postbot/aeslc_kw huggingface dataset:
Subject: Reporting Structure

Rob, independent of dotted/solid lines, you already have the primary and  complete responsibility to manage the office and the business.
At the risk  of being bold,  I think the undercurrent of your note and your discussions  with Haedicke over the last couple of days is a matter of absolute control.
Ownership and passion are important characteristics of our best commercial  people but so is fostering a diversity of opinions and ideas.
With the back  and mid office,  the current Enron model is based upon scale and  standardization which generates tremendous operating leverage.
Further, it  helps us manage risk and is a board mandated control issue.
In the  long-run, it is actually less costly (ie) systems that don't work together,  less transferable human capital, un-managed legal risks, etc.
A lot of your points are very valid and Haedicke has never and never will get  in the way of managing commercial business; however, Mark, Wes, Sally, Beth  et al have a mandate to provide a flexible, scalable but standardized  delivery mechanism, that manages our risk across the broad empire.
Don't  quit protecting the business and your people; however, please help accomplish  some of these goals as well.
In short, I would like to keep the reporting structures the same.
Lets take the earliest opporunity to discuss this.
Regards
Subject: Results of Super Saturday

Wow, if Haug spent more time making money than created bull.... in the  company we would be a $100 stock.
On a different note, I was wondering if someone in your shop could map the  current A&A process from planning for on-campus recruitment to manager  promotion  for the typical associate including timeline.
This process  mapping should be very detailed to give us the greatest insight.
I think radical change is not the answer.
The answer lies in a combination  of a) slight changes in process; b) increasing participation/ownership at key  points in the process by certain business units and people; and c) a credible  key business spokesman or spokespersons co-opting the other units where  necessary and providing the commercial leadership and representation for the  program internally.
Overall this is a commercial program that needs to meet  commercial objectives - the closer to the front the better.
The goals of any restructuring are:  a) eliminate the perception that the program is not receptive to the  business units needs or any bu's perception that they lack ownership for the  program;  b) increase the quality of the recruits that are brought in and retained;  c) ensure we have the best people in the organization recruiting, selling  and interviewing;  d) ensure that we have the best commercial training program that firmly  grounds the associate in the "Enron technology" which include skills in  market understanding, structuring, finance, logistics and risk;  e) ensure the business units have the ability to identify the outstanding  talent early and give those people the responsibility necessary to move them  up the curve quickly (ie) quickly identify the Whalley/Lavorato's in the  program and, on the flip side, quickly deal with clear non-performance issues;  f) review the effectiveness of the current PRC process as a development,  retention and performance tool;  g) incorporate mid-year flexibility, internet recruiting techniques,  non-traditional sources of talent and  h) increase cost effectiveness.
The solutions may include mandated participation by certain business units,  people and teams, business tracks, etc.
I think a thorough process mapping/tracking can identify (or help me see) the  key spots for change/modification/ownership that reach these goals with the  least amount of wholesale change for the sake of change.
I think we need to get back to Jeff not next week but the following week with  a strawman.
Let me know your thoughts.
Regards
Subject: Toronto Opportunity

Chris, Rob Milnthorp will give you a call to further discuss the  opportunity.
I would suggest that you find a day over the next couple weeks  to meet Rob in Calgary to speak in detail about the role, the market and  expectations.
I appreciate your openess and let me know how I can help.
The Ontario market is one of the best new market opportunities for ENA over  the next year.
Regards
Subject: Review Approval

This is a reminder for you to please take a minute and select your reviewers  for the PRC feedback.
Dave is also requesting that you provide a list of  accomplishments for the past six (6) months.
Please provide this information to your direct reports as soon as possible.
Thanks in advance for your prompt attention to this matter.
If you have any  questions, please feel free to call Kay  3-0643.
Thanks,
Subject: Update

Chris, I can assure you that I was not part of the "organization".
Got the  books - going throough now and I will get back to you.
Keep Avista's feet to  the fire.
speak with you soon.
Regards
Subject: Associate & Analyst PRC

Guys, as part of the new A&A program being rolled out by the ENE Office of  the Chair, a new Associate and Analyst PRC is being set up.
I have nominated  you as the six people from ENA to be on this PRC.
You will represent ENA's  A&A's and participate in the evaluation and ranking across the entire  company.
This is a very important function - please represent us well.
Regards
Subject: 2000 ENA Offsite

Jeff, as per our discussion, this would be a great opportunity for you to  spend some time with and instill your vision for Enron to the leaders of the  ENA organization.
I have attached a preliminary agenda which has you  speaking to the group right after dinner the night of December 14th.
You  have no time constraint on the length of your talk (ie) whatever you find  find appropriate in order to get your message across.
I though it might be  interesting for you to give your vision of Enron's 2001 goals, objectives and  strategy.
As well, a brief business overview of EES, EBS and Networks may be  valuable in building connections.
Regards
Subject: Q4

Guys, attached you will find the updated orig plan for Q4.
Trading income is  slim pickings so far ..... we need some key deals of all sizes to close in  the fourth quarter from your organizations.
Thanks
Subject: Denver

Guys, I spoke with Mark this morning.
He is very supportive of the structure  and idea.
I had indicated that he would continue to run the producer  services business in the West but would also be part of the overall team as  we plot out strategy in the West.
He wants to stay in Denver which I think  we should be able to accomodate as long as his group stays integrated into  the overall team.
I had indicated that we would consolidate market making  into Houston and Paul Lucci could decide if he wants to continue trading or  not - if so he needs to move to Houston.
Phillip/Barry, go ahead and start working with Mark as you develop your  plans going forward.
I will be speaking to Stephanie Miller this week and  will give the green light with her shortly.
Regards
Subject: West Desk Origination Staffing:

Barry, I have not spoken to Whitt yet - working on this week.
I would suggest that you will need to get a few bright managers/associates to  manage the mid-market and a couple of more experienced originators (internal  or external?)
to complement.
I would start thinking about how to get that  done.
I would call Oxley for help if needed.
Regards
Subject: 2001 Allocations

Mark, I am not completely sure what the other groups want to do; however,  assuming a fixed amount of the "internal" legal costs are fairly represented  by this allocation as ENA's "capacity" charge, you are correct.
This number  will be in the P/L under your name.
The "outside" legal costs should be  tracked and controlled and carried at the business unit (by deal) level.
I  need an estimate of the quarterly "capacity charge" for ENA and an estimate  of outside legal costs by business unit.
Regards
Subject: ENA Group Expenses

Guys, notes from the morning meeting.
Please review and comment.
Specific action items:  a) i)further calculation of ENA/Non- ENA capacity charges, ii) estimation of  outside legal and iii) formulation of charge out/feedback process to the  business units;  b) need budget/review for competitive analysis, technical and restructuring.
Regards
Subject: CONFIDENTIAL - Tennessee political contributions

Barbara, short of me coming up with the money, it will be next to impossible  to get this out of either the trading or origination group.
As a significant  contributor to the PAC and Enron's other adventures, I don't have the room.
Personally, I also have difficulty making campaign contributions so closely  linked to specific legislation or policy.
This may not be the answer you  want; however, I am all ears if you have any ideas on raising these funds.
Regards
Subject: Q4 Plan

Guys, attached you will find the final plan to meet our origination targets  for Q4 consistent with our discussions.
It is important that we hit our  numbers in order for Enron to meet its targets for the year.
Regards
Subject: Mass. General

Guys, Joe Sutton had passed down an opportunity that probably fits your  capabilities better than ours.
In a nutshell, a consultant on retainer by Mass.
General Hospital in Boston,  part of the Healthcare Partners system, is desiring a steam and electric  contract.
The steam load could be as high as 500,000 pd of steam and 22 MW  of power.
I think they are very open to an energy partner to manage all  their needs perhaps including the six or seven other hospitals that HP  controls in the nation.
The consultants name is Joe Petrowski (203)451-9747.
I spoke to him  yesterday afternoon and promised that one of you would be in contact.
Joe is  a big fan of Enron's and could see the logic of a more robust product like  the full energy outsourcing versus just a steam agreement.
It may be a good  lead into the health care segment.
Regards
Subject: ARC

Ken, I have taken a look at the material you had sent me on the ARC Northern  Gas Pipeline Route.
Ultimately, I believe that ARC is looking for certain  strategic investors to provide founding capital to fund the development of  this proposal.
To the extent that this is a open access non-discriminatory  pipe, ENA's opportunity lies in being a shipper to capitalize on basis  markets or customer transactions that provide attractive risk reward  characteristics.
Other than understanding the potential flows and costs,  there is probably not much we need to do today given a 2006 start from an ENA  point of view.
The ARC consortium needs to fund approximately $30M to develop this project.
The US and Canadian aboriginal groups will receive 33% ownership for $10M.
the remaining $20M and 67% will be funded by a group of producers, pipelines,  venture capital and the "organizing group" (40%!!).
Stan Horton, if he  believes this is a commercial possibility, may want to provide a few million  of founding capital to the venture in order to preserve him the option to  participate as an equity holder or operator if this becomes a reality.
Regards
Subject: GE Plastics Facts

Guys, I would like your opinion on this potential transaction.
This has been  sold through GE for some time and it is reasonably likely that if we employed  some additional resources that this could be completed over the next quarter  or so.
Ultimately, Rodney and his team would like to see EES take control of the  deal with EIM folks staying involved to ensure continuity and to assist to  closure.
Assuming that the sales process is largely completed, I see some  value for Enron to take this deal including:  a) $200 M in TCV for 2000;  b) $3 to $5 M in value;  c) GE on our EES resume of companies which will help in future sales to the  large industrial customers;  and d) provides an "in" to the GE family of companies which could result in  significant up-sell capability in the future if we provide a quality product.
Regards
Subject: Un-allocated Turbines

Guys, we have the following un-allocated turbines (approximately $100M in  nominal value):   a) 2 power barges - Brian - $13M   b) 2 ABB 11N1 - Rob- $35M   c) 1 501D5A - Janet/Chris - $25M   d) 1 7EA - Janet/Chris- $20M  All other turbines appear to be allocated to high probability projects.
Could you please provide me your plan with these units.
I would like to  flatten out our book (ie) ensure there are good homes for or divest of all  our existing turbines before we look at purchasing additional units for 2002.
Regards
Subject: SADAF

Janet, what is the status of this turbine - would we be able to turn it back  in exchange for foregoing on the ld's?
Or do we want this turbine?
Regards
Subject: Change to the Inga DASH

Guys, what is this!!!!
No - I think that Ahlstrom should take this risk or it should be reflected in  a price reduction.
I vote not to do the deal otherwise.
Regards
Subject: 2000 ENA Offsite

Guys, please mark your calendars for the 2000 ENA Management Offsite  scheduled for December 14th and 15th at the Venetian in Las Vegas.
We  envision people flying in the afternoon/evening of December 13th with the  offsite being held on December 14th and 15th.
Departure would occur the  morning of December 16th.
It is important that everyone stays for the entire  period including Friday night.
Jeff Skilling and Greg Whalley have taken  time out their schedule to speak to us on Thursday and Friday night about  Enron Corps strategy and our eCommerce/Networks strategy respectively.
A complete agenda will follow shortly.
Dorie Hitchcock will manage all the logistics.
Regards
Subject: Q4 Plan

Guys, attached you will find a list of key transactions identified in the Hot  List for each business unit.
The performance of your group is key to making  our targets for Q4 and to meet budgeted origination performance for the  year.
Independent of specific budgets for the groups, the origination  organization needs to generate $250M for Q4.
Ultimately, a strong  performance in Q4 by the origination organization will help build momentum  into the year-end PRC.
I will be setting up time with each of you to go through your numbers and  specifics on the deals.
Regards
Subject: "The Pulse" Employee Survey

Eric, like the United Way, our goal should be 100%participation.
In order to  reach that goal, we need the reporting mechanisms to determine which groups  and managers have very low participation rates.
I strongly believe that ENA's numbers would be better if we had north of 80%  participation (ie) the "unhappy" folks are more likely to input info than the  "happy" folks.
Regards
Subject: Signature authority

Janet, he can approve but can't sign as a director.
You need to continue to  manage.
This would take a board resolution to change (ie) he can not bind the  company as a director.
Regards
Subject: Strategy Meeting

Dave would like to have a strategy meeting next Tuesday  Ocotober 10, 2000  from 2:30-4:30 in room 30C1.
No preparation is necessary and it's important  that each of you plan to attend.
If you cannot attend, please contact Dave  directly.
Thanks!
Subject: Various

Ike, given our schedules, it appears that e-mail may be the most effective  communication tool.
I thought I would just follow up on progress being made in TVA on our  settlement process.
As well, I understand that there has been a number of  communications between TVA and Enron on the NoxTech emissions business.
I  have encouraged the Enron folks to pursue this opportunity with TVA given the  larger dialogue.
The Enron team has told me that TVA  wishes to move to firm  pricing and a MOU on this technology.
Given the larger dialogue, I have  suggested to our team to hold tight on completing the agreement until both  TVA and Enron have a view on where the overall settlement discussions are  going.
Please give me a call at your earliest convenience.
Regards
Subject: Support for key TN lawmakers

Guys, it will be very difficult to get money out of the power group - is the  expectation that I come up with the dollars - just curious.
Are we not  circumventing the spirit of the political contribution rules?
Regards
Subject: Follow-up to ENA Orientation

Joe, EnronOnline is essentially the internet distribution channel for our gas  and power business.
Rather, my focus on the legacy channel is an attempt to  increase the probability that more originators can complete transactions and  generate deal flow.
As well, to reduce the conflict between the trading and  origination organizations in order to keep us spending more time in the  market than focused on internal issues.
As far as specifics, you will have  to wait and see.
Thanks
Subject: Barry Tycholiz

Rob, no hi or goodbye - you are losing your Canadian politeness :)  On a serious note, you are doing the right thing for the company and for  Barry's career.
This will be a good opportuntity for him to get to the next  level if he makes it happen.
As you are aware, I will aggressively support you and the Toronto iniative.
Let me know.
Regards
Subject: LIPA

Guys, what are we going to do with this contract and the barges?
My  understanding is that we have a done deal on the 6B's.
Is this correct?
I  may be a nervous nellie but I would like to put all this stuff behind us (ie)  no more 6B's or barges.
Regards
Subject: ENA 2000 Offsite

Given the current tremendous energy market volatility and as we stretch  resources to make our commercial goals for 2000, we think it would be  appropriate to postpone the ENA 2000 Offsite to early next year.
I trust  this meets with your approval and thanks for all the hard work.
Regards
Subject: Basic

David, I have a problem with the RAC comments made on page #2 of the DASH.
Specifically, the two paragraphs basically add no value and just confuse the  reader (ie) what is your opinion?
Is this a good sale or can significant  recovery (on a risk adjusted basis) occur if we convert the sub debt and  infuse more equity?
Are we not receiving enough value from the CFPC given  the possible recovery of this sector?
The DASH is deficient in its view of Basic's prospects given current energy  prices.
Jeff/Dick/Ray, what are your opinions?
Independent of the desire to move on - what is the right call - I do not want  to give value away in any divestiture or restructuring.
Regards
Subject: Settlement

Ike, it is unfortunate we could not make this work yesterday; but I  understand your position.
In the interest of facilitating continuing  dialogue and perhaps giving you our view on how we analyze such positions, I  will send you our document.
I would suggest that we try to set up a follow  up meeting in early October once you have completed your work.
Regards
Subject: Las Vegas CoGen

Chris, as per our discussion, I just want to confirm that we have the ability  to break the contract with the EPC provider at any time.
Further, I want to  confirm that our costs will be minimal and that this whole process (ie  putting a number on a term sheet) has been based on trying to maximize the  short run value of the project.
In other works, we have no intention of  lifting their offer.
Finally, we are not ordering HRSG's or steam turbines.
These guys add no value and they are killing me!
Regards
Subject: Las Vegas CoGen

Guys, I have explained the strategy/tactics that have lead to this position  in some detail.
In my opinion the company is not at risk and potentially ENA  could create significant value from a project that we have very little  invested.
I understand the construction risk on the bid as much as anyone  and we have no intention of lifting their offer.
As far as EECC involvement,  as I had mentioned, Coleman was a part of all these discussions.
I will  argue that Mike and the ENA deal team made the right call necessary to  maximize return in the short run for Enron without investing significant  dollars or taking significant risks.
Obviously, I was unsuccessful in explaining such a sophisticated strategy.
Regards
Subject: El Paso/ECP

Joe, part of this deal is repayment of the sub debt at par and a series of  cashflows that we would probably like to monetize.
Have you looked at this?
Jeff, I would like to get your view on the economics - basically they are  giving us 89% of our carry value in cash and 11% of our carry value in a  contingent payment payable at restructuring or sale of their partnership.
Lets discuss ASAP.
Regards
Subject: Settlement Template

Ike, with the danger of being too presumptious,  I thought I would follow up  with an e-mail to suggest a procedure for trading settlement offers on  Wednesday.
Attached I have a suggested template for each party to use so  that we can ensure that we are comparing "apples to apples".
I would also  suggest that each party provide sufficient back-up to justify their numbers.
It may also be helpful for TVA and EPMI to use an independent party, such as  Charles Bone, as the intermediary to facilitate the transfer of each parties  settlement offer.
I am in the office over the next several days.
Lets discuss at your earliest  convenience.
Regards
Subject: Principal Investment

David, on a go forwards basis, please ensure that there is a technical sign  off on the principal investments DASH.
I would like either Bob Virgo or  Wayne Mays to have a look at these investments from a technical due diligence  point of view and to be on side before the investment is made.
Regards
Subject: EPMI WEST - Recent Trades with Long term Duration

Guys, I appreciate the quality work and deal flow that you are generating.
In an effort to measure and reward performance from our middle market groups  we have attempted to come up with several standardized reports to be issued  monthly and to be reviewed at the QBR.
I am a strong believer in that what  is measured and rewarded gets done.
As well, the middle market capability is  crucial to the continued growth of our business; therefore, reporting metrics  which define high performance will ensure great deal makers get rewarded and  that  you will be able to attract high quality talent into the mid market  groups.
Baughman and Presto have created a number of reports and metrics for  the East Power group, I would like you to take a look and let me know how  they should be changed to reflect the business in the West.
Upon agreement  on the metrics, I would like issue these reports on a monthly basis.
Tammy Sheppherd will get you a copy of the reports/metrics utilized in the  East.
Regards
Subject: Parking

Jeff Ader is looking for a reserved parking spot.
He is presently parking on  the Blue level and would like to have a reserved spot due to his frequent  traveling and customer appointments that warrant his leaving the building,  thus loosing his parking space.
Thank you in advance for your prompt attention to this matter.
Regards,
Subject: Wilton

Guys, pending the sale of the Wilton Centre unit, I would suggest that we not  execute the gas balancing arrangement.
The parties should continue to  operate and invoice based on the verbal agreement; however, lets not execute  the agreement or put it in the data room.
We should represent to potential  buyers that we have an interconnect agreement with Northern Border and have  been accessing supply out of the Chicago spot market.
All other gas supply/transport/balancing agreements for the other facilities  (including the Northern Border interconnection and the ComEd reg cap deal)  will be conveyed to the new buyers through the sale of the LLC.
Regards
Subject: Organizational Changes

Successfully, missed another bullet !!!
I have meetings set up with Mariel= la=20 (the lady you like) and Dan Castingnola, who are the two highest ranked=20 performers in CALME, to see if they are interested in joining our team.
=20  Regards
Subject: Sithe

Guys, gas with a $5.00 handle is not a good thing for this deal - I know we  are pushing this restructuring as fast as we can; however, I think we need to  determine how to move this faster.
Any ideas?
Regards