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We scheduled this call to last about 45 minutes, which includes time for questions and answers.
Before we begin, let me remind everyone that the discussion this morning includes forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, which reflect the Company's current view of future events and financial performance. The words expect, plan, anticipate, believe and similar expressions identify forward-looking statements. Any such forward-looking statements are subject to risks and uncertainties, and the Company's future results of operations could differ materially from historical results or current expectations. For more details on these risks, please refer to the cheap earrings Form 10-K and other SEC filings.
Also, please note that no portion of this call may be rebroadcast in any form without the prior written consent of JCPenney. Replays of today's webcast will be available for 90 days. For those listening after February 5, 2009, please note that this recording will not be updated, and it is possible that the information discussed will no longer be current.
On this morning's call we have two speakers. Mike Ullman, Chairman and Chief Executive Officer, will start with some comments reflecting on our performance for 2008 and our initial outlook for 2009. Bob Cavanaugh, our Executive Vice tiffany and Chief Financial Officer, will then make a few comments about our pension plan before we take your questions.
Now will turn it over to Mike Ullman.
MIKE ULLMAN, CHAIRMAN & CEO, JCPENNEY: Thank you, Phil. We want to spend most of our time on the call responding to your questions. We are eager to talk to you about '08 and '09. We thought it might be helpful to reflect on a year ago when we announced our Bridge Plan. You may remember our Bridge Plan was outlined to divide our initiatives between those things we were going to moderate like inventory and expense; things we are to maintain, which is our focus on the customer, our associates and our investors; and things we are going to accelerate like our installation of Sephora inside JCPenney, the launch of American Living and our other merchandising and other initiatives. We think it is very important given the storm that is going on around us in terms of a very difficult consumer cheap key rings and the lack of traffic in our stores and in malls today that we differentiate our underlying financial picture from many of our competitors.
Despite the deteriorating economic climate, we have executed our Bridge Plan very well. For example, a year ago we said our goal for the year would be to have a positive cash flow for 2008. I'm pleased to say we have over $20 million free cash flow generated in 2008, despite the precipitous downturn in traffic and sales in the second half of the year.
We also ended the year with in excess of $2.3 billion in cash on hand and did not access the bank borrowing facilities during our peak inventory period.
We think it is important, as some have pointed out, that we are the most efficient in terms of cash utilization in our peer group. Being financially strong and having the financial flexibility is a testament to the sound planning of our financial team over the last five to six years.
During the year we stayed focused on our three key constituencies -- our customers, our associates and our investors. We instituted the customer first program last February, and we've delivered on the desired results. Our overall satisfaction is the highest in our history and actually achieved our highest score in the month of December, which is the toughest and busiest month to execute.