2012

JetBlue President and CEO
We 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.
Chief Executive Officer
1 LETTER FROM THE CEO WWW.JETBLUE.COM/GREEN

LETTER FROM THE CEO ................................................................................................................................................ 1
WELCOME ...................................................................................................................................................................... 3
ABOUT JETBLUE ................................................................................................................................................................................... 3
OUR SUSTAINABILITY STRATEGY ......................................................................................................................................................... 5
AWARDS ................................................................................................................................................................................................ 8
JETTING TO GREEN ..................................................................................................................................................... 10
GREENHOUSE GAS INVENTORY .......................................................................................................................................................... 11
REDUCING OUR EMISSIONS ............................................................................................................................................................... 14
REGULATORY COMPLIANCE ............................................................................................................................................................... 19
WASTE REDUCTION ............................................................................................................................................................................ 20
WATER USAGE AND CONSERVATION .................................................................................................................................................. 20
FEATURE: JETBLUE’S ENVIRONMENTAL COMMITMENT ................................................................................................................... 21
CARING FOR OUR COMMUNITIES ............................................................................................................................... 22
YOUTH AND EDUCATION ..................................................................................................................................................................... 23
COMMUNITY ........................................................................................................................................................................................ 24
THE ENVIRONMENT ............................................................................................................................................................................ 27
FEATURE: HELPING OUR COMMUNITIES AFTER HURRICANE SANDY ............................................................................................... 29
PEOPLE ARE OUR PASSION ........................................................................................................................................ 30
CREWMEMBERS ................................................................................................................................................................................. 30
CUSTOMERS ........................................................................................................................................................................................ 37
BUSINESS PARTNERS ......................................................................................................................................................................... 40
FEATURE: LONG ISLAND CITY SUPPORT CENTER ............................................................................................................................. 41
SAFETY AND SECURITY ............................................................................................................................................... 42
SAFETY ................................................................................................................................................................................................ 42
SECURITY ............................................................................................................................................................................................ 45
FEATURE: CARE AND EMERGENCY RESPONSE DEPARTMENT ......................................................................................................... 46
INTEGRITY IN ECONOMICS AND GOVERNANCE .......................................................................................................... 47
ECONOMIC PERFORMANCE ................................................................................................................................................................ 47
GOVERNANCE ..................................................................................................................................................................................... 53
FEATURE: GROWING OUR NETWORK ................................................................................................................................................. 55
ABOUT OUR REPORTING ............................................................................................................................................. 56
LIST OF TERMS ............................................................................................................................................................ 58
GLOBAL REPORTING INITIATIVE INDEX ...................................................................................................................... 59
JETBLUE RESPONSIBILITY REPORT • 2012 TABLE OF CONTENTS 2

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.
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
.
1 Based on average fleet-wide seat pitch of U.S. airlines.
WWW.JETBLUE.COM/GREEN 3 WELCOME

JETBLUE CITIES
Seattle
Portland
Sacramento
San Francisco
San Jose
Los Angeles/LAX
LONG BEACH
San Diego
Salt Lake City
Phoenix
Denver
Dallas/
Fort Worth
Austin
Chicago/O’Hare
Houston/
Hobby
Burlington
Rochester
Buffalo
Westchester
Pittsburgh Newark
DC/Dulles
Portland
BOSTON
DC/Reagan National
Richmond
Martha’s Vineyard
Nantucket
Bermuda
Raleigh/Durham
Charlotte
New Orleans
Tampa
Sarasota
Fort Myers
Jacksonville
ORLANDO
West Palm Beach
FORT
LAUDERDALE
Nassau
Turks & Caicos
Year-round service
Seasonal service
Map not to scale
Anchorage
Cancún
Grand Cayman
Montego Bay
Puerto Plata
Santiago
Santo Domingo
Kingston
St. Thomas
Aguadilla SAN
La Romana Ponce
JUAN
St. Maarten
St. Croix
St. Lucia
Barbados
Aruba
Liberia
San José
Cartagena
Bogotá
2012 BY THE NUMBERS
• 264,600 departures
• 1,943 crewmembers hired
• Nearly 30 million JetBlue customers
• Five new BlueCities: Dallas-Fort Worth;
Cartagena, Colombia; Samana, Dominican Republic;
Grand Cayman, Cayman Islands; Providence, R.I.
• 11 aircraft delivered (seven Airbus A320 aircraft, four EMBRAER 190 aircraft)
• 150 aircraft heavy maintenance checks
JETBLUE RESPONSIBILITY REPORT • 2012
• Eighth consecutive J.D. Power and Associates recognition for customer satisfaction 2
• 563 million gallons of jet fuel consumed
• $820,000 in customer and corporate donations to the
American Red Cross
• 22 commercial airline partnerships
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 Study SM . 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.
WELCOME 4

5 WELCOME
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
PEOPLE
Valuing crewmembers
Customer service
Sustainable business partners
ENVIRONMENT
Fuel efficiency
GHG emissions
Waste reduction
Recycling
SUSTAINABILITY
STRATEGY
COMMUNITY
Youth and education
Community outreach
Environmental responsibility
ECONOMICS
New cities and routes
TrueBlue
SAFETY & SECURITY
Safety management system
Workplace safety
Compliance
GOVERNANCE
Ethics
Transparency areas, we work to establish sustainable commitments and initiatives for issues relevant to our business and stakeholders.
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.
ENVIRONMENT
We 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:
• Improve fuel efficiency by an average of 1.5 percent per year from 2009 to 2020;
• Cap aviation carbon dioxide (CO
2
(carbon-neutral growth); and
) emissions in 2020
• Reduce CO
2
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.
WWW.JETBLUE.COM/GREEN

COMMUNITY
At 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.
PEOPLE
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.
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.
JETBLUE RESPONSIBILITY REPORT • 2012 WELCOME 6

7 WELCOME
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.
ECONOMICS
A 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.
GOVERNANCE
Our 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.
WWW.JETBLUE.COM/GREEN

We were awarded highest honors in airline customer satisfaction among low-cost carriers by J.D. Power and
Associates 2012 North America Airline Satisfaction Study SM , 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.
SM
JETBLUE RESPONSIBILITY REPORT • 2012 WELCOME 8

9 WELCOME
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
Top Low-Cost Airline for Customer Satisfaction
Industry Leader
Corporate Leadership Award
For Planet and People Award
Transportation Innovator
Gold Award, General Website Categories — Travel
Best in Class, Airline; Best in Class, E-Commerce
Best Domestic Airline
Honorable Mention, Best Innovative Consumer
Experience Concept or Practice
CSR Cause Branding Campaign of the Year
2011 Best of the Web, Mobile Leader;
2011 Silver, US Flight Search Transaction
Best International Airline of 2011
SOURCE
J.D. Power and Associates
American Customer Satisfaction Index
American Red Cross of Greater New York
Carbonfund.org Foundation
White House Champion of Change
W3 Awards
Interactive Media Awards
Porthole Cruise Magazine
Airports Council International (ACI)
North America
PR News
Compuware Gomez Web & Mobile
Performance Awards
Jamaica Tourist and Hotel Association
WWW.JETBLUE.COM/GREEN

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.
JETBLUE RESPONSIBILITY REPORT • 2012 JETTING TO GREEN 10

11 JETTING TO GREEN
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.
METHODOLOGY
The 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:
• Carbon dioxide (CO
2
• Methane (CH
4
)
)
• Nitrous oxide (N
2
O)
• Hydrofluorocarbons (HFCs)
• Perfluorocarbons (PFCs)
• Sulfur hexafluoride (SF
6
)
GLOBAL WARMING POTENTIAL
OF GREENHOUSE GASES
(Relative to CO
2
)
GREENHOUSE GAS
CO
2
CH
4
N
2
0
HFCs
PFCs
SF
6
GLOBAL WARMING
POTENTIAL (GWP)
1
21
310
1,000 to 11,700
N/A
N/A
We convert each of these GHG constituents to a common unit of measure, carbon dioxide equivalents (CO
2 e), 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.
WWW.JETBLUE.COM/GREEN

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
JETBLUE RESPONSIBILITY REPORT • 2012
JETTING TO GREEN 12

13 JETTING TO GREEN the GHG emission factor for diesel is higher and therefore overstates, rather than understates, our emissions.
CALCULATED EMISSIONS
We 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 CO
2 e. 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
2008
2009
2010
2011
2012
YEAR
2000
2001
2002
2003
2004
2005
2006
2007
SCOPE 1
DIRECT EMISSIONS
(Metric Tons CO
177,900
532,900
1,020,100
1,675,500
2,326,500
2,926,900
3,652,600
4,290,300
4,333,850
4,351,035
4,654,310
5,023,365
5,399,631
2 e)
SCOPE 2
INDIRECT EMISSIONS
(Metric Tons CO
--
--
--
--
--
--
--
--
--
--
--
--
28,689
2 e) *
TOTAL EMISSIONS
(Metric Tons CO
2 e)
177,900
532,900
1,020,100
1,675,500
2,326,500
2,926,900
3,652,600
4,290,300
4,333,850
4,351,035
4,654,310
5,023,365
5,428,320
REVENUE TON MILES
(RTM)
100,348,300
329,598,800
685,956,300
1,156,850,500
1,576,954,700
2,027,586,800
2,345,183,000
2,588,321,400
2,634,512,808
2,620,365,837
2,856,971,982
3,095,234,716
3,376,303,538
GHG EMISSIONS/RTM
(Metric Tons CO
2
1,000 RTM)
1.77
1.62
1.49
1.45
1.48
1.44
1.56
1.66
1.65
1.66
1.63
1.62
1.61
e/
* 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.
WWW.JETBLUE.COM/GREEN

JETBLUE GREENHOUSE GAS EMISSIONS INTENSITY RATIO
2.00
1.75
1.50
1.25
1.00
0.75
0.50
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
2011 2012
Because 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 COMMITMENTS
JetBlue 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:
• Improve fuel efficiency by an average of 1.5 percent per year from 2009 to 2020;
• Cap aviation CO
2 growth); and
emissions in 2020 (carbon-neutral
• Reduce CO
2
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.
JETBLUE RESPONSIBILITY REPORT • 2012
JETTING TO GREEN 14

JETBLUE AIRCRAFT FLEET INVENTORY
ENDING DECEMBER 31, 2012
AIRCRAFT
A320
E190
TOTALS
SEATING PER
AIRCRAFT
150
100
--
NUMBER OF
AIRCRAFT
127
53
180
AVERAGE
AGE (YEARS)
7.4
4.8
6.7
JETBLUE AIRCRAFT TOTALS
180
160
140
120
100
80
60
40
20
0
2000
A320
E190
Total
2001 2002 2003 2004 2005 2006 2007
YEAR
2008 2009 2010 2011 2012
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 fouryear 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.
15 JETTING TO GREEN WWW.JETBLUE.COM/GREEN

FUEL-EFFICIENT PRACTICES
In 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.
JETBLUE RESPONSIBILITY REPORT • 2012 JETTING TO GREEN 16

JetBlue General Manager,
Long Beach Airport
17 JETTING TO GREEN
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 singleengine 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 CO
2 e.
WWW.JETBLUE.COM/GREEN

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.
JETBLUE RESPONSIBILITY REPORT • 2012 JETTING TO GREEN 18

19 JETTING TO GREEN
Regulatory 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 SPILLS
Fuel 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.
WWW.JETBLUE.COM/GREEN

JETBLUE HAZARDOUS WASTE RECYCLED
Batteries (pounds)
Fluorescent bulbs (pounds)
Fuel filters (pounds)
Fuel oil (gallons)
Paints, adhesives, sealants (gallons)
2010
1,320
180
165
4,308
480
2011
715
290
165
5,551
660
2012
400
325
220
5,585
910
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 WASTE
Through 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.
At 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
John F. Kennedy International Airport
Terminal 5
John F. Kennedy International Airport
Maintenance Hangar and
Provisioning Warehouse
Orlando Support Center
Orlando International Airport
Maintenance and Live TV Hangar
TOTAL WATER USED
GALLONS
63,078,092
912,560
670,000
260,000
64,920,652
JETBLUE RESPONSIBILITY REPORT • 2012 JETTING TO GREEN 20

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.
JETTING TO GREEN: FEATURE

TM
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.
JETBLUE RESPONSIBILITY REPORT • 2012
CARING FOR OUR COMMUNITIES 22

PBS KIDS Senior Vice President,
Children’s Media
We 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 KIDS
Through 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 ageappropriate book.
SOAR WITH READING
In 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 BOOK
In 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 EDUCATION
We 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.
23 CARING FOR OUR COMMUNITIES WWW.JETBLUE.COM/GREEN

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.
We 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.
K a
BOOM!
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.
JETBLUE RESPONSIBILITY REPORT • 2012
KaBOOM! Founder and CEO
CARING FOR OUR COMMUNITIES 24

25 CARING FOR OUR COMMUNITIES
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.
K a
BOOM! PLAYGROUNDS SPONSORED BY JETBLUE
(2006-2012)
NO.
YEAR NEIGHBORHOOD
1 2006 Orlando Neighborhood
Improvement Corporation
Boca Club, Orlando, Fla.
2 2006 Boys & Girls Clubs of Newark - Broadway Unit
Newark, N.J.
3 2006
4
5
6
7
8
9
2007
2007
2008
2009
2009
2010
Boys & Girls Club of Woburn Inc.
Woburn, Mass.
Partners of Parks - Orizaba Park
Long Beach, Calif.
Variety Boys & Girls Club
Queens, N.Y.
Dual Immersion Academy
Salt Lake City,
Forestdale Inc.
Queens, N.Y.
City of Lauderhill Parks and Leisure
Services Department and FLIPANY Inc.
Lauderhill, Fla.
Boys & Girls Club of Boston
Roxbury, Mass.
10 2011
11
12
13
14
15
16
2011
2012
2012
2012
2012
2012
Boys & Girls Club
Kissimmee, Fla.
Costa Park
Revere, Mass.
Fairfield Family Branch YMCA
Long Beach, Calif.
Peninsula de Cantera
San Juan, Puerto Rico
Costa Park
Revere, Mass.
Community School for Creative Education
Oakland, Calif.
Kathleen C. Wright Leadership Academy
Tamarac, Fla.
WWW.JETBLUE.COM/GREEN

COMMUNITY CONNECTION
Our 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 PROGRAM
In 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.
JETBLUE RESPONSIBILITY REPORT • 2012 CARING FOR OUR COMMUNITIES 26

Director, Loyalty Marketing and Partnerships
OUR CUSTOMERS GIVE BACK
At 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.
We work to minimize
the environmental impact of our operations 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.ORG
Because 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.
27 CARING FOR OUR COMMUNITIES WWW.JETBLUE.COM/GREEN

As a result of our donations to offset crewmember travel, we offset nearly 15,700 metric tons carbon dioxide equivalent
(CO
2 e) in 2012. We have offset more than 95,600 metric tons
CO
2 e 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 GREEN
In 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.
JETBLUE RESPONSIBILITY REPORT • 2012 CARING FOR OUR COMMUNITIES 28

“ 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 Airline TM , 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
HURRICANE SANDY RELIEF EFFORTS 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.
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 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 .
$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
29 CARING FOR OUR COMMUNITIES: FEATURE WWW.JETBLUE.COM/GREEN

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.
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 CONNECTIONS
We 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.
JETBLUE RESPONSIBILITY REPORT • 2012
PEOPLE ARE OUR PASSION 30

31 PEOPLE ARE OUR PASSION
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.
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
TOTAL JETBLUE CREWMEMBERS
1,174
2,361
+12
Total Crewmembers
New Hires *
4,011
5,553
7,399
3,599
3,584
2,446
2,200
2,232
2,757
1,943
9,248
10,624
11,632
11,852
12,532
12,948
14,022
14,374
12000 15000
CREWMEMBERS
* New hire data unavailable for 2000 through 2005.
WWW.JETBLUE.COM/GREEN

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 CREWMEMBERS
AS OF DECEMBER 31, 2012
Flight operations
Inflight
1,897
2,168
2,204
2,039
2,326
2,472
2010
2011
2012
Airport operations
3,393
3,560
3,550
Technicial operations
Customer service
491
509
541
1,066
805
945
Support centers
2,586
2,726
2,741
JETBLUE CREWMEMBERS IN
INTERNATIONAL LOCATIONS
15%
AS OF DECEMBER 31, 2012
7%
6%
72%
Puerto Rico (U.S.)
Dominican Republic
Bahamas
Other
JETBLUE RESPONSIBILITY REPORT • 2012 PEOPLE ARE OUR PASSION 32

33 PEOPLE ARE OUR PASSION
25
JETBLUE CREWMEMBER TURNOVER
20
15
10
5
2010 Turnover Rate
2011 Turnover Rate
2012 Turnover Rate
0
18-25 26-34 35-44
AGE
45-55 56+
* Excludes crewmembers with internships or temporary positions that were expected to terminate after a defined period of time.
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 profitsharing program.
COMPENSATION AND BENEFITS
In 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 RELATIONSHIP
We 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.
WWW.JETBLUE.COM/GREEN

DIVERSITY
At 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 veteranto-veteran mentoring program that assists our newly hired veteran crewmembers in transitioning from military service into life at JetBlue.
CREWMEMBER AND LEADERSHIP TRAINING
We 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.
JETBLUE RESPONSIBILITY REPORT • 2012 PEOPLE ARE OUR PASSION 34

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:
• Treat your people right
• Do the right thing
• Communicate with your team
• Encourage initiative and innovation
• Inspire greatness in others
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.
35 PEOPLE ARE OUR PASSION WWW.JETBLUE.COM/GREEN

CARING FOR OUR CREWMEMBERS
Crewmembers 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.
JETBLUE RESPONSIBILITY REPORT • 2012 PEOPLE ARE OUR PASSION 36

37 PEOPLE ARE OUR PASSION
At 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 EXPERIENCE
Since 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.
WWW.JETBLUE.COM/GREEN

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 SATISFACTION
Because 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 Study SM .
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.
JETBLUE RESPONSIBILITY REPORT • 2012
PEOPLE ARE OUR PASSION 38

CUSTOMER RIGHTS
To 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 DISABILITIES
For 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
Service animals flying JetBlue
Other special service requests
TOTAL SPECIAL SERVICE REQUESTS
293,576
18,295
51,570
363,441
39 PEOPLE ARE OUR PASSION WWW.JETBLUE.COM/GREEN

We 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
JETBLUE RESPONSIBILITY REPORT • 2012 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.
PEOPLE ARE OUR PASSION 40

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.
41 PEOPLE ARE OUR PASSION: FEATURE WWW.JETBLUE.COM/GREEN

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.
Our 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 POLICY
In 2012, we revised our safety policy to create a comprehensive draft policy stating our safety objectives and establishing the policies, procedures and organizational
SAFETY
POLICY
Procedures
Organization
SAFETY
PROMOTION
Corrective action
Internal evaluation program
Internal audits
SAFETY
MANAGEMENT
SYSTEM
SAFETY
ASSURANCE
Corrective action
Internal evaluation program
Internal audits
SAFETY
RISK MANAGEMENT
Risk mitigation
Risk assessment
Hazard identification and tracking 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.
JETBLUE RESPONSIBILITY REPORT • 2012 SAFETY AND SECURITY 42

43 SAFETY AND SECURITY
SAFETY RISK MANAGEMENT
Our 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 INITIATIVES
Using 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:
• Aviation Safety Action Program (ASAP)
• Flight Operations Quality Assurance (FOQA) program
• Line Operations Safety Audit (LOSA) program
• Voluntary Disclosure Reporting Program (VDRP)
• Advance Qualification Program (AQP)
• Internal evaluation program
WWW.JETBLUE.COM/GREEN

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 SAFETY
At 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
Injuries per 100 full-time equivalent crewmembers
2010
5.19
2011
5.12
2012
4.26
JETBLUE RESPONSIBILITY REPORT • 2012 SAFETY AND SECURITY 44

45 SAFETY AND 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.
SECURITY
MANAGEMENT &
SAFETY AUDIT
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 fieldbased 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.
JETBLUE CORPORATE SECURITY
SECURITY
AWARENESS
SECURITY
OPERATIONS
SECURITY
TRAINING
REGULATORY
COMPLIANCE
ACCESS
CONTROL
INVESTIGATIONS
24/7
SECURITY
SERVICE
SECURITY
RISK
MANAGEMENT
EMERGENCY
CONTINGENCY
PLANS
SECURITY
CULTURE
INTERNAL
& EXTERNAL
LIASONS
DATA COLLECTION
& ANALYSIS
COST
ADVANTAGE
CREWMEMBER
& LEADERSHIP
EDUCATION
• 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.
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.
WWW.JETBLUE.COM/GREEN

“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.
JETBLUE RESPONSIBILITY REPORT • 2012 SAFETY AND SECURITY: FEATURE 46

47 INTEGRITY IN ECONOMICS AND GOVERNANCE
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.
Maintaining 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 DATA
Our 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.
PRUDENT
INVESTMENTS
HIGH AIRCRAFT
UTILIZATION
PRODUCTIVE
WORKFORCE
JETBLUE
COST
ADVANTAGE
NEW AND
EFFICIENT
AIRCRAFT
LOW COST
DISTRIBUTION
LIMITED FLEET
TYPES
WWW.JETBLUE.COM/GREEN

Cash and cash equivalents ($)
Investment securities
Total assets
Total debt
Common stockholders’ equity
JETBLUE BALANCE SHEET DATA
AS OF DECEMBER 31 (IN MILLIONS)
2012 2011
182 673
685 591
7,070
2,851
1,888
7,071
3,136
1,757
2010
465
628
6,593
3,033
1,654
2009
896
246
6,549
3,304
1,546
Revenue passengers (thousands)
Revenue passenger miles (millions)
JETBLUE OPERATING STATISTICS
AS OF DECEMBER 31 (UNAUDITED)
2012 2011
28,956 26,370
Available seat miles (ASMs) (millions)
Load factor (%)
Aircraft utilization (hours per day)
Average fare ($)
Yield per passenger mile (cents)
Passenger revenue per ASM (cents)
Operating revenue per ASM (cents)
Operating expense per ASM (cents)
Operating expense per ASM, excluding fuel (cents)
Operating expense per ASM (cents)*
Airline operating expense per ASM (cents)*
Departures
Average stage length (miles)
Average number of operating aircraft during period
Average fuel cost per gallon, including fuel taxes ($)
Fuel gallons consumed (millions)
Full-time equivalent employees at period end*
33,563
40,075
6.99
6.98
11.34
264,600
1,085
173.9
3.21
563
12,070
83.8
11.8
157.11
13.55
11.35
12.43
11.49
30,698
37,232
6.76
6.76
11.06
243,446
1,091
164.9
3.17
525
11,733
82.4
11.7
154.74
13.29
10.96
12.10
11.23
11.30
9.01
10.11
9.24
6.33
6.33
8.99
215,526
2009
22,450
25,955
32,558
79.7
11.5
130.67
1,076
148.0
2.08
455
10,704
12.07
9.82
10.88
9.92
6.71
6.71
9.71
225,501
2010
24,254
28,279
34,744
81.4
11.6
140.69
1,100
153.5
2.29
486
11,121
11.73
9.43
10.45
10.11
5.80
5.80
9.87
205,389
2008
21,920
26,071
32,442
80.4
12.1
139.56
1,120
139.5
3.08
453
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.
JETBLUE RESPONSIBILITY REPORT • 2012
2008
561
244
6,018
3,144
1,270
INTEGRITY IN ECONOMICS AND GOVERNANCE 48

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
800
700
600
500
400
300
200
100
0
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
YEAR
2010 2011 2012
49 INTEGRITY IN ECONOMICS AND GOVERNANCE WWW.JETBLUE.COM/GREEN

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 ORGANICALLY
Unlike 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.
JETBLUE RESPONSIBILITY REPORT • 2012 INTEGRITY IN ECONOMICS AND GOVERNANCE 50

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 CARGO
At 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.
51 INTEGRITY IN ECONOMICS AND GOVERNANCE WWW.JETBLUE.COM/GREEN

NEW FACILITIES IN 2012 AND BEYOND
To 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.
JETBLUE RESPONSIBILITY REPORT • 2012 INTEGRITY IN ECONOMICS AND GOVERNANCE 52

Vice President
Government Affairs
JetBlue 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 DIRECTORS
At 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
JETBLUE 2012 BOARD OF DIRECTORS
David Barger
Jens Bischof
Peter Boneparth
David Checketts
Virginia Gambale
Stephan Gemkow
Ellen Jewett
Gen. (Ret.) Stanley McChrystal
Joel Peterson
Ann Rhoades
Frank Sica
Director
Director
Director
Director
Director
Director
Director
Director
Chairman
Director
Vice Chairman 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.
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.
53 INTEGRITY IN ECONOMICS AND GOVERNANCE WWW.JETBLUE.COM/GREEN

ETHICAL BUSINESS PRACTICES
We 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:
• Antitrust and restraint of trade
• Bribes, illegal payments and illegal solicitations
• Business ethics training and compliance certification
• Conflict of interest
• Environment and safety
• Equal employment opportunity
• Gift policy for public officials
• Illegal or unethical conduct
• Inside information and investment in securities
• Intellectual property
• Policies for our board of directors
• Unlawful harassment
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 VIOLATIONS
For 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.
JETBLUE RESPONSIBILITY REPORT • 2012 INTEGRITY IN ECONOMICS AND GOVERNANCE 54

At 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 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.
leadership team provides final approval, our revenue, government
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.
*
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
+12
+6
+2
+2 -1 ATL
+4
+9
-1 SDQ **
+16
+5
+2 -4 BNA, CMH, TUS, ONT
+8
+3
+7
+5
75 TOTAL DESTINATIONS
* 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.
** SDQ was added back to the network in 2007.
55 INTEGRITY IN ECONOMICS AND GOVERNANCE: FEATURE WWW.JETBLUE.COM/GREEN

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 Reporting
Initiative (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).
REPORT APPLICATION LEVEL
G3 Profile Disclosures OUTPUT
Report on:
1.1
2.1-2.10
3.1-3.8, 3.10-3.12
4.1-4.4,4.14-4.15
C C + B
Report on all criteria listed for
Level C plus:
1.2
3.9, 3.13
4.5-4.13, 4.16-4.17
B + A
Same as requirement for Level B
A +
G3 Management
Approach Disclosures
OUTPUT
Not Required
G3 Performance
Indicators &
Sector Supplement
Performance Indicators
OUTPUT
Report on a minimum of
10 Performance Indicators including at least one from each of: Economic,
Social and Environmental.
Management Approach Disclosures for each Indicator Category
Report on a minimum of 20
Performance Indicators, at least one from each of: Economic,
Environmental, Human Rights,
Labor, Society, Product Responsibility.
Management Approach Disclosures for each Indicator Category
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.
JetBlue President and CEO
JETBLUE RESPONSIBILITY REPORT • 2012 ABOUT OUR REPORTING 56

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 longterm sustainability of our business. We actively solicit our
stakeholders’ opinions through customer satisfaction surveys
; 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 Responsibility csr @ jetblue.com
Mr. Andrew Matuson
Manager of Environmental Services sustainability @ jetblue.com
Ms. Sophia Leonora Mendelsohn
Head of Sustainability sustainability @ jetblue.com
57 ABOUT OUR REPORTING WWW.JETBLUE.COM/GREEN

A320 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.org
Foundation
CH
4
Methane
CO
2
Carbon dioxide
CO
2 e 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
N
2
O 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
SF
6
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
JETBLUE RESPONSIBILITY REPORT • 2012 LIST OF TERMS 58

59 GLOBAL REPORTING INITIATIVE INDEX
2.10
3.
3.1
3.2
2.6
2.7
2.8
2.9
3.3
3.4
3.5
3.6
3.7
PAGE (S) PROFILE DISCLOSURES
1.
STRATEGY AND ANALYSIS
1.1
1.2
2.
2.1
2.2
2.3
2.4
Statement from the most senior decision-maker of the organization
Description of key impacts, risks, and opportunities
ORGANIZATION
Name of the organization
Primary brands, products and/or services
Operational structure of the organization, including main divisions, operating companies, subsidiaries and joint ventures
Location of organization’s headquarters
1
1
3
3
3
3
2.5
3.8
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
Nature of ownership and legal form
Markets served (including geographic breakdown, sectors served and types of customers/beneficiaries)
Scale of the reporting organization
Significant changes during the reporting period regarding size, structure or ownership
Awards received in the reporting period
REPORT PARAMETERS
Reporting period (e.g., fiscal/calendar year) for information provided
Date of most recent previous report (if any)
Reporting cycle (annual, biennial, etc.)
Contact point for questions regarding the report or its contents
Process for defining report content
Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers)
State any specific limitations on the scope or boundary of the report
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
3-4
3
3-4
3, 48
3, 48-52
8-9
57
5, 57
3, 57
57
57
57
57
57
3.9
Addressed throughout
3.10
3.11
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
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)
Significant changes from previous reporting periods in the scope, boundary or measurement methods applied in the report
N/A
56-57
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PROFILE DISCLOSURES
3.12
Table identifying the location of the standard disclosures in the report
3.13
4.
Policy and 2012 practice with regard to seeking external assurance for the report
GOVERNANCE, COMMITMENTS AND ENGAGEMENT
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight
Indicate whether the chair of the highest governance body is also an executive officer
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
Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body
Linkage between compensation for members of the highest governance body, senior managers and executives, and the organizations’s performance
Processes in place for the highest governance body to ensure conflicts of interest are avoided
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
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
Procedures 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
Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance
4.11
4.12
4.13
4.14
Explanation of whether and how the precautionary approach or principle is addressed by the organization
Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses
Memberships 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
List of stakeholder groups engaged by the organization
4.15
4.16
4.17
Basis for identification and selection of stakeholders with whom to engage
Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group
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
PAGE (S)
59-62
57
53
54
53
Addressed throughout
Addressed throughout
53
53
53
53
53
Addressed throughout
Addressed throughout
Addressed throughout
57
Addressed throughout
57
Addressed throughout
JETBLUE RESPONSIBILITY REPORT • 2012 GLOBAL REPORTING INITIATIVE INDEX 60

61 GLOBAL REPORTING INITIATIVE INDEX
DISCLOSURES ON MANAGEMENT APPROACH PAGE (S)
7, 47,
49-51, 55
10, 21
30, 33-35,
41, 44
DMA HR
Discuss 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
22, 53, 54
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
EC3
EC8
Coverage of the organization’s defined benefit plan obligations
Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement
ENVIRONMENTAL
EN3 Direct energy consumption by primary energy source
EN4 Indirect energy consumption by primary source
EN6
Initiatives to provide energy-efficient or renewable energy-based products and services and reductions in energy requirements as a result of these initiatives
EN8
EN16
EN18
EN24
Total water withdrawal by source
Total direct and indirect greenhouse gas emissions by weight
Initiatives to reduce greenhouse gas emissions and reductions achieved
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
EN26
EN28
Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation
Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations
PAGE (S)
13
13
14-18
20
13
14-18
20
14-18, 27-28
19
48
33
25
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PERFORMANCE INDICATORS
SOCIAL: LABOR PRACTICES AND DECENT WORK
LA1 Total workforce by employment type, employment contract and region
LA2
LA3
Total number and rate of employee turnover by age group, gender and region
Benefits provided to full-time employees that are not provided to temporary or part-time employees by major operations
LA7
LA10
Rates of injury, occupational diseases, lost days and absenteeism and number of work-related fatalities by region
Average hours of training per year per employee by employee category
LA13 Composition of governance bodies and breakdown of employees per category
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
SOCIAL: SOCIETY
SO3 Percentage of employees trained in organization’s anti-corruption policies and procedures
SOCIAL: PRODUCT RESPONSIBILITY
PR5
PR7
Practices related to customer satisfaction, including results of surveys measuring customer satisfaction
Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion and sponsorship, by type of outcomes
PAGE (S)
44
35
32, 53
32
33
33
35, 54
54
38
39
JETBLUE RESPONSIBILITY REPORT • 2012 GLOBAL REPORTING INITIATIVE INDEX 62