The Accounting Scandal Of Enron

The Accounting Scandal Of Enron

What the heck is Enron? Let me tell you. Enron formed through a merger in 1985 between two energy companies, yeah that’s what it was by the way, an energy company. It was founded by a man named Kenneth Lay, you might want to remember that name. Enron was a fantastic company and very attractive for investors. In 2000 they were thought of being one of the world’s leaders in business, for example, how we see Apple and Google nowadays. Enron were growing at a rate no one had ever seen before.

Enron’s revenue shot up from $13,289 million in 1996 to $100,789 million in 2000. Their debts showed no worry and suggested they had no chance of going bankrupt. Well guess what, Enron went bankrupt in December 2001, thousands of people lost their jobs, retirement funds and any other money they’d invested into Enron.

So now you’re asking yourself what happened between this year and the last? As it turns out, all those numbers to do with Enron’s revenue, were all false numbers. Enron used ‘Mark-to-Market’ accounting, its effect is basically being able to recognise revenue when you have no revenue.

In 2000, Enron signed a 20-year contract with Blockbuster, thinking the contract would result in profits in excess of $100 million. This failed after 3 years and blockbuster ended the contract. Here’s the problem, Enron didn’t get $100 million from the deal but still reported it as revenue. So basically, fake revenue to make the company look bigger than it is and increase the stock prices. They did this on many more occasions. All they had to do was project earnings, and BOOM they had earnings. Investors were fooled over a long period of time.

If you know about Accounting, I can hear you already questioning ‘Where’s the Auditor?’. The job of an auditor is to look over all these financial statements to ensure the company’s position is correct. Every public company legally must have their financial statements audited. The primary purpose of an auditor is to prevent things like this happening. Had the auditors done their job properly, they would have seen red flags all over the place. But they weren’t doing their job at all. They were being paid by Enron to look the other way. These auditors were Arthur Andersen. At the time they were part of the Big 5 Accounting Firms. Arthur Andersen didn’t survive this scandal; their reputation was ruined, and their customers switched over to the Big 4

Two greedy fools…I mean two executives from the Enron end are heavily blamed. They are Kenneth Lay and Jeffery Skilling. They were both guilty of conspiracy and fraud. Kenneth Lay died of a heart attack in the time between the verdict and the sentencing in 2006, he was 64 years old. Jeffery Skilling was released in February 2019, following 12 years in prison.

This scandal, along with others like it at the time, promoted a new and much stricter set of accounting rules that dramatically changed the accounting industry. Because it clearly wasn’t working before! I see this as one of the most interesting scandals in the accounting history, based on the scale at which it was carried out, and how it fooled so many people.

Ethical Dilemmas Of Enron Company

Ethical Dilemmas Of Enron Company

Honesty & Integrity

Enron was extremely competitive. A company which was known for its perfection and achieving success in a cut throat competitive environment. Enron’s work culture created an environment of deception. Employees of Enron had to perform well and if they did not they would be fired.

The company hid information from its investors. It tried to project an image that the company was running smoothly and faced no financial problems. Whereas the reality was a far cry from this. Enron had huge debts in its name. This information was not disclosed to the investors. Enron’s management deliberately hid information through the use of special partnerships. It used SPE’s (Special Purpose Entities ) to hide the fact that it had huge amounts of debts. Enron used SPE’s with the goal of shielding the realities from its investor.

Enron’s auditors hid information regarding the true financial position of the company. Enron’s accounts were audited by Arthur Anderson who was Enron’s auditor. This was not wrong at that point. To employ a company’s own auditor to audit it’s own work may not be wrong according to the law at that time, but this may lead to the auditor hiding some information. Their actions were in conflict with the auditing standards accepted by the country. The auditors were expected to provide complete unbiased information regarding the company’s financial position.

Enron’s analysts did not have complete knowledge regarding the situation of the company in terms of the company’s financial stability. Analysts gave recommendations pertaining to investments in Enron’s securities. They recommended buying securities of the company to potential investors without complete knowledge. This act of their was detrimental to the interests of the potential shareholders as well as against their profession as an investment analyst.

Whistleblower

Enron’s Vice President of Corporate Development Sherron Watkins brought the corruption taking place in Enron to the notice of the CEO. She found irregularities in the financial reports in August 2001. She reported the wrongdoings happening in the company. She could have kept quiet and acted as if she knew nothing about this. She might have face a dilemma between protecting her job and disclosing the truth. But she decided to speak up knowing that she was putting her job on the line. She decided to disclose he truth to protect the interests of the majority at the cost of jeopardizing her future.

Loyalty Vs Truth

Sharron Watkins, the whistleblower in Enron’s case sold her stocks worth almost $50000. She decided to reveal the truth regarding the irregularities in the accounts of Enron to everyone.

Before the revelation she decided to sell her stocks for the fear that they might be of no value to her after the truth is out. She might have been looking at the greater good of the employees, stakeholders but she put herself first in this situation and took steps to make sure she did not suffer any loss before taking action against Enron

Ethical Failures

Lack of Integrity

  • This is one of the most important factors which contributed to the downfall of Enron.
  • Top level management, auditors, employees etc. were responsible Enron’s failure.
  • The people associated with the company hid the truth in order to make sure they were shielded and continued to benefit from the position they held.

Fraud

  • The financial statements were manipulated.
  • Potential investors were not told about the fact that the company was not financially sound. Information was held from them deliberately.
  • Employees in order to gain better scores so as to not be fired decided to

Misusing Accounting Provisions

  • Enron used Special Purpose Entry to cover up their losses.
  • It used fraudulent methods to show a better image to the potential investors, existing shareholders.
  • They hid the huge amounts of debt taken in the name of the firms

References

  1. The Rise and Fall of Enron: Ethical Issues. (2018, February 22). Retrieved July 28, 2019, from Paypervids.com website: https://www.paypervids.com/rise-fall-enron-ethical-issues/
  2. Enron’s Ethical Dilemma. (n.d.). Retrieved from https://www.bartleby.com/essay/Enrons-Ethical-Dilemma-F3R3ZC6FBZRFA.
  3. ENRON, ETHICS, & THE DARK SIDE OF LEADERSHIP. (2016, July 3). Retrieved from https://sites.psu.edu/leadership/2016/07/03/enron-ethics-the-dark-side-of-leadership/
  4. Enron’s ethical dilemma – Running head ENRONS ETHICAL DILEMMA Enron’s Ethical Dilemma Students Name Class Instructors Name Institution Affiliation 1. https://www.coursehero.com/file/17039151/Enrons-ethical-dilemma/
  5. Essay on Ethics and Enron. https://www.majortests.com/essay/Ethics-And-Enron-612732.html

Enron’s Scandal And Laws Passed By Us Congress To Deal With Such Failures

Enron’s Scandal And Laws Passed By Us Congress To Deal With Such Failures

HISTORY OF ENRON

Enron was one of the largest US-based companies formed by Kenneth Lay in the year 1985. It has become an interstate and intrastate natural gas pipeline company. It offered its services to thousands of customers around the world. Enron had three main business units ranging wholesale service, retail energy service, broadband service and transportation. The wholesale service responsible for the marketing a number of wholesale commodity product, allowing industrial companies to manage commodity delivery and price risk (Enron: The Fall from Grace/ The World’s Biggest Fraud).The energy service which is also an arm of Enron offered companies a better way to develop and execute their energy command to commercial and industrial companies. The Enron first oversea was in England, to start construction of power plants; later the electric industry in the UK was privatized. The Enron went on opening hands in India and other part of the world. According to sources, it was one of the world’s leading electricity, natural gas, broadband and transportation companies whose annual revenue rose from 9 billion to 100 billion within the shorter period of years before its bankruptcy in late 2001 (Li, 10 October 2010). The Enron trading strategy was to future market strategy; where by buyers and sellers to get what they hope will be better deal on commodity price than they would do on the open market.

THE ENRON MANAGEMENT AND ARTHUR ANDERSEN

To start the management arm of the Enron which begin Kenneth Lay as Chief Executive in 1986 after the two pipeline firms in Texas and Nebraska. Jeffrey Skilling was the president and Chief Operation Officer from 1990 and he was seen as a chief architect of the gas- trading strategy of the cooperation. Andrew Fastow was the chief financial officer and allegedly responsible for engineering the off-balance sheet partnerships that allowed Enron to recover its losses. Fastow was accused to put together complicated set of transaction and earning on management fee with Enron salary .Another leader was Clifford Baxter who committed suicide in January 2002; he was known to been one of the Enron Executive and had opposed its creative accounting practices (Seied Beniamin Hosseini, August, 2016).

Rectitude is the characteristic of accountant and which stakeholder relies to make major decisions in their institutions. If any work of an accountant fails his responsibility may leads to a lot of lost in the financial system. Arthur Andersen was one of the world’s five leading accounting firms. It was Enron auditing firm as well as consultant since 1986, to help on where their accounts are going (Seied Beniamin Hosseini, August, 2016). As Arthur Andersen been the Auditing and Consulting firm of Enron for about 16 years earning millions of dollars for their services should have be a guide to avoid such malpractices (Introduction to Behavioural Finance). It was known to the people that Arthur Andersen employee over thousands in the workforce during their time.

CAUSES THE OF SCANDAL

One will ask him or herself, how can Enron fail? An institution that operate in over 40 countries with more 20,000 workers and they lost their pension with other benefits. Primarily, Enron’s Executive Board refused to accomplish its fiduciary obligations towards the company’s investors. Furthermore, the highest officials of Enron were selfish and do things in their own personal-interest. Again, majority of Enron’s personnel perceived the misconducts of Enron’s highest officials, and relatively few informers came forward. Finally, Enron subcontracted external auditing for its own internal audit instead of creating a functionally internal audit instrument and its external auditor accepted in the claim of dubious accounting and fraudulent monetary reporting (Cuong*, 2011).

Truthfulness

Lack of truthfulness by administration about the wellbeing of the corporation, in reference to Kirk Hanson, the senior management of the Markkula Center for Applied Ethics. The senior managers assumed Enron had to be the top at all it did and that they had to defend their statuses and their return as the best positive directors in the U.S (Li, International Journal of Business and Management, October 2010).

Interest

Conflicts of interest been recommended at Enron and absence of free omission of executive by Enron’s board contributed to the company’s failure. Additionally, others have recommended that Enron’s incentive policies produced a biased emphasis on remunerations development and stock price. Moreover, current controlling modifications have absorbed on improving the accounting for SPEs and consolidation inner accounting and other mechanism (Li, International Journal of Business and Management, October 2010).

Enron and the reputation of Arthur Andersen

The exposure of accounting abnormalities at Enron during the third quarter of 2001 initiated supervisors and the media to emphasis wide care on Andersen. The scale of the suspected accounting errors, joint with Andersen’s act as Enron’s auditor and the common media consideration, offer apparent influential context to seek the effect of auditor standing on consumer market prices around an audit catastrophe (Li, The Case Analysis of the Scandal of Enron, 10 October 2010).

ACTIONS TAKEN

In the fictional event of Enron and Andersen does not finish with the death of these two corporations. Key changes in the rule of public enterprises and their auditors have happened in the outcome of, and mostly caused by these failures. Whereas there could have been extra effects, example other commercial scams and a speedy histrionic failure in the trading, that steered the overall public suspicion of commercial executive, absolutely the greatest significant factors in the implementation of the Sarbanes regulation and some reactions were the commercial governance catastrophe at Enron, which damages public sureness in the sovereign audit occupation causing Andersen’s failure.

The U.S governments come up with Sarbanes-Oxley Act in 2002 as a federal law that was developed to brush auditing and monetary rules for public enterprises. Policymakers formed these regulations to help safeguard investors, workers and the people from accounting mistakes and fake monetary practices.

Key provision

  • Oversight board: The Public Company Accounting Oversight Board has the power to establish values concerns with auditing, integrities, excellent control, freedom and other actions linking to the planning of audited monetary reports (Spiceland).
  • Corporate executive accountability: Business managers must personally confirm the enterprise’s monetary statements and monetary revelations. Strict monetary punishments and the chance of sentence are magnitudes of falsified misstatement (Spiceland).
  • Non-audit services: The situation is illegal for the auditors of public enterprises to also implement certain non-audit services for their customers, such as consulting. (Spiceland)

Other components are as follows

  • i. Corporate Responsibility.
  • ii. Enhanced Financial Disclosures.
  • iii. Analyst Conflicts of Interest.
  • iv. Commission Resources and Authority.
  • v. Studies and Reports.
  • vi. Corporate and Criminal Fraud Accountability.

To my recommendation and conclusion, the management was not straight forward to its stakeholder; there was conflict of interest in the company. It was wrong to offer dual contract to the audit firm because the errors are not going to be known to the external party. Sarbanes-Oxley Act in 2002 should be been implemented before the establishment of Enron and similar businesses in order to avoid such scandals.

Bibliography

  1. Cuong*, N. H. (2011). FACTORS CAUSING ENRON’S COLLAPSE. Corporate Ownership & Control, 1.
  2. Enron: The Fall from Grace/ The World’s Biggest Fraud. (n.d.).
  3. Introduction to Behavioural Finance. (n.d.). Behavioural Finance ,PowerPoint 1.
  4. Li, Y. (10 October 2010). The Case Analysis of the Scandal of Enron. 1.
  5. Li, Y. (October 2010). International Journal of Business and Management. The Case Analysis of the Scandal of Enron, 37.
  6. Seied Beniamin Hosseini, 2. M. ( August, 2016). MORAL AND MANAGERIAL RESPONSIBILITIES. International Journal of Current Research.
  7. Spiceland, T. a. (n.d.). Cash and Internal Controls. Financial Accounting 1st Edition .

The Enron Scandal: Was It Right?

The Enron Scandal: Was It Right?

At its least advanced, the Enron outrage is regarding falsity, the complexities of release and a framework that prizes organizations for what they give the impression of being like on paper. Obviously, it goes much more profound than that, since it’s in addition a tale regarding however an oversized variety of people lost their assets by buying stock in a company that a lot of thought-about was too Brobdingnagian to miscarry. It’s in addition regarding however the watchers at the door, as well as clerking companies like Arthur author, are often willfully complicit in acceptive social control mutely to big numbers in spite of everything books since covetousness could be a powerful helper.

At its stature, Enron was America’s seventh-biggest organization. Indeed, even now, people battle to understand what Enron really did, since they did not have a straight item to sell, similar to, state, Apple. Enron essentially created the way during which vitality is changed on open markets. There was no structure for this before Enron designed one. What occurred next was their arrogance noncontinuous the final flow, supposing that they might exchange one thing thus impalpable as vitality, why not exchange everything?

Turns out that wasn’t such an improbable arrangement since disappointments started mounting. that’s the place wherever Jeff Skilling’s clerking wiles acted the hero – Enron designed help organizations through that they might balance or conceal their misfortunes, exploit the securities exchange’s sweetheart wanting unimaginable on paper. Yet, when an excellent ascent from Enron’s initiation in 1985, the year 2001, at last, brought examination and chariness. With the SEC and different poke openings within the cloak of Enron’s falsehoods, shortly the whole veneer was uncovered and a helpful example for the ages was written.

What Caused the Enron Scandal?

During the Nineteen Eighties, Wall Street celebrated as release (particularly encompassing vitality) implicit markets opened and got a lot of liberated. This took under consideration a good vary of recent, inventive exchanging for the people WHO saw the potential. By the Nineteen Nineties, the ‘website bubble’ was developing fiercely with share esteems generally being cushioned to wow and charm financial specialists.

In the event that an organization looked strong on paper, it performed well in the market, which was the place Enron got its juice. It was CEO Jeff Skilling who chose to change Enron’s bookkeeping come nearer from the customary authentic cost bookkeeping technique to the imprint to-advertise (MTM) strategy, and this made a huge difference, helping the organization to arrive at its stratospheric statues of over $90 an offer in August 2000 (and which would dive to $0.26 an offer by December 2001).

MTM bookkeeping is really utilized by numerous organizations all the time, however, it’s effectively abused by those searching for something to stow away, like Enron. As Investopedia clarifies, ‘The technique can be controlled, since MTM did not depend on ‘genuine’ cost however on ‘reasonable worth,’ which is more diligently to nail down. Some trust MTM was the start of the end for Enron as it basically allowed the association to log evaluated benefits as real benefits.’ Basically, this strategy implied Enron could tally anticipated long haul vitality contract profit as present pay, in this manner cooking their books, which was one of the key Enron moral issues.

Fallout from Enron

At the point when all was done and tidied, the evaluated misfortunes from the Enron embarrassment checked in around $74 billion. Around 4,500 individuals lost their positions, many getting little in their settlements, most topping out to a maximum of $13,500. Executives, be that as it may, shamefully wiped out the coffers in 2000, paying themselves rewards as the organization’s breakdown lingered, leaving little to nothing for a huge number of speculators who lost billions.

Did Any Enron Executives Go To Jail?

A few administrators confronted and were sentenced for charges of wire misrepresentation and protection extortion in the Enron embarrassment. The greatest names were Kenneth Lay, Jeffrey Skilling, and Andrew Fastow.

Kenneth Lay: In 1985, Enron was shaped because of a merger between Houston Natural Gas Company and Omaha-based InterNorth Incorporated. Kenneth Lay changed from being the CEO of HNG to driving Enron. Lay was indicted for his job in building the gigantic misrepresentation however passed on of a coronary failure before condemning.

Jeffrey Skilling: CEO of backup Enron Finance, Jeff Skilling unexpectedly surrendered in August 2001, similarly as the breaks appeared in the parent organization’s baldfaced plans. He was captured in 2004 and condemned to 28 years in jail. In 2013, a progression of exchanges prompted his term being diminished to 14 years. He was discharged in February 2019 and started making quick waves as reports rose of the 65-year-old ex-con’s endeavors to attempt to come back to the vitality segment.

Andrew Fastow: After helping out specialists and giving proof, previous CFO Fastow was seen as blameworthy and condemned to five years in jail in 2006. He was discharged in 2011.

Enron Scandal: Ethics and Consequences

Some may take a gander at the prison time served by some Enron pioneers similar to the result of that outrage, yet others lost their retirement reserve funds and saw their whole lives changed in light of the fact that they accepted news features about Enron being America’s ‘most inventive organization’ and purchased shares. Several billions of dollars were lost, lives adjusted, financial specialist certainty shaken and laws changed, all on the grounds that a couple of administrators let their inner selves get in the room while doing the bookkeeping. The inquiry that surfaces, even now, is to whom is an organization capable? General society, the financial specialists, the representatives, themselves?

Whatever the appropriate response, in the long run, Enron bombed them all. It regularly comes down to the reason that since something is legitimate doesn’t mean it’s moral. Without a doubt, the MTM bookkeeping technique is utilized incapable, common sense ways every day, by a wide range of moral organizations, yet it was likewise utilized by any semblance of Enron to trick a large number of speculators out of their life reserve funds. As that occurred, appearing on-paper triumphs enabled Enron’s executives to pay themselves over the top rewards even as the end was moving closer. Kenneth Lay alone took advantage of over $152 million in rewards in 2000, similarly as the joke was starting its end.

The complexities of what was legitimate versus moral is the reason Enron will stay an exercise in business classes for a considerable length of time to come. What’s more, the outrage opened the entryway to new, basic laws, as Encyclopedia Britannica clarifies, ‘The most significant of those measures, the Sarbanes-Oxley Act (2002), forced unforgiving punishments for obliterating, modifying, or manufacturing budgetary records. The demonstration additionally precluded evaluating firms from doing any simultaneous counseling business for similar customers.’

Enron Scandal: The Lessons To Be Learnt

Enron Scandal: The Lessons To Be Learnt

The main perpetrators in Enron’s fraud scheme were Kenneth Lay, Jeffrey Skilling, Andy Fastow, Louis Borget, Thomas Mastroeni, Lou Pai, and Tim Belden. In addition, the accounting firm Arthur Anderson, the law firm Vinson and Elkins, and various banks were also involved.

Kenneth Lay was the founder, chairman, and CEO of Enron. He convinced shareholders to invest in the company by making false public statements about the company’s performance. When he realized that the company was failing, he sold his stock while at the same time told his employees to purchase more. While Enron’s stock was plummeting before it declared bankruptcy on December 2, 2001, the top executives were able to sell $1 billion in stocks, while the employees’ stocks were frozen so they could not sell them.

Enron hired Jeffrey Skilling in 1990 and he became Chief Operating Officer in 1997. He then became CEO after Ken Lay moved to chairman. Skilling helped create the natural gas commodities market where Enron would trade on natural gas as if it were a stock or bond. Skilling used mark to market accounting (MTM), which allowed Enron to book potential future profits no matter how much money was actually earned. Arthur Anderson and the SEC approved the use of MTM accounting, which enabled Enron to manipulate its earnings and pay its executives’ bonuses based on reported MTM accounting profits.

The first Enron scandal was the 1987 Valhalla Scandal beginning, which involved two oil traders, Louis Borget, Enron Oil’s president, and Thomas Mastroeni, Enron Oil’s treasurer. They would bet on whether the price of oil would rise or fall and were always accurate in their prediction, which was suspicious because nobody is always correct. They also set up offshore accounts and kept two sets of books, so they could falsely show that the oil division was making a profit year after year. Nobody was able to figure out who owned the offshore accounts. After the board received an anonymous tip that Borget embezzled more than $3 million and deposited it into his personal bank account, auditors were brought in and notified Kenneth Lay of Borget and Mastroeni’s fraudulent schemes. Because these two traders were making Enron so much money, Lay did nothing about it.

Andy Fastow was the CFO of Enron who covered up Enron’s debts and losses using structured finance to keep the stock price high. Fastow created hundreds of companies to hide Enron’s $30 billion debt so it would appear as if Enron was more profitable than it actually was. Lou Pai was the CEO of Enron Energy Services. He charged personal expenses, including strippers, to Enron’s expense account and used the corporate jet for personal use. Although he made $100 million while at Enron and around $250 million from selling stocks when he left Enron in 2001, his division had lost almost $1 billion. This loss was hidden using mark to market accounting. He also used mark to market accounting to value current energy prices based on expected future prices. Tim Belden, who ran Enron’s west coast’s trading desk, took advantage of California’s deregulated energy market. He would create artificial shortages of energy by creating blackouts throughout California, which through the principles of supply and demand, would increase energy prices. He also devised a plan where Enron would export California’s energy to another state and then buy it back at inflated prices to drive up the price of energy sold to California residents.

The groups that were supposed to advise Enron were also involved in its fraud. Accounting firm Arthur Anderson did not do their due diligence while auditing Enron. They would issue unqualified opinions when they were aware that the financial statements contained material misstatements. They also obstructed justice by destroying documents when the SEC started their investigation. In addition, the law firm Vinson and Elkins, along with Arthur Anderson, helped Enron hide hundreds of millions of dollars of debt by creating partnerships that were not reported and provided no oversight into this corrupt behavior. Lastly, various banks invested millions in Enron and got involved in a few of its shady deals. For example, in 1999, Merrill Lynch pretended to purchase three Nigerian power barges from Enron, when in reality, it was actually a loan that increased Enron’s net income. Since Enron paid Merrill Lynch back five months later, it was basically a loan.

There were many red flags throughout Enron’s existence that are typically associated with fraud. During the Valhalla Scandal, Borget and Mastroeni were always able to correctly predict if the price of oil would rise or fall. By manipulating the books and setting up offshore accounts, they were able to show that the company was continually making a profit, which is inconceivable. Offshore accounts are usually set up by companies to hide their finances, and it was suspect that nobody was able to figure out who owned the offshore accounts. In addition, it did not make sense that blackouts kept occurring in California when there was plenty of power available. Another red flag was that management was not willing to discuss Enron’s financials and fully explain its finances. Enron traded at a 60 price to earnings ratio, which was more than three times higher than other companies in its industry. Lastly, it was suspicious that Jeffrey Skilling unexpectedly resigned on August 14th, 2001 six months after he became CEO and only a few months before Enron declared bankruptcy on December 2nd.

Enron’s frauds were detected from a number of sources. First, in 1987 during the Valhalla Scandal, Enron’s board received an anonymous tip that Louis Borget put more than $3 million of corporate funds into his personal bank account. On March 5th, 2001, Forbes published an article called “Is Enron Overpriced” by Bethany McLean which brought attention to misstatements in Enron’s financial statements. In August 2001, Sharron Watkins, an Enron VP, became an anonymous whistleblower by writing a detailed letter to Ken Lay about Enron’s accounting irregularities and illegal activity, including Fastow’s business partnerships. Ultimately, a Wall Street Journal Article written in 2001 questioning Enron’s deals started an SEC investigation. The results of the Enron scandal contributed to the passing of the Sarbanes Oxley Act of 2002. Had the act been around sooner, Enron’s fraud could possibly have been prevented or detected sooner.

Enron’s frauds started in 1987 with the Valhalla scandal and continued until it declared bankruptcy in 2001. At its highest point, Enron was worth $70 billion, and its stock was trading at around $90 per share and then within a year it declared bankruptcy and its stock dropped to $.26 per share. As Enron was making $1-2 million per day taking advantage of California’s deregulated energy market, California ultimately lost $30 billion. Lou Pai left Enron with the most amount of money, but did not face any federal charges.ii Louis Borget was sentenced to one year in jail and Tom Mastroeni was sentenced to two years of probation and 400 community service hours. Tim Belden pleaded guilty to conspiracy to commit wire fraud and was sentenced to two years of court-supervised probation. Andy Fastow pleaded guilty to conspiracy to commit wire fraud. He was sentenced to ten years of jail and had to sacrifice $23 million in assets. Jeffrey Skilling convicted on 19 counts of conspiracy fraud and insider trading and was sentenced to 24 years in prison, which was reduced to 10. $40 million of his assets were distributed to Enron’s victims. Ken Lay pleaded guilty to conspiracy fraud, but he died before being sentenced. Arthur Anderson was found guilty of obstructing justice by destroying Enron’s documents during an SEC investigation. Enron’s employees were affected by Enron’s frauds as thousands of employees lost their jobs, health care, retirement funds, and savings. Employees lost $1.2 billion in retirement funds and retirees lost $2 billion in pension funds.

An entity should have preventive tools and techniques in place to prevent future similar frauds. The Sarbanes Oxley Act of 2002 was passed in response to Enron and various other accounting scandals. The act was created to protect investors by setting new auditing standards and protection for whistleblowers. If Arthur Anderson had to follow the Sarbanes Oxley Act, they would not have signed off on materially misstated financial statements. A public company is now required to have internal controls over financial reporting and the COSO Framework is generally recommended to establish and implement controls. One of the components of the COSO Framework is the control environment, which states that an entity should have a commitment to ethics and integrity by developing a code of ethics. Enron had a cutthroat culture where employees were encouraged to do whatever was needed to succeed. They had a “rank and yank” policy where employees would evaluate each other annually and the bottom 15% would be fired. Therefore, employees took risks needed to succeed and covered up losses using MTM accounting. Had Enron had a code of ethics that was appropriately demonstrated from management, fraudulent acts could have been prevented. The Sarbanes Oxley Act also created protection for whistleblowers, which could have led to employees coming forward about Enron’s fraud sooner without the risk of being fired. In addition, big corporate money should be taken out of politics. Ken Lay had a close relationship with and donated to President George W. Bush’s campaign. The president, in turn, prevented the California energy market from being regulated at the federal level, which benefited Enron’s scheme. Lastly, employees should be allowed to sell stock if executives can do so. This would have prevented Enron employees from losing their life savings due to Enron’s bankruptcy.

Causes of Failure in Enron Corporation

Causes of Failure in Enron Corporation

Enron Corporation, founded in 1985, was an American energy company based in Houston, Texas. Enron was the result of the merger between Houston Natural Gas Co. and InterNorth Inc. Enron was commended for its innovative business model and was awarded by Fortune magazine as “America’s Most Innovative Company” for 6 consecutive years. Enron was amongst the world’s leading natural gas, electricity, communications, pulp and paper companies before it bankrupted in December 2, 2001. Its annual revenues rose from $9 billion in 1995 to over $100 billion in 2000. The scandal led to the bankruptcy of Enron Corporations as well as the dissolution of one of the largest accounting and audit firm in the world, Arthur Andersen. Enron was the largest corporate bankruptcy in American history at the time with losses totalling around USD 66 billion.

Firstly Choo’s (2008) framework and Bazerman & Tenbrunsel ethical blind spots would be applied at the preconditions stage, followed by Padilla et al – Toxic Triangle at the crisis stage. The following theories were chosen as it explains the causes that led to Enron’s collapse as well as to grasp a better understanding as to why this crisis has occurred in the first place and whether it can be prevented.

Preconditions

Enron’s crisis contained a lot of early warning signs that were ignored. The 3 causes that stop the signals from being processed are: Epistemic Blind spots, Risk Denial, and Structural Impediment. Organizations that overlook and ignore warning signals are potentially allowing problems to build up and escalate which could eventually lead to a full-blown crisis. This report will only focus on ethical and epistemic blind spots in particular.

There were more than a dozen red flags that should have been investigated by Enron’s Board but those warning signs went unheeded due to blind spots (US Senate, 2002b, p.59). Epistemic blind spots are when warning signals are ignored as the “information does not fit on the organization’s current frame of reference” and information is selectively interpreted to fit our acceptance of the truth (Choo, 2008). Enron’s Board evaded the warnings that were appearing about the means by which the company was accounting for its assets and holdings on its financial statement as the board perceived that the disclosure was just a “normal part of conducting business”.

Epistemic blind spots are when people come across information that contradicts their beliefs, they would rather ignore the information and question its reliability rather than contemplating change to their beliefs (Choo, 2006). The investigation found that the Board authorized numerous improper transactions even though they were aware and were given substantial information regarding Enron’s activities. When failures and existing losses started appearing in their company performance, instead of taking action to correct it, the company hid their losses to protect their reputations. Enron’s board of directors should have questioned on whether the performance of the company was “too-good-to-be-true” and paid greater attention to warning signals.

Enron began to sell its assets to “unconsolidated affiliates” when it struggled to find willing investors. Unconsolidated affiliates were entities whose assets did not appear on Enron’s financial statements. Warning signals emerged about these methods but were dismissed by Enron’s board members as it was their shared belief that these methods were an essential part of conducting business at Enron. The Board were aware that Enron was planning to move underperforming assets and potential investment losses off its balance sheet (Choo, 2008). Red flags on Enron’s shortage of cash and profits should have alerted board members and yet, violations of accounting principles and rules went undetected.

Ethical Blind Spots

Ethical blind spot is the failure to notice others’ unethical behaviour (Bazerman & Tenbrunsel, 2011). Enron’s board failed to notice top management’s corrupt behaviour as increasing share prices gave them little incentive to question the executives. The Board were less likely to condemn executives’ unethical behaviour when it was them who pressurized the executives to make stellar profits. Enron’s unethical misconduct and ethical shift happened gradually which makes it less noticeable by its board of directors. The board did not prevent the firm’s management from engaging in risky behaviour, and they failed to ensure the executives were doing business ethically and legally. The board claimed that they had been deceived and blinded by management as they were presented false numbers. The Board cannot be blamed for not acting on withheld information but they can be blamed for the lack of scrutiny on Enron’s transactions.

Motivated Blindness

Motivated blindness is when people overlooked others’ unethical actions when it is against their own best interests to notice. Enron’s board of directors, Arthur Andersen, and credit rating agencies had access to relevant data and should have detected and acted on Enron’s unethical behaviour. Andersen’s motivational blindness led them to not noticing Enron’s flawed accounting practices as Andersen was motivated to retain Enron as a profitable client. The conflict of interest Andersen faced prevented them from making impartial verdicts about Enron as they possessed a psychological tendency to turn a blind eye on the bad data. Analysts saw the warning signs in the public fillings but they had no incentive to expose Enron as it was in their best interest to protect their relationship with profitable clients such as Enron.Sherron Watkins is the former Vice President of Enron Corporation and was famously known as the whistleblower who warned then-CEO Kenneth Lay of accounting irregularities within the company and the impending financial doom in the fall of 2001. The financial world changed when Watkins blew the whistle. Watkins was brave enough to step forward as she feared that Enron would “implode in a wave of accounting scandals”. By mid-2001, Watkins came across evidence of massive fraud which prompted her to investigate in which she noticed “off-balance-sheet financial structure” (Raptors) and losses worth hundreds of millions of dollars. Watkins initially wrote to Ken Lay questioning accounting methods and Raptor transactions. Watkins advised Lay to come clean to investors, restate its financials, and to admit to its problems as she believed that it was their only chance to survive. She told Lay to hire outside law and accounting firms apart from those working with Enron to investigate her concerns but Enron failed to use independent investigators which led to her claims being dismissed. The accounting irregularities that Watkins had discovered were “the tip of the iceberg” and her warnings came too late to save Enron which eventually led to its bankruptcy a few months after her warnings. The point when Enron’s crisis produces the greatest damage is its bankruptcy on December 2, 2001. The crisis escalated from August 2001 to December 2001 and causes for the crisis was due to the destructive culture brought upon by the unethical conduct of their senior officials within the company.

Toxic Triangle

Enron’s collapse was a result of unethical leadership such as the distortion of information, engagement in unlawful act, and the abuse of power. Followers are equally responsible for Enron’s moral misdemeanour (Johnson, 2003). The concept of the toxic triangle explains why companies end up with scandal. If all three factors (destructive leadership, susceptible followers, and environmental factors) are present, it will lead to a scandal.

Destructive Leadership

Enron’s demise was due to the escalation of moral decline in Enron. Kenneth Lay and Jeff Skilling were seen as remarkable leaders with charismatic leadership style as proven by Enron’s label as a “blue chip” stock investment. However, Enron’s leaders became self-centred, greedy and arrogant after numerous successes. They were not content with their successes and their thirst for power grew which eventually led to Enron’s unsustainable expansion and diversification projects. Lay and Skilling were continuously pushing the boundaries and had high expectations for their employees to add value even if it violated the rules. Lay’s Enron was an outcome of destructive leadership due to its close association of leaders with “acute personalized needs for power” (Padilla et al, 2007).

Unethical leaders like Andrew Fastow and Jeffrey Skilling use their power for personal gain and self-promotion (Conger, 1990; Howell & Avolio, 1992). The destructive leadership practice permitted leaders to manipulate accounts and deceive government regulatory bodies (Pugliano, 2001). Enron’s reward scheme established a “win-at-all” costs focus (Sims & Brinkmann, 2003). Enron’s top management was heavily rewarded with stock options which incentive executives to maintain high stock price at any cost (Lardner, 2002). Lay and Skilling supported disloyal leadership behaviour through “extravagant bonus” and encouraged blatant financial metrics misrepresentation to heighten short-term profits (Einarsen et al., 2007; McLean & Elkind, 2013). Enron’s senior executives held the belief that the company had to be the “best at everything” and are willing to do anything to protect their reputations. Watkins described Fastow as “vindictive” and Skilling as “intimidating”. Fastow requested Watkins to lie to an Enron’s partner regarding an investment.

Susceptible followers

Susceptible followers are recognized as providing opportunities for leaders to commit sinful activities (Art, 2007). Leaders alone are not able to bring destructive repercussions. Lay and Skilling cultivated a competitive, elitist environment by only hiring top aggressive and ambitious graduates who were willing to maximize short-term profits by circumventing the rules (McLean & Elkind, 2013). Watkins felt like Enron’s employees were somewhat like “cult followers”. Enron’s followers were divided into two groups: Colluders and Conformers.

Ambitious colluders are easily recruited when there are opportunities to profit (Kellerman, 2004; McLean & Elkind, 2005). Opportunistic ambitious individuals thrived at Enron due to their “individualistic and aggressive efforts” to achieve profits. Colluders sees an opportunity to promote themselves and attain their personal gains by following destructive leaders. Colluders share similar world-view ideas and bad values as toxic leaders which makes them willing to participate and support the leader’s plan. Enron’s employees are ambitious and seek personal gain through their association with the leader. Employees “Machiavellian tendencies” and hunger for status led to their willingness to engage in fraudulent actions. It became apparent that many Enron employees had aided senior executives in implementing corrupt and unlawful business schemes. Deceitful tendencies were encouraged by management and it was the norm for employees to overlook imprudent dealings and unethical conduct. Unhealthy competition between co-workers existed and they would rather “stab each other in the back than help one another”.

Conformers accepted destructive leaders as a way to save themselves. They are primarily driven by fear due to extreme pressure to produce fast results else they would be terminated if they fail to do so. Enron’s aggressive environment inherently provided employees with an incentive to commit fraud to ensure their survival in the company. Questions about the business dealings of the company or the raising of concerns were punishable and very few dared to raise objections.

Conducive Environment

Culture set by its destructive leadership played a major part in Enron’s downfall. Annual performance review committee, known as the “harshest employee-ranking system” in the US, fires the bottom 15% of employees. Associates are required to grade their peers which generated a great deal of hostility and distrust among employees. The bottom 5% got “publicly shamed” during annual reviews (Sims & Brinkmann, 2003). Arthur Andersen applied lax standards to Enron’s audits due to a “vested interest “over significant consulting fees paid by Enron. Anderson’s attitude evidently led to management taking advantage of the absence of checks and balances. Enron’s top management was provided a conducive environment to commit fraud (Journal, 2002). A few former executives were charged with offences and sentenced to jail post-Enron. The aftermath of the Enron’s scandal led the public to question the sufficiency of U.S. disclosure practices and the integrity of the independent audit process. Increased oversight and regulation have been legislated to help prevent corporate scandals of Enron’s level. The lessons learnt from Enron scandal was that the decisions made by executives can influence a company’s profitability and reputation. There was a need for ethical disciplines within organizations, and substantial reforms in the US accounting and corporate governance.

The scandal resulted in the creation of new regulations and legislation that were designed to increase the accuracy of financial reporting for publicly held companies. U.S. Senator Paul Sarbanes and U.S. Representative Michael Oxley passed the Sarbanes-Oxley Act in 2002 with the intention of protecting investors by imposing harsh consequences for “destroying, altering, or fabricating financial records”. The corporate accountability law requires organisation to put measures in place to prevent fraud and ensures management is held personally responsible to certify truthful financial report else, they would “face up to 20 years in jail”. Sarbanes Oxley process was costly but it resulted in the rise of corporate governance standard (Wippell, 2011). Sarbanes-Oxley stringent rules has led to a decline in accounting frauds. The Financial Accounting Standards Board implemented new compliance measures to significantly raise the levels of its ethical conduct. These new methods are vital to detect and close loopholes that were commonly used by companies to evade accountability.

Enron’s fraud changed the perceptions of and attitude towards whistleblowers. Watkins futile efforts to stop the fraud resulted in the creation of the 2010 Dodd-Frank Reform Act. The aim is to protect whistleblowers and reward them with a share of any penalties recovered due to their information. After a decade, law enforcement decided to incentivise and protect whistleblowers as a way to fight financial fraud. Major changes are implemented regulatory as a direct result of Enron’s downfall. The 3 major effective governance changes are: “1) Strengthening of internal control systems, 2) increased board independence, and 3) Provision of non-audit services by external auditors are restricted.” Enron’s downfall was a result of the internal and external corporate governance system that failed to control Enron’s management. External monitors were “slow to react” to the firm’s warning signs and Enron’s board internal oversight was lacking.

A new disciplinary board is formed to provide greater transparency and to administer “annual quality monitoring process” for large firms. Instance of non-compliance would be referred to the disciplinary board and the new organisation would have increased authority to “monitor compliance with SEC practice standards”. The AICPA will not restrict limits on offering certain non-audit services to audit clients of public companies. Audit standards have been amended to detect fraud, and new measures have been implemented for discouraging fraud such as increased “internal control procedures” for boards, management, and audit committees. It has also declared its support for greater extensive changes in its self-regulatory structure. Additional reforms such as an enhanced financial reporting model would need to be enacted to prevent and avoid another accounting Enron scandal from occurring in the future. Summary

In sum, Enron’s collapse was an accumulation of a breakdown in Enron’s internal controls and board governance, inattentive regulatory agencies, investment banks misrepresentation of Enron’s true financial condition, lack of ethical discipline, and the failure of credit rating agencies to whistle blow (Salter, 2008). The main cause of the collapse was the organization culture. Choo’s (2008) epistemic blind spot framework combined with Bazerman and Tenbrunsel (2011) ethical blind spots theory explained that blind spots were the reason why Enron ignored warning signs. Watkins as a whistleblower was the trigger as Enron went into a crisis shortly after her warning. The crisis stage incorporated Padilla et al (2007) toxic triangle theory to help explain how destructive leadership is made possible through a combination of leaders, followers, and conducive environment. Lastly, the Post-crisis section highlighted regulatory changes and the implementation of new laws such as Sarbanes-Oxley following Enron’s scandal. All in all, Enron’s crisis was preventable had the management be more truthful about the health of the company, the board paid greater attention to management activities, and a change in leadership and corporate culture.

Enron’s Monstrous Failure: Critical Analysis

Enron’s Monstrous Failure: Critical Analysis

Enron was one of the biggest companies in the United States, but it fell apart almost immediately due to one of the most notorious business failures in history. The former CEO of Enron, Jeffrey Skilling, described Enron as pursuing an “asset-light” business strategy according to “Making Sense of the Enron Nonsense.” Within this strategy, Enron’s main focus was to make profits off their employees’ ability to comprehend and anticipate what organizations that produced and used electricity and natural gases may do. In other words, Enron frequently benefitted from successfully leveraging and taking advantage of arbitrage, meaning they bought and sold contracts across the energy markets faster than the rest of the market could and made profits off price differences. According to the article, “there were three reasons” for anyone to believe that Enron’s business model was profitable. First off, Enron was the leader in restructuring the US energy industry. Secondly, Enron had more experience as a multinational firm than its competitors. Lastly, arbitrage opportunities were profitable during this stage of the evolving energy markets. Early on, Enron wasn’t so “asset-light” in their strategy or business model, as can be seen above in exhibit 1, which outlines Enron’s plans regarding pipelines throughout the US. Enron initially strived to provide many end-users with natural gas and electricity through their power plants, pipelines and other energy products. Over time, though, their “asset-light” business model took shape, and Enron began to focus on the trading of commodities, such as energy, in order to make a profit off basically acting as a broker in their markets.

Even before it declared bankruptcy, Enron was known for its “opaque accounting practices,” according to “Making Sense of the Enron Nonsense.” According to this article, the 1990s were a time in which a lot of growth was taking place related to energy trading. Enron frequently exploited profitable trading strategies, such as those arbitrage opportunities mentioned above, and showed solid and consistent revenue growth on financial statements. With the help of Arthur Anderson, they portrayed the image of a healthy and strong company, even though their balance sheets and other financial statements were considered by many to be “indecipherable,” according to the article mentioned earlier in this paragraph. In the end, Skilling and other Enron executives wanted to transform Enron into a money-making machine, and Enron became what most people thought was just that and an industry leader for several years. Enron’s business practices throughout the 1990’s led them to the inevitable declaration of their bankruptcy. What really started this was when Enron was allowed to use mark-to-market accounting. This allowed Enron to record potential future revenues on the day a deal was agreed on. This, combined with a lacking ethical structure from the top down, allowed Enron to falsely inflate their revenues. Many people at Enron including Jeff Skilling were brilliant, but many of them clearly let their desire for money get in the way of Enron’s long-term financial well-being. For example, while stock prices across the market were going up, Enron was losing money and not showing that fact on financial statements. At the same time, many executives at Enron and other organizations were selling their shares. When Portland General Electric (PGE) and Enron merged, this madness rose to another degree. With access to the west coast energy markets through PGE, Enron now had access to California’s deregulated market. Around the same time, Skilling was proposing ideas like trading unused bandwidth or even weather in attempts to make Enron more money. For example, when Enron released news about its project with Blockbuster, aimed at delivering movies on demand, Enron’s stock soared even though the idea never even worked out. Furthermore, Enron was able to use mark-to-market accounting to record millions in profit from the venture despite it losing money. By the end of 2000, internet stocks were falling, yet Enron’s stock remained on the rise and it was still unclear to many skeptical stakeholders as to how Enron made money.

We now know that Andy Fastow, Enron’s CFO, lead various companies that conducted business with Enron. These companies took on Enron’s debt, which made it look like Enron was seeing cash come in. That wasn’t the case at all, as the debt was simply hidden within Fastow’s companies. Many major banks invested in these companies, and accountants and lawyers went along with all of it. An example of this fraudulent activity occurred during California’s national emergency regarding their lack of power due to Enron’s dirty business practices. Enron was exporting power out of California during the power shortage they created by having power plants shut down. When the prices went up from this shortage, they would sell the energy off at the inflated prices. At the same time, traders at Enron were betting on the price of energy to go up, which was clearly mostly under their control at the time. Enron wasn’t the only company doing these things, but the extent to which they committed fraud vastly outweighs other examples. Under Skilling, Enron employees either didn’t care or didn’t know about the extent of their wrongdoing.

On August 4th, 2001, Skilling resigned as CEO of Enron. A day after this happened, Sharon Watkins sent a letter to Ken Lay regarding the information she had uncovered related to assets which were hedged with one of Fastow’s companies. She effectively “blew the whistle” because she knew that the financial statements didn’t make any sense the use of creative accounting had gone much too far. She referenced this strange accounting in a letter to Lay, which he didn’t seem to pay much attention to. Through the downfall of Enron, Arthur Anderson and other parties involved were also punished. It’s only right that Arthur Anderson was demoted from its “Big 5” status because employees of the firm shredded over 2,000 pounds or one ton of paper evidence related to the Enron scandal. As stated in the overview, Enron served in the energy trading industry, capitalizing on the fluctuation of the cost of energy in order to make their revenue. It’s important to realize how well Enron was doing before things went bad. At their peak, Enron’s common shares were trading for $90.75. By the day Enron declared bankruptcy on December 2, 2001, the shares were trading for $0.26. In the end, a combination of poor internal control processes as well as their auditors turning a blind eye to poor accounting practices led Enron to become the center of “one of America’s greatest business debacles,” according to NPR.org. Auditing standards were lacking & Enron actively lobbied to amend acts such as The Public Utilities Holding Company Act, which eventually eased up on various kinds of restrictions on investments Enron was interested in. Similarly, relationships with both the Bush family and Arnold Schwarzenager are suspected to be part of Enron’s business practices.

US GDP growth rate in 2000: 4.2%. 2001: 1.1%.

US unemployment in 2000: 4%. 2001: 4.2%. 2002: 5.7%.

US real interest rate in 2000: 6.8%. 2001: 4.54%. 2002: 3.09%.

US inflation rate in 2000: 3.39%. 2001: 1.55%. 2002: 2.38%.

Enron portrayed the image of being an innovative and financially healthy company. This paired with rising stock prices made the 1990s, retrospectively, a mess in terms of investing. Also, financial statement users were not as knowledgeable before the Enron scandal & lacking oversight in accounting helped lead to Enron’s downfall, which lead to the development of the 2002 Sarbanes-Oxley Act. Under this act, financial statement users are more protected and informed than ever before.

Computerized accounting procedures are much more common than before, which, among other tremendous aspects, makes the true destruction of evidence more difficult.

Enron was an energy company that also generated revenue through energy market arbitrage. Enron’s management did not particularly stress sustainability with the energy is produced, and actually lobbied against renewable energy sources, showing their support for natural gas, oil and coal energy sources.

Enron frequently lobbied for their chosen causes, and the downfall of Enron, as mentioned above, under “sociocultural” aspects, helped bring about The Sarbanes-Oxley Act, which primarily protects financial statement users. According to the New York Times’ article, “Enron’s Many Strands: The Strategies; How Enron Got California to Buy Power it Didn’t Need,” Enron’s tactics that helped bring about its’ demise were “condemned” as “‘seemingly gaming the system’ and ‘very offensive’” by Enron’s former interim chairman, Norman P. Blake Jr. in front of the Senate. According to this same article, Enron was “get[ting] paid for moving energy to relieve congestion without actually moving any energy or relieving any congestion” in the state of California. In other words, Enron was essentially portraying the false image of energy congestion while taking advantage of arbitrage opportunities, resulting in Enron charging more than necessary for services they weren’t truly or completely providing. In the end, regulators were forced to fix this issue in 2001 through the implementation of price restraints throughout the West coast of the US. Before these price restraints, Enron took part in purchasing power in California at “capped prices” and subsequently offloading it at a profit. Furthermore, California laws required Enron, among all other sellers of power, to disclose the unique source(s) of the power that they would sell. This implies that, “in order to short the ancillary services it [was] necessary [for Enron] to submit false information that purport[ed] to identify the source[s] of the ancillary services.” This issue, unfortunately, was not unique to Enron. Luckily, changes like the Sarbanes-Oxley Act have been put into place since this era of financial statement messes.

Advice

After Enron filed for bankruptcy, they never reopened and this business is looked at as the prime example of why sound accounting principles are important and why they needed to be changed following this debacle. As mentioned before, Enron was shifting debt to its subsidiaries in order to keep their stock price rising, which was seemingly beneficial for all of their shareholders. Also, Enron pursued various other “creative accounting” techniques, as well as arbitrage opportunities to deceive financial statement users and turn a profit. If I were an auditor hired by Enron before their downfall, I would’ve advised Enron’s management not to hide debt for a multitude of reasons. First, it is illegal and immoral. In addition, you can only keep up appearances for so long, so this was a short-term solution/scheme at best. Deceiving shareholders into thinking your company is far better off than it is will never end well, so I would’ve advised Enron’s management to portray a more honest, if not conservative, view of the financials. When conservatism works, financial statement users get excited about outperforming target objectives. When conservatism goes too far, financials can get depressed by a high degree of misstatement. On the other end of the spectrum, though, Enron was being way too generous, which only brought down the stock price. In the end, I would’ve advised Enron’s management to portray the financial statements in more of a conservative light. The main issue regarding Enron’s fraudulent activities is the issue regarding Arthur Anderson’s lack of independence. Since The Sarbanes-Oxley Act, accounting has seen a more serious attitude towards ensuring the independence of auditors. Individuals at Arthur Anderson and management at Enron should’ve placed more emphasis on auditor objectivity and independence, and I would’ve advised them to do so. For example, it was not responsible for Enron or Arthur Anderson to undertake both consulting and auditing activities and duties. In the end, the off-the-books entities that Enron claimed to conduct business with went unnoticed by both representatives at Arthur Anderson and the board of directors of Enron. This, coupled with the lack of transparency that resulted, ended up bringing down both Enron and Arthur Anderson. Enron’s failure was undoubtedly warranted due to their poor business practices in combination with their accountant’s poor auditing practices. These poor auditing practices were a direct result of Arthur Anderson not maintaining independence throughout its business relationships as mentioned in the previous paragraph. Arthur Anderson was supplying business consulting advice as well as auditing Enron’s financial statements. That being said, there was incentive for Arthur Anderson representatives to help the business to perform well (at least on paper) and to pass their yearly audits. This failure had somewhat of a silver lining in that the accounting industry was heavily refined to ensure a squander of this magnitude could not be replicated. Now, independence from your accountant is a top priority since their main objective is to provide credibility to the financial statements, ensuring that they are fairly prepared and presented.

A key point from this same article is that “accounting is not an exact science.” This is the major counterpoint to the common argument that Arthur Anderson should’ve been held solely responsible, without question, for the Enron scandal. Most people may not realize that the job of an auditor is not to ensure the exactly correct portrayal of financial statements and reports. On the contrary, a company’s management is responsible for the preparation and fair presentation of financial statements with respect to the applicable reporting framework (such as US GAAP). Around the year 1990, Enron started reporting its energy sales revenue as gross revenue instead of net revenue. This helped boost the appearance of their financial well-being, and this practice trickled down through the industry to other similar companies. The most harmful aspect of this is that the users of financial statements were unaware of this unethical practice, and the share prices of companies like Enron went unchanged relative to this behavior for a long time because of a lack of communication of accurate information. Close to its demise, Enron once employed, according to their 2001 financial statements, 20,600 employees. According to the same statement, Enron also had 58,920 stockholders. By the time Enron had crumbled, some of these stakeholders had lost everything.

The last interesting point “Making Sense of the Enron Nonsense” brought up is, essentially, that the shareholders of Enron could be seen as being at fault for what transpired in relation to Enron’s eventual bankruptcy. As the article states, “Shareholders must exercise their responsibilities as owners of the firm to demand complete disclosure of all relevant information.” This is another way of saying “buyer beware,” which rings true in most circumstances without this being an exception.

Even though Enron executives were able to essentially steal hundreds of millions of dollars, this ended very ugly for most of them, with Skilling initially being sentenced to 24 years in prison, Lay reportedly dying of a heart attack while awaiting sentencing, and Fastow being sentenced to 10 years in prison. Another Enron higher-up, Cliff Baxter, also reportedly committed suicide after the incident. In addition to Enron executives, over $7 billion was paid by a group of banks to shareholders and investors because of the banks’ alleged participation in Enron’s fraud through funding activities. On the other hand, the best outcome of all of this was the Sarbanes-Oxley Act of 2002, as mentioned before. In the end, the whole Enron scandal is just a valuable lesson we can all hope to learn from.

Essay on Enron White Collar Crime

Essay on Enron White Collar Crime

There is no doubt that financial crime causes harm, but it is often thought that the harm done can only really affect those who are not well off financially and this is insignificant, Unfortunately, these are myths and should not be encouraged. Financial crime causes more than just financial harm, it causes physiological harm, causes the victim to lose trust in the financial systems, and in technology and it also causes a domino effect, because, it first affects the individual then, the organization, and in turn, affects the wider society.

In this essay, my intention is to talk about what financial crime is, and what fits into this category, then I will introduce and explain the cases of the Enron scandal and the Madoff scandal, I have chosen to use these cases in order to show the true effects of financial crime on the individual, organizations and the wider society. I will then enlighten us on why financial crime is very serious by highlighting the significant harm that is caused at each of the levels of the individual, organization, and the wider society. Additionally, I will expound on why financial crime should be a priority for law enforcement and regulators before bringing this essay to a conclusion.

The problem with financial crime is that it is often hard to precisely describe what it is, it should be noted that “financial crime is a slippery concept, notably resistant to precise definition due to its blurring of activities and structures. So, over the years, there have been many definitions put forward by government agencies and other commentators” (Rider, 2015, p. 242). The problem with not having a clear definition often means that we are left with different definitions that conflict and create different accounts of its impact, this also means that what comes under the scope of financial crime changes depending on the definition used. It is important to consider, as Picard discusses, that “When we refer to financial crimes, we narrow down the scope of activities to only those that pertain to the financial market or the investment business. They relate to investment businesses, the stock market, insurance or accounting, i.e. any transaction that may have an impact, directly or indirectly, on an individual’s investment strategy” (Picard, 2008, p. 387). But in reality, financial crime is broader than this, and by giving it such a narrow scope we are setting a false limit to its effects. Thus, one would think to use the broader scope in order to really show its effects and consequences, as I initially planned to do in this essay, but unfortunately using the broader scope is impractical and this is due to the fact that it is a blurring of activities and structures, thus what would I do with the different aspects of financial crime that are bordering on other crimes, such as burglary, this would make my essay vague, imprecise and importantly the question would not be answered. Thus explaining why the narrow scope has been adopted.

According to the International Monetary Fund (IMF), “There is no internationally accepted definition of financial crime” and it interprets it as follows: “Financial crime can refer to any non-violent crime that generally results in a financial loss. It also includes a range of illegal activities such as money laundering and tax evasion” (IMF, 2001, p. 5). The Financial Conduct Authority (FCA) defines it as “any kind of criminal conduct relating to money or to financial services or markets, including any offense involving: fraud or dishonesty; or misconduct in, or misuse of information relating to, a financial market; or handling the proceeds of crime; or the financing of terrorism (FCA, 2015).” It is clear that these definitions are different in the sense that the IMF definition is very broad and thus will include more crimes than the FCA definition. But for the purposes of this essay, I will use the FCA definition, as it is precise and clear-cut, to show why financial crime is a serious problem, that causes significant harm to individuals, organizations, and wider society, and should be a priority for law enforcement and regulators.

For us to have a glimpse of the seriousness of financial crimes, I will use the tales of Enron and Madoff as real-life illustrations of the significant harm that can be caused to individuals, organizations, and wider society. However, before going further, I will briefly retell their tales, starting with Enron.

The Enron Corporation was the product of a merger between Houston Natural Gas Corporation and InterNorth in 1985, they were two well-established energy companies. InterNorth was the larger of the two companies and was the purchaser of Houston Natural Gas. Kenneth L. Lay, the head of Houston Natural Gas, emerged to head the combined firm (Markham, 2006). As you can see the start of Enron was legitimate. The company deserved the respect it gained for its early ventures into trading gas and electricity, and for its projects in the innovative financing of energy projects (Fox, 2003, p. 307). Initially, Enron was very successful in its ventures and this caused the company’s share price to rise which in turn brought about many investors, even Some of its own employees invested their livelihood into the company thinking that as the shares continued to rise they too would become very wealthy. Many investors and employees were making millions by investing in Enron until Enron started making risky transactions in order to increase their profits.

These risky business decisions weren’t supported by the deals’ economics and caused Enron to suffer losses rather than profit. The losses began to pile up, pressuring the company to be ‘creative’ about its finances. Enron then started to falsify financial reports and corporate filings (Baker & Faulkner, 2003, p. 1174). They made it seem that on paper they were making huge earnings and profits from their risky ventures whereas, in reality, the company was suffering financially.

When such reports are put out about huge earnings it attracts more investors and this, in turn, drives up the Enron share prices, with the share price so high and investors still investing, Enron was able to recuperate some of their losses and this made them continue to falsify reports in hope of restoring their losses. As Fox outlines, “Enron’s success continued, it bent the rules more and more, somehow staying within the loosely defined parameters of accounting. Eventually, it seemed like a small leap to make from bending the rules to breaking them. There was no single moment when Enron transgressed from rule bender to rule breaker: Rather, the transformation resulted from the gradual accretion of offenses, encouraged by a corporate culture that valued aggression” (Fox, 2003, p. 308). Eventually, Enron had gone too far past the line to turn back what was a little exploitation of loopholes in the books turned into a full modification and cooking of the books. When Enron’s activities became exposed, due to a number of happenings, the price of Enron’s stock, which had increased spectacularly from a low of about $7 to a high of $90 a share in mid-2000, declined to under $1 by year-end 2001. Many employees who had invested in Enron stock saw their assets go from hundreds of thousands and even millions of dollars to almost nothing. On December 2, 2001, Enron filed for bankruptcy under Chapter 11 of the United States Bankruptcy Code. With assets of $63.4 billion, it was the largest US corporate bankruptcy in history at that time (Benston & Hartgraves, 2002, p. 106). Over 5,500 Enron employees were laid off upon the filing of the bankruptcy petition (Markham, 2006). Losing your life savings is bad enough but then imagine also losing your job, unfortunately, this was the reality for most of Enron’s employees. The Enron scandal had worldwide implications and consequences that impacted individuals, organizations, and the wider society, Picard explains it in a brilliant way when he says “Enron is to financial markets what the events of September 11, 2001, were to public safety and terrorism prevention activities” (Picard, 2008).

When Enron’s scandal is compared to that of Madoff’s scandal, it is much easier to explain although Madoff’s scandal went on for just as long, if not longer. Bernie Madoff was a trusted investment banker who accomplished the largest Ponzi scheme in history. In order to understand the Madoff scandal, you need to understand what a Ponzi scheme is.

Lewis describes this in the simplest way possible “A Ponzi scheme is a type of investment fraud in which returns are paid to investors either from their own money or out of money paid in by subsequent investors, rather than from profits generated by investment or any genuine business activity” (Lewis, 2012, p. 294). Such schemes have been around since 1920, when Charles Ponzi, whom the scam is named after, persuaded investors to invest into a strategy, which he called “a sure thing” and that generated returns of up to fifty percent. Instead, current investors were paid with the money from new investors—the trademark of a Ponzi scheme. Madoff also went down this route and claimed to generate huge, steady returns through an investing strategy called ‘split-strike conversion,’ which is an actual trading strategy, yet he basically deposited new funds into a single bank account that he used to pay existing clients who wanted to cash out, nonetheless he was unable to maintain this fraud when the market abruptly curved lower in the financial crisis of 2008, he soon admitted to his sons and the next day they informed the authorities (Floyd, 2018). He had defrauded thousands of investors out of approximately $65 billion over the course of at least 17 years, it is unknown exactly how long he ran the scheme.

Dearden detailed that “Despite the gravity behind the dreaded $65 billion, the cost of Bernie Madoff’s crimes could be much greater than anticipated. The financial figure is only based on accounting estimates of money trusted to his firm and returns promised by his company. The emotional and interpersonal damages extend far beyond $65 billion” (Dearden, 2016, p. 87). This then shows how serious financial crime is, not only was there a $65 billion dollars price to pay but beyond all that, there was emotional and psychological damage as well.

It is only getting worse as technology improves because, it means that these financial crimes can be well hidden behind complex and intricate strategies, which the normal person would not dare to question An example of this is the Enron scandal, it was an assortment of multiple white collar crimes, including securities fraud, wire fraud, making of false statements to auditors, insider trading, bank fraud and making of false statements to banks, the number of crimes being committed under one roof was outstanding, yet it was allowed to go on for many years because no one questioned them and they believed in the strategy even though they did not know what the strategy consists of.

In modern times it would have been easier for Enron to hide such activities as there are now software applications to help hide such, even from experienced accountants. I believe that technology will increase the frequency of financial crimes exponentially thus making them a serious threat that needs to be dealt with. Edelhertz proposes that the effect of financial crimes may be ‘far more significant than mere dollar losses matter how great, because it goes to the very heart of the issue of integrity of our society and to that confidence in our private and public institutions that are essential to their usefulness and effectiveness in serving the public’ (Edelhertz, 1983). With this in mind imagine if the frequency of these crimes increases, the outcome of such would be a worldwide economic disaster. The seriousness of these crimes should not be underestimated.

“Victims of white-collar crime understand that the harm extends beyond the immediate financial loss. Emotional harm adds dimensions of damage to hollow numeric assessments. One emotional aspect is the breakdown of trust” (Dearden, 2016, p. 87). Dearden assessment is a good place to start when assessing the significant harm that financial crime causes individuals. First of all, financial loss. Many of those who were affected by the Enron scandal were their own employees, These were not wealthy people or investment organizations that “could afford” to lose a couple of thousands but these were the working-class people who had worked hard for their money. Not only did these employees lose their retirement plans but also their jobs. The financial situation of these employees went from a disaster to Armageddon, the myth that financial crime victims only suffer financially is wrong, they also suffer emotionally as Dearden stated. This is significant harm that is often ignored. Shove conducted a study and it was found that “despite the passage of years, the loss of funds continues to take a heavy toll in worry, depression, and despondency among those who survived a white-collar crime” (Shover, et al., 1994, p. 86).

It is clear that even years after the crime the victims still suffer emotionally. The reason behind this emotional reaction is that the victims blame themselves for falling for the crime, they believe there is no one else to blame but themselves for allowing themselves to be taken advantage of. They become angry and resentful, which causes depression and dejection and in some serious cases suicide, An example of this is in the Madoff scandal where after the scam, numerous people committed suicide including Madoff’s own son Andrew, the founder of Access International Advisor René-Thierry Magon de la Villehuchet, who lost $3 billion of his and his client’s money and William Foxton who was a decorated combat veteran of the British army and had invested his life savings, over $1 million.

They then become angry and resentful at the financial services that were supposed to protect their investment, which often results in a lack of trust in the future for such organizations, and without trust, these organizations cannot exist.

These are often the harm suffered by the individuals directly affected by financial crime but unfortunately, there is another category of victims, and these are those that indirectly suffer the harm, They could be those who used to be hired by the direct victims but were laid off because of the financial situation, business partners that are now affected due to the financial situations and may have to carry the burden, family members that have to deal with the emotional break out of the victim or the suicide that might occur causing them to have their own emotional experience. Individuals don’t have to be directly involved in financial crime to become victims, this shows the significance and harm that financial crime causes to individuals.

The lack of trust that begins to emanate from the individuals who have been victims of financial crime causes significant harm to organizations. Dearden enlightens on why this is so “On an organizational level, trust is essential for organizations that we place our money in. In fact, the need for trust has grown because of globalization. Trust is necessary to function within our economic society, as interactions between individuals and organizations have increased through globalization” (Dearden, 2016, p. 88). Thus, there is a domino effect taking place anytime a financial crime is committed. When there is a lack of trust there is no reason for an individual to spend or invest their money, and without any investments, these companies will cease to exist because not only is it not profitable but also because there is no reason for them to exist as there is no demand for their services.

Understandably if it was only one affected individual who stopped demanding their services then there would be no need to panic, but that’s the thing about financial crime is that there is never just one affected individual, there could be millions. The Madoff scandal is a perfect example of what happens when millions lose trust in such financial organizations After the scandal was exposed the rate of investment in risky financial services located in New York took a heavy hit and almost all trade grounds to a halt, as assets were moved to low risks options. Umit confirms this by disclosing his evidence “Using events surrounding the Madoff scandal, we have presented evidence of the importance of trust in the investment advisory industry. We show that a shock to trust led investors to move money from risky to low-risk assets” (Umit, et al., 2018). Small investment businesses, along with wealth advisors, were forced to shut down as a consequence of the scandal. In the Enron scandal the biggest accounting firm at the time, Arthur Andersen, was forced to shut its doors, not because they suffered financial loss but because no one trusted the firm, and without trust, there was no business.

It is not only organizations in the financial sector that are affected, but the blowout caused by financial crimes also affects organizations that are not in the financial sector, and this is due to the fact that the financial sector is the backbone of an economy. If the financial sector is falling then automatically other sectors also fall. For example, entrepreneurs would not get the investment they need to start up businesses, and existing businesses would not be able to get a loan that they need because there is a shortage of money in the economy. Without People trusting in the financial sector, they will not part with their money and the effect of that is a shortage of money within the economy. Shove notes that “In the absence of trust, people would not delegate discretionary use of their funds to other entrepreneurs and capitalism would break down as funds were stuffed into mattresses, savings accounts, and solo business enterprises rather than invested in the business ventures of corporations” (Shover, et al., 1994). Evidently, this affects all organizations within the economy, this shows how financial crime causes significant harm to organizations directly and indirectly.

When organizations and the economy within a society begin to fail then there should be a concern for the wider society. With the economy in a downward spiral, cuts will have to be made in order to prevent the complete collapse of the economy, both by organizations and the government itself. Organizations will have to let workers go thus driving up the unemployment rate which has the effect of driving up homelessness and crime rates within society. The government will have to make cuts in sectors such as education, welfare, and healthcare, They may also increase taxes in order to increase public expenditure and thus inject more funds into the economy or they may opt to print out more money to inject into the economy which will then decrease the value of their currency and cause inflation problems.

Whichever way you look at it the government will have to make ugly decisions in order to try and bring the consequences to a halt. People will see this as the Government making bad decisions and costing them to part with their funds causing there to be a loss of confidence in the Government.