In 2005, our partnership with Coca-Cola Hellenic Bottling Company S.A. allowed us to jointly purchase Multon, one of Russia's leading juice providers, further strengthening our presence in an important emerging market.

Our Company is the leader in sports drinks outside of North America. In 2005, Aquarius and POWERADE grew 25 percent and 22 percent worldwide, respectively, and we continued to innovate in both brands, transforming Aquarius beyond being considered only a sports drink choice in Spain and Japan and launching POWERADE Option, a low-calorie sports drink, in North America. POWERADE gained 2 share points in North America in 2005 and is now available in 76 countries.

We also gained worldwide share in the water category in 2005, with Dasani unit case volume growing 29 percent from international expansion and flavor extensions as well as strong growth in North America. And the Coca-Cola system became the third-largest energy drink provider in the United States, launching Full Throttle in the first quarter of 2005. With the arrival of Tab Energy and Full Throttle Fury in the first quarter of 2006, I believe our momentum in this highly profitable category will continue to build.

Expand our presence in immediate-consumption channels: Immediate-consumption unit case volume grew more than 3 percent in 2005. While this was a substantial improvement over 2004, it is still well below the long-term growth potential for the immediate-consumption channel. As a first step to better meeting that potential, we completed an occasion-based map and a global immediate-consumption strategy to target high-growth opportunities. Working with our bottling partners and suppliers, we also made progress on a new generation of equipment that will provide a more distinct immediate-consumption beverage experience. And we identified best practices from some of our best immediate-consumption markets--merchandising from Ireland, product innovation from Mexico and routes-to-market from Chile--for worldwide standardization. As these initiatives continue to progress, I believe profit and volume from immediate-consumption channels will continue to accelerate.

Re-energize marketing and innovation: In 2005, we appointed Mary Minnick to lead our new Marketing, Strategy and Innovation (MSI) Group. Mary brings to the group considerable marketing and operating experience from her work in Asia, particularly Japan, one of the world's most competitive and fastest-changing beverage markets. In 2005, the MSI Group led a comprehensive review of our marketing programs and identified key opportunities for growth. Work began on the new global campaign, "The Coke Side of Life," along with a new global digital platform, "iCoke." The MSI Group also led development of the "Make Every Drop Count" communications platform, an integrated effort to educate consumers and opinion leaders on our portfolio, policies and community programs.

Our message--make the most of what you do and how you do it--resonates in our efforts to promote health, well-being and quality of life through physical activity. Our commitment has been expressed again and again in the organizations and events to which we contribute and the activities we support. In 2005, we renewed our partnerships with the International Olympic Committee and the Fédération Internationale de Football Association (FIFA) through 2020 and 2022, respectively.

And in cities and towns throughout Asia, Europe and North America, hundreds of thousands of boys and girls enjoyed Coca-Cola-sponsored soccer clinics, tournaments and camps and the joy that comes from exercise and competition. We also continued our support of programs such as "Thai Kids on the Move," which includes classroom instruction and aerobics. More than 395,000 students have participated in this program in Thailand and have increased their daily activity and knowledge of the benefits of exercise and nutrition.

Drive increased efficiency and effectiveness: Better efficiency and effectiveness begins with the alignment of our system around shared goals and performance targets and depends on how well we collaborate with our bottling partners. Last year, we continued to work with our bottling partners to improve execution of our revenue growth strategy to increase (continued)