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Politics : PRESIDENT GEORGE W. BUSH -- Ignore unavailable to you. Want to Upgrade?


To: stockman_scott who wrote (282539)8/1/2002 2:12:06 AM
From: Karen Lawrence  Read Replies (1) | Respond to of 769667
 
The president's new pitch
By William Walker
Washington Bureau

"I was a bulldog on the pant leg of opportunity."

— George W. Bush, on his career as Texas oilman and baseball owner

"He's not an entrepreneur. He's a welfare recipient."

— James Runzheimer, Texas lawyer and anti-tax activist

WASHINGTON LONG BEFORE he became president, George W. Bush was a popular figure with fellow oilmen at the Petroleum Club bar in Midland, Texas, chewing tobacco and telling tales over bourbon and beer.

It's how business got done, often on a drunken handshake.

"Y'all don't call the lawyers till the deal is done, they'll just screw it up," an old Texas oil patch saying goes.

Bush, the president, is trying to lead the charge toward "Corporate Responsibility." But Bush, the businessman who felt right at home in that Wild West world of wheeling and dealing, needed the weight of his family name to survive a series of questionable corporate deals that made him a small fortune and left investors holding a near-empty bag.

With a stock market in tatters, investors in a panic, the U.S. economy on the verge of a "double-dip" recession and corporate chieftains battling the image of lying, insider-dealing crooks, the president must try to restore confidence.

Americans who have watched their stock-market nest eggs shatter in the wake of the giant Enron and WorldCom accounting scandals could become angry voters in the November mid-term election. Heavy Republican losses in the Senate and House would weaken Bush's presidency as he eyes re-election in 2004.

He can always try to oust Iraq's Saddam Hussein to stop the slide in his public approval ratings. But, in the end, he knows from his father's experience that it's the economy that matters.

George Bush Sr. impressed Americans as their 41st president by winning the Persian Gulf War but still was turfed from office after one term because the country was in a recession.

The challenges George Walker Bush faces now are much different from the ones he took on when he returned to Midland, the dusty west Texas town where his father had come a generation earlier to get into the oil business, and where George W. spent his boyhood.

He came back in 1977, armed with a two-year M.B.A. degree from Harvard University, to try to get out from underneath his famous father's shadow.

He had drifted aimlessly since graduating in 1968 from Yale, the alma mater of both his father and grandfather. Most of those lost years were spent partying prodigiously in Houston, chasing women and living in the Chateau Dijon apartments, which, by all accounts, resembled a fraternity house.

Bush drove into Midland in a second-hand, dented Oldsmobile with $13,000 (all figures U.S.) in his pocket, money left over from an education trust fund from his parents.

He wasn't a pity case. The grandson of a senator, his first home was next door to the president of Yale University. Still, Bush wanted to make it on his own.

He knew that if he were to have his own career in politics, he had to accomplish something so voters wouldn't think he was just "riding on my daddy's coattails," as he once told a Texas reporter.

How Bush arrived in Midland with $13,000 and left with $15 million offers an illuminating glimpse into America's influential elites.

Bush doesn't drink any more, having quit after a painful hangover from his 40th birthday party, but when he returned to Midland he was still a wild man. He began hanging out with Don Evans (whom he nicknamed "Evvie"), another west Texas oilman who is now his commerce secretary, and pals Paul Rea, Dennis Grubb and Charlie Younger.

Bush gave Younger the nickname "Fingers" after what Younger did with two of his fingers one night after he'd had too much tequila and thought he'd better throw up. The group dubbed themselves "The Greyhounds," because when it came to drinking and partying, they felt like they could run like greyhounds at a racetrack.

Impulsively eyeing an empty west Texas congressional seat in the 1978 election, Bush decided to get his life in order, fast. Friends introduced him to Laura Welch, a 30-year-old librarian from Austin, and within five weeks they were married.

They set out on the campaign trail on the back of a flatbed truck trying to win the election. Bush lost.

The defeat made it even clearer to Bush that he needed to accomplish something on his own. The man who beat him in the 1978 election called him a "carpetbagger" and repeatedly referred to his Ivy League roots in Connecticut.

So Bush set up an oil company called Arbusto Energy Inc. (pronounced Ar-BOOST-oh, which is Spanish for "a bush"). He wanted to buy land rights in search of oil, but he didn't have any seed money.

Almost immediately, his father's friends proved more than happy to help someone who could be future presidential material, even if it meant risking losses.

Most of the early financing came from Connecticut, lined up by his financier uncle Jonathan Bush. One of those investors was Russell Reynolds, an East Coast multi-millionaire. "So George W. came to see me, and I thought he would be an absolute star," Reynolds told American Spectator magazine at the time. "A very attractive guy. Being a great friend of the Bushes, I put in a small amount of money."

Reynolds' contribution was about $25,000.

Other friends of the Bushes soon lined up. From 1979 to 1983, about 50 investors plowed $4.7 million into Arbusto.

George L. Ball, CEO of Prudential Bache Securities, a stock market giant, invested $100,000. Lewis Lehrman, a New York millionaire and Republican supporter, put up $47,500. Fitzgerald Bemiss, a childhood friend of Bush's father, invested $80,000. George Ohrstrom, who went to private school with Bush's father in Connecticut, anted up $100,000. Philip Uzielli, a close friend of James Baker III, the senior Bush's political fixer and cabinet member, chipped in $50,000.

Bush started buying up land and drilling. Sometimes he struck oil; mostly he didn't. He never "bagged the elephant," as oilmen say — never or hit an oil find that would return huge profits to his investors.

As Arbusto floundered, his pals teasingly called it "Ar-BUST-o."

A frustrated Bush was now drinking heavily. It bothered some close friends, who worried it could be a political liability. It also bothered Laura Bush, who told him his personality was normally a "3" on the loudness scale, but when he drank it became a "10."

She told him she preferred him as a "3," as Elizabeth Mitchell documented in W: Revenge Of The Bush Dynasty.

Bush often had four bourbons just to "warm up." A friend asked if he knew when the last day was when he didn't have a beer. Bush was stumped.

The drinking continued throughout his business days. One night in 1986, at a fashionable restaurant in Dallas, Bush finished his dinner and spotted Wall Street Journal reporter Al Hunt at a nearby table.

Hunt, who was with his 4-year-old son and his wife, CNN anchor Judy Woodruff, had just predicted Jack Kemp would beat Bush's father for the Republican presidential nomination.

Bush went over to Hunt's table. "You f---ing son of a bitch," he said. "I won't forget what you said, and you're going to pay a f---ing price for it."

--------------------------------------------------------------------------------

Two years before, Arbusto had hit the skids, returning just $1.5 million to investors on their $4.7 million stake.

But Bush fared much better personally, making $362,000 on his investment of only $102,000 (which he had borrowed from a bank).

Hoping to raise more cash, he changed the company's name from Arbusto to Bush Exploration. It didn't help.

He was finally bailed out by an old Yale classmate, William DeWitt Jr., an oilman who owned Spectrum 7 Energy Corp.

By now, Bush's father was vice-president to Ronald Reagan. Later, in 1988, the wealthy Dewitt would become one of the biggest donors to Bush Sr.'s presidential campaign.

DeWitt bought Bush Exploration outright. Bush was named Spectrum 7's CEO, at $75,000 a year, and received 1.1 million shares in the company's stock, a practice many in Congress now want outlawed.

As world oil prices fell, Spectrum 7, with Bush at the helm, became a money loser.

By 1986, another bailout was needed. Enter Harken Energy, a mid-sized Texas oil company that gave Bush and his fellow Spectrum 7 owners $2 million worth of Harken stock for the debt-ridden company.

Bush's take was about $500,000 worth of stock. He was also named a company director and received $120,000 in consulting fees, even though he was off working on his father's presidential campaign through most of 1987 and 1988.

"His name was George Bush. That was worth the money they paid to him," said Harken founder Phil Kendrick, as reported by Charles Lewis of the Centre for Public Integrity, in his book, The Buying Of The President 2000.

One month after Bush came aboard, the company obtained a $20 million investment from Harvard Management Company Inc., which manages Harvard University's multi-billion dollar endowment.

This is where the Bush connection clearly paid off for Harken. "You just don't knock on the door of a major endowment, which Harvard certainly was, and say: `Listen, I've got a great idea' ... unless you have an in," said Bing Sung, a former Harvard Management Company investment manager.

One "in" was Robert Stone Jr., a former Houston oilman who served on Harvard Management's board of directors and was an old Bush family friend.

In 1990, Harken hit the big time. With Bush's father in the White House, the company beat out giants like Amoco and Chevron to make a deal with the government of Bahrain that gave the upstart exclusive rights to drill for offshore oil there.

Eyebrows were raised because Harken, a small player, had never been involved in international oil production.

With Bush's father set to mobilize a giant military force in 1991 to drive the Iraqi army out of Kuwait, many wondered about the Harken deal with Bahrain and the Bush connection.

"It raises the question ... of an effort to cozy up to a presidential son," the Wall Street Journal reported in a 1991 page-one analysis.

With the Harvard deal, Harken now needed even more capital to move into Bahrain. It came in the form of $25 million from Bass Enterprises, run by Fort Worth's Bass brothers, who were members of Team 100, an elite group of top Republican party donors.

All four Bass brothers — Sid, Robert, Edward and Lee — attended Yale University, just like the Bushes. The Bass family was the fifth-largest donor to Bush's campaign to become the governor of Texas.

Everything looked great, at least on paper. But Harken used up all its cash drilling at two offshore sites in Bahrain. No oil. No profits. The end result was big losses for investors like Uzielli, Harvard and the Bass brothers.

But not for Bush.

While Harken was still a going concern, he saw a chance to use his oil earnings to satisfy his first love — baseball — and fulfill a fantasy by owning a major league team.

He needed $500,000 to join a group that was buying the Texas Rangers from owner Eddie Chiles, another friend of the Bush family. Bush borrowed the $500,000 from the United Midland Bank, where he had once been a board member, using the Harken shares as collateral.

Then he sold the shares — for almost $850,000 — and paid off the bank and other debts.

The sale in June, 1990, violated a six-month no-sell agreement. Two months later, Harken posted its largest quarterly loss ever, $23 million.

Bush had been warned the losses were piling up, records show. He served on Harken's internal audit committee.

The Securities and Exchange Commission investigated Bush's sale, including the fact he was 34 weeks late filing the paperwork required by law. But it found no wrongdoing. Bush was never even interviewed by the SEC.

The watchdog's chairman at the time was Richard Breeden, who had been economic adviser to Bush's father at the White House.

The Bush camp says the stock was sold to avoid continuing high interest charges on the loan. Critics say the stock was sold because Bush knew Harken would report the $23 million loss in two months, driving down the stock price and making it impossible to cover the loan.

Bush's $500,000 bought him only 1.8 per cent of the team, but the big investors wanted him for his name recognition and political power.

The other owners named him managing partner, making him their leader in negotiations with the city and with Major League Baseball.

All together, Bush and his partners — the largest being Fort Worth financier Richard E. Rainwater, a major contributor to the presidential campaigns of Bush's father — paid Chiles $86 million for the team.

But that's just the beginning of the story.

The Rangers played in a dilapidated, minor-league stadium in Arlington, a prosperous suburb of Dallas. It had no luxury skyboxes or other modern amenities needed to bring in enough cash for the team to compete in MLB's multi-million dollar free-agent player market.

Bush concluded that his great achievement before entering politics would be a spanking new baseball stadium.

But the partners didn't want to spend their own cash. Instead, they threatened to move the Rangers from Arlington. That was enough to galvanize the Arlington city council, which agreed to fund the $135 million stadium through a tax increase.

Arlington began an advertising campaign to persuade residents to support a referendum on the subject. It passed by a 2-to-1 margin.

The city promised voters that the Rangers' owners were spending $50 million of their own money on the new park, but the owners passed that cost along to fans through a ticket surcharge.

In the end, the stadium, known as The Ballpark at Arlington, came entirely free to Bush and company. Today, many Arlington taxpayers say the deal was "a theft."

The Rangers' owners also wanted some huge tracts of land surrounding the stadium for parking and possibly to profit on future land speculation. Bush told Texas reporters at the time that part of his plan was to obtain a large parcel of land around the new stadium as a potential revenue stream.

The city agreed to create something called the Arlington Sports Facilities Development Authority, which was given the power to "condemn" land around the proposed stadium and seize it.

The land in question was anything but derelict, Arlington being one of Dallas' poshest suburbs. When landowners refused to sell at prices Bush and his partners were offering, the sports authority stepped in, condemned the land and seized it.

Several lawsuits ensued and courts granted landowners a total of $11 million they should have been paid. But even that cost wasn't borne by the Rangers' owners.

Since it was court-ordered to the sports authority, an arm of the city, taxpayers were on the hook once again.

Jim Runzheimer, an anti-tax campaigner in Arlington who led public protests against the stadium deal, remains bitter about it to this day. Some of the lawsuits that resulted from the land seizures described the deal as a "sordid and shocking tale" of theft of private property.

"It was basically a $200 million transfer to Bush and the Rangers' owners," Runzheimer told reporters.

After the new stadium was in place and Bush felt he had made a mark that would allow him to stand outside his father's shadow, it was time to run for governor of Texas. So, in 1994 he put his financial holdings into a blind trust — all except for one.

Bush had decided to sell his stake in the Texas Rangers. Having some small personal fortune has become almost a prerequisite for American politicians and Bush still wasn't flush with cash.

Enter Tom Hicks, the chairman of Hicks, Muse, Tate and Furst Inc., a Texas company specializing in leveraged buyouts. Later, Hicks would become Bush's fourth-largest political donor, giving the future president more than $290,000.

Hicks bought the Rangers for $250 million, including the stadium and land around it. It was almost three times what Bush and his partners paid.

Bush was by now in the governor's seat and already being touted as a future president. With 1.8 per cent of the team, he should have been due about $2.3 million from the sale. But the other owners, impressed by his shrewdness in the stadium deal, boosted his take to $14.9 million.

It was that $14.9 million that ultimately gave Bush the financial security to leave Texas after two terms as governor and run for the presidency.

Insider trading? Company stock options to directors? Leveraged buyouts? Consulting fees? Cooked accounting practices? Abuse of taxpayers and investors?

All in all, it was quite a journey for the young man who returned to Midland in 1977 with $13,000 in his pocket — and for a president who is challenging Corporate America to pull up its socks.
Additional articles by William Walker



To: stockman_scott who wrote (282539)8/1/2002 2:27:42 AM
From: Karen Lawrence  Respond to of 769667
 
Investigative Report
Cheney Led Halliburton
To Feast at Federal Trough
State Department Questioned Deal
With Firm Linked to Russian Mob
By Knut Royce and Nathaniel Heller

(Washington, August 2) Under the guidance of Richard Cheney, a get-the-government-out-of-my-face conservative, <Halliburton Company over the past five years has emerged as a corporate welfare hog, benefiting from at least $3.8 billion in federal contracts and taxpayer-insured loans.


INTERNET LINKS :
- Alfa Bank
- BP-Amoco
- Halliburton Company
- Overseas Private Investment Corp.
- U.S. Export-Import Bank

Printer-friendly Version
One of these loans was approved in April by the U.S. Export-Import Bank. It guaranteed $489 million in credits to a Russian oil company whose roots are imbedded in a legacy of KGB and Communist Party corruption, as well as drug trafficking and organized crime funds, according to Russian and U.S. sources and documents.

Those claims are hotly disputed by the Russian oil firm’s holding company.

Halliburton, which lobbied for the Ex-Im loan after the State Department initially asserted that the deal would run counter to the "national interest,” will receive $292 million of those funds to refurbish a massive Siberian oil field owned by the Russian company, the Tyumen Oil Co., which is controlled by a conglomerate called the Alfa Group.

The April Ex-Im taxpayer-insured loan, which has the effect of reducing the borrower’s interest rate and extending its repayment term, is but the latest of a series of government bank guarantees from which Halliburton has benefited under Cheney, who joined the company as chairman and chief executive officer in 1995.

Since then Halliburton and its subsidiaries have undertaken foreign projects in which Ex-Im and its sister U.S. bank, the Overseas Private Investment Corp., have guaranteed or made direct loans totaling $1.5 billion, mostly over the last two years. That compares with a total of about $100 million the government banks insured and loaned in the five years before Cheney joined the company.

Under Cheney, Halliburton—largely through its Brown & Root subsidiary—has garnered $2.3 billion in U.S. government contracts. This is almost double the $1.2 billion it earned from the government in the five years before he arrived. Most of the contracts have been with the U.S. Army for engineering work in a variety of hot spots, including Bosnia, Albania, Kosovo and Haiti.

Halliburton spokeswoman Wendy Hall issued this statement:

"The Ex-Im Bank loan to Tyumen Oil Co. was carefully investigated by the Ex-Im Bank and approved by its governing body.
Halliburton’s participation in the loan complies with all applicable United States law and Ex-Im Bank regulation.
The loan proceeds will be used to export millions of dollars of goods and services from the U.S. to Russia for much needed oil field improvements.

"These exports will create many jobs in the U.S.

"Any innuendo that Halliburton or Dick Cheney has acted improperly in connection with the Ex-Im Bank loan is false and misleading."

Though there is no evidence that Cheney has espoused business dealings with criminal organizations, Cheney has said publicly that the government should lift restrictions on U.S. corporations in countries that the U.S. government says have sponsored terrorism, such as Libya and Iran.


High-level access

Wall Street analysts praise Cheney’s stewardship of the company and attribute his ability to attract government contracts and grants to his high-level access to the corridors of power that stems from his days as defense secretary under President George Bush. If he becomes vice president, according to a Halliburton official who admires Cheney but asked to remain anonymous, "the company’s government contracts would obviously go through the roof.”

If Halliburton has benefited from government generosity, it also has reciprocated with substantial political contributions, largely to Republicans. During Cheney’s five years at the helm, the company has donated $1,212,000 in soft and hard money to candidates and parties, according to numbers compiled by the non-partisan Center for Responsive Politics. In the five years prior to his arrival, the company had given $534,750.

Though the White House has been Democratic during those years, Congress, which appropriates funds for OPIC and the Ex-Im bank, has been controlled by Republicans.

The goodwill generated by those political contributions and extensive lobbying by Halliburton and its allies on the Tyumen project helped save the day after the White House and State Department in December directed the Ex-Im Bank to delay approval of the $489 million credit guarantee. The administration wanted the breathing space after complaints by Western investors and companies that they had been defrauded by Tyumen in an unrelated dispute.

One of the aggrieved firms was BP-Amoco, the largest oil and gas producer in the United States. It and the others claimed that through fraud and other unsavory practices in a Russian bankruptcy proceeding, Tyumen had effectively "stolen” a vast oil field in which they held substantial equity.

BP-Amoco commissioned a private investigative report on Tyumen, which was slipped to the CIA through an intermediary.

That report, a CIA official confirmed, contained 2 1/2 pages labeled "criminal situation.’ The CIA promptly classified the report "secret’ and passed it along to the Ex-Im Bank. Further, the CIA briefed Ex-Im about its own material on Tyumen in December and told the bank that the BP-Amoco investigative report "tracked” with its own information.


'Criminal situation'

The CIA declined to discuss with The Public i what was contained in the brief section labeled "criminal situation."

Marsha E. Berry, vice president of communications for the Ex-Im Bank, said that the bank was "not aware of Tyumen's connections to the mob. We take all due diligence in researching our partners and making sure that they are legitimate."

An Ex-Im attorney who worked on the Tyumen account said that the bank checked with both the CIA and the U.S. Embassy in Moscow and concluded that there was "no evidence to support the allegations” raised in the BP-Amoco report, which he said included links to Russian organized crime. He would not further discuss the allegations. He said that the CIA had rated Tyumen in the upper quartile of Russian oil companies in above-board business practices.

Some allegations of organized crime and drug activities involving Tyumen’s parent company, the Alfa Group, had been made public in Russia last year.

The allegations were contained in a report delivered in 1997 by anonymous officials from the FSB (the Russian equivalent of the FBI) to the national security committee of the Duma, or lower house of parliament.

A Russian-American specialist on business practices in the former Soviet Union who has worked with the White House and Pentagon told The Public i that the allegations contained in the 1997 report have been the subject of an investigation by the FSB but that the probe, for unexplained reasons, had been "put away for a better day."

Some of the key elements in the FSB report, a translation of which was obtained by The Public i, are virtually identical to those provided to a former senior American intelligence officer two years earlier by a former KGB major who had been part of the Soviet spy agency’s ideological counterintelligence branch.

The former U.S. intelligence officer, who asked not to be further identified, wrote a contemporaneous report of what the former KGB major, at the time working for two banks formed by the KGB, told him in 1995.The intelligence specialist provided a copy of his report to The Public i.


Money laundering, drug trafficking

That document and the FSB report claim that Alfa Bank, one of Russia’s largest and most profitable, as well as Alfa Eko, a trading company, had been deeply involved in the early 1990s in laundering of Russian and Colombian drug money and in trafficking drugs from the Far East to Europe.

The former KGB major, who with the fall of communism in the late 1980s had himself been involved in the plan by the KGB and Communist Party to loot state enterprises, said that Alfa Bank was founded with party and KGB funds, and quickly attracted rogue agents who had served in anti-organized-crime units. "They (the rogue agents on the bank’s payroll) quickly determined that dealing in drugs would bring the highest profits with literally no risk in Russia," according to the former KGB officer.

He claimed that a "large channel of heroin transit was established from Burma through Laos, Vietnam, to the Far East [Siberia]." From there the drugs were camouflaged as flour and sugar shipments and forwarded on to Germany. The drug operation was controlled by a Chechen mob family, he said.

The FSB report, too, claimed that the Alfa Group’s top executives, oligarchs Mikhail Fridman and Pyotr Aven, "allegedly participated in the transit of drugs from Southeast Asia through Russia and into Europe."

Reached by telephone, Alexander Tolchinskiy, an officer of Alfa Bank in Moscow, described as "nonsense” the reports that Alfa or its bosses had been involved in the trafficking of drugs or the laundering of drug profits. Another Alfa official said that the reports were planted by representatives of a competing company, whom he would not identify, which wanted to take over the commodities trade.


'Way off the mark'

A lawyer at the blue-chip Washington law firm of Akin, Gump, which represents Tyumen, said that the claims that the company’s top officers had been involved in narcotics trafficking and money laundering were "way off the mark.” The lawyer declined to be further identified.

Rory Davenport of Fleischman Hillard, which handles Tyumen’s public relations in Washington, said that his firm had performed a background check on Tyumen and "there was no concern” about Tyumen's alleged mob connection.

Both the FSB and KGB reports cite an event in 1995 in which residents of a Siberian town became "intoxicated," according to the American’s report, and "poisoned," according to the FSB report, after they had eaten heroin-laced sugar that had been shipped in a rail car container leased to Alfa Eko, which specializes in the shipment of foodstuffs.

The account from the former KGB officer was that a railroad worker had stolen a sack of sugar from the container and sold it to the persons who became ill. The FSB document said that the incident occurred in Khabarovsk, a large city in Siberia. The former KGB officer only described the location as Siberia.

The FSB report said that within days of the incident, Ministry of Internal Affairs (MVD) agents conducted raids of Alfa Eko buildings and found "drugs and other compromising documentation."

Both reports claim that Alfa Bank has laundered drug funds from Russian and Colombian drug cartels.

The FSB document claims that at the end of 1993, a top Alfa official met with Gilberto Rodriguez Orejuela, the now-imprisoned financial mastermind of Colombia’s notorious Cali cartel, "to conclude an agreement about the transfer of money into Alfa Bank from offshore zones such as the Bahamas, Gibraltar and others. The plan was to insert it back into the Russian economy through the purchase of stock in Russian companies."

The account from the former KGB officer is unclear about Alfa’s alleged role with Rodriguez, but apparently confirms that "in 1993-94 there were attempts of the so-called ‘Chess Player’ [Rodriguez’s nickname] to launder and legalize large amounts of criminal money in Russia.’ He reported that there was evidence "regarding [Alfa Bank’s] involvement with the money laundering of . . . Latin American drug cartels."


Pattern not unusual

The former KGB officer claimed that the Alfa empire had its roots in a cooperative formed by KGB officers in 1987 to import computers. It would profit by avoiding import duties and launder funds by creating phony invoices to themselves reflecting 500 percent markups in their cost.

The FSB document said that in the 1980s, Alfa’s Fridman "secretly cooperated with operatives of the KGB," was active in the Komsomol (Communist Youth League) and established the cooperatives Gelios and Orsk to purchase computers from abroad.

The former U.S. intelligence officer who interviewed the ex-KGB major said that such a pattern was not unusual. He said that the KGB and Komsomol often teamed up with bright young entrepreneurs like Fridman in the late 1980s and early 1990s and provided seed money to launch private ventures, often involving the importing of computers or the formation of banks. He said that Russian oligarch Mikhail Khodorkovsky, whose reputedly heavily mobbed-up Menatep bank folded in 1998, also got his seed money from the Komsomol and also initially dealt in computers. He said that 47 percent of the KGB agents in the Soviet Union had been groomed by Komsomol.

The FSB report also claims that top officials of the Alfa Group "cooperated" with a number of Russian crime organizations, notably the notorious Solntsevo mob family in Moscow. The Russian-American specialist on business practices in Russia, who has a wide array of contacts inside Russia’s law enforcement and intelligence communities, agreed that Alfa Bank, as well as others, are used by the Solntsevo crime family.

As with most of Russia’s post-Soviet privatization efforts, Alfa Group’s takeover of Tyumen Oil was complicated and fraught with allegations of impropriety. In July of 1997, Novy Holdings, a joint venture involving Alfa and a New York-based Russian-American firm, Access Industries, purchased a 40 percent stake in Tyumen Oil from the Russian government for roughly $810 million. The sale, however, was not without controversy. Russian President Boris Yeltsin himself instructed his privatization czar, Deputy Prime Minister Alfred Kokh, to "personally control the investment tender of the TNK company [Tyumen Oil]” because he was concerned that Tyumen’s worth might have been grossly undervalued due to Alfa’s improper influence on the audit of the oil giant.

A second cash auction for the remainder of the oil company was scheduled for later that year, with most analysts predicting that Alfa would seek to increase its stake to a majority position. But the auction was suspended in November of 1997, drawing criticism that the government was deliberately delaying the sale of Tyumen in order to give Alfa additional time to raise the necessary funds it needed to take control of the company. The most outspoken critic of Alfa’s attempt to wrest control of Tyumen was Viktor Paly, general director of Nizhnevartovskneftegaz, Tyumen Oil’s production subsidiary. Paly held a 9% stake in Tyumen Oil through an off-shore company Cadet Establishment.

By February of 1998, however, following meetings at Alfa’s offices in Moscow, Paly agreed to divest his stake in Tyumen Oil to Alfa. One month later, Alfa bought an additional 1.17 percent of Tyumen Oil as part of the long-delayed second auction, raising its total stake in the oil company to a 51 percent controlling position.


Was Cheney's chief of staff

Tyumen could have significant access to the White House should the Bush-Cheney ticket win in the November presidential elections. Tyumen’s lead attorney at Akin Gump is James C. Langdon Jr., a managing partner at the firm. He is also one of George W. Bush’s "Pioneers,” one of the elite fund raisers who have brought in at least $100,000 for the Republican presidential hopeful.

Last June in Washington, Langdon helped coordinate a $2.2 million fund raiser for Bush, and agreed to help recruit 100 lawyers and lobbyists in the capital to raise $25,000 each. Langdon’s secretary told The Public i that he was away on travel this week and could not be immediately reached.

Tyumen could also look to one of Cheney’s deputies for access should the Republicans triumph in November. One of Halliburton’s top lobbyists, Dave Gribbin, was Cheney’s chief of staff at the Defense Department during the Bush administration, and his lobbying activities have borne fruit for Halliburton over the last several years.

As with Halliburton’s campaign donations, the company’s lobbying expenditures increased under Cheney’s watch. In 1996, the company spent $280,000 on lobbying. In 1997, the company increased those expenditures to $360,000, to $540,000 in 1998, and to $600,000 in 1999.That upward trend parallels the increasing success Halliburton has had in winning government contracts, loans, and guarantees under Cheney’s direction.

Not surprisingly, several key issues relating to Halliburton’s success in securing government largesse appear frequently on the company’s lobbying reports. Among them are "OPIC Reauthorization,” Defense Appropriations Bills,” and "Foreign Operations Appropriations Bills Funding EXIM, OPIC, and TDA” [the Trade and Development Agency, a government agency similar to Ex-Im and one that also funds Halliburton projects around the world]. Gribbin also lists "EXIM,” "OPIC,” and "TDA” as federal agencies that were contacted as part of the company’s lobbying activities. Gribbin did not return repeated calls from The Public i.

In no small irony, the official Bush Web site, recently revamped to accommodate the addition of Cheney to the ticket, notes in the "Foreign Policy” section that the duo supports "redirecting American assistance, investment and loans to the Russian people, not to the bank accounts of corrupt officials.”


Export-Import Bank and Overseas Private Investment Corp. projects involving Halliburton: 1990- 2000

Year Amount Type Project Country
Ex-Im Bank:
1990 $311,482 guarantee Entreprise Nationale de Geophysique SP Algeria
1990 $311,482 loan Entreprise Nationale de Geophysique SP Algeria
1991 $2,975,030 guarantee Entreprise Nationale de Geophysique SP Algeria
1991 $2,975,030 loan Entreprise Nationale de Geophysique SP Algeria
1992 $1,055,730 guarantee Entreprise Nationale de Geophysique SP Algeria
1992 $1,055,730 loan Entreprise Nationale de Geophysique SP Algeria
1992 $29,742,049 guarantee Sonatrach Algeria
1992 $52,064,663 guarantee Sonatrach Algeria
*1994 $266,271,425 guarantee Samotlornefgaz Russia
1996 $88,535,400 guarantee Special Purpose Entity Angola
1997 $134,604,799 guarantee Sonatrach Algeria
1997 $15,393,372 guarantee Sonatrach Algeria
1998 $161,139,799 guarantee Pemex Project Funding Master Trust, The Mexico
1998 $375,379,380 guarantee Pemex Project Funding Master Trust, The Mexico
1999 $64,151,962 loan Soc National de Combustiveis de Angola Angola
2000 $400,000,001 guarantee Pemex Project Funding Master Trust, The Mexico
2000 $36,838,454 guarantee Samotlornefgaz Russia
$1,632,805,788
OPIC
1997 $100,000,000 insurance offshore gas development Bangladesh

* Carried over to year 2000 as part of guarantee to Tyumen.

Halliburton's fiscal year 1999 U.S. government contracts by agency (include subsidiaries of Halliburton)



To: stockman_scott who wrote (282539)8/1/2002 2:40:43 AM
From: Karen Lawrence  Respond to of 769667
 
of note halliburton ties to Iraq...
Here's a whopper of a story you may have missed amid the cacophony of campaign ads and stump speeches in the run-up to the elections. During former defense secretary Richard Cheney's five-year tenure as chief executive of Halliburton, Inc., his oil services firm raked in big bucks from dubious commercial dealings with Iraq. Cheney left Halliburton with a $34 million retirement package last July when he became the GOP's vice-presidential candidate.

Of course, U.S. firms aren't generally supposed to do business with Saddam Hussein. But thanks to legal loopholes large enough to steer an oil tanker through, Halliburton profited big-time from deals with the Iraqi dictatorship. Conducted discreetly through several Halliburton subsidiaries in Europe, these greasy transactions helped Saddam Hussein retain his grip on power while lining the pockets of Cheney and company.

According to the Financial Times of London, between September 1988 and last winter, Cheney, as CEO of Halliburton, oversaw $23.8 million of business contracts for the sale of oil-industry equipment and services to Iraq through two of its subsidiaries, Dresser Rand and Ingersoll-Dresser Pump, which helped rebuild Iraq's war-damaged petroleum-production infrastructure. The combined value of these contracts exceeded those of any other U.S. company doing business with Baghdad.

Halliburton was among more than a dozen American firms that supplied Iraq's petroleum industry with spare parts and retooled its oil rigs when U.N. sanctions were eased in 1998. Cheney's company utilized subsidiaries in France, Italy, Germany, and Austria so as not to draw undue attention to controversial business arrangements that might embarrass Washington and jeopardize lucrative ties to Iraq, which will pump $24 billion of petrol under the U.N.-administered oil-for-food program this year. Assisted by Halliburton, Hussein's government will earn another $1 billion by illegally exporting oil through black-market channels.

With Cheney at the helm since 1995, Halliburton quickly grew into America's number-one oil-services company, the fifth-largest military contractor, and the biggest nonunion employer in the nation. Although Cheney claimed that the U.S. government "had absolutely nothing to do" with his firm's meteoric financial success, State Department documents obtained by the Los Angeles Times indicate that U.S. officials helped Halliburton secure major contracts in Asia and Africa. Halliburton now does business in 130 countries and employs more than 100,000 workers worldwide. Its 1999 income was a cool $15 billion.

In addition to Iraq, Halliburton counts among its business partners several brutal dictatorships that have committed egregious human rights abuses, including the hated military regime in Burma (Myanmar). EarthRights, a Washington, D.C.-based human rights watchdog, condemned Halliburton for two energy-pipeline projects in Burma that led to the forced relocation of villages, rape, murder, indentured labor, and other crimes against humanity. A full report (this is a 45 page pdf file - there is also a brief summary) on the Burma connection, "Halliburton's Destructive Engagement," can be accessed on EarthRights' Web site, www.earthrights.org.

Human rights activists have also criticized Cheney's company for its questionable role in Algeria, Angola, Bosnia, Croatia, Haiti, Rwanda, Somalia, Indonesia, and other volatile trouble spots. In Russia, Halliburton's partner, Tyumen Oil, has been accused of committing massive fraud to gain control of a Siberian oil field. And in oil-rich Nigeria, Halliburton worked with Shell and Chevron, which were implicated in gross human rights violations and environmental calamities in that country. Indeed, Cheney's firm increased its involvement in the Niger Delta after the military government executed several ecology activists and crushed popular protests against the oil industry.

Halliburton also had business dealings in Iran and Libya, which remain on the State Department's list of terrorist states. Brown and Root, a Halliburton subsidiary, was fined $3.8 million for reexporting U.S. goods to Libya in violation of U.S. sanctions.

But in terms of sheer hypocrisy, Halliburton's relationship with Saddam Hussein is hard to top. What's more, Cheney lied about his company's activities in Iraq when journalists fleetingly raised the issue during the campaign.

Questioned by Sam Donaldson on ABC's This Week program in August, Cheney bluntly asserted that Halliburton had no dealings with the Iraqi regime while he was on board.

Donaldson: I'm told, and correct me if I'm wrong, that Halliburton, through subsidiaries, was actually trying to do business in Iraq?

Cheney: No. No. I had a firm policy that I wouldn't do anything in Iraq – even arrangements that were supposedly legal.

And that was it! ABC News and the other U.S. networks dropped the issue like a hot potato. As damning information about Halliburton surfaced in the European press, American reporters stuck to old routines and took their cues on how to cover the campaign from the two main political parties, both of which had very little to say about official U.S. support for abusive corporate policies at home and abroad.

But why, in this instance, didn't the Democrats stomp and scream about Cheney's Iraq connection? The Gore campaign undoubtedly knew of Halliburton's smarmy business dealings from the get-go. Gore and Lieberman could have made hay about how the wannabe GOP veep had been in cahoots with Saddam. Such explosive revelations may well have swayed voters and boosted Gore's chances in what was shaping up to be a close electoral contest.

The Democratic standard-bearers dropped the ball in part because Halliburton's conduct was generally in accordance with the foreign policy of the Clinton administration. Cheney is certainly not the only Washington mover and shaker to have been affiliated with a company trading in Iraq. Former CIA Director John Deutsch, who served in a Democratic administration, is a member of the board of directors of Schlumberger, the second-largest U.S. oil-services company, which also does business through subsidiaries in Iraq. Despite occasional rhetorical skirmishes, a bipartisan foreign-policy consensus prevails on Capital Hill, where the commitment to human rights, with a few notable exceptions, is about as deep as an oil slick.

Truth be told, trading with the enemy is a time-honored American corporate practice – or perhaps "malpractice" would be a more appropriate description of big-business ties to repressive regimes. Given that Saddam Hussein, the pariah du jour, has often been compared to Hitler, it's worth pointing out that several blue-chip U.S. firms profited from extensive commercial dealings with Nazi Germany. Shockingly, some American companies – including Standard Oil, Ford, ITT, GM, and General Electric – secretly kept trading with the Nazi enemy while American soldiers fought and died during World War II.

Today General Electric is among the companies that are back in business with Saddam Hussein, even as American jets and battleships attack Iraq on a weekly basis using weapons made by G.E. But the United Nations sanctions committee, dominated by U.S. officials, has routinely blocked medicines and other essential items from being delivered to Iraq through the oil-for-food program, claiming they have a potential military "dual use." These sanctions have taken a terrible toll on ordinary Iraqis, and on children in particular, while the likes of Halliburton and G.E. continue to lubricate their coffers.

Martin A. Lee is author of The Beast Reawakens, a book about resurgent fascism.

His column, Reality Bites, appears every Monday on sfbg.com.