GRAPHIC INDUSTRIES ANNOUNCES RESTRUCTURING PLAN

ATLANTA, May 14 /PRNewswire/ -- Graphic Industries, Inc. (Nasdaq: GRPH), a leading full service printing and graphic communications company, today announced a restructuring plan designed to improve efficiencies and profitability. As part of the plan, the Company announced an agreement in principle for the sale of its direct- mail subsidiary, Graphic Direct, Inc. of Elmhurst, Illinois, and the closing of an Atlanta commercial printing subsidiary, The Stein Printing Company, Inc.

"These actions are expected to have a positive effect on future profits and to enhance the returns to Graphic shareholders," said Mark C. Pope III, Chairman and Chief Executive Officer of the Company.

Graphic also announced it will record in its first quarter ended April 30, 1996, a one-time pre-tax restructuring charge of $9.0 million. The after-tax effect of the charge will be approximately $6.0 million or equivalent to $.52 per share, the Company said.

"We plan to release Graphic's full first quarter results on May 21, and we expect the performance of the Company's remaining operations to show strong results compared to the first quarter of the previous year, before the restructuring charge," Mr. Pope said. "We continue to be optimistic about the remainder of the current fiscal year and the long term future of the Company."

The Company stated that its direct-mail printing business has not been profitable for several years despite the actions taken in fiscal year 1995 to consolidate its former direct-mail printing company in Michigan with the Illinois operations. After an evaluation of the alternatives, the Company concluded that the direct-mail market did not fit with its extensive commercial printing business and that it could more profitably invest its resources in the consolidating general commercial market.

The decision to close Stein was based on a review of its position as a financial printer and on the production capacity of the Company's other Atlanta businesses. Changes in the financial printing market in the late 1980's led to a reduction in volume at Stein, which has not recovered, even after a joint financial printing venture executed in 1992. As a result, Stein has had to seek growth from markets already served by other Graphic subsidiaries with excess capacity. The Company concluded that the capital investment needed to refocus Stein's market position could not be justified. The Integrated Graphic Services and Stein Educational Marketing operations associated with Stein will not be affected by this decision and will continue to serve their markets.

Mr. Pope stated, "We regret the decision to close Stein and the effect it will have on the many longtime, loyal associates. We plan to assist these associates as they seek other opportunities and to provide professional outplacement services."

Graphic's other Atlanta-based subsidiaries include Williams Printing Company, the original business founded in 1922; IPD Printing & Distributing, Inc.; Southern Signatures, Inc.; Executive Courier, Inc.; Quadras, Inc., a creative design agency; and Imaging Technologies Services, the reprographics division which includes Atlanta Blue Print Company.

Graphic Industries, Inc., based in Atlanta, provides a full range of printing and graphic communications services for major U.S. markets through its network of 15 printing companies, its reprographics division with 13 locations, a specialized prepress company for educational publications, multimedia and the Internet and a creative design agency.

     -0-                     5/14/96 

/CONTACT: David S. Fraser, Chief Financial Officer, Graphic Industries, 404-874-3327/

(GRPH)

CO: Graphic Industries, Inc. ST: Georgia IN: SU:

BR-SS -- ATTU032 -- 0204 05/14/96 17:47 EDT

U4EA Technologies Raises $16 Million; Hires New CEO.

Company to Use Latest Funding to Expand Beyond Hosted VoIP Into IP PBX and PBX Segments

FREMONT, Calif. -- U4EA Technologies, Inc., the leading provider of integrated access technology for converged communications, today announced it has closed on a $16 million funding round, bringing total funding to-date to $30 million. The latest funding will be used to meet the growing needs of U4EA's existing customers, to provide solutions that will expand the company's market opportunity beyond hosted VoIP to include IP PBX and traditional PBX segments, and to build wireless capabilities into U4EA's product portfolio.

"We are excited about the market potential for multi-service business gateways and U4EA's leadership in the category," said Brendan Murphy of investor IIU Nominees Limited. "U4EA's ability to land tier one customers focused on delivering converged communications solutions to SMEs bodes well for the company's future and its leadership in the converged services gateway category."

The company also announced the hiring of communications industry veteran Ken Epps as CEO. Epps, who will serve on the Board of Directors, brings more than 20 years of voice, data and video communications experience to U4EA's management team.

"Ken is an innovative, visionary and results-oriented leader with a proven track record of moving start-up companies to the next level," said Columb Harrington, CEO of U4EA Limited, the UK-based holding company for U4EA Technologies Inc. "We are thrilled to have an executive of his caliber on-board as U4EA expands its leadership in multi-service business gateways that enable high-performance real-time IP-based communications."

Epps has deep communications industry experience, specifically around broadband network equipment and solutions as well as broadband and multimedia applications, software and services. Prior to U4EA, he was the CEO of BayPackets, where he transformed a beta product company into a competitive global communications software provider with marquee customers, and international operations and distribution. Epps has also held key executive roles at Williams Communications, Lucent and AT&T, and was instrumental in AT&T's revenue growth with the launch of some of the company's most successful services that included bundling fixed, mobile internet and other services as the foundation of the company's key retention programs. He holds an MBA from Stanford, a M.S. from University of Tennessee, and a B.S. from S.C. State University.

"I am delighted to come on board at such an exciting time in U4EA's growth," said Epps. "The multi-service business gateway is quickly becoming recognized as a critical element in the cost-effective provisioning and management of converged VoIP, data and video services. I look forward to working with U4EA as it facilitates the delivery of next-generation services to a growing list of service provider customers."

U4EA Technologies Inc. was established and incorporated in April 2004 by U4EA Technologies Limited, with the acquisition of core technology and development engineers from Ericsson. The company is primarily funded by three European institutional investors: IIU Nominees Limited, Bluehone Investors LLP, and Singer & Friedlander.

About U4EA Technologies Inc.

U4EA Technologies Inc. is a leading provider of multi-service business gateways that enable service providers to deploy highly integrated, robust, and easy-to-manage access solutions to small and medium enterprise (SME) customers. U4EA's market-leading all-in-one customer premises devices ensure secure, reliable delivery of converged VoIP, data, and video services to SMEs, with cost savings through integrated functionality and improved ease of management. Founded in April 2004, U4EA Technologies, Inc. is a privately held company that has received funding from industry-leading investors. The company is headquartered in Fremont, California, with facilities in Bristol, England; Nice, France; and manufacturing in Shenzhen, China. For more information, visit U4EA at www.u4eatech.com.

Our soldiers are everyone's children.(Main)

Byline: H. BARRY HOLT

I cannot describe the relief I felt when our oldest son returned from war alive - for the second time. He is an Army communications specialist, a job designed to support combat units in a mobile war. Although his first deployment to Iraq may have been inevitable, my wife and I were terrified when he received his orders, less than a year after he had enlisted as an uncertain and directionless 18-year-old and less than six months after basic training. Uncertain information from the Army meant we couldn't be there to see him board the plane to war. But we managed to be there the week before, full of parental stoicism and quiet terror demonstrated through hugs and tears.

I generally accepted the reasons we went to war and worried about terrorism and weapons of mass destruction. Like many Americans, I believed that America had a moral duty to protect the oppressed of Iraq. But with my son in that war, my interest became much more parochial. Policy meant less than facts.

At first we heard nothing, then finally one short phone call from Kuwait told us he was safe and bored with waiting. I filled time between infrequent e-mails scouring the Internet for local newspapers showing pictures of his unit's equipment being shrink-wrapped and loaded onto transport ships. Think-tank Web sites gave information about bases in western Iraq, where he was headed. I devoured bits of information he gave me through e-mail and telephone calls, and slowly his story unfolded. I shuddered when he described his terrifying 36-hour convoy race from Kuwait to Anbar province. His girlfriend told us (he tried to protect us from such news) about the attack on his convoy and his using his newly minted "expert" qualification on the SAW light machine gun to kill an attacking Iraqi soldier.

I anguished over his descriptions of random mortar attacks on his base, and I chastised him for volunteering for "shotgun" duty on missions conducted by the combat unit he supported. But hearing nothing for long periods was so much worse. I had persistent nightmares about improvised explosive devices, mortar rounds, snipers and accidents, knowing nothing but fearing the worst. Every report of an attack triggered frantic efforts to unearth the latest news, each time followed by guilty relief that my son was not hurt and by shame that I was relieved that someone else had died. But I cried every time I saw lists of casualties as I scoured the names for soldiers and Marines from his home base or our hometown. Now they were my children, too.

My fears escalated when he told me he was slightly wounded during a firefight, and his only reaction was annoyance that there would be no Purple Heart because an investigation revealed the cause was friendly fire. My heart broke when he told me about two friends who died in different accidents and about a sergeant he knew who was killed by a sniper. When he left Anbar on the convoy back to Kuwait, with improvised armor on his vehicle, I worried until he phoned after his safe arrival.

My son came home, alive.

Our visit after he returned was emotional and sweet. He had not changed much, but he was moody and uninterested in news about the war. During the next nine months, with another deployment expected, life became more urgent as he married and then fathered our first grandchild. Much of that immediate joy was denied him because he was in northern Iraq when his son was born. But our grandson is beautiful and will grow up proud of his father.

My son's second tour in Iraq was, in some ways, easier on us than the first. We knew more of what to expect, and my anxiety dulled to a continuous daily ache. He complained to me about boredom - and I celebrated! "A little boredom is a good thing, enjoy it," I would tell him. But with youthful impatience, he longed for more action.

Although the second deployment generally was less stressful, we were confused and angry at the Army when he asked us to buy ammo pouches and other military accessories that weren't issued to him. His convoy to northern Iraq was nerve-racking and dangerous, but he made it safely. His base was more developed than it was in Anbar, but mortar and rocket-propelled grenade attacks continued, and some fell perilously close. Our persistent worry resurfaced. But he survived all of that and finally flew back home safely.

My view of the war hasn't changed. I am concerned about mistakes made and whether it will be worth all the bloodshed. I wonder how long the troops will remain - will my son have to go back? Even though our thoughts are full of visits with son, daughter-in-law and grandson, in the back of my mind the worry persists. Rumors are that his unit will return to Iraq next fall.

Will he survive?

Anxiety resurrects itself each time I see casualty lists, and I still cry over each soldier's death. I am one with all the parents who lie sleepless every night worrying over their soldier children. Their children are still my children, and that feeling will never end. We are U.S. Army and Marine parents, proud of all our sons and daughters who protect this country. But they have seen far too much for people so young, and I don't want any of them to die.

My son is home and alive. He has done his duty and I don't want him to go back.

H. Barry Holt lives in Arlington, Va. He wrote this article for The Washington Post.

CAPTION(S):

MARGARET SCOTT/NEWSART

Shanghai groups link up for Internet Protocol TV.(Shanghai Media Group, China Telecom Corporation Ltd. )(Brief Article)

Shanghai Media Group and the Shanghai unit of China Telecom have launched the country's first commercial Internet Protocol TV (IPTV) service in two districts of Shanghai, China's biggest city.

BesTV will expand to the entire city by mid-2006.

SMG will supervise and control content on the network. The two groups will share the income. BesTV features 50 live broadcast channels and 1,000 hours of skeins, including interactive shopping, Internet access, online games, sports, weather and traffic reports. Programming is expected to expand to 3,000-5,000 hours early next year. Subscribers will pay a promotional rate of 30 yuan ($3.70) a month until March, when the rate will double.

SMG is China's second-biggest media group, but the launch of BesTV has given it a head start on national broadcaster China Central TV in expanding into the new medium.

DEREK ELLEY LONDON

Air Products to Release Second Quarter Earnings and Broadcast Teleconference on April 27.

LEHIGH VALLEY, Pa., March 28 /PRNewswire-FirstCall/ -- Air Products will release its fiscal second quarter financial results on Wednesday, April 27, 2005 before the stock market opens. The company will review these results later that day in a teleconference at 11:00 a.m. Eastern Time (ET). The teleconference will be open to the public and the media in listen-only mode by telephone and Internet broadcast.

Listen to the live teleconference by dialing (719) 457-2625 and entering passcode 3026254. Access the live Internet broadcast and slides to accompany the teleconference at http://www.airproducts.com/Invest/financialnews/EarningsReleases.htm.

A replay will be available via both the Internet and telephone from 2:00 p.m. ET on April 27 through midnight May 5. Access the Internet replay at http://www.airproducts.com/Invest/financialnews/EarningsReleases.htm or the telephone replay by calling (888) 203-1112 (domestic) or (719) 457-0820 (international) and entering passcode 3026254.

***NOTE: This release may contain forward-looking statements. Actual results could vary materially, due to changes in current expectations.

CONTACT: Media Inquiries: Katie McDonald, +1-610-481-3673, e-mail: mcdonace@airproducts.com, or Investor Inquiries: Phil Sproger, +1-610-481-7461, e-mail: sprogepc@airproducts.com, both of Air Products

Web site: http://www.airproducts.com/

Global Kids, Inc. and NewsHour Extra Launch New Web Site Promoting Youth-led Dialogues about Current Events.

Business Editors

NEW YORK--(BUSINESS WIRE)--March 1, 2004

New York City educational nonprofit Global Kids, Inc.(TM) and NewsHour Extra, the student web site for The NewsHour with Jim Lehrer, are launching a new youth-led Web site, Newz Crew (www.NewzCrew.org), on March 1, 2004. The site will combine Global Kids' unique, interactive approach to public policy education, youth leadership and online learning with NewsHour's stories and background reports, to stimulate rich online dialogues involving youth in the United States and around the world.

Students from Canarsie High School in Brooklyn, members of Global Kids' Power of Citizenry Leadership Program, were integral in creating Newz Crew. They will now manage the message boards and guide the site. The Newz Crew site also will feature a 'Teachers' Lounge' that will provide educators with curricular materials related to current events and enable them to involve their classes in the site's dialogues. Articles and lesson plans, written and produced by NewsHour Extra and Global Kids, will be made available to educators and youth twice per month. The best of the dialogues will be posted in the 'Featured Dialogue' section of the Newz Crew Web site.

Newz Crew is Global Kids' second major online dialogue in the past two years. The first dialogue, Everything After: a 9.11 Youth Circle (www.ea911.org), provided youth from New York City and around the world with an opportunity to explore their thoughts and emotions about the September 11 attacks and aftermath. The dialogues apply Global Kids' highly effective Youth Circle approach, a sophisticated and innovative technique assigning participants to their own small, time-limited dialogue in which only members can post but anyone can read.

Newz Crew and the Youth Circles are structurally unique among online youth dialogues in five ways: Only a small number of active participants per group are involved (restricted membership); Participants begin and end at the same time (short, shared timeframe); Participants adhere to a set of expectations (ground rules); The dialogues are guided with a soft touch (indirect facilitation); and Global Kids youth leaders develop the project and monitor individual groups (youth monitors). By following these guidelines, youth experience a meaningful, constructive and dynamic interaction with peers around the world, encountering new ideas and perspectives in what the New York Times has called, "the antithesis of stereotypical teen chat."

Newz Crew is supported with funds from the Corporation for Public Broadcasting, the Deutsche Bank Americas Foundation, the Surdna Foundation, and the Time Warner Foundation. In January 2004, a beta group was established and launched with two dozen students from around the country, who discussed such issues as the situation in Iraq, the Democratic primary, and education reform. The site is scheduled to run for two years.

About Global Kids, Inc.

Founded in 1989 and incorporated as an independent not-for-profit organization in 1993, Global Kids empowers New York City youth with the knowledge, skills, values and experiences needed to become global citizens and community leaders. Through its leadership development and academic enrichment programs, Global Kids educates youth about critical international and domestic issues and promotes their engagement in civic life and the democratic process. Through professional development initiatives, Global Kids provides educators with strategies for integrating experiential learning methods and international issues into urban classrooms. In 2002-2003, Global Kids reached almost 9,000 teens and educators, and ninety-six percent of the high school seniors who participated in the leadership program are now enrolled in college.

Grounded in Global Kids' Power of Citizenry Leadership model, the Global Kids Online Leadership Program integrates the use of the Internet into Global Kids' youth leadership development, media literacy, and civic engagement programming, enabling the organization to reach a wider audience and narrow the digital divide.

About NewsHour Extra

NewsHour Extra is the NewsHour's award-winning current events Web site for students and teachers. Founded in 1997, it provides students with the background and context necessary to make connections between what students are studying in school, and what's happening in the world. Extra looks at the news stories developed by the NewsHour with Jim Lehrer through the eyes of young people.

Through its partnerships with the National Council for Social Studies, NewsHour Extra provides teachers with innovative and practical lesson plans for teaching current events.

An explanation of Google's moves in China

Now that Google is sending Web surfers in mainland China to a Hong Kong-based site, the company is free to display complete search results on any topic without the self-censorship Beijing had required. But that doesn't mean people in China are getting more information.

The Chinese government's own Web filtering tools are blocking people from seeing the results of sensitive searches made on the Hong Kong site, Google.com.hk. And if it wants to, Beijing could keep people on the mainland from even connecting to the Hong Kong site.

Some questions and answers about the situation:

Q: What was Google.cn? Why would someone in China use that instead of Google.com?

A: Google operates a Chinese-language search site that people from all over the world can access. But starting in 2002, Google learned that when Web users in China typed in words deemed sensitive by Beijing, such as "the '89 student movement," referring to the Tiananmen Square massacre, the requests for information didn't always reach Google's servers because of blocking by the Chinese government. The users' Web browsers would stop working or show an error message. Sometimes Google.com was slow or completely unavailable to mainland Chinese users. Or people were even redirected to a competing search site.

The company launched Google.cn, using the Internet domain for China, in 2006 so people in China would have a faster and more reliable site. To be allowed to offer the service, Google had to agree to abide by Beijing's mandate that information deemed subversive or pornographic be omitted. But Google could tell people when it was excluding results.

Q: Why is an open Internet allowed in Hong Kong but not on the mainland?

A: Hong Kong, a former British colony, was granted a degree of autonomy when it returned to Chinese rule 13 years ago. The legal and political freedoms that Hong Kong citizens had under British rule were largely preserved through the transition and are set to remain in place for 37 more years.

Q: Can China take away Google.cn and stop visitors from being sent anywhere else?

A: Yes. The China Internet Network Information Center, which answers to China's Ministry of Information Industry, controls the master "directory" of ".cn" Web sites. It could erase "google.cn" from its domain name registry, which means people hunting for the search engine would be told "site not found." The government also could change what happens when someone types "google.cn" into a Web browser. Instead of ending up at google.com.hk, Chinese Web surfers might end up at a competing Chinese site that still censors results.

Q: Beyond getting service providers such as Google to censor their services in the mainland, how else does China control Internet content?

A: Through filters in Internet cafes, at Internet service provider companies and at the entryways of the main intersections on the network that connect China to the rest of the world. At any point, a sensitive search could get trapped in one of those filters. The person who typed in the search might get an error page and might have problems accessing Google or other sites for some period after, even for non-sensitive searches.

Some savvy users can get around the filters. Various "proxy" servers have been set up by human-rights activists and other volunteers to fool the government into thinking a citizen is reaching an innocuous site. That proxy, in turn, grabs and returns information that might otherwise be censored. The government tries to block these proxy servers as it learns of them, but new ones quickly pop up.

Q: Does China control ".hk" domains as well?

A: No. Those are managed by Hong Kong Internet Registration Corp., a nonprofit organization that operates independently of the government. So while China can block its mainland citizens from viewing Hong Kong Web sites, including those run by Google, it can't go into Hong Kong and shut them down.