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Non-Tech : The Enron Scandal - Unmoderated -- Ignore unavailable to you. Want to Upgrade?


To: KLP who wrote (1334)2/6/2002 3:12:49 PM
From: stockman_scott  Respond to of 3602
 
$270 Million Man Stays in the Background

By Peter Behr and Robert O'Harrow Jr.
Washington Post Staff Writers
Wednesday, February 6, 2002; Page A01

Lou Pai struck many colleagues as the brightest brain at Enron. Others say he was notable for helping to produce some of the company's biggest business disasters while head of Enron Energy Services, the Houston firm's effort to sell electricity to retail customers.

The 54-year-old Pai certainly stands out as the company's biggest winner amid financial devastation -- he sold $270 million of Enron stock in the 16 months before he resigned last July.

Because of his stock sales, he, along with other senior Enron executives and board members, is being sued by shareholders. But so far he is one of the second-tier players in the Enron drama. He was not named in the Enron board's special report on the partnerships run by the company's chief financial officers. He has not been called to testify by the myriad congressional committees probing Enron's collapse.

But Pai's role at Enron illustrates some central themes in the company's rise and fall, according to former executives and colleagues.

His windfall from Enron stock sales highlights a compensation strategy that provided huge rewards to top executives who launched new business or created major new trading opportunities for the Houston company. Some company critics say this reward structure led Enron to take greater and greater business risks that finally caught up with the company last year.

There are allegations that the retail energy business Pai headed until last year racked up hundreds of millions of dollars in trading losses in 2000, according to a memo written by former Enron manager Margaret Ceconi. She contends that those losses were effectively hidden when the division was combined with a much larger wholesale energy operation around March 2001.

An Enron spokesman has disputed that allegation.

Pai, who lives with his second wife in Houston's Sugar Land suburb, declined, through one of his attorneys, to be interviewed for this report.

A source close to Pai said Pai "doesn't know anything" about the alleged hidden losses. She called Pai "a consummate professional" who also knows nothing about the partnerships accused of hiding company losses and inflating earnings. "Lou was an operations guy" who had "nothing to do with accounting," she said.

Pai is "a very quiet guy," the source added. "If you walked into a room of people, you would not pick him out as the guy with all the money," she said.

There were signs Pai was willing to spend freely, however. He, and possibly other partners, bought 77,000 acres of Colorado mountain land since 1999 forat least $23 million, according to press reports in that state.

In the spring of 2000, about the time he was going through a divorce, Pai was intent on buying a house. He told people he wanted to have a home for his son to visit during a break from college.

The house he chose in the Tanglewood section of Houston had been on the market for only a day or two. He paid just over $900,000 in cash, according to a person familiar with the deal. "There was hardly anybody ever at the house. Within six months, the house was back on the market," the person said.

The source close to Pai said he used tens of millions of dollars of the proceeds from his Enron stock sales for his divorce settlement in 2000.

Pai is the son of a distinguished aeronautics engineering professor at the University of Maryland, Shih-I Pai, who died in 1996. He himself earned an undergraduate degree at Maryland in 1970 and a master's degree in economics there three years later.

Pai worked at Conoco Inc., another energy company, before joining Enron in 1987. Three years later he was part of a new group of executives forming around Jeffrey K. Skilling -- later the company's chief executive -- bent on turning Enron from a dowdy natural gas pipeline company into a fast-paced energy-trading firm.

Quiet-spoken and diminutive, Pai did not push his way into discussions, associates said. He did win notice for his ability to devise ingenious energy-trading strategies that covered a variety of business risks, including sharp swings in prices and changes in the weather, they added.

Working first for the corporate planning group, he helped set up one of the company's first risk-management units. It used complex financial contracts to help protect Enron's natural gas investments against sharp price swings.

That became a model for Enron's wholesale electricity-trading business, Enron Capital & Trade Resources, which led in turn to the creation of the company's retail energy unit.

Pai's expertise was strong enough to insulate him from the first of his setbacks as a manager, Enron's attempt to sell retail electricity to households and commercial customers in California and East Coast states as energy deregulation began in those states in the mid-1990s.

In 1997, Pai became chairman of Enron Energy Services (EES), the company unit handling retail energy marketing. Thomas E. White, now secretary of the Army, was vice chairman of the unit from 1998 until last year.

A year later, however, after spending $15 million to promote the unit's services with Super Bowl ads and other promotions, Enron gave up in California -- the costs of competing against the state's utilities were too high.

Outside California, the move toward electricity deregulation was halting, despite state-by-state lobbying by Enron's political teams.

But Pai wasn't through, and EES shifted its sights to large commercial and industrial customers while spinning off its power-marketing operation for households to a new subsidiary called New Power Co.

In one interview in 2000, Skilling called Pai "my ICBM," an intellectual missile instantly launched at new ventures. "He can conceptualize it, bring in the right people, and get it up and running fast," Skilling said.

But the creation of New Power as a separate unit was an admission that EES had failed at consumer retailing, said Marc E. Manly, a managing director of New Power, now a separate company.

"They didn't know how to do it," Manly said of Enron's efforts in the field. "They failed miserably." While remaining at Enron and EES, Pai was given the chairmanship of New Power when Enron spun it off as a publicly traded firm in 2000.

He showed his loyalty by investing $5 million in New Power. And Enron reciprocated, giving Pai 2 million shares of New Power stock.

"That was an arrangement with Lou," Manly said. "He was in at the beginning of this, the originator of the idea of the company, and Enron worked out a compensation arrangement. . . . We had to abide by the commitment Enron had made with Lou."

Pai is listed in the latest New Power company filings as its largest single shareholder, with 3.4 million shares. While Pai's timing in his sales of Enron shares was fortunate, that wasn't the case with New Power.

The stock went public in October 2000 at $21 a share. But the public's resistance to electricity deregulation after the California crisis and a steep drop in electricity prices has battered New Power's operations. It's stock closed yesterday at 36 cents a share.

While running EES in 1999, Pai began purchasing the Taylor Ranch in southern Colorado, on the west side of a mountain range that rises to 14,000 feet and runs down almost to the New Mexico border.

Exactly how much Pai owns and controls isn't clear. Before Pai bought the land, the owner had tried to keep local residents off the sprawling site, barring them from hunting and gathering wood. Pai has continued to oppose access and now is the target of a 20-year-old lawsuit over the issue.

Lawyer Jeff Goldstein, who has represented local residents suing the ranch, said it's Pai's property. "There is no question that he is the principal. He goes there and seems to be running the show," Goldstein said.

But as with Enron's entities, the exact ownership is murky, Goldstein said. The listed owners are partnerships.

Researcher Lucy Shackelford contributed to this report.

© 2002 The Washington Post Company
__________________________________________

***I strongly believe The Justice Dept. should seize the ASSets of the top Enron Execs...Some of them made hundreds of millions off stock options (that only became valuable because the books were cooked and profits were fabricated)...Those illegal gains should be put into a trust until The Justice Dept. can determine what's appropriate...Btw, Mr. Pai worked directly for Skilling and he knows A LOT MORE than he's revealed...There's a reason he's trying to keep a low profile...Of course the story I posted above was on the front page of today's Washington Post --> I have a hunch he may be called to testify soon...stay tuned...=)



To: KLP who wrote (1334)2/7/2002 4:20:07 PM
From: stockman_scott  Read Replies (1) | Respond to of 3602
 
Former Enron CEO Jeff Skilling Says He Knew of Nothing Wrong at the Company

By PETE YOST
Associated Press Writer
Thursday February 7, 3:47 pm Eastern Time

WASHINGTON (AP) -- Former Enron chief executive officer Jeff Skilling told Congress on Thursday that he knew of nothing improper about the complex web of partnerships that brought the energy trading giant down.


When he resigned his post in August, ``I did not believe the company was in any financial peril,'' Skilling said in his first public testimony about the collapse.

And the company's financial statements, ``as far as I knew, accurately reflected'' Enron's condition, Skilling told the House Commerce oversight and investigations subcommittee.

Skilling said he had no knowledge that the partnerships run by his long-time colleague Andrew Fastow were designed to conceal losses.

``It was my understanding that the purpose of the transactions was to provide a real hedge'' -- locking in profits from technology investments, the former CEO said.

Skilling's testimony came as Fastow and three other current and former Enron executives exercised their Fifth Amendment right not to testify at the House hearing.

In contrast to Skilling's testimony, Enron's new chief operating officer, Jeffrey McMahon, said earlier Thursday that he was transferred to a new job shortly after he complained to Skilling about the obscure partnerships in a 30-minute meeting in March 2000. McMahon was treasurer at the time of the meeting.

``His parting words to me were he understood all my concerns and he would remedy the situation,'' McMahon told the subcommittee. McMahon said Skilling called shortly after the meeting and offered him a job elsewhere in the company.

McMahon was named Enron's president and chief operating officer last week.

His testimony followed the refusal by Fastow and ex-executive Michael Kopper to testify. The two are at the center of the partnerships which kept hundreds of millions of dollars in Enron debt off the company's books.

``On the advice of my counsel I respectfully decline to answer the questions,'' said Fastow.

After telling the committee that would be his answer to all questions posed by the panel, Fastow was dismissed.

Kopper also invoked the constitutional protection against self-incrimination. Kopper saw an investment of $125,000 become $10.5 million in less than three years.

After Kopper departed, two current Enron executives, Richard Buy and Richard Causey, also declined to answer questions. Both had knowledge of the partnerships that Fastow and Kopper ran.

McMahon and ex-Enron attorney Jordan Mintz testified they were concerned about conflicts of interest arising out of Fastow's financial interests in the partnerships while he was Enron's chief financial officer.

Mintz suggested that the close relationship between Skilling and Fastow was an obstacle to bringing the partnerships under control.

According to McMahon, Fastow said ``everything Mr. Skilling says, I hear about.''

And Mintz said that Buy -- one of the executives who took the Fifth -- told me ``Jeff is very fond of Andy,'' signifying that Skilling would not do anything about Fastow's partnership.

According to Mintz, Skilling ignored Mintz's repeated requests to meet about the partnerships.

``You tried,'' Mintz said he was told by Causey and Buy.

Mintz said that Fastow left an expletive-laced voice mail for an attorney who Fastow wanted Mintz to fire. The attorney was taking a hard line in negotiations with Fastow's partnership.

Mintz said Cliff Baxter, the Enron executive who recently committed suicide, said over lunch one day that ``he didn't understand why the board was allowing Andy to do this'' by running partnerships. Baxter also complained to Skilling.

Fastow and Kopper collected $40 million for their role in the partnerships -- which investigators say involved self-dealing and conflicts of interest that eventually lead to the energy trading company's collapse.

Fastow was sworn in by Rep. Jim Greenwood, chairman of the House Energy and Commerce oversight and investigations subcommittee. Greenwood was rebuffed when he asked the witness two questions about his handling of company partnerships that hid hundreds of millions of dollars in Enron debt.

``You enriched yourself by tens of millions of dollars'' through deals ``with your own company,'' Greenwood said to him.

As the four current and former Enron executives sat silently in the crowded hearing room, lawmakers called those who drove the company into bankruptcy, ``economic terrorists,'' ``business cowboys'' and ``corporate thieves.''

``This collapse was not brought about by isolated acts of rogue employees. It required the complicity of far more than a few bad apples,'' Greenwood said as he opened Thursday's hearing.

``Was the selling of your morals ... of your souls, worth it?'' asked Rep. Bobby Rush, D-Ill., who said ``millions of dreams'' of people who lost retirement money were ruined by the Enron crash.

Arthur Andersen auditor David Duncan also has invoked his Fifth Amendment rights and refused to testify before Congress. Duncan was fired last month for his role in the shredding of Enron-related documents.

Mintz raised questions with Buy, the chief risk officer, and Causey, the chief accounting officer, about how the partnerships were being handled late in 2000, shortly after becoming general counsel for Enron Global Finance.

In memos, Mintz insisted Skilling sign off on one partnership arrangement before it could proceed. Six people signed an approval sheet, but the line next to Skilling's typed name is blank. Causey and Buy were among those who signed.

Skilling's lawyers said his approval wasn't required.
________________________

Who's Skilling trying to fool...?? He's taking a huge risk by testifying and I'm sure the Justice Department is watching carefully...The prosecuters will work hard to verify what he claims...We may be seeing perjury taking place...I expect Skilling to go to prison -- there will be enough well-placed folks down in the food chain who will testify against him (in exchange for immunity).



To: KLP who wrote (1334)2/7/2002 4:32:51 PM
From: stockman_scott  Respond to of 3602
 
Enron Traded Business for Investments With Merrill

(Update2)
By Russell Hubbard and Jeff Bliss

Washington, Feb. 7 (Bloomberg) -- Enron Corp. promised to give bond
underwriting business to Merrill Lynch & Co. and First Union Corp., now
Wachovia Corp., in return for investments in some of the off-balance sheet
partnerships set up by former Chief Financial Officer Andrew Fastow that led to
Enron's bankruptcy.

Energy and Commerce Committee Chairman Billy Tauzin, a Louisiana
Republican, said Enron offered the business to the banks in exchange for
investments because an outside investor was required by accounting rules to
keep the partnerships from being consolidated on Enron's balance sheets.

Tauzin's comments, at a hearing today, came as lawmakers are expanding their
line of inquiry to at least look at the role that Wall Street firms played in financing
Enron's rise. Enron employed more than a dozen banks and securities firms.
Over the past 17 years, the company and its predecessors sold 138 bonds and
over the past eight years were involved in 69 completed or attempted acquisitions
with an announced value of almost $40 billion.

``Enron, the seventh largest company in the nation, a darling of Wall Street, a
publicly held company, failed, taking with it the incomes, the savings, the hopes,
the aspirations, the dreams of its employees,'' said Representative John Dingell,
a Democrat from Michigan. ``This Congress has a duty to find out what
happened.''

Calls to Merrill and First Union weren't immediately returned.

Fifth Amendment

Fastow and three Enron Corp. executives who participated in secret partnerships
refused today to testify before Congress on the company's collapse, citing their
Fifth Amendment rights against self-incrimination.

In addition to Merrill and Wachovia, Enron's banks included Morgan Stanley
Dean Witter & Co., Citigroup Inc., Lehman Brothers Inc., J.P. Morgan Chase &
Co., Deutsche Bank AG, CIBC World Markets, a unit of Canadian Imperial Bank
of Commerce, and Credit Suisse First Boston.

Donaldson Lufkin & Jenrette, now a part of Credit Suisse First Boston, handled
at least one Enron partnership, Whitewing Management LLP. Jeanmarie
McFadden, a spokeswoman for Credit Suisse, declined to comment. Officials at
Lehman Brothers, J.P. Morgan Chase and Salomon Smith Barney, Citigroup's
securities unit, Deutsche Bank and CIBC also declined to comment.

$1 Billion in Losses Hidden

Judy Hitchen, a spokeswoman for Morgan Stanley, said she believed the firm
had no direct involvement with the Enron partnerships.

Enron, which had more than 3,000 subsidiaries and affiliated partnerships, hid
more than $1 billion in losses in the partnerships before it filed the largest
bankruptcy in U.S. history Dec. 2. Investors included managing directors at
Merrill, which helped sell one of the partnerships to institutional investors.

Merrill executives invested their own money in LJM2, one of Enron's limited
partnerships, after the firm helped raise $349 million for the partnership from
pension funds and other institutional investors.

In an internal e-mail, Merrill said that LJM2 was expected to return more than 30
percent a year. That's triple the average return on the Standard & Poor's 500
Index, the benchmark for U.S. stocks, over the past 75 years. Members of the
investment banking executive committee were encouraged to invest by Daniel
Bayly, then head of the group, said one investor familiar with the offer who spoke
on condition of anonymity.

Other Witnesses

In addition to Fastow, Michael Kopper, who ran a partnership, and Richard Buy,
who headed the company's risk assessment office, invoked their Fifth
Amendment right to not answer questions. Chief Accountant Richard Causey
also pleaded the Fifth, saying he recently hired new lawyers. Jeffrey Skilling, the
former chief executive officer, was scheduled to testify later today.

The executives join Kenneth Lay, who resigned as Enron's chairman this week,
and David Duncan, the Arthur Andersen LLP official who audited the
Houston-based company's finances, in declining to explain the biggest
bankruptcy in U.S. history. Enron collapsed in December with the loss of 5,500
jobs and $78 billion in market value since August 2000.

Skilling's Role

Skilling, who served as Enron's chief executive officer from February 2001 to
August 2001, quit four months before the Dec. 2 bankruptcy filing. He is the
highest ranking current or former officer to agree to appear, and he plans to
testify, Tauzin said.

Lay, a friend of George W. Bush, was the president's biggest campaign
contributor, while Enron was the biggest corporate contributor. Three of every four
dollars the company gave to politicians went to Republicans to whom executives
now are answering in congressional hearings, according to the Center for
Responsive Politics, which tracks campaign finance.

Enron, once the largest trader of natural gas and electricity, lost $78 billion in
market value since August 2000. The company formed at least 3,000 affiliated
partnerships where it hid debt and losses from shareholders, said William
Powers Jr., the University of Texas Law School dean who investigated the matter
for Enron's board.

Fastow paid himself $30 million for managing one of the partnerships, which
purported to shift investment risk from Enron to an independent outside firm,
Powers said.

Enron's collapse began when it reported third-quarter earnings in October. The
company surprised investors with $1 billion in losses from the partnerships.
Shares plunged and the company lost the credit rating it need to borrow money
needed to support the $2.8 billion in trades it did each day.