Enron Mail

From:david.delainey@enron.com
To:matthew.scrimshaw@enron.com
Subject:Re: EES Europe - Outsourcing Reorganisation
Cc:
Bcc:
Date:Fri, 9 Feb 2001 01:53:00 -0800 (PST)

ok, let me put something together on e-mail over the next day or so -
otherwise we will plan to be in Europe over the next 4 weeks or so.

regards
delainey
---------------------- Forwarded by David W Delainey/HOU/ECT on 02/09/2001
09:51 AM ---------------------------


Matthew Scrimshaw
02/09/2001 09:22 AM
To: David W Delainey/HOU/ECT@ECT
cc:
Subject: Re: EES Europe - Outsourcing Reorganisation

Dave,

It would be really great for you to do that. Unfortunately we start at
10.30am UK / 4.30am US time (the only slot we could get for the Auditorium).
It won't be as cool as a video link up, but if you give me a text message
addressed to all European staff, I'll read it out.

I'll get the senior guys together on Monday for the weekly EES 2.30pm UK /
8.30am US video conference call so you and Janet can at least speak to them.

Let's get you and Janet over to Europe to meet and greet the troops in person
later in the year when you guys realise what you have taken on!

Matthew




David W Delainey
09/02/2001 15:03
To: Matthew Scrimshaw/LON/ECT@ECT
cc:
Subject: EES Europe - Outsourcing Reorganisation

Matthew, would your Monday meeting be a good time (if the time change works)
for me to introduce myself and say a few words via video conference or the
like to your organization?

Regards
Delainey
---------------------- Forwarded by David W Delainey/HOU/ECT on 02/09/2001
09:01 AM ---------------------------


Matthew Scrimshaw
02/09/2001 03:04 AM
To: Enron London EES Group
cc: John Sherriff/LON/ECT@ECT, Michael R Brown/LON/ECT@ECT, David W
Delainey/HOU/ECT@ECT, Janet R Dietrich/HOU/ECT@ECT, Dan Leff/HOU/EES@EES,
Marty Sunde/HOU/EES@EES, Richard Lewis/LON/ECT@ECT
Subject: EES Europe - Outsourcing Reorganisation

Introduction

EES has been operating in Europe since late 1999 and in that time a lot of
progress has been made. The teams who have worked on Outsourcing in Europe
have learnt a tremendous amount over the last year. We now have a much
clearer idea of what should work today in the different jurisdictions that
comprise Europe and those elements of our offering with which customers are
most comfortable.

The phenomenally strong financial performance in 2000 of Enron Direct and
ETOL graphically demonstrate the future potential in Europe for a broad
retail energy business. With Enron's retail energy presence in Europe firmly
established, we are restructuring our Outsourcing product offering and the
organisation to develop and deliver it, so that we broaden our activities and
successfully grow our earnings in line with shareholder expectations.

We now have a renewed focus in 2001. The emphasis will be to work on only
the largest deals (by energy commodity spend) in those markets where we
already have a robust wholesale energy business and there is regulated and
economic third party access to retail power distribution systems. The main
thrust of our offering will be commodity and Demand Side Management (DSM)
projects and our associated price risk management capabilities. Commodity is
Enron's core competence and one where Enron should be in a position to
generate sizeable gross margin at closure. DSM projects are also important
as they will deliver gross margin and are what differentiate us from the
commodity competition. We will be focussing on shorter project lead times at
the front of a deal to ensure that we get to closure promptly - we need to
see 80% of the value in 20% of the time. Whilst we retain an understanding
of O&M, this will not form part of our core offering and we will only
consider involvement in an O&M capacity on attractive margin transactions
where it is essential to the customer. As the business develops it is likely
that, to some extent, we will build the necessary O&M delivery capability to
enhance the product offering in the future.

In those markets where we have limited wholesale capability or the third
party access to power distribution systems is not feasible in a retail
context, we will build and develop Utility Representation Services (URS) in
conjunction with a DSM project offering. This knowledge based business will
allow us to develop retail customer networks in advance of economic system
access and also provide valuable market information back to the wholesale
business. URS is ERPAG's core business and gives us a tremendous platform to
create a pan European URS competence.

Expertise in Supply Side Management has increasingly become an issue for the
origination team in EES Europe as we have begun to get into material deal
development. Whilst it is vital that we remain totally coordinated with the
wholesale business for price risk management services, there will be a
renewed emphasis within EES Europe to develop those commodity skills that do
not reside in the wholesale business to allow us to promptly and effectively
price and structure retail commodity transactions to the delivery point.

Given the renewed focus outlined above, we have taken the opportunity to
streamline the Account Delivery and Management team, typically redeploying
staff where they can immediately support the development of new business for
EES Europe. Effective Account Management remains a key capability for EES
and as we close deals with customers we will review our staffing need in this
area.

Organisation

After eighteen months working on establishing the outsourcing business in
Europe, Ron Bertasi has decided to transition back to the US during the first
half of 2001. In the short term he will complete the Trillium property deal
and ensure that the energy and property deals are both successfully
launched. I would like to take this opportunity to thank Ron, on behalf of
everyone in Europe, for all his hard work over the last eighteen months in
establishing the European Outsourcing business and in particular his
leadership on the Trillium deal which represents a substantial landmark for
the business.

Stuart Rexrode is now head of European Energy Services Outsourcing. Stuart
will continue in a customer facing capacity as a lead originator, whilst
ensuring that all of the dimensions that comprise the Outsourcing team remain
appropriately focussed. Bob Manasse will head up the origination team and
ensure that the deal pipeline remains full of substantial good quality
prospects.

Hala Tayyarah has been promoted to Manager within the Commodity team and will
provide commodity pricing support to the origination team. Hala will report
to Peter Redpath until such time as a head of Supply Side Management is
appointed.

Reporting to Peter Redpath, Peter Ramgolam will lead a new activity,
Transaction Economics, supporting Origination by developing cashflow models
to determine deal economics, identify improvements to structures to optimise
value and capture transactions for risk management purposes.

Also reporting to Peter Redpath, John Parker will lead the implementation of
a Position Management activity.

The attached organisation charts show these changes in the revised structure
of EES Europe which is effective immediately. Whilst these charts are
relatively self explanatory for the levels shown, there will be detailed
discussions over the next day or so to explain what the changes mean for
individuals. Where boxes are labelled TBA, we hope to make appointments in
the near future.

At 10.30am on Monday 12th February we shall be holding a one hour EES-Europe
all employee meeting in the Auditorium in place of the usual weekly staff
meeting. At this session we will talk about the 2001 Earnings Plan and
provide clarity on the deal process for Outsourcing and the reasoning behind
it. Also, it will be an opportunity for you to raise any questions you may
have. I look forward to seeing you there.

Matthew