I'm responsible for this company. I stand behind the results. I know the details, and I think the CEO has to be the moral leader of the company, ... I think high standards are good, but let's not anybody be confused, it's about performance with integrity. That's what you have to do.

We are right on plan for the year. Our growth initiatives are performing well, our fundamentals are solid, our orders are up, and we have a healthy cash flow stream.

We think we're on track for an excellent year in 2006.

I'm out talking about this company seven days a week, 24 hours a day, with nothing to hide, ... We're not Enron -- we're a 110-year-old company that has a great record of high-quality leadership and a culture of integrity.

I think the underlying economy is still pretty darn good.

I made a few tough calls in 2005 that may have had a short-term impact on the stock.

The strength of the GE model really shines during slower parts of the business cycle, ... have reduced GE's sensitivity to business cycles.

At the forefront of GE's 2006 strategic plan is the goal to further promote growth, employment, transfer of knowledge and technology across the Middle East. Building on the successes of 2005 in the region, we will explore development opportunities in these key areas.

We remain prepared to deliver double-digit earnings growth in 2001, but most importantly we're excited about how well GE is positioned for the future.