Recovering from Disaster

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 Human Resources Business Continuity Information Technology Real Estate Facilities Travel

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

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 e-mails • Global conference calls • Targeted advertising • GMCC conference calls • External channels • Press releases • Internet site • Targeted advertising • Press appearance

10. The Communications Response –Messages • 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

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.