J.P. Morgan

Aviation,

Transportation and

Defense Conference

United Continental Holdings, Inc.

March 4, 2013

Exhibit 99.1

Chairman, President and CEO

Jeff Smisek

Safe Harbor Statement

3

Certain statements included in this presentation are forward-looking and thus reflect our current expectations and

beliefs with respect to certain current and future events and financial 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,” “believes,” “forecast,” “guidance,”

“outlook” and similar expressions are intended to identify forward-looking statements. Additionally, forward-looking

statements include statements which 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 report are based upon information available to us on the date of this report. 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: our ability to comply with the terms of our various financing arrangements; the costs

and availability of financing; our ability to maintain adequate liquidity; our ability to execute our operational plans; our

ability to control our costs, including realizing benefits from our resource optimization efforts, cost reduction

initiatives and fleet replacement programs; our ability to utilize our net operating losses; our ability to attract and retain

customers; demand for transportation in the markets in which we operate; an outbreak of a disease that affects travel

demand or travel behavior; demand for travel and the impact that global economic conditions have on customer travel

patterns; excessive taxation and the inability to offset future taxable income; 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); our ability to cost-effectively hedge against increases in

the price of aircraft fuel; any potential realized or unrealized gains or losses related to fuel or currency hedging

programs; the effects of any hostilities, act of war or terrorist attack; 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; the

costs and availability of aviation and other insurance; industry consolidation or changes in airline alliances;

competitive pressures on pricing and demand; our capacity decisions and the capacity decisions of our competitors;

U.S. or foreign governmental legislation, regulation and other actions; labor costs; our ability to maintain satisfactory

labor relations and the results of the collective bargaining agreement process with our union groups; any disruptions

to operations due to any potential actions by our labor groups; weather conditions; the possibility that expected

merger synergies will not be realized or will not be realized within the expected time period; and other risks and

uncertainties set forth under Item 1A, Risk Factors, of the Company’s Annual Report on Form 10-K, as well as other

risks and uncertainties set forth from time to time in the reports we file with the SEC.

4

U.S. airline industry continues to transform

Less fragmentation

Capacity discipline

Unbundled fares and value-add products

Stronger balance sheets

Return-focused management teams

We’ve built the foundation for the new United

5

We’re leveraging United’s best-in-class assets

6

Deliver ROIC of

greater than

10%

Deliver great

customer

experience

Deliver

operational

reliability

7

We have three priorities for 2013

Arrival

:14

Performance

Jan

2013

Nov

Sep

Jul

May

Mar

Jan

2012

Goal: 80%

1.

Percentage of domestic mainline flights arriving within 14 minutes of scheduled arrival

2.

Percentage of consolidated mainline flights which arrive to destinations, excluding those canceled due to weather

8

Running a reliable airline is critical to the bottom line

A:14 performance above 80%

goal since September 2012

Year-to-date controllable

completion factor

at 99.6%

2

1

Giving great customer service is core to United

9

Providing co-workers the tools

and training to give great service

Offering customers a friendly and

engaging experience on United

Going the extra mile for our

customers

On the ground

Global Satellite

Wi-Fi

In the air

In our technology

We’re investing in the customer experience, making travel

easier and more comfortable than ever

10

New United Club

in ORD T-2

Customer Satisfaction Scores

11

Customers are experiencing United’s improved

operations, service levels and product offering

Customer satisfaction scores

increasing from summer low

Positive feedback from our

corporate advisory board

members on the improvements

Note: Net Promoter Score methodology: % of customers satisfied - % of customers dissatisfied

12

We’re taking action to recover our revenue premium

Jan 13

4Q12

3Q12

2Q12

1Q12

UAL

PRASM

Gap

vs.

Peers

1.

UAL year-over-year PRASM percentage points H/(L) vs. A4A ex-UAL

Recovering temporarily reduced

corporate market share

Using consolidated network

demand history to make better

revenue management decisions

Investing in united.com and

mobile app functionality

Growing ancillary revenue

1

13

Economy Plus

Global Satellite Wi-Fi

We’re growing ancillary revenue

2013 Goal:  Grow ancillary revenue / passenger by 9%

Premium cabin upgrade

Improve how we offer existing

products and services

Introduce new value-add

products and services

Source: SEC filings and investor updates

We’re managing all aspects of the business with discipline

(1.0%)

(1.5%)

(0.2%)

Consolidated Capacity

Year-over-Year % Change in ASMs

2011

2012

2013E

0%

14

Fleet Flexibility

Measured approach to aircraft

replacement

Expect fleet count to remain

roughly flat over next five years

1

1.

Capacity guidance from UAL Investor Update Jan. 24, 2013

Note: Results prior to 4Q 2010 pro forma; Debt outstanding includes on balance sheet debt and capital leases; 2013E interest expense is midpoint of non-

operating expense guidance in January 24, 2013 Investor Update

Interest Expense

($B)

Debt Outstanding

($B)

12.4

13.2

12.7

15.1

15

We’ve strengthened the balance sheet by reducing debt

outstanding by 18% since 2010

0.8

0.9

1.0

2013E

~0.7

2012

2011

2010

Source: Earnings releases, SEC filings and January 2013 Investor Update. 

Return on Invested Capital (ROIC)

16

We’re managing United for returns

Note: Results prior to 4Q 2010 pro forma

Source: Earnings releases and SEC filings

Route analysis and

network optimization

Fleet decisions

Capital investments and

allocation

Executive compensation

Deliver ROIC of

greater than

10%

Deliver great

customer

experience

Deliver

operational

reliability

17

By achieving these priorities in 2013, United will create

economic value and a solid base for future performance