Message-ID: <11239416.1075860494125.JavaMail.evans@thyme> Date: Fri, 1 Dec 2000 04:34:00 -0800 (PST) From: david.oxley@enron.com To: kathy.neal@enron.com Subject: Re: M&A - Post-Acquisition Culture Management Cc: tim.o'rourke@enron.com, sheila.knudsen@enron.com, michelle.cash@enron.com Mime-Version: 1.0 Content-Type: text/plain; charset=us-ascii Content-Transfer-Encoding: 7bit Bcc: tim.o'rourke@enron.com, sheila.knudsen@enron.com, michelle.cash@enron.com X-From: David Oxley X-To: Kathy Neal X-cc: Tim O'Rourke, Sheila Knudsen, Michelle Cash X-bcc: X-Folder: \Michelle_Cash_Dec2000\Notes Folders\Notes inbox X-Origin: Cash-M X-FileName: mcash.nsf I agree we need to build knowledge, communications and proces here. Can you take lead and work with Tim O, Sheil K, Mich C, Cynthia B and Mary J? David Kathy Neal@ENRON 11/28/2000 08:11 PM To: David Oxley/HOU/ECT@ECT cc: Subject: Re: M&A - Post-Acquisition Culture Management David, I haven't had a chance to read the documents that Marlow provided, but I did want to respond to your message below. Currently, the deal makers are not aware of who to contact within HR when they are working on deals. An example is today I received a call from Findley Biggerstaff explaining that he is working on a pulp mill deal in British Columbia. This is a unionized facility with approximately 400 employees. Given that this is a unionized facility, we need to have time to review contracts and identify any and all risk of acquiring such a facility. The aggressive timeline for this deal is December 15, 2000 and they are actually working on the 2nd round bidding process. So with that, my first thought is that we need to get our names out there to be pulled in on the front end. We actually have a couple of different boiler plate templates that I work with when participating on any due diligence team. I work close with Michelle Cash (legal matters), Dee Lenfest (domestic benefit matters), Rich Johnson (labor relations) and Tim Callahan (international benefits). The majority of the acquisitions will be merchant assets in which we will not integrate into Enron businesses, but we need time to determine how benefits, payroll and other issues will be handled. To build our capabilities is to be included on the front end so that we can prepare our risk analysis and provide professional input on these acquisitions. K Neal David Oxley@ECT 11/26/2000 02:29 PM To: Marlow Anderson/Corp/Enron@ENRON cc: Tim O'Rourke/Corp/Enron@Enron, Kathy Neal/NA/Enron@ENRON, Fran L Mayes/HOU/ECT@ECT, Cindy Skinner/HOU/ECT@ECT Subject: Re: M&A - Post-Acquisition Culture Management Marlow, This makes interesting reading. Kathy, I would be particularly interested in your views of what we need to do to build our capabilities around acquisitions in particular given the likely heavy activity in your area over the next 12 months. Seems to me we have an excellent window of opportunity to build some support before we get inundated. Tim/Cindy, will you look at this also and give me your thoughts. David Enron Capital & Trade Resources Corp. From: Marlow Anderson @ ENRON 11/07/2000 10:02 AM To: David Oxley/HOU/ECT@ECT cc: Subject: M&A - Post-Acquisition Culture Management David, One of the white boards requests information on successful M&A integration. I wrote a research paper on the subject in grad school that I thought I'd share with you (if you have time to read it). It highlights the following: M&A statistics, Post-Acquisition Culture Strategies, Tools for Successful Post-Acquisition Management (beginning on page 4) In addition, I've attached another research paper I wrote specifically on Change Management that might be applicable. Marlow