How travel brought me & my family closer to Black History 

Black History Month has come to mean more to me than ever before since having kids, but my passion for diving deeper into the stories of my people became a daily practice after the 2020 Black Lives Matter marches. As America began to acknowledge the plight of the African-American experience the last 400 years in this country, there was an awakening and understanding that I had never observed before, collective grief and an unlearning that began to take place.

Tash Haynes

My journey toward Black Liberation took a sharp turn in those moments of 2020. I sought to find ways to show and share Black stories of peace, happiness, freedom and joy, untangling myself from the heartbreaking stories of the past and bringing into the spotlight the stories of hope and strength that typically go untold and it’s felt more important than ever to prioritize for my family as my husband, Ike and I, are raising up our three daughters, Wisdom (9), Courage (3) and Glory (1).  

Black history is the very core of American history. It is the foundation for which this country has built its legacy and without Black stories, the America we have come to know might cease to exist. As a native to the Pacific Northwest, I haven’t always felt directly connected to the Black experience because so much of our history rests in Southern states.

Tash with her daughters Courage (3) and Wisdom (9) along the Arkansas Civil Rights Heritage Trail, which begins at the State House and ends at the Clinton Presidential Library.

Still, I have remained curious and open to learning as much as I can and look forward to teaching my three little girls about Black history. Recently, I discovered the United States Civil Rights Trail and knew this would be the perfect opportunity to immerse myself in The Deep South and see key places that helped shape our story in this country. Thanks to Alaska’s alliance with oneworld, I could use my family’s miles to book the perfect Black History Month trip and so we did. 

Here’s how we flew from Seattle to Little Rock, Arkansas with three little ones in tow to embark on a journey of a lifetime: 

Little Rock, AR  

Our first stop on the U.S. Civil Rights Trail tour took us to Little Rock, Arkansas. I was pleasantly surprised by all the history Little Rock holds. Kicking off our trip there was so special because it brought the history books to life. Now that my daughter is nine years old and is learning about integration/desegregation in school, it was beyond moving to see her stand where nine teens once stood who challenged racial segregation in the public schools. The “Little Rock Nine” were the first African American students to desegregate high schools when they entered Little Rock Central High School in 1957. 

It’s hard for her to imagine a world where Black and white kids couldn’t eat at the same lunch table, but it happened, and it was so special to take her education from schoolhouse to real life.  

While we were visiting the Little Rock Central High School, we met a young man named Trey. He is currently an enrolled junior and football player. He shared with us the legacy of Little Rock High School and how much pride he has in attending school there. He says his coaches and teachers emphasize strength, determination and resiliency and that they are taught they can do and be anything in life because of the legacy that the Little Rock Nine paved the way for.  

In addition to being the catalyst of national desegregation in high schools, Little Rock had a flourishing Black community in its 9th Street District, where the Mosaic Templars Cultural Center sits. The city was once a thriving and prosperous picture of Black wealth in the early 1900s, and was one of the largest self-sustaining Black economies in the South. It had everything a small city could ever need—and all of it Black-owned. I loved visiting the cultural center and learning about the impact that time had on Little Rock and how many of those families are still making an impact on the city today. We learned about how crucial the Mosaic Templars were to the Black community, providing services that weren’t available mainstream to Black families and entrepreneurs at the time, and how it became the cultural center for Black entertainment and social connections.

I loved getting a peek into Black culture from the lens of wealth, luxury and success —they’re meaningful moments in our history that aren’t often highlighted or spoken about. I am so used to hearing about slavery and jumping straight into Jim Crow, but when we do that we leave out the Renaissance where Black people were really starting to thrive post-slavery and were extremely prosperous. Walking through that museum, reading the letters, and taking in the pictures really painted a picture of Black history that I found so much pride in.   

Memphis, TN 

Once we left Little Rock, we took the 2-hour drive on I-40 E toward Memphis. Before Memphis ever knew a Dr. King, the city was one of the most important cities in the South for Blacks.  After the Civil War and the abolition of slavery, African-Americans went to Memphis seeking economic opportunity and stability —and Beale Street was at the center of all of that.   

Beale Street would become a cultural hub of Black influence and business, anti-segregation, the birthplace of soul and rock & roll music, while remaining the iconic inspiration behind movies and books. We kicked off our time in Memphis on that well known street, walking up and down the pathway of the shops. I loved imagining a time where Beale Street was thriving with Black businesses, restaurants, soul music and pride. Although many of the businesses on Beale today are not Black-owned, if you look up just above the doorways of the storefronts, you can see painted murals that still remain of a time when Blacks owned everything. Those canvases tell a story of Beale Street that can only be seen in movies, but are proof that we were there.  

It was wandering those streets in Memphis that I really came to understand Dr. King as a person, and not a legend from story books. I had never given any thought to Martin the man and the weight he must have carried to share such a powerful message to the world. Dr. King was 39-years old when he was assassinated. I am 39-years old today.  For me, Memphis brought to light Martin himself, who like me, wanted to live a good life, do right by the people around him and pursue his purpose.  

We rounded out our day in Memphis meeting a couple friends for dinner at Chef Tams Underground Cafe. Chef Tam’s is an award winning Black-owned restaurant in the heart of Downtown Memphis and was the figurative hug I personally needed after a long and weary day.   Food in Black culture heals, that’s why it’s called “Soul Food.” It did for our communities what nothing else could and it allowed us a way to keep African customs alive when we felt lost and so far from home. As history tells it, slaves had to eat the worst cuts of meat and leftover scraps but somehow always turned it into magic. They took what they knew from Africa and made food the epicenter of Black culture, which has stood the test of time. The tradition and culture in every Black dish like Chef Tam’s, not only makes us full but connects us to the deep roots that flow within us and make us whole—always bringing us back to who we are.  I can’t say I have had a meal in recent history that rivals the food we ate at Chef Tam’s that evening, but it was an experience I will never forget. Memphis is full of Black history and nearly impossible to uncover in one trip, I’m looking forward to returning again to discover more.  

Montgomery, AL 

Alabama was the third stop on our trip, a special one because I had never been to that state before. In 1997, when I was 14-years-old I watched a movie written and directed by Spike Lee called “Four Little Girls.” It highlighted The 16th Street Baptist Church and the four girls who died in the basement of the church on a Sunday morning after it was bombed by the Ku Klux Klan. I remember that story living in my head for years after seeing it. Three of the four girls were 14 just like me and I remember grieving for them at the time. That was my first introduction to the stories of the fight for Civil Rights and the victims in the path toward freedom and equality.  

I was anxious to get to Birmingham to see the church and it was especially emotional visiting with my own three little girls. We had such a strong reaction to visiting the church that we decided to change course and head on to Selma & Montgomery to check off other places on our Black History bucket list. Selma and Montgomery were not originally on our itinerary but ended up being my favorites and the most memorable of the entire trip.  

We drove the back country roads from Birmingham to Selma and made it to the Edmund Pettus Bridge right in time to catch sunset. While we were there we met a man who shared all about the “Courageous Eight” and one member in particular, Amelia Boynton-Robinson, who called Dr. King to Selma to start the non-violent marches from Selma to Montgomery. Learning about Robinson reminded me of the special role that women played in every part of our history.  Although few of them are mentioned in history books,  behind every landmark movement in Black history, there was a woman holding it up and that made me so supremely proud. I was moved crossing that bridge with my three young daughters and I imagine the power and confidence my ancestors felt crossing this bridge several times marching for causes they believed in. I felt honored to walk the same path that so many of my Civil Rights heroes did and felt so much joy and pride in knowing that many of the freedoms I enjoy today started in Selma on that bridge.  

It felt sacred being there and I felt so honored to be able to experience it.  

Montgomery has a rich history —around every corner there was a landmark, historic site or special place dedicated to the Black experience, making it feel like the core of Black History. There was no way to take in all there was to experience in just one day but we’ll be back Montgomery!   

Atlanta, GA 

We ended our trip in Atlanta and although I have been to Atlanta before, I have never visited under these circumstances. Driving into Atlanta after a week of exploring all of these little cities along the Civil Rights trail made entering feel like Oz. Atlanta has long been a place where Blacks from all over the country pilgrimage for education, opportunity and economic prosperity. I always love being there and seeing Black excellence on display. Of all the places we went, I knew Atlanta would have the greatest impact on my daughter, Wisdom. She has spent most of her nine years of life learning about the same Black heroes over and over again in school, so being in the birth and resting place of Dr. King and Coretta Scott were things I knew she could easily identify and resonate with.  

We visited the King Center and paid our respects, saw the eternal flame and took pictures in front of Dr. King’s birth home, but the moment that stood out for all of us was when we met this young man outside of Ebenezer Baptist Church. He began to share with us a little about the area without knowing why we were there or what we were doing. He talked to us about the church, the work in the community they had done during the Civil Rights movement and the work they were doing today (he even made it personal and shared how they had helped him), then he turned to Wisdom and said, “our ancestors marched for you so that you could have a good life. They did this so that you could go to school and you could learn and not worry about whether you were going to be bothered by police or have equal opportunity.”  “ Dr. King marched for you because he loved you.  He did all of this for you and for me because he loved us before he could even see us,” and it was in that moment, with tears streaming down my face, when Wisdom turned from him and looked at me, that I knew she finally understood.  

I learned so many valuable lessons from this trip. First being, my family can do anything.  We survived six days of travel, a different city every day and a new hotel every night and all with three kids in tow, two being toddlers and we lived to tell about it and want to do more.  Second, I got to experience a part of the country I have been nervous to explore. I understand things in a way that is so much clearer to me. I have pride in my heritage that could only be accomplished by walking the places and seeing the sites that brought us to this moment. Third, my biggest takeaway is how much my ancestors loved me. They loved me so much and wanted so much more for me that they would sow a seed of sacrifice in faith, in hope for the fruit it would produce for the future of tomorrow and for that, I will be forever grateful.   

This was a trip of a lifetime that I will never forget. 

Check out @itstashhaynes for more moments from this remarkable trip.

International Association of Machinists and Aerospace Workers at Hawaiian Airlines Ratify 5-Year Contracts

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HONOLULU – Hawaiian Airlines employees represented by the International Association of Machinists and Aerospace Workers (IAM) Districts 141 and 142 have ratified tentative agreements reached with the airline last month.

The five-year contracts provide wage increases and important work rule changes for nearly 1,000 employees in roles ranging from mechanics, line servicemen, aircraft appearance, and contract services, as well as more than 1,500 employees in cargo, central reservations control, crew scheduling, guest services, ramp, purchasing, record, and supply, among others.

“We are grateful for the ratification of contracts that recognize the incredible contributions of our front-line teammates while helping our company continue to grow and thrive,” said Hawaiian Airlines President and CEO Peter Ingram.

The IAM contract ratification comes as Hawaiian is hiring for hundreds of positions as it continues to rebuild its network.  Job opportunities can be found at https://www.hawaiianairlines.com/careers.

About Hawaiian Airlines

Hawaiian® has led all U.S. carriers in on-time performance for each of the past 17 years (2004-2020) as reported by the U.S. Department of Transportation and was named No. 1 U.S. airline by Condé Nast Traveler’s 2021 Readers Choice Awards. Consumer surveys by Travel + Leisure and TripAdvisor have placed Hawaiian among the top of all domestic airlines serving Hawaiʻi.

Now in its 93rd year of continuous service, Hawaiian is Hawaiʻi's biggest and longest-serving airline. Hawaiian offers approximately 130 flights within the Hawaiian Islands, daily nonstop flights between Hawaiʻi and 16 U.S. gateway cities – more than any other airline – as well as service connecting Honolulu and American Samoa, Japan, South Korea, Sydney, and Tahiti. As a result of the COVID-19 pandemic, Hawaiian’s Auckland flights remain suspended.

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.

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 pilots are inspiring the next generation of flying in Compton 

Since he was a kid eating ice cream and pizza from the back of his parents’ car, watching planes fly in and out of LAX, Ronnell Norman was fascinated by aviation and the power of flying.   

Growing up near Compton, California, when gang violence and crime-riddled the streets, Norman kept his sights on the skies. At 19 years old, he became the first student to enroll at Compton Airport’s flight school. Today, he’s a first officer with Alaska Airlines and CEO of that flight school, now known as Fly Compton Aero Club.  

Ronnell ‘Ron’ Norman, Alaska first officer

“I love flying. It’s the ultimate freedom. It puts your mind to the test every time you depart. It takes all of your senses to operate a safe flight and it is something I have wanted to do since I was a child,” said Norman.  

Norman hopes to continue creating a safe haven for neighborhood youth in Compton.   

“Still today, kids as young as six are becoming involved in gangs. It’s important for kids to see there is a life beyond the inner city,” he said. “Helping kids is very important to me because it was instilled in me since I was a child. My parents gave people and kids in our community opportunities to have impactful futures and I want to do the same.”  

Fly Compton Aero Club invites anyone interested in aviation to learn, engage and share their love of flying with other students and aviation professionals. Currently, the youth club has about 30 students, ages ranging from 8 to 18.   

Fly Compton is not just an Aero Club … it’s a family! We are made up of a group of minority pilots and maintenance professionals that represent some of the largest commercial, cargo and corporate charter air carriers in the world. We extend an invitation to all that want to learn more about the many facets of aviation, and we look forward to you becoming part of the family!

— Demetrius D. Harris, President  

Breaking barriers & building bright futures 

Even now, people assume Norman is a flight attendant because of the color of his skin. However, he says it doesn’t come from just white people. Black people also assume this about him because generally, people don’t see many Black pilots. He is optimistic schools like Fly Compton will help break such barriers and close the gap.   

“If you don’t see something, you just don’t expect it to be that way. That’s everybody. That’s implicit bias. But it’s getting better, in my personal belief,” he said. “The opportunities are here — we’re teaching kids, don’t give up. We’ll get you to where you want to go and being a Black pilot will become a normal thing. You just have to keep pushing.”  

Fly Compton Student Alicia, 17, began flying in 2018 shortly after her landlord introduced her to Norman. She was inspired to take flight when her 9th-grade class took a field trip to LAX and heard a female pilot speak about flying.  

“I’ve flown so many times now, I’ve gotten used to it. It’s easy for me now. It’s fun. I love it,” she said.   

She hopes to attend San Jose State, become a professional pilot someday, and give back like Norman and other flight instructors.  

“I know the industry is predominately white men and as a Black person of color, I’m excited to influence my community and hopefully support other young girls like me who want to be pilots because I know how hard it is to take that first step,” she said.   

Parents of students at Fly Compton also recognize the legacy Norman and others are building.   

“This program right here is actually taking young kids and building them up and building their confidence to be pilots,” said Lamar Brumfield, a  parent of two boys who are interested in learning about flying. “The instructors are inspiring them and showing them that they can do this. These kids will be the new future and inspire my sons and so on.” 

Alaska Airlines launches first-ever flight subscription service in the US – say yes to more adventures with Flight Pass

SEATTLE, Feb. 16, 2022 /PRNewswire/ — As the only major airline headquartered on the West Coast, Alaska Airlines is blazing a new path for travel with the debut of Flight Pass, an innovative, subscription-based travel offering that takes value and flexibility to the next level. Available starting today, Flight Pass members can fly up to 24 roundtrip flights a year to the most popular routes within California, as well as nonstop service from California airports to Reno, Phoenix and Las Vegas, for a fixed monthly rate. With annual plans starting at $49 per month, this new way to fly allows travelers to lock in main cabin deals for a full year and rewards subscribers with lower than average fares on eligible flights.

Experience the interactive Multichannel News Release here:
https://www.multivu.com/players/English/8963351-alaska-airlines-first-ever-flight-subscription-service-flight-pass/

Flight Pass subscribers can choose from 100 daily flights connecting 13 California airports to each other and nonstop between California to Reno, Phoenix and Las Vegas.

“Flight Pass builds on our mission to offer travelers the most West Coast destinations at the best value,” said Alex Corey, managing director of business development and products for Alaska Airlines. “Our commitment to care means offering convenient and affordable options that fit our guests’ lifestyle and connect them to where they want to go. After two years of staying close to home, guests are ready to travel again and with 100 daily flights from 16 airports throughout California and between California to Reno, Phoenix and Las Vegas, Flight Pass will take them there.”

Flight Pass subscribers can choose between two annual plans – based on the best value or most flexibility – that differ only in the length of the required advanced booking time. Subscribers will receive credits deposited monthly or bi-monthly into their Flight Pass account, to be redeemed for 6, 12 or 24 nonstop trips a year to eligible destinations. Flyers are still required to pay applicable government taxes and airport fees on each flight, in addition to the monthly subscription fee and nominal fare (most flights the fare is only $0.01).

Travel trend reports reveal that most Americans are planning domestic travel in 2022, particularly to warm-weather and beach destinations – and some are even more willing to be spontaneous and flexible on future trips.1 Anyone with 2022 goals to see and do more are in luck. Flight Pass locks in a great deal for a year of travel with varying options that will fit every budget and lifestyle.

How To Take Flight with Flight Pass

  • Sign up by creating an account at www.flightpass.alaskaair.com.
  • Pick your preferred plan:
    • Best value – Flight Pass: Starts at $49 per month, requires booking at least 14 days before travel, and as early as 90 days in advance.
    • Most flexible – Flight Pass Pro: Starts at $199 per month, allows same-day booking up to two hours before departure, and as early as 90 days in advance.
  • Choose the number of roundtrips you would like annually: 6, 12 or 24 roundtrip flights.
  • Redeem your credits and book your trip on an eligible flight.
    • Choose from 100 daily flights connecting 13 California airports to each other and to Reno, Phoenix, and Vegas
  • Enjoy your flight!

“Alaska Airlines is uniquely positioned to help our West Coast guests experience more with direct access to destinations near and far from our expanding hubs,” said Neil Thwaites, regional vice president of California for Alaska Airlines. “Flight Pass will provide more options, value and care with every trip that our guests book, while also transforming the travel experience long-term.”

Guests will enjoy the same great benefits they’ve come to love and expect from Alaska Airlines, including the ability to earn miles toward Mileage Plan elite status. Alaska is committed to Next-Level Care on every flight, which includes implementing more than 100 health and safety measures to protect guests and employees throughout their journey. To see how a Flight Pass subscription can unlock savings and travel possibilities, visit www.flightpass.alaskaair.com.

About Alaska Airlines 

Alaska Airlines and our regional partners serve more than 120 destinations across the United States, Belize, Canada, Costa Rica and Mexico. We emphasize Next-Level Care for our guests, along with providing low fares, award-winning customer service and sustainability efforts. Alaska is a member of the oneworld global alliance. With the alliance and our additional airline partners, guests can travel to more than 1,000 destinations on more than 20 airlines while earning and redeeming miles on flights to locations around the world. Learn more about Alaska at newsroom.alaskaair.com and blog.alaskaair.com. Alaska Air and Horizon Air are subsidiaries of Alaska Air Group (NYSE: ALK).

1 Expedia® 2022 Travel Trends Report, https://newsroom.expedia.com/2021-11-30-The-GOAT-mindset-Expedia-reveals-2022s-biggest-travel-trend.

Flight Pass subscribers can choose from 100 daily flights connecting 13 California airports to each other and nonstop between California to Reno, Phoenix and Las Vegas.
Flight Pass subscribers can choose from 100 daily flights connecting 13 California airports to each other and nonstop between California to Reno, Phoenix and Las Vegas.
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SOURCE Alaska Airlines

Ke Kumu: How Our Employees are Carving Spaces for Hawaiian Language to Thrive

Aloha Mahina ʻŌlelo Hawaiʻi! (Happy Hawaiian Language Month!)

February is a time of celebration in the Hawaiian Islands, where the community works together to perpetuate the language unique to our archipelago home. This month, we are inviting our guests to experience ʻōlelo Hawaiʻi via our social media channels, which feature a new collection of Instagram Giphysan ʻōlelo Hawaiʻi Wordle puzzle and mini language lessons.

 

Within our employee ʻohana, ʻōlelo Hawaiʻi speakers continue to help shape the way we normalize the language throughout our workgroups, from how we share company stories to ensuring its incorporation in our company messaging and owned channels.

Community and Cultural Relations Senior Specialist Manakō Tanaka is among speakers carving more spaces for the language not just to exist – but to thrive at Hawaiian Airlines. One of Tanaka’s kuleana (responsibilities) is organizing our Ke Kumu Papa ʻŌlelo Hawaiʻi class, a free, beginner language experience that has been offered since 2015 to active and retired employees.

“Ke kumu in ʻōlelo Hawaiʻi means ‘the source’ and at Hawaiian Airlines, the source – those who hold the knowledge and share with others – are our employees,” said Tanaka. “For example, teaching ʻōlelo Hawaiʻi classes is my kuleana, but we have other employees who also volunteer to teach similar classes for hula or ukulele.”

Every other Thursday, Tanaka pieces together a fun and engaging syllabus to introduce his students to ʻōlelo Hawaiʻi, offering basic grammar rules and simple words and phrases that can be incorporated into everyday conversations, such as offering to get a colleague a coffee or when grocery shopping.

Keoni Martin, former senior specialist of community and cultural relations, led the Ke Kumu Papa ʻŌlelo classes until his retirement in 2020.

 

“We like to structure these classes so anyone can join at any point, and we use different scenarios so students can plug and play with the Hawaiian language on a more relatable level,” he said.

For Mahina ʻŌlelo Hawaiʻi, Tanaka and his Community and Cultural Relations team are expanding the reach of the Ke Kumu Papa ʻŌlelo Hawaiʻi classroom by bringing lessons directly to various workgroups throughout our Neighbor Island stations. The purpose of these visits is to encourage all employees, even those who have never attended a lesson, to use ʻōlelo Hawaiʻi. Employees are asked to try phrases that are relative to various work areas in the company, such as “E ʻoluʻolu, e hoʻomākaukau i ka mokulele no ka pae ʻana!” (“Please prepare the aircraft for landing.")

Manako

Tanaka, pictured bottom center, with our employees at our Hilo station after his team's Mahina ʻŌlelo Hawaiʻi lesson.

 

“There is a Hawaiian proverb that says ‘Nānā i ke kumu’, or ‘Look to the source’, which reminds us to look to that of old when navigating the present and future. ʻŌlelo Hawaiʻi is a foundational means of understanding Hawaiian culture, and by building on initiatives like our Ke Kumu classes, we can encourage more employees to use ʻōlelo Hawaiʻi and help them foster a passion for the language,” Tanaka explained.

Since Ke Kumu Papa ʻŌlelo Hawaiʻi’s inception, Community and Cultural Relations has grown a roster of enthusiastic students who attend the classes on a regular basis.

“Initially, I was scared to attend. As someone who grew up on the U.S. West Coast, I wasn’t surrounded by the Hawaiian language. I wanted to learn, but I thought I didn’t know enough to even come to class. It was a former Kumu (teacher) who encouraged me to join," said Julie Ng, manager of fleet initiatives, who joined her first class in 2017. "Participating in the Ke Kumu classes has since exposed me to some great opportunities. For example, I’ve been able to learn and perform oli (chant) to honor Hōkūleʻa, where we got to perform the oli onboard the waʻa kaulua (double-hulled canoe). That was a chicken-skin moment. I’ve learned how to make lei hulu (feather lei), Pūpū O Ni’ihau (Ni’ihau shell) earrings and helped make kahili (feather standard), which are now in Queen Liliuokalani’s bedroom in ʻIolani Palace. I feel lucky to work for a company that promotes and supports these amazing opportunities.”

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Ng, pictured bottom row, far right, at the 2019 Hawaiian Airlines Employee Recognition Banquet, where she joined her classmates from Ke Kumu Papa ʻŌlelo to open the event with a special oli.

 

“Shortly after I started at Hawaiian Airlines last spring, I saw the email for our ‘ōlelo Hawaiʻi class. I was curious to learn more about the language – specifically how to pronounce words and what some of them meant. I had no idea what to expect. The positive learning experience is why I attend classes as often as possible. I appreciate how the vocabulary and pronunciation are explained with patience and humor,” said Steve Gee, manager of product strategy and analytics.

“I always wanted to learn ‘ōlelo Hawai’i. However, learning the language was rather difficult to do as an active pilot; our schedules can be very different from the regular 8-5 job," said Harold Fujii, who retired as an Airbus A330 pilot in 2015. That year, "Hawaiian Airlines put a callout for employees and retirees to join their new ‘ōlelo Hawaiʻi class and I’ve attended classes since then," he said. "Our teachers stress the regular use of the language, so we learn things that are very practical in each class so we can put them to use every day. I have six grandchildren and it is my dream to instill my love of Hawaiian language and culture into them." 

At Hawaiian Airlines, we recognize that playing a role in the normalization of ‘ōlelo Hawaiʻi is our kuleana, and each day, we are proud of employees who help us carry this torch and pass it on to others.

For Mahina ʻŌlelo Hawaiʻi 2020, we interviewed a selection of fluent-speaking employees to share their stories and love for the language.

 

“We can’t keep ʻōlelo Hawaiʻi alive unless we are making it so that you can go anywhere and use it,” Tanaka said. “Everything we do at Hawaiian Airlines is rooted in perpetuating the Hawaiian culture, and so when we use ʻōlelo Hawaiʻi on social media, in guest and employee communications, on our aircraft, etc., we’re telling the world that the language and culture are important and that we value the ʻōlelo Hawaiʻi speakers who work here, want to work here and fly with us.”

“It’s a tall order because we create a high level of expectation…but it's also something we want to live up to so that we can use our platform to create more opportunities for Hawaiian culture and language to flourish,” he added.

Popular Alaska Lounges are getting a refreshing new look & more elbow room

While more guests begin to travel again and appreciate our Lounge experience—some call it “an oasis in the airport,” a place where they can kick back and unwind or get some work done while enjoying a hand-crafted espresso or local beer.

Except, sometimes our lounges are so popular that they can get quite busy and overcrowded.

Good news! A major expansion of our Lounges has been in the works for 2025 and 2026 to bring our lounge spaces up to par with some of the best in the industry (like our NSAT Lounge in Seattle).

Alaska’s NSAT Lounge in Seattle / Photo by Ingrid Barrentine.

Guest and employee feedback has helped us make the decision that we can no longer wait. Starting this spring, we’re expanding our Lounges in Seattle and Portland to provide 50% more capacity, including adding an “Express Lounge’ in PDX.

Here’s the scoop:

Seattle

Seattle D Lounge expansion conceptual rendering, finished product subject to change.

We’re adding nearly 60 seats to the C Concourse Lounge as the overall space grows by an additional 3,000 square feet by converting neighboring offices. The Lounge will remain open during construction with little impact to guests.  

We’re planning a six-month closure and total overhaul of the D Concourse Lounge to expand seating by nearly 30%. We will add a barista stand and new product features and give the area better flow. This renovation will begin once C Lounge is complete. It’s set to reopen in early summer 2023.

Conceptual rendering of the barista stand in Seattle’s D Lounge, finished product subject to change.

The opening of an all-new, more than 20,000-square-foot Lounge is on the radar for 2026. It would eventually replace the D Concourse Lounge and it would become the primary Lounge for our guests departing from the C and D Concourses.

Portland

We’ll enlarge the Lounge by 1,000 square feet with an enclosed patio area that extends into Concourse C. With new seating for 30 people, the total seating capacity will go to 100. Work begins in the spring and it’s scheduled to be completed this summer. During the renovation, the current Lounge will remain open to guests.

Please note: All renderings are conceptual. Finished product(s) are subject to change. 

Alaska’s new Concourse C Patio at PDX will offer a variety of seating options to work or relax in a welcoming, sunlit space. Guests will retain access to all the amenities they have come to appreciate within the existing lounge including the food, beverages, bar, and concierge services.

Alaska’s new patio at PDX will provide additional seating for Alaska’s existing lounge near Gate C6. Located across from the entrance to Concourse C, this new amenity will be a convenient stop for guests traveling in and out of Concourse C.

We’re adding a temporary ‘Express Lounge’ at the newly renovated Concourse B for our guests traveling through that section of the airport. The smaller Lounge is scheduled to open in the summer with seating for up to 35 people near Gate B2, offering guests a selection of beverages and light snacks before their flights.

The new Alaska Express Lounge in Concourse B at PDX is located at the Gate B3 Holdroom near the entrance to Concourse B. This new express lounge will be a convenient space for Alaska’s guests traveling out of Concourse B to relax and grab a beverage or snack before their flight.

An all-new Lounge is currently scheduled to open in the 2025 to 2026 timeframe. It’s expected to be more than 10,000 square feet – giving our guests a lot more to love.

Be our guest. 

We hope to see you in one of our lounges soon! As an Alaska Lounge+ member, you’ll have access to all Alaska Lounges as well as more than 90 partner lounges around the world. Find the lounge nearest you using the information below. 

Relax and enjoy your visit.

We look forward to seeing you soon.

Enjoy lounges near and far.

Visit us for the day.

 

Artistic renderings provided by © Hennebery Eddy Architects, Inc.

Message from our CEO: During Black History Month, we look back and look forward 

Alaska Airlines CEO Ben Minicucci says that Black History Month is an opportunity to look back and to look forward – to reflect on how far we’ve come, and to recognize how much work we have left to do.

Roaring and soaring into 2022: Alaska Airlines headlines Bay Area’s Chinese New Year Parade

Happy Lunar New Year! As the title sponsor of this year’s San Francisco Chinese New Year Festival and Parade, we are honored to join all our friends for this beloved celebration and send our best wishes for a happy and prosperous Year of the Tiger!  

Lunar New Year (or Spring Festival) is based on the lunar calendar, based on phases of the moon. Lunar New Year is celebrated across many East and Southeast Asian countries.

The resilience, character and strong traditions of the Asian American Community in the Bay Area are an inspiration. To mark the start of Lunar New Year, Alaska is proud to share the stories of some of our Asian employees—stories about connecting with their roots, about overcoming hate and learning to unapologetically be who you are no matter what.  

When we know about each other, we’re better together.

A return of the Chinese New Year Parade means a return of the tiger spirit 

By Angel Li, duty manager for Alaska Airlines at San Francisco Airport (SFO)

Many Asian Americans and allies hope the Year of the  Tiger will resemble more resilience than ever.   

Angel Li, duty manager for Alaska Airlines at San Francisco Airport (SFO)

“The year of the  Tiger means prosperity and strength to me,” says Angel Li, duty manager for Alaska Airlines at San Francisco Airport. “As the Tiger is always looked (upon) as a guardian and a protector.”  

San Francisco’s Chinese New Year Parade is back to celebrate the year of the  Tiger, continuing its delightful tradition from the 1860s of heralding culture. The 2022 Alaska Airlines Chinese New Year Parade will be held on Feb. 19, 2022, with over 100 parade floats participating.

Li hopes Alaska’s parade float will represent peace, safety and love.   

“I want everyone who’s been hurt the last couple of years to heal,” she said.   

Throughout 2020, as the Covid-19 global pandemic spread, so  did hate crimes against Asian and Asian Americans. Among many other incidents, in early 2021, Asian communities across the U.S. were shook after multiple shootings in Atlanta targeted and killed several Asian American women. Shortly thereafter, many of the Asian American community at large surveyed said they felt scared of discrimination and violence. But others came to rise in solidarity with the community, with rallies and joint efforts, including Alaska who publicly stood against the hatred. As such, 2022 feels like a great reset, especially in the context and care of the Covid-19 Crisis—when many folks felt afraid and alone, unable to safely gather with family and friends.   

“I now make this a time to truly connect with my family in China over video chat instead,” Li explains. “In a way, it has helped us all grow closer.”  

Nicholas Mendiola, customer service agent at SFO

And many are looking forward to celebrating again, while looking back at old traditions. Nicholas Mendiola, customer service agent at SFO, celebrates both Lunar and Solar New Years in the Chinese and Spanish traditions. His grandmother helped start the tradition of purging for the Lunar New Year: donating old items and cleaning the entire house.   

Mendiola says she also made dumplings and noodles to symbolize luck and a long life. His grandmother and older aunties would distribute red envelopes with crispy bills. There was also the tradition of lighting firecrackers in the garage. With a kung fu teacher for a dad, Mendiola would sometimes perform lion head dance (choy cheng) blessings at San Francisco’s Chinese New Year parade. It’s a joyful memory.   

“I love the sound of the drums and gongs,” he says. “Then after dinner, we would light off more fireworks. We loved it. So much fun!”   

It’s about hope, over harassment. Family, over fear. Love, over languishing. It’s about warmth, over worry.   — Nick Mendiola

As for Li, she and her parents will continue their own Lunar New Year tradition: celebrating with a large steamed fish at home.   

It’s the Year of the Tiger—and Strength—in San Francisco  

By Tim Horn, director of station operations at Alaska Airlines in SFO

Tim Horn, director of station operations at Alaska Airlines in SFO

Asian Americans in the U.S. are growing in numbers—and in resilience.   

According to the U.S. census, the Asian American population in the U.S. went up 6.3% over the last decade. In San Francisco alone, the population jumped from a little over 805,000 in 2000 to more than 873,000 in 2019.   

But crimes against Asian Americans also spiked, especially during the pandemic. In October 2021, the FBI reported hate crimes increased significantly, and anti-Asian hate crimes went up more than 73 percent in 2020. Additionally, The Center for the Study of Hate and Extremism at Cal State San Bernardino found a 164% increase in reports of anti-Asian hate crimes in the first quarter of 2021, compared with the same period last year—with a 140% change in San Francisco. It was a struggle, and heartbreaking for many to see and be wary of.   

 “While I didn’t face any violence or hostility to me personally, it was a period of high stress, frustration and anger knowing it was happening to others, and the fear that it could happen to me anytime,” said Tim Horn, director of station operations at Alaska Airlines in San Francisco.

This Lunar New Year represents so much more for many in the Bay area: courage, strength and boldness. There have been wins alongside the struggles, like raising diversity, equity and inclusion (DEI) awareness and funds, such as California dedicating $10 million towards the nonprofit Stop AAPI Hate.   

“After this past year, Lunar New Year means an opportunity to turn the page and make adjustments and new commitments toward my goal of living the best version of myself that I can,” Horn said.   

Elmer Tosta, a customer service agent based in SFO

Elmer Tosta, a customer service agent at SFO, is eager to celebrate—privately and publicly—with festivities, fireworks and food. He hopes the new year will be kind.   

“Hope and optimism are what I’m thinking about as we approach this new Lunar Year,” he said. “This isn’t limited to thoughts about the pandemic possibly being behind us, but also about prosperity, health, and good fortune for our families, neighbors, communities, and workplaces.”  

Horn hopes we can all turn a new leaf together, as the 2022 Alaska Airlines Chinese New Year Parade float, complete with marching bands, fighting lion and dragon dances and more, comes through the city. The return of the float is a thoughtful symbol of revival.   

“The float also makes me proud to work for a company that makes such a bold commitment in one of its hub cities,” Tosta said of San Francisco’s 35 percent Asian American population. “Alaska’s contribution says a lot about their strong support for diverse cultures through this public display.”  

Equity and inclusion remain top of mind. Meantime, there will be many additional events in Chinatown and SF. And, Horn will be helping his own team learn more about Lunar New Year in several ways, from communications to visual displays and savory delights—using his knowledge for good.   

“And of course, through yummy potlucks that delight our taste buds and also educate us on ethnic foods,” he added.    

Why @AlaskaAir has the best employees on earth, a short story

Alaska Airlines employees are some of the most kindhearted, empathetic people in the business and are there for our guests when they need it most. Recently, an Alaska employee in San Francisco, Gary, went out of his way to take care of a guest.  

Here’s what happened (in her words): 

I kept digging around and digging around and digging around in my stupid massive purse, but I couldn’t find my battery pack so as soon as I landed, I went to the ladies’ room and dumped all the contents of my purse out on to the counter. Aha! Found my battery.
Two hours later, I am still trying to unpack my ridiculous suitcases when my phone rings. It’s Gary from @AlaskaAir. He found my passport and dug around until he could find my phone number and called. I didn’t even know my passport was missing.
Gary wanted to know if I was planning on returning to the airport anytime soon. I told him that I would jump in the car right away and drive the hour back to the airport, but he asked me where I lived. When I told him, he said that it would be no more than a 15 minute detour for him to drop the passport off at my house. (No way. At least a 45 min detour).
Gary brought me my passport. To my door. I tried to tip him but he wouldn’t accept anything.
Can you believe this? Faith in humanity? Restored.

Original tweet from Alaska Guest @ayeletw.

Not knowing who “Gary” was, we shared this story with our employees on our intranet. Employees pieced together who “GARY” was from the tweets in a matter of hours.  

Meet Gary 

Gary is a customer service agent in San Francisco, who helped Alaska Guest & Author Ayelet Waldman reunite with her passport in the most remarkable way. 

Gary, San Francisco-based customer service agent

It was a normal day for him, he says. He stopped by Alaska’s customer service center at SFO and saw a passport lying there.  

“I asked if anyone checked to see who it belonged to. No one had, so I started searching. I found out that she had flown in from Newark. I looked up her reservation, found her phone number and called her,” Gary said. 

He offered to mail her passport to New York since that was her listed address, but she said it was a business address and she actually lives in the Bay Area.  

“I offered to drop it off on my way home, which was slightly out of my way, but not a big deal. The rest is history,” he said. “I like to put myself in other people’s shoes and think how they would feel if they misplaced or lost something and then learned it had been found. Total joy, right?” 

Waldman, a novelist and essayist, recently flew Alaska Airlines from New York to the Bay Area. She was so impressed with the outstanding customer service she received, that she shared her recent Alaska travel story with her 25,000 followers on Twitter. 

Hawaiian Holdings Reports 2021 Fourth Quarter and Full Year Financial Results

HA High Res Logo_mid

HONOLULU — 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 2021.

Fourth Quarter 2021 – Key Financial Metrics

 

 

GAAP

 

YoY Change

 

Adjusted

 

YoY Change

Net Income (Loss)

 

($92.6M)

 

+$70.0M

 

($70.3M)

 

+$102.5M

Diluted EPS

 

($1.81)

 

+$1.69

 

($1.37)

 

+$2.34

Pre-tax Margin

 

(24.1)%

 

+128.7 pts.

 

(18.4)%

 

+126.8 pts.

 

 

Full Year 2021 – Key Financial Metrics

 

 

GAAP

 

YoY Change

 

Adjusted

 

YoY Change

Net Income (Loss)

 

($144.8M)

 

+$366.2M

 

($383.4M)

 

+$167.5M

Diluted EPS

 

($2.85)

 

+$8.23

 

($7.55)

 

+$4.41

Pre-tax Margin

 

(11.6)%

 

+71.3 pts.

 

(30.5)%

 

+56.7 pts.

 

"Throughout 2021 the Hawaiian Airlines team has executed a remarkable recovery from the depths of the pandemic.  Demand for leisure travel remains resilient as evidenced by strong domestic travel volumes to Hawaiʻi, and the building blocks continue to fall into place for a recovery of international demand in 2022,” said Peter Ingram, Hawaiian Airlines president and CEO. "I am energized every day by the outstanding contributions of my colleagues throughout Hawaiian who have positioned us for a bright future."

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

 

Financial Results

Fourth Quarter 2021

The Company reported total revenue of $494.7 million, down 30% compared to the fourth quarter of 2019, on 19% lower capacity. 

The Company reported total operating expenses of $566.1 million, and adjusted operating expenses of $443.4 million.

The Company reported EBITDA of ($58.9) million and adjusted EBITDA of ($30.7) million.

 

Full Year 2021

For the full year of 2021, the Company reported total revenue of $1.6 billion, down 44% compared to the full year of 2019, on 29% lower capacity. 

The Company reported total operating expenses of $1.7 billion, and adjusted operating expenses of $1.6 billion.

The Company reported EBITDA of $63.4 million and adjusted EBITDA of ($238.7) million.

 

Liquidity and Capital Resources

As of December 31, 2021 the Company had:

  • Unrestricted cash, cash equivalents and short-term investments of $1.7 billion
  • Outstanding debt and finance lease obligations of $1.9 billion
  • Air traffic liability of $631.2 million

As of December 31, 2021, the Company had $2.0 billion in liquidity, including its undrawn $235 million revolving credit facility.

 

2021 Highlights

Routes and scheduled services

  • Launched four new routes with nonstop flights from Honolulu to Austin, Orlando, and Ontario and from Maui to Long Beach
  • Resumed certain international flights, between Hawaiʻi and French Polynesia, American Samoa, and Sydney, Australia
  • Participated in the Civil Reserve Air Fleet and deployed two wide-body aircraft to transport over 3,000 Afghan refugees between U.S. military bases

 

Guest experience

  • Eliminated change fees and announced no expiration of HawaiianMiles rewards
  • Opened new airside concourse in Honolulu (HNL) and moved to a new terminal in Los Angeles (LAX) offering improved experiences for our guests and employees
  • Announced intent to implement the Amadeus Altea software suite
  • Participated in the State of Hawaiʻi's preclearance program to expedite guests through the State's COVID-19 arrival protocols

 

Fleet and financing

  • Extended leases for two A330-200 aircraft and amended leases for two other A330-200 aircraft, reducing monthly rent payments
  • Raised a total of $1.6 billion in capital through a loyalty program financing, an at-the-market equity offering of common stock and participation in federal Payroll Support Programs
  • Repaid approximately $440.9 million in future debt obligations

 

Environmental, Social and Corporate Governance

  • Participated in the International Air Transport Association Annual General Meeting, and furthered the Company's commitment to achieve net-zero carbon emissions by 2050
  • Published second annual Corporate Kuleana Report outlining progress in advancing various environmental, social and governance (ESG) initiatives
  • Pledged to offset emissions from international flights above 2019 levels in accordance with the International Civil Aviation Organization’s Carbon Offsetting and Reduction Scheme for International Aviation (CORSIA)

 

First Quarter 2022 Outlook

The table below summarizes the Company's expectations for the quarter ending March 31, 2022 expressed as an expected percentage change compared to the results for the quarter ended March 31, 2019.

 

Item

 

First Quarter 2022 Guidance

 

GAAP Equivalent

 

GAAP First Quarter 2022 Guidance

ASMs

 

Down 10% to 13%

 

 

 

 

Total Revenue

 

Down 31% to 35%

 

 

 

 

Costs per ASM, excluding fuel and non-recurring items (a)

 

Up 10% to 13%

 

Costs per ASM (a)

 

Up 11.7% to 14.2%

Gallons of Jet Fuel Consumed

 

Down 18% to 21%

 

 

 

 

Fuel Price per Gallon (b)

 

$2.53

 

 

 

 

Adjusted EBITDA (c)

 

$(150) million to $(90) million

 

Net Income (c)

 

 

Effective Tax Rate

 

~21%

 

 

 

 

 

Full Year 2022 Outlook

The Company is providing an update to its outlook for the full year 2022 based on changes since its prior outlook filed on Form 8-K with the Securities and Exchange Commission on December 13, 2021. The table below summarizes the Company's expectations for the full year ending December 31, 2022 expressed as an expected percentage change compared to the results for the year ended December 31, 2019. Costs per ASM excludes any adjustments for labor agreements that are currently amendable or become amendable in 2022.

 

Item

 

Updated Guidance

 

Prior Guidance

 

GAAP Equivalent, Updated Guidance

 

GAAP Equivalent, Prior Guidance

ASMs

 

Down 3% to up 1%

 

Flat to up 4%

 

 

 

 

Costs per ASM excluding fuel and non-recurring items (a)

 

Up 3.5% to 7.5%

 

Up 2% to 6%

 

Cost per ASM (a) Up 5.8% to 9.0%

 

Cost per ASM (a) Up 1.5% to 5.5%

Gallons of Jet Fuel Consumed

 

Down 4.5% to 8.5%

 

Up 0.5% to down 3.5%

 

 

 

 

Fuel Price per Gallon (b)

 

$2.42

 

$2.09

 

 

 

 

Capital Expenditures

 

$105M To $125M

 

$365M to $385M

 

 

 

 

 

The Company's estimates for its costs per ASM excluding fuel and non-recurring items for the quarter ending March 31, 2022 and full year ending December 31, 2022, exclude any cost assumptions for the tentative agreements reached with the International Association of Machinists and Aerospace Workers (IAM).  When the agreement with the IAM is ratified, the Company expects a 1 to 1.5 point increase in its costs per ASM excluding fuel and non-recurring for the full year ending December 31, 2022 as compared to the year ended December 31, 2019.  

 

(a) See Table under "Non-GAAP Reconciliation" for a reconciliation of GAAP costs per ASM to costs per ASM excluding fuel and non-recurring items.

(b) Fuel Price per Gallon estimates are based on the January 20, 2022 fuel forward curve.

(c) The Company is not providing a reconciliation of adjusted EBITDA to GAAP net income, the most directly comparable GAAP measure, as it is unable, without unreasonable efforts, to calculate certain special and non-recurring charges, which could have a significant impact on the GAAP measure.

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

 

Investor Conference Call

Hawaiian Holdings’ quarterly and full year earnings conference call is scheduled to begin today (January 25, 2022) 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 17 years (2004-2020) reported by the U.S. Department of Transportation and was named the #1 U.S. airline by Condé Nast Traveler's 2021 Readers Choice Awards. Consumer surveys by Travel + Leisure and TripAdvisor have placed Hawaiian among the top of all domestic airlines serving Hawai‘i.

Now in its 93rd year of continuous service, Hawaiian is Hawaiʻi's biggest and longest-serving airline. Hawaiian offers approximately 130 flights within the Hawaiian Islands, daily nonstop flights between Hawaiʻi and 16 U.S. gateway cities – more than any other airline – as well as service connecting Honolulu and American Samoa, Japan, South Korea, Sydney, and Tahiti. As a result of the COVID-19 pandemic, Hawaiian's Auckland flights remain suspended.

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.

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; the Company's ability, timing and progress in rebuilding its business from the impacts of COVID-19 pandemic; the timing of recovery of international demand for air travel; the Company's future emissions and other environmental commitments; the Company’s outlook for the first fiscal quarter and fiscal year 2022; 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.  These risks and uncertainties include, without limitation, the continuing and developing effects of the spread of COVID-19 on the Company's business operations and financial condition; whether the Company's cost-cutting plans related to the COVID-19 pandemic will be effective or sufficient; the duration of government-mandated and other restrictions on travel; the full effect that the quarantine, restrictions on travel and other measures to limit the spread of COVID-19 will have on demand for air travel in the markets in which the Company operates; fluctuations and the extent of declining demand for air transportation in the markets in which the Company operates; the Company's dependence on the tourism industry; the Company's ability to generate sufficient cash and manage its available cash; the Company’s ability to accurately forecast economic volatility; macroeconomic developments; political developments; the price and availability of aircraft fuel; labor negotiations; supply chain constraints; regulatory determinations and related developments; competitive pressures, including the impact of industry capacity between North America and Hawai‘i and interisland; changes in the Company's future capital needs; and foreign currency exchange rate fluctuations.

The risks, uncertainties and assumptions referred to above that could cause the Company’s results to differ materially from the results expressed or implied by such forward-looking statements also include the risks, uncertainties and assumptions discussed from time to time in the Company’s other 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,

 

 

2021

 

2020

 

% Change

 

2021

 

2020

 

% Change

 

 

(in thousands, except per share data)

Operating Revenue:

 

 

 

 

 

 

 

 

 

 

 

 

Passenger

 

$   423,118

 

$     91,791

 

361.0 %

 

$ 1,370,902

 

$   664,799

 

106.2 %

Other

 

       71,620

 

       57,892

 

23.7 %

 

     225,682

 

     180,014

 

25.4 %

Total

 

     494,738

 

     149,683

 

230.5 %

 

  1,596,584

 

     844,813

 

89.0 %

Operating Expenses:

 

 

 

 

 

 

 

 

 

 

 

 

Wages and benefits

 

     186,759

 

     149,833

 

24.6 %

 

     698,101

 

     628,558

 

11.1 %

Aircraft fuel, including taxes and delivery

 

     122,642

 

       26,338

 

365.6 %

 

     363,003

 

     161,363

 

125.0 %

Aircraft rent

 

       25,276

 

       26,770

 

(5.6) %

 

     109,476

 

     103,890

 

5.4 %

Maintenance materials and repairs

 

       50,632

 

       28,504

 

77.6 %

 

     170,048

 

     121,571

 

39.9 %

Aircraft and passenger servicing

 

       31,779

 

       11,557

 

175.0 %

 

     105,675

 

       58,016

 

82.1 %

Commissions and other selling

 

       22,869

 

       11,453

 

99.7 %

 

       72,512

 

       46,297

 

56.6 %

Depreciation and amortization

 

       33,931

 

       36,149

 

(6.1) %

 

     138,299

 

     151,665

 

(8.8) %

Other rentals and landing fees

 

       33,351

 

       16,209

 

105.8 %

 

     116,772

 

       73,808

 

58.2 %

Purchased services

 

       27,984

 

       22,044

 

26.9 %

 

     103,213

 

       99,050

 

4.2 %

Special items

 

              —

 

         5,704

 

(100.0) %

 

         8,983

 

     184,111 

 

(95.1) %

Government grant recognition

 

              —

 

              —

 

— %

 

    (320,645)

 

    (240,648)

 

33.2 %

Other

 

       30,857

 

       24,600

 

25.4 %

 

     113,711 

 

     104,743

 

8.6 %

Total

 

     566,080

 

     359,161

 

57.6 %

 

  1,679,148

 

  1,492,424

 

12.5 %

Operating Loss

 

      (71,342)

 

    (209,478)

 

(65.9) %

 

      (82,564)

 

    (647,611)

 

(87.3) %

Nonoperating Income (Expense):

 

 

 

 

 

 

 

 

 

 

 

 

Other nonoperating special items

 

              —

 

         1,329

 

 

 

              —

 

        (5,682)

 

 

Interest expense and amortization of debt discounts and issuance costs

 

      (26,526)

 

      (13,827)

 

 

 

    (110,431)

 

      (40,439)

 

 

Interest income

 

         3,942

 

         1,003

 

 

 

         8,603

 

         8,731

 

 

Capitalized interest

 

         1,017

 

            653

 

 

 

         3,357

 

         3,236

 

 

Other components of net periodic benefit cost

 

            623

 

            711

 

 

 

         3,566

 

         1,300

 

 

Gains (losses) on fuel derivatives

 

              —

 

                3

 

 

 

            217

 

        (6,930)

 

 

Loss on extinguishment of debt

 

      (34,895)

 

              —

 

 

 

      (38,889)

 

              —

 

 

Other, net

 

         7,807

 

        (9,153)

 

 

 

       30,818

 

      (12,657)

 

 

Total

 

      (48,032)

 

      (19,281)

 

 

 

    (102,759)

 

      (52,441)

 

 

Loss Before Income Taxes

 

    (119,374)

 

    (228,759)

 

 

 

    (185,323)

 

    (700,052)

 

 

Income tax benefit

 

      (26,800)

 

      (66,199)

 

 

 

      (40,550)

 

    (189,117)

 

 

Net Loss

 

$    (92,574)

 

$  (162,560)

 

 

 

$  (144,773)

 

$  (510,935)

 

 

Net Loss Per Common Stock Share:

 

 

 

 

 

 

 

 

 

 

 

 

Basic

 

$        (1.81)

 

$        (3.50)

 

 

 

$        (2.85)

 

$      (11.08)

 

 

Diluted

 

$        (1.81)

 

$        (3.50)

 

 

 

$        (2.85)

 

$      (11.08)

 

 

Weighted Average Number of Common Stock Shares Outstanding:

 

 

 

 

 

 

 

 

 

 

 

 

Basic

 

       51,213

 

       46,458

 

 

 

       50,769

 

       46,100

 

 

Diluted

 

       51,213

 

       46,458

 

 

 

       50,769

 

       46,100

 

 

Cash Dividends Declared Per Common Share

 

$            —

 

$            —

 

 

 

$            —

 

$         0.12

 

 

 

 

 

 

 

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,

 

 

2021

 

2020

 

% Change

 

2021

 

2020

 

% Change

 

 

(in thousands, except as otherwise indicated)

Scheduled Operations (a) :

 

 

 

 

 

 

 

 

 

 

 

 

Revenue passengers flown

 

        2,003    

 

           480    

 

317.3    %

 

             6,515    

 

           3,353    

 

94.3    %

Revenue passenger miles (RPM)

 

2,979,836    

 

    569,608    

 

423.1    %

 

     9,979,848    

 

   4,558,045    

 

119.0    %

Available seat miles (ASM)

 

4,210,079    

 

1,431,771    

 

194.0    %

 

   14,411,410    

 

   7,527,383    

 

91.5    %

Passenger revenue per RPM (Yield)

 

        14.20   ¢

 

        16.11   ¢

 

(11.9)   %

 

             13.74   ¢

 

           14.59   ¢

 

(5.8)  %

Passenger load factor (RPM/ASM)

 

70.8  %

 

39.8  %

 

31.0  pt.

 

69.2  %

 

60.6  %

 

8.6  pt.

Passenger revenue per ASM (PRASM)

 

        10.05   ¢

 

          6.41   ¢

 

56.8    %

 

               9.51   ¢

 

             8.83   ¢

 

7.7    %

Total Operations (a) :

 

 

 

 

 

 

 

 

 

 

 

 

Revenue passengers flown

 

        2,011    

 

           485    

 

314.6    %

 

             6,543    

 

           3,362    

 

94.6    %

RPM

 

2,997,208    

 

    580,977    

 

415.9    %

 

   10,054,062    

 

   4,576,623    

 

119.7    %

ASM

 

4,237,388    

 

1,453,062    

 

191.6    %

 

   14,535,425    

 

   7,560,486    

 

92.3    %

Passenger load factor (RPM/ASM)

 

70.7  %

 

40.0  %

 

30.7  pt.

 

69.2  %

 

60.5  %

 

8.7  pt.

Operating revenue per ASM (RASM)

 

        11.68   ¢

 

        10.30   ¢

 

13.4    %

 

             10.98   ¢

 

           11.17   ¢

 

(1.7)  %

Operating cost per ASM (CASM)

 

        13.36   ¢

 

        24.72   ¢

 

(46.0)  %

 

             11.55   ¢

 

           19.74   ¢

 

(41.5)  %

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

 

        10.46   ¢

 

        22.51   ¢

 

(53.5)  %

 

             11.20   ¢

 

           18.35   ¢

 

(39.0)  %

Aircraft fuel expense per ASM (c)

 

          2.90   ¢

 

          1.82   ¢

 

59.3    %

 

               2.50   ¢

 

             2.13   ¢

 

17.4    %

Revenue block hours operated

 

      45,175    

 

      10,968    

 

311.9    %

 

         157,236    

 

         82,711    

 

90.1    %

Gallons of jet fuel consumed

 

      52,507    

 

      21,250    

 

147.1    %

 

         179,494    

 

       106,225    

 

69.0    %

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

 

$        2.34    

 

$        1.24    

 

88.7    %

 

$             2.02    

 

$           1.52    

 

32.9    %

Economic fuel cost per gallon (c)(d)

 

$        2.34    

 

$        1.29    

 

81.4    %

 

$             2.02    

 

$           1.60    

 

26.3    %

 

(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 GAAP operating expenses to operating expenses excluding aircraft fuel and non-recurring items.

(c)       Includes applicable taxes and fees.

(d)      See Table 3 for a reconciliation of GAAP fuel costs to economic fuel costs.

 

 

 

 

Table 3.

Hawaiian Holdings, Inc.

Economic Fuel Expense

(in thousands, except per-gallon amounts) (unaudited)

 

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 fuel expense plus losses/(gains) realized through actual cash (receipts)/payments received from or paid to hedge counterparties for fuel hedge derivative contracts settled during the period.

 

 

 

Three Months Ended December 31,

 

Twelve Months Ended December 31,

 

 

2021

 

2020

 

% Change

 

2021

 

2020

 

% Change

 

 

(in thousands, except per-gallon amounts)

Aircraft fuel expense, including taxes and delivery

 

$  122,642

 

$    26,338

 

365.6 %

 

$ 363,003

 

$ 161,363

 

125.0 %

Realized losses on settlement of fuel derivative instruments

 

             —

 

        1,137

 

(100.0) %

 

          165

 

       9,035

 

(98.2) %

Economic fuel expense

 

$  122,642

 

$    27,475

 

346.4 %

 

$ 363,168

 

$ 170,398

 

113.1 %

Fuel gallons consumed

 

      52,507

 

      21,250

 

147.1 %

 

   179,494

 

   106,225

 

69.0 %

Economic fuel costs per gallon

 

$        2.34

 

$        1.29

 

81.4 %

 

$       2.02

 

$       1.60

 

26.3 %

 

 

 

 

Table 4.

Hawaiian Holdings, Inc.

Non-GAAP Financial 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, Adjusted EBITDA, and 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:

 

  • During the three and twelve months ended December 31, 2020, the effective tax rate included a tax benefit of $15.9 million and $45.4 million, respectively, resulting from the rate differential between the prevailing tax rate of 21% during the years that generated net operating losses and the previous tax rate of 35% that was in effect during the years to which net operating losses were carried back as a result of the enactment of the Coronavirus Aid Relief and Economic Security (CARES) Act.

 

  • During the twelve months ended December 31, 2021 and December 31, 2020, the Company recognized $320.6 million and $240.6 million, respectively, in contra-expense related to grant proceeds under the federal Payroll Support Programs (Government grant recognition).  The grant proceeds were recognized in proportion to estimated wages and benefits expense over the period to which the Payroll Support Programs relate.

 

  • 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.

 

  • 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.

 

  • Changes in fair value of foreign currency derivative contracts, net of tax, are based on market prices for open contracts as of the end of the reporting period, including the unrealized amounts of foreign currency derivatives (not designated as hedges) that will settle in future periods and the reversal of prior period unrealized amounts.

 

  • Unrealized loss (gain) on foreign debt is based on fluctuation in exchange rates and the measurement of foreign-denominated debt to our functional currency.

 

  • The Company recorded the following as special items:

 

  • During the three months ended March 31, 2020, a charge of $20.2 million was recorded for the ratification of a collective bargaining agreement with the Association of Flight Attendants in April 2020 (related to service prior to January 1, 2020).

 

  • During the three months ended March 31, 2020, a special charge of $106.7 million was recorded for goodwill impairment resulting from a decline in the market value of the Company's equity (i.e., share price), and the Company's inability to support the carrying value of goodwill on its financial statements.

 

  • During the three months ended June 30, 2020, an impairment charge of $34.0 million was recorded with the impairment of certain long-lived assets, comprised of (a) an impairment charge of $27.5 million related to the Company's ATR-42 and ATR-72 fleets; (b) an additional impairment charge of $3.4 million to mark down the Company's commercial real estate assets to fair value; and (c) $3.1 million of charges related to write-downs of projects permanently suspended as a result of the COVID-19 pandemic.

 

  • During the three months ended September 30, 2020, the Company recorded $24.5 million in special items related to its voluntary and involuntary separation programs, of which $17.5 million was recorded as an operating special item related to severance and benefits and $7.0 million was recorded as a non-operating special item related to termination benefits and curtailment loss.

 

  • During the three months ended December 31, 2020, the Company recorded long-lived asset impairment of approximately $5.4 million, comprised of an additional write-down of its ATR-42 and ATR-72 fleet of approximately $4.9 million as a result of ongoing market uncertainty attributed to the COVID-19 pandemic and the write-off of approximately $0.5 million in capitalized software projects that were permanently suspended in response to the continuing impacts of the COVID-19 pandemic. Additionally, the Company recorded $0.3 million related to additional costs for the finalization of the voluntary and involuntary separation programs discussed above.

 

  • During the three months ended December 31, 2020, the Company completed its accounting for voluntary and involuntary separation programs initiated in the third quarter of 2020, resulting in the reversal of non-operating special items of approximately $1.3 million.

 

  • During the three months ended June 30, 2021, a special charge of $9.0 million was recorded for the termination of the Company's 'Ohana by Hawaiian passenger and cargo operations, which operated under a Capacity Purchase Agreement (CPA) with a third party carrier.  The charge included $6.4 million related to the write-down of the asset group and $2.6 million related to the early termination of the CPA.

 

 

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,

 

 

2021

 

2020

 

2021

 

2020

 

 

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

 

$  (92,574)

 

$     (1.81)

 

$ (162,560)

 

$     (3.50)

 

$ (144,773)

 

$     (2.85)

 

$ (510,935)

 

$   (11.08)

Adjusted for:

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

CARES Act – carryback of additional NOLs

 

            —

 

            —

 

    (15,879)

 

       (0.34)

 

            —

 

            —

 

    (45,416)

 

       (0.99)

Government grant recognition

 

            —

 

            —

 

            —

 

            —

 

  (320,645)

 

       (6.32)

 

  (240,648)

 

       (5.22)

Loss on extinguishment of debt

 

     34,895

 

        0.68

 

            —

 

            —

 

     38,889

 

        0.77

 

            —

 

            —

Changes in fair value of fuel derivative instruments

 

            —

 

            —

 

      (1,140)

 

       (0.02)

 

         (382)

 

       (0.01)

 

      (2,105)

 

       (0.05)

Unrealized loss (gain) on non-designated foreign exchange positions

 

            —

 

            —

 

          904

 

        0.02

 

      (1,352)

 

       (0.03)

 

       1,327

 

        0.03

Unrealized loss (gain) on foreign debt

 

      (6,697)

 

       (0.13)

 

       7,218

 

        0.16

 

    (27,593)

 

       (0.54)

 

     14,759

 

        0.32

Special items

 

            —

 

            —

 

       5,704

 

        0.12

 

       8,983

 

        0.18

 

   184,111 

 

        3.99

Nonoperating special items

 

            —

 

            —

 

      (1,329)

 

       (0.03)

 

            —

 

            —

 

       5,682

 

        0.12

Tax effect of adjustments

 

      (5,922)

 

       (0.11)

 

      (5,765)

 

       (0.12)

 

     63,441

 

        1.25

 

     42,252

 

        0.92

Adjusted Net Income (Loss)

 

$  (70,298)

 

$     (1.37)

 

$ (172,847)

 

$     (3.71)

 

$ (383,432)

 

$     (7.55)

 

$ (550,973)

 

$   (11.96)

 

 

 

 

 

Three months ended

December 31,

 

Twelve months ended

December 31,

 

 

2021

 

2020

 

2021

 

2020

 

 

(in thousands)

Loss Before Income Taxes

 

$         (119,374)

 

$         (228,759)

 

$         (185,323)

 

$         (700,052)

Adjusted for:

 

 

 

 

 

 

 

 

Government grant recognition

 

                      —

 

                      —

 

           (320,645)

 

           (240,648)

Loss on extinguishment of debt

 

              34,895

 

                      —

 

              38,889

 

                      —

Changes in fair value of fuel derivative instruments

 

                      —

 

               (1,140)

 

                  (382)

 

               (2,105)

Unrealized loss (gain) on non-designated foreign exchange positions

 

                      —

 

                   904

 

               (1,352)

 

                1,327

Unrealized loss (gain) on foreign debt

 

               (6,697)

 

                7,218

 

             (27,593)

 

              14,759

Special items

 

                      —

 

                5,704

 

                8,983

 

            184,111 

Nonoperating special items

 

                      —

 

               (1,329)

 

                      —

 

                5,682

Adjusted Income (Loss) Before Income Taxes

 

$           (91,176)

 

$         (217,402)

 

$         (487,423)

 

$         (736,926)

 

 

 

 

Three months ended

December 31,

 

Twelve months ended

December 31,

 

 

2021

 

2020

 

2021

 

2020

Net Income (Loss) before Taxes

 

$         (119,374)

 

$         (228,759)

 

$         (185,323)

 

$         (700,052)

Depreciation & Amortization

 

              33,931

 

              36,149

 

            138,299

 

            151,665

Interest and amortization of debt

 

             (26,526)

 

             (13,827)

 

           (110,431)

 

             (40,439)

EBITDA, as reported

 

             (58,917)

 

           (178,783)

 

              63,407

 

           (507,948)

Adjusted for:

 

 

 

 

 

 

 

 

Government grant recognition

 

                      —

 

                      —

 

           (320,645)

 

           (240,648)

Loss on extinguishment of debt

 

              34,895

 

                      —

 

              38,889

 

                      —

Changes in fair value of fuel derivative instruments

 

                      —

 

               (1,140)

 

                  (382)

 

               (2,105)

Unrealized loss (gain) on non-designated foreign exchange positions

 

                      —

 

                   904

 

               (1,352)

 

                1,327

Unrealized loss (gain) on foreign debt

 

               (6,697)

 

                7,218

 

             (27,593)

 

              14,759

Special items

 

                      —

 

                5,704

 

                8,983

 

            184,111 

Nonoperating special items

 

                      —

 

               (1,329)

 

                      —

 

                5,682

Adjusted EBITDA

 

$           (30,719)

 

$         (167,426)

 

$         (238,693)

 

$         (544,822)

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,

 

 

2021

 

2020

 

2021

 

2020

 

 

(in thousands, except CASM data)

GAAP operating expenses

 

$       566,080  

 

$       359,161  

 

$    1,679,148  

 

$    1,492,424  

Aircraft fuel, including taxes and delivery

 

       (122,642) 

 

         (26,338) 

 

       (363,003) 

 

       (161,363) 

Government grant recognition

 

                  —  

 

                  —  

 

         320,645  

 

         240,648  

Special items

 

                  —  

 

           (5,704) 

 

           (8,983) 

 

       (184,111) 

Adjusted operating expenses

 

$       443,438  

 

$       327,119  

 

$    1,627,807  

 

$    1,387,598  

Available Seat Miles

 

      4,237,388  

 

      1,453,062  

 

    14,535,425  

 

      7,560,486  

CASM—GAAP

 

             13.36 ¢

 

             24.72 ¢

 

             11.55 ¢

 

             19.74 ¢

Aircraft fuel, including taxes and delivery

 

             (2.90) 

 

             (1.82) 

 

             (2.50) 

 

             (2.13) 

Government grant recognition

 

                  —  

 

                  —  

 

               2.21  

 

               3.18  

Special items

 

                  —  

 

             (0.39) 

 

             (0.06) 

 

             (2.44) 

Adjusted CASM

 

             10.46 ¢

 

             22.51 ¢

 

             11.20 ¢

 

             18.35 ¢

 

 

 

 

Estimated three months ending March 31, 2022

 

Estimated twelve months ending December 31, 2022

 

 

(in thousands, except CASM data)

GAAP operating expenses

 

$        587,250  

$        620,880  

 

$    2,570,551  

$     2,757,418  

 Aircraft fuel, including taxes and delivery

 

         (128,958) 

         (133,855) 

 

        (597,863) 

         (623,999) 

Adjusted operating expenses

 

$        458,293  

$        487,026  

 

$    1,972,688  

$     2,133,419  

Available seat miles

 

       4,221,171  

       4,366,729  

 

    19,978,810  

     20,802,678  

CASM – GAAP

 

              13.91 ¢

              14.22 ¢

 

             12.87 ¢

              13.26 ¢

 Aircraft fuel, including taxes and delivery

 

               (3.06) 

               (3.07) 

 

              (2.99) 

               (3.00) 

Adjusted CASM

 

              10.86 ¢

              11.15 ¢

 

               9.87 ¢

              10.26 ¢

 

 

Pre-tax margin

The Company excludes unrealized (gains) losses from fuel derivative contracts and foreign debt, losses 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,

 

 

2021

 

2020

 

2021

 

2020

Pre-Tax Margin, as reported

 

(24.1) %

 

(152.8) %

 

(11.6) %

 

(82.9) %

Adjusted for:

 

 

 

 

 

 

 

 

Government grant recognition

 

—   

 

—   

 

(20.1)  

 

(28.5)  

Changes in fair value of fuel derivative instruments

 

—   

 

(0.7)  

 

—   

 

(0.2)  

Unrealized loss (gain) on non-designated foreign exchange positions

 

—   

 

0.6   

 

(0.1)  

 

0.2   

Unrealized loss (gain) on foreign debt

 

(1.4)  

 

4.8   

 

(1.7)  

 

1.7   

Special items

 

—   

 

3.8   

 

0.6   

 

21.8   

Nonoperating special items

 

—   

 

(0.9)  

 

—   

 

0.7   

Adjusted Pre-Tax Margin

 

(18.4) %

 

(145.2) %

 

(30.5) %

 

(87.2) %

 

2021 In Review: The Year of Giving and Growing

It was the beginning of 2021 and behind us was a year so uniquely challenging that we have nothing to compare it to in Hawaiian’s 92-year history. Fast forward to 2022 and we can’t help but be proud of our teams' dedication to holomua (progress) during another year of adversity

We marked our 17th consecutive year as the most punctual U.S. carrier, published our second Corporate Kuleana Report on environmental, social and governance (ESG) initiatives, and our U.S. mainland market made an unprecedented comeback, which allowed us to operate our largest July schedule ever from that geography.

“You connected people with aloha when they needed it most, and you triumphed over many difficulties with creativity and enthusiasm. Our progressive recovery is the result,” Peter Ingram, president and CEO of Hawaiian Airlines, told employees in an end-of-year message.

As we reflect on what we’ve learned and how we’ve grown, please join us in recognizing the moments worth celebrating. 


Mālama for Hawai‘i nonprofits

Our loyalty members continued to prove their generosity by raising nearly 8 million miles through the HawaiianMiles Charity program, which includes 2.3 million miles raised during our special Giving Tuesday promotion. We matched 6 million miles, resulting in a total year-end donation of 14 million HawaiianMiles for 14 local nonprofits.


Restoring – and growing – our network

While the pandemic strained our operations, it has not dampened our positive outlook for the future. Restoring and growing our domestic network faster than we had expected is something that we are extremely proud of.

We expanded our U.S. West Coast service with the launch of Kahului to Long Beach and Phoenix (seasonal service), and Honolulu to Ontario, California. We also entered new cities, launching the first nonstop service between Honolulu and Austin, Texas and Orlando, Florida.

HNLAUSInauguration4_mid

 

In addition, we made progress restoring our international network, resuming nonstop flights between Honolulu and South Korea, Japan, Australia, American Samoa and Tahiti.


A new era of travel (pono)

We furthered our commitment to educating our guests arriving in Hawai‘i on how to safely and responsibly enjoy the islands by debuting a new in-flight video. The five-minute Travel Pono video launched in September and airs before landing on all inbound transpacific flights.

Guests learn from five Hawaiian Airlines crewmembers – including a firefighter, volunteers for search and rescue operations and marine mammal protection, and a cultural practitioner – who share their expert advice on ocean and hiking safety, conservation of endangered species and the environment, and cultural and community best practices.

To cap off the year, we also announced a partnership with the Native Hawaiian Hospitality Association (NaHHA) and travel2change (T2C) to sponsor their first statewide cohort in the Kaiāulu Hoʻokipa Impact Studio program. “We believe that the future of the visitor industry in our home state lies in building a more sustainable and equitable tourism economy that drives economic diversification and resilience and programs like this one are an important step toward that future,” said Avi Mannis, senior vice president of marketing at Hawaiian Airlines, in a press release.


A summer of appreciation

Last summer, our employees were surprised with locally made snacks and messages of appreciation as our new Mahalo Van – a nod to Hawaiʻi’s legendary Manapua men – made its rounds across the company.

MV6

 

The Hawaiian Airlines Purpose and Values committee launched The Summer Appreciation Pop-Ups in early July to mahalo each workgroup – from cargo to guest service agents, mechanics, crewmembers and corporate teams, among others – who have worked tirelessly throughout the pandemic. Our maintenance team, with the help of longtime partner Pow! Wow! Hawai‘i, spent over 180 hours transforming an unused company shuttle into a colorful display of gratitude. The Mahalo Van continues to operate today and share its aloha throughout our ʻohana.


Kōkua for Afghan refugees 

In September, dozens of our crew members came together to operate a series of charter flights under the Civil Reserve Air Fleet (CRAF), a U.S. Department of Defense program that enlists commercial airlines to augment airlift during emergencies that exceed the military’s capabilities, to help relocate thousands of Afghans escaping the Taliban regime

CRAF CREW

 

Over six days, we operated 13 charter flights with two of our wide-body Airbus A330 aircraft and welcomed more than 3,000 Afghans arriving from Europe at Philadelphia and Dulles international airports and transported them to the safety of military bases in Indiana, New Mexico, Texas and Wisconsin.

“This was the most touching and moving flight experience I have had in my 53 years of flying. I have been truly blessed, rewarded and fortunate to have been a representative of Hawaiian and Hawai‘i in this great and heartwarming movement,” reflected Maydell Morgan, a Hawaiian Airlines flight attendant in a blog post.


Inspiring health and wellness, with a Valley Isle twist

We kicked off our second annual Holoholo Challenge during a period of the pandemic when community and personal wellness was needed most.

The virtual fitness challenge inspired 8,333 participants worldwide to exercise and track their progress along new Maui-inspired routes. Together, they ran or walked close to 498,000 miles, swam nearly 8,000 miles, and cycled over 88,600 miles. Over 2,800 participants also joined the Holoholo Challenge Facebook Group, posting recipes, tips and stories, making new friends, and motivating others to stick together and finish strong.

HHC21-Bike-Hero

 

Athletes were able to donate to their choice of two local nonprofits: Special Olympics Hawaiʻi or The Maui Farm. Together they raised $26,452 for Special Olympics Hawaiʻi's year-round sports training and competitions for athletes with intellectual disabilities, and $25,069 for The Maui Farm’s farm-based, family-centered programs that teach essential life skills for self-sufficient living.


Backing the next generation of Hawaiʻi artists

February in Hawaiʻi is Mahina ‘Ōlelo Hawai‘i (Hawaiian language month), a special celebration of the revitalization of a language once on the brink of extinction. In honoring the month, we partnered with Keola Rapozo to introduce his exclusive Ōhāhā design collection to our airline’s online logo store. Ōhāhā, meaning flourishing, fully developed and healthy, stemmed from Rapozo’s commitment to designing with a sense of place and perpetuating ʻōlelo Hawaiʻi.

Olelo_shortsleeve3_large

 

"There’s a Hawaiian proverb that says, ‘I ka 'ōlelo nō ke ola, i ka 'ōlelo nō ka make,’ or ‘In language there’s life, and in language there’s death.’ Words are powerful, and we can choose how to use our language. For me, I’m using my language and layering it with my interpretation of ōhāhā to build kiʻi (imagery); to share moʻolelo (stories) through kiʻi; to leave this space better for my daughters and the next person,” Rapozo shared in a blog post on the collection.

All proceeds – a total of $10,000 – were donated Ke Kula ʻo Samuel M. Kamakau Laboratory Public Charter School, a language immersion school on Oʻahu’s windward (eastern) side that teaches and shares ʻōlelo Hawaiʻi through traditional and contemporary methods.

PW group shot

 

Aside from our Mahina ‘Ōlelo Hawai‘i partnership, Hawaiian Airlines, in partnership with the Bishop Museum, celebrated POW! WOW! Hawai‘i’s 10th anniversary by sponsoring the POW! WOW! The First Decade: From Hawai‘i to the World, which ran from May to September. To further the celebration, we worked with a selection of the collective’s artists to design and launch commemorative on Shop.HawaiianAirlines.com. A total of $10,000 in proceeds raised from merchandise sales were donated to various organizations that support arts education for Hawai‘i children.


Furthering our support of Hawaiʻi’s local entrepreneurs and tastemakers

As the state’s largest and longest-serving carrier with roots as a small air tour operator, we strive to support local businesses each year in new and creative ways – from our HawaiianMiles Marketplace to products featured inflight.

Executive Chefs Wade Ueoka and Michelle Karr-Ueoka

 

In March, we announced the husband-and-wife team Wade Ueoka and Michelle Karr-Ueoka, owners of Honolulu’s MW Restaurant and Artizen, as our first executive chef duo, and debuted a new roster of Featured Chefs to design our inflight menus.

Our efforts to share Hawaiʻi products with the world have strengthened through a partnership with local business accelerator Mana Up and Hawaiian Airlines® Bank of Hawaii World Elite Mastercard®. As the exclusive airline partner of Mana Up, we were proud to jointly present Meet the Makers, a virtual, seven-month-long event series on Hawaiian Airlines and Mana Up’s Facebook pages to celebrate nine Hawai‘i entrepreneurs and showcase their products.

NaKamaKai

 

To close the year, we teamed up with Local Motion Hawaii, a HawaiianMiles marketplace partner, in October to support Nā Kama Kai. Every purchase made with a Hawaiian Airlines® World Elite Mastercard® at the surf gear retailer throughout the month was matched, resulting in a total donation of $10,000. The two companies also worked closely together to make an exclusive co-branded t-shirt with a design that embodies surf, travel and ocean safety.


From our ʻohana to yours, mahalo for allowing us to continue our proud 92-year legacy as Hawaiʻi’s hometown carrier.

Take your shot in Alaska’s Seattle Kraken game

As the airline sponsor of the Seattle Kraken, we’re excited to offer fans & flyers a win-win!

Play our Seattle Kraken video game and see how much you’ll save on your next flight. Plus, you’ll be entered for a chance to win two (2) roundtrip tickets to the destination of your choice when you share your email address.

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