Jumpseatnews.com - United Airlines flight attendant resources
SPECIAL MESSAGE from Glen Tilton, discussing United's Present and Future.
Date: Dec 06, 2002
As United faces its future, Chairman, President and
CEO Glenn Tilton talks about the company's plans,
options, challenges and opportunities.
What does Wednesday's ATSB decision mean for United?
No matter how it's painted by others, it doesn't
mean failure. The work we did for the ATSB
application was valuable work. In many ways, it has
put us ahead of the industry in figuring out how to
deal with the problems that all airlines face. We
didn't get the loan, but we confronted our issues
together and the work we've done with the coalition
will serve as a platform to build on as we move
forward.
Is Chapter 11 now inevitable?
We have been preparing for a Chapter 11 filing for
months and we are ready if we decide that's the best
course for the company. Obviously, with what was
essentially a no from the ATSB, Chapter 11 becomes a
more likely outcome because it allows us to
restructure and continue to serve our customers
while we do it.
How can Chapter 11 be good for our company?
Chapter 11 is a difficult process, but we can - and
will - be successful if we file. First and
foremost, under Chapter 11, we continue to operate,
to serve our customers, to lead the industry in
operational excellence and quality. And for us to
be successful long term, our customers must be able
to count on us. We also believe we will have the
benefit of financing that we didn't have prior to a
filing.
Under Chapter 11, our plan will have to be more
aggressive than it was out of court. We will need
more cost savings. Work rules will have to be on
the table. We have to take this opportunity to
create a durable, stable cost structure that lets us
compete and succeed in a different revenue
environment.
What are your goals now?
My goal has always been the same: to transform this
company. We need to create an economic structure
that we can sustain and that doesn't get in the way
of providing excellent service to our customers.
Too often, our internal issues have undermined our
relationships with our customers and that's just not
good business.
Simply put, my strategy is to leave no customer
unloved. We need to make sure the customer in 18A
feels the same connection to this airline as the
customer in 2A. We also need to understand how to
compete with the low-cost carriers.
In the end, we have to please our customers and
defend our business. If we do that to the best our
of ability, we will protect our future.
CEO Glenn Tilton talks about the company's plans,
options, challenges and opportunities.
What does Wednesday's ATSB decision mean for United?
No matter how it's painted by others, it doesn't
mean failure. The work we did for the ATSB
application was valuable work. In many ways, it has
put us ahead of the industry in figuring out how to
deal with the problems that all airlines face. We
didn't get the loan, but we confronted our issues
together and the work we've done with the coalition
will serve as a platform to build on as we move
forward.
Is Chapter 11 now inevitable?
We have been preparing for a Chapter 11 filing for
months and we are ready if we decide that's the best
course for the company. Obviously, with what was
essentially a no from the ATSB, Chapter 11 becomes a
more likely outcome because it allows us to
restructure and continue to serve our customers
while we do it.
How can Chapter 11 be good for our company?
Chapter 11 is a difficult process, but we can - and
will - be successful if we file. First and
foremost, under Chapter 11, we continue to operate,
to serve our customers, to lead the industry in
operational excellence and quality. And for us to
be successful long term, our customers must be able
to count on us. We also believe we will have the
benefit of financing that we didn't have prior to a
filing.
Under Chapter 11, our plan will have to be more
aggressive than it was out of court. We will need
more cost savings. Work rules will have to be on
the table. We have to take this opportunity to
create a durable, stable cost structure that lets us
compete and succeed in a different revenue
environment.
What are your goals now?
My goal has always been the same: to transform this
company. We need to create an economic structure
that we can sustain and that doesn't get in the way
of providing excellent service to our customers.
Too often, our internal issues have undermined our
relationships with our customers and that's just not
good business.
Simply put, my strategy is to leave no customer
unloved. We need to make sure the customer in 18A
feels the same connection to this airline as the
customer in 2A. We also need to understand how to
compete with the low-cost carriers.
In the end, we have to please our customers and
defend our business. If we do that to the best our
of ability, we will protect our future.
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