Author: Robert L. Bradley Jr.

Robert J. Michaels, Energy Law Journal  link Edward Tower, The Independent Review  link John Olson, Master Resource link Jack High, Review of Austrian Economics link Home

Chapter 13 Internet Appendix Alternative Energies   13.1 Sustainable Development: Two Views References for Chapter 13 Appendix 13.1 Sustainable Development: Two Views Chapter 7 described the formation of the President’s Council on Sustainable Development (PCSD); Internet appendix 7.1 examined PCSD’s definition of sustainable development. Stressing market failure within a Malthusian worldview of the limits to growth (or finite carrying capacity

Chapter 10 Internet Appendix The Steady Side (1994-96)   10.1 Competition: Real World vs. Theoretical 10.2 Enron Memos on Natural Gas Transmission Deregulation References for Chapter 10 Appendix    10.1 Competition: Real World vs. Theoretical The competitive position of Transwestern Pipeline in the southern California gas market in the mandatory open-access era (1985–) provides a case study of real-world competition versus

Chapter 9 Internet Appendix Expanding Gas Marketing: 1992-93   9.1 EGTT Cost-of-Gas Pricing Steve Harvey, an Enron employee in 1985–93, was instrumental in developing new risk books for Enron Gas Services’s new division, Enron Gas Transportation & Trading in 1992. He shared his recollections with the present author as follows (memo of July 27, 2014, commenting on his Enron memo: Harvey,

Chapter 7 Internet Appendix Political Lay 7.1 PCSD and Sustainable Development References for Chapter 1 Appendix 7.1 PCSD and Sustainable Development In Executive Order No. 12852 (1993), establishing the President’s Council on Sustainable Development (PCSD), sustainable development was defined as “economic growth that will benefit present and future generations without detrimentally affecting the resources or biological systems of the planet.” This

Chapter 6 Internet Appendix Natural Gas Majoring, 1990-93   6.1 Natural Gas Visions at Enron 6.2 Mandatory Open Access Orders: 1985-92  6.3 Other Federal Natural Gas Regulation 6.4 Incentive Regulation and Enron: 1989-92 6.5 Mandatory Open Access Reconsidered 6.6 TGS Argentina’s Privatization 6.7 International Starts, Not Finishes 6.8 The Tight-Sands Gas Tax Credit of 1990 6.9 Reformulated Gasoline and the Clean Air

Chapter 5 Internet Appendix Recovery, 1988-89   5.1 Transwestern vs. FERC Cost-based Regulation 5.2 Marketing Affiliate Rule (FERC Order No. 497) 5.3 On the Formation of Gas Bank 5.4 Global Warming and Greenhouse Gases References for Chapter 5 Appendix 5.1 Transwestern versus FERC Cost-based Regulation Jim Rogers, the chief strategist and decision-maker for Enron’s interstate pipelines in the 1986–88 period, sought to move

Chapter 4 Internet Appendix Crisis at Enron Oil Corporation   4.1 Valhalla Redux References for Chapter 4 Appendix 4.1 Valhalla Redux The two-part trading scandal at Enron Oil Corporation (EOC), which climaxed in October 1987, is the single most important episode in the history of Enron before the Jeff Skilling era (1997–2001). It is vitally important for understanding the mindset and, ultimately,

Chapter 3 Internet Appendix Foundations (1986-87)   3.1 Houston Headquarters 3.2 Tenaska: Escape From Enron  3.3 Letter from Ken Lay to T. Boone Pickens  3.4 Fuel Use Act, Incremental Pricing, and Gas Demand 3.5 Rise of Gas Marketing 3.6 ‘Market Conforming’ Intervention: Free Market or Not? References for Chapter 3 Appendix   3.1 Houston Headquarter Economists have noted the advantages of proximity

Chapter 2 Internet Appendix HNG/InterNorth   2.1 Regulatory Delay under the Natural Gas Act 2.2 HNG/InterNorth: Joint Ventures, Miscellaneous Assets, and Sales  2.3 The Nationalization of Belco Peru: A Personal Recollection  2.4 The Suppressed History of InternNorth  2.5 Transwestern Pipeline: “Enron’s Laboratory” amid Regulatory Change  References for Chapter 2 Appendix 2.1 Regulatory Delay under the Natural Gas Act The entry of Northern Natural Pipeline (NNG)