Don't Cry for Bush, Argentina
George W. may not recall the names of world leaders, but when it
comes to foreign affairs, he knows the value of his own family's
name.
by Louis Dubose and Carmen Coiro March/April 2000 (Mother Jones)
Texans watched with interest last winter as Governor George W.
Bush was home-schooled on international affairs by former
Secretary of State George Shultz and other veterans of his
father's foreign-policy team. Even Carl Bildt, the former prime
minister of Sweden, was brought in for a tutorial at the
governor's mansion, in the hope that his recent U.N. experience in
the Balkans could help Bush understand that Kosovars are not
"Kosavarians" and that Greeks are not
"Grecians."
But no one had to prepare a prompt card to remind him who stepped
down as president of Argentina in December. Shortly before Bush
announced his own campaign for president, he had received a visit
from Carlos Saul Menem, the right-wing leader of Argentina for the
past decade. The two men retired to an Austin country club, where
they were joined by Bush's father. Governor Bush had the flu, so
he contented himself with riding along as the former president and
Menem played a round of golf.
The capitol press corps trailed along, dutifully recording the
governor's cordial relationship with a visiting head of state.
Unknown to the assembled reporters, however, was the story of how
Bush and his family became immersed in Argentine politics. The
little-known tale begins with George W. making a phone call to
secure a $300-million deal for a U.S. pipeline company -- a deal
that provoked a political firestorm in Argentina, drawing scrutiny
from legislators and a special prosecutor. The episode marked one
of George W.'s first ventures into foreign affairs, demonstrating
the fundamental rule by which the Texas governor and his family
conduct business: Always know that the Bush name is a marketable
commodity.
Bush first made his presence felt in Argentina in 1988, shortly
after his father was elected president. At the time, the junior
Bush's political career was just beginning -- and the political
career of Raúl Alfonsín, who was approaching the end of his term
as president of Argentina, was ending. Alfonsín had returned his
country to civilian rule, prosecuted those responsible for human
rights abuses during Argentina's rule by a military junta, and
struggled to manage an economy that seemed to defy management.
Determined to complete one major private-sector industrial
program, he pushed for the development of a "gasoducto"
that would connect Argentine gas fields with domestic and foreign
markets. And he appointed his minister of public works, Rodolfo
Terragno, to oversee the pipeline project.
Unlike Bush, Terragno achieved political prominence the
old-fashioned way: through a life dedicated to public service. A
noted journalist and public official, he was forced into exile for
10 years after the military seized power in Argentina in 1976.
Only after Alfonsín restored civilian rule did Terragno return to
his homeland, where he went on to serve as minister of public
works, a member of congress, and most recently as cabinet chief to
the newly elected president, Fernando de la Rua.
In 1988, Terragno was considering two proposals for the
$300-million pipeline, one from an Italian firm called Ente
Nazionale Idrocarburi and the other from Pérez Companc, an
Argentine company working in partnership with Dow Chemical. After
a year of consideration, the minister was close to making a
decision when Enron, the largest pipeline company in the United
States, suddenly entered the bidding.
At the time, the Houston-based Enron had no experience in
Argentina. It had formed a business relationship with Westfield, a
small Argentine firm, but Westfield wasn't much of a player
either. El Boletín Oficial -- the Argentine equivalent of the
Federal Register -- reported that Westfield's only asset in 1988
was $20, its corporate filing fee. Westfield was a prestanombre,
literally a "borrowed name" used to provide a domestic
front for a foreign firm. Terragno was concerned that a newly
formed corporation with no resources was attempting to land a
contract that companies with proven track records had been working
on for a year. "I had a lot of reservations about Enron
because the company wasn't well established in Argentina,"
Terragno told Mother Jones, providing details of the episode for
the first time.
The minister recalls that Enron sent him "a one-page
outline" proposing a price Terragno now describes as
"laughable." Enron wanted to pay "something like 20
percent of the international market price," he says. "It
all seemed so inadequate. Enron asked the country of Argentina to
practically give them the gas." Terragno was unenthusiastic
about the pipeline bid, but Enron initiated a full-scale campaign
to pressure him. Pro-business newspapers attacked the minister for
blocking the proposal, and Terragno recalls that Ted Gildred, the
U.S. ambassador to Argentina, "called me and visited me
constantly" to push the deal.
Terragno wasn't concerned about the ambassador's lobbying -- that
was politics as usual. "It was good that he was representing
the interest of his country's businesses," he says. But
Terragno found that some of the politics surrounding Enron's
campaign were anything but usual.
A few weeks after the U.S. presidential election in 1988, Terragno
received a phone call from a failed Texas oilman named George W.
Bush, who happened to be the son of the president-elect. "He
told me he had recently returned from a campaign tour with his
father," the Argentine minister recalls. The purpose of the
call was clear: to push Terragno to accept the bid from Enron.
"He was taking a moment to call me because he knew that I was
dealing with this," says Terragno, adding that Bush told him
that he "viewed with some concern the slow pace of the Enron
project." According to Terragno, the president-elect's son
noted that a deal with Enron "would be very favorable for
Argentina and its relations with the United States."
When a brief report on the attempt to influence the Argentine deal
appeared in The Nation and the Texas Observer years later, the
Bush team reacted angrily. His staff produced a copy of his day
planner to show that Bush never placed the phone call, and a
top-level adviser personally called reporters to dismiss the story
as a fantasy by "some guy in Argentina." Bush's staff
continues to deny his involvement, and no other media outlet ever
reported on the episode, despite the high-ranking source.
More than a decade later, Terragno still recalls details of the
phone call clearly -- as well as his outrage. "It looked bad
and it surprised me," he says. "There was this political
endorsement, apparently from the White House. I don't know if
George Bush the father was aware of it, or if it was only a
business contact by his son, who hoped that his family name would
have some influence."
George W. wasn't the only Bush plying the family name in
Argentina. His brother Neil had tried to funnel $900,000 in loans
from Silverado Savings and Loan, where he served as a director,
into a failed attempt to drill for oil in Argentina. The S&L
eventually collapsed, costing taxpayers nearly $1 billion to bail
out, and federal regulators banned Neil from certain banking
activities.
But Terragno was unimpressed by the family connections. He told
George W. the pipeline concession would be awarded according to
Argentine law. It hardly mattered -- Argentine law was about to
change. Time had run out for Raúl Alfonsín. His party lost the
election, and he left office four months early to make way for his
successor, Carlos Menem. Enron, for its part, couldn't have
appointed an Argentine president more favorable to its interests.
A right-wing follower of Juan Peron, Menem was eager to open his
country to American enterprise -- and his own lavish spending. He
took to traveling with a huge entourage aboard Tango-01, his $66-
million presidential jet. The Bushes took an immediate liking to
him. The day after the 1989 election, Neil Bush arrived in Buenos
Aires for a tennis match with the president-elect. The following
year, President Bush made the first of eight trips to see Menem,
becoming the first U.S. chief executive since Eisenhower to visit
Argentina.
Several days after the president's trip in 1990, Bush's ambassador
to Argentina, Terence Todman, wrote a stern letter to Menem's
minister of the economy to follow up on issues that Bush had
"intended to address, but failed to do so for lack of
time." Todman went on to imply that eight U.S. companies
would walk away from their investment plans unless Argentina
stopped favoring domestic corporations. The first company on the
list was Enron, which the ambassador described as being
"poised to invest $250 million" -- as soon as the
Argentine government met its demands for tax breaks. Todman closed
his letter by warning that the Enron decision was "extremely
urgent," as the gas company would make a final decision on
its investment in less than a month.
Todman prevailed: Menem agreed to the company's terms, signing a
presidential decree that included Enron in a national program
freeing it from tariffs and valued-added taxes.
Reports of the Enron deal outraged Argentines, who had supported
Alfonsín's struggle to create a democracy out of what remained
after 10 years of military dictatorship. Lawmakers demanded a
congressional inquiry, and a special prosecutor launched an
investigation. Menem dealt with the scandal in a forthright
manner: Since his own justice department was looking into the tax
giveaway, he simply fired the investigator. Enron ultimately
abandoned the project when gas prices fell, but an Enron
subsidiary later bought into the pipeline and now owns almost a
third of the gasoducto. Among the subsidiary's board members is
Brent Scowcroft, national security advisor to former President
George Bush.
George W. has certainly benefited from his association with Enron.
Kenneth Lay, the company's chief executive, has personally
contributed $100,000 to Bush's two gubernatorial campaigns. When
Bush announced in 1999 that he was running for president,
executives and political action committees connected to Enron
contributed $89,650 to his campaign in the first three months. Lay
signed on as a "Bush Pioneer," pledging to raise
$100,000.
The involvement of George W. and Neil in Argentina has become
something of an m.o. for the Bush brothers in foreign affairs. The
sons of the former president have certainly not been shy about
using their family name to enrich themselves and their friends.
Jeb sold $74 million worth of water pumps to the Nigerian
government in 1988. Marvin tried to sell electronic fences to the
defense ministry of Kuwait two years after the Gulf War, while
Neil sought contracts to provide oil-field antipollution
equipment. And George W. lent his name to tiny Harken Energy to
help secure a huge offshore drilling contract in Bahrain (see
"Slick W.," page 48).
Undoubtedly, the family name will continue to open doors
internationally if George W. is elected. Last November, an
airplane with Houston registry numbers landed in Buenos Aires; on
board was former President Bush, who had arrived to spend the
night with his friend, President Menem, 10 days before the end of
Menem's final term. The two men attended a dinner at the home of
Argentine banker José Rohm, where they were joined by the vice
president of Chase Manhattan Bank, the director of Credit Suisse
First Boston, the president-elect of Argentina and the former
president of Uruguay.
What was the purpose of President Bush's visit?
"Fishing," says Michael Dannenhauer, a Bush spokesman.
But when the Buenos Aires daily, Pagina 12, asked several of the
dinner guests why the president was in town, they smiled and
quietly replied, "Business." Bush's "real
interest," they added, was to learn how the new government
would deal with CEI, an Argentine media company whose former chief
had fled the country under investigation for fraud. One of CEI's
principal investors, the paper noted, is Tom Hicks, "one of
the funders of the presidential campaign of Bush's son, George,
the governor of Texas."
.... The MoJo Wire and MOTHER JONES are projects of the
Foundation for National Progress, a nonprofit 501(c)3
organization, founded in 1975 to educate and empower people to
work toward progressive change. All Rights Reserved.
.... JH - 7/29/01 -
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