Investing in our Future A Look Ahead We remain committed to prudent capital deployment and continued to strengthen our balance sheet in 2013.  Total debt declined even as we grew our fleet and network. We also increased our total available lines of credit  to $550 million. We believe deploying available cash to pay down debt and purchase aircraft enhances the  balance sheet and improves returns for our shareholders. Maintaining a strong balance sheet also gives us the flexibility to invest in the business. We plan to continue to  focus our investments on those areas of the business which align closely with our customer needs and with  the greatest opportunities to drive profitable growth.  The airline industry is more competitive than ever. The global marketplace is in a state of constant change and  the needs of our customers continue to evolve. We believe our strong brand and differentiated product will help  us continue to successfully compete in this dynamic environment. Our long-term financial goals are to improve our return on invested capital (ROIC) by one percentage point per  year on average by expanding margins and further strengthening the balance sheet. We believe these goals  are attainable. The key drivers of 2014 margin and ROIC expansion will be: In furtherance of these goals, our former Chief Commercial Officer, Robin Hayes, was promoted to President  effective January 1, 2014. We believe better alignment between our commercial and operational teams will  improve results. I am often asked what JetBlue might look like years from today. JetBlue is a company that was built on innovation.  It defines and differentiates us. We believe our mission to “inspire humanity” will continue to help shape our  strategies and serve our stakeholders well. We will continue to invest in innovation and work with our customers  to understand their changing needs. Evolving as our customers evolve is vital to our long-term success. On behalf of our 15,000 dedicated Crewmembers, thank you for your continued support. Most Sincerely, •  Cost Control: Our strong culture, point to point network and highly-engaged workforce allow us to achieve  industry-leading productivity metrics, an important driver of maintaining competitive costs. Over the long term,  we expect significant operating and cost efficiencies from our new A321 aircraft and the sharklet retrofit of  our A320 fleet beginning in 2015 will help us significantly reshape our cost dynamic and improve margin  performance. •  Revenue: We believe a maturing network, new product offerings such as Mint and Fly-Fi, along with ancillary  revenue initiatives will further improve our revenue performance.  •  Balance sheet: Since 2008, we have reduced total debt by approximately $600 million, resulting in lower  interest expense and decreasing financial risk within our business.  Dave Barger Chief Executive Officer