Hi, this is Glenn, and it's Monday, June 16.

We had a very busy week last week. We had good meetings — productive meetings — with our board of directors and Creditors' Committee. Among other things, we updated them on the progress in cost containment, revenue enhancement and restructuring efforts, and we reviewed the business plan.

As we've said before, the fundamentals of our plan are no different from what we have been talking about both with you internally and publicly.

1. Focus on our core customers — the premium business segment — reinvigorate the brand, and enhance our revenues.

2. Optimize our network to profitably serve a full range of customers.

3. Achieve and maintain a competitive cost structure.

4. Continue to deliver operational excellence and improve on it as we go forward.

Our unit costs are down, and we are capitalizing on the flexibility of our new collective bargaining arrangements. We are realigning our organizational structure. We're revitalizing the leadership team and we're bringing in new talent. We narrowed substantially the gap between United and the industry in unit revenue in May — and that is very encouraging — and June is looking encouraging as well.

The plan was well received by both groups, primarily because of the clear progress we are making on each of its components and because it logically taps into and enhances United's clear core strengths.

We also discussed timing for our exit from Chapter 11. Our progress to date has given us the opportunity to weigh options regarding exit timing. We are going to exit when, after balancing a range of factors, it's best for our company to do so. We'll continue to discuss timing and exit financing options with lenders, the Creditors' Committee, the board and others who have an interest in providing United with exit financing.

In both meetings, we underscored the results of actions taken recently, particularly on the revenue and customer side. We have overwhelmingly positive feedback from customers who were covered in our sales blitz, more than 200,000 registrations for the "fly three, fly free" offer in the first two days, calls into our sales support center were more than double their usual level during the two days of the blitz, passengers have been buying up to the higher fares and converting from other competitor airlines.

It is important to realize that it took significant integration and effort across multiple divisions to make this all happen. And this is precisely the kind of energy, optimism and discipline United needs to continue. This is the way to drive demand and for us it's just the beginning – we continue to roll out customer initiatives and enhancements such as the accelerated boarding process we announced last week.

We all know that much work remains to be done, but we're much better positioned today to succeed and restore United to its position of leadership.

Customers are responding well. There was a notable rise in the number of complimentary feedback received by Customer Relations over the last week. Customers are taking the time to fill out their comment cards in the airports and send letters applauding us for excellent service and for professionalism and kindness demonstrated by all of you — our frontline employees.

Our competitors are not asleep at the wheel, however, and as we make progress and continue to improve on-time performance and other measures, so will they. We need to be aware of this and remain focused, just as we all have in the last several weeks.

Two weeks ago, we logged the best single day on-time :00 all year — 84 percent. If we continue, customers will respond, just as they did to our sales calls last week.

This weekend, Jackie and I took the time to gather together with many of our United colleagues — over 500 — to do United's part in a charity initiative called Chicago Cares. More than 500 Chicago-based employees of United, decked out in their powder-blue United Cares t-shirts, fanned out to paint schools, rake yards, do small repairs, but simply send a message to the city of Chicago that our employees — our volunteers — still care about their communities, despite the fact that we are wrestling with such tremendous challenges of our own.

I'd like to close the call by thanking all of those employees who took time out of their personal schedules on Saturday to gather together to celebrate our relationship with one another and to help those who are less fortunate than we are. Thanks very much for making Chicago Cares a special Saturday, and I was delighted to be a part of it.
That's it for now. I'll be talking to you again soon as we continue to improve the quality of our work and to generate the types of results that I enjoy sharing with you on the calls.

Until then, stay united, and I'll be talking to you soon.