This introduction section provides the strategic direction that Cox employs in preparation for a business disruption. When one thinks of disaster, fire, flood, terrorist action, hurricanes, and hackers may immediately come to mind. Although there are regions where some of these threats are more real than in other places, the reality shows us that disasters come in a variety of forms. It would not have to be a large-scale event to mean disaster for Cox Enterprises and its businesses. Neither does it have to be an event that causes extensive damage to our infrastructure. Imagine, for instance, an event in your neighborhood that requires an evacuation of the whole area until the problem is solved (which could be hours or even days). Your computers would run, your telephone would ring and your infrastructure would be unharmed. But you couldn’t use it.
As organizations have more key dependencies, the probability of business disruptions is a much higher reality. Cox employs approximately 60,000 employees in 300 separate businesses, resulting in more key dependencies and vulnerabilities. Hence it is very probable that we will suffer a business interruption at some point in time. While statistics vary, the numbers reflect that 60-90 percent of companies will find themselves out of business within 24 months of a disaster. Those who do survive typically never reach the same level of business that they would have obtained without the disaster occurring.
When Governor Cox started the company in 1898, he understood the value of each employee and the integral role each played in the success of Cox Enterprises. This belief continues today under the leadership of Jim Kennedy, chairman and chief executive officer. Employees are our most important asset. It is therefore incumbent for management and employees themselves to take proactive steps to protect our employees as well as the reputation and business assets of the company.
A significant portion of our response to the above issues is to anticipate the need for greater pre-proactive and pre-disruption management and preparation (readiness). Our Crisis Management Umbrella Plan (CEI | CCI) seeks to eliminate, modify or reduce exposure to crisis situations. This includes developing response management and recovery management plans.
The Cox Model for Crisis Management:
The first section, Business Continuity, includes the overall objectives of a Business Continuity Plan to include:
- Establishing a framework for evaluating business processes which allows a focused approach to developing a Business Continuity Plan through a well structured and comprehensive methodology.
- Develop a pragmatic, cost effective and operable recovery plan which enables an organization to complete the critical business processes in the event of a major disruption to its business operations.
- Minimize the impact of a disaster on an organization.
The second and third sections, Crisis Management Team and Plan, includes the overall objectives of a Crisis Management Plan to include:
The fourth section, Risk Management, determines the events that can adversely affect an organization; the damage that such events can cause; the timescale needed to restore normal operations; and reflect why controls are implemented to reduce the probability of impact.
The fifth section, Disaster Relief and Support, provides information on the support that Cox will provide to assist our employees and community during their times of need.
In its entirety, the plan provides a roadmap for how Cox prepares for a disaster.
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