IN: Here is another incident stemming from the A-S 30 inch pipeline rupture of December 4, 2000. Although the facts are still being developed, this customer was also being supplied off of the A-S line and when it went down, HPL had to activate another pipeline to serve this customer from a different source or direction. This line may have had some liquids settled in the line or other sediments which became dislodged and ultimately may have caused a failure at Ameripol's boiler. This resulted in a fire which they claim caused equipment and product damages. Liquids are not identified in the quality specifications for the gas to be delivered to Ameripol, only not more than 20 grains of sulfur or 7 pounds of water vapor. Additionally, the contract does contain a waiver of consequential damages. Gary indicated to me that they told him that about $130,000 of the loss was a result of lost sales due to the inability to produce product. They have faxed us a written demand or notification which I will forward as soon as I receive it.

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OUT: Engineered Carbons/Ameripol Synpol
IN: This is an email
I just thought of one other thing we need to discuss with Credit in our meeting. I've asked them to get back to me about this several times and haven't heard. In the collateral annexes, we have interest on collateral computed at 360 days. So we don't have problems with Canadian counterparties, I would like to change that to 365/366 accross the board. I asked them if there was any specific reason why we've got interest on collateral at 360, like maybe it's the custom in the bank/dealer markets. Anyway, I'd like to get that answered.

What is the subject?

OUT: I just thought of something else
QUESTION: Sherry and Johnny Bains have put together a great package for the 31st at the Tribute. Time will be from 8:30 until 1:30 am. Package details: Valet service 2 blackjack tables manned by trained Vegas dealers Special midnight countdown with champagne toast Open Bar!!! Two for 1 golf coupon at the Tribute (cost normally around 100 on weekends) Menu to include (served between 9- 11:15 pm) Shrimp and Oysters with Caviar; Smoked Salmon, Smoked whitefish; fresh asparagus; Spicy beef mini sandwiches; goat cheese with crackers; chef carved NY strip lion; filet of salmon with saffron risotto; Supreme of chicken and sun dried tomato-cream sauce; basil mashed potatoes and more. Midnight Buffet will include black-eyed peas, mustard greens, corn bread, & assorted French pastries. Other items will be a DJ and his cost will be divided up later (maybe around 5 bucks)
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ANS: New Years Eve Party
We are selling 20,000 day to Transco at TP #5564. It will cost us $.0153 to go from St 65 to the Sims deal, no fuel. The transport usage deal is 289228. Let me know if you have any questions.
Q: What is a potential subject line for this email?
answer: New Transport deal
Helen- I don't think we will be able to do group lessons during the week, but, just for grins, what is the time of the Tuesday afternoon class? How many kids are in the class and who is the instructor? Also, are there any group lessons on the weekends that my daughter Kali might participate in? Are the classes large? Thanks,
Answer: Group lessons
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