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Anti-Bribery and Anti-Corruption (ABAC) Training – ISO 37001 Compliance and UK Bribery Act (2010) Course & Certification
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Anti-Bribery and Anti-Corruption (ABAC) Training – ISO 37001 Compliance and UK Bribery Act (2010)
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About
Anti-Bribery and Anti-Corruption (ABAC) training helps organizations and individuals prevent, identify, and respond to bribery and corruption risks while promoting ethical business conduct and regulatory compliance. It provides practical guidance on recognizing improper payments, managing conflicts of interest, dealing with third parties, and complying with applicable anti-corruption laws and organizational policies.
This Anti-Bribery and Anti-Corruption (ABAC) Training Course & Certification provides essential knowledge on anti-bribery principles, corruption risks, legal and regulatory requirements, gifts and hospitality, facilitation payments, third-party risk management, reporting concerns, internal controls, investigations, and ethical decision-making. Upon successful completion, learners receive a certification demonstrating their understanding of anti-bribery and anti-corruption compliance and best practices.
Who Should Enrol?
- Employees at all levels seeking anti-bribery and anti-corruption awareness
- Managers, Supervisors, and Team Leaders
- Compliance, Risk Management, and Internal Audit Professionals
- Procurement, Purchasing, and Supply Chain Personnel
- Sales, Marketing, and Business Development Teams
- Third-Party Representatives, Agents, and Contractors
- Human Resources and Corporate Governance Professionals
- Anyone responsible for maintaining ethical business practices and compliance
What you will learn
Understand the principles of anti-bribery and anti-corruption, key legal requirements, and the risks associated with unethical business practices.
Learn the roles and responsibilities of employees, managers, business partners, and organizations in preventing bribery and corruption.
Develop knowledge of gifts and hospitality, conflicts of interest, facilitation payments, third-party due diligence, and reporting mechanisms.
Gain understanding of compliance controls, investigations, whistleblowing procedures, and best practices for maintaining an ethical and transparent business environment.
Course Syllabus
- What Is Bribery?
- Corruption Is Broader Than Bribery
- Bribery vs Related Misconduct — Knowing the Difference
- Common Schemes in Commercial Dealings
- Schemes Involving Public Officials + Structures
- The Hidden Agent: How a 'Consultancy Fee' Became a Corporate Crime
- The Cost of Getting It Wrong
- Four Dimensions of Damage
- Rolls-Royce: A £671m Lesson in Legacy Conduct
- A Web of Extraterritorial Laws
- What ISO 37001 Is — and Is Not
- The Structure: Clauses 4–10 (Annex SL High-Level Structure)
- Design Logic of the Standard
- Why Organisations Implement ISO 37001
- Managed System vs Paper Policy
- Where the ABMS Sits in Governance
- Tone From the Top — Made Operational
- Six Principles Behind Adequate Procedures (MoJ Guidance)
- Mapping the Six Principles to ISO 37001 Clauses
- One System, Not Another Silo
- Standalone ABMS vs Integrated ABMS
- The Road to ISO 37001 Certification
- Choosing and Working with a Certification Body
- Procurement Pressure: Why a Mid-Size Manufacturer Sought Certification
- Who Bribes — and Who Gets Bribed?
- Inbound Bribery: When Your People Are the Target
- The Settlement Era: Why Programmes Are Examined
- The Documentation Pyramid
- Certification: Myths vs Reality
- What Clause 4 Actually Requires
- Why Context Comes First
- Running a Context Analysis
- Structure, Strategy and People
- Culture, Controls and Track Record
- From Internal Factor to Risk Implication
- Markets, Sectors and Counterparties
- Geography, Politics and Regulation
- Using Country-Risk Data Credibly
- Sector Exposure Snapshots
- New Market, Old Methods: A Context Failure
- Identifying Stakeholders and Their Requirements
- Stakeholder Register — Worked Example
- What a Scope Statement Must Decide
- Sound Scope vs Risky Scope
- Five Steps to a Defensible Scope
- Scoping a Group: The Holding-Company Dilemma
- Documenting Boundaries Without Loopholes
- Establishing the System Itself
- Where Context Evidence Comes From
- Layering the Legal Map Onto Your Business
- Country Risk Tiering — A Worked Model
- Politically Exposed Persons and State-Owned Entities
- Route to Market Shapes the Risk
- A Practical Stakeholder Method
- Extraterritoriality Is Routine, Not Exotic
- Generic vs Organisation-Specific Context
- Regulated Industries: Pharma + Medical Devices
- Refresh Triggers, Owners and Evidence
- What Clause 5 Actually Requires
- What the Governing Body Must Actually Do
- What Top Management Must Demonstrate
- From Tone to Evidence — A Working Cycle
- Visible Commitment vs Lip Service
- The Override: How One Signature Undid a Programme
- Who Owns What — Governing Body, Executives, Compliance
- Reporting to the Board That Actually Informs
- Why Personal Accountability Concentrates Minds
- Mandate of the Anti-Bribery Compliance Function
- Four Pillars the Auditor Tests
- Reporting Lines That Preserve Independence
- The Three Lines Model Applied to Bribery
- What Every Manager Owes the System
- Function Spotlights: HR, Finance, Procurement
- What Clause 5.2 Requires the Policy to Say
- Lifecycle of a Living Policy
- A Policy That Works vs A Policy That Decorates
- Designing Delegation That Cannot Be Gamed
- Extract From a Working DoA Matrix
- Committees, Cadence and Escalation
- Escalation Path for a Serious Allegation
- Building a Culture That Refuses Bribery
- Speak-Up Health Is Measurable
- Setting Objectives Leadership Can Be Held To
- Audiences, Messages and Proof
- Clause 5 in a Small or Mid-Size Organisation
- Centralised vs Local Compliance Models
- What Clause 6 (with 4.5) Actually Requires
- Why Everything Hangs Off the Assessment
- Six Steps, Repeated and Evidenced
- Surfacing Risks People Already Know About
- Three Lenses That Catch Different Risks
- Fields a Defensible Register Carries
- Writing Risk Statements That Earn Their Keep
- Looking Inward: Internal Risk Factors at Work
- Looking Outward: External Factors at Work
- A Working Taxonomy of Business Associates
- Intermediary Red Flags Your Assessment Should Encode
- Where Buying Risk Concentrates
- Where Selling Risk Concentrates
- Applying Country Tiers Inside the Scoring
- Third Parties: The Statistic That Should Anchor Scoring
- Criteria, Scales and the Inherent/Residual Discipline
- Inherent vs Residual — Why Both Numbers Matter
- From Ratings to a Plan Leadership Signs
- Extract From a Treatment Plan
- Clause 6.1 Opportunities: The Improvement Half
- Documenting the Assessment for Audit and Defence
- Refresh Triggers and Cadence
- A Register That Works vs A Register That Performs
- From Risk Register to Operational Controls
- Facilitating the Risk Workshop Well
- Data Sources That Sharpen the Register
- Three Assessment Pitfalls That Recur Everywhere
- Who Approves, Who Challenges, Who Relies
- What Clause 7 Actually Requires
- Planning Resources You Can Defend
- Three Resource Pillars
- Defining Competence Beyond the Compliance Team
- Competence Matrix — Extract
- Clause 7.2.2: Controls Inside the Employee Lifecycle
- The Competence Cycle
- Designing Training That Changes Decisions
- Role-Based Training Matrix — Extract
- Training That Works vs Tick-Box Training
- What Clause 7.3 Says Everyone Must Know
- Measuring What Training Actually Changes
- Internal Communication That Reaches People
- External Communication and the Supply Chain
- Communication Plan — Extract
- What Clause 7.5 Requires You to Control
- Document Control Lifecycle
- Retention Schedule — Extract
- Records as Evidence of Compliance
- Onboarding: Authority Follows Readiness
- Campaign Formats That Keep the Topic Alive
- Documents the Standard Explicitly Requires
- Common Clause 7.5 Nonconformities — and Cures
- Central LMS vs Local Delivery — Use Both
- Building the Annual Training Calendar
- Training and Attestations Beyond Your Payroll
- Coverage Numbers Worth Reporting
- Keeping Competence When People Leave
- What Clause 8 Actually Requires
- Turning the Risk Register Into Daily Process
- Principles That Make Diligence Due
- A Defensible DD Methodology
- Diligence Depth by Risk Tier
- Personnel and Transaction Diligence
- Closing the Payment Paths
- Control Catalogue — Extract
- Integrity in the Buying Cycle
- Sales-Side and Contractual Controls
- Anti-Bribery Contract Clause Checklist
- Principles Before Thresholds
- Worked Threshold Matrix — Illustrative
- The Decision Flow Everyone Can Run
- Defensible vs Indefensible — Quick Contrast
- Generosity Without Inducement
- Declaring and Managing Competing Loyalties
- Three Conflict Patterns to Police
- From First Contact to Clean Exit
- Payment + Performance Red Flags
- Channels People Will Actually Use
- Buying Companies Without Buying Their Conduct
- Integration Control Milestones
- Controls Earn Their Keep
- The Demand Nobody Budgets For
- Demand Response Protocol
- Subsidiaries: Same Standard, Local Fit
- Controlled Entities vs Non-Controlled Associates
- What Clause 9 Actually Requires
- Deciding What Deserves Measurement
- KPI Catalogue — Leading and Lagging
- Designing KPIs That Cannot Be Gamed
- KPI Catalogue — Leading and Lagging
- Designing KPIs That Cannot Be Gamed
- Why Leading Indicators Earn the Budget
- Three Streams That Feed the Dashboard
- Analytics Techniques That Find Bribery Patterns
- Analytics Use-Case Catalogue — Extract
- Standing Up Monitoring in Five Moves
- What the Standard Asks of Your Auditors
- The Audit Cycle, Run Properly
- Sample Annual Audit Programme
- Audits That Protect vs Audits That Perform
- Inputs That Make Review Worth the Hour
- A Working Review Agenda
- The Two Reviews Above the Review
- Judging Whether Controls Actually Work
- Data Quality: The Unglamorous Foundation
- Source Systems and Their Owners
- Reading Movement, Not Snapshots
- Three Outputs, Three Audiences
- From Raw Data to Leadership Decision
- Comparing Inside and Out Without Fooling Yourself
- Self-Assessment vs Independent Assessment
- Coverage Maths Leadership Should See
- Exercising the Audit Rights You Negotiated
- Internal Assurance vs Certification Surveillance
- The Monitoring Year at a Glance
- What Clause 10 Actually Requires
- What Counts — and Where It Surfaces
- Sources and Typical Findings
- Routing the Signal Correctly
- From Signal to Lane in 48 Hours
- Principles That Make Findings Stand
- Three Building Blocks of a Sound Case
- Privilege, Data and Cross-Border Care
- The Investigation Plan — Required Fields
- Running the Case End-to-End
- Consequences That Hold Up and Teach
- Sound Case vs Compromised Case
- From 'Who' to 'What Let This Happen'
- Tools That Fit Bribery Cases
- Five Whys — Worked Example
- Cause Families and Their Corrective Themes
- Planning Fixes That Stick
- CAPA Record — Required Fields
- Acting Before the Event Next Time
- Proving Actions Worked
- Keeping the CAPA Register Honest
- Correction vs Corrective Action — Keep Them Straight
- Repeat Findings: The System's Report Card
- Institutionalising What Incidents Teach
- Broadcast Formats That Land
- Improvement as a Standing Process
- Strengthening the Organisation, Not Just the System
- Benefits Worth the Effort — Stated Honestly
- Certification Timeline — Typical Mid-Size Organisation
- Auditing Yourself Before Anyone Else Does
- From Findings to a Plan Leadership Signs
- Workstreams and Their Typical Contents
- Sizing the Lift
- Building the Evidence Pack Auditors Expect
- Internal Audit and Management Review — Done First
- The Readiness Audit: What Actually Happens
- The Certification Audit: Surviving Contact
- Common ISO 37001 Nonconformities — Pre-Check Yourself
- The Annual Visits That Keep the Certificate
- Certified and Alive vs Certified and Decaying
- Continual Improvement After Certification
- Certification-Body Selection Criteria
- Help That Builds vs Help That Substitutes
- A Typical Audit Week, Day by Day
- What Auditors Pull — and Why
- Sampling Rules for Groups
- Three Roles That Make Hosting Smooth
- The Formal Mechanics, Done Calmly
- From Closing Meeting to Closed Finding
- Cost Lines to Plan — Indicative Categories
- Certification Is Mainstream, Not Exotic
- Certifying 37001 Alongside 9001 / 37301
- Accredited vs Unaccredited Certificates
- Year Three: What Changes
- Communicating Certification Without Tripping
- Pharma + Life Sciences: Scheme Patterns and Controls
- Manufacturing + Supply Chain: Scheme Patterns and Controls
- Nine Cases, Five Root-Cause Families
- What the Public Record Keeps Teaching
- The Decade in Round Numbers
- From Scheme to Clause: The Course on One Slide
- The ABMS as One Operating Picture
- Donations and Sponsorships: The Operating Lessons
- M&A Diligence: The Operating Lessons
- Government Contracting: Scheme Patterns and Controls
- The Urgent Shipment: Two Endings
- Running Your Own Case-Study Workshop
Course Benefits
CPD Points
Gain Continuing Professional Development (CPD) Points, accredited by The Faculty of Pharmaceutical Medicine of the Royal College of Physicians of the United Kingdom. These can be used to count towards the distance learning element of any scheme that comes under the umbrella of The Academy of Medical Royal Colleges or any other scheme for which there is mutual recognition.
Certification
Receive a personal certificate to show your subject knowledge on course completion.
Affordable
You get excellent value through our cost-effective prices. We can also offer you group discounts on larger purchases.
Flexibility
The course saves you time through the convenience of online availability. This lets you complete the interactive course at your own comfort.
Keep Up to Date
You will stay up to date with any changes to ISO 37001:2016, the UK Bribery Act 2010 and Ministry of Justice guidance, the US FCPA, the OECD Anti-Bribery Convention and related enforcement practice, as our training courses are constantly monitored, reviewed and updated.
Learn from Industry Experts
The course content has been developed by compliance and anti-corruption practitioners with management-systems audit experience, so that learners can apply ISO 37001 requirements, run defensible due diligence and make sound gifts, hospitality and third-party decisions in day-to-day operations.
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