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We stand for racial equity and justice. We must do better.

As the world has reacted to the most recent racist attacks across our country and protests have continued in cities large and small, we’ve been listening to and learning from our employees, reflecting – and taking a hard look at the work we must do to advance racial equity and justice at Alaska Airlines and in our communities. We have taken time on this, because it is vital that our actions drive truly systemic change. We know we will continue to learn as we build our plans to advance equity. And we must do this together with our employees, guests and communities.

Some of the work so far has happened in listening sessions across the company, where courageous employees have shared what it’s like being the only Black employee in a workgroup, expressed frustration that they don’t see enough people in leadership who look like them, and shared the hurt of micro-aggressions that aren’t acknowledged.

“The most important thing is that this becomes an ongoing conversation where we listen to understand, and then respond,” says Sarah Keimig, Seattle station supervisor and chair of ABEA, Air Group’s Black Employees Allies and Advocates group, which advocates for employee advancement, community involvement and business alignment. “We have to make it so that if you bring up race, the room doesn’t tighten up. You talk about it and then you can fix some things. And then you need to talk about it some more.”

These listening sessions are a small but vital step for employees to help company leaders shape a plan of action to advance racial equity and create lasting change.

“We must work together to ensure our country is a place where all people are treated equally and have equal access to opportunity. Black Lives Matter. They matter in our company, on board our aircraft and within our communities.” – CEO Brad Tilden, from an email to employees on May 31

OUR COMMITMENTS

We stand with our Black employees and guests.
We live our values – to do the right thing and be kind-hearted.
Racial equity is a human rights issue. Every person deserves to be treated
with respect.
This is a journey. We will continue to learn and drive change.

Today, we start by stating our commitments, what we heard from employees, and some of our next steps in the work ahead to advance racial equity. As we move forward, we will share our actions and learnings along the way.

1. REPRESENTATION

“Representation came out as, ‘I don’t see anyone who looks like me. Therefore, I have no one to speak to when difficult situations come up.’” – John-Antony Dubreuil, IT senior test manager and an ABEA leader

“If you look at the challenging conversations we’ve been having, much of it has fallen on Black employees to lead and engage. That’s a byproduct of a lack of representation. I’m glad that we as a company are committing to address this.” – Brandon Knight, senior project manager and an ABEA leader

We will increase the representation of Black employees throughout our company – including at the highest levels of leadership. This means revising our recruiting and hiring practices to do a better job of reducing bias and hiring diverse talent as our company grows again in the future. We will also provide mentorship, sponsorship and leadership development to retain and develop the diverse talent we currently have.

2. CREATE AN INCLUSIVE
AND ANTI-RACIST CULTURE

“Empathy, understanding and support is so important. The fear of backlash was a serious concern that came through in multiple listening sessions. Having leadership that leans in and pushes back against those who would rather maintain the status quo is so important and impactful.” – Dubreuil

We will cultivate an inclusive and anti-racist culture where we are always learning, seeking to understand, and where everyone is seen and respected. We have long held safety as our number one value. Our employees deserve to feel safe when they come to work, and guests should feel safe on board. This means racism has no place in our workplace or on our airplanes. We commit to keeping all our spaces safe for everyone. We will ensure this safety by creating a workplace where we all continue to learn, including through annual training requirements, policy enhancements that are clearly communicated, and measurement systems that drive accountability and progress.

“Yes, Black Lives Matter. If you believe this, then together we must say that how our Black employees feel when they’re at work matters, opportunities – including promotions – for our Black employees matter, Black children (and their schools) matter, true criminal justice matters, and this thinking applies to many other areas of our lives.” – Tilden, from an email to employees on Aug. 7

3. RACIAL JUSTICE LEADERSHIP

“As long as I’ve been at Alaska, we’ve supported the UNCF in Seattle [United Negro College Fund]. As I look to the future, that gives me hope. We don’t have it all right at Alaska now. But at our core, this is something that we believe in, something that we’ve been actively contributing towards and something that we’re committed to do more of in the future.” – Knight

While we focus on change within our company, we will proudly share our belief and commitment to racial justice and take actions to advance racial equity in the community beyond our operation. We will stand with those who are working to transcend politics to bring people together for a more equitable future. We will deepen our partnerships and support for Black organizations to advance racial justice and educational equity and evaluate ways to advance that through policy and civic engagement. We will use our voice, our travel, our actions, our grants and support to move our communities and our country forward.

“In our hearts, I think that every one of us recognizes the injustice and inequity that our Black employees and customers live with, and I think we all know that we have an obligation to do everything within our power to make things more fair and more just…. We are starting on a journey. It is not going to be an easy journey, and it’s not going to be a short journey. But it’s time for us to start.” – Tilden, from an email to employees on Aug. 7

Checking Your Health When Checking in for Your Flight

If you have flown with us in the past week, you may have noticed a new step in our check-in process: a Guest Health Acknowledgement Form.

This short online form, based on COVID-19 guidelines from the Centers for Disease Control and Prevention (CDC) and the World Health Organization (WHO), reminds guests of our face mask requirement and asks a few simple questions to ensure they are fit to fly.

When checking in to their flight(s), guests are required to agree to the following:

  • You will wear a face covering throughout your travel journey.
  • You have not been diagnosed with COVID-19 within the last 21 days.
  • You have assessed yourself for COVID-19, and have experienced none of the following COVID-19 related symptoms within the last 14 days:
    • Known temperature of 38 Celsius/100.4 Fahrenheit or higher
    • Cough (other than from a known pre-existing condition unrelated to COVID-19)
    • Shortness of breath/difficulty breathing (other than from a known pre-existing condition unrelated to COVID-19)
    • Chills
    • Muscle pain or body aches
    • Sore throat
    • Recent loss of taste or smell
  • You have not been denied boarding by another airline due to a medical screening for a communicable disease within the last 14 days.
  • You have not had close contact with someone who tested positive for COVID-19 within the last 14 days.
  • If, after you have checked-in, you become ill prior to your flight time, that you will not travel.

The form, which is displayed when checking in on the desktop or mobile website, our app and airport self-service kiosks, brings an additional layer of safety for our guests and employees.

Should a guest need to reschedule a flight due to health concerns, they can contact our reservations team at 1-800-367-5320 or visit hawaiianairlines.com/contact-us to discuss travel options available through our flexible booking policy. To learn more about Hawaiianʻs layered health and safety protocols, please visit our Keeping You Safe page. 

Wondering what else to expect on your next trip? Watch our "What to expect when traveling with Hawaiian Airlines" video below to review what youʻll need when traveling with us.

How to become BFFs with your mask before you fly

Updated August 5:

It can be hard for some people to wear a cloth mask or face covering at first, especially for a long period of time. However, the Center for Disease Control recommends everyone wear a cloth face mask in public where it may be difficult to maintain social distance. Plus, it’s required when you fly on Alaska Airlines.

You may be anxious about wearing one while you travel, but we’ve got you covered with some suggestions that will help you get used to wearing your mask. You might even become BFFs (best flying friends).

The opportunities are endless

Feeling creative? Make your own no-sew mask at home in 6 easy steps.

Masks come in all shapes and sizes, straps and colors to represent your personality. Like clothes, the first pick may not always be a winner so we recommend trying out different styles before you fly.

The key is to find something that covers your nose and mouth. Your mask should NOT be leaking air (especially around the bridge of your nose and cheeks). It should feel snug and also comfortable around your ears. The biggest pain point we hear is ear irritation, which most likely means the mask might be too tight or the straps need to be adjusted.

Find your perfect match

Before buying a ton of different masks to find your BFF, we recommend taking measurements of your facial structure at home to figure out your exact mask size. Here’s one way to do it:

Find a ruler or measuring tape to measure your face from the bridge of your nose (which is usually just below your eye line) to the indent on your chin (just below your bottom lip). It may be helpful to have someone assist you.

Match your measurements with the average mask sizes below:
Small 3 to 3.5 inches
Medium 3.5 to 4 inches
Large 4 to 4.5 inches
X-Large 4.5+ inches

Test the waters

To extra prepare, test out wearing your mask at home for the same amount of time as your flight and time it will take to travel at the airport. Nowadays, it is required to wear a mask while traveling through the airport and on Alaska Airlines.

Take them on a lunch date

Practice placing your mask on a clean paper towel or napkin before taking a drink or eating (pro tip: the exterior of the mask should be face down with the ties placed away from the inside). Or, store your mask in a clean paper bag. Don’t forget to use proper hand hygiene before putting on and taking off your mask.

Remember to freshen up

After use, it’s recommended to give your mask a good wash to clean the dirt and oil from your skin that gets trapped in your mask, which can lead to breakouts (nobody wants mask-ne). We’ve heard the best choice of cloth that can be washed multiple times is anything 100% cotton. It is effective, yet gentle on the skin. And you can also add your favorite spritz of perfume/cologne or essential oil to give it a nice lasting fragrance. Directions: How to wash cloth face coverings.

Don’t lie about your BFF

As part of a final warning, this yellow card could be issued to a guest who repeatedly refuses to wear a mask or face covering on our aircraft. Learn more

As of August 7, all Alaska passengers will be required to wear a cloth mask or face covering over their nose and mouth (except for children under the age of two) – with no exceptions.

Don’t be caught neglecting your mask or pretending to wear one when a flight attendant walks by, only to then remove it. Lying is not nice nor safe and if you don’t comply with the rules, expect a yellow card (not the type of card you hope for).

How NOT to treat them

  • Do not wear your mask under your mouth.
  • Do not pull your mask under your chin, even to drink.
  • Do not wear your mask on your elbow.
  • Do not hang your mask from one ear.

We want you & your BFF to have a great flight with us — mask up!

Alaska employees look forward to seeing you with your mask and promise to take the best care of you during your travels. Rest assured, we’ve thought of every step of the way to ensure you have a safe flight. Read more about our Next-Level Care.

Stay safe!

Hawaiian Airlines, Inc. Prices Offering of $216,976,000 Class A and $45,010,000 Class B Enhanced Equipment Trust Certificates

HA High Res Logo_mid

HONOLULU, July 29, 2020 /PRNewswire/ — Hawaiian Airlines, Inc. ("Hawaiian") a wholly owned subsidiary of Hawaiian Holdings, Inc. (the "Company") (Nasdaq: HA), today announced the pricing of its offering of Enhanced Equipment Trust Certificates (the "Certificates") which will be used to obtain financing secured by eight Airbus aircraft.

The offering is comprised of $216,976,000 Class A Certificates and $45,010,000 Class B Certificates.  Each class of Certificates represents an interest in its respective pass through trust. The trusts will use the proceeds from the offering to acquire equipment notes that will be secured by six Airbus A321-200neo and two Airbus A330-200 aircraft.

The two tranches of Certificates will have a weighted average interest rate of 7.85%.

The Class A Certificates will have an interest rate of 7.375% per annum and a final expected distribution date of September 15, 2027. The Class B Certificates will have an interest rate of 11.25% per annum and a final expected distribution date of September 15, 2025.

The offering is scheduled to close on August 5, 2020, subject to customary closing conditions.  Hawaiian will receive net proceeds after transaction fees of approximately $259,366,140.

The Company will fully and unconditionally guarantee the payment obligations of Hawaiian under the equipment notes.

The Certificates are being offered and sold only to persons reasonably believed to be qualified institutional buyers, as defined in, and in reliance on, Rule 144A under the Securities Act of 1933, as amended (the "Securities Act") and to non-U.S. persons in offshore transactions outside the United States in reliance on Regulation S under the Securities Act.  The Certificates will not be registered under the Securities Act or any other securities laws of any jurisdiction and will not have the benefit of any exchange offer or other registration rights. The Certificates may not be offered or sold in the United States absent registration or an applicable exemption from registration requirements.

This press release does not constitute an offer to sell or the solicitation of an offer to buy any of the Certificates nor shall there be any sale of the Certificates in any jurisdiction in which such offer, solicitation or sale would be unlawful.

About Hawaiian Airlines

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 business plans and ability to successfully emerge from the COVID-19 pandemic; the Company's response to developments related to the COVID-19 pandemic; the Company's efforts to minimize cash outflow, mitigate the effects of declining demand and increase liquidity; expectations regarding available seat miles for the months of July and August 2020 and the Company's operating expenses in the third quarter of 2020; 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; 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.

 

Cision View original content to download multimedia:http://www.prnewswire.com/news-releases/hawaiian-airlines-inc-prices-offering-of-216-976-000-class-a-and-45-010-000-class-b-enhanced-equipment-trust-certificates-301102634.html

SOURCE Hawaiian Holdings, Inc.

Hawaiian Airlines, Inc. Launches Offering of Approximately $216,976,000 Class A and Approximately $45,010,000 Class B Enhanced Equipment Trust Certificates

HA High Res Logo_mid

HONOLULU, July 28, 2020 /PRNewswire/ — Hawaiian Airlines, Inc. (the "Company"), a wholly owned subsidiary of Hawaiian Holdings, Inc. (Nasdaq: HA), today announced its offering of Enhanced Equipment Trust Certificates (the "Certificates") which will be used to obtain financing secured by eight Airbus aircraft.

The offering is comprised of approximately $216,976,000 of Class A Certificates, and approximately $45,010,000 of Class B Certificates.  Each class of Certificates represents an interest in its respective pass through trust. The trusts will use the proceeds from the offering to acquire equipment notes that will be secured by eight Airbus aircraft.

Hawaiian Holdings, Inc. ("Hawaiian Holdings") will fully and unconditionally guarantee the payment obligations of the Company under the equipment notes.

The Certificates will be offered and sold only to persons reasonably believed to be qualified institutional buyers, as defined in, and in reliance on Rule 144A under the Securities Act of 1933, as amended (the "Securities Act") and to non-U.S. persons in offshore transactions outside the United States in reliance on Regulation S under the Securities Act.  The Certificates will not be registered under the Securities Act or any other securities laws of any jurisdiction and will not have the benefit of any exchange offer or other registration rights. The Certificates may not be offered or sold in the United States absent registration or an applicable exemption from registration requirements.

This press release does not constitute an offer to sell or the solicitation of an offer to buy any of the Certificates nor shall there be any sale of the Certificates in any jurisdiction in which such offer, solicitation or sale would be unlawful. This news release is being issued pursuant to and in accordance with Rule 135c under the Securities Act.

About Hawaiian Airlines

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 business plans and ability to successfully emerge from the COVID-19 pandemic; the Company's response to developments related to the COVID-19 pandemic; the Company's efforts to minimize cash outflow, mitigate the effects of declining demand and increase liquidity; expectations regarding available seat miles for the months of July and August 2020 and the Company's operating expenses in the third quarter of 2020; 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; 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.

 

Cision View original content to download multimedia:http://www.prnewswire.com/news-releases/hawaiian-airlines-inc-launches-offering-of-approximately-216-976-000-class-a-and-approximately-45-010-000-class-b-enhanced-equipment-trust-certificates-301101528.html

SOURCE Hawaiian Holdings, Inc.

Hawaiian Holdings Adds Two Board Members; Reports 2020 Second Quarter Financial Results

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HONOLULU, July 28, 2020 /PRNewswire/ — Hawaiian Holdings, Inc. (NASDAQ: HA) ("we" or the "Company"), parent company of Hawaiian Airlines, Inc. ("Hawaiian"), today announced the addition of C. Jayne Hrdlicka, former CEO of Australia-based Jetstar Group, and Michael E. McNamara, Executive Vice President and CIO of Target Corporation to its Board of Directors.

Hrdlicka, who served as CEO of New Zealand's a2 Milk Company after her time at Jetstar parent Qantas Airways, has substantial experience in the airline and retail sectors.  McNamara joined Target in 2015 and in his capacity as CIO has overseen the transformation of the retailer's technology portfolio.  Prior to joining Target, McNamara held positions of increasing authority with TESCO, a publicly traded international retailer headquartered in the UK.

"We welcome the additional experience and perspective both Jayne and Mike will bring to our Board of Directors, particularly as we emerge from the COVID-19 pandemic," said Larry Hershfield, Chairman of the Board of Directors of Hawaiian Holdings, Inc.  "Jayne brings significant airline and international perspective to our company, while Mike adds deep expertise in technology with consumer-focused companies."

Also today, the Company reported its financial results for the second quarter of 2020.

Second Quarter 2020 – Key Financial Metrics
   

GAAP

  

YoY Change

  

Adjusted

  

YoY Change

Net Income

  

($106.9M)

  

($164.7M)

  

($174.7M)

  

($233.6M)

Diluted EPS

  

($2.33)

  

($3.54)

  

($3.81)

  

($5.04)

Pre-tax Margin

  

(254.2)%

  

(265.4) pts.

  

(383.9)%

  

(395.3) pts.

"Our second quarter results reflect the continued impact of COVID-19 and State of Hawai'i quarantines on our business," said Peter Ingram, Hawaiian Airlines President and CEO.  "In the face of these unprecedented challenges, we have taken action to preserve and raise cash and are crafting plans to position us for the future even as we address the immediate adversity.  With our leisure business model and relentless focus on the needs of the Hawai'i traveler, we are positioned to emerge from this crisis poised for success.  I am grateful, as always, for the efforts of my extraordinary colleagues, as they take care of our guests and adapt to this ever-changing environment with passion and dedication."

Liquidity and Capital Resources

As of June 30, 2020, the Company had:

  • Unrestricted cash, cash equivalents and short-term investments of $761 million
  • Outstanding debt and finance lease obligations of $1,006 million
  • Air traffic liability of $554 million

Second Quarter 2020

The State of Hawai'i was under the mandatory 14-day self-quarantine for both neighbor island and all incoming travelers for most of the second quarter of 2020, and as a consequence, the Company operated an extremely limited schedule. The mandatory 14-day self-quarantine restriction was lifted on June 16, 2020 for neighbor island travel only. Following this announcement, the Company increased neighbor island flight activity, but continued with its reduced schedule for longer haul flights.

In addition to service suspension and schedule reduction, the Company has taken, and will continue to take, actions to minimize cash outflow in an effort to mitigate the effects of reduced demand, including, but not limited to:

  • Suspended dividend payments on, and the repurchase of, its common stock
  • Instituted a hiring freeze across the Company, except for operationally critical and essential positions
  • Deferred non-critical capital expenditures
  • Instituted voluntary unpaid leave programs and exploring involuntary headcount reduction
  • Reduced executive pay by 10% – 50%
  • Reduced other discretionary spending, including contractor and vendor spend
  • Negotiated payment deferrals with key vendors

As of June 30, 2020, the Company has received $214.2 million in grants and $49.0 million in loans pursuant to the Coronavirus Aid, Relief, and Economic Security Act (the "CARES Act") Payroll Support Program ("PSP"). The Company expects to receive an additional $29.2 million in July 2020.

Third Quarter 2020

Due to the uncertain timing of the relaxation of travel and quarantine restrictions, the Company is unable to provide detailed guidance related to capacity expectations for the quarter ending September 30, 2020.  July 2020 capacity, in terms of available seat miles (ASMs), is expected to be approximately 86% below the capacity flown in July 2019, and the Company expects August 2020 capacity to decrease 85% compared to August 2019.  As a significant portion of the Company's costs are fixed, operating expenses are not expected to decline in proportion to the capacity decline.

To further increase liquidity, the Company has entered into additional financing transactions in July 2020. This includes the following:

  • Raised $114 million through the sale and leaseback of two Airbus A321neo aircraft
  • Signed a non-binding letter of intent with the U.S. Department of Treasury pursuant to which the Company is eligible to receive up to $364 million in Economic Relief Program ("ERP") loans offered under the CARES Act; the Company has until March 2021 to determine how much of the available ERP funds to borrow.

COVID-19 Response – Guest Experience and Community Relations

In response to the COVID-19 pandemic, the Company has enhanced cleaning procedures and revised guest-facing procedures in an effort to minimize the risk of transmission of COVID-19. These procedures are in line with current recommendations from leading public health authorities and include:

  • Performing enhanced aircraft cleaning between flights and overnight, including recurring electrostatic spraying of all aircraft
  • Frequent cleaning and disinfecting of counters and self-service check-in kiosks in our airports
  • Ensuring hand sanitizers are readily available for guests statewide and at our mainland airports
  • Requiring guests and guest-facing employees to wear face masks or coverings, with guests required to keep them on from check-in to deplaning
  • Modifying boarding and deplaning processes and limiting the capacity of available seats on all aircraft to no higher than 70% to provide physical distancing
  • Changing in-flight service to reduce close interactions between crew members and guests

The Company, along with its employees, has also taken measures to support the community through the COVID-19 pandemic, which include:

  • Donating Main Cabin and Business Class pillowcases, blankets, mattress pads, amenity kits, and Business Class slippers to 12 local organizations serving the community during the pandemic
  • Offering complimentary neighbor island transportation for medical professionals in April and May
  • Providing complimentary transportation of food and household items from O'ahu to both Moloka'i and Lana'i in April and May
  • Volunteering to support local non-profit organizations addressing the COVID-19 pandemic, from company-wide efforts to individual employee initiatives

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

Investor Conference Call

Hawaiian Holdings' quarterly results conference call is scheduled to begin today (July 28, 2020) at 4:30 p.m. Eastern Time (USA).  The conference call will be broadcast live over the Internet. Investors may access and 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, a replay of the webcast will be archived for 90 days on the investor relations section of the Company's website.

About Hawaiian Airlines

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 business plans and ability to successfully emerge from the COVID-19 pandemic; the Company's response to developments related to the COVID-19 pandemic; the Company's efforts to minimize cash outflow, mitigate the effects of declining demand and increase liquidity; expectations regarding available seat miles for the months of July and August 2020 and the Company's operating expenses in the third quarter of 2020; 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; 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 (unaudited)
 
   

Three Months Ended June 30,

  

Six Months Ended June 30,
   

2020

  

2019

  

% Change

  

2020

  

2019

  

% Change
   

(in thousands, except per share data)

Operating Revenue:

                        

Passenger

  

$

29,762

    

$

653,423

    

(95.4)

%

  

$

533,231

    

$

1,254,727

    

(57.5)

%

Other

  

30,242

    

58,766

    

(48.5)

%

  

85,917

    

114,213

    

(24.8)

%

Total

  

60,004

    

712,189

    

(91.6)

%

  

619,148

    

1,368,940

    

(54.8)

%

Operating Expenses:

                        

Wages and benefits

  

30,329

    

180,070

    

(83.2)

%

  

218,583

    

355,135

    

(38.5)

%

Aircraft fuel, including taxes and delivery

  

7,003

    

140,600

    

(95.0)

%

  

120,481

    

266,704

    

(54.8)

%

Maintenance, materials and repairs

  

13,994

    

58,131

    

(75.9)

%

  

74,403

    

121,176

    

(38.6)

%

Aircraft and passenger servicing

  

3,036

    

39,641

    

(92.3)

%

  

41,319

    

78,541

    

(47.4)

%

Depreciation and amortization

  

39,333

    

39,527

    

(0.5)

%

  

78,782

    

77,678

    

1.4

%

Commissions and other selling

  

2,927

    

32,471

    

(91.0)

%

  

29,643

    

63,307

    

(53.2)

%

Aircraft rent

  

23,886

    

30,843

    

(22.6)

%

  

50,890

    

61,239

    

(16.9)

%

Other rentals and landing fees

  

13,677

    

31,386

    

(56.4)

%

  

43,443

    

62,432

    

(30.4)

%

Purchased services

  

19,887

    

32,733

    

(39.2)

%

  

54,128

    

65,186

    

(17.0)

%

Special items

  

34,014

    

—

    

100.0

%

  

160,918

    

—

    

100.0

%

Other

  

20,882

    

37,906

    

(44.9)

%

  

63,618

    

75,985

    

(16.3)

%

Total

  

208,968

    

623,308

    

(66.5)

%

  

936,208

    

1,227,383

    

(23.7)

%

Operating Income (Loss)

  

(148,964)

    

88,881

    

(267.6)

%

  

(317,060)

    

141,557

    

(324.0)

%

Nonoperating Income (Expense):

                        

Interest expense and amortization of debt discounts and issuance costs

  

(8,221)

    

(7,300)

        

(15,016)

    

(14,830)

      

Interest income

  

2,766

    

3,074

        

5,786

    

6,057

      

Capitalized interest

  

921

    

1,257

        

1,752

    

2,542

      

Gains (losses) on fuel derivatives

  

(184)

    

(3,220)

        

(6,636)

    

(2,650)

      

Other, net

  

1,161

    

(3,083)

        

3,465

    

(4,108)

      

Total

  

(3,557)

    

(9,272)

        

(10,649)

    

(12,989)

      

Income (Loss) Before Income Taxes

  

(152,521)

    

79,609

        

(327,709)

    

128,568

      

Income tax expense (benefit)

  

(45,617)

    

21,776

        

(76,433)

    

34,377

      

Net Income (Loss)

  

$

(106,904)

    

$

57,833

        

$

(251,276)

    

$

94,191

      

Net Income (Loss) Per Share

                        

Basic

  

$

(2.33)

    

$

1.21

        

$

(5.47)

    

$

1.96

      

Diluted

  

$

(2.33)

    

$

1.21

        

$

(5.47)

    

$

1.96

      

Weighted Average Number of Common Stock Shares Outstanding:

                        

Basic

  

45,971

    

47,854

        

45,969

    

48,122

      

Diluted

  

45,971

    

47,889

        

45,969

    

48,158

      

 

Table 2.
Hawaiian Holdings, Inc.
Selected Statistical Data (unaudited)
 
   

Three months ended June 30,

  

Six months ended June 30,
   

2020

  

2019

  

% Change

  

2020

  

2019

  

% Change
   

(in thousands, except as otherwise indicated)

Scheduled Operations (a) :

                        

Revenue passengers flown

  

182

    

2,957

    

(93.8)

%

  

2,542

    

5,777

    

(56.0)

%

Revenue passenger miles (RPM)

  

95,084

    

4,487,362

    

(97.9)

%

  

3,806,558

    

8,615,090

    

(55.8)

%

Available seat miles (ASM)

  

409,490

    

5,153,025

    

(92.1)

%

  

5,384,460

    

10,003,748

    

(46.2)

%

Passenger revenue per RPM (Yield)

  

31.30

¢

  

14.56

¢

  

115.0

%

  

14.01

¢

  

14.56

¢

  

(3.8)

%

Passenger load factor (RPM/ASM)

  

23.2

%

  

87.1

%

  

(63.9)

 pts.

  

70.7

%

  

86.1

%

  

(15.4)

 pts.

Passenger revenue per ASM (PRASM)

  

7.27

¢

  

12.68

¢

  

(42.7)

%

  

9.90

¢

  

12.54

¢

  

(21.1)

%

Total Operations (a) :

                        

Revenue passengers flown

  

182

    

2,959

    

(93.8)

%

  

2,544

    

5,781

    

(56.0)

%

Revenue passenger miles (RPM)

  

95,084

    

4,491,974

    

(97.9)

%

  

3,809,858

    

8,620,459

    

(55.8)

%

Available seat miles (ASM)

  

409,490

    

5,157,677

    

(92.1)

%

  

5,389,019

    

10,009,598

    

(46.2)

%

Operating revenue per ASM (RASM)

  

14.65

¢

  

13.81

¢

  

6.1

%

  

11.49

¢

  

13.68

¢

  

(16.0)

%

Operating cost per ASM (CASM)

  

51.03

¢

  

12.09

¢

  

322.1

%

  

17.37

¢

  

12.26

¢

  

41.7

%

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

  

68.26

¢

  

9.38

¢

  

627.7

%

  

14.22

¢

  

9.62

¢

  

47.8

%

Aircraft fuel expense per ASM (c)

  

1.70

¢

  

2.73

¢

  

(37.7)

%

  

2.23

¢

  

2.66

¢

  

(16.2)

%

Revenue block hours operated

  

6,496

    

54,840

    

(88.2)

%

  

59,355

    

106,466

    

(44.2)

%

Gallons of jet fuel consumed

  

7,759

    

67,277

    

(88.5)

%

  

71,580

    

131,798

    

(45.7)

%

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

  

$

0.90

    

$

2.09

    

(56.9)

%

  

$

1.68

    

$

2.02

    

(16.8)

%

Economic fuel cost per gallon (c)(d)

  

$

1.26

    

$

2.14

    

(41.1)

%

  

$

1.76

    

$

2.07

    

(15.0)

%

 

(a) 

Includes the operations of the Company's contract carrier under a capacity purchase agreement.

(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 (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 June 30,

  

Six months ended June 30,
   

2020

  

2019

  

% Change

  

2020

  

2019

  

% Change
   

(in thousands, except per-gallon amounts)

Aircraft fuel expense, including taxes and delivery

  

$

7,003

    

$

140,600

    

(95.0)

%

  

$

120,481

    

$

266,704

    

(54.8)

%

Realized losses on settlement of fuel derivative contracts

  

2,751

    

3,051

    

(9.8)

%

  

5,837

    

5,895

    

(1.0)

%

Economic fuel expense

  

$

9,754

    

$

143,651

    

(93.2)

%

  

$

126,318

    

$

272,599

    

(53.7)

%

Fuel gallons consumed

  

7,759

    

67,277

    

(88.5)

%

  

71,580

    

131,798

    

(45.7)

%

Economic fuel costs per gallon

  

$

1.26

    

$

2.14

    

(41.1)

%

  

$

1.76

    

$

2.07

    

(15.0)

%

 

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 net income, diluted net income per share, CASM, PRASM, RASM, Passenger Revenue per RPM, EBITDAR, 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 six months ended June 30, 2020, the effective tax rate included a tax benefit of $9.2 million and $23.4 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 CARES Act.
  • During the three and six months ended June 30, 2020, the Company recognized $111.6 million in contra-expense related to grant proceeds from the PSP. The grant proceeds are recognized in proportion to estimated wages and benefits expense over the 6-month period the PSP covers. The Company expects to use all proceeds from the PSP by the end of 2020.
  • 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 June 30, 2020, an impairment charge of $27.5 million was recorded related to the Company's ATR-42 and ATR-72 fleets. An additional impairment charge of $3.4 million was recorded related to the Company's commercial real estate subsidiary.
    • During the three months ended June 30, 2020, the Company recorded $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 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 the 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 and six months ended June 30, 2019, the Company recorded a gain on disposal of Boeing 767-300 aircraft equipment of $0.9 million and $1.9 million, respectively, in conjunction with the retirement of its B767 fleet.

The Company believes that adjusting for the impact of an effective tax rate differential, 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 June 30,

  

Six months ended June 30,
   

2020

  

2019

  

2020

  

2019
   

Total

  

Diluted
Net Loss
Per Share

  

Total

  

Diluted
Net Income
Per Share

  

Total

  

Diluted
Net Loss
Per Share

  

Total

  

Diluted
Net Income
Per Share
   

(in thousands, except per share data)

GAAP Net Income (Loss), as reported

  

$

(106,904)

    

$

(2.33)

    

$

57,833

    

$

1.21

    

$

(251,276)

    

$

(5.47)

    

$

94,191

    

$

1.96

  

Add: CARES Act carryback of additional NOLs

  

(9,238)

    

(0.20)

    

—

    

—

    

(23,394)

    

(0.51)

    

—

    

—

  

Add: CARES Act grant recognition

  

(111,560)

    

(2.43)

    

—

    

—

    

(111,560)

    

(2.43)

    

—

    

—

  

Add (deduct): changes in fair value of fuel derivative contracts

  

(2,567)

    

(0.06)

    

169

    

—

    

799

    

0.02

    

(3,245)

    

(0.07)

  

Add: unrealized loss on foreign debt

  

1,679

    

0.04

    

2,167

    

0.05

    

2,422

    

0.05

    

1,537

    

0.03

  

Add: gain on sale of aircraft equipment

  

—

    

—

    

(851)

    

(0.02)

    

—

    

—

    

(1,948)

    

(0.04)

  

Add: unrealized loss (gain) on non-designated fx positions

  

612

    

0.01

    

—

    

—

    

(200)

    

—

    

—

    

—

  

Add: special items

  

34,014

    

0.74

    

—

    

—

    

160,918

    

3.50

    

—

    

—

  

Deduct: tax effect of adjustments

  

19,253

    

0.42

    

(386)

    

(0.01)

    

13,430

    

0.29

    

951

    

0.02

  

Adjusted Net Income (Loss)

  

$

(174,711)

    

$

(3.81)

    

$

58,932

    

$

1.23

    

$

(208,861)

    

$

(4.55)

    

$

91,486

    

$

1.90

  

 

   

Three months ended June 30,

  

Six months ended June 30,
   

2020

  

2019

  

2020

  

2019
   

(in thousands)

Income Before Income Taxes, as reported

  

$

(152,521)

    

$

79,609

    

$

(327,709)

    

$

128,568

  

Add: CARES Act grant recognition

  

(111,560)

    

—

    

(111,560)

    

—

  

Add (deduct): changes in fair value of fuel derivative contracts

  

(2,567)

    

169

    

799

    

(3,245)

  

Add: unrealized loss on foreign debt

  

1,679

    

2,167

    

2,422

    

1,537

  

Add: gain on sale of aircraft and equipment

  

—

    

(851)

        

(1,948)

  

Add:  unrealized loss (gain) on non-designated fx positions

  

612

    

—

    

(200)

    

—

  

Add: special items

  

34,014

    

—

    

160,918

    

—

  

Adjusted Income Before Income Taxes

  

$

(230,343)

    

$

81,094

    

$

(275,330)

    

$

124,912

  

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 June 30,

  

Six months ended June 30,
   

2020

  

2019

  

2020

  

2019
   

(in thousands, except CASM data)

GAAP Operating Expenses

  

$

208,968

    

$

623,308

    

$

936,208

    

$

1,227,383

  

Less: aircraft fuel, including taxes and delivery

  

(7,003)

    

(140,600)

    

(120,481)

    

(266,704)

  

Less: CARES Act grant recognition

  

111,560

    

—

    

111,560

    

—

  

Less: gain on sale of aircraft and equipment

  

—

    

851

    

—

    

1,948

  

Less: special items

  

(34,014)

    

—

    

$

(160,918)

    

—

  

Adjusted Operating Expenses

  

$

279,511

    

$

483,559

    

$

766,369

    

$

962,627

  

Available Seat Miles

  

409,490

    

5,157,677

    

5,389,019

    

10,009,598

  

CASM – GAAP

  

51.03

¢

  

12.09

¢

  

17.37

¢

  

12.26

¢

Less: aircraft fuel, including taxes and delivery

  

(1.70)

    

(2.73)

    

(2.23)

    

(2.66)

  

Less: CARES Act grant recognition

  

27.24

    

—

    

2.07

    

—

  

Less: gain on sale of aircraft and equipment

  

—

    

0.02

    

—

    

0.02

  

Less: special items

  

(8.31)

    

—

    

(2.99)

    

—

  

Adjusted CASM

  

68.26

¢

  

9.38

¢

  

14.22

¢

  

9.62

¢

Pre-tax margin

The Company excludes unrealized losses (gains) from fuel derivative contracts and foreign currency derivative contracts, and non-recurring items from pre-tax margin for the same reasons as described above.

   

Three months ended June 30,

  

Six months ended June 30,
   

2020

  

2019

  

2020

  

2019

Pre-Tax Margin, as reported

  

(254.2)

%

  

11.2

%

  

(52.9)

%

  

9.4

%

Add: CARES Act grant recognition

  

(185.9)

    

—

    

(18.0)

    

—

  

Add: changes in fair value of fuel derivative contracts

  

(4.3)

    

—

    

0.1

    

(0.2)

  

Add: unrealized loss on foreign debt

  

2.8

    

0.3

    

0.3

    

0.1

  

Add: gain on sale of aircraft and equipment

  

—

    

(0.1)

    

—

    

(0.1)

  

Add: unrealized loss (gain) on non-designated fx positions

  

1.0

    

—

    

—

    

—

  

Add: special items

  

56.7

    

—

    

26.0

    

—

  

Adjusted Pre-Tax Margin

  

(383.9)

%

  

11.4

%

  

(44.5)

%

  

9.2

%

 

 

 

Cision View original content to download multimedia:http://www.prnewswire.com/news-releases/hawaiian-holdings-adds-two-board-members-reports-2020-second-quarter-financial-results-301101549.html

SOURCE Hawaiian Holdings, Inc.

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As people seek safe outdoor recreation activities amid the coronavirus outbreak, golf is a safe bet where you can tee up while social distancing. And with Alaska’s Next-Level Care, you’re good to go!

Golfers who are ready to travel can get their daily dose of iron this fall with Alaska Airlines’ low fares to some of the country’s premier golf destinations.

“Golf is inherently consistent with the concept of ‘social distancing,’ as it can be played, even in groups, without any close physical interaction among players, or among the course staff,” said Brian Mogg, voted Golf Magazine Top 100 Golf Instructor & Golf Digest 50 Best Teachers in America. “In many ways, it’s the perfect activity for our new normal and has never been more popular.”

Brian Mogg

We asked Mogg and some of our partners who fancy golf to tell us their favorite spots around the country to go on golf trips and the essential items to bring. Here’s what they told us:

Play it safe

These days, most golf courses have implemented strict safety measures to protect golfers and course staff. Common adjustments may include:

  • Require staff members to wear masks and gloves — most courses allow customers to play without a mask if they are on the course but are required if they cannot remain 6-feet from someone outside of their party.
  • Make sanitizers, masks or tissues readily available.
  • Flags remain in the hole to reduce contact.
  • Install foam to fill the bottom of the holes to eliminate the need for golfers to reach into the cup to retrieve their ball.
  • Eliminate ball-washers and bunker rakes.
  • Remove on-course scorecards, pencils, golf tees, ball markers, etc.

Before you go, triple check the specific course’s website for the most up to date rules.

Spend time with family & friends

If you’re longing for a trip with your buddies, family or some alone time, golf is a great way to unwind and experience some of the best sights. Take it from some of our favorite pros:

Alaska Airlines Chief Football Officer Russell Wilson:
Seattle Mariners Pitcher Justin Dunn:
Justin Dunn

“Quarantine gave me the chance to start playing more so I started to really get into it. Me and my college roommates talk about doing a guys trip somewhere every year to just get away and go to a golf resort for the weekend or week and hang out and do a little get together,” said Dunn. “It’s definitely something I’m looking into and we’re trying to figure out how to make happen.”

Something Justin always brings to the course: “I’m superstitious. If I play well, I’ll wear the same clothes out again, and then my shoes, always my (Nike) shoes. I got to make sure they look good.”

Cody Ross former San Francisco Giants Outfielder:
Cody Ross

“I love golf because I get to do it with my family. I get to still play with my dad who’s 70,” said Ross. “My advice to golfers trying to get better during this time is get outside and play as much as you can if you are able. Watch videos online that show you the correct way to swing the club. I’ve never had a golf lesson but if you can, I highly recommend it.”

Cody’s favorite golf course: “Pebble Beach in San Jose, California. One of my most memorable golf trips is when I flew Alaska Airlines to San Jose to play golf at Pebble Beach for an event put on by the USGA to promote the US Open. I made my first Hole in one on the iconic hole #7 that trip. It is by far my most memorable golf experience.”

Pack the essentials

University of Washington Head Men’s and Women’s Golf Coaches, Alan Murray and Mary Lou Mulflur suggest the following items to stay stylish and prepared no matter what comes up on your next golf trip:

  • A mask or face covering (you’ll need it for your flight!)
  • Shirts or pants that make a statement
  • An easy-to-store umbrella in case of showers
  • A long sleeve shirt or jacket for a chance of cooler weather
  •  Sunglasses and sunscreen
  • Yardage books and rangefinders if you really want to get into the swing of things
  • A protective, high quality travel bag to protect your clubs—Mogg suggests Club Glove, a brand used by the pros for more than 20 years. Watch Mogg’s packing tutorial below ↓

Packing 101: Follow these steps so your clubs have a nice flight

Fly your clubs for FREE

That’s right, clubs fly free if you’re an Alaska Airlines MVP Gold 75K, MVP Gold, MVP, Club 49 member, or booked a First Class ticket. The same benefit applies for Alaska Airlines Visa Signature® cardholders and counts toward your free checked baggage allowance. Otherwise, golf clubs fly for just $30.

Location, Location, Location

Pebble Beach, California

To help plan your next golf trip, below is a list of great golf destinations you can fly to on Alaska and tips from Mogg where you can have the time of your life.

Destination Must-visit public & private courses
Boston

The International Golf Club (GC) is the longest course in the U.S. and has two championship courses, the Oaks and the Pines. Overlooking the lush Nashua River Valley, the Oaks course has a scenic and diverse landscape that Fazio fully utilized.

The Country Club has hosted multiple USGA events with Francis Ouimet’s huge upset in winning the 1913 US Open and the USA Ryder Cup victory in 1999. The 2022 US Open will be played here.

The PGA Tour annually hosts the Deutsche Bank playoff event at TPC Boston each September.
Charleston

The Ocean Course at Kiawah Island has hosted one of the most memorable professional golf events of all time in 1991 with the USA winning on the final putt. It also hosted the PGA Championship won by Rory McIlroy in 2012.

Yeamans Hall is a Top 100 course.
Columbus

Columbus might have the best private clubs in the US for a medium sized city. The public courses are good too with The Ohio State University course being the best.

Wilson Road Golf Course is Ohio’s only executive 9 hole golf course that features six par 3’s and three par 4’s making it a great place to learn or to tune up your golf game.
Denver

The views in Denver can be stunning, and Cherry Hills was the scene of Arnold Palmer’s great comeback win in the 1960 US Open.

Fossil trace is also an unusual course where you have to clear boulders, rusty pieces of equipment and footprints left by dinosaurs on holes 11 through 15.
Honolulu

Hawaii Prince GC is home to one of my academies and has 27 holes along with the only grass based driving range on the island.

Ko Olina is spectacular on the West side of the island while Turtle Point is adjacent to the North Shore and where world class surfing takes place.

Waialae Country Club (CC) hosts the annual PGA Tour Sony Open every January.
Kona Spectacular resorts dot the Big Island, PGA Champions Tour begins their season at the Hualalai Golf Course every January.
Las Vegas

TPC Summerlin hosts a PGA Tour event every October.

Shadow Creek is ranked 26th in the Top 100 Rankings, and can be played if staying at Wynn Resort. It has rolling hills and canyons from the flat desert floor north of Las Vegas and plenty of water.
Lihue

Huge variety of golf can be played here, with Princeville on the North side of the Island, Wailua on the East and Poipu Bay on the South. Poipu Bay used to host the PGA Tour Grand Slam of Golf for many years.

The opportunity to play The Club at Kukuiula is one of the best experiences in golf with both the service and the views.
Los Cabos

There are an abundance of great courses and options around Cabo San Lucas. Cabo del Sol has one of the best par 3 holes literally on the ocean as its signature hole.

Diamanté El Cardinal is one of the few Tiger Woods designed courses so far.
Maui

Given Maui’s idyllic setting, there are no bad places to play golf. Yet there’s a must-play venue, the Plantation Course at Kapalua, recently revamped by Bill Coore and Ben Crenshaw. The PGA Tour starts every year here with the Tournament of Champions on the North side of Maui.

The Gold and Emerald courses at Wailea deserve consideration as well that are close to the main hotels and beach area, as does King Kamehameha rising 750 feet above the island’s north shore.
Milwaukee

Erin Hills hosted the 2017 US Open and is about 30 minutes west of Milwaukee.

Whistling Straits is about 90 minutes north of the city on Lake Michigan and has hosted multiple PGA Championships and will be the host site for next September’s Ryder Cup matches (was supposed to host in 2020 but was postponed).

Black Wolf Run is an underrated gem adjacent to Whistling Straits and hosted the US Women’s Open in 2012.

Milwaukee CC is a Top 100 course.

Brown Deer Park is also where Tiger Woods played his first PGA Tour event as a professional.
Monterey

This is a rich area for golf with Pebble Beach always ranked close to #1 for best U.S. courses. The courses in this area have hosted so many Major Championships, with the 2019 US Open being the last one there.

Spyglass Hill, the Links at Spanish Bay, Poppy Hills and even modest Pacific Grove highlight are also great courses.
Orlando

Disney World began their phased reopening July 11 almost four months of being closed. Walt Disney World Golf remains available on their regular schedule and can be a fun family golf trip.

Moggs’ Academy resides at Waldorf Astoria GC. There is a great opportunity to cross paths with Tour Players if playing one of these courses in Central Florida.
Palm Springs

Palm Springs is the home of golf when the weather turns cold up North. PGA West and its numerous courses is part of the PGA Tour event in January.

Mission Hills has hosted the LPGAs first Major every April for the last 30 years and is the site of the famous winners who jump into the Dinah Shore pond by 18th green with family and caddy.
Phoenix

The Valley of the Sun offers endless combinations of multi-round golf days with 200-plus golf courses surrounded by stunning desert landscape, including We-Ko-Pa GC, Grayhawk GC, Talking Stick GC and Wickenburg Ranch.

If you only have time to play one of two courses in Scottsdale, opt for Pinnacle at Troon North GC, it’s a standout sweep through the desert.

While the PGA Tour only uses the TPC of Scottsdale for one week during the Waste Management Phoenix Open, the Stadium course maintains top-notch playing conditions for most of the year.
Portland

Portland is a very visitor friendly city with plenty of sights and attractions to explore, including solid public and private golf courses, starting with Columbia Edgewater CC located immediately west of the Portland International Airport and two courses at Heron Lakes just a few miles from downtown. Waverley CC is also another beautiful private course that sits right on the Willamette River.

If you’re looking to drive a short ways out of the city for a green escape, head south toward Salem where you’ll find two popular golf courses at Langdon Farms and the Oregon Golf Association.

Bandon Dunes is likely the most well known golf course in Oregon and is highly ranked among golfers, although 5 hours south of the Portland, the resort can also be reached 3 hours from the Medford Airport where Alaska flies.
Puerto Vallarta One of the most famous holes in golf is the extra 19th hole at PuntaMita Golf Course. A 170 yard par 3 out into the ocean where only access is by boat (if it’s not too dangerous). It can be played as part of the regular course or as an extra hole, it is truly one of the most fun. and challenging shots to see if your ball can stay dry and on the green.
Redmond

Central Oregon has become quite a bucket list topper for true golfers from around the world. With 30 courses within 45 minutes of each other (three named Golf Digest’s Top 100). it’s hard to beat. Toss in endless outdoor adventures, nearly 30 breweries and perfect weather it’s a golfer’s dream.

Bend has beautiful golf resorts including Crosswater GC at Sunriver Resort, Pronghorn GC and Tetherow Golf Resort (a Scottish links course). Links courses – though not all – are typically located in coastal areas like Bend, on sandy soil, often rougher turf that lets the ball roll much further, with few water hazards and little – if any – trees.
San Diego

No golf trip to San Diego is complete without a visit to the city-owned North and South Courses at Torrey Pines, host of the 2021 US Open.

But more gold awaits in SoCal’s crinkled hills in the form of Omni La Costa Resort, Rams Hill GC, and Barona Creek, reopening this summer after a comprehensive renovation.
Salt Lake City

Park City has multiple courses that are spectacular in the summer.

Jeremy Ranch has hosted PGA events.
Seattle

Chambers Bay is in Tacoma, about 40 minutes south, and hosted the 2015 US Open won by Jordan Speith plus the 2010 US Amateur. It’s also home to Mogg’s Golf Academy, a premier venue for teaching the game of golf.

Gold Mountain GC in Bremerton is an 18-hole golf course with a relaxed restaurant, driving range & shop and has hosted the US Junior also won by Jordan Speith.

Sahalee CC has hosted the PGA Championship and US Senior Open.

To all our guests, tee it high & let it fly!

We’re the official airline of the Kraken!

NHL ANNOUNCES SEATTLE TEAM NAME, LOGO AND COLORS

It’s official! Kraken is the name of the National Hockey League (NHL) expansion team from Seattle.

In an announcement Thursday at the construction site for the new Climate Pledge Arena in downtown Seattle, the NHL’s 32nd team revealed its name, logo and colors. Flanked by construction workers charged with building the new site, team officials said the name was an ode to the region’s maritime history and was born of the fans.

The long-anticipated news follows last January’s big announcement that Alaska Airlines is the founding partner and official airline of the Seattle NHL team, and will have naming rights to the stadium’s atrium.

The Seattle Kraken will beginning playing in the 2021-22 season  and already has an enthusiastic following across the region and beyond.

“I love it!! It’s such a cool logo!” said Alex Wigoda, senior schedule planning analyst who, being from Pittsburgh is a die-hard Penguins fan. “I’m having an internal conflict though. Guess I can have an East Coast team and a West Coast team.”

RELEASE THE KRAKEN MERCH & SUPPORT A GOOD CAUSE

Seattle hockey fans can support the community by simply buying the franchise’s new branded gear at releasethekrakenstore.com, including blue (with a dash of red) t-shirts, hoodies, hats and more.

Through Aug. 21, the Seattle Kraken will give all net sale proceeds to local non-profits YouthCare, Community Passageways and the Urban League of Metropolitan Seattle to end youth homelessness an create positive pathways and opportunities for BIPOC youth in our region. We couldn’t be more on board with that kind-heartedness!

Welcome to Seattle, Kraken!

Watch: Meet the Seattle Kraken

Kōkua Our Schools: Coming Together for Hawai‘i’s Keiki

At Hawaiian Airlines, we know that when the going gets tough, our employees will always come together to help one another. The perpetuation of values like lōkahi (unity) and mālama (to care for) is intrinsic to our company, strengthening our role as the hometown carrier for over 90 years.

When the Hawai‘i State Department of Education (HIDOE) announced the Aug. 4 reopening of public schools with new COVID-19 protocols, we unveiled the Kōkua Our Schools program. The initiative, which kicked off in June in partnership with City Mill and POW! WOW! Hawai‘i, started with a callout to HIDOE school principals that offered volunteers through Team Kōkua, Hawaiianʻs employee community outreach group, to help ready their campuses for the fall semester.

Maunawili

Alisa Onishi, director of brand management at Hawaiian Airlines, power-washing the walkways of Maunawili Elementary, a participating school.

 

Ka‘elepulu Elementary was the first to call for assistance.

Each year, Ka‘elepulu welcomes over 200 keiki (children) in grades K-5 at its campus in Kailua, O‘ahu. Nestled in a quiet residential area, the elementary school has eight classrooms, a multipurpose room and administrative office, and two gardens. Its three buildings sit on over 11 acres of land, including a large hill that borders the back of campus and sported unruly, eight-foot-tall California grass and gnarled haole koa trees. 

Year-round, Ka‘elepulu’s two custodians maintain the school’s buildings and green space. However, the pandemic brought an early end to in-person learning, forcing the school to shutter for several weeks. As a result, tropical growth overran its grounds and gardens.

Kaelepulu4

Team Kōkua tackling the invasive California grass that lined the backside of Ka‘elepulu’s property.

 

That’s when Team Kōkua lent a hand. For three six-hour workdays, 49 volunteers cleared fickle weeds, removed invasive trees, mowed overgrown grass, cleaned gardens, moved heavy classroom materials and furniture, and painted alongside Ka‘elepuluʻs caretakers and principal, Cherilyn Inouye.

Kaelepulu23

Inouye, pictured far right, worked alongside Team Kōkua as they gardened, landscaped and completed other duties before the start of the new school year.

 

“We have to maintain a large campus, so we often rely on community volunteers and parents to help with our gardens and landscaping during the summer. Hawaiian Airlines provided us with the manpower at no cost to us, and we were able to complete several major projects on campus in just a few days (which would have taken our staff weeks to complete),” Inouye said. 

“This allowed us to complete our summer cleaning schedule ahead of time, work on backlogged projects, and prepare for reopening school.”

When the campus refresh was complete, the school boasted a reinvigorated and vibrant learning environment.

Kaelepulu3

Volunteers working in the central garden at Ka'elepulu.

 

“It was an incredible feeling to step back and see the impact of our employees’ hard work. That was a moment when we felt the impact of coming together for the greater community,” said Debbie Nakanelua-Richards, director of community and cultural relations at Hawaiian Airlines. “Hawai‘i is our home, and when we invest in our community, we are also investing in ourselves. Being able to help our islands’ schools and breathe life back into our communities is an honor.”

Haleiwa-Lorna

Volunteers and their 'ohana painting benches at Hale‘iwa Elementary School on O‘ahu's North Shore.

 

Our partners City Mill and POW! WOW! Hawai‘i played a critical role in supporting our employees’ work, contributing yard supplies, painting materials, and artists who painted a vibrant mural in the school’s cafeteria.

“It meant a lot to our custodians to have a team of volunteers to help with (literally) the heavy lifting and moving of furniture and tackle a seemingly endless hillside of invasive grass and trees behind the school,” Inouye said. “Our teachers stop by the campus and express their gratitude for the work the volunteers did and how beautiful our campus looks. We were also thankful for mural artists Jeff Gress and Kamea Hadar of the Pow! Wow! Hawaiʻi team, who completed an ‘Aloha’ mural in just two days. Our staff loves how bright and welcoming it is, and we cannot wait for our students to see it when they return.”

PowWow Mural

POW! WOW! Hawai‘i artists Alana Wilson, Kamea Hadar, and Jeff Gress pictured with their final artwork at Ka‘elepulu Elementary.

 

Ka‘elepulu is one of six schools throughout the state benefitting from the Kōkua Our Schools program this summer. Other schools with completed Team Kōkua projects include Waimea Canyon Middle on Kauaʻi, Hale‘īwa Elementary on Oʻahu’s North Shore, and Maunawili and Kailua Elementary, also on Oʻahu’s eastside. King Kamehameha III Elementary in Lahaina, Maui, is planned for the end of July. Each school’s need is different, though jobs have primarily focused on time-intensive and arduous projects, including landscaping, classroom prep, student device cleaning and set-up, painting, adding social distancing markers to walkways, and mural installations.

Kailua

Fun, locally inspired social distancing markers, such as this shaka, were painted throughout Kailua Elementaryʻs walkways to help keep keiki safe when they return to school.

 

“The reopening of school is especially stressful this year with the COVID-19 social distancing requirements, so having help with our summer cleaning and landscaping was such a gift,” Inouye added. “Partnerships like these work to strengthen our school's connections to the greater community and allow local organizations, businesses, and members of the public to learn about our school firsthand and build relationships with our students, families, and staff.”

Since Kōkua Our Schools’ inception, over 340 Team Kōkua employee volunteers and their family members have donated 2,219 hours of labor. POW! WOW! Hawai‘i artists have spent 64 hours designing and painting, and City Mill has contributed $2,500 in supplies. 

Maunawili 3

Scores of our employees worked together to prepare Maunawili Elementary School for the Aug. 4 reopening.

 

“We have many employees on voluntary furlough who reached out to us to find ways to give back in their downtime,” added Nakanelua-Richards. “We have volunteers participating in school projects on O‘ahu as well as Maui and Kaua‘i. It’s encouraging to see our ‘ohana and our partners use this difficult time to mālama our school communities.”

Kailua 2

Team Kōkua volunteers gathered in front of Kailua Elementary School's sign.

 

Kōkua Our Schools is an ongoing project available to all Hawai‘i’s public schools. Principals interested in bringing the program to their campus can contact the HIDOE Community Engagement Branch at 808-305-0691 or ​dolly.wong@k12.hi.us​.  

Alaska Airlines Flight Attendant & Soul Food Chef Hampton Isom recognized for his ‘Giant’ heart

When Hampton Isom joined Alaska Airlines in 2015, he had no idea what would become of it and the joy he’d bring to people in the skies and his community.

Nominated by his peers, Isom, who is a flight attendant based in Seattle and also runs his own food truck business, recently won an initiative from the Brawny® paper towel brand for going out of his way to support his community.

Hampton Isom

The Brawny® Giants Initiative was created to recognize and support people who are going out of their way across the country to help those who’ve been affected by the COVID-19 pandemic.

After roaming the globe, first as a professional basketball player and later a flight attendant for Alaska Airlines, Isom aka “The Boss,” had big plans to bring his love of Cajun Cuisine to the Pacific Northwest while also giving back to people in need. Through “sweatin‘ and workin hard” and his Louisiana-rooted culinary skills, he created Dat Creole Soul, a nonprofit business in Seattle. He takes his cooking a step further by sharing hot plates with people who are homeless.

Whether he’s setting up shop down on Pine St. or at an annual festival or family reunion, when you see his Creole Soul truck pull up you know you’ll be taken care of with some hot food that “will stick to your ribs” like gumbo jambalaya, shrimp et tu fe, red beans and rice.

“When I got my food truck, every time I go out on location to sell food, the food that I have left over, instead of throwing it away, I will park somewhere and I got this sign that says ‘If you’re hungry stop on by and come get something to eat,’” he said.

Hampton says he hears the same questions and quips from guests almost every flight. From “If you were any taller, you wouldn’t fit in this plane” to “Do you play basketball?” And to reply, he says “You should’ve seen me with an afro,” and “yes” to playing basketball – Isom played in college and professional for 12 years in Turkey, Italy and Australia.

Born and raised in New Orleans, Isom says he grew up poor and knows what it’s like to be hungry. He says if he can help someone avoid it, he will.

“I grew up in the projects, food stamps the whole nine yards. I’ve been there. I know what it’s like to be hungry, I know how it feels to be cold,” he said. “It’s easy to give. Everyone has to eat plain and simple. More importantly, the world just needs to come together as a whole and everybody needs to be nice to somebody, it doesn’t cost anything to be nice.”

Before applying to work at Alaska, Isom was nervous that a 7-foot tall Black man might not be the best fit for working inside of an airplane all day or night, but it happened. Not only is he giant by nature—many airlines do have maximum height limitations that fall well under 7-feet—but he’s also a ‘Giant’ to people in his community.

“When it comes down to the grind, everyone I work with is ‘in.’ I use that same motto when I’m helping the homeless—I’m all in—whether I get donations from somebody or whether I gotta do it myself,” Isom said. “If I don’t get donations or a lot of stuff I just go out of pocket because I chose to go down this road to feed people and I will do it until I can’t do it anymore.”

Isom received a supply of Brawny® paper towel and a donation toward his business as part of the recognition.

Over eight weeks, Brawny® asked consumers to nominate their friends, family members and neighbors who are making a difference. Brawny® recognized and supported recipients like Isom (of course) with paper towels and donations to help him and others continue the work they are doing.

“Being a giant has nothing to do with a person’s height but everything to do with the action they take to bring good to this world,” says Katie Kolesky, Senior Director of Brand Building, Brawny®. “Giants like Hampton embody the Brawny® brand purpose of inspiring others to overcome life’s challenges with strength and resilience and do things from their hearts without expecting anything in return. We’re honored to help him continue to cook meals with love, kindness and compassion.”

Michelle Spackman, an Alaska flight attendant based in Los Angeles, nominated Isom for the award. She says she’s only met him a handful of times but he made a lasting impression on her and that he just has something about him.

“He could not be a more deserving person. Forget the fact that he is 7 feet tall and what he is doing with the community. Just as a person, Hampton is remarkable. There’s no other word that describes him,” Spackman said.

Michelle Spackman

Alaska talks about going above and beyond and when you go through his posts, you see what he’s doing with the community and he even takes his time to go out to hand out flyers that say ‘my truck will be here at this date and this time and if you want a hot meal I will be here.’”

Spackman says she is normally the type of person who fast forwards through commercials and for whatever reason, she stopped to watch the Brawny® Giants Initiative commercial. She says the first person that came to my mind was Hampton.

“Whether he won or not, I’m glad there was somebody, a virtual stranger, who did something for him and to affect his life. He’s a legend in the making.” – Michelle Spackman

Photo shot by Ingrid Barrentine in 2019.

For more information about Isom & what’s on his menu visit Dat Creole Soul’s website and check out other Brawny® ‘Giants’ taking action here.

Katharine McEntee contributed to this story.

Hawaiian Holdings Announces 2020 Second Quarter Results Conference Call

HA High Res Logo_mid

HONOLULU, July 21, 2020 /PRNewswire/ — Hawaiian Holdings, Inc. (NASDAQ: HA), parent company of Hawaiian Airlines, Inc. ("Hawaiian"), plans to report its second quarter 2020 financial results after the market closes on Tuesday, July 28, 2020.  An investor conference call is scheduled for 4:30 p.m. Eastern Time that day.

The call will be open to all interested investors through a live audio webcast accessible in the Investor Relations section of Hawaiian's website at HawaiianAirlines.com. For those who are not able to listen to the live webcast, the call will be archived for 90 days on Hawaiian's website.

About Hawaiian Airlines     

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.

 

Cision View original content to download multimedia:http://www.prnewswire.com/news-releases/hawaiian-holdings-announces-2020-second-quarter-results-conference-call-301097397.html

SOURCE Hawaiian Holdings, Inc.

Donate Alaska Airlines miles to support HBCU students with UNCF

Alaska Mileage Plan members can donate miles to UNCF to fly students to and from Historically Black Colleges and Universities (HBCUs), as well as career-development opportunities like the annual HBCU Innovation Summit and more.

Miles donated will continue to help students fly to college tours at HBCUs, travel back and forth between school and home, and participate in a variety of leadership development programs and other programming offered by UNCF.

Robert, an aspiring economics major at Norfolk State University of the graduating class of 2020.

“Thank you Team Alaska and the Mileage plan family. Your generous support helps our UNCF students achieve their college and career dreams. Education can break the cycle of poverty and together we create access to educational opportunity, one student at a time,” said Linda Thompson-Black UNCF Pacific Northwest Area Development Director.

UNCF is one of more than a dozen other nonprofit organizations supported year-round by Alaska’s Mileage Plan members through the airline’s LIFT Miles donation program. Since 2011, members have donated more than 300 million miles.

Related: The gift of miles brings HBCU students home for the holidays – and opens doors to careers.

How to give

Mileage Plan members can donate as few as 1,000 miles through Alaska’s LIFT Miles program at alaskaair.com/donatemiles. Bonus: Donating will help keep your account active if you haven’t been flying or redeeming as frequently.

UNCF also accepts cash donations for its various programs, including scholarships, mentorship and other programming. Learn more at uncf.org.

UNCF brings dreams within reach

In 2017, Alaska Airlines named UNCF a LIFT Miles partner which allows Alaska Mileage Plan members to donate miles to assist the organization in fulfilling its mission.

Founded in 1944, UNCF is the national leader in the effort to expand college access for Black students and other minority groups.

Sanyh Aarons, student at Benedict College.

“UNCF does amazing work, and we’re thrilled Mileage Plan members have the opportunity to help further this organization’s mission,” said Shaunta Hyde, a UNCF board member and Alaska’s managing director of community relations. “We chose UNCF because the work they do has a direct impact on underserved Black communities across the United States.”

Supporting young people and helping them to pursue their educational dreams is an initiative that Alaska strongly supports. Alaska believes that every young person deserves the opportunity to have the best start in life, and education allows them the opportunity to pursue their goals and dreams.

Additional partner organizations Mileage Plan members can donate to include The Nature Conservancy, Make-A-Wish Foundation, Medical Teams International, Fred Hutch Cancer Research Center, National Forest Foundation, Fisher House Foundation, Dream Foundation, Angel Flight West, Seattle Children’s Hospital, and the Alaska Airlines Disaster Relief pool, and the Alaska Airlines Miles for Youth. Learn more at alaskaair.com/donatemiles.

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