ISO 37001:2016 Anti-Bribery Management Systems

Name: ISO 37001:2016 Anti-Bribery Management Systems
Rating: 4.4 (9 reviews)

Master the ABMS framework, FCPA, UK Bribery Act & OECD obligations — and prepare your organization for certification

Role Play

Created byISO Horizon

Last updated 6/2026

English

What you'll learn

Navigate every clause of ISO 37001:2016 and trace each "shall" requirement to documented evidence of conformity
Compare and reconcile FCPA, UK Bribery Act, and OECD Anti-Bribery Convention obligations within a single global ABMS
Conduct a defensible bribery risk assessment using likelihood-impact methodology and proportionate controls
Design risk-based due diligence procedures for agents, intermediaries, joint ventures, and high-risk business associates
Build financial and non-financial controls aligned with FCPA accounting provisions and Clause 8.3 expectations
Operate gift, hospitality, donation, and sponsorship registers with pre-approval thresholds and audit trails
Establish whistleblowing and investigation procedures consistent with the EU Whistleblower Directive and Dodd-Frank protections
Lead internal audits, management reviews, and corrective action cycles that satisfy Clauses 9 and 10
Prepare your organization for the stage 1 and stage 2 certification audits with an accredited certification body
Integrate ISO 37001 with ISO 37301 to build a unified compliance management system

Course content

33 sections • 27 lectures

What Is ISO 37001 and Why It Exists11:17
Introduce ISO 37001:2016 as the international standard for Anti-Bribery Management Systems (ABMS), published by the International Organization for Standardization in October 2016 and structured under the Annex SL high-level framework shared with ISO 9001 and ISO 14001. Explain that the standard provides certifiable, auditable requirements an organization of any size, sector, or geography can adopt to prevent, detect, and respond to bribery affecting it, by it, on its behalf, or by its business associates. Frame the rising stakes: record-breaking enforcement settlements, extraterritorial prosecution, and reputational collapse from corruption scandals have made anti-bribery a board-level concern. Clarify what ISO 37001 is not — it is not a guarantee that bribery has not occurred or will not occur, but rather evidence that the organization has implemented reasonable measures designed to prevent it. Position the standard as a defensible due-diligence shield that regulators, customers, and joint-venture partners increasingly expect.
The FCPA, UK Bribery Act, and OECD Convention Explained12:05
Equip the learner with a working command of the three legal regimes that drive ABMS adoption worldwide. Cover the United States Foreign Corrupt Practices Act of 1977 (15 U.S.C. §§ 78dd-1 through 78dd-3 and 78m), distinguishing its anti-bribery provisions enforced by the Department of Justice from its accounting and internal controls provisions enforced by the Securities and Exchange Commission. Contrast it with the UK Bribery Act 2010, particularly Section 7 — the corporate offence of failing to prevent bribery — and the statutory "adequate procedures" defence that maps directly to ISO 37001 controls. Introduce the OECD Convention on Combating Bribery of Foreign Public Officials in International Business Transactions, signed in 1997 and now binding on 46 parties, and explain how country-level peer reviews shape national enforcement. Highlight key differences in jurisdictional reach, the treatment of facilitation payments, corporate liability standards, and penalties so learners can see why a single global ABMS is the most defensible response.
Defining Bribery, Corruption, and Facilitation Payments8:47
Build a precise vocabulary for the rest of the course by defining bribery as the offering, promising, giving, accepting, or soliciting of an undue advantage of any value as an inducement or reward for a person acting or refraining from acting in relation to the performance of their duties, in line with ISO 37001 Clause 3.1. Distinguish bribery from broader corruption, fraud, money laundering, and conflicts of interest, and explore the slippery category of facilitation payments — small unofficial payments to expedite routine government action. Contrast the FCPA's narrow facilitation-payment exception with the UK Bribery Act's outright prohibition, and explain why ISO 37001 treats facilitation payments as bribes regardless of local custom or amount. Use concrete scenarios involving customs clearance, permit issuance, and port inspections to make the abstract concrete, and show how ambiguity at this definitional layer is where most compliance failures originate.
The ABMS Annex SL Structure at a Glance10:08
Walk through the architecture of ISO 37001 by mapping the ten clauses of Annex SL onto anti-bribery content, so learners can navigate the standard fluently. Cover Clauses 1 to 3 as the scope, normative references, and terms, then preview the seven operative clauses: context of the organization (4), leadership (5), planning (6), support (7), operation (8), performance evaluation (9), and improvement (10). Explain the Plan-Do-Check-Act cycle that animates the structure, and show how this shared spine makes ISO 37001 integrable with ISO 9001, ISO 14001, ISO 27001, and especially ISO 37301 for compliance management. Emphasize that every requirement in the standard uses the word "shall" to denote mandatory obligations and that the certification audit will trace each shall to documented evidence of conformity.
The Business Case for Certification10:13
Make the commercial argument for pursuing ISO 37001 certification rather than building an informal compliance program. Cover tangible benefits including reduced sentencing exposure under the U.S. Sentencing Guidelines for an effective compliance program, mitigated penalties under deferred prosecution agreements, eligibility for tenders from international financial institutions such as the World Bank and EBRD that increasingly require ABMS certification, and lower due-diligence friction during mergers and joint ventures. Address intangible benefits: cultural signal to employees, board confidence, and brand differentiation in jurisdictions where bribery is endemic. Acknowledge the costs and limitations honestly — certification is not a get-out-of-jail-free card and prosecutors have publicly cautioned against treating it as such — and frame it as one pillar of a broader ethics and compliance program rather than a substitute for genuine ethical leadership.
Section 1 Quiz: Foundations of ISO 37001 and the Global Anti-Bribery Landscape
Roleplay: Foundations of ISO 37001 and the Global Anti-Bribery Landscape

Understanding Your Bribery Risk Context (Clause 4.1 and 4.2)8:58
Unpack Clause 4.1 and 4.2 of ISO 37001 by guiding the learner through the systematic identification of external and internal issues that shape bribery exposure, along with the needs and expectations of interested parties. Cover external factors such as country-level corruption indices from Transparency International, sector-specific risk profiles in extractives, defense, construction, and pharmaceuticals, and the regulatory landscape including FCPA enforcement priorities published by the DOJ Criminal Division. Address internal factors including ownership structure, geographic footprint, intermediary reliance, and prior incident history. Explain how the interested parties analysis should map customers, regulators, joint-venture partners, investors, and civil-society organizations and their distinct expectations regarding anti-bribery behavior. Show how this context analysis feeds directly into scoping the ABMS and prioritizing controls.
Scoping the ABMS and the Bribery Risk Assessment Trigger (Clause 4.3 to 4.5)9:36
Explain how Clauses 4.3, 4.4, and 4.5 require the organization to define the boundaries and applicability of the ABMS, establish the management system itself, and conduct an initial bribery risk assessment that informs scope. Address the strategic question of whether to certify the parent entity, a single business unit, or a geographic region, and how scope decisions affect audit cost, certificate value, and operational complexity. Walk through what must be considered when setting scope: activities, products, services, joint ventures, controlled and non-controlled entities, and business associates. Emphasize that the bribery risk assessment under Clause 4.5 is the foundation upon which the rest of the ABMS is built, requiring the organization to identify risks it can reasonably anticipate, analyze them in terms of likelihood and impact, and evaluate the adequacy of existing controls before designing new ones.
The Governing Body and Top Management Roles (Clause 5.1)9:10
Detail the dual leadership obligations in Clause 5.1, which uniquely separates the governing body — typically the board of directors — from top management and assigns distinct anti-bribery responsibilities to each. Explain that the governing body shall approve the anti-bribery policy, exercise reasonable oversight over implementation and effectiveness, receive information about the ABMS at planned intervals, and ensure the strategy and policy are aligned. Top management, in contrast, shall ensure integration of the ABMS into business processes, allocate adequate resources, communicate the importance of effective bribery prevention, and promote a culture of doing the right thing. Use concrete examples of board reporting cadence, the content of board anti-bribery dashboards, and how directors should challenge management on bribery risk to bring the requirements to life.
Crafting an Anti-Bribery Policy That Works (Clause 5.2)8:57
Guide the learner through Clause 5.2's specific requirements for the anti-bribery policy, which shall prohibit bribery, require compliance with applicable anti-bribery laws, be appropriate to the organization's purpose, include a framework for setting anti-bribery objectives, commit to continual improvement, encourage raising concerns in good faith without fear of reprisal, address consequences of non-compliance, and be expressly approved by top management. Show how leading organizations structure their policies in a tiered architecture — a brief board-level policy supplemented by detailed procedures on gifts, hospitality, donations, sponsorships, intermediaries, and conflicts of interest. Explain communication requirements including availability in appropriate languages, posting on websites where relevant, and acknowledgment by personnel and business associates. Use sample policy clauses to illustrate the difference between aspirational fluff and operative, auditable language.
Roles, Responsibilities, and the Anti-Bribery Compliance Function (Clause 5.3)8:05
Examine Clause 5.3, which requires top management to assign responsibility and authority for the ABMS and to appoint an anti-bribery compliance function that has adequate resources, appropriate competence and status, and direct and prompt access to the governing body and top management. Discuss the practical question of where to locate this function — typically reporting to the General Counsel, Chief Compliance Officer, or directly to the audit committee — and how to ensure its independence from operational pressures that could compromise objectivity. Address the role's specific accountabilities including overseeing the design and implementation of the ABMS, providing advice and guidance to personnel, ensuring the ABMS conforms to ISO 37001, and reporting on its performance. Explain how organizations balance centralized oversight with local compliance officers in subsidiaries operating across multiple jurisdictions.
Section 2 Quiz: Context, Leadership, and Anti-Bribery Policy (Clauses 4 and 5)
Roleplay: Context, Leadership, and Anti-Bribery Policy (Clauses 4 and 5)

Conducting a Defensible Bribery Risk Assessment (Clause 6.1)8:48
Walk through the methodology for the bribery risk assessment required by Clauses 4.5 and 6.1, which must identify bribery risks the organization can reasonably anticipate considering its activities, business associates, personnel, transactions, and geographic exposure. Cover the analytical dimensions including the type of bribery (direct, indirect, demanded, offered), the parties involved (public officials, private counterparties, intermediaries), the inherent risk before controls, and the residual risk after controls. Explain scoring methodologies using likelihood-impact matrices, the importance of refreshing the assessment when significant changes occur such as mergers, new market entries, or major contract awards, and the documentation requirements that allow an auditor or prosecutor to retrace the analytical logic. Use sector-specific examples from oil and gas, life sciences, and infrastructure to make the methodology tangible.
Setting Anti-Bribery Objectives and Planning Actions (Clause 6.2)10:51
Examine Clause 6.2's requirement to establish anti-bribery objectives at relevant functions and levels that are consistent with the policy, measurable where practicable, monitored, communicated, and updated as appropriate. Provide concrete examples such as completing 100 percent of risk-based due diligence for new third parties within 30 days, achieving 95 percent training completion for high-risk roles, or closing all material whistleblower cases within defined timelines. Cover Clause 6.3's requirement to plan changes to the ABMS in a controlled manner, including the purpose of changes, potential consequences, integrity of the system, resource availability, and allocation of responsibilities. Emphasize that objectives must drive behavior, not just paper, and that the planning loop ties directly into the management review under Clause 9.3.
Resources, Competence, and Awareness (Clauses 7.1 to 7.3)10:12
Detail the support pillars in Clauses 7.1 through 7.3 starting with resources — financial, human, technological — that the organization shall determine and provide for the ABMS. Cover competence requirements under Clause 7.2 including how to determine necessary competence for personnel whose work affects ABMS performance, how to evaluate that competence through interviews, certifications, or testing, and how to retain documented information as evidence. Address awareness under Clause 7.3, which extends beyond formal training to ensure that personnel are aware of the anti-bribery policy, their contribution to ABMS effectiveness, the consequences of non-conformity, and how to raise concerns. Discuss the distinction between awareness and training, and why both are required for a defensible program.
Anti-Bribery Training and Communication (Clause 7.3 and 7.4)9:14
Build out the practical anti-bribery training and communication program required by ISO 37001, which must be risk-based, role-tailored, periodically refreshed, and documented. Differentiate between general awareness training for all personnel, deep-dive training for high-risk roles including sales, procurement, regulatory affairs, and senior management, and specialized training for the compliance function and internal auditors. Cover Clause 7.4's communication requirements including what to communicate, when, with whom, how, and who communicates, and address both internal communication to personnel and external communication to business associates, customers, suppliers, and the public. Discuss certification expectations regarding language localization, completion tracking, refresher cadence (typically annual for high-risk roles), and methods for testing knowledge retention.
Documented Information and Records Control (Clause 7.5)10:52
Explain Clause 7.5's requirements for creating, updating, and controlling documented information, which encompasses both policies and procedures the organization needs for the ABMS to function and records that provide evidence of conformity. Cover the practical architecture of an ABMS documentation set: the anti-bribery policy, the risk assessment, due diligence files, training records, gift and hospitality registers, whistleblower case files, audit reports, management review minutes, and corrective action records. Address control requirements including identification, format, review and approval, distribution, access, retention, and disposition, and explain how digital workflow tools and GRC platforms have transformed this clause. Stress that the certification audit is largely a documented-information audit and that gaps in records are the single most common cause of nonconformity findings.
Section 3 Quiz: Planning and Support Infrastructure (Clauses 6 and 7)
Roleplay: Planning and Support Infrastructure (Clauses 6 and 7)

Operational Planning and Control Architecture (Clause 8.1)9:27
Establish the foundation of Clause 8 by examining Clause 8.1's requirement to plan, implement, and control the processes needed to address bribery risks and implement the actions determined in Clause 6. Explain the proportionality principle that runs through Clause 8 — controls shall be proportionate to the bribery risks identified — and how this principle prevents both under-investment in high-risk areas and wasteful over-control of low-risk areas. Cover the integration of anti-bribery controls into existing business processes such as procurement, sales, vendor onboarding, mergers and acquisitions, and government interactions, and explain why bolt-on anti-bribery requirements that bypass business workflows tend to fail. Set the stage for the more specific operational clauses that follow.
Risk-Based Due Diligence (Clause 8.2)7:11
Master Clause 8.2's requirement to conduct due diligence on categories of transactions, projects, activities, business associates, and personnel that have been assessed as more than low bribery risk. Cover the tiered due diligence approach: a baseline screen for all third parties, enhanced due diligence for medium-risk relationships including adverse media searches and sanctions list screening against OFAC SDN, EU Consolidated, and UK HM Treasury lists, and comprehensive due diligence for high-risk relationships including background investigations, references, beneficial ownership verification, and on-site visits. Explain the documentation, sign-off authority, periodic refresh cadence, and red-flag escalation protocols that make due diligence defensible. Discuss the use of specialized providers such as Dow Jones, Refinitiv World-Check, and Kroll for risk intelligence and how to integrate their outputs into compliance workflows.
Financial and Non-Financial Controls (Clause 8.3 and 8.4)10:55
Walk through Clauses 8.3 and 8.4 which require the organization to implement financial controls and non-financial controls that manage bribery risk. Cover financial controls including segregation of duties, dual authorization thresholds for payments, vendor master file management, expense report scrutiny, journal entry monitoring, and the integrity of books and records — which independently mirror the FCPA's accounting provisions in 15 U.S.C. § 78m(b). Address non-financial controls including procurement, operations, sales, commercial, human resources, legal, regulatory, and project activities, and explain how purchase order workflows, contract approval matrices, and project gate reviews can embed anti-bribery checkpoints. Use examples of how a missing dual signature on a foreign vendor payment or an unexplained discount in a sales contract becomes the auditable evidence of either a working control or a control failure.
Controls for Business Associates (Clause 8.5)10:49
Drill into Clause 8.5, which addresses the often-fatal exposure created by business associates — agents, intermediaries, consultants, distributors, joint-venture partners, suppliers, and any other external party that acts for or on behalf of the organization. Explain the requirement to implement procedures that require business associates to commit to preventing bribery in relation to the organization's activities, including anti-bribery clauses in contracts, audit and termination rights, and a process for handling situations where a business associate refuses to commit. Cover the specific challenges of joint ventures where the organization may not have unilateral control, and the practical use of representations, certifications, training requirements, and tiered contractual protections. Reference enforcement precedent showing that the majority of FCPA prosecutions involve intermediaries, making this clause one of the highest-leverage areas of the standard.
Gifts, Hospitality, Donations, and Sponsorships (Clause 8.7)11:05
Build a working framework for managing gifts, hospitality, donations, and similar benefits as required by Clause 8.7, which mandates the implementation of procedures designed to ensure that such offerings are not used as a subterfuge for bribery. Cover the standard control elements: per-occurrence and per-recipient monetary thresholds, prohibited categories such as cash and cash equivalents, pre-approval requirements above defined limits, recording in a gift and hospitality register, prohibition near tender or decision points, special rules for public officials, and stricter standards in jurisdictions like the UK and China. Address charitable contributions, political donations, and sponsorships, explaining how each can mask improper payments and what specific safeguards apply. Use concrete dollar thresholds from leading corporate programs to ground the discussion.
Conflicts of Interest and Raising Concerns (Clause 8.8 to 8.10)11:02
Cover the cluster of operational requirements in Clauses 8.8 through 8.10 addressing concerns about non-compliance, raising concerns through whistleblowing channels, and investigating bribery. Explain the requirement for procedures that encourage and enable persons to report in good faith or on the basis of reasonable belief, the protections against retaliation that ISO 37001 mandates, and the obligation to investigate and respond appropriately to reported or detected bribery. Discuss the channel architecture: hotlines, web portals, ombudsperson, and direct reporting to the compliance function, along with anonymous and confidential options. Reference complementary legal frameworks including the EU Whistleblower Directive (Directive 2019/1937), the Dodd-Frank Act Section 922 whistleblower bounty provisions, and the UK Public Interest Disclosure Act 1998, and explain how the investigation procedure must preserve evidence, protect privilege, and feed into corrective action.
Section 4 Quiz: Operational Anti-Bribery Controls (Clause 8)
Roleplay: Operational Anti-Bribery Controls (Clause 8)

Monitoring, Measurement, and Analysis (Clause 9.1)10:35
Explain Clause 9.1's requirement to determine what needs to be monitored and measured, the methods used, when monitoring is performed, and when results are analyzed and evaluated. Cover the metrics architecture of a mature ABMS: leading indicators such as due diligence cycle time, training completion rates, gift register entries, and policy attestations, and lagging indicators such as investigation volume, substantiation rates, and disciplinary actions. Discuss the role of compliance dashboards, the cadence of reporting to top management and the governing body, and the use of trend analysis to detect emerging risks. Emphasize that monitoring is not a passive activity — Clause 9.1 expects the organization to act on what it learns, and unaddressed signals are themselves a finding.
Internal Audit of the ABMS (Clause 9.2)9:44
Detail Clause 9.2's requirement to conduct internal audits at planned intervals to provide information on whether the ABMS conforms to the organization's own requirements and to ISO 37001 and is effectively implemented and maintained. Cover the audit program elements including frequency, methods, responsibilities, planning, and reporting, and the auditor competence and independence requirements that prevent self-audit. Explain the practical mechanics: risk-based audit scoping, sampling approaches, transaction testing, control walk-throughs, interviews, and the evidence-based formulation of findings. Discuss how internal audit findings feed into corrective action under Clause 10 and management review under Clause 9.3, and how leading organizations leverage internal audit to prepare for external certification.
Management Review and Governing Body Oversight (Clause 9.3 and 9.4)10:46
Walk through Clauses 9.3 and 9.4, which require top management and the governing body to review the ABMS at planned intervals to ensure its continuing suitability, adequacy, and effectiveness. Cover the mandated inputs including the status of actions from previous reviews, changes in external and internal issues, information on ABMS performance, results of investigations, audit findings, and opportunities for improvement. Explain the expected outputs: decisions on changes to the ABMS, allocation of resources, and any modification to objectives. Discuss the practical cadence — typically annual for the governing body and more frequent for top management — and the documentation requirements that auditors will inspect. Reference the role of audit committee charters and board calendars in operationalizing this clause.
Nonconformity, Corrective Action, and Continual Improvement (Clause 10)12:25
Cover the closing PDCA clause of ISO 37001 addressing how the organization responds when things go wrong and how it drives continuous improvement. Explain Clause 10.1 on nonconformity and corrective action, which requires the organization to react, evaluate the need to eliminate the cause, implement action, review effectiveness, and update risks and opportunities. Cover root cause analysis methodologies including the five whys and fishbone diagrams, and the discipline of distinguishing symptoms from causes. Address Clause 10.2 on continual improvement, which extends beyond fixing problems to systematically enhancing the suitability, adequacy, and effectiveness of the ABMS. Use real corrective action examples from anonymized enforcement settlements to show how a single transaction failure can drive systemic improvements.
The Certification Audit Journey13:33
Demystify the path to ISO 37001 certification, from selecting an accredited certification body through stage 1 documentation review, stage 2 implementation audit, certification decision, surveillance audits at typically annual intervals, and recertification every three years. Explain the role of accreditation bodies such as ANAB in the United States and UKAS in the United Kingdom, and why accreditation under ISO/IEC 17021-1 matters for the credibility of the certificate. Cover common pitfalls that derail audits: incomplete risk assessments, due diligence gaps on intermediaries, weak gift and hospitality documentation, missing training records, and inactive whistleblower channels. Provide a realistic timeline expectation of 12 to 18 months from program launch to certification for organizations starting from a moderate baseline, and discuss budget ranges so learners can advocate for resources internally.
Integrating ISO 37001 with ISO 37301 and Building a Sustainable Program11:38
Close the program by positioning ISO 37001 within the broader compliance ecosystem, particularly its relationship with ISO 37301:2021 — Compliance Management Systems — which provides the umbrella framework for managing compliance obligations across all regulatory domains including anti-bribery, data protection, antitrust, sanctions, and sectoral rules. Explain how the shared Annex SL structure makes integration natural and how organizations can run a single integrated management system audit rather than parallel programs. Cover the strategic question of sequencing — whether to certify ISO 37001 first or build the ISO 37301 umbrella first — and how to make the choice based on risk profile and existing program maturity. Conclude with the principles that distinguish paper compliance from genuine ethical culture: tone from the top, middle-management ownership, psychological safety to raise concerns, consistent consequence management, and the humility to keep improving.
Section 5 Quiz: Performance Evaluation, Improvement, and Certification (Clauses 9 and 10)
Roleplay: Performance Evaluation, Improvement, and Certification (Clauses 9 and 10)

Requirements

Basic familiarity with corporate compliance, internal controls, or ethics program concepts
Working knowledge of business operations such as procurement, sales, or finance processes
General awareness of the FCPA or similar anti-corruption laws (deep expertise not required)
Comfort reading and interpreting structured standards or regulatory texts in English
No prior ISO certification experience required — the course builds the framework from scratch

Description

This course contains the use of artificial intelligence.

Bribery enforcement has entered a new era. Record-breaking FCPA settlements, the UK Bribery Act's strict corporate offence, and the OECD's coordinated peer-review pressure mean that a handshake-and-a-policy approach to anti-bribery compliance is no longer defensible. Regulators, customers, investors, and joint-venture partners increasingly expect organizations to demonstrate a certifiable, auditable management system that prevents, detects, and responds to bribery — and ISO 37001:2016 is the international standard that delivers exactly that. If you are a compliance officer, ethics lead, internal auditor, general counsel, or executive responsible for protecting your organization from corruption exposure, this course gives you the working command of the standard you need to lead implementation with confidence.

Across five sections you will move clause by clause through ISO 37001:2016, from the foundational concepts of bribery and facilitation payments through the operational heart of due diligence and third-party controls and finally to certification audits and continual improvement. You will learn how to scope an Anti-Bribery Management System, conduct a defensible bribery risk assessment, draft a board-approved anti-bribery policy that meets Clause 5.2, establish the anti-bribery compliance function with appropriate independence, design risk-based due diligence procedures for business associates, build financial and non-financial controls that survive both internal audit and FCPA accounting-provisions scrutiny, manage gifts and hospitality through documented registers and pre-approval thresholds, operate whistleblowing channels aligned with the EU Whistleblower Directive, and run internal audits and management reviews that close the Plan-Do-Check-Act loop.

The course is built for working professionals in multinational organizations, government contractors, financial institutions, life sciences, energy, infrastructure, and any sector exposed to public-official interactions or intermediated sales. You should bring a basic familiarity with corporate compliance concepts and an interest in how international standards translate into operational reality. By the end you will be able to explain how ISO 37001 maps to the FCPA, UK Bribery Act, and OECD Convention; lead an ABMS gap assessment; prepare your organization for a stage 1 and stage 2 certification audit; and integrate ISO 37001 with ISO 37301 for a unified compliance management system.

What sets this course apart is its grounding in the actual language of the standard, the actual statutes that drive ABMS adoption, and the actual enforcement reality that compliance professionals face every day. There is no fluff, no generic ethics platitudes, and no vague references — every clause is unpacked with specific requirements, practical implementation guidance, and real-world examples. Enroll now and walk away with the analytical toolkit, vocabulary, and confidence to make your anti-bribery program genuinely defensible.

Who this course is for:

Compliance officers and ethics leads responsible for anti-bribery and anti-corruption programs
General counsel, in-house lawyers, and legal operations professionals supporting multinational businesses
Internal auditors and risk management professionals preparing for ISO 37001 audits or assessments
Executives, directors, and governing-body members exercising oversight of bribery risk
Consultants, certification-body auditors, and graduate students entering the compliance profession

ISO 37001:2016 Anti-Bribery Management Systems

What you'll learn

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Course content

Section 1: Foundations of ISO 37001 and the Global Anti-Bribery Landscape6 lectures • 53min

Section 2: Context, Leadership, and Anti-Bribery Policy (Clauses 4 and 5)6 lectures • 45min

Section 3: Planning and Support Infrastructure (Clauses 6 and 7)6 lectures • 50min

Section 4: Operational Anti-Bribery Controls (Clause 8)7 lectures • 1hr

Section 5: Performance Evaluation, Improvement, and Certification (Clauses 9 and 10)7 lectures • 1hr 9min

Introduction to ISO 37001 and Anti-Bribery Fundamentals0

Understanding the ISO 37001 Standard Structure0

Planning and Risk Assessment Methodology0

Resource Management and Organizational Support0

Operational Controls and Due Diligence0

Requirements

Description

Who this course is for: