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Tami, welcome,

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and thank you for agreeing to talk with us today

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about your experiences with COVID at Verizon.

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Of course.

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Thank you so much for the opportunity.

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I just want to get started and talk a little bit about

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how Verizon has managed

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through this crisis overall

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and how it's gone for you from

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an overall business perspective.

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What are the highlights that you'd point out?

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We start first with, how do we protect the 135,000

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of Verizon employees that are represented around the world?

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And that was the common framing and infrastructure

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that we had at Verizon was to say,

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"Our employees' safety has to be first and foremost."

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But it was followed very quickly thereafter

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by the responsibility, the acknowledgement

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that our core connectivity, and so many of the other

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services that we provide, are essential to our customers

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and that as we thought about how we manage this crisis,

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recognizing the responsibility to shareholders.

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But also to a fourth stakeholder

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we've spent a lot of time at Verizon

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talking about over the last year,

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and that is society at large.

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How was it that you were able to move so quickly

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on so many different fronts during the crisis?

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There's a line in our credo that says we run to a crisis,

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and we have practiced that year, after year, after year,

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whether it's hurricanes or wildfires.

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This was a different crisis.

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This was a health crisis,

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and the way that the entire organization rallied to say,

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"We have a single priority,

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which is employee safety above all else."

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We knew that we had that responsibility,

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and I think our ability to galvanize and say,

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"It's all hands on deck around protecting the health

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and well-being of our employees"

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gave us the ability to say,

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"Do whatever is required to make sure that we deliver on

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that as the first priority,"

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because we knew that if we could do that,

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we then would have the assets with which

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to serve our customers.

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We, as the senior leadership team,

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had daily briefings where we were all plugged in

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and engaged in a way that said,

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"How do we have a common framework,

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and then how do we have really good communication?"

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We had a noon broadcast, five days a week,

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that went out to the world

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that talked about what we were doing

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and what actions we were taking,

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and I think that was super important as well.

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So everybody had the same information,

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everybody had the same objective and goal,

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and speed was essential.

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What about your customers?

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What were some of the challenges you faced

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in supporting and serving your customers

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as the crisis unfolded?

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How could we be the partner of choice

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to make sure they had the bandwidth capability,

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they had VPN capability,

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they had call center capability?

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Because so many businesses went from

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a retail front-door presence, to having

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to have a call center functionality

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and expanded capability,

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and so really being there to help provide

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their business continuity, disaster recovery acceleration.

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You know, it's interesting in small

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and medium businesses, are

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small and medium businesses greater than 50%

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when they closed that front door,

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they did not have a digital front door.

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So their business was essentially completely shut,

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and we've done a lot of work for small businesses.

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I'm really proud of the work that we've done here to say,

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"How do we show up on behalf of giving them

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the tools that are required to be successful?"

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Are there any other things you want to highlight

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in terms of how you've engaged either with the public

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or the social sector, in terms of the impact you're having

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in communities or society as a whole?

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We go into schools; we go into communities;

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we provide teachers and students with technology

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to be able to learn electronically;

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we teach teachers how to use curriculum

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that is delivered via video and platforming capability;

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and it's a game-changer.

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And part of doing that is, we're delivering it now on 5G

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and with the BlueJeans platforming capabilities.

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As you reflect back on the successes that you've had,

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which are the lessons that you've learned

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through this crisis and some of the successes

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that you will want to take forward as part

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of your overall strategy or how you operate?

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What I think we will carry into a post-COVID environment,

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is the expectation that we can do things

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faster than we could have ever imagined.

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We proved that anything was possible

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and that everything we do needs to be balanced

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on who we're serving across all four of our stakeholders.

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Customers have always been important;

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employees are core to everything we do;

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shareholders are why we do what we do;

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but at the end of the day, bringing society in

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and making sure that as a corporation,

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we have accountability for doing what's right

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for our business,

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doing what's right for our employees,

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and doing what's right on behalf of society is so important.

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What are the key questions that you and the team

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are trying to answer

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in terms of the path forward for Verizon?

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There's a couple that, for me, really stand out.

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One is healthcare.

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I will never sit in a doctor's office sick again,

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nor will you,

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because 70%, 80% of visits are now being done

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via video platforms.

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Think about building the capability that's in,

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that biometrics that you can easily use,

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and it changes the availability of healthcare for everyone,

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and I think that is a game-changer.

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Tami,

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thanks again for speaking with us today,

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we really appreciate it.

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Of course.

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Thanks so much for the opportunity to tell our story.