Jerry Orr from Charlotte-Douglas International Airport and Chuck Allen from USAirways provide updates on the airport's performance and plans for expansion.

1. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
Connecting the Carolinas to the World

2. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
2010 IATA Eagle Award
• The International Air Transport Association (IATA)
singled out CLT’s achievements with the
prestigious Eagle Award in June 2010
• Recognizes outstanding performance in customer
satisfaction, cost efficiency and continuous
improvement
• CLT joins exclusive group of only five U.S. airports
to receive award
“Charlotte Douglas has the winning combination: low
costs, low debt, and solid service levels. The strong
financial and operational model at Charlotte Douglas
works well for airlines, passengers, and the airport.
There can be no greater accolade than the continued
support from its major airline customers through this
Eagle Award.”
(Giovanni) Bisignani, (Director General and CEO, IATA)

3. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
Airport Mission
“Charlotte Douglas International will be the preferred airport and airline
hub by providing the highest quality product for the lowest possible cost.”

4. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
Airline Cost Per Enplaned Passenger
$28.00
$24.00
$20.00
$16.00
$12.00
$8.00
$4.00
$0.00
MIA
DEN-UA
DEN-No UA
IND
ANC
LAX
DAL
ABQ
PBI
ORD
TPA
CMH
CLE
PHL
PIT
ATL
FLL
SDF
DFW
RSW
SFO
CVG
CLT O&D
STL
DTW
CLT Total
Group Median

5. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
CLT Enplanements
20
18
16
Millions of Passengers Enplaned
14
12
10
8
6
4
2
0
5

6. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
Airport Fast Facts
• 2nd Largest Airport on Eastern Seaboard
• 677 Daily Departures (February 2011)
• Non-stop service to 134 destinations; 33 int’l
• Over 18,000 Employees
• 529,101 aircraft operations in 2010
• 38,254,207 passengers in 2010;
10.7% increase over 2009
• Nationwide Rankings 2010:
• 7th in Movements/Operations
• 11th in Passengers
• Worldwide Rankings 2010:
• 7th in Movements/Operations
• 25th in Passengers
* Rankings for 2010 based on preliminary data

7. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
US Airways CLT Direct Routes

8. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
Southwest RDU Direct Routes

9. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
Industry Trends
Emerging Hub Trends in the U.S.
“Hub access is the name of the game…”
• The role of Airline Alliances
• Extensive Capacity Reductions
• Future Fleet Demand

10. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
Emerging Hub Trends in the U.S.
The Role of the Alliance
• Passengers have access to worldwide destinations through airline partners
in the alliance
• Allows airlines to funnel passengers through hubs rather than extensive
point-to-point international destinations
• Allows airlines to sell additional tickets by routing passengers through the
alliance network
• Reduces redundancy of routes by multiple carriers

11. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
Emerging Hub Trends in the U.S.
Capacity Reductions
• Airlines taking control of their fate through capacity rather than pricing
• Volatility of fuel costs
• Effective in reducing costs
• Seat capacity system-wide fell 9% in 2009; forecasted to fall another 10% in
2010
• Focus on more hub activity rather than point-to-point service
• Capacity cuts include:
• Older aircraft with high
maintenance costs
• 50 and 70 seat aircraft

12. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
Emerging Hub Trends in the U.S.
Fleet Demand in North America
Much higher demand for replacement aircraft than new aircraft over next 18-20 yrs

13. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
Emerging Hub Trends in the U.S.
What does this mean to CLT?
• Airlines will continue to focus on
hub airports as they look for ways
to return to profitability
• Airports must focus on the metrics
that make an attractive hub for
the airlines
• Geographic location
• Expansion Capabilities
• Financial Structure

14. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
The Economic Development Platform
• Generates nearly $10 billion in annual economic impact
• 100,000 jobs are directly or indirectly supported by the Airport

15. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
The Economic Development Platform
Economic Impact
12,000
Total Economic Impact
10,000
10,000 1976 - $117,000,000
1996 - $4,000,000,000
8,000
2004 - $10,000,000,000
Millions
6,000
4,000 4,000
2,000
117
0
Employment
1976
1978
1980
1982
1984
1986
1988
1990
1992
1994
1996
1998
2000
2002
2004
120,000
100,716
100,000
80,000 71,392
Employment 60,000
1976 - 1,342 jobs
40,000
1996 - 71,392 jobs
2004 - 100,716 jobs 20,000
1,342
0
1976
1978
1980
1982
1984
1986
1988
1990
1992
1994
1996
1998
2000
2002
2004
15

16. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
Expansion Plans

17. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T

18. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T

19. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T

20. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T

21. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
Planned New Intermodal Facility

22. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
Intermodal Train Facility

23. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
Global Movement of Goods

24. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
Existing Intermodal Facility

25. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
West Blvd/I-485 Interchange

26. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
Environmental
Intermodal trains produce about one third as much CO2 per ton-mile as trucks

27. C H A R L O T T E D O U G L A S I N T E R N AT I O N A L A I R P O R T
Connecting the Carolinas to the World

28. Charlotte Chamber of
Commerce
Transportation Summit
2011
April 8, 2011

29. 4Q10 / 2010 Highlights
• 2010 profit of $447M* - second highest profit in
Company history
• 4Q10 profit of $28M - first 4Q profit since 2006
• $2.3B in total cash, $364M restricted
• Accrued $47M in profit sharing for 2010
• 4Q unit costs* down 1.7% on 4.2% increase in flying
• Outstanding operational performance - $24M in
operational incentive payouts
• A la carte baggage fees generated $483M in 2010, up
$81M vs. 2009
* Excludes special items

30. US Airways - 4th Largest Major Network Airline
4Q10 YTD System Capacity
Major Network Airlines
250.0
200.0 190.7*
175.7
Low Cost/Other
Total ASMs (Bil)
150.0
124.2
100.0
73.6
64.8
50.0
26.2 21.0 18.2
0.0
* Pro forma (United + Continental)

31. Capacity Discipline
• Since 2006 US has removed significant domestic capacity
• And that trend continued into 2010
Domestic ASM Changes 3Q10 YTD Change in Total ASMs (YOY)
(2010 vs. 2006)
8.0%
10.0%
8.0%
7.0% 6.7%
5.0% 6.0%
5.0%
4.1%
4.0% 3.8%
-
3.0%
(5.0%) 2.0%
1.1%
1.0% 0.5%
0.2% 0.1%
(10.0%)
0.0%
-0.2%
-1.0%
(13.1%)
(15.0%) (14.4%) -1.1%
-2.0%
(20.0%)
Legacy US LCC
3Q 2010 YOY
Capacity Change
Source: SEC filings and company reports

32. Industry Capacity Outlook
• Industry capacity* growth between 2 and 3 percent in 2011
• US Airways’ system capacity growth of approximately 2 percent
• Domestic capacity growth not expected to exceed GDP growth
2011 Estimated
System Capacity Growth*
12.0%
7.8% 7.3%
8.0%
4.9%
3.3% Ind. Avg = 2.3%
4.0%
2.0%
0.8% 0.5%
0.0%
* J.P. Morgan industry estimates, Feb. 2011. US Airways capacity growth based on company guidance

33. Seismic Changes in Industry Landscape
• New a la carte revenue streams
– Baggage fees
– Choice seating
– In-flight charges

34. A la Carte Revenue
• Recent Initiatives: A La Carte Revenue
($ mil)
– GoGo® Inflight WiFi $514
$425
– Choice Seats
– Online bag pre-pay
– Premium snacks and beverages $165
– Power-Nap Sack
• Generated more than 2008 2009 2010
$500M in revenue in 2010 Bag Fees Other A La Carte

35. Focused Operational Performance Improvements
On-time Departure Numbers On-time Arrival Numbers
2007 2008 2009 2010 2007 2008 2009 2010
DeltaFocused on:Northwest US Airways US Airways Delta US Airways United United
Northwest US Airways United United Continental Northwest US Airways US Airways
•Started boarding early
Continental Delta Northwest American United Delta Northwest Continental
United American Delta Delta Northwest Continental Continental American
•Invested in ticket scanners
American United American Continental American United Delta Delta
•Closing door early
US Airways Continental Continental US Airways American American
Mishandled Bags Customer Complaints
2007 •Invested in baggage scanners
2008 2009 2010 2007 2008 2009 2010
Northwest Northwest Northwest US Airways Continental Northwest Continental American
•Added block time
Continental Continental Continental Continental Northwest Continental American Continental
United US Airways US Airways Delta American American Northwest US Airways
•Invested in GSE in key cities
American United United United Delta Delta US Airways United
•Reviewed daily and adjusted
Delta American American American United United United Delta
US Airways Delta Delta US Airways US Airways Delta
Note: Figures are through December 2010. Source: U.S. Department of Transportation

36. US Positioning vs. Other Legacy Carriers
2010 Stage Adjusted CASM
(excluding fuel and special items)
2010 Stage Adjusted PRASM
13.77¢
9.58¢
15% Advantage
13% Disadvantage
8.37¢
12.20¢
Network US Network US
Stage Adjusted to US Airways YTD average stage length of 981 miles;
Network includes new United, American, Delta; Low Cost includes
AirTran, JetBlue, and Southwest

37. US Airw ays System Facts
2008 2009 2010 4-05
Jet Fuel/Gal $3.18 1.76 2.25 3.30
Employees 34,000 32,381 31,367
Destinations 230 210 201
Daily Flights 3,700 3,256 3,200
US Purchased 1.4 Billion Gallons of Fuel in 2010
A $1 Increase in a Barrel of Oil Costs US $35 million per Year

38. Charlotte Facts
4Q08 4Q09 4Q10
Daily Flights 550 575 624
Employees 5,955 6,030 6,637
Nonstop Destinations 121 126 133
Domestic 104 102 106
International 17 24 27
London Paris/Rio Rome
Frankfurt
Extensive Caribbean Network
Madrid and Dublin in May
Sao Paulo in November

39. Cities* with Hubs (Population)
1. NYC 19.1 11. Phoenix 4.4
2. Los Angeles 12.8 12. San Francisco 4.5
3. Chicago 9.6 13. Seattle 3.4
4. Dallas 6.4 14. Minneapolis 3.3
5. Philadelphia 6.0 15. Denver 2.6
6. Houston 5.9 16. Cleveland 2.1
7. Miami 5.5 17. Cincinnati 2.2
8. Washington 5.5 18. Charlotte 1.7
9. Atlanta 5.5 19. Milwaukee 1.6
10. Detroit 4.4 20. Memphis 1.3
21. Salt Lake City 1.1
*1,000,000 people

40. W hat Do These Cities Have in Com m on
• Baltimore
• Pittsburgh
• Portland All Larger in
• Kansas City Population than
• Las Vegas Charlotte
• San Jose
Former Hubs
• Columbus
• St. Louis

41. New Envoy Suite

42. Announcements/Statements
• Introduced electronic boarding passes in Las
Vegas, and Charlotte
• Adding MAD and DUB in May
• Adding Sao Paulo in November
• Hiring 500 (recall of furloughed employees)
and up to 200 for WS Call Center
• Adding F/C to Express Fleet
• Ranked #1 in Wichita State/Purdue AQR

43. The Industry Environment
• Looking Ahead
– 2011 industry capacity anticipated to be up
approximately 2.5%
– Industry in early rebound stages with robust business
travel and recovering leisure travel
– Wall Street very concerned about volatile fuel prices,
pace of economic recovery, and high unemployment
v Wild Card--- Middle East Unrest

44. Summary
• US Airways is well positioned and is outperforming
relative to the industry:
– Top tier operational performance
– Reduced capacity
– Aggressive cost management
– Industry leading financial performance and margin improvement
• US Airways will continue to look for ways to:
– Enhance the product and optimize assets
– Invest and build upon our safety culture
• We Continue to Invest in Charlotte

45. Stock Price Performance
2010 Relative Return
120.0%
106.8%
$4.84 to $10.01
100.0%
84.5%
80.0%
64.0%
60.0%
41.6%
40.0%
21.3%
20.0% 13.6% 12.8% 10.7%
0.8%
0.0%

46. Questions?