INVESTING TO REINVENT OURSELVES
Ongoing investments in our core businesses , as well as adjacent and new opportunities , will help us reach our FutureFocus 2034 goals .
The year is 2034 . All cars are electric and can navigate without drivers . Oceans brim with fish , and plastic waste is a relic of a broken past . People routinely wear body devices , integrating technology into every aspect of their lives .
Science fiction fantasy ? Perhaps . We may not totally get there , but it ’ s the vision that inspired our President and CEO Alex Taylor when he created the framework for FutureFocus 2034 , Cox ’ s strategic plan for growing and transforming our businesses to meet the demands of our changing world .
FutureFocus 2034 is built around continuing to operate our core businesses , fostering transformation through technology and seeking new opportunities for diversification . Cox as a company began with the purchase of a single newspaper more than 120 years ago , but our future likely will include exciting new industries such as sustainable indoor agriculture and breakthroughs in broadband , electric vehicles and patient-centered healthcare .
What won ’ t change is our focus on providing value to our customers , taking care of our employees and improving our communities — continuing to live out our purpose of empowering our employees to build a better future for the next generation .
“ We understand that for us to help the next generation , we need to continue to be bold , build and grow ,” Alex said . “ It ’ s who we are and part of the DNA of this company . We encourage a startup mentality toward investing where innovation , experimentation and even industry-disrupting ideas are encouraged and backed by a company with our stability and history .”
This is also why investment is a major component of our FutureFocus 2034 strategy . We target opportunities that support our core companies , as well as adjacent and new businesses .
When it comes to investing , we constantly ask ourselves : What can we achieve ? How great can we be ? How can we improve the lives of our customers ? It ’ s what fuels our search to find ways to be better .
“ We ’ re investing to reinvent ourselves — because if you ’ re not growing , you ’ re going backwards ,” said Executive Vice President and Chief Financial Officer Dallas Clement .
Reaching our company ’ s potential is why we continually invest in the core businesses that make us who we are . Maintaining the innovation , strength and competitiveness of our connectivity and mobility businesses propels us forward and ensures we meet and exceed our financial goals . From individual empowerment to become “ 1 % better ” by making incremental changes to vast , enterprisewide business initiatives , we ’ re always thinking of ways we can continue to stay ahead of the curve and build ourselves into something more .
But times change and so does the economy . That ’ s why we also look for opportunities beyond our walls . We look at a business ’ s potential and ask the same questions : What can it achieve ? How great can it be ? How can it improve the lives of our customers ? If the answers check our boxes , we begin the process to try to make a part of that company a part of this one .
As a company we ’ re focused on connectivity , mobility and sustainability , areas we ’ ve dedicated ourselves to and where we target our investments . Turn the page for a look at some of our recent key investments in those focus areas .
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