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Enron Corp. - University of California | Office of The President

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905. Andersen's reports were false and misleading due to its failure to conduct its audits<br />

in compliance with GAAS and because <strong>Enron</strong>'s financial statements were not prepared in conformity<br />

with GAAP, as alleged in detail in 418-611, so that issuing the reports was in violation <strong>of</strong> GAAS<br />

and SEC rules. Andersen knew its reports would be relied upon by present and potential investors<br />

in <strong>Enron</strong> securities. Throughout the same period Andersen performed reviews <strong>of</strong> <strong>Enron</strong>'s quarterly<br />

financial statements, reviewed and approved <strong>Enron</strong>'s quarterly reports filed on Forms 10-Q and<br />

reviewed, discussed and approved <strong>Enron</strong>'s press releases.<br />

B. Andersen Was Not Independent<br />

906. <strong>Enron</strong> was Andersen's crown jewel client. <strong>Enron</strong> was the firm's second largest single<br />

client and its relationship with <strong>Enron</strong> was extremely lucrative and was expected to become even<br />

more so in the near future. In 00 alone, Andersen received $52 million in fees for services it<br />

provided to <strong>Enron</strong>, <strong>of</strong> which $25 million related to the audit fees and another $27 million related to<br />

its highly-pr<strong>of</strong>itable consulting work. This was an incredible level <strong>of</strong> fees, even for one <strong>of</strong> the largest<br />

accounting firms in the world. <strong>The</strong>se fees were particularly important to Andersen's partners as their<br />

incomes were dependent on the continued business from <strong>Enron</strong>. Andersen's Houston <strong>of</strong>fice alone<br />

had at least eight partners working on <strong>Enron</strong> engagements, five <strong>of</strong> which were assigned to <strong>Enron</strong> full<br />

time, as well as at least 100 additional pr<strong>of</strong>essionals. Numerous Houston Andersen auditors worked<br />

solely on <strong>Enron</strong> engagements. Andersen's Gulf Coast Market partners had a particular incentive and<br />

were under enormous pressure to not only retain <strong>Enron</strong>, but to increase the billings to the client<br />

which already accounted for a large portion <strong>of</strong> the Houston <strong>of</strong>fice total revenue. Andersen partners<br />

assigned to the <strong>Enron</strong> account held regular "Client Service Team" meetings during the Class Period<br />

to discuss ways to sell more services and bill more fees to <strong>Enron</strong>.<br />

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