JetBlue Airways Corp – Lobbying Governance & Transparency

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Lobbying Governance

Overall Assessment	Analysis	Score
Limited	JetBlue discloses that a “dedicated Sustainability and ESG executive and team” and a Board-level “ESG Subcommittee” oversee how climate issues are integrated into strategy and that the company is “constantly reviewing our strategy and associated activities” to ensure “external engagement activities are consistent with your climate commitments and/or climate transition plan.” It also notes that a “Sustainability Task Force … is co-chaired by the CEO and Head of Sustainability and ESG” and provides “quarterly ESG updates to the entire senior leadership team.” These statements indicate that named bodies and senior individuals review climate-related external engagement, which suggests some oversight of advocacy alignment with climate goals. However, the disclosures do not specify any formal mechanism for monitoring or auditing direct lobbying positions or for assessing and managing the company’s membership in trade associations, nor do they describe corrective actions, escalation procedures or public reporting on lobbying alignment. Because the evidence is limited to high-level oversight language without concrete processes or coverage of indirect lobbying, the governance framework for climate-lobbying alignment appears only partially described. View Sources	D

Overall Assessment

Analysis

Score

Limited

JetBlue discloses that a “dedicated Sustainability and ESG executive and team” and a Board-level “ESG Subcommittee” oversee how climate issues are integrated into strategy and that the company is “constantly reviewing our strategy and associated activities” to ensure “external engagement activities are consistent with your climate commitments and/or climate transition plan.” It also notes that a “Sustainability Task Force … is co-chaired by the CEO and Head of Sustainability and ESG” and provides “quarterly ESG updates to the entire senior leadership team.” These statements indicate that named bodies and senior individuals review climate-related external engagement, which suggests some oversight of advocacy alignment with climate goals. However, the disclosures do not specify any formal mechanism for monitoring or auditing direct lobbying positions or for assessing and managing the company’s membership in trade associations, nor do they describe corrective actions, escalation procedures or public reporting on lobbying alignment. Because the evidence is limited to high-level oversight language without concrete processes or coverage of indirect lobbying, the governance framework for climate-lobbying alignment appears only partially described.

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Lobbying Transparency

Overall Assessment	Analysis	Score
Limited	JetBlue provides only limited visibility into its climate-policy lobbying. It names two identifiable policy areas it tries to influence—the federal “NextGen” air-traffic-control modernization programme and support for sustainable aviation fuel incentives included in the U.S. Inflation Reduction Act as well as in “federal and state-level SAF support programs across CA, NY, MA, and FL”—but it does not go further to map out any other specific bills or regulations. The company indicates that it pursues these objectives chiefly through indirect channels, noting membership in Airlines for America, IATA and ALTA, yet it does not reveal whether it also sends letters, holds meetings, or engages particular agencies or lawmakers, leaving the precise mechanisms and targets of its advocacy unclear. Likewise, the outcomes it seeks remain broad: it wants to cut “fuel burn and resulting emissions” by improving air-traffic control and to make “cost-effective SAF…available commercially at scale,” but it offers no concrete legislative amendments, incentive levels, timelines, or other measurable policy asks. This combination of naming a handful of policies while omitting detail on lobbying methods and specific desired policy changes results in a low level of overall transparency.	D