Whatever any organisation does, it is not possible to manage away the risk from terrorism. It requires active engagement to understand the local threat, the potential impacts and the proactive solutions that are available to mitigate the risk.

1. What happened in Paris?
While information on the terrible events in Paris on the 13th
November will continue to crystallise over the coming days and
weeks, the terrorists’ actions continue a theme seen in recent
attacks. The three events in Paris; suicide bombings, armed
attacks on public spaces, armed hostage taking & suicide
bombings - each is an approach employed elsewhere in Europe,
the Levant and North Africa recently. The nature of the attacks
reflect the continued evolution of tactics by Islamic militants.
Concentrations of people at predictable times present an
attractive target for this type of terrorism. Clearly concerts
or publicised business events, public transport & transport
hubs, shopping malls & retail hubs and hospitality (hotel &
restaurant) locations are examples of locations that present
the desired target type.
The attacks were relatively low-tech in that the attack relied
primarily on automatic weapons, with relatively small device
sizes employed for the suicide element. This is also a practical
reflection of the limitations often imposed on terror groups by
competent security services – it is more difficult to manufacture
devices of a significant size due to security services monitoring
of key bomb making ingredients. Active shooter attacks, small
device attacks as well as the “lowest-tech” approaches of a knife
attack or the use of a car as a kinetic weapon will continue be
part of the terrorists approach, especially amongst terror cells
with no access to the training or logistics of Middle Eastern or
North African based groups. Critically, the targeting approach
is to achieve the maximum casualties from any single attack,
rather than the primary targets of “traditional terrorism”;
the police, the military, the judiciary and the government
or inflicting damage on infrastructure, assets and operations.
While individual organisations may not be in a position to stop
an attack or avoid being targeted, there are steps that can be
considered to reduce the potential for an attack or limit the
scale and duration of an attack.
Risk. Reinsurance. Human Resources.
The Paris attack & the continuing evolution of terrorism
Whatever any organisation does, it is not possible to manage away the risk from
terrorism. It requires active engagement to understand the local threat, the potential
impacts and the proactive solutions that are available to mitigate the risk.
People
Business
interuption Reputation
Property
Liability
Terrorism impacts

2. Mitigation considerations in light of the “changing
face of terrorism”
What can individual organisations do to reduce their
attractiveness to terror groups and limit the freedom
of an attacker to access their building and people.
• Own the access points into your building; allowing you to
minimise access points during higher threat periods and lock
down access through these at a moment’s notice.
• Have the ability to establish hard segregation between any public
reception area and the wider employee areas – significantly
delay the ability of an attacker to roam your premises. This could
include, for example, remotely locking down elevator access and
locking out access controls into service areas.
• Consider establishing Active Shooter protocols – there is well
developed guidance in this area to prepare managers and
employees on actions if a hostile threat is identified within an
organisation’s space.
• Proximity to public transport hubs, public spaces, high profile
buildings or individuals may increase the potential to be
impacted by terrorist events.
• Recognise that it is only Police response that will address
defeat a hostile individual on your site and that this response
may be some time away; critically, liaison with the Police prior
to an event is vital to understanding how long this may be,
what information they will need when they arrive on site and
what you can do to facilitate their actions.
• While there is an opportunistic element to terrorism targeting,
it remains a worthwhile activity to regularly assess the risk
posed by terrorism to an organisation, in order to inform
risk mitigation and ultimately, risk transfer.
From an employer or operator of a property, consider your ability
to demonstrate you have done all that is reasonable and practical
to provide a safe environment.
Considerations for your terrorism insurance strategy
Traditionally terrorism related insurance has focussed on the
property damage and business interruption resulting from an
attack. While this clearly remains part of the spectrum of terrorism
impacts, that spectrum is broadening and organisations need
to develop a more responsive insurance programme to match
these additional impacts, as well as coverage for unintended
impacts (hoax or perceived threats that stop operations or
activities – often a result of heightened tension, post events);
a programme that considers the potential impacts on people,
property, revenue and reputation.
Whatever any organisation does, it is not possible to manage
away the risk from terrorism. It requires active engagement
to understand the local threat, the potential impacts and the
proactive solutions that are available to mitigate the risk.
Contacts
Terrorism Broking Consulting
Tony Day
Director CBO Counter Terrorism
tony.day1@aon.co.uk
Scott Bolton
Director, Counter Terrorism
scott.bolton1@aon.com
Contingency Risk Event Cancellation
Adrian Thomas
Executive Director
adrian.thomas@aon.co.uk
Terrorism Claims
Mark Fox
Claims Leader, Property Casualty
mark.fox@aon.co.uk
Risk. Reinsurance. Human Resources.
Aon Risk Solutions
Global Broking Centre
About Aon
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