Disclosure
Disclosure title
Response
GRI 1: Foundation
Statement of Use
Cox Enterprises (“Cox”) has reported with reference to the GRI Standards for the period of January 1, 2025, to December 31, 2025.
Cox Enterprises publishes a sustainability report every year.
GRI 1 Used
GRI 1: Foundation 2021
GRI 2: General Disclosures
2-1
Organizational details
Cox Enterprises, Inc. is a privately held, family-owned corporation founded in 1898 and headquartered in Atlanta, Georgia. Now in its fourth generation of family leadership, Cox is one of the largest privately owned companies in the United States, with approximately 50,000 employees and $23 billion in revenue.
Cox’s diverse family of businesses delivers solutions to address some of the world’s most pressing challenges. From smart transportation to sustainable farming to clean energy, our family of companies is redefining industries — fueled by a relentless focus on innovation and a deep commitment to people, the planet and progress.
Our purpose: Empower people today to build a better future for the next generation.
2-2
Entities included in the organization’s sustainability reporting
Unless otherwise noted, this report is for the calendar year beginning on Jan. 1, 2025 and ending Dec. 31, 2025, for our wholly owned U.S.-based operations and majority-owned investments of Cox Enterprises, Cox Communications and Cox Automotive. Acquisitions made in 2025 are not included in our quantitative data.
In May 2025, Cox Communications and Charter announced a definitive agreement to combine our two companies into a single entity. We will leverage the strengths of both to make an even greater impact as one company, and will be better positioned to aggressively compete in an expanding and dynamic marketplace while benefiting our customers, employees and communities. The environmental performance and progress reflected in this report capture Cox Communications’ 2025 impact.
2-3
Reporting period, frequency and contact point
Reporting period: January 1, 2025 – December 31, 2025
Reporting frequency: Cox Enterprises publishes a GRI index annually
Contact point: For questions or feedback regarding this report, visit CoxEnterprises.com or contact CoxConserves@coxinc.com.
2-4
Restatements of information
There are no restatements of information for the reporting period.
2-5
External assurance
Cox seeks independent limited assurance for select environmental data. In 2026, we obtained limited assurance for our GHG statement for the year ended Dec. 31, 2025. Our zero waste to landfill data was assured through GreenCircle Certified. Additionally, we actively engage our internal audit services team to analyze our environmental and social data, the associated data processes, controls and reporting risks.
See our 2025 Statement of Greenhouse Gas Emissions on our Impact Reporting Hub.
2-6
Activities, value chain and other business relationships
Cox Enterprises is a privately held, family-owned company operating across automotive, broadband, cleantech, govtech and edtech, greenhouse agriculture, journalism and outdoor adventure sectors. The company’s value chain includes relationships with customers, suppliers, technology partners and strategic investments that support the delivery of products and services across these sectors. For a full description of Cox’s activities, value chain and business relationships, visit CoxEnterprises.com.
During 2024-2025, Cox completed several acquisitions and investments, including acquiring Hacienda North Farms Inc, YesWorx, OpenGov, and Wild Rivers, LLC (Loop Tackle); acquiring full ownership of Alliance Inspection Management (AiM); and launching a new business segment, Cox Outdoors. Cox Outdoors brings together two of its recent investments: Loop Tackle – a company focused on fly‑fishing equipment and conservation, and KUIU – an outdoor performance gear company. These investments were folded into the new Cox Outdoors segment to accelerate growth in outdoor recreation and conservation markets.
2-8
Workers who are not employees
Contractor headcount data not available.
2-10
Nomination and selection of the highest governance body
The Board works with senior management to identify and recommend candidates to join our Board of Directors. Shareholders of the company meet annually to elect the full slate of directors, including any new directors. Shareholders and senior management are committed to having a majority of independent directors, and the company is committed to conducting a robust selection process to identify the most qualified candidates to serve on the Board of Directors. When evaluating candidates, the Board also considers factors such as independence, professional expertise and diversity of background and experience.
2-11
Chair of the highest governance body
The Chairman of the Board of Directors also serves as CEO of Cox Enterprises. As CEO, he leads the management team of the company, which includes the Presidents and Executives at Cox Enterprises, Cox Communications, Cox Automotive and the Cox Family Office. The Board of Directors has a committee made up of independent board members that approves certain related party transactions, and otherwise addresses perceived or actual conflicts of interest pursuant to appropriate review and approval processes under Delaware law.
2-12
Role of the highest governance body in overseeing the management of impacts
2-13
Delegation of responsibility for managing impacts
2-14
Role of the highest governance body in sustainability reporting
This report was reviewed by our legal team, internal department leads and executive leadership prior to publication. Certain content, including key sustainability disclosures and data, were presented to the ESG Committee of the Board of Directors for review and approval. The ESG Committee provides oversight of the company’s environmental, social and governance reporting and receives periodic updates from management on progress toward sustainability goals and related disclosures.
2-15
Conflicts of interest
Employees of Cox operated companies are required to disclose any potential conflicts of interest in accordance with the company’s Code of Conduct. Potential conflicts are reviewed through governance processes, and individuals with a conflict are expected to remove themselves from related discussions and decisions.
2-16
Communication of critical concerns
We do not report the total number and nature of critical concerns communicated to the Board due to confidentiality constraints.
2-17
Collective knowledge of the highest governance body
2-18
Evaluation of the performance of the highest governance body
Board composition is reviewed annually.
2-19
Remuneration policies
CEO compensation is determined utilizing proxy data from our company’s similarly situated peer group. Short-term variable pay is performance-based and tied to both company financials and enterprise transformation objectives, and is paid out annually to reward executives for short-term company performance. Long-term variable pay is in the form of a long-term cash plan that pays out at the end of a 3-year period. Other than an enhanced retirement provision, termination payments are consistent with all other employees on these variable pay plans.
2-20
Process to determine remuneration
An independent consulting firm assists in gathering market data for CEO pay and making recommendations on appropriate levels. CEO pay is approved by the Compensation Committee of the Board of Directors annually. Shareholder votes are not applicable.
2-21
Annual total compensation ratio
Not applicable. CEO pay ratio disclosure is not required for privately held companies.
2-22
Statement on sustainable development strategy
Cox Enterprises strives to “Make Our Mark” by leaving the world a better place for future generations. We monitor global trends, research and emerging issues that may affect our business and society, and we work to build systems that allow us to adapt effectively to these changes.
We’re a diverse global enterprise with more than a century of ambitious reinvention. Our businesses span a range of industries, tackling some of the most urgent needs of our time. From smart transportation to sustainable farming to clean energy, our businesses are shaping the future.
2-23
Policy commitments
Responsibility for embedding Cox’s policy commitments varies depending on the policy area. Day-to-day implementation of the company’s environmental sustainability policy is led by the Cox Conserves team, which reports to the Senior Vice President of Corporate Services & Sustainability, who in turn reports to the President and Chief Financial Officer.
Responsibility for implementing the company’s Tax Policy rests with the Tax team, which also reports to the Chief Financial Officer. Oversight and implementation of the company’s Inclusion Policy is led by the Center for Inclusion, which reports to the Chief People Officer. The company’s Code of Conduct is embedded through the Ethics team, which reports up to the Chief Compliance Officer/ Chief Legal Officer.
Ethics and compliance updates are regularly reported to the Audit Committee of the Board of Directors to support transparency and governance oversight.
2-24
Embedding policy commitments
2-25
Processes to remediate negative impacts
2-26
Mechanisms for seeking advice and raising concerns
2-27
Compliance with laws and regulations
Because we operate in various countries, our businesses and employees are subject to, and expected to comply with, a diverse set of local laws and regulations. We have governance structures and compliance and regulatory teams in place to ensure compliance and keep track of new requirements. Cox Enterprises does not report the number of significant instances of non-compliance with laws and regulations due to confidentiality constraints.
2-28
Membership associations
We are a part of a number of membership and industry organizations, including — but not limited to — the following:
- 50+ New Car Franchise State and Metro Associations
- American International Auto Dealers Association (AIADA)
- Association of Corporate Citizenship Professionals
- Cable and Telecommunications Association for Marketing (CTAM)
- CableLabs
- Catalyst
- Disability:IN
- National Association of Minority Auto Dealers (NAMAD)
- National Auto Auction Association (NAAA)
- National Automobile Dealers Association
- National Cable Television Association (“NCTA – The Internet & Television Association”)
- National Independent Auto Dealers Association (NIADA)
- National Minority Supplier Development Council
- National Organization on Disability
- Points of Light
- Society of Cable and Telecommunications Engineers (SCTE)
- Sustainable Leadership Forum
- The Conference Board
- UN Global Compact
- U.S. Chamber of Commerce Foundation
- Women in Cable and Telecommunications (WICT)
We also maintain memberships with local chambers of commerce, such as the Georgia Chamber of Commerce and the Metro Atlanta Chamber of Commerce, in the cities and states where we operate.
2-29
Approach to stakeholder engagement
GRI 3: Material Topics
3-1
Process to determine material topics
Cox Enterprises last conducted a comprehensive materiality assessment in 2024. Given changes in the business, we plan to conduct an updated materiality assessment in 2026, the findings of which will be reflected in the next full impact report.
2024 Collective Impact Report › Our approach › Materiality, p. 8
3-2
List of material topics
GRI 101: Biodiversity (2024)
3-3
Management of the material topic
101-1
Policies to halt and reverse biodiversity loss
101-2
Management of biodiversity impacts
GRI 201: Economic Performance (2016)
3-3
Management of the material topic
As a family-owned company focused on generational impact rather than quarterly gains, Cox prioritizes investments that create long-term business value while advancing sustainability. We operate and invest in businesses that are run well and do good in the world — because doing right by people and doing well in business have always gone hand in hand.
Since 2007, we’ve invested more than $3 billion in sustainable businesses and technologies, reflecting our commitment to turning environmental challenges into opportunities that benefit both business and society.
201-1
Direct economic value generated and distributed
201-2
Financial implications and other risks and opportunities due to climate change
GRI 203: Indirect Economic Impacts (2016)
3-3
Management of the material topic
Cox Enterprises approaches sustainability through its commitment to people, the environment, and innovation.
Our social impact initiative, known as 34 by 34, is aimed at removing obstacles and expanding access to programs to help 34 million people live more prosperous lives by 2034. From bridging the digital divide to addressing social equity and environmental sustainability challenges, we’re committed to creating a ripple effect starting with our employees. From there, it will extend through our supply chain and out into the communities we serve, growing the good one action at a time.
On a broad scale, this requires dedication and collaboration between businesses and individuals. Cox partners with a host of national and local environmental groups and initiatives, and our employees actively support local environmental organizations across the country. Our national nonprofit partnerships include: The Recycling Partnership, Keep America Beautiful, American Rivers, Captain Planet, Arbor Day Foundation and Trust for Public Land.
We have a bold plan to build on our 126-year history of innovation and diversification. We continue to be a leader in the broadband, automotive and media industries, while also making strategic investments to help promote innovation in agriculture, renewable energy, healthcare and the public sector.
203-1
Infrastructure investments and services supported
Cox Automotive contributes to innovations that modernize vehicle commerce and support the transition to electric vehicles. The company is testing a 100% digital vehicle transaction capability on Autotrader and expanding into new markets such as fleet ownership and EV battery lifecycle management. Through its EV battery solutions, Cox Automotive supports responsible reuse and recovery of battery materials, recycling more than 90% of battery pack components and reducing the need for newly mined minerals.
Cox Enterprises also invests in emerging industries with strong growth potential, including cleantech, indoor agriculture, healthcare, digital media and public sector technology, helping drive innovation and economic activity in these sectors. In addition, we support community infrastructure through environmental initiatives. In 2025, we contributed over $650,000 to enhance recycling infrastructure and education through corporate partners such as The Recycling Partnership, Chattahoochee River Keeper, and Live Thrive Atlanta through their Center for Hard to Recycle Materials.
GRI 204: Procurement Practices (2016)
3-3
Management of the material topic
GRI 205: Anti-corruption (2016)
3-3
Management of the material topic
205-1
Operations assess for risks related to corruption
205-2
Communication and training about anti-corruption policies and procedures
GRI 206: Anti-competitive Behavior (2016)
3-3
Management of the material topic
GRI 301: Materials (2016)
3-3
Management of the material topic
Cox supports circular material management through responsible procurement practices and investments that advance material recovery and reuse. This includes majority ownership of Nexus Circular, an advanced recycling company that converts hard-to-recycle plastics into circular materials used in new products.
2024 Collective Impact Report › Protecting the planet › Waste management, p. 30
2024 Collective Impact Report › Governance › Supply chain responsibility, p. 59
301-2
Recycled input materials used
Cox Farms incorporates recycled content into our award-winning packaging, delivering on consumer needs and using less plastic than traditional designs.
2024 Collective Impact Report › Innovating for impact › Cox Farms, p. 39
301-3
Reclaimed products and their packaging materials
GRI 302: Energy (2016)
3-3
Management of the material topic
GRI 303: Water and Effluents (2018)
3-3
Management of the material topic
303-1
Interactions with water as a shared resource
GRI 305: Emissions (2016)
GRI 306: Waste (2020)
3-3
Management of the material topic
306-1
Waste generation and significant waste-related impacts
306-2
Management of significant waste-related impacts
GRI 308: Supplier Environmental Assessment (2016)
3-3
Management of the material topic
308-1
New suppliers that were screened using environmental criteria
New suppliers are sent a Supplier Risk Intake Questionnaire before doing business with Cox. This questionnaire asks suppliers about their status on key environmental and social issues. If a supplier does not complete the questionnaire or responds adversely to any of the screening questions, the issue is escalated to the supplier engagement team for due diligence.
GRI 401: Employment (2016)
3-3
Management of the material topic
401-2
Benefits provided to full-time employees that are not provided to temporary or part-time employees
To see a full list of Cox employee benefits, visit the benefits page on our website.
2024 Collective Impact Report › Caring for people › Physical well-being, p. 22
401-3
Parental leave
To see a full list of Cox employee benefits, visit the benefits page on our website.
GRI 402: Labor/Management Relations (2016)
402-1
Minimum notice periods regarding operational changes
We provide advance notice to employees regarding significant operational changes that may substantially impact them, in accordance with applicable local regulations and requirements. Additionally, we maintain open communication through regular updates and meetings to keep employees informed about business developments.
GRI 403: Occupational Health and Safety (2018)
3-3
Management of the material topic
403-1
Occupational health and safety management system
403-2
Hazard identification, risk assessment, and incident investigation
Facilities are inspected on a regular, recurring basis using a third-party property risk control consultant. Facilities inspections include fire protection reviews, infrared scans and general life/safety practices. Recommendations for improvement are made (via centralized property loss control database) to which the operations, facilities and/or safety representative responds to the appropriate recommendation as to how/when the recommendation will be corrected. There are teams that are dedicated solely to conduct inspections on our Outside Plant infrastructure and rectify all noted deficiencies in a timely manner. Incident investigations are also performed in a timely manner across the enterprise and are leader driven. These investigations serve the purpose of not only preventing future incidents, but reassuring the workforce that workplace safety is paramount.
403-3
Occupational health services
403-6
Promotion of worker health
403-7
Prevention and mitigation of occupational health and safety impacts directly linked by business relationships
Contract terms generally require workers meet or exceed certain levels of training and certification dependent upon the area of the business.
GRI 404: Training and Education (2016)
3-3
Management of the material topic
404-1
Average hours of training per year per employee
2025: 11 hours
404-2
Programs for upgrading employee skills and transition assistance programs
In July 2025, we hosted Horizons: A Cox Summit on AI, Data and the Future, bringing together leaders, experts and AI enthusiasts from across the company. Over two days, this summit highlighted our latest AI advancements, practical applications, and the growing impact of AI on the way we work.
We continue to invest in ongoing employee and leader education to unlock the full potential of AI. This includes self-guided learning, an internal AI-focused newsletter, and a robust AI hub with guidelines, resources, and access to AI councils where employees can ask questions and get support.
Across our divisions, we are accelerating the development of advanced AI solutions. By evolving our AI roadmaps and operating models, we are advancing toward becoming an AI-first enterprise. Aligning accountability, platforms, governance and talent to enable scalable, integrated workflows, consistent outcomes, measureable business value, and a highly skilled workforce.
GRI 405: Diversity and Equal Opportunity (2016)
3-3
Management of the material topic
GRI 408: Child Labor (2016)
408-1
Operations and suppliers at significant risk for incidents of child labor
Cox is committed to honesty, integrity, and fair dealings in all of our business operations, including utilizing a responsible supply chain. Before selecting and entering into contracts or relationships, due diligence is conducted on potential third parties utilizing a risk-based approach. Our aim is to identify, assess, and mitigate risk by vetting suppliers through a comprehensive Intake Form and research platforms, which help us assess their financial health, operational stability, and ethical practices, including their measures to prevent child labor.
GRI 409: Forced or Compulsory Labor (2016)
409-1
Operations and suppliers at significant risk for incidents of forced or compulsory labor
Cox is committed to honesty, integrity, and fair dealings in all of our business operations, including utilizing a responsible supply chain. Before selecting and entering into contracts or relationships, due diligence is conducted on potential third parties utilizing a risk-based approach. Our aim is to identify, assess, and mitigate risk by vetting suppliers through a comprehensive Intake Form and research platforms, which help us assess their financial health, operational stability, and ethical practices, including their measures to prevent forced labor.
GRI 414: Supplier Social Assessment (2016)
3-3
Management of the material topic
414-1
New suppliers that were screened using social criteria
New suppliers are sent a Supplier Risk Intake Questionnaire before doing business with Cox. This questionnaire asks suppliers about their status on key environmental and social issues. If a supplier does not complete the questionnaire or responds adversely to any of the screening questions, the issue is escalated to the supplier engagement team for due diligence.
GRI 416: Customer Health and Safety (2016)
3-3
Management of the material topic
Cox integrates customer health and safety considerations into the design and delivery of its products and services. For example, Cox Automotive provides DealShield®, a purchase protection solution that allows subscribing dealers to return vehicles that do not meet expectations under defined return guarantees. In addition, the company’s EV Battery Solutions team collaborates with local fire departments to provide training on electric vehicle fire response, supporting safer handling of emerging vehicle technologies and improving community safety.
2024 Collective Impact Report › Innovating for Impact › Cox Farms, p. 39
416-1
Assessment of the health and safety impacts of product and service categories
GRI 417: Marketing and Labeling (2016)
3-3
Management of the material topic
417-1
Requirements for product and service information and labeling
Cox Automotive provides product and service information to customers through vehicle condition reports, product descriptions and transaction documentation across its marketplaces. These disclosures support transparency and informed purchasing decisions.
2024 Collective Impact Report › Innovating for impact › Growth Operations, p. 42
2024 Collective Impact Report › Governance › Supply chain responsibility, p. 59
GRI 418: Customer Privacy (2016)
3-3
Management of the material topic
418-1
Substantiated complaints concerning breaches of customer privacy and losses of customer data
In 2025, Cox did not record any substantiated complaints concerning breaches of customer privacy or identified leaks, thefts or losses of customer data. The company maintains incident response and cybersecurity programs to monitor and address potential risks.
Management of Legal and Regulatory Environment
3-3
Management of the material topic
We seek to honor not just the letter of the law (the actual words), but also the spirit of the law. Our commitment helps to build trust, protect our brand, and secure our future. Because we operate in various countries, our businesses and employees are subject to, and expected to comply with, a diverse set of local laws and regulations. We have governance structures and compliance and regulatory teams in place to ensure compliance and keep track of new requirements. Additionally, the Cox Conserves team utilizes Datamaran, a software analytics platform that identifies and monitors external risks, including ESG.
Access and Affordability
3-3
Management of the material topic
Innovation and Technology
3-3