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Name and title: Paul R. Lovejoy, senior vice president, general counsel and secretary Age: 51 The company: UAL Corp., whose main subsidiary United Airlines is the world’s No. 2 carrier, launches more than 3,700 flights daily to 210 domestic and international locations. It also operates the low-fare carrier Ted, offers regional feeder service via United Express and is a founding member of Star Alliance, a provider of connections to 152 countries. UAL started as an outgrowth of the Air Mail Act of 1925 with a partnership between four U.S. mail carriers. Mail delivery between Pasco, Wash., and Elko, Nev., marked its humble origins. Today the airline is based in Elk Grove Township, Ill., with hubs in Los Angeles, San Francisco, Denver, Chicago and Washington. Its 57,000 employees generated 2005 sales of $17.4 billion. Daily duties: Lovejoy described himself as “now clearly a generalist with a background in transactions.” Having joined after United filed for Chapter 11 in 2002, “bankruptcy was the elephant in the room” for 2 1/2 years. Restructuring, renegotiating agreements and attending to court matters represented a large part of his workday. During this period, the 7th U.S. Circuit Court of Appeals confirmed United’s plan for reorganization, including termination of its pilot pension plan. Having taken a principal role in the successful transition is a career highlight for the GC. Now that UAL is “out of its restructuring mode,” Lovejoy’s duties have evolved. With the cost of fuel high on the list of company expenses, Lovejoy, as a member of senior management, concentrates on running the business around the prohibitive costs. He spends “a good portion” of his time on nonlegal affairs, with 1 1/2 days per week devoted to the company’s strategy. He devotes an estimated 15% of his time to board-related issues. The Sarbanes-Oxley Act of 2002, “clearly very much a part of what we do,” has become more ingrained and routine, and thus much less time-consuming. Labor and employment is a busy area for Lovejoy, with both a human resources and legal focus. The continuing renegotiation of labor agreements as part of the post-bankruptcy reorganization also keeps him busy. He is a proponent of industry consolidation and believes that restrictions on foreign ownership of airlines should be relaxed, and he communicates with UAL’s government affairs office. He is involved in developing company policy as it relates to the U.S. Department of Homeland Security. As the former chief international lawyer for Texaco Inc., Lovejoy retains an interest in foreign laws. United we stand: “Air travel is a completely new world after 9/11,” Lovejoy said. Flying has become much more inconvenient and stressful as airlines boost attention to safety and security. “We are trying to make the airborne experience as good as can be in light of the restrictions,” he said. United is one of two carriers that lost planes, personnel and passengers on Sept. 11, 2001. A hijacked Boeing 757 en route to San Francisco from Newark, N.J., crashed in Pennsylvania. A Boeing 767-222 bound for Los Angeles from Boston became the second plane to hurtle into the World Trade Center. Many survivors and relatives of victims have turned to the government’s Victim Compensation Fund to seek remedies through nonlitigation means, but others are demanding their day in court. As a result, UAL is still involved in litigation arising from the terrorist attacks. Among the pertinent issues are whether box cutters were permissible on planes prior to the attacks, establishing whether the airlines have a general duty to protect their passengers from terrorist acts, and assessing their culpability in having cleared alleged 9/11 hijackers through security. Legal team and outside counsel: UAL’s GC manages a staff consisting of 25 attorneys, 10 paralegals and “a dozen administrative types.” He reports to Glenn F. Tilton, the corporation’s chairman, president and chief executive officer. Due to lingering effects of the company’s emergence from Chapter 11 in February 2006, the management of UAL’s legal affairs is “a situation in flux” and “very outside-lawyer intensive.” Lovejoy hires external counsel to handle significant matters, heeding a list of lawyers approved by a panel of company attorneys. Three firms, which he declined to identify, are his preferred providers. He expects to direct “50% of the outside spend” to them. Other legal work goes to specialty firms or geographically appropriate ones with whom he has established long-term relationships. Route to present position: Lovejoy’s career began after law school with a nine-year stint at Squire, Sanders & Dempsey, first in Cleveland and then, beginning in 1987, as a partner in its New York office. Next, in 1990, he moved in-house to Texaco as its New York-based assistant general counsel. Lovejoy spent nine years there, predominantly in the legal department, with a short term in the business sector. In 1999, he joined New York-headquartered Weil, Gotshal & Manges as a partner. Lovejoy arrived at United Airlines in 2003. Personal: United Airlines’ legal chief, a Rochester, N.Y., native, enjoys a game of golf as well as tennis and skiing. Cooking is another pastime. Lovejoy and his wife, Susan Seyfarth Lovejoy, are the parents of 21-year-old Kate. He graduated from New England College in 1977 and received his law degree from Case Western Reserve University School of Law in 1981. Lovejoy said that “having been outside, then in, then out and back in, I have a better appreciation of both sides of the table. There clearly are pluses and minuses to both.” He appreciates being in-house because he has a greater involvement in the development and execution of strategy, with more influence on the business side of things. Last book and movie: In Cold Blood, by Truman Capote, and Proof.

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