QUESTION: This is the one you looked at and left me comments. Your comments aren't in this draft (timing), but I want to pick them up in the next go round. When we get together to discuss stuff, maybe we can review this. It is difficult to get your comments over voice mail, as I'm just not that quick! Kay
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ANS: TITAN-LEDFORD comparrite.DOC
Further to our conversation please find attached the curves on the JM Huber transaction that we have agreed to work off of. The 30,000/day of capacity will sit on the books until next week but the deal with HUBER is effectively completed. In the event that this deal does not close, then the West desk will resume with the same MTM risks that you presently have. Any curve shift positive from now until the transaction is actually unwound will be credited back to the orig desk and any negative curve shift from here on in will be credited to the trading desk... plus ENA Orig and trading will work on a sharing calculation payable for any future deals. In addition to the transportation income being generated, additional orig will be generated by entering into wellhead and market based transactions with the desks. I believe that all of the risks and discussions associated with the structures have been well communicated with each book ( by Mark Whitt ) and we will be meeting with each of you early next week to get the structures and booking set up properly. I trust that this note covers the general areas related to this deal and I am very pleased with the high level of cooperation shown by everyone.. Pls review file and if there are any questions give me a call. BT
Q: What is a potential subject line for this email?
answer: JM Huber Transaction- Confidential
I have more info on this deal - according to Colleen Sullivan, this is a CES Retail fuel management deal. ENA has the right to use the capacity and does all the nominations on the CALP contract. I still need the counterpart set up. Thanks Victor, for January, I have set this up as and exchange deal (deals 149775 & 149776). We may need to create 2 delivery exchange deals for constrained and unconstrained citygates. Scott, this is the deal we spoke about this morning. For January, we will treat this as an exchange. We need to chat about Feb and March.
Answer: New Counterparty
Here is an email: Attached is a new draft of the letter to John Pope with all comments received. Dick Ingersoll will send this out to TVA tomorrow. If you have any other additions, please get them to me today.
What is a potential subject line for this email?
A: Letter to John Pope
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
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A: Results of Super Saturday
Here is an email: On September 14, 2001, the Commission accepted tariff sheets filed by NEPOOL, effective July 1, 2001. The tariff sheets conform the existing mitigation price screen provisions of Market Rule 17 applicable to resources that run out of economic merit order to the revised bidding and compensation regime of three-part bidding and Net Commitment Period Compensation. NEPOOL explained that the proposed differences in percentages applicable to the Energy Block Price were appropriate since they apply to different base values depending on whether the resource is regularly or seldom run in economic merit order. The price percentages applicable to Startup and No-Load bids are the same for both resources as both resources use the same base value. If you need further information, please let me know. Susan Lindberg x30596
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A:
NEPOOL mitigation price screen (ER01-2836)