ESG &Social Impact
Report2022

Table ofContents
3

18 Environment

About this Report

4 Dear Friends

18 Environmental Strategy

Industry Collaboration

5

20 Environmental Targets

38 Reducing Onboard Waste

6 Approach to ESG

21 Environmental Governance40	Climate-Related Risks and6

22 Operating an Efficient Fleet

2022 Highlights
ESG Goals

23 Reducing Fuel Burn

8	Assessing and Managing ESG
Risks & Opportunities
9 Governance
10 Board ESG Areas of Risk Oversight11

Board Composition

12	Management and Executive
Oversight of ESG

Responsibility
72	Soaring Towards a Brighter Horizon
74	Crewmember Support Systems

24	Transitioning to Sustainable

54 Social Strategy

76 Appendices

Aviation Fuel (“SAF”)

54 Social Targets

77 SASB

55 Safety Management

79 TCFD

26	Converting to Electric Ground27	Environmental Health and Safety
and Environmental Compliance(EEO-1) Data

59 Talent Development

81 Verification Certificate

62	Crewmember (Employee)
Engagement30	Advancing the Future of Flight

64 Hiring & Retention

14	Northeast Alliance (NEA)

31	Investments in Emerging

65 Compensation & Benefits

Technologies in Sustainability

66	Diversity, Equity & Inclusion

34	Refreshed Carbon Offsetting– Our Flight Plan to a More
Representative JetBlue

Strategy

Table of Contents

80	Equal Employment Opportunity

57 Occupational Health & Safety

Operations

13	Political Contributions

Cybersecurity and Data Privacy

71	Social Impact and Corporate Social

54 Social

29 2022 Emissions Inventory

17

70 Supporting Our Business Partners

Opportunities

12	Business Ethics and Compliance

15 Competitive Behavior

69 Human Rights

35	Opportunity Creation ThroughGovernance

Environment

SocialAppendix2Aboutthis Report
JetBlue views robust oversight of ESG matters as critical to ensuring
our long-term growth, sustainability and success. Recognizing that
ESG is a continuous improvement journey, JetBlue is constantly
seeking to understand and mitigate our material risks while
maximizing opportunities to drive sustainability. The 2022 ESG &Social Impact Report provides a comprehensive disclosure of thoserisks and opportunities as they relate to our most material ESG issues,
including impacts we’ve created throughout the year.
We believe transparency and regular reporting are key to driving
sustainability across our business, harmonizing with key stakeholders,and serving our communities as they relate to climate change
and the environment, culture and human capital. Our 2022 ESG &Social Impact Report aligns to the recommendations set out by theTaskforce for Climate-Related Financial Disclosures (TCFD), theSustainability Accounting Standards Board (SASB) and in reference
to the Global Reporting Initiative (GRI). We view these frameworks
as value-based guides, in tandem with the sustainability issues
prioritized by our crewmembers, investors, industry partnerships andour customers.

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Governance

Environment

SocialAppendix3

Dear Friends
We overcame many challenges together
throughout this past year and madetremendous progress in restoring thebusiness as travel demand reboundedfrom the pandemic. While we always face
uncertainty in our industry, we remain
focused on what we can control, leveraging
our unique value proposition of offering
low fares and great service. Key to both ismaking responsible decisions to protect
our business and finding the best people
to deliver on our mission. This is whereenvironmental and social governance lives.
At its heart, ESG drives performance,
allowing us to understand what our risks
and opportunities are for our business. It
helps ensure that JetBlue is a desirable
and collaborative place to work, wherecrewmembers feel represented andempowered to deliver at the highest levelof service while growing with the company.
It also provides us with the platform toenable greater sustainability across thethree elements – E, S, and G.
With the growing demand for travel, we
also see growing concern around ourindustry’s environmental impact. Ensuring
the future of our business means ensuring
the future of travel is sustainable, for asmuch as we recognize the impact ouremissions have on the environment, ouroperations and BlueCities are also affectedby the disruptions of climate change. In
2022, we announced our most aggressivenear-term emissions reduction target yet,with an approved science-based target toeffectively reduce our per seat emissions inhalf by 2035 compared with 2019. Reachingthese goals requires a combined focus on
fleet and the operational efficiencies within
our control along with larger initiatives
shared across our industry, like updating
the aging US air traffic control system withmore modern technology and growing themarket for sustainable aviation fuel.
While we cannot reach our goals on
our own, we are proud of our role assustainability leaders, flying regulardomestic flights with renewable fuel supply
by both available SAF producers in 2021
and in 2022 and signing agreements formore than 240 million gallons of future
SAF from three additional producers. To
encourage the economic sustainability of
our SAF needs, we also launched several
programs to further our purchases of SAF
while sharing the Scope 3 credits withcorporate and individual customers andpartners.

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Governance

The human impact of our projected growth
is no less critical to our goals. Our strong
culture is the secret to our success, andwe see our ability to find and hire frompreviously untapped talent while taking
care of our existing crewmembers as acompetitive advantage. By making careers
at JetBlue more inclusive and accessible,
we are able to find the best crewmembers
who reflect the diverse communities weserve and encourage a culture where we all
feel represented.
With our progress toward diversity, equity,and inclusion goals, our external customer
research shows that JetBlue ranks
number one for diversity and inclusionin accommodating travelers in our focus
cities. We also continue to make careers at
JetBlue more accessible. With additionalpilot Gateways and new maintenancetechnician development programs, we
continued to build on the sustainable talentpipelines established 15 years ago with thefirst of our JetBlue Pilot Gateway Programs,
the longest-running path program foraviation college students program of any
US airline.

Environment

SocialNone of our efforts in these areas would
be as effective if we hadn’t integrated
this focus at a fundamental level within
our organization. By continuing to build
ESG metrics into our company targets,and incentivizing leaders to incorporate
sustainability into their goals, we’re able
to keep these ideas at the forefront ofdecision making at all levels. We also focus
on attracting leaders to help us on thepath of continued success. Welcoming
our newest board member, Nik Mittal, in
2022 we are thrilled to be able to leverage
his expertise at the intersection ofsustainability and finance.
We appreciate the opportunity to share
our ESG successes from 2022 in this report
but recognize every step must be followedby the next and remain committed tothe journey of growth and improvement.
We continue to be inspired by ourcrewmembers who have joined us on ourpath and our customers who help guide us.
We hope to see you along the way.
Robin Hayes 		CEO		Joanna Geraghty
President & COO

Appendix4

2022 Highlights
SocialContinued our focus on progressing
towards DEI goals set in 2020 via our
DEI Steering Committee.
Expanded diversity recruitment
initiatives to feature a diverse
slate of candidates of interviewsfor officer and director roles andachieved 70.4% inclusion rate.
Expanded opportunities for minority
and women-owned business
partners by including at least one
diverse business partner in all RFPs
when possible.
Launched BlueAbilities, our newest
Crewmember Resource Group(CRG), creating a safe space forpeople with disabilities and allies of
the community.

Environment
Improved carbon emissions on an
intensity basis by 5.74% per available
seat mile (ASM) from our 2019 baseline.

GovernanceAppointed Nik Mittal to JetBlue’sboard of directors, whose
expertise in financial strategy andsustainability will bring even more
focus on ESG matters at the highest
level of company leadership.
In 2022, the ESG Subcommitteeof the Board met to discuss ESG
topics most material to JetBlue
during the year, and provided a full,comprehensive update to the entire
Board of Directors in February.
Performed a comprehensive
ESG diagnostic aligned to theentire scope of ESG risks andopportunities facing our company
and the airline industry, serving
as the blueprint for our ESG
improvement strategy over the next
few years.

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Governance

Formed a dedicated internal
Sustainability Task Force, co-chairedby our CEO and Head of Sustainability
and ESG, to oversee and ensure theprogression of all decarbonization
efforts.
Achieved approval of our sciencebased target by SBTi, with the goal toreduce well-to-wake Scope 1 and 3 GHG
emissions related to jet fuel 50% perrevenue ton kilometer by 2035 from a2019 baseline.

•	An agreement to purchase 25 million
gallons from AIR COMPANY over a
five-year term, an innovative carbon
technology company creating
carbon-negative alcohols and fuelsfrom carbon dioxide.
Expedited our transition towards
our fleet modernization plans andreallocating flying to efficient aircraft,burning up to 35% less fuel per seat.
Procured 660,891 neat gallons of SAF to
SFO and LAX, equating to an estimated
5,833 MT CO2e abated by displacing
conventional jet fuel, an increase from442,532 in 2021.

Signed 3 new SAF deals:•	An agreement with Aemetis to supply
us with 125 million gallons over a tenyear term, from the Aemetis Carbon
Zero production plant in Riverbank, CA.

Launched our JetBlue Sustainable Travel
Partners program, a suite of offerings to
help business travel customers reduce
their emissions and meet their own
sustainability targets.

•	An agreement with Fidelis New Energy
to supply us with 92 million gallons overa five-year term starting in 2025, fromthe Fidelis’ Grön Fuels GigaSystem™ at
the Port of Greater Baton Rouge, LA.
		Converted plastic stir sticks and othercutlery served onboard to bamboo andnatural polymer.

Environment

SocialRemoved plastic wrap from onboard
EatUp boxes, eliminating 510,000 square
feet of plastic wrap waste.

Appendix5Our Approachto ESG

Goals
Emissions
Reduce aircraft emissions 25% per available seat mile (ASM) by
2030 from 2015 levels, excluding offsets

Our ESG Goals

We see robust ESG oversight made of clear, measurable
commitments and action. As we look forward, we are pleased
to reaffirm our comprehensive short- and medium-term ESG
targets released in 2021. These goals continue to hold us
accountable in achieving our long-term sustainable goals.

We achieved an 8.05% reduction in CO2 per ASM from 2015 levels.

We are on pace to accelerate our reductions and achieve this target
through planned fleet changes (pending the extent of aircraft delivery
delays), enhanced fuel optimization programs, and SAF commitments.

Achieve net zero carbon emissions by 2040, including highintegrity carbon offsets

In 2022, our Scope 1 carbon emissions were 8.3M metric tons of CO2.

As our flying returned post-COVID, fuel efficiency initiatives and SAF
deliveries have kept this number to lower than 2019 values. In 2022, wereleased our decarbonization pathway with our expected plan to reachthis goal.

Environmental

Mitigating risks and seizing opportunities to ensure the longterm sustainability of our business is imperative for JetBlue. We
remain focused on continuing to lead in environmental, socialand governance initiatives through ambitious target setting,clear actions and strategy, and transparent reporting. We
regularly analyze and map the issues facing our stakeholders towhich we evaluate where we can drive the greatest impact. From
there, we re-calibrate our ESG priorities to reflect the needs andconcerns of our crewmembers, shareholders, customers andbusiness partners and then apply meaningful goals, resources,
and action plans where possible. We have safeguarded ourvalues of Safety, Caring, Integrity, Passion and Fun since our firstflight – and we continue to deliver on those ideals within our
approach to ESG.

Progress, as of YE 2022

(New!) Reduce well-to-wake (lifecycle) Scope 1 and 3 GHG
emissions related to jet fuel by 50% per RTK (revenue tonne
kilometer) by 2035 and from a 2019 base year (science-based

Our emissions on an intensity basis (CO2e/RTK) decreased 2.94%
vs. our 2019 baseline. We released a public roadmap detailing ourestimated pathway to achieve our respective targets.

target, validated in 2022 by SBTi)
Sustainable Energy
Convert 10% of jet fuel to be from blended sustainable aviation

While we didn’t define a blend ratio when originally setting this goal, we

fuel (SAF) by 2030

right-size our deliveries to a 32% blend ratio, which is a typical blend
percentage today. Of all jet fuel we consumed in 2022, 0.25%
was blended SAF, an increase of .04% from 2021. We have multiple
future looking SAF commitments that put us on pace to achieve ourtarget and are continuously seeking new opportunities.

Convert 40% of our 3 most common owned ground service

As of YE 2022, 19% of these vehicles are now electric. Once BOS andequipment types (bag tugs, belt loaders, and push backs) to

EWR conversions are complete, we anticipate 35% of these vehicles will

electric by 2025 and 50% by 2030

be electric. We are evaluating additional conversion opportunities tomeet our goals.

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Governance

Environment

SocialAppendix

6

GoalsProgress, as of YE 2022

Goals

Environmental

Waste

Progress, as of YE 2022

Board ESG Oversight
We have continued to make substantial

Eliminate single-use plastics withinchanges to our onboard product, detailed

serviceware, where possible. Where notfeasible, ensure plastic is recyclable

within a case study in this report.

Maintain at least an 80% recycling rate for

Our inflight crewmembers sorted and

An ESG Subcommittee of the Board,

Achieved and ongoing. We held meetings of the ESG

consisting of at least three members, meets

subcommittee in 2022. Additionally, a comprehensive report out

at least three times a year, starting in 2021

on our most material ESG issues and strategy was provided to thefull Board of Directors at their February meeting, with a focus oncontinued efforts of ESG education and awareness, in addition to acollected cans and bottles according toaudited domestic flights

working session on ESG strategy and development.

our standard operating procedure on 93%
of our audited domestic flights.

Board-level accountability and areas ofThis effort was achieved in 2021 and is included within this ESG

ESG oversight published, starting in 2021

report. ESG efforts are today addressed across a number of board
committees and meetings.

Leadership Diversity

representation at the officer and director

representation at the officer and director

level remained at 14.8% yet we are aiming

Sociallevel, from 12.5% to 25% by 2025

to increase diversity at this level in 2023.
Our female representation at the officer

Increase our female representation at theofficer and director level, from 32% to 40% by

GovernanceOur race and ethnic minority

Double our race and ethnic minority

Board ESG Fluency
Integrate overall ESG and diversity, equity

This effort was achieved in 2021 and improvement work is ongoing.

and inclusion (“DEI”) into Board member

In August of 2022, we announced the appointment of Nik Mittal

selection process by 2021

to our Board of Directors, who is the current president and coportfolio manager of Molecule Ventures LLC, a New York City-and director level remains at 31.6%.

based environmental markets investment firm, bringing expertisein environmental matters to our Board.

the end of 2025
Business Partner Engagement

Executive Compensation
On pace, with work ongoing through 2023

Engage with 80% of top active business
partners by spend on ESG principles within
the Business Partner Code of Conduct byand to be reported on within the 2023 ESG
Report.

Establish ESG goals tied to seniorThis effort is achieved and ongoing. In 2021, we tied JetBlue’s

leadership compensation by 2021

senior leaders 2021-2023 long-term incentive plan (LTIP)
compensation to key ESG metrics. An ESG Index was developed
to measure leadership payouts based on percent reduction in2023

company emissions per ASM, volume of SAF used, spend toward
underrepresented business partners, long-term efforts to engage
and work with minority and women owned businesses (MWBE),
and a more diverse slate of officers and directors. This goal has
been extended and with new, more ambitious targets for each year
since 2021, with goals now set for the 2022-2024 and 2023-2025
LTIP cycles.

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Governance

Environment

SocialAppendix7Assessing and Managing ESG Risks & Opportunities
In 2022, we conducted a formal, comprehensive ESG diagnostic to refresh our
ESG strategy and drive our long-term sustainability efforts even further. The
diagnostic process, which we aim to update and tailor to our yearly planning
efforts, provides the foundation for our ESG priorities by capturing the key areasof risks and opportunities. Through ongoing engagement with stakeholders
across the organization and externally, we continue to refine our most material
issues to reflect their needs and goals as well as macro-economic andenvironmental conditions.
Our ESG diagnostic process is supported by leading standards and frameworks,
including SASB and TCFD, among others. We incorporated the perspectives ofsustainable risks and opportunities driven by these contributors against thosethat are, and have long been, particular to the JetBlue culture business strategy.
As a result of this process, in 2022, we identified the following as the mostmaterial ESG issues facing our business:

Environment•	Environmental Management(including Environmental Health and Safety)•	Climate Change and Emissions•	Responsible Packaging, Water and Waste

Social•••••Human Capital Management
Labor Relations
Diversity, Equity and Inclusion
Occupational Health and Safety
Product Governance and Safety

Governance• Corporate Governance• Business Ethics and Corporate Behavior

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Governance

Environment

SocialAppendix8

GovernanceGovernanceWe believe that strong corporate
governance, informed by engagement
directly with our stakeholders, creates thefoundation that allows us to pursue our
mission. We recognize that ESG issues
touch all parts of our business. To ensure
we are appropriately identifying andmanaging potential ESG-related risks andopportunities, such as the risks associatedwith climate change, we have incorporated
ESG considerations into our core business
functions, including those of our Board.
Our ESG Subcommittee to the Governanceand Nominating Committee, formed
in 2019, advises the full Board andmanagement on ESG matters. In 2022,
the ESG Subcommittee met three times
to discuss ESG topics most material to
JetBlue. The ESG Subcommittee is also
responsible for the Board’s oversight of
ESG matters, identification of material
ESG issues, and ensuring progress on
ESG targets and metrics. ESG oversightextends across nearly all committees of
the Board. 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 charter of the ESG
Subcommittee is available on our website.
We have a goal of increasing ESG fluency at
the Board level, as well as integrating ESG
and DEI awareness and education in the
Board member selection process. For moredetails on our Board governance practices,
please see our 2023 Proxy Statement.
In August 2022, we announced theappointment of Nik Mittal to our Board of
Directors, who is the current president andco-portfolio manager of Molecule Ventures
LLC, a New York City-based environmental
markets investment firm, bringing expertisein sustainability and ESG matters to our
Board.

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Governance

Board Risk Oversight
Full Board Responsibilities
Awareness of the JetBlue ESG strategy
Ensure ESG competency and fluency of the Board
Committee
Areas of Risk Overnight

Governance

ESG

Governance Audit Compensation& Nominating

AirlineSafetyESG risk assessment and response
Executive compensation tied to ESG
metrics

Supply Chain

Supplier engagement with ESG
matters

Human
CapitalWorkforce diversity, equity andinclusion
Integration of ESG competency
within executive succession planning
Talent management and leadershipdevelopment

Physical &Reputational

Environmental management,
including emissions and waste
management

Regulatory

Risks and opportunities relating to
ESG reporting and regulations

Environment

SocialAppendix10

Board Composition
FemaleMale

Prefer Not
to Disclose

3

6

2

African American or Black

1

1

2

Asian

-

1

-

White

2

4

-

-

1

-

Diversity Self-Identification

GenderDemographic

W
in
ke
lm
an
n

O
’H
ag
an

Sh
ar
m
a

Ro
bb

M
cC
lu
re
M
itt
al

Le
du
c

Je
w
et
t

H
ay
es

Bo
ne
pa
rt
h
Fo
rd

Skills and Experience

Ba
ld
an
za

A top priority of the Board is ensuring a diverse array of viewpoints and perspectives,a variety of skills, professional experience, and backgrounds – all with the aim ofeffectively representing the long-term interests of our shareholders. JetBlue believes
that diverse perspectives are critical to a forward-looking and strategic Board.
Therefore, when recommending the slate of director nominees for election, the Board
strives to maintain an appropriate balance of diversity, skills, and tenure.

Person with Disability

International

Total Members of the Board: 11

AviationCEO
ESG/DEI
Age

Finance/Capital
Operations/
Logistics

36%

50-59

Board Tenure

18%

18%

10+ years

6-10 years

Race/Ethnicity

9%

18%

Asian
AmericanAfricanAmericanGender27%

Female

55%
Male

9%

Digital40-49

Human CapitalManagement
Marketing/Brand

55%

Cyber

60-69

64%

0-5 years

55%

White

18%

Prefer not to
self-identity

SafetyTable of Contents

Governance

Environment

SocialAppendix18%

Prefer not to
self-identify

11

Blue
Management and Executive
Oversight of ESG

To manage the day-to-day impacts
surrounding ESG, our dedicatedSustainability and ESG team is responsible
for overseeing the efforts of the businessand apprising the Board and leadership ofrisks and opportunities when developing
strategy, performance, and budgets.
Our Sustainability and ESG team leads
risk and opportunity assessment efforts
across a broad range of ESG topics on an
ongoing basis and discusses these topics
with the General Counsel and Corporate
Secretary and further with their respective
stakeholders and subject matter experts.
Areas of risk that the Sustainability and
ESG team along with General Counsel andCorporate Secretary evaluate as possibly
material are escalated to the Enterprise
Risk Management Program, which liaises
with the relevant business functions topropose, assess, and implement actions to
mitigate the risks.

Executive Compensation Tied to ESG
To ensure continued alignment across theorganization and so that our progress is
continuously monitored and elevated, we
incorporate ESG metrics into our executive
compensation structure so that we candrive even greater momentum to our longterm sustainable performance. Specifically,
we developed an ESG index to measureleadership payouts tied to JetBlue’s seniorleaders long-term incentive plan (LTIP)
based on percent reduction in JetBlue’s
emissions, volume of SAF, spend toward
underrepresented business partners and amore diverse slate of officers and directors.
Since setting our original LTIP for 20212023 metrics, we have set additional goals
for each subsequent year. For our seniorleaders’ 2023-2025 LTIP, we set new ESG
targets with increasing ambition aligned tothe same ESG Index.

Enterprise Risk Management
We further identify ESG-related risks
by examining the likelihood of an event
impacting the potential financial or
reputational well-being of the business.
Through the guidance of our Enterprise
Risk Management and Audit teams, andoverseen by the Audit Committee of theBoard, we address the most material risks
and opportunities through a priority ofshort- medium- and long-term scenarios.
The goal of our risk management andscenario planning efforts is to mitigate risks
as early as possible while also highlighting
opportunities for competitive advantage,
cost reductions and resiliency. Identified
areas of impact are then aligned to ouroverall business strategy with individual
areas committing to preparedness andimprovement initiatives.

Table of Contents

GovernanceBusiness Ethics andCompliance

JetBlue understands the potential
financial and reputational risks associatedwith unethical behavior and noncompliance, especially as we operate
in a heavily regulated industry. We takeour commitments to integrity and ethics
seriously and have implemented a robust
and rigorous compliance and ethics
program. JetBlue’s Legal Compliance Team
carries out the day-to-day implementationof the business ethics and corporate
compliance program which includes:•	The issuance of the company’s Codeof Business Conduct and corporate
compliance policies;•	Development of annual online training
on the Code of Business Conduct andcorporate policies; and•	Administration of the company’s
Business Integrity Hotline (BIH)

In addition, the Chair of the Audit
Committee of the Board of Directors
oversees issues concerning financial
accounting, auditing practices, internal
controls, securities fraud or public
disclosure obligations.

Environment

Social

JetBlue’s Code of Business Conduct
Policy is a key master document outlining
the business, personal and professional
standards that must be followed by
all JetBlue crewmembers and anyone
conducting business on behalf of JetBlue.
Each crewmember is required to complete
various ethics training courses, such asbribery and corruption. Management andcrewleaders are required to participate in
Code of Business Conduct training eachyear. For our business partners (suppliers),
JetBlue’s Business Partner Code of
Conduct defines the expectations we
set for how our business partners, theirworkers, agents and subcontractors should
operate while conducting business with oron behalf of JetBlue.
Through our Business Integrity Hotline(BIH), all of our crewmembers, business
partners and members of the public are
encouraged to raise serious concerns
regarding JetBlue, or submit questions
about policies or compliance matters 24hours a day, seven days a week. Provided
in our Policy Prohibiting Retaliation, within
our BIH policy, reports or whistleblower
concerns are always handled confidentiallyand can be submitted anonymously
without retaliation.

Appendix

12Political Contributions

2022 JetBlue PAC Giving

Our Policy on Political Contributions states that, in rare cases, we can make financial
contributions to candidates for office. We made no such corporate contributions in 2022.
Such contributions must be made in compliance with any and all applicable laws andmust be approved by the Senior Vice President of Government Affairs, in consultation
with appropriate members of JetBlue senior leadership. The Senior Vice President ofGovernment Affairs and General Counsel provide periodic updates to the Board of Directors
on JetBlue’s political activities, including any corporate contributions.
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 theform of customary dues and charges. Our dues to each for 2022:

2022 Political Contributions
Organization

2022 Contribution

International Air Transport Association (IATA)$62,178

Airlines for America (A4A)$2,171,507

Association of Latin American Airlines (ALTA)$5,000 and 12 roundtrip travel certificates

Percentage of Dues Attributable to Lobbying Expense*

19.1%*The percentage of total dues is primarily attributable to A4A

The JetBlue Airways Corporation Crewmember Good Government Fund (JetBlue PAC) is a
non-partisan Political Action Committee (PAC) that provides crewmembers an opportunity
to participate in the political process. Contributions made by the JetBlue PAC are funded
entirely by the voluntary contributions of JetBlue crewmembers, meaning no corporate
funds are used. 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.

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Governance

Catherine Cortez Masto for Senate (Senator Catherine Cortez Masto (D-NV))$1,000Friends of Raja for Congress (Representative Raja Krishnamoorthi (D-IL))$1,000Lisa Murkowski for U.S. Senate (Senator Lisa Murkowski (R-AK))$1,000Jeffries for Congress (Representative Hakeem Jeffries (D-NY))$1,000Citizens to Elect Rick Larsen (Representative Rick Larsen (D-WA))$1,000Adriano Espaillat for Congress (Representative Adriano Espaillat (D-NY))$1,000Brian Higgins For Congress (Representative Brian Higgins (D-NY))$1,000Debbie Wasserman Schultz for Congress (Representative Debbie Wasserman Schultz (D-FL))$2,500Friends of Bennie Thompson (Representative Bennie Thompson (D-MS))$1,500Schatz for Senate (Senator Brian Schatz (D-HI))$2,500Julia Brownley for Congress (Representative Julia Brownley (D-CA))$1,000Wyden for Senate (Senator Ron Wyden (D-OR))$2,500Sean Patrick Maloney for Congress (Representative Sean Patrick Maloney (D-NY))$5,000Friends of John Thune (Senator John Thune (R-SD))$5,000Cohen for Congress (Congressman Steve Cohen (D-TN))$1,000Friends for Gregory Meeks (Representative Gregory Meeks (D-NY))$10,000

Darren Soto for Congress (Representative Darren Soto (D-FL))$1,000Nancy Mace for Congress (Representative Nancy Mace (R-SC))$2,500People for Patty Murray (Senator Patty Murray (D-WA))$2,500

Jamie Raskin for Congress (Representative Jamie Raskin (D-MD))$1,000Montanans for Tester (Senator Jon Tester (D-MT))$2,500

Environment

SocialAppendix13

Northeast Alliance (NEA)
In 2020, JetBlue and American Airlines
entered into the Northeast Alliance,a strategic codeshare partnershipdesigned to deliver more of the JetBlue
Effect to customers in the Northeast
traveling to, from or connecting throughthe three New York City metro airports(JFK, LGA and EWR) and Boston Logan
International Airport (BOS). Following
review by the DOT, JetBlue and American
began implementation of the NEA in 2021,
collectively growing across the New Yorkand Boston markets to offer customers
more convenient schedules for travel.
We invested in improvements to deliver amore seamless customer experience andalso introduced reciprocal loyalty benefits
that gave both JetBlue and American
customers the opportunity to earn on both
airlines. Ultimately, the Alliance brought
JetBlue’s low-fare, high-quality service
to more customers. In 2021, the UnitedStates Department of Justice, along with
the Attorneys General of six states andthe District of Columbia as Plaintiffs, sued
JetBlue and American seeking to enjoin the
NEA as a violation of antitrust law under
Section 1 of the Sherman Act. A bench
trial of this matter was held in October
2022, with closing arguments in November
2022. In May of 2023, the judge issued aruling in favor of the Plaintiffs and orderedthat JetBlue and American were enjoinedfrom continuing, and restrained fromfurther implementing, the NEA. Although
we strongly disagree with the court’s
ruling and continue to stand behind theprocompetitive impact of the NEA andthe numerous benefits to our customers,
on July 5, 2023, JetBlue announced thedecision to terminate the NEA and not toappeal the court’s ruling and is currently inthe wind-down process.

Competitive Behavior
From our founding over 22 years ago,
JetBlue has consistently advocated for
expanded access to new entrant carriers.
History has shown that when JetBlue
has access to new markets and cancompete with legacy carriers, customers
ultimately benefit with lower fares andmore options. JetBlue advocates for strong
pro-competition policies that create moresustainable growth, increased innovation,and better customer service.
In July 2022, we announced with Spirit
Airlines that our Boards of Directors had
approved a definitive merger agreement
under which JetBlue will acquire Spirit.
Once complete, this will position JetBlue
as the most compelling national low-farechallenger to the four large dominant U.S.
carriers by accelerating JetBlue’s growthand expanding the reach of the “JetBlue
Effect,” which occurs when legacy carriers
react to JetBlue’s unique combination of
low fares and award-winning customer

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Governanceservice. In the 22 years since JetBlue firstbrought low fares to New York, airline
mergers have created a landscape where
the four largest U.S. carriers control morethan 80% of the domestic market, to thedetriment of consumers. The combinationof JetBlue and Spirit would create the fifthlargest domestic airline, better positioning
it on a national level as a customer centric,
low-fare alternative to the dominant “BigFour” airlines.
The announced merger is expected tobring environmental benefit to the broader
industry by expanding the reach of
JetBlue’s sustainability leadership:• 	The all-Airbus combined fleet would
include new A220s and A320neos,
proven to deliver double-digit
improvements in fuel and carbon
emissions. After closing, JetBlue
will leverage the order book for the
combined company to accelerate thefleet transition to next generation, fuelefficient aircraft.
•	JetBlue expects to extend its industryleading climate commitments to the
combined airline, including its target toachieve net zero carbon emissions by
2040, which is ten years ahead of thebroader U.S. airline industry’s goal.
•	JetBlue expects to extend its goal toconvert 10% of jet fuel to SAF by 2030

Environment

Socialto the combined airline, with plans to
introduce regular use of SAF into Spirit’s
West Coast operations after closing.

“With Spirit we areable to expand ourgood; I’m reallyexcited about having
a bigger seat at
the table and ourcommitments having
a larger impact on theindustry – that’s moresustainable aviationfuel that we will work
to bring into ouroperations. A bigger
JetBlue expands
the reach of thesecommitments.”- Sara Bogdan, Director, Sustainability & ESG

Appendix

14

Cybersecurity and Data
Privacy

The secure maintenance and transmission ofcustomer and crewmember information is a
critical element of our operations and enables
the sustainability of our cybersecurity and data
management program.
In the current environment, there are
numerous and evolving risks to cybersecurity
and privacy, including criminal hackers,
hacktivists, state-sponsored intrusions,industrial espionage, crewmember
malfeasance, and human or technologicalerror. During 2022, JetBlue achieved thefollowing milestones in progressing theadvancement of our cybersecurity program.
•	Deployed application whitelisting on
endpoints to eliminate malware running;enhanced protection from present andfuture ransomware•	Implemented multifactor authentication,
for MS Office 365 across 26,000 users•	Carried out and eliminated vulnerabilities
across all external attack surfaces•	Migrated to a bespoke Security
Operations Center and achieved higher
efficiency operations•	Rolled out Global Protect VPN to 1300+
laptops for secure access to JetBlue
networks
Established business cases to focus on
supply chain risks and identity and accessmanagement:•	Deployed a massive, concentrated
campaign for security awareness acrossthe company•	Automated a risk acceptance process
for the entire company

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Governance

All JetBlue crewmembers are required to
uphold our cybersecurity and data privacy
policies, following acknowledgment
upon hiring and post-training segments
during orientation for new crewmembers.
JetBlue aligns its cybersecurity program
to the National Institute of Standards
and Technology (NIST) to enable optimalsecurity across all areas of the organization.
The NIST framework ensures we are inalignment with best practices to secure
corporate networks and provides common
grounds for FAA, DoD assessment of our
Cybersecurity Program. In addition, we
also structure our security program to
be intel-driven via the MIA framework,a threat-informed defense system andphilosophical approach for applying
security resources. Across the organization,
we have implemented security measures

Environment

Socialand change control procedures outlined
by formal policies along with disasterrecovery plans. Incident response efforts
are conducted through table-top exerciseswith our cybersecurity team at least fivetimes per year, in partnership with ourBusiness Continuity and Emergency
Response (BCER) department.

Appendix

15

JetBlue has engaged a reputed
cybersecurity consulting firm to assess
our security posture. Our security program
was found to be effective in protecting
our organization and customers data.
We continue to improve our security
program based on their suggestions andassessment of risk. Operational measures
to monitor and respond to data breaches
and cyber-attacks drive the foundationof our cybersecurity and data privacy
program, which are supported by thefollowing four pillars:
1. Endpoint controls coverage
2. External and surface hardening
3. Vulnerability management
4. Identity and access management
JetBlue is committed to collecting, using,
sharing and retaining customer informationthat is appropriate and necessary for travel
and is stored securely with management
protocols in place to limit access. In
the event of an unlikely breach or data
incident, we ensure swift notification to
any affected customer. We require all ourbusiness partners to equally adhere to ourcybersecurity policies and have disasterrecovery plans in place. Business partners
are further obligated to report to us in theevent of an incident or breach as well aswork with us on remediation. During 2022,
we had zero incidents or breaches.

We comply with relevant data privacy
limitations regulations such as GDPR, CCPA
etc., allowing customers to review andunderstand the data that is collected alongwith permissions to have any information
removed, except specified data requiredby regulatory compliance. We transmit
confidential credit card information by wayof secure private retail networks and rely on
encryption and authentication technology
licensed from third parties to provide thesecurity and authentication necessary totransmit and store confidential information.
We are required by the Payment Card
Industry Security Standards Council tocomply with their highest level of data
security standards. We regularly review andupdate our policies where necessary as
part of our efforts to meet new privacy anddata security obligations.

Our commitment to protecting data
security and privacy reaches the very
top of the JetBlue organization. At theBoard level, the Technology Committee
receives annual and quarterly reports fromcompany leadership, including updates
on the internal and external cybersecurity
threat landscape, incident responses,
assessments and training activities aswell as relevant legislative, regulatory andtechnical developments. Additionally,
cybersecurity and data privacy risks
aligned to our ERM program are managed
and measured on a monthly basis while ourefforts are discussed quarterly with seniorleadership.

JetBlue’s Chief Digital and Technology
Officer leads our cybersecurity team. In
2022, we doubled the number of dedicatedprofessionals to appropriately address andprotect the security risk of the organizationand the transportation sector at large. Alsoin 2022, we made the decision to reposition
our cybersecurity department to report
into JetBlue’s IT arm rather than throughits previous channel within the Legal
department; implementation is to takeeffect in 2023. The purpose of this change
was to re-define our cybersecurity focus
by prioritizing identity and third-party risks.

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Governance

Environment

SocialAppendix

16

Environment

Environment
JetBlue has long been an industry leader in
identifying and mitigating climate-relatedrisks and proactively reducing impact
associated with our operations to preserve
our ability to operate and grow. Customers,
crewmembers and community are key to
JetBlue’s sustainability strategy. Demand
from these groups for responsible service
is one of the motivations behind changes
that help reduce our carbon output andoverall environmental impact.

Our Environmental Strategy
Our long-term goal is to achieve net zerocarbon emissions by 2040, and we aresetting clear targets and delivering with realaction along the way. Simply stated, we arefocused on decarbonizing our operations
to mitigate the many risks related toinaction from climate change posed toour company. To ensure progress toward
our ambitious goals, we have integrated
science-based environmental risks andopportunities into broader business goals
and decision-making processes.
As an airline, we have long recognized
the real climate impacts associated with

our flying, as a result of the technology
available today. Airplanes capable offlying the distances within our route map
require liquid fuels, and the sustainableaviation fuel (SAF) market is still early andemerging, requiring us to primarily use
fossil fuels to power our operation. We
also realize that as a high-emitting sector,
airlines possess increased risks related
to a warming climate, including possible
reductions in demand from customers,
carbon taxes and pricing, mandates for
SAF usage or reduced flying, extreme
weather disruptions, and fuel prices andavailability. To proactively mitigate theserisks and increase JetBlue’s sustainability,
we continue to set goals along with targets
that are often more aggressive than the
broader aviation industry.
Today, roughly 95% of our reported
emissions footprint are associated withthe production, transportation, andcombustion of jet fuel. While we take an ‘allof the above’ approach and pursue every
possible solution to safely and feasibly
reduce emissions, we primarily focus on
reducing our usage of conventional jet
fuel, given its outsized impact today. Weview the knowledge, logistical expertise,

Table of Contents

Governanceand relationships gained by proactively
decarbonizing to be a competitive
advantage, alongside increasing ourinvestments in decarbonizing solutions
through towards greener technologies andefficiencies.

Overall, our environmental strategy aims
to reduce our environmental impact while,at the same time, seizing opportunities
to position JetBlue as a sustainable,
responsible airline.

Our Levers to
Decarbonize•	Fleet Renewal. We are aggressively ordering new, fuel-efficient aircraft andsimultaneously retiring older, less fuel-efficient airplanes.
•	Fuel Optimization. We operate a cross-functional team focused on procedural andtechnological improvements to drive increased fuel-efficiency in our operations.
•	Sustainable Aviation Fuel. We are regularly flying on SAF that reduces lifecycle
emissions by roughly 80% today compared to conventional jet fuel and are constantly
seeking additional growth opportunities.
•	High Integrity Carbon Credits. For a portion of our emissions that cannot be avoided
by solutions more directly tied to our operation, we are sourcing high-integrity carbon
credits to fund nature and technology-based avoidance and removal projects.
•	Technology Partnerships. Primarily through our subsidiary JetBlue Ventures (JBV), we
support and invest in lower-emission aircraft technologies such as electric and hydrogen
aircraft and direct air capture technologies.

Environment

SocialAppendix18

Reaching Net Zero by 2040
In 2020, JetBlue became the inaugural
airline to join The Climate Pledge, cofounded by Amazon and Global Optimism,
and commit to achieving net zero carbon
emissions by 2040. This ambitious target, 10
years ahead of most other airlines and thegoals of the Paris Agreement, has driven
and shaped our environmental strategy
while setting our course for the road ahead.
In 2022, we received approval from the
Science Based Targets initiative (SBTi) for
our near-term emissions reduction target
on the path to net zero. With this target,
JetBlue set a goal to reduce well-to-wake(lifecycle) scope 1 and 3 greenhouse gas(GHG) emissions related to jet fuel by 50%
per revenue tonne kilometer (RTK) by 2035
from a 2019 base year. Aligned with SBTi
requirements, JetBlue will also regularly
review and update this target following any
significant change to JetBlue’s business or
structure.
Upon announcing our 2035 science-basedtarget, in 2022 we announced a refreshedstrategy illustrating our proposed pathand contributing factors to achieving
our 2035 and 2040 net zero goals. With
respect to our longer-term goals, SAF
is expected to be the key contributor tolarge-scale lifecycle emissions reduction,
which is highly dependent on availability
and costs of supply. Advancements inaircraft technology and fuel efficiency

represent the second-most significant
opportunity for emissions reduction. This
includes efficiencies from our transition
to newer and more advanced aircraft, theincremental improvements for aircraft
delivered in subsequent years, as wellas the potential for broader efficiency
improvements for next generation aircraft
yet to be developed, but anticipated to becommercially available by the late 2030s or
early 2040s. Procedural optimization via Air
Traffic Control (ATC) modernization led by
the Federal Aviation Administration (FAA)
and fine-tuning of our own operations
will also significantly contribute to further
emissions reductions. Finally, investing in
high-quality carbon removals and offsets
is expected to play a role in addressing
emissions we are unable to avoid. We arecommitted to prioritizing the lower-carbon
solutions within our operation first, to drive
down the need for carbon credits as muchas possible.

JetBlue Projected Emissions Reduction Pathway

It was for this reason we announced
the conclusion of our domestic andtransatlantic carbon neutrality initiative,
achieved through the purchase of carbon
offsets. We have long maintained thestance that carbon offsetting is a bridge
solution toward greater sustainability
efforts that directly reduce air travelemissions. We are proud to have voluntarily
offset more than 11M metric tons of CO2
emissions to date (EOY 2022) and arepleased by the progress in the availability

While JetBlue is committed to taking
leading steps to address our emissions,
it is critical to note the need for our many
partners to also step up to allow JetBlue
and the broader industry to meet our
respective goals. Given the necessary
advancements in technology underpinning
our goals, we simply cannot meet themalone. We are therefore committed toencouraging and supporting efforts
by aircraft and engine manufacturers,
governments, regulatory agencies, and fuelTable of Contents

Governance

Key External Dependencies
1. A
 ssumes SAF is cost-competitive withconvention jet fuel2. O EMs succeed in continued technology
improvements, including new engine andfleet designs

2050 Business-As-Usual Emissions
26% Fleet (Next Generation)

Net Zeroby 2040

3. A
 TC NextGen programs are rolled out
successfully

8% Fleet (Existing Generation)
7% ATC Improvements (NextGen)

SBT: 50% by 2035

3% Fuel Optimization

51% Sustainable Aviation Fuel

Offsetting
2020

2025

2030

2035

2040

of SAF that has allowed us to transition
our strategy away from the high-volume
purchase of carbon credits.

Environment

Social2045

5% Carbon Removals/Offsets
2050

suppliers to play an active role in helping
decarbonize air travel.
Through our planning, we consistently
analyze our fleet and route efficiency
to identify innovative opportunities for
improvement. Enabling continual fleet
improvements have allowed us to optimize
resource utilization and ultimately reducecarbon dioxide per available seat mile(ASM). Improved fleet efficiency aswell as growing procurement of SAF in
our program has allowed us to reduce
emissions per ASM and make progress
towards our emissions reduction goals.

Appendix19

Our Environmental Targets
Goals
Emissions

Progress, as if YE 2022

Achieve net zero carbon emissions by 2040, including highintegrity carbon offsets

In 2022, our Scope 1 carbon emissions were 8.3M metric tons of CO2. As our

flying returned post-COVID, fuel efficiency initiatives and SAF deliveries

have kept this number to lower than 2019 values. In 2022, we released our

In 2022, we improved
carbon emissions on
an intensity basis by
5.74% per available
seat mile (ASM) fromour 2019 baseline,
and by 8.05% from2015 levels.

decarbonization pathway with our expected plan to reach this goal.

Reduce aircraft emissions 25% per available seat mile(ASM) by 2030 from 2015 levels, excluding offsets

We achieved an 8.05% reduction in CO2 per ASM from 2015 levels. We are onpace to accelerate our reductions and achieve this target through planned

fleet changes (pending the extent of aircraft delivery delays), enhanced fueloptimization programs, and SAF commitments.
(New!) Reduce well-to-wake (lifecycle) Scope 1 and 3 GHG

Our emissions on an intensity basis (CO2e/RTK) decreased 2.94% vs.

emissions related to jet fuel by 50% per RTK (revenue tonne

our 2019 baseline. We released a public roadmap detailing our estimatedkilometer) by 2035 from a 2019 base year (science-based

pathway to achieve our respective targets.

target, validated in 2022 by SBTi)
Sustainable

Convert 10% of jet fuel to be from blended sustainable

While we didn’t define a blend ratio when originally setting this goal, we

Energyaviation fuel (SAF) by 2030

right-size our deliveries to a 32% blend ratio after being blended withconventional jet fuel, which is a typical blend percentage today. Of all jet
fuel we consumed in 2022, 0.25% was blended SAF, an increase of .04% from2021. We have multiple future looking SAF commitments that put us on paceto achieve our target and are continuously seeking new opportunities.

Convert 40% of our 3 most common owned ground service

As of YE 2022, 19% of these vehicles are now electric. Once BOS and EWR

equipment types (bag tugs, belt loaders, and push backs)

conversions are complete, we anticipate 35% of these vehicles will beto electric by 2025 and 50% by 2030

electric. We are evaluating additional conversion opportunities to meet ourgoals.

Waste

Table of Contents

Maintain at least an 80% recycling rate for audited

Our inflight crewmembers sorted and collected cans and bottles according

domestic flights

to our standard operating procedure on 93% of our audited domestic flights.

Eliminate single-use plastics within serviceware, where

We have continued to make substantial changes to our onboard product,

possible. Where not feasible, ensure plastic is recyclable.

detailed within a case study in this report.

Governance

Environment

SocialAppendix

20Environmental
Governance

Our ESG Subcommittee to the Governanceand Nominating Committee ensures
the Board is aware of JetBlue’s strategy
to address climate related risks andopportunities, among other ESG matters.
In 2022, the ESG Subcommittee met threetimes to discuss ESG topics most material
to JetBlue during the year, and a full,comprehensive update to the entire Boardof Directors was delivered in February.

Our Sustainability and ESG group leads climatechange risk and opportunity initiatives andperforms risk and opportunity assessments
related to possible emissions regulations on an
on-going basis.

Business Continuity andEmergency Response (BCER)

To execute our critical environmental work,
we employ a dedicated Sustainability
and ESG leader and team to oversee thesustainability efforts of our entire airline andkeep our leadership team and Board awareof climate related risks and opportunities
when developing targets, strategy,
performance, and budgets.

JetBlue’s Business Continuity & Emergency
Response Department is responsible
for preparing for, responding to, andrecovering from business interruption
events - including climate and weather
disasters as they relate to supporting the“three C’s:” crewmembers, customers andcommunity.

In 2022, in recognition of the elevatedimportance and cross functional nature ofdecarbonizing our business, we formed

a dedicated Sustainability Task Force tooversee and ensure the progression of all
decarbonization efforts, co-chaired by our
CEO and Head of Sustainability and ESG.
The Sustainability Task Force meets on amonthly basis, and our senior leadershipteam attends regularly. Our Sustainability
Task Force ensures continued progress
and alignment toward our ambitious
decarbonization targets, primarily
focused on:

Sustainability Task Force
Fleet

Air Traffic Control
Modernization

Fuel
Optimization

Sustainable
Aviation Fuel

Alternative
Energy Aircraft
and Technology

Table of Contents

Electric
GroundOperations

Offsetting Communications
and Messaging

GovernanceThe department’s planning focuses onrecovering data, information, operations,and processes in every essential
organizational function. BCER conducts
quarterly meetings with senior leadershipand department heads to review current
crisis events, including potential impacts
from climate and weather risks as well as
prepare for significant operational eventsand risks, integrating complications fromclimate change into standard business
continuity and business planning andtabletops. Therefore, the impacts ofclimate change are realistically woven into

Environment

Socialoperational concerns and not treated as astand-alone topic. The Board of Director’s
Audit Committee is briefed quarterly
on BCER efforts responses and offers
guidance on areas that may need deeper
focus. The department is broken down into
three specific areas:
Business Continuity. The BusinessContinuity (BC) Department focuses on theplanning and development of proceduresfor continuing JetBlue operations during
operational disruptions and corporate
crises. This includes the support to ourcrewmembers following a crisis.
Disaster Recovery. The Disaster Recovery
Department (DR) addresses how JetBlue
technology infrastructure, applications,and resources will be optimally recovered
after a disruption and in what order theseelements will be restored to support
the operational requirements of theorganization.
Emergency Response. The Emergency
Response (ER) Department maintains
compliance with the Aviation Disaster
Family Assistance Act of 1996 and IATA
Operational Safety Audit standards for
emergency response. This department
maintains JetBlue’s Emergency Operations
Manual (EOM) with a specific mandate
to ensure the provision of a swift andcompassionate response to an aircraft
emergency, at both the corporate andstation-level.

Appendix21

Operating an Efficient Fleet

Our investments in new next generation aircraft
are expected to increase fuel efficiency andreduce costs.
Our growing fleet of Airbus A321neo
aircraft are improving fuel economy byapproximately 20% per seat. Further,
JetBlue continues to take delivery of Airbus
A220 aircraft, reducing emissions by up to
35% per seat compared to the aircraft they
are replacing. To support fuel efficiency
and cost goals, JetBlue is accelerating theretirement of its Embraer E190 fleet, withthe final Embraer E190 aircraft scheduled
to exit the fleet in 2025 versus prior plans toexit the fleet by year-end 2026, expediting
the transition towards Airbus A220 aircraft
and fleet modernization plans.

In 2022, we took delivery of six Airbus A220
and two A321neo Long Range aircraftto support our network expansion andefficiency efforts. We also announced anagreement to exercise our option for 30
additional A220s, as well as the accelerated
retirement of our Embraer E190 fleet. Our
growing fleet of fuel-efficient aircraft
enhances our ability to expand our margins.
Since 2019, we have taken deliveries of
23 Airbus A321neos and 14 Airbus A220s.
Going forward, we expect to take deliveryof 62 Airbus A321neos and 86 Airbus A220s,
representing a substantial investment inmodernizing our fleet.

Meet the Fleet
We are proud to operate a young, fuelefficient fleet, and to continue to introduce
increasingly efficient aircraft into ouroperation, as detailed here:
New, Fuel-Efficient Aircraft
A321NEO

Past Orderbook
2021
2020

2022

A321neo High Density (HD) Deliveries

3

A321neo Low Density (LD) Deliveries

2

A321 Long Range (LR) Deliveries

2

3

6

7

7

2019
6

A321 Extra Long Range (XLR) Deliveries
A220-300

A220-300 Deliveries

1

Progress in 2022

12.8
years - averageage of fleet

Table of Contents

Governance

Environment

9retired aircraft
to date (leased
assets)Social8

new energy
efficient aircraft

35%

emissions reductions- from new efficient
aircraft by ASM

Appendix22

Reducing Fuel Burn

We continuously fine-tune our operation toensure adherence to fuel savings procedures
and reduce our emissions and costs.
Aircraft fuel continues to be one of thelargest expenses within the aviationindustry. Recent macroeconomic events
have clearly demonstrated extreme
volatility which we can neither control nor
accurately predict. Mitigating these riskspresents a challenge for any airline, but
we can still meet the challenge throughproactive and strategic investment in fuelefficiency programs.
Fuel Optimization Team (FOT)
Fuel optimization is our key priority, as we
aim to develop data-driven strategies thatcan minimize fuel consumption, reduce
costs, and in turn, promote sustainability.
While JetBlue has long operated a crossfunctional Fuel Optimization Team, in 2022,
JetBlue built out a full-time team of multiple
crewmembers who focus entirely on fuelsavings opportunities. Our core objectives
in 2022 revolved around the creation ofa dynamic and insightful fuel dashboard
to better understand and communicate
our fuel consumption, crafting effective
department-specific communications toincrease the success rates of fuel-savings
procedures already in effect such asutilizing ground power and air systems tominimize ground fuel usage, and meetingwith potential business partners to find

Fuel Efficiency Creates
Opportunities•	Promotion of single-engine taxi
without auxiliary power•	Improved ground power andpre-conditioned air hookup times
when aircraft arrive at gates•	Investments in ground power
infrastructure for use during
maintenance•	Reduction in over fueling due
to improvements in dispatchprocedures (reducing onboard
weight)Table of Contents

Governanceinnovative ways to optimize fuel.
With each team member bringing uniqueexpertise to the table, we have built acollaborative environment where ideas flow
freely, and we have dedicated resources topursue innovative fuel-savings solutions.
FOT strives to reduce our fuel footprint
through a series of initiatives and programson the ground and in the air, including:
Increasing Single Engine Taxi (SET) andSingle Engine Taxi without APU (SETWA)
availability and compliance. SET is in theprocess of becoming a Standard Operating
Procedure (SOP) for our A320/A321 fleet(it is already SOP for E190 and A220 fleet);
SETWA kits are increasingly being installedon A320 & A321ceo fleet, which will further
reduce burn during taxi by saving on APU
utilization (SETWA is already installed on
E190, A321neo, and A220 fleet).
Strategizing and integrating auxiliary
power units (APU). Our dashboard formonitoring ground power unit (GPU)utilization aids with increasing the useof ground and air power instead of jet
fuel powered APU immediately upon an
airplane’s arrival. Compliance with thispolicy is regularly monitored and stations
with equipment deficiencies are quickly
maintenances or provided with new air
hoses and collars for connection points
with the aircraft.

Environment

SocialReducing ‘fuel above planned’. For any
given flight, a flight plan is provided by our
Dispatch team, which includes a minimum
fuel load. The captain of the flight can add
additional fuel if they feel it necessary – anentirely safe and common practice. We doseek to target ‘over-fueling’ as it resultsin higher fuel burn to carry the additional
weight. We utilize a dashboard to track ‘fuelabove planned’ which aids in the preventionof patterns of over-fueling for routes or
stations.
Ensuring efficient routing, fuel planningand weight and balance management.
We were able to reduce total fuel loads byensuring the planned weight and actual
weight are more closely aligned. We arealso implementing FAA approved B043 andB044 Operations Specifictaions (OpSpecs)
which allows us to manage our planned fuelloads by adding more robust maintenanceand enroute planning procedures. Our
trained dispatch teams utilize OpSpecs aspart of their planning and tracking process.
Educating and executing action plans forfront-line operations. FOT works with our
Corporate Communications team to create
educational materials on the importance ofhooking up power and air and other safe,
fuel-savings procedures. Additionally, theSystem Chief Pilot regularly communicateswith the pilot groups on fuel optimization,
providing refreshers and notifications of
new procedures.

Appendix23

Transitioning to Sustainable
Aviation Fuel (“SAF”)

Regularly flying with SAF on our existing aircraftis the most impactful means for us to reduce
emissions rapidly and drive us towards a net
zero operation.
JetBlue began regular use of SAF in its
operations starting in 2020 with our partner
Neste out of SFO. In 2021, upon expanding
to purchase SAF from World Energy outof LAX, JetBlue became the first U.S.
airline to regularly fly on SAF from, at thetime, the two domestically available SAF
producers. While JetBlue is proud of thegrowing supply of regular usage of SAF in
its operation, we realize the volume flown
today is quite small, and are therefore
supporting a portfolio of emerging
suppliers with significant commitments forlarge volumes once they become available.
As of December 2022, JetBlue has five
public and active SAF partners for current
and future supply. Enabled by our ongoingofftake agreements with various business
partners, we are well positioned to achieve
our goal of converting 10% of our jet fuelusage to SAF on a blended basis by 2030,
though realize an incredible amount ofwork remains to reach this goal.

Today, we are regularly flying with SAF
within our operations, which reduces
lifecycle emissions by up to 80% per gallon
before being blended with conventional
fuel. We view the adoption of SAF as themost promising means for us to rapidly anddirectly reduce emissions in the aviationindustry and drive us towards a net-zero
operation.
Capable of being produced from a widearray of renewable sources such as
agricultural wastes and used cooking
oils—not fossil fuels— SAF is a typeof renewable fuel that exists today anddrops directly into existing aircraft andinfrastructure with no impact to safetyor performance. SAF can lower lifecycle
greenhouse gas emissions by roughly 80%
compared to traditional petroleum-based
fuels while reducing particle and sulfur
pollution.

Table of Contents

GovernanceAt this point in time, all SAF that iscommercially available for regular flying
is produced from wastes fats, oils, andgreases (FOGs), such as animal tallow
or used cooking oil, through the HEFA
refining process. HEFA-based SAF is
likely to remain a major supply of SAF in
the coming years, but it will eventually
be joined by others. There are multiple
potential feedstocks and technology
types being pursued by SAF producers,
both existing and future, which will be key
to growing and scaling SAF supplies.
While proven effective, additional support
for SAF is still needed to grow the market
and encourage the economies of scale
necessary to make SAF more widely
available and cost competitive withtraditional fuel sources.

Environment

SocialWhile we are pursuing all levers, critical tomeeting our goals is scaling SAF. Costcompetitive SAF at scale has the greatest
potential to dramatically reduce lifecycle
emissions associated with our operation.
Therefore, we are hyper-focused on
supporting and investing in promising
SAF projects and technologies as well
as vocally advocating for policies andactions across multiple stakeholders.
Even though SAF today remains in small
volumes and at significant price premium,our strategy has been to sign earlyand proactive contracts with multiple
partners and project types with the goalof realizing commercial benefits andregular SAF supply in the future.

Appendix24

In 2022, JetBlue announced three new
SAF deals. In April 2022, we announced
an agreement with Aemetis to supply
125 million gallons of SAF over a ten-year
term with a target start date of 2025. In
September 2022, we signed an intent topurchase 25 million gallons of SAF fromAIR COMPANY, an innovative carbon
technology company creating carbonnegative alcohols from fuels from CO2,
with a target start date of 2027. Our
Memorandum of Understanding with AIR
COMPANY comes on the heels of a direct
capital investment into the company’s
Series A funding round from our subsidiary
JetBlue Ventures. In December 2022, weannounced an agreement with Fidelis New
Energy for a supply of 92 million gallons of
SAF over a five-year term with a target startdate of 2025.

To date, our corporate partners havehelped us source roughly 1,173,370 gallons
of SAF and reduce 10,355 metric tonsof CO2e through the Sustainable Travel
Partners Program.

Since 2020, our ongoing SAF partnerships
include an offtake with Neste for ouroperation in SFO, and with World Energy
for our operation in LAX since 2021. While
our 2021 agreement with SG Preston has
been terminated, JetBlue will continue tolook at future SAF partnerships to growits SAF portfolio, with a particular interestin encouraging SAF in its Northeast focus
cities.

As we look forward to future SAF
purchase agreements, we are taking aportfolio approach to our contracted SAF
technologies, feedstocks, partners, andpricing structures - thereby reducing our
exposure to development or pricing risks.
This strategy increases the likelihoodthat we will receive a balanced, regular,
affordable supply of SAF as the market
scales.

SAF Partner

Delivery Date

Contracted Volume (Millions of Blended
Gallons of SAF Per Year)

World Energy

Currently Delivering

1.5 (2023)

Neste

Currently Delivering

1.3 (2023)

Shell

Targeting 2023 - 2025

1.7

AemetisTargeting 2025 - 2034

12.5

Gron

Targeting 2025 - 2029

9.2

AIR COMPANY

Targeting 2027 - 2031

5

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Governancecontributions are used to help cover
the difference in cost between SAF andconventional jet fuel - allowing us to‘upgrade’ more conventional jet fuel to
SAF and sending a signal that there isconsumer demand for more sustainable air
travel options.

Giving our Customers the Tools to Help
Scale SAF
In 2022, we signed a partnership agreementwith CHOOOSE, a climate tech company,as part of our ongoing focus in advancing
the use of SAF. By visiting https://jetblue.
chooose.today, JetBlue customers areable to join JetBlue in championing SAF
adoption through a dedicated climate
platform powered by CHOOOSE. The
platform enables customers to estimate
the CO2 emissions of their flights and thenaddress these emissions by contributing
to a fund dedicated to covering thecost premium of SAF as compared
to conventional jet fuel. All customer

Environment

Social“The call from our customers formore sustainable air travel has
only increased over the years.
We are proud of our industryleading commitments andactions but recognize reaching
our aggressive goals will require
the partnership and support ofmultiple stakeholders. With thisnew platform, customers are
now able to measurably reduce
the environmental impact of air
travel, as well as join their voiceswith JetBlue and our growing
list of partners as we work andadvocate for a more sustainable
future of aviation.”- Sara Bogdan, Director, Sustainability & ESG

Appendix25

Converting toElectric Ground Operations

Where feasible, we areconverting our Ground
Service Equipment(“GSE”) to electric,
helping us to minimize
our dependency on fueland reduce emissions
on the ramp.
In addition to our decarbonization efforts
in the sky, we also aim to reduce ourenvironmental footprint on the ground.
JetBlue continues to advance theelectrification of ground service equipment(GSE) as well as maximize electric groundpower and air systems for our aircraft tominimize our fuel use and emissions on theramp. We are committed to converting 40%
of our three most common owned GSE
to electric by 2025 (baggage tactors, belt
loaders, and push back tractors), and 50%
by 2030.

In 2019, JetBlue rolled out the largest
electric fleet of any carrier at John F.
Kennedy International Airport at the timewith 118 electric vehicles and continues toroll out electric ground service equipment(eGSE) at other airports including Boston
Logan, our second largest city, and Newark
Liberty International Airport.
Our Environmental Health and Safety
Team (EHS) serves as a focal point for the
decarbonization efforts of our GSE andintegrates sustainable emissions reduction
efforts while ensuring operational reliability
for customers. During 2022, JetBlue’s
EHS team successfully reduced the
GSE horsepower-weighted average of
NOx+HC EF (g/bhp-hr) (grams/brakehorsepower-hour) at LAX by over 42%
through a strategic initiative designed
to integrate eGSE and industry leading
low-emission equipment within ourcurrent fleet, in tandem with retiring
older models. This initiative has enabled
JetBlue to continue to perform its awardwinning service at LAX with an operating
GSE emissions average of more than 15%
below local requirements. Alongside thisenterprise, the team routinely seeks toexpand the eGSE program at LAX throughincreasing available electrification charging
infrastructure for all airlines.

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Environment

SocialAppendix

26

Environmental Health and
Safety and Environmental
Compliance

JetBlue’s Environmental
Health and Safety
Team (EHS) assists
with our strategy
and management ofsustainable practices
throughout ouroperations to minimize
our environmental
footprint while ensuring
the health and safetyof our crewmembers,customers and thecommunities we serve.

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Governance

Environment

SocialOur EHS program oversees theimplementation controls of environmental
health and safety integrity, dedicatedto proactively mitigating long-term
environmental risk across our entire fleet
and operations. Further, JetBlue’s EHS
team assists in managing regulatory
initiatives to meet emission reduction
targets across our network and surpassthem where feasible.
With anticipation of continued European
expansion to Paris (CDG) and Amsterdam(AMS) in 2023, the EHS team modeled asimilar approach with our prior expansion
to London (LHR and LGW) in order tounderstand European standards andexpectations to facilitate complianceobligations as appropriate. The EHS teamconducted a review of local airport andinternational regulations, aircraft safety
and maintenance related water excellence
objectives, and conferred statues inaccordance with EASA.
JetBlue is actively pursuing a fulcrum
Environmental Management System(EMS) program, pursuant to certificationaccording to IS0 14001 standards, withthe aim of driving performance againstsustainability standards for environmental
emissions, noise, water quality andAppendix

27

discharge, among others. In 2022, JetBlue
developed an environmental policy anddedicated oversight-workgroup to initiate
and expand the elements of an EMS.
This will allow us to document, analyze
and continuously improve environmental
practices that align with organizational
objectives. By laying the foundation for the
program last year, we aim to reach our goalof addressing the needs and expectationsof all our stakeholders, as they relate to theenvironmental impacts on our operations.
JetBlue is committed to deploying
an operational EMS that addresses
sustainability-related environmental risks
and opportunities to manage:•	the double materiality of environmental
challenges, those unique to our businessand our communities; andAmong our policies and management
procedures for maintaining quality healthand safety of our planes in the sky, ourEHS team also strives to deploy thesame scrutiny and compliance on the
ground. Our training and auditing programaims to identify potential safety risks,compliance with regulatory standards, andenvironmental efficiencies across manyof our facilities and largest focus cities. In
2022, we deployed a safety and compliance
audit program to several BlueCities, where
our team performed due diligence on
local environmental aspects potentially
impacting sustainable operations. The
outcomes from these programs offer
constructive feedback for any areas which
may confer risks to human health and thenatural environment.

•	environmental complianceresponsibilities and mitigation efforts
to maintain effective awareness andadherence with federal and local
regulations

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Environment

SocialAppendix28

Our 2022 Emissions Inventory
Fuel Type

ProducerAmount (neat gallons)Sustainable Aviation FuelWorld Energy

411,462

Sustainable Aviation FuelNeste

249,429

Conventional Jet Fuel

All Business Partners

842,398,635

Our SAF Procurement in 2022
• Neat SAF= 660,891 gallons (0.08% of total fuel)• Blended SAF at 32% blend = 2,065,284 gallons (0.25% of total fuel)
2019

2020

2021

2022

(tCO2e)(tCO2e)(tCO2e)(tCO2e)(tCO2e)Ground Fuel

13,121

15,431

9,016

11,04010,745

Conventional Jet Fuel

8,357,823

8,715,326

4,054,523

6,842,887

8,280,357

Subtotal

8,370,944

8,715,326

4,063,538

6,853,927

8,291,103

Indirect Energy(Scope 2)

Purchased Electricity

26,65625,94423,75825,94528,572

Subtotal

26,65625,94423,75825,94528,572

Indirect Other(Scope 3)

1. Purchased goods and services

168,597

2. Capital goods

139,980

Activity

Direct (Scope 1)

3. Fuel and energy
related activities

Total (tCO2e)

1,772,985

1,687,085

1,395,092

1,687,085

6. Business travel

50,847

8. Upstream leased assets

94,692
2,141,201

1,395,092

2,141,201

Sustainable Aviation Fuel (SAF)

2,079

1,394

2,079

Subtotal

2,079

1,394

2,079

4,915,431

8,276,357

10,462,955

Subtotal
Additional GHGs
Biogenic
Accounting

1,698,105

1,698,105

10,095,704

1,772,985

10,529,685

Emissions

2017

2018

2019

2020

2021

2022

YoY
YoY
2019-2022 2021-2022% Change % Change

tCO2e/revenue passenger
miles (000,000)

165.3

164.8

162.8

218.5

166.6

157.8

-3.1%

-5.3%

tCO2e/available seat
miles (000,000)

139.4

139.8

136.8

124.3

126.7

128.6

-6.0%

1.5%

Scope 1, 2, and 3
Emissions on an Intensity Basis

2018

Type of Emissions(tCO2e)Scope 1
Emissions on an Intensity Basis

Emissions

2017

2018

2019

2020

2021

2022

YoY
YoY
2019-2022 2021-2022% Change % Change

tCO2e/revenue passenger
miles (000,000)

199.5

198.8

196.4

264.3

201.1

199.1

1.4%

-1.0%

tCO2e/available seat
miles (000,000)

168.2

168.6

164.9

150.4

152.9

162.2

-1.6%

6.1%

CO2/1000 ASM
0.140

0.135

0.130

0.125

0.120
2015

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Environment

2017

2018

Social

2019

2020

2021

Appendix2022

29Advancing the
Future of FlightWith sustainability as one of our key investment
themes, we seek innovative business
opportunities for JetBlue that may acceleratepromising lower-carbon technologies and help
reach JetBlue’s sustainability goals.
Sustainability is one of the key investment
themes for JetBlue’s venture capital arm,
JetBlue Ventures (JBV). We invest in andpartner with early-stage startups improving
the travel, hospitality, and transportationindustries.
While we are pleased with the success our
Sustainability and ESG team has achieved
in its current strategy of expanding ourfuel-efficient aircraft fleet, streamlining
ground operations, and sourcing
sustainable aviation fuels, we realize wemust take additional steps to accelerate
sustainable travel technologies if we areto achieve our ambitious goals. To support
our sustainability strategy and targets, JBV

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Environment

Socialinvests in and partners with early-stage
technology startups improving the futureof travel and hospitality, including those in
the sustainable travel space. The JBV team
identifies investment opportunities that will
provide value in the near term and in thenext five, ten, or twenty years.
JBV focuses on investments that are in linewith its five investment themes: seamlesscustomer journeys; the reimagining of
the accommodation experience; nextgeneration aviation operations andenterprise technology; innovation in loyalty,
distribution, and revenue; and sustainable
travel.

Appendix30

JetBlue Ventures efforts to advance our shared goals
have already yielded several accomplishments insustainability including, as of 2022:•	Nine investments in direct sustainability technologies and three insustainability-adjacent technologies•	Committed as a TPG Rise Climate fund investment limited partner andmember of the TPG Rise Climate Coalition•	Active members of the Aviation Climate Taskforce organization alongwith the JetBlue Sustainability team and a community of other airlines•	Host of annual Sustainability and Tech Summit for thought leaders in theindustry

We see the initiatives JBV is undertaking
as another driving force behind our overallsustainability goals.
Investments in Emerging Technologies in
Sustainability
We don’t just wait for modern technologies
to emerge; we work to acceleratepromising sustainability technologies.
To date, JBV has invested in a number of
emerging technologies and innovative
companies in sustainability industries.

Table of Contents

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Environment

SocialAIR COMPANY•	AIR COMPANY is a carbon technology,
engineering, and design company basedin New York that creates products
for the future, out of the air. AIR
COMPANY’s products are created byusing their groundbreaking process to
produce impurity-free ethyl alcohol fromCO2.
•	JetBlue signed an agreement with theintent to purchase 25 million gallons of
the company’s AIRMADE™ SAF over 5
years.

Appendix31

Blue•	AIR COMPANY has been recognized
for its achievements by winning awards
including TIME Best Inventions, Fast
Company World Changing Ideas, theNASA CO2 Conversion Challenge, R&D
World’s R&D 100, and the Keeling Curve
Prize.

Avnos•	Avnos was founded in 2020 with thegoal of developing and deploying themost resource-efficient, geographically
flexible, and cost-effective technology
in the Direct Air Capture market.

•	Hybrid DAC (HDAC), their proprietary
direct air capture solution, inverts thewater paradigm. It produces water for
every ton of CO2 captured and uses
this water to further drive CO2 removal,eliminating heat consumption andreducing costs compared to other forms
of DAC.
•	Avnos has been awarded multi-milliondollar projects from the U.S. Departmentof Energy to demonstrate its HDAC
solution in the field, and from the U.S.
Office of Naval Research to pilot CO2
capture and e-fuels production.
EP Systems•	EP Systems is a leading provider ofhigh-voltage, high-power, certifiable,

and scalable power systems for highreliability applications in the aviationindustry. The company is an emerging
leader in energy storage and propulsion
industries providing solutions to markets
primarily in aerospace and defense, withadditional reach into automotive, marine,
and industrial traction.

•	Known for its expertise in developing
and implementing power integration
solutions that meet the needs of today’stransportation industry, EP Systems has
numerous battery systems currently
powering customer flight demonstrator
vehicles (e.g., NASA X-57, Bell Nexus,
Aurora Flight Sciences Pegasus,
Embraer Ipanema, and Boeing CAV).
•	The company’s growing list ofcustomers includes NASA, the FAA,
Boeing, Diamond Aircraft, Plana,
REGENT, Safran, Supernal and VoltAero.
Joby Aviation•	Joby is developing an electric vertical
take-off and landing (“eVTOL”) aircraftthat will be able to transport a pilot andfour passengers up to 150 miles while
producing zero operating emissions. It
became a public company in 2021.
•	The company’s aerial ridesharing
service, which Joby intends to launch

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Governancein 2025, will enable revolutionary ways
for people to move in and around cities
while reducing ground traffic congestionand carbon emissions.

•	Joby has signed a $55 million contract
extension with the Department of
Defense that includes the provision andoperation of up to nine aircraft, with thefirst two to be stationed at Edwards Air
Force Base by early 2024.

Rubicon•	Rubicon is working to help companies
offset their emissions with high integrity
credits. Their goal is to source andfund projects that lock away carbon
emissions and then sell the credits tocompanies.
•	Rubicon’s initial product, the Rubicon
Carbon Tonne (“RCT”), provides
customers access to proprietary setsof both nature-based and non-naturebased carbon credits. RCTs are backed
by an owned inventory of high-quality,
verified, broadly diversified carbon
credits which at launch amount to 20
million tonnes of CO2e.
•	In addition to a diversified product set
for enterprise-scale buyers, Rubicon
is developing a scaled financing
solution, Rubicon Carbon Capital, toEnvironment

Socialpartner directly with carbon credit
project developers to catalyze theimplementation of new carbon projects.

TPG Rise Climate•	A first of its kind fund, TPG Rise Climate
is the dedicated climate investing
strategy of TPG’s global impact
investing platform TPG Rise. It focuses
on funding de-carbonization within five
focus areas: Clean Energy, Enabling
Solutions, Decarbonized Transport,
Greening Industrials and Ag & Natural
solutions.
•	Of the $14 billion in capital committed
in investments via TPG Rise, morethan 50% ($7.2 billion) was in TPG Rise
Climate.

•	The fund has invested in 13 companies
to date and has more than 2,000
employees.

Universal Hydrogen•	Universal Hydrogen is a Los Angelesbased company focused on the
decarbonization of aviation by making
hydrogen a viable long-term fuelsource. They are currently building afuel distribution network that connects
green hydrogen production directly tocommercial aviation aircraft by using
modular capsules that are transported

Appendix32

Blue	using the existing intermodal freight
network, avoiding the need for costly
new pipelines and storage facilities.

•	The company’s mission is to advance thefuture of flight and make air operations
safer and more efficient for everyone.

•	Universal Hydrogen has beendeveloping hydrogen powertrain
conversion kits for legacy aircraft
since 2020 and aims to have its first
products certified and in service by2025, starting with a conversion kit forthe 72-passenger ATR 72-600 regional
airliner and then the Dash 8.

•	Their product is an assistant andplatform that aids pilots in planningand executing their missions. Beacon’s
software provides pilot assistanceand augmentation, flight debrief andplayback, live flight support, fleet
monitoring, route optimizations, and 3rdparty integration.

•	In February 2023, Universal Hydrogencompleted its First Taxi Tests and was
granted an Experimental Airworthiness
Certificate by the Federal Aviation
Administration. They successfullylaunched a 40-passenger regional
airliner using hydrogen fuel cell
propulsion in March 2023. The plane,
nicknamed Lightning McClean, flew for
15 minutes and reached an altitude of
3,500 MSL.

i6•	Founded in 2013, i6’s platform connects
stakeholders across all stages of theaircraft refueling process to improve
operational efficiency. The company’s
technology has the potential to expand
to adjacent markets such as military,logistics and retail. i6 technology
enables better management of fueling
operations with more accuracy, which inturn helps reduce costs and emissions.

Investments in Sustainability-AdjacentTechnology•	i6 has been deployed at over 150
international airports, including London
Heathrow, Amsterdam, Toronto Pearson,
Boston Logan International, Dubai
International and Bangalore.

Beacon AI•	Beacon AI is a California-based
aviation software technology company
specializing in the development ofadvanced AI systems to augmentcommercial and defense pilots.

•	The i6 technology is expected to saveairlines up to 201 kg of carbon dioxide
per flight. Savings are for long-haul

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Governanceflights and are based on a 5-yearcase study using baseline airline data.
The technology is currently in use at
JetBlue’s operation at Boston Logan
International Airport.

Tomorrow.io•	Tomorrow.io is a weather
technology company that helps theaviation industry make more informed
business decisions by predicting theweather and tracking long-term climatechange. Since our initial investment,
Tomorrow.io’s technology has
consistently delivered valuable returns
to JetBlue by minimizing operational
airport disruptions.
•	Tomorrow.io’s satellites will allow
countries to gain access to better
weather infrastructure without having
to build it from scratch. The company’s
mission is to help every person,
business, and government solve theirweather-related challenges.

•	Tomorrow.io’s technology is used in over
1,000 JetBlue flights a day and at over
100 airports globally.
Innovation WorkJBV regularly partners with JetBlue to
conduct 12-week “innovation sprints.” Thegoal is to uncover and connect relevant

Environment

Socialstartups to a specific business unit. In
2021, JetBlue Ventures worked handin-hand 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 wedo, and this sprint allowed our team theopportunity to explore the latest gamechanging ideas in the business.
At the beginning of the sprint, JetBlue
Ventures and the JetBlue ESG teaminvited a number of stakeholders fromacross JetBlue to participate in a day-longexercise, 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, JetBlue
Ventures sourced over 150 startups fromaround the world. Over the course of thenext several months, the working teamselected six that were emblematic of themost exciting innovation taking place in thefield. The end result was new partnerships
formed between JetBlue and innovative
start-ups in the ESG space.

Appendix33

Refreshed Carbon
Offsetting Strategy
High integrity carbon credits are likely tobe necessary for the aviation industry tomeet its ambitious sustainability goals.
While we are primarily focused on investingin and accelerating solutions more directly
within our operation such as SAF, fuelefficiencies, and alternative energy aircraft
technologies,
In January 2020, JetBlue announced
its plans to begin offsetting all of its
domestic emissions starting July 2020.
Despite the significant impacts of the
COVID-19 pandemic, JetBlue honored
this commitment through the retirementof carbon credits sourced from its threepartners Carbonfund.org, EcoAct, andSouth Pole. In developing this initiative in
2019, there was not yet access for regularuse of SAF in its operation, and JetBlue
viewed the purchase of carbon offsets as
an immediate climate action it could take.
The intention was always to ramp down
the volume of carbon offsets purchased
as lower-carbon solutions more directly
relevant to its operation became available.
At the end of 2022, we announced ourintention to retire and evolve the program,in recognition of the progress of the SAF
market and investment opportunities inlower-emissions aviation technologies.
Throughout the domestic carbon neutrality
program, JetBlue is proud to havevoluntarily offset more than 11 million metrictons of CO2 emissions.
We continue to see value in supporting
high-quality projects that truly remove
or avoid CO2 and deliver community
benefits such as improving local air
quality, introducing employment
opportunities, and improving biodiversityof local habitats. JetBlue therefore joined
Rubicon Carbon as a launch partner for
their innovative platform that delivers
trusted, enterprise-grade solutions forcarbon credit purchases. Rubicon Carbon
was developed to deliver greater scale,confidence, and innovation across all
facets of the carbon markets and meetthe growing demand for high-integrity
emissions reduction solutions. In addition,
we also joined Business for Social
Responsibility’s Business Alliance to Scale
Climate Solutions (BSR BASCS) as thefirst airline member to open opportunities
for investment, policy influence anddiscussions with other corporations andNGOs/IGOs in aligned messaging around
scaling climate solutions. We expect tocontinue to engage in the carbon offsetting
space to help promote a market of highquality, additional, affordable carbon
credits exist to help achieve our goals.

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SocialAppendix34

Opportunity Creation
Through Industry
Collaboration
Through our many SAF
partnerships with corporate
customers, we are working
to both give our businesstravel customers thesustainable solutions they
are seeking and enable
JetBlue to source more SAF
than we could have alone.
We see tremendous opportunity in close
collaboration with key stakeholders, tobring our respective expertise together andfind creative and innovative solutions.
Sustainable Travel Partners
As the world of business travel has evolved,
in addition to the growing nature of remote
work and gatherings, many of JetBlue’s
corporate partners set their own emissions
reduction goals – which often include theirbusiness travel emissions. Many of ourcorporate partners asked us how we canwork together to reduce the emissions
associated with their necessary businesstravel. JetBlue recognized this need.

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Environment

SocialIn 2022, JetBlue launched its JetBlue’s
Sustainable Travel Partners (JSTP)
program, a partnership program with its
business customers seeking to further
engage and reduce the environmental
impact of their business travel with JetBlue.
The program offers a new suite of solutions
to help corporate travel customers reduce
their business travel emissions and meettheir own corporate sustainability targets.
JetBlue has a long history of taking
meaningful and measurable steps in
reducing aviation’s contribution to climatechange and in launching this program, wewere able to invite our corporate partners
to join in this mission.
The Sustainable Travel Partners program
offers corporate partners the following
resources:•	Business travel emissions reduction
through the offering of JetBlue
generated SAF certificates•	Complimentary carbon offsetting on all
domestic flights operated by JetBlue(2H 2020 through 2022)•	Personalized travel data and analysis formore accurate emissions reporting•	Consultation and tools for custom
planning and target-setting to support
in making more sustainable travel
decisions

Appendix35

Through the purchase of SAF certificates,
JetBlue customers can directly andmeaningfully reduce their business travelemissions and allow JetBlue to source SAF
beyond what it planned for alone. Businesstravel emissions, categorized as Scope 3
emissions, are indirect emissions to whichcustomers are not directly responsible but
exist within the value chain. By purchasing

SAF certificates, our corporate partners
may reduce their estimated carbon
footprint, while helping to cover the costpremium of SAF that exists today - thereby
growing the share of SAF JetBlue is able
to source. Further, this program helps tostimulate the emerging SAF market that is
critical for the aviation industry to reach its
net zero goals.

Since launching the program in early 2022, a
growing list of sustainability-focused organizations
have taken advantage of JetBlue issued SAF
certificates to help source over 1.2 million gallons of
SAF combined, equating to an estimated savings of
11,005 MT CO2 emissions.
In April 2021, Rocky Mountain Institute(RMI) and Environmental Defense
Fund (EDF) announced the creative ofSustainable Aviation Buyers Alliance(SABA). SABA was launched in April 2021
to bring together aviation customers
committed to reducing their air transport
emissions through investment in high-integrity SAF. In November 2021, JetBlue
joined as a founding member of theAviators Group alongside three otherairlines, sending an even stronger demand
signal to drive greater SAF production,
price reduction and technologicalinnovation.

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SocialAppendix36

Announced in April 2023, JetBlue waschosen as the sole airline partner toparticipate in SABA’s first SAF offtake with
its corporate partners, which served as
the aviation industry’s first ever collective
purchase of SAF certificates. Acrossmultiple partners in this first purchase,
JetBlue provided SAF certificates fornearly 850,000 gallons of high-integrity SAF
secured from World Energy, reducing an
estimated 8,500 tons of CO2 on a lifecycle
basis.

fostering these partnerships to combine
expertise, gain diverse perspectives
and grow our own knowledge, andsubsequently help produce lower-carbon
aviation technologies to make progress
toward sustainability goals.
Partnerships with Like-Minded
Organizations
To meet our ambitious sustainability

targets, we know collaboration acrossall key partners will be critical – including
aircraft and technology manufacturers,
fuel providers, governments, financecommunity, and other airlines.
Aviation Industry Climate Commitments
In addition to serving as CEO of JetBlue,
from November 2020 through June 2022
Robin Hayes served as the Chair of theThrough partnerships such as SABA,
JetBlue has been able to retain and engage
our corporate customer base, while
simultaneously driving forward the SAF
market through thoughtful, collaborative
discussions working to grow the SAF
market. For example, registries for SAF
certificates are now being developed
across multiple stakeholders, with thegoal of recording key data related to SAF
production and deliveries and ensuring
traceability and transparency of SAF
transactions. JetBlue is committed toTable of Contents

Governance

Environment

SocialBoard of Governors of The International
Air Transport Association (IATA), the airline
industry’s global trade association madeof over 300 member airlines. In Robin’s role
guiding the global trade association, he
worked with other airline CEOs to elevatesustainability within the agenda. Supported
by Robin’s leadership, in October 2021 IATA
announced a commitment to achieve net
zero carbon emissions by 2050, alignedwith the Paris Agreement goal to limit global
warming to well below 2°C. To accompany
this announcement, the industry released
a comprehensive plan and set of key
milestones to grow lower-carbon aviation
technologies. This commitment builds onthe commitment of U.S. carriers to achieve
net zero by 2050 announced in March 2021
via Airlines for America (A4A) and to makethree billion gallons of cost competitive
SAF available in the U.S. by 2030. It is rarethat an entire industry comes together to
set a voluntary target, and the leadershipof Robin and all IATA Board of Governors
CEOs helped enable this significant
achievement.

Appendix37

Reducing Onboard Waste

By upgrading our products, andsubsequent packaging, we arecontinuously reducing the amountof waste we bring on board while
reducing costs.

We launched our domestic onboard recycling program in2013, introducing a policy for our inflight crewmembers tosort and recycle bottles and cans for all domestic flights,
where safe and feasible. We also regularly review the
products served onboard to increase sustainability, in both
Mint, our premium cabin, and Core, our economy cabin.

Reducing onboard waste is another layer in which we aim
to enhance sustainability within the inflight experience andcontinue to make progress on our waste-related targets:

Goal

Progress, as of YE 2022

Waste
Eliminate single-use plastics
within serviceware, where
possible. Where not possible,
ensure plastic is recyclable

We have continued to makesubstantial changes to our onboard
product

Maintain at least an 80%
recycling rate for audited
domestic flights

Our inflight crewmembers sorted andcollected cans and bottles on 93% of
our audited domestic flights

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SocialAppendix38

Changes to products in 2022
•	Network-wide, our EatUp Café Salad is now
provided in plastic-free packaging•	We’ve converted some of our onboard
materials such as stir sticks and other cutlery
to be sourced from sustainable materials, suchas agave, bamboo and natural polymer, rather
than plastic•	We’ve focused our attention to waste
reduction by pouring some of our onboard
beverage products like orange juice fromcartons rather than providing an entire can
As part of our ongoing recycling efforts, we’ve
continued to implement the following:•	Our napkins served network-wide not only
undergo a non-chlorine process but are also
made from 100% recycled material and 60%
post-consumer waste•	We partner with Dig to bring vegetableforward menus to the JetBlue Core experience
to London. The meals are made with mindfully
sourced ingredients, cutting down on theemissions during food shipping. One of thethree hot main options is always vegan and, on
most menus, at least two of the three sides arealso vegan•	When we launched our flights to London, we did
not want to offer “peel and reveal” meals, so weinvested in reusable dishes and lids for our Core
meal service. This makes us one of the only airlines in
the industry that does not use single use containers
for complimentary economy cabin meal service•	The amenity kits we offer on our transatlantic flights
are packaged within a reusable and resealable
silicone bag, that can be used to store food andproducts

JetBlue & gateretail transitioned to plastic-free
EatUp Café salad packaging in November 2022.
Since then, we’ve:• Removed 70,000 plastic jars from flights•	Eliminated 8,000 pounds of plastic jars and lids
from entering landfills•	Network-wide, the box design of our Buy-Onboard
EatUp boxes were changed to no longer needplastic wrap
•	We recently redesigned the pillows and blankets
offered within our Mint cabin, which are washed,sanitized and reused, and packaged in reusablefabrics rather than plastic packaging. In Core,
blankets are also packaged without plastic
wrapping and instead have a recyclable belly band•	The Mint amenity kits are made from recyclable
kraft paper with contents curated by Wanderfuel,a female-run wellness company that sources itemswith recycled or compostable packaging

Removed the outer plastic wrap from EatUp
boxes in May 2022. Since then, we’ve:• Loaded 760,000 plastic-free boxes onto flights•	Eliminated 510,000 ft2 of plastic wrap fromentering landfills•	Mint cabins network-wide use reusable cutlery,dishes, and mugs, served on a reusable andwashable tray, thereby reducing waste from
disposable products

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SocialAppendix39

PHYSICAL RISKS ASSESSMENT

Climate-Related Risks andOpportunities
Identifying Climate-Related Risks
To identify and track climate risk, JetBlue
incorporates consideration of the topic into
multiple enterprise-wide general systems:

RISK
TYPE

DESCRIPTIONOF RISKPOTENTIAL
IMPACT

TIMEFRAME

MITIGATION STRATEGY

ACUTE

Extreme
Weather

Extreme weather, such as
excessive heat and cold
temperatures, may have a direct
impact on our operations by
preventing, delaying, or altering
activity both in the sky and on
the ground, creating adverse
effects including subsequentcosts and impacts to revenue.

Short to longterm

We proactively engage with airports
on resiliency efforts, hurricane season
preparedness procedures and flight dispatch
flexibility.

•	Enterprise Risk Management. The Audit
department coordinates enterpriserisk management efforts to mitigate
identified strategic risks, including thosefrom climate change.

Each year we conduct both summer andwinter readiness trainings along withtable-top exercises on preparedness led by
Support Operations Center and BusinessContinuity and Emergency Response Teams.
These trainings and sessions drive efficiency
by aligning our leaders to pre-emptive
protocols which, in turn, enable us to recoverquicker during incidents of extreme weather.

•	Business Continuity. The BusinessContinuity department develops crossdepartmental plans and exercises in
conjunction with the Crisis Management
team.

We are constantly assessing and updating
our use of technology to expand intellectual
mitigation and response capabilities,
supporting our ability to better manage
extreme weather occurrences. For example,
we’ve recently acquired and launched a newtechnology platform to assist with acutetime predictions of incoming storms to makeroute planning decisions within a closer timeframe. Efficient and more precise calculations
enable us to avoid unnecessary changes
and the least amount of disruption to ouroperations.

•	Climate Scenario Analysis. Outcomes of
the climate scenario analysis, conductedby a third-party, are communicated to
the wider business through the ESG
team.
•	Regulatory Risk. We actively participate
in regular meetings held by our tradeassociations to monitor, advocate,and plan for reasonable climatechange regulation. JetBlue does notinstinctively or immediately oppose
climate regulation. We have supported
physically and financially viable climate
regulation.

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SocialAppendix40

PHYSICAL RISKS ASSESSMENT
RISK
TYPE

DESCRIPTIONOF RISKPOTENTIAL
IMPACT

TIMEFRAME

MITIGATION STRATEGYCHRONIC

ClimateChangeClimate change has the potential to create long-term
industry and business implications. While JetBlue
actively seeks climate-related solutions, such as
advocating for and driving greater investments insustainable aviation fuel (SAF), our products andservices, along with those of our peers, are susceptible
to wider climate impacts out of our control.

Short to longterm

In 2021, we developed a climate risk scenario analysis to identify the most vulnerable
assets and geographies within our network. In response, we continue to proactively
build programs and solutions where we can more intimately mitigate the long-termrisks of climate change while seizing and investing in opportunities to help support
our operations.

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Governance

While climate change has an impact on our own assets and people, we also recognize
the impacts on the communities we serve and what that means for our business. We
believe it is critical to be part of the prevention and recovery efforts of our BlueCities
that are prone to and currently experiencing climate change. When communities
are impacted by interrupted infrastructure, resources and supplies, we are also
challenged to get flights back up and running, among other controls. Therefore, weorganize recurring discussions and planning sessions with internal support centers
as well as participate in external partnerships and organizations to help with thoserecovery efforts and long-term solutions.

Environment

SocialAppendix41

TRANSITIONAL RISKS ASSESSMENT
RISK
TYPE

POTENTIAL
IMPACT

TIMEFRAME

MITIGATION STRATEGYCURRENT AND
EMERGING
REGULATION

Regulations currently proposed in the US and in Europe are increasingly aimed
at addressing climate change through compliance cost measures. Theseemerging risks have the potential to impose carbon pricing mechanisms,
including possible carbon taxes and SAF mandates, in addition to litigation
costs related to increased scrutiny of greenwashing and/or failure to mitigate
or adapt to climate change.

Medium term

We are constantly tracking emerging environmental regulations related to aviation
globally. Where we see relevance to JetBlue, we often voice our perspective topolicymakers or within our industry trade associations.

Financial risks include complying with both existing and emerging emissions
schemes and carbon taxes, both domestically and in new markets we may fly
to. There are additional compliance risks with upcoming federal rules, suchas the decision for public SEC disclosure of emissions. Additionally, litigation
related to “greenwashing” or similar claims may arise given the long-term
nature of our decarbonization commitments and strategy.

To address the risk of regulatory emissions schemes, we are proactively setting
multi-year contracts for low carbon services such as sustainable aviationfuel (SAF), which is eligible for CORSIA compliance, and verified carbon
offsets. Forward thinking efforts will help to minimize future compliance costs.
Additionally, we are preparing for an increase in costs associated with CORSIA
compliance beginning in 2024 and are proactively thinking through long-term
offset offtake opportunities.
We adhere to best practices for climate-related disclosures, and we’ve beenreporting on SASB metrics since 2016 and TCFD since 2017. We publish ourgreenhouse gas inventory annually as well as verify with a third-party verifier.
Although this is not regulated today, we are prepared to comply with the proposed
SEC rule, for which TCFD and emissions reporting is the basis for.
Due to the long-term nature of our commitments and the associated potential
risks in litigation related to “greenwashing” or similar claims, JetBlue recognizes
the importance of transparency and integrity when communicating or
sustainability strategy and commitments. Our sustainability communications arereviewed to provide comprehensive context and information and we follow bestpractices for sustainability communications.

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SocialAppendix42

TRANSITIONAL RISKS ASSESSMENT
RISK
TYPE

POTENTIAL
IMPACT

TIMEFRAME

MITIGATION STRATEGYTECHNOLOGY

Supporting the transition to a low carbon economy
increases likely costs associated with the purchase of
new aircraft, SAF price premiums over conventional
jet fuel, and the transition to other lower carbon
technologies.

Short to longterm

JetBlue has a large order book of future aircraft, mitigating the risk of potentially higher costs as incrementallymore efficient planes become available. We’ve committed to introducing over 140 new fuel efficient aircraft
across new aircraft types through our contractual order book, which will bring significant improvements in perseat emissions. As older aircraft are retired, the more efficient aircraft will replace them and also accelerate us
towards our lower emissions goals.
JetBlue is also mitigating the risk of high SAF premium costs through a portfolio of early and proactive SAF
purchase agreements, as well as partnering with multiple partners, including corporate customers, to findcreative means of funding additional SAF.
JetBlue continuously investigates solutions to mitigating climate risk exposure and introducing new formsof lower-carbon technologies and innovations. Our subsidiary JetBlue Ventures (JBV) invests in technology
focused on advanced methods of measuring and reducing emissions, improved environmental protections, andgame-changing transportation solutions. Some of JBV’s sustainability investments include Universal Hydrogen(UH2), Joby Aviation, AIR COMPANY, and many others. Beyond the financial contributions JBV offers its
portfolio companies, JetBlue also partners with them to offer expertise and learn from each other to accelerate
progress.

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SocialAppendix

43

TRANSITIONAL RISKS ASSESSMENT
RISK
TYPE

POTENTIAL
IMPACT

TIMEFRAME

MITIGATION STRATEGYMARKET

Market risks to JetBlue include decreased revenue with potential business orindividual customers related to sustainability concerns. Additionally, supply ofsustainable aviation fuel is limited despite the ever-increasing demand for the
lower-carbon alternative.

Medium to longterm

JetBlue is consistently monitoring customer demand and expectations. Asinterest in sustainable travel has increased, we have taken meaningful steps todecarbonize our business, as well as communicate this work to our customers andoffer new tools enabling them to increase the sustainability of their travels. We
stay engaged with new and repeat customers and embrace new opportunities towork together, positioning our programs to serve changing customer preferences
and reduce impacts from shifting markets.
JetBlue has a history of signing early and proactive SAF deals to lock in supply ina constrained environment and secure strong commercial terms. We are proud
to be the first US airline to fly regularly using both available producers of SAF asof December 2022 and proactively take on new suppliers of SAF with multi-year
contracts.
For business customers concerned about their flight emissions, we havedeveloped our Corporate Sustainable Partners Program. The partnership provides
tools to help reduce scope 3 business travel emissions through SAF certificates
and transparency into generated emissions. SAF certificates help fuel JetBlue
flights and help support the purchase of high-integrity SAF. This collective SAF
purchases also strengthen the signal aviation companies and corporations are
sending to the SAF market.

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SocialAppendix

44

TRANSITIONAL RISKS ASSESSMENT
RISK
TYPE

POTENTIAL
IMPACT

TIMEFRAME

MITIGATION STRATEGYREPUTATION

Public concern around aviation’s climate impact or reputational damages due
to failures in taking meaningful steps toward its sustainability goals may resultin lost revenue and flight demand.

Short to longterm

To mitigate reputational risk, we continue our history of strong corporate
citizenship in the communities we serve. This includes being one of the few airlines
to commit to net zero by 2040, ten years ahead of the broader industry; one of thefirst global airlines to set an science-based target, approved in 2022; the first US
airline to fly using both available producers of SAF as of December 2022; the firstairline to execute a sustainability linked loan; and the first airline globally to report
via SASB and TCFD.
In addition to our achievements, we work diligently to continue our sustainability
efforts and communicate them to all relevant stakeholders, as described in theEnvironmental Section within this report.
We also work to engage with customers to collaborate on sustainability efforts. In
2022, we introduced new opportunities to engage with customers by partneringwith CHOOOSE and providing customers the ability to contribute to JetBlue’spurchases of SAF.
To further share our efforts, we publish an annual Environmental, Social, andGovernance (ESG) Report, which include details on our initiatives, progress on
our targets, board oversight on ESG topics, cross-departmental collaborations
for ESG initiatives, a third-party verified greenhouse gas inventory, and SASB and
TCFD metrics.

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SocialAppendix

45

Climate-Related Opportunities
Potential opportunities arising from climate change are asplausible as risks, yet they tend to be overlooked by both issuers
and investors. At JetBlue, consideration of climate change may
increase both our resiliency and competitiveness. The following
table shows the most material opportunities we have identified

OPPORTUNITY
TYPE

DESCRIPTION
OF IMPACTTIMEFRAME

MITIGATION & ADAPTATIONSTRATEGYRESILIENCE

Improved asset mobility drives the potential for costs reductions
and gains in operational efficiency.

Short to longterm

JetBlue’s point-to-point system is the foundation of our operational structure,with 93% of our routes touching at least one of our six focus cities. This structure
allows us to optimize costs as well as accommodate customers’ preference for
nonstop itineraries. A vast majority of our operations are centered in the heavily
populated northeast corridor of the U.S., which includes the New York andBoston metropolitan areas. By featuring more direct point-to point flights, we
increase our ability to handle major weather events, compared to the hub-andspoke model our competitors use.

PRODUCTSANDSERVICES

Investing early in greener products and services enables a morecompetitive aviation industry while appealing to growing demand
from customers. These elements drive increased revenue
whereby satisfying those opportunities.

Short to longterm

JetBlue is recognized as a leading airline in sustainability, thanks to its early andambitious actions and commitments. We seek to maximize this opportunity bycontinuing to invest in and promote our sustainable activities to our customers,
thereby potentially satisfying and/or growing our customer base. We also view
our long-standing relationships with multiple SAF providers as an advantage
as we seek contract renewals and new opportunities, given the knowledge andrelationships formed, ideally translating into improved commercial terms.

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SocialAppendix46

OPPORTUNITY
TYPE

DESCRIPTION
OF IMPACTTIMEFRAME

MITIGATION & ADAPTATIONSTRATEGYRESOURCEEFFICIENCY

Investments in a more efficient fleet, drives lower fuel costs andefficiencies while providing better products for customers

Short to longterm

JetBlue has long focused on operational fuel savings, that deliver bothemissions and cost benefits. JetBlue operates a young, fuel-efficient fleet,with a large order book of new aircraft. In 2022, we rolled out a full-time Fuel
Optimization team, with crewmembers dedicated to finding opportunities tosave on fuel consumption, contributing to our measured improvement in fuelefficiency on an intensity basis. In addition, JetBlue Ventures reviews and invests
in technologies that might advance fuel efficiency.

ENERGY
SOURCE

Investments in sustainable energy sources, specifically SAF, at an
early stage creates leverage to take advantage of supply costs
and a diversified energy-sourcing strategy

Short to longterm

JetBlue first began flying regularly using SAF in 2020 and has since grown
its SAF both in the operation and through contracted SAF for future delivery
each year since. By being an early actor in SAF procurement, JetBlue sees
opportunity and strategic benefit from its understanding of the SAF market,
having locked in favorable pricing and supply in a constrained environment, andan understanding of logistics and SAF contracting. In addition, JetBlue Ventures
is reviewing SAF companies for potential investments to help grow and benefit
from promising emerging SAF technologies.
Outside of SAF, JetBlue is investing in a fleet of electric ground support vehicles
across its airports. These vehicles not only deliver environmental benefits, butalso crewmember benefits and financial benefits as their operating costs are
significantly lower than gasoline and diesel versions. JetBlue Ventures has also
invested in alternative energy aircraft technologies including hydrogen andelectric, thereby forming strong relationships with emerging leaders in the spaceand setting up the opportunity for a return.

REPUTATION

Consumers are increasingly demanding more sustainableproducts and services in tandem with greater transparency into
environmental risks and opportunities. By satisfying these newopportunities enables competitive participation and reduces
reputational risk.

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Short to longterm

JetBlue is recognized as a leading airline in sustainability, thanks to its early
and ambitious actions and commitments. We seek to minimize any risk to our
reputation by continuing to invest in and promote our sustainable activities toour customers.

Environment

SocialAppendix47

OPPORTUNITY
TYPE

DESCRIPTION
OF IMPACTTIMEFRAME

MITIGATION & ADAPTATIONSTRATEGY

MARKETS

Proactive investments in environment-oriented opportunities
across products and services, and throughout the supply
chain, improves better operational alignment to a lower-carbon
economyShort to longterm

Through our subsidiary JetBlue Ventures, which partners closely with the
Sustainability and ESG team within JetBlue, we have created investment
opportunities and have so far, a portfolio of 10 direct sustainability-relatedcompanies that exhibited promising, disruptive technologies.
In executing the airline industry’s first sustainability-linked loan, JetBlue is able toreceive financial benefit as a result of its ever-improving ESG performance.

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SocialAppendix48

Investment Into Climate
Research And Development
JetBlue continuously investigates means of mitigatingclimate risk exposure and introducing new forms of lowercarbon technologies and innovations. The table below
details some of the investment opportunities acrossthe short, medium, and long term. Since 2020, we’vestrengthened the focus on sustainability with our subsidiary
JetBlue Ventures, who led the investments in alternative
energy aircraft companies detailed within the New
Technology section below.

CLIMATERISK/OPPORTUNITYITEM

DESCRIPTIONTIME PERIODTIME FRAME
OF INVESTMENT RETURNRESILIENCE

Focus cities

Further investment in diversifying our operations to allow for better asset mobility

Ongoing to long term

1-3 years

IMPROVED PROCESS FOR
IDENTIFYING CLIMATE RISKS& OPPORTUNITIESClimate Risk
Scenario
Analysis

Modeling to test resilience to climate change

Short term

N/A

NEW TECHNOLOGY

Joby
Aviation

Developing regional electric eVTOL aircraftLong term

Please see even more investments throughJBV discussed earlier in this report

Universal
HydrogenCarbon-free aviation fuel alternative

Long term

Please see even more investments throughJBV discussed earlier in this report

High-Integrity
Carbon Credits

Voluntary emissions offsets

Ongoing

Please refer to the “Refreshed Carbon
Offsetting Strategy” section within thisreport for more information

CARBON OFFSETTING

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SocialAppendix49

CLIMATERISK/OPPORTUNITYITEM

DESCRIPTIONTIME PERIODTIME FRAME
OF INVESTMENT RETURNEMISSIONSMITIGATION

New engine option(NEO) aircraft

New engine technology: Fuel efficiency

Short to medium term

Fuel savings immediate, aircraft

Airbus A220 aircraft

New fleet: Fuel efficiency

Short to medium term

Fuel savings immediate, aircraft

Sustainableaviation fuelLower carbon intensity fuel on a lifecycle basis

Medium term

N/AElectric groundservice equipment

Lower carbon intensity ground equipment

Short term

2 years

Operational
fuel efficiency
programs

Increased flight and fuel efficiency measures within our operations

Ongoing to long term

Please refer to the “Reducing FuelBurn” section within this report for
more information

Electric groundpower and air units

Powering aircraft at gates and remote locations without jet fuel (APU)

Short term

2 years

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SocialAppendix50

Climate Scenario Analysis
In 2021, we released our first climate
scenario analysis, with the purpose of
attributing a financial value on climate
related risks and opportunities facing
JetBlue. We assessed our assets on thebasis of transition risks (carbon pricing,

litigation, technology, reputation, andmarket); physical risks (temperature
extremes, coastal flooding, drought,
wildfire, tropical cyclone, water stress,
and fluvial flooding); and opportunities(resource efficiency, energy source,

products and services, markets andresilience).
The chart below represents potential
revenue at risk in a scenario of inaction.
We do not consider the modeled annual

average loss an inevitability, but rather aworst-case scenario which we will work to
avoid. We expect to refresh our analysis forthe 2023 ESG report.

RISK

CAUSE OF FINANCIAL IMPACT% OF ASSETVALUE AT RISKMODELED ANNUAL AVERAGE
LOSS (2030)

CARBON PRICING

Regulatory compliance costs

5%$222.5M

TEMPERATURE
EXTREMESBusiness interruption

1.8%$117.6M

COASTAL FLOODING

Business interruption

1.4%$13.1MTECHNOLOGY

New technology reduces competitiveness, production efficiency, or demand

.12%

$5.8M

REPUTATION

Negative perception affecting consumer demand, shareholder
value, employee costs, and supplier costs

.09%

$4.1M

MARKET

Supply and demand changes in a lower carbon economy

.08%

$3.6M

LITIGATION

Facing increasing costs to defend against climate related litigation

.02%

$1M

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SocialAppendix51

OPPORTUNITY

DRIVER OF FINANCIAL GAIN

MODELEDANNUAL GAIN

% OF
RELATIVE REVENUE GAINPRODUCTS ANDSERVICES

Improve competitiveness amidst shifting consumer and producer
preferences$13.6M.29%

ENERGY SOURCE

Potential energy savings from shifting to low emission energy sources$10.3M.23%

RESOURCE EFFICIENCY

Optimize costs by improving efficiencies and materials management

$6.7M

.16%

RESILIENCE

Adaptive capacity to respond to climate change to better manage risks andseize opportunities

$3.9M

.08%

MARKETS

Proactively seek opportunities in new markets to be better
positioned in a lower-carbon economy

$3.4M

.07%

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SocialAppendix52

SocialSocialJetBlue understands the sustainability of our business depends on a skilled,
engaged, motivated and diverse workforce. We strive to incorporate theneeds and desires of our crewmembers and the communities we serve as
the driving forces and key motivations for embodying our values of safety,
caring, integrity, passion and fun.

Our Social Targets

LEADERSHIP
DIVERSITY

Our Social Strategy
We believe our success depends on crewmembers delivering an optimal
JetBlue Experience both in the sky and on the ground. One of ourcompetitive strengths is a service-oriented culture grounded in our fivecore values, along with a highly productive and engaged workforce, which
enhances customer loyalty. Our goal is to hire, train, and retain a diverse
workforce of crewmembers equally committed to our mission of inspiring
humanity.
BUSINESSPARTNERENGAGEMENT

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Governance

PROGRESS

GOAL
Double our race and ethnic minority
representation at the officer and director
level, from 12.5% to 25% by 2025

Our race and ethnic minority representation
at the officer and director level remains at
14.8% yet we are aiming to increase diversity
at this level in 2023

Increase our female representation at
the officer and director level, from 32%
to 40% by the end of 2025

Our female representation at the officer
and director level remains at 31.6%

Engage with 80% of top active
business partners by spend on ESG
principles within the Business Partner
Code of Conduct by 2023

On pace, with work ongoing through 2023.

Environment

SocialAppendix54

Safety Management

Safety is a top priority for our business. Therefore,
we ensure quality management and oversightwith an exceptional allocation of resources andexpertise to mitigate safety risks while optimizing
opportunities for efficiency.
For more than 20 years, JetBlue has raised
the bar and set new standards in theindustry. You can count on us to keep doingthat by providing a healthy and safe travel
experience—both in the air and on the
ground.
Our Safety Management System (SMS)At JetBlue, everyone is responsible for
identifying hazards, promoting safety
awareness, complying with regulations
and adhering to best practices. We’ve
formalized these responsibilities in our
Safety Management System (SMS), an
FAA-required organizational approach to
managing safety risk and implementing
effective safety-risk controls. Our CEO
presides as JetBlue’s SMS Accountable
Executive, supported by our seniorleadership teams to drive effective,
efficient, and swift oversight of safety
across the organization.

Our SMS is all about being proactive andmanaging safety risks before they have thechance to become incidents or accidents.
Identifying, mitigating and controlling theserisks are our primary safety and security
objectives and are outlined in JetBlue’s
Safety Management System Manual(SMSM) and Security Manual (SM).
Crewleaders across the organization are
responsible for developing, implementing,and maintaining effective safety andsecurity processes within their respective
areas of responsibility. Since integrity is
one of our core values, our Security Teamis charged with ensuring all crewmembers
are compliant with protocols in place toprevent any risk of non-compliance. All
incidents that do occur are assessed andinvestigated as appropriate. As part of ourculture to prioritize safety, JetBlue will notdiscipline any forthcoming and cooperative

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Governancecrewmember who reports on a given
safety issue or concern, unless behavior is
ultimately determined otherwise.

with determining gaps between optimal
performance and evaluating the cause for agiven incident.

Ultimately, JetBlue’s SMS is our safetyvalue’s north star – providing a framework
for the processes, rules and ownership,including corrective action and dataregistries for tracking and improvement.

Safety Governance
JetBlue’s safety program is led by our Vice
President for Safety who reports to the
Head of Safety, Security, Fleet Operations,
Airports and JetBlue University andultimately through the highest reporting
channel leading up to JetBlue’s President
and CEO.

In 2022, JetBlue rolled out a new Quality
Management System (QMS) within the
Safety organization to examine if ourprocesses are designed in the safest andmost effective way possible, particularly on
topics and incidents that create significant
impacts on our operations. The focus of
our QMS is reliability and consistency whileassessing the quality of our policies andprocedures and adjusting for improvement.
In tandem with the processes outlined by
the SMS, the QMS is primarily concerned

Environment

SocialTrending data, hazards and mitigations arebrought to Risk Working Groups (RGW)
which focus on flight operations, airports,
system operations, technical operations,inflight operations customer support, and
JetBlue University. Each RWG is chaired by
an Ops VP and includes participation fromdepartmental leadership, our Corporate
Safety department and our colleagues from

Appendix55the FAA. Risks deemed to be high level
will be brought to the Safety Review Board(SRB) for action. The Safety Review Board
includes several members of the Senior
Leadership Team and ensures we are doing
everything to reduce safety risks to make
JetBlue safe for both crewmembers andour customers.
JetBlue has also assembled Blue Healthand Safety Committees, comprised of
facility-level managers and frontline
crewmembers. When the committees haveconcerns or ideas, they are formalized
into Change Management Requests or
Safety Action Reports, which are reviewed
by a Safety Action Report review team
and/or a RWG. Accessible means forcrewmembers to report safety concerns,
as well as participate in training andabsorb communications, help ensure
every crewmember understands their
responsibility.
Safety Risk Management
To stay ahead of potential safety issues,
we have developed a formal process foranalyzing, 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 toprevent or mitigate risks. This has led tothe creation of our best-in-class safety
programs including our Safety from the
Ground Up program.

Safety Systems and Programs•	The Safety Analytics program
objectively determines where risks may
lie within the JetBlue operation, acrossall operational departments.
•	The Inflight Safety Program
encompasses the management andsuccess of Inflight’s Safety Management
System (SMS). Inflight defines the
protocols of the program and is
responsible for continuous development
and enhancement of SMS.
•	The Flight Operations Safety Program
defines the protocols of the programand is responsible for continuous
development and enhancement of
the department’s Safety Management
Systems (SMS).
•	Flight Operational Quality Assurance(FOQA) Program collects, monitors, andanalyzes aggregate, de-identified flightdata automatically recorded by theaircraft during routine flight operations.
•	The System Operations Safety Program
conducts investigations of System
Operations and Dispatch related events
to identify hazards and non-complianceissues.

•	The Airports Safety Program isdeveloped to assist the Airports
Department in protecting crewmembers
from injury, and the aircraft andequipment from damage during ground
operations•	The Technical Operations Safety
Program is developed to assist theTechnical Operations Department inprotecting crewmembers from injury,
and the aircraft and equipment fromdamage during maintenance operations.
•	The Safety Investigations Program
drives our emergency response
processes and the JetBlue Accident
Investigation Team (AIT). The objectivesof JetBlue safety investigations aresafety risk mitigation and accident
prevention.
•	The Fatigue Risk Management ensures
oversight of fatigue risk in JetBlue’s
Flight and Inflight Operations, using
a data-driven approach, alongwith scientific principles on humanphysiology and operational knowledge,
to monitor and assess the safety
risks associated with fatigue-related
performance decrements.

•	The Ground Safety Program maintains
the official organizational aircraft grounddamage metrics and rates.

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SocialAppendix56

Occupational Health & Safety
Led by our SVP and Head of Safety& Security, JetBlue’s Crewmember
Health and Safety Program (CHSP),
ensures operational departments andsupport centers remain compliant with
the Occupational Safety and HealthAdministration (OSHA) standards that
apply to JetBlue, as well as others
including the EPA and CDC guidelines.
The safety of our crewmembers is vitalto the performance and success of ouroperations and therefore provides anadditional layer of oversight through our
Safety Review Board, led by CEO and
Senior Leadership Team. Monthly reports
on qualitative and quantitative data relating
to the cause of incidents are delivered to
the Safety Review Board which is used tomake systemic corrective actions with thegoal of improving safety.
As part of our SMS, we prioritize due
diligence to ensure we identify hazards
and risk across the system. A Safety Risk
Assessment (SAR) is conducted utilizing
input from workgroup subject matter
experts. Mitigation factors are put into
place to warrant a risk level that is agreed

upon by all departments. Additionally, allcrewmembers are encouraged to submit
a Safety Action Reports as part of our
Safety Action Report Program (SARP).
These reports identify safety issues
which could potentially cause risk or harm
to crewmembers or aircraft. Any time areport is executed, they are immediately
investigated, answered and are followed up
with change management forms, if needed,
to evaluate which elements are affected.
A change to any policy and/or procedureacross the system requires a change
management report that triggers a risk
evaluation from all affected departments.
On a corporate level, our Human Factors
Program provides subject matter
expertise and support to all workgroups
in the application of scientific principles
relating to the strengths and limitationsof human performance in operational
environments. In time, this provides us withthe opportunity to assess current methodsof work and determine ways of ensuring
professional environments are best set up
to play to our strengths.

Table of Contents

Governance2022 Crewmember Safety Performance

TRIR =DART =

4.93
4.52

LTIR =

Fatalities

4.06
0*Total Recordable Incident Rate TRIR = the number of incidents, multiplied by 200,000, then divided by the total number of hours
worked in a year. The number 200,000 is used because it is the total number of hours 100 crewmembers work in a year (100 workers
x 40 hours x 50 weeks). This is what we report as our injury rate** Lost Time Incident Rate, Lost Time Incident Rate is a standard OSHA metric that calculates the number of incidents that resultin time away from work. Not all recordable incidents result in lost time, which is why there is a separate calculation for more severe
incidents. (Number of lost time cases x 200,000) / total number of hours worked by crewmembers

Environment

SocialAppendix57

Auditing and Evaluations
Our Safety Evaluation and Audit Program(SEAP) conducts safety evaluations andaudits and serves as the coordinating
department for external audits, including
DOD, IOSA and Code Share Audits.
Reporting
We conduct regular safety program
performance benchmarking and audits
to keep our Safety Management Systemproductive and efficient – so we canpreserve the safest workplace environment
possible. In 2021, we also implemented
our Ground Damage Reduction Program,an internal audit to identify hazards anddevelop recommendations across theorganization.
The Line Operations Safety Audit (LOSA)
Program is a voluntary safety program thatprovides a Threat and Error Management(TEM) based assessment of line operations
and a way to measure JetBlue’s safety
culture.
Our JetBlue Event Management System(JEMS), our Aviation Quality Database(AQD), is an online tool applicationand database to collect and analyze
crewmember reports and SMS data.

Our Aviation Safety Action Program(ASAP), voluntarily alongside the FAA andthe pilot’s Union, identifies safety eventsand implements corrective measures that
reduce the opportunity of safety hazards or
unsafe conditions through self-reporting,cooperative follow-up, and appropriate
corrective action.
Learning & Development
Our Safety Promotions Program (SPP)
implements promotional materials with
our Corporate Communications team to
distribute safety communications to allareas of the airline.
Lifting Safety Training Program is provided
to all ground operations and airport
operations crewmembers to provide safety
training from their initial orientation andonboarding, through on-the-job training
and continuous hands-on learning. To
ensure compliance with these necessary
and vital training sessions, SEAP evaluateswritten programs and the enforcementof them along with record keeping andreporting.

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Governance

Environment

SocialAppendix58

Talent Development
We invest in ourcrewmembers throughprofessional training, skills
development and careeradvancement, while
supporting our long-term
pipeline, in order to be best
positioned to attract andretain talent.

control. We provide continuous training forcrewmembers including technical training,
various leadership training programs, andregular customer service team training
focused on the safety value and front line.
In addition to inherent role-based training
and development, we provide additional
professional and leadership development
programs to elevate the performanceand support the career growth of ourcrewmembers. We offer broad-based
access to learning and development
through our enterprise license for LinkedIn
Learning, providing on-demand accessto over 16,000 skill-based online learning
courses.

At JetBlue, our goal is for crewmembers
to soar to new heights in their careers.
In tandem, our growth plans necessitate
and facilitate opportunities for talentdevelopment. We first introduced our
culture to new crewmembers during
the screening process and then at an
extensive new hire orientation program at
JetBlue University, our training center in
Orlando. Orientation focuses on JetBlue’s
culture and emphasizes the importance ofcustomer service, productivity, and cost

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Governance

Environment

SocialAppendix59

Opportunities for Growth
Training initiatives, available tocrewmembers and crewleaders, nomatter their location, are crucial for talentdevelopment across the organization.

Principles of Leadership courses onboard
new leaders with the training needed tosucceed in their careers, including how
to apply JetBlue’s values through theirpositions.

Due to the impact they have on theirteams, we invest heavily in crewleader
development. In addition to the 565
crewleaders who participated in our
JetBlue-created Learning Labs in 2022,
we also implemented 30 in-personclasses with 578 in-person participantsand 34 virtual learning sessions with 868
participants. Crewleaders learned about awide variety of topics in our in-person andvirtual classes, including:

JetBlue Management Experience
We welcomed our third cohort of new
managers for an interactive, blended
learning program, culminating in a multi-day
learning workshop. More than 153 JetBlue
managers participated in 2022, with 70
completing the entire program.

•Empowerment through change
exhaustion•	Helping crewmembers through personal
challenges•	Onboarding: helping new crewmembers
arrive and thrive• Public speaking / presentation skills• Leading a multi-generational teamPrinciples of Leadership Course
JetBlue is committed to setting up
crewmembers for success as they
advance through the company ranks. Our

For senior leaders, we host Leadership
Roundtables for director-level talentacross the company to build relationships
with each other along with the Senior
Leadership Team, focusing on key
aspects of leadership to enhance theireffectiveness and impact.
JetBlue also provides broad development
offerings for all crewmembers, not justthose on a leadership career path.
Crewmembers across our network areable to use LinkedIn Learning to continue
to refine the skills needed to succeed
and advance in their careers. 2022 saw
the highest usage of LinkedIn Learning
within the past four years. Crewmembers
used the tool to learn leadership, change
management, project management,
diversity and inclusion, and specific skills

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Governancesuch as Microsoft Excel. Top courses
included learning study skills, Excelessential training, project managementfoundations, Microsoft PowerPoint,
and time management and DEI. In 2022,
participants comprised of the following:• 1,575 total unique viewers• G ateway Select. Open to crewmembers
and external applications, candidates
with little or no flying experience canbecome pilots after a rigorous training
and time-building program.

• 3,569 hours viewed• 1,801 crewmembers logged in• 86,407 videos watched• 14,270 courses viewed
JetBlue Gateways Programs
JetBlue Gateways are industry-leading
career development programs that open
the door for both crewmembers andexternal applicants to pursue a path to apilot or maintenance technician position.
At JetBlue, we believe there’s a right pathfor everyone, and our mission is to provide
access to unique programs for people of
all backgrounds. There’s no single route
to becoming a pilot or technician, so weoffer multiple pathways for those who’ve
dreamed, but never had the opportunity to
pursue highly skilled careers in the aviationindustry. There are seven distinct Gateway
education and training paths:

Environment• G ateway University. Open tocrewmembers and external applicants,
students at AABI-accredited partner
colleges and universities can become
first officers via a prescribed, timebuilding pathway.

Social•	Gateway Direct. Current crewmembers
can depart from their current positionand pursue a defined training andexperience-building path by studying
with our partners to become a JetBlue
pilot or maintenance technician.
•	
Gateway Flex. Current crewmembers
looking for flexibility en route to thepilot’s seat or maintenance technician
positions can choose their own location
for training and time-building with adefined framework.
•	
Gateway Family. Open to immediatefamily of current crewmembers,
participants can apply to join Gateway
Direct to train to become a first officer
through a defined education, training
and time-building path.

Appendix60

JetBlue’s Gateway Direct program hasenabled impacts even deeper than the
broad scope of opportunities available toall crewmembers.
Specifically, the program addresses manyof the largest barriers to entry for careers
within flight operations or technicaloperations, such as financing and fears ofleaving their current job at JetBlue, while
adding certainty and a defined pathway toprocess. By removing these barriers andcreating greater access to these paths,
we’ve seen a significant impact in our
program’s diversity. We are proud to sharethat more than half of all our Gateway
participants at the end of 2022 are
women and/or people of color. In 2022 wewelcomed 21 students into our Gateway
Direct-Flight Operations program and2 students into our Gateway DirectTechnical Operations program.
JetBlue Emerging Talent (“JET”)
JET offers a pathway for our frontline
operational crewmembers to transition into
corporate services roles which includes
hands-on experience, rotational job
placements, and job placement assistanceupon completion of the program. In 2022,
we announced our newest cohort tobegin in January 2023. The JET platform
also includes two college-level internshipprograms (spring and summer), thatprovide skill and professional development
through participation in developing realworld business solutions that support thedelivery of strategic business initiatives.
Crewmembers also have access tocoaches who offer a variety of career-entry
advice and guidance. Upon completionof the program, our Talent Management
department helps to identify permanent
placements in the support centers forthese crewmembers.
•	JET Pathways – a talent pipeline
program designed to help
crewmembers in frontline operationalgroups make the transition into support
services roles, where they may aspire tothat career path•	JET Internship –bringing in diverse early
career talent into support services roles,
with a focus on DEI talent discovery,
JetBlue has been working to make our
JET Internship program a key pipeline
bringing in diverse talent into theorganization.

achieve equitable economic advancement
for all. As part of our participation, we
have pledged to continue investing in
our crewmembers, in part by supporting
diversity, equity and inclusion efforts
and creating more pathways for careerdevelopment and mobility.
Transatlantic Lead Training
Since 2021, JetBlue has expanded ourinternational offerings, launching service
to London’s Heathrow and Gatwick
airports and preparations for service toParis and Amsterdam during 2023. To
support this major step in our company’s
growth, we developed a Transatlantic
Lead qualification program to equip
inflight crewmembers with specialized
knowledge focused on leadership andcultural competence. More than 100 inflightcrewmembers participated in 2022.

JetBlue University
JetBlue crewmembers rise to greatness
with world-class aviation training through
JetBlue University (JBU). All Crewmembers
are trained at our Orlando-based JetBlue
University according to their role. Before
pilots and flight crews are placed into
real-world flight situations with customers,
they undergo extensive training in bothclassrooms and through state-of-the art
flight simulations of actual Airbus A320 and
Embraer E190/195 planes at our expansive
facility at Orlando International Airport.
There, they are faced with high-stake
situations without ever leaving the groundto prepare them for potential situations
that might occur in the air.

Jobs for the Future
JetBlue partners with the national
nonprofit, Jobs for the Future, a coalitionof America’s largest companies helping todrive the transformation of the American
workforce and education systems toTable of Contents

Governance

Environment

SocialAppendix61Crewmember (Employee)
Engagement

Thoughtful and intentional crewmember
engagement provides us with information to assess
and refine the necessary changes for a robust anddedicated culture.
We believe one of the best ways tomeasure success is to ensure ourcrewmembers feel recognized, heard, andgiven the opportunity to drive real-time
feedback and input into the business.
People Data Insights (PDI)
In the wake of COVID-19 and the Great
Resignation, it is more critical than everfor organizations to strategically apply
data-backed, talent decisions to foster
an environment where crewmembers canthrive. At JetBlue, the People Data Insights(PDI) team leverages data to inform anddrive companywide efforts to enhancevarious stages of the crewmember
lifecycle. Whether it comes to selection,
crewmember engagement, DEI, or attrition,
this team uses reporting and dashboarding
to monitor trends, track JetBlue’s strengths
and opportunities in each area to provide
actionable insights and recommendations
for improvement. We also conduct custom

research projects to address businesschallenges and answer organizationalquestions. A few key functions are detailed
here:•	In the selection space, we establish
validated tools (e.g. structured
interviews, assessments) to ensure that
JetBlue is using consistent, job-relevant,legally compliant, and technicallyadvanced procedures to select highquality candidates who possess
competences critical to success.
•	To keep a close eye on crewmember
experience, we have several checkins throughout the year to measureengagement and workplace
perceptions. Leaders are guided tounderstand crewmember feedback
and focus on areas that align statisticallinkages to key performance andbusiness outcomes.

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Governance•	We partner with the DEI team on where
and how to make progress in the DEI
space, using biannual DEI maps thatshowcase composition, selection,
mobility, and attrition metrics by
workgroup and level. These tailored
reports outline targeted actions that
continually help us thread the needle.
SpeakUp Survey
Each year, we launch our annual SpeakUp
Survey to measure crewmembers’
engagement and satisfaction to direct
our efforts in enhancing the crewmember
experience. The Survey focuses onimportant ways to improve engagement,
including knowing what’s expected on
the job, having the right resources, feelingrecognized and cared for, building trusted
relationships, and more.
Our crewmembers are integral to
everything we do and it’s important they

Environment

Socialhave a positive experience to, in turn, takecare of our customers. Participants in theannual SpeakUp Survey can express theirvaluable feedback and work with leadersacross the company to make meaningfulchange. We are committed to bolsteringcrewmember engagement by prioritizing
recognition, and reinforcing our caring
value. Additionally, we are working toensure communication remains top of mind,
so crewmembers feel supported as wenavigate the ever-changing workforce in apost pandemic world.
Following the survey, workgroup leaders
review their team’s data, communicate
results, and develop action plans toenhance our unique culture. A few notable
examples developed from previous
SpeakUp surveys include JetBlue Scholars,
Lift (crewmember recognition program),
Principles of Leadership program, passtravel improvements, and a variety of new

Appendix62

ways for crewmembers to stay connectedwith senior leadership, including virtual
pocket (all hands) sessions beginning in
2020.
Overall sentiment from the 2022 survey,
with more than 6,000 responses, indicatedwe’re headed in the right direction. With
that continued optimism, we recognize
there still remains opportunities for
improvement. Highlights from the 2022
survey indicate that our crewmembers:•	are clear on what’s expectedof them at work•	are able to show up to do what
they do best• enjoy the work they do•	have strong connections
with each otherWe continue to prioritize the feedback
expressed by crewmembers and haveincorporated changes as a result of thesurvey with the most recent focus on
enhancing crewmember recognition
programs.
The Leadership Connection
Another avenue of engagement we deploy
is through The Leadership Connection
program (TLC) in which our Officers
and Directors support engagement andfeedback channels with our frontline
crewmembers. Through this program,senior leaders are paired with BlueCities
from around the network where local
crewmembers can provide on-the-groundfeedback, ask questions and learn more
about what’s happening locally. The
feedback leaders solicit during thesequarterly visits helps us gain a wider lens
into the company and industry issues andconcerns.
Monthly Pocket Sessions with
Senior Leaders
Each month, JetBlue’s leaders host a virtual
pocket session to provide relevant updates
to ensure crewmembers remain informed
about the direction of our company. Thesesessions are typically led by our CEO andPresident, along with other membersof senior leadership. Pocket sessions
typically conclude with an opportunity forcrewmembers from across JetBlue to ask
questions and voice their concerns.
Values Committee
Another way in which we ensure ourculture remains strong is through our
Values Committees comprising of six
individual committees representing
Airports, Customer Support, Inflight,
Materials Specialists, System Operations
and Technical Operations. Our Values
Committees drive JetBlue’s core values
deeper into our organization and provide
crewmembers with the opportunity toTable of Contents

Governanceenhance the JetBlue experience. The
purpose of these committees is to convey
the needs of crewmembers from aroundthe network to crewleaders while balancing
their needs and driving the sustainability of
JetBlue.
Crewmember Recognition
When crewmembers go the extra mile tolive out our values, we like to celebrate
and reward their achievements. Through
LIFT, our social, peer-to-peer recognition
program, we dish out thanks to fellow
crewmembers who can be nominated on
the LIFT website or via the LIFT app.
Performance Management
We strive to create a respectfulenvironment for our crewmembers inwhich performance feedback is a two-way
street with open, honest and constructive
conversation. Our performance
management process ensures we set
standards for what will be accomplishedeach year (goals) and the expectation
for how crewmembers should behave
while doing so (the Blue Standard). GoalManagement enables crewmembers andcrewleaders to align individual goals withcompany business objectives. This also
helps JetBlue ensure that all crewmembers
are aligned and prioritize our path tosuccess.
The purpose of performance management
and the end-of-year evaluation isEnvironment

Socialto accurately and equitably assess
crewmembers across our network. During
end-of-year evaluations we assess both“what” the crewmember has accomplished(the goals) and “how” they behaved while
doing so (the Blue Standard). This helps
create a culture of high performanceand accountability. Crewmembers canalso directly discuss successes andchallenges alongside a balanced approachto compensation and improvement
management.
In 2022, Performance Management
applied to 3,456 performance eligible
crewmembers. Our Performance
Snapshot in 2022:•	93% EOY ratings submitted on time•	83% EOY discussions completed
on time•	3,456 performance eligible
crewmembers in 2022
• 41 performance calibration sessions• 6 virtually hosted goal setting Q&As
• 625 virtual goal setting Q&A attendees
Organizational and Cultural Development
The Organizational Effectiveness teamfosters team growth and change with

Appendix63

a variety of initiatives, development
opportunities, and through the executionof real-world projects. In 2022, the teamengaged in 82 client projects. Throughthese high-impact offerings, we saw aboost in change management capabilities
across the organization, including projects
across Support Services, Flight Ops,
Customer Support and several crossfunctional workgroups. Additionally, we
enabled growth and alignment across
JetBlue by advising projects relating toorganizational structure and redesign.
In order to ensure that senior JetBlue
leaders are fulfilling their leadership
responsibility on enhancing our company
culture, we define a number of formalized
O&D culture activities, with a dedicated
O&D culture activity tracking site. Leaders
must complete and log a minimum numberof activities to be eligible for certain ratings
at their End-of-Year performance review.

Hiring & Retention
JetBlue continues to advance our hiringand recruiting polices to be more inclusive
and broaden opportunities. Notably, we
recognized relevant work experience andskills as equivalent to bachelor’s degrees
for many positions, qualifying prospective

crewmembers for jobs previously reserved
for college graduates, in compliancewith New York State Law. Prospective
crewmembers apply for positions without
providing their salary history, removing
another roadblock for people passionate
about pursuing well-paying careers inaviation.
We optimize hiring and address
opportunities to increase retention evenfurther by utilizing validated pre-hireassessments for most of our roles as wellas through analyzing exit survey data tounderstand actionable insights for the
future. Additionally, we link engagementscores (described earlier in this report) toattrition data with which we then guide ourtalent development leaders on ways toimprove aspects of engagement that moststrongly predict retention.
These inputs are helping drive sustainabletalent outputs to retain institutional
knowledge, drive down hiring costs andsupport our crewmembers’ needs forcontinued motivation and advancement.

hiring paused during the COVID-19
pandemic, our Talent Acquisition teamused the time to develop Blue Select, a
new interviewing method tailor-made for
JetBlue’s hiring process. Blue Select wasestablished based on extensive internaland external research, with a philosophy
that relies on the science of structured
interviewing and evaluation. Following themost up-to-date research in selection,
Blue Select is designed to identify highquality candidates and ensure fairness
and consistency in the hiring prices.
Our rigorous approach helps overcome
unconscious biases in the interview
process and increase diversity in our
pipeline. To conduct Blue Select interviews,
crewmembers must complete more thansix hours of training, including our Fly
Above Bias and Blue Select e-learning
courses, as well as a mock interview
session.

Governance

23,917
Regular Full Time:

19,082

Regular Part Time:

4,796

New Hires:

7,175
2022 Turnover
Turnover:Voluntary:

Rate:

Involuntary:

4,761Blue SelectWe are working hard to ensure that thediverse communities and cultures we serve
are represented across our company,
beginning with the hiring process. When

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2022 Crewmembers:

19.9%

Environment

Social

14.4%
5.2%

Appendix64Compensation & Benefits
At JetBlue, we know the path to totalwellness is unique. No matter wherecrewmembers are in their journey,
BlueBenefits provides the options,
resources and wellness support
crewmembers and their loved ones need.
And because needs change over time,
we offer flexible and simple benefits thatcan evolve with our crewmembers. Our
overarching HELLO WELLNESS! provides
a variety of options designed to help
crewmembers improve physical health(HELLO HEALTHY!), reach financial goals(HELLO MONEY!) and enjoy peace of mind
(HELLO BALANCE!):•	
HELLO HEALTHY! JetBlue’s medical,
dental and vision options, BlueCarpet
concierge, family and health support
programs.
•	
HELLO MONEY! JetBlue’s financial
programs and tools, including our Total
Rewards Statement, Healthy Rewards,
BlueRetirement 401(k), disability, healthspending accounts, group legal andinsurance plans.
• H
 ELLO BALANCE! JetBlue’s mental
wellness program, which includes
free therapy on a digital first platform,
coaching, a wellness-focused audio
library or a combination of care.

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Governance

Our Wellness Equity Guiding Principles.
At JetBlue, Wellness Equity is when all
crewmembers have the opportunity toattain their full wellness potential, and no
one is disadvantaged from achieving thispotential because of socially-determinedcircumstances. Our benefit and wellness
programs support and align with our DEI
and sustainability goals, and we strive tooffer equitable health and wellness benefits
to all crewmembers regardless of theirrace, geography, gender, ethnicity, income,veteran status or sexual orientation.
Through our Wellness Equity roadmap, ourfocus is to remove barriers of affordability,
access, literacy and navigation that may
influence crewmember engagement andoutcomes.
Driving Wellness Forward
In 2021, we boosted our BlueBenefits
program to provide additional support toadvance the wellness of crewmembers.
For crewmembers enrolled in medical
coverage, we paid for the cost of services
tied to COVID-19—including in- andout-of-network office visits, urgent
care centers and emergency room
visits required to receive testing. For all
crewmembers and loved ones, we covered
the cost of telemedicine sessions – aservice provided to crewmembers and their
loved ones.

Environment

SocialIn 2022, we provided critical clarifications
about the health benefits and medical
coverage we offer transgender people andaffirmed our commitment to making sure
all crewmembers have the personalized
healthcare they need.
Crewmember Benefits
Crewmembers are eligible for the following
benefits:•	Medical coverage: behavioral health,health accounts, prescription coverage• Dental• Vision• Healthy rewards• Health spending accounts• Navigator mental wellness benefits•	BlueCarpet advocacy and clinicalsupport• Inclusive care
• Family building support• Adoption and surrogacy assistance• Fertility support• Online telemedicine• Life and AD&D insurance• Short and long term disability coverage• Group legal• 401(k) plan – traditional and roth
• Profit sharing• Crewmember stock purchase plan
• Voluntary discount programs• Free standby travel on JetBlue flights

Appendix65Diversity, Equity & Inclusion – Our Flight Plan
to a More Representative JetBlue

We recognize that diversity drives performance andpromotes opportunities for growth and innovation,
whereby creating a culture of inclusion; everyone
can bring their true self to work, and succeed.
DEI Strategy, Policies and Oversight
Diversity, equity and inclusion is integral
to how we do business at JetBlue. As wegrow, we are taking steps to ensure we
embody our long-time mission to inspire
humanity. We believe to build a betterworld, our DEI strategy has to extend
outside of our anti-discrimination policy or
our signature anti-bias training, fly above
bias. We’re focused on integrating the
DEI lens to our business units across theorganization; with consistent effort andapplication, diversity, equity, and inclusion
will demonstrate its value—not as anadditive factor, but instead as a necessary
element in our business’ success.

Our strategy works across three areas
driving DEI impact:

GOAL (SET IN 2020)

PROGRESS ON GOAL (AS OF 2022)•	PEOPLE: We invest in our crewmemberswith opportunities for development andgrowth, diversify our leadership andsupport a culture of inclusivity.

Double our racial and ethnic minority
representation at the Officer and Director
level from 12.5% to 25% by the end of 2025

14.1% racial and ethnic minority representations.

•	SOURCING: We engage with andsource from diverse business partners
including minority-and women-owned
businesses.

Increase representation of women at the
Officer and Director level from 32% to 40%
by the end of 2025

33.1% representation of women at Officer &Director level.

Grow spend with businesses owned byunderrepresented groups by 5% annually

In 2022, we spent over 74 million with diverse
business partners exceeding our goal.

•	BRAND: We build lasting connections
with our diverse customers to continue
to drive inclusive representation.

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Governance

Environment

SocialAppendix

66

DEI Governance
Our DEI goals are developed incollaboration with the DEI team and DEI
Steering Committee. This committee ismade up of key leaders from across theorganization that meet quarterly to discuss
DEI projects, progress towards theirbusiness unit’s DEI goals and opportunities
to increase inclusion for crewmembers andcustomers. The DEI Steering Committee ischaired by leaders from:• Talent Management• Talent Acquisition• Corporate Social Responsibility• JetBlue Gateway Programs•	Environment, Social and Governanceand Sustainability• Sourcing and Procurement• Corporate Communications• Brand and Marketing

Diversity by the Numbers

In addition to our DEI Steering Committee,
the Brand and Marketing team hasestablished a Marketing and Loyalty
DEI Committee chaired by our head ofMarketing and Loyalty. This separate
committee features leaders from the Brand,Marketing and Loyalty teams along with
Corporate Communications to discuss
initiatives driven by the business unit thathave a DEI impact.
Hiring & Retention from a DEI Perspective
In 2020 we set aggressive goals with themission to change the aviation industry,these include expanding our crewmember
representation to better reflect thecommunities we serve. We have hadtremendous success in diversifying ourpipeline of pilots and airplane technicians
through our Gateway programs. However,
we recognize to reach these goals,
we know that we must also build new
pipelines. In 2022 we worked to meet
underrepresented talent where they areManagers & Supervisors
Individual Contributor

54%

46%

•
•
•
•
•

Black MBA
Latino Job Fair: El Mundo
Prospanica
Black in Tech
National Urban League

While we were focused on expanding
our network and reach, we did not forget
about our hometown. In 2022 we worked
extensively with the New York Urban
League to host networking mixers at ourheadquarters.
Building Pipelines for our Future.
Frontline to Support Center Pathway
Program.
Launched in 2021, our Support Center
Pathways Program was created in response

0.3%
American Indian or
Alaskan Native
AsianBlack or African
American39.3%
Hispanic/Latino
Not Disclosed
Native Hawaiian orother Pacific Islander
Two or more
3.1%
1.9%
White
0.5%

Officer & Director

FemaleMale

and revise our talent sourcing strategy. We
began establishing a presence at several
diverse talent conferences to expand oursourcing practices and talent network. You
may have spotted us at:

Pilot
Airport Operations
Crew Services
Customer Support
Dispatch
Ground Operations
Inflight

4.5%
19.0%

Individual Contributor

90%

Pilot

80%

Airport Operations

70%

Crew Services

60%

Customer Support
31.3%

Dispatch

50%

Ground Operations

40%

Inflight

30%

Maintenance

MaintenanceMaterials

Materials
20% 30% 40% 50% 60% 70% 80% 90% 100%

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New Hires
100%

Managers & Supervisors

JetBlue Travel Products

10%

20%
10%
0%

GovernanceOur first cohort of Pathway
Associates completed the programin 2022 and have all received fulltime offers. Our second cohort of
Pathway Associates began in 2023.
All participants of this program areeither women or People of Color.

Officer & Director

JetBlue Travel Products0%

to the needs articulated by ourfrontline crewmembers. The program
caters to crewmembers who haveexpressed interest in shifting theircareers from the frontline to our
support centers. Through Pathways,
crewmembers receive extensive
training for skills that are transferable
across multiple workgroups. This
includes several weeks of classroom
learning and support, continuous
peer and leader mentorship, andtwo rotational job placements that
fit crewmember interests as well as
business needs.

Environment

10%

20% 30% 40% 50% 60% 70% 80% 90% 100%Social0%

Appendix

FemaleMale

Missing or Did not Report
Underrepresented
White

67

DEI Training
Collectively on a Journey. In early 2022,
we piloted three training modules acrossthe organization in collaboration with a
Brooklyn-based DEI consulting firm called
The Collective. Over 45 leaders received
training around the importance of diversity,
inclusive leadership and delivering
inclusive feedback. We also had over 90
crewmembers receive more general DEI
training.
Leading with a DEI Lens. In 2022, we
introduced a DEI module into our Principles
of Leadership training for all future teamleaders. This module aims to ensure ourpeople leaders are well-equipped to leaddiverse teams and build inclusive spaces.
Expanding to the Frontline. In 2022, we
expanded our DEI trainings to the frontline
by designing two unique modules to meettheir individual needs:

DEI Engagement
Crewmember engagement is an essential
driver in our DEI strategy and mission.
For us, this requires strengthening andexpanding the reach of our crewmember
Resource Groups (CRGs) ensuring that
all crewmembers have safe, supportive
spaces to connect with one another. Our
CRGs represent our grassroots approachto engaging crewmembers in DEI. Our
CRGs are open to all crewmembers andhave members from across the JetBlue
network.
Aligning four strategic pillars of Career,
Culture, Community and Commerce our
CRGs made a splash in 2022 across theorganization with over 30 events. Below is asample of some of our favorites:•	A total of 30 JBU instructors weretrained virtually and in-person at JBU.

•	Blue Abilities. Our newest CRG which
focuses on promoting the inclusionof people with visible and nonvisible
disabilities was launched in November
with a celebration at the Lodge in
OSC. Vice Mayor and Orange County
Commissioner Mayra Uribe was inattendance to discuss transportation
initiatives for people with disabilities
across the central Florida region.

•	A unique e-learning module wascurated for our Tech Ops team whoneeded more flexible options to engage
in a DEI learning opportunity.

•	Vets in Blue. In collaboration with our
CSR team, JetBlue partners with Pepsi
on their Rolling Remembrance initiative.
This is a tour that takes the American•	Over 100 airport managers were trainedat the Airports Supervisor Training in
Orlando.

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Governanceflag across the US to raise awareness forChildren of Fallen Patriots Foundation.
The journey began with JetBlue pilots/
veterans taking the flag from JFK to
SEA.
•	Blue Conexion. In 2022, Blue Conexion
collaborated with Employee Resource
Groups from our partners at Pratt and
Whitney and Airbus to highlight the
careers and experiences of Hispanic
people in the aviation industry. Throughthis event our crewmembers built andextended valuable networks.
• S
 AJE. The first Ramadan Fast-A-Thon
invited crewmembers—irrespectiveof their faith or belief—to join in acollective fast during the Muslim holymonth of Ramadan where donations in
unspent lunch money were donated to
the JetBlue Crewmember Crisis Fund.
•	
JetPride. Crewmembers celebrated
Pride all over the country, participatingin parades from Orlando to West
Hollywood. During Pride month, the Lift
Every Voice series hosted a discussion
with community organizations The
Center, Stonewall Inn Gives Back
Initiative, and the Caribbean Equality
project, focusing on the support andempowerment within the LGBTQ+
community.

Environment

Social•	
JADE. In June of 2022, JADE executed
its inaugural service trip in St. Ann’s Bay,Jamaica. From June 13 – June 19, JADE
Leadership in conjunction with FDNY,
NYPD, the Jamaican Constabulary
Force, and 9 volunteer crewmembers
lived our CARING value. Crewmembers
had the opportunity to serve meals
for St. Ann’s Infirmary residents where
JADE presented the staff with medical
and sanitary supplies. From there, thegroup had a B6 Career Day presentation
where students at Marcus Garvey Tech
HS & Primary School were given SOAR
with Reading books and school supplies
donated by support center and frontline
crewmembers. JADE also facilitates
the participation of a local barber toprovide complementary haircuts to thestudents. Lastly, finished off the weekby participating in a friendly soccer
match against the Marcus Garvey Tech
HS team, closing out the amazing event
by living our FUN value.
•	
Women in Flight. The Fly Like a Girl
program landed in Puerto Rico for the
first time in May. In collaboration with
the DEI and JetBlue Foundation, Womenin Flight gave forty girls between 8-16
an opportunity to meet our team in San
Juan and learn about possible careers
in aviation. For more information on
this landmark event check out our CSR
section!

Appendix68Business Partner Diversity
We are proud of the efforts of our Sourcing
team in prioritizing local business wheneverpossible. At least one diverse or small
business is represented in the RFP process.
In 2022, we exceeded our goal of a 5%
spend with diverse businesses. This
totals to over 74 million dollars spent with
Diverse suppliers.
Please see the Supporting Our Business
Partners section within this report for more
information on how we engage responsiblywith our business partners.

Human Rights

JetBlue takes human rights seriously, as it
impacts not only our crewmembers, but
our customers as well. Respecting humanrights means treating people with dignity.
JetBlue recognizes its responsibility torespect internationally recognized humanrights and labor standards, including the
Universal Declaration of Human Rights(UNDHR) and the International Labor
Organization’s Core Conventions. We
outline our commitments to human rights,
labor rights, and employment rights in the
JetBlue Code of Conduct.

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Governance

Human Trafficking
The issue of human trafficking is one thathits close to home in our industry. Victimsof this crime are often hidden in plain sight,
including on aircraft and in airports. As oneof the first airlines to sign on to the UnitedStates Department of Homeland Security(DHS) and Department of Transportation’s(DOT) Blue Lightning Initiative, JetBlue iscommitted to the efforts undertaken by
government and law enforcement agencies
in identifying and reporting humantrafficking. We educate our crewmemberson the issue and how to report suspicious
activities and established a cross-Environment

Socialfunctional team working group to assess
what additional policies and practices we
can use to help combat this issue. In 2022,
JetBlue provided human trafficking training
to 4,207 new hires and 17,356 recurrent
crewmembers for a combined total of
21,563 completions. The working groupassesses additional policies and practices
we can use to help combat this problem.
As a result, JetBlue is working on our own
BlueSTARS (Stop Trafficking and Relieve
Survivors) program, which will use available
technology to identify fraudulent financial
activity.

Appendix69

Supporting Our Business
Partners

Through our responsible and sustainable supply
chain strategy, we are able to strengthen our
impact across global environmental, social andethical conditions with our business partners.
Collaborating with our Business Partners is
crucial to JetBlue’s operations. Our successis built on our values and ethical conduct
and we strive to partner with Business
Partners that share our commitment toethical business practices.
Business Partner Engagement
We support, protect, and advise ourBusiness Partners with the JetBlue
Business Partner Code of Conduct. This
policy defines JetBlue’s expectationsof how our Business Partners and their
suppliers, agents and subcontractors
should operate while conducting businesswith or on behalf of JetBlue. In 2021,
JetBlue refreshed its Code of BusinessConduct to expand guidance on humanrights and labor practices while maintaining
channels to raise concerns without reprisal.
We expect our Business Partners to act
in accordance with our Business Partner
Code of Conduct and uphold our values
at the fullest. Upon identification ofincompliance with our policy by a given
Business Partner, we engage with themto resolve any corrective action and, if
necessary, assess future partnerships.

businesses we are driving revenue into thehands of the customers who choose to fly
with us every day and support their journey
to building wealth.

In 2022, as part of the procurement
process, we revised pertinent sourcing
request forms to include customizable
prompts regarding sustainability
and commitments to environmental
stewardship, which complement existing
prompts regarding diversity, equity andinclusion programs and policies.

Therefore, we developed a goal in 2021
to grow our spend with businesses
owned by underrepresented groups by
5% annually. Since then, we have actively
engaged and sourced diverse business
partners including minority- and womenowned business enterprises (MWBE)
with a proven commitment to DEI in theirlines of business. We also require RFPs
to include at least one partner from anunderrepresented group in the selection
process, where reasonably possible.

Sourcing From Diverse Partners
We believe diversity, equity and inclusion
is a vital element of our social impact
which should extend through those whowork alongside JetBlue and on our behalf.
Our Business Partner Diversity program
functions as JetBlue’s investment in thelocal businesses of the communities we fly
to and serve. We understand that throughworking with small and minority owned

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GovernanceIn 2022, we doubled our year-over-year
diverse business partner spending from$36 million to $74 million and worked
with a total of 194 diverse businesses ascompany partners and suppliers.

Environment

Social2022 Diverse Business Partners Breakdown
Across JetBlue Operations
2022 Number
of Diverse BP% of allDiverse BPs in
Department

IT

16

8%

Airports

53

27%

Marketing

105%People

5

3%

IPD

26

13%

Tech Ops

41

21%

Other
(varied)

43

22%

Total

194

100%

Department

Appendix70Social Impact –Our Corporate Social
Responsibility
Our commitment to bettering lives and conditions in theplaces where we work and fly to each day is multi-layered.
On the ground and in the air, we support a range of initiatives,
programs and causes to uplift the communities around us.

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Governance

Environment

SocialAppendix

71

Soaring Towards
a Brighter Horizon

At JetBlue, we believe a huge part of inspiring
humanity lies within building strong relationships
with the communities we serve. We aim tocontinuously demonstrate our commitment to thebetterment of communities in our vast network of
BlueCities.
JetBlue promises to deliver safe and fun
travel experiences while also giving backto our communities. We are dedicatedto improving the lives and conditions ofpeople and communities where we workand fly. We support a range of programs
and initiatives through the JetBlue for Good
platform, corporate social responsibility
platform, and JetBlue Foundation, a501(c)(3) nonprofit organization thatchampions diversity in STEM educationand creates career pathways towards

aviation. Additionally, we also respond tohelp people and communities impacted bycrises or disasters.
JetBlue for Good Impact
What sets us apart is our commitment todoing the work required to build a better
future. At JetBlue, we center corporate
responsibility on signature programing
developed to drive Good across our
network.

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Governance2022 JetBlue for Good Donations
Category

AmountTotal points donated by TrueBlue customers in 2022

10,425,591 points

Total global giving$1,409,680.57

Cash donations (non-profit commitments and donations)$239,455.57

Total hours volunteered by crewmembers

84,252 hours

In-kind value of donations (JetBlue and JetBlue Foundation)$1,116,225

Environment

SocialAppendix72

GreenUp•	In 2018, we launched GreenUp
as our signature program under
our environment pillar to focus onenvironmental initiatives that bothcustomers and crewmembers careabout. During Earth month, we activate
projects throughout the network to help
revitalize parks, create green spaces,and embark in other exciting green
initiatives! Crewmembers removed
over 340,000 gallons of trash from theenvironment as part of our partnershipwith Earthday.org and their Great Global
Clean Up.
Soar with Reading•	Recognizing the need for ageappropriate books, we developed theSoar with Reading program to help
reading become more accessible toall. Soar with reading, offers readersof various reading levels access to avariety of new books through digital
vending machines, completely freeof charge. This year we installed bookvending machines in five new locations
in Newark. These machines dispensed
books to underserved communities
throughout the summer.
•	While we featured physical vending
machines in Newark crewmembers

were able to access digital versionsof the vending machines and use it toorder books for their local community
organizations.
Swing for GoodIn October, we hosted our annual Swingfor Good Golf Classic in Bethpage, New
York, where over 400 golfers joined us
to raise funds for charities focused on
youth, education, and community. Throughgolfing and our signature bid for Good,we raised over $1 million dollars in funding
for World Central Kitchen and the JetBlue
Foundation.
JetBlue Foundation Impact
The JetBlue Foundation is the first airline
foundation focused solely on supporting
aviation and science, technology,
engineering and math (STEM) education.
For nearly a decade, the JetBlue
Foundation has been providing grants tocharitable organizations to support andadvance their education and mentorshipprograms. Beyond grants, the JetBlue
Foundation provides programs, mentors,
internships, and helps pave the way formore accessibility and inclusivity within theaviation industry. We focus on the following
areas:•	Investing in students from diverse
backgrounds to create a lifelong interest

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Governancein STEM.
•	Partnering with organizations andcommunities to provide access to STEM
programs.
•	Creating equal opportunities for all
students to spark a passion for STEM.
•	Building a more diverse talent pipeline
for the aviation industry.
The JetBlue Foundation has awarded
over $2.5 million in grants to more than
100 organizations. In 2022, $426,000 in
grants were awarded to the following
organizations:• Aviation High School (New York City)•	Fundación Estrellitas Del Mar(Guayaquil)•	Hiller Aviation Institute (San Carlos,
California)•	Lee Archer, Jr. Red Tail Youth Flying
Program (RFA) (Newburgh, New York)•	Mariposa DR Foundation (Cabarete,
Dominican Republic)• Sally Ride Elementary School (Orlando)• Spelman College (Atlanta)•	Universidad Ana G. Méndez (UAGM)(San Juan)•	YMCA of Metropolitan Los Angeles (LosAngeles)

Environment

Social•	Women in Aviation International (DCA/
Nationwide)• Thrive Scholars (LAX/Nationwide)•	Alexandria Fairfax Kappa Alumni
Chapter (DCA)•	Boys & Girls Club of Broward County(FLL)•	George T. Baker Technical College (MIA/FLL)•	New Hackney Education Business
Partnership (Thrive!) (LHR)• New York Edge (JFK/LGA)PENCIL•	In partnership with our neighbor aviation
Highschool in Queens, NY we hosted ourPencil mentoring program. This program
connects crewmembers with students
to share their experiences in the aviationindustry.
OBAP ACE Camps•	In Summer 2022, we welcomed
students to our OBAP Aerospace Career
Education camps, which provides
children with first-hand experienceand aims to inspire students of color to
pursue careers in aviation. CFO Ursula
Hurley and VP of JetBlue University, Jeff
Winter, spoke with students at JetBlue
University about opportunities in thefield and offered insight into working at
JetBlue.

Appendix73

Nonstop Good!
Outside of our corporate lead initiatives,it’s important we highlight some of theamazing programing crewmembers lead.
We are proud to support all the good theydo.
Supporting Buffalo New York•	In response to the tragic shooting at
Tops Friendly Supermarket our CSR
team mobilized a small team of BUF
crewmembers to support our partners
at World Central Kitchen. Recognizing
the need for food after the supermarket
underwent repairs World Central kitchen
was stationed there to provide warm
meals.
Giving back in LIM•	Our team in LIM volunteered with someof our Business Partners to collectcleaning supplies and pack care kits
for a local shelter. Together, theybrought the donations to a nonprofit
organization that provides housing, foodand support to people with physicalillnesses or disabilities in Peru’s capital.

Autism has returned for the first timesince the height of the pandemic. This
past November, more than 60 Boston
crewmembers teamed up with Massport
and the Charles River Center to support
this event, helping make flying easier forchildren with autism and their families.

Crewmember
Support Systems
Emergency Response and B6 Fund
When natural disasters and emergencies
strike, JetBlue’s Emergency Response
team is ready to lend our equipment
and logistical expertise to help those in
need. Created in 2018, the B6 Community
Relief and Recovery fund facilitatescrewmembers’ passion to support
communities in need by directing donations
made from crewmembers. In times of crisis,
JetBlue activates the B6 fund to support
organizations providing critical on-theground assistance.

Wings for Autism
After a three-year hiatus, Wings for

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Governance

Environment

SocialAppendix74

JetBlue Crewmember Crisis Fund
The JetBlue Crewmember Crisis Fund(JCCF) assists crewmembers and their
immediate family members with shortterm financial support in times of crisis
when other resources are not available.
Since 2002, JCCF has helped over 2,000
crewmembers in need. Established in
2002, JCCF celebrated its 20th anniversary
in 2022. Born out of a commitment tosupporting crewmembers during theirtimes of need and crisis, the JCCF is atestament to JetBlue’s caring value. JCCF
operates as a separate 501(c)(3) charity,
sustained entirely by the contributionsof our crewmembers. Notably, 53% of
our crewmembers participate by making
voluntary payroll deductions. Guided bya board of JetBlue crewmembers fromvarious frontline workgroups, JCCF has
provided nearly $11 million in grants since
its inception. This support touches the livesof over 4,000 crewmembers navigating
unanticipated challenges.
Throughout 2022, the JCCF remained
steadfast in its mission, providing over
$300,000 in essential assistance tocrewmembers and their families. Notably,
the fund supported our crewmembers
impacted by Hurricane Ian and Hurricane
Fiona

JetBlue Scholars
JetBlue Scholars program was developed
as an affordable and accessible path forcrewmembers hoping to further theireducation. Through partnership with
online course providers and institutions ofhigher learning we saved crewmembers$11.1 million in combined tuition costs
since the beginning of the program. The
JetBlue Scholars program is available tocrewmembers, full or part-time, with theaverage age of a scholar being 39 years old.
To qualify for the JetBlue Scholars program,crewmembers must have at least two yearsof service with JetBlue and be in active andgood standing as a crewmember. In 2022,
we removed the need for Scholars to enter
the program with 15 credits, recognizing it
as a barrier to entry.

In 2022, we are proud to share the Scholars
program helped:•	76 crewmembers gain Associate andBachelor degrees.
•	9 crewmembers gain their Masters
degrees.
• 69% of Scholars are identify as women

Our scholars took courses at the following
institutions and online learning providers:
•
•
•
•
•
•

“It was a blessing toknow about the JCCF
program. I learned ofit before and donate
to it from every
paycheck. JetBlue isa great place to work
and we are gratefulfor the help we
received.”– Customer Support Crewmember

Sophia Learning, LLC
StraighterLine
Study.com
SeeMore Impact Labs
Thomas Edison State University
Peirce College

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Governance

Environment

SocialAppendix75Appendices
SASB Activity Metrics
Code

Metric2019

TR-AL-000.A

Available seat
miles (ASM)*

63,841 million

32,689 million

54,113 million

64,475 million

TR-AL-000.B

Passenger loadfactor

84.00%

56.90%

76.00%

81.50%

TR-AL-000.C

Revenuepassenger miles(RPM)*

53,617 million

18,598 million

41,152 million

52,552 million

TR-AL-000.E

Number of
departures

368,355

168,636

264,385

332,596

TR-AL-000.F

Average age offleet

10.6 years

11.3 years

11.6 years

12.8years

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2020

Governance

2021

2022

Environment

SocialAppendix76

SASB Accounting Metric Mapping
Topic
Greenhouse Gas
Emissions

Code

MetricResponse

Report Heading

Page

TR-AL-11a.1

Gross global Scope 1
emissions

8,291,103 mTCO2e

Our 2022
Emissions

29

TR-AL-11a.2

Discussion of long-termand short-term strategy
or plan to manage Scope
1 emissions, emissions
reduction targets, and ananalysis of performanceagainst those targets

Please refer tothe environmental
section within thisreportOur
Environmental
Targets

20

Our
Environmental
Strategy18(1)	Total fuel consumed(2)	percentage
alternative(3) percentage
sustainable

Total jet fuel in
consumed in 2022
was 117,844,554
GJ, with 0.078%
alternative andsustainable fuels.

Reducing Fuel
Burn

23

TR-AL-11a.3

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Governance

Environment

SocialAppendix

77

SASB Accounting Metric Mapping
Topic
Accidents and Incidents

Code

MetricLabor Practices

TR-AL-310a.1

Percentage of active
workforce covered
under collective
bargaining agreements

Competitive
Behavior

TR-AL-310a.2(1)	Number of work
stoppages and(2)	total days idle

TR-AL-520a.1

Total amount ofmonetary losses
as a result of legal
proceedings associatedwith anti-competitive
behavior regulations

TR-AL-540a.1

Description of
implementation andoutcomes of a Safety
Management System

TR-AL-540a.2

TR-AL-540a.3

Accident & Safety
Management

Report Heading

Page

Please refer to our 2023 proxystatement

N/A

80

Please refer to the Occupational
Health and Safety section within
this report

Occupational
Health & Safety

62

N/A

N/A

Please refer to the Safety section
within this report

Safety Risk
Management

56

Number of aviation
accidents

Please refer to the Safety section
within this report

Occupational
Health and Safety

55

Number of governmental
enforcement actionsof aviation safety
regulations

0

N/A

N/A

Table of Contents

Response$0

Governance

Environment

SocialAppendix78

TCFD Accounting Metric Mapping
Disclosure
Category
Governance

Strategy

Recommended
Disclosures

JetBlue Reporting
Heading

Describe the board’s oversight of climate-related risks and opportunities

Board Risk Oversight

Describe management’s role in assessing climate-related risks andopportunities

ESG Governance

Describe the climate-related risks and opportunities the organization has
identified over the short, medium, and long term

Climate Related Risks andOpportunities

Describe the impact of climate-related risks and opportunities of theorganization’s businesses, strategy, and financial planning

Assessing and Managing
Climate Related Risks and

Describe the resilience of the organization’s strategy, taking into
consideration different climate-related scenarios, including a 2° C or lower
scenario
Risk Management

Describe the organization’s processes for identifying and assessing climaterelated risks

Climate Related Risks andOpportunities

Describe the organization’s processes for climate-related risks

Metrics andTargets

Describe how processes for identifying, assessing, and managing climaterelated risks are integrated into the organization’s overall risk management

Our Environmental Strategy

Disclose the metrics used by the organization to assess climate-related risks
and opportunities in line with its strategy and risk management process

Our 2022 Emissions

Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse gas(GHG) emissions, and the related risks

Our 2022 Emissions

Describe the targets used by the organization to manage climate-relatedrisks and opportunities and performance against targets

Our Environmental Targets

Table of Contents

Governance

Environment

SocialAppendix79Equal Employment
Opportunity (EEO-1) Data

Table of Contents

Governance

Environment

SocialAppendix80Verification Certificate
VERIFAVIA SAS

VERIFAVIA SAS

VERIFAVIA SAS

33 Avenue du Maine, 75015 PARIS (France)+33 1 43 22 71 94 | contact@verifavia.com

33 Avenue du Maine, 75015 PARIS (France)+33 1 43 22 71 94 | contact@verifavia.com

33 Avenue du Maine, 75015 PARIS (France)+33 1 43 22 71 94 | contact@verifavia.com

OpinionStatement on the reported annual environmental data found in JetBlue’s Carbon Footprint. VERIFAVIA disclaims any liabilityor responsibility to a third party for decisions, whether an investment or otherwise, is based on this Assurance Statement.

ASSURANCE STATEMENT

We conducted a verification of the activity data reported by JetBlue in its GHG Inventory as presented above. Based on the

Criteria

verification work undertaken to reasonable assurance for Scope 1 and Scope 3 (Category 3) and limited assurance for Scope

2 and Scope 3 (all categories except for Category 3), these data are fairly stated and contain no material misstatements or

We conducted the independent audit based on the following verification criteria:-Context

material non-conformities.

ISO 14065:2013 – Greenhouse gases – requirements for greenhouse gas validation and verification bodies for use

in accreditation or other forms of recognition

VERIFAVIA SAS (‘VERIFAVIA’) has been engaged by JetBlue Airways Corporation to perform an independent verification of-

in JetBlue’s carbon footprint calculations. The verification was performed with a reasonable assurance for Scope 1 and Scope-

the greenhouse gas (GHG) inventory data for the calendar year 2022 (January 1st, 2022 – December 31st, 2022) as presented
3 (Category 3) and with a limited assurance for Scope 2 and Scope 3 (except for category 3). Scope 2 emissions weregreenhouse gas emissions and removals

The Climate Registry General Reporting Protocol Version 3.0

calculated using location-based emission factors. The consumption of Jet Fuel was previously audited by an accredited third

Responsibilities

VERIFAVIA has verified that this value is also suitable for the GHG inventory.

that support the reported data, for determining the company’s objectives in relation to GHG information and management,

party for inclusion in the Annual Report (Form 10-K) submitted to the U.S. Securities and Exchange Commission (SEC).

Emissions(tCO2e)% of total
emissions

Ground Fuel

10,745-

Jet Fuel

8,280,357-

Scope 1 Emissions

8,291,103

79.24%

Purchased Electricity

28,572-

Scope 2 Emissions (location-based)

28,5720.27%

Category 1

Purchased Goods and Services

168,597-

Category 2

Capital Goods

139,980-

Category 3

Fuel- and Energy-Related Activities
Not Included in Scope 1 or Scope 2

1,687,085-

Category 6

Business Travel

50,847-

Category 8

Upstream Leased Assets

94,692-

2,141,201

20.46%

2,079

-

Scope

Scope 3 Emissions
Sustainable Aviation Fuel (SAF)
Additional GHGs – Biogenic Accounting
Total Emissions (all Scopes)

2,079

0.02%

10,462,955

100.00%

JetBlue is solely responsible for the preparation and reporting of its GHG inventory data, for any information and assessments

Mathias Grossmann
Aviation Director
VERIFAVIA SAS

and for establishing and maintaining appropriate performance management and internal control systems from which

Patricia Pinilla
Airports Manager, Aviation Auditor
VERIFAVIA SAS

reported information is derived.

In accordance with the verification contract, it is our responsibility to form an independent opinion, based on the examinationof information and data presented in the GHG Inventory, and to report that opinion to JetBlue. We also report if, in our
opinion:-

The GHG inventory data is or may be associated with misstatements (omissions, misrepresentations, or errors) or
non-conformities; or-the verification team/verifier has not received all the information and explanations that it requires to conduct its
examination; or-

improvements can be made to the company's performance in monitoring and reporting GHG inventory data.

We conducted our examination having regard to the verification criteria documents listed above. Also, discussions with thestaff responsible to give us limited assurance that the amounts and disclosures relating to the data have been properly

prepared in accordance with the requirements of the Climate Registry General Reporting Protocol in terms of relevance,completeness, consistency, transparency, and accuracy. This also involved assessing where necessary estimates andjudgements were made by JetBlue in preparing the data and considering the overall adequacy of the presentation of thedata in the GHG Inventory.

Independence statement

We confirm that VERIFAVIA and the verification team are independent of JetBlue and have not assisted in any way with the

The Sustainability Team of JetBlue holds the responsibility for preparing and presenting JetBlue’s GHG Inventory, which

includes the reported annual environmental data and related information. We are responsible for providing an Assurance
VERIFAVIA | 08 August 2023

Paris, 08 August 2023

ISO 14064-3:2019 – Greenhouse Gases – Specification with guidance for the validation and verification of

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development of the Greenhouse gas (GHG) inventory or in the preparation of any text or data provided, except for thisAssurance Statement.

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3|3

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SocialAppendix81

Table of Contents

Governance

Environment

SocialAppendix82