- Mar 26, 2004
- 49
- 0
Today's Special News:
1. Glenn Tilton's EYE-ON-UA Message to Employees
* To listen to the message, call Unitel EYE-ON-UA (393-6682),
1-847-952-1122 or toll-free in the United States 1-800-EYE-ON-UA
(393-6682)
and select option 2.
----------------------------------------------------
Glenn Tilton's EYE-ON-UA Message to Employees
----------------------------------------------------
Hi, this is Glenn and it is Friday, the 13th of August and I am calling
from
Chicago.
Last week on the call, I talked about responsibility, accountability
and the
importance of making the right decisions, regardless of how difficult
or
tough the decisions may be. And, I talked about the need for those who
have
a stake in the future of United to participate fully in the discussions
regarding our decisions.
Since that call, we have had many such discussions. We have had
information
sharing meetings with four of our union groups and others are currently
scheduled. On Wednesday we had our monthly creditors committee meeting,
and
yesterday we met with our board of directors for the second time in two
weeks.
Today on the call, I am going to talk about some of the things that we
discussed with our creditors committee and our board.
The single most important thing that we discussed and we all agreed, is
that
United today is at a critical crossroads. If ever there was a time in
the
company's history where we needed to stare hard at the facts and the
reality
of our situation, and at the marketplace in which we compete, now is
the
time.
Our history shows that we have repeatedly shied away from difficult
decisions and today, we are suffering the consequences of either poor
decisions or decisions that we avoided.
We have made significant progress in the past two years, as hard as
that
experience has been on all of us. We have dramatically improved the
company, and we need to continue to build on that foundation.
As Pete McDonald, our chief operating officer, mentioned on a recent
call,
we know we have more to do across our cost structure. And that work is
going to be across the entire organization, including headquarters, and
we
are moving forward
daily on performance and cost improvements. And, many of you
continue to contribute your ideas on how we can improve.
We must be cost competitive. We must be able to weather the impact of
external factors that are beyond our control, such as the cost of fuel,
which is today at a 20-year high with no sign of relief, coupled with
the
continued pressure on our revenue line.
Our discussions with both the creditors and the board are very direct,
they
are very candid, with the knowledge that everyone has a commitment to
the
successful restructuring of United. I expect our ongoing meetings with
our
union groups will be equally open, direct and candid, and share the
same
commitment.
Where we have differences, we will resolve our differences based on the
facts and based on our mutual interests for the success of the entire
enterprise.
We should all have the same ambition for United: Working together to
get the
company in the best possible shape to compete and, to have a future
that
allows us to participate in the industry for the longer term, whatever
that
future may be.
Within this environment, we must have and be able to execute a feasible
and
a finance-able business plan. I can tell you, without any doubt, that
to
achieve that ambition, we are going to have to make tough choices.
We must also continue to deliver the experience our customers now have
come
to expect from the new United. Your ability to consistently meet and
exceed
performance targets during this time of such change and stress and
potential
distraction has distinguished us in the eyes of customers and
commentators.
And, I know how hard this has been on all of you.
But I have to tell you; you have done more to reestablish our
credibility
with our customers than any combination of advertising, special fares,
or
other incentives that we have devised. When our customers make their
choices, the experience that they have with every employee at United is
critical.
It is precisely because of the success of the past two years, because
our
customers have told us they want to continue to fly United -- that I
know,
that I believe we are going to get through this challenging time.
We need to constantly remind ourselves what this is really about. This
is
about the future of United and it's about the future of everyone who
works
at the company or has a stake in the company.
We will do the work necessary to complete a credible business plan that
will
attract the financing we need and, that best meets the various needs of
our
employees, our creditors and the court.
Decisions that may seem very tough today will be the decisions that
will
reposition this company to the benefit of our employees and other
stakeholders for the long term. We have to be accountable for these
decisions and we have to decide which road we are going to take.
There is a genuine opportunity for us. Keep your focus on the one that
ensures success -- our relationships with one another and with our
customers.
I will be talking to you again soon, and until then, keep your heads
up,
stay focused and most of all, stay united.
----------------------------------------------------
*** Away from work? Call in for NewsReal.*** Dial 800-EYE-ON-UA,
Unitel
EYE-ON-UA (393-6682), or 847-952-1122.
NewsReal also is available on SkyNet,
United's Intranet (from a UAL desktop at http://skynet.ual.com or via
the
Internet at http://united.intranet.ual.com).
----------------------------------------------------
Lisa Perkins - WHQPR Unitel 700-6820
----------------------------------------------------
1. Glenn Tilton's EYE-ON-UA Message to Employees
* To listen to the message, call Unitel EYE-ON-UA (393-6682),
1-847-952-1122 or toll-free in the United States 1-800-EYE-ON-UA
(393-6682)
and select option 2.
----------------------------------------------------
Glenn Tilton's EYE-ON-UA Message to Employees
----------------------------------------------------
Hi, this is Glenn and it is Friday, the 13th of August and I am calling
from
Chicago.
Last week on the call, I talked about responsibility, accountability
and the
importance of making the right decisions, regardless of how difficult
or
tough the decisions may be. And, I talked about the need for those who
have
a stake in the future of United to participate fully in the discussions
regarding our decisions.
Since that call, we have had many such discussions. We have had
information
sharing meetings with four of our union groups and others are currently
scheduled. On Wednesday we had our monthly creditors committee meeting,
and
yesterday we met with our board of directors for the second time in two
weeks.
Today on the call, I am going to talk about some of the things that we
discussed with our creditors committee and our board.
The single most important thing that we discussed and we all agreed, is
that
United today is at a critical crossroads. If ever there was a time in
the
company's history where we needed to stare hard at the facts and the
reality
of our situation, and at the marketplace in which we compete, now is
the
time.
Our history shows that we have repeatedly shied away from difficult
decisions and today, we are suffering the consequences of either poor
decisions or decisions that we avoided.
We have made significant progress in the past two years, as hard as
that
experience has been on all of us. We have dramatically improved the
company, and we need to continue to build on that foundation.
As Pete McDonald, our chief operating officer, mentioned on a recent
call,
we know we have more to do across our cost structure. And that work is
going to be across the entire organization, including headquarters, and
we
are moving forward
daily on performance and cost improvements. And, many of you
continue to contribute your ideas on how we can improve.
We must be cost competitive. We must be able to weather the impact of
external factors that are beyond our control, such as the cost of fuel,
which is today at a 20-year high with no sign of relief, coupled with
the
continued pressure on our revenue line.
Our discussions with both the creditors and the board are very direct,
they
are very candid, with the knowledge that everyone has a commitment to
the
successful restructuring of United. I expect our ongoing meetings with
our
union groups will be equally open, direct and candid, and share the
same
commitment.
Where we have differences, we will resolve our differences based on the
facts and based on our mutual interests for the success of the entire
enterprise.
We should all have the same ambition for United: Working together to
get the
company in the best possible shape to compete and, to have a future
that
allows us to participate in the industry for the longer term, whatever
that
future may be.
Within this environment, we must have and be able to execute a feasible
and
a finance-able business plan. I can tell you, without any doubt, that
to
achieve that ambition, we are going to have to make tough choices.
We must also continue to deliver the experience our customers now have
come
to expect from the new United. Your ability to consistently meet and
exceed
performance targets during this time of such change and stress and
potential
distraction has distinguished us in the eyes of customers and
commentators.
And, I know how hard this has been on all of you.
But I have to tell you; you have done more to reestablish our
credibility
with our customers than any combination of advertising, special fares,
or
other incentives that we have devised. When our customers make their
choices, the experience that they have with every employee at United is
critical.
It is precisely because of the success of the past two years, because
our
customers have told us they want to continue to fly United -- that I
know,
that I believe we are going to get through this challenging time.
We need to constantly remind ourselves what this is really about. This
is
about the future of United and it's about the future of everyone who
works
at the company or has a stake in the company.
We will do the work necessary to complete a credible business plan that
will
attract the financing we need and, that best meets the various needs of
our
employees, our creditors and the court.
Decisions that may seem very tough today will be the decisions that
will
reposition this company to the benefit of our employees and other
stakeholders for the long term. We have to be accountable for these
decisions and we have to decide which road we are going to take.
There is a genuine opportunity for us. Keep your focus on the one that
ensures success -- our relationships with one another and with our
customers.
I will be talking to you again soon, and until then, keep your heads
up,
stay focused and most of all, stay united.
----------------------------------------------------
*** Away from work? Call in for NewsReal.*** Dial 800-EYE-ON-UA,
Unitel
EYE-ON-UA (393-6682), or 847-952-1122.
NewsReal also is available on SkyNet,
United's Intranet (from a UAL desktop at http://skynet.ual.com or via
the
Internet at http://united.intranet.ual.com).
----------------------------------------------------
Lisa Perkins - WHQPR Unitel 700-6820
----------------------------------------------------