United States v. Arthur Andersen LLP

Procedural entryThis page is a short order in United States v. Arthur Andersen LLP. Read the opinion of the Court — 374 F.3d 281
Court of Appeals for the Fifth Circuit·Decided June 25, 2004·No. 02-21200·Published

Opinion

United States Court of Appeals Fifth Circuit F I L E D REVISED June 24, 2004 June 16, 2004 IN THE UNITED STATES COURT OF APPEALS Charles R. Fulbruge III FOR THE FIFTH CIRCUIT Clerk

No. 02-21200

UNITED STATES OF AMERICA,

Plaintiff-Appellee,

versus

ARTHUR ANDERSEN, LLP,

Defendant-Appellant.

Appeal from the United States District Court for the Southern District of Texas

Before REAVLEY, HIGGINBOTHAM, and BENAVIDES, Circuit Judges.

PATRICK E. HIGGINBOTHAM, Circuit Judge:

Today we decide one of the many cases arising from the rubble

of Enron Corporation, which fell from its lofty corporate perch in

2001 wreaking financial ruin upon thousands of investors, creditors,

and employees. Like a falling giant redwood, it took down with it

many members of its supporting cast. Our present focus is upon one

of those, Arthur Andersen, LLP, then one of the largest accounting

and consulting firms in the world.

Arthur Andersen appeals from a judgment of conviction entered in the Southern District of Texas upon a jury verdict finding it

guilty of obstructing an official proceeding of the Securities and

Exchange Commission, in violation of 18 U.S.C. § 1512(b)(2). The

indictment leading to the conviction was returned on March 7, 2002,

charging Andersen in a single count of corruptly persuading one or

more Andersen personnel to withhold, alter, destroy, or conceal

documents with the intent to impair their availability in an

official proceeding. That proceeding, which the government said

Andersen knew was imminent and inevitable, was an investigation by

the SEC into the relationship between Enron and Andersen, from whom

Enron obtained accounting, auditing, and consulting services.

Trial commenced on May 6, 2002, and the verdict was returned

on June 15, 2002. Writ large, the government says that Andersen,

in an effort to protect itself and its largest single account,

ordered a mass destruction of documents to keep them from the hands

of the SEC.

Andersen asks this court to reverse its conviction, urging

errors in four evidentiary rulings, misconduct by the prosecutor in

his rebuttal jury summation, and two legal contentions regarding the

required proof under § 1512(b)(2). The evidentiary rulings include

admitting extensive evidence regarding two unrelated SEC enforcement

actions against Andersen, excluding evidence of the volume of

documents Andersen did not destroy, and excluding impeachment

evidence. Regarding the proof required by § 1512(b)(2), Andersen

urges that given its element of “corruption,” the government had to

2 prove more than that it acted with an intent to impede the SEC.

Finally, Andersen asserts that the government had to prove that

Andersen intended to interfere with a “particular” proceeding.

We are not persuaded that this conviction is flawed by

reversible error and we affirm the judgment of conviction.

I

During the 1990's, Enron transformed itself from a natural gas

pipeline operator into a trading and investment conglomerate with

a large volume of trading in the energy business. Andersen both

audited Enron’s publicly filed financial statements and provided

internal audit and consulting services. By the late 1990's,

Andersen’s “engagement team” for its Enron account included more

than 100 people, a significant number of which worked exclusively

in Enron quarters in Houston, Texas. From 1997 through 2001 the

engagement team’s leader was David Duncan. He was in turn subject

to certain managing partners and accounting experts in Andersen’s

Chicago office. Enron was a valued client producing 58 million

dollars in revenue in 2000 for Andersen with projections of 100

million for the next year. Enron’s Chief Accounting Officer and

Treasurer throughout this period came to the employ of Enron from

the accounting staffs of Andersen, as did dozens of others. This

was a close relationship. Indeed, the jury heard evidence that

Andersen removed at Enron’s request at least one accountant from his

assignment with Enron after Enron disagreed with his accounting

advice.

3 With Enron’s move to energy trading and rapid growth came

aggressive accounting, pushing Generally Accepted Accounting

Principles to its advantage. Part of this picture included Enron’s

use of “special purpose entities,” SPEs. These were “surrogate”

companies whose purpose was to engage in business activity with no

obligation to account for the activity on Enron’s balance sheet.

Four of these SPEs - called Raptors - play a large role in this

story. They were created in 1999 and 2001, with the assistance of

Andersen, largely capitalized with Enron stock. The Raptors engaged

in transactions with “LJM,” an entity run by Andrew Fastow, Enron’s

Chief Financial Officer. By late 2000 and early 2001, the traded

price of Enron’s stock was dropping and some of the Raptor’s

investments were also turning downward. Some of the SPEs were

profitable and some were experiencing sharp losses. But aggregated

they reflected a positive return to Enron. GAAP would not permit

such an aggregation of the four entities and Andersen’s Chicago

office told David Duncan that it would not - that it was a “black

and white” violation. That advice was ignored and the losses were

buried under the profits of the group in the public reporting for

the first quarter 2001. The slide of Enron stock continued,

dropping some 50% from January to August 2001.

The summer of 2001 brought problems to Andersen on other

fronts, and these “unrelated” events later become important to the

issues before us. In June 2001 Andersen settled a dispute with the

SEC regarding Andersen’s accounting and auditing work for Waste

4 Management Corporation. Andersen was required to pay some $7

million, the largest monetary settlement ever exacted by the SEC,

and Andersen suffered censure under SEC Rule 102(e). Then in July

2001, the SEC sued five officers of Sunbeam Corporation and the lead

Andersen partner on its audit.

Meanwhile, events at Enron began to accelerate. On August 14,

2001, Jeffrey Skilling, Enron’s CEO, resigned, pushing Enron stock

further downward. Within days, Sherron Watkins, a senior accountant

at Enron, formerly at Andersen, warned Enron’s Chairman, Kenneth

Lay, that Enron “could implode in a wave of accounting scandals.”

She also warned David Duncan and Michael Odom, an Andersen partner

in Houston who had oversight responsibility for Duncan. Chairman

Lay promptly asked Enron’s principal outside legal counsel to

examine the accused transactions. And by early September, senior

Andersen officials and members of its legal department formed a

“crisis-response” group, including, among others, its top risk

manager and Nancy Temple, an in-house lawyer in Chicago assigned to

Enron matters on September 28, 2001.

Possible proceedings became a reality on November 8, 2001, when

Andersen received an SEC subpoena. The time line between September

28 and November 8, from a possibility of a proceeding to fact, is

important and we turn briefly to that narrative.1

1 The indictment alleged that the acts of obstruction took place between October 16 and November 9, 2001.

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