Personnel at United Airlines’ headquarters, near Chicago, are subjected to a surprise training exercise in which they are led to believe that one of their planes has crashed, and their experience with this exercise allegedly means they will be better able to respond to the 9/11 attacks. [USA Today, 8/12/2002; 9/11 Commission, 11/20/2003 
; Studdert, 5/26/2015 ; Dubuque Telegraph Herald, 11/12/2015]
Manager Is Concerned that the Airline Is Unprepared for an Accident – Andy Studdert, United Airlines’ chief operating officer, has been concerned that, since it hasn’t suffered a real accident in over 15 years, United Airlines is unprepared to respond properly should one occur now. “I was worried we’d become cocky,” he will later comment. “We thought it couldn’t happen to us.” Around March this year, therefore, he told the airline’s other managers, “One of these days, I’m gonna come in here and I’m gonna do a no-notice drill.” [Center for Values-Driven Leadership, 3/15/2012; Center for Values-Driven Leadership, 4/26/2012] A “no-notice” drill is an exercise that is conducted without its participants being given any formal advance notice of when it will occur. [US Department of Justice, 5/21/2000; Inglesby, Grossman, and O’Toole, 2/1/2001; Oak Ridge Institute for Science and Education, 10/15/2011]
Pilot Is Told to Pretend His Plane Is Experiencing an Emergency – Today, Studdert holds this no-notice exercise. Only a few people know about it in advance. Studdert tells a United Airlines employee who he will refer to as his “safety guy” to contact the pilot of a flight to Australia and give them some instructions. The pilot is therefore told he needs to call in during his flight and report an emergency. He should say there is an “uncontained number three engine failure, rapid descent, decompression,” but stop talking halfway through the word “decompression” and then go silent. He should also turn off the plane’s transponder. [Center for Values-Driven Leadership, 3/15/2012; Dubuque Telegraph Herald, 11/12/2015] (A transponder is a device that sends an aircraft’s identifying information, speed, and altitude to air traffic controllers’ radar screens. [Washington Post, 9/16/2001] )
Airline Personnel Think One of Their Planes Has Crashed – The simulated emergency takes places this afternoon. At around 2 o’clock, Studdert is interrupted by his secretary, Maryann Irving, who rushes into his office and tells him a Boeing 747 has lost contact while flying over the Pacific Ocean. In response, he runs to the airline’s operations center. [Wall Street Journal, 10/15/2001; Center for Values-Driven Leadership, 3/15/2012] Airline employees believe the apparently troubled aircraft has crashed. Some of them are upset and some become physically ill. [Dubuque Telegraph Herald, 11/12/2015] “There are people throwing up in the hall; there are people crying; there are people just staring out the windows,” Studdert will describe.
Personnel Think the Crisis Is Real for 30 Minutes – Since no one in the operations center is able to contact the apparently troubled aircraft, Studdert opens the airline’s crisis center. [Center for Values-Driven Leadership, 3/15/2012] The crisis center, according to journalist and author Jere Longman, is “a terraced, theater-like room that resembled NASA’s Mission Control.” [Longman, 2002, pp. 77] Opening it, according to Studdert, is a significant course of action. When this happens, everyone working for the airline becomes responsible either for running the airline or acting to support the management of the emergency. This means that “3,000 people are put on an immediate activation.” [Center for Values-Driven Leadership, 4/23/2012] United Airlines employees believe one of their planes has crashed for about 30 minutes and then Studdert reveals that the apparent catastrophe is just an exercise scenario. [USA Today, 8/12/2002] He gets on the crisis center’s communications link, which, he will say, “has got 170 stations and people all over the country, all over the world,” and announces, “This has been a no-notice drill; there is no event; everything’s fine.”
Employees Are Furious about the Exercise – The reaction to the exercise in the days after it takes place will be particularly bitter and Studdert will face severe criticism for running it. “I had the board members calling; I had the unions demanding I be fired; I had people telling me I’m the most evil person in the world,” he will recall. [Center for Values-Driven Leadership, 3/15/2012; Center for Values-Driven Leadership, 4/26/2012] Some employees “wanted to kill me,” he will say.
Exercise Has Similarities to the Situation Experienced on September 11 – It is unclear whether Studdert’s exercise has a beneficial or a detrimental effect on the ability of United Airlines to respond to the hijackings 12 days later, on September 11. Studdert will claim that it prepares employees to manage the events of September 11 and reveals weaknesses, such as outdated phone numbers, which are quickly corrected. [Center for Values-Driven Leadership, 4/26/2012; Dubuque Telegraph Herald, 11/12/2015] “It’s amazing, after 9/11… how many people came up to me and thanked me [for running the exercise], because we were ready,” he will say. [Center for Values-Driven Leadership, 3/15/2012] It is possible, however, that it will cause some United Airlines employees to initially think the reports about the terrorist attacks on September 11 are part of another exercise, although accounts are contradictory (see (8:50 a.m.-9:03 a.m.) September 11, 2001). [USA Today, 8/12/2002; Chicago Tribune, 7/16/2003] The scenario of Studdert’s exercise in fact has some similarities with the situation that operations center personnel have to deal with on September 11. On that day, communication with Flight 175—the first of the two United Airlines planes that are hijacked—will be lost (see 8:51 a.m.-8:53 a.m. September 11, 2001) and the plane will have its transponder code changed, although the transponder will not be turned off (see 8:46 a.m.-8:47 a.m. September 11, 2001). [9/11 Commission, 8/26/2004, pp. 20-21] Communication will subsequently be lost with Flight 93—the second United Airlines plane to be hijacked (see 9:27 a.m. September 11, 2001 and (9:29 a.m.) September 11, 2001)—and that plane’s transponder will be turned off (see (9:40 a.m.) September 11, 2001). [9/11 Commission, 8/26/2004, pp. 38-39, 43]
Crisis Center Holds Quarterly Exercises – The United Airlines crisis center usually runs exercises four times a year. Most of these deal with safety issues, but security scenarios are also rehearsed, according to Ed Soliday, the airline’s vice president of safety and security. Typically, the 9/11 Commission will be told, these exercises “are scripted” and based around an act of bioterrorism or an international incident. United Airlines has also practiced hijacking scenarios, according to Soliday, although none of these dealt with the threat of an aircraft being used as a weapon. [9/11 Commission, 11/20/2003 ; 9/11 Commission, 11/21/2003 ]
8:50 a.m.-9:03 a.m. September 11, 2001: United Airlines Manager Learns of the Crash at the WTC and Goes to Assist His Airline’s Response to It
Andy Studdert, United Airlines’ chief operating officer, learns that an American Airlines plane has crashed into the World Trade Center and goes to his airline’s operations center to help respond to the incident, but when he gets there he is told that one of his airline’s planes, Flight 175, is missing. Studdert is in a meeting at United Airlines’ headquarters, near Chicago, with Jim Goodwin, the airline’s chairman and CEO; Rono Dutta, the airline’s president; and three or four other individuals. [Wall Street Journal, 10/15/2001; Chicago Tribune, 7/16/2003; 9/11 Commission, 11/20/2003 ] The meeting, in Goodwin’s office, is about union negotiations. [Center for Values-Driven Leadership, 4/23/2012] Meanwhile, personnel in the airline’s System Operations Control (SOC) center have seen the television coverage of the burning North Tower and been informed that the WTC was hit by an American Airlines plane (see (Shortly After 8:48 a.m.) September 11, 2001). Bill Roy, the SOC director, called the adjacent headquarters building and passed on the news to Studdert’s secretary, Maryann Irving.
Managers Are Baffled at the News of the Crash – Irving now runs to Goodwin’s office and, once there, tells Studdert: “Andy, call the SOC. An American plane just went into the World Trade Center.” [Wall Street Journal, 10/15/2001; 9/11 Commission, 11/20/2003 ] The men in the office, Studdert will later recall, say to each other: “That’s nuts. That can’t happen. There’s no way, under any circumstances, that an airline pilot is gonna hit the World Trade Center.” [Center for Values-Driven Leadership, 4/23/2012] Studdert thinks the plane that hit the WTC “couldn’t have been American Airlines, because that wasn’t an ordinary flight route.” [9/11 Commission, 11/20/2003 ] The men in Goodwin’s office switch on a TV and see the coverage of the WTC on fire.
Manager Learns that a United Airlines Flight Is Missing – Studdert immediately goes to respond to the incident. Although the plane that reportedly hit the WTC doesn’t belong to United Airlines, according to Studdert, “there’s a fraternity… of the airlines, so we would help each other during a crisis.” He heads across the complex to the SOC—the operations center. [Center for Values-Driven Leadership, 4/23/2012] The operations center is a room about the size of a football field in which around 300 people are working, tracking planes and pulling up information relating to the airline’s flights. [Longman, 2002, pp. 77] When Studdert arrives there, he says aloud, “Confirm American into the World Trade Center.” [Chicago Tribune, 7/16/2003; Center for Values-Driven Leadership, 4/23/2012] However, someone in the operations center informs him that contact has now been lost with a United Airlines plane, Flight 175. A few minutes later, Studdert is told that a supervisor at the airline’s maintenance office in San Francisco called and said Flight 175 has been reported as hijacked (see Shortly Before 9:00 a.m. September 11, 2001). [Wall Street Journal, 10/15/2001; Chicago Tribune, 7/16/2003; 9/11 Commission, 11/20/2003 ; 9/11 Commission, 8/26/2004, pp. 22]
Manager Tells Employees, ‘This Is Not a Drill’ – Studdert is concerned that personnel in the operations center might think the apparent crisis is a scenario in a training exercise. [Chicago Tribune, 7/16/2003] This is because 12 days ago he held a surprise exercise in which contact was lost with a United Airlines plane flying over the Pacific Ocean and airline personnel were led to believe the aircraft had crashed (see August 30, 2001). [USA Today, 8/12/2002; Studdert, 5/26/2015 ; Dubuque Telegraph Herald, 11/12/2015] It is possible that personnel in the operations center are indeed confused over whether the current crisis is simulated, as part of another exercise. According to the Chicago Tribune, Studdert senses “disbelief among his employees” and so he tells them, “This is not a drill.” [Chicago Tribune, 7/16/2003] But according to USA Today, “the staff already knows” this is not another exercise. [USA Today, 8/12/2002]
Airline Employees See Second Crash on TV – At 9:03 a.m., Studdert and his colleagues see Flight 175 crashing into the South Tower of the WTC live on television (see 9:03 a.m. September 11, 2001). [Wall Street Journal, 10/15/2001] Studdert, however, is unsure whether this second plane to hit the WTC was a United Airlines flight, because the clarity of the image on television is too poor to tell. [9/11 Commission, 11/20/2003 ] Studdert will be involved in activating his airline’s crisis center in response to the attacks (see (9:00 a.m.) September 11, 2001). [9/11 Commission, 11/21/2003 ; Center for Values-Driven Leadership, 4/23/2012]
Shortly Before 9:00 a.m. September 11, 2001: United Airlines Learns about Flight 175 Hijacking
Rich Miles, the manager at the United Airlines System Operations Control (SOC) center just outside Chicago, receives a call from a supervisor at United’s maintenance office in San Francisco, informing him that Flight 175 has been reported as hijacked. [Wall Street Journal, 10/15/2001; 9/11 Commission, 8/26/2004, pp. 22] The maintenance office received a call minutes earlier from a flight attendant on United 175, who said their plane had been hijacked (see 8:52 a.m. September 11, 2001). [9/11 Commission, 7/24/2004, pp. 7-8] When the supervisor tells Miles about this, he initially responds, “No, the information we’re getting is that it was an American 757.” (The FAA has just informed United Airlines that the plane that hit the World Trade Center was a hijacked American Airlines 757 (see (Shortly After 8:48 a.m.) September 11, 2001).) But the supervisor insists, “No, we got a call from a flight attendant on 175.” [Wall Street Journal, 10/15/2001] Miles notifies his boss Bill Roy, the SOC director, about this information. Roy then contacts United’s CEO Jim Goodwin and its chief operating officer Andy Studdert, who are in a meeting at the airline’s headquarters, located next to the SOC. Roy then begins the process of activating the crisis center at the United headquarters, which will take about 30 minutes to complete. [Wall Street Journal, 10/15/2001; 9/11 Commission, 1/27/2004; 9/11 Commission, 8/26/2004, pp. 22]
9:00 a.m.-12:00 p.m. September 11, 2001: United Airlines Receives False Reports of Threats
United Airlines receives numerous reports about threats and other emergencies, which turn out to be incorrect. Andrew Studdert, United Airlines’ chief operating officer, who spends much of the morning at the airline’s System Operations Control (SOC) center, near Chicago, will later describe some of these false threats. He will say that throughout the morning “there is a torrent of reported bomb threats” received by the airline. Additionally, he will say, there are “reports of other threats and other hijackings.” [9/11 Commission, 11/20/2003 ; 9/11 Commission, 1/27/2004]
Caller Claims His Wife’s Plane Has Been Hijacked – A specific incident he will describe involves a man who claims to be the husband of a flight attendant on a United Airlines aircraft calling the airline and saying his wife’s plane has been hijacked. The man says, “My wife just called me, she’s a flight attendant,” and provides the number of her flight. He says her plane is a Boeing 767 coming in from Europe and the crew has been killed. After making inquiries, the airline determines that the report is inaccurate. The caller “was a crank,” Studdert will comment. [9/11 Commission, 11/20/2003 ; Center for Values-Driven Leadership, 4/23/2012]
Explosions Are Reported at Two Airports – Rich Miles, the SOC manager, starts receiving reports over the phone of incidents that have not actually occurred after Flight 175 crashes into the World Trade Center, at 9:03 a.m. (see 9:03 a.m. September 11, 2001). These alleged incidents include explosions at Reagan National Airport in Washington, DC, and La Guardia Airport in New York, and a Boeing 757 supposedly crashing in Crystal City, Virginia. [9/11 Commission, 11/21/2003 ]
Flight Attendant Remains Quiet after Calling the Airline – Rono Dutta, the president of United Airlines, who is at the company’s headquarters this morning, will describe two particular incidents. One of them involves a flight attendant on the airline’s San Francisco to Paris flight phoning ground control but then remaining quiet when the call is answered. This causes Dutta and his colleagues to incorrectly assume her flight has been hijacked. The other incident involves a United Airlines flight landing in Kansas but then taking off again, even though all airborne aircraft have been ordered to land at the nearest airport (see (9:45 a.m.) September 11, 2001). “We thought the terrorists had control over it,” Dutta will comment. [Business Standard, 6/14/2013]
Some Incidents May Be ‘Intentional Hoaxes’ – United Airlines continues looking into the rumors of incidents it receives to determine if they are correct until all of its planes are on the ground. [9/11 Commission, 11/20/2003 ] Miles will recall that while much of the information that is reported to him turns out to be false, “he kept taking the calls, assuming the reports may have been true.” [9/11 Commission, 11/21/2003 ] Studdert will say he believes some of the false reports are “intentional hoaxes.” [9/11 Commission, 11/20/2003 ] All the same, he will say, “the presumed threats cannot be dismissed in the high uncertainty of the moment.” [9/11 Commission, 1/27/2004] Two of the flights hijacked in today’s terrorist attacks—Flight 175 and Flight 93—are United Airlines aircraft. [CNN, 9/12/2001] In addition to this and to receiving the numerous false reports, United Airlines temporarily loses communication with several of its planes this morning (see (10:00 a.m.) September 11, 2001); numerous other United Airlines aircraft are temporarily reported as missing (see 10:47 a.m.-11:40 a.m. September 11, 2001 and 10:55 a.m.-11:15 a.m. September 11, 2001); and one United Airlines plane reportedly transmits a distress signal while flying over the Atlantic Ocean (see 11:18 a.m.-12:27 p.m. September 11, 2001). [Federal Aviation Administration, 9/11/2001; Federal Aviation Administration, 9/11/2001; Federal Aviation Administration, 3/21/2002, pp. S-26; 9/11 Commission, 1/27/2004]
9:00 a.m. September 11, 2001: United Airlines Activates Its Crisis Center
United Airlines activates its crisis center, from where it will respond to the terrorist attacks. [9/11 Commission, 11/20/2003 ; 9/11 Commission, 8/26/2004, pp. 22] Personnel at United Airlines’ System Operations Control (SOC) center, near Chicago, learned that a plane had crashed into the World Trade Center when they saw the television coverage of the incident. Minutes later, they were informed that the WTC was hit by a hijacked American Airlines plane (see (Shortly After 8:48 a.m.) September 11, 2001). Shortly before 9:00 a.m., a supervisor at the airline’s maintenance office in San Francisco, California, called the SOC—the operations center—and said a United Airlines plane, Flight 175, had been reported as hijacked (see Shortly Before 9:00 a.m. September 11, 2001). [Wall Street Journal, 10/15/2001; 9/11 Commission, 8/26/2004, pp. 21-22] United Airlines’ usual procedure when there is a crisis involving one of its aircraft is to isolate that aircraft and move the handling of it to the crisis center, so as not to disrupt operations in the rest of the system.
Crisis Center Is Activated in about 30 Minutes – The crisis center, which is located just off the operations center, is apparently activated sometime around 9:00 a.m. It takes about 30 minutes for staffers to assemble and fully activate it. When the center is activated, a representative from every division of the airline’s corporate structure has to report to it, and once they arrive they have predetermined duties they are required to carry out. Clipboards are therefore distributed to operations center staffers, which show a list of people who are needed in the crisis center that they have to call. A phone bridge is set up with the airline’s other crisis centers, which are activated around this time in San Francisco and Denver, Colorado. [9/11 Commission, 11/20/2003 ; 9/11 Commission, 11/21/2003 ; 9/11 Commission, 8/26/2004, pp. 22] Patti Carson, United Airlines’ vice president of human resources, will later recall that after they see the live television coverage of Flight 175 crashing into the WTC at 9:03 a.m. on a screen in the operations center (see 9:03 a.m. September 11, 2001), “Without exchanging a word, every crisis team member in the room walked the 10 or 15 steps to the airline’s crisis center and took their positions.” [HR (.com), 7/1/2005]
Opening the Center Is ‘the Single Most Significant Thing You Do’ – The crisis center is “a terraced, theater-like room that resembled NASA’s Mission Control,” according to journalist and author Jere Longman. On one wall is a large screen on which United Airlines’ flights are displayed. [Longman, 2002, pp. 77; USA Today, 8/12/2002] Other screens in the center show CNN and other TV news channels. [9/11 Commission, 11/20/2003 ] Opening the crisis center, according to Andy Studdert, United Airlines’ chief operating officer, “is the single most significant thing you do [at an airline], because once that happens… everybody in an airline has a second job and that second job is to either run the airline… or act to support the crisis.” Once the center has been opened, “3,000 people are put on an immediate activation,” Studdert will say. [Center for Values-Driven Leadership, 4/23/2012]
Different People Later Claim to Have Activated the Center – It is unclear when exactly the crisis center is activated and who activates it. Bill Roy, the SOC director, will say he is responsible for activating the center and he does this shortly after he learned a plane had crashed into the WTC. This is presumably sometime around 8:50 a.m. or shortly after. Roy will say that by around 9:00 a.m., he and his colleagues are in the process of activating the center. [9/11 Commission, 11/20/2003 ; 9/11 Commission, 1/27/2004] But Rich Miles, the SOC manager, will indicate that he activates the center and he does this apparently at around 9:00 a.m. He will say that after they saw the television coverage of the burning WTC and then learned that the North Tower was hit by an American Airlines plane, staffers in the operations center discussed what to do and considered whether to open the crisis center. One member of staff went into the center, and started turning on computers and other equipment. Miles will recall that after the supervisor at the airline’s maintenance office in San Francisco called, shortly before 9:00 a.m., with the news that Flight 175 had been reported as hijacked, he begins activating the center. [9/11 Commission, 11/21/2003 ; 9/11 Commission, 8/26/2004, pp. 21-22]
COO Is Authorized to Activate the Crisis Center – Other accounts will suggest that Studdert is responsible for activating the crisis center. Studdert will recall that sometime after 9:00 a.m., when he arrived at the operations center (see (8:50 a.m.-9:03 a.m.) September 11, 2001), he realizes that the airline is “in a crisis, and we immediately activate the crisis center.” [9/11 Commission, 1/27/2004; Center for Values-Driven Leadership, 4/23/2012] Furthermore, Ed Soliday, United Airlines’ vice president of safety and security, will indicate that Studdert is one of only a few people with authority to activate the crisis center. He will say that although the airline’s usual protocol is to obtain a “vote of three” before opening the center, both Studdert and he are empowered to order it activated on their own say-so. Since Soliday will arrive at United Airlines’ headquarters at around 9:35 a.m., this would suggest that only Studdert could order that the crisis center be activated on his own at the current time. [9/11 Commission, 11/21/2003 ]
Center Remains Operational for Three Weeks – The crisis center will remain in operation around the clock every day for the next three weeks. It will provide United Airlines personnel around the country with instant access to resource providers and key decision makers. [9/11 Commission, 1/27/2004] The center was previously activated just 12 days ago, when Studdert ran a surprise “no-notice” exercise in which United Airlines personnel were led to believe that one of their planes had crashed (see August 30, 2001). [9/11 Commission, 11/20/2003 ; Center for Values-Driven Leadership, 4/26/2012; Dubuque Telegraph Herald, 11/12/2015]
9:20 a.m. September 11, 2001: United Airlines Orders No New Takeoffs, at Least for International Flights
United Airlines orders its aircraft that have not yet taken off to remain on the ground. However, the exact time and details of this order are unclear. According to the 9/11 Commission, United orders the “ground stop” at an unstated time after about 9:10, when American Airlines had ordered a nationwide ground stop of its aircraft (see Between 9:00 a.m. and 9:10 a.m. September 11, 2001). [9/11 Commission, 7/24/2004, pp. 10] The Wall Street Journal reports that Andy Studdert, United Airlines’ chief operating officer, gives the order for United aircraft to remain “frozen on the ground” at 9:20. However, it only describes this order applying to “all international flights,” so whether it also applies to United’s domestic flights is unclear. [Wall Street Journal, 10/15/2001] The FAA will issue an order to all its facilities, initiating a “national ground stop,” at around 9:25 a.m. (see (9:26 a.m.) September 11, 2001). [Time, 9/14/2001] At around 9:45, United Airlines will order all its airborne flights to land (see (9:45 a.m.) September 11, 2001). [9/11 Commission, 1/27/2004]
9:22 a.m. September 11, 2001: United Airlines Manager Issues Advisory Stating Flight 175 Was in Accident
Rich Miles, the manager of United Airlines’ System Operations Control center, located outside Chicago, issues an advisory to all United Airlines facilities, including the flight dispatchers. This advisory, which is issued under the name of UAL Chief Operating Officer Andy Studdert, states that Flight 175 has been involved in an accident in New York City, and that the airline’s crisis center has been activated. [Wall Street Journal, 10/15/2001; 9/11 Commission, 8/26/2004, pp. 26] This appears to be United Airlines’ first proper confirmation that Flight 175 has crashed. However, it will not issue a press release confirming the crash until 11:53 a.m. (see 11:53 a.m. September 11, 2001). [United Airlines, 9/11/2001]
9:32 a.m.-9:33 a.m. September 11, 2001: Airline Dispatcher Warns Flights, Including United 93, to Secure Cockpits
United Airlines flight dispatcher Ed Ballinger sends a warning message to the flights he is monitoring, which include Flight 93. [9/11 Commission, 8/26/2004, pp. 39] Ballinger is responsible for monitoring 16 transcontinental flights. [Chicago Daily Herald, 4/14/2004] Beginning at 9:32, he sends out a text message to these flights: “High security alert. Secure cockpit.” He presumably sends this in response to United Airlines’ notification a minute earlier that there is a potential problem with Flight 93 (see 9:31 a.m.-9:32 a.m. September 11, 2001). Ballinger’s message is transmitted to Flight 93 at 9:33, but the plane does not respond. Ballinger apparently informs his colleagues of this lack of response: United Airlines Chief Operating Officer Andy Studdert will later tell the 9/11 Commission that at “approximately 9:30, a United dispatcher reports that we cannot reach Flight 93.” [9/11 Commission, 1/27/2004; 9/11 Commission, 8/26/2004, pp. 39] Ballinger previously sent out a message at 9:19, warning his flights to “Beware any cockpit intrusion” (see 9:19 a.m. September 11, 2001). [9/11 Commission, 7/24/2004, pp. 11]
9:45 a.m. September 11, 2001: United Airlines Orders Its Flights to Land
United Airlines orders all its flights to land at the nearest airport. Andy Studdert, the airline’s chief operating officer, will tell the 9/11 Commission, “At approximately 9:45 I order the entire United fleet grounded, for the first time in United history.” He will add, “Even before this, some individual dispatchers were already grounding their flights.” [9/11 Commission, 1/27/2004] Studdert gives the instruction, “Tell them to get to the nearest airport they can.” [USA Today, 8/12/2002] The FAA gives out a similar order to all its facilities around this time (see (9:45 a.m.) September 11, 2001). [9/11 Commission, 7/24/2004, pp. 29] American Airlines ordered its aircraft to land earlier on, at around 9:15 (see (9:15 a.m.) September 11, 2001). [9/11 Commission, 8/26/2004, pp. 31] United Airlines has already ordered a ground stop, preventing any new takeoffs of its aircraft (see (9:20 a.m.) September 11, 2001). [Wall Street Journal, 10/15/2001; 9/11 Commission, 7/24/2004, pp. 10]
9:50 a.m.-10:15 a.m. September 11, 2001: United Airlines Manager Works on a Plan to Land Flight 93
Andy Studdert, United Airlines’ chief operating officer, tries to devise a plan on how a non-pilot could land a Boeing 757, in case the passengers and crew on Flight 93 are able to retake control of their plane from its hijackers. [Center for Values-Driven Leadership, 4/23/2012] At around 9:35 a.m., a flight attendant, later determined to be Sandy Bradshaw, called the United Airlines maintenance office in San Francisco, California, from Flight 93 and reported that her plane had been hijacked (see 9:35 a.m. September 11, 2001). [9/11 Commission, 8/26/2004, pp. 40; United States of America v. Zacarias Moussaoui, a/k/a Shaqil, a/k/a Abu Khalid al Sahrawi, Defendant., 4/11/2006 ] Sometime between 9:45 a.m. and 9:50 a.m., the maintenance office called Rich Miles, a manager working in the crisis center at United Airlines’ headquarters, near Chicago, and told him about Bradshaw’s call. Miles immediately passed on the information to others in the crisis center. [9/11 Commission, 11/21/2003 ; 9/11 Commission, 8/26/2004, pp. 43]
Manager and Pilots Discuss How Flight 93 Might Be Landed – The information about Bradshaw’s call apparently prompts Studdert to start developing a plan on how Flight 93 might be landed if its passengers and crew are able to regain control of the aircraft from the hijackers. After he learns about the call, he will later describe, “My mind immediately said, ‘Okay, so if they’re successful, I gotta land them.’” He therefore thinks, “I gotta get some guys working on a protocol on how a non-pilot can land a 757.” He grabs a couple of the airline’s chief pilots who are in the crisis center with him and says to them: “Guys, we may get this plane back. Which one of the flight attendants do you wanna have land this thing?” Studdert will recall that he and the chief pilots then work “on a protocol, which would work as a, what’s called a Cat III [category three] airplane, which means it could land itself if pointed to the right airport.” However, a few minutes later, Studdert and the chief pilots find out that Flight 93 has crashed and so have to abandon their plan. [Center for Values-Driven Leadership, 4/23/2012] (Flight 93 reportedly crashes at 10:03 a.m. (see (10:03 a.m.-10:10 a.m.) September 11, 2001 and (10:06 a.m.) September 11, 2001) and by 10:15 a.m., according to the 9/11 Commission, personnel at United Airlines’ headquarters have “confirmed that an aircraft had crashed” in Pennsylvania and “believed that this was Flight 93.” Studdert is therefore presumably alerted to the crash shortly after it occurs. [9/11 Commission, 8/26/2004, pp. 46-47] )
Manager Claims His Airline Was Told about the Plan to Take Back Flight 93 – According to Studdert, Bradshaw told the United Airlines maintenance office in San Francisco that “the crew [of Flight 93] had been killed and that the passengers and the… remaining crew were gonna try to take the flight back.” This is presumably why he works on a plan for how a non-pilot might land the plane. [Center for Values-Driven Leadership, 4/23/2012] However, the two employees Bradshaw talked to at the maintenance office will apparently contradict Studdert’s account. They will tell investigators that Bradshaw said her plane had been hijacked and stated where on the plane the hijackers were, that the hijackers had said they had a bomb, had carried knives, and had attacked and killed a flight attendant. The two employees will make no mention, though, of Bradshaw saying the passengers and crew were going to try and retake control of the plane. [Federal Bureau of Investigation, 9/11/2001; Federal Bureau of Investigation, 9/11/2001; 9/11 Commission, 11/21/2003 ; 9/11 Commission, 8/26/2004, pp. 40] A few calls are made from Flight 93 in which the caller mentions the plan to try and retake control of the plane (see (9:47 a.m.) September 11, 2001, 9:50 a.m. September 11, 2001, 9:54 a.m. September 11, 2001, Shortly Before 9:58 a.m. September 11, 2001, and (Between 9:58 a.m. and 10:05 a.m.) September 11, 2001). However, these are made to the callers’ relatives and a supervisor for GTE Airfone, so Studdert is presumably unaware of them at present. [Longman, 2002, pp. 118, 153-154, 172, 176, 203; 9/11 Commission, 8/26/2004, pp. 42, 44-45]
