Prior to this Act, the United Kingdom`s Anti-Bribery Act was based on the Public Bodies Corrupt Practices Act 1889, the Prevention of Bribery Act 1906 and the Prevention of Bribery Act 1916, a body of laws described as “inconsistent, anachronistic and inadequate”.  After the Poulson case in 1972, the Salmon Committee on Standards of Public Life recommended that these laws be updated and codified, but the government of the day did nothing. David Aaronberg and Nichola Higgins argue in the Archbold review that Article 6 in particular has the potential to include actions that are ethically problematic but are considered legally permissible.  Aisha Anwar and Gavin Deeprose in the Scots Law Times take a similar position, highlighting as particularly problematic areas corporate hospitality and facilitation payments, described as “essentially a form of payer blackmail, and although not common in the UK, they are common in many foreign jurisdictions.” that may fall within the scope of the Act, although they are permitted in the business world.  Described as “the toughest anti-corruption legislation in the world”, concerns have been raised that the provisions of the law criminalise acceptable behaviour in the global marketplace and put UK companies at a competitive disadvantage. In addition to this perceived inequality, concerns have also been raised about the eligibility of SMEs for data protection authorities. One of the attractions of DPAs is that they allow prosecutors to punish a company`s misconduct without the collateral consequences of a conviction that could drive the company out of business or harm investors, employees or the market. The corruption law came into force on 1 July 2011 and, five years later, it seems appropriate to ask whether it has responded to its call for “the toughest anti-corruption legislation in the world”. The committee looked at the issue of welcoming businesses and the challenge of doing business in different cultures. They noted that some companies were so nervous that they were afraid to offer a sandwich lunch and that the guidelines for companies regulated by the Financial Conduct Authority differed from the Department of Justice`s guidelines.
There was as yet no judicial interpretation of the law, so the Committee considered that, depending on the circumstances of each business relationship, discretion was always necessary, based on the principle that intent was determinative.  [vi] The Bribery Act 2010: Guidance about procedures that appropriate commercial organizations can set into institute to prevent persons associated with them of bestaging (Section 9 of the Bribery Act 2010). Provide in-depth anti-corruption training to all your staff and develop a robust multi-year training program for employees in positions where there is an increased risk of corruption. The summary report contains a summary of breaches and sanctions, risk assessment principles and practical guidelines for the implementation and review of anti-corruption procedures. As risks may change over time, the effectiveness of an organisation`s anti-corruption procedures should be regularly monitored and procedures should be reviewed when a particular change in corruption risks occurs, for example when the company enters new markets. Employee surveys, questionnaires and feedback from training can also be a source of information on the effectiveness of procedures. The internal risk assessment should consider the extent to which internal structures or procedures increase risk. This includes evaluation of training; whether there is a culture of reward for risk-taking; and clarity of policies, financial controls and an anti-corruption message from senior management. Penalties for contravention of the Act are up to 10 years` imprisonment, with an unlimited fine and the possibility of seizure of property under the Proceeds of Crime Act 2002 and the rejection of directors under the Challenge of Directors of Companies Act 1986.