Top management shows leadership by: making sure the system, with its policy and objectives, is set up, run, maintained and reviewed so that it deals adequately with the organization's bribery risks; building the requirements into business processes; committing sufficient and suitable resources; talking about the policy inside and outside the organization; telling people internally why effective anti-bribery management and conformity matter; making sure the system is designed so it can meet its objectives; directing and supporting staff to make it effective; fostering a suitable anti-bribery culture; driving continual improvement; backing other managers in leading bribery prevention and detection in their own areas; encouraging people to use the reporting channels (8.9); guaranteeing that nobody is retaliated against, discriminated against or disciplined for reporting in good faith or on reasonable belief, or for refusing to take part in bribery even at the cost of lost business, unless they were involved; and reporting to the governing body at planned intervals on the system and on allegations of serious or systematic bribery.
This control maps to 3 controls across 3 other frameworks. If you already hold one of them, the evidence you collected for it is the starting point here rather than new work.
Every mapping shown was judged rather than inferred from wording similarity, and the ones that failed review are published too. See the coverage reports and what was rejected.
The graph holds this control, the 3 it maps to, and the evidence behind each claim, over MCP and REST.