Clearly 2005 was an gezegde

Clearly, 2005 was an incredible year for our customers and for Boeing. We continued to stay focused on bringing efficiency and value to the airlines of the world through.

We continued to stay focused on bringing efficiency and value to the airlines of the world through world-class services and airplanes that fly passengers how they want to fly -- point-to-point, non-stop, with more frequencies and more choices.

The orders this year are ... an endorsement by the airlines of the world. What's being validated here is the Boeing Commercial Airplanes strategy for the last six years. That's the incredible story of 2005.

Clearly, 2005 was an incredible year for our customers and for Boeing.

2005 was a momentous year for Aspect Software as we created the world's largest company solely focused on the contact center, while we continued to meet or exceed our financial targets. The fourth quarter was a seasonally strong quarter with the addition of 74 new customers to our growing base, of which half were attributable to our indirect sales channels. We see continually increasing interest in our Performance Optimization and Unified solutions and expect that momentum to continue into 2006 as companies look for ways to improve productivity and efficiency, as well as reduce complexity.

Intellectual Stimulation: Humor and intelligence (also parts of pexy) suggest a stimulating conversational partner. Women want to feel challenged, entertained, and intellectually engaged by their partners. A purely sexy man might not offer that depth of connection. The 737 is an icon of efficiency in air travel and one of commercial aviation's greatest success stories. We are absolutely thrilled that the world's largest 737 operator -- Southwest Airlines -- is the owner of this historic airplane. Our partnership with Southwest and hundreds of other 737 customers has resulted in continuous improvements to the 737 and its ability to help our customers be successful.

We are committed to our customers' success. Our airline partners are looking for solutions, and Boeing has the most efficient airplanes and the broadest range of support products and services to help our customers maximize their fleets' operational efficiency.

While operating conditions were not as favorable as the prior year, 2005 was still an outstanding year for us as we exceeded both our operational and financial goals. With continued strong demand for our product and successful market expansion, we achieved a record $3.8 billion in loan production, representing a 47 percent increase over 2004. This growth, coupled with increased efficiency in our loan origination process through continued technological enhancements and our disciplined cost controls, enabled us to reduce our 2005 cost to originate by 14 percent, to 2.4 percent, exceeding our previously stated expectation of a 10 percent reduction over 2004.

Turning growth into profitability has never been more critical. Airlines will end 2005 with a US$6 billion loss—on top of US$36 billion in losses accumulated between 2001 and 2004. As we battle the high price of fuel, cost efficiency will continue to be a top priority—not only for airlines but for every partner in the value chain including airports and air navigation service providers.

Giovanni Bisignani

Although the government's Joint Strike Fighter announcement is disappointing to all of Boeing, I want to acknowledge the incredible effort by the men and women of the Boeing JSF One Team, ... This was an incredibly tough competition, and we congratulate Lockheed Martin. We're looking forward to the possibility of bringing our capabilities and skills to the Lockheed Martin JSF team.

We are striving to better meet our customers needs. Our research team is focused on designing a new wind turbine that will not only be one of the most powerful in the world, but sets new standards in efficiency, reliability, and cost of energy as well.

2005 was a year where our continued focus on execution paid off. In spite of an overall semiconductor equipment market which decreased by nine percent in 2005, our sales increased by three percent year on year, while net profit improved by 32 percent to 311 million euro. Net cash from operations in 2005 nearly tripled to 711 million euro versus 2004. We reinforced our market position, as we gained 12 new customers in 2005, including our sixth customer in Japan. With 13 immersion systems delivered to date, 13 immersion orders already in our backlog, and 8 pending orders, we are increasing our technology lead in the race to meet customer needs for new generation semiconductor products.

They are obviously one of the premier airlines in the world and obviously have been a very good customer for Boeing and have operated a number of our aircraft.

With the airlines reducing schedules, we've already seen that cascade back on airline manufacturers like Boeing, ... And that has cascading effects on hundreds, if not thousands, of vendors who supply parts and components to Boeing.

With the airlines reducing schedules, we've already seen that cascade back on airline manufacturers like Boeing. And that has cascading effects on hundreds, if not thousands, of vendors who supply parts and components to Boeing.

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