The Insurance Brokers Association of New Zealand (IBANZ) has released its business plan for 2026–2028, signalling a decisive shift in how the organisation positions itself within a rapidly evolving insurance landscape. Reflecting an extensive consultation process with members, corporate partners and the IBANZ team, the plan sets out a clear purpose:
The new purpose statement is central to the plan and reflects IBANZ’s intent to align advocacy, member services, communications and organisational capability under a single, consistent direction.
At its core, the plan marks a transition from what has traditionally been an inward-focused model to a more collaborative, outward-looking organisation. One that actively champions brokers, influences policy, and tells the industry’s story more effectively.
Chief Executive Katherine Wilson says, “Insurance brokers play a critical role in protecting New Zealand’s financial future. Our leadership is required to ensure we better educate our members and the wider public about the value of brokers, while providing research, advocacy and thought leadership for the future of broking.”
Four strategic goals, one direction
The business plan is structured around four strategic goals that will guide IBANZ through to 2028.
1. Influential Industry Leadership and Advocacy - positioning IBANZ as the leading voice for insurance brokers in discussions with government, regulators and industry partners. Priorities include refining advocacy positions, strengthening relationships with policymakers, and collaborating more closely across the insurance sector to achieve shared outcomes.
2. Professional Member Services – focusing on strengthening engagement with existing members while attracting and retaining new ones. This includes developing a clear membership strategy, establishing regional committees and advisory groups, and enhancing professional development opportunities through webinars and future events.
3. Effective Communications - reflecting IBANZ’s intention to be more visible and more influential, both within the industry and in the public eye. From improved newsletter engagement to increased social media reach, IBANZ wants to better articulate the value brokers bring to New Zealand’s economy and financial resilience.
4. A Proactive, Future Focused Organisation - addressing IBANZ’s internal systems and processes to better support our members now and into the future.
Looking Ahead
Across the four goals sit 15 strategic priorities, which will be sequenced to ensure IBANZ has the capacity and capability to deliver. Some initiatives are already underway, while others will be phased in over time.
Notably, the plan identifies talent attraction and diversity and inclusion as key focus areas from 2027 onwards. IBANZ intends to support these ambitions with research, storytelling and the establishment of a dedicated Talent Attraction Advisory Group.
For IBANZ President Neil Cousins and Chief Executive Katherine Wilson, the business plan represents more than a roadmap; it is a statement of intent.
“Membership organisations thrive because of their people,” says Wilson. “IBANZ’s future success will depend on strong relationships with our members and stakeholders across the industry”.
As the insurance sector faces increasing complexity, the IBANZ business plan 2026–2028 positions the organisation to play a more confident, connected and influential role in shaping what comes next.
