Hello, this is Glenn.

Last week on the call, I talked about the threat of war with Iraq -- and after hearing from President Bush on Monday evening, we knew more about what to expect. And last night, as we all now know, the war began.

I also talked about the intensity of media attention focused on our company. And, this week has been no exception, with the ramifications of war on the airline industry -- and United's own particular situation -- getting significant media coverage.

Most of the interest this week has been caused by our filing with the court on Monday of the Collective Bargaining Agreement Brief -- it is most often referred to as the "1113c motion." As you know, the filing was necessary to preserve the May deadline for the labor cost reductions that the company must have in place to meet our lenders' covenants. In the filing, we laid out in very great detail:

• the issues that this industry faces;
• the specifics of United's own situation;
• the importance of our ongoing labor negotiations; and
• the financial challenges that the company must resolve.

We also described the rationale for our plan and our confidence that we can transform this company -- by building on our strengths and exiting Chapter 11 as an industry leader. The benefit of such a clear presentation of the facts is that everyone understands our position and our response to the challenges that we face.

In my view, our plan strikes the right balance in achieving our near term goal of successfully emerging from Chapter 11 protection, together with our longer-term commitment to create a resilient, profitable enterprise with more job security for everyone.

Since we filed for Chapter 11 protection, we have been very open -- and very consistent -- about the significant changes we need to make to execute this plan -- and that we fully understand the serious consequences to the company if we cannot not make the necessary changes. This is a particularly important point in the face of this week's headlines about "liquidation."

I fully understand that it is very hard to hear and to read in the press that the possibility of liquidation is mentioned in the filing, but we need to understand that this is simply a reality for a company being in Chapter 11.

As soon as we filed for Chapter 11, we understood that if we could not fix this business, to the satisfaction of the court and other constituent groups, we would not emerge. Said another way -- it's not news that Chapter 11 sometimes leads to liquidation. It's not news that companies in Chapter 11 need to transform their businesses and their cost structures, and it really isn't news that if they don't transform, they don't survive.

What is news is the very recent Iraqi driven revenue shortfalls that the airline industry and United have already begun to experience -- and I mentioned this in advance on last week's call. As we must advise the court of all material issues that may impact our company's ability to conduct business, this was also included in the filing. We included detail of the plans we have in place to manage the various scenarios as they develop.

We are refining our flight schedule options and our contingency planning so that we're ready to act when those changes become necessary. We are carefully --daily -- tracking the changes in customer travel and revenues. And, we are daily monitoring industry and our own data to understand the changing marketplace to be timely in our response. These are extremely difficult times and there certainly are no easy solutions or any convenient, quick fixes.

With all of that having been said, as I have said to you all many times on the call, and as we have discussed together in town meetings -- we have absolutely no intention whatsoever of failing -- and we have every intention of doing a lot more than simply surviving. We know exactly what we need to do to fix this company and we know exactly what we need to do to be successful over the long period.

And, our priority is to continue negotiating with our unions around the clock to reach a consensual agreement that will enable our company to exit bankruptcy and succeed. We are focused on and engaged in every single issue that impacts our company's future -- and every day has to count.

Yesterday, for example -- after our daily meeting with senior management and advisors -- I spent the balance of the day on the phone with several key government people who will be critical in helping us gain support from Washington.

Through all of these complex and distracting events, United people continue to impress everyone with their dedication. Earlier this week in Denver -- simply to cite one example of many -- the snowstorm created possibly the most difficult airport challenge of this winter.

However, as our passengers came off aircraft trapped by the blizzard for up to five and six hours, they had compliments for the crews on board. Later we heard the same high marks given to our people on the ground and our people on the phones. As we have consistently said, it is always the best measure of any organization -- how it is able to pull together in the face of really tough and difficult circumstances.

This time for us right now, is clearly the toughest and most difficult of all circumstances in United's history. And, through it all, you are a credit to yourselves, to your colleagues and to the company. And all we can say is thanks again for continuing to do your best work. So please, stay United and I'll be talking to you soon as events in this difficult environment continue to unfold.