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To all: The current model is discounting the financial contracts improperly. The financial contracts based on a contract month is being discounted an extra 50 days on average. We are currently working on a process to correct the model by next month. Please call me or Chris Abel if you have questions. Thanks	ERMS Discount Memo as of May 25, 2001	To all: The current model is discounting the financial contracts improperly. The financial contracts based on a contract month is being discounted an extra <NUMBER> days on average. We are currently working on a process to correct the model by next month. Please call me or Chris Abel if you have questions. Thanks	based abel questions improperly thanks contract model discounting financial month chris days average currently extra number
The attached list of Action Items will be reviewed for progress within the next couple of weeks. Please keep in mind, this memo should be kept confidential. Thank you,	Action Items for Offsite	The attached list of Action Items will be reviewed for progress within the next couple of weeks. Please keep in mind, this memo should be kept confidential. Thank you,	mind progress couple action items reviewed weeks thank attached list memo kept confidential
Below is a quick follow up to some of the things I mentioned I'd check out at our last meeting. Please let me know how I can be of assistance with your efforts. Contributions The contributions from last year that I mentioned at the meeting turned out to be inclusive of Enron Corp., individual and matching funds. Weather I had a chance to talk with our folks from the Weather Group. The information regarding Oklahoma that I told you I'd look into actually ended up being a center for Weather Research that was being sponsored by Williams not our weather group. Scholarship There are a couple of different scholarship and fundraising initiatives underway that are being driven by Enron employees and alumni of the individual universities employed here. They take advantage of matching funds and are administered by employees here with some assistance by Community Relations and University Affairs. If you are interested in organizing an effort like this for Oklahoma, let me know and I can work with you on the details.	Oklahoma follow up	Below is a quick follow up to some of the things I mentioned I'd check out at our last meeting. Please let me know how I can be of assistance with your efforts. Contributions The contributions from last year that I mentioned at the meeting turned out to be inclusive of <COMPANY> Corp., individual and matching funds. Weather I had a chance to talk with our folks from the Weather Group. The information regarding Oklahoma that I told you I'd look into actually ended up being a center for Weather Research that was being sponsored by Williams not our weather group. Scholarship There are a couple of different scholarship and fundraising initiatives underway that are being driven by <COMPANY> employees and alumni of the individual universities employed here. They take advantage of matching funds and are administered by employees here with some assistance by Community Relations and University Affairs. If you are interested in organizing an effort like this for Oklahoma, let me know and I can work with you on the details.	things information regarding oklahoma couple different initiatives underway driven weather group scholarship employed advantage center mentioned meeting turned let know assistance
Hi Sally - I hear that the luncheon today was fun. I'm sorry to have missed it! Girls Inc. would love to have an Enron exec on their board and I wanted to see if that is something you are interested in doing. If so, I can get you detailed information about the board commitment, etc. Let me know what you think. I'm working from home tomorrow (Wed.), but I am checking both voice mail and e-mail. Feel free to call me here, also - 713-524-2555. Thanks again for attending the lunch today. Missy	Girls Inc.	Hi Sally - I hear that the luncheon today was fun. I'm sorry to have missed it! Girls Inc. would love to have an <COMPANY> exec on their board and I wanted to see if that is something you are interested in doing. If so, I can get you detailed information about the board commitment, etc. Let me know what you think. I'm working from home tomorrow (Wed.), but I am checking both voice mail and e-mail. Feel free to call me here, also - <PHONE>. Thanks again for attending the lunch today. Missy	information wanted interested doing commitment sally attending lunch today girls love free company exec board wed checking
Sally, Just wanted to confirm tomorrow evening dinner. Are we still on? Wanted to know your preference...where to meet. I will be at the Hyatt Regency accross the street from Enron. Looking forward to it... Geoffrey Mann CEO/President North America Viviance new education, Inc. 225 Lafayette Street, Suite 906 New York, New York 10012	Thursday Dinner	Sally, Just wanted to confirm tomorrow evening dinner. Are we still on? Wanted to know your preference...where to meet. I will be at the Hyatt Regency accross the street from <COMPANY>. Looking forward to it... Geoffrey Mann CEO/President North America Viviance new education, Inc. <NUMBER> Lafayette Street, Suite <NUMBER> New York, New York <NUMBER>	viviance new education know preference company looking forward north america geoffrey mann ceo evening dinner wanted street suite number meet hyatt
As I look back on the ten months that I have been the Business Controller for EIM and challenged to build the mid and back office infrastructure, the most significant accomplishments are: Systems - Tactical systems have been implemented to bridge the business while strategic systems are developed. Financial and physical confirmations (with the exception of Lumber) have been predominantly automated. Financial settlements has been automated. Implemented modified versions of LISA to handle physical movements and settlements. Bridges have been built to SAP and Credit Aggregation systems. People - Ten months ago, the mid and back office had three employees, with the remaining efforts supported by Global Markets. Today, we have an enthusiastic, energetic team of 41 employees. The team includes our London office also. We continue to recruit for additional positions. Processes and Controls - Many processes and controls have been developed to ensure accurate and timely reporting of P&L and positions, confirmations and settlements. Some of these tools include: Pulp and Paper Deal Ticket (Access Database) - Ten months ago, deal tickets were generated through an Excel template and no master copy or controls were in place. Today, traders, Risk, Confirms, Settlements, Credit, Logistics, etc. can view the deal tickets in a controlled and timely manner. LISA/TAGG Reconciliation (Access Database) - When the onset of physical business and the implementation of LISA systems, physical transactions for all commodities (except lumber) are entered into 2 systems - LISA and TAGG. This tool provides a reconciliation tool that allows the Risk system and the logistics/settlements systems to stay in sync. Trader Training Tools - Two different presentations have been developed and presented to the EIM trading community to help the traders (mostly new to Enron) understand the roles and responsibilities of traders, segregation of duties and the processes within Commercial Support functions such as Credit, Tax, Legal, Operations, Logistics, etc. Sally, I hope this will give the flavor of the focused efforts. Additionally, as I have had a few hours to reflect on our conversation, I would like to follow-up with an additional meeting. I need just a bit more clarity around the EIM role, but more so, I want to move forward to discuss the new role and in your view, how I can still accomplish the successes that coincide with my personal goals. If you have time tomorrow afternonn, I would really appreciate 30 minutes. Thanks for your support. It means alot to me. Brenda	EIM Accomplishments	As I look back on the ten months that I have been the Business Controller for EIM and challenged to build the mid and back office infrastructure, the most significant accomplishments are: Systems - Tactical systems have been implemented to bridge the business while strategic systems are developed. Financial and physical confirmations (with the exception of Lumber) have been predominantly automated. Financial settlements has been automated. Implemented modified versions of LISA to handle physical movements and settlements. Bridges have been built to SAP and Credit Aggregation systems. People - Ten months ago, the mid and back office had three employees, with the remaining efforts supported by Global Markets. Today, we have an enthusiastic, energetic team of <NUMBER> employees. The team includes our London office also. We continue to recruit for additional positions. Processes and Controls - Many processes and controls have been developed to ensure accurate and timely reporting of P&L and positions, confirmations and settlements. Some of these tools include: Pulp and Paper Deal Ticket (Access Database) - Ten months ago, deal tickets were generated through an Excel template and no master copy or controls were in place. Today, traders, Risk, Confirms, Settlements, Credit, Logistics, etc. can view the deal tickets in a controlled and timely manner. LISA/TAGG Reconciliation (Access Database) - When the onset of physical business and the implementation of LISA systems, physical transactions for all commodities (except lumber) are entered into <NUMBER> systems - LISA and TAGG. This tool provides a reconciliation tool that allows the Risk system and the logistics/settlements systems to stay in sync. Trader Training Tools - Two different presentations have been developed and presented to the EIM trading community to help the traders (mostly new to <COMPANY>) understand the roles and responsibilities of traders, segregation of duties and the processes within Commercial Support functions such as Credit, Tax, Legal, Operations, Logistics, etc. Sally, I hope this will give the flavor of the focused efforts. Additionally, as I have had a few hours to reflect on our conversation, I would like to follow-up with an additional meeting. I need just a bit more clarity around the EIM role, but more so, I want to move forward to discuss the new role and in your view, how I can still accomplish the successes that coincide with my personal goals. If you have time tomorrow afternonn, I would really appreciate <NUMBER> minutes. Thanks for your support. It means alot to me. Brenda	business controller eim lisa tagg reconciliation tools different presentations employees remaining accurate timely reporting months ago mid personal goals pulp paper deal means alot settlements bridges built
Steve, Leslie & Thresa, We really need to get conversations started on the objectives we / you have for utilizing VMS going forward. I know up to this point we have been holding off waiting for the results of the East Market studies being done by Accenture. VMS is currently in production at a level which configuration efforts can begin for the East Markets. User Driven / Technology assistance not required: ? User Training for project team ? User / Customer Security Setup ? Counter Party Profile Setup ? Settlement Entity Profile Setup ? Event Setup ? Task Setup ? Component Setup (Dependant on Interface Information available for East markets see below) ? Equation Setup (Dependant on Interface Information available for East markets see below) System development which will need to occur specific to East: (Resource constraint) User Driven / Technology assistance required: ? PMI Interface Requirement / Development ? Meter Interface Requirement / Development ? Schedule Interface Requirement / Development ? Special Screens / Reports not already available within VMS System Implementation which will need to occur: (Resource constraint) User Driven / Technology assistance required: ? Final Testing and Implementation of Calculation Engine Optimization ? Testing and Implementation of Exception Handling, Disputing & Allocation ? Testing and Implementation of Deal-upload to EnPower In addition, we also need to make some decision rather quickly on the Razorfish Relationship with Enron for the remainder of the year. The current SOW (Statement of Work) expires at the end of this month. If we are going to keep them involved, we need to make sure that we have something in place prior to this one expiring. Can we please schedule a conference call for tomorrow (6/8/2001) to discuss these items? If tomorrow is not possible, please provide me with your preferred date and time. I would really like to get this going prior to Wednesday next week. We are rapidly approaching critical milestones for moving forward. Please let me know your availability. Thanks - MO	Razorfish Contracts	Steve, Leslie & Thresa, We really need to get conversations started on the objectives we / you have for utilizing VMS going forward. I know up to this point we have been holding off waiting for the results of the East Market studies being done by Accenture. VMS is currently in production at a level which configuration efforts can begin for the East Markets. User Driven / Technology assistance not required: ? User Training for project team ? User / Customer Security Setup ? Counter Party Profile Setup ? Settlement Entity Profile Setup ? Event Setup ? Task Setup ? Component Setup (Dependant on Interface Information available for East markets see below) ? Equation Setup (Dependant on Interface Information available for East markets see below) System development which will need to occur specific to East: (Resource constraint) User Driven / Technology assistance required: ? PMI Interface Requirement / Development ? Meter Interface Requirement / Development ? Schedule Interface Requirement / Development ? Special Screens / Reports not already available within VMS System Implementation which will need to occur: (Resource constraint) User Driven / Technology assistance required: ? Final Testing and Implementation of Calculation Engine Optimization ? Testing and Implementation of Exception Handling, Disputing & Allocation ? Testing and Implementation of Deal-upload to EnPower In addition, we also need to make some decision rather quickly on the Razorfish Relationship with <COMPANY> for the remainder of the year. The current SOW (Statement of Work) expires at the end of this month. If we are going to keep them involved, we need to make sure that we have something in place prior to this one expiring. Can we please schedule a conference call for tomorrow (<NUMBER>/<NUMBER>/<NUMBER>) to discuss these items? If tomorrow is not possible, please provide me with your preferred date and time. I would really like to get this going prior to Wednesday next week. We are rapidly approaching critical milestones for moving forward. Please let me know your availability. Thanks - MO	really need conversations studies accenture vms team user customer pmi interface requirement place prior expiring efforts begin east quickly razorfish upload enpower addition constraint
All: attached is the summary of issues for 06/05/01. Due to the inclimate weather in Sugarland I was not able to issue the report on time. Sorry for the delay.	Log as of 06/05/01	All: attached is the summary of issues for <NUMBER>/<NUMBER>/<NUMBER>. Due to the inclimate weather in Sugarland I was not able to issue the report on time. Sorry for the delay.	sorry delay inclimate attached summary report time weather sugarland able
Just a reminder that the EGM weekly staff meeting will take place on Monday, June 11th, from 8:30 - 9:30 a.m., in video conference room EB 32C2. The staff meetings will continue on a weekly basis on every Monday at the same time and location unless notified otherwise. Please let me know if you are unable to attend. Thank you. Cathy Phillips X-36898	EGM Weekly Staff Meeting - Reminder	Just a reminder that the EGM weekly staff meeting will take place on Monday, June 00th, from <NUMBER>:<NUMBER> - <NUMBER>:<NUMBER> a.m., in video conference room EB 00C0. The staff meetings will continue on a weekly basis on every Monday at the same time and location unless notified otherwise. Please let me know if you are unable to attend. Thank you. Cathy Phillips X-<NUMBER>	know unable just 00c0 video conference room egm weekly staff monday june 00th basis phillips number location unless thank cathy
The Operational Analysis review is scheduled to begin the week of June 11, 2001 and is expected to take approximately six weeks to complete. The audit will be executed by Arthur Andersen and Enron Assurance Services and led by Gillian Boyer and Juan Camarillo. We will schedule an opening meeting with you the week of June 11, 2001 to discuss audit scope and any concerns or suggestions you may have. The objective of the audit will be to determine whether procedures and controls exercised over activities are adequate and operating effectively. Results of the audit will be discussed with you and other appropriate personnel both during the audit and at the audit closing meeting. We will endeavor to conduct this audit in a manner that will minimize interruption of your normal business activities and we look forward to working with you and your personnel. Please call me at x5-4554 if have any questions. Mechelle Atwood Director, Enron Assurance Services Enron Wholesale Services	Operational Analysis Audit Notification	The Operational Analysis review is scheduled to begin the week of June <NUMBER>, <NUMBER> and is expected to take approximately six weeks to complete. The audit will be executed by Arthur Andersen and <COMPANY> Assurance Services and led by Gillian Boyer and Juan Camarillo. We will schedule an opening meeting with you the week of June <NUMBER>, <NUMBER> to discuss audit scope and any concerns or suggestions you may have. The objective of the audit will be to determine whether procedures and controls exercised over activities are adequate and operating effectively. Results of the audit will be discussed with you and other appropriate personnel both during the audit and at the audit closing meeting. We will endeavor to conduct this audit in a manner that will minimize interruption of your normal business activities and we look forward to working with you and your personnel. Please call me at x0-<NUMBER> if have any questions. Mechelle Atwood Director, <COMPANY> Assurance Services <COMPANY> Wholesale Services	opening meeting audit executed arthur operational analysis review week june manner minimize number expected approximately boyer interruption normal company wholesale services look forward working
Tina, Attached is the Global Risk Management Operations Update for the Philippe and Greg Weekly Report, for the week ending June 6. If you have any questions, please let me know. Thank you,	Global Risk Management Operations Weekly Operating Report	Tina, Attached is the Global Risk Management Operations Update for the Philippe and Greg Weekly Report, for the week ending June <NUMBER>. If you have any questions, please let me know. Thank you,	june report week ending tina attached let know thank number questions global risk management update philippe greg
Over the last several months, the CommodityLogic team has designed, built, and beta-tested a number of "modules" to create EnronOnline-type capabilities for the mid and back-office. By combining these web-based solutions with the back-office commercialization effort, Enron can now offer its clients a complete suite of operational services unique in the industry. Many of you have also created important pieces in this puzzle, and all of you have valuable client relationships. We'd like to put all of these elements together. Please join our team for a demonstration of the CommodityLogic modules and a discussion on strategy next Thursday, June 14, 2:30 to 3:30, 49C1. If I have excluded anyone from the invitation list that you feel should attend, please let me know. Looking forward to seeing you next week. All the best,	CommodityLogic, Back-Office Commercialization and You	Over the last several months, the CommodityLogic team has designed, built, and beta-tested a number of "modules" to create <COMPANY>Online-type capabilities for the mid and back-office. By combining these web-based solutions with the back-office commercialization effort, <COMPANY> can now offer its clients a complete suite of operational services unique in the industry. Many of you have also created important pieces in this puzzle, and all of you have valuable client relationships. We'd like to put all of these elements together. Please join our team for a demonstration of the CommodityLogic modules and a discussion on strategy next Thursday, June <NUMBER>, <NUMBER>:<NUMBER> to <NUMBER>:<NUMBER>, 00C0. If I have excluded anyone from the invitation list that you feel should attend, please let me know. Looking forward to seeing you next week. All the best,	modules discussion services unique mid office pieces puzzle valuable commoditylogic team like seeing week best excluded invitation list create company online
Hi, I just came across following discussion on Economics that provides an interesting insight. Economic philosophies explained in terms of two cows: Socialism - You have two cows. You give one to your neighbor. Communism - You have two cows. The government takes both and gives you milk. Fascism - You have two cows. The government takes them both and sells you the milk. Capitalism - You have two cows. You sell one and buy a bull. Bureaucracy - You have two cows. The government takes them both, shoots one, milks the other, pays you for the milk , then pours it down the drain. Corporate - You have two cows. You downsize one, then require the other one to produce the milk of four cows, then act surprised when it falls dead. Democracy - You have two cows. You are taxed to the point where you have to sell them both so that the government can support a man in a foreign country who has one cow, which was a gift from your country. Hope you enjoyed. Inja Chun	To lighten up your day,	Hi, I just came across following discussion on Economics that provides an interesting insight. Economic philosophies explained in terms of two cows: Socialism - You have two cows. You give one to your neighbor. Communism - You have two cows. The government takes both and gives you milk. Fascism - You have two cows. The government takes them both and sells you the milk. Capitalism - You have two cows. You sell one and buy a bull. Bureaucracy - You have two cows. The government takes them both, shoots one, milks the other, pays you for the milk , then pours it down the drain. Corporate - You have two cows. You downsize one, then require the other one to produce the milk of four cows, then act surprised when it falls dead. Democracy - You have two cows. You are taxed to the point where you have to sell them both so that the government can support a man in a foreign country who has one cow, which was a gift from your country. Hope you enjoyed. Inja Chun	interesting insight downsize require taxed point sell pours drain chun milk capitalism cows just came following philosophies explained terms support man foreign country
Recent Hires, Don't miss the opportunity to learn about: ? What success looks like at Enron ? What it means to be a good cultural fit at Enron ? What resources are available for you to use to enhance your job performance ? What is the PRC process at Enron Join us this Tuesday, June 12th from 11:45 AM to 2 PM @ EB49C1. An open Q&A session will occur during the last hour of the presentation. Lunch will not be served. You may bring your own lunch if you would like.	New Hire Focus Series	Recent Hires, Don't miss the opportunity to learn about: ? What success looks like at <COMPANY> ? What it means to be a good cultural fit at <COMPANY> ? What resources are available for you to use to enhance your job performance ? What is the PRC process at <COMPANY> Join us this Tuesday, June 00th from <NUMBER>:<NUMBER> AM to <NUMBER> PM @ EB00C0. An open Q&A session will occur during the last hour of the presentation. Lunch will not be served. You may bring your own lunch if you would like.	bring lunch tuesday june session occur like company means good cultural job performance prc resources use enhance eb00c0 open
Guys, given our continued need to be crisp and clear on our work product and a clear view to increasing efficiencies, particularily in the back and mid office, I think it would be a good exercise to clearly map out roles and responsibilities between ENW and the EES Services Group in some amount of detail. Dan will take the lead in this activity. I would hope that we could have this mapped out fairly quickly without a great deal of internal time. Thanks for all the hard work. Regards	Roles and Responsibilities	Guys, given our continued need to be crisp and clear on our work product and a clear view to increasing efficiencies, particularily in the back and mid office, I think it would be a good exercise to clearly map out roles and responsibilities between ENW and the EES Services Group in some amount of detail. Dan will take the lead in this activity. I would hope that we could have this mapped out fairly quickly without a great deal of internal time. Thanks for all the hard work. Regards	dan lead think good exercise map roles responsibilities particularily mid office clear view increasing thanks hard work enw ees services group deal internal
Mike & Sally, Below is the information that we received on the project. I am still waiting on a cost center from EES for the expense portions to settle to. Look over this information and let me know if you still want to meet to go over this. This is the EES project, which is set up on EES to capture the capital portion of the project costs. The expense portion should settle to an EES cost center. The project set up shown below is the Networks project, which I set up, but have not yet released. Only Release 1 is shown below. There are three releases set up, but only the first one will be released at this time. All three releases or phases will look like the other phases. As you can see below, the capital parts of the project (Solution Definition, Design & Build, and Implementation & Testing) are set up with three basic WBS elements. These elements as described below will settle to the EES project as follows. Project Coding on Networks Project Settles to EES Project WBS C.300000.01.SD.OU Rel 1 SD Outside Consultants Labor C.007730.22.01 Outside Professional C.300000.01.SD.EN Rel 1 SD Enron Labor C.007730.22.03 Enron Labor C.300000.01.SD.OE Rel 1 SD Other Expenditures C.007730.22.05 Other Expenditure C.300000.01.HW Hardware Purchases C.007730.24.01 Hardware C.300000.01.SW Software Purchases C.007730.24.02 Software This will allow the costs on the Networks project to be tracked in a manor that will support how the charges are settling to EES. So if EES has any questions about the charges we should be able to pull up the detail very quickly. The following items will settle to an EES cost center since they are expense related. C.300000.01.PI.TR Rel 1 PI Training Dev & Delivery C.300000.01.PI.PI Rel 1 PI Post Implementation Support C.300000.01.PI.GA Rel 1 PI General & Administrative	Genesys or now the Liberty Project	Mike & Sally, Below is the information that we received on the project. I am still waiting on a cost center from EES for the expense portions to settle to. Look over this information and let me know if you still want to meet to go over this. This is the EES project, which is set up on EES to capture the capital portion of the project costs. The expense portion should settle to an EES cost center. The project set up shown below is the Networks project, which I set up, but have not yet released. Only Release <NUMBER> is shown below. There are three releases set up, but only the first one will be released at this time. All three releases or phases will look like the other phases. As you can see below, the capital parts of the project (Solution Definition, Design & Build, and Implementation & Testing) are set up with three basic WBS elements. These elements as described below will settle to the EES project as follows. Project Coding on Networks Project Settles to EES Project WBS C.000000.00.SD.OU Rel <NUMBER> SD Outside Consultants Labor C.000000.00.00 Outside Professional C.000000.00.SD.EN Rel <NUMBER> SD <COMPANY> Labor C.000000.00.00 <COMPANY> Labor C.000000.00.SD.OE Rel <NUMBER> SD Other Expenditures C.000000.00.00 Other Expenditure C.000000.00.HW Hardware Purchases C.000000.00.00 Hardware C.000000.00.SW Software Purchases C.000000.00.00 Software This will allow the costs on the Networks project to be tracked in a manor that will support how the charges are settling to EES. So if EES has any questions about the charges we should be able to pull up the detail very quickly. The following items will settle to an EES cost center since they are expense related. C.000000.00.PI.TR Rel <NUMBER> PI Training Dev & Delivery C.000000.00.PI.PI Rel <NUMBER> PI Post Implementation Support C.000000.00.PI.GA Rel <NUMBER> PI General & Administrative	set ees capture definition design center released release number like phases professional 000000 00 pi post implementation tracked manor support costs networks project
Everyone: Thanks are due to you all who responded to our requests for data and committed resources. I wanted to update you on where things stands as of now. The data is being reviewed both internally and externally. The form and substance of the data we have requested, the due diligence questionnaires, and Enron's previously produced forms of data are excellent proxies for the information that will be required from us when a specific bank is chosen to structure and execute the anticipated transaction. However, I am certain that we will still require your commitment to providing updates, clarifications, and additions on a timely basis. Please let us know as soon as possible what conflicts may arise with your schedules and obligations over the next month. Again, thank you for your efforts thus far. Please call me at extension 33139 if you have any questions, concerns, or suggestions.	UPDATE	Everyone: Thanks are due to you all who responded to our requests for data and committed resources. I wanted to update you on where things stands as of now. The data is being reviewed both internally and externally. The form and substance of the data we have requested, the due diligence questionnaires, and <COMPANY>'s previously produced forms of data are excellent proxies for the information that will be required from us when a specific bank is chosen to structure and execute the anticipated transaction. However, I am certain that we will still require your commitment to providing updates, clarifications, and additions on a timely basis. Please let us know as soon as possible what conflicts may arise with your schedules and obligations over the next month. Again, thank you for your efforts thus far. Please call me at extension <NUMBER> if you have any questions, concerns, or suggestions.	far extension conflicts arise schedules bank chosen structure excellent proxies let know updates clarifications requests data committed reviewed diligence questionnaires externally form substance
ENW EBS IT - Weekly Status Report (as of 10/26/01) Executive Summary : EnFiber: Real Estate Book requirements gathering and documentation is 100= % complete; obtained all approvals; development is 25% complete. User acce= ptance testing for Scheduling Phase 1 is 85% complete; the implementation d= ate has been changed to 10/26 per user's request. Waiting for final signof= f from Jim Terrell. Successfully implemented FACT Release 1.2 on 10/15. Co= mpleted development of IP and Local Loop options for Valuation and began QA= testing. =20 PPCS/TRPS:=20 TRP demo by Dorado is well accepted by Enron audience. The prototype is abl= e to fix the biggest problem in the current EBS bandwidth trading process -= - not able to show the actual hardware inventory of network elements in ord= er to make accurate port striping and cross connect. Through their auto har= dware discovery device driver, switch inventory will be presented clearly t= o the users in a nice graphical layout, so provisioners don't have to spend= huge amount of time to maintain various IT systems to gather the knowledge= of bandwidth capacity allocation. TRPS will gather information for both T= DM and IP. Settlements (Saber): Users are approximately 50% complete with User Accept= ance Testing. Users were successful in posting first invoices to SAP with = no errors. A demo of the GUI for the Flash to Actuals reconciliation proce= ss is scheduled for Monday, Oct. 29. Production Implementation will be mid=	ENW EBS IT - Weekly Status Report (as of 10/26/01)	ENW EBS IT - Weekly Status Report (as of <NUMBER>/<NUMBER>/<NUMBER>) Executive Summary : EnFiber: Real Estate Book requirements gathering and documentation is <NUMBER>= % complete; obtained all approvals; development is <NUMBER>% complete. User acce= ptance testing for Scheduling Phase <NUMBER> is <NUMBER>% complete; the implementation d= ate has been changed to <NUMBER>/<NUMBER> per user's request. Waiting for final signof= f from Jim Terrell. Successfully implemented FACT Release <NUMBER> on <NUMBER>/<NUMBER>. Co= mpleted development of IP and Local Loop options for Valuation and began QA= testing. =<NUMBER> PPCS/TRPS:=<NUMBER> TRP demo by Dorado is well accepted by <COMPANY> audience. The prototype is abl= e to fix the biggest problem in the current EBS bandwidth trading process -= - not able to show the actual hardware inventory of network elements in ord= er to make accurate port striping and cross connect. Through their auto har= dware discovery device driver, switch inventory will be presented clearly t= o the users in a nice graphical layout, so provisioners don't have to spend= huge amount of time to maintain various IT systems to gather the knowledge= of bandwidth capacity allocation. TRPS will gather information for both T= DM and IP. Settlements (Saber): Users are approximately <NUMBER>% complete with User Accept= ance Testing. Users were successful in posting first invoices to SAP with = no errors. A demo of the GUI for the Flash to Actuals reconciliation proce= ss is scheduled for Monday, Oct. <NUMBER>. Production Implementation will be mid=	estate book requirements qa testing signof jim terrell connect auto biggest problem current capacity allocation trps enw ebs weekly demo gui flash implementation ate changed
Dear Sally, Here is the list of people who came in on Saturday. None of us minded it, we all would like to do whatever we can to help. Risk Controls (preparation of the DPR) Chris Abel Johnny (Kenneth) Thibodeaux John Allison Risk Analytics Tom Victorio Keith Considine Susan Trevino Merchant Assets Susie Ayala I was also here. Best regards!	list of people who came in on Saturday	Dear Sally, Here is the list of people who came in on Saturday. None of us minded it, we all would like to do whatever we can to help. Risk Controls (preparation of the DPR) Chris Abel Johnny (Kenneth) Thibodeaux John Allison Risk Analytics Tom Victorio Keith Considine Susan Trevino Merchant Assets Susie Ayala I was also here. Best regards!	kenneth thibodeaux ayala best regards merchant assets susie considine saturday minded like risk controls analytics tom victorio preparation dpr chris list people came
Here is the report we've put together summarizing headcount by function and business unit. There are some changes from the figures Fin Ops had last week, mainly relating to EES (both 2001 forecast and 2002 Plan were off). Brian will coordinate with Fin Ops to ensure they reflect the same figures that we now show. There are two things that will be updated once we receive more information: 1) EES 2002 headcount will be increasing (Shelly Butler to provide as soon as they have it) 2) EBS forecast and plan headcount will be broken out by function - right now, we just have one number. Call me if you have any questions. Thanks,	Energy Ops Headcount Report	Here is the report we've put together summarizing headcount by function and business unit. There are some changes from the figures Fin Ops had last week, mainly relating to EES (both <NUMBER> forecast and <NUMBER> Plan were off). Brian will coordinate with Fin Ops to ensure they reflect the same figures that we now show. There are two things that will be updated once we receive more information: <NUMBER>) EES <NUMBER> headcount will be increasing (Shelly Butler to provide as soon as they have it) <NUMBER>) EBS forecast and plan headcount will be broken out by function - right now, we just have one number. Call me if you have any questions. Thanks,	function business unit relating ees number reflect figures things changes report ve summarizing fin ops ensure thanks shelly butler brian coordinate forecast plan headcount
Sally, Attached is a very simplistic run rate analysis for Beth Perlman's group. I'm surprised at how close it is once one time reconciling items are included. Headcount for 2002 is pretty flat to September's. Please let me know if you would like to discuss this. Kerry	IT Development Spend Rate Analysis	Sally, Attached is a very simplistic run rate analysis for Beth Perlman's group. I'm surprised at how close it is once one time reconciling items are included. Headcount for <NUMBER> is pretty flat to September's. Please let me know if you would like to discuss this. Kerry	attached simplistic reconciling items included headcount number pretty september run rate analysis surprised let know like beth perlman group
Sally, some thoughts/ideas that I thought about after your meeting. Lets promote the positive - some very exciting things are happening such as the move to the new building, lets make sure we get the PR out there to talk about the new features, move in plans, etc. I know security is tight but how about a mini open house. At this point it would do us good to go beyond the "Building Guy". I know I get excited whenever I'm over there. Things like vendors in the lobby to push new technology etc. I believe it's important to keep that almost "electric" atmosphere that surrounds the company. Lets show our employees that our outside business relationships are as strong as ever and our vendors/business partners still view Enron as someone they are eager to continue doing business with. I always get charged up when the lobby is full of activity. Keeps the pulse of Enron at a high level. Get some fun things out there, things the employees can purchase, electronic devices are always attractive. Work out a decent discount to make it exciting. Give it a holiday twist. Even if it costs us a few bucks to make that happen might be worth it. Make a push to host more industry meetings (GISB is one that I can help with). Lets get our counterparties in here and let them know nothing has changed. We can include mini tours of the new building to get the word back on the street about how we might be down but boy are we poised to grow, grow and grow some more. I mentioned to you that I believe it's important for the Executive team to show up often to reassure our employees that yes there are real, caring people running this company. Maybe some impromptu floor meetings to talk about recent events. Let them feel like there is a real connection. Make it personal and regular. Thanks for listening, the sense from my group has been okay. Lots of concerns but nobody running out the door at this point. I'll keep you posted. Bob Superty	Suggestions to help short term morale	Sally, some thoughts/ideas that I thought about after your meeting. Lets promote the positive - some very exciting things are happening such as the move to the new building, lets make sure we get the PR out there to talk about the new features, move in plans, etc. I know security is tight but how about a mini open house. At this point it would do us good to go beyond the "Building Guy". I know I get excited whenever I'm over there. Things like vendors in the lobby to push new technology etc. I believe it's important to keep that almost "electric" atmosphere that surrounds the company. Lets show our employees that our outside business relationships are as strong as ever and our vendors/business partners still view <COMPANY> as someone they are eager to continue doing business with. I always get charged up when the lobby is full of activity. Keeps the pulse of <COMPANY> at a high level. Get some fun things out there, things the employees can purchase, electronic devices are always attractive. Work out a decent discount to make it exciting. Give it a holiday twist. Even if it costs us a few bucks to make that happen might be worth it. Make a push to host more industry meetings (GISB is one that I can help with). Lets get our counterparties in here and let them know nothing has changed. We can include mini tours of the new building to get the word back on the street about how we might be down but boy are we poised to grow, grow and grow some more. I mentioned to you that I believe it's important for the Executive team to show up often to reassure our employees that yes there are real, caring people running this company. Maybe some impromptu floor meetings to talk about recent events. Let them feel like there is a real connection. Make it personal and regular. Thanks for listening, the sense from my group has been okay. Lots of concerns but nobody running out the door at this point. I'll keep you posted. Bob Superty	happening new building sally thoughts ideas believe important executive lots concerns running listening sense group make personal regular electronic devices attractive tight mini open holiday twist costs
Attached is the ERMS Discounting Memo as of 9/26/01. Please note that the 9/26/2001 balance is based on the new method of calculating the discounting amount. The changes that were made are as followed: Old method New method Physical contract 55 days 55 days Financial contract 55 days 5 days Financial calendar 55 days 38 days Please let me know if you have questions. Thanks	ERMS Discounting Memo	Attached is the ERMS Discounting Memo as of <NUMBER>/<NUMBER>/<NUMBER>. Please note that the <NUMBER>/<NUMBER>/<NUMBER> balance is based on the new method of calculating the discounting amount. The changes that were made are as followed: Old method New method Physical contract <NUMBER> days <NUMBER> days Financial contract <NUMBER> days <NUMBER> days Financial calendar <NUMBER> days <NUMBER> days Please let me know if you have questions. Thanks	erms discounting memo financial calendar old followed let balance know questions thanks
This message is brought to you by The Texas Exes. If you have any comments or suggestions about it's content contact us at [email protected] . Please do not respond to this e-mail using the "REPLY" function. To UNSUBSCRIBE see instructions at the bottom.	Sign up for the Texas Exes Career Network	This message is brought to you by The <STATE> Exes. If you have any comments or suggestions about it's content contact us at <EMAIL> . Please do not respond to this e-mail using the "REPLY" function. To UNSUBSCRIBE see instructions at the bottom.	message instructions reply function unsubscribe contact suggestions content mail using brought state exes
Here are the basic elements of the hub concept. NCL, Inc. at www.nationalcharityleague.org will be the umbrella site. Each chapter that participates will have a web site under this umbrella. The name will be www.nationalcharityleague/chaptername.org . The chapters will be given a choice of 4 templates that will allow them to pick colors and graphics that they like. Each chapter site will contain: 1. A front page: a brief section about their chapter that can be reached by anyone searching for National Charity League. This will be the only public area. 2. A password entry area that will be based on the chapter database or list of members that they want to have access to their site. The password entry area will have an area that members can update their information (change of address, e-mail, etc.). 3. The password protected area will include: a. A member listing with address, phone numbers, etc. b. Philanthropies and schedules for activities c. Calendar d. Meeting Schedule (Patroness and Ticktocker) e. Newsletters f. Bylaws (searchable by keyword) g. Ticktocker Procedures (searchable by keyword) h. Standing Rules (searchable by keyword) i. Hours (this will be a database collection area that each chapter member will be allowed to submit hours through. The hours chair(s) will be able to ask for and get a report of all hours submitted. The individual members will also be able to get a summary of their hours as well. j. And finally, a chat area for chapter members. The cost: A one-time site set-up fee of approximately $500 (this could be slightly more due to the uncertainty of additional information that chapters may want on their site) and a $69.95 per month web hosting fee. I will train the chapter designated person on how to load their information onto the web area via a manual that I will prepare and at convention and phone calls. Our service provider will handle technical support for non-NCL content related problems. Once the templates are designed and tested, chapter sites could be ready for uploading within 2 weeks. The template design and testing will be done over the next several months if there is sufficient commitment from chapters. I'll pick a date of January 1, 2002 for chapter sites to be ready. It could be sooner but I have to make sure that there are enough chapters interested before committing my time to this project. I can't think of anything else on this subject. NCL, Inc. Secure Area Each President will be given a set of user names and passwords for her Board of Directors. If they are not available for your meeting, I will send them to each Board President via mail as soon as they are available. I am meeting with our hosting company next week and we will generate the ids and passwords then. The NCL, Inc. Secure area will have a directory, the National Reference Manual, NELLIE, Standard Form Bylaws and Ticktocker Procedures, a Calendar with meeting places and phone numbers, information on the chapters (including some names and numbers) and a variety of forms. There may be other things as the need arises. Target date: November 1, 2001. [email protected]	National Web Hub info	Here are the basic elements of the hub concept. NCL, Inc. at <URL> will be the umbrella site. Each chapter that participates will have a web site under this umbrella. The name will be www.nationalcharityleague/chaptername.org . The chapters will be given a choice of <NUMBER> templates that will allow them to pick colors and graphics that they like. Each chapter site will contain: <NUMBER>. A front page: a brief section about their chapter that can be reached by anyone searching for National Charity League. This will be the only public area. <NUMBER>. A password entry area that will be based on the chapter database or list of members that they want to have access to their site. The password entry area will have an area that members can update their information (change of address, e-mail, etc.). <NUMBER>. The password protected area will include: a. A member listing with address, phone numbers, etc. b. Philanthropies and schedules for activities c. Calendar d. Meeting Schedule (Patroness and Ticktocker) e. Newsletters f. Bylaws (searchable by keyword) g. Ticktocker Procedures (searchable by keyword) h. Standing Rules (searchable by keyword) i. Hours (this will be a database collection area that each chapter member will be allowed to submit hours through. The hours chair(s) will be able to ask for and get a report of all hours submitted. The individual members will also be able to get a summary of their hours as well. j. And finally, a chat area for chapter members. The cost: A one-time site set-up fee of approximately <CUR><NUMBER> (this could be slightly more due to the uncertainty of additional information that chapters may want on their site) and a <CUR><NUMBER> per month web hosting fee. I will train the chapter designated person on how to load their information onto the web area via a manual that I will prepare and at convention and phone calls. Our service provider will handle technical support for non-NCL content related problems. Once the templates are designed and tested, chapter sites could be ready for uploading within <NUMBER> weeks. The template design and testing will be done over the next several months if there is sufficient commitment from chapters. I'll pick a date of January <NUMBER>, <NUMBER> for chapter sites to be ready. It could be sooner but I have to make sure that there are enough chapters interested before committing my time to this project. I can't think of anything else on this subject. NCL, Inc. Secure Area Each President will be given a set of user names and passwords for her Board of Directors. If they are not available for your meeting, I will send them to each Board President via mail as soon as they are available. I am meeting with our hosting company next week and we will generate the ids and passwords then. The NCL, Inc. Secure area will have a directory, the National Reference Manual, NELLIE, Standard Form Bylaws and Ticktocker Procedures, a Calendar with meeting places and phone numbers, information on the chapters (including some names and numbers) and a variety of forms. There may be other things as the need arises. Target date: November <NUMBER>, <NUMBER>. <EMAIL>	graphics like chapter report hours bylaws ticktocker procedures site umbrella www hub concept ncl numbers variety charity league public secure area directory set user names
Greetings everyone- With a week and a half to go until our second session, I wanted to check in and ask you to begin thinking in your learning teams about how you want to share the information you have been gathering with the larger group. On Friday, Nov 2, each team will be allocated 30 minutes to report on what you have learned, followed by 15 minutes of plenary Q&A/discussion. I encourage each team to be as creative as possible in your report-outs. Keep in mind that most adults learn best experientially versus through straight information download. Thus, if you can find a way to invite the larger group to sample the learning experience that you had, these sessions will be all the more effective AND enjoyable. As an example, you could select two or three key moments -- from a meeting, interview or learning journey -- and	CHF Learning Teams and Session II	Greetings everyone- With a week and a half to go until our second session, I wanted to check in and ask you to begin thinking in your learning teams about how you want to share the information you have been gathering with the larger group. On Friday, Nov <NUMBER>, each team will be allocated <NUMBER> minutes to report on what you have learned, followed by <NUMBER> minutes of plenary Q&A/discussion. I encourage each team to be as creative as possible in your report-outs. Keep in mind that most adults learn best experientially versus through straight information download. Thus, if you can find a way to invite the larger group to sample the learning experience that you had, these sessions will be all the more effective AND enjoyable. As an example, you could select two or three key moments -- from a meeting, interview or learning journey -- and	thinking learning teams session wanted check allocated followed number minutes report learned information download way plenary discussion encourage select key moments experientially versus straight greetings week
Torrey - attached is a listing of top financial counterparties in alphabetical order. My understanding of the data you are providing to Brad Richter is that it will be based only on EOL data. If you need me to provide non-EOL data please call me. If you have further questions, please let me know. I can be reached on ext. 37962. Thanks,	Top Financial Trading Counterparties	Torrey - attached is a listing of top financial counterparties in alphabetical order. My understanding of the data you are providing to Brad Richter is that it will be based only on EOL data. If you need me to provide non-EOL data please call me. If you have further questions, please let me know. I can be reached on ext. <NUMBER>. Thanks,	brad torrey attached listing alphabetical order understanding know financial counterparties reached ext number need provide non based eol data
Sally, As per our phone conversation, here is a proposed plan for sizing the opportunity. I will try to set up some time on your calendar later this week to discuss. I am copying Greg as well. Hope you have a good trip. Regards,	Sizing the Back-Office Outsourcing Opportunity	Sally, As per our phone conversation, here is a proposed plan for sizing the opportunity. I will try to set up some time on your calendar later this week to discuss. I am copying Greg as well. Hope you have a good trip. Regards,	plan sizing opportunity time calendar hope try set discuss copying greg good trip proposed sally phone conversation
Hi Ladies, I hope the meeting on Saturday was interesting and informative for you. Ginger was concerned that so many people left at noon when it was supposed to last until 1 pm, but I think we pretty much covered everything. In the notes I saw that it says "Awards, Yellow Rose Petal, 25 hours over the minimum. This is a new award." I just want to clarify that it is an award that our chapter asked for and is not a nation wide award. If you want to have it, your chapter will have to request it from National. [email protected]	Yellow Rose Petal award	Hi Ladies, I hope the meeting on Saturday was interesting and informative for you. Ginger was concerned that so many people left at noon when it was supposed to last until <NUMBER> pm, but I think we pretty much covered everything. In the notes I saw that it says "Awards, Yellow Rose Petal, <NUMBER> hours over the minimum. This is a new award." I just want to clarify that it is an award that our chapter asked for and is not a nation wide award. If you want to have it, your chapter will have to request it from National. <EMAIL>	request national email meeting saturday hours minimum supposed pm think pretty concerned people hi ladies covered notes awards yellow rose petal number
Dear Ms. Beck and Ms. Apollo, It was a sincere pleasure to meet with you yesterday. The information I learned during the interview served to confirm the feelings I have always had about Enron. Unfortunately I received the disappointing news that Enron was not pursuing employment possibilities with me further. I feel strongly that Enron and its products and services have an exciting growth ahead, and I definitely would like to be considered for opportunities available in the future. Again, I appreciate your time and consideration, and hope to hear from you in the near future. Sincerely,	Yesterday interview	Dear Ms. Beck and Ms. Apollo, It was a sincere pleasure to meet with you yesterday. The information I learned during the interview served to confirm the feelings I have always had about <COMPANY>. Unfortunately I received the disappointing news that <COMPANY> was not pursuing employment possibilities with me further. I feel strongly that <COMPANY> and its products and services have an exciting growth ahead, and I definitely would like to be considered for opportunities available in the future. Again, I appreciate your time and consideration, and hope to hear from you in the near future. Sincerely,	company pursuing employment possibilities feel strongly appreciate time interview served confirm ahead definitely dear ms beck growth apollo meet yesterday information disappointing news
Attached is a summary report of the EWS tactical (revenue driven) and strategic (educational) visits to Enron supported by experience ENRON in third quarter 2001. At experience ENRON, our goal is to support the EWS deal development teams by creating powerful Enron experiences that result in greater favorability and familiarity of Enron while differentiating us from the competition. Our role is to: Reduce time and labor costs associated with planning and execution of customer visits Coordinate BU subject matter experts (SME's) to tell the Enron story, i.e. EOL, trading, etc. Customize agendas aligned with Enron and customer objectives Shorten sales cycles We are here to support your team in reaching your goals. Please call with questions or changes.	EWS Q3 2001 experience ENRON Report	Attached is a summary report of the EWS tactical (revenue driven) and strategic (educational) visits to <COMPANY> supported by experience ENRON in third quarter <NUMBER>. At experience ENRON, our goal is to support the EWS deal development teams by creating powerful <COMPANY> experiences that result in greater favorability and familiarity of <COMPANY> while differentiating us from the competition. Our role is to: Reduce time and labor costs associated with planning and execution of customer visits Coordinate BU subject matter experts (SME's) to tell the <COMPANY> story, i.e. EOL, trading, etc. Customize agendas aligned with <COMPANY> and customer objectives Shorten sales cycles We are here to support your team in reaching your goals. Please call with questions or changes.	labor costs visits coordinate driven strategic educational goals questions changes experience enron time support ews deal attached summary report planning execution customer greater
Sally- I made a mistake in saying that we would have the London report ready for your review today. We are not currently keeping a cash collections report on the London cash receipts to the detail that we are here in Houston and, therefore, have not been able to determine the "cash received" percentages for the month of September. However, Pamela Lebrane of Project Sunrise has said that a report containing the required information will be available and easily accessable as a download from SAP by the end of October. As a backup, the London office has agreed to maintain a side spreadsheet for the month of October which will keep track of all invoices due during the month and the timeliness of cash received. Either way, we will make certain to provide an EGM consolidated report for the month of October. I do apologize for the inconvenience. Attached below is a revised version of our Houston report that we had provided on Friday. I noticed that I had included invoices that were due in August as well. A hard copy will be delivered to your office tomorrow. Regards,	EGM Cash Collections Report	Sally- I made a mistake in saying that we would have the London report ready for your review today. We are not currently keeping a cash collections report on the London cash receipts to the detail that we are here in Houston and, therefore, have not been able to determine the "cash received" percentages for the month of September. However, Pamela Lebrane of Project Sunrise has said that a report containing the required information will be available and easily accessable as a download from SAP by the end of October. As a backup, the London office has agreed to maintain a side spreadsheet for the month of October which will keep track of all invoices due during the month and the timeliness of cash received. Either way, we will make certain to provide an EGM consolidated report for the month of October. I do apologize for the inconvenience. Attached below is a revised version of our Houston report that we had provided on Friday. I noticed that I had included invoices that were due in August as well. A hard copy will be delivered to your office tomorrow. Regards,	london cash receipts percentages report containing required today currently keeping houston sally mistake saying accessable download sap end october provide egm consolidated lebrane project sunrise
After meeting with our ENW OTC this morning, Whalley has requested the following information: Total current IT asset balance before accumulated depreciation (including hardware, software, capitalized development). Total current accumulated depreciation related to the above IT dollars. Planned 2002 IT depreciation expense. Please note, you should only be reflecting dollars for IT assets that are on your respective BU's books. Planned '02 IT depreciation should just reflect depreciation expense from those assets. IT assets on ENW's books will be picked up by ENW Fin Ops. Depreciation recognized on ENW's books and then allocated to other BU's will be reflected as ENW depreciation and should NOT be reflected in any other BU for purposes of this analysis. Whalley would like to see this information tomorrow. Therefore, please let me know if your respective area cannot provide the information to me by noon tomorrow (10/16). I'm at X3-5439 if you have any questions. Thanks,	Whalley Request - IT Asset & Depreciation Analysis	After meeting with our ENW OTC this morning, Whalley has requested the following information: Total current IT asset balance before accumulated depreciation (including hardware, software, capitalized development). Total current accumulated depreciation related to the above IT dollars. Planned <NUMBER> IT depreciation expense. Please note, you should only be reflecting dollars for IT assets that are on your respective BU's books. Planned '<NUMBER> IT depreciation should just reflect depreciation expense from those assets. IT assets on ENW's books will be picked up by ENW Fin Ops. Depreciation recognized on ENW's books and then allocated to other BU's will be reflected as ENW depreciation and should NOT be reflected in any other BU for purposes of this analysis. Whalley would like to see this information tomorrow. Therefore, please let me know if your respective area cannot provide the information to me by noon tomorrow (<NUMBER>/<NUMBER>). I'm at X0-<NUMBER> if you have any questions. Thanks,	know respective area questions x0 number bu books planned including hardware software allocated thanks otc morning whalley depreciation recognized enw
Dear Clients, We would like to announce two changes to your HR Team. Janet de la Paz will be transitioning out of our HR Team tomorrow to her new HR Team in Mergers and Acquisitions as their Sr. Administrative Assistant. Janet has been a key member of our team this past year by helping us with all of the important day to day details needed to serve all of our clients. We ask you to join us in thanking Janet for all of her hard work and dedication this past year and to wish her continued success in her future endeavors. Janet's contributions have been very valuable to us and we will miss working with her. Our newest Team member, Karen Campos, will be joining us tomorrow as our new Sr. Administrative Assistant. Karen has been involved with the Enron International HR Team and joins us with valuable HR support experience to help all of us meet your service needs. We will be bringing Karen by to meet you in the next few weeks and look forward to the new partnerships that she will form with all of our clients. You will be able to reach Karen tomorrow at ext. 66463. Thank you for your continued support.	HR Team Changes	Dear Clients, We would like to announce two changes to your HR Team. Janet de la Paz will be transitioning out of our HR Team tomorrow to her new HR Team in Mergers and Acquisitions as their Sr. Administrative Assistant. Janet has been a key member of our team this past year by helping us with all of the important day to day details needed to serve all of our clients. We ask you to join us in thanking Janet for all of her hard work and dedication this past year and to wish her continued success in her future endeavors. Janet's contributions have been very valuable to us and we will miss working with her. Our newest Team member, Karen Campos, will be joining us tomorrow as our new Sr. Administrative Assistant. Karen has been involved with the <COMPANY> International HR Team and joins us with valuable HR support experience to help all of us meet your service needs. We will be bringing Karen by to meet you in the next few weeks and look forward to the new partnerships that she will form with all of our clients. You will be able to reach Karen tomorrow at ext. <NUMBER>. Thank you for your continued support.	serve clients ask announce changes thank ext number contributions valuable mergers acquisitions year wish continued hr team janet la paz transitioning
Welcome to Enron Center South. As you have probably already noticed, things look a little different here. We wanted to orientate you to your new environment and inform you about the future technology coming on-line in the coming weeks. Occupancy Guidebook To Enron Center South You will find this handy guide on your desk; it contains information concerning the enhanced printer environment, the new easy access keyboards and telephony procedures. NEC Monitors The NEC monitors have an internal anti-glare screen to help reduce eye strain and eliminate the need to install an additional screen cover. Additionally, an integrated speaker has been installed on one monitor for each desk. Turret Users An "Alliance MX turret quick reference guide" has been placed on your desk; this includes important information about the new features such as "Caller ID" and "Voicemail Indication". Increased Information Access There are approximately 65 NEC 50" Plasma screens installed on the 3rd floor. While many of these will be displaying information designed for the specific unit, others will be displaying various television channels. The audio to these television channels can be accessed via any of your telephony equipment. Here's how: Ten audio channels have been set up for access from your either your Avaya telephone, Stentophon, or IPC Turret. The channels have been defined on Page 15 of your Turret. To access the audio from either your Avaya or Stentophon, simply dial the extensions shown in the table below: Channel Avaya Stentophon Weather Channel 12401 801 CNN Headlines News 12402 802 CNN Financial News 12403 803 CNN 12404 804 CNBC 12405 805 MSNBC 12406 806 Financial News Network 12407 807 Bloomberg 12408 808 Fox Sports 12409 809 ESPN1 12410 810 Wireless Telephony You may notice the cellular phone coverage is not consistent across the floor, and some areas have virtually no coverage at all. We are implementing a multi-network "in-building" system to provide consistent high quality service for the campus, keeping you in touch while you are on the move. Wireless LAN The infrastructure to support Wireless LAN technology is in place and is being tested. We will be implementing multi level encryption and security to keep our intellectual property safe from eavesdroppers or hackers. Amtel Replacement As a move to provide a more flexible "Plug n Play" environment and to help with the reduced desk footprint, we have replaced the Amtel message boxes with Microsoft Exchange Instant Messaging. We are testing an additional software product to provide some of the features not available with Exchange Instant Messaging; these include one-touch response keys, external LED display, message logging and printing. This system is being tested within the environment and will be available in the next few weeks. Keeping an Open forum We will keep you informed of the changes and developments as the migration to the building continues, please feel free to respond with any comments, queries or suggestions to mailto:[email protected]	Enron Center South Technology Watch	Welcome to <COMPANY> Center South. As you have probably already noticed, things look a little different here. We wanted to orientate you to your new environment and inform you about the future technology coming on-line in the coming weeks. Occupancy Guidebook To <COMPANY> Center South You will find this handy guide on your desk; it contains information concerning the enhanced printer environment, the new easy access keyboards and telephony procedures. NEC Monitors The NEC monitors have an internal anti-glare screen to help reduce eye strain and eliminate the need to install an additional screen cover. Additionally, an integrated speaker has been installed on one monitor for each desk. Turret Users An "Alliance MX turret quick reference guide" has been placed on your desk; this includes important information about the new features such as "Caller ID" and "Voicemail Indication". Increased Information Access There are approximately <NUMBER> NEC <NUMBER>" Plasma screens installed on the 0rd floor. While many of these will be displaying information designed for the specific unit, others will be displaying various television channels. The audio to these television channels can be accessed via any of your telephony equipment. Here's how: Ten audio channels have been set up for access from your either your Avaya telephone, Stentophon, or IPC Turret. The channels have been defined on Page <NUMBER> of your Turret. To access the audio from either your Avaya or Stentophon, simply dial the extensions shown in the table below: Channel Avaya Stentophon Weather Channel <NUMBER> <NUMBER> CNN Headlines News <NUMBER> <NUMBER> CNN Financial News <NUMBER> <NUMBER> CNN <NUMBER> <NUMBER> CNBC <NUMBER> <NUMBER> MSNBC <NUMBER> <NUMBER> Financial News Network <NUMBER> <NUMBER> Bloomberg <NUMBER> <NUMBER> Fox Sports <NUMBER> <NUMBER> ESPN0 <NUMBER> <NUMBER> Wireless Telephony You may notice the cellular phone coverage is not consistent across the floor, and some areas have virtually no coverage at all. We are implementing a multi-network "in-building" system to provide consistent high quality service for the campus, keeping you in touch while you are on the move. Wireless LAN The infrastructure to support Wireless LAN technology is in place and is being tested. We will be implementing multi level encryption and security to keep our intellectual property safe from eavesdroppers or hackers. Amtel Replacement As a move to provide a more flexible "Plug n Play" environment and to help with the reduced desk footprint, we have replaced the Amtel message boxes with Microsoft Exchange Instant Messaging. We are testing an additional software product to provide some of the features not available with Exchange Instant Messaging; these include one-touch response keys, external LED display, message logging and printing. This system is being tested within the environment and will be available in the next few weeks. Keeping an Open forum We will keep you informed of the changes and developments as the migration to the building continues, please feel free to respond with any comments, queries or suggestions to mailto:<EMAIL>	south look little different monitors nec id voicemail indication coming weeks occupancy play environment help wireless lan technology guidebook company strain eliminate need comments queries
As you may be aware, SAP system response time was slow during earlier this week. As a result, SAP Financials, iBuyit, and iPayit applications were experiencing longer than normal response times on most transactions. The Integrated Solutions Center (ISC) has been working diligently to address the root causes of this issue and has deployed a task force to address the following identified areas: Technical Issues (Infrastructure and Application related) Internal Process Improvements (Both within the ISC and in the User Community) Education of Business Users We have made significant improvements in the last few days and as a result currently running within normal response time. We will continue to provide weekly status updates on our continued progress.	SAP System Response Update	As you may be aware, SAP system response time was slow during earlier this week. As a result, SAP Financials, iBuyit, and iPayit applications were experiencing longer than normal response times on most transactions. The Integrated Solutions Center (ISC) has been working diligently to address the root causes of this issue and has deployed a task force to address the following identified areas: Technical Issues (Infrastructure and Application related) Internal Process Improvements (Both within the ISC and in the User Community) Education of Business Users We have made significant improvements in the last few days and as a result currently running within normal response time. We will continue to provide weekly status updates on our continued progress.	deployed task force address root causes application related internal normal financials solutions slow earlier week sap response time ibuyit ipayit improvements isc user
Sally - We would like to begin tracking & measuring volumes transacted and settled in the retail business - by commodity. Can we discuss how to get our arms around this and when we can begin to see weekly, monthly, quarterly data? Thanks - Dan	Retail Business Commodity Volumes	Sally - We would like to begin tracking & measuring volumes transacted and settled in the retail business - by commodity. Can we discuss how to get our arms around this and when we can begin to see weekly, monthly, quarterly data? Thanks - Dan	retail business commodity sally like begin weekly dan transacted settled data tracking measuring volumes thanks discuss arms
Attached is a draft press release regarding the addition of EnronOnline Real Time Quotes to GlobalView Software's products and services. It mirrors the Reuters release on the same topic. Please make any additions, deletions or corrections and return to me by Monday, October 15 at 2:00 pm. The expected release date remains undetermined, but should be sometime around mid-November. If you have any questions, please call me at ext. 3-9053. Eric	DRAFT PRESS RELEASE: Global View and EnronOnline Real Time Quotes	Attached is a draft press release regarding the addition of <COMPANY>Online Real Time Quotes to GlobalView Software's products and services. It mirrors the Reuters release on the same topic. Please make any additions, deletions or corrections and return to me by Monday, October <NUMBER> at <NUMBER>:<NUMBER> pm. The expected release date remains undetermined, but should be sometime around mid-November. If you have any questions, please call me at ext. <NUMBER>-<NUMBER>. Eric	date remains undetermined services mirrors reuters release regarding addition real time quotes globalview software products eric pm expected mid november
Sally, I know your are very busy and I also know you are always looking for good people. Attached is a copy of a Resume for a person I have worked for in the past. I have forwarded it on to HR also. Thanks,	Resume For A Person I have Known For Over 10 Years	Sally, I know your are very busy and I also know you are always looking for good people. Attached is a copy of a Resume for a person I have worked for in the past. I have forwarded it on to HR also. Thanks,	resume person hr thanks past forwarded copy know looking good busy sally
I want to move forward with scheduling the initial meeting of the Operational Risk Management task force. How does Tuesday, October 16th and the afternoon of Thursday, October 18th look for everyone? Please let me know your schedule for both of these dates. Most of the task force members have been identified, with the exception of those from GRMO and IT. Sally Beck will identify representatives from these two areas. I would also expect that other individuals may be consulted from time to time as additional expertise or resources or required. I intend to schedule a two-hour block of time for this meeting. The agenda will include, at a minimum, the following topics: Definition of Operational Risk for Enron - What's in and What's Out Preliminary Goals for Operational Risk Management (to be refined by the group) Develop Common Language Identify Framework for Monitoring Risk Role of this task force - Strategy Set common objectives for implementation this year and a look forward to 2002 Current Initiatives Communications Plan Open Discussion - Other Ideas from the group - Suggestions re other groups/individuals to include on the task force I am excited about leading this initiative for Enron. We have a unique opportunity to define operational risk measurement for Enron, develop reporting guidelines, and provide qualitative assessments of operational risk, all of which will be considered during the risk capital allocation process. But most importantly, we can identify ways to mitigate Enron's exposure to operational risk. Please call if you would like to discuss any of the above prior to the meeting. Thanks,	Operational Risk Management	I want to move forward with scheduling the initial meeting of the Operational Risk Management task force. How does Tuesday, October 00th and the afternoon of Thursday, October 00th look for everyone? Please let me know your schedule for both of these dates. Most of the task force members have been identified, with the exception of those from GRMO and IT. Sally Beck will identify representatives from these two areas. I would also expect that other individuals may be consulted from time to time as additional expertise or resources or required. I intend to schedule a two-hour block of time for this meeting. The agenda will include, at a minimum, the following topics: Definition of Operational Risk for <COMPANY> - What's in and What's Out Preliminary Goals for Operational Risk Management (to be refined by the group) Develop Common Language Identify Framework for Monitoring Risk Role of this task force - Strategy Set common objectives for implementation this year and a look forward to <NUMBER> Current Initiatives Communications Plan Open Discussion - Other Ideas from the group - Suggestions re other groups/individuals to include on the task force I am excited about leading this initiative for <COMPANY>. We have a unique opportunity to define operational risk measurement for <COMPANY>, develop reporting guidelines, and provide qualitative assessments of operational risk, all of which will be considered during the risk capital allocation process. But most importantly, we can identify ways to mitigate <COMPANY>'s exposure to operational risk. Please call if you would like to discuss any of the above prior to the meeting. Thanks,	areas expect additional expertise resources beck identify include minimum following force does scheduling initial meeting exception grmo sally refined group definition operational risk forward number current