Quarterly Investor Update June 11, 2020 Exhibit 99.1
Safe Harbor StatementForward-looking Language This presentation contains "forward-looking statements,"
related to future events. Forward-looking statements address Frontier’s expected future business, financial performance, and financial condition, and contain words such as "expect," "anticipate," "intend," "plan," "believe," "seek," "see,"
"may," "will," "would," or "target." Forward-looking statements by their nature address matters that are, to different degrees, uncertain. For Frontier, particular uncertainties that could cause actual results to be materially different than
those expressed in such forward-looking statements include: our ability to continue as a going concern; our ability to successfully consummate a financial restructuring of our existing debt, existing equity interests, and certain other
obligations (the Restructuring), and emerge from cases commenced under chapter 11 (the Chapter 11 Cases) of the United States Bankruptcy Code, including by satisfying the conditions and milestones in the restructuring support agreement; our
ability to improve our liquidity and long-term capital structure and to address our debt service obligations through the Restructuring and the potential adverse effects of the Chapter 11 Cases on our liquidity and results of operations; our
ability to maintain relationships with suppliers, customers, employees and other third parties as a result of the Restructuring and the Chapter 11 Cases; the effects of the Restructuring and the Chapter 11 Cases on the Company and the interests
of various constituents; risks and uncertainties associated with the Restructuring, including our ability to receive approvals for debtor-in-possession financing, obtain confirmation of the Plan under the Chapter 11 Cases and successfully
consummate the Restructuring; our ability to comply with the restrictions expected to be imposed by covenants in debtor-in-possession and exit financing; the length of time that the Company will operate under Chapter 11 protection and the
continued availability of operating capital during the pendency of the Chapter 11 Cases; risks associated with third party motions in the Chapter 11 Cases, which may interfere with the Company’s ability to consummate the Restructuring;
increased administrative and legal costs related to the Chapter 11 process; declines in revenue from our voice services, switched and nonswitched access and video and data services that we cannot stabilize or offset with increases in revenue
from other products and services; our ability to successfully implement strategic initiatives, including opportunities to enhance revenue and realize productivity improvements; our ability to effectively manage our operations, operating
expenses, capital expenditures, debt service requirement and cash paid for income taxes and liquidity; competition from cable, wireless and wireline carriers, satellite, and OTT companies, and the risk that we will not respond on a timely or
profitable basis; our ability to successfully adjust to changes in the communications industry, including the effects of technological changes and competition on our capital expenditures, products and service offerings; risks related to
disruption in our networks, infrastructure and information technology that result in customer loss and/or incurrence of additional expenses; the impact of potential information technology or data security breaches or other cyber-attacks or
other disruptions; our ability to retain or attract new customers and to maintain relationships with customers, employees or suppliers; our ability to secure, continue to use or renew intellectual property and other licenses used in our
business; our ability to hire or retain key personnel; our ability to dispose of certain assets or asset groups on terms that are attractive to us, or at all; the effects of changes in the availability of federal and state universal service
funding or other subsidies to us and our competitors and our ability to obtain future subsidies, including participation in the proposed RDOF program; our ability to meet our CAF II obligations and the risk of penalties or obligations to return
certain CAF II funds; our ability to defend against litigation and potentially unfavorable results from current pending and future litigation; our ability to comply with applicable federal and state consumer protection requirements; the effects
of state regulatory requirements that could limit our ability to transfer cash among our subsidiaries or dividend funds up to the parent company; the effects of governmental legislation and regulation on our business, including costs,
disruptions, possible limitations on operating flexibility and changes to the competitive landscape resulting from such legislation or regulation; the impact of regulatory, investigative and legal proceedings and legal compliance risks;
government infrastructure projects (such as highway construction) that impact our capital expenditures; continued reductions in switched access revenues as a result of regulation, competition or technology substitutions; our ability to
effectively manage service quality in the states in which we operate and meet mandated service quality metrics; the effects of changes in income tax rates, tax laws, regulations or rulings, or federal or state tax assessments, including the
risk that such changes may benefit our competitors more than us, as well as potential future decreases in the value of our deferred tax assets; the effects of changes in accounting policies or practices, including potential future impairment
charges with respect to our intangible assets or additional losses on assets held for sale; the effects of increased medical expenses and pension and postemployment expenses; our ability to successfully renegotiate union contracts; changes in
pension plan assumptions, interest rates, discount rates, regulatory rules and/or the value of our pension plan assets, which could require us to make increased contributions to the pension plan in 2020 and beyond; the effects of weak economic
conditions and market disruptions, including the impact of the ongoing COVID-19 pandemic; risks arising from the delisting of our common stock from the Nasdaq Global Select Market; and the risks and other factors contained in Frontier’s filings
with the U.S. Securities and Exchange Commission, including our most recent report on Form 10-K and our Form 10-Q for the quarter ended March 31, 2020. These risks and uncertainties may cause actual future results to be materially different
than those expressed in such forward-looking statements. Frontier has no obligation to update or revise these forward-looking statements and does not undertake to do so. 2
Non-GAAP Financial Measures Frontier uses certain non-GAAP financial measures in evaluating its
performance, including EBITDA, EBITDA margin, Adjusted EBITDA, Adjusted EBITDA margin, operating free cash flow, and adjusted operating expenses, each of which is described below. Management uses these non-GAAP financial measures internally to
(i) assist in analyzing Frontier's underlying financial performance from period to period, (ii) analyze and evaluate strategic and operational decisions, (iii) establish criteria for compensation decisions, and (iv) assist in the understanding
of Frontier's ability to generate cash flow and, as a result, to plan for future capital and operational decisions. Management believes that the presentation of these non-GAAP financial measures provides useful information to investors
regarding Frontier’s financial condition and results of operations because these measures, when used in conjunction with related GAAP financial measures (i) provide a more comprehensive view of Frontier’s core operations and ability to generate
cash flow, (ii) provide investors with the financial analytical framework upon which management bases financial, operational, compensation, and planning decisions and (iii) present measurements that investors and rating agencies have indicated
to management are useful to them in assessing Frontier and its results of operations. A reconciliation of these measures to the most comparable financial measures calculated and presented in accordance with GAAP is included in the accompanying
tables. These non-GAAP financial measures are not measures of financial performance or liquidity under GAAP, nor are they alternatives to GAAP measures and they may not be comparable to similarly titled measures of other companies. EBITDA is
defined as net income (loss) less income tax expense (benefit), interest expense, investment and other income (loss), pension settlement costs, gains/losses on extinguishment of debt, and depreciation and amortization. EBITDA margin is
calculated by dividing EBITDA by total revenue. Adjusted EBITDA is defined as EBITDA, as described above, adjusted to exclude, certain pension/OPEB expenses, restructuring costs and other charges, stock-based compensation expense, goodwill
impairment charges, and certain other non-recurring items. Adjusted EBITDA margin is calculated by dividing Adjusted EBITDA by total revenue. Management uses EBITDA, EBITDA margin, Adjusted EBITDA and Adjusted EBITDA margin to assist it in
comparing performance from period to period and as measures of operational performance. Management believes that these non-GAAP measures provide useful information for investors in evaluating Frontier’s operational performance from period to
period because they exclude depreciation and amortization expenses related to investments made in prior periods and are determined without regard to capital structure or investment activities. By excluding capital expenditures, debt repayments
and dividends, among other factors, these non-GAAP financial measures have certain shortcomings. Management compensates for these shortcomings by utilizing these non-GAAP financial measures in conjunction with the comparable GAAP financial
measures. Adjusted net income (loss) attributable to Frontier common shareholders is defined as net income (loss) attributable to Frontier common shareholders and excludes restructuring costs and other charges, pension settlement costs,
goodwill impairment charges, certain income tax items and the income tax effect of these items, and certain other non-recurring items. Adjusting for these items allows investors to better understand and analyze Frontier’s financial performance
over the periods presented. Management defines operating free cash flow, a non-GAAP measure, as net cash from operating activities less capital expenditures. Management uses operating free cash flow to assist it in comparing liquidity from
period to period and to obtain a more comprehensive view of Frontier’s core operations and ability to generate cash flow. Management believes that this non-GAAP measure is useful to investors in evaluating cash available to service debt. This
non-GAAP financial measure has certain shortcomings; it does not represent the residual cash flow available for discretionary expenditures, as items such as taxes, pension and OPEB costs, interest expense, and debt repayments are not deducted
in determining such measure. Management compensates for these shortcomings by utilizing this non-GAAP financial measure in conjunction with the comparable GAAP financial measure. Adjusted operating expenses is defined as operating expenses
adjusted to exclude depreciation and amortization, restructuring and other charges, goodwill impairment charges, certain pension/OPEB expenses, stock-based compensation expense, and certain other non-recurring items. Investors have indicated
that this non-GAAP measure is useful in evaluating Frontier’s performance. Projected GAAP financial measures are not provided herein because such figures are not available on a forward-looking basis and reconciliations of projected non-GAAP
financial measures are not provided because they could not be derived without unreasonable effort.The information in this presentation should be read in conjunction with the financial statements and footnotes contained in Frontier’s documents
filed with the U.S. Securities and Exchange Commission. 3
Introduction Today’s Presenters Robert A. SchriesheimDirector; Chairman of Finance Committee Bernard
L. HanPresident and Chief Executive Officer Sheldon BruhaChief Financial Officer 4
Table of Contents Situation Overview (Speaker: Robert A. Schriesheim)Go-Forward Management Focus
(Speaker: Bernard L. Han)Quarterly Financial Results (Speaker: Sheldon Bruha)NW Sale* & Stranded Cost Update (Speaker: Sheldon Bruha)Appendix 6 5 *Sale of four Northwest states (ID, MT, OR, WA) 15 25 29 31
Situation OverviewRobert A. Schriesheim,Director; Chairman of Finance Committee
Summary: Overview 1 Our Focus is on creating value for our stakeholder by: 7 Managing an expeditious
restructuring process 2 Progressing and implementing an extensive operational improvement plan 3 Positioning the company for maximum optionality as it pursues and refines its strategic plan and alternatives, including asset reconfiguration
and reinvestment
Reconstituted Board of Directors and replaced CEOImplemented initiatives to reduce churn, driving
positive consumer fiber broadband net addsDeployed 1G capability to over 97% of Fiber HHsReduced video content costs and de-emphasized video adds while sustaining broadband addsActively working to reset and repair wholesale customer
relationshipsLaunched and ramping sales for next-gen enterprise solutionsHired senior SMB and enterprise outside consultant to drive realignment of sales personnelHired new head of wholesaleTransformed enterprise sales force and enterprise
market strategyDeveloping detailed plan to participate in RDOFPlanning 40-60K FTTH builds in 2020 Key Operational Milestones and On-Going Initiatives 8 Key Restructuring / External Milestones Filed for chapter 11 bankruptcy with an RSA
supported by 75%+ of unsecured bondholdersReceived commitment on $460M DIP-to-Exit Facility which is continuing to be evaluatedDelivered on 3 RSA milestonesCommenced management selection process and asset sale evaluationsClosed the NW
divestiture, receiving over $1.1B of net proceedsFiled change-of-control applications with 14 state PUCsThe intervention and discovery process will likely begin in the coming weeksFinalizing applications for filing in five more states, as
neededPreparing application with the FCC Summary: Operational and Restructuring Progress
Key Operational Milestones Key Restructuring / External Milestones Jun. 2020: Launched fulsome
enterprise managed security solution January 2019 April 2019 July2019 October2019 January 2020 April 2020 July2020 Apr. 2020: Delivery of virtual separation timeline Apr. 2020: Delivery of reinvestment case sensitivities Apr. 2020:
Delivery of Base Case Apr. 2020: Commencement of key management review Apr. 2020: Received commitment of $460mm DIP-to-Exit Facility Apr. 2020: Successfully executed chapter 11 filing with RSA supported by over 75% of unsecured
bondholders Oct. 2019 – Dec. 2019: Diligence process between advisors Jun. – Jul. 2019: Deprioritized sales / compensation for sales reps on video products Sep. 2019: Offered add’l retention pricing options for soft
landing Aug. 2019: Launched enterprise Cloud IT services for enterprises Sep. 2019: Initial outreach to bondholders’ advisors May 2019: Increased # of customers eligible for promo roll off soft landing May 2019: Launched Enterprise WiFi
services Feb. 2020: Dropped Starz from video offering Feb. 2020: Announced Mike Shippey as new Wholesale SVP Dec. 2019: Announced Bernie Han as new CEO Dec. 2019: Raised prices on premium channels Late 2019: Deployed 1G capability to over
97% of FTTH HHs Oct. 2019: Raised prices on video packages broadly Oct. 2019: Launched phase 2 SD-WAN product offering May 2020: Commenced asset sale evaluation process May 2020: Filed change-of-control applications with 14 state PUCs May
2020: Closed NW divestiture, receiving over $1.1bn of net proceeds Timeline and Key Milestones 9 Product Launch / Upgrade New Hiring / Organizational Change Other Product-related Initiative Implemented Delivery of Restructuring
Materials Other Key Restructuring Milestone Feb. 2020: Initial outreach to banks for a DIP facility Jan. – Apr. 2020: Hired 22 new enterprise “inside sales reps” May 2020: Launched engineering planning and prioritization process for
40-60k HH build in 2020 Mar. 2020: Hired enterprise consultant Chris Ancell (former XO Comm. CEO)
Business Update Consumer customer churn of 1.81%, a sequential and YoY improvementNearly 10k fiber
broadband net adds, the second consecutive quarter of positive fiber net addsSignificant repricing and reduction of video gross adds while still maintaining positive broadband net addsRoughly flat QoQ SMB fiber customers Key Q1 2020
Highlights $186M Adjusted EBITDA1Impacted by revenue declines, partly offset by adjusted expense reductions $783M $1,352M Gross sale proceeds from Northwest saleClosed sale of operations and assets in four Northwest states on May 1,
2020 Net lossIncludes pension settlement expense of $103 million, restructuring expenses of $48 million, and an additional $24 million loss on sale of Northwest Operations 10 $1,933M Total RevenueConsumer revenue of $971 million and
Commercial revenue of $872 million 1 Adjusted EBITDA is a non-GAAP measure. See page 34 for the reconciliation of Net Income (Loss) to Adjusted EBITDA.
Transform the business from a provider of legacy telecom services over a primarily copper-based network
to a next generation broadband service provider with long-lived fiber-based infrastructureShift revenue base from 22% fiber data (excluding CAF) in 2019 to 67% by 2031Pursue a virtual separation of state groupingsEnhance value of enterprise
given increased fiber margin contribution of subscriber counts Frontier Strategic Vision Frontier Strategy Reconfigure Asset PortfolioSelectively and proactively identify and seek to monetize states that may be less
strategicIdentify potential alternative sources of funding and/or innovative capital structure optionsCarefully consider fixed / stranded costs and develop strategies to minimize these costs Maximize Potential for Fiber Investment Identify
and plan for Fiber upgrades in-footprint, including consumer, SMB, enterprise, towers, and small cellsReset wholesale customer relationships and invest in next-gen fiber expansions serving ethernet, FTTT, and small cell solutionsDevelop
detailed plan for competitive participation in RDOF given offensive and defensive potential value Stabilize and Repair the Existing BusinessImplement initiatives to reduce churn and stop new sales of value destructive products and
bundlesRetain legacy voice and data customers, and support conversion to VoIP, UCaaS, and Ethernet as neededImprove customer experience and service quality to drive positive fiber broadband net addsGrow share where possible based on network
advantageContain costs, reconfigure staffing, and manage cash flow 2019 2031 Fiber Data* All Other (Ex. CAF) 11 *All fiber broadband, ethernet and enterprise managed solutions revenue only
Operational Initiatives are Projected to Result in roughly $400 Million of Adj. EBITDA Uplift by 2022
2019 – 2022 Adjusted EBITDA Bridge BAU to Revised Base Case: $408M Uplift in 2022 vs BAU In the Business as Usual (“BAU”) case, the business trends from 2018-19 continue, plus deterioration in the wholesale segment. The current Base Case
delivers significant operational improvements over current levels of revenue degradation and to cost improvements (with modest capital investments) Churn levels remain elevated at current levels across all products Continue to sell video at
current rates despite margin challenges Loss of CAF II revenue after 2021 (with 12-month extension through 2021)Also included in Base Case WDC TSA benefit (+$25M)WDC indirect cost reduction (+$72M)Other (-$29M) Wholesale legacy Ethernet
churn remains elevatedNo new wireless tower Ethernet connections with higher than trend churnNew Ethernet bookings declines for major customers No bookings growth in next gen EthernetNo next-gen product growth (UCaaS, SD-WAN,
etc.) Intentional pivot away from video has positive margin impactConsumer churn improvements in BB and VoIPMix of gross adds shifts towards higher CLVs Near term price reductions to improve long-term revenue stability and revenue quality mix
– more ethernet / fiber, less TDM / legacyChurn improvement and ethernet bookings growth Ethernet bookings growth in both mass business and enterpriseNext-gen products are effective at generating accretive salesOffset partially by SMB customer
base losses (reductions in gross adds, upticks in churn) due to COVID-19 Network / G&A / systems opex reduction +$408M Adj. EBITDA Uplift vs. BAU 2022 12 BAU Adjusted EBITDA is a non-GAAP measure – see page 37 for a reconciliation from
Net Income (Loss) to Pro-Forma 2019 Adjusted EBITDA (BAU)Projections of Net Income (Loss) are not provided herein because such figures are not available on a forward-looking basis and reconciliations of projected Adjusted EBITDA to projected
Net Income (Loss) are not provided because they could not be derived without unreasonable effort.Excludes estimated WDC Adjusted EBITDA (1) (2) (3)
Go-Forward Management FocusOperational Initiatives Initiatives implemented thus far are a subset of a
broader list of key initiatives that management is actively working on, all of which are expected to drive ~$400M of 2022 EBITDA benefit over a “business-as-usual” business case 1 2 3 4 5 13 6
FTTH Pilot Planning to pass an incremental 40K to 60K households with fiber in 2020, targeting high
return areas across the footprintBuild will drive the following value creationProvide real time data on inputs and assumptions to prioritization and returns modelingAssess opportunities and challenges of building in different areas of the
United States, e.g. CA, CT, FL, TXRamp up the process of designing, engineering, building, and selling FTTH, so the company can enter 2021 with momentumAssist with PUC approval process to start modernization of plant and service quality earlier
than plannedGenerate upwards of $15M of 2024 EBITDADeveloped detailed prioritization of markets to optimize build successPut processes and systems in place to track progress against different key metrics, including:Build CostsPassings /
AddressingPenetration / UptakeARPU / Bundling 14
2. Go-Forward Management FocusBernard L. Han,President and Chief Executive Officer
Go-Forward Management FocusExecutive Summary COVID ImpactsEmployees Business
PracticesCustomersManagement Building BlocksOrganizationMetrics/DashboardsFrontline CommunicationsAnalyticsSimplification Customer SegmentsResidentialSmall BusinessEnterpriseWholesale Major InitiativesCustomer ExperienceChurnSales
QualitySalesCostsInvestment (RDOF and 2020 Investment Plan) 16
Several key initiatives have been implemented with a measurable positive impact on business
metrics Go-Forward Management FocusInitiatives: Initial Results 17 Consumer Churn Initiatives Consumer Video Strategy Enterprise Account Strategy Wholesale Customer Relationships Enterprise Next-Gen Products Implemented soft landing for
promo roll-offs and improved outbound dialing to reduce fiber churn Deprioritized unprofitable video salesRaised prices on premium channels and broader video packagesDropped Starz from offering Transitioning to a higher productivity, account
management-focused enterprise sales forceFocus on customer retention/satisfaction, migration to next-gen products, and accretive new sales In the process of resetting key customer relationships, positioning Frontier to be a reliable partner
for modern ethernet services in the futureHired Mike Shippey to head wholesale business Built out suite of next-gen products, the core of which are UCaaS, SD-WAN, and managed security Key Initiatives Completed / In Progress Churn at
expiration of promo contract and non-pay churn has declined since early 2019Consumer fiber broadband churn declined from ~2.5% in mid-2019 to sub-2% in 2020 pre-COVID Video margin per subscriber has improved, despite content prices continuing
to riseDe-emphasizing video product has not impacted broadband gross adds significantly Mix of enterprise reps has shifted from majority “territory-focused” reps to bifurcated “account management” or “hunter”-focused reps Mike Shippey and
Wholesale team actively working with wholesale customers to improve relationships All products have been launched, and the sales force is being re-trained with new processes to increase bookings and flow-through of ethernet / fiber
sales Impact Thus Far 1 2 3 4 5 FTTH Strategy and Builds Launched 1G upgraded program for FTTHActively developing plan for building out ~40-60K fiber HHs in 2020 As of late 2019, vast majority (97%) of fiber HHs are 1G capable2020
FTTH build planning is on-going 6 Broader focus on product quality: vast majority (97%) of fiber HHs have been upgraded to 1G capable, as of late 2019 Customer Service Quality of Service 1a 1b
Consumer Churn Initiatives: Soft-Landing Strategy In order to reduce churn at the expiration of
promotional pricing, Frontier implemented a “soft-landing” strategy to make price increases at contract expiration less drasticChurn during the month of contract expiration has shown significant improvements as has churn during the three months
following contract expiration. All in, churn for these four months of the customer life-cycle (month of expiration + 3 months following) was reduced by nearly 65% Residential Customers: Avg. Monthly Churn by Contract Expiration
Cohort 1a 18 1 Data through April 1st, 2020 for “3 months following expiration” 65% Reduction
Consumer Churn Initiatives: Drive Positive Net Adds Churn initiatives, including 1) soft-landing promo
roll-offs and 2) increased outbound dialing to non-pay customers have had a meaningful impact on reducing fiber broadband churn, contributing to net adds trending above zero in early 2020The vast majority (over 97%) of fiber HHs are now 1G
capable, as of late 2019 Consumer Fiber BB Quarterly Net Adds 1b 19 Consumer Fiber BB Avg. Monthly Churn Rate 1G upgrades and churn initiatives lowered fiber broadband churn from ~2.8% in Q2 ‘19 to ~2.0% in February 2020
(pre-COVID) 1 1) April + May Results OnlyNote: Figures are for RemainCo (25 States) 1 Beginning in March 2020, COVID-19 caused further churn declines through Q2 ‘20
Actively implementing several initiatives for consumer video products to improve customer value,
including de-emphasizing new video sales, renegotiating or dropping content packages, increasing video prices and offering alternative TV services, such as DISH or Internet-based OTT solutionsGross Margin contribution per video sub increased by
roughly $4 from Q1 2019 to Q1 2020Premium price increases and content removal in the back end of 2019 and early 2020 have shifted gross adds away from Fios Video, but has not had a meaningful impact on fiber BB net adds (which were positive for
the second quarter in a row) Consumer Video Strategy Fios Video: Average Monthly Gross Margin Contribution per Video Sub Fiber BB vs Fios Video GA Mix 2 20 Frontier has already taken measures to lower content costs by dropping STARZ in
Q1 ‘20, which is expected to save ~$1.2M - $1.3M per month in content costsWill continue to address premium content costs throughout 2020 In addition to content cuts, price increases were implemented in 2019, causing customers to shift to
lower-cost video packages, resulting in a relatively net-neutral effect on Fios ARPU Content costs regularly raised at the beginning of each year Note: Figures are for RemainCo (25 States)
Frontier is transitioning to a leaner, more productive enterprise sales force focused more on cultivating
relationships with the existing customer base and driving efficient sales of core strategic products 3 21 Enterprise Account Strategy Improve engagement with existing customersImprove service and customer retentionManage migration from
legacy products to modern / strategic products and servicesCreate clear customer segmentation rules and align org. structure with these segmentsSmall business | Mid-market | EnterpriseImprove sales proficiency and effectiveness around core
productsCore products: Ethernet, SD-WAN, UCaaS and Managed SecurityImprove sales information and targetingFocus on multi-location opportunities and on-net buildings Enterprise Priorities Sales staff restructuring“Inside sales” (mid-market)
and “account management” (larger enterprise) are new sales rep types focused on existing customers: 1) growing the revenue base, 2) churn minimization and 3) migration from legacy to modern“Acquisition” reps still focused on new account adds,
but with a greater focus on account management and churn minimization as tenure and book growImproved data and processesSalesforce database of customers with multiple locations and HQs in-footprint for targeted ethernet / next-gen salesBuilding
databases of on-net buildings and competition Better processes around quick and competitive costing estimates for new ethernet builds, to minimize sales turnaround time Enterprise Operational Changes March 2020 Enterprise Sales Reps by
Type 1 2 3 4 1 2
Frontier has been developing and launching modern, enterprise-focused products. Frontier is focused on
refining its sales approach, as well as service execution / deliveryThese products, combined with execution on sales and service delivery, are expected to drive pull-through sales of multi-location ethernet customers Current
Status UCaaS SD-WAN Managed Security Core functionality offerings: voice + video conferencing, chat, email, etc. EthernetFiber Broadband Product Description Primarily Sold With… Software-defined management and operation of enterprise
wide area networks EthernetFiber Broadband Core offerings: Firewalls, threat management., DNS filtering, etc. Ethernet Product Launch Date Product Built Out? June, 2020 Phase 1 Launched, Phase 2 Under Planning 1.0: Q4/20182.0:
Q4/2020 Partial Launch: 12/181.0: 06/192.0:10/193.0:11/20 Partial 4 Enterprise Core Next Gen Products 22
5 23 Key Wholesale Initiatives:Reset customer relationships and chart a path forward to benefit
customersInvest capital in creating modern ethernet solutions for customersInteract closely to learn customer needsBecome reliable partners for modern ethernet services, including expected growth in tower and small cell connectivityImprove
processes for sales and execution for all accounts, large and small Frontier is committed to resetting its relationships with its wholesale customers. The Company aims to create long-term value as a reliable partner for modern ethernet
services and fiber-based services Wholesale Initiatives
24 6 Actively developing engineering plans and in the process of acquiring necessary permits /
laborDeveloping playbooks for presale, marketing, operations, penetration, etc. in preparation for rolloutTargeting 2020 build locations based on the following framework:High density areas with more existing aerial network, likely to have lower
build costsAreas likely to have high adoption and faster penetration ramps from a competitive and demographic standpointClustered builds to drive quick build execution and marketing effortsBuilding tools and systems to measure results in near
real-time Frontier is developing a plan to pass 40K-60K incremental HHs with Fiber by the end of 2020. These HHs will serve as an initial jumpstart to broader long-term reinvestment plans, demonstrating Frontier’s ability to engineer, build,
and sell FTTH services to consumer, business, and wholesale customers 2020 Fiber to the Home
3. Quarterly Financial ResultsSheldon Bruha,Chief Financial Officer
Key Financial Highlights ($ in Millions) Q12019 Q22019 Q32019 Q42019 FY 2019 Q1 2020 Total
Revenue $2,101 $2,067 $1,997 $1,942 $8,107 $1,933 Customer $2,009 $1,972 $1,906 $1,851 $7,738 $1,843 Subsidy $92 $95 $91 $91 $369 $90 Net Loss ($87) ($5,317) ($345) ($162) ($5,911) ($186) Net Cash Provided from
Operating Activities $282 $575 $246 $405 $1,508 $477 Adjusted Operating Expenses* $1,228 $1,185 $1,193 $1,168 $4,774 $1,150 Adjusted EBITDA* $873 $882 $804 $774 $3,333 $783 Adjusted EBITDA
Margin* 41.6% 42.7% 40.3% 39.9% 41.1% 40.5% CapEx $305 $275 $318 $328 $1,226 $286 LTM Operating Free Cash Flow* $643 $592 $563 $282 $282 $496 Q1 revenue declined 8.0% YoY driven by customer lossesQ1 adjusted operating
expenses declined $78 million YoY driven by field operations and content costsQ1 net loss includes $103 million pension settlement expense, $48 million restructuring expenses, and an additional $24 million loss on sale of NW *Adjusted
Operating Expenses, Adjusted EBITDA, Adjusted EBITDA Margin and LTM Operating Free Cash Flow are non-GAAP measures. See page 34 for a reconciliation of Net Income (Loss) to Adjusted EBITDA. See page 35 for a reconciliation of Operating Expenses
to Adjusted Operating Expenses. See page 36 for a reconciliation of Net Cash Provided from Operating Activities to LTM Operating Free Cash Flow. See page 3 for the definition of Adjusted EBITDA Margin. 26
Product & Customer Revenue Data and Internet Services declines vs prior year from declines in
copper BB customers and Wholesale legacy circuits Consumer revenue declines vs prior year driven by secular declines in voice and videoCommercial revenue increased sequentially due to carrier dispute reserves recorded in Q4 2019 ($ in
Millions) Q12019 Q22019 Q32019 Q42019 FY 2019 Q1 2020 Data & Internet Services $967 $963 $928 $898 $3,756 $932 Voice Services $650 $629 $621 $600 $2,500 $572 Video
Services $268 $260 $244 $233 $1,005 $222 Other $124 $120 $113 $120 $477 $117 Total Customer
Revenue $2,009 $1,972 $1,906 $1,851 $7,738 $1,843 Consumer $1,077 $1,050 $1,024 $1,002 $4,153 $971 Commercial $932 $922 $882 $849 $3,585 $872 Total Customer Revenue $2,009 $1,972 $1,906 $1,851 $7,738 $1,843 Subsidy
Revenue $92 $95 $91 $91 $369 $90 Total Revenue $2,101 $2,067 $1,997 $1,942 $8,107 $1,933 27
Capital Spending Update Projects Completed & Underway FTTH Upgrade to 10 Gbps Complete - Enables
10 Gbps Ethernet, expanding 5G backhaul capacity, and Gigabit Consumer broadband CAF II: ~614K locations enabled with CAF II broadband Fixed wireless broadband builds completed to reach 20K HH in CAF areas; targeting 70K HH by year end
2020Built fiber to ~8K greenfield locations in Q1 (primarily housing developments within our footprint) on top of over 30K built in FY 2019 40-60K FTTH builds planned for 2020 $286M Capex spent in 1Q 2020 28
4. NW Sale & Stranded Cost UpdateSheldon Bruha,Chief Financial Officer
NW Sale and Stranded Cost Update Total indirect costs related to disposal is ~$127MBased on initial
forecasts and expectation of duration of TSA activities, the indirect costs will gradually reduce, leaving ~$42M of “stranded costs” by 2024Progress to date:In-year stranded cost savings are projected to be $31M…..…. with an exit run rate of
$46M of savings.Under a TSA, Frontier will support operational transition and provide various services for initial rate of ~$5M / month, which offsets some of the remaining stranded costs until the TSA agreement ends. Sale of four Northwest
states (ID, MT, OR, WA) successfully closed on May 1st Gross proceeds were $1.352B in cashNet proceeds were $1.131BDebt and working capital adjustmentsPension and OPEB liability funding$56.5M of escrowsEscrows relate to contract indemnities and
finalization of Pension/OPEB and Working Cap calculations, and are expected to be released within 12 mos 30 NW Operations Closing Stranded Cost Update NW States Revenue $145M Remaining States Revenue $1,788M Total Revenue $1,933M NW
States % of Total 7.5% Q1 ‘20 Revenues
5. Appendix
Appendix – Quarterly Financial Results
Impact of Recent Events Keeping employees and customers safe Offering contact-free installations and
encouraging working remotely where possibleMinimal customer and supply chain disruptionsAdhering to FCC’s Keep Americans Connected Pledge and other state regulations Maintaining high level of customer service with no interruption
Liquidity remains robust Proactively engaging employees, vendors, and other stakeholdersSelectively reinvesting in fiber on a limited basis Closed Northwest Sale on May 1, 2020 Gross proceeds were $1.352B in cash; net proceeds were $1,131
(post closing adjustments and amounts held in escrow)Will continue to support operational transition Coronavirus Restructuring Plan Northwest Sale 33
($ in Millions) Q12019 Q22019 Q32019 Q42019 FY 2019 Q1 2020 Net Income
(Loss) (87) (5,317) (345) (162) (5,911) (186) Add back (Subtract): Income Tax Expense (Benefit) 18 (534) (21) (74) (611) (23) Interest Expense 379 383 382 391 1,535 383 Investment and Other (Income) Loss,
Net 9 9 10 9 37 (5) Pension Settlement Costs - - - 57 57 103 Loss on Extinguishment of Debt 20 - - - 20 - Operating Income (Loss) 339 (5,459) 26 221 (4,873) 272 Depreciation and
Amortization 484 454 422 420 1,780 415 EBITDA $823 ($5,005) $448 $641 ($3,093) $687 Add back: Pension/OPEB Expense 20 19 20 19 78 23 Restructuring Costs and Other Charges 28 31 27 82 168 48
Stock-based Compensation Expense 3 4 3 5 15 1 Storm Related Insurance Proceeds (1) - - (5) (6) - Loss on disposal of Northwest Operations - 384 30 32 446 24 Goodwill Impairment - 5,449 276 - 5,725 - Adjusted
EBITDA $873 $882 $804 $774 $3,333 $783 EBITDA Margin 39.1% (242.1)% 22.4% 33.0% (38.2)% 35.6% Adjusted EBITDA Margin 41.6% 42.7% 40.3% 39.9% 41.1% 40.5% Non-GAAP Financial Measures 34
Non-GAAP Financial Measures ($ in Millions) Q12019 Q2 2019 Q32019 Q42019 FY2019 Q1 2020 Total
Operating Expenses $1,762 $7,526 $1,971 $1,721 $12,980 $1,661 Subtract: Depreciation and Amortization 484 454 422 420 1,780 415 Goodwill Impairment - 5,449 276 - 5,725 - Loss on disposal of Northwest
Operations - 384 30 32 446 24 Pension/OPEB Expense 20 19 20 19 78 23 Restructuring Costs and Other Charges 28 31 27 82 168 48 Stock-based Compensation Expense 3 4 3 5 15 1 Storm Related Insurance
Proceeds (1) - - (5) (6) - Adjusted Operating Expenses $1,228 $1,185 $1,193 $1,168 $4,774 $1,150 35
Non-GAAP Financial Measures Quarterly Results ($ in
Millions) Q12019 Q22019 Q32019 Q42019 FY2019 Q12020 Net Cash Provided from Operating Activities $282 $575 $246 $405 $1,508 $477 Capital Expenditures (305) (275) (318) (328) (1,226) (286) Operating Free Cash
Flow ($23) $300 ($72) $77 $282 $191 Trailing Four Quarter Results ($ in Millions) Q12019 Q22019 Q32019 Q42019 Q1 2020 Net Cash Provided from Operating Activities $1,843 $1,746 $1,706 $1,508 $1,703 Capital
Expenditures (1,200) (1,154) (1,143) (1,226) (1,207) Operating Free Cash Flow $643 $592 $563 $282 $496 36
Non-GAAP Financial Measures 37 Pro-forma Adjusted EBITDA (Excluding NW States) adjusts consolidated
Adjusted EBITDA by excluding the adjusted EBITDA attributable to the NW StatesIn 2019, The NW States had $605 million of revenue and $326 million of adjusted expenses, resulting in adjusted EBITDA of $279 millionPro-forma Adjusted EBITDA
(Excluding NW States) is further reduced by indirect expenses for the NW States, comprising allocated corporate costs that were not directly reduced as a result of the divestiture
Broadband Unit Trends Continued positive fiber net adds reflects introduction of 1 Gig offering in Q4
2019 Copper trends improving driven by lower customer churn and stability in gross adds sequentially and vs. Q1 2019 Total Broadband(Consumer & Commercial) Consumer Copper Broadband Consumer Fiber
Broadband CommercialBroadband Net Adds (000s) Q1 Q2 2019 Q4 Q1 Q3 2020 38
Consumer Unit Trends v Video net losses reflect a deemphasis on triple play
products and secular shifts to OTT Consumer Copper Broadband Consumer Fiber Broadband Consumer Video excl. Dish Net Adds (000s) Q1 Q2 2019 Q4 Q1 Q3 2020 39
Customer Churn Trends Experiencing lower churn in both Fiber and Copper
markets Q1 Q3 Q2 2019 Q1 churn lower in both broadband and video reflect lower promotional rolloff activity compared to Q2 2019 and Q3 2019 Q4 Q1 2020 40
Consumer ARPC Customers Q1 ARPC Q1 2020 Consumer ARPC sequential decrease
driven by video losses Q3 2019 Q2 Q4 4.0M 3.9M 3.8M 3.7M 3.7M Q1 2020 41
Appendix – COVID Impact
COVID 19 Impact Keeping employees and customers safe Transitioned to remote work for 90% of non-field
force employees Offering contact-free installationsProviding field employees PPE, implemented social distancing and protection protocolsDeemphasizing non-priority activity (i.e. video upgrades) Adhering to FCC’s Keep Americans Connected
Pledge and other state regulationsRapidly augmented high demand traffic routes Consumer order activity up; lower customer deactivation Pressures on small businessAccelerated the shift toward digital selling and customer care at the expense of
door-to-door and retail Business Continuity Supporting Customers Business Implications 43