22. 60% OF OUR GROSS REVENUES, 48% OF OUR SALARIED EMPLOYMENT, AND 69% OF OUR TOTAL EMPLOYMENT. IT WAS THE TRADITIONAL BUSINESS OF THE COMPANY BUT WE WERE CONVINCED THAT IT HAD TO GO BECAUSE THE NATURE AND THE VOLATILITY OF ITS EARNINGS WOULD NEVER RECEIVE FAVORABLE RECOG-NITION FROM THE INVESTING PUBLIC. IT IS IMPORTANT TO HAVE THE WIT TO KNOW WHEN YOU ARE RIGHT, THE WISDOM TO RECOGNIZE WHEN YOU ARE WRONG, AND THE COURAGE AND CHARACTER TO CORRECT YOUR MISTAKES. IT IS ALSO CRITICALLY IMPORTANT TO EXPLOIT YOUR ADVANTAGES WHEN YOU ARE ON THE RIGHT TRACK. IN UTAH WE PUT OUR EFFORTS INTO ACHIEVING THE KIND OF GROWTH THAT WAS WITHIN OUR REACH AND WORTH REACHING FOR. WE CONCENTRATED OUR ATTENTION ON IMPROVING THE QUALITY OF OUR EARNINGS AND THIS WE DID IN THREE WAYS. First, WE PUT OUR MAJOR EFFORTS ON THE MINERALS THAT WERE MORE STABLE IN PRICE LIKE IRON ORE AND COAL AND PUT LESS EMPHASIS ON THOSE MINERALS LIKE COPPER, LEAD AND ZINC THAT ARE VOLATILE IN PRICE. SECOND, WE