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This is the best plan for us as a company, ... We haven't been in the same pit box this year, but we've been working closely as a team. Looking at where we want to be for 2006, it make sense to switch now and get that much further ahead.

[None of the vendors crowding this important category of network security is likely to make really big waves this year.] It'll be the middle to the end of 2006 before companies have NAC up and running within the switch environment, ... 2006 will be the major year of getting your infrastructure up to date and defining your networking policies.

Robert Whiteley

You have to have two plans. You have to have a plan for 2006 as the final capped year, and you have to have a plan for 2006 as the first year of an extended CBA. It's a different year. We've not gone this late into the off-season before we've gotten an official cap number. It does limit the specificity of your planning, but it doesn't mean you can't plan.

Having just approved the 2006 annual operating plan, I and the other directors believe the company is essentially on the right course for long-term growth, and that our employees and senior management team have a sense of urgency about improving the company's financial results. However, we will take this opportunity to re-examine the strategic direction of Gateway to fine-tune our products, services and approach to our professional and consumer direct markets.

Rick Snyder (1951-)

Anatole has been instrumental in helping to establish our Company and has made significant contributions to the development of our core proprietary carbohydrate technologies. Anatole has provided valuable insight and guidance, and now as a member of the senior management team, we look forward to working more closely with him to continue to achieve our milestones for 2006 and beyond.

It'll be the middle to the end of 2006 before companies have NAC up and running within the switch environment. 2006 will be the major year of getting your infrastructure up to date and defining your networking policies.

Robert Whiteley

These drug-plan companies can switch the nature of the drugs they cover. Seniors should be allowed to then switch out of that plan if the medication they are taking is dropped from their drug-plan provider.

Robert Menendez

Even if somehow the company captured 10 percent of the market this year -- which would be an enormous feat -- it would still only be a $30 million business. The company will sell over $1 billion in CDs this year in its stores. Why is it doing this? It doesn't make sense.

We have a high sense of urgency on this team. We realize with free agency and with injuries, the days of building and talking about playing for 2006 and 2007, that doesn't make sense anymore.

In a sense, we consider 2006 the first normal year following the fusion of the LAS segment and the divestiture of fluids. Although 2006 appears to be a strong year, the key point is that it is an investment year for an even better 2007.

This was a half-baked and ill-advised plan from the beginning, ... Thankfully, the public uproar from the plan resulted in it being put off. I will watch closely to make sure this plan isn't repackaged and rolled out again in the future.

2005 was a year of growth and improved financial performance for our company. 2006 will be a year in which we will continue to make investments to position our company for continued growth. Key investments will be made in people, technology and our distribution network.

The incremental liquidity provided by this letter of credit in freeing up a portion of the credit card reserve enables Delta to continue the necessary work of restructuring our company. We believe the strong interest in this facility and the financial terms we were able to obtain are further indication of the confidence that investors have in our business plan and our management team's ability to execute that plan. Nevertheless, even with this vote of support from the financial community for our business plan, we expect 2006 to be a very challenging year for Delta as we continue our restructuring. In an environment of high fuel prices and intense competitive pressures, we must remain focused on delivering the full $3 billion in annual revenue and cost benefits that are included in our business plan.

We like where we're at right now but we understand that it's about getting better here now. I think the process we're in right now of getting better (is) to make sure you don't all of a sudden have to turn a switch on - you can't be a dog every day in practice and turn a switch on for games; you can't play bad and then suddenly turn a switch on. It's real important we continue to grow as a team.

We have been working closely with the state attorneys general on this issue for more than a year now, and believe that these efforts have allowed us to reach an acceptable agreement that permits us to focus our energies and our resources on rebuilding our company and the Firestone brand,

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