1 Recovering from Disaster Lessons learned in crisis management and communication Casualty Actuarial Society Enterprise Risk Management Panel May 21, 2002

2 The Initial Response The Crisis Response team assembled and the Command Center was operational within three hours after the attack Team members managing the crisis included executives from: –Human Resources –Information Technology –Real Estate/Facilities/Travel –Corporate Communications –Investor Relations –Legal The first concern and overriding priority was the safety and well-being of our Aon colleagues.

3 The Human Resources Response Determined the whereabouts of Aon colleagues and re- established contact with the WTC HR staff Set up a 24/7 crisis hotline Established Crisis Support Centers in five New York Metropolitan locations. Centers were staffed with: –Professional grief counselors –Benefits consultants –Workers’ compensation specialists –Senior HR professionals

4 Human Resources (continued) Assigned senior HR professionals to serve as “case workers” for victims’ families: –Case load of 5-10 families each –Single point of contact –Available 24/7 to answer all questions and resolve any issues Established benefits enhancements, pay continuation, and return-to-work policies –Extended medical coverage at group rates –Additional burial benefits –Free legal services (Kirkland & Ellis) –Financial planning services –Family members’ transportation to memorial services in New York (no restrictions –Ongoing grief counseling, as needed, for any family member –Accommodating return-to-work timetables

5 The IT Response Implemented systems disaster recovery plans, identifying resources and managing technological business resumption capabilities Activated back-up systems to reroute lines and circuits to other data hubs Identified and recovered lost data Provided technological support to the Crisis Response team –Communications –Real estate search Created environment for business resumption – wiring new offices

6 Real Estate/Facilities/Travel Response Within three hours of the attack, the Crisis Command Center was operational. Within 24 hours of the attack, options for new office space in Manhattan were being reviewed. New office space was acquired within six days of the attack. Within three days of the attack, hotel space was blocked for Crisis Support Centers and sleeping rooms for victim’s families and out-of-state Crisis Response team members. Travel group worked around the clock to help assist stranded travelers and victims’ families

7 The Action Plan Team coordinators acted as an interdependent group to execute duties and tasks simultaneously on several fronts The Communications team focused on key interrelated functions Business Continuity Information Technology Real Estate Facilities Travel Human Resources

8 The Communications Response – Audiences Identified and prioritized key audiences/stakeholders NYC WTC colleagues who were safe All other NY colleagues All other colleagues globally Victims’ families InternalExternal Clients Business partners Shareholders/ Financial community Media Communications

9 The Communications Response – Vehicles Developed processes and procedures for information and key message delivery to all audiences. We used a variety of channels: Internal channels Press releases Internet/Intranet sites Global s Global conference calls Targeted advertising GMCC conference calls Internal channels Press releases Internet/Intranet sites Global s Global conference calls Targeted advertising GMCC conference calls External channels Press releases Internet site Targeted advertising Press appearance External channels Press releases Internet site Targeted advertising Press appearance

10 Coordinated, integrated, and disseminated up-to-date information on: –The impact of the crisis –Colleague support systems –Return to work timetables Coordinated key messages across team functions to develop targeted communications for: –Colleagues and victims’ families impacted by the WTC disaster –Internal audiences –External audiences The Communications Response – Messages

11 The Communications Response – Media relations Managed media relations Briefed company spokespersons Identified key senior management spokespersons to respond to media inquiries –Director of Marketing Communications –Director of Financial Relations –Executives, particularly the Chief Human Resources Officer –CEO Patrick G. Ryan

12 Using the Internet

13 The Internet (continued)

14 The Internet (continued)

15 The Internet (continued)

16 Communicating in a Crisis: What We Learned Use a team approach –The Crisis Response team worked in concert across functions to execute interrelated tasks and activities Keep senior management involved –The decision-making process was easier because senior management was available to make decisions on the spot to move actions forward Supply up-to-date information –Up-to-date information is critical in times of crisis – it helps to avoid confusion, frustration, even panic Use the communications staff as “gatekeepers” –This will ensure consistency in messages. Have disaster recovery plans in place –Plan for the unexpected and you’ll be ready when disaster strikes

17 Some Final Thoughts Communication is an ongoing process. –The stronger your communication function is under everyday circumstances, the more effective it will be in a crisis situation. Crisis management is also an ongoing process, not just a plan –It should be flexible enough to cope with ever-changing crisis types –It should be revisited, reviewed and updated regularly –It should include a means of incorporating lessons learned and continuous improvements Crisis management is a team effort. –The interrelated functions of the organization cannot be separated. The team must work as a cohesive unit in all areas of the crisis.

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