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

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(4) <strong>The</strong> New Power Company<br />

597. New Power, as noted in 485-488, became an impaired asset which defendants went<br />

to great lengths to keep <strong>of</strong>f <strong>of</strong> <strong>Enron</strong>'s financial statements. As the investment deteriorated from the<br />

amount the <strong>Enron</strong> Defendants had marked it up to, no impairment was recorded as <strong>Enron</strong> used its<br />

own stock's value to act as an illusory hedge. In this way, <strong>Enron</strong> was able to avoid taking a huge<br />

writedown <strong>of</strong> $544 million until the end <strong>of</strong> the Class Period.<br />

(5) India-Dabhol Power Plant Project<br />

598. In the early 90s, as economic reforms were opening up India's economy, <strong>Enron</strong><br />

Development became involved in building a 2015 megawatt gas-fired combined cycle power project<br />

near Dabhol, India. However, the construction costs resulted in such huge cost overruns such that<br />

to ever recover its investment, <strong>Enron</strong> would have to charge electricity rates so far in excess <strong>of</strong><br />

existing rates in the region that such rates would never be collected. Consequently, the valuation <strong>of</strong><br />

Dabhol was grossly inflated and should have been written down as alleged below. Originally, the<br />

first phase was to begin construction in 94 and begin commercial operation in early 97. <strong>The</strong> second<br />

phase was to begin construction in 95. <strong>The</strong> project was dogged with problems from the beginning.<br />

In 95, after $300 million in work had been completed, the project was halted due to political changes<br />

in India. <strong>Enron</strong> had to agree to lower the rates it would charge for power once it was online to get<br />

it started again. However, even by 02, the project was still not finished.<br />

599. By late 01, <strong>Enron</strong> and its partners had invested more than $1 billion in building<br />

Dabhol, but these costs were not recoverable. <strong>The</strong> problem was that the rates envisioned for<br />

consumers in India were several times higher than other rates in the country. Additionally, <strong>Enron</strong><br />

continued to have regulatory/political problems in finalizing the project.<br />

600. As <strong>The</strong> Wall Street Journal subsequently reported:<br />

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