Regulators, donors and investors increasingly hold senior leaders personally accountable for the integrity of their organisations. Enforcement actions rarely turn on whether a policy existed; they turn on whether leaders understood the risks, resourced the controls and acted when warnings appeared. Conflicts of interest, often dismissed as minor, are the quiet entry point for many bribery and fraud cases.

The Leadership and Performance in Anti-Bribery, Ethics & Conflict of Interest Training Course focuses on what leaders must decide, not just what compliance teams must document. It opens with the leadership role in ethical culture, moves through bribery risk assessment and due diligence on agents and partners, then covers practical conflict of interest management, from declarations and registers to recusal and sanctions. Later sessions examine investigation oversight, reporting channels, disciplinary consistency and the measures a board can use to judge programme performance.

The programme is facilitated as a leadership workshop. Participants debate dilemmas drawn from realistic scenarios, review sample policies and registers, and leave with an integrity action plan for their own institution.

By the end of the programme, participants will be able to:

• Define the leadership responsibilities that underpin an effective anti-bribery and ethics programme.
• Carry out a bribery risk assessment across operations, procurement and third parties.
• Design rules for gifts, hospitality, sponsorships and facilitation requests.
• Establish a conflict of interest framework with declarations, registers and recusal procedures.
• Respond to whistleblower reports and allegations in a fair, protected and documented way.
• Apply ethical decision-making models to dilemmas involving pressure from superiors or clients.
• Set integrity indicators and report programme performance to the board.

The programme is designed for senior decision-makers who own integrity outcomes, including:

• Chief executives, managing directors and country directors
• Board and audit committee members
• Permanent secretaries, directors and heads of state agencies
• Chief compliance, ethics and legal officers
• Heads of internal audit and risk
• Human resource directors handling discipline and investigations
• Procurement and finance directors
• Senior managers in NGOs and donor-funded programmes

By the close of the week, participants will have:

• A leadership integrity statement and communication plan for staff and partners.
• A conflict of interest declaration form and register layout ready to adapt.
• A gifts and hospitality decision tree for quick, consistent rulings.
• A short list of integrity indicators for board dashboards.
• A response protocol for allegations, covering triage, protection and escalation.
• A 90-day action plan to strengthen controls in their own institution.

Because participants are senior, the format favours discussion and decision practice, including:

• Short expert inputs on law, standards and good practice
• Scenario-based dilemmas debated in small peer groups
• Review of sample policies, registers and board reports
• A crisis simulation requiring quick leadership decisions
• Confidential peer exchange on challenges in participants' own sectors

On completing all sessions and the scenario exercises, each participant receives a CPD-accredited Certificate of Completion from Vision Reach Global Consultancy.

The certificate confirms attendance and applied participation; it is not a licence or regulatory qualification.