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Why do people ask for bribes?
Very often anti-bribery discussions tend to focus on analysing bribery risk in relation to the supply of a bribe and our reaction to it (e.g. when might we be susceptible to pressures to pay a bribe? What rationalisations might we make to justify a bribe (e.g. time pressure, target pressure, others do it, greater good etc)? 
However, here the aim is to encourage team discussion and reflection on the bribery demand side - Why do people (and this can have application both internally and externally) ask for bribes? How might a better understanding of why people ask for bribes help us to develop strategies to further reduce bribery risk in our business dealings?   

Approx running time: 10 – 15 minutes



Job offers & internships
Not all bribery and corruption involves cash payments or excessive gifts. In 2016, JPMorgan agreed to pay U.S authorities $264 million to resolve allegations it hired the relatives of Chinese officials - dubbed “princelings” - to win banking deals. Where could we be susceptible to this type of activity?

Approx running time: 10 – 15 minutes


Lesson from Rolls-Royce
Are we comfortable that our partners and other third parties are working in a way that aligns with our Code of Conduct? Does this matter? We use these questions as the starting point and summarise the Rolls-Royce story drawing from the public details outlined in their settlement agreements with the UK and US authorities. Having opened discussion with the Rolls-Royce story we then shift to reflect on our own working practices and culture. We can also use this to start exploring the role of third parties within our business and the rigour of our due diligence procedures. 

Approx running time: 10 – 15 minutes



The Sewol Ferry disaster 
This is a discussion centred on the South Korean Sewol ferry tragedy that occurred in April 2014. It is a powerful, important, but distressing story that needs to be sensitively handled. 304 lives were lost, including 250 Korean high school students. The purpose of telling this story is not to sensationalise a tragedy, but to allow us to lay-out the facts, as known, and encourage a candid reflection on how a series of working culture failures and tolerance of petty bribery and corruption cost 304 lives. It is admittedly an extreme example, but powerful because of that and it has parallels back to many work environments. 

Approx running time: 10 – 20 minutes

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