Hi, it's Glenn. It's Tuesday, the 6th of February, and I'm calling from Chicago.

Last week, I was in Washington speaking at a forum on air and space law, organized by the American Bar Association.

Two years ago, I spoke to the same group and, at that time, I talked about the magnitude of the work we had undertaken at United... work that would, when complete, put us in a position to compete.

Last week, on the anniversary of our exit from Chapter 11, I very much enjoyed telling the audience how much we've accomplished since I last talked with them, and how competitive we are today at the company... including our success with the recently announced China route connecting Washington to Beijing.

With the restructuring behind us, I told them that the key to our success has been understanding how important it is to keep a very balanced focus on our three constituent groups -- our customers, our employees and our investors.

And, that balancing the needs of customers, employees and investors has never been a strength of this industry.

To speak to the progress we're making in our focus on our customers, how that's driving different ways of working and providing our employees the tools and training that they need to be successful, I'm joined on the call today by Terry Brady, our general manager of Washington Dulles.

We are very pleased to have Terry back at United. He served in a number of customer service and sales positions in Seattle and San Francisco from 1991 to 2001. And, he spent the last few years in leadership positions at two travel companies, including TravelPort, the parent company of Orbitz and Galileo.

I have asked Terry to join us on the call for the first time and give us an update on the work under way at Dulles, building on our new premium lobby and boarding processes already implemented in San Francisco.

So, Terry, welcome back, and I'll turn the call over to you.

Terry:

Thanks, Glenn.

This is great timing as we are in full gear, implementing these new enhanced features for our customers here at Dulles. Our first test gate was put in place on Monday, and the actual, hands-on training for our customer service representatives begins this week.

We're also on track to realign our lobby to improve the check-in experience for our Global Services, 1K and United First and Business class customers. And we'll provide our top customers with front-of-the-line security access, consistent with San Francisco's offering.

For all of us at Dulles, this is a great opportunity -- and a challenge -- as we know we're the first of United's hubs to deploy the new separate boarding lane and check-in enhancements based on the design and testing work that our colleagues in San Francisco did.

In fact, I and 10 members of our team traveled to San Francisco last week to receive a detailed orientation from the group that spearheaded the work there. They filled us in on what's working, what still needs to be adjusted, and how both our employees and our premium customers there have reacted to the changes in the processes and the airport experience. It was really terrific to see what a win-win this is, and our team returned home very excited about getting started.

While we're learning from San Francisco's work, Dulles, like any of our larger airports, has unique challenges that we're also going to address as we proceed. Facility constraints, including a less-than-optimal lobby lay-out, and ongoing construction are just a couple of issues we're addressing. But ultimately, providing these differentiated products and a higher level of customer attention will improve our ability to serve our customers - as we continue to grow into an increasingly important international gateway for United.

There's a lot of great collaborative work going on right now between our leadership team and the support staffs at headquarters. This is especially important as we know how aggressive the 2007 plans for the many customer-focused features of the Customer Experience work are. For our plans to succeed, though, each airport really needs to take ownership for the implementation and the long-term success of these enhancements.

To help us achieve the goals we've set for ourselves, we're using the core principles of Continuous Improvement -- standard work, performance and issue boards, visual management with metrics that we track regularly. Just like our ongoing attention to on-time departure, jet bridge and baggage performance goals, we're focused on ensuring the delivery of a consistently higher level of service to our business and other frequent travelers as it becomes an integral part of our daily operations.

With that, I'll turn it back to you, Glenn...

Glenn:

Thanks very much, Terry, much appreciated. It's a great way to start your new role as general manager at Dulles.

We all know that it's not easy to change the way that we work. Focusing on our customers is critical in making those changes and is something we can all work to accomplish... knowing that when our customers decide that United is the airline they'll choose and recommend, we succeed, and that means success for United, all of us at United, and our investors.

Underpinning success for all our constituents is a healthy balance sheet, something else that has eluded many in this industry. Yesterday, we announced that we have been able to pay down nearly $1 billion of our $3 billion loan... and we have refinanced the remaining $2 billion at a significantly lower rate. This reflects our improved financial condition and the market's confidence in our company.

That's all for now. I'll be talking to you again soon. Until then, stay focused on our customers, and on one another...and stay united.