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Recovering from Disaster

Lessons learned in crisis management and communication

Casualty Actuarial Society

Enterprise Risk Management Panel

May 21, 2002

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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.

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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

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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

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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

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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

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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

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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

Internal External

Clients

Business partners

Shareholders/Financial community

Media

Communications

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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 e-mails• Global conference calls• Targeted advertising• GMCC conference calls

Internal channels• Press releases• Internet/Intranet sites• Global e-mails• 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

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• 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

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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

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Using the Internet

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The Internet (continued)

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The Internet (continued)

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The Internet (continued)

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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

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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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