WEBVTT - United Airlines CEO Scott Kirby Talks Demand, Oil Prices and TSA Lines

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<v Speaker 1>Bloomberg Audio Studios, podcasts, radio news.

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<v Speaker 2>I would like to welcome everyone on Bloomberg Television and

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<v Speaker 2>Bloomberg Radio. I am here in Los Angeles with the

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<v Speaker 2>CEO of United Airlines, Scott Kirby. There is an incredible

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<v Speaker 2>airline behind us. There are incredible exhibits here. We would

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<v Speaker 2>be talking about all these new planes that United just bought,

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<v Speaker 2>but instead the world has sent some other things. I

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<v Speaker 2>really want to start with this question of how you

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<v Speaker 2>plan for the future with a backdrop that is probably

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<v Speaker 2>the most uncertain for airlines in particular since COVID.

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<v Speaker 3>Well pleas for.

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<v Speaker 1>Having me, Lisa and I love the United Blue, but

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<v Speaker 1>carry on. You know, really, the way we plan is

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<v Speaker 1>being prepared in advance. And when we came out of COVID,

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<v Speaker 1>I made a commitment to our employees as to do

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<v Speaker 1>everything possible to put United in a position where we

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<v Speaker 1>never again furlough employees, which has happened over decades multiple

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<v Speaker 1>times that United. And to do that, we knew there

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<v Speaker 1>was some industry crisis to come. I didn't know what

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<v Speaker 1>it was that would eventually come, but we're carrying triple

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<v Speaker 1>the cash on the balance sheet that we had pre COVID.

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<v Speaker 3>We've moved to the.

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<v Speaker 1>Top of the industry in terms of margins, and we

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<v Speaker 1>have the best credit rating that we've had in.

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<v Speaker 3>Over thirty years.

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<v Speaker 1>And what that does is give us the financial resources

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<v Speaker 1>to look to the other side of the crisis, to

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<v Speaker 1>continue investing in airplanes like this, to continue a full

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<v Speaker 1>speed investing in the future, while we make tactical adjustments

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<v Speaker 1>in the short term, but have the financial resources that

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<v Speaker 1>we can look through the crisis to the recovery on

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<v Speaker 1>the other side.

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<v Speaker 4>You keep calling it a crisis.

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<v Speaker 2>Last week we heard from American, we heard from Delta.

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<v Speaker 2>They were talking about even upgrading their forecasts for the year,

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<v Speaker 2>saying that consumer demand was so strong it could overcome

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<v Speaker 2>whatever short term shot this is.

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<v Speaker 4>You have a very different forecast. Why do you think

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<v Speaker 4>it's not going to be that short term and not

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<v Speaker 4>that moderate?

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<v Speaker 1>So first I said exactly the same thing about demand.

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<v Speaker 1>Demand is the strongness it's been ever. The top ten

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<v Speaker 1>booking weeks of the year have all been in twenty.

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<v Speaker 3>And twenty six so far. So demand is incredibly strong

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<v Speaker 3>right now. But I do think that oil prices are

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<v Speaker 3>I think they're higher for longer.

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<v Speaker 1>It's reasonable for us to plan for that regardless, because

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<v Speaker 1>the downside is pretty limited, Like we leave a little

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<v Speaker 1>bit of demand on the table by not flying quite

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<v Speaker 1>as much as this summer, So what that's not a

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<v Speaker 1>big deal, but it gives us more optionality on the

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<v Speaker 1>other side for the recovery.

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<v Speaker 3>So we're really focused on what the recovery is going

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<v Speaker 3>to look like. And I think our forecast of oil.

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<v Speaker 1>Going to one hundred and seventy five and staying through

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<v Speaker 1>up to one hundred to the end of next year

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<v Speaker 1>is reasonable. I hope it's better, and there's a good

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<v Speaker 1>chance it's better, but I think it's also reasonable, and

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<v Speaker 1>planning and preparing for that really lets us come out

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<v Speaker 1>stronger as we go through it.

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<v Speaker 2>And on the other side, you've talked about how you're

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<v Speaker 2>cutting about five percent of capacity in particular in the

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<v Speaker 2>Middle East to some of the roots there in order

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<v Speaker 2>to reduce capacity preserve margins. Do you think that's it

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<v Speaker 2>or if prices go even higher, do you expect that

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<v Speaker 2>to actually be an even bigger count to capacity.

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<v Speaker 1>Watch and see what happens, particularly with demand. If our

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<v Speaker 1>forecast of fuel prices is correct, then my guess is

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<v Speaker 1>there's going to be an impact to the economy as well,

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<v Speaker 1>and I hope not, but we'll watch that as it

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<v Speaker 1>goes along.

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<v Speaker 3>But what we're doing right now really is.

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<v Speaker 1>Taking out flying that. You know, it's pretty marginal even

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<v Speaker 1>in good times, and when oil price is double, it

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<v Speaker 1>would lose money. And so there's just no point in

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<v Speaker 1>flying flights that are going to lose money that can't

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<v Speaker 1>cover the cost of fuel.

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<v Speaker 3>So it just seems reasonable to do it. We'll be

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<v Speaker 3>nimble and see what happens with prices and demand.

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<v Speaker 2>The Middle East has been an area of expansion for

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<v Speaker 2>a while. I know that a number of the airlines

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<v Speaker 2>have really been moving heavily into the region.

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<v Speaker 4>Are you adjusting and.

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<v Speaker 2>If you're thinking longer term as a result of the

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<v Speaker 2>conflict and potentially how long it could go on, Well.

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<v Speaker 1>We'll see, but I would guess that when this is

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<v Speaker 1>over that places like Dubai come back one hundred percent.

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<v Speaker 3>I don't know, we'll.

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<v Speaker 1>Watch it see, but I would bet on Dubai for the.

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<v Speaker 4>Long term going forward.

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<v Speaker 2>You've talked about how you want to take advantage of

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<v Speaker 2>this time, how you see this as a crisis not

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<v Speaker 2>unlike what we saw during the pandemic, and that you'd

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<v Speaker 2>be even interested in potentially picking.

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<v Speaker 4>Up some assets. What does that mean airplanes? Roots?

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<v Speaker 1>Yeah, so first, I don't think it's a crisis like COVID.

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<v Speaker 3>It's going to be a stress event. That's the word

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<v Speaker 3>I use.

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<v Speaker 1>More is stress event for the industry. If our fuel

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<v Speaker 1>forecast is right, but it's nowhere near the magnitude of

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<v Speaker 1>what happened in COVID. And in a stress event like that,

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<v Speaker 1>I want us to be we start in the strongest position.

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<v Speaker 1>I want us to be consistently ahead of the curve,

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<v Speaker 1>like every time there's something happening, I want us to

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<v Speaker 1>be first to let everyone else follow.

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<v Speaker 3>And when we're doing that, you.

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<v Speaker 1>Know, and others take longer to adjust, it is going

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<v Speaker 1>to amp up the stress on them. That many of

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<v Speaker 1>them start with weak income statements, weak balance sheets, and

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<v Speaker 1>we'll be there to pick up some of those assets.

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<v Speaker 1>And it might be a win win for them, but

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<v Speaker 1>we'll be there to.

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<v Speaker 3>Pick up some of those assets as we go through

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<v Speaker 3>the crisis.

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<v Speaker 4>We'll sale acquisition of a company or just well.

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<v Speaker 1>See, there's lots of rumors about that going forward.

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<v Speaker 4>I'm curious.

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<v Speaker 2>Also, there's been questions about hedging against oil prices. You know,

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<v Speaker 2>a lot of the airlines have really moved away from

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<v Speaker 2>that because hasn't the profitable Delta has a refinery investment

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<v Speaker 2>that has helped.

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<v Speaker 4>Somewhat to offset.

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<v Speaker 2>Some of these costs. Do you have any plans around

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<v Speaker 2>that in any capacity?

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<v Speaker 1>So it's we're so bad, it's hard to effectively hedge.

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<v Speaker 3>We're just so big we move the market.

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<v Speaker 1>If we try to hedge, it's really hard to hedge

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<v Speaker 1>the crackspread, you know, you know, oil prices have gone up,

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<v Speaker 1>the crackspread has gone up even more. It's really hard

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<v Speaker 1>to hedge there, and so probably not. I actually tried

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<v Speaker 1>to do a deal with AD years ago when I

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<v Speaker 1>was at American and they foundered over a force majure

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<v Speaker 1>clause where they wanted for it had just been a

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<v Speaker 1>swap founded over a force majure or they said, well

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<v Speaker 1>we need a force majure and I said, well that's

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<v Speaker 1>the whole point, like what if the straits and before

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<v Speaker 1>moves closed it, I said ten years ago, like that's

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<v Speaker 1>when I want your hedge, and you can't get out

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<v Speaker 1>of it.

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<v Speaker 3>So it's just really hard for us to edge.

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<v Speaker 2>Meanwhile, if this were the only crisis you'd be dealing

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<v Speaker 2>with probably you'd be watching this clifully, but you'd be grateful.

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<v Speaker 4>There is also this question around all of.

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<v Speaker 2>The scenes that we see in social media, et cetera

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<v Speaker 2>of TSA lines getting longer and longer. Have you noticed

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<v Speaker 2>people missing their flights? I mean, how big of a

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<v Speaker 2>problem has this been?

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<v Speaker 3>You know? Thank you to the TSA.

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<v Speaker 1>It's the vast majority of them are showing up to work.

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<v Speaker 1>And I understood, like it's unconscionable that our politicians are.

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<v Speaker 3>Put our TSA age. It's safety professionals.

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<v Speaker 1>In a situation like this, But they're showing up to work.

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<v Speaker 1>I love saying thank you to them every time.

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<v Speaker 3>I go through. Uh.

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<v Speaker 1>They're doing a great job. Yes, there are places where

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<v Speaker 1>we've had long lines.

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<v Speaker 3>It's really the last week that it's started to increase

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<v Speaker 3>a little bit. I am hopeful that we're near the

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<v Speaker 3>finish line. You know, I'm on my.

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<v Speaker 1>Way back to d C after here, but I've been

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<v Speaker 1>talking to folks in the Senate on both sides of

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<v Speaker 1>the aisle. It does feel to me like we're close.

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<v Speaker 3>This feels like.

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<v Speaker 1>Kind of like the FAA felt, you know, where We're

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<v Speaker 1>forty eight hours away. We've got the FA reopen feels

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<v Speaker 1>very similar to me that we're close.

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<v Speaker 3>I hope having it resolved, just having ICE.

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<v Speaker 4>Agents there help things or things.

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<v Speaker 3>You know, I don't know.

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<v Speaker 1>That we were all trying to provide resources to TSA.

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<v Speaker 1>You know, we're we and other airlines are doing things

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<v Speaker 1>like providing meals and offering to use our staff to

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<v Speaker 1>help with lines or to help with the exit, you know,

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<v Speaker 1>monitoring the exits. Those are the kinds of things that

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<v Speaker 1>the other government officials are doing. So the key though

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<v Speaker 1>is like get TSA funded and.

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<v Speaker 3>Pay the people.

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<v Speaker 2>You've run companies for a long time. Have you ever

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<v Speaker 2>spent more time in Washington, DC as a CEO?

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<v Speaker 3>Boy, I spend a lot of time there. I've spent

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<v Speaker 3>more there probably this year than any other year.

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<v Speaker 2>Though, you feel like the system is fraying in terms

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<v Speaker 2>of also like safety issues. I mean, there's been a

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<v Speaker 2>lot of concern about what happened with Labordi at airport.

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<v Speaker 3>Yeah, you know, the system is safe. It really is safe.

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<v Speaker 1>It's by far the safest way to travel of any

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<v Speaker 1>mode of transportation.

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<v Speaker 3>And I do think that we need to invest more

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<v Speaker 3>in the.

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<v Speaker 1>FAA, both in staffing and then the technology. And I

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<v Speaker 1>am like this is the first time in my career

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<v Speaker 1>we've had an administration Secretary Duffy, Administrator Bedford that are

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<v Speaker 1>fully committed.

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<v Speaker 3>To doing that and they are doing it.

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<v Speaker 1>And like staffing in Newark for example, it's the best

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<v Speaker 1>it's been, you know, in my career. And we think

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<v Speaker 1>we're going to be one hundred percent soy'll be the

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<v Speaker 1>first time ever. I think that will be one hundred

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<v Speaker 1>percent staff later this year. So on that road, the

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<v Speaker 1>Secretary is about to ask, I think for another sixty

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<v Speaker 1>seven billion for technology. I will encourage everyone on both

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<v Speaker 1>sides of out let's do a bipartisan deal to get.

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<v Speaker 3>That done, as that we need to invest in our

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<v Speaker 3>In the meantime.

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<v Speaker 2>We have consumers that have been incredibly resilient for all

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<v Speaker 2>of this.

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<v Speaker 4>They still want to travel.

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<v Speaker 2>I mean, at what point do you start to see cannibalization.

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<v Speaker 2>Are you're starting to see any pushback?

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<v Speaker 3>You know, I'm sure there will be some.

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<v Speaker 1>There is always a price elasticity, but we're starting from

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<v Speaker 1>this perspective where airfares in twenty twenty five or two

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<v Speaker 1>percent lower than they were in twenty nineteen, even though

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<v Speaker 1>inflation was up twenty five percent, So airfares are up fifteen.

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<v Speaker 3>To twenty percent in the last few weeks, but that's.

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<v Speaker 1>Sort of covering half to sixty percent of the inflationary increase.

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<v Speaker 1>So I think we have some room to go. But

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<v Speaker 1>I also think, like you know, there will be less demand.

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<v Speaker 1>There'll be fewer people traveling as prices go up. That's

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<v Speaker 1>part of our cut capacity five percent. Like you know,

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<v Speaker 1>when airfares have to go up because of oil prices,

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<v Speaker 1>there are going to be some people that choose not

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<v Speaker 1>to fly and to be naive not to realize that,

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<v Speaker 1>and so pointing back to some of that capacity is

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<v Speaker 1>a rational response.

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<v Speaker 2>How much do you expect prices to have to go

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<v Speaker 2>up just to adjust to the oil prices?

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<v Speaker 1>Well, you know, if oil prices where they are today,

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<v Speaker 1>that's eleven billion of expense for US, and that would

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<v Speaker 1>require prices to be.

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<v Speaker 3>Up twenty percent to break even to cover that cost.

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<v Speaker 2>Meanwhile, you are announcing all of these new planes. A

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<v Speaker 2>lot of them have put a real emphasis on the

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<v Speaker 2>premium customer of Polaris on the both states, the by

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<v Speaker 2>coastal kind of transit. You've talked a lot about how

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<v Speaker 2>premium is the future.

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<v Speaker 4>Can you talk about how much.

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<v Speaker 2>It really is the growth sector and whether demand there continues.

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<v Speaker 1>To be or us well, the truth that we're investing

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<v Speaker 1>nose to tail for all customers. I mean, everybody gets

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<v Speaker 1>the best technology, best out technology in the world, Starling

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<v Speaker 1>feedback entertainment. So it's not just premium. Premium gets a

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<v Speaker 1>lot of the press, but we're investing those to tail

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<v Speaker 1>to win customers, brand loyal customers everywhere. But clearly the

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<v Speaker 1>premium demand has been much stronger than anyone ever realized.

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<v Speaker 1>What I really think it is not that premium demand

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<v Speaker 1>is higher today than it was. It was always there.

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<v Speaker 1>We didn't have the product to serve it. And once

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<v Speaker 1>we create the product, we realize that they're demand that

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<v Speaker 1>was in excess of what we knew. Also at United,

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<v Speaker 1>like we just we were born on third base when

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<v Speaker 1>it comes to premium with hubs in Newark, Dallas, Chicago,

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<v Speaker 1>San Francisco.

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<v Speaker 3>Like you know, like sometimes it's going to be lucky.

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<v Speaker 1>We were born on third base where there's far more

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<v Speaker 1>premium demand for our product, and so lets us be

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<v Speaker 1>the leader.

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<v Speaker 2>Scott Kirby, wonderful for you to take the time, Thank

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<v Speaker 2>you so much for being here. Wonderful to speak with

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<v Speaker 2>you that was Scott Kirby, the chief executive officer of

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<v Speaker 2>United Airlines.