First, I want to thank everyone for your great work over the busy Thanksgiving weekend. More than one million customers traveled with us from Wednesday through Monday. And despite storms that hampered our operation in Denver , Chicago and the East Coast on Wednesday, we achieved a departure completion rate of 99.2 percent.

Thanks to all of you who contributed to the success of this busy and challenging weekend, whether you were seeing to the safety and well being of our customers onboard the airplane, or working behind the scenes to ensure a smooth operation. I appreciate all of your hard work, and so do our customers.

On another topic, we filed our October financial results with the bankruptcy court on Tuesday. Record high oil prices and low fares continue to negatively impact our costs and revenue, and we reported an operating loss of $65 million for the month. Further, for the first time since entering bankruptcy, we did not meet the financial goals set by our debtor-in-possession or DIP lenders. In anticipation of this covenant breach, we negotiated a waiver of the covenant from our lenders for the fourth quarter. We anticipate that the fourth-quarter results will continue to reflect a very challenging revenue and fuel-cost environment.

Next I want to remind you of some very exciting news for our company and our country. Next week United makes history by becoming the first U.S. carrier to fly to Vietnam in nearly 30 years with daily service between San Francisco and Ho Ch Minh City via Hong Kong . Getting permission for this route didn't just happen overnight. It took years of behind-the-scenes negotiations between United and all three countries to gain this unique opportunity. This service is of great importance to the traveling public, and it brings tremendous overall benefits to both the United States and Vietnam , and United. A Hong-Kong based crew will fly the inaugural of this historic flight, which will depart Hong Kong as Flight 869 on December 10.

Finally, I'd like to clarify a misconception regarding the future of Success Sharing. We understand that a number of people believe that because Success Sharing was not mentioned on any of the term sheets provided to our unions, that the company wants to eliminate this program. In fact, Success Sharing is part of our business plan going forward. We continue to believe that Success Sharing aligns the interests of all of our employees and has resulted in improved performance during 2004. And it rewards employees for the good work they are doing.

Of course, in order to enjoy the benefit of Success Sharing, we must meet our Success Sharing targets. Despite the challenges we face, as you know, we've worked together to hit our operational targets for the last three quarters. We are consistently delivering the good, reliable service that our customers want.

At the same time, we are continuing to do the hard work that is necessary to prepare United for a successful exit from bankruptcy. We are not just working hard to execute on cost savings and restructuring initiatives but we continue to evaluate and pursue every new revenue generating idea.

By changing the way we do business we can meet our objective to make United a viable, sustainable and competitive enterprise. It is our goal – our shared commitment with all the stakeholders of United – to put in place the structural, operational and cultural changes that will ensure our long-term success.

We're doing this in a fishbowl. United is being judged by a range of interested parties on how we respond to the challenges we face. Every day, potential investors assess our performance and behavior as they consider whether to give us the financial backing we need to exit bankruptcy. Our customers are deciding whether to continue to fly with us. The news media is watching to see how we stack up against other airlines. Potential customers want to see if we can compete on price and service. All eyes are on us right now.

Each of you has already made significant contributions over the past two years to put our company on a far more competitive footing. Our customers clearly recognize that commitment, and they have continued to fly with us even when other choices were available to them. And it is critical that we do everything in our power to maintain that relationship with them. If they walk away, we all lose in our quest to build a competitive, profitable and sustainable company.

That's all for today, I'll talk with you next week. Until then, take care of each other and our customers.