The Transportation Security Administration has announced changes to its security screening procedures that will allow items onboard planes that have been on the list of prohibited items. The changes include allowing passengers to have scissors 4 inches or less in length, and tools such as screwdrivers, wrenches and pliers that are smaller than 7 inches. According to a TSA spokesperson, the agency will be taking a number of initiatives that will continue to enhance and improve security by adding elements of randomness in screening and directing more resources to address the area of greatest threat, which are explosives. These changes will be effective Dec. 22.

The TSA has the ultimate responsibility for assessing threats, and based on those assessments, determining what can be allowed through a checkpoint, and onto the aircraft. We do our part by following all security procedures and remaining vigilant at all times.

Moving on, we continue to conduct face to face interviews with candidates to fill our new hire flight attendant classes for 2006. And while I'm sure that the feelings of anticipation and excitement being expressed by these interviewees are probably not much different from those that you might have had, the first steps in their journey have been very different than they were for each of you.

For starters, the candidates we have interviewed may have learned of the new hire opportunity through an internet forum or chat room. Open houses were not part of their recruitment process. These candidates submitted their applications through our recruitment Web site and within minutes they knew whether they had successfully completed the online screening process. Within a couple of days, they had screening interviews in either Washington or Chicago. And as early as the next day, they were scheduled for interviews at World Headquarters, where, upon successfully completing their interviews, they were offered positions at a specific domicile and scheduled for training.

Historically, the application, selection and job offer process occurred over the course of several months. This process was completed in a matter of days.

It is not surprising that our recruitment process has changed so much since the last time we hired flight attendants, over four years ago. The way people apply for jobs has changed. The nationwide work force itself has changed. And, as you well know, the job of a flight attendant has changed.

For all of these reasons and more, the business of hiring and training new flight attendants is different today. When we forecasted that we would need to hire for 2006, we looked at what other carriers were doing. We looked at different businesses to see what they were doing. And we challenged ourselves to find ways to bring high-caliber individuals into your ranks in a way that was better, smarter and faster, and as cost efficient as possible.

As a result we've made a lot of changes. For example, we raised the minimum age from 18 to 21, because we know that maturity is an important attribute in this very demanding job.

From a training perspective, we decided to use professional trainers in addition to our SAFAs. These professionals will do an excellent job of instructing, and will help us accurately assess our new candidates in training.

We also made the decision to provide an incentive payment for trainees who successfully complete Phase I of training, which includes more than six weeks of classroom training, emergency procedures and training flights, and accept the opportunity to enter Phase II, which includes the initial Operating Experience flight mandated by the FAA. Those trainees who enter Phase II training will receive a fifteen-hundred dollar Phase II Incentive Payment.

Why would we offer an incentive payment? First, we need to attract the best candidates and we found in our review of the job market that different forms of incentives are used by most airlines that are currently hiring flight attendants. Further, the extensive training and room and board that we provide represents an investment of several thousand dollars for each trainee. When trainees drop out of training, we lose the money that we have invested, and we must start over with a new candidate. Thus, it makes good business sense reduce the number of trainees who historically have dropped out of training before completion of the seven-week program. Reducing our drop out rate saves lots of money for the company. All of these changes are aimed at having the best people possible become United flight attendants and continue the good work that you do.

I was reminded of your good work when I received a letter from Ms. Lorraine Giordano of Oakland, California. She said that when she had heard on the news that United would be hiring flight attendants, she wanted to recognize the high standards and professionalism that she had experienced from our veteran flight crews.

Ms. Giordano wrote, “As you prepare to welcome the new flight attendants, use your seasoned and senior flight attendants as role models as, what I consider, the best examples of the profession. The new flight crews will have some “big shoes” to fill. Your veteran flight attendants are top-notch and should be commended for delivering the kind of service that has historically made United one of the best airlines in the country.”

I'm so pleased that there are customers like Ms. Giordano who recognize the good work that you do. I couldn't agree more with her comments and the fact that we have many outstanding role models for our new flight attendants, just as you did when you started at United. I guess there are some things that don't change.

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