2021 Corporate Responsibility ReportCreating Experiences that Matter2021 Corporate Responsibility Report

Contents

A Message from Our CEO......................................................................................................3

Avaya Technology for Social Good........................................................................................5
About Avaya.........................................................................................................................6

Our ESG Strategy..................................................................................................................8
Our People..........................................................................................................................11
Responsible Supply Chain..................................................................................................19

Our Communities...............................................................................................................21
Climate Change..................................................................................................................27
Responsible Product Design...............................................................................................28
Resource Conservation ......................................................................................................29

Governance & Ethics...........................................................................................................31
ESG Metrics Table...............................................................................................................37

This report includes information about Avaya’s global corporate responsibility activities for the period October 1, 2020
through September 30, 2021 (FY2021). Data presented with different dates is clearly indicated. Our GRI, SASB and TCFD
Indexes will be posted separately at: www.avaya.com/en/about-avaya/corporate-responsibility/
This report was published in July 2022. Last Update: November 2022.

© 2022 Avaya Inc. All Rights Reserved.

2

A Message from Our CEO

A Message from Our CEO

Dear Stakeholders,

I am pleased to be writing to you as CEO of Avaya.
Avaya, one of the largest companies in our industry, isa well-known global brand with 90,000 customers in
190 countries, and an enormous partner ecosystem. It
has a strong technical foundation with thousands ofpatents and, of course, some of the best and brightest
employees in the world.

I am impressed by the company’s environmental, social, and governance (ESG)
accomplishments. Avaya’s ESG program is focused on making the world a better placefor our employees, customers, suppliers, partners, and communities. Ultimately, our ESG
impact is made possible by continuing to deliver value, measured not only in financial
terms, but also using measures such as job satisfaction, employee retention, customer
experience, community support — the list goes on.

Many of Avaya’s ESG initiatives contribute to various UN Sustainable Development Goals(SDGs) that support a better and more sustainable future for all. We believe we can makea positive impact on some of the global challenges we all face — mainly, climate change,
responsible consumption, equality, decent work, community support, and economic
development. Our ESG strategy provides us with a strong foundation to address thesechallenges head on.
Looking ahead, we are going to focus our investments on driving innovation andadvancing product development, technologies, and solutions that bring value to ourstakeholders. At the same time, we will focus on revitalizing company culture to be more
adaptive and responsive to ever-changing circumstances.

We are prepared to win! Join us in our journey as we become a preferred destination place towork and help us as we build today to create better Experiences That Matter for tomorrow.

Alan Masarek
Avaya President & CEO

3

FY2021 Accomplishments*
Community Support

Equality

Decent Work

Economic Development

Responsible Consumption

Climate Change

Support for our communities
remains unwavering. Since 2015,
through our Month of Giving
campaign and recently through our
COVID humanitarian campaign, we have logged
thousands of volunteer hours and raised over$1.3 million to support various charities
worldwide. Through our partnership with Save
the Children, we have helped thousands ofstudents and teachers in Mozambique, Uganda,
Afghanistan, Vietnam, and India.
Avaya strives to create a work
environment where our workforce isagile and able to meet the needs ofour customers and partners, while
ensuring the employee experience is best in class.
We are offering a Flexible Work Arrangement
program that allows employees and their
managers to maximize efficiency and effectivenesswhile maintaining a work/life balance.
Avaya collects used electronicequipment and batteries from ourcustomers. These items containchemicals and metals that cancontaminate the environment, so we ensure proper
recycling and disposal.

Inclusion is a Cultural Principle at
Avaya that reinforces ourcommitment to providing a work
environment in which every
employee feels respected and included indecisions, opportunities, and challenges. Our CEO
is chairing our new Diversity, Equity, Inclusion, andBelonging (DEIB) Advisory Council, which is setting
the company’s DEIB strategy and providing
guidance, advocacy, and support.

Our business model supports
increased access to information andcommunications technology. We
provide affordable, reliable
technologies to customers in over 190 countries,
including to those in lower income countries, in
support of economic development.

In response to climate change,
Avaya committed in March 2022 tosetting near-term company-wide
emissions reduction targets in linewith climate science with the Science Based
Targets initiative (SBTi). Going forward, we planto purchase renewable energy and work with our
supply chain to further reduce emissions.

* Refer to page 10 for additional details on the UN Sustainable Development Goals.
© 2022 Avaya Inc. All Rights Reserved.

A Message from Our CEO

4

AwardsWe are committed to meeting the needs of our customers each and every day.
We are equally committed to our employees and improving the communities
where we live and work, with sustainable, responsible, and conscientious
business practices. It means a lot to be recognized as a leader when it comesto customer experience management, unified communications, collaboration,
environment, social, and governance (ESG) performance, and corporate
citizenship. We are proud to receive the awards we do—because it means
we’ve played an important role in helping our customers give their customers
experiences that truly matter.

Ratings & Rankings

We monitor our standing on a number of ratings and rankings to gain perspective
and insights into our environmental, social, and governance impacts, tounderstand the competitive landscape for ESG in both our industry and beyond,and to identify ways to improve our performance.

© 2022 Avaya Inc. All Rights Reserved.

#2 in Software Service for
Overall ESG Score

Avaya Technology for Social Good

Our employees want to work for a company that shares
their values, where their actions have an impact andtheir views matter. That’s why corporate responsibility
is so important to Avaya – it means developing
innovative solutions that not only solve businessproblems, but also address community needs.”­­—Shefali Shah, Chief Administrative Officer

Avaya Technology for Social Good

Avaya is defined by the experiences we create. We connect people and things in ways that offer
more immersive, more productive, and more memorable experiences – and by memorable, wemean experiences that really matter to people. Below are a few examples of how our solutions are
not only good for business, but are also helping to meet societal needs.

Delivering Exceptional Educational Experiences

Advances in technology are enabling a revolution in centuries-old protocols in education.
The dissemination of knowledge is no longer tied to a physical campus or traditional classrooms.
Cloud-based computing, mobile connectivity, and streaming video enable collaborationand learning to take place anytime and anywhere. For school districts and higher education
institutions, communication isn’t simply about a phone system, it’s about expanding the reach ofknowledge in ways unimaginable before, fostering collaboration inside and outside the classroom.
The Learning People, an innovative career and tech education company that provides curated
career counseling and online training for more than 35,000 students, was one of many companies
struggling to adopt work-from-home technology during the pandemic. Avaya is providing The
Learning People with its Avaya Cloud Office UCaaS solution, which enables employees to flexibly
communicate anywhere, anytime, using any device to better serve customers, work moreproductively, and improve business outcomes – all with lower and more predictable costs.

© 2022 Avaya Inc. All Rights Reserved.

5

Helping Businesses Grow

Businesses today are increasingly reliant on advanced communications technologies – whether it’senabling workstream collaboration from anywhere, or delivering stand-out customer experienceswith knowledge-empowered contact center agents. Raycom Technologies, a leading ICT provider,launched “Everything as a Service,” a transformational offering that delivers cloud-based Unified
Communications and Contact Center services powered by Avaya across Ghana. Everything
as a Service provides the agility for organizations to scale their communications technology
deployments as they need, add new features and functionalities with ease, and benefit frompredictable pricing models.

The offering, which equips Ghanaian businesses to contend with fast-moving digital transformation
requirements, is already providing value for leading organizations in the country, including
Vodafone Ghana and GCB Bank. We look forward to supporting Ghanaian businesses as they not
only meet customer and employee experience expectations, but actively go about setting new
standards of excellence.

Supporting Persons with Disabilities

The way people access public services, and how and where those services are delivered, havefundamentally changed due to COVID-19. Accessing services for adults and children with disabilities
is an essential service, and during the pandemic, Alta California Regional Center (ACRC) had to find away to safely stay in contact with their clients and families.
ACRC is a nonprofit corporation that assists over 25,000 California clients from early childhood
to adulthood with intellectual, physical, and developmental disabilities, helping them and theirfamilies access appropriate services pursuant to the Lanterman Act. When doors closed in 2020
due to the pandemic, ACRC found itself needing a more reliable phone system for its staff, whowere now largely working remotely. That’s when the company decided to move to a cloud solution.
As an existing Avaya customer, they found Avaya Cloud Office® by RingCentral to be their best fit.
Using Avaya Cloud Office, the company has been able to navigate the challenges of digital remotecollaboration during COVID-19 to continue its frontline work. The ease of using Avaya Cloud Officehas also led to a reevaluation of the company’s remote work policy in the longer term.

About Avaya

6

About Avaya

Employee Breakdown by Region, FY2021

Avaya is a global leader in digital communications products, solutions, and services forbusinesses of all sizes, delivering most of its technology through software and services. We enableorganizations around the globe to succeed by creating intelligent communications experiences forour clients, their employees, and their customers. Avaya builds open, converged, and innovative
solutions to enhance and simplify communications and collaboration in the cloud, on-premiseor a hybrid of both. Our global, experienced team of professionals delivers award-winning
services, from initial planning and design to seamless implementation and integration, to ongoing
managed operations, optimization, training, and support.
Worldwide
Locations*117

Offices80

R&D Labs

3

Sales Offices

33

Tech Centers

19

Global leader in Contact Center solutions

More than$200 million

FY21 R&D Investment© 2022 Avaya Inc. All Rights Reserved.

17.7%

Avaya serves

90%

7.1%
5.9%

Central + Latin America (excluding Argentina)

3.0%

Argentina

100,000+

Health Insurance and Managed Care companies rely on Avaya

Software Revenue

10.7%

Asia Pacific (excluding India)

7 of the top 7 U.S.

62%

16.9%

Germany

4empowered to work from anywhere in response to COVID-19

users rely on Avaya’s Small Business Communications Solutions

Europe, Middle East, Africa (excluding Germany)

38.7%

India

Experience
Centers

2.5 million customer employees
Over 26 million

8,063

North America* Some locations have multiple functions; therefore, the location types do not add up to thenumber of worldwide locations.

#1

Total Number of Employees

66%

Recurring revenue

global customers

86 of the 100

Fortune Most Admired Companies rely on Avaya

190 countries
Customers inof the largest U.S. companies

4200

patents and applications held73%

Of Fortune 500 are Avaya customers

More than 4,800

Educational institutions worldwide trust Avaya for their communications systems

About Avaya

Our Vision

To reimagine the ways people and businesses engage and experience the world.

Our Mission

Avaya is reimagining digital communications with innovation that defines the future of workand the customer experience. Our Avaya OneCloud ecosystem and its solutions empowerorganizations to deliver experiences that matter to customers and employees alike.

7

Our Cultural Principles

Our cultural principles drive the way we work and are demonstrated in everything we do, from the
top down.

Simplicity

We foster a safe environment where innovative solutions are encouraged and rewarded. We focus
on making our customer’s lives simpler and more efficient.

Accountability

Our decisions are based on a customer-centric approach. Our people are empowered to take risks,
immerse in the experience, and drive customer success.

Trust

We lead by example. We function as a transparent and dynamic team working towards a
unified vision.

Teamwork

We recognize one another for our achievements and strengths. We value diversity of thought andthe uniqueness of everyone in a collaborative environment.

Empowerment

We encourage our people to speak up, take responsibility, and embrace ownership. We strive togive each individual a voice.

Inclusion

We strive to build a supportive and inclusive culture by creating an environment in which every
individual or group is welcomed, respected, supported, and valued to engage and lead.

© 2022 Avaya Inc. All Rights Reserved.

Our ESG Strategy

8

Materiality

Avaya’s materiality assessment helps us identify and prioritize the ESG issues that matter most to
our company and stakeholders and inform our strategy. We recently conducted a new assessment
to account for political, economic, and cultural shifts that are dramatically altering the way people
live and work.
We started by evaluating a range of ESG topics, using the following as references:▪ Global Reporting Initiative (GRI)
Sustainability Standards

Our ESG Strategy

At Avaya, we believe it is our responsibility to help make the world a better place, and together
with our employees, communities, customers, suppliers, and community partners, we are working
to make that a reality. Avaya embeds corporate responsibility into our day-to-day business, fromour product design to supply chain management and employee giving. We pride ourselves onleveraging sustainability to drive innovation and develop new products, processes, services, andtechnologies that contribute to the development and well-being of human needs and institutions
while also respecting the world’s natural resources.

▪ Sustainability Accounting Standards Board(SASB) standards for both software and IT
services and telecommunications services▪ CDP’s Climate Change and Water Security
questionnaires▪ S&P Global Corporate Sustainability Assessment▪ United Nations Sustainable Development
Goals▪ Sustainability disclosures from peer companies▪ Investor surveys▪ EcoVadis Sustainability Assessment

After analyzing the topics and comparing them to our previous materiality assessment, we grouped
the topics into three categories: environmental, social, and governance. We narrowed the listby combining similar topics (for example, GHG emissions and renewable energy were grouped
together under climate change). We then created a survey that we distributed to employees andexternal stakeholders (customers, distributors, suppliers, and community partners) and asked
them to rank the importance of topics.

Avaya’s ESG strategy is about doing the right thing for all of our stakeholders —­­ employees, customers, suppliers, partners,
stockholders, society, and the planet. We take being a responsible corporate citizen very seriously, and our activities arecontributing to solving some of the world’s most pressing challenges. I am proud to be part of a company that cares about
our planet and the health and well-being of others.”—Reeva Kymer, Director ESG & Philanthropy© 2022 Avaya Inc. All Rights Reserved.

Our ESG Strategy

9

ESG Materiality Assessment

Our materiality assessment confirmed that the 14 ESG topics shown in this graphic are the most material to Avaya; these are thetopics addressed in this report.
9.3

Business Ethics

8.8

Climate Change
Product Design

Importance to Avaya

8.3

7.8
7.3

© 2022 Avaya Inc. All Rights Reserved.

Human
Rights

Waste

Water

7.0

7.5

Employee Health,
Safety & Wellness

Cybersecurity

Data Privacy

Customer RelationshipManagement

Employee Learning &Talent Management

Supply Chain
Responsibility

Communities

6.8

0

Diversity, Equity,
Inclusion & Belonging

8.0

Importance to Stakeholders

8.5

9.0

Environment

Social9.5

GovernanceOur ESG Strategy

10

UN SDGUN Sustainable
Development Goals

Our efforts and initiatives align with the UN Sustainable
Development Goals (SDGs) to support a better and moresustainable future for all.

As part of our Earth Day 2022 campaign, we sought toenhance awareness and encourage action and support for
the SDGs by publishing a weekly series providing an overview
of the 17 SDGs and illustrative employee actions in our
employee newsletter. To incent engagement and enhanced
awareness, employees who scored well on the quiz offeredat the end of the series participated in a raffle with prizes
awarded to five winners.
We also collected employee feedback about the SDGs mostimportant to them personally, and those where Avaya could
have the most impact.

Our employees identified three goals as most important tothem personally: SDG 2 Zero Hunger, SDG 3 Good Health andWellbeing, and SDG 4 Quality Education.
Our employees identified three goals where Avaya can makethe biggest positive impact: SDG 5 Gender Equality, SDG
8 Decent Work and Economic Growth, and SDG 9 Industry
Innovation and Infrastructure.
These results largely support Avaya’s own analysis. We see
our activities aligning most with goals 4, 5, 8, 9, 12, and 13.

© 2022 Avaya Inc. All Rights Reserved.

SDG 4 aims for universal literacy and numeracy,
free and equitable primary and secondary
education, and increasing the supply of
qualified teachers.
SDG 5 aims to end all forms of discriminationand violence against women and girls, andensure women’s full participation in leadershipand decision-making.
SDG 8 aims to support job creation; protect
labor rights; end modern slavery, trafficking,and child labor; and promote youth
employment, education, and training.
SDG 9 aims to develop reliable, sustainable,
and resilient infrastructure; promote inclusive
and sustainable industrialization; andsignificantly increase access to information andcommunications technology.
SDG 12 aims to achieve sustainable use ofnatural resources, halve food waste, and reduce
waste generation.
SDG 13 aims to strengthen resilience andadaptive capacity to climate related disasters,
raise awareness on climate change mitigation
and adaptation, and implement corporate
and national commitments to reduce global
greenhouse gas emissions.

Avaya’s Contribution

Avaya contributes to the achievement of this goal through our
employee learning and development programs, and through ourcommunity partnerships. Through our India CSR program and ourpartnership with Save the Children, we are enhancing the qualityof education, utilizing technology to improve access to educationand supporting the construction of classrooms and associatedinfrastructure.
Avaya contributes to the achievement of this goal through ourDiversity, Equity, Inclusion, and Belonging (DEIB) initiatives.
We also have a supplier diversity program to increase diverse
strategic supplier alliances.

Avaya contributes to the achievement of this goal throughtalent acquisition and retention efforts and by providing asafe and healthy work environment. We also are committed topreventing the use of child labor, slavery and human trafficking inour business operations and supply chain.
Avaya contributes to the achievement of this goal by providing
affordable, reliable collaboration and communications technologies
to customers in over 190 countries, including to those in lower
income countries.
Avaya contributes to the achievement of this goal by closely
monitoring developing legislation, complying with applicableregulations and partnering with approved compliance organizations
to ensure our collection and recycling obligations are met.
Avaya contributes to the achievement of this goal through ourcommitment to setting a science-based target and continued
efforts to improve energy efficiency.

Our People

Our People

Diversity, Equity, Inclusion & Belonging

At Avaya, we are committed to diversity, equity, inclusion, and belonging (DEIB) across our globalorganization. We celebrate DEIB because we believe rich and diverse perspectives generateinnovative ideas, broaden our growth mindset, and ensure an inclusive workplace across theorganization. We are committed to creating a diverse and inclusive culture that ensures employees
are valued, respected, and empowered to bring their authentic selves forward.
Last year, we introduced our Global DEIB Advisory Council to help us stay focused on our efforts
and drive our DEIB strategy. We are further expanding our governance model to include a new
global DEIB Committee, which will include members of our various Employee Resource Groups(ERGs) and representatives from across all Avaya functions and regions. Both the Advisory Council
and Committee will work in partnership to drive and execute a clear DEIB strategy that 1)
builds a workplace where individuality is celebrated and harnessed, and 2) creates a culture ofbelonging, engagement, innovation, and inclusivity.
Our Advisory Council, chaired by our President and CEO Alan Masarek and comprised of Avaya
leadership, sets the DEIB strategy and provides advocacy, guidance, and support, while theCommittee executes on our DEIB initiatives and serves as a change agent for the organization.
The Committee also provides quarterly updates on our activities, successes, and opportunities
to the Advisory Council and the Nominating and Corporate Governance Committee, who in turnreports out to the Avaya Board of Directors.
We have identified the following areas of focus for the Committee:▪ Representation: Expand our diverse talent recruitment, retention, and promotion efforts▪ Education: Strengthen inclusive leadership through comprehensive DEIB education▪ Development: Empower and enable all employees to realize their career aspirations▪ Community: Amplify the experience and increase resourcing for our internal communities,
and invest and engage in external communities to give voice to the underserved© 2022 Avaya Inc. All Rights Reserved.

11

Workforce Representation

FY2021

Portion of Global Employees who are Female

22.5%

Total Number of Employees

8,063

Portion of Sr. Leadership* who are Female

21.8%

Portion of U.S. Sr. Leadership* who are Female

24.4%

Portion of U.S. Sr. Leadership* who are Minority

18.7%

Portion of U.S. Employees who are Female
Portion of U.S. Employees who are Minority*** Sr. Leadership includes Director and above

27.7%
26.7%

** Based on employee self-identification / Minority = people of color

Average Age
47.7 years

Average Tenure
14.8 years

The Addition of Inclusion to our Cultural Principles

Avaya’s Cultural Principles are the guiding values we live by. They guide us in how we do business,
how we make decisions, and, most importantly, how we treat our employees and customers.

As we continue to grow as an organization that values diversity, equity, inclusion, and belonging,it was only fitting to add Inclusion as a principle in our value system. Avaya is committed toproviding a work environment in which every employee feels respected and included in decisions,
opportunities, and challenges.

Inclusion:

We strive to build a supportive and inclusive culture by creating an environment in which
every individual or group is welcomed, respected, supported, and valued to engage and lead.

Our People

Employee Resource Groups

Employee Resource Groups (ERGs) offer employees with space, resources, support, andeducation to reach a specific goal. ERGs provide a platform to curate future leaders and engage indiscussions as wells as afford visibility to leadership.

The ERGs have an operating structure and cadence that leverage our own technology to connect,
collaborate, build, and share. We’ve created a safe environment for our members to learn and growtogether through meaningful dialogue, inspired by our very own member stories and in-community
recognition. These company-sponsored groups provide the global Avaya team with an opportunity
to share open dialogue around issues, promote a culture of diversity, equity, inclusion, andbelonging, and provide new business and audience insights into our diverse customer base.
At Avaya, we have seven ERGs with about 350 members.

Pay Equity

Avaya’s commitment to equality, including equal pay for equal work, is vital to our culturalprinciple of inclusion. In support of our commitment, Avaya periodically undertakes areview of employee compensation practices across the organization. In addition, Avaya
complies with all applicable pay equity reporting and compliance obligations. For example,
we prepare an annual UK Gender Pay Gap Report to meet UK government reporting
requirements. We recognize we have more to do to achieve pay equity. We are mitigating
pay gap differences by actively increasing female representation across all levels of theorganization, which is also critical to Avaya’s support of women’s economic empowerment.

© 2022 Avaya Inc. All Rights Reserved.

12

During the month of March, we observed Black History Month and Women’s Month. Two of
our ERGs, ABLE and WIN@A, hosted guest speakers, including Dr. Sian Proctor, to share theirexperiences and encourage further dialogue.

A Conversation with Explorer
and Astronaut Dr. Sian Proctor

Dr. Sian Proctor is a life-long explorer who recently piloted
the Inspiration4 all-civilian orbital mission to space. She
is also starring in a docuseries chronicling the trailblazing
mission as four crew members make history in the first
all-civilian mission into orbit. Dr. Proctor has been recognized
as one of The Explorer’s Club 50: Fifty People Changing theWorld, and she uses her Afrofuturism space art to encourage
conversations about women of color in the space industry.

Being a part of the ABLE ERG has been
tremendously important to me because
we created the ERG at a critical time for theBlack community in the U.S. The ABLE group
allowed me space to interact with colleagues
who shared similar experiences. We openly
discussed how we were feeling and how
we could help other employees as well as
communities. I also have the opportunity toparticipate in global company initiatives that
foster transparency, inclusion, and community.”—Roger McDaniel, Avaya Blacks Leading
Empowerment (ABLE)

Being part of API@A ERG helps me to develop
leadership skills with courage, transparency,
and trust. Leading with inclusivity andpartnering with other ERG groups is abonus. It’s a joyful journey with a lot of selfsatisfaction and an opportunity to build
more confidence when we’re able to bringinnovative ideas to fruition. In a true sense,
ERG’s mission and vision broadens our view
towards social issues and uplifts the wholeworld through DEIB movement.”—Ramesh Baba, Asia Pacific Islanders at
Avaya (API@A)Our People

13

Talent Acquisition, Retention & Engagement

As part of our work to build a more diverse, equitable, and inclusive organization, Avaya ispursuing a number of initiatives to recruit, retain, and promote a diverse workforce. Throughcollaboration with internal and external partners, we are focused on expanding our sourcing
efforts to reach new audiences, advancing representation of diverse talent through our early talent
programs, developing talent champions/ ambassadors internally, and ensuring diversity efforts
are embedded throughout the entire recruitment process.

FY2021 New Hires, Retention & Turnover▪ 154 female hires (global)▪ 85 minority hires in the U.S.

▪ YoY increase in minority representation ↑0.7 pts
Retention▪ Top talent* retention 93.9%▪ YoY promotion increase in female representation↑ 0.6 pts
Turnover▪ 10.2% (global)* Top talent is defined as strong and exceptional
performers at all levels who are eligible for year-end
performance ratings.

© 2022 Avaya Inc. All Rights Reserved.

Avaya conducts an annual employee survey that enables employees to communicate directly to
managers and leaders about their work experiences in a confidential manner. In FY2021, our survey
was offered in six languages — English, French, German, Chinese, Portuguese, and Spanish — andsent to employees in 57 countries. The response rate was 78%, a significant improvement fromthe previous survey’s response rate of 65%.
Overall, the survey showed:

Employees are engaged

New Hires▪ 653 new hires (global)

Employee Engagement

Since 2020, we have been
partnering with Blue Ocean Brain(BOB), who provides micro-lessons
in DEIB with a specific focus onleadership awareness.
In FY2021, over 92% of leadersand 80% of other employeesinteracted with BOB content,
which resulted in:▪ 4,597 articles▪ 1,745 brain exercises

being read, shared, and saved.

Manager relationship perceptions
are positive

Teamwork and collaboration are areas of strength, with scores above thetechnology industry average
Employee Engagement is a critical ingredient for organizational success. Our annual employee
survey contains questions around four indicators of engagement — intent to stay, referralbehavior, pride in the organization, and intrinsic motivation — that measure employees’
attachment to our organization and gauge current levels of engagement. Based on the results ofquestions related to these four indicators, Avaya’s FY2021 employee engagement index score
was 84%, which is above the technology industry average of 80%.
89% of employees reported being proud to work at Avaya
85% of employees reported they intend to stay with Avaya for at least the next 12 months

Our People

14

Employee Recognition

We all appreciate the numerous benefits and outcomes
resulting from employee recognition: increased engagement,
discretionary effort, productivity, and retention, as well as
enhanced customer experiences, business success, andrevenue growth. At Avaya, we maintain varying formal andinformal recognition programs. We are working together fromthe top down to foster a culture of recognition that is multidirectional and deeply embedded in our company’s DNA.

Employee Appreciation Month: Avaya designates one monthper year as Employee Appreciation Month. It’s a small way for
us to continue to show our gratitude for all that our employees
do every day in support of the business.
In FY2021, Employee Appreciation Month was held in May.
Throughout the month, we focused on mental healthawareness by providing access to LinkedIn courses, articles,
and virtual events; featured employee profiles in our internal
newsletter; launched three employee resource groups

The Cultural Principles Award is a recognition program where employees can earn significant cash
awards for substantial contributions to business results. Our six core principles of Accountability,
Empowerment, Inclusion, Simplicity, Teamwork, and Trust are at the heart of these achievements.

This is a peer-to-peer recognition program in which all Avaya employees are encouraged to nominate
colleagues for recognitions and all Avaya employees are eligible for recognition. Nominations
can be submitted any time throughout the year, for either an individual accomplishment or teameffort. Winners are selected quarterly by Senior Leadership based on demonstration of the Cultural
Principles and the winners are celebrated during our quarterly All-Employee Meetings. We recognizethat ‘public acknowledgement’ is a very critical element of a successful program and we are
identifying and implementing additional ways to celebrate these role models.

Cultural Principles Award: 136 winners in FY2021

37 Accountabilityfor

12 Simplicity
for

24 Empowermentfor

33 Team Workfor

1 Inclusion*for

29 Trustfor* Inclusion is a new Cultural Principle that was added towards the end of FY2021.

© 2022 Avaya Inc. All Rights Reserved.

(Veterans@Avaya, API@A, and Pride Network); and launched theannual employee engagement survey. We also declared Friday,
May 28 (or Thursday, May 27 for our colleagues in the Middle
East) as a holiday for all Avaya employees across the globe.
In FY2022, we are celebrating Employee Appreciation Month in
July. We’ve launched our annual employee engagement survey
and have scheduled additional events, including a webinar on
the topic of resilience which will provide actionable tools to
support us on our individual journeys.

Recognition Badges offer employees a way
to give a colleague a virtual high-five for a
job well done. In FY2021, 1,115 employees
gave out 3,876 recognition badges to theircolleagues.

Number ofType of Badge
Badges Given

257 Accountability
97 Empowerment
1,099 Great Work
310 Leader
51 Simplicity
866 Team Work
1,075 Thank You
121 TrustOur People

Employee Learning & Development

Avaya is passionate about developing and empowering our employees to realize their fullest
potential. Development is a shared responsibility between the employee and the company.
Employees are empowered to take charge of their personal and professional development
through a variety of virtual and hands-on training courses and programs.

Our employees manage their career progression through annual goalsetting and performanceappraisals. Managers are empowered to facilitate this growth through ongoing check-ins andfeedback sessions with their direct reports. We invest in our employees to enable them toachieve their highest potential.

Employees participated in countless hours of training through a variety of online and live
interactive training from internal and external providers including Magellan Ascend, True OfficeLearning, and LinkedIn Learning. In addition to personal development and skills training,
Avaya employees, including management, are required to complete on-line training modules
regarding anti-bribery and corruption, data privacy, cybersecurity, and our Code of Conduct.
Our employees identified skills and training as an area of opportunity. In response, welaunched several initiatives during the past year to help employees grow in their careers with
Avaya, including:▪ Enhanced leadership programs such as Accelerate! for early career development▪ SPARK WEEK, a collection of sessions focused on personal and professional development,balance and wellness, and Avaya business acumen▪ ERG expansion and enhancements to help further self-development and provide
employees with a sense of fellowship, greater visibility, mentoring opportunities,
and advocacy

15

SPARK

WEEK
Personal & Professional
Development

We launched Avaya’s inaugural SPARK WEEK in February 2022. Spearheaded by employees andother development partners, SPARK WEEK consisted of a collection of educational sessions
designed to help employees learn and grow, both professionally and personally.
Session topics included:
Navigating Change

Owning your Self-development

Meditation

Avaya’s Digital Transformation

Employees were encouraged to take advantage of this learning opportunity and invest inthemselves.

9 Sessions© 2022 Avaya Inc. All Rights Reserved.

Work-life Synergy

16 Presenters

1,700+ Attendees

4.5 of 5 Average Guest
Experience Rating

Our People

16

In FY2021:

LinkedIn Learning is our Learning
Experience Platform for personal
and professional development
and offers over 16,000 courses on
various topics in seven languages.

6,176 employees activatedtheir LinkedIn Learning
account with Avaya
21,667 hours of learning
content viewed

Global Mentoring Program allows
employees to learn, expand their networks,
and create unique one-to-one connections toadvance their careers.

79 mentor/mentee
matches made© 2022 Avaya Inc. All Rights Reserved.

Inspiring Leaders Coaching
Program is an executive coaching
program for high potential leaders at
Avaya to help them build critical skills
to prepare them to lead their teams
through Avaya’s digital evolution.

50 participants(senior directors andvice presidents)

Extraordinary Leaders is a leadershipdevelopment program based on 19 leadershipcompetencies that differentiate good leadersfrom great leaders.

92 participants(managers and directors)

O’Reilly is a training platform for theService and Technology group thatprovides technical training.

987 users
5,317 hours of training viewed

Our People

17

Employee Safety, Health & Wellness
Occupational Safety

EHS awareness training, and Avaya communicates EHS and wellness information regularly
through internal channels. Consistent with the scope of our activities, our management system
includes worldwide standards for job hazard analysis, ergonomics, hazard communication,
contractor safety, ladder safety, motor vehicle safety, and illness and injury tracking and reporting.

In accordance with best practice, Avaya maintains an environmental, health, and safety (EHS)
management system to meet these requirements. We periodically review our management system
to ensure it aligns with the scope of our activities, that we conform to our established programs
and procedures, and that we are effectively managing our EHS risks. Employees receive general

to identify opportunities for improvement. This year, we achieved zero recordable injuries
or illnesses within the U.S. and continued our downward trend of injury case rates at ourinternational locations.

The health and safety of our workforce is a top priority. Through our programs and practices,
we seek to maintain a culture in which employees and contractors keep each other safe on the job.
We provide a safe and healthy work environment, abide by local laws and regulations, and respect
the health and well-being of our workforce.

Total Injury Case Rates*

0.2
0.15

0.14

0.1

0.12

0.05
0

0.14

FY2019

U.S.

0.14

0.1

0.02

FY2018

Lost Workday Case Rates*

0.15

0.18
0.14

Avaya maintains a robust health and safety incident tracking and reporting process to meetthe needs of our global workforce. Avaya U.S. and international locations with more than 100
personnel track monthly occupational injury, illness, and incident data, including: number ofcases resulting in lost workdays, number of lost workdays, number of cases requiring first aid,
and number of cases requiring medical attention beyond first aid. Trends are reviewed periodically

FY2020International**

0.04
0FY2021

0.05
0

0.07

0.1

0.08

0.02

FY2018* Case rates are number of cases per 200,000 hours worked.
** International includes all employees located outside the U.S.

© 2022 Avaya Inc. All Rights Reserved.

0.14

FY2019U.S.

FY2020International**

0

0.02

FY2021Our People

18

Wellness

We value our employees and are committed to providing tools and programs to help them engage
and improve their physical and mental health and financial security. All Avaya employees haveaccess to our Well-Being Health site, a complete wellness platform with resources and tools – suchas activity tracking, wellness advice, and healthy recipes – to help them achieve their health goals.
Avaya offers several programs and benefits to support employee wellness. An Employee
Assistance Plan (EAP) is available to employees worldwide who may feel stressed or are having
difficulty coping. The program offers free, confidential one-on-one professional counseling andaccess to webinars and resources in areas such as emotional wellness and resiliency. Additionally,
Work-Life Services are available to employees in the U.S. and include:▪ Coaching related to career, relationship, andpersonal concerns▪ Referral services for childcare, adult care,education, and home improvement▪ Connection to online teachers and tutors
who can provide homework assistance▪ Community resources for substance abuse,domestics violence, mental health, natural
disasters, and suicide prevention▪ A smoking cessation app▪ Adoption assistanceDuring FY2021, webinars on Healthy Mind Toolkit, Creating a Resilient Mindset, Switching Off:
Preventing Digital Burnout, A Success Strategy for Home Working, and Effective Time Management
had a combined 1,515 attendees.
© 2022 Avaya Inc. All Rights Reserved.

During FY2021, Avaya developed a Flexible Work Arrangement (FWA) program thatallows employees and their managers to maximize efficiency and effectiveness while
maintaining a work/life balance. Avaya strives to create an environment where ourworkforce is agile and able to meet the needs of our customers and partners, while
ensuring the employee experience is best in class.
The voluntary program establishes clear, flexible work options and provides anopportunity to request a change to a current work arrangement to better meet an
employee’s needs while continuing to effectively serve the business. The programapplies globally and allows for two alternatives to being in the office full time:

Remote arrangement allows the employee to work at a location independent fromthe office environment, usually a home office, for the entire work scheduleHybrid Remote arrangement permits an employee to work a percentage of his/herstandard work week from a non-Avaya location

Responsible
SupplyReport
Chain
2021
Corporate Responsibility

Responsible Supply Chain

At Avaya, we hold ourselves to a high standard of integrity and professional conduct; this allows us
to establish trust with our employees, customers, and partners, as well as build an ethical culture
throughout our value chain. We expect the same level of commitment and conduct of our suppliers
that we expect from our employees.

Avaya is a member of the Responsible Business
Alliance (RBA) (formerly the Electronic Industry
Citizenship Coalition (EICC)), a nonprofit industry
coalition committed to corporate responsibility
in global supply chains. Avaya actively pursues conformance to RBA’s Code of Conduct, which
establishes standards to ensure that working conditions in global supply chains are safe, that workers
are treated with respect and dignity, and that business operations are environmentally responsible
and conducted ethically. International norms and standards, including the Universal Declaration of
Human Rights, ILO International Labor Standards, OECD Guidelines for Multinational Enterprises,
ISO 14001, and SA8000 standards, were used in preparing the RBA Code.

© 2022 Avaya Inc. All Rights Reserved.

19

We regard the RBA Code as a total supply chain initiative and issue the Avaya Supplier Code of
Conduct as a statement of our expectation that all suppliers and their employees understandand exhibit a dedication to integrity and ethics. Our Supplier Code of Conduct includes all of theprinciples set out in the RBA Code of Conduct plus additional provisions that are specific to Avaya
and our supply chain. Our Supplier Code of Conduct includes provisions on:
Chemical Management andHazard Communication

Freely Chosen Employment

Young Workers

Humane Treatment

Freedom of Association

Non-discrimination

Occupational Safety

Business Ethics and Integrity

Environmental Responsibility

Responsible
SupplyReport
Chain
2021
Corporate Responsibility

Supplier Diversity

Avaya’s Supplier Diversity Program is designed to achieve our objective of increasing diverse strategic supplieralliances that reflect the diversity of our associates and our customers. The program reflects our commitment
to incorporate the products and services of qualified vendors, including small, minority, women, and servicedisabled veteran business enterprises (MWDVBE), into the delivery of goods and services to our customers, as well
as for Avaya’s internal consumption. Supplier Diversity is an important element of our strategic sourcing process,and as such, Avaya strives to grow and expand its relationships with MWDBVEs by incorporating supplier diversity
requirements in all our contracting and procurement initiatives. We do this by measuring and publishing internal
diversity spend goals for the organization, reporting diverse sourcing achievements to customers, and continuously
looking to improve Avaya’s performance and exceed these goals. In the coming year, our organization will continue
to grow our Supplier Diversity initiatives, procurement processes, and how we foster engagement with MWDVBE
suppliers, with the goal of increasing participation of this critical population of providers.

Sourcing Minerals EthicallyAvaya’s products, like most electronics, contain tantalum, tin, tungsten, and gold. These minerals, known as 3TG,
are sometimes known as “conflict minerals” because of concerns about their mining and sale contributing to armed
conflict and human rights abuses in the Democratic Republic of the Congo (DRC) and nine neighboring countries.

Although we do not procure minerals directly from mines or the smelters or refiners (SORs) that process them,
we are committed to upholding and respecting human rights for all people, including those who work in the earliest
parts of our supply chain. Our goal is to work collaboratively with suppliers to source minerals consistent with ourvalues around human rights, business ethics, labor, health and safety practices, and environmental responsibility.

We collaborate with our suppliers to conduct due diligence for responsible mineral sourcing. We use the Responsible
Minerals Initiative (RMI) Conflict Minerals Reporting Template (CMRT) to survey suppliers, review SORs they report,
and request that suppliers work through their supply chains to shift sourcing to SORs conformant with RMI’s
Responsible Minerals Assurance Process (RMAP). Our full commitment is captured in our Responsible Minerals Policy.
Our annual Conflict Minerals Report describes how our due diligence activities align to the OECD Due Diligence
Guidance for Responsible Supply Chains of Minerals from Conflict-Affected and High-Risk Areas.

© 2022 Avaya Inc. All Rights Reserved.

20

Our Communities

21

Our Communities

Avaya donates money and product to organizations that focus on healthcare and education.
Processes are in place to vet the organizations we sponsor to ensure they meet our standards andexpectations as well to ensure appropriate internal approvals. Vetting includes ensuring that thecharitable organization is:
Reputable
Not controlled by government officials

Not-for-profit

Non-discriminatory

Avaya Australia Partners with Local Organization to Feed School Children

The Avaya team in Sydney, Australia welcomed Eat Up, an organization that helps feed hungry school
children, to its office to host a volunteer sandwich-making session. Twenty Avaya associates rolled up
their sleeves and made 965 cheese sandwiches during the one-hour activity. The sandwiches were
distributed to local schools who froze them, and then when needed, toast them up and serve them tochildren who do not have a packed lunch. Avaya also provided Eat Up with an AUD $1,000 grant, which
will provide further support and help even more Australian children.

Non-partisan and adheres tofundamental human rights principles

In FY2021, we donated more than $225,000 through sponsorships.

Avaya ENGAGE Invests in Future Experience Builders

Attendees at the Avaya ENGAGE 2021 - Orlando event had access to four days of general sessions
and informational breakouts led by some of the industry’s most inspiring and accomplishedleaders. In addition, compelling ancillary programs were hosted, such as a developer hackathon,
Women in Tech program, Investor Day, and an Influencer program for analysts, media, andconsultants. Attendees experienced first-hand innovations in cloud communications, customer
experience, and more in the Expo Hall and made new connections and networked with peers fromacross the globe.

The Avaya ENGAGE community supported a local charity, the Northeast Florida STEM2 Hubchapter, through donations from several groups. “STEM” stands for Science, Technology,
Engineering, Mathematics. In northeast Florida, the organization recognizes the vital role medicine
will play in future careers, so they have added a second M for Medicine, or STEM2.

Through the International Avaya User’s Group (IAUG), Avaya, Women in Tech, and a generous
donation from the Avaya ENGAGE Hackathon winner, ConvergeOne, over $18,000 was raised tohelp assure that students have high-quality experiences and opportunities in these rewarding
fields. In addition, each of the young women from the local chapter in attendance was gifted a new
laptop computer.

© 2022 Avaya Inc. All Rights Reserved.

Avaya ENGAGE Latin America Supports UNICEF

For 15 years, Avaya ENGAGE Latin America has supported many different causes. In 2021,
the event raised over $5,000 for UNICEF’s work in the local community. UNICEF operates inmore than 190 countries and territories to protect children’s rights. It is also on the groundbefore, during, and after humanitarian emergencies, providing hope and life-saving
assistance to children and their families.

Our Communities

22

Month of Giving

We start each fiscal year with our annual Month of Giving, a spirited campaign that brings together Avaya employees
from around the globe, suppliers, and partners who donate their time, money, and energy to make a difference in ourcommunities. Since 2015, we have logged thousands of volunteer hours and raised over $1.3 million to support various
charities worldwide. We have worked to clean up our environment, protect animals, feed the hungry, support ourveterans, improve schools and playgrounds for children, and fund important medical care and research.

During our 7th annual campaign, we once again partnered with Save the Children to fund several educational
initiatives in Vietnam, continuing the success that we’ve had supporting similar initiatives in Afghanistan, Uganda, andMozambique (for more on our partnership with Save the Children, see the next page of this report). We raised more than$140,000 through employee activities, employee direct donations to Save the Children, and our 3rd Annual Avaya Charity
Golf Tournament, demonstrating our commitment to making a positive impact and giving back to the communities
where we live and work.

Employee Activities Earned Donations from Avaya
Avaya donated* $1 for every:
Mile walked, ran,
biked, or swam

Bag of trash
picked up

Tree, perennial,or pollinator planted

Toy, book, clothing,or other supplies
donated to hospital,
homeless shelter,or school

Dollar donateddirectly to Avaya’s
2021 Save theChildren projects

Individual volunteer
hour spent insupport of anorganization/causechosen by employee*up to a maximum of $50,000© 2022 Avaya Inc. All Rights Reserved.

Our Communities

23®
Since 2015, through our Month of Giving campaign and various humanitarian campaigns,
we have donated approximately $390,000 to our partner, Save the Children. Save the Children
was the first major international organization established to focus specifically on children’s rights.
Since its founding in 1919, Save the Children has changed the lives of over 1 billion children in
more than 100 countries by supporting child survival, early education, and protection.
Avaya has helped fund community construction of several classrooms, offices, and related
structures in Mozambique, Uganda, Afghanistan, and Vietnam.

VietnamDuring the COVID-19 pandemic, school closures affected 21 million Vietnamese students. Online
learning is an important solution, but the Ministry of Education and Training estimated that only 26
out of 63 cities and provinces have been able to implement online education, largely because of alack of access to equipment.
The situation is more difficult in rural and mountainous areas, where many students are learning
information technology without a computer lab for practicing. Avaya funding is providing general
mission support as well as support for the establishment of an IT learning room, which includes
equipment and training for students and teachers on IT and cyber safety; and support to purchaselearning materials and improve facilities and infrastructure at multiple schools.

In addition, Avaya funded the construction of facilities for preschool students helping Save theChildren ensure a safe learning environment for the children in the community and providing parents
and caregivers with motivation to ensure their children attend school.

These projects in Vietnam are expected to support an estimated 2,100 students, ages two to 11.

© 2022 Avaya Inc. All Rights Reserved.

Save the Children is deeply appreciative of thesteadfast support Avaya and your employees haveshown to us over so many years. Whether enabling us
to build classrooms for girls or provide children withsafer, more resilient spaces in which to learn, youhave given children in our sponsorship communities
access to resources they would otherwise not have,resources that keep them safe now and will help
them enjoy happier and more fulfilling futures.”­­—Jeremy Buccolo, manager of corporate partnerships at Save the Children

Our Communities

24

Afghanistan

Avaya’s generous gift enabled Save the Children’s Afghanistan
Sponsorship Program to build school boundary walls at two
schools – Tukzar No. 1 Girls’ School in Sancharak District,
Sar-i-Pul Province; and Yimbulaq Secondary Mixed Schoolin the Maimana District of Faryab Province. The walls werebuilt between April and December 2021 and brought
protection and safety to 1,162 students and 43 female
teachers. Girls and women going to school in Afghanistan are
not to be seen by men. The surrounding walls make them feelsafe, which results in higher retention rates at the schools.

© 2022 Avaya Inc. All Rights Reserved.

Our Communities

25

Our India CSR Efforts

Our corporate social responsibility (CSR) efforts in India are focused on community developmentthat supports poor, deprived, and marginalized populations. We pursue CSR Programs
primarily in areas that fall within the economic vicinity of the company’s operations to enable
close supervision, provide opportunities for employee engagement, and ensure maximum
development impact. Avaya India focuses on:▪ Enhancing the quality of education▪ Utilizing Avaya’s technology to improve access to health and education▪ Building skills and employment▪ Providing humanitarian relief

For more information and the full list of funded projects, view the Board-Approved CSR Projects.
Funds distributed by Avaya India’s CSR Program benefited 8,574 children and young
adults in fiscal years 2020 and 2021.

Door Step School - School on Wheels &Community Learning Center

Door Step School provides education for children
6-14 years old from slum and migrant labor
camps. Door Step works to improve learning levels
and attendance in school, and provides schooltransportation and parent counseling. Avaya’s
donation supports two programs: School on
Wheels, which offers a bus as a mobile classroom
to cater to the students from smaller construction
sites and temporary settlements, and Community
Learning Center, which provides a place for children
in urban slum communities to study. In calendar
year 2021, 917 students from Pune, Maharashtra,
participated in these programs.

© 2022 Avaya Inc. All Rights Reserved.

Agastya International Foundation - Avaya Distance Learning

Agastya Foundation’s mission is “to spark curiosity, nurture creativity and instill
confidence” in economically disadvantaged children and government schoolteachers.
Agastya does this by bringing innovative hands-on science education and peer-to-peer
learning through Science Centers and Mobile Labs. Avaya’s donation supported live
broadcasts of hands-on learning sessions from the Agastya Kuppam Campus to 256
students at the two Core Science Activity Centers in Karnataka State.

Our Communities

26

Save the Children – Empowering Adolescents and Youth

Save the Children’s skills building and employability program helps ensure better employment
opportunities for disadvantaged youth and prepares adolescents with age- appropriate skills.
With Avaya’s support, seven Children Care Institutions were equipped and connected to a
virtual conferencing facility with Avaya Spaces to facilitate online and onsite training.
In addition, Avaya employees developed curriculum and are conducting training sessions
to help prepare the students for employment in business process outsourcing (BPO).
As of March 2022, 185 youth have enrolled in vocational training.

Pratham Mysore – Avaya Baala Vidya

Pratham focuses on high-quality, low-cost, and replicable interventions to address
gaps in the public education system. Between April 2021 and March 2022, the Avaya
donation provided supplemental education to to 7,017 students through early literacy
and numeracy programs for children who missed preschool, a bridge program to teachadvanced language and math, hands-on science activities, and digital learning inlanguage and math.

© 2022 Avaya Inc. All Rights Reserved.

Bharti Foundation – Digital Classrooms

Bharti Foundation was set up in 2000 as the philanthropic arm of
Bharti Enterprises to implement and support programs in primary,secondary, and higher education. The Digital Classrooms project equips schools with TVs,
mobile phones, and other electronics that help teachers enhance the learning experienceby providing students with exposure to good quality and engaging academic content.
Avaya is supporting the expansion of the Digital Classrooms project to eightschools in Jodhpur.

Climate Change

27

Energy Efficiency

Climate Change

Avaya’s greenhouse gas (GHG) emissions are a byproduct of everyday business
operations such as heating, cooling, and powering our facilities, fleet operations,business travel, employee commuting, and transportation and distribution of our
products. As a commitment to transparency and authentication, Avaya reports ourcarbon footprint annually to CDP.

Remaining steadfast in our commitment to combat climate change, Avaya exceeded its
2020 emissions reduction target by reducing Scope 1 and Scope 2 emissions by 65% andScope 3 emissions from business travel by 49% from 2014 levels.
Moving forward, Avaya has committed to set near-term company-wide emissions
reduction targets in line with climate science. We have submitted our near-termtargets for review by the Science Based Targets initiative (SBTi) and expect to begin thevalidation assessment process in the Fall of 2022.

From FY2020 to FY2021, we reduced our total emissions by 1.2%. We continue to identify
opportunities to use energy more efficiently, and going forward, we plan to purchaserenewable energy and work with our supply chain to further lower emissions.
Scope 1 Emissions

Scope 2 Emissions (Market-based)
Scope 3 Emissions
Total Emissions

CY2018CY2019FY2020

FY2021

38,53733,68530,80325,9497,550

817,356

863,4435,300

816,626

855,611

4,516

840,995

876,314In FY2021, we replaced fluorescent bulbs with LEDs at six locations:▪ At our Galway facility in Ireland, we replaced 1,435 lamps, resulting in a savings of 177,763 kWhper year▪ Across five China and Taiwan locations, we replaced 1,050 lamps, resulting in a total energy
savings of 46,716 kWh
We plan to install LEDs in additional Avaya facilities worldwide to maximize energy efficiency andfurther reduce our carbon footprint.
Since FY2019, Avaya has:

LED

2,543

837,060

865,552

We Are Still In is a joint declaration of support
for climate action, signed by more than 3,900
CEOs, mayors, governors, tribal leaders, college
presidents, faith leaders, healthcare executives, andothers. Avaya joined We Are Still In to reinforce ourcommitment to reducing our carbon footprint.

© 2022 Avaya Inc. All Rights Reserved.

In FY2019, we launched a bulb replacement project, replacing fluorescent bulbs with LED(light emitting diode) bulbs at our five facilities in India. Compared to fluorescent bulbs, LEDs last
three times longer, use 30% less electricity, and don’t contain mercury or other toxic chemicals.
We replaced 4,908 fluorescent bulbs with LEDs and saved 1,609,118 kWh over 33 months.

Saved

1,833,597 kWh

Replaced

7,393

fluorescentbulbs with LEDs

Avoided emitting
1,299,000 kg CO2 –equivalent to the CO2
emissions from theuse of electricity for ayear at 252,752 homes

Combined impact in India, China, Taiwan, and IrelandResponsible Product Design28

Responsible Product Design

Avaya monitors environmental regulations and standards to ensure compliance throughout our
product life cycle. We design our products with materials that comply with the European Union’sRestriction of Hazardous Substances (RoHS) and Registration, Evaluation, Authorization, andRestriction of Chemicals (REACH) Directives, as well as China, Taiwan, Eurasian Economic Union,
and United Arab Emirates RoHS regulations. We are actively populating the European Union’s
database for substances of concern (SCIP), established under the Waste Framework Directive.
For more information, view Avaya Product Design and Compliance.
Avaya’s ISO 14001 certified Design for Environment (“DfE”) program focuses on opportunities
to reduce the environmental impact of our solutions and services. We express our commitment
to responsible product design in our R&D Environmental Policy. Current initiatives include
improving the energy efficiency of our products and reducing single-use plastic packaging.

We are reducing the energy consumption of our VoIP phones, making them more energy efficientfor our customers, thereby helping them achieve their energy reduction goals. Conventional VoIP
phones can use a significant amount of energy. Older VoIP phones can use up to 10 watts of powera day, which is equivalent to the amount of energy used by a desktop computer.
Over the past several years, we have made great advances by listing our new J series phones–initially
including the J129, J139, J169 and J179 phones – with the Energy Star Program for IP Phones.
In FY2020, the Avaya J159 and J189 phones were ENERGY STAR certified, adding to our suite of
J series phones that are included in the Energy Star Program. In addition, we implemented Energy
Efficient Ethernet (EEE) in our new IP phone products to reduce standby power consumption.
We will continue our efforts to ensure that EEE is openly available and easy to use.

Finally, Avaya is actively moving ahead with reducing the number of supported accessory
power supply units (PSUs) used with our products. The aim is to consolidate across our productportfolios to two or three USB-C power supply models, which would support the broad rangeof power requirements (low, medium, and high). This will simplify logistics within Avaya, allow
customers to use USB-C power over all their devices, and will reduce the amount of PSU waste
generated each year when new Smart Phone models arrive.
For information on how our products provide social benefits, see Avaya Technology forSocial Good.

© 2022 Avaya Inc. All Rights Reserved.

ENERGY STAR

certified VoIP phones use

40% less energy

than conventional VoIP phones.

Sales of Avaya’s ENERGYSTAR certified phones havecontinued to trend up
significantly from 335,000 in
FY2018 to well over a million in

FY2020 and
FY2021

Resource Conservation

29

Resource Conservation
Waste & Recycling

Avaya is committed to maintaining compliance with regulations pertaining to Waste Electrical andElectronic Equipment (WEEE, also known as e-waste), which are typically passed at a country, state,or provincial level. These regulations promote the reuse and recycling of electrical and electronicequipment, reducing resource consumption and the amount of e-waste going to landfills. WEEE
rules on treating waste electrical and electronic equipment contribute to sustainable production
and consumption. Requirements of WEEE regulations include, among others, financing thecollection, treatment, recovery, and environmentally sound disposal of WEEE.
Avaya has contracted with SIMS RECYCLING SOLUTIONS INC. (SIMS) to support end-of-life
management of our own e-waste equipment on a global basis, and partners with SIMS to provide
environmentally sound recycling to customers wanting to dispose of Avaya products that havereached the end of their useful life.
For Avaya’s country-specific WEEE position statements and WEEE, battery, and packaging
registration numbers, visit avaya.com.

In calendar year 2021, Avaya collected 560.6 metric tons of e-waste and batteries from ourcustomers and ensured proper recycling and disposal.

Global Product Take-Back

Metric Tons
600

494.5

500
400

327.2

300
200
100
0

560.6

0,04

124.7

CY2018© 2022 Avaya Inc. All Rights Reserved.

CY2019CY20200

CY2021

Plastics Recycling ProjectIn December 2021, Avaya’s office in Gurgaon, Haryana (India), began collecting plastic
water bottles and other recyclable plastics. They partnered with Garbage Free India,
a nonprofit, to have the plastics picked up for recycling. In the first five months of the
program, employees collected 41.2 kilograms (90.8 pounds) of plastic waste for recycling.

Resource Conservation

30

Water

Avaya uses freshwater in our data centers and office buildings for sanitation, heating, and cooling.
We measure and monitor water withdrawals across our major locations (sites greater than 400
square feet), which account for 99% of our total square footage.

We use actual data for those sites where it is available. Estimates for the remaining sites are basedon industry intensity factors (average gallons/square foot) derived from U.S. Energy Information
Administration (EIA) and U.S. Environmental Protection Agency (EPA) sources.

Partnership with Green Standards

In early 2022, Avaya closed our office space in Santa Clara,
California. To keep materials from ending up in a landfill andlower the carbon footprint of the process, we partnered with Green Standards, a company thatmanages the removal and redistribution of workplace assets like furniture and equipment throughcharitable donation, resale, and recycling. We diverted nearly 13 metric tons of office furniturefrom landfill and donated $3,045 worth of workplace assets to three community organizations:
Open Mind School, Walter L. Bachrodt Elementary School, and the San Jose Museum of Art.
We will continue to identify opportunities to partner with Green Standards during officedownsizing and renovation projects.

Diverted

12.7 tonsof workplace assets
from landfill© 2022 Avaya Inc. All Rights Reserved.

Avoided30 metric tonsof CO2 emissions,equivalent to reducing
gasoline consumption by
3,382 gallons

Benefited

3 community

organizations with $3,045
in in-kind donations ofchairs, tables, and otherworkplace assets

Our total withdrawals in FY2021 were 63.1 megaliters, a 55% decrease from FY2020. Reductions
in water use were a result of real estate closures and consolidations. Building occupancy was
reduced significantly in FY2021 and much of FY2020. We anticipate that our water withdrawals will
decrease slightly over the next five years.
Avaya uses the World Resources Institute Aqueduct Water Risk Atlas to determine which facilities
are in water-stressed areas. The Water Risk Atlas evaluates water risk against 13 indicators, suchas water scarcity, groundwater decline, flood risk, drought risk, and availability of clean drinking
water. Avaya considers a site to be in a water-stressed area if the overall risk is “high” or “extremely
high.” In FY2021, 18 megaliters of water were withdrawn from water stressed areas. All of thesesites are office locations and account for 29.5% of our total withdrawals..
Please see our most recent CDP Water Security response for more information.
Water Data (megaliters)
Water Withdrawals at Avaya data centersand office buildings

CY2018178

CY2019 FY2020 FY2021*
164

141

63

* Environmental metrics were historically tracked and reported on a calendar year basis. The 2021
reporting period has been adjusted to fiscal year to align with Avaya’s financial reporting. Reporting
year 2020 has also been adjusted from calendar year to fiscal year to allow for a year-on-yearcomparison and all future data will be reported on a fiscal year basis.

Governance & Ethics

31

Our Board is committed to good corporate governance practices. Highlights include:

Board Practices▪ Non-Executive Chair▪ 7 of 8 Directors are Independent▪ Fully Independent Board Committees

Governance & Ethics

Avaya is committed to the highest standards of corporate governance and conduct. We know that
our stakeholders – our stockholders, customers, business partners, and employees – expect noless than our constant commitment to integrity, fairness, transparency, and accountability.
Our commitment to good corporate governance is integral to our business and reflects not only
regulatory requirements, the New York Stock Exchange listing standards, and broadly recognized
governance practices, but also effective leadership and oversight by our senior leadership teamand Board of Directors.

Governance Structure: Board Oversight & Practices

At Avaya, we believe that good corporate governance results from sound processes that ensurethat our directors are well supported by accurate and timely information, and unrestricted accessto management. The Avaya Board of Directors is responsible for oversight of Avaya’s business andaffairs, including our strategic direction, as well as the management of financial and operational
execution that can drive the success of the business and support the long-term interests of our
stakeholders.
The Board has three standing committees: Audit, Compensation, and Nominating and Corporate
Governance. The Nominating and Corporate Governance Committee has overall responsibility
for oversight of the company’s ESG initiatives. The full Board is briefed regularly on our Corporate
Responsibility program and our ESG performance.

© 2022 Avaya Inc. All Rights Reserved.

▪ Annual Election of All Directors▪ Annual Board and Committee Self-Evaluations▪ Structured Process for Board’s Risk Oversight▪ Regular Executive Sessions of Independent Directors

Stockholder Matters▪ Recommended Annual “Say-on-Pay” Advisory Vote

▪ Stockholders’ Right to Call Special Meeting in Accordance with Our Amended andRestated Bylaws

Other Best Practices▪ Robust Share Ownership Guidelines▪ Prohibition on Executives Hedging and Pledging Stock▪ Executive Compensation Clawback Policy

Governance & Ethics

32

Enterprise Risk Management

While the company’s Board is responsible for overall risk oversight and strategy, enterprise risk
management is facilitated by Internal Audit and overseen by the Audit Committee. CEO direct
reports are responsible for managing risks in their assigned areas of responsibility, with oversightby the Board and its committees. Risk appetite is determined by executive management withoversight from the Board.

Board of Directors

Has overall responsibility forthe oversight of enterprise risk
management

Internal Audit

Is responsible for enterprise risk
management within Avaya

Standing Board Committees

Have oversight for risk management in the following areas:
Audit

Compensation▪ Business continuity▪ Compensation

Oversees risks related to:▪ Capital structure▪ Compliance▪ Cybersecurity▪ Business ethics▪ Litigation▪ Intellectual property▪ Financial reporting© 2022 Avaya Inc. All Rights Reserved.

Oversees risks related to:▪ Employee culture andengagement▪ Talent management,
recruitment, andretention▪ Succession planning

Nominating and Corporate
GovernanceOversees risks related to:▪ ESG strategy and programs▪ Climate change▪ Diversity, equity, inclusion& belonging▪ Environmental protection▪ Employee health, safety,
and wellness▪ Human rights▪ CSR (Corporate Social
Responsibility) programs

Governance & Ethics

33

Conducting Business with Ethics & Integrity

We hold ourselves to the highest ethical standards of integrity and professional conduct; thisallows us to establish trust with our employees, customers, and partners and an ethical culture
throughout our value chain. We understand that a trusted relationship is critical for success andthat trust must be earned anew each and every day.

Our ethics program is built on a lifecycle associated with the principles of prevention, detection,and remediation. Our compliance teams work closely with our business stakeholder groups toassess, manage, and mitigate compliance risk by taking appropriate actions. In addition, ourcompliance teams collaborate with the business to identify and thoroughly investigate issues of
misconduct, identify the root cause, and take corrective measures when needed.

Avaya’s Code of Conduct is the foundation of our program and covers a variety of topics, including
an overview of our guiding principles and information on how to conduct business in a mannerthat complies with the law. We review the Code annually and make updates as needed. For example,
last year, we added Inclusion as a Cultural Principle to reinforce our commitment to DEIB.

Another critical component of our ethics and compliance program is ensuring that our employees
can speak up without fear of retaliation. Avaya has zero tolerance for unlawful workplace
retaliation. While issues are raised to management during the normal course of business, we want
our employees, customers, partners, and suppliers to know they can raise any concern throughour Ethics Helpline. Issues can be presented anonymously. Once a report is received, it is reviewed
and investigated, and corrective action is taken if necessary.

Anonymous reports can be made through the following channels:
Phone: 1-877-99-ETHIC (1-877-993-8442) or +1 908-953-7276
Online through the Convercent website

The Code is a global resource that ensures employees not only comply with the law, but also do
the right thing, the right way, for the right reason. Our Code of Conduct applies to anyone that
conducts business on behalf of Avaya. We have also developed Codes of Conduct for our Suppliers
and Business Partners that are incorporated into agreements to ensure our expectations of ethicalbehavior are clearly communicated.
Avaya employees, including leadership, are required to complete annual on-line training regarding
the Code of Conduct, anti-bribery and corruption, data privacy, cybersecurity, harassment,
and insider trading. We monitor the successful completion of the training, and as partof these trainings, all employees must acknowledge their understanding of the course content.
In FY2021:

92% of employees
completed theirannual Code of
Conduct training

Compliance audits performed in India and Russia
by Internal Audit confirmed that business process
improvement opportunities were addressed© 2022 Avaya Inc. All Rights Reserved.

Zeroconfirmed
corruption
incidents

95%

of employees reported
they would be willing to reportmisconduct if they were to observe it

98%

of employees
believe the company enforces its
non-retaliation policy

Governance & Ethics

Human Rights

Avaya is committed to protecting human rights, including the rights of women and minority
groups. Avaya maintains and continuously enhances its programs and policies to identify risks andprevent the use of child and forced labor, modern slavery, and human trafficking in our business
operations and supply chain.
Human rights violations can be reported by employees, customers, suppliers, and partners
through our Ethics Helpline.

Avaya’s Supplier Code of Conduct requires suppliers to protect human rights, especially thoserelated to child and forced labor, freely chosen employment, humane treatment, and nondiscrimination, among others. Suppliers are also required to adopt or establish a management
system whose scope is related to our Supplier Code of Conduct. The management system must
include a training element, audits and assessments, and a corrective action process. Avaya
stands ready to assist suppliers to achieve and maintain compliance with the Code. Although
we recognize cultural differences may exist, Avaya will not compromise on the fundamental
requirements set out in this Code. Avaya reserves the right to make unannounced visits (or to havea designee make unannounced visits) to sites where people directly – or indirectly – work for Avaya
and/or suppliers. This Code references multiple international standards, including the Universal
Declaration of Human Rights and the United Nations Global Compact.

Human rights policies and statements available on Avaya’s website include the Avaya
Human Rights Statement, Avaya Statement on the Prevention of Modern Slavery &Human Trafficking, the Responsible Minerals Policy, the Avaya Conflict Minerals Report,
our Code of Conduct, and our Supplier Code of Conduct.

© 2022 Avaya Inc. All Rights Reserved.

34

Governance & Ethics

Cybersecurity & Data Privacy

Strong security and privacy programs have never been more important. Our vigorous, risk-based
cybersecurity program is dedicated to protecting both our data and data which we process onbehalf of our customers and partners. We utilize a defensive in-depth strategy, with multiple layersof security controls to protect our data and solutions.
We take cybersecurity seriously and devote significant resources and tools to protect our systems,
products, and data from unwanted intrusions and to ensure we meet our contractual andregulatory obligations. We investigate potential data breach issues identified through our security
procedures and terminate, mitigate, and remediate such issues as appropriate.
Avaya has a Product Security Council, a cross-functional Cyber Incident Response team, Security
Operations Centers, and strong governance to ensure compliance with our security policies andprotocols. These teams are comprised of internal resources and supported by external experts
responsible for monitoring the effectiveness of our cybersecurity governance and vulnerability
management programs.
Avaya is committed to building on our experience through leading edge technology solutions
that enhance privacy, as well as cloud solutions that aim to deliver both security and privacy.
We have extensive experience in safeguarding personal data and helping our customers comply© 2022 Avaya Inc. All Rights Reserved.

35

with their legal obligations when it comes to privacy and security, including those who mustmeet the highest standards of security such as governments, public authorities and organizations,and financial institutions.

Our privacy compliance program is based on our controller and processor binding corporate
rules, which have been approved by the EU regulatory authorities. As a result of Brexit, we have
now applied to the UK regulatory authorities for UK controller and processor binding corporate
rules, which are fundamentally similar to those in the EU. Through the application of these rules,
we endeavor to apply uniform data handling practices, based on the General Data Protection
Regulation (GDPR) standards, on a global basis throughout all Avaya entities that process personal
data. These entities have signed on to our EU binding corporate rules and will sign on to our UK
ones once approved.
We have dedicated significant time, capital, and other resources to obtain binding corporate
rules and meet GDPR requirements and requirements from other laws, such as the Brazil Data
Protection Law and the California Consumer Privacy Act. We expect that as privacy laws continue
to evolve and become more prevalent throughout the world, we will be required to dedicate
additional resources to ensure compliance.
Our website contains information about privacy practices that we follow, how we help ourcustomers comply with privacy laws, and privacy within our solutions and on our websites.

Governance & Ethics

Customer Relationship Management

Our customers range in size from small businesses employing a few individuals to large government
agencies and multinational companies with tens of thousands of employees. Our customers operate ina broad range of industries, including financial services, manufacturing, retail, transportation, energy,
media and communications, hospitality, health care, education, and government.
Our customers include leading Forbes Global 2000 companies across all these industries.
One of our key focuses is increasing our recurring revenue — revenue from products and services
that are delivered pursuant to multi-period contracts, including recurring subscription-based
software revenue, maintenance, global support services, and enterprise cloud and managed
services. During FY2021, Avaya introduced Avaya OneCloud ARR (Annualized Recurring Revenue) asa key performance indicator, which provides a leading indicator into the software solutions driving
our growth. This metric is similar to what our industry peers report and reflects only the recurring
components of Avaya’s portfolio. In FY2021, OneCloud ARR was $530 million, compared to $191
million reported for FY2020.

We have a significant opportunity to increase sales to our existing customers by offering new
solutions from our Avaya OneCloud portfolio. Our market leadership, global scale, and extensive
customer interaction, including at the C-suite level, supports our Avaya OneCloud portfolio,
creating a strong software platform from which to drive and shape the evolution of enterprisecommunications. We have strong credibility with our customers, which provides us with a competitiveedge as our customers make the transition to the cloud. Additionally, our refreshed product andservices portfolio increases the potential for acquiring new customers.
Avaya believes the ability to service the healthcare and pharmaceuticals industries, as well as
merchants that accept credit cards, significantly expands our potential customer base and total
addressable market, and we continuously strive to implement HIPAA and PCI DSS (Payment
Card Industry Data Security Standard) compliance as our offers for these customers grow. Thesecertifications allow for market penetration into what are otherwise restrictive and difficult markets.

Customer Satisfaction

The high level of customer satisfaction ratings we receive for support transactions is atestament to the expertise of our people. Our dedicated professionals are focused on
satisfying customer needs, driving a proactive and preventive agenda to help customers
maintain optimum levels of service.

© 2022 Avaya Inc. All Rights Reserved.

36

2021 Corporate Responsibility Report

37

ESG Metrics Table© 2022 Avaya Inc. All Rights Reserved.

ESG Metrics Table

EconomyRevenue (million USD)

Number of employees

Number of contractors

Real estate square feet (thousand)Environment1
EnergyEnergy consumption (MWh)DieselNatural gas

Grid-Connected Electricity

Gasoline

FY2018FY2019FY2020

FY2021

Reference Indices

8,086

7,888

8,266

8,063

GRI 102-8

2,851
6,289
2,426

CY2018112,997

2,088

5,140

76,848

2,887
6,522
2,400

CY201992,078

1,622

3,300

66,942

2,873
6,412
2,104

FY202092,819

1381

2,973
7,023
1,486

FY2021
68,615565

17,044

11,731
9,853

57,081

20,214

17,313

MWh/million USD revenue

39.6

31.9

32.3

23.1

MWh/thousand square ft.

46.6

38.4

44.1

46.2

MWh/employee

Reduction of energy consumption from previous year (MWh)14.025,704

11.7

20,91911.2-

GRI 201-2
GRI 102-8
GRI 102-7

Reference Indices

GRI 302-1,

TC-SI-130a.1

46,46628,921

Energy intensity

1.

38

GRI 302-3

8.5

12,484

GRI 302-4

Environmental metrics were historically tracked and reported on a calendar year basis. The 2021 reporting period has been adjusted to fiscal year (October 1 – September 30) to align with Avaya’s financial reporting.
Reporting year 2020 has also been adjusted from calendar year to fiscal year to allow for a year-on-year comparison and all future data will be reported on a fiscal year basis. In addition, where use data was not available,
estimates were made in accordance with industry standards and best practice.

© 2022 Avaya Inc. All Rights Reserved.

ESG Metrics Table

39

Emissions

CY2018CY2019FY2020

FY2021

Scope 2 emissions: location-based

41,096

31,45629,48323,050

Scope 3 emissions

817,356

816,626

840,995

837,060

Scope 1 emissions

Scope 2 emissions: market-based2

Total greenhouse gas (GHG) emissions (mtCO2e) 3
GHG emissions intensity (Scope 1 & 2)

7,550

38,537

863,443

5,300

33,685855,6114,516

30,803876,3142,543

GRI 305-1

25,949

GRI 305-2

865,552

mtCO2e/million USD revenue

17.1

12.7

12.3

9.6

mtCO2e/thousand square ft

20.1

15.3

16.8

19.2

mtCO2e/million USD revenue

2.5

2.2

1.5

0.1

13,783

12,620-

mtCO2e/employee

6.0

GHG emissions intensity (Scope 3, business travel)
mtCO2e/employee

Reduction of GHG from previous year (mtCO2e)

0.9

4.7

0.8

4.3

0.5

0.03

GRI 303-3,
TC-SI-130a.2

46.8

GRI 306-2

FY2021

Waste5

CY2018CY2019FY2020

FY2021

35.3

130.6

100

42.3

46.8

Waste recycled (mt)

Hazardous waste
E-wasteBatteries

Non-Hazardous waste

35.2

6

2.

FY2020 and FY2021 market-based totals use a mix of location-based and residual mix (where available)
emission factors and do not include any supplier-specific emission factors.

3.

Total greenhouse gas (GHG) emissions include Scope 1 + Scope 2: market-based + Scope 3 emissions.

4.

A more consistent and reliable approach was identified to estimate water withdrawal for sites where water use
data is unavailable. The new approach uses an industry intensity factor derived from EPA and EIA. Therefore,
all years reported (calendar years 2018-2019 and fiscal years 2020-2021) have been recalculated using thisnew approach.

© 2022 Avaya Inc. All Rights Reserved.

0.1

11.5

134.2

112.6

130.6

99.8

3.4

12.6

0

0.2

GRI 305-4

63.1

FY2020141

GRI 305-4

GRI 305-5

CY2019164

GRI 305-5

10,762

CY2018178

GRI 305-3

3.5

Water4

Water withdrawal (ml)GRI 305-2

42.3
0

4.5

5.

Waste data was incorrectly reported as metric tons when the actual data was in pounds. All waste data has
been converted from pounds to metric tons for calendar years 2018-2019 and fiscal years 2020-2021.
All future waste data will be reported as metric tons.

6.

Non-hazardous waste refers to plastic, wood, glass, metal, and misc.

ESG Metrics Table

40

Labor Practices and Decent Work
Diversity and Equal Opportunity

Employees in leadership positions (director or above)

GenderAge

Male

FY2019FY2020

FY2021

81%

79%

78%

Female

20%

19%

21%

21.8%

Under 30 years old

0%

0%

0%

0%

46%

41%

36%

31%

Over 50 years old

54%

59%

64%

69%

Minority

18%

18%

19%

18.7%

Minority groups (U.S.)

7

Non-minority

Employees in non-leadership positions (all positions below director)
Gender

78%

82%

81%

81%

77%

77%

78%

77%

Under 30 years old

6%

6%

6%

5%

23%

30-50 years old

Over 50 years old

Minority groups (U.S.)
Minority8

Non-minority

Percentage of total employees covered by collective bargaining agreements
Percentage of employees that leave Avaya per year (voluntary)

23%

22%

23%

56%

54%

52%

52%

25%

26%

27%

28%

5%

4%

4%

4%

GRI 102-41

8%

GRI 401-1

38%
71%

7%

7.

Minority group data is unavailable for 4% of employees in leadership positions in the U.S. in FY2017 and FY2018.

8.

Minority group data is unavailable for 5% and 4% of employees in non-leadership positions in the U.S. in FY2017 and FY2018, respectively.

© 2022 Avaya Inc. All Rights Reserved.

GRI 405-1,

TC-SI-330a.3

MaleFemaleGRI 405-1,

TC-SI-330a.3
80%

30-50 years oldAge

FY2018Reference Indices

41%
74%

8%

41%
73%

6%

43%
72%

ESG Metrics Table

Occupational Health and Safety

Case rates (rate per 100 employees in the U.S.)
Total case rate

FY2018FY2019FY2020

FY2021

0.14

0.14

0.14

0

Lost workday case rate

0.07

0.14

0.14

0

Slip/trip/fall

75%

50%

50%

0%

Motor vehicle accidents

25%

0%

0%

Lifting0%

Injuries by type
Ergonomic

Struck by an object
Reach/pull

Other

Society

Local Communities

Total CSR spend in India (million INR)99.

41

India Fiscal Year is April 1 – March 31© 2022 Avaya Inc. All Rights Reserved.

0%

25%

0%

0%

25%

0%

0%

25%

25%

0%

0%

FY2018
24.1

0%

0%

FY2019

30.8

0%

0%

GRI 403-9

0%

0%

0%

0%

0%

FY2020

FY2021

23.8

GRI 403-9

18.1

Reference Indices
GRI 413-1

Safe Harbor Statement

Safe Harbor Statement

This report contains certain “forward-looking statements.” All statements other than statements of historical fact are “forward-looking” statements for purposes of the
U.S. federal and state securities laws. These statements may be identified by the use of forward-looking terminology such as "anticipate," "believe," "continue," "could,“"estimate," "expect," "intend," "may," "might," “our vision,” "plan," "potential," "preliminary," "predict," "should,“ "will," or “would” or the negative thereof or othervariations thereof or comparable terminology. The Company has based these forward-looking statements on its current expectations, assumptions, estimatesand projections. While the Company believes these expectations, assumptions, estimates and projections are reasonable, such forward-looking statements are
only predictions and involve known and unknown risks and uncertainties, many of which are beyond its control. Risks and uncertainties that may cause theseforward-looking statements to be inaccurate are discussed in the Company's Annual Report on Form 10-K and subsequent quarterly reports on Form 10-Q
filed with the Securities and Exchange Commission (the “SEC”). These risks and uncertainties may cause the Company’s actual results, performance or
achievements to differ materially from any future results, performance or achievements expressed or implied by these forward-looking statements.
For a description of such risks and uncertainties, please refer to the Company’s filings with the SEC that are available at www.sec.gov. The Company
cautions you that the list of important factors included in the Company’s SEC filings may not contain all of the material factors that are important
to you. In addition, in light of these risks and uncertainties, the matters referred to in the forward-looking statements contained in this report
may not in fact occur. The Company undertakes no obligation to publicly update or revise any forward-looking statement as a result of new
information, future events or otherwise, except as otherwise required by law.

About Avaya

Businesses are built by the experiences they provide, and every day millions of those experiences are delivered by Avaya Holdings Corp.
(NYSE: AVYA). Avaya is shaping what’s next for the future of work, with innovation and partnerships that deliver game-changing businessbenefits. Our cloud communications solutions and multi-cloud application ecosystem power personalized, intelligent, and effortlesscustomer and employee experiences to help achieve strategic ambitions and desired outcomes. Together, we are committed to help
grow your business by delivering Experiences that Matter. Learn more at avaya.com.

© 2022 Avaya Inc. All Rights Reserved.

42

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