2012 responsibility report

www.jetblue.com/green

2012 RESPONSIBILITY REPORT

http://www.jetblue.com/green

“Our commitment to corporate

responsibility represents the very core of who we are, what we value, and

how we view our role in the world — both today and into

the future.”

— Dave Barger, JetBlue President and CEO

1 WWW.JETBLUE.COM/GREENLETTER FROM THE CEO

LETTER FROM THE CEOWe logged another successful year at JetBlue in 2012. We received our eighth J.D. Power and Associates honor in airline customer satisfaction, grew our fleet and our network, and moved into new facilities in Long Island City, N.Y.; San Juan, Puerto Rico; and Long Beach, Calif. We offset 15,700 metric tons of carbon dioxide equivalents from crewmember travel and planted nearly 84,000 trees. In our annual Swing for Good and Bid for Good fundraising campaign, we achieved a milestone of $1 million raised over four years. Through volunteer efforts and $820,000 in customer and JetBlue donations, we helped our crewmembers and neighbors recover from the devastation of Hurricane Sandy. Our crewmembers nearly doubled the number of hours spent volunteering in their communities in 2012.

As we build on the success of JetBlue’s first 12 years, we know that what got us here won’t carry us into the future. We must adapt to the changing needs of our business, our communities and the environment — all while staying true to our core values: safety, caring, integrity, passion and fun. Examining our risks and opportunities to stay ahead of challenges will help us continue to grow organically and serve our communities in the future.

To reflect our evolution, we have broadened our 2012 report to cover more topics and provide more detailed information. In addition to disclosing greenhouse gas emissions from our jet fuel usage, we now include emissions from our ground support equipment and from electricity usage at facilities we own. For the first time, we have devoted a chapter to people — our crewmembers, customers and business partners — and address our customer satisfaction practices, crewmember training, business partner guidelines and other topics relevant to JetBlue’s long-term

sustainability. We expand on our ethical business practices and focus discussion of our economic performance on how we support our sustainable growth.

We prepared this report in accordance with the Global Reporting Initiative (GRI), an internationally recognized framework for sustainability reporting. By broadening our report’s scope, we achieved GRI application level B for the first time, an increase from the application level C we achieved for 2010-2011. Our JetBlue 2012 Responsibility Report even carries a new title, one that does more than simply capture our report’s expanded content. Our commitment to corporate responsibility represents the very core of who we are, what we value, and how we view our role in the world — both today and into the future.

Dave BargerChief Executive Officer

JETBLUE RESPONSIBILITY REPORT • 2012 2TABLE OF CONTENTS

TABLE OF CONTENTSLETTER FROM THE CEO ................................................................................................................................................ 1

WELCOME ...................................................................................................................................................................... 3ABOUT JETBLUE ................................................................................................................................................................................... 3OUR SUSTAINABILITY STRATEGY ......................................................................................................................................................... 5

AWARDS ................................................................................................................................................................................................ 8

JETTING TO GREEN ..................................................................................................................................................... 10GREENHOUSE GAS INVENTORY .......................................................................................................................................................... 11REDUCING OUR EMISSIONS ............................................................................................................................................................... 14REGULATORY COMPLIANCE ............................................................................................................................................................... 19WASTE REDUCTION ............................................................................................................................................................................ 20WATER USAGE AND CONSERVATION .................................................................................................................................................. 20FEATURE: JETBLUE’S ENVIRONMENTAL COMMITMENT ................................................................................................................... 21

CARING FOR OUR COMMUNITIES ............................................................................................................................... 22YOUTH AND EDUCATION ..................................................................................................................................................................... 23COMMUNITY ........................................................................................................................................................................................ 24THE ENVIRONMENT ............................................................................................................................................................................ 27FEATURE: HELPING OUR COMMUNITIES AFTER HURRICANE SANDY ............................................................................................... 29

PEOPLE ARE OUR PASSION ........................................................................................................................................ 30CREWMEMBERS ................................................................................................................................................................................. 30CUSTOMERS ........................................................................................................................................................................................ 37BUSINESS PARTNERS ......................................................................................................................................................................... 40

FEATURE: LONG ISLAND CITY SUPPORT CENTER ............................................................................................................................. 41

SAFETY AND SECURITY ............................................................................................................................................... 42SAFETY ................................................................................................................................................................................................ 42SECURITY ............................................................................................................................................................................................ 45FEATURE: CARE AND EMERGENCY RESPONSE DEPARTMENT ......................................................................................................... 46

INTEGRITY IN ECONOMICS AND GOVERNANCE .......................................................................................................... 47ECONOMIC PERFORMANCE ................................................................................................................................................................ 47GOVERNANCE ..................................................................................................................................................................................... 53FEATURE: GROWING OUR NETWORK ................................................................................................................................................. 55

ABOUT OUR REPORTING ............................................................................................................................................. 56

LIST OF TERMS ............................................................................................................................................................ 58

GLOBAL REPORTING INITIATIVE INDEX ...................................................................................................................... 59

3 WWW.JETBLUE.COM/GREENWELCOME

Our commitment to service and the

environment is ingrained in how

we do business every day.

WELCOMEOur JetBlue 2012 Responsibility Report discloses our progress in 2012 as well as our next steps in growing sustainably at JetBlue.

Whether offsetting carbon emissions or encouraging customers and crewmembers to do One Thing That’s Green for the environment, JetBlue Airways Corp. (JetBlue) is committed to doing the right thing both in the air and on the ground. Caring is one of JetBlue’s core values, and we believe our culture of caring earns us loyal new customers each year. Our commitment to service and the environment is ingrained in how we do business every day. As we grow responsibly and sustainably, we remain committed to bettering the communities we serve and the lives of our customers and crewmembers.

JetBlue began operation in 2000 with the objective of providing superior customer service by offering competitive fares and the most value throughout the travel experience. We have carved out a niche among our competitors that is focused on delivering unmatched value to all customers with our product offerings, including a first checked bag free of charge, unlimited name brand snacks and beverages, and a live inflight entertainment system with 36 channels of free programming and more than 100 channels of free XM Satellite Radio® at every comfortable seat. Customers receive award-winning service from the friendliest crewmembers in the sky while they kick back and enjoy the most legroom in coach of any U.S. airline.1 Now in

our second decade of operation, we continue to fly above the industry as a different kind of airline, creating unique experiences for our crewmembers, customers, communities and all our stakeholders.

1 Based on average fleet-wide seat pitch of U.S. airlines.

ABOUT JETBLUE JetBlue was incorporated in Delaware in August 1998 and commenced service February 11, 2000. As of March 5, 2012, our principal executive offices are located in a Leadership in Energy and Environmental Design (LEED) Silver building at 27-01 Queens Plaza North, Long Island City, NY 11101. By the end of 2012, we had grown to 14,374 crewmembers serving an average of 750 daily flights from 75 cities in the United States, Mexico, the Caribbean and Latin America. We plan to launch service to Charleston, S.C.; Albuquerque, N.M.; Philadelphia; and Medellin, Colombia, in 2013.

To learn more about JetBlue’s 2012 financial performance, please see JetBlue’s 2012 Annual Report on Form 10-K, available at investor.jetblue.com.

http://investor.jetblue.com

2012 BY THE NUMBERS

JETBLUE CITIES

• 264,600departures

• 1,943crewmembershired

• Nearly30millionJetBluecustomers

• FivenewBlueCities:Dallas-FortWorth; Cartagena, Colombia; Samana, Dominican Republic; Grand Cayman, Cayman Islands; Providence, R.I.

• 11aircraftdelivered(sevenAirbusA320aircraft, four EMBRAER 190 aircraft)

• 150aircraftheavymaintenancechecks

• EighthconsecutiveJ.D.PowerandAssociatesrecognition for customer satisfaction2

• 563milliongallonsofjetfuelconsumed

• $820,000incustomerandcorporatedonationstotheAmerican Red Cross

• 22commercialairlinepartnerships

2 JetBlue received the highest numerical score among five low-cost carriers in the proprietary J.D. Power and A ssociates 2006-2012 North America Airline Satisfaction StudySM. 2012 study based on responses from 13,763 passengers who flew on a major North American airline between May 2011 and April 2012. Proprietary study results are based on experiences and perceptions of consumers surveyed July 2011-April 2012. Your experiences may vary. Visit jdpower.com.

Seattle

Portland

SacramentoSalt Lake City

Denver

Chicago/O’Hare Pittsburgh Newark

Dallas/Fort Worth

AustinHouston/Hobby

New Orleans

Cancún

Liberia San José

Cartagena

Kingston

Montego Bay

Grand Cayman

Nassau

Turks & Caicos

Puerto PlataSantiago

Santo Domingo

SamanáPunta Cana

Aguadilla SAN JUAN

St. Thomas

St. Maarten

St. Croix St. LuciaBarbados

PonceLa Romana

Bermuda

Martha’s VineyardNantucket

Jacksonville

CharlotteRaleigh/Durham

Richmond

Burlington

SyracuseNewburgh

Westchester County

RochesterBuffalo

PortlandBOSTON

ProvidenceHartford

NYC/LGANYC/JFK

DC/Reagan NationalDC/DullesBaltimore

ORLANDOWest Palm Beach

Fort MyersSarasotaTampa

FORT LAUDERDALE

Bogotá

Aruba

OaklandSan Francisco

San JoseBurbankLos Angeles/LAXLONG BEACH

San Diego Phoenix

Anchorage

Map not to scale

Year-round serviceSeasonal service

JETBLUE RESPONSIBILITY REPORT • 2012 4WELCOME

http://jdpower.com


Our strategy focuseson environment,

community, people,safety and security,

economics, andgovernance.

OUR SUSTAINABILITY STRATEGY Our company culture is built on our five core values: safety, caring, integrity, passion and fun. In support of these key values, we strive to continuously adopt responsible environmental, social and economic business practices that encourage the long-term sustainability of our communities and our company. Our JetBlue 2012 Responsibility Report discloses our progress in 2012 as well as our next steps and goals for growing sustainably at JetBlue. We have an ongoing commitment to help the community and environment and encourage our customers and crewmembers to join us in these daily efforts.

We view our sustainability strategy as a long-term approach to balancing business opportunities with our key values. Our strategy focuses on environment, community, people, safety and security, economics and governance. Within these focus

areas, we work to establish sustainable commitments and initiatives for issues relevant to our business and stakeholders.

SUSTAINABILITYSTRATEGY

ENVIRONMENT

Fuel efficiencyGHG emissionsWaste reduction

Recycling COMMUNITYYouth and education

Community outreachEnvironmental responsibility

SAFETY & SECURITYSafety management system

Workplace safety Compliance

GOVERNANCEEthics

Transparency

ECONOMICSNew cities and routes

TrueBlue

PEOPLEValuing crewmembers

Customer serviceSustainable

business partners

As our business and industry evolve, we continue to enhance our sustainability strategy. We’ve shown considerable progress in our strategy over the years. As we continue to grow, we added a Manager of Sustainability position to our team for 2013. This manager is dedicated to ensuring a more sustainable JetBlue and will lead our efforts to assess our current strategy in light of our impacts, risks and opportunities. We will further refine our strategy and craft specific goals and initiatives against which we can better measure our progress as we work toward increased sustainability.

ENVIRONMENTWe work to improve our environmental performance, seek ways to go above and beyond current environmental regulations, use aircraft and equipment that minimize our environmental impact, reduce waste, and make protecting the environment part of our crewmembers’ and customers’ daily lives. Mitigating the effects of greenhouse gas (GHG) emissions and climate change is critical to our operations and communities.

As a member of International Air Transport Association (IATA) and Airlines for America (A4A), we have committed to targets to reduce GHG emissions:

• Improvefuelefficiencybyanaverageof1.5percentper year from 2009 to 2020;

• Capaviationcarbondioxide(CO2) emissions in 2020 (carbon-neutral growth); and

• ReduceCO2 emissions by 50 percent by 2050, relative to 2005 levels.

JetBlue CEO Dave Barger is a member of both the IATA Board of Governors and the A4A Board of Directors, and we are committed to meeting these industrywide targets.

We work hard to earn the distinction of being the airline of choice for our customers, a solid business partner to our suppliers, and a great place to work for our crewmembers.


COMMUNITYAt JetBlue, we believe we have a responsibility to have a positive impact on the communities we serve. We support nonprofit organizations throughout our network, engage in volunteer efforts that align with crewmembers’ passions and provide a localized impact within the areas of youth and education, community, and the environment. In 2012, we set a goal to raise $75,000 through our largest charitable fundraiser, Swing for Good. We exceeded this goal with $420,000 in pledged donations. Also in 2012, we sought to increase crewmember volunteerism by adding 900 new crewmembers to our volunteer program, Community Connections, and by increasing the number of hours crewmembers volunteer. We exceeded these goals, adding more than 2,400 crewmembers to Community Connections and more than doubling crewmember volunteer hours compared to 2011.

PEOPLEWe work hard to earn the distinction of being the airline of choice for our customers, a solid business partner to our suppliers, and a great place to work for our crewmembers. We are committed to recognizing and developing the value of all our crewmembers and maintaining a direct relationship with our workforce so we can all share in JetBlue’s success. We also deliver a great experience for our customers each and every day, on every flight, while maintaining our competitive fares. We are also developing procedures to encourage sustainable business practices from our business

partners and increase our spending with minority-, women- and veteran-owned businesses. For our 2012 Satmetrix Net Promoter Score® (NPS), which is a measure of customer satisfaction, we set a goal of 66 percent — an ambitious goal given that the average NPS for the airline industry is 28 percent, according to Satmetrix data. We finished very close to our target, achieving slightly higher than 65 percent.

SAFETY AND SECURITY At JetBlue, safety is our top priority. We strive to comply with all applicable laws and regulations, but our approach to safety includes more than compliance. We volunteer to participate in supplemental Federal Aviation Administration (FAA) safety programs, and we are building our safety management system (SMS) aimed at fostering a safety culture that helps identify risks to our operations and workplace and proactively addresses safety issues.

A solid financial foundation is critical

to the success of our business, so we

are committed to growing profitably

and sustainably.


For our crewmembers, we strive to minimize workplace injuries and set annual goals to limit our Occupational Safety and Health Administration (OSHA) injury rate. We surpassed our goal for our injury rate again in 2012, posting our lowest injury rate in the history of our company.

ECONOMICSA solid financial foundation is critical to the success of our business, so we are committed to growing profitably and sustainably. This includes growing profitably and responsibly while maintaining competitive fares for our customers and managing business risks, such as high prices for jet fuel. In 2012 we focused on growing the key markets of Boston, the Caribbean and Latin America; expanding partnerships with other airlines; offering one

of the industry’s best cargo options in 39 cities, expanding to new facilities; and continuing to grow organically.

GOVERNANCEOur governance practices are designed to enhance transparency for our stockholders and crewmembers and demonstrate our commitment to both integrity and innovation. Our Code of Ethics and Code of Business Conduct inform our crewmembers and shareholders of JetBlue’s expectations for consistent ethical behavior. Beginning in 2013, we will require crewmember training on our Code of Business Conduct. Our senior finance leadership certifies receipt and understanding of our Code of Ethics.

We were awarded highest honors in airline customer satisfaction among low-cost carriers by J.D. Power and Associates 2012 North America Airline Satisfaction StudySM.


AWARDS We were awarded highest honors in airline customer satisfaction among low-cost carriers by J.D. Power and Associates 2012 North America Airline Satisfaction StudySM, an estimable recognition we have earned every year since 2006. The study measures overall customer satisfaction based on performance in seven measures (in order of importance): cost and fees; in-flight services; boarding,

deplaning, and baggage; flight crew; aircraft; check-in; and reservations. We were also ranked highest in customer satisfaction among all U.S. major airlines in 2005, when low-cost and traditional network carriers were combined in a single category, making this year’s achievement our eighth consecutive J.D. Power and Associates award.


We were also named a 2012 Industry Leader by the American Customer Satisfaction Index (ACSI), the first year we had adequate market share to warrant listing on the ACSI. As an independent scoring entity, the ACSI measures on a scale of 0 to 100 the satisfaction of customers of more than 225 companies across 47 industries. In 2012, our customer satisfaction score led the airline industry with a score of 81, notably higher than the industry wide average of 67.

JETBLUE AWARDS RECEIVED IN 2012

AWARD SOURCE

Top Low-Cost Airline for Customer Satisfaction J.D. Power and Associates

Industry Leader American Customer Satisfaction Index

Corporate Leadership Award American Red Cross of Greater New York

For Planet and People Award Carbonfund.org Foundation

Transportation Innovator White House Champion of Change

Gold Award, General Website Categories — Travel W3 Awards

Best in Class, Airline; Best in Class, E-Commerce Interactive Media Awards

Best Domestic Airline Porthole Cruise Magazine

Honorable Mention, Best Innovative Consumer Experience Concept or Practice

Airports Council International (ACI) North America

CSR Cause Branding Campaign of the Year PR News

2011 Best of the Web, Mobile Leader; 2011 Silver, US Flight Search Transaction

Compuware Gomez Web & Mobile Performance Awards

Best International Airline of 2011 Jamaica Tourist and Hotel Association

http://Carbonfund.org

Our Environmental Commitment establishes our approach to promoting a cleaner, healthier planet for us all.

JETBLUE RESPONSIBILITY REPORT • 2012 10JETTING TO GREEN

—

JETTING TO GREEN“JetBlue Airways will set the standard for environmental stewardship in the airline industry. It is our corporate commitment to operate in ways that will help protect and preserve the environment.” JetBlue Environmental Commitment

At JetBlue, we believe it is everybody’s responsibility to protect our environment and preserve it for future generations. Our Environmental Commitment establishes our approach to promoting a cleaner, healthier planet for us all. We work to continuously improve our environmental performance, seek ways to go above and beyond current environmental regulations, use aircraft and equipment that minimize our environmental impact, reduce waste, and make protecting the environment part of our crewmember’s and customer’s daily lives.

Guided by our Environmental Commitment, our Manager of Environmental Services works to promote regulatory compliance, encourage efficient operations, collect and analyze information on our impacts, and mitigate the environmental effects of our operations. Beginning in 2013,

our new Manager of Sustainability will lead efforts to assess our current environmental strategy and craft specific goals and initiatives against which we will measure our progress as we work toward a more sustainable JetBlue.

11 WWW.JETBLUE.COM/GREENJETTING TO GREEN

GREENHOUSE GAS INVENTORY Assessing our greenhouse gas (GHG) emissions is an important step toward minimizing our environmental footprint. We contract with an independent organization to calculate our GHG emissions with the ultimate goal of reducing our impact on the environment.

METHODOLOGYThe updated inventory presented in this report was developed in accordance with global industry standards and protocols, such as The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard from the World Resources Institute (WRI). In our GHG emissions inventory, we include the following internationally recognized GHGs:

• Carbondioxide(CO2)• Methane(CH4)• Nitrousoxide(N2O)• Hydrofluorocarbons(HFCs)• Perfluorocarbons(PFCs)• Sulfurhexafluoride(SF6)

GLOBAL WARMING POTENTIAL OF GREENHOUSE GASES

(Relative to CO2)

GREENHOUSE GASGLOBAL WARMING POTENTIAL (GWP)

CO2 1

CH4 21

N20 310

HFCs 1,000 to 11,700

PFCs N/A

SF6 N/A

We convert each of these GHG constituents to a common unit of measure, carbon dioxide equivalents (CO2e), to account for the varying global warming potential of each GHG. Our GHG reporting period extends from 2000 through 2012.

Organizational boundaries — the extent of an organization’s control over its facilities and equipment — determine the types of GHG emissions included in or excluded from the GHG inventory. Like most commercial airlines, the majority of JetBlue’s facilities are owned by others and leased by the airline. Therefore, we are only including assets we own.

Beyond jet fuel, we are including two additional sources of emissions in our GHG emissions inventory: Scope 1 emissions from our ground support equipment and Scope 2 emissions from our owned facilities.


To avoid double counting, GHG emissions are categorized into direct emissions (Scope 1), energy indirect emissions (Scope 2) and other indirect emissions (Scope 3). Scope 1 emissions originate from sources owned or controlled by a company. At JetBlue, our main source of Scope 1 emissions is the combustion of jet fuel, which accounts for more than 99 percent of our GHG emissions. We also generate a relatively minor amount of Scope 1 emissions from the gasoline- and fuel-powered ground support equipment we own. Scope 2 emissions result from the generation of imported electricity or steam consumed by the company. In prior responsibility reports, we have disclosed GHG emissions from the combustion of jet fuel. To voluntarily increase transparency and disclosure in our JetBlue 2012 Responsibility Report, we are including two additional sources of emissions in our GHG emissions inventory: Scope 1 emissions from our ground support equipment and Scope 2 emissions from our owned facilities.

Scope 3 emissions are the consequences of an organization’s function but arise from GHG sources not owned or controlled by the organization. Examples of Scope 3 emissions include crewmembers commuting to work in personal vehicles or delivery of fuel to JetBlue locations. Under WRI’s protocol, reporting Scope 3 emissions is optional, and we do not include Scope 3 emissions in our GHG emissions inventory.

We calculate GHG emissions by applying a standard GHG emission factor to determine the quantity of each GHG constituent produced. Jet fuel, gasoline, diesel and electricity have differing GHG emission factors. For our ground support equipment, we did not separately track gasoline consumption from diesel consumption in 2012. For the purposes of this report, we have applied the diesel GHG emission factor to both diesel and gasoline consumed by our ground support equipment. We chose the GHG emission factor for diesel, rather than gasoline, because


the GHG emission factor for diesel is higher and therefore overstates, rather than understates, our emissions.

CALCULATED EMISSIONSWe calculate Scope 1 GHG emissions from jet fuel on an absolute basis from 2000 through 2012. We calculate Scope 1 GHG emissions from ground support equipment and Scope 2 GHG emissions on an absolute basis for 2012 only.

For more meaningful comparisons from year to year and in accordance with industry standards, we normalize GHG emissions to the amount of work completed during a calendar year. At JetBlue, our work is measured primarily by the customers and cargo we transport. Therefore, we

normalize our GHG emissions to revenue ton miles (RTM), defined as the weight in tons of revenue traffic (customers and cargo) transported multiplied by the miles flown. We divide our GHG emissions by RTMs to calculate a ratio and use the calculated ratio as the basis of comparison among reporting periods.

Our 2012 total calculated GHG emissions is 5.4 million metric tons CO2e. This is an absolute number that includes both our Scope 1 and Scope 2 emissions. After taking into account the number of miles we flew and the weight of our passengers and cargo, our GHG emissions per RTM is 1.61. Our GHG emissions per RTM decreased 0.9 percent year-over-year and 9.3 percent since we began operations in 2000.

JETBLUE GREENHOUSE GAS EMISSIONS INVENTORY

YEAR

SCOPE 1 DIRECT EMISSIONS

(Metric Tons CO2e)

SCOPE 2 INDIRECT EMISSIONS

(Metric Tons CO2e)*TOTAL EMISSIONS

(Metric Tons CO2e)REVENUE TON MILES

(RTM)

GHG EMISSIONS/RTM(Metric Tons CO2e/

1,000 RTM)

2000 177,900 -- 177,900 100,348,300 1.77

2001 532,900 -- 532,900 329,598,800 1.62

2002 1,020,100 -- 1,020,100 685,956,300 1.49

2003 1,675,500 -- 1,675,500 1,156,850,500 1.45

2004 2,326,500 -- 2,326,500 1,576,954,700 1.48

2005 2,926,900 -- 2,926,900 2,027,586,800 1.44

2006 3,652,600 -- 3,652,600 2,345,183,000 1.56

2007 4,290,300 -- 4,290,300 2,588,321,400 1.66

2008 4,333,850 -- 4,333,850 2,634,512,808 1.65

2009 4,351,035 -- 4,351,035 2,620,365,837 1.66

2010 4,654,310 -- 4,654,310 2,856,971,982 1.63

2011 5,023,365 -- 5,023,365 3,095,234,716 1.62

2012 5,399,631 28,689 5,428,320 3,376,303,538 1.61

*Scope 2 indirect emissions include purchased electricity for John F. Kennedy International Airport (JFK) Terminal 5 and the JFK Maintenance Hangar and Provisioning warehouse as well as the Orlando Support Center and Maintenance and Live TV Hangar.

0.50

0.75

1.00

1.25

1.50

1.75

2.00

We commit substantial time and resources to researching, advocating and transforming the ways we manage fuel and operate our fleet of aircraft.

JETBLUE GREENHOUSE GAS EMISSIONS INTENSITY RATIO

REDUCING OUR EMISSIONSBecause jet fuel accounts for nearly all of our GHG emissions, we commit substantial time and resources to researching, advocating and transforming the ways we manage fuel and operate our fleet of aircraft. In addition to improving our internal processes, we take an active role in industry initiatives to reduce fuel consumption and GHG emissions.

INDUSTRY COMMITMENTSJetBlue is a member of the International Air Transport Association (IATA), and our President and CEO Dave Barger is a member of the IATA Board of Governors and the Airlines for America (A4A) Board of Directors. IATA has adopted targets to reduce GHG emissions from the airline industry, and we are committed to meeting those targets:

• Improvefuelefficiencybyanaverageof1.5percentper year from 2009 to 2020;

• CapaviationCO2 emissions in 2020 (carbon-neutral growth); and

• ReduceCO2 emissions by 50 percent by 2050, relative to 2005 levels.

IATA and A4A identified a strategy to mitigate GHG emissions through four key areas: improved technology, effective operations, efficient infrastructure and economic investment. At JetBlue, our fuel management and fleet management strategies, discussed further in this section, help us maximize our GHG emissions reduction.

20072006200520042003200220012000 2008 2009 2010 20122011

YEAR

(Met

ric

tons

CO

2e/1

,000

RTM

)IN

TEN

SITY

RAT

IO


0

20

40

60

80

100

120

140

160

180

JETBLUE AIRCRAFT FLEET INVENTORYENDING DECEMBER 31, 2012

AIRCRAFTSEATING PER

AIRCRAFTNUMBER OF AIRCRAFT

AVERAGE AGE (YEARS)

A320 150 127 7.4

E190 100 53 4.8

TOTALS -- 180 6.7

JETBLUE AIRCRAFT TOTALS

THE MOST FUEL-EFFICIENT FLEET IN THE INDUSTRY Our business and environmental successes are largely contingent on our fleet management strategies. At the end of 2012, we operated a total of 180 aircraft, including 127 Airbus A320 (A320) aircraft and 53 Embraer 190 (E190) aircraft. With an average fleet age of 6.7 years, our fleet is one of the youngest in our industry. Operating a newer fleet with the latest technologies makes our aircraft more fuel efficient and dependable, reduces maintenance, and results in a better experience for our customers. Because older aircraft tend to burn more fuel and produce more emissions than their newer counterparts, our continued commitment to maintaining a properly sized and relatively new fleet positions us to effectively limit our GHG emissions.

Our fleet plan for 2013 and beyond supports continued efforts to reduce GHG emissions. Beginning in 2013, all A320 family deliveries will come with Sharklets, which are wingtip devices we expect will improve aircraft fuel efficiency by approximately 3.5 percent. In addition, in partnership with Airbus, we will retrofit a portion of our existing A320 fleet with Sharklets beginning in 2013. Over a four-year period beginning in 2018, we will take delivery of 40 A320neo aircraft equipped with new Pratt & Whitney PurePower PW1100G-JM engines. These A320neo aircraft will offer fuel savings of up to 15 percent, increased range and a reduction in noise.

20072006200520042003200220012000 2008 2009 2010 20122011

A320

E190

Total

YEAR

FLEE

T TO

TAL

Our continued commitment to

maintaining a properly sized and relatively new fleet positions

us to effectively limit our GHG emissions.



FUEL-EFFICIENT PRACTICESIn 2012, we continued to adopt internal operations and maintenance practices that reduce and conserve fuel. We removed hundreds of pounds from each aircraft by switching to radial tires, removing seats, changing galley provisioning procedures, modifying or replacing galley carts, and employing other, smaller initiatives.

When our aircraft are on the ground, we limit the use of fuel-hungry auxiliary power units (APUs) and instead rely on electrical ground power and pre-conditioned air units where available to start aircraft engines, power aircraft systems when parked and pressurize onboard water systems. Through our partnership with Long Beach Airport (LGB), we replaced additional diesel- or gasoline-powered ground support equipment with electric airplane tugs, baggage loaders and air conditioning carts, as well as manual passenger stairs and ramps. The airport provides electric charging stations to

power our equipment and has installed solar panels to offset a portion of on-site electrical usage. Between 2008 and 2012, use of electric and manual ground support equipment reduced our average monthly diesel and gasoline fuel costs by nearly 60 percent at LGB.

—


“To reduce our impact on air quality, we are using manual

and electric ground support equipment in partnership with

Long Beach Airport. Reducing emissions is important to us. After

all, we live in Southern California, too.”

Thomas Berg, JetBlue General Manager,

Long Beach Airport

When possible, we utilize only one engine when taxiing aircraft between the terminal and the runway. Our systemwide average rate for single-engine taxi was 62 percent on the A320 fleet and 79 percent on the E190 fleet. At John F. Kennedy International Airport (JFK), our single-engine taxi use averaged 82 percent on the A320 fleet and 93 percent on the E190 fleet. Because we experience our most significant delays at JFK, our single-engine taxi success at this location has a multiplier effect that increases the magnitude of the fuel savings and emissions reductions attributed to the practice.

In our maintenance activities, our first priorities are tasks that address safety issues, then tasks resulting in fuel

efficiency improvements. We routinely clean the engines on our aircraft, improving engine efficiency and reducing fuel consumption and associated GHG emissions.

We use the Pratt & Whitney EcoPower® engine wash system to minimize environmental impacts. The engine wash system uses a closed cycle that recovers wash water and passes it through filters so it can be recycled and does not contaminate local watersheds. In 2012, our maintenance efforts and subsequent engine efficiency resulted in a fuel savings of more than 950,000 gallons — saving more than $3 million — and reduced our emissions by more than 9,000 metric tons of CO2e.

We can conserve substantial amounts of fuel by changing how aircraft climb and descend, adjusting flying speed, reducing delays, and flying more direct routes.


NEXTGEN: FUEL-EFFICIENT NAVIGATION We can conserve substantial amounts of fuel by changing how aircraft climb and descend, adjusting flying speed, reducing delays, and flying more direct routes. The FAA’s Next Generation Air Transportation System (NextGen) is a national airspace modernization program that introduces new air traffic management technologies and efficiencies and shorter flying routes, thereby reducing fuel consumption and GHG emissions. We take an active role in partnering with the FAA on NextGen. JetBlue President and CEO Dave Barger served as chairman of the NextGen Advisory Committee, an industry advisory group, and in July 2012 he was honored by the White House as a transportation innovator in the “Champions of Change” series for his leadership in the effort to implement NextGen.

An integral component of NextGen is automatic dependent surveillance-broadcast (ADS-B), which is satellite-based navigation technology for monitoring flights. ADS-B is a substantial improvement over the current system, which relies on ground radar technology for monitoring flights and can lead to delays. As part of a $4.2 million FAA grant, we outfitted 35 of our A320 aircraft with ADS-B technology in 2012. Also in 2012, we were the first air carrier to receive certification for DO-260B on our A320 aircraft, thereby enabling us to transmit information about our aircraft’s position, speed and intent. JetBlue will begin to realize the main benefits from ADS-B in June 2013 when we begin utilizing the new technology. ADS-B allows for increased flexibility with flight routes, including the ability for planes to communicate their positions to each other and air traffic control with increased precision. By alleviating congestion and allowing for shorter flying times and fewer delays, ADS-B will result in less fuel burn and reduced GHG emissions.

Another key component of NextGen is required navigation performance (RNP) approaches — satellite-based, precise runway approaches that allow for a stabilized approach path, improved ability to land in fog and other poor weather conditions, reduced noise levels, shorter flight times, and as much as 18 gallons of fuel savings per flight. Our more than 2,300 pilots have been trained and certified at our flight simulator training facility in Orlando, Fla., to fly RNP approaches. In 2008, we became the first and remain the only A320 operator in the U.S. to receive FAA authorization for RNP approaches, and in 2010, we received authorization for RNP approaches for our entire fleet of E190 aircraft. In 2012, we became the first FAA-certified carrier to use the new RNP approaches at JFK, which we believe will help reduce delays and GHG emissions at New York area airports.


REGULATORY COMPLIANCERegulatory compliance is a key aspect of our Environmental Commitment. We strive to meet all current domestic and international environmental rules and regulations and surpass that goal when possible. By developing effective environmental management systems, following internal procedures and training our crewmembers in environmental requirements, we strive for 100 percent compliance with all environmental regulations.

Throughout 2012, we received one notice of violation or noncompliance. The notice did not relate to any physical environmental problems, but rather to filing annual paperwork for our stormwater permit in New Jersey. JetBlue promptly responded by providing the needed paperwork, and we have remained in compliance since.

CONTROLLING NOISE The Airport Noise and Capacity Act of 1990 recognizes the right of airport operators with special noise problems to implement local noise abatement procedures as long as those procedures do not interfere unreasonably with the interstate and foreign commerce of the national air transportation system. Certain airports we serve, including San Diego and Long Beach, Calif., established restrictions to minimize noise, which can include limits on the number of hourly or daily operations and the time of such operations.

We strive to comply with established curfew restrictions at these airports. However, due to weather or air traffic delays elsewhere in our network, we occasionally experience irregular operations that result in curfew violations. For any curfew violations at the Long Beach Airport (LGB), we make payments to support the Long Beach Public Library Foundation. In 2012, we incurred 265 violations at LGB, of which 152 were exempted, and paid out a total of $383,100.

PREVENTING SPILLSFuel spills impact our environment. Because they are largely avoidable, we make every effort to prevent them. Despite our efforts, some spills occur due to equipment failure or human error. In 2012, we had a total of 14 spill incidents at JetBlue-controlled facilities for a total volume of approximately 80 gallons. Two of the spill incidents in 2012 required reporting to the National Response Center or mentioning in our financial statements as a liability; however, due to JetBlue’s response, there were no fines associated with these spills.


JETBLUE HAZARDOUS WASTE RECYCLED

2010 2011 2012

Batteries (pounds) 1,320 715 400

Fluorescent bulbs (pounds) 180 290 325

Fuel filters (pounds) 165 165 220

Fuel oil (gallons) 4,308 5,551 5,585

Paints, adhesives, sealants (gallons)

480 660 910

WASTE REDUCTION It is our responsibility to reduce waste. Just as our customers and crewmembers participate in recycling programs at home, we have launched initiatives to reduce, recycle and repurpose materials across our organization.

RECYCLING Since we began service in 2000, the domestic trash we generate at JFK, where we provide the most service, has been sorted and recycled. Our business partner at JFK removes approximately 90 percent of the recyclable materials from our waste stream. The commingled trash is removed from JFK’s Terminal 5 (T5) and sorted by glass, metal, plastic, paper, newspaper, magazines and compost. The piles are baled for transport to paper mills and recycling centers.

REDUCING HAZARDOUS WASTEThrough our spent jet fuel and used oil recycling program, we substantially reduced our disposal of hazardous wastes. However, a small percentage of our industrial waste, primarily resulting from specialized aircraft

maintenance operations, meets the regulatory definition of hazardous waste, triggering additional storage, record keeping and disposal requirements. In 2012, we generated approximately 1 ton of hazardous waste.

WATER USAGE AND CONSERVATIONAt JetBlue, we strive to conserve water in our operations. We educate our crewmembers on the importance and impact of integrating water conservation habits into their lives at work and at home. We consider water efficiency when purchasing products through our suppliers. For instance, we use an engine wash system that recovers wash water so it can be recycled and does not contaminate local watersheds. We also check that our facilities are using water efficiently, and, for the first time, we are reporting our water usage at owned facilities. In 2012 we consumed nearly 65 million gallons of water. We will continue to report our water consumption in future responsibility reports so that we may more closely monitor, measure and reduce future usage.

JETBLUE 2012 WATER USAGE AT OWNED FACILITIES

FACILITIES GALLONS

John F. Kennedy International Airport Terminal 5

63,078,092

John F. Kennedy International Airport Maintenance Hangar and Provisioning Warehouse

912,560

Orlando Support Center 670,000

Orlando International Airport Maintenance and Live TV Hangar

260,000

TOTAL WATER USED 64,920,652

21 WWW.JETBLUE.COM/GREEN21 WWW.JETBLUE.COM/GREENJETTING TO GREEN: FEATURE

FEATURE: JETBLUE’S ENVIRONMENTAL COMMITMENT At JetBlue, our Environmental Commitment establishes our environmental stewardship policy. Our commitment shapes our approach to reducing our impacts and making a difference in our industry and communities.

ENVIRONMENTAL COMMITMENT JetBlue Airways will set the standard for environmental stewardship in the airline industry. It is our corporate commitment to aim higher and operate in ways that will help protect and preserve the environment.

We will continually improve our environmental performance and prevent pollution in everything we do.

We will meet and seek ways to go beyond current environmental regulations, to benefit the environment, our community, our customers, and our crewmembers.

We will use aircraft that incorporate state-of-the-art technology to control pollution and noise, and we will use low-emission or zero-emission ground service equipment wherever possible to improve air quality.

We will minimize individual use of automobiles by our customers and crewmembers by providing incentives and support for shuttle bus services, carpooling and transit use.

We are committed to reduce, reuse, and recycle waste. We will avoid generating waste when and where we can. We will recycle waste generated by our customers and crewmembers to the extent possible, and we will endeavor to purchase recycled materials to prevent the unnecessary use of virgin materials.

We are committed to improving the quality of life for our neighbors and communities. As a responsible corporate citizen, we will promote local employment and economic development as part of our overall environmental ethic.

We will continually challenge our crewmembers to develop new practices that we can implement to improve the environment for the benefit of our community and our customers.

At JetBlue, environmental protection is everyone’s job.

Through our 2012 Swing for Good and Bid for Good fundraisers, we received $420,000 in pledged donations.

JETBLUE RESPONSIBILITY REPORT • 2012 22CARING FOR OUR COMMUNITIES

—

CARING FOR OUR COMMUNITIES“We were overwhelmed by the generosity and timely response of our customers and crewmembers to support the American Red Cross after Hurricane Sandy. We know that giving is very personal and people are passionate about the causes they support. It quickly became evident that our customers also share our ‘passion’ and ‘caring’ values as the call to give surpassed our expectations. As New York’s Hometown AirlineTM, we felt compelled to help our neighbors.” Robin Hayes, Chief Commercial Officer

At JetBlue, we have a responsibility to better the lives of our customers, crewmembers and communities. We are dedicated to developing meaningful charitable partnerships, supporting the communities in the cities we serve, creating volunteer experiences for our crewmembers and customers, and taking responsibility for the impact of our activities on the environment. Our commitment to social responsibility means more than a one-time donation or a press release — we continuously strive to enrich the lives of others and sustain our environment for future generations.

Our Director of Corporate Social Responsibility manages our philanthropic efforts. Our Corporate Social Responsibility department closely coordinates with Government Affairs, Marketing, Corporate Communications and other work groups to ensure JetBlue’s efforts are ethical, relevant to our business, and consider the interests of the communities we serve. We work closely with partners and organizations to connect with our communities within the areas of youth and education, community and the environment.

Key sources of funds for our charitable partners are our annual Swing for Good Golf Classic fundraiser and Bid for Good online charitable auction. The Swing for Good charity golf tournament began in 2009 to raise funds for

our nonprofit partners. In 2010, we created Bid for Good, an online auction providing customers the chance to bid on vacation packages, sporting events tickets, signed memorabilia and other items and experiences. Through our 2012 Swing for Good and Bid for Good fundraisers, we received $420,000 in pledged donations, enabling us to exceed the $1 million milestone for funds raised over four years. We will equally split the donation between KaBOOM!, a nonprofit organization that envisions a great place to play within walking distance of every child in America; and PBS KIDS, the No. 1 educational media brand for kids.

—

23 WWW.JETBLUE.COM/GREENCARING FOR OUR COMMUNITIES

“We value and appreciate JetBlue’s continued

support of our mission to encourage children in communities nationwide

to explore a world of possibilities through educational media.”

Lesli Rotenberg, PBS KIDS Senior Vice President,

Children’s Media

YOUTH AND EDUCATIONWe seek opportunities to support education and partner with nonprofit organizations, including PENCIL, PBS KIDS, First Book and Cradle of Aviation Museum. Our efforts to support youth and education have received accolades including CSR Cause Branding Campaign of the Year from PR News for our 2011 Soar with Reading program, which encourages early literacy for all children.

PBS KIDSThrough our partnership with PBS KIDS and unique programs such as Soar with Reading, we are trying to improve the staggering statistic that only 1 in 300 children in low-income neighborhoods have an age-appropriate book.

SOAR WITH READINGIn summer 2012, JetBlue and PBS KIDS launched our second annual Soar with Reading initiative to provide access to books for children in need and keep children reading during the summer months. On the interactive soarwithreading.com website, we provide literacy-based activities and games, reading lists, tips for parents, and more. We hosted six reading events across our network in 2012, reaching more than 3,000 children, and encouraged crewmembers to volunteer their time for reading programs at local libraries and other organizations. We donated 250,000 literacy-based activity booklets (including 50,000 in Spanish) directly to libraries, through PBS KIDS, and to our customers traveling with children. As part of our 2012 soarwithreading.com website, we donated $200,000 worth of books to children in need throughout our network. Our plan is to make Soar with Reading even more impactful in 2013. Visit the soarwithreading.com website to learn more.

FIRST BOOKIn 2012, we continued our partnership with First Book, a nonprofit organization that places new, high-quality books in the hands of children in need. First Book and JetBlue joined with Title 1 schools and local communities to promote literacy appreciation during diversity awareness months. In 2012, JetBlue donated $50,000 to First Book, equating to approximately 16,300 books for kids in need.

STEM EDUCATIONWe support efforts to provide science, technology, engineering and mathematics (STEM) education for all students, regardless of academic or socioeconomic standing. Our Vice President of Customer Connections serves on the Regional Industry Council for STEM on Long Island, N.Y. The Regional Industry Council works to identify the best ways to increase the number of Long Island students interested in and prepared for STEM careers.

http://soarwithreading.com



—


One way we support STEM education is through our partnership with the Cradle of Aviation Museum in Long Island. The museum displays more than 100 years of aerospace industry through its collection of more than 75 planes and spacecraft, including the Spirit of St. Louis, the first aircraft owned by Charles Lindbergh. We sponsored a new JetBlue Sky Theater Planetarium, which opened at the museum in October 2012. The JetBlue Sky Theater Planetarium provides high-definition, real-time views of the universe as well as pre-designed graphics that reflect solar system data from National Aeronautics and Space Administration (NASA) and the European Space Agency.

COMMUNITYWe care about the well-being of our communities and neighbors — after all, we live there too. We seek opportunities to enhance the quality of life in our communities by sponsoring nonprofit organizations, including KaBOOM!, VH1 Save the Music Foundation, Soaringwords, and Together We Rise. But we do more than provide financial support. We encourage our crewmembers and customers to volunteer their time to support the local organizations that matter most to them.

KaBOOM! Playgrounds unite communities, offer spaces where children feel safe and parents can meet with their neighbors. In underserved neighborhoods throughout our network, however, many children do not have access to outdoor play spaces. Since 2006, JetBlue and KaBOOM! have partnered to create play spaces for children in disadvantaged neighborhoods across the U.S.

“As a valued national partner, we are grateful for JetBlue’s ongoing support of our shared belief that every child deserves a great place to play.”

Darell Hammond, KaBOOM! Founder and CEO

https://www.cradleofaviation.org/


JetBlue and KaBOOM!have brought

together more than3,600 volunteers to

build a total of 16playgrounds, which

now serve more than10,100 children.

We use a community needs assessment to determine the need for a children’s playground in a given neighborhood. The socioeconomic makeup of the neighborhood, presence of a Title 1 school, number of children who would be served by the playground, closest existing playground, and interest of community partners are all factors we consider when selecting the next location for a playground. Together with KaBOOM!, we donate funds, volunteer hours, tools and expertise. We also ask our community partner to share in the investment and the labor — we believe the act of building the playground triggers community interest.

In 2012, we constructed five playgrounds including our first playground in San Juan, Puerto Rico. In seven years, JetBlue and KaBOOM! have brought together more than 3,600 volunteers to move 15 tractor trailers full of mulch and build a total of 16 playgrounds, which now serve more than 10,100 children. In 2013, we plan to build three new playgrounds in neighborhoods devastated by Hurricane Sandy.

KaBOOM! PLAYGROUNDS SPONSORED BY JETBLUE (2006-2012)

NO. YEAR NEIGHBORHOOD

1 2006 Orlando Neighborhood Improvement CorporationBoca Club, Orlando, Fla.

2 2006 Boys & Girls Clubs of Newark - Broadway UnitNewark, N.J.

3 2006 Boys & Girls Club of Woburn Inc.Woburn, Mass.

4 2007 Partners of Parks - Orizaba Park Long Beach, Calif.

5 2007 Variety Boys & Girls Club Queens, N.Y.

6 2008 Dual Immersion Academy Salt Lake City,

7 2009 Forestdale Inc.Queens, N.Y.

8 2009 City of Lauderhill Parks and Leisure Services Department and FLIPANY Inc. Lauderhill, Fla.

9 2010 Boys & Girls Club of Boston Roxbury, Mass.

10 2011 Boys & Girls Club Kissimmee, Fla.

11 2011 Costa Park Revere, Mass.

12 2012 Fairfield Family Branch YMCA Long Beach, Calif.

13 2012 Peninsula de CanteraSan Juan, Puerto Rico

14 2012 Costa ParkRevere, Mass.

15 2012 Community School for Creative Education Oakland, Calif.

16 2012 Kathleen C. Wright Leadership Academy Tamarac, Fla.

In 2012, 2,400 crewmembers registered and logged more than 40,000 hours of volunteer service for 773 nonprofits in the cities we serve.


COMMUNITY CONNECTIONOur Community Connection crewmember volunteer program demonstrates our companywide commitment to corporate social responsibility. Launched in the spring of 2011, we invite crewmembers to register online and log the hours they spend volunteering in their communities. Crewmembers earn one roundtrip JetBlue ticket for the nonprofit charity of their choice for every 25 hours of community service. Crewmembers who volunteer more than 100 hours are invited to an annual recognition dinner as a way to demonstrate how much we value crewmember engagement within our communities.

In 2012, 2,400 crewmembers registered and logged more than 40,000 hours of volunteer service for 773 nonprofits in the cities we serve. Relative to 2011, our crewmembers more than doubled the registrations and doubled the hours spent volunteering.

MATCHING GIFT PROGRAMIn August 2012, we launched From Blue to You, a new gift matching program to further support the various causes that are important to our crewmembers. The program encourages crewmembers to rally like-minded colleagues to participate in an event that fosters teamwork, shared passion for a cause, and a commitment to raise funds. Teams of crewmembers that raised a minimum of $300 for a charity of their choice registered with the From Blue to You program to receive a corporate match of up to $1,000 per team. Through the program, we donated to eight charities, including 19 teams donating their funds to Making Strides, a walk to raise money to fight breast cancer. Other recipients of the matching gift program include Autism Speaks and the Cystic Fibrosis Foundation.

—


“The response from our customers and

crewmembers in supporting the

American Red Cross following Hurricane Sandy

has been nothing short of staggering. There are times when all of us are

challenged by events, and it is how we respond that shows the character and

humanity of us all.”

Dave Canty, Director, Loyalty Marketing

and Partnerships

OUR CUSTOMERS GIVE BACKAt JetBlue, we create opportunities for our customers to volunteer in their communities and donate to the causes that matter to them most. Following Hurricane Sandy at the end of October 2012, we invited our customers and TrueBlue members to raise funds throughout November for immediate Red Cross relief services. Customers earned one TrueBlue point for every $6 donated. More than 7,400 customers donated nearly $720,000. We matched the donation dollar for dollar for the first $100,000 bringing the total donation to $820,000.

Following our Red Cross donation campaign, we launched our True Giving program in December 2012. As an alternative to redeeming TrueBlue points for future travel, we invite our TrueBlue customers to donate their points to support the nonprofit organizations that matter to them most.

TrueBlue customers may donate their points to any of more than 2.5 million causes in the True Giving database. During the holiday season — December 10-17, 2012 — we matched the first $25,000 in customer donations made through True Giving.

THE ENVIRONMENT We work to minimize the environmental impact of ouroperations by increasing fuel efficiency, reducing waste, controlling noise and preventing spills. But our commitment to improving the environment goes beyond our own operations. Through our One Thing That’s Green program and our partnership with Carbonfund.org Foundation, we ask our crewmembers and customers to join us in helping the environment through volunteerism and carbon offsetting. In 2012, we were awarded the For Planet and People Award in the travel category by Carbonfund.org for our long-standing partnership and commitment to reducing the environmental impact of our operations.

CARBONFUND.ORGBecause we are an airline, we are particularly aware of the potential impacts of our industry on climate change. To help offset the greenhouse gas (GHG) emissions inherent to our business, we partner with nonprofit Carbonfund.org. Since 2008, we have donated more than $680,000 to Carbonfund.org to offset the GHG emissions generated by our crewmembers traveling for corporate business. We also offer our customers the option to offset the GHG emissions from their travels on JetBlue. In 2012, donations from JetBlue and our customers assisted with the destruction of methane gas from a landfill in upstate New York and continued reforestation efforts on 1,100 acres in Louisiana’s Tensas River National Wildlife Refuge to restore native forests and protect local wildlife.






We planted a tree on behalf of each customer who flew JetBlue on Earth Day in 2012 — nearly 84,000 trees.


As a result of our donations to offset crewmember travel, we offset nearly 15,700 metric tons carbon dioxide equivalent (CO2e) in 2012. We have offset more than 95,600 metric tons CO2e since 2008 —equal to removing more than 18,000 cars from the road for a year. In addition to donations for carbon offsets, we planted a tree on behalf of each customer who flew JetBlue on Earth Day in 2012 — nearly 84,000 trees. The new trees were planted in Haiti to help rebuild areas affected by the devastating 2010 earthquake.

ONE THING THAT’S GREENIn April 2012, we launched our fifth annual One Thing That’s Green campaign to encourage crewmembers and customers to make a change for a greener planet. In addition to partnering with Carbonfund.org to plant trees on behalf of customers flying on Earth Day, we joined with the New York Restoration Project, MillionTreesNYC and hundreds of volunteers to “Color NYC Green” by planting nearly 100 trees near our new office in Long Island City, N.Y. We also invited our crewmembers and customers to pledge to maintain a greener lifestyle. Based on the success of our One Thing That’s Green campaign, we learned in early 2013 that we were nominated for a PR News Corporate Social Responsibility Award.


29 WWW.JETBLUE.COM/GREENCARING FOR OUR COMMUNITIES: FEATURE

—

FEATURE: HELPING OUR COMMUNITIES AFTER HURRICANE SANDY “We are thankful for the generosity of JetBlue and its customers. As a longstanding partner of the Red Cross, JetBlue has consistently been there to provide whatever is needed whether it’s resources, personnel or funds. Due to the kindness of JetBlue’s customers, we will be able to provide much-needed resources following Hurricane Sandy in the New York area.” Jerry DeFranciso, American Red Cross, President of Humanitarian Services

On October 30, 2012, Hurricane Sandy caused unprecedented devastation across multiple states in the Mid-Atlantic and Northeast portion of the U.S. As New York’s Hometown AirlineTM, we directly felt the effect of Hurricane Sandy — more than 4,000 JetBlue crewmembers live in areas affected by the storm, and 88 crewmembers suffered total loss of their homes. Millions of our customers and neighbors were affected, and our thoughts are still with those who suffered damage or loss.

Immediately following the storm, we began efforts to help our customers and neighbors in affected communities. We flew emergency responders to New York City and donated cargo space for blankets, warm clothes, cleaning supplies and other materials needed for recovery efforts. We worked with organizations to help meet basic needs such as shelter, food, water and clothing. By sponsoring food trucks through the New York City Food Truck Association, we donated 30,000 hot meals in communities in New York and New Jersey. We also donated cases of water, snacks, blankets and JetBlue meal boxes. Within days, we launched jetbluegives.org to engage customers and TrueBlue members in fundraising efforts for the American Red Cross. Throughout November 2012, more than 7,400 customers donated nearly $720,000 to support the relief and recovery efforts for communities devastated by Hurricane Sandy. JetBlue matched the first $100,000, bringing the total donation to $820,000.

Together with our crewmembers, customers and neighbors, we can continue to help recover and rebuild after Hurricane Sandy. We announced plans to build three KaBOOM! playgrounds in 2013 in areas damaged by Hurricane Sandy, and we invite customers to convert their TrueBlue award points into donations to support continued relief efforts and volunteer with our partner organizations. Learn more about our ongoing efforts to recover from Hurricane Sandy by visiting jetblue.com/rebuild.

HURRICANE SANDY RELIEF EFFORTS

30,000 Free hot meals from food trucks

16,000 JetBlue snacks distributed

1,200 Blankets donated

4,000 Free cups of coffee and doughnuts distributed at Terminal 5 in John F. Kennedy International Airport

$719,676 Customer donations to the American Red Cross

$100,000 JetBlue matching donation to the American Red Cross

$766,725 Grants to crewmembers from the JetBlue Crewmember Crisis Fund

http://jetbluegives.org

http://jetblue.com/rebuild

At JetBlue, we live by five core values — safety, caring, integrity, passion and fun.

JETBLUE RESPONSIBILITY REPORT • 2012 30PEOPLE ARE OUR PASSION

—

PEOPLE ARE OUR PASSION“Our people are the culture and heart of JetBlue. Every day, I hear of crewmembers doing the extraordinary and bringing our values to life, whether it is in our support centers, in our BlueCities, on the phones or in the air. Our highly engaged crewmembers make JetBlue a great place to work — which in turn makes JetBlue an airline people love to fly.” Joanna Geraghty, Chief People Officer

At JetBlue, we live by five core values — safety, caring, integrity, passion and fun. We live these values every day both in the air and on the ground. We hire crewmembers who share in our passion for service and cultivate a friendly and rewarding work environment in which we recognize and further develop the value of all our crewmembers. We strive to deliver a unique travel experience for our customers by offering products that bring simplicity and value to the travel experience and through the sincerity of our award-winning service. Our customers recognize our dedication to service excellence which is highlighted by our eighth consecutive J.D. Power and Associates honor in airline customer satisfaction. To build upon our success, we work with like-minded business partners that support our growth, share our values and help us provide the JetBlue experience our customers expect and deserve.

CREWMEMBERS Our crewmembers are the backbone of JetBlue and ensure our customers receive the best service possible. We’ve created a place where people enjoy coming to work. Our People team, led by our Chief People Officer, is responsible for ensuring all crewmembers have the opportunity to shape their experiences at JetBlue. We promote a diverse

workforce, offer superior benefits and provide ongoing crewmember training. Unlike most airlines, we have a non-union workforce; we believe that maintaining a direct relationship with our crewmembers benefits all of us at JetBlue as well as our stakeholders.

CREWMEMBER CONNECTIONSWe strive to maintain ongoing communication between our leadership and all crewmembers. Representatives across six workgroups form our seven Values Committees, which are tasked with providing a structured line of communication between crewmembers and leadership.

0 3000 6000 9000 12000 15000

2007

2006

2005

2004

2003

2002

2001

2000

2008

2009

2010

2011

2012YE

AR

+121,174

CREWMEMBERS

2,361

4,011

5,553

7,399

9,248

10,624

11,632

11,852

12,532

12,948

14,022

14,374

3,599

3,584

2,446

2,200

2,232

2,757

1,943

New Hires*

Total Crewmembers

0 3,000 6,000 9,000 12,000 15,000

31 WWW.JETBLUE.COM/GREENPEOPLE ARE OUR PASSION

*New hire data unavailable for 2000 through 2005.

Our Values Committees work to give each crewmember a voice in JetBlue’s daily operations and ensure the JetBlue values — safety, caring, integrity, passion and fun — are a reality for all crewmembers. In addition, through The Leadership Connection, we pair a JetBlue leader with each of our BlueCities. The JetBlue leader makes quarterly visits to the BlueCity. Through direct access to this leader, crewmembers receive timely business updates and answers to key questions, with the leader functioning as a point of contact for local crewmembers.

We ask crewmembers to participate in an annual SpeakUp survey that measures crewmember engagement using a five-factor index: pride, discretionary effort, crewleader support, wowing the customer and teamwork. Our focus is on the cultural factors that drive performance. Our 2012 survey indicated that our strengths are safety, defined as satisfaction with safety and physical working conditions, and job fit, defined as having a job that is a good match between skillset and interests.

TOTAL JETBLUE CREWMEMBERS

Bahamas

Other

Puerto Rico (U.S.)

Dominican Republic

6%7%

15%

72%

We continued to grow organically with our own people and airplanes. We hired 1,943 new crewmembers in 2012.


Our annual SpeakUp survey also highlights areas in which we can improve. We take action to address these areas by working with a network of ambassadors and team leaders across JetBlue. Our objective is to involve all crewmembers in the action planning process — after all, we are all responsible for the culture here at JetBlue. In 2013, we are addressing the results of our 2012 SpeakUp survey.

The results of the 2011 SpeakUp survey drove several changes in 2012, including a paid time off (PTO) donation program, new crewmember travel discounts and a new career planning program. We also created our new crewmember recognition program, Lift. Through Lift, crewmembers can recognize fellow crewmembers, leadership or an entire team. In 2012, we recognized crewmembers by presenting 33,520 Lift awards — a great example of how our SpeakUp survey results can help steer our culture at JetBlue.

WORKFORCE IN 2012 We continued to grow organically with our own people and airplanes. At the end of 2012, we employed 10,573 full-time and 3,774 part-time crewmembers, for a total of 14,374 crewmembers. We hired 1,943 new crewmembers in 2012. The majority of our crewmembers are based in the United States; however, we have significant numbers of crewmembers at our stations in the Bahamas, the Dominican Republic and Puerto Rico. Our other Caribbean locations use local business partners for most ground operations and are staffed with fewer than five JetBlue crewmembers at each location.

JETBLUE FULL-TIME EQUIVALENT CREWMEMBERSAS OF DECEMBER 31, 2012

JETBLUE CREWMEMBERS IN INTERNATIONAL LOCATIONSAS OF DECEMBER 31, 2012

2010

2011

2012

Flightoperations

1,8972,1682,204

Inflight2,039

2,3262,472

Airport operations

3,3933,5603,550

Technicialoperations

491509

541

Customerservice

1,066805

945

Supportcenters

2,5862,7262,741

0

5

10

15

20

25

18-25 26-34 35-44 45-55 56+

2010 Turnover Rate

2011 Turnover Rate

2012 Turnover Rate

AGE

TUR

NOV

ER R

ATE

(%)*

—


*Excludes crewmembers with internships or temporary positions that were expected to terminate after a defined period of time.

“The HealthyMoms HappyBabies was very

helpful, especially for a first-time mom like me.

My assigned nurse called me at every stage of the

pregnancy, providing helpful information and support. Thanks to her, I was able to recognize signs of preterm labor

during the third trimester and went to my doctor

to be treated promptly. This is a great program

that JetBlue provides for working moms!”

JetBlue crewmember and new mother

JETBLUE CREWMEMBER TURNOVER

COMPENSATION AND BENEFITSIn 2012, salaries, wages and benefits increased 10.3 percent, or $97 million, due to an increase in average full-time equivalent crewmembers and increases in the average tenure of our crewmembers. We continued to offer a comprehensive benefits package that includes health and financial benefits. We announced in 2012 plans to redesign our health benefits and place a greater emphasis on wellness and healthy lifestyles. The revised health benefits took effect in January 2013; in our next responsibility report, we look forward to discussing how these changes benefited our crewmembers.

DIRECT RELATIONSHIPWe have a non-union workforce and a no furlough policy. We have never furloughed or cut pay, steps many other airlines have taken when faced with financial pressure. We enter into individual employment agreements with

each of our Federal Aviation Administration-licensed crewmembers, who include pilots, dispatchers, technicians and inspectors. In 2013, our air traffic controllers will also receive an employment agreement. Each employment agreement is a five-year term and ensures these crewmembers can only be terminated for cause. In the event of a downturn in our business, we pay these crewmembers a guaranteed level of income and continue their benefits. Although our plan is to grow organically with our own people and airplanes, in the event of a merger or acquisition, the employment agreements provide job protection language and include the establishment of a legal defense fund to use for seniority integration negotiations.

JETBLUE 2012 BENEFIT HIGHLIGHTS

Four health plans provide our crewmembers options and the ability to select plans that match their needs.

We provide up to $250 in medical expense flexible spending account funds offered to each crewmember for evidence of healthy lifestyles.

Crewmember 401(k) contributions are matched dollar for dollar up to 5%.

Contributions equal to 5% of eligible crewmembers’ salaries are deposited directly into a retirement account annually, regardless of the airline’s profitability, with additional upside potential.

Annual expenses for profit-sharing and 401(k) contributions were $65 million, $61 million, $55 million, $48 million, $43 million and $39 million in 2012, 2011, 2010, 2009, 2008 and 2007, respectively.

A 5% discount is offered through our crewmember stock purchase plan.

All crewmembers have a 401(k) account, and 72% of crewmembers participate in voluntary salary deferrals.

100% of eligible crewmembers participate in our profit-sharing program.

http://work-here.jetblue.com/

—


DIVERSITYAt JetBlue, we believe a diverse workforce enables us to better anticipate, understand and strengthen our diversity of thought. We value the breadth and wealth of personal and professional experience our crewmembers bring to JetBlue. We seek to create an inclusive workforce that represents the various communities and customers we serve. To ensure JetBlue’s continued success, we are committed to equal opportunity employment. We focus on hiring crewmembers based on the quality of their experience, skills, work record, education, attitude and character, without regard for their identification, or perceived identification, with any group or classification of people. Ethnic groups represented in our 2012 workforce are: Hispanic, 24 percent; African American, 14 percent; Asian or Pacific Islander, 4 percent; Native American or Pacific Islander, 1 percent; and multiethnic, 1 percent.

In 2012, 42 percent of our crewmembers were women. We continue to evaluate our policies to consider how we can further drive diverse representation in our workforce.

Our commitment to equal opportunity employment includes all aspects of employment, such as recruiting, hiring, promoting, training and reasonably accommodating qualified differently abled crewmembers. Our crewmembers are encouraged to participate in outreach activities devoted to providing education and information about the employment of people with disabilities and veterans. We also remain committed to providing appropriate and reasonable accommodations for any crewmembers who may become disabled while employed at JetBlue.

We believe the specialized skill sets of our nation’s veterans align with our values at JetBlue, and we actively support the hiring and professional development of veterans. As part of our Vets in Blue initiative, we conducted our first Veterans hiring fairs in 2012 and hired more than 50 veterans. In 2012, we partnered with the 100,000 Jobs Mission, an organization committed to help transitioning service members and other veterans find work. We also launched VetConnect, a veteran-to-veteran mentoring program that assists our newly hired veteran crewmembers in transitioning from military service into life at JetBlue.

CREWMEMBER AND LEADERSHIP TRAININGWe believe the continued development of our crewmembers helps sustain our success and prepares us to execute our corporate strategy. JetBlue University (JBU) is our central training and development facility designed to prepare crewmembers for exceptional career success at JetBlue. JBU provides technical and customer service training to fulfill regulatory responsibilities and support the foundational skills of our crewmembers.

“As both a JetBlue crewmember and a long-time citizen-soldier and pilot currently flying in the Army Reserves, I feel JetBlue has been extremely proactive in accommodating my military service obligations. I am so impressed with how JetBlue leadership supports me and grants me flexibility in my work schedule, I nominated my manager for the Department of Defense Employee Support of the Guard and Reserve Patriot Award. The award recognizes individual employees and companies that go above and beyond to support their military veteran employees.”

JetBlue crewmember and U.S. Army reservist

https://www.veteranjobsmission.com/?jp_cmp=rb/100000jobsmission/off/na/multiple

Our Principles of Leadership are: •Treatyour

people right •Dotherightthing •Communicate

with your team •Encourage

initiative and innovation

•Inspiregreatness in others


Led by our JBU Vice President, a member of the Chief Operating Officer’s leadership team, JBU operates out of three training campuses located at our Long Island City, N.Y., Orlando, Fla., and Salt Lake City, Utah, support centers. In 2012, crewmembers completed nearly 275,000 classes or training events for a total of nearly 655,600 training hours. Training includes a suite of courses for new hires, as well as technical skills, regulatory and other professional training for current crewmembers.

In addition to training through JBU, we offer additional training programs through our People department. We provide annual respectful workplace training that addresses workplace harassment, disability accommodation, equal opportunity, discrimination and IT/social networking policies. A three-hour respectful workplace training course is offered to all supervisors and above on an annual basis. In addition, an hour of respectful workplace training is offered to all new hires during new crewmember orientation. Annually, we host Respectful Workplace Week in which we conduct additional training and seminars.

The People department also provides professional and leadership development courses for salaried crewmembers. For instance, all newly hired and newly promoted leaders are invited to participate in the three-day Principles of Leadership program, which is facilitated by JetBlue’s Executive Leadership Team and other senior leaders.

Our Principles of Leadership are:•Treatyourpeopleright•Dotherightthing•Communicatewithyourteam•Encourageinitiativeandinnovation•Inspiregreatnessinothers

In addition to the Principles of Leadership program, JetBlue offers captains a two-day leadership development opportunity called The Leading Edge. This program focuses on three areas that are key to remaining the best captains in the industry: teamwork, operational leadership and customer focus.

JCCF released $1.2 million in emergency funds to 420 crewmembers in 2012, with $880,000 of that directly benefiting Hurricane Sandy victims.


CARING FOR OUR CREWMEMBERSCrewmembers facing a personal crisis — ranging from family problems to dealing with a natural disaster, such as Hurricane Sandy — may request assistance through our Care and Emergency Response department. The department manages LifeSolutions, our crewmember assistance program, as well as Peer Assistance Committee, a team of crewmembers trained in providing guidance to fellow crewmembers regarding available JetBlue resources.

Our Care and Emergency Response department works closely with our nonprofit JetBlue Crewmember Crisis Fund (JCCF). The JCCF confidentially helps crewmembers and their immediate families by awarding grants to assist with basic living needs when crewmembers and their families are facing a crisis. Funds for JCCF grants come from crewmembers via a tax-deductible payroll deduction as well as from outside organizations and fundraisers.

In the aftermath of Hurricane Sandy, both our Care and Emergency Response department and JCCF helped affected crewmembers rebuild their lives and get them (and their families) back on their feet. Our Care and Emergency Response department provided crewmembers reporting total losses with hotel rooms, transportation and basic supplies such as food and clothing — as well as time to get their lives back in order. In addition, JetBlue opened a special one-time payroll donation link to the JCCF and promised to match crewmember donations made through December 31, 2012. More than 1,400 crewmembers donated $92,700 to support fellow crewmembers who were devastated by the storm. JetBlue matched crewmember donations and contributed an additional $250,000, bringing the total donation to $435,400. JCCF donations for Hurricane Sandy recovery efforts were made in addition to donations to outside organizations such as the American Red Cross. In total, JCCF released $1.2 million in emergency funds to 420 crewmembers in 2012, with $880,000 of that directly benefiting Hurricane Sandy victims.

At JetBlue, we consider ourselves a customer service

company that happens to be

an airline.


CUSTOMERSAt JetBlue, we consider ourselves a customer service company that happens to be an airline. Our culture is defined by our five values that earn us the loyalty of thousands of new customers each year. We continuously evaluate how to increase customer satisfaction in every aspect of the air travel experience, from the moment customers purchase tickets until the time when customers collect their bags and leave the airport. Our Chief Commercial Officer is responsible for our revenue, network, sales and marketing strategy and oversees reservations and in-flight customer experience. Our Customer Insights team collects feedback from our customers, and our marketing and product development teams use this data to help craft solutions to increase customer satisfaction.

CUSTOMER EXPERIENCESince we began operations in 2000, we have focused on delivering unmatched value to all customers with our core product offerings. In 2012, we continued our policy that

customers’ first checked bag is free. We continue to offer free live TV on our entire fleet. As of June 2012, we offered 36 channels of TV and 100 channels of XM Satellite Radio® on all flights within the continental U.S. To supplement these services, we announced in September 2012 plans to provide free basic Wi-Fi services on our aircraft starting in 2013.

In addition to our complimentary offerings, we offer several options to enhance customers’ travel experience for an additional charge. Through our Even More Space and Even More Speed products, we offer extra legroom, a special lane to speed through security, early boarding and early access to overhead bin spaces. In addition to unlimited onboard complimentary snacks and non-alcoholic drinks, we offer meal boxes for purchase. In January 2012, we revamped our vegetarian, kosher and gluten-free Shape Up meal box, and we changed the packaging to use 30 percent less cardboard. Starting in September 2012, we began offering all-natural beef jerky made by a small business in New York City, part of our initiative to offer healthier onboard options.

JetBlue was named a 2012 Industry Leader by the American Customer Satisfaction Index (ACSI).


On overnight flights from the West, we offer complimentary eyeshades and earplugs. We also offer customers the option to purchase new pillows and blankets for use in flight and to keep for future use.

CUSTOMER SATISFACTIONBecause we strive to deliver a great experience every day on every flight, we carefully track our customers’ satisfaction. We actively solicit customer feedback via email surveys distributed 48 hours after customers fly with us. In 2012, we collected nearly 970,000 survey responses from our customers. We also receive customer feedback via phone and email (both available at our jetblue.com Help Site), track customer comments on social media, and listen to our crewmembers.

We set an annual goal for our Satmetrix Net Promoter Score®, a tool for tracking customer satisfaction. In the airline industry, Net Promoter Scores range from -5 percent to +66 percent, with an industry average of +28 percent, according to Satmetrix data. Scores at or above +50 percent are generally considered excellent. For 2012, we set an ambitious, industry-leading goal of +66 percent for our Net Promoter Score. We finished very close to our target, achieving slightly higher than 65 percent.

We were again awarded highest honors in airline customer satisfaction among low-cost carriers by J.D. Power and Associates 2012 North America Airline Satisfaction StudySM. This is our eighth consecutive customer satisfaction award from J.D. Power and Associates — we

have earned highest honors in airline customer satisfaction among low-cost carriers since 2006 and were ranked highest in customer satisfaction among all U.S. major airlines in 2005, when low-cost and traditional network carriers were combined in a single category. Winning the J.D. Power and Associates award is due to the excellent service of our more than 14,000 crewmembers. We celebrated our success with our J.D. Power and Associates tour in which we circulated the award to all of our locations for all crewmembers to see.

JetBlue was also named a 2012 Industry Leader by the American Customer Satisfaction Index (ACSI) in the first year we had adequate market share to warrant listing on the ACSI. As a third-party scoring entity, the ACSI measures customer satisfaction on a scale of 0 to 100. In 2012, our industry-leading customer satisfaction score of 81 was notably higher than the industrywide average of 67.

http://www.jetblue.com/contact-us/?intcmp=ft_contactus%20#/

—


“I have a 6-year-old son who is profoundly deaf. I have

never had such a wonderful experience with a flight

attendant as I had with one of yours. The flight attendant

was the sweetest, most helpful woman I have ever

met in my life. As soon as she saw that I had a child with

special needs, she stepped in to help us in any way that she could. It’s such a pleasure to fly JetBlue and with such an

incredible flight attendant. Your company should be

proud and honored to have her as an employee.”

JetBlue customer and parent of a child

with special needs

CUSTOMER RIGHTSTo reaffirm our commitment to superior customer service, we established our Customer Bill of Rights to address customer protections during travel delays, cancellations and other unplanned occurrences. Our Customer Bill of Rights defines customer notification, compensation and other policies and explains procedures for customers to determine whether their flight qualifies for compensation. As of September 2012, our Getaways 360 support program provides additional customer protections to purchasers of JetBlue Getaways vacations.

CUSTOMERS WITH DISABILITIESFor our differently-abled customers, we have pledged to offer caring customer service throughout their JetBlue experience. In 2010, we incurred a fine from the U.S. Department of Transportation for not fully complying with federal rules that protect customers traveling with disabilities (14 CFR Part 38). In response, we devoted resources in 2011 and 2012 to provide the best JetBlue experience to all our customers.

Established in 2011, our Special Services team proactively contacts customers who have a special service request in their travel records. Our Special Services team addressed,

on average, nearly 1,000 special service requests each day in 2012. After contacting customers to gather information about their specific needs, the team passes the information along to the appropriate airport within 24 hours of the flight. The team also informs customers about what they can expect and what they need to do to ensure a pleasant travel experience. In addition to contacting customers in advance, the team also manages an American with Disabilities Act Helpline (1-855-ADALINE/855-232-5463), which can be reached by customers with special needs to receive information and assistance.

We also established our Disability Task Force to generate awareness regarding the challenges surrounding air travel for customers with disabilities. Our Disability Task Force meets six times annually to coordinate our actions across working groups.

We have made substantial strides in providing the best JetBlue experience to our customers traveling with disabilities. In 2011 and 2012, we did not incur any U.S. Department of Transportation fines under 14 CFR Part 382. With our new awareness, we continue to improve the travel experience for all our customers, including those who are differently abled.

SPECIAL SERVICES IN 2012

Wheelchair service requests 293,576

Service animals flying JetBlue 18,295

Other special service requests 51,570

TOTAL SPECIAL SERVICE REQUESTS 363,441

http://www.jetblue.com/flying-on-jetblue/customer-protection/

For our in-flight beverage and snack offerings, we work to include products from local, startup or small businesses.


BUSINESS PARTNERSWe rely on business partners to support our growth and enhance the JetBlue experience for our customers. In 2012, we renewed efforts to sustainably manage our supply chain. We named a new Vice President of Supply Chain who is responsible for the planning of corporate purchasing programs, companywide sourcing efforts and supply chain management. The Vice President of Supply Chain leads our strategic sourcing, corporate purchasing and contract management teams with the overall goals of developing effective policies and procedures and standardizing our supply chain practices companywide.

Our supply chain includes businesses that provide office supplies; maintenance and service contracts; airport and facility services; IT software solutions; in-flight food, beverage, and other products; and other resources. In 2012, we began reviewing ways to enhance our procurement policy to further promote sustainable environmental and social practices throughout our supply chain. We have an informal practice of partnering with small or disadvantaged businesses in the cities where we operate. For instance, we looked for

opportunities to hire woman-, minority- and veteran-owned businesses to participate in the construction of our new Long Island City Support Center. Also, for our in-flight beverage and snack offerings, we work to include products from local, startup or small businesses, such as Brooklyn Brewery, Field Trip Beef Jerky and Nutorious Nut Confections.

As part of our goal to enhance effective policies and procedures, we developed plans in 2012 for internal tools to better manage and collect information from our business partners. We are working to incorporate environmental impact questionnaires into our supply chain policies and practices in 2013.

41 WWW.JETBLUE.COM/GREENPEOPLE ARE OUR PASSION: FEATURE

FEATURE: LONG ISLAND CITY SUPPORT CENTER In March 2012, we moved approximately 1,000 crewmembers into our new Long Island City Support Center (LSC) at the foot of the Queensboro/59th Street Bridge in Queens, N.Y. LSC is housed in the historic Brewster Building, originally constructed in the early 1900s as an automobile and Brewster aircraft factory. Our new office features an open plan with transparency between spaces providing a work environment that fosters collaboration. By encouraging communication, we strive to spur new and creative ways of thinking and innovating, which helps us deliver the best products and services. The space has a bright, clean look and feel consistent with the JetBlue brand.

We took an environmentally friendly approach during the construction of our new corporate support center, adding to the Brewster Building’s recognition by the U.S. Green Building Council (USGBC) as having achieved Leadership in Energy & Environmental Design for Existing Buildings (LEED EB) Silver certification, which designates operation of high performance buildings that are environmentally responsible.

• During construction, all demolition was certified at 90 percent recycled, reducing the amount of waste. The construction team also reused many existing materials, such as ceiling tiles, sprinkler pipes and other duct work.

• The open office design lets more natural light permeate the floors. Providing glass fronts on all offices and conference rooms further increases the flow of sunlight. These design elements have allowed us to reduce lighting power usage to just over 1 watt per square foot.

• Lights are motion-sensitive. When rooms and work areas are not in use, the lights turn off, reducing energy consumption.

• All furniture and carpet is made of sustainable, recycled materials.• Providing centralized business centers for printing, copying and faxing reduces the energy consumption

of printers and the amount of toner waste. Excess paper is recycled.• All appliances are Energy Star-certified and the HVAC system uses high-efficiency motors with economizers.

A central monitoring system controls and balances the HVAC output.• Environmentally friendly, approved cleaning products are used by our business partners and corporate

services teams.• Complimentary daily bike storage is available for JetBlue crewmembers who wish to bike to work.• An on-site gym and a cafeteria with a healthy eating program promote crewmember wellness.• Proximity to New York’s subway system and commuter railroads make it possible for approximately

77 percent of our crewmembers who work at LSC to take public transportation. Having a location near public transportation is an important part of our commuter benefits program.

Moving to the new facility supports our ongoing commitment to providing a safe and healthy work environment for our crewmembers. Our new office houses our System Operations Center, staffed by crewmembers who plan and coordinate our flights. For this reason, we implemented redundant data center infrastructure to provide uninterrupted 24-hour operation for the management of our 750-plus daily flights. Crewmembers across many other departments, including People (human resources), Corporate Social Responsibility, Supply Chain, Safety and Security, Legal, Finance and Accounting, Airports, Inflight and Flight also work at LSC.

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JETBLUE RESPONSIBILITY REPORT • 2012 42SAFETY AND SECURITY

SAFETY AND SECURITY“ The safety of all of our customers and crewmembers is our No. 1 priority and a constant theme in our day-to-day operations. We commit to doing what is necessary at JetBlue to ensure the highest level of safety and security possible.”

Ken Maxwell, Vice President of Security

Safety is our No. 1 value. We are committed to providing safe and secure travel for our customers and a safe work environment for our crewmembers. We comply with all applicable laws and regulations regarding safety, but our approach to safety includes more than compliance. We foster a safety culture that helps identify risks to our operations and workplace and proactively addresses safety and security issues before they become incidents or accidents.

SAFETYOur safety management system (SMS) is our corporate program for managing safety risk and promoting safety throughout JetBlue. Our SMS provides a systematic way to control risk and provide assurance that mitigating controls are effective. Our SMS has four components: safety policy, safety risk management, safety assurance and safety promotion. Through these four components, we can gain a holistic understanding of our safety risks and proactively manage them.

Our Chief Safety Officer is responsible for implementing, managing and maintaining SMS at JetBlue. Our Board of Directors Airline Safety Committee provides oversight of all safety programs, particularly of flight operations safety.

SAFETY POLICYIn 2012, we revised our safety policy to create a comprehensive draft policy stating our safety objectives and establishing the policies, procedures and organizational

structures necessary to accomplish these objectives. The draft safety policy clearly delineates crewmember and management safety responsibilities and emphasizes that crewmembers at all levels are responsible for developing, implementing and maintaining safety processes within their areas of responsibility. To underscore our leadership’s commitment to a strong safety culture, we anticipate our CEO, Chief Operating Officer and Chairman of the Board will enact the final version of our safety policy in 2013.

SAFETYMANAGEMENT

SYSTEM

SAFETY POLICY

ProceduresOrganization

SAFETY ASSURANCECorrective action

Internal evaluation programInternal audits

SAFETY RISK MANAGEMENT

Risk mitigationRisk assessment

Hazard identificationand tracking

SAFETY PROMOTION

Corrective actionInternal evaluation program

Internal audits

In August 2012, JetBlue joined

the FAA’s Safety Management

System pilot program.

43 WWW.JETBLUE.COM/GREENSAFETY AND SECURITY

SAFETY RISK MANAGEMENTOur safety risk management program establishes processes that enhance our ability to identify hazards in our operational systems, analyze risks from these hazards, and institute controls to reduce or eliminate such risks. Established in 2010, our Flight Risk Working Group assesses and analyzes potential areas of risk and recommends preventive or corrective actions as needed. In 2011, we established our Quality Risk Working Group, which evaluates input from internal audit, evaluation and enterprise risk management groups. In 2012, we developed plans to establish two more risk working groups: Ground Risk Working Group and Tech Risk Working Group. These four risk working groups will report to an internal Safety Review Board comprised of vice presidents from a cross section of operating departments. Together, they will analyze information and decide mitigation strategies to resolve safety risks.

SAFETY PROMOTION AND ASSURANCE Safety promotion requires crewmember training and communication of safety information to enhance our safety performance. We’re committed to providing the necessary training and resources to implement and maintain our SMS, including extensive safety training for our pilots, inflight crewmembers, technicians, airport crewmembers, dispatchers and reservation crewmembers. We will also monitor and measure our safety performance so we can evaluate the effectiveness of our programs. Through internal and external audits and oversight, we are developing plans to identify new sources of risk and continuously improve our systems.

INTERNATIONAL AND FEDERAL SMS INITIATIVESUsing an SMS is becoming the worldwide standard for the airline industry, and the United Nations’ International Civil Aviation Organization (ICAO) has formalized SMS requirements for its members, including the U.S. In 2012, to comply with ICAO requirements, the Federal Aviation Administration (FAA) continued developing SMS regulations for U.S.-based airlines. We anticipate FAA SMS regulations will be finalized in 2013. Then all U.S.-based airlines would have up to three years to comply with the new SMS requirements. In support of pending SMS regulations, the FAA offers a pilot program that provides U.S.-based airlines experience in development of an SMS, input into FAA guidance, and an opportunity to share best practices and lessons learned. In August 2012, JetBlue joined the FAA’s SMS pilot program, and we continued our SMS development throughout the year.

In addition to the FAA’s SMS pilot program, we participate in all other voluntary FAA flight safety programs:

• AviationSafetyActionProgram(ASAP)• FlightOperationsQualityAssurance(FOQA)program• LineOperationsSafetyAudit(LOSA)program• VoluntaryDisclosureReportingProgram(VDRP)• AdvanceQualificationProgram(AQP)• Internalevaluationprogram

At JetBlue, we strive to provide the safest workplace in the industry.

JETBLUE RESPONSIBILITY REPORT • 2012 44SAFETY AND SECURITY

These voluntary programs are the result of FAA-sponsored initiatives to improve safety performance through awareness of industry safety trends. We participate in these programs because we strive to go beyond compliance and because these programs can provide key information for our overall safety risk management.

WORKPLACE SAFETYAt JetBlue, we strive to provide the safest workplace in the industry. As part of our safety culture and SMS, we provide formalized safety training, monthly health and safety meetings, and regular communication for raising awareness about injuries and other safety topics.

Our approach to workplace safety is working. We continue to see annual decreases in our workers’ compensation claims, and our Occupational Safety and Health Administration (OSHA) recordable injury rates have declined since 2005. We have never experienced a work-related crewmember fatality at JetBlue.

In 2012, our average corporate OSHA injury rate of 4.26 per 100 full-time equivalent (FTE) crewmembers is a nearly 17% improvement from 2011. Each year, we set a goal

for minimizing our OSHA recordable injury rate. Despite increasingly difficult goals, we met or surpassed our goals in 2010, 2011 and 2012.

Our decreased injury rate is a direct result of our crewmembers’ increased safety awareness and training and our continuous safety program improvements. Slips and trips, as well as ergonomic injuries, such as strains from lifting, substantially affect our OSHA recordable injury rates. In 2012, we increased our focus and accountability at the local workplace level and saw a decrease in these types of injuries.

As part of our ongoing efforts to promote a safety culture, we recognize crewmembers and BlueCities going above and beyond in promoting safety at JetBlue. Our Blue Health and Safety Committee Outstanding Achievement Award recognizes BlueCities that bring the most value to monthly health and safety committee meetings. Our BlueCity Exceptional Safety Performance Award honors crewmembers’ efforts to minimize aircraft damage rates, minimize crewmember injury rates, and promote local health and safety committee activities. Our prestigious BlueStar Award recognizes BlueCities that achieve five challenging safety and performance goals. In 2012, we presented the BlueStar Award to the Louis Armstrong New Orleans International Airport (MSY) team for achieving these goals in the 2011 calendar year.

JETBLUE OSHA RECORDABLE INJURY RATE

Year 2010 2011 2012

Injuries per 100 full-time equivalent crewmembers 5.19 5.12 4.26

The security of our crewmembers

and customers is a constant priority

in our day-to-day operations.

45 WWW.JETBLUE.COM/GREENSAFETY AND SECURITY

SECURITY At JetBlue, we are committed to protecting our customers and crewmembers. Our Corporate Security team is responsible for developing and implementing our security processes to minimize our security-related risk — all while enabling the flow of customers, crewmembers and cargo.

Our commitment to the security of our crewmembers and customers is a constant priority in our day-to-day operations. To help ensure our crewmembers and customers are safe and secure, our Corporate Security team has developed a security culture that emphasizes continual security awareness companywide. We expect crewmembers at all levels to always remain alert to potential safety risks, and we provide a 24/7 Blue Watch security desk to provide timely assistance and support to crewmembers who identify any potential security concerns.

Our Vice President of Security provides overall guidance and leadership for developing and implementing our security risk mitigation strategies. With the support of two directors and a team of security managers, the Corporate Security team operates two teams: Security Services team and Investigations and Security Risk Management team.

• Security Services: Our Security Services team provides a full range of operational security processes and protocols. The team assigns field-based Corporate Security staff at key airports. The team also provides automated security services, including the design and installation of electronic access controls and the strategic use of video surveillance cameras.

• Investigations and Security Risk Management: Our Investigations and Security Risk Management team works to prevent criminal activity, including fraud, theft and illicit smuggling. The team creates and fosters effective security risk mitigation strategies, including our Blue Haven program aimed at the prevention of workplace violence.

JETBLUE CORPORATE SECURITY

SECURITYAWARENESS

SECURITYOPERATIONS

SECURITYTRAINING

REGULATORYCOMPLIANCE

ACCESSCONTROL

24/7SECURITYSERVICE

EMERGENCYCONTINGENCY

PLANS

INVESTIGATIONSSECURITY

RISKMANAGEMENT

SECURITYMANAGEMENT &

SAFETY AUDIT

SECURITYCULTURE

INTERNAL& EXTERNAL

LIASONS

DATA COLLECTION& ANALYSIS

CREWMEMBER & LEADERSHIP

EDUCATION

Our Corporate Security team also ensures full compliance with Transportation Security Administration (TSA) and other government security regulations. We maintain effective private/public partnerships between JetBlue and the TSA, other federal agencies, and members of the law enforcement and intelligence communities. These relationships are essential to helping us address and mitigate potential security risks.

JETBLUE RESPONSIBILITY REPORT • 2012 46SAFETY AND SECURITY: FEATURE

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FEATURE: CARE AND EMERGENCY RESPONSE DEPARTMENT“When you’re in the middle of a crisis, you just keep going and don’t know what you need. The Care team knew what I needed before I did. I am amazed. I knew JetBlue was a great company, but this is an amazing company, and I couldn’t be any prouder to be a part of it.”

JetBlue crewmember devastated by the effects of Hurricane Sandy

Our Care and Emergency Response department is responsible for effectively, compassionately and responsibly handling a major crisis affecting the airline. The department authors our emergency operations manual, oversees our emergency response teams and local liaisons, conducts training and drills, and coordinates with external governmental and humanitarian organizations. Our emergency response teams include more than 200 crewmembers on the Go Team who provide on-site support in the event of an aircraft incident and more than 200 volunteer crewmembers on the Care Team who provide supplemental remote assistance to families. Our Care and Emergency Response department has established our Emergency Command Center, a space with 27 assigned positions that activate in the event of a major aircraft emergency, and adjoining Incident Operations Center, a space with 20 assigned positions that activate in the event of a major crisis such as a natural disaster. These centers facilitate our rapid response in the event of a crisis.

Our Care and Emergency Response department also helps communities during natural disasters or other unfortunate events. In conjunction with the American Red Cross of Greater New York, more than 500 specially trained crewmember volunteers form our Ready Team to help communities affected by major disasters. In 2012, our Ready Team was deployed to New Orleans to assist following Hurricane Isaac and to Long Island to assist following Hurricane Sandy. We also participate in the humanitarian ISTAT AirLink Program to provide air transportation to relief organizations during disasters. In 2012, we donated 150 roundtrip tickets through the ISTAT AirLink Program to Team Rubicon, an organization assisting with recovery efforts following Hurricane Sandy.

Our Care and Emergency Response department also provides care to crewmembers facing crisis. The department manages LifeSolutions, our crewmember assistance program, as well as Peer Assistance Committee (PAC), a team of crewmembers trained in providing guidance to fellow crewmembers regarding available JetBlue resources. We also work closely with the nonprofit JetBlue Crewmember Crisis Fund to help guide crewmembers on how to receive financial grants. It is important to provide a balance of support, using both our heads and our hearts, when responding to a crisis affecting our company, communities or crewmembers.

We believe operating with

integrity allow us to build beneficial

relationships with all our

stakeholders.

47 WWW.JETBLUE.COM/GREENINTEGRITY IN ECONOMICS AND GOVERNANCE

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INTEGRITY IN ECONOMICS AND GOVERNANCE“At JetBlue, we hold ourselves to the highest ethical and professional standards. We continue our second decade of service with a strong foundation of transparency and respect for our crewmembers and customers.” Jim Hnat, Executive Vice President and General Counsel

At JetBlue, we believe financial discipline and integrity are keys to our long-term success. We strive to maintain financial strength that enables profitable growth while operating our business in an honest and ethical manner. We believe operating with integrity allows us to build beneficial relationships with all our stakeholders and that this positions us for sustainable growth.

ECONOMIC PERFORMANCEMaintaining a low-cost structure relative to our competitors is fundamental to our sustainable growth. We believe our low-cost advantage is a function of efficient scheduling and operation of our aircraft, a relatively young and efficient fleet, limited aircraft types, primarily web-based travel bookings, a productive workforce, and prudent investments.

In 2012 we focused on maintaining a strong financial foundation; growing the key markets of Boston, the Caribbean and Latin America; expanding partnerships with other airlines; expanding to new facilities; and continuing to grow organically.

SELECTED FINANCIAL DATAOur financial foundation is based on a strong balance sheet, liquidity and competitive cost structure. Net income in 2012 was $128 million, or $0.40 per diluted share. To learn more about JetBlue’s 2012 financial performance, please see JetBlue’s 2012 Annual Report on Form 10-K available at investor.jetblue.com.

JETBLUECOST

ADVANTAGE

PRODUCTIVEWORKFORCE

LOW COSTDISTRIBUTION

LIMITED FLEETTYPES

NEW AND EFFICIENTAIRCRAFT

HIGH AIRCRAFTUTILIZATION

PRUDENTINVESTMENTS


JETBLUE RESPONSIBILITY REPORT • 2012 48INTEGRITY IN ECONOMICS AND GOVERNANCE

JETBLUE BALANCE SHEET DATA AS OF DECEMBER 31 (IN MILLIONS)

2012 2011 2010 2009 2008

Cash and cash equivalents ($) 182 673 465 896 561

Investment securities 685 591 628 246 244

Total assets 7,070 7,071 6,593 6,549 6,018

Total debt 2,851 3,136 3,033 3,304 3,144

Common stockholders’ equity 1,888 1,757 1,654 1,546 1,270

JETBLUE OPERATING STATISTICS AS OF DECEMBER 31 (UNAUDITED)

2012 2011 2010 2009 2008

Revenue passengers (thousands) 28,956 26,370 24,254 22,450 21,920

Revenue passenger miles (millions) 33,563 30,698 28,279 25,955 26,071

Available seat miles (ASMs) (millions) 40,075 37,232 34,744 32,558 32,442

Load factor (%) 83.8 82.4 81.4 79.7 80.4

Aircraft utilization (hours per day) 11.8 11.7 11.6 11.5 12.1

Average fare ($) 157.11 154.74 140.69 130.67 139.56

Yield per passenger mile (cents) 13.55 13.29 12.07 11.30 11.73

Passenger revenue per ASM (cents) 11.35 10.96 9.82 9.01 9.43

Operating revenue per ASM (cents) 12.43 12.10 10.88 10.11 10.45

Operating expense per ASM (cents) 11.49 11.23 9.92 9.24 10.11

Operating expense per ASM, excluding fuel (cents) 6.99 6.76 6.71 6.33 5.80

Operating expense per ASM (cents)* 6.98 6.76 6.71 6.33 5.80

Airline operating expense per ASM (cents)* 11.34 11.06 9.71 8.99 9.87

Departures 264,600 243,446 225,501 215,526 205,389

Average stage length (miles) 1,085 1,091 1,100 1,076 1,120

Average number of operating aircraft during period 173.9 164.9 153.5 148.0 139.5

Average fuel cost per gallon, including fuel taxes ($) 3.21 3.17 2.29 2.08 3.08

Fuel gallons consumed (millions) 563 525 486 455 453

Full-time equivalent employees at period end* 12,070 11,733 11,121 10,704 9,895

* Excludes results of operations and employees of LiveTV, LLC, which are unrelated to our airline operations and are immaterial to our consolidated operating results.

2000 2010

FLIG

HTS

YEAR2001 2002 2003 2004 2005 2006 2007 2008 2009 2011 2012

0

100

200

300

400

500

600

700

800

In 2012, we served 75 destinations in the

U.S., Puerto Rico, Mexico, the

Caribbean and Latin America.


GROWTH IN KEY MARKETS In 2012 we continued to follow our profitable growth strategy, connecting the dots and adding new flight destinations. We increased our average number of daily flights from 667 in 2011 to 750 in 2012, an increase of 12 percent. As of December 31, 2012, we served 75 destinations in the U.S., Puerto Rico, Mexico, the Caribbean and Latin America.

We added service to five new cities and announced plans to provide service to four additional cities in 2013. We also added coveted new slots (the right to schedule a landing or departure during a specific time period) at Ronald Regan Washington National Airport (DCA) in Washington, D.C., and LaGuardia Airport (LGA) in New York City, allowing us to increase our presence in these key markets.

JETBLUE AVERAGE NUMBER OF DAILY FLIGHTS

We are the largest carrier offering service in Puerto Rico as well as in the Dominican Republic.


We continue to focus growth in Boston, the Caribbean and Latin America. We offer more flights than any other carrier at Logan International Airport (BOS) in Boston, and we continue to expand service in an effort to meet our goal of operating more than 150 departures from Boston. We are the largest carrier offering service in Puerto Rico as well as in the Dominican Republic. In Latin America and the Caribbean, we continue to grow a presence in markets where our customers travel for leisure or to visit friends and relatives. We believe this strategy allows us to build strong traffic on a year-round basis by serving both leisure and nonleisure passengers.

GROWING ORGANICALLYUnlike much of our industry, we have not depended on mergers and acquisitions to fuel our growth. Rather, we have grown organically with our own airplanes and people. By relying on sustainable, organic growth, we have avoided the employee integration issues that challenge our competitors, and we have succeeded in capitalizing on underserved markets.

Our strategic partnerships

help power our organic growth.


PARTNER AIRLINES Through our airline partnerships, we generate revenue, expand our route network and reach new customers. Our airline partnerships help balance our seasonality by increasing the number of leisure travelers during January, May, September and October. In 2012, we added eight new airline partnerships, including a new partnership with Hawaiian Airlines, bringing our total number of partnerships to 22 U.S. and international airlines. Our strategic partnerships help power our organic growth.

JETBLUE CARGOAt JetBlue we offer multiple solutions for our customers’ shipping needs. One of those solutions is all-in pricing, which means no hidden fees or fuel and security surcharges. In 2011 and 2012, we added 13 new cities to our cargo routes, including international routes. We shipped 4.7 million pounds of cargo in 2012 into San Juan, Puerto Rico, and our future growth plans include additional growth in international markets. In 2012, our revenues for cargo service increased by $12.7 million, or 26 percent, from 2011.

http://www.jetblue.com/airline-partners/?intcmp=ft_partnerair%20


NEW FACILITIES IN 2012 AND BEYONDTo support our continued growth and improve service for our customers, we moved to several new or renovated facilities in 2012 and progressed with plans to add new facilities in the years to come:

• Long Island City Headquarters: We moved approximately 1,000 crewmembers into our new Long Island City Support Center (LSC) in Queens, N.Y., in March 2012. Learn more about our LSC in our feature story in People Are Our Passion.

• San Juan Airport Terminal: In June 2012, we moved into our new Terminal A in San Juan, Puerto Rico’s Luis Muñoz Marín International Airport. During the ribbon-cutting ceremony, we announced that San Juan, Puerto Rico had become JetBlue’s sixth focus city.

• Boston Hangar: Our Boston planes moved into our new Hangar 8 in September 2012. Our maintenance teams use the new hangar for maintenance and repair, while our materiels team uses the new hangar to store bulk items, tools and other parts and components needed for our operations.

• Long Beach Airport Terminal: In December 2012, JetBlue began operation out of a newly renovated terminal at Long Beach Airport (LGB). The updated terminal offers modern amenities to serve the approximately 2.5 million JetBlue customers at LGB. A second phase of improvements is expected to be completed by summer 2013 and will include a new checkpoint and baggage claim area.

• T5i: In October 2012, we broke ground on T5i, a new international arrivals facility that will serve as an extension to our location in Terminal 5 at John F. Kennedy Airport (JFK) in New York City. Set to open in early 2015, T5i will include six international arrivals gates — three new and three converted from Terminal 5 — and an International Arrivals Hall with full U.S. Customs and Border Protection and Federal Inspection Services. Our goal is to deliver a seamless travel experience for customers arriving from international flights on JetBlue or select partner airlines.

—


“We have a cultureof transparency,

and it’s real.”

Jeff Goodell,Vice President

Government Affairs

GOVERNANCEJetBlue was founded on our values of safety, caring, integrity, passion and fun. Our values support our mission to bring humanity back to air travel, and guide our governance practices. We strive to enhance transparency for our stakeholders and operate our business with the highest levels of accountability, integrity and responsibility.

BOARD OF DIRECTORSAt JetBlue, our business is managed under the direction of our board of directors. Our board is responsible for establishing broad corporate policies, counseling and providing direction to our management in the long-term interests of the Company, our stockholders and for our overall performance. It is not, however, involved in our day-to-day operation. The Board is advised of our business through regular reports and analyses and discussions with our CEO and other officers. As of December 31, 2012, our 11-member JetBlue board of directors comprised one crewmember director, nine independent directors and one independent affiliate. Three of our directors are women. Our CEO is not the chair of our board. Instead, the chair of the board is an independent director. We believe separating our CEO and chair of the board positions promotes balance between the authority of those who oversee our business and those who manage it daily.

The board of directors has approved the adoption of our Corporate Governance Guidelines, which establish how our directors govern JetBlue. At the end of 2012 there were four standing board committees: Audit, Compensation, Airline Safety, and Corporate Governance and Nominating. In our Proxy Statement to stockholders we describe

the composition of our board and standing committees, directors’ qualifications, executive compensation and additional information regarding our corporate governance practices. To learn more about JetBlue’s 2012 board of directors and governance practices, please see Proxy Statement for 2013 Annual Meeting of Stockholders, available at investor.jetblue.com.

JETBLUE 2012 BOARD OF DIRECTORS

David Barger Director

Jens Bischof Director

Peter Boneparth Director

David Checketts Director

Virginia Gambale Director

Stephan Gemkow Director

Ellen Jewett Director

Gen. (Ret.) Stanley McChrystal Director

Joel Peterson Chairman

Ann Rhoades Director

Frank Sica Vice Chairman

Our stakeholders may communicate with our board of directors by sending a letter to the JetBlue Board of Directors, c/o Corporate Secretary, JetBlue Airways Corp., 27-01 Queens Plaza North, Long Island City, NY 11101. Stakeholders may communicate with the board on an anonymous or confidential basis.


http://investor.jetblue.com/investor-relations/financial-information/reports/annual-reports.aspx

Our Code of Business Conduct governs the actions of all JetBlue crewmembers.


ETHICAL BUSINESS PRACTICESWe strive to comply with all laws, rules and regulations governing the places where we conduct business and respect the principles upon which they are based. Through our Code of Business Conduct, Code of Ethics, U.S. Foreign Corrupt Practices Act Policy (FCPA) and Insider Trading Policy, we strive to address the following:

• Antitrustandrestraintoftrade• Bribes,illegalpaymentsandillegalsolicitations• Businessethicstrainingandcompliancecertification• Conflictofinterest• Environmentandsafety• Equalemploymentopportunity• Giftpolicyforpublicofficials• Illegalorunethicalconduct• Insideinformationandinvestmentinsecurities• Intellectualproperty• Policiesforourboardofdirectors• Unlawfulharassment

Our Code of Business Conduct governs the actions of all JetBlue crewmembers, including JetBlue board of directors and officers, as well as the officers and employees of LiveTV® and its subsidiaries. These standards also apply to all consultants, contractors, and others representing or acting on behalf of JetBlue. We expect our business partners to be guided by these principles as well. We substantially revised and expanded our Code of Business Conduct in 2011 and will train on the revised and expanded Code of Business Conduct in 2013.

Under our Code of Ethics, our Chief Executive Officer, Chief Financial Officer, Chief Accounting Officer and other senior financial officers commit to conducting our business in an honest, lawful and ethical manner.

We require crewmembers who work internationally to complete our FCPA training each year. Additionally, we maintain accurate records of payments and disbursements to ensure corporate compliance with the FCPA. All officers and directors, as well as general managers and others in certain international locations, are required to undergo FCPA training. In 2012, we required more than 400 crewmembers to undergo FCPA training.

We actively seek to prevent insider trading violations at JetBlue. We require officers and directors, as well as certain other crewmembers who have access to confidential or sensitive inside information, to receive training on our Insider Trading Policy periodically.

REPORTING VIOLATIONSFor clarification regarding our ethical business practices, crewmembers are encouraged to contact their supervisors, managers or our legal department. In addition, crewmembers are expected to immediately report any suspected illegal or unethical activity. We have established several confidential options to make reports. JetBlue maintains a 24/7 Business Integrity Hotline operated by an independent third party. Reports to the hotline are forwarded to appropriate JetBlue leaders for investigation. We also maintain our 24/7 security desk, BlueWatch, for reporting any suspicious activities or safety or security concerns.

http://media.corporate-ir.net/media_files/NSD/jblu/codeofethics.pdf

http://phx.corporate-ir.net/External.File?item=UGFyZW50SUQ9ODkxNjR8Q2hpbGRJRD0tMXxUeXBlPTM=&t=1

** SDQ was added back to the network in 2007.

FEATURE: GROWING OUR NETWORKAt JetBlue, we believe we have to earn the right to grow. We have deliberately limited our growth to only those opportunities that closely aligned with our strategy for sustainable growth. We believe we have developed a solid network we can support even in the face of economic challenges like high fuel prices.

We undergo a thorough process to evaluate whether a new destination or route will be sustainable long-term. We vet the proposed addition through a cross section of teams, including our network planning, fuel, safety, finance, airport, flight, inflight and technical operations groups. Once these teams have evaluated the new destination or route, the proposed addition is sent to our executive leadership team for review. If our leadership team provides final approval, our revenue, government

affairs, legal and corporate communications teams begin work to implement plans for the addition. At JetBlue, it takes members from across the company to develop and implement plans for a new destination or route.

In 2012, we added five cities to our network: Dallas-Fort Worth; Cartagena, Colombia; Samana, Dominican Republic; Grand Cayman, Cayman Islands; and Providence, R.I. We also added new routes between cities we already serviced. We announced in 2012 that San Juan, Puerto Rico, is our sixth focus city, joining New York, Boston, Los Angeles, and Fort Lauderdale and Orlando, Fla., as cities in which we focus our efforts and future growth. We also announced plans to begin service in 2013 to Charleston, S.C.; Albuquerque, N.M.; Philadelphia; and Medellin, Colombia.

JETBLUE NETWORK:CITIES ADDED AND REMOVED*

* ATL is Hartsfield-Jackson Atlanta International Airport in Atlanta; SDQ is Las Americas International Airport near Santo Domingo, Dominican Republic; BNA is Nashville International Airport in Nashville, Tenn.; CMH is Port Columbus International Airport in Columbus, Ohio; TUS is Tucson International Airport in Tucson, Ariz.; ONT is L.A./Ontario International Airport in Ontario, Calif.

2007

2006

2005

2004

2003

2002

2001

2000

2008

2009

2010

2011

2012

YEA

R

+12

+6

+2

+2 -1 ATL

-1 SDQ**

-4 BNA, CMH, TUS, ONT

+9

+4

+16

+5

+2

+8

+3

+7

+5

75 TOTAL DESTINATIONS

55 WWW.JETBLUE.COM/GREENINTEGRITY IN ECONOMICS AND GOVERNANCE: FEATURE

—

JETBLUE RESPONSIBILITY REPORT • 2012 56ABOUT OUR REPORTING

ABOUT OUR REPORTINGBy broadening the scope and increasing the level of disclosure, our JetBlue 2012 Responsibility Report has achieved a Global Reporting Initiative application level B for the first time.

Our 2012 report covers more topics and provides more detailed information than in past reports. We have expanded the scope of our greenhouse gas inventory; devoted a new chapter to our crewmembers, customers and business partners; and focused discussion of our economic performance on how we support our sustainable growth. Our JetBlue 2012 Responsibility Report even carries a new title, one that captures our report’s expanded content and represents what we value and how we view our role in the world.

Since 2008, we have prepared our report in accordance with the principles outlined in the Global ReportingInitiative (GRI) Sustainability Reporting Guidelines. The GRI is a voluntary, internationally recognized framework for sustainability reporting that allows organizations to measure and report economic, social and environmental efforts in a consistent manner. Our JetBlue 2012 Responsibility Report was prepared in accordance with GRI Sustainability Reporting Guidelines version 3.1 (G3.1).

GRI SUSTAINABILITY REPORTING FRAMEWORK

REPORT APPLICATION LEVEL C C+ B B+ A A+

STAN

DARD

DIS

CLOS

URE

S

G3 Profile Disclosures OUTPUT

Report on:1.12.1-2.103.1-3.8, 3.10-3.124.1-4.4,4.14-4.15

Repo

rt E

xter

nally

Ass

ured

Report on all criteria listed for Level C plus:1.23.9, 3.134.5-4.13, 4.16-4.17

Repo

rt E

xter

nally

Ass

ured

Same as requirement for Level B

Repo

rt E

xter

nally

Ass

ured

G3 Management Approach Disclosures OUTPUT Not Required Management Approach Disclosures

for each Indicator CategoryManagement Approach Disclosures for each Indicator Category

G3 Performance Indicators &

Sector SupplementPerformance Indicators

OUTPUT

Report on a minimum of 10 Performance Indicators including at least one from each of: Economic, Social and Environmental.

Report on a minimum of 20 Performance Indicators, at least one from each of: Economic, Environmental, Human Rights, Labor, Society, Product Responsibility.

Report on each core G3 and Sector Supplement*Indicator with due regard to the Materiality Principle by either: a) reporting on the Indicator or b) explaining the reason for its omission.

“Corporate responsibility — supporting our communities, minimizing our environmental footprint, upholding our ethical business practices — tells the story of who we are as a company, what we value and how we view the world.”

Dave Barger, JetBlue President and CEO

https://www.globalreporting.org/Pages/default.aspx

Our JetBlue 2012 Responsibility Report

has achieved a GRI application level B for

the first time.

57 WWW.JETBLUE.COM/GREENABOUT OUR REPORTING

The GRI has established application levels that show the extent to which G3.1 guidelines have been applied throughout the report and provides guidance on how organizations can continuously improve reporting. Our JetBlue 2010-2011 Environmental and Social Report achieved a GRI application level C. By broadening the scope and increasing the level of disclosure, our JetBlue 2012 Responsibility Report has achieved a GRI application level B for the first time. We are constantly striving to improve.

Our GRI application level has been verified by Burns & McDonnell, a third-party firm trained in the GRI reporting framework.

Our JetBlue 2012 Responsibility Report reflects JetBlue’s activities during the 2012 calendar year, unless otherwise stated and represents only those business activities for which JetBlue has complete control or ownership. This report builds on our 2010-2011 Environmental and Social Report and past environmental and social reports, beginning in 2006. We will continue to release a responsibility report annually. This and our prior reports are available at jetblue.com/green where they can be easily accessed by our stakeholders.

We listen to our stakeholders at every available opportunity because we believe this feedback is critical to the long-term sustainability of our business. We actively solicit our stakeholders’ opinions through customer satisfactionsurveys; our website, phone line, blog or social media; our annual crewmember SpeakUp survey; investor feedback; and this report. Our stakeholders include customers, shareholders, crewmembers, business partners, regulators, communities and our airline peers.

We welcome your thoughts. Questions or comments regarding any topic covered in this report can be directed to:

Ms. Icema Gibbs Director of Corporate Social [email protected]

Mr. Andrew MatusonManager of Environmental [email protected]

Ms. Sophia Leonora MendelsohnHead of [email protected]

HTTP://jetblue.com/green

MAILTO:[email protected]



http://www.jetblue.com/contact-us/?intcmp=ft_contactus%20#/

JETBLUE RESPONSIBILITY REPORT • 2012 58LIST OF TERMS

LIST OF TERMSA320 Airbus 320

A4A Airlines for America

ACI Airports Council International

ACSI American Customer Satisfaction Index

ADS-B Automatic dependent surveillance-broadcast

APUs Auxiliary power units

AQP Advance Qualification Program

ASAP Aviation Safety Action Program

ASM Available seat miles

BOS Logan International Airport

Carbonfund.org Carbonfund.orgFoundation

CH4 Methane

CO2 Carbon dioxide

CO2e Carbon dioxide equivalents

DCA Ronald Reagan Washington National Airport

E190 Embraer 190

FAA Federal Aviation Administration

FCPA Foreign Corrupt Practices Act Policy

FOQA Flight Operations Quality Assurance

FTE Full-time equivalent

G3.1 Global Reporting Initiative Sustainability Reporting Guidelines version 3.1

GRI Global Reporting Initiative

GWP Global Warming Potential

HFCs Hydrofluorocarbons

IATA International Air Transport Association

ICAO International Civil Aviation Organization

JBU JetBlue University

JCCF JetBlue Crewmember Crisis Fund

JetBlue JetBlue Airways Corp.

JFK John F. Kennedy International Airport

LEED EB Leadership in Energy & Environmental Design for Existing Buildings

LGA LaGuardia Airport

LGB Long Beach Airport

LOSA Line Operations Safety Audit

LSC Long Island City Support Center

MSY Louis Armstrong New Orleans International Airport

N2O Nitrous oxide

NASA National Aeronautics and Space Administration

NextGen Next Generation Air Transportation System

NPS Net promoter score

OSHA Occupational Safety and Health Administration

PFCs Perfluorocarbons

PTO Paid time off

RNP Required navigation performance

RTM Revenue ton miles

Scope 1 Direct emissions

Scope 2 Indirect emissions

Scope 3 Other indirect emissions

SF6 Sulfur hexafluoride

SMS Safety management system

STEM Science, technology, engineering and mathematics

T5 Terminal 5 at John F. Kennedy International Airport

T5i New international arrivals facility that will serve as an extension to T5

TSA Transportation Security Administration

USGBC United States Green Building Council

VDRP Voluntary Disclosure Reporting Program

WRI World Resources Institute



59 WWW.JETBLUE.COM/GREENGLOBAL REPORTING INITIATIVE INDEX

GLOBAL REPORTING INITIATIVE INDEXPROFILE DISCLOSURES PAGE (S)1. STRATEGY AND ANALYSIS

1.1 Statement from the most senior decision-maker of the organization 1

1.2 Description of key impacts, risks, and opportunities 1

2. ORGANIZATION

2.1 Name of the organization 3

2.2 Primary brands, products and/or services 3

2.3 Operational structure of the organization, including main divisions, operating companies, subsidiaries and joint ventures 3

2.4 Location of organization’s headquarters 3

2.5 Number of countries where the organization operates and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report 3-4

2.6 Nature of ownership and legal form 3

2.7 Markets served (including geographic breakdown, sectors served and types of customers/beneficiaries) 3-4

2.8 Scale of the reporting organization 3, 48

2.9 Significant changes during the reporting period regarding size, structure or ownership 3, 48-52

2.10 Awards received in the reporting period 8-9

3. REPORT PARAMETERS

3.1 Reporting period (e.g., fiscal/calendar year) for information provided 57

3.2 Date of most recent previous report (if any) 57

3.3 Reporting cycle (annual, biennial, etc.) 57

3.4 Contact point for questions regarding the report or its contents 57

3.5 Process for defining report content 5, 57

3.6 Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers) 3, 57

3.7 State any specific limitations on the scope or boundary of the report 57

3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations and other entities that can significantly affect comparability from period to period and/or between organizations 57

3.9 Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the indicators and other information in the report

Addressed throughout

3.10 Explanation of the effect of any re-statements of information provided in earlier reports and the reasons for such re-statement (e.g., mergers/acquisitions, change of base years/periods, nature of business, measurement methods) N/A

3.11 Significant changes from previous reporting periods in the scope, boundary or measurement methods applied in the report 56-57

JETBLUE RESPONSIBILITY REPORT • 2012 60GLOBAL REPORTING INITIATIVE INDEX

PROFILE DISCLOSURES PAGE (S)3.12 Table identifying the location of the standard disclosures in the report 59-62

3.13 Policy and 2012 practice with regard to seeking external assurance for the report 57

4. GOVERNANCE, COMMITMENTS AND ENGAGEMENT

4.1 Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight 53

4.2 Indicate whether the chair of the highest governance body is also an executive officer 53

4.3 For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members 53

4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body 53

4.5 Linkage between compensation for members of the highest governance body, senior managers and executives, and the organizations’s performance 53

4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided 54

4.7 Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization’s strategy on economic, environmental, and social topics 53

4.8 Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation

Addressedthroughout

4.9Procedures of the highest governance body for overseeing the organization’s identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles

Addressedthroughout

4.10 Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance 53

4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organization Addressedthroughout

4.12 Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses

Addressedthroughout

4.13Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization: has positions in governance bodies, participates in projects or committees, provides substantive funding beyond routine membership dues, or views membership as strategic

Addressedthroughout

4.14 List of stakeholder groups engaged by the organization 57

4.15 Basis for identification and selection of stakeholders with whom to engage Addressedthroughout

4.16 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group 57

4.17 Key topics and concerns that have been raised through stakeholder engagement and how the organization has responded to those key topics and concerns, including through its reporting

Addressedthroughout

61 WWW.JETBLUE.COM/GREENGLOBAL REPORTING INITIATIVE INDEX

PAGE (S)

PAGE (S)

DISCLOSURES ON MANAGEMENT APPROACH

DMA EC Discuss management approach to performance, market presence, indirect economic impacts as they relate to overall management policies, goals, and performance

7, 47, 49-51, 55

DMA EN Discuss management approach to overall environmental metrics such as materials, energy, water, emissions, compliance, and transport as they relate to specific goals, policy, and performance 10, 21

DMA LA Discuss management approach to employment, labor/management relations, health and safety, training and education, diversity, and equal opportunity as they relate to overall management policies, goals, and performance

30, 33-35, 41, 44

DMA HRDiscuss management approach to non-discrimination, collective bargaining, abolition of child labor, prevention of forced labor, complaints and grievance practices, and security practices as they relate to overall management policies, goals, and performance

33-34, 39, 45

DMA SO Discuss management approach to community, corruption, public policy, anticompetitive behavior, and compliance as they relate to overall management policies, goals, and performance 22, 53, 54

DMA PR Discuss management approach to customer health and safety, service labeling, marketing communications, and customer privacy as they as they relate to overall management policies, goals, and performance 39, 42-45

PERFORMANCE INDICATORS ECONOMIC

EC1 Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments 48

EC3 Coverage of the organization’s defined benefit plan obligations 33

EC8 Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement 25

ENVIRONMENTAL

EN3 Direct energy consumption by primary energy source 13

EN4 Indirect energy consumption by primary source 13

EN6 Initiatives to provide energy-efficient or renewable energy-based products and services and reductions in energy requirements as a result of these initiatives 14-18

EN8 Total water withdrawal by source 20

EN16 Total direct and indirect greenhouse gas emissions by weight 13

EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved 14-18

EN24 Weight of transported, imported, exported or treated waste deemed hazardous under the terms of the Basel Convention Annex I, II, III and VIII and percentage of transported waste shipped internationally 20

EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation 14-18, 27-28

EN28 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations 19

JETBLUE RESPONSIBILITY REPORT • 2012 62GLOBAL REPORTING INITIATIVE INDEX

PERFORMANCE INDICATORS PAGE (S)

SOCIAL: LABOR PRACTICES AND DECENT WORK

LA1 Total workforce by employment type, employment contract and region 32

LA2 Total number and rate of employee turnover by age group, gender and region 33

LA3 Benefits provided to full-time employees that are not provided to temporary or part-time employees by major operations 33

LA7 Rates of injury, occupational diseases, lost days and absenteeism and number of work-related fatalities by region 44

LA10 Average hours of training per year per employee by employee category 35

LA13 Composition of governance bodies and breakdown of employees per category 32, 53

SOCIAL: HUMAN RIGHTS

HR3 Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained 35, 54

SOCIAL: SOCIETY

SO3 Percentage of employees trained in organization’s anti-corruption policies and procedures 54

SOCIAL: PRODUCT RESPONSIBILITY

PR5 Practices related to customer satisfaction, including results of surveys measuring customer satisfaction 38

PR7 Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion and sponsorship, by type of outcomes 39

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2012 responsibility report

Documents