Aon Study: American Employees Look to Leadership To Restore Their Trust in American Business.

Business Editors

CHICAGO--(BUSINESS WIRE)--Sept. 17, 2002

United States @Work(R) Study Shows Steps Corporate

America Should Take to "Restore the Trust"

In the seventh national United States @Work(R) study, released today by Aon, employees are showing themselves to be less trusting of their corporate leadership, less involved in organizational change, and less confident of the people practices in place. The results show a need for soul-searching among corporate executives and a desire among employees to "restore the trust" in their employer.

"Simply stating that trust is declining among the American worker accomplishes little," stated David L. Stum, president of Aon Consulting's Loyalty Institute. "By looking more closely at what employees are experiencing in their work environment, we can begin to see why the bonds of trust between employer and employee are now a high risk factor in corporate life. By knowing why the trust is eroding, employers can formulate action plans that will make a difference."

Two national measurements from Aon underscore this trend. The Workforce Commitment Index(TM) (WCI) measures just how much commitment exists in employees, based on responses to questions in the areas of productivity, pride and retention. This number has fallen to 98.1, which is near the lowest level since the annual measurement began in 1997. Additionally, the Employee Confidence Index(TM), created in February 2001, hovers at 41.8 (on a -100 to +100 scale, with zero indicating neither confidence nor a lack of confidence in improved organizational performance), also down from its high of 44.5 (right before Sept. 11).

Behind these overall indices are some telling statistics:

-- Almost one out of five respondents (17 percent) feel that their organization is below expectations in creating a work environment free from fear, intimidation and harassment.

-- 36 percent feel their organization does not help them manage stress.

-- Pay and performance don't link up well-enough to meet the expectations of 28 percent of respondents.

-- 37 percent don't feel that they get to adequately participate in planning changes.

"Human capital issues are still boardroom issues," continued Ray Seghers, director of research with Aon Consulting's Loyalty Institute. "As corporate executives look to restore trust among their workforce, they should re-examine their people practices. By aligning them with employee needs, organizations can go a long way toward rebuilding the commitment levels of their workforce."

Aon's body of research has shown that, in order for workplace practices to affect commitment levels, employers must focus first on the basic workplace issues of safety/security and rewards (such as benefits and compensation) first. Only after addressing these basic needs should more attention be paid to affiliation (or the creation of a sense of spirit and pride in the organization), then growth (potential to advance one's skills and professional career), and work/life harmony (a synergy between an individual's work and personal lives). These five areas make up the Performance Pyramid(TM) of workplace practices.

Aon conducted the research during April of 2002 through telephone interviews with 1700 American workers. More information about Aon's Loyalty Institute research is available at www.aon.com.

About Aon

Aon Corporation (NYSE:AOC) is a holding company that is comprised of a family of insurance brokerage, consulting, and insurance underwriting subsidiaries.

Aon Consulting is among the top five global human resources consulting firms, with 2001 revenues of $938 million and 7,400 employees in 140 offices throughout the world. Aon Consulting delivers integrated consulting solutions to help clients with employee benefits, human resources outsourcing, compensation, communication and management consulting.

This press release may contain certain statements relating to future results, which are forward-looking statements as that term is defined in the Private Securities Litigation Reform Act of 1995. These forward-looking statements are subject to certain risks and uncertainties that could cause actual results to differ materially from either historical or anticipated results, depending on a variety of factors. Potential factors that could impact results include the general economic conditions in different countries around the world, fluctuations in global equity and fixed income markets, changes in commercial property and casualty premium rates, the competitive environment, the actual cost of resolution of contingent liabilities and other loss contingencies, the final execution of the business transformation plan, the ultimate cost and timing of the implementation thereof, the actual cost savings and other benefits resulting therefrom, whether the Company ultimately disposes of some or all of its underwriting operations, the terms and timing thereof, rating agency actions, the cost and availability of debt and other financing, and events surrounding terrorists attacks of September 11, 2001, including the timing and resolution of related insurance and reinsurance issues. Further information concerning the Company and its business, including factors that potentially could materially affect the Company's financial results, are contained in the Company's filings with the Securities and Exchange Commission.