Hello this is Jane Allen with an update for Friday, October 21, 2005.

Next week marks the one year anniversary of the inauguration of our p.s. transcontinental service between JFK and San Francisco and Los Angeles. This service has been a huge success and it provides an excellent example of how understanding our customers and serving their needs in a particular market enables us to beat the competition.

We designed p.s. to attract and effectively serve the high-yield customers that are crucial to our bottom line. Customers in premium cabins account for more than half of our overall transcon revenue. We believed then that we could separate ourselves from our competition by creating a differentiated transcon travel experience in the JFK-SFO and JFK-LAX markets through a combination of service, catering and passenger environment. And guess what - it worked. Since we introduced p.s., our premium cabin share has increased by over 50 percent. Not only are our customers telling us that they'll likely fly with us again, but they have a higher opinion of United overall based on our DIR ratings, which are some of the highest in the system. These ratings are driven specifically by flight attendants, aircraft condition, meals, seat comfort and entertainment.

Your role in supporting p.s. this past year has helped to differentiate United in the market and enhance our competitive position among other carriers. So, as we wish p.s. happy anniversary, we also say thank you for the great work you have done to get p.s. off the ground, and for your efforts every day to deliver the level of service that impresses and attracts new customers.

Adopting innovative approaches and delivering stellar service experiences like p.s. will enable us to effectively compete as we prepare to operate outside of bankruptcy. Just this week, Southwest announced plans to expand service to Denver early next year. Their return to Denver comes as no surprise – we"ve been expecting them – and we are prepared to beat them. Our Denver hub is doing well thanks to Ted, our revenues are up and our costs are down. We have a suite of products that will be more attractive to our customers than what Southwest has to offer. And thanks to innovative products like p.s. and Ted, we’ve proven that we can beat the competition.

As we work hard on the competitive front, all of us should be gratified by the progress we are making in our march to exit from bankruptcy. We moved yet another step closer this week when the Bankruptcy Court approved our Disclosure Statement on Thursday. Prior to the hearing, we resolved several objections in an amended Disclosure Statement filing, including objections from the PBGC, the Public Debt Group and the U.S. Trustee. At yesterday’s hearing, we agreed to make some minor additional changes that were requested by these parties. A revised Disclosure Statement, based on these changes, will be included as a part of the Company’s solicitation package to creditors who are entitled to vote on our Plan of Reorganization, or POR. We expect to distribute the solicitation package and ballot to our creditors entitled to vote around October 27. Voting closes on December 19. During this time, creditors can file objections with the Bankruptcy Court concerning the substance of the plan. In that event, we’ll have a prescribed amount of time to respond to the objections, after which all votes will be counted. The Confirmation Hearing before the bankruptcy judge will take place in January.

We remain on track to emerge from bankruptcy protection around the first of February 2006. As we move forward, we're focusing on our core business and delivering products and services to our customers that consistently meet or exceed their expectations. Our goal is to continuously do things better at the same time that we take costs out of the business. And it's vital that we balance the interests of customers, employees and investors in everything we do and in every decision that we make. We’ve come this far because we’re basing all of our decisions on what’s right for the long term success of the company, and because we've learned to balance the interests of our three key stakeholders – our customers, our employees and our investors.

That’s all for today. Fly safely and thanks for listening.