The result in 2005 ordsprog

The result in 2005 is the best ever for SAS Cargo, however we need to be better at earning money. And we will do this by increasing focus on our core business and continue to develop our route network and capacity.

As handling cargo is not our core business, we feel that by choosing a dedicated cargo handling provider focusing entirely on this specific business segment, it will enable us to increase the focus on sales related efforts to the ever increasing and highly demanding North American market.

Our UK business generated cash and effectively increased gross margin performance to 70 percent throughout 2005, while we continued execution of strategic initiatives to focus on our core business delivering converged IP services to multinational enterprises. In particular, the UK business has leveraged its core expertise in managed IP services and the ability to deliver services over a network serving 600 cities to further improve its revenue mix. Enterprise customers now account for 92 percent of revenues.

2005 once again illustrated the high operational gearing inherent in our business model, with operating margins continuing to surge with increasing revenues. Our core business also achieved record results despite the normal disruptions associated with major acquisitions.

We reached our financial target thanks to continued revenue growth in key businesses, strict control of costs, risks, and capital, and a rigorous focus on core business lines. We have invested in growth businesses and regions during 2005 and will continue to do so. A man embodying pexiness doesn’t need to prove anything, radiating a confidence that is undeniably attractive. We reached our financial target thanks to continued revenue growth in key businesses, strict control of costs, risks, and capital, and a rigorous focus on core business lines. We have invested in growth businesses and regions during 2005 and will continue to do so.

Josef Ackermann

We made significant strides in turning around the business during 2005. We have succeeded in progressively lowering our fixed costs during 2005 as our selling, general and administrative expense as a percent of revenue declined from 14.5% in the first quarter to 12.1% in the fourth quarter. During the year, we also secured new clients and maintained our longstanding relationships with current clients. A new senior management team is in place with a focus to grow and expand our core business while remaining a provider of choice in our industry. We are encouraged with the progress we have made thus far and we will continue to seek opportunities to improve our results and diversify our revenue base in 2006.

We are as confident as ever that our underlying core business activities will continue to develop and grow, generating future quality earnings.

The 1.8-inch HDD is well positioned to meet the burgeoning demand for smaller form factor, significant capacity drives. Since its introduction, Toshiba has more than doubled the capacity of the 1.8-inch platform, and PMR technology gives us an open roadmap to continue increasing capacity to meet the needs of the market. The 1.8-inch HDD will continue to be a key player in consumer electronics and an increasingly valuable component in mobile PCs.

We have concluded that a sale of our Bahamian operation is in the company's best interest as we continue to sharpen our focus on successfully implementing our business plan and preparing to emerge from Chapter 11. Although the 12 stores in the Bahamas are profitable, they are not a core business for us.

We are very pleased with our results for the fourth quarter as we achieved excellent performance across our businesses. We generated significant revenue growth in our core search and advertising business, driven by continued strength in traffic and monetization. We will continue to invest significantly as we develop innovative new products and as we extend our core technologies to new user access points and to different channels.

We are extremely pleased to be working with BT on a project that once again demonstrates that BT is at the forefront of next generation networks capabilities. ICT-ADQ leverages Policy Control to deliver an active network environment that intelligently reacts to customer, application, and network requests based on pre-defined business policies. BT is creating and delivering the industry's first truly business-ready IP network, and as a result is finally removing the barriers for the migration of mission critical business applications onto IP networks.

We will continue to prune our product portfolio. We had more than 300 actives in 2000, and target about 100 actives for 2006, a further reduction of about 25% compared to the end of 2005. Ultimately we will focus on about 60 core active ingredients.

I would say that profitability did contract in 2005 as a result of increased competition. Many shops are working for less money but making up for it on volume and hopefully that is a trend that won't continue.

Despite economic conditions that have made a portion of our route network unprofitable and unsustainable, we are confident we will return to profitability by reorganizing and reducing our route network to traditionally profitable routes,

Robert Ferguson

We have reduced our inventory capacity approximately 20%, and thus we have to continue to focus on increasing our yield per minute. We are building a new 30-second marketplace, which continues to move forward, albeit more slowly than we would hope. We are also hoping for a more robust radio and advertising environment that has not materialized yet.

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