2nd Quarter LUVLines 2022 by LUVLines

LUVLines The Employee Magazine | Second Quarter 2022

Expanding our Heart in Denver Go behind the scenes of our new, 130,000 square foot aircraft maintenance hangar in Denver and discover what makes this project unique.

Southwest Flight Angels

Meet a group of Southwest Employees who work tirelessly to help animals find their fur-ever homes.

To the Brink & Back

HOU Provo Agent Rogelio Avila shares his harrowing journey that took him to the brink of death and back.

Snapshots of the Southwest Family

Have you ever wondered about the demographics of our Southwest Family? Well LUVLines did.

INTHISISSUE

To the Brink & Back: A Second Chance at Life HOU Provo Agent Rogelio Avila shares how he’s come to treasure each moment after almost losing his life to COVID-19.

14 Snapshots

12 Back to Basics:

30 Expanding

of the Southwest Family

Focusing on our People and Culture

??% Male

??% Female

Off the Clock: Let’s Doula This 2

Chicago’s 100th Honor Flight Celebration Second Quarter 2020

Employees Serve Animals across the Country

An Update on our Internal Collaboration Tools

our Heart in Denver: Behind the Scenes our New Hangar

Connecting People to Life

Choosing to Deliver Hospitality

ANOTEFROMBOB

New Hire Red Carpet Welcome in April.

A Note from

Showing up for the next generation of Southwest New Hires

We welcomed thousands of new Employees in 2021, and we’ll welcome thousands more to the Southwest Family this year. In fact, our 2022 hiring goals are so aggressive that we plan to hire and onboard more new Employees in a single year than ever before—even more than with the AirTran acquisition! During Rally Season, our President and Chief Operating Officer Mike Van de Ven asked a good question, “Do you remember how you felt on your first day at Southwest Airlines?” I still remember mine, back in 1988. As you would expect, I was nervous being at a new Company, with People I didn’t know. What I remember though, is how everyone went out of their way to include me—decorating my workspace, inviting me to lunch, and just all around making me feel welcomed and comfortable. I even met Herb in the hallway! As I’ve visited with new Employees onboard our aircraft, in our stations, and in training classes, I’ve enjoyed seeing Southwest through their eyes, and witnessing the energy and excitement they bring. The big question is: how do we set these folks up for success so they maintain this enthusiasm throughout their career at Southwest? There are many things we do at Southwest Airlines simply because they’re the right thing. And often, there’s the added bonus of making good business sense. Herb’s philosophy was that happy Employees lead to happy Customers, which ultimately leads to happy Shareholders. That Employee-first mentality serves us well, and it

starts on day one. When we onboard a New Employee, we not only want to set them up for success in their day-to-day job, but also teach them what it means to be a Southwest Employee. To achieve this, we’re doubling down on our efforts to onboard Employees in true Southwest style by creating an Onboarding Experience Team. We’ve brought back Now Onboarding in person, we’ve launched a New Hire hub on SWALife, and many more efforts are on the horizon. So, we’re very intentional about how we onboard. But, the full onboarding experience is really up to each of us. I challenge you all to ask youself, “How will I shape this next generation of Southwest New Hires?” We only get one shot at this. Let’s take this once-in-a-lifetime opportunity to show them what it means to be part of this wonderful Company, and model The Southwest Way each and every day. How can we maintain our Culture as we hire so many new Employees? Well, this is the same question I remember hearing back in 1988 when I joined the Company. We had 6,000 Employees, and folks wondered how we’d maintain the Culture as we opened cities far away from our Corporate Campus. There’s no easy answer. It takes work. We have to be firm in our Values. We’ll hire terrific People, and we’ll show them what it means to be a member of the Southwest Family. You’re the Heart of our onboarding, and you’re the Heart of this Company. Don’t just tell someone about our Values—show them. In doing so, you’re honoring Southwest’s legacy, and you’re ensuring our incredible Culture continues to thrive.

Second Quarter 2022

FLIGHTPLAN

VICE PRESIDENT, COMMUNICATION & OUTREACH Laurie Barnett EDITOR IN CHIEF Todd Painter MANAGING EDITOR Millie Tidwell

The Southwest Animal Transportation Team (SWATT) is passionate about helping small dogs and cats in need and their mission is to rescue animals, one flight at a time. While on their way to their fur-ever homes, rescued pets are loved on by many Southwest Employees.

As you grow older, you will discover that you have two hands, one for helping yourself, the other for helping others.—Maya Angelou I love the Maya Angelou quote above, but I’m having a hard time living up to it. Yes, I’ve certainly grown older, but I haven’t yet figured out how to give myself a helping hand. In fact, I think that I’m often my own worst enemy—sabotaging myself and standing in my own way. Right now, I seem unable to focus on my self-care. As any parent can attest, especially those of little ones, sometimes the only time I get to focus on myself is when I sneak out to do an errand or zone out watching a show after bedtime. Otherwise, it seems I’m focused on family, work, or sleeping. Those things are all extremely important, but I am too. But for whatever reason, I’m talking the talk, but not walking the walk. Every day I wake up intending to exercise, but I don’t. Every day I wake up intending to eat healthy, but I don’t. Every day I wake up intending to laugh more and stress less, but I don’t. For myself, I “don’t” more than I “do.” And I have so many reasons to do—the most important is for my daughter. Being 47 with a 4-year-old, I want to have energy to keep up with her, I want to set a healthy example physically and mentally, and I want to be around as long as the world will have me. But it will take a shift in my thinking—something I’m focusing on with all my heart. In short, it’s time for me to start showing up for myself. And, like you, as a Southwest Airlines Employee, I know the importance of showing up as it’s integrated in the “Me” area of our Company Values as Pride, Integrity, and Humility. We show up for our Customers, we show up for our communities, and we show up for each other. Need an example? Well keep reading this issue of LUVLines as it’s chock full of examples of Employees showing up. Employees who choose to do right by helping animals get to their fur-ever homes. We have a strong work ethic on display as we go behind the scenes of our new DEN Maintenance Hangar. We have an Employee sharing his courageous battle with a life-threatening illness. And an Employee who in her spare time comforts and guides women and their partners into parenthood as a doula. Southwest Employees show up. It’s who we are. We’re always there to lend a helping hand. Just always remember to extend one to yourself, too.

LUVLines Managing Editor Millie Tidwell

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CONTRIBUTORS Audra Cobin Lori Crabtree Kaigen House Melissa Ford Kristen Francis Lisa Goode Melanie Graham Melanie Jones Carolyn Nutting Emily Samuels Lisa Tiller Ashley Warren Omondi Michelle Williams CREATIVE Sonia Avila Eric Daniels Trent Duran Rob Izumi Brianna Juda John Jones Stephen Keller Kristin Kelnhofer Maria Nieto Schelly Stone Also available on SWALife -For LUVLines information and advertising inquiries, email luvlines@wnco.com

HOSPITALITYHEROES

An Unfortunate Situation Made a Little Better By Hospitaility Consultant Kristen Francis

It was the terminating flight for HOU Captain Rod Kegerreis, and as he was ending his workday, he discovered a Customer who had been waiting a long time in the jet bridge for their power scooter. He began talking with the Customer to see if he could determine the reason for the delay. The Ramp Agents were trying to strategize the best way to get the scooter up to the Customer as each airport has different options. As one can imagine, power scooters are precious cargo and very heavy. It was taking much longer than anticipated to find a solution. Ops Agent Tatlyn Fransaw jumped in and began talking to the Customer to help pass the time. The Customer was appreciative for the conversation but kept telling Rod and Tatlyn to go about their evenings and not to worry about him. But Rod said, “I don’t leave a Customer behind.”

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When the scooter arrived in the jet bridge, the Ramp Agents noted there was some damage from the journey. Rod and Tatlyn continued to wait for the Passenger after they pushed him to the office to fill out the repair order. This is great example of The Golden Rule and empathy. Being a traveler with a disability can be difficult and placing your scooter in the hands of others is a great act of trust. Rod and Tatlyn went the extra mile to make things better for this Customer by staying with him, which made a lasting impression.

Second Quarter 2022

TOTALREWARDS

A Tale of a Boomerang and Benefits! By NOC Engagement Program Manager Kristy Bolton

I did not appreciate my benefits package during my first stint at Southwest. After seven years on insurance plans offered through my husband’s employer, I can confidently say that I came back to Southwest with more perspective and a much greater appreciation for this Company and our benefits. 6

Second Quarter 2022

I was first hired by Southwest Airlines in 2005, fresh out of college. Although I was a New Hire, I was not entirely new to the Southwest Family; my dad had been a Southwest Employee since before I was born. For my entire life, I received Southwest benefits. This continued when I became an Employee and quickly signed myself up for our medical insurance plan without giving it much thought. While my friends and I talked a lot about our respective companies and jobs, the topic of benefits, and what we all paid, never came up. So even though I knew that Southwest had good benefits, I did not fully understand what that meant as the benefits at this Company had been, quite literally, all I had ever known. In 2014, my husband and I welcomed a daughter, and I made the bittersweet decision to leave Southwest and stay home with her fulltime. My husband, a nonSouthwest Employee, then enrolled in his company’s benefits package, adding all three of us. Two years later, a son completed our family, and the four of us were on my husband’s employer-provided insurance plans. Over time, the cost of my husband’s benefits continued to rise. With regular doctor’s appointments for our growing newborn, countless pediatrician visits for our toddler, and other curveballs life inevitably threw our way, medical insurance was very important to us. While the increasingly large deductions from each of my husband’s paychecks were not exactly welcome, we knew they were necessary. In September 2021, I received an opportunity to return to Southwest as a Fulltime Employee. To say I was elated would be an understatement—I was (and continue to be) immensely grateful to boomerang back to Southwest. With my shiny new badge in hand and Now Onboarding class under my belt, my husband and I sat down to review the benefits packages. We zeroed in on the Choice Plus Plan as it provided almost identical coverage to what we had through my husband’s employer. Then, we compared the cost through Southwest to what we were currently paying through his employer … and our jaws dropped! By electing coverage through Southwest, we saved $2,000 a month. That is an extra $24,000 a year, which we can now spend on vacations and college funds instead of medical insurance. I am the first to admit that I did not appreciate my benefits package during my first stint at Southwest. After seven years on insurance plans offered through my husband’s employer, I can confidently say that I came back to Southwest with more perspective and a much greater appreciation for this Company and our benefits. Thank you, Southwest, for welcoming me back into the Family and for benefits packages that truly benefit my family.

OFFTHECLOCK

Let’s Doula This Eboney Okoronkwo Customer Relations Representative

Change can be frightening. And one of the biggest changes that a woman can go through in life is becoming a mother. Not only does your body change in miraculous, and sometimes weird, ways, but also it’s often a scary and painful process. I know from experience. When I had my twins, I was 22-years-old and felt frightened and alone. Fast forward eight years. I was reading a blog article where this woman recapped her birth experience and she mentioned that she had a doula—a professional labor assistant who provides physical and emotional support during pregnancy, childbirth, and the postpartum period. I thought to myself, “I would have loved a doula to guide me.” Inspired, I soon began the certification process and learning from other doulas. My goal was to help women during this exciting time in their lives—especially those in the Black community. According to the CDC, Black women are three times more likely to die from a pregnancy-related cause than White women. It’s my hope that my work as a coach, educator, and patient advocate makes a difference in reducing the factors that contribute to pregnancy-related complications. My approach as a doula is much like my approach to working with our Customers and includes lots of love, support, and care. The first step is to establish a good relationship with the person I’m helping. Me building a good rapport lays the foundation, which allows the expectant mothers to relax and let go—thereby releasing stress. During our prenatal visits, I work with the moms and their partners to choose a birth plan that works best for them. Then while at the hospital, I’m there for support and to remind the medical staff of the mom’s wishes and birth plan. I also work with the mom’s partner to get them involved. I’ve had the privilege of being a doula for several Cohearts. One was even referred to me by another doula and it wasn’t until we started working together that we discovered we both work for Southwest. I’m proud that I’ve worked with these ladies, as well as countless others. My work empowers them by letting them choose the type of birth they wish to have and teaching them to advocate for themselves and their family. As the saying goes, “At every birth, two people are born—a baby and a mother.” And I’m blessed to be a part of such a miracle. Second Quarter 2022

Heard & Overheard: Southwest’s First Quarter 2022 Financial Results By Content Strategy Consultant Millie Tidwell

Each quarter, Southwest reports our financial results and our Sr. Leaders hold a conference call where they add color and take questions from financial analysts and reporters. These calls are available for anyone to listen to live and an archive is available on the Southwest Airlines Investor Relations website. Below is a compilation of quotes from the most recent call on April 28, 2022, that paints a picture of Southwest’s first quarter 2022 financial results, outlines what impacted our performance, and explains the expectations moving forward.

The Numbers

“I’d like to thank our Employees for their resilience in yet another challenging quarter impacted by the pandemic and weather disruptions. The rapid rise of the Omicron variant significantly impacted our business in January and February, resulting in a first quarter net loss of $191 million, excluding special items. March, however, was a much different story, as we experienced a rebound in demand and surge in bookings during the month, driving March operating revenues higher than March 2019. This was our first monthly revenue increase relative to respective 2019 levels since the pandemic began. Last month, cash sales also represented a monthly record as bookings surged for spring and summer travel. And we posted healthy double-digit margins for the month of March, despite the significant rise in market jet fuel prices. Needless to say, I’m excited about the strong revenue trends in second quarter. “Turning to fuel. Market prices have been on a rise and highly volatile given the current geopolitical climate. Our fuel hedge is providing excellent protection against rising energy prices and significantly offsets the market price increase in jet fuel in first quarter 2022. We’re 63% hedged for second quarter and estimate our second quarter fuel price to be in the $3.05 to $3.15 per gallon range, which is roughly $0.80 higher than our first quarter fuel price. That includes an estimated $0.61 of hedging gain, which represents cost savings of more than $290 million in second quarter alone. Of course, this is a snapshot of our fuel guidance at a point in time and market oil prices and heating cracks have been moving pretty materially on a daily basis. By the way, the current energy environment is exactly why we hedge fuel. Even though the hedging gains in second quarter won’t fully offset the rise in market fuel costs, our hedging portfolio is providing meaningful cost mitigation. The fair market value of our fuel hedge in 2022 is estimated at roughly $1 billion.”—EVP and CFO Tammy Romo

All quotes and information are as of April 28, 2022

Second Quarter 2022 2020

The Current Landscape

“Well, the first quarter was a tale of two really different environments. As expected, we incurred losses in January and February due to the negative impacts of the Omicron variant. We anticipated travel demand would rebound in March and we were pleasantly surprised at how quickly it bounced back, and the extent to which demand and booking surged. While we reported a first quarter loss, we were solidly profitable in March— actually not too far off from March 2019 profit. And while modest, I’m very pleased that first quarter unit revenues increased as compared to 2019. That was the first quarterly increase since the onset of the pandemic… Looking forward, we’re very encouraged with the bookings and revenue trends we’re experiencing for second quarter, which indicate operating revenues will be fully restored to quarterly record levels on stronger leisure and business demand. “Now key to our recovery is our continued hiring progress, and we now plan to hire and add over 10,000 new Employees to the Southwest Family this year, and that’s net of expected attrition… We continue to work through lower available staffing and training constraints to keep pace with rebounding travel demand, and we recently reduced our summer flight schedules to match our capacity guidance as we prioritize our operational Reliability.” —CEO Bob Jordan “Looking first at first quarter, January and February Passenger revenues incurred two main negative impacts. First, $380 million due to softness in bookings and elevated Passenger cancellations attributable to the Omicron variant; and second, an additional $50 million in January due to flight cancellations related to available staffing challenges, which were made worse by winter weather. However, we experienced a very different dynamic in March, as we saw a surge in leisure travel and bookings along with a significant pickup in close-in demand. The improvement in March exceeded our original expectations for both leisure and business demand. March managed business revenues were down 36% versus March 2019, compared to our latest guidance of down 40%, and put us back on a nice improvement trajectory from pre-Omicron performance in December 2021. “Looking at second quarter, the positive momentum continues, and we’re expecting the operating revenues to turn positive versus second quarter 2019, estimated to be up 8% to 12%, despite capacity below 2019 levels and managed business revenues yet to fully recover… We expect another solid contribution from our revenue initiatives, in particular, with GDS (Global Distribution System), as managed business revenues are expected to improve sequentially. April managed business revenues are expected to be down 30% versus April 2019, and we expect to see sequential improvement in May and June.” —EVP & Chief Commercial Officer Andrew Watterson

The fair market value of our fuel hedge in 2022 is estimated at roughly $1 billion.” On our last earnings call, I walked through the availability of staffing and our challenges that we faced due to the Omicron variant and the roughly 5,000 Employees that became sick in the first three weeks of January. As a result of that, we reinstated an incentive pay program that ran from January 9 through February 8. The incentive pay program worked as designed. Our Employees responded very well. They picked up extra shifts that helped us cover the flight schedule and those Employees out sick. While the program cost us $127 million, it afforded us an opportunity to more quickly stabilize the operation. “On the staffing front, we continue to aggressively hire. And as Bob mentioned, we’re now targeting over 10,000 new Employees this year, net of attrition. The majority of this hiring is in the Operations group, and it’s imperative that we are properly staffed. The goal with the majority of these hires is to cover our published flight schedules and our capacity plans this year. But also, we intend to build some buffer so that we’re ready to resume growth in the near future and get ahead of our spring and summer 2023 staffing needs. We are making great progress with hiring, but we have thousands of Employees that are in training, and they’re still gaining proficiency. So it just takes time, before we’re going to have a full complement of Frontline Employees that are on the job versus being a New Hire and still in the training pipeline. “We’ve made trade-offs with lower capacity in order to support operational Reliability. And the combination of this and the continued hiring should help us as we move into the summer. On behavior trends and hours worked per Employee, we continue to lag pre-pandemic metrics. We’re still experiencing higher sick time, more Employees on inactive status, and overall staffing availability challenges. We’ve also had some constraints on training throughput, but we believe we have a path to get the sufficient headcount in our key Operational groups this year. It remains a work in progress, and it’s one of our top priorities. Until then, our capacity will remain muted versus the aircraft that we would like to return to service to accelerate the network restoration.” —President & Chief Operating Officer Mike Van de Ven

All quotes and information are as of April 28, 2022

Second Quarter 2022 2020

Q&A with Reporters and Analysts

Can you guys just help us understand where the constraints are right now on operating more capacity? Is this really a pilot issue? Are you guys having trouble filling trainee classes? Can you speak to some of the constraints and what it’s going to take to get back to where you want to be?—Brandon R. Oglenski, Barclays Capital, Inc. Bob: We’ve hired thousands of folks. We’re now projecting that we’ll hire over 10,000 this year. Obviously, there’s some attrition in there as well… If you look at that in aggregate, we are still today below our total FTE (Full Time Equivalent Employee) head count in 2019, so we haven’t caught 2019 yet. It’s just one basic point. The other is, as you think about just all the folks that we’ve hired overall, they’re not all working or working proficiently yet … they’re in training, so they don’t really add to our ability to fly and add capacity. Where we are most constrained? Definitely, it’s Pilots. And to some extent, it’s our Flight Instructors to train our Pilots. We had several thousand Pilots go out on the long-term leaves with COVID (VSP, ExTO, etc.). We had another 640, I think, take early retirement. Job one was to get everybody that was out on leave back trained and flying, and we just got that completed literally in February of this year. And then job two is to replace the Pilots that took early retirement. And we’re just over half the way through that, maybe two-thirds, so we haven’t caught that back up yet as well. So I would tell you that, yeah, the chief constraint right now is on the Pilot side. But Mike, please add some more detail. Mike: I think most of the other workgroups that we hire to really, is just a one-step process… For the Pilots, it’s a two-step process. Step number one is making sure that we have Flight Instructors in place so we can get to our maximum capacity of flight training. And so that’s where we’re focused … making sure that the slots that we have for training are focused on Flight Instructors so we can get up to maximum capacity in terms of our hiring toward the end of this year and into next year. So that’s step number one. And then in terms of access to Pilots, we’re an airline that Pilots love to come to. We have a long history of success here. And so we’re able to go fill up our classes and have access to the Pilots, at least certainly here in the next year or two. Just a question on the stage length, you mentioned kind of five points of contraction here in this quarter. And I would assume that a lot of those other markets that you’re adding on short-haul as well that might continue to contract. Any color you can give us over the next few quarters on how that will trend? Or was there something kind of unique about the network restoration this quarter that had a bigger jump than you expect going forward? —Savanthi Syth, Raymond James & Associates, Inc. Andrew: If you kind of break down our network in the short, medium, and long-hauls, what’s really going on here is we’re adding back lots of short-haul and even more medium haul versus 2019 in order to kind of restore our network. It also happens to be kind of business-oriented as we see business demand recovering. And it also … helps the network, all things being equal, for recoverability. So really, it’s a case of what’s missing, and that’s the long-hauls that will probably be the last to be restored. Because they’ll be attractive to Customers and they do well financially, they don’t add as much to kind of network resiliency or kind of business travel recovery. And so we kind of prioritize those to the end. And so you’ll see stage length for a period of time be down as a result of this. And then toward the end of restoration, you should expect it to start to come back up a little bit as those long-hauls get restored.

All quotes and information are as of April 28, 2022

Second Quarter 2022

Bob, your fares in the first quarter were up quite a bit from a year ago, although they’re only up 5% from 2019, which I suspect is less than Consumer Price Index (CPI). But any concern that consumers who are seeing inflation in everything they buy, because travel is a discretionary choice, do you have any concern that general inflation and higher fares are going to cut into the strong demand you’re seeing?—David Koenig, Associated Press Bob: I just want to reiterate that we’ve not been raising fares. So we did have one modest fare increase in the first quarter. I think it was $5. What’s really happening is that we’ve got a normal fare structure. And as demand is really strong, the lower-end fares close out faster and you move along the fare structure, but we’ve not modified our fare structure. The other thing that I would add is as we—especially as we add our Wanna Get Away Plus™ product and as we’ve managed what we call fare gaps between the columns, what you’re seeing is that, in a lot of cases, and Andrew could talk to this in most cases, the prices or the differentials between Wanna Get Away® and Anytime and Business Select® have come down substantially. So our fares on the upper end are actually—and that fare gap is actually much lower than it has been historically. Is there anything specific you’ve done to solve some of the irregular operations problems? What all are you doing to make sure that some of that, either ATC or the staffing or the compounding problems don’t creep up again this summer?—Kyle Arnold, Dallas Morning News Mike: So we’ve done a couple of just basic things. As you know, we’ve reduced our originally published schedules through Labor Day. That absolutely is going to give us more cushion and a staffing cushion in the operation. We’ve been talking all morning long about our aggressive hiring plans. Still adding People there. And then Andrew talked a little bit about us reoptimizing our aircraft flow and our design toward the shorter-haul trips, and that’s going to help our Crew and our operational recovery. So we feel that those are the three big pieces that we’re in a much better condition and place that we’ve been in as we move forward … the airline industry, has specific impacts with respect to Florida air traffic control and travel through there. And it’s a combination of problems down there. There’s more commercial activity. There’s more general aviation activity. There are more space shuttle launch. The weather patterns that go through there are complicating all of that additional traffic. And then I think that just like everyone else going through with staffing, the FAA is going through staffing challenges as well. So there is a focus, an industry focus on that.

All quotes and information are as of April 28, 2022

Second Quarter 2022

: S K C I C S A B BA O T

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We hope you’ve taken the opportunity to learn about Bob’s Blueprint for Success which outlines our five-year strategic priorities and our focus areas for 2022—whether you read about it on SWALife, received the Blueprint mailer at your home, or by attending a Rally in person or virtually. Our focus areas take us back to basics, connecting us to the legacy and foundation we inherited from Herb, Colleen, and Gary. It’s at the Heart of what we do every day. As we continue our hiring efforts this year and welcome thousands of Southwest Employees to the Company, we must ensure that our New Hires (and current Employees!) feel welcomed, cared for, and appreciated. That’s our definition of Hospitality after all! And one of the most important factors for a positive onboarding experience is how someone is welcomed their first few weeks; that’s feedback we consistently hear from Employees.

Second Quarter 2022

LET’S DIVE INTO THE FIRST TWO FOCUS AREAS OF 2022—GET PROPERLY STAFFED AND FOCUS ON PEOPLE AND CULTURE—AND HOW WE SUPPORT THESE COMMITMENTS:

GET PROPERLY STAFFED

Creating an exceptional experience for our Employees, delivering Next Level Hospitality to our Customers, and running a reliable operation is dependent on our ability to effectively hire, onboard, train, and retain our People; there’s no wonder why it’s our first Company Goal of 2022. Even though we’ve made progress on this front by welcoming more than 4,500 Employees to the Southwest Family in the first quarter, there’s still a large effort ahead of us. Some stations haven’t felt the relief of the hiring efforts yet, and we know this can be frustrating. Although we’re committed to hiring quickly, please know that we won’t compromise our standards by hiring Candidates who aren’t right for the job, our Culture, or aligned with our Company Values.

How Can You Contribute?

• Serve as an onboarding champion • Continue to Live and Work the Southwest Way • Refer great Candidates (and receive up to 20,000 SWAG Points!)

FOCUS ON PEOPLE AND CULTURE

Taking care of our People and our business remains a longstanding priority. The reintroduction of our in-person Now Onboarding Program for New Hires in February is one example and positive reflection on this People and Culture focus. This year, we’ve centralized our People-related functions to better support Employees throughout their Southwest journey—from their first day as a New Hire all the way to the day they leave the Company— and part of those efforts included developing an Onboarding Experience Team. You’ll see them creating new ways to care for our People and preserve the Heart of Southwest Airlines. And YOU can get in on the action, too!

How Can You Contribute?

• Take a New Hire “under your wing” by volunteering to be a WingMate • Set a weekly reminder to show appreciation to Cohearts by sending recognition through our unique SWAG Program • Cheer on our New Hires by attending a Now Onboarding Red Carpet Welcome for New Hires! Whether you’re based in Dallas or visiting our Corporate Campus—all Employees are encouraged to participate in these events which take place at 8:35 a.m. Herb Time (CT) in the TOPS lobby every Monday

Culture is not one person, program, or position. It’s up to each of us. One person can’t make a successful Team but each person greatly impacts it either positively or negatively. As Employees, it’s our individual responsibility to protect and promote our Southwest Culture. It’s the ultimate Team sport and it takes all of us to achieve success. There’s no doubt that Southwest is a Family and that our People truly set us apart. We extend our heartfelt thanks to you for how you care for your Coworkers, how you deliver Hospitality to our Customers in a complex operation, and for how you live and own our Culture every day. After all, how we work together is key to our success.

Second Quarter 2022

Employee Workgroup Breakdown Flight Ops (16%)

Inflight Ops (27%)

9,758

17,235

Employees

NOC (1%)

Tech Ops (6%)

Ground Ops (36%)

4,050

22,641

Employees

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Snapshots of a Southwest Employee

Have you ever wondered about the demographics of our Southwest Family? Well LUVLines did, so we compiled a few demographics to paint a picture of Southwest Employees.*

Employees

CS&S (6%)

Other (8%)

3,482 4,967

Employees

598

Employees

62,729

Total Employees**

6,349 Self-Identified Veterans We appreciate our veterans and want to thank you for your service! If you haven’t already, please identify yourself as a veteran or military spouse by going to SWALife >Life & Career >Employee Services >About Me >Launch About Me >My Personal Info >Personal Profile. Select the pencil icon to make an update under Military Status, and then save.

Average Age

Second Quarter 2022

57% Male

12.2 Years

Average Tenure

43% Female *As of March 27, 2022. Locations are based on mailing addresses. **Includes active/inactive/part-time/full-time Employees.

Where We Live

Locations with the FEWEST Southwest Employee Residents

Ontario, Canada

FL TX

AK IL AZ

Puerto Rico

VI MT

Locations with the MOST Southwest Employee Residents

52%

48%

Married

Unmarried

46% Gen X

33% Millennial

1965-1976

1977-1995

share Employees who ay with the same birthd ne 18 Ju Southwest on

Southwest Generational Breakdown 0% Traditionalists

17% Baby Boomers

(92 Employees)

1931-1945

4% Gen Z 1996+

1946-1964

Employees who sh are the exact birthday with Southwest on June 18, 1971

Second Quarter 2022

Gary with Members of the Diversity Council

Personal Perspectives: Gary Ferreira By Communications Coordinator Ashley Omondi

We have had so many great stories in this series that have enabled us to continue to get to know each other and learn how to communicate with one another. This time we are sharing the voice of Gary Ferreira who gives us his perspective on the Hawaiian culture and how it impacts him. As we continue to evolve and learn, each and every one of us should continue to lean on our own personal perspectives regarding respect, family, and our Company Values. In order to bring these stories to life, we asked for volunteers to share a bit about their lives, their journey with Southwest Airlines, and what it is like to be them. As you read each of these Employee stories, our hope is that you are reminded how important it is to love and support one another, and continue to live by The Golden Rule. If you are interested in sharing your own story, email LUVLines@wnco.com. Aloha! I am Gary, and I am a Native Hawaiian from Honolulu, Hawaii. I am also a Ramp Supervisor at our HNL Station. I come from a large family with me being lucky number seven out of nine kids total. My father was in the military but retired in Honolulu when I was in second grade. My dad is Portuguese and originally from Maui, Hawaii. My mom is Hawaiian from Hilo on the Big Island of Hawaii. My dad joined the military and we traveled around Europe and the United States on various assignments. I was actually born in Orléans in north-central France. It was very different growing up in the military because of the cultural change and the challenges associated with it. I grew up in the 1960s, a time when schools and public places were segregated. Eventually, forced integration was implemented, which made things difficult for our family because it was something we were not accustomed to. We were not Black or White, so they defaulted us to Black. During that time, people did not understand that being Hawaiian was different and because of that we did not fit in on either side. Regardless, we kept our Hawaiian culture strong.

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Gary instructs Ramp Agents at the Maui Station on the use of Ground Service Equipment (GSE) Air Start Equipment.

Gary, his wife Ernel, and his daughter Shawnelle.

Gary bodysurfing at Sandy Beach, Oahu. Gary, pictured at the far right, officiating the Arizona & Hawaii High School Football Exchange.

As you may know, the Hawaiian culture is based on respect for our elders, the land, the ocean, and the culture. We are proud and humble people. A lot of our culture is similar to that of Native Americans. The Federal Government actually recognizes Hawaiians as Native American people. On a daily basis I live each day with a simple set of values: to treat everyone with respect and to be kind to others. I also feel that you should help people when possible. I believe that what you put out into the world will come back to you. For my fellow Cohearts, we can continue to make Southwest better each day by being open to different cultures, sharing your own culture, and finding common ground when there are differences. Diversity is important to me, and I encourage everyone to keep an open mind. Life is better when you take the time to acknowledge that there are differences and accept them. If people took the time to listen and get to know each other, they would actually find that with all this diversity, we have a lot more in common than they think. I share my values and try to help everyone even in my spare time. I am very passionate about sports and serve as a youth sports official. Any chance I get, I volunteer to train and mentor new officials. I am also an avid surfer. Next time you are in Honolulu, feel free to reach out, I would love to chat with you about our Hawaiian culture.

Second Quarter 2022

To the Brink & Back: A Second Chance at Life By HOU Provo Agent Rogelio Avila

This picture was taken on July 16, 2021, at 8:58am—less than 24 hours after my lung transplant surgery. I woke up with a huge smile on my face and a new lease on life. After an 8-month battle, I knew I was finally on the other side and that it was time for my healing to begin.

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I felt the sticky August breeze blow against my face as I left Houston Methodist Hospital. As a HOU Provo Agent, I was always fighting the heat and humidity but that day it felt so good. You see, this was the first time I had set foot outside since February 23, 2021. A day that changed my life forever.

This was right at the beginning of Covid. We would go to Crystal Beach in Port Bolivar, Texas.

The beginning of what could have been the end

Texas was just coming out of a historic ice storm and power outage when my wife, Sandra, started feeling sick. After a few days, she was having chest pain and trouble breathing, so we asked a relative to watch our children while I took her to a nearby urgent care. Due to restrictions, I wasn’t able to go in with her, so I returned home to wait. That evening I was walking across the living room when I suddenly dropped to my knees. I was finally able to stand but had difficulty walking and breathing. After a few hours, I decided that I needed help. Through tears, I hugged my three sons goodbye and drove myself to the hospital. The 100-meter walk from the car to the hospital was excruciating. When I reached the emergency room my oxygen level was under 70%, and I was told that I needed to be checked into a hospital. But all the hospitals in the area were at capacity. They called around and found me a bed in Dallas. I called my family to tell them where I was going as the ambulance started to head out. We weren’t even out of the parking lot when we received word that they found a bed at Houston Methodist. I thanked God as I wanted to be close to home. The emergency crew changed course and by the time we arrived my oxygen levels were below 50%. I was immediately intubated and placed on a respirator—before I had a chance to talk to my family. I wasn’t able to check on my wife or to tell my family that I loved them. As I drifted away, I was scared that I would never see them again.

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The fight for my life

While I was incapacitated, I often heard my name being called and had dreams where I was fighting for my life. Things had also been a nightmare for my family during this time. My wife had recovered from her illness just as my 3-year-old son was hospitalized for more than a week with Multisystem Inflammatory Syndrome that affected his heart. Thankfully, he recovered. Everyone was doing better except me. I was still in critical condition. It was a spring day when Sandra received a call from the hospital. They told her that I hadn’t shown any signs of improvement for nearly two months and that it was time to let me go. They planned to disconnect me from all the medical interventions the next day. My family was heartbroken. They wouldn’t even have the opportunity to say goodbye in person as no visitors were allowed. Their last moments with me would be via FaceTime. Sandra said this was the hardest time of her life as she couldn’t imagine life without me. As my family grieved, I was fighting like hell to get back to them. I’m not sure if I heard the doctor’s conversation with Sandra or if it was divine intervention, but that night something changed. My vitals started improving. My medical team gave me a little more time. I finally woke up later that week—after almost two months in a coma. I may have woken up, but I certainly wasn’t out of the woods. My lungs were so severely damaged that I needed a transplant. I remained in the hospital until they found a match. During this time, I became close to the frontline workers who took care of me. They were my angels, and my heart broke watching what they endured day in and day out. We were surrounded by death on a daily basis. But in our own way, we each tried to find some light in the darkness. My light was my family, and I was focused on getting back to them. Luckily, they were able to start visiting me. Even though I wasn’t able to speak due to the trach in my airway, we were able to communicate using a board with letters. Celebrating Independence Day at the hospital.

The call finally came that a match had been found, and on July 15, I headed into surgery. As I was wheeled into the operating room I wasn’t scared. I was grateful. Grateful to have made it this far and grateful to the family who gave me this second chance at life during a tragic time for them. I woke up after the 12-hour surgery with a huge smile on my face. I felt like a brand new person. My wife was right next to me with a big smile, and I felt safe that I made it. To my surprise, my wife ran into Houston Astros’ second baseman Jose Altuve in the waiting area and he recorded words of encouragement for me including, “God would be next to you.” And that is exactly what I felt … God next to me and it was an awesome feeling. I wasn’t in a lot of pain, and I could breathe. I was even able to stand up— something I hadn’t done since I walked into the hospital in February. Having been bed-ridden for nearly six months, I had lost a lot of weight and muscle. Not only did I have to learn how to walk again, I also had to learn to speak again as I hadn’t spoken a word since having the tracheotomy.

See local news coverage of the Avila’s journey. Going home August 2, 2021.

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Vea las noticias del viaje de la familia Avila.

A new beginning

It’s been a long road to recovery, and one I’m still traveling. I still do occupational therapy twice a week and take more than 30 daily medications. But life is good. I wake up happy each day—grateful that God has given me a second chance. And I intend to make the most of it. My goal is to rejoin my HOU Provo Family late this summer to work the galleys. I’ve missed my Cohearts and, I’m so thankful for the love and support they showed Sandra and the boys over the last year-and-a-half. They constantly checked on me and my family—from bringing over food and organizing a GoFundMe account to connecting us with the Employee Catastrophic Assistance Charity. Southwest was there if Sandra needed anything. Southwest stands true to their Values and Warrior Spirit … serving with Heart and love. I joined Southwest just before Thanksgiving in 2013. Before Southwest, I worked for a small clinic that did DNA and drug testing for the Houston transportation system. I liked the work, but after getting married and having children, I realized that I needed to work someplace with better benefits— especially health insurance as I was paying more than $1,000 per month for coverage. This is what led me to apply to be a HOU Ramper. And it was one of the best decisions I’ve ever made—for me and for my family.

My wife surprised me with this cake on my birthday.

With so much on my family’s plate over the last year, it was comforting that insurance hasn’t been one of our worries. At Southwest, we’re blessed. We’re blessed with meaningful benefits and the space to create meaningful relationships with each other. After being on the brink of death, I now know the secret to life: live each day with no regrets, don’t stress, tell the people around you that you love them, and be present. After all … life is a gift.

Graduated from my wound care facility.

Second Quarter 2022

Chicago’s 100th Honor Flight Celebration By Sr Community Outreach Specialist Lori Skinner

Since 2009, Southwest has been the official airline of the Honor Flight Network, proudly honoring those who have given us the freedom to fly. We take pride in supporting our military and through this partnership, we provide complimentary round trip travel that brings military heroes to Washington, D.C, to visit and reflect at their memorials. What began as a way to celebrate World War II (WWII) veterans has since grown to reach veterans of other wars as well. Honor Flight has flown more than 250,000 heroes—at no cost—to see the memorials, including those for WWII, the Korean War, and the Vietnam War. These trips are also a way to say “Welcome home” to our heroes! A welcome home they may have never received during their time of service. Every year, Southwest works with Honor Flight’s network of 128 local chapters, or hubs, across the country to make these life-changing trips possible. The network, as a whole, serves more than 22,000 veterans each year. In April, we celebrated a milestone event with Honor Flight Chicago! The local hub’s mission is to Honor, Thank, and Inspire by building awareness and appreciation of the debt of gratitude America owes its veterans for their service and sacrifice for our nation. This special flight marked Honor Flight Chicago’s 100th flight—a celebratory milestone for both the hub and us as every one of those flights has been on Southwest. While the day started early, there was no shortage of smiles and celebration as the 117 veterans prepared to take flight. The group, which consisted of three WWII, 11 Korean War, and 103 Vietnam War veterans, were given a hero’s sendoff by our Chicago Employees. This included being greeted by the local Honor Guard, listening to a concert of patriotic songs by a local Chicago artist, and of course— checking out Freedom One!

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Many of our Employees, including some fellow veterans, had the chance to join in on the fun and talk with those traveling. Thanks to the MDW Employees who put their Hearts in Action for this cause, Southwest gifted everyone traveling on the flight a Heart pin as a token of our appreciation. The celebration didn’t end once our veterans arrived in D.C. After a full day of tours, Honor Flight Chicago boarded Freedom One again to head back home where a huge welcome party awaited them.

Watch Maggie and Doug’s Honor Flight Experience.

Honor Flight knows that the wounds of war, whether flesh or soul, aren’t easily healed, but honoring the bravery, courage, and sacrifice of our veterans is a worthy place to start. Our gratitude for the military also extends to the communities we serve, and it’s an honor to celebrate the mission of Honor Flight.

How can you help?

We know Southwest Employees enjoy supporting our military and there’s an easy way you can recognize these selfless heroes. Southwest Employees can continue volunteering their time with Honor Flight by sending notes of gratitude to veterans that share your appreciation for their service. Our Honor Flight partners then share these notes with veterans during “mail call” on their trips.

Maggie’s Experience

Something else that made this flight even more special? MDW Flight Attendant Maggie Stetina was onboard, serving as a guardian to her father—a Vietnam Veteran— and was able to experience the Honor Flight trip firsthand! “Upon walking into the Chicago airport baggage area shortly after 4:00 a.m. on April 13, I was greeted with 100s of masked smiling faces of true American Heroes—our veterans from WWII, Korea, and Vietnam. I was truly blessed with the opportunity to accompany my dad, Doug Stetina, on his Honor Flight. My dad enlisted in the Army during Vietnam and was stationed in France. He was proud to serve our Country and equally as proud to be a very active member of his American Legion. The day started out early and we were met almost immediately with the first of many ‘greats’ of the day—Southwest’s beautiful Freedom One sat at our gate ready to take these men and women on their day! We spent the day visiting the WWI memorial, Lincoln Memorial, and Korean and Vietnam War sites. It was a powerful day full of memories, and for the first time my dad shared some stories of his time during Vietnam. Upon returning to Dulles, we were again met with Freedom One as our ride. And wow, what it had to take to make that possible to get the aircraft to and from. Thank you to those who helped make that happen!

Notes for distribution can be sent to: Honor Flight: Attn: Bobbie Bradley 52666 Buckhorn Road Three Rivers, MI 49093

Arriving back in Midway was nothing short of amazing as my dad and all the veterans received one heck of a welcome home, the first welcome home for most of the Vietnam Veterans. As a 15-year Southwest Employee and the incredibly proud daughter of an Army veteran, I cannot tell you how amazing this day has been for me to spend with my dad as part of Honor Flight Chicago’s 100th flight.

And don’t forget that writing a note counts as volunteerism! Put your Heart in Action by logging your volunteer hours in MyGiving, and earning Tickets for Time for the organization and SWAG Points for yourself.

To see all of the men and women who so bravely served in our military get the honor and recognition they deserve, it was truly heartwarming ... an absolute honor.”

Whether in the air or on the ground, we believe community is more than a place—it’s at the Heart of what brings us together.

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Employees Serve Animals across the Country By Communications & Outreach Intern Julia Benda

Community is more than a place—it’s at the Heart of what brings us together. Southwest Airlines Employees create community by volunteering their time, talent, and Heart in all they do. One of the groups devoting their personal passions to champion a cause they care about is the Southwest Animal Transportation Team (SWATT). SWATT is a Team of Southwest Employees, otherwise known as Southwest Flight Angels, who volunteer their time to transport animals in rescue shelters to locations across the United States in order to find their forever home. Members of SWATT utilize their Employee travel privileges to make the magic happen!

Five Years of Rescues

SWATT is passionate about helping small dogs and cats in need and their mission is to rescue animals, one flight at a time. The group collaborates with rescue organizations, shelters, and sanctuaries as well as Delta Animal Rescue Transports (DART) to find animals in need. Volunteers then travel with the animals to reach a safe place. The words, “Transport Complete,” along with photos of smiling Employees, dogs, and cats are plastered all across the SWATT Rescue Facebook page. The page, which celebrates the completion of transporting animals once in danger to a new home, demonstrates the positive impact of SWATT’s efforts with over 1,050 animals rescued and transported since the organization’s inception in September 2017. The rescue transportation system is all thanks to two Southwest Flight Attendants and SWATT co-founders, Elaine Brown and Erica Plowman. With a huge desire to put their Hearts in action, their mission is to help animals in need! Over the past five years, Elaine and Erica watched the growth of SWATT and continue to advocate for its expansion, with now over 3,500 Southwest Flight Angels, consisting of Retirees and current Employees across all departments, supporting the rescue mission.

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“Our Flight Angels are Employees from all different departments and workgroups. They’re not just Flight Attendants. Some of the Angels might only have two days off a week and they’re volunteering on their own time or they’re Flight Attendants who choose to get back on a plane during their off days,” shared Erica. The process of transporting cats and small dogs involves several steps, starting first with a rescue organization filling out an application on swattrescue.com. Once approved, the SWA Flight Angels Facebook page (their volunteer page) receives a message transport request. Next, Elaine and Erica work together to coordinate with Flight Angels to transport the animals to an adopter or into foster care. Erica and Elaine try to give Flight Angels as many details as possible about the animal transport. Anything from special needs to the animal’s previous situation, the pair does their best to explain anything that could make the transport as smooth as possible. The process of transporting an animal from start to finish can sometimes last 16 hours or longer for the volunteering

Flight Angel. Though the process is sometimes lengthy, the Southwest Heart and the passion for volunteering shines through every time. “Our Flight Angels have a Servant’s Heart and Warrior Spirit to endure long days to make these beautiful acts of kindness happen. And they do it with a Fun-LUVing Attitude,” said Elaine. The SWATT founders say their favorite part is watching the process unfold from start to finish and knowing that the animals are either adopted or will soon be welcomed into a safe home. Beyond the daily work of scheduling and ensuring the animals have a Flight Angel, Erica and Elaine see the progress the rescues make over time when adopted families send updates on the animals, which are then chronicled on SWATT’s Facebook and Instagram accounts. “Every rescue has a story. If it wasn’t for our amazing volunteers, we wouldn’t be able to help save so many. We play an important role in saving the life of a rescued animal,” said Elaine.

Tickets for Time

SWATT’s already transported more than 110 animals in 2022 and recently hosted an Acts of Kindness event at Best Friends Animal Sanctuary where members of the Team volunteered, which reenergized in their mission to help animals in need. Additionally, due to Southwest’s Tickets for Time program, when SWATT admins log in the Flight Angels’ volunteer hours within MyGiving, round trip tickets are earned to support the nonprofit rescues, shelters, and sanctuaries in which they partner and serve. When Employees volunteer for 501c3 nonprofits or schools and record their volunteerism, organizations are eligible for free round trip travel. For every 40 hours volunteered, the organization receives one ticket, up to six in a calendar year. In 2021, SWATT volunteers earned 89 round trip tickets for 38 nonprofit rescue organizations through the Tickets for Time program. To learn more about how you can become a Flight Angel and help rescue animals, follow @SWATT Rescue on Facebook and Instagram.

At Southwest Airlines, our People create community wherever they are by volunteering their time, talent, and Heart. Enter your volunteer time in the volunteer system so the organization is eligible for complimentary round trip ticket(s) through our Tickets for Time program. Visit SWALife >Life & Career >Employee Giving & Support >Volunteerism & Giving and launch MyGiving to record your hours.

Employees helping Employees

Southwest Airlines Employees often show their volunteerism spirit and Servant’s Heart. Earlier this year, Community Outreach Specialist Casey Menchaca and Flight Attendant Karsyn Scherer demonstrated some of the ways they put their Heart in action through Teamwork to help stray kittens in need. In early January, Karsyn noticed two stray cats outside of her home and posted on the SWACulture Facebook page about helping the animals. Karsyn wanted to provide the cats with a good forever home and even took the animals in for a short period to provide them with food and shelter from the cold. Casey, familiar with the large stray cat population in Karsyn’s neighborhood, saw the Facebook post and knew she could help! Casey reached out and connected Karsyn with a nonprofit organization called Nat’s Cats TNR and Rescue (TNR stands for trap, neuter, and release). What makes this connection even better? A former Southwest Employee, who runs Nat’s Cats TNR and Rescue organization, quickly jumped in to rescue the stray cats and provide them the treatment they needed. From there, the cats were adopted into a loving home by a Southwest Pilot, all within a few days of Karsyn asking her Cohearts for help on Facebook! “It was reassuring to know that the cats were in good hands every step of the way,” Karsyn said. “Working together, whether it’s virtually or in person, with a spirit of caring and doing things with Heart was how we accomplished this!” shared Casey. What a great example of one of the many ways SWACulture Facebook and Teamwork positively impact local communities!

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Collaborate

Stop

Listen

An Update on Southwest’s Internal Collaboration Tools By Sr. Director Communication Services Lisa Goode

The roll out of the new SWALife in May 2021 wasn’t just the launch of a new Company news website but the result of years of work conducted by Teams from every department within the Company. While the new SWALife is more familiar to us now, your Digital Workplace Program (DWP) Team continues the work of evolving how we all collaborate and communicate, with enhancements and updates! Where we started The journey toward a new SWALife started more than four years ago and required a great deal of preparation. For those of you who were at Southwest when this digital workplace journey began, there were changes that many might not realize in preparation for SWALife. The first step was to migrate all Company desktops, laptops, and tablets to Windows 10. This upgraded operating system was the framework required to support Southwest’s takeoff to the Microsoft 365 cloud. It also required Southwest to migrate the profiles of all user accounts to the cloud in 2018 and then follow-up by migrating all the inboxes to Exchange Online throughout that year and into 2019. While rollout of our new SWALife was mapped out to follow in 2020, like many plans, COVID-19 had other ideas. And, while Microsoft Teams and the entire O365 Suite of tools was always part of this plan, the onset of the pandemic was the launchpad for Microsoft Teams to be installed and licensed for users across the Company much earlier than envisioned. Today, we have more than 75,000 users (about the seating capacity of the Los Angeles Memorial Coliseum) licensed with tens of thousands of Employees and Contractors using it daily for meetings, calls, chats, and collaboration. SharePoint Online and other collaboration tools also launched early to replace existing costly tech tools and allow users to collaborate more efficiently. All were geared to help Southwest pivot quickly during uncertain times. Where we are While some Teams had already been offering targeted podcasts, Southwest embraced an enterprise approach in mid-2020, with the introduction of Southwest Podcasts on SharePoint. This provides an auditory-only experience that allows Employees to hear from Leaders and Fellow Employees on key topics and stories in a more informal, relatable format. When you visit the site, tune in to content like “Day in the Life,” Hospitality features, Leader Perspectives, Operational Insights, and Business updates. They were just given a new enterprise platform, which is in the process of being reviewed and improved for a better user experience. If you have not done so already, grab your headphones and listen to a few episodes!

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The roll out of SWALife also introduced Yammer, which gives Employees an enterprise social platform to not only comment on Company news, but also ask questions, explore communities of interest, find and share knowledge, and connect with Senior Leaders. If you have not tried it, go to www.yammer.com or download the Yammer app from your preferred app store and log in with your Southwest credentials! After a couple of years, these tools put us where we needed to be for the official introduction of our new SWALife, which is now a year old. With a fresh look, intuitive navigation, and functional search, SWALife moved the needle where it was most needed. Since launch, feedback from Employees continues to be instrumental in guiding many enhancements, which include a display of frequently visited/ followed sites, a list of the top news posts relevant to each Employee, and quick retrieval of files you recently accessed. Additionally, there is now a Heart logo at the top banner bar of all Office tools, which allows easy navigation to the SWALife home page from wherever you are in the Office Tools. Along the way, your Digital Workplace Program Team depended on beta groups and a Champions Network to test out the various tools well before they were launched. As launch users, the President’s Council and our Executive Assistants provided feedback and performed troubleshooting, all to ensure the best experience possible for Employees. Where we are going While other upcoming changes might not be as “big” in terms of change, your Digital Workplace Program Team is constantly at work to provide upgrades, enhancements, and new functionality to our digital workplace bag of tricks as well as training on all things related to digital workplace tools. The Team would love to hear any digital workplace question you may have, so be sure to ask them in the Digital Workplace Help Yammer community. Additionally, if you want to learn more on your own about digital workplace tools, check out the Microsoft 365 Help Center for FAQs, job aids, and tips and tricks for mastering our collaboration and communication tools. As Microsoft provides new releases, the Team continues updating the environment with new features that meet business needs, are a good fit for Southwest Airlines, and allow Employees to continue working and collaborating smarter and more efficiently. Separate from the Digital Workplace project, but critical to keeping Southwest cyber safe, we continue to sync with our partners in cybersecurity as they tackle the migration of many applications into the Single Sign-On (SSO) environment—a move that helps pain points of multiple logins. SSO also improves Security and enhances the user experience and productivity, eliminating the need for logging in every time the user pulls up impacted applications. This is all part of a much larger cybersecurity focus over the next three years, as they launch a huge initiative of 19 projects in five different buckets of work, to improve our cybersecurity. You’ll find more details on that project on page 36 in this issue of LUVLines.

It’s Yammer Time—Let’s Get Social! Southwest Airlines Employees enjoy connecting with each other virtually in a Fun-LUVing way as an extension of our exceptional Culture. Yammer, one of the apps in the Microsoft 365 suite, provides a unique opportunity to connect and engage with your Southwest Cohearts on a variety of topics. In fact, our very own Bob Jordan is sharing his weekly Bob’s Briefing video message on Yammer and highlighting Employees around the system each week. Click on his profile and “follow” him to ensure you do not miss a thing! Getting started on Yammer is as easy as going to Yammer.com or downloading the Yammer mobile app from your preferred app store and logging in with your Southwest credentials. Please take a moment to review Southwest’s Social Media Policy and Employee Guidelines for Internal Collaboration Tools before getting started. As you explore the Yammer platform, here are some tips and tricks for making the most out of your experience:

Home feed Explore content from communities you are a member of and public communities that may interest you in the Home Feed.

Communities All Employees are members of the All-Company community and you can choose to join other communities that interest you.

Engagement Comment on, Like, or Share content that interests you. When commenting be respectful, adhere to Southwest’s Social Media Policy and Employee Guidelines for Internal Collaboration Tools referenced above and follow our Company Values.

Notification Settings In the Yammer platform, go to your Settings to update your Notification Settings to ensure you are getting the right level of push notifications with updates from Communities and People you follow. Second Quarter 2022

Connecting People to Hope & Life By Director Cargo Strategy Implementation Michelle Williams

Our LAX Cargo Supervisor received a call from JoAnn, a Director at MNX Global Logistics, advising she needed transportation of an urgent, life-critical shipment of a human lung for transplant. JoAnn shared that Southwest had the only commercial flight available to get this shipment where it needed to be ontime. However, we had less than 40 minutes—already less than the standard 60-minute cutoff time—from the time the courier could arrive at the airport until the time the flight departed. Knowing that minutes matter with life-critical shipments, our Supervisor assured JoAnn that a Cargo Agent would meet the MNX courier in the Cargo parking lot to expedite the handling of this shipment. Upon arrival, we’d immediately process the air waybill (AWB), perform Safety and Security protocols, and arrange for the Freight Runner to quickly transport this shipment to the gate. NOC Command Center Manager Mike Sand, would monitor the transportation of this life-critical shipment on the High Visibility Shipments Dashboard in the NOC. By doing so, he’d ensure the shipment would be loaded on its scheduled flight and available in its destination for transfer to the Medical Team. This shipment, like all our Cargo, was more than a box; however, this box contained both sacrifice and hope: sacrifice from a family who lost a loved one and hope of a family with a relative who had spent months waiting on the national transplant list for a match.

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The United Network for Organ Sharing (UNOS) regulates the transportation of human organs. UNOS is a 24-hour/365-day-a-year organization that matches donors to those on the national transplant list. According to organdonor.gov, more than 106,000 men, women, and children are on the national transplant list and 17 people die each day waiting for an organ. In 2021, doctors performed more than 41,000 transplants. Each organ has a unique time window from donor to recipient. A kidney has approximately 36 hours from procurement to transplantation whereas the heart and lungs have six hours from procurement to transplantation. This is where Southwest comes in with our vast network, Relentlessly Reliable service, and consistent Hospitality of our People throughout our operation connecting us with Customers like MNX who depend on our services. Southwest regularly transports life-critical shipments throughout our network using our Next Flight Guaranteed (NFG) product, and in 2021, we transported more than 1,000 human organs for transplant. Thank you to our Southwest Family for playing a part in connecting People to hope and life. Visit www.organdonor.gov to learn more about organ donation, or to sign up to be an organ donor.

ASKALEADER

Elizabeth Bryant Senior Vice President People, Learning, & Development

Elizabeth joined Southwest Airlines in 1997 as a New Hire Facilitator in the People Department and served in various Leadership roles within the learning space since then. During her time at Southwest, she’s led many initiatives including Performance Management, SAP implementation, and the AirTran Integration. Today, Elizabeth provides Executive Leadership for our People, SWA U, Talent & Leadership Development, and Total Rewards Departments.

What’s your role in supporting our hiring, training, and retention efforts?

Earlier this year, we brought our People and Learning functions together to align our People-related areas—how we hire, onboard, train, develop, and retain—throughout an Employee’s Southwest journey. It’s a holistic, organizational change to care for and inspire our People to live and work well. We recognize that the past few years haven’t been easy for our People and we want to simplify things for them where we can. Taking care of our People and our business shouldn’t be complicated. We’re seeking efficiencies and evolving our functions to support the Company’s strategic priorities. It’s not just how Employees show up for work but how we support them as a Company to be their authentic selves and achieve their fullest potential.

Who inspires you?

Leaders like Herb and Colleen inspire me. “Power should be reserved for weightlifting and boats…” is one of my favorite quotes from Herb. Servant Leadership makes Southwest different. It ensures that we keep a focus on why we’re here, which is to care for each other. If we care for each other, then we can better care for our Customers. I also admire Colleen’s instrumental force—her unwavering commitment to our People and internal Hospitality. She set high expectations and held others accountable. You don’t need a Leadership role to take on Leadership.

What does it mean to you to Live and Work The Southwest Way?

We’re emerging from the largest crisis in our Company’s history. The Southwest Way provides clarity and reminds us of who we are and what we stand for. It’s a fundamental guide of expectations when we walk through the door—how I show up, how we work with one another, and how Southwest Employees win together. We talk about it, we hire to it, we train for it, and we promote our People with The Southwest Way in mind. As Employees, it’s our responsibility to live and work The Southwest Way. It’s simple. Treat each other with kindness, recognize that everyone is doing their best (and it won’t always be perfect), and balance both truth and grace. Our future depends on it.

What excites you most about for the future of Southwest Airlines?

Emerging from the pandemic with a solid plan, business strategy, financial acumen, and our People energized to tackle the next 50 years ahead. My keen focus is clarity in how we’re hiring and retaining our People. I enjoy walking around our Corporate Campus and saying hello to Employees in the halls, talking with classes at TOPS (where we’re training more than 1,000 students any given week), and visiting stations throughout the system to hear directly from our Frontline Employees. An ordinary moment for one person can be an extraordinary moment for someone else. It’s the little things like making eye contact, greeting someone, and open communication that show our Southwest Heart. For us to thrive, we must get out of ourselves, be intentional, and assume positive intent. My desire is for Southwest Airlines to be the place where our People can develop themselves both personally and professionally, reach their fullest potential, and achieve their career goals.

Second Quarter 2022

Expanding our Heart in Denver: Behind the Scenes of the DEN Hangar Opening By Vice President Maintenance Ops Kurt Kinder

In March, Southwest’s Technical Operations Department expanded its Heart in Denver with a brand new, 130,000 square foot aircraft maintenance hangar! As you might imagine, opening a facility of this magnitude is no small task. It’s actually one of the first facility projects at Denver International Airport (DEN) in the last 25 years not owned by the airport; rather, it’s a privately owned Southwest Airlines building on land leased from the airport. As the first hangar constructed in the city and county of Denver in decades, this project offered the opportunity for all involved to learn together.

Second Quarter 2022

Keeping the project alive and spending construction funds wisely became crucial during uncertain times with Customer demand in constant fluctuation. While we paused most Southwest projects over the past two years, construction of the Denver hangar continued—a testament to the significance of this facility for our future network needs. Still, construction substantially slowed and budgets were impacted when the COVID-19 pandemic hit (which happened around eight months after the project began in July 2019). We implemented new health and wellness protocols onsite as the Team navigated evolving CDC guidelines, and supply chain issues affected materials ordered too. Our Teams navigated these challenges while still attempting to achieve project goals. Keeping the project alive and spending construction funds wisely became crucial during uncertain times with Customer demand in constant fluctuation. All of the hardworking Teams—from Southwest Employees to our contractor and vendors—put their heads together to solve the issues at hand. With some perseverance, we completed the project in November 2021—11 months after the originally planned completion date.

After a design change midway through the project, more than 100 inspections, and daily Safety meetings and checklists, we completed the hangar! In the last few months, Maintenance Operations, Planning, Supply Chain, and our Recruitment Teams prepared the facility and our operation for the introduction of a new hangar into the Southwest system. This location is our first Remain Overnight (RON) Hangar, which means we can accomplish maintenance checks overnight or in a shorter span of time than the type of maintenance that takes place at our other hangars. Because of its location and the exponential growth of our flight schedule out of Denver, the new hangar serves an important role in maintaining the Safety and Reliability of our Southwest fleet while keeping our Customers moving! We hope to begin scheduled maintenance in the middle part of this year. Thank you to the Employees and vendors who worked tirelessly to bring this project to life!

FAST FACTS This hangar is planned as the new primary station to conduct

up to

24’

The facility incorporates an environmentally friendly biodegradable fire suppression foam system. The foam can fill the hangar

Make Ready Checks

in just 3 minutes

on Southwest’s newest MAX aircraft deliveries

Approximately

500

construction jobs

DEN

The facility is environmentally friendly as it's LEED (Leadership in Energy and Environmental Design) certified. Items that contribute to this certification include:

electric vehicle charging stations Auto on/off/dimming LED lighting throughout the facility

MDW

PHX

created for the build

The footprint of the hangar area allows for to up to

Hangar Locations ATL DAL HOU

aircraft

(three inside the hangar and eight outside in parking spots) water MCO

power

& air

are available at each parking spot

Currently there’s more than 100 Tech Ops Employees at DEN, and once fully staffed, the hangar can support approximately

250

Tech Ops Employees

which includes AMTs, Inspectors, Appearance Techs, Plant Maintenance Technicians, Material Stores, Training, Aircraft Records Specialists, and Administrative Support personnel 2 0 re tauQ dno ceS

Choosing to Deliver

By Sr Manager Hospitality Julie Boston-McGrath

For over 51 years, our People have been the key differentiator between Southwest and our competitors; it’s no secret that they’re the best in the Hospitality industry. Because of our amazing Employees, the bar is set high in terms of how our Customers and our Cohearts expect to be treated. The old saying of “just showing up is half the battle” comes to mind, given the nuances the pandemic created the past two years. But think about how important it is for us to choose how we show up, regardless of the environment. Our Customers tell us that they choose Southwest because of our People, their ability to show empathy, engage in personal conversations, and that they’re empowered to color outside of the lines— all behaviors of Employees who perform their duties with excellence. Our People choose these behaviors because of the pride, humility, and integrity for which we hired them. In addition to our Customers commending our People, we recognize each other as well. Sending a Kick Tail, submitting a LUV Report, posting kudos on social media, or simply a verbal “thank you,” are just a few ways to show appreciation. The Golden Rule is a principle we frequently reference, as it easily resonates throughout both our work and personal lives. Oftentimes being courageous is tough, but being intentional about how we choose to show up is a battle worth fighting. We may not always be able to bring our “A-game,” but leaning on each other during challenging times promotes Teamwork, and in the end, contributes to how we succeed at Southwest! Although many variables exist outside our control, the one thing we can control is how we treat each other, and our Customers. Put simply, don’t be a jerk! Thank you for ensuring everyone you encounter feels welcomed, cared for, and appreciated.

Second Quarter 2022

During our recent President’s Council meeting, we asked members to write down how they choose to show up to work and make a difference. Here’s what they shared:

Ready to work hard and give my all to the operation and our Customers. Do the best job I can do every day and try to make someone’s day, every day. Servant Leadership—take the time to know my People and their jobs. Find out how to help them both personally and professionally. Care about my People and take time to engage them. Be a Team Player—some days that’s being the coach and undergirding the Team. Some days that’s being the umpire and ref and giving directions. Other days, it’s jumping in and getting dirty, right in the middle of the struggle, encouraging your fellow Teammate and all winning at the end of the day, or not. Getting up the next day and doing it all again. Hospitality! Treat my last call of the day the same as my first with the same energy, patience, and Hospitality.

Greet my Cohearts with a smile and try to engage and entertain our Customers during each flight I work.

I give a greeting, brief my Agents, and always start or end with a hug or a smile to my Southwest and MCO Station peeps.

Work hard but have fun doing it! Sense of humor is a must. If we aren’t laughing, we aren’t Southwest.

Lead by example. Be kind, loving, understanding, and strive to listen with an open Heart; work hard, play harder. Lead by example; be visible. Actions speak louder than words. Ready to give to my Cohearts, to my Customers, and to myself. You only get out what you put in.

Ready to give my best—mine starts with a positive mental state. Every day is an opportunity to help someone, show up, and care. Maintain and restore the Culture by being the Culture every day.

Second Quarter 2022

Exciting Improvements Coming from Technology & Cybersecurity By The Cybersecurity Program Team

Just like you must protect your personal devices or email inboxes from threats like phishing, theft, and ransomware, Southwest must guard its data at an enterprise level as well. Through cybersecurity, we all play a role in ensuring that data is not accessed by criminals and that critical operations of our airline are not disrupted. Chief Information Security Officer (CISO) Jim Dayton said, “As threat actors seek ways to steal from individuals and companies worldwide, Southwest has taken a stance to proactively strengthen the business, its People, and its Customers. By fortifying our Security posture, we will strengthen the digital workplace tools.”

Through cybersecurity, we all play a role in ensuring that data is not accessed by criminals and that critical operations of our airline are not disrupted.

Southwest has begun a multi-year initiative that targets a variety of cybersecurity projects alongside technology priorities. Here are just a few of the projects in 2022: • Single Sign On (SSO): Tired of logging in multiple times in order to access Southwest applications? In 2021, SSO was the first major activity in this large initiative. This effort streamlined and expedited login capabilities for Employees as they use apps such as Dash, Employee Services, WorkPerks, Customer 360, and QuickBase. As of May 2022, SSO has been implemented on over 76 applications across Southwest with more on the way. Upcoming migrations include My Career and Referrals, Crew CSS Client, IMS/OMS, VRU (all apps to support Crew Scheduling, Open Time Alerts, and Crew Member Check-In), Cyber Grants, and My Boeing Fleet. • Multi-factor Authentication (MFA): MFA provides layered Security to devices and applications across Southwest. This transition to MFA requires a registration and adoption process, but do not worry. There will be examples and tutorials to make the process as easy as possible. • Privileged Access: The Cybersecurity Team reviews and applies least privilege to various accounts as needed—mainly administrator accounts—while streamlining the process to r equest elevated access. As Cybersecurity, Infrastructure, and various Technology Teams plan and implement these projects over the next several years, we appreciate your adaptability and support. These new processes, applications, and changes not only keep Southwest data safer, but many of the projects equip Employees to do their jobs more efficiently and securely. As each project rolls out, the designated project Teams will reach out to impacted Teams, Cohearts, or workgroups with timely communication and support. For the latest information or for questions, we encourage you to visit our Top Technology Initiatives SWALife page. Thank you for helping build a stronger, safer Southwest Airlines.

Second Quarter 2022

Tell me more! Multi-factor Authentication: MFA is an authentication method that requires additional validation to grant access. MFA is when you use an additional factor as part of authentication. These could include: something you know (e.g. password), something you have (e.g. physical USB key), or something you are (e.g. fingerprint). By implementing MFA Companywide, we can better protect ourselves against various cybersecurity attacks.

Least Privileged Access (LPA): A user has privileged access if their set of access and abilities exceeds that which is required by a standard user. Least privileged access ensures users only have the level of access required to do their jobs. Implementing LPA is important as this protects users and Southwest from criminals gaining unauthorized account access from a Coheart and being able to wreak havoc and damage in our networks with this escalated access.

Second Quarter 2022

SAFETY&SECURITY

HAZMAT ... What’s That? By Sr Safety Promotions Specialist, Safety & Security Caroline Llewellyn

Hazardous Materials Program Lead Todd Hargrove and Sr Hazardous Materials Specialist Brenda Gindt O’Brien are the subject matter experts when it comes to Hazardous Materials (HAZMAT) policies, procedures, and programs. They ensure that Southwest Airlines complies with domestic, international, and federal aviation regulations. Todd and Brenda work with many of our Operational Departments such as Ground Operations, Technical Operations, Flight Operations, Inflight Operations, and Cargo, as well as our Marketing, Technology, Customer Relations, and General Counsel Departments. The HAZMAT Team is also involved in the development and approval of training courses with Southwest Airlines University (SWA U) so that Employees understand HAZMAT policies and how they apply to their roles, responsibilities, and more.

Second Quarter 2022

When it comes to cargo, we get ship done! Southwest accepts and transports fully regulated HAZMAT as cargo, which makes us a “will carry” carrier. With the Federal Aviation Administration’s (FAA) approval, Southwest can transport HAZMAT/Company Materials (COMAT) such as aircraft batteries, evacuation slides, and fire extinguishers to name a few. Being able to transport these items ensures timely maintenance of our fleet. As for revenue cargo, Southwest currently accepts Class 7 Radiopharmaceuticals at our STL Cargo location. Our handling of HAZMAT keeps our Employees, Customers, and equipment safe and secure. For more information on HAZMAT, visit the Safety & Security Hazardous Materials SWALife Page, the Safe Transportation of Regulated Materials (STORM) Manual, or contact SafetySecurityHazmat-DG@wnco.com. ✈

Keeping our Employees and Customers informed on HAZMAT restrictions is an around-the-clock job. Did you know that when you make a reservation and check in for your flight you acknowledge that you understand the HAZMAT restrictions on what you can carry in your checked and carryon baggage? As you prepare for a trip, be aware of prohibited HAZMAT items, and which items receive an exception for transport such as lithium batteries. Lithium batteries are found in medical devices, e-cigarettes/vaping devices, cell phones, tablets, laptops, tools, power banks, mobility aids, and power-bank chargers. When not protected from short-circuit or handled improperly, batteries can cause a thermal runaway, resulting in extreme heat, smoke, or fire.

“Keeping our Employees and Customers informed on HAZMAT restrictions is an around-the-clock job.”

Forbidden HAZMAT

As a general rule, airline passengers cannot carry hazardous materials in checked baggage or into the aircraft cabin as carryon baggage. The items shown here are just a partial list of the most common hazardous materials and whether they are permitted. TSA security rules further limit most liquids, gels, and aerosols in carryon baggage to 3.4-ounce containers. This does not affect purchases made beyond the passenger screening checkpoint.

Explosives and fireworks including black powder, firecrackers, poppers, sparklers, bottle rockets, flares, and other explosives.

SAFETY&SECURITY

Pack smart right from the start!

Compressed, ﬂammable, or toxic gases including oxygen, butane, propane, and scuba tanks.

Aerosols including spray starch, Static Guard, spray paint, WD40, and cooking spray.

Flammable liquids including fuel/gasoline, lighter ﬂuid, solvents, and some paints and adhesives.

Corrosives and oxidizers including drain cleaners, paint strippers, pool

Visit Southwest.com for more information.

chemicals, strong bleaches, and car batteries.

Poisons (toxics) and infectious substances including some pesticides/herbicides; specimens known to be infectious/pathogenic.

Radioactive materials including radioisotopes, equipment, and

contaminated materials. Radioactive medicines injected/ingested/implanted in passengers are allowed.

Acceptable HAZMAT Medicinal and toilet articles that are hazardous materials

including aerosols (if nozzles are protected), hairsprays, perfumes, nail polish and remover, inhalers, antiseptics, insect repellents, etc. No more than 17 ﬂ. oz. per container and 68 ﬂ. oz. total per person.

One book of matches or a common lighter in carryon or on your person. Torch or plasma lighters are forbidden.

Battery-powered wheelchairs and mobility devices when properly prepared and battery size permitting.

Dry ice in vented packages up to 5.5 lbs per passenger when used to pack perishables.

Batteries in portable electronic devices (laptops, cell phones, cameras, etc.). Spare batteries must be securely packed with the terminals protected. Spare lithium batteries and electronic cigarettes are forbidden in checked baggage.

Alcoholic beverages in unopened retail packaging, 70% alcohol by volume (140-proof) or below.

Small arms ammunition securely boxed; in checked baggage only.

Second u Q arter 20

AROUNDOURSYSTEM

Culture Around Our System Southwest’s Culture sets us apart from other airlines—heck, from other companies in general. When we invest in each other, we also reinforce the foundation for Southwest’s future. Keep spreading our Culture of LUV!

Our Now Onboarding program, and the red carpet welcome, returned in person at TOPS earlier this year! Employees give their newest Cohearts a warm welcome to the Southwest Family every Monday in Dallas.

Employees from across the system jumped into the fun of Southwest Rallies while reconnecting with Cohearts at events in Atlanta, Las Vegas, and Dallas.

Second Quarter 2022

Employees shared the LUV with Customers and Cohearts on Valentine’s Day.

AROUNDOURSYSTEM Howdy from Myrtle Beach! MYR celebrated Southwest’s Texas roots with western wear and Dr Pepper floats.

Team SAN threw quite the Pi Day celebration … by throwing pies at their Leaders!

Team MCO felt lucky on St. Patrick’s Day.

MSY Employees let the good times roll during a Mardi Gras airport parade.

The LAS Provo Team put their Hearts in Action by delivering gift baskets to Fellow Employees in Bozeman!

A mega milestone! Team AUS celebrated their station growing to more than 100 daily flights.

Second Quarter 2022

Congratulations to our 2022 Recipients! The President’s Award is one of the highest individual honors at Southwest and recognizes Cohearts who consistently demonstrate our Company Values.

2022 President’s Award Recipients Airport Affairs Hollye Gaman, HDQ

Flight Operations Elizabeth Arduim, OAK Carlton Bailey, HDQ

Tho Hai Quach, DEN Ingemar Quesada, MCO Shantal Richards, LGA

Maggie Teeples, HOU Graham Vandergrift, HDQ Kokila Vani Olaganathan, OAK

Business Transformation Christopher Parks, HDQ

Peter Boronkay, DAL Nicole Branch, ATL Lisa Brown, HDQ Len Cabot, DEN Dan Dionne, LAS Colin Fite, DAL Philip Ghyzel, ATL Mike Hawkes, MCO Jim Kilsheimer, HDQ Paul Murphy, PHX Colin Scantlebury, MDW Chad Slowik, MCO Sean Smith, HOU Aaron Turner, LAX Bradley Wardlaw, OAK Dave Zak, MCO

Christina Robles, LGB Lori Schatz, MDW Amanda Schlager, TPA Jennifer Smith, STL Nuru Smith, MDW Marcus Sotelo, LAX Laura Sullivan, BNA Terrence Tebo, BWI Danielle Vaudrin, PHX Michael Walicke, MCO Cynthia Wilcox, TUL Bruce Williams, DEN Thomas Williams, HDQ

Julie West, DAL

Cargo & Charters Cindy Buffkin, HDQ Mike Davis, LAS Sean Reynolds, MSY Glen Smith, MDW Alo Suliafu, ONT Communications & Outreach Brian Parrish, HDQ Culture & Engagement Richard West, HDQ Customer Experience & Customer Relations Jeni Anderson, HDQ Shannon Mainard, HDQ Mack Means, HDQ Customer Support & Services Shawn Aalona, PC Jeff Banks, HDQ Ed Boerner, OC Anna Hendricks, HC Krystal Kolstad, PC Adrian Lopez, CC Rekka Melby, HDQ Roz Nelson, HDQ Jose Urbina, SC Sara Willis, GC Facilities Javier Gutierrez, LAS Finance Tim Childress, HDQ Emily Forristel, HDQ Financial Planning & Analysis Martin Prichard, HDQ

Governmental Affairs Amanda Hoff, WDC Ground Operations Kelly Alessi, HOU Cynthia Bialek, AUS Julian Cannon, BNA Ryan Cope, HDQ Norma Cortez, ABQ Herbert Davis, MCO William Demerson, OAK Sherna Duque, HOU Charles Gaines, DAL Brian Garcia, BUR Yvette Garcia, AUS Shanda Glantz, LAX Duflaun Goodlow, ATL Christina Helbling, DAL Tammy Kemnitz Allen, HDQ Patricia Kramer, MDW David Kurtenbach, SAN Robert Lehr, HDQ Michael Moynihan, STL Carmita Navarro, KOA Ana Negrao, OAK Richard Puryear, LBB

Second Quarter 2022

Inflight Operations Lesley Bastian, BWI Joseph Bostic, ATL Genie Burnell, PHX Yolanda Castro Roque, MCO Ben Dansby, HDQ Mary Dinzik, HOU Stephany Eisenberg, LAX Janee Fairley, HDQ Mike Febo, ATL Jan Fleiner, DEN Noelle Garcia Jackson, LAX Price Goshien, DAL Lyda Grawn, LAS Christopher Hegarty, OAK Lindy Johnston, HDQ Liz McAfee, HDQ Debbie McDermott, HOU Gregory McKee, MDW Todd Mitchell, HDQ Joseph Moss, DEN Wanda Munroe, MCO Jan Nguyen, MDW Anthony Oatis, BWI Anthony Powell, LAS Roy Simmons, HOU Brendan Slattery, PHX Aaron Smith, OAK Bryan Smith, HDQ

Internal Audit Suzi Moerbe, HDQ Legal Vance Foster, HDQ Marketing Lynn Bruns, HDQ Mary O’Connor, HDQ Network Operations Control Carla Caisse, HDQ Sam Kravin, HDQ Zachary Peterman, HDQ Miguel Saldivar, HDQ James West, HDQ Network Planning Adam Bransford, HDQ Operations Performance & Design Kristen Johnson, HDQ People Santosh Cherukuri, HDQ Lisa Lee, HDQ Elaine Parham, HDQ Kelby Tansey, HDQ Jones Yen, HDQ Regulatory Programs & Compliance Lauren Goff, HDQ Revenue Management Rhea Pak, HDQ Safety & Security John Andrus, HDQ

Southwest Business Jennifer Roberts, HDQ Erica Stephens, HDQ Supply Chain Management Colin Gebhart, DMX Shane Thrasher, HDQ SWA University Raffie Johnson, HDQ Angie Sanders, HDQ Tanner Wulff, HDQ Technical Operations Aaron Acuna, PHX Carey Baker, DMX Josh Beavers, DMX Amy Cantrell, DMX Kevin Gales, HDQ Colleen Hermann, DMX David Jackson, DMX Daryl Janzen, DMX Charlotte Martin, DMX Steven Montgomery, DMX Nikki Sereika, DMX Theresa Solis, DMX Technology Andreina Arce, HDQ Stephen Berkowitz, HDQ Clark Brewer, HDQ Sean Phillips, HDQ Rhonda Rossman, HDQ Denise Simpson, HDQ Stephanie Smith, HDQ

Three of these Recipients were surprised with a Special Award at the President’s Award Celebration on May 11. Visit SWALife to find out who received the 2022 Heart & Soul Award, Chairman’s Award, and Southwest Way Award.

Congratulations to our 2022 Heroes of the Heart! Flight Operations: Bryce Bender Cristian Chaver Marshall Sanfilippo Conger Davina Conkling Shane Gruninger Ian Huxham Victoria Huxham Sonal Kavaiya Chris Krittenbrink Dae Lee

Jeremy Link Stephen Lovett Stacie Marshall Jadon Nash Brian O’keefe Christi Paget Aitor Lazo Sarrionandia Nikki Southard Mark Sutcliffe Kyle Vermillion

Inflight: Jody Berwick Andy Conrad Nyawira Gitonga Federico Jimenez Guerrero Katherine Hahn Aaron Jeffcoats Lindy Johnston Richard Marcotte Todd Mitchell Ann Oh

Matthew Salazar Patrick Scheirer Samantha Schomer Susan Shockley Taylor Vetter

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