Avaya - Climate Change 2022
C0. Introduction

C0.1(C0.1) Give a general description and introduction to your organization.

Avaya is a global leader in digital communications products, solutions, and services for businesses of all sizes, delivering most of its technology through software andservices. The Company enables organizations around the globe to succeed by creating intelligent communications experiences for clients, their employees and theircustomers. The Company builds innovative open, converged unified communications and collaboration ("UCC") and contact center ("CC") software solutions to enhance andsimplify communications and collaboration in the cloud, on-premises or a hybrid of both. The Company's 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.

The Company shifted its entire comprehensive software portfolio to Avaya OneCloud, which offers significant capabilities across contact center (OneCloud CCaaS), unified
communications and collaboration (OneCloud UCaaS), and communications platform as a service (OneCloud CPaaS). The Avaya OneCloud open, composable platform
approach uniquely positions the Company to address a customer’s needs in creating a Digital Workplace for their campus-based and remote employees through Unified
Communications and Collaboration and the Customer Experience Center, the Company’s name for contact centers, helping clients deliver tangible business results. The
Company offers a range of software sales and licensing models that can be deployed on-premise or via a public, private, or hybrid cloud.

The Company also offers one of the broadest portfolios of business devices in the industry, including handsets, video conferencing units and headsets to meet the needs ofevery type of worker across a customer’s organization so customers get the most out of their communications investments. The Company’s IP-enabled handsets, multimedia
devices and conferencing systems enhance collaboration and productivity, and position organizations to incorporate future technological advancements.

For more information, please visit www.avaya.com.

C0.2(C0.2) State the start and end date of the year for which you are reporting data.

Reportingyear

Start dateEnd date

Indicate if you are providing emissions data for past reportingyears

Select the number of past reporting years you will be providing emissions datafor

October 1
2020

September 30
2021

Yes

1 year

C0.3

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(C0.3) Select the countries/areas in which you operate.
Argentina
Australia
Austria
BahrainBelgiumBrazilCanadaChile
China
Colombia
Croatia
Czechia
Denmark
FranceGermany
Hong Kong SAR, China
Hungary
India
Indonesia
IrelandIsrael
Italy
Japan
Kenya
Luxembourg
Malaysia
MexicoNetherlands
New Zealand
NorwayPeru
Philippines
PolandRepublic of Korea
Russian Federation
Saudi Arabia
Singapore
South Africa
Spain
Sri Lanka
SwedenSwitzerland
Taiwan, China
ThailandTurkeyUnited Arab Emirates
United Kingdom of Great Britain and Northern Ireland
United States of America

C0.4(C0.4) Select the currency used for all financial information disclosed throughout your response.
USD

C0.5
(C0.5) Select the option that describes the reporting boundary for which climate-related impacts on your business are being reported. Note that this option shouldalign with your chosen approach for consolidating your GHG inventory.
Operational control

C0.8(C0.8) Does your organization have an ISIN code or another unique identifier (e.g., Ticker, CUSIP, etc.)?
Indicate whether you are able to provide a unique identifier for your organization

Provide your unique identifier

Yes, a Ticker symbol

AVYA

C1. Governance
CDP

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C1.1(C1.1) Is there board-level oversight of climate-related issues within your organization?
Yes

C1.1a
(C1.1a) Identify the position(s) (do not include any names) of the individual(s) on the board with responsibility for climate-related issues.
Position of Please explain
individual(s)Chief
Executive
Officer(CEO)

The Chief Executive Officer (CEO) is responsible for managing the overall operations and resources of Avaya, acting as the main point of communication between the board of directors (the Board)and corporate operations and leading the development of Avaya’s long and near-term strategy, including a commitment to doing our part to combat climate change, meeting the needs of ourpartners, customers and employees and improving the communities where we live and work. In furtherance of this commitment, the CEO signed the “We Are Still In” declaration, adding Avaya to thelargest climate action group in the United States. In 2021, the CEO also approved Avaya's decision to submit a science-based target to SBTi for validation. The CEO’s message published in the
Avaya Corporate Responsibility Report highlights our accomplishments in line with the UNSDGs, specifically, with respect to decent work, equality, climate change, community support, responsible
consumption, and economic development.

Board-levelcommittee

Avaya’s business and affairs are managed under the direction of the board of directors (the Board), which is currently composed of eight people. The Board, directly and through delegation tocommittees of the Board, provides strategic oversight of its business. The Nominating and Corporate Governance Committee of the Board (NCG Committee) is responsible for, among other things,
overseeing Avaya’s environmental social and governance (ESG) initiatives and performance. Meeting quarterly, the NCG Committee monitors Avaya’s progress and performance with respect to its
ESG initiatives including, but not limited to, climate change, environmental protection and sustainability, employee health, safety and wellness, responsible business practices, corporate social
responsibility programs, diversity, equity, inclusion and belonging, to ensure that such initiatives and performance are consistent with the Company’s long-term strategic objectives and good
corporate citizenship.

C1.1b(C1.1b) Provide further details on the board’s oversight of climate-related issues.
Frequency Governance
Scope of Please explain
withmechanisms boardwhich
into whichlevel
climateclimateoversight
relatedrelated issues
issues are are integratedascheduled
agendaitem
Scheduled Reviewing and <Not
– someguiding
Applicabl
meetings
strategye>Monitoring
implementation
andperformance ofobjectives
Monitoring andoverseeing
progressagainst goals
and targets foraddressing
climate-related
issuesThe Nominating and Corporate Governance Committee of the Board (NCG Committee) is responsible for, among other things, overseeing Avaya’s environmental social andgovernance (ESG) initiatives and performance. Meeting quarterly, the NCG Committee monitors Avaya’s progress and performance with respect to its ESG initiatives
including, but not limited to, climate change, environmental protection and sustainability, employee health, safety and wellness, responsible business practices, corporatesocial responsibility programs, diversity, equity, inclusion and belonging, to ensure that such initiatives and performance are consistent with the Company’s long-term
strategic objectives and good corporate citizenship. The NCG Committee of the Board briefs the full Board at least annually on Avaya’s ESG initiatives and performance.
The NCG Committee is briefed by the Director, ESG & Philanthropy, who meets with the CAO at least quarterly on ESG-related matters. In 2021, the Director, ESG&
Philanthropy briefed the Committee on the proposed SEC climate change disclosure rules and on the Company's commitment to setting a science-based target.

C1.1d(C1.1d) Does your organization have at least one board member with competence on climate-related issues?
Board member(s) havecompetence on climaterelated issues
Row Yes1

Criteria used to assess competence ofPrimary reason for no board-level Explain why your organization does not have at least one board member withboard member(s) on climate-related issues competence on climate-relatedcompetence on climate-related issues and any plans to address board-levelissuescompetence in the future
Avaya assesses ESG experience, which
covers a broad range of issues, including
climate change.

<Not Applicable><Not Applicable>

C1.2

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(C1.2) Provide the highest management-level position(s) or committee(s) with responsibility for climate-related issues.
Name of the position(s) and/or committee(s)Reportingline

Responsibility

Coverage of
responsibility

Frequency of reporting to the board on climaterelated issues

Other C-Suite Officer, please specify (Chief
Administrative Officer )<NotApplicable>

Both assessing and managing climate-related risks andopportunities<Not Applicable>

Quarterly

C1.2a(C1.2a) Describe where in the organizational structure this/these position(s) and/or committees lie, what their associated responsibilities are, and how climaterelated issues are monitored (do not include the names of individuals).
Responsibility for climate-related issues lies with the Chief Administrative Officer (CAO) for Avaya, a direct report to Avaya’s CEO. Among other things, the CAO is ultimately
responsible for the legal function and the human resources function, which includes compliance and risk management, and the Environmental, Health, and Safety (EHS),
Corporate Responsibility, and Philanthropy groups. The CAO meets with the Director, ESG & Philanthropy on a quarterly basis or more frequently, as needed, and is briefedon Avaya’s environment, social, and governance strategy and performance, including climate-related issues. The CAO has direct oversight and ultimate decision-making,
together with the Executive Leadership Team, with regards to Avaya’s corporate responsibility strategy, programs and policies, sustainability goals, and management
processes. For example, our annual Corporate Responsibility Report and corporate responsibility related programs and initiatives, including carbon emission reduction goals,
and relevant budgets are reviewed and approved by the CAO.

C1.3
(C1.3) Do you provide incentives for the management of climate-related issues, including the attainment of targets?
Provide incentives for the management of climate-related issues
Row 1

Comment

Yes

C1.3a(C1.3a) Provide further details on the incentives provided for the management of climate-related issues (do not include the names of individuals).
Entitled toincentive

Type of Activity incentivized
incentive

Comment

Corporate
executive
team

Monetary Emissions reduction target
rewardCompany performance against a
climate-related sustainability index

Avaya’s executive compensation philosophy takes into account the successful achievement of non-financial operating goals, which include
maintaining and achieving Avaya's environmental commitments, goals and incentives, including our carbon emission reduction target.

C2. Risks and opportunities

C2.1(C2.1) Does your organization have a process for identifying, assessing, and responding to climate-related risks and opportunities?
Yes

C2.1a
(C2.1a) How does your organization define short-, medium- and long-term time horizons?
From (years)

To (years)

Short-term

03Medium-term

3

10Long-term

10

30Comment

C2.1b

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(C2.1b) How does your organization define substantive financial or strategic impact on your business?
Avaya considers a risk to be substantive if it has the potential to have a material compliance/regulatory, financial, operational, reputational, or customer impact. To determine
whether an identified risk or opportunity is considered substantive, we compare its impact to Avaya’s annual revenue and other related thresholds, which include: severity oflegal and compliance ramifications (e.g. fines, penalties, lawsuits); length, extent, and degree of media coverage, the impact on our ability to successfully deliver products andservices to our customers; the amount of time needed to recover from reputational harm; and impact on earnings. The impacts of risks and opportunities are rated on a scaleof “low”, “medium”, and “high” based on established criteria, and the highest valued impact is the one that drives the overall impact rating.

Examples of low impacts include a financial impact of less than $1 million, or a minimal operational impact that does not affect other processes or facilities. Examples of
medium impacts include negative, but limited media attention or an event that affects customer confidence. Example of high impacts include severe regulatory sanctions,
negative attention that reaches a wide geographic area or extends internationally, or loss of current or future business. Based on this assessment, we map high priority risks
and opportunities, determine ownership, and work collaboratively to develop mitigation strategies and monitoring.

For the purpose of CDP reporting, our internal threshold for a substantive financial impact is 1% of revenue, or approximately $30 million.
A strategic impact may be less than this amount if 1) it is related to growing a part of the business (e.g., increasing revenues from a product or suite of products), or 2)
represents a significant cost savings.

C2.2(C2.2) Describe your process(es) for identifying, assessing and responding to climate-related risks and opportunities.
Value chain stage(s) covered
Direct operations
Upstream
Downstream
Risk management process
Integrated into multi-disciplinary company-wide risk management process
Frequency of assessment
Annually
Time horizon(s) covered
Short-term
Medium-termLong-term
Description of process
Avaya uses an integrated, cross functional and company-wide risk management process to evaluate climate change risks and opportunities annually. Avaya’s Corporate
Responsibility team works directly with the business and the business continuity and real estate teams to evaluate direct operational risks and opportunities. Avaya’s
Corporate Responsibility team also evaluates any climate-related risks and opportunities, such as access to new markets or increased diversification of business activities.
Once identified, Avaya evaluates whether the risk or opportunity is substantive based on its potential to have a material legal, financial, operational, reputational, or
customer impact. An example of a physical risk to our direct operations is reduced production capacity due to extreme weather events. Avaya evaluates whether this risk is
substantive by analyzing (1) the potential financial impact from interruptions to our business; (2) the impact on our ability to successfully deliver products and services to ourcustomers; and (3) estimated costs of losses or building damage that insurance may not cover. We also consider the mitigation measures we have in place, such as ourbusiness continuity program, which will reduce the potential business and financial impact. An example of a transitional opportunity for our direct operations is reducing
energy costs by consolidating our real estate footprint. Avaya evaluates whether this opportunity is substantive by analyzing the potential financial impact of reducing
energy consumption across our global portfolio, and comparing it to key financial metrics, such as revenue, operating expenses, and our real estate budget.

C2.2a

CDP

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(C2.2a) Which risk types are considered in your organization's climate-related risk assessments?
Relevance Please explain&
inclusion
Current
regulation

Relevant,
alwaysincluded

Climate-related risks relating to current regulations are evaluated annually as a part of Avaya’s compliance risk assessment. Avaya is subject to a wide range of governmental
requirements relating to safety, health and environmental protection, including: certain provisions of environmental laws governing the cleanup of soil and groundwater contamination;
various local, federal and international laws and regulations regarding the material content and design of our products that require us to be financially responsible for the collection,
treatment, recycling and disposal of those products; and various employee safety and health regulations that are imposed in the countries in which we operate. If we violate or fail to comply
with these requirements, we could be fined or otherwise sanctioned by regulators, lose customers and damage our reputation, which could have an adverse effect on our business. Avaya
monitors current regulations that are applicable to our business, including the Restriction on Hazardous Substances (RoHS), Waste Electrical and Electronic Equipment Directive (WEEE),
and Energy Labelling Directive to mitigate this risk. Avaya updates our programs accordingly to ensure we remain up-to-date with regulatory requirements.

Emerging
regulation

Relevant,
alwaysincluded

Climate-related risks relating to emerging regulations are evaluated annually as a part of Avaya’s company-wide risk assessment. A growing number of climate change regulations andinitiatives are either in force or pending at the local, federal and international levels as part of the global transition to a lower-carbon economy. The lower-carbon economy may also entail
extensive policy, legal, technology and market changes to address mitigation and adaptation requirements related to climate change. Depending on the nature, speed and focus of thesechanges, transition risks may pose varying levels of financial and reputational risk to our organization. Our operations and supply chain could face increased climate change-related
regulations, modifications to transportation to meet lower emission requirements, changes to types of materials used for products and packaging to reduce emissions, increased utility
costs to address cleaner energy technologies, increased costs related to severe weather events, and emissions reductions associated with operations, business travel or products. These
costs and changes to operations could have a financial impact on our business and result in an adverse impact on our operating results or reputation. Avaya monitors emerging / pending
regulations that are applicable to our business to ensure appropriate lead time to comply with new / revised regulatory requirements.

Technology Relevant,alwaysincluded

Climate-related risks relating to technology are evaluated annually as a part of Avaya’s company-wide risk assessment. With growing awareness of climate change, the demand for lower
emissions products and services is increasing. An important element of our growth strategy is to continue to evolve from a traditional telecommunications hardware company into asoftware and services company, focused on expanding our cloud- and mobile-enabled contact center, unified communications and innovative next-generation workflow automation
solutions. As we increase the proportion of our revenue coming from software solutions as opposed to hardware solutions, we expect to see improvement in our gross margins andoperating results. Overall, if the mix of companies that purchase our solutions, or the mix of solution components purchased by our customers, changes unfavorably, our revenues and grossmargins could decrease and our operating results could be harmed.

Legal

Relevant,
alwaysincluded

Climate-related legal risks are evaluated annually as a part of Avaya’s company-wide risk assessment. We are also subject to various local, federal and international laws and regulations
relating to our products. For example, requirements such as the EU Energy Labelling Directive impose requirements relating to the energy efficiency of our products. Our failure or theundetected failure of our supply chain to comply with existing or future environmental, health and safety requirements could subject us to financial liabilities or adversely affect ourbusiness, operating results or financial condition. To manage this risk, Avaya’s Law Team monitors, reviews, and provides legal advice on current and emerging laws and regulations.

MarketRelevant,
alwaysincluded

Climate-related market risks are evaluated annually as a part of Avaya’s company-wide risk assessment. The markets for our solutions and services are characterized by rapid changes incustomer demands, ongoing technological changes, evolving industry standards, new product introductions, and evolving methods of building and operating networks. Both traditional andnew competitors are investing heavily in this market and competing for customers. As these markets evolve, we expect competition to intensify and to expand to include companies that do
not currently compete against us. In addition, because the business communications market continues to evolve and technology continues to develop rapidly, we may face competition in
the future from companies that do not currently compete against us, but whose current business activities may bring them into competition with us in the future. In particular, this may be thecase as business, information technology and communications applications deployed on converged networks become more integrated to support business communications. Competition
from these potential market entrants may take many forms, including offering products and solutions similar to those that we offer. In addition, certain of these technologies continue tomove from a proprietary environment to an open standards-based environment.

Reputation Relevant,alwaysincluded

Climate-related risks relating to our reputation are evaluated annually as a part of Avaya’s company-wide risk assessment. Companies are being held to higher standards and are expectedto act on climate change. Avaya’s customers regularly request information on our corporate responsibility and sustainability initiatives through questionnaires. Avaya reports its carbon
emissions annually to CDP and in line with various industry frameworks such as GRI and SASB. In addition, Avaya publishes an annual Corporate Responsibility report that is publicly
available on our website. If Avaya refused to disclose / report climate-related information or failed to implement sustainability initiatives, we could experience an adverse reputational impactthat could lead to a decrease in revenue, which could adversely affect recruiting and employee retention and lower demand for our products and services.

AcutephysicalRelevant,
alwaysincluded

Climate-related acute physical risks are evaluated annually as a part of Avaya’s company-wide risk assessment. With facilities around the world, Avaya is vulnerable to severe weather
events including storms, floods, tornados, and hurricanes. Acute physical risks could lead to higher capital costs from direct damage to our assets or supply chain disruption. As part of its
business continuity program, Avaya identifies, assesses, and manages acute physical risks on an annual basis to ensure resilience of our existing real estate assets and those being
considered.

Chronic
physicalRelevant,
alwaysincluded

Climate-related chronic physical risks are evaluated annually as a part of Avaya’s company-wide risk assessment. Avaya is subject to chronic physical risks related to longer-term shifts inclimate patterns. Avaya’s financial performance may be impacted by changes in water availability, sourcing, and quality due to the impacts of climate change. Extreme changes could
impact many facets of our business, including our facilities, operations, supply chain, transportation, and employee health and safety. Sea level rise and chronic flooding creates a risk for
Avaya and its suppliers’ assets. Chronic physical risks are more difficult to analyze and involve many variables, but they are included in the Avaya Corporate Responsibility team’s annual
climate-related risk assessment.

C2.3(C2.3) Have you identified any inherent climate-related risks with the potential to have a substantive financial or strategic impact on your business?
No

C2.3b
(C2.3b) Why do you not consider your organization to be exposed to climate-related risks with the potential to have a substantive financial or strategic impact on
your business?
Primary reason

Please explain

Row Risks exist, but none with potential to Based on our risk assessment, we have concluded that climate-related risks do not have potential to have a substantive financial impact, either currently or in the next
1
have a substantive financial or
few years. Regardless, we have a number of mitigation practices in place to address identified risks. These include energy efficiency programs and our commitment tostrategic impact on businesssetting a science-based target that will be validated by the Science Based Targets initiative.

C2.4(C2.4) Have you identified any climate-related opportunities with the potential to have a substantive financial or strategic impact on your business?
Yes

C2.4a
(C2.4a) Provide details of opportunities identified with the potential to have a substantive financial or strategic impact on your business.

CDP

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Identifier
Opp1
Where in the value chain does the opportunity occur?
Downstream
Opportunity type
Products and services
Primary climate-related opportunity driver
Shift in consumer preferences
Primary potential financial impact
Increased revenues resulting from increased demand for products and services
Company-specific description
Avaya is a business-to-business company and our customers are setting higher standards and expectations with respect to environment, social and governance (ESG)
performance, environmental sustainability, and climate action. Avaya regularly receives and responds to requests for proposal and customer questionnaires seeking
information on ESG, environmental sustainability, EHS, and business ethics practices. For example, our customers ask us to respond to the EcoVadis questionnaire and toreport our carbon emissions annually to CDP. In terms of our products and service offerings, our customers are looking for solutions that not only streamline their business
operations and enhance collaboration, but those that are increasingly energy efficient, and reduce the total cost of ownership (i.e., hardware, facilities, and utilities) and theneed for business travel. For example, sales of Avaya’s ENERGY STAR certified phones have continued to trend up significantly from 335,000 in FY18 to well over a
million in FY20 and FY21.
Time horizon
Medium-term
Likelihood
More likely than not
Magnitude of impact
Medium-low
Are you able to provide a potential financial impact figure?
Yes, a single figure estimate
Potential financial impact figure (currency)
31000000
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact figure
In FY2021, revenue for Avaya’s Enterprise Cloud and Managed Services was $310 million. In a hypothetical scenario, if Avaya was able to increase our enterprise cloudand managed services revenue by 1% because of higher demand for low-emissions products and services, it would result in $3,100,000 of additional revenue per year.
Over the medium term (3-10 years), this could add up to more than $31 million ($3.1 million times 10 years).
Cost to realize opportunity
200000000
Strategy to realize opportunity and explanation of cost calculation
Avaya offers a robust portfolio of cloud-based contact center and unified communications, which include solutions that take collaboration beyond dedicated videoconferencing rooms to desktops and mobile devices that employees use every day. In FY2021, Avaya invested more than $200 million in R&D, which supports thedevelopment of more innovative and efficient products and services. By migrating to the cloud, customers can lower their total cost of ownership with no infrastructure
expense and minimal operating costs. This provides an advantage over our competitors because we give our customers solutions that increase productivity and save costs,
while giving them the opportunity to reduce their energy and carbon footprint.
Comment
Identifier
Opp2
Where in the value chain does the opportunity occur?
Direct operations
Opportunity type
Products and services
Primary climate-related opportunity driver
Development and/or expansion of low emission goods and services
Primary potential financial impact
Increased revenues resulting from increased demand for products and services
Company-specific description
With growing awareness of climate change, increasing regulations, and more extreme weather events, the demand for lower emissions products and services is increasing.
During fiscal 2021, Avaya continued to shift its comprehensive portfolio to Avaya OneCloud, which offers significant capabilities across contact center, unified
communications and collaboration, and communications platform as a service (“CPaaS”). Cloud and Software-as-a-Service models allow organizations to move fromowning, managing, and running solutions to paying only for the capabilities they need. Avaya’s Cloud, Alliance Partner and Subscription Revenue (CAPS) has grown overthe past three fiscal years, representing 40%, 26%, and 15% of total consolidated revenue for fiscal years 2021, 2020, and 2019, respectively. Although we cannot fully
correlate the increased revenue to demand for low emission products and services, the environmental benefits do enhance our cloud-based and software solutions andmake them more attractive to our customers.
Time horizon
Medium-term

CDP

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Likelihood
More likely than not
Magnitude of impact
Medium-low
Are you able to provide a potential financial impact figure?
Yes, a single figure estimate
Potential financial impact figure (currency)
31000000
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact figure
In FY2021, revenue for Avaya’s Enterprise Cloud and Managed Services was $310 million. In a hypothetical scenario, if Avaya was able to increase our enterprise cloudand managed services revenue by 1% because of higher demand for low-emissions products and services, it would result in $3,100,000 of additional revenue per year.
Over the medium term (3-10 years), this could add up to more than $31 million ($3.1 million times 10 years).
Cost to realize opportunity
200000000
Strategy to realize opportunity and explanation of cost calculation
Avaya aims to design and develop products that help our customers reduce their environmental impact. Our ISO 14001 certified Design for Environment (DfE) management
system is evidence of our commitment to continually identify opportunities to reduce the environmental impact of our products. In FY2021, Avaya invested more than $200
million in R&D, which supports the development of more innovative and efficient products and services. Avaya will continue to provide low emission products and services,
creating an opportunity to increase revenue as demand for these products increases.
Comment
Identifier
Opp3
Where in the value chain does the opportunity occur?
Direct operations
Opportunity type
Resource efficiency
Primary climate-related opportunity driver
Other, please specify (Leveraging communication & collaboration solutions to maintain business travel discipline)
Primary potential financial impact
Reduced indirect (operating) costs
Company-specific description
As a digital communications solution business, we have the opportunity to avoid business travel by leveraging our own communication & collaboration solutions. We
reduced our total travel costs by $12.6 million in FY2021 compared to FY2019 (pre-pandemic) by maintaining strict business travel discipline within our operations. Not only
did we realize cost savings, but our travel reductions supported our Scope 3 carbon emission reduction goals.
Time horizon
Short-term
Likelihood
Virtually certain
Magnitude of impact
MediumAre you able to provide a potential financial impact figure?
Yes, a single figure estimate
Potential financial impact figure (currency)
23400000
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact figure
In FY2019, our travel costs were $17.6 million. We adapted to the pandemic by leveraging our solutions and by maintaining strict business travel discipline within ouroperations. Our business travel costs in FY2021 were $4.8 million, which is a savings of $12.6 million ($17.6m -$4.8m = $12.6m).
Cost to realize opportunity
0
Strategy to realize opportunity and explanation of cost calculation
Avaya leverages our own communication & collaboration solutions to maintain business travel discipline hosting efficient and engaging meetings remotely. Because we areusing our existing resources and technology, we do not view this as incurring an additional cost.
Comment

CDP

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C3. Business Strategy

C3.1(C3.1) Does your organization’s strategy include a transition plan that aligns with a 1.5°C world?
Row 1
Transition planNo, but our strategy has been influenced by climate-related risks and opportunities, and we are developing a transition plan within two years
Publicly available transition plan
<Not Applicable>
Mechanism by which feedback is collected from shareholders on your transition plan
<Not Applicable>
Description of feedback mechanism<Not Applicable>
Frequency of feedback collection<Not Applicable>
Attach any relevant documents which detail your transition plan (optional)<Not Applicable>
Explain why your organization does not have a transition plan that aligns with a 1.5°C world and any plans to develop one in the future
Avaya submitted emissions reduction targets for validation to the Science Based Targets initiative. The validation process is expected to begin in the fall of 2022. As part ofthis process, we are working on a transition plan that will support the targets submitted for validation.
Explain why climate-related risks and opportunities have not influenced your strategy<Not Applicable>

C3.2(C3.2) Does your organization use climate-related scenario analysis to inform its strategy?
Use of climate-related scenario analysis toinform strategy
Row No, but we anticipate using qualitative and/or
1
quantitative analysis in the next two years

Primary reason why your organization does not use climaterelated scenario analysis to inform its strategy

Explain why your organization does not use climate-related scenario analysis
to inform its strategy and any plans to use it in the future

Important but not an immediate priority

We are in the process of performing a climate scenario analysis as part of developing
the transition plan to meet our science-based targets.

C3.3

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(C3.3) Describe where and how climate-related risks and opportunities have influenced your strategy.
Have climate- Description of influence
related risks
andopportunities
influenced
your strategy
in this area?
Products
andservicesYes(i) Description of how strategy has been influenced by climate-related risks and the time horizon(s) it covers Growing awareness of climate change and customer demand for energy
efficient and low-carbon products influences Avaya’s development of product and services in the short-term time horizon. Avaya is focused on delivering best-in-class products andservices that are innovative, flexible, enable enhanced collaboration and support our customers’ carbon and energy reduction efforts. We are shifting away from hardware anddeveloping more software and cloud-based solutions; coupled with savings in money, time and services, cloud architecture represents an important way Avaya can help its customers
implement more sustainable business practices and support the transition to a low carbon economy (this is a mitigation activity). In addition, Avaya is continually looking foropportunities to reduce the environmental impact of our products in accordance with our ISO 14001 certified Design for Environment (DfE) program and R&D Environmental Policy. (ii)Case study of the most substantial strategic decision(s) influenced by climate-related risks and opportunities Avaya has made strategic decisions relating to our products and services toavoid climate-related risks and pursue climate-related opportunities. We are reducing the energy consumption of our VoIP phones, making them more energy efficient for our customers,
thereby heling them achieve their energy reduction goals. We added several phones to our suite of Energy Star certified phones; we implemented energy efficient ethernet to our new IP
phone products to reduce standby power consumption and we are 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 product portfolios to 2-3 USB-C power supply models which would support the broad range of power requirements (low, medium, andhigh). 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.

Supplychain
and/or
value
chain

Yes

(i) Description of how strategy has been influenced by climate-related risks and the time horizon(s) it covers Avaya’s customers and the public are setting higher expectations for supply
chain responsibility and holding companies accountable for their suppliers. The electronics industry has faced public scrutiny for engaging in business with suppliers who violate
environmental, labor, and/or ethics laws. Avaya holds itself to high environmental, social, and ethical standards, and works proactively to ensure these standards are implemented down
our supply chain. Physical climate risks of extreme weather events could also impact our supply chain over the short- and medium-term time horizons. (ii) Case study of the mostsubstantial strategic decision(s) influenced by climate-related risks and opportunities Avaya has made strategic decisions to minimize supply chain risk. Avaya joined the Responsible
Business Alliance (RBA), a coalition of companies dedicated to supply chain responsibility in the electronics industry and has adopted the RBA Code of Conduct in full. Before engaging
in business with a direct Tier 1 supplier, we require them to agree to adopt the RBA Code of Conduct as part of their contract. In addition to supply chain standards, Avaya considers
multiple vendors and supplier geographical distribution to reduce risk and potential costs.

Investment Yes
in R&D(i) Description of how strategy has been influenced by climate-related risks and the time horizon(s) it covers Investing in R&D is critical for Avaya in order for us to continue delivering
innovative and efficient products that delight our customers and maintain our leading position in the software and services market. Over the past three fiscal years, we have invested
over $600 million in R&D. Avaya is shifting its R&D focus areas to cloud-based solutions across our portfolio, which offer both economic and environmental benefits to our customers. A
significant amount of Avaya’s R&D activity is conducted in countries outside of the U.S.; the productivity and success of our R&D activities could be impacted by increased legal andregulatory constraints, natural disasters or extreme weather events, and economic conditions. Strategies relating to investment in R&D cover the short-term time horizon. (ii) Case studyof the most substantial strategic decision(s) influenced by climate-related risks and opportunities Avaya has made strategic decisions relating to R&D to minimize risk and takeadvantage of opportunities. For example, Avaya considers multiple vendors and suppliers' geographical distribution. However, the impact of climate-related opportunities on R&D is highas we shift our investments towards innovative software and services offerings, which offer inherent environmental benefits to our customers, and away from hardware-based business
communications.

Operations Yes(i) Description of how strategy has been influenced by climate-related risks and the time horizon(s) it covers Over the last few years, Avaya has focused on consolidating its facilities andstreamlining its operations in order to save costs and increase efficiencies. Streamlining our operations has also led to significant energy reductions and increased opportunity for energy
efficiency projects as we move into new buildings that are more suited for the number of employees and nature of the work. Additionally, we are able to operate virtually by leveraging
our own communication and collaboration solutions, which was particularly important during this last year. Utilizing our own technology to host engaging and efficient meetings reduces
the need for business travel and enables a work-from-anywhere model. These operational strategies are relevant in the short-term time horizon. (ii) Case study of the most substantial
strategic decision(s) influenced by climate-related risks and opportunities We reduced our total travel costs by $25.6 million in FY2020 and FY2021 by maintaining strict business travel
discipline within our operations. Not only did we realize cost savings, but our travel reductions supported our Scope 3 carbon emission reduction goals. The products and solutions that
we create and use are inherently sustainable by reducing the need for face-to-face meetings and travel. We enabled our customers (and our employees) to provide a safe, effective way
to meet, learn and work without compromising interpersonal connection.

C3.4(C3.4) Describe where and how climate-related risks and opportunities have influenced your financial planning.
Financialplanning
elements
that havebeen
influenced

Description of influence

Row Revenues(i) Case study of how climate-related risk and opportunities have influenced financial planning Physical risks, such as extreme weather events or any disaster, could affect our ability and the1
Direct costs ability of our contract manufacturers and outsourced service providers to operate and thus negatively impact our financial condition. To plan for and mitigate any financial losses or damages
Indirectthat many occur, Avaya evaluates and manages its business interruption insurance annually. Avaya conducts annual reviews with our sourcing team/supply chain to maintain what is considered
costs
appropriate levels of coverage at the time of policy renewals, and may be adjusted as needs or conditions fluctuate. The exposure data collection process continues to evolve as we continually
Capitalseek quality data to maintain comprehensive coverage levels. (ii) Specify time horizon This covers short- and medium- term time horizons
expenditures
Capitalallocation
Assets

C4. Targets and performance

C4.1(C4.1) Did you have an emissions target that was active in the reporting year?
No target

C4.1c

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(C4.1c) Explain why you did not have an emissions target, and forecast how your emissions will change over the next five years.
Primary reason
Row We are planning to1
introduce a target in thenext two years

Five-year forecast

Please explain

Over the next five years, Avaya expects GHG emissions to gradually
Avaya had a GHG target that ran through 2020. We have submitted science-based targets to SBTi
decrease. We forecast scope 1 and 2 emissions to decrease by up to 25% and expect the validation process to begin this fall. Once these targets are validated, we will report onby the end of FY2025.
our progress against them.

C4.2(C4.2) Did you have any other climate-related targets that were active in the reporting year?
No other climate-related targets

C4.3(C4.3) Did you have emissions reduction initiatives that were active within the reporting year? Note that this can include those in the planning and/or
implementation phases.
Yes

C4.3a
(C4.3a) Identify the total number of initiatives at each stage of development, and for those in the implementation stages, the estimated CO2e savings.
Number of initiatives

Total estimated annual CO2e savings in metric tonnes CO2e (only for rows marked *)Under investigation0

0

To be implemented*

00

Implementation commenced*

00

Implemented*

7

4033

Not to be implemented

0

0

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(C4.3b) Provide details on the initiatives implemented in the reporting year in the table below.
Initiative category & Initiative type
Energy efficiency in buildings

Lighting

Estimated annual CO2e savings (metric tonnes CO2e)97
Scope(s) or Scope 3 category(ies) where emissions savings occur
Scope 2 (market-based)
Voluntary/Mandatory
Voluntary
Annual monetary savings (unit currency – as specified in C0.4)
50000
Investment required (unit currency – as specified in C0.4)
70000
Payback period
1-3 years
Estimated lifetime of the initiative
3-5 years
Comment
Avaya installed LED lighting at multiple facilities.
Initiative category & Initiative typeCompany policy or behavioral change

Other, please specify (Corporate business travel policy)

Estimated annual CO2e savings (metric tonnes CO2e)
3936
Scope(s) or Scope 3 category(ies) where emissions savings occur
Scope 3 category 6: Business travel
Voluntary/Mandatory
Voluntary
Annual monetary savings (unit currency – as specified in C0.4)
2000000
Investment required (unit currency – as specified in C0.4)
0Payback period<1 year
Estimated lifetime of the initiative>30 years
Comment
Avaya maintains a strict policy to leverage our communication and collaboration solutions to maintain business travel discipline and avoid unnecessary business travel.

C4.3c(C4.3c) What methods do you use to drive investment in emissions reduction activities?
MethodComment

Compliance with regulatory
requirements/standards

As regulations expand around the world, they provide an effective driver to internal investments and decisions regarding emission reductions and efficiency measures.

Financial optimization
calculations

Although they require an initial investment, our energy efficiency initiatives realize cost savings in the long-run. Our strict travel policy does not require investment to implement, but
generates cost savings and carbon emission reductions by using our own technology to host engaging and efficient remote meetings.

C4.5(C4.5) Do you classify any of your existing goods and/or services as low-carbon products?
Yes

C4.5a

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(C4.5a) Provide details of your products and/or services that you classify as low-carbon products.
Level of aggregation
Group of products or services
Taxonomy used to classify product(s) or service(s) as low-carbon
Other, please specify (US Energy Star Certification)
Type of product(s) or service(s)Systems integration

Other, please specify (communication and collaboration equipment)

Description of product(s) or service(s)As a global leader in delivering superior communications experiences, Avaya provides the most complete portfolio of software and services for multi-touch contact centerand unified communications offered on premises, in the cloud, or a hybrid. Avaya’s software and services reduces the need for hardware, increases efficiency, and lowers
the total cost of ownership, which in turn avoids carbon emissions. In addition, Avaya’s collaboration technology, such as Avaya Spaces, can be leveraged to reduce travelemissions by migrating meetings from the physical to the digital realm. Both Avaya and its customers harness our solutions in order to avoid emissions and reduce ourenvironmental impact. As part of our strategic business plan, Avaya has invested in R&D to develop new and improved technologies that reduce electricity consumption, as
well as server virtualization that saves electricity and physical space. Avaya is focused on designing increasingly energy efficient products through its Design forEnvironment (DfE) program; currently our J189, J179, J169, J159, J139, and J129 VoIP phones are ENERGY STAR certified products listed on the ENERGY STAR
website. These products reduce energy consumption, increase efficiency, and avoid carbon emissions.
Have you estimated the avoided emissions of this low-carbon product(s) or service(s)NoMethodology used to calculate avoided emissions<Not Applicable>
Life cycle stage(s) covered for the low-carbon product(s) or services(s)<Not Applicable>
Functional unit used
<Not Applicable>
Reference product/service or baseline scenario used
<Not Applicable>
Life cycle stage(s) covered for the reference product/service or baseline scenario<Not Applicable>
Estimated avoided emissions (metric tons CO2e per functional unit) compared to reference product/service or baseline scenario<Not Applicable>
Explain your calculation of avoided emissions, including any assumptions<Not Applicable>
Revenue generated from low-carbon product(s) or service(s) as % of total revenue in the reporting year
3.6

C5. Emissions methodology

C5.1(C5.1) Is this your first year of reporting emissions data to CDP?
No

C5.1a
(C5.1a) Has your organization undergone any structural changes in the reporting year, or are any previous structural changes being accounted for in thisdisclosure of emissions data?
Row 1
Has there been a structural change?
No
Name of organization(s) acquired, divested from, or merged with<Not Applicable>
Details of structural change(s), including completion dates<Not Applicable>

C5.1b

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(C5.1b) Has your emissions accounting methodology, boundary, and/or reporting year definition changed in the reporting year?
Change(s) in methodology, boundary, and/or reporting
year definition?
Row Yes, a change in boundary1

Details of methodology, boundary, and/or reporting year definition change(s)Change in boundary: Avaya closed down several office locations in FY2021, which resulted in lower GHG emissions.. We do not have plans toreopen or replace these locations.

C5.1c(C5.1c) Have your organization’s base year emissions been recalculated as result of the changes or errors reported in C5.1a and C5.1b?
Base year recalculation
Row 1

Base year emissions recalculation policy, including significance threshold

Please selectC5.2(C5.2) Provide your base year and base year emissions.
Scope 1
Base year start
October 1 2019
Base year end
September 30 2020
Base year emissions (metric tons CO2e)
4516
Comment
Scope 2 (location-based)
Base year start
October 1 2019
Base year end
September 30 2020
Base year emissions (metric tons CO2e)
29483
Comment
Scope 2 (market-based)
Base year start
October 1 2019
Base year end
September 30 2020
Base year emissions (metric tons CO2e)
30803
Comment
Scope 3 category 1: Purchased goods and services
Base year start
October 1 2019
Base year end
September 30 2020
Base year emissions (metric tons CO2e)
94147
Comment
Scope 3 category 2: Capital goods
Base year start
October 1 2019
Base year end
September 30 2020
Base year emissions (metric tons CO2e)
98620
Comment

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Scope 3 category 3: Fuel-and-energy-related activities (not included in Scope 1 or 2)
Base year start
October 1 2019
Base year end
September 30 2020
Base year emissions (metric tons CO2e)
7929
Comment
Scope 3 category 4: Upstream transportation and distribution
Base year start
October 1 2019
Base year end
September 30 2020
Base year emissions (metric tons CO2e)
28176
Comment
Scope 3 category 5: Waste generated in operations
Base year start
October 1 2019
Base year end
September 30 2020
Base year emissions (metric tons CO2e)
149
Comment
Scope 3 category 6: Business travel
Base year start
October 1 2019
Base year end
September 30 2020
Base year emissions (metric tons CO2e)
4173
Comment
Scope 3 category 7: Employee commuting
Base year start
October 1 2019
Base year end
September 30 2020
Base year emissions (metric tons CO2e)
17098
Comment
Scope 3 category 8: Upstream leased assets
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Scope 3 category 9: Downstream transportation and distribution
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Scope 3 category 10: Processing of sold products
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment

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Scope 3 category 11: Use of sold products
Base year start
October 1 2019
Base year end
September 30 2020
Base year emissions (metric tons CO2e)590692
Comment
Scope 3 category 12: End of life treatment of sold products
Base year start
October 1 2019
Base year end
September 30 2020
Base year emissions (metric tons CO2e)12
Comment
Scope 3 category 13: Downstream leased assets
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Scope 3 category 14: Franchises
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Scope 3 category 15: Investments
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Scope 3: Other (upstream)
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Scope 3: Other (downstream)
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment

C5.3(C5.3) Select the name of the standard, protocol, or methodology you have used to collect activity data and calculate emissions.
IEA CO2 Emissions from Fuel Combustion
IPCC Guidelines for National Greenhouse Gas Inventories, 2006
The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition)
US EPA Emissions & Generation Resource Integrated Database (eGRID)

C6. Emissions data

C6.1
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(C6.1) What were your organization’s gross global Scope 1 emissions in metric tons CO2e?
Reporting year
Gross global Scope 1 emissions (metric tons CO2e)2543
Start date
October 1 2020
End date
September 30 2021
Comment
Past year 1
Gross global Scope 1 emissions (metric tons CO2e)
4516
Start date
October 1 2019
End date
September 30 2020
Comment

C6.2(C6.2) Describe your organization’s approach to reporting Scope 2 emissions.
Row 1​Scope 2, location-based​
We are reporting a Scope 2, location-based figure
Scope 2, market-based
We are reporting a Scope 2, market-based figure
Comment

C6.3(C6.3) What were your organization’s gross global Scope 2 emissions in metric tons CO2e?
Reporting year
Scope 2, location-based
23050
Scope 2, market-based (if applicable)
25949
Start date
October 1 2020
End date
September 30 2021
Comment
Past year 1
Scope 2, location-based
29483
Scope 2, market-based (if applicable)
30803
Start date
October 1 2019
End date
September 30 2020
Comment

C6.4(C6.4) Are there any sources (e.g. facilities, specific GHGs, activities, geographies, etc.) of Scope 1 and Scope 2 emissions that are within your selected reporting
boundary which are not included in your disclosure?
Yes

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C6.4a(C6.4a) Provide details of the sources of Scope 1 and Scope 2 emissions that are within your selected reporting boundary which are not included in yourdisclosure.
SourceFacilities smaller than 400 square feet
Relevance of Scope 1 emissions from this source
No emissions from this source
Relevance of location-based Scope 2 emissions from this source
Emissions are not relevant
Relevance of market-based Scope 2 emissions from this source (if applicable)
Emissions are not relevant
Explain why this source is excluded
Sites less than 400 square feet comprise about 0.2% of our real estate portfolio and have a negligible (<0.5%) impact on our carbon footprint.
Estimated percentage of total Scope 1+2 emissions this excluded source represents
1
Explain how you estimated the percentage of emissions this excluded source represents
We estimated purchased electricity emissions from these sources based on average kWh per square foot and found these emissions to be less than 1%.

C6.5(C6.5) Account for your organization’s gross global Scope 3 emissions, disclosing and explaining any exclusions.
Purchased goods and services
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
94147
Emissions calculation methodology
Spend-based method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Methodology used is in line with GHG Protocol's Corporate Value Chain (Scope 3) Standard. We calculate emissions of purchased goods and services that are particularlymaterial to the Company's footprint or relevant to our core business, our customers, or our employees. A combination of spend data and economic input-output (IO) tablesfrom the EPA Supply Chain Greenhouse Gas Emission Factors for US Industries and Commodities (2020) are used to estimate emissions.
Capital goods
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
98620
Emissions calculation methodology
Spend-based method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Methodology used is in line with GHG Protocol's Corporate Value Chain (Scope 3) Standard. We calculate emissions of purchased goods and services that are particularlymaterial to the Company's footprint or relevant to our core business, our customers, or our employees. A combination of spend data and economic input-output (IO) tablesfrom the EPA Supply Chain Greenhouse Gas Emission Factors for US Industries and Commodities (2020) are used to estimate emissions.

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Fuel-and-energy-related activities (not included in Scope 1 or 2)
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
7929
Emissions calculation methodology
Fuel-based method
Site-specific method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Methodology used is in line with GHG Protocol's Corporate Value Chain (Scope 3) Standard. Upstream emissions from purchased fuels, electricity, steam and hot andchilled water, include generation and T&D emissions, and any other losses in this category. Emissions associated with losses were calculated for the US and othercountries by multiplying the energy use by type by the corresponding emission factors from UK Defra 2020 Guidelines for GHG Reporting. All GWPs are from the IPCC
Fifth Assessment Report (GWP for CH4 = 28, GWP for N2O = 265).
Upstream transportation and distribution
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
28176
Emissions calculation methodology
Spend-based method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Methodology used is in line with GHG Protocol's Corporate Value Chain (Scope 3) Standard. Emissions from Upstream Transportation and Distribution are the result of thetransportation and distribution of products purchased by Avaya from their suppliers. Emissions from Upstream Transportation and Distribution data were calculated through
EEIO spend analysis due to data gaps in the products shipped. Spend was then grouped by transportation mode (AIR, OCEAN, GROUND, etc.) and the appropriate EEIO
factor was multiplied by the spend of each mode to calculate total emissions. All Avaya transportation is classified as Upstream Transportation and Distribution since Avaya
pays for the transportation upfront.
Waste generated in operations
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
149
Emissions calculation methodology
Waste-type-specific method
Site-specific method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
5
Please explain
Methodology used is in line with GHG Protocol's Corporate Value Chain (Scope 3) Standard. Upstream emissions from waste generated in operations were calculated
based on limited waste consumption data available for different waste stream (recycling, composting, incineration). The total waste consumption was then estimated using
average values and extrapolated to all Avaya locations based on headcount per country. Emission factors derived from the EPA WARM tool (2020) were used to estimate
the waste emissions. WARM factors were adapted to be aligned with the GHG protocol technical guidance for calculating scope 3 emission.
Business travel
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
237
Emissions calculation methodology
Fuel-based method
Distance-based method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
100
Please explain
Methodology used is in line with GHG Protocol's Corporate Value Chain (Scope 3) Standard. We used data provided by our vendor partners to estimate business travelemissions associated with air travel and car rental. Travel data was multiplied by the corresponding emissions factors for each travel type to estimate emissions of businesstravel. We applied radiative forcing factor to our air travel emissions.

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Employee commuting
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
17098
Emissions calculation methodology
Fuel-based method
Distance-based method
Site-specific method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Methodology used is in line with GHG Protocol's Corporate Value Chain (Scope 3) Standard. To calculate emissions of employee commuting, we use headcount data, workdays in the current reporting year by country, national commuting statistics, and emission factors for corresponding community methods. Remote work emissions areincluded in this category to account for the high percentage of remote workforce in this reporting year. Remote work emissions are estimated by using the methodology
authored by Anthesis, which uses employee headcount data, residential electricity and natural gas energy intensity by country published by IEA, and the incremental
percent of energy use associated with employees working from home.
Upstream leased assets
Evaluation status
Not relevant, explanation provided
Emissions in reporting year (metric tons CO2e)<Not Applicable>
Emissions calculation methodology<Not Applicable>
Percentage of emissions calculated using data obtained from suppliers or value chain partners<Not Applicable>
Please explain
Avaya does not have upstream leased assets.
Downstream transportation and distribution
Evaluation status
Not relevant, explanation provided
Emissions in reporting year (metric tons CO2e)<Not Applicable>
Emissions calculation methodology<Not Applicable>
Percentage of emissions calculated using data obtained from suppliers or value chain partners<Not Applicable>
Please explain
Avaya does not have downstream transportation (services are cloud based).
Processing of sold products
Evaluation status
Not relevant, explanation provided
Emissions in reporting year (metric tons CO2e)<Not Applicable>
Emissions calculation methodology<Not Applicable>
Percentage of emissions calculated using data obtained from suppliers or value chain partners<Not Applicable>
Please explain
Avaya's products and services are end products and therefore not processed by any of our customers.

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Use of sold products
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)590692Emissions calculation methodology
Methodology for direct use phase emissions, please specify (Calculations based on lifetime emissions of products based on energy consumption)
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Methodology used is in line with GHG Protocol's Corporate Value Chain (Scope 3) Standard. To calculate emissions for the use of sold products, the lifetime emissions of
the Avaya products sold in the reporting year were used in estimating the direct use emissions from active energy consumption by the products sold. Data on productenergy rating, annual usage, and product lifetime were gathered by the products team. Where gaps exist, average values are extrapolated to develop reasonableestimation for all product models with missing data. Country or region-specific average IEA emission factor are then used to calculate the associated use phase emissions.
End of life treatment of sold products
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
12
Emissions calculation methodology
Average product method
Waste-type-specific method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Methodology used is in line with GHG Protocol's Corporate Value Chain (Scope 3) Standard. To calculate emissions of end-of-life treatment of sold products, we apply the
total weight of goods sold, the primary composition of materials in the goods sold, an assumption on the proportion of goods by weight that are landfilled and recycled. The
emission factors are referenced from the US EPA Waste Reduction Model (WARM) Tool (2020).
Downstream leased assets
Evaluation status
Not relevant, explanation provided
Emissions in reporting year (metric tons CO2e)<Not Applicable>
Emissions calculation methodology<Not Applicable>
Percentage of emissions calculated using data obtained from suppliers or value chain partners<Not Applicable>
Please explain
Avaya does not have downstream leased assets.
Franchises
Evaluation status
Not relevant, explanation provided
Emissions in reporting year (metric tons CO2e)<Not Applicable>
Emissions calculation methodology<Not Applicable>
Percentage of emissions calculated using data obtained from suppliers or value chain partners<Not Applicable>
Please explain
Avaya does not have franchises.
Investments
Evaluation status
Not relevant, explanation provided
Emissions in reporting year (metric tons CO2e)<Not Applicable>
Emissions calculation methodology<Not Applicable>
Percentage of emissions calculated using data obtained from suppliers or value chain partners<Not Applicable>
Please explain
Avaya does not have significant investments (e.g., joint ventures).

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Other (upstream)
Evaluation status
Emissions in reporting year (metric tons CO2e)<Not Applicable>
Emissions calculation methodology<Not Applicable>
Percentage of emissions calculated using data obtained from suppliers or value chain partners<Not Applicable>
Please explain
Other (downstream)
Evaluation status
Emissions in reporting year (metric tons CO2e)<Not Applicable>
Emissions calculation methodology<Not Applicable>
Percentage of emissions calculated using data obtained from suppliers or value chain partners<Not Applicable>
Please explain

C6.5a(C6.5a) Disclose or restate your Scope 3 emissions data for previous years.

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Past year 1
Start date
October 1 2019
End date
September 30 2020
Scope 3: Purchased goods and services (metric tons CO2e)
94147
Scope 3: Capital goods (metric tons CO2e)
98620
Scope 3: Fuel and energy-related activities (not included in Scopes 1 or 2) (metric tons CO2e)7929
Scope 3: Upstream transportation and distribution (metric tons CO2e)
28176
Scope 3: Waste generated in operations (metric tons CO2e)149
Scope 3: Business travel (metric tons CO2e)
4173
Scope 3: Employee commuting (metric tons CO2e)
17098
Scope 3: Upstream leased assets (metric tons CO2e)
Scope 3: Downstream transportation and distribution (metric tons CO2e)
Scope 3: Processing of sold products (metric tons CO2e)0
Scope 3: Use of sold products (metric tons CO2e)590693
Scope 3: End of life treatment of sold products (metric tons CO2e)
12
Scope 3: Downstream leased assets (metric tons CO2e)0
Scope 3: Franchises (metric tons CO2e)0
Scope 3: Investments (metric tons CO2e)0
Scope 3: Other (upstream) (metric tons CO2e)0
Scope 3: Other (downstream) (metric tons CO2e)0
Comment

C6.7(C6.7) Are carbon dioxide emissions from biogenic carbon relevant to your organization?
No

C6.10

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(C6.10) Describe your gross global combined Scope 1 and 2 emissions for the reporting year in metric tons CO2e per unit currency total revenue and provide any
additional intensity metrics that are appropriate to your business operations.
Intensity figure
0.00029
Metric numerator (Gross global combined Scope 1 and 2 emissions, metric tons CO2e)
864122
Metric denominator
unit total revenue
Metric denominator: Unit total
2973000000
Scope 2 figure used
Market-based% change from previous year
0.33
Direction of change
Decreased
Reason for change
The slight decrease is due to a decrease in absolute combined Scope 1 and 2 emissions plus an increase in revenue.

C7. Emissions breakdowns

C7.1(C7.1) Does your organization break down its Scope 1 emissions by greenhouse gas type?
No

C7.2(C7.2) Break down your total gross global Scope 1 emissions by country/region.
Country/Region

Scope 1 emissions (metric tons CO2e)

North America

660

Europe, Middle East and Africa (EMEA)

1850

Asia Pacific (or JAPA)

33

Central America

0

C7.3(C7.3) Indicate which gross global Scope 1 emissions breakdowns you are able to provide.
By activity

C7.3c(C7.3c) Break down your total gross global Scope 1 emissions by business activity.
Activity

Scope 1 emissions (metric tons CO2e)

Stationary diesel

142

Stationary natural gas

33

Avaya fleet

2368

C7.5

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(C7.5) Break down your total gross global Scope 2 emissions by country/region.
Country/Region

Scope 2, location-based (metric tons CO2e)

Scope 2, market-based (metric tons CO2e)

North America

10199

10704

Europe, Middle East and Africa (EMEA)

4624

7018

Asia Pacific (or JAPA)

7877

7877

Central America

350

350

C7.6
(C7.6) Indicate which gross global Scope 2 emissions breakdowns you are able to provide.
By activity

C7.6c(C7.6c) Break down your total gross global Scope 2 emissions by business activity.
Activity

Scope 2, location-based (metric tons CO2e)

Scope 2, market-based (metric tons CO2e)

Avaya facilities (purchased electricity)

13956

16222

Avaya facilities (estimated electricity)

3309

3639

Avaya facilities (estimated heating)

2093

2093

Data centers (purchased electricity)

3692

3995

C7.9
(C7.9) How do your gross global emissions (Scope 1 and 2 combined) for the reporting year compare to those of the previous reporting year?
Decreased

C7.9a

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(C7.9a) Identify the reasons for any change in your gross global emissions (Scope 1 and 2 combined), and for each of them specify how your emissions compare
to the previous year.
Change inemissions(metric tons
CO2e)Change inrenewableenergyconsumption
Other
emissions
reduction
activities

Direction Emissions
Please explain calculationof change value(percentage)<Not
Applicable>

4033

Decreased 11

Divestment<Not
Applicable>

Acquisitions<Not
Applicable>

Mergers<Not
Applicable>

Change in
output<Not
Applicable>

Change inmethodology<Not
Applicable>

Change inboundary

2794

Decreased 8

Change inphysicaloperatingconditions<Not
Applicable>

Unidentified<Not
Applicable
>

Other

<Not
Applicable>

Due to ‘other emissions reduction activities’ implemented during the year, despite an increase in revenue, emissions have not grown as high as could be
expected. Last year 4,033 metric tons of CO2e were reduced by our emissions reduction projects, and our total Scope 1 and Scope 2 emissions in theprevious year were 35,319 mt CO 2e, therefore we arrived at -11% through (-4033/35319) * 100= -11% (i.e. an 11% decrease in emissions).

Due to ‘changes in boundary’ - closing office locations due to work from home during and post pandemic - emissions have decreased. Last year, 2,794
metric tons of CO2e were reduced by closing down office locations, and our total Scope 1 and Scope 2 emissions in the previous year were 35,319 mt CO
2e, therefore we arrived at -8% through (-2794/35319) * 100= -8% (i.e. an 8% decrease in emissions).

C7.9b(C7.9b) Are your emissions performance calculations in C7.9 and C7.9a based on a location-based Scope 2 emissions figure or a market-based Scope 2
emissions figure?
Market-based

C8. Energy

C8.1(C8.1) What percentage of your total operational spend in the reporting year was on energy?
More than 0% but less than or equal to 5%

C8.2(C8.2) Select which energy-related activities your organization has undertaken.
Indicate whether your organization undertook this energy-related activity in the reporting year
Consumption of fuel (excluding feedstocks)

Yes

Consumption of purchased or acquired electricity

Yes

Consumption of purchased or acquired heat

No

Consumption of purchased or acquired steamNo

Consumption of purchased or acquired cooling

No

Generation of electricity, heat, steam, or cooling

No

C8.2a
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(C8.2a) Report your organization’s energy consumption totals (excluding feedstocks) in MWh.
Heating value

MWh from renewable sources MWh from non-renewable sources Total (renewable and non-renewable) MWh

Consumption of fuel (excluding feedstock)

Unable to confirm heating value 0

22149

22149

Consumption of purchased or acquired electricity<Not Applicable>

0

46466

46466

Consumption of purchased or acquired heat

<Not Applicable><Not Applicable><Not Applicable><Not Applicable>

Consumption of purchased or acquired steam<Not Applicable><Not Applicable><Not Applicable><Not Applicable>

Consumption of purchased or acquired cooling<Not Applicable><Not Applicable><Not Applicable><Not Applicable>

Consumption of self-generated non-fuel renewable energy <Not Applicable><Not Applicable><Not Applicable><Not Applicable>

Total energy consumption

0

68615

68615

<Not Applicable>

C8.2b
(C8.2b) Select the applications of your organization’s consumption of fuel.
Indicate whether your organization undertakes this fuel application
Consumption of fuel for the generation of electricity

Yes

Consumption of fuel for the generation of heat

Yes

Consumption of fuel for the generation of steamNo

Consumption of fuel for the generation of coolingNo

Consumption of fuel for co-generation or tri-generation

No

C8.2c
(C8.2c) State how much fuel in MWh your organization has consumed (excluding feedstocks) by fuel type.
Sustainable biomass
Heating value
Unable to confirm heating value
Total fuel MWh consumed by the organization0
MWh fuel consumed for self-generation of electricity0
MWh fuel consumed for self-generation of heat0
MWh fuel consumed for self-generation of steam<Not Applicable>
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration<Not Applicable>
Comment
Avaya does not consume sustainable biomass.
Other biomass
Heating value
Unable to confirm heating value
Total fuel MWh consumed by the organization0
MWh fuel consumed for self-generation of electricity0
MWh fuel consumed for self-generation of heat0
MWh fuel consumed for self-generation of steam<Not Applicable>
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration<Not Applicable>
Comment
Avaya does not consume other biomass.

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Other renewable fuels (e.g. renewable hydrogen)Heating value
Unable to confirm heating value
Total fuel MWh consumed by the organization0
MWh fuel consumed for self-generation of electricity0
MWh fuel consumed for self-generation of heat0
MWh fuel consumed for self-generation of steam<Not Applicable>
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration<Not Applicable>
Comment
Avaya does not consume other renewable fuels.
Coal
Heating value
Unable to confirm heating value
Total fuel MWh consumed by the organization0
MWh fuel consumed for self-generation of electricity0
MWh fuel consumed for self-generation of heat0
MWh fuel consumed for self-generation of steam<Not Applicable>
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration<Not Applicable>
Comment
Avaya does not consume coal.
Oil
Heating value
Unable to confirm heating value
Total fuel MWh consumed by the organization
10418
MWh fuel consumed for self-generation of electricity0
MWh fuel consumed for self-generation of heat
10418
MWh fuel consumed for self-generation of steam<Not Applicable>
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration<Not Applicable>
Comment
Oil (gasoline and diesel) is consumed in trucks and fleet vehicles. Per CDP guidance, this amount is entered in the cell for consumption for the self-generation of heat.

CDP

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Gas
Heating value
Unable to confirm heating value
Total fuel MWh consumed by the organization
11731
MWh fuel consumed for self-generation of electricity0
MWh fuel consumed for self-generation of heat
11731
MWh fuel consumed for self-generation of steam<Not Applicable>
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration<Not Applicable>
Comment
natural gas for heating.
Other non-renewable fuels (e.g. non-renewable hydrogen)Heating value
Unable to confirm heating value
Total fuel MWh consumed by the organization0
MWh fuel consumed for self-generation of electricity0
MWh fuel consumed for self-generation of heat0
MWh fuel consumed for self-generation of steam<Not Applicable>
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration<Not Applicable>
Comment
Avaya does not consume other non-renewable fuels.
Total fuelHeating value
Unable to confirm heating value
Total fuel MWh consumed by the organization
22149
MWh fuel consumed for self-generation of electricity0
MWh fuel consumed for self-generation of heat
22149
MWh fuel consumed for self-generation of steam<Not Applicable>
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration<Not Applicable>
Comment

C8.2e

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(C8.2e) Provide details on the electricity, heat, steam, and/or cooling amounts that were accounted for at a zero or near-zero emission factor in the market-based
Scope 2 figure reported in C6.3.
Sourcing method
None (no active purchases of low-carbon electricity, heat, steam or cooling)
Energy carrier<Not Applicable>
Low-carbon technology type
<Not Applicable>
Country/area of low-carbon energy consumption<Not Applicable>
Tracking instrument used
<Not Applicable>
Low-carbon energy consumed via selected sourcing method in the reporting year (MWh)<Not Applicable>
Country/area of origin (generation) of the low-carbon energy or energy attribute<Not Applicable>
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)<Not Applicable>
Comment

C8.2g(C8.2g) Provide a breakdown of your non-fuel energy consumption by country.
Country/area
United States of America
Consumption of electricity (MWh)19036
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
19036
Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
Germany
Consumption of electricity (MWh)2554
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]2554
Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
India
Consumption of electricity (MWh)7601
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
7601
Is this consumption excluded from your RE100 commitment?
<Not Applicable>

C9. Additional metrics

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C9.1(C9.1) Provide any additional climate-related metrics relevant to your business.

C10. Verification

C10.1(C10.1) Indicate the verification/assurance status that applies to your reported emissions.
Verification/assurance status
Scope 1No third-party verification or assurance

Scope 2 (location-based or market-based)

No third-party verification or assurance

Scope 3No third-party verification or assurance

C10.2(C10.2) Do you verify any climate-related information reported in your CDP disclosure other than the emissions figures reported in C6.1, C6.3, and C6.5?
No, but we are actively considering verifying within the next two years

C11. Carbon pricing

C11.1(C11.1) Are any of your operations or activities regulated by a carbon pricing system (i.e. ETS, Cap & Trade or Carbon Tax)?
No, but we anticipate being regulated in the next three years

C11.1d(C11.1d) What is your strategy for complying with the systems you are regulated by or anticipate being regulated by?
Avaya does business in approximately 190 countries around the world, so we anticipate being regulated by a carbon pricing system in the next three years. Avaya’s Law
Team monitors, reviews, and provides legal advice on current and emerging laws and regulations that are applicable to our business. In addition, the Director, ESG &Philanthropy has engaged consultants to monitor relevant ESG laws and regulations. If Avaya must comply with a carbon pricing system in the next three years, Avaya’s
Director, ESG & Philanthropy will work with the Law Team to ensure compliance and inform relevant business divisions, including finance and operations, about the regulatory
requirements.

C11.2(C11.2) Has your organization originated or purchased any project-based carbon credits within the reporting period?
No

C11.3
(C11.3) Does your organization use an internal price on carbon?
No, and we do not currently anticipate doing so in the next two years

C12. Engagement

C12.1

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(C12.1) Do you engage with your value chain on climate-related issues?
Yes, other partners in the value chain

C12.1d(C12.1d) Give details of your climate-related engagement strategy with other partners in the value chain.
Avaya’s stock trades publicly on the NYSE under the symbol AVYA. The Company also has high yield debt, convertible securities, and warrants that trade publicly. As such,the Board and Executive Leadership team at the Company are committed to providing those investors with access to duly disclosed information and perspective that isrelevant for investors as they make decisions to buy or sell Avaya’s equity and debt securities. This is achieved through the Company’s investor relations department. Avaya
conducts proactive outreach to our investor community regularly throughout the year. In addition, ahead of our stockholder meeting, we conduct outreach focused on the
Company's top 25 stockholders, those who own 70-75% of the outstanding shares. Since emerging from bankruptcy in 2017, we have elevated and expanded our investor
outreach program, which now includes ESG-related discussions, including but not limited to climate change. Throughout FY2021, we participated in hundreds of investor
meetings each quarter, including regular quarterly dialogue with our top 30 stockholders.

Avaya engages with our employees around sustainability throughout the year. For example, Avaya organized various activities for employees to celebrate Earth Day andawarded prizes to selected winners. Additionally, Avaya sent employees educational articles about environmental issues, such as pollution, restoration, and managing ourcarbon footprint. Avaya hosted our annual Month of Giving, a spirited campaign that brings together Avaya employees, suppliers, and partners to support nonprofit
organizations around the globe. Many of the activities that employees lead and organize are environmental-focused, including beach cleanups, planting trees, andvolunteering with environmental organizations.

C12.2(C12.2) Do your suppliers have to meet climate-related requirements as part of your organization’s purchasing process?
No, but we plan to introduce climate-related requirements within the next two years

C12.3(C12.3) Does your organization engage in activities that could either directly or indirectly influence policy, law, or regulation that may impact the climate?
Row 1
Direct or indirect engagement that could influence policy, law, or regulation that may impact the climate
No
Does your organization have a public commitment or position statement to conduct your engagement activities in line with the goals of the Paris Agreement?
<Not Applicable>
Attach commitment or position statement(s)<Not Applicable>
Describe the process(es) your organization has in place to ensure that your engagement activities are consistent with your overall climate change strategy
Not applicable. We do not engage with policy makers or trade associations on climate-related issues.
Primary reason for not engaging in activities that could directly or indirectly influence policy, law, or regulation that may impact the climate
Important but not an immediate priority
Explain why your organization does not engage in activities that could directly or indirectly influence policy, law, or regulation that may impact the climate
Avaya is not in a sector that has significant emissions and does not have scale to influence climate-related policies or regulations. We do still actively assess climaterelated risks and we have programs and in place to reduce emissions. We are also developing new emission reduction targets.

C12.4(C12.4) Have you published information about your organization’s response to climate change and GHG emissions performance for this reporting year in places
other than in your CDP response? If so, please attach the publication(s).
Publication
In voluntary sustainability report
StatusComplete
Attach the document
2021 Corporate Responsibility Report.pdf
Page/Section reference
Page 27: GHG emissions data, information on setting a science-based target (strategy)
Content elements
Strategy
Emissions figures
Comment

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C15. Biodiversity

C15.1(C15.1) Is there board-level oversight and/or executive management-level responsibility for biodiversity-related issues within your organization?

Row
1

Board-level oversight and/or executive management-level responsibility for biodiversity-related
issuesDescription of oversight and objectives relating tobiodiversity

Scope of board-level
oversight

No, and we do not plan to have both within the next two years<Not Applicable><Not Applicable>

C15.2(C15.2) Has your organization made a public commitment and/or endorsed any initiatives related to biodiversity?
Indicate whether your organization made a public commitment or endorsed any initiatives related to biodiversity
Row 1 No, and we do not plan to do so within the next 2 years

Biodiversity-related public commitments

Initiatives endorsed<Not Applicable><Not Applicable>

C15.3(C15.3) Does your organization assess the impact of its value chain on biodiversity?

Row 1

Does your organization assess the impact of its value chain on biodiversity?

Portfolio

No, and we do not plan to assess biodiversity-related impacts within the next two years<Not Applicable>

C15.4(C15.4) What actions has your organization taken in the reporting year to progress your biodiversity-related commitments?
Have you taken any actions in the reporting period to progress your biodiversity-related commitments?
Row 1 No, and we do not plan to undertake any biodiversity-related actions

Type of action taken to progress biodiversity- related commitments<Not Applicable>

C15.5(C15.5) Does your organization use biodiversity indicators to monitor performance across its activities?

Row 1

Does your organization use indicators to monitor biodiversity performance?

Indicators used to monitor biodiversity performance

No

Please select

C15.6(C15.6) Have you published information about your organization’s response to biodiversity-related issues for this reporting year in places other than in your CDP
response? If so, please attach the publication(s).
Report typeContent elements

Attach the document and indicate where in the document the relevant biodiversity information is locatedNo publications<Not Applicable><Not Applicable>

C16. Signoff

C-FI(C-FI) Use this field to provide any additional information or context that you feel is relevant to your organization's response. Please note that this field is optional
and is not scored.

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C16.1(C16.1) Provide details for the person that has signed off (approved) your CDP climate change response.

Row 1

Job title

Corresponding job category

Chief Administrative Officer

Chief Operating Officer (COO)

SC. Supply chain module

SC0.0(SC0.0) If you would like to do so, please provide a separate introduction to this module.

SC0.1(SC0.1) What is your company’s annual revenue for the stated reporting period?
Annual Revenue
Row 12973000000

SC1.1(SC1.1) Allocate your emissions to your customers listed below according to the goods or services you have sold them in this reporting period.
Requesting member
Please select
Scope of emissions
Please selectAllocation level
Please selectAllocation level detail<Not Applicable>
Emissions in metric tonnes of CO2e
Uncertainty (±%)
Major sources of emissions
Verified
Please selectAllocation method
Please selectMarket value or quantity of goods/services supplied to the requesting member
Unit for market value or quantity of goods/services supplied
Please selectPlease explain how you have identified the GHG source, including major limitations to this process and assumptions made

SC1.2
(SC1.2) Where published information has been used in completing SC1.1, please provide a reference(s).

SC1.3(SC1.3) What are the challenges in allocating emissions to different customers, and what would help you to overcome these challenges?

CDP

Allocation challenges

Please explain what would help you overcome these challenges

Diversity of product lines makes
accurately accounting for eachproduct/product line cost ineffective

Because our product lines are diverse, complex and continuously evolving, it is difficult to categorize groups of products and quantify their associated carbon emissions. In
addition, the Avaya EHS/CSR team has been unable to obtain detailed data on the list of products/product lines used for each customer. For future reporting cycles, Avaya will
work internally to obtain the necessary data and reports in order to improve the accuracy of our emission allocations.

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Allocation challenges

Please explain what would help you overcome these challenges

SC1.4(SC1.4) Do you plan to develop your capabilities to allocate emissions to your customers in the future?
Yes

SC1.4a(SC1.4a) Describe how you plan to develop your capabilities.
Avaya EHS/CSR will work internally with the sales and product team to try to obtain the data needed to improve the accuracy of our Scope 1 and Scope 2 emission
allocations. Additionally, we are working on our capabilities to allocate Scope 3 emissions to our customers in addition to Scope 1 and Scope 2.

SC2.1(SC2.1) Please propose any mutually beneficial climate-related projects you could collaborate on with specific CDP Supply Chain members.

SC2.2(SC2.2) Have requests or initiatives by CDP Supply Chain members prompted your organization to take organizational-level emissions reduction initiatives?
No

SC4.1
(SC4.1) Are you providing product level data for your organization’s goods or services?
No, I am not providing data

Submit your response
In which language are you submitting your response?
EnglishPlease confirm how your response should be handled by CDP

Please select your submission options

I understand that my response will be shared with all requesting stakeholders

Response permission

Yes

PublicPlease confirm below
I have read and accept the applicable Terms

CDP

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