explore, learn from, and connect with.

Stepping into Antarctica: Scott’s Hut in Virtual Reality (VR)

Throughout 2024 and 2025, the Scott’s Discovery Hut VR Experience has continued to captivate audiences across New Zealand and the world. Delivered by the Antarctic Heritage Trust and supported by the Ministry, this immersive experience brings New Zealand’s Antarctic legacy to life, offering a rare opportunity to step inside Captain Robert Falcon Scott’s historic 1902 hut on Ross Island, Antarctica.

Developed in partnership with Auckland-based tech company StaplesVR, the experience uses cutting-edge technology to overcome geographical barriers and makes Antarctica’s history accessible to thousands. The initiative particularly reaches communities and learners who may not otherwise have access to heritage experiences.

This year, the experience expanded internationally with a successful tour across the United Kingdom. At home, it travelled to schools, libraries, and community venues through the Trust’s Inspiring Explorers Education™ programme sparking curiosity, connection and empathy among young people and educators. Over the past year, more than 12,000 people participated in the VR experience, with thousands more engaging with online resources.

The Ministry supported the development and delivery of this experience through its funding agreement with the Trust, helping New Zealanders access and experience our Antarctic heritage in powerful new ways. By combining digital innovation and cultural storytelling, the experience demonstrates how technology can expand participation and deepen public engagement with our shared history.

Footnotes for this section

Our performance 
Whakatutukinga mahi

Implementing the Government’s priorities

Government and ministerial priorities

The Ministry has a role in delivering on the Government’s core strategic priorities such as ensuring efficiency and effectiveness in the public service, and lifting New Zealand’s productivity and economic growth, as detailed below:

• Strengthening leadership within arts, culture, heritage, media, and sports – ensuring the boards of government-funded cultural entities are well led and align with the Government’s priorities.
• Ensuring effective investment – Government investment is spent wisely on the things that make the biggest positive difference in the short- and long-term.
• Building the capability, resilience and sustainability of the arts, culture, heritage, media and sport sectors.

Reporting on ministerial priorities

Strengthening leadership within arts, culture, heritage, media, and sports

This was a significant priority for the Ministry in 2024/25. Ministers were supported with 49 board appointments, including six Chairs and one Deputy Chair position, across the Crown entities that the Ministry monitor.

Ensuring effective investment

In the Cabinet-approved Amplify: A Creative and Cultural Strategy for New Zealand, ‘investing for maximum impact’ is one of the strategy’s three key pillars. As this is an all-of-Government strategy, it is expected that all current and future government investment (not only from Vote Arts, Culture and Heritage) into the arts, culture, and heritage sectors is delivered in the most efficient means, providing real benefit for New Zealanders.

The Minister for Arts, Culture and Heritage will reference Amplify when setting expectations for cultural Crown entities – ensuring that New Zealanders get maximum value out of the funding they administer and ensuring that their investment plans are coordinated. Additional information is provided further into this report on the baseline savings and significant budget decisions.

Building the capability, resilience and sustainability of the arts, culture, heritage, media and sport sectors

Amplify: A Creative and Cultural Strategy for New Zealand includes several workstreams focused on building the capability, resilience and sustainability of the arts, culture and heritage sectors, including through governance training, improving the sustainability of cultural sector infrastructure, and developing succession planning for specialist roles within these sectors.

In addition to work outlined within Amplify, the Ministry is involved in legislative and policy work to support revenue growth. This includes progressing the Broadcasting (Repeal of advertising Restrictions) Amendment Bill 2025 exploring options for cost recovery in the heritage sector, and supporting Resale Royalties Aotearoa (the Artist Resale Royalty scheme collection agency) to provide royalties to artists which improves their career sustainability.

Significant Budget decisions

The status of significant initiatives funded since the 2023 election are summarised below. A significant initiative can be a new activity or the expansion of an existing activity. Cost pressure initiatives that sustain existing activities have been excluded.

Te Matatini – funding to support the Regional Development Model

This initiative was initially funded on a time-limited basis in Budget 2023. Ongoing funding was provided in Budget 2024 to grow the kapa hapa section with strong regional networks and development opportunities for practitioners.

Combined, new funding ($m) for each year of the forecast period is:

Funding is administered by provider Te Matatini Society Incorporated (Te Matatini).

Te Matatini supports regional rohe development through funding provided to communities. It works with each rohe on annual development plans to determine how the funding will reach those at the grassroots level. Kapa Haka experiences are then made available to New Zealanders through senior regionals, and primary and senior schools’ national competitions.

As a result of this initiative, direct funding for rohe development increased from $1.5 million in 2023 to $11.9 million in 2024 and $11.1 million in 2025. The conversion of time-limited to ongoing funding provides Te Matatini with confidence to work with rohe with a view to long-term growth.

Performance information for Te Matatini is available in its annual report and in the Minister’s Report on Non-Departmental Appropriations, which is available on the Parliament website.

Baseline savings 2024/2025

The Ministry’s departmental baseline was reduced by $0.111 million through the Budget 2024 Initial Baseline Exercise. To address this, savings were achieved by scaling back Crown-funded programmes. 
For non-departmental expenditure, the following baseline savings were made:

• Savings of $5 million from the closure of the Regional Culture and Heritage Fund
• A reduction of $3.900 million in funding for Matariki public holiday activities
• A reduction of $3.100 million in baseline funding to Sport New Zealand for the Tū Manawa Active Aotearoa programme
• A reduction of $1.347 million in payments to Ngā Taonga Sound & Vision for archive management services
• A reduction of $0.363 million in baseline funding to the NZ Symphony Orchestra
• A reduction of $0.405 million in baseline funding to the NZ Film Commission
• Savings of $0.400m from the wind down of the Covid-19 response and recovery programme

Reduction in expenditure on contractors and consultants

The Ministry achieved a reduction of $0.9 million in 2024/2025, which represents 4.7 per cent of total departmental workforce expenditure in 2024/25. This compares with expenditure of $8.2 million and $1.4 million for 2022/2023 and 2023/2024 respectively, which represents 27.5 per cent and 6.0 per cent of total departmental workforce expenditure in these years respectively.

The use of contractors and consultants in 2024/2025 enabled the Ministry to complete research and evaluation work on the impact of major programs to inform future work and to obtain an independent view of issues on behalf of the Minister.

Assessment of operations 

What we do

We lead government work in the arts, heritage, media and sports sectors and provide Ministers with advice on legislation, policy and sector development.

Our legislative responsibilities

We are a small Ministry with a wide remit. Our legislative responsibilities span a range of areas, from caring for protected objects of historical importance to supporting the observance of Matariki as a public holiday.

We are responsible for the care of war graves and memorials for casualties of the First and Second World Wars, including Pukeahu National War Memorial Park, and we lead national commemorations such as Anzac Day. We are responsible for directives on the half-masting of the New Zealand flag on government buildings, and issue guidance on rules of conduct and etiquette for the flying of the New Zealand flag.

We also have government responsibilities for 15 Crown-funded agencies such as Creative New Zealand, Radio New Zealand and Heritage New Zealand Pouhere Taonga.

This report focuses on our arts, culture and heritage portfolio (including media). More detail on the sports portfolio is available from the Sport New Zealand Ihi Aotearoa 2024/25 annual report.

Working closely with New Zealand’s cultural sectors

The Ministry is uniquely placed to provide system stewardship, bringing people together from across New Zealand’s cultural sectors to achieve greater impacts for the cultural sectors and the people and communities of New Zealand. The most recent assessment of the contribution of the arts and creative sector to New Zealand’s total economy is $17.5 billion, 4.2 per cent of the country’s Gross Domestic Product (GDP). Our Ministry’s expertise is critical to providing a whole-of-system view and an understanding of the issues and opportunities in the arts and creative sector. This is how we add value.

Our role as the government’s principal advisors on the cultural system means we take a short, medium and long-term view of opportunities and challenges, and lead a collective response to them.

One of the ways this stewardship approach works in practice is by regularly bringing together the chief executives of our cultural entities. This engagement enables the sharing of critical information about government expectations and programmes, and encourages shared approaches to common challenges and opportunities.

These connections have resulted in closer collaboration in areas such as cross-system support to strengthen the evidence base on the value of arts, heritage, media and sport. Over the past year, we’ve continued to partner with our funded cultural entities to develop Te Kāpehu – The Compass: a cultural system evidence framework | Manatū Taonga | Ministry for Culture and Heritage. This framework provides us with a shared language and structure to navigate data and evidence about our complex and dynamic cultural system. This will help us better understand the health and value of the cultural system, and support evidence-based, effective evidence-informed policy and decision-making.  

Te Kāpehu – The Compass: a cultural system evidence framework.

Year-end performance on appropriations 
Kōrero whakatutukinga mō ngā tāpuinga pūtea

Vote Arts, Culture and Heritage
- Policy advice, monitoring of funded agencies and ministerial servicing

Scope: The overarching purpose of this appropriation is to provide advice and other support to ministers in discharging their policy decision-making and other portfolio responsibilities.

What is intended to be achieved with this appropriation

This appropriation is intended to achieve improved cultural outcomes through the provision of high-quality advice to Ministers and related outputs such as ministerial servicing and monitoring of funded entities.

Policy advice

The provision of advice (including second-opinion advice and contributions to policy advice led by other agencies) to support decision-making by ministers on government policy matters relating to arts, culture, heritage and broadcasting.

Monitoring of funded agencies

Monitoring the Crown’s interests in sector agencies.

Ministerial servicing

Providing negotiated services to the Minister for Arts, Culture and Heritage, the Minister for Media and Communications and the Parliamentary Under-Secretary to the Minister for Media and Communications.

How well we delivered it

This section provides an assessment of our delivery against the performance measures set out in the Information Supporting the Estimates for 2024/25.

Policy advice, monitoring of funded agencies and ministerial servicing

Significant judgements involved in the measurement, aggregation and presentation of the result

The reported result is the average of the two ‘overall performance’ measures as rated by the four portfolio Ministers over the 2024/25 financial year.

Policy advice

Significant judgements involved in the measurement, aggregation and presentation of the result

The Ministerial satisfaction with the timeliness of advice is the average as rated by the three portfolio Ministers over the 2024/25 financial year.

Note 1 — Ministerial satisfaction measures
Ministerial satisfaction is calculated in accordance with Department of the Prime Minister and Cabinet guidance. This results in a ministerial satisfaction score between 1 and 5, with 1 being ‘Never’ and 5 being ‘Always’. The Ministry remains focused on building its capability to provide high-quality advice to Ministers and to strengthen all of its processes for serving Ministers. To support this, the Ministry has developed a Quality of Ministry Advice Plan for 2025/26. This plan introduces new internal processes and quality assurance measures, aimed at improving both the quality of our advice and Ministers’ satisfaction with our work.

Note 2 — Quality of written papers
The Ministry uses the New Zealand Institute of Economic Research Inc (NZIER) to assess papers. NZIER uses the Department of Prime Minister and Cabinet’s Policy Quality Framework to make its assessment. Papers are assessed on a scale of 1–5. An overall score of 3.4 means the Ministry is meeting the standards of the Policy Quality Framework.

Monitoring of funded agencies

Note 1 — Ministerial satisfaction measures 
Ministerial satisfaction is calculated in accordance with Department of the Prime Minister and Cabinet guidance. This results in a ministerial satisfaction score between 1 and 5, with 1 being ‘Never’ and 5 being ‘Always’. The Ministry remains focused on building its capability to provide high-quality advice to Ministers and to strengthen all of its processes for serving Ministers. To support this, the Ministry has developed a Quality of Ministry Advice Plan for 2025/26. This plan introduces new internal processes and quality assurance measures, aimed at improving both the quality of our advice and Ministers’ satisfaction with our work.

Ministerial servicing

Note 1—Ministerial satisfaction measures
Ministerial satisfaction is calculated in accordance with Department of the Prime Minister and Cabinet guidance. This results in a ministerial satisfaction score between 1 and 5, with 1 being ‘Never’ and 5 being ‘Always’. The Ministry remains focused on building its capability to provide high-quality advice to Ministers and to strengthen all of its processes for serving Ministers. To support this, the Ministry has developed a Quality of Ministry Advice Plan for 2025/26. This plan introduces new internal processes and quality assurance measures, aimed at improving both the quality of our advice and Ministers’ satisfaction with our work.

Vote Arts, Culture and Heritage 
- Heritage services

Scope: Management of new memorial projects, national monuments, war and historic graves; promotion of cultural events; administration of legislation and grants; research, writing and publication of New Zealand history and reference works, including Te Ara – The Encyclopedia of New Zealand.

What is intended to be achieved with this appropriation

This appropriation is intended to preserve New Zealand’s taonga, places and symbols of nationhood for present and future generations and engage audiences with, and improve access to, authoritative histories and other information about New Zealand.

How well we delivered it

This section provides an assessment of our delivery against the performance measures set out in the Information Supporting the Estimates for 2024/25.

Administer legislation to protect New Zealand cultural heritage

Significant judgements involved in the measurement, aggregation and presentation of the result

The reported result for suitable care and custody arrangements for newly found taonga tūturu is determined by a set criterion. For example, a public museum, a qualified archaeologist, an iwi, hapū or marae, a qualified conservator. Each care and custody arrangement is determined on a case-by-case basis.

Note 1—Upheld appeals on export applications 
Applicants may appeal to the Minister against a determination of the chief executive. An upheld appeal may indicate an issue with the Manatū Taonga process.

Maintain war graves and access to memorials and other places of national significance

Significant judgements involved in the measurement, aggregation and presentation of the result

The 2024/25 agreed plan for the National Erebus Memorial remained focused on identifying and securing a preferred site for the memorial. Despite investigation of a wide range of sites in Auckland, only one remains viable but ownership approval is unlikely in the short term. During the year the Ministry worked closely with Christchurch City Council to identify a further three potential sites on which feedback has been sought from families in July 2025.

Note 1 
Teachers were surveyed as to whether their experiences at Pukeahu National War Memorial increased their students’ understanding or awareness of New Zealand’s history, heritage, nationhood or citizenship. This resulted in a score between 1 and 5, with 1 being ‘Strongly disagree’, 3 being neutral and 5 being ‘Strongly agree’. The budget standard of 4 indicates that teachers surveyed ‘Agreed’ or ‘Strongly agreed’ with this statement.

Collect, preserve, and provide information on New Zealand and Māori history, society and culture

Significant judgements involved in the measurement, aggregation and presentation of the result

The management of the annual history programme is assessed on website content delivered, the completion of funding rounds and the hosting of school visits at Pukeahu National War Memorial Park.

Ministry websites include the Ministry’s corporate site, NZ History, Te Ara, 28 Māori Battalion, Vietnam NZ, Ngā Tapuwae, WW100 and Te Tai Treaty Settlement Stories.

Note 1 
Iwi involved in the programme are surveyed as to whether their research and publishing partnership with Te Tai increased their young people’s understanding or awareness of their history, identity and treaty settlement journey, and the capability of iwi to preserve and share their iwi stories. This results in a score between 1 and 5 with 1 being ‘Strong disagree’, 3 being neutral and 5 being ‘Strongly agree’. The budget standard of 4 means that the iwi surveyed ‘Agreed’ or ‘Strongly agreed’ with this statement.

Note 2 
The annual number of page impressions and total visits for the Ministry’s websites came in under our budget standards due to changes made to some Ministry websites this year, including the decommissioning of some sites and the separation of Te Tai from Te Ara to a standalone website, which have all contributed to a change in the expected number of visits recorded via Google Analytics.

Promote cultural events and significant commemorations

Note 1 — Ministerial satisfaction measures 
Ministerial satisfaction is calculated in accordance with Department of the Prime Minister and Cabinet guidance. This results in a ministerial satisfaction score between 1 and 5, with 1 being ‘Never’ and 5 being ‘Always’. The Ministry remains focused on building its capability to provide high-quality advice to Ministers and to strengthen all of its processes for serving Ministers. To support this, the Ministry has developed a Quality of Ministry Advice Plan for 2025/26. This plan introduces new internal processes and quality assurance measures, aimed at improving both the quality of our advice and Ministers’ satisfaction with our work.

Vote Arts, Culture and Heritage
– Ministry for Culture and Heritage Capital Expenditure PLA

Scope: Purchase and development of assets by and for the use of the Ministry for Culture and Heritage, as authorised by section 24(1) of the Public Finance Act 1989.

What is intended to be achieved with this appropriation

This appropriation is intended to achieve the renewal and upgrade of assets in support of the delivery of the department’s services.

How well we delivered it

An assessment of our delivery against the performance measures set out in the Information Supporting the Estimates for 2024/25

Capital Expenditure PLA

Note 1—Capital expenditure 
Capital spending of $52,000 was higher than the Supplementary Estimates forecast of $20,000. The main reason for the increased spend was the purchase of a shipping container to reduce ongoing lease costs for storage.

Vote Arts, Culture and Heritage
- Cultural Diplomacy International Programme

Scope: Management and delivery of an international cultural diplomacy programme through a series of projects and activities primarily focused on Asia and other regions where New Zealand is pursuing free-trade agreements.

What is intended to be achieved with this appropriation

This appropriation is intended to achieve an international cultural diplomacy programme increasing awareness of New Zealand’s culture overseas.

How well we delivered it

An assessment of our delivery against the performance measures set out in the Information Supporting the Estimates for 2024/25.

Cultural Diplomacy International Programm

Note 1 — Ministerial satisfaction measures 
Ministerial satisfaction is calculated in accordance with Department of the Prime Minister and Cabinet guidance. This results in a ministerial satisfaction score between 1 and 5, with 1 being ‘'Never’ and 5 being ‘Always’. The Ministry remains focused on building its capability to provide high-quality advice to Ministers and to strengthen all of its processes for serving Ministers. To support this, the Ministry has developed a Quality of Ministry Advice Plan for 2025/26. This plan introduces new internal processes and quality assurance measures, aimed at improving both the quality of our advice and Ministers’ satisfaction with our work.

Vote Arts, Culture and Heritage 
- Purchase advice and monitoring of sport and recreation Crown entities

Scope: Provision of purchase advice and monitoring of Sport New Zealand and Drug Free Sport New Zealand, including advice in relation to appointments to boards.

What is intended to be achieved with this appropriation

This appropriation is intended to achieve the provision of high-quality advice and monitoring on funded sports agencies to Ministers.

How well we delivered it

An assessment of our delivery against the performance measures set out in the Information Supporting the Estimates for 2024/25.

Purchase advice and monitoring of sport and recreation crown entities

Note 1 — Ministerial satisfaction measures 
Ministerial satisfaction is calculated in accordance with Department of the Prime Minister and Cabinet guidance. This results in a ministerial satisfaction score between 1 and 5, with 1 being ‘'Never’ and 5 being ‘Always’.

Our organisation
Tō mātau whakahaere

Workforce statistics

Employee numbers

Number of employees, full time equivalent (FTE) and headcount (HC) as at 30 June.

• Headcount: 143* (down from 151 in 2024 and 192 in 2023)
• Full time equivalent: 138.6 (down from 142.65 in 2024 and 182.2 in 2023)

* Does not include 3 employees on Parental Leave

Turnover

Core unplanned turnover for the year. This covers permanent employees only and excludes cessations due to the ending of fixed-term employment.

• Turnover: 8% (down from 18.8% from 2024)
• Public Service turnover in 2024: 11.9%

Tenure

Proportion of fixed-term employees and ongoing tenure (permanent) employees as at 30 June.

• Permanent: 95.8% (compared to 94% in 2024)
• Fixed term: 4.2% (compared to 6% in 2023
• Public Service 2024: Permanent 95.3%; Fixed term 4.9%

Length of service

• Average length of service for permanent employees by number of years as at 30 June: 6.2 years (compared to 5.3 years in 2024).
• The Public service average in 2024 was 8.0 years.

Service length breakdown

Average length of service for permanent employees by number of years as at 30 June.

Age

• Average age of employees as at 30 June: 44 (43.4 in 2024)
• Average age of employees for the Public Service as at 30 June 2024: 44.2

Age breakdown

Distribution of employees by age as at 30 June.

Gender

Proportion of females and males as at 30 June. The Ministry asks new employees to complete a personnel and payroll details form. The form includes a gender diverse option for the question, ‘What gender do you identify as?’, alongside female and male.

• Female: 64.3%  (60.3% in 2024)
• Male: 35%  (39.1% in 2024)
• Another gender: 1% (0.6% in 2024)

Public Service at 30 June 2024: Female, 61.9%; Male, 37.2%; Another gender, 0.9%

Annual leave and sick leave

Average annual leave balance per employee as at 30 June and the average sick leave taken per employee during the year, including leave for care of dependants.

• Sick leave: 7.1 (7.6 in 2024)
• Annual leave: 20.88 (12 in 2024)
• Public Service at June 2024: Sick leave, 10.2; Annual leave, 17.3.

Ethnicity

Ethnicity* of employees as at 30 June.

* Ethnicity numbers may not add up to 100% as people can identify with more than one ethnicity.

Manager information

Gender and ethnicity of leadership at Manatū Taonga as at 30 June. Tier 2 managers are those that report directly to the Tumu Whakarae. Tier 3 managers are any other people managers.

Gender

Tier 3 leaders

• Female: 64% (9 leaders)
• Male: 36% (5 leaders)

Tier 2 leaders

• Female: 60%. (3 leaders)
• Male: 40% (2 leaders)

Overall leadership

• Female: 63% (12 leaders)
• Male: 37% (7 leaders)

Ethnicity*

Tier 3 leaders

• European: 79% (11 leaders)
• Māori: 14% (2 leaders)
• Pacific: 7% (1 leader)

Tier 2 leaders

• European: 80% (4 leaders)
• Māori:  20% (1 leaders)

Overall leadership

• European: 79% (15 leaders)
• Māori: 16% (3 leaders)
• Pacific: 5% (1 leader)

* Ethnicity numbers may not add up to 100% as people can identify with more than one ethnicity.

Organisational health and capability

Equal employment opportunities    

A diverse and inclusive workforce enables the Ministry to better promote the diversity of New Zealanders in the cultural system. The Ministry is strengthened by the diversity of our workforce, and we recognise and value the importance of different perspectives and insights when supporting and promoting the cultural system.

We have 100% disclosure of ethnicity, and we encourage employees to share their gender identity and pronouns. We use people’s preferred pronouns and these disclosures give us important data for reporting purposes.

Equity and inclusion

The Ministry uses an internal Employee Satisfaction Survey to give our people an opportunity to share candid feedback and suggestions for improvement with leadership. This anonymous process gives an equal voice to under-represented minorities.
This year, Inclusive Leadership training was delivered for all people managers. This training is designed to support them to create work environments where their people feel a sense of belonging and feel valued for the uniqueness they bring.

Gender pay gap

A key tool to minimise the gender pay gap (GPG) is a step-based remuneration framework. This framework provides clear salary relativity data for recruiting managers and drives equality and fairness for people joining or progressing within the Ministry. As we are a relatively small organisation, our pay gaps fluctuate as individuals start and leave. We remain committed to eliminating all pay gaps.

Gap between average full-time-equivalent salary of women and men on 30 June 2025: 5.1% (up 0.2%).

The public service gender pay gap in June 2024 was 6.1%.

Learning and development

Development conversations at the Ministry encourage reflection on recent successes and learnings, with a focus on activities that build personal wellbeing. In discussion with their leaders, our people agree to individual delivery and development goals that are recorded in a plan. Learning needs are identified and met through coaching, funded individual learning and development activities. The Ministry’s Study Assistance Programme provides additional financial support and study leave to successful applicants.

Flexible working

Nearly all staff at the Ministry use some form of flexible or hybrid working and this is a key characteristic of the Ministry’s culture. Individual flexible arrangements support working parents, graduated return-to-work programmes, external study and other goals. This inclusive approach helps the Ministry to attract and retain the diversity of skills and leadership needed to carry out our work programmes.

Mitigation of bias

Understanding bias and countering its impact is part of the Ministry Induction Programme. Building this core capability and providing the language for the discussion of bias ensures our people are alert, conscientious and have the confidence to call out risks to equity, whether perceived or actual.

An Applicant Tracking System provides data that helps us understand the people who apply for our vacancies and the effectiveness of specific advertising methods in attracting the range of talent needed. Using diverse interview panels adds strength to our recruitment decisions and regular reporting helps leaders monitor the representation of their business groups.

Employee-led networks

Deputy Secretaries sponsor and support employee-led networks which include: Ngā Uri o Kiwa (Māori and Pacific peoples), Parents Network, Rainbow Network and Te Ata Māhina – Women’s Network. Networks enhance employee experience and engagement and are valued channels for collaboration within Manatū Taonga.

Treaty settlement commitments

The Ministry works with other sector agencies and iwi, imi (Moriori tribe) and hapū Māori to meet our shared Treaty settlement commitments for the benefit of all New Zealanders.

Settlements of historical Treaty of Waitangi Claims (Treaty settlements) are intended to address the historical grievances of iwi, imi and hapū that resulted from the Crown’s breaches of Te Tiriti o Waitangi/the Treaty of Waitangi. 
Through Treaty settlements, the Crown acknowledges and apologises for these breaches. Settlements also provide cultural, financial and commercial redress in recognition of past wrongs, and can form a foundation for future partnerships between Māori and the Crown.

He Korowai Whakamana

In December 2022, Cabinet agreed to the He Korowai Whakamana framework for achieving oversight of Treaty settlement commitments and ensuring a consistent approach to addressing and resolving settlement issues. The He Korowai Whakamana framework provides guidance and tools to support settlement delivery, requires the Ministry to track and report on the status of our commitments using Te Haeata, and establishes an issue resolution process for the Post Settlement Governance Entities (PSGE) of iwi and imi and Crown agencies.

Our role in the Treaty settlement process

The Ministry supports the facilitation of Treaty settlement claims by working with other sector agencies and PSGEs on partnership agreements and commitments relating to the cultural and heritage aspirations of iwi and imi, and the care of their taonga.
Where PSGE’s choose relationship redress as a part of their overall Treaty settlement package the Ministry enters into relationship agreements with iwi, hapū and imi. The purpose of these agreements is to:

• formally establish a relationship with iwi, hapū and imi
• outline relevant functions of the Ministry
• enhance and support the cultural and heritage aspirations of iwi, and the care of their taonga.

The Ministry has four main types of relationship agreements:

• Accords (related to significant landscape features)
• Protocols (Antiquities Act and Taonga Tūturu)
• Foreshore and Seabed Artifact (Ngāti Porou only)
• Whakaaetanga Tiaki Taonga (with Māori)/ Hokoaetanga Tiaki Miheke (with Moriori) (Whakaaetanga).

The Whakaaetanga, implemented in 2017, is a collective agreement that covers redress provided by the Ministry, the Department of Internal Affairs, Archives New Zealand, the National Library of New Zealand, Te Papa Tongarewa Museum of New Zealand, Heritage New Zealand Pouhere Taonga and Ngā Taonga Sound & Vision.
Relationship agreements include commitments around the administration of legislation and other responsibilities of the Ministry, such as:

• the Protected Objects Act 1975 claims process in relation to ngā taonga tūturu
• administration of monuments, war graves and historical graves in the relevant rohe
• history research and publications
• arts, culture and heritage board appointment opportunities
• consultation on major policy and legislation changes
• registration of iwi and imi as expert examiners and collectors of ngā taonga tūturu.

The Ministry have 68 relationship agreements as of June 2025 – a similar number to much larger agencies – because many iwi, hapū, and imi have an interest in our sector. The oldest of these agreements’ dates back to 2002.

Current status of Manatū Taonga’s Treaty settlement commitments

As of 30 June 2025, contained within the 68 relationship agreements, Manatū Taonga has 219 Treaty settlement commitments (an increase of three since June 2024), with 620 responsibilities.

The overall status of the commitments remains the same as last year. Nearly half of the commitments (91, or 42 per cent) are complete and 42 (19 per cent) are on track.

Where a commitment includes one or more responsibilities which have not been fully met, it is recorded as having a delivery issue. The most common reason for issues is that a review of the agreement has not been triggered by either the PSGE or the Ministry. Over the past year, the number with delivery issues has reduced from 367 to 295. The following activities have contributed to this improvement. The Ministry:

• has a regular schedule of staff training to build understanding of our commitments, how they apply to the work we do, and our reporting requirements
• initiated a regular meeting schedule with iwi across the country
• facilitated connections and relationships between iwi and a range of taonga agencies
• regularly report on, and monitor, our progress towards meeting our commitments
• is focused on issue resolution.

The increasing numbers of agreements awaiting review creates a challenge, however the Ministry remains committed to improving planning and processes to ensure that we continue progress to fulfilling our Treaty Settlement commitments.

Our progress

• Not yet entered: 3 (1%)
• Yet to be triggered: 3 (1%)
• On track: 42 (19%)
• Delivery issues: 80 (37%)
• Complete: 91 (42%)

Not yet entered

The agreement is yet to be uploaded onto Te Haeata by Te Puni Kōkiri, usually the agreement has only recently been signed.

Yet to be triggered

The responsible entities are yet to start on the delivery of the commitments. This may be because delivery is conditional on other commitments or is to be completed in a future timeframe.

On track

The responsible entities have the systems in place or have started the actions required to deliver the commitments and are on track to complete them within specified timeframess.

Delivery issues

The responsible entities have made attempts to fulfil the commitments. However, complicating factors have meant that they are unlikely to be able to deliver the commitments as required (including within any timeframe specified).

Complete

The responsible entities have completed the actions required to deliver the commitments.

Māori Crown relations capability

Ministry commitments

In 2021, each core Crown agency committed to implementing Whāinga Amorangi Phase One: Empowering People. This set out how agencies will build the Māori–Crown relations capability of their people in a way that is relevant to their role and function.

The Maihi Karauna (2019–2023) is the Crown’s Maori Language Strategy for Māori Language Revitalisation. As part of the Aotearoatanga outcome of the Maihi Karauna, Manatū Taonga is lead co-convenor for the audacious goal: “By 2040, 85 per cent of New Zealanders (or more) will value te reo Māori as a key element of national identity”. The most recent Maihi Karauna Monitoring Report 2023–2040 (He Ara Poutama mō te Reo) report shows that the Aotearoatanga goal is on track to being met by 2040. 

The Ministry has continued to progress against our commitments through Te Ara Reo, the Ministry’s Māori Language Plan, as well as by seeking and supporting opportunities for staff to improve their understanding of New Zealand history and te Tiriti.

Manatū Taonga shows it values te reo Māori by:

• maintaining a working relationship with Te Taura Whiri i te Reo Māori Māori Language Commission
• providing opportunities for staff to learn te reo Māori
• remunerating staff for Māori language competency
• having te reo Māori translations used by our organisation in external communications quality assured by certified translators/interpreters.

Manatū Taonga shows it values te reo Māori by:

• maintaining a working relationship with Te Taura Whiri i te Reo Māori
• remunerating staff for Māori language competency
• ensuring that te reo Māori translations used by our organisation in external communications are quality assured by certified translators/interpreters.

Activities undertaken by the Ministry during this financial year to build capability and value for New Zealanders and Ministry staff included:

• Matariki 2025 – we partnered with Ngāti Rangi to deliver this year’s nationally-broadcast hautapu ceremony, and with Te Māngai Pāho to broadcast the hautapu ceremony and provide digital content supporting wide and diverse participation in Matariki for all New Zealanders. We also partnered with Te Puni Kōkiri to fund events that encouraged communities to participate in Matariki activities and practices. The Matariki theme enhances the importance of the normalisation of Māori language, knowledge and culture by connecting New Zealanders to traditional practices that reflect the nation’s relationship with the environment.
• Pukeahu National War Memorial Park – we provide bilingual interpretation for all memorials at the park and partner with Taranaki Whānui to ensure that ceremonies conducted there are consistent with its tikanga and mana, and that visitors to the park have an opportunity to connect with iwi.
• The Ministry’s corporate website – we have bilingual content, headings, titles, and landing pages on our corporate website
• Te Konohete – our staff partnered with Heritage New Zealand Pouhere Taonga to celebrate Māori culture and participate in Te Konohete, the Public Sector Māori Cultural Festival.
• Te Wiki o te reo Māori – we organise a week of events to raise the visibility of te reo Māori..

Improving the capability of our people

We present in visual form below the findings of the Ministry’s latest staff survey on staff confidence in their use of te reo and understanding of New Zealand history. This survey was first run last year. Of the 62 percent of staff who responded, 49.4 percent felt that their confidence in using te reo had further improved in the last 12 months (66.1 percent 2023/2024), while 70.1 percent felt that their understanding of New Zealand history and te Tiriti had further improved (79.8 percent 2023/2024).

These improvements were due to formal training offered by an external provider, formal Treaty Settlement reporting delivered by the Ministry, other informal internal learning, and on-the-job development.

Improvement in condidence - te reo Māori

• Significant improvement: 3.9%
• Moderate improvement: 7.8%
• Minor improvement: 37.7%
• No improvement: 50.6%

Improvement in confidence - New Zealand history / Te Tiriti o Waitangi

• Significant improvement: 3.9%
• Moderate improvement: 10.4%
• Minor improvement: 55.8%
• No improvement: 26.9%

Carbon Neutral Government Programme

The Ministry is committed to meeting its obligations under the Carbon Neutral Government Programme to measure, manage and reduce our emissions.

Our emissions come from our core operations, as well as other activities on behalf of the Crown within our span of control. These include care for our portfolio of memorials, war and other graves, and the conservation of taonga tūturu.

The Ministry has agreed to reduce our gross emissions compared to our 2019/20 baseline by 21 per cent by 2025 and by 42 per cent by 2030.

In 2024/25 our emissions were 147 tCO2e, 44 per cent below our 2019/20 baseline and 12 per cent below our emissions in 2023/24. These measurements were independently verified by Toitū Envirocare.

The main driver behind the decrease in emissions is reduced travel. Domestic travel has fallen due to budget constraints and technology adoption. International travel for representation at meetings of international cultural institutions, cultural diplomacy, and maintaining overseas war graves did not occur. The reductions are partially offset by new travel relating to a waka find on Rēkohu Wharekauri Chatham Island .

Other emissions sources have generally reduced, reflecting a reduction in organisation size following a restructure in 2024 and initiatives for Covid response winding down. There have also been changing patterns of staff commuting. These emissions are estimated through a periodic survey of staff.

Much of our work relies on maintaining stakeholder relationships across the country. Travel to meet kanohi ki te kanohi (face to face) remains important. Opportunities to further reduce our travel emissions are limited.

Emission source breakdown, 2024/25

* Other includes rental cars, taxis, waste and water supply.

Other one-off emissions source – construction project

The Ministry is overseeing the earthquake strengthening of the Carillon Tower at the National War Memorial. The emissions from this project to 30 June 2025 have been measured as 6 tCO2e. These emissions are in addition to the 147 tCO2e from routine Ministry operations described above but have not been included in the table below due to their one-off nature.

The Ministry's gross emissions reductions

Health, safety and wellbeing

Our vision – The Ministry provides safe and healthy environments for our people, contractors and visitors.

Our objective – The Ministry will support all kaimahi, contractors and visitors to understand and manage risk well, engage and innovate our health and safety.

Our goal - Everyone plays their part to manage health and safety risks effectively.

The health, safety and wellbeing of our people and manuhiri (guests) are of paramount importance. Improvement of our health, safety and wellbeing systems continues to be a focus at the Ministry.

Governance and training

A new governance committee to provide strategic and operational oversight of health, safety and security services was launched this year. The Health, Safety and Security (HSS) sub-committee’s purpose is to keep people, property and information safe by ensuring the Ministry meets its obligations under the Health and Safety at Work Act 2015 and the Government’s Protective Security Requirements (PSR) framework. By combining health and safety with protective security, the sub-committee can be better informed of influencing factors which can lead to harm.

In addition, the Ministry has a Health, Safety and Wellbeing Committee who continue to encourage employee participation by bringing health and safety representatives and management together to develop policies, monitor procedures and improve workplace health and safety.

To create a workplace culture that prioritises health, safety and wellbeing, we make sure our people have ongoing engagement and learning opportunities. We encourage worker participation by incorporating health, safety and wellbeing topics in internal communications, including kaimahi alongside our Health and Safety Representatives in regular workplace audits, and ensuring easy access to health, safety and wellbeing information, policies, and procedures.

Training is provided annually to first aiders, floor wardens and Health and Safety Representatives alongside de-escalation training for those in externally facing roles. 

All members of Te Kāhui Mataaho (TKM) the Ministry’s leadership team have completed Officer Development Training through the Government Health and Safety Lead’s programme to ensure their responsibilities as a Person Conducting a Business or Undertaking (PCBU) officer are understood.

The Ministry will continue to demonstrate commitment to organisational health and safety governance by continuing to prioritise officer development training for TKM.

Risk management

Work undertaken by the Ministry is generally low risk, with minor hazards and injuries occurring infrequently. A flexible working policy supports kaimahi to work either in a modern office or remotely.

The Ministry is responsible for Pukeahu National War Memorial Park (Pukeahu). This facility comprises a large open-air park with shared vehicle and pedestrian roadways. Pukeahu is open to the public and regularly hosts memorial services, tours and visiting dignitaries. Steps to implement actions from a 2023/24 Pukeahu traffic management survey were embedded this year and have resulted in improved pedestrian safety at the park.

The Ministry maintains national memorials and war graves throughout New Zealand and in a range of locations overseas. To mitigate risks to inspectors working in remote areas, they are provided with a GPS tracking tool which enables monitoring and distress messaging, and emergency kits with personal protective equipment for environmental protection.

Earthquake-strengthening of the Carillon Tower at the National War Memorial continues. The Ministry shares its PCBU duties with the lead contractor and risks associated with the construction site are shared. A site-specific safety plan and emergency protocols are in place and the Ministry receives reports on onsite health and safety.

Due to the earthquake risk, the National War Memorial has been closed to the public since February 2020 and use of the building has been guided by strict health and safety protocols.

For the delivery of June’s national Matariki hautapu ceremony, the Ministry worked with all parties involved to ensure the health and safety of those working and attending. Hosted outdoors in the snow-prone central plateau, the health and safety plan included state highway traffic management, security, and preventions for environmental harm.

Measuring our progress

The Ministry has developed a range of mechanisms to identify, assess, and manage health and safety risks, incorporating both reactive and systematic approaches. Risks are primarily identified by staff, quarterly workplace inspections led by Health and Safety Representatives, and risk assessments within project and event planning processes. Data is reported quarterly to TKM.

The Ministry’s third SafePlus assessment (since 2019/20) took place in June 2025. Employees across the organisation were engaged in the assessment which measured performance across three key elements: Leadership, Risk Management, and Worker Engagement.

Advancements since the 2022 assessment were reported, including improvements in health and safety governance, risk identification, and particularly the approach to worker engagement. Overall the Ministry was assessed as ‘developing’. Report recommendations will be embedded into the Health and Safety work programme going forward.  

Our service critical assets

The Ministry has identified no service critical assets in line with the reporting requirements in CO(23)9 Investment Management and Asset Performance in Departments and Other Entities, i.e., assets which, if damaged or destroyed, are likely to have a significant adverse impact on the delivery of the agency’s services.

We acknowledge our responsibility for maintaining a range of national memorials, historic graves and war graves throughout New Zealand and overseas. These memorials and graves provide places for New Zealanders to gather, remember and reflect on significant aspects of our nation’s history, including disasters, conflicts and prominent leaders. While these are important assets, damage to them does not have a direct impact on the delivery of our services.

We also acknowledge that our funded agencies manage a range of assets and taonga which are important parts of the cultural system but are not directly associated with the delivery of our services.

Reporting on financial information
He pūrongo pārongo ahumoni

Please refer to the PDF of the Annual Report for the financial statements. If you use assistive technology (such as a screen reader) and need a version of these statements in a more accessible format, please email [email protected].