IN: Are you creative? Do you have a great imagination? Can you create something out of nothing? Are you fast on your feet? If you answered yes to any or all of these questions, then I have a challenge for you! We are looking to create a team of 7-10 people to build a model of Enron's attributes: Smart, Innovative, Bold, Ambitious, and United. You will be provided with the building materials and you will have a total of 45 minutes to work along with your teammates to get your model completed. Oh, did I mention that your materials will consist only of Legos? That's right - LEGOS. Here is the layout - Friday, August 10th 11:00 a.m. Teams assemble to begin construction. 11:45 a.m. Construction is complete. 12:00 p.m. Ken Lay will host - The Applause Meter. The winning team will then be recognized by Mr. Lay and he will follow up with an e-mail to all Houston employees. Here are the guidelines - 1. Teams must consist of 7-10 members from your Business Unit. I need to have at least 3 executives (Directors, Vice Presidents, or Managing Directors) to this team. 2. The model must be free-standing. 3. Your choice of other materials may be used! Be sure to encourage your co-workers to come and cheer you on! Please give me a call or e-mail me if you are interested in participating. After the competition, the Legos will be donated to local non-profit child care centers. Thank you,

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OUT: Are you up for the Challenge?
IN: This is an email
Dear TI-USA Corporate Supporters: We hope you enjoyed reading the May issue of the TI-USA Newsletter which was mailed to you recently. Please send us the names and addresses of any of your colleagues who would like to be added to our circulation list. Attached is an additional copy of the May edition. Best regards,

What is the subject?

OUT: TI-USA Newsletter
QUESTION: To Enron Employees: We want to take this opportunity to update all current employees of our ongoing plans for bringing our company out of bankruptcy. First, to be clear, there are valuable businesses at Enron. We intend to restructure the company and emerge from Chapter 11 as a healthy, albeit smaller, company. In evaluating each Enron business or asset, we have been asking ourselves two key questions: "Is the business or asset more valuable to the creditors as a going concern that generates positive cash flow, or is it more valuable being sold and turned into cash?" We have completed our preliminary analysis and have concluded that the majority of the U.S. assets are more valuable as a going concern. These include pipelines, power stations and oil and gas properties to name a few. Many of our emerging market assets are not generating adequate cash and, thus, may be more valuable being sold and turned into cash. The wholesale trading operation is clearly only valuable with a strong balance sheet behind it. Unfortunately, Enron does not currently have a strong balance sheet. Therefore, we are negotiating a transaction whereby Enron would contribute this business to a third party joint venture with a high credit rating while retaining a residual interest in its profit stream. We believe this is the best alternative to preserve the value of the wholesale business and maintain a cash flow for the remaining businesses of Enron. We know that everyone is concerned about the recent retention payments made to certain employees. Let me try to explain our rationale. As you know, Enron is an intellectual capital business. Without key people, we go into liquidation. The wholesale natural gas and power business has been the most profitable business at Enron for the past several years. It was this business that Dynegy was most interested in acquiring. Therefore, in early November as the proposed merger was being negotiated, approximately 75 employees related to this business received retention bonuses. These retention bonuses were paid to employees that were essential to the ultimate success of the merger. Last week, we took the additional step, related specifically to our bankruptcy filing, of offering payments to approximately 500 employees who are critical to operate our company. These payments came with the condition that the employees receiving such payments stay employed at Enron for a period of at least 90 days. Seventy-five percent of employees who received these payments were below the vice president level. The payments must be repaid, with a significant penalty, if the employee leaves the company early. With these people in place, these businesses have substantially greater value, which will enhance our ability to pay creditors and provide the greatest benefit to all of Enron stakeholders. The next step will be for us to work with creditors to agree to a retention plan strategy for the remaining employees. The goal is for this program to provide you with an incentive for you to stay with us while we work our way out of Chapter 11. We also intend to see if we can work with creditors to develop more generous severance for current employees who involuntarily lose their jobs in the future. This is an extraordinarily difficult time for all of us at Enron. With the constraints of bankruptcy and the deluge of reports from the media, it is difficult for any employee to feel certain of our situation. However, our previous and near-term actions are intended to preserve as much of the value of our businesses as possible so that we remain a viable company both in the short and long term. Thank you for your patience, your understanding and your continuing hard work and contributions. Office of the Chairman
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ANS: Update
Hi Mary. Barbara tells me there's a better-than-good chance you will be coming back to join the department. Hooray! I was hoping we could chat about how you would feel about joining the financial trading group this time around. I'm leaving for the airport in just a bit to head out of town for the rest of the week but would be happy to talk when I get back and you should feel free to talk to Carol and Sara in the meantime. Mark T.
Q: What is a potential subject line for this email?
answer: Hi!
During this critical time, it is imperative that our management team remain focused on our business and continue to address the challenges currently facing our company. For that reason, I have decided to postpone the Enron Management Conference. The Conference will now be held Friday, February 22 - Saturday, February 23, 2002 at the Westin La Cantera Resort in San Antonio. While the Saturday meeting allows some Enron executives who cannot be away from the office during business hours to attend the Management Conference for the first time, I also recognize that it requires many of you to forfeit additional personal time on behalf of Enron. I truly appreciate your sacrifice and I sincerely encourage your attendance. The new agenda, while still being finalized, will be abbreviated but every bit as informative and worthwhile as previously planned. We'll be in touch soon with more details. Regards,
Answer: 2001 Management Conference
Q: You are invited to attend a meeting to discuss Transwestern on July 31st from 2:00 - 4:00 p.m. It will be held in 49C2 (video conference room - Houston) and in 7C2 (video conference room - Omaha) Attendees - Houston: Attendees - Omaha: Attendees - Washington D.C. via phone: Stan Horton Greg Porter Charles Moore - Akin, Gump Rod Hayslett Mary Kay Miller Robin Nuschler - Akin, Gump Danny McCarty Steve Kirk Frank Kelly - Gallagher, Borland Steve Harris Maria Pavlou Steve Stojic - Gallagher, Borland Kim Watson Joe Hartsoe - Enron Shelley Corman Drew Fossum Teb Lokey Tracy Geaccone Tracy, Rod Hayslett requested that you attend this meeting also. I'm sorry, I didn't add your name to the list.
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A:
Transwestern Meeting 2:00 - 4:00 p.m.