Established in 1988, WorldCom was formed so that the strongest, most capable public dealingss houses could function national and international clients, while retaining flexibleness and client- service focal point built-in in independent bureaus. Through WorldCom, clients have on demand entree to in-depth communicating expertness from professionals who understand the linguistic communication, civilization and imposts in the geographic countries of operation. WorldCom has 105 offices in 90 metropoliss and 40 states on five continents, more than 2000 employees and recorded gross of US $ 243.5 million in 2008.

In the 90 ‘s WorldCom was involved in acquisitions and purchased over 60 houses. The complete fiscal integrating of the acquired company must be accomplished, including an accounting of assets, debts, and a host of other financially of import factors. WorldCom moved into Internet Traffic, commanding 50 % of US Internet Traffic and 50 % of the e-mails worldwide. It purchased MCI in 1997 for US $ 37 billion. During 1998-2002, WorldCom became the largest long distance operator in the US and by 2002 it had over 20 million clients.

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Bernie Ebbers, Chief Executive Officer ( CEO ) , borrowed $ 366 million to cover losingss on stock which was non repaid. He had secured loans from WorldCom to fund personal investings which included a $ 100 million spread in Canada, $ 658 million in Mississippi Timberlands, and a $ 14 million Georgia Shipyard. Bernie Ebbers netted around $ 140 million from stock gross revenues. Scott Sullivan served as the Chief Finance Officer ( CFO ) and had directed the staff to do false entries. Personally he had made misdirecting public statements sing fundss of WorldCom to its clients sacking about $ 45 million from stock gross revenues. From 1998-2000, WorldCom reduced modesty histories which were held to cover liabilities of the acquired companies by adding $ 2.8 billion to the gross line from these militias. Scott Sullivan, CFO had instructed the employees to enter operating costs or “ line costs ” , such as fees paid to third party telecom suppliers for the right to entree the 3rd parties web, to its Capital Assets Account which were to the melody of $ 3.85 billion.

The computing machine disbursals were recorded as assets to the extent of $ 500 million in the diary, but paperss back uping the disbursals were non found. These costs were non recorded in the income statement as supposed to ; hence disregarding them, increased WorldCom ‘s net income as it was non reduced by the cost. The costs were added to the balance sheet, which is a wholly different recording, as in the balance sheet they are recorded as assets and non as costs. Hence the balance sheet had shown an hyperbolic addition in computing machine assets and renting assets which were really disbursals. The liabilities were untasted which increased the maintained earnings/shareholders equity to a big extent and from the position of the investor, portrayed a “ Happy Investor ” image. In 2001, the net income was $ 1.28 billion which in bend inflated the company ‘s value in its assets.

THE Discovery:

There was an air of uncomfortableness looming in and around WorldCom. Suspicions arose as to whether the financials are being maintained in the right mode. Obscure tips were sent to the internal audit squad. By the terminal of the first one-fourth of 2002, a study prepared by WorldCom ‘s internal hearer and KPMG found that $ 2.86 billion of the EBITDA related charges occurred in 2000.In 2002, John Stupka, Senior VP complained to the internal audit about the $ 400 million he was asked to put aside by Scott Sullivan to hike WorldCom ‘s income. On March 7, 2002 the Securities Exchange Commission ( SEC ) questioned WorldCom as to how they could do so much money when AT & A ; T was in a hole. The Internal Audit started to look out for more information, and found that:

$ 2 Billion announced for capital outgo were non authorized

The undocumented $ 500 million in computing machine disbursals, were recorded as assets

Searching WorldCom ‘s computing machines, Mr. Morse, an comptroller found questionable entries to the extent of $ 2 billion

On June 14 2002, WorldCom ‘s Audit commission was contacted by the Internal Audit Team, and internal hearer Cindy Cooper had come to cognize that there were no paperss back uping legion capital outgos. The fiscal accountant, Mr. David Meyer, admitted that the accounting intervention was incorrect and the regulations of GAAP had non been followed. Following which a series of events occurred:

June 20, 2002- The internal audit explains abnormalities to the Audit Committee

June 25,2002- WorldCom admits it inflated net incomes by $ 3.8 billion over the past five old ages

June 26, 2002- A civil suit was filed against WorldCom and the trading of its stocks came to a arrest, and subsequently delisted from NASDAQ

On July 21, 2002, WorldCom, files for bankruptcy.


Evidence collected during the find indicated that Arthur Anderson, who were WorldCom ‘s external hearers before and after the cozenage failed to verify WorldCom ‘s intervention of acquisition militias or line costs. Rather, it relied on the guidelines of the direction. If Andersen had sought back uping certification for assorted accommodations and entries, or reviewed WorldCom ‘s legers, it would hold discovered that WorldCom had no certification to back up many of the important accommodations or the consequences reported in its fiscal statements and that Andersen would hold uncovered the fraud if it had conducted the needed reappraisal before publishing its audit. WorldCom ‘s main executive, John Sidgmore, blamed the company ‘s former main fiscal officer, Scott Sullivan, and the former accountant, David Myers. The two were fired for claiming $ 3.8bn in regular disbursals as capital investing in 2001.


17,000 occupation cuts to salvage $ 1 billion.

WorldCom to compose off $ 50 billion in intangible assets

WorldCom Inc. agreed to pay investors $ 500 million to settle civil fraud charges

Trying to procure loans

John Sigdmore, the new CEO replaces Ebbers

Renamed MCI in 2004

On March 2, 2004, Sullivan and Myers pleaded guilty for charges against fraud, and face 65 old ages in prison

January 2005- 10 former managers agreed to pay $ 54 manganese to settle a stockholders suit.


It is clear from the WorldCom debacle that the audit commission must command the operations of the internal audit section. WorldCom ‘s audit commission allowed direction to command the internal audit section and created an inducement construction that required the internal group to stress operational audits taking to an internal audit group that had neither the staffing nor support to supply equal information to the audit commission on fiscal coverage issues. To decently keep the watchdog map of the internal hearer, he or she should non have important inducements based on profitableness.


Krantz Matt, Capitalizing on oldest fast one in the book, [ Internet ] , USA Today, Accessed on 23/11/2009, hypertext transfer protocol: //

Tran Mark, WorldCom Accounting Scandal, [ Internet ] , Article history,, Accessed on 23/11/2009http: //

Ulick Jake, CNN/Money Staff Writer, WorldCom ‘s fiscal bomb, New York, Accessed on 22/11/2009, hypertext transfer protocol: //

Radigan Joseph, WorldCom: Missed it by that much, [ Internet ] , US, Accessed on 22/11/2009, hypertext transfer protocol: // f=search

Beltran Luisa, CNN/ Money Staff Writer, WorldCom Files largest bankruptcy, CNN Money, Accessed on 23/11/2009, hypertext transfer protocol: //

Calcaterra. M. Regina, Member of BR & A ; B WorldCom test squad, Notes from the WorldCom test, [ Internet ] , Accessed on 24/11/2009, hypertext transfer protocol: //


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