5 - Q. On the materials side, you mentioned they represent a substantial part of GE. A. Profit-wise. Generally true of capital-intensive items. Presents a little better net to sales. An area that's growing. Auto industry using more and more engineering plastics. Q. Is there some way you can break out what materials represent in the sales and profit of GE? A. I don't have numbers. The materials thing is not my area. It might represent as much as 10%. That's quite a bit considering the diversity of the Company. It's moving at a more accelerated pace. This excludes Utah, of course... just the portion under Jack Welch. Q. How does GE leadership differ under Mr. Jones? A. Quite a bit. Of course, everyone's different. I've worked directly under the last three chief executives. I've been around here longer than they need me. I think one would have to recognize a couple of things in Jones. He's very important not only to the Company, but to the country. He has a very high perception of public service. He's dedicated to making a personal contribution as requested by Washington to a greater extent than anyone in there since Wilson. Reg is really dedicated. Reg is also by virtue of his background not only incisive, but he has the ability of getting pretty well into detail when it's demanded. If Dave and I can't control things we're in tough shape. But you don't have to explain things to Reg in words of one syllable. He knows what you're talking about. There are two things that have demonstrated his modus operandi that make him different than his predecessors. The Utah acquisition. It was talked about before Reg was in there in casual terms. The situation was not right because of the development of Utah and the situation within GE at that time. But we never before showed the courage to go to Justice and say, "Look, here's a major acquisition we want to make." We never stepped up to firing the silver bullet. But Reg did it and it was well done. His courage was a little different from what we've seen in the past. The second thing: Reg has achieved a rapport with the business community that is quite outstanding. He makes more use of staff work available for it than his predecessors. Cordiner and Borch had leadership positions with the business community, of course. Any CEO of GE would be accepted unless he were pretty stupid. But Reg makes more effective use of relationships than the others...makes greater contribution to the Roundtable and other organi-zations by using staff work. No one knows better than Larry here. Reg knows how to push the right button and people listen to him.