A QUARTERLY MAGAZINE FOR JETBLUE CREW AND FAMILY
Construction is on schedule on our new home at JFK. Photo by Morgan Johnston.
ISSUE 14. WINTER 2008
Dear Crewmembers, As we celebrate our eighth anniversary on February 11, I am pleased to report that our Company—and specifically our Culture—remains strong and vibrant. It is not only the countless hours of Crewmember time and energy that continue to build this Culture, but the consistent support from the many family and friends who enable our Crewmembers to deliver the JetBlue Experience every day. Through BluePrint I am able to reach out to others, and as we operate in the middle of another winter season, I would also like to take this opportunity to say “thank you” to your families and friends for all they have done to help build and support JetBlue. As I have said before, we are “Flying into a Challenging Year” in 2008. Many of you have experienced high gas prices when you fill your cars, and we are certainly feeling those high gas prices when we fill our planes—up 57 percent in 2007 and as of early January when we sent this edition to press, around $100 per barrel. In addition to challenges created by the price of fuel, we will continue to face stiff competition in a likely softening
To JetBlue Crewmembers— thank you for all you do every day to deliver the award-winning JetBlue Experience economy. These pressures will be what they have always been, and we will strive to find better and more efficient ways to run our business while keeping the JetBlue brand unique and our service the best in the industry. We plan to continue in 2008 with the momentum achieved as we closed 2007 on a profitable note—our first profitable year in three years! What separates JetBlue from other airlines, though, is that we relish the challenge. We are no longer that “small startup” of eight years ago. The recent $300 million investment by Lufthansa Airlines, one of the strongest airlines in the world, is a confirmation of our business model, giving us a great platform
to further strengthen our financial position. Additionally, a significant chapter in our history will take place this fall when we open the doors on our new home—Terminal 5—at JFK. This is more than a building—it’s a statement of who we are and what we stand for as JFK’s largest carrier. The Crewmembers who work at JFK will have a world-class facility and our Customers will experience the full force of our brand when they choose to travel with us. On the network side, expect new domestic and international service (Puerto Plata and St. Maarten started in January—and more to come!) as we continue to expand our system at a pace that is consistent with our financial goals. We will also continue to invest in our operation, and I could not be more confident in our operating team given our improving performance metrics year-over-year despite the considerable challenges as we operate in the most congested airspace in the world. To JetBlue Crewmembers—thank you for all you do every day to deliver the award-winning JetBlue Experience. To the family and friends supporting JetBlue Crewmembers—a heartfelt thank you for the support and the strength you provide to our airline. Here’s to keeping it safe, on time and profitable in 2008! Warmest regards,
JetBlue is making every effort to become a more environmentally friendly company. In this and future issues, we’ll mark stories that are relevant to green issues with this symbol. BluePrint is printed with soy ink on environmentally friendly partially-recycled paper made from certified legally logged forests.
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VINNY’S VOICE This is a common time of year for reminiscing. With our eighth anniversary on February 11, it’s a natural for this issue’s feature article to focus on some Crewmembers who were here at the launch of our airline. As you read some of their stories, it’s interesting to note that 200 currently active Crewmembers were here on the day of our first flight (JetBlue was all of 405 Crewmembers on that day, so nearly half are still here eight years later). If you think of February 11, 2000 as the birth of our airline, you can then look at our next phase—from first flight up to the day of our initial public offering (IPO) when we became a public company—as our infancy. And for one more piece of trivia, over 1,500 people hired during that infancy period are still here, myself included.
Long term success is not helped by pining for the good old days, but is more about respecting those foundational times JetBlue has continued to grow, to the nearly 12,000 strong we have today. And if we continue the lifecycle analogy, you can say that the period from the IPO through today has represented our company’s growth from infancy into adolescence as we stand at the threshold of adulthood. Each of these stages is necessary to become a successful large company—necessary, yes; easy, not necessarily. In fact, each stage requires change and healthy evolution to move on to the next phase, while also building on what each prior phase meant to the organization’s development—not unlike personal growth, where your prior experiences make you into the person you are today. So although reminiscing is fun, and often informative, long term success is not helped by pining for the good old days, but is more about respecting those foundational times, appreciating how we’ve evolved since then and celebrating the opportunities that make up our future.
I was a BlueShadow TWO CREWMEMBERS TELL ALL
Airlines are complex businesses, with a wide range of jobs and responsibilities. From desk to aircraft to ramp, computer screen to cashless cabin device to deicing truck, we each have a different part to play and a different “office” to call our own. You can find out what takes place in other departments through the BlueShadow program, which enables Crewmembers to spend a half or full day with a colleague in another area of the company. Here, two Crewmembers report on their shadow experiences. Jacob VanLeeuwen, a Crewmember in SSC’s Crew Support, shadowed Airports Crewmember Melissa Phelps in LGB last July. “Melissa is the evening Manager on Duty and I was fortunate enough to spend an entire shift with her. I was amazed by the fast-paced and chaotic nature of the airport! Although Melissa said it was an “average day,” it seemed that we were constantly running to resolve problems. I also spent time at the Service Counter, in the Baggage Service Office, and even with Ground Ops. My BlueShadow experience enhanced my knowledge of JetBlue and helped me to better understand the importance of good relationships between all departments.” In December, Inflight Crewmember Popcorn Redmon sat down with LuAnne Cascio in Crew Scheduling to understand the JetBlue team that Popcorn believes “has the most direct impact on Inflight Crewmembers’ daily work lives.” “LuAnne was incredibly informative and versatile vis-à-vis her computer skills, and dexterous in her ability to extrapolate and interpolate information with ease. For example, she would be working on filling an open position and the phone would ring requesting information about PTO protocol, a Popcorn Redmon (left) learns the ins and outs of Crew Scheduling from LuAnne Cascio. request to fly, a pay question, a duty day question, etc. LuAnne would quickly run through the computer until she found what the Crewmember was seeking. Meanwhile, someone from Crew Recovery would tell her about an FLL Crew assigned to recover a broken pairing. In the interim, three or more trips just dropped into the Open Flying Pot and a flight needed to be preboarded because the inbound Crew would be late. All the different job tasks reminded me of putting together a huge puzzle, except the puzzle pieces were forever changing! Throughout the five hour shadow, I was impressed with LuAnne’s personalized treatment of each Crewmember. She used their name when asking what she could do for them, and she always tried to look at the big picture of each Crewmember’s schedule as she made her decisions. Sometimes, there was no choice and what needed to be done had to be done to protect the operation. Nonetheless, I felt the utmost consideration was always shown for every Crewmember.“ Sound like something you’d like to check out? For more information on the BlueShadow program, visit the BlueShadow Intranet page (located under the People department). BlueShadow by the numbers 1: Rank of Sys Ops in departments
Crewmembers would like to BlueShadow
2: Rank of Airports in departments
Crewmembers would like to BlueShadow
1: Rank of Airports in BlueShadow applicants 71: Number of Crewmembers who applied to BlueShadow in the fourth quarter 2007
8: Number of Crewmembers who applied to
Mark your calendars! BlueShadow application deadlines are: February 29 for BlueShadow Q2 May 31 for BlueShadow Q3 August 31 for BlueShadow Q4 November 30 for BlueShadow Q1
shadow Flight Ops
2: Number of Crewmembers who applied to shadow Flight Ops training
13: Number of Crewmembers who applied to shadow Revenue Management
Pay at the pump Our number one expense is now jet fuel, and with oil shooting up from about $25 a barrel in 2000 to $60 a barrel in 2005 to about $100 in 2008, that expense is rapidly rising. This being JetBlue as well as a highly competitive industry, we try not to pass the costs onto our Customers—though we have reluctantly had to raise fees and fares a bit in the last few years (see “Considering costs,” page 12). To help put it all in perspective, here are some numbers, courtesy of the Revenue Management team.
Number of gallons in a standard barrel: 42 Gallons of fuel used per block hour A320: 774 E190: 561
106 Average JFK-FLL oneway
fare in 2000 $ 13 Average fuel cost per seat on that flight in 2000
123 Average JFK-FLL oneway fare
in 2007 $ 39 Average fuel cost per seat on that flight in 2007
Average fuel burn per roundtrip JFK-FLL: 2,203 gallons
JetBlue’s average cost per gallon in: 2000: $.72 (!) 2007: $2.09 2008 (est.): $2.50
166 Average oneway fare between
JFK-LGB in 2002 26 Average fuel cost per seat on that flight in 2002
190 Average oneway fare between
WIN IT! Submit your answer to the following question for your chance to win an A320 model aircraft from the new ShopBlue. Answers should be sent to BlueMarketing@ jetblue.com In 2008, we plan to use 500 million gallons of fuel. Using that number, how much does our fuel bill increase for each penny per gallon fuel increases?
JFK-LGB in 2007 80 Average fuel cost per seat on that flight in 2007
Average fuel burn per roundtrip JFK-LGB: 4,653 gallons
BetaBlue in the news On December 11, we introduced the world to BetaBlue, our A320 with free email and instant messaging services onboard. The buzz about our innovation—we’re the first domestic airline to offer this kind of connectivity to our Customers, free of charge—was and continues to be great. BetaBlue received mention in so many media sources during the week of its launch that an audience of more than 100 million Customers across North America saw the story. The wireless service on BetaBlue will continue for the next six to twelve months, giving a lot of Customers the opportunity to experience being connected at cruising altitude. As for the big question—when will we have this service on our entire fleet?—stay tuned…. Have you flown BetaBlue? Send an email about your experience to BetaBlue@jetblue.com and we’ll send you an “I flew BetaBlue” T-shirt (while supplies last). BetaBlue boards its first connected Customers on December 11. Photo by Helmut Faforke
Greener sound for less green Last year, we gave away 20 million disposable headsets at a cost of $3 million. In an effort to become a more green airline (see “It’s not easy being green,” page 8), and to save about $2 million a year, we launched an initiative that will help us reduce the number of disposable headsets we give out while still providing them to those Customers who need them. Free headsets will continue be available on our flights, but now only on request. At the airport, the free headset bins will be removed from the jet bridges and gate areas; the upgraded headset bins, from which Customers can purchase a nicer headset for $1, have been replenished and will soon be available at nearly every airport. We’re pairing this change with communication to Customers about the superior experience they will have if they use their own headset. Our Customer communications also mention the environmental impact that bringing your own headset can have. We remain committed to offering complimentary headsets to accompany our free DIRECTV® and XM Satellite Radio®, but this change allows us to do so in a smarter, greener way.
Editor in Chief Katie Quirk
Managing Editor Kim Ruvolo
Art Direction/Layout Lashonne Duncan TJ McCormick
A new tool to contend with contamination In addition to the 26 de-icing trucks in use at JFK—up from 14 in winter 2006–2007—this year we also signed on for the option to use the Port Authority’s InfraTrek® Infrared Aircraft Deicing System at that airport. Located in a singleaircraft tent near Building 12, the infrared system uses targeted energy lamps to quickly melt the ice, snow and sleet known in the industry as “contamination.” The Port Authority, which owns and operates four New York-area airports, is marketing the infrared system as a potentially faster and more environmentally friendly option than the traditional method using a glycol solution, a chemical
which can contaminate ground and drinking water when improperly drained. Both of our aircraft types are certified safe for infrared use, and we may use the tent whenever necessary. Jacob Krieger, an analyst in Flight Ops who worked on the aircraft infrared certification program, said we’d be most likely to utilize this option in the early morning if heavy icing conditions are present and we have time to move the aircraft to the tent, or if major congestion occurs at deicing pads. At press time, we had not yet exercised the infrared option, but it’s nice to know we have another option in our winter operations toolkit.
An E190 is deiced in the tent during the certification test. Photo by Jacob Kriegler
Part German, with some Irish connections On December 13, JetBlue and Lufthansa announced that the German airline was making a minority equity investment in our company and would purchase approximately 19 percent of JetBlue shares for almost $300 million. This deal, the first significant investment by a European carrier in a U.S. point-to-point carrier, was purely financial and does not include any code-sharing or any other operational/ commercial agreements. However, we look forward exploring potential opportunities for further cooperation with Lufthansa, and also to our partnership with Dublinbased Aer Lingus, which launches this spring. The airline with the green planes will sell JetBlue connecting flights from JFK on its website and through its reservations center. This deal will enable us to introduce our airline to European Customers and also earn some extra revenue!
Photo by Morgan Johnston
Eyes via the Intranet This fall, Corporate Security launched an online tool to provide Crewmembers with an additional way to report security concerns. The Listening Post joins email boxes BlueSecurity@jetblue.com, BlueWatch@jetblue.com and the BlueWatch hotline as another forum for Crewmembers to report concerns and to receive feedback to inquiries. Unlike the BlueWatch hotline, which is answered round the clock and therefore the top choice for immediate concerns, the Listening Post is a great way to get answers to more general questions, or to provide suggestions. And like JetBlue’s other security-related communication tools, the Listening Post provides confidentiality to the Crewmember if requested, unless otherwise required by law. Find the Listening Post through the Security department page on the Intranet.
Refundable fares arrive You may remember our trial of refundable fares within CompanyBlue, our booking tool for corporate Customers. In January, we made these fares available to all Customers, including those booking through most third-party channels. By purchasing a refundable fare, which costs more than our typical fares, Customers are securing the right to cancel in advance for a full cash refund. A “fare search type” pulldown has been added as a booking option on jetblue.com to let Customers know they now the option of purchasing a refundable fare if available, and the refundable fares are also available in FlightSpeed so Reservations Crewmembers can offer them to Customers who call 1-800-JETBLUE. While our refundable fares are a bit different from other airlines—for example, we do require Customers call and cancel prior to their flight in order to receive a cash refund, while other airlines might let Customers no-show and call up to a year later for the cash—they will still allow us to offer a competitive product that benefits our bottom line.
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Sys Ops Crewmembers employ new strategies in the SOC. Photo by Morgan Johnston
A year in the trenches
2007 WAS JETBLUE’S TIME TO WIN THE OPS WAR It was easy posting 90 percent on-time arrivals when we had 20 aircraft in the fleet. But as we grew in aircraft numbers and schedule complexity, it became difficult to operate on time. “We consoled ourselves with completion factor, which is important, but not if you’re trading completion for on-time arrivals,” said Joe Bertapelle, JetBlue’s director of System Operations. Then came February 2007, and the ice storm that brought to light many operational problems that Crewmembers had been warning about for more than a year. But our culture had always honored the can-do spirit—from flying full-size jets into Burbank to digging ourselves out of an operational hole when need be. Strategic planning was a foreign concept—we just didn’t have time for that. JetBlue had become a place where “perseverance had become more prized than prudent,” as noted by Air Transport World. But then our luck ran out and suddenly, there was nowhere to hide from the awful truth: we had to get our operational ship in order. Enter Russ Chew, the former operational head of American Airlines and Chief Operating Officer of the FAA. Russ quickly brought in experienced talent such as Bertapelle; Bob Lamansky, director Crew Scheduling; Craig Parfitt, director System Policies and Procedures; and Rose Hsu, director System Planning and Analysis. With this leadership team in place, Crewmembers in the System Operations
JETBLUE IN 2008: WHAT’S NEXT Approximately six new cities and/or connect the dots service JetBlue’s eighth anniversary Environmental campaign launch New advertising/brand campaign Safety awareness program BlueCity Series 2008 BlueCity BBQs Opening of Terminal 5 Uniform refresh
Center (SOC) started changing work habits, from the way they reacted to weather and other disruptions to anticipating and planning around them. New philosophies about dealing with major storms and IROPs were adopted, and an Operational Reliability team was developed to plan for the next phase of operational improvement. This team focused on Airports and included revamping delay codes, relaunching the Integrated Crew Briefing and determining Hold/No Hold guidelines (see “Operational reliability, phase II,” below). One of the areas that hadn’t matured as the company grew was the singledecision-point in SOC. We had no one person per shift responsible for coordinating the information and making the call on when to enact a contingency plan. So Joe Bertapelle established a Manager on Duty (MOD) position, whose responsibility is to make those minute-byminute decisions during an operational interruption event. Now that the leadership and infrastructure were in place, it was time to raise awareness throughout the company about the importance of operational reliability. In July, the BlueCity Series kicked off, focusing on flights departing exactly on time (0 minutes late), otherwise known as D0. Everyone pulled together in the spirit of the game to improve JetBlue’s overall performance year-over-year.
These new reliability initiatives were tested this summer and then again with the first winter storms. In early December, the Northeast was socked with two ice and snow storms. Our deicing program quickly ramped up after the first storm, and by the second event, many of the kinks had been worked out. System Operations’ ability to plan ahead allowed Reservations and Airports Crewmembers to contact Customers in advance and keep lines at the airports under control. Inflight and Flight Ops Crewmembers were well served with rescheduled pairings communicated in advance. JetBlue’s confidence level was solidified, paving the way to restoring our reliability reputation. It’s now the one year anniversary of Valentine’s Day 2007, and we feel confident that we have turned our greatest weakness into one of our greatest strengths. Our disciplined and strategic approach to operational reliability, coupled with the dayto-day efforts of every Crewmember, will cement our reputation as a smart company, and one to watch.
Operational reliability, phase II • O ur new Hold/No Hold guidelines provide instructions for when to delay flights for connecting Customers. These guidelines take into consideration fleet launch status, unaccompanied minors, last flight of the night, holiday periods, severe system disruptions and capacity for reaccommodation. • T he goal of the Integrated Crew Briefing is to establish an open line of communication and coordination between Airports,
Inflight and Flight Ops, and ensure all Crewmembers working the turn have the same information so that we can meet or exceed our D0 goal. • O ur new BlueEye tool enables our Airports Crewmembers to assign delay codes quickly and also reduces Crewmember workload through automation. Additionally, redesigned delay codes provide more precise data that will help us identify and remedy chronic causes of delays.
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A JCCF story
WHEN THERESE STONE NEEDED HELP, THE CREWMEMBER CRISIS FUND WAS THERE S
ince September 2002, the JetBlue Crewmember Crisis Fund (JCCF), a nonprofit organization funded by the contributions of JetBlue Crewmembers, has helped more than 400 of us in dire, extremecrisis situations. Crewmembers first learn about the nonprofit during orientation, and over 61 percent of Crewmembers also donate to this fund through either payroll deductions or one-time contributions. And we all know the fund is there for us if we ever need it. Therese Stone, a Crewmember in Tech Ops, is one of the recipients of JCCF assistance. She was granted money in 2007 after learning her leukemia was out of remission and she would need to take a long leave of absence following a bone marrow transplant. The following excerpt is from a letter she wrote after receiving the assistance, and provides a look at just how much goodwill and support the fund brings to Crewmembers in times of crisis. “When I found out in November 2006 that the leukemia was out of remission and
doctors were recommending a bone marrow transplant, I was frozen. Everyone I spoke to recommended I apply for a JCCF grant. I applied with a little reluctance in February, just a few weeks before my transplant. I felt bad taking the money. Pride was getting in the way of acquiring the assistance I so desperately needed. It wasn’t until I was three months into the transplant recovery that I panicked. After talking to my doctors I knew that I would not have the money to finish the recovery time I required to get back to 100 percent. Then, a miracle occurred. I would be able to apply for a second JCCF grant. [Ed. note: One of the rules of JCCF is that Crewmembers cannot apply for the same situation twice; however, the board members will consider extreme situations. Therese is the only Crewmember ever to be granted funds twice for the same situation.] I still don’t know how to thank everyone at JetBlue. I am so grateful to JCCF for being able to see the difficult situation my family and I face. The grants helped my family survive and pay bills until I became eligible
for some disability. I have said this before: JetBlue is a shining light for me. With this culture and caring, I will return to my position at work. I can’t lose. Thank you for caring so much about me and my family.” [Therese Stone is doing well and returned to work in December 2007.] Situations such as Therese’s are challenging enough without the worry of financial challenges, which is why the JCCF exists— for added peace of mind and because Crewmembers at JetBlue believe in taking care of each other. JetBlue is not the only company out there to establish a crisis fund for its Crewmembers, but the practice is not that common, and it is just another way JetBlue is a different place to work, a place where we take care of our Crewmembers first. For more information about JCCF, visit the site on the Intranet. Thank you each for your support and to Therese for allowing us to share her story!
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IT’S NOT EASY BEING FLYING JETS AND BEING ENVIRONMENTALLY FRIENDLY MAY SEEM LIKE AN OXYMORON, BUT WE’RE PROUD TO SAY JETBLUE IS TRYING TO BECOME A GREEN COMPANY Green is the new black, for companies as well as consumers, and JetBlue is joining the realm of the environmentally friendly with the launch of our own green program. The Community Relations team spent the last nine months examining JetBlue’s internal and external practices (see “Getting to green”, below) to determine the best way to develop a green program that is relevant to our Crewmembers and Customers, in line with our brand, and financially responsible. From all that research comes the JetBlue green initiative, to be launched in three phases and some details of which we share here: Phase 1. How green is JetBlue? (internal) Phase I, which began in December, includes recycling test programs at FSC, JFK and onboard our aircraft, and our “Getting to green” section of the Daily News to communicate about everything we’re doing and to offer tips on how Crewmembers can engage in sustainable practices in their own lives. Phase 2. How green are you? (internal) In phase II, coming in February, we’ll engage in a “Show us your
mug” campaign to encourage all Crewmembers to bring their own drinking vessel to work so that we can reduce or even eliminate the use of disposable cups. EcoEyes photographers will be on the lookout for Crewmembers using their mugs and doing other environmentally friendly acts. The photos will be posted on the Intranet and we’ll reward Crewmembers for being green. We’ll also hold a contest for Crewmembers to visit the Intranet to share stories on what they do to be environmentally friendly, and the top three will receive Green Grand Prizes. Phase 3. External launch With our internal house in order, we’ll be ready to launch our external green campaign in April 2008. In addition to a carbon offset program, we’ll have volunteer opportunities throughout the summer, and will also offer a forum for Customers and Crewmembers to get involved with green events and organizations. We are looking for additional partners who will help us make a difference for our planet. Expect more communications and publicity on this initiative this spring.
Crewmember Andy Matuson walks by a pile of trash to be sorted at our Business Partner Royal Waste’s New York facility. Photo by Gina Rauscher
GETTING TO GREEN In our quest to be a greener airline, we: • Conducted internal audits and reviews of our current practices and those of other airlines • Engaged in Customer and Crewmember research on the issue • Examined our supply chain processes and Business Partner selection to determine where we can make greener decisions • Reviewed our recycling policy—the good news is all garbage from JFK, FSC, and the aircraft provisioned at JFK is sorted and recycled by our Business Partner Royal Waste, and has been for quite some time! We are also conducting recycling tests at FSC, JFK and onboard. • Replaced Styrofoam cups with paper cups in all JetBlue facilities • Turned to field experts to help us define our carbon footprint • and much, much more! You name it, it’s been evaluated for its green potential!
Addressing the controversy Global warming became a popular issue in 2007. Some argue that it’s not real, or that making environmentally friendly changes are too costly to justify. While opinions on this issue differ, there’s no doubt that a cleaner planet is good for all of us. Our company was founded on principles to protect and preserve the environment. It’s just the right thing to do. Our Crewmembers and Customers are asking us to do our part to be good environmental stewards, but we will never be a perfectly “green” company. That is not our goal. As a contributor to pollution, it is our social responsibility to reduce our environmental impact as best we can, in line with low-cost carrier spending habits.
What size is our footprint? Some of the bigger changes we’ll make will be based on the report we commissioned about our company’s carbon footprint. A carbon footprint is a measure of the impact human activities have on greenhouse gas emissions. In March, we will receive the report about our 2006 activities; we’ll receive the 2007 report in June, giving us two years of comprehensive data to work with as we continue to find meaningful ways to reduce our footprint.
Customers and Crewmembers alike are going to be ecstatic when our state-of-the-art terminal opens this fall at JFK. As we know, our home will be attached to the old Terminal 5, a.k.a. the TWA terminal or the Saarinen building, whose historic significance has helped attract a lot of attention to the project. For JetBlue to be linked, both physically and psychologically, to this incredible Eero Saarinen-designed building and the pioneering airline that inhabited it is befitting: in their day, the architect and the airline were both revolutionary in their industries, just as JetBlue has been over the last eight years and will continue to be, and just as our new home will absolutely be. About Eero Saarinen Eero Saarinen was born in Finland in 1910, the son of a reknowned architect Eliel and his textile designer and sculptor wife Louise. The family emigrated to the United States
in 1923 and settled in Detroit. Following graduation from Yale’s architecture program, Eero collaborated with his father on a number of buildings, including Washington, D.C.’s Smithsonian Gallery of Art. After his dad’s death in 1950, Eero began his career independent of his father, designing airport terminals, college campuses, theaters, churches and corporate buildings through his firm Eero Saarinen and Associates. In 1956, work began on the TWA terminal at JFK; the building was completed in 1962, a year after Eero’s death, and was added to the National Register of Historic Places in September 2005. No decisions have been made regarding how to use this elegant, historic building, which Saarinen designed to evoke the idea of flight, but airport operators the Port Authority of New York and New Jersey are evaluating a number of options. Source: Wikipedia.org
TWA—a pioneer in air travel As an international airline established well before deregulation took place in the early 1980s, TWA was a pioneer in many
categories. What began as Transcontinental & World Air in 1930 became the Trans World Airline in 1946 with the launch of its transAtlantic service—joining Pan Am on the short list of the United States’s international carriers. TWA utilized the new Lockheed Constellation for these international flights, thanks to partial owner Howard Hughes’ vision of elegant and cutting-edge air travel. Other innovations TWA implemented include being the first international all-jet airline, the first to show in-flight movies, and one of the first to use the spoke-hub system and the Boeing 747. In 1962, TWA opened Terminal 5 at JFK, one of its smaller hubs. According to Wikipedia, the building “was the first airline terminal to have closed circuit television, a central public address system, baggage carousels and an electronic schedule board.” The airline continued to grow until the early 1990s, when the effects of deregulation led to three bankruptcies; TWA was acquired by American Airlines in April 2001 and flew its last flight on December 1, 2001. Source: Wikipedia.org
Photos clockwise from top: The old TWA terminal will remain in front of our building, and Customers will be able to enter through either structure; bottom left, the center of the Saarinen building lobby; bottom right, the front entrance and restaurant.
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The Seattle-Tacoma International Airport is located in SeaTac, a city named for the facility, and is a hub for Alaska Airlines and a Northwest Airlines focus city.
The JetBlue Service Counter at PDX is sandwiched between United and American Airlines, and our friendly Crewmembers there have gotten to know those airlines’ employees pretty well in the BlueCity’s two-and-a-half years.
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A $1.5 billion construction project on a new airport for San Jose, California’s third largest city, began in 2004.
SMF celebrates its fourth anniversary on March 3.
Since it opened in 1930, the airport now known as the Bob Hope Airport has changed its name six times.
Noise and other flight restrictions limit the number of flights departing LGB to 41 commercial and 25 commuter flights per day. Photo courtesy Long Beach Airport
It was a cold but beautifully blue day in ORD when JetBlue service arrived, one year ago on January 4.
According to the airport’s we was the first airport to have chairs scattered about the fa
In January, JetBlue sponsored the Carlsbad Marathon, which follows a beautiful oceanside route just north of SAN.
AUS turned two on January 19. At the end of January, the Promotions teamed headed to Austin to represent JetBlue at the 3M Half Marathon & Relay. It was our second year sponsoring the event, which is Texas’ third-largest race.
TPA celebrates its eighth anniversa
In 1956, after years of pilots co three-letter code SSO with the distress code S-O-S, SarasotaInternational became SRQ.
BlueCity Scoop no doubt about it: our bluecities are happenin’. here, some news And NOTES from around the route map. Get on the map! Send your BlueCity news to Katherine.Quirk@jetblue.com
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HPN celebrates one year of service on March 27.
YR has the world’s argest—32 feet wide!— nowplow, a necessity in region that receives on verage more than 100 nches of snow a year!
Customers can now seamlessly travel to RUT through BOS as part of our partnership with Cape Air.
JetBlue landed in BOS four years ago, on January 7, 2004. Customers attending the Boston Wine Expo on February 8–9 can drop by the JetBlue booth to sample our in-flight selections and try them paired with our snacks, and then head to two sample rows of our seats to stretch their legs and enjoy our in-flight entertainment on the ground.
PIT’s AirMall has more than 100 shops and restaurants. Happy anniversary JFK! We’ll celebrate eight years of service on February 11.
lebrates its anniversary of on February 17.
RDU has an outdoor observation deck next to Terminal A that overlooks the airport’s longest runway.
ebsite, CLT e white rocking acility.
A fun holiday party, a Toys for Tots collection, the mailing of a care package to our soldiers overseas and the addition of two new Crewmembers: PWM ended the year with some great events and efforts!
Newark was the first major airport to serve the New York area. The main terminal at Dulles was designed in 1958 by Eero Saarinen and was intended, like the Saarinen building at JFK, to be suggestive of flight.
RIC turns two on March 31. In January, the RIC Crew and Crewmember commuters volunteered brainpower and mentoring expertise to Robotics Teams participating in the high-school level FIRST (For Inspiration and Recognition of Science and Technology) competition. Crewmembers also assisted in the FIRST LEGO League middle school competition in November. For more information about FIRST, visit usfirst.org. Photo by Luke Mason
Every day, Airports Crewmembers put on blue gloves, grab a plastic bag and head out on a FOD walk. Here, MCO Crewmembers show us how it’s done—having fun while seeing who can get the most FOD. Photo by Ellen McLear
ary on March 16.
onfusing the airport’s e international -Bradenton
The weekend of February 15–17 brings 26.2 miles of running for everyone participating in the FLL A1A Marathon, which JetBlue first began sponsoring in 2007. FLL was on the receiving end of our very first flight, eight years ago on February 11.
Daniel Diaz, the supervisor in new BlueCity POP, transferred from STI.
ustomers traveling between DQ and MCO will get their first onstop option when our service egins on March 6.
STI airport was inaugurated in March 2002. Its main terminal has just six gates.
JetBlue’s once-daily service to SXM began on January 17. The GM there is new Crewmember Jacques de Castro.
Considering costs but also our Customers When expenses creep up, Revenue Management responds, responsibly At JetBlue we do all we can to stay competitive by not hiking fares or charging Customers for the extra perks that have defined our brand like unlimited snacks, Shut-Eye Service and DIRECTV®. But in order to keep these perks, we’ve recently found it necessary to raise our change/cancel fee and to make changes to some of our other existing fees. These increases, implemented in December, are in line with what our competitors charge and still place our fees among the lowest in the industry (see chart below), plus they’ll contribute to more than $20 million in additional revenue in 2008. The decision to institute and increase fees was not made in haste and Customer feedback regarding these changes has been, and continues to be, carefully evaluated, as we’ve done with other such changes. For example, in July we introduced a $10 phone/airport booking fee and increased our unaccompanied minor fee, and our research shows we heard complaints about the fees from just .002 percent of Customers. We hope to minimize fare hikes or fee increases in the future by looking at other ways to grow our ancillary or secondary revenue. For example, we’ve already significantly increased our revenue on liquor sales just by introducing cashless cabin (see “Inflight I.T.,” right). While increasing fares and fees isn’t fun for any of us, it’s necessary during this era of high competition and mushrooming fuel prices. It becomes a balancing act between staying true to our brand promise and being smart financially.
JetBlue’s and other airlines’ fees as of December 4, 2007
$40 online/$50 phone
Unaccompanied minor fee
$50 nonstop OW $75 $100 connecting OW
$50 OW (nonstop and through flights only)
Same day $50 $25 confirmed fee
Phone/Airport booking fee
$10 phone $15 airport/ticket office
Pet Fee (in cabin)
Eye on Washington
By Rob Land
In Washington these days, the aviation focus is on New York and specifically JFK. Last spring, JetBlue began reaching out to key leaders on Capitol Hill and at the FAA and DOT, urging immediate action to curtail the overscheduling at JFK and prevent the congestion and delays that often result. Well, it happened a bit slower than we’d have liked, but our continued pressure finally led to the request being acknowledged shortly after Labor Day, when the Department of Transportation convened an Aviation Rulemaking Committee to address the congestion. This rulemaking committee, which President Bush has publicly supported, meets weekly to address issues such as air traffic management, market-based pricing mechanisms, and operational and infrastructure improvements—all aimed at reducing congestion in the New York region. As part of this process, the FAA in October convened a special meeting to seek voluntary scheduling reductions at JFK. While not our optimal long-term solution, JetBlue urged this important step to curb the irresponsible scheduling practices of other carriers. We’ll feel the benefit of these scheduling meetings and rulemaking committee through “coming soon” capacity enhancements in the New York region and fewer flights per hour next summer at JFK. JetBlue will continue to actively participate in these ongoing discussions as we seek a viable long-term balance between NYC airport capacity and demand.
Inflight Crewmember Paula Dillon shows us how cashless cabin is done. Photo by David Boyd
New tech projects enhance the Inflight and Customer experience By Jennifer Samuel Inflight is setting the course for our future prosperity by supporting new technologies that capture revenue and enhance the onboard experience for Customers and Crewmembers. On November 1 we officially went cashless onboard which was possible after rigorous efforts from Inflight, LiveTV, Marketing and Airports. The new cashless handheld device has a touch-screen that allows for easy sales with just the swipe of a major debit/credit card. Some main objectives for going cashless included creating a better sales and inventory tracking system and making transactions easier for Customers and Crewmembers. While it is not common for most projects to deliver overnight results, the Cashless Cabin initiative came pretty close! Just seven days after launching, we nearly doubled our daily average of liquor sales. We are now averaging a 30 percent increase year-over-year and we estimate an upswing of close to $5 million for 2008. This successful tool can open the door for future revenue opportunities by allowing us to sell additional onboard products. Inflight also utilized technology to enhance our onboard delivery of the JetBlue Experience with the creation of Tell Inflight. This Intranet-based tool enables Inflight Crewmembers to share non-regulatory/safety cabin issues with Leadership. Items that can be reported via Tell Inflight include: - Provisioning: supply issues and provisioning delays - Inflight Entertainment: Customer feedback and system outages - Cabin Interiors: flooring, lavatory and galley conditions; tray table, cart and seat cleanliness, etc. - Cashless Cabin: device malfunctions, inventory concerns and sales issues The feedback provided via Tell Inflight will allow us to track and trend reports and work with the appropriate departments to bring solutions to common issues. Furthermore, this will allow us to ensure that that our products and services remain consistent with the JetBlue standards that our Customers have come to enjoy.
Tech Ops gets it done 2007 was another outstanding year for this Big 5 department By Melinda Murray The work of the Tech Ops department is certainly some of the most specialized at JetBlue, and therefore among the hardest to write about! Approximately 742 Tech Ops Crewmembers work throughout the operation, some at our 11 maintenance stations—JFK, BOS, BUF, IAD, EWR, FLL, MCO, TPA, PBI, LGB and OAK—others at FSC and still others who travel to spots like Canada, El Salvador and Brazil to assist our Business Partners with aircraft issues and C-checks. Wherever they are, Tech Ops Crewmembers remain focused on the goals at hand: ensuring aircraft health through 24/7 on-call Flight Ops support, routine and other maintenance, and regulation compliance. Here, the numbers on just a few of the things they accomplished in 2007.
DEPARTMENTS DEPARTMENTSDEPARTMENTSDEPARTMENTSDEPARTMENTS DEPARTMENTSDEPART
Number of weekly checks*: A320: 8087 E190: 1033
Number of aircraft re-paints**: 4
Number of A-Checks*: 727
Number of seatbelts replaced*: 10,754
A-Checks consist of basic maintenance performed on the A320 by front-line maintenance technicians and quality control inspectors throughout the JetBlue system. It’s supported by the Tech Ops Materiel and Maintenance Planning Crewmembers. An aircraft receives an A-Check approximately once a month.
Number of 600 and 1200 hour Checks performed on the E190 in 2007*: 176 Number of C-Checks*: 65 These Heavy Maintenance Visits (HMVs) are performed on our A320s by Business Partners throughout North and Central America and overseen by our Heavy Maintenance, Quality Control, and C-Check Reps. Additional support is provided by Maintenance Planning, Quality Assurance, Supply Chain, Materiel, Engineering and Technical Publications. C-Checks on the E190 are called 6000 hour checks, and we did three this year.
Number of tray tables replaced*: 210
Number of tires changed*: 3,492 Number of Tech Ops Crewmembers who participated in Human Factors education, which is one component that makes them eligible to earn the FAA’s Aviation Maintenance Technicians Award*: 71 Number of manuals (or manual updates) drafted by Tech Pubs*: 570 *through December 11, 2007 **through December 11, 2007; aircraft re-paint program began in the fourth quarter
Quality Control Inspector Helmut Faforke completes a Borescope inspection. Photo by Lawrence DiVisconti
Onward and upward WITH 2007’S WILD RIDE BEHIND US, RESERVATIONS LOOKS FORWARD TO 2008 Where would JetBlue be without Reservations? While our airline relies significantly on Internet bookings, the Salt Lake Support Center (SSC) Crew handled more than 15.5 million calls—to Reservations, TrueBlue, Getaways, Crew Support, Sales Support and Groups—in 2007. These figures don’t include all of the other efforts that our behind-the-scenes teams accomplish. On the surface the Reservations Department seems simple enough—it’s all about the calls, isn’t it? In truth, it’s a multi-layered operation, involving Customer Commitment, Central Baggage Services, non-revenue travel for internal and external Customers, and “an entourage” of support services (such as IT program development, Customer satisfaction analysis, quality control, software enhancement/testing, fraud detection, recruiting and training) which provide valuable infrastructure for Reservations. According to Customer Feedback Surveys, three out of the top five compliments received about the reservation process refer to our great Crewmembers. We’re proud of this benchmark since many times Reservations Crewmembers are our Customers’ first contact with JetBlue.
By Frankie Littleford
Like many other JetBlue teams, Reservations has been committed to improving processes and services over the past year. A number of tools were implemented in 2007 with the goals of improving what isn’t working as well as improving what’s good already. Our various performance initiatives—such as decreasing phone talk time and increasing revenue through referrals to Getaways and American Express—have also had a positive impact.
VoucherTrac Phase II: Facilitate automated voucher creation and distribution
While 2007 was a year of soul searching and change, everyone in SSC looks forward to 2008 as a year marked with continued improvements and achievements, including:
Getaways itinerary enhancements: Improve user-friendliness of email itineraries
BlueRiders Phase I: Tool allowing Crewmembers to list themselves on JetBlue flights Chat: Electronically link Reservations Crewmembers to support Crewmembers for assistance with simple tasks to improve call handle time and Crew Support hold times Witness II: Building on the Witness I program—which launched this year and assists Res Crewmembers with navigation through programs, resources, and tools— Witness II will offer additional monitoring capabilities and data capture.
Non-Rev Interline E-ticket: Will allow Crewmembers to instantly receive e-tickets from any other carrier that signs on Crewmember Travel Center (CTC) ticketing: Enable the CTC to print tickets rather than having to hand-write them
Broadband Phase II: Speed computer response times for improved Crewmember efficiency Performance and attendance point tracker: Automate the tracking of performance and attendance points for Reservations Crewmembers Reservations Crewmembers hard at work at SSC Photo by Mark Nielsen
WE’VE COME A LONG WAY, JETBLUE! On our eighth anniversary, these “old timers” share their favorite JetBlue memories, and some predictions for the future.
Joe Perez, Infight With JetBlue since Nov. 1999 The good, the challenging and the super-nightmare: the JetBlue Olympics alongside David Neeleman, working with the Care Team during the NYC blackout without air conditioning, 9/11—I was working as a manager at JFK and I discovered how JetBlue was a different airline.
Paul Proffett, JBU With JetBlue since Nov. 8, 1999 One of the best things was: When that first flight pushed back on Feb. 11, 2000, after over a year of hard work by the startup team. What’s next: We must accept a more reasonable growth rate and profit margin and continue to do what we do best: providing great Customer service to our Crewmembers and Customers alike.
Penny Neferis, Care and Emergency Response With JetBlue since July 5, 1999 Wow, imagine that!: I was there when we picked up the very first plane in Toulouse, France (pictured). I remember Mike Barger getting on the airplane microphone and saying to all of us “Let’s make history!” and I was crying because I was so happy! We really are different: Each of the 1000-plus volunteer Crewmembers on our Care, Emergency Response Liaison and Peer Assistance Committee is an incredible individual who has volunteered to help others in crisis.
Monclas Noel, Airports With JetBlue since Jan. 2000 Back when we were tiny: We catered aircraft without a truck! We would get the necessary supplies from a cart that was pulled up to the plane by hand. Why JetBlue: It’s all about the people we hire. Everyone seems like they will go above and beyond the call of duty to make things happen at JetBlue. It’s a great group of people who are very dedicated at what they do.
Laura Konopa, People With JetBlue since Nov. 1999 It will likely have wings: We had so much fun in training in 1999. We didn’t have any airplanes so Dean Melonas would hold up pictures and say “We think it’s going to look like this.” Looking into the crystal ball: I think we’ll become the first airline to use an alternate type of jet fuel. Then and now: I can still see the ticket counter the day of the first flight. There was a balloon archway leading to the one and only Service Counter position. I get goosebumps when I see the size of the counter now with a lobby full of Customers. It’s absolutely amazing what we have been able to build together in such a short amount of time.
DeWayne Cook, Inflight With JetBlue since Jan. 17, 2000 Back in the day we: held Inflight graduation at one of the unused gates in Terminal 6; bid for trips on paper—there were two destinations, Buffalo or Fort Lauderdale! One of my most favorite memories is the day we were flying in from FLL, looked out the window and saw our other plane—number two!—sitting at the gate. We felt like a real airline!
Rob Land, Legal With JetBlue since summer 1998 An auspicious start: I’ll never forget either the September 1999 day when we were awarded our unprecedented 75 slot exemptions or the photo shoot flight—three hours to/from JFK over New York City with a photo chase plane. The photos/video are still in use today! This is JetBlue: All of our collective efforts enable folks to fly, happily, pleasurably and at a fair fare which seems to still set us world’s apart from the competition. We’ve still got that magic!
Cody Eilerts, Reservations With JetBlue since Dec. 13, 1999 More than just a job: In 2000, my future wife began working at JetBlue. We began dating in 2002, married in 2003, and now have two beautiful children, all because of JetBlue!
Ursil Silcott, Inflight With JetBlue since Jan. 2000 Move aside, coming through: When we started at Terminal 6 America West and United Airlines were there too, and before long they were gone from the building. Everyone used to ask “Are you guys going to take over Terminal 5 too?” And to see we have done just that is rather amazing.
Cheryl Power, Reservations With JetBlue since Dec.13, 1999 Setting the stage: I took the very first 1-800JETBLUE call. It was an older woman named Margaret who needed to go to FLL to see her ailing elderly mother. Being our very first Customer, JetBlue gave her the flight for free, and Margaret was so excited, she then booked her daughter and her husband to go as well. We found out later that Margaret’s mother passed away a few weeks after her family went to see her. Thanks to JetBlue, Margaret and her family were able to see her mom that one last time. Robert Howe, Ground Ops With JetBlue since Jan. 3, 2000 Predictions for the JetBlue future: Great company soon to be a major international carrier rivaling the best It’s a no-brainer: The best asset is the PEOPLE!
Janet Dye, Reservations With JetBlue since Feb. 7, 2000 It’s never dull: The phone calls we get are so hilarious, you have to really work not to laugh. You hear Customers flushing the toilet as they talk, washing dishes and sometimes walking dogs. Those who call from their office are trying to whisper so the boss won’t know they are booking a flight. The lady who calls and wants a flight from here to Oakland. When you ask where “here” is, she says, “Here, at my house.” Loves it: The best thing ever was when we got the Intranet for our news. Before that time, we would come back from a weekend and have 1100-plus emails!
Gina Angeli, Inflight With JetBlue since Nov. 1999 JetBlue is family (literally): My mother joined me in Inflight in 2006. Amazing stuff: Going from training without an aircraft to becoming a major airline with over 130 planes in eight years!
Sue Tucker, Reservations With JetBlue since Dec. 27, 1999 Ironies of the industry: Being hired as a home reservation agent but not being allowed to work from home until six months later due to technology issues… truly feeling like a family on September 11, fielding calls from our Customers and Crewmembers who diverted to nonJetBlue cities. Communication was outstanding... finally having that first flight out of SLC in November 2000. At the time many of us were hired, we didn’t have an opportunity to even fly for almost a year. We can do it: I predict 100 percent success as long as we continue to recognize the voice of the Customer. If we focus on our Customers, our Crewmembers and our Company, we will be the best in the industry.
Where to go, what to do
A USER’S GUIDE TO SOME OF OUR MOST RECENTLYADDED CITIES.
every March (the 6th through the 9th this year). That weekend it’s competitive sailing by day, concerts and parties by night. More than 250 entrants participated last year. St. Maarten is just a short flight away from the white sand beaches of nearby Anguilla and a 35-minute highspeed ferry from the relaxed celebrity-favorite island, St. Barts. Puerto Plata, Dominican Republic Cabarete, a small town 20 minutes from Puerto Plata, is one of the world’s best locations for kitesurfing or kiteboarding, a water sport in which a person balances on a board while being pulled by a power kite.
Windsurfing is also popular here. Rent gear from any of the many shops along the bay and wade into the perfect 81 degree water. You’ll find the best wind between February and September. Ocean World in nearby Cofresi Beach offers visitors not only the chance to view sea creatures, but also jump into the tanks and actually swim with dolphins and stingrays, feed and play with sea lions and sharks, and snorkel through tropical fish. The facility also has a tropical bird aviary, a rainforest exhibit and a tiger grotto.
St. Maarten, Netherlands Antilles St. Maarten is divided roughly in half between France to the north and the Netherlands to the south; it’s the smallest inhabited sea island divided between two nations. On the Dutch side, visit the Sunset Beach Bar on Maho Beach to watch the low-flying aircraft hovering over the beach on their approach to the airport’s short runway. The St. Maarten Heineken Regatta is held
Discounts deciphered Our agreements with other airlines can include service charges or ID90s. A service charge is a set price plus all applicable taxes. ID90 rates are a 90 percent discount off the airline’s highest coach fare, plus fees and taxes.
Airline Route Estimated RT fare incl. taxes/fees per person Finnair
New York (JFK) to Helsinki (HEL)
These two different types of fares can make it challenging to compare your travel options and estimate costs. So, we in CrewTravel would like to start giving you some sample fare quotes, based on prices at press time.
New York (JFK) to Dublin (DUB)
New York (JFK) to London (Heathrow LHR)
New York (JFK) to London (Stansted STN)
New York (JFK) to London (LHR)
All fares listed are for roundtrip standby travel, including taxes and fees, per person. Our sample quotes are estimated and are not guaranteed, as quotes are subject to change at anytime.
San Francisco (SFO) to London (LHR)
Los Angeles (LAX) to Honolulu (HNL)
Los Angeles (LAX) to Honolulu (HNL)
Please visit our Intranet site frequently because we are always enhancing our agreements and adding more information and sample fares regularly.
Los Angeles (SNA) to Kona, Hawaii (KOA)
San Francisco (OAK) to Honolulu (HNL)
Published on Nov 3, 2008