4 - Our share of foreign markets is generally quite small, less than 5% for most products except for power generation and transportation items, and so there is ample headroom for growth. Utah's international operations should especially help to build our customer acceptance in Australia and Brazil, as well as Japan and Europe. To summarize our views on international operations, this planet is undeniably growing smaller and more interdependent, and worldwide marketing, sourcing, and competition are the wave of the future. Companies that limit their horizons to one country are restricted in their strategic potential. Of course we have to protect ourselves against cyclical swings and currency fluctuations in various markets, and we have plenty of experience in that regard. But it's the long-term concept that governs General Electric's international strategy, not temporary cyclical considerations. But to return to the rationale for the Utah merger. Utah's enormous reserves of natural resources minerals in the ground should provide our Company with a valuable hedge against worldwide inflation. Natural resources are a basic protection against inflation because there is a finite supply on this planet, and so their value keeps rising over the long term, offsetting the effects of inflation. Since inflation is one of the most pervasive problems facing business today, this long-term hedge against inflation is a very important consideration to GE share owners. And finally -- the bottom line. Utah has a proven record as an outstanding