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Arthur Anderson Case Study

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2. Arthur Andersen Contribute to the Enron Disaster

AA was incapable to either spot or ignored Enron’s manipulation which allowed fraud to take place.

AA did not provide opinion to Enron’s audit committee. The firm CFO and the assistants were involved in situations that resulted in a significant conflict of interest and AA have no alternatives approach to manage those conflicts. Even though AA had undertook Enron’s audit function responsibility, AA failed to advice on Enron’s internal controls and policies. As a result, Enron internal control and policies were inadequate to protect the interest of the shareholders.

AA failures to bring these matters forward had permitted Enron to continuously manipulate the numbers and caused the public and stakeholders to be misled.

3. Arthur Andersen Faulty Decisions

The culture of AA was changed from integrity and in technical competence towards revenue focus. This was due to the change in AA’s CEO to Joseph Berardino. Berardino was aggressive in revenue generation that changes AA culture. Hence, AA was concern with potential loss of revenues from clients.

The issue in this case was the use of Special Purpose Entities (SPEs) for financial report manipulation that was approved by AA. SPE is a legal entity created for firm to isolate financial risk. The structure of Enron’s SPEs approved by AA were used for off-balance sheet financing, even though it failed to meet the required outsider 3% equity risk (Viktoriaovoian 2011).

For instance, in 2001, AA auditors advised Enron that it could use a favourable accounting method for its SPEs. This was in contravened to the accounting methodology of AA’s Professional Standards Group (Fraud Law Resources for Oregon and Washington n.d., Fighting Financial Fraud section).

4. Prime Motivation of Arthur Andersen (AA) and Its Audit Partners

The prime motivation

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