MAINSYSTEMS 
identify processes and decision points relevant to the PPR
1. Regulatory Concept & Core Standards
In this video we will work through a concrete decision: identify processes and decision points relevant to the PPR. The aim is to explain the criterion used and apply it to a workplace situation. We will start with the concept, move to the procedure and finish with a case to solve. The Plan for the Prevention of Corruption and Related Offences, abbreviated as PPR, must reflect the entity's actual activities. The scales and examples are teaching choices, not legally imposed matrices. The aim is to connect processes, risks, measures and owners in a verifiable way.
Mapping describes actual work, including operations and support. An organisation chart identifies positions. A process shows decisions, inputs, outputs and handovers. The PPR must cover the organisation and its activity. Apparently administrative tasks such as supplier bank-detail changes can create significant risk opportunities.
National rule: Article 6 of the RGPC requires the corruption risk prevention plan (PPR) to cover the organisation and its activities, including governance, management, operational and support areas. Process mapping should identify the risks of corruption and related offences in each area.
2. Practical Implementation & Procedure
Choose a process and identify its start, finish, participants, systems and decisions. Confirm the description with staff performing the work and authorised real records. Mark exceptions and tasks concentrated in one person. Do not merely copy a formal procedure where practice differs. The gap between expected and actual practice helps the assessment. Before moving on, turn this procedure into a sequence you could explain to a colleague. Identify the first check, the action that depends on its outcome and the record that allows the decision to be reconstructed. Follow the sequence on screen and identify the point where an error would change the result.
3. Case Study & Compliance Action
In supplier payments, one person receives bank-change requests, updates the supplier record and prepares payment. The organisation chart did not show this concentration. Process mapping reveals a point needing risk assessment and independent control. Now read the case carefully. Separate established facts from information you would still need to confirm. Do not add motives or events that have not been described. This distinction matters when choosing a response proportionate to the information available.
The exercise is as follows: Why is an organisation chart insufficient to identify every risk? Choose an answer and write one sentence explaining it. During the pause, compare your choice with the criteria we have just considered. Also think about the material you would retain to explain the decision later.
It may not show how decisions and tasks connect. Risk can arise from combined powers, exceptions or information handovers. The process map makes those relationships visible.
One mistake to avoid is: describing departments while omitting decisions, exceptions and actual tasks.
Which document, responsible person and evidence from your entity demonstrate application of this rule?
Confirm the scope and applicable source. Record the decision, who can approve it and the evidence required. Application in this lesson should support the following objective: identify processes and decision points relevant to the PPR Distinguish the legal duty from the organisational method chosen by the entity.