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We are committed
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on any issue or question you may have - guaranteed! We will continually add improvements and enhancements to our software
and this web site and immediately make adjustments as United makes changes to Unimatic, Skynet or as the united pilots contract changes. Additionally, we monitor the United Pilot's AOL
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Information about UAL
U.S. international airline. It began as United Aircraft and Transport Corp., which first operated transcontinental passenger flights in 1929. It
was the first airline to introduce stewardesses, in 1930. United Airlines, Inc., was established in Chicago in 1931 as a holding company for the
corporation's four constituent airlines. United expanded rapidly after World War II and became the largest air carrier in the Western world when it
merged with Capital Airlines in 1961. United acquired Pan American World Airways' transpacific routes in 1986 and its Latin American and Caribbean
routes in 1991. The parent company took the name UAL Corp. in 1988. When United employees held a controlling share of the airline company (1994 –
2003), UAL was the largest employee-owned company in the U.S.
Customer Case Study:
United Airlines
Enterprise Portal Boosts “Employee Engagement” and Helps
Increase Customer Loyalty
Business challenge
Enhance employee engagement in the business and its financial recovery, which
in turn has been found to have a strong, quantifiable correlation to customer
loyalty. Enable employees to take more control over their careers, initiate HR and
benefits activities, and increase their understanding of how they impact the airline’s
financial recovery.
Solution
SkyNet, built on BEA WebLogic Portal 8.1 and supported by a service-oriented
architecture (SOA), is an intranet that offers a wide range of content and applications
relevant to the 65,000 members of the United Airlines employee community.
Results
Every day, 20,000 visitors log into SkyNet, accessible from any browser so that
it can accommodate even mobile users. The metrics show the portal is improving
employee engagement and increasing staff productivity.
Overview
The executive team at United Airlines places great emphasis on “employee engagement.”
The airline has found a quantifiable link between employee engagement and the likelihood
that customers will opt to continue flying on United. The challenge put to the airline’s
Information Services Division (ISD) was to develop tools that empower united
employees by
enabling them to take more control over their careers, and by increasing their understanding
of how the airline’s financial performance will benefit every member of the team.
Customer brief
united airlines and its sister carriers, United Express and Ted, operate
more than
3,500 flights daily. United flies to 109 destinations in 23 countries. The airline has over
65,000 employees and more than 40 million enrolled members in its United Mileage
Plus program.
Business process challenge
The airline industry is among the most competitive sectors of the economy. Intense
market pressures in recent years have forced airlines to reexamine every aspect of
their operations in search of opportunities to increase efficiency, reduce costs, fill a
higher percentage of their seats, become more adaptable and, ultimately, become
more profitable.
United Airlines is no exception. Yet financial challenges didn’t diminish the need for
“a better way.” The necessity of becoming more cost-efficient supported the drive
towards innovation and the can-do spirit that United has embodied for more than
70 years.
Among many strategic decisions that management made in an effort to rebuild the
airline was to emphasize “employee engagement.” The airline has found a strong,
quantifiable correlation between employee engagement and customer loyalty.
Employees who feel good about the airline and believe they can make a difference
tend to put forth the extra effort that makes customers want to continue flying United.
The challenge put to the airline’s Information Services Division (ISD) was to develop
tools that empower employees by enabling them to take more control over their
careers, and by increasing their understanding of how the airline’s financial recovery will
affect each individual. Providing an Employee Self-Service solution for their employees
thru Skynet was a key part of delivering this empowerment.
“Airlines are far-flung enterprises,” said Nandi. “Management believes it is important
to create a strong sense of community and foster an atmosphere in which employees
feel a personal investment in the future of United. As the airline’s technology group, we
felt that the best way for us to contribute would be to provide a robust intranet with
simplified, centralized access to applications that make employees’ lives easier and
make the company more productive.”
Customer Case Study United Airlines
Solution
After carefully outlining the requirements and design of an enterprise portal, ISD
proceeded to build SkyNet, an intranet that offers access to a range of applications
that serve the needs of all 65,000 employees. SkyNet is supported by an SOA that exposes
data and functionality from many back-office systems to portal users via portlets.
“Our decision to utilize BEA for this project was based on two factors,” said Nandi.
“First and foremost, given our requirements of providing employees personalized,
integrated, and comprehensive access to back-end systems, we realized that a
strategic investment in infrastructure was critical for us to achieve our goals. And
BEA is the leader in infrastructure software. It sets the bar for technical excellence
and innovation. BEA’s open, standards-based technology simplifies development and
integration, which accelerates time to value. BEA’s personalization capabilities allow
us to tailor Skynet based on each employee’s role, and BEA personnel really know
their stuff. The BEA team was a valuable asset throughout the project.”
Nandi continued, “Obviously, a company in our situation must keep a close eye on all
expenditures. BEA helped us manage our licenses in a way that kept costs down. It’s
really quite remarkable that we were able to take on this type of project without having
to incur exorbitant costs.”
User access to SkyNet is managed via iChain from BEA partner Novell.
iChain provides identity-based Web security that controls access to SkyNet’s
applications and content.
Among the more popular SkyNet applications are WebList, CrewNet, and a pension
calculator. WebList enables qualified individuals to book free or reduced- fare travel.
This is a hallmark benefit of working for the airline and a very effective retention tool.
CrewNet provides pilots and flight attendants with access to their flight schedules.
Pilots can also use the system to bid on vacation time and route assignments.
Customer Case Study United Airlines
Another popular application is a “Success Sharing” calculator. This relates directly to
the concept of employee engagement. As part of the airline’s financial restructuring,
employees can earn bonus payments that are tied to the company’s performance.
The calculator enables employees to see exactly how much they stand to earn based
on the Success Sharing formula.
In addition, the portal offers links to PeopleNet, the airline’s self-service human
resources Web site, as well as links to applications that provide flight status and
baggage tracking. And, airline management uses SkyNet to communicate news and
information about company initiatives with the entire workforce. Together, SkyNet and
PeopleNet provide employees with a comprehensive employee self-service solution
that lowers cost to serve employees, increases productivity, most importantly enhances
employee engagement.
“SkyNet is a point of convergence that brings together all the content and functionality
that employees care about in a single, convenient location,” said Nandi. “It’s increasing
productivity substantially, and making us all feel connected. SkyNet is a tangible symbol
of the teamwork and optimism that have returned to the airline in recent months.”
From a technical point of view, SkyNet represents United’s first-ever deployment
supported by an SOA. Beneath the portal’s front end is a message bus and event
broker that bridge barriers between application silos by orchestrating the flow of data
across disparate applications. The applications themselves are exposed as services to
portal users via portlets. In addition, software components are reusable in multiple
applications to reduce the time and effort needed to bring new applications online. For
example, one user profiling system is used to manage access to all SkyNet
applications.
Results
SkyNet went into production in April 2004, making it the newest of more than 50
applications at United that run on the BEA infrastructure. The development team for
SkyNet consisted of just four software engineers. Nearly 20,000 unique visitors log
into SkyNet each day.
Customer Case Study - United Airlines
UAL Corporation is the holding company for United Airlines, Inc., the world's largest airline, which flies 240,000 passengers a day to
26 countries. It is also the largest employee-owned company in the world. It provides the pilots with unimatic service. UAL's plans to acquire US Airways, the sixth largest airline, were the
subject of much discussion and uncertainty during mid-2000. United Airlines was created in the early 1930s by Bill Boeing's aeronautic
accumulate the united crews in order to exploit demand
for air transport and to serve as an immediate market for Boeing aircraft. At first United was similar to a consortium, involving the participation
of several independent airline companies. One of those companies was Varney Air Lines, credited with being America's first commercial air transport
company. Varney's 460-mile network for example the
united unimatic sign on
, Washington, and Elko, Nevada, was linked with Boeing Air Transport, which operated an
Ual crew
airmail service between Chicago and San Francisco. This route crossed Vernon Gorst's Pacific Air Transport network, which ran mail between
Seattle and Los Angeles. The National Air Transport Company, operated by New York financier Clement Keys, connected with Boeing in Chicago, flying
mail south to Dallas. Stout Air Services, which had the financial backing of Henry and Edsel Ford, operated an air service between Chicago,
Detroit, and Cleveland with Ford tri-motor airplanes. These airline companies cooperated with Boeing, which manufactured aircraft in Seattle, and
Pratt & Whitney, an aircraft engine manufacture. The pbs united group became known as United
Air Lines in 1931. Among other things, the group was responsible for introducing air-to-ground radio, which improved communication and safety,
and stewardesses, all eight of whom were registered nurses hired to
ual trip trade passengers' fear of flying. A United executive at the time commented, 'How is a man going to say he's afraid to fly when a
woman is working on the plane?' In 1934 National, Varney, Pacific, and Boeing officially merged under the name United Air Lines Transportation
Company. Pat Patterson, a banker and Boeing official, was placed in charge of the airline at the age of 34. That year, however, congressional
legislation outlawed the type of monopoly United had formed with Boeing and Pratt & Whitney, and the airline was forced to divorce itself from the
conglomerate. It subsequently became an independent company based at Chicago's Old Orchard (now O'Hare) airport. In 1936 after several
airplane accidents, a series of syndicated newspaper stories sensationalized the horror of airplane crashes and incited a virtual state of panic
which drove passengers back to railroads by the thousands. The airline industry was so deeply affected that many smaller companies were faced with
bankruptcy. United responded by retaining a popular military test pilot named Major R.W. Schroeder to see the skynet intranet ual com company's implementation of new safety codes. With this action United helped to
rebuild the public's confidence in air travel. As one of the nation's larger airline companies United maintained a position of leadership in
the industry, constantly demanding newer, more advanced aircraft. United funded many of the developmental costs of the Douglas DC-4, the first
four-engine passenger plane. However, when the United States became involved in World War II, all DC-4s were devoted to the war effort before ever
having carried a commercial passenger. The company's name was shortened to United Air Lines in 1943 and new plans were made for the airline in
anticipation of the end of the war. Two years later United redeployed its aircraft and resumed commercial flying. In 1954 United became the
first airline to employ flight simulators as part of its training and pilot testing programs. The following year United placed an order with
Douglas Aircraft for DC-8s, the airline's first passenger jetliners. Although Boeing's 707 jetliner actually became available a few months
before the DC-8, United preferred the DC-8 because of its seating arrangement and other cost advantages. In spite of United's favorable
position in the industry, its competitors were growing rapidly and in many cases outperforming United, which had entered a brief period of decline.
However, when United acquired Capital Airlines in 1961 its network in the eastern United States was strengthened, helping the company to regain its
position as the nation's number one airline.
unimatic tutorial many people within the company and its unions as well as in the Civil Aeronautics Board, which severely limited his
effectiveness and ability to manage the airline in many ways. In 1971 Keck was forcibly removed in what was described as a
'corporate coup' instigated by two members of the company's board, Gardner Cowles and Thomas Gleed. In 1967, during Keck's first year, United
became the first airline to have $1 billion in annual revenue. On December 30, 1968 United created a subsidiary called UAL to operate its non-airline businesses, and the following year
United Air Lines became a subsidiary of UAL. Western International Hotels was acquired by the UAL holding company in 1970. Western's name was
later changed to the Westin Hotel Company and linked to another UAL subsidiary which arranged travel packages. Westin's operations later grew to
represent about one-12th of UAL's total business. Eddie Carlson, who had a record of success while in charge of the Westin Hotel subsidiary,
was named to succeed Keck as UAL's new chief executive officer.
Carlson's warm and personable demeanor motivated individuals in every division and level at UAL. He flew 186,000 miles one year inspecting the
facilities and terminating the employment of what he regarded as united pilots association company
bureaucrats. Despite his lack of experience in the airline industry, Carlson was successful in reversing the company's discouraging trends. Anticipating his own retirement, Carlson chose
Richard Ferris, whom he had promoted from the Westin hotel subsidiary, to succeed him. When Carlson was named chairman of UAL and United, Ferris
was made president of the airline; and in 1978 Ferris was promoted to chairman of United and president of UAL. Carlson remained as chairman of UAL
until his retirement in 1983.Notwithstanding efforts to improve the relationship the company had with its unions, which had skynet ual com during the leadership of George Keck, United remained on united intranet skynet ual com terms
with its employee representatives. In 1976 the airline agreed to a million-dollar payback settlement with women and minority employees
in an anti-discrimination suit. In 1979 United lost $72 million, largely as the result of a month-long labor strike. Under the leadership of
Richard Ferris the airline reached a compromise with its pilots' union. The agreement guaranteed that layoffs would not be authorized in return for
more flexible work rules. The lower operating costs that resulted from the agreement were passed on to the consumer with the formation of a
discount air service called 'Friendship Express.' The service was also intended to allow the company to more effectively compete with cut-rate
airlines such as People Express and New York Air. In 1978 and 1979 UAL continued to united unimatic access its operations when it acquired
Mauna Kea Properties and the Olohana Corporation in Hawaii for $78 million. As resort developments, these acquisitions allowed UAL to take more
advantage of the tourist business in the airline's most popular destination. Under the Airline terms for unimatic the companies were free to enter new passenger markets without prior
government approval. United was the first major airline to support deregulation; however, when Congress passed the legislation in 1978 United was
forced to scale down its operations in order to compete profitably. Richard Ferris later commented, 'If we did make a mistake, it was in not
recognizing the intensity of pricing competition that deregulation would bring, and getting structured to cope with it.' Executives with smaller
airline companies expressed their fear that the larger airlines would concentrate their resources on contested markets with the goal of forcing the
smaller companies out of business. One executive remarked, 'What Ferris wants is to have us for lunch, and I don't mean at McDonald's.' In
1985 United acquired Pan Am's Asian traffic rights for $715.5 million. The agreement also included 18 jets, 2,700 Pan Am employees, and all of Pan
Am's facilities in Asia. The addition of 65,000 route miles and 30 destinations to United's network made other acquisitions pale in comparison.
Ferris said, 'We could spend two or three lifetimes and never get all the traffic [rights] we're buying from Pan Am.' Ferris joined the board
of directors at Procter & Gamble in 1979 with the intention of studying its successful marketing formulas and applying them at UAL. He restructured
UAL to reduce costs and improve marketing. After 1982, costs were controlled, productivity rose, and profits were stabilized. Part of the new
marketing strategy involved the establishment of additional passenger transfer points, or 'hubs.' In addition to its main facility at Chicago's
O'Hare airport, United operates Unimatic - intranet
In 1986 United's purchase of the bankrupt Frontier Airlines unit from People Express was canceled when the United pilots' union failed to
reach an agreement with management over the manner in which Frontier pilots were to be absorbed by United. The $146 million acquisition promised to
ease competition at Denver's Stapleton airport, where United, Frontier, and Continental were engaged in a costly battle for passengers. however,
less than a month later Frank Lorenzo's Texas Air Corporation acquired People Express and liquidated Frontier. The following February People
Express was absorbed into Continental Airlines. Still competing with United in Denver, Texas Air then controlled airlines with 20 percent of the
domestic airline market, compared to United's 16 percent share. United started to replace its fleet of B-727s with newer wide-body B-767s on
more heavily traveled routes. Although United was the last major airline company to still operate the DC-8, federal regulations on noise pollution
forced the company to replace the engines on its DC-8s with quieter models. In addition to these aircraft, United flew large numbers of B-737s,
B-747s, and DC-10s. Early in 1987, UAL was renamed 'Allegis,' a curious computer-generated choice which combined portions of the words
'allegiance' and
united airlines employee skynet '
With an airline, a hotel chain, the Hertz rent-a-car company, and the Apollo computerized reservations system to coordinate them all, Allegis had
become an integrated full-service travel company. Shortly afterward, Allegis encountered a number of problems with Ferris's strategy to create a
travel conglomerate. Several investor groups noted that Allegis's subsidiaries would be worth more as separate companies than as divisions of
Allegis. On May 26, Coniston Partners announced that it had acquired a 13 percent share of Allegis stock, and that it would be purchasing more in
an attempt to gain control of the board and remove Richard Ferris. The Allegis board initialed an anti-takeover defense in which the Boeing Company
was given a 16 percent stake ($700 million) in the company in return for a $2.1 billion aircraft order. The defense failed in June, forcing Ferris
and several other board members to resign. The new board appointed Frank A. Olson chairman of Allegis. The unfortunate Allegis name was
retired in June 1988. After a brief transition period, the UAL board named Stephen M. Wolf, an airline veteran with executive experience at
American, Pan Am, and Continental airlines, as CEO of United. Wolf inherited numerous business troubles, including a contract dispute over company
ownership with United's three major employee unions which went unfixed the U.S. economy weakened going into which reduced the amount of passenger
traffic, and fuel prices, which rose in the late 1980s and jumped sharply during the 1990-91 Persian Gulf War. These factors cut into the earnings
of all carriers.
UAL Corporation suffered a net loss of $331.9 million. United's losses, as well as those of other major U.S. carriers, were exacerbated by united mec 'fare wars,' often
launched by bankrupt airlines, such as skynet ual and
Continental, whose Chapter 11 protection exempted them--unlike relatively well-off airlines--from paying interest on the debt that they incurred as
a result of their sharp promotional price cuts. In 1992, United followed the lead of American Airlines in adopting a four-tiered
fare-simplification program in an attempt to eliminate these restricted fares. However, both carriers scrapped this within a few months as budget
carriers ual pbs them in
droves.Nonetheless, United treated the industry's lean period as an opportune time to expand. Such financially troubled airlines as Pan Am
and TWA began in the late 1980s to sell routes to raise funds, and governments became increasingly willing to allow foreign carriers air rights
within their countries; these two factors prompted United to embark on a strategy of 'globalization.' United's 1985 purchase, for $750 million, of
Pan Am's routes to Asia left the airline well-poised to enter what many industry analysts have described as a transition toward a global free
market in transportation. Even American Airlines' Robert Crandall, who rejected the Pan Am Asian routes as too expensive, later conceded that the
purchase was an excellent move. In 1990 United placed a record $22 billion order for new airplanes. In 1991 the company purchased six Pan Am routes
to London for $400 million, and late that same year finalized a $135 million deal to take over a portion of Pan Am's Latin American
operations. Wolf resigned in July 1994 and was replaced by Gerald Greenwald. Later that month, United management and employees reached a
historic agreement designed to stave off competition from low-cost, low-wage carriers. In exchange for pay cuts totaling $5 billion and more
flexible work rules, employees received a 55 percent stake in UAL Corporation. This made UAL one of the world's largest employee-owned companies.
Significantly, the 20,000 flight attendants chose not to participate in the ual sky
net . In October, the company launched a 'shuttle' service to compete in the California Corridor in particular. It mimicked the
low-cost, low-fare ways of Southwest Airlines but kept traditional major airline ual intranet such as assigned seating, a first class
section, and a frrequent skynet ual club with global travel
rewards. However, the pilots' union was skeptical of the lower paying 'Shuttle by United' and contractually limited the operation's
scope. After losing more than a billion dollars between 1991 and 1993, UAL posted a profit of $51 million in 1994. It had invested heavily in
information technology, and was a pioneer in the use of united
pilots tickets. The company even sold its proprietary E-Ticket software to other international airlines. United began flying
dedicated cargo aircraft again in 1997 after a 13-yrs. The DC-10 freighters operated exclusively on Pacific routes. Its charter membership in the
Star Alliance with in-flight amenities to total content targeting
high-yield business travelers. It provided electrical outlets for laptop computers, in-flight entertainment systems, and, of course, bigger
seats.skynet ual . In January 1999, UAL increased its flight
frequencies to match moves by US Airways. It had previously boosted operations at its San Francisco, Denver, and Chicago hubs and created a new hub
in Los Angeles. United added a daily united unimatic flight from LAX to
Paris's Charles de Gaulle International Airport in April 2000, connecting the City of Angels directly 'to all four corners of the globe.' To retain
frequent flier and full-fare economy class patrons, United installed roomier Economy Plus seating for them. James E. followed Greenwald as
chairman and CEO in July 1999. Both were known for their relatively good relationship with labor. Goodwin had already been with United for 32
years. . Proclivity to travel, especially overseas, made gays an attractive demographic target, and American Airlines, Delta, and US Airways also
initiated domestic partner benefits. The carrier's protest of a San Francisco ordinance mandating domestic partner health insurance benefits had
resulted in a two-year united unimatic .
American Airlines had created a 'Rainbow TeAAM' to market to the gay community. A major announcement came in May 2000, when UAL shared its
plans to acquire competitor US Airways Group, Inc. Numerous questions about the proposed $4.3 billion merger remained as whether ual skynet might be the target of a separate offer from another industry
heavyweight. If the merger did go through, further consolidation by other carriers, in the interests of staying competitive, could be expected.
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