Q: 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
Propose a subject line
A: Results of Super Saturday
IN: I want to thank you for your cooperation in responding to my previous notice regarding the suspension of our document retention policy. Through the excellent work of our IT group, we have now secured our electronic media as needed for litigation purposes. Accordingly, except as noted below, we will now return to our normal electronic document retention policy. In order that we may capture all possible electronic information related to the litigation, please do the following: 1. If you have any voice mails that relate in any way to the LJM Deal or Chewco Investments L.P., including any accounting issues related to these transactions, please forward the voice mails to x3-6800. 2. If you have any voice mails that relate in any way to Enron's public statements regarding EBS, Azurix, New Power Co., or any voice mail regarding financial transactions involving these matters, including accounting issues related to these matters, please forward the voice mails to x3-6801. 3. If you have any e-mails that relate in any way to the LJM Deal or Chewco Investments L.P., including any accounting issues related to these transactions, please forward the e-mails to LJM.Litigation@enron.com. 4. If you have any e-mails that relate in any way to Enron's public statements regarding EBS, Azurix, New Power Co., or any e-mail regarding financial transactions involving these matters, including accounting issues related to these matters, please forward the e-mails to ClassAction.Litigation@enron.com. "LJM Deal" includes LJM Cayman L.P., LJM Co-Investment L.P., TNPC1, Margaux1, Cortez (TNPC), Osprey1, Avici, Catalytica, Fishtail (Pulp & Paper), Backbone, ENA CLO (Merlin), Nowa Sarzyna (Poland), Bob West, MEGS, Yosemite, EECC Turbines (Blue Dog), Raptor 1, Raptor 1a, Raptor 2, Raptor 2a, Raptor 3, Raptor 4, Rawhide, LJM2/WW Loan Agrmt, Osprey 2 LLC1, Rythms, Osprey, Cuiaba, and LJM Cayco Investments. Also, please forward all future e-mails and voice mails that relate to the above-referenced subjects to the appropriate e-mail address or voice mail box. These procedures will ensure that our electronic documents and voice mails are properly preserved. Over the next month, our lawyers will be collecting our traditional files, i.e., written documents, for possible production in litigation. In the meantime, please retain all of your hard-copy files that in any way relate to: 1. The LJM Deal 2. Azurix 3. New Power Co. 4. EBS 5. Chewco Investments L.P. 6. Accounting for any Enron investments 7. Any Enron public statement made to the investment public 8. Any Enron public filing with the SEC or other regulatory bodies Please err on the side of retention of documents. If you have any questions, please call Andrew Edison at x5-7105.

Generate a subject line.

OUT: Important Announcement Regarding Document Preservation
IN: This is an email
Dear Global Oil Retainer Client, PIRA is expanding its weekly assessment of global refining profitability to include Mediterranean and Singapore refining regions - key additions to those already provided on a weekly basis, which include "cracking" for WTI crude in the U.S. Gulf, Chicago and Group 3; "cracking" for LLS crude in the U.S. Gulf; and "cracking" and "hydroskimming" for Brent crude in N.W. Europe. These margins are based on PIRA's proprietary crude yields, and represent industry or "swing" refinery margins. The added margins are "cracking" and "hydroskimming" for Urals crude in the Mediterranean, and "cracking" and "topping" margins for Dubai crude in Singapore. The $/Bbl margins represent incremental cash operating margins, which equal gross product worth, less delivered crude cost, less variable refining operating costs. Margins are calculated and plotted for each day that prices are available. PIRA will continue to publish margin charts every Monday afternoon at www.pira.com. Look for further announcements in the future as PIRA continues to enhance worldwide refining information for its Retainer Clients, including margin analysis in other key refining regions. PIRA Energy Group

What is the subject?

OUT: PIRA's Weekly Refinery Margin Charts
Dwight, Attached is a form O&M Agreement that was recently used on power project in the US. This form is very similar to the one you forwarded Steve, but is more detailed in the Scope of Services to be performed. There are performance bonuses and penalties for electricity output. We would have to add the steam output. Should be very similar. I think this form can be turned around to Coogentrix fairly quickly once we establish what the performance standards to be met are. I will be out of the office on Jan.2 but will be back on Wednesday. Please review. I apologize for not getting back with you yesterday or today, but unfortunately the Calpine capacity assignment has to be signed today and it has consumed my time. Thanks
Q: What is a potential subject line for this email?
answer:
O&M Agreement