Anti-Bribery & Corruption — Module 3 of 4

Tender

A procurement evaluation unravels when gifts from a shortlisted supplier go undeclared.

Portrait of Alexa Reeves, Compliance Manager
Your Role

Alexa Reeves

Compliance Manager, Meridian Engineering

Two major incidents behind you. The board now takes compliance seriously. Six months ago, you rolled out company-wide ABC training. Today, it's about to be tested — by someone who took the training seriously.

Meridian is running a £2.8M procurement for specialist pressure-testing equipment needed for a North Sea energy contract. Must be operational by Q3.

Three shortlisted suppliers: Vanguard Systems, Calthorpe Industrial, Nordic Precision AS.

Evaluation panel: Ian Marsh (Head of Technical, 15 years), Maya Chen (Procurement Analyst, 8 months), Helen Briggs (Finance Controller).

Before You Start

How This Works

This is a decision-driven scenario. You'll face real decisions — and your choices shape how the story unfolds.

+3 Best practice — the response a compliance expert would choose
+1 Reasonable but incomplete — you're on the right track
−2 Risky or non-compliant — learn why this path creates problems

Tip: Highlighted text like Section 2 is clickable — tap to read the legal reference in full.

Portrait of Maya Chen, Procurement Analyst
Wednesday, 4:47 PM
Narrator

You're packing up for the day when Maya Chen appears in your doorway. She glances down the hall before speaking, then steps inside and closes the door behind her without being asked.

Maya Chen

I don't know if I'm overreacting. But after the ABC training you ran in September, you said if something doesn't feel right, we should come to you. So I'm here.

You

I'm glad you came. Take a seat. Tell me what's on your mind.

Maya Chen

It's Ian. Ian Marsh. During the evaluation period — the last two weeks — he's been receiving gifts from Vanguard Systems. From Steve Gilroy, their sales director.

You

What kind of gifts?

Bottle of Glenfiddich 18 whisky (week 1)~£80
Two tickets, England-France rugby at Twickenham£340
Weekend at Foxley Manor Hotel ("industry conference")~£1,200
Total during live evaluation£1,620
Maya Chen

I checked the gifts register this morning. Nothing. And Alexa — Vanguard is currently ranked first in our preliminary scoring. Ian's technical scores are what's putting them ahead.

Portrait of Maya Chen
⚖ Decision Point 1 of 3

Priya has dates, amounts, sources. She's done her homework. She's also anxious — 8 months at Meridian, Ian has 15 years. She asks: "Alexa, can you promise me my name won't come up? Ian is well-liked. If he finds out I reported this, I don't know what happens to me."

How do you handle Priya's disclosure?

Your choice

Formal whistleblower record with honest protections

Document the disclosure formally under the whistleblower policy, explain her protections under the Public Interest Disclosure Act 1998, and be honest: identity protected as far as legally possible, but complete anonymity can't be guaranteed if this escalates.

Your choice

Take informal notes, investigate quietly

Take handwritten notes, tell her you'll look into it discreetly — no formal whistleblower record, to keep her name off paper.

Your choice

Suggest she may be overreacting

Tell her you appreciate it, but Ian and Steve Gilroy go way back — this is just industry networking. Ask if she's sure she wants to make this formal before you create a record that can't be undone.

Portrait of Maya Chen
Wednesday, 5:10 PM +3
You

Priya, you did the right thing coming to me. I'm documenting this as a formal disclosure under our whistleblower policy. That triggers specific protections for you.

Maya Chen

What kind of protections?

You

Under the Public Interest Disclosure Act, Meridian can't subject you to any detriment for reporting this. No dismissal, no demotion, no sidelining.

Maya Chen

But will Ian find out it was me?

You

I'll protect your identity as far as I can. But honestly — if this escalates to a formal disciplinary, there's a limit. What I can guarantee is that retaliation would be a serious offence, and I'll personally make sure it doesn't happen.

Maya Chen

OK. I... OK. I trust you. Just — please handle it carefully.

Why This Was Defensible

A formal whistleblower record timestamps the concern, activates PIDA protections, and creates an audit trail. Honesty about the limits of anonymity matters: promising absolute confidentiality is a commitment you may not be able to keep. Under MoJ Principle 6, if a regulator asks "when did you first become aware?", a formal record is your answer.

Portrait of Maya Chen
Wednesday, 5:10 PM +1
You

Priya, I appreciate this. Let me handle it quietly. I'll make some enquiries without creating a formal record — that way your name stays completely out of it.

Maya Chen

Thank you, Alexa. That's... that's what I was hoping you'd say.

Narrator

Priya leaves your office looking relieved. But you've just made a decision with consequences you haven't fully considered.

The Risk of Informality

Your instinct to protect Priya is understandable. But without a formal record, you've removed the PIDA protections she would otherwise have, and weakened your own audit trail. If this matter later escalates and someone asks when Meridian first knew about the gifts, your answer is "Wednesday at 4:47 PM, but I chose not to formally record it." Under s.7, a reporting mechanism that isn't used when it should be can itself be evidence of inadequate procedures.

Portrait of Maya Chen
Wednesday, 5:05 PM −2
You

Priya, I hear you. But Ian and Steve go back years — North Sea projects, long before Meridian. A bottle of whisky between old colleagues isn't a brown envelope, is it?

Maya Chen

It's not just the whisky, Alexa. It's £1,620 in gifts during a live evaluation where Ian is scoring Vanguard's proposal. That's not networking.

You

Look, I'll keep an eye on it. But sure you want a formal record? Once it's on paper, it takes on a life of its own.

Maya Chen

I came to you because the training said to. I thought you'd take it seriously.

Narrator

Priya leaves. No slammed door. Just... leaves. The training told her to report. She reported. The person she reported to told her she might be overreacting.

What Went Wrong

You've done the one thing that kills a whistleblowing culture: made the reporter feel like the problem. Your ABC training — the one you built after Module 1 — just became performative. Discouraging a bribery report undermines MoJ Principle 6. And s.2 doesn't require intent to be influenced — the test is whether the advantage was received in connection with improper performance.

Thursday, 9:15 AM
Verifying the Evidence

You spend the morning verifying Priya's account. The company calendar shows Ian attended the Vanguard-hosted event at Foxley Manor Hotel last weekend — booked as "Industry CPD". You check the supplier's website: no published agenda, no CPD accreditation.

The gifts register has no entries from Ian in the past 12 months. His expense reports show nothing unusual — but the gifts were all received, not purchased.

You pull the preliminary evaluation scores. Three suppliers, three evaluators, five scoring criteria each. The pattern is immediately visible.

Thursday, 9:45 AM

Preliminary Evaluation Scores

Scores are out of 10. Ian's scores highlighted.

CriterionIan (Tech)Priya (Procurement)Helen (Finance)
Technical CapabilityVanguard: 9Vanguard: 7Vanguard: 7
Delivery TimelineVanguard: 9Vanguard: 7Vanguard: 6
Price CompetitivenessVanguard: 8Vanguard: 6Vanguard: 6
After-Sales SupportVanguard: 10Vanguard: 7Vanguard: 6
Compliance & ESGVanguard: 9Vanguard: 7Vanguard: 7

Ian scored Vanguard 9 or 10 on every criterion — significantly higher than either Priya or Helen. On "After-Sales Support" his score is 10 versus their 7 and 6. His scores alone are what puts Vanguard first overall.

The panel must submit final recommendations in 4 days. The North Sea client expects equipment delivery by Q3 — any delay risks a £180,000 penalty clause.

Activity — Spot the Anomaly

One evaluator's scores stand out. Click the column header to identify who.

Criterion Ian (Tech) Priya (Proc) Helen (Fin)
Technical Capability 9 7 7
Delivery Timeline 9 7 6
Price Competitiveness 8 6 6
After-Sales Support 10 7 6
Compliance & ESG 9 7 7
Portrait of Ian Marsh, Head of Technical
⚖ Decision Point 2 of 3

Gifts confirmed. Register empty. Scores show a clear pattern. Deadline is Friday next week. Ian Marsh has 15 years at Meridian and the most respected technical voice in the company. His scores may reflect genuine expertise, or they may be compromised. The numbers alone can't tell you.

What is your next step?

Your choice

Suspend Ian, commission fresh evaluation

Remove Ian from the panel, notify the CFO, commission an independent re-score by fresh engineers, interview Ian under the disciplinary procedure. Protects integrity. Delays the timeline and costs money.

Your choice

Speak to Ian privately first

Give Ian a chance to explain. If it's reasonable, add the gifts retrospectively and continue — but add an independent reviewer as a safeguard. Preserves timeline, treats Ian fairly.

Your choice

Let evaluation conclude, deal with gifts separately

Vanguard may genuinely be the best. Disrupting now delays the North Sea project and risks the £180,000 penalty. Document the gifts and address them after award.

Portrait of Ian Marsh
Thursday, 11:30 AM +3
You

Ian, I'll be direct. During the equipment evaluation, you received approximately £1,620 in gifts from Vanguard Systems. None were declared on the register.

Ian Marsh

What? Who told you — look, Steve and I go back ten years. A bottle of Scotch isn't a bribe, Alexa.

You

It's not just the whisky, Ian. Rugby tickets, the weekend at Foxley Manor. All during a live evaluation where you're scoring Vanguard.

Ian Marsh

I scored them highest because they ARE the best. I'd have given them the same scores if Steve had never sent me anything.

You

I believe you think that. But the process is compromised. I'm suspending you while we review independently. Not a finding of guilt — protection for a £2.8 million procurement.

Ian Marsh

Fifteen years, Alexa. Fifteen years and I've never been treated like this.

Why This Was Defensible

s.2(5) of the Bribery Act 2010 is the key: where the advantage is accepted and the function is performed improperly, the offence is made out regardless of intent to be influenced. Ian may believe his scores were fair, but he accepted £1,620 in gifts during the evaluation and his scores are demonstrably inflated. An independent re-evaluation is the kind of adequate procedure s.7 expects.

Portrait of Ian Marsh
Thursday, 11:00 AM — Meeting Room B +1
You

Ian, I need to raise something. I've heard you received hospitality from Vanguard during the evaluation. Can you tell me about it?

Ian Marsh

Steve sent a bottle of Scotch, yeah. Got me rugby tickets too — but that was months in planning, nothing to do with the tender. Foxley was an industry event. Networking.

You

None of these were on the gifts register, Ian.

Ian Marsh

They're not gifts. It's how this industry works. Steve and I have known each other since 2014. I'd have scored Vanguard the same regardless.

You

Understood. But declare them retrospectively, and I'm adding an independent technical reviewer for the final stage.

Ian Marsh

An independent reviewer? You're basically saying you don't trust my judgment.

The Retrofitting Problem

Retrospective declaration beats no declaration, but it doesn't undo Ian participating while receiving gifts. An independent reviewer is sensible — but the original scores still stand, and Ian's inflated numbers are still in the weighted average. Under the Bribery Act 2010, MoJ Principle 4 expects controls before problems arise, not retrofitted after. "We added a reviewer once we found out" looks like a patch, not a procedure.

Thursday, 10:30 AM −1
Narrator

You decide the procurement timeline is too critical to disrupt. The North Sea client won't wait. You'll note the gifts issue in a separate file and address it after the contract is signed.

Narrator

The evaluation concludes on schedule. Vanguard Systems is awarded the £2.8M contract. Ian Marsh signs the technical approval. The equipment arrives on time. It works well.

Narrator

For now, this looks like the right call. But you've just awarded a major contract through a compromised process. Every document in that procurement file — every score Ian gave, every recommendation he signed — is now tainted. And the file is still there, waiting.

The Ticking Clock

Under s.7, the question isn't whether the outcome was good — it's whether the procedures were adequate. Knowingly allowing a compromised evaluation to proceed, and documenting that you knew, undermines the defence entirely. The losing suppliers have 6 months to challenge the award. Calthorpe Industrial, who came second, has a procurement director who previously worked at a company that successfully challenged a rigged tender.

The following Wednesday
The Result

The independent re-evaluation is complete. Three external engineers scored the proposals blind — without knowing the original rankings.

The result: Calthorpe Industrial ranked first. Vanguard Systems came second — strong on after-sales support but less competitive on price and timeline. Nordic Precision third.

Ian's technical knowledge wasn't wrong — Vanguard is a competent supplier. But his scores had inflated them by 15-20% across every criterion. Without Ian's bias, the procurement had a different winner.

Contract awarded to Calthorpe. North Sea project timeline slips by 11 days. The penalty clause doesn't apply — the delay is under the 14-day threshold.

Ian has been informed. He's received a formal written warning — not for corruption, but for failing to declare conflicts of interest. He's angry, embarrassed, and not speaking to you. Now you need to decide what happens next — not to Ian, but to the system that let this happen.

Activity — Procedure Review

Six statements about what happened. Check the ones you believe are true or defensible. Leave the rest blank. Wrong ticks and wrong blanks both lose points.

Checked = you think the statement is true / defensible. Unchecked = you think it's false / overreach.

Portrait of Alexa Reeves
⚖ Decision Point 3 of 3

Immediate crisis resolved. Open question: how did £1,620 in gifts reach a panel member over two weeks before a junior analyst caught it? The CFO wants recommendations to the leadership team on Friday. You have 24 hours.

What do you recommend?

Your choice

Comprehensive procurement integrity framework

Pre-approval for all gifts above £50. Digital register, quarterly audits. Cooling-off: no gifts from shortlisted suppliers 6 months before or after evaluation. Supplier ABC clause in contracts. Conflict declarations on procurement above £100K. Cost: £12,000.

Your choice

Updated gifts policy plus training refresh

Require declaration above £100 during procurement. Add a conflict of interest form to the process. Include gifts/hospitality in the next ABC training cycle. Lower cost, faster.

Your choice

Ian's been dealt with — lessons learned and move on

Re-evaluation worked. Ian got a warning. Right supplier won. Add to the lessons learned register and monitor informally. No new policies — the existing framework caught it eventually.

Portrait of Alexa Reeves
Three months later +3
Narrator

Alexa presents the procurement integrity framework to the leadership team. The CFO winces at the £12,000 implementation cost. The CEO asks if it's really necessary.

You

We just avoided a £2.8 million procurement being awarded through a compromised process. If Calthorpe had discovered the gifts and challenged the award, we'd be looking at legal fees, re-procurement costs, and reputational damage that makes £12,000 look like a rounding error.

Narrator

The framework is approved. Implementation takes 8 weeks. The digital gifts register goes live in month two. In its first quarter, it catches 14 declarations that would previously have gone unrecorded — including two from the Dubai office that would have constituted offences under local law.

Building the Section 7 Defence

The s.7 "adequate procedures" defence requires more than a written policy. This framework addresses Principle 1 (Proportionate), Principle 4 (Due Diligence), and Principle 6 (Monitoring). The cooling-off period for evaluation panel members is the most important innovation — it removes the grey area entirely. Quarterly audits create ongoing evidence of compliance. If the SFO ever comes knocking, this is the file you hand them.

Six weeks later +1
Narrator

The updated gifts policy is rolled out. The £100 declaration threshold catches some gifts but misses others — a supplier takes two engineers to a £90 dinner the night before a tender submission. Technically compliant. Obviously problematic.

Narrator

The conflict of interest declaration form is added to the procurement pack. Most panel members sign it without reading it. One engineer asks: "Does a LinkedIn connection count as a conflict?" Nobody knows the answer.

Proportionality Matters

MoJ Principle 1 requires procedures proportionate to risk. For a company doing multi-million-pound procurement in the energy sector, a simple declaration threshold is unlikely to be considered "adequate" under s.7. The SFO has consistently emphasised that procedures need to be practical, not just present. A form that people sign without reading is a procedure that exists on paper but not in practice.

Eighteen months later −2
Narrator

Nothing changes. Ian keeps his relationships. The gifts register stays voluntary. The lessons learned entry reads: "Gifts during procurement should be declared." Nobody reads it.

Narrator

Fourteen months later, Meridian wins a contract in Abu Dhabi. Dubai uses a local subcontractor Ian recommended — run by Steve Gilroy's brother-in-law. Nobody checks.

Narrator

Eighteen months after Vanguard, Nordic Precision — third in the original evaluation — files a complaint with the Competition and Markets Authority. They've heard the gift rumours. They want the procurement reviewed.

Narrator

The CMA refers it to the SFO. A preliminary assessment opens. The first document the SFO requests is the gifts register for the evaluation period. It's empty.

The Section 7 Exposure

s.7 of the Bribery Act 2010 carries unlimited fines. The only defence is adequate procedures. Empty register, lessons-learned entry nobody read, Dubai subcontractor link nobody checked — not defensible. SFO guidance: "We will look at what the organisation did when it became aware." Meridian became aware. And did nothing structural. That's the SFO's story.

Case Outcome

The Vanguard Procurement

The procurement tested Meridian's anti-bribery procedures at every level. Your decisions determined whether the system worked.

Module complete. Continue when you're ready. Continue to Module 4 →
Your Result
/ 9

Your Decisions

Key Lessons

1. s.2(5) creates strict liability on the receiving side: if an advantage is accepted and the function performed improperly, the offence is made out regardless of intent.
2. Protect whistleblowers formally: under PIDA 1998, a formal record triggers real protections. Informal handling feels kinder, removes the safeguards.
3. Procurement integrity needs structural controls: cooling-off periods, digital registers, supplier ABC codes. Not just policies and forms.
4. A good person with a long relationship can still compromise a procurement. Ian wasn't corrupt. He was careless. Systems protect careless people from themselves.

Key Legal References

Section 2

Being bribed

Section 2(5)

Strict liability on receipt

Section 7

Failure to prevent

PIDA 1998

Whistleblower protection

MoJ Principle 4

Due diligence

MoJ Principle 6

Monitoring & review

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