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...
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.
including korea performed recognize united work
We also recognize that there is work where we at United do not have an advantage. That work is performed for us by vendors in the U.S., Korea and other countries, now including China.
achieve airline continue financial good health magnitude necessity number parties progress recovery restoring unions work
While no one underestimates the magnitude of the challenge, we are making good progress on our financial recovery program, ... We continue to work vigorously with all of our unions and other parties to achieve our number one goal: restoring the financial health of this airline without the necessity of an in-court process.
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.
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.
evidence progress results solid united work
These solid results are evidence of real progress in our work to make United competitive and resilient.
agreements along challenge cutting force framework last progress recent stepped toward weeks work
This is the last of the tentative agreements with our work force and underscores the significant progress we have made in recent weeks toward cutting costs, ... The IAM, along with our other unions, has stepped up to the challenge by cooperating in an unprecedented way to set the framework for a stronger, more competitive airline.
forward steps transform work
important steps forward as we work to transform United.
advantage clear compete enterprise financial foundation full leadership leverage opportunity plan strong united validation work
The confirmation of our plan is a clear validation of the work we have done to make United a sustainable enterprise with a strong financial and operational foundation. We will leverage that foundation to take full advantage of the opportunity we have to compete for leadership in the U.S. and worldwide.
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,
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.
against airline aviation barriers bias carriers coherent compete global policy prevent risk scale size unable
Without a coherent U.S. aviation policy that reverses the bias against airline size and removes the barriers that prevent us from constructive consolidation, U.S. carriers will be unable to compete on a global scale and we risk being marginalized,
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.