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

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 reestablished 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:
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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
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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
Human
Resources
Business
Continuity
Information
Technology
Real Estate
Facilities
Travel
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The Communications Response –
Audiences
• Identified and prioritized key audiences/stakeholders
Communications
Internal
NYC WTC
colleagues who
were safe
Victims’
families
External
Clients
All other NY
colleagues
All other
colleagues
globally
Media
Business
partners
Shareholders/
Financial community
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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
External channels
• Press releases
• Internet/Intranet sites
• Global e-mails
• Global conference calls
• Targeted advertising
• GMCC conference calls
• Press releases
• Internet site
• Targeted advertising
• Press appearance
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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
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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
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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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