14 core risk area modules. 6 industry case banks. Third-party training. Role-specific deep dives. And COMPLIANCECHECK™ — the AI-powered engine that measures whether any of it is working.
Interactive digital modules for mid to senior management. Each module is built around scenario-based decisions — not compliance theory. Available in Turkish and English.
25 minutes per moduleFor: All mid to senior managers, commercial teams, procurement, finance
Builds the judgment to recognise bribery risk in everyday commercial situations — not only the obvious cases, but the ones where the pressure feels legitimate and the line is genuinely unclear.
For: All managers, procurement, board members, HR
Moves beyond the financial interest definition to cover relational, positional, and reputational conflicts — the categories most programmes miss and most managers encounter without recognising.
For: Commercial teams, procurement, client-facing managers, executives
Practical, specific, and honest about the situations where reasonable people disagree. Answers the questions managers are afraid to ask.
For: Procurement, commercial, operations, any manager with supplier or partner relationships
Why you are legally accountable for what your suppliers, agents, and partners do on your behalf — and what you need to do before a relationship begins and throughout its life.
For: All employees and managers — with a manager-specific track on creating the conditions for speaking up
Addresses the real barriers to speaking up and gives employees the language, the process, and the confidence to raise concerns before they become serious problems.
For: All managers, HR, IT, client-facing teams, anyone handling personal data
Built around the data decisions managers make every day — sharing, storing, forwarding, discussing — and what compliance requires at each decision point.
For: Commercial teams, senior management, trade association participants, procurement
Conversations with competitors, at industry events, and in commercial negotiations can create competition law exposure. This module builds the judgment to recognise when a conversation has crossed a line.
For: International operations, finance, procurement, senior management, sales teams
A practical orientation on a compliance area that has expanded dramatically and now affects organisations that have never thought of themselves as operating in restricted markets.
For: Procurement, operations, senior management, sustainability teams
LkSG and CSDDD have made human rights a compliance obligation — not a CSR aspiration. This module explains what that means for the decisions managers make about suppliers and subcontractors.
For: Finance, accounting, operations, any manager who approves or authorises expenditure
The FCPA's books and records provisions — and their equivalents in other frameworks — make accurate financial recording a compliance obligation. This module builds manager-level understanding of what that requires.
For: Senior management, finance, legal, IR, anyone with access to material non-public information
Insider information obligations apply to a much wider population than most organisations realise. This module builds practical understanding of when information is inside information and what obligations it creates.
For: All managers — with particular focus on the manager's obligation to prevent and respond
Designed specifically for managers. Addresses what the manager's obligations are, how to recognise subtle forms of conduct that cross the line, and how to respond when a concern is raised.
For: All managers and senior employees with a public or semi-public professional presence
The boundary between personal and professional communication is effectively gone. Managers need a clear understanding of what they can and cannot say — and in what contexts.
For: Senior management, sustainability teams, finance, legal, anyone involved in ESG data or reporting
Sustainability reporting has moved from voluntary to legally mandatory. This module explains what that means for the accuracy of the data you provide and the assertions you make.
20 cases per industry — drawn from the actual daily work practices of the people being trained. Not textbook situations. Not simplified dilemmas. Select your industry below.
20 cases per industryA customs officer delays clearance and signals that a payment would resolve it. The commercial pressure to get the aircraft moving is intense. What are your options — and your obligations?
A long-term catering supplier invites your team to a corporate hospitality event. The relationship is genuine. The value of the invitation is above your threshold. What do you do?
Your best ground handling contractor has always delivered. Now they are asking for an invoice structure that does not reflect the work actually done. A small favour, they call it.
A government official requests passenger manifest data for a specific flight informally. The official is known to your team. What are your obligations — and who do you call?
You observe a ground handling procedure that does not match the protocol. Your manager is aware and has not acted. What do you do?
A terminal project is behind schedule. The procurement manager suggests bypassing the tender process for a specific contract. The supplier is reliable. Is this acceptable?
The same food packaging supplier has won every competitive tender for three years. Your new procurement manager notices the evaluation committee has not changed in that period.
A beverage supplier delivers a luxury hamper to the catering manager's home two weeks before contract renewal. The manager has always liked the supplier. What is the right response?
A cleaning subcontractor delivers excellent service at unusually low cost. A worker raises a concern informally about pay arrangements. What are the catering manager's due diligence obligations?
Quarterly targets are not being met. A supervisor suggests recording certain waste as a different cost category to improve the numbers. The difference is small. Is it a problem?
A kitchen employee wants to raise a concern. The shift manager has a reputation for not welcoming complaints. How does the employee access the speak-up channel — and what protection do they have?
A key ingredient is unavailable at short notice. A substitute meets the spec but has not been approved. The flight departs in four hours. Who makes this decision — and how is it documented?
A contractor asks a security officer to expedite access clearance for a team working after hours. The request comes through a manager you know. Something about the situation does not feel right.
The security manager responsible for renewing a key equipment contract has a brother-in-law who is a regional director at the supplier. He has not disclosed this. A colleague is aware.
A law enforcement official requests access to CCTV footage covering a specific period. The request is verbal and not accompanied by documentation. What is the correct procedure?
A security officer observes a senior colleague accepting a cash payment from a visitor. The culture is strongly hierarchical and loyalty is valued. How does the officer raise this?
Following an incident, a team leader suggests filing the incident report in a way that omits certain details to avoid an investigation. The omission would not be a direct falsehood. Is this acceptable?
A staffing agency provides security personnel at competitive rates. A compliance review reveals that the agency's employment documentation is incomplete. The contract is due for renewal.
A distribution project is delayed because a local authority official has not signed a permit. A colleague suggests that a contribution to the official's community project would help.
A subcontractor is proposed by a senior manager who has a personal relationship with the owner. The price is competitive. The due diligence has not been conducted. Who is responsible?
Field measurements show a reading that exceeds the permitted level. A manager suggests averaging the reading with adjacent periods to bring it within range. Is this acceptable?
A company bidding for a significant infrastructure contract invites the procurement team to a three-day technical conference at a luxury venue. The agenda is legitimate. The timing is not.
A project manager has a family member employed by one of the subcontractors on the project. The project manager has not disclosed this. A team member is aware.
Field engineers report that small payments to local officials are common practice and have always happened. A new compliance officer is told this is just how it works here.
A new corporate client presents documentation that is technically complete but raises questions about the ultimate beneficial owner. The relationship manager wants to proceed.
A deal team member overhears a conversation about an upcoming merger that has not been announced. She has not been formally briefed. She owns shares in one of the companies involved.
A senior banker invites the team to dinner with a counterparty during active deal negotiations. The counterparty is picking up the bill. The value is significant.
At an industry working group, a competitor mentions their pricing approach for a specific product category. The conversation is informal. Your colleague contributes.
A payment is flagged by the sanctions screening system. The relationship manager says it is a false positive and the client is under commercial pressure to proceed today.
A private banking client is identified as a PEP during enhanced due diligence. The client is long-standing, valuable, and personally known to the division head. The review flags concerns.
An import shipment is held at customs. The freight forwarder suggests that a payment to the customs agent would release it within 24 hours. The production line is waiting.
An audit of a key raw material supplier identifies working condition concerns below your supply chain code of conduct standards. The supplier is critical to production.
At an industry association meeting, a member suggests that if everyone maintained similar price floors, the pricing pressure problem would resolve itself. You are in the room.
A plant manager is under pressure to maintain output while an emissions control system is partially offline. Reporting the malfunction will trigger a regulatory inspection and halt production.
A procurement officer is evaluating tenders for a major equipment contract. One of the bidding companies was recently co-founded by their former colleague and close friend.
A sales order is received for a product with established commercial use but also classified as dual-use technology. The end-user certificate is provided. The destination country is on a watchlist.
Short-form modules for suppliers, agents, distributors, and business partners. Deployable without LMS infrastructure. Available in Turkish, English, and additional languages on request.
10–15 minutes per moduleFor: Agents, distributors, suppliers, joint venture partners
A clear, direct introduction to anti-bribery obligations — what they are, why they apply to business partners acting on behalf of the organisation, and what a business partner must never do.
For: All suppliers and business partners onboarding to our third-party programme
A structured introduction to the compliance standards the organisation requires — not as a legal document, but as a clear and honest explanation of why these standards exist and what they mean in practice.
For: Supplier employees and representatives who work with the organisation
Business partners and their employees can use the organisation's speak-up channel. This module explains how — and why using it is protected, safe, and encouraged.
For: Suppliers and partners who handle personal data on behalf of the organisation
Business partners who process personal data on the organisation's behalf carry specific legal obligations. This module explains what those obligations are and what a business partner must do to meet them.
For: Suppliers operating in sectors or geographies identified as carrying human rights risk
Our supply chain human rights obligations under LkSG and CSDDD extend to the business partners who supply us. This module explains what we expect and what you must be able to demonstrate.
Generic compliance training reaches everyone and prepares no one adequately for the specific decisions their role requires. These modules go deep where it matters most.
40 minutes per moduleConflict of interest in supplier relationships, tender integrity, gifts from vendors, due diligence obligations, and what to do when commercial pressure meets compliance requirements.
Anti-bribery in client entertainment, gifts and hospitality at the commercial boundary, agent and distributor management, and how to push back when a deal structure raises concerns.
Books and records obligations, payment authorisation, mischaracterisation of expenditure, and the red flags that compliance officers look for in financial records.
Confidentiality obligations in people processes, conflict of interest in hiring and promotion decisions, receiving and managing speak-up reports, and preventing retaliation.
Governance obligations under ISO 37301, oversight responsibility for the compliance management system, board-level conflicts of interest, and the questions governance requires.
Programme self-assessment, reporting to governance, measuring training effectiveness, managing the speak-up system, and navigating the hardest conversations when business and compliance requirements diverge.
COMPLIANCECHECK™ is not a quiz platform. It is an AI-powered assessment engine that analyses how your people respond to compliance pressure situations — and tells you what that means for your control environment.
Every scenario response, every decision point, every pattern of error across functions and geographies is processed into intelligence that the compliance function can act on — and governance bodies can rely on.
Establishes where the organisation stands before training begins. Identifies risk awareness gaps by function, role, and geography. Calibrates the training programme to what the organisation actually needs.
Not recall testing — decision-scenario analysis. Measures whether training has changed how participants approach real compliance decisions under pressure.
A live view of the organisation's compliance risk awareness by risk area, function, and geography. Updated after each training cycle. Identifies where the control environment is weakest.
An annual governance report presenting training effectiveness as a controls assessment — structured for audit committee and board presentation. Evidence that the training is functioning as a control.
Short validated survey measuring speak-up safety, manager behaviour, channel awareness, and programme visibility. Year-on-year benchmarking. The most honest picture of where the culture actually is.
Three progressive certification levels — each marking a defined stage in an organisation's compliance capability development. Meaningful to the individual, visible to governance, and verifiable by external stakeholders.
The employee understands the compliance risk areas relevant to their role, knows how to raise a concern, and has demonstrated baseline awareness through COMPLIANCECHECK™ assessment.
All 14 core modules + COMPLIANCECHECK™ baselineThe employee has completed core modules, their industry case bank, and the role-specific deep dive relevant to their function. COMPLIANCECHECK™ assessment confirms readiness to handle real compliance decisions.
Core modules + Industry case bank + Role-specific moduleThe complete pathway. Full module set, COMPLIANCECHECK™ advanced assessment, and the annual culture pulse. Reserved for employees who carry significant compliance responsibility or are developing into compliance leadership roles.
Full pathway + COMPLIANCECHECK™ advanced + Culture pulseTell us your industry, your risk areas, and where you want to start. We will design the programme that fits your organisation — ready-to-use or tailor-made.