Hi, it's Glenn. It's Saturday, Oct. 11, and I'm in Denver.

As we reported in NewsReal earlier this week -- and as the media has
reported widely -- we filed applications yesterday with the Internal
Revenue Service (IRS) asking for funding waivers that would allow our
company to smooth contributions to all of our (U.S.) pension plans over
five years.

This step is one of several options we're pursuing simultaneously to
address our short-term pension obligations. If the waivers are granted,
they would make our short-term pension obligations more manageable,
which is important to our ability to attract the financing we need to
exit Chapter 11 as a stable and a sustainable business over time.

I encourage all of you to read yesterday's NewsReal story and questions
and answers that accompany the NewsReal for more detailed information,
as well as the official notification and cover letter that you will
each receive shortly, explaining the details. In the meantime, we'll
keep you posted as this issue develops.

I'd like now to turn to some other developments from the week.

We made a number of announcements this week in NewsReal and press
releases that seemed relatively unrelated. But, if we take them all
together, they are linked by what I view as an operating theme for us
as a company: and that is that United taking fresh approaches to the
way we operate in many ways across the organization. Here for you to
think about are a couple of examples.

On Monday we announced that customers with travel booked through Denver
International Airport can add an extended stopover there in Denver for
a $60 fee. The idea came from Denver Mayor John Hickenlooper. We
examined it seriously, because we are constantly looking at what
customers want -- and at new ways to respond to the needs of the
communities that we serve.

It made sense. It gives customers more flexibility; it'll stimulate
tourism to Colorado's regions beyond Denver; and, it means extra
revenue for United -- a win-win.

Another example: the expansion of our Caribbean service. This week we
announced Grand Cayman-Chicago, Cancun-Chicago and new service out of
Washington to San Juan. We entered the Caribbean market slowly and
have been gaining experience on what our customers expect and the best
way for United to serve the area. Now, we're taking that experience
and expanding intelligently into some competitive and popular markets.

And one more example: today, we posted an application on SkyNet for
employees interested in joining the Employee Advisory Council that will
work with the launch team for United's low-cost operation. The goal
here is to tap into your varied and deep operational knowledge, your
creative ideas and your personal insights that will help make the
United LCO the kind of product that customers value and that employees
will be proud of.

Again -- this is a fresh approach geared to unlock the wealth of
expertise and knowledge in our company and to better connect the
different parts of the operation.

I am seeing these integrated efforts all over the company in many ways
large and small that, when added up, amount to a positive direction for
United.

Yesterday, Greg Hall told us on our weekly leadership call about six
technicians in the San Francisco Engine Shop who decided to approach a
routine engine repair in a new way. Using existing technology, they
developed a new repair process for an on-wing wide body engine that
avoided the time and the expense of an engine removal. This innovative
and fully FAA-compliant process not only saved United two to three
million dollars on this engine, equally important it is repeatable in
the future.

I'd like to say thank you to those PW4000 technicians -- this is this
kind of initiative and the kind of thinking that is helping make United
a distinctive competitor again.

As always, I'll be speaking to you again soon. Until then, remain
focused and stay United.