UAL Pilots - want to improve your quality of life?
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We are committed to provide a high quality service at a reasonable price. We are perfectionist, and as such, are committed to ensuring that our software is simple to use and as error free as we can make it. We will always try to give you prompt support 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 gateway and continue to provide a great tool for United Pilots to improve their QOL (Quality of Life). Essentially, we intend to insure that all the i's are dotted and all the t's crossed so that you will remain a satisfied, long-term devotee to our service. That is our commitment to Ual crew! Our program helps to connect ual intranet tools like unimatic, ual intranet skynet, ual pbs to make the lives of ual pilots easier by making dramatically improving the access to ual sky net through the ual skynet secure ual skynet login or the ual unimatic sign on for ual trip trading. The eTripTrader software is much easier to use than ual unimatic and gives full fledged unimatic access through unimatic compuserve. We also provide tutorials like the unimatic tutorial for the Big Pick . eTripTrader makes the whole process easier than a pilot experiences when using the united airlines employee skynet directly or the unimatic terminal directly. We also give provide links to affiliates that shows items such as united airlines pilot salary surveys.

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Customer Case Study:

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.