Hi, this is Glenn and it's Monday, August 11th.

As many of you I'm sure know, we had a very full week last week, which included a board of directors meeting on Thursday, a creditor's committee dinner Thursday night and a meeting with the creditor's committee on Friday.

We had the opportunity to participate in the signing of the O'Hare Modernization Bill at the O'Hare Airport signed by the governor of the state of Illinois. We were joined by the mayor of Chicago, Mayor Daley; the speaker of the House; Congressman Lipinski; and many other important dignitaries were given the opportunity to celebrate the signing.

United was the only airline invited to participate and to take a speaking role. And we were delighted to add our congratulations to the occasion, and I was pleased to have the opportunity to do so.

I also had the opportunity last week to participate in a number of employee meetings. Notably, on Wednesday I had the opportunity with Pete McDonald to speak to the Pursers Seminar here at the headquarter building over at the training center. I had the opportunity, after on the same day, to meet and spend some quality time with the Employee Recognition Advocates group. And then had the opportunity to speak with the staff of the Idea Center and share their thoughts as to how things were going with the Idea Center and what we might do to make it even more effective.

It was a week in which we had the opportunity to share many ideas, but that isn't really why I wanted to mention to you that we had all of these meetings last week. I wanted to take the opportunity to speak to a particular issue.

And that is the extent to which we are repeatedly hearing compliments about all of the experiences that our constituents -- our customers, our directors, our employees and our creditors -- are having with the performance of the company. And by that I mean the performance both operationally and from a customer satisfaction perspective.

One such occasion I was given the opportunity to share with all of the leaders on the leadership call on Friday, and it involved a comment made by one of our directors with regard to one his personal friends who also happens to be a very important customer of United's.

And this very important customer of ours, and personal friend of his, reported on the experience that he had with Captain Bustamante when he was trying to get through O'Hare to Los Angeles to make a very important speaking engagement the following morning. And Captain Bustamante made it his personal business to see that this passenger was rebooked because of irregular operations in O'Hare and made certain that he would get the opportunity to be able to deliver those important remarks.

This customer of ours now cannot speak too highly of how extraordinary it is that United continues to perform -- said better, United people -- continue perform at such a high level despite the recurrent theme that it is a difficult time. We are going through a chapter 11 filing; we continue to have incremental security challenges; the industry environment and the revenue environment continue to be very difficult; the weather for United, certainly here at O'Hare, has been difficult; we have suffered a good many irregular operations days; load factors are very high.

But, that having been said, our employees, all of you, all of us on this call, despite distractions, continue to operate at a very high level. Witness the fact that we continue to hear more and more of these stories. That's very motivating for all of us together.

I think it also speaks to an increasing recognition that to be successful, all of our jobs are more than simply our job descriptions. We all know that our pilots and our flight attendants are our front line of customer service. And, our Customer Service agents are, in addition to being excellent Customer Service personnel -- really are problem solvers. Our pursers are frontline communicators and they are our Sales people as well.

And, of course by the same token, in every interaction that senior management and I have with customers, on board or in the airport, we are ambassadors for the company, marketers for Mr. Tague and his team and customer service people as well whenever we are given the chance to be pressed into service by any of our colleagues on the concourse.

This is what we are continuing to see all across the system: employees, United employees, are going above and beyond the call of duty or their specific job description. We're beginning to see just how connected each one of us is to the rest of the organization and how our actions have the potential to make a real impact on the public's perception of the new United.

It's these stories, these kinds of stories, that give me the sense of United coming together as a team all across the operation, all across the world. And that's profoundly important.

We all know that there were too many silos at United. And those silos kept us from being as good as we could be. And I see that changing dramatically and that is profoundly encouraging. We see the results first-hand in the reactions of customers, and our operations metrics, and ultimately this is obviously going to be reflected in our revenue growth.

It's an important time for us to send a confident message to the marketplace, not only to our customers and to those who we want to be our customers, but also to our competitors. And our competitors, I am certain, are getting the message.

So often I've wanted to take the time to deliver this thank you message to all of you on this call, and just have been convinced that there was important news that I should deliver rather than taking a moment to do this. So I've now had the opportunity and I want to convey to you how very much we appreciate the job that you are all doing.

And, I'll be talking to you again soon, but until then, stay united.