Alaska Airlines is bringing Black Girl Magic to First Class with McBride Sisters wine

Sourced from some of California’s finest winegrowing regions, Alaska Airlines has partnered with the McBride Sisters Wine Company, the largest black-owned winery in the country to bring award-winning wines to its guests for when it’s time to take any occasion up a few notches. 

“Our goal is to introduce customers to west coast wines that they fall in love with and seek out after getting off the plane with us,” says Todd Traynor-Corey, Alaska’s managing director of guest products. “The partnership with the McBride Sisters and Black Vines may be amongst the first in the space, but it won’t be the last.” 

McBride Sisters Collection Chardonnay & Red Blend 

The Chardonnay, with a pale golden color, has aromas of lemon curd and honey, pineapple and ripe pear. Soft and balanced texture, with a slight hint of toasty oak that balances the palate and persists with the fruit. Complexity and character without weight. 

“This is not your gramma’s Chardonnay.” 

– McBride Sisters website

Cherry and plum dominate the aromas, gently laced with cedar and vanilla, the Red Blend is a well-rounded wine, great with any meal or on its own with great conversation. Extended oak aging softens the finish and brings with it a suggestion of baking spices and cocoa. 

James Thomas, DEI Director

Since joining Alaska in 2021, Alaska’s DEI Director James Thomas has been working to increase overall diversity and inclusion in every facet of the airline, including their business partners.  

In his previous role as the DEI Director at Chateau St. Michelle, the oldest and most acclaimed winery in Washington State, Thomas met Fern Stroud, the founder of Black Vines, an organization that brings together Black winemakers and enthusiasts to build a community and showcase their craft to the world. 

“I was eager to introduce Robin and Andrea [the McBride sisters] to Alaska because of the sisters’ achievements in business and their unique story,” stated Stroud.   

Alaska Airlines sponsored this year’s 12th annual Black Vines Toast to Black Wineries and Diverse Art Festival in Oakland, CA. The vibrant event brought oenophiles from around the country to toast diverse wine brands, including:  

Being able to work side by side with so many seasoned and new Black owned wine makers was exhilarating,” said Jamishia Ramsey, founder of Black Excellence Wine Company. “There were so many people of all shades who came from all over the country to meet the winemakers and try our wines. Being able to connect and relate with all these beautiful people no matter what background or race over wine was top tier.” 

The McBride Sisters are more than a brand.   

Robin and Andrea were linked by wine before they ever met. Unbeknownst to them until they were young adults, they were half-sisters—raised on opposite sides of the world.

Once they met, they soon realized they shared much more than matching DNA. Robin, raised in Monterey, California, and Andrea, raised in Marlborough, New Zealand, both share a love for wine. After nearly 20 years of success on the ground, the sisters are taking to the skies with their first airline partnership.   

Our brand is about experiences,” said Robin. “When we lend our products and time, it is meant to be sustainable and beyond the months of February or March. We look for partners who are just as invested in our story as they are in our brand. We want to be part of the traveler’s experience and are excited for the collaboration with Alaska.” 

Alaska Airlines Flight Pass subscription service turns one

We’re celebrating our milestone with a discount for new subscribers

Alaska Airlines is the only U.S. major airline to offer a subscription plan that enables guests to earn miles and book flights in advance with no blackout dates. We’re celebrating our one-year anniversary with a promotion for new subscribers and a look back at the program’s growth. Starting today, new subscribers who register for Flight Pass by March 8 will be eligible for 20% off the first three months of their subscription*.  

“With Flight Pass, subscribers can book roundtrip flights to destinations including San Francisco, Las Vegas and now Salt Lake City at a fixed and consistent price,” said Neil Thwaites, regional vice-president of California for Alaska Airlines. “Subscribers now have an affordable and convenient way to connect with friends, family and colleagues.”  

Flight Pass launched in February 2022 as the only flight subscription service in the country with nonstop flights throughout California and select cities in Nevada and Arizona. The service allows subscribers to lock-in lower-than-average main cabin fares for a full-year with plans starting at $49 per month and no change fees.  

The popular subscription service exceeded first-year projections, which prompted the expansion of the program last fall to a fourth state, Utah, without increasing its monthly price. We announced in November the additions of popular nonstop destinations between Salt Lake City and San Francisco as well as San Diego.    

“Each month Flight Pass grows steadily, and members are renewing their subscriptions because of the value and flexibility their plans offer them,” said Thwaites. “Subscribers love being able to lock-in a monthly price for their travel on an airline that offers the most flights on the West Coast.”  

Flight Pass insights to-date:   

  • Flight Pass exceeded first-year projections.
  • The service is growing steadily among Millennials and Generation X, who make up the majority of subscribers; Gen Z subscribers are proportionally growing more than any other age group.  
  • The majority of subscribers reside in Northern California.    
  • Subscribers fly mostly from San Francisco, San Diego and San Jose.  
  • The most popular plan among Flight Pass options is the $49 per month service that includes six roundtrip flights a year.   

In California, Alaska operates over 330 peak day flights from our hubs in San Francisco and Los Angeles, as well as other cities across the state including our key focus cities of San Diego and San Jose. As the only major airline based on the West Coast, we’ve proudly served California for more than 40 years.  


*Flight Pass promotion terms and conditions:

This promotion is a limited time offer from Feb. 23 to March 8, 2023. Alaska Airlines reserves the right to modify or cancel the offer at any time, without prior notice. If you received your promotional code from a third party, that third party may have separate terms and conditions that apply.  

1.     Offer is limited to one promotional code per new customer and for new subscriber accounts only. New customers are those who have never signed up for an Alaska Airlines Flight Pass subscription prior to this offer. The offer is contingent upon the new customer signing up for a full, 12-month subscription to Flight Pass.  

2.     Guests should visit flightpass.alaskaair.com to receive the promotional code. 

3.     Each promotional code applies only to qualifying subscription plans.    

4.     This offer is non-transferrable and may not be resold.   

5.     If your subscription is cancelled before the end of your subscription period for any reason, you agree that your credit card will be charged for the full value of the promotional discount you received.   

6.     If you violate any of the offer terms, the offer will be invalid.   

‘Never Compromise Your North Star’: How CLO Aaron Alter Leads with Energy and Compassion

This profile is a continuation of a monthly blog series dedicated to outlining some of the exciting career paths of Hawaiian Airlines’ leaders. To view more executive profiles, click here.


When Hawaiian Airlines approached Aaron Alter in 2015 to become its chief legal officer, he couldn’t refuse. Accepting the job meant returning home to work for the airline he grew up with after 40 years away from the islands.

“Hawaiian has always been the flagship airline for the state; I can't think of another airline that is as synonymous with a place as Hawaiian is for Hawaiʻi,” he reflected.

Alter was raised in Hawaii Kai, on Oʻahu’s southeastern shore, and is the oldestand only boyof three children. His father taught English as a second language (ESL) at the University of Hawaiʻi at Mānoa, and his mother stayed home to care for the family. After graduating from Kaiser High School in 1975, he left for college in Massachusetts, where his parents grew up, to study at Harvard University. 

young arron

A photo of Alter as a child, with urban Honolulu in the 1960s in the foreground.

 

Alter dove into his first years of college filled with enthusiasm and took his time before honing in on a specific career path. “Growing up, I was told (on more than one occasion), ‘You never stop talking. You should be a lawyer!’ which was, of course, no compliment. So that planted the seed, but in the deep recesses of my mind,” he laughed.

“Many of my college classmates were far more career-oriented than I, and that farsightedness rubbed off a little on me. Over time, I got more motivated to consider a law degree. I took a couple of years off after college to work in Asia, and that time away helped crystallize my career ambitions.”

Some would describe Alter as having a Type A personality, a mindset he fostered at Harvard. Over a decade at the university, Alter pursued three academic degrees: a Bachelor of Arts in Economics and East Asian Studies from Harvard University, a Master of Business Administration from Harvard Business School, and a Juris Doctor from Harvard Law School. Alter also met his wife, Laurie, who was also from Hawaiʻi and a Punahou School graduate, during that time. “I guess I had to go 5,000 miles to meet a local girl!” he joked.

Post-graduate, the two moved cross country and settled in Palo Alto, California, where Laurie accepted a faculty position at Stanford Medical Center after finishing her head and neck surgery residency. There, Alter joined the international law firm Wilson Sonsini Goodrich & Rosati, where, for three decades, he practiced corporate and securities law by providing counsel to businesses small and large. 

Aaron 1

Aaron and Laurie during their college years

 

Hawaiian Holdings, Inc., the parent company of Hawaiian Airlines, became Alter's first airline client in 2009, and for years he served as a trusted advisor to its management team and board of directors. Then at the end of 2015, his predecessor Hoyt Zia retired, and the carrier's leadership tapped Alter for the job. “I already knew the management team. I knew the board of directors. I’d been preparing public filings for Hawaiian for many, many years. I was familiar with the company just from being ‘in the room,’ so it was a pretty smooth transition,” he said.

During that transition, the most significant change for Alter would be trading his private corner office in Palo Alto for an open-office floor plan at Hawaiian’s Honolulu headquarters. “Given the confidentiality considerations of a lawyer’s work, I was used to being able to close my office door and enter ‘the cone of silence.’ But I’ve adjusted and now enjoy sitting with my teammates,” he shared. 

Alter was also challenged with entering a complex industry and working among leaders with decades of airline experience. However, thanks to his 30-year career in private law practice and six years as outside counsel to Hawaiian, Alter got up to speed relatively quickly. 

“The law firm where I worked was an intense place, and my time in Silicon Valley was characterized by countless transactions and clients that ranged from startups to multinationals,” he said. “And it was so fascinating to be engaged in the evolution and growth of those companies, including Hawaiian. I was their de facto in-house general counsel, often providing guidance that transcended the law. I always believed that if you’re only being asked strictly legal questions, you’re likely not demonstrating an understanding of the client’s work nor doing everything you can to help them,” he added.


"From him, I learned you don’t have to be the loudest person in the room to command respect and be heard."


At Hawaiian Airlines, where no two days are the same in the law department, and the flow of projects and contracts seems endless, Alter focuses on fostering an environment of trust and collaboration to support his team’s ability to make well-informed decisions. He attributes his attention to leading with care and intention to his former boss, Larry Sonsini, one of the most influential mentors in his career.

“I remember being in tense boardroom meetings with Larry, working on deals critical to a client’s future, and he would start to speak – he spoke quite softly – and everyone would stop what they were doing to listen to what he had to say. From him, I learned you don’t have to be the loudest person in the room to command respect and be heard,” he said. 

“Larry also made every client feel like they were his most important client, something I always strove to emulate. He also taught me about being truly present, making sure you’re focused on what’s in front of you, bringing all that you have to bear, and never compromising your north star,” he added.

Aaron_Alter-5

Alter at Hawaiian's Honolulu headquarters

Today, Alter leads a small legal team involved in nearly every facet of the business. 

“One recent transformational project we worked on – and continue to work on – is our Amazon deal," he said. "The law department was heavily involved in supporting the management team in establishing a new business line for our company. Because each of our flights, except for charters, either land in or leave the Hawaiian Islands, we have a unique competitive advantage in serving every aspect of Hawaiʻi travel. Cargo flying for Amazon will greatly expand our core business and diversify our revenue and operations."


“The challenges we face as a company are daunting, yet people who live and work here have a sense of purpose and dedication to doing right for the company, the community, and the environment."


Alter and his team also provide management and support on matters ranging from cybersecurity and privacy to environmental, social and governance work, including sustainable aviation fuel commitments and career pipeline programs, among many other initiatives.

“The challenges we face as a company are daunting, yet people who live and work here have a sense of purpose and dedication to doing right for the company, the community, and the environment,” he said.

When asked about his management style, Alter said he thinks of himself as a compassionate leader who holds his team to a high standard and invests in them as people and colleagues.

“The notion of being a servant leader is one that I embrace with humility. I view my leadership success as more of a reflection of what I can do for my team and fellow officers,” he said. “I also expect a lot from others while never asking more of folks than I would ask of myself. Being a lawyer in a dynamic company can be very demanding and often require long hours and weekend work. I try to lead by example and ensure everyone on my team feels valued and appreciated for everything they do.”

During the busiest times at Hawaiian, Alter reminds himself and his team to always be impeccable with their counsel and stay focused on the task at hand – even in the wake of pushback.

“Making sure we understand what’s best for the company is our mantra, and we always speak truth to power,” he said. “My advice to lawyers in-house at clients as well as law firm colleagues while I was in private practice was that one’s integrity is paramount: the moment a client or business leader senses that you can be told to come up with a desired answer, regardless of whether or not you believe it to be true, is the minute they stop respecting you and taking your advice. Sometimes you must stand your ground – even if it’s not popular or welcome advice.”

IMG_6189

Aaron Alter with his family (L to R: his son Ethan, wife Laurie, daughter Abigail, himself, son Isaac and Isaac’s husband, Sam)

 

Aside from being chief legal officer, Alter is a father to two sons and a daughter – all pursuing their own careers. He also regularly travels to California, where his wife Laurie is an ear, nose and throat surgeon and works full-time as a clinical professor at Stanford Medical Center. He reflected on the challenges of both parents pursuing rigorous and demanding careers while raising kids, but proudly noted they made it work. “We both worked long hours but were fortunate to have help during the day, and we prioritized sitting down at dinner together every night whenever possible,” he said. “Laurie and I have always tried to support one another’s careers, even when it’s meant time apart. I’m happy our kids get to see that.”

When Alter isn’t maintaining the legal foundations of Hawaiʻi’s 94-year-old hometown airline, he’s buried in a book (historical pieces have piqued his interest lately, including “1776” by David McCullough and “These Truths” by Jill Lepore), enjoying a long run or swimming laps and taking in his island home to make up for four decades away.

IMG_2362

Alter posing at the top of East Honolulu's notoriously difficult Koko Crater Stairs

 

“I recall one business trip to Honolulu. I went for an evening run around Ala Moana Park. When I returned to my hotel, I sat on my lanai, looked out at the Koʻolau Mountains, and watched the clouds gathering above them, and I was just…bumming. I asked myself, ‘Why am I not happy? I have endorphins flowing through me, and I’m here in Hawaiʻi!" he recalled. 

“I realized then that I was longing for this place that is my home after being away for so long. While I loved living in the Bay Area, I felt an abiding sense of belonging every time I flew into Honolulu. Moving back here to work for Hawaiian Airlines has been the ultimate homecoming.”

Hawaiian Airlines Streamlines Honolulu Travel Experience with New Security Checkpoint

HONOLULU – Thousands of Hawaiian Airlines guests departing from Honolulu each day will now enjoy a more efficient and convenient airport experience thanks to the carrier’s investment in a new multimillion-dollar TSA security checkpoint. The facility, which opens tomorrow in Hawaiian’s lobby 3 at the Daniel K. Inouye International Airport (HNL), adds 1,000 square feet for passenger queuing and 3,000 square feet of screening area.

“This expanded screening capacity will alleviate congestion and make check-in easier for our guests whether they are taking a short trip to another island or boarding a transpacific flight,” Hawaiian Airlines President and CEO Peter Ingram said during a blessing ceremony for the new facility today. “We appreciate the support of our partners including the State of Hawai‘i Department of Transportation and the TSA to help us create a better travel experience for our guests.”
 

PeterJeffTSA

Hawaiian Airlines President and CEO Peter Ingram (left) joined Jeff Helfrick, Hawaiian's vice president of airport operations, in a blessing ceremony for the new TSA facility

“A big congratulations and mahalo to Hawaiian Airlines on this significant investment into the Daniel K. Inouye International Airport,” said Hawai‘i Department of Transportation Director Ed Sniffen. “Everyone will benefit, from those who fly often for work and medical services, to those who fly casually to relax and reconnect.”

“The completion of this project highlights how much can be accomplished when we work together for the benefit of the traveling public,” said TSA Federal Security Director for Hawai‘i Nanea Vasta. “The security checkpoint will provide an enhanced passenger screening experience for the traveling public to enjoy, an improved work environment for TSA security screening officers while also supporting TSA’s mission of providing greater security effectiveness and efficiency in our screening operations.”
 

L3TSA

The new TSA checkpoint includes four screening lanes that exit in front of gates used primarily for Hawaiian's interisland flights.


Hawai‘i’s hometown airline, which offers more than 90 daily flights from HNL, invested $14 million to build the new TSA checkpoint, which replaces the former center screening area between Hawaiian’s lobbies 2 and 3 and also relocates restroom facilities.

Guests can now use TSA checkpoint 1A in lobby 2 that exits at the Mauka Concourse – where Hawaiian boards most of its transpacific flights – or the new checkpoint 1B in lobby 3 that leads directly to gates primarily used for Hawaiian’s interisland departures.


About Hawaiian Airlines

Hawaiian® has led all U.S. carriers in on-time performance for each of the past 18 years (2004-2021) as reported by the U.S. Department of Transportation and consumer surveys by Condé Nast Traveler and TripAdvisor have placed Hawaiian among the top of all domestic airlines serving Hawaiʻi. In 2022, the carrier topped Travel + Leisure’s 2022 World’s Best list as the No. 1 U.S. airline and was named Hawaiʻi's best employer by Forbes.

Now in its 94th year of continuous service, Hawaiian is Hawaiʻi's biggest and longest-serving airline. Hawaiian offers approximately 130 daily flights within the Hawaiian Islands, daily nonstop flights between Hawaiʻi and 15 U.S. gateway cities – more than any other airline – as well as service connecting Honolulu and American Samoa, Australia, Japan, New Zealand, South Korea and Tahiti.

The airline is committed to connecting people with aloha by offering complimentary meals for all guests on transpacific routes and the convenience of no change fees on Main Cabin and Premium Cabin seats. HawaiianMiles members also enjoy flexibility with miles that never expire.

As Hawai‘i’s hometown airline, Hawaiian encourages guests to Travel Pono and experience the islands safely and respectfully.

Hawaiian Airlines, Inc. is a subsidiary of Hawaiian Holdings, Inc. (NASDAQ: HA). Additional information is available at HawaiianAirlines.com. Follow Hawaiian’s Twitter updates (@HawaiianAir), become a fan on Facebook  (Hawaiian Airlines), and follow us on Instagram (hawaiianairlines). For career postings and updates, follow Hawaiian’s LinkedIn page.

For media inquiries, please visit Hawaiian Airlines’ online newsroom.

Alaska Airlines names new vice presidents to lead key business priorities

Following a year of record revenue, Alaska Airlines is strengthening its leadership bench to increase focus in key areas of strategic performance needed for the company’s continued growth. Spanning functions including investor relations, sales, network and revenue management, these leaders will be responsible for the direction of critical finance and commercial initiatives.

“I have had the privilege of working alongside each of these leaders for years,” said Alaska CEO Ben Minicucci. “Their expertise will be essential as they lead these core business priorities, and I’m confident they’ll keep pushing Alaska forward.”

Kirsten Amrine – VP, Revenue Management and Network Planning: As the vice president of revenue management and network planning, Amrine will set Alaska’s long-term strategy for strategic pricing and revenue management as well as establishing the vision and execution of a highly competitive network and schedule. Amrine joined Alaska Airlines in 2006 as an analyst and has held various roles in revenue management. Most recently, she served as the managing director of revenue management, guiding the company through the decline and resurgence of demand that accompanied the COVID-19 pandemic.

Laurie Baur – VP, Tax: Baur is focused on providing strategic leadership for all areas of tax, including financial reporting and tax planning. After joining Alaska in 1992 as a senior tax accountant, Baur became the head of the tax department in 1995 and has served as the chair of the tax committee of Airlines for America (A4A). Baur most recently served as the associate vice president of taxes.

Brett Catlin – VP, Loyalty, Alliances and Sales: Catlin joined Alaska in 2017 as managing director of guest products and most recently served as vice president of network and alliances. In this expanded role of vice president of loyalty, alliances and sales, Catlin will now also be responsible for deepening corporate sales and agency relationships, growing the Mileage Plan program and co-brand portfolio, and building a world-class alliance proposition.

Ryan St. John – VP, Finance, Planning and Investor Relations: St. John oversees the execution of resource planning, financial planning, analysis, forecasting and investor relations. His team determines optimal staffing for all frontline workgroups and ensures Alaska maintains its industry-leading cost position. St. John joined Alaska in 2008 as a ramp operations policy and procedures specialist and most recently served as associate vice president of finance and resource planning where he led an overhaul and centralization of crew resource management and workforce planning.

Brooke Vatheuer – VP, Audit Programs: As the vice president of audit programs, Vatheuer is responsible for setting the strategic vision and leading enterprise-level audit and assurance programs. Her team provides independent, objective audit services for Alaska’s most complex and important business and operational processes. Vatheuer joined Alaska in 2007 as an internal auditor and has held various finance, strategy and operations roles at both Horizon Air and Alaska Airlines. Most recently, she served as the managing director of audit programs.

In addition to elevating leaders at Alaska Airlines, sister carrier Horizon Air has promoted a 22-year veteran to oversee finance functions.

BJ Colby – VP, Finance and Resource Planning: Colby will be responsible for financial operations, workforce planning, strategic planning and project execution. Colby also leads Horizon’s capacity purchase relationship with Alaska Airlines and led the company through the decision to transition to an all-Embraer fleet of E175 aircraft.

“BJ’s passion, financial and planning expertise, and more than 20 years of experience with Horizon Air are helping to position our regional airline for continued success,” said Horizon Air President Joe Sprague.  Colby joined Horizon in 2000 as a financial partner and has since held various roles of increasing responsibility. Most recently, he served as the associate vice president of finance and resource planning.

Hawaiian Airlines Pilots Ratify Contract

HA High Res Logo_mid

HONOLULU – Hawaiian Airlines and the Air Line Pilots Association (ALPA) announced today that the union’s membership ratified a four-year contract that provides significant compensation increases for the airline’s more than 1,000 pilots.

Pilots approved the contract outlined in a tentative agreement reached last month between Hawaiian and ALPA. The amendment goes into effect March 2 and its term extends through March 2, 2027. 

“Our pilots have contributed to our growth as a world-class airline and this contract recognizes their contributions to our company and their shared commitment in delivering the unmatched service Hawaiian is known for,” said Hawaiian Airlines President and CEO Peter Ingram.

Last year, Hawaiian reached new contracts with the International Association of Machinists and Aerospace Workers (IAM) Districts 141 and 142, and the Transport Workers Union (TWU) Local 592.

 

About Hawaiian Airlines

Hawaiian® has led all U.S. carriers in on-time performance for each of the past 18 years (2004-2021) as reported by the U.S. Department of Transportation and consumer surveys by Condé Nast Traveler and TripAdvisor have placed Hawaiian among the top of all domestic airlines serving Hawaiʻi. In 2022, the carrier topped Travel + Leisure’s 2022 World’s Best list as the No. 1 U.S. airline and was named Hawaiʻi's best employer by Forbes. 

Now in its 94th year of continuous service, Hawaiian is Hawaiʻi's biggest and longest-serving airline. Hawaiian offers approximately 130 daily flights within the Hawaiian Islands, daily nonstop flights between Hawaiʻi and 15 U.S. gateway cities – more than any other airline – as well as service connecting Honolulu and American Samoa, Australia, Japan, New Zealand, South Korea and Tahiti.

The airline is committed to connecting people with aloha by offering complimentary meals for all guests on transpacific routes and the convenience of no change fees on Main Cabin and Premium Cabin seats. HawaiianMiles members also enjoy flexibility with miles that never expire. As Hawai‘i’s hometown airline, Hawaiian encourages guests to Travel Pono and experience the islands safely and respectfully.

Hawaiian Airlines, Inc. is a subsidiary of Hawaiian Holdings, Inc. (NASDAQ: HA). Additional information is available at HawaiianAirlines.com. Follow Hawaiian’s Twitter updates (@HawaiianAir), become a fan on Facebook  (Hawaiian Airlines), and follow us on Instagram (hawaiianairlines). For career postings and updates, follow Hawaiian’s LinkedIn page.

For media inquiries, please visit Hawaiian Airlines’ online newsroom.

Catch a sneak peek before the Big Game of Alaska Airlines’ new commercials featuring Tan France, Nick Cho + employees 

Being the most caring airline starts with employing first-class people who go the extra mile for every single guest. Every single day.

Sharon M., a lead customer service agent based in New Jersey, was among nearly two dozen employees selected to star in a series of TV commercials that will begin airing before Sunday’s big game on Feb. 12.

Sharon M., a lead customer service agent based in New Jersey, was among nearly two dozen employees selected to star in a series of TV commercials that will begin airing before Sunday’s big game on Feb. 12. 

“I get to represent a company, it’s tremendous,” she said. “I get to continue to live my dream. I cried.”

Sharon, a former radio host and current voice actor, was given a speaking part in the spot alongside celebrity fashion designer Tan France and TikTok creator Nick Cho.

As someone who has worked as a flight attendant, I know how difficult the job can be and have been so impressed with the Alaska Airlines team. Working with their employees was a joy. They are so attentive, thoughtful and were everything I have come to expect from Alaska.”

– Tan France

Our latest commercials promote the care and value we bring to our guests every day:

With the Alaska Airlines Visa® card, you + someone special can enjoy Alaska’s Famous Companion Fare™ to anywhere we fly – with no blackout dates – and no change fees.

☝🏼 Many of the people in this commercial—aside from Tan France—are Alaska employees.

Earn miles 30% faster on us compared to other U.S. airlines—and Alaska miles never expire.

The dream team

Our employees experienced a real-life Hollywood casting call when they auditioned for their parts, received call-backs and showed up on the day of filming at Mineta San Jose International Airport for hair, makeup and wardrobe.

“I think it’s great that Alaska asked us to be part of something so amazing,” said Sunny S., a customer service agent in San Jose who played an extra in the commercials. “We are employees, we are frontliners, we understand the airline industry. To have that moment to be in a commercial and to be asked by Alaska to do so, it was a warm feeling.”

Our employees are at the heart of our brand and it’s their remarkable, caring service that makes Alaska so special. We’re thrilled to have them be such a core part of our new commercials,” said Eric Edge, managing director for marketing and advertising at Alaska Airlines.

In his commercial debut Ryan D., a senior analyst on our strategic crew planning team, shared a meaningful moment with one of our flight attendants, played by Hikma S., when he signed: “Thank you.”

Ryan, who radiates kindness and is Deaf, says he was excited to learn “on-set” he would be given a bigger role than he was originally cast—one that fulfilled his desire to represent the Deaf community.

“The company really does care about the Deaf community and that’s very important to me. I think it was amazing to see actual employees in these commercials,” said Ryan. “It shows the company wants us to be a part of the brand and that’s really cool.”

Care shouldn’t be rare. 

At Alaska, we care wherever—and whenever—we can—for our guests, employees and communities.

Care includes having more nonstop flights from the West Coast than any other airline, while offering the most generous loyalty program in the skies.

It means keeping our earth healthy through sustainable practices and being the first U.S. airline to eliminate onboard plastic-use (shout out to Boxed Water™️ & our recent move to ditch plastic cups for good).

It means showing up for our guests in big and small ways to make their day. Care is reflected in everything we do, and we hope you see it for yourself. Share your stories with us on social using the hashtag #AlaskaCarelines.

From a space shuttle to a 737 – a pilot’s journey to Alaska Airlines

From an early age, newly minted Seattle First Officer, Nicholas Patrick always knew he wanted to fly. The UK native learned to fly in the Royal Air Force Reserve while studying engineering at Cambridge University.

His pursuits lead him to receive a PhD in mechanical engineering from the Massachusetts Institute of Technology (MIT) and he became a flight instructor. He moved to Seattle to work for Boeing in flight deck design.

In 1998, Patrick was selected by NASA to become an astronaut. He moved to Houston and trained for eight years, which included flying the T-38 in preparation for two space shuttle missions to the International Space Station.

I dreamed of becoming an astronaut or a test pilot,” Patrick said. “At the time, there were no British astronauts, so the U.S. was the logical place to pursue a career in space and aviation.”

NASA/Robert Markowitz

From space walks to spectacular views

One of Patrick’s motivations to pursue a career in space and aviation was his love of seeing the world from above. When asked about his favorite memories from his time as an astronaut, two memories immediately stood out. The first was when he saw his hometown from 250 miles above the Earth.

Patrick recalled, “a friend of mine called me up to Discovery’s flight deck: ‘hey Nick, you’ve got to get up here, we’re about to pass over England’. I floated up to the flight deck where my friend was looking out the window. There was England coming over the horizon. Even though it was night, you could see the layout of the lights. I could identify the big cities like London, Manchester, Glasgow, Edinburgh, and Leeds. I could see a darker patch on the coast of Yorkshire where I was born. It’s quite moving to see the place you were born from off the planet.”

His second fond memory from space was performing a spacewalk on his second mission.

“I had a couple of moments to myself before my next task and was holding on to the Space Station with one gloved hand on a handrail I had just installed when I looked down. All I could see was a bright yellow glow. It was as if someone had taken a big piece of gold and put a spotlight on it. Then, I realized we were over the Saudi Arabian Peninsula. It was the bright sunlight shining back up off the sand. It was spectacular!” said Patrick.

Alaska is his favorite airline (obviously!)

Patrick retired from NASA in 2012 to work for Blue Origin as the Senior Director of Human Integration and a Flight Director for the New Shepard sub-orbital launch program, which sent its first crewed mission to space in 2021. 

Patrick retired from NASA in 2012 to work for Blue Origin as the Senior Director of Human Integration and a Flight Director for the New Shepard sub-orbital launch program, which sent its first crewed mission to space in 2021.  A few months after that first crewed flight, Patrick directed the mission that sent actor William Shatner to space.

“I loved the goals and challenges at Blue Origin, but I realized the thing I enjoyed most about my job day-to-day was the operations side,” Patrick recalls.

When he started to think seriously about commercial aviation, Alaska was the clear choice because of our Seattle Hub and his previous guest experience flying with us. Patrick remembers the first time he flew with Alaska for work.

I realized that Alaska was the friendliest airline I’d ever flown,” Patrick fondly remembers. “Everyone was happy and helpful, and the standards were very high.”

He described a time he was walking through SeaTac after a flight home from the launch site. “I was lost in thought, when I heard somebody say, ‘can I help you?’ As I looked around, I realized it was an Alaska customer service agent asking me if I needed directions. I replied, no, but thank you very much.”

Patrick was amazed by the kind gesture and friendly smile he received, “they didn’t know whether I was flying with Alaska that day; they just wanted to help me. And I thought, you don’t see that very often.” Anyone who knows our employees, knows these moments of care are what make Alaska special.

Looking forward to joining our Alaska Pilots

As a new First Officer at Alaska, Patrick is looking forward to being part of a company that prioritizes safety and teamwork, as well as reliability and profitability. He looks forward to the fun challenge, learning more from peers and the pace of operations.

“From the training staff to the pilots I’ve met, people have been helpful and knowledgeable. It’s been a wonderful environment to learn in, especially since Alaska pilots place so much emphasis on mentoring,” Patrick noted.

As a new First Officer at Alaska, Patrick is looking forward to being part of a company that prioritizes safety and teamwork, as well as reliability and profitability. He looks forward to the fun challenge, learning more from peers and the pace of operations.

It’s clear from his excitement to get back to the skies and the familiar sights and sounds of a flight deck, it’s an environment he thrives in. “From seeing sunsets and sunrises from above to the muted roar of the engines and the hum of the air conditioning system – they’re all part of the experience of flying that I love.”

Hawaiian Holdings Reports 2022 Fourth Quarter and Full Year Financial Results

HA High Res Logo_mid


HONOLULU , Jan. 31, 2023 /PRNewswire/ — Hawaiian Holdings, Inc. (NASDAQ: HA) (the "Company"), parent company of Hawaiian Airlines, Inc. ("Hawaiian"), today reported its financial results for the fourth quarter and full year 2022.

"A heartfelt mahalo to our team as they tirelessly worked through a year in which we had multiple projects in motion that make us a stronger, better airline," said Hawaiian Airlines President and CEO Peter Ingram . "I am incredibly proud of what our team members do to care for our company, our guests and each other. We saw continued strong demand in our domestic markets and recovery in our international markets illustrating that Hawaiʻi is a top destination and we are the carrier of choice.  I am excited to see what we can accomplish in 2023 as we continue to build a solid foundation for our future."

Fourth Quarter 2022 – Key Financial Metrics and Results

   

GAAP

 

Yo3Y Change

 

Adjusted (a)

 

Yo3Y Change

Net Loss

 

($50.2M)

 

($99.9M)

 

($24.7M)

 

($70.6M)

Diluted EPS

 

($0.98)

 

($2.05)

 

($0.49)

 

($1.49)

Pre-tax Margin

 

(8.6) %

 

(18.2) pts.

 

(4.3) %

 

(13.2) pts.

EBITDA

 

($6.1M)

 

($120.3M)

 

$25.6M

 

($83.4M)

Operating Cost per ASM

 

15.46¢

 

3.30¢

 

10.89¢

 

1.35¢

 

Full Year 2022 – Key Financial Metrics and Results

   

GAAP

 

Yo3Y Change

 

Adjusted (a)

 

Yo3Y Change

Net Loss

 

($240.1M)

 

($464.1M)

 

($210.5M)

 

($429.3M)

Diluted EPS

 

($4.67)

 

($9.38)

 

($4.08)

 

($8.68)

Pre-tax Margin

 

(11.1) %

 

(21.9) pts.

 

(10.0) %

 

(20.5) pts.

EBITDA

 

($61.9M)

 

($553.6M)

 

($31.0M)

 

($515.8M)

Operating Cost per ASM

 

15.26¢

 

3.10¢

 

10.78¢

 

1.24¢

 

(a) See Table 4 for a reconciliation of adjusted net loss, adjusted diluted EPS, adjusted pre-tax margin, adjusted EBITDA, and adjusted operating cost per ASM (CASM excluding fuel and non-recurring items) to each of their respective most directly comparable GAAP financial measure.

Statistical data, as well as a reconciliation of the reported non-GAAP financial measures, can be found in the accompanying tables.

Liquidity and Capital Resources

As of December 31, 2022 the Company had:

  • Unrestricted cash, cash equivalents and short-term investments of $1.4 billion
  • Outstanding debt and finance lease obligations of $1.7 billion
  • Air traffic liability of $590.8 million
  • Liquidity of $1.6 billion , including an undrawn revolving credit facility of $235 million

Revenue Environment

The strength of the leisure market was evident as Hawaiian saw robust demand in its U.S. Mainland to Hawaiʻi routes and international routes excluding Japan.  Demand remained strong for premium products and there was positive momentum in sales of its Extra Comfort product and newer preferred seat option.  The Company's overall operating revenue for the fourth quarter 2022 was up 3.2% compared to the fourth quarter 2019 on 6% lower capacity.  The Company's overall operating revenue for 2022 was down 6.7% from 2019 on 9.3% lower capacity as the impacts of Omicron were experienced industry wide in most of the first quarter.

Other revenue for fourth quarter 2022 was up 35.1% compared to the same period in 2019 and for the full year 2022 up 30.4% compared to 2019 driven by cargo revenue and sales of HawaiianMiles.

2022 Highlights

Routes and scheduled services

  • Operated at 91% of its 2019 capacity, comprised of 115%, 79%, and 44% capacity on its North America , Neighbor Island, and International routes, respectively
  • Resumed international flights, between Honolulu , Hawaiʻi and Auckland, New Zealand , and Honolulu , Hawaiʻi and Tokyo Haneda Airport
  • Signed agreement with Amazon to operate and maintain an initial fleet of 10 Airbus A330-300 freighters to move cargo between airports near Amazon's distribution facilities starting in the fall of 2023
  • Announced a new nonstop flight between Honolulu and Rarotonga, Cook Islands , which will launch in May 2023 , providing travelers from Hawaiian's 15 U.S. Mainland gateway cities convenient one-stop connection to the Cook Islands

Guest experience

  • Announced agreement with Starlink to provide complimentary industry leading satellite internet connectivity to every guest onboard flights between Hawaiʻi and the continental U.S., Asia , and Oceania starting in 2023
  • Introduced the benefit of two free checked bags for primary cardmembers who purchase their tickets directly with the Company in partnership with Barclays, its co-brand credit card issuer
  • Established a new interline agreement with Mokulele to facilitate travel bookings and connections for passengers connecting from Mokulele-served airports to any Hawaiian Airlines destination worldwide in a single transaction

Fleet and financing

  • Entered into an agreement with Boeing to purchase 2 additional Boeing 787-9 aircraft, bringing the Company's total order to 12 aircraft, the first of which is scheduled for delivery in the fourth quarter of 2023
  • Amended and extended $235 million revolving credit facility that matures in December 2025
  • Repurchased the remaining $62.4 million of outstanding Series-2020-1A and Series-2020- 1B Equipment Notes

People

  • Received ratification by Hawaiian's employees represented by the International Association of Machinists and Aerospace Workers for five-year contracts that provide for wage increases and important work rule changes for nearly 2,500 employees
  • Received ratification by Hawaiian's employees represented by the Transport Workers Union of America for a five-year contract that provides wage increases and important work rule changes for 55 employees

Awards and Recognition

  • Recognized by Conde Nast's 2022 Readers Choice Awards as one of The Best Airlines in the United States
  • Named by Forbes' 2022 America's Best Employers by State rankings as Hawai'i's Best Employer
  • Awarded by Travel + Leisure's World's Best Award as the Best Domestic Airline

Environmental, Social and Corporate Governance

In May 2022 , the Company issued its 2022 Corporate Kuleana (Responsibility) Report, providing updates on Environmental, Social and Governance ("ESG") initiatives, including new commitments to replace single-use plastics in cabin service by 2029 and to locally source 40% of food and beverage for its Hawai'i-based catering operations by 2025.  Other accomplishments in 2022 include the following:

  • Engaged over 1250 volunteers comprised of almost 800 employees and over 450 of their family members who donated almost 6800 hours of community service work for almost 150 organizations throughout Hawaiʻi
  • Raised more than $33,000 for the Friends of Hakalau Forest National Wildlife Refuge, a group supporting the preservation, protection, and restoration of native forest lands in the Hakalau National Wildlife Refuge on Hawaiʻi island through the annual Hawaiian Airlines Holoholo Challenge
  • Donated $117,550 through Hawaiian Airlines Foundation including a $100,000 grant to Kāko'o 'Ōiwi, a nonprofit organization dedicated to advancing the cultural, spiritual and traditional practices of the Native Hawaiian community
  • Expanded decarbonization efforts through research into sustainable aviation fuel with Par Hawaii and a partnership with REGENT, a developer of all-electric seagliders

The Company continues to focus on creating long-term value and positively impacting the people, the environment and the communities it serves. The Company will publish its fourth annual Corporate Kuleana Report in the spring of 2023, highlighting its ESG commitments.

Other

Signed a tentative agreement with the Air Line Pilots Association in January 2023 subject to ratification by the Company's pilots.

First Quarter 2023 Outlook

2023 presents challenges in the core markets in which Hawaiian operates.  In building a strong foundation for the future that will make the Company a better airline, it is focused on completing an extensive list of initiatives which include preparing for the launch of freighter operations for Amazon, going live with its new Passenger Service System, offering industry-leading internet connectivity service on its transpacific flights, placing mobile technology in the hands of its guest-facing employees, and flying its new Boeing 787-9 aircraft.

The table below summarizes the Company's expectations for the quarter ending March 31, 2023 expressed as an expected percentage change compared to the results for the quarter ended March 31, 2022 .

Item

 

First Quarter 2023
Guidance

 

GAAP Equivalent

 

GAAP First Quarter
2023 Guidance

Available Seat Miles (ASMs)

 

Up 14.0% to up 17.0%

       

Operating Revenue per ASM (RASM)

 

Up 7.5% to up 10.5%

       

CASM excluding fuel and non-recurring items (a)

 

Down 1.0% to up 2.0%

 

Costs per ASM

 

Up 1.4% to up 3.6%

Gallons of Jet Fuel Consumed

 

Up 17.0% to up 20.0%

       

Economic Fuel Price per Gallon
(a)(b)

 

$3.10

 

Average fuel price per gallon,
including taxes and delivery

 

$3.08

Effective Tax Rate

 

~21%

       

Full Year 2023 Outlook

The table below summarizes the Company's expectations for the full year ending December 31, 2023 expressed as an expected percentage change compared to the results for the year ended December 31, 2022 .

The Company expects its effective tax rate for the full year ending December 31, 2023 to be approximately 21% percent.

Item

 

Full Year 2023
Guidance

 

GAAP Equivalent

 

GAAP Full Year
2023 Guidance

ASMs

 

Up 9.5% to up 12.5%

       

CASM excluding fuel and non-recurring items (a)

 

Up 1.0% to up 5.0%

 

Costs per ASM

 

Down 0.4% to up 2.6%

Gallons of Jet Fuel Consumed

 

Up 10.5% to up 13.5%

       

Economic Fuel Price per Gallon
(a)(b)

 

$2.92

 

Average fuel price per gallon,
including taxes and delivery

 

$2.89

Capital Expenditures

 

$330M to $380M

       
 

(a) See Table 4 for a reconciliation of CASM excluding fuel and non-recurring items and economic fuel price per gallon to each of their respective most directly comparable GAAP financial measures.

(b) Fuel price per gallon estimates are based on the January 17, 2023 fuel forward curve.

Statistical information, as well as a reconciliation of certain non-GAAP financial measures, can be found in the accompanying tables.

Investor Conference Call

The Company's quarterly and full year earnings conference call is scheduled to begin today ( January 31, 2023 ) at 4:30 p.m. Eastern Time ( USA ).  The conference call will be broadcast live over the Internet. Investors may listen to the live audio webcast on the investor relations section of the Company's website at HawaiianAirlines.com . For those who are not available for the live webcast, the call will be archived and available for 90 days on the investor relations section of the Company's website.

About Hawaiian Airlines

Hawaiian ® has led all U.S. carriers in on-time performance for each of the past 18 years (2004-2021) as reported by the U.S. Department of Transportation and consumer surveys by Condé Nast Traveler and TripAdvisor have placed Hawaiian among the top of all domestic airlines serving Hawaiʻi. In 2022, the carrier topped Travel + Leisure's 2022 World's Best list as the No. 1 U.S. airline and was named Hawaiʻi's best employer by Forbes.

Now in its 94th year of continuous service, Hawaiian is Hawaiʻi's biggest and longest-serving airline. Hawaiian offers approximately 130 daily flights within the Hawaiian Islands, daily nonstop flights between Hawaiʻi and 15 U.S. gateway cities – more than any other airline – as well as service connecting Honolulu and American Samoa , Australia , Japan , New Zealand , South Korea and Tahiti.

The airline is committed to connecting people with aloha by offering complimentary meals for all guests on transpacific routes and the convenience of no change fees on Main Cabin and Premium Cabin seats. HawaiianMiles members also enjoy flexibility with miles that never expire. As Hawai'i's hometown airline, Hawaiian encourages guests to Travel Pono and experience the islands safely and respectfully.

Hawaiian Airlines, Inc. is a subsidiary of Hawaiian Holdings, Inc. (NASDAQ: HA). Additional information is available at HawaiianAirlines.com . Follow Hawaiian's Twitter updates ( @HawaiianAir ), become a fan on Facebook  ( Hawaiian Airlines ), and follow us on Instagram ( hawaiianairlines ). For career postings and updates, follow Hawaiian's LinkedIn page.

For media inquiries, please visit Hawaiian Airlines' online newsroom .

Forward-Looking Statements

This press release contains "forward-looking statements" within the meaning of the Private Securities Litigation Reform Act of 1995 that reflect the Company's current views with respect to certain current and future events and financial performance.  Such forward-looking statements include, without limitation, the Company's positioning for the upcoming year; plans for additional route service; expectations related to Hawaiian's agreement with Amazon; the Company's environmental commitments; the Company's outlook for the first fiscal quarter and fiscal year 2023; and statements as to other matters that do not relate strictly to historical facts or statements of assumptions underlying any of the foregoing.  Words such as "expects," "anticipates," "projects," "intends," "plans," "believes," "estimates," variations of such words, and similar expressions are also intended to identify such forward-looking statements.  These forward-looking statements are and will be subject to many risks, uncertainties and assumptions relating to the Company's operations and business environment, all of which may cause the Company's actual results to be materially different from any future results, expressed or implied, in these forward-looking statements.

The Company is subject to risks, uncertainties and assumptions that could cause the Company's results to differ materially from the results expressed or implied by such forward-looking statements, including the risks, uncertainties and assumptions discussed from time to time in the Company's public filings and public announcements, including the Company's Annual Report on Form 10-K and the Company's Quarterly Reports on Form 10-Q, as well as other documents that may be filed by the Company from time to time with the Securities and Exchange Commission.  All forward-looking statements included in this document are based on information available to the Company on the date hereof.  The Company does not undertake to publicly update or revise any forward-looking statements to reflect events or circumstances that may arise after the date hereof even if experience or future changes make it clear that any projected results expressed or implied herein will not be realized.

Table 1.
Hawaiian Holdings, Inc.
Consolidated Statements of Operations
(in thousands, except for per share data) (unaudited)

 
   

Three Months Ended December 31,

 

Twelve Months Ended December 31,

   

2022

 

2019

 

% Change

 

2022

 

2019

 

% Change

   

(in thousands, except per share data)

Operating Revenue:

                       

Passenger

 

$   650,841

 

$   648,782

 

0.3 %

 

$  2,335,440

 

$  2,597,772

 

(10.1) %

Other

 

80,194

 

59,355

 

35.1 %

 

305,827

 

234,456

 

30.4 %

Total

 

731,035

 

708,137

 

3.2 %

 

2,641,267

 

2,832,228

 

(6.7) %

Operating Expenses:

                       

Wages and benefits

 

218,045

 

185,659

 

17.4 %

 

833,137

 

723,656

 

15.1 %

Aircraft fuel, including taxes and delivery

 

213,204

 

137,283

 

55.3 %

 

817,077

 

542,573

 

50.6 %

Aircraft rent

 

25,859

 

27,131

 

(4.7) %

 

103,846

 

118,904

 

(12.7) %

Maintenance materials and repairs

 

65,219

 

67,233

 

(3.0) %

 

236,153

 

249,772

 

(5.5) %

Aircraft and passenger servicing

 

42,060

 

43,972

 

(4.3) %

 

152,550

 

164,275

 

(7.1) %

Commissions and other selling

 

32,076

 

33,618

 

(4.6) %

 

113,843

 

130,216

 

(12.6) %

Depreciation and amortization

 

33,735

 

39,632

 

(14.9) %

 

136,169

 

158,906

 

(14.3) %

Other rentals and landing fees

 

37,122

 

33,845

 

9.7 %

 

147,143

 

129,622

 

13.5 %

Purchased services

 

33,637

 

33,261

 

1.1 %

 

129,350

 

131,567

 

(1.7) %

Special items

 

12,500

 

 

100.0 %

 

18,803

 

 

100.0 %

Other

 

50,365

 

37,219

 

35.3 %

 

163,250

 

155,260

 

5.1 %

Total

 

763,822

 

638,853

 

19.6 %

 

2,851,321

 

2,504,751

 

13.8 %

Operating Loss

 

(32,787)

 

69,284

 

(147.3) %

 

(210,054)

 

327,477

 

(164.1) %

Nonoperating Income (Expense):

                       

Interest expense and amortization of debt discounts and issuance costs

 

(23,054)

 

(6,596)

     

(95,815)

 

(27,864)

   

Interest income

 

11,858

 

3,378

     

32,141

 

12,583

   

Capitalized interest

 

1,070

 

779

     

4,244

 

4,492

   

Other components of net periodic benefit cost

 

1,252

 

(920)

     

5,065

 

(3,864)

   

Gains (losses) on fuel derivatives

 

(1,978)

 

494

     

(3,041)

 

(6,709)

   

Loss on extinguishment of debt

 

 

     

(8,568)

 

   

Gains (losses) on investments, net

 

(4,563)

 

66

     

(43,082)

 

192

   

Gains (losses) on foreign debt

 

(15,629)

 

1,540

     

26,667

 

(540)

   

Other, net

 

913

 

(116)

     

(1,406)

 

(771)

   

Total

 

(30,131)

 

(1,375)

     

(83,795)

 

(22,481)

   

Loss Before Income Taxes

 

(62,918)

 

67,909

     

(293,849)

 

304,996

   

Income tax benefit

 

(12,758)

 

18,192

     

(53,768)

 

81,012

   

Net Loss

 

$    (50,160)

 

$      49,717

     

$  (240,081)

 

$    223,984

   

Net Loss Per Common Stock Share:

                       

Basic

 

$        (0.98)

 

$          1.07

     

$        (4.67)

 

$          4.72

   

Diluted

 

$        (0.98)

 

$          1.07

     

$        (4.67)

 

$          4.71

   

Weighted Average Number of Common Stock Shares Outstanding:

                       

Basic

 

51,413

 

46,402

     

51,361

 

47,435

   

Diluted

 

51,413

 

46,658

     

51,361

 

47,546

   

Cash Dividends Declared Per Common Share

 

$             —

 

$          0.12

     

$             —

 

$          0.48

   

 

Table 2.
Hawaiian Holdings, Inc.
Selected Statistical Data
(in thousands, except as otherwise indicated) (unaudited)

 
   

Three Months Ended December 31,

 

Twelve Months Ended December 31,

   

2022

 

2019

 

% Change

 

2022

 

2019

 

% Change

   

(in thousands, except as otherwise indicated)

Scheduled Operations (a) :

                       

Revenue passengers flown

 

2,651

 

2,893

 

(8.4) %

 

9,995

 

11,737

 

(14.8) %

Revenue passenger miles (RPM)

 

3,982,719

 

4,520,090

 

(11.9) %

 

14,932,750

 

17,808,913

 

(16.2) %

Available seat miles (ASM)

 

4,931,687

 

5,242,919

 

(5.9) %

 

18,636,466

 

20,568,476

 

(9.4) %

Passenger revenue per RPM (Yield)

 

16.34  ¢

 

14.35  ¢

 

13.9 %

 

15.64  ¢

 

14.59  ¢

 

7.2 %

Passenger load factor (RPM/ASM)

 

80.8 %

 

86.2 %

 

(5.4) pt.

 

80.1 %

 

86.6 %

 

(6.5) pt.

Passenger revenue per ASM (PRASM)

 

13.20  ¢

 

12.37  ¢

 

6.7 %

 

12.53  ¢

 

12.63  ¢

 

(0.8) %

Total Operations (a) :

                       

Revenue passengers flown

 

2,655

 

2,898

 

(8.4) %

 

10,015

 

11,751

 

(14.8) %

RPM

 

3,988,798

 

4,526,797

 

(11.9) %

 

14,964,500

 

17,826,887

 

(16.1) %

ASM

 

4,940,514

 

5,255,202

 

(6.0) %

 

18,684,642

 

20,596,711

 

(9.3) %

Passenger load factor (RPM/ASM)

 

80.7 %

 

86.1 %

 

(5.4) pt.

 

80.1 %

 

86.6 %

 

(6.5) pt.

Operating revenue per ASM (RASM)

 

14.80  ¢

 

13.47  ¢

 

9.9 %

 

14.14  ¢

 

13.75  ¢

 

2.8 %

Operating cost per ASM (CASM)

 

15.46  ¢

 

12.16  ¢

 

27.1 %

 

15.26  ¢

 

12.16  ¢

 

25.5 %

CASM excluding aircraft fuel and non-recurring items (b)

 

10.89  ¢

 

9.54  ¢

 

14.2 %

 

10.78  ¢

 

9.54  ¢

 

13.0 %

Aircraft fuel expense per ASM (c)

 

4.32  ¢

 

2.62  ¢

 

64.9 %

 

4.37  ¢

 

2.62  ¢

 

66.8 %

Revenue block hours operated

 

51,715

 

56,246

 

(8.1) %

 

195,361

 

218,801

 

(10.7) %

Gallons of jet fuel consumed

 

64,485

 

68,454

 

(5.8) %

 

239,231

 

270,001

 

(11.4) %

Average cost per gallon of jet fuel (actual) (c)

 

$       3.31

 

$       2.01

 

64.7 %

 

$            3.42

 

$          2.01

 

70.1 %

Economic fuel cost per gallon (c)(d)

 

$       3.31

 

$       2.05

 

61.5 %

 

$            3.42

 

$          2.06

 

66.0 %

   

(a)

Includes the operations of the Company's contract carrier under a capacity purchase agreement, which was terminated in the first half of 2021. Total Operations includes both scheduled and chartered operations.

(b)

See Table 4 for a reconciliation of CASM excluding aircraft fuel and non-recurring items to its most directly comparable GAAP financial measure.

(c)

Includes applicable taxes and fees.

(d)

See Table 3 for a reconciliation of economic fuel costs per gallon to its most directly comparable GAAP financial measure.

 

Table 3.
Hawaiian Holdings, Inc.
Economic Fuel Expense
(in thousands, except per-gallon amounts) (unaudited)

The price and availability of aircraft fuel is volatile due to global economic and geopolitical factors that we can neither control nor accurately predict. The increase in aircraft fuel expense is illustrated in the following table:

   

Three Months Ended December 31,

 

Twelve months ended December 31,

   

2022

 

2019

 

% Change

 

2022

 

2019

 

% Change

   

(in thousands, except per-gallon amounts)

Aircraft fuel expense, including taxes and delivery

 

$  213,204

 

$  137,283

 

55.3 %

 

$  817,077

 

$  542,573

 

50.6 %

Fuel gallons consumed

 

64,485

 

68,454

 

(5.8) %

 

239,231

 

270,001

 

(11.4) %

Average fuel price per gallon, including taxes and delivery

 

$        3.31

 

$        2.01

 

64.7 %

 

$        3.42

 

$        2.01

 

70.1 %

The Company believes that economic fuel expense is a good measure of the effect of fuel prices on its business as it most closely approximates the net cash outflow associated with the purchase of fuel for its operations in a period. The Company defines economic fuel expense as GAAP aircraft fuel expense, including taxes and delivery, plus realized losses on settlement of fuel derivative instruments during the period.

   

Three Months Ended December 31,

 

Twelve Months Ended December 31,

   

2022

 

2019

 

% Change

 

2022

 

2019

 

% Change

   

(in thousands, except per-gallon amounts)

Aircraft fuel expense, including taxes and delivery

 

$  213,204

 

$  137,283

 

55.3 %

 

$  817,077

 

$  542,573

 

50.6 %

Realized losses on settlement of fuel derivative instruments

 

401

 

3,108

 

(87.1) %

 

401

 

12,403

 

(96.8) %

Economic fuel expense

 

$  213,605

 

$  140,391

 

52.2 %

 

$  817,478

 

$  554,976

 

47.3 %

Fuel gallons consumed

 

64,485

 

68,454

 

(5.8) %

 

239,231

 

270,001

 

(11.4) %

Economic fuel costs per gallon

 

$        3.31

 

$        2.05

 

61.5 %

 

$        3.42

 

$        2.06

 

66.0 %

 

   

Estimated three months ending March 31, 2023

 

Estimated twelve months ending December 31, 2023

   

(in thousands, except per-gallon amounts)

Aircraft fuel expense, including taxes and delivery

 

$           192,398

$           197,332

 

$           764,806

$           785,570

Realized (gains)/losses on settlement of fuel derivative contracts

 

1,133

1,133

 

7,496

7,496

Economic fuel expense

 

$           193,531

 

$           198,465

 

$           772,302

 

$           793,066

Fuel gallons consumed

 

62,498

 

64,101

 

264,350

271,527

Economic fuel costs per gallon

 

$                 3.10

$                 3.10

 

$                 2.92

$                 2.92

 

Table 4.
Hawaiian Holdings, Inc.
Non-GAAP Financial Measures Reconciliation (unaudited)

The Company evaluates its financial performance utilizing various GAAP and non-GAAP financial measures, including adjusted net income (loss), adjusted operating expenses, adjusted diluted net income (loss) per share (EPS), CASM, PRASM, RASM, Passenger Revenue per RPM, Passenger Revenue per ASM, adjusted EBITDA, and adjusted pre-tax margin. Pursuant to Regulation G, the Company has included the following reconciliation of reported non-GAAP financial measures to comparable financial measures reported on a GAAP basis.  The adjustments are described below:

  • CBA related expense . In January 2022 , we reached a tentative agreement with our IAM-M and IAM-C employees. In February 2022 , employees represented by the IAM-M and IAM-C ratified a new CBA, which included a one-time signing bonus of $2.1 million , which was recorded in wages and benefits during the first quarter of 2022. During the second quarter of 2022, we and the IAM completed a separation program under the CBA and recognized a $2.6 million one-time expense, which was recorded in wages and benefits.
  • Special items . The Company recorded the following as special items:
    • During the third quarter of 2022, the Company estimated the fair value of our remaining ATR-42 and ATR-72 aircraft, which resulted in the recognition of a $6.3 million impairment charge recorded as a Special item in the Company's Consolidated Statements of Operations.
    • During the fourth quarter of 2022, the Company entered into a Memorandum of Understanding (MOU) with its third-party service provider to early terminate its Amended and Restated Complete Fleet Services (CFS) Agreement (Amended CFS). The Amended CFS was originally scheduled to run through December 2027 , and will now terminate in April 2023 . In connection with the MOU, the Company agreed to pay a total of $12.5 million in termination fees, which was recognized at execution as a Special item in the Company's Consolidated Statements of Operations.
  • Gain on sale of aircraft . During the second quarter of 2022, the Company sold three ATR-72 aircraft and recognized a $2.6 million gain on the transactions, which was recorded in Other operating expense in the Company's Consolidated Statements of Operations. During the twelve months ended December 31, 2019 , the Company recorded a gain on disposal for Boeing 767-300 aircraft equipment of $1.9 million in conjunction with the retirement of its Boeing 767-300 fleet.
  • Changes in fair value of fuel derivative instruments . Changes in fair value of fuel derivative contracts, net of tax, are based on market prices for open contracts as of the end of the reporting period, and include the unrealized amounts of fuel derivatives (not designated as hedges) that will settle in future periods and the reversal of prior period unrealized amounts.
  • Loss on extinguishment of debt . Loss on extinguishment of debt is excluded to allow investors to better analyze our core operational performance and more readily compare our results to other airlines in the periods presented below.
  • Unrealized loss (gain) on foreign debt . Unrealized loss (gain) on foreign debt is based on fluctuation in exchange rates and the measurement of foreign-denominated debt to our functional currency.
  • Unrealized loss on investment securities . Unrealized losses on equity securities and gains on derivative instruments in our investment portfolio are driven by changes in market prices and currency fluctuations, which are recorded in Other nonoperating expense in the consolidated statements of operations.

The Company believes that adjusting for the impact of an effective tax rate differential, the receipt of grant proceeds, changes in fair value of fuel derivative contracts and foreign currency derivative contracts, fluctuations in foreign exchange rates, special items, and the sale of aircraft and aircraft equipment helps investors better analyze the Company's operational performance and compare its results to other airlines in the periods presented.

   

Three Months Ended December 31,

 

Twelve Months Ended December 31,

   

2022

 

2019

 

2022

 

2019

   

Total

 

Diluted
Per Share

 

Total

 

Diluted
Per Share

 

Total

 

Diluted
Per Share

 

Total

 

Diluted
Per Share

   

(in thousands, except per share data)

GAAP net income (loss), as reported

 

$  (50,160)

 

$     (0.98)

 

$   49,717

 

$       1.07

 

$(240,081)

 

$     (4.67)

 

$ 223,984

 

$       4.71

Adjusted for:

                               

CBA related expense

 

 

 

 

 

4,678

 

0.09

 

 

Special items

 

12,500

 

0.24

 

 

 

18,803

 

0.37

 

 

Gain on sale of aircraft

 

 

 

 

 

(2,578)

 

(0.05)

 

(1,948)

 

(0.04)

Changes in fair value of fuel derivative instruments

 

1,577

 

0.03

 

(3,602)

 

(0.08)

 

2,640

 

0.05

 

(5,694)

 

(0.13)

Loss on extinguishment of debt

 

 

 

 

 

8,568

 

0.17

 

 

Unrealized loss (gain) on foreign debt

 

15,501

 

0.30

 

(1,558)

 

(0.03)

 

(26,196)

 

(0.51)

 

696

 

0.02

Unrealized loss on investment securities

 

2,110

 

0.04

 

 

 

24,949

 

0.49

 

 

Tax effect of adjustments

 

(6,211)

 

(0.12)

 

1,370

 

0.03

 

(1,242)

 

(0.02)

 

1,845

 

0.04

Adjusted Net Income (Loss)

 

$  (24,683)

 

$     (0.49)

 

$   45,927

 

$       0.99

 

$(210,459)

 

$     (4.08)

 

$ 218,883

 

$       4.60

 

   

Three months ended

December 31,

 

Twelve months ended

December 31,

   

2022

 

2019

 

2022

 

2019

   

(in thousands)

Income (Loss) Before Income Taxes

 

$            (62,918)

 

$              67,909

 

$          (293,849)

 

$           304,996

Adjusted for:

               

CBA related expense

 

 

 

4,678

 

Special items

 

12,500

 

 

18,803

 

Gain on sale of aircraft

 

 

 

(2,578)

 

(1,948)

Changes in fair value of fuel derivative instruments

 

1,577

 

(3,602)

 

2,640

 

(5,694)

Loss on extinguishment of debt

 

 

 

8,568

 

Unrealized loss (gain) on foreign debt

 

15,501

 

(1,558)

 

(26,196)

 

696

Unrealized loss on investment securities

 

2,110

 

 

24,949

 

Adjusted Income (Loss) Before Income Taxes

 

$            (31,230)

 

$              62,749

 

$          (262,985)

 

$           298,050

 

   

Three months ended

December 31,

 

Twelve months ended

December 31,

   

2022

 

2019

 

2022

 

2019

   

(in thousands)

Net Income (Loss) before Taxes

 

$            (62,918)

 

$              67,909

 

$          (293,849)

 

$           304,996

Depreciation & Amortization

 

33,735

 

39,632

 

136,169

 

158,906

Interest and amortization of debt

 

(23,054)

 

(6,596)

 

(95,815)

 

(27,864)

EBITDA, as reported

 

(6,129)

 

114,137

 

(61,865)

 

491,766

Adjusted for:

               

CBA related expense

 

 

 

4,678

 

Special items

 

12,500

 

 

18,803

 

Gain on sale of aircraft

 

 

 

(2,578)

 

(1,948)

Changes in fair value of fuel derivative instruments

 

1,577

 

(3,602)

 

2,640

 

(5,694)

Loss on extinguishment of debt

 

 

 

8,568

 

Unrealized loss (gain) on foreign debt

 

15,501

 

(1,558)

 

(26,196)

 

696

Unrealized loss on investment securities

 

2,110

 

 

24,949

 

Adjusted EBITDA

 

$              25,559

 

$           108,977

 

$            (31,001)

 

$           484,820

 

Operating Costs per Available Seat Mile (CASM)

The Company has separately listed in the table below its fuel costs per ASM and non-GAAP unit costs, excluding fuel and non-recurring items.  These amounts are included in CASM, but for internal purposes the Company consistently uses cost metrics that exclude fuel and non-recurring items (if applicable) to measure and monitor its costs.

   

Three Months Ended

December 31,

 

Twelve Months Ended

December 31,

   

2022

 

2019

 

2022

 

2019

   

(in thousands, except CASM data)

GAAP operating expenses

 

$       763,822

 

$       638,853

 

$    2,851,321

 

$    2,504,751

Aircraft fuel, including taxes and delivery

 

(213,204)

 

(137,283)

 

(817,077)

 

(542,573)

CBA related expense

 

 

 

(4,678)

 

Special items

 

(12,500)

 

 

(18,803)

 

Gain on sale of aircraft

 

 

 

2,578

 

1,948

Adjusted operating expenses

 

$       538,118

 

$       501,570

 

$    2,013,341

 

$    1,964,126

Available Seat Miles

 

4,940,514

 

5,255,202

 

18,684,642

 

20,596,711

CASM—GAAP

 

15.46 ¢

 

12.16 ¢

 

15.26 ¢

 

12.16 ¢

Aircraft fuel, including taxes and delivery

 

(4.32)

 

(2.62)

 

(4.37)

 

(2.62)

CBA related expense

 

 

 

(0.02)

 

Special items

 

(0.25)

 

 

(0.10)

 

Gain on sale of aircraft

 

 

 

0.01

 

CASM excluding fuel and non-recurring items

 

10.89 ¢

 

9.54 ¢

 

10.78 ¢

 

9.54 ¢

 

   

Estimated three months ending
March 31, 2023

 

Estimated twelve months ending
December 31, 2023

   

(in thousands, except CASM data)

GAAP operating expenses

 

$        722,288

$        757,837

 

$     2,988,528

$     3,161,089

Aircraft fuel, including taxes and delivery

 

(193,744)

(198,712)

 

(771,902)

(792,859)

Non-recurring items

 

4,078

 

4,078

 

10,028

 

10,028

Adjusted operating expenses

 

$        532,622

$        563,203

 

$     2,226,654

$     2,378,258

Available seat miles

 

4,859,875

4,987,766

 

20,459,683

21,020,222

CASM – GAAP

 

14.86 ¢

15.19 ¢

 

14.61 ¢

15.04 ¢

Aircraft fuel, including taxes and delivery

 

(3.99)

(3.99)

 

(3.77)

(3.77)

Non-recurring items

 

0.08

 

0.08

 

0.05

 

0.05

CASM excluding fuel and non-recurring items

 

10.95 ¢

11.28 ¢

 

10.89 ¢

11.32 ¢

 

Pre-tax margin

The Company excludes unrealized (gains) losses from fuel derivative instruments, foreign debt, and equity securities, gain on the sale of aircraft, and non-recurring items from pre-tax margin for the same reasons as described above.

   

Three months ended

December 31,

 

Twelve months ended

December 31,

   

2022

 

2019

 

2022

 

2019

Pre-Tax Margin, as reported

 

(8.6) %

 

9.6 %

 

(11.1) %

 

10.8 %

Adjusted for:

               

CBA related expense

 

 

 

0.2

 

Special items

 

1.7

 

 

0.7

 

Gain on sale of aircraft

 

 

 

(0.1)

 

(0.1)

Changes in fair value of fuel derivative instruments

 

0.2

 

(0.5)

 

0.1

 

(0.2)

Loss on extinguishment of debt

 

 

 

0.3

 

Unrealized loss (gain) on foreign debt

 

2.1

 

(0.2)

 

(1.0)

 

Unrealized loss on equity securities

 

0.3

 

 

0.9

 

Adjusted Pre-Tax Margin

 

(4.3) %

 

8.9 %

 

(10.0) %

 

10.5 %

 

 

 

Cision View original content to download multimedia: https://www.prnewswire.com/news-releases/hawaiian-holdings-reports-2022-fourth-quarter-and-full-year-financial-results-301735303.html

SOURCE Hawaiian Holdings, Inc.

Hawaiian Airlines Appoints Tom Zheng as Vice President of Technical Operations Business Planning and Services

Tom Zheng_mid

HONOLULU – Hawaiian Airlines today announced the appointment of Tom Zheng as vice president of technical operations business planning and services. In his new role, Zheng will lead a growing portfolio of technical operations initiatives, including expanded aircraft maintenance, dedicated freighter service for Amazon and a new fleet of Boeing 787-9s.

Tom Zheng

“Tom has offered invaluable leadership to advance significant initiatives within our growing technical operations team,” said Jim Landers, senior vice president for technical operations at Hawaiian Airlines. “His trusted voice and guidance will continue to make us a better, stronger airline as we diversify and grow our business.”

Zheng joined Hawaiian in 2009 as a senior project manager before becoming a director of strategic initiatives. He previously served as managing director of business planning and initiatives in technical operations. Prior to Hawaiian, Zheng was a management consultant for Deloitte, and also worked for American Savings Bank and AT&T where he was a distinguished member of the technical staff and principal engineer.

He holds a Master of Business Administration degree with honors from The Wharton School at the University of Pennsylvania, a Master of Science degree from the New York University Tandon School of Engineering, and a Bachelor of Science degree from the State University of New York at Stony Brook.


About Hawaiian Airlines
Hawaiian® has led all U.S. carriers in on-time performance for each of the past 18 years (2004-2021) as reported by the U.S. Department of Transportation and consumer surveys by Condé Nast Traveler and TripAdvisor have placed Hawaiian among the top of all domestic airlines serving Hawaiʻi. In 2022, the carrier topped Travel + Leisure's 2022 World's Best list as the No. 1 U.S. airline and was named Hawaiʻi's best employer by Forbes.

Now in its 94th year of continuous service, Hawaiian is Hawaiʻi's biggest and longest-serving airline. Hawaiian offers approximately 130 daily flights within the Hawaiian Islands, daily nonstop flights between Hawaiʻi and 15 U.S. gateway cities – more than any other airline – as well as service connecting Honolulu and American Samoa, Australia, Japan, New Zealand, South Korea and Tahiti.

The airline is committed to connecting people with aloha by offering complimentary meals for all guests on transpacific routes and the convenience of no change fees on Main Cabin and Premium Cabin seats. HawaiianMiles members also enjoy flexibility with miles that never expire. As Hawai'i's hometown airline, Hawaiian encourages guests to Travel Pono and experience the islands safely and respectfully.

Hawaiian Airlines, Inc. is a subsidiary of Hawaiian Holdings, Inc. (NASDAQ: HA). Additional information is available at HawaiianAirlines.com . Follow Hawaiian's Twitter updates ( @HawaiianAir ), become a fan on Facebook  ( Hawaiian Airlines ), and follow us on Instagram ( hawaiianairlines ). For career postings and updates, follow Hawaiian's LinkedIn page.

For media inquiries, please visit Hawaiian Airlines' online newsroom .

 

Alaska Airlines expands our San Diego network with new coast-to-coast nonstops

We’re adding nonstops to Washington, D.C. (IAD) and Tampa (TPA); guests can upgrade their cross-country flights with travel in our award-winning First Class and Premium Class cabins

We know keeping California connected is important. That includes offering our guests more convenient options to fly nonstop from coast-to-coast. As part of Alaska Airlines’ continuing commitment to Southern California, we’re adding new, daily nonstop flights between San Diego and both Washington, D.C. (IAD) and Tampa (TPA). Service to Washington, D.C. starts June 15, and service to Tampa begins on Oct. 5. We’re also adding new daily nonstop service between San Diego and Eugene, Oregon (EUG) on June 15.

Our guests in San Diego asked for more nonstops to the East Coast and we’re excited to add service to both the nation’s capital and to Florida’s vibrant Gulf Coast,” said Neil Thwaites, regional vice president of California for Alaska Airlines. “With convenient daytime schedules, award-winning service and a premium product offering, guests will arrive refreshed and ready-to-go.”

With the new routes to our network, we’ll serve 35 nonstop destinations from San Diego with the most nonstops of any airline. This includes flights to the Northeast, Northwest, throughout California, Mexico, Florida and to all four major islands in Hawaii, along with other locations.

All flights from San Diego offer a three-class cabin. Our guests in First Class and Premium Class enjoy early boarding and the most generous legroom of all domestic carriers. With our award-winning service, our First Class offers complimentary hot meals based on a seasonal menu with a range of fresh, bright West Coast-inspired flavors along with a variety of beverages. Flyers in Premium Class can also take advantage of complimentary cocktails, hand-selected wines and local beers.

Tickets for all flights can be purchased now at alaskaair.com. If you need to make alternate travel plans with us, there are no change fees to do that.

“The announcement of new destinations on Alaska Airlines is a great way to start the year,” said Kimberly Becker, San Diego County Regional Airport Authority President & CEO. “Our community benefits from the addition of flights to the East Coast and Pacific Northwest. We thank Alaska Airlines for the addition of these routes and their continued partnership at SAN.” 

New routes schedule for San Diego

Start DateCity PairDepartsArrivesFrequencyAircraft
June 15, 2023San Diego-Washington, D.C.8:00 a.m.4:10 p.m. Daily737-9
June 15, 2023Washington, D.C.- San Diego10:15 a.m.12:30 p.m.Daily737-9
Oct. 5, 2023San Diego- Tampa8:40 a.m.4:25 p.m.Daily737-9
Oct. 5, 2023Tampa- San Diego5:30 p.m.7:40 p.m.Daily737-9
June 15, 2023San Diego- Eugene, Oregon2:30 p.m.4:50 p.m.DailyE175
June 15, 2023Eugene, Oregon- San Diego11:30 a.m.1:50 p.m.DailyE175
All times local.

In California, Alaska operates over 330 peak day flights, including from our hubs in San Francisco and Los Angeles, as well as other cities across the state including our key focus cities of San Diego and San Jose. As the only national airline based on the West Coast, we’ve proudly served our guests throughout California for more than 40 years. We also offer residents of California something unique: Flight Pass, our pay-by-month subscription service for flights throughout the state and to Las Vegas, Salt Lake City and Phoenix.

With the E175 flying Horizon’s future, we bid farewell to the Q400 

For Horizon Air Capt. Perry Solmonson, saying goodbye to the Q400 is bittersweet. The turboprop aircraft has played a pivotal role in his career since he joined the airline in 1989.  

Solmonson says his favorite part of flying the Q400 comes from his role as a check pilot – an experienced pilot who evaluates and certifies the knowledge and skills of other pilots. 

Horizon Air Capt. Perry Solmonson

Over the years, I witnessed so many extraordinary pilots who truly have the ‘touch’ with this airplane,” said Solmonson. “Horizon has some amazing aviators here. It’s a privilege to serve in an organization that attracts and retains such gifted pilots, a legacy I know we’re continuing on the E175.”   

The Embraer 175 jet or E175 is now the sole aircraft flown at Horizon Air, Alaska Airlines’ long time regional airline sister company, as we continue to modernize our fleet. The last commercial flight of the Q400 was on Jan. 26 between Spokane and Seattle – exactly 22 years after its first revenue flight for Horizon on Jan. 26, 2001. 

“We’re at a unique moment in time,” said Joe Sprague, president of Horizon Air. “With our shift to a single fleet of E175 jets, we’re laying a major new cornerstone of the foundation for our future.”   

Flying two smaller fleets of aircraft wasn’t sustainable or cost effective for Horizon. Two of everything was required: parts, tools, training programs and more. Aside from pilots, every workgroup needed to know two aircraft types. Moving to one fleet type allows us to better focus all of our resources, which is important during a time of unprecedented pilot attrition throughout the regional airline industry.   

Yesterday, the Q400 took its last commercial flight between Spokane and Seattle. 

The E175 jet is efficient and much quieter than the turboprop, plus it flies faster. It’s well suited for small and developing markets in our network across the Pacific Northwest and beyond.  

Our guests tell us again and again they enjoy flying the E175.

If you haven’t flown it yet, its benefits might surprise you: 

  • The jet aircraft has three classes of service, just like our 737s 
  • Our elite members can enjoy upgrades to First Class and Premium Class 
  • All seats are window or aisle – there are no middle seats 
  • There are larger overhead bins than the Q400 for stowing carry-ons 
  • There’s inflight entertainment with more than 800 free movies and TV shows to watch on your personal devices 
  • There’s Wi-Fi connectivity on board, and we’ll begin upgrading to streaming-fast satellite Wi-Fi on the jets starting in early 2024

Horizon currently flies 33 E175s with more on the way. By the end of 2023, we’ll have 41 jets and by the close of 2026 we’re scheduled to have 50 of them. 

“We’re nimble and we respond to changes quickly,” he said. “Horizon has succeeded at this for 41 years and I know we’ll continue that going forward.”  

With the transition from the Q400 to the E175, Solmonson says Horizon just keeps getting better.   

Loading...