Robin Hayes’ Introduction:
Robin Hayes, CEO of JetBlue, is a resolute and effective leader who joined the company in 2008 and became CEO in 2015. JetBlue is known for its customer satisfaction and is rated at the top of moderately priced airlines. The airline has a strong partnership with the Boston Celtics, renovating STEM labs, donating computers, and engaging in community work together.

JetBlue’s Pandemic Response:
Hayes emphasized the importance of the Celtics partnership, given the thousands of JetBlue employees in Boston who are all sports fans. He shared a personal anecdote about working in Boston during his university days, selling duty-free items at Logan Airport’s Terminal C, which is now JetBlue’s terminal.

Ensuring Health and Safety during the Pandemic:
Hayes discussed the challenges the pandemic posed to JetBlue’s operations and the measures taken to ensure the health and safety of employees and customers. The airline implemented various safety protocols, including enhanced cleaning and disinfection procedures, mandatory face coverings, and touchless check-in and boarding processes. JetBlue also offered flexible booking options and waived change and cancellation fees to provide peace of mind to travelers.

The Rapid Downturn:
* The aviation industry experienced a sharp decline in passenger traffic, dropping from 2.7 million to less than a third within a few weeks.
* Airlines faced unprecedented negative revenue, refunding more tickets than they were selling.

New York: Ground Zero of the Crisis:
* New York was heavily impacted by the pandemic, with a swift and severe deterioration in the situation.
* The top priority became ensuring the safety of airline personnel despite limited information and resources.

Health Measures and Safety Protocols:
* Airlines implemented health programs to encourage employees to stay home when sick and revised sick policies to prevent financial hardship.
* Enhanced cleaning and sterilization procedures were put in place to minimize the spread of the virus.

CDC Guidelines and Mask Policies:
* Initial CDC advice discouraged the use of masks, which posed a challenge in mitigating the spread of the virus.
* Airline personnel faced conflicting information and had to adapt to evolving guidelines.

Supporting Healthcare Workers:
* Airlines played a crucial role in transporting healthcare workers to New York, where the healthcare system was overwhelmed.
* Aircrew members demonstrated a strong sense of duty in assisting the medical community during the crisis.

Safety Measures:
Robin Hayes emphasizes the importance of safety and how JetBlue has taken several measures to reassure passengers and crew members. Middle seats remain free, face coverings are mandatory, and enhanced cleaning procedures are in place.

Recovery from the Pandemic:
JetBlue’s flight capacity has improved from 3-4% during the pandemic to 30-35% in September and October. Leisure travel and visiting friends and family are recovering, but business travel remains significantly impacted.

Employee Morale and Job Protection:
JetBlue’s top priority is ensuring employees feel safe and secure in their jobs. The CARES Act has allowed JetBlue to protect everyone’s job, and the company is pushing for an extension. Virtual town hall meetings and open communication help address employee concerns.

New Routes and Expansion:
JetBlue has announced 57 new routes during the pandemic, demonstrating its commitment to growth and innovation. London is a key target for expansion, with plans to launch a new route from Boston in quarter three next year. JetBlue aims to offer a high-quality product at a significantly lower fare than current business class options.

JetBlue’s Culture:
Robin Hayes highlights the unique culture of JetBlue, which emphasizes customer service and a positive employee experience. New employees undergo orientation in Orlando to learn about JetBlue’s values and mission.

JetBlue’s Employee-centric Approach:
JetBlue categorizes its employees into two groups: those who serve customers directly and those who support those who serve customers. The company’s senior leaders prioritize supporting crew members by removing obstacles and addressing concerns. JetBlue spends significant time interacting with crew members, both during normal times and during the challenges of the pandemic. Leaders engage in activities like cleaning airplanes with crew members to foster a sense of camaraderie and shared purpose.

Promoting Employee Happiness and Empowerment:
JetBlue has a selective hiring process and places a high value on its employees. The company strives to create a sense of team spirit and empowers employees to take care of customers and solve problems independently. JetBlue recognizes that things don’t always go perfectly and encourages employees to find solutions for customers even in challenging situations.

JetBlue’s Commitment to Employees:
The company has a 21-year history of not furloughing employees, demonstrating its dedication to its workforce even during difficult times. JetBlue emphasizes working together to overcome challenges, including the ongoing pandemic, as a united team.

Customer-Centric Communication and Transparency:
JetBlue prioritizes communicating with customers during flights, providing information about delays or disruptions and explaining the steps being taken to resolve issues. The company recognizes that external factors like weather can affect flight operations and aims to keep customers informed and reassured.

Sustainability:
JetBlue has made a serious commitment to sustainability and achieved carbon neutrality on domestic flights. The airline industry has a role in impacting climate change and needs to offer an answer to sustainability to keep aviation accessible and fares low. JetBlue is investing in new airplanes, improving air traffic control procedures, and using sustainable aviation fuel to reduce its carbon footprint. The company is also offsetting all of its domestic carbon emissions through reputable audited offset programs until the sustainable aviation fuel industry matures.

Diversity and Inclusion:
JetBlue recognizes the importance of diversity and inclusion and is taking steps to make racial equality a part of everyday life. The company is working to create a more diverse workforce, promote inclusion, and support communities of color. JetBlue is committed to providing equal opportunities for all employees and creating a welcoming and inclusive environment.

Diversity in Leadership and High-Paying Jobs:
JetBlue recognizes the lack of diversity in higher-paying jobs, such as leadership positions and pilots, despite having a diverse workforce among frontline leaders and supervisors. The airline industry offers numerous high-paying jobs, including leadership roles, pilots, and maintenance technicians.

Goals for Progress:
JetBlue has set clear goals and direction to ensure progress in diversifying leadership and high-paying jobs, aiming to make these opportunities accessible to all employees.

Addressing the Underrepresentation of Women and People of Color in Pilot Roles:
The aviation industry, including JetBlue, faces a significant underrepresentation of women and people of color in pilot roles. JetBlue aims to change this by making the career path more accessible to individuals from diverse communities.

Commitment to Setting Demanding Targets:
JetBlue’s board and leadership team are committed to setting demanding targets for diversity in leadership and high-paying jobs. The entire organization is rallying around these targets to achieve tangible progress.

Strategic Partnership with American Airlines:
JetBlue has formed a new strategic partnership with American Airlines. This partnership aims to enhance connectivity, expand customer choice, and provide access to a broader network of destinations.

Impact of the Partnership on the Northeast:
The partnership will significantly benefit the Northeast region, particularly Logan Airport in Boston. JetBlue and American Airlines will codeshare on flights, providing more options and flexibility for travelers.

Post-Security Connections at Logan Airport:
The ongoing construction of post-security connections between Terminals C and B at Logan Airport will facilitate the new partnership between JetBlue and American Airlines. These connections will improve passenger flow and make it easier for travelers to transfer between flights.

JetBlue’s Strong Relationship with Massport:
JetBlue values its partnership with Massport, the authority responsible for Logan Airport. The airline appreciates Massport’s collaborative approach and the positive working relationship they have built over the years.

Growth in Boston:
JetBlue’s decision to grow its presence in Boston significantly, aiming to increase flights by 150. Collaboration with Ed Franny of Massport to facilitate this growth and enhance the customer experience. Massport’s unique daily meetings among airlines and agencies for better coordination and alignment.

Strategic Partnership with JetBlue and American:
Aimed at connecting customers between JetBlue and American in a more seamless manner. Focus on the Northeast region, allowing JetBlue to grow in New York and Boston while American adds more long-haul international flights. Seamless experience for customers through ticket purchases, check-in, flight changes, and frequent flyer program benefits.

Massport’s Role and Commitment:
Massport’s proactive approach in creating a connector program to enhance customer experience and enable seamless connections. Appreciation for Massport’s dedication to keeping travelers safe and ensuring smooth operations.

Headquarters Relocation Considerations:
JetBlue’s current headquarters in New York and the possibility of relocating in the future. Strong connection with Boston and the potential for moving the support center there. Commitment to continued growth and job creation in Boston and Worcester.

JetBlue’s Commitment to Charitable Causes:
Recognition of JetBlue’s dedication to charitable organizations, particularly Make-A-Wish in Boston. Gratitude expressed by Liz Bruner, a board member at Make-A-Wish, for JetBlue’s support.

Flight Delays and Industry Performance:
A Mosaic member’s observation of JetBlue’s flight delays compared to other airlines. JetBlue’s focus on improving operational performance and reducing delays to enhance customer satisfaction.

Background:
Robin Hayes, CEO of JetBlue Airways, discusses the airline’s high customer satisfaction and sentiment despite operating in a congested and delay-prone airspace. Congested airspace and air traffic control delays are major challenges for JetBlue, with 70% of its flights in the US subject to regular delays.

Mitigating Delays and Improving Communication:
JetBlue focuses on mitigating the impact of delays by providing regular communication to passengers. Transparency is valued by passengers, even if it means sharing inconvenient information about maintenance or delays. The airline’s customer satisfaction scores increase when flights are on time.

Addressing Air Traffic Control Reform:
Hayes emphasizes the need to revisit air traffic control reform to address congestion and improve efficiency in the system. The outdated technology and slow pace of change in the US air traffic control system contribute to delays and frustration for passengers.

Expansion and Connectivity:
JetBlue’s partnership with American Airlines will open up new destinations and improve connectivity. The partnership will enable JetBlue to offer more routes and expand its network out of Boston. Hayes expresses commitment to increasing the breadth of destinations available from Boston in the coming years.

Long-Term Impact of COVID-19:
There’s a shift towards higher customer satisfaction due to increased cleanliness and hygiene on airplanes. Change fees are likely to become less common in the future.

Mosaic Program Adjustments:
With change fees becoming more widely available, JetBlue is considering how to maintain the value proposition for Mosaic members.

Middle Seat Blocking:
Middle seats are blocked until October 15th, with continued flight capacity restrictions to ensure adequate space and distance. Communication is ongoing to address confusion arising from group travelers occupying middle seats.

Group Sales and Community Service:
JetBlue’s partnership with Boston College and the World War II Museum in New Orleans is acknowledged and appreciated.

Industry Needs Beyond CARES Act:
The airline industry seeks an extension of the CARES Act’s $25 billion grant, of which 70% does not need to be repaid. This extension would prevent potential furloughs of up to 100,000 airline employees and help maintain essential operations.

Challenges Faced by the Aviation Industry During the Pandemic:
Robin Hayes, CEO of JetBlue Airways, highlights the significant impact of the pandemic on the aviation industry, particularly for smaller and medium-sized airports. Many secondary airports have lost air service, resulting in potential long-term consequences for these communities. Hayes emphasizes the urgency of keeping the industry together during this difficult period to facilitate a swift recovery.

Government Assistance and the Need for Bipartisan Support:
Hayes proposes that continued government assistance is crucial for the survival of the aviation industry, arguing that it offers good value for money. He stresses the importance of retaining employees on airline payrolls to avoid the burden of healthcare costs on states and the loss of access to pensions. The industry seeks a bipartisan CARES 2 or CARES 3 bill to provide financial support, but there is currently no agreement on such a measure. Standalone bills and executive action are potential alternatives, but Hayes believes a bipartisan bill would be more effective.

JetBlue’s Mosaic Loyalty Program and Enhancing Customer Value:
Hayes introduces Donnie, the head of JetBlue’s loyalty program, Mosaic, emphasizing his responsiveness to customers. Hayes acknowledges the concern among Mosaic members about the potential devaluation of the program due to the elimination of change fees for everyone. He assures members that JetBlue is working on making Mosaic bigger and better, viewing the pandemic as an opportunity for innovation and improvement.

Adapting to Changing Travel Patterns and Destination Markets:
In response to a question about JetBlue’s strategy for serving destination markets, Hayes acknowledges the uncertainty surrounding how the pandemic will affect travel habits. He notes that people may increasingly choose to live and work in leisure destination locations, potentially influencing JetBlue’s route planning. Hayes admits that the airline doesn’t yet have a clear understanding of these changes but is closely monitoring the situation.

Increased Leisure Travel:
September typically has low leisure travel demand. However, JetBlue observed increased interest in outdoor vacations during this period. The airline introduced 54 new routes, with a focus on direct flights, to cater to this demand.

Preference for Direct Flights:
There is a strong preference among travelers for direct flights over connecting flights. Due to the pandemic, the frequency of flights between certain destinations has decreased, highlighting the need for more direct flight options.

Expanding Destinations and Flight Frequencies:
JetBlue plans to offer more direct flights from Boston and other major focus cities. The airline is exploring destinations like Jackson Hole and Bozeman, which require specific aircraft types.

Utilization of Spare Aircraft:
JetBlue currently has surplus aircraft due to reduced flight activity. This allows the airline to operate more daylight flights, which are more convenient for travelers, instead of red-eye flights.

Positive Impact of Middle Seat Blocking:
JetBlue’s policy of blocking middle seats during the pandemic encouraged some travelers to choose the airline. For example, families from the San Francisco Bay Area were able to escape smoke and fires by flying with JetBlue to Martha’s Vineyard.

Temporary Suspension of Service to Worcester:
Due to low demand, JetBlue temporarily suspended service to Worcester, Massachusetts. The airline plans to resume service to Worcester in the future.

Protecting Jobs and Avoiding New Hires:
JetBlue’s current flight activity is only 45% of normal levels. The airline has a surplus of employees due to reduced flight activity. The CARES Act requires airlines to retain employees through September 2020. After October 1st, the airline may consider hiring new employees as flight activity increases.

Job Experiences:
Robin Hayes, CEO of JetBlue, started his first paying job as a paperboy at the age of 11, delivering newspapers seven days a week for one pound a week. Wick Grosbeck, CEO of JetBlue Technology Ventures, worked as a mover at New England Household Moving and Storage for $5 an hour during his senior year in high school and after his freshman year in college.

Company Strategy:
JetBlue’s CEO, Robin Hayes, emphasizes the importance of seizing opportunities during the pandemic, such as adding new flights and trying out new routes that might not have been considered in normal times. The company is committed to finding and trying new opportunities to expand its network and enhance customer experiences.

Personal Preferences:
Robin Hayes’s consistent music preference is Dire Straits, particularly Mark Knopfler’s music. Wick Grosbeck highlighted the practical lessons learned from his moving job, such as carrying heavy objects and dealing with challenging situations.

Musical Preferences:
Robin Hayes: Enjoys 80s music, particularly Dire Straits and Elton John. He saw Elton John perform in Brooklyn. Wick Grosbeck: Appreciates classic British hard rock, such as Led Zeppelin, Tom Petty, and ACDC. He enjoys playing the bass guitar, especially songs with simple note structures like “Hell’s Bells.”

Guilty Food Indulgences:
Robin Hayes: Has a sweet tooth and enjoys importing English candy, or “sweets.” He occasionally enjoys a Big Mac from McDonald’s as a nostalgic treat. Wick Grosbeck: Enjoys Italian-American cuisine, particularly pasta. He often has two plates of pasta at meals.

Tequila Business:
Wick Grosbeck and others, including the speaker, are involved in a tequila business called Supero Tequila. It has gained popularity and outsold Clas Azul in three states within only 10 months of its launch.

Message of Hope:
Robin Hayes: Encourages people to appreciate the simple things in life, like a good cup of tea, and to find joy in the present moment. Wick Grosbeck: Emphasizes the importance of perseverance and resilience in facing challenges. He shares an anecdote about overcoming obstacles in his life, including being born with a clubfoot and having to wear a brace for many years. He encourages others to never give up on their dreams and to keep pushing forward.

Wick’s Message:
Wick believes that people in 2020 are starting to awaken to the racial inequity and systemic racism in the United States. He recognizes that he was ignorant about this issue and feels embarrassed that he didn’t realize how much work needed to be done. He is now committed to learning about and taking action against racism. He believes that this awakening will lead to meaningful change for the better, even if it takes time. He is hopeful that people are becoming more committed to making the world a better place and is inspired by the change he sees in others.

Celtics United:
The Boston Celtics, under Wick’s leadership, have made a significant commitment to address racial inequity through Celtics United. This initiative involves significant resources and the engagement of corporate partners like JetBlue.

Panel Discussion Overview:
The panel discussion focused on the importance of social justice, gratitude, and hope in the current climate. The speakers shared their perspectives on how businesses and individuals can contribute to positive change and highlighted the efforts of the Boston Celtics in promoting racial equality and social justice.

Celtics’ Leadership in Civil Rights:
Wick Grosbeck acknowledged the Celtics’ historical leadership in civil rights, being the first team to have a black player, an all-black starting five, and a black head coach. He emphasized the importance of continuing this legacy by actively working towards racial equality and social justice.

NBA CARES Initiative:
Grosbeck mentioned the NBA CARES initiative, a partnership between the NBA and its players, which aims to make a positive impact on communities. He recognized the efforts of Steve Pellucca, Allison Pister, Dave Hoffman, and the players in leading this initiative.

Importance of Authenticity and Internal Commitment:
Robin Hayes stressed the significance of genuine commitment to social justice rather than just issuing proclamations. He emphasized the need for companies to address internal issues and ensure a higher level of performance in promoting diversity and inclusion.

Positive Changes during the Pandemic:
Hayes noted that the pandemic brought about positive changes in society. It allowed for the strengthening of relationships and fostered a greater appreciation for the contributions of essential workers, such as healthcare workers and grocery store employees.

Hope for the Future:
Hayes expressed optimism that society will overcome the challenges posed by the pandemic and that the new relationships and opportunities formed during this time will lead to positive growth. He emphasized the importance of maintaining gratitude and recognizing the value of all individuals.

Panel Conclusion:
The panel discussion concluded with a call for meaningful change and growth as a community and as leaders. The speakers thanked each other and the audience for their participation and encouraged everyone to stay safe and healthy.