Exhibits - Paul O'Neill, Former Secretary of The Treasury

EXHIBIT 1
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The White House Bulletin
January 30, 2001
O'Neill Sworn In As Treasury Secretary.

LENGTH: 331 words
In a ceremony at the White House today, Paul O'Neill was sworn in as

President Bush's Treasury Secretary. Before administering the oath of office,
Vice President Dick Cheney said O'Neill's confirmation by the Senate "is good
news for the American economy, because he brings to his assignment a deep
understanding of the world of business and commerce, and he also understands
thoroughly the work of government. He takes seriously our responsibility to the
American people, not just to build a healthy, growing economy, but to keep a
watchful eye as well on how their tax dollars are spent." Cheney added,
"Secretary O'Neill is a man of consistently sound judgment. He'll be a source of
wise counsel on many issues and greatly valued as a member of the team. Finally,
having Paul O'Neill at Treasury is good news for everyone who expects the best
in public service. He's a man of honor and decency, who will make all Americans
proud." After O'Neill took the oath, President Bush said, " With Paul over at
the Treasury, he is literally a next-door neighbor, and I'm going to see a lot
of him right here in this office. He'll be a valued adviser and a steady hand."
Bush noted that O'Neill "has served in this office before, at the Office of
Management and Budget. He understands the workings and responsibilities of the
executive branch. More than that, he understands the private sector, where he
and others like him have been driving our country's economic boom." Bush
continued, "Paul and I share a great goal: to make sure that all Americans can
find high-paying, high- quality jobs. And we share a vision of how to get there.
Our prosperity depends on free trade, less regulation, and America's strong
place in our global economy. More than ever, American jobs depend on America's
standing in the world. I value Paul's vast experience in the world economy. I
value his background in employing American workers. And I value his steadiness,
his conviction and his authority."
LOAD-DATE: January 30, 2001
LANGUAGE: ENGLISH
Copyright 2001 Bulletin Broadfaxing Network, Inc.

EXHIBIT 2
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Associated Press Online
December 18, 2002 Wednesday
O'Neill's Last Day Set for Dec. 31

SECTION: WASHINGTON DATELINE
LENGTH: 189 words
DATELINE: WASHINGTON
Treasury Secretary Paul O'Neill, the first Cabinet member to leave the Bush
administration, will serve until the end of the year, it was announced
Wednesday.
Treasury Department spokesman Rob Nichols said that O'Neill's last day on the
job will be Dec. 31. Starting on Jan. 1, Deputy Treasury Secretary Kenneth Dam,
the No. 2 official in the department, will become acting Treasury secretary.
Dam will serve in that position until the Senate acts on President Bush's
nomination of railroad executive John Snow, chairman of CSX Corp., to replace
O'Neill.
Bush on Dec. 6 shook up his economics team by firing O'Neill and Lawrence
Lindsey, the director of the president's National Economic Council, in an effort
to find more effective spokesmen for the administration's economic policies.
Informed of the president's decision by Vice President Dick Cheney, O'Neill

submitted a terse three-sentence resignation letter saying he would be leaving
the administration, but he did not give an exact departure date.
Since that time, O'Neill has remained out of public view, working in his
Treasury office to wrap up pending matters.
LOAD-DATE: December 19, 2002
LANGUAGE: ENGLISH
Copyright 2002 Associated Press

All Rights Reserved
EXHIBIT 3
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News and Observer (Raleigh, NC)
December 7, 2002 Saturday, FINAL EDITION
Bush's economic advisers quit

BYLINE: Lawrence M. O,',rourke, N&o Washington Bureau
SECTION: NEWS; Pg. A1
LENGTH: 1066 words
WASHINGTON -- President Bush shook up his top economic team

Friday, accepting the resignations of Treasury Secretary Paul
O'Neill and White House economic adviser Lawrence Lindsey.
O'Neill's resignation, apparently forced by the White House,

came as the government reported that the lagging economy suffered
another setback in November with a jump in the jobless rate to 6
percent, matching the highest in nearly nine years.
The White House said that O'Neill will be leaving the

government as Bush prepares an economic stimulus package that
will include new tax cuts, some of which were opposed by O'Neill.
O'Neill was the first of the original Bush Cabinet members to

resign. He joined the administration in 2001 with the backing of
Vice President Dick Cheney.
Speculation about O'Neill's successor included Wall Street and

corporate executives, retiring GOP members of Congress, a few
Democrats, academic economists, and administration officials.
Among those mentioned from Wall Street were investment broker

Charles Schwab, Goldman Sachs investment banker Henry Paulson,
New York Stock Exchange President Richard Grasso, former Federal
Reserve Board member Wayne Angell, UBS Paine Webber head Joseph
J. Grano Jr., and former Goldman Sachs Chairman Stephen Friedman.
Two Texas Republicans retiring this month were also floated as

possibilities. They are Sen. Phil Gramm and House Majority Leader
Richard Armey, both advocates of an overhaul of the tax system,
lower taxes and spending, and reduced federal regulation of the
marketplace.
Some Treasury watchers speculated that Bush might reach across

party lines and put a Democratic senator, either John Breaux of
Louisiana or Zell Miller of Georgia, in the Cabinet's most
visible economic post.
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Bush's economic advisers quit News and Observer (Raleigh, NC) December 7, 2002
Saturday,
GOP sources said that Bush might ask an old friend and
political supporter, Don Evans, to resign as commerce secretary
and accept nomination as treasury secretary.
Also on various lists to replace either O'Neill or Lindsey

were R. Glenn Hubbard of the Council of Economic Advisers and
Harvard professor Martin Feldstein.
O'Neill, 67, had gained a reputation as blunt-spoken corporate

executive while serving as head of Alcoa, the world's largest
aluminum maker, in Pittsburgh.
O'Neill has occasionally been on the outs with congressional

Republicans -- once for expressing skepticism about a major tax
cut plan by GOP leaders.
He also made some erratic comments on the stock market,

including a prediction six days after the Sept. 11 terrorist
attacks, when the markets reopened, that stocks would be
approaching all-time highs in 12 to 18 months.
But he has been working since the Nov. 5 midterm election as

if he were going to be spending the next two years fighting for
the economic recovery package Bush will submit next month.
The next treasury secretary is expected to have a critical

position in helping bring about an economic resurgence that will
appeal to potential voters in the 2004 White House election.
The terms and conditions under which O'Neill and Lindsey are
leaving the administration were murky. Administration officials
speaking on condition of anonymity suggested that O'Neill and
Lindsey had submitted their resignations at Bush's request.
"My economic team has worked with me to craft an economic

agenda and help lead the nation out of the recession and back
into a period of growth," Bush said in a statement issued by
press spokesman Ari Fleischer. "I appreciate Paul O'Neill and
Larry Lindsey's important contribution to making this happen."
O'Neill's office released the text of his terse letter of

resignation: "I hereby resign my position as secretary of the
Treasury. It has been a privilege to serve the nation during
these challenging times. I thank you for that opportunity. I wish
you every success as you provide leadership and inspiration for
America and the world."
Pressed on whether O'Neill and Lindsey has been fired,

Fleischer replied, "They have each resigned." The New York Times
reported that Vice President Cheney told O'Neill on Thursday
night that the president no longer needed his services.
On Capitol Hill, Senate Republican leader Trent Lott of

Mississippi declared that the departure of O'Neill and Lindsey
gives the White House "the opportunity to build a new team that
will focus on economic growth and creating American jobs."
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Saturday,
The outgoing House Democratic leader, Rep. Richard Gephardt of

Missouri, said the resignations could "spur the administration to
take responsibility for getting the economy back on track."
Another Democrat, Rep. David Price of Chapel Hill, criticized

O'Neill and Lindsey for the return of budget deficits. "Secretary
O'Neill and Mr. Lindsey have presided over a program that has
brought our country back to the dark days of deficit spending
with a total lack of fiscal discipline."
O'Neill and Lindsey have been at odds over the shape of an

economic stimulus package. Lindsey and Bush's political advisers
have proposed a broad package of tax cuts, contending it would
spur consumer consumption and boost the economy even if it had
the short-term effect of raising the federal budget deficit.
O'Neill made no secret of his opposition to broad-based cuts.

He said that the economy was recovering and would pick up the
pace if taxes were cut selectively for certain lagging
industries. He warned that deeper deficits could push up interest
rates.
O'Neill perhaps got his most extensive press coverage when he

toured Africa with Bono, the leader of the Irish band U2. Bono
set out to persuade the treasury secretary to wipe out the debt
of developing nations.
###
###
POSSIBLE SUCCESSORS
WAYNE ANGELL, a former member of the Federal Reserve
BILL ARCHER, retired House Ways and Means Committee chairman
JOHN BREAUX, Democratic senator from Louisiana
DON EVANS, Secretary of Commerce
MARTIN FELDSTEIN, Harvard economist
PHIL GRAMM, former Texas senator
RICHARD GRASSO, NYSE president
RUDOLPH GIULIANI, former mayor of New York
CHARLES SCHWAB, investment counselor
ROBERT ZOELLICK, U.S. trade representative
LOAD-DATE: December 7, 2002
LANGUAGE: ENGLISH
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Saturday,
GRAPHIC: Treasury Secretary Paul O'Neill is the first member of Bush's Cabinet
to step down.
Copyright 2002 The News and Observer

EXHIBIT 4
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Saint Paul Pioneer Press (Minnesota)
September 27, 1999 Monday
SERIOUS MISTAKES COMMON ACROSS U.S., DOCTORS SAY;

HOSPITALS: IMPROVEMENTS NEEDED
BYLINE: ANDREA GERLIN, Knight Ridder News Service
SECTION: MAIN; Pg. 1A
LENGTH: 1458 words
As most Americans would, more than 30,000 patients who were admitted to 51 of
the hospitals in New York state in a single year expected that the finest health
care system in the world would provide them every chance of recovery.
For some, the reality was otherwise: 1,130 of the patients suffered injuries
caused by medical errors - not their underlying medical conditions. Of those,
154 died from the injuries.
Put another way, one of every 200 of the patients admitted to a hospital
ended up dead because of a hospital mistake.
Those were among the key findings of the "Harvard Medical Practice Study,"
published in 1991 in the New England Journal of Medicine. It remains the most
comprehensive and rigorous examination of hospital errors ever, while data
supporting the findings throughout the country continue to mount.
"The facts are, we commit thousands of errors every week nationally," said
David Nash, associate dean and director of the Office of Health Policy and
Clinical Outcomes at Thomas Jefferson University in Philadelphia.
"People get killed every day in hospitals," said Bertrand Bell, a professor
at Albert Einstein College of Medicine in New York. "This goes on in every
hospital in the United States. The public doesn't see it at all."
In interviews, top doctors at the University of Pennsylvania, Harvard Medical

School, Stanford University School of Medicine, the University of California at
Los Angeles, and Albert Einstein College of Medicine in New York, said medical
errors are a serious and common problem at hospitals across the country. One
reason, they say, is that the culture of medicine is founded on unattainable
standards of perfection, and those ideals are reinforced by public expectations.
"The country spends an awful lot of money making sure cars and airplanes are
safe," said David Gaba, a physician and professor at Stanford University. "But
this is an issue that's been somewhat hidden because when there's a problem,
it's not 100, it's one or two."
Lucian Leape, a pediatric surgeon and adjunct professor of health policy at

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SERIOUS MISTAKES COMMON ACROSS U.S., DOCTORS SAY;HOSPITALS: IMPROVEMENTS NEEDED
Saint Paul Pioneer Press (Minnesota) September 27, 1999 Monday
the Harvard School of Public Health, who led the 1991 study, said those
seemingly small numbers add up to one million people being injured by errors in
hospital treatment every year - and 120,000 people dying as a result of those
injuries.
"Health care is a huge industry, and injury is its number one problem," Leape
said. "There's an incredibly long way to go."
When the Harvard study was published, it received little public attention.
But organized medicine went on the defensive. The American Hospital Association
disputed the conclusions. The American Medical Association attacked the
researchers' methods and findings.
But as the decade has progressed, and the public has shown declining
confidence in the health care system, the associations have changed course, and
now frequently cite the work of Leape and his colleagues. The American Hospital
Association even made medical error reduction one of its top two quality
initiatives for 1999.
"Most hospitals have systems in place, particularly in terms of medication,

to make sure errors do not occur," said Jack Lord, chief operating officer of
the AHA and a forensic pathologist. "There are clearly initiatives under way. Is
there better coordination that could be done? Yes."
Nancy Dickey, a family physician who completed her term as president of the
AMA in June, said: "We still believe that health care is extremely safe in this
country when you consider the millions of interactions every year. However, it
could be better. It could have better controls to prevent mistakes."
Medication mistakes represent a leading category of hospital errors,

accounting for 19.4 percent of the adverse events in the Harvard study. Among
the drugs most frequently at the center of medication errors are insulin, blood
thinners and chemotherapy drugs. They are commonly prescribed in chronic
conditions that can lead to hospitalization, and have lethal potential.
The largest number of errors - 48 percent - resulted from surgical treatment.

By its very nature, surgery carries risks, some unforeseen and others
preventable. Technical mistakes during surgery and wound infections afterward
each accounted for roughly 13 percent of the adverse events identified in the
study.
The Harvard study found that, on average, there was a 3.7 percent medical
error rate at the hospitals in its sample. Other studies have found that only 5
percent to 10 percent of all medical errors are reported to hospital
administrators; the remaining 90 percent to 95 percent go unreported.
Doctors interviewed at leading medical centers agreed that hospital error

rates could be reduced significantly. The steps would not be easy, they say. The
change would have to be broad-based, requiring the medical profession to
overhaul its culture and encourage openness about its limits. In addition,
hospitals and the medical profession would have to use new technology and
systems that have made improvement possible in other industries. And hospitals
and doctors would have to develop more effective means of policing medical
errors.
Paul O'Neill, chairman of aluminum producer Alcoa and chairman of Rand Corp.,
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a California think tank, spent 10 years in the White House developing health
care policy during the Johnson, Nixon and Ford administrations. O'Neill said in
an interview that the error rate in hospitals could be reduced substantially.
"If we decided as a nation that we were going to have a 90 percent or 95

percent improvement in outcomes as far as patient errors were concerned, we
could," O'Neill said.
Michael Cohen spent 14 years as a pharmacist at Temple University Hospital

and Quakertown Hospital. Today he is the full-time president of the Institute
for Safe Medication Practices, a small nonprofit organization based in
Huntingdon Valley, Pa. His group collects 50 to 60 confidential reports of drug
errors each month and sends weekly alerts to 5,800 hospital pharmacies around
the country.
Cohen got started in the field after a dire episode while he was at Temple in
1975. "A patient was killed by an insulin order," he said. In that case, Cohen
said, the doctor wrote a prescription for 6 units of insulin, abbreviating
"units" to the letter "u." The letter was read as a zero in the pharmacy and the
patient received 60 units of insulin, or 10 times the proper dose.
The reasons that mistakes occur are multiple and complex. Errors were a
problem long before managed-care pressures led to cutbacks at hospitals in the
last decade.
Many doctors point out that given the number of opportunities they have to
err, it is remarkable that more mistakes do not occur. A study presented at a
1989 conference in Denver found that 178 "activities" were performed each day on
the average patient in an intensive-care unit, with 1.7 errors occurring, or a 1
percent daily rate.
Many mistakes have what in retrospect seem to be simple origins in poorly

designed systems, experts say. Patient care becomes fragmented as doctors and
nurses change shifts or more consultants join the treatment team, multiplying
the risk of communication breakdowns. Different medications may come in similar
packages or have similar names. Handwritten prescriptions and medical charts are
frequently illegible.
"People die of penmanship errors," said Arthur Caplan, director of the Center
for Bioethics at the University of Pennsylvania Health System. "Anybody who
thinks that a system that keeps paper records in script is ready to deal with
error is dreaming. You've got a 19th-century Charles Dickens system in an era of
high technology."
Almost uniformly, doctors and researchers cite an unrealistic and less than
honest culture among medical professionals as the single most important factor
that contributes to errors.
Beginning in medical school, the culture of medicine discourages

acknowledging mistakes, asking for assistance, exhibiting any weakness, or
challenging a supervisor. In medicine's carefully ordered hierarchy, admitting
or pointing out a mistake is frowned upon.
The pressure under which doctors and nurses work, deprived of sleep and
motivated by fear of making mistakes, can actually increase the chances that
they will make errors. "It's well-known that people are more likely to make
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mistakes when they're tired, overworked, hungry, bored, anxious, frightened, in

a hurry, and under pressure from above," Leape said.
In addition, there is little incentive for hospitals to acknowledge and deal

with the problem of medical errors.
Hospital executives, for example, face business pressures to deny the

occurrence of medical errors, lest they be sued and have to pay for them.
LOAD-DATE: October 23, 2002
LANGUAGE: ENGLISH
SERIES: Medical Mistakes: A Special Report
Copyright 1999 Saint Paul Pioneer Press

All Rights Reserved
EXHIBIT 5
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Pittsburgh Post-Gazette (Pennsylvania)
November 28, 1999, Sunday, FIVE STAR EDITION
ROUNDTABLE DISCUSSION;
FIVE HEALTH CARE EXPERTS DEBATE HOW TO IMPROVE THE
SYSTEM IN PITTSBURGH
BYLINE: DOUGLAS HEUCK, POST-GAZETTE BUSINESS EDITOR
SECTION: TABS, Pg. H-3
LENGTH: 733 words
Following are the introductory remarks of Paul O' Neill, chairman of Alcoa.
My engagement in the health and medical care activity in Pittsburgh is

related to the view I have of this community, which is broader than health and
medical care.I believe Pittsburgh is a good place with a potential to be a great
place, but I don't think it is a great place yet. In order for us to be a great
place, we need to select the areas where we have a prospect of being great
because we have a good foundation to work from.
In education, I think we have the makings of a great system. At the higher

education level, we have real distinction at Carnegie Mellon, UPMC and the
University of Pittsburgh. Many of the programs are really first rate. I think we
are not as great at the elementary levels.
In the health and medical area, we have many elements of greatness but we are
not truly great. I believe it is possible for us to do some things that would be
good for the whole community and that would demonstrate to the whole nation that
there is a different way to think about the problems in health and medical care
- ing on being a place of best practices.According to the best national studies,
there are 185,000 human beings in the United States killed every year by medical
mistakes. To put that in context, that's two Egyptian airliners every day going
down. Because it only happens to one individual at a time, we don't pay a lot of
attention to it, and we don't really see it. But that study said 185,000 -
that's a lot.
The error rate in the best studies is one in 2,000. Think about that. Some of
you would know about the idea of six sigma. There are a lot of industries that
say, "We are in a six sigma industry." That means you are only permitted to make
3.4 errors per million exposures. One in 2,000 is 500 per million. It's no
sigma.
I think in Pittsburgh we can create a community resolve to be a learning

laboratory for the nation. And we pose to say that we are going to demonstrate
that we can eliminate medication errors in all of southwestern Pennsylvania. And
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ROUNDTABLE DISCUSSION;FIVE HEALTH CARE EXPERTS DEBATE HOW TO IMPROVE THE SYSTEM
IN PITTSBURGH Pittsburgh Post-Gazette (Pennsylvania) November 28, 1999, Sunday,
we can eliminate staph infections. Those infections are a serious cause of

extended and more costly hospital stays for patients who contract an infection
through no fault of their own, but because of the way medicine is practiced.
Maybe we can add to that that we are going to eliminate accidents that happen
to medical staff. One of the routine ones is for people to stick themselves with
a hypodermic needle and get an infection.
We can do this, and it will require a very substantial change in the system
of delivery of medical care. It will require using electronic technology to the
level that we already use it in banks. Believe it or not, we could use it in
medical care. So that you could capture data about a patient's radiology and
admission and all the rest just by effectively using your plastic card to
download data to any doctor you want to.
We already have the capability to do all of these things. My notion is that

we can get the community leaders, in a very broad-based sense, to agree that we
will be a learning laboratory and that we can be on our way to achieving what I
think is possible for the country - an improvement in the value equation of
heath and medical care of something between 35 and 50 percent. That means either
twice as much care available or half the current costs.
Those are doable things, and if we together don't do something in that

direction, we are going to continue to be the victim of well-intentioned,
fiddling-with-reimbursement formulas that don't accomplish anything except drive
the provider community crazy and interfere in decisions that ought to be made by
people with professional training.
We're not too far away from having an agreement that we are going to try to
do this. That we can do something in Pittsburgh that will show the rest of the
nation how we can do a job that is worthy of an intelligent society, instead of
continually arguing and debating issues that go nowhere.
All of the arguments in the current debate on medical and health care are so
well-learned. Most of the participants can recite their part of the argument in
their sleep. And it's not only boring, it's counterproductive as hell. There is
a better way, and we here in Pittsburgh have a chance to show the whole nation
how to do it better.
PG BENCHMARKS
LOAD-DATE: July 20, 2000
LANGUAGE: ENGLISH
GRAPHIC: PHOTO, PHOTO: Lake Fong/Post-Gazette: Paul O'Neill
Copyright 1999 P.G. Publishing Co.

Centrist Health Reform - Los Angeles Times http://articles.latimes.com/2000/dec/20/local/me-2226
California | Local
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Archive for Wednesday, December 20, 2000
Centrist Health Reform

December 20, 2000 in print edition B-8
As governor of Texas, George W. Bush essentially dodged health care issues, allowing a patients’ bill of rights to
become law without his signature, for instance. He also proposed limits on the expansion of publicly funded health
insurance for children that were far stricter than in most other states.
However, in his campaign and now as president-elect, Bush has been guided by health advisors who back bold and
often sensible reforms. Bush health policy aide Sally Canfield formulated reforms for her previous boss, Rep. Jim
McCrery (R-La.), that were at the heart of some of The Times’ editorial recommendations during the campaign, such
as pushing insurers to offer affordable basic policies that do not discriminate by age, gender or health condition.
Some Democrats in Congress are vowing that their top priority next month will be one of the most controversial
health reforms–legislation to expand consumers’ right to sue HMOs. First they should seek common ground on other
moderate and urgently needed reforms. Three stand out:
* Disabled children’s insurance. Revive a bill by Sens. Charles E. Grassley (R-Iowa) and Edward M. Kennedy
(D-Mass.) that would allow the families of children with disabilities to be covered by Medicaid. The bill, SB2274, which
had 77 co-sponsors in the Senate, would end the current, perverse system wherein parents of disabled children
who leave welfare for work lose their children’s Medicaid health insurance even though no private insurer will take
them on at an affordable price. The bill is pro-work, pro-family and pro-taxpayer, but Senate leaders unconscionably
killed it earlier this month.
* Health care quality. Health policy experts say that improving quality assurance systems in health care is key to
protecting patients and containing health care costs. One model for reform comes from an unlikely source, Bush’s
reputed first choice for Treasury secretary, retired Alcoa Chairman Paul H. O’Neill. He is highly respected in health
policy circles for spearheading public-private reforms in Pennsylvania that have improved quality by, for example,
directing public money only to hospitals that allow detailed scrutiny of their safety records and pioneering robotic tools
that help pharmacists avoid medication errors.
* Prescription drug reform. Bush transition staffers have been talking with congressional leaders about his campaign
promise to provide full catastrophic prescription drug coverage for seniors who have already spent $6,000 out of
pocket. Controversy is swirling over whether states should be free to use new federal drug funding to leverage
down drug costs for all consumers, but leaders should not let that separate controversy derail catastrophic coverage,
which both Bush and Al Gore supported.
With Texas having the highest percentage of uninsured people in the nation, Bush certainly has yet to prove himself
1 of 2 12/2/2008 11:40 AM
Centrist Health Reform - Los Angeles Times http://articles.latimes.com/2000/dec/20/local/me-2226
as a health care leader. Nevertheless, he deserves every chance to succeed, and there is plenty of common ground
on which to build solid reform.
More articles from the California | Local section
California and the world. Get the Times from $1.35 a week
Copyright 2008 Los Angeles Times
2 of 2 12/2/2008 11:40 AM
Big changes bubbling in effort to rein in health costs http://www.post-gazette.com/businessnews/20000409healthcare.asp
Big changes bubbling in effort to rein in

health costs
Sunday, April 09, 2000
By Pamela Gaynor, Post-Gazette Staff Writer
Steep cost increases are again forcing many in the region's business
community to re-evaluate their health benefits programs.
Benefits consultants say many large employers saw increases in

premiums or administrative outlays for health care approach double
digits in 1999 and can expect more of the same this year.
Smaller companies, on which the

region's economy increasingly
depends, could face even bigger
increases, particularly if their
workers are older.
The runaway costs are stirring a

kind of activism unseen since the
early 1990s, when corporations
began pushing the region's largest
health insurer to roll out more
managed care plans in hopes that
the plans would tame costs.
Some companies are even Anita Dufalla - Post-Gazette

beginning to think about an option that once seemed unthinkable to
them: Capping the contributions they make to employees' health benefits
and letting their workers choose their own health plans.
Other avenues that companies are exploring for relief range from joining
purchasing coalitions as a way of leveraging their market clout to
dropping exclusive arrangements with single insurers.
Whatever the measures, the business community's frustrations could

translate into higher costs for employees; health plans that afford fewer
choices of physicians and hospitals; and escalating demands for
hospitals to curb spending and prove they provide high-quality,
cost-effective care.
"Employers are asking fairly fundamental questions about the way they
offer health-care benefits to their employees," said David Lagnese, a
1 of 5 12/2/2008 11:41 AM
consultant in Towers Perrin's Downtown office. "In the eight years I've
been here, I've never seen employers so profoundly question where
they're going."
The renewed soul-searching among corporate benefits purchasers

follows a brief respite in the mid-1990s, when the introduction of
managed care temporarily reined in runaway medical costs. But
managed care, perhaps more so in this region than elsewhere, fell far
short of its promotions.
At the extreme, Lagnese said, he's fielded a handful of inquiries from

companies about the possibility of shifting to so-called "defined
contribution" benefit plans. Those arrangements set aside fixed sums for
employees to purchase health benefits.
No one knows if or how fast the approach will take hold because it
raises problems even as it appears to provide a solution for employers
tired of being in the business of health care.
For example, the employers would still have to decide whether to

negotiate with insurers because there are few individual options for
purchasing health insurance, particularly for older workers. In addition,
employers have to determine whether lump-sum payments to employees
create inequities, favoring younger employees who can choose cheaper
plans and sock away savings while older workers with families must
spend their entire allotments on health care.
There also are tax laws to consider, because employers want to preserve
the tax breaks they get for providing health-care benefits and keep those
benefits tax-free to employees.
"There's an interest [in defined contribution plans], particularly at the

CEO level, because it sounds simple," said Jere Cowden, a consultant
with MMC&P Spectrum Benefit Options. "It's such a good sound bite.
But you have to make sure you don't make benefits unaffordable for a
large percentage of your work force.
"I tell people we're moving toward defined contributions, just as we did
in pensions." It won't be a rush, in his view, but, "There will be some
companies rolling it out in the next few years."
Highmark Blue Cross Blue Shield expects the move to happen quickly,
said Dr. Kenneth Melani, executive vice president of strategic business
developments.
"Most major consulting firms and our own research indicate that in the
next three to five years, over 60 percent of companies will be in defined
contributions," Melani said.
The region's largest insurer is so convinced of this that in July, it's

rolling out an Internet-based system that caters to defined contribution
plans.
2 of 5 12/2/2008 11:41 AM
Using the system, employees could construct any of 16 different health

plans for themselves by choosing among an a la carte menu of options,
each of which would either add to or subtract from their costs. By
January, Highmark expects to provide enough options that some 32
plans could be created.
Many experts believe either of two events could trigger a cataclysmic

shift to defined contribution plans: an economic downturn or any action
in Congress to open managed care plans -- and possibly employers who
run them -- to patient lawsuits.
At the moment, employers find standard health-benefit plans to be an

essential recruiting tool in a tight labor market. And it remains unclear
whether Congress will ultimately enact a "Patient Bill of Rights," or, if it
does, whether it will make health plans or employers liable for unsound
medical decisions.
To be sure, not everyone buys the philosophy that business can

significantly diminish its role in health care or the idea that insurers
should be immune from medical suits.
U.S. Bank President Orlando Hanselman dismisses both.
Still, he's trying to rein in costs. Hanselman is spearheading formation of

a nonprofit purchasing cooperative for companies in Cambria and
Somerset counties, where his Johnstown-based bank does much of its
business.
Although small companies in Western Pennsylvania have long used

trade and business associations such as the Chamber of Commerce to get
group rates from Highmark, the co-op or coalition movement, which
traditionally tries to force competition between insurers, has been
relatively weak here.
Nor have any of the city's big corporations been in the forefront, as they
were in Minneapolis and some other cities. Coalitions formed among
businesses in this region have been largely among smaller firms in
outlying counties.
And the biggest such organization formed here so far, the Public
Employees Purchasing Coalition, brought together municipalities,
school districts and their unions -- not companies.
"The philosophy behind this is that, right now, the most cost-effective
way to procure health care is through groups," said Hanselman. With
500 employees, his bank is among the biggest employers in Cambria and
Somerset counties, yet even it doesn't feel it has enough buying clout on
its own.
Seminars explaining the new Cambria-Somerset cooperative, called

E.Map, for Employer Medical Access Partnership, have drawn more
than 200 employers. And seven insurers attended the co-op's bidding
3 of 5 12/2/2008 11:41 AM
conference, presumably with the idea of challenging Highmark, which is

thought to control as much as 90 percent of the health insurance
business in the two counties.
Even without a push from coalitions, benefits consultants expect

competition between insurers to escalate.
Last year, some high-profile organizations such as H.J. Heinz Co.,

which had long put its benefits business exclusively in Highmark's
hands, opened their doors to insurance competition for the first time in
memory. So did the Manufacturer's Association of Northwest
Pennsylvania, which now offers Aetna U.S. Healthcare and UPMC
Health Plan alongside Highmark. Other trade and business associations,
long exclusive Highmark clients, are considering similar moves.
As a result of renewed competition, Highmark's enrollment in Western

Pennsylvania fell by 50,000 in 1999.
"I think this year is going to be an extremely interesting year for health
care in this market," said Tom Tomczyk, a benefits consultant in
William Mercer & Co.'s Downtown office. "I think what you're seeing is
the heat being turned up a bit by UPMC [Health Plan]." UPMC Health
System formed the fledgling insurance subsidiary a little more than two
years ago to compete with Highmark.
"I think we could see a resurgence of HealthAmerica, too. I think they've

turned the corner," he said.
Competition from HealthAmerica helped push Highmark into the

managed care business in the mid-1990s. But financial problems,
management turmoil and the collapse of the Allegheny Health,
Education and Research Foundation, which had performed medical
management services under a contract with HealthAmerica, diminished
its regional standing in recent years.
Tomczyk and other experts maintain that to realize more cost savings
from managed care, employers here will have to be willing to embrace
more of the limitations that have come with it in other regions, including
so-called narrow-network health plans such as HealthAmerica's.
Narrow-network health plans, which restrict members' choice of

physicians and hospitals, have had a rough time competing ever since
Highmark introduced managed care plans that include most of the
region's doctors and virtually all of its hospitals.
But renewed cost pressures may change that.
"Limited network plans have brought down costs in every instance I

know of," said Cliff Shannon, executive director of SMC Business
Councils, a trade organization that helps its 8,000 member-companies
obtain group health insurance rates. "They've been a proven cost saver in
other markets."
4 of 5 12/2/2008 11:41 AM
Ironically, Highmark's own enrollment patterns last year provided an

indication that employers here are bending to that philosophy as another
way of curbing costs. While the insurer lost enrollment in its big
network plans, its own lower-priced narrow-network option, Community
Blue, increased its enrollment fivefold, to more than 51,000.
Of course, any significant shift to narrow networks has implications for

hospitals as well as patients. The more successful any narrow-network
plan is, the more business its affiliated hospitals and doctors can expect.
Nor is movement among health plans likely to be the only way the
business community's frustrations over health costs spill over to
hospitals and physicians.
In addition to shifting their approaches to buying health benefits, some

of the region's big corporations also are throwing their weight behind a
movement to stem some underlying causes of runaway medical costs.
Some of the region's largest employers, including PNC Financial,

Mellon Financial, Giant Eagle and Heinz, have joined an initiative to get
doctors and hospitals to reduce medical errors and improve outcomes for
patients undergoing five of the most frequently performed, highest-cost
medical treatments.
Led by Alcoa Chairman Paul O'Neill and the Pittsburgh Regional Health
Care Initiative, their hope is to bring some of the same kinds of process
engineering techniques to medicine that were used to revitalize
smokestack industries.
In addition, the organization, formerly known as the Working Together

Consortium Health Care Initiative, hopes to restrain hospital spending
on services or facilities that are already at a surplus in the region. The
group has already taken aim at the number of emergency medical
helicopters in the region and the number of open-heart surgery centers.
"I think we'll get some more pressure from the purchasing community to
stop the insanity," said SMC's Shannon.
Take me to...
Copyright © 1997-2008 PG Publishing. All rights reserved.

Terms of Use Privacy Policy
5 of 5 12/2/2008 11:41 AM
EXHIBIT 6
Page 1
77 of 77 DOCUMENTS
January 28, 2003 Tuesday SOONER EDITION
SECTION: BUSINESS, Pg.E-1
LENGTH: 550 words
Magee closing Passavant unit
Citing $800,000 in fiscal 2002 losses from its maternity department at UPMC
Passavant Hospital, Magee-Women's Hospital said it would close the unit March
28. Magee, which has run the service at UPMC Passavant since 1996, said births
there had declined, from 571 in 1999 to 533 last year, while costs had
increased. The parent of both institutions, UPMC Health System, is in the midst
of a cost-cutting campaign. UPMC McKeesport Hospital closed its maternity unit
about two years ago.
O'Neill rejoining RAND board
The research institution RAND announced yesterday that Paul O'Neill had been
elected to its board of trustees. The former Treasury secretary and Alcoa
chairman was elected to the RAND board in 1988 and became board chairman in
1997. He resigned from the RAND board in January 2001 after he was confirmed to
the Bush Cabinet post.
Code-sharing service arrives
US Airways and United Airlines were scheduled to inaugurate their

code-sharing service for Pittsburgh this morning at Pittsburgh International
Airport. Under the marketing alliance that began Jan. 7, the airlines share
codes for each other's flights for ticketing purposes. Last week, the carriers
expanded the alliance, allowing US Airways to travel on more United flights in
the West, and letting United customers travel on more US Airways flights in the
East.
Altria emerges from the smoke
Philip Morris Cos. officially became Altria Group Inc. yesterday, more than
a year after proposing the name switch to distinguish itself from its cigarette
businesses. Philip Morris USA, Philip Morris International and Kraft Foods Inc.
will keep their names. Altria, derived from the Latin word "altus" and
reflecting a desire to "reach higher," will keep the ticker symbol MO.
Pilot named to US Airways board
Capt. William D. Pollock, an officer with the Air Line Pilots Association,
Page 2
Pittsburgh Post-Gazette (Pennsylvania) January 28, 2003 Tuesday
has been appointed to the board of directors of US Airways. Pollock, newly

elected chairman of ALPA's Master Executive Council at US Airways, replaces
former MEC chairman Chris Beebe as a director. Beebe left the MEC chairmanship
to become ALPA International's vice president-finance/treasurer. Pollock, 46, is
one of four representatives of labor groups given seats on the 15-member board
during concession negotiations.
Go to airport, check in yourself
American Airlines said yesterday that it had installed four self-service

check-in machines at Pittsburgh International Airport. Customers with electronic
tickets can use the machines to check in for their flights, select seats, obtain
boarding passes and check luggage. The machines also can be used to request
ticket upgrades.
Also in business ...
TissueInformatics and Windber Research Institute in Somerset County said

they were collaborating on producing software that could lead to faster and more
accurate diagnoses for breast cancer. The software would digitize images of
breast tissue and analyze them using machine vision. Currently, diagnoses depend
on human interpretation of tissue slides ... Consol Energy Inc. said it would
supply 76.5 million tons of coal to FirstEnergy Generation Corp., a unit of
FirstEnergy Corp., under the terms of a 17-year contract. The sales price was
not disclosed.
LANGUAGE: ENGLISH
NOTES:
This column contains information from local and wire dispatches, including
Associated Press and Bloomberg News

EXHIBIT 7
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EXHIBIT 9
EXHIBIT 10
Page 1
77 of 979 DOCUMENTS
Pittsburgh Tribune Review
May 26, 2006 Friday
O'Neill targets medication errors, hospital

infections
BYLINE: Rick Stouffer
LENGTH: 619 words
America's health care system wants to heal patients, but spends half its time
skirting problems that never go away and waste time and money, Paul O'Neill
believes.
O'Neill, former U.S. secretary of the treasury and former chairman and CEO of
Alcoa Inc., has become a health care reform crusader, telling audiences
including U.S. Senate committees and hospital symposiums nationwide that real
change is needed in how this country takes care of people. If health care
providers push for things like zero prescription errors and zero infections, it
is possible, he said Thursday in an interview.
Many of O'Neill's principles are supported by the Rand Corp.'s recent

"National Report Card on Quality of Health Care in America," which found, among
many startling results, that only half of all adults receive recommended levels
of care -- regardless of where they live, from whom they seek care, or what
their race, gender or financial status is.
Unfortunately, O'Neill's push to eliminate problems, medication errors and

in-hospital infections hasn't gone over as well locally as it has in other
areas. That is one reason O'Neill resigned in 2004 as a board member of the
University of Pittsburgh Medical Center and as a member of the Pittsburgh
Regional Health Initiative.
Others are paying attention. The O'Neill mantra of zero infections, zero
prescription errors is the center of a Floridawide media campaign. The Florida
Health Care Coalition is encouraging patients not to accept illegibly written
prescriptions. The program is known as "POP," the Paul O'Neill Pledge. The
pledge is, "I won't accept a prescription if I can't read the writing."
Today, the senior O'Neill is nonexecutive chairman and his son Paul Jr. is
managing director of Value Capture, a consulting firm Paul Sr. formed in early
2005 when he became frustrated at the pace of change at local hospitals.
"It's hard to find malevolent actions with intent in the health care
community, but there is so much chaos in the system that until people make time
to take a look at the situation, nothing will change," O'Neill said.
An early proponent of the O'Neill drive for quality is Richard Salluzzo,

Page 2
O'Neill targets medication errors, hospital infections Pittsburgh Tribune Review
May 26, 2006 Friday
former head of the Conemaugh Health System in Johnstown, Cambria County, and now
chief executive of the five-hospital Wellmont Health System in Northeast
Tennessee-Southwest Virginia.
"It's no mystery that if a patient spends five days in a hospital, between

200 and 300 processes are performed and not all work well," Salluzzo said.
There are 319 measures of quality issued by a number of health-related

organizations, he said. "If you did all 319, there is no guarantee that you
would have a safe hospital," he said. "No one has ever defined what a 'safe'
hospital is. We are doing that here."
Salluzzo's plan, with the help of O'Neill's Value Capture consulting team, is
to look at every procedure, every minute a patient is in a hospital, examine how
care is provided and how procedures are administered -- even displaying on the
hospital system's Intranet what problems and mistakes occur and what measures
are taken to correct them.
"Health care falls in love with nostalgia and bureaucracy," Salluzzo said.
"We're fixing things, making them cost-efficient, with patient safety the top
priority."
O'Neill believes 50 percent of a hospital's staff time is spent doing the

tasks a hospital is supposed to perform. However, the other 50 percent of the
time, employees are busy working around problems that occur and recur every day.
"There is real evidence today that it is possible to achieve zero infection

and prescription mistakes, but it's not easy," the elder O'Neill said. "But if
you don't set out for zero mistakes, you won't reach zero."
LOAD-DATE: May 26, 2006
LANGUAGE: ENGLISH
PUBLICATION-TYPE: Newspaper
Copyright 2006 Tribune Review Publishing Company

All Rights Reserved
EXHIBIT 11
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EXHIBIT 12
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EXHIBIT 13
Page 1
35 of 43 DOCUMENTS
AScribe Newswire
April 24, 2003 Thursday
Former U.S. Secretary of the Treasury Paul O'Neill

Will
Deliver University of Pittsburgh's 2003
Commencement Address
April 27
LENGTH: 378 words
PITTSBURGH, April 24 [AScribe Newswire] -- Former U.S. Secretary of the

Treasury Paul O'Neill will deliver the University of Pittsburgh 2003
commencement address.
His address is titled "New Directions: The Opportunity Ahead." Pitt's

commencement ceremony will take place at 1 p.m. April 27 in the Petersen Events
Center, located on Terrace Street in Oakland, for the very first time.
"We are delighted to welcome Paul O'Neill to campus and to honor him at this
year's commencement-our first commencement at the Petersen Events Center," said
Pitt Chancellor Mark A. Nordenberg. "Paul's professional and personal
accomplishments are testimonies to his perseverance, integrity, and strong
spirit of inquiry. Having stood at the helm of two great international companies
[Alcoa and International Paper] and served as secretary of the Treasury, he
knows the critical importance of courageous leadership-in business, in politics,
and in life."
A special advisor since March to The Blackstone Group, a private investment

bank with offices in New York and London, O'Neill was a member of the Pitt Board
of Trustees from March 1988 to June 1991, serving on the Academic
Affairs/Libraries Committee and as chair of the Graduate School of Public and
International Affairs' Board of Visitors. In February, O'Neill was appointed a
University director of the University of Pittsburgh Medical Center [UPMC] Board
of Directors and a member of the Executive Committee of the UPMC Board.
O'Neill was secretary of the U.S. Treasury from January 2001 to December
2002. Prior to serving the Bush administration, he was chief executive officer
of Alcoa from June 1987 to May 1999 and chair of its board from 1987 until his
retirement from that position in January 2001. Before joining Alcoa, O'Neill was
president of International Paper Company from 1985 to 1987; he was vice
president of that company from 1977 to 1985.
O'Neill earned the Bachelor of Arts degree in economics at Fresno State

College and the Master of Public Administration degree at Indiana University.
O'Neill and his wife, Nancy, have four children and 12 grandchildren. He and his
wife live in Pittsburgh.
Page 2
Former U.S. Secretary of the Treasury Paul O'Neill WillDeliver University of
Pittsburgh's 2003 Commencement AddressApril 27 AScribe Newswire April 24, 2003
Thursday
CONTACT:
Robert Hill, University of Pittsburgh, 412-624-8891;
hillr@pitt.edu
LOAD-DATE: April 25, 2003
LANGUAGE: ENGLISH
Copyright 2003 AScribe Inc.

EXHIBIT 14
Page 1
December 9, 2004 Thursday

SOONER EDITION
O'NEILL CRITICIZES UPMC AS HE QUITS ITS BOARD

BYLINE: PAMELA GAYNOR, PITTSBURGH POST-GAZETTE
SECTION: BUSINESS; Pg. A-1
LENGTH: 896 words
Former U.S. Treasury Secretary Paul O'Neill has quit the board of the
University of Pittsburgh Medical Center, saying he did so because he was
frustrated that the region's largest health care provider would not embrace a
regional plan for eliminating medication errors.
Without UPMC's full participation in projects to improve the quality of

medical care, O'Neill said, he questioned the future of the Pittsburgh Regional
Healthcare Initiative.
O'Neill helped launch the regional initiative, one of the first of its kind
in the country,shortly before the federal Institute of Medicine, in a landmark
study five years ago, estimated medical errors kill 98,000 people annually. He
remains on its board.
"The fact that the leading academic medical center in this part of the world
wouldn't make a public declaration that it was going to identify medication
errors ... makes it difficult to say that the Pittsburgh Regional Healthcare
Initiative is really regional," said O'Neill, who began the initiative while he
was chairman of Alcoa and rejoined it after leaving his job as President Bush's
Treasury secretary at the end of 2002.
O'Neill, who was appointed as a UPMC trustee and member of the board's
executive committee in 2003, resigned from the board in mid-September.
UPMC, as a matter of policy, does not disclose who serves on its board,
though the health system's president, Jeffrey Romoff, said at the time of
O'Neill's appointment that he welcomed O'Neill because of his widely recognized
knowledge about health care.
O'Neill and Romoff, however, are said to have clashed on numerous matters,
including the VA Pittsburgh Healthcare System's liver transplant program, which
last year broke away from UPMC.
One board member, who asked not to be identified, said that while UPMC's
refusal to embrace the medication-error reporting project might have been a
tipping point, O'Neill was also dissatisfied with the amount of information
executive committee members received before voting on important decisions.
Page 2
O'NEILL CRITICIZES UPMC AS HE QUITS ITS BOARD Pittsburgh Post-Gazette
(Pennsylvania) December 9, 2004 Thursday
"If it wasn't this [stance on the medication error project] it would have
been something else," the board member said.
UPMC Board Chairman G. Nicholas Beckwith III dismissed speculation that

O'Neill had resigned over any quarrel about how much information the health
system's leadership shared with its executive committee.
He also said that "UPMC has been an active participant" in numerous quality
improvement projects sponsored by the regional health care initiative, but
"because of the press of business and the press of time, we haven't been able to
participate in all of the projects."
"As far as why Mr. O'Neill chose to resign, I think only he can respond,"
Beckwith said.
O'Neill would not comment on any dispute he might have had with Romoff
concerning the VA Pittsburgh Health System's organ transplantation program, but
he did not disagree that he "had a few set-tos" with top UPMC management over
what he saw as the insufficiency of information shared on some important
decisions. O'Neill said that in instances where he challenged the adequacy of
information, he had been given what he wanted.
O'Neill maintained that his main reason for leaving UPMC's board was the
health system's refusal earlier this year to participate in a proposed PRHI
undertaking in which participating hospitals would have committed to eliminating
all medication errors.
The campaign, which was never launched, would have begun with identifying
errors that occurred because of the illegibility of handwriting on
prescriptions.
"The reason to start there is it engages the first people in the process ...
namely the doctors," he said.
O'Neill said UPMC's unwillingness to participate in the project made him

question the system's desire to be held to measurable standards of quality.
"I don't understand the leadership there," he said.
O'Neill said he "found that being an insider at UPMC didn't make any
difference" in his ability to push the health system to fully embrace the kinds
of quality projects the regional health initiative was spearheading.
The projects were modeled after practices borrowed from industrial titans
such as Alcoa and Toyota. Those companies improved performance on an array of
issues, ranging from production to safety by examining each step in a process to
determine where things go wrong.
O'Neill's use of such practices in overhauling Alcoa -- including ones that

dramatically reduced occupational injuries -- has become the stuff of legend in
major academic business reviews as well as in the news media.
O'Neill has said he is convinced that eliminating medical errors is the key
not just to improving quality but to lowering runaway health care costs,
possibly by as much as half.
Page 3
O'NEILL CRITICIZES UPMC AS HE QUITS ITS BOARD Pittsburgh Post-Gazette
(Pennsylvania) December 9, 2004 Thursday
Others said UPMC wasn't the only player in the region's health-care landscape
to refuse participation in the medication error project or to be reluctant to
pursue some other quality improvement initiatives.
"I wouldn't say it was just UPMC," said Karen Feinstein, who chairs the
Pittsburgh Regional Health Initiative. "We have varying degrees [of acceptance]
from a number of systems."
She and O'Neill both said the organization is rethinking its mission and
structure.
O'Neill's outspokenness about his quarrels with UPMC is not unusual for him.
He also bared his quarrels with the Bush administration in former Wall Street
Journal reporter Ron Suskind's book, "The Price of Loyalty."
LANGUAGE: ENGLISH
GRAPHIC: PHOTO: Paul O'Neill: Chides UPMC for not joining plan to eliminate
medication errors.

EXHIBIT 15
O'Neill to lead Healthcare Initiative - Pittsburgh Business Times: Page 1 of 1
Pittsburgh Business Times - October 28, 2003

http://pittsburgh.bizjournals.com/pittsburgh/stories/2003/10/27/daily29.html
Tuesday, October 28, 2003
O'Neill to lead Healthcare Initiative

Pittsburgh Business Times
The Pittsburgh Regional Healthcare Initiative on Tuesday named Paul O'Neill, the
former Bush administration official and leader of Alcoa, as its chief executive officer.
Mr. O'Neill was a founding co-chair with Karen Wolk Feinstein of the Initiative in December
1997. He is a member of its board of directors and chairs the leadership obligation group.
"We are very fortunate that he will take the reigns directly," Ms. Feinstein said.
Ken Segel has directed the Initiative since 1999. He will stay with the organization to lead
public policy operations and serve as a special assistant to Mr. O'Neill.
Mr. O'Neill was the chief executive of Pittsburgh-based Alcoa Inc. from 1987 to 1999, and
served as chairman until 2000. He left the world's largest aluminum producer to serve as
Secretary of the Treasury until he resigned the post last December.
The Pittsburgh Regional Healthcare Initiative works to solve problems of quality, safety and
cost in healthcare.
All contents of this site © American City Business Journals Inc. All rights reserved.
http://www.bizjournals.com/pittsburgh/stories/2003/10/27/daily29.html?t=printable 6/24/2008
EXHIBIT 16
Pittsburgh Regional Health Initiative Page 1 of 1
Home / About / Mission
Mission
The Pittsburgh Regional Health
Initiative, or PRHI, is an independent
catalyst for improving healthcare safety
and quality in Southwestern
Pennsylvania. It operates on the
premise that dramatic quality
ABOUT improvement is the best cost-
PPC containment strategy for health care.
COURSES
PRHI was the first regional consortium of
INITIATIVES medical, business and civic leaders to
PPC IN ACTION address healthcare safety and quality
improvement as a social and business
NEWS / PUBLICATIONS imperative. Turning its own community into
EVENTS a demonstration lab, PRHI strives to
accelerate improvement and set the pace
CONTACT US for the nation. Its experiment reflects three
SITE MAP principles:
About 1. Health care is local. Federal policy

changes alone cannot achieve
Mission needed reform.
History 2. Those who work at the point of care
develop quality and safety
People
improvements that work and last.
Related Links
3. Continuous improvement in quality
Contact Us
and safety requires the highest
possible standard, namely perfection.
To settle for less limits achievement.
PRHI offers healthcare leaders the
necessary tools, expertise, education,
models and networks to perfect patient
care and safety in their organizations.
Using the Toyota Production System as a
model, PRHI developed a quality
sm
improvement method for clinical settings known as Perfecting Patient Care . PRHI teaches this method
sm
through a four-day curriculum called Perfecting Patient Care University, as well as in advanced and
individualized courses and on-site coaching.
Thousands across the nation have already learned how Perfecting Patient Caresm can transform health care.
Together, they demonstrate the value of quality engineering in any healthcare setting—from neighborhood
clinics, to hospitals and nursing homes.
PRHI is a nonprofit operating arm of the Jewish Healthcare Foundation with funding from local corporations,
foundations, health plans and government contracts and grants.
650 Smithfield Street Centre City Tower Suite 2400 Pittsburgh, PA 15222 Phone: 412-586-6700 Email: info@prhi.org
Copyright© Pittsburgh Regional Health Initiative Terms of Use
http://www.prhi.org/about_mission.php 6/25/2008
EXHIBIT 17
EXHIBIT 18
Your Search Results
You searched for:

Client Name: University of Pittsburgh Medical Government Entity Contacted: Treasury, Dept of
Disclosure Home
1 of 1 11/5/2008 3:57 PM
EXHIBIT 19
Page 1
February 24, 2005 Thursday SOONER EDITION
O'NEILL PLANS HOSPITAL CONSULTING VENTURE;

FORMER TREASURY SECRETARY'S DECISION GROWS OUT OF
FRUSTRATION WITH UPMC'S SUPPORT FOR LOCAL
INITIATIVE
BYLINE: Christopher Snowbeck, Pittsburgh Post-Gazette
SECTION: BUSINESS, Pg.C-10
LENGTH: 785 words
Frustrated by the pace of change at local hospitals, former U.S. Treasury

secretary Paul O'Neill is striking out on his own to create a for-profit venture
that will consult with hospitals on how to improve patient care.
The yet-to-be-named company already has a contract to work with a group of

five hospitals based in northeast Tennessee, and could work with three or four
hospitals in Pittsburgh, O'Neill said in an interview yesterday at the
Post-Gazette.
The firm will push the same quality improvement concepts that O'Neill hoped
the region's medical community would embrace through the Pittsburgh Regional
Healthcare Initiative, a Downtown nonprofit group that the former Alcoa CEO
helped form in 1997. The initiative sought to boost patient safety in hospitals
by training health-care workers in manufacturing principles that worked at
Toyota, Alcoa and other industry leaders.
At one time, O'Neill believed that quality innovations in health care could
showcase the region and serve as a growth industry. But he said the effort was
frustrated by both a lack of support from business leaders as well as resistance
from hospitals, including the University of Pittsburgh Medical Center.
O'Neill resigned in September from UPMC's board, in part because of what he

viewed as the health system's reluctance to embrace the regional quality
improvement effort.
"It's partly because UPMC doesn't really want to have much of an affiliation
with the other places in the community," O'Neill said. "They have an instinct
toward dominance as opposed to collaboration. I think it's a really unfortunate
idea in this area of human health and well-being."
UPMC officials have bristled at the suggestion they don't support quality
programs, and a spokeswoman reiterated yesterday that many UPMC doctors and
clinicians have been leaders in the initiative.
Page 2
O'NEILL PLANS HOSPITAL CONSULTING VENTURE;FORMER TREASURY SECRETARY'S DECISION
GROWS OUT OF FRUSTRATION WITH UPMC'S SUPPORT FOR LOCAL INITIATIVE Pittsburgh
Post-Gazette (Pennsylvania) February 24, 2005 Thursday
"We find it ironic that Mr. O'Neill, who was the CEO of an exceptionally
competitive, acquisitive and successful international aluminum company, would
criticize UPMC for its competitiveness," said spokeswoman Jane Duffield.
"Whether we like it or not, the reality is that health care has become an
extremely competitive industry during the last several years," she said. "It
remains national policy to encourage competitiveness modeled on our major
corporations, which Mr. O'Neill also uses as his basis for safety and quality
measures."
The regional initiative will continue and O'Neill will play a part, he said.
But its work will focus on what he called "community-based" projects such as an
ongoing registry of information about heart surgery patients.
The initiative has worked extensively with hospitals on improving the

systems in which they provide care. Some of that work will be split off into the
new for-profit company, O'Neill said.
One of the reasons for the new venture is the ability to charge for services
and raise money, he said. Maintaining a staff that can consult with hospitals is
expensive, O'Neill said, noting that at one point the initiative was collecting
$2.5 million per year from the community to maintain its operations.
But there are other reasons to charge for the service, he said. "Giving
people the kind of information that we've been giving them as a charity is not a
good idea, because, if people think it's free, that's what they think it's
worth," he said. "My notion is if people pay for it, they'll act on it."
O'Neill would like to call the new business Value Capture and is checking to
make sure the name is not already being used. The company has a client in
Tennessee because that health system's CEO, Dr. Richard Salluzzo, once worked
with the regional initiative.
Salluzzo ran the Conemaugh Health System in Johnstown until November, when
he became the president of Wellmont Health System, based in Kingsport, Tenn.
O'Neill said he was proud of several accomplishments realized by the

initiative, but the pace of change was too slow.
A program to collect information about medication errors, for example, was

making great strides by the standards of health care, O'Neill said. But the
effort was capturing only a fraction of the mistakes that were likely occurring
in the region, he said.
O'Neill decided he needed to challenge hospitals to go further with reforms,

and proposed a new model for reporting mistakes that many hospitals opposed.
He noted, for example, that some CEOs were reluctant to tackle doctors'
sloppy handwriting, a critical factor in many medication errors.
"They didn't want to say to doctors, 'You're creating the potential for
serious harm with the first step of what you do, which is write prescriptions,'
" O'Neill said.
LOAD-DATE: February 24, 2005

Page 3
O'NEILL PLANS HOSPITAL CONSULTING VENTURE;FORMER TREASURY SECRETARY'S DECISION
GROWS OUT OF FRUSTRATION WITH UPMC'S SUPPORT FOR LOCAL INITIATIVE Pittsburgh
Post-Gazette (Pennsylvania) February 24, 2005 Thursday
LANGUAGE: ENGLISH
NOTES:
Christopher Snowbeck can be reached at csnowbeck@post-gazette.com or 412
263-2625.
GRAPHIC: PHOTO: Tony Tye/Post-Gazette: Former Treasury secretary and former

Alcoa CEO Paul O'Neill speaks yesterday in the Post-Gazette offices.

EXHIBIT 20
Value Capture | About http://www.valuecapturellc.com/about.html
About Value Capture, LLC
Value Capture helps a select group of health care executives transform the performance of their hospitals to
match the safety, quality and profitability of some of the world's most productive organizations, including
Alcoa and Toyota.
Supported by Value Capture, determined executives can progress toward ideal safety and clinical
outcomes at an annual, continuing rate of 40%-50% while achieving overall non-personnel cost
reductions of 30%-50%.
Value Capture principals include the former CEO of the world's safest company (Alcoa) and the founders
of the nation's most successful hospital improvement collaborative (The Pittsburgh Regional Healthcare
Initiative).
Partnering with Value Capture
Value Capture has a mission to help visionary CEOs create new models of excellence for American health
care. We partner with leaders who have a passion to personally lead their organizations toward powerful
goals such as the elimination of injuries to staff and patients, and perfect clinical outcomes.
Partnerships begin with a joint assessment of a hospital's outcomes, processes, problem solving, and other
prerequisites of excellence.
How Value Capture Supports Chief Executives
Advice on setting visionary safety and performance goals based on a detailed understanding of the
organization's "current condition"
Strategy and training to implement tools for rapid, decentralized problem solving in complex operations (a
key attribute of the highest performing organizations in the world)
Strategy, training and "on the floor" support for the redesign of the processes that drive critical safety,
clinical and financial outcomes
Current Clients
New England Baptist Hospital

University of Pennsylvania Health System
1 of 1 12/4/2008 3:37 PM
EXHIBIT 21
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1 of 1 12/8/2008 1:37 PM
EXHIBIT 22
Page 1
5 of 96 DOCUMENTS
Business Wire
February 21, 2003, Friday
Kodak Board Elects Paul O'Neill and William

Hernandez to Board of Directors; Board Appoints
Richard Braddock as Presiding Director
LENGTH: 559 words
DATELINE: ROCHESTER, N.Y., Feb. 21, 2003
BODY: Eastman Kodak Company announced today that Paul H. O'Neill and William H.
Hernandez were named to the company's board of directors at its meeting on
Tuesday, February 18, 2003.
O'Neill, 67, served as a Kodak board member before he accepted a position in

the Bush Administration as Secretary of the Treasury of the United States, a
position he held from 2001-2002. Previously he was Chairman of Alcoa from April
1987 until December 2000. From April 1987 until May 1999, he also held the
position of Chief Executive Officer of Alcoa. Prior to joining Alcoa, O'Neill
served as President of International Paper Company from 1985-1987. He began his
career as an engineer for Morrison-Knudsen, Inc., worked as a computer systems
analyst with the U.S. Veterans Administration and served on the staff of the
U.S. Office of Management and Budget (OMB). He was deputy director of OMB from
1974-1977. O'Neill received a BA degree in economics from Fresno State College
and a master's degree in public administration from Indiana University.
O'Neill will serve as a member of the Board's Executive Compensation and

Development Committee and Finance Committee.
Hernandez, 54, is Senior Vice President, Finance and Chief Financial Officer
of Pittsburgh, Pennsylvania-based PPG Industries, Inc., a diversified
manufacturer of protective and decorative coatings, flat glass, fabricated glass
products, continuous strand fiberglass, and industrial and specialty chemicals
for a variety of industries. From 1974 until 1990, Hernandez held a number of
positions at Borg-Warner Corporation, rising to the post of Vice President,
Finance and Chief Financial Officer of Borg-Warner Automotive, Inc. Earlier in
his career, he was a financial analyst for Ford Motor Company. Hernandez
received a BS degree from the Wharton School of the University of Pennsylvania
and an MBA from Harvard Business School.
Hernandez will serve as a member of the Board's Audit Committee and the
Corporate Responsibility and Governance Committee.
"Paul O'Neill and William Hernandez have achieved great success in their
careers and each brings a diverse background of experience to Kodak," said
Daniel A. Carp, Kodak Chairman and Chief Executive Officer. "Paul's acumen in
business, government service and public policy will be invaluable. William's
financial experience and knowledge of corporate governance and oversight will
Page 2
Kodak Board Elects Paul O'Neill and William Hernandez to Board of Directors;
Board Appoints Richard Braddock as Presiding Director Business Wire February 21,
2003, Friday
serve us well in his committee roles."
The board of directors also appointed Richard S. Braddock, Chairman of

Priceline.com since 1998, to the newly created position of Presiding Director.
In this new role, Braddock will preside at all regularly scheduled meetings of
the independent directors. Braddock joined the Kodak Board in May 1987, and
currently chairs the Executive Compensation and Development Committee and also
sits on the Audit Committee.
Kodak's board is comprised of 12 directors, only one of whom, Daniel Carp, is

an employee of the company.
"The creation of the Presiding Director position demonstrates Kodak's

continuing commitment to sound corporate governance," said Carp.
Editor's Note: For additional information about Kodak, visit our web site on
the Internet at: www.kodak.com
CONTACT: Eastman Kodak, Rochester

Anthony Sanzio, 585-781-5481 (voice)
Anthony.sanzio@kodak.com
URL: http://www.businesswire.com
LANGUAGE: ENGLISH
DISTRIBUTION: Business Editors/High-Tech Writers
Copyright 2003 Business Wire, Inc.

EXHIBIT 23
Revised 10/16/07
EASTMAN KODAK COMPANY

GOVERNANCE GUIDELINES
The Board of Directors, acting on the recommendation of its Corporate

Responsibility and Governance Committee, has developed and adopted these
Governance Guidelines. They establish a common set of expectations to assist
the Board and its committees in fulfilling their responsibilities to the Company’s
shareowners. In recognition of the continuing evolution of corporate governance
best practices, this is a working document that will be periodically reviewed and,
if appropriate, revised by the Board.
1. ROLE AND RESPONSIBILITIES OF THE BOARD
Board Role. The role of the Board is to actively oversee the effectiveness of
management’s policies and decisions, including the execution of its strategies,
towards the goal of maximizing the Company’s long-term value for the benefit of
its shareowners. While its paramount duty is to the Company’s shareowners,
the Board recognizes that the long-term interests of shareowners are advanced
by responsibly addressing, as appropriate, the concerns of other stakeholders
and interested parties including employees, customers, suppliers, government
officials and the public at large.
Board Responsibilities. In addition to its general oversight of management,

the Board (either directly or through its committees) also performs a number of
specific functions including:
Maximize Shareholder Return. Representing the interests of the

Company’s shareowners by maximizing the Company’s long-term value.
Strategic Planning. Reviewing and approving management’s strategic

and business plans, and monitoring performance against the plans.
CEO Selection and Succession. Selecting, evaluating and

compensating the CEO and overseeing the CEO succession planning
process.
Management Compensation and Development. Providing counsel

and oversight on the selection, evaluation, development and
compensation of senior management.
Annual Operating Plans and Budgets. Overseeing, understanding

and monitoring the Company’s annual operating plans and budgets
prepared by management.
1
Revised 10/16/07
Controls. Reviewing and assessing the processes and policies in place

for maintaining the integrity of the Company, including the integrity of its
financial statements, the integrity of its compliance with law, ethics and
the Company’s own statement of values, and the integrity of its
relationships with employees, customers and suppliers.
Risk Management. Reviewing and assessing management’s processes

and policies to assess the major risks facing the Company, and periodically
reviewing management’s assessment of these major risks and the options
for their mitigation.
Board Nomination and Evaluation. Nominating Directors and
Committee members and overseeing the composition, structure, practices
and evaluation of the Board and its Committees.
Transactions Outside Ordinary Course of Business. Evaluating and

approving all material Company transactions not arising in the ordinary
course of business.
Board Size. The Board will periodically review its own size, and determine the
size that is most effective toward future operations.
2. DIRECTOR SELECTION AND QUALIFICATION STANDARDS
Independence. The Board will be comprised of a substantial majority of

directors who qualify as independent directors under the listing standards of the
New York Stock Exchange (the “NYSE”). To be considered independent under
the NYSE’s rules, the Board must determine that a director does not have any
material relationship with the Company. The Board has established “Director
Independence Standards” set forth in Appendix A to assist it in determining
director independence.
The Board, with assistance from its Corporate Responsibility and Governance
Committee, will undertake an annual review to evaluate the independence of its
non-employee directors. In advance of the meeting at which this review occurs,
each non-employee director will be asked to provide the Board with full
information regarding the director’s business and other relationships with the
Company and its affiliates and senior management and their affiliates to enable
the Board to evaluate the director’s independence.
Selection of New Directors. The entire Board is responsible for nominating

members for election to the Board and for filling vacancies on the Board that
may occur between annual meetings of the shareowners. The Corporate
Responsibility and Governance Committee is responsible for identifying,
screening and recommending candidates to the Board for Board membership.
2
Revised 10/16/07
The Corporate Responsibility and Governance Committee will use the “Director
Selection Process” described in Appendix B when recruiting, evaluating and
selecting director candidates.
The Company is committed to maintaining its tradition of inclusion and diversity

within the Board, and confirms that its policy of non-discrimination based on sex,
race, religion or national origin applies in the selection of Directors.
Board Membership Criteria. Nominees for director will be selected on the

basis of a number of factors, including the nominee’s integrity, reputation,
judgment, knowledge, experience, diversity, and Board needs. The Board is
committed to a diversified membership. The Corporate Responsibility and
Governance Committee is responsible for assessing the appropriate balance of
skills and characteristics required of Board members. The Board has established
“Director Qualification Standards” set forth in Appendix C to assist it in selecting
Board nominees. The Corporate Responsibility and Governance Committee will
periodically assess the Board’s current and projected strengths and needs by,
among other things, reviewing the Board’s current profile, its Director
Qualification Standards and the Company’s current and future needs.
3. BOARD LEADERSHIP
Chairman of the Board. The Board of Directors will elect a Chairman of the
Board who will have primary responsibility for scheduling Board meetings, calling
special meetings when necessary, setting or proposing the agenda for each
meeting, and leading the conduct of Board meetings. The CEO of the Company
will, in most cases, also be the Chairman of the Board.
Presiding Director. The Board of Directors will also elect a Presiding Director
whose primary function will be to ensure that the Board operates independent of
the Company’s management. The specific duties and responsibilities of the
Presiding Director are described in Appendix F entitled “Duties and
Responsibilities of Presiding Director.” Absent a Board decision to the contrary,
the Presiding Director will be the longest tenured independent member of the
Board. Included as part of the Presiding Director’s responsibilities are: convening
and chairing regular and special meetings of the independent directors, acting as
the principal liaison between the independent directors and the CEO, and
providing feedback to the CEO from the meetings of the independent directors.
4. BOARD CONDUCT
Change of Responsibility of Director. Directors are expected to report

changes in their employment or their business or professional affiliations or
3
Revised 10/16/07
responsibilities, including retirement, to both the Chairman of the Board and the
Chair of the Corporate Responsibility and Governance Committee. A director will
tender a resignation when there is a change in the director's principal
employment. Based on advice from the Corporate Responsibility and
Governance Committee, the Board will then decide whether continued Board
membership is appropriate under the circumstances.
The CEO and any other officer of the Company who is a director will tender their
resignation from the Board when such individual ceases to be the CEO or other
officer of the Company. The CEO should not, in most cases, continue as a
director after retirement from the Company.
Retirement. The mandatory retirement age for directors is 72. No director who
is or would be over the age of 72 at the expiration of his or her current term may
be nominated to a new term, unless the Board, upon recommendation of the
Corporate Responsibility and Governance Committee, waives the mandatory
retirement age for a specific director. Such waiver must be renewed annually. In
no event, however, may a director who is or would be over the age of 75 at the
expiration of his or her current term be nominated to a new term.
Equity Ownership. While the Board does not believe it is appropriate to

specify a particular level of equity ownership for individual directors, it is
expected that each director will develop a meaningful equity interest in the
Company within a reasonable period after initial election to the Board and retain
such equity interest while serving on the Board. To align the interests of
directors and the Company’s shareowners, at least one-half of each non-
employee director’s annual retainer must be taken in either the Company’s stock
or stock units.
Other Board Memberships. Directors should advise both the Chairman of the
Board and the Chair of the Corporate Responsibility and Governance Committee
before accepting any other public company directorship. If the Corporate
Responsibility and Governance Committee determines a conflict of interest exists
by serving on the board of another company, the director is expected to act in
accordance with the recommendation of the committee.
Other Audit Committee Memberships. No member of the Audit Committee

may serve simultaneously on the audit committees of more than two other public
company boards, unless the Board determines that such simultaneous service
would not impair such director’s ability to effectively serve on the Audit
Committee and such determination is disclosed in the Company’s annual proxy
statement. Directors will advise both the Chairman of the Board and the Chair of
the Corporate Responsibility and Governance Committee prior to accepting an
invitation to serve on the audit committee of another public company board.
4
Revised 10/16/07
Communications with the Public. The CEO is responsible for establishing

effective communications with the Company’s stakeholder groups, i.e., the press,
institutional investors, analysts, customers, suppliers and other constituencies.
The Board will look to management to speak for the Company. Board members
will refer all inquiries from and communications with the Company’s stakeholder
groups to the CEO. In the unusual circumstance where the independent
directors need to communicate directly with the press, the Presiding Director will
perform this function.
Confidentiality. The Board believes maintaining confidentiality of information

and deliberations is an imperative. Information learned during the course of
service of the Board is to be held confidential and used solely in furtherance of
the Company’s business.
Code of Business Conduct and Ethics. The Company will maintain, and the
Audit Committee will oversee compliance with, a code of business conduct and
ethics for the directors. Such code as currently in effect is set forth in Appendix
D, and such code may be modified and replaced from time to time by the Audit
Committee.
Kodak Values. The Board expects all Directors to adhere to the Kodak Values.
5. BOARD MEETINGS
Meeting Attendance. Directors are expected to attend Board meetings,

meetings of committees on which they serve, and meetings of stockholders
absent exceptional cause. The Board has established a “Director Attendance
Policy,” a copy of which is attached as Appendix E.
Agenda. The Chairman of the Board will set the agenda for each meeting of
the Board. Any director may suggest agenda items and may raise at meetings
other matters they consider worthy of discussion.
Board Materials Distributed in Advance. Management will be responsible

for assuring that, as a general rule, information and data that are important to
the Board’s understanding of the Company’s business and to all matters
expected to be considered and acted upon by the Board be distributed in writing
to the Board sufficiently in advance of each Board meeting and each action to be
taken by written consent to provide the directors a reasonable time to review
and evaluate such information and data. Management will make every attempt
to see that this material is as concise as possible while still providing the desired
information. In the event of a pressing need for the Board to meet on short
notice or if such materials would otherwise contain highly confidential or
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sensitive information, it is recognized that written materials may not be available

in advance.
To prepare for meetings, directors should review these materials in advance.

Directors will preserve the confidentiality of all materials given and information
provided to the Board.
Board Presentations. As a general rule, presentations on specific subjects

should be sent to the Board members in advance so that Board meeting time
may be conserved and discussion time focused on questions that the Board has
about the material. On those occasions in which the subject matter is too
sensitive to distribute in written form, the presentation will be discussed at the
meeting.
Strategic Planning. The Board will review the Company’s long-term strategic
plan during at least one Board meeting each year specifically devoted to this
purpose.
Executive Sessions. The non-management directors will regularly meet in

executive session, without management, at least four times per year in
connection with regularly scheduled Board meetings. The Presiding Director will
preside at all of these executive sessions. If the Presiding Director is not
present, the independent directors will choose another independent director to
preside at the executive session.
Whenever not all of the non-management directors are not independent, the
independent directors of the Board will meet in executive session, without the
management directors and other members of management, at least one times
per year in connection with a regularly scheduled Board meeting. The Presiding
Director will preside at this executive session. If the Presiding Director is not
present, the independent directors will choose another independent director to
preside at the executive session.
6. COMMITTEE MATTERS
Committees. The Company has five standing committees: Audit Committee,

Corporate Responsibility and Governance Committee, Executive Committee,
Executive Compensation and Development Committee, and the Finance
Committee. Each committee will have the duties and responsibilities delegated
to it in its charter and in the Company’s bylaws. The Board may form a new
committee or disband an existing committee depending on circumstances.
Independence of the Board Committees. Each committee of the Board will

be composed entirely of independent directors (with the exception of the
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Executive Committee whose membership will include the Chairman of the

Board).
Committee Agenda. The Chair of each committee, in consultation with the

appropriate members of the committee and management, will develop the
committee’s agenda for each meeting. Each committee will issue a schedule of
agenda subjects to be discussed for the ensuing year at the beginning of each
year (to the degree these can be foreseen).
Assignment and Rotation of Committee Members. The Corporate

Responsibility and Governance Committee is responsible, after consultation with
the Chairman of the Board, for making recommendations to the Board with
respect to the assignment of committee members and Chairs. After reviewing
the Corporate Responsibility and Governance Committee’s recommendations, the
Board is responsible for appointing the committee Chairs and members.
Consideration will be give to rotating committee Chairs and members periodically
at approximately three year intervals, but the Board does not believe that such a
rotation should be mandated as a policy because there may be reasons at a
given point in time to maintain an individual director’s committee Chair or
membership for a longer period.
Committee Reports. At each Board meeting, the Chair of each committee or

his or her delegate will report the matters considered and acted upon by such
committee at each meeting or by written consent since the preceding Board
meeting, except to the extent covered in a written report to the full Board.
7. DIRECTOR ACCESS TO MANAGEMENT AND INDEPENDENT

ADVIORS
Access to Management. The Company expects and encourages its Directors

to have regular contact with the Company’s senior management. Accordingly,
the Directors will have full access to the senior management of the Company.
To assure that this access is not distracting to the business operations of the
Company, the Directors are asked to advise the CEO when contacting any
member of senior management.
Access to Independent Advisors. The Board has the authority to engage

independent legal, financial or other advisors, as it may deem necessary and
advisable in fulfilling its obligations and responsibilities, without consulting, or
obtaining the approval of, management. Each committee of the Board will also
have such power.
8. DIRECTOR COMPENSATION
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Compensation. The Company believes that compensation for non-

management directors should be competitive and should encourage increased
ownership of the Company’s stock.
The Board has adopted the following director compensation principles which are
aligned with the Company’s executive compensation principles:
• Pay should represent a moderately important element of Kodak’s director

value proposition.
• Pay levels should generally target near the market medium, and pay mix
should be consistent with market considerations.
• Pay levels should be differentiated based on the time demands on some
members’ roles, and the Board will ensure regular rotation of certain of
these roles.
• The program design should ensure that rewards are tied to the successful
performance of Kodak stock, and the mix of pay should allow flexibility
and Board diversity.
• To the extent practicable, Kodak’s director compensation principles should
parallel those of the Company’s executive compensation program.
The Corporate Responsibility and Governance Committee will periodically report

to the Board on the status of the Board’s compensation in relation to other large
publicly held companies.
Changes. Changes in Board compensation should come at the suggestion of

the Corporate Responsibility and Governance Committee, but with full discussion
and concurrence by the Board.
Employee Directors. The Company’s employee directors will not receive

additional compensation for their service as directors.
9. DIRECTOR ORIENTATION AND EDUCATION
Director Orientation. The Company, under the direction of the Corporate

Responsibility and Governance Committee and with the assistance of the
Corporate Secretary, conducts orientation for newly elected members of the
Board. This orientation familiarizes new directors with, among other things, the
Company’s business, strategic plans, significant financial, accounting and risk
management issues, compliance programs, conflicts policies, code of business
conduct, corporate governance, and principal officers. It also includes meetings
with and presentation by key management and visits to Company facilities. Each
new director will participate in the Company’s director orientation.
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Director Education. The Board also recognizes the importance of continuing

education for its members. Each director is expected to participate in continuing
educational in order to maintain the necessary level of expertise to perform his
or her responsibilities as a director. The Board acknowledges that director
continuing education may be provided in a variety of different forms including:
external or internal education programs, presentations or briefings on particular
topics, educational materials, meetings with key management, and visits to
Company facilities. The Company, under the direction of the Corporate
Responsibility and Governance Committee and with the assistance of the
Corporate Secretary, will assist the directors in pursuing continuing education
opportunities.
10. MANAGEMENT EVALUATION AND SUCCESSION
CEO Evaluation. The Executive Compensation and Development Committee

evaluates the CEO annually, and reviews its actions with the Board. The Board
communicates its views to the CEO through the Chair of the Executive
Compensation and Development Committee. The Executive Compensation and
Development Committee’s evaluation of the CEO is based on a combination of
objective and subjective criteria and is discussed in the Company’s annual proxy
statement.
Succession Planning. Succession planning for the Company's CEO and

President is the entire Board's responsibility. To assist the Board, the CEO will
present to the Executive Compensation and Development Committee an annual
report on succession planning for all senior officers of the Company with an
assessment of senior officers and their potential to succeed the CEO and other
senior management positions. The CEO, together with the Chair of the Executive
Compensation and Development Committee, reviews this report with the entire
Board. As a matter of policy, the CEO provides the Board, on a regular basis, his
or her recommendation as to a successor in the event he or she is no longer able
to serve as CEO.
Management Development. The Board, acting through its Executive

Compensation and Development Committee, will determine that a satisfactory
system is in effect for education, development, and orderly succession of senior
and mid-level managers throughout the Company. There should be an annual
report by the CEO, first to the Executive Compensation and Development
Committee, and then to the Board, on the Company’s program for management
development.
11. PERFORMANCE EVALUATIONS
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Board Evaluation. The Board, under the direction of the Corporate

Responsibility and Governance Committee, will annually conduct a self-evaluation
to determine whether it and its committees are functioning effectively. The
results of this evaluation will be presented to the Board for its review and
discussion.
Committee Evaluations. Each Committee, with the exception of the Executive

Committee, will annually conduct a self-evaluation of its performance. The
results of such evaluation will be reported to and reviewed by the Corporate
Responsibility and Governance Committee. The Corporate Responsibility and
Governance Committee will report the results of its review of these evaluations
to the Board.
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Appendix A
Eastman Kodak Company

Director Independence Standards
Pursuant to the recently finalized New York Stock Exchange listing standards, the
Board of Directors has adopted Director Independence Standards to assist in its
determination of director independence. To be considered “independent” for
purposes of these standards, a director must be determined, by resolution of the
Board as a whole, after due deliberation, to have no material relationship with
the Company other than as a director. In each case, the Board will broadly
consider all relevant facts and circumstances and will apply the following
standards.
1. A director will not be considered “independent” if, within the preceding

three years:
• the director was an employee, or an immediate family member of the

director was an executive officer, of the Company; or
• the director, or an immediate family member of the director, received
more than $100,000 per year in direct compensation from the
Company, other than director fees and pension or other forms of
deferred compensation for prior service (provided that such
compensation is not contingent in any way of continued service with
the Company); except that compensation received by an immediate
family member of the director for services as an non-executive
employee of the Company need not be considered in determining
independence under this test; or
• the director was affiliated with or employed by, or an immediate family
member of the director was affiliated with or employed in a
professional capacity by, a present or former internal or external
auditor of the Company; or
• the director, or an immediate family member of the director, was
employed as an executive officer of another company where any of the
Company’s present executives serve on that company’s compensation
committee; or
• the director was employed by another company (other than a
charitable organization), or an immediate family member of the
director was employed as an executive officer of such company, that
makes payments to, or receives payments from, the Company for
property or services in an amount which, in any single fiscal year,
exceeds the greater of $1 million or 2% of such other company’s
consolidated gross revenues; provided, however, that in applying this
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test, both the payments and the consolidated gross revenues to be

measured will be those reported in the last completed fiscal year; and
provided, further, that this test applies solely to the financial
relationship between the Company and the director’s (or immediate
family member’s) current employer—the former employment of the
director or immediate family member need not be considered.
2. The following relationships will not be considered to be material

relationships that would impair a director’s independence:
• Commercial Relationship: if a director of the Company is an

executive officer or an employee, or whose immediate family member
is an executive officer, of another company that makes payments to,
or receives payments from, the Company for property or services in an
amount which, in any single fiscal year, does not exceed the greater of
(a) $1,000,000 or (b) 2% of such other company’s consolidated gross
revenues;
• Indebtedness Relationship: if a director of the Company is an

executive officer of another company which is indebted to the
Company, or to which the Company is indebted, and the total amount
of either company’s indebtedness is less than 2% of the consolidated
assets of the company wherein the director serves as an executive
officer;
• Equity Relationship: if the director is an executive officer of another

company in which the Company owns a common stock interest, and
the amount of the common stock interest is less than 5% of the total
shareholders equity of the company where the director serves as an
executive officer; or
• Charitable Relationship: if a director of the Company, or the spouse

of a director of the Company, serves as a director, officer or trustee of
a charitable organization, and the Company’s contributions to the
organization in any single fiscal year are less than the greater of (a)
$1,000,000 or (b) 2% of that organization’s gross revenues.
3. For relationships not covered by Section 2 above, or for relationships that

are covered, but as to which the Board believes a director may nevertheless be
independent, the determination of whether the relationship is material or not,
and therefore whether the director would be independent, will be made by the
directors who satisfy the independence guidelines set forth in Sections 1 and 2
above. The Company will explain in its proxy statement any Board determination
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that a relationship was immaterial in the event that it did not meet the
categorical standards of immateriality set forth in Section 2 above.
4. For purposes of these standards, an “immediate family member” includes

a person’s spouse, parents, children, siblings, mothers and fathers-in-law, sons
and daughters-in-law, brothers and sisters-in-law, and anyone (other than
domestic employees) who shares such person’s home; except that when
applying the independence tests described above, the Company need not
consider individuals who are no longer immediate family members as a result of
legal separation or divorce, or those who have died or have become
incapacitated.
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Appendix B

Director Selection Process
The entire Board of Directors is responsible for nominating members for election
to the Board and for filling vacancies on the Board that may occur between
annual meetings of the shareowners. The Corporate Responsibility and
Governance Committee is responsible for identifying, screening and
recommending candidates to the Board for Board membership. The Chair of the
Corporate Responsibility and Governance Committee will oversee this process.
The Corporate Responsibility and Governance Committee will generally use the
following process when recruiting, evaluating and selecting director candidates.
The various steps outlined in the process may be performed simultaneously and
in an order other than that presented below. Throughout the process, the
Committee will keep the full Board informed of its progress.
The Company is committed to maintaining its tradition of inclusion and diversity

within the Board, and confirms that its policy of non-discrimination based on sex,
race, religion or national origin applies in the selection of Directors.
1. The Committee will assess the Board’s current and projected strengths
and needs by, among other things, reviewing the Board’s current profile, its
Director Qualification Standards and the Company’s current and future needs.
2. Using the results of this assessment, the Committee will prepare a target
candidate profile.
3. The Committee will develop an initial list of director candidates by

retaining a search firm, utilizing the personal network of the Board and senior
management of the Company, and considering any nominees previously
recommended.
4. The Committee will screen the resulting slate of director candidates to

identify those individuals who best fit the target candidate profile and the Board’s
Director Qualification Standards. From this review, the Committee will prepare a
list of preferred candidates and present it to the full Board and the CEO for input.
5. The Committee will determine if any director has a business or personal

relationship with any of the preferred candidates that will enable the director to
initiate contact with the candidate to determine his or her interest in being
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considered for membership to the Board. If necessary, the search firm will be
used to initiate this contact.
6. Whenever possible, the Chair of the Committee, the Presiding Director, at

least one other independent member of the Board and the CEO will interview
each interested preferred candidate.
7. Based on input received from the candidate interviews, the Committee will
determine whether to extend an invitation to a candidate to join the Board.
8. A reference check will performed on the candidate.
9. Depending on the results of the reference check, the Committee will

extend the candidate an invitation to join the Board, subject to election by the
Board.
10. The full Board will vote on whether to elect the candidate to the Board.
11. The Secretary of the Company will arrange for orientation sessions for
newly elected Directors, including briefing by senior managers, to familiarize new
Directors with the Company's overall business and operations, strategic plans
and goals, financial statements, and key policies and practices, including
corporate governance matters.
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Appendix C

Director Qualification Standards
In addition to any other factors described in the Company’s Corporate

Governance Guidelines, the Board should at a minimum consider the following
factors in the nomination or appointment of members of the Board:
1. Integrity. Directors should have proven integrity and be of the highest
ethical character and share the Company’s values.
2. Reputation. Directors should have reputations, both personal and

professional, consistent with the Company’s image and reputation.
3. Judgment. Directors should have the ability to exercise sound business

judgment on a broad range of issues.
4. Knowledge. Directors should be financially literate and have a sound

understanding of business strategy, business environment, corporate
governance and board operations.
5. Experience. In selecting directors, the Board should generally seek

active and former CEOs, CFOs, international operating executives, and
president of large and complex divisions of publicly held companies, and
leaders of major complex organizations, including scientific, accounting,
government, educational and other non-profit institutions.
6. Maturity. Directors should value board and team performance over

individual performance, possess respect for others and facilitate superior
board performance.
7. Commitment. Directors should be able and willing to devote the

required amount of time to the Company’s affairs, including preparing for
and attending meetings of the Board and its committees. Directors should
be actively involved in the Board and its decision-making.
8. Skills. Directors should be selected so that the Board has an appropriate

mix of skills in core areas such as: accounting and finance, technology,
management, marketing, crisis management, strategic planning,
international markets and industry knowledge.
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9. Track Record. Directors should have a proven track record of excellence

in their field.
10. Diversity. Directors should be selected so that the Board of Directors is

a diverse body, with diversity reflecting gender, ethnic background,
country of citizenship and professional experience.
11. Age. Given the Board’s mandatory retirement age of 72, directors must
be able to, and should be committed to, serve on the Board for an
extended period of time.
12. Independence. Directors should be independent in their thought and

judgment and be committed to represent the long-term interests of all of
the Company’s shareowners.
13. Ownership Stake. Directors should be committed to having a

meaningful, long-term equity ownership stake in the Company.
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Appendix D

Directors’ Code of Conduct
The Board of Directors of Eastman Kodak Company has adopted this Directors’
Code of Conduct to guide the directors in recognizing and addressing ethical
issues and in ensuring that their activities are consistent with the Company’s
values of:
• Respect for the dignity of the individual,

• Uncompromising integrity,
• Trust,
• Credibility,
• Continuous improvement and personal renewal, and
• Recognition and celebration
The Code is intended as a source of guiding principles, since no code or policy

can anticipate every situation that may arise. Directors with questions about
the Code’s application to particular circumstances are encouraged to discuss the
issue with the Company’s Compliance Officer or with the Chair of the Audit
Committee of the Board of Directors.
1. Compliance with Laws and Company Policies
Directors are expected to comply with applicable laws and Company

policies, and to monitor legal and ethical compliance by the Company’s
officers and other employees.
2. Conflicts of Interest
Directors must avoid any conflicts of interest with the Company. A

“conflict of interest” exists when a director’s personal or professional
interest is adverse to, or may appear to be adverse to, the interests of the
Company. Conflicts of interest may also arise when a director, or
members of his or her family, or an organization with which the director is
affiliated, receives improper benefits as a result of the director’s position.
Any situation that involves, or may involve, a conflict of interest must be
promptly disclosed to the Company’s Compliance Officer or the Chair of
the Audit Committee.
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3. Corporate Opportunities
Directors owe a duty to the Company to advance its legitimate interests.

Directors may not take for themselves personally or for other
organizations with which they are affiliated opportunities discovered
through the use of Company property, information, or position. No
director may compete with the Company or use Company property,
information, or position for improper personal gain.
4. Competition and Fair Dealing
Directors shall endeavor to deal fairly with the Company’s customers,

suppliers, competitors, and employees, and shall oversee fair business
dealing by the Company’s officers and employees. No Director should
take unfair business advantage of anyone through manipulation,
concealment, abuse of privileged information, misrepresentation of
material facts, or any other intentional unfair-dealing.
The purpose of business entertainment and gifts in a commercial setting is

to create goodwill and sound working relationships, not to gain unfair
advantage with customers. Directors and members of their immediate
families may not accept gifts from outside persons or entities when the
gifts are made in order to influence the director’s action as a member of
the Board, or where acceptance of the gifts could create the appearance
of impropriety.
5. Confidentiality
Directors must maintain the confidentiality of information entrusted to

them by the Company or its customers, and any other information which
comes to them about the Company, except when disclosure is authorized
or legally required. Confidential information includes all non-public
information that might be of use to competitors, or harmful to the
Company if disclosed.
6. Protection and Proper Use of Company Assets
Directors must protect the Company’s assets and ensure their efficient
use. Directors must not use Company time, employees, supplies,
equipment, buildings, or other assets for personal benefit, unless the use
is approved in advance by the Chair of the Audit Committee or is part of a
compensation or expense reimbursement program available to all
directors.
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7. Encouraging the Reporting of any Illegal or Unethical Behavior
Directors should promote ethical behavior and take steps to ensure that
the Company (a) encourages employees to talk to supervisors, managers,
and other appropriate personnel when in doubt about the best course of
action in a particular situation; (b) encourages employees to report
violations of laws, rules, regulations or the Company’s Business Conduct
Guide; (c) informs employees that the Company will not permit retaliation
for reports made in good faith.
8. Enforcement
The Board shall determine appropriate actions to be taken in the event of

violations of this Code. Directors should communicate any suspected
violations of this Code promptly to the Chair of the Audit Committee. The
Audit Committee or the Board, or their designee, will investigate
violations, and will ensure that appropriate remedial action is taken.
9. Waivers of the Code of Business Conduct and Ethics
Only the Board or the Audit Committee may waive a Company business
conduct or ethics policy for a Kodak director, and the waiver must be
promptly disclosed to shareholders.
10. Annual Review
The Board shall review and reassess the adequacy of this Code annually,
and make any amendments that it deems appropriate.
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Appendix E

Board of Directors
Attendance Policy
Regular Meetings
Meeting dates for regular Board and Committee meetings will be set far enough
in advance to avoid conflicts with existing commitments of individual Board
members that would prevent them from attending the meeting.
Thus, it is expected that each Board member will attend each regularly
scheduled Board and Committee meeting, unless:
1. The director indicated at the time the Board agreed to the schedule
that he or she had a previous commitment that precluded his or her
attending a specified meeting.
2. An unexpected event outside the control of the Director prevents the

director from attending.
All regularly scheduled meetings should in most circumstances be attended in

person.
Special Meetings
Each director will make a best effort to attend all special Board and Committee
meetings. If a Director cannot attend a special meeting in person, then he or
she may attend by telephone.
Annual Meeting of Shareholders
All Board members are strongly encouraged to attend the annual meeting of the
Company’s shareholders.
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Appendix F
Duties and Responsibilities of Presiding Director
Presiding Director Description: The Presiding Director’s primary

responsibility will be to ensure that the Board functions independent of
management. In this regard, the Presiding Director’s primary relationship will be
with the Board, rather than with the CEO. When relaying information concerning
board matters from the independent directors to the Chairman, it will be the
Chairman’s duty and responsibility for responding to or answering this
information.
Description of Duties and Responsibilities
1. Meetings of independent directors

• Convene special and regular meetings of independent directors
• Chair meetings of independent directors
• Establish agenda for meetings of independent directors
2. Information flow
• Act as principal liaison between independent directors and CEO
• Provide feedback to CEO on meetings of independent directors
• Serve as a conduit of information from independent directors to the CEO
between Board meetings
• Promote director dialogue in and out of meetings
3. Director candidates
• Assist in interviewing board candidates
• Mentor new directors
4. Other Duties and Responsibilities

• Lead Board in anticipating and responding to crisis situations by convening
the Executive Committee
• Assist the Board in fulfilling its responsibility for reviewing, evaluating and
monitoring the company’s strategic plans by meeting with the CEO, and
such other members of senior management as the CEO designates from
time to time, on a regular, periodic basis to receive and review strategic
updates
• Assist the Board in its understanding of, and manage the boundaries
between, board and management responsibilities
22
EXHIBIT 24
Director Compensation Principles
The Board has adopted the following director compensation principles, which are aligned with the Company’s executive compensation principles:
• Pay should represent a moderately important element of Kodak’s director value proposition.
• Pay levels should generally target near the market median, and pay mix should be consistent with market considerations.
• Pay levels should be differentiated based on the time demands on some members’ roles, and the Board will ensure regular rotation of certain
of these roles.
• The program design should ensure that rewards are tied to the successful performance of Kodak stock, and the mix of pay should allow flex-
ibility and Board diversity.
• To the extent practicable, Kodak’s Director Compensation Principles should parallel the principles of the Company’s executive compensation
program.
Annual Payments
Non-employee directors annually receive:
• $80,000 as a retainer, at least half of which must be taken in stock or deferred into stock units;
• 1,500 stock options that vest on the first anniversary of the date granted; and
• 1,500 restricted shares of the Company’s common stock that vest on the first anniversary of the date granted.
The Committee Chairs, with the exception of the Audit Chair, receive a chair retainer of $10,000 per year for their services, in addition to their annual
retainer as a director. The Audit Chair receives a chair retainer of $15,000 for his services, in addition to his annual retainer as a director.
The Presiding Director receives a retainer of $100,000 per year for his services, in addition to his annual retainer as a director.
Employee directors receive no additional compensation for serving on the Board.
Director Share Ownership Requirements

A director is not permitted to exercise any stock options or sell any restricted shares granted to him or her by the Company unless and until the direc-
tor owns shares of stock in the Company (either outright or through phantom stock units in the directors’ deferred compensation plan) that have a
value equal to at least five times the then maximum amount of the annual retainer, which may be taken in cash by the director (currently, this amount
is $200,000).
Deferred Compensation
Non-employee directors may defer some or all of their annual retainer, chair retainer and restricted stock award into a deferred compensation plan.
The plan has two investment options: an interest-bearing account that pays interest at the prime rate and a Kodak phantom stock account. The
value of the Kodak phantom stock account reflects changes in the market price of the common stock and dividends paid. Eight directors deferred
compensation in 2006. In the event of a change-in-control, the amounts in the phantom accounts will generally be paid in a single cash payment. The
deferred compensation plan’s benefits are neither funded nor secured.
Life Insurance
The Company provides $100,000 of group term life insurance to each non-employee director. This decreases to $50,000 at retirement or age 65,
whichever occurs later.
Charitable Award Program

This program, which was closed to new participants effective January 1, 1997, provides for a contribution by the Company of up to a total of
$1,000,000 following a director’s death, to be shared by a maximum of four charitable institutions recommended by the director. The individual direc-
tors derive no financial benefits from this program. It is funded by self-insurance and joint life insurance policies purchased by the Company. Richard
S. Braddock and Martha Layne Collins continue to participate in the program.
Personal Umbrella Liability Insurance

The Company provides $5,000,000 of personal liability insurance to each non-employee director. This coverage terminates on December 31st of the
year in which the director terminates service on the Company’s Board.
Travel Accident Insurance

The Company provides each non-employee director with $200,000 of accidental death and $100,000 of dismemberment insurance while traveling to,
or attending, Board or Committee meetings.
23
Travel Expenses
The Company reimburses the directors for travel expenses incurred in connection with attending Board, committee and shareholder meetings and
other Company-sponsored events, and provides Company transportation to the directors (including use of Company aircraft) to attend such meetings
and events.
Review of Director Compensation

The Board has delegated to the Governance Committee the responsibility for periodically reviewing the Board’s compensation program and recom-
mending any changes to the Board. The last time such a review was performed was in late 2003. As explained in the Governance Committee’s report
on page 29 of this Proxy Statement, the Governance Committee recently decided to conduct a new review of the market competitiveness of the
Board’s compensation program. As it did in 2003, the Committee has engaged an external independent consultant to assist in conducting this review.
Pearl Meyers & Partners was recently retained by the Governance Committee to perform this work. The Board’s Director Compensation Principles
will be used by Pearl Meyers & Partners as a basis for initiating the review. The last of these principles provides that, to the extent practicable, the
principles should parallel those of the Company’s executive compensation program. The Committee expects to complete its review by the end of the
third quarter of this year.
24
EXHIBIT 25
EXHIBIT 26
EXHIBIT 27
The Blackstone Group ®
For Immediate Release:
Paul O'Neill Becomes Special Advisor to Blackstone

New York: March 10, 2003. The Blackstone Group announced today that Paul O’Neill
has agreed to act as Special Advisor to the firm. Mr. O’Neill’s primary focus in his role
at Blackstone will be to advise the firm’s private equity funds’ portfolio companies on
operational and related issues, and to assist the firm in analyzing potential private equity
investment opportunities. In addition Mr. O’Neill will join Blackstone’s Advisory
Board.
Stephen A. Schwarzman, President and CEO of The Blackstone Group, said: “To have
the counsel and advice of someone of Paul O’Neill’s stature, and with his track record
as an extremely successful CEO, will be of immense value to our firm. We are very
pleased that he has chosen to work with us.”
Paul O’Neill added: “I am delighted to be working with a firm that has such an
outstanding reputation as Blackstone. Their success across the range of their businesses
has made them a true leader in the world of finance.”
Paul O’Neill served as Treasury Secretary from 2000 to 2002. Prior to that he was
Chairman and Chief Executive Officer of Alcoa Inc. for 12 years overseeing an
eightfold increase in Alcoa’s market value during his tenure as CEO. Before that he
was with International Paper Company where he became President in 1985.
The Blackstone Group, a private investment bank with offices in New York and
London, was founded in 1985. The firm has raised a total of approximately $24 billion
for alternative asset investing since its formation. Over $14 billion of that has been for
private equity investing, including Blackstone Capital Partners IV, the largest
institutional private equity fund ever raised at $6.45 billion. In addition to Private
Equity Investing, The Blackstone Group’s core businesses are Private Real Estate
Investing, Corporate Debt Investing, Marketable Alternative Asset Management,
Mergers and Acquisitions Advisory, and Restructuring and Reorganization Advisory.
Contact:
John Ford
VP Corporate Communications
The Blackstone Group
212 583 5559
ford@blackstone.com
EXHIBIT 28
The Blackstone Group L.P. information and related industry information from Hoover's Page 1 of 2
Delivered via...
The Blackstone Group L.P. (NYSE: BX)

Fact Sheet 345 Park Ave. Phone: 212-583-5000
New York, NY 10154 Fax: 212-583-5712
Overview
http://www.blackstone.com
People
Products & Operations Hoover's coverage by Patrice Sarath
Subsidiaries & Affiliates

The Blackstone Group knows how to make a scene. Founded in 1985 by
Competitors industry veterans Peter Peterson and Stephen Schwarzman, the once-
reclusive company underwent one of the largest IPOs in the history of
mankind in 2007. The massive private equity firm owns stakes in more
than 40 companies, manages hedge funds and other funds, and provides
mergers and acquisitions and restructuring advice to corporate clients.
Print This Page
Blackstone closed its latest private equity fund -- worth more than $21
billion -- after going public. The firm made one of the largest private
equity transactions ever when it acquired Equity Office Properties Trust
for some $39 billion in 2007.
Full Overview
Key Numbers
Company Type Public (NYSE: BX)
Fiscal Year-End December
2007 Sales (mil.) $3,050.1
1-Year Sales Growth 172.3%
2007 Net Income (mil.) $1,623.2
1-Year Net Income Growth (28.4%)
2007 Employees 1,020
1-Year Employee Growth 32.5%
Key People
Senior Chairman and Co- Peter G. Peterson
Founder
Chairman, CEO, and Co-Founder Stephen A. Schwarzman
President, COO, and Director Hamilton E. (Tony) James
SVP Public Relations John A. Ford
CFO Michael A. Puglisi
More People
Top Competitors
z Bain Capital
z The Carlyle Group
z KKR
Full Competitor List
The Blackstone Group L.P. information and related industry information from Hoover's Page 2 of 2

Legal Terms
EXHIBIT 29
EXHIBIT 30
LOBBYING REPORT

Address1
Address2
City



TYPE OF REPORT 8. Year Q1 (1/1 - 3/31) Q2 (4/1 - 6/30) Q3 (7/1-9/30) ✔
Q4 (10/1 - 12/31)

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$5,000 or more $ $5,000 or more $

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ADDENDUM for General Lobbying Issue FIN - FINANCIAL INSTITUTIONS/INVESTMENTS/SECURITIES
Name Covered Official Position (if applicable) New
First Last Suffix

Jimmy Williams
Chris Giblin
Andrew Rosenberg
Printed Name and Title Stewart Hall, Managing Director

v6.0.1f 4
Page ______ 4
of ______
EXHIBIT 31
Paul O'Neill Joins TRW Automotive Board of Directors
LIVONIA, Mich., Aug. 1. TRW Automotive today announced the election of Paul H. O'Neill
to the company's board of directors. The appointment is effective immediately and increases the
number of TRW Automotive directors to seven.
Mr. O'Neill, 67, served as U.S. Secretary of the Treasury during 2001 and 2002 and joined
The Blackstone Group as Special Advisor in March, 2003.
John Plant, President and CEO of TRW Automotive, said: "I am thrilled to have someone of
the capabilities and stature of Paul O'Neill join our board of directors. It will indeed be a
privilege to be able to call upon Paul for guidance and advice."
Mr. O'Neill was Chairman and CEO of Alcoa from 1987 to 1999. Before joining Alcoa, Mr.
O'Neill spent 10 years with International Paper Company where he was named President in
1985.
About TRW
With sales of $10.6 billion in 2002, TRW Automotive Inc. ranks among the top 10 suppliers in
the world. Headquartered in Livonia, Michigan, USA, the company employs approximately
63,000 people in 22 countries. Its products include integrated vehicle control and driver assist
systems, braking systems, steering systems, suspension systems, occupant safety systems (seat
belts and airbags), electronics, engine valves, fastening systems and aftermarket replacement
parts and services. TRW Automotive news is available on the Internet at
http://www.trwauto.com .
CONTACT: Manley Ford, +1-734-266-2616, or John Wilkerson, +1-734-266-3864, both of

TRW Automotive
O'Neill Joins TRW Board - Aug 2003.doc, August 20, 2003 (1:46 PM), PaH15 1
EXHIBIT 32
TRW Automotive Holdings Corp. information and related industry information from Hoo... Page 1 of 2
Delivered via...
TRW Automotive Holdings Corp. (NYSE: TRW)

Fact Sheet 12001 Tech Center Dr. Phone: 734-855-2600
Livonia, MI 48150 Fax: 734-855-2999
Overview
http://www.trwauto.com
People
Products & Operations Hoover's coverage by Danny Cummings
Competitors
TRW Automotive makes cars stop and go around the world, all the while
Financials keeping passengers safe. The company makes components for some 40
automakers, with three companies accounting for more than 40% of
sales: Volkswagen (17%), Ford (15%), and General Motors (11%).
Products include chassis systems (brake, steering, and suspension
systems) and safety systems such as airbags, security electronics, and
Print This Page
seat belts. Other products include body controls and engine valves. TRW
Automotive has 200-plus facilities in more than two dozen countries
worldwide. The Blackstone Group owns a 46%-stake in the company,
which was formerly part of TRW Inc.
Full Overview
Key Numbers
Company Type Public (NYSE: TRW)
2007 Sales (mil.) $14,702.0
1-Year Sales Growth 11.9%
2007 Net Income (mil.) $90.0
1-Year Net Income Growth (48.9%)
1-Year Employee Growth 3.9%
More Financials
Key People
Chairman Neil P. Simpkins
President, CEO, and Director John C. Plant
EVP and COO Steven Lunn
EVP and CFO Joseph S. Cantie
EVP Sales and Business Peter J. Lake
Development
More People
Top Competitors
z Autoliv
z Delphi
z Robert Bosch
Rankings
TRW Automotive Holdings Corp. information and related industry information from Hoo... Page 2 of 2
z #174 in FORTUNE 500

Legal Terms
EXHIBIT 33
Page 1
1 of 5 DOCUMENTS
Detroit Free Press (Michigan)
January 11, 2008 Friday

METRO FINAL Edition
AUTO HEADLINES
SECTION: BIZ; BUSINESS; Pg. 3
LENGTH: 413 words
Stake in TRW triples
Wellington Management Co. tripled its stake in auto-parts maker TRW

Automotive Holdings Corp. to almost 11%, which would make it the second-largest
shareholder.
The stake rose to 10.7 million shares of the Livonia-based parts supplier,
the investment manager said Thursday in a U.S. regulatory filing. Wellington,
based in Boston, had reported holding 3.57 million shares as of Sept. 30.
TRW is the world's largest maker of automotive-safety equipment. The

company's biggest investor is Blackstone Group LP, which bought TRW in 2003 and
since has been reducing its stake. Blackstone held 46% of TRW as of June 4,
according to data compiled by Bloomberg.
TRW rose 23 cents to $19.95 on the New York Stock Exchange. The shares have
fallen 32% since Oct. 30.
Wellington's other holdings in U.S. auto-parts makers include 5.1% of

BorgWarner Inc. and 3.3% of Tenneco Inc., both as of Sept. 30.
Delphi settlement OK
Delphi Corp. investors won final court approval of a potential $284.1-million

settlement of a class action filed against the largest U.S. auto-parts maker,
former and current executives and company underwriters.
Investors claimed in the complaint, filed in 2005 as a proposed class action,

that Delphi officials "engaged in a wide-ranging fraudulent scheme" to inflate
share prices by issuing misleading earnings statements. Troy-based Delphi filed
for bankruptcy in 2005.
U.S. District Judge Gerald Rosen in Detroit granted final approval Thursday
of the settlement reached in August. He also approved a separate $47-million
settlement for current and former Delphi employees who invested in the company
through their retirement plans. The settlements will require additional approval
by the bankruptcy court.
Separately, a federal judge who has been asked to dismiss a securities case
Page 2
AUTO HEADLINES Detroit Free Press (Michigan) January 11, 2008 Friday
against former Delphi executives, said he will hold off on a decision as the
defendants and the Securities and Exchange Commission try to reach a settlement.
U.S. District Judge Avern Cohn said in a filing that he plans to defer a
decision until it seems that a settlement is out of reach.
Ford European sales rise
Ford Motor Co., the world's third-largest carmaker, said European sales
advanced 5.4% to a record last year on demand for the Fiesta and Focus models.
Deliveries climbed to 1.83 million vehicles from 1.74 million a year earlier.
Free Press staff, news service reports
MEMO: AUTO NEWS
DISCLAIMER: THIS ELECTRONIC VERSION MAY DIFFER SLIGHTLY FROM THE PRINTED
ARTICLE
LANGUAGE: ENGLISH
JOURNAL-CODE: dfp
Copyright 2008 Detroit Free Press

All Rights Reserved
EXHIBIT 34
LOBBYING REPORT

Address1

Address2
City




Q4 (10/1 - 12/31)

was: were:
$5,000 or more ✔
$ $5,000 or more $
Revenue Code
Signature

Date

v6.0.1f 1
Page ______ 2
of ______
Registrant
Client Name


(one per page)

!"

#


!"#!
$ %!"&##!'(&#$(%


v6.0.1f 2
Page ______ 2
of ______
EXHIBIT 35
EXHIBIT 36
Page 1
Business Wire
May 3, 2004 Monday
Qcept Technologies Closes $ 4 Million Funding

Round; Former Secretary of the United States
Treasury Paul H. O'Neill Joins Board of Directors
LENGTH: 710 words
DATELINE: ATLANTA, May 3, 2004
BODY: Qcept Technologies Inc., a leading developer of Chemical Metrology

solutions for semiconductor manufacturing, announced today that it has closed
its $ 4 million "B" funding round. Previous investor Pittco Capital Partners LLC
led the round, joined by additional previous investors Atlanta Technology Angels
(ATA) and Bergman and Associates.
Notable Atlanta-based private investors included Steve W. Chaddick, Senior

Vice President and Chief Strategy Officer of CIENA Corporation, and Meade
Sutterfield, President and CEO of SPCSS Corporation and Special Limited Partner
of Antares Capital Corporation.
Capital from the proceeds will be used to continue product development and
expand sales of Qcept's Chemical Metrology solutions for the semiconductor
manufacturing industry.
New investors include O'Neill and O'Neill, the private investment group led
by the former Secretary of the United States Treasury, Paul H. O'Neill. Mr.
O'Neill is also joining Qcept's Board of Directors.
"We are very pleased by the world-class quality of our new board members and
investors, including the support that allowed us to quickly close a
significantly 'up' round in this challenging economic climate," said Bret
Bergman, President and CEO of Qcept. Bergman continued, "Paul O'Neill's
reputation as an industry leader and expert in global economic affairs speaks
for itself. His guidance will be critical as we take Qcept to the next level in
providing solutions to improve semiconductor manufacturing efficiency."
About Paul H. O'Neill
Paul H. O'Neill is a Special Advisor and Consultant to The Blackstone Group

and a member of the firm's Domestic Advisory Board, with a focus on advising the
firm's private equity funds' portfolio companies on operational and related
issues, and assisting the firm in analyzing potential private equity investment
opportunities. He is currently a Director of Eastman Kodak Company (NYSE: EK).
Paul served as the 72nd Secretary of the United States Treasury from 2001 to
2002. Previously, he was Chairman and CEO of Alcoa (NYSE: AA) from 1987 to 1999,
retiring as Chairman at the end of 2000. He was President of International Paper
Page 2
Qcept Technologies Closes $ 4 Million Funding Round; Former Secretary of the
United States Treasury Paul H. O'Neill Joins Board of Directors Business Wire
May 3, 2004 Monday
Company from 1985 to 1987, where he was Vice President from 1977 to 1985.
O'Neill was on the staff of the U.S. Office of Management and Budget from 1967
to 1977, serving as Deputy Director from 1974 to 1977.
Qcept's Board of Directors
In addition to Paul H. O'Neill, the Board includes Dr. Steven Danyluk, Qcept
Founder and CTO; Bret Bergman, Qcept President and CEO; Dr. David Lam, founder
of Lam Research (NASDAQ: LRCX); Gary Arnold, Director of National Semiconductor
Corporation (NYSE: NSM); Dick Cook, President and CEO of MAPICS, Inc. (NASDAQ:
MAPX); and Andrew Seamons, Managing Partner, Pittco Capital Partners LLC.
About Pittco Capital Partners LLC
Pittco Capital Partners LLC is a Memphis, Tennessee based private equity

firm investing in early and later-stage growth companies. The firm is privately
held by J.R. "Pitt" Hyde III, the founder and former Chairman and CEO of
AutoZone, Inc. (NYSE: AZO).
About Atlanta Technology Angels
Atlanta Technology Angels ("ATA") is a private group seeking investments in

early stage technology companies based in Atlanta. ATA has invested in 23
Atlanta technology companies between 1999 and 2003 and is an active source of
private capital to local entrepreneurs and the Atlanta technology community.
All inquiries can be directed to: knox.massey@angelatlanta.com.
About Qcept Technologies Inc.
Qcept delivers Chemical Metrology solutions for the detection, inspection,

and measurement of chemical variation and uniformity on semiconductor wafers.
The breakthrough technology enables single atomic-layer sensitivity on surfaces.
Qcept's Chemical Metrology solution is being adopted in Copper CMP and other
processes for in-line, non-contact, full-wafer inspection and rapid analysis to
increase yield.
For more information, call (404) 685-9434, email info@qceptech.com or visit

www.qceptech.com.
Chemetriq is trademark of Qcept Technologies, Inc.
CONTACT: Qcept Technologies Inc., Atlanta

Tricia Baker, 404-526-6071
tricia.baker@qceptech.com
LANGUAGE: ENGLISH
DISTRIBUTION: High-Tech Writers; Business Editors

EXHIBIT 37
Qcept Technologies Inc. information and related industry information from Hoover's Page 1 of 1
Delivered via...
Qcept Technologies Inc.

Fact Sheet 75 5th St. NW, Ste. 222 Phone: 404-685-9434
Atlanta, GA 30308-1030 Fax: 404-685-8912
People
http://www.qceptech.com
Competitors
Hoover's coverage by Jeff Dorsch
Print This Page The devil is in the details, and since the devil went down to Georgia, it's
only natural to find a supplier of semiconductor metrology tools in the
Peach State. Qcept Technologies markets the Chemetriq Series, which
examines silicon wafers for minute details of chemical contamination,
micro-scratch detection, and atomic layer deposition process
characterization and control, among other functions. The company,
founded in 2000, was the first to "graduate" from Georgia Tech's
VentureLab program; its offices are close by the Tech campus. Qcept's
board of directors includes such luminaries as David Lam, founder of Lam
Research. Among its investors are Siemens Venture Capital and Pittco
Capital Management.
Key Numbers
Company Type Private
Key People
Chairman David Lam
CEO and Director Bret J. Bergman
President and COO Erik C. Smith
Press Contact Tricia Baker
VP Business Development Robert Newcomb
More People
Top Competitors
z KLA-Tencor
z Nanometrics
z Rudolph Technologies

Legal Terms
EXHIBIT 38
FOR IMMEDIATE RELEASE
QCEPT TECHNOLOGIES SECURES $9.5 MILLION IN SERIES C FUNDING
Funding will help Qcept support growing demand for company’s innovative nonvisual defect (NVD)
inspection technology for leadingedge semiconductor production applications
ATLANTA, Ga. – March 3, 2008 – Qcept Technologies Inc., the developer of a new breed of wafer
inspection systems for the semiconductor manufacturing industry, today announced that it has raised
$9.5 million in Series C funding led by Siemens Venture Capital (SVC), a Siemens Financial Services
Company. Pittco Capital Management, as well as other existing investors, also participated in the round.
This latest funding brings Qcept’s total financing to nearly $25 million. Qcept will use the funds to support
the company’s expanding operations to meet growing demand for wafer inspection solutions that can
tackle one of the semiconductor industry’s most critical yield challenges—nonvisual defects (NVDs).
Qcept already has multiple ChemetriQ ® systems at customer fabs for process development, pilot
production and volume production applications.
“This new funding will allow Qcept to speed delivery of our ChemetriQ inspection solutions to help
customers with their growing NVDrelated yield issues,” stated Dr. David Lam, chairman of Qcept. “As
our technology is highly complementary to optical wafer inspection, chipmakers will now be able to
capture a much broader range of yieldimpacting defects.”
“Qcept’s innovative technology is ideally positioned to tap into the multibilliondollar wafer inspection
market, where there is a pressing need by today’s leading semiconductor manufacturers for new
solutions that can address their emerging yield problems,” stated Dr. Ralf Schnell, president and CEO of
SVC. “We look forward to seeing Qcept continue on its path to success as its technology gains
momentum in the semiconductor industry.”
NVDs—A Growing Source of Yield Loss
Wafer cleaning and surface preparation are the most repeated process steps in semiconductor
fabrication. Consequently, these steps are also among the most frequent sources of yield loss. The
introduction of new materials to improve device performance has further narrowed the process margins
associated with these processes, giving rise to NVDs, such as organic and inorganic residue, metallic
contaminants, processinduced charging, as well as watermarks and other nonvisual residue defects.
Since NVDs do not scatter light, they are undetectable by optical inspection systems. According to the
latest edition of the International Technology Roadmap for Semiconductors (ITRS), the rapid sourcing of
nonvisual defects will become increasingly challenging—driving the need for affordable inspection
techniques that go beyond optical microscopy and offer high resolution without sacrificing throughput.*
Qcept’s ChemetriQ platform provides rapid, fullwafer, inline detection of NVDs. ChemetriQ accomplishes
this by employing an innovative, nondestructive technology that detects work function variations on the
surface of semiconductor wafers. These variations, which mark the presence of NVDs, are converted into
image files using onboard software that can be easily ported to a fab’s existing analytical tools for
enhanced defect classification. The ChemetriQ platform is sensitive to 5E9 atoms/cm 2 (one atom out of
two hundred thousand per square centimeter), which exceeds the requirements outlined in the ITRS
Roadmap for metallic contamination detection down to the 22nm node.
Leveraging ChemetriQ, semiconductor manufacturers can reduce their yield loss through improved
process monitoring, and achieve faster yield ramps through accelerated process optimization. A case in
point, ChemetriQ detects NVDs nondestructively in four minutes compared to up to six hours with
destructive analytical methods, making it ideally suited for inline process monitoring.
more
Qcept Technologies Receives $9.5 Million in Series C Funding….…………………………..Page 2 of 2
* International Technology Roadmap for Semiconductors, 2005 Edition, Yield Enhancement.
About Qcept Technologies Inc.:
Qcept delivers wafer inspection solutions for nonvisual defect (NVD) detection in advanced
®
semiconductor manufacturing. Qcept’s ChemetriQ platform is being adopted in critical processes for
inline, noncontact, full wafer detection of such NVDs as submonolayer organic and metallic residues,
processinduced charging, and other undesired surface nonuniformities that cannot be detected by
conventional optical inspection equipment. More information can be found at www.qceptech.com.
About Siemens Venture Capital:
Siemens Venture Capital (SVC) is the corporate venture organization for Siemens AG, one of the largest
global electronics and engineering companies, with reported worldwide sales of 72.4 billion euros in fiscal
2007.
SVC's goal is to identify and fund investments in emerging and innovative technologies that will enhance
the core business scope of Siemens, particularly in the focus areas of longterm growth markets such as
Energy & Environmental Care, Automation & Control, Industrial & Public Infrastructure, and Healthcare.
To date, we have invested over 700 million euros in more than 100 startup companies and 40 venture
capital funds, making venture capital at Siemens an integral component of the Siemens innovation and
growth strategy and supplementing its inhouse research and development activities (3.4 billion euros and
32,500 R&D experts in 2007).
SVC is located in Germany (Munich), in the U.S. (Palo Alto, CA and Boston, MA), in China (Beijing), in
India (Mumbai), and is active through Siemens´ regional unit in Israel. More information can be found at:
www.siemensventurecapital.com.
About Siemens Financial Services:
With its roughly 1,800 employees and an international network of financial companies coordinated by
Siemens Financial Services, Munich, the Siemens Financial Services (SFS) Group offers a broad range
of financial services. This covers everything from sales and investment financing to treasury services,
fund management and insurance brokerage. SFS's key customers are above all internationally active
industrial and services companies, as well as publicsector operators. For more information see:
www.siemens.com/finance.
ChemetriQ is a registered trademark of Qcept Technologies Inc.
MEDIA CONTACT
David Moreno
MCA
Tel: +1 650.968.8900 ext. 125
Email: dmoreno@mcapr.com
# # #
EXHIBIT 39
Page 1
Daily Deal/The Deal
April 1, 2004 Thursday
Blackstone clinches Celanese

BYLINE: by Andrew Bulkeley in Berlin
SECTION: PRIVATE EQUITY; Corporate Restructuring
LENGTH: 575 words
HIGHLIGHT: The New York private equity firm will pay $3.8 billion to take the
German chemicals maker private.
Despite last-minute rumors to the contrary, New York private equity house
Blackstone Group has secured German chemicals group Celanese AG in what is the
country's largest-ever public-to-private buyout at [#x20ac]3.1 billion ($3.8
billion).
Blackstone received acceptances equal to 80% of Celanese's share capital by

the Monday, March 29, deadline, exceeding the 75% revised threshold Blackstone
set for the takeover to proceed. Major shareholder Kuwait Petroleum Corp.agreed
from the beginning to tender its 29% holding.
Celanese investors, including hedge funds that are seen holding about 25% of
the company, played a nail-biting game of chicken in the deal, hoping to secure
a post-takeover bonus from Blackstone. Under German law, investors who don't
tender stand to receive a higher settlement as their stakes are absorbed by the
investor through either a domination agreement or a squeeze-out.
But if the deal failed, the shares likely would have tumbled to their
[#x20ac]26 trading price before the takeover was announced. Analysts said
another bid would then be unlikely.
It remained unclear who the holdout investors were Wednesday evening. U.S.
fund group Fidelity refused to say whether it had tendered its 11% Celanese
stake. "We don't comment on specific companies," a spokeswoman said. Another
fund company, First Pacific, couldn't immediately be reached to comment on its
6% Celanese holding.
The buy's [#x20ac]3.1 billion enterprise value is 7 times Celanese's 2002

Ebitda of [#x20ac]440 million. In addition to the [#x20ac]1.8 billion for
Celanese's share capital, Blackstone will absorb [#x20ac]446 million of
Celanese's net debt and about [#x20ac]1 billion of pension, retiree health
benefit and related liabilities from the the company.
Earlier this month when initial doubts about the deal surfaced, Blackstone
Page 2
Blackstone clinches Celanese Daily Deal/The Deal April 1, 2004 Thursday
lowered the threshold of acceptances needed for the deal to move forward to 75%
from 85%. It also extended the tender period by two weeks. Still, the [#x20ac]32
per share Blackstone is offering represents a 13% premium to the shares'
three-month average and is a few cents more than its all-time high.
Celanese shares closed up 5.6% Wednesday at [#x20ac]33.70, indicating many

investors are banking on a higher settlement. Some have said the company has a
[#x20ac]40 per share book value, the valuation likely to be used when forcing
out any holdout investors.
Blackstone said it can't begin with an official tally until Friday and will
announce final results soon thereafter. With the purchase's apparent success,
announced late Tuesday, the tender period will now automatically be extended
until April 19.
Celanese was spun out of Hoechst AG when the latter merged with France's
Rhône-Poulenc SA in 1999.
Beyond its monetary value, the deal is strategically important for

Blackstone, marking the private equity firm's continued drive into the German
market. In September, Blackstone hired Hanns Ostmeier from BC Partners Ltd. to
open its Hamburg office, the firm's first outpost in the country.
In addition, Blackstone, like many other private equity firms, has devoted
its resources to chemicals deals. In September, Blackstone, along with Apollo
Management LP and Goldman Sachs Capital Partners, announced the $4.2 billion
leveraged buyout of Suez SA's U.S.-based chemicals maker, Ondeo Nalco Co.
Celanese employs 9,500 people in North America, Europe and Asia and has sales
of about [#x20ac]4.1 billion. The company, which makes chemicals for the
automotive and food industries, gets about 60% of its sales from the U.S.
URL: http://www.TheDeal.com
LANGUAGE: ENGLISH
PUBLICATION-TYPE: Web Publication
Copyright 2004 The Deal, L.L.C.

EXHIBIT 40
Celanese Corporation information and related industry information from Hoover's Page 1 of 2
Delivered via...
Celanese Corporation (NYSE: CE)

Fact Sheet 1601 W. LBJ Fwy. Phone: 972-443-4000
Dallas, TX 75234-6034 Fax: 972-443-8555
Overview
http://www.celanese.com
People
Products & Operations Hoover's coverage by Peter Partheymuller
Competitors
Celanese Corporation's primary operations include the manufacture of
Financials building block chemicals like acetic acid and vinyl acetate monomers
(VAM). With Canadian acetyls maker Acetex as a subsidiary, it is the
world's largest acetyls manufacturer. Those chemicals are used in
everything from paints and inks to agricultural products and chewing
gum. Two-thirds of the company's sales come from the US and Germany.
Print This Page
Celanese Corporation was created in 2004 by the Blackstone Group,
which had acquired a majority share in Celanese AG, turned it private,
and then flipped it in a 2005 public offering. Blackstone finally divested its
remaining holdings in Celanese in 2007.
Full Overview
Key Numbers
Company Type Public (NYSE: CE)
2007 Sales (mil.) $6,444.0
1-Year Sales Growth (3.2%)
2007 Net Income (mil.) $426.0
1-Year Net Income Growth 4.9%
1-Year Employee Growth (5.6%)
More Financials
Key People
Chairman, President, and CEO David N. Weidman
SVP and CFO Steven M. (Steve) Sterin
VP Investor Relations Mark Oberle
SVP Corporate Development Jay C. Townsend
SVP Operations and Technical James S. (Jim) Alder
More People
Top Competitors
z BASF SE
z LANXESS
z Methanex
Rankings
Celanese Corporation information and related industry information from Hoover's Page 2 of 2
z #367 in FORTUNE 500

Legal Terms
EXHIBIT 41
Celanese - Board of Directors & Committees Page 1 of 2
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David N. Weidman has been our President and Chief Executive Officer and a
Leadership member of our Board of Directors since December 2004. He became Chairman of
the Board in February 2007. Until October 2004, Mr. Weidman was a member of
-» Board of Directors
the Board of Management of Celanese AG and had served as its Vice Chairman
since September 2003 and its Chief Operating Officer since January 2002. He
joined Celanese AG as the Chief Executive Officer of Celanese Chemicals in
September 2000. Before joining Celanese AG, he had been a member of
Honeywell/Allied Signal’s Corporate Executive Council and the President of its
performance polymers business since 1998. Mr. Weidman joined Allied Signal in
1994 as Vice President and General Manager of Performance Additives and became
President and General Manager of Fluorine Products in 1995. Mr. Weidman began
his career in the chemical industry with American Cyanamid in 1980, serving as
Vice President and General Manager of its fibers division from 1990 to 1994, as
Vice President and General Manager of Cyanamid Canada from 1989 to 1990 and
as Managing Director of Cyanamid Nordiska in Stockholm, Sweden from 1987 to
1989. He is also a board member and Treasurer of the American Chemistry
Council and the National Advisory Council of the Marriott School of Management,
and is the Chairman of the Society of Chemical Industry and a member of
Advancement Counsel for Engineering and Technology for the Ira A. Fulton College
of Engineering and Technology.
James E. Barlett has been a member of our Board of Directors since December
2004. He has been Vice Chairman of TeleTech Holdings, Inc. since October 2001.
Mr. Barlett was elected to TeleTech Holdings, Inc.’s Board of Directors in February
2000. Mr. Barlett also serves on the Board of Directors of Covansys. He previously
served as the Chairman, President and Chief Executive Officer of Galileo
International, Inc. Prior to joining Galileo, Mr. Barlett served as Executive Vice
President for MasterCard International Corporation and was Executive Vice
President for NBD Bancorp. Mr. Barlett serves as a Director of TeleTech Holdings,
Inc. and Korn/Ferry International, and is also a member of Korn/Ferry’s Audit
Committee.
David F. Hoffmeister has served on our Board of Directors since May 2006 and
Chairman of the Audit Committee since August 2007. Since October 2004, Mr.
Hoffmeister has served as Chief Financial Officer, Senior Vice President, Finance at
Invitrogen Corporation, a NASDAQ listed company which develops, manufactures
and markets research tools for life sciences research, drug discovery, diagnostics
and commercial manufacture of biological products. Before joining Invitrogen, Mr.
Hoffmeister spent 20 years with McKinsey &Company as a senior partner serving
clients in the healthcare, private equity and chemical industries on issues of
strategy and organization. From 1998 to 2003, Mr. Hoffmeister was the leader of
McKinsey’s North American chemical practice.
Martin G. McGuinn has been a member of our Board of Directors and the Audit
Committee since August 2006. He currently serves as a Director of The Chubb
Corporation and is a member of the Audit Committee as well as the Organization
and Compensation Committee. He also serves as a member of CapGen Financial
Advisors, LLC Advisory Board. He was Chairman and Chief Executive Officer of
Mellon Financial Corporation until February 2006, where he spent 25 years in a
number of positions. Mr. McGuinn served as Chairman of the Financial Services
Roundtable and as the 2005 President of the Federal Reserve Board’s Advisory
Council. Mr. McGuinn also serves on several nonprofit boards including the
Carnegie Museums of Pittsburgh and the University of Pittsburgh Medical Center.
Paul H. O’Neill has been a member of our Board of Directors since December
2004. Mr. O’Neill has been a Special Advisor at The Blackstone Group L.P. since
March 2003. Prior to that, he served as U.S. Secretary of the Treasury during 2001
and 2002 and was Chief Executive Officer of Alcoa, Inc. from 1987 to 1999 and
Chairman of the Board from 1987 to 2000. He currently also serves as a Director
on the Boards of TRW Automotive Holdings Corp., Nalco Holding Company.
Mark C. Rohr has been a member of our Board of Directors since April 2007. He
is president and Chief Executive Officer of Albemarle Corporation since October
2002. Rohr served as Albemarle's President and Chief Operating Officer from
January 2000 through September 2002. Previously, Rohr served as Executive Vice
President—Operations of Albemarle. Before joining Albemarle, Rohr served as
Senior Vice President, Specialty Chemicals of Occidental Chemical Corporation.
http://www.celanese.com/index/about_index/leadership/board_directors.htm 6/23/2008
Celanese - Board of Directors & Committees Page 2 of 2
Daniel S. Sanders has been a member of our Board of Directors since December
2004. He was President of ExxonMobil Chemical Company and Vice President of
ExxonMobil Corporation from December 1999 until his retirement in August 2004.
Prior to the merger of Exxon and Mobil, Mr. Sanders served as President of Exxon
Chemical Company beginning in January 1999 and as its Executive Vice President
beginning in 1998. Mr. Sanders is a member of the Council of Overseers of the
Jesse H. Jones Graduate School of Management at Rice University, the Advisory
Board of Furman University and the Board of the Greenville Symphony. He is the
past Chairman of the Board of the American Chemistry Council and past Chairman
of the Society of Chemical Industry (American Section). He currently serves as a
Director and member of the Compensation and Governance Committee of Milliken
and Co.; a Director and Chairman of the Compensation and Governance
Committee of Arch Chemical and a Director, member of the Compensation
Committee and Chairman of the Safety, Health and Environmental Committee of
Nalco Holding Company. Mr. Sanders is the recipient of the 2005 Chemical
Industry Medal awarded by the Society of Chemical Industry (American Section).
Farah M. Walters has been a member of our Board of Directors and

Compensation Committee since May 2007. She serves as President and Chief
Executive Officer of QualHealth, LLC, a healthcare consulting firm that designs
healthcare delivery models. She also serves as a Director and member of the
Compensation and Governance Committee and of the Financial Policy Committee
for PolyOne Corporation. From 1992 until her retirement in June 2002, Ms. Walters
was the President and Chief Executive Officer of University Hospitals Health
System and University Hospitals of Cleveland.
John K. Wulff has been a member of our Board of Directors since August 2006.
He has been the Non-Executive Chairman of the Board of Hercules Incorporated
since July 2003. Prior to that, he served as a member of the Financial Accounting
Standards Board from July 2001 until June 2003. Mr. Wulff was previously Chief
Financial Officer of Union Carbide Corporation from 1996 to 2001. During his
fourteen years at Union Carbide, he also served as Vice President and Principal
Accounting Officer from January 1989 to December 1995, and Controller from July
1987 to January 1989. Mr. Wulff was also a partner of KPMG and predecessor
firms from 1977 to 1987. He currently serves as Director on the boards of Moody’s
Corporation (where he is Chairman of the Audit Committee), Sunoco Incorporated,
Fannie Mae (where he is Chairman of the Nominating and Corporate Governance
Committee) and Hercules Incorporated.
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http://www.celanese.com/index/about_index/leadership/board_directors.htm 6/23/2008
EXHIBIT 42
CELANESE CORPORATION
CORPORATE GOVERNANCE GUIDELINES

As of April 24, 2008
The Board of Directors (the “Board”) of Celanese Corporation (the “Company”), whose
members are elected by the Company’s stockholders, is the ultimate decision making body of the
Company, except with respect to matters reserved to the stockholders. The Board’s primary
responsibility is to oversee the management of the business and affairs of the Company in
accordance with their sound business judgment in the best interests of the Company and its
stockholders.
These governance practices are designed to promote principled actions, effective decision
making and appropriate monitoring of both compliance and performance by the Board and
management. The Board will monitor the effectiveness of the Company’s governance processes,
consider appropriate changes in such processes from time to time and update these Guidelines as
appropriate to reflect any changes that may be adopted.
A. ROLE OF THE BOARD. The Board performs, among others, the following
principal functions (some of which may be delegated to one or more committees):
• Reviews and approves a corporate philosophy and mission working in coordination

with senior management;
• Reviews and approves a code of ethical business conduct for directors, officers and
employees;
• Selects, evaluates and compensates the Chief Executive Officer (“CEO”) and other
key officers;
• Plans for senior management succession;
• Reviews and approves management’s strategic and business plans, including
developing a depth of knowledge of the business, understanding and questioning the
assumptions upon which such plans are based, and reaching an independent judgment
as to the probability that the plans can be realized; monitors corporate performance
against the strategic and business plans, including overseeing the operating results on
a regular basis to evaluate whether the business is being properly managed; and
reviews such performance in relation to the performance of peer companies and the
chemical industry as a whole;
• Monitors ethical behavior and compliance with laws and regulations, the Company’s
Business Conduct Policy, applicable auditing and accounting principles and the
Company’s own governing documents; assesses its own effectiveness in fulfilling
these and other Board responsibilities and performs such other functions as are
prescribed by law, or assigned to the Board in such governing documents; and
• Oversees the procedures in place to ensure the integrity of the Company’s financial
statements.
016855-0001-11638-NY02.2568540.6
Celanese Corporate Governance Guidelines
B. BOARD COMPOSITION
1. Size of the Board. The Company’s Second Amended and Restated Certificate of
Incorporation provides that the Board will be comprised of not less than 7 nor
more than 15 members, with the exact number of directors to be determined by
the Board. Directors are elected by a plurality of the votes cast in contested
elections, and by a majority of votes cast in uncontested elections (as described in
Section 12 below) at the Annual Meeting of Stockholders. Each director will hold
office until such director’s successor is duly elected and qualified, or until such
director’s earlier death, resignation or removal. Currently the Board is classified
into three classes, of approximately equal size. Each year one class of directors is
nominated for election, for a three year term, or until their respective successors
qualify and are elected by the stockholders.
2. Independent Directors.
(a) Majority of Independent Directors. The Board will have a majority of

independent directors as required by Rule 303A of the listing rules of the
New York Stock Exchange (“NYSE”).
(b) Independence Standards. The Board will determine whether a director is

independent in accordance with applicable provisions of the US Securities
Exchange Act of 1934 (the “Exchange Act”) and the regulations
thereunder and the NYSE listing standards, including requirements set
forth in Sections 303A.01 and 303A.02, and following a review of all
relevant information and a recommendation by the Nominating and
Corporate Governance Committee.
(c) Annual Review of Independence & Disclosures. The Board will annually
review and determine the independence of each director and will disclose
in the Company’s annual Proxy Statement the basis for the Board’s
evaluation and determination of the independence of such director. The
Board has adopted the Director Independence Standards set forth in the
attached Exhibit A to assist the Board in making its independence
determination. The standards are intended to comply with the NYSE
corporate governance rules and other applicable laws, rules and
regulations regarding independence in effect from time to time.
3. Management Directors. The Board anticipates that the CEO will be nominated
annually to serve on the Board. The Board may also appoint or nominate other
members of the Company’s management whose experience and role at the
Company are expected to help the Board fulfill its responsibilities.
4. Chairman of the Board. The Board will annually appoint a Chairman.
5. Selection of Board Nominees.
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016855-0001-11638-NY02.2568540.6
(a) Evaluation Criteria. The Nominating and Corporate Governance

Committee will evaluate all qualified candidates, including nominees
recommended by directors, officers, employees, stockholders and others,
for nomination for election to the Board generally based on a review of
background materials, internal discussions and interviews with selected
candidates as appropriate.
(b) Recommendations to the Board. Upon selection of a qualified candidate,

the Nominating and Governance Committee would recommend the
candidate for consideration by the Board. The Nominating and Corporate
Governance Committee may engage consultants or third-party search
firms to assist in identifying and evaluating potential Board nominees.
(c) Stockholder Recommendation. A stockholder of the Company may

recommend a prospective Board nominee for the Nominating and
Corporate Governance Committee’s consideration by submitting the
candidate’s name and qualifications to the Company’s Secretary in writing
to the following address:
Celanese Corporation
1601 Lyndon B. Johnson Freeway
Dallas, TX 75234
Attn: Secretary
When submitting candidates for nomination to be elected at the

Company’s annual meeting of stockholders, stockholders must follow the
notice procedures and provide the information required by the Company’s
Second Amended and Restated By-Laws.
6. Board Membership Criteria. The Nominating and Governance Committee will

review the appropriate skills and characteristics required of prospective Board
members which are expected to contribute to an effective Board, including the
following qualities:
A. Experience (in one or more of the following):

• Leadership experience in business or administrative activities;
• Specialized expertise in the industry;
• Breadth of knowledge about issues affecting the Company and its
subsidiaries; and
• Ability and willingness to contribute special competencies to Board
activities.
B. Personal Attributes:
• Personal integrity;
• Loyalty to the Company and concern for its success and welfare and
willingness to apply sound independent business judgment;
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016855-0001-11638-NY02.2568540.6
• Awareness of a director’s vital part in the Company’s and its

subsidiaries’ good corporate citizenship and corporate image;
• Time available for meetings and consultation on Company matters;
and
• Willingness to assume fiduciary responsibilities.
7. Board Compensation. The Board, through the Nominating and Corporate

Governance Committee, will review, with the assistance of management or
outside consultants if desired, appropriate compensation policies for members of
the Board and its Committees. This review may consider board compensation
practices of other large public companies, contributions to Board functions,
service as committee chairs, and other appropriate factors. The current
compensation of non-management directors consists of an annual cash retainer of
$85,000 (paid quarterly) and an annual equity retainer of $85,000 in restricted
stock units (issued at the first regular board meeting following the annual
meeting). In addition, the chair of the Nominating and Corporate Governance
Committee, Compensation Committee and Environmental, Health and Safety
Committee receives an annual fee of $10,000 and the chair of the Audit
Committee receives an annual fee of $20,000. All non-management directors are
also eligible for grants of stock options or restricted stock.
8. Director Conflict of Interest and Corporate Opportunity. It is the

responsibility of each director to advise the Chairman of the Board and the
Chairman of the Nominating and Corporate Governance Committee of any
affiliation with public or privately held businesses or enterprises that may create a
potential conflict of interest, potential embarrassment to the Company or possible
inconsistency with Company policies or values. The Company annually solicits
information from directors in order to monitor potential conflicts of interest and
directors are expected to be mindful of their fiduciary obligations to the
Company.
9. Director Membership on Other Corporate Boards. There is no limit on the

number of other board memberships directors may hold (except Audit Committee
members shall not serve on more than two other audit committees of public
companies), but such number is considered when evaluating the candidate for
nomination to the Board. A director should advise the Chairman of the Board and
Chairman of the Nominating and Corporate Governance Committee in advance of
accepting an invitation to serve on another company’s board.
10. Change of Director Profession. Any director who experiences a change in his or
her principal business, occupation or position shall promptly offer, in writing, to
resign. The Nominating and Corporate Governance Committee will evaluate
whether the change will have an adverse effect on continued Board service and
will recommend to the Board whether to accept or reject any such resignation.
11. New Director Orientation and Continuing Education. All new directors must
participate in the Company’s orientation program soon after election to the Board.
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016855-0001-11638-NY02.2568540.6
This orientation will include information about the Company, meetings with
senior management to familiarize new directors with the Company’s strategic
plans, its significant financial, accounting and risk management issues, its
compliance programs, its Business Conduct Policy, its principal officers, and its
internal and independent auditors. In addition, the orientation program may
include visits to the Company’s headquarters and certain of the Company’s
significant facilities. Management will undertake to update the Board at least
annually on relevant corporate governance and other issues and will encourage
and support Board members in their participation in external continuing education
programs for directors, which will allow for regular exposure to various aspects of
the Company, corporate compliance issues as well as any other matters the Board
deems appropriate.
12. Election of Directors. The Board has amended the By-laws of the Company to
provide for majority voting in the election of directors. In uncontested elections,
directors are elected by a majority of the votes cast, which means that the number
of shares voted “for” a director must exceed the number of shares voted “against”
that director. The Nominating and Corporate Governance Committee shall
establish procedures for any director who is not elected to tender his or her
resignation. The Nominating and Corporate Governance Committee will make a
recommendation to the Board on whether to accept or reject the resignation, or
whether other action should be taken. The Board will act on the Nominating and
Corporate Governance Committee’s recommendation within ninety (90) days
following certification of the election results. In determining whether or not to
recommend that the Board accept any resignation offer, the Nominating and
Corporate Governance Committee shall be entitled to consider all factors believed
relevant by such Committee’s members. Unless applicable to all directors, the
director(s) whose resignation is under consideration is expected to recuse himself
or herself from the Board vote. Thereafter, the Board will promptly publicly
disclose its decision regarding the director’s resignation offer (including the
reason(s) for rejecting the resignation offer, if applicable). If the Board accepts a
director’s resignation pursuant to this process, the Nominating and Corporate
Governance Committee shall recommend to the Board whether to fill such
vacancy or reduce the size of the Board.
13. Director Stock Ownership Guidelines. The Board believes that it is important
to align the interests of the Board with the interests of the stockholders and,
therefore, for each director to hold a meaningful equity position in the Company.
The Compensation Committee shall periodically recommend to the Board
minimum stock ownership guidelines for the directors. Currently, each director is
expected to beneficially own stock in the Company in an amount equal to five
times the current annual cash retainer within five years of such director’s election
to the Board.
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016855-0001-11638-NY02.2568540.6
C. BOARD MEETINGS
1. Regular Meetings. The Board meets at regularly scheduled meetings

approximately four times a year. Directors are expected to attend all Board
meetings, which may include attendance via telephone conference or video
conference.
2. Agenda and Materials. The Chairman of the Board in consultation with the
Board and senior management will establish the agenda for each Board meeting.
The agenda for each meeting along with appropriate written information and
background materials should generally be sent to directors prior to the meeting so
that Board meeting time may be conserved and discussion time focused on
questions that the Board has about the materials. Each Board committee, and
each individual director, is encouraged to suggest items for inclusion on the
agenda. Significant items requiring Board approval may be reviewed in one or
more meetings and voted upon in subsequent meetings, with the intervening time
being used for clarification and discussion of relevant issues. The foregoing
guidelines are equally applicable to the Committee meetings.
3. Executive Sessions. Executive sessions are those sessions including only “non-
management” directors as defined in the rules of the NYSE and Securities and
Exchange Commission. The Board has approved a process pursuant to which the
role of “Presiding Director” will rotate among the chairs of the Audit Committee,
Compensation Committee, Nominating & Corporate Governance Committee and
Environmental, Health and Safety Committee on an annual basis, beginning at the
2007 annual meeting of stockholders. Executive Sessions should occur at least
twice a year. The Board will establish procedures by which interested parties may
communicate directly with the non-management directors as a group regarding
their concerns. Such procedures will provide for confidential and anonymous
communication between the interested party and the non-management directors.
The Company’s independent auditors, finance staff and other employees may be
invited to attend these meetings.
4. Board Presentations and Access to Information. The Board may invite

management and guest attendees to a Board meeting for the purpose of making
presentations, responding to questions by the directors, or providing counsel on
specific matters within their areas of expertise. The Board encourages
management to arrange presentations at Board meetings by the Company’s
managers and provide other reports that will enhance the flow of meaningful
financial and business information to the Board and to provide additional insight
into matters being discussed.
5. Access to Management. The Company’s Secretary serves as secretary to the

Board and its Committees and, at the request of the Chairman of the Board,
arranges meetings, suggests meeting agendas and facilitates the preparation and
distribution of materials presented to the Board and its Committees. The
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016855-0001-11638-NY02.2568540.6
Secretary will facilitate a Board member’s reasonable access to the Company’s

employees and independent auditors from time to time upon request.
D. BOARD COMMITTEES
1. Committees. The Board currently maintains four committees:
• The Audit Committee;

• The Nominating and Corporate Governance Committee;
• The Compensation Committee; and
• The Environmental, Health and Safety Committee
The Board may from time to time, establish or maintain additional committees as
necessary or appropriate. From time to time the Board may establish a new
committee or disband a then current committee depending upon the
circumstances.
2. Audit Committee. The Audit Committee is directly responsible for the

appointment, compensation and oversight of the work of the Company’s
independent auditors. The independent auditors shall report directly to the Audit
Committee. The principal purposes of the Audit Committee are to oversee: (i)
accounting and reporting practices of the Company and compliance with legal and
regulatory requirements regarding such accounting and reporting practices; (ii)
the quality and integrity of the financial statements of the Company; (iii) internal
control and compliance programs; (iv) the independent auditors’ qualifications
and independence; and (v) the performance of the independent auditors and the
Company’s internal audit function. In so doing, it is the responsibility of the
Audit Committee to maintain free and open means of communication between
directors, independent auditors, internal auditors and management of the
Company.
3. Nominating and Corporate Governance Committee. The principal purposes of

the Nominating and Corporate Governance Committee of the Company are to: (i)
identify, screen and review individuals qualified to serve as directors and
recommend candidates for nomination for election at the annual meeting of
shareholders or to fill Board vacancies; (ii) develop and recommend to the Board
and oversee implementation of the Company’s Corporate Governance Guidelines;
(iii) oversee evaluations of the Board; and (iv) recommend to the Board nominees
for the Committees of the Board.
4. Compensation Committee. The principal purposes of the Compensation

Committee of the Company are to: (i) review and approve the compensation of
the Company’s executive officers; (ii) review and approve the corporate goals and
objectives relevant to the compensation of the CEO and to evaluate the CEO’s
performance and compensation in light of such established goals and objectives;
(iii) prepare a report on executive compensation to be included in the Company’s
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016855-0001-11638-NY02.2568540.6
annual proxy statement; and (iv) oversee the development and implementation of
succession plans for the CEO and the other key executives.
5. Environmental, Health and Safety Committee. The principal purposes of the

Environmental, Health & Safety Committee of the Company are to: (i) oversee
the Company’s policies and practices concerning environmental, health and safety
issues; (ii) review the impact of such policies and practices of the Company’s
corporate social responsibilities, public relations and sustainability; and (iii) make
recommendations to the Board regarding these matters. The Environmental,
Health & Safety Committee shall assist the Board in fulfilling its oversight duties,
while Company management shall retain responsibility for assuring compliance
with applicable environmental, health and safety laws and regulations.
6. Committee Member Selection. The Board will designate the members and
Chairman of each committee, endeavoring to match the Committee’s function and
needs for expertise with individual skills and experience of the appointees to the
Committee. The membership of the Audit, Compensation and Nominating and
Corporate Governance Committees will meet the independence criteria, as
determined by the Board, set forth in the NYSE listing standards, the Exchange
Act and the regulations thereunder and any other applicable laws, standards, rules
or regulations regarding independence and, when required by such laws,
standards, rules and regulations, will be comprised entirely of independent
members.
7. Committee Functions. The number and content of Committee meetings and

other matters of Committee governance will be determined by each Committee in
light of the authority delegated by the Board to the relevant Committee; the
Committee’s Charter (if any); and applicable laws, regulations, listing rules and
policies. The Company will provide to each Committee access to employees and
other resources to enable Committee members to carry out their responsibilities.
The full authority and responsibilities of each Committee is fixed by resolution of
the Board and the Committee’s Charter, if any. Committee Charters are available
on the Company’s website at www.celanese.com in the “Investor Relations”
section.
E. EVALUATIONS AND SUCCESSION
1. Assessing the Board and Committee Performance. The Board will conduct an
annual self-evaluation to determine whether it is functioning effectively. The
Presiding Director will receive comments from all directors and report annually to
the Board with an assessment of the Board’s performance. The assessment will
focus on the Board’s contribution to the Company and focus specifically on areas
in which the Board or management believes that the Board’s performance could
improve.
2. Formal Evaluation of the CEO. The Compensation Committee evaluates the

CEO annually and reviews the CEO’s actions with the Board. The Board
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016855-0001-11638-NY02.2568540.6
communicates its views to the CEO through the Chairman of the Compensation
Committee. The CEO will be evaluated based upon a combination of objective
and subjective criteria which are disclosed each year in the Company’s annual
Proxy Statement.
3. Succession Planning. The CEO will review with the Compensation Committee
succession and development plans for senior executive officers. The Board may
from time to time ask the Compensation Committee to undertake specific reviews
concerning management succession planning. Each year, the CEO will report to
the Board succession and development plans for senior executive officers.
4. Securities Laws. Each director is required to complete a Directors and Officers

Questionnaire in the form distributed by the Company. Each director is expected
to comply with the Company’s policies in accordance with requirements of
applicable securities laws, including the Exchange Act and the Sarbanes-Oxley
Act of 2002, and related rules of the Securities and Exchange Commission.
5. Board Interaction with Institutional Investors, the Press, Customers, Etc.

The Board looks to management to speak for the Company but recognizes that
individual directors may sometimes communicate with third parties on matters
affecting the Company. Before doing so, to the extent feasible, directors should
consult with management.
F. MANAGEMENT RESPONSIBILITIES
1. Financial Reporting, Legal Compliance and Ethical Conduct. The Board’s

governance and oversight functions do not relieve the Company’s executive
management of the primary responsibility for preparing financial statements
which accurately and fairly present the Company’s financial results and condition.
Management shall maintain systems, procedures and a corporate culture that
promote compliance with legal and regulatory requirements and the ethical
conduct of the Company’s business.
2. Corporate Communications. The Board believes that executive management

has the primary responsibility to communicate with investors, the press,
employees and other constituencies that are involved with the Company, and to
set policies for those communications.
G. COMMUNICATIONS WITH SHAREHOLDERS
1. Celanese shareholders may communicate with the Board of Directors by sending

their communications to:
Celanese Board of Directors,

1601 W. LBJ Freeway
Dallas, TX 75234
Attn: Secretary
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016855-0001-11638-NY02.2568540.6
2. All shareholder communications received by the Corporate Secretary will be

delivered to one or more members of the Board as appropriate, as determined by
the Corporate Secretary. Notwithstanding the foregoing, the Corporate Secretary
will maintain, for a period of two years following the receipt of any
communication, for the benefit of the Board, a record of all shareholder
communications received in compliance with this policy.
3. Members of the Board may review this record of shareholder communications

upon their request to the Corporate Secretary. In addition, the receipt of any
accounting, internal controls, or audit-related complaints or concerns will be
directed to the Audit Committee.
H. UPDATES OF THE CORPORATE GOVERNANCE GUIDELINES. The Board

believes that corporate governance is an evolving process and periodically reviews and
updates these guidelines. For the most recent guidelines, please see the Company’s
website at www.celanese.com.
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016855-0001-11638-NY02.2568540.6
EXHIBIT 43
LOBBYING REPORT

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7. Client Name ✔ Self Check if client is a state or local government or instrumentality 6. House ID#

Q4 (10/1 - 12/31)

was: were:
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$
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Revenue Code
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Pricing of Secondary Stock Offering Set for Nalco

Holding Company, Board Changes Announced
LENGTH: 722 words
DATELINE: NAPERVILLE, Ill. Aug. 11, 2005
Nalco Holding Company (NYSE:NLC) today announced that the price for a
secondary offering of 29 million shares of its common stock has been set at
$18.41 per share. An additional 4.35 million shares may be sold if the
underwriters exercise their over-allotment option in the next 30 days. The total
number of shares of common stock outstanding will not change as a result of this
offering.
Nalco LLC is the selling stockholder in the offering. Nalco LLC is primarily
owned by funds affiliated with Nalco's Sponsors, The Blackstone Group, Apollo
Management, L.P. and Goldman Sachs Capital Partners, as well as by members of
Nalco's management. The Sponsors will receive all the proceeds from the sale of
shares; neither Nalco Holding Company nor its management will receive any of the
proceeds from the sale.
Goldman, Sachs & Co. and Citigroup Global Markets Inc. are acting as global
coordinators and, together with UBS Securities LLC, are serving as joint
book-running managers of the offering. Banc of America Securities LLC, Bear,
Stearns & Co. Inc., William Blair & Company, L.L.C., Credit Suisse First Boston
LLC, Deutsche Bank Securities Inc., J.P. Morgan Securities Inc. and Lehman
Brothers Inc. are co-managers of the offering.
The secondary offering is being made by means of a prospectus, copies of

which may be obtained from:
-- Goldman, Sachs & Co. at 85 Broad Street, New York, NY 10004, Attention:
Prospectus Department (Tel: 212-902-1171),
-- Citigroup Global Markets Inc. Prospectus Department, Brooklyn Army

Terminal, 7th Floor, 140 58th Street, Brooklyn, New York 11220 (Tel:
718-765-6813), or
-- UBS Securities LLC Prospectus Department, 299 Park Avenue, New York, New
York 10171 (Tel: 212-821-3000).
After this offering Nalco LLC will own less than 50 percent of Nalco Holding
Company's outstanding common stock. Under the terms of the selling shareholder's
agreements with Nalco Holding Company, Leon D. Black and Richard A. Friedman
have resigned as members of the Board of Directors of Nalco Holding Company and
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Pricing of Secondary Stock Offering Set for Nalco Holding Company, Board Changes
Announced Business Wire August 11, 2005 Thursday 12:18 AM GMT
the Boards of certain of its subsidiaries.
This action reduces the size of the Board from eleven to nine members. Within
90 days the majority of the members of the Compensation Committee and the
Nominating and Corporate Governance Committee will be independent Directors.
Within one year these committees will be fully independent.
In addition, the Nalco Holding Company Board of Directors has reviewed the
experience, financial interest, employment and other background of member Paul
H. O'Neill and determined that he qualifies as an independent member of the
Board. With this action the Board of Directors has five independent Directors, a
majority of its nine members.
Also, Richard B. Marchese has been re-designated as a Class II director for

the Board, with his term expiring with the Annual Meeting of Nalco Holding
Company in 2006. Mr. Marchese had been a Class III Director with a term expiring
in 2007. This action will permit an evenly divided class membership on the
nine-member board with three members in each class.
Nalco is the leading provider of integrated water treatment and process

improvement services, chemicals and equipment programs for industrial and
institutional applications. The company currently serves more than 60,000
customer locations representing a broad range of end markets. It has established
a global presence with over 10,000 employees operating in 130 countries,
supported by a comprehensive network of manufacturing facilities, sales offices
and research centers. In 2004, Nalco achieved sales of more than $3 billion.
The following statement is included in this press release in accordance with

Rule 134(b)(1) of the Securities Act of 1933, as amended:
A registration statement relating to shares of common stock of Nalco Holding

Company has been declared effective by the Securities and Exchange Commission.
This release shall not constitute an offer to sell or the solicitation of an
offer to buy nor shall there be any sale of these securities in any state or
jurisdiction in which such offer, solicitation or sale would be unlawful prior
to registration or qualification under the securities laws of any such state or
jurisdiction.
CONTACT: Nalco Company Charlie Pajor (Media), 630-305-1556 cpajor@nalco.com or

Mike Bushman (Investors), 630-305-1025 mbushman@nalco.com
LOAD-DATE: August 12, 2005
LANGUAGE: ENGLISH
DISTRIBUTION: Business Editors
PUBLICATION-TYPE: Newswire

EXHIBIT 46
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3 of 3 DOCUMENTS
PR Newswire
September 4, 2003 Thursday
SUEZ Agrees to Sale of Nalco for USD 4.350 Billion

SECTION: FINANCIAL NEWS
LENGTH: 854 words
DATELINE: PARIS Sept. 4
SUEZ (NYSE: SZE) concluded the sale of Nalco, its subsidiary specializing in
chemical water treatment and industrial process water(1), to a consortium
composed of the Blackstone Group, Apollo Management L.P., and Goldman Sachs
Capital Partners. The transaction values Nalco at USD 4.350 billion(2).
The sale of Nalco is a strategic decision, in line with the objectives of the
SUEZ 2003-2004 action plan announced January 9 of this year, namely, to improve
profitability and strengthen the Group's financial structure.
This decision also reflects the new economic environment, the Group's more
stringent financial criteria, and Nalco's development potential.
In addition, the sale of Nalco will reduce the Group's debt by approximately
USD 3.8 billion.
Therefore, already in 2003, the Group has achieved one of the principal goals
of the Action Plan, namely, to reduce its net debt (which stood at EUR 28
billion at June 30, 2002) by one-third. Total disposals carried out since
February 2003 will have contributed EUR 10 billion to reducing SUEZ debt.(3)
The Nalco transaction, slightly accretive, boosts the Group's

profitability by improving its return on capital employed (ROCE) in its global
businesses: 9.1% ROCE for global businesses in 2002, excluding Nalco, to be
compared with 8.6% ROCE for global businesses in 2002, including Nalco.
Furthermore, the Nalco sale improves SUEZ's major financial ratios
(debt-to-equity, EBITDA on net financial expenses, cash flow-to-debt), and
reduces goodwill and intangible assets on SUEZ's balance sheet by more than one
third.
Nalco's sale was arranged through a competitive private bidding process over
a period of several months. Nalco's valuation took into account operating
performance improvements, cost reductions of the past several years, as well as
a potential rebound in U.S. industrial activity.
The transaction price implies an EBITDA multiple of approximately 8.1 times

on the basis of the last 12 months EBITDA under US GAAP, to be compared with an
EBITDA multiple of 10 at the time of the acquisition.
This unfavorable financial market trend is not totally offset by the

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SUEZ Agrees to Sale of Nalco for USD 4.350 Billion PR Newswire September 4, 2003
Thursday
continuous progress of Nalco performances. Thus, the Group will record an

exceptional charge of EUR 700 million for the first half results of 2003
following the sale of Nalco.
With the disposal of Nalco, the Group continues to implement its action plan,
while confirming its business strategy focused on two businesses (energy,
environment), from a solid base in Europe and with strong positions in the rest
of the world (including North America, Brazil and China), pursuing a profitable
and sustainable growth.
On this transaction SUEZ was advised by UBS and Rohatyn Associates. HSBC
issued a fairness opinion on Ondeo Nalco's valuation and the sale procedure.
In 2003, Nalco generated 5.9% of Group revenues (less than 15% of the
Group's industrial customer revenues), approximately 27% of Group revenues
derived from North American operations, accounted for 6.5% of Group EBITDA, 6.8%
of Group NCR, and 13.6% of the Group's capital employed. Ondeo Nalco has a work
force of 10,000 employees.
SUEZ, a worldwide industrial and services Group, provides companies,

municipalities, and individuals innovative solutions in Energy -- electricity
and gas -- and the Environment -- water and waste services.
In 2002, SUEZ generated revenues of EUR 40.218 billion (excluding energy

trading). SUEZ is listed on the Euronext Paris, Euronext Brussels, Luxembourg,
Zurich and New York Stock Exchanges.
Disclaimer Regarding Forward-Looking Statements
This press release contains certain forward-looking statements, particularly

with respect to future events, trends, plans or objectives. These statements are
based on management's current views and assumptions and involve a number of
risks and uncertainties which may lead to a significant difference between
actual results and those suggested either explicitly or implicitly in these
statements (or suggested by past results). Additional information about these
risks and uncertainties appears in documents filed by SUEZ with the U.S.
Securities and Exchange Commission and the French Commission des Operations de
Bourse. The present forward-looking statements are offered as of the date of
release, with no undertaking by SUEZ to update or revise them, whether in
connection with new information, future events, or any other factor.
This release is also available on the Internet: http://www.suez.com
(1) This sale, which is subject to some usual conditions especially the
agreement by the anti-trust American, Canadian and European
authorities, should occur by the end of 2003. The financing of this
operation is fully underwritten.
(2) i.e. USD 4.2 billion plus the assumption of certain leases.
(3) Since the beginning of the year, SUEZ has disposed of non-strategic
equity investments in AXA, Total, Vinci, SES, as well as the bulk of
its investment in Fortis, its stake in Cespa, along with 75% of
Northumbrian Water Group whose capital requirements no longer
corresponded to Group objectives.
Page 3
SUEZ Agrees to Sale of Nalco for USD 4.350 Billion PR Newswire September 4, 2003
Thursday
SOURCE SUEZ
CONTACT: Press, Anne Liontas, +331-4006-6654, Catherine Guillon, +331-4006-6715,

or Antoine Lenoir, +331-4006-6650; Analysts, Arnaud Erbin, +331-4006-6489,
Bertrand Haas, +331-4006-6609, or Eleonore de Larboust, +331-4006-1753; or
Belgium, Guy Dellicour, +32-2-507-0277, all of SUEZ
URL: http://www.prnewswire.com
LOAD-DATE: September 5, 2003
LANGUAGE: ENGLISH
DISTRIBUTION: TO BUSINESS AND ENERGY EDITORS
Copyright 2003 PR Newswire Association, Inc.

EXHIBIT 47
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Daily Deal/The Deal
February 13, 2007 Tuesday
Backers to bid adieu to Nalco

BYLINE: by David Carey
SECTION: PRIVATE EQUITY
LENGTH: 285 words
HIGHLIGHT: A secondary stock sale will bring the consortium's gain on its
investment to 160%.
The private equity consortium that has owned Nalco Co. since 2003 will rake
in a roughly 160% gain on its $992 million investment when it unloads the last
of its shares in a secondary stock sale.
Nalco said Monday, Feb. 12, that Blackstone Group LP, Apollo Management LP
and the private equity arm of Goldman, Sachs & Co. would sell their remaining
12.7% stake in a stock offering that Citigroup Corporate and Investment Banking
is underwriting.
In November 2003, the group bought the Naperville, Ill., supplier of

water-treatment chemicals and equipment for $4.3 billion from Suez SA, the
French-Belgian utilities group.
Based on Nalco's closing price Friday on the New York Stock Exchange, $23.50
a share, the 18.1 million-share offering will yield about $425 million in
proceeds.
Including $2.2 billion the private equity sponsors had reaped from earlier
stock sales and dividends, the group will get back a total of $2.6 billion, or
just over 2.6 times its investment.
The investors profited from Ebitda growth and rising asset valuations.
In the three years since the leveraged buyout, Nalco's Ebitda has risen
33.7%, to $680.1 million in 2006 from $508.7 million. Net sales have increased
9.5%, from $2.7 billion to just over $3 billion.
What's more, Nalco now trades at a multiple of 9.5 times trailing 12-month
Ebitda -- a notch higher than the 8.4 times Ebitda that the consortium paid for
it.
As a public company Nalco has been a solid, if not spectacular, performer.

Since it went pubic in November 2004 at $15, Nalco's share price has never
Page 2
Backers to bid adieu to Nalco Daily Deal/The Deal February 13, 2007 Tuesday
topped $25.17, its current 52-week high.
Following the announcement Monday, the stock was trading at $23.59, down
$0.55 a share, or 2.3%, from its closing price Friday.
URL: http://www.TheDeal.com
LANGUAGE: ENGLISH
PUBLICATION-TYPE: Web Publication
Copyright 2007 The Deal, L.L.C.

EXHIBIT 48
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Client Name: nalco Government Entity Contacted: Treasury, Dept of
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EXHIBIT 51
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Los Angeles Times
January 13, 2004 Tuesday

Home Edition
White House Responds to O'Neill's Criticisms

BYLINE: Warren Vieth, Times Staff Writer
SECTION: MAIN NEWS; National Desk; Part A; Pg. 1
LENGTH: 1466 words
President Bush once defended Paul H. O'Neill's penchant for speaking his
mind, saying his then-Treasury secretary was "refreshingly candid." Now, he is
finding out just how candid O'Neill can be.
Bush and his aides have been forced to respond to stinging criticisms from a
former member of their inner circle in a new book by a prominent journalist that
has been the talk of Washington for several days. In the book, O'Neill, who was
fired by Bush in late 2002, portrays the president as disengaged during Cabinet
meetings and eager almost from Day One of his administration to remove Saddam
Hussein from power in Iraq.
The comments have given ammunition to Bush's political opponents at a time

when the White House is already facing fire in an intensifying Democratic
presidential primary campaign.
In a development Monday, the Treasury Department said it had asked for an

investigation of the possible leak of a classified document in connection with
O'Neill's criticisms.
The document was shown during a report Sunday on the book by the CBS news
program "60 Minutes." It bore the Treasury Department letterhead and was marked
"secret."
"Based on the '60 Minutes' segment aired last night, which displayed a
document with a classified marking, the department referred the matter to the
Office of Inspector General," said Treasury spokesman Rob Nichols. "That's
standard operating procedure. I can't comment any further."
O'Neill was a major source for the book, "The Price of Loyalty," written by
former Wall Street Journal reporter Ron Suskind, who reportedly had access to
thousands of documents that O'Neill saw during his nearly two years in office.
The book, published by Simon & Schuster Inc., is being released today.
The Treasury Department's request for an inquiry came as Bush and other
administration officials tried to deflect criticism contained in the book, which
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White House Responds to O'Neill's Criticisms Los Angeles Times January 13, 2004
Tuesday
also details O'Neill's disillusionment with the president's economic policies,

including his decision to impose tariffs on imported steel to protect ailing
U.S. steelmakers.
Bush, asked Monday about O'Neill's assertion that Hussein's removal was
discussed by the White House National Security Council 10 days after his
inauguration, said his actions were consistent with those of the Clinton
administration before it.
"The stated policy of my administration towards Saddam Hussein was very

clear," Bush told reporters during an appearance with Mexican President Vicente
Fox in Monterrey, Mexico. "Like the previous administration, we were for regime
change."
During the early months of his presidency, Bush said the administration's
Iraq policy focused on "fly-overs and fly-betweens and looks" in an effort to
monitor Hussein's military and weapons programs.
"And then, all of a sudden, September the 11th hit," Bush said. "And as the
president of the United States, my most solemn obligation is to protect the
security of the American people.... I took that duty very seriously."
Bush did not respond directly when asked whether he felt betrayed by
O'Neill's public criticism, or whether he thought O'Neill should not have
provided government documents to Suskind.
"I appreciate former Secretary O'Neill's service to our country," Bush said.
"We worked together during some difficult times. We worked together when the
country was in recession. We worked together when America was attacked on
September the 11th, which changed how I viewed the world."
O'Neill says that the administration began planning Hussein's ouster shortly
after Bush was sworn in as president in January 2001 -- long before the Sept. 11
attacks prompted the White House to declare war on international terrorism.
"From the very beginning, there was a conviction that Saddam Hussein was a
bad person and that he needed to go," O'Neill told "60 Minutes" interviewer
Lesley Stahl. "From the very first instance, it was about Iraq. It was about
what we can do to change this regime."
He said he had seen no "real evidence" that Hussein's regime possessed

weapons of mass destruction, one of the administration's main rationales for the
March 2003 military offensive.
According to O'Neill, the two years he spent in Washington changed the way he
viewed the administration.
Despite 16 years of previous experience in various government jobs, including

a top spot in the White House budget office during the Gerald R. Ford
administration, O'Neill said he was not prepared for what lay in store when Bush
asked him to leave his post as chief executive of Alcoa Inc., the aluminum
producer, to become the nation's chief financial officer.
According to book excerpts published Monday by the Wall Street Journal,

O'Neill had the impression that Bush had not read the short memos he sent to the
White House before scheduled meetings with the president. During weekly
Page 3
Tuesday
sessions, Bush often listened to his Treasury secretary for an hour, offering no
responses to his assessments and proposals. The same was true in Bush's meetings
with others, O'Neill said.
"The only way I can describe it is that, well, the president is like a blind
man in a roomful of deaf people," O'Neill said in the book. "There is no
discernible connection."
In O'Neill's view, the advice rendered by him and other top administration
officials could be easily trumped by Vice President Dick Cheney. As an example,
he cited Bush's decision in March 2002 to impose steel tariffs, a move favored
by Cheney and U.S. Trade Representative Robert B. Zoellick, but opposed by other
Cabinet officers and top economic advisors.
O'Neill said the decision was based on political calculations, not economic
fundamentals. Last month, the administration removed the tariffs more than a
year ahead of schedule, responding to pleas from domestic steel consumers who
complained that the duties had done more harm to their industries than the
benefits they provided to steelmakers.
In another policy showdown, O'Neill said he told Cheney in late 2002 that a
round of tax cuts under consideration would be potentially dangerous, because
the nation was "moving toward a fiscal crisis" of rising deficits and
accumulating debt.
Cheney cut him off before he could finish, O'Neill said.
"Reagan proved deficits don't matter," the vice president was quoted as
saying. "We won the midterms. This is our due."
It was not clear what information was contained in the document displayed
during the "60 Minutes" report, or whether it was provided by O'Neill. Neither
Suskind nor O'Neill could be reached for comment.
Suskind told CBS he interviewed hundreds of people, including several Cabinet

members, while preparing the book. But he identified O'Neill as his principal
source and said the former Treasury boss gave him some 19,000 internal documents
to help with his research.
"Everything's there: memoranda to the president, handwritten thank-you notes,

100-page documents. Stuff that's sensitive," Suskind said in the "60 Minutes"
interview.
"There are memos," Suskind added. "One of them marked 'secret' says, 'Plan
for post-Saddam Iraq.' "
CBS spokesman Kevin Tedesco told Associated Press that only a cover sheet
referring to confidential material was shown during the "60 Minutes" report. "We
don't have a secret document. We didn't show a secret document. We merely showed
a cover sheet that alluded to a secret document," Tedesco said.
A U.S. government official who requested anonymity said it was not unusual
for Cabinet members to make personal copies of unclassified documents, noting
that O'Neill predecessors Robert E. Rubin and Lawrence Summers had done so. But
the public disclosure of classified documents would be a potential violation of
the law.
Page 4
Tuesday
O'Neill's comments have reverberated through the presidential campaign, with

Democrats accusing the administration of trying to silence its former ally.
"The president's White House advisors have launched an all-out attack on the
man Bush once praised as a 'straight-shooter,' " Democratic National Committee
Chairman Terry McAuliffe said in a statement. "Already, White House officials
and their allies have begun the process of trashing O'Neill while refusing to
address the merits of his charges."
Iraq war critic and former Vermont Gov. Howard Dean, who is leading the pack
of Democratic presidential contenders, said O'Neill's statements "only reaffirm
my belief in how important it was for someone to stand up last year before we
went to war."
Speaking to reporters aboard Air Force One on the way to Monterrey, White
House spokesman Scott McClellan said it appeared to him that the O'Neill book
was "more about trying to justify personal views and opinions" than it was about
trying to assess the merits of Bush's presidency. But he declined to respond in
detail to specific criticisms raised by O'Neill.
"We're not in the business of doing book reviews," McClellan said.
LANGUAGE: ENGLISH
GRAPHIC: PHOTO: SPEAKING OUT: Paul O'Neill faults President Bush. PHOTOGRAPHER:
European Pressphoto Agency
Copyright 2004 Los Angeles Times

All Rights Reserved
EXHIBIT 52
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The New York Times
March 23, 2004 Tuesday

Late Edition - Final
Treasury Is Faulted For Papers' Release

BYLINE: By MICHAEL JANOFSKY
SECTION: Section A; Column 6; National Desk; Pg. 18
LENGTH: 253 words
DATELINE: WASHINGTON, March 22
The Treasury Department's inspector general reported Monday that Treasury

officials should not have released 140 of 19,000 documents that former Secretary
Paul H. O'Neill requested and was given after his dismissal in December 2002.
Mr. O'Neill, however, did nothing wrong, the investigation concluded.
Material culled from all the documents, including the 140 that the report
found should have been classified, became the backbone of a book, ''The Price of
Loyalty: George W. Bush, the White House and the Education of Paul O'Neill''
(Simon & Schuster).
The book, written by Ron Suskind in cooperation with Mr. O'Neill and
published in January, tracks the latter's two bumpy years as Treasury secretary
before his dismissal, part of a shake-up of Mr. Bush's economic team. It is
highly critical of the president, describing him as disengaged on some issues
but riveted by at least one: ending Saddam Hussein's rule in Iraq.
The report by the inspector general, Jeffrey Rush Jr., said that mislabeling
had caused the release of the ''national security or sensitive but
unclassified'' material but that neither Mr. O'Neill nor anyone in the
department had broken any laws.
''Had these 140 documents been properly marked as classified,'' the report
said, ''the documents would not have been entered into Treasury's unclassified
computer system and O'Neill would not have received them.''
Mr. O'Neill's successor, John W. Snow, told Congress last month that
procedures were being changed to prevent similar disclosures.
URL: http://www.nytimes.com
LOAD-DATE: March 23, 2004
LANGUAGE: ENGLISH
Page 2
Treasury Is Faulted For Papers' Release The New York Times March 23, 2004
Tuesday
Copyright 2004 The New York Times Company

EXHIBIT 53
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FOCUS - 30 of 133 DOCUMENTS
The Associated Press
March 22, 2004, Monday, BC cycle
Treasury says Paul O'Neill received some 140

sensitive documents that should have been
classified
BYLINE: By MARTIN CRUTSINGER, AP Economics Writer
SECTION: Business News; Washington Dateline
LENGTH: 267 words
Former Treasury Secretary Paul O'Neill received 140 sensitive documents that
should have been marked classified, the Treasury Department's inspector general
said Monday.
The report found that while the department's review system for classifying
documents needed improvement, no federal laws had been broken in the incident.
In response to a Freedom of Information Act request filed by The Associated

Press and other news media, the Treasury Department's inspector general released
several hundred pages covering its investigation of how O'Neill received some
19,000 documents which were used to write a book highly critical of President
Bush.
The new report found that 140 of those documents had not been marked
classified even though they contained national security or sensitive but
unclassified information.
"Had these 140 documents been properly marked as classified, the documents
would not have been entered into Treasury's unclassified computer system and
O'Neill would not have received them," the report said.
Treasury launched an investigation into the documents in January after CBS's

"60 Minutes" showed a document marked "secret" during an interview in which
O'Neill promoted the new book, "The Price of Loyalty."
O'Neill turned over the 19,000 documents he was provided to former Wall
Street Journal reporter Ron Suskind for the book, which painted an unflattering
portrait of Bush and the White House decision-making process based on O'Neill's
two years in the administration.
O'Neill was fired on Dec. 6, 2002, after Bush decided to shake up his
economic team.
Page 2
Treasury says Paul O'Neill received some 140 sensitive documents that should
have been classified The Associated Press March 22, 2004, Monday, BC cycle
LOAD-DATE: March 23, 2004
LANGUAGE: ENGLISH
Copyright 2004 Associated Press

All Rights Reserved
EXHIBIT 54
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37 of 38 DOCUMENTS
January 19, 2004 Monday SOONER EDITION
O'NEILL TO SPEAK AT CANCER CENTER FUND-RAISER

BYLINE: VIRGINIA LINN, PITTSBURGH POST-GAZETTE
SECTION: LOCAL, Pg.A-11
LENGTH: 396 words
Plans to establish a Gilda's Club in Pittsburgh are moving ahead with a major
benefit on Feb. 18 to feature former Treasury Secretary Paul O'Neill.
O'Neill will discuss the new book, "The Price of Loyalty: George W. Bush,
the White House and the Education of Paul O'Neill," with author Ron Suskind, as
well as answer questions from the audience.
The event will begin at 7 p.m. at the Carnegie Music Hall, Oakland.
Efforts have been under way for several years here to establish a Gilda's
Club, a cancer support center named for comedienne Gilda Radner, who died of
ovarian cancer in 1989. There are clubs in major cities across the nation and in
London, each offering a comfortable and fun place for free cancer support. Among
the services are lectures, workshops, cooking classes, potluck dinners and other
social events.
Plans to locate the club in a Victorian house owned by The Ellis School in
Shadyside recently fell through after the new Ellis board took a different
direction with school plans.
Betsy Marcu, chairwoman of the board of Gilda's Club Western Pennsylvania,

said a search is on for a location in either the Strip District, Lawrenceville,
Bloomfield or an East End neighborhood that would be accessible by public
transportation.
Up to $3 million must be raised to cover lease and renovation costs as well

as operating expenses for three years, Marcu said. Gilda's Clubs Worldwide
requires that commitment before a club opens so that services can be offered
free.
More than $500,000 has been raised in donations and pledges toward that
goal, and Marcu expects the benefit will provide a big boost toward that effort.
In addition to O'Neill's involvement in the local health community as president
and chief executive officer of the Pittsburgh Regional Healthcare Initiative,
the former Alcoa chairman's wife, Nancy, sits on the Gilda's Club board.
Marcu hopes the club can open in two to three years to serve the growing
need spawned by the recent openings of major cancer centers at the University of
Pittsburgh Medical Center and Allegheny General Hospital.
Page 2
O'NEILL TO SPEAK AT CANCER CENTER FUND-RAISER Pittsburgh Post-Gazette
(Pennsylvania) January 19, 2004 Monday
"It's such a perfect fit," she said.
Tickets for the Feb. 18 event range from $150 to $500, with a major portion
of each ticket price considered tax-deductible. Purchase deadline is Feb. 13. To
buy tickets or for more information, call 412-919-1106.
LANGUAGE: ENGLISH
NOTES:
Health editor Virginia Linn can be reached at vlinn@post-gazette.com or
412-263-1662.

EXHIBIT 55
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8 of 38 DOCUMENTS
October 23, 2006 Monday

SOONER EDITION
BYLINE: MARYLYNN URICCHIO
SECTION: LIFESTYLE; SEEN; Pg. C-1
LENGTH: 572 words
A CONVERSATION WITH PAUL O'NEILL
Gilda's Club Western Pennsylvania opened in the Strip District just over a
year ago, providing a home-like atmosphere for people with cancer and their
families to congregate, recuperate and find both social and emotional support
for the challenges they face. Named in honor of Gilda Radner, the club is free
to all, and that takes money. Tuesday evening Gilda's Club hosted "A
Conversation with Paul O'Neill and Ron Suskind," a benefit at Carnegie Music
Hall that included cocktails after the presentation and a pre-event patron
reception in the Hall of Architecture. Mr. O'Neill and his wife, Nancy, have
been pivotal supporters of Gilda's Club -- this is the third conversation the
former Treasury Secretary has arranged and the second with Mr. Suskind, the
Pulitzer Prize-winning journalist and author of "The Price of Loyalty: George W.
Bush, the White House and the Education of Paul O'Neill."
Mr. Suskind's new book, "The One Percent Doctrine: Deep Inside America's
Pursuit of its Enemies Since 9/11" was the topic of Tuesday's discussion, which
provided deep and disquieting insights into how the current Bush administration
operates and, in particular, how it deals with issues such as terrorism, weapons
of mass destruction and the Iraq war. Listening intently were board chair Ron
Hoffman (with Linda), executive director Carol Lennon, founding chair Betsy
Marcu with Mike, Dr. John Kirkwod, Steve and Peggy McKnight, Karen and Dr. Joe
Kelley, Lila Decker, Dr. Jim Dill and Minnette Bickel, Ranny and Jay Ferguson,
Tim Condron, Dr. Tom Detre, Carol Caroselli, Nora and Don Fischer, Linda and Ron
Hoffman, Cary and Richard Reed, Pat and Alan Siger, Jen and Chris McCrady, Fred
and Ruth Egler, Dr. Al Biglan, Janet and Matt Simon and many more.
HIGH COUNTRY CUISINE
Pittsburgh native Kelly Liken graduated first in her class at the Culinary
Institute of America and was snapped up by both The Inn at Little Washington and
the Chateau in Beaver Creek, Colorado, Now she's all the rage in Vail, where she
and her sommelier husband, Rick Colomitz, opened Restaurant Kelly Liken three
years ago. Wednesday they came home to Fox Chapel with their staff to dazzle
guests at Planned Parenthood of Western Pennsylvania's "An Evening of High
Country Cuisine With Kelly Liken." The benefit was hosted by Lee and Betsy
Deiseroth in their elegant home, with a working kitchen (Lee owns The Fluted
Mushroom catering company) that made sipping and sampling a pure delight. Among
those honored for their support of PPWP were Kelly's parents, Sue and Jim Liken,
Page 2
Pittsburgh Post-Gazette (Pennsylvania) October 23, 2006 Monday
along with the Deiseroths, Henry and Elsie Hillman, Jamini Vincent Davies, Dusty
Kirk and Bill Caroselli and Marilynn and Norman Weizenbaum.
PIZZAZZ
Guilt-free shopping? Add cocktails and hors d'oeuvres to the mix and you get
Pizzazz, the annual benefit for the Garden Club of Allegheny County. In the past
five years, GCAC has awarded $370,000 to the Pittsburgh community to fund a
variety of projects including the Rachel Carson Centennial, Powdermill, the
Botanic Garden of Western Pennsylvania and Fern Hollow. A host of high-end
purveyors brought their unique wares to the three day event that began Wednesday
evening at the Fox Chapel Golf Club with a Preview Party. Comly Watters and
Shelley Clement co-chaired the evening of shopping and socializing, with many
new vendors generating excitement and donating a portion of their proceeds to
GCAC.
LOAD-DATE: October 24, 2006
LANGUAGE: ENGLISH
GRAPHIC: PHOTO: Annie O'Neill/Post-Gazette: Ron Suskind, left, and Paul O'Neill
\ PHOTO John Heller/Post-Gazette: Kelly Liken, left, and Rick Colomitz
\ PHOTO: John Heller/Post-Gazette: Shelley Clement, left, and Comly Watters
\ PHOTO: Annie O'Neill/Post-Gazette: THE BLUES BALL/(Leading Education and
Awareness for Depression) chair Sheila Fine, left, vice-chair Nikki Nordenberg
and Kathie Wisner were among the guests at The Blues Ball held Thursday at the
Senator John Heinz Regional History Center. Mary Jo Codey, former first lady of
New Jersey, was the guest speaker at the benefit for Western Psychiatric
Institute and Clinic and Women's Behavioral HealthCARE.
\ PHOTO: Darrell Sapp/Post-Gazette: LEADERS FOR LITERACY/US Steel CEO John
Surma, left, served as honorary chair for the Leaders for Literacy Luncheon held
Wednesday at the Omni William Penn. Executive director Donald Block, center,
welcomed guest speaker Byron Pitts, CBS News national corespondent, to the
benefit for the Greater Pittsburgh Literacy Council.
\ PHOTO: Lake Fong/Post-Gazette: BLACK TIE AND TAILS/More than 600 guests turned
out for Animal Friends' annual gala, Black Tie & Tails, held Saturday at the new
Circuit Center and Ballroom next to SouthSide Works. Among them were, from left,
Rob and Christina Cochran, and Cindy and Andy Russell, with Casey.
\ PHOTO: Robin Rombach/Post-Gazette: HEAR YE, HEAR YE/Radio Information
Services' 30th anniversary was celebrated with a dinner and a performance by the
Brailletones Friday at the Omni William Penn. The benefit was chaired by Mildred
McGough with an assist from RIS director Laurie Anderson. From left are Gerry
Voros, Audrey Hilliard, Ms. Anderson, and Andy Ai, RIS Board President.
\ PHOTO: Robert J. Pavuchak: PARTY IN PINK/National City and a host of other
sponsors helped to produce the first annual Party in Pink Gala & Masquerade Ball
held Saturday at SouthSide Works. The evening included the presentation of a
check for $35,000 to Magee Womens Research Institute & Foundation. From left are
Natalie Donaldson of Oakmont and Tracey Schade of Monroeville.

EXHIBIT 56
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16 of 38 DOCUMENTS
Jewish Chronicle
February 17, 2005 Thursday
Paul O'Neill raps Bush's S.S. plan; prepares for

Gilda's Club fund-raiser
SECTION: Pg. 4 Vol. 44 No. 41
LENGTH: 751 words
ABSTRACT
It's what you'd expect from the former treasury secretary who left the [Bush]
administration in 2003 and went on to collaborate with journalist Ron Suskind on
a book that gave readers a critical look at the White House through O'[Neill]'s
eyes.
O'Neill's "truth," as Suskind put it, will be on display during a Feb. 25

conversation with former CIA Director George Tenet at Carnegie Music Hall.
Suskind will moderate the conversation, which will raise money for Gilda's Club
of Western Pennsylvania.
"There are all kinds of conditions of what you can and what you can't do and
how it affects your social security," O'Neill said of the president's proposal.
"It doesn't create a new American birthright and it doesn't provide any
financial security to people who are not part of the work force or who currently
are not covered by Social Security."
FULL TEXT
Paul O'Neill didn't waste words when asked what he thought of President
Bush's state of the union address.
"Not much," he said.
It's what you'd expect from the former treasury secretary who left the Bush
administration in 2003 and went on to collaborate with journalist Ron Suskind on
a book that gave readers a critical look at the White House through O'Neill's
eyes.
"Paul led a parade for the power of truth," Suskind said during a recent
interview at O'Neill's office on Pittsburgh's North Shore.
O'Neill's "truth," as Suskind put it, will be on display during a Feb. 25

conversation with former CIA Director George Tenet at Carnegie Music Hall.
Suskind will moderate the conversation, which will raise money for Gilda's Club
of Western Pennsylvania.
According to O'Neill, the president rightly stated that the current social
Page 2
Paul O'Neill raps Bush's S.S. plan; prepares for Gilda's Club fund-raiser Jewish
Chronicle February 17, 2005 Thursday
security "scheme" cannot be sustained for the long term, but he offered no
solution to save it.
That's especially true, he said, of the president's proposed personal

retirement account -- a proposal O'Neill likened to "lukewarm tea," while the
combination of Social Security, Medicaid and Medicare continue to cost a $1
trillion a year.
"It's a phantom," he said of the Bush proposal. "It stems from not wanting to
tell the real truth."
O'Neill favors a different solution in which $2,000 would be deposited for

each American at birth. An equal amount would be added each year until age 18
and accrue interest until retirement.
"It would be taking care of future generations, so they would have real
financial security," said O'Neill, "and it would be blind to race and gender."
"In effect," he added, "we would eliminate part of the unfunded liability
into infinity."
His idea differs significantly from the Bush proposal, which O'Neill
described as a "voluntary system" through which people could take just 4 percent
of their 12.4 percent Social Security tax and convert it into a private savings
account.
"There are all kinds of conditions of what you can and what you can't do and
how it affects your social security," O'Neill said of the president's proposal.
"It doesn't create a new American birthright and it doesn't provide any
financial security to people who are not part of the work force or who currently
are not covered by Social Security."
He said he tried to push a version of his plan as treasury secretary that

would apply to Americans ages 18-37, but he found little support for it at the
White House.
O'Neill and Suskind got actively involved in Gilda's House, a national

network of clubhouses where cancer victims and their families can meet, share
and bond, last year at another fund-raising event. At the time, the two
discussed their book, "The Price of Loyalty."
Gilda's House is named for Gilda Radner, the late Jewish actress and comedian
who died from cancer.
O'Neill's wife suggested many people would be interested in hearing a

discussion on the book, which made The New York Times Best Seller List.
Last year's event generated tens of thousands of dollars for Gilda's House of
Western Pennsylvania, which is under construction at the old Foundry Ale Works
in the Strip District. O'Neill said these talks could become annual fundraising
events in Pittsburgh.
For Suskind, a Pulitzer Prize-winning reporter and best-selling author,

Gilda's House holds special meaning. He lost his father to pancreatic cancer
when he was 14.
Page 3
Paul O'Neill raps Bush's S.S. plan; prepares for Gilda's Club fund-raiser Jewish
Chronicle February 17, 2005 Thursday
He said the final months the family spent with his father "was a time of
extraordinary value for the entire family. ... We lived more in one year than
most people do in decade."
(Lee Chottiner can be reached online at lchottiner@pittchron.com)
Article copyright Jewish Chronicle, Inc.
LOAD-DATE: July 31, 2007
LANGUAGE: ENGLISH
ACC-NO: 58604
DOCUMENT-TYPE: News
JOURNAL-CODE: JWCR
Copyright 2005 ProQuest Information and Learning

All Rights Reserved
Copyright 2005 Pittsburgh Jewish Publication and Education Foundation
EXHIBIT 57
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4 of 38 DOCUMENTS
April 21, 2008 Monday

SOONER EDITION
COKIE ROBERTS
BYLINE: PATRICIA SHERIDAN'
SECTION: LIFESTYLE; PATRICIA SHERIDAN'S BREAKFAST WITH ...; Pg. C-1
LENGTH: 845 words
Cokie Roberts, senior news analyst for National Public Radio and ABC
political commentator, was born into the world of Beltway politics. Both her
parents, Lindy and Hale Boggs, served in Congress, representing Louisiana. (Her
mother, Lindy, was elected to her father's second-district seat when the House
majority leader's twin-engine plane disappeared over Alaska in 1972, and he was
presumed dead).
Roberts, an award-winning journalist, also has written several books, her

latest being "Ladies of Liberty." She will be the special guest for "A
Conversation With Paul O'Neill and Cokie Roberts" at 8 tonight at Heinz Hall,
Downtown. Tickets (general admission, $35 and students, $15) are available at
the door. The program benefits Gilda's Club of Western Pennsylvania.
As the ultimate Beltway insider, who do you think is winning the hearts and
minds of the super delegates?
I think what's happening right now is that the super delegates are holding
their breath and waiting to see what happens in Pennsylvania (tomorrow is the
primary). I think that after the last set of primaries, the rush to sign up with
one candidate or another stopped. But to the degree that they are trickling in,
they are definitely trickling more to [Sen. Barack] Obama than to [Sen. Hillary
Rodham] Clinton.
If you were advising Sen. Clinton, what would you tell her to do as far as
staying in the race?
I would absolutely say "stay in the race." This has been a year of enormous
twists and turns, and she and [Obama] are tied. I mean it's not like she's some
pathetic [person] trailing behind. It comes down to the super delegates no
matter what for both of them. I think somebody has to figure out what to do
about Michigan and Florida [their primary totals did not count because they
moved up the dates of their elections against Democratic Party rules] because I
don't think you can disenfranchise Michigan and Florida. I think it's crazy.
So would Michigan and Florida have to do the primaries over?
They would either have to do that or come to some agreement with each other.
Page 2
COKIE ROBERTS Pittsburgh Post-Gazette (Pennsylvania) April 21, 2008 Monday
Or they have to take it to the credentials committee and fight it out. My guess
is that by the time you get to June, it will look like there's a winner, and
people will start making deals to shore up the victory. If it doesn't look like
there is a winner, sure, you could keep this going up to the convention, which
of course, is a reporter's dream (laughing). I don't think this is bad for the
Democratic Party. It's not like 1968 by any means. But it's also not like 1980.
The campaigns might hate each other, but the voters don't feel that way.
Some of Sen. Obama's appeal is that he is championing change in Washington.

Does that eliminate choosing Sen. Clinton as a running mate?
I think they both have problems picking the other one as a running mate. The
same thing is true for her, if she implies he doesn't have the experience --
then does he have the experience to be vice president? I don't think they are
likely to be running mates. I think that's a bad choice for the party. First,
having two senators; secondly, every president and vice president we've had have
been white guys and to suddenly have none of those around on the Democratic side
(laughing).
How about a John McCain-Condoleezza Rice ticket?
Well, a lot of people are talking about that and again you end up very
Washington and you have a lot of George Bush on that ticket, and that's hardly
the most popular thing going at the moment. On the other hand, she is very
attractive -- she's smart as they come.
There are also those who believe that the expectations are so high for Obama
that ultimately he will disappoint.
Some of that is of his own doing. If he's going to talk about change, change,
change, it's fair to expect him to bring about change. How is he planning to do
that? You know the founders actually wrote this document to make change very
hard. They did it on purpose. They didn't like that idea. It's meant to be
cumbersome and slow and considered and balanced. It's not a parliamentary
system.
How do you respond to those who believe the United States is not ready for a
biracial, African-American president, yet he is helping to attract record
numbers of voters?
I think both are true at the same time. I am not saying the United States is
not ready. Is there racism in this country? Absolutely. Are there likely to be
pockets of racism in states that could be crucial to the Democrats? Yes. The
fact that he's getting lots of people voting for him of all hues is a wonderful
testament to the country. And to him.
What about President Clinton's legacy as a result of his campaigning for his
wife?
I think a lot of people are irritated with him, and he's clearly irritated
with a lot of people (laughing).
When a candidate starts to repeat a message ad nauseam like "on day one" or
"change," does it work?
(Laughing) Well, it clearly becomes "Saturday Night Live" fodder. But there
Page 3
COKIE ROBERTS Pittsburgh Post-Gazette (Pennsylvania) April 21, 2008 Monday
is a lot of stuff in the atmosphere and a lot of information coming at everybody

all the time, and to repeat a few simple words makes a good bit of sense.
LANGUAGE: ENGLISH
NOTES: Patricia Sheridan can be reached at psheridan@post-gazette.com or

412-263-2613.
GRAPHIC: PHOTO: Cokie Roberts

EXHIBIT 58
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Business Wire
May 14, 2008 Wednesday 1:40 PM GMT
Alcoa Foundation Begins Five Year Partnership with

Gilda's Club Western Pennsylvania
LENGTH: 459 words
DATELINE: PITTSBURGH
Alcoa Foundation today announced that it has begun a five-year partnership

with Gilda's Club Western Pennsylvania as lead sponsor of "Conversation with
Paul O'Neill Evenings," the organization's signature event. Alcoa Foundation
awarded a total of $125,000 over five years to the local chapter of Gilda's Club
created in honor of Comedian Gilda Radner who died of ovarian cancer at the age
of 43. Gilda's Club offers social and emotional support, and lectures and
workshops to anyone touched by cancer.
The "Conversation with Paul O'Neill" program started in 2004 and focuses on
issues of current interest that impact the Pittsburgh region and the nation in a
conversation led by Paul O'Neill, former secretary of the U.S. Treasury and
former Chairman of Alcoa (NYSE:AA). More than 900 guests attended the most
recent conversation held at Heinz Hall last month in Pittsburgh between Mr.
O'Neill and Cokie Roberts, political correspondent and NPR news analyst.
"We appreciate the opportunity to partner with Gilda's Club Western

Pennsylvania to keep this series of 'O'Neill Discussion Evenings' an integral
part of the community calendar for the Pittsburgh region," said Meg McDonald,
President Alcoa Foundation. "It is a fitting tribute and wonderful way of
expressing our thanks for the dedication and generosity of Nancy and Paul
O'Neill in establishing this event and giving so much of themselves to ensure
the successful growth of this amazing organization."
"The Alcoa Foundation has given a tremendous gift to our community, to

Gilda's Club and to Nancy and Paul O'Neill," said Betsy Marcu, Chairman Emeritus
Gilda's Club Western Pennsylvania. "Nancy and Paul have been wonderful
benefactors of Gilda's Club Western Pennsylvania since its early stages of
development. It is great to be able to honor them in this way through the
generosity of the Alcoa Foundation, which has been such an important aspect of
their lives."
About Alcoa Foundation in Pittsburgh
Alcoa Foundation's mission is to actively invest in the quality of life in

Alcoa communities worldwide. Over the last five years, Alcoa Foundation has
invested approximately $11 million in Pittsburgh/Allegheny County, bringing its
total investment in Pennsylvania to more than $15 million in grants to
not-for-profit organizations. Recently Alcoa Foundation announced a $1.2 million
Page 2
Alcoa Foundation Begins Five Year Partnership with Gilda's Club Western
Pennsylvania Business Wire May 14, 2008 Wednesday 1:40 PM GMT
strategic investment in three local cultural and health organizations to

continue to build positive community resources in the Pittsburgh region.
Throughout its history, the Foundation has been a source of positive community
change and enhancement, with over $465 million invested since 1952. To learn
more about Alcoa Foundation, visitwww.alcoa.comunder Community.
CONTACT: Alcoa Inc.

Kevin G. Lowery, 412-553-1424
LANGUAGE: ENGLISH
DISTRIBUTION: Business Editors

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207 of 995 DOCUMENTS

The White House Bulletin

January 30, 2001

O'Neill Sworn In As Treasury Secretary.

In a ceremony at the White House today, Paul O'Neill was sworn in as

LOAD-DATE: January 30, 2001

Copyright 2001 Bulletin Broadfaxing Network, Inc.

Associated Press Online

December 18, 2002 Wednesday

O'Neill's Last Day Set for Dec. 31

LENGTH: 189 words

Informed of the president's decision by Vice President Dick Cheney, O'Neill

LOAD-DATE: December 19, 2002

Copyright 2002 Associated Press

News and Observer (Raleigh, NC)

December 7, 2002 Saturday, FINAL EDITION

Bush's economic advisers quit

SECTION: NEWS; Pg. A1

LENGTH: 1066 words

WASHINGTON -- President Bush shook up his top economic team

O'Neill's resignation, apparently forced by the White House,

The White House said that O'Neill will be leaving the

O'Neill was the first of the original Bush Cabinet members to

Speculation about O'Neill's successor included Wall Street and

Among those mentioned from Wall Street were investment broker

Two Texas Republicans retiring this month were also floated as

Some Treasury watchers speculated that Bush might reach across

Also on various lists to replace either O'Neill or Lindsey

O'Neill, 67, had gained a reputation as blunt-spoken corporate

O'Neill has occasionally been on the outs with congressional

He also made some erratic comments on the stock market,

But he has been working since the Nov. 5 midterm election as

The next treasury secretary is expected to have a critical

"My economic team has worked with me to craft an economic

O'Neill's office released the text of his terse letter of

Pressed on whether O'Neill and Lindsey has been fired,

On Capitol Hill, Senate Republican leader Trent Lott of

The outgoing House Democratic leader, Rep. Richard Gephardt of

Another Democrat, Rep. David Price of Chapel Hill, criticized

O'Neill and Lindsey have been at odds over the shape of an

O'Neill made no secret of his opposition to broad-based cuts.

O'Neill perhaps got his most extensive press coverage when he

WAYNE ANGELL, a former member of the Federal Reserve

BILL ARCHER, retired House Ways and Means Committee chairman

JOHN BREAUX, Democratic senator from Louisiana

DON EVANS, Secretary of Commerce

MARTIN FELDSTEIN, Harvard economist

PHIL GRAMM, former Texas senator

RICHARD GRASSO, NYSE president

RUDOLPH GIULIANI, former mayor of New York

CHARLES SCHWAB, investment counselor

ROBERT ZOELLICK, U.S. trade representative

LOAD-DATE: December 7, 2002

Copyright 2002 The News and Observer

371 of 429 DOCUMENTS

Saint Paul Pioneer Press (Minnesota)

September 27, 1999 Monday

SERIOUS MISTAKES COMMON ACROSS U.S., DOCTORS SAY;

SECTION: MAIN; Pg. 1A

LENGTH: 1458 words

In interviews, top doctors at the University of Pennsylvania, Harvard Medical