Political parties are indispensable actors in representative democracy, conveying political will and enabling accountability in each link of the chain of democratic delegation: from voters to parliament, from parliament to cabinet, and from cabinet to public administration. However, trust in parties has declined even in many democracies and citizens view parties as deeply affected by corruption. Ethics management is a potential mechanism for parties who wish to keep, rebuild or even strengthen public trust for wielding power with integrity. Previous research points out that public organisations using ethics and integrity mechanisms tend to favour a compliance approach to ethics. However, these measures are often neither well thought through nor effectively enforced, potentially causing more harm than good with regards to integrity improvement. The literature argues for a combination of both compliance and values based instruments in order to achieve effective ethics management.Sweden is a high trust society but where, as in many other democracies, citizens see risks of corruption influence as a relevant problem. In particular, Swedish parties have the lowest levels of trust amongst all national institutions. Thus, parties must reflect on how to uphold integrity so as to both secure good internal governance and assure potential voters that they are ethical organisations. Sweden is thus an interesting case of how parties approach this challenge. In this paper we study how all Swedish parliamentary parties (eight) use various ethics strategies to uphold ethics and countervail risks for integrity violations. In particular we explore types of ethics management strategies they use (instruments, processes, and how they position in relation to the values-compliance distinction; and why these measures were introduced or changed). This is done by mapping measures such as party ethics codes, ethics training including dilemma workshops, candidate agreements, and disciplinary bodies. The study is focused on the parties’ national/central organisational level.