fine, sorry for the delay.
m




David Oxley
09/27/2000 10:37 AM
To: David W Delainey/HOU/ECT@ECT, John J Lavorato/Corp/Enron@Enron, Mark 
Frevert/NA/Enron@Enron, Mike McConnell/HOU/ECT@ECT, Jeffrey A 
Shankman/HOU/ECT@ECT, Raymond Bowen/HOU/ECT@ECT, Greg McMahon/LON/ECT@ECT
cc: Cindy Olson/Corp/Enron@ENRON 
Subject: Draft - ENA, EGM and EIM HR Group Org Announcement

Gentlemen,

Below is a draft org announcement I would like to send out to the HR team 
today or towmorrow, essentially clarifying responsibilities following the 
formation of EGM and EIM. I do not intend to circulate outside HR other than 
to then 7 of you, Cindy O and the other HR leads. This essentially reflects 
what I hope you already know that your HR lead support is:

ENA - Me with Sheila Knudsen (I ultimately hope Cindy Skinner will move to 
take this lead sometime next year).
EGM - Cindy Skinner and Shanna Funkhouser (We believe Shanna will develop to 
lead this in the next 12 months)
EIM - Me and Fran Mayes (the plan would be for Fran to eventually take lead 
on this when she is ready).


Please let me know if you have any questions or concerns.

David

******************************************************************************
*************************************************************************

TO: ALL ENA HR
CC: Olson, Delainey, Lavorato, Frevert, McMahon, Bowen, McConnell, Shankman, 
R. Jones, M.Barnard, M.Joyce, D.Lynch, B.VanCleve
From: Oxley

Western Hemisphere Wholesale Energy HR Group Organisation Change

When we launched our HR Franchise Team structure in February this year we did 
so with the commitment to continually refine and challenge ourselves to 
ensure we were optimising the resources we have available to help our 
businesses achieve and exceed their goals. In fact you will recall in 
communicating the changes in February, we actually highlighted what we 
anticipated would be a need to make further refinements and changes to 
maximise our effectiveness.

A great deal has happened in these last 6 months and I am delighted that the 
Franchise team concept has contributed so much towards our far greater 
partnership with our individual business groups and our own outlook, 
priorities and objectives. We truly have revolutionised how we provide HR 
services and advice. More importantly, the business has recognised us for the 
huge progress we have made to date. This success is an outstanding 
achievement and one that I hope you join me in being extremely proud of.

As is always the case at Enron, continuous change is the norm and so as to 
illustrate this point quite effectively the businesses previously part of ENA 
have over the last 2 months, essentially been split into three: Enron Global 
Markets, set up to focus on the Global Fuels markets which were previously 
part of Enron Europe and CALME,  Coal, Financial Tarding and 
Insurance/Weather which were all previously part of ENA. EGM is now led by 
Mike McConnell and Jeff Shankman. Enron Industrial Markets, set up to focus 
on the Industrial markets and expand our activities across new Industrial 
sectors which will build on the success of the Paper, Pulp and Lumber 
business previously part of ENA and immediately develop a steel market. EIM 
is led by Jeff McMahon and Ray Bowen. Enron North America remains the largest 
of these three businesses even after these changes and will now focus all of 
its efforts on the highly successful Gas and Power markets in North America, 
including Canada and Mexico. ENA continues to be led by Dave Delainey and 
John Lavorato. Mark Frevert, following his return from Europe, has been 
instrumental in the restructuring of these businesses and is Chairman of each 
of these as well as Enron Europe, which collectively now constitute Enron's 
entire activities in the Wholesale commodity markets.

These changes in the businesses we support clearly force us to re-examine the 
HR business model and adjust our strategy accordingly. Fortunately, our 
flexible organisation structure lends itself extremely well to realign along 
these new business lines and as such the changes illustrated below in the 
attached org chart are far easier for us to make than they might otherwise 
have been. In addition, given the immense value and positive client feedback 
we have received on our efforts to concentrate our HR resources on Franchise 
skill lines, this also provides us with an opportunity to reinforce and 
refine our efforts in developing market intelligence, employment 
propositions, compensation ideas and best practices, as well as the 
innovatively sourced talent pipelines in each of these areas to pro-actively 
provide our clients with a competitive advantage.

I believe the changes outlined on the attached org chart are self 
explanatory, however if you have any questions please feel free to raise them 
either with your team leads or me. Given that we have a staff meeting 
scheduled for Friday I would plan to walk through these changes with you and 
answer any questions at that time.

Finally, to reinforce our goals and prepare you all for the next 6 months, I 
would like to underline the overall commitment to continue to change and flex 
our resources to anticipate, meet and exceed our businesses needs. This will 
clearly mean further organisation changes as we move forward. This is not 
Change for change's sake, but change, and our ability to change quickly and 
as often as necessary, is essential for us to remain a competitive and 
effective HR resource for our clients.