Holding Ourselves Accountable
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What We Said We’d Do
Investigate the criteria driving socially responsible investors (SRI) and remove impediments to their investing in Verizon.
Integrate “reputation risk” considerations in corporate risk assessment process.
Adopt new content guidelines consistent with our belief in strong, open networks and consumer choice.
Engage outside experts to review the 2007 Corporate Responsibility report.
Draft a Human Rights Statement.
What We Did
Included in Calvert’s Large Cap Value Fund, which noted we show “emerging strength” in several ESG areas.
Conducted reputation survey; identified top reputation risks; integrated the information into our financial risk/audit process.
Developed new “Guiding Principles for Content on Verizon Networks.”
Adopted the Verizon Human Rights Statement (May 2009).
What We’ll Do Next
Continue pursuing Verizon’s listing on leading domestic and global SRI indices.
Communicate our Human Rights Statement to employees, customers and stakeholders.
Incorporate “reputation risk” assessment into our compliance process.
Retrain all Verizon employees on the Verizon Code of Conduct to reaffirm our commitment to our core values.
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What We Said We’d Do
Open our wireless network so customers can use devices, software or applications not offered by Verizon.
Launch a “big button” TV remote for visually challenged customers.
Make Verizon.com fully accessible for people with disabilities.
Execute “accessibility” campaign for 65+ and disabled customers.
What We Did
Certified nearly 40 devices that can operate on our wireless network; designated two independent device testing labs.
Selected manufacturer for “big button” TV remote.
Began revamping our “Solutions for Customers with Disabilities” Web page to improve ease-of-use.
Created videos in American Sign Language to promote wireless devices and calling plans
Expanded videophone services in New England, New York and the Potomac regions.
What We’ll Do Next
Broaden line-up of wireless products/services for seniors and visually-impaired consumers.
Roll out “big button” remote.
Complete revamp of “Solutions for Customers with Disabilities” Web site.
Expand videophone service; launch wireless call center for people with disabilities.
Expand FiOS TV video-on-demand library with titles that include spoken commentary (i.e., video-described) for vision-impaired customers.
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What We Said We’d Do
Promote research on how broadband can help minimize environmental impact.
Create an organization to monitor a Verizon-wide energy conservation/greenhouse gas emission strategy.
Deploy additional hybrid vehicles in Verizon’s fleet.
Continue reducing CO2 emissions and increasing recycling rates.
What We Did
Funded landmark study that found large potential energy savings from widespread broadband adaption.
Introduced “Go Paperless” campaign that eliminated 97 million paper bills, saving an estimated 2,150 tons of paper.
Decreased overall CO2 intensity from 66.5 metric tons to 64.4 metric tons.
Set new purchasing standards that require broadband and video equipment be 20% more energy efficient.
Doubled the number of hybrid sedans in the company fleet to 200.
What We’ll Do Next
Expand the number of fuel-efficient vehicles in the company fleet.
Conduct alternate energy trials — solar, fuel cell and geo-thermal — in various Verizon operations sites.
Reduce Verizon employee business travel by expanding videoconferencing.
Sign-up more customers to receive paperless billing.
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What We Said We’d Do
Collaborate with suppliers to implement an audit that focuses on Corporate Responsibility.
Deploy FiOS services to multiple dwelling units (MDUs) in urban locations.
Increase spending with diverse suppliers.
Expand and improve Thinkfinity.org.
Reach 25% more people through Verizon-supported domestic violence prevention programs.
Boost participation in Verizon Volunteers by 10%.
What We Did
Invited 20 suppliers to join an audit to assess labor, ethics, health, safety and environmental activity.
FiOS service extended to almost 1 million living units — up from 33,000 in 2005.
Increased spending with diverse suppliers nearly 13% to $3.5 billion.
Thinkfinity.org: redesigned Web site; launched after-school training; boosted usage 64%; trained more than 28,000 educators; 500 new online lessons.
Held our third national domestic violence prevention summit, launched Safety Net and SafeWork training programs.
What We’ll Do Next
Improve current supplier audit tool to better identify risk areas and manage corrective actions.
Expand SafeWork training to reach more employees.
Thinkfinity.org goals: increase visits by 30%; add material about the environment and climate change; train 38,000 teachers; establish presence in 1,000 additional public schools.
Increase employee volunteerism in our communities by 10%.
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What We Said We’d Do
Encourage development of programs that improve the health of our employees, including culturally sensitive programs that meet the needs of our diverse workforce.
Boost employee participation in on-site health services.
Enhance utility of HealthZone and encourage more employees to register and participate.
Continue encouraging employees to improve their work skills.
What We Did
Partnered with major health plans and the National Business Group on Health to develop programs that close the gaps in health care and outcomes for racial and ethnic minorities.
Increased employee participation in on-site health and wellness initiatives by 19%.
Doubled the number of HealthZone Web site registrations, health risk assessments and set-up of personal health records.
Invested approximately $118 million in tuition assistance for 29,072 employees, up from $112 million in 2007.
What We’ll Do Next
Continue building awareness and advocating for programs that close the gaps in care and outcomes for racial and ethnic minorities.
Engage all employees to “be well” by getting the right preventive care.
Enhance the company’s Healthy Babies program to further improve medical outcomes.
Launch a new Career Development program for employees.
Advocate meaningful health care reform.