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Andersen revives Andersen Consulting | Accounting Today

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Andersen Consulting has returned as a consulting practice affiliated with Andersen Global, resurrected by the Andersen firm in the U.S. that similarly rebuilt the international network decades after the demise of the former Arthur Andersen firm.

The former Big Five firm Arthur Andersen collapsed in 2002 in the wake of the Enron and WorldCom scandals, but the Andersen brand was revived in 2014 by a group of former Andersen partners who changed the name of their firm from WTAS (short for Wealth and Tax Advisory Services USA Inc.) to Andersen Tax. WTAS was founded in 2002 by CEO Mark Vorsatz and 22 former Arthur Andersen partners. Vorsatz renamed the firm Andersen Tax in 2014 after acquiring the trademarks and copyrights from Arthur Andersen LLP and Andersen Worldwide and has since grown the network worldwide. Many of the firm’s expansion deals have been in other countries as it built the Andersen Global network, but it has also been expanding in the U.S. under the shortened name Andersen. The firm has been offering legal services abroad and opened a global valuation practice in 2023. It also has expanded into management consulting and global mobility services. Andersen Global now has over 19,000 professionals worldwide and a presence in over 500 locations through its member firms and collaborating firms. In the U.S., Andersen has more than 2,000 people in 24 cities across the country.

Its latest move, announced Wednesday, is to revive the Andersen Consulting practice. Andersen Consulting split from Arthur Andersen in 2000 after a long simmering conflict between two competing units of Andersen Worldwide Société Coopérative. An arbitrator in the case ruled that Andersen Consulting could operate independently from Arthur Andersen, but it was required to pay Arthur Andersen $1.2 billion and could no longer use the Andersen name. Andersen Consulting thus rebranded as Accenture on Jan. 1, 2001. Accenture continues to operate separately from the revived Andersen network. The new Andersen Consulting has no relationship or agreement with Accenture.

“Our clients are looking for innovative strategies to stay ahead in an evolving marketplace,” said Vorsatz, who is now global chairman and CEO of Andersen, in a statement. “Andersen Consulting was built to help businesses navigate this transformation. In just six months, we’ve established a consulting practice in 66 countries with 3,000 professionals, aiming for $1 billion in revenue within three years.”

Andersen Consulting will be offering services such as human capital management, cybersecurity, business transformation, strategy, technology, artificial intelligence and sustainability. Andersen will continue to steer clear of providing audit services to avoid possible conflicts. Existing consulting clients include Abbott, BMW, Cisco, Heineken, IKEA, ING, LEGO, Mercedes-Benz, Michelin, Microsoft, Pizza Hut/Sapphire, T-Mobile and Toyota.

“CEOs and boards consistently tell us that the traditional consulting model falls short,” Vorsatz added. “They want a single firm capable of delivering a comprehensive range of consulting services. Andersen Consulting delivers a fresh, entrepreneurial approach that blends deep industry expertise, AI-driven technology, and independent advisory services.”

To lead the consulting practice, Vorsatz has recruited George Shaheen, the former CEO of Andersen Consulting prior to its spin-off from Arthur Andersen. He will be joined by senior leaders from other top consulting firms. “By leveraging AI, technology and deep global expertise, Andersen Consulting is uniquely positioned to compete with the Big Four, offering unparalleled value to public and private companies worldwide,” Shaheen said in a statement. “With the largest physical footprint in professional services—a presence in 179 countries—Andersen provides an unmatched global platform. This reach enables seamless cross-border solutions, integrating technology and advisory services across industries and geographies.”

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Accounting

FASB Standardizes Carbon Offsets Accounting Rules

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FASB Standardizes Carbon Offsets Accounting Rules

In a decisive move toward standardized environmental financial reporting, accounting standards boards issued updated implementation guidance during the week ending July 25, 2026, regarding the formal recognition and valuation of corporate carbon offsets and environmental credits. The revised frameworks establish precise rules for how enterprises must measure, record, and disclose carbon credits on balance sheets, eliminating years of inconsistent reporting practices across public capital markets.

Under the finalized accounting standard, purchased carbon offsets can no longer be categorized under vague administrative expenses or unstandardized intangible asset accounts. Instead, organizations must classify environmental credits based on underlying operational intent—distinguishing between credits held for immediate compliance compliance obligations, long-term offset obligations, or active market trading. Furthermore, companies are required to evaluate carbon holdings for fair value impairment at the end of each reporting period, ensuring that depreciated or low-quality environmental credits do not distort corporate asset values.

The standardized rules carry significant implications for corporate audit committees and chief accounting officers. External audit firms are implementing rigorous verification protocols to validate the physical legitimacy, legal ownership, and scientific permanence of carbon credits claimed on balance sheets. Inaccurate or overstated carbon accounting claims now carry substantial financial litigation risk, alongside potential regulatory enforcement for misleading ESG disclosures.

To remain fully compliant, corporate accounting departments must establish centralized carbon tracking systems integrated into primary standard ERP ledgers. Accounting teams that proactively adopt standardized environmental reporting protocols will build investor credibility, streamline annual audit processes, and insulate their organizations against evolving regulatory scrutiny.

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Accounting

Automated Tax Compliance Tools Reduce Risk

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Automated Tax Compliance Tools Reduce Risk

Corporate tax departments reached a critical juncture in automated operational management. With nations worldwide rapidly enacting digital service taxes, localized value-added tax (VAT) mandates, and real-time electronic invoicing requirements, manual tax calculations have become obsolete. Modern corporate tax divisions are aggressively deploying AI-driven tax engine software to automate complex cross-border indirect tax calculations in real time.

The imperative for automated tax compliance stems from the sheer complexity of current trade policies and multi-jurisdictional commerce. E-commerce platforms, software vendors, and global manufacturers face constantly changing regional tax rates, statutory exemption rules, and cross-border tariff structures. Automated tax engines embed directly into enterprise enterprise resource planning (ERP) architectures, automatically applying correct tax codes at the point of sale, calculating real-time withholding amounts, and generating compliant e-invoices.

Automated audit trail generation represents another key advantage of modern tax tech integration. Advanced compliance platforms log every transactional tax determination on immutable digital ledgers, providing tax authorities with transparent, self-verifying audit trails. This capability drastically reduces the operational duration and administrative cost of corporate tax audits, protecting enterprises against severe penalties resulting from calculation errors or missed reporting deadlines.

For chief financial officers and tax directors, investing in automated tax compliance is a vital operational risk mitigation strategy. Automating routine tax calculations frees high-level accounting professionals to focus on strategic tax planning, transfer pricing optimization, and risk management in an increasingly complex global economic environment.

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Accounting

Continuous Auditing Transforms Corporate ERPs

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continuous auditing transforms corporate erps

As corporate accounting departments cross the threshold into late July 2026, the adoption of continuous, automated auditing systems has reached a definitive turning point. Driven by advances in artificial intelligence and deep integration with modern Enterprise Resource Planning (ERP) platforms, leading finance organizations are moving away from traditional, periodic post-hoc audits in favor of real-time, 100% transactional verification. This technological transition is redefining internal control environments, reducing compliance costs, and eliminating the structural delays inherent in legacy quarterly closing processes.

Unlike traditional auditing frameworks that rely on statistical sampling—a process that inevitably leaves operational blind spots—continuous auditing software monitors operational data feeds continuously. Every purchase order, electronic invoice, payroll disbursement, and cross-border wire transfer is automatically cross-referenced against established corporate governance parameters, regulatory tax schedules, and anti-fraud algorithms in real time. Anomalies or unauthorized ledger entries are flagged instantly, allowing internal audit teams to investigate and remediate compliance gaps immediately rather than months after the close of a financial period.

The implications for executive financial management are far-reaching. By embedding continuous verification directly into daily transaction workflows, chief financial officers gain uninterrupted visibility into the organization’s true financial standing. Real-time balance sheet auditing eliminates the severe operational bottlenecks associated with month-end and quarter-end financial reconciliations, freeing accounting professionals to focus on strategic financial modeling, tax planning, and capital allocation rather than manual data entry and spreadsheet consolidation.

However, implementing continuous auditing requires accounting leadership to invest heavily in data governance and technical upskilling. Internal audit teams must evolve from manual ledger reviewers into system architects capable of auditing complex algorithms and validating automated data pipelines. Accounting firms and corporate controllers that master continuous auditing will establish a resilient compliance framework capable of meeting stringent international regulatory standards with total transparency.

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