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SIGN INBusiness Resilience, Boards, Teams and Plans are established at the local, global and functional levels of NXP to anticipate opportunities and risks, continuously improve our business performance, respond to critical incidents and comply with applicable requirements.
We cultivate a resilient culture through proactive, standardized management systems that are modeled after the guidelines of ISO 22301, ISO 22316, ISO 31000 and IATF 16949 Section 6.1.2.3. For a more detailed overview of NXP's Business Resilience Office, see our Global Business Resilience and Crisis Management Overview .
Business Resilience Boards and Teams consist of representatives from each business function, organization and location. These groups focus on driving collaboration, alignment and resilience expertise across the organization so we can accelerate NXP's ability to thrive and grow stronger. The primary mission for these groups is to maximize opportunities and minimize risks. The groups are also responsible for strategic, tactical and operational decisions while implementing their specific resilience plans.
Global and local Crisis Management Boards and Teams also consist of representatives from each business function, organization and location, as needed. These groups focus on responding to in-progress or emerging critical risks. The Executive Vice-President Steering Committee receives reports on resilience and crisis situations and provides strategic and tactical direction. During a situation, all groups interact with each other and, if necessary, escalate issues to the global and executive teams for additional assistance.
We analyze our business operations to maximize positive impacts and to minimize negative impacts if a disruption were to occur. We prioritize our areas of focus based on numerical assessments of likelihood and impacts to life safety, image and reputation and financials.
Groups document their resilience and crisis plans, including regular training and exercises. The plans build awareness and knowledge about how best to handle risks and opportunities. Training covers key roles and responsibilities, action protocols and procedures for handling site-specific scenarios.
We also conduct simulation exercises, at least annually, to test the effectiveness of plans for a wide range of potential disruptions. This includes disruptions caused by events such as equipment failures, externally provided products, processes and services, natural disasters, fires, utilities, labor shortages, IT issues and cyberattacks.
We utilize multiple internal and external alert systems to notify us if there are incidents at or near our sites so responses can begin quickly at the local, regional or global level. We also use a geographic information system that includes the latitudes and longitudes of our suppliers so we can identify incidents that may affect them.