United Taps Restivo for New Communications VP Role
Restivo, who will report to Chief Communications Officer Josh Earnest, will drive the development and implementation of proactive communication strategies to advance employee communications, media relations and the global response team and will continue to shape the airline's public image.
"Steve is a proven leader and brings a wealth of industry communications experience to United. He will play a leading role on the communications team as we create and capitalize on opportunities to engage our customers, inspire our employees and promote United's brand around the world," said Earnest.
"I'm proud to join the communications team behind one of the world's most iconic brands, especially at such an exciting time in the company's history," said Restivo. "As United Airlines continues to focus on setting itself apart from the competition by delivering a better customer experience, I look forward to sharing stories that reflect those priorities and resonate with employees and customers."
Most recently, Restivo led external communications in support of Comcast NBCUniversal's suite of residential and business products and services, including Xfinity Internet, Video, Home, Voice and Comcast Business. In addition, Restivo developed consumer, accessibility, influencer and technology campaigns and led brand strategy integrations with a wide variety of organizations, including the United States Olympic Committee, the Academy Awards and NASCAR. Restivo earned his communications degree from James Madison University in Virginia.
His first day at United will be Sept. 3, 2019.
About United
United's shared purpose is "Connecting People. Uniting the World." We are more focused than ever on our commitment to customers through a series of innovations and improvements designed to help build a great experience: Every customer. Every flight. Every day. Together, United Airlines and United Express operate approximately 4,900 flights a day to 356 airports across five continents. In 2018, United and United Express operated more than 1.7 million flights carrying more than 158 million customers. United is proud to have the world's most comprehensive route network, including U.S. mainland hubs in Chicago, Denver, Houston, Los Angeles, New York/Newark, San Francisco and Washington, D.C. United operates 783 mainline aircraft and the airline's United Express carriers operate 561 regional aircraft. United is a founding member of Star Alliance, which provides service to 193 countries via 28 member airlines. For more information, visit united.com, follow @United on Twitter and Instagram or connect on Facebook. The common stock of United's parent, United Airlines Holdings, Inc., is traded on the Nasdaq under the symbol "UAL".
For further information: United Airlines Worldwide Media Relations, 872-825-8640, media.relations@united.com
Restivo, who will report to Chief Communications Officer Josh Earnest, will drive the development and implementation of proactive communication strategies to advance employee communications, media relations and the global response team and will continue to shape the airline's public image.
"Steve is a proven leader and brings a wealth of industry communications experience to United. He will play a leading role on the communications team as we create and capitalize on opportunities to engage our customers, inspire our employees and promote United's brand around the world," said Earnest.
"I'm proud to join the communications team behind one of the world's most iconic brands, especially at such an exciting time in the company's history," said Restivo. "As United Airlines continues to focus on setting itself apart from the competition by delivering a better customer experience, I look forward to sharing stories that reflect those priorities and resonate with employees and customers."
Most recently, Restivo led external communications in support of Comcast NBCUniversal's suite of residential and business products and services, including Xfinity Internet, Video, Home, Voice and Comcast Business. In addition, Restivo developed consumer, accessibility, influencer and technology campaigns and led brand strategy integrations with a wide variety of organizations, including the United States Olympic Committee, the Academy Awards and NASCAR. Restivo earned his communications degree from James Madison University in Virginia.
His first day at United will be Sept. 3, 2019.
About United
United's shared purpose is "Connecting People. Uniting the World." We are more focused than ever on our commitment to customers through a series of innovations and improvements designed to help build a great experience: Every customer. Every flight. Every day. Together, United Airlines and United Express operate approximately 4,900 flights a day to 356 airports across five continents. In 2018, United and United Express operated more than 1.7 million flights carrying more than 158 million customers. United is proud to have the world's most comprehensive route network, including U.S. mainland hubs in Chicago, Denver, Houston, Los Angeles, New York/Newark, San Francisco and Washington, D.C. United operates 783 mainline aircraft and the airline's United Express carriers operate 561 regional aircraft. United is a founding member of Star Alliance, which provides service to 193 countries via 28 member airlines. For more information, visit united.com, follow @United on Twitter and Instagram or connect on Facebook. The common stock of United's parent, United Airlines Holdings, Inc., is traded on the Nasdaq under the symbol "UAL".
For further information: United Airlines Worldwide Media Relations, 872-825-8640, media.relations@united.com
CHICAGO, Jan. 27, 2021 /PRNewswire/ -- Beginning February 1, United customers traveling to Hawaii who have a valid negative COVID-19 test can show their results before boarding to save time and skip document screening lines upon arrival. The new pre-clearance process will be in place for customers traveling on 110 of United's weekly flights to Hawaii.
United is also making it easier to get the right tests to avoid Hawaii's 14-day quarantine by making approved COVID-19 tests available to all customers traveling to the islands no matter where in the U.S. their travel begins.
"We're making it easier for customers traveling to Hawaii to spend more time enjoying their trip and less time waiting in lines," said Toby Enqvist, chief customer officer at United. "Testing is the key to opening domestic and international travel so we'll continue to lead the way in rolling out solutions that are simple and safe so our customers have what they need when they take their next trip with us."
To begin the pre-clearance program, customers will enroll in Hawaii's Safe Travels program and complete Hawaii's COVID-19 questionnaire within 24 hours from departure. Next, customers will use the Safe Travels website to upload their negative test results from one of Hawaii's trusted testing partners which must be taken within 72 hours of their departure. At the airport, customers will see a United team member at the gate for their flight to Hawaii where they will receive a wristband if they qualify to bypass airport screening in Hawaii. Customers who have been pre-cleared will be able to skip test screenings in Hawaii and begin their trip as soon as they land.
For images of United's pre-clearance program click here.
United is also making it easier for customers to obtain approved COVID-19 test options with the expansion of mail-in tests to customers no matter where in the U.S. their travel originates. The airline will notify customers in advance of their Hawaii trip to let them know what testing options they have locally. Last year, United also teamed up with XpresCheck to open additional same-day testing facilities for United customers in select airports. XpresCheck currently has locations open in United's Denver terminal, and expects to open additional locations in United's terminals in Houston and Newark in the coming weeks. Customers who choose to take a test with XpresCheck can schedule an appointment online for a rapid molecular test on the same day as their travel. Walk up appointments are also available on a first come, first served basis.
Since the COVID-19 pandemic began, United made numerous enhancements to its business that improve the travel experience and make the airline a better company. Earlier this week, United announced a new Travel-Ready Center in the United app and online where customers can review COVID-19 travel requirements, find local testing options and upload any testing and vaccination records that their destinations requires. This year, United also began allowing all customers to fly standby on another flight to the same destination on the same day for free, and all MileagePlus® Premier® members now confirm a new flight on the same day to the same destinations at check-in when space is available in the same fare class. Last year, the carrier eliminated most change fees, pledged to reduce its greenhouse gases 100% by 2050, and as a part of its United CleanPlus℠ program, teamed up with Clorox and the Cleveland Clinic to guide its cleaning and safety protocols. Last spring, United extended MileagePlus Premier status to all customers through January 2022 and made earning status for the next two years easier for all MileagePlus members.
About United
United's shared purpose is "Connecting People. Uniting the World." For more information, visit united.com, follow @United on Twitter and Instagram or connect on Facebook. The common stock of UAL is traded on the Nasdaq under the symbol "UAL".
SOURCE United Airlines
For further information: United Airlines Worldwide Media Relations, +1-872-825-8640, media.relations@united.com
CHICAGO, Jan. 25, 2021 /PRNewswire/ -- United Airlines today launched the "Travel-Ready Center" - a new, digital solution where customers can review COVID-19 entry requirements, find local testing options and upload any required testing and vaccination records for domestic and international travel, all in one place. United is the first airline to integrate all these features into its mobile app and website.
"While pre-travel testing and documentation are key to safely reopening global travel, we know it can be confusing for customers when they're preparing for a flight," said Linda Jojo, Executive Vice President for Technology and Chief Digital Officer, United. "Starting today, our 'Travel-Ready Center' gives customers a personalized, step-by-step guide of what is needed for their trip, a simple way to upload required documents and quickly get their boarding pass, fully integrated within our app and website."
In the weeks and months ahead, United will add more innovative, industry-first features to the Travel-Ready Center platform to make navigating evolving entry requirements even easier. United customers will soon be able to:
- Schedule a COVID-19 test at one of more than 15,000 testing sites around the world, right from the app or website.
- Access the recently launched "Agent on Demand", a United-exclusive feature that gives customers the ability to video chat live with a customer service agent to answer any questions about pre-travel requirements or documentation.
- View details about visa requirements for the countries they plan to visit.
Customers with an active reservation can access the Travel-Ready Center through the "My Trips" section of the United App and on united.com. The Travel-Ready Center will provide tailored details on requirements for all travelers 18 and older on a customer's itinerary, with status indicators noting if they are travel-ready based on specific requirements each individual needs to meet in order to board their flight, including any additional requirements for connecting flights. Documents uploaded by a passenger will be reviewed by designated personnel for verification. The individual status indicators for each passenger will then note whether they are "travel ready" and they will be allowed to complete the check-in process. Customers should still plan to bring the physical documents to the airport in case further inspection is needed along their journey.
The Travel-Ready Center is just one of many new technologies the airline has introduced to create a safer and more efficient experience for customers. United recently redesigned its mobile app with new enhancements intended to make travel easier for people with visual disabilities, introduced Destination Travel Guide, which allows customers to filter and view destinations' COVID-19 related travel restrictions, and debuted a new chat function to give customers a contactless option to receive immediate access to information about cleaning and safety procedures.
This year, United made numerous enhancements to its business that improve the travel experience for its customers. The carrier eliminated most change fees, pledged to reduce its greenhouse gases 100% by 2050, teamed up with Clorox and the Cleveland Clinic to guide its cleaning and safety protocols as a part of United CleanPlus℠, extended MileagePlus® Premier® status to all customers through January 2022 and made earning status for the next two years easier for all MileagePlus members. United also announced this year that beginning in January, all customers will be able to fly standby on another flight to the same destination on the same day for free, and all MileagePlus Premier members will be able to confirm a new flight on the same day to the same destinations at check-in when space is available in the same fare class.
About United
United's shared purpose is "Connecting People. Uniting the World." For more information, visit united.com, follow @United on Twitter and Instagram or connect on Facebook. The common stock of UAL is traded on the Nasdaq under the symbol "UAL".
SOURCE United Airlines
For further information: United Airlines Worldwide Media Relations, 872.825.8640, media.relations@united.com
Since the beginning of the COVID-19 crisis, United has raised over $26 billion in liquidity and made important progress in reducing core cash burn (see detailed chart below) to ensure the company's survival. Over the last three quarters, the company has identified $1.4 billion of annual cost savings and has a path to achieve at least $2.0 billion in structural reductions moving forward. United ended 2020 with $19.7 billion in available liquidity1, including an undrawn revolver capacity and funds available under the CARES Act loan program from the U.S. Treasury.
Having stabilized its financial foundation, the company expects 2021 to be a transition year that's focused on preparing for a recovery. United has resumed heavy maintenance and engine overhauls, investments that are essential to recovery when demand returns. The combination of structural cost reduction and timely investments will help set up United to exceed its 2019 adjusted Earnings Before Interest, Taxes, Depreciation and Amortization (EBITDA) margin in 2023. The company expressed high confidence that it would achieve this target by 2023 – and said its ongoing recovery planning would help ensure the company was equipped to reach this level even sooner, if demand returns more quickly.
"Aggressively managing the challenges of 2020 depended on our innovation and fast-paced decision making. But, the truth is that COVID-19 has changed United Airlines forever," said United Airlines CEO Scott Kirby. "The passion, teamwork and perseverance that the United team showed in 2020 is exactly what will help us build a new United Airlines that's better, stronger and more profitable than ever. I could not be prouder of – and more grateful to – this team, which is going to lead us there."
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* Adjusted EBITDA margin is a non-GAAP financial measure calculated as Earnings Before Interest, Taxes, Depreciation and Amortization (EBITDA), excluding special charges and unrealized (gains) losses on investments, divided by total operating revenue. We are not providing a target or a reconciliation to profit margin (net income/total operating revenue), the most directly comparable GAAP measure, because we are unable to predict certain items contained in the GAAP measure without unreasonable efforts. Adjusted EBITDA margin does not reflect certain items, including special charges and unrealized (gains) losses on investments, which may be significant. For a reconciliation of adjusted EBITDA to net income for the years ended December 31, 2020 and 2019, please see the accompanying tables to this release. |
Fourth-Quarter and Full-Year 2020 Financial Results
- Reported fourth-quarter net loss of $1.9 billion, $7.1 billion for the full-year 2020.
- Reported fourth-quarter adjusted net loss2 of $2.1 billion, $7.7 billion for the full-year 2020.
- Reported fourth-quarter total operating revenue of $3.4 billion, down 69% versus fourth-quarter 2019.
- Reported fourth-quarter operating expenses down 45% versus fourth-quarter 2019, down 42% excluding special charges3.
Core Cash Burn
- Reported fourth-quarter daily cash burn4 of $23 million, plus $10 million of average debt principal payments and severance payments per day.
- Reported fourth-quarter core cash burn4 of $19 million per day, an improvement of an average of $5 million per day versus the third-quarter 2020.
- Core cash burn captures underlying operational performance of the company throughout the pandemic; a reconciliation with cash burn4 is provided below.
$M/day | 2Q20 | 3Q20 | 4Q20 | |||
Cash burn4 | $(40) | $(25) | $(33) | |||
Debt principal and severance payments | (3) | (4) | (10) | |||
Timing of certain payments5 | 2 | 1 | (2) | |||
Investments in the recovery6 | — | (1) | (2) | |||
Capital expenditures, net of flight equipment purchase deposit returns | — | 4 | (1) | |||
Core cash burn4 | $(38) | $(24) | $(19) |
First Quarter 2021 Outlook
- Based on current trends, the company expects first quarter 2021 total operating revenue to be down 65 percent to 70 percent versus the first quarter 2019. Accelerated distribution of the COVID-19 vaccine may lead to faster improvement, however, the company is not including this potential improvement in its first quarter 2021 revenue outlook.
- Expects first quarter 2021 capacity to be down at least 51 percent versus the first quarter of 2019.
- Expects first quarter 2021 ending available liquidity to be similar to year-end 2020 available liquidity of around $19.7 billion1.
Fourth-Quarter and Full-Year Highlights
- Completed $3 billion Enhanced Equipment Trust Certificate (EETC) transaction; the largest deal of this type in aviation history.
- First U.S. airline to leverage its loyalty program, MileagePlus®, as collateral for a $6.8B loan.
- Received $968 million in net proceeds from the sale of 20.8 million shares in the ATM program in the fourth quarter 2020. For the full year 2020, total net proceeds were $989 million from the sale of 21.4 million shares through the ATM program.
- Only airline to partner with the Defense Advanced Research Projects Agency (DARPA), U.S. Transportation Command (USTRANSCOM) and Air Mobility Command (AMC) to study how effectively the unique airflow configuration on board an aircraft can prevent the spread of aerosolized particles among passengers and crew.
- First airline to safely transport the first delivery of Pfizer and BioNTech's COVID-19 vaccine into the U.S.
- First among U.S. global airlines to permanently eliminate change fees on all standard economy and premium cabin tickets for travel within the U.S., and starting January 1, 2021, any United customer can fly standby for free on a flight departing the day of their travel regardless of the type of ticket or class of service.
- Announced bold environmental commitment unmatched by any airline; pledging 100% green by reducing greenhouse gas emissions 100% by 2050.
- First U.S. airline to implement schedule reductions due to sharp travel demand drop.
- Increased cargo revenue by an industry-leading 77 percent in the fourth quarter by leveraging international flying and deploying strategic international cargo-only missions.
- Launched the world's first free transatlantic COVID-19 testing pilot for customers.
- First U.S. airline to launch a COVID-19 testing program for customers traveling on United from San Francisco International Airport to Hawaii.
- Since COVID-19 began, first major U.S. airline to require masks onboard. In the third quarter, extended mask requirements to airport terminals.
- One of the first U.S. airlines to enforce policy banning customers for refusing to follow mask requirements.
- First major U.S. airline to ask all passengers to complete a health self-assessment during their check-in process based on recommendations from the Cleveland Clinic.
- First airline to contact customers when flights are more than 70% full to give them the opportunity to change their plans for free.
- First U.S. airline to introduce a tool like the Destination Travel Guide, a new interactive map tool on united.com and the United mobile app that allows customers to filter and view destinations' COVID-19 related travel restrictions.
- First U.S. airline to introduce an interactive map feature for customers on united.com, powered by Google Flight Search Enterprise Technology, to easily compare and shop for flights based on departure city, budget, and location type. Customers can simultaneously compare travel to various destinations in a single search.
- First U.S. airline whose CEO took a 100% salary cut.
Taking Care of Our Customers
- Launched United CleanPlusSM to reinforce the company's commitment to putting health and safety at the forefront of the entire customer experience, with the goal of delivering an industry-leading standard of cleanliness, including partnerships with Clorox and experts from the Cleveland Clinic.
- First and only airline to maximize ventilation systems by running the auxiliary power on mainline aircraft during the entire boarding and deplaning process, so customers and crew get the important safety benefits provided by high-efficiency particulate air (HEPA) filtration systems.
- Electrostatic spraying aircraft interiors on all U.S. flights.
- Began using new Clorox® Electrostatic Sprayers to disinfect airport terminals.
- Introduced customer COVID-19 testing from Houston to Latin American and Caribbean destinations.
- Began working with the Centers for Disease Control (CDC) on the first contact tracing initiative for all international and domestic flights.
- Added Zoono Microbe Shield, an EPA-registered antimicrobial coating that forms a long-lasting bond with surfaces and inhibits the growth of microbes, to the airline's already rigorous safety and cleaning procedures.
- Launched an automated assistant chat function that gives customers a contactless option to receive immediate access to information about cleaning and safety procedures put in place due to COVID-19.
- Began cleaning pilot flight decks with Ultraviolet C (UVC) lighting technology on most aircraft at hub airports to disinfect the flight deck interior and continue providing pilots with a sanitary work environment.
- Expanded touchless check-in capabilities to kiosks at more than 215 airports.
- Launched free COVID-19 testing to all employees and checks their temperatures before they begin work at all U.S. airports.
- In May, started providing individually wrapped hand wipes and snack bag with pretzels, Stroopwafel and water to reduce touchpoints.
- Redesigned United's Mobile App to be more accessible for people with visual disabilities.
- Announced changes to the MileagePlus Premier® program that will make it easier to earn status in 2021 for the 2022 program year.
- Launched virtual, on-demand customer service at the airport.
- Announced plan to continue installing United Polaris® Business Class on Boeing 787 fleet.
Reimagining the Route Network
- In 2020, started 43 domestic routes and 10 international routes, with 15 more international routes planned to launch in 2021.
- In 4Q, responded to Thanksgiving travel demand by adding over 1,400 domestic flights to the November schedule.
- In 4Q, expanded service to India with 4 daily flights including the addition of O'Hare to Delhi; United remains the only U.S. carrier to serve India.
- Compared to September, United had nonstop service in 23 more domestic and 8 more international routes in October, 37 more domestic and 32 more international routes in November, and 95 more domestic and 53 more international routes in December.
- Announced plans to return service to New York/JFK after a five-year absence, with two daily round-trips to both San Francisco and Los Angeles starting in February 2021.
Assisting the Communities We Serve
- Through a combination of cargo-only flights and passenger flights, United has transported more than 401 million pounds of freight, which includes 87 million pounds of vital shipments, such as COVID-19 vaccines, medical kits, PPE, pharmaceuticals, and medical equipment, and more than 3.4 million pounds of military mail and packages.
- Booked over 2,900 free flights for medical professionals to support COVID-19 response in New Jersey/New York and California.
- Using crowdsourcing platform - Miles on a Mission - donated more than 11 million miles for charities like the Thurgood Marshall College Fund, College to Congress, and Compass to Care.
- More than 19.2 million miles were donated by MileagePlus members and 7.6 million miles were matched by United to help organizations providing relief during COVID-19.
- Donated nearly 1.2 million pounds of food from United Polaris lounges, United Club locations, and catering kitchens to local food banks and charities.
- Over 7,500 face masks were made from upcycled unused employee uniforms.
- More than 800 gallons of hand sanitizer produced by United employees in San Francisco for use by United employees.
- Donated 15,000 pillows, 2,800 amenity kits, and 5,000 self-care products to charities and homeless shelters.
- More than 2.2 million pounds of food and household goods were processed by United employees at the Houston Food Bank.
- More than 2,500 United employees worldwide have volunteered, with over 36,800 hours served.
Additional Noteworthy Accomplishments
- For the ninth consecutive year received a perfect score of 100% on the Corporate Equality Index (CEI), a premier benchmarking survey and report on corporate policies and practices related to LGBTQ+ workplace equality, administered by the Human Rights Campaign (HRC) Foundation.
- Honored by DiversityInc with their "DiversityInc Top 50" designation, lauding the airline's leadership in promoting diversity through a diversity-focused talent pipeline and talent development, leadership accountability and a top supplier diversity program.
- Recognized for the fifth consecutive year as a top-scoring company and best place to work for disability inclusion with a perfect score of 100 on the 2020 Disability Equality Index (DEI).
- Teamed up with Peerspace to bundle flights with work and meeting spaces for remotely distanced companies.
- Named best overall airline in the world by Global Traveler Readers.
- Selected by the Commission on Presidential Debates as the official airline for the 2020 Presidential and Vice Presidential Debates.
- Announced signing of The Board Challenge and committed to adding a second Black board member to the Board of Directors.
_________________________________________________________________________ |
1 Total available liquidity includes cash and cash equivalents, short-term investments and $1 billion available under our undrawn revolving credit facility, as well as $7 billion available under the CARES Act loan program. |
2 Excludes operating and non-operating special charges, and unrealized gains and losses on investments. Reconciliations of non-GAAP financial measures to the most directly comparable GAAP measures are included in the tables accompanying this release. |
3 Reconciliations of non-GAAP financial measures to the most directly comparable GAAP measures are included in the tables accompanying this release. |
4 Cash burn, as previously guided, is defined as: Net cash from operations, less investing and financing activities. Proceeds from the issuance of new debt (excluding expected aircraft financing), government grants associated with the Payroll Support Program of the CARES Act, issuance of new stock, net proceeds from the sale of short-term and other investments and changes in certain restricted cash balances are not included in this figure. Core cash burn is defined as: Cash burn, as further adjusted to exclude: debt principal payments, timing of certain payments, capital expenditures (net of flight equipment purchase deposit returns), investments in the recovery and severance payments. Amounts may not add due to rounding. See the tables accompanying this release for further information. |
5 Timing of certain payments refers to exclusion of payments in the quarter that had been deferred from prior periods or additions of payments that were deferred to a future period to maximize cash preservation. |
6 Investments in the recovery primarily include, but are not limited to, spending on engine and airframe maintenance to prepare for the efficient operations ramp up as air travel demand returns. |
Earnings Call
UAL will hold a conference call to discuss fourth-quarter and full-year 2020 financial results as well as its financial and operational outlook for the first quarter 2021, on Thursday, January 21, at 9:30 a.m. CT/10:30 a.m. ET. A live, listen-only webcast of the conference call will be available at ir.united.com.
The webcast will be available for replay within 24 hours of the conference call and then archived on the website for three months.
About United
United's shared purpose is "Connecting People. Uniting the World." For more information, visit united.com, follow @United on Twitter and Instagram or connect on Facebook. The common stock of United's parent, United Airlines Holdings, Inc., is traded on the Nasdaq under the symbol "UAL".
Safe Harbor Statement under the Private Securities Litigation Reform Act of 1995: Certain statements in this release, including statements regarding our outlook for the first quarter 2021, our 2023 adjusted EBITDA margin target and our cost savings plans related to preparing for a recovery, are forward-looking and thus reflect our current expectations and beliefs with respect to certain current and future events and anticipated financial and operating performance. Such forward-looking statements are and will be subject to many risks and uncertainties relating to our operations and business environment that may cause actual results to differ materially from any future results expressed or implied in such forward-looking statements. Words such as "expects," "will," "plans," "anticipates," "indicates," "remains," "believes," "estimates," "forecast," "guidance," "outlook," "goals," "targets" and similar expressions are intended to identify forward-looking statements. Additionally, forward-looking statements include statements that do not relate solely to historical facts, such as statements which identify uncertainties or trends, discuss the possible future effects of current known trends or uncertainties, or which indicate that the future effects of known trends or uncertainties cannot be predicted, guaranteed or assured. All forward-looking statements in this release are based upon information available to us on the date of this release. We undertake no obligation to publicly update or revise any forward-looking statement, whether as a result of new information, future events, changed circumstances or otherwise, except as required by applicable law. Our actual results could differ materially from these forward-looking statements due to numerous factors including, without limitation, the following: the duration and spread of the ongoing global COVID-19 pandemic and the outbreak of any other disease or similar public health threat and the impact on our business, results of operations and financial condition; the lenders' ability to accelerate the MileagePlus indebtedness, foreclose upon the collateral securing the MileagePlus indebtedness or exercise other remedies if we are not able to comply with the covenants in the MileagePlus financing agreements; the effects of borrowing pursuant to the Loan Program under the CARES Act and the effects of the grant and promissory note through the Payroll Support Program under the CARES Act; the costs and availability of financing; our significant amount of financial leverage from fixed obligations and ability to seek additional liquidity and maintain adequate liquidity; our ability to comply with the terms of our various financing arrangements; our ability to utilize our net operating losses to offset future taxable income; the material disruption of our strategic operating plan as a result of the COVID-19 pandemic and our ability to execute our strategic operating plans in the long term; general economic conditions (including interest rates, foreign currency exchange rates, investment or credit market conditions, crude oil prices, costs of aircraft fuel and energy refining capacity in relevant markets); risks of doing business globally, including instability and political developments that may impact our operations in certain countries; demand for travel and the impact that global economic and political conditions have on customer travel patterns; our capacity decisions and the capacity decisions of our competitors; competitive pressures on pricing and on demand; changes in aircraft fuel prices; disruptions in our supply of aircraft fuel; our ability to cost-effectively hedge against increases in the price of aircraft fuel, if we decide to do so; the effects of any technology failures or cybersecurity or significant data breaches; disruptions to services provided by third-party service providers; potential reputational or other impact from adverse events involving our aircraft or operations, the aircraft or operations of our regional carriers or our code share partners or the aircraft or operations of another airline; our ability to attract and retain customers; the effects of any terrorist attacks, international hostilities or other security events, or the fear of such events; the mandatory grounding of aircraft in our fleet; disruptions to our regional network, as a result of the COVID-19 pandemic or otherwise; the impact of regulatory, investigative and legal proceedings and legal compliance risks; the success of our investments in other airlines, including in other parts of the world, which involve significant challenges and risks, particularly given the impact of the COVID-19 pandemic; industry consolidation or changes in airline alliances; the ability of other air carriers with whom we have alliances or partnerships to provide the services contemplated by the respective arrangements with such carriers; costs associated with any modification or termination of our aircraft orders; disruptions in the availability of aircraft, parts or support from our suppliers; our ability to maintain satisfactory labor relations and the results of any collective bargaining agreement process with our union groups; any disruptions to operations due to any potential actions by our labor groups; labor costs; the impact of any management changes; extended interruptions or disruptions in service at major airports where we operate; U.S. or foreign governmental legislation, regulation and other actions (including Open Skies agreements, environmental regulations and the United Kingdom's withdrawal from the European Union); the seasonality of the airline industry; weather conditions; the costs and availability of aviation and other insurance; our ability to realize the full value of our intangible assets and long-lived assets; any impact to our reputation or brand image; and other risks and uncertainties set forth under Part I, Item 1A., "Risk Factors," of our Annual Report on Form 10-K for the fiscal year ended December 31, 2019, as updated by our Quarterly Report on Form 10-Q for the quarter ended September 30, 2020 and our Current Report on Form 8-K filed on the date hereof, as well as other risks and uncertainties set forth from time to time in the reports we file with the U.S. Securities and Exchange Commission.
-tables attached-
UNITED AIRLINES HOLDINGS, INC. | ||||||||||||||||||||||
STATEMENTS OF CONSOLIDATED OPERATIONS (UNAUDITED) | ||||||||||||||||||||||
Three Months Ended December 31, | % Increase/ | Year Ended December 31, | % Increase/ | |||||||||||||||||||
(In millions, except per share data) | 2020 | 2019 | (Decrease) | 2020 | 2019 | (Decrease) | ||||||||||||||||
Operating revenue: | ||||||||||||||||||||||
Passenger | $ | 2,410 | $ | 9,933 | (75.7) | $ | 11,805 | $ | 39,625 | (70.2) | ||||||||||||
Cargo | 560 | 316 | 77.2 | 1,648 | 1,179 | 39.8 | ||||||||||||||||
Other operating revenue | 442 | 639 | (30.8) | 1,902 | 2,455 | (22.5) | ||||||||||||||||
Total operating revenue | 3,412 | 10,888 | (68.7) | 15,355 | 43,259 | (64.5) | ||||||||||||||||
Operating expense: | ||||||||||||||||||||||
Salaries and related costs | 2,168 | 3,078 | (29.6) | 9,522 | 12,071 | (21.1) | ||||||||||||||||
Aircraft fuel | 679 | 2,249 | (69.8) | 3,153 | 8,953 | (64.8) | ||||||||||||||||
Regional capacity purchase | 489 | 725 | (32.6) | 2,039 | 2,849 | (28.4) | ||||||||||||||||
Landing fees and other rent | 575 | 650 | (11.5) | 2,127 | 2,543 | (16.4) | ||||||||||||||||
Depreciation and amortization | 629 | 606 | 3.8 | 2,488 | 2,288 | 8.7 | ||||||||||||||||
Aircraft maintenance materials and outside repairs | 199 | 475 | (58.1) | 858 | 1,794 | (52.2) | ||||||||||||||||
Distribution expenses | 80 | 417 | (80.8) | 459 | 1,651 | (72.2) | ||||||||||||||||
Aircraft rent | 51 | 67 | (23.9) | 198 | 288 | (31.3) | ||||||||||||||||
Special charges (credits) | (149) | 130 | NM | (2,616) | 246 | NM | ||||||||||||||||
Other operating expenses | 826 | 1,630 | (49.3) | 3,486 | 6,275 | (44.4) | ||||||||||||||||
Total operating expense | 5,547 | 10,027 | (44.7) | 21,714 | 38,958 | (44.3) | ||||||||||||||||
Operating income (loss) | (2,135) | 861 | NM | (6,359) | 4,301 | NM | ||||||||||||||||
Nonoperating income (expense): | ||||||||||||||||||||||
Interest expense | (351) | (161) | 118.0 | (1,063) | (731) | 45.4 | ||||||||||||||||
Interest capitalized | 17 | 20 | (15.0) | 71 | 85 | (16.5) | ||||||||||||||||
Interest income | 5 | 30 | (83.3) | 50 | 133 | (62.4) | ||||||||||||||||
Unrealized gains (losses) on investments, net | 101 | 81 | 24.7 | (194) | 153 | NM | ||||||||||||||||
Miscellaneous, net | (10) | 13 | NM | (1,327) | (27) | NM | ||||||||||||||||
Total nonoperating expense | (238) | (17) | NM | (2,463) | (387) | NM | ||||||||||||||||
Income (loss) before income taxes | (2,373) | 844 | NM | (8,822) | 3,914 | NM | ||||||||||||||||
Income tax expense (benefit) | (476) | 203 | NM | (1,753) | 905 | NM | ||||||||||||||||
Net income (loss) | $ | (1,897) | $ | 641 | NM | $ | (7,069) | $ | 3,009 | NM | ||||||||||||
Diluted earnings (loss) per share | $ | (6.39) | $ | 2.53 | NM | $ | (25.30) | $ | 11.58 | NM | ||||||||||||
Diluted weighted average shares | 297.0 | 253.4 | 17.2 | 279.4 | 259.9 | 7.5 | ||||||||||||||||
NM Not meaningful | ||||||||||||||||||||||
UNITED AIRLINES HOLDINGS, INC. | |||||||||||||||||
PASSENGER REVENUE INFORMATION AND STATISTICS | |||||||||||||||||
Passenger revenue information is as follows (in millions, except for percentage changes): | |||||||||||||||||
4Q 2020 Passenger Revenue | Passenger Revenue vs. 4Q 2019 | PRASM vs. 4Q 2019 | Yield vs. 4Q 2019 | Available Seat Miles vs. 4Q 2019 | 4Q 2020 Available Seat Miles | 4Q 2020 Revenue Passenger Miles | |||||||||||
Domestic | $ | 1,797 | (71.6%) | (39.9%) | (22.2%) | (52.8%) | 19,166 | 12,417 | |||||||||
Atlantic | 199 | (87.7%) | (71.5%) | (32.0%) | (56.8%) | 5,467 | 1,877 | ||||||||||
Pacific | 100 | (90.8%) | (47.2%) | 78.4% | (82.6%) | 1,935 | 446 | ||||||||||
Latin America | 314 | (64.8%) | (42.9%) | (16.0%) | (38.3%) | 4,123 | 2,331 | ||||||||||
International | 613 | (82.9%) | (55.0%) | (9.9%) | (62.1%) | 11,525 | 4,654 | ||||||||||
Consolidated | $ | 2,410 | (75.7%) | (43.8%) | (16.6%) | (56.8%) | 30,691 | 17,071 | |||||||||
Select operating statistics are as follows: | |||||||||||||||||||||||
Three Months Ended December 31, | % Increase/ | Year Ended December 31, | % Increase/ | ||||||||||||||||||||
2020 | 2019 | (Decrease) | 2020 | 2019 | (Decrease) | ||||||||||||||||||
Passengers (thousands) | 14,850 | 40,306 | (63.2) | 57,761 | 162,443 | (64.4) | |||||||||||||||||
Revenue passenger miles (millions) | 17,071 | 58,633 | (70.9) | 73,883 | 239,360 | (69.1) | |||||||||||||||||
Available seat miles (millions) | 30,691 | 71,038 | (56.8) | 122,804 | 284,999 | (56.9) | |||||||||||||||||
Passenger load factor: | |||||||||||||||||||||||
Consolidated | 55.6 | % | 82.5 | % | (26.9) | pts. | 60.2 | % | 84.0 | % | (23.8) | pts. | |||||||||||
Domestic | 64.8 | % | 83.8 | % | (19.0) | pts. | 63.2 | % | 85.2 | % | (22.0) | pts. | |||||||||||
International | 40.4 | % | 80.8 | % | (40.4) | pts. | 55.1 | % | 82.4 | % | (27.3) | pts. | |||||||||||
Passenger revenue per available seat mile (cents) | 7.85 | 13.98 | (43.8) | 9.61 | 13.90 | (30.9) | |||||||||||||||||
Total revenue per available seat mile (cents) | 11.12 | 15.33 | (27.5) | 12.50 | 15.18 | (17.7) | |||||||||||||||||
Average yield per revenue passenger mile (cents) | 14.12 | 16.94 | (16.6) | 15.98 | 16.55 | (3.4) | |||||||||||||||||
Cargo ton miles (millions) | 835 | 889 | (6.1) | 2,711 | 3,329 | (18.6) | |||||||||||||||||
Aircraft in fleet at end of period | 1,287 | 1,372 | (6.2) | 1,287 | 1,372 | (6.2) | |||||||||||||||||
Average stage length (miles) | 1,292 | 1,446 | (10.7) | 1,307 | 1,460 | (10.5) | |||||||||||||||||
Employee headcount (in thousands) | 74.4 | 95.9 | (22.4) | 74.4 | 95.9 | (22.4) | |||||||||||||||||
Average aircraft fuel price per gallon | $ | 1.35 | $ | 2.10 | (35.7) | $ | 1.57 | $ | 2.09 | (24.9) | |||||||||||||
Fuel gallons consumed (millions) | 503 | 1,071 | (53.0) | 2,004 | 4,292 | (53.3) | |||||||||||||||||
Note: See Part II, Item 6, Selected Financial Data, of UAL's Annual Report on Form 10-K for the fiscal year ended December 31, 2019, for definitions of these statistics. |
Cash burn: The company's management views "cash burn" as an important measure in monitoring liquidity in order to assess the company's cash needs without the impact of certain extraordinary actions or events, and the company believes this provides useful information to investors about the company's liquidity position. In light of the transition to recovery in 2021, the company is now presenting "core cash burn", which the company believes better reflects the core operational performance of the company's business.
Three Months Ended June 30, 2020 | Three Months Ended September 30, 2020 | Three Months Ended December 31, 2020 | ||||||||
Net cash used by operating activities | $ | (130) | $ | (1,889) | $ | (2,137) | ||||
Cash flows provided by investing activities | 812 | 770 | — | |||||||
Cash flows provided by financing activities | 2,382 | 7,905 | 481 | |||||||
3,064 | 6,786 | (1,656) | ||||||||
Adjusted to remove: | ||||||||||
CARES Act Payroll Support Program ("PSP") grant | 3,154 | 447 | — | |||||||
PSP Note | 1,309 | 192 | — | |||||||
Equity issuances | 1,135 | — | 968 | |||||||
Net proceeds from sale of short-term and other investments | 838 | 406 | 137 | |||||||
Secured debt (net of discount and fees) | 250 | 7,376 | 250 | |||||||
Increase in certain restricted cash balances | 1 | 99 | 11 | |||||||
CARES Act secured loan | — | 520 | — | |||||||
Total adjustments | 6,687 | 9,040 | 1,366 | |||||||
Adjusted Cash Burn | $ | (3,623) | $ | (2,254) | $ | (3,022) | ||||
Days in the period | 91 | 92 | 92 | |||||||
Average daily cash burn | $ | (40) | $ | (25) | $ | (33) | ||||
Further adjusted to remove: | ||||||||||
Debt principal and severance payments (a) | (288) | (348) | (886) | |||||||
Timing of certain payments | 160 | 60 | (148) | |||||||
Capital expenditures, net of flight equipment purchase deposit returns | (39) | 368 | (137) | |||||||
Investments in the recovery | — | (81) | (139) | |||||||
Total additional adjustments | (167) | (1) | (1,310) | |||||||
Core cash burn | $ | (3,456) | $ | (2,253) | $ | (1,712) | ||||
Days in the period | 91 | 92 | 92 | |||||||
Average daily core cash burn | $ | (38) | $ | (24) | $ | (19) | ||||
(a) Fourth quarter amounts include interest payments on extinguished debt | ||||||||||
UNITED AIRLINES HOLDINGS, INC.
NON-GAAP FINANCIAL RECONCILIATION
UAL evaluates its financial performance utilizing various accounting principles generally accepted in the United States of America (GAAP) and Non-GAAP financial measures, including adjusted earnings before interest, taxes, depreciation and amortization (adjusted EBITDA), adjusted operating income (loss), adjusted operating margin, adjusted pre-tax income (loss), adjusted pre-tax margin, adjusted net income (loss), adjusted diluted earnings (loss) per share and CASM, excluding special charges, third-party business expenses, fuel, and profit sharing, among others. UAL believes that adjusting for special charges and for nonoperating credit losses and nonoperating special termination benefits and settlement losses is useful to investors because these items are not indicative of UAL's ongoing performance. UAL believes that adjusting for unrealized (gains) losses on investments, net is useful to investors because those unrealized gains or losses may not ultimately be realized on a cash basis. UAL believes that adjusting for interest expense related to finance leases of Embraer ERJ 145 aircraft is useful to investors because of the accelerated recognition of interest expense.
CASM is a common metric used in the airline industry to measure an airline's cost structure and efficiency. UAL reports CASM excluding special charges, third-party business expenses, fuel and profit sharing. UAL believes that adjusting for special charges is useful to investors because special charges are not indicative of UAL's ongoing performance. UAL also believes that excluding third-party business expenses, such as maintenance, ground handling and catering services for third parties, provides more meaningful disclosure because these expenses are not directly related to UAL's core business. UAL also believes that excluding fuel costs from certain measures is useful to investors because it provides an additional measure of management's performance excluding the effects of a significant cost item over which management has limited influence. UAL excludes profit sharing because this exclusion allows investors to better understand and analyze our operating cost performance and provides a more meaningful comparison of our core operating costs to the airline industry.
Reconciliations of reported non-GAAP financial measures to the most directly comparable GAAP financial measures are included below.
Three Months Ended December 31, | % Increase/ (Decrease) | Year Ended December 31, | % Increase/ (Decrease) | ||||||||||||||
2020 | 2019 | 2020 | 2019 | ||||||||||||||
CASM (cents) | |||||||||||||||||
Cost per available seat mile (CASM) (GAAP) | 18.07 | 14.11 | 28.1 | 17.68 | 13.67 | 29.3 | |||||||||||
Special charges | (0.49) | 0.18 | NM | (2.13) | 0.09 | NM | |||||||||||
Third-party business expenses | 0.07 | 0.07 | — | 0.11 | 0.06 | 83.3 | |||||||||||
Fuel expense | 2.21 | 3.16 | (30.1) | 2.57 | 3.14 | (18.2) | |||||||||||
Profit sharing | — | 0.17 | (100.0) | — | 0.17 | (100.0) | |||||||||||
CASM, excluding special charges, third-party business expenses, fuel, and profit sharing (Non-GAAP) | 16.28 | 10.53 | 54.6 | 17.13 | 10.21 | 67.8 | |||||||||||
NM Not Meaningful | |||||||||||||||||
Adjusted EBITDA | Year Ended December 31, | ||||||
2020 | 2019 | ||||||
Net income (loss) | $ | (7,069) | $ | 3,009 | |||
Adjusted for: | |||||||
Depreciation and amortization | 2,488 | 2,288 | |||||
Interest expense | 1,063 | 731 | |||||
Interest capitalized | (71) | (85) | |||||
Interest income | (50) | (133) | |||||
Income tax expense (benefit) | (1,753) | 905 | |||||
Special charges (credit) and unrealized (gains) losses on investments, net | (1,038) | 93 | |||||
Adjusted EBITDA, excluding special charges and unrealized (gains) losses on investments, net | $ | (6,430) | $ | 6,808 | |||
Adjusted EBITDA margin | (41.9) | % | 15.7 | % | |||
UNITED AIRLINES HOLDINGS, INC.
NON-GAAP FINANCIAL RECONCILIATION (Continued)
UAL believes that adjusting capital expenditures for assets acquired through the issuance of debt, finance leases and other financial liabilities is useful to investors in order to appropriately reflect the total amounts spent on capital expenditures. UAL also believes that adjusting net cash provided by (used in) operating activities for capital expenditures, adjusted capital expenditures, and aircraft operating lease additions is useful to allow investors to evaluate the company's ability to generate cash that is available for debt service or general corporate initiatives.
Three Months Ended December 31, | Year Ended December 31, | ||||||||||||||
Capital Expenditures (in millions) | 2020 | 2019 | 2020 | 2019 | |||||||||||
Capital expenditures, net of flight equipment purchase deposit returns (GAAP) | $ | 137 | $ | 1,192 | $ | 1,767 | $ | 4,528 | |||||||
Property and equipment acquired through the issuance of debt and other | 263 | 187 | 773 | 493 | |||||||||||
Property and equipment acquired through finance leases | — | 14 | 30 | 22 | |||||||||||
Property and equipment acquired through other financial liabilities | 192 | — | 1,165 | — | |||||||||||
Adjustment to property and equipment acquired through other financial liabilities (a) | (61) | — | (246) | — | |||||||||||
Adjusted capital expenditures (Non-GAAP) | $ | 531 | $ | 1,393 | $ | 3,489 | $ | 5,043 | |||||||
Free Cash Flow (in millions) | |||||||||||||||
Net cash provided by (used in) operating activities (GAAP) | $ | (2,137) | $ | 1,181 | $ | (4,093) | $ | 6,909 | |||||||
Less capital expenditures, net of flight equipment purchase deposit returns | 137 | 1,192 | 1,767 | 4,528 | |||||||||||
Free cash flow, net of financings (Non-GAAP) | $ | (2,274) | $ | (11) | $ | (5,860) | $ | 2,381 | |||||||
Net cash provided by (used in) operating activities (GAAP) | $ | (2,137) | $ | 1,181 | $ | (4,093) | $ | 6,909 | |||||||
Less adjusted capital expenditures (Non-GAAP) | 531 | 1,393 | 3,489 | 5,043 | |||||||||||
Less aircraft operating lease additions | 131 | 8 | 171 | 56 | |||||||||||
Free cash flow (Non-GAAP) | $ | (2,799) | $ | (220) | $ | (7,753) | $ | 1,810 | |||||||
(a) In 2020, United entered into agreements with third parties to finance through sale and leaseback transactions new Boeing model 787-9 aircraft and Boeing model 737 MAX aircraft subject to purchase agreements between United and Boeing. In connection with the delivery of each aircraft from Boeing, United assigned its right to purchase such aircraft to the buyer, and simultaneous with the buyer's purchase from Boeing, United entered into a long-term lease for such aircraft with the buyer as lessor. Fifteen Boeing model aircraft were delivered in 2020 under these transactions (and each is presently subject to a long-term lease to United). Upon delivery, the company accounted for the aircraft which have a repurchase option at a price other than fair value as part of Flight equipment on the company's balance sheet and the related obligation as Other current liabilities and Other financial liabilities from sale-leasebacks (noncurrent) since they do not qualify for sale recognition. If the repurchase option is not exercised, these aircraft will be accounted for as leased assets at the time of the option expiration and the related assets and liabilities will be adjusted to the present value of the remaining lease payments at that time. This adjustment reflects the difference between the recorded amounts and the present value of future lease payments at inception. The remaining aircraft in this transaction that qualify for sale recognition are recorded as Operating lease right-of-use assets and lease liabilities on the company's balance sheet after recognition of related gains or losses on such sale. | |||||||||||||||
UNITED AIRLINES HOLDINGS, INC. | |||||||||||||||||||||||||||||
NON-GAAP FINANCIAL RECONCILIATION (Continued) | |||||||||||||||||||||||||||||
Three Months Ended December 31, | Increase/ (Decrease) | % Increase/ (Decrease) | Year Ended December 31, | Increase/ | % Increase/ | ||||||||||||||||||||||||
(in millions) | 2020 | 2019 | 2020 | 2019 | (Decrease) | (Decrease) | |||||||||||||||||||||||
Operating expenses (GAAP) | $ | 5,547 | $ | 10,027 | $ | (4,480) | (44.7) | $ | 21,714 | $ | 38,958 | $ | (17,244) | (44.3) | |||||||||||||||
Special charges (credit) | (149) | 130 | (279) | NM | (2,616) | 246 | (2,862) | NM | |||||||||||||||||||||
Operating expenses, excluding special charges | 5,696 | 9,897 | (4,201) | (42.4) | 24,330 | 38,712 | (14,382) | (37.2) | |||||||||||||||||||||
Adjusted to exclude: | |||||||||||||||||||||||||||||
Third-party business expenses | 22 | 48 | (26) | (54.2) | 137 | 168 | (31) | (18.5) | |||||||||||||||||||||
Fuel expense | 679 | 2,249 | (1,570) | (69.8) | 3,153 | 8,953 | (5,800) | (64.8) | |||||||||||||||||||||
Profit sharing, including taxes | — | 123 | (123) | (100.0) | — | 491 | (491) | (100.0) | |||||||||||||||||||||
Adjusted operating expenses (Non-GAAP) | $ | 4,995 | $ | 7,477 | $ | (2,482) | (33.2) | $ | 21,040 | $ | 29,100 | $ | (8,060) | (27.7) | |||||||||||||||
Operating income (loss) (GAAP) | $ | (2,135) | $ | 861 | $ | (2,996) | NM | $ | (6,359) | $ | 4,301 | $ | (10,660) | NM | |||||||||||||||
Adjusted to exclude: | |||||||||||||||||||||||||||||
Special charges (credits) | (149) | 130 | (279) | NM | (2,616) | 246 | (2,862) | NM | |||||||||||||||||||||
Adjusted operating income (Non-GAAP) | $ | (2,284) | $ | 991 | $ | (3,275) | NM | $ | (8,975) | $ | 4,547 | $ | (13,522) | NM | |||||||||||||||
Operating margin | (62.6) | % | 7.9 | % | (70.5) | pts. | (41.4) | % | 9.9 | % | (51.3) | pts. | |||||||||||||||||
Adjusted operating margin (Non-GAAP) | (66.9) | % | 9.1 | % | (76.0) | pts. | (58.5) | % | 10.5 | % | (69.0) | pts. | |||||||||||||||||
Pre-tax income (loss) (GAAP) | $ | (2,373) | $ | 844 | $ | (3,217) | NM | $ | (8,822) | $ | 3,914 | $ | (12,736) | NM | |||||||||||||||
Adjusted to exclude: | |||||||||||||||||||||||||||||
Special charges (credit) | (149) | 130 | (279) | NM | (2,616) | 246 | (2,862) | NM | |||||||||||||||||||||
Termination benefits and settlement losses | 41 | — | 41 | NM | 687 | — | 687 | NM | |||||||||||||||||||||
Unrealized (gains) losses on investments, net | (101) | (81) | (20) | NM | 194 | (153) | 347 | NM | |||||||||||||||||||||
Loss on BRW term loan and guarantee | — | — | — | NM | 697 | — | 697 | NM | |||||||||||||||||||||
Interest expense on ERJ 145 finance leases | — | (4) | 4 | NM | — | 64 | (64) | NM | |||||||||||||||||||||
Adjusted pre-tax income (loss) (Non-GAAP) | $ | (2,582) | $ | 889 | $ | (3,471) | NM | $ | (9,860) | $ | 4,071 | $ | (13,931) | NM | |||||||||||||||
Pre-tax margin | (69.5) | % | 7.8 | % | (77.3) | pts. | (57.5) | % | 9.0 | % | (66.5) | pts. | |||||||||||||||||
Adjusted pre-tax margin (Non-GAAP) | (75.7) | % | 8.2 | % | (83.9) | pts. | (64.2) | % | 9.4 | % | (73.6) | pts. | |||||||||||||||||
Net income (loss) (GAAP) | $ | (1,897) | $ | 641 | $ | (2,538) | NM | $ | (7,069) | $ | 3,009 | $ | (10,078) | NM | |||||||||||||||
Adjusted to exclude: | |||||||||||||||||||||||||||||
Special charges (credit) | (149) | 130 | (279) | NM | (2,616) | 246 | (2,862) | NM | |||||||||||||||||||||
Termination benefits and settlement losses | 41 | — | 41 | NM | 687 | — | 687 | NM | |||||||||||||||||||||
Unrealized (gains) losses on investments, net | (101) | (81) | (20) | NM | 194 | (153) | 347 | NM | |||||||||||||||||||||
Loss on BRW term loan and guarantee | — | — | — | NM | 697 | — | 697 | NM | |||||||||||||||||||||
Interest expense on ERJ 145 finance leases | — | (4) | 4 | NM | — | 64 | (64) | NM | |||||||||||||||||||||
Income tax expense (benefit) related to adjustments above, net of valuation allowance | 29 | (10) | 39 | NM | 404 | (35) | 439 | NM | |||||||||||||||||||||
Adjusted net income (loss) (Non-GAAP) | $ | (2,077) | $ | 676 | $ | (2,753) | NM | $ | (7,703) | $ | 3,131 | $ | (10,834) | NM | |||||||||||||||
Diluted earnings (loss) per share (GAAP) | $ | (6.39) | $ | 2.53 | $ | (8.92) | NM | $ | (25.30) | $ | 11.58 | $ | (36.88) | NM | |||||||||||||||
Adjusted to exclude: | |||||||||||||||||||||||||||||
Special charges (credit) | (0.50) | 0.52 | (1.02) | NM | (9.36) | 0.95 | (10.31) | NM | |||||||||||||||||||||
Termination benefits and settlement losses | 0.13 | — | 0.13 | NM | 2.46 | — | 2.46 | NM | |||||||||||||||||||||
Unrealized (gains) losses on investments, net | (0.34) | (0.32) | (0.02) | NM | 0.69 | (0.59) | 1.28 | NM | |||||||||||||||||||||
Loss on BRW term loan and guarantee | — | — | — | NM | 2.49 | — | 2.49 | NM | |||||||||||||||||||||
Interest expense on ERJ 145 finance leases | — | (0.02) | 0.02 | NM | — | 0.25 | (0.25) | NM | |||||||||||||||||||||
Income tax expense (benefit) related to adjustments, net of valuation allowance | 0.10 | (0.04) | 0.14 | NM | 1.45 | (0.14) | 1.59 | NM | |||||||||||||||||||||
Adjusted diluted earnings (loss) per share (Non-GAAP) | $ | (7.00) | $ | 2.67 | $ | (9.67) | NM | $ | (27.57) | $ | 12.05 | $ | (39.62) | NM | |||||||||||||||
NM Not Meaningful | |||||||||||||||||||||||||||||
UNITED AIRLINES HOLDINGS, INC. | |||||||
CONDENSED CONSOLIDATED BALANCE SHEETS (UNAUDITED) | |||||||
(In millions) | December 31, 2020 | December 31, 2019 | |||||
ASSETS | |||||||
Current assets: | |||||||
Cash and cash equivalents | $ | 11,269 | $ | 2,762 | |||
Short-term investments | 414 | 2,182 | |||||
Restricted cash | 255 | — | |||||
Receivables, less allowance for credit losses (2020—$78; 2019—$9) | 1,295 | 1,364 | |||||
Aircraft fuel, spare parts and supplies, less obsolescence allowance (2020—$478; 2019—$425) | 932 | 1,072 | |||||
Prepaid expenses and other | 635 | 814 | |||||
Total current assets | 14,800 | 8,194 | |||||
Total operating property and equipment, net | 31,466 | 30,170 | |||||
Operating lease right-of-use assets | 4,537 | 4,758 | |||||
Other assets: | |||||||
Goodwill | 4,527 | 4,523 | |||||
Intangibles, less accumulated amortization (2020—$1,495; 2019—$1,440) | 2,838 | 3,009 | |||||
Restricted cash | 218 | 106 | |||||
Notes receivable, less allowance for credit losses (2020—$522) | 31 | 671 | |||||
Deferred income taxes | 131 | — | |||||
Investments in affiliates and other, net | 1,000 | 1,180 | |||||
Total other assets | 8,745 | 9,489 | |||||
Total assets | $ | 59,548 | $ | 52,611 | |||
LIABILITIES AND STOCKHOLDERS' EQUITY | |||||||
Current liabilities: | |||||||
Advance ticket sales | $ | 4,833 | $ | 4,819 | |||
Accounts payable | 1,595 | 2,703 | |||||
Frequent flyer deferred revenue | 908 | 2,440 | |||||
Accrued salaries and benefits | 1,960 | 2,271 | |||||
Current maturities of long-term debt | 1,911 | 1,407 | |||||
Current maturities of finance leases | 182 | 46 | |||||
Current maturities of operating leases | 612 | 686 | |||||
Other | 724 | 566 | |||||
Total current liabilities | 12,725 | 14,938 | |||||
Long-term liabilities and deferred credits: | |||||||
Long-term debt | 24,836 | 13,145 | |||||
Long-term obligations under finance leases | 224 | 220 | |||||
Long-term obligations under operating leases | 4,986 | 4,946 | |||||
Frequent flyer deferred revenue | 5,067 | 2,836 | |||||
Postretirement benefit liability | 994 | 789 | |||||
Pension liability | 2,460 | 1,446 | |||||
Deferred income taxes | — | 1,736 | |||||
Other financial liabilities from sale-leasebacks | 1,140 | — | |||||
Other | 1,156 | 1,024 | |||||
Total long-term liabilities and deferred credits | 40,863 | 26,142 | |||||
Total stockholders' equity | 5,960 | 11,531 | |||||
Total liabilities and stockholders' equity | $ | 59,548 | $ | 52,611 | |||
UNITED AIRLINES HOLDINGS, INC. | |||||||
CONDENSED STATEMENTS OF CONSOLIDATED CASH FLOWS (UNAUDITED) | |||||||
(In millions) | Year Ended December 31, | ||||||
2020 | 2019 | ||||||
Cash Flows from Operating Activities: | |||||||
Net cash provided by (used in) operating activities | $ | (4,093) | $ | 6,909 | |||
Cash Flows from Investing Activities: | |||||||
Capital expenditures, net of flight equipment purchase deposit returns | (1,767) | (4,528) | |||||
Purchases of short-term and other investments | (552) | (2,897) | |||||
Proceeds from sale of short-term and other investments | 2,319 | 2,996 | |||||
Loans made to others | — | (174) | |||||
Investment in affiliates | — | (36) | |||||
Other, net | 10 | 79 | |||||
Net cash provided by (used in) investing activities | 10 | (4,560) | |||||
Cash Flows from Financing Activities: | |||||||
Repurchases of common stock | (353) | (1,645) | |||||
Proceeds from issuance of debt | 16,044 | 1,847 | |||||
Proceeds from equity issuance | 2,103 | — | |||||
Payments of long-term debt | (4,383) | (1,240) | |||||
Principal payments under finance leases | (66) | (151) | |||||
Capitalized financing costs | (368) | (61) | |||||
Other, net | (20) | (30) | |||||
Net cash provided by (used in) financing activities | 12,957 | (1,280) | |||||
Net increase in cash, cash equivalents and restricted cash | 8,874 | 1,069 | |||||
Cash, cash equivalents and restricted cash at beginning of year | 2,868 | 1,799 | |||||
Cash, cash equivalents and restricted cash at end of year | $ | 11,742 | $ | 2,868 | |||
Investing and Financing Activities Not Affecting Cash: | |||||||
Property and equipment acquired through the issuance of debt, finance leases and other | $ | 1,968 | $ | 515 | |||
Right-of-use assets acquired through operating leases | 198 | 498 | |||||
Lease modifications and lease conversions | 527 | (2) | |||||
Capacity purchase agreement liability converted to debt | 33 | — | |||||
UNITED AIRLINES HOLDINGS, INC. | |||||||||||||||
NOTES (UNAUDITED) | |||||||||||||||
Special charges (credit) and unrealized (gains) losses on investments, net include the following: | |||||||||||||||
Three Months Ended December 31, | Year Ended December 31, | ||||||||||||||
(In millions) | 2020 | 2019 | 2020 | 2019 | |||||||||||
Operating: | |||||||||||||||
CARES Act grant | $ | (453) | $ | — | $ | (3,536) | $ | — | |||||||
Severance and benefit costs | 162 | 2 | 575 | 16 | |||||||||||
Impairment of assets | 137 | 102 | 318 | 171 | |||||||||||
(Gains) losses on sale of assets and other special charges | 5 | 26 | 27 | 59 | |||||||||||
Total operating special charges (credit) | (149) | 130 | (2,616) | 246 | |||||||||||
Nonoperating unrealized (gains) losses on investments | (101) | (81) | 194 | (153) | |||||||||||
Nonoperating special termination benefits and settlement losses | 41 | — | 687 | — | |||||||||||
Nonoperating credit loss on BRW Aviation Holding LLC and BRW Aviation LLC ("BRW") term loan and related guarantee | — | — | 697 | — | |||||||||||
Total nonoperating special charges and unrealized (gains) losses on investments | (60) | (81) | 1,578 | (153) | |||||||||||
Total operating and nonoperating special charges (credit) and unrealized (gains) losses on investments | (209) | 49 | (1,038) | 93 | |||||||||||
Income tax expense (benefit), net of valuation allowance | 29 | (11) | 404 | (21) | |||||||||||
Total operating and non-operating special charges (credit) and unrealized (gains) losses on investments, net of income taxes | $ | (180) | $ | 38 | $ | (634) | $ | 72 | |||||||
CARES Act grant. During the year ended December 31, 2020, the company received approximately $5.1 billion in funding pursuant to the Payroll Support Program under the CARES Act, which consisted of $3.6 billion of grants and $1.5 billion of an unsecured loan. The company also recorded $66 million for warrants issued to the U.S. Treasury Department, within stockholders' equity, as an offset to the grant income. We recognized the grant as a credit to Special charges (credit) as the salaries and wages the grant was intended to offset were incurred.
Severance and benefit costs: As announced in July 2020, the company started the involuntary furlough process earlier this summer when issuing WARN Act notices to 36,000 of its employees. Since then, the company worked to further reduce the total number of furloughs to approximately 13,000 employees by working closely with its union partners, introducing new voluntary options selected by approximately 9,000 employees and proposing creative solutions that would save jobs. This workforce reduction is part of the company's strategic realignment of its business and new organizational structure as a result of the impacts of the COVID-19 pandemic on the company's operations and cost structure. The company recorded $162 million and $575 million during the three and twelve months ended December 31, 2020, respectively, related to the workforce reduction and voluntary plans for employee severance, pay continuance from voluntary retirements, and benefits-related costs (and additional costs associated with special termination benefits and settlement losses discussed below).
During the three and twelve months ended December 31, 2019, the company recorded $2 million and $14 million, respectively, of management severance. During the twelve months ended December 31, 2019, the company recorded $2 million of severance and benefit costs related to a voluntary early-out program for its technicians and related employees represented by the International Brotherhood of Teamsters. In the first quarter of 2017, approximately 1,000 technicians and related employees elected to voluntarily separate from the company and received a severance payment, with a maximum value of $100,000 per participant, based on years of service, with retirement dates through early 2019.
Impairment of assets: During the three months ended December 31, 2020, the company recorded $94 million of impairments related to 11 of its Boeing 757-200 aircraft and the related engines and spare parts. In the fourth quarter, United determined that those aircraft would be permanently grounded. The company also recorded $43 million of impairments related to various cancelled facility, aircraft induction, and information technology capital projects. The decisions driving these impairments were the result of the COVID-19 pandemic's impact on our operations. For the year ended December 31, 2020, the company recorded $56 million of charges for the cancellation of capital projects.
During the year ended December 31, 2020, in addition to the impairments described above, the company recorded impairment charges of $130 million for its China routes. The company conducted impairment reviews of certain intangible assets throughout 2020, which consisted of a comparison of the book value of those assets to their fair value calculated using the discounted cash flow method. Due to the COVID-19 pandemic and the subsequent suspension of flights to China, the company determined that the value of its China routes had been impaired.
Also during the year ended December 31, 2020, the company recorded an impairment of $38 million of the right-of-use asset associated with the embedded aircraft lease in one of our CPA agreements. We review flight equipment and other long-lived assets used in operations for impairment losses when events and circumstances indicate the assets may be impaired. We measure cash flows at the contract level with our CPA partners. The factors that led to this impairment included the impact to cash flows from the pandemic and the relatively short remaining term under the CPA agreement. Also, during the twelve months ended December 31, 2020, the company recorded $13 million of charges for the cancellation of certain capital projects.
During the three months ended December 31, 2019, the company recorded an impairment charge of $90 million associated with its Hong Kong routes. The company conducted its annual impairment review of intangible assets in the fourth quarter of 2019, which consisted of a comparison of the book value of specific assets to the fair value of those assets calculated using the discounted cash flow method. Due to a decrease in demand for the Hong Kong market and the resulting decrease in unit revenue, the company determined that the value of its Hong Kong routes had been fully impaired.
During the year ended December 31, 2019, in addition to the impairments described above, the company recorded a $43 million impairment primarily for surplus Boeing 767 aircraft engines removed from operations, an $18 million charge primarily for the write-off of unexercised aircraft purchase options and $20 million in other aircraft impairments.
(Gains) losses on sale of assets and other special charges: During the three months ended December 31, 2020, the company recorded a net $5 million of charges for legal reserves offset by gains on certain aircraft sale-leaseback transactions. During the year ended December 31, 2020, in addition to the items described above, the company recorded several charges for sales and disposals of individual aircraft and aircraft-related parts.
During the three months ended December 31, 2019, the company recorded charges of $14 million for costs related to the transition of fleet types within a regional carrier contract, $10 million for contract terminations and $2 million in other charges. During the twelve months ended December 31, 2019, in addition to the amounts described above, the company recorded charges of $18 million for the settlement of certain legal matters and $15 million related to contract terminations.
Nonoperating special termination benefits and settlement losses: During the three and twelve months ended December 31, 2020, the company recorded $41 million and $687 million, respectively, of settlement losses related to the company's primary defined benefit pension plan covering certain U.S. non-pilot employees, and special termination benefits offered, under furlough and voluntary separation programs.
Nonoperating unrealized (gains) losses on investments, net: During the three and twelve months ended December 31, 2020, the company recorded gains of $101 million and losses of $170 million, respectively. primarily for changes in the market value of its investment in Azul Linhas Aéreas Brasileiras S.A. ("Azul"). During the twelve months ended December 31, 2020, the company recorded a loss of $24 million for the decrease in fair value of the Avianca Holdings S.A.'s ("AVH") share call options, AVH share appreciation rights, and AVH share-based upside sharing agreement (collectively, the "AVH Derivative Assets") that United obtained as part of the BRW term loan agreement and related agreements with Kingsland Holdings Limited.
During the three and twelve months ended December 31, 2019, the company recorded gains of $63 million and $140 million, respectively, for the change in market value of certain of its equity investments, primarily Azul. Also, during the three and twelve months ended December 31, 2019, the company recorded gains of $18 million and $13 million, respectively, for the change in fair value of the AVH Derivative Assets.
Nonoperating credit loss on BRW term loan and related guarantee: During the twelve months ended December 31, 2020, the company recorded a $697 million expected credit loss allowance for the BRW term loan and related guarantee. AVH is currently in bankruptcy.
Interest expense related to finance leases of Embraer ERJ 145 aircraft
During the third quarter of 2018, United entered into an agreement with the lessor of 54 Embraer ERJ 145 aircraft to purchase those aircraft in 2019. The provisions of the new lease agreement resulted in a change in accounting classification of these new leases from operating leases to finance leases up until the purchase date. As a result of the change, the company recognized a $4 million reduction in interest expense, and $64 million of additional interest expense, respectively, in the three and twelve months ended December 31, 2019.
Effective tax rate
The company's effective tax rates for the three and twelve months ended December 31, 2020 were 20.1% and 19.9%, respectively. The effective tax rates for the three and twelve months ended December 31, 2019 were 24.1% and 23.1%, respectively. The provision for income taxes is based on the estimated annual effective tax rate which represents a blend of federal, state and foreign taxes and includes the impact of certain nondeductible items and the impact of a change in the company's mix of domestic and foreign earnings (losses). The effective tax rates for the three and twelve months ended December 31, 2020 were impacted by $28 million and $185 million, respectively, of valuation allowance related to capital losses.
SOURCE United Airlines
For further information: United Airlines Worldwide Media Relations, +1-872-825-8640, media.relations@united.com
Burse, who will report to Executive Vice President and Chief Commercial Officer Andrew Nocella, will be responsible for leading United's global sales strategy. She will work to enhance the airline's existing sales programs while building new partnerships and driving overall revenue.
"During her more than 33 years in the hospitality industry, Doreen has been a change agent, showing consistent achievement in leading teams through challenging environments," said Nocella. "Her results-driven focus, collaborative style and commitment to employee morale and development will help United navigate the evolving needs of corporate customers as they return to the skies in force as the pandemic recedes."
Most recently, Burse served as the vice president of Marriott's Global Sales for the U.S. and Canada. She led a cross-functional global account team serving hundreds of accounts, representing about 1,000 associations, 250 corporations, and hundreds of group intermediary partners, travel management companies, retail agencies and other organizations representing $16 billion in annual spending. Burse is also a member of the Global Business Travel Association, on the Board of Directors of AMC Institute, and an Editorial Board Member for Smart Meetings magazine, in addition to her participation in numerous other industry organizations.
Her first day at United will be March 1, 2021.
About United
United's shared purpose is "Connecting People. Uniting the World." For more information, visit united.com, follow @United on Twitter and Instagram or connect on Facebook. The common stock of UAL is traded on the Nasdaq under the symbol "UAL".
SOURCE United Airlines
For further information: United Airlines Worldwide Media Relations, +1-872-825-8640, media.relations@united.com
"Since the start of this pandemic, United has been committed to pursuing industry leading safety measures to protect the wellbeing of our customers and employees," said Sasha Johnson, United's vice president of Corporate Safety. "This recognition from APEX and SimpliFlying underscores that United will continue to innovate and raise the standard when it comes to preventing the spread of COVID-19."
To achieve this certification, United submitted detailed responses for audit against a 58-point checklist covering ten categories, including things like testing, contact tracing, on-the-ground procedures, in-flight measures, and strategic partnerships. For each cleaning and safety measure noted on the checklist, United shared proof points for further review by the APEX and SimpliFlying experts. United's certification as a Diamond airline means that the company's initiatives were at least 200 points above the gold-standard baseline APEX and SimpliFlying established as the minimum required to ensure passenger safety and well-being.
"United Airlines' tremendous customer-centric investments definitively merited the Diamond level of health safety across a broad scoreboard of categories focused on passenger wellbeing," APEX CEO Dr. Joe Leader said. "We applaud United's thought-leadership across key initiatives that have benefited both customers of United Airlines and the airline industry. Passengers and airline team members should be proud of United Airlines' continuous advancements for customer wellbeing."
The United CleanPlusSM program, which includes its partnerships with the Cleveland Clinic and Clorox, was one of the many efforts APEX and SimpliFlying cited when granting the airline this certification. Medical experts from the Cleveland Clinic have helped ensure United's policies and protocols reflect the latest scientific guidance, and Clorox has helped the airline redefine disinfection procedures to support a healthier environment. Other efforts APEX and SimpliFlying called out when granting United this certification include:
- Use of Ultraviolet C (UV-C) light to disinfect sensitive components in the flight deck
- Installation of hand sanitizer dispensers onboard aircraft
- Application of Zoono Microbe Shield, an EPA registered antimicrobial coating, to United's entire mainline and express fleet
United was also the first major U.S. airline to mandate masks for flight attendants, quickly following with all customers and employees. United was also among the first U.S. carriers to announce it wouldn't permit customers who refused to comply with the airline's mandatory mask policy to fly with them while the face mask policy is in place. United was also the first U.S. airline to roll out touchless check-in for customers with bags, and the first to require passengers take an online health assessment before traveling.
To learn more about United's cleaning and safety efforts, visit United.com/CleanPlus.
About United
United's shared purpose is "Connecting People. Uniting the World." For more information, visit united.com, follow @United on Twitter and Instagram or connect on Facebook. The common stock of United's parent, United Airlines Holdings, Inc., is traded on the Nasdaq under the symbol "UAL".
SOURCE United Airlines
For further information: United Airlines Worldwide Media Relations, +1-872-825-8640, media.relations@united.com
The webcast will be available for replay within 24 hours of the conference call and then archived on the website for three months.
About United
United's shared purpose is "Connecting People. Uniting the World." For more information, visit united.com, follow @United on Twitter and Instagram or connect on Facebook. The common stock of United's parent, United Airlines Holdings, Inc., is traded on the Nasdaq under the symbol "UAL".
SOURCE United Airlines
For further information: United Airlines Worldwide Media Relations, +1-872-825-8640, media.relations@united.com
As you know, United has aggressively advocated for this extension for months and our airline has publicly supported similar efforts by our union partners. And we both have personally spoken to leaders in D.C. about the unique impact the crisis has had on our industry and the need for relief. Our appreciation goes out to all the elected officials who helped make this happen – we also know many of you lent your voices to the fight, so thank you as well.
So what does this mean for us? Well, to start, it means United intends to offer temporary employment to thousands of our team members who were impacted on September 30.
As you know, involuntary furloughs were always a last resort for us and we worked really hard over the summer – through cost-cutting, capital-raising, and partnering with our unions – to make the number of people who were ultimately impacted as small as possible.
Now, those employees who are eligible under the terms of the PSP extension can temporarily come back to United through March 2021. This is certainly good news for our economy, our industry, and our airline - but it's especially good news for those who have been without a paycheck, and we can't wait to welcome them back.
Importantly, though, we don't expect customer demand to change much between now and the end of the first quarter of 2021. United has been realistic about our outlook throughout the crisis, and we've tried to give you an honest assessment every step of the way. The truth is, we just don't see anything in the data that shows a huge difference in bookings over the next few months. That is why we expect the recall will be temporary.
But as we've said before, we do see the light at the end of the tunnel. The recent vaccine developments have been nothing short of extraordinary. And we're so proud of our team for playing an important role in the global distribution of those treatments. But even though vaccinations have started and there are millions of doses being distributed around the country, we're still months and months away from the majority of the population getting vaccinated.
There are still some details to work out before the PSP extension is finalized, and we expect that you will hear from your leaders over the next several days about what's next for your specific workgroup. And for those employees who will be returning to work, we'll continue to work closely with our union partners to make the process as easy as possible.
So let us end where we started – having our team members back working at United - even in some cases temporarily – is good news. The PSP extension will provide much needed relief for these team members and their families.
Thanks for all you continue to do to take care of our customers and one another.
Scott and Brett
About United
United's shared purpose is "Connecting People. Uniting the World." For more information, visit united.com, follow @United on Twitter and Instagram or connect on Facebook. The common stock of United's parent, United Airlines Holdings, Inc., is traded on the Nasdaq under the symbol "UAL".
Safe Harbor Statement under the Private Securities Litigation Reform Act of 1995
Certain statements in this release are forward-looking and thus reflect our current expectations and beliefs with respect to certain current and future events. Such forward-looking statements are and will be subject to many risks and uncertainties relating to our operations and business environment that may cause actual results to differ materially from any future results expressed or implied in such forward-looking statements. Words such as "expects," "will," "plans," "anticipates," "indicates," "remains," "believes," "estimates" and similar expressions are intended to identify forward-looking statements. Additionally, forward-looking statements include statements that do not relate solely to historical facts, such as statements which identify uncertainties or trends, discuss the possible future effects of current known trends or uncertainties, or which indicate that the future effects of known trends or uncertainties cannot be predicted, guaranteed or assured. All forward-looking statements in this release are based upon information available to us on the date of this release. We undertake no obligation to publicly update or revise any forward-looking statement, whether as a result of new information, future events, changed circumstances or otherwise, except as required by applicable law. Our actual results could differ materially from these forward-looking statements due to numerous factors including, without limitation, the risks and uncertainties set forth under Part I, Item 1A., "Risk Factors," of our Annual Report on Form 10-K for the fiscal year ended December 31, 2019, as updated by our Quarterly Report on Form 10-Q for the quarter ended September 30, 2020, as well as other risks and uncertainties set forth from time to time in the reports we file with the U.S. Securities and Exchange Commission.
SOURCE United Airlines
For further information: United Airlines Worldwide Media Relations, +1-872-825-8640, media.relations@united.com
"Contact tracing is a fundamental component of the nation's public health response strategy for controlling the spread of communicable diseases of public health concern," said CDC Director Dr. Robert R. Redfield. "Collection of contact information from air travelers will greatly improve the timeliness and completeness of information for COVID-19 public health follow-up and contact tracing."
United's program will roll out in phases beginning this week with the voluntary collection of information for all international arrivals. In the weeks ahead, the airline will phase in domestic and international outbound departures. Customers can opt-in and participate in this effort using United's mobile app, at united.com or at the airport.
"Initiatives like testing and contact tracing will play a significant role in slowing the spread of COVID-19 until a vaccine is widely available," said United's Chief Customer Officer Toby Enqvist. "United continues to take a leadership role in both areas and is proud to support the CDC by doing our part to help them safeguard public health and safety."
Click here for b-roll and images of United's Contact Tracing Initiative.
Throughout the pandemic, United has taken an industry-leading approach to health and safety to create and implement measures to keep our customers and employees safe, including COVID-19 testing programs, innovative technology solutions and industry-leading cleaning and safety iniatives.
A safer travel experience: COVID-19 Testing
United was the first airline to announce optional pre-flight COVID-19 testing for customers. In October, the airline started offering customers traveling from San Francisco International Airport to Hawaii the option to take a same-day, pre-flight rapid test at the airport or a conveniently located drive-through test, for a fee. The program allows customers with a negative result to bypass Hawaii's mandatory quarantine requirements.
Following this effort, United participated in two successful international test programs. In November, United announced the world's first free transatlantic COVID-19 testing pilot program for customers. The airline offered rapid tests to every passenger over 2 years old and crew members on board select flights from Newark Liberty International Airport (EWR) to London Heathrow (LHR), free of charge. Also, in partnership with CommonPass (add hyperlink), a digital health pass aimed at enabling safer travel and the reopening of international borders, customers participated in a test on flights from Newark/New York to London and were able to seamlessly provide their COVID-19 test results to relevant governments.
Most recently in December, United expanded its customer testing efforts to include a new mail-in test option for flights out of Houston to select destinations in Latin America and the Caribbean like Aruba, Belize City and the Bahamas. United will continue to offer ways to expand testing as a means of opening borders safely.
For more information on the testing program, please visit united.com/covid-testing.
Click here for b-roll and still images of United Airlines' COVID-19 testing programs
United also joined efforts with the COVID-19 Technology Task Force to raise awareness and encourage customers and employees to take advantage of the free and secure Exposure Notifications System that anonymously alerts users if they've been in close contact with someone who has tested positive for COVID-19. Currently, about 20 states, plus Guam and Washington, D.C., offer technology managed by state health departments that can be downloaded to most mobile devices.
A safer travel experience: United CleanPlusSM
Since the start of the pandemic, United has been a leader in enacting new policies and innovations designed to keep employees and passengers safer when traveling. It was the first U.S. airline to mandate masks for flight attendants, quickly following with all customers and employees. United was also among the first U.S. carriers to announce it wouldn't permit customers who refused to comply with the airline's mandatory mask policy to fly with them while the face mask policy is in place. United was also the first U.S. airline to roll out touchless check-in for customers with bags and the first to require passengers take an online health assessment before traveling. United is applying Zoono Microbe Shield, an EPA-registered antimicrobial coating that forms a long-lasting bond with surfaces and inhibits the growth of microbes, to its entire mainline and express fleet before the end of the year.
The latest research, including a recent study conducted by the U.S. Department of Defense, shows COVID-19 exposure risk on board United aircraft is low due to the airline's advanced air filtration systems, mandated mask policy and diligent cleaning protocols.
For more details on all the ways United is helping keep customers safe during their journey, please visit united.com/cleanplus.
About United
United's shared purpose is "Connecting People. Uniting the World." For more information, visit united.com, follow @United on Twitter and Instagram or connect on Facebook. The common stock of United's parent, United Airlines Holdings, Inc., is traded on the Nasdaq under the symbol "UAL".
SOURCE United Airlines
For further information: United Airlines Worldwide Media Relations, +1-872-825-8640, media.relations@united.com
"As the leader of one of the world's largest airlines, I recognize our responsibility in contributing to fight climate change, as well as our responsibility to solve it," said Scott Kirby, United's chief executive officer. "These game-changing technologies will significantly reduce our emissions, and measurably reduce the speed of climate change – because buying carbon offsets alone is just not enough. Perhaps most importantly, we're not just doing it to meet our own sustainability goal; we're doing it to drive the positive change our entire industry requires so that every airline can eventually join us and do the same."
Investment in Direct Air Capture Technology
Rather than simply taking a conventional approach to decarbonization by relying solely on the purchase of carbon offsets, United intends to make a multimillion-dollar investment in 1PointFive, Inc., a partnership between Oxy Low Carbon Ventures, a subsidiary of Occidental (NYSE:OXY), and Rusheen Capital Management. 1PointFive's mission is to curb the rise in global temperatures by physically removing carbon dioxide (CO2) from the air using Direct Air Capture technology licensed from Carbon Engineering.
Direct Air Capture technology is one of the few proven ways to physically correct for aircraft emissions, and can scale to capture millions and potentially billions of metric tons of CO2 per year. The captured CO2 will then be permanently, safely and securely stored deep underground by Occidental, a process certified by independent third parties. The commitment – the first to be announced in the aviation industry – will help 1PointFive build the first industrial-sized Direct Air Capture plant in the United States. A single plant is expected to capture and permanently sequester one million tons of CO2 each year, the equivalent of the work of 40 million trees, but covering a land area about 3,000 times smaller.
Investments in Sustainable Aviation Fuel
With up to 80% less lifecycle carbon emissions than conventional jet fuel, sustainable aviation fuel is the fastest and most effective way United is reducing its emissions. Among all airlines globally, United holds more than 50% of all publicly announced future purchase commitments to using SAF and has the longest history of using SAF of any U.S. airline. Last year, United renewed its contract with Boston-based World Energy, agreeing to purchase up to 10 million gallons of cost-competitive SAF. United has used this SAF to help sustainably power every flight departing its Los Angeles hub since 2016.
Additionally, United has invested more than $30 million in California-based sustainable fuel producer Fulcrum BioEnergy, which remains the single largest investment by any airline globally in a sustainable fuel producer.
Since 2016, United has used the most SAF of any airline globally and has flown:
- 26 million passengers on flights powered with a SAF blend
- 44 billion passenger-miles on flights powered with a SAF blend
- 215,000 flights powered with a SAF blend
United's Commitment to the Environment
United's commitment to becoming carbon-neutral by 2050 represents yet another leadership position the airline has taken to reduce its impact on the environment. United's significant environmental achievements include:
- Becoming the first airline globally to incorporate SAF in regular operations on a continuous basis, marking a significant milestone in the industry by moving beyond test programs and demonstrations to the everyday use of low-carbon fuel in ongoing operations
- In 2019, we committed $40 million toward an investment initiative focused on accelerating the development of SAF and other decarbonization technologies
- Operating the Flight for the Planet in 2019, which represented the most-eco-friendly commercial flight of its kind in the history of commercial aviation
- Becoming the first airline to fly with Boeing's Split Scimitar winglets, which reduce fuel consumption by an additional 2% versus standard winglets; United is the largest Scimitar winglet operator today, with nearly 400 aircraft equipped with these winglets
- Becoming the first U.S. airline to repurpose items from the carrier's international premium cabin amenity kits and partnering with Clean the World to donate hygiene products to those in critical need
- Eliminating non-recyclable plastic stirring sticks and cocktail picks on aircraft and replacing them with a more environmentally friendly product made of 100% bamboo
- Continuing to replace its eligible ground equipment with cleaner, electrically powered alternatives, with nearly 45% of the fleet converted to date
United's Award-Winning Eco-Skies Program
United's award-winning Eco-Skies program represents the company's commitment to the environment and the actions taken every day to create a more sustainable future. Earlier this month, the Carbon Disclosure Project named United as the only airline globally to its 2020 'A List' for the airline's actions to cut emissions, mitigate climate risks and develop the low-carbon economy, marking the seventh consecutive year that United had the highest CDP score among U.S. airlines.
In 2017, Air Transport World magazine named United its Eco-Airline of the Year for the second time since the airline launched the Eco-Skies program. Additionally, United ranked No. 1 among global carriers in Newsweek's 2017 Global 500 Green Rankings, one of the most recognized environmental performance assessments of the world's largest publicly traded companies.
For more information on United's commitment to environmental sustainability, visit united.com/ecoskies.
About United
United's shared purpose is "Connecting People. Uniting the World." For more information, visit united.com, follow @United on Twitter and Instagram or connect on Facebook. The common stock of United's parent, United Airlines Holdings, Inc., is traded on the Nasdaq under the symbol "UAL".
Safe Harbor Statement under the Private Securities Litigation Reform Act of 1995
Certain statements in this release are forward-looking and thus reflect our current expectations and beliefs with respect to certain current and future events. Such forward-looking statements are and will be subject to many risks and uncertainties relating to our operations and business environment that may cause actual results to differ materially from any future results expressed or implied in such forward-looking statements. Words such as "expects," "will," "plans," "anticipates," "indicates," "remains," "believes," "estimates" and similar expressions are intended to identify forward-looking statements. Additionally, forward-looking statements include statements that do not relate solely to historical facts, such as statements which identify uncertainties or trends, discuss the possible future effects of current known trends or uncertainties, or which indicate that the future effects of known trends or uncertainties cannot be predicted, guaranteed or assured. All forward-looking statements in this release are based upon information available to us on the date of this release. We undertake no obligation to publicly update or revise any forward-looking statement, whether as a result of new information, future events, changed circumstances or otherwise, except as required by applicable law. Our actual results could differ materially from these forward-looking statements due to numerous factors including, without limitation, the risks and uncertainties set forth under Part I, Item 1A., "Risk Factors," of our Annual Report on Form 10-K for the fiscal year ended December 31, 2019, as updated by our Quarterly Report on Form 10-Q for the quarter ended September 30, 2020, as well as other risks and uncertainties set forth from time to time in the reports we file with the U.S. Securities and Exchange Commission.
SOURCE United Airlines
For further information: United Airlines Worldwide Media Relations, +1-872-825-8640, media.relations@united.com
"We know how important it is for our customers to have more options for a contactless travel experience and this tool makes it easy to quickly receive personalized support directly from a live agent at the airport while maintaining social distancing," said Linda Jojo, United's Executive Vice President for Technology and Chief Digital Officer. "Agent on Demand allows customers to bypass waiting in line at the gate and seamlessly connect with customer service agents from their mobile device, ensuring they continue to receive the highest levels of service while also prioritizing their health and safety."
Here's how it works:
Customers can scan a QR code displayed on signage throughout United's hub airports, or access the platform through self-service kiosks at select gate areas at Chicago O'Hare and Denver International Airports. From there, customers will be connected to an agent by phone, chat or video, based on their preference. Customers can ask any question they would typically direct to a gate agent, including questions on seat assignments, upgrades, standby list, flight status, rebooking and more. Agent on Demand provides an extra level of convenience to customers, who can now easily connect with an agent while anywhere in the airport instead of waiting in a line at the gate. Additionally, translation functionality is integrated in the chat function allowing customers to communicate with agents in more than 100 languages. Customers can type in their preferred language and the messages will be automatically transcribed in English for the agents and in the selected language for the customer.
United was the first airline to debut this technology, which allows a variety of United agents to respond to inquiries, giving gate agents more time to provide caring service to customers, and complete other critical pre-departure tasks.
Agent on Demand is the latest of many new technologies the airline has introduced to create a safer and more seamless experience for customers. United recently redesigned its mobile app with new enhancements intended to make travel easier for people with visual disabilities, introduced text alerts for passengers on standby and upgrade lists to reduce person-to-person interaction, and debuted a new chat function to give customers a contactless option to receive immediate access to information about cleaning and safety procedures.
A safer travel experience: United CleanPlusSM
Since the start of the pandemic, United has been a leader in enacting new policies and innovations designed to keep employees and passengers safer when traveling. It was the first U.S. airline to mandate masks for flight attendants, quickly following with all customers and employees. United was also among the first U.S. carriers to announce it wouldn't permit customers who refused to comply with the airline's mandatory mask policy to fly with them while the face mask policy is in place. United was also the first U.S. airline to roll out touchless check-in for customers with bags, and the first to require passengers take an online health assessment before traveling. United is applying Zoono Microbe Shield, an EPA-registered antimicrobial coating that forms a long-lasting bond with surfaces and inhibits the growth of microbes, to its entire mainline and express fleet before the end of the year.
The latest research, including a recent study conducted by the U.S. Department of Defense, shows COVID-19 exposure risk on board United aircraft is almost zero due to the airline's advanced air filtration systems, mandated mask policy and diligent cleaning protocols.
For more details on all the ways United is helping keep customers safe during their journey, please visit united.com/cleanplus.
About United
United's shared purpose is "Connecting People. Uniting the World." For more information, visit united.com, follow @United on Twitter and Instagram or connect on Facebook. The common stock of United's parent, United Airlines Holdings, Inc., is traded on the Nasdaq under the symbol "UAL".
SOURCE United Airlines
For further information: United Airlines Worldwide Media Relations, +1-872-825-8640, media.relations@united.com
