Andrew Nocella: I don’t. What I’ll tell you is that the reset looks very good as we head into January, obviously. So, we’re really pleased with those numbers. October was a really good month for corporate and January is tracking at that or above that. And so, we’ll see where we go from here. But, I’ll tell you, this is an important number for United. We monitor it a lot and it’s moving in the right direction. And we’re highly confident, particularly for long-haul global that we’re going to get back to full strength, and that’s an enormous tailwind, I think, for at least airlines that rely a lot on corporate travel.
Operator: Next from Duane Pfennigwerth from Evercore ISI.
Duane Pfennigwerth: Just on the interrelation between fleet and CASM, if we just back up in time, you announced a big fleet order in June of 2021. I think that’s when you unveiled United Next. And your target for this year was down 4% relative to €˜19 on CASM-ex. You updated those views. Obviously, we had less capacity, inflation, et cetera. So you went from down 4% to up 5%, another big fleet order in December and now the outlook is plus 15% versus €˜19 versus your initial down 4%. So, I guess, the question is, given the constraints that you articulated very well, why does this investment rate still make sense? If you can’t grow at the rate that you hope to grow, why invest at a rate that assumes a much higher growth outlook at some point?
Scott Kirby: Well, to be clear, I think we can grow at United. I don’t think the industry can grow for all the reasons that we’ve set. I think at United, we can grow. We are clearly able to hire pilots, pre-pandemic, like most of we ever hired there’s about 900 in a year. We were right at 2,500 last year. Our team — our flight training team has done an amazing job. There was a lot of work to do to get that training machine humming. It also helped that we had enough foresight to build 14 new simulators during the middle of the pandemic when everyone else was pulling back and shrinking. But that’s part of the — that’s one of the probably the most complicated thing that airlines are struggling with, and we have that machine humming.
We’re here in Houston at the flight training center and we acquired 4,000 flight attendants this year. We opened a new flight training center, another investment we made last year. I mean, really, the point is we invested to be able to grow. And I think we can grow. We have the other benefit. We’re taking 300-plus regional jets out of the system. So, that creates a natural slack in terms of departures. If you got FAA issues, air traffic control issues, if you’re a single fleet type airline, you buy all A320 family or all 737s, like you don’t have anything to take out to give you room. We do have 300 aircraft to take out. But really, the point is all the investments — I mean, like one of the investments that I like that speaks to the foresight that we had coming into this was clubs, and we increased our club space by 48% during the pandemic, like that’s always a challenge.
