postbot/aeslc_kw huggingface dataset:
Subject: Sale of COPEL Shares

FYI.
Enron Principal Investments has completed the sale of Enron's ownership in COPEL.
Total proceeds for the last 5 months from this sale is over $95 million in cash.
Steven Sheldon managed this process.
In the last 5 months, EPI has sold or otherwise disposed of 20 investments, with total proceeds to Enron of over $250 million in cash.
We intend to sell another 5-10 by year end, generating an additional $50 million to $100 million in cash.
The team is very focused on selling of the portfolio, creating cash and minimizing losses.
Kevin Garland
Subject: The American Coal Company $113 Million Debt Prepayment

Today, The American Coal Company paid Enron $113.5 million in principal and interest, which included a prepayment of the remaining $110.7 million balance on its debt with Enron ($75.7 million Senior Note, $35.0 million Subordinated Note).
These two notes, with maturities of July 2004 and July 2008 respectively, were established in July 1998 to provide financing for the acquisition of the Galatia Mine by Bob Murray.
Despite the termination of the credit relationship, the physical relationship remains in place through December 2006 with projected deliveries of 1,900,000 tons of Galatia coal and 1,200,000 tons of Maple Creek Coal.
The value in the remaining coal, supported by puts and fixed price arrangements, is in excess of $25 million.
Beyond the value in the transaction, this deal, along with the DPR transaction with Cline in 1998, provided the foundation for Enron's coal business.
With this prepayment, Enron has now received over $250 million from its coal investments.
The breakdown of the funding and cash flow is shown below:  	Approved Commitments			$275 million 	Funded Commitments			$271 million 	Enron Funding (Net of Calpers)		$240 million  	Enron Cash Flows 	Principal				$188 million 	Interest					$  44 million 	Equity Distributions			$    8 million 	Marketing Fees				$    7 million 	Margin on Physical Coal			$    3 million 		Total				$ 250 million  In addition to the cash flow received to date, the investments are projected to provide minimum future cash flows as follows:  	Principal and interest			$ 20 million		Loans secured by assets  	Marketing fees				$ 39 million		Minimum marketing fees  	Coal commodity margin			$ 25 million		Value of American Coal physical transaction 	Equity distributions			???
42% interest in Dakota & Remington 									 20% interest in BMR 		 		Total				$ 84 million + equity distributions
Subject: Draft PRC  Memo for Approval

All;  Attached for your review is a draft memorandum from the ENE OTC to employees on the upcoming year-end 2001 process, specifically addressing clarifications to the process and highlighting changes as a result of the Lay-it-on-the-Line survey .
The memo is intended to demonstrate the three components that comprise the review process: feedback and evaluations, talent discussions and bonus, and provides you with choices on how you wish to proceed for YE01.
For example, doing all three in the above order, or alternatively  feedback/ bonus and thereafter talent discussions or  feedback and bonus only.
Please note that this memo would not be sent to EEL - since EEL is administering their review process  slightly differently (i.e.
it is not holding meetings at year-end).
In conjunction with the ENE memo we have also prepared a draft template for each business unit/function to use in communicating  the details and  mechanics of their process to their employees.
The purpose of this template will be to enumerate the choices each Business Unit/Function has in administering their processes - feedback and evaluations, talent discussions and bonus process.
We look forward to your comments.
Thank you,
Subject: General Suggestions

Mark and Greg,  I hope that you are receptive to unsolicited advice.
1)	Give a single officer the authority to say "no" to deals before they get to your Office of the Chairman.
Rick Buy may not want the job, but it should be someone in a similar position with real authority.
Perhaps, each business unit should have such a person.
Key to making this work is to find a person who will try all ideas to make a deal "good" before killing it.
2)	EIM may need a new CEO.
If Bowen is not going to take the job, then you should strongly consider Shankman for the post.
I think that he has done a fine job at EGM in the last 12 months, and this could be his chance to step up and run his own shop.
3)	Stop paying a dividend!!!!!!!
Given that we are not appealing to an institutional investor base that requires a dividend, we should keep the hundreds of millions of dollars.
4)	We probably have too much metal in inventory in London.
We should consider getting out of a business that requires that much physical inventory.
Thank you for taking the time to read my suggestions.
James C. Lewis VP Finance and Structuring EGM
Subject: Register for AT&T's Enabling the Enterprise - Houston, TX

AT&T's Enabling the enterprise is coming to Houston November 29th, and we have not yet received your registration.
As anticipated, interest in this session has been great...and seats are limited...so register today!
If you have registered already, please disregard this email.
Subject: Some thoughts

Greg:   Implement Tradeco.
Determine if Dynegy is willing to lend $850 to $900 million against TransWestern Contact Moody's and ask how much equity we need Tap all potential sources of equity: -	Dynegy -	Federal Reserve/Treasury -	Banks (Citi, Chase) -	Industry players (unlikely in time required) If funds are likely, get stay from Moody's until Monday  Tell me what you want me to do and I'll get after it.
Jeff
Subject: Knowledge Management Workshop to Examine New Paradigm

Knowledge Management (KM) Systems Changing with the Demands of Oil & Gas Industry; Houston Workshop Examines New Paradigm  Houston, Texas (November 7, 2001) A more practical KM model is emerging for the oil and gas industry that catalogs and networks a company's experience rather than documenting its practices.
Under this model, a firm's collective experience and its members' specialized knowledge and credentials are cataloged to allow users to quickly and efficiently leverage the extended organization.
This approach helps with two macro trends in oil and gas: (1) the trend towards core competency development, and (2) the creation of an extended workforce as a large proportion of management reach retirement.
Management are able to create a dynamic network of experts and resources that spread across many partnering organizations as well as semi-retired employees.
Entitled "Creating Successful Knowledge Management (KM) Systems: Communicating Experience Rather than Documenting Practices," a workshop on December 4, 2001 at Houston's George R. Brown Convention Center will present this new KM approach in advance of the Interactive Energy conference and exhibition.
www.interactiveenergy.com/2001/workshopfour.asp  "What we've found is that linking people is the most important element in knowledge management," said Richard Fletcher, a senior KM consultant in the energy practice at Deloitte Consulting.
"The second most important element is capturing learning rather that abstract procedures or static information."
Subject: checking in

Greg, I can not even imagine all the tension and activity that have kept you busy these past weeks.
Maybe you can give me a call when the dust settles a little.
Sunday PM might be good, I will be at home.
There is nothing critical just thought you might want to vent.
Liz has been a champ and if anything went critical I would let her know.
Cash margins are getting thin with all the rate cuts, but you are liquid and getting the best available.
Ben
Subject: Enron Net Works - Cost Savings

We are prepared to get with you as soon as you would like after your return from New York to review projected cost savings from ENW.
For each business unit that we support (EA, EGM, EIM, EES, EBS), we have prepared cost savings on expense and capital based on the three scenarios below.
Scenario 1:	Enron exits the line of business, with immediate headcount reductions and cost savings quantified; 			skeleton staff remains for orderly exit of business; then final headcount reductions and cost 			savings quantified (Lights Out)  	Scenario 2:	Enron retains and maintains line of business, but does not invest for growth; assumes no further systems  			enhancements; support is scaled back from current level and is minimal (Lights On - But Dim)  	Scenario 3:	Enron retains line of business and invests modestly to accommodate known market changes; service levels  			are scaled back from current level and are a step above minimal (Lights On - Brighter)   Cost savings in all three scenarios have been quantified at the following level of detail by commodity for EGM and EIM:  	EGM:	Freight Markets					EIM:	Forest Products 		FX/IR/Equity						Steel 		Domestic Crude & Products 		International Crude & Products 		Domestic Coal 		International Coal  Cost savings have been identified for ENW's unallocated expense and capital as well.
We have worked with HR to adjust cost savings for anticipated severance costs.
Subject: Weekly Project Update...   W/E November 9, 2001

Please find attached the EEOS / NEPCO weekly project update for week ending November 9, 2001.
If you have any questions, you can call me at (713) 646-6106.
Mark
Subject: Allocation of Capital

I think we urgently (next 2 days) need to have a meeting to discuss where we allocate capital and risk.
Counterparties are very nervous and many are not extending us credit so we are having to prepay extensively to do business, both in the US and UK.
I have two suggestions:
Subject: HSR Filing - Tuesday, Nov. 13th - URGENT

We are prepared to file the Hart-Scott-Rodino ("HSR") Form with the Federal Trade Commission and Department of Justice on Tuesday, Nov. 13th.
I have received the necessary statutory notice from Dynegy that was a prerequisite to our filing.
Please confirm to me that since Friday, Nov. 12th, we have not prepared any additional HSR Item 4(c) documents in connection with the proposed merger or Northern Natural Gas transactions with Dynegy.
Item 4(c) requires the parties to the filings to provide to the FTC and to the DOJ the following:  "all studies, surveys, analyses and reports which were prepared by or for any officer(s) or director(s) (or, in the case of unincorporated entities, individuals exercising similar functions) for the purpose of evaluating or analyzing the acquisition with respect to market shares, competition, competitors, markets, potential for sales growth or expansion into product or geographic markets..."  Please also circulate this E-Mail to any other member of the Working Group who may have knowledge or possession of any Item 4(c) documents.
Thanks for your help!
Subject: IT Merger Strategy

Hi Greg,   Today I'll be kicking off our merger strategy from an IT perspective.
The goal of this will be to position Enrons IT group as the obvious choice to take the merged company forward.
This is in everyones best interest, even if they don't know it yet.
This will be focussed purely at IT, but alligns with the overall goals of ENW.
You and Greg Whalley have my commitment to making this work and hence making the future merged company a success.
What I need from you and Greg and David is help in quickly coming up with a retention policy to ensure our best people don't walk.
Regards
Subject: Duke Situation

Greg,  ACTION - PLEASE CALL TODD REID AT DUKE  BACKGROUND: Below is the situation with Duke and subs: 						Exposure	Line		Cash		L/C	 Duke Energy Marketing LP / ECC		($43mm)	$10mm		$52.35mm	$20.5mm Duke Energy Trading & Marketing / ENA		($56mm)	$5mm		$61mm Duke Energy Trading & Marketing / EPMI		($260mm)	$20mm		$171mm	$100mm  The expiration of the letters of credit are 11/30/01.
Duke believes that since these L/C's have less than 20 days to expiry their value should be zero and are asking for additional cash collateral.
Our view of the contract is that these L/C's are good collateral until expiry and should be counted in our outgoing collateral.
The roll of the letter of credit has been delayed as Haedicke/Mintz get comfortable with the reps under the L/C facility.
Duke credit guys are saying that Todd Reid has not received a return call from you and this holding up a resolution.
Bill and Louise
Subject: GO ARMY

No matter how young he is, it is conforting to hear that a grad is now the ranking Enron employee.
Good Luck.
Max B. Kelly ?70 BLM Corp. Enron?s Panamanian Subsidiary
Subject: Invitation to the Stanford Graduate School of Business  International Career Fair, Tuesday, January 22, 2002

Lawrence G. Whaley Vice President Enron Gas Services P. O.
Box 1188 Houston, TX  77251-1188 November 12, 2001   Dear Lawrence: 		 We are so pleased that Steve Kean will be speaking at our conference on Winning Globally:  Organizing for Global Growth on January 23, 2002.
As you may know, Steve will be speaking on a panel on "Maintaining Gold-Standard Ethics in a Global Era."
We hope that you will be able to join us at the conference.
We would also like to invite you or a company representative to participate in the 2002 International Career Fair at Stanford Graduate School of Business, which will be held on the previous evening, Tuesday, January 22, 5:00pm - 8:00pm.
The goal of the International Career Fair is to facilitate interaction between leading global companies and our talented MBAs looking for positions of international scope.
The International Career Fair is strategically timed to coincide with our second -year students' full time job searches and
Subject: Employee retainment

Dear Greg,  I appreciate you coming down to the gas floor and providing us some information about what is going on.
One of the questions that kept getting asked had to do with who will be retained, and what we will be paid when we are retained.
We were told that star performers will be retained.
At what profit level do we become star performers?
I understand you and your staff have a tremendous number of things that need to be accomplished.
As I talk with my peers, the most important thing on our minds is if we will have a job and what we will be paid.
John was saying that in a few months this issue would be addressed.
My immediate concern is to secure employment while there are still positions available with other companies.
I will accept the first lucrative offer that is made to me.
My peers have expressed the same sentiment.
In a few months, there may not be any jobs left.
We have to may hay while the sun shines.
We all have been bombarded with calls from executive search firms.
We are all racing for a limited number of jobs that promise substantially higher salaries.
What we need on this floor is some assurances.
Maybe it should be in the form of granting bonuses now and offering employment contracts.
We need some exact numbers in the form of dates, salaries, and bonus plans.
Scott Neal brought up this same question several times and John said he understood how critical this situation is.
If there are only trader track personnel left to run this company, will Dynegy still be interested?
Getting a bonus this year that reflects the work I put in is critical.
It is no where near as critical the issue of making sure my children have food on the table.
I do not have two months to wait to find out that the compensation I will be offered ends up being less than what a third party is willing to pay, or the bonus program is a based on a amount to appease me when I may have passed up a percentage deal.
Please sense the urgency that my peers and I are feeling.
Tom Donohoe
Subject: CalPERS

Mark, Jeff and Greg,  There has been some recent noise at CalPERS regarding Enron, some of which you may be aware.
I wanted to update you in case any questions were raised tomorrow on the conference call.
In October CA state Senator Steve Peace sent a letter to the CEO of PERS raising "questions about the prudence of CalPERS continuing to invest and partner with Enron under its current management".
I discussed this with the Alternative Investment (AIM) staff (with whom I deal with regularly regarding JEDI II).
They indicated at the time that a senior staff meeting was being held (on Friday Nov 2nd) to discuss the letter and how PERS might respond.
Subsequent to that, staff informed me that the board had put Enron on the agenda to discuss during today's (Tuesday the 13th) Investment Committee meeting.
I have not received an update as yet today on today's meeting.
The fact that the board was meeting to discuss Enron has been reported in the media.
Meanwhile, on Friday the 9th, Dan Szente the CIO resigned from PERS.
Articles indicate it may be a result of 7.2 percent loss in the funds' investments.
PERS holds approx 2.6 million shares of Enron.
This has also been mentioned in articles discussing Dan's resignation - thus attempting to link his resignation with our poor performance??
Earlier in the year their proxy vote indicated they owned 3.5 million shares.
[BTW - they voted against Item 1 - specifically mentioning Lay, Wakeham and Winokur as having relationships with Enron that could cause conflicts of interest.}
PERS assets total $151 billion.
It appears they may have liquidated some of their position.
I am not sure but I think their position has been one they have held for a long time - possibly since beginning our relationship with JEDI back in 1993.
The JEDI II partnership has been a successful partnership for PERS and current IRRs indicate they could earn in excess of 50% on their investment based on the September 30 capital account.
This of course, assumes we can liquidate the assets in JEDI I for their current fair value.
Also - PERS purchased approx.
7.2 million shares in NPW for $40 million - a cost basis of $5.50 a share.
If you have any questions, I am available this evening at 713-218-6460.
Shirley
Subject: Mariner Progress

Greg,  I know that you have more challeging issues than Mariner to consume your time; however, I wanted to advise you that I believe that we have at least made some short term gains at the company.
First, we have reduced the workforce by about 20%.
I will know before year end if further reductions are needed.
Second, we have sold 100% of Mariner's interest in Aconcagua for $51 million.
Originally, Mariner intended to sell 50% of its interest.
Expectations were $35-$40 million (100%).
Allan brought in the buyer
Subject: Merger Transition Teams

Greg,  While Enron's management teams are reviewing actions plans for the upcoming six to nine months, I understand that functional transition teams will be assembled to address the planned merger.
I would like to register my strong interest in assisting any transition team where my skills could add value.
Prior to developing and supporting corporate as well as enterprise systems at Enron my career has spanned across General Electric Capital Services and ABB on a global basis.
Much of this experience has included system integration and change management.
Let me know if you have any questions to the above.
Otherwise, I wanted to let you know of my interest and desire in working towards a successful transition for Enron.
Regards,
Subject: EnronOnline

I would like to move forward with what we are calling Phase III for EOL.
Most of the work is done but in this environment, I don't want to prepare to roll it out in January without your views.
However, if we are to roll it out in mid-January, we need to agree soon.
Richter has sent you the outline/presentation on e-mail and he and Savita and Jay can describe it all in greater detail if you like.
Savita discussed the presentation and the plan with John Arnold and he is supportive of the rollout and the new look and functionality.
Basically it will include a new home page and a new garden page, but the key parts are the expanded quotes screen and the order manager which are a much better use of real estate than the static Reuters content down the side (which will be put in a MyContent button).
This isn't expensive, most of the work is done anyway, but it is a new look and the quotes screen will now be expanded.
I think it would be positive to do.
It looks better, the Reuters content can be found in a MyContent button and we can use the entire quotes screen to enhance order flow and improve the counterparty experience.
It also shows business as usual with EnronOnline.
Your thoughts?
Greg Piper  President & CEO   Enron Net Works LLC
Subject: Juniper GP, LLC - New Formation

Juniper GP, LLC  This limited liability company was formed in Delaware on November 5, 2001.
Particulars are:  	Parent Company:	To be confirmed.
Business:	Acquisition of 100% of the general partnership interest in Juniper Energy L.P.  	Employees:	No  	Foreign Qualifications:	None  	Company No.
:	1791-JUNP  Information not yet confirmed by LLC Agreement.
Please circulate this information to all interested parties in your group.
For more information, see attached Corporate Data Sheet.
PLEASE NOTE: 	Mary Heinitz - copy of evidence being sent by interoffice mail 	Angie Ramirez - please apply for FEIN 	Sylvia Hu - Minute Book and one seal have been ordered  Lillian R. Bailey Administrator Corp. Services EB4863 Ext.
33577 Telephone 713/853-3577 Fax 713/646-8007 lillian.bailey@enron.com
Subject: Job openings

Greg, I have been a dedicated Enron employee for two years.
I was originally part of the Research group and now work for EIM Fundamentals.
This is a very difficult and exciting time both  for our company and for me as an employee.
I would like to be more involved in this process.
Does your office currently have ANY type of position where I can make most contribution to the company.
Thank you,
Subject: ENE: Adjust Historical EPS As Per Restatements; Lower 4Q & 2002  Ests.

ENE: Adjust Historical EPS As Per Restatements; Lower 4Q & 2002 Ests.
*	We adjust Enron's historical EPS for the restatements filed in their 8K published on November 8th.
*	We revise our stand-alone 2002 EPS estimates to $1.50 from $2.15.
We think this could prove conservative, but await further data on Enron's ongoing performance in their energy trading & marketing business.
*	Enron is currently trading at a relatively large 20% discount to their implied merger value of $12.40.
We think this spread could contract as certainty improves over accounting issues, stand-alone earnings power, and the scope of hurdles to merger completion.
<<ENE EPS adjustments 11-14-01.pdf>>  <<ENE EPS adjustments 11-14-01.doc>>
Subject: Hi!

Greg,  	I'm sure these days have been tremendously busy for you and I hope that, whatever the outcome, it turns out to be the best for you, your family and colleagues.
I've been following the news very closely and it really unfortunate to read about it.
I am still shocked how a handful of people can cause so much trouble.
Hope everything pulls through; if anyone is the right for the job, it's got to be you.
With this said, I realize that you probably have very little "bandwidth" for matters outside of Enron these days.
However, it is that season again where MBA  applications are due and I would be honored if I could get another recommendation from you.
Unfortunately, I did not get into Harvard last year.
To make your life easier, I WILL DO ALL OF THE WORK - i.e.
write the letter and fill out the forms, etc.
- and only ask for your John Hancock (signature).
Since I have a rather extensive list of applications, it will be perfectly appropriate to draft a general letter of recommendation that addresses topics from all of the schools.
I will write this letter and if you accept my request, I would send you ten-personalized copies (one for each school that I am applying to) for you signatures.
That's all!
This way, you will spend very little time in providing me superb letters of recommendations, and both you and I will be very happy.
Anyway, I would actually like to speak with you about this and just "life in general" if possible.
I know your schedule at work probably doesn't permit you to have free-time (god forbid).
I do have your home number, but I like to save it only for special occaisions.
I think this might be one!
Please advise.