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

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JEDI's non-consolidation depended upon Chewco's non-consolidation status, JEDI also should have<br />

been consolidated beginning in 11/97. A simplified diagram <strong>of</strong> the Chewco transaction is as follows:<br />

<strong>Enron</strong><br />

Debt Guarantee<br />

General Partner<br />

Guarantee Fee<br />

Limited<br />

Partner<br />

JEDI<br />

Limited<br />

Partnership<br />

Note<br />

Barclays<br />

Chewco<br />

Investments L.P.<br />

$383MM<br />

$240MM<br />

Loan<br />

$132MM Advance<br />

- 333 -<br />

Note<br />

$11.4MM<br />

"Equity<br />

Loan"<br />

LP<br />

$115K<br />

$6.6MM<br />

Reserve<br />

Accounts<br />

Kopper/Dodson<br />

441. <strong>The</strong> problems with the purported independent "equity" in Chewco were known and<br />

openly discussed within <strong>Enron</strong>. Barclays clearly knew about the manipulation since it helped<br />

structure the $11.4 million loan to appear as equity, and Vinson & Elkins knew due to their<br />

involvement in setting up the paperwork for the transaction.<br />

442. Beginning in 12/97, <strong>Enron</strong> improperly recognized revenues arising from the JEDI<br />

partnership (in which Chewco was supposedly the independent partner). <strong>The</strong> revenue recognition<br />

was improper since Chewco was not an unrelated third party. This revenue included fees paid to<br />

<strong>Enron</strong> by JEDI and Chewco that had no business purpose other than accelerating <strong>Enron</strong>'s ability to<br />

recognize revenue.

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