Verizon Corporate Responsibility Magazine — page 1

Building the future

2017 Corporate Responsibility Report

Verizon Corporate Responsibility Magazine — page 2

We don't wait for the future.

We build it.

Verizon Corporate Responsibility Magazine — page 3

Table of contents

V Team

How we work

Sharing our success

Diversity & inclusion

Veterans

Working with labor unions

Employee growth & development

Health & wellness

Safety

Pay & family benefits

Strategy

President’s letter

Verizon's CSR priorities

Economic impact

Humanability

Verizon Innovative Learning

Disaster response

Supply Chain

Our global supply chain

Supplier Code of Conduct

Supplier performance

Conflict minerals

Supplier diversity

Governance

Code of Conduct

Anti-corruption

Stakeholder engagement

Governance

Risk management

Human rights

Product Responsibility

Privacy

Safety

Accessibiltiy

Environment

Energy

Energy & emissions

Efficient mobility

Renewable energy

Environmentally

efficient stores & facilities

Managing waste

Green Team

Water

Building

the future

Building

abilities

Building

security

Building

sustainability

Building

together

Building

partnerships

Building

accountability

GRI

index

Note: this report does not include data associated with our Oath subsidiary unless otherwise noted.

Verizon Corporate Responsibility Magazine — page 4

2017 Corporate Responsibility Report

Building

the future

Strategy

Verizon Corporate Responsibility Magazine — page 5

2017 Corporate Responsibility Report

Building the future

At its core, our business

connects people with each

other and the world around

them. Our technology powers

connections that enable people,

businesses and society to do

amazing, groundbreaking

things. That is an awesome

power, and not something we

take lightly. It’s why we’re com-

mitted to using our technology

and our assets to help build

a brighter future.

For example, our smart

community and intelligent traf-

fic solutions help people use

resources more efficiently,

making cities cleaner and more

livable. And, we’re creating inno-

vative solutions to make the

food supply chain safer, to make

healthcare more accessible

and to harness the power of

5G to turn innovative ideas

into reality. These growing

areas of our business are

delivering increasing value

to our shareholders while mak-

ing a significant contribution

to society.

Every day, we provide

meaningful work and benefits,

including a diverse and inclu-

sive work environment, to more

than 155,000 employees.

And every hour, we are diligent

in safeguarding our customers’

privacy and data security. We

manage our supply chain

responsibly to ensure our busi-

ness is not adversely impacting

the environment or societal

values of communities around

the globe, and we are working

to reduce greenhouse gas emis-

sions. In fact, our 2022 goal is for

our networks and solutions to

save more than twice the amount

of emissions that our operations

create and by 2025, our goal is

to reduce the carbon intensity

of our operations (a measure

of the overall carbon we emit

divided by the data carried by

our networks) by 50 percent

from the 2016 baseline.

Through our community

investment, we are addressing

a very important societal

challenge outlined in the United

Nations Sustainable Develop-

ment Goal #4. Our society is on

the cusp of the Fourth Industrial

Revolution. As many as 77 per-

cent of U.S. jobs in the year 2020

will require technology skills,

according to experts. But millions

of students lack access to tech-

nology and tech education in

today’s schools, setting them

up to be left behind in the digital

economy. We are helping to

provide underserved middle

school students with the skills

needed to put them on the path

to success in an increasingly

technology-dependent econ-

omy, with a goal to reach 6 million

students by 2023.

Lately, the notion of corporate

purpose has been a hot topic

of discussion. But at Verizon,

we have never wavered – we

are committed to sharing our

success with the world around

us to make it better. I invite you

to learn about the many actions

we took in 2017 in pursuit of our

mission to deliver the promise

of the digital age.

Rose Stuckey Kirk

Chief Corporate Responsibility

Officer & President,

Verizon Foundation

President’s letter

“We’re committed to using our technology

and our assets to help build a brighter future."

Verizon Corporate Responsibility Magazine — page 6

2017 Corporate Responsibility Report

Building the future

Verizon's CSR priorities

Guided by our Credo and rigorous

stakeholder engagement

To establish our corporate responsibility priorities we started with

our Credo, the set of principles that defines who we are and what our

customers value. One of these principles is: We focus outward on the

customer, not inward. With this in mind, in 2017 we partnered with Business

for Social Responsibility (BSR), the global sustainability nonprofit, to

engage our stakeholders in the process of identifying and prioritizing

those environmental, social and governance (ESG) issues most relevant

to our business. We interviewed customers, investors, employees,

nonprofits and policymakers. We also considered how ESG issues

impacted Verizon’s operations, technology and innovation. The findings,

depicted in the graphic to the right, inform our strategy and reporting.

Verizon's CSR

priorities

STRATEGIC

Issues that may represent risk or opportunity for the business.

•

Employees

•

Climate change

•

Corporate governance

TRANSFORMATIVE

Issues that could significantly

change the impact of our business.

•

Privacy, data security & freedom of expression

•

Technology solutions to social issues

•

Community investment

FUNDAMENTAL

Issues managed as part of responsible business practices.

•

Supply chain standards

•

Appropriate use of digital technology

•

Content standards & user controls

Verizon Corporate Responsibility Magazine — page 7

2017 Corporate Responsibility Report

Building the future

Defining our purpose

Guided by our Credo and

the stakeholder feedback

we received, we identified

two of the United Nations

Sustainable Development

Goals (SDGs) where our tech-

nology and resources can

make a unique contribution.

The first is SDG 4, helping to

provide under-resourced

youth relevant skills for good

jobs and entrepreneurship.

The second is SDG 8, decou-

pling economic growth from

emissions and promoting

resource efficiency.

As part of our strategy, we

set goals that demonstrate

how we are contributing to

the achievement of each of

these SDGs:

Education goal: By 2023, Verizon

will help provide 6 million stu-

dents with the skills required

to put them on the path to

success in an increasingly

tech-dependent job market.

Sustainability goals:

•

By 2020, 75 percent of

suppliers assessed will be

compliant with Verizon's

overall CSR standards.

•

By 2022, Verizon’s net-

works and connected

solutions will save more

than double the amount of

global emissions that our

operations create.

•

By 2025, we will reduce our

carbon intensity (a measure

of the overall carbon we emit

divided by the terabytes of

data carried by our networks)

by 50 percent over the

2016 baseline.

•

By 2030, we will plant 2 million

trees in communities around

the world, including 250,000

in areas impacted by the 2017

hurricane season.

See page 31 for more informa-

tion about

Our Credo

Verizon Corporate Responsibility Magazine — page 8

2017 Corporate Responsibility Report

Building the future

Capital

investment

2015

2016

2017

17.8

17.1

17.2

Purchases from

diverse suppliers

2015

2016

2017

4.25

4.8

5.0

Economic impact

(dollars in billions):

Cash dividends paid

to shareowners

2015

2016

2017

8.5

9.3

9.5

2015

2016

2017

2.3

3.0

Pension and

other retirement

benefit payments

Cash paid for

income taxes*

2015

2016

2017

8.4

12.6

7.4

*Net of amounts refunded

Verizon Corporate Responsibility Magazine — page 9

2017 Corporate Responsibility Report

Building

abilities

Humanability

Verizon Corporate Responsibility Magazine — page 10

2017 Corporate Responsibility Report

Building abilities

How can a scalpel in one state

help save a patient in another?

Verizon is racing to build the first and

most powerful Intelligent Edge Network,

which one day will give physicians the

ability to perform a number of functions –

from remote diagnostics to precision

robotic surgery – from thousands of miles

away and with precise control.

View video

How can asphalt help save

the environment?

Verizon’s intelligent network of sensors

and cameras will give cities the ability to

study and analyze the flow of traffic and

relay that information to operations centers,

who will then use it to make communities

safer, smarter and greener. All while cutting

carbon dioxide emissions and commute

time for thousands of drivers.

View video

How can a sensor the size of a

nickel help stop food poisoning?

Verizon’s advanced network gives people

the ability to securely track and measure

everything from temperature changes to

humidity and location in real-time. We’re

developing new tracking devices that

will ensure foods, and even medications,

won’t be compromised – keeping people

and the global food chain safer.

View video

Humanability

Helping humans do more

At Verizon, we have one mission: to give humans the ability to do more in this world. We call it Humanability, and it’s why we’re partnering with

visionaries from just about every industry you can imagine, to enable humans to do more than they ever thought possible. Using technology

and data to turn innovative ideas into reality.

Verizon Corporate Responsibility Magazine — page 11

2017 Corporate Responsibility Report

Building abilities

By 2023, our goal is to help

provide 6 million middle school

students with the skills to put

them on the path to success in

an increasingly tech-dependent

job market. We have set this

target because today, millions

of underserved students lack

access to technology in the

classroom and at home. Without

help, they will be left behind in

the digital economy. In 2017,

we launched a documentary

and a national movement that

spotlights the crisis.

To reach our goal, our Verizon

Innovative Learning initiative

delivers free technology, free

access and innovative learning

programs to under-resourced

schools and students across

America. We build programs

from the ground up, using

Verizon’s technology to provide

tech-infused curricula that are

hands-on and immersive. These

programs transform middle

schools with digital technology,

immerse minority boys and rural

girls in tech and entrepreneurship

education, and train high school

students to put design thinking

principles to use in solving real-

world business and societal

challenges. And we are diligent

in measuring the impact of

our programs.

In 2017, almost 128,000 students

participated in our Verizon

Innovative Learning initiative.

Our employees – the V Team –

play an important role in our

work. In 2017, nearly 1,400

V Teamers served as STEM

mentors. Learn more about

the V Team at

verizon.com/

about/careers

Verizon Innovative Learning

Giving millions of kids a brighter future

The documentary Without a Net:

The digital divide in America

(digitaldivide.com) encourages

others to join us in our mission

to help close the digital divide.

Verizon Corporate Responsibility Magazine — page 12

2017 Corporate Responsibility Report

Building abilities

2017 Program Impact: National Education Initiatives

Verizon Innovative Learning schools (VILs) program

We launched our schools program with Digital Promise in eight schools in 2014.

During the school year that began in 2017, there were:

2017 results*

participating

schools

43,683

participating

students

2,538

participating

teachers

78%

of students are eligible to receive

free or reduced-cost lunch

More than 1 million students have participated in our education programs since 2012. Here are the highlights from four of our most

impactful programs: schools, design thinking, rural girls and minority boys. To learn more about the Verizon Innovative Learning

programs, visit

verizon.com/inspires

Teachers saw improvements

Student attitudes improved

*This includes 18,324 students and 1,317 teachers in the 45 schools that were active during the 2016-2017 school year.

40%

believed that

having the tech-

nology makes

math more

interesting

63%

said VILs helped

them reach goals

they already set

for their class-

room and for their

teaching

49%

said that VILs

improved their

interactions

with students

49%

felt school

was more fun

62%

said using

tablets made

their instruction

more effective

48%

believed that

having the tech-

nology makes

science more

interesting

47%

felt more

confident in

school when

they use their

technology

75%

said that VILs

enhanced

student

engagement

Verizon Corporate Responsibility Magazine — page 13

2017 Corporate Responsibility Report

Rural girls program

86%

were more aware of the variety of

STEM careers

76%

learned problem-solving skills

68%

wanted to own a business someday

Minority boys

program

86%

increased ability in

English/language arts

91%

increased ability

in science

90%

increased ability

in math

Building abilities

Design thinking program

94%

were more

interested in

STEM subjects

85%

increased

their STEM

proficiency

87%

improved

their problem-

solving skills

Learn more at

Verizon.com/inspires

2017 Program Impact: National Education Initiatives

(continued)

Verizon Corporate Responsibility Magazine — page 14

2017 Corporate Responsibility Report

Building abilities

Disaster response

Helping to rebuild communities

In 2017, Verizon and its employees rushed to the aid of customers who were victims of hurricanes, wildfires and floods. Our employees

proved to be as powerful and resilient as our network, and their efforts helped millions of people impacted by these disasters

get back on their feet. In total, Verizon donated $75 million to disaster recovery and community projects throughout the U.S.,

including Puerto Rico, with $16.1 million supporting recovery efforts from Hurricanes Harvey, Maria and Irma, the California

wildfires and other disasters.

More than

2,000 employees

from Verizon’s call centers served as volunteers,

taking donations for the Hand in Hand telethon to

benefit survivors of Hurricanes Harvey and Irma.

Verizon committed

$10 million

to support

Hurricane Harvey relief efforts and more

than

$6 million

for Hurricanes

Maria and Irma, the California wildfires and

other disasters.

Verizon Corporate Responsibility Magazine — page 15

Building

security

Product responsibility

2017 Corporate Responsibility Report

Verizon Corporate Responsibility Magazine — page 16

2017 Corporate Responsibility Report

Building security

Privacy

Providing transparency and choice

We’re a company that transforms

how people, businesses and

things connect with one another,

and we understand that the

success of our products and

services depends on customers'

trusting that their privacy is

protected and their choices

are respected.

Our goal is to provide clear and

transparent communication

about the information we collect

and how we use it. We are also

committed to providing our cus-

tomers with choices. Protecting

the privacy and security of

customer information is a

responsibility we take seriously.

As we bring new products and

services to market or expand

our offerings through acquisi-

tions, we examine the relevant

privacy and security questions,

and take appropriate steps

to continue to provide our

customers with strong and

meaningful privacy and security

protections.

Government requests

Verizon was the first in the

telecom industry to issue a

Transparency Report that

provides detail on subpoenas,

court orders and other official

requests for information. Report

updates are issued every six

months. To learn more about

how we handle government

requests for customer infor-

mation, both in the U.S. and

internationally, please see our

most recent reports here:

http://www.verizon.com/about/

portal/transparency-report/

To learn more about Verizon’s privacy policies, read a

message from our Chief Privacy Officer, Karen Zacharia,

here: http://www.verizon.com/about/privacy/privacy-

officer-message. Our full Privacy Policy is available here:

http://www.verizon.com/about/privacy/full-privacy-policy

Verizon Corporate Responsibility Magazine — page 17

2017 Corporate Responsibility Report

Building security

Our

Content Policy

for Verizon

networks ensures that content

is age-rated, conforms to

recognized third-party content-

rating systems, when available,

and is consistent with industry

best practices.

We meet our customers’ need

to manage their individual

access to content by providing

them with an array of content-

management tools, including:

•

Fios TV parental controls

which go beyond rating-

based filters and allow

parents to block content

by age group, control the

display of certain program-

ming and information on

the on-screen guide, and

even block specific channels

or categories.

•

My Fios app

, that enables

parents to control how much

time their kids spend online

through per-device internet

usage limits, and lets parents

set daily or weekly time limits

on any connected device.

•

Enhanced content-filtering

tools

for smartphones, tab-

lets and computers, offered

through a partnership with

content-filtering-technology

leader Mobicip, that help

children make positive

choices everywhere

they browse.

•

FamilyBase

, a tool that helps

with parenting in the digital

world by allowing parents to

monitor their child's device

activity, set limits on usage,

block inappropriate apps

and websites and set age-

appropriate content filters.

•

Verizon Internet Security

Suite

, which helps protect

computers, personal infor-

mation and children from a

wide array of online threats,

including hacking and

identity theft.

•

Additional online resources

––

The Family Online Safety

Institute (FOSI), an inter-

national nonprofit of

which Verizon is an advi-

sory committee member,

is dedicated to making the

online world safer for kids

and families through

enlightened public policy,

industry best practices

and FOSI’s Good Digital

Parenting initiative.

––

Growing Wireless, an

initiative of industry asso-

ciation CTIA, of which

Verizon is a member, is

dedicated to giving youth

and families knowledge

and resources that provide

a safe and rewarding wire-

less experience.

––

Family Safeguards and

Controls is a website

that lets customers follow,

share and participate in

the ongoing conversation

about digital safety

and security.

Radio frequency emissions

Verizon provides information

on radio frequency emissions

in several locations: at

verizonwireless.com

; on a

printed insert in the box of every

new or refurbished cell phone

that directs customers to our

website; and in all Verizon retail

stores, where a sign is posted

advising that such information

is available on request.

Safety

Instilling the confidence

to use technology safely

and responsibly

Verizon Corporate Responsibility Magazine — page 18

2017 Corporate Responsibility Report

Building security

Verizon has a longstanding

commitment to equal access

to our products and services,

including for customers in

rural areas and customers

with disabilities, so that every-

one can access the benefits

of technology and can fully

participate in the digital world.

Universal design principles

For 30 years we have adopted

Universal Design Principles that

commit our company to provid-

ing products and services that

can be used and enjoyed by the

broadest range of customers,

including youth, individuals with

disabilities and seniors.

Fios TV offers accessibility

features for our visually impaired

customers, including:

•

Text-to-Speech functionality

for the Fios TV on-screen

guide.

•

Descriptive Video Services,

which, when available from the

video programming provider,

provide a narrative description

of key visual elements within

a broadcast.

Verizon’s Center for Customers

with Disabilities serves wireline

customers and offers direct

American Sign Language ser-

vices. The Verizon Wireless

National Accessibility Customer

Service Center supports

customers who need additional

assistance to meet their wire-

less needs.

Rural access

Our LTE in Rural America (LRA)

program is a collaborative part-

nership with rural carriers to

accelerate the deployment

of rural wireless broadband

services.

At the end of 2017, our 22 LRA

partners continue to provide

LTE service in their rural areas

via a growing network of over

1,350 active sites. The leases

for the 22 participants cover

nearly 2.9 million people in

17 states and more than 226,000

square miles. The LRA program

continues to be an important

part of providing high-speed

data to rural communities.

In addition to the LRA program,

starting in 2018, Verizon will

deploy high-speed broadband

to more than 15,500 rural loca-

tions in upstate New York.

Accessibility

Verizon Corporate Responsibility Magazine — page 19

2017 Corporate Responsibility Report

Building

sustainability

Environment

Verizon Corporate Responsibility Magazine — page 20

2017 Corporate Responsibility Report

Building sustainability

Energy-efficient solutions

More solutions to reduce greenhouse gas emissions

One of the most important ways that we help humans do more is to enable them to be more

resource-efficient. Our connected solutions help our customers save energy and reduce their

carbon emissions. We work with the Carbon Trust, a respected nonprofit, to measure the yearly

reduction in CO

equivalent (CO

e) emissions our customers are achieving through the use of

our products and services. In 2017, our solutions enabled the avoidance of a minimum of 7.7 million

metric tons of CO

e. The emissions avoided represent approximately 138 percent of emissions

associated with our operations (Scope 1 and 2).

EMISSIONS

SOURCE

BUSINESS

TRAVEL

TRANSPORTATION

BUILDINGS

POWER GRIDS

HEALTHCARE

PRODUCTION

OF GOODS

Verizon

solution

Telecommuting

Telematics

Smart building

management

Smart meters &

demand response

units

Remote patient

monitoring

Dematerialization

User

U.S.-based

customers

U.S.-based

drivers

U.S. businesses,

city & state

governments

U.S. utilities,

businesses

& customers

Patients, medical

professionals

U.S.- based

customers

Measurement

Reduction in miles

driven (gallons of

gas not used)

Reduction in miles

driven (gallons of

gas not used)

Reduction

in kilowatt

hours (kWh) of

energy used

Reduction in kWh of

energy (reduced

transmission and

distribution losses,

lowered peak demand

and enhanced energy

efficiency)

Reduction in miles

driven (gallons of

gas not used) and

number of days

in hospital

Reduction in

production of

physical products

(including

newspapers, CDs,

DVDs, etc.)

e avoided

(metric tons)

3,893,080

1,257,379

2,698

1,734,219

121,215

702,053

Our solutions enabled the elimination of

7.7 million

metric tons of CO

e emissions, equivalent to removing

1.6 million

cars from the road for one year.

Verizon Corporate Responsibility Magazine — page 21

2017 Corporate Responsibility Report

Building sustainability

Verizon’s partner, IPS Group,

is a leader in smart parking

meters in cities across the

U.S. In 2017, enabled by

Verizon connectivity, IPS'

meters reduced the number

of miles driven to find

available parking, avoiding

34,192

metric tons of CO

e emissions.

By 2022, Verizon’s networks

and connected solutions will

save more than

the amount of global emissions

that our operations create.

Meaningful progress continues

Verizon Corporate Responsibility Magazine — page 22

2017 Corporate Responsibility Report

Building sustainability

Energy & emissions

Reducing our environmental impact

Throughout Verizon’s operations we have adopted strategies to minimize our environmental impact and drive greater efficiency.

More than 93 percent of Verizon’s emissions come from the electricity we use to power our networks.

In 2017, we implemented several initiatives to increase energy efficiency in our larger wireless core data centers and made progress

in lowering energy usage at these facilities. We also continued to invest in improving the overall energy efficiency of our facilities with

numerous initiatives that included mechanical and whole-building control systems, LED lighting, HVACs and chillers, high-efficiency

motors, economizers, cable dehydrators and high-efficiency uninterruptible power supplies.

2014

2015

2016

% Change

2015-2016

Scope 1

487,082

445,704

372,496

-16.42%

Scope 2

5,452,013

5,529,153

5,259,727

-4.87%

Total

Scope 1 & 2

5,939,095

5,974,857

5,632,222

-5.73%

Scope 3*

43,987

43,333

91,365

+111%

* Exclusively business travel.

Our emissions by scope (CO

e metric tons)

2016 emissions profile (CO

e metric tons)*

Verizon received an A- on CDP’s

2017 evaluation and is ranked in CDP’s

Leadership scoring band. This is

recognition that Verizon is a leader

among the companies that voluntarily

disclose their environmental impacts.

DISCLOSURE INSIGHT ACTION

Scope 1 – All direct sources of emissions owned or controlled by Verizon,

with the main categories being fuel to power our fleet, heat our buildings

and power our back-up generators.

Scope 2 – Indirect emissions sources generated off-site, but purchased by

Verizon. The main category is electricity to power our networks and data

centers, plus a small amount of steam and heat purchased to heat our buildings.

Scope 3 – Emissions from corporate business travel (air and rail) based on

travel reservations.

Electricity and other

indirect sources

5,259,727

Vehicle fuels

241,942

Building and other fuels

130,554

93.4%

4.3%

2.3%

*We are currently undergoing independent external assurance of our 2017

GHG emissions and carbon intensity. We will report our results later this year.

Verizon Corporate Responsibility Magazine — page 23

2017 Corporate Responsibility Report

Building sustainability

Carbon intensity

Having exceeded our 2020 goal

four years early, in 2016 we set a

new carbon intensity reduction

target (the carbon our business

emits divided by the terabytes

of data we transport over our

networks). The new 2025 goal

is a 50 percent reduction from

our 2016 baseline.

Our success to date in reducing

carbon intensity has been made

possible by copper-to-fiber

migrations, investments in

green energy, building improve-

ments and changes in our fleet

operations. We are pursuing

opportunities for continued,

sustained progress and will

continue to measure and dis-

close our performance against

the 2025 carbon intensity goal.

Our results are independently

assured. We commissioned

independent external assur-

ance

of our Scope 1, 2 and 3

(exclusively business travel)

greenhouse gas (GHG) emis-

sions and carbon intensity for

2016 and reported the results in

our 2017 CDP Climate Change

Response (CDP.net) and on our

corporate site

We are currently undergoing

independent external assurance

of our full-year 2017 Scope 1, 2

and 3 (exclusively business

travel) GHG emissions and

carbon intensity. Later this year,

we will report our 2017 results

in our CDP Climate Change

Response and on our website.

For more information, please

refer to our

GHG Emissions

Reporting Standards

2025 Goal:

50%

reduction

in carbon intensity

from our 2016 baseline

Verizon Corporate Responsibility Magazine — page 24

2017 Corporate Responsibility Report

Building sustainability

Efficient mobility

Reducing unnecessary trips to

customer locations saves time,

costs and fuel. That's why we've

implemented sophisticated

customer self-installation, self-

diagnostic and online trouble-

shooting tools, which help to

reduce the number of service

visits required by our technicians.

These tools contribute to greater

efficiency for usage of our fleet

and its fuel consumption. Also,

in 2017, we added 234 hybrid

vans to our fleet in New York to

further improve our fuel efficiency

in the future.

Using electric vehicles (EV) for commuting reduces employees’

emissions and carbon footprint, so we’re expanding our capacity

for EV charging at Verizon facilities.

Electric

vehicle

charging

25,513

2016

32,080

2015

23,919

2017

Our fleet fuel consumption (1,000 gallons)

2017 Progress:

Verizon locations with

EV charging stations

2020 Goal:

Verizon locations to

offer EV charging

Verizon Corporate Responsibility Magazine — page 25

2017 Corporate Responsibility Report

Building sustainability

2025 Goal:

Add 24MW

more green energy in our

operations – doubling our

current capacity

2017 Status:

20MW

of green energy

254

ENERGY STAR®-certified

buildings, including retail stores,

offices and distribution centers

354

total LEED-certified buildings

5th

consecutive year named as an

ENERGY STAR Partner of the

Year, maintaining our Sustained

Excellence recognition

Renewable energy

Over the past six years, Verizon

has made it a priority to deploy

more green energy resources

– such as solar and fuel cell

technology – into our facilities.

We’ve set a goal to add an addi-

tional 24MW of green energy in

our operations by 2025.

In 2017, we made initial progress

toward our 2025 goal by install-

ing 30KW of solar energy at

one of our European facilities

in Luxembourg.

In 2018, we will continue to work

toward our 2025 goal.

Environmentally efficient stores & facilities

We’re focused on applying best

practices to improve the efficiency

of our facilities, including data

centers, which are especially

energy-intensive. By implement-

ing better cooling technologies

at our Colorado Springs data

center, we achieved a significant

improvement in Power Utilization

Effectiveness (PUE), reducing

PUE to 1.28 in 2017. Across our

facilities, we make extensive use

of economizers, which bring

outside air into the HVAC system

when it is cooler outside than

in, thereby decreasing energy

use. In 2017, we installed 5,654

new economizers, bringing our

total deployed to approximately

33,000 units. These systems

have produced estimated reduc-

tions in electrical consumption of

214 million kilowatt hours and

e of 148,000 metric tons.

Committed to pursuing

ENERGY STAR certification for

100%

of eligible buildings

Verizon Corporate Responsibility Magazine — page 26

Current goal is to recycle:

4 million

pounds by 2020

V Team and Community:

Current goal is to recycle

120 million

pounds of Verizon assets

between 2017 and 2020

Verizon Internal:

2017 Corporate Responsibility Report

Building sustainability

Managing waste

Verizon is dedicated to a standard of environmental stewardship that meets or exceeds legal requirements.

Paper waste

We are committed to the

sustainable sourcing and

use of paper, as detailed

in our

Paper Sourcing and

Use policy

Over the past three years,

Verizon Wireless has reduced

the amount of printed materials

for customer orders by 49 per-

cent. For 2017, this represents

avoiding using approximately

354 tons of paper or about

7,000 trees.

*This excludes billing segments that are not able to print on recycled-content

paper due to machinery issues.

Goal:

At least

50%

of our paper annually

includes 10 percent

post-consumer waste

(PCW) content.*

2017 Progress:

70%

In 2017, we exceeded

this goal with 70 percent

(19 percent more than

2016) of our sourced paper

including at least 10 percent

PCW content.

Recycling

There’s a big opportunity to

reduce the number of cell phones,

set-top boxes and other elec-

tronic devices that end up in

landfills by reusing or recycling

them. We refurbish and redistrib-

ute Fios set-top boxes and recycle

Verizon-owned equipment,

including network equipment,

batteries and other supplies.

Also, we hold public recycling

rallies to collect e-waste in the

communities we serve.

49%

reduction in the use of

plastic model phones

for marketing purposes

since 2015 – equivalent to

eliminating approximately

150 tons of plastic

76.9 million

pounds of network

equipment and office

materials recycled

in 2017

741,731

pounds of e-waste

collected at 49 recycling

rallies in 2017 – enough

to offset 1,131 metric

tons of CO

e emissions

Internal

Community

2017 recycling results

3.2 million

pounds of e-waste

collected at community

and employee recycling

rallies between 2009

and 2017

Verizon Corporate Responsibility Magazine — page 27

2017 Corporate Responsibility Report

Building sustainability

Batteries and telecom materials

Our practices for recycling batteries exceed regulatory mandates. Verizon sends materials from

U.S. operations for recycling to approved facilities in the U.S. or Canada. These facilities are audited

at least every five years. In addition, we require suppliers to send their used batteries to approved

recycling facilities that meet Verizon’s Environmental, Health and Safety Standards.

In 2017, we recycled approximately 77 million pounds of telecommunications equipment, batteries,

paper, cardboard and other items.

2017 recycled materials (in lbs.)

Municipal recycling

38,243,200

Telecom equipment

30,401,462

Lead acid batteries

7,703,466

International Telecom

Equipment*

454,099

Paper/cardboard

85,595

Other batteries

59,297

Grand total 2017

76,947,119

*Note: International Telecom Equipment is new data

available in 2017.

In 2017, our customers returned

millions of

devices for recycling.

100%

of devices returned were

repurposed, reused or recycled.

100%

of accessories were also

repurposed, reused or recycled.

Customer

devices

Verizon internal recycling initiatives

Verizon Corporate Responsibility Magazine — page 28

2017 Corporate Responsibility Report

Building sustainability

Partnering with organizations

like the Arbor Day Foundation,

we sponsored the planting of

more than 82,000 trees in 2017,

exceeding our goal of 60,000.

Our goal for 2018 is to sponsor

the planting of 100,000 trees,

at least 50,000 of which will be

in areas impacted by the 2017

hurricanes. In addition, by 2030

we plan to plant 2 million trees

in communities around the

world, including 250,000 in

areas impacted by the 2017

hurricane season.

Verizon advances

NFL sustainability

In 2013, Verizon became the first-ever sustainability

partner for the NFL Super Bowl. In 2017 our

involvement included support for recycling rallies

held in Houston and Minneapolis (host cities of

the 2017 and 2018 Super Bowls) which, together,

collected more than 53,000 pounds of recyclable

electronics. Other Verizon-led NFL partnerships

included 21 tree planting events to support

urban forestry initiatives and reforestation

projects, and three pollinator events at zoos

and community gardens.

Green Team

Grassroots environmental stewardship

Verizon’s Green Team is a global, voluntary, grassroots employee effort dedicated to environmental stewardship through

events like community recycling, gardening and educational seminars.

24,920

2017 Green Team

membership

countries and territories

with Verizon Green Team

members in 2017

251

Green Team

events held in 2017

2020 Goal:

20%

of employees on

the Green Team

Verizon Corporate Responsibility Magazine — page 29

2017 Corporate Responsibility Report

Building sustainability

Water

Water is one of our most

precious – and threatened –

environmental resources. We

are doing our part by setting

conservation goals and imple-

menting processes to reduce

our water consumption.

2025 Goal:

reduction

(vs. 2016 baseline)

Results:

Our 2016 water usage reflects

a reduction of

203.2 million

gallons against our 2014 baseline,

meeting our 7 percent reduction

goal 4 years early

Our 2016 water consumption

was

independently assured

Water consumption for 2017

is currently being assured.

In 2017, Verizon received 181

notices regarding compliance

with state and local environ-

mental regulations. Most of the

notices were for record keeping

or other minor issues, and we are

taking steps to address these

notices and prevent them from

occurring in the future.

Verizon Corporate Responsibility Magazine — page 30

2017 Corporate Responsibility Report

Building

together

V Team

Verizon Corporate Responsibility Magazine — page 31

2017 Corporate Responsibility Report

Building together

How we work

Our Credo

How We Work

Created from employee opinion survey research and employee

focus groups, this statement reflects how V Teamers sum up the

value of working at Verizon.

The V Team, on working at Verizon:

The work I do

every day changes the way people live, work and play.

I thrive on challenges and have opportunities to grow.

I am inspired because my work matters. I am part of

a winning team and collaborate with the best and

brightest. The pay and benefits are awesome, and

they help me reach my personal, professional and

financial goals.

We are Verizon: proud history, bold future.

As we prepare the V Team to continue to innovate in the digital age, everything starts with our Credo. It provides an aspirational

foundation and defines who we are and how we work, along with our core values of integrity, respect, performance excellence

and accountability.

focus outward on the customer, not inward.

embrace diversity and personal development.

keep our commitments to each other and our customers.

respect and trust one another.

listen to and value another’s view regardless

of title or level.

believe integrity is at the core of who we are.

are committed to doing the right thing and follow

sound business practices.

are good corporate citizens and share our success

with the community.

run to a crisis, not away.

Learn more at:

http://www.verizon.com/about/our-company

Verizon Corporate Responsibility Magazine — page 32

2017 Corporate Responsibility Report

Building together

Sharing our success

Supporting neighbors, building community

Across the communities we

serve, Verizon employees are

engaged in supporting neigh-

bors and building community

capacity, and give generously of

their time, talent and financial

resources. Collectively, their

positive impact is vast, and

Verizon encourages our

employees’ passion to

serve others.

Employee giving

and volunteerism

As part of our culture and the

employee experience, V Teamers

are committed to building the

communities where they work

and live by volunteering their time

and giving generously.

•

Through our Matching Gifts

Program, V Teamers donated

millions of dollars in 2017 with

corporate matching gifts of up

to $1,000 for their personal

charitable donations and up to

$5,000 for donations to eligible

educational institutions.

•

Team members who volunteer

at least 50 hours at a nonprofit

during a calendar year can

generate a $750 donation from

Verizon to that organization.

•

Through our Verizon Innovative

Learning initiative, we’re giving

students the skills to succeed in

an increasingly tech-dependent

job market. In 2017, nearly 1,400

V Teamers shared their time and

expertise by serving as science,

technology, engineering and

math (STEM) mentors.

•

Nearly 25,000 V Teamers across

35 countries and territories

belong to the Verizon Green

Team, our grassroots collective

of volunteers dedicated to

environmental stewardship.

HopeLine: Addressing the

challenge of domestic violence

Verizon established the HopeLine

program in 2001 to help prevent

domestic violence and support

its survivors.

Through this initiative, we collected

and sold used mobile devices to

provide cash grants to

organizations and agencies work-

ing to curb domestic violence.

In 2017 Verizon:

•

Collected 579,605 phones and

converted them into resources

to support survivors. Since the

program’s inception we have

collected more than 13.2 million

phones.

•

Donated 11,351 mobile phones

with voice and text-messaging

service for use by survivors.

•

Gave $7.6 million in cash grants

to nonprofits that support

domestic violence prevention.

181,262

volunteer hours by Verizon employees

in support of nonprofits

$8,596,675

donated by Verizon employees

to schools and nonprofits

$9,210,117

donated through Verizon’s Matching

Gifts program – supporting employees’

donations of time and money to schools

and charitable organizations

Verizon Corporate Responsibility Magazine — page 33

2017 Corporate Responsibility Report

Building together

The center of what we do is to

connect people and cultures

across the world. We under-

stand that we cannot fulfill

that role without a strong and

enduring commitment to the

diversity and inclusion that

reflects our world. One of our

foremost objectives as an

organization is to create a

collaborative, inclusive and

diverse environment – within

Verizon, with our customers,

and among our business part-

ners and suppliers. We believe

this commitment is essential to

the success of our business.

Our

Equal Employment

Opportunity Policy

implements

our commitment to diversity

and inclusion.

Verizon’s commitment to

diversity and inclusion encom-

passes the principle that all

employees should be compen-

sated equitably for similar work

and should have an equal

opportunity to contribute and

advance in the workplace.

In January of 2017, Verizon

published its

Pay Equity

Commitment

where it commit-

ted to identify and promote best

practices in compensation,

hiring, promotion and career

development; to develop strate-

gies to reduce unconscious bias;

and to make hiring, promotion and

compensation decisions that

promote pay equity. In October

2017, Verizon removed from its

employment applications around

the globe all questions seeking

current or past salary information

of applicants for employment.

We continue to invest in the

growth of women and people

of color

on the V Team. Among

our most successful initiatives:

•

A 12-month mentorship

program that matches

senior executives and

women V Team members

with the goal of advancing

leadership skills and

development.

•

Competitive Advantage, a

six-month program support-

ing managers who are people

of color, fosters leadership

development and networking

with senior leaders.

•

We launched in 2016, and are

expanding in 2018, required

workshops for our leadership

team to explore unconscious

bias and how to mitigate its

impact to create a more

inclusive workplace.

We promote diversity and

encourage the contribution

of diverse business partners

to our success in our Short-

Term Incentive Plan, which

includes a 5 percent diversity

and sustainability metric relating

to the percentage of minority

and female employees based

in the U.S., our overall supplier

spending directed to minority-

and female-owned firms, and

reductions in carbon intensity.

Verizon is a sponsor of

Women

in Technology and Entrepre-

neurship in NY (WiTNY)

. We

partner on a number of initia-

tives, including the "winternship"

program – two-week internships

for college freshmen and sopho-

mores during their winter break.

In January 2017, Verizon was the

first company to partner with

WiTNY to pilot the initiative. We

had five winterns who all came

back for internships with Verizon

in the summer of 2017. As a result

of the pilot, in 2018 WiTNY plans

to expand the program to include

more than 40 companies and

170 students.

Diversity & inclusion

Creating a great experience for all employees

Verizon Corporate Responsibility Magazine — page 34

2017 Corporate Responsibility Report

Building together

Verizon employees as of 12/31/17*

ETHNIC GROUP

TOTAL

WORKFORCE (2017)

% OF

TOTAL WORKFORCE

2015

U.S. LABOR FORCE

American Indian/Alaskan Native

620

0.5%

0.7%

Asian

12,007

8.6%

5.4%

Native Hawaiian/Pacific Islander

429

0.3%

0.2%

Black/African-American

26,472

19.0%

11.4%

Hispanic/Latino

14,490

10.4%

15.8%

Two or more races

3,136

2.3%

2.2%

White

81,922

58.9%

64.4%

Total U.S.

139,076

89.5%

–

International

16,324

10.5%

–

Total worldwide

155,400

100.0%

–

Profile

Employee profile as of 12/31/17 by gender

Women represent

29.7%

of U.S. senior

management (vice

president and above)

Ethnic minorities represent

26.9%

of the total U.S. senior

management base

(vice president and above)

U.S.

Percentage of

total workforce (2017)

34.5%

65.5%

2017 U.S labor force

47.1%

52.9%

International

Percentage of

total workforce (2017)

30.2%

69.8%

Total Verizon

Percentage of

total workforce (2017)

34.1%

65.9%

* These data points are inclusive of Oath.

Verizon Corporate Responsibility Magazine — page 35

2017 Corporate Responsibility Report

Building together

Recognition and recruiting partnerships

Verizon continues to earn

numerous awards for our

success in building a diverse

and inclusive culture.

Among them:

•

100% score, Disability

Equality Index.

For the

second consecutive year

we earned a 100% rating on

the Disability Equality Index

(DEI), demonstrating the

value of our diverse and

inclusive experiences for

employees, customers

and suppliers.

•

100% rating in the 2018

Corporate Equality Index

(CEI), a survey conducted

by the Human Rights Cam-

paign Foundation, earning

Verizon the distinction of

being one of the Best Places

to Work for LGBTQ equality.

Verizon has scored 85 points

or better in 12 of the years

we've participated.

•

Top Companies for Execu-

tive Women.

For the 10th

year, the National Associa-

tion of Female Executives

named Verizon to its annual

list of Top Companies for

Executive Women.

•

Hispanic Association on

Corporate Responsibility

(HACR) provided Verizon

with

a maximum rating

for 2017

•

Black Enterprise named

Verizon to its

2017 Top 50

Companies for Diversity

list. The publication has

recognized Verizon for

four consecutive years.

Learn more at:

http://www.verizon.com/

about/our-company/

awards-recognition

Building stronger

relationships

Verizon is a sponsor of numerous

diversity organizations and

partners with their local chapters

located on college campuses

where we recruit new talent. Our

partnerships include The Anita

Borg Institute and the Grace

Hopper Celebration of Women

in Computing event, Corporate

Partner Council for the Society of

Women Engineers, Corporate

Affiliate for the National Society

of Black Engineers, Industrial

Partner Council for the Society

of Hispanic Professional Engi-

neers, Great Minds in STEM’s

Hispanic Engineering National

Achievement Award Conference,

The U.S. Business Leadership

Network and the National Busi-

ness Disability Council.

In 2017 Verizon launched

AdFellows

, an eight-month

marketing fellowship in which

participants rotate through

Verizon and our agency partners

to gain both client and agency

experience. The project’s objec-

tive is to improve diversity within

the marketing profession, and is

focused specifically on African-

American and Hispanic talent.

The initiative launched with 19

participants and will expand to

30 in 2018. Our goal is to offer

positions to 90 percent of those

who successfully complete the

fellowship, to be hired either by

Verizon or our agency partners.

Verizon Corporate Responsibility Magazine — page 36

2017 Corporate Responsibility Report

Building together

Empowering employees, strengthening our culture

•

Asian-Pacific Employees for Excellence

•

Black Resource Association of

Verizon Employees

•

Disabilities Issues Awareness Leaders

•

Gay, Lesbian, Bisexual and Transgender

Employees of Verizon and Their Allies

•

Hispanic Support Organization

•

Native American People of Verizon

•

South Asian Professionals Inspiring

Corporate Excellence

•

Veterans Advisory Board of Verizon

•

Women’s Association of Verizon Employees

We want every member of the V Team to bring their best selves and feel included at work every day.

So in addition to engaging thousands of V Teamers through our ERGs, we strengthened our best

practices for a diverse and inclusive culture in 2017 by expanding the unconscious bias training initially

launched for our entire senior management team. Live workshops and virtual training were launched

and will cover all levels of the organization in 2018. As we continue to learn about and discuss the

impact of unconscious bias, we will explore opportunities to ensure our policies, practices and

systems evolve to reflect that learning.

Verizon sponsors nine ERGs:

We pride ourselves on being a leader in diversity and inclusion, and engaging and empowering our employees and executives

are important contributors to that success. Our global Employee Resource Groups (ERGs) serve as ambassadors of diversity

and inclusion by providing members with opportunities to celebrate their common ties, as well as to network, find and/or act

as mentors, learn new skills, impact the business and give back to the community.

Verizon Corporate Responsibility Magazine — page 37

2017 Corporate Responsibility Report

Building together

Veterans

Enhancing a veteran-friendly workplace

In 2017, we hired 1,038 veterans.

We also engage and support

military spouses with career

guidance by connecting them

to a military-spouse recruiter.

We’re proud to have more than

9,500 veterans serving our

customers. Our military leave

policy allows our service mem-

bers to continue serving their

country. When V Teamers are

called up to active duty, we

bridge the gap between military

pay and Verizon pay to ensure

their family members and

financial needs are cared for.

Learn more at:

http://www.

verizon.com/about/careers/

military

In 2017, Verizon was named by

U.S. Veterans Magazine

(USVM) to its list of the nation’s Best of the Best Top

Veteran-Friendly Companies, and was also named a

Top-10 Military Friendly company for our commitment

to tapping into military talent.

Working with labor unions

We have a long history of

providing good jobs and work-

ing with the Communications

Workers of America and the

International Brotherhood of

Electrical Workers – the two main

unions that represent about

35,200 of our team members.

Verizon continues to meet

regularly with national and

local union leaders to discuss

key business topics, including

safety, benefits, customer ser-

vice, plans to improve operational

processes, our business per-

formance, and the impacts that

changing technology and com-

petition are having on our cus-

tomers, our team members and

the company.

In keeping with Verizon’s history

of providing high-quality service

and good jobs, our agreements

continue to provide our team

members with competitive

wages and valuable benefits

that rate among the best in

our industry.

Verizon Corporate Responsibility Magazine — page 38

Building together

2017 Corporate Responsibility Report

Employee growth & development

Investing in V Team success

Our culture of learning helps V Teamers grow, advance and reach their full professional and career potential.

Learning & development

In 2017, we invested

$239.8 million

in learning and

development initiatives

for our employees

V Teamers completed

5.5 million

hours of training in 2017

Employees have access

to more than

18.1 thousand

learning experiences.

V Team training

Average annual hours of training per team member

50.7

2015

40.3

2016

35.3

2017

Tuition assistance

19,803

members and

$82.1 million

in 2016

V Team members/Verizon funding

22,585

members and

$94.1 million

in 2015

19,388

members and

$77.0 million

in 2017

Team members are provided up to

$8,000

annually through our Global Tuition Assistance Program to fund

higher-education studies for enhancing their careers at Verizon.

Verizon Corporate Responsibility Magazine — page 39

2017 Corporate Responsibility Report

Building together

We believe health, wellness

and safety are fundamental

to success, and provide

comprehensive resources

that help V Teamers and their

families succeed in life.

Mental health

•

Our Employee Assistance

Program (EAP) is available

to V Teamers and their

families 24x7x365.

•

Our Resilience Toolbox

provides resources that

managers and V Teamers

can use to support a team-

mate who may be struggling

with challenges at work

or home.

Healthcare

•

Our benefits package

provides access to high-

quality, affordable healthcare

coverage that includes medi-

cal, dental and vision care

along with disability and

insurance programs.

•

We promote a healthy

V Team through a compre-

hensive range of on-site ser-

vices delivered as part of our

“Be Well, Work Well” pro-

grams. For example, in 2017:

––

More than 6,000 employ-

ees received a free health

screening for cholesterol,

blood sugar, blood pres-

sure and body mass index.

––

More than 14,000 employ-

ees received flu shots.

––

637 women age 40+ took

advantage of the on-site

mammography screenings.

Fitness

•

Verizon employees have

access to a wide range

of health and wellness

resources at any time

through the WellConnect

portal. This portal hub main-

tains information on preven-

tive care, tobacco cessation,

physical activity, nutrition,

mobile tools, wearable

devices and much more.

In 2017, nearly 56,000

employees used the portal.

•

Almost 32,000 team

members logged in to their

personalized “My Health

Vault” to check their Health

Assessment score, Health

Screening results and Life-

style Incentive Tracker to

keep abreast of their health

status, all in one place.

•

V Teamers use our 37 Health

and Wellness Centers to

participate in fitness and

wellness activities, plus they

have access to discounted

memberships at thousands

of gyms nationwide.

During 2017, our centers had:

––

Nearly 14,000 members

––

7,575 fitness, wellness

and community-focused

events

––

51,000 personal/group

training sessions

––

Onsite Run/Walk events

with 4,395 participants

––

Additional local runs with

3,273 participants

Health & wellness

Comprehensive approach,

positive outcomes

Be Well, Work Well

Programs

In 2017,

we covered nearly

600,000

beneficiaries, investing almost

$2.8 billion

to deliver healthcare benefits

and services alone.

Verizon Corporate Responsibility Magazine — page 40

2017 Corporate Responsibility Report

Building together

Safety

At work, at home and on the road

Our culture of safety begins with

our Be Safe principles – Be Smart,

Aware, Focused and Equipped.

The information emphasizes

keeping V Teamers safe at work,

at home and while on the road.

We created 15 new courses

during 2017 to educate about

best practices and working

safely with evolving technology

such as small cells. Training

topics included aerial lift safety,

lead awareness and exposure,

pole removal and equipment

transfer, pole climbing and radio

frequency. Our occupational

injuries and illnesses rate was

1.30 per 100 employees, well

below the Bureau of Labor

Statistics telecommunications

industry average of 2.0.

Our competitive pay and valuable

benefits provide security for

V Team families.

Pay and time off

•

Our pay and benefits pack-

age provides a competitive

base pay, incentives, a profit-

sharing award and an indus-

try-leading 401(k) savings

plan that matches 6 percent

of eligible pay.

•

Under our Paid Time Off

policy, V Teamers receive

up to eight paid company

holidays, up to six paid per-

sonal days and, depending

on years of service, two to

five weeks of paid vacation.

Family assistance

•

More than 7,000 V Teamers

are regularly leveraging

our alternative work pro-

grams, such as Flex-Time,

Compressed Work Weeks

and Telework.

•

Our parental leave policy

allows moms and dads to

take paid leave to bond with

their newborn or adopted

child. The program was

enhanced to provide eligible

employees up to eight

weeks of paid leave, at

100 percent of base pay.

Mothers of newborns can

take as much as three

months of paid time off.

•

Additional benefits include

emergency backup childcare

and eldercare service; the

Bright Horizons Special

Needs program for parents

with special needs children;

and the myStrength stress-

reduction tool, offered as

part of our comprehensive

Employee Assistance

Program.

Smart

Aware

Focused

Equipped

Pay & family benefits

Caring for V Teamers and their families

Verizon Corporate Responsibility Magazine — page 41

Building

partnerships

Supply chain

2017 Corporate Responsibility Report

Verizon Corporate Responsibility Magazine — page 42

2017 Corporate Responsibility Report

Building partnerships

Supplier Code of Conduct

Our global supply chain

Our suppliers align with our

Supplier Code of Conduct,

which means acting with integrity,

obeying all applicable health,

safety and environmental laws,

and protecting confidential and

proprietary information.

Our Supplier Code of

Conduct also:

•

forbids the use of child

labor, forced labor and

discrimination;

•

protects employees’ rights

to freedom of association

and collective bargaining, as

permitted by local laws; and

•

describes how suppliers

should work with us on

compliance and enforce-

ment issues.

Verizon reserves the right to

review or audit our suppliers’

compliance with the Supplier

Code. We also incorporate

ongoing compliance into our

business relationships and

procurement decisions.

V Teamers are trained about

social and environmental

supply chain issues, including

supplier assessment, through

initiatives such as green bag

sessions, monthly Green Insider

newsletters, and on-site recruit-

ing and engagement events.

Our complete Supplier Code

is available here:

http://www.

verizon.com/about/sites/

default/files/Verizon-Supplier-

Code-of-Conduct.pdf

Our global supply chain includes over $50 billion in goods and services procured around the world. These goods include handsets,

accessories and network equipment to support our global infrastructure. The vice president who leads supply chain operations

also serves as Verizon Chief Sustainability Officer and Chairman of the Global e-Sustainability Initiative (GeSI).

Verizon Corporate Responsibility Magazine — page 43

2017 Corporate Responsibility Report

Building partnerships

Conflict minerals

We encourage our partners

to take steps to ensure that

their products do not include

materials that either directly

or indirectly finance or benefit

armed groups in the Democratic

Republic of the Congo (or in

any adjoining country). Our

Conflict Minerals Statement

contains more information on

our approach to this issue and

is available here:

http://www.verizon.com/about/

sites/default/files/Verizon-

Conflict-Mineral-Statement.pdf

Supplier performance

Assessing our partners’ compliance

We use a third-party platform

from EcoVadis to assess our

suppliers' corporate responsibil-

ity performance. Since 2013, we

have invited 405 key suppliers to

the platform. EcoVadis’ assess-

ment approach focuses on four

key areas: environment, fair labor

practices, ethics/fair business

practices, and supply chain.

EcoVadis combines supplier

questionnaire input with its own

research based on public sources

to benchmark suppliers on their

corporate responsibility perfor-

mance. When weaknesses are

identified, Verizon works with the

supplier to create a corrective

action plan and improve their

current program. Both Verizon

and the supplier benefit from

this program.

Verizon has committed that 75

percent of suppliers assessed

will be compliant with the overall

EcoVadis assessment, consisting

of the four combined categories,

by 2020.

Verizon is a member of the Joint

Audit Cooperation (JAC), an

association of telecom opera-

tors that collaboratively audits

suppliers common to JAC

members and looks for opportu-

nities to improve CSR across the

Information and Communications

Technology industry. JAC

bolsters Verizon’s CSR program

by going beyond what suppliers

pledge in their policies, to inves-

tigate their actual performance

on-site. JAC has completed 366

on-site supplier audits since its

inception in 2010, and 89 of them

were completed in 2017.

Verizon joined the group in 2013

as the first U.S.-based member

and serves on both the Leader-

ship Assembly and Operational

Board. Other members include

AT&T, Deutsche Telekom, Orange,

Telecom Italia, Proximus, KPN,

Rogers, Swisscom, Telefónica,

Telenor, TeliaSonera, and

Vodafone.

Verizon wants to do business

with companies that prioritize

health, safety and environmental

stewardship. To that end, we

partner with the third-party

assessment firm, Avetta, to

screen our relevant contractors’

safety and environmental perfor-

mance. Avetta reviews injury

rates, environmental health and

safety violations, fines, corrective

actions and other metrics, and

compares the data to industry

benchmarks. When weaknesses

are identified, Verizon works

with contractors to review root

causes and corrective action

plans. More than 2,000 contrac-

tors have registered in Avetta.

Verizon Corporate Responsibility Magazine — page 44

2017 Corporate Responsibility Report

Building partnerships

We believe doing business

with diverse suppliers creates

a multiplier effect. Diverse

suppliers deliver value to us

by providing innovative goods,

services and solutions that

help make a difference to our

customers, and they deliver

value to the economy by

contributing to our diverse

communities.

In 2017, we purchased more

than $5 billion in goods and

services from diverse suppliers,

including businesses owned

by minorities, women, veterans,

LGBTQ and people with disabil-

ities. This brings our total spend

with diverse suppliers to nearly

$26 billion in the past five years.

Verizon is a charter member

of the Billion Dollar Roundtable,

a coalition of 27 companies

that each spends more than

$1 billion every year with

diverse suppliers.

You can read more about our

supplier diversity program

here:

http://www.verizon.com/

about/our-company/

supplier-diversity/

We’re proud to have earned

numerous supplier diversity

and inclusion awards. In 2017,

these recognitions included:

•

Corporate 101: America’s

Most Admired Corporations

for Supplier Diversity

awarded by Minority Business

News USA

•

For the 12th consecutive year,

recognized by the Women’s

Business Enterprise National

Council as one of the

Top

Corporations of the Year for

supporting women-owned

businesses

•

Included in the

United States

Hispanic Chamber of

Commerce’s Million Dollar

Club

and recognized for

doing business with Hispanic-

owned business enterprises

•

Named by

Professional

Woman’s Magazine and

U.S. Veterans Magazine

for having one of the top

supplier diversity programs

Supplier diversity

Our total spend with diverse suppliers is

nearly $26 billion over the past five years.

Verizon Corporate Responsibility Magazine — page 45

Building

accountability

Governance

2017 Corporate Responsibility Report

Verizon Corporate Responsibility Magazine — page 46

2017 Corporate Responsibility Report

Building accountability

As our Credo states: We believe

integrity is at the core of who

we are. This belief governs

every aspect of how we run our

business, from how our Board

of Directors operates to our

engagement with stakeholders.

Integrity

We monitor conflicts of interest

and require Verizon Code of

Conduct training to safeguard

the integrity of our business.

We maintain a comprehensive

ethics and compliance program

that’s built on our Verizon Code of

Conduct and includes ongoing

educational communications,

mandatory training and readily

accessible tools. The Verizon

Code of Conduct defines how

we work. It establishes a set of

guidelines aligned with the

principles in our Verizon Credo

and our Core Values of Integrity,

Respect, Performance Excel-

lence and Accountability. The

Code helps V Teamers make

sound job-related decisions that

strengthen our culture of integrity.

Compliance with the Code and

applicable laws and regulations

is expected wherever V Team-

ers conduct business on behalf

of Verizon. All employees must

complete required Code train-

ing and apply its principles in

their work. The Code outlines

ethical and legal expectations

in a number of areas, including:

•

Maintaining an inclusive, fair

and healthy work environment

•

Maintaining integrity and

fairness in the workplace

•

Protecting Verizon’s assets

and reputation

•

Maintaining integrity and

fairness in the marketplace

We also continue to share

additional compliance and

ethics-related communications

with V Teamers, including train-

ing on privacy and information

security for all employees.

Verizon’s leadership team and

Supply Chain Services organi-

zation are required to regularly

complete a Conflict-of-Interest

Questionnaire. All of the Verizon

leadership team, as well as tar-

geted populations in the supply

chain, wireless indirect channel,

wireless retail sales, and wire-

less network organizations,

received a Conflict-of-Interest

Questionnaire in 2017.

All V Teamers are encouraged to

raise questions, report concerns

and acquire any additional needed

information about our ethics

standards. V Teamers are pro-

vided with a suite of resources to

help them fulfill our commitment

to integrity, including:

•

The VZ Compliance

Guideline

, available 24 hours

a day at 844-VZGUIDE or

844-894-8433 in the U.S.

and at (+) 800-0-624-0007

outside the U.S., online at

www.verizonguideline.com

;

and via email at

vzguide@

verizon.com

;

•

Our Security Control Center

operated by our global secu-

rity organization, which team

members can reach 24 hours

a day at 800-997-3287 in the

U.S. and at 972-615-4343

outside the U.S. to report or

inquire about issues ranging

from international cyberse-

curity to legal compliance;

•

Our Reporting/Inquiry

Channel

for accounting

matters, managed by

our Internal Audit group,

which can be reached at

accountingcomplaints@

verizon.com

(or through

the VZ Compliance

Guideline); and

•

Our Environmental and

Safety Hotline

, for reporting

emergencies, arranging for

waste disposal or getting

on-site help from the com-

pany’s environmental and

safety specialists, available

at 800-386-9639 (both in

and outside of the U.S.).

Code of Conduct

Verizon Corporate Responsibility Magazine — page 47

2017 Corporate Responsibility Report

Building accountability

Anti-corruption

V Teamers in relevant

operational roles receive

anti-corruption training and

communications that clearly

articulate our expectations,

core principles and zero toler-

ance for corrupt activities or

unethical business practices.

Our training, which incorporates

practical examples, helps

employees understand and

comply with various anti-bribery

laws, including the U.K. Bribery

Act and the U.S. Foreign

Corrupt Practices Act. We

instruct employees to seek

legal approval before giving

anything of value to a public

official. We supplement our

general compliance training

with targeted communications

and in-person instruction on

an as-needed basis.

Verizon enforces a

zero-tolerance policy

for unethical business

practices, including

bribery or corruption

of any kind.

Stakeholder engagement

Accessing diverse perspectives

Our long-standing Consumer

Advisory Board (CAB), com-

posed of diverse leading

business and public-interest

advocates, provides us with

an unfiltered view of relevant

technology, consumer, busi-

ness and social issues at

twice-yearly meetings. CAB

members’ perspectives and

advice play a role in the devel-

opment of many important

Verizon policy and business

decisions.

We strive to make it easy for our

stakeholders to understand

our positions and progress on

issues that matter to them. As

such, we publish:

•

A semiannual

Transparency

Report

, listing all the law-

enforcement requests for

customer information that

we received in the U.S. and

other countries in which

we do business as of the

publication date;

•

A semiannual

Political

Contributions Report

disclosing all of Verizon’s

PAC contributions, corpo-

rate political contributions

and independent expendi-

tures; and

•

The

Verizon Broadband

Commitment

, which outlines

our commitment to an open

internet that provides con-

sumers with competitive

broadband choices and

internet access – when,

where and how they want it.

Verizon Corporate Responsibility Magazine — page 48

2017 Corporate Responsibility Report

Building accountability

Verizon is governed by a

12-member Board of Directors,

and each member stands for

election annually. Verizon’s

business affairs are conducted

by management, under the

direction and supervision of the

Board of Directors. The Board,

and each committee of the

Board, has complete access

to management. At least once

a year, the Board conducts

a strategic planning session

with management, and reviews

succession planning and

management development.

Our Board is committed to the

highest standards of corporate

governance because it believes

that an effective board will posi-

tively influence shareholder

value, enhance Verizon’s

reputation and create value

for all our stakeholders. There

are four standing committees:

Audit, Corporate Governance

and Policy, Finance, and

Human Resources. All Board

members, with the exception

of our Chairman and CEO, are

independent directors, and

Ms. M. Frances Keeth serves as

our lead Independent Director.

Our Board members reflect a

wide range of viewpoints, back-

grounds and expertise. Diversity

is a core attribute of a well-

functioning Board, and ours

is highly diverse: seven of 12

members, or 58 percent, are

women or minorities.

Corporate responsibility

governance

The Board’s Corporate

Governance and Policy

Committee reviews Verizon’s

position and engagement on

important public policy issues

that may affect our business

and reputation, including politi-

cal contributions, lobbying

activities and corporate social

responsibility.

The Verizon Leadership Council

manages corporate responsibil-

ity activities across the company

– establishing benchmarks and

goals, assigning and enforcing

accountability, and tracking

outcomes of corporate respon-

sibility initiatives. The Council is

made up of senior executives

from various operating units and

staff groups, and is chaired by

Chairman and Chief Executive

Officer Lowell McAdam.

Learn more at

http://www.

verizon.com/about/investors/

corporate-governance

Governance

58%

of the Board

is made up of women

or minorities.

Verizon Corporate Responsibility Magazine — page 49

2017 Corporate Responsibility Report

Building accountability

Risk management

Environmental, social and governance issues are among the many risks that we measure and manage as part of our risk

management process. We track risks ranging from concerns over sustainable operations to those related to privacy and

the use of data in the information economy.

The Board’s Audit Committee assesses Verizon’s significant business risks, including those related to data privacy and

cybersecurity, and oversees Verizon’s compliance processes and programs.

Human rights

Our

Human Rights Statement

articulates our respect for the

broad principles outlined in

the United Nations Universal

Declaration of Human Rights.

Our

Supplier Code of Conduct

mandates that our business

partners and suppliers conduct

their operations in an ethically

responsible manner and in

compliance with applicable law.

Verizon Corporate Responsibility Magazine — page 50

GRI index

2017 Corporate Responsibility Report

Verizon Corporate Responsibility Magazine — page 51

2017 Corporate Responsibility Report

GRI Index

Disclosure

Number

Disclosure Title

2018 Response

GRI 102: General Disclosures

Organizational profile

102-1

Name of the organization

Verizon Communications Inc.

102-2

Activities, brands, products, and services

Verizon 2017 10-K, pages 3-16

Our Company

102-3

Location of headquarters

Our Corporate Headquarters are located in New York, New York, while our Operational

Headquarters are located in Basking Ridge, New Jersey.

102-4

Location of operations

We Are Global

102-5

Ownership and legal form

Verizon Communications Inc. is a publicly held holding company, listed on the New York Stock

Exchange (NYSE: VZ) and NASDAQ exchange (VZ).

102-6

Markets served

Countries served

102-7

Scale of the organization

Who we are

102-8

Information on employees and other workers

Building together (V-Team) – Diversity & inclusion

102-9

Supply chain

Building partnerships (Supply Chain)

102-10

Significant changes to the organization and its supply chain

There have been no changes to organization or supply chain during 2017.

102-11

Precautionary principle or approach

Verizon 2017 10-K, pages 18-20

102-12

External initiatives

CDP

102-13

Membership of associations

Global e-Sustainability Initiative (GeSI)

Joint Audit Cooperation

Family Online Safety Institute (FOSI)

Strategy

102-14

Statement from senior decision-maker

Verizon 2017 Annual Report, page 4

Ethics and integrity

102-16

Values, principles, standards, and norms of behavior

Code of Conduct

Governance

102-18

Governance structure

Governance

Stakeholder engagement

102-40

List of stakeholder groups

Stakeholder engagement

102-41

Collective bargaining agreements

Verizon 2017 10-K, page 16

102-42

Identifying and selecting stakeholders

Stakeholder engagement

102-43

Approach to stakeholder engagement

Stakeholder engagement

Priorities

102-44

Key topics and concerns raised

Stakeholder engagement

Priorities

Verizon Corporate Responsibility Magazine — page 52

2017 Corporate Responsibility Report

GRI Index

Reporting practice

102-45

Entities included in the consolidated financial statements

Verizon 2017 10-K, pages 3-16

102-46

Defining report content and topic Boundaries

Priorities

102-47

List of material topics

Priorities

102-48

Restatements of information

N/A

102-49

Changes in reporting

There have been no changes in reporting during 2017.

102-50

Reporting period

January 1, 2017 – December 31, 2017

102-51

Date of most recent report

2016

102-52

Reporting cycle

Annual

102-53

Contact point for questions regarding the report

responsibility@verizon.com

102-54

Claims of reporting in accordance with the GRI Standards

Core

102-55

GRI content index

GRI Standards Content Index begins on page 50 of this report.

102-56

External assurance

Data presented in Verizon’s 2017 Corporate Responsibility Report are subject to internal reviews and,

for selected content, external reviews. Ernst & Young provided independent external assurance

on our 2016 Scope 1, 2 and 3 (exclusively corporate travel) greenhouse gas emissions and water

consumption. The assurance reports can be accessed in the Environment section of this report.

GRI 203: Indirect Economic Impacts

103-1

Explanation of the material topic and its Boundary

Building abilities (Humanability)

103-2

The management approach and its components

Building abilities (Humanability)

103-3

Evaluation of the management approach

Building abilities (Humanability)

203-1

Infrastructure investments and services supported

What We Do

Community investment

Building abilities (Humanability)

GRI 301: Materials

103-1

Explanation of the material topic and its Boundary

Managing waste

Paper Sourcing and Use Policy

103-2

The management approach and its components

Managing waste

Paper Sourcing and Use Policy

103-3

Evaluation of the management approach

Managing waste

Paper Sourcing and Use Policy

301-3

Reclaimed products and their packaging materials

Managing waste

Verizon Corporate Responsibility Magazine — page 53

2017 Corporate Responsibility Report

GRI Index

GRI 302: Energy

103-1

Explanation of the material topic and its Boundary

Energy-efficient solutions

Energy & emissions

Efficient mobility

Renewable energy

Environmentally efficient stores & facilities

2017 CDP Response, Climate Change

103-2

The management approach and its components

Energy-efficient solutions

Energy & emissions

Efficient mobility

Renewable energy

Environmentally efficient stores & facilities

2017 CDP Response, Climate Change

103-3

Evaluation of the management approach

Energy-efficient solutions

Energy & emissions

Efficient mobility

Renewable energy

Environmentally efficient stores & facilities

2017 CDP Response, Climate Change

302-1

Energy consumption within the organization

Energy-efficient solutions

Energy & emissions

Efficient mobility

Renewable energy

Environmentally efficient stores & facilities

2017 CDP Response, Climate Change

302-2

Energy consumption outside of the organization

Energy-efficient solutions

Energy & emissions

Efficient mobility

Renewable energy

Environmentally efficient stores & facilities

2017 CDP Response, Climate Change

302-3

Energy intensity

2017 CDP Response, Climate Change

302-4

Reduction of energy consumption

Energy-efficient solutions

Energy & emissions

Efficient mobility

Renewable energy

Environmentally efficient stores & facilities

2017 CDP Response, Climate Change

Verizon Corporate Responsibility Magazine — page 54

2017 Corporate Responsibility Report

GRI Index

GRI 305: Emissions

103-1

Explanation of the material topic and its Boundary

Energy-efficient solutions

Energy & emissions

Carbon intensity

Efficient mobility

Renewable energy

Environmentally efficient stores & facilities

2017 CDP Response, Climate Change

103-2

The management approach and its components

Energy-efficient solutions

Energy & emissions

Carbon intensity

Efficient mobility

Renewable energy

Environmentally efficient stores & facilities

2017 CDP Response, Climate Change

103-3

Evaluation of the management approach

Energy-efficient solutions

Energy & emissions

Carbon intensity

Efficient mobility

Renewable energy

Environmentally efficient stores & facilities

2017 CDP Response, Climate Change

305-1

Direct (Scope 1) GHG emissions

Energy & emissions

2017 CDP Response, Climate Change

305-2

Energy indirect (Scope 2) GHG emissions

Energy & emissions

2017 CDP Response, Climate Change

305-3

Other indirect (Scope 3) GHG emissions

Energy & emissions

2017 CDP Response, Climate Change

305-4

GHG emissions intensity

Carbon intensity

2017 CDP Response, Climate Change

305-5

Reduction of GHG emissions

Energy-efficient solutions

Energy & emissions

Carbon intensity

Efficient mobility

Renewable energy

Environmentally efficient stores & facilities

2017 CDP Response, Climate Change

Verizon Corporate Responsibility Magazine — page 55

2017 Corporate Responsibility Report

GRI Index

GRI 306: Effluents and Waste

103-1

Explanation of the material topic and its Boundary

Managing waste

Paper Sourcing and Use Policy

103-2

The management approach and its components

Managing waste

Paper Sourcing and Use Policy

103-3

Evaluation of the management approach

Managing waste

Paper Sourcing and Use Policy

306-2

Waste by type and disposal method

Managing waste

GRI 308: Supplier Environmental Assessment

103-1

Explanation of the material topic and its Boundary

Building partnerships (Supply chain)

103-2

The management approach and its components

Building partnerships (Supply chain)

103-3

Evaluation of the management approach

Building partnerships (Supply chain)

308-1

New suppliers that were screened using environmental criteria

Supplier Code of Conduct

GRI 401: Employment

103-1

Explanation of the material topic and its Boundary

Building together (V Team)

103-2

The management approach and its components

Building together (V Team)

103-3

Evaluation of the management approach

Building together (V Team)

401-2

Benefits provided to full-time employees that are not provided to

temporary or part-time employees

Employee growth & development

Health & wellness

Pay & family benefits

GRI 404: Training and Education

103-1

Explanation of the material topic and its Boundary

Building together (V Team)

103-2

The management approach and its components

Building together (V Team)

103-3

Evaluation of the management approach

Building together (V Team)

404-1

Average hours of training per year per employee

Employee growth & development

GRI 405: Diversity and Equal Opportunity

103-1

Explanation of the material topic and its Boundary

Building together (V Team)

103-2

The management approach and its components

Building together (V Team)

103-3

Evaluation of the management approach

Building together (V Team)

405-1

Diversity of governance bodies and employees

Diversity & inclusion

2017 Verizon Proxy Statement, page 5

405-2

Ratio of basic salary and remuneration of women to men

Diversity & inclusion

Verizon Corporate Responsibility Magazine — page 56

2017 Corporate Responsibility Report

GRI Index

GRI 413: Local Communities

103-1

Explanation of the material topic and its Boundary

Building abilities (Humanability)

103-2

The management approach and its components

Building abilities (Humanability)

103-3

Evaluation of the management approach

Building abilities (Humanability)

413-1

Operations with local community engagement, impact

assessments, and development programs

Building abilities (Humanability)

GRI 414: Supplier Social Assessment

103-1

Explanation of the material topic and its Boundary

Building partnerships (Supply chain)

103-2

The management approach and its components

Building partnerships (Supply chain)

103-3

Evaluation of the management approach

Building partnerships (Supply chain)

414-1

New suppliers that were screened using social criteria

Supplier Code of Conduct

GRI 415: Public Policy

103-1

Explanation of the material topic and its Boundary

2017 Political Contributions Report

103-2

The management approach and its components

2017 Political Contributions Report

103-3

Evaluation of the management approach

2017 Political Contributions Report

415-1

Political contributions

2017 Political Contributions Report

GRI 418: Customer Privacy

103-1

Explanation of the material topic and its Boundary

Product responsibility

Transparency Report

103-2

The management approach and its components

Product responsibility

Transparency Report

103-3

Evaluation of the management approach

Product responsibility

Transparency Report

418-1

Substantiated complaints concerning breaches of customer

privacy and losses of customer data

Transparency Report

GRI 419: Socioeconomic Compliance

103-1

Explanation of the material topic and its Boundary

Product responsibility

103-2

The management approach and its components

Product responsibility

103-3

Evaluation of the management approach

Product responsibility

419-1

Non-compliance with laws and regulations in the social

and economic area

Verizon 2017 10-K, page 21, Note 15: Commitments and Contingencies

Verizon Corporate Responsibility Magazine

Prompt to Clone This Verizon Corporate Responsibility Magazine

Apply this example's core structure, strategic pacing, and structural hierarchy directly to your own topic.

What are you generating today?