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Enron Mail |
In a recent organizational memo, I mentioned what a great time this is to b=
e=20 at Enron. I believe that more strongly than ever, given the new markets we= =20 are entering, the enhanced focus of the company on markets and regions arou= nd=20 the world that best fit with our core competencies, and the phenomenal grow= th=20 of the company, perhaps best evidenced by the earnings report of the first= =20 quarter. But, there are challenges as well: California, and its regional a= nd=20 global implications, and the general market conditions that have brought ou= r=20 stock price well off its recent highs. With respect to each of these and= =20 other challenges, there are invariably opportunities: for example, the=20 enhanced opportunity for the FERC to finish the job of opening wholesale=20 electricity markets in the context of California; and, in the context of a= =20 lower stock price, a recognition that accelerated growth in earnings will= =20 bring the stock price to new highs in the not too distant future. One way= =20 that earnings can grow beyond Wall Street expectations is by bringing a bit= =20 more discipline to how all of us spend money at Enron. We in Government=20 Affairs can point to many efforts and processes that have been designed to= =20 instill that spending and resource allocation discipline in the last few=20 years. We have always done our part, but there is always more that can be= =20 done. To increase earnings and, correspondingly, the stock price, I recently met= =20 with various Government Affairs group heads to discuss ways Government=20 Affairs can do things better and more cost effectively. We looked at group= =20 travel costs, outside services, and other budget items. Attached for your= =20 review and use is a copy of a new Travel Policy and new Cell Phone Policy,= =20 which I believe, will ensure consistency across the group and deliver cost= =20 savings. Such travel policies already exist in various regions such as Enr= on=20 Europe. (Regional Business Unit travel policies will continue to be applied= ,=20 where applicable) Further, as a result of our review of the budget, we have identified saving= s=20 across the North American group in excess of 1.5 million dollars (USD). Th= is=20 is in addition to almost 2 million dollars (USD) by which the Enron Europe= =20 Government Affairs budget has been reduced, as well as significant reductio= ns=20 that have occurred in the South American group. Finally, I have also decide= d=20 to create a global government affairs hiring committee, which will evaluate= =20 the need for any proposed hires (new and existing positions). The purpose = of=20 the committee will be to assess whether the need is valid and, assuming it= =20 is, determine the most effective way to fill the position. By encompassing= a=20 cross-section of the Government Affairs group globally, it is my hope that = we=20 will arrive at better hiring decisions. The hiring committee will consist = of=20 Aleck Dadson (Toronto), Sue Nord (Houston), Jim Steffes (Houston), Paul=20 Dawson (London), Doug Wood (London), Nick O=01,Day (Tokyo), Sergio Assad (S= ao=20 Paulo), Linda Robertson (Washington) and myself. The committee will meet = on=20 an as needed basis. I believe that these changes will allow us all the opportunity to provide= =20 more cost effective and efficient service to the business units we support.= =20 I encourage each of you to review the new policies and provide feedback.=20 Thank you
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