Jetblue Airways Annual Report 2015

FY2015 Annual Report · Jetblue Airways
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SAFETY • CARING • INTEGRITY • PASSION • FUN

Dear Fellow Shareholders:

JetBlue delivered record financial results in 2015, demonstrating the power of our differentiated business model. 
Some highlights of the year include:

✓✓ Revenues of over $6.4 billion

✓✓ Record annual net income of $677 million, marking our seventh consecutive year of profitability. When excluding 

the gain from the 2014 sale of LiveTV, year-over-year net income more than doubled.

✓✓ A strengthened balance sheet; our net-debt-to-EBITDAR ratio improved from 2.5x at year-end 2014 to 1.1x 

at year-end 2015

✓✓ Growth in return on invested capital, ROIC, of more than seven percentage points from 6.3% in 2014 to 

13.7% in 2015

We expanded operating and pre-tax margins more than any other major US airline in 2015. Our stock price 
increased nearly 43%, significantly outperforming the S&P 500 and the Airline Index.

Unique Culture

JetBlue’s distinctive culture is a key competitive advantage. Our 18,000 crewmembers are highly engaged, proud 
to work for JetBlue and provide outstanding customer service on a daily basis. They truly Inspire Humanity. 
In 2015, JetBlue was named one of the Top 25 Places to Work in Forbes annual survey and we received 
our eleventh consecutive J.D. Power award. In recognition of our strong results in 2015, our crewmembers 
deservedly earned record profit sharing of about $150 million.

Industry Leading Product

Our onboard product continues to evolve to enhance customer value and offer a better product than our 
competitors at a lower fare. We intend to preserve our product advantage and believe we will continue to 
generate a revenue premium to our competitors.

A great example of this differentiated product is Fare Options which launched in June 2015 and provides 
our customers the ability to select one of three fares based on what they value most such as checked bags, 
TrueBlue bonus points or the flexibility to adjust travel plans. While in its early stages of introduction, it is clear 
Fare Options is a better approach than the static fee structure used by some competitors. In 2015, Fare Options 
significantly exceeded our expectations and increased operating income by over $80 million. We now believe 
we will achieve a $200 million run rate benefit from Fare Options in 2016, one year ahead of our original plan.

Fly-Fi™, our broadband internet product, is another example. Competitors typically charge customers for 
slower internet solutions. We adopted a more innovative approach: we are the first US airline to offer free Ka 
satellite based on-board wifi at speeds and bandwidth you enjoy on the ground. Our ability to offer Fly-Fi™ 
for free is made possible by creative content agreements entered in 2015 with partners including Amazon and 
MLB. These types of agreements offer an opportunity to monetize our product advantage and cover broadband 
costs. Fly-Fi™ is now available on all Airbus A320 and A321 aircraft. Once the installation is complete on the 
Embraer E190 fleet later in 2016, we will offer free internet access across our entire fleet. 

Targeted High-Value Geography

JetBlue continues to concentrate its network assets in lucrative, densely populated areas with higher than 
average disposable incomes. In 2015, nearly 98% of JetBlue’s capacity or available seat miles started or 
ended in one of our six focus cities. This discipline drives focus city relevance, route maturity and, we believe, 
enhanced unit revenue.

In 2015, we started service to six new BlueCities; by the end of the year we served 93 BlueCities in 20 countries. 
Our targeted growth is producing: each of the six focus cities were profitable and saw margins expand in 2015.

Mint continues to illustrate our successful network: a targeted product and experience tailored to specific 
markets having significant premium demand. Revenue and customer feedback have far exceeded our initial 
expectations leading to our decision to expand Mint. In 2015, we started additional frequencies from New York 
to Los Angeles and to San Francisco. We also launched seasonal Mint service from New York to Aruba and 
year round service to Barbados. 

In 2016, we are thrilled to bring Mint to Boston, with year round Mint service between Boston and San Francisco 
and seasonal Mint service from Boston to Barbados. We intend to launch Mint service between Boston and 
Los Angeles later this year.

Most of our 2016 capacity growth is expected to be in Fort Lauderdale-Hollywood (FLL) which remains a central 
component of our long term domestic and international growth strategy. In New York-JFK, a slot constrained 
environment, we expect to fuel our growth by up-gauging as more A321s join the fleet and we offer additional 
Mint frequencies.

Competitive Costs

I firmly believe maintaining a cost advantage over larger network airlines is an imperative to drive profitable growth. 

We are very pleased with our 2015 cost performance: total unit costs decreased year-on-year by more than 
ten percent. While falling fuel prices certainly played a big role, I would also highlight our controllable cost 
performance, with unit costs excluding fuel, profit sharing and related taxes growing just 0.5% and coming 
in at the lower end of our street guidance range. This cost performance was primarily driven by an improved 
operation, investments in our fleet, such as the Airbus A321s, and IT investments, including the Customer 
Technology Refresh.

A Look Ahead

We exceeded our 2017 ROIC goal of greater than 10% by two years. We recognize fuel was a significant tailwind 
and remain focused on driving non-fuel based returns higher. Looking to 2016 and beyond, Fare Options is 
expected to continue to contribute. We will be executing other return enhancing initiatives including:

✓•  Cabin Restyling: Our new innovative cabin will improve our bottom line and customer experience at the 
same time. Customers will benefit from new seats, larger TV screens with more than 100 channels of DirecTV, 
free gate-to-gate Fly-Fi, and we will continue to offer the most legroom in core or coach. New cabin interiors 
will allow us to increase the seat count from 150 to 162 on our A320 aircraft and from 190 to 200 on our 
All-Core A321 aircraft. The retrofit program starts mid-2016 and is expected to generate incremental annual 
operating income of $100 million upon completion of both fleet types in 2019.

✓• Co-Brand Credit Card: We recently launched our new co-brand partnership with Barclaycard on the MasterCard 
network. We are very excited with the agreement’s structure and improved economics. Equally important, the 
updated customer features will allow us to enlarge our cardholder base. We expect a fully-ramped annual 
incremental operating income benefit of $60 million from this new partnership.

✓• Capital Deployment: We continue to prioritize our cash use to strengthen our balance sheet. In 2015, 
we reduced our overall debt balance while growing our fleet, improved our Net Debt / EBITDAR ratio, and 
unencumbered additional aircraft. 

   Looking ahead, we intend to pay for 2016 aircraft deliveries with cash on hand rather than with debt financing 
and will look to opportunistically pre-pay other debt. Given debt maturities scheduled for the fall 2016, we will 
assess capital allocation thereafter and expect to provide more color on our plans toward the end of the year.

✓• Targeted Growth: JetBlue remains a growth company focused on margin and return accretive expansion. 
Over the last few years our business model has driven strong results on a high single digit capacity growth 
rate. We will continue to make responsible capacity decisions to maximize profits thoughtfully based on the 
demand environment and projected price of fuel. Should there be significant change in the macro-environment 
we have a raft of options to timely adjust our capacity plans.

2015 was an incredible year for JetBlue with industry leading margin expansion and solid execution of our 
plan by the best crewmembers in the business. Looking ahead, we will continue to enhance the customer 
experience while working aggressively on our ROIC accretive initiatives, including structural programs such as 
our Cabin Restyling. 

On behalf of our 18,000 engaged crewmembers, thank you for your continued support.

Most sincerely,

Robin Hayes
President and Chief Executive Officer

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

FORM 10-K

 ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

For the fiscal year ended December 31, 2015

 TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

For the transition period from ______________ to ______________

Commission file number 000-49728

JETBLUE AIRWAYS CORPORATION

(Exact name of registrant as specified in its charter)

DELAWARE 
(State or other jurisdiction of incorporation or organization)
27-01 Queens Plaza North, Long Island City, New York 11101
(Address, including zip code, of registrant’s principal executive offices)

87-0617894
(I.R.S. Employer Identification No.)
11101
(Zip Code)

(718) 286-7900
(Registrant’s telephone number, including area code)

SECURITIES REGISTERED PURSUANT TO SECTION 12(B) OF THE ACT:
Title of each class
Common Stock, $0.01 par value
Participating Preferred Stock Purchase Rights

Name of each exchange on which registered
The NASDAQ Global Select Market

Indicate by check mark 

YES

NO

•• if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.

•• if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act.
•• whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities 
Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was 
required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.
•• whether the registrant has submitted electronically and posted on its corporate Website, if any, every 
Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 
of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required 
to submit and post such files).

•• if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K (§229.405 of this chapter) is not 
contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or 
information statements incorporated by reference in Part III of this Form 10-K or any amendment to this 
Form 10-K.

•• whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company. See the definitions 

of ‘’large accelerated filer,” “accelerated filer’’ and “smaller reporting company” in Rule 12b-2 of the Exchange Act.

Large accelerated filer 

Accelerated filer 

Non-accelerated filer 

Smaller reporting company 

•• whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act).

The aggregate market value of the registrant’s common stock held by non-affiliates of the registrant as of June 30, 2015 was approximately 
$6.5 billion (based on the last reported sale price on the NASDAQ Global Select Market on that date). The number of shares outstanding of 
the registrant’s common stock as of January 31, 2016 was 321,079,016 shares.

DOCUMENTS INCORPORATED BY REFERENCE

Portions of the Registrant’s Proxy Statement for its 2016 Annual Meeting of Stockholders, which is to be filed subsequent to the date hereof, 
are incorporated by reference into Part III of this Annual Report on Form 10-K, or the Report, to the extent described therein.

Table of Contents

PART I. 

6

ITEM 1. 

Business ��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������6
Overview ������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������6
2015 Operational Highlights  ����������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������6
JetBlue Experience���������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������7
Operations and Cost Structure ��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������9
Culture ������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������11
Regulation �������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������13
Where You Can Find Other Information �������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������14
ITEM 1A.  Risk Factors ��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������14
Risks Related to JetBlue �����������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������14
Risks Associated with the Airline Industry �����������������������������������������������������������������������������������������������������������������������������������������������������������������������������18
ITEM 1B.  Unresolved Staff Comments  ����������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������19
Properties ����������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������19
ITEM 2. 
Legal Proceedings ����������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������20
ITEM 3. 
ITEM 4.  Mine Safety Disclosures ���������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������20

PART II. 

21

ITEM 5.  Market for Registrant’s Common Equity; Related Stockholder Matters  

and Issuer Purchases of Equity Securities �������������������������������������������������������������������������������������������������������������������������������������������������������������������������21
Selected Financial Data ����������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������23
ITEM 6. 
ITEM 7.  Management’s Discussion and Analysis of Financial Condition and Results of Operations ���������25
Overview ������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������25
Results of Operations ��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������26
Liquidity and Capital Resources������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������31
Contractual Obligations ��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������33
Off-Balance Sheet Arrangements �������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������34
Critical Accounting Policies and Estimates ��������������������������������������������������������������������������������������������������������������������������������������������������������������������������34
Regulation G Reconciliations of Non-GAAP Financial Measures �������������������������������������������������������������������������������������������������������36
ITEM 7A.  Quantitative and Qualitative Disclosures About Market Risk �����������������������������������������������������������������������������������������������������������38
Financial Statements and Supplementary Data ��������������������������������������������������������������������������������������������������������������������������������������������������������39
ITEM 8. 
Reports of Independent Registered Public Accounting Firm ��������������������������������������������������������������������������������������������������������������������39
Consolidated Balance Sheets �������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������40
Consolidated Statements of Operations ����������������������������������������������������������������������������������������������������������������������������������������������������������������������������������42
Consolidated Statements of Comprehensive Income������������������������������������������������������������������������������������������������������������������������������������������43
Consolidated Statements of Cash Flows ��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������44
Consolidated Statements of Stockholders’ Equity ���������������������������������������������������������������������������������������������������������������������������������������������������45
Notes to Consolidated Financial Statements ��������������������������������������������������������������������������������������������������������������������������������������������������������������������46
Changes in and Disagreements with Accountants on Accounting and Financial Disclosure ��������63
ITEM 9. 
ITEM 9A.  Controls and Procedures ������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������63
ITEM 9B.  Other Information ��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������63

02

JETBLUE AIRWAYS CORPORATION - 2015 Annual Report   
PART III. 

64

ITEM 10.  Directors, Executive Officers and Corporate Governance ���������������������������������������������������������������������������������������������������������������������64
Executive Compensation������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������65
ITEM 11. 
ITEM 12.  Security Ownership of Certain Beneficial Owners and Management  

and Related Stockholder Matters �������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������65
ITEM 13.  Certain Relationships and Related Transactions, and Director Independence ������������������������������������������������65
ITEM 14.  Principal Accounting Fees and Services ��������������������������������������������������������������������������������������������������������������������������������������������������������������������������������65

PART IV. 

66

ITEM 15. 

Exhibits and Financial Statement Schedules �����������������������������������������������������������������������������������������������������������������������������������������������������������������66

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04

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportForward-Looking Information

Statements in this Report (or otherwise made by JetBlue or on JetBlue’s 
behalf) contain various forward-looking statements within the meaning of 
Section 27A of the Securities Act of 1933, as amended, or the Securities 
Act, and Section 21E of the Securities Exchange Act of 1934, as amended, 
or the Exchange Act, which represent our management’s beliefs and 
assumptions concerning future events. When used in this document and 
in documents incorporated herein by reference, the words “expects,” 
“plans,” “anticipates,” “indicates,” “believes,” “forecast,” “guidance,” 
“outlook,” “may,” “will,” “should,” “seeks,” “targets” and similar expressions 
are intended to identify forward-looking statements. Forward-looking 
statements involve risks, uncertainties and assumptions, and are based 
on information currently available to us. Actual results may differ materially 
from those expressed in the forward-looking statements due to many 
factors, including, without limitation, our extremely competitive industry; 
volatility in financial and credit markets which could affect our ability to 
obtain debt and/or lease financing or to raise funds through debt or 
equity issuances; volatility in fuel prices, maintenance costs and interest 
rates; our ability to implement our growth strategy; our significant fixed 
obligations and substantial indebtedness; our ability to attract and retain 
qualified personnel and maintain our culture as we grow; our reliance 
on high daily aircraft utilization; our dependence on the New York and 
Boston metropolitan markets and the effect of increased congestion in 
these markets; our reliance on automated systems and technology; our 
being subject to potential unionization, work stoppages, slowdowns or 
increased labor costs; our reliance on a limited number of suppliers; our 
presence in some international emerging markets that may experience 
political or economic instability or may subject us to legal risk; reputational 

  

and business risk from information security breaches or cyber-attacks; 
changes in or additional government regulation; changes in our industry due 
to other airlines’ financial condition; acts of war or terrorist attacks; global 
economic conditions or an economic downturn leading to a continuing 
or accelerated decrease in demand for domestic and business air travel; 
the spread of infectious diseases; adverse weather conditions or natural 
disasters; and external geopolitical events and conditions. It is routine for 
our internal projections and expectations to change as the year or each 
quarter in the year progresses, and therefore it should be clearly understood 
that the internal projections, beliefs and assumptions upon which we base 
our expectations may change prior to the end of each quarter or year.

Given the risks and uncertainties surrounding forward-looking statements, 
you should not place undue reliance on these statements. You should 
understand that many important factors, in addition to those discussed 
or incorporated by reference in this Report, could cause our results to 
differ materially from those expressed in the forward-looking statements. 
Potential factors that could affect our results include, in addition to others 
not described in this Report, those described in Item 1A of this Report 
under “Risks Related to JetBlue” and “Risks Associated with the Airline 
Industry.” In light of these risks and uncertainties, the forward-looking events 
discussed in this Report might not occur. Our forward-looking statements 
speak only as of the date of this Report. Other than as required by law, we 
undertake no obligation to update or revise forward-looking statements, 
whether as a result of new information, future events, or otherwise.

05

JETBLUE AIRWAYS CORPORATION - 2015 Annual Report   
PART I

ITEM 1.  Business

Overview

General

JetBlue Airways Corporation, or JetBlue, is New York’s Hometown Airline™. 
In 2015, JetBlue carried over 35 million passengers with an average of 
900 daily flights and served 93 destinations in the United States, the 
Caribbean and Latin America.

JetBlue was incorporated in Delaware in August 1998 and commenced 
service on February 11, 2000. As of the end of 2015, we are the fifth 
largest passenger carrier in the U.S. based on available seat miles, or 
ASMs. We believe our differentiated product and culture combined 
with our competitive cost structure enables us to compete effectively in 
the high-value geographies we serve. Looking to the future, we plan to 
continue to grow in our high-value geographies, invest in industry leading 
products and provide award winning service by our more than 18,000 
dedicated employees, whom we refer to as Crewmembers. Going forward 
we believe we will continue to differentiate ourselves from other airlines 
enabling us to continue to attract a greater mix of customers and to drive 
further profitable growth. We are focused on driving to deliver solid results 
for our shareholders, our customers and our Crewmembers. 

 As used in this Report, the terms “JetBlue”, the “Company”, “we”, “us”, 
“our” and similar terms refer to JetBlue Airways Corporation and its 
subsidiaries, unless the context indicates otherwise. Our principal executive 
offices are located at 27-01 Queens Plaza North, Long Island City, New 
York 11101 and our telephone number is (718) 286-7900.

Our Industry and Competition

The U.S. airline industry is extremely competitive, challenging and results 
are often volatile. It is uniquely susceptible to external factors such as 
downturns in domestic and international economic conditions, weather-
related disruptions, the spread of infectious diseases, the impact of airline 
restructurings or consolidations, U.S. military actions or acts of terrorism. 
We operate in a capital and energy intensive industry that has high fixed 
costs as well as heavy taxation and fees. Airline returns are sensitive to 
slight changes in fuel prices, average fare levels and passenger demand. 
The principal industry competitive factors include fares, brand and customer 
service, route networks, flight schedules, aircraft types, safety records, 
code-sharing and interline relationships, in-flight entertainment and 
connectivity systems and frequent flyer programs.

Price competition is strong in our industry. Our ability to operate successfully 
and grow in this environment depends on, among other things, our ability 
to operate at costs equal to or lower than our competitors.

Since 2001, the majority of traditional network airlines have undergone 
significant financial restructuring including bankruptcies, mergers and 
consolidations. These types of restructurings typically result in a lower cost 
structure through a reduction of labor costs, restructuring of commitments 
including debt terms, leases and fleet, modification or termination of 
pension plans, increased workforce flexibility, and innovative offerings. 
These actions also have provided the restructuring airline significant 
opportunities for realignment of route networks, alliances and frequent 
flyer programs. Each factor has had a significant influence on the industry’s 
improved profitability.

2015 Operational Highlights

We believe our differentiated product and culture, competitive costs 
and high-value geography relative to the other airlines contributed to 
our continued success in 2015. Our 2015 operational highlights include:

•• Product enhancements – Throughout 2015 we continued to invest in 
industry-leading products which we believe will continue to differentiate 
our product offering from the other airlines.

•– In June 2014, we launched our premium transcontinental product 
called Mint™. It includes 16 fully lie-flat seats, four of which are in suites 
with a privacy door, a first in the U.S. domestic market. During 2015, 
we announced additional transcontinental Mint™ service, as well as 
added two international Mint™ destinations, Barbados and Aruba.

•– We continued to install our Fly-Fi™ in-flight internet service across 
our Airbus fleet, and completed retrofitting all of our Airbus A321 and 

A320 aircraft by the end of October 2015. Our first Fly-Fi™ enabled 
Embraer E190 aircraft made its inaugural commercial flight in October 
2015. We anticipate retrofitting our remaining Embraer E190 aircraft 
with Fly-Fi™ during 2016, at which point, free Fly-Fi™ service will be 
available on our entire fleet.

•– We introduced Fare Options during the second quarter of 2015. As 
a result, customers have a choice to purchase tickets from three 
branded fares: Blue, Blue Plus, and Blue Flex. Each fare includes 
different offerings, such as free checked bags, reduced change fees, 
and additional TrueBlue® points.

•– Innovation continues to be a major driver in our product offerings. 
We were the first airline to accept Apple Pay in-flight. Our customers 
have been able to use their iPhone for all onboard purchases since 

06

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART I  
ITEM 1 Business

March 2015. In December 2015, we released an enhanced suite of 
mobile applications aimed at bringing even more convenience to our 
customers. With the latest update, customers have even more control 
over their JetBlue Experience with the ability to select and change 
seat assignments after check in, purchase Even More™ Space seats 
or other ancillary services, and use their phone’s camera feature to 
input credit card and passport information.

•• Fleet – In 2015, we converted six of the 10 Airbus A321 deliveries 
scheduled for 2016 to our Mint™ cabin configuration. During the fourth 
quarter, we bought out the leases on six Airbus A320 aircraft. In 2015, 
we took delivery of 12 Airbus A321 aircraft, two of which were equipped 
with our Mint™ cabin layout.

•• Network – We continued to expand and grow in our high-value geography. 
In 2015, we expanded our network with six new BlueCities, bringing 
our total as of the end of December 2015 to 93 BlueCities, and added 
several connect-the-dot routes. With the success of our Mint™ service 
between New York and California, we launched new routes to the 
Caribbean in the fall of 2015 and expect to begin Mint™ service from 
Boston in March 2016.

•• TrueBlue® and partnerships – We expanded our portfolio of commercial 
airline partnerships throughout 2015 and announced code-sharing 
agreements with Icelandair, Royal Air Maroc, Silver Airways and Seaborne 
Airlines.

•• Customer Service – JetBlue and our Crewmembers were recognized 

in 2015 for industry leading customer service.

•– J.D. Power and Associates recognized JetBlue and our Crewmembers 
for the 11th consecutive year as the “Highest in Airline Customer 
Satisfaction among Low-Cost Carriers.” Our score climbed to 801 
on a 1,000-point scale, making us the first airline to ever surpass 800 
points within the segment.

•– We also received the top score on the American Customer Satisfaction 
Index (ACSI) among airlines. Our score of 81 is 10 points above the 
average for the airline industry. Additionally, we received 7 out of 
7 stars for safety, and 5 out of 5 stars for our product offering from 
Airline Ratings.

•• Our Crewmembers – During 2015, our Crewmembers recognized 
JetBlue as one of “America’s “Best Places to Work” by Forbes. JetBlue 
ranked #19 through a survey that asked individuals how likely they would 
be to recommend their employer to someone else.

JetBlue Experience

We offer our customers a distinctive flying experience which we refer to as 
the “JetBlue Experience.” We believe we deliver award winning service that 
focuses on the customer experience from booking their itinerary to arrival at 
their final destination. Typically, our customers are neither high-traffic business 
travelers nor ultra-price sensitive travelers. Rather, we believe we are the carrier 
of choice for the majority of travelers who have been underserved by other 
airlines as we offer a differentiated product and award winning customer service.

Once onboard our aircraft, customers enjoy seats in a comfortable layout 
with the most legroom in the main cabin of all U.S. airlines, based on 
average fleet-wide seat pitch. Our Even More™ Space seats are available 
for purchase across our fleet, giving customers the opportunity to enjoy 
additional legroom. Customers on certain transcontinental or Caribbean 
flights have the option to purchase our premium service, Mint™, which 
has 16 fully lie-flat seats, including four suites with privacy doors.

Differentiated Product and Culture

Delivering the JetBlue Experience to our customers through our differentiated 
product and culture is core to our mission to inspire humanity. We look to 
attract new customers to our brand and provide current customers reasons 
to come back by continuing to innovate and evolve the JetBlue Experience. 
We believe we can adapt to the changing needs of our customers and a 
key element of our success is the belief that competitive fares and quality 
air travel need not be mutually exclusive.

Our award winning service begins from the moment our customers purchase 
a ticket through one of our distribution channels such as www.jetblue.com, 
our mobile applications or our reservations centers. In the second quarter 
of 2015, we launched our new pricing model, Fare Options. Customers 
can now purchase tickets at one of three branded fares: Blue, Blue Plus, 
and Blue Flex. Each fare includes different offerings such as free checked 
bags, reduced change fees, and additional TrueBlue® points, with all fares 
including our core offering of free in-flight entertainment, free brand name 
snacks and free non-alcoholic beverages. Customers can choose to “buy 
up” to an option with additional offerings. These fares allow customers to 
select the products or services they need or value when they travel; without 
having to pay for the things they do not need or value.

Upon arrival at the airport, our customers are welcomed by our dedicated 
Crewmembers and can choose to purchase one or more of our ancillary 
options such as Even More™ Speed, allowing them to enjoy an expedited 
security experience in most domestic JetBlue locations. Customers who 
select our Blue Flex option or purchase a Mint™ seat receive Even More™ 
Speed as part of their fare. We additionally have mobile applications for 
both Apple and Android devices which have robust features including real-
time flight information updates and mobile check-in for certain routes. Our 
applications are designed to enhance our customers’ travel experience 
and are in keeping with the JetBlue Experience.

Our in-flight entertainment system onboard our Airbus A320 and Embraer 
E190 aircraft includes 36 channels of free DIRECTV®, 100 channels of 
free SiriusXM® satellite radio and premium movie channel offerings from 
JetBlue Features®. Customers on our Airbus A321 aircraft have access 
to 100 channels of DIRECTV®, 100+ channels of SiriusXM® radio and 
premium movie channel offerings from JetBlue Features®. Our Mint™ 
customers enjoy 15-inch flat screen televisions to experience our in-flight 
entertainment offerings. In December 2013, we began to retrofit our Airbus 
fleet with Fly-Fi™, a broadband product, with connectivity that we believe 
is significantly faster than airlines featuring KU-band satellites and older 
ground to air technology. Our entire Airbus fleet is equipped with Fly-Fi™ 
and we are in the process of retrofitting our entire Embraer E190 fleet. Our 
first flight of our first Fly-Fi™ enabled Embraer E190 operated in October 
2015. In November 2014, we announced the introduction of Fly-Fi™ Hub, 
a content portal where customers can access a wide range of movies, 
television shows and additional content from their own personal devices. 
In 2015, Amazon, MLB.tv and Vice were added to our list of existing 
partners which include Coursera, FOX, HarperCollins Publishers, National 
Geographic, Rouxbe and Time Inc. We expect to add additional content 
from partner providers during 2016.

All customers may enjoy an assortment of free and unlimited brand name 
snacks and non-alcoholic beverages, and have the option to purchase 
additional products such as blankets, pillows, headphones, premium 
beverages and premium food selections. Our Mint™ customers have 
access to an assortment of complimentary food, beverages and products 
including a small-plates menu, artisanal snacks, alcoholic beverages, a 
blanket, pillows and headphones.

Our Airbus A321 aircraft in a single cabin layout have 190 seats and 
those with our Mint™ offering have 159 seats. Our Airbus A320 aircraft 
have 150 seats while our Embraer E190 aircraft have 100 seats. At our 
Investor Day in November 2014, we announced a cabin restyling program 
across our fleet that will enable an improved customer experience while 
freeing up valuable onboard space. Starting in the second half of 2016, 
we intend to introduce Airbus’ new innovative galley and lavatory module 

07

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART I  
ITEM 1 Business

on our single cabin layout Airbus A321 aircraft. Beginning in July 2016, 
future deliveries of our single cabin layout Airbus A321 will arrive with 200 
seats. We expect to complete retrofitting our existing Airbus A321 single 
cabin layout aircraft to the 200 seats configuration by the end of 2016.

of industries to measure and monitor the customer experience. Many of the 
leading consumer brands that are recognized for great customer service 
receive high NPS scores. We believe a higher NPS score has positive 
effects on customer loyalty and ultimately leads to increased revenue.

As part of our cabin restyling program we expect to increase the seat density 
on our Airbus A320 fleet. Commencing in 2017, we plan to reconfigure 
our Airbus A320 aircraft with new seats, larger TV screens with up to 100 
channels of free DIRECTV®, and free gate-to-gate Fly-Fi™. We anticipate 
reconfiguring our Airbus A320 aircraft to have 162 seats.

Because of our network strength in leisure destinations, we also sell vacation 
packages through JetBlue Getaways™, a one-stop, value-priced vacation 
service for self-directed packaged travel planning. These packages offer 
competitive fares for air travel on JetBlue along with a selection of JetBlue 
recommended hotels and resorts, car rentals and local attractions.

We work to provide a superior air travel experience, including communicating 
openly and honestly with customers about delays and service disruptions. 
We are the only major U.S. airline to have a Customer Bill of Rights. This 
program was introduced in 2007 to provide compensation to customers 
who experience inconveniences. This Customer Bill of Rights commits 
us to high service standards and holds us accountable if we fall short.

In 2015, we completed 98.6% of our scheduled flights. Unlike most other 
airlines, we have a policy of not overbooking flights.

Our customers have repeatedly indicated the distinctive JetBlue Experience 
is an important reason why they select us over other carriers. We measure 
and monitor customer feedback regularly which helps us to continuously 
improve customer satisfaction. One way we do so is by measuring our net 
promoter score, or NPS. This metric is used by companies in a broad range 

Network/ High-Value Geography

We are a predominately point-to-point system carrier, with the majority of 
our routes touching at least one of our six focus cities: New York, Boston, 
Fort Lauderdale-Hollywood, Orlando, Long Beach and San Juan, Puerto 
Rico. During 2015, over 86% of our customers flew on non-stop itineraries. 

Leisure traveler focused airlines are often faced with high seasonality. As a 
result, we continually work to manage our mix of customers to include both 
business travelers and travelers visiting friends and relatives, or VFR. VFR 
travelers tend to be slightly less seasonal and less susceptible to economic 
downturns than traditional leisure destination travelers. Understanding the 
purpose of our customers’ travel helps us optimize destinations, strengthen 
our network and increase unit revenues. All six of our focus cities are in 
regions with a diverse mix of traffic and were profitable in 2015.

As of December 31, 2015, our network served 93 BlueCities in 28 states, 
the District of Columbia, the Commonwealth of Puerto Rico, the U.S. Virgin 
Islands, and 19 countries in the Caribbean and Latin America. In 2015, we 
commenced service to six new BlueCities including Antigua, our 34th BlueCity 
in the Caribbean and Latin America. We also made changes across our 
network by announcing new routes between existing BlueCities. We group 
our capacity distribution based upon geographical regions rather than on 
a mileage or a length-of-haul basis. The historic distribution of ASMs, or 
capacity, by region for the years ending December 31 was:

2013
Capacity Distribution
28.1%
Caribbean & Latin America(1)
30.9  
Florida
27.9  
Transcontinental
5.0
East
5.2  
Central
2.9  
West
TOTAL
100.0%
(1)  Domestic operations as defined by the Department of Transport, or DOT, include Puerto Rico and the U.S. Virgin Islands, but for the purposes of the capacity distribution table above we have 

2014
31.4%
29.3  
26.3  
5.7
4.7  
2.6  
100.0%

2015
30.2%
29.2  
28.5  
5.7
3.8  
2.6  
100.0%

included these locations in the Caribbean and Latin America region.

Our network growth over the past few years has been focused on the business traveler in Boston as well as travelers to the Caribbean and Latin 
America region. We expect to focus on increasing our presence in Fort Lauderdale-Hollywood where we believe there is an opportunity to increase 
our operations to destinations throughout the Caribbean and Latin America. Our plan is supported by significant investment from the Broward County 
Aviation Department in the airport and surrounding facilities.

With the decision by the United States and Cuban authorities to allow scheduled air service to resume between the two nations, we are currently reviewing the 
formal application to schedule JetBlue service to Cuba. We believe our experience operating charter flights to Cuba and our historical success in other Caribbean 
and Latin American markets, such as Puerto Rico and the Dominican Republic, will position us to be the air carrier of choice in Cuba.

In 2016, we anticipate further expanding our network and have previously announced service to the following new destinations:

Destination
Daytona Beach, FL
Palm Springs, CA
Quito, Ecuador
Nashville, TN

Service Commenced or Scheduled to Commence
January 7, 2016
January 14, 2016
February 25, 2016
May 5, 2016

Airline Commercial Partnerships

Airlines frequently participate in commercial partnerships with other 
carriers in order to increase customer convenience by providing inter-
connectivity, code-sharing, coordinated flight schedules, frequent flyer 
program reciprocity and other joint marketing activities. As of December 31,  
2015, we had 43 airline commercial partnerships. Our commercial 

partnerships typically begin as an interline agreement allowing a customer 
to book one itinerary with tickets on multiple airlines. During 2015, we 
entered into seven new interline agreements and four new code-sharing 
agreements. Code-sharing is a practice by which one airline places its 
name and flight number on flights operated by another airline. In 2016, we 
expect to continue to seek additional strategic opportunities through new 
commercial partners as well as assess ways to deepen select current airline 

08

JETBLUE AIRWAYS CORPORATION - 2015 Annual Reportpartnerships. We plan to do this by expanding code-share relationships 
and other areas of cooperation such as frequent flyer programs. We 
believe these commercial partnerships allow us to better leverage our 
strong network and drive incremental traffic and revenue while improving 
off-peak travel.

Marketing

JetBlue is a widely recognized and respected global brand. JetBlue 
created a new category in air travel and our brand stands for high 
service quality at a reasonable cost. This brand has evolved into an 
important and valuable asset which identifies us as a safe, reliable, high 
value airline. Similarly, we believe customer awareness of our brand 
has contributed to the success of our marketing efforts. It enables us 
to promote ourselves as a preferred marketing partner with companies 
across many different industries.

We market our services through advertising and promotions in various 
media forms including popular social media outlets. We engage in 
large multi-market programs, local events and sponsorships across 
our route network as well as mobile marketing programs. Our targeted 
public and community relations efforts reflect our commitment to the 
communities we serve, as well as promoting brand awareness and 
complementing our strong reputation.

Distribution

Our participation in global distribution systems, or GDS, supports our 
profitable growth, particularly in the business market. We find business 
customers are more likely to book through a travel agency or a booking 
product which relies on a GDS platform. Although the cost of sales 
through this channel is higher than through our website, the average fare 
purchased through GDS is generally higher and often covers the increased 
distribution costs. We currently participate in several major GDS and online 
travel agents, or OTA. Due to the majority of our customers booking travel 
on our website, we maintain relatively low distribution costs despite our 
increased participation in GDS and OTA in recent years.

Our primary and preferred distribution channel to customers is through our 
website, www.jetblue.com, our lowest cost channel. In the first half of 2015, 

Operations and Cost Structure

Historically, our cost structure has allowed us to price fares lower than 
many of our competitors and is a principal reason for our profitable growth. 
Our current cost advantage relative to some of our competitors is due 
to, among other factors, high aircraft utilization, new and efficient aircraft, 
relatively low distribution costs, and a productive workforce. Because our 
network initiatives and growth plans necessitate a low cost platform, we 
are continually focused on our competitive costs, operational excellence, 
efficiency improvements which also contribute to lower costs and enhancing 
critical elements of the JetBlue Experience.

Route Structure

Our point-to-point system is the foundation of our operational structure, with 
the majority of our routes touching at least one of our six focus cities. This 
structure allows us to optimize costs as well as accommodate customers’ 
preference for non-stop itineraries. A vast majority of our operations are 
centered in and around the heavily populated northeast corridor of the U.S., 
which includes the New York and Boston metropolitan areas. This airspace is 
some of the world’s most congested and drives certain operational constraints.

Our peak levels of traffic over the course of the year vary by route; the 
East Coast to Florida/Caribbean peak from October through April and the 
West Coast peak in the summer months. Many of our areas of operations 

PART I  
ITEM 1 Business

we introduced a new merchandising platform for www.jetblue com with 
our business partner Datalex in addition to merchandising capabilities on 
our kiosks and in our self-service channels with our business partner IBM.

Customer Loyalty Program

TrueBlue® is our customer loyalty program designed to reward and recognize 
loyal customers. Members earn points based upon the amount paid for 
JetBlue flights and services from certain commercial partners. Our points 
do not expire, the program has no black-out dates or seat restrictions, 
and any JetBlue destination can be booked if the TrueBlue® member has 
enough points to exchange for the value of an open seat. Mosaic® is an 
additional level for our most loyal customers who either (1) fly a minimum 
of 30 times with JetBlue and acquire at least 12,000 base flight points 
within a calendar year or (2) accumulate 15,000 base flight points within 
a calendar year. Over 1.4 million TrueBlue® one-way redemption awards 
were flown during 2015, representing approximately 4% of our total 
revenue passenger miles. 

We currently have co-branded loyalty credit cards available to eligible U.S. 
residents, as well as co-brand agreements in Puerto Rico and the Dominican 
Republic to allow cardholders to earn TrueBlue® points. Beginning in the 
first quarter of 2016, we anticipate launching a new co-branded credit card 
partnership with Barclaycard® on the MasterCard® network. We believe 
our marketing campaign announcing the launch of the new co-branded 
card will have promising conversion rates from existing cardholders of our 
co-branded American Express® credit cards as well as drive a significant 
number of new member enrollments. We also have co-branded loyalty 
credit cards issued by Banco Santander Puerto Rico and MasterCard® 
in Puerto Rico as well as Banco Popular Dominicano and MasterCard® 
in the Dominican Republic. These credit cards allow customers in Puerto 
Rico and the Dominican Republic to take full advantage of our TrueBlue® 
loyalty program.

We have a separate agreement with American Express® that allows any 
American Express® cardholder to convert Membership Rewards® points into 
TrueBlue® points. We have various agreements with other loyalty partners, 
including hotels and car rental companies, that allow their customers to 
earn TrueBlue® points through participation in our partners’ programs. 
We intend to continue to develop the footprint of our co-branded credit 
cards and pursue other loyalty partnerships in the future.

in the Northeast experience poor winter weather conditions, resulting in 
increased costs associated with de-icing aircraft, canceled flights and 
accommodating displaced customers. Many of our Florida and Caribbean 
routes experience bad weather conditions in the summer and fall due to 
thunderstorms and hurricanes. As we enter new markets we could be 
subject to additional seasonal variations along with competitive responses 
by other airlines.

•• New York metropolitan area – We are New York’s Hometown Airline™. 
The majority of our flights originate in the New York metropolitan area, 
the nation’s largest travel market. John F. Kennedy International Airport, 
or JFK, is New York’s largest airport, and we are the largest airline at JFK 
as measured by domestic seats and our 2015 operations accounted 
for more than 37% of seats offered on domestic routes from JFK. As 
JFK is a slot controlled airport we have been able to continue to grow 
our operations by adding more seats per departure with the delivery of 
25 Airbus A321 aircraft in total as of December 31, 2015, as well as 
continuing to optimize routes based upon load factor and costs. We 
operate from Terminal 5, or T5, and in November 2014 we opened T5i, 
an international arrivals facility that expands our current T5 footprint. We 
believe T5i will enable us to increase operational efficiencies, provide 
savings, streamline our operations and improve the overall travel experience 
for our customers arriving from international destinations. We also serve 

09

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART I  
ITEM 1 Business

New Jersey’s Newark Liberty International Airport, or Newark, New York 
City’s LaGuardia Airport, or LaGuardia, Newburgh, New York’s Stewart 
International Airport and White Plains, New York’s Westchester County 
Airport. We are the leading carrier in the average number of flights flown 
per day between the New York metropolitan area and Florida.

•• Boston – We are the largest carrier in terms of flights and capacity at 
Boston’s Logan International Airport. By the end of 2015 we flew to 59 
non-stop destinations from Boston and served almost twice as many 
non-stop destinations than any other airline. Our operations accounted 
for more than 26% of all seats offered. We continue to capitalize on 
opportunities in the changing competitive landscape by adding routes, 
frequencies and increasing our relevance to local travelers. In 2015, we 
continued to see a boost in the Boston market with two airline partners 
starting international routes directly to Boston, bringing the total number 
of airline partners flying routes to Boston to 14 by the end of the year. 
Our plan is to grow Boston with a general target of 150 flights per day. 
In June 2015, we announced Mint™ will be offered on flights to San 
Francisco in the first quarter of 2016, Los Angeles in fall 2016, as well 
as seasonal international service to Barbados. In November 2015, we 
unveiled Phase I of our $50 million Terminal C upgrade which included 
new kiosks and ticket counters. Twenty-five kiosks and thirty check-in 
counters are in use in the North Pod of the terminal. Phase II of the 
upgrade, funded by the Massachusetts Port Authority, or Massport, 
has begun on the South Pod which is aimed to mirror the check-in 
experience of the North Pod. Updated digital flight information displays 
and a connector between Terminal C and international flights at Terminal 
E are also expected to be completed during 2016. Additionally Massport 
recent and planned future investments in Boston include a new Centralized 
Baggage Inspection System during 2015 and a post-secure connection 
to the International Terminal planned for 2016. 

•• Caribbean and Latin America – At the end of 2015 we had 34 BlueCities 
in the Caribbean and Latin America and we expect our presence to 
continue to grow. Our only focus city outside of the Continental U.S. is 
San Juan, Puerto Rico. We are the largest airline in Puerto Rico serving 
more non-stop destinations than any other carrier. We are also the largest 
airline in the Dominican Republic, serving six airports in the country in 
2015. While the Caribbean and Latin American region is a growing 
part of our network, operating in this region can present operational 
challenges, including working with less developed airport infrastructure, 
political instability and vulnerability to corruption. In July 2015, we began 
charter flights between New York and Havana, Cuba. As of December 
31, 2015, we had six weekly round trips to Cuba, including flights from 
Tampa and Fort Lauderdale-Hollywood with various charter partners. 
As the second largest U.S. airline to the Caribbean, we believe Cuba 
will one day play an important role in our overall network in the region.

•• Fort Lauderdale-Hollywood – We are the largest carrier at Fort 
Lauderdale-Hollywood International Airport, with approximately 22% 
of all seats offered in 2015. During 2015, we started service to eight 
new destinations and grew departures by approximately 15%. We 
expect Fort Lauderdale-Hollywood to continue to be our fastest growing 
focus city in 2016. Flying out of Fort Lauderdale-Hollywood instead of 
nearby Miami International Airport helps preserve our competitive cost 
advantage through lower cost per enplanement. In 2012, Broward 
County authorities commenced a multi-year, $2.3 billion refurbishment 
effort at the airport and surrounding facilities including the construction 
of a new south runway. We operate primarily out of Terminal 3 which 
is scheduled to be refurbished and connected to the upgraded and 
expanded international terminal by 2018. We will have additional facilities 
in the new international terminal to support our international arrivals. 
Our primary Terminal 3 allows for easy access to the expanded and 
enhanced airfield. We expect the connection of these terminals will 
streamline operations for both Crewmembers and customers. Due to 
these factors, it’s ideal location between the U.S. and Latin America as 
well as South Florida’s high-value geography, we intend to focus on Fort 
Lauderdale-Hollywood growth going forward. 

•• Orlando – We are the second largest carrier in terms of capacity at 
Orlando International Airport, or Orlando, with 13% of all seats offered 
in 2015. Orlando is JetBlue’s fourth largest focus city with 27 non-stop 
destinations and a growing mix of traffic including leisure, VFR and 
business travelers. Our centralized training center, known as JetBlue 
University, is based in Orlando. In 2015, we opened the Lodge at OSC 
which is adjacent to our training center and is used for lodging our 
Crewmembers when they attend training.

•• Los Angeles area – We are the sixth largest carrier in the Los Angeles 
area measured by seats, operating from Long Beach Airport, or Long 
Beach, Los Angeles International Airport, or LAX, and Burbank’s Bob 
Hope Airport. We are the largest carrier in Long Beach, with almost 84% 
of all seats offered in 2015 being operated by JetBlue. We are currently 
working with the city of Long Beach and the community to ensure a 
request is made to the U.S. Customs and Border Protection to add a 
Federal Inspection Site at the airport, which would enable us to serve 
international destinations from Long Beach. In June 2014, we started 
operating our premium transcontinental service, Mint™, from LAX, which 
has continued to grow during 2015, with up to ten daily round trips 
between JFK and LAX expected in 2016. In June 2015, we announced 
Mint™ will be offered on flights from Boston to LAX in fall 2016.

Fleet Structure

We currently operate Airbus A321, Airbus A320 and Embraer E190 aircraft 
types. In 2015, our fleet had an average age of 8.3 years and operated an 
average of 11.9 hours per day. By scheduling and operating our aircraft 
more efficiently we are able to spread related fixed costs over a greater 
number of ASMs. 

The reliability of our fleet is essential to ensuring our operations run efficiently 
and we are continually working with our aircraft and engine manufacturers 
to enhance our performance.

We are working with the Federal Aviation Administration, or FAA, in efforts 
towards implementing the Next Generation Air Transportation System, or 
NextGen, by 2020. NextGen technology is expected to improve operational 
efficiency in the congested airspaces in which we operate. In 2012, we 
equipped 35 of our Airbus A320 aircraft to test ADS-B Out, a satellite 
based technology aimed to facilitate the communication between pilots 
and air traffic controllers. Even though it is still in the testing phase we 
have already seen benefits from the ADS-B Out equipment including being 
able to reroute flights over the Gulf of Mexico to avoid bad weather, an 
area where the current FAA radar coverage is not complete. In 2012, we 
also became the first FAA certified Airbus A320 carrier in the U.S. to use 
satellite-based Special Required Navigation Performance Authorization 
Required, or RNP AR, approaches at two of JFK’s prime and most used 
runways, 13L and 13R.

Fleet Maintenance

Consistent with our core value of safety, our FAA-approved maintenance 
programs are administered by our technical operations department. We 
use qualified maintenance personnel and ensure they have comprehensive 
training. We maintain our aircraft and associated maintenance records in 
accordance with, if not exceeding, FAA regulations. Fleet maintenance 
work is divided into three categories: line maintenance, heavy maintenance 
and component maintenance.

The bulk of our line maintenance is handled by JetBlue technicians and 
inspectors. It consists of daily checks, overnight and weekly checks, “A” 
checks, diagnostics and routine repairs.

Heavy maintenance checks, or “C” checks, consist of a series of more 
complex tasks taking from one to four weeks to accomplish and are typically 
performed once every 15 months. All of our aircraft heavy maintenance 
work is performed by third party FAA-approved facilities such as Embraer, 

10

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART I  
ITEM 1 Business

Pemco, Haeco and Lufthansa Technik AG, and are subject to direct 
oversight by JetBlue personnel. We outsource heavy maintenance as the 
costs are lower than if we performed the tasks internally.

Component maintenance on equipment such as engines, auxiliary power 
units, landing gears, pumps and avionic computers are all performed by 
a number of different FAA-approved third party repair stations. We have 
maintenance agreements with MTU Maintenance Hannover GmbH, or 
MTU, for our Airbus aircraft engines and with GE Engine Services, LLC 

for our Embraer E190 aircraft engines. We also have an agreement with 
Lufthansa Technik AG for the repair, overhaul, modification and logistics of 
certain Airbus components. Many of our maintenance service agreements 
are based on a fixed cost per flying hour. These fixed costs vary based 
upon the age of the aircraft and other operating factors impacting the 
related component. Required maintenance not otherwise covered by 
these agreements is performed on a time and materials basis. All other 
maintenance activities are sub-contracted to qualified maintenance, repair 
and overhaul organizations.

Aircraft Fuel

Aircraft fuel continues to be one of our largest expenses. Its price and availability has been extremely volatile due to global economic and geopolitical factors 
which we can neither control nor accurately predict. We use a third party to assist with fuel management service and to procure most of our fuel. Our historical 
fuel consumption and costs for the years ended December 31 were:

Gallons consumed (millions)
Total cost (millions)(1)
Average price per gallon(1)
Percent of operating expenses
(1)  Total cost and average price per gallon each include related fuel taxes as well as effective fuel hedging gains and losses.

2015
700  
$ 1,348  
1.93  
$
25.9%  

2014
639  
$ 1,912  
2.99  
$
36.1%  

2013
604  
$ 1,899  
3.14  
$
37.9%

We attempt to protect ourselves against the volatility of fuel prices by entering into a variety of derivative instruments. These include swaps, caps, collars, 
and basis swaps with underlyings of jet fuel, crude and heating oil.

over 500 rooms, meeting spaces, restaurants, a spa and an observation 
deck. The complex is planned to feature two six-story hotel towers. As 
part of the plan, a 75-year lease agreement involves Flight Center Hotel 
LLC, a partnership of MCR Development, LLC and JetBlue. We estimate 
our ultimate ownership in the hotel to be approximately 5% to 10% of 
the final total investment.

LiveTV

LiveTV, LLC, or LiveTV, was formerly a wholly owned subsidiary of JetBlue. 
It provides in-flight entertainment and connectivity solutions for various 
commercial airlines including JetBlue. In June 2014, we sold LiveTV and 
its subsidiaries LTV Global, Inc, and LiveTV International, Inc., to Thales 
Holding Corporation, or Thales. In September 2014, following the receipt 
of regulatory approval, we sold LiveTV Satellite Communications, LLC, a 
subsidiary of LiveTV, to Thales. Following the completion of these sales, 
LiveTV operations ceased to be subsidiaries of JetBlue and are no longer 
presented in our consolidated financial statements. JetBlue, ViaSat Inc. and 
LiveTV have worked together to develop and support in-flight broadband 
connectivity for JetBlue which is being marketed as Fly-Fi™. JetBlue 
expects to continue to be a significant customer of LiveTV through its 
in-flight entertainment and onboard connectivity products and services.

Financial Health

We strive to maintain financial strength and a cost structure that enables 
us to grow profitably and sustainably. In the first years of our history, we 
relied upon financing activities to fund much of our growth. Starting in 
2007, growth has largely been funded through internally generated cash 
from operations. Since 2011, while we have invested approximately $3.8 
billion in capital assets, we have also generated approximately $4.5 billion 
in cash from operations, resulting in approximately $0.7 billion in free cash 
flow. Our improving financial results have resulted in better credit ratings, 
which in turn allows for more attractive financing terms. Since 2011, we 
have also reduced our total debt balance by nearly $1.3 billion.

JetBlue Technology Ventures

In November 2015, JetBlue created a new wholly-owned subsidiary, 
JetBlue Technology Ventures, LLC, or JTV. We anticipate that JTV will 
invest in or partner with emerging technology companies within the travel, 
hospitality and lifestyle industries. As of December 31, 2015, JTV had not 
made any investments.

TWA Flight Center Hotel Development

In 2015, the Board of Commissioners of the Port Authority of New York &  
New Jersey, or the PANYNJ approved a construction plan to redevelop 
the TWA Flight Center at JFK on its nearly six-acre site into a hotel with 

Culture

Our People

Our success depends on our Crewmembers delivering terrific customer 
service experience in the sky and on the ground. One of our competitive 
strengths is a service orientated culture grounded in our five key values; 
safety, caring, integrity, passion and fun. We believe a highly productive 
and engaged workforce enhances customer loyalty which in turn increases 
shareholder returns. Our goal is to hire, train and retain a diverse workforce 
of caring, passionate, fun and friendly people who share our mission to 
inspire humanity.

Our culture is first introduced to new Crewmembers during the screening 
process and then at an extensive new hire orientation program at JetBlue 
University. The orientation focuses on the JetBlue strategy and emphasizes 
the importance of customer service, productivity and cost control. We 
provide continuous training for our Crewmembers including technical 
training, a specialized captain leadership training program unique in the 
industry, a leadership program for current company managers, an emerging 
managers program, regular training focused on the safety value and front 
line training for our customer service teams.

11

JETBLUE AIRWAYS CORPORATION - 2015 Annual Report 
 
 
 
PART I  
ITEM 1 Business

Our growth plans necessitate and facilitate opportunities for talent 
development. In 2008, we launched the University Gateway Program, 
one of our many pilot recruitment initiatives, which made us the first airline 
to provide a training program for undergraduate students interested in 
becoming JetBlue First Officers.

We believe a direct relationship between Crewmembers and our leadership is in 
the best interests of our Crewmembers, our customers and our shareholders. 
Except for our pilots, our Crewmembers do not have third-party representation. 
In April 2014, JetBlue pilots elected to be solely represented by the Air Line 
Pilots Association, or ALPA. The National Mediation Board, or NMB, certified 
ALPA as the representative body for JetBlue pilots and we are working with 
ALPA to reach our first collective bargaining agreement. We have individual 
employment agreements with each of our non-unionized FAA licensed 
Crewmembers which consist of dispatchers, technicians, inspectors and 
air traffic controllers. Each employment agreement is for a term of five years 
and renews for an additional five-year term, unless the Crewmember is 
terminated for cause or the Crewmember elects not to renew. Pursuant to 
these employment agreements, Crewmembers can only be terminated for 
cause. In the event of a downturn in our business, resulting in a reduction of 
flying and related work hours, we are obligated to pay these Crewmembers 
a guaranteed level of income and to continue their benefits. We believe that 
through these agreements we provide what we believe to be industry-leading 
job protection language. We believe these agreements provide JetBlue and 
Crewmembers flexibility and allow us to react to Crewmember needs more 
efficiently than collective bargaining agreements.

A key feature of the direct relationship with our Crewmembers is our Values 
Committees which are made up of peer-elected frontline Crewmembers 
from each of our major work groups, except pilots. They represent the 
interests of our workgroups and help us run our business in a productive 
and efficient way. We believe this direct relationship with Crewmembers 
drives higher levels of engagement and alignment with JetBlue’s strategy, 
culture and overall goals.

We believe the efficiency and engagement of our Crewmembers is a result of 
our flexible and productive work rules. We are cognizant of the competition 
for productive labor in key industry positions and new government rules 
requiring higher qualifications as well as more restricted hours that may 
result in potential labor shortages in the upcoming years.

Our leadership team communicates on a regular basis with all Crewmembers 
in order to maintain this direct relationship and to keep them informed 
about news, strategy updates and challenges affecting the airline and the 
industry. Effective and frequent communication throughout the organization 
is fostered through various means including email messages from our CEO 
and other senior leaders at least weekly, weekday news updates to all 
Crewmembers, employee engagement surveys, a quarterly Crewmember 
magazine and active leadership participation in new hire orientations. 
Leadership is also heavily involved in periodic open forum meetings across 
our network, called “pocket sessions” which are often videotaped and 
posted on our intranet. By soliciting feedback for ways to improve our 
service, teamwork and work environment, our leadership team works 
to keep Crewmembers engaged and makes our business decisions 
transparent. Additionally we believe cost and revenue improvements are 
best recognized by Crewmembers on the job.

Our average number of full-time equivalent employees for the year ended 
December 31, 2015 consisted of 2,857 pilots, 3,108 flight attendants, 3,977 
airport operations personnel, 573 technicians (whom other airlines may refer 
to as mechanics), 1,268 reservation agents, and 2,754 management and 
other personnel. For the year ended December 31, 2015, we employed 
an average of 12,351 full-time and 4,511 part-time employees.

Crewmember Programs

We are committed to supporting our Crewmembers through a number 
of programs including:

•• Crewmember Resource Groups (CRGs) – These are groups of 
Crewmembers formed to act as a resource for both the group members 
as well as JetBlue. The groups serve as an avenue to embrace and 
encourage different perspectives, thoughts and ideas. At the end of 
2015, we had four CRGs in place: JetPride, Women in Flight, Vets in 
Blue, and new for 2015 BlueConexion.

•• JetBlue Crewmember Crisis Fund (JCCF) – This organization was 
formed in 2002 as a non-profit corporation and recognized by the IRS as 
of that date as a tax-exempt entity. JCCF was created to assist JetBlue 
Crewmembers and their immediate family members (IRS Dependents) in 
times of crisis. Funds for JCCF grants come directly from Crewmembers via 
a tax-deductible payroll deduction. The assistance process is confidential 
with only the fund administrator and coordinator knowing the identity of 
the Crewmembers in need.

•• JetBlue Scholars – Developed in 2015, this program offers a new and 
innovative model to our Crewmembers wishing to further their education. 
Crewmembers enrolled in the program can earn a bachelor’s degree 
through self-directed online college courses facilitated by JetBlue. The 
first term of JetBlue Scholars began in January 2016.

•• Lift Recognition Program – Formed in 2012, this Crewmember recognition 
program encourages Crewmembers to celebrate their peers for living 
JetBlue’s values by sending e-thanks through an on-line platform. Our 
CEO Crew, periodically hosts an event for the Crewmembers who receive 
the highest Lift award recognitions in each quarter of the year. In 2015, 
we saw more than 100,000 Lift nominations.

Community Programs

JetBlue is strongly committed to supporting the communities and BlueCities 
we serve through a variety of community programs including:

•• Corporate Social Responsibility (CSR) – The CSR team was established 
to support not-for-profit organizations focusing on youth and education, 
environment, and community in the BlueCities we serve. The team 
organizes and supports community service projects, charitable giving 
and non-profit partnerships such as KaBOOM! and Soar with Reading.

•• JetBlue Foundation – Organized in 2013 as a non-profit corporation, this 
foundation is a JetBlue-sponsored organization to advance aviation-related 
education and to continue our efforts to promote aviation as a top career 
choice for students. The foundation intends to do this by igniting interest 
in science, technology, engineering and mathematics. The foundation is 
legally independent from JetBlue and has a Board of Directors as well as 
an Advisory Committee, both of which are made up of Crewmembers. The 
foundation is recognized by the IRS as a tax-exempt entity.

•• USO Center T5/JFK – Continuing our tradition of proudly supporting the 
men, women and families of the military, in September 2014 we opened 
a USO Center in T5 at JFK. The Center is open seven days a week, 365 
days per year for military members and their families traveling on any 
airline at JFK, not just JetBlue. This center is fully stocked with computers, 
televisions, gaming devices/stations, furniture, iPads, food, beverages and 
much more. In conjunction with leading airport design firm Gensler, Turner 
Construction Company, the PANYNJ and more than 28 contractors and 
individual donors, 100% of the space, services, labor and materials were 
donated to ensure the USO Center would be free of any financial burden. 
Crewmembers donate time to help run the center.

•• T5 Farm – Creating a healthier airport environment is a core pillar of 
JetBlue’s sustainability philosophy. Through a partnership with TERRA 
brand and support from GrowNYC and the PANYNJ, we have created 
the T5 Farm, a blue potato farm and produce garden at T5. The T5 
Farm aims to serve as an agricultural and educational resource for 
the community, as well as absorb rainwater and runoff, reducing the 
possibility of flooding in the adjacent areas. Items from the T5 Farm are 
donated to local food pantries.

12

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportRegulation

Airlines are heavily regulated, with rules and regulations set by various 
federal, state and local agencies. We also operate under specific 
regulations due to our operations within the high density airspace 
of the northeast U.S. Most of our airline operations are regulated by  
U.S. governmental agencies including:

DOT – The DOT primarily regulates economic issues affecting air service 
including, but not limited to, certification and fitness, insurance, consumer 
protection and competitive practices. They set the requirement that 
carriers cannot permit domestic flights to remain on the tarmac for more 
than three hours. The DOT also requires that the advertised price for 
an airfare or a tour package including airfare, e.g., a hotel/air vacation 
package, has to be the total price to be paid by the customer, including 
all government taxes and fees. It has the authority to investigate and 
institute proceedings to enforce its economic regulations and may assess 
civil penalties, revoke operating authority and seek criminal sanctions.

FAA – The FAA primarily regulates flight operations, in particular, matters 
affecting air safety. This includes but is not limited to airworthiness 
requirements for aircraft, the licensing of pilots, mechanics and dispatchers, 
and the certification of flight attendants. It requires each airline to obtain an 
operating certificate authorizing the airline to operate at specific airports 
using specified equipment. Like all U.S. certified carriers, we cannot fly to 
new destinations without the prior authorization of the FAA. After providing 
notice and a hearing, it has the authority to modify, suspend temporarily 
or revoke permanently our authority to provide air transportation or that 
of our licensed personnel for failure to comply with FAA regulations. It 
can additionally assess civil penalties for such failures as well as institute 
proceedings for the imposition and collection of monetary fines for the 
violation of certain FAA regulations. When significant safety issues are 
involved, it can revoke a U.S. carrier’s authority to provide air transportation 
on an emergency basis, without providing notice and a hearing. It monitors 
our compliance with maintenance as well as flight operations and safety 
regulations. It maintains on-site representatives and performs frequent 
spot inspections of our aircraft, employees and records. It also has the 
authority to issue airworthiness directives and other mandatory orders. 
This includes the inspection of aircraft and engines, fire retardant and 
smoke detection devices, collision and windshear avoidance systems, 
noise abatement and the mandatory removal and replacement of aircraft 
parts that have failed or may fail in the future. We have and maintain FAA 
certificates of airworthiness for all of our aircraft and have the necessary 
FAA authority to fly to all of the destinations we currently serve.

TSA and U.S. Customs and Border Protection – The TSA and the U.S. 
Customs and Board Protection, or CBP, operate under the Department of 
Homeland Security and are responsible for all civil aviation security. This 
includes passenger and baggage screening; cargo security measures; 
airport security; assessment and distribution of intelligence; security 
research and development; international passenger screening; customs; 
and agriculture. It also has law enforcement powers and the authority 
to issue regulations, including in cases of national emergency, without 
a notice or comment period. It can also assess civil penalties for such 
failures as well as institute proceedings for the imposition and collection 
of monetary fines for the violation of certain regulations.

Taxes & Fees – The airline industry is one of the most heavily taxed 
in the U.S., with taxes and fees accounting for approximately 17% of 
the total fare charged to a customer. Airlines are obligated to fund all of 
these taxes and fees regardless of their ability to pass these charges on 
to the customer. The TSA sets the September 11, or 9/11, Security Fee 
which is passed to the customer. On July 21, 2014, the 9/11 Security 
Fee was increased from $2.50 per enplanement, with a maximum of $5 
per one-way trip, to $5.60 per enplanement, regardless of the number of 
connecting flights. On December 19, 2014, the fee was amended and a 
round trip was limited to a maximum of $11.20. Effective December 28, 
2015, the APHIS Aircraft Inspection fee increased from $70.75 to $225 
per international aircraft arriving in the U.S.

PART I  
ITEM 1 Business

State and Local – We are subject to state and local laws and regulations 
in a number of states in which we operate and the regulations of various 
local authorities operating the airports we serve.

Airport Access – JFK, LaGuardia, Newark and Reagan National are Slot-
controlled airports subject to the “High Density Rule” and successor rules 
issued by the FAA. These rules were implemented due to the high volume 
of traffic at these popular airports located in the northeast corridor airspace. 
The rules limit the air traffic in and out of these airports during specific times; 
however, even with the rules in place, delays remain among the highest in 
the nation due to continuing airspace congestion. We additionally have Slots 
at other Slot-controlled airports governed by unique local ordinances not 
subject to the High Density Rule, including Westchester County Airport in 
White Plains, NY and Long Beach (California) Municipal Airport.

Airport Infrastructure – The northeast corridor of the U.S. contains some 
of the most congested airspaces in the world. The airports in this region 
are some of the busiest in the country, the majority of which are more than 
60 years old. Due to high usage and aging infrastructure, issues arise at 
these airports that are not necessarily seen in other parts of the country. 
At JFK, the recent completion of high-speed taxiways, in addition to the 
runway renovations finished in 2015, enables landing aircraft the ability to 
exit the runway faster. The Unified Terminal Structure project at LaGuardia 
has been delayed and is still pending final approval which is expected in 
early 2016. Once underway, it is expected to open to passengers in 2019.

Foreign Operations – International air transportation is subject to extensive 
government regulation. The availability of international routes to U.S. 
airlines is regulated by treaties and related agreements between the U.S. 
and foreign governments. We currently operate international service to 
Antigua and Barbuda, Aruba, the Bahamas, Barbados, Bermuda, the 
Cayman Islands, Colombia, Costa Rica, Curaçao, the Dominican Republic, 
Grenada, Haiti, Jamaica, Mexico, Peru, Saint Lucia, St. Maarten, Trinidad 
and Tobago and the Turks and Caicos Islands. As previously announced, 
during 2016 we plan to begin service to Ecuador. To the extent we seek to 
provide air transportation to additional international markets in the future, 
we would be required to obtain necessary authority from the DOT and the 
applicable foreign government.

We believe we are operating in material compliance with DOT, FAA, TSA 
and applicable international regulations as well as hold all necessary 
operating and airworthiness authorizations and certificates. Should any 
of these authorizations or certificates be modified, suspended or revoked, 
our business could be materially adversely affected.

Other

Environmental – We are subject to various federal, state and local laws 
relating to the protection of the environment. This includes the discharge 
or disposal of materials and chemicals as well as the regulation of aircraft 
noise administered by numerous state and federal agencies.

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, including San Diego and Long Beach airports in 
California, have established restrictions to limit noise which can include 
limits on the number of hourly or daily operations and the time of such 
operations. These limitations are intended to protect the local noise-
sensitive communities surrounding the airport. Our scheduled flights 
at Long Beach and San Diego are in compliance with the noise curfew 
limits, but on occasion when we experience irregular operations we may 
violate these curfews. We have agreed to a payment structure with the 
Long Beach City Prosecutor for any violations which we pay quarterly to 
the Long Beach Public Library Foundation. The payment is based on the 
number of infractions in the preceding quarter. This local ordinance has not 
had, and we believe it will not have, a negative effect on our operations.

13

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART I  
ITEM 1A Risk Factors

We use our JetBlue Sustainability program on www.jetblue.com/green/ to 
educate our customers and Crewmembers about environmental issues 
and to inform the public about our environmental protection initiatives. 
Our most recent corporate sustainability report for 2015 is available on 
our website and addresses our environmental programs, including those 
aimed at curbing greenhouse emissions, our recycling efforts and our 
focus on corporate social responsibility.

Foreign Ownership – Under federal law and DOT regulations, we must 
be controlled by U.S. citizens. In this regard, our president and at least 
two-thirds of our board of directors must be U.S. citizens. Further, no 
more than 24.99% of our outstanding common stock may be voted by 
non-U.S. citizens. We believe we are currently in compliance with these 
ownership provisions.

Other Regulations – All airlines are subject to certain provisions of 
the Communications Act of 1934 due to their extensive use of radio 
and other communication facilities. They are also required to obtain an 
aeronautical radio license from the FCC. To the extent we are subject 
to FCC requirements, we take all necessary steps to comply with those 
requirements.

Our labor relations are covered under Title II of the Railway Labor Act of 
1926 and are subject to the jurisdiction of the NMB. In addition, during 
periods of fuel scarcity, access to aircraft fuel may be subject to federal 
allocation regulations.

Where You Can Find Other Information

Civil Reserve Air Fleet – We are a participant in the Civil Reserve Air 
Fleet Program, which permits the U.S. Department of Defense to utilize 
our aircraft during national emergencies when the need for military airlift 
exceeds the capability of military aircraft. By participating in this program, 
we are eligible to bid on and be awarded peacetime airlift contracts with 
the military.

Insurance

We carry insurance of types customary in the airline industry and at amounts 
deemed adequate to protect us and our property as well as comply with 
both federal regulations and certain credit and lease agreements. As a result 
of the terrorist attacks of September 11, 2001, aviation insurers significantly 
reduced the amount of insurance coverage available to commercial airlines 
for liability to persons other than employees or passengers for claims 
resulting from acts of terrorism, war or similar events. This is known as war 
risk coverage. At the same time, these insurers significantly increased the 
premiums for aviation insurance in general. The U.S. government agreed 
to provide commercial war-risk insurance for U.S. based airlines, covering 
losses to employees, passengers, third parties and aircraft. Prior to the 
end of U.S. government war-risk insurance coverage, JetBlue obtained 
comparable coverage in the commercial market starting in 2014 as part 
of our overall hull and liability insurance coverage.

Our website is www.jetblue.com. Information contained on our website is 
not part of this Report. Information we furnish or file with the SEC, including 
our Annual Reports on Form 10-K, Quarterly Reports on Form 10-Q, Current 
Reports on Form 8-K and any amendments to or exhibits included in these 
reports are available for download, free of charge, on our website soon after 
such reports are filed with or furnished to the SEC. Our SEC filings, including 
exhibits filed therewith, are also available at the SEC’s website at www.sec.

gov. You may obtain and copy any document we furnish or file with the 
SEC at the SEC’s public reference room at 100 F Street, NE, Room 1580, 
Washington, D.C. 20549. You may obtain information on the operation of 
the SEC’s public reference facilities by calling the SEC at 1-800-SEC-0330. 
You may request copies of these documents, upon payment of a duplicating 
fee, by writing to the SEC at its principal office at 100 F Street, NE, Room 
1580, Washington, D.C. 20549.

ITEM 1A. Risk Factors

Risks Related to JetBlue

We operate in an extremely competitive industry.

The domestic airline industry is characterized by low profit margins, high 
fixed costs and significant price competition in an increasingly concentrated 
competitive field. We currently compete with other airlines on all of our routes. 
Most of our competitors are larger and have greater financial resources 
and name recognition than we do. Following our entry into new markets 
or expansion of existing markets, some of our competitors have chosen 
to add service or engage in extensive price competition. Unanticipated 
shortfalls in expected revenues as a result of price competition or in the 
number of passengers carried would negatively impact our financial results 
and harm our business. The extremely competitive nature of the airline 
industry could prevent us from attaining the level of passenger traffic or 
maintaining the level of fares required to maintain profitable operations in 
new and existing markets and could impede our profitable growth strategy, 
which would harm our business.

Furthermore, there have been numerous mergers and acquisitions within 
the airline industry including the combinations of American Airlines and US 
Airways, United Airlines and Continental Airlines, and Southwest Airlines 
and AirTran Airways. The industry composition may continue to change. 

Any business combination could significantly alter industry conditions 
and competition within the airline industry and could cause fares of our 
competitors to be reduced. Additionally, if a traditional network airline 
were to fully develop a low cost structure, or if we were to experience 
increased competition from low cost carriers, our business could be 
materially adversely affected.

Our business is highly dependent on the availability of fuel and fuel is 
subject to price volatility.

Our results of operations are heavily impacted by the price and availability 
of fuel. Fuel costs comprise a substantial portion of our total operating 
expenses. Historically, fuel costs have been subject to wide price fluctuations 
based on geopolitical factors as well as supply and demand. The availability 
of fuel is not only dependent on crude oil but also on refining capacity. 
When even a small amount of the domestic or global oil refining capacity 
becomes unavailable, supply shortages can result for extended periods of 
time. The availability of fuel is also affected by demand for home heating 
oil, gasoline and other petroleum products, as well as crude oil reserves, 
dependence on foreign imports of crude oil and potential hostilities in 
oil producing areas of the world. Because of the effects of these factors 

14

JETBLUE AIRWAYS CORPORATION - 2015 Annual Reporton the price and availability of fuel, the cost and future availability of fuel 
cannot be predicted with any degree of certainty.

Our aircraft fuel purchase agreements do not protect us against price 
increases or guarantee the availability of fuel. Additionally, some of our 
competitors may have more leverage than we do in obtaining fuel. We 
have and may continue to enter into a variety of option contracts and 
swap agreements for crude oil, heating oil, and jet fuel to partially protect 
against significant increases in fuel prices. However, such contracts and 
agreements do not completely protect us against price volatility, are limited 
in volume and duration in the respective contract, and can be less effective 
during volatile market conditions and may carry counterparty risk. Under 
the fuel hedge contracts we may enter from time to time, counterparties 
to those contracts may require us to fund the margin associated with any 
loss position on the contracts if the price of crude oil falls below specified 
benchmarks. Meeting our obligations to fund these margin calls could 
adversely affect our liquidity.

Due to the competitive nature of the domestic airline industry, at times we 
have not been able to adequately increase our fares to offset the increases 
in fuel prices nor may we be able to do so in the future. Future fuel price 
increases, continued high fuel price volatility or fuel supply shortages may 
result in a curtailment of scheduled services and could have a material 
adverse effect on our financial condition and results of operations.

We have a significant amount of fixed obligations and we will incur 
significantly more fixed obligations which could harm our ability to service 
our current obligations or satisfy future fixed obligations.

As of December 31, 2015, our debt of $1.84 billion accounted for 36% of our 
total capitalization. In addition to long-term debt, we have a significant amount 
of other fixed obligations under operating leases related to our aircraft, airport 
terminal space, other facilities and office space. As of December 31, 2015, 
future minimum payments under noncancelable leases and other financing 
obligations were approximately $4.91 billion for 2016 through 2020 and an 
aggregate of $2.06 billion for the years thereafter. T5 at JFK is under a lease 
with the PANYNJ that ends on the 28th anniversary of the date of beneficial 
occupancy of T5i. The minimum payments under this lease are being accounted 
for as a financing obligation and have been included in the future minimum 
payment totals above.

As of December 31, 2015, we had commitments of approximately $6.91 billion 
to purchase 115 additional aircraft, ten spare engines and various aircraft 
modifications through 2023, including estimated amounts for contractual price 
escalations. We may incur additional debt and other fixed obligations as we 
take delivery of new aircraft and other equipment and continue to expand into 
new markets. In an effort to limit the incurrence of significant additional debt, 
we may seek to defer some of our scheduled deliveries, sell or lease aircraft 
to others, or pay cash for new aircraft, to the extent necessary or possible. 
The amount of our existing debt, and other fixed obligations, and potential 
increases in the amount of our debt and other fixed obligations could have 
important consequences to investors and could require a substantial portion 
of cash flows from operations for debt service payments, thereby reducing 
the availability of our cash flow to fund working capital, capital expenditures 
and other general corporate purposes.

Our level of debt and other fixed obligations could:

•• impact our ability to obtain additional financing to support capital expansion 
plans and for working capital and other purposes on acceptable terms 
or at all;

•• divert substantial cash flow from our operations, execution of our 
commercial initiatives and expansion plans in order to service our fixed 
obligations;

•• require us to incur significantly more interest expense than we currently 
do if rates were to increase, since approximately 24% of our debt has 
floating interest rates; and

•• place us at a possible competitive disadvantage compared to less 
leveraged competitors and competitors with better access to capital 
resources or more favorable terms.

PART I  
ITEM 1A Risk Factors

Our ability to make scheduled payments on our debt and other fixed 
obligations will depend on our future operating performance and cash flows, 
which in turn will depend on prevailing economic and political conditions 
and financial, competitive, regulatory, business and other factors, many 
of which are beyond our control. We are principally dependent upon 
our operating cash flows and access to the capital markets to fund our 
operations and to make scheduled payments on debt and other fixed 
obligations. We cannot assure you we will be able to generate sufficient 
cash flows from our operations or from capital market activities to pay 
our debt and other fixed obligations as they become due. If we fail to do 
so our business could be harmed. If we are unable to make payments on 
our debt and other fixed obligations, we could be forced to renegotiate 
those obligations or seek to obtain additional equity or other forms of 
additional financing.

Our level of indebtedness may limit our ability to incur additional debt 
to obtain future financing needs.

We typically finance our aircraft through either secured debt or lease 
financing and recently through cash from operations. The impact on 
financial institutions from the global economic conditions may adversely 
affect the availability and cost of credit to JetBlue as well as to prospective 
purchasers of our aircraft should we undertake to sell in the future, including 
financing commitments we have already obtained for purchases of new 
aircraft or financing or refinancing of existing aircraft. To the extent we 
finance our activities with additional debt, we may become subject to 
financial and other covenants that may restrict our ability to pursue our 
strategy or otherwise constrain our operations.

Our maintenance costs will increase as our fleet ages.

Our maintenance costs will increase as our fleet ages. In the past, we have 
incurred lower maintenance expenses because most of the parts on our 
aircraft were under multi-year warranties and many of these warranties 
have expired. If any maintenance provider with whom we have a flight 
hour agreement fails to perform or honor such agreements, we will incur 
higher interim maintenance costs until we negotiate new agreements.

Furthermore, as our fleet ages, we expect to implement various fleet 
modifications over the next several years to ensure our aircraft’s continued 
efficiency, modernization, brand consistency and safety. Our plans to 
restyle our Airbus aircraft with new cabins, for example, may require 
significant modification time. These fleet modifications may require significant 
investment over several years, including taking aircraft out of service for 
several weeks at a time.

Our salaries, wages and benefits costs will increase as our workforce ages.

As our employees’ tenure with JetBlue matures, our salaries, wages and 
benefits costs increase. As our overall workforce ages, we expect our 
medical and related benefits to increase as well, despite an increased 
corporate focus on Crewmember wellness.

We may be subject to unionization, work stoppages, slowdowns or 
increased labor costs and the unionization of the Company’s pilots could 
result in increased labor costs.

Our business is labor intensive and the unionization of any of our employees 
could result in demands that may increase our operating expenses and 
adversely affect our financial condition and results of operations. Any of 
the different crafts or classes of our employees could unionize at any time, 
which would require us to negotiate in good faith with the employee group’s 
certified representative concerning a collective bargaining agreement. 
In addition, we may be subject to disruptions by unions protesting the 
non-union status of our other employees. Any of these events would be 
disruptive to our operations and could harm our business.

In general, unionization has increased costs in the airline industry. On April 22,  
2014, approximately 74% of our pilots voted to be represented by the 
Airlines Pilot Association, or ALPA. During 2015, we began negotiations 
with the union regarding a collective bargaining agreement. If we are unable 
to reach agreement on the terms of a collective bargaining agreement in 

15

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART I  
ITEM 1A Risk Factors

the future, or we experience wide-spread employee dissatisfaction, we 
could be subject to adverse actions. Any of these events could result in 
increased labor costs or reduced efficiency, which could have a material 
adverse effect on the Company’s business, financial condition and results 
of operations.

There are risks associated with our presence in some of our international 
emerging markets, including political or economic instability and failure 
to adequately comply with existing legal and regulatory requirements.

Expansion to new international emerging markets may have risks due to 
factors specific to those markets. Emerging markets are countries which 
have less developed economies and are vulnerable to economic and political 
instability, such as significant fluctuations in gross domestic product, interest 
and currency exchange rates, civil disturbances, government instability, 
nationalization and expropriation of private assets, trafficking and the 
imposition of taxes or other charges by governments. The occurrence of 
any of these events in markets served by us and the resulting instability 
may adversely affect our business.

We have expanded and expect to continue to expand our service to 
countries in the Caribbean and Latin America, some of which have less 
developed legal systems, financial markets, and business and political 
environments than the United States, and therefore present greater 
political, legal, regulatory, economic and operational risks. We emphasize 
legal compliance and have implemented and continue to implement and 
refresh policies, procedures and certain ongoing training of employees 
with regard to business ethics, anti-corruption policies and many key legal 
requirements; however, there can be no assurance our employees or third 
party service providers in such locations will adhere to our code of business 
conduct, anti-corruption policies, other Company policies, or other legal 
requirements. If we fail to enforce our policies and procedures properly 
or maintain adequate record-keeping and internal accounting practices 
to accurately record our transactions, we may be subject to sanctions. 
In the event we believe or have reason to believe our employees have or 
may have violated applicable laws or regulations, we may be subject to 
investigation costs, potential penalties and other related costs which in 
turn could negatively affect our reputation, and our results of operations 
and cash flow.

In addition, to the extent we continue to grow our business both domestically 
and internationally, opening new markets requires us to commit a substantial 
amount of resources even before the new services commence. Expansion 
is also dependent upon our ability to maintain a safe and secure operation 
and requires additional personnel, equipment and facilities.

Our high aircraft utilization rate helps us keep our costs low, but also 
makes us vulnerable to delays and cancellations in our operating regions; 
such delays and cancellations could reduce our profitability.

We maintain a high daily aircraft utilization rate which is the amount of 
time our aircraft spend in the air carrying passengers. High daily aircraft 
utilization is achieved in part by reducing turnaround times at airports so 
we can fly more hours on average in a day. Aircraft utilization is reduced by 
delays and cancellations from various factors, many of which are beyond 
our control, including adverse weather conditions, security requirements, 
air traffic congestion and unscheduled maintenance. The majority of our 
operations are concentrated in the Northeast and Florida, which are 
particularly vulnerable to weather and congestion delays. Reduced aircraft 
utilization may limit our ability to achieve and maintain profitability as well 
as lead to customer dissatisfaction.

due to airport congestion which has adversely affected our operating 
performance and results of operations. Our business could be further 
harmed by an increase in the amount of direct competition we face in the 
New York metropolitan market or by continued or increased congestion, 
delays or cancellations. Our business would also be harmed by any 
circumstances causing a reduction in demand for air transportation in the 
New York metropolitan area, such as adverse changes in local economic 
conditions, health concerns, negative public perception of New York City, 
terrorist attacks or significant price or tax increases linked to increases in 
airport access costs and fees imposed on passengers.

We rely heavily on automated systems to operate our business; any 
failure of these systems could harm our business.

We are dependent on automated systems and technology to operate our 
business, enhance the JetBlue Experience and achieve low operating 
costs. The performance and reliability of our automated systems and 
data centers is critical to our ability to operate our business and compete 
effectively. These systems include our computerized airline reservation 
system, flight operations system, telecommunications systems, website, 
maintenance systems, check-in kiosks, and our primary and redundant 
data centers. Our website and reservation system must be able to 
securely accommodate a high volume of traffic and deliver important flight 
information. These systems require upgrades or replacement periodically, 
which involve implementation and other operational risks. Our business 
may be harmed if we fail to operate, replace or upgrade our systems or 
data center infrastructure successfully.

We rely on our third party providers of our current automated systems and 
data center infrastructure for technical support. If our current providers 
were to fail to adequately provide technical support for any one of our key 
existing systems or if new or updated components were not integrated 
smoothly, we could experience service disruptions, which could result in the 
loss of important data, increase our expenses, decrease our revenues and 
generally harm our business and reputation. Furthermore, our automated 
systems cannot be completely protected against events beyond our 
control, including natural disasters, computer viruses, cyber-attacks, other 
security breaches, or telecommunications failures. Substantial or sustained 
system failures could impact customer service and result in our customers 
purchasing tickets from other airlines. We have implemented security 
measures and change control procedures and have disaster recovery 
plans. We also require our third party providers to have disaster recovery 
plans; however, we cannot assure you these measures are adequate to 
prevent disruptions, which, if they were to occur, could result in the loss 
of important data, increase our expenses, decrease our revenues and 
generally harm our business and reputation.

We may be impacted by increases in airport expenses relating to 
infrastructure and facilities.

In order to operate within our current markets as well as continue to grow 
in new markets, we must be able to obtain adequate infrastructure and 
facilities within the airports we serve. This includes gates, check-in facilities, 
operations facilities and landing slots, where applicable. The costs associated 
with these airports are often negotiated on a short-term basis with the airport 
authority and we could be subject to increases in costs on a regular basis 
with or without our approval.

In addition, our operations concentrated in older airports may be harmed 
if the infrastructure at those older airports fails to operate as expected due 
to age, overuse or significant unexpected weather events.

Our business is highly dependent on the New York metropolitan market 
and increases in competition or congestion or a reduction in demand 
for air travel in this market, or governmental reduction of our operating 
capacity at JFK, would harm our business.

We are highly dependent on the New York metropolitan market where we 
maintain a large presence with approximately one-half of our daily flights 
having JFK, LaGuardia, Newark, Westchester County Airport or Newburgh’s 
Stewart International Airport as either their origin or destination. We have 
experienced an increase in flight delays and cancellations at these airports 

Extended interruptions or disruptions in service at one or more of our 
focus cities could have a material adverse impact on our operations.

Our business is heavily dependent on our operations in the New York 
Metropolitan area, particularly at JFK, and at our other focus cities in 
Boston, Orlando, Fort Lauderdale, the Los Angeles basin and San Juan, 
Puerto Rico. Each of these operations includes flights that gather and 
distribute traffic to other major cities. A significant interruption or disruption 
in service at one or more of our focus cities could have a serious impact 
on our business, financial condition and results of operations.

16

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportOur reputation and business may be harmed and we may be subject to 
legal claims if there is loss, unlawful disclosure or misappropriation of, or 
unsanctioned access to, our customers’, employees’, business partners’ 
or our own information or other breaches of our information security.

We make extensive use of online services and centralized data processing, 
including through third party service providers. The secure maintenance and 
transmission of customer and employee information is a critical element 
of our operations. Our information technology and other systems and 
those of service providers or business partners, that maintain and transmit 
customer information, may be compromised by a malicious third party 
penetration of our network security, or of a third party service provider 
or business partner, or impacted by deliberate or inadvertent actions or 
inactions by our employees, or those of a third party service provider or 
business partner. As a result, personal information may be lost, disclosed, 
accessed or taken without consent.

We transmit confidential credit card information by way of secure private 
retail networks and rely on encryption and authentication technology licensed 
from third parties to provide the security and authentication necessary to 
effect secure transmission and storage of confidential information, such 
as customer credit card information. The Company has made significant 
efforts to secure its computer network. If any compromise of our security 
or computer network were to occur, it could have a material adverse effect 
on the reputation, business, operating results and financial condition of 
the Company, and could result in a loss of customers. Additionally, any 
material failure by the Company to achieve or maintain compliance with 
the Payment Card Industry, or PCI, security requirements or rectify a 
security issue may result in fines and the imposition of restrictions on the 
Company’s ability to accept credit cards as a form of payment.

Any such loss, disclosure or misappropriation of, or access to, customers’, 
employees’ or business partners’ information or other breach of our 
information security can result in legal claims or legal proceedings, including 
regulatory investigations and actions, may have a negative impact on 
our reputation, may lead to regulatory enforcement actions against us, 
and may materially adversely affect our business, operating results and 
financial condition. Furthermore, the loss, disclosure or misappropriation 
of our business information may materially adversely affect our business, 
operating results and financial condition. The regulations in this area are 
developing and evolving. International regulation adds complexity as we 
expand our service and include more passengers from other countries.

Data security compliance requirements could increase our costs, and 
any significant data breach could disrupt our operations and harm our 
reputation, business, results of operations and financial condition.

Our business requires the appropriate and secure utilization of customer, 
employee, business partner and other sensitive information. We cannot 
be certain that advances in criminal capabilities (including cyber-attacks or 
cyber intrusions over the Internet, malware, computer viruses and the like), 
discovery of new vulnerabilities or attempts to exploit existing vulnerabilities 
in our systems, other data thefts, physical system or network break-ins 
or inappropriate access, or other developments will not compromise or 
breach the technology protecting the networks that access and store 
sensitive information. The risk of a security breach or disruption, particularly 
through cyber-attack or cyber intrusion, including by computer hackers, 
foreign governments and cyber terrorists, has increased as the number, 
intensity and sophistication of attempted attacks and intrusions from 
around the world have increased. Furthermore, there has been heightened 
legislative and regulatory focus on data security in the U.S. and abroad, 
including requirements for varying levels of customer notification in the 
event of a data breach.

In addition, [many] of our commercial partners, including credit card 
companies, have imposed data security standards that we must meet. 
In particular, we are required by the Payment Card Industry Security 
Standards Council, founded by the credit card companies, to comply 
with their highest level of data security standards. While we continue 
our efforts to meet these standards, new and revised standards may be 
imposed that may be difficult for us to meet and could increase our costs.

PART I  
ITEM 1A Risk Factors

A significant data security breach or our failure to comply with applicable 
U.S. or foreign data security regulations or other data security standards 
may expose us to litigation, claims for contract breach, fines, sanctions or 
other penalties, which could disrupt our operations, harm our reputation 
and materially and adversely affect our business, results of operations and 
financial condition. Failure to address these issues appropriately could 
also give rise to additional legal risks, which, in turn, could increase the 
size and number of litigation claims and damages asserted or subject us 
to enforcement actions, fines and penalties and cause us to incur further 
related costs and expenses.

Our liquidity could be adversely impacted in the event one or more of our 
credit card processors were to impose material reserve requirements 
for payments due to us from credit card transactions.

We currently have agreements with organizations that process credit 
card transactions arising from purchases of air travel tickets by our 
customers. Credit card processors have financial risk associated with 
tickets purchased for travel which can occur several weeks after the 
purchase. Our credit card processing agreements provide for reserves 
to be deposited with the processor in certain circumstances. We do 
not currently have reserves posted for our credit card processors. If 
circumstances were to occur requiring us to deposit reserves, the 
negative impact on our liquidity could be significant which could materially 
adversely affect our business.

If we are unable to attract and retain qualified personnel or fail to maintain 
our company culture, our business could be harmed.

We compete against the other major U.S. airlines for pilots, mechanics and 
other skilled labor; some of them offer wage and benefit packages exceeding 
ours. As more pilots in the industry approach mandatory retirement age, 
the U.S. airline industry may be affected by a pilot shortage. We may be 
required to increase wages and/or benefits in order to attract and retain 
qualified personnel or risk considerable employee turnover. If we are unable 
to hire, train and retain qualified employees, our business could be harmed 
and we may be unable to implement our growth plans.

In addition, as we hire more people and grow, we believe it may be increasingly 
challenging to continue to hire people who will maintain our company culture. 
One of our competitive strengths is our service-oriented company culture 
which emphasizes friendly, helpful, team-oriented and customer-focused 
employees. Our company culture is important to providing high quality 
customer service and having a productive workforce in order to help keep 
our costs low. As we continue to grow, we may be unable to identify, hire 
or retain enough people who meet the above criteria, including those in 
management or other key positions. Our company culture could otherwise 
be adversely affected by our growing operations and geographic diversity. 
If we fail to maintain the strength of our company culture, our competitive 
ability and our business may be harmed.

Our results of operations fluctuate due to seasonality, weather and 
other factors.

We expect our quarterly operating results to fluctuate due to seasonality 
including high vacation and leisure demand occurring on the Florida 
routes between October and April and on our western routes during the 
summer. Actions of our competitors may also contribute to fluctuations 
in our results. We are more susceptible to adverse weather conditions, 
including snow storms and hurricanes, as a result of our operations 
being concentrated on the East Coast, than some of our competitors. 
Our Florida and Caribbean operations are subject to hurricanes. As we 
enter new markets we could be subject to additional seasonal variations 
along with any competitive responses to our entry by other airlines. Price 
changes in aircraft fuel as well as the timing and amount of maintenance 
and advertising expenditures also impact our operations. As a result of 
these factors, quarter-to-quarter comparisons of our operating results 
may not be a good indicator of our future performance. In addition, it is 
possible in any future period our operating results could be below the 
expectations of investors and any published reports or analysis regarding 
JetBlue. In such an event, the price of our common stock could decline, 
perhaps substantially.

17

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART I  
ITEM 1A Risk Factors

We are subject to the risks of having a limited number of suppliers for 
our aircraft, engines and our Fly-Fi™ product.

An ownership change could limit our ability to use our net operating loss 
carryforwards for U.S. income tax purposes.

Our current dependence on three types of aircraft and engines for all of 
our flights makes us vulnerable to significant problems associated with the 
International Aero Engines, or IAE V2533-A5 engine on our Airbus A321 fleet, 
the International Aero Engines, or IAE V2527-A5 engine on our Airbus A320 
fleet and the General Electric Engines CF34-10 engine on our Embraer E190 
fleet. This could include design defects, mechanical problems, contractual 
performance by the manufacturers, or adverse perception by the public which 
would result in customer avoidance or in actions by the FAA resulting in an 
inability to operate our aircraft. Carriers operating a more diversified fleet are 
better positioned than we are to manage such events.

Our Fly-Fi™ service uses technology and satellite access through our 
agreement with LiveTV, LLC. An integral component of the Fly-Fi™ system 
is the antenna, which is supplied to us by LiveTV. If LiveTV were to stop 
supplying us with its antennas for any reason, we would have to incur 
significant costs to procure an alternate supplier. Additionally, if the satellites 
Fly-Fi™ uses were to become inoperable for any reason, we would have 
to incur significant costs to replace the service.

Our reputation and financial results could be harmed in the event of an 
accident or incident involving our aircraft.

An accident or incident involving one of our aircraft could involve significant 
potential claims of injured passengers or others in addition to repair or 
replacement of a damaged aircraft and its consequential temporary or 
permanent loss from service. We are required by the DOT to carry liability 
insurance. Although we believe we currently maintain liability insurance in 
amounts and of the type generally consistent with industry practice, the 
amount of such coverage may not be adequate and we may be forced to 
bear substantial losses from an accident. Substantial claims resulting from 
an accident in excess of our related insurance coverage would harm our 
business and financial results. Moreover, any aircraft accident or incident, 
even if fully insured, could cause a public perception we are less safe or 
reliable than other airlines which would harm our business.

Risks Associated with the Airline Industry

The airline industry is particularly sensitive to changes in economic 
condition.

Fundamental and permanent changes in the domestic airline industry have 
been ongoing over the past several years as a result of several years of 
repeated losses, among other reasons. These losses resulted in airlines 
renegotiating or attempting to renegotiate labor contracts, reconfiguring flight 
schedules, furloughing or terminating employees, as well as considering 
other efficiency and cost-cutting measures. Despite these actions, several 
airlines have reorganized under Chapter 11 of the U.S. Bankruptcy Code 
to permit them to reduce labor rates, restructure debt, terminate pension 
plans and generally reduce their cost structure. Since 2005, the U.S. airline 
industry has experienced significant consolidation and liquidations. The 
global economic recession and related unfavorable general economic 
conditions, such as higher unemployment rates, a constrained credit 
market, housing-related pressures, and increased business operating costs 
can reduce spending for both leisure and business travel. Unfavorable 
economic conditions could also impact an airline’s ability to raise fares to 
counteract increased fuel, labor, and other costs. It is possible that further 
airline reorganizations, consolidation, bankruptcies or liquidations may 
occur in the current global economic environment, the effects of which 
we are unable to predict. We cannot assure you the occurrence of these 
events, or potential changes resulting from these events, will not harm 
our business or the industry.

A future act of terrorism, the threat of such acts or escalation of U.S. 
military involvement overseas could adversely affect our industry.

Acts of terrorism, the threat of such acts or escalation of U.S. military 
involvement overseas could have an adverse effect on the airline industry. 

As of December 31, 2015, we had approximately $65 million of federal net 
operating loss carryforwards for U.S. income tax purposes that begin to 
expire in 2033. Section 382 of the Internal Revenue Code imposes limitations 
on a corporation’s ability to use its net operating loss carryforwards if it 
experiences an “ownership change.” Similar rules and limitations may 
apply for state income tax purposes. In the event an “ownership change” 
were to occur in the future, our ability to utilize our net operating losses 
could be limited.

Our business depends on our strong reputation and the value of the 
JetBlue brand.

The JetBlue brand name symbolizes high-quality friendly customer 
service, innovation, fun, and a pleasant travel experience. JetBlue is a 
widely recognized and respected global brand; the JetBlue brand is one 
of our most important and valuable assets. The JetBlue brand name and 
our corporate reputation are powerful sales and marketing tools and we 
devote significant resources to promoting and protecting them. Adverse 
publicity, whether or not justified, relating to activities by our employees, 
contractors or agents could tarnish our reputation and reduce the value of 
our brand. Damage to our reputation and loss of brand equity could reduce 
demand for our services and thus have an adverse effect on our financial 
condition, liquidity and results of operations, as well as require additional 
resources to rebuild our reputation and restore the value of our brand.

We may be subject to competitive risks due to the long term nature of 
our fleet order book.

At present, we have existing aircraft commitments through 2023. As 
technological evolution occurs in our industry, through the use of composites 
and other innovations, we may be competitively disadvantaged because 
we have existing extensive fleet commitments that would prohibit us from 
adopting new technologies on an expedited basis.

In the event of a terrorist attack, whether or not successful, the industry 
would likely experience increased security requirements and significantly 
reduced demand. We cannot assure you these actions, or consequences 
resulting from these actions, will not harm our business or the industry.

Changes in government regulations imposing additional requirements 
and restrictions on our operations could increase our operating costs 
and result in service delays and disruptions.

Airlines are subject to extensive regulatory and legal requirements, both 
domestically and internationally, involving significant compliance costs. In 
the last several years, Congress has passed laws, and the agencies of the 
federal government, including, but not limited to, the DOT, FAA, CBP and 
the TSA have issued regulations relating to the operation of airlines that have 
required significant expenditures. We expect to continue to incur expenses 
in connection with complying with government regulations. Additional laws, 
regulations, taxes and airport rates and charges have been proposed from 
time to time that could significantly increase the cost of airline operations or 
reduce the demand for air travel. If adopted or materially amended, these 
measures could have the effect of raising ticket prices, reducing air travel 
demand and/or revenue and increasing costs. We cannot assure you these 
and other laws or regulations enacted in the future will not harm our business.

In addition, the U.S. Environmental Protection Agency, or EPA, has proposed 
changes to underground storage tank regulations that could affect certain 
airport fuel hydrant systems. In addition to the proposed EPA and state 
regulations, several U.S. airport authorities are actively engaged in efforts 
to limit discharges of de-icing fluid to local groundwater, often by requiring 
airlines to participate in the building or reconfiguring of airport de-icing facilities.

18

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART I  
ITEM 2 Properties

Federal budget constraints or federally imposed furloughs due to budget 
negotiation deadlocks may adversely affect our industry, business, results 
of operations and financial position.

Many of our airline operations are regulated by governmental agencies, 
including the FAA, the DOT, the CBP, the TSA and others. If the federal 
government were to experience issues in reaching budgetary consensus in 
the future resulting in mandatory furloughs and/or other budget constraints, 
our operations and results of operations could be materially negatively 
impacted. The travel behaviors of the flying public could also be affected, 
which may materially adversely impact our industry and our business.

Compliance with future environmental regulations may harm our business.

Many aspects of airlines’ operations are subject to increasingly stringent 
environmental regulations, and growing concerns about climate change 
may result in the imposition of additional regulation. Since the domestic 
airline industry is increasingly price sensitive, we may not be able to 

recover the cost of compliance with new or more stringent environmental 
laws and regulations from our customers, which could adversely affect 
our business. Although it is not expected the costs of complying with 
current environmental regulations will have a material adverse effect on 
our financial position, results of operations or cash flows, no assurance 
can be made the costs of complying with environmental regulations in 
the future will not have such an effect.

We could be adversely affected by an outbreak of a disease or an 
environmental disaster that significantly affects travel behavior.

Any outbreak of a disease affecting travel behavior could have a material 
adverse impact on airlines. In addition, outbreaks of disease could result in 
quarantines of our personnel or an inability to access facilities or our aircraft, 
which could adversely affect our operations. Similarly, if an environmental 
disaster were to occur and adversely impact any of our destination cities, 
travel behavior could be affected and in turn, could materially adversely 
impact our business.

ITEM 1B. Unresolved Staff Comments

None.

ITEM 2.  Properties

Aircraft

As of December 31, 2015, we operated a fleet consisting of 25 Airbus A321 aircraft, 130 Airbus A320 aircraft and 60 Embraer E190 aircraft as summarized below:

Aircraft
Airbus A320
Airbus A321
Embraer E190

Seating 
Capacity
150(1)
190 / 159(2)
100

Owned
102
23
30
155

Capital  
Leased
4
2
—
6

Operating 
Leased
24
—
30
54

Total
130
25
60
215

Average Age  
in Years
10.3
1.1
7.2
8.3

(1)  During the fourth quarter 2015, we completed our agreement to buy out six of our aircraft leases for approximately $110 million.
(2)  Our Airbus A321 with a single cabin layout has a seating capacity of 190 seats. Our Airbus A321 with our Mint™ premium service has a seating capacity of 159 seats.

As of December 31, 2015, our aircraft leases have an average remaining term of approximately 7 years, with expiration dates between 2016 and 2026. We 
have the option to extend most of these leases for additional periods or to purchase the aircraft at the end of the related lease term. During January 2016, we 
extending our lease agreements for aircraft with original expirations dates during 2016. All but 61 of our 155 owned aircraft are subject to secured debt financing 
and all of our 33 spare engines are owned and unencumbered.

In November 2014, we amended our purchase agreement with Airbus by deferring 13 Airbus A321 aircraft deliveries and eight Airbus A320 aircraft deliveries 
from 2016-2020 to 2020-2023. Of these deferrals, ten Airbus A321 aircraft deliveries were converted to Airbus A321 new engine option (A321neo) and five 
Airbus A320neo aircraft deliveries were converted to Airbus A321neo aircraft. We additionally converted three Airbus A320 aircraft deliveries in 2016 to Airbus 
A321 aircraft. 

As of December 31, 2015, we had 115 aircraft on order scheduled for delivery through 2023. Our future aircraft delivery schedule is as follows:

Year
2016
2017
2018
2019
2020
2021
2022
2023
TOTAL

Airbus 
A320neo
—
—
—
—
6
16
3
—
25

Airbus  
A321
10
10
1
—
—
—
—
—
21

Airbus  
A321neo
—
—
6
15
9
—
13
2
45

Embraer  
E190
—
—
—
—
10
7
7
—
24

Total
10
10
7
15
25
23
23
2
115

19

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART I  
ITEM 3 Legal Proceedings

Ground Facilities

Airports

Other

All of our facilities at the airports we serve are under leases or other 
occupancy agreements. This space is leased directly or indirectly from the 
local airport authority on varying terms dependent on prevailing practices 
at each airport. Our terminal passenger service facilities consisting of 
ticket counters, gate space, operations support area and baggage service 
offices generally have agreement terms ranging from less than one year to 
five years. They can contain provisions for periodic adjustments of rental 
rates, landing fees and other charges applicable under the type of lease. 
Under some of these agreements we are responsible for the maintenance, 
insurance, utilities and certain other facility-related expenses and services.

A summary of our most significant lease agreements are:

•• JFK – We have a lease agreement with the PANYNJ for T5 and T5i. 
We have the option to terminate the agreement in 2033, five years prior 
to the end of the original scheduled lease term of October 2038. In 
December 2010, we executed a supplement to this lease agreement 
for the T6 property, our original base of operations at JFK, for a term of 
five years, which afforded us the exclusive right to develop on the T6 
property. In 2012, we commenced construction of T5i, an expansion of 
T5 that we use as an international arrivals facility. Another supplement 
of the original T5 lease was executed in 2013. The lease, as amended, 
now incorporates a total of approximately 19 acres of space for our T5 
facilities. The T5i section of T5 opened to customers in November 2014.

•• Boston – We had an initial five year lease agreement with Massport 
for five gates in Terminal C that started on May 1, 2005 and allowed 
JetBlue to grow to 11 gates by 2008. We negotiated an extension as of 
May 1, 2010 whereby the lease had 20 successive one-year automatic 
renewals, each from May 1 through to April 30. With the continued 
growth of our operations in Boston, we increased the number of leased 
gates from Massport to 16 and signed an amendment in May 2014 to 
lease an additional eight gates and related support spaces in Terminal 
C that were previously occupied by United Airlines. As of December 31, 
2015, we leased 21 gates in Terminal C. We plan to add the remaining 
three gates and related support spaces gradually to accommodate our 
operational needs.

We have entered into use arrangements at each of the airports we serve 
providing for the non-exclusive use of runways, taxiways and other airport 
facilities. Landing fees under these agreements are typically based on the 
number of aircraft landings and the weight of the aircraft.

We lease the following hangars and airport support facilities at our focus 
cities:

•• New York – At JFK we have a ground lease agreement which expires 
in 2030 for an aircraft maintenance hangar, an adjacent office and 
warehouse facility, and an adjacent storage facility for aircraft parts. 
These facilities accommodate our technical support operations. We 
also lease a building from the PANYNJ which is mainly used for ground 
equipment maintenance work.

•• Boston – We have a ground lease agreement which expires in 2017 for 
a building which includes an aircraft maintenance hangar and support 
space. We also have a lease for a facility to accommodate our ground 
support equipment maintenance.

•• Orlando – We have a ground lease agreement which expires in 2035 
for a hangar. Previously, the hangar was shared between LiveTV and 
JetBlue. When we sold LiveTV in June 2014, JetBlue took over the 
entire hangar complex. We also occupy a training center, JetBlue 
University, with a lease agreement expiring in 2035 which we use for 
the initial and recurrent training of our pilots and in-flight crew, as well 
as support training for our technical operations and airport crew. This 
facility is equipped with six full flight simulators, nine cabin trainers, a 
training pool, classrooms and support areas. In 2015, we opened the 
Lodge at OSC which is adjacent to JetBlue University and is used for 
lodging our Crewmembers when they attend training.

Our primary corporate offices are located in Long Island City, New York 
with our lease expiring in 2023. Our offices in Salt Lake City, Utah contain a 
core team of Crewmembers who are responsible for group sales, customer 
service, at-home reservation agent supervision, disbursements and certain 
other finance functions. The lease for our Salt Lake City facility expires in 
2022. We also maintain other facilities that are necessary to support our 
operations in the cities we serve.

ITEM 3.  Legal Proceedings

In the ordinary course of our business, we are party to various legal proceedings and claims which we believe are incidental to the operation of our 
business. Other than as described under Note 12 to our consolidated financial statements included in Part II, Item 8 of this Annual Report on Form 
10-K, we believe the ultimate outcome of these proceedings to which we are currently a party will not have a material adverse effect on our business, 
financial position, results of operations or cash flows.

ITEM 4.  Mine Safety Disclosures

Not applicable.

20

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II

ITEM 5.  Market for Registrant’s Common Equity; 
Related Stockholder Matters and Issuer 
Purchases of Equity Securities

Market Information and Stockholder Matters

Our common stock is traded on the NASDAQ Global Select Market under the symbol JBLU. The table below shows the high and low sales prices for 
our common stock.

2015 Quarter Ended
March 31
June 30
September 30
December 31
2014 Quarter Ended
March 31
June 30
September 30
December 31

High

Low

$ 19.58
21.83
27.02
26.86

$

9.37
10.88
12.73
15.90

$ 14.38
18.56
20.06
22.65

$

8.32
7.63
10.40
9.41

As of January 31, 2016, there were approximately 485 holders of record of our common stock.

We have not paid cash dividends on our common stock and have no current intention to do so. Any future determination to pay cash dividends would 
be at the discretion of our Board of Directors, subject to applicable limitations under Delaware law. This decision would be dependent upon our results 
of operations, financial condition and other factors deemed relevant by our Board of Directors.

Purchases of Equity Securities by the Issuer and Affiliated Purchases

In September 2012, the Board authorized a five year share repurchase program of up to 25 million shares. As of December 31, 2015, approximately 
3.5 million shares remain available for repurchase under the program. The program may be commenced or suspended from time to time without prior 
notice. Shares repurchased under our share repurchase program are purchased in open market transactions and are held as treasury stock. During 
2015, the following shares were repurchased under the program (in millions, except per share data):

Average price 
paid per share

Total Number of 
Shares Purchased
6.1(1)
0.7(1)
0.3
2.7
9.8

Period
June 2015
September 2015
October 2015
November 2015
TOTAL
(1)  On June 16, 2015, JetBlue entered into an accelerated share repurchase, or ASR, agreement with Goldman, Sachs & Co. paying $150 million for an initial delivery of approximately 
6.1 million shares. The term of the ASR concluded on September 15, 2015 with Goldman, Sachs & Co. delivering approximately 0.7 million additional shares to JetBlue on September 18, 2015. 
A total of approximately 6.8 million shares was repurchased under the agreement at an average price per share of $22.06. The total shares purchased by JetBlue were based on the volume 
weighted average prices of JetBlue’s common stock during the term of the ASR.

Total number of shares purchased as 
part of publicly announced program(2)
6.1
0.7
0.3
2.7
9.8

Maximum number of shares that may yet 
to be purchased under the program (2) (3)
7.2
6.5
6.2
3.5

$ 25.07
$ 25.78

21

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 5 Market for Registrant’s Common Equity; Related Stockholder Matters and Issuer Purchases of Equity Securities

(2) 

(3) 

In  September  2012,  the  Board  of  Directors  authorized  a  five  year  share  repurchase  program  of  up  to  25  million  shares,  under  which  we  have  repurchased  a  total  of  approximately 
21.5 million shares of our common stock at an average price of $15.19 per share as of December 31, 2015. We may adjust or change our share repurchase practices based on market 
conditions and other alternatives.
In September 2015, the Board of Directors authorized a three year repurchase program starting in 2016, of up to $250 million worth of shares. Shares authorized under this repurchase 
program are not included in this table.

Convertible Debt Redemption

In April 2015, holders of our 5.5% Convertible Debentures due 2038 (Series B) voluntarily converted approximately $26 million in principal amount into 
shares of our common stock at a rate of 225.2252 shares per $1,000 debenture for a total of approximately 5.8 million shares. During the fourth quarter 
of 2015, all holders elected to convert their remaining holdings of approximately $42 million in principal amount. As a result, we issued an additional 
9.4 million shares of our common stock.

In January 2016, Morgan Stanley terminated our share lending agreement and returned 1.4 million shares outstanding to us.

Stock Performance Graph

This performance graph shall not be deemed “filed” with the SEC or subject to Section 18 of the Exchange Act, nor shall it be deemed incorporated by 
reference in any of our filings under the Securities Act of 1933, as amended.

The following line graph compares the cumulative total stockholder return on our common stock with the cumulative total return of the Standard & 
Poor’s 500 Stock Index and the NYSE Arca Airline Index from December 31, 2011 to December 31, 2015. The comparison assumes the investment of 
$100 in our common stock and in each of the foregoing indices and reinvestment of all dividends. The stock performance shown represents historical 
performance and is not representative of future stock performance.

In $

480

430

380

330

280

230

180

130

80

12/31/11

12/31/12

12/31/13

12/31/14

12/31/15

JetBlue Airways Corporation

S&P 500 Stock Index

NYSE Arca Airline Index

JetBlue Airways Corporation
S&P 500 Stock Index
NYSE Arca Airline Index

$

12/31/2011
100
100
100

$

12/31/2012
110
113
136

$

12/31/2013
164
147
215

$

12/31/2014
305
164
321

$

12/31/2015
436
163
268

22

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportITEM 6.  Selected Financial Data

The following financial information for each of the prior five years ending on December 31 has been derived from our consolidated financial statements. 
This information should be read in conjunction with the consolidated financial statements and related notes thereto included elsewhere in this report.

PART II  
ITEM 6 Selected Financial Data

2015

2014

2013

2012

2011

$ 6,416

$

5,817

$

5,441

$

4,982

$

4,504

(in millions except per share data)
Statements of Operations Data
Operating revenues
Operating expenses:

Aircraft fuel and related taxes
Salaries, wages and benefits
Landing fees and other rents
Depreciation and amortization
Aircraft rent
Sales and marketing
Maintenance materials and repairs
Other operating expenses
Total operating expenses

Operating income
Other income (expense)(1)
Income before income taxes
Income tax expense
NET INCOME
Earnings per common share:

Basic
Diluted

1,348
1,540
342
345
122
264
490
749
5,200
1,216
(119)
1,097
420
677

2.15
1.98

$

$
$

1,912
1,294
321
320
124
231
418
682
5,302
515
108
623
222
401

1.36
1.19

$

$
$

$

$
$

Other Financial Data:
Operating margin
Pre-tax margin(1)
Ratio of earnings to fixed charges
Net cash provided by operating activities
Net cash used in investing activities
Net cash provided by (used in) financing activities
(1) In 2014, we had a gain of $241 million from the sale of LiveTV. Pre-tax margin excluding the gain on the sale of LiveTV is 6.6%.

19.0%
17.1%
5.71x
$ 1,598
(1,134)
(487)

8.9%
10.7%
3.59x
912
(379)
(417)

$

$

1,899
1,135
305
290
128
223
432
601
5,013
428
(149)
279
111
168

0.59
0.52

7.9%
5.1%
2.05x
758
(476)
(239)

1,806
1,044
277
258
130
204
338
549
4,606
376
(167)
209
81
128

0.45
0.40

7.5%
4.2%
1.75x
698
(867)
(322)

$

$
$

$

1,664
947
245
233
135
199
227
532
4,182
322
(177)
145
59
86

0.31
0.28

7.1%
3.2%
1.52x
614
(502)
96

$

$
$

$

23

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 6 Selected Financial Data

(in millions)
Balance Sheet Data (in millions):
Cash and cash equivalents
Investment securities
Total assets
Total long-term debt and capital leases
Common stockholders’ equity

$

2015

318
607
8,660
1,843
3,210

2015

$

2014

341
427
7,839
2,233
2,529

2014

$

2013

225
516
7,350
2,585
2,134

2013

$

2012

182
685
7,070
2,851
1,888

2012

$

2011

673
591
7,071
3,136
1,757

2011

26,370
30,698
37,232

30,463
35,836
42,824

35,101
41,711
49,258

28,956
33,563
40,075

32,078
37,813
44,994

84.7%
11.9
$ 167.89
14.13
11.96
13.03
10.56

Operating Statistics:
Revenue passengers (thousands)
Revenue passenger miles (millions)
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 and related 
taxes (cents)
Operating expense per ASM, excluding fuel, profit sharing 
and related taxes (cents)
Airline operating expense per ASM (cents)(1)
Departures
Average stage length (miles)
Average number of operating aircraft during period
Average fuel cost per gallon, including fuel taxes
Fuel gallons consumed (millions)
Average number of full-time equivalent crewmembers(1)
(1)  Excludes results of operations and employees of LiveTV, LLC, which were unrelated to our airline operations and are immaterial to our consolidated operating results. As of June 10, 2014, 

82.4%
11.7
$ 154.74
13.29
10.96
12.10
11.23

83.8%
11.8
$ 157.11
13.55
11.35
12.43
11.49

84.0%
11.8
$ 166.57
14.13
11.88
12.93
11.78

83.7%
11.9
$ 163.19
13.87
11.61
12.71
11.71

7.51
10.56
316,505
1,092
207.9
1.93
700
14,537

6.76
11.06
243,446
1,091
164.9
3.17
525
11,532

7.48
11.70
294,800
1,088
196.2
2.99
639
13,280

7.25
11.56
282,133
1,090
185.2
3.14
604
12,447

6.98
11.34
264,600
1,085
173.9
3.21
563
12,035

7.82

6.76

7.53

7.28

6.99

$

$

$

$

$

employees of LiveTV, LLC were no longer part of JetBlue.

Glossary of Airline terminology

Airline terminology used in this section and elsewhere in this Report:

 • Aircraft utilization – The average number of block hours operated per 

day per aircraft for the total fleet of aircraft.

 • Available seat miles – The number of seats available for passengers 

multiplied by the number of miles the seats are flown.

 • Average fare – The average one-way fare paid per flight segment by 

a revenue passenger.

 • Average fuel cost per gallon – Total aircraft fuel costs, including fuel 
taxes and effective portion of fuel hedging, divided by the total number 
of fuel gallons consumed.

 • Average stage length – The average number of miles flown per flight.

 • Load factor – The percentage of aircraft seating capacity actually utilized, 
calculated by dividing revenue passenger miles by available seat miles.

 • Operating expense per available seat mile – Operating expenses 

divided by available seat miles.

 • Operating expense per available seat mile, excluding fuel and related 
taxes – Operating expenses, less aircraft fuel and related taxes, divided 
by available seat miles.

 • Operating expense per available seat mile, excluding fuel, profit 
sharing and related taxes – Operating expenses, less aircraft fuel, profit 
sharing and related taxes, divided by available seat miles.

 • Operating revenue per available seat mile – Operating revenues 

divided by available seat miles.

 • Passenger revenue per available seat mile – Passenger revenue 

divided by available seat miles.

 • Revenue passengers – The total number of paying passengers flown 

on all flight segments.

 • Revenue passenger miles – The number of miles flown by revenue 

passengers.

 • Yield per passenger mile – The average amount one passenger pays 

to fly one mile.

24

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 7 Management’s Discussion and Analysis of Financial Condition and Results of Operations

ITEM 7.  Management’s Discussion and Analysis of 

Financial Condition and Results of Operations

Overview

In 2015, we experienced the continuation of uncertain economic conditions and the persistent competitiveness of the airline industry. Even with these 
external factors, 2015 was the most profitable years in our history and is our fourth consecutive year of net income growth. We generated operating 
revenue growth of almost 10.3% year-over-year and reported our highest ever net income which benefited significantly from a rapid decline in fuel prices. 
We are committed to delivering a safe and reliable JetBlue Experience for our customers as well as increasing returns for our shareholders. We believe our 
continued focus on cost discipline, product innovation and network enhancements, combined with our service excellence, will drive our future success.

2015 Financial Highlights

 • We reported our highest ever net income of $677 million, an increase 
of $276 million compared to 2014. This increase was principally driven 
by higher passenger revenue and a reduction in aircraft fuel expenses, 
partially offset by an increase in controllable costs.

 • We generated over $6.4 billion in operating revenue, an increase of $599 
million compared to 2014 due primarily to a 9.4% increase in revenue 
passengers as well as a 0.8% increase in the average fare.

 • Operating margin increased by 10.1 points to 19.0% and we improved 
our return on invested capital, or ROIC, by 7.4 points to 13.7% primarily 
driven by higher revenue, a reduction in aircraft fuel expenses and 
continued balance sheet improvement. 

 • Our earnings per diluted share were $1.98, the highest in our history.

 • We generated $1.6 billion in cash from operations. The significant 
amount of cash we generated provided the opportunity to pay cash for 
all 2015 aircraft deliveries, reduce existing debt balances and execute 
share repurchases.

 • Operating expenses per available seat mile decreased 10.4% to 10.56 
cents, primarily driven by a reduction in aircraft fuel expenses. Excluding 
fuel, profit sharing and related taxes our cost per available seat mile 
increased 0.5% in 2015.

Company Initiatives

Strengthening of our Balance Sheet

Throughout 2015 we continued to focus on strengthening our balance 
sheet. We ended the year with unrestricted cash, cash equivalents and 
short-term investments of $876 million and undrawn lines of credit of 
approximately $600 million. At year end 2015 unrestricted cash, cash 
equivalents and short-term investments was approximately 14% of 
trailing twelve months revenue. We reduced our overall debt and capital 
lease obligations by $390 million which includes a prepayments of $100 
million of outstanding principal relating to 10 Airbus A320 aircraft. As a 
result, four aircraft became unencumbered and six have lower principal 
balances. During June 2015, we also prepaid the full $32 million principal 
outstanding on a special facility revenue bond for our hanger at JFK issued 
by the New York City Industrial Development Agency in December 2006. 
We have increased the number of unencumbered aircraft and spare 
engines in 2015 bringing total unencumbered aircraft to 61 and spare 
engines to 33 as of December 31, 2015. In 2015, the holders of our 5.5% 
Convertible Debentures due 2038 (Series B) converted their securities into 
approximately 15.2 million shares of our common stock. During 2015, 
we acquired approximately 9.8 million shares of our common stock for 
approximately $227 million under our share repurchase program.

Aircraft

During 2015, we took delivery of 12 Airbus A321 aircraft. In November 
2014, we amended our purchase agreement with Airbus deferring 13 
Airbus A321 aircraft deliveries and eight Airbus A320 aircraft deliveries 
from 2016-2020 to 2020-2023. Of these deferrals, ten Airbus A321 aircraft 
deliveries were converted to Airbus A321 new engine option (A321neo) and 
five Airbus A320neo aircraft deliveries were converted to Airbus A321neo 
aircraft. We additionally converted three Airbus A320 aircraft deliveries in 
2016 to Airbus A321 aircraft.

Airport Infrastructure Investments

In November 2015, we unveiled Phase I of our $50 million Terminal C 
upgrade at Boston Logan International Airport. This upgrade included 
new kiosks and ticket counters. Twenty-five kiosks and thirty check-in 
counters are in use in the North Pod of the terminal. Phase II of the 
upgrade has begun on the South Pod which is aimed to mirror the check-
in experience of the North Pod. Updated digital flight information displays 
and a connector between Terminal C and international flights at Terminal 
E are also expected to be completed by April 2016.

Network

As part of our ongoing network initiatives and route optimization efforts we 
continued to make schedule and frequency adjustments throughout 2015. 
We added six new BlueCities to our network: Cleveland, OH; Reno-Tahoe, 
NV; St. George’s, Grenada; Mexico City, Mexico; Antigua and Barbuda; 
and Albany, NY. We also added new routes between existing BlueCities. 

Outlook for 2016 

We believe we will improve our return for shareholders in 2016 as we 
implement more of the revenue initiatives first outlined publicly at our 
Investor Day in November 2014. Specifically, in 2016 we expect to derive 
additional value from Fare Options, a new credit card agreement, and our 
A321 Cabin Restyling program. We plan to add new destinations and route 
pairings based upon market demand, having previously announced four 
new BlueCities for the first half of 2016. We are continuously looking to 
expand our other ancillary revenue opportunities, improve our TrueBlue® 
loyalty program and deepen our portfolio of commercial partnerships. As in 
the past, we intend to invest in infrastructure and product enhancements 
which we believe will enable us to reap future benefits. We also remain 
committed to strengthening the balance sheet.

For the full year 2016, we estimate our operating capacity will increase by 
approximately 8.5% to 10.5% over 2015 with the addition of 10 Airbus A321 
aircraft to our operating fleet. We are expecting our cost per available seat 
mile, excluding fuel, profit sharing and related taxes, for 2016 to increase by 
between approximately 0.0% to 2.0% over the level in 2015.

25

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 7 Management’s Discussion and Analysis of Financial Condition and Results of Operations

Results of Operations

Year 2015 compared to Year 2014

Overview

We reported net income of $677 million, an operating income of 
$1,216 million and an operating margin of 19.0% for the year ended 
December 31, 2015. This compares to net income of $401 million, an 
operating income of $515 million and an operating margin of 8.9% for the 
year ended December 31, 2014. Diluted earnings per share were $1.98 
for 2015 compared to $1.19 for the same period in 2014. Net income 
for the year ended December 31, 2014 included the after tax gain on the 
sale of LiveTV of approximately $169 million, or $0.49 per diluted share.

Approximately 80% of our operations are centered in and around the 
heavily populated northeast corridor of the U.S., which includes the New 
York and Boston metropolitan areas. During the first three months of 2014, 

this area experienced one of the most severe winters in 20 years, with 
New York and Boston each experiencing over 57 inches of snow. These 
weather conditions led to the cancellation of approximately 4,100 flights. 
These cancellations resulted in a negative impact on our first quarter 2014 
seat revenue as well as ancillary revenue such as change fees due to our 
policy of waiving these fees during severe weather events. During the first 
quarter of 2015, a series of winter storms again impacted the New York 
and Boston metropolitan areas, with Boston’s Logan Airport experiencing 
record breaking snowfall totals. Despite the adverse weather conditions, 
our operational performance improved over the same period in 2014, 
resulting in approximately 37% fewer flight cancellations. We estimate that 
winter storms reduced our operating income by approximately $10 million 
in the first quarter of 2015 and $35 million in the first quarter of 2014.

Operating Revenues

(revenues in millions; percent changes based on unrounded numbers)
Passenger revenue
Other revenue
Operating revenues

Average fare
Yield per passenger mile (cents)
Passenger revenue per ASM (cents)
Operating revenue per ASM (cents)
Average stage length (miles)
Revenue passengers (thousands)
Revenue passenger miles (millions)
Available seat miles (ASMs)(millions)
Load factor

Passenger revenue accounted for 91.8% of our total operating revenue for 
the year ended December 31, 2015. As well as seat revenue, passenger 
revenue includes revenue from our ancillary product offerings such as 
EvenMore™ Space. Revenue generated from international routes, including 
Puerto Rico, accounted for 30% of our passenger revenues in 2015. 
Revenue is recognized either when transportation is provided or after 
the ticket or customer credit expires. We measure capacity in terms of 
available seat miles, which represents the number of seats available for 
passengers multiplied by the number of miles the seats are flown. Yield, 
or the average amount one passenger pays to fly one mile, is calculated 
by dividing Passenger revenue by Revenue passenger miles. We attempt 
to increase Passenger revenue primarily by increasing our yield per flight 
which produces higher Revenue per available seat mile. Our objective is to 
optimize our fare mix to increase our overall average fare while continuing 
to provide our customers with competitive fares.

In 2015, the increase in Passenger revenue was mainly attributable to a 
9.4% increase in revenue passengers and a 0.8% increase in average 
fare. Our largest ancillary product remains the EvenMore™ Space seats, 
generating approximately $228 million in revenue, an increase of over 
14% compared to 2014. 

$

$

2015
5,893
523
6,416

167.89
14.13
11.96
13.03
1,092
35,101
41,711
49,258

$

2014
5,343
474
5,817

$ 166.57
14.13
11.88
12.93
1,088
32,078
37,813
44,994

84.7%

84.0%

Year-over-Year Change
% 
10.3
10.4
10.3

$
550
49
599

1.32
—
0.08
0.10
4
3,023
3,898
4,264

0.8
—
0.7
0.8
0.4
9.4
10.3
9.5
0.7 pts

The primary component of Other revenue is the fees from reservation 
changes and excess baggage charged to customers in accordance 
with our published policies. We also include the marketing component 
of TrueBlue® point sales, on-board product sales, charters, ground 
handling fees of other airlines and rental income. We sold our subsidiary, 
LiveTV, in June 2014 and any third party revenues earned for the sale of 
in-flight entertainment systems and on-going services provided for these 
systems before this date were included in Other revenue of approximately 
$30 million. Also included in Other revenue is transportation of cargo which 
was discontinued during the fourth quarter of 2015.

In 2015, Other revenue increased by $49 million compared to 2014. 
The increase in Other revenue was primarily due to an increase in bag 
fees partly attributable to our new Fare Options pricing structure. Also 
contributing to the increase was revenues mainly from Getaways™ sales 
and the marketing component of TrueBlue® point sales, which was offset 
by the $30 million of revenue prior to the sale of LiveTV in June 2014.

26

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 7 Management’s Discussion and Analysis of Financial Condition and Results of Operations

Operating Expenses

(in millions; per ASM data in cents; 
percentages based on unrounded numbers)
Aircraft fuel and related taxes
Salaries, wages and benefits
Landing fees and other rents
Depreciation and amortization
Aircraft rent
Sales and marketing
Maintenance, materials and repairs
Other operating expenses
TOTAL OPERATING EXPENSES

2015
1,348
1,540
342
345
122
264
490
749
5,200

$

$

2014
1,912
1,294
321
320
124
231
418
682
5,302

$

$

Year-over-Year Change
$
$ (564)
246
21
25
(2)
33
72
67
$ (102)

%
(29.5)
19.1
6.7
7.7
(1.8)
14.3
17.3
9.8
(1.9)

per ASM

2014 % Change
(35.6)
4.25
8.8
2.88
(2.5)
0.71
(1.6)
0.71
(10.3)
0.28
4.4
0.51
7.1
0.93
—
1.51
(10.4)
11.78

2015
2.74
3.13
0.70
0.70
0.25
0.54
0.99
1.51
10.56

Aircraft Fuel and Related Taxes

Landing Fees and Other Rents

Aircraft fuel and related taxes represents 26% of our total operating 
expenses in 2015 compared to 36% in 2014. The average fuel price 
decreased 35.6% in 2015 to $1.93 per gallon. This was partially offset by 
an increase in our fuel consumption of approximately 61 million gallons. 
Additional fuel consumption was mainly due to our increase in capacity 
and lower flight cancellations during the first quarter of 2015 compared to 
flight cancellations during the first quarter of 2014 as a result of the harsh 
winter weather. Based on our expected fuel volume for 2016, a 10% per 
gallon increase in the cost of aircraft fuel would increase our annual fuel 
expense by approximately $120 million. 

In 2015, we recorded fuel hedge losses of $126 million compared to $30 
million in fuel hedge losses in 2014 which was recorded in Aircraft fuel 
and related taxes. Fuel derivatives not qualifying as cash flow hedges 
resulted in a gain of $2 million in 2014 which were recorded in Interest 
income and other. Accounting ineffectiveness on fuel derivatives classified 
as cash flow hedges resulted in losses of less than $1 million in both 
2015 and 2014 and were recorded in Interest income and other. We 
are unable to predict what the amount of ineffectiveness will be related 
to these instruments, or the potential loss of hedge accounting which is 
determined on a derivative-by-derivative basis, due to the volatility in the 
forward markets for these commodities.

Salaries, Wages and Benefits

Salaries, wages and benefits represent approximately 30% of our total 
operating expenses in 2015 compared to 24% in 2014. The increase in 
salaries, wages and benefits was primarily driven by profit sharing and 
an increase in our headcount. Our profit sharing is calculated as 15% 
of adjusted pre-tax income, reduced by Retirement Plus contributions 
and special items. Profit sharing increased by $126 million in 2015 
compared to 2014, primarily driven by increased revenues and lower 
aircraft fuel and related taxes. During 2015, the average number of full-
time equivalent employees increased by 9% and the average tenure of 
our Crewmembers increased to 6.3 years. Retirement Plus contributions, 
which equate to 5% of all of our eligible Crewmembers wages, increased 
by $5 million and our 3% retirement contribution for a certain portion 
of our FAA-licensed Crewmembers, which we refer to as Retirement 
Advantage, increased by approximately $1 million. The increasing tenure 
of our Crewmembers, rising healthcare costs and efforts to maintain 
competitiveness in our overall compensation packages will continue to 
pressure our costs in 2016. 

We agreed to provide our pilots with a 20% pay increase in their base rate 
over three years starting in 2014. In January 2014, the FAA’s rule amending 
the FAA’s flight, duty, and rest regulations became effective. Among other 
things, the new rule requires a ten hour minimum rest period prior to a 
pilot’s flight duty period; mandates a pilot must have an opportunity for 
eight hours of uninterrupted sleep within the rest period; and imposes new 
pilot “flight time” and “duty time” limitations based upon report times, the 
number of scheduled flight segments, and other operational factors. We 
have hired additional pilots to address the requirements of the new rule.

Landing fees and other rents include landing fees, which are at a premium 
in the heavily trafficked northeast corridor of the U.S. where approximately 
80% of our operations center. Other rents primarily consist of rent for 
airports in our 93 BlueCities.

Landing fees and other rents increased $21 million, or 6.7%, in 2015 
primarily due to increased departures.

Depreciation and Amortization

Depreciation and amortization primarily include depreciation for our owned 
and capital leased aircraft, engines, and in-flight entertainment systems.

Depreciation and amortization increased $25 million, or 7.7%, primarily due 
to an average of 149 owned and capital leased aircraft in 2015 compared 
to 137 in 2014. Additionally, depreciation expense increased in 2015 due 
to the completion of our international arrivals facility, T5i, and additional 
gates at T5, which was completed in November 2014.

Sales and Marketing

In 2015, Sales and marketing increased $33 million, or 14.3%, primarily due 
to increased sales distribution costs associated with increased revenues.

Maintenance, Materials and Repairs

Maintenance, materials and repairs are generally expensed when incurred 
unless covered by a long-term flight hour services contract. The average 
age of our aircraft in 2015 was 8.3 years which is relatively young compared 
to our competitors. However, as our fleet ages our maintenance costs will 
increase significantly, both on an absolute basis and as a percentage of 
our unit costs, as older aircraft require additional, more expensive repairs 
over time. We had an average of 11.7 additional total operating aircraft 
in 2015 compared to 2014.

 In 2015, Maintenance, materials and repairs increased by $72 million, or 
17.3% compared to 2014, primarily driven by increased flight hours on 
our engine flight-hour based maintenance repair agreements and by the 
number of airframe heavy maintenance repairs.

Other Operating Expenses

Other operating expenses consist of the following categories: outside 
services (including expenses related to fueling, ground handling, skycap, 
security and janitorial services), insurance, personnel expenses, cost of 
goods sold to other airlines by LiveTV when LiveTV was a subsidiary of 
JetBlue, professional fees, on-board supplies, shop and office supplies, bad 
debts, communication costs and taxes other than payroll and fuel taxes.

In 2015, Other operating expenses increased by $67 million, or 9.8%, 
compared to 2014, primarily due to an increase in airport services and 
passenger on-board supplies resulting from increased passengers flown, 

27

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 7 Management’s Discussion and Analysis of Financial Condition and Results of Operations

partially offset by the non-recurrence of operating costs associated with 
LiveTV during the first six months of 2014, a $9 million gain in 2015 related 
to an insurance recovery for a damaged engine, a legal settlement of $6 
million and a $6 million gain on sale of an engine. Non-recurring items in 
2014 included the sale of an engine for a gain of $3 million and a gain of 
$4 million relating to a legal settlement. 

Income Taxes

Our effective tax rate was 38% in 2015 and 36% in 2014. Our 2014 
effective tax rate differs from the statutory income tax rate primarily due 
to the release of the $19 million tax benefit related to the utilization of a 
capital loss carryforward. We were able to utilize capital loss carryforwards 
due to the sale of our subsidiary, LiveTV. The rate is also affected by state 
income taxes and the non-deductibility of certain items for tax purposes. 
The relative size of these items compared to our pre-tax income also 
affect the rate.

Year 2014 compared to Year 2013 

Overview

We reported net income of $401 million, an operating income of $515 million and an operating margin of 8.9% for the year ended December 31, 2014. 
This compares to net income of $168 million, an operating income of $428 million and an operating margin of 7.9% for the year ended December 31, 
2013. Diluted earnings per share were $1.19 for 2014 compared to $0.52 for the same period in 2013. Net income for the year ended December 31, 
2014 included the after tax gain on the sale of LiveTV of approximately $169 million or $0.49 per diluted share.

Operating Revenues

(revenues in millions; percent changes based on unrounded numbers)
Passenger revenue
Other revenue
Operating revenues

Average fare
Yield per passenger mile (cents)
Passenger revenue per ASM (cents)
Operating revenue per ASM (cents)
Average stage length (miles)
Revenue passengers (thousands)
Revenue passenger miles (millions)
Available seat miles (ASMs) (millions)
Load factor

2014
5,343
474
5,817

$

$

$ 166.57
14.13
11.88
12.93
1,088
32,078
37,813
44,994

2013
4,971
470
5,441

$

$

$ 163.19
13.87
11.61
12.71
1,090
30,463
35,836
42,824

84.0%

83.7%

Year-over-Year Change
%
7.5
0.7
6.9

$
372
4
376

$

$

$

3.38
0.26
0.27
0.22
(2)
1,615
1,977
2,170

2.1
1.9
2.3
1.7
(0.2)
5.3
5.5
5.1
0.3 pts

Passenger revenue accounted for over 92% of our total operating revenues 
in 2014 and was our primary source of revenue. Revenues generated 
from international routes, including Puerto Rico, accounted for 30% of 
our passenger revenue in 2014 compared to 28% in 2013. 

In 2014 , the increase in Passenger revenue was mainly attributable to a 
5% increase in capacity and a 2% increase in yield. Our largest ancillary 
product remains the EvenMore™ Space seats, generating approximately 
$200 million in revenue, an increase of over 16% compared to 2013. 

In 2014, Other revenue increased by $4 million compared to 2013. 
While there was a $42 million increase in revenues mainly from fees, 
Getaways sales, the marketing component of TrueBlue® point sales and 
on-board product sales, this was offset by a $38 million reduction in 
third party LiveTV revenue as a result of the sale of LiveTV in June 2014.

Operating Expenses

(in millions; per ASM data in cents; 
percentages based on unrounded numbers)
Aircraft fuel and related taxes
Salaries, wages and benefits
Landing fees and other rents
Depreciation and amortization
Aircraft rent
Sales and marketing
Maintenance, materials and repairs
Other operating expenses
TOTAL OPERATING EXPENSES

Year-over-Year Change

per ASM

2014
1,912
1,294
321
320
124
231
418
682
5,302

$

$

2013
1,899
1,135
305
290
128
223
432
601
5,013

$

$

$
13
159
16
30
(4)
8
(14)
81
$ 289

%
0.7
14.1
5.3
10.2
(3.4)
3.4
(3.4)
13.5
5.7

2014
4.25
2.88
0.71
0.71
0.28
0.51
0.93
1.51
11.78

2013 % Change
4.43
2.65
0.71
0.68
0.30
0.52
1.01
1.41
11.71

(4.1)
8.7
—
4.4
(6.7)
(1.9)
(7.9)
7.1
0.6

28

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 7 Management’s Discussion and Analysis of Financial Condition and Results of Operations

Aircraft Fuel and Related Taxes

Maintenance, Materials and Repairs

In 2014, Aircraft fuel and related taxes remained our largest expense 
category, representing 36% of our total operating expenses in 2014 
compared to 38% in 2013. Even though the average fuel price decreased 
5% in 2014 to $2.99 per gallon, our fuel expenses increased by 
$13 million as we consumed 35 million more gallons of aircraft fuel compared 
to 2013. This was mainly due to our increase in capacity and was offset 
slightly by our higher than anticipated flight cancellations during the first 
quarter of 2014 as a result of the harsh winter weather. 

In 2014, we recorded fuel hedge losses of $30 million compared to $10 
million in fuel hedge losses in 2013. Fuel derivatives not qualifying as cash 
flow hedges in 2014 resulted in a gain of $2 million compared to losses of 
less than $1 million in 2013 which were recorded in interest income and 
other. Accounting ineffectiveness on fuel derivatives classified as cash 
flow hedges resulted in losses of less than $1 million in both 2014 and 
2013 and were recorded in interest income and other. 

Salaries, Wages and Benefits

In 2014, Salaries, wages and benefits were our second largest expense, 
representing approximately 24% of our total operating expenses in 2014 
compared to 23% in 2013. During 2014, the average number of full-time 
equivalent employees increased by 7% and the average tenure of our 
Crewmembers increased to 6.2 years, both of which contributed to a 
$159 million, or 14.1%, increase compared to 2013. Retirement Plus 
contributions, which equate to 5% of all of our eligible Crewmembers 
wages, increased by $4 million and our 3% retirement contribution for a 
certain portion of our FAA-licensed Crewmembers, which we refer to as 
Retirement Advantage, increased by $3 million. Our increased profitability 
resulted in $25 million of profit sharing expense in 2014 compared to $12 
million in 2013.

Depreciation and Amortization

Depreciation and amortization increased $30 million, or 10%, primarily 
due to having an average of 137 owned and capital leased aircraft in 
2014 compared to 125 in 2013. We also had an additional $13 million in 
amortization expense during 2014 as a result of a change in the expected 
useful lives of certain software.

The average age of our aircraft in 2014 was 7.8 years and we had an 
average of 11.0 additional operating aircraft in 2014 compared to 2013.

In 2014, Maintenance, materials and repairs decreased by $14 million as 
we had higher engine related costs for our Embraer E190 aircraft in 2013. 
In the latter half of 2013, we finalized a flight-hour based maintenance and 
repair agreement for these engines and in 2014 we amended our flight-
hour based agreements to include other certain services which resulted 
in better planning of maintenance activities.

Other Operating Expenses

Other operating expenses increased by $81 million, or 14%, compared to 
2013 mainly due to an increase in outside services. As our capacity and 
number of departures grew in 2014, our related variable handling costs 
also increased. Additionally we had higher personnel expenses, such 
as lodging and per diem, relating to the harsh winter weather in the first 
quarter of the year. Non-recurring items in 2014 included the sale of an 
engine for a gain of $3 million and a gain of $4 million relating to a legal 
settlement. In 2013, we had a gain of approximately $2 million relating 
to the sale of three spare engines as well as a gain of approximately $7 
million relating to the sale of LiveTV’s investment in the Airfone business.

Income Taxes

Our effective tax rate was 36% in 2014 and 40% in 2013. Our 2014 
effective tax rate differs from the statutory income tax rate primarily due 
to the release of the $19 million tax benefit related to the utilization of a 
capital loss carryforward. This capital loss carryforward was able to be 
utilized due to the sale of our subsidiary, LiveTV. The rate is also affected 
by state income taxes and the non-deductibility of certain items for tax 
purposes. The relative size of these items compared to our 2014 pre-tax 
income of $623 million and our 2013 pre-tax income of $279 million also 
affect the rate.

29

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 7 Management’s Discussion and Analysis of Financial Condition and Results of Operations

Quarterly Results of Operations

The following table sets forth selected financial data and operating statistics for the four quarters ended December 31, 2015. The information for each of 
these quarters is unaudited and has been prepared on the same basis as the audited consolidated financial statements appearing elsewhere in this Report.

(dollars in millions)
Statements of Operations Data:
Operating revenues
Operating expenses:
Aircraft fuel and related taxes
Salaries, wages and benefits
Landing fees and other rents
Depreciation and amortization
Aircraft rent
Sales and marketing
Maintenance materials and repairs
Other operating expenses
Total operating expenses

Operating income
Other income (expense)

Income before income taxes
Income tax expense
NET INCOME

Operating margin
Pre-tax margin

Operating Statistics:
Revenue passengers (thousands)
Revenue passenger miles (millions)
Available seat miles ASM (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 and related  
taxes (cents)
Operating expense per ASM, excluding fuel, profit sharing and 
related taxes (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)

March 31, 
2015

June 30, 
2015

September 30, 
2015

December 31, 
2015

Three Months Ended

$

1,523

$

1,612

$

1,687

$

1,594

335
375
83
87
31
60
113
186
1,270

253
(31)

222
85
137

16.6%
14.6%

8,095
9,622
11,419

84.3%
11.7
173.96
14.64
12.33
13.34
11.13

8.19

7.95
11.13
73,823
1,097
203.9
2.06
163

$

$

$

371
375
90
81
31
70
126
186
1,330

282
(32)

250
98
152

17.5%
15.5%

8,858
10,472
12,237

85.6%
12.0
168.85
14.28
12.22
13.17
10.86

7.83

7.56
10.86
79,558
1,085
206.0
2.13
174

$

$

$

342
389
91
84
30
69
132
199
1,336

351
(29)

322
124
198

20.8%
19.1%

9,237
11,063
12,976

85.3%
12.2
167.96
14.02
11.96
13.01
10.30

7.67

7.31
10.30
82,989
1,094
209.0
1.85
185

$

$

$

300
401
78
93
30
65
119
178
1,264

330
(27)

303
113
190

20.7%
19.0%

8,911
10,554
12,626

83.6%
11.6
161.35
13.62
11.39
12.62
10.01

7.64

7.29
10.01
80,135
1,093
212.7
1.68
178

$

$

$

30

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 7 Management’s Discussion and Analysis of Financial Condition and Results of Operations

Although we experienced revenue growth in 2015, this trend may not 
continue. We expect our expenses to continue to increase as we acquire 
additional aircraft, as our fleet ages and as we increase the frequency of 
flights in existing markets as well as enter into new markets. Accordingly, 
the comparison of the financial data for the quarterly periods presented 
may not be meaningful. In addition, we expect our operating results to 

fluctuate significantly from quarter-to-quarter in the future as a result of 
various factors, many of which are outside our control. Consequently, we 
believe quarter-to-quarter comparisons of our operating results may not 
necessarily be meaningful and you should not rely on our results for any 
one quarter as an indication of our future performance.

Liquidity and Capital Resources

The airline business is capital intensive. Our ability to successfully execute 
our profitable growth plans is largely dependent on the continued availability 
of capital on attractive terms. In addition, our ability to successfully operate 
our business depends on maintaining sufficient liquidity. We believe we 
have adequate resources from a combination of cash and cash equivalents, 
investment securities on-hand and two available lines of credit. Additionally, 
as of December 31, 2015, we had 61 unencumbered aircraft and 33 
unencumbered spare engines which we believe could be an additional 
source of liquidity, if necessary. 

We believe a healthy liquidity position is a crucial element of our ability 
to weather any part of the economic cycle while continuing to execute 
on our plans for profitable growth and increased returns. Our goal is to 
continue to be diligent with our liquidity, maintaining financial flexibility and 
allowing for prudent capital spending.

As of December 31, 2015, we had unrestricted cash and cash equivalents 
of $318 million and short-term investments of $558 million. We believe 
our current level of unrestricted cash, cash equivalents and short-term 
investments of approximately 14% of trailing twelve months revenue, 
combined with our approximately $600 million in available lines of credit 
and portfolio of unencumbered assets, provides us with a strong liquidity 
position and the potential for higher returns on cash deployment. We 
believe we have taken several important actions during 2015 in solidifying 
our strong balance sheet and overall liquidity position. 

Our highlights for 2015 included:

 • Reduced our overall debt balance by $390 million, including $132 million 

of debt prepayments related to aircraft and facilities. 

 • Increased the number of unencumbered aircraft from 39 as of 
December 31, 2014, to 61 as of December 31, 2015. This was principally 
accomplished by paying cash for the delivery of 12 Airbus A321 aircraft, 
buying out the leases on six of our aircraft, and prepaying debt.

 • As a result of these 2015 highlights, our net debt to earnings before 
interest, taxes, depreciation, amortization and rent (EBITDAR) ratio 
improved from 2.5x in 2014 to 1.1x in 2015.

Analysis of Cash Flows

We had cash and cash equivalents of $318 million as of December 31, 2015. 
This compares to $341 million and $225 million as of December 31, 2014 
and 2013, respectively. We held both short and long term investments in 
2015, 2014 and 2013. Our short-term investments totaled $558 million 
as of December 31, 2015 compared to $367 million and $402 million as 
of December 31, 2014 and 2013, respectively. Our long-term investments 
totaled $49 million as of December 31, 2015 compared to $60 million and 
$114 million as of December 31, 2014 and 2013, respectively. 

result of a 2% increase in average fares, a 5% increase in capacity and a 
decrease of 5% in fuel prices. We additionally recognized a gain on sale 
of our subsidiary, LiveTV, of $241 million during 2014. As of December 31, 
2015, our unrestricted cash, cash equivalents and short-term investments 
as a percentage of trailing twelve months revenue was approximately 
14%. We rely primarily on cash flows from operations to provide working 
capital for current and future operations.

Investing Activities 

During 2015, capital expenditures related to our purchase of flight equipment 
included $104 million for flight equipment deposits, $450 million for the 
purchase of 12 new Airbus A321 aircraft and $110 million for the buyout of 
six aircraft leases, $120 million for spare part purchases, and $29 million for 
flight equipment work-in-progress. Other property and equipment capital 
expenditures also included ground equipment purchases and facilities 
improvements for $128 million. Investing activities also included the net 
purchase of $187 million in investment securities. 

During 2014, capital expenditures related to our purchase of flight equipment 
included $127 million for flight equipment deposits, $298 million for the 
purchase of seven new Airbus A321 aircraft, $33 million for spare part 
purchases, $79 million for flight equipment work-in-progress, and $1 million 
relating to other activities. Capital expenditures also included the purchase of 
the Slots at Reagan National for $75 million, other property and equipment 
including ground equipment purchases and facilities improvements for 
$224 million and LiveTV in-flight entertainment equipment inventory for 
$20 million. Investing activities also included the proceeds from the sale 
of LiveTV for $393 million and the net proceeds of $81 million from the 
sale of investment securities.

During 2013, the capital expenditure for seven new Embraer E190 aircraft, 
three new Airbus A320 aircraft and four new Airbus A321 aircraft was $365 
million. We additionally paid $22 million for flight equipment deposits and 
$54 million for spare parts. Capital expenditures for other property and 
equipment, including ground equipment purchases, facilities improvements 
and LiveTV in-flight entertainment equipment inventory were $196 million. 
LiveTV sold its investment in the Airfone business with proceeds of $8 
million. Investing activities also include the net sale of $161 million in 
investment securities.

We currently anticipate 2016 capital expenditures to be between $820 million 
and $920 million, including approximately $670 million to $720 million for 
aircraft and predelivery deposits. The remaining capital expenditures of 
approximately $150 million to $200 million relate to non-aircraft projects 
such as the customer technology refresh, the expansion of our facilities 
at Boston and updates to our IT infrastructure.

Financing Activities

Operating Activities

Cash flows provided by operating activities totaled $1,598 million in 2015 
compared to $912 million in 2014 and $758 million in 2013. There was 
a $686 million increase in cash flows from operating activities in 2015 
compared to 2014. During 2015 we saw a 9.5% increase in capacity, a 
0.8% increase in average fares and a 35.7% decrease in the price of fuel 
which all helped to improve operating cash flows. The $154 million increase 
in cash flows from operations in 2014 compared to 2013 was primarily a 

Financing activities during 2015 consisted of the scheduled repayment 
of $196 million relating to debt and capital lease obligations. We prepaid 
$100 million of outstanding principal relating to 10 Airbus A320 aircraft. As 
a result, four aircraft became unencumbered and six have lower principal 
balances. We also prepaid the outstanding balance of $32 million on a 
special facility revenue bond for JFK that was issued by the New York 
City Industrial Development Agency in December 2006. In addition, we 
acquired $241 million in treasury shares of which $150 million related 
to our accelerated share repurchase in June 2015. During the period, 

31

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 7 Management’s Discussion and Analysis of Financial Condition and Results of Operations

we realized $84 million in proceeds from the issuance of stock related 
to employee share-based compensation. In the future we may issue, in 
one or more offerings, debt securities, pass-through certificates, common 
stock, preferred stock and/or other securities. During 2015, $68 million 
of Series B 5.5% convertible debentures were converted by holders, as a 
result, we issued approximately 15 million shares of our common stock.

Financing activities during 2014 consisted of the scheduled repayment of 
$394 million relating to debt and capital lease obligations and $308 million 
of debt prepayment. We issued $342 million in fixed rate equipment notes 
secured by 18 aircraft, acquired $82 million in treasury shares, including 
$73 million related to our share buyback program and $9 million in shares 
withheld for tax purposes upon vesting of RSUs. We repaid $14 million 
in principal related to our construction obligation for T5. We issued $41 
million in common stock mainly due to stock options being exercised 
as our stock price continued to increase in 2014. In the future we may 
issue, in one or more offerings, debt securities, pass-through certificates, 
common stock, preferred stock and/or other securities.

Financing activities during 2013 consisted of scheduled maturities of $392 
million of debt and capital lease obligations. We issued $350 million in 
fixed rate equipment notes secured by 12 aircraft and prepaid $94 million 
in high-interest debt secured by four Airbus A320 aircraft and $119 million 
relating to our 2006 Spare Parts EETC. It also included the refunding of our 
Series 2005 GOAA bonds with proceeds of $43 million from the issuance 
of new 2013 GOAA bonds, the repayment of $13 million in principal related 
to our construction obligation for T5 and the acquisition of $8 million in 
treasury shares primarily related to our share repurchase program and 
the withholding of taxes upon the vesting of RSUs.

In February 2015, we filed an automatic shelf registration statement with 
the SEC. This registration statement covered the resale of up to 46.7 
million shares of our common stock, par value $0.01 per share, by persons 
who received such shares upon exchange of their 0.75% exchangeable 
notes due 2017, issued by Lufthansa Malta Blues LP (a directly-owned 
subsidiary of Deutsche Lufthansa AG) on April 5, 2012 and sold by the 
initial purchasers of the notes in transactions exempt from registration 
requirements of the Securities Act, to persons reasonably believed by the 
initial purchasers to be qualified institutional buyers as defined by Rule 144A 
under the Securities Act that were also qualified purchasers as defined 
in the U.S. Investment Company Act of 1940. We did not receive any of 
the proceeds from the sale of the notes and did not receive any financial 
benefit from the exchange of notes for shares of our common stock. 
We did not sell any shares of our common stock under this registration 
statement and did not receive any of the proceeds from the sale of shares 
by any of the selling stockholders.

In November 2015, we filed an automatic shelf registration statement with the 
SEC. Under this shelf registration statement, we have the capacity to offer 
and sell from time to time one or more selling security holders, of common 
stock, preferred stock, debt securities, depositary shares, warrants, stock 
purchase contracts, stock purchase units, subscription rights, and pass-
through certificates. The net proceeds of any securities we sell under this 
registration statement may be used for general corporate purposes, including 
among other possible uses, the acquisition of aircraft and construction of 
facilities on or near airports, the repayment or repurchase of short-term 
or long-term debt or lease obligations and other capital expenditures. We 
may also use the proceeds for temporary investments until we need them 
for general corporate purposes. We will not receive any of the proceeds 
from the sale of securities by any selling security holders who may be 
named in a prospectus supplement. Through to December 31, 2015, we 
had not issued any securities under this registration statement and at this 
time we have no plans to sell any such securities under this registration 
statement. We may utilize this universal shelf registration statement in the 
future to raise capital to fund the continued development of our products 
and services, the commercialization of our products and services or for 
other general corporate purposes.

None of our lenders or lessors are affiliated with us.

Capital Resources

We have been able to generate sufficient funds from operations to meet our 
working capital requirements and we have historically financed our aircraft 
through either secured debt or lease financing. As of December 31, 2015, 
we operated a fleet of 215 aircraft which included 17 Airbus A321 aircraft 
and 44 Airbus A320 aircraft that were unencumbered. Of our remaining 
aircraft, 54 were financed under operating leases, six were financed under 
capital leases and 94 were financed by private and public secured debt. 
Additionally we have 33 unencumbered spare engines. Approximately 
44% of our property and equipment is pledged as security under various 
loan arrangements. 

Dependent on market conditions, we anticipate paying cash for the 10 
Airbus A321 aircraft scheduled for delivery in 2016. To the extent we 
cannot secure financing on terms we deem attractive, we may be required 
to pay in cash, further modify our aircraft acquisition plans or incur higher 
than anticipated financing costs. Although we believe debt and/or lease 
financing should be available to us if needed, we cannot give assurance 
we will be able to secure financing on terms attractive to us, if at all.

Working Capital

We had a working capital deficit of $902 million as of December 31, 
2015 compared to a deficit of $736 million as of December 31, 2014 
and a deficit of $818 million as of December 31, 2013. Working capital 
deficits can be customary in the airline industry since air traffic liability is 
classified as a current liability. Our working capital deficit increased $166 
million in 2015 mainly due to several factors including an increase in the 
balances of current debt maturities, air traffic liabilities and record profit 
sharing partially offset by an overall increase in our cash and short term 
investment balances.

In 2012, we entered into a revolving line of credit with Morgan Stanley for 
up to $100 million which was subsequently increased to $200 million in 
December 2012. This line of credit is secured by a portion of our investment 
securities held by Morgan Stanley and the borrowing amount may vary 
accordingly. This line of credit bears interest at a floating rate of interest 
based upon the London Interbank Offered Rate, or LIBOR, plus a margin. 
During 2013, we borrowed $190 million on this line of credit, which was 
fully repaid, leaving the line undrawn as of December 31, 2013. We did 
not borrow on this facility in 2015 or 2014 and the line was undrawn as 
of December 31, 2015.

In April 2013, we entered into a Credit and Guaranty Agreement which 
consisted of a revolving credit up to $350 million and letter of credit facility 
with Citibank, N.A. as the administrative agent. In November 2014, we 
increased the Credit Facility to $400 million. Borrowing under the Credit 
Facility bears interest at a variable rate equal to LIBOR, plus a margin. 
The Credit Facility is scheduled to terminate in 2018. The Credit Facility 
is secured by Slots at JFK, Newark, LaGuardia, Reagan National and 
certain other assets. The Credit Facility includes covenants that require 
us to maintain certain minimum balances in unrestricted cash, cash 
equivalents, and unused commitments available under all revolving credit 
facilities. In addition, the covenants restrict our ability to incur additional 
indebtedness, issue preferred stock or pay dividends. During 2015 and 
2014, we did not borrow on this facility and the line was undrawn as of 
December 31, 2015.

We expect to meet our obligations as they become due through available 
cash, investment securities and internally generated funds, supplemented 
as necessary by financing activities, as they may be available to us. We 
expect to generate positive working capital through our operations. 
However, we cannot predict what the effect on our business might be from 
the extremely competitive environment we are operating in or from events 
beyond our control, such as volatile fuel prices, economic conditions, 
weather-related disruptions, the spread of infectious diseases, the impact 
of airline bankruptcies, restructurings or consolidations, U.S. military actions 
or acts of terrorism. We believe there is sufficient liquidity available to us 
to meet our cash requirements for at least the next 12 months.

32

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 7 Management’s Discussion and Analysis of Financial Condition and Results of Operations

Debt and Capital Leases

Our scheduled debt maturities are expected to increase over the next 
five years, with a scheduled peak in 2016 of $448 million. As part of our 
efforts to effectively manage our balance sheet and improve ROIC, we 
expect to continue to actively manage our debt balances. Our approach 
to debt management includes managing the mix of fixed vs. floating rate 
debt, annual maturities of debt and the weighted average cost of debt. 
We intend to continue to opportunistically pre-purchase outstanding 
debt when market conditions and terms are favorable as well as when 
excess liquidity is available. The proceeds from the sale of LiveTV in 2014 
were allocated to debt reduction and share buybacks which are ROIC 
accretive. Additionally, our unencumbered assets, including 61 aircraft 
and 33 engines, allow some flexibility in managing our cost of debt and 
capital requirements.

In March 2014, we completed a private placement EETC offering of 
$226 million in pass-through certificates that was secured by 14 of our 
unencumbered Airbus A320 aircraft. This funding coincided with the 
final scheduled principal payments of $188 million associated with our 
March 2004 EETC Class G-2 certificates, which resulted in 13 Airbus 
A320 aircraft becoming unencumbered. In June 2014, we used some of 
the proceeds from the sale of LiveTV and prepaid $299 million of floating 
rate outstanding principal secured by 14 Airbus A320 aircraft which are 
now unencumbered.

During 2014, we entered into two Airbus A321 aircraft capital leases for 
approximately $76 million. These capital leases are included in our total 
debt and capital lease obligations and the aircraft are included in property 
and equipment.

Contractual Obligations

Our noncancelable contractual obligations at December 31, 2015 include:

2016

Total

(in millions)
Long-term debt and  
 capital lease obligations(1)
Lease commitments
Flight equipment obligations
Other obligations(2)
TOTAL
(1) 
(2)  Amounts include noncancelable commitments for the purchase of goods and services.

2,170
1,303
6,910
3,498
$ 13,881

524
170
661
676
$ 2,031

$

$

Includes actual interest and estimated interest for floating-rate debt based on December 31, 2015 rates.

Payments due in
2018

2017

$ 248
151
742
570
$ 1,711

$

245
143
656
576
$ 1,620

2019

2020

Thereafter

$

255
122
1,041
539
$ 1,957

$

209
109
1,371
375
$ 2,064

$

689
608
2,439
762
$ 4,498

The interest rates are fixed for $1.4 billion of our debt and capital lease 
obligations, with the remaining $0.4 billion having floating interest rates. 
The floating interest rates adjust either quarterly or semi-annually based 
on LIBOR. The weighted average maturity of all of our debt was six years 
as of December 31, 2015. 

As of December 31, 2015, we believe we were in compliance with all 
of our covenants in relation to our debt and lease agreements and 44% 
of our owned property and equipment were pledged as security under 
various loan agreements.

As of December 31, 2015, we had operating lease obligations for 54 
aircraft with lease terms that expire between 2016 and 2026. Five of these 
leases have variable-rate rent payments which adjust semi-annually based 
on LIBOR. Our aircraft lease agreements contain termination provisions 
which include standard maintenance and return conditions. Our policy is 
to record these lease return conditions when they are probable and the 
costs can be estimated. We also lease airport terminal space and other 
airport facilities in each of our markets, as well as office space and other 
equipment. We have approximately $34 million of restricted assets pledged 
under standby letters of credit related to certain of our leases which will 
expire at the end of the related leases. As of December 31, 2015, the 
average age of our operating fleet was 8.3 years.

Our firm aircraft order as of December 31, 2015 is as follows:

Year
2016
2017
2018
2019
2020
2021
2022
2023
TOTAL

Airbus 
A320neo
—
—
—
—
6
16
3
—
25

Airbus A321
10
10
1
—
—
—
—
—
21

Airbus 
A321neo
—
—
6
15
9
—
13
2
45

Embraer 
E190
—
—
—
—
10
7
7
—
24

Total
10
10
7
15
25
23
23
2
115

33

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 7 Management’s Discussion and Analysis of Financial Condition and Results of Operations

Committed expenditures for our firm aircraft and spare engines include 
estimated amounts for contractual price escalations and predelivery 
deposits. We expect to meet our predelivery deposit requirements for 
our aircraft by paying cash or by using short-term borrowing facilities 
for deposits generally required six to 24 months prior to delivery. Any 
predelivery deposits paid by the issuance of notes are fully repaid at the 
time of delivery of the related aircraft.

Our Terminal at JFK, T5, is governed by a lease agreement we entered 
into with the PANYNJ in 2005. We are responsible for making various 
payments under the lease. This includes ground rents for the terminal 
site which began at the time of the lease execution in 2005 and facility 
rents commenced in October 2008 upon our occupancy of T5. The 
facility rents are based on the number of passengers enplaned out of 
the terminal, subject to annual minimums. The PANYNJ reimbursed us 
for construction costs of this project in accordance with the terms of the 
lease, except for approximately $76 million in leasehold improvements 
provided by us. In 2013, we amended this lease to include additional 
ground space for our international arrivals facility, T5i, which we opened in 

November 2014. For financial reporting purposes, the T5 project is being 
accounted for as a financing obligation, with the constructed asset and 
related liability being reflected on our consolidated balance sheets. The 
T5i project was accounted for at cost. Minimum ground and facility rents 
at JFK totaling $314 million are included in the commitments table above 
as lease commitments and financing obligations.

We enter into individual employment agreements with each of our non-
unionized FAA-licensed Crewmembers, inspectors and air traffic controllers. 
Each employment agreement is for a term of five years and automatically 
renews for an additional five-year term unless the Crewmember is terminated 
for cause or the Crewmember elects not to renew it. Pursuant to these 
agreements, these Crewmembers can only be terminated for cause. In 
the event of a downturn in our business requiring a reduction in flying 
and related work hours, we are obligated to pay these Crewmembers a 
guaranteed level of income and to continue their benefits. As we are not 
currently obligated to pay this guaranteed income and benefits, no amounts 
related to these guarantees are included in the contractual obligations 
table above. Our pilots voted to be represented by ALPA during 2014.

Off-Balance Sheet Arrangements

None of our operating lease obligations are reflected on our consolidated 
balance sheets. Although some of our aircraft lease arrangements are 
with variable interest entities, as defined by the Consolidations topic 
of the Codification, none of them require consolidation in our financial 
statements. The decision to finance these aircraft through operating leases 
rather than through debt was based on an analysis of the cash flows and 
tax consequences of each financing alternative and a consideration of 
liquidity implications. We are responsible for all maintenance, insurance and 
other costs associated with operating these aircraft. However, we are not 
obligated to provide any residual value or other guarantees to our lessors.

We have determined that we hold a variable interest in, but are not the 
primary beneficiary of, certain pass-through trusts. The beneficiaries of 

these pass-through trusts are the purchasers of equipment notes issued 
by us to finance the acquisition of aircraft. Each trust maintains a liquidity 
facility whereby a third party agrees to make payments sufficient to pay 
up to 18 months of interest on the applicable certificates if a payment 
default occurs.

We have also made certain guarantees and indemnities to other unrelated 
parties that are not reflected on our consolidated balance sheets, which 
we believe will not have a significant impact on our results of operations, 
financial condition or cash flows. We have no other off-balance sheet 
arrangements. See Notes 2, 3 and 11 to our consolidated financial 
statements for a more detailed discussion of our variable interests and 
other contingencies, including guarantees and indemnities.

Critical Accounting Policies and Estimates

The preparation of our consolidated financial statements in conformity 
with U.S. GAAP requires management to adopt accounting policies as 
well as make estimates and judgments to develop amounts reported 
in our financial statements and accompanying notes. We maintain a 
thorough process to review the application of our accounting policies 
and to evaluate the appropriateness of the estimates that are required to 
prepare our financial statements. We believe our estimates and judgments 
are reasonable; however, actual results and the timing of recognition of 
such amounts could differ from those estimates. In addition, estimates 
routinely require adjustment based on changing circumstances and the 
receipt of new or better information.

Critical accounting policies and estimates are defined as those that are 
reflective of significant judgments and uncertainties that could potentially 
result in materially different results under different assumptions and 
conditions. The policies and estimates discussed below have been reviewed 
with our independent registered public accounting firm and with the Audit 
Committee of our Board of Directors. For a discussion of these and other 
accounting policies, see Note 1 to our consolidated financial statements.

Passenger revenue

Passenger ticket sales are initially deferred in air traffic liability. Revenue is 
recognized when transportation is provided or when a ticket or customer 
credit expires. Air traffic liability also includes customer credits issued and 
unused tickets whose travel date has passed. Credit for unused tickets 
and customer credits can each be applied towards another ticket within 12 
months of the original scheduled service or 12 months from the issuance 
of the customer credit. We also defer in the air traffic liability account an 
estimate for customer credits issued in conjunction with the JetBlue Airways 
Customer Bill of Rights that we expect to be ultimately redeemed. These 
estimates are based on historical experience and are periodically evaluated, 
and adjusted if necessary, based on actual credit usage.

Frequent flyer accounting 

We utilize a number of estimates in accounting for our TrueBlue® customer 
loyalty program, or TrueBlue®. We record a liability for the estimated 
incremental cost of outstanding points earned from JetBlue purchases that 

34

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 7 Management’s Discussion and Analysis of Financial Condition and Results of Operations

we expect to be redeemed. This liability was $24 million as of December 31, 
2015 and 2014. The estimated cost includes incremental fuel, insurance, 
passenger food and supplies, in-flight entertainment and reservation costs. 
We adjust this liability, which is included in air traffic liability, based on points 
earned and redeemed, points that will ultimately go unused, or breakage, 
changes in the estimated incremental costs associated with providing travel 
and changes in the TrueBlue® program. Customers earn points based on 
the value paid for a trip rather than the length of the trip and never expire. In 
addition, there is no longer an automatic generation of a travel award once 
minimum award levels are reached, but instead the points are maintained 
in the account until used by the member. Customers can pool points 
between small groups of people, branded as Family PoolingTM. We believe 
Family PoolingTM did not have a material impact on the annual breakage 
calculation. Periodically we evaluate our assumptions for appropriateness, 
including comparison of the cost estimates to actual costs incurred as 
well as the expiration and redemption assumptions to actual experience. 
Changes in the minimum award levels or in the lives of the awards would 
also require us to reevaluate the liability, potentially resulting in a significant 
impact in the year of change as well as in future years.

TrueBlue® points can also be sold to participating companies, including 
credit card and car rental companies. These sales are accounted for as 
multiple-element arrangements, with one element representing the fair value 
of the travel that will ultimately be provided when the points are redeemed 
and the other consisting of marketing related activities we conduct with 
the participating company. The fair value of the transportation portion of 
these point sales is deferred and recognized as passenger revenue when 
transportation is provided. The marketing portion, which is the excess of 
the total sales proceeds over the estimated fair value of the transportation 
to be provided, is recognized in other revenue when the points are sold. 
TrueBlue® points sold to participating companies which are not redeemed 
are recognized as revenue when management determines the probability 
of redemption is remote. Deferred revenue was $181 million and $162 
million at December 31, 2015 and 2014, respectively. 

Accounting for long-lived assets

In accounting for long-lived assets we make estimates about the expected 
useful lives, projected residual values and the potential for impairment. In 
estimating useful lives and residual values of our aircraft, we have relied 
upon actual industry experience with the same or similar aircraft types and 
our anticipated utilization of the aircraft. Changing market prices of new 
and used aircraft, government regulations and changes in our maintenance 
program or operations could result in changes to these estimates. Changes 
in expected useful lives of certain assets have resulted in an additional $13 
million of depreciation and amortization expense during 2014.

Our long-lived assets are evaluated for impairment at least annually or when 
events and circumstances indicate the assets may be impaired. Indicators 
include operating or cash flow losses, significant decreases in market 
value or changes in technology. As our assets are all relatively new and 
we continue to have positive operating cash flows, we have not identified 
any significant impairment related to our long-lived assets at this time.

Intangible assets

Our intangible assets consist of acquired take-off and landing Slots at 
certain domestic airports. Slots are rights to take-off or land at a specific 
airport during a specific time period during the day and are a means by 
which airport capacity and congestion can be managed. The Federal 
government controls Slots at four domestic airports under the High Density 
rule, including Reagan National Airport in Washington D.C. and LaGuardia 
and JFK Airports in New York City. In accounting for our Slot-related 
intangible assets we make estimates about their expected useful lives. In 

December 2013, due to regulatory and market activities stemming from 
the auctioning of slots at LaGuardia and Reagan National airports, we 
reassessed the useful lives of these assets and concluded that Slots at 
High Density Airports are indefinite lived intangible assets and will no longer 
amortize them. Slots at other airports will continue to be amortized on a 
straight-line basis over their expected useful lives of up to 15 years. We 
incurred amortization expense of $5 million in 2013 for Slots at High Density 
Airports. Changes in our operations, government regulations or demand 
for air travel at these airports could result in changes to these estimates.

We evaluate our intangible assets for impairment at least annually or when 
events and circumstances indicate they may be impaired. Indicators 
include operating or cash flow losses as well as significant decreases in 
market value.

Lease accounting 

We operate airport facilities, office buildings and aircraft under operating 
leases with minimum lease payments. We recognize the costs associated 
with these agreements as rent expense on a straight-line basis over the 
expected lease term. Within the provisions of certain leases there are 
minimum escalations in payments over the base lease term. There are 
also periodic adjustments of lease rates, landing fees, and other charges 
applicable under such agreements, as well as renewal periods. The 
effects of the escalations and other adjustments have been reflected in 
rent expense on a straight-line basis over the lease term. This includes 
renewal periods when it is deemed to be reasonably assured at the 
inception of the lease that we would incur an economic penalty for not 
renewing. The amortization period for leasehold improvements is the term 
used in calculating straight-line rent expense or their estimated economic 
life, whichever is shorter.

Derivative instruments used for aircraft fuel 

We utilize financial derivative instruments to manage the risk of changing 
aircraft fuel prices. We do not purchase or hold any derivative instrument 
for trading purposes. As of December 31, 2015, we had a net $5 million 
liability related to the net fair value of these derivative instruments; the 
majority of which are not traded on a public exchange. Fair values are 
determined using commodity prices provided to us by independent third 
parties. When possible, we designate these instruments as cash flow hedges 
for accounting purposes, as defined by the Derivatives and Hedging topic 
of the Codification which permits the deferral of the effective portions of 
gains or losses until contract settlement.

The Derivatives and Hedging topic is a complex accounting standard. It 
requires us to develop and maintain a significant amount of documentation 
related to:

(1) our fuel hedging program and fuel management approach.

(2) statistical analysis supporting a highly correlated relationship between 
the underlying commodity in the derivative financial instrument and the risk 
being hedged, i.e. aircraft fuel, on both a historical and prospective basis.

(3) cash flow designation for each hedging transaction executed, to be 
developed concurrently with the hedging transaction.

This documentation requires us to estimate forward aircraft fuel prices 
since there is no reliable forward market for aircraft fuel. These prices are 
developed through the observation of similar commodity futures prices, 
such as crude oil and/or heating oil, and adjusted based on variations to 
those like commodities. Historically, our hedges have settled within 24 
months; therefore, the deferred gains and losses have been recognized 
into earnings over a relatively short period of time.

35

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 7 Management’s Discussion and Analysis of Financial Condition and Results of Operations

Regulation G Reconciliations of Non-GAAP Financial Measures

We sometimes use non-GAAP measures that are derived from the consolidated financial statements, but that are not presented in accordance with 
generally accepted accounting principles in the U.S., or U.S. GAAP. We believe these non-GAAP measures provide a meaningful comparison of our 
results to others in the airline industry and our prior year results. Investors should consider these non-GAAP financial measures in addition to, and not 
as a substitute for, our financial performance measures prepared in accordance with U.S. GAAP. Further, our non-GAAP information may be different 
from the non-GAAP information provided by other companies.

Operating Expenses per Available Seat Mile, excluding fuel and profit sharing

Operating expenses per available seat mile, or CASM, is a common metric used in the airline industry. Our CASM for 2015 through 2011 are summarized 
in the table below. We exclude aircraft fuel, profit sharing, and related taxes from operating expenses to determine CASM ex-fuel and profit sharing. 
We believe that CASM ex-fuel and profit sharing provides investors the ability to measure financial performance excluding items beyond our control, 
such as (i) fuel costs, which are subject to many economic and political factors beyond our control, and (ii) profit sharing, which is sensitive to volatility in 
earnings. We believe this measure is more indicative of our ability to manage costs and is more comparable to measures reported by other major airlines. 
We are unable to reconcile such projected CASM ex-fuel and profit sharing as the nature or amount of excluded items are only estimated at this time.

Reconciliation of Operating expense per ASM, excluding fuel and profit sharing

(in millions; per ASM data in cents; 
percentages based on unrounded 
numbers)
Total operating expenses
Less: Aircraft fuel and related taxes
Operating expenses, excluding fuel and 
related taxes
Less: Profit sharing and related taxes
Operating expense, excluding fuel, 
profit sharing and related taxes

2015

2014

2013

2012

2011

$ per ASM

$ per ASM

$ per ASM

$ per ASM

$ 5,200
1,348

10.56 $ 5,302
1,912

2.74

11.78 $ 5,013
1,899

4.25

11.71 $ 4,606
1,806

4.43

11.49 $ 4,182
1,664

4.50

$ per ASM
11.23
4.47

3,852
151

7.82
0.31

3,390
25

7.53
0.05

3,114
12

7.28
0.03

2,800
3

6.99
0.01

2,518
—

6.76
—

$ 3,701

7.51 $ 3,365

7.48 $ 3,102

7.25 $ 2,797

6.98 $ 2,518

6.76

Net Income and Pre-Tax Income, excluding special items

We exclude special items from net income and pre-tax income as we believe the exclusion of these items is helpful to investors to evaluate JetBlue’s 
recurring core operational performance in the periods shown. Therefore, we adjust for these amounts. Special items excluded in the tables below 
showing the reconciliation of net income and pre-tax income include the gain on the sale of JetBlue’s wholly-owned subsidiary LiveTV due to the non-
recurring nature of this item.

Reconciliation of Net Income, Income before Income Taxes and EPS excluding Special Items

(in millions, except per share amounts)
Income before income taxes
Less: Gain on sale of subsidiary
Income before income taxes excluding special items
Less: Income tax expense
Add back: Income tax relating to gain on sale of subsidiary(1)
Net Income excluding special items

Basic:
Earnings per common share
Less: Special items, net of tax
Earnings per common share excluding special items

$

Twelve Months Ended December 31,
2014
623
241
382
222
72
232

2015
$ 1,097
—
1,097
420
—
677

$

$

$ 2.15
$ —
$ 2.15

$
$
$

1.36
0.57
0.79

Diluted:
1.19
Earnings per common share
0.49
Less: Special items, net of tax
Earnings per common share excluding special items
0.70
(1)  The capital gain generated from the sale of LiveTV allowed JetBlue to utilize a capital loss carryforward which resulted in the release of a valuation allowance related to the capital loss 

$ 1.98
$ —
$ 1.98

$
$
$

deferred tax asset of $19 million.

36

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 7 Management’s Discussion and Analysis of Financial Condition and Results of Operations

Return on Invested Capital

Return on invested capital, or ROIC, is an important financial metric which 
we believe provides meaningful information as to how well we generate 
returns relative to the capital invested in our business. During 2015, our 

ROIC improved to 13.7%, primarily due to the reduction in fuel prices. 
We are committed to taking appropriate actions which will allow us to 
continue to improve ROIC while adding capacity and continuing to grow. 
At our Investor day in November 2014, we forecast that we believe we 
will improve ROIC to at least 10% by the end of 2017. 

We believe this non-GAAP measure provides a meaningful comparison of our results to the airline industry and our prior year results. Investors should 
consider this non-GAAP financial measure in addition to, and not as a substitute for, our financial performance measures prepared in accordance with GAAP.

Reconciliation of Return on Invested Capital (Non-GAAP)

(in millions, except as otherwise noted)
Numerator
Operating Income
 Add: Interest income (expense) and other
 Add: Interest component of capitalized aircraft rent (a)
Subtotal
 Less: Income tax expense impact
Operating Income After Tax, Adjusted

Denominator
Average Stockholders’ equity
Average total debt
Capitalized aircraft rent(1)
Invested Capital

Return on Invested Capital
(1)  Capitalized Aircraft Rent

Aircraft rent, as reported

Capitalized aircraft rent (7 * Aircraft rent)(2)

Twelve Months Ended December 31,
2014

2015

$ 1,216
1
64
1,281
491
$ 790

$ 2,869
2,038
853
$ 5,760

13.7%

$

122

853

$

$

$

$

$

515
1
65
581
226
355

2,331
2,409
869
5,609

6.3%

124

869

(2) 

Interest component of capitalized aircraft rent (Imputed interest at 7.5%)
In determining the Invested Capital component of ROIC we include a non-GAAP adjustment for aircraft operating leases, as operating lease obligations are not reflected on our balance 
sheets but do represent a significant financing obligation. In making the adjustment we used a multiple of seven times our aircraft rent as this is the multiple which is routinely used within 
the airline community to represent the financing component of aircraft operating lease obligations.

65

64

Free Cash Flow (Non-GAAP)

The table below reconciles cash provided by operations determined in accordance with U.S. GAAP to Free Cash Flow, a non-GAAP measure. 
Management believes that Free Cash Flow is a relevant metric in measuring our financial strength and is useful in assessing our ability to fund future 
capital commitments and other obligations. Investors should consider this non-GAAP financial measure in addition to, and not as a substitute for, our 
financial measures prepared in accordance with U.S. GAAP.

Reconciliation of Free Cash Flow (Non-GAAP)

Year Ended December 31,

(in millions)
Net cash provided by operating activities
Less: Capital expenditures(1)
Less: Predelivery deposits for flight equipment
Free Cash Flow
(1)  The capital expenditures in 2014 includes two capital leases for approximately $76 million which are classified as a non-cash financing activity in the consolidated statements of cash flows.

2012
$ 698
(542)
(283)
$ (127)

2015
$ 1,598
(837)
(104)
$ 657

2011
$ 614
(480)
(44)
90

2013
$ 758
(615)
(22)
$ 121

2014
912
(806)
(127)
(21)

$

$

$

37

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 7A Quantitative and Qualitative Disclosures About Market Risk

ITEM 7A. Quantitative and Qualitative Disclosures 

About Market Risk

The risk inherent in our market risk sensitive instruments and positions is 
the potential loss arising from adverse changes to the price of fuel and 
interest rates as discussed below. The sensitivity analyses presented do 
not consider the effects such adverse changes may have on the overall 
economic activity, nor do they consider additional actions we may take 
to mitigate our exposure to such changes. Variable-rate leases are not 
considered market sensitive financial instruments and, therefore, are not 
included in the interest rate sensitivity analysis below. Actual results may 
differ. See Notes 1, 2 and 13 to our consolidated financial statements for 
accounting policies and additional information.

Aircraft fuel 

Our results of operations are affected by changes in the price and availability 
of aircraft fuel. Market risk is estimated as a hypothetical 10% increase in 
the December 31, 2015 cost per gallon of fuel. Based on projected 2016 
fuel consumption, such an increase would result in an increase to aircraft 
fuel expense of approximately $120 million in 2016. This is compared 
to an estimated $175 million for 2015 measured as of December 31, 
2014. As of December 31, 2015 we had hedged approximately 5% of 
our projected 2016 fuel requirements. All hedge contracts existing as of 
December 31, 2015 settle by December 31, 2016. 

The financial derivative instrument agreements we have with our 
counterparties may require us to fund all, or a portion of, outstanding 
loss positions related to these contracts prior to their scheduled maturities. 
The amount of collateral posted, if any, is periodically adjusted based on 
the fair value of the hedge contracts.

Interest

Our earnings are affected by changes in interest rates due to the impact 
those changes have on interest expense from variable-rate debt instruments 
and on interest income generated from our cash and investment balances. 
The interest rate is fixed for $1.4 billion of our debt and capital lease 
obligations, with the remaining $0.4 billion having floating interest rates. If 
interest rates were on average 100 basis points higher in 2016 than they 
were during 2015, our interest expense would increase by approximately 
$4 million. This is determined by considering the impact of the hypothetical 
change in interest rates on our variable rate debt.

If interest rates were an average 10% lower in 2016 than they were 
during 2015, our interest income from cash and investment balances 
would remain relatively constant. These amounts are determined by 
considering the impact of the hypothetical interest rates on our cash and 
cash equivalents and short term investment securities balances as of 
December 31, 2015 and 2014.

Convertible Debt 

On December 31, 2015, our $86 million aggregate principal amount of 
convertible debt had a total estimated fair value of $405 million, based on 
quoted market prices. If there was a 10% increase in our stock price, the fair 
value of this debt would have been $446 million as of December 31, 2015.

38

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 8 Financial Statements and Supplementary Data

ITEM 8.  Financial Statements and Supplementary Data

Report of Independent Registered Public Accounting Firm

The Board of Directors and Stockholders of 
JetBlue Airways Corporation

We have audited the accompanying consolidated balance sheets of JetBlue 
Airways Corporation as of December 31, 2015 and 2014, and the related 
consolidated statements of operations, comprehensive income, cash flows 
and stockholders’ equity for each of the three years in the period ended 
December 31, 2015. These financial statements are the responsibility of 
the Company’s management. Our responsibility is to express an opinion 
on these financial statements based on our audits.

We conducted our audits in accordance with the standards of the Public 
Company Accounting Oversight Board (United States). Those standards 
require that we plan and perform the audit to obtain reasonable assurance 
about whether the financial statements are free of material misstatement. 
An audit includes examining, on a test basis, evidence supporting the 
amounts and disclosures in the financial statements. An audit also includes 
assessing the accounting principles used and significant estimates made 
by management, as well as evaluating the overall financial statement 
presentation. We believe that our audits provide a reasonable basis for 
our opinion.

In our opinion, the financial statements referred to above present fairly, in 
all material respects, the consolidated financial position of JetBlue Airways 
Corporation at December 31, 2015 and 2014, and the consolidated 
results of its operations and its cash flows for each of the three years in 
the period ended December 31, 2015, in conformity with U.S. generally 
accepted accounting principles.

We also have audited, in accordance with the standards of the Public 
Company Accounting Oversight Board (United States), JetBlue Airways 
Corporation’s internal control over financial reporting as of December 31, 
2015, based on criteria established in Internal Control-Integrated Framework 
issued by the Committee of Sponsoring Organizations of the Treadway 
Commission (2013 framework) and our report dated February 17, 2016 
expressed an unqualified opinion thereon.

/s/ Ernst & Young LLP

New York, New York

February 17, 2016

Report of Independent Registered Public Accounting Firm

The Board of Directors and Stockholders of 
JetBlue Airways Corporation

We have audited JetBlue Airways Corporation’s internal control over financial 
reporting as of December 31, 2015, based on criteria established in Internal 
Control-Integrated Framework issued by the Committee of Sponsoring 
Organizations of the Treadway Commission (2013 framework) (the COSO 
criteria). JetBlue Airways Corporation’s management is responsible for 
maintaining effective internal control over financial reporting, and for its 
assessment of the effectiveness of internal control over financial reporting 
included in the accompanying Management’s Report on Internal Control 
Over Financial Reporting. Our responsibility is to express an opinion on 
the company’s internal control over financial reporting based on our audit.

We conducted our audit in accordance with the standards of the Public 
Company Accounting Oversight Board (United States). Those standards 
require that we plan and perform the audit to obtain reasonable assurance 
about whether effective internal control over financial reporting was 
maintained in all material respects. Our audit included obtaining an 
understanding of internal control over financial reporting, assessing the 
risk that a material weakness exists, testing and evaluating the design 
and operating effectiveness of internal control based on the assessed 
risk, and performing such other procedures as we considered necessary 
in the circumstances. We believe that our audit provides a reasonable 
basis for our opinion.

A company’s internal control over financial reporting is a process designed 
to provide reasonable assurance regarding the reliability of financial 
reporting and the preparation of financial statements for external purposes 
in accordance with generally accepted accounting principles. A company’s 
internal control over financial reporting includes those policies and procedures 
that (1) pertain to the maintenance of records that, in reasonable detail, 

accurately and fairly reflect the transactions and dispositions of the assets 
of the company; (2) provide reasonable assurance that transactions are 
recorded as necessary to permit preparation of financial statements in 
accordance with generally accepted accounting principles, and that receipts 
and expenditures of the company are being made only in accordance 
with authorizations of management and directors of the company; and 
(3) provide reasonable assurance regarding prevention or timely detection 
of unauthorized acquisition, use, or disposition of the company’s assets 
that could have a material effect on the financial statements.

Because of its inherent limitations, internal control over financial reporting 
may not prevent or detect misstatements. Also, projections of any evaluation 
of effectiveness to future periods are subject to the risk that controls may 
become inadequate because of changes in conditions, or that the degree 
of compliance with the policies or procedures may deteriorate.

In our opinion, JetBlue Airways Corporation maintained, in all material 
respects, effective internal control over financial reporting as of December 31, 
2015, based on the COSO criteria.

We also have audited, in accordance with the standards of the Public 
Company Accounting Oversight Board (United States), the consolidated 
balance sheets of JetBlue Airways Corporation as of December 31, 
2015 and 2014, and the related consolidated statements of operations, 
comprehensive income, cash flows and stockholders’ equity for each 
of the three years in the period ended December 31, 2015 of JetBlue 
Airways Corporation and our report dated February 17, 2016 expressed an 
unqualified opinion thereon.

/s/ Ernst & Young LLP

New York, New York

February 17, 2016

39

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 8 Financial Statements and Supplementary Data

JetBlue Airways Corporation

Consolidated Balance Sheets

(in millions, except per share data)
ASSETS
CURRENT ASSETS

Cash and cash equivalents
Investment securities
Receivables, less allowance (2015-$6; 2014-$6)
Inventories, less allowance (2015-$10; 2014-$8)
Prepaid expenses
Deferred income taxes
Total current assets

PROPERTY AND EQUIPMENT

Flight equipment
Predelivery deposits for flight equipment

Total flight equipment and predelivery deposits, gross

Less accumulated depreciation

Total flight equipment and predelivery deposits, net

Other property and equipment
Less accumulated depreciation

Total other property and equipment, net

Assets constructed for others
Less accumulated depreciation

Total assets constructed for others, net
Total property and equipment, net

OTHER ASSETS

Investment securities
Restricted cash
Other

Total other assets

TOTAL ASSETS

December 31,

2015

2014

$

$

318
558
136
44
172
145
1,373

7,079
171
7,250
1,573
5,677
868
293
575
561
161
400
6,652

49
63
523
635
8,660

$

341
367
136
46
136
174
1,200

6,233
207
6,440
1,354
5,086
816
252
564
561
139
422
6,072

60
61
446
567
$ 7,839

See accompanying notes to consolidated financial statements.

40

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 8 Financial Statements and Supplementary Data

JetBlue Airways Corporation

Consolidated Balance Sheets

(in millions, except per share data)
LIABILITIES AND STOCKHOLDERS’ EQUITY
CURRENT LIABILITIES

Accounts payable
Air traffic liability
Accrued salaries, wages and benefits
Other accrued liabilities
Current maturities of long-term debt and capital leases

Total current liabilities

LONG-TERM DEBT AND CAPITAL LEASE OBLIGATIONS
CONSTRUCTION OBLIGATION
DEFERRED TAXES AND OTHER LIABILITIES

Deferred income taxes
Other

Total deferred taxes and other liabilities

COMMITMENTS AND CONTINGENCIES (Notes 10 & 11)
STOCKHOLDERS’ EQUITY

Preferred stock, $0.01 par value; 25 shares authorized, none issued
Common stock, $0.01 par value; 900 shares authorized, 392 and 369 shares issued and 322 
and 310 shares outstanding at 2015 and 2014, respectively
Treasury stock, at cost; 70 and 59 shares at 2015 and 2014, respectively
Additional paid-in capital
Retained earnings
Accumulated other comprehensive loss

Total stockholders’ equity

TOTAL LIABILITIES AND STOCKHOLDERS’ EQUITY

December 31,
2015

2014

$

205
1,053
302
267
448
2,275
1,395
472

1,218
90
1,308

—

4
(366)
1,896
1,679
(3)
3,210
$ 8,660

$

208
973
203
287
265
1,936
1,968
487

832
87
919

—

4
(125)
1,711
1,002
(63)
2,529
$ 7,839

See accompanying notes to consolidated financial statements.

41

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 8 Financial Statements and Supplementary Data

JetBlue Airways Corporation

Consolidated Statements of Operations

(in millions, except per share amounts)
OPERATING REVENUES

Passenger
Other

Total operating revenues

OPERATING EXPENSES

Aircraft fuel and related taxes
Salaries, wages and benefits
Landing fees and other rents
Depreciation and amortization
Aircraft rent
Sales and marketing
Maintenance, materials and repairs
Other operating expenses
Total operating expenses

OPERATING INCOME
OTHER INCOME (EXPENSE)

Interest expense
Capitalized interest
Interest income (expense) and other
Gain on sale of subsidiary

Total other income (expense)
INCOME BEFORE INCOME TAXES
Income tax expense
NET INCOME

EARNINGS PER COMMON SHARE

Basic
Diluted

Years Ended December 31,

2015

5,893
523
6,416

1,348
1,540
342
345
122
264
490
749
5,200
1,216

(128)
8
1
—
(119)
1,097
420
677

2.15
1.98

$

$

$
$

2014

5,343
474
5,817

1,912
1,294
321
320
124
231
418
682
5,302
515

(148)
14
1
241
108
623
222
401

1.36
1.19

$

$

$
$

2013

4,971
470
5,441

1,899
1,135
305
290
128
223
432
601
5,013
428

(161)
13
(1)
—
(149)
279
111
168

0.59
0.52

$

$

$
$

See accompanying notes to consolidated financial statements.

42

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 8 Financial Statements and Supplementary Data

JetBlue Airways Corporation

Consolidated Statements of Comprehensive Income

(in millions)

NET INCOME
Changes in fair value of derivative instruments, net of reclassifications into earnings  
(net of $38, $(40), and $5 of taxes in 2015, 2014 and 2013, respectively)

Total other comprehensive income (loss)

COMPREHENSIVE INCOME

Years Ended December 31,

2015
677

60
60
737

$

$

2014
401

(63)
(63)
338

$

$

2013
168

8
8
176

$

$

See accompanying notes to consolidated financial statements.

43

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 8 Financial Statements and Supplementary Data

JetBlue Airways Corporation

Consolidated Statements of Cash Flows

(in millions)
CASH FLOWS FROM OPERATING ACTIVITIES
Net income
Adjustments to reconcile net income to net cash provided by operating activities:

Deferred income taxes
Depreciation
Amortization
Stock-based compensation
Gains on sale of assets, debt extinguishment and customer contract termination
Gain on sale of subsidiary
Collateral returned (paid) for derivative instruments
Changes in certain operating assets and liabilities:

Decrease (increase) in receivables
(Increase) decrease in inventories, prepaid and other
Increase in air traffic liability
(Decrease) increase in accounts payable and other accrued liabilities

Other, net

Net cash provided by operating activities
CASH FLOWS FROM INVESTING ACTIVITIES

Capital expenditures
Predelivery deposits for flight equipment
Proceeds from sale of subsidiary
Purchase of held-to-maturity investments
Proceeds from the maturities of held-to-maturity investments
Purchase of available-for-sale securities
Proceeds from the sale of available-for-sale securities
Other, net

Net cash used in investing activities
CASH FLOWS FROM FINANCING ACTIVITIES

Proceeds from:

Issuance of common stock
Issuance of long-term debt
Short-term borrowings and lines of credit

Repayment of:

Long-term debt and capital lease obligations
Short-term borrowings and lines of credit

Acquisition of treasury stock
Other, net

Net cash used in financing activities
(DECREASE) INCREASE IN CASH AND CASH EQUIVALENTS
Cash and cash equivalents at beginning of period
Cash and cash equivalents at end of period

$

Years Ended December 31,

2015

2014

2013

$

677

$

401

$

168

377
288
57
20
(11)
—
52

11
(5)
80
64
(12)
1,598

(837)
(104)
—
(370)
313
(372)
242
(6)
(1,134)

84
—
—

(328)
—
(241)
(2)
(487)
(23)
341
318

212
263
62
20
—
(241)
(49)

1
3
148
68
24
912

(730)
(127)
393
(361)
379
(335)
398
4
(379)

41
342
—

(702)
—
(82)
(16)
(417)
116
225
341

$

107
258
48
14
(1)
—
8

(22)
(23)
132
52
17
758

(615)
(22)
—
(234)
300
(413)
508
—
(476)

10
393
190

(612)
(190)
(8)
(22)
(239)
43
182
225

$

See accompanying notes to consolidated financial statements.

44

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 8 Financial Statements and Supplementary Data

JetBlue Airways Corporation

Consolidated Statements of Stockholders’ Equity

(in millions)
Balance at December 31, 2012
Net income
Changes in comprehensive income
Vesting of restricted stock units
Stock compensation expense
Stock issued under Crewmember 
stock purchase plan
Shares repurchased under 2012 
share repurchase plan
Convertible debt redemption
Other
Balance at December 31, 2013
Net income
Changes in comprehensive loss
Vesting of restricted stock units
Exercise of stock options
Stock compensation expense
Stock issued under Crewmember 
stock purchase plan
Shares repurchased under 2012 
share repurchase plan
Convertible debt redemption
Other
Balance at December 31, 2014
Net income
Changes in comprehensive income
Vesting of restricted stock units
Exercise of stock options
Stock compensation expense
Stock issued under Crewmember 
stock purchase plan
Shares repurchased under 2012 
share repurchase plan
Convertible debt redemption
Other
Balance at December 31, 2015

Common 
Shares
331
—
—
2
—

Common 
Stock
$

3
—
—
—
—

2

—
12
—
347
—
—
3
2
—

2

—
15
—
369
—
—
2
5
—

1

—
15
—
392

—

—
—
—
3
—
—
—
—
—

—

—
1
—
4
—
—
—
—
—

—

—
—
—
4

$

$

$

Treasury 
Shares

50
—
—
1
—

—

—
—
—
51
—
—
1
—
—

—

7
—
—
59
—
—
1
—
—

—

10
—
—
70

Treasury 
Stock
$

(35)
—
—
(5)
—

$

—

(3)
—
—
(43)
—
—
(9)
—
—

—

(73)
—
—
$ (125)
—
—
(14)
—
—

Additional 
Paid-In  
Capital

$ 1,495
—
—
—
14

10

—
55
(1)
$ 1,573
—
—
—
22
20

19

—
76
1
$ 1,711
—
—
—
59
20

—

25

—

(227)
—
—
$ (366)

—
67
14
$ 1,896

—
—
—
$ 1,679

Accumulated 
Other  
Compre- 
hensive  
Income 
(Loss)
$

(8)
—
8
—
—

Retained 
Earnings
$

433
168
—
—
—

Total
$ 1,888
168
8
(5)
14

$

—

—
—
—
601
401
—
—
—
—

—

—
—
—
$ 1,002
677
—
—
—
—

—

10

—
—
—
$ —
—
(63)
—
—
—

(3)
55
(1)
$ 2,134
401
(63)
(9)
22
20

—

19

—
—
—
$ (63)
—
60
—
—
—

—

—
—
—
(3)

$

(73)
77
1
$ 2,529
677
60
(14)
59
20

25

(227)
67
14
$ 3,210

See accompanying notes to consolidated financial statements.

45

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II

ITEM 8.  Financial Statements and 

Supplementary Data

PART II  
ITEM 8 Financial Statements and Supplementary Data

JetBlue Airways Corporation

Notes to Consolidated Financial Statements

JetBlue Airways Corporation, or JetBlue, is New York’s Hometown Airline™. 
We believe our differentiated product and service offerings combined with 
our competitive cost advantage enables us to effectively compete in the 
high-value geography we serve. As of December 31, 2015, we served 93 
destinations in 28 states, the District of Columbia, the Commonwealth of 

Puerto Rico, the U.S. Virgin Islands, and 19 countries in the Caribbean and 
Latin America. In December 2015, JetBlue created a new wholly-owned 
subsidiary, JetBlue Technology Ventures, LLC, or JTV. JTV will invest in 
or partner with emerging companies in the development of innovative 
products and services within the travel, hospitality and lifestyle industries.

NOTE 1 

Summary of Significant Accounting Policies

Basis of Presentation

Restricted Cash

JetBlue provides air transportation services across the United States, 
the Caribbean and Latin America. Our consolidated financial statements 
have been prepared in accordance with accounting principles generally 
accepted in the U.S., or U.S. GAAP, and include the accounts of JetBlue 
and our subsidiaries. All majority-owned subsidiaries are consolidated 
on a line by line basis, with all intercompany transactions and balances 
being eliminated. In June 2014, LiveTV, LLC (and LTV Global, Inc, and 
LiveTV International, Inc., subsidiaries of LiveTV, LLC) were sold to Thales 
Holding Corporation, or Thales, and ceased to be subsidiaries of JetBlue. 
In September 2014, LiveTV Satellite Communications, LLC was sold to 
Thales and ceased to be a subsidiary of JetBlue. Following the closure of 
these sales, the transferred LiveTV operations are no longer presented in 
our consolidated financial statements. Refer to Note 16 for more details 
on the sale. Air transportation services accounted for substantially all of 
the Company’s operations in 2015, 2014 and 2013. Accordingly, segment 
information is not provided for LiveTV operations before the sale.

Use of Estimates

The preparation of our consolidated financial statements and accompanying 
notes in conformity with U.S. GAAP require us to make certain estimates 
and assumptions. Actual results could differ from those estimates.

Fair Value

The Fair Value Measurements and Disclosures topic of the Financial 
Accounting Standards Board’s, or FASB, Accounting Standards 
Codification™, or Codification, establishes a framework for measuring fair 
value and requires enhanced disclosures about fair value measurements. 
This topic clarifies that fair value is an exit price, representing the amount 
that would be received to sell an asset or paid to transfer a liability in an 
orderly transaction between market participants. The topic also requires 
disclosure about how fair value is determined for assets and liabilities and 
establishes a hierarchy for which these assets and liabilities must be grouped, 
based on significant levels of inputs. Refer to Note 13 for more information.

Cash and Cash Equivalents

Our cash and cash equivalents include short-term, highly liquid investments 
which are readily convertible into cash. These investments include money 
market securities and commercial papers with maturities of three months 
or less when purchased.

Restricted cash primarily consists of security deposits, funds held in escrow 
for estimated workers’ compensation obligations and performance bonds 
for aircraft and facility leases.

Accounts and Other Receivables

Accounts and other receivables are carried at cost. They primarily consist 
of amounts due from credit card companies associated with sales of 
tickets for future travel. We estimate an allowance for doubtful accounts 
based on known troubled accounts, if any, and historical experience of 
losses incurred.

Investment Securities

Investment securities consist of available-for-sale investment securities 
and held-to-maturity investment securities. When sold, we use a specific 
identification method to determine the cost of the securities.

Available-for-sale investment securities

Our available-for-sale investment securities include highly liquid investments 
such as certificates of deposits with maturities between three and twelve 
months which are stated at fair value.

Held-to-maturity investment securities

Our held-to-maturity investments consist of investment-grade interest 
bearing instruments, primarily corporate bonds, which are stated at 
amortized cost. We do not intend to sell these investment securities and 
the contractual maturities are not greater than 24 months. Those with 
maturities less than twelve months are included in short-term investments 
on our consolidated balance sheets. Those with remaining maturities in 
excess of twelve months are included in long-term investments on our 
consolidated balance sheets. We did not record any material gains or 
losses on these securities during the years ended December 31, 2015, 
2014 or 2013. The estimated fair value of these investments approximated 
their carrying value as of December 31, 2015 and 2014.

Also included in our held-to-maturity investment securities as of December 
31, 2015 are deposits made to lower the interest rate on the debt secured 
by two aircraft as discussed in Note 2. These funds on deposit are readily 
available to us and are invested with a bank with a deposit maturity within 
the next 12 months. If we were to draw upon this deposit, the interest 
rates on the debt would revert to the higher rates in effect prior to the re-
financing. As such, we have classified these time deposits as long-term 
held-to-maturity investments to reflect our intent to hold them in connection 
with the maturity of the associated debt.

46

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportThe carrying values of investment securities consisted of the following at December 31, 2015 and 2014 (in millions):

PART II  
ITEM 8 Financial Statements and Supplementary Data

Available-for-sale securities

Time deposits
Commercial paper
Treasury bills
Total available-for-sale securities

Held-to-maturity securities

Corporate bonds
Treasury notes
Time deposits
Total held-to-maturity securities

TOTAL INVESTMENT SECURITIES

Derivative Instruments

Derivative instruments, including fuel hedge contracts, fuel basis swap 
agreements and interest rate swap agreements are stated at fair value, 
net of any collateral postings. Derivative instruments are included in other 
current assets and other current liabilities in our consolidated balance 
sheets. Refer to Note 12 for more information.

Inventories

Inventories consist of expendable aircraft spare parts and supplies that are 
stated at average cost as well as aircraft fuel that is accounted for on a 

2015

2014

$

$

125  
55
75  
255  

322  
30  
—
352  
607

$ 125  

—
—  
125  

254  
—  
48
302  

$ 427

first-in, first-out basis. These items are expensed when used or consumed. 
An allowance for obsolescence on aircraft spare parts is provided over 
the remaining useful life of the related aircraft fleet.

Property and Equipment

We record our property and equipment at cost and depreciate these assets 
on a straight-line basis over their estimated useful lives to their estimated 
residual values. We capitalize additions, modifications enhancing the 
operating performance of our assets and the interest related to predelivery 
deposits used to acquire new aircraft and the construction of our facilities.

Estimated useful lives and residual values for our property and equipment are as follows:

Property and Equipment Type
Aircraft
In-flight entertainment systems
Aircraft parts
Flight equipment leasehold improvements
Ground property and equipment
Leasehold improvements—other
Buildings on leased land

Estimated Useful Life
25 years
5-10 years
Fleet life
Lower of lease term or economic life
2-10 years
Lower of lease term or economic life
Lease term

Residual Value
20%
0%
10%
0%
0%
0%
0%

Property under capital leases is initially recorded at an amount equal to the 
present value of future minimum lease payments which is computed on 
the basis of our incremental borrowing rate or, when known, the interest 
rate implicit in the lease. Amortization of property under capital leases is 
on a straight-line basis over the expected useful life and is included in 
depreciation and amortization expense.

We record impairment losses on long-lived assets used in operations 
when events and circumstances indicate the assets may be impaired 
and the undiscounted future cash flows estimated to be generated 
by the assets are less than the assets’ net book value. If impairment 
occurs, the loss is measured by comparing the fair value of the asset 
to its carrying amount. Impairment losses are recorded in depreciation 
and amortization expense.

Software

We capitalize certain costs related to the acquisition and development 
of computer software. We amortize these costs using the straight-line 
method over the estimated useful life of the software, which is generally 
between five and ten years. The net book value of computer software, 
which is included in other assets on our consolidated balance sheets, 
was $93 million and $73 million as of December 31, 2015 and 2014, 
respectively. Amortization expense related to computer software was $34 

million, $39 million and $18 million for the years ended December 31, 2015, 
2014 and 2013, respectively. The increases in amortization expense during 
2014 and 2015 are mainly due to accelerated amortization expense as a 
result of a change in the expected useful lives of certain software. As of 
December 31, 2015, amortization expense related to computer software 
is expected to be approximately $27 million in 2016, $25 million in 2017, 
$20 million in 2018, $14 million in 2019, and $3 million in 2020.

Intangible Assets

Our intangible assets consist primarily of acquired take-off and landing 
slots, or Slots, at certain domestic airports. Slots are the rights to take-off 
or land at a specific airport during a specific time period of the day and 
are a means by which airport capacity and congestion can be managed. 
We account for Slots at High Density Airports, including Reagan National 
Airport in Washington, D.C., LaGuardia Airport, and JFK Airport, both in New 
York City as indefinite life intangible assets which results in no amortization 
expense. Slots at other airports are amortized on a straight-line basis over 
their expected useful lives of up to 15 years. As of December 31, 2013, 
we changed our estimated lives for Slots at High Density Airports from 
15 years to indefinite life. We incurred amortization expense of $5 million 
related to Slots at High Density Airports for the year ended December 31, 
2013. As of December 31, 2015 and 2014 our intangible assets for Slots 
at High Density Airports with indefinite lives was $139 million.

47

JETBLUE AIRWAYS CORPORATION - 2015 Annual Report 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
PART II  
ITEM 8 Financial Statements and Supplementary Data

Passenger Revenue

Passenger revenue is recognized when the transportation is provided or 
after the ticket or customer credit issued upon payment of a change fee 
expires. It is recognized net of the taxes that we are required to collect 
from our customers, including federal transportation taxes, security taxes 
and airport facility charges. Tickets sold but not yet recognized as revenue 
and unexpired credits are included in air traffic liability on the consolidated 
balance sheets.

Loyalty Program

We account for our customer loyalty program, TrueBlue®, by recording a 
liability for the estimated incremental cost of outstanding points earned 
from JetBlue purchases that we expect to be redeemed. The estimated 
cost includes incremental fuel, insurance, passenger food and supplies, 
in-flight entertainment and reservation costs. We adjust this liability, which 
is included in air traffic liability, based on points earned and redeemed, 
points that will ultimately go unused, or breakage, changes in the estimated 
incremental costs associated with providing travel and changes in the 
TrueBlue® program. This liability was $24 million as of December 31, 2015 
and 2014. We estimate breakage based on historical point redemptions. 
In June 2013, we amended the program so points earned by members 
never expire. As a result of this change, our estimate for the breakage 
decreased resulting in a $5 million reduction in revenue and a corresponding 
increase in air traffic liability in 2013. Customers earn points based on the 
value paid for a trip rather than the length of the trip and never expire, and 
customers can pool points between small groups of people, branded as 
Family Pooling™. We believe Family Pooling™ has not had a material 
impact on the breakage calculation.

TrueBlue® points can also be sold to participating companies, including 
credit card and car rental companies. These sales are accounted for as 
multiple-element arrangements, with one element representing the fair value 
of the travel that will ultimately be provided when the points are redeemed 
and the other consisting of marketing related activities that we conduct with 
the participating company. The fair value of the transportation portion of 
these point sales is deferred and recognized as passenger revenue when 
transportation is provided. The marketing portion, which is the excess of 
the total sales proceeds over the estimated fair value of the transportation 
to be provided, is recognized in other revenue when the points are sold. 
TrueBlue® points sold to participating companies which are not redeemed 
are recognized as revenue when management determines the probability 
of redemption is remote. Deferred revenue was $181 million and $162 
million at December 31, 2015 and 2014, respectively.

Upon the re-launch of the TrueBlue® program in November 2009, we 
extended our co-branded credit card and membership rewards participation 
agreements. In connection with these extensions, we received a one-time 
payment of $37 million, which we deferred and recognized as other revenue 
over the original term of the agreement through 2015. We recognized 
approximately $7 million of revenue related to this one-time payment 
during 2015, 2014 and 2013, respectively. In connection with exclusive 
benefits to be introduced for our co-branded credit card, we received a 
one-time payment of $6 million during 2012, which we have deferred and 
will recognize as other revenue over the remaining term of the agreement. 
For the year ended December 31, 2015, we have recorded $1 million of 
revenue related to this one-time payment.

In 2015, we announced a co-branded credit card partnership with a 
Barclaycard®, which will replace our existing contract at the end of the first 
quarter of 2016. The agreement will be a multiple-element arrangement 
subject to Accounting Standards Update, or ASU, 2009-13, Multiple 
Deliverable Revenue Arrangements. We do not apply the provisions 
of ASU 2009-13 to our existing co-branded credit card agreement, as 
the agreement was signed before and not materially modified after the 
effective date.

Airframe and Engine Maintenance and Repair

Regular airframe maintenance for owned and leased flight equipment is 
charged to expense as incurred unless covered by a third-party long-term 
flight hours service agreement. We have separate service agreements in 
place covering scheduled and unscheduled repairs of certain airframe line 
replacement unit components as well as the engines in our fleet. These 
agreements, whose original terms generally range from ten to 15 years, 
require monthly payments at rates based either on the number of cycles 
each aircraft was operated during each month or the number of flight 
hours each engine was operated during each month, subject to annual 
escalations. These power by the hour agreements transfer certain risks, 
including cost risks, to the third-party service providers. They generally 
fix the amount we pay per flight hour or number of cycles in exchange for 
maintenance and repairs under a predefined maintenance program, which 
are representative of the time and materials that would be consumed. These 
costs are expensed as the related flight hours or cycles are incurred. One 
of our maintenance providers is a subsidiary of a former large shareholder 
of ours and was a related party until the first quarter of 2015. We recorded 
approximately $32 million in 2015, $20 million in 2014 and $19 million in 
2013 in maintenance expense provided by this related party.

Advertising Costs

Advertising costs, which are included in sales and marketing, are expensed 
as incurred. Advertising expense was $69 million in 2015, $64 million in 
2014 and $61 million in 2013.

Share-Based Compensation

We record compensation expense for share-based awards based on the 
grant date fair value of those awards. Share-based compensation expense 
includes an estimate for pre-vesting forfeitures and is recognized over the 
requisite service periods of the awards on a straight-line basis.

Income Taxes

We account for income taxes utilizing the liability method. Deferred income 
taxes are recognized for the tax consequences of temporary differences 
between the tax and financial statement reporting bases of assets and 
liabilities. A valuation allowance for deferred tax assets is provided unless 
realizability is judged by us to be more likely than not. Our policy is to 
recognize interest and penalties accrued on any unrecognized tax benefits 
as a component of income tax expense.

LiveTV Commercial Agreements

LiveTV provides in-flight entertainment solutions for various commercial 
airlines. These solutions include equipment and related installation as well 
as agreements for ongoing service and support. In June 2014, we sold 
LiveTV and until this time we accounted for the equipment agreements 
as operating leases, with related revenue recognized ratably over the 
term of the related customer agreement in accordance with the Revenue 
Recognition-Multiple-Element Arrangements topic of the Codification. This 
determination was principally as a result of the long term nature of these 
agreements and the resulting uncertainties surrounding the total costs 
to provide ongoing equipment maintenance and upkeep throughout the 
contractual term. We accounted for payments for ongoing service and 
support ratably over the term of the related customer contract. Before 
the sale of LiveTV, customer advances that were to be applied in the next 
12 months were included in other current liabilities on our consolidated 
balance sheets while those beyond 12 months were included in other 
liabilities. As of December 31, 2014, no LiveTV balances are included in 
our consolidated balance sheets.

48

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 8 Financial Statements and Supplementary Data

New Accounting Standards

New accounting rules and disclosure requirements can impact our financial 
results and the comparability of our financial statements. The authoritative 
literature which has recently been issued and that we believe will impact 
our consolidated financial statements is described below. There are also 
several new proposals under development, including proposals related to 
leases and financial instruments. If and when enacted, these proposals 
may have a significant impact on our financial statements.

In May 2014, the FASB issued ASU 2014-09, Revenue from Contracts 
with Customers topic of the Codification, which supersedes existing 
revenue recognition guidance. Under the new standard, a company will 
recognize revenue when it transfers goods or services to customers in 
an amount that reflects the consideration to which the company expects 
to be entitled to in exchange for those goods or services. The standard 
allows for either full retrospective or modified retrospective adoption. In 
July 2015, the FASB voted to defer the effective date of ASU 2014-09 by 
one year to interim and annual reporting periods beginning after December 
15, 2017 and permitted early adoption of the standard, but not prior to 
December 15, 2016. While we are still evaluating the full impact of adopting 
this standard on our consolidated financial statements and disclosures, 
we have determined that it will impact our loyalty program accounting. 
The new standard will no longer allow us to use the incremental cost 
method when recording the financial impact of TrueBlue® points earned 

on JetBlue purchases and will require us to re-value our liability with a 
relative fair value approach.

In April 2015, the FASB issued ASU 2015-03, Interest - Imputation of 
Interest, Simplifying the Presentation of Debt Issuance Costs topic of 
the Codification. This standard provides a simplified presentation of 
debt issuance costs and requires that debt issuance costs related to a 
recognized debt liability to be presented on the balance sheet as a direct 
deduction from the carrying amount of that debt liability, consistent with 
debt discounts. The standard is effective for public companies for annual 
periods beginning after December 15, 2015. Our unamortized debt issuance 
cost at December 31, 2015 was $16 million which is included within other 
long term assets on the consolidated balance sheet. 

In November 2015, the FASB issued ASU 2015-17, Income Taxes, 
Balance Sheet Classification of Deferred Taxes topic of the Codification. 
This standard requires all deferred tax assets and liabilities to be classified 
as non-current on the balance sheet instead of separating deferred taxes 
into current and non-current amounts. In addition, valuation allowance 
allocations between current and non-current deferred tax assets are no 
longer required because those allowances also will be classified as non-
current. This standard is effective for public companies for annual periods 
beginning after December 15, 2016. Our current deferred tax asset and 
non-current deferred tax liability as of December 31, 2015 were $145 
million and $1.2 billion, respectively.

NOTE 2 

Long-term Debt, Short-term Borrowings and Capital Lease Obligations

Long-term debt and capital lease obligations and the related weighted average interest rate at December 31, 2015 and 2014 consisted of the following (in millions):

Secured Debt
Floating rate equipment notes, due through 2025(1)
Floating rate enhanced equipment notes(2)

Class G-1, due 2016
Class G-2, due 2016

Fixed rate enhanced equipment notes, due through 2023(3)
Fixed rate equipment notes, due through 2026
Fixed rate special facility bonds, due through 2036(4)
Unsecured Debt
6.75% convertible debentures due in 2039(5)
5.5% convertible debentures due in 2038(6)
Capital Leases(7)
Total debt and capital lease obligations

Less: Current maturities

2015

2014

$

193 

16
185
201
964
43

86
—
155
1,843
(448)
$ 1,395 

3.7%

4.4%
1.0%
4.5%
5.5%
4.9%

4.1%

$

276 

35 
185 
217 
1,119 
77 

86 
68 
170 
2,233 
(265)
$ 1,968 

3.2%

4.4%
1.0%
4.5%
5.6%
5.0%

4.1%

LONG-TERM DEBT AND CAPITAL LEASE OBLIGATIONS
(1) 

(2) 

(3) 

(4) 

Interest rates adjust quarterly or semi-annually based on LIBOR, plus a margin. In June 2014, we used some of the proceeds from the sale of LiveTV and prepaid $299 million of floating 
rate outstanding principal secured by 14 Airbus A320 aircraft which are now unencumbered.
In March and November 2004, we completed public offerings for $431 million and $498 million, respectively, of pass-through certificates. These offerings were set up in order to finance 
the purchase of 28 new Airbus A320 aircraft delivered through 2005. Separate trusts were established for each class of these certificates. Quarterly principal payments are required on the 
Class G-1 certificates. In February 2008, we entered into interest rate swap agreements for the Class G-1 certificates in the November 2004 offering. These swap agreements effectively 
fixed the interest rate for the remaining term of these certificates. As of December 31, 2015, these certificates had a balance of $16 million and an effective interest rate of 4.4%. The entire 
principal amount of the Class G-2 certificates is scheduled to be paid in a lump sum on the applicable maturity dates. In February 2009, we entered into interest rate swap agreements for 
the Class G-2 certificates in the November 2004 offering which expired in 2013. In March 2014, we paid the final scheduled principal payment of $188 million associated with our March 
2004 EETC Class G-2 certificates. The interest rate for all other certificates is based on three month LIBOR, plus a margin. Interest is payable quarterly.
In March 2014, we completed a private placement of $226 million in pass-through certificates, Series 2013-1. The certificates were issued by a pass-through trust and are not obligations 
of JetBlue. The proceeds from the issuance of the pass-through certificates were used to purchase equipment notes issued by JetBlue and secured by 14 of our previously unencumbered 
aircraft. Principal and interest are payable semi-annually, starting in September 2014.
In  November  2005,  the  Greater  Orlando Aviation Authority,  or  GOAA,  issued  special  purpose  airport  facilities  revenue  bonds  to  JetBlue  as  reimbursement  for  certain  airport  facility 
construction and other costs. In April 2013, GOAA issued $42 million in special purpose airport facility revenue bonds to refund the bonds issued in 2005. The proceeds from the refunded 
bonds were loaned to us and we recorded the issuance of $43 million, net of $1 million premium, as long term debt on our consolidated balance sheets. In December 2006, the New York 
City Industrial Development Agency issued special facility revenue bonds for JFK to us as reimbursement to us for certain airport facility construction and other costs. We recorded the 
principal amount of the bond, net of discounts, as long-term debt on our consolidated balance sheets because we have issued a guarantee of the debt payments on the bond. This fixed 
rate debt is secured by leasehold mortgages of our airport facilities. During June 2015, we prepaid the full $32 million principal outstanding on the JFK special facility revenue bonds.

49

JETBLUE AIRWAYS CORPORATION - 2015 Annual Report 
 
   
 
   
   
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
PART II  
ITEM 8 Financial Statements and Supplementary Data

(5) 

(6) 

In June 2009, we completed a public offering for an aggregate principal amount of $115 million of 6.75% Series A convertible debentures due 2039, or the Series A 6.75% Debentures. We 
simultaneously completed a public offering for an aggregate principal amount of $86 million of 6.75% Series B convertible debentures due 2039, or the Series B 6.75% Debentures. These 
are collectively known as the 6.75% Debentures. The 6.75% Debentures are general obligations and rank equal in right of payment with all of our existing and future senior unsecured debt. 
They are effectively junior in right of payment to our existing and future secured debt, including our secured equipment debentures, to the extent of the value of the assets securing such 
debt, and senior in right of payment to any subordinated debt. In addition, the 6.75% Debentures are structurally subordinated to all existing and future liabilities of our subsidiaries. The net 
proceeds were approximately $197 million after deducting underwriting fees and other transaction related expenses. Interest on the 6.75% Debentures is payable semi-annually on April 
15 and October 15.
Holders of either the Series A or Series B 6.75% Debentures may convert them into shares of our common stock at any time at a conversion rate of 204.6036 shares per $1,000 principal 
amount of the 6.75% Debentures. The conversion rates are subject to adjustment should we declare common stock dividends or effect any common stock splits or similar transactions. If 
the holders converted the Series A 6.75% Debentures in connection with a fundamental change that occurred prior to October 15, 2014, the applicable conversion rate would have been 
increased depending on our then current common stock price. The same applies to the Series B 6.75% Debentures prior to October 15, 2016. The maximum number of shares into which all 
of the 6.75% Debentures are convertible, including pursuant to this make-whole fundamental change provision, is 235.2941 shares per $1,000 principal amount of the 6.75% Debentures 
outstanding, as adjusted, or 20.3 million shares as of December 31, 2015. During the fourth quarter of 2014, the remaining principal amount of approximately $76 million of the Series A 
6.75% Debentures were converted by holders and as a result, we issued 15.5 million shares of our common stock.
We may redeem any of the Series B 6.75% Debentures for cash at a redemption price of 100% of their principal amount, plus accrued and unpaid interest at any time on or after October 
15, 2016. Holders may require us to repurchase the Series B 6.75% Debentures for cash at a repurchase price equal to 100% of their principal amount plus accrued and unpaid interest, 
if any, on October 15, 2016, 2021, 2026, 2031 and 2036; or at any time prior to their maturity upon the occurrence of a certain designated event.
As of December 31, 2015, the remaining principal balance of Series B 6.75% Debentures was $86 million, which is currently convertible into 20.3 million shares of our common stock.
We evaluated the various embedded derivatives within the supplemental indenture for bifurcation from the 6.75% Debentures under the applicable provisions, including the basic conversion 
feature, the fundamental change make-whole provision and the put and call options. Based upon our detailed assessment, we concluded these embedded derivatives were either (i) excluded 
from bifurcation as a result of being clearly and closely related to the 6.75% Debentures or are indexed to our common stock and would be classified in stockholders’ equity if freestanding 
or (ii) are immaterial embedded derivatives.
In June 2008, we completed a public offering for an aggregate principal amount of $100.6 million of 5.5% Series A convertible debentures due 2038, or the Series A 5.5% Debentures. 
We simultaneously completed a public offering for an aggregate principal amount of $100.6 million for 5.5% Series B convertible debentures due 2038, or the Series B 5.5% Debentures. 
These are collectively known as the 5.5% Debentures. The 5.5% Debentures are general senior obligations and were originally secured in part by an escrow account for each series. We 
deposited approximately $32 million of the net proceeds from the offering, representing the first six scheduled semi-annual interest payments on the 5.5% Debentures, into escrow accounts 
for the exclusive benefit of the holders of each series of the 5.5% Debentures. As of December 31, 2011, all funds originally deposited in the escrow account had been used. Interest on 
the 5.5% Debentures is payable on a semi-annual basis on April 15 and October 15.
In June 2008, in conjunction with the public offering of the 5.5% Debentures described above, we also entered into a share lending agreement with Morgan Stanley & Co. Incorporated, an 
affiliate of the underwriter of the offering, or the share borrower, pursuant to which we loaned the share borrower approximately 44.9 million shares of our common stock. Under the share 
lending agreement, the share borrower is required to return the borrowed shares when the debentures are no longer outstanding. We did not receive any proceeds from the sale of the 
borrowed shares by the share borrower, but we did receive a nominal lending fee of $0.01 per share from the share borrower for the use of borrowed shares.
Our share lending agreement requires the shares borrowed be returned upon the maturity of the related debt, October 2038, or earlier, if the debentures are no longer outstanding. We 
determined the fair value of the share lending arrangement was approximately $5 million at the date of the issuance based on the value of the estimated fees the shares loaned would have 
generated over the term of the share lending arrangement. The $5 million value was recognized as a debt issuance cost and was amortized to interest expense through the earliest put date 
of the related debt, October 2013 and October 2015 for Series A and Series B, respectively. 
During 2008 and 2009 approximately $79 million principal amount of the 5.5% Debentures was voluntarily converted by holders. As a result, we issued 17.5 million shares of our common 
stock. Cash payments from the escrow accounts related to the 2008 conversions were $11 million and borrowed shares equivalent to the number of shares of our common stock issued 
upon these conversions were returned to us pursuant to the share lending agreement described above. The borrower returned 10.0 million shares to us in September 2009, almost all of 
which were voluntarily returned shares in excess of converted shares, pursuant to the share lending agreement. In October 2011, approximately 16.6 million shares were voluntarily returned 
to us by the borrower, leaving 1.4 million shares outstanding under the share lending arrangement. At December 31, 2015, the fair value of similar common shares not subject to our share 
lending arrangement, based upon our closing stock price, was approximately $32 million. During the fourth quarter of 2013, the remaining principal amount of approximately $55 million 
of the Series A 5.5% Debentures was converted by holders and as a result, we issued 12.2 million shares of our common stock.  In 2015, holders voluntarily converted the remaining $68 
million principal balance of Series B 5.5% Debentures and as a result, we issued 15.2 million shares of our common stock.
In January 2016, Morgan Stanley terminated our share lending agreement and returned the outstanding 1.4 million shares to us.

(7)  As of December 31, 2015 and 2014, four capital leased Airbus A320 aircraft and two capital leased Airbus A321 aircraft were included in property and equipment at a cost of $253 million 
with accumulated amortization of $48 million and $40 million, respectively. The future minimum lease payments under these non-cancelable leases are $23 million in 2016, $23 million 
in 2017, $23 million in 2018, $23 million in 2019, $35 million in 2020 and $63 million in the years thereafter. Included in the future minimum lease payments is $35 million representing 
interest, resulting in a present value of capital leases of $155 million with a current portion of $15 million and a long-term portion of $140 million.

During 2012, we modified the debt secured by three of our Airbus A320 aircraft, effectively lowering the borrowing rates over the remaining term of the loans. 
In exchange for lower borrowing rates associated with two of these aircraft loans, we deposited funds equivalent to the outstanding principal balance, a total 
of approximately $57 million. The deposit is included in the long-term investment securities on our consolidated balance sheets. If we withdraw the funds 
deposited, the interest rate on the debt would revert back to the original borrowing rate. During June 2015, we executed an amendment to the original facility 
agreement; as a result, the remaining $48 million principal of the deposit was returned to us by the borrower along with accrued interest and we negotiated a 
lower borrowing rate for the remaining term of the loans. These deposits are discussed further in Note 1.

During 2015, we prepaid $100 million of outstanding principal related to 10 Airbus A320 aircraft, as a result, four aircraft became unencumbered and six had 
lower principal balances.

As of December 31, 2015, we believe we were in compliance with all of our covenants in relation to our debt and lease agreements. Maturities of long-term 
debt and capital leases, including the assumption our convertible debt will be redeemed upon the first put date, for the next five years are as follows (in millions):

Year
2016
2017
2018
2019
2020
Thereafter

$

Maturities
448
189
196
217
180
613

Aircraft, engines, and other equipment and facilities having a net book value of $2.95 billion at December 31, 2015 were pledged as security under various 
loan agreements. Cash payments for interest related to debt and capital lease obligations, net of capitalized interest, aggregated $93 million, $102 million and 
$117 million in 2015, 2014 and 2013, respectively.

50

JETBLUE AIRWAYS CORPORATION - 2015 Annual Report 
 
 
 
 
 
 
 
 
 
 
 
 
PART II  
ITEM 8 Financial Statements and Supplementary Data

The carrying amounts and estimated fair values of our long-term debt (excluding capital lease obligations) at December 31, 2015 and 2014  
were as follows (in millions):

Public Debt
Floating rate enhanced equipment notes

Class G-1, due 2016
Class G-2, due 2016

Fixed rate special facility bonds, due through 2036
6.75% convertible debentures due in 2039
5.5% convertible debentures due in 2038
Non-Public Debt
Fixed rate enhanced equipment notes, due through 2023
Floating rate equipment notes, due through 2025
Fixed rate equipment notes, due through 2026
TOTAL

December 31, 2015

December 31, 2014

Carrying  
Value

Estimated  
Fair Value

Carrying  
Value

Estimated  
Fair Value

$

$

16
185
43
86
—

201
193
964
1,688

$

$

16
184
45
405
—

209
195
1,042
2,096

$

35
185
77
86
68

217
276
1,119
$ 2,063

$

35
180
78
283
241

224
277
1,211
$ 2,529

The estimated fair values of our publicly held long-term debt are classified as 
Level 2 in the fair value hierarchy. The fair values of our EETC transactions 
and our special facility bonds were based on quoted market prices 
in markets with low trading volumes. The fair value of our convertible 
debentures was based upon other observable market inputs since they 
are not actively traded. The fair value of our non-public debt was estimated 
using a discounted cash flow analysis based on our borrowing rates for 
instruments with similar terms and therefore classified as Level 3 in the fair 
value hierarchy. The fair values of our other financial instruments approximate 
their carrying values. Refer to Note 14 for additional information on fair value.

We have financed certain aircraft with EETCs as one of the benefits is 
being able to finance several aircraft at one time, rather than individually. 
The structure of EETC financing is that we create pass-through trusts in 
order to issue pass-through certificates. The proceeds from the issuance 

of these certificates are then used to purchase equipment notes which 
are issued by us and are secured by our aircraft. These trusts meet the 
definition of a variable interest entity, or VIE, as defined in the Consolidations 
topic of the Codification, and must be considered for consolidation in our 
consolidated financial statements. Our assessment of the EETCs considers 
both quantitative and qualitative factors including the purpose for which 
these trusts were established and the nature of the risks in each. The main 
purpose of the trust structure is to enhance the credit worthiness of our 
debt obligation through certain bankruptcy protection provisions, liquidity 
facilities and lower our total borrowing cost. We concluded that we are 
not the primary beneficiary in these trusts due to our involvement in them 
being limited to principal and interest payments on the related notes, the 
trusts were not set up to pass along variability created by credit risk to 
us and the likelihood of our defaulting on the notes. Therefore, we have 
not consolidated these trusts in our consolidated financial statements.

Short-term Borrowings

We have several lines of credit which bear interest at a floating rate based upon LIBOR plus a margin range of between 1.0% and 2.75%. 

Morgan Stanley Line of Credit

In July 2012, we entered into a revolving line of credit with Morgan Stanley 
for up to approximately $100 million. This was subsequently increased to 
$200 million in December 2012. This line of credit is secured by a portion 
of our investment securities held by them and the amount available 
to us under this line of credit may vary accordingly. This line of credit 
bears interest at a floating rate based upon LIBOR, plus a margin. As of 
December 31, 2015 and 2014, we did not have a balance outstanding 
under this line of credit.

Citibank Line of Credit

In April 2013, we entered into a Credit and Guaranty Agreement consisting 
of a $350 million revolving credit and letter of Credit Facility with Citibank, 

N.A. as the administrative agent. In November 2014, the available line was 
increased to allow for borrowings up to $400 million. Concurrent with the 
increase in borrowing capacity, we also extended the term of the facility 
through April 2018. Borrowings under the Credit Facility bear interest at a 
variable rate equal to LIBOR, plus a margin. The Credit Facility is secured 
by Slots at JFK, Newark, LaGuardia and Reagan National airports as 
well as certain other assets. The Credit Facility includes covenants that 
require us to maintain certain minimum balances in unrestricted cash, cash 
equivalents, and unused commitments available under all revolving credit 
facilities. In addition, the covenants restrict our ability to incur additional 
indebtedness, issue preferred stock or pay dividends. As of December 
31, 2015 and 2014, we did not have a balance outstanding under this 
line of credit.

NOTE 3 

Operating Leases

We lease aircraft, all of our facilities at the airports we serve, office space 
and other equipment. These leases have varying terms and conditions, 
with some having early termination clauses which we determine to be 
the lease expiration date. The length of the lease depends upon the type 
of asset being leased, with the latest lease expiring in 2035. Total rental 
expense for all operating leases was $298 million in 2015, $298 million 
in 2014 and $295 million in 2013. As of December 31, 2015, we have 
approximately $34 million in assets that serve as collateral for letters of 

credit. These letters of credit relate to a certain number of our leases and 
are included in restricted cash.

As of December 31, 2015, 54 of the 215 aircraft in our fleet were leased 
under operating leases, with lease expiration dates ranging from 2016 
to 2026. Five of the 54 aircraft operating leases have variable rate rent 
payments based on LIBOR. Leases for 46 of our aircraft can generally be 
renewed at rates based on fair market value at the end of the lease term for 

51

JETBLUE AIRWAYS CORPORATION - 2015 Annual Report 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
PART II  
ITEM 8 Financial Statements and Supplementary Data

one or two years. We have purchase options for 45 of our aircraft leases 
at the end of their lease term. These purchase options are at fair market 
value and have a one-time option during the term at fixed amounts that 
were expected to approximate the fair market value at lease inception.

During 2015, we extended the lease on one Airbus A320 aircraft that was 
previously set to expire in 2016. This extension resulted in an additional 
$9 million of lease commitments through 2020. We did not extend any 
leases on our fleet during 2014. During 2013, we extended the leases on 

eight Airbus A320 aircraft that were previously set to expire in 2014. These 
extensions resulted in an additional $42 million of lease commitments 
through 2022. Our aircraft lease agreements contain termination provisions 
which include standard maintenance and return conditions. Our policy is 
to record these lease return conditions when they are probable and the 
costs can be estimated.

In the fourth quarter of 2015, we bought out the operating leases on six 
Airbus A320 aircraft for approximately $110 million.

Future minimum lease payments under noncancelable operating leases, including those described above, with initial or remaining terms in excess of one year 
at December 31, 2015, are as follows (in millions):

2016
2017
2018
2019
2020
Thereafter
TOTAL MINIMUM OPERATING LEASE PAYMENTS

Aircraft
83
$
79
77
59
53
163
514

$

Other
87
72
66
63
56
445
789

$

$

$

Total
170
151
143
122
109
608
$ 1,303

In the past we have entered into sale-leaseback arrangements with a third 
party lender for 45 of our operating aircraft. The sale-leasebacks occurred 
simultaneously with the delivery of the related aircraft to us from their 
manufacturers. Each sale-leaseback transaction was structured with a 
separate trust set up by the third party lender, the assets of which consist 
of the one aircraft initially transferred to it following the sale by us and the 
subsequent lease arrangement with us. Because of their limited capitalization 
and the potential need for additional financial support, these trusts are 
VIEs as defined in the Consolidations topic of the Codification and must be 
considered for consolidation in our financial statements. Our assessment 
of each trust considers both quantitative and qualitative factors, including 
whether we have the power to direct the activities and to what extent we 

participate in the sharing of benefits and losses of the trusts. JetBlue does 
not retain any equity interests in any of these trusts and our obligations to 
them are limited to the fixed rental payments we are required to make to 
them. These were approximately $465 million as of December 31, 2015 
and are reflected in the future minimum lease payments in the table above. 
Our only interest in these entities is the purchase options to acquire the 
aircraft as specified above. Since there are no other arrangements, either 
implicit or explicit, between us and the individual trusts that would result in 
our absorbing additional variability from the trusts, we concluded we are 
not the primary beneficiary of these trusts. We account for these leases 
as operating leases, following the appropriate lease guidance as required 
by the Leases topic in the Codification.

NOTE 4 

JFK Terminal 5

We operate out of T5 at JFK and our occupancy is governed by various 
lease agreements with the PANYNJ. Under the terms of the facility lease 
agreement we were responsible for the construction of the 635,000 square 
foot 26-gate terminal, a parking garage, roadways and an AirTrain Connector, 
all of which are owned by the PANYNJ and collectively referred to as the 
T5 Project. In 2012, we commenced construction on an expansion to T5, 
referred to as T5i, for an international arrivals facility and additional gates. 
The construction of T5i was completed in November 2014, with the first 
international flight using the facilities on November 12, 2014. T5i includes six 
international arrival gates comprised of three new gates and three converted 
gates from T5, as well as an international arrivals hall with full U.S. Customs 
and Border Protection services.

We executed an extension to the original T5 lease in 2013. The lease, as 
amended, now incorporates a total of approximately 19 acres of space for 
our T5 facilities and ends on the 28th anniversary of the date of beneficial 
occupancy of T5i. We have the option to terminate the agreement in 2033, 
five years prior to the end of the original scheduled lease term of October 
2038. We are responsible for various payments under the leases, including 
ground rents which are reflected in the future minimum lease payments 
table in Note 3, and facility rents which are included below. The facility rents 
are based upon the number of passengers enplaned out of the terminal, 
subject to annual minimums.

We were considered the owner of the T5 Project for financial reporting 
purposes only and have been required to reflect an asset and liability for 
the T5 Project on our consolidated balance sheets since construction 
commenced in 2005. The cost of the T5 Project and the related liability are 
being accounted for as a financing obligation. Our construction of T5i is 
accounted for at cost with no financing obligation.

52

Total costs incurred for the elements of the T5 Project were $637 million, 
of which $561 million is classified as Assets Constructed for Others and 
the remaining $76 million is classified as leasehold improvements in our 
consolidated balance sheets. Assets Constructed for Others are being 
amortized over the shorter of the 25 year non-cancelable lease term or their 
economic life. We recorded amortization expense of $23 million in 2015, 
2014 and 2013, respectively. Our expenditure relating to T5i is approximately 
$207 million, of which approximately $17 million was incurred in 2015 and 
is classified as leasehold improvements in our consolidated balance sheets.

The PANYNJ has reimbursed us for the amounts currently included in Assets 
Constructed for Others. These reimbursements and related interest are 
reflected as Construction Obligation in our consolidated balance sheets. 
When the facility rents are paid they are treated as a debt service on the 
Construction Obligation, with the portion not relating to interest reducing 
the principal balance. Minimum estimated facility payments including 
escalations associated with the facility lease are estimated to be $40 million 
per year in 2016 through 2020 and $536 million thereafter. The portion of 
these scheduled payments serving to reduce the principal balance of the 
Construction Obligation is $15 million in 2016, $16 million in 2017, $17 million 
in 2018, $18 million in 2019 and $19 million in 2020. Payments could exceed 
these amounts depending on future enplanement levels at JFK. Scheduled 
facility payments representative of interest totaled $25 million in 2015, $26 
million in 2014 and $27 million in 2013.

We sublease portions of T5 including space for concessionaires, the airspace 
lounge and the TSA facilities. Two of our airline commercial partners, Hawaiian 
Airlines and Aer Lingus, operate from this terminal and sublease facilities from 
us. Minimum lease payments due to us are subject to various escalation 
amounts through 2024. Future minimum lease payments due to us during 
each of the next five years are estimated to be $13 million in 2016, $14 million 
in 2017, $13 million in 2018, $6 million in 2019 and $3 million in 2020.

JETBLUE AIRWAYS CORPORATION - 2015 Annual Report 
 
 
 
 
 
 
 
 
 
NOTE 5 

Stockholders’ Equity

In September 2012, our Board of Directors authorized a share repurchase 
program for up to 25 million shares of common stock over a five year 
period. The repurchases may be commenced or suspended from time to 
time without prior notice.  During 2013, we repurchased approximately 
0.5 million shares of our common stock for approximately $3 million. During 
2014, we repurchased approximately 1.6 million shares of our common 
stock for approximately $13 million. 

On May 29, 2014, we entered into an accelerated share repurchase 
agreement, or ASR, with JP Morgan, or the 2014 ASR, paying $60 million for 
an initial delivery of approximately 5.1 million shares. The terms of the ASR 
concluded on September 9, 2014 with JP Morgan delivering approximately 
0.4 million additional shares to JetBlue. A total of approximately 5.5 million 
shares was repurchased under the 2014 ASR, with an average price paid 
per share of $10.90. 

On June 16, 2015, we entered into an ASR with Goldman, Sachs & Co., 
or the 2015 ASR, paying $150 million for an initial delivery of approximately 
6.1 million shares. The terms of the ASR concluded on September 15, 
2015 with Goldman, Sachs & Co. delivering approximately 0.7 million 
additional shares to JetBlue. A total of approximately 6.8 million shares 
was repurchased under the 2015 ASR, with an average price paid per 
share of $22.06. 

NOTE 6 

Earnings Per Share

PART II  
ITEM 8 Financial Statements and Supplementary Data

The total shares purchased by JetBlue under the 2014 ASR and 2015 ASR 
were based on the volume weighted average prices of JetBlue’s common 
stock during the terms of the respective agreements.

In September 2015, JetBlue entered into an agreement for the repurchase 
of up to 778,460 shares per day, structured pursuant to Rule 10b5-1 
and 10b-18 under the Securities Exchange Act of 1934 as amended, 
with a maximum of 3 million shares to be repurchased. The repurchases 
commenced on October 30, 2015 and terminated on November 18, 
2015 with 3 million shares repurchased for approximately $77 million. As 
of December 31, 2015, 3.5 million shares remain available for repurchase 
under the 2012 share repurchase program. 

As of December 31, 2015, we had a total of 57.1 million shares of our 
common stock reserved for issuance. These shares primarily related to 
our equity incentive plans and our convertible debt. Refer to Note 7 for 
further details on our share-based compensation. 

As of December 31, 2015, we had a total of 69.6 million shares of treasury 
stock, the majority of which relate to the return of borrowed shares 
under our share lending agreement. Morgan Staley terminated our share 
lending facility in January 2016 and returned the shares outstanding to 
us. Refer to Note 2 for further details on the share lending agreement. 
The treasury stock also includes shares that were repurchased under our 
share repurchase program.

The following table shows how we computed basic and diluted earnings per common share for the years ended December 31 (dollars and share data 
in millions):

Numerator:
Net income
Effect of dilutive securities:

Interest on convertible debt, net of income taxes and profit sharing

Net income applicable to common stockholders after assumed conversions for diluted 
earnings per share
Denominator:
Weighted average shares outstanding for basic earnings per share
Effect of dilutive securities:

Employee stock options and restricted stock units
Convertible debt

Adjusted weighted average shares outstanding and assumed conversions for diluted 
earnings per share
Shares excluded from EPS calculation:
Shares issuable upon exercise of outstanding stock options or vesting of restricted stock 
units as assumed exercise would be antidilutive

2015

2014

$

$

677

4

681

315.1

2.8
26.9

344.8

$

$

401

7

408

294.7

2.4
46.2

343.3

$

$

2013

168

9

177

282.8

2.1
58.6

343.5

—

6.9

13.8

As of December 31, 2015 and 2014, a total of approximately 1.4 million 
shares of our common stock, which were lent to our share borrower 
pursuant to the terms of our share lending agreement as described in 
Note 2, were issued and outstanding for corporate law purposes, but 
were returned during January 2016. Holders of the borrowed shares 
had all the rights of a holder of our common stock. However, because 
the share borrower had to return all borrowed shares to us, or identical 
shares or, in certain circumstances of default by the counterparty, the 
cash value thereof, the borrowed shares are not considered outstanding 
for the purpose of computing and reporting basic or diluted earnings per 
share. The fair value of similar common shares not subject to our share 
lending arrangement based upon our closing stock price at December 
31, 2015, was approximately $32 million. 

As discussed in Note 2, during 2015 holders voluntarily converted 
approximately $68 million in principal amount of the 5.5% Series B 

convertible debentures. As a result, we issued 15.2 million shares of our 
common stock.

As discussed in Note 5, JetBlue entered into the 2014 ASR and 2015 
ASR and purchased approximately 5.5 million and 6.8 million shares, 
respectively, for $60 million and $150 million, respectively based on the 
volume weighted average prices of JetBlue’s common stock during the 
term of the ASR agreements.

As discussed in Note 5, JetBlue repurchased 3 million shares pursuant 
to Rule 10b5-1 and 10b-18 under the Securities Exchange Act of 1934 
as amended, during the fourth quarter of 2015.

53

JETBLUE AIRWAYS CORPORATION - 2015 Annual Report 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
PART II

ITEM 8.  Financial Statements and 

Supplementary Data

PART II  
ITEM 8 Financial Statements and Supplementary Data

NOTE 7 

Share-Based Compensation

We have various equity incentive plans under which we have granted 
stock awards to our eligible Crewmembers and members of our Board 
of Directors. These include the JetBlue Airways Corporation 2002 Stock 
Incentive Plan, and the Restated and Amended 2002 Stock Incentive Plan, 
or 2002 Plan, which were replaced by the JetBlue Airways Corporation 
2011 Incentive Compensation Plan, or 2011 Plan. We additionally have 
an employee stock purchase plan which we refer to as the Crewmember 
Stock Purchase Plan, or CSPP, that is available to all eligible Crewmembers. 
Both the 2011 Plan and CSPP were amended in 2015 by shareholders 
at our annual meeting.

or 2002 Plan, which was set to expire at the end of 2011. Upon inception, 
the 2011 Plan had 15.0 million shares of our common stock reserved for 
issuance. The 2011 Plan, by its terms, will terminate no later than May 
2021. The Restricted Stock Units, or RSUs, vest in annual installments over 
three years which can be accelerated upon the occurrence of a change 
in control. Under this plan, we grant RSUs to certain Crewmembers and 
members of our Board of Directors. Our policy is to grant RSUs based 
on the market price of the underlying common stock on the date of grant. 
Under this plan we grant DSUs, to members of our Board of Directors and 
PSUs, to certain members of our executive leadership team.

Unrecognized stock-based compensation expense, which was approximately 
$17 million as of December 31, 2015, related to a total of 2.5 million 
unvested restricted stock units, or RSUs, performance stock units, or 
PSUs, and deferred stock units, or DSUs, under our 2011 Plan. We expect 
to recognize this stock-based compensation expense over a weighted 
average period of approximately one year.

The total stock-based compensation expense for the years ended 
December 31, 2015, 2014 and 2013 was $20 million, $20 million, and 
$14 million, respectively.

2011 Incentive Compensation Plan

At our Annual Shareholders Meeting held on May 26, 2011, our shareholders 
approved the JetBlue Airways Corporation 2011 Incentive Compensation 
Plan. This replaced the Restated and Amended 2002 Stock Incentive Plan, 

Restricted Stock Units

The 2011 Plan was amended and restated effective January 1, 2014, 
to include the definition of retirement eligibility. Once a Crewmember 
meets the definition they will continue to vest their shares as if they 
remained employed by JetBlue, regardless of their actual employment 
status with the Company. In accordance with the Compensation-Stock 
Compensation topic of the Codification, the grant’s explicit service 
condition is non-substantive and the grant has effectively vested at the 
time retirement eligibility is met.

At our Annual Shareholders Meeting held on May 21, 2015, our shareholders 
approved amendments to the 2011 Plan increasing the number of shares 
of Company common stock that remain available for issuance under the 
plan by 7.5 million.

The following is a summary of RSU activity under the 2011 Plan for the year ended December 31, 2015 (in millions except per share data):

Nonvested at beginning of year
Granted
Vested
Forfeited
NONVESTED AT END OF YEAR

The total intrinsic value, determined as of the date of vesting, for all RSUs 
that vested and converted to shares of common stock during the year 
ended December 31, 2015, 2014 and 2013 was $33 million, $23 million 
and $13 million, respectively. The weighted average grant-date fair value 
of share awards during the years ended December 31, 2015, 2014 and 
2013 was $17.09, $8.62, and $6.08, respectively.

The vesting period for DSUs under the 2011 Plan is either one or three 
years of service. Once vested, shares are issued six months and one day 
following the Director’s departure from our Board of Directors. During 
the years ended December 31, 2015, 2014 and 2013, we granted an 
nominal amount of DSUs, almost all of which remain outstanding at 
December 31, 2015. In 2015, 2014 and 2013, we granted a nominal 
amount of PSUs to members of our executive leadership team which 
are based upon certain performance criteria. 

Shares

Weighted Average  
Grant Date Fair Value

3.8
0.9
(1.9)
(0.3)
2.5

$ 7.18
  17.09
6.77
8.29
$ 10.94

Amended and Restated 2002 Stock  
Incentive Plan

The 2002 Plan included stock options issued during 1999 through 2001 
under a previous plan as well as all options issued from 2002 through 
adoption of the 2011 Plan. It provided for incentive and non-qualified stock 
options and RSUs to be granted to certain Crewmembers and members 
of our Board of Directors. Additionally, it provided for DSUs to be granted 
to members of our Board of Directors. The 2002 Plan became effective 
following our initial public offering in April 2002. We began issuing RSUs 
in 2007 and DSUs in 2008. Prior to 2011, the DSUs vested immediately 
upon being granted. The RSUs vested in annual installments over three 
years which could be accelerated upon the occurrence of a change in 
control as defined in the 2002 Plan. Our policy to grant RSUs was based 
on the market price of the underlying common stock on the date of grant. 
No additional grants were made from this plan after the adoption of the 
2011 Plan. As of December 31, 2014, there were no RSUs outstanding 
under the 2002 Plan.

Stock Options

All options issued under the 2002 Plan expire ten years from the date of grant, with the last options vesting in 2012. Our policy is to grant options with 
an exercise price equal to the market price of the underlying common stock on the date of grant. 

54

JETBLUE AIRWAYS CORPORATION - 2015 Annual Report 
 
 
The following is a summary of stock option activity for the year ended December 31, 2015 (in millions except per share data):

PART II  
ITEM 8 Financial Statements and Supplementary Data

Outstanding at beginning of year
Exercised
Forfeited
Expired
OUTSTANDING AT END OF YEAR
Vested at end of year

Shares

Weighted Average  
Grant Date Fair Value

6.0
(4.7)
—
—
1.3
1.3

$ 12.38
  12.63
—
—
$ 11.40
$ 11.40

The total intrinsic value, determined as of the date of exercise, of options 
exercised during the years ended December 31, 2015, 2014 and 2013 
was $34 million, $5 million and less than $1 million, respectively. Total 
cash received from option exercises during the years ended December 
31, 2015, 2014 and 2013 was $59 million, $22 million and less than $1 
million, respectively. We have not granted any stock options since 2008 
and those previously granted became fully expensed in 2012. Following 
shareholder approval of the 2011 Plan, we stopped granting new equity 
awards under the 2002 Plan

Crewmember Stock Purchase Plan

In May 2011, our shareholders approved the 2011 Crewmember Stock 
Purchase Plan, or the CSPP. At inception, the CSPP had 8.0 million shares 
of our common stock reserved for issuance. The CSPP, by its terms, will 
terminate no later than the last business day of April 2021.

At our Annual Shareholders Meeting held on May 21, 2015, our shareholders 
approved amendments to the CSPP increasing the number of shares of 
Company common stock that remain available for issuance under the 
plan by 15 million.

The CSPP has a series of six month offering periods, with a new offering 
period beginning on the first business day of May and November each 
year. Crewmembers can only join an offering period on the start date. 
Crewmembers may contribute up to 10% of their pay towards the purchase 
of common stock via payroll deductions. Purchase dates occur on the 
last business day of April and October each year.

Until April 2013, our CSPP was considered non-compensatory as the 
purchase price discount was 5% based upon the stock price on the date 
of purchase. The plan was amended and restated in May 2013 with the 
CSPP purchase price discount increasing to 15% based upon the stock 
price on the date of purchase. In accordance with the Compensation-Stock 
Compensation topic of the Codification, the CSPP no longer meets the 

non-compensatory definition as the terms of the plan are more favorable 
than those to all holders of the common stock. For all offering periods 
starting after May 1, 2013, the compensation cost relating to the discount 
is recognized over the offering period. The total expense recognized 
relating to the CSPP for the years ended December 31, 2015, 2014 and 
2013 was approximately $5 million, $3 million and $2 million, respectively. 
Under this plan, crewmembers purchased 1.3 million, 2.3 million, and 1.6 
million new shares for the years ended December 31, 2015, 2014 and 
2013, respectively, at weighted average prices of $19.25, $8.04, and 
$6.20 per share, respectively. 

Should we be acquired by merger or sale of substantially all of our assets or 
sale of more than 50% of our outstanding voting securities, all outstanding 
purchase rights will automatically be exercised immediately prior to the 
effective date of the acquisition at a price equal to 85% of the fair market 
value per share immediately prior to the acquisition.

Taxation

The Compensation-Stock Compensation topic of the Codification requires 
deferred taxes be recognized on temporary differences that arise with 
respect to stock-based compensation attributable to nonqualified stock 
options and awards. However, no tax benefit is recognized for stock-
based compensation attributable to incentive stock options, or ISO, or 
CSPP shares until there is a disqualifying disposition, if any, for income 
tax purposes. A portion of our historical stock-based compensation was 
attributable to ISO and CSPP shares; therefore, our effective tax rate was 
subject to fluctuation.

LiveTV sale

In June 2014, we sold our subsidiary LiveTV and accelerated the vesting for 
all RSUs outstanding for LiveTV employees. The total expense recognized 
relating to this acceleration was less than $1 million.

NOTE 8 

Income Taxes

The provision for income taxes consisted of the following for the years ended December 31 (in millions):

Deferred:
Federal
State

Deferred income tax expense
Current:
Federal
State and other

Current income tax expense
TOTAL INCOME TAX EXPENSE

2015

$ 351
26
377

20
23
43
$ 420

2014

2013

$ 192
20
212

2
8
10
$ 222

$ 95
12
  107

—
4
4
$ 111

55

JETBLUE AIRWAYS CORPORATION - 2015 Annual Report 
 
 
 
 
 
 
 
 
 
 
 
 
PART II  
ITEM 8 Financial Statements and Supplementary Data

The effective tax rate on income before income taxes differed from the federal income tax statutory rate for the years ended December 31 for the 
following reasons (in millions):

Income tax expense at statutory rate
Increase resulting from:

State income tax, net of federal benefit
Valuation Allowance, federal and state
Other, net

TOTAL INCOME TAX EXPENSE

2015
384

28
—
8
420

$

$

2014
$ 218

18
(19)
5
$ 222

2013
$ 98  

9  
—  
4

$ 111  

Cash payments for income taxes were $42 million in 2015, $8 million in 2014 and $4 million in 2013. The net deferred taxes below include a current net 
deferred tax asset of $145 million and a long-term net deferred tax liability of $1.2 billion at December 31, 2015, and a current net deferred tax asset 
of $174 million and a long-term net deferred tax liability of $832 million at December 31, 2014.

The components of our deferred tax assets and liabilities as of December 31 are as follows (in millions):

Deferred tax assets:

Net operating loss carryforwards
Employee benefits
Deferred revenue/gains
Rent expense
Terminal 5 lease
Other
Financial derivative instruments
Deferred tax assets, net

Deferred tax liabilities:

Accelerated depreciation
Deferred tax liabilities, net

NET DEFERRED TAX LIABILITY

2015

2014

$

15
39
104
33
36
32
2
261

$

152
41
102
30
32
27
40
424

(1,334)
(1,334)
$ (1,073)

(1,082)
(1,082)
(658)

$

We have a U.S. Federal regular net operating loss (“NOL”) carryforward 
of $65 million which begins to expire in 2033. This NOL includes an 
unrecorded tax benefit of approximately $9 million related to stock-based 
compensation that will be recorded in equity when, and to the extent, 
realized. Section 382 of the Internal Revenue Code imposes limitations 
on a corporation’s ability to use its NOL carryforwards if it experiences an 
“ownership change.” As of December 31, 2015, our NOLs are not subject 
to such limitation; however, if an ownership change were to occur in the 
future, the ability to use our NOLs could be limited.

In evaluating the realizability of the deferred tax assets, we assess whether 
it is more likely than not that some portion, or all, of the deferred tax 
assets, will be realized. We consider, among other things, the generation 
of future taxable income (including reversals of deferred tax liabilities) 
during the periods in which the related temporary differences will become 
deductible. We have concluded that no valuation allowance is required 
as of December 31, 2015.

A reconciliation of the beginning and ending amount of unrecognized tax benefits is as follow (in millions):

Unrecognized tax benefits at January 1,

Increases for tax positions taken during a prior period
Increases for tax positions taken during the period
Decreases for tax positions taken during a prior period
Decreases for settlement with tax authorities during the period

UNRECOGNIZED TAX BENEFITS DECEMBER 31,

2015
16
—
6
(1)
—
21

$

$

2014
11
2
4
(1) 
—
16

$ 

$

2013
13
—
2
—
(4)
11

$

$

Interest and penalties accrued on unrecognized tax benefits were not significant. If recognized, $15 million of the unrecognized tax benefits as of 
December 31, 2015 would impact our effective tax rate. We do not expect any significant change in the amount of the unrecognized tax benefits 
within the next twelve months. As a result of NOLs and statute of limitations in our major tax jurisdictions, years 2003 through 2014 remain subject to 
examination by the relevant tax authorities.

NOTE 9 

Employee Retirement Plan

We sponsor a retirement savings 401(k) defined contribution plan, or 
the Plan, covering all of our Crewmembers where we match 100% of 
our Crewmember contributions up to 5% of their eligible wages. The 
contributions vest over five years and are measured from a Crewmember’s 
hire date. Participants are immediately vested in their voluntary contributions.

Another component of the Plan is a Company discretionary contribution 
of 5% of eligible non-management Crewmember compensation, which 
we refer to as Retirement Plus. Retirement Plus contributions vest over 
three years and are measured from a Crewmember’s hire date. Our non-
management Crewmembers are also eligible to receive profit sharing, 

56

JETBLUE AIRWAYS CORPORATION - 2015 Annual Report 
 
 
 
 
 
 
 
 
 
 
 
   
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
PART II  
ITEM 8 Financial Statements and Supplementary Data

calculated as 15% of adjusted pre-tax income before profit sharing and 
special items with the result reduced by Retirement Plus contributions. 
Eligible non-management employees may elect to have their profit sharing 
contributed directly to the Plan. Certain Federal Aviation Administration, or 
FAA-licensed Crewmembers, receive an additional contribution of 3% of 

eligible compensation, which we refer to as Retirement Advantage. Total 
401(k) company match, Retirement Plus, profit sharing and Retirement 
Advantage expensed in for the years ended December 31, 2015, 2014 
and 2013 were $256 million, $119 million and $94 million, respectively. 

NOTE 10  Commitments

Flight Equipment Commitments

As of December 31, 2015, our firm aircraft orders consisted of 21 Airbus 
A321 aircraft, 25 Airbus A320 new engine option (neo) aircraft, 45 Airbus 
A321neo aircraft, 24 Embraer E190 aircraft and 10 spare engines scheduled 
for delivery through 2023. Committed expenditures for these aircraft and 
related flight equipment, including estimated amounts for contractual 
price escalations and predelivery deposits, will be approximately $661 
million in 2016, $742 million in 2017, $656 million in 2018, $1.0 billion in 
2019, $1.4 billion in 2020 and $2.4 billion thereafter. We are scheduled 
to receive 10 new Airbus A321 aircraft in 2016. Dependent on market 
conditions, we anticipate paying cash for the 10 Airbus A321 aircraft 
scheduled for delivery in 2016. 

In November 2014, we amended our purchase agreement with Airbus 
by deferring 13 Airbus A321 aircraft orders and eight Airbus A320 aircraft 
orders from 2016-2020 to 2020-2023. Of these deferrals, 10 Airbus 
A321 aircraft orders were converted to Airbus A321 new engine option 
(A321neo) orders and five Airbus A320neo aircraft orders were converted 
to Airbus A321neo aircraft orders. We additionally converted three Airbus 
A320 aircraft orders in 2016 to Airbus A321 aircraft orders. In October 
2013, we amended our purchase agreements with both Embraer and 
Airbus. We deferred 24 Embraer E190 aircraft from 2014-2018 to 2020-
2022. We converted eight existing Airbus A320 orders to Airbus A321 
orders and ten Airbus A320neo orders to Airbus A321neo orders. We 
incrementally ordered 15 Airbus A321 aircraft for delivery between 2015 
and 2017 and 20 Airbus A321neo aircraft for delivery between 2018 and 
2020. In 2015, we entered into an agreement with Airbus to convert the 
configuration on six of our 10 A321 aircraft scheduled to be delivered in 
2016 to our Mint configuration. 

Other Commitments

We utilize several credit card processors to process our ticket sales. Our 
agreements with these processors do not contain covenants, but do 
generally allow the processor to withhold cash reserves to protect the 

NOTE 11  Contingencies

processor from potential liability for tickets purchased, but not yet used for 
travel. While we currently do not have any collateral requirements related 
to our credit card processors, we may be required to issue collateral to 
our credit card processors, or other key vendors, in the future.

As of December 31, 2015, we had approximately $24 million pledged 
related to our workers compensation insurance policies and other business 
partner agreements, which will expire according to the terms of the related 
policies or agreements. 

As part of the sale of LiveTV, refer to Note 16, a $3 million liability relating to 
Airfone was assigned to JetBlue under the purchase agreement. Separately, 
prior to the sale of LiveTV, JetBlue had an agreement with ViaSat Inc. 
through 2020 relating to in-flight broadband connectivity technology on 
our aircraft. That agreement stipulated a $20 million minimum commitment 
for the connectivity service and a $25 million minimum commitment for the 
related hardware and software purchases. As part of the sale of LiveTV, 
these commitments to ViaSat Inc. were assigned to LiveTV and JetBlue 
entered into two new service agreements with LiveTV pursuant to which 
LiveTV will provide in-flight entertainment and connectivity services to 
JetBlue for a minimum of seven years.

Except for our pilots, our Crewmembers do not have third-party 
representation. In April 2014, JetBlue pilots elected to be solely represented 
by ALPA. The NMB certified ALPA as the representative body for JetBlue 
pilots and we are working with ALPA to reach our first collective bargaining 
agreement. We enter into individual employment agreements with each of 
our non-unionized FAA-licensed Crewmembers which include dispatchers, 
technicians and inspectors as well as air traffic controllers. Each employment 
agreement is for a term of five years and automatically renews for an 
additional five years unless either the Crewmember or we elect not to 
renew it by giving at least 90 days notice before the end of the relevant 
term. Pursuant to these agreements, these Crewmembers can only be 
terminated for cause. In the event of a downturn in our business that 
would require a reduction in work hours, we are obligated to pay these 
Crewmembers a guaranteed level of income and to continue their benefits 
if they do not obtain other aviation employment. 

We self-insure a portion of our losses from claims related to workers’ 
compensation, environmental issues, property damage, medical insurance 
for employees and general liability. Losses are accrued based on an estimate 
of the ultimate aggregate liability for claims incurred, using standard industry 
practices and our actual experience.

We are a party to many routine contracts under which we indemnify third 
parties for various risks. These indemnities consist of the following:

All of our bank loans, including our aircraft and engine mortgages, contain 
standard provisions present in loans of this type. These provisions obligate 
us to reimburse the bank for any increased costs associated with continuing 
to hold the loan on our books which arise as a result of broadly defined 
regulatory changes, including changes in reserve requirements and bank 
capital requirements. These indemnities would have the practical effect of 
increasing the interest rate on our debt if they were to be triggered. In all cases, 
we have the right to repay the loan and avoid the increased costs. The term 
of these indemnities matches the length of the related loan up to 15 years.

Under both aircraft leases with foreign lessors and aircraft and engine 
mortgages with foreign lenders, we have agreed to customary indemnities 
concerning withholding tax law changes. Under these contracts we are 
responsible, should withholding taxes be imposed, for paying such amount 
of additional rent or interest as is necessary to ensure that the lessor or 
lender still receives, after taxes, the rent stipulated in the lease or the interest 
stipulated under the loan. The term of these indemnities matches the length 
of the related lease up to 16 years.

We have various leases with respect to real property as well as various 
agreements among airlines relating to fuel consortia or fuel farms at airports. 
Under these contracts we have agreed to standard language indemnifying 
the lessor against environmental liabilities associated with the real property 
or operations described under the agreement, even if we are not the party 
responsible for the initial event that caused the environmental damage. 
In the case of fuel consortia at airports, these indemnities are generally 
joint and several among the participating airlines. We have purchased a 

57

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 8 Financial Statements and Supplementary Data

standalone environmental liability insurance policy to help mitigate this 
exposure. Our existing aviation hull and liability policy includes some limited 
environmental coverage when a cleanup is part of an associated single 
identifiable covered loss.

Under certain contracts, we indemnify specified parties against legal liability 
arising out of actions by other parties. The terms of these contracts range 
up to 25 years. Generally, we have liability insurance protecting ourselves 
for the obligations we have undertaken relative to these indemnities.

Upon the sale of LiveTV to Thales in June 2014, refer to Note 16 for more 
information, we transferred certain contingencies to Thales. These included 
product warranties and LiveTV indemnities against any claims which may of 
been brought against its customers. These indemnities related to allegations 
of patent, trademark, copyright or license infringement as a result of the 
use of the LiveTV system.

Under a certain number of our operating lease agreements we are required 
to restore certain property or equipment to its original form upon expiration 
of the related agreement. We have recorded the estimated fair value of these 
retirement obligations of approximately $5 million as of December 31, 2015. 
This liability may increase over time.

We are unable to estimate the potential amount of future payments under 
the foregoing indemnities and agreements.

Legal Matters

Occasionally we are involved in various claims, lawsuits, regulatory examinations, 
investigations and other legal matters arising, for the most part, in the ordinary 
course of business. The outcome of litigation and other legal matters is always 
uncertain. The Company believes it has valid defenses to the legal matters 
currently pending against it, is defending itself vigorously and has recorded 
accruals determined in accordance with U.S. GAAP, where appropriate. 

In making a determination regarding accruals, using available information, 
we evaluate the likelihood of an unfavorable outcome in legal or regulatory 
proceedings to which we are a party to and record a loss contingency when 
it is probable a liability has been incurred and the amount of the loss can be 
reasonably estimated. These subjective determinations are based on the 
status of such legal or regulatory proceedings, the merits of our defenses 
and consultation with legal counsel. Actual outcomes of these legal and 
regulatory proceedings may materially differ from our current estimates. It is 
possible that resolution of one or more of the legal matters currently pending 
or threatened could result in losses material to our consolidated results of 
operations, liquidity or financial condition.

To date, none of these types of litigation matters, most of which are typically 
covered by insurance, has had a material impact on our operations or 
financial condition. We have insured and continue to insure against most of 
these types of claims. A judgment on any claim not covered by, or in excess 
of, our insurance coverage could materially adversely affect our financial 
condition or results of operations.

Employment Agreement Dispute. In or around March 2010, attorneys 
representing a group of current and former pilots (the “Claimants”) filed a 
Request for Mediation with the American Arbitration Association (the “AAA”) 
concerning a dispute over the interpretation of a provision of their individual 
JetBlue Airways Corporation Employment Agreement for Pilots (“Employment 
Agreement”). In early July 2014, the AAA issued the arbitrator’s Final Award, 
awarding 318 of the 972 Claimants a total of approximately $4.4 million, 
including interest, from which applicable tax withholdings must be further 
deducted. In January 2015, the New York State Supreme Court justice 
confirmed the arbitrator’s Final Award and denied Claimants’ motion to 
vacate the award. During the fourth quarter of 2015, JetBlue made payment 
of the Final Award confirmed by the Court.

Litigation Recovery. During 2015, JetBlue reached an agreement with 
respect to the settlement of a dispute. JetBlue recorded a benefit of $6.4 
million related to this matter.

NOTE 12  Financial Derivative Instruments and Risk Management

As part of our risk management techniques, we periodically purchase over 
the counter energy derivative instruments and enter into fixed forward price 
agreements, or FFPs, to manage our exposure to the effect of changes in the 
price of aircraft fuel. Prices for the underlying commodities have historically 
been highly correlated to aircraft fuel, making derivatives of them effective at 
providing short-term protection against volatility in average fuel prices. We also 
periodically enter into jet fuel basis swaps for the differential between heating 
oil and jet fuel to further limit the variability in fuel prices at various locations.

To manage the variability of the cash flows associated with our variable 
rate debt, we have also entered into interest rate swaps. We do not hold 
or issue any derivative financial instruments for trading purposes.

Aircraft fuel derivatives

than recognizing the gains and losses on these instruments into earnings 
during each period they are outstanding. The effective portion of realized 
aircraft fuel hedging derivative gains and losses is recognized in aircraft 
fuel expense in the period the underlying fuel is consumed.

Ineffectiveness can occur in certain circumstances, when the change in the 
total fair value of the derivative instrument differs from the change in the 
value of our expected future cash outlays for the purchase of aircraft fuel 
and is recognized immediately in interest income and other. Likewise, if a 
hedge does not qualify for hedge accounting, the periodic changes in its 
fair value are recognized in the period of the change in interest income and 
other. When aircraft fuel is consumed and the related derivative contract 
settles, any gain or loss previously recorded in other comprehensive income 
is recognized in aircraft fuel expense. All cash flows related to our fuel 
hedging derivatives are classified as operating cash flows.

We attempt to obtain cash flow hedge accounting treatment for each 
aircraft fuel derivative that we enter into. This treatment is provided for 
under the Derivatives and Hedging topic of the Codification. It allows 
for gains and losses on the effective portion of qualifying hedges to be 
deferred until the underlying planned jet fuel consumption occurs, rather 

Our current approach to fuel hedging is to enter into hedges on a 
discretionary basis without a specific target of hedge percentage needs. 
We view our hedge portfolio as a form of insurance to help mitigate the 
impact of price volatility and protect us against severe spikes in oil prices, 
when possible.

The following table illustrates the approximate hedged percentages of our projected fuel usage by quarter as of December 31, 2015, related to our 
outstanding fuel hedging contracts that were designated as cash flow hedges for accounting purposes.

First Quarter 2016
Second Quarter 2016
Third Quarter 2016
Fourth Quarter 2016

58

Jet fuel swap 
agreements
—%
—%
10%
10%

Jet fuel  
collar agreements
—%
—%
—%
—%

Heating oil collar 
agreements
—%
—%
—%
—%

Total
—%
—%
10%
10%

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART II  
ITEM 8 Financial Statements and Supplementary Data

Interest rate swaps

The interest rate swap agreements we had outstanding as of December 31, 
2015 effectively swap floating rate debt for fixed rate debt, taking advantage 
of lower borrowing rates in existence at the time of the hedge transaction 
as compared to the date our original debt instruments were executed. As 
of December 31, 2015, we had $16 million in notional debt outstanding 
related to these swaps, which cover certain interest payments through 
August 2016. The notional amount decreases over time to match scheduled 
repayments of the related debt. Refer to Note 2 for information on the debt 
outstanding related to these swap agreements.

All of our outstanding interest rate swap contracts qualify as cash flow hedges 
in accordance with the Derivatives and Hedging topic of the Codification. 
Since all of the critical terms of our swap agreements match the debt to 
which they pertain, there was no ineffectiveness relating to these interest 
rate swaps for the years ended December 31, 2015, 2014 or 2013, and all 
related unrealized losses were deferred in accumulated other comprehensive 
income. We recognized approximately $1 million, $1 million and $8 million 
in additional interest expense as the related interest payments were made 
during the years ended December 31, 2015, 2014 and 2013, respectively.

The table below reflects quantitative information related to our derivative instruments and where these amounts are recorded in our financial statements 
(dollar amounts in millions).

Fuel derivatives
Asset fair value recorded in prepaid expenses and other(1)
Liability fair value recorded in other accrued liabilities(1)
Longest remaining term (months)
Hedged volume (barrels, in thousands)
Estimated amount of existing losses expected to be reclassified into earnings in the next 12 months
Interest rate derivatives
Liability fair value recorded in other long term liabilities(2)
Estimated amount of existing losses expected to be reclassified into earnings in the next 12 months

As of December 31,

2015

$ —
5
12 
900
4

—
—

$

2014

—
102  
12  
2,808  
102

1  
1

2015

2014

2013

Fuel derivatives
Hedge effectiveness losses recognized in aircraft fuel expense
(Losses) gains on derivatives not qualifying for hedge accounting recognized in other expense
Hedge losses on derivatives recognized in comprehensive income
Percentage of actual consumption economically hedged
Interest rate derivatives
Hedge losses on derivatives recognized in interest expense
Hedge gains on derivatives recognized in comprehensive income
(1)  Gross asset or liability of each contract prior to consideration of offsetting positions with each counterparty and prior to impact of collateral paid.
(2)  Gross liability prior to impact of collateral posted.

$ 126
(1)
29
17%

1
—

$

$

30
2
134

20%

1
—

10
—
6
21%

8
1

Any outstanding derivative instrument exposes us to credit loss in connection 
with our fuel contracts in the event of nonperformance by the counterparties 
to the agreements, but we do not expect any of our counterparties will 
fail to meet their obligations. The amount of such credit exposure is 
generally the fair value of our outstanding contracts for which we are in a 
liability position. To manage credit risks we select counterparties based on 
credit assessments, limit our overall exposure to any single counterparty 
and monitor the market position with each counterparty. Some of our 
agreements require cash deposits from either counterparty if market risk 
exposure exceeds a specified threshold amount.

The impact of offsetting derivative instruments is depicted below (in millions):

We have master netting arrangements with our counterparties allowing 
us the right of offset to mitigate credit risk in derivative transactions. The 
financial derivative instrument agreements we have with our counterparties 
may require us to fund all, or a portion of, outstanding loss positions 
related to these contracts prior to their scheduled maturities. The amount 
of collateral posted, if any, is periodically adjusted based on the fair value 
of the hedge contracts. Our policy is to offset the liabilities represented 
by these contracts with any cash collateral paid to the counterparties.

As of December 31, 2015
Fuel derivatives
Interest rate derivatives
As of December 31, 2014
Fuel derivatives
Interest rate derivatives

Gross Amount of 
Recognized

Assets

Liabilities

Gross Amount of 
Cash Collateral
Offset

Net Amount Presented 
in Balance Sheet

Assets

Liabilities

$

$ 

— $
—

— $
—

5
—

102
1

$

$

$

$

—
—

51
1

— $
—

— $
—

5
—

51
—

59

JETBLUE AIRWAYS CORPORATION - 2015 Annual Report 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
   
 
 
 
PART II  
ITEM 8 Financial Statements and Supplementary Data

NOTE 13  Fair Value

Under the Fair Value Measurements and Disclosures topic of the Codification, 
disclosures are required about how fair value is determined for assets and 
liabilities and a hierarchy for which these assets and liabilities must be grouped 
is established, based on significant levels of inputs as follows:

 • Level 1 quoted prices in active markets for identical assets or liabilities;

 • Level 2 quoted prices in active markets for similar assets and liabilities 

and inputs that are observable for the asset or liability; or

 • Level 3 unobservable inputs for the asset or liability, such as discounted 

cash flow models or valuations.

The determination of where assets and liabilities fall within this hierarchy 
is based upon the lowest level of input that is significant to the fair value 
measurement.

The following is a listing of our assets and liabilities required to be measured at fair value on a recurring basis and where they are classified within the 
fair value hierarchy (in millions):

As of December 31, 2015

Level 1

Level 2

Level 3

Total

$ 147
75
—
$ 222

—
—
$ —

$ —
180
—
180

$

5
—
5

$

$ —
—
  —
$ —

  —
—
$ —

$

$

$

147
255
—
402

5
—
5

As of December 31, 2014

Level 1

Level 2

Level 3

Total

$ 153
—
$  —
$ 153

$ —
—
$ —

$ —
125
$ —
125
$

$

$

102
1
103

$ —
  —
$ —
$ —

$ —
  —
$ —

$

153
125
$ —
278
$

$

$

102
1
103

Aircraft fuel derivatives 

Our aircraft fuel derivatives include swaps, caps, collars, and basis swaps 
which are not traded on public exchanges. Their fair values are determined 
using a market approach based on inputs that are readily available from 
public markets for commodities and energy trading activities; therefore, 
they are classified as Level 2 inputs. The data inputs are combined into 
quantitative models and processes to generate forward curves and 
volatilities related to the specific terms of the underlying hedge contracts.

Interest rate swaps

The fair values of our interest rate swaps are based on inputs received 
from the related counterparty, which are based on observable inputs for 
active swap indications in quoted markets for similar terms.  Their fair 
values are determined using a market approach based on inputs that 
are readily available from public markets; therefore, they are classified 
as Level 2 inputs.

Assets
Cash equivalents
Available-for-sale investment securities
Aircraft fuel derivatives

Liabilities
Aircraft fuel derivatives
Interest rate swap

Assets
Cash equivalents
Available-for-sale investment securities
Aircraft fuel derivatives

Liabilities
Aircraft fuel derivatives
Interest rate swap

The carrying values of all other financial instruments approximated their 
fair values at December 31, 2015 and 2014. Refer to Note 2 for fair value 
information related to our outstanding debt obligations as of December 
31, 2015 and 2014.

Cash equivalents

Our cash equivalents include money market securities and commercial 
paper which are readily convertible into cash, have maturities of 90 days 
or less when purchased and are considered to be highly liquid and easily 
tradable. These securities are valued using inputs observable in active 
markets for identical securities and are therefore classified as Level 1 
within our fair value hierarchy.

Available-for-sale investment securities

Included in our available-for-sale investment securities are time deposits, 
commercial paper and treasury bills. The fair values of these instruments 
are based on observable inputs in non-active markets, which are therefore 
classified as Level 2 in the hierarchy. We did not record any material gains 
or losses on these securities during the year ended December 31, 2015 
or 2014. 

60

JETBLUE AIRWAYS CORPORATION - 2015 Annual Report 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
PART II

ITEM 8.  Financial Statements and 

Supplementary Data

PART II  
ITEM 8 Financial Statements and Supplementary Data

NOTE 14  Accumulated Other Comprehensive Income (Loss)

Comprehensive income (loss) includes changes in fair value of our aircraft 
fuel derivatives and interest rate swap agreements, which qualify for hedge 
accounting.  A rollforward of the amounts included in accumulated other 

comprehensive income (loss), net of taxes for the years ended December 
31, 2015, 2014 and 2013 is as follows (in millions):

Balance of accumulated losses at December 31, 2012
Reclassifications into earnings (net of $7 of taxes)
Change in fair value (net of $(2) of taxes)
Balance of accumulated income (losses), at December 31, 2013
Reclassifications into earnings (net of $12 of taxes)
Change in fair value (net of $(52) of taxes)
Balance of accumulated losses, at December 31, 2014
Reclassifications into earnings (net of $49 of taxes)
Change in fair value (net of $(11) of taxes)
Balance of accumulated losses, at December 31, 2015
(1)  Reclassified to aircraft fuel expense
(2)  Reclassified to interest expense

NOTE 15  Geographic Information

Aircraft Fuel 
Derivatives(1)

Interest  
Rate Swaps(2)

(1)
6
(4)
1
18
(82)
(63)
77
(18)
(4)

$ 

(7)
5  
1
(1)
1  
—
$  —

1  
—
1

Total
(8)
11  
(3)
—
19  
(82)
(63)
78  
(18)
(3)

$ 

Under the Segment Reporting topic of the Codification, disclosures are 
required for operating segments that are regularly reviewed by chief operating 
decision makers.  Air transportation services accounted for substantially 
all the Company’s operations in 2015, 2014 and 2013.

Operating revenues are allocated to geographic regions, as defined 
by the DOT, based upon the origination and destination of each flight 
segment. We currently serve 29 locations in the Caribbean and Latin 

American region, or Latin America as defined by the DOT.  However, 
our management includes our three destinations in Puerto Rico and two 
destinations in the U.S. Virgin Islands in our Caribbean and Latin America 
allocation of revenues.  Therefore, we have reflected these locations within 
the Caribbean and Latin America region in the table below.  Operating 
revenues by geographic regions for the years ended December 31 are 
summarized below (in millions):

Domestic
Caribbean & Latin America
TOTAL

2015
4,521  
1,895  
6,416

$

$

2014

$ 4,093  
1,724  

$ 5,817

2013

$ 3,886  
1,555  

$ 5,441

Our tangible assets primarily consist of our fleet of aircraft, which is deployed system wide, with no individual aircraft dedicated to any specific route or 
region; therefore our assets do not require any allocation to a geographic area.

NOTE 16  LiveTV

LiveTV, LLC, formerly a wholly owned subsidiary of JetBlue, provides in-flight 
entertainment and connectivity solutions for various commercial airlines 
including JetBlue.  On June 10, 2014, JetBlue entered into an amended 
and restated purchase agreement with Thales Holding Corporation, or 
Thales, replacing the original purchase agreement between the parties 
dated as of March 13, 2014.  Under the terms of the amended and 
restated purchase agreement, JetBlue sold LiveTV to Thales for $399 
million, subject to purchase adjustments based upon the amount of cash, 
indebtedness, and working capital of LiveTV at the closing date of the 
transaction relative to a target amount.  Excluded from this sale was LiveTV 
Satellite Communications, LLC, which was retained by JetBlue pending 
receipt of the necessary regulatory approvals for the sale.  On September 
25, 2014, JetBlue received all necessary regulatory approvals and sold 
LiveTV Satellite Communications, LLC, to Thales for approximately $1 
million in cash.  

The total cash proceeds of $393 million reflect the agreed upon purchase 
price, net of purchase agreement adjustments including post-closing 
purchase price adjustments, which were finalized during the third quarter 
of 2014.  The sale resulted in a pre-tax gain of approximately $241 million 

and is net of approximately $19 million in transaction costs.  The gain on 
the sale has been reported as a separate line item in the consolidated 
statement of operations for the year ended December 31, 2014.

The tax expense recorded in connection with this transaction totaled $72 
million, net of a $19 million tax benefit related to the utilization of a capital 
loss carryforward.  The capital gain generated from the sale of LiveTV 
resulted in the release of a valuation allowance related to the capital 
loss deferred tax asset.  This resulted in an after tax gain on the sale of 
approximately $169 million. 

Following the close of the sales on June 10, 2014, and on September 25, 
2014, the applicable LiveTV operations are no longer being consolidated 
as a subsidiary in JetBlue’s consolidated financial statements. The effect of 
this reporting structure change is not material to the consolidated financial 
statements presented.  LiveTV third party revenues in 2014 up to the date 
of sale were $30 million , compared to $72 million in 2013. 

Deferred profit on hardware sales and advance deposits for future hardware 
sales were included in other accrued liabilities and other long term liabilities 
on our consolidated balance sheets depending on whether we expected 

61

JETBLUE AIRWAYS CORPORATION - 2015 Annual Report 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
PART II  
ITEM 8 Financial Statements and Supplementary Data

to recognize it in the next 12 months or beyond.  No deferred profit is 
recognized in our consolidated balance sheets as of December 31, 2015 
or 2014.  There is no net book value of equipment installed for other airlines 
in our consolidated balance sheets as of December 31, 2015 or 2014.

JetBlue expects to continue to be a significant customer of LiveTV.  
Concurrent with the LiveTV sale, the parties have entered into two 
agreements, each with seven year terms pursuant to which LiveTV 
continues to provide JetBlue with in-flight entertainment and onboard 
connectivity products and services

NOTE 17  Quarterly Financial Data (Unaudited)

Quarterly results of operations for the years ended December 31, 2015 and 2014 are summarized below (in millions, except per share amounts):

First Quarter

Second Quarter

Third Quarter

Fourth Quarter

2015
Operating revenues
Operating income
Net income
Basic earnings per share
Diluted earnings per share
2014(1)
$ 1,446
Operating revenues
169
Operating income
88
Net income
0.29
Basic earnings per share
Diluted earnings per share
0.26
(1)  During the first quarter of 2014, severe winter weather led to the cancellation of approximately 4,100 flights which resulted in reduced revenue by an estimated $50 million and reduced 

$ 1,523
253
137
0.44
0.40

$ 1,349
41
4
0.01
0.01

$ 1,594
330
190
0.60
0.56

$ 1,612
282
152
0.48
0.44

$ 1,493
141
230
0.79
0.68

$ 1,687
351
198
0.63
0.58

$ 1,529
164
79
0.27
0.24

$
$

$
$

$
$

$
$

$
$

$
$

$
$

$
$

operating income by approximately $35 million.  During the second quarter of 2014, we had a gain of $242 million on the sale of LiveTV business.

The sum of the quarterly earnings per share amounts does not equal the annual amount reported since per share amounts are computed independently 
for each quarter and for the full year based on respective weighted-average common shares outstanding and other dilutive potential common shares.

62

JETBLUE AIRWAYS CORPORATION - 2015 Annual Report 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
PART II  
ITEM 9 Changes and Disagreements with Accountants on Accounting and Financial Disclosure

ITEM 9.  Changes and Disagreements with 

Accountants on Accounting and Financial 
Disclosure

None.

ITEM 9A. Controls and Procedures

Disclosure Controls and Procedures

We maintain disclosure controls and procedures (as defined in Rule 13a-15(e) or Rule 15d-15(e) under the Exchange Act) that are designed to ensure 
that information required to be disclosed by us in reports that we file under the Exchange Act is recorded, processed, summarized and reported 
within the time periods specified in the SEC’s rules and forms and that such information required to be disclosed by us in reports that we file under the 
Exchange Act is accumulated and communicated to our management, including our Chief Executive Officer, or CEO, and our Chief Financial Officer, 
or CFO, to allow timely decisions regarding required disclosure.  Management, with the participation of our CEO and CFO, performed an evaluation of 
the effectiveness of our disclosure controls and procedures as of December 31, 2015.  Based on that evaluation, our CEO and CFO concluded that 
our disclosure controls and procedures were effective as of December 31, 2015.

Management’s Report on Internal Control Over Financial Reporting

Our management is responsible for establishing and maintaining adequate internal control over financial reporting (as defined in Rule 13a-15(f) or Rule 
15d-15(f) under the Exchange Act).  Under the supervision and with the participation of our management, including our CEO and CFO, we conducted 
an evaluation of the effectiveness of our internal control over financial reporting based on the framework in Internal Control—Integrated Framework 
issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework).  Based on that evaluation, our management 
concluded that our internal control over financial reporting was effective as of December 31, 2015 to provide reasonable assurance regarding the 
reliability of financial reporting and the preparation of consolidated financial statements for external reporting purposes in accordance with U.S. GAAP.

Ernst & Young LLP, the independent registered public accounting firm that audited our Consolidated Financial Statements included in this Annual Report 
on Form 10-K, audited the effectiveness of our internal control over financial reporting as of December 31, 2015. Ernst & Young LLP has issued their 
report which is included elsewhere herein.

Changes in Internal Control Over Financial Reporting

During the quarter ended December 31, 2015, there were no changes in our internal control over financial reporting (as defined in Rule 13a-15(f) or 
Rule 15d-15(f) under the Exchange Act) identified in connection with the evaluation of our controls performed during that have materially affected, or 
are reasonably likely to materially affect, our internal control over financial reporting.

ITEM 9B. Other Information

None.

63

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART III  

PART III

ITEM 10.  Directors, Executive Officers and Corporate 

Governance

Code of Ethics

We adopted a Code of Ethics within the meaning of Item 406(b) of SEC 
Regulation S-K. This Code of Ethics applies to our principal executive 
officer, principal financial officer and principal accounting officer. This Code 
of Ethics is publicly available on our website at http://investor.jetblue.com. 

If we make substantive amendments to this Code of Ethics or grant any 
waiver, including any implicit waiver, we will disclose the nature of such 
amendment or waiver on our website or in a report on Form 8-K within 
four days of such amendment or waiver.

Executive Officers of the Registrant

Certain information concerning JetBlue’s executive officers as of the date 
of this report follows. There are no family relationships between any of 
our executive officers.

Robin Hayes, age 49, is our Chief Executive Office and President. He 
was promoted to President on January 1, 2014 and Chief Executive 
Officer on February 16, 2015. He joined JetBlue after nineteen years at 
British Airways. In his last role at British Airways, Mr. Hayes served as 
Executive Vice President for The Americas and before that he served in a 
number of operational and commercial positions in the UK and Germany.

Mark D. Powers, age 62, is our Chief Financial Officer, a position he has 
held since April 2012. Mr. Powers joined us in July 2006 as Treasurer 
and Vice President, Corporate Finance. He was promoted to Senior Vice 
President, Treasurer in 2007. Prior to joining JetBlue, Mr. Powers was 
an independent advisor to several aviation-related companies and has 
held a number of positions in both the finance and legal departments of 
Continental Airlines, Northwest Airlines and General Electric’s jet engine unit.

James Hnat, age 45, is our Executive Vice President Corporate Affairs, 
General Counsel and Secretary and has served in this capacity since 
April 2007. Previously, he served as our Senior Vice President, General 
Counsel and Assistant Secretary from March 2006, as General Counsel 
and Assistant Secretary from February 2003 to March 2006 and as 
Associate General Counsel from June 2001 to January 2003. Prior to 
joining JetBlue, Mr. Hnat worked as an attorney at Milbank, Tweed, Hadley 
& McCloy LLP, where he specialized in aircraft finance transactions and at 
Condon & Forsyth LLP where he specialized in airline defense litigation. 
Mr. Hnat is a member of the bar of New York and Massachusetts.

Marty St. George, age 52, is our Executive Vice President Commercial and 
Planning, a position he has held since February 2015 and is responsible 

for airline and network planning, marketing, sales and revenue. Prior to 
this appointment, Mr. St. George served as our Senior Vice President - 
Commercial. Mr. St. George joined JetBlue in July 2006 and has held 
several roles including Senior Vice President - Marketing and Commercial 
Strategy and Vice President - Planning. Prior to JetBlue, Mr. St. George held 
marketing and network planning roles at United Airlines and U.S. Airways.

Alexander Chatkewitz, age 51, is our Vice President and Chief Accounting 
Officer, a position he has held since December 2014. Prior to joining 
JetBlue, Mr. Chatkewitz worked at Philip Morris International, where he 
served as Vice President & Controller - Financial Reporting & Accounting 
Research since 2008. Prior to Phillip Morris, he served for a decade as 
Altria Group’s Vice President Assistant Controller - Financial Reporting & 
Consolidations. Mr. Chatkewitz also held positions at Marsh & McLennan 
Companies as well as the audit practice of Deloitte & Touche.

David Barger, age 58, was our Chief Executive Officer from May 2007 
through February 15, 2015 and was our President from August 1998 to 
September 2007 and June 2009 to December 2013. Mr. Barger previously 
served as our Chief Operating Officer from August 1998 to March 2007. 
From 1992 to 1998, Mr. Barger served in various management position 
with Continental Airlines, including Vice President, Newark hub. He held 
various director level positions at Continental Airlines from 1988 to 1995. 
From 1982 to 1988, Mr. Barger served in various positions with New 
York Air, including Director of Stations.

The other information required by this Item will be included in and is 
incorporated herein by reference from our definitive proxy statement 
for our 2016 Annual Meeting of Stockholders to be filed with the SEC 
pursuant to Regulation 14A within 120 days after the end of our 2015 
fiscal year, or our 2016 Proxy Statement.

64

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART III  
ITEM 11  Executive Compensation

ITEM 11.  Executive Compensation

The information required by this Item will be included in and is incorporated herein by reference from our 2016 Proxy Statement.

ITEM 12.  Security Ownership of Certain Beneficial 

Owners and Management and Related 
Stockholder Matters

The table below provides information relating to our equity compensation plans, including individual compensation arrangements, under which our common 
stock is authorized for issuance as of December 31, 2015, as adjusted for stock splits:

Plan Category
Equity compensation plans approved by security holders
Equity compensation plans not approved by security holders
TOTAL

Number of securities to
be issued upon exercise
of outstanding options,
warrants and rights
4,618,481
—
4,618,481

Weighted-average
exercise price of
outstanding
options, warrants
and rights
$

10.75
—
10.75

$

Number of securities
remaining available
for future issuance
under equity
compensation plans
(excluding securities
reflected in first column)
30,763,780
—
30,763,780

Refer to Note 7 to our consolidated financial statements for further information regarding the material features of the above plans.

Other information required by this Item will be included in and is incorporated herein by reference from our Proxy Statement.

ITEM 13.  Certain Relationships and Related 

Transactions, and Director Independence

The information required by this Item will be included in and is incorporated herein by reference from our 2016 Proxy Statement.

ITEM 14.  Principal Accounting Fees and Services

The information required by this Item will be included in and is incorporated herein by reference from our 2016 Proxy Statement.

65

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART IV  

PART IV

ITEM 15.  Exhibits, Financial Statement Schedules

1.

2.

3.

Financial statements:
Reports of Independent Registered Public Accounting Firm
Consolidated Balance Sheets — December 31, 2015 and December 31, 2014
Consolidated Statements of Operations — For the years ended December 31, 2015, 2014 and 2013
Consolidated Statements of Comprehensive Income — For the years ended December 31, 2015, 2014 and 2013
Consolidated Statements of Cash Flows — For the years ended December 31, 2015, 2014 and 2013
Consolidated Statements of Stockholders’ Equity — For the years ended December 31, 2015, 2014 and 2013
Notes to Consolidated Financial Statements
Financial Statement Schedules:
Report of Independent Registered Public Accounting Firm on Financial Statement Schedule
Schedule II — Valuation of Qualifying Accounts and Reserves
Quarterly Financial Data
All other schedules have been omitted because they are inapplicable, not required, or the information is included elsewhere in the 
consolidated financial statements or notes thereto.
Exhibits: See accompanying Exhibit Index included after the signature page of this Report for a list of the exhibits filed or furnished 
with or incorporated by reference in this Report.

S-1
S-2
S-3

66

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART IV  
ITEM 15 Exhibits, Financial Statement Schedules

Signatures

Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on 
its behalf by the undersigned, thereunto duly authorized.

Date: 
February 17, 2016

By:

JETBLUE AIRWAYS CORPORATION
(Registrant)
/S/ ALEXANDER CHATKEWITZ
Vice President, Controller, and Chief Accounting Officer 
(Principal Accounting Officer)

KNOW ALL PERSONS BY THESE PRESENTS, that each person whose 
signature appears below constitutes and appoints James G. Hnat 
his or her attorney-in-fact with power of substitution for him or her 
in any and all capacities, to sign any amendments, supplements or 
other documents relating to this Annual Report on Form 10-K which 
he or she deems necessary or appropriate, and to file the same, with 
exhibits thereto, and other documents in connection therewith, with the 
Securities and Exchange Commission, hereby ratifying and confirming 

all that such attorney-in-fact or their substitute may do or cause to be 
done by virtue hereof.

Pursuant to the requirements of the Securities Exchange Act of 1934, 
this Report has been signed below by the following persons on behalf 
of the registrant and in the capacities and on the dates indicated (and, 
as indicated with an asterisk, representing at least a majority of the 
members of the Board of Directors).

Signature
/S/ ROBIN HAYES
Robin Hayes

/S/ MARK D. POWERS
Mark D. Powers

Capacity
Chief Executive Officer and Director
(Principal Executive Officer)

Date
February 17, 2016

Chief Financial Officer (Principal Financial Officer)

February 17, 2016

/S/ ALEXANDER CHATKEWITZ
Alexander Chatkewitz

Vice President, Controller, and Chief Accounting Officer  
(Principal Accounting Officer)

/S/ JENS BISCHOF
Jens Bischof *

/S/ PETER BONEPARTH
Peter Boneparth *

/S/ DAVID CHECKETTS
David Checketts *

/S/ VIRGINIA GAMBALE
Virginia Gambale *

/S/ STEPHAN GEMKOW
Stephan Gemkow *

/S/ ELLEN JEWETT
Ellen Jewett *

/S/ STANLEY MCCHRYSTAL
Stanley McChrystal *

/S/ JOEL PETERSON
Joel Peterson *

/S/ FRANK SICA
Frank Sica *

/S/ THOMAS WINKELMANN
Thomas Winkelmann *

Director

Director

Director

Director

Director

Director

Director

Director

Director

Director

February 17, 2016

February 17, 2016

February 17, 2016

February 17, 2016

February 17, 2016

February 17, 2016

February 17, 2016

February 17, 2016

February 17, 2016

February 17, 2016

February 17, 2016

67

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART IV  
ITEM 15 Exhibits, Financial Statement Schedules

EXHIBIT INDEX

Membership Interest Purchase Agreement among Harris Corporation and Thales Avionics In-Flight Systems, LLC and In-Flight 
Liquidating, LLC and Glenn S. Latta and Jeffrey A. Frisco and Andreas de Greef and JetBlue Airways Corporation, dated as of 
September 9, 2002 relating to the interests in LiveTV, LLC—incorporated by reference to Exhibit 2.1 to our Current Report on 
Form 8-K dated September 27, 2002 (File No. 000-49728).

Purchase agreement between JetBlue Airways Corporation and Thales Avionics, Inc., dated as of March 13, 2014—incorporated by reference to 
Exhibit 2.1 to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2014.

Amended and Restated Purchase Agreement between JetBlue Airways Corporation and Thales Holding Corporation, dated June 10, 2014—
incorporated by reference to Exhibit 10.2 to our Quarterly Report on Form 10-Q for the quarter ended June 30, 2014.

Amended and Restated Certificate of Incorporation of JetBlue Airways Corporation—incorporated by reference to Exhibit 3.5 to our Quarterly 
Report on Form 10-Q for the quarter ended June 30, 2008 (File No. 000-49728).

Certificate of Amendment of Certificate of Incorporation, dated May 20, 2010—incorporated by reference to Exhibit 3.2(b) to our Quarterly Report 
on Form 10-Q for the quarter ended June 30, 2010 (File No. 000-49728).

Amended and Restated Bylaws of JetBlue Airways Corporation—incorporated by reference to Exhibit 3.1 to our Current Report on Form 8-K 
dated February 16, 2016.

Certificate of Designation of Series A Participating Preferred Stock dated April 1, 2002—incorporated by reference to Exhibit 3.2 to our Current 
Report on Form 8-K dated July 10, 2003 (File No. 000-49728).

Specimen Stock Certificate—incorporated by reference to Exhibit 4.1 to the Registration Statement on Form S-1, as amended (File No.  
333-82576).

Amended and Restated Registration Rights Agreement, dated as of August 10, 2000, by and among JetBlue Airways Corporation and the 
Stockholders named therein—incorporated by reference to Exhibit 4.2 to the Registration Statement on Form S-1, as amended (File No.  
333-82576).

Amendment No. 1, dated as of June 30, 2003, to Amended and Restated Registration Rights Agreement, dated as of August 10, 2000, by and 
among JetBlue Airways Corporation and the Stockholders named therein—incorporated by reference to Exhibit 4.2 to the Registration Statement 
on Form S-3, filed on July 3, 2003, as amended on July 10, 2003 (File No. 333-106781).

Amendment No. 2, dated as of October 6, 2003, to Amended and Restated Registration Rights Agreement, dated as of August 10, 2000, by and 
among JetBlue Airways Corporation and the Stockholders named therein—incorporated by reference to Exhibit 4.9 to the Registration Statement 
on Form S-3, filed on October 7, 2003 (File No. 333-109546).

Amendment No. 3, dated as of October 4, 2004, to Amended and Restated Registration Rights Agreement, dated as of August 10, 2000, by 
and among JetBlue Airways Corporation and the Stockholders named therein—incorporated by reference to Exhibit 4.1 to our Current Report on 
Form 8-K/A dated October 4, 2004 (File No. 000-49728).

Amendment No. 4, dated as of June 22, 2006, to Amended and Restated Registration Rights Agreement, dated as of August 10, 2000, by 
and among JetBlue Airways Corporation and the Stockholders named therein—incorporated by reference to Exhibit 4.19 to our Registration 
Statement on Form S-3 ARS, filed on June 30, 2006 (File No. 333-135545).

Summary of Rights to Purchase Series A Participating Preferred Stock—incorporated by reference to Exhibit 4.4 to the Registration Statement on 
Form S-1, as amended (File No. 333-82576).

Stockholder Rights Agreement—incorporated by reference to Exhibit 4.3 to our Annual Report on Form 10-K for the year ended December 31, 
2002 (File No. 000-49728).

Amendment to the Stockholder Rights Agreement, dated as of January 17, 2008, by and between JetBlue Airways Corporation and 
Computershare Trust Company, N.A.—incorporated by reference to Exhibit 4.5(a) to our Current Report on Form 8-K dated January 23, 2008 
(File No. 000-49728).

Form of Three-Month LIBOR plus 0.375% JetBlue Airways Pass Through Certificate Series 2004-1G-1-O—incorporated by reference to 
Exhibit 4.1 to our Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728).

Form of Three-Month LIBOR plus 0.420% JetBlue Airways Pass Through Certificate Series 2004-1G-2-O—incorporated by reference to 
Exhibit 4.2 to our Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728).

Form of Three-Month LIBOR plus 4.250% JetBlue Airways Pass Through Certificate Series 2004-1C-O—incorporated by reference to Exhibit 4.3 
to our Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728).

Pass Through Trust Agreement, dated as of March 24, 2004, between JetBlue Airways Corporation and Wilmington Trust Company, as Pass 
Through Trustee, made with respect to the formation of JetBlue Airways Pass Through Trust, Series 2004-1G-1-O and the issuance of Three-
Month LIBOR plus 0.375% JetBlue Airways Pass Through Trust, Series 2004-1G-1-O, Pass Through Certificates—incorporated by reference to 
Exhibit 4.4 to our Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728) (1).

Revolving Credit Agreement (2004-1G-1), dated as of March 24, 2004, between Wilmington Trust Company, as Subordination Agent, as agent 
and trustee for the JetBlue Airways 2004-1G-1 Pass Through Trust, as Borrower, and Landesbank Hessen-Thüringen Girozentrale, as Primary 
Liquidity Provider—incorporated by reference to Exhibit 4.5 to our Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728).

Revolving Credit Agreement (2004-1G-2), dated as of March 24, 2004, between Wilmington Trust Company, as Subordination Agent, as agent 
and trustee for the JetBlue Airways 2004-1G-2 Pass Through Trust, as Borrower, and Landesbank Hessen-Thüringen Girozentrale, as Primary 
Liquidity Provider—incorporated by reference to Exhibit 4.6 to our Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728).

Revolving Credit Agreement (2004-1C), dated as of March 24, 2004, between Wilmington Trust Company, as Subordination Agent, as agent and 
trustee for the JetBlue Airways 2004-1C Pass Through Trust, as Borrower, and Landesbank Hessen-Thüringen Girozentrale, as Primary Liquidity 
Provider—incorporated by reference to Exhibit 4.7 to our Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728).

Deposit Agreement (Class G-1), dated as of March 24, 2004, between Wilmington Trust Company, as Escrow Agent, and HSH Nordbank AG, 
New York Branch, as Depositary—incorporated by reference to Exhibit 4.8 to our Current Report on Form 8-K dated March 24, 2004 (File No. 
000-49728).

2.1

2.1(a)

2.1(b)

3.1

3.1(a)

3.2

3.3

4.1

4.2

4.2(a)

4.2(b)

4.2(c)

4.2(d)

4.4

4.5

4.5(a)

4.7

4.7(a)

4.7(b)

4.7(c)

4.7(d)

4.7(e)

4.7(f)

4.7(g)

68

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART IV  
ITEM 15 Exhibits, Financial Statement Schedules

4.7(h)

4.7(i)

4.7(j)

4.7(k)

4.7(l)

4.7(m)

4.7(n)

4.7(o)

4.7(p)

4.7(q)

4.7(r)

4.7(s)

4.7(t)

4.7(u)

4.7(v)

4.7(w)

4.7(x)

4.7(y)

4.7(z)

Deposit Agreement (Class G-2), dated as of March 24, 2004, between Wilmington Trust Company, as Escrow Agent, and HSH Nordbank AG, 
New York Branch, as Depositary—incorporated by reference to Exhibit 4.9 to our Current Report on Form 8-K dated March 24, 2004 (File No. 
000-49728).

Deposit Agreement (Class C), dated as of March 24, 2004, between Wilmington Trust Company, as Escrow Agent, and HSH Nordbank AG, New 
York Branch, as Depositary—incorporated by reference to Exhibit 4.10 to our Current Report on Form 8-K dated March 24, 2004 (File No.  
000-49728).

Escrow and Paying Agent Agreement (Class G-1), dated as of March 24, 2004, among Wilmington Trust Company, as Escrow Agent, Morgan 
Stanley & Co. Incorporated, Merrill Lynch, Pierce, Fenner & Smith Incorporated, Citigroup Global Markets Inc. and Credit Lyonnais Securities 
(USA) Inc., as Underwriters, Wilmington Trust Company, as Pass Through Trustee for and on behalf of JetBlue Airways Corporation Pass Through 
Trust 2004-1G-1-O, as Pass Through Trustee, and Wilmington Trust Company, as Paying Agent—incorporated by reference to Exhibit 4.11 to our 
Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728).

Escrow and Paying Agent Agreement (Class G-2), dated as of March 24, 2004, among Wilmington Trust Company, as Escrow Agent, Morgan 
Stanley & Co. Incorporated, Merrill Lynch, Pierce, Fenner & Smith Incorporated, Citigroup Global Markets Inc. and Credit Lyonnais Securities 
(USA) Inc., as Underwriters, Wilmington Trust Company, as Pass Through Trustee for and on behalf of JetBlue Airways Corporation Pass Through 
Trust 2004-1G-2-O, as Pass Through Trustee, and Wilmington Trust Company, as Paying Agent—incorporated by reference to Exhibit 4.12 to our 
Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728).

Escrow and Paying Agent Agreement (Class C), dated as of March 24, 2004, among Wilmington Trust Company, as Escrow Agent, Morgan 
Stanley & Co. Incorporated, Merrill Lynch, Pierce, Fenner & Smith Incorporated, Citigroup Global Markets Inc. and Credit Lyonnais Securities 
(USA) Inc., as Underwriters, Wilmington Trust Company, as Pass Through Trustee for and on behalf of JetBlue Airways Corporation Pass Through 
Trust 2004-1C-O, as Pass Through Trustee, and Wilmington Trust Company, as Paying Agent—incorporated by reference to Exhibit 4.13 to our 
Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728).

ISDA Master Agreement, dated as of March 24, 2004, between Morgan Stanley Capital Services Inc., as Above Cap Liquidity Facility Provider, 
and Wilmington Trust Company, as Subordination Agent for the JetBlue Airways Corporation Pass Through Trust 2004-1G-1-O—incorporated by 
reference to Exhibit 4.14 to our Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728) (2).

Schedule to the ISDA Master Agreement, dated as of March 24, 2004, between Morgan Stanley Capital Services Inc., as Above Cap Liquidity 
Facility Provider, and Wilmington Trust Company, as Subordination Agent for the JetBlue Airways Corporation Pass Through Trust 2004-1G-1-O—
incorporated by reference to Exhibit 4.15 to our Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728).

Schedule to the ISDA Master Agreement, dated as of March 24, 2004, between Morgan Stanley Capital Services, Inc., as Above Cap Liquidity 
Facility Provider, and Wilmington Trust Company, as Subordination Agent for the JetBlue Airways Corporation Pass Through Trust 2004-1G-2-O—
incorporated by reference to Exhibit 4.16 to our Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728).

Schedule to the ISDA Master Agreement, dated as of March 24, 2004, between Morgan Stanley Capital Services, Inc., as Above Cap Liquidity 
Facility Provider, and Wilmington Trust Company, as Subordination Agent for the JetBlue Airways Corporation Pass Through Trust 2004-1C-O—
incorporated by reference to Exhibit 4.17 to our Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728).

Class G-1 Above Cap Liquidity Facility Confirmation, dated March 24, 2004, between Morgan Stanley Capital Services Inc., as Above Cap 
Liquidity Facility Provider, and Wilmington Trust Company, as Subordination Agent—incorporated by reference to Exhibit 4.18 to our Current 
Report on Form 8-K dated March 24, 2004 (File No. 000-49728).

Class G-2 Above Cap Liquidity Facility Confirmation, dated March 24, 2004, between Morgan Stanley Capital Services Inc., as Above Cap 
Liquidity Facility Provider, and Wilmington Trust Company, as Subordination Agent—incorporated by reference to Exhibit 4.19 to our Current 
Report on Form 8-K dated March 24, 2004 (File No. 000-49728).

Class C Above Cap Liquidity Facility Confirmation, dated March 24, 2004, between Morgan Stanley Capital Services Inc., as Above Cap Liquidity 
Facility Provider, and Wilmington Trust Company, as Subordination Agent—incorporated by reference to Exhibit 4.20 to our Current Report on 
Form 8-K dated March 24, 2004 (File No. 000-49728).

Guarantee, dated March 24, 2004, of Morgan Stanley Capital Services Inc. with respect to the Class G-1 Above Cap Liquidity Facility—
incorporated by reference to Exhibit 4.21 to our Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728).

Guarantee, dated March 24, 2004, of Morgan Stanley Capital Services Inc. with respect to the Class G-2 Above Cap Liquidity Facility—
incorporated by reference to Exhibit 4.22 to our Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728).

Guarantee, dated March 24, 2004, of Morgan Stanley Capital Services Inc. with respect to the Class C Above Cap Liquidity Facility—incorporated 
by reference to Exhibit 4.23 to our Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728).

Insurance and Indemnity Agreement, dated as of March 24, 2004, among MBIA Insurance Corporation, as Policy Provider, JetBlue Airways 
Corporation and Wilmington Trust Company, as Subordination Agent—incorporated by reference to Exhibit 4.24 to our Current Report on Form 
8-K dated March 24, 2004 (File No. 000-49728).

MBIA Insurance Corporation Financial Guaranty Insurance Policy, dated March 24, 2004, bearing Policy Number 43567(1) issued to Wilmington 
Trust Company, as Subordination Agent for the Class G-1 Certificates—incorporated by reference to Exhibit 4.25 to our Current Report on Form 
8-K dated March 24, 2004 (File No. 000-49728).

MBIA Insurance Corporation Financial Guaranty Insurance Policy, dated March 24, 2004, bearing Policy Number 43567(2) issued to Wilmington 
Trust Company, as Subordination Agent for the Class G-2 Certificates—incorporated by reference to Exhibit 4.26 to our Current Report on 
Form 8-K dated March 24, 2004 (File No. 000-49728).

Intercreditor Agreement, dated as of March 24, 2004, among Wilmington Trust Company, as Pass Through Trustee, Landesbank Hessen- 
Thüringen Girozentrale, as Primary Liquidity Provider, Morgan Stanley Capital Services, Inc., as Above-Cap Liquidity Provider, MBIA Insurance 
Corporation, as Policy Provider, and Wilmington Trust Company, as Subordination Agent—incorporated by reference to Exhibit 4.27 to our 
Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728).

4.7(aa)

Note Purchase Agreement, dated as of March 24, 2004, among JetBlue Airways Corporation, Wilmington Trust Company, in its separate 
capacities as Pass Through Trustee, as Subordination Agent, as Escrow Agent and as Paying Agent—incorporated by reference to Exhibit 4.28 
to our Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728).

69

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART IV  
ITEM 15 Exhibits, Financial Statement Schedules

Form of Trust Indenture and Mortgage between JetBlue Airways Corporation, as Owner, and Wilmington Trust Company, as Mortgagee—
incorporated by reference to Exhibit 4.29 to our Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728).

Form of Participation Agreement among JetBlue Airways Corporation, as Owner, and Wilmington Trust Company, in its separate capacities as 
Mortgagee, as Pass Through Trustee and as Subordination Agent—incorporated by reference to Exhibit 4.30 to our Current Report on Form 8-K 
dated March 24, 2004 (File No. 000-49728).

Form of Three-Month LIBOR plus 0.375% JetBlue Airways Pass Through Certificate Series 2004-2G-1-O, with attached form of Escrow 
Receipt—incorporated by reference to Exhibit 4.1 to our Current Report on Form 8-K dated November 9, 2004 (File No. 000-49728).

Form of Three-Month LIBOR plus 0.450% JetBlue Airways Pass Through Certificate Series 2004-2G-2-O, with attached form of Escrow 
Receipt—incorporated by reference to Exhibit 4.2 to our Current Report on Form 8-K dated November 9, 2004 (File No. 000-49728).

Form of Three-Month LIBOR plus 3.100% JetBlue Airways Pass Through Certificate Series 2004-2C-O, with attached form of Escrow Receipt—
incorporated by reference to Exhibit 4.3 to our Current Report on Form 8-K dated November 9, 2004 (File No. 000-49728).

Pass Through Trust Agreement, dated as of November 15, 2004, between JetBlue Airways Corporation and Wilmington Trust Company, as Pass 
Through Trustee, made with respect to the formation of JetBlue Airways Pass Through Trust, Series 2004-2G-1-O and the issuance of Three-
Month LIBOR plus 0.375% JetBlue Airways Pass Through Trust, Series 2004-2G-1-O, Pass Through Certificates—incorporated by reference to 
Exhibit 4.4 to our Current Report on Form 8-K dated November 9, 2004 (File No. 000-49728) (3).

Revolving Credit Agreement (2004-2G-1), dated as of November 15, 2004, between Wilmington Trust Company, as Subordination Agent, as 
agent and trustee for the JetBlue Airways 2004-2G-1 Pass Through Trust, as Borrower, and Landesbank Baden-Württemberg, as Primary 
Liquidity Provider—incorporated by reference to Exhibit 4.5 to our Current Report on Form 8-K dated November 9, 2004 (File No. 000-49728).

Revolving Credit Agreement (2004-2G-2), dated as of November 15, 2004, between Wilmington Trust Company, as Subordination Agent, as 
agent and trustee for the JetBlue Airways 2004-2G-2 Pass Through Trust, as Borrower, and Landesbank Baden-Württemberg, as Primary 
Liquidity Provider—incorporated by reference to Exhibit 4.6 to our Current Report on Form 8-K dated November 9, 2004 (File No. 000-49728).

Revolving Credit Agreement (2004-2C), dated as of November 15, 2004, between Wilmington Trust Company, as Subordination Agent, as agent 
and trustee for the JetBlue Airways 2004-2C Pass Through Trust, as Borrower, and Landesbank Baden-Württemberg, as Primary Liquidity 
Provider—incorporated by reference to Exhibit 4.7 to our Current Report on Form 8-K dated November 9, 2004 (File No. 000-49728).

Deposit Agreement (Class G-1), dated as of November 15, 2004, between Wilmington Trust Company, as Escrow Agent, and HSH Nordbank AG, 
New York Branch, as Depositary—incorporated by reference to Exhibit 4.8 to our Current Report on Form 8-K dated November 9, 2004 (File No. 
000-49728).

Deposit Agreement (Class G-2), dated as of November 15, 2004, between Wilmington Trust Company, as Escrow Agent, and HSH Nordbank AG, 
New York Branch, as Depositary—incorporated by reference to Exhibit 4.9 to our Current Report on Form 8-K dated November 9, 2004 (File No. 
000-49728).

Deposit Agreement (Class C), dated as of November 15, 2004, between Wilmington Trust Company, as Escrow Agent, and HSH Nordbank AG, 
New York Branch, as Depositary—incorporated by reference to Exhibit 4.10 to our Current Report on Form 8-K dated November 9, 2004 (File No. 
000-49728).

Escrow and Paying Agent Agreement (Class G-1), dated as of November 15, 2004, among Wilmington Trust Company, as Escrow Agent, 
Morgan Stanley & Co. Incorporated, Citigroup Global Markets Inc., HSBC Securities (USA) Inc. and J.P. Morgan Securities, Inc., as Underwriters, 
Wilmington Trust Company, as Pass Through Trustee for and on behalf of JetBlue Airways Corporation Pass Through Trust 2004-2G-2-O, as 
Pass Through Trustee, and Wilmington Trust Company, as Paying Agent—incorporated by reference to Exhibit 4.11 to our Current Report on 
Form 8-K dated November 9, 2004 (File No. 000-49728).

Escrow and Paying Agent Agreement (Class G-2), dated as of November 15, 2004, among Wilmington Trust Company, as Escrow Agent, 
Morgan Stanley & Co. Incorporated, Citigroup Global Markets Inc., HSBC Securities (USA) Inc. and J.P. Morgan Securities, Inc., as Underwriters, 
Wilmington Trust Company, as Pass Through Trustee for and on behalf of JetBlue Airways Corporation Pass Through Trust 2004-2G-2-O, as 
Pass Through Trustee, and Wilmington Trust Company, as Paying Agent—incorporated by reference to Exhibit 4.12 to our Current Report on 
Form 8-K dated November 9, 2004 (File No. 000-49728).

Escrow and Paying Agent Agreement (Class C), dated as of November 15, 2004, among Wilmington Trust Company, as Escrow Agent, Morgan 
Stanley & Co. Incorporated, Citigroup Global Markets Inc., HSBC Securities (USA) Inc. and J.P. Morgan Securities, Inc., as Underwriters, 
Wilmington Trust Company, as Pass Through Trustee for and on behalf of JetBlue Airways Corporation Pass Through Trust 2004-2C-O, as Pass 
Through Trustee, and Wilmington Trust Company, as Paying Agent—incorporated by reference to Exhibit 4.13 to our Current Report on Form 8-K 
dated November 9, 2004 (File No. 000-49728).

ISDA Master Agreement, dated as of November 15, 2004, between Citibank, N.A., as Above Cap Liquidity Facility Provider, and Wilmington Trust 
Company, as Subordination Agent for the JetBlue Airways Corporation Pass Through Trust 2004-2G-1-O—incorporated by reference to Exhibit 
4.14 to our Current Report on Form 8-K dated November 9, 2004 (File No. 000-49728) (4).

Schedule to the ISDA Master Agreement, dated as of November 15, 2004, between Citibank, N.A., as Above Cap Liquidity Facility Provider, and 
Wilmington Trust Company, as Subordination Agent for the JetBlue Airways Corporation Pass Through Trust 2004-2G-1-O—incorporated by 
reference to Exhibit 4.15 to our Current Report on Form 8-K dated November 9, 2004 (File No. 000-49728).

Schedule to the ISDA Master Agreement, dated as of November 15, 2004, between Citibank, N.A., as Above Cap Liquidity Facility Provider, and 
Wilmington Trust Company, as Subordination Agent for the JetBlue Airways Corporation Pass Through Trust 2004-2G-2-O—incorporated by 
reference to Exhibit 4.16 to our Current Report on Form 8-K dated November 9, 2004 (File No. 000-49728).

Schedule to the ISDA Master Agreement, dated as of November 15, 2004, between Citibank, N.A., as Above Cap Liquidity Facility Provider, 
and Wilmington Trust Company, as Subordination Agent for the JetBlue Airways Corporation Pass Through Trust 2004-2C-O—incorporated by 
reference to Exhibit 4.17 to our Current Report on Form 8-K dated November 9, 2004 (File No. 000-49728).

Class G-1 Above Cap Liquidity Facility Confirmation, dated November 15, 2004, between Citibank, N.A., as Above Cap Liquidity Facility Provider, 
and Wilmington Trust Company, as Subordination Agent—incorporated by reference to Exhibit 4.18 to our Current Report on Form 8-K dated 
November 9, 2004 (File No. 000-49728).

Class G-2 Above Cap Liquidity Facility Confirmation, dated November 15, 2004, between Citibank, N.A., as Above Cap Liquidity Facility Provider, 
and Wilmington Trust Company, as Subordination Agent—incorporated by reference to Exhibit 4.19 to our Current Report on Form 8-K dated 
November 9, 2004 (File No. 000-49728).

4.7(ab)

4.7(ac)

4.8

4.8(a)

4.8(b)

4.8(c)

4.8(d)

4.8(e)

4.8(f)

4.8(g)

4.8(h)

4.8(i)

4.8(j)

4.8(k)

4.8(l)

4.8(m)

4.8(n)

4.8(o)

4.8(p)

4.8(q)

4.8(r)

70

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART IV  
ITEM 15 Exhibits, Financial Statement Schedules

4.8(s)

4.8(t)

4.8(u)

4.8(v)

4.8(w)

4.8(x)

4.8(y)

4.8(z)

4.9

4.9(b)

4.9(c)

4.10

4.11

4.11(a)

4.12

4.13

4.14

4.15

4.16

4.17

4.18

4.19

4.20

4.21

4.22

Class C Above Cap Liquidity Facility Confirmation, dated November 15, 2004, between Citibank, N.A., as Above Cap Liquidity Facility Provider, 
and Wilmington Trust Company, as Subordination Agent—incorporated by reference to Exhibit 4.20 to our Current Report on Form 8-K dated 
November 9, 2004 (File No. 000-49728).

Insurance and Indemnity Agreement, dated as of November 15, 2004, among MBIA Insurance Corporation, as Policy Provider, JetBlue Airways 
Corporation and Wilmington Trust Company, as Subordination Agent and Trustee—incorporated by reference to Exhibit 4.21 to our Current 
Report on Form 8-K dated November 9, 2004 (File No. 000-49728).

MBIA Insurance Corporation Financial Guaranty Insurance Policy, dated November 15, 2004, bearing Policy Number 45243 issued to Wilmington 
Trust Company, as Subordination Agent for the Class G-1 Certificates—incorporated by reference to Exhibit 4.22 to our Current Report on Form 
8-K dated November 9, 2004 (File No. 000-49728).

MBIA Insurance Corporation Financial Guaranty Insurance Policy, dated November 15, 2004, bearing Policy Number 45256 issued to Wilmington 
Trust Company, as Subordination Agent for the Class G-2 Certificates—incorporated by reference to Exhibit 4.23 to our Current Report on Form 
8-K dated November 9, 2004 (File No. 000-49728).

Intercreditor Agreement, dated as of November 15, 2004, among Wilmington Trust Company, as Pass Through Trustee, Landesbank Baden-
Württemberg, as Primary Liquidity Provider, Citibank, N.A., as Above-Cap Liquidity Provider, MBIA Insurance Corporation, as Policy Provider, 
and Wilmington Trust Company, as Subordination Agent—incorporated by reference to Exhibit 4.24 to our Current Report on Form 8-K dated 
November 9, 2004 (File No. 000-49728).

Note Purchase Agreement, dated as of November 15, 2004, among JetBlue Airways Corporation, Wilmington Trust Company, in its separate 
capacities as Pass Through Trustee, as Subordination Agent, as Escrow Agent and as Paying Agent—incorporated by reference to Exhibit 4.25 to 
our Current Report on Form 8-K dated November 9, 2004 (File No. 000-49728).

Form of Trust Indenture and Mortgage between JetBlue Airways Corporation, as Owner, and Wilmington Trust Company, as Mortgagee—
incorporated by reference to Exhibit 4.26 to our Current Report on Form 8-K dated November 9, 2004 (File No. 000-49728).

Form of Participation Agreement among JetBlue Airways Corporation, as Owner, and Wilmington Trust Company, in its separate capacities as 
Mortgagee, as Pass Through Trustee and as Subordination Agent—incorporated by reference to Exhibit 4.27 to our Current Report on Form 8-K 
dated November 9, 2004 (File No. 000-49728).

Indenture, dated as of March 16, 2005, between JetBlue Airways Corporation and Wilmington Trust Company, as Trustee, relating to the 
Company’s debt securities—incorporated by reference to Exhibit 4.1 to our Current Report on Form 8-K dated March 10, 2005 (File No.  
000-49728).

Second Supplemental Indenture to the Indenture filed as Exhibit 4.9 to this Report, dated as of June 4, 2008, between JetBlue Airways 
Corporation and Wilmington Trust Company, as Trustee, relating to the Company’s 5.5% Convertible Debentures due 2038—incorporated by 
reference to Exhibit 4.1 to our Current Report on Form 8-K dated June 5, 2008 (File No. 000-49728).

Third Supplemental Indenture to the Indenture filed as Exhibit 4.9 to this Report, dated as of June 4, 2008, between JetBlue Airways Corporation 
and Wilmington Trust Company, as Trustee, relating to the Company’s 5.5% Convertible Debentures due 2038—incorporated by reference to 
Exhibit 4.2 to our Current Report on Form 8-K dated June 5, 2008 (File No. 000-49728).

Pass Through Trust Agreement, dated as of November 14, 2006, between JetBlue Airways Corporation and Wilmington Trust Company, as Pass 
Through Trustee, made with respect to the formation of JetBlue Airways (Spare Parts) G-1 Pass Through Trust, and the issuance of Three-Month 
LIBOR plus 0.230% JetBlue Airways (Spare Parts) G-1 Pass Through Certificate—incorporated by reference to Exhibit 4.1 to our Current Report 
on Form 8-K dated November 14, 2006 (File No. 000-49728).

Stock Purchase Agreement, dated as of December 13, 2007, between JetBlue Airways Corporation and Deutsche Lufthansa AG—incorporated 
by reference to Exhibit 4.11 to our Current Report on Form 8-K dated December 13, 2007 (File No. 000-49728).

Amendment No. 1, dated as of January 22, 2008, to the Stock Purchase Agreement, dated as of December 13, 2007, between JetBlue Airways 
Corporation and Deutsche Lufthansa AG—incorporated by reference to Exhibit 4.11(a) to our Current Report on Form 8-K dated January 23, 
2008 (File No. 000-49728).

Registration Rights Agreement, dated as of January 22, 2008, by and between JetBlue Airways Corporation and Deutsche Lufthansa AG—
incorporated by reference to Exhibit 4.12 to our Current Report on Form 8-K dated January 23, 2008 (File No. 000-49728).

Supplement Agreement, dated as of May 27, 2008, between JetBlue Airways Corporation and Deutsche Lufthansa AG—incorporated by 
reference to Exhibit 4.12 to our Current Report on Form 8-K dated May 28, 2008 (File No. 000-49728).

Second Supplemental Indenture dated as of June 4, 2008 between JetBlue Airways Corporation and Wilmington Trust Company, as Trustee—
incorporated by reference to Exhibit 4.1 to Current Report on Form 8-K filed on June 5, 2008 (File No. 000-49728).

Third Supplemental Indenture dated as of June 4, 2008 between JetBlue Airways Corporation and Wilmington Trust Company, as Trustee—
incorporated by reference to Exhibit 4.2 to Current Report on Form 8-K filed on June 5, 2008 (File No. 000-49728).

Form of Global Debenture—5.50% Convertible Debenture due 2038 (Series A) (included as part of Exhibit 4.1)—incorporated by reference to 
Exhibit 4.3 to Current Report on Form 8-K filed on June 5, 2008 (File No. 000-49728).

Form of Global Debenture—5.50% Convertible Debenture due 2038 (Series B) (included as part of Exhibit 4.2)—incorporated by reference to 
Exhibit 4.4 to Current Report on Form 8-K filed on June 5, 2008 (File No. 000-49728).

Fourth Supplemental Indenture dated as of June 9, 2009 between JetBlue Airways Corporation and Wilmington Trust Company, as Trustee—
incorporated by reference to Exhibit 4.1 to Current Report on Form 8-K filed on June 9, 2009 (File No. 000-49728).

Fifth Supplemental Indenture dated as of June 9, 2009 between JetBlue Airways Corporation and Wilmington Trust Company, as Trustee—
incorporated by reference to Exhibit 4.2 to Current Report on Form 8-K filed on June 9, 2009 (File No. 000-49728).

Form of Global Debenture—6.75% Convertible Debenture due 2039 (Series A)—incorporated by reference to Exhibit 4.3 to Current Report on 
Form 8-K filed on June 9, 2009 (File No. 000-49728).

Form of Global Debenture—6.75% Convertible Debenture due 2039 (Series B)—incorporated by reference to Exhibit 4.3 to Current Report on 
Form 8-K filed on June 9, 2009 (File No. 000-49728).

Registration Rights Agreement, dated as of April 5, 2012, among JetBlue Airways Corporation, Deutsche Lufthansa AG and Lufthansa Malta 
Blues LP—incorporated by reference to Exhibit 4.22 to our Current Report on Form 8-K filed on April 5, 2012.

71

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART IV  
ITEM 15 Exhibits, Financial Statement Schedules

V2500 General Terms of Sale between IAE International Aero Engines AG and NewAir Corporation, including Side Letters No. 1 through No. 3 and 
No. 5 through No. 9—incorporated by reference to Exhibit 10.2 to the Registration Statement on Form S-1, as amended (File No. 333-82576).

Side Letter No. 10 to V2500 General Terms of Sale between IAE International Aero Engines AG and NewAir Corporation, dated April 25, 2002—
incorporated by reference to Exhibit 10.2 to our Quarterly Report on Form 10-Q for the quarter ended June 30, 2002 (File No. 000-49728).

Side Letter No. 11 to V2500 General Terms of Sale between IAE International Aero Engines AG and NewAir Corporation, dated February 10, 
2003—incorporated by reference to Exhibit 10.8 to our Annual Report on Form 10-K for the year ended December 31, 2002 (File No.  
000-49728).

Side Letter No. 12 to V2500 General Terms of Sale between IAE International Aero Engines AG and NewAir Corporation, dated March 24, 2003—
incorporated by reference to Exhibit 10.1 to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2003 (File No. 000-49728).

Side Letter No. 13 to V2500 General Terms of Sale between IAE International Aero Engines AG and NewAir Corporation, dated April 23, 2003—
incorporated by reference to Exhibit 10.3 to our Current Report on Form 8-K dated June 30, 2003 (File No. 000-49728).

Side Letter No. 14 to V2500 General Terms of Sale between IAE International Aero Engines AG and NewAir Corporation, dated October 3, 
2003—incorporated by reference to Exhibit 10.15 to our Annual Report on Form 10-K for the year ended December 31, 2003 (File No.  
000-49728).

Side Letter No. 15 to V2500 General Terms of Sale between IAE International Aero Engines AG and NewAir Corporation, dated November 10, 
2003—incorporated by reference to Exhibit 10.16 to our Annual Report on Form 10-K for the year ended December 31, 2003 (File No.  
000-49728).

Side Letter No. 16 to V2500 General Terms of Sale between IAE International Aero Engines AG and NewAir Corporation, dated February 20, 
2004—incorporated by reference to Exhibit 10.1 to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2004 (File No.  
000-49728).

Side Letter No. 17 to V2500 General Terms of Sale between IAE International Aero Engines AG and NewAir Corporation, dated June 11, 2004—
incorporated by reference to Exhibit 10.3 to our Quarterly Report on Form 10-Q for the quarter ended June 30, 2004 (File No. 000-49728).

Side Letter No. 18 to V2500 General Terms of Sale between IAE International Aero Engines AG and NewAir Corporation, dated November 19, 
2004—incorporated by reference to Exhibit 10.2 to our Current Report on Form 8-K dated November 19, 2004 (File No. 000-49728).

Side Letter No. 19 to V2500 General Terms of Sale between IAE International Aero Engines AG and New Air Corporation, dated July 21, 2005—
incorporated by reference to Exhibit 10.2 to our Quarterly Report on Form 10-Q for the quarter ended September 30, 2005 (File No. 000-49728).

Side Letter No. 20 to V2500 General Terms of Sale between IAE International Aero Engines AG and New Air Corporation, dated July 6, 2006—
incorporated by reference to Exhibit 10.3 to our Quarterly Report on Form 10-Q for the quarter ended June 30, 2006 (File No. 000-49728).

Side Letter No. 21 to V2500 General Terms of Sale between IAE International Aero Engines AG and New Air Corporation, dated January 30, 
2007—incorporated by reference to Exhibit 10.2 to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2007 (File No.  
000-49728).

Side Letter No. 22 to V2500 General Terms of Sale between IAE International Aero Engines AG and New Air Corporation, dated March 27, 
2007—incorporated by reference to Exhibit 10.3 to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2007 (File No.  
000-49728).

Side Letter No. 23 to V2500 General Terms of Sale between IAE International Aero Engines AG and New Air Corporation, dated December 18, 
2007—incorporated by reference to Exhibit 10.3(n) to our Annual Report on Form 10-K, as amended, for the year ended December 31, 2007 (File 
No. 000-49728).

Side Letter No. 24 to V2500 General Terms of Sale between IAE International Aero Engines and New Air Corporation, dated April 2, 2008—
incorporated by reference to Exhibit 10.2 to our Quarterly Report on Form 10-Q for the quarter ended June 30, 2008 (File No. 000-49728).

Side Letter No. 25 to V2500 General Terms of Sale between IAE International Aero Engines and New Air Corporation, dated May 27, 2008—
incorporated by reference to Exhibit 10.3 to our Quarterly Report on Form 10-Q for the quarter ended June 30, 2008 (File No. 000-49728).

Side Letter No. 26 to V2500 General Terms of Sale between IAE International Aero Engines and New Air Corporation, dated January 27, 2009—
incorporated by reference to Exhibit 10.3(q) to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2009 (File No. 000-49728).

Side Letter No. 27 to V2500 General Terms of Sale between IAE International Aero Engines and New Air Corporation, dated June 5, 2009–
incorporated by reference to Exhibit 10.3(r) to our Quarterly Report on Form 10-Q for the quarter ended June 30, 2009 (File No. 000-49728).

Side letter No. 28 to V2500 General Terms of Sale between IAE International Aero Engines and New Air Corporation, dated August 31, 2010—
incorporated by reference to Exhibit 10.3(s) to our Quarterly Report on Form 10-Q for the quarter ended September 30, 2010 (File No.  
000-49728).

Side letter No. 29 to V2500 General Terms of Sale between IAE International Aero Engines and New Air Corporation, dated March 14, 2011—
incorporated by reference to Exhibit 10.3(t) to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2011.

Side letter No. 30 to V2500 General Terms of Sale between IAE International Aero Engines and New Air Corporation, dated August 17, 2011—
incorporated by reference to Exhibit 10.3(u) to our Quarterly Report on Form 10-Q for the quarter ended September 30, 2011.

Side letter No. 31 to V2500 General Terms of Sale between IAE International Aero Engines and New Air Corporation, dated September 27, 
2011—incorporated by reference to Exhibit 10.3(v) to our Quarterly Report on Form 10-Q for the quarter ended September 30, 2011.

Side letter No. 32 to V2500 General Terms of Sale between IAE International Aero Engines and New Air Corporation, dated November 8, 2011—
incorporated by reference to Exhibit 10.3(w) to our Annual Report on Form 10-K for the year ended December 31, 2011.

Side letter No. 33 to V2500 General Terms of Sale between IAE International Aero Engines and New Air Corporation, dated December 1, 2011—
incorporated by reference to Exhibit 10.3(x) to our Annual Report on Form 10-K for the year ended December 31, 2011.

Side letter No. 34 to V2500 General Terms of Sale between IAE International Aero Engines and New Air Corporation, dated February 21, 2012—
incorporated by reference to Exhibit 10.3(y) to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2012.

Side letter No. 35 to V2500 General Terms of Sale between IAE International Aero Engines and New Air Corporation, dated March 15, 2012—
incorporated by reference to Exhibit 10.3(z) to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2012.

Side letter No. 36 to V2500 General Terms of Sale between IAE International Aero Engines and New Air Corporation, dated May 1, 2012—
incorporated by reference to Exhibit 10.3(aa) to our Quarterly Report on Form 10-Q for the quarter ended June 30, 2012.

10.3**

10.3(a)**

10.3(b)**

10.3(c)**

10.3(d)**

10.3(e)**

10.3(f)**

10.3(g)**

10.3(h)**

10.3(i)**

10.3(j)**

10.3(k)**

10.3(l)**

10.3(m)**

10.3(n)**

10.3(o)**

10.3(p)**

10.3(q)**

10.3(r)**

10.3(s)**

10.3(t)**

10.3(u)**

10.3(v)**

10.3(w)**

10.3(x)**

10.3(y)**

10.3(z)**

10.3(aa)**

72

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART IV  
ITEM 15 Exhibits, Financial Statement Schedules

10.3(ab)**

10.3(ac)**

10.3(ad)**

10.3(ae)***

10.4**

10.5**

10.15

10.17**

10.17(a)**

10.17(b)**

10.17(c)**

10.17(d)**

10.17(e)**

10.17(f)**

10.17(g)**

10.17(h)**

10.17(i)**

10.17(j)**

10.17(k)**

10.17(l)**

10.17(m)**

10.17(n)**

10.17(o)**

10.17(p)**

Side letter No. 37 to V2500 General Terms of Sale between IAE International Aero Engines and New Air Corporation, dated November 9, 2012—
incorporated by reference to Exhibit 10.3(ab) to our Annual Report on Form 10-K for the year ended December 31, 2012.

Side letter No. 38 to V2500 General Terms of Sale between IAE International Aero Engines and New Air Corporation, dated October 2, 2013—
incorporated by reference to Exhibit 10.3(ac) to our Annual Report on Form 10-K for the year ended December 31, 2014.

Amendment No.1 to the V2500 General Terms of Sale between IAE International Aero Engines and New Air Corporation, dated December 15, 
2014—incorporated by reference to Exhibit 10.3(ad) to our Annual Report on Form 10-K for the year ended December 31, 2014.

Amendment No. 2 to the V2500 General Terms of Sale between IAE International Aero Engines and New Air Corporation, dated December 4, 
2015.

Amendment and Restated Agreement between JetBlue Airways Corporation and LiveTV, LLC, dated as of December 17, 2001, including 
Amendments No. 1, No. 2 and 3—incorporated by reference to Exhibit 10.4 to the Registration Statement on Form S-1, as amended (File No. 
333-82576).

GDL Patent License Agreement between Harris Corporation and LiveTV, LLC, dated as of September 2, 2002—incorporated by reference to 
Exhibit 10.1 to our Quarterly Report on Form 10-Q for quarter ended September 30, 2002 (File No. 000-49728).

Form of Director/Officer Indemnification Agreement—incorporated by reference to Exhibit 10.20 to the Registration Statement on Form S-1, as 
amended (File No. 333-82576) and referenced as Exhibit 10.19 in our Current Report on Form 8-K dated February 12, 2008 (File No. 000-49728).

Embraer-190 Purchase Agreement DCT-025/2003, dated June 9, 2003, between Embraer-Empresa Brasileira de Aeronautica S.A. and JetBlue 
Airways Corporation—incorporated by reference to Exhibit 10.4 to our Current Report on Form 8-K dated June 30, 2003 (File No. 000-49728).

Amendment No. 1 to Purchase Agreement DCT-025/2003, dated as of July 8, 2005, between Embraer-Empresa Brasileria de Aeronautica 
S.A. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.3 to our Quarterly Report on Form 10-Q for the quarter ended 
September 30, 2005 (File No. 000-49728).

Amendment No. 2 to Purchase Agreement DCT-025/2003, dated as of January 5, 2006, between Embraer-Empresa Brasileria de Aeronautica 
S.A. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.22(b) to our Annual Report on Form 10-K for the year ended 
December 31, 2005 (File No. 000-49728).

Amendment No. 3 to Purchase Agreement DCT-025/2003, dated as of December 4, 2006, between Embraer-Empresa Brasileria de Aeronautica 
S.A. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.21(c) to our Annual Report on Form 10-K for the year ended 
December 31, 2006 (File No. 000-49728).

Amendment No. 4 to Purchase Agreement DCT-025/2003, dated as of October 17, 2007, between Embraer-Empresa Brasileria de Aeronautica 
S.A. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.17(d) to our Annual Report on Form 10-K for the year ended 
December 31, 2007 (File No. 000-49728).

Amendment No. 5 to Purchase Agreement DCT-025/2003, dated as of July 18, 2008, between Embraer-Empresa Brasileira de Aeronautica 
S.A. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.1 to our Quarterly Report on Form 10-Q for the quarter ended 
September 30, 2008 (File No. 000-49728).

Amendment No. 6 to Purchase Agreement DCT-025/2003, dated as of February 17, 2009, between Embraer-Empresa Brasileira de Aeronautica 
S.A. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.17(f) to our Quarterly Report on Form 10-Q for the quarter ended 
March 31, 2009 (File No. 000-49728).

Amendment No. 7 to Purchase Agreement DCT-025/2003, dated as of December 14, 2009, between Embraer-Empresa Brasileira de 
Aeronautica S.A. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.17(g) to our Annual Report on Form 10-K for the year 
ended December 31, 2009 (File No. 000-49728).

Amendment No. 8 to Purchase Agreement DCT-025/2003, dated as of March 11, 2010, between Embraer-Empresa Brasileira de Aeronautica 
S.A. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.17(h) to our Quarterly Report on Form 10-Q for the quarter ended 
March 31, 2010 (File No. 000-49728).

Amendment No. 9 to Purchase Agreement DCT-025/2003, dated as of May 24, 2010, between Embraer-Empresa Brasileira de Aeronautica S.A. 
and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.17(i) to our Quarterly Report on Form 10-Q for the quarter ended June 
30, 2010 (File No. 000-49728).

Amendment No. 10 to Purchase Agreement DCT-025/2003, dated as of September 10, 2010, between Embraer-Empresa Brasileira de 
Aeronautica S.A. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.17(j) to our Quarterly Report on Form 10-Q for the 
quarter ended September 30, 2010 (File No. 000-49728).

Amendment No. 11 to Purchase Agreement DCT-025/2003, dated as of October 20, 2011, between Embraer-Empresa Brasileira de Aeronautica 
S.A. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.17(k) to our Annual Report on Form 10-K for the year ended 
December 31, 2011.

Amendment No. 12 to Purchase Agreement DCT-025/2003, dated as of October 25, 2011, between Embraer-Empresa Brasileira de Aeronautica 
S.A. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.17(l) to our Annual Report on Form 10-K for the year ended 
December 31, 2011.

Amendment No. 13 to Purchase Agreement DCT-025/2003, dated as of July 20, 2012, between Embraer-Empresa Brasileira de Aeronautica S.A. 
and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.17(m) to our Quarterly Report on Form 10-Q for the quarter ended 
September 30, 2012.

Amendment No. 14 to Purchase Agreement DCT-025/2003, dated as of December 3, 2012, between Embraer-Empresa Brasileira de 
Aeronautica S.A. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.17(n) to our Annual Report on Form 10-K for the year 
ended December 31, 2012.

Amendment No. 15 to Purchase Agreement DCT-025/2003, dated as of December 19, 2012, between Embraer-Empresa Brasileira de 
Aeronautica S.A. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.17(m) to our Annual Report on Form 10-K for the 
year ended December 31, 2012.

Amendment No. 16 to Purchase Agreement DCT-025/2003, dated as of January 31, 2013 between Embraer S.A. (formerly known as Embraer - 
Empresa Brasileira de Aeronáutica S.A.) and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.17(p) to our Quarterly Report 
on Form 10-Q for the quarter ended June 30, 2013.

73

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART IV  
ITEM 15 Exhibits, Financial Statement Schedules

Amendment 17 to Purchase Agreement DCT-025/2003, dated as of May 14, 2013 between Embraer S.A. (formerly known as Embraer—Empresa 
Brasileira de Aeronáutica S.A.) and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.17(q) to our Quarterly Report on Form 
10-Q for the quarter ended June 30, 2013.

Amendment 18 to Purchase Agreement DCT-025/2003, dated as of June 25, 2013 between Embraer S.A. (formerly known as Embraer—
Empresa Brasileira de Aeronáutica S.A.) and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.17(r) to our Quarterly Report 
on Form 10-Q for the quarter ended June 30, 2013.

Amendment No. 19 to Purchase Agreement DCT-025/2003, dated as of October 1, 2013 between Embraer S.A. (formerly known as Embraer—
Empresa Brasileira de Aeronautica S.A.) and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.17(s) to our Annual Report on 
Form 10-K for the year ended December 31, 2013.

Amendment No. 20 to Purchase Agreement DCT-025/2003, dated as of October 24, 2013 between Embraer S.A. (formerly known as Embraer - 
Empresa Brasileira de Aeronáutica S.A.) and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.17(t) to our Annual Report on 
Form 10-K for the year ended December 31, 2013.

Letter Agreement DCT-026/2003, dated June 9, 2003, between Embraer-Empresa Brasileira de Aeronautica S.A. and JetBlue Airways 
Corporation—incorporated by reference to Exhibit 10.5 to our Current Report on Form 8-K dated June 30, 2003 (File No. 000-49728).

Amendment No. 1, dated as of July 8, 2005, to Letter Agreement DCT-026/2003, between Embraer-Empresa Brasileira de Aeronautica S.A. and 
JetBlue Airways Corporation—incorporated by reference to Exhibit 10.4 to our Quarterly Report on Form 10-Q for the quarter ended September 
30, 2005 (File No. 000-49728).

Amendment No. 2, dated as of January 5, 2006, to Letter Agreement DCT-026/2003, between Embraer-Empresa Brasileira de Aeronautica 
S.A. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.22(b) to our Annual Report on Form 10-K for the year ended 
December 31, 2006 (File No. 000-49728).

Amendment No. 3, dated as of December 4, 2006, to Letter Agreement DCT-026/2003, between Embraer-Empresa Brasileira de Aeronautica 
S.A. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.22( c) to our Annual Report on Form 10-K for the year ended 
December 31, 2006 (File No. 000-49728).

Amendment No. 4, dated as of October 17, 2007, to Letter Agreement DCT-026/2003, between Embraer-Empresa Brasileria de Aeronautica 
S.A. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.18(d) to our Annual Report on Form 10-K for the year ended 
December 31, 2007 (File No. 000-49728).

Amendment No. 5 to Letter Agreement DCT-026/2003, dated as of March 6, 2008, between Embraer-Empresa Brasileira de Aeronautica 
S.A. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.2 to our Quarterly Report on Form 10-Q for the quarter ended 
September 30, 2008 (File No. 000-49728).

Amendment No. 6 to Letter Agreement DCT-026/2003, dated as of July 18, 2008, between Embraer-Empresa Brasileira de Aeronautica S.A. and 
JetBlue Airways Corporation—incorporated by reference to Exhibit 10.3 to our Quarterly Report on Form 10-Q for the quarter ended September 
30, 2008 (File No. 000-49728).

Amendment No. 7 to Letter Agreement DCT-026/2003, dated as of February 17, 2009, between Embraer-Empresa Brasileira de Aeronautica 
S.A. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.18(g) to the Quarterly Report on Form 10-Q for the quarter ended 
March 31, 2009 (File No. 000-49728).

Amendment No. 8 to Letter Agreement DCT-026/2003, dated as of December 14, 2009, between Embraer-Empresa Brasileira de Aeronautica 
S.A. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.18(h) to the Annual Report on Form 10-K for the year ended 
December 31, 2009 (File No. 000-49728).

Amendment No. 9 to Letter Agreement DCT-026/2003, dated as of March 11, 2010, between Embraer-Empresa Brasileira de Aeronautica S.A. 
and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.18(i) to the Quarterly Report on Form 10-Q for the quarter ended 
March 31, 2010 (File No. 000-49728).

Amendment No. 10 to Letter Agreement DCT - 026/2003, dated as of November 18, 2010, between Embraer-Empresa Brasileira de Aeronautica 
S.A. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.18(j) to our Annual Report on Form 10-K for the year ended 
December 31, 2013.

Amendment No. 11 to Letter Agreement DCT-026/2003, dated as of October 24, 2013 between Embraer - Empresa Brasileira de Aeronáutica 
S.A. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.18(k) to our Annual Report on Form 10-K for the year ended 
December 31, 2013.

Agreement of Lease (Port Authority Lease No. AYD-350), dated November 22, 2005, between The Port Authority of New York and New Jersey 
and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.30 to our Annual Report on Form 10-K for the year ended December 
31, 2005 (File No. 000-49728).

Supplement No. 3 to Agreement of Lease, dated July 1, 2012 between The Port Authority of New York and New Jersey and JetBlue Airways 
Corporation—incorporated by reference to Exhibit 10.20(a) to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2013.

Amended and Restated 2002 Stock Incentive Plan, dated November 7, 2007, and form of award agreement—incorporated by reference to 
Exhibit 10.21 to the Annual Report for Form 10-K for the year ended December 31, 2008 (File No. 000-49728).

JetBlue Airways Corporation Executive Change in Control Severance Plan, dated as of June 28, 2007—incorporated by reference to Exhibit 10.1 
to our Current Report on Form 8-K, dated June 28, 2007 (File No. 000-49728).

JetBlue Airways Corporation Severance Plan, dated May 22, 2014—incorporated by reference to Exhibit 10.3 to our Current Report on Form 
10-Q for the quarter ended June 30, 2014.

Employment Agreement, dated February 11, 2008, between JetBlue Airways Corporation and David Barger—incorporated by reference to Exhibit 
10.1 to our Quarterly Report on Form 10-Q for the quarter ended March 31, 2008 (File No. 000-49728).

Amendment to Employment Agreement, dated July 8, 2009, between JetBlue Airways Corporation and David Barger—incorporated by reference 
to Exhibit 10.23(a) to our Annual Report on Form 10-K for the year ended December 31, 2009 (File No. 000-49728).

Amendment no. 2 to Employment Agreement, dated December 21, 2010, between JetBlue Airways Corporation and David Barger—incorporated 
by reference to Exhibit 10.23(b) to our Current Report on Form 8-K filed on December 22, 2010 (File No. 000-49728).

10.17(q)**

10.17(r)**

10.17(s)**

10.17(t)**

10.18**

10.18(a)**

10.18(b)**

10.18(c)**

10.18(d)**

10.18(e)**

10.18(f)**

10.18(g)**

10.18(h)**

10.18(i)**

10.18(j)**

10.18(k)**

10.20

10.20(a)

10.21*

10.22*

10.22(a)*

10.23*

10.23(a)*

10.23(b)*

74

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART IV  
ITEM 15 Exhibits, Financial Statement Schedules

10.23(c)*

Amendment no. 3 to Employment Agreement, dated December [13], 2013, between JetBlue Airways Corporation and David Barger—
incorporated by reference to Exhibit 10.23(c) to our Annual Report on Form 10-K for the year ended December 31, 2013.

10.25

10.26

10.27

10.29

10.30**

10.31(a)*

10.31(b)*

10.31(c)*

10.31(d)*

10.31(e)*

10.31(f)*

10.31(g)*

10.31(h)*

10.33**

10.33(a)**

10.33(b)**

10.33(c)**

10.34**

10.35*

10.35(a)*

10.36

10.36(a)

10.37

10.38**

10.38(a)**

10.39*

10.40

Share Lending Agreement, dated as of May 29, 2008 between JetBlue Airways Corporation and Morgan Stanley Capital Services, Inc.—
incorporated by reference to Exhibit 10.1 to our Current Report on Form 8-K filed on May 30, 2008 (File No. 000-49728).

Pledge and Escrow Agreement (Series A Debentures) dated as of June 4, 2008 among JetBlue Airways Corporation, Wilmington Trust Company, 
as Trustee, and Wilmington Trust Company, as Escrow Agent—incorporated by reference to Exhibit 10.1 to our Current Report on Form 8-K filed 
on June 5, 2008 (File No. 000-49728).

Pledge and Escrow Agreement (Series B Debentures) dated as of June 4, 2008 among JetBlue Airways Corporation, Wilmington Trust Company, 
as Trustee, and Wilmington Trust Company, as Escrow Agent—incorporated by reference to Exhibit 10.2 to our Current Report on Form 8-K filed 
on June 5, 2008 (File No. 000-49728).

Option Letter Agreement, dated as of June 3, 2009, between JetBlue Airways Corporation and Deutsche Lufthansa AG—incorporated by 
reference to Exhibit 10.1 to our Current Report on Form 8-K filed on June 4, 2009 (File No. 000-49728).

Sublease by and between JetBlue Airways Corporation and Metropolitan Life Insurance Company—incorporated by reference to Exhibit 10.30 
to our Quarterly Report on Form 10-Q for the quarter ended September 30, 2010 (File No. 000-49728).

Amended and Restated JetBlue Airways Corporation 2011 Incentive Compensation Plan—incorporated by reference to Exhibit 10.2 to our 
Quarterly Report on Form 10-Q for the quarter ended June 30, 2015.

JetBlue Airways Corporation 2011 Incentive Compensation Plan forms of award agreement—incorporated by reference to Exhibit 10.31(b) to our 
Quarterly Report on Form 10-Q for the quarter ended June 30, 2011.

JetBlue Airways Corporation 2011 Incentive Compensation Plan form of Performance Share Unit Award Agreement—incorporated by reference 
to Exhibit 10.1 to our Current Report on Form 8-K filed on April 12, 2013.

JetBlue Airways Corporation 2011 Incentive Compensation Plan forms of amended award agreement—incorporated by reference to Exhibit 
10.31(d) to our Annual Report on Form 10-K for the year ended December 31, 2013.

Form of Performance Share Unit Award Agreement as amended—incorporated by reference to Exhibit 10.1 to our Quarterly Report on Form 
10-Q for the quarter ended September 30, 2014.

Amended and Restated JetBlue Airways Corporation 2011 Incentive Compensation Plan form of Restricted Stock Unit Award Agreement—
incorporated by reference to Exhibit 10.2(a) to our Quarterly Report on Form 10-Q for the quarter ended June 30, 2015.

Amended and Restated JetBlue Airways Corporation 2011 Incentive Compensation Plan form of Deferred Stock Unit Award Agreement—
incorporated by reference to Exhibit 10.2(b) to our Quarterly Report on Form 10-Q for the quarter ended June 30, 2015.

Amended and Restated JetBlue Airways Corporation 2011 Incentive Compensation Plan form of Performance Share Unit Agreement (2015)—
incorporated by reference to Exhibit 10.2(c) to our Quarterly Report on Form 10-Q for the quarter ended June 30, 2015.

Airbus A320 Family Purchase Agreement, dated October 19, 2011, between Airbus S.A.S. and JetBlue Airways Corporation, including Letter 
Agreements 1-8, each dated as of same date—incorporated by reference to Exhibit 10.33 to our Annual Report on Form 10-K for the year ended 
December 31, 2011.

Letter Agreement 9 to Airbus A320 Family Purchase Agreement, dated December 19, 2012, between Airbus S.A.S. and JetBlue Airways 
Corporation—incorporated by reference to Exhibit 10.33(a) to our Annual Report on Form 10-K for the year ended December 31, 2012.

Amendment No. 1 to Airbus A320 Family Purchase Agreement, dated as of October 25, 2013, between Airbus S.A.S. and JetBlue Airways 
Corporation, including Amended and Restated Letter Agreements 1, 2, 3 and 6, each dated as of the same date—incorporated by reference 
to Exhibit 10.33(b) to our Annual Report on Form 10-K for the year ended December 31, 2013.

Amendment No. 2 to Airbus A320 Family Purchase Agreement, dated as of November 19, 2014, between Airbus S.A.S. and JetBlue Airways 
Corporation, including Amended and Restated Letter Agreements 1 and 3, each dated as of the same date—incorporated by reference to Exhibit 
10.33(c) to our Annual Report on Form 10-K for the year ended December 31, 2014.

Letter Agreement dated as of July 23, 2015 between Airbus S.A.S. and JetBlue Airways Corporation—incorporated by reference to Exhibit 10.1 
to our Quarterly Report on Form 10-Q for the quarter ended September 30, 2015.

JetBlue Airways Corporation 2011 Crewmember Stock Purchase Plan—incorporated by reference to Exhibit 10.35 to our Annual Report on Form 
10-K for the year ended December 31, 2011.

Amended and Restated JetBlue Airways Corporation 2011 Crewmember Stock Purchase Plan—incorporated by reference to Exhibit 10.1 to our 
Quarterly Report on Form 10-Q for the quarter ended June 30, 2015.

Credit and Guarantee Agreement dated as of April 23, 2013 among JetBlue Airways Corporation, as Borrower, The Subsidiaries of the Borrower 
Party Hereto, as Guarantors, The Lenders Party Hereto, and Citibank, N.A., as Administrative Agent—incorporated by reference to Exhibit 10.1 
to our Quarterly Report on Form 10-Q for the quarter ended June 30, 2013.

First Amendment to the Credit and Guaranty Agreement, dated as of November 3, 2014, among JetBlue Airways Corporation, as Borrower, 
the subsidiaries of JetBlue party thereto from time to time, as guarantors, the lenders party thereto from time to time and Citibank, N.A., as 
administrative agent—incorporated by reference to Exhibit 10.36(a) to our Annual Report on Form-10-K for the year ended December 31, 2014.

Slot and Gate Security Agreement dated as of April 23, 2013 between JetBlue Airways Corporation, as Grantor, and Citibank, N.A., as 
Administrative Agent—incorporated by reference to Exhibit 10.2 to our Quarterly Report on Form 10-Q for the quarter ended June 30, 2013.

Engine Services Agreement between JetBlue Airways Corporation and GE Engine Services, LLC, dated as of May 1, 2013—incorporated by 
reference to Exhibit 10.3 to our Quarterly Report on Form 10-Q for the quarter ended June 30, 2013.

Amendment No. 1 to Engine Services Agreement between JetBlue Airways Corporation and GE Engine Services, LLC, dated as of December 23, 
2014—incorporated by reference to Exhibit 10.38(a) to our Annual Report on Form 10-K for the year ended December 31, 2014.

JetBlue Airways Corporation Retirement Plan, amended and restated effective as of January 1, 2014—incorporated by reference to Exhibit 10.39 
to our Annual Report on Form 10-K for the year ended December 31, 2013.

JetBlue Airways Corporation Separation and General Release Agreement between JetBlue Airways Corporation and Robert Maruster, dated June 
3, 2014—incorporated by reference to Exhibit 10.1 to our Quarterly Report on Form 10-Q for the quarter ended June 30, 2014.

75

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART IV  
ITEM 15 Exhibits, Financial Statement Schedules

10.41*

12.1

21.1

23

31.1

31.2

32

99.2

101.INS

101.SCH

101.DEF

101.CAL

101.LAB

Employment Agreement, dated February 12, 2015, between JetBlue Airways Corporation and Robin Hayes—incorporated by reference to Exhibit 
10.41 to our Annual Report on Form 10-K for the year ended December 31, 2014.

Computation of Ratio of Earnings to Fixed Charges.

List of Subsidiaries.

Consent of Ernst & Young LLP.

Rule 13a-14(a)/15d-14(a) Certification of the Chief Executive Officer.

Rule 13a-14(a)/15d-14(a) Certification of the Chief Financial Officer.

Section 1350 Certifications, furnished herewith.

Letter of Approval from the City of Long Beach Department of Public Works, dated May 22, 2001, approving City Council Resolution C-27843 
regarding Flight Slot Allocation at Long Beach Municipal Airport—incorporated by reference to Exhibit 99.2 to the Registration Statement on Form 
S-1, as amended (File No. 333-82576).

XBRL Instance Document

XBRL Taxonomy Extension Schema Document

XBRL Taxonomy Extension Definition Linkbase Document

XBRL Taxonomy Extension Calculation Linkbase Document

XBRL Taxonomy Extension Labels Linkbase Document

XBRL Taxonomy Extension Presentation Linkbase Document
Compensatory plans in which the directors and executive officers of JetBlue participate.

101.PRE
* 
**  Pursuant to a Confidential Treatment Request under Rule 24b-2 filed with and approved by the SEC, portions of this exhibit have been omitted.
***  Pursuant to 17 CFR 240.24b-2, confidential information has been omitted and has been provided separately to the Securities and Exchange Commission pursuant to a Confidential 

Treatment Request filed with the Commission.

(1)  Documents substantially identical in all material respects to the document filed as Exhibit 4.4 to our Current Report on Form 8-K dated March 24, 2004 (which exhibit relates to formation 
of JetBlue Airways Pass Through Trust, Series 2004-1G-1-O and the issuance of Three-Month LIBOR plus 0.375% JetBlue Airways Pass Through Trust, Series 2004-1G-1-O, Pass Through 
Certificates) have been entered into with respect to formation of each of JetBlue Airways Pass Through Trusts, Series 2004-1G-2-O and Series 2004-1C-O and the issuance of each of 
Three-Month LIBOR plus 0.420% JetBlue Airways Pass Through Trust, Series 2004-1G-2-O and Three-Month LIBOR plus 4.250% JetBlue Airways Pass Through Trust, Series 2004-1C-O. 
Pursuant to Instruction 2 of Item 601 of Regulation S-K, Exhibit 99.1, incorporated by reference to our Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728), sets forth 
the terms by which such substantially identical documents differ from Exhibit 4.7(c).

(2)  Documents substantially identical in all material respects to the document filed as Exhibit 4.14 our Current Report on Form 8-K dated March 24, 2004 (which exhibit relates to an above-cap 
liquidity facility provided on behalf of the JetBlue Airways Corporation Pass Through Trust 2004-1G-1-O) have been entered into with respect to the above-cap liquidity facilities provided 
on behalf of the JetBlue Airways Corporation Pass Through Trust 2004-1G-2-O and the JetBlue Airways Corporation Pass Through Trust 2004-1C-O. Pursuant to Instruction 2 of Item 601 
of Regulation S-K, Exhibit 99.2, incorporated by reference to our Current Report on Form 8-K dated March 24, 2004 (File No. 000-49728), sets forth the terms by which such substantially 
identical documents differ from Exhibit 4.7(m).

(3)  Documents substantially identical in all material respects to the document filed as Exhibit 4.4 to our Current Report on Form 8-K dated November 9, 2004 (which exhibit relates to formation 
of JetBlue Airways Pass Through Trust, Series 2004-2G-1-O and the issuance of Three-Month LIBOR plus 0.375% JetBlue Airways Pass Through Trust, Series 2004-2G-1-O, Pass Through 
Certificates) have been entered into with respect to formation of each of the JetBlue Airways Pass Through Trusts, Series 2004-2G-2-O and Series 2004-2C-O and the issuance of each of 
Three-Month LIBOR plus 0.450% JetBlue Airways Pass Through Trust, Series 2004-2G-2-O and Three-Month LIBOR plus 3.100% JetBlue Airways Pass Through Trust, Series 2004-2C-O. 
Pursuant to Instruction 2 of Item 601 of Regulation S-K, Exhibit 99.1, incorporated by reference to our Current Report on Form 8-K dated November 9, 2004 (File No. 000-49728), sets 
forth the terms by which such substantially identical documents differ from Exhibit 4.8(c).

(4)  Documents substantially identical in all material respects to the document filed as Exhibit 4.14 to our Current Report on Form 8-K dated November 9, 2004 (which exhibit relates to an 
above-cap liquidity facility provided on behalf of the JetBlue Airways Corporation Pass Through Trust 2004-2G-1-O) have been entered into with respect to the above-cap liquidity facilities 
provided on behalf of the JetBlue Airways Corporation Pass Through Trust 2004-2G-2-O and the JetBlue Airways Corporation Pass Through Trust 2004-2C-O. Pursuant to Instruction 2 of 
Item 601 of Regulation S-K, Exhibit 99.2, incorporated by reference to our Current Report on Form 8-K dated November 9, 2004 (File No. 000-49728), sets forth the terms by which such 
substantially identical documents differ from Exhibit 4.8(m).

76

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART IV  
ITEM 15 Exhibits, Financial Statement Schedules

Report of Independent Registered Public Accounting Firm

The Board of Directors and Stockholders of 
JetBlue Airways Corporation

We have audited the consolidated financial statements of JetBlue Airways Corporation as of December 31, 2015 and 2014, and for each of the three 
years in the period ended December 31, 2015, and have issued our report thereon dated February 17, 2016 (included elsewhere in this Annual Report 
on Form 10-K). Our audits also included the financial statement schedule listed in Item 15(2) of this Annual Report on Form 10-K. This schedule is the 
responsibility of the Company’s management. Our responsibility is to express an opinion on this schedule based on our audits.

In our opinion, the financial statement schedule referred to above, when considered in relation to the basic financial statements taken as a whole, 
presents fairly in all material respects the information set forth therein.

/s/ Ernst & Young LLP

New York, New York

February 17, 2016

77

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART IV  
ITEM 15 Exhibits, Financial Statement Schedules

JetBlue Airways Corporation

Schedule II—Valuation and Qualifying Accounts

(in millions)

Year Ended December 31, 2015
Allowance for doubtful accounts
Allowance for obsolete inventory parts

TOTAL

Year Ended December 31, 2014
Allowance for doubtful accounts
Allowance for obsolete inventory parts
Valuation allowance for deferred tax assets

TOTAL

Year Ended December 31, 2013
Allowance for doubtful accounts
Allowance for obsolete inventory parts
Valuation allowance for deferred tax assets

TOTAL

(1)  Uncollectible accounts written off, net of recoveries.
(2) 
(3)  Attributable to recognition and write-off of deferred tax assets.

Inventory scrapped.

Balance at
beginning of
period

Additions
Charged to
Costs and
Expenses

Deductions

Balance at end 
of period

6
8
14

6
6
20
32

7
5
20
32

$

$

$

$

$

$

4
2
6

3
2
—
5

3
1
—
5

$

$

$

$

$

$

$ 

$

$

$

$

4(1)
—(2)
4

3(1)
—(2)
20(3)
23

4(1)
—(2)
—(3)
5

$

$ 

$

$

$

$

6
10
16

6
8
—
14

6
6
20
32

78

JETBLUE AIRWAYS CORPORATION - 2015 Annual Report 
 
 
   
 
   
 
 
 
 
 
 
 
 
 
 
 
 
 
EXHIBIT 12.1  Computation of Ratio of Earnings to Fixed Charges

PART IV  
ITEM 15 Exhibits, Financial Statement Schedules

(in millions, except ratios)
Earnings:

Income before income taxes(a)
Less: Capitalized interest
Add:
Fixed charges
Amortization of capitalized interest

Adjusted earnings
Fixed charges:

2015

2014

2013

2012

2011

Year Ended December 31,

$ 1,097
(8)

232
4

$ 1,325

123
5
104
232
5.71

$

$

$

623
(14)

237
4

850

142
6
89
237
3.59

$

$

$

279
(13)

255
3

524

154
8
93
255
2.05

$

$

$

$

209
(8)

270
2

473

167
9
94
270
1.75

$

$

$

$

145
(5)

273
2

415

171
8
94
273
1.52

Interest expense
Amortization of debt costs
Rent expense representative of interest

$

TOTAL FIXED CHARGES
RATIO OF EARNINGS TO FIXED CHARGES(a)
(a)  Excluding the $241 million gain on the sale of LiveTV in 2014 would result in a ratio of earnings to fixed charges of 2.57.

$

$

$

EXHIBIT 21.1  List of Subsidiaries as of December 31, 2015 

BlueBermuda Insurance, LTD (Bermuda corporation)

JetBlue Technology Ventures, LLC (Delaware corporation)

EXHIBIT 23 

Consent of Independent Registered Public Accounting Firm

We consent to the incorporation by reference in the following Registration Statements:

(1)  Registration Statement (Form S-8 No. 333-86444) pertaining to the JetBlue Airways Corporation 2002 Stock Incentive Plan and the JetBlue 

Airways Corporation Crewmember Stock Purchase Plan,

(2)  Registration Statement (Form S-8 No. 333-129238) pertaining to the JetBlue Airways Corporation 2002 Stock Incentive Plan and the JetBlue 

Airways Corporation Crewmember Stock Purchase Plan,

(3)  Registration Statement (Form S-8 No. 333-161565) pertaining to the JetBlue Airways Corporation 2002 Stock Incentive Plan and the JetBlue 

Airways Corporation Crewmember Stock Purchase Plan,

(4)  Registration Statement (Form S-8 No. 333-174947) pertaining to the JetBlue Airways Corporation 2011 Incentive Compensation Plan and the 

JetBlue Airways Corporation 2011 Crewmember Stock Purchase Plan,

(5)  Registration Statement (Form S-3 ASR No. 333-207768) of JetBlue Airways Corporation, and

(6)  Registration Statement (Form S-3 ASR No. 333-202143) of JetBlue Airways Corporation; and

(7)  Registration Statement (Form S-8 No. 333-207242) pertaining to the JetBlue Airways Corporation 2011 Incentive Compensation Plan and the 

JetBlue Airways Corporation 2011 Crewmember Stock Purchase Plan

of our reports dated February 17, 2016, with respect to the consolidated financial statements of JetBlue Airways Corporation, the effectiveness of internal 
control over financial reporting of JetBlue Airways Corporation and the financial statement schedule of JetBlue Airways Corporation listed in Item 15(2) 
included in this Annual Report (Form 10-K) of JetBlue Airways Corporation for the year ended December 31, 2015.

/s/ Ernst & Young LLP

New York, New York

February 17, 2016

79

JETBLUE AIRWAYS CORPORATION - 2015 Annual Report 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
PART IV  
ITEM 15 Exhibits, Financial Statement Schedules

EXHIBIT 31.1  Rule 13a-14(a)/15d-14(a) Certification of the Chief Executive Officer

I, Robin Hayes, certify that:

1. 

2. 

3. 

4. 

I have reviewed this Annual Report on Form 10-K of JetBlue Airways Corporation; 

Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material fact necessary to make 
the statements made, in light of the circumstances under which such statements were made, not misleading with respect to the period covered 
by this report; 

Based on my knowledge, the financial statements, and other financial information included in this report, fairly present in all material respects the 
financial condition, results of operations and cash flows of the registrant as of, and for, the periods presented in this report; 

The registrant’s other certifying officer and I are responsible for establishing and maintaining disclosure controls and procedures (as defined in 
Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over financial reporting (as defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) 
for the registrant and have: 

a) 

designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed under our supervision, 
to ensure that material information relating to the registrant, including its consolidated subsidiaries, is made known to us by others within 
those entities, particularly during the period in which this report is being prepared;

b)  designed such internal control over financial reporting, or caused such internal control over financial reporting to be designed under our 
supervision, to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for 
external purposes in accordance with generally accepted accounting principles;

c) 

evaluated the effectiveness of the registrant’s disclosure controls and procedures and presented in this report our conclusions about the 
effectiveness of the disclosure controls and procedures, as of the end of the period covered by this report based on such evaluation; and

d)  disclosed in this report any change in the registrant’s internal control over financial reporting that occurred during the registrant’s most recent 
fiscal quarter (the registrant’s fourth fiscal quarter in the case of an annual report) that has materially affected, or is reasonably likely to materially 
affect, the registrant’s internal control over financial reporting; and

5. 

The registrant’s other certifying officer and I have disclosed, based on our most recent evaluation of internal control over financial reporting, to the 
registrant’s auditors and the audit committee of the registrant’s board of directors (or persons performing the equivalent functions):

a) 

b) 

all significant deficiencies and material weaknesses in the design or operation of internal control over financial reporting which are reasonably 
likely to adversely affect the registrant’s ability to record, process, summarize and report financial information; and

any fraud, whether or not material, that involves management or other employees who have a significant role in the registrant’s internal control 
over financial reporting.

Date: February 17, 2016

By:

/s/ ROBIN HAYES
Chief Executive Officer

80

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART IV  
ITEM 15 Exhibits, Financial Statement Schedules

EXHIBIT 31.2  Rule 13a-14(a)/15d-14(a) Certification of the Chief Financial Officer

I, Mark D. Powers, certify that:

1. 

2. 

3. 

4. 

I have reviewed this Annual Report on Form 10-K of JetBlue Airways Corporation; 

Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material fact necessary to make 
the statements made, in light of the circumstances under which such statements were made, not misleading with respect to the period covered 
by this report; 

Based on my knowledge, the financial statements, and other financial information included in this report, fairly present in all material respects the 
financial condition, results of operations and cash flows of the registrant as of, and for, the periods presented in this report; 

The registrant’s other certifying officer and I are responsible for establishing and maintaining disclosure controls and procedures (as defined in 
Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over financial reporting (as defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) 
for the registrant and have: 

a) 

designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed under our supervision, 
to ensure that material information relating to the registrant, including its consolidated subsidiaries, is made known to us by others within 
those entities, particularly during the period in which this report is being prepared;

b)  designed such internal control over financial reporting, or caused such internal control over financial reporting to be designed under our 
supervision, to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for 
external purposes in accordance with generally accepted accounting principles;

c) 

evaluated the effectiveness of the registrant’s disclosure controls and procedures and presented in this report our conclusions about the 
effectiveness of the disclosure controls and procedures, as of the end of the period covered by this report based on such evaluation; and

d)  disclosed in this report any change in the registrant’s internal control over financial reporting that occurred during the registrant’s most recent 
fiscal quarter (the registrant’s fourth fiscal quarter in the case of an annual report) that has materially affected, or is reasonably likely to materially 
affect, the registrant’s internal control over financial reporting; and

5. 

The registrant’s other certifying officer and I have disclosed, based on our most recent evaluation of internal control over financial reporting, to the 
registrant’s auditors and the audit committee of the registrant’s board of directors (or persons performing the equivalent functions): 

a) 

b) 

all significant deficiencies and material weaknesses in the design or operation of internal control over financial reporting which are reasonably 
likely to adversely affect the registrant’s ability to record, process, summarize and report financial information; and

any fraud, whether or not material, that involves management or other employees who have a significant role in the registrant’s internal control 
over financial reporting.

Date: February 17, 2016

By:

/s/ MARK D. POWERS
Chief Financial Officer

81

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportPART IV  
ITEM 15 Exhibits, Financial Statement Schedules

EXHIBIT 32 

Section 1350 Certifications

In connection with the Annual Report of JetBlue Airways Corporation on Form 10-K for the year ended December 31, 2015, as filed with the Securities 
and Exchange Commission on February 17, 2016 (the “Report”), the undersigned, in the capacities and on the dates indicated below, each hereby 
certify pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002, that the Report fully complies 
with the requirements of Section 13(a) or 15(d) of the Securities Exchange Act of 1934 (15 U.S.C. 78m or 78o(d)) and the information contained in the 
Report fairly presents, in all material respects, the financial condition and results of operations of JetBlue Airways Corporation.

Date: February 17, 2016

Date: February 17, 2016

By:

By:

/s/ ROBIN HAYES
Chief Executive Officer

/s/ MARK D. POWERS
Chief Financial Officer

82

JETBLUE AIRWAYS CORPORATION - 2015 Annual ReportSAFETY • CARING • INTEGRITY • PASSION • FUN