Hi, this is Glenn. I’d like to begin my message this morning with a brief update on the status of our discussions with the union coalition leadership, and then move on to the larger issue of United and the realities of our very competitive marketplace. The coalition worked over the weekend to further define their proposed framework, and we’ve remained in contact with them as they do so. It’s fair to say that the dialogue remains open and constructive.

We’re also in contact with the ATSB regarding our updated loan guarantee application, and we’ll continue to keep you informed as we work through the process.

As events continue to evolve, I am very much aware of the need to keep our employees informed on developments. I am also equally, if not more aware, of the need to focus on the future, and United’s ability to successfully compete and to win. The task of ensuring that we are positioned to do so is not something that we can leave for another time.

With that in mind, we have formed a task force, which will be structured to represent all aspects of our total business. It will focus on the non-labor cost and productivity savings that we have embedded in the current strategic plan. The task force will be made up of a combination of internal and external resources that will begin its work this week.

The charge of the task force is to examine and to ensure United’s competitiveness across the full spectrum of our profit margin. It will report to a decision review board that will meet on a regular basis to provide guidance and monitor project milestones and timetables.

This task force will also gather, review and support the thousands of productivity and cost-reduction ideas that we are receiving from you every day, many of which I review personally.

Our business is changing very rapidly. A variety of different business models are being created and offered to the customer. JetBlue and Southwest provide one example. But our major competition is also changing, examining the value that they offer the customer, and mindful that customers today can choose the airline that best suits their perception of good value for their money.

United certainly has strengths that we will continue to use to our advantage -- a longstanding commitment to safety, to reliability and to service -- which simply must continue to improve.

We need to own this space.

We also have global scope and scale, and we must continue to press this advantage, and do so in cooperation with our Star Alliance partners and the right combination of capable regional carrier partners. We will along the way need to be absolutely certain that our partners reflect United’s value proposition to our customers.

Which brings me to the issue of our focus. Focus on every single thing, no matter how seemingly small, that we can do to differentiate ourselves from the pack in the minds of our customers.

To win, we must focus on what it takes to make United the global airline of choice. We must above all be aligned as a United team, regardless of whether we are union or non-union employees.

The customer rightfully should not be burdened with our current financial challenges. The customer simply expects us to perform and to deliver superior value for their money. And that is what we must do, if United is ever to realize our potential.

I’m convinced if we all do our jobs with imagination, resilience and a sense of reaching our potential, aligned and focused as a United team, we will create the global airline of choice and our competitors will be left trying to catch us.

Thanks, and all the very best for a great week.