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 Battle your friends for glory in Planters Crunch Time -- the first-ever football game played via e-mail! Featuring graphic, play-by-play action, Planters Crunch Time is fast, fun, and FREE! Kickoff Now!   Remember the NFL Hall of Famer's, Superbowl Champs and your favorite Teams or Players. Save 10%  off NFL Memorabilia @ MVP.com. Enter coupon code HIGH10PC  at checkout to receive this exclusive offer. Ends 10/23/01.  Attention Fantasy Fans!  Subscribe to The Sporting News  now for a low $.99 per issue AND get a FREE Stainless Steel Thermo-Bottle! HURRY!    Brought to you by   Sponsorship Bar You are receiving these e-reports because you have signed up for CBS SportsLine.com Fantasy Football.  To customize, reschedule, or turn off these reports please  click here    Player Updates NFL Reports  [IMAGE]Latest NFL Player News  Corey Bradford , WR GB - Free Agent Updated 10/21/01 Bradford started in place of the injured Bill Schroeder but was ineffective at Minnesota, catching four passes for only 32 yards. Bradford has yet to prove himself as a Fantasy player.  Bubba Franks , TE GB - Free Agent Updated 10/21/01 Franks caught only two passes for nine yards, but one of his receptions was good for a two-yard TD. Franks has caught TD passes in five of six games this year and has become a major sco! ri! ng threat even though he is not very effective outside of the red zone.  Derrick Alexander , WR KC - JWillie Updated 10/21/01 Alexander finally had a big game, posting 99 yards receiving and a touchdown against Arizona. He's been unreliable for the most part, however, but his potential to post numbers this good makes it tough to bench him.   Trent Green , QB KC - Bass/Hull Updated 10/21/01 Green threw for 352 yards and a score in Sunday's 24-16 loss to Arizona. Green has been inconsistent this season, however, and no longer warrants a starting nod every week.   Doug Chapman  , RB MIN - Free Agent Updated 10/21/01 Chapman rushed for 90 yards on 22 carries against the Packers. His numbers were not great, but he was more effective than Michael Bennett has been so far. Chapman may continue to see a good amount of carries if Bennett cannot stay healthy or continues to struggle.  David Boston , WR ARI - Bass/Hull Updated 10/21/01 Boston had a big game against Kansas City, posting seven receptions for 131 yards and a score. He's emerging as one of the best receivers in the league and is worth starting on a weekly basis.   ! Michael Pittman , RB ARI - Matty Updated 10/21/01 Pittman had a great outing on Sunday against Kansas City, posting 137 yards of total offense and a touchdown. Pittman won't post numbers this good with any regularity, but he's still a valuable player to have on your roster.   Jeff Graham , WR SD - Free Agent Updated 10/21/01 Graham came up huge for San Diego on Sunday, catching seven passes for 107 yards and two scores against Denver. He's still not reliable enough to start on a regular basis, but he's certainly worth a roster spot.   LaDainian Tomlinson , RB SD - Hunter Updated 10/21/01 ! Tomlinson was held in check for the first time this season by Denver on Sunday. The rookie tailback rushed for only 58 yards on the day, but he's still one of the top Fantasy players in the league.   Desmond Clark , TE DEN - Free Agent Updated 10/21/01 Clark had a big game on Sunday, catching six passes for 54 yards and a score against San Diego. He's been reliable as far as tight ends go from a Fantasy perspective, so continue to start him on a weekly basis.   Brian Griese , QB DEN - Matty Updated 10/21/01 Griese (shoulder) started Sun! da! y's game against San Diego, but he was ineffective. He posted 212 yards passing, a touchdown and two interceptions in Denver's 27-10 loss.   Peter Warrick , WR CIN - Giggles Updated 10/21/01 Warrick caught eight passes for 84 yards against Chicago. But the potentially explosive wideout is hurting his owners, because he does not find the end zone often.   Corey Dillon , RB CIN - Frank Updated 10/21/01 The Bears held Dillon to just 30 yards on 16 carries. Expect the veteran runner to bounce back from such a quiet performance very quickly.  David Terrell , WR CHI - Free Agent Updated 10/21/01 Terrell caught seven passes for 91 yards against Cincinnati. With Marcus Robinson injured, Terrell should assume a more prominent role in the Chicago passing game.  Anthony Thomas , RB CHI - Martin Updated 10/21/01 Thomas rushed for 188 yards and a TD against Cincinnati, clearly establishing himself as Chicago's top RB. Expect him to be the Bears' featured back for the rest of the year.  Frank Wycheck , TE TEN - Matty Updated 10/21/01 Wycheck caught seven passes for 100 yards and a TD at Detroit! . ! Despite some quiet outings until this week, he remains a top-notch Fantasy TE, especially with the Titans lacking in talent at wide receiver.   Charlie Batch , QB DET - Free Agent Updated 10/21/01 Batch threw for 338 yards, three TDs and was intercepted once in a loss to Tennessee. Batch has stacked up good numbers in two consecutive weeks, but he remains a Fantasy risk because of his history of inconsistency.  Steve McNair , QB TEN - Martin Updated 10/21/01 McNair threw for 216 yards, a TD and was intercepted twice at Detroit. He completed only 15 of 35 attempts, and many of his throws were inaccurate, possibly indicating he still might be bothered by shoulder problems.!  Eddie George , RB TEN - Tori Updated 10/21/01 George was held to 51 yards on 26 carries by Detroit. The lack of a reliable passing game in Tennessee has certainly hindered his production this year.   Shawn Jefferson , WR ATL - Free Agent Updated 10/21/01 Jefferson caught three passes for 67 yards and a TD against the Saints. The speedy wideout has a long history of inconsistency, so don't expect good numbers from him every week.  Alge Crumpler , TE ATL - Free Agent Updated 10/21/01 Crumpler caught five passes for 78 yards and a TD against New Orleans. Expect good totals from the big, quick tight end for the remainder of the year.  Albert Connell , WR NO - Free Agent Updated 10/21/01 Connell caught only one pass for five yards against Atlanta. It is definitely time to give up on the disappointing wideout.  Willie Jackson , WR NO - Martin Updated 10/21/01 Jackson finished with only 46 receiving yards on five catches against the Falcons. Mediocre numbers against the low-quality Atlanta defense indicate Jackson is not ca! pa! ble of providing owners with regularly good numbers.  Hines Ward , WR PIT - Tori Updated 10/21/01 Ward was limited to 44 yards on three catches by Tampa Bay. Ward is still making important receptions for the Steelers, but his Fantasy appeal is limited because of Pittsburgh's inability to consistently score in the air.  Warrick Dunn , RB TB - Martin Updated 10/21/01 Dunn played despite a foot injury that had bothered him during the week, but he was limited to 31 yards on 13 carries by a physical Pittsburgh defense.  Anthony Becht , TE NYJ - Free Agent Updated 10/21/01 Becht had a huge game against St. Louis, posting five catches for 35 yards and two scores. He's been inconsistent this season, however, but his potential to post good numbers makes him worth starting at a position lacking quality players.   Keyshawn Johnson , WR TB - Giggles Updated 10/21/01 Johnson caught 10 passes for 159 yards against Pittsburgh. He has developed a good on-field relationship with QB Brad Johnson. The veteran wideout should continue to post high-quality numbers on a regular basis.  Jerome Bettis , RB PIT - Giggles Updated 10/21/01 Bettis rushed for 143 yards and a TD on 17 carries against Tampa Bay. He also threw a 32-yard TD pass. His fine outing proves Bettis can compile good numbers against any defense.  Trung Canidate , RB STL - Giggles Updated 10/21/01 Canidate had a huge game against the New York Jets, posting 232 yards of total offense and two scores. His role as the Rams' featured back may be short-lived, however, depending on the health of stud back Marshall Faulk.   Rod Gardner , WR WAS - Free Agent Updated 10/21/01 Gardner had a huge game on Sunday, p! os! ting six catches for 208 yards and a score against Carolina. He seems to have overtaken Michael Westbrook as the No. 1 receiving target in Washington, and is worth a roster spot from a Fantasy perspective.   More Updates  View Transactions  [IMAGE]View  [IMAGE]  Transactions Date Time Player Team Transaction Effective Cost!  10/19/01 8:42 AM Carney, John Russell Signed Week 6 $2.5  Breakdown Schedule  [IMAGE]Breakdown  [IMAGE]   Neal/McKay Player Pos Points Manning, Peyton  QB 21.0 Anderson, Mike  RB 5.0 Dayne, Ron  RB 0.0 Hakim, Az-Zahir  WR 10.0 Rice, Jerry  WR 0.0 Jones, Freddie  TE 5.0 Stover, Matt  K 6.0 Broncos  DT 7.0   [IMAGE] TOTAL   54.0   [IMAGE] Smith, Lamar  RB 0.0 Testaverde, Vinny  QB 5.0 Barber, Tiki  RB 0.0 Bryson, Shawn  RB 0.0 McCardell, Keenan  WR 3.0 Richardson, Tony  RB 2.0   [IMAGE] at Matty Player Pos Points Brooks, Aaron  QB 15.0 Faulk, Marshall  RB 0.0 Pittman, Michael  RB 19.0 Glenn, Terry  WR 0.0 Horn, Joe  WR 7.0 Smith, Rod  WR 8.0 Janikowski, Sebastian  K 0.0 Giants  DT 0.0   [IMAGE] TOTAL   49.0   [IMAGE] Griese, Brian  QB 10.0 Gadsden, Oronde  WR 0.0 Bennett, Michael  RB 0.0 Johnson, Brad  QB 17.0 Stokes, J.J.  WR 0.0 Wycheck, Frank  TE 17.0   [IMAGE]  Copyright 2001 Commissioner.COM Inc and SportsLine.com Inc. Your site can be reached from http://fantasy.sportsline.com   FB10SP


Tana:
Will the swap group be having dinner the Wednesday night before the legal
conference?  Should someone (like you!) be looking into this?

Carol St. Clair
EB 3889
713-853-3989 (Phone)
713-646-3393 (Fax)
carol.st.clair@enron.com


This is a follow-up to my e-mail sent June 23rd. We are gearing up to release
the above referenced Product.

Matt - I need a Sigma Factor please; there will be one Product Type for each
of the 'flexible' scenario's (i) not less than three day, not less than 5
day, not less than 10 day:

Country: USA
Commodity: US Nat Gas
UoM:  MMBtu
Product Type: Physical Index (Flexible)

We are close to a final draft f the Product Description that will hit the
website. The laymans description of the Product is as follows:

Buyer and Seller exchange gas during the month of June 2000.

Seller receives 10,000 MMBtu per day (or 300,000 total MMBtu) at TCO Pool
Index.

Buyer has the right to notify Seller of when Buyer wants to take delivery
during the month of June, and may take delivery in one of three forms: not
less than 3-day delivery, not less than 5-day delivery, or not less than
10-day delivery (depending on Product Type). The gas nominated for each such
day would be between Zero and not greater than the percentage of the total
300,000 MMBtu based on the number of days of 'flexibility' (i.e.; Buyer
chooses 5 days for nomination, Seller would deliver not more than 20% of the
300,000 MMBtu on each of those 5 days for a total nom of 100%). Buyer pays
TCO Pool Index PLUS a premium.

While the product Description on the website accounts for both the month-long
delivery to the Seller and the 'flexibility' of the Buyer, the product should
be entered into the downstream processes, settled and confirmed as two
different products. This is necessary in order to give us the protection
against non-performance that the GTC's and master contracts support.

Please feel free to forward this e-mail to anyone I may have missed.

Dale


Steve,

I contacted Jane's ex-husband, Doug Smith, and he sent me an e-mail message
from Jane containing her e-mail address and phone numbers.

Entergy e:mail:     Jane.Wilson@entergy.co.uk
Work number:        4420-7337-8327
Mobile:             44-7730-803-030

He said that in about two weeks, Jane will be here in Houston to attend
several training classes.

Doug also asked me to pass along a message to you, and I said that I would.
He lost his job in the recent layoffs at Compaq, and he wants to know if
Enron could use his talents.  He has an MBA from Harvard.  In the first two
months that he worked for Compaq, he identified $10 million in savings to the
company, and before he left, identified another $70 million in savings.  His
home telephone number is 281-345-4903, and his e-mail address is
djs400@cs.com .

Thank you,
Rubena

---------------------- Forwarded by Rubena Buerger/ENRON_DEVELOPMENT on
07/10/2001 04:09 PM ---------------------------

"DOUG SMITH" <DJS50@HOUSTON.RR.COM> on 07/10/2001 03:16:32 PM
Please respond to <DJS50@HOUSTON.RR.COM>
To: <rubena.buerger@enron.com>
Subject: FW: New Contact Information

-----Original Message-----
From: Jane.Wilson@enron.com [mailto:Jane.Wilson@enron.com]
Sent: Tuesday, July 10, 2001 8:35 PM
To: meta@pop3.ptt.yu; lainie_cline@hotmail.com; susan.w.colchin@jci.com;
bsdusa@hotmail.com; mdahlke1@excite.com; mbe1733@insync.net;
J3NG@aol.com; agelotti@hotmail.com; pgelotti@hotmail.com;
carol.gross@agedwards.com; rhhoch@webtv.com;
sherrie.rutherford@fuse.net; rocsbmot@del6.vsnl.net.in;
mpcl@bom5.vsnl.net.in; mjannas@entergy.com; amit@jsalaw.com;
sara_jr99@yahoo.com; rleconey@ix.netcom.com; vmkengage@hotmail.com;
robertomaz@aol.com; Annabel_McGregor@hotmail.com; ewmead@juno.com;
dredre362@yahoo.com; davidmerrill43@hotmail.com; Larry.Morse@enron.com;
mko@hnra.com; maryhelenphillips@usa.net; srutherford@cinergy.com;
bschmolt@juno.com; junglman@africaonline.co.zw; drewis62@hotmail.com;
djs50@houston.rr.com; ergind@vsnl.com; tspaight@ASSETTRUST.com;
btrevin@entergy.com; robert.valente@hill-assoc.com;
John.Wilson@disney.com; HOMEMGT@aol.com; aninek@suddath-intl.com
Subject: New Contact Information

Please take note of the following new contact information in the UK:

Entergy e:mail:     Jane.Wilson@entergy.co.uk
Work number:        4420-7337-8327
Mobile:             44-7730-803-030


Attached is the most recent press release, as of last night.  We held off circulating because we anticipated an updated draft but have not yet received one so wanted you to have an opportunity to review what we have.  Please let me or Mark Palmer know if you have any comments.

Thank you.
Karen
x39757


<meta http-equiv="Content-Language" content="en-us">
<meta http-equiv="Content-Type" content="text/html; charset=windows-1252">
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<meta name="ProgId" content="FrontPage.Editor.Document">
<title>Technical Analysis Class</title>

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            or call at (505) 237-1600


Agustin Perez is wanting to send out a confirmation for YD9296.1 (currently booked to the old name Petrotemex, S.A. de C.V.) by this afternoon, if at all possible.

Do we have enough "lead time" to get this out today?

Thanks,
Gordon


I will be leaving the office at 3:00 today.

Debra Perlingiere
Enron North America Corp.
Legal Department
1400 Smith Street, EB 3885
Houston, Texas 77002
dperlin@enron.com
Phone 713-853-7658
Fax  713-646-3490


&nbspIf you can not see the links or images  in this email, click  here  and sign in to select to receive future emails &nbspin text format only. http://www.delta.com/emailprograms/
 Special Offers Special Offers
 [IMAGE] [IMAGE] [IMAGE] [IMAGE] [IMAGE] [IMAGE] [IMAGE] [IMAGE] [IMAGE] [IMAGE] [IMAGE] [IMAGE] In this email Your Special Offer  Terms and Conditions     @delta.com [IMAGE]  Manage  E-mail Programs  SkyMiles  Balance  Make  Other Flight Plans  Subscribe/Unsubscribe  [IMAGE] [IMAGE] [IMAGE] [IMAGE] [IMAGE] Special Offers from delta.com  Dear Mr Farmer, Everyone has a reason to see somebody. That's the reason Delta flies.  With our More Miles  offer, your next trip is closer than you think. Here's how to earn thousands of bonus miles when you use Delta's SkyMiles partners. Hurry, this bonus offer is only available for a limited time. See details below .   [IMAGE] [IMAGE]         [IMAGE]
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   [IMAGE] [IMAGE]  [IMAGE]Special Offer[IMAGE]  [IMAGE] [IMAGE] [IMAGE] [IMAGE]   [IMAGE]      [IMAGE] Earn up to 3,000 bonus miles plus the miles you earn from each partner. Here's how it works - just choose participating SkyMiles partners often, in any combination, and your next award trip could be closer than you think. For every 3 times you use a Partner or Partners between November 15, 2001 and  February 15, 2002, you'll receive 1,000 bonus miles* in addition to the partner miles you normally earn.  This winter, our SkyMiles partners are offering great savings on hotels and flowers, as well as special offers for using MCI long distance or new cellular service with Nextel. Earn your bonus miles by simply dining at a SkyMiles Dining affiliated restaurant, opening a new Delta SkyMiles
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FYI re:  offer revocation.  Michelle

 -----Original Message-----
From: 	Palmer, Lizzette
Sent:	Tuesday, November 27, 2001 12:17 PM
To:	Oxley, David
Cc:	Cash, Michelle
Subject:	Revocation Waivers

I would appreciate your help in communicating to the HR community that signed waivers related to the revocation of job offers are to be placed in two locations:  (1) original to the vault; and (2) a copy to the application file kept by HR regarding the individual.

Thanks,
--Lizzette


You're a star.  I'll let you know.

Best,
Jeff

	Karen Denne
	01/23/2001 08:51 PM

		 To: Jeff Dasovich/NA/Enron@Enron
		 cc:
		 Subject: Re: Edison's Filing in District Court in L.A.

Jeff -- If the lawyers can't, I'm sure we can ask Marathon to get the
filing.  Let me know.  kd


Cheryl,

Please refer to my e-mail titled "Re: Cantor Fitzgerald & Co. executing
broker agreement" sent on 10-May-01 and remove me from these distributions.

Thanks and regards,
John

10/05/2001 23:46
Cheryl Nelson@ENRON
Cheryl Nelson@ENRON
Cheryl Nelson@ENRON
10/05/2001 23:46
10/05/2001 23:46
Sent by: Cheryl Nelson@ENRON
To: John Greene/LON/ECT@ECT, Gary Hickerson/HOU/ECT@ECT, David J
Vitrella/Enron@EnronXGate, Sheila Glover/HOU/ECT@ECT, Theresa T
Brogan/HOU/ECT@ECT, Aneela Charania/HOU/ECT@ECT, Sara Shackleton/HOU/ECT@ECT,
Mark Taylor/HOU/ECT@ECT, Stephanie Panus/NA/Enron@Enron, Paul
Pizzolato/Enron@EnronXGate
cc:

Subject: Updated Brokerage & Related Agreement List

Here is the attachment.
Cheryl Nelson
Senior Counsel
EB3816
(713) 345-4693
http://gss.enron.com/
----- Forwarded by Cheryl Nelson/NA/Enron on 05/10/2001 05:41 PM -----

	Cheryl Nelson
	Sent by: Cheryl Nelson
	05/10/2001 05:33 PM

		 To: John Greene/LON/ECT@ECT, Gary Hickerson/HOU/ECT@ECT, David J
Vitrella/Enron@EnronXGate, Sheila Glover/HOU/ECT@ECT, Theresa T
Brogan/HOU/ECT@ECT, Aneela Charania/HOU/ECT@ECT, Sara Shackleton/HOU/ECT@ECT,
Mark Taylor/HOU/ECT@ECT, Stephanie Panus/NA/Enron@Enron, Paul
Pizzolato/Enron@EnronXGate
		 cc:
		 Subject: Updated Brokerage & Related Agreement List

Attached is the most recent update on the status of brokerage/related
agreements you have requested.   Most agreements have been fully executed
including most recently, ITG-Europe

Reminder: I will be out of the office tomorrow and Monday.  If you have
questions in my absence about any agreements on this list, please contact
Stephanie Panus at 5-4239.

Cheryl Nelson
Senior Counsel
EB3816
(713) 345-4693
http://gss.enron.com/


Robert, it has been a pleasure to work with you and each of the Enron
representatives.  We have been impressed with the organization and its
people.  David

-----Original Message-----
From: Eickenroht, Robert [mailto:Robert.Eickenroht@enron.com]
Sent: Friday, October 19, 2001 2:14 PM
To: joseph.cialone@bakerbotts.com; david.burns@bakerbotts.com;
elizabeth.guffy@bakerbotts.com; james.maloney@bakerbotts.com;
d.bristow@bakerbotts.com
Cc: Derrick Jr., James; Muller, Mark S.
Subject: NewPower

The B&B Working Group:

Thank you for your help in closing the NewPower collateral substitution
and for your advice along the way.  I know it was trying on all of us,
and I appreciate your professionalism, hard work, sacrifice and
patience.  You all did a great job and please thank the other B&B team
members who supported us!

Hopefully we will have a reprieve before any more crises.

Thanks again and have a great weekend!
Robert

**********************************************************************
This e-mail is the property of Enron Corp. and/or its relevant affiliate and
may contain confidential and privileged material for the sole use of the
intended recipient (s). Any review, use, distribution or disclosure by
others is strictly prohibited. If you are not the intended recipient (or
authorized to receive for the recipient), please contact the sender or reply
to Enron Corp. at enron.messaging.administration@enron.com and delete all
copies of the message. This e-mail (and any attachments hereto) are not
intended to be an offer (or an acceptance) and do not create or evidence a
binding and enforceable contract between Enron Corp. (or any of its
affiliates) and the intended recipient or any other party, and may not be
relied on by anyone as the basis of a contract by estoppel or otherwise.
Thank you.
**********************************************************************


I will be out of the office until Thursday November 22nd and will respond to your message on my return.  If your matter is urgent however please contact Rachel Jones on 020 7783 5124.


Luca Kaufman, who else?  (What did you say the price was?  The fact that it only goes to end of '02 is at least somewhat encouraging.)

You know, I'm starting to feel like tom hanks in "you've got mail."  guess that makes you meg ryan.

 -----Original Message-----
From: 	Kaufman, Paul
Sent:	Thursday, October 11, 2001 5:04 PM
To:	Dasovich, Jeff
Subject:	RE:

We need a big pot for the spaghetti and meatballs.  (I wonder who will end up sleeping with the fishes).

 -----Original Message-----
From: 	Dasovich, Jeff
Sent:	Thursday, October 11, 2001 3:02 PM
To:	Kaufman, Paul
Subject:	RE:

Oh, joy.  Get out the mattresses.

 -----Original Message-----
From: 	Kaufman, Paul
Sent:	Thursday, October 11, 2001 5:02 PM
To:	Dasovich, Jeff
Subject:	RE:

Yes.  We hold a very big position with NPC that rolls off at the end of '02.

 -----Original Message-----
From: 	Dasovich, Jeff
Sent:	Thursday, October 11, 2001 3:01 PM
To:	Kaufman, Paul
Subject:	RE:

We have any contract in the cross (short?) hairs?

 -----Original Message-----
From: 	Kaufman, Paul
Sent:	Thursday, October 11, 2001 5:00 PM
To:	Dasovich, Jeff
Subject:	RE:

a.o.k.  Everything's fine.  Thanks for catching me up on the actions of those commies over in Nevada.  For a Republican stronghold, they act suspiciously like Democrats.

 -----Original Message-----
From: 	Dasovich, Jeff
Sent:	Thursday, October 11, 2001 2:45 PM
To:	Kaufman, Paul
Subject:

On a more serious note (notes).  Sue's out sick today (caught something in Houston, it seems). And seriously, I hope the meeting went well.


Talked to Dave.  In a nut shell, here are the problem areas in the bill as he
sees it.  It was a very brief conversation, but I think I've captured the key
points:
Based on an expectation that the "expedited siting" bill would help site
plants, Dave's group had six plants on the drawing board.

The 5 ppm requirement kills 4 of the 6, i.e., the 4 can't meet the 5 ppm
requirement.
The requirement that the plants would either be 1) shut down after 3 years or
2) replaced with a combined-cycle plant kills the other 2 because a) shutting
down the plants in 3 years kills the economics, and b) the sites for the two
LM-6000s can't accomodate combined cylces (i.e., Dave couldn't get siting).
In addition,the generator would be required to sign an exclusive with the ISO
(which the EOB would have to approve), which takes away the optionality of
going to the market, thus killing the economics.
On the labor side, it's complicated, but in essence, by requiring that "...it
be shown that the applicant has a contract with a general contractor and has
contracted for an adequate supply of skilled labor to construct, operate, and
maintain the plant,"
it forces Dave to negotiate a labor deal before he knows what the project is
(i.e, before the project has been approved), and,
it effectively prevents Enron from having the option to use internal
resources (this issue is very specific to Enron; I can explain more if folks
prefer).

In short, bullets 1-3 would seem to affect both Enron and the market, while
the last bullet is, according to Dave, very Enron specific.  Point 2 in
bullet 4, according to Dave is sensitive and should not be made public.

If any questions, let me know.  Bruno has emailed the price cap and the
"general-funds-to-help-finance-the-cap" bills, and faxed the siting bill.

Best,
Jeff


Hi Dana,

Brian Dawson had the 2 I was looking for so I got them from him.  Thanks for trying to track them down for me.

Marnie

	  From:  Dana Davis @ ECT                           01/31/2001 09:43 AM

To:	Hope Vargas/HOU/ECT@ECT, Pam Becton/HOU/ECT@ECT, Marnie Lamb/NA/Enron@Enron, Michael S Galvan/HOU/ECT@ECT, Nicole Mendez/HOU/ECT@ECT
cc:

Subject:	E-Schedules

---------------------- Forwarded by Dana Davis/HOU/ECT on 01/31/2001 09:42 AM ---------------------------

	Enron North America Corp.  From:  Dana Davis                           01/31/2001 09:37 AM

To:	Brian Schwertner/NA/Enron@Enron, Rosalyn Lum/Corp/Enron@Enron, Lisa Best/Corp/Enron@Enron, Lisa King/HOU/ECT@ECT, Kristi Fredericks/NA/Enron@ENRON, Laynie East/HOU/ECT@ECT, Susan Rance/NA/Enron@Enron, Stacy Hardy/Corp/Enron@ENRON, Brian K Dawson/NA/Enron@ENRON, Dana Davis/HOU/ECT@ECT, Tammy Barta/HOU/ECT@ECT, Rufino Doroteo/HOU/ECT@ECT, Brad Carey/NA/Enron@Enron, Stephen Wolfe/HOU/ECT@ECT
cc:
Subject:	E-Schedules

Who has the E-schedules for co. 1n2 and 272?  Marnie is looking for them and the aren't in the file cabinet.  Call me and I'll take them to her.

Thanks.

Dana


Well, we are supposed to have a game tonight at 7:30 - with the weather,
though, I don't know where that stands.
Assuming the weather clears up, please let me know whether or not you will
make it tonight.


Tana:  You offered to send the TXU agreement for multiple confirms.  Thanks.
Sara


---------------------- Forwarded by Andrea Ring/HOU/ECT on 10/17/2000 03:57
PM ---------------------------

	From:  Jared Kaiser                           10/17/2000 03:10 PM

To: John Craig Taylor/HOU/ECT@ECT, Andrea Ring/HOU/ECT@ECT, Susan W
Pereira/HOU/ECT@ECT
cc:
Subject: Fw: cat clip............

---------------------- Forwarded by Jared Kaiser/HOU/ECT on 10/17/2000 03:10
PM ---------------------------

"David Kaiser" <davidk@spawglass.com> on 10/17/2000 08:21:23 AM
To: "Jared @ Enron" <jkaiser@enron.com>
cc:
Subject: Fw: cat clip............

----- Original Message -----
From: Heidi Jo Warnick <hwarnick@spawglass.com>
To: David Kaiser <Davidk@spawglass.com>
Sent: Friday, October 13, 2000 2:28 PM
Subject: cat clip............

> Just  a thought to cheer you up after hauling around all those plans.
>
> Heidi Jo Warnick
> Estimating Secretary
> SpawGlass Contractors, Inc.
>

 - SCCat.MPG


That's great. Should mean we are set to sign final docs. Is that your
understanding? Per

Susan Flynn
06/01/2000 10:55 AM
To: Per Sekse/NY/ECT@ECT, Rod Nelson/HOU/ECT@ECT
cc: Sara Shackleton/HOU/ECT@ECT
Subject: Re: ISDA with The Ospraie Portfolio Ltd.

Please see message below.

----- Forwarded by Susan Flynn/HOU/ECT on 06/01/2000 09:55 AM -----

	"Daniel A Harris" <dharris@shearman.com>
	06/01/2000 09:36 AM

		 To: Susan.Flynn@enron.com
		 cc:
		 Subject: Re: ISDA with The Ospraie Portfolio Ltd.

Susan:

Tudor are prepared to not list Treasuries as Eligible Collateral - so the
issue
goes away I think.

Thanks.

Susan.Flynn@enron.com on 01/06/2000 15:25:41

To:   Daniel A Harris/LN/EU/ShS@ShSDOMAIN
cc:   Sara.Shackleton@enron.com

Subject:  Re: ISDA with The Ospraie Portfolio Ltd.

Daniel  - We have not sent you a revised draft of the ISDA as our trader is
speaking with your client's trader re: the issue of treasuries.  Our Credit
Department thinks that if your client can use treasuries, we should be able
to use LCs.   Our trader is waiting to hear back from your client's
trader.

                    "Daniel A
                    Harris"              To:     "Susan Flynn"
<Susan.Flynn@enron.com>
                    <dharris@shea        cc:
                    rman.com>            Subject:     Re: ISDA with The
Ospraie
Portfolio Ltd.

                    05/31/2000
                    10:41 AM

Susan:

On the open issues:

(1) Eligible Collateral - Tudor will agree to Cash as the only form of
Eligible
Collateral.

(2) Loss v Market Quotation - Tudor will agree to Loss for those trades
that
still have 2+  years to run on the date of early termination.

(3) Jurisdiction - Tudor will not agree to "any court". Tudor will agree to
NON-exclusive jurisdiction of the NY Courts though.

I look forward to receiving revised drafts.

Kind regards.

Daniel Harris


????
---------------------- Forwarded by David W Delainey/HOU/ECT on 09/15/2000
05:07 PM ---------------------------

Jeff Donahue
09/01/2000 06:06 PM
To: David W Delainey/HOU/ECT@ECT
cc:
Subject:

Dave:

Attached is a draft of the responsibility and timing for all the assets in
the portfolio.  I was in meetings today and was not able to sit down with
Dick but will do so on Tuesday to move the majority, all except Heartland,
from '01 to '00.

Expect a revised version no later than Wednesday.

Jeff


-----Original Message-----
From: 	Buehler, Craig
Sent:	Wednesday, October 24, 2001 1:01 PM
To:	Lohman, TK; Ward, Linda; Minter, Tracy; McEvoy, Christine
Subject:	 Texas Monthly November 2001: How Enron Blew It

How Enron Blew It
Less than a year ago, the Houston-based energy behemoth had everything: money, power, glitz, smarts, new ideas, and a CEO who wanted to make it the most important company in the world. Now its stock is down, wall street is bearish, and the CEO is gone. What went wrong?
by Mimi Swartz </mag/issues/authors/mimiswartz.php>
THE ENRON SKYSCRAPER NEAR THE SOUTH END OF HOUSTON'S DOWNTOWN feels like the international headquarters of the best and the brightest. The lobby in no way resembles the hushed, understated entryways of the old-fashioned oil companies, like Shell and Texaco nearby. Enron, in contrast, throbs with modernity. The people hustling in and out of the elevators are black, white, brown; Asian, Middle Eastern, European, African, as well as American-born. They are young, mostly under 35, and dressed in the aggressively casual uniform of the tech industry-the guys wear khakis, polo shirts, and Banana Republic button-downs. Almost preposterously fit, they move through the building intently, like winners. Enron is nothing if not energetic: A Big Brother-size TV screen frantically reports on the stock market near a bank of elevators, while another hefty black television relaying the same news greets people entering from the garage. A sculpture of the corporate symbol, an E tipped at a jaunty angle, radiates colors as it spins frenetically on its axis; a Starbucks concession on the ground floor keeps everyone properly caffeinated. Multicolored, inspirational flags hang from the ceiling, congratulating Enron on its diversity and its values; one more giant banner between elevator banks declares Enron's simple if grandiose goal: "From the World's Leading Energy Company to . . . The World's Leading Company!"
For a while, that future seemed guaranteed, as Enron transformed itself from a stodgy, troubled pipeline company in 1985 to a trading colossus in 2000. It was a Wall Street darling, with a stock price that increased 1,700 percent in that sixteen-year period, with revenues that increased from $40 billion to $100 billion. "The very mention of the company in energy circles throughout the world creates reactions ranging from paralyzing fear to envy," notes a 2001 report from Global Change Associates, a firm that provides market intelligence to the energy business.
This Enron was largely the creation of Jeff Skilling, a visionary determined to transform American business. Hired sixteen years ago as a consultant by then-CEO Ken Lay, Skilling helped build a company that disdained the old formula of finding energy in the ground, hauling it in pipelines, and then selling it to refineries and other customers. Instead, it evolved into a company that could trade and market energy in all its forms, from natural gas to electricity, from wind to water. If you had a risky drilling venture, Enron would fund it for a piece of the action. If you wanted your megacorporation's energy needs analyzed and streamlined, Enron could do the job. If you were a Third World country with a pitiful infrastructure and burgeoning power needs, Enron was there to build and build. Basically, if an idea was new and potentially-and fantastically-lucrative, Enron wanted the first crack. And with each success, Enron became ever more certain of its destiny. The company would be the bridge between the old economy and the high-tech world, and in February of this year, Skilling reaped his reward when he succeeded Lay as chief executive officer. Enron, says Skilling, "was a great marriage of the risk-taking mentality of the oil patch with the risk-taking mentality of the financial markets."
The Enron story reflects the culture that drove American business at the end of the twentieth century. Like the high-tech companies it emulated, Enron was going to reinvent the American business model and, in turn, the American economy. Maybe it was natural that this Brave New World also produced a culture that was based on absolutes: not just the old versus the new, but the best versus the mediocre, the risk takers versus the complacent-those who could see the future versus those who could not. The key was investing in the right kind of intellectual capital. With the best and the brightest, a company couldn't possibly go wrong.
Or could it? Today Enron's stock trades at around $35, down from a high of $80 in January. The press cast Enron as the archvillain of California's energy crisis last spring, and Skilling caught a blueberry pie in the face for his relentless defense of the free market. A long-troubled power plant project in India threatened the company's global ambitions. Telecommunications, in which Enron was heavily invested, imploded. Wall Street analysts who once touted the company questioned its accounting practices. Some of the change in Enron's fortunes can be attributed to the economic downturn in uncertain times that has afflicted all of American business. But the culture that the company created and lived by cannot escape blame.
ENRON, JEFF SKILLING SAYS, HAD "a totally different way of thinking about business-we got it." At Enron, in fact, you either "got it" or you were gone-it was as simple as black and white. It is not coincidental, then, that the color scheme of Skilling's River Oaks mansion mirrors the corporation he once headed. Here, the living room's white walls shimmer against the mahogany floors. Black leather trims the edge of snowy carpets. Billowy sofas set off the jet-black baby grand. In the entry, white orchids cascade from a black vase on a black pedestal table that in turn pools onto cold, white marble. There is only one off-color note: After almost twenty years, Jeff Skilling is no longer associated with Enron, having resigned abruptly after just six months as CEO. Once, Skilling was hailed as the next Jack Welch (General Electric's masterful CEO), as one of Worth magazine's best CEO's in America (anointed in 2001), and even as a daredevil who hosted the kind of unchained adventure junkets in which, a friend told BusinessWeek, "someone could actually get killed." Today, he sounds more like Ebenezer Scrooge on Christmas morning. "I had no idea what I'd let go of," Skilling says of all the personal sacrifices he made while retooling Enron.
From a black chair in the white library, across from a huge black and white photograph of his daughter and two sons, Skilling clarifies. The demands of working 24-7 for Enron caused him to ignore his personal finances. Divorced, he lived in a 2,200-square-foot house without a microwave or a dishwasher. He almost missed his brother's wedding. "Learning a foreign language-I never learned a foreign language!" he exclaims. He never once took his youngest son to school. "I'm interested in the kids. You don't do kids in fifteen-minute scheduling." Travel: "You can't go to Africa for a week and get anything out of it!" Skilling includes the study of architecture and design on his list of missed opportunities, then he stops and sighs. "I'm not sure that fulfillment in life is compatible with a CEO's job," he says, finally. Then his eyes lock on mine, and his voice, which had softened, regains its pragmatic edge. "It would have been easy to stay," he says. "But that would not have been good for me."
He's a smallish, ruddy-faced man who keeps himself at fighting weight, handsome in the way of corporate titans, with piercing cheekbones and that assiduously stolid gaze. But the impatience Skilling once reserved for cautious underlings and dull-witted utility company executives is now targeted at reporters who have labeled his resignation "bizarre" and associates who are bitterly skeptical of his need for family time. His shrug stretches the limits of his shimmering blue button-down, and his matching blue eyes look put upon. "I'm surprised," he says, "that people have so much trouble understanding this."
PEOPLE WHO PASSED THROUGH DOWNTOWN HOUSTON in the late eighties or early nineties couldn't help but notice a funny and, for its time, novel scene unfolding throughout the workday at the base of the Enron Building. From nine to five and before and after, you could see people slipping out of the pristine silver skyscraper to smoke. They perched on the chrome banisters or lurked near the glass doors at the entry, puffing like mad. They always looked hurried and furtive, even ashamed. Whatever people knew about Enron in those days (and most people didn't know much), it was often associated with that scene: Enron boasted one of the first nonsmoking corporate headquarters in Houston, and there couldn't have been clearer evidence of its break with the energy world of the past. What macho engineer would have put up with such humiliation?
But this company was a child of another time, that period in the mid-eighties when chaos enveloped the gas business. Federal deregulation of natural gas turned a steady, secure industry, in which gas pipeline companies frequently enjoyed a monopoly in portions of the areas that they served, into a volatile free-for-all. The situation was compounded five years later by federal deregulation of the pipeline business. So it happened that a gentlemanly gas pipeline company, Houston Natural Gas (HNG) found itself under attack from Coastal Corporation, Oscar Wyatt's less than gentlemanly firm. HNG was then run by Lay, a sturdy, taciturn former economics professor and Transco chief operating officer who had a passion for military strategy. (His doctoral thesis at the University of Houston was on supply and demand in the Vietnam War.) Lay, who was from Missouri and never succumbed-at least outwardly-to Texas brashness, had done well enough: Thanks to canny expansions, HNG's pipelines stretched from Florida to California and throughout the state of Texas.
HNG fended off Coastal, but to protect the company from other takeover attempts, Lay nimbly engineered the sale of HNG in 1985 to a friendly Nebraska pipeline concern called InterNorth, one of the largest pipeline companies in the country at the time. Then, a funny thing happened: HNG started acting in a way that would characterize the company for years to come-a lot like Coastal. What the Nebraskans blithely labeled "the purchase" was being called "the merger" back in Houston, and before long, following some particularly brutal politicking between Omaha and Houston, the company's center of gravity started shifting toward Texas, and shortly after that, Ken Lay was running a new company called Enron. "Over time it became clear that Lay had a better vision of the future," says one person associated with Enron at that time. "He never fought change. He embraced change."
Lay had won, but what exactly did that mean? Enron was saddled with massive debt from the takeover attempt, and thanks to deregulation, no longer had exclusive use of its pipelines. Without new ideas-for that matter, a whole new business plan-the company could be finished before it really even got started.
LIKE MANY PEOPLE WHO TEAMED UP WITH ENRON IN THE EIGHTIES, Jeff Skilling had spent a lot of time in the Midwest, and he was self-made-at fourteen he had been the chief production director at a start-up TV station in Aurora, Illinois. (His mother would drop him off there every day after school.) "I liked being successful when I was working, and I was smart," he told BusinessWeek earlier this year. But unlike many of his Enron colleagues, Skilling wasn't deliberate and soft-spoken and happy to go home at five o'clock; he was anxious and excitable, and nothing, but nothing excited him more than what he would come to call "intellectual capital." He loved being smart, and he loved being surrounded by smart people. He graduated from Southern Methodist University, went into banking-assets and liability management-and took on Harvard Business School, where he graduated in the top 5 percent of his class. Then Skilling took the next step on what was then the new, souped-up path to American success: He joined Manhattan's McKinsey and Company as a business consultant, and that is where Ken Lay found him in 1985.
It is often said of Lay that his instincts for hiring the best are flawless, and his choice of Skilling probably saved the company. Skilling was above all an expert at markets and how they worked. While everyone else was worrying about the gluts and the shortages that defined the gas industry, he alone saw the parallels between gas and other businesses. And so in a world where credit was nearly impossible to come by, Skilling came up with what he called the Gas Bank, which contractually guaranteed both the supply and the price of gas to a network of suppliers and consumers. Enron would not be a broker but a banker. It would buy and sell the gas itself and assume the risk involved. And Enron would make money on transactions, much like an investment bank would.
Skilling worked up some numbers and found them "absolutely compelling." Then the McKinsey consultant took the idea to a meeting of about 25 Enron executives. He had a one-page presentation. "Almost to a person," Skilling says, "they thought it was stupid." Almost. After Skilling left the meeting dejected, he walked Ken Lay to an elevator and apologized. Lay listened and then said, "Let's go."
The Gas Bank was not an overnight success. For months Skilling woke up in a cold sweat, sure he had ruined not only his career but the careers of dozens of colleagues who had assisted him. In fact, he had come upon one of those divides that seem to define his life: "I believed this whole world would be different, a huge breakthrough" is the way Skilling puts it today, and even if he is typically immodest, he was right. Fairly soon after launching, the company sold $800 million worth of gas in a week. True to Skilling's character, success turned out to be a matter of old versus new: He says the joke around Enron was that if a company's CEO was under fifty, "We were in." And he was in too: In 1990 Skilling finally left McKinsey and joined Enron as the head of Enron Finance Corporation, a new division created just for him. In 1991 that company closed a deal that earned $11 million in profit. After that, says Skilling, "we never looked back."
Skilling and Lay also realized that the Gas Bank couldn't work unless it had a trading component. Myriad trades were needed to build the market that would make the project go. But by buying and selling enormous quantities of gas, Enron not only constructed a market but almost instantly came to dominate it. The company had the best contacts, the best intelligence, and the best access to supplies. That, in turn, attracted more customers who wanted to be part of the play. With so many customers in its pocket, Enron could better predict the direction of the market and could use that knowledge to make trades for its own benefit-Enron could in effect bet on which way the price of gas would go, as one might do with pork bellies or soybeans, but with startling accuracy, thereby generating profits higher than anyone could have ever imagined.
THIS CHANGE COULD NEVER HAVE OCCURRED without another change Skilling had made: He created, within Enron, a new culture to match its new trading business. The idea was to build a "knowledge-based business," which demanded a skill set not exactly prized by Enron's employees from the old HNG days. Most were deliberate, cautious, responsible, somewhat defensive people, most of them men, of course-the kind of people you'd expect to find working in an industry regulated by the federal government. But now the company needed bolder people for its bold new era: that included anyone who wanted to make money-lots of money-for themselves and for the company. "Enron was going to create a niche for itself or die," one former executive explains. "The people who had narrow views eventually were forced out, because if they had narrow views about other things, they had narrow views about the market."
Skilling wanted smart people but not just any smart people. He wanted the smartest people from schools like Harvard, Stanford, and maybe, Rice. And because his firm was now acting more like a bank than a pipeline company, he wanted to draw from the pool of recruits that would be attracted to the biggest and best investment banks, like Merrill Lynch or Credit Suisse First Boston. In addition to being smart, Enron people were also supposed to be "aggressive." You were right for Enron if you didn't want to wait until you were thirty to close your own deals or move up in an organization.
You could see what he was looking for on "Super Saturdays" at the Houston headquarters: eight fifty-minute interviews with ten minute breaks in between-the company might herd as many as four hundred people through in just one day. They were scored from 1 to 5 on their smarts, their problem-solving ability, their passion for hard work, and what at Enron was called "a sense of urgency." People who scored less than 2.5 were scratched. The shrewdest candidates knew how to work Enron before they were even hired: These were the types that automatically turned down the company's first offer, knowing Enron would come back with more. The starting salary was around $80,000. Maybe it wasn't a fortune-yet-but the signing bonus, about $20,000, was more than enough for a lease on the obligatory Porsche Boxster or one of the lofts being renovated close to downtown. (Enron people didn't live in far-flung suburbs. Suburbs were uncool and too far from the office.)
For the lucky winners, Enron offered the corporate equivalent of a gifted-and-talented program. New associates learned the latest techniques for structuring energy deals, and there were rotations at Enron offices around the globe. The hours were long, but every possible need was taken care of. A company concierge handled all the things important people couldn't be bothered with: picking up dry cleaning or prescriptions, shining shoes, cleaning the house, planning a vacation. Of course, a lot of people who worked for Enron never got to take vacations-they were too busy making money-but they could use the company gym and the company's personal trainers. If they were overweight or wanted to quit smoking, they could join Enron's Wellness Program. Massages were offered six days a week, from seven in the morning until ten at night. "They were so cutting edge," rhapsodizes someone involved with the company health care program at the time. "They really thought about the psychology and what it took to keep these people going."
Skilling handed out titles analogous to those at Wall Street firms-analysts, associates, directors, and managing directors-but everyone knew that those titles didn't really matter. Money did. Instead of competitive salaries and decent bonuses, Enron offered competitive salaries and merit-based bonuses-with no cap. "If you really worked hard and delivered results, you could make a lot of money," says Ken Rice, who stayed with Enron for 21 years until resigning recently as the head of the company's faltering broadband division. Or, as the saying goes, you got to eat what you killed. Gas traders with two or three years of experience could wind up with a $1 million bonus. And the more you produced, the closer you got to Jeff: Real hot dogs joined him glacier hiking in Patagonia, Land Cruiser racing in Australia, or off-road motorcycling in a re-creation of the Baja 1,000 race, ending at a spectacular Mexican villa. "Every time he'd speak, I'd believe everything he'd say," one loyalist says.
And why not? By 1995 Enron had become North America's largest natural-gas merchant, controlling 20 percent of the market. But at a company where the buzzword was "aggressive," that was no place to stop: Skilling and Lay believed the Gas Bank model could easily be applied to the electricity business. Firmly committed to the notion that a deregulated market meant better service at lower prices for consumers (and untold profits for Enron), they began barnstorming the country, pressing their case with entrenched power company presidents (who, with their multimillion-dollar salaries and monopoly service areas, had little incentive to change) and energy regulators (who were somewhat more receptive, thanks in part to Enron's generous lobbying efforts).
But the biggest winner of all was probably Jeff Skilling. In 1997 Ken Lay made him the president and chief operating officer of the company. By then, the division known as Enron Capital and Trade Resources was the nations largest wholesale buyer and seller of natural gas and electricity. The division had grown from two hundred to two thousand employees, and revenues from $2 billion to $7 billion. "Mr. Skilling's experience so far with the turmoil in the industry has convinced him that he is on the right track," the New York Times noted. Everyone would certainly have thought so: Enron and Skilling had totally transformed one industry and were well on their way to transforming another.
"FIRING UP AN IDEA MACHINE; Enron Is Encouraging the Entrepreneurs Within," sang the New York Times in 1999. "In the staid world of regulated utilities and energy companies, Enron Corp is that gate-crashing Elvis," crowed Fortune in 2000. Wall Street was demanding tech-size growth on a tech timetable, and Enron, in 2000, obliged with second quarter earnings of $289 million, up 30 percent from the previous year. That year the company seemed to discover a market a minute: Under Skilling, Enron was trading coal, paper, steel, and even weather. No one blinked when a London wine bar became an Enron client. People drank more in warm weather than cold, so why not buy a hedge against the usual winter downturn?
But most exciting to the financial world was Enron's entry into high-tech communications. Because of the company's marketing dominance, EnronOnline became another overnight success, handling $335 billion in commodity trades online in 2000. Enron, as usual, made its money on the spread between the bid price and the asking price. Then there was the broadband business: To Enron, trading excess capacity in large, high-speed fiber-optic networks (empty lanes on the fabled information highway) wasn't that different from trading the capacity of natural gas pipelines. So Enron created a market for what the industry calls bandwidth. Soon after, it also announced a twenty-year deal with Blockbuster to deliver movies on demand electronically to people in their homes. Enron looked like a company that couldn't lose. "Its strategy of building businesses, shedding hard assets, and trading various commodities can help it do well even in an uncertain market," BusinessWeek insisted.
There was, however, another reason Enron did so well in such a short time: the company's hard-nosed approach toward its customers. The old notion of customer service was based on the long haul-you had to nurse and coddle customers to keep them. But Enron had new markets and new ideas-customers had to come to it. Over time, the company stopping referring to its business clients as customers and began calling them "counterparties."
Skilling wanted the biggest profits on the shortest timetable: Gains were maximized by creating, owning, and then abandoning a market before it became overtaxed and overregulated. So if you wanted to launch a high-risk venture quickly-such as Zilkha Energy's new high-tech approach to drilling for oil-you got your financing from Enron because a bank would take forever to underwrite the project, if it ever would. But because Enron invented its markets and subsequently dominated them, Enron could set the terms of its deals, from the timeline to the method of accounting to whether the deal happened at all.
While many businesses used what was known in the industry as "mark-to-market accounting," for instance, Enron used it on an unprecedented scale. The company priced their deals at current market value-but it was always Enron's idea of the market value; companies that balked at their pricing didn't get deals. And while old-fashioned companies spread their profits out like annuities over a period of years, Enron took most of its profit up-front. However many millions would be made on a deal that covered several years, they went on the books in the current year. If a few analysts thought there might be something fishy about what they called "subjective accounting," investors didn't particularly care as long as the profits rolled in. As the market fluctuated and the landscape changed, the company might abandon a project that had been in the works for months because its profit margins weren't going to be high enough. "Enron is known for leaving people at the altar," says one former employee. Winning the highest possible profits for the company could even extend to Enron's attitude toward charity. When a fundraiser for the Houston READ Commission, a literacy group, called on Enron for a contribution, it was suggested that he start raising money for Enron's competing literacy charity: "Even the person who was supposed to give money away for Enron was supposed to make money for Enron," he says.
As Enron became more and more successful, the culture Skilling had created took on a dark side: The competition turned inward. As one member of the Enron family put it, "It became a company full of mercenaries." The change started at the bottom. As Enron's domination of the energy market grew, most of the recruiting frills fell away. New associates were treated much like the commodities the company traded. Global Change's Enron spies reported overhearing orders like "I need a smart person-go buy me one" or "Buy me an intelligent slave, quick." Enron had never been the kind of place where people sang to you on your birthday, but now the workaholism bordered on self-parody: A Random Acts of Kindness program lasted only a few months. It was too disruptive. People couldn't get their work done.
And, of course, Enron had a program for institutionalizing creative tension. The Performance Review Committee, which had initially been installed by Skilling in the Capital group, became known as the harshest forced ranking system in the country. Employees were rated on a scale of one to five, and those with fives were usually gone within six months. (The PRC's nickname quickly became "rank and yank.") It was a point of pride that Skilling's division replaced 15 percent of its workforce every year. As one Skilling associate put it, "Jeff viewed this like turning over the inventory in a grocery store." Skilling's approach to business-get in and get out-had become Enron's attitude toward its workers. In time, it would become many workers' attitude toward the company. Teamwork, never that valuable in a trading culture, went the way of the eyeshade and the abacus. If protocol required an Enron higher-up to come from Europe to help with a project in the Third World, he might help-or he might not, depending on whether another, potentially more lucrative project was pending elsewhere.
Everyone felt the pressure to perform on a massive scale at massive speed: "They were so goal oriented toward immediate gratification that they lost sight of the future," says one former employee. Anyone who couldn't close deals within a quarter was punished with bad PRC scores, as were the higher-ups who had backed them. Past errors and old grudges were dredged up so often as new ammunition in PRC meetings that the phrase "No old tapes" became an Enron clich?. "People went from being geniuses to idiots overnight," says one former Enron executive.
In such a hothouse, paranoia flowered. New contracts contained highly restrictive confidentiality agreements about anything pertaining to the company. E-mail was monitored. A former executive routinely carried two laptops, one for the company and one for himself. People may have been rich at Enron, but they weren't necessarily happy. One recruiter described the culture this way: "They roll you over and slit your throat and watch your eyes while you bleed to death."
BEFORE JEFF SKILLING COULD TRANSFORM ENRON from the world's leading energy company into the world's leading company, he had to make one more change: Just as he had done ten years before, Skilling had to purge the company of its remaining old order. Where Enron once prized cautious executives who dealt with tangible assets like pipelines, it now valued bold executives who dealt with intangible assets. Pipelines, power plants-they may have been Enron's pride, but Skilling wanted them gone. Expensive, long-term building projects had no place when Wall Street was devoted to quick profits and enormous returns on investment capital, and Skilling knew it. "It wasn't the time for long-term approaches," an Enron executive says of Wall Street's mood. "It was the technology era."
To rid Enron of the last vestiges of its past, Skilling had to take on Rebecca Mark, long considered his rival for the CEO's job. Mark was for many years the poster child for the Enron way: Young, attractive, aggressive-her nickname was Mark the Shark-she came from sturdy Midwestern stock but had the requisite Harvard MBA. Mark was largely responsible for the success of Enron International, the asset-heavy side of the company where she developed $20 billion worth of gas and power plants, which accounted for 40 percent of Enron's profits in 1998. For this she reaped breathtaking compensation-one Enron executive estimated $10 million-and adoring press clips, including two appearances on Fortune's list of the fifty most powerful women in corporate America.
But then Mark ran into trouble with a gas-fired power plant in Dabhol, India, one of the largest ever constructed. She had played the game the Enron way: Taking Enron into a new market, she had finagled low import taxes (20 percent instead of the usual 53) and hung in through 24 lawsuits and three changes in government. But the time and expense needed to make India and other Enron plants around the globe successful did not mesh with Enron's goals, and Skilling's impatience with Mark grew.
Forcing Mark out, however, was no easy matter. Key executives left, divisions were dismantled, but she remained. The truth was Enron didn't mind firing lower-level employees, but it hated to fire the kind of aggressive, relentless people it tended to promote. The company preferred humiliation-keeping a director in his cubicle, say, but failing to include him in the glamour deals, or kicking someone upstairs with a fancy title. (One particularly difficult executive won a few years at graduate school, gratis.) A company as smart as Enron could probably deduce too that dispatching one of the most visible businesswomen in the country would provoke a public-relations disaster. So Lay and Skilling did something classically Enronian: They gave Mark her own company. Despite Skilling's contempt for asset-heavy businesses, Enron spent more than $2 billion to buy a run-of-the-mill British water utility that could serve as Enron's entry into the emerging world of water privatization. Mark was put in charge of making Enron, yes, the world's greatest water company. Azurix, as the new business was called, looked like another sure thing: Its IPO in 1999 raised $695 million.
But Mark had to succeed on Enron's increasingly abbreviated timetable in a business fraught with political and emotional complexities. Water is not like gas or electricity-owners and governments are a lot less willing to give it up, even for lots of money. The company stumbled, layoffs commenced, and confidence evaporated. By August 2000 the stock price, which had started out at $19, had fallen to $5. Mark's resignation followed, and Azurix, much diminished, was folded into Enron. "I think it's best for Rebecca to start afresh," Lay, who had been a mentor to Mark, told the Wall Street Journal. Or as one critic put it, "They were more interested in destroying the old culture than running a business."
As 2000 drew to a close, Skilling was in total command. In December Ken Lay announced the inevitable: "The best time for the succession to occur is when the company is doing well," he told the press. "Enron is doing extremely well now." In February 2001 Jeff Skilling took over the CEO's job.
ALMOST IMMEDIATELY THE TROUBLE STARTED. Enron's domination of the electric-power market made it an instant target in the California deregulation debacle. Both PBS's Frontline and the New York Times took on Enron, portraying the company as a heartless colossus that used its influence in Washington (Lay and Enron's political action committee are the top contributors to George W. Bush) to force old people on fixed incomes to choose between buying food or electricity. Skilling and Lay appeared on camera singing belligerent anthems to the free market, while another memorable scene juxtaposed one of the company's jackallike traders against a hapless state employee in California, as both tried to buy power online. The Times reported that Lay had tried to persuade a new federal commissioner to change his views on energy deregulation. The bad press was, to say the least, ironic: Just as the media was pounding Enron for its omnipotence, Wall Street was discovering its weaknesses. By late March the stock price had slid to $50 a share from $80 in January.
Within Enron, the asset-based divisions took the rap for the decline. (The India plant continued to be enormously costly, at least in part because of constant turnover within Enron's management team.) But the California situation was more visible and therefore more damaging, despite Enron's claim that the state had never built enough power plants to service its population and never properly managed those it had. "For three months Gray Davis did a very good job of blaming us," says Mark Palmer, a vice president for corporate communications. "We were a Texas company. There was a Texan in the White House. California was a state that didn't put him in office, and his biggest contributor was a Texas energy company. Performance is going to take care of our stock price. The truth will take care of Gray Davis." (California utilities still owe Enron $500 million, another reason stockholders might be panicky.) But more problematic than the crisis itself was Skilling's all too apparent lack of contrition. Facing down his critics, he cracked a joke comparing California with the Titanic. ("At least the Titanic went down with its lights on.")
But the biggest problem was Enron's telecommunications division, which had been responsible for at least one third of its heady stock price. Investors believed that Enron could revolutionize high-speed communications, just as it had revolutionized gas and power. Enron estimated the global market for buying and selling space over fiber-optic cable would grow from $155 billion in 2001 to $383 billion by 2004-but then the tech bubble burst. So too did the much-hyped movies-on-demand deal with Blockbuster. For the first time in its confoundingly successful life, Enron had nothing new to take to market. Like the popular high school girl who suddenly packs on a few pounds, Enron suddenly looked less alluring to Wall Street.
Skilling launched a campaign to keep Enron's most important cheerleaders, the stock analysts, in the tent, but he wasn't cut out to be a supplicant. During the reporting of first quarter profits, he called an analyst who challenged Enron's financial reporting an "asshole." When the company reported hefty second quarter profits, many analysts questioned whether those profits had come from the generation of new business or from the sale of old assets. Ignoring the growing chorus critical of Enron's accounting, Skilling promised, as he always had, that innovations were just around the corner. "There wasn't any positive news," Carol Coale, of Prudential Financial, says now. "Basically, he talked me out of a downgrade."
The business press, so generous in the past, turned surly. Fortune had asked in March whether Enron was overpriced. ("Start with a pretty straightforward question: How exactly does Enron make its money?") The routine cashing in of stock options that were about to expire by key executives was portrayed in the media as a fire sale. (Skilling had sold $33 million worth, Ken Lay and Ken Rice close to four times that amount.) Then the Wall Street Journal reported on a fund run by the CFO that had been a source of strife within the company. (It was essentially risk management against Enron's possible failures.) Every negative story seemed to produce a concurrent drop in the stock price: By late August it had fallen below $40. Enron, so institutionally unforgiving, finally got a taste of its own medicine. "When Wall Street is in love with a stock, they're forgiving of something like accounting," says Carol Coale. "When a company falls out of favor, all these issues carry more weight."
This fact was not lost on people inside the company, who suddenly started experiencing an attack of conscience. Those who had looked the other way as the most powerful Enron executives dumped their wives and married their secretaries or carried on flagrant interoffice affairs now saw the error of their ways. "It just created an attitude," one executive still at Enron says. "If senior people are doing that, why are we held to a higher standard? There was a real culture of 'We're above everyone else.'"
Loyalty had never been prized at Enron, so there was no reason to expect it now. An old-fashioned, slow-moving company like Exxon could demand hardship duty in Baku with the promise of greater rewards down the road. "But," as one Houston oilman explains, "if you have to negotiate a hardship duty with someone who doesn't have loyalty and has money, then you have a corporation that's better suited for good times than bad."
As it turned out, that description applied to Jeff Skilling too. As the stock price stubbornly refused to ascend, he made no secret of his unhappiness and frustration. Then, after a trip to visit the families of three employees killed at a plant in England, he had an epiphany: Life was short; for him, Enron was over. Ever stoic, Ken Lay returned to the CEO's office, named a new president, arranged a trip to New York to calm analysts and investors, and promised a kinder, gentler Enron in the future. Trading anything and everything was out. The company, Lay says, will still innovate but "innovate much closer to our core." As for the culture: "Things like the Performance Review Committee, I think we could have applied better. By trying to categorize people into so many different categories, you ended up creating a morale problem."
That Skilling's supposedly brilliant colleagues were as shocked at the news of his departure as the rest of the business community may be testament to their lack of emotional intelligence. Despite Skilling's lengthy tenure with Enron, he'd always been contemptuous of the long haul; he'd always believed in cutting losses and moving on. But now that he was abandoning them when the company was in trouble, it was different. "Even Jeff's biggest detractors wouldn't have wanted him to walk out the door," one loyalist admits.
But on the day we meet, Skilling is looking forward, not back. "Look," he says with finality, "ninety percent of my net worth is in Enron. Were my interests aligned with the shareholders? Absolutely."
Free of falling stock prices and shareholder pressures, he is nestling himself back into the world of ideas. His eyes flash as he talks about new technologies. "The first wave never gets it right," he says. "The stand-alone dot-coms didn't work, but the technological applications will create a second wave that will change the world." Houston, he promises, will become the world's center of commodity trading, and he intends to be a part of it. In fact, he is already shopping for office space.
"This is the second wave, and Enron's got it," he says, almost breathless. "There are thousands of people running around the streets of Houston that get it."


I will be revising the Capacity Release and Agreement and the existing
Trailblazer Assignment that Huber currently has to reflect the Transaction
just completed today.

Mark,  you probably should make Huber aware of this if they are not already
so.  Thanks.

	Chris Meyer
	12/13/2000 04:41 PM

		 To: Gerald Nemec/HOU/ECT@ECT
		 cc: Mark Whitt/NA/Enron@Enron
		 Subject: Trailblazer Open Season

Gerald - I forgot to include you on the cc:  Also, do we need to draft the
assignment of P.A. with Huber?

chris

---------------------- Forwarded by Chris Meyer/HOU/ECT on 12/13/2000 04:40
PM ---------------------------

	From:  Chris Meyer                           12/13/2000 04:22 PM

To: Jean Mrha/NA/Enron@Enron, Julie A Gomez/HOU/ECT@ECT, Mark
Whitt/NA/Enron@Enron, Jim Coffey/HOU/ECT@ECT
cc: Stephanie Miller/Corp/Enron@ENRON, Rebecca W Cantrell/HOU/ECT@ECT
Subject: Trailblazer Open Season

As of 4:00 p.m. today, the ENA executed Precedent Agreements have been
delivered to Trailblazer.

Trailblazer still has outstanding P.A.'s , but expect delivery tomorrow.
Their current schedule is to send the filing to FERC on Friday with the
actual filing date on Monday, December 18th.  Should Trailblazer not meet
this time frame, I would suggest that the matter be taken up at higher levels
in the organization (i.e. Julie call Deb).

I'll follow-up on Monday.

chris
x31666


Hi everyone - Here are the details for this Saturday evening's Surf 'N Turf soiree.  Please dress casual and comfortable.

Saturday, July 14

6:30 pm

Hugh and Lorraine's
11410 S. Chestwood
713-827-8760

directions:
I-10 West to Blalock/Echo Lane exit
U-Turn under freeway
Go right at Piney Point Road (between the Just Brakes and Tall Plant shop)
Turn right on S. Chestwood (about the 6th street down)
Third house on the right.

See you there!

Lorraine


Thanks for the information, but I do not recall that the ELU is a party
participant to the October 18, 2000 email agreement. Accordingly, no horse in
the race, no vote to be counted, and no fee to be charged!

-----Original Message-----
From: Cole, Kate
Sent: Thu 4/26/2001 9:54 AM
To: Ale, John; ALEXANDERSON, AL; Aronowitz, Alan; Cheek, Charles; Derrick
Jr., James; Evans, Mark; Fossum, Drew; Gray, Barbara; Haedicke, Mark;
Labanowski, Elizabeth; Lundstrom, Bruce; Manly, Marc; Mintz, Jordan;
Mordaunt, Kristina; Murray, Julia; Newell, Eric; Place, Janet; Rogers,
Daniel; Rogers, Rex; Sample, Molly; Schwartzenburg, John; Sharp, Vicki;
Wallace, Stephen; Walls Jr., Rob; Young, Randy
Cc: Perkins, Mary; Davis, Hardie; Braddy, Martha; Brown, William E.; Bruck,
Sarah; Buckley, Cindy; Carnahan, Kathleen; Collins, Kim; Delahay, Julie;
Duron, Rosy; Essig, Carol; Flores, Nony; Funk, Brenda L.; Hagerty, Lauren;
Hankins, Barbara; Hearn III, Ed; Heinitz, Mary; Henton, Alvin; Hill, Robin;
Karathanos, Gina; Kelly, Sue; Korkmas, Deb; Lewis, Karen; Maxwell, Matt;
McKeever, Darlene; McNamara, Wyndel; Moorehead, Stephanie; Muchmore, Nancy;
Ogden, Mary; Santos, Claudia; Scrudder, Tami; Tidrow, Norma; Trevino,
Maricela
Subject: Chamber of Commerce invoices for Dutch BVs

Ladies and Gentlemen:; In accordance with our email agreement of October 18,
2000, I wish to authorize payment of the Chamber of Commerce fees listed in
the attached spreadsheet.; The fees for each Dutch B.V. amount to NLG 333.83
or less, which approximates to US$135.; Penalties will be assessed for late
payments.

Unless you advise Mary Perkins to the contrary by close of business tomorrow,
Friday 4/27/01, Mary will authorize Insinger Equity to draw these small
amounts from the bank account of each entity.

If you wish to receive a copy of the invoices for your entities please advise
their names and I will send you one for your records.; Thank you for making
this exercise as painless as possible.

Best regards
Kate

Kate B. Cole
Director, Corporate Services
Enron Corp.
Tel: (713) 853-1624
Fax: (713) 646-8007
Email: kate.cole@enron.com

;-----Original Message-----
From: ; Perkins, Mary;
Sent:;; 24 April, 2001 9:27 AM
To:;;;; Cole, Kate
Cc:;;;; 'avdwerken@insinger.com'
Subject:;;;;;;; FW: Chamber of commerce invoices

Kate,
The UK has paid their part but Insinger tells me that the US has not
processed theirs.; Can you prompt the BU's to get this taken care of?;; We
are apparently nearing a penalty point where the fee goes up.; Arjen will
help with any data needed.

Thanks
Mary

;-----Original Message-----
From: ; Kelly, Sue;
Sent:;; Thursday, April 05, 2001 10:54 AM
To:;;;; Arjen van de Werken; Johnson, Paula
Cc:;;;; Perkins, Mary; Belbin, Tracey
Subject:;;;;;;; Re: Chamber of commerce invoices

 Hello Paula and Arjen

 I attach the spreadsheet, sent to me by Ann Hicks, requesting payment for
those companies highlighted in yellow only.; I understand that Houston will
be paying the remainder of the companies shortly.

 <<Equity Trust Company List.xls>>

Ann Hicks
20/03/2001 10:49
To:;;;; Sue Kelly/LON/ECT@ECT
cc:;;;;;

 Subject:;;;;;;; Re: Chamber of Commerce 2001;

 Yes Please - Arrange for the approval for payment to be sent to Equity
Trust.

 Many Thanks

 Ann

Sue Kelly
20/03/2001 10:11
To:;;;; Ann Hicks/Cash Management/LON/ECT@ECT
cc:;;;;;

 Subject:;;;;;;; Re: Chamber of Commerce 2001;

 Hello Ann

 Does this mean that I do not need do anything?

 Sue

Ann Hicks
20/03/2001 09:29
To:;;;; Sue Kelly/LON/ECT@ECT
cc:;;;; Mary Perkins/Enron@EnronXGate

 Subject:;;;;;;; Re: Chamber of Commerce 2001;

 Sue,

 I have marked the schedule with the Companies currently under the European
area and reflect the bank accounts that we control here in London, as the
Equity Trust list is not completely accurate.

 The payments have not yet been made as Equity Trust are waiting for
authorisation from Enron before flowing funds.

 Please call me should you need any further help.

 <<Equity Trust Company List.xls>>

 Many Thanks

 Ann

Sue Kelly
19/03/2001 19:14
To:;;;; Ann Hicks/Cash Management/LON/ECT@ECT
cc:;;;; Mary Perkins/Enron@EnronXGate

 Subject:;;;;;;; Re: Chamber of Commerce 2001;

 Hello Ann

 I can only take care of those "Europe companies" maintained by Equity
Trust.; Have we already paid these, or has Marco, or do we need to pay the
Chamber of Commerce?

 Kate - can you find a home/contact for the "Houston companies"?

 Thanks;

 Sue

Ann Hicks
12/03/2001 12:08
To:;;;; Sue Kelly/LON/ECT@ECT
cc:;;;; Mary Perkins/Enron@EnronXGate

 Subject:;;;;;;; Chamber of Commerce 2001

 Sue,

 The charges shown in the attachment relate to Chamber of Commerce fees for
the Enron entities operated by Insinger as detailed.

 The reason that the costs are presented in this way is because the Chamber
of Commerce does not issue individual invoices for this fee which means that
Insinger have nothing on paper to send us for authorisation.

 Would you please arrange for the UK list to be approved by the appropriate
Legal person and respond to Arjen directly.

 Please call me should you have any questions.

 Many Thanks

 Ann
---------------------- Forwarded by Ann Hicks/Cash Management/LON/ECT on
12/03/2001 11:52 ---------------------------

"Petry Straten" <PStraten@insinger.com> on 27/02/2001 15:01:38
To:;;;; <Ann.Hicks@enron.com>, <Mary.Perkins@enron.com>
cc:;;;; "Arjen van de Werken" <AvdWerken.PO1-RTD1.DOM-RTD1@insinger.com>

 Subject:;;;;;;; Chamber of Commerce 2001

 Dear Ann and Mary,

 We refer to our telephone conversation with Ann. Please find attached a list
concerning the outstanding invoices regarding the fee of 2001 of the Chamber
of Commerce. We kindly request you to inform us when we are able to take care
of payment of these invoices from the various bank account.

 Best regards
Petry Straten
Secretary to Arjen van de Werken

 ;- EnronKVK2001.xls <<EnronKVK2001.xls>>

 Arjen has kindly sent me the following banking details and these are
reflected on the Payment Request Form provided in the attached fax.

"Arjen van de Werken" <AvdWerken@insinger.com> on 05/04/2001 16:04:51
To:;;;; <Sue.kelly@enron.com>
cc:;;;;;

 Subject:;;;;;;; Chamber of commerce invoices

 Dear Sue,

 As discussed herewith the accountdetails:

 Equity Trust Derdenrekening
Accountnumber 54.01.69.366
Bank:;; ABN AMRO Bank
;;;;;;;;;;; Amsterdam

 Regards
Arjen van de Werken


Zimin,

Can you call Cantekin to discuss the details?

Vince

---------------------- Forwarded by Vince J Kaminski/HOU/ECT on 09/19/2000
08:44 AM ---------------------------

Vince J Kaminski
09/18/2000 05:50 PM
To: <cantekin@mail.utexas.edu>
cc: Vince J Kaminski/HOU/ECT@ECT
Subject: Re: part-time work

Cantekin,

I shall call you tomorrow to discuss the details.

Vince

"Cantekin Dincerler" <cantekin@mail.utexas.edu> on 09/18/2000 02:59:41 PM
Please respond to <cantekin@mail.utexas.edu>
To: <Vince.J.Kaminski@enron.com>
cc:
Subject: part-time work

Hi Vince,

I promised to get back to you on the part-time work issue. Sorry for the
delay, I got back to Austin only last week. I talked to Ehud about this and
he is OK with it. Just wanted to let you know.

Best,

 ---------oOOo-----oOOo----------
Cantekin Dincerler

Doctoral Candidate
The University of Texas at Austin
Graduate School of Business
Department of Finance
office: (512) 471-1676
fax   : (512) 471-5073
home  : (512) 472-5356
cell  : (512) 680-5355
http://uts.cc.utexas.edu/~cantekin
 -------------oooO-----Oooo----------


Dear U2.Com Member,

The Elevation 2001 Tour is to run on into December. Eight more US dates have
just been announced which begin to go on sale from this weekend. (Time
constraints mean that a U2.Com pre-sale is not possible for these shows.)

The additional dates are Sacramento (November 20th), Phoenix (November
23rd), Dallas (November 25th), Kansas (November 27th), St Louis (November
28th), Atlanta (November 30th), Tampa (December 1st) and Miami (December
2nd).  See a complete list of dates, venues and on-sale information below -
and also at http://cc.com/

And in other U2 news...

* The awards season continues unabated.  The band are up for a batch
of awards in the MY VH-I Music Awards. Vote here -
http://www.vh1.com/mymusic/2001/

U2 are also  nominated in the Top Tour and the Top Rock categories in
the first ever BBC Top of the Pops awards. Vote here -
http://www.bbc.co.uk/totp/features/totp_awards/index.shtml

* 'What's Going On?', the all-star cover version of the Marvin Gaye classic,
is now in stores - buy it online here -
http://www.amazon.com/exec/obidos/ASIN/B00005QJDH/107-3739627-8944567

But complementing the EP there is also a 'Town Hall Tour' this month
bringing together local experts and activists on global debt  and the AIDS
crisis. The events include  unique video of Bono and other members of
Artists Against AIDS Worldwide. For cities on the tour check our story -
http://www.u2.com/lite/index_whatsgoingon.html

* Meanwhile the new U2.Com community area  - Zootopia - is busier than
ever with additional features just launched while the U2.Com store
continues to carry the latest Elevation Tour product.

Zootopia - http://zootopia.u2.com/
U2 Shop - http://shop.u2.com/

* And so to those new dates in full, which begin to go on sale this Saturday
November 10th (all times are local):

November 20th - Sacremento, Arco Arena - On sale Nov 10th, 10am

November 23rd - Phoenix, America West Arena - On sale Nov 10th, 10am

November 25th - Dallas, Reunion Arena - On sale Nov 10th, 12noon

November 27th - Kansas City, Kemper Arena - On sale Nov 10th, 10am

November 28th - St Louis, Savvis Center - On sale Nov 10th, 10am

November 30th - Atlanta, Philips Arena - On sale Nov 10th, 10am

December 1st - Tampa, Ice Palace - On sale Nov 17th, 10am

December 2nd - Miami, American Airlines Arena - On sale Nov 17th, 10am

Best wishes

U2.COM

--

www.U2.com is powered by Tiscali.com


Attached is the TW weekly report for November 16, 2001.

Jan Moore
713-345-3858


Thanks.  I already got mine.

Debra Davidson
01/08/2001 02:23 PM
To: Phillip Platter/HOU/ECT@ECT, Christian Yoder/HOU/ECT@ECT, Theresa
Villeggiante/PDX/ECT@ECT, Jeff Shields/PDX/ECT@ECT, Mary Hain/HOU/ECT@ECT,
Christopher F Calger/PDX/ECT@ECT, Bill Williams/PDX/ECT@ECT, Susmitha
Nalluri/PDX/ECT@ECT, Ashok Gurusamy/PDX/ECT@ECT, Kourtney Nelson/PDX/ECT@ECT,
Monica Lande/PDX/ECT@ECT, Paul Kaufman/PDX/ECT@ECT, Dale
Rasmussen/HOU/ECT@ECT, Holli Krebs/HOU/ECT@ECT, Cara Semperger/PDX/ECT@ECT,
Valarie Sabo/PDX/ECT@ECT, Lani Pennington/PDX/ECT@ECT, Kathy
Axford/PDX/ECT@ECT, David Poston/PDX/ECT@ECT, Ed Clark/PDX/ECT@ECT, Chris H
Foster/HOU/ECT@ECT, Dave Fuller/PDX/ECT@ECT, Chris Stokley/HOU/ECT@ECT, John
Malowney/HOU/ECT@ECT, Murray P O'Neil/HOU/ECT@ECT, Jim Buerkle/PDX/ECT@ECT
cc: Portland West Desk
Subject: Portland Flu Shots Scheduled for Friday, January 12

A nurse will be at our office on Friday, January 12, to administer flu shots
to employees/spouses from 1 - 2 p.m. in Mt. Adams, as described in the EBS
announcement below.

If you are listed in the "To:" section of this email, you have requested a
flu shot and you should make plans to obtain your shot during this time.
Please let me know if you will be unable to get your shot, which may allow
another person to get one due to your absence.

If you have not yet indicated you wanted to get a flu shot and would like to
sign up, please contact me right away.  Also keep in mind that spouses of
employees are also eligible to get a flu shot.

Let me know if you have any questions.

---------------------- Forwarded by Debra Davidson/PDX/ECT on 01/08/2001
02:24 PM ---------------------------
From: Teckla Anderson@ENRON COMMUNICATIONS on 01/08/2001 02:16 PM
To: Debra Davidson/PDX/ECT@ECT
cc: Herb Caballero/Enron Communications@Enron Communications
Subject: Portland Flu Shots Scheduled for 01-12-01

Flu Shots will be available to Enron North America Employees through Enron
Broadband Services on
Friday, January 12th from 1:00pm - 2:00pm in the Mount Adams Conference Room
of the Three World
Trade Center Building.

If you have any questions, please contact Debra Davidson at extension 3928 or
Teckla Anderson,
at the number listed below.

Teckla Anderson,
Administrative Assistant
Safety and Health Dept.
Enron Broadband Services

Office:  (503) 886-0603
Cell:      (503) 701-2805


How is CINCPAC reshaping security arrangements in the Asia-Pacific?
How, if at all, should the U.S. engage North Korea, Cuba, Iran, and Iraq?
How does the rest of the world view Bill Clinton's legacy?
Does Fidel Castro worry about his own legacy?
What is the regional impact of the AIDS pandemic?
Has the U.S. economy really been globalized?

Find the answers in the Winter 2000-2001 issue of The Washington Quarterly,
now available on-line at www.twq.com

In this issue:
Provocations
From Wheels to Webs: Reconstructing Asia-Pacific Security Arrangements
    -- Dennis C. Blair and John T. Hanley Jr.
Fear Moves East: Terror Targets the Pacific Rim
    Joshua Kurlantzick
As Fidel Fades   Georgie Anne Geyer
The Fundamental Internet Tax Debate  Murray Weidenbaum
Has the U.S. Economy Really Been Globalized?-- Robert M. Dunn Jr.

Containment's Last Stand
The Politcs of Dismantling Containment  Meghan L. O'Sullivan
North Korea: The Leader of the Pack-- Joel S. Wit
Cuba: The End of an Era-- Daniel W. Fisk
Iran: Can the United States Do a Deal?-- Geoffrey Kemp
Iraq: The Exception to the Rule-- Judith S. Yaphe

What is Clinton's International Legacy?
Clinton's World: Purpose, Policy and Weltanschauung  Josef Joffe
The Eye of the the Transitional Storm  Shahram Chubin
Legacy to the World's Poorest Nations  Michael Chege
The Asian Legacy in Focus  Frank Ching
As Clinton Leaves the Ring  Yasuhiro Nakasone

The Regional Impact of HIV and AIDS
Joinign Forces to Fight HIV and AIDS  Sandra L. Thurman
The African Pandemic Hits Washington  J. Stephen Morrison
Accelerating and Disseminating across Asia  Chris Beyrer
Caribbean Crossroads  Peggy McEvoy

Charles Cook on Washington
The End of Politics? Looking Beyond the Election
Charles E. Cook Jr.

All articles are available in full text at www.twq.com


---------------------- Forwarded by Vince J Kaminski/HOU/ECT on 02/17/2000
11:05 AM ---------------------------

Manuel Rensink <mrensink@riskcare.com> on 02/09/2000 05:01:51 AM
To: vkamins@enron.com
cc:
Subject: London Meeting

Dear Vince

Could you let me know when you are able to meet RiskCare? I will try to
reach you in Houston, otherwise I will give Anjam's office a call
tomorrow.

Regards

Manuel

Manuel Rensink
RiskCare - Financial Technology Services
Piercy House
7 Copthall Avenue
London

http://www.riskcare.com

Tel:  +44 (0)20 7562 3400
Fax: +44 (0)20 7562 3401
---------------------------------------------------------------
About RiskCare

Since RiskCare's inception in 1994, we have specialised in providing
pre-eminent services and pioneering tools to the financial markets
industry.

RiskCare offers:

*  a range of hands-on technology services for systems implementation
and operation, including development, integration, support, technical
skills and software selection

*  a range of financial engineering services, including model
validation, risk advisory, analytics integration, development of pricing
models for derivative instruments and front office analytics such as
Willow, a revolutionary tool for option pricing


-----Original Message-----
From: 	Bates, Kimberly
Sent:	Friday, September 07, 2001 4:17 PM
To:	Vickers, Frank W.
Subject:	TBGFinal Settlement

Kimberly Bates
East Gas/Origination
713-853-5193
713-646-8453 Fax


Attached is a draft agenda for tomorrow's meeting.  If there's anything we've missed, we can amend the agenda prior to starting tomorrow.

Best,
Jeff


Thanks,

Let me know if you're looking to sell some more, because I could do better
than my
EOL bid in this case.

Kevin


Looks like we also need to modify the OA tabs - John has anyone in OA come up with a new template?
PL

 -----Original Message-----
From: 	Keiser, Kam
Sent:	Wednesday, January 30, 2002 12:52 PM
To:	Winfree, O'Neal D.; Love, Phillip M.; Giron, Darron C.; Palmer, B. Scott; McLaughlin Jr., Errol
Subject:	RE: Heads up

Also, all physical weapon-X tabs are linking to an old east book.  I didn't touch that tab yet, we don't know if we're using weapon-X or sasqwatch.

KK

 -----Original Message-----
From: 	Winfree, O'Neal D.
Sent:	Wednesday, January 30, 2002 11:53 AM
To:	Keiser, Kam; Love, Phillip M.; Giron, Darron C.; Palmer, B. Scott; McLaughlin Jr., Errol
Subject:	Heads up

Hey Gang,

Just a heads up, but you may need to edit your Copy Physical Macro in your P&L's that are saved in the Netco/Regions folder... The changes were simply renaming sheets in the Macro... O


More requests from Paul Heath.  I'm still trying to contact Rob Stephens and
Kelly Mahmoud for the bulk of the documents on Paul's original list.

Linda Guinn
Enron North America
1400 Smith Street
Houston, Texas  77002
(713) 853-6104
(713) 646-3393 (fax)

----- Forwarded by Linda R Guinn/HOU/ECT on 08/02/2000 03:37 PM -----

	"Heath, Paul" <pheath@velaw.com>
	08/02/2000 03:32 PM

		 To: "'linda.r.guinn@enron.com'" <linda.r.guinn@enron.com>
		 cc:
		 Subject: FW: ENA/Egogas

> -----Original Message-----
> From: Heath, Paul
> Sent: Wednesday, August 02, 2000 3:27 PM
> To: 'linda.guinn@enron.com'
> Cc: Richard Sanders (E-mail)
> Subject: ENA/Egogas
>
> Linda-
>
>  I have reviewed the documents that you sent to me on July 31, 2000.
> Based on this review, please send to me the following additional
> documents:
>
> 1. All contracts and agreements referred to in the 11 projects schematics
> that were included in the July 31 package including but not limited to all
> landfill owner/GASCO contracts, GASCO/GENCO contracts, GENCO/purchaser
> contracts, organizational documents, guarantee documents, notes and bond
> documents.
>
> 2. All organizational documents with Medio Creek LLC, Ecovest Nelson
> Gardens LLC, Dallas Landfill Gas Production LLC, Bridgeton Gas Producers
> LLC, St Louis Gas Producers LLC, Ecogas McCommas Bluff and Freshgas LLC.
>
> I will need the forgoing documents in addition to the many documents
> listed in my July 20 e-mail to Richard Sanders that were not included in
> the July 31 package.
>
> Many thanks for your help on this matter.
>
>
> Paul Heath
> Vinson & Elkins L.L.P.
> 3700 Trammell Crow Center
> 2001 Ross Avenue
> Dallas, Texas 75201-2975
> Phone 214.220.7976
> Fax 214.999.7976
> E-mail pheath@velaw.com
>
> PRIVILEGED AND CONFIDENTIAL
> Contains attorney-client communications and or attorney work product
>


Received an email last week that the move would take place this Thursday ....
 Received an email today (also called and confirmed) that the move will take place TOMORROW during the day

Tom ... I've ordered boxes, and they should be here sometime this afternoon.  It would probably be a good idea to have everything packed before you leave today.  I talked with Delores Sustaita w/the Move Team, and she said that they typically start around 9:00 ... but that might not necessarily be the time that you are moved tomorrow.  She said that they cannot guarantee when which group will be moved, and suggested that the groups not come in since you more than likely won't be able to log in to our computers for most of the day.  What do you think?

--------- Inline attachment follows ---------

From:  </O=ENRON/OU=NA/CN=RECIPIENTS/CN=LVUITTON>
To: Vuittonet, Laura </O=ENRON/OU=NA/CN=RECIPIENTS/CN=Lvuitton>
Date: Friday, February 1, 2002 8:13:26 GMT
Subject:

Request 11906 has been approved for 02/07/2002

--------- Inline attachment follows ---------

From:  </O=ENRON/OU=NA/CN=RECIPIENTS/CN=LVUITTON>
To: Vuittonet, Laura </O=ENRON/OU=NA/CN=RECIPIENTS/CN=Lvuitton>
Date: Saturday, February 2, 2002 4:04:13 GMT
Subject:

Request 11906 has been approved for 02/05/2002


Just to update you on this project's status:

Based on a new report that Scott Mills ran for me from Sitara, I have come up
with the following counterparties as the ones to which ENA is selling gas off
of HPL's pipe.

Altrade Transaction, L.L.C.   Gulf Gas Utilities Company
Brazoria, City of     Panther Pipeline, Inc.
Central Illinois Light Company   Praxair, Inc.
Central Power and Light Company  Reliant Energy - Entex
CES - Equistar Chemicals, LP   Reliant Energy - HL&P
Corpus Christi  Gas Marketing, LP  Southern Union Company
D & H Gas Company, Inc.   Texas Utilities Fuel Company
Duke Energy Field Services, Inc.  TXU Gas Distribution
Entex Gas Marketing Company   Union Carbide Corporation
Equistar Chemicals, LP    Unit Gas Transmission Company Inc.

Since I'm not sure exactly what gets entered into Sitara, Pat Clynes
suggested that I check with Daren Farmer to make sure that I'm not missing
something (which I did below).  While I am waiting for a response from him
and/or Mary Smith, I will begin gathering the contractual volumes under the
above contracts.

---------------------- Forwarded by Cheryl Dudley/HOU/ECT on 05/10/2000 07:56
AM ---------------------------

	Cheryl D King
	05/08/2000 04:11 PM

Sent by: Cheryl Dudley
To: Daren J Farmer/HOU/ECT@ECT, Mary M Smith/HOU/ECT@ECT
cc:
Subject: ENA Sales on HPL

I am working on a project for Brenda Herod & was wondering if one of you
could tell me if I'm on the right track & if this will get everything for
which she is looking.

She is trying to draft a long-term transport/storage agreement between ENA &
HPLC which will allow ENA to move the gas to their markets.  In order to
accomplish this, she needs to know all of the Sales to customers that ENA is
doing off of HPL's pipe.

I had Scott Mills run a report from Sitara showing all ENA Buy/Sell Activity
on HPL since 7/99.  If I eliminate the Buys & the desk-to-desk deals, will
this give me everything that I need?

Are there buy/sell deals done with ENA on HPL's pipe that wouldn't show up in
Sitara?  Someone mentioned something about deals where HPL transports the gas
on it's own behalf then ENA sells it to a customer at that same spot  --
?????  Do deals like that happen? Would they show up in Sitara?

Is there anything else that I'm missing?  I'm not real familiar with how some
of these deals happen nowadays so am very receptive to any
ideas/suggestions/help that you can offer !!!

Thanks in advance.