IMPROVING OUR COMMUNITIES AND OUR WORLD

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1 IMPROVING OUR COMMUNITIES AND OUR WORLD ENVIRONMENTAL AND SOCIAL REPORT

2 LETTER FROM THE CEO Dave Barger Chief Executive Officer More than a decade ago, we set out to reinvent the traditional airline model and founded JetBlue on the principle of bringing humanity back to air travel. Today, we still believe that it is our responsibility to positively impact our customers and our communities. We hold true to these values as we strive to make a difference in our industry, to the environment, and in the communities where we live and work. In honor of our first decade of service, we committed to building 10 new playgrounds for KaBOOM!, a nonprofit organization aimed at creating great places to play for every child in America. Our support of KaBOOM! is just one way we give back we also partner with the American Cancer Society, Do Something, First Book, and many other national and local organizations that support youth, education, the environment and our communities. We sponsor more than 700 nonprofit organizations each year and also encourage our crewmembers to get involved through volunteering. In 2011, we launched a new program, Community Connection, which allows crewmembers to earn JetBlue tickets for the nonprofit organizations of their choice. Through this effort, we donated more than $270,000 worth of travel in 2011 to the causes that matter most to our crewmembers. Strong communities need a healthy environment, so we strive to reduce our environmental impact. While JetBlue s fleet is among the most fuel-efficient in the industry, air travel still affects the environment. We remain focused on reducing and offsetting our greenhouse gas emissions. Since 2008, JetBlue has purchased carbon offsets for all our company business travel, and we invite our customers to do the same through our partnership with Carbonfund.org. In 2010, we announced plans to move our corporate support center into a renovated Leadership in Energy and Environmental Design (LEED) Silver certified building in Long Island City, N.Y., in We believe the office will provide a healthier workspace for our crewmembers and reduced environmental impact for the community. We invite you to read this JetBlue Environmental and Social Report to learn more about our initiatives to improve the environment and our communities. We have prepared this report in accordance with the Global Reporting Initiative (GRI), an internationally recognized framework for sustainability reporting. We aim to increase transparency in our economic, environmental and social performance as we move into our second decade of a responsible and profitable JetBlue. 1 JETBLUE ENVIRONMENTAL AND SOCIAL REPORT

3 TABLE OF CONTENTS LETTER FROM THE CEO...1 INTRODUCTION...3 OUR STORY...5 A DECADE OF JETBLUE SKIES...19 SAFETY AND SECURITY...21 REDUCING OUR IMPACT...24 VOLUNTEERING OUR SERVICES...34 SPOTLIGHT: BOSTON...41 AWARDS...45 More than a decade ago, we set out to reinvent the traditional airline model and founded JetBlue on the principle of bringing humanity back to air travel. Today, we still believe that it is our responsibility to positively impact our customers and our communities. We hold true to these values as we strive to make a difference in our industry, to the environment, and in the communities where we live and work. Dave Barger Chief Executive Officer ABOUT OUR REPORTING...49 GLOBAL REPORTING INITIATIVE INDEX

4 INTRODUCTION OUR SUPERIOR PRODUCT, OUR AWARD-WINNING CUSTOMER SERVICE, AND OUR ENVIRONMENTAL AND SOCIAL RESPONSIBILITY INITIATIVES ALL CONTRIBUTE TO OUR GOAL TO BECOME THE AMERICAS FAVORITE AIRLINE. As JetBlue has grown, so has our commitment to the people and the communities that have contributed to our success. We are working to reduce our environmental impact and have a positive effect on the communities we serve. We are also working to increase transparency in our business. In February 2000, JetBlue commenced service with an inaugural flight between New York s John F. Kennedy International Airport (JFK) and Fort Lauderdale-Hollywood International Airport in Florida. By the end of 2011, we operated an average of 700 daily flights serving 70 destinations in the U.S., Puerto Rico, Mexico, the Caribbean and Latin America. As JetBlue has grown, so has our commitment to the people and the communities that have contributed to our success. We are working to reduce our environmental impact and have a positive effect on the communities we serve. We are also working to increase transparency in our business. In this JetBlue Environmental and Social Report, we provide insight into our economic, environmental and social performance over 2010 and In Our Story, we disclose our operations, governance, crewmembers, facilities and aircraft as they pertain to our economic performance. We operate one of the quietest and most fuel-efficient fleets of any major U.S. airline, and we discuss these and our other environmental initiatives in Reducing Our Impact. As we describe in Volunteering Our Services, we also focus on creating programs and opportunities to give back to our communities within the areas of youth and education, community, and the environment. YEAR Average Number of Daily Flights FLIGHTS PER DAY 3 JETBLUE ENVIRONMENTAL AND SOCIAL REPORT

5 In this JetBlue Environmental and Social Report, we provide insight into our economic, environmental and social performance over 2010 and We believe our environmental and social responsibility initiatives combined with our superior product and customer service will help us achieve our goal of becoming the Americas Favorite Airline. As we explain in About Our Reporting, this report is prepared in compliance with the internationally recognized GRI framework for sustainability reporting. At JetBlue, we recognize the importance of sustainability to the long-term success of our business. We believe our environmental and social responsibility initiatives combined with our superior product and customer service will help us achieve our goal of becoming the Americas Favorite Airline

6 OUR STORY WE BELIEVE THAT A KEY ELEMENT OF OUR CURRENT AND LONG-TERM SUCCESS IS THAT WE OFFER CUSTOMERS A BETTER ALTERNATIVE FOR AIR TRAVEL. At JetBlue, we are a relatively young company with a growing fleet and expanding route network. We are focused on profitable growth, particularly with business customers in Boston and customers visiting friends and family in the Caribbean and Latin America. We are building partnerships with other airlines to expand our network, particularly out of JFK. In this section of our report, we summarize our 2010 and 2011 economic performance as well as describe our crewmembers and employment policies, facilities and fleet, network, and governance. ECONOMICS At JetBlue, our financial strategy includes a commitment to sustainable growth. We are committed to controlling costs, maximizing unit revenues and managing capital expenditures, which we believe drives sustainable growth. In 2010, we reported a net income of $97 million and an operating margin of 8.8% compared to net income of $61 million and an operating margin of 8.6% in The year-over-year improvement in our financial performance was primarily a result of an 8% increase in our average fares and 7% increase in capacity, offset by a 10% increase in our realized fuel price. In 2011, we reported a net income of $86 million and an operating margin of 7.1%. The year-over-year decline in our financial performance was primarily a result of higher fuel prices. Operating Revenues by Geographic Regions as of December 31, 2011 (in millions) Domestic $3,351 $2,900 Caribbean $1,153 $879 Total $4,504 $3,779 5 JETBLUE ENVIRONMENTAL AND SOCIAL REPORT

7 Passenger revenue accounted for 90% of our total operating revenues for the year ending December 31, 2010, and 91% of our total operating revenues for the year ending December 31, Revenues generated from international routes, including Puerto Rico, accounted for 24% of our total passenger revenues in 2010 and 26% of our total passenger revenues in Revenue is recognized either when transportation is provided or after the ticket or customer credit expires. We measure capacity in terms of available seat miles, which represents the number of seats available for customers multiplied by the number of miles the seats are flown. Yield, or the average amount one customer pays to fly one mile, is calculated by dividing passenger revenue by revenue passenger miles. We strive to increase passenger revenue primarily by increasing our yield per flight, which produces higher revenue per available seat mile (RASM). Our objective is to optimize our fare mix in certain markets and to utilize our network to maximize connecting opportunities while continuing to provide our customers with competitive fares. Other sources of revenue consist primarily of fees charged to customers in accordance with our published policies relating to reservation changes and baggage limitations, the marketing component of TrueBlue point sales, concession revenues, revenues associated with transporting mail and cargo, rental income, and revenues earned by LiveTV for the sale of and ongoing services provided for inflight entertainment systems on other airlines. The airline industry is one of the most heavily taxed in the U.S., with taxes and fees accounting for approximately 16% of the total fare charged to a customer in 2010 and 15% of the total fare charged in Airlines are obligated to fund all of these taxes and fees regardless of their ability to pass these charges on to the customer. Even More Space In June 2011, JetBlue launched Even More Space, a seating option that provides extra legroom, early boarding and early access to overhead bin space. Even More Space is available for rows one through five plus emergency exit rows 10 and 11 on the Airbus 320 (A320) aircraft and in row one and the emergency exit row 12 of the EMBRAER 190 (E190) aircraft. Customers may select Even More Space for an additional charge, which varies by route. Customer response to Even More Space exceeded our expectations, resulting in more than $120 million of incremental revenue in Provision for Income Taxes for Years Ending December 31 (in millions) Income Tax Expense Federal deferred $51 $55 State deferred $7 $7 Subtotal deferred $58 $62 Current $1 $2 Total $59 $64 Operating revenues are allocated to geographic regions, as defined by the U.S. Department of Transportation (DOT), based upon the origination and destination of each flight segment. As of December 31, 2011, we serve 20 locations in the Caribbean and Latin American region, or Latin America as defined by the DOT. However, JetBlue also includes Puerto Rico when reviewing the Caribbean region. Therefore, we have included our three destinations in Puerto Rico in our Caribbean allocation of revenues

8 SUBSIDIARIES As of December 31, 2011, JetBlue had five subsidiaries: These are LiveTV, LLC; LiveTV International Inc.; BlueBermuda Insurance, LTD; LiveTV Airfone, LLC; and JetBlue Airways Corporation Sucursal Colombia. Our LiveTV service provides inflight entertainment, voice communication and data connectivity services for commercial and general aviation aircraft. At the end of 2011, LiveTV had agreements with six other domestic and international commercial airlines for the sale and installation of hardware, programming and maintenance of its live, in-seat satellite television and XM satellite radio service. LiveTV also has general aviation customers to which it supplies voice and data communication services. In 2011, JetBlue partnered with ViaSat Inc., a leader in satellite technologies, to develop a state-of-the-art, in-flight broadband connectivity technology. LiveTV will help us introduce the technology on our aircraft beginning in LiveTV is also working with ViaSat Inc. to support in-flight connectivity for other airlines in the future. BlueBermuda Insurance, LTD, is a wholly owned subsidiary that assists us in maintaining a low-cost structure and is a captive insurance entity. JetBlue Airways Corporation Sucursal Colombia is a subsidiary we were required to form under Colombian law in order to operate in the country. 7 JETBLUE ENVIRONMENTAL AND SOCIAL REPORT

9 Total Crewmembers EMPLOYMENT Unlike most airlines, we have a non-union workforce. We believe this provides us with more flexibility and contributes to our ability to maintain one of the lowest cost structures in the industry. Our approach allows us to be more productive, although we are subject to ongoing attempts at unionization. We believe a direct relationship with JetBlue leadership, not third-party representation, is in the best interests of our crewmembers, customers and shareholders. We enter into individual employment agreements YEAR ,174 2,361 3,599 3,584 2,446 2,200 2,232 2, Total Crewmembers New Hires 1 4,011 5,553 7,399 9,248 10,624 11,632 11,852 12,532 12,948 14, , , , , ,000 CREWMEMBERS 1 New hire data unavailable for 2000 through with each of our Federal Aviation Administration (FAA)-licensed crewmembers, which includes pilots, dispatchers, technicians and inspectors. Each employment agreement is for a term of five years and renews for an additional five-year term unless the employee is terminated for cause or the employee elects not to renew. Pursuant to these agreements, these crewmembers can only be terminated for cause. In the event of a downturn in our business that would require a reduction in work hours, we are obligated to pay these crewmembers a guaranteed level of income Our LiveTV service provides inflight entertainment, voice communication and data connectivity services for commercial and general aviation aircraft. At the end of 2011, LiveTV had agreements with six other domestic and international commercial airlines for the sale and installation of hardware, programming and maintenance of its live, in-seat satellite television and XM satellite radio service

10 We enter into individual employment agreements with each of our FAAlicensed crewmembers, which includes pilots, dispatchers, technicians and inspectors. Each employment agreement is for a term of five years. and to continue their benefits. In addition, we provide what we believe to be industry-leading job protection language in the agreements in the event of a merger or acquisition, including the establishment of a legal defense fund to use for seniority integration negotiations. Between 2010 and 2011, we grew our workforce. As of December 31, 2010, JetBlue employed 9,626 full-time and 3,322 part-time crewmembers, for a total 12,948 crewmembers. By December 31, 2011, JetBlue employed 10,243 full-time and 3,779 part-time crewmembers, for a total of 14,022 crewmembers. FULL-TIME EQUIVALENT CREWMEMBERS Pilots Flight attendants Airport operations personnel Technicians (mechanics) Reservation agents Full-Time Equivalent Crewmembers in All Locations as of December 31, 2011 Management and other personnel ,066 1,897 2,168 2,039 2,326 2,586 2,726 3,393 3, COUNT 9 JETBLUE ENVIRONMENTAL AND SOCIAL REPORT

11 Provisional Part Time Regular Full Time Regular Part Time 72.35% TURNOVER RATE Crewmembers in International Locations as of December 31, % 90% 80% 70% 60% 50% 40% 30% 20% 10% 21% 0 7% 7% 65% Puerto Rico Dominican Republic Bahamas Other Crewmember Turnover Turnover Rate 2009 Turnover Rate 2010 Turnover Rate 2011 Turnover Rate AGE The majority of our crewmembers are based in the United States; however, we have significant numbers of crewmembers at our stations in the Bahamas, Dominican Republic and Puerto Rico. The remaining Caribbean locations use local subcontractors for most ground operations and are staffed with fewer than five JetBlue crewmembers at each location. Our crewmember turnover rate averaged 12% in 2010 and 11% in Turnover rates are lowest among crewmembers aged 30 to 59 and highest among the youngest of our work force those younger than 20. Wages and Benefits In 2010, salaries, wages and benefits increased 15%, or $115 million, due to an increase in average full-time equivalent crewmembers and increases in pay rates. We hired additional crewmembers in preparation for our new customer service system implementation that began in January We also experienced an increase in overtime pay as a result of severe winter storms in the Northeast both in early and late The number of crewmembers under age 20 is small (fewer than 20 individuals, or around 0.1% of total crewmembers in both 2010 and 2011). Many of these crewmembers had internships or temporary positions that were expected to terminate after a defined period of time. For these reasons, the turnover rates for crewmembers under age 20 appears high. As of December 31, 2011, we employed 10,243 full-time and 3,779 parttime crewmembers. The majority of our crewmembers are based in the United States; however, we have significant numbers of crewmembers at our stations in the Bahamas, Dominican Republic and Puerto Rico

12 JetBlue offers a comprehensive and competitive benefits package to our part-time and full-time crewmembers. Additionally, both part and full-time crewmembers are eligible to participate in our crewmember stock purchase and profit-sharing programs. Our retirement plan is composed of a defined contribution plan 401(k) with both employee contribution and employer match. We believe this provides our crewmembers maximum flexibility in managing their retirement benefits and eliminates the need for reliance on any managed funds that would be required to back traditional pensions. In 2011, salaries, wages and benefits increased an additional 6%, or $56 million. This increase resulted mainly from a 5% increase in the average number of full-time equivalent crewmembers needed to support our profitable growth plans, increases in wages and related benefits associated with pay increases, and the increasing seniority levels of our crewmembers. Caring for our crewmembers is part of who we are. Unlike most airlines, we have a non-union workforce and a policy of not furloughing crewmembers during economic downturns. The implementation of this policy is partially responsible for increases in average full-time equivalent crewmembers salaries, wages and benefits in Highlights of our comprehensive benefits package include: Four health plans to provide our crewmembers options and the ability to select plans that match their budgets Up to $250 in flexible spending account funds offered to every crewmember for evidence of healthy behaviors to offset their out-of-pocket medical expenses, regardless of whether or not they are on our health plan Dollar-for-dollar 401(k) match on the first 5% of crewmember contributions subject to Internal Revenue Service limits Profit-sharing contributions equal to 5% of eligible crewmember salaries are deposited directly into a retirement account each year whether or not the airline is profitable Profit-sharing and 401(k) contributions expense total $61 million, $55 million, $48 million, $43 million and $39 million in 2011, 2010, 2009, 2008 and 2007 respectively 11 JETBLUE ENVIRONMENTAL AND SOCIAL REPORT

13 5% discount 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 JetBlue Crewmember Crisis Fund In February 2002, the nonprofit JetBlue Crewmember Crisis Fund (JCCF) was formed to assist crewmembers and their immediate families in times of crisis when they have no other means by which to support themselves. Grants are awarded to assist with rent or mortgage, utilities, food and clothing when crewmembers and their families are struggling due to fires, hurricanes, other disasters, injuries or extended illnesses. The entire process is confidential only the fund administrator learns the identity of the crewmember in need. The JCCF consists of 13 board members, three executive board members and eight board members representing each of the major JetBlue departments. Two crewmembers also serve as nonvoting administrative support to the JCCF. The JCCF board, whose members are volunteers, is committed to confidentially evaluating each of the requests for grants and ensuring that the grants meet the mission of the JCCF. The board meets monthly to review applications and discuss the business of the fund. In cases of extreme crisis, there may be other application reviews, as stated in JCCF policies. Funds for JCCF grants come from crewmembers via a tax-deductible payroll deduction. Nearly 100% of crewmembers donations to JCCF go directly to the grants. More than 55% of crewmembers donate to the JCCF, and crewmember participation in JCCF donations continues to grow. JCCF also receives donations from outside organizations and fundraisers. Since the incorporation of the JCCF through December 31, 2011, the JCCF received more than $6 million in donations. The JCCF has distributed approximately 865 grants averaging $3,379 each for a total distribution of nearly $3 million as of December 31, I am unable to find the words to express how much this grant has meant to me. It is a blessing to be able to be part of a business whose employees have gone out of their way to create a program like this one. I could not begin to express my gratitude. I will continue to donate and am proud to be able to help others who are in situations like mine. Anonymous crewmember recipient of JCCF grant

14 80,000-square-foot flight and crewmember training center at Orlando International Airport in Florida 70,000-square-foot LiveTV hangar at Orlando International Airport for the installation and maintenance of in-flight satellite television systems and aircraft maintenance In November 2005, we executed a lease agreement with the Port Authority of New York and New Jersey for the construction and operation of Terminal 5, which became our principal base of operations at JFK in October In December 2010, we executed a five-year supplement to this lease agreement for the Terminal 6 property adjacent to our operations at Terminal 5. FACILITIES AND FLEET As of December 31, 2011, our primary corporate offices were located in Forest Hills, N.Y.; our finance department was based in Darien, Conn.; and our reservations and customer support center is in Salt Lake City. We occupy all of our facilities at each of the airports we serve under leases or other occupancy agreements. Our agreements for aircraft service facilities include: 70,000-square-foot aircraft maintenance hangar at JFK 32,000-square-foot office and warehouse facility at JFK to accommodate our technical support operations and customer provisioning personnel 19,000-square-foot building at JFK to store spare aircraft parts and perform ground equipment maintenance Our operations at Boston s Logan International Airport (Logan) are based at Terminal C. As of December 31, 2011, we operated 17 gates and 42 ticket counter positions, including 10 international ticket counters. In 2011, Massport completed work that connected two concourses within Terminal C, centralizing the security checkpoint and providing our customers the convenience of 14 contiguous gates. Other JetBlue focus cities include Long Beach, Calif.; Orlando, Fla.; Fort Lauderdale, Fla.; and San Juan, Puerto Rico. Our West Coast operations are based at Long Beach Municipal Airport, which serves the Los Angeles area. In 2010, the Long Beach Airport began work on redevelopment efforts, including a new parking structure and new terminal, which is expected to open in In Florida, our primary operations are at Orlando International Airport and Fort Lauderdale-Hollywood International Airport. Our operations in San Juan, Puerto Rico, are based at Luis Muñoz Marin International Airport. 13 JETBLUE ENVIRONMENTAL AND SOCIAL REPORT

15 Because we lease our facilities, our tangible assets primarily consist of our fleet of aircraft, which is one of the youngest and most fuel-efficient fleets of any major U.S. airline. As of December 31, 2011, it consisted of 120 A320 aircraft each powered by two V2527-A5 International Aero Engines and 49 E190 aircraft each powered by two General Electric CF engines. All of our aircraft carry U.S. registration numbers. CAPACITY DISTRIBUTION As of December 31, 2011, we operated 700 daily flights serving 70 destinations in 22 states, Puerto Rico, Mexico and 12 countries in the Caribbean and Latin America. Our disciplined growth includes our optimization of our route network by focusing on key regions. We increased focus on serving business travelers in Boston and travelers visiting friends and family in the Caribbean and Latin America. We also increased our partnerships with other airlines, particularly at JFK. We added three new destinations in 2010, and seven new destinations in In 2010, we added Washington D.C. s Reagan National Airport, where we joined with the Metropolitan Washington Airports Authority to incorporate rooftop solar panels and other green building practices into the terminal. We strengthened our position as the largest carrier in Boston by adding six new destinations from Boston in 2010 and five new destinations from Boston in JetBlue Network: Cities Added and Removed Our fleet is one of the youngest and most fuelefficient fleets of any major U.S. airline. As of December 31, 2011, it consisted of 120 A320 aircraft and 49 E190 aircraft. All of our aircraft carry U.S. registration numbers. 1 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. 2 SDQ was added back to the network in YEAR ATL SDQ BNA, CMH, TUS, ONT TOTAL DESTINATIONS

16 We are focused on optimizing our schedule and balancing our network to serve a diversified customer mix of leisure travelers, business travelers and traffic from visiting friends and relatives. In 2011, we won auctions for eight take-off and landing slots at each of New York City s LaGuardia and Washington, D.C. s Ronald Reagan National airports, and we plan to begin our expanded service at each of these airports in In the Caribbean and Latin America region, we continued to increase our presence and reached milestones in 2011 by becoming the largest airline serving both Puerto Rico and the Dominican Republic. In particular, our expansion in San Juan, Puerto Rico, included the introduction of intra-island service to many of our Caribbean destinations. As of December 31, 2011, we had approximately 25% of our capacity in the Caribbean and Latin America. Capacity Distribution East Coast Western U.S. 32.4% 34.5% Northeast Florida 32.2% 31.4% Medium-haul 3.2% 3.3% Short-haul 7.5% 7.6% Caribbean, including Puerto Rico 24.7% 23.2% We are focused on optimizing our schedule and balancing our network to serve a diversified customer mix of leisure Total 100% 100% travelers, business travelers and traffic from visiting friends and relatives. In 2011, we won auctions for eight take-off and landing slots at each of New York City s LaGuardia and Washington, D.C. s Ronald Reagan National airports, and we plan to begin our expanded service at each of these airports in When we enter a new market, our fares are designed to stimulate demand, particularly from fare-conscious leisure and business travelers. In addition to our regular fare structure, we frequently offer sale fares with shorter advance purchase requirements in most of the markets we serve and match the sale fares offered by other airlines. 15 JETBLUE ENVIRONMENTAL AND SOCIAL REPORT

17 GOVERNANCE The JetBlue Code of Business Conduct governs the actions of all JetBlue crewmembers, which includes members of the JetBlue Board of Directors. We hold ourselves to the JetBlue values of safety, caring, integrity, fun and passion, which we believe are integral to the JetBlue Experience for customers and crewmembers alike. One of the ways in which we try to live our values is through our governance practices, enhancing transparency for our stakeholders. The business of JetBlue is managed under the direction of our Board of Directors. As of December 31, 2011, our 11-member JetBlue Board of Directors was comprised of one employee director and 10 independent directors. Three of our directors, approximately 27%, are female. As of the end of 2011, there were four standing board committees: Audit, Compensation, Airline Safety, and Corporate Governance and Nominating. We established the Airline Safety Committee on September 16, The board performs a self-assessment annually. We believe our current practices and policies address social and environmental concerns that are material to our business and important to our stakeholders and do not require the addition of a social/environmental committee to our board. Stockholders may communicate with our Board of Directors by sending a letter to the JetBlue Board of Directors, c/o Corporate Secretary, JetBlue Airways Corporation, Queens Plaza North, Long Island City, NY Stockholders may communicate to the board on an anonymous or confidential basis. The chair of the Audit Committee is advised of communications that allege management misconduct or raise legal, ethical or compliance concerns about company policies and practices. We adopted and published our Code of Ethics, which applies to our chief executive officer, chief financial officer, chief accounting officer and other senior financial officers. Our governance guidelines, codes and committee charters are available on the investor relations portion of We hold ourselves to the JetBlue values of safety, caring, integrity, fun and passion, which we believe are integral to the JetBlue Experience for customers and crewmembers alike. One of the ways in which we try to live our values is through our governance practices, enhancing transparency for our stakeholders. Our governance guidelines, codes and committee charters are available on the investor relations portion of

18 Removal of supermajority provisions from our charter documents: We do not maintain supermajority voting provisions our charter documents. Executive compensation practices: We strive for transparent and realistic compensation packages. Refer to our 2010 and 2011 Definitive Proxy Statement (DEF-14A) at for details. Retirement and pension practices: Our executives do not benefit from significant retirement or pension benefits. All of our crewmembers enjoy a retirement plan with a 401(k) component. About Our Board of Directors Declassified board: Our board members are elected annually. Independent director as board chair: The independence of our board s chair empowers both the Board of Directors and our executive officers and provides a healthy dynamic that enables each to function to the best of his or her ability, individually and as a unit. Director stock ownership: Our Board of Directors has adopted a policy whereby directors hold their grants of director stock units throughout their tenure as a director. Vested equity is issued six months following the director s departure from the Board of Directors. Director resignation policy: Any director who receives more withheld votes than for votes in an uncontested election shall submit a resignation for the board s consideration. Compensation for Senior Leadership Our annual incentive bonuses aim to reward executive officers and other leadership throughout the organization down to the manager level for attaining annual corporate performance targets. The bonuses are based on a number of factors which may vary from year to year, including net promoter score (NPS), ex-fuel cost per available seat mile (CASM) and operating margin. NPS is a brand loyalty analysis. Ex-fuel CASM is our operating expense per available seat mile, excluding fuel. Operating margin is a financial ratio calculated by dividing operating revenues into operating income. In 2011, we adopted a hurdle of $1 of pre-tax income, as part of our ongoing efforts to ensure that our performance targets drive company performance. Pre-tax income is also the threshold for our front-line payment of profit sharing, which is payable to all nonequity eligible employees. Our manager level and above employees, including our named executive officers, will not benefit from bonus payments if our front-line personnel do not receive profit sharing due to our financial results. 17 JETBLUE ENVIRONMENTAL AND SOCIAL REPORT

19 OWNERSHIP DISTRIBUTION Per our Proxy Statement dated March 28, 2012, based primarily on forms publicly filed with the U.S. Securities and Exchange Commission by the holders listed below, beneficial owners of more than 5% of our outstanding common stock are BlackRock Inc.; Deutsche Lufthansa; Donald Smith & Co. Inc.; FMR, LLC; Goldman Sachs Asset Management; PRIMECAP Management Co.; Wellington Management Co., LLP; and Whitebox Advisors, LLC. Our executive officers and directors own less than 1% of our total outstanding shares of common stock. Stockholders may communicate with our Board of Directors by sending a letter to the JetBlue Board of Directors, c/o Corporate Secretary, JetBlue Airways Corporation, Queens Plaza North, Long Island City, NY Stockholders may communicate with the Board of Directors on an anonymous or confidential basis

20 A DECADE OF JETBLUE SKIES WE CELEBRATED THE 10TH ANNIVERSARY OF OUR FIRST FLIGHT WITH NEW COMMUNITY INVESTMENTS, SPECIAL EVENTS AND $10 FARES. TO OUR CREWMEMBERS, CUSTOMERS AND COMMUNITIES WE THANK YOU FOR JETBLUE S FIRST DECADE OF SUCCESS. A decade ago, JetBlue set out to reinvent the traditional airline model and become the carrier of choice for our customers and a great place to work for our crewmembers. In the 10th anniversary of our first flight, we attribute our success in part to JetBlue s strategy as the un-airline of the industry, bringing humanity back to air travel and putting our customers first above all else. A decade ago, JetBlue set out to reinvent the traditional airline model and become the carrier of choice for our customers and a great place to work for our crewmembers. On February 11, 2000, our 300 founding crewmembers launched JetBlue service with an inaugural flight between JFK and Fort Lauderdale-Hollywood International Airport in Florida. At the end of 2010, our 13,000 dedicated crewmembers operated an average of 650 daily flights serving 63 destinations in the U.S., Puerto Rico, the Caribbean and Latin America. In the 10th anniversary of our first flight, we attribute our success in part to JetBlue s strategy as the un-airline of the industry, bringing humanity back to air travel and putting our customers first above all else. We celebrated our 10th anniversary with our crewmembers, customers and communities through special events, $10 fares and new community investments. On February 11, 2010, all our crewmembers kicked off the year-long celebration by enjoying food and festivities at each of our JetBlue locations. Throughout 2010, Chief Executive Officer Dave Barger visited every JetBlue location, meeting thousands of crewmembers, customers and investors. We recognized our 10th anniversary by giving back to the communities where we live and work. We committed to building 10 new playgrounds for KaBOOM!, a national nonprofit organization aimed at creating great places to play for every child in America. As a supporting partner of KaBOOM!, we are passionate advocates for increasing play opportunities for children in the communities surrounding our JetBlue locations. Through our partnership with 19 JETBLUE ENVIRONMENTAL AND SOCIAL REPORT

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