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The Six Principles of a Best Practices Anti-Corruption Program Under the UK Bribery Act Guidance-Part III

September 30th, 2010
in Anti-Corruption / FCPA, Expert Guest Blog Entries, Regulatory & Compliance |

If you have missed the prior installments to this series, UK Bribery Act  part 1 and UK Bribery Act part 2 are available.

By: Thomas Fox

Last week the United Kingdom’s Ministry of Justice released its “Consultation on guidance about commercial organisations preventing bribery (section 9 of the Bribery Act 2010)”. The stated purpose of this document is to provide guidance, as required under section 9 of the Act, to “support businesses in determining the sorts of bribery prevention measures they can put in place.” Businesses covered by the UK Bribery Act can be convicted of a criminal offence if they fail to prevent bribery on their behalf. However, the Act provides that if the organization can show that it has adequate bribery prevention procedures in place, such “adequate procedures” are a defense to a prosecution.

The Consultation lists “Six Principles for Bribery Prevention” which the Ministry of Justice believes are good international practices for such adequate procedures and is designed to assist businesses in determining what bribery prevention procedures they can put in place. In prior postings, we reviewed Principles 1 through 4. In this final posting, we will provide a review of Principles 5 and 6.

Initially it should be noted that the Six Principles are designed to be result oriented and to allow a flexible approach to ethics and compliance. US practitioners will observe this is in contrast to the US approach, which is much more rules based. The UK approach is to allow each company to tailor its policies and procedures so that they are proportionate to the nature, scale and complexity of its activities. Clearly there is a huge variety of circumstances; small and medium sized organizations will, for example, face different challenges compared to large multi-national enterprises. As a result, the detail of how each company addresses these principles will vary, but the outcome should always be robust with effective anti-bribery systems and controls.

PRINCIPLE 5: Effective implementation

The commercial organisation effectively implements its anti-bribery policies and procedures and ensures they are embedded throughout the organisation. This process ensures that the development of polices and procedures reflects the practical business issues that an organisation’s management and workforce face when seeking to conduct business without bribery.

The Consultation makes clear that appropriate anti-bribery and anti-corruption policies and procedures will vary enormously depending on the nature of the business, the assessment of risk and the nature of its operational and support functions. However, there must be effective implementation if these anti-bribery and anti-corruption policies and procedures are to be successful. The Consultation provides specific steps implementation strategies that companies should consider when bringing their anti-bribery and anti-corruption commitments “to life.”

As with other corporate programs, anti-bribery and anti-corruption policies and procedures cannot manage the risks if left in a file or on a shelf, they need to be implemented through the allocation of roles and responsibilities and by setting milestones for delivery and review. Put another way, companies are required to do more than just passively “have” anti-bribery and anti-corruption policies and procedures; they must actively “do” anti-bribery and anti-corruption.

Implementation

To accomplish this Principle, companies should establish an execution strategy that clearly sets out how anti-bribery and anti-corruption policies and procedures are to be implemented across the company’s various groups and functions. Such detail would include some or all of the following steps.

  • Designation of who will be responsible for the anti-bribery and anti-corruption policies and procedures implementation;
  • A determination of how the anti-bribery and anti-corruption policies and procedures will be communicated internally and externally;
  • Provisions for the nature of training, whether live, online or a combination of both and how it will be rolled out;
  • Who will report to top management and the quantity and quality of information which should be presented to a company’s Board of Directors.
  • The  extent to which external auditing processes will be engaged;
  • The specific arrangements for monitoring compliance;
  • The timescale of implementation;
  • A clear articulation of the penalties for breaches of agreed policies and procedures; and
  • An established time table for reviews and assessments, suggested at no less than biennially.

Internal Communication

With regards to internal communications, the Consultation provides procedures for the best practices on how businesses should communicate anti-bribery policies and procedures to relevant staff, and the need for bribery prevention training. If training is necessary, it could cover the bribery risks the organization is exposed to as well as the organization’s anti-bribery policies and procedures. It should also be tailored for different functions within the organization. Interestingly, noted within the internal communication section, the Consultation remarks that companies should consider offering, or even requiring, the participation of business partners in anti-bribery training courses.

External Communication

Companies should use external communication to promote better implementation of policies and procedures as well as providing support for business partners and employees seeking to implement the said polices and procedures. External communication can range from the provision of information on the organization’s web-site to direct face-to-face communication with key players at meetings. Messages could include an indication that employees will be subject to robust internal sanctions (in addition to any criminal justice outcome if criminal offences are committed) if they accept bribes and that corrupt vendors risk being removed from the list of approved suppliers.

PRINCIPLE 6 - Monitoring and review

The commercial organisation institutes monitoring and review mechanisms to ensure compliance with relevant policies and procedures and identifies any issues as they arise. The organisation implements improvements where appropriate.

Anti-bribery and anti-corruption policies must be viewed as dynamic and not static. This concern will require companies to perform ongoing monitoring of their compliance programs and adapting to changing circumstances, possibly in response to any incidents involving bribery and corruption, in order to remain effective. Although the time period for such ongoing monitoring and review is (or is not?) presented in the Consultation; it does provides several examples which companies may wish to consider when following this Principle of ongoing monitoring and review of  procedures.

Internal monitoring and review mechanisms

The guiding tenet of this Principle would appear to be a determination of the internal checks and balances needed to monitor and review anti-bribery policies.

In smaller organizations, this might include effective financial and auditing controls that identify potential and actual irregularities, combined perhaps with a means by which the views and comments of employees and key business partners are incorporated into the continuing improvement of anti-bribery policies.

However for larger businesses this might include financial monitoring, bribery reporting and incident investigations. There should also be a requirement to report the results of such reviews to the Audit Committee, the Board of Directors or equivalent body. In turn, the Audit Committee, Board, or equivalent body, may wish to make an independent assessment of the adequacy of anti-bribery policies and disclose their findings and recommendations for improvement in the company’s Annual Report to shareholders.

Companies should also determine appropriate ways of identifying when a review of bribery risk, and the corresponding policies and procedures, is necessary; ensuring that if, for example, external events like government changes, corruption convictions, or negative press reports occur, an appropriate compliance response is triggered. It would be prudent for Companies to consult the publications of relevant trade bodies or regulators that could highlight examples of good or bad practice. Organizations should also ensure that their procedures take account of external methods of issue identification and reporting as a result of the statutory requirements applying to their supporting institutions, for example money laundering regulations reporting by accountants and solicitors.

Transparency

Transparency is an important anti-bribery tool. Secrecy within a business and the failure to disclose important information about specific projects can facilitate the payment, receipt and concealment of bribes. Given the challenges posed by distance and unfamiliarity with overseas customs and regulations, businesses may wish to consider how to monitor the implementation of anti-bribery procedures in overseas offices and business partners.

External verification

The senior management of higher risk and larger organizations may wish to consider whether to commission external verification or assurance of the effectiveness of anti-bribery and anti-corruption policies, or to seek membership of one of the independently-verified anti-bribery code group or organization monitored by industrial sector associations or multilateral bodies. An independent review can be helpful in providing companies undergoing structural change, or entering new markets, with an insight into the strengths and weaknesses of its anti-bribery policies and procedures and in identifying areas for improvement. Such independent analysis would also enhance a company’s credibility with business partners or restore market confidence following the discovery of a bribery incident, help meet the requirements of both voluntary or industry initiatives and any future pre-qualification requirements.

Although the recently published UK guidance only deals with the UK Bribery Act requirements it is important to note that because of the long arm jurisdiction of the act many companies subject to the Foreign Corrupt Practices Act (FCPA) will also be subject to the UK Bribery Act. So it may be necessary to build on top of existing FCPA policies to ensure they are compliant with the new UK Bribery Act.

All organizations will need to trigger the requirement to comply with the UK law if they wish to  “carry on business” in the UK. The UK Government has provided a very useful tool for any company which desires to measure its current compliance and ethics program. This type of guidance is quite welcome. It should be studied closely by any Compliance Professional or Law Department employee to assist in setting up a best practice anti-bribery and anti-corruption program.

This publication contains general information only and is based on the experiences and research of the author. The author is not, by means of this publication, rendering business, legal advice, or other professional advice or services. This publication is not a substitute for such legal advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified legal advisor. The author, his affiliates, and related entities shall not be responsible for any loss sustained by any person or entity that relies on this publication. The Author gives his permission to link, post, distribute, or reference this article for any lawful purpose, provided attribution is made to the author. The author can be reached at tfox@tfoxlaw.com
© Thomas R. Fox, 2010


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The Six Principles of a Best Practices Anti-Corruption Program Under the UK Bribery Act Guidance-Part II

September 27th, 2010
in Anti-Corruption / FCPA, Expert Guest Blog Entries, Regulatory & Compliance |

By Thomas R. Fox

Last week the United Kingdom’s Ministry of Justice released its “Consultation on guidance about commercial organisations preventing bribery (section 9 of the Bribery Act 2010)”. The stated purpose of this document is to provide guidance, as required under section 9 of the Act, to “support businesses in determining the sorts of bribery prevention measures they can put in place.” Businesses covered by the UK Bribery Act can be convicted of a criminal offence if they fail to prevent bribery on their behalf. However, the Act provides that if the organization can show that it has adequate bribery prevention procedures in place, such “adequate procedures” are a defense to a prosecution.

The Consultation lists “Six Principles for Bribery Prevention” which the Ministry of Justice believes are good international practices for such adequate procedures and is designed to assist businesses in determining what bribery prevention procedures they can put in place. In our previous posting we reviewed Principles 1 and 2, in this posting we will provide a review of Principles 3 and 4 and the final  posting will focus on Principles 5  and 6.

Initially it should be noted that the Six Principles are designed to be result oriented and to allow a flexible approach to ethics and compliance. US practitioners will observe this is in contrast to the US approach, which is much more rules based. The UK approach is to allow each company to tailor its policies and procedures so that they are proportionate to the nature, scale and complexity of its activities. Clearly there is a huge variety of circumstances; small and medium sized organizations will, for example, face different challenges compared to large multi-national enterprises. As a result, the detail of how each company addresses these principles will vary, but the outcome should always be robust with effective anti-bribery systems and controls.

PRINCIPLE 3 – Due diligence

The commercial organisation has due diligence polices and procedures which cover all parties to a business relationship, including the organisation’s supply chain, agents and intermediaries, all forms of joint venture and similar relationships and all markets in which the commercial organisation does business.

Companies will need to know who they are doing business with if their risk assessment and mitigation are to be effective. The particular types of due diligence listed below are examples of enquiries that can help identify bribery risks associated with a particular business relationship and will enable the organization to take appropriate preventive measures.

Location – Enquiries about the risk of bribery in a particular country in which an organization is seeking a business relationship, the types of bribery most commonly encountered and any information about the preventive actions which are most effective. Organizations may wish, for example, to be advised of relevant civil, administrative and criminal law and the existence of any procedures for reporting bribery to the relevant local authorities.

Business opportunity – Enquiries about the risks that a particular business opportunity raises, for example establishing whether the project is to be undertaken at market prices, or has a defined legitimate objective and specification.

Business partners – Enquiries to establish whether individuals or other organizations involved in key decisions, such as intermediaries, consortium or joint venture partners, contractors or suppliers, have a reputation for bribery and whether anyone associated with them is being investigated, prosecuted, or has been convicted or debarred for bribery or related offenses. Organizations may also wish consider the risks associated with politically exposed persons where the proposed business relationship involves, or is linked to, a prominent public office holder.

Organizations may wish to ensure that enquiries are made of partners’ internal anti-corruption measures.

PRINCIPLE 4: Clear, Practical and Accessible Policies and Procedures

The commercial organisation’s policies and procedures to prevent bribery being committed on its behalf are clear, practical, accessible and enforceable. Policies and procedures take account of the roles of the whole work force from the owners or board of directors to all employees, and all people and entities over which the commercial organisation has control.

After a company performs a thorough risk assessment and follows up with any required due diligence, it should be in a better position to develop effective bribery prevention policies and procedures. To the extent feasible, businesses should draw from the expertise of its work force to develop appropriate policy and procedure documentation,   as such actions can serve to secure buy-in from those who will be responsible for applying them.

Policy and Procedure Documentation

Companies should evaluate just how comprehensive, clear, practical and accessible its anti-bribery and anti-corruption policy and procedures documentation is to all employees and to other appropriate,  relevant persons and entities over which it has control. Such anti-bribery and anti-corruption policy and procedures documentation could include:

1.          A clear prohibition of all forms of bribery including a strategy for building this prohibition into the decision making processes of the business.

2.          Specific guidance on making, directly or indirectly, political and charitable contributions, gifts, and appropriate levels and manner of provision of bona fide hospitality or promotional expenses to ensure that the purposes of such expenditure are ethically sound and transparent.

3.          Provide to the business advice on relevant laws and regulations.

4.          Detail guidance on what action should be taken when faced with blackmail or extortion, including a clear escalation process.

5.          A specific statement of the company’s level of commitment to the UK law on employment law protection for whistle-blowers and an explanation of the process for such internal reporting of bribery or corruption.

6.          Businesses should endeavor to provide information on anti-bribery and on anti-corruption programs relevant to the industry in which they sit.

7.          Companies should issue a Code of Conduct, which sets out expected standards of behavior and which can form part of the employment contract.

Support and Operational procedures with the Organization

Businesses should also consider how their existing internal company procedures can be used for bribery and corruption prevention. For example, financial and auditing controls, disciplinary procedures, performance appraisals, and selection criteria can act as an effective bribery deterrent. Other prevention procedures may include modification of sales incentives to give credit for orders refused where bribery is suspected; and “speak up” programs  to allow any employee to report allegations of bribery or breaches of corporate anti-bribery policies in a safe and confidential manner.

Managers may wish to consider the resistance to bribery of particularly vulnerable operational areas such as procurement and supply chain management mechanisms and address any issues they have identified.

Management of incidents of bribery

Businesses should also consider putting in place procedures to deal with incidents of bribery, should one arise, in a prompt, consistent and appropriate manner. This could include designating a senior manager to oversee the company’s response. The business will need to decide whether to refer the matter to law enforcement agencies. There may need to be oversight of the sanctions process and a communications strategy to reassure investors, employees, customers, business partners and others possibly exposed to consequences from the incident.

The Guidance on Principles 3 and 4 are designed to give businesses the information they need in order to implement  what they have learned through their risk assessments. The specific guidance set forth in the Consultation can be used by any compliance and ethics professional to properly assess and manage third parties and the nuts and bolts of how to create policies and procedures for an entire organization.

 

Part 3 is available here

This publication contains general information only and is based on the experiences and research of the author. The author is not, by means of this publication, rendering business, legal advice, or other professional advice or services. This publication is not a substitute for such legal advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified legal advisor. The author, his affiliates, and related entities shall not be responsible for any loss sustained by any person or entity that relies on this publication. The Author gives his permission to link, post, distribute, or reference this article for any lawful purpose, provided attribution is made to the author. The author can be reached at tfox@tfoxlaw.com
© Thomas R. Fox, 2010 


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Legal Conferences

The Six Principles of a Best Practices Anti-Corruption Program Under the UK Bribery Act Guidance Part I

September 23rd, 2010
in Anti-Corruption / FCPA, Expert Guest Blog Entries, Regulatory & Compliance |

By: Thomas R. Fox

Last week the United Kingdom’s Ministry of Justice released its “Consultation on guidance about commercial organisations preventing bribery (section 9 of the Bribery Act 2010)”. The stated purpose of this document is to provide guidance, as required under section 9 of the Act, to “support businesses in determining the sorts of bribery prevention measures they can put in place.” Businesses covered by the UK Bribery Act can be convicted of a criminal offence if they fail to prevent bribery on their behalf. However, the Act provides that if the organization can show that it has adequate bribery prevention procedures in place, such “adequate procedures” are a defense to a prosecution.

The Consultation lists “Six Principles for Bribery Prevention” which the Ministry of Justice believes are good international practices for such adequate procedures and is designed to assist businesses in determining what bribery prevention procedures they can put in place. In this posting, we will provide a review of Principles 1 and 2. In subsequent postings we will review the remaining four Principles.

Initially it should be noted that the Six Principles are designed to be result oriented and to allow a flexible approach to ethics and compliance. US practitioners will observe this is in contrast to the US approach, which is much more rules based. The UK approach is to allow each company to tailor its policies and procedures so that they are proportionate to the nature, scale and complexity of its activities. Clearly there is a huge variety of circumstances; small and medium sized organizations will, for example, face different challenges compared to large multi-national enterprises. As a result, the detail of how each company addresses these principles will vary, but the outcome should always be robust with effective anti-bribery systems and controls.

PRINCIPLE 1: Risk Assessment

The commercial organisation regularly and comprehensively assesses the nature and extent of the risks relating to bribery to which it is exposed.

The foundation of understanding the corruption risks which a business can face is the keystone of any compliance and ethics program. Bribery and corruption risks evolve over time therefore a company’s approach to risk assessment must also grow. While the type of risk assessment procedures can vary greatly from industry-to-industry and company-to-company depending on such factors as the size of a company, its customers, markets and suppliers, there are certain risk factors, noted below, which a company should consider for a risk assessment procedure.

A. Expertise-as an initial assessment, a company must determine whether it has the in-house expertise to conduct an appropriate risk assessment or whether external professional consultants should be employed to do so.

B. Underlying data-each company must choose the most reliable data to form the basis of the risk assessment. Types of data could include annual audit reports, internal investigation reports, focus groups and staff/client/customer complaints; and by analyzing publicly available information on corruption issues in particular sectors or overseas markets and jurisdictions.

C. Key bribery risks

1.        Internal Risk – this could include deficiencies in

  • employee knowledge of a company’s business profile and understanding of associated bribery and corruption risks;
  • employee training or skills sets; and
  • the company’s compensation structure or lack of clarity in the policy on gifts, entertaining and travel expenses.

2.        Country risk – this type of risk could include: (a) perceived high levels of corruption as highlighted by corruption league tables published by reputable Non-Governmental Organizations such as Transparency International; (b) factors such as absence of anti-bribery legislation and implementation and a perceived lack of capacity of the government, media, local business community and civil society to effectively promote transparent procurement and investment policies; and (c) a culture which does not punish those who seeks bribes or make other extortion attempts.

3.         Transaction Risk – this could entail items such as transactions involving charitable or political contributions, the obtaining of licenses and permits, public procurement, high value or projects with many contractors or involvement of intermediaries or agents.

4.         Partnership risks – this risk could include those involving foreign business partners located in higher-risk jurisdictions, associations with prominent public office holders, insufficient knowledge or transparency of third party processes and controls.

After the appropriate Risk Assessment, as guided by Principle 1, a company should look to Principles 2 to 6 on how the risk assessment will inform the development, implementation and maintenance of effective anti-bribery policies and procedures. The UK Government is clear that a static Risk Assessment is insufficient, therefore as a business evolves, or external circumstances change, a company will need to ensure that it is devoting sufficient resources to the assessment and mitigation of bribery and corruption risks as they emerge. For example, a small or medium sized company which enters a new market in a part of the world in which it has not done business before and therefore uses intermediaries and agents, may not be able to rely on anti-bribery policies designed for domestic purposes.

 

PRINCIPLE 2: Top level commitment

The top level management of a commercial organisation (be it a board of directors, the owners or any other equivalent body or person) are committed to preventing bribery. They establish a culture within the organisation in which bribery is never acceptable. They take steps to ensure that the organisation’s policy to operate without bribery is clearly communicated to all levels of management, the workforce and any relevant external actors.

This is the classic “Tone at the Top” requirement. Top leadership must commit, in word and deed, to a zero tolerance towards bribery and corruption, or to paraphrase the Dallas Cowboys former coach Jimmy Johnson “You can talk the talk, but you gotta walk the walk”. Those persons at the top of any business are in the best position to foster a culture of integrity where bribery is unacceptable within the organization. Effective leadership in bribery prevention will take a variety of forms depending on the circumstances in which an organization does business, but, by way of example, the kinds of leadership procedures that may be effective include:

1.          Releasing a statement of commitment to counter corruption in all parts of the company. Such a statement should include commitments to carry out business fairly, honestly and openly.

2.          Adopting a zero tolerance policy towards bribery and corruption and publicly announcing the consequences of engaging in such prohibited behavior for employees and management.

3.          Extending this proscription to all business partners through anti-bribery and corruption terms and conditions in each contract with said business partners.

4.          Lastly, and very interestingly, this Principle would require companies to avoid doing business with others who do not commit to doing business without bribery. This requirement would mandate that a top-level statement may be made public and communicated to subsidiaries and business partners.

In addition to these factors listed above, there must be a clear commitment against bribery in a company’s management structure and, as such, this commitment must be embedded into a company a culture of compliance. This should include such things as the personal involvement of top-level managers in developing a code of conduct or ensuring anti-bribery and anti-corruption policies are published and communicated to employees, subsidiaries and business partners.  Maintenance of a clear top-level commitment to anti-bribery policies may be assisted by the appointment of a senior manager to oversee the development of an anti-bribery program and to ensure its effective implementation throughout a business.

The UK Government has provided a very useful tool for any company which desires to measure its current compliance and ethics program. While this Consultation only deals with the UK Bribery Act’s requirements, it could also be a valuable and welcome tool for companies subject to the US Foreign Corrupt Practices Act (FCPA) in measuring their FCPA compliance policy. The information presented in the Consultation may well form  the best practices in the arena of anti-bribery and anti-corruption compliance programs. US companies can and should use this Consultation as a guidepost for not only their US FCPA-centric compliance programs but to enhance the program for any UK subsidiary that will be governed by the UK Bribery Act.

 

Part 2 is available here

This publication contains general information only and is based on the experiences and research of the author. The author is not, by means of this publication, rendering business, legal advice, or other professional advice or services. This publication is not a substitute for such legal advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified legal advisor. The author, his affiliates, and related entities shall not be responsible for any loss sustained by any person or entity that relies on this publication. The Author gives his permission to link, post, distribute, or reference this article for any lawful purpose, provided attribution is made to the author. The author can be reached at tfox@tfoxlaw.com

Check out Thomas R. Fox Biography for more information on our expert guest blogger.
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Diagnostic Method Patenting After Bilski

September 20th, 2010
in Expert Guest Blog Entries, Intellectual Property, Pharmaceuticals / Biotech / Life Sciences |

By: Dr. Sarika Singh

What is the law on patent-eligible method after Bilski?

When the Supreme Court granted Certiorari in In re Bilski, much was anticipated from the decision, not just on the patent-eligibility of business methods, but also for other unconventional methods, such as, diagnostic methods, methods involving software programs, and biotech processes. The Court of Appeals for the Federal Circuit has long struggled to come up with a satisfactory objective standard for determining patent-eligibility  of such methods with intermittent help from the Supreme Court. The statutory basis for determining patentable subject matter is 35 USC  § 101 that allows patenting of “any new and useful process, machine, manufacture, or composition of matter, or any new and useful improvement thereof”. Process is unhelpfully defined under 35 USC § 100(b) as “process, art, or method, and includes a new use of a known process, machine, manufacture, composition of matter, or material.” While both the lower court and Justice Stevens in his concurring opinion in Bilski v. Kappos (Bilski) found the definition circular and unhelpful, Justice Kennedy, writing for the Supreme Court in Bilski made much of the guidance provided by § 100(b).

Anyhow, the Supreme Court did not live up to the expectations of providing clarity in method patenting that everyone wished for. In fact, the Court provided little guidance, except for overruling Federal Circuit’s latest take on patent-eligibility in Bilski that a “machine or transformation” test would solely govern the statutory subject matter inquiry. That test requires that the method is either (1) tied to a particular machine or apparatus, or (2) it transforms a particular article into a different state or thing. The Supreme Court correctly pointed out that its prior cases, Gottschalk v. Benson and Parker v. Flook, expressly declined to make the  machine or transformation test the sole inquiry, although, the test is a useful “investigative tool” and provides an “important clue”.

Further, the Court reiterated that laws of nature, physical phenomena, and abstract ideas are not patent-eligible and the Court’s decisions in Benson, Flook and Diehr (Diamond v. Diehr) continue to provide the guidelines for determining what may or may not constitute patent-eligible subject matter. In a nutshell,  Benson, Flook and Diehr provide that an algorithm, a principle in the abstract, a motive, or an idea cannot be patented even if they are tied to a particular technological environment or are accompanied by insignificant post-solution activity. However, the application of these abstract ideas to a structure or process, even a known one, may “deserve” patent protection when such use is not an attempt to patent the idea itself. When a use of an abstract idea is a bona fide application, and not an insignificant post solution activity is anybody’s guess. But, that is the what we have till such time as the Federal Circuit finds a new limiting test as suggested by the Supreme Court.

The Court also declined to endorse any interpretations of § 101, Federal Circuit may have used in the past, most likely a reference to the “‘useful, concrete, and tangible result’” test the Federal Circuit articulated in State Street Bank & Trust Co. v. Signature Financial Group, Inc., and then overruled in all but name in In re Bilski. State Street’s broad test is blamed for encouraging the kind of software and business method patents that made many uncomfortable including some at the Supreme Court. However, the test appears to correctly articulate the only guidance the Supreme Court has provided so far. That which is not an abstract idea will likely be concrete, tangible and useful. Moreover, the State Street test also confirms to the reasoning of Benson, Flook and Diehr. Unfortunately, it is highly unlikely that the Federal Circuit will readopt State Street test. Will the Federal Circuit formulate a new test anytime soon? Odds are, it won’t. We just saw them duck the § 101 issue in King Pharmaceuticals, Inc. v. Eon Labs, Inc. We will likely see the court vaguely regurgitate  Benson, Flook and Diehr criteria, and arrive at the outcomes they like.

Does Bilski change the world of diagnostic patenting?

In a word, no. But then, didn’t the Supreme Court grant cert. in Prometheus and Classen, vacate the decisions below and send the cases back to the Federal Circuit for a decision in line with Bilski? Yes, but that could mean little change in outcome in those cases. The Court may simply be wanting the lower court to enunciate the correct test/rationale for arriving at the outcome. In fact, Bilski makes it a bit easier to patent diagnostic methods than before, now that the Federal Circuit need not stretch the concept of a transformative process as it did in Prometheus to make that diagnostic method fit into its machine or transformation test.

Classen Immunotherapies, Inc. v. Biogen Idec

One of the claims found to not confirm to “machine or transformation” test in Classen recited:

A method of determining whether an immunization schedule affects the incidence or severity of a chronic immune-mediated disorder in a treatment group of mammals, relative to a control group of mammals, which comprises:

immunizing mammals in the treatment group of mammals with one or more doses of one or more immunogens, according to said immunization schedule, and

comparing the incidence, prevalence, frequency or severity of said chronic immune-mediated disorder or the level of a marker of such a disorder, in the treatment group, with that in the control group.

Is it likely that on remand the Federal Circuit will find the claim to cover statutory subject   matter? If I was a betting person, I will be betting against Classen. The court will probably find the claim to cover an abstract idea, where the immunizing step is a data gathering step, incidental to the main invention which is embodied in the comparison step, a mental step akin to an algorithm, á la In re Grams. Thus, Classen would easily fail to meet the Benson, Flook and Diehr standard. After all, the claim seeks to cover all methods to determine the efficacy of an immunization schedule, and hence the concept of scheduled immunization as such. The fundamental problem with the claim formulation is the use of broad generic terms and the scope of the claim that renders it susceptible to characterization as an abstract idea, the same problem that Bilski faced.

Prometheus Laboratories, Inc. v. Mayo Collaborative Svcs

How would Prometheus fare post Bilski? An example of the claims at issue reads:

A method of optimizing therapeutic efficacy for treatment of an immune-mediated gastrointestinal disorder, comprising:

(a) administering a drug providing 6-thioguanine to a subject having said immune-mediated gastrointestinal disorder; and

(b) determining the level of 6-thioguanine in said subject having said immune-mediated gastrointestinal disorder,

wherein the level of 6-thioguanine less than about 230 pmol per 8×108 red blood cells indicates a need to increase the amount of said drug subsequently administered to said subject and wherein the level of 6- thioguanine greater than about 400 pmol per 8×108 red blood cells indicates a need to decrease the amount of   said drug subsequently administered to said subject.

Those claims appear sufficiently specific and the Federal Circuit liked it enough to creatively characterize the administration step of the drug and resulting therapeutic effect on the body as a transformative process. The court also found the changes in the blood sample during diagnostic testing , although, not recited in the claim, to be transformative. Again, the invention here lies in the interpretation of the test results, a mental step, not the well known steps of administration, or the unremarkable step of detecting 6-thioguanine level, both being data gathering steps incidental to the diagnosis. Now that the Court need not fit the claim into the machine or transformation straight-jacket, it can convincingly decide that the invention is not an abstract idea, because the claim, when seen as whole and not as fragmented steps divorced from their correlation, do cover a specific application of the mental step, a diagnostic method which optimizes dosage of a 6-thioguanine providing drug. Moreover, the mental step of interpreting the test results includes very specific results for 6-thioguanine levels, such that they do not appear, at least on its face, to monopolize all methods of optimizing dosage of 6-thioguanine providing drugs. My guess is, one way or the other, the Federal Circuit will find Prometheus patent-eligible.

Association for Molecular Pathology v. USPTO (Myriad)

How about the method claims in Myriad that Judge Sweet invalidated as patent-ineligible? I have to confess that this one is a tough call. A representative claim reads:

A method for detecting a germline alteration in a BRCA1 gene, said alteration selected from the group    consisting of the alterations set forth in Tables 12A, 14, 18 or 19 in a human which comprises analyzing a sequence of a BRCA1 gene or BRCA1 RNA from a human sample or analyzing a sequence of BRCA1 cDNA  made from mRNA from said human sample with the proviso that said germline alteration is not a deletion of  4 nucleotides corresponding to base numbers 4184-4187 of SEQ ID NO:1.

While the claims may appears specific and detailed rather than an abstract idea, Judge Sweet characterized the claim as a process of analyzing a BRCA1 sequence and noting whether or not the specified naturally occurring mutation exists. Judge Sweet’s formulation does make the claim appear rather broad and an attempt to cover all gene testing involving BRCA1 to detect mutations. On the other hand, the details in the claim do indicate that specific mutation testing in a specific gene are sought to be covered and the claim seen as a whole does cover a useful discrete diagnostic genetic test, not an amorphous concept.

However, the question is bigger and more significant, socially and politically,  in Myriad than in Prometheus. Diagnostic gene testing holds a promising breakthrough for hitherto difficult to tackle disease, and recognizing unhindered patent monopoly to such testing will possibly shut the doors not only on affordable testing, but also on collaboration and data sharing among the academia and industry that has been a key to much progress in the field of gene characterization and therapy. At least, that is the rather convincing argument that probably won the day for Association for Molecular Pathology. On the other side is the commercial biotech  industry that warns that without patents, it will be hard to get the much needed private financing that fuels the genetic research. Who will win the battle in the gene patenting battle is hard to predict and I can only foresee both the Federal Circuit and the Supreme Court struggling to strike the right balance. We have already seen the dissenters in a cert. denial in Laboratory Corp. of America Holdings v. Metabolite Laboratories Inc. viewed the  diagnostic claims there as 1) obtaining test results and (2) thinking about them, and characterized the correlation to a natural phenomenon. One of the claims in question reads:

A method for detecting a deficiency of cobalamin or folate in warm-blooded animals comprising the steps of:

assaying a body fluid for an elevated level of total homocysteine; and correlating an elevated level of total homocysteine in said body fluid with a deficiency of cobalamin or folate.

The claims appear similar to that in Prometheus, albeit, not restricted by any specified levels of concentration. Even if that case did not relate to genes and that view is apparently a minority view, that dissent together with the fragmented decision in Bilski, with two concurring (partly dissenting) opinions gives a good indication of the difficulties the Supreme Court faces in coming out decisively on either side of a diagnostic method patent, more so when that method involves genetic testing. For now, my best guess is that the Federal Circuit is more likely than not to come down on the side of Myriad and the Supreme Court will deny cert  unless the Federal Circuit does a really bad job of explaining its standard, or the Supreme Court feels compelled to take up the separate but linked issue of patent-eligibility of isolated genes as such (the bigger issue presented in Myriad that I will spare for another day). In case the Supremes do take up genetic diagnostic method patent-eligibility, I again hazard a guess that will rule affirm an outcome in favor of Myriad.

Conclusion

With a bench composition at the Federal Circuit that has increasingly shown a pro-patent inclination, especially in the pharmaceutical/Biotech field, and a conservative pro-business majority at the Supreme Court that has refrained from its alleged anti-patent inclination at least when it comes to pharmaceutical/Biotech field, it is safe to say that a well crafted diagnostic method patent that does not attempt to cover the sun, the moon and the stars has a good chance of surviving the vagaries of any newly crafted patent-eligibility tests. But, when the claims do get as ambitious as in Classen, defending them will likely be a loosing battle. For the somewhere in the middle variety, and those pesky gene method patents, my guess is they will survive and flourish till we see a radical change in the composition of the two courts or some sweeping legislative changes to patent law by the congress.

So, is all lost for those who are waging the war against diagnostic patents, including the life saving gene diagnostics if the courts come down in favor of the patentees in Myriad and Prometheus. Not really. There is enough ammunition for the opponents of such patents in Bilski. If a claim can be effectively characterized as an attempt to cover an abstract idea, motive or law of nature and the accompanying limitations painted as trivial pre/post solution activity, there is some hope that the patent could be invalidated. Those who do not like diagnostic method patents are probably better off augmenting their arsenals by mounting a § 112 ¶ 1 or 2, or § 103 challenge, arguing the inventor’s lack of possession of the invention across its breadth, failure to point out and distinctly claim the subject matter that was invented, or obviousness of the test and the interpretation of the test result. Indeed, in case of gene based diagnostic method such as those in Myriad, once the gene is isolated and characterized and mutations identified, and that information is in public domain, there may be nothing non-obvious about the testing method when claimed in broad terms.

Copyright © Sarika Singh 2010. All rights Reserved

 

Sarika Singh is a Patent Attorney at McDermott Will & Emery LLP  whose practice includes all aspects of intellectual property law, especially in the chemical, pharmaceutical and biotech fields. Having worked for nine years in the patent department at Ranbaxy, and three years as a chemist in process development and up-scaling of active pharmaceutical ingredients, Dr. Singh brings real world scientific and business perspective to her practice. Her experience of more than five years in managing and supporting patent litigation worldwide gives her extensive knowledge of diverse patent practices not only in the United States but also throughout Europe, South Africa, Russia, CEE, and Canada. She has a Ph.D. in Synthetic Organic Chemistry from University of Delhi and a J.D. from Rutgers School of Law-Newark.

To contact Dr. Sarika Singh go to: 

http://www.mwe.com/index.cfm/fuseaction/bios.detail/object_id/e3d4a808-b320-4461-a707-50c0aacacc66.cfm 

 
 
 

***Download our latest PDF: American Conference Institutes 12th annual Biotech Patents ***

When is the best time to send out a tweet?

September 17th, 2010
in Advertising & Marketing |

Studying consumer behaviors has long been a part of marketing. The time has come for marketers to further develop their social media presence. But to fully utilize this new medium, they must understand that results come from observation. Studious as one may consider themselves, no one has yet considered consumer behavior on social media until now. Researchers are  just starting to scratch the surface and may soon know the optimal time to tweet.

Large news organizations are studying social media presence more than ever before. With newsletter and blog subscriptions skyrocketing through social media, all credit is due to the habits of social media users. Publishers are now diligently researching user behavior from an array of social networks, such as Twitter and Facebook. Kenneth Fuchs, Vice President of digital for Sports Illustrated Group, believes that it will help create products that meet the individual unique needs of its devoted fans.

Tweeting an article has an effect on viewers who actually read an article, but it is not understood what causes the actual tweet to be clicked. Perhaps it was a certain keyword or phrase that sparks an interest? Does an “RT” really increase the amount of readers news organizations obtain? Only time will tell. Social media for businesses is still a relatively new medium, but many are eager to perfect the art of social networking. Skeptics often ask “why spend time on something that doesn’t increase sales?” The reason is quite simple. Social media is reciprocal based. Establishing your brand and trust takes a very long time to enhance on social networks. Social media will drive traffic to your website, not to your wallet. Besides quick profits, word of mouth and the viral ability of your product is much more valuable for your brand in the long run!

Companies around the globe are now stocking up on social networks. For those that haven’t yet jumped on the bandwagon, you are missing out on a vital part of your marketing strategy. Researchers seeking patterns in their consumers behaviors will soon be riding the lightning into a new frontier for social media. So when is the best time to tweet? Only you can answer that with your own research. Combine user habits with your marketing strategies, and you’ll see an increase in presence.

Quick fact: “In a study of 100 online publishers, including traditional news organizations, more than 90% said they have concerns about integrating with Facebook, including how the social network uses the data”- NY Times, September 17th 2010.

Our next conference devoted to social media promotions: Sweepstakes, Contest, and Promotions

ACI’s Mass Tort Current list of Attendees:

September 15th, 2010
in Employment & Benefits, Litigation |

http://www.americanconference.com/MASSTORT.htm
   
Assistant General Counsel – Litigation Akzo Nobel Inc.
Vice President Claims Allied World Assurance Company
AVP Casualty Claims Allied World Assurance Company
Partner Barnes & Thornburg LLP
Counsel Bausch & Lomb, Inc.
Partner Blanke Rome LLP
Partner Bowman & Brooks LLP
Managing Partner Bowman and Brooke LLP
Partner Brayton Purcell LLP
Partner Butler, Snow, O’Mara, Stevens and Cannada PLLC
Shareholder Casey Gilson P.C.
Of Counsel Casey Gilson P.C.
Associate Cetrulo & Capone LLP
Partner Chadbourne Park LLP
Partner Chaffin Luhana LLP
General Counsel – North America CNH America LLC
Director of ADR Practice Corodemus & Corodemus Law, LLC
Member Chair General Litigation Department Cozen O’Connor
Vice – Chair Cozen O’Connor
Partner DLA Piper LLP
Partner Edwards Angell Palmer & Dodge LLP
Partner Edwards Angell Palmer & Dodge LLP
Partner Foley & Mansfield
Shareholder Greenberg Traurig LLP
Partner Hewitt Wolensky LLP
Senior Counsel Home Depot U.S.A., Inc.
Partner Hughes Hubbard & Reed LLP
Partner Hunton & Williams LLP
Partner Jacob Medinger & Finnegan LLP
President/Statistician JP Research Inc
Chair, Product Liability Group Kaye Scholer LLP
Partner Kaye Scholer LLP
Group VP, Director of Codes and Regulatory Affairs Kellen Company
Attorney King & Spalding LLP
Partner Kirkland & Ellis LLP
VP & Associate General Counsel Lockheed Martin Corp.
Partner Mayer Brown LLP
VP & Deputy General Counsel Medtronic-Cardiology
CEO Medval LLC
Partner Middleberg Riddle & Gianna
Managing Partner Morgan Lewis & Bockius LLP
Of Counsel Morrison Foerster LLP
Partner Nelson Mullins Riley & Scarborough LLP
Partner Nixon Peabody LLP
Associate Nixon Peabody LLP
Partner O’Melveny & Myers LLP
Partner Parker Waichman Alonso LLP
Partner Pepper Hamilton LLP
Senior Corporate Counsel – Litigation Pfizer, Inc.
Associate General Counsel Praxair, Inc.
Deputy General Counsel Reichhold, Inc.
Equity Partner Ropers Majeski Kohn Bentley PC
Vice President Rust Consulting Inc
Vice President Rust Consulting Inc
Senior Corporate Counsel, US Litigation Sanofi-Aventis US
Partner Segal McCambridge Singer & Mahoney Ltd.
Partner Shook Hardy & Bacon LLP
Counsel Skadden Arps Slate Maegher & Flom LLP
Partner Skadden, Arps, Slate, Meagher & Flom LLP
Partner Squire Sanders & Dempsey LLP
Partner Steptoe & Johnson LLP
Member Steptoe & Johnson PLLC
Assistant General Counsel  & Chief Litigation Counsel Sunoco, Inc.
Litigation Counsel Taro Pharmaceuticals USA, Inc.
Partner Thompson Hine LLP
Deputy General Counsel – Litigation Trinity Industries, Inc.
Partner Wheeler Trigg O’Donnell LLP
Partner Wheeler Trigg O’Donnell LLP
Partner Williams & Connolly LLP

Guide to Advertising Law

September 15th, 2010
in Advertising & Marketing, Regulatory & Compliance |

Will your firm be the next headline for FTC scrutiny? Check out the latest on “advertising law” making the headlines.

1. The San Diego Unified school board decides not to use ads for additional revenue. Via Voice of San diego.

2. Britain’s advertising watchdog has censured an Italian ice cream manufacturer over an advertisement depicting a heavily pregnant nun that appeared ahead of a papal visit to the UK.  Via CNN

3.  Online Ads, Privacy Remain in FTC Crosshairs- A senior official at the Federal Trade Commission hinted on Wednesday that the agency is planning to prod online advertisers and Web companies to adopt new education tools and data-collection restrictions in an effort to protect consumer privacy. Via E-commerce Guide

When is placement, timing, and content in accordance with the law? The basics are common sense, but the depth and complexity of these basic rules are perplexing. The ever evolving Federal Trade Commission (FTC) is consistently probing firms and enforcing advertising laws & regulations.  Today, we have an assortment of new mediums to advertise in. Where does the FTC regulate when it comes to Social Media?

Social media regulatory topics to consider:

  • Benefiting from the exploding popularity of social media sites without ceding too much control over IP assets
  • Mitigating liability when engaging in online practices that might lure underage users
  • Responding to negative consumer commentary on social networking sites
    • determining when a posting rises to an actionable level
    • taking down inflammatory postings
    • protecting against claims of defamation and libel
    • granting users the right to free speech
  • Determining a company’s liability when a consumer posts comments or video online

The emergence of  social media web sites such as Facebook and Twitter are changing how companies interact with consumers. In addition to social media, mobile marketing is just developing. Developing a clear policy for compliant use of mobile marketing will be the latest challenge advertisers and marketers will face. There will be a need for understanding the interplay between the FTC and the FCC. Which agency do you turn to when questions arise? How about minimizing liability concerns with location-based services?

Many firms are yet to be aware of meeting the requirements for pre-recorded messages on cell phones, or developing rules for SMS and wireless email! If you are not prepared, get the insights you need now!

American Conference Institute’s 24th National Advanced Forum on Advertising Law is tailored to provide high-level, detailed information that you can apply directly to your practice. Our faculty of experienced counsel from a diverse, cross-section of industries will go well beyond identifying trends. They will provide you with expert negotiating strategies and practical tips for avoiding the latest legal and regulatory pitfalls. Learn how other companies are:

• Structuring and synchronizing promotions that incorporate social networking and other online sites alongside more traditional channels
• Identifying all third-party content that raises IP ownership concerns or requires authorization
• Safeguarding consumer privacy and setting parameters for using information
• Weighing whether to make environmental claims about their products
• Incorporating recent guidelines into endorsement contracts and programs
• Keeping federal and state regulators at bay

In addition to providing the most comprehensive content, ACI’s 24th National Advanced Forum on Advertising Law also delivers excellent networking opportunities. Most of our attendees are in-house counsel and marketing executives from leading advertisers. There will be many opportunities throughout the conference to interact with other attendees and exchange strategies. This advanced forum offers you the opportunity to meet leaders in the industry and have substantive discussions on the changing issues faced by advertisers today.

Legal Conferences

First court award in vaccine-autism case

September 13th, 2010
in Healthcare, Pharmaceuticals / Biotech / Life Sciences |

In a decision that will reverberate as part of the vaccine-autism debate and that may have great consequences for manufacturers and defense counsel, the family of a child alleged to have developed autism as a reaction to receiving vaccinations has been awarded more than $1.5 million dollars. As reported by CBS News,  it is expected that the family will also receive $500,000, or more, per year for the rest of the child’s life. This is the first time an award has been made for such an autism claim, and the significance of this decision for manufacturers is great, as there are about 4,800 vaccine-autism claims already in the federal vaccine court.

The heightened concerns relating to vaccine litigation are going to be addressed at ACI’s Drug and Medical Device Litigation conference in New York as part of a special session focusing on defending manufacturers in high-risk and emerging areas for plaintiff claims.  Special attention will be paid to the unique statutory framework that applies to these vaccine lawsuits, and attendees will learn to develop tailored defense strategies that will be effective in the vaccine context.

The drug and device industries face a landscape that has been complicated by a reinvigorated FDA and by high profile federal and state enforcement actions. Matters relating to manufacturing issues and product recalls, as well as government probes into both pre-market and post-marketing practices, are emerging frequently in civil litigation. In addition, the explosion of social media has created a new playing field where product information can suddenly go “viral” and influence both patients and jurors. Meanwhile, a difficult economy has caused manufacturers and their outside counsel to seek more cost-effective ways to handle product liability litigation. With litigation budgets being closely watched, is it essential to be able to properly assess how real a threat a particular complaint presents to your client, and to be equipped to get rid of many cases quickly and effectively.

Singapore Summit on Export Controls Compliance

September 9th, 2010
in International Trade & Defense, Regulatory & Compliance |

Featured on Cistec. Gain the knowledge you need and stay compliant. Attend this event and get more then just a conference by subscribing to our blog.

A groundbreaking international conference addressing how to integrate multi-jurisdictional export controls requirements into an effective internal compliance programme. It has been a year of significant developments on the export controls front. Export controls government agencies are vigorously policing the export activities of companies and their foreign trading partners to ensure strict compliance with export control laws.

Strict Asian, U.S., and European Government export compliance expectations have made it more challenging than ever for multinationals to achieve global export compliance. The situation is especially true for export controls executives based in Singapore and the rest of Asia who are faced with complex transshipment, diversion and re-export risks.

Rising government expectations and new regulatory standards increase risks for all global companies. Trade controls are becoming ever more complex and restrictive, and exporters must develop effective internal export control compliance programs that do not unduly hamper legitimate trade. Civil and criminal penalties are rising, cases are high profile and yesterday’s knowledge is simply not enough to make the right decisions today.

After the tremendous success of its export controls conferences in the U.S., Europe and China, American Conference Institute and C5 Group are proud to announce the inaugural Singapore Summit on Export Controls Compliance. This unique conference, designed specifi cally for regional trade compliance executives and attorneys in Asia-Pacific, will provide you with practical export controls solutions to meet your company’s operational challenges on a country by country basis. Attendees will benefi t from the practical perspective of senior corporate export compliance executives, government offi cials and attorneys from U.S., Europe and Asia countries on

how to:

  • Customize export compliance programme and internal controls for your Asian operations
  • Detect all restricted parties and screen end-users
  • Prevent deemed export violations under U.S. and Japan export controls laws
  • Minimize diversion and transshipment risks in Singapore and Hong Kong
  • Conduct internal investigations and implement corrective actions
  • Comply with encryption regulations in U.S., China and Hong Kong
  • Reconcile EU licensing and country specific licensing requirements

Plus! Participants will also receive a CD-rom including a comprehensive set of written materials prepared by the speakers particularly for this conference. These are invaluable reference materials which you will use again and again long after the conference is over.

View our legal events website

Life Sciences Collaborations and M&A survey

September 7th, 2010
in Pharmaceuticals / Biotech / Life Sciences, Surveys and Polls |

Take our short, anonymous 6 question Life Sciences Collaborations and M&A survey.  Find out what your peers are thinking when the results are posted shortly at www.americanconference.com/collab2011

We look forward to hearing from you soon.

Click here to take survey

Continue to further network with us via Twitter @ACI_C5pharma for up to the minute industry news, conference updates, discounts,  free conference content, and much more!

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