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

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financial condition and liquidity – by improperly transferring that debt to the balance sheets <strong>of</strong><br />

various non-qualifying SPEs and partnerships it controlled, as detailed herein.<br />

(d) <strong>Enron</strong> generated hundreds <strong>of</strong> millions <strong>of</strong> dollars <strong>of</strong> pr<strong>of</strong>its and transferred<br />

billions <strong>of</strong> dollars <strong>of</strong> debt <strong>of</strong>f its balance sheet by entering into non-arm's-length transactions with<br />

SPEs and partnerships <strong>Enron</strong> controlled, including Chewco/JEDI, for which <strong>Enron</strong> had guaranteed<br />

loans to the SPEs and Barclays had provided a phony equity portion, to avoid improper<br />

consolidation.<br />

(e) <strong>The</strong> results <strong>of</strong> <strong>Enron</strong>'s WEOS business – its largest business unit – were<br />

manipulated and falsified to boost its reported pr<strong>of</strong>itability in various ways. First, by phony or<br />

illusory hedging transactions with entities that were not independent <strong>of</strong> <strong>Enron</strong>. Second, by the abuse<br />

<strong>of</strong> mark-to-market accounting by adopting unreasonable contract valuations and economic<br />

assumptions when contracts were initially entered into. And third, by arbitrarily adjusting those<br />

values upward at quarter's end to boost the wholesale operation's pr<strong>of</strong>its for that period – a practice<br />

known inside <strong>Enron</strong> as "moving the curve." For instance:<br />

(i) Prospective international deals were prepared by internal <strong>Enron</strong><br />

"developers." <strong>The</strong> developers presented the materials to <strong>Enron</strong>'s RAC department with an estimated<br />

net present value ("NPV"), calculated over 20 years, and <strong>Enron</strong>'s return on investment ("ROI") over<br />

the life <strong>of</strong> the deal. To determine the NPV and ROI, numerous economic assumptions – such as<br />

foreign-exchange rates, revenue growth, inflation rates, cost escalation, economic growth and<br />

demand – were used. However, <strong>Enron</strong> manipulated the assumptions to inflate projected revenues<br />

and deflate projected costs. For example, <strong>Enron</strong> picked the lowest possible consumer-price-index<br />

figure from all available world markets and the highest possible revenue-stream escalator figures,<br />

which in combination would boost a project's "pr<strong>of</strong>it" by many millions <strong>of</strong> dollars; and<br />

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