J E T B L U E  E S G  R E P O R T
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ENVIRONMENTAL
SOCIAL 
GOVERNANCE
REPORT 
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THE REPORT FLIGHT PLAN
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About This Report
Emerging from the COVID-19 pandemic, JetBlue remains focused on continuing to lead in ESG, through 
ambitious target-setting, clear actions and strategy, and transparent reporting. 
After providing an abridged report for our 2019 performance, we are providing a full disclosure that aligns 
to the frameworks of the Taskforce for Climate-Related Financial Disclosures (TCFD) and Sustainability 
Accounting Standards Board (SASB). 
While these frameworks, particularly TCFD, are focused on climate change and emissions, we have 
integrated their recommendations across all ESG areas and include potential social impacts and other 
environmental impacts alongside climate-related impacts.
This report will cover our: 
•  Governance structure and how we have integrated ESG considerations
•  Environmental investments, impacts, and metrics
•  Social responsibility in regard to labor practices and health & safety
In the appendix of this report, you will find full tables on our disclosed SASB metrics and mapping  
to our TCFD disclosures.
For additional reporting on JetBlue’s work in philanthropy, volunteerism, disaster response, and general 
social responsibility and environmentalism, please refer to our annual financial reports and website, 
where we have publicly released general information on social and environmental efforts since 2006.
J E T B L U E  E S G  R E P O R T
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THIS IS YOUR  
CAPTAIN SPEAKING:  
EXECUTIVE LETTER
GOVERNANCE
SOCIAL
ENVIRONMENT 
LOOKING FORWARD
APPENDIX
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THE REPORT FLIGHT PLAN
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CAPTAIN
SPEAKING
T H I S  I S  Y O U R
E X E C U T I V E  L E T T E R
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OUR EXPERIENCES
IN 2020 ONLY  
REINFORCED THE  
IMPORTANCE OF  
MITIGATING RISKS  
THAT THREATEN  
THE HEALTH OF OUR  
BUSINESS. WE HAVE 
SHARPENED OUR 
FOCUS ON ALL  
THINGS ESG.
J E T B L U E  E S G  R E P O R T
 
 
Dear Friends,
The events of 2020 radically altered life for many of us, with ramifications that will be felt for years to come.
The global pandemic shifted how we work, how we socialize, and of course – how we travel. It also exposed and
exacerbated broader trends in society, bringing to light our role in confronting inequalities associated with systemic 
racism and historical disadvantages that people of color face.
After we parked aircraft, adjusted policies and procedures, and ensured a healthy and safe operation, we quickly 
shifted our focus to rebounding stronger and seizing new opportunities made available from the pandemic to better 
position JetBlue once travel returned. How could we apply lessons learned in responding to the pandemic to the 
mitigation of future risks?
Ultimately for us, our experiences in 2020 only reinforced the importance of mitigating risks that threaten the 
health of our business. Although at times challenging, we have only sharpened our focus on all things ESG – 
including identifying, tracking, and responding to the wide variety of threats our business may face in the future.
As such, 2020 was not just the year of COVID-19 – it was also the year that we became the first U.S. airline to 
achieve domestic carbon neutrality, realized today through large-scale carbon offsetting. It was also the year we 
began flying regularly on sustainable aviation fuel (SAF) from San Francisco International Airport – allowing us to 
reduce lifecycle emissions up to 80% per gallon of delivered neat fuel.
2020 was also the year we launched our Diversity Leadership Council and a reimagined company-wide focus on 
confronting and correcting potential biases and inequalities in our communities and workplace. It was also the 
year we stood up our ESG Subcommittee of our Board of Directors, allowing for more focused discussion and 
advancement of key ESG issues at the highest level of company leadership.
As we move forward, we see substantial business opportunity associated with the climate transition and movement 
toward a more just, diverse and inclusive business. We are inspired by our crewmembers’ and industry’s resiliency 
and the unparalleled focus and commitment from other corporations, governments, and individuals to work 
together and do better. We have learned our business and industry is made of incredibly courageous, resilient,  
and imaginative leaders – and we’re ready and excited to help lead the way to a stronger and more responsible 
future of aviation.
Sincerely,
Robin Hayes
CEO
Joanna Geraghty
President & COO

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WE SEE ROBUST 
ESG OVERSIGHT 
MADE OF CLEAR, 
MEASUREABLE ACTION. 
AS WE LOOK FORWARD, 
WE HAVE SET SHORT 
AND MEDIUM TERM 
TARGETS THAT WILL 
HOLD US ACCOUNTABLE 
IN ACHIEVING OUR  
LONG TERM GOALS.
Emissions ex-offsets
Reduce aircraft emissions 25% per 
available seat mile (ASM) by 2030 
from 2015 levels, excluding offsets
Emissions with offsets
Achieve net zero carbon emissions 
by 2040, including offsets
Sustainable Energy
10% of fuel to be from sustainable 
aviation fuel (SAF) by 2030
40% of 3 most common owned 
ground service equipment vehicle 
types to be converted to electric by 
2025, and 50% by 2030
Waste
Eliminate single use plastics within 
service ware where possible. Where 
not possible, ensure plastic is 
recyclable 
Maintain at least an 80% recycling 
rate for audited domestic flights
Leadership Diversity
Double our race and ethnic minority 
representation at the officer and 
director level, from 12.5% to 25% by 
2025
Increase our female representation 
at the officer and director level, from 
32% to 40% by the end of 2025 
Business Partner Engagement
Engage with 80% of top active 
business partners by spend on 
ESG principles within the Business 
Partner Code of Conduct by 2023
Board ESG Oversight
An ESG subcommittee of the Board, 
consisting of at least 3 members, 
meets 3 times a year by 2021
Board-level accountability and areas 
of ESG oversight published by 2021
Board ESG Fluency
Integrate ESG and DEI into Board 
member selection process by 2021
Executive Compensation
Establish ESG goals tied to senior 
leadership compensation by 2021
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SOCIAL
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Short and Medium Term ESG Targets

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GOVERNANCE
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GOVERNANCE 
JetBlue’s mission is to Inspire Humanity. We strongly believe that in order to achieve our 
mission, good governance fosters our sustained business success over the long term. 
At JetBlue, we strive to conduct our business in ways that are principled, transparent, 
and accountable to key stakeholders. We have safeguarded our values of Safety, Caring, 
Integrity, Passion and Fun since our first flight.
 
We focus our efforts where we can have the most positive impact on our business and 
the communities we serve, including issues related to climate change and environmental 
sustainability, the community, culture, and human capital.
In this section, we outline our Board level and management level approach to the 
governance of ESG related-topics and JetBlue’s overall risk management strategy.
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1. POLICY & PROCEDURE
2. RISK EVALUATION
3. TRANSPARENCY
We regularly develop, evaluate, 
and reshape company policies and 
procedures to ensure  fairness and 
alignment to our values.
We take a proactive approach to 
tracking, operationalization, and 
mitigation of risks facing JetBlue. 
This includes climate risk scenario 
planning and internal response 
protocols in response to ESG trends.
We are dedicated to disclosing 
accurate and granular data across 
a variety of material topics such as 
Board governance, executive pay, 
company emissions, workforce 
diversity, and more.
Our Approach to Strong Corporate Governance
We strongly believe that strong corporate governance, informed by engagement directly with our stakeholders, 
creates the foundation that allows us to pursue our mission of Inspiring Humanity. At JetBlue, we strive to conduct 
our business in ways that are principled, transparent, and accountable to key stakeholders. 
 
Board’s Oversight of ESG Risk and Opportunities
We recognize that ESG issues touch all parts of our business. To ensure we are appropriately identifying and 
managing potential ESG-related risks and opportunities, such as the risks associated with climate change, we 
have incorporated ESG considerations into our core business functions starting at the top with our Board functions. 
At JetBlue, the Board has ultimate oversight of enterprise risks and is informed of these risks quarterly by the 
Board Audit Committee and at least annually by the Governance and Nominating Committee. 
In late 2019, our Board formed an ESG Subcommittee to the Governance and Nominating Committee to ensure the 
Board is aware of the JetBlue ESG strategy and has a comprehensive understanding of ESG matters.
The chart below shows how we have integrated ESG oversight across the structure of the Board and our 
Committees. We view the ESG Subcommittee as the ‘convener’ – ultimately responsible for the Board’s oversight 
of ESG matters, identification of material ESG issues, and ensuring progress on ESG targets and metrics. The 
subcommittee will then work with these other committees to ensure that ESG risks are integrated in the Board’s 
decision making on matters such as risk management policies, annual budgets and compensation, and setting 
performance objectives.  One major outcome from these meetings in 2020 was the setting of our new ESG targets 
(see page 8). To learn more about our ESG subcommittee, check out our case study Elevating the Board’s Oversight.
J E T B L U E  E S G  R E P O R T

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AREAS OF OVERSIGHT
COMMITTEE
ESG
AUDIT COMPENSATION
AIRLINE
SAFETY
GOVERNANCE 
& NOMINATING
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
ESG risk assessment 
and response
Workforce diversity
Executive 
compensation tied to 
ESG metrics 
Supplier ESG 
diversity, natural 
resources 
conservation, code 
of conduct audit
Integrate ESG 
competency into 
executive succession 
planning
Environmental 
management
climate change, 
emissions, waste
Understand risks and 
opportunities relating 
to ESG regulations 
and reporting
Talent management / 
leadership development
GOVERNANCE 
RISK
SUPPLY 
CHAIN RISK
HUMAN
CAPITAL RISK
PHYSICAL & 
REPUTATIONAL 
RISK
REGULATORY
RISK
Full Board Responsibilities
•	 Awareness of the JetBlue ESG strategy
•	 Ensure ESG competency and fluency of Board
J E T B L U E  E S G  R E P O R T
CASE STUDY 
Elevating the Board’s Oversight
Prior to the formation of the ESG Subcommittee, the JetBlue Board oversaw ESG matters via the Governance and 
Nominating Committee and regular updates to the broader Board. As internal and external focus on ESG matters 
continued to accelerate, the need to dedicate Board time and focus to ESG oversight became clear. This call for 
action is why in 2019, the Board voted to add a new subcommittee to the Board structure focused on the integration 
of ESG across key business decisions for the benefit of JetBlue.
When originally formed, the ESG subcommittee’s charter called for at least two meetings a year to assess and 
understand the materiality of specific topics. During 2020, the subcommittee picked up momentum, identifying 
the external factors that can expose us to risks and determining how we can mitigate the risks and turn them into 
opportunities. This culminated into our new environmental and social strategies. The former being a short-term 
focus on capital-light low-carbon and energy-savings advancements given the financial impact of the pandemic 
and a medium to long-term vision of decarbonizing aviation through the transition to a low-carbon future. The 
latter focused on creating more representation within leadership positions and engaging our business partners on 
DEI (Diversity, Equity, and Inclusion) issues.
ESG subcommittee meetings typically start with a review of recent trends – what our key stakeholders are 
expecting in terms of disclosure and action, and a survey of best practices from companies leading in ESG. 
Due to these reports, the ESG Subcommittee directed management to fulfill these best practices, including the 
development of our robust short, medium, and long term ESG targets; the integration of ESG oversight across key 
Board committees; and the linking of our senior leadership’s executive compensation to key ESG targets. 
To be able to effectively manage our ambitious targets within these strategies, we increased the number of 
meetings for the ESG subcommittee to three times a year and to include at least one ESG and DEI update to the 
full Board. Now as we move through 2021, to keep the momentum generated in 2020, we moved our subcommittee 
meetings off-cycle. Having the subcommittee meet off-cycle allows for a more singular and intent focus on ESG, 
rather than the topic being one of many covered throughout a week of Board meetings.

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Management’s Role in Assessing and Managing ESG Risks
We employ a dedicated Sustainability and ESG executive and team to oversee the efforts of the business and keep 
our management team and Board aware of climate-related risks and opportunities when developing strategy, 
performance, and budgets. Our Sustainability and ESG group leads risk and opportunity assessment efforts across 
a broad range of ESG topics on an on-going basis. 
Risks are identified by the Sustainability and ESG team, which shares initial scoping of the issue with the General 
Counsel/Corporate Secretary. From there, the risk may be defined as transition or physical, and identified as 
short-, medium-, or long-term. Areas of risk that the ESG team and General Counsel/Corporate Secretary evaluate 
as possibly material are escalated to Enterprise Risk Management. From there, Enterprise Risk Management 
liaises with the relevant business functions to propose, assess, and implement actions to mitigate the risks. The 
Enterprise Risk Management processes continually monitors those risk and mitigation measures on an 
ongoing basis.
Other risks that could cause immediate, short-term disruptions are managed by our Business Continuity and 
Crisis Management Teams. Business Continuity conducts quarterly meetings with department heads and other 
senior leaders to assess the potential impacts from risks such as increased extreme weather events. Crisis 
Management performs quarterly contingency planning exercises with department leadership to help prepare 
for significant operational events and risks, including the integration of complications from climate change into 
standard business continuity and business planning. In this way, the impacts of climate change are realistically 
woven into operational concerns and not treated as a stand-alone topic.
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Monthly Check- In
Enterprise Risk Management
Regular Report on ESG Issues
General Counsel/Corporate Secretary
& Associate General Counsel
Highlights Risk to Escalate
Sustainability & Environmental 
Social Governance Team
RISK MANAGEMENT PROCESS
THE IMPACTS OF 
CLIMATE CHANGE  
ARE REALISTICALLY 
WOVEN INTO 
OPERATIONAL  
MATTERS AND  
NOT TREATED AS  
A STAND-ALONE  
TOPIC.
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CASE STUDY
Trend Tool: Evaluating Materiality of Emerging Trends or Events
If 2020 taught us anything, it is that despite our best planning there can be an incident or event that emerges which 
can disrupt our way of doing business. For these types of events, or ‘micro trends’, we have adapted our macro 
trend tool (an internally developed tool used to assess materiality of an emerging ESG trend to JetBlue) to evaluate 
emerging trends or events that can affect our day to day business. The purpose of this tool is to assess relevance 
and impact of a micro trend to JetBlue quickly and thoroughly, allowing for an expedited response or action.
The first major event analyzed through the updated micro trend tool occurred when the Biden Administration 
announced its list of day one priorities and expected Executive Orders. To analyze the potential impacts of these 
shifts in policy, we triggered the four-phase process of the trend tool.
Phase 1 – Activation
Once the incoming Biden administration made their day one priorities known, we triggered our communication 
tree alerting key crewmembers from across ESG, DEI, Marketing, Corporate Communications, Government Affairs 
and People departments to solicit quick feedback on potential relevance to our operations, crewmembers, or 
customers. Simultaneously, the ESG team reviewed the topics associated with the executive orders through our 
micro trend tool, generating materiality scores.
After gathering initial feedback, the Activation Team targeted six anticipated Executive Orders for further analysis. 
For each of these six potential Executive Orders, our Activation Team reviewed the potential impacts on each area 
of the business, assessing materiality and the potential outcomes from action or inaction. This assessment was 
then sent to the Recommendation Team for phase two.
Phase 2 – Recommendation
In phase two, the Activation Team escalates the findings to the expanded Recommendation Team which adds 
Investor Relations, Business Continuity, and Legal to the assessment process.  
 
After reviewing the findings of the Activation Team, the Recommendation Team elevated the Executive Order of 
the U.S. rejoining the Paris Climate Agreement as it scored highly from our tool, and was a topic aligned with a 
strategic focus for JetBlue. Climate action is an area JetBlue continues to lead on, and felt it important to express 
support internally and externally for this significant moment in U.S. policy. 
Phase 3 – Executive Decision
Leaders from Corporate Communications, Marketing, and ESG proposed a statement of recommendation for 
Senior Leadership, detailing a summary of the Executive Order and outcomes of the materiality assessment 
from the Trend Tool. The Senior Leadership Team quickly reviewed the recommendations and discussed possible 
actions and agreed this was an opportunity for JetBlue to be a leader and that further action should be taken.
J E T B L U E  E S G  R E P O R T
Phase 4 - Action
When the announcement of the U.S. rejoining the Paris Climate Agreement was made, JetBlue had already 
committed to achieving net zero carbon emissions by 2040. This is not only in line with the Paris Climate 
Agreement, but it places JetBlue 10 years ahead of schedule. 
With these plans in place, JetBlue decided to issue statements to both internal and external stakeholders. 
Considering our influence with key partners, we believed it was important to voice our support in favor of rejoining 
to reassure that both JetBlue and the aviation industry are ready to transition to a low carbon economy. JetBlue 
issued an internal note from our CEO Robin Hayes, an external blog post and social media posts.
How it Works
It starts with Trends. Trends are changes in social and environmental patterns over time that may influence 
JetBlue operations, policy and communications.
Trend
Identified
Data
Analysis
Policy
Assessment
Data indicates
trend is a 
relevant priority
for JetBlue
Legal 
Commercial
Operation
Action
No relevance
found in data/
not a priority
for JetBlue

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J E T B L U E  E S G  R E P O R T
The Sustainability and ESG team report directly to the General Counsel/Corporate Secretary, who raises the 
issue with the President and CEO, followed by the relevant Board committee, if appropriate. As opportunities are 
escalated upwards, the ones with the most potential impact are chosen to be investigated further and then pursued 
by the relevant business unit and team.
Risk Management Strategy
To assess the materiality of all identified risks and opportunities, we examine the likelihood of an event happening 
against the potential financial or reputational impact of the event. The criteria for materiality are set by the relevant 
business leaders, through the guidance of the Enterprise Risk Management and Audit team, who then create the 
strategy for addressing the most material risks and opportunities. 
All risks are then categorized as being either:
Short-Term (1-5 years)
These are risks, that if not addressed, will have a material impact in the near term such as a not addressing gaps 
in racial, ethnic or gender representation and a lack of ESG oversight at the Board level.
Medium-Term (5-10 years)
These are risks that are in the near horizon that we must plan for now to be able to address in the near future. This 
includes preparing for emerging regulations, changes in immigration and migration patterns due to political or 
environmental factors, and dealing with an aging air fleet.
Management’s Role in Assessing and Managing ESG Opportunities
In addition to identifying and managing social and environmental risks, Management is responsible for identifying 
and realizing potential opportunities. The process illustrated below details how opportunities are escalated and 
prioritized.
OPPORTUNITIES ESCALATION PROCESS
Highlights Opportunities
to Pursue
Highlights Opportunities
to Pursue
Appropriate Board Committees
CEO/CFO/President
General Counsel/Corporate Secretary
& Associate General Councel
Regular Report on ESG Issues
Sustainability & Environmental
Social Governance Team

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Long-Term (10-20 years)
These are risks projected further off in the future that do not pose an immediate risk to JetBlue, however, should 
be monitored for materiality. As mitigating long-term risks often requires early preparation (such as securing 
long-term contracts with favorable terms), we continue to roadmap and plan for mitigation of these risks. One of 
our biggest long-term risks to the company is a failure to respond and adapt to climate change. To ensure we are 
prepared for future emissions requirements and improve our resiliency, we have aligned our net zero goal with our 
long-term planning horizon of 2040.
The Risk Matrix below shows the top ESG risks we have identified facing JetBlue. In 2020, ESG related risks such 
as Climate Events and Policy, Culture and Human Capital Strategy, and Market Shifts are included in the top 5 
risks to the organization. In the sections that follow, we will go into more detail on how we are addressing specific 
Environmental and Social risks as well as opportunities.
Terrorism
New technology
Reduced demand for flights
Reputation risk
Focus city disruption
Flooding
Crewmember retention
Environmental compliance
IT failure and cyber risk
Supply-chain disruption
Extreme weather disruptions
Carbon pricing/tax
Temperature extremes
Fuel prices/availability
Skills shortage
Economic downturn
LIKELIHOOD
IMPACT
RISK MATRIX
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J E T B L U E  E S G  R E P O R T
In 2020, JetBlue redeveloped our company-wide strategic priorities to respond to the changing environment 
due to the pandemic. Our leaders identified 28 focus areas across 5 key goals. ESG goals included within the 
redeveloped priorities include goals to launch and grow DEI initiatives, reduce emissions per ASM, and grow usage 
of sustainable aviation fuels. By identifying these as top company priorities, there is a greater and more integrated 
focus on tracking and advancing toward these targets, and it also allows for improved access to resources and 
capital that may help reach the goals. In addition, the goals and metrics associated with them map to the long-
term incentive plan (LTIP) for which our executives receive, linking for the first time executive compensation with a 
set of strategic short and medium-term ESG KPI’s.
For risks and opportunities associated with climate change, we partner with a third-party climate risk modeling 
company to conduct a climate risk scenario analysis to provide further assessment of their medium- and long-
term impacts. You can find more information on this process and those risks and opportunities in the Environment 
section of this report.
Competitive Behavior
From our founding over 22 years ago, JetBlue has consistently advocated for expanded access for new entrant 
carriers. History has shown that when JetBlue has access to new markets and can compete with legacy carriers, 
customers ultimately benefit with lower fares and more options. JetBlue’s Government Affairs team advocates  
for strong pro-competition policies that create more sustainable growth, increased innovation, and better customer 
service. In 2020, we paid no material regulatory fines or settles associated with anticompetitive practices and 
continued to be active members of airline trade associations, such as Airlines for America, IATA, and the  
Latin America and Caribbean Air Transport Association, which lobby on local, state, federal, and international 
policy issues.
Partnerships
Airlines frequently participate in commercial partnerships with other carriers in order to increase customer 
convenience by providing connectivity via interline-, codeshare, compatible flight schedules, frequent flyer 
program reciprocity, and other joint marketing activities. As of December 31, 2020, we had 46 airline commercial 
partnerships.
In July 2020, we announced a strategic relationship with American Airlines Group Inc. (“American”), entitled the 
NEA (Northeast Alliance). This arrangement, once fully implemented, includes an alliance-type agreement with 
reciprocal code sharing on domestic and international routes from or connecting through New York (John F. 
Kennedy International Airport, LaGuardia Airport, and Newark Liberty International Airport) and Boston, excluding 
JetBlue’s future London flying. This partnership will create more capacity, seamless connectivity for travelers in 
the northeast, and offer more choices for customers across the networks of both airlines. In addition, we believe 
this relationship will also accelerate our recovery as the travel industry adapts to new trends as a result of the 
COVID-19 pandemic.

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Political Contributions
Our Policy for Political Contributions states that, in rare cases, we can make financial contributions to candidates 
for office. We made no such corporate contributions in 2019 or 2020. 
JetBlue is a member of three industry trade associations, Airlines for America (A4A), International Air Transport 
Association (IATA), and Association of Latin American Airlines (ALTA). We do not make financial contributions to our 
trade associations other than in the form of customary dues and charges. Our dues to each for 2019 and 2020:
The JetBlue Airways Corporation Crewmember Good Government Fund (JetBlue PAC) is a political action 
committee funded with voluntary crewmember contributions that operates pursuant to extensive government 
regulation. JetBlue PAC keeps crewmembers aware of important issues and decisions made by government 
officials that can affect our business, and allows crewmembers to pool their financial resources to support 
qualified political candidates, campaigns and political committees to further the interests of the company, our 
crewmembers and our customers.
Political contributions made by JetBlue PAC are funded entirely by the voluntary contributions of JetBlue 
crewmembers (no corporate funds are used), and decisions about participation in JetBlue PAC have no bearing 
on a crewmember’s career at JetBlue. JetBlue PAC files monthly reports with the Federal Election Commission 
which are publicly available (see http://www.fec.gov), and provide an itemization of JetBlue PAC’s receipts and 
disbursements. For a full list of our political contributions see the appendix.
International Air Transport Association (IATA)
$72,712
$5,000 plus 
12 R/T tickets
$2,697,479
15%
$1,836,200
24%
$5,000 plus 
12 R/T tickets
$73,842
Latin American and Caribbean Air Transport Association (ALTA)
Airlines for America (A4A)
Percentage of Dues Attributable to Lobbying Expense
2019
     2020
J E T B L U E  E S G  R E P O R T
Current and Emerging Regulation
Airlines are heavily regulated, with rules and regulations set by various federal, state and local agencies. 
In this section, we discuss regulations that are relevant to ESG related topics, primarily climate change and 
environmental regulations. For a full summary of all major regulations facing JetBlue, please see our 
Annual Report.
CORSIA (Carbon Offsetting and Reduction Scheme for International Aviation)
Concern over climate change, including the impact of global warming, has led to significant U.S. and international 
legislative and regulatory efforts to limit GHG emissions, including our aircraft and ground operations emissions. 
In October 2016, the International Civil Aviation Organization (“ICAO”) passed a resolution adopting the Carbon 
Offsetting and Reduction Scheme for International Aviation (“CORSIA”), which is a global, market-based emissions 
offset program intended to promote carbon-neutral growth beyond 2020. Annual international emissions reporting 
is required via CORSIA as of the 2019 reporting year, and offsetting compliance is scheduled to be implemented 
through multiple phases beginning in 2021. In 2020, given the impacts of COVID-19 which dramatically reduced 
2020 emissions, The ICAO Council agreed that the baseline from which the industry achieves carbon neutral 
growth would be from 2019 only, rather than an average of 2019 and 2020 as originally intended. This retains the 
spirit of CORSIA and still holds the industry to an ambitious baseline as travel rebounds. We expect compliance 
with CORSIA will incur some increase in operating expenses, though we also plan to mitigate compliance costs 
through approved emissions-reducing actions such as adopting and growing sustainable aviation fuels.
Sustainable Skies Act
JetBlue views sustainable aviation fuel (SAF) as one of the most promising avenues to achieve our short, medium, 
and long term emissions reduction goals. While the technology is well proven and airlines have been flying 
regularly on SAF for years, there has long existed a cost and supply issue, limiting the availability and uptake of 
the fuel. Today, all SAF regularly used in the US is delivered into California airports, largely due to the California 
Low Carbon Fuel Standard (LCFS) that offers additional environmental revenues to produce the renewable fuel 
cost-effectively. While JetBlue does operate out of California airports and is regularly flying on SAF out of San 
Francisco International Airport (SFO), our longer-term strategy is to grow SAF into our Northeast locations, where 
the majority of our jet fuel is loaded into our aircraft. We are therefore supportive of both state-level incentive 
programs such as the LCFS in additional states, as well as federal opportunities that would extend to all airports in 
the U.S. and allow for potential growth of SAF availability.

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JetBlue participates in the SAF Blender’s Tax Credit Coalition, a group of airlines, fuel producers, airports and 
more entities advocating for policy solutions that would help address this challenge and enable SAF to grow 
in availability. 
In May 2021, Representatives Brad Schneider (D-IL), Dan Kildee (D-MI), and Julia Brownley (D-CA) introduced the 
SAF Blenders Tax Credit bill, referred to as the Sustainable Skies Act, to amend the Internal Revenue Code of 1986 
to provide a tax credit for SAF. Under the proposal, SAF that achieve a 50% or greater reduction in lifecycle GHG 
emissions would be eligible to receive a tax credit ranging from $1.50/gallon to $2.00/gallon.
JetBlue is supportive of the proposed bill and considers this an exciting and meaningful development to help spur 
the production of SAF so that it is more affordable and widely available – an important step in helping the U.S. 
airline industry reach its goal of achieving net zero carbon emissions by 2050, while also supporting U.S. jobs and 
energy security.
Global Aviation Emissions Policies
While JetBlue’s operation remains based in North and Central America, with the exception of our network 
expansion to London in Q3 2021, we continue to track emerging environmental aviation policy that impacts airlines 
in other parts of the world. Climate change and emissions from aviation both have global implications, and we view 
sustainable policy development in any part of the world as relevant to our operation and strategy.
French Aviation Climate Law
In June 2020, France passed a new set of climate laws which specifically impacted aviation and emissions 
management in the transportation industry. The set of laws includes a ban on all domestic flight routes that can 
be covered by train in under two and half hours with an exclusion of connecting flights, a ban on the construction 
of new airports or expansion of existing airports beyond necessary developments, and an investment of 3.4 billion 
Euros into the development of biofuels. 
Sustainable Aviation Fuel Mandates
The scale up of SAF interest in 2019 and 2020 has also been met with emerging policies throughout Europe and 
North America. In 2020, Norway introduced a mandate requiring 0.5% of all jet fuel sold to be SAF, increasing to 1% 
in 2021 and set a target of 30% by 2030. Sweden and Finland have proposed mandates, while UK and Netherlands 
offer incentives for SAF on an “opt-in” basis. In addition, the EU Renewable Energy Directive (RED II) includes a 
14% renewable energy fuel supplier obligation for transport. Aviation fuels can opt in to contribute to the target but 
are not subject to an obligation, contributing 1.2 times their energy content.
In March 2020, the European Commission published a proposal for a European legislation to help meet its 2050 
climate neutrality objective. The European Commission also announced intention to raise the 2030 GHG emission 
reduction target to at least 55% compared to 1990 levels. The Commissions has proposed several measures to 
achieve its strategy including a SAF blending mandate, European trading system for fuel carbon credits across 
transportation modes, and measures to accelerate research and innovation for sustainable aviation fuels.
27
GOVERNMENT 
AND INDUSTRY 
COLLABORATION  
IS KEY IN HELPING  
OUR INDUSTRY  
REACH OUR  
STRONG  
ASPIRATIONAL  
GOALS. 
J E T B L U E  E S G  R E P O R T
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ENVIRONMENT

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ENVIRONMENT 
JetBlue is an industry leader in mitigating climate risk and our environmental vision is to lead the way toward  
a lower-carbon operation. 
Over the last year, we have elevated our focus on environmental mitigation, setting the ambition to ‘decarbonize 
our business’ as one of our key company-wide strategic priorities and integrating key emissions-reduction metrics 
and milestones within our business-wide KPIs. The following section will outline the specific environmental risks 
and opportunities we’ve identified, our key environmental metrics and targets, and environmental investments.
 
Our Approach to Decarbonizing Our Business 
Addressing aviation emissions should not be about flying less—but flying smarter. Our strategy is to 
simultaneously pursue six key levers to decarbonize our business. Those levers are as follows:
1. AIRCRAFT EFFICIENCY
2. FUEL OPTIMIZATION 
3. SUSTAINABLE AVIATION FUEL
Our investments in new aircraft 
increase fuel efficiency and drive 
down costs.
We continuously fine-tune our 
operation to ensure adherence to 
fuel savings procedures.
We are regularly flying on SAF that 
drops into our existing aircraft and 
reduces lifecycle emissions up 
to 80%, and seeking out growth 
opportunities.
4. ELECTRIC GROUND OPS
5. TECHNOLOGY PARTNERSHIPS 
6. CARBON OFFSETTING 
Minimizing our fuel and emissions 
use on the ramp by converting our 
Ground Service Equipment (GSE) 
to electric (eGSE) and maximizing 
electric ground power and air 
systems for aircraft.
Through our subsidiary JetBlue 
Technology Ventures, we support 
and invest in alternative energy 
aircraft such as electric- and 
hydrogen-fueled aircraft.
For unavoidable emissions today, 
we purchase high-quality, verified 
offsets.
J E T B L U E  E S G  R E P O R T
Climate Risk Scenario Analysis
In 2020, JetBlue conducted its first climate risk scenario analysis. The purpose is to elevate our analysis of climate-
related risks and opportunities by assigning a financial value to potential climate impacts to the business. Through 
this process, we analyzed the potential physical and transitional risks and opportunities of a “High Emissions” 
scenario (in which there is limited global focus on mitigating GHG emissions and we experience warming between 
4.2 to 5.40 by 2100) and a “Low Emissions” scenario (in which there is a coordinated, global effort to reduce 
emissions and warming is capped at 1.7 – 3.20 by 2100) on over 100 JetBlue assets across North America, Central 
America, and Europe. 
To conduct this report, JetBlue partnered with The Climate Services for use of their Climanomics software. The 
sophisticated software utilized terabytes of climate and socioeconomic data on hazards from public (including 
IPCC, NASA, NOAA), academic and commercial sources, and proprietary models to asses the vulnerability of 
individual assets to individual climate-related risks. The outputs of this analysis will inform JetBlue’s financial 
planning and overall strategy for mitigating and adapting to climate change. Top modeled risks include, for 
the 2030s decade, in order of impact, Carbon Pricing, Temperature Extremes, Coastal Flooding, Technology, 
Reputation, Market and Litigation. Top modeled risks include, in order of impact, Products and Services, Energy 
Source, Resource Efficiency, Resilience, and Markets. For a full breakdown of the modeled risks and opportunities, 
including financial estimates associated with each risk and opportunity, please see the charts on page(s) 84-87 of  
this report.
Climate Related Risks
To identify and track climate risk, JetBlue incorporates consideration of the topic into multiple enterprise-wide 
general systems: 
•  Enterprise Risk Management. The Audit department coordinates enterprise risk management efforts  
to mitigate identified strategic risks, including those from climate change. 
•  Business Continuity. The Business Continuity department develops cross-departmental plans and 
exercises in conjunction with the Crisis Management team. 
•  Climate Risk Scenario Analysis. The climate risk scenario analysis is conducted by a third-party where 
outcomesare communicated to the wider business through the ESG team.  
•  Regulatory Risk. We actively participate in regular meetings held by our trade associations to monitor, 
advocate, and plan for reasonable climate change regulation. JetBlue does not instinctively or immediately 
oppose climate regulation. We have supported physically and financially viable climate regulation.

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Acute 
Physical
CLIMATE RELATED RISKS (PHYSICAL)
RISK 
TYPE
TIMEFRAME
POTENTIAL
IMPACT
DESCRIPTION
OF RISK
BUSINESS 
CONTINUITY,
MITIGATION, 
AND ADAPTION
SECTOR AND 
GEOGRAPHICAL 
SPREAD
The risk of 
increasing severity 
of extreme weather 
events such 
as hurricanes, 
typhoons, wildfires 
and rainstorms.
Products and 
Services, 
Operations, 
Supply Chain
Atlantic and 
Caribbean
Reduced revenues 
from the delay and 
cancellation as 
well as reduced 
demand for flights 
due to reduced 
reliability. Impact 
to operations and 
on-time
performance.
 
Increases in costs 
due to rising fuel 
costs caused by the 
disruptions in the 
supply chain.
Short to 
long term
Short to  
long term
Severe weather is 
beyond the scope of what 
JetBlue can reasonably 
address. Instead, we are 
actively engaging with 
local governments on 
measures to maintain the 
viability of their airports. 
We hold pre- and 
post-hurricane season 
preparedness sessions 
for operational leaders. 
We minimize revenue 
loss by redeploying 
flights to other Caribbean 
destinations in the wake 
of infrastructure damage 
from a localized storm or 
hurricane.
JetBlue’s Irregular 
Operations (IROPs) 
program was developed 
to deal with extraordinary 
weather events. Use of 
accurate IROPs hurricane 
forecasting models 
allows us to move planes 
out of storm paths earlier, 
which subsequently 
allows us to resume 
service earlier than in 
the past. Our focus cities 
model, which features 
more direct point-to-
point flights, increases 
our ability to handle 
major weather events 
(compared to the hub-
and-spoke model our 
competitors use.)
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Chronic 
Physical
CLIMATE RELATED RISKS (PHYSICAL)
RISK 
TYPE
TIMEFRAME
POTENTIAL
IMPACT
DESCRIPTION
OF RISK
BUSINESS 
CONTINUITY,
MITIGATION, 
AND ADAPTION
SECTOR AND 
GEOGRAPHICAL 
SPREAD
Rising 
temperatures 
and sea levels.
Products 
and Services, 
Operations
Specific Airports
Increased operating 
costs due to 
increased costs of 
maintenance at 
airports exposed to 
sea-level rise.
Reduced revenue 
from reduced 
flight schedules 
due to increased 
temperatures and 
reduced air 
density.
Long term
Through our climate 
risk scenario analysis, 
we have identified 
extreme temperatures 
to be the biggest 
physical risk to 
JetBlue’s operation. 
To mitigate this risk, 
we are investing in 
the resiliency of our 
assets. For example, 
all new designs for 
our JFK Hangar 
consider the Port 
Authority of New York 
and New Jersey’s 
guidance on changes 
in temperature and 
precipitation, as well 
as sea-level rise.
Quarterly planning 
exercises with 
department heads 
and senior business 
leaders may 
incorporate this 
scenario as primary 
and/or additional 
elements.
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CLIMATE RELATED RISKS (PHYSICAL)
RISK 
TYPE
TIMEFRAME
POTENTIAL
IMPACT
DESCRIPTION
OF RISK
BUSINESS 
CONTINUITY,
MITIGATION, 
AND ADAPTION
SECTOR AND 
GEOGRAPHICAL 
SPREAD
Products and 
Services, 
Operations, 
Supply Chain 
Tropics
A rising mean 
temperature and 
humidity levels 
could increase the 
likelihood of the 
transmission of 
malaria, dengue 
fever, West Nile 
virus, or other 
diseases.
This could lead to 
decreased revenue 
due to reduced 
consumer demand 
or possible travel 
restrictions to 
certain locations. It 
could also increase 
costs associated 
with maintaining 
a workforce and 
implementing 
safety measures.
Short to long 
term
Quarterly planning 
exercises with 
department heads 
and senior business 
leaders may 
incorporate this 
scenario as a primary 
and/or additional 
element.
Current & 
Emerging 
Regulation
CLIMATE RELATED RISKS (TRANSITION)
RISK 
TYPE
TIMEFRAME
POTENTIAL
IMPACT
DESCRIPTION
OF RISK
BUSINESS 
CONTINUITY,
MITIGATION, 
AND ADAPTION
SECTOR AND 
GEOGRAPHICAL 
SPREAD
Existing and 
emerging 
regulations and 
legal requirements 
aimed at addressing 
climate change 
and the transition 
to a low carbon 
economy.
Products and 
Services
Increased fuel 
costs due to 
taxes or carbon 
pricing on fossil 
fuels and fossil 
manufacturers.
Increased 
operational costs 
due to additional 
reporting 
obligations or a 
direct carbon tax on 
the aviation industry.
Loss of license to 
operate.
Medium term
We are proactively 
setting multi-year 
contracts for low-
carbon services 
such as sustainable 
aviation fuel and 
verified carbon offsets, 
in anticipation of 
emerging sustainable 
policy to minimize 
regulatory risks and 
compliance cost in a 
low-carbon economy. 
We have proactively 
implemented 
voluntary reporting 
efforts to minimize 
transition risk and 
cost of potential 
requirements. We have 
already been reporting 
on SASB metrics since 
2016, and TCFD since 
2017, and publishing 
our greenhouse gas 
inventory annually. 
We engage with 
regulators and 
industry organizations, 
e.g., IATA, A4A, and 
ICAO to advocate for 
reasonable climate 
policy.

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Technology
CLIMATE RELATED RISKS (TRANSITION)
RISK 
TYPE
TIMEFRAME
POTENTIAL
IMPACT
DESCRIPTION
OF RISK
BUSINESS 
CONTINUITY,
MITIGATION, 
AND ADAPTION
SECTOR AND 
GEOGRAPHICAL 
SPREAD
Emerging 
technology aimed 
at supporting the 
transition to a low-
carbon technology.
Products and 
Services
Operations
Increased costs to 
transition existing 
assets such as the 
air fleet to more 
efficient models.
Reduced revenue 
because new 
low-carbon 
transportation 
options.
Short to long 
term
We’ve committed to 
introducing over 155 
new fuel efficient 
aircraft across two 
new aircraft types, 
both of which will 
bring dramatic 
improvements in per-
seat emissions, which 
we will strategically 
introduce over the 
coming years to 
replace older aircraft 
and adapt to our 
changing operational 
needs.  
We have invested in 
electric and hydrogen 
fueled aircraft startup 
companies, to help 
us more easily and 
efficiently transition 
to alternative fueled 
aircraft in the future. 
These partnerships 
allow us insight as 
these emerging zero-
emission industries 
develop and access 
to favorable pricing 
and supply when 
introduced to market.
J E T B L U E  E S G  R E P O R T
Market
CLIMATE RELATED RISKS (TRANSITION)
RISK 
TYPE
TIMEFRAME
POTENTIAL
IMPACT
DESCRIPTION
OF RISK
BUSINESS 
CONTINUITY,
MITIGATION, 
AND ADAPTION
SECTOR AND 
GEOGRAPHICAL 
SPREAD
A shift in supply 
and demand 
as economics 
transition to a low-
carbon economy.
Products and 
Services
Operations
An increase in 
demand increases 
cost for 
sustainable aviation
fuels, carbon 
offsets, and low 
emissions aircraft 
technology.
Changes in 
consumer behavior 
leads to reduced 
revenue and 
demand for flights 
and other carbon-
intensive forms of 
travel.
Long term
We continuously 
monitor consumer 
demand and 
expectations, 
procurement, and 
strategy development 
to anticipate market 
shifts.
We have proactively 
committed to 
introduce increasingly 
fuel efficient aircraft, 
and have locked in 
favorable pricing for 
these deliveries since 
2018. We have also 
proactively sourced  
multiyear contracts 
for carbon offsets, 
SAF, and fuel efficient 
aircraft, ensuring 
we are able to pay 
favorable pricing for 
high quality product 
over a multiyear 
period.

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Reputation
CLIMATE RELATED RISKS (TRANSITION)
RISK 
TYPE
TIMEFRAME
POTENTIAL
IMPACT
DESCRIPTION
OF RISK
BUSINESS 
CONTINUITY,
MITIGATION, 
AND ADAPTION
SECTOR AND 
GEOGRAPHICAL 
SPREAD
Damage to brand 
value and loss of 
customer base 
from shifting public 
sentiment about 
climate change.
Products and 
Services
Reduced customer 
demand due to 
increased “flight-
shaming” because 
of the industry or 
airline’s carbon 
intensive reputation.
Short to long 
term
We continue our 
history of strong 
corporate citizenship 
in the 
communities we 
serve.
Our company mission 
and culture has 
been instrumental in 
developing industry-
leading environmental 
and social strategies 
for the past decade, 
and we continue to 
embrace sustainability 
as part of our identity 
and contributing to 
our social license to 
operate. 
Climate Related Opportunities
Potential opportunities arising from climate change are as plausible as risks, yet they tend to be overlooked by 
both issuers and investors. At JetBlue, taking into account climate change may increase both our resiliency and 
competitiveness. The following table shows the most material opportunities we have identified.
Resilience
CLIMATE RELATED OPPORTUNITIES
OPP 
TYPE
TIMEFRAME
POTENTIAL 
IMPACT
DESCRIPTION
OF 
OPPORTUNITY
BUSINESS 
CONTINUITY,
MITIGATION, 
AND ADAPTION
SECTOR AND 
GEOGRAPHICAL 
SPREAD
Diversification of 
operational bases 
and improved asset 
mobility.
Products and 
Services
Reduced costs 
during extreme 
weather events and 
the ability to keep 
higher percentage 
of flights from being 
cancelled.
Short to long 
term
JetBlue’s focus cities 
model means we have 
several major airports 
rather than operating 
from a single or small 
number of hubs. This 
helps facilitate moving 
the fleet in response to 
weather events or 
to meet changing 
customer demand 
and allows our aircraft 
assets to continue to 
be productive.

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Products 
and 
Services
Resource 
Efficiency
CLIMATE RELATED OPPORTUNITIES
OPP 
TYPE
TIMEFRAME
POTENTIAL 
IMPACT
DESCRIPTION
OF 
OPPORTUNITY
BUSINESS 
CONTINUITY,
MITIGATION, 
AND ADAPTION
SECTOR AND 
GEOGRAPHICAL 
SPREAD
Increased revenue 
from customers 
seeking more 
sustainable travel.
Investment in a 
more efficient fleet. 
Product and 
Services
Products 
and Services, 
Organization, 
Supply Chain
Improve 
competitiveness 
amidst shifting 
consumer 
and producer 
preferences.
Lower fuel costs, 
increased efficiency, 
better products for 
customers.
Short to long 
term
Short to long 
term
Leading in 
sustainability is a 
part of our brand 
and something our 
customers know to 
expect from us. Our 
company mission 
and culture has 
been instrumental in 
developing industry 
leading sustainability 
strategies for the 
past decade, and we 
continue to embrace 
sustainability as part 
of our identity as 
we deliver the most 
forward thinking 
sustainability 
strategies possible.
We have made 
investments in fuel-
efficient, cost-saving 
aircraft engines and 
bodies. We continue 
to fine-tune our 
operation to reduce 
fuel use all across our 
operation via our Fuel 
Optimization program.
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Energy 
Source
Markets 
CLIMATE RELATED OPPORTUNITIES
OPP 
TYPE
TIMEFRAME
POTENTIAL 
IMPACT
DESCRIPTION
OF 
OPPORTUNITY
BUSINESS 
CONTINUITY,
MITIGATION, 
AND ADAPTION
SECTOR AND 
GEOGRAPHICAL 
SPREAD
Investment in 
Sustainable Aviation 
Fuels (SAF). 
Cost reduction 
from renewable or 
alternative energy 
at airports, ground 
vehicles, and jet 
fuel.
Investment in 
carbon offsets, 
sustainable aviation 
fuel, and low 
emission aviation 
technology. 
Products 
and Services, 
Organizational, 
Supply Chain
Products 
and Services, 
Organizational, 
Supply Chain
Ahead of sector 
in engaging in 
sustainability 
issues; likely to be 
more resilient to 
regulator changes.
Proactively seek 
opportunities in 
new markets to be 
better positioned 
in a lower-carbon 
economy.
Short to long 
term
Short to long 
term
JetBlue was an early 
leader in the U.S. in 
setting a long-term 
sustainable aviation 
fuel purchase 
agreement and 
believes early 
engagement will allow 
for more favorable 
contract terms as 
we grow use of SAF 
across our network.
Today we operate 
fleets of electric 
ground vehicles in JFK 
and California, with 
more fleets expected 
to rollout in BOS and 
EWR in coming years.
We have proactively 
sourced  multiyear 
contracts for carbon 
offsets, SAF, and 
fuel efficient aircraft, 
ensuring we are 
able to pay favorable 
pricing for high-
quality product over a 
multiyear period.

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CASE STUDY
Sustainability-Linked Loan 
Sustainability linked loans are a financial instrument that a lender can use to reward a borrowers sustainable 
performance, by tying more favorable financial terms of the loan to ESG metrics. In 2020, JetBlue became the 
first-ever airline to deploy a Sustainability-Linked Loan. In partnership with BNP Paribas, we amended an existing 
$550 million revolving credit facility (RCF) to link the borrowing costs of the facility to whether we achieve a 
pre-determined ESG score. The ESG scoring will be provided on an annual basis by a third party data specialist 
Vigeo Eiris, who provide ESG research and services for investors and other organizations. In our most recent 
assessment, we achieved a score of 50, which allows us the highest pricing benefit and is the highest score in the 
Travel & Tourism Industry for North America. 
 
CASE STUDY
JetBlue Technology Ventures: ESG Sprint
JetBlue Technology Ventures (JTV) is JetBlue’s venture capital subsidiary created to identify and support 
innovation opportunities in the travel and hospitality industries. To keep up with the constant and rapid evolution of 
technology, JTV regularly partners with JetBlue to conduct 12-week “innovation sprints.” The goal is to uncover and 
connect relevant startups to a specific business unit. This year JTV worked together with the ESG team to execute 
an in-depth innovation sprint. JetBlue’s investors, customers, and crewmembers are increasingly demanding 
heightened ESG standards in almost everything JetBlue does, and this sprint allowed us the opportunity to explore 
the latest game-changing ideas in the business. 
At the beginning of the sprint, JTV and ESG invited several stakeholders from across JetBlue to participate in a  
day-long exercise, which helped us narrow the scope to five guiding themes:
•  Sustainable operations
•  Crewmember engagement tools
•  Customer-facing technology (including carbon offset innovation)
•  Data accessibility
•  Data generation
With these themes in mind, JTV sourced over 150 startups from around the world. Over the course of the next 
several months, the working team selected six that were emblematic of the most exciting innovation taking place 
in the field.
Investment in Research and Development and Financial Planning 
JetBlue continuously investigates means of mitigating climate risk exposure and introducing new forms of lower-
carbon technologies and innovations. The table below details some of the investment opportunities across the 
short, medium, and long term. In 2020, we strengthened the focus on sustainability with our subsidiary JTV, who 
led the investments in alternative energy aircraft companies detailed within the New Technology section below.

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INVESTMENT IN R&D
RESILIENCE
IMPROVED 
PROCESS FOR 
IDENTIFYING 
CLIMATE 
RISKS & 
OPPORTUNITIES
EMISSIONS 
MITIGATION
Focus cities
Further investment 
in diversifying our 
operations to allow for 
better asset mobility
Airbus A220 aircraft
New fleet: Fuel 
efficiency
2020
Short to 
medium 
term
Fuel 
savings 
immediate, 
aircraft
Climate Risk Scenario 
Analysis
Modeling to assess 
our resilience to 
climate change
Ongoing
Short 
term
N/A
Ongoing
Ongoing 
to long 
term
1-3 years
New engine option 
(NEO) aircraft
New engine technology: 
Fuel efficiency
2020
Short to 
medium 
term
Fuel savings 
immediate, 
aircraft
Sustainable Aviation 
Fuel
Lower carbon 
intensity fuel
Ongoing
Medium 
term
N/A
NextGen navigation
New navigation 
system: Increased 
flight and fuel 
efficiency
2013
Ongoing to 
long term
Realized in 
2014
Electric Ground Power 
and Air Units
Powering aircraft at 
gates and remote 
locations
without jet fuel (APU)
Ongoing
Short term
2 years
Electric ground service 
equipment
Lower carbon intensity 
ground equipment
Ongoing
Short term
2 years
ITEM
CLIMATE RISK/
OPPORTUNITY
START 
DATE
TIME 
PERIOD
TIME FRAME 
OF INVESTMENT 
RETURN
DESCRIPTION
CASE STUDY
JetBlue Technology Ventures’ Investments in Low Emission Aircraft Technologies
While our ESG team’s current strategy of expanding our fuel-efficient aircraft fleet, streamlining ground 
operations, and sourcing sustainable aviation fuels are effective, it is simply not enough to help JetBlue reach 
our ambitious goal of net-zero carbon emissions by 2040. To support the airline’s sustainability strategy and 
targets, JTV invests in technology focused on advanced methods of measuring and reducing emissions, improved 
environmental protections, and game-changing transportation. This mindset is the driving force behind JTV’s most 
notable sustainability investments: Universal Hydrogen (UH2) and Joby Aviation.
Joby Aviation is building a fully electric vertical take-off and landing (eVTOL) passenger aircraft optimized to  
deliver air-transportation-as-a-service. The piloted, four-passenger aircraft travels at speeds up to 200 miles per 
hour, flies 150 miles on a single charge, and will be significantly quieter than existing rotorcraft or small planes 
during takeoff and landing. JTV and Joby have worked closely together since JTV’s initial investment in 2017. Joby 
recently became a publicly traded company on the New York Stock Exchange and plans to launch commercial 
operations in 2024. 
Universal Hydrogen (UH2) is a startup decarbonizing aviation by making hydrogen a viable alternative to traditional 
jet fuel. As a pioneer in hydrogen containment, distribution, and powertrain technology, UH2 plots a clear trajectory 
for helping to decarbonize aviation and eventually other forms of transportation like maritime, trucking, and rail. 
Recently, JTV announced its investment in UH2 as part of its $20.5 million Series A funding round.
INVESTMENT IN R&D
NEW 
TECHNOLOGY
CARBON 
OFFSETTING
Joby Aviation
Developing regional 
electric eVTOL aircraft
Universal Hydrogen
Carbon-free aviation 
fuel alternative
2021
Long 
term
N/A
2017
Long 
term
N/A
Domestic Carbon 
Neutrality
Voluntary emissions 
offsets
2020
Ongoing
N/A
ITEM
CLIMATE RISK/
OPPORTUNITY
START 
DATE
TIME 
PERIOD
TIME FRAME 
OF INVESTMENT 
RETURN
DESCRIPTION

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The financing allows UH2 to accelerate the development of its hydrogen logistics network and regional aircraft 
conversion kits and bolsters its burgeoning commercial activities.
Hydrogen has long been heralded as a game-changing technology in transportation that is a decade or more 
away from widespread adoption. It would make an ideal fuel source for aviation because it emits only water 
as a byproduct and has roughly three times the energy of jet fuel. Today, production is the primary challenge, 
considering that most hydrogen is generated using fossil fuels, and, until recently, electrolyzer efficiency 
availability and costs have been prohibitive. Eventually, however, experts believe hydrogen can price at — or better 
than — jet fuel. And likely sooner than later: UH2 intends to offer long-term hydrogen supply contracts to airlines 
at cost parity by 2024.
CASE STUDY 
New, Fuel-Efficient Aircraft
We recognize that our greatest impact is from emissions associated with the combustion of jet fuel. While our 
approach to minimizing our footprint is multi-faceted, our top priority is to avoid the emissions being generated in 
the first place, where we safely can. The most immediate and effective way we can achieve this is by continuously 
upgrading our fleet to introduce the most advanced and fuel-efficient technologies, and proactively retiring our 
least fuel-efficient aircraft. In recent years, we announced our intention to introduce a combined 155 new Airbus 
A220 and Airbus 321neo aircraft, aircraft which deliver best-in-class fuel efficiencies. Despite the significant 
impact from COVID-19 on our business strategy and investments, we protected the delivery of many of our new 
most fuel-efficient aircraft, detailed below.
A220s 
In 2018, we announced the selection of the Airbus A220 aircraft to eventually replace our existing Embraer E190 
aircraft. Despite the pandemic that disrupted much of 2020, we stood committed to upgrading our fleet and 
improving fuel efficiency while reducing emissions. This past year, we took delivery of the first of our 70 new A220 
fleet, a major milestone for JetBlue and the future of our airline. The A220 has an estimated 40 percent lower 
fuel burn per seat than the E190. We expect to continue taking delivery of these aircrafts through 2025 and began 
revenue flights on our first A220 in 2021. 
The A220 is powered by Pratt & Whitney geared turbofan engines, one of the most quiet, fuel efficient, and 
modern engines on the market, and features aerodynamic-enhancing Sharklets on the wings. This results in an 
approximated 20% lower fuel burn per seat, a reduction of 5,000 tons CO2 per year, and a 50% reduction in noise 
for our customers, crewmembers, and communities served. Engines have a long lifespan, and it’s essential that 
we get the most up to date technology available today to power us well into the future.
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WE ARE  
RE-INVENTING  
OUR FLEET WITH  
THE NEWEST,  
MOST FUEL-EFFICIENT 
TECHNOLOGY - 
INTRODUCING  
A COMBINED 155  
NEXT GENERATION 
AIRBUS AIRCRAFT.

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ENVIRONMENTAL METRICS & TARGETS
2019 and 2020 Greenhouse Gas Inventory
Below is our 2019 and 2020 carbon footprint, both before and after our voluntary purchase of carbon offsets.  
As with airlines across the globe, JetBlue saw a drastic reduction in the total number of flights in 2020 due to 
the COVID-19 pandemic and associated travel restrictions. Starting July 1, 2020, we began offsetting 100% of our 
domestic flights – honoring our industry-leading announcement to achieve domestic carbon neutrality in January 
2020. This represents approximately a third of all flights in 2020, and nearly three quarters of our flying in the 
second half of 2020 and throughout 2021 to date. Moving forward, we remain committed to offsetting all emissions 
from domestic flights with high-quality, carbon offsets.
A321neo
In addition to the A220, we have invested in purchasing 85 Airbus A321neo aircraft, the first of which was delivered 
at the end of 2019. The A321neo is also powered by Pratt & Whitney geared turbofan engines and fitted with the 
curved Sharklet wingtips for improved aerodynamics. This translates to an estimated average of 15% lower fuel 
burn and a corresponding 15% reduction in CO2 emissions, compared to our existing engine models. The A321neo 
also provides JetBlue with increased range, making it a key part of our strategy to service longer haul markets with 
greater efficiency and lower emissions. 
18
6
7
1
8
7
3
9
11
18
13
22
11
12
12
1
14
A321NEO 
DELIVERIES
A220-300 
DELIVERIES
AIRCRAFT TYPE
2020
2021
2022
2023
2024
2025
2026
2027
2019
TAKING JETBLUE'S FLEET INTO THE NEXT GENERATION
49
J E T B L U E  S O C I A L  I M P A C T  R E P O R T
J E T B L U E  E S G  R E P O R T
tco2e/Available Seat Miles 
(000,000)
139
140
137
124
0.3%
-2.2%
-9.1%
ACTIVITY
SCOPE 1 EMISSIONS ON AN INTENSITY BASIS 
YOY % CHANGE
2019
2020
DIRECT (SCOPE 1)
INDIRECT ENERGY 
(SCOPE 2)
INDIRECT OTHER 
(SCOPE 3)
TOTAL (tCO2e)
CARBON OFFSETS*
TOTAL MINUS OFFSETS (tCO2e)
TYPE OF EMISSIONS 
(tCO2e)
tCO2e
EMISSIONS 
2017
2018
2019
2020
2017-2018
2018-2019
2019-2020
tCO2e
YOY % CHANGE 
(2019-2020)
Ground Fuel
Jet Fuel
Subtotal
Purchased Electricity
Subtotal
Ground Fuel WTT
Jet Fuel WTT
Electricity WTT & T&D
Subtotal
15,431
8,715,326
8,730,756
25,944
25,944
3,736
1,764,998
10,529,685
4,251
0
1,772,985
10,529,685
9,016
4,054,523
4,063,538
23,758
23,758
2,181
821,997
4,915,210
3,736
1,377,966
827,914
3,537,244
-41.6%
-53.5%
-53%
-8.4%
-8.4%
-41.6%
-53.4%
4,915,210
-12.1%
-53%
-53%
-66%
J E T B L U E  E S G  R E P O R T

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CASE STUDY
Fuel Optimization During COVID-19 
While COVID-19 all but grounded our operations and reduced flying to historically low rates, it also gave us an 
opportunity to analyze our operation like never before, and identify areas to eventually ramp our flying back up 
better and smarter. While optimizing fuel use has always been a priority at JetBlue, we took this opportunity to 
formalize some of our common best practices into a program guided by statistical analysis and led by a group of 
relevant stakeholders from across the company. 
A more widely scoped governance structure was put into place to capture a larger groups of stakeholders and 
perspectives. The breadth of these stakeholders spans from Sustainability & ESG, to training groups at JetBlue 
University, to operationally critical teams such as Safety, Dispatch, and Flight Ops. The purpose of this structure 
is to streamline the identification of risks and opportunities of our fuel optimization practices, and expedite the 
implementation of improvements. This structure provides individual stakeholders throughout our operation with 
a clear and defined roadmap to access decisions from company leadership, and ultimately with the opportunity 
to enhance how we fly.  This group meets bi-weekly to determine work streams, resolve scope, budget, and 
timeline issues, and discuss senior leadership recommendations and feedback. Senior leadership meets monthly 
to discuss the ongoing projects and topics related to fuel optimization, and provide the optimization team with 
guidance and decisions where necessary.
From 2019 to 2020, we experienced a reduction of 53% in Scope 1 emissions, as well as a reduction of roughly 
9.1% per available seat mile. While much of this improvement can be attributed to short-term operational changes 
from COVID-19 (less congested airspace and low load factors resulting in lighter aircraft), there were also changes 
within JetBlue’s control that contributed to this improvement. First, at the onset of the pandemic in the U.S., 
we began parking aircraft not in use. We specifically selected our most fuel-efficient aircraft to continue flying 
throughout the pandemic, giving us a glimpse into the fuel efficiency we can expect as our fleet turns over. In 
addition, with fewer flights, we were able to introduce new, and fine-tune existing, fuel savings procedures. 
JETBLUE FUEL OPTIMIZATION TEAM
Sustainability   •  Technical Operations   •  Flight Operations   •   Dispatch   •  JetBlue University   •  Safety   •  Airports   •  PMO
Governance
Senior Leadership
Optimization Team
Individual Initiative Teams
Our Short and Medium Term ESG Targets
While long-term targets are important, so are the short and medium term milestones that prove strategy and 
progress along the way. In 2020, management, and the Board led by the ESG Subcommittee, agreed to set new 
short-and-medium-term ESG targets which were released in early 2021. Among these are ambitious targets 
designed to mitigate our impact on climate and the environment. This section will provide an update of where  
we stand with each of our targets and their underlying metrics.
PROJECT TITLE
DETAIL
FUEL OPTIMIZATION – 2021 FOCUS INITIATIVES
Leadership and Structure
Fuel Management Council developed, overseen by Senior 
Leaders, incorporating work groups that impact fuel use 
and efficiency.
Single Engine Taxi (SET) and Single 
Engine Taxi without APU (SETWA)
Increasing single engine taxi and single engine taxi without 
APU (SETWA) rates.
APU Off Strategy
Increase rates of using ground power and air instead of jet 
fuel powered auxiliary power units (APU).
Ground Power Strategy
More ground power and air infrastructure at maintenance 
and airport operations.  Rental opportunity.
Fuel Smarter
Optimize fueling process and quantities.
Potable H2O 
Optimize potable water carried onBoard to reduce weight 
and fuel burn.
New GSE electrification
Investigate new aircraft towing and ground support 
equipment technologies to reduce ground fuel use.

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EMISSIONS EXCLUDING OFFSETS
Reduce Aircraft Emissions 25% Per Available Seat Mile (Asm) From 2015 Levels,  
Excluding Offsets
JetBlue chooses to measure ourselves against ASM because it provides a consistent and comparable figure for us 
to measure our progress. It does not rely on our ability to sell a ticket or fluctuations in revenue or ridership from 
events such as COVID-19, like metrics such as revenue passenger mile (RPM). By the end of 2020, we decreased 
emissions per ASM by 10.7% compared to 2015 levels (138.8 scope 1 emissions per ASM). As discussed above, much 
of this recent reduction can be attributed to temporary operational changes from COVID-19, so we are expecting some 
increase in emissions per ASM as we recover.
EMISSIONS WITH OFFSETS
Achieve Net Zero Carbon Emissions by 2040, Including Offsets
We envision a re-invented, low-emission future of aviation.  To hold us accountable, in 2020 we announced our 
aspirational target of achieving net zero carbon emissions by 2040. This is 10 years earlier than the timeframe outline 
in the 2016 Paris Climate Accords and the generally agreed upon time by climate scientists to avoid the worst effects 
of climate change. To achieve this, we plan to aggressively reduce direct emissions via investments in fuel efficient 
aircraft and operations, sustainable aviation fuels, support and embrace low-and-zero-emission aircraft technologies 
of the future, and invest in high-quality carbon credits to offset the unavoidable, remaining emissions.
CASE STUDY
Carbon Neutrality to Net Zero
DOMESTIC CARBON 
NEUTRALITY SINCE 2020
OUR PROGRESS
NET ZERO X 2040 
SUSTAINABLE ENERGY
In 2020, JetBlue became the first 
U.S. airline to achieve carbon 
neutrality for all domestic flights–
achieved today through large-scale 
carbon offsetting.
We have further committed to 
achieve net zero carbon emissions 
by 2040, continuously innovating to 
directly reduce emissions and usage 
of carbon offsets.
We are aggressively converting 
our ground support equipment 
to electric and expanding 
sustainable aviation fuels in  
our operation.
Carbon Neutrality
Early in 2020, before the large-scale impact of the COVID-19 pandemic, JetBlue became the first major U.S. 
airline to commit to offsetting its emissions and achieve carbon neutral domestic flying. Despite the debilitating 
effect COVID-19 had on our business, and on the aviation sector in general, JetBlue upheld its commitment to 
the environment, and on July 1, 2020 began offsetting carbon dioxide (CO2) from jet fuel for all domestic JetBlue-
operated flights.  
JetBlue made this industry-changing move to demonstrate real, immediate action toward reducing its contribution 
to global warming – something our customers, own crewmembers, investors, and general public have been 
increasingly asking for. For us, a healthy environment is more than a nice goal – it’s crucial for our business and 
the destinations we fly to. And we wanted to make a very significant move to prove that.
JetBlue’s new carbon offsetting partners include two experts in climate solutions and carbon offsetting –  
South Pole and EcoAct, in addition to our long-term offsetting partners since 2008, Carbonfund.org. Through these 
partners, JetBlue purchases high-quality, verified carbon credits that adhere to a strict set of standards. Projects 
are registered with third-party internationally recognized verification standards, including the Gold Standard, 
Verra’s Verified Carbon Standard (VCS), Social Carbon and Climate, Community and Biodiversity Standards (CCBS), 
or standards verified by the UNFCCC. These standards also help highlight different benefits while ensuring that the 
project is real, verified, permanent and additional. 
JetBlue and its sourcing partners follow the below principles when selecting projects:
•	
Real: All GHG emission reductions must be proven to have occurred.
•	
Measurable: All GHG emission reductions must be able to be quantified.
•	
Permanent: Steps must be in place to ensure a minimal risk of reversing the project emissions reductions, 
and if reversal takes place, a plan to rebalance the expected reduction.
•	
Additional: All GHG emission reductions must be in addition to what would have happened if the project 
	
were not developed.
•	
Independently Audited: An accredited verification entity experienced in the relevant sector and location has 
assured all stated emissions reductions have occurred.
•	
Unique: No double counting of carbon credits has occurred, with each assigned a unique serial number.
•	
Transparent: All GHG-related information must be disclosed.
•	
Conservative: Approaches and assumptions are conservative to avoid over-estimation.
As part of its offsetting program, JetBlue selects projects around the globe that balance the emissions from its  
jet fuel. Many projects operate in developing countries where a bigger community impact can be made. JetBlue  
will support carbon offsets projects focused on but not limited to:
•	
Landfill Gas Capture (LFG): Landfill gas is a natural byproduct of the decomposition of organic material in
 	
landfills. Instead of escaping into the air, LFG can be captured, converted and used as a renewable energy 
resource. LFG energy projects generate revenue and create jobs in the local community and beyond.
•	
Solar/Wind: These projects develop expansive solar and wind farms, generating power that otherwise 	
	
would have been supplied by fossil fuels like coal, diesel and furnace oil. These projects also create jobs	
	
and revenues for local communities.
•	
Forestry: Forest conservation projects prevent deforestation by helping voluntarily forego plans that would
have converted forests for other purposes, while having additional co-benefits for communities and 
local wildlife.

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We cannot simply offset what we emit. JetBlue is committing to reducing emissions along the recommendations 
of the Science-Based Targets Initiative (SBTi). Once sector guidance has been approved, we plan to set a Science-
Based target to provide a roadmap for our annual year on year reductions in absolute emissions to complement 
our ambition for net zero. 
JetBlue’s Net Zero Roadmap (Illustrative)
Compensation (Avoidance)
Traditional offsets equal total emissions
Neutralization (Removal)
Evolved removals projects, including  
tree planting and direct air capture.
All A4A 
committed 
to Net Zero 
x 2050
Business-
as-usual 
emissions
JetBlue 
Emissions
15.00
10.00
5.00
0.00
-5.00
-10.00
2015
2020
2025
2030
2035
2040
2045
2050
Reduce direct emissions
Carbon Neutral
JetBlue Net Zero
A4A Net Zero
SUSTAINABLE ENERGY
10% Of Fuel to Be From Blended Sustainable Aviation Fuel (Saf) By 2030
At the same time we made our domestic carbon neutrality announcement, in 2020 we also announced that we 
began regularly flying on sustainable aviation fuels (SAF) from our partner Neste out of San Francisco International 
Airport (SFO). Neste is the world’s largest producer of renewable diesel and a pioneer in renewable jet fuel, and 
the ‘MY SAF’ we are taking delivery of is produced 100 percent from waste and residue raw materials. While this 
represents a small portion of our total fuel consumption, it is an important step in introducing SAF into our 
regular operations.
Over its lifecycle, Neste’s SAF has up to an 80% smaller carbon footprint compared to traditional fossil-based jet 
fuel. It is for this reason that JetBlue views SAF as one of the most promising tools to reducing our footprint as 
an airline in the near and long term. As our operation was severely impacted due to COVID-19 and the demand 
for flights out of SFO was temporarily and sharply reduced, we forecast our purchase and use of SAF, and the 
associated emissions benefits from this program will grow immensely in the coming years. JetBlue is actively 
seeking out further opportunities to grow its use of SAF across its network.
As with many new technologies and markets, there exists a supply and cost issue today, limiting the up-take 
available to the industry at large. SAF can cost 2-3 times that of conventional jet fuel, and as of the time of 
publication, there are only two active producers of SAF delivering. In the U.S., all regular deliveries are made within 
California, due to California’s Low Carbon Fuel Standard that offers further incentives to producers in addition to 
the federal programs available today. To scale up supply at a commercially competitive level, further positive policy 
measures such as SAF-specific incentives that enhance cost-competitiveness will be critical. JetBlue is supportive 
of positive policy incentives to help spur the sustainable aviation fuel market and help achieve commercial SAF  
at scale, which will be instrumental in helping us reach our 2030 target.
40% Of Most Common Owned Ground Service Equipment (GSE) Vehicle Types  
to Be Converted to Electric (eGSE) By 2025, and 50% By 2030
We are also focused on reducing emissions from our ground operations and improving local air quality for our 
crewmembers and communities surrounding the airports we fly to. In 2018, we announced our commitment to 
convert 40% of our three most common ground service equipment (baggage tractors, belt loaders, and push backs) 
to electric by 2024 and 50% by 2030.
The chart below details the progress we have made to date. At 18% of units fully in the operation, we are just under 
halfway to our 2025 goal. To achieve that interim target, we have executed contracts to fully convert the three most 
common vehicles at our Newark (EWR) and Boston (BOS) operations to electric powered. We anticipate this, along 
with incremental increases at other locations, to allow us to achieve both targets.

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Baggage Tractor
Belt Loader
Ground Power Unit
Push Back Tug
Total
*3.4% of eGSE are currently out of service while transitioning to LAX from other airports JetBlue no longer operates
0.3%
3.5%
92.7%
98.4%
26.6%
79.1%
70.6%
N/A
N/A
55.4%
20.1%
25.9%
7.3%
1.6%
18%*
GSE INVENTORY AS OF 2020 
GSE TYPE
DIESEL
GAS
ELECTRIC
Total equipment 2021
Current electric equipment
Current % electric – JFK, CA
EWR new eGSE
Post EWR – Fleet % electric
BOS new eGSE
Post BOS – Fleet % electric
For all, bag tugs, belt loaders, push backs only
Assumes retirement of select conventional units and introduction of new electric BT, BL, PBs only
778
147
19%
38
25%
94
39%
PROGRESS TOWARD EGSE FLEET GOALS (40% BT, BL, PB ELECTRIC BY 2025; 50% BY 2030
Waste Maintain at Least 80% Recycling Rate for Audited Domestic Flights
Since 2013, it has been our policy to recycle bottles and cans served inflight for all domestic flights – where safe 
and feasible. We had continuously audited our recycling rates through both regular checks with inflight as well as 
by our Airports Operations crewmembers who audit arriving flights. We have consistently maintained above an 80% 
domestic recycling rate, which we define as having achieved inflight sorting of bottles and cans.
One of the many challenges brought on by the COVID-19 pandemic was the increase of non-recyclable plastic 
packaging and PPE needed to maintain a safe and healthy travel experience. We also significantly altered our 
inflight service to reduce touch points, resulting in a bag of items distributed inflight and limiting inflight waste 
collection. Due to these changes and the focus on maximizing health and safety, we did not audit waste diversion 
on domestic flights through most of 2020; however, we expect that due to the need of increased single use items 
our recycling rates would have dropped below our target 80%.
As we emerge from the pandemic, we expect to see the amount of non-recyclable PPE on flights drop and 
our recycling rates improving to pre-pandemic levels. During this time, we will work with our suppliers and 
crewmembers to continually improving the recyclability and recycling of items on our flights.
 
Eliminate single use plastics within service where possible. Where not possible,  
ensure plastic is recyclable. 
Though the pandemic saw a rise in the use of single-plastics, we took this time to experiment with some of our 
offerings to reduce single-use plastics in other areas. This is perhaps most noticeable in the launch of our Mint 2.0 
service – a total refresh of our premium business-class product we refer to as ‘Mint’.
We made several changes to our premium Mint offering, including a complete revamp of our food service. Mint 
meals are now plated in our galleys by crewmembers on reusable plates and accompanied by reusable cutlery, 
significantly reducing the number of plastic containers and crockery used on flights. Coffee and tea service has 
also been moved to reusable mugs, and cocktails are prepared in flight reducing the need for single serving 
alcohol bottles and allowing our customers the ability to have alcohol free mocktails. In addition, we redesigned 
the packaging that contains our laundered pillows and blankets to be reusable, zip-able fabrics rather than from 
single use plastic films.
These positively received changes will help us identify further opportunities for us to phase single use plastics out 
of our operations and further reduce our environmental impact from waste.

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4
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SOCIAL
J E T B L U E  E S G  R E P O R T
59

61
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SOCIAL  
JetBlue produces an annual Social Impact Report using Global Reporting Initiative (GRI) Standards, the most widely 
adopted voluntary corporate responsibility reporting framework in the world. That report, which can be found on 
our JetBlue for Good website, focuses on its corporate responsibility and impact through community partnerships; 
corporate giving; diversity, equity and inclusion; safety; and employment and relevant human resources data. 
In this ESG report, we focus on the disclosure of information relevant to the recommendations of the Sustainable 
Accounting Standards Board (SASB) such as labor and accident & safety management practices.
Our Approach to Diversity, Equity, and Inclusion
DEI’s mission is to contribute to JetBlue’s growth and sustainability by embedding the shared and unique 
identities, backgrounds, and perspectives of our crewmembers, customers, and communities into all the ways  
we do business.
Labor Relations
We believe our success depends on our crewmembers delivering the JetBlue Experience in the sky and on  
the ground. One of our competitive strengths is a service-oriented culture grounded in our five key values:  
Safety, Caring, Integrity, Passion, and Fun. We believe a highly productive and engaged workforce enhances 
customer loyalty. 
Our commitment to supporting our crewmembers is a big reason why JetBlue was recognized as the top employer 
for women and one of the top employers for diversity in the transportation and logistics industry by Forbes. One of 
the biggest examples of our commitment to crewmembers is our no furlough policy. 
DEI initiatives in JetBlue’s People 
department include the development 
of a hiring process that mitigates 
and reduces bias to improve 
representation of talent at all levels, 
focus on current crewmembers to 
promote and invest in diverse talent, 
and educate and inform on DEI 
through formal learning and review 
of practices and policies.
DEI is ingrained in JetBlue’s 
sourcing process by engaging and 
using minority and women owned 
business enterprises (MWBE) 
business partners with a proven 
commitment to DEI in their lines of 
business.
DEI works to enhance JetBlue’s 
brand by improving our trust 
among customer and community 
segments, source for and among 
the communities we serve, and 
generate revenue among diverse 
customer segments.
1. PEOPLE
2. SOURCING
3. BRAND
J E T B L U E  E S G  R E P O R T
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61
J E T B L U E  E S G  R E P O R T
WE BELIEVE 
OUR SUCCESS 
DEPENDS ON OUR 
CREWMEMBERS 
DELIVERING THE  
JETBLUE EXPERIENCE 
IN THE SKY AND  
ON THE GROUND.
61
This photo was taken before the COVID-19 pandemic.

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CASE STUDY 
Upholding Commitment to No Furlough
Since JetBlue’s founding in 2000, we have been committed to a no furlough commitment for all of our frontline 
crewmembers. Through the aftermath of 9/11, the financial crisis in 2008, and now the impacts of COVID-19, 
JetBlue’s no furlough commitment remains a top priority, particularly in these difficult times.
While our operation at the worst of the pandemic was reduced a staggering 75%, through a number of cost-cutting 
initiatives and with help from our federal government, JetBlue managed to become the only major U.S. carrier to 
avoid furloughs or sending warnings of possible furloughs for its crewmembers in 2020. This is no small feat, and 
it’s a commitment to our crewmembers that we are proud of. 
To uphold our commitment in a time of uncertainty and unprecedented economic downturn, JetBlue and our 
crewmembers took the following actions to best allow our company to protect crewmember jobs:
•  Leadership pay cuts
•  Crewmember voluntary opt-out program 
•  Early retirement program 
•  Short- and long-term voluntary time off options  
Collective Bargaining
We believe a direct relationship between crewmembers and our leadership is in the best interests of our 
crewmembers, our customers, and our shareholders; however, we proudly support our crewmembers’ choice to 
participate in unions and collective bargaining agreements.
In 2014, JetBlue’s pilots voted for, and the National Mediation Board, or NMB, certified the Air Line Pilots 
Association, or ALPA, as the representative body for JetBlue pilots after winning a representation election. We 
reached a final agreement for our first collective bargaining agreement which was ratified by the pilots in 2018. The 
agreement is a four-year renewable contract effective August 1, 2018. In April 2018, JetBlue inflight crewmembers 
elected to be solely represented by the Transport Workers Union of America, or TWU. The NMB certified the TWU 
as the representative body for JetBlue inflight crewmembers. In November 2020, our inflight crewmembers 
voted to decline the ratification of a tentative collective bargaining agreement between JetBlue and TWU. We are 
currently working with TWU to determine next steps. As of December 31, 2020, there were no work stoppages or 
idles, and we do not expect any stoppages as we continue negotiations.
The following tables set forth our crewmember groups, coverage by a collective bargaining agreement, and where 
they are located. For insight into our crewmember diversity, please see our Social Impact Report.
Airports
Sys Ops
Customer Support
Tech Ops
Flight Ops
JetBlue Travel Products
Inflight
JetBlue Tech Ventures
Support Services
Total
28.80%
1.79%
7.23%
6.28%
20.07%
0.87%
28.18%
0.05%
6.72%
100%
WORKGROUP
Caribbean
Latin America
United States
COUNTRY/REGION
0%
0%
0%
0%
98.90%
0%
98.29%
0%
0%
47.55%
CREWMEMBERS BY WORKGROUP
% OF TOTAL 
JETBLUE WORKFORCE
% OF WORKGROUP 
UNION REPRESENTED
0.62%
0.13%
99.25%
CREWMEMBERS BY LOCATION 
% OF TOTAL

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Safety Management Software Platform 
(JEMS/AQD)
Safety Action Report Program
The safety management software platform—known as 
the JetBlue Event Management System (JEMS) or Aviation 
Quality Database (AQD)—is an online tool application and 
database to collect crewmember reports and SMS data. This 
includes voluntary and required safety reports, are submitted 
in accordance with JetBlue’s Safety Policy. AQD is an official 
record and supports the continuous monitoring requirement 
of JetBlue's Safety Management System (SMS).
The purpose of the Safety Action Report Program (SARP) is to 
provide a confidential system which crewmembers can use to 
report hazards, issues, concerns, occurrences, incidents, as 
well as possible solutions and safety improvements without 
the fear of reprisal, in accordance with JetBlue’s Safety, 
Security and Compliance Policy
SAFETY PROGRAMS
JETBLUE SAFETY PROGRAM
DESCRIPTION
ACCIDENT & SAFETY MANAGEMENT
For 20 years, JetBlue has raised the bar and set new standards in the industry. You can count on us to keep 
doing that—and on a healthy and safe travel experience—both in the air and on the ground. 
Safety Risk Management
To stay ahead of potential safety issues, we have developed a formal process for analyzing, assessing, and 
mitigating safety risks. Through this Safety Risk Management (SRM) process, we evaluate the probability and 
severity of adverse safety outcomes and determine the resources needed to prevent or mitigate them. This 
 has led to the creation of our best in class safety programs (listed below) including our Safety from the  
Ground Up program.
Safety Promotion Program
Safety Evaluation and Audit Program (SEAP)
The purpose of the Safety Promotions Program (SPP) is to 
create and implement all promotional strategies and tactics 
for the entire Safety Department as well as to coordinate 
with Corporate Communications in the composition of 
Safety Communications to the entire company. The Safety 
Promotions Program supports the Safety Communications 
element of the Safety Management System (SMS)
The Safety Evaluation and Audit Program (SEAP) is an element 
of JetBlue's overall Safety Management System (SMS). The 
SEAP/IEP at JetBlue is designed utilizing the FAA AC 120-
59B, which incorporates Industry Standards, Recommended 
Practices and applicable local and international regulations. 
The FAA encourages air carriers to establish and conduct 
internal evaluations of all operational areas. JetBlue’s SEAP/
IEP, administered through the Safety Standards and Oversight 
team, is one element of a proactive system approach to safety 
management and safety assurance. The SEAP/IEP conducts 
several different evaluations and audits through the year. 
Additionally, SEAP/IEP team is the main point of contact and 
coordinating department for External Audits, including DOD, 
IOSA, CRAF, and Code Share Surveillance Audits.
SAFETY PROGRAMS
JETBLUE SAFETY PROGRAM
DESCRIPTION

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Environmental Regulatory Program
Crewmember Health and 
Safety Program
The Environmental Regulatory Program (ERP) covers 
various environmental programs with the objective of 
maintaining compliance with international, federal, state 
and local regulations to protect the environment. Programs 
under the purview of ERP include but are not limited to 
ground service equipment (GSE) and aircraft emissions, 
aircraft noise, aircraft potable water,  stormwater and non-
stormwater discharges for BlueCities and JetBlue occupied 
facilities, wildlife strike reporting, and alignment with Best 
Management Practices (BMPs).
The Crewmember Health and Safety Program (CHSP), 
through ongoing monitoring of the operations procedures and 
events, investigations, Blue Health and Safety Committees 
at BlueCities and JEMS safety reports, identifies hazards 
and non-compliance issues and assists the operational 
departments and support centers with remaining compliant 
with the Occupational Safety and Health Administration 
(OSHA) standards that apply to JetBlue. The CHSP includes 
corporate tracking, trending, monitoring and reporting of 
injury and illness data information and generates regular 
dashboards for Operational Leadership. The CHSP also 
includes the airline’s Communicable Disease and Pandemic 
Program, aligning closely with the Business Continuity 
and Emergency Response Department. This program has 
provisions to ensure JetBlue’s facilities (infrastructure and 
resources) and work environments (services and equipment) 
meet, and where practicable, exceed regulatory requirements 
to deliver a safe and secure operation for its crewmembers, 
customers and business partners. The Safety Management 
System has many methods to accomplish this, including 
hazard identification, risk assessment, management review, 
change management, and reporting for all Crewmembers. 
The Safety Management System considers safety rules and 
guidance within the following parameters, including but not 
limited to the use of engineering/administrative controls, 
protective equipment, workplace location(s), workplace 
temperature, humidity, light, air flow, cleanliness, noise, and 
pollution (air quality).
SAFETY PROGRAMS
JETBLUE SAFETY PROGRAM
DESCRIPTION
Safety Investigations Program
Fatigue Risk Management
Safety Investigations is an element of JetBlue's Safety 
Management System (SMS) and supports the investigation 
requirement. The Safety Investigations Team also oversees 
the Safety Department’s emergency response processes and 
the JetBlue Accident Investigation Team (AIT). The objectives 
of JetBlue Safety Investigations are safety risk mitigation and 
accident prevention.
Both JetBlue and its Flight crewmembers have a shared 
responsibility for managing fatigue risk as outlined in the 
Fatigue Policy. The Fatigue Risk Management Team is 
responsible for the oversight of fatigue risk in JetBlue’s Flight 
Operations. The Fatigue Risk Management Team utilizes 
a data-driven system, combined with scientifically based 
principles on human physiology, to continuously monitor and 
assess the safety risks associated with fatigue-related error.
SAFETY PROGRAMS
JETBLUE SAFETY PROGRAM
DESCRIPTION

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Aviation Safety Action Program (ASAP)
Flight Operations Safety Program
The Flight Operations Safety Program oversees the 
management and success of the department’s Safety 
Management Systems (SMS). Flight Operations defines the 
protocols of the program and is responsible for continuous 
development and enhancement of SMS. The objectives of the 
Flight Operations Safety Program include Flight Operations 
departmental safety reporting and investigations, change 
management, and continuous improvement thru Safety Risk 
Management.
The Federal Aviation Administration (FAA) and JetBlue are 
committed to improving safety. Each party has determined 
that safety would be enhanced if there were a systematic 
approach to promptly identify and correct potential safety 
hazards. The primary purpose of the Aviation Safety Action 
Program (ASAP) is to identify safety events, and to implement 
corrective measures that reduce the opportunity for safety to 
be compromised. In order to facilitate flight safety analysis and 
corrective action, JetBlue and its crewmembers join the FAA  
in voluntarily implementing the ASAP for Pilots, Dispatchers, 
and Tech Ops crewmembers to improve flight safety through 
self-reporting, cooperative follow-up, and appropriate 
corrective action.
SAFETY PROGRAMS
JETBLUE SAFETY PROGRAM
DESCRIPTION
J E T B L U E  E S G  R E P O R T
Safety Analytics Program (Analytical Safety 
Assurance)
Line Operations Safety Audit 
(LOSA) Program
The Safety Analytics program’s role within the Safety 
department is to objectively determine where risk may 
lie within the JetBlue operation, across all operational 
departments. This is performed with a variety of analytic 
techniques and incorporates elements of reactive, proactive, 
and predictive measures. This is done primarily through 
Analytical Safety Assurance.
The Line Operations Safety Audit (LOSA) Program is a 
voluntary safety program that provides a Threat and Error 
Management (TEM) based assessment of line operations and 
a way to measure JetBlue’s safety culture. LOSA is designed 
to document the most significant threats encountered by our 
pilots during normal operations and identify how successful 
they are at managing those threats using existing policy and 
procedures. Under this program, Flight Crew performance in 
a normal line environment is observed from the Flight Deck 
jump seat by individuals who have been specially selected  
and trained.
Flight Operational Quality Assurance (FOQA) 
Program
Flight Operational Quality Assurance (FOQA) Program collects, 
monitors, trends, and analyzes aggregate, de-identified flight 
data recorded automatically by the aircraft during routine flight 
operations in the form of time serialized parameters. FOQA is 
an element of JetBlue's overall Safety Management System 
(SMS) and supports the continuous monitoring requirement.
SAFETY PROGRAMS
JETBLUE SAFETY PROGRAM
DESCRIPTION

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Technical Operations Safety Program
System Operations Safety Program
Technical Operations encompasses Line Maintenance, Hangar 
Maintenance, Maintenance Control, Quality Assurance, Quality 
Control, Engineering, Maintenance Programs, Maintenance 
Planning and Contract Line and Heavy Maintenance. As 
such the Technical Operations Safety Program is developed 
to assist the Technical Operations Department in protecting 
crewmembers from injury, and the aircraft and equipment 
from damage during maintenance operations.
The System Operations Safety Program conducts 
investigations of System Operations and Dispatch related 
events, oversees the external audit programs (IOSA, DOD, 
Codeshare), conducts audits of System Operation processes 
as required, facilitates the SOC Risk Working Group (RWG) 
and tracks and trends System Operations related JEMS safety 
reports to identify hazards and non-compliance issues.
Inflight Safety Program
The Inflight Safety Program encompasses the management 
and success of Inflight’s Safety Management System (SMS). 
Inflight defines the protocols of the program and is responsible 
for continuous development and enhancement  
of SMS.
SAFETY PROGRAMS
JETBLUE SAFETY PROGRAM
DESCRIPTION
J E T B L U E  E S G  R E P O R T
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Ground Safety Program
The Ground Safety Program maintains the official 
organizational aircraft ground damage metrics and rates. 
The program also encompasses the following:
 
•	
Conducts investigations of ground damage events 
	
and oversees the Blue Health and Safety 
	
Committees (BHSC) at BlueCities,
 
•	
Oversees the frontline leadership audit program 
	
(Quality Control Audits) and conducts unannounced 
	
audits of BlueCities as required,
 
•	
Facilitates the Airports Risk Working Group (ARWG 
	
and tracks and trends ground related JEMS safety 
	
reports to identify hazards and non-compliance 
	
issues.
SAFETY PROGRAMS
JETBLUE SAFETY PROGRAM
DESCRIPTION

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CASE STUDY
Safety From the Ground Up
The safety of our customers and crewmembers has always been a priority at JetBlue. As the COVID-19 pandemic 
developed, we harnessed the power of all leaders in the business; dissolving the standard hierarchy and creating  
a structure that embraced an all-hands mentality and all-ideas-considered approach.
  
Through the leadership of our SVP of Safety and Security, we established the Health & Safety Governance working 
group. This dynamic group was comprised of members from all aspects of the business which met at least twice 
weekly. While focusing on the development of a collective understanding to the key issues facing the organization, 
we were able to quickly and efficiently respond as new information emerged.
This group’s success in implementing novel, practical and effective safety measures was supplemented by 
information gathered through our partnership with A4A (Airlines for America), our ability to interpret complex 
and often conflicting guidance, and also the recommendations of our staffed expert epidemiologist. All of these 
resources culminated into a progressive and open dialogue which manifested  our “Safety From the Ground Up” 
program; a science driven, multi-layer approach that encompasses enhanced safety measures on our flights,  
at our airports and in our offices.
The Safety From the Ground Up program researched and implemented the following best practices:
•	
Hospital-grade HEPA air filters,
•	
Increased frequency and scope of cleaning protocols,
•	
Mandatory mask policies for all travelers and crewmembers,
•	
Temperature checks for all crewmembers,
•	
Strict contact tracing protocols,
•	
Crewmember paid leave programs,
•	
COVID-19 testing pop up centers,
•	
Vaccination incentive programs, and
•	
Exposure prevention communication campaigns
These practices were found by researchers at Harvard University to significantly reduce the risk of COVID-19 
exposure and illness, making our JetBlue sites safer than other public settings such as grocery stores or  
indoor restaurants.
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J E T B L U E  E S G  R E P O R T
RESPONDING  
TO COVID-19, WE  
TOOK A SCIENCE 
DRIVEN, MULTI-
LAYERED APPROACH 
THAT ENCOMPASSES 
ENHANCED SAFETY 
MEASURES ON OUR 
FLIGHTS, AT OUR 
AIRPORTS AND  
IN OUR OFFICES.
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HUMAN TRAFFICKING
Unfortunately, human traffickers use aviation to facilitate their atrocious crimes. Therefore, commercial airlines 
are in a unique position to help identify potential human trafficking situations.
JetBlue Training and Reporting
We ensure that all airport operations, flight, and inflight crewmembers are equipped with the knowledge to identify 
and respond to potential cases of human trafficking through their initial training and subsequent annual recurrent 
training. In addition, all crewmembers can take an online human trafficking course. Crewmembers are taught 
what human trafficking is, who the victims typically are, what signs to look for, and how to report information of 
suspected human trafficking.
When crewmembers observe behaviors that might indicate human trafficking, they report the sighting using 
JetBlue’s 24/7 security hotline. From there, a trained JetBlue security professional documents relevant 
information internally and reports it as appropriate to local and federal law enforcement authorities for follow-up. 
In 2018, concerns and/or reports of potential human trafficking incidents increased by 38% from the previous year. 
The training offered to our crewmembers has contributed to the overall awareness of this issue. 
In January 2018, JetBlue aimed to increase customer awareness and reporting of the issue by adding a link for 
addressing and reporting human trafficking to our website’s homepage.
Government Partnerships
In May 2013, JetBlue was one of the first airlines to sign on to the United States Department of Homeland 
Security’s and Department of Transportation’s Blue Lightning Initiative, which provides training and awareness 
materials, such as posters, to airlines across the country on the signs of human trafficking.
In 2018, the Combating Human Trafficking in Commercial Vehicles Act (Pub. L. No. 115-99) required the 
establishment of a Department of Transportation Advisory Committee on Human Trafficking to make 
recommendations on actions the department can take to help combat human trafficking and to develop 
recommended best practices for states and state and local transportation stakeholders to adopt in combatting 
human trafficking. JetBlue holds an appointment on this committee and is working alongside other transportation 
sector stakeholders to finalize a report that will be submitted to the Secretary of Transportation this summer.
Accidents
Once again in 2020, JetBlue had no accidents as defined according to Annex 13 to the International Civil Aviation 
Organization Convention on International Civil Aviation. Additionally, JetBlue had no material government 
enforcement actions in 2020 from the FAA, the EASAi, or equivalent national authority relating to aviation safety, 
including but not limited to, maintenance, transportation of hazardous materials, drug testing, records and reports; 
training, and noise.

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LOOKING 
FORWARD
J E T B L U E  E S G  R E P O R T
77

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LOOKING FORWARD 
As we navigate throughout 2021, we worked toward this being a year of building back to 
doing what we love to do - serving our customers and communities. We have weathered 
what the COVID-19 pandemic has presented us thus far and have used that time to 
reflect and rethink what the standard JetBlue experience could be.
We have upgraded our fleet, invested in new sources of low-emission fuels, and 
redesigned what airline safety meant. We’ve created a new set of ambitious ESG targets 
along the pathway to net zero carbon emissions by 2040. In 2021, you can expect real 
action as we deliver on the necessary steps to help reach our targets. We also intend to 
work diligently on and release a Science-Based Target for emissions reductions. 
Our road to recovery will not happen overnight, but it will be one driven by our vision  
to inspire humanity. 
We look forward to seeing you aboard.
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OUR ROAD  
TO RECOVERY  
WILL NOT HAPPEN 
OVERNIGHT,  
BUT IT WILL BE  
ONE DRIVEN BY  
OUR VISION TO  
INSPIRE HUMANITY. 
J E T B L U E  E S G  R E P O R T
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APPENDIX
J E T B L U E  E S G  R E P O R T
81

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TR-AL-000-A
TR-AL-000-B
TR-AL-000-C
TR-AL-000-E
TR-AL-000-F
Available Seat Miles 
(ASM)
Passenger Load 
Factor
Revenue Passenger 
Miles (RPM)
Number of departures
Average age of fleet
59,881 million
63,841 million
32,689 million
50,790 million
53,617 million
18,598 million
366,619
368,355
168,636
9.8 years
10.6 years
11.3 years
84.8%
84.0%
56.9%
SASB ACTIVITY METRICS
SASB CODE
ACTIVITY METRIC
2018
2019
2020
GREENHOUSE 
GAS EMISSIONS
LABOR 
PRACTICES
COMPETITIVE 
BEHAVIOR
ACCIDENT  
& SAFETY 
MANAGEMENT
TR-AL-110a.1
Gross Global Scope 1 Emissions
Strategy to manage scope 1 emissions
Total fuel consumed by type
Percentage of active workforce covered 
under collective bargaining agreements 
(including crewmember breakdown)
(1) Number of work stoppages and
(2) total days idle
Amount of legal and regulatory fines 
and settlements associated with 
anticompetitive practices
Safety management system 
implementation & outcomes
Number of Accidents
Number of governmental 
enforcement actions of aviation 
safety regulations
TR-AL-110a.2
TR-AL-110a.3
TR-AL-310a.1
TR-AL-310a.2
TR-AL540a.1
TR-AL540a.2
TR-AL540a.3
TR-AL520a.1
Environmental Metrics  
& Targets
Sustainable Energy
Collective Bargaining
Competitive Behavior
Safety Risk Management
Accidents
Accidents
Collective Bargaining
SASB ACCOUNTING METRIC MAPPING
TOPIC
SASB CODE
ACTIVITY METRIC
JETBLUE REPORT 
HEADING
PAGE
GOVERNANCE
STRATEGY
RISK 
MANAGEMENT
METRICS  
AND TARGETS
Describe the Board’s oversight of climate-related risks  
& opportunities
Describe the management’s role in assessing and 
managing climate-related risks and opportunities
Describe the climate-related risk and opportunities the  
organization has identified over the short-, medium-, and long-term 
(consider providing by sector and/or geography as appropriate)
Describe the impact of climate-related risks and opportunities on 
the organization’s businesses, strategy, and financial planning
Describe the resilience of the organization’s strategy, taking into 
consideration different climate-related scenarios, including a 
2˚C or lower scenario
Describe the organization’s processes for identifying and 
assessing climate-related risks
Describe the organization’s processes for managing 
climate-related risks
Describe how processes for identifying, assessing, climate-
related risks are integrated into the organization’s overall risk 
management
Disclose the metrics used by the organization to assess climate-
related risks and opportunities in line with its strategy and risk 
management process
Disclose scope 1, scope 2, and, if appropriate, scope 3 GHG 
emissions, and the related risks
Describe the targets used by the organization to manage climate-
related risks and opportunities and performance against targets
Board’s Oversight of ESG 
Risk and Opportunities
Management’s role in assessing 
and managing ESG Risks
Management’s role in 
assessing and managing ESG 
Opportunities
Climate Related Risks
Climate Related Opportunities
Risk Management Strategy
Investment in Research & 
Development and Financial Planning
Metrics & Targets
Management’s role in assessing 
and managing ESG risks
Climate Risk Scenario Analysis
Management’s role in Assessing 
and Managing ESG Risks
Management’s role in Assessing 
and Managing ESG Risks
Risk Management Strategy
Climate Risk Scenario Analysis
Metrics & Targets
Metrics & Targets
2019 and 2020 Greenhouse Gas 
Inventory
TCFD ACCOUNTING METRIC MAPPING
SECTION
TCFD DISCLOSURE 
RECOMMENDATION
JETBLUE REPORT 
HEADING
PAGE
49
55
Environmental Metrics  
& Targets
49
62
62
62
66
75
75
13
16, 21
31, 39
21,
43-45,
48
31
16, 49
16
16, 21
48
49
48-57

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CLIMATE RISK SCENARIO ANALYSIS
 
Corporate Engagement 
Climate risk is a business risk, and JetBlue management addresses climate risk like any other by working to 
understand, disclose, and ultimately manage material hazards in very specific terms. In order to help us take the 
first step to quantify the climate risks we face, JetBlue partnered with The Climate Service (TCS), a team of climate 
scientists, technologists, economists, data scientists and finance professionals, who have built a world class 
climate risk modeling software. Together, we have generated this climate risk scenario analysis report to enable us 
to go beyond simply asking, “What are we doing about climate change?” and instead begin to answer the question, 
“How do we prepare for climate risks most hazardous to us?”.
Scope
The outputs of this study are fully aligned with TCFD. This study assessed not just exposure, but vulnerability 
and financial data. It was previously best in class to conduct a rating/exposure analysis, but this is not easily 
translatable into actionable insight. The translation of these risks into financial metrics makes it easier to take 
effective action to mitigate risk.  
It is important to note that the financial risk results of this study are an assumed annual loss only in a scenario 
where JetBlue does not take any action to limit the emissions from our operation from 2019 onwards. This, of 
course, is not the case. We have a robust sustainability program that we fully expect to grow and leverage to 
decarbonize our business and reduce our emissions, and thus address the risks presented in this study. That 
being said, it is important we understand the potential cost of these hazards to our company at a baseline level 
when modeling potential future risk. For this reason, it is important not to view the modeled financial risk as an 
unavoidable assumed loss, but rather as a materiality tool to help JetBlue develop a roadmap to minimize these 
losses in the coming decades.   
Methodology
The methodology of this study is built on principles similar to catastrophe risk models but is driven by climate 
model and socioeconomic model data. Inputs include terabytes of climate and socioeconomic data on hazards from 
public (including IPCC, NASA, NOAA), academic and commercial sources, and proprietary TCS models. This study 
was conducted with a software platform that quantifies climate risk in financial terms by integrating terabytes of 
climate and socioeconomic data on climate-related hazards, driving econometric models with hazard inputs and 
business data, and translating risk into financial terms to provide decision-relevant insights.
The study used physical risk assessment models to measure the impact of hazards including extreme 
temperature, drought, wildfire, coastal flooding, fluvial flooding, water stress and more, combined with a 
sophisticated understanding of the vulnerability of each type of asset to each type of hazard. Transition risk 
assesses changing legal, regulatory, and market conditions, such as carbon pricing, legal liabilities, reputational 
risks, and new technologies. The opportunities assessment incorporates energy efficiency, materials use 
efficiency, energy resilience, and renewable price stability.
For this report, we analyzed 102 of JetBlue’s assets including airports, hangars, and support centers (corporate 
offices). For each asset, JetBlue provided a revenue value or rent value depending on the asset type, an annual 
emissions or energy use value depending on the asset type, and an operational value (meaning how much of 
our annual operation is attributed to an asset). This data, which served as the input data into the Climanomics 
software, was then integrated with climate and socioeconomic data to model risks and financial impact functions 
unique to each location. 
Results
The results shared in this report are outputs of a Representative Concentration Pathway 4.5 (RCP 4.5), or more 
simply put, a “Low Emissions” scenario. Applying this scenario within the software implies coordinated action to 
limit greenhouse gas emissions to achieve a global temperature-warming limit of approximately 1.7 – 3.20C. This 
range of global temperature increase is what is projected should the world meet voluntary emissions targets laid 
out in the Paris agreement. The RCP 8.5, or “High Emissions” scenario within the software, assumes that no major 
global effort to limit greenhouse gas emissions will go into effect. Under this scenario, it is estimated that end-
of-century increases in global mean surface temperature will be in the range of 4.2 to 5.40C. Given the growing 
sustainability trends, commitments, and actions in recent years, we felt that reporting results under a RCP 8.5 
“High Emissions” scenario was less realistic, and that results modeled under a RCP 4.5 “Low Emissions” scenario 
were more accurate and relevant to the world we expect to operate within in the coming decades.

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The following results represent the modeled annual average loss, in relative and absolute terms. 
•  Relative risk (in % risk) is the percentage of the total asset value at risk, and is a function of:
	
•  Hazard: Likelihood and impact of hazard
	
•  Vulnerability: Sensitivity of assets to hazard
•  Absolute risk (in $M) is the modeled financial impact of risk, and is a function of:
	
•  Hazard: Likelihood and impact of the hazard
	
•  Vulnerability: Sensitivity of assets to hazard
	
•  Value: The combined value of assets
 
 
Top 7 Risks in the 2030’s
Inaction exposes a potential loss of $369M per year. However, inaction is not an option, and we view these loss 
values as indicators rather than an inevitability.
Carbon Pricing
5.0%
$222.5M
$117.6M
$13.1M
$5.8M
$4.1M
$3.6M
$1M
1.8%
1.4%
.12%
.09%
.08%
.02%
Temperature 
Extremes
Coastal 
Flooding
Technology
Reputation
Market
Litigation
Regulatory  
compliance costs
Supply and demand changes in a 
lower carbon economy
Facing increasing costs to defend 
against climate related litigation
Business interruption
Business interruption
New technology reduces 
competitiveness, production efficiency, 
or demand
Negative perception affecting consumer 
demand, shareholder value, employee 
costs, and supplier costs
RISK
CAUSE OF 
FINANCIAL IMPACT
% OF ASSET 
VALUE AT RISK
MODELED ANNUAL 
AVERAGE LOSS
Top 5 Opportunities in 2030’s
Products and 
Services
.29%
$13.6M
$10.3M
$6.7M
$3.9M
$3.4M
.23%
.16%
.08%
.07%
Energy Source
Resource 
Efficiency
Resilience
Markets
Improve competitiveness amidst shifting 
consumer and producer preferences
Potential energy savings from shifting to low 
emission energy sources
Optimize costs by improving efficiencies and 
materials management
Adaptive capacity to respond to climate 
change to better manage risks and seize 
opportunities
Proactively seek opportunities in new markets 
to be better positioned in a lower carbon 
economy
OPPORTUNITY
CAUSE OF 
FINANCIAL IMPACT
% OF RELATIVE  
REVENUE GAIN
MODELED   
ANNUAL GAIN
Key Words
Hazards - changes in environmental or economic conditions associated with climate change. These are expressed 
as specific metrics that change through time.
Vulnerabilities - responses of an asset or entity to changes in the climate-related hazards. These are sensitive to 
the levels of the hazard metrics.
Risks - financial measures of impacts induced by the hazards via the vulnerabilities. This is based on the 
combination of the degree of vulnerability (at a given hazard level) and the valuation of an asset.
Impact Functions - The Climanomics® methodology begins with an analysis of the hazards facing specific assets. 
The asset's vulnerability to each hazard is then characterized based on asset type and specific ways (“impact 
pathways”) in which a particular asset is impacted by a given climate hazard. Finally, impact functions, comprised 
of impact pathways, are assigned to model the risk based on the hazard and vulnerability. TCS has developed an 
extensive library of detailed impact functions based on peer-reviewed published research and papers published by 
government and industry sources. 
Risk Calculations - Climanomics® quantifies the financial impacts caused by climate change in a metric known as 
Modeled Average Annual Loss (MAAL). As the name suggests, Climanomics® reports financial losses on an annual 
basis, in order to provide decision-relevant insights in terms of other key financial metrics, such as revenue.

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JETBLUE PAC CONTRIBUTIONS 2019-2020 
2019
DeFazio for Congress (Rep. Peter DeFazio D-OR)	 	
	
	
$6,000
Elise for Congress (Rep. Elise Stefanik R-NY)	
	
	
	
$1,000
Byrne for Congress (Rep. Bradley Byrne R-AL)	
	
	
	
$5,000
Espaillat for Congress 2020 (Rep. Adriano Espaillat D-NY)	 	
	
$1,000
Nadler for Congress, Inc. (Rep. Jerrold Nadler D-NY)	
	
	
$1,500
Sinema for Arizona (Senator Kyrsten Sinema D-AZ)	
	
	
$2,500
Val Demings for Congress (Rep. Val Demings D-FL)	
	
	
$1,000
Citizens to Elect Rick Larsen (Rep. Rick Larsen D-WA)	
	
	
$1,500
Maloney for Congress (Rep. Carolyn Maloney D-NY)	
	
	
$2,000
Citizens for John Rutherford (Rep. John Rutherford R-FL)	 	
	
$6,000
Doug Jones for Senate Committee (Senator Doug Jones D-AL)	
	
$1,000
Capito for West Virginia (Senator Shelley Moore Capito R-WV)	
	
$1,000
Darren Soto for Congress (Rep. Darren Soto D-FL)	
	
	
$1,000
Pallone for Congress (Rep. Frank Pallone D-NJ)	 	
	
	
$1,500
Graves for Congress (Rep. Sam Graves R-MO)	
	
	
	
$2,000
Team Graham (Senator Lindsey Graham R-SC)	
	
	
	
$1,000
Ted Cruz for Senate (Senator Ted Cruz R-TX)	
	
	
	
$1,000
Wicker for Senate (Senator Roger Wicker R-MS)	 	
	
	
$6,000
Joe Kennedy for Congress (Rep. Joe Kennedy D-MA)	
	
	
$3,500
Rick Scott for Florida (Senator Rick Scott R-FL)	
	
	
	
$2,000
Friends of Paul Mitchell (Rep. Paul Mitchell R-MI)		
	
	
$1,000
Hoyer for Congress (Rep. Steny Hoyer D-MD)	
	
	
	
$2,500
Mast for Congress (Rep. Brian Mast R-FL)	
	
	
	
$2,500
Julia Brownley for Congress (Rep. Julia Brownley D-CA)	
	
	
$500
Nita Lowey for Congress (Rep. Nita Lowey D-NY)	 	
	
	
$5,000
Meadows for Congress (Rep. Mark Meadows R-NC)	
	
	
$1,000
Friends for Gregory Meeks (Rep. Gregory Meeks D-NY)	
	
	
$2,000
Alan Lowenthal for Congress (Rep. Alan Lowenthal D-CA)	 	
	
$1,000
Jeffries for Congress (Rep. Hakeem Jeffries D-NY)	
	
	
$5,000
Friends of Jim Inhofe (Senator Jim Inhofe R-OK)	 	
	
	
$1,000
Mike Rogers for Congress (Rep. Mike Rogers R-AL)	
	
	
$1,000
Alaskans for Dan Sullivan (Senator Dan Sullivan R-AK)	
	
	
$1,000
Ross Spano for Congress (Rep. Ross Spano R-FL)		
	
	
$1,000
Cohen for Congress (Rep. Steve Cohen D-TN)	
	
	
	
$1,000
Titus for Congress (Rep. Dina Titus D-NV)		
	
	
	
$1,000
Garret Graves for Congress (Rep. Garret Graves R-LA)	
	
	
$5,000
Rosen for Nevada (Senator Jacky Rosen, D-NV)	
	
	
	
$2,000
Price for Congress (Rep. David Price D-NC)	
	
	
	
$1,000
Jenniffer for Congress (Rep. Jenniffer Gonzalez R-PR)	
	
	
$1,000
Shaheen for Senate (Senator Jean Shaheen D-NH)	
	
	
$1,000
Nevadans for Steven Horsford (Rep. Steven Horsford D-NV) 	
	
$1,000
Michael Waltz for Congress (Rep. Michael Waltz R-FL)	
	
	
$1,000
Kevin McCarthy for Congress (Rep. Kevin McCarthy R-CA)		
	
$2,500
Peters for Michigan (Senator Gary Peters D-MI)	
	
	
	
$1,000
Re-Elect Vice Mayor Dee Andrews to Long Beach City Council 2020		
$200
 
2020
Maloney for Congress (Rep. Carolyn Maloney D-NY)	
	
	
$1,000
Garret Graves for Congress (Rep. Garret Graves R-LA)	
	
	
$1,000
Citizens for John Rutherford (Rep. John Rutherford R-FL)	 	
	
$1,000
The Reed Committee (Senator Jack Reed D-RI)	
	
	
	
$1,000
Val Demings for Congress (Rep. Val Demings D-FL)	
	
	
$1,000
Friends for Gregory Meeks (Rep. Gregory Meeks D-NY)	
	
	
$1,000
Friends for Chris Stewart, Inc. (Rep. Chris Stewart R-UT)	 	
	
$1,500
Virginia Foxx for Congress (Rep. Virginia Foxx R-NC)	
	
	
$1,000
Collins for Senator (Senator Susan Collins R-ME)	 	
	
	
$1,000
Rick Scott for Florida (Senator Rick Scott R-FL)	
	
	
	
$1,000
Price for Congress (Rep. David Price D-NC)	
	
	
	
$1,000
Richard E. Neal for Congress (Rep. Richard Neal D-MA)	
	
	
$1,000
Welch for Congress (Rep. Peter Welch D-VT)	
	
	
	
$1,000
DeFazio for Congress (Rep. Peter DeFazio D-OR)	 	
	
	
$4,000
Citizens to Elect Rick Larsen (Rep. Rick Larsen D-WA)	
	
	
$2,500
Carper for Senate (Senator Tom Carper D-DE)	
	
	
	
$1,000
Re-Elect Vice Mayor Dee Andrews to Long Beach City Council 2020		
$200
Graves for Congress (Rep. Sam Graves R-MO)	
	
	
	
$2,000

EQUAL EMPLOYMENT OPPORTUNITY
2020 EMPLOYER INFORMATION REPORT EEO-1 - Consolidated Report
SECTION C - TEST FOR FILING REQUIREMENT
1- Y 2-Y 3-Y    DUNS = 089002799
MALE
FEMALE
WHITE
BLACK OR 
AFRICAN 
AMERICAN
AMERICAN 
INDIAN OR 
ALASKA NATIVE
ASIAN
NATIVE 
HAWAIIAN OR 
PACIFIC ISLANDER
JOB 
CATEGORIES
NON-HISPANIC OR LATINO - FEMALE
WHITE
TWO 
OR MORE 
RACES
TWO 
OR MORE 
RACES
OVERALL
TOTALS
BLACK OR 
AFRICAN 
AMERICAN
AMERICAN 
INDIAN OR 
ALASKA NATIVE
ASIAN
NATIVE 
HAWAIIAN OR 
PACIFIC ISLANDER
1
152
461
43
0
398
211
0
811
672
2749
2986
0
99
112
2
0
1128
17
0
136
888
2382
2747
31
340
3322
67
0
247
222
0
375
556
5160
5501
1
79
189
6
0
240
103
0
725
297
1640
1827
0
2
7
0
0
8
3
0
9
11
40
43
2
45
168
49
0
70
55
0
76
53
518
585
0
2
7
2
0
6
2
0
6
4
29
31
0
10
75
2
0
29
9
0
64
53
242
273
9
199
303
11
0
1038
3
0
56
1605
3224
4191
1
47
44
3
0
607
1
0
132
747
1582
1741
0
2
1
0
0
49
0
0
3
9
64
103
0
24
76
5
0
106
1
0
7
114
333
394
0
0
1
0
0
11
0
0
0
4
16
27
0
6
9
1
0
112
0
0
8
161
297
330
45
1007
4775
191
0
4049
627
0
2408
5174
18276
20779
SECTION D - EMPLOYMENT DATA
HISPANIC OR LATINO
2a. JETBLUE AIRWAYS CORPORTATION HQ
       27-01 QUEENS PLAZA NORTH, 6TH FLOOR
       LONG ISLAND CITY, NY 11101
 
SECTION B - COMPANY IDENTIFICATION
1a. JETBLUE AIRWAYS CORPORTATION HQ
      27-01 QUEENS PLAZA NORTH, 6TH FLOOR
      LONG ISLAND CITY, NY 11101
 
2c.  EIN = 870617894    
NON-HISPANIC OR LATINO - MALE
Exec/Sr. Officials 
& Mgrs
First/Mid Officials 
& Mgrs
Professionals 
Technicians
Sales Workers
Administrative 
Support
Craft Workers
Operatives
Laborers & 
Helpers
Service Workers
Total
Previous Year
Total
90
91
J E T B L U E  E S G  R E P O R T
2 0 1 9 - 2 0 2 0

92
J E T B L U E  E S G  R E P O R T
2 0 1 9 - 2 0 2 0
93
 
Independent Third Party Assurance Statement  
JetBlue iCompli Verification Statement 2020 FINAL 210511 
 
 
100 Beard Sawmill Rd., 6th Floor 
Shelton, CT 06484 
Phone 203-447-2800 
Fax 203-447-2900 
www.bpaww.com  
 
To the Board and stakeholders of JetBlue Airways Corporation: 
iCompli Sustainability, a division of BPA Worldwide, was commissioned by JetBlue Airways Corporation (JetBlue) to provide independent 
assurance of specific sustainability performance data from its business activities during the period January 1, 2020, to December 31, 2020.  
Scope 
The organizational boundary of the verification was JetBlue’s global aircraft fleet and ground facilities, as defined using the financial control 
approach. Emissions sources include jet, diesel and gasoline fuel, and electricity consumption, to verify the following specific sustainability 
performance data: 
 
Scope 1 GHG emissions  
 
Scope 2 GHG emissions  
 
Additional GHG emissions - Biogenic Accounting 
Standards & Objectives 
Our assurance was managed in accordance with ISO 14064-3:2019 - Greenhouse gases – Specification with guidance for the verification and 
validation of greenhouse gas statements. The objective was to provide JetBlue stakeholders with an independent ‘limited’ level assurance 
opinion on whether: 
 
The specific sustainability performance data within JetBlue reports adheres to the ISO 14064-3 principles of relevance, completeness, 
consistency, accuracy, and transparency. 
 
The specific sustainability performance data within JetBlue reports are reported according to the requirements of The Climate 
Registry General Reporting Protocol (May 2019). 
Approach and Limitations 
iCompli Sustainability conducted the verification in accordance with the requirements of ISO 14064-3:2019 - Greenhouse gases – Specification 
with guidance for the verification and validation of greenhouse gas statements. iCompli Sustainability reviewed JetBlue’s corporate “JetBlue 
FY20 Footprint Calculation v0.3” (dated April 20, 2021) and evaluated the data for conformity with the requirements of The Climate Registry 
General Reporting Protocol. JetBlue’s reported Scope 1, Scope 2, and Additional GHG emissions - Biogenic Accounting GHG emissions were 
considered free of material misstatement if found to be within the defined materiality threshold of 5%. JetBlue’s assertion was tested 
according to a risk-based approach and the review of controls to manage these risks, including: 
 
Management system and procedural review for data accuracy, reliability and reproducibility; 
 
Verification of representative sources and processes, including audit of a sample of original source activity records of jet fuel and 
energy consumption representative of JetBlue’s operations;  
 
Quantification testing and re-calculation assessments; and, 
 
Interviews with corporate personnel and designated representatives. 
 
Certain Scope 1 and Scope 2 GHG emissions sources (energy for heating and cooling of ground facilities, fugitive emissions from ground facility 
refrigerant use, sustainable aviation fuel) are excluded from the verification, due to the minor contribution of the sources to JetBlue’s total 
GHG emissions. 
Conclusions 
JetBlue reported the following specific sustainability performance data totals for the 2020 calendar year: 
 
SUSTAINABILITY DATA INDICATOR 
REPORTED TOTAL 
Scope 1 GHG emissions  
4,061,189 tonnes CO2e 
Scope 2 GHG emissions  
23,758 tonnes CO2e 
 
Based on the process and procedures conducted, there is no evidence that JetBlue’s GHG emissions assertion: 
— is not materially correct; and 
— is not a fair representation of GHG data and information; and 
— has not been prepared in accordance with The Climate Registry General Reporting Protocol.  
Recommendations 
As part of the assurance engagement, iCompli Sustainability has provided JetBlue with a series of recommendations to ensure the continual 
improvement of the collection, storage, analysis, and reporting of specific sustainability performance data at the corporate and facility level.  
 
iCompli Sustainability, a division of BPA Worldwide 
Shelton, CT US 
 
April 29, 2021 
 
 
 
92
2 0 1 9 - 2 0 2 0

94
2 0 1 9 - 2 0 2 0