1 Recovering from Disaster Lessons learned in crisis management and communication Casualty Actuarial Society Enterprise Risk Management Panel May 21, 2002
Jan 18, 2016
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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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