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Enron Corp. - University of California | Office of The President

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continued to accelerate, ultimately climbing to as high as $90-3/4 per share in late 8/00, giving <strong>Enron</strong><br />

a market capitalization <strong>of</strong> over $70 billion – one <strong>of</strong> the largest in the world. <strong>The</strong> Company was<br />

repeatedly cited in financial and academic circles as one <strong>of</strong> the world's most innovative companies<br />

and success stories <strong>of</strong> modern capitalism, with <strong>Enron</strong>'s top executives being praised for their skill,<br />

creativity and entrepreneurial and financial ability<br />

14. <strong>Enron</strong> and its bankers consistently stressed the success <strong>of</strong> <strong>Enron</strong>'s wholesale and retail<br />

energy operations, its international prospects and operations, its broadband content delivery and<br />

intermediation businesses, its strong financial condition and earnings, and its prospects for continued<br />

strong earnings growth:<br />

(a) Throughout 98 and 99, as Andersen certified <strong>Enron</strong>'s record annual pr<strong>of</strong>its and<br />

very strong financial position, <strong>Enron</strong>, it lawyers and <strong>Enron</strong>'s banks stated:<br />

• <strong>Enron</strong>'s strong results were due to the success <strong>of</strong> all <strong>of</strong> its business lines.<br />

• <strong>Enron</strong> had a leading position in each <strong>of</strong> its businesses. <strong>Enron</strong> had an extremely<br />

strong franchise position.<br />

• Wessex Water would be accretive to <strong>Enron</strong>'s business now and a $20 billion business<br />

in five years. Azurix <strong>Corp</strong>. was becoming a major global water company.<br />

• International projects would drive major earnings growth for <strong>Enron</strong>. <strong>The</strong> Dabhol,<br />

India power project would contribute to earnings in 99 and beyond.<br />

• WEOS's business remained strong.<br />

• EES was exceeding expectations for contracts and pr<strong>of</strong>itability. EES was adding<br />

billions in new contracts and would be pr<strong>of</strong>itable by 4thQ 00.<br />

• <strong>Enron</strong> was optimistic about its broadband business. EBS was firing on track.<br />

• <strong>Enron</strong>'s tremendous competitive advantages enabled it to achieve strong EPS growth.<br />

• <strong>Enron</strong> was very well managed and knew how to manage and mitigate risk. <strong>Enron</strong><br />

had effectively used <strong>of</strong>f-balance sheet non-recourse financing. <strong>Enron</strong> had a strong<br />

balance sheet. <strong>Enron</strong> was a master <strong>of</strong> risk management.<br />

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