Glenn Tilton
Glenn Tilton
Glenn Tiltonwas Midwest Chairman and a member of the Executive Committee, at JP Morgan Chase, a position he has held from June 6, 2011 to 2014. Tilton was formerly non-executive Chairman of United Continental Holdings Inc.,, the parent company of United Air Lines, Inc. and Continental Airlines, Inc. as of October 1, 2010. Tilton was formerly Chairman, President, and CEO of UAL Corporation from 2002-2010...
business focusing growing landing line means
We are focusing on the things that we do best, which means growing our business in engines, landing gear, high-tech components, avionics and line maintenance,
agreements business compete continued cooperation employee forward groups help reach redesign unions work
We look forward to continued cooperation with all of our unions and employee groups as we work to reach consensual agreements that will help us redesign our business and compete more effectively in the long term.
business carriers clear compete customer offering platform service strategy strongest
Today, we have the business platform we need to compete with the strongest carriers and a clear strategy of offering the right service to the right customer at the right price.
across business company solid united
United is a fundamentally better company today, with sustainable improvements across the business and solid operational performance,
business compete enable exit far financing full plan support viable
show just how far we have come at United. Our business plan is viable and financeable and has the full support of the banks. This financing will enable us to exit and to compete effectively in this industry.
chapter marks position renewed starts today
Today marks a new chapter for United, and it starts from a renewed position of strength.
bankruptcy date early exit expect february target
We expect to formally exit bankruptcy in early 2006, with a target exit date of February 1st.
cease challenges chapter competing exit forward reminder
We look forward to competing with Southwest, as we do in other cities, ... a reminder that our challenges will not cease the day we exit Chapter 11.
aggressive compete cost create durable opportunity plan revenue rules structure succeed work
Our plan will have to be more aggressive than it was out of court. We will need more cost savings. Work rules will have to be on the table. We have to take this opportunity to create a different and durable cost structure that allows us to compete and succeed in a different revenue environment.
commodity minimum product provide service
other U.S. competitors who provide a commodity product with the barest minimum of service.
financial foundation reflects united
reflects the financial foundation of the much stronger, much more competitive United that we have built.
ability billion build exit fact financial financing four proposals solid success work
The fact that we have proposals for up to $3 billion in exit financing from four of the most prestigious financial institutions in the world is solid confirmation of the work that we have done together, and most importantly, of our ability to build on that success in the future,
compete confident effect environment high market oil ourselves position prices result whatever work
We've put ourselves in a position to be able to compete with the effect of high oil prices in 2006. I'm confident that the work that we've done will put us in a position to have a competitive result whatever the market environment may be.
achieved build company deal dedicated global great network
We have achieved a great deal in our restructuring to reposition this company and build upon our assets, an unrivalled global network and our dedicated employees.