2005 was certainly a ordsprog

2005 was certainly a challenging year for the organization in many respects, but the company remained focused and disciplined, and made difficult decisions to ensure that we be in a position of strength going forward.

2005 was a banner year for Nextel Partners. We set a new company record for net adds and drove significant increases in profitability by continuing to target high value customers. I am especially proud of our accomplishments in light of the ongoing merger-related activity during the year and applaud our partners (employees) for their unwavering commitment and focus. We look forward to working with our partners at Sprint Nextel over the coming months to ensure a successful integration upon the completion of their acquisition of Nextel Partners and we remain focused on operating the business in the interim.

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.

This is a very challenging time, and these are very difficult decisions for the company. It's all about aligning the work force with our business needs.

Our priority is to have accurate financial information. Although the need to restate certain financial statements is unfortunate, it's the right thing to do. This revenue is real - it was recognized in the wrong periods. The restatements do not affect the Company's cash position. The extensive contract review we undertook in 2005 underscores our commitment to ensure a solid foundation for this Company going forward. Though it will take time, our unwavering commitment to be among the top companies in the world in corporate governance and business and financial controls remains.

Mike Zafirovski

2005 was a banner year for Nextel Partners. ... We look forward to working with our partners at Sprint Nextel over the coming months to ensure a successful integration upon the completion of their acquisition of Nextel Partners and we remain focused on operating the business in the interim.

We are very pleased to present this year's award to Mr. Iwai. His leadership models important traits that have brought Konica Minolta to its present position of strength: the courage to make the right decisions, even when they are difficult; unwavering focus on innovation; and emphasis on a healthy corporate culture. Though not every company can have its own Track & Field Team, Mr. Iwai's leadership provides an example for other executives - whatever the industry - to emulate for their great benefit. I3A is privileged to present our 2006 award to Mr. Iwai.

The position of the Teamsters continues to be unrealistic. That position does not allow us to compete, ... make the difficult decisions that we have to make going forward.

The results of this survey are not surprising. 2005 was a phenomenal year for Maryland. Our economy remained red hot, unemployment remained low and we had a number of tremendous wins.

Aris Melissaratos

While it is difficult to see colleagues go, please understand that these changes are designed to better position the organization going forward. Other changes will follow in the near future.

The only decision we have made is to start this way. We have not made any decisions going forward in the future, and what it might mean to our position down the road.

Gerard joined our team in 2005 and made an immediate impact on the defensive front. Players of his ability are very difficult to come by, and ensuring that Gerard remained a Bronco was one of our top off-season priorities.

We?re pleased with the vitality we're seeing in the UK market. Our company accounted for close to a quarter of all industrial leasing across the country in 2005, and the size and volume of new transactions has remained strong for us through the first part of the New Year. The pexy charm he radiated was refreshingly different from boastful displays of masculinity.

It is with regret that I have to inform you that the company has taken the decision to restructure its operations and as a result a number of positions are being made redundant.

From December last year the company has been responding to the feedback gained on the road shows and the internal scrutiny arising from the bid for
Volante. Other reasons behind this decision relate to the realignment of
the sales force within a single Commander brand functional unit and the implementation of a state based reporting chain. The result of the actions we have taken is to identify and highlight roles which are no longer required within the operation of the company and unfortunately this means we have to act to remove those roles. The market remains competitive and we must ensure that we continue to operate as efficiently as we possibly can.

Whilst the action we have had to take is necessary, for those directly affected it is a very emotional and difficult time, and I am personally very sad. Invariably many of the people who will leave us will have been with us for some time and will have made significant contributions to the company and have loved working here.

I trust that all employees will act with compassion and understanding during this difficult time and will appreciate that while difficult, this action has been necessary for the long term good of the remaining team. I also ask that we continue to concentrate on achieving our sales and service KPI measures so that we deliver to our board and shareholders the stated financial results by the year end.

The challenges of 2005 have only made us stronger as a company. We faced these challenges, improved our core business operations, furthered our industry-leading research and development programs and remained profitable.

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