On Aon

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142

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Jun 2026

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About the show

"On Aon" offers conversations between Risk Capital and Human Capital experts and guests about the Risk and People issues impacting businesses around the world. Each episode provides unique insights to help industry experts make better decisions across Trade, Technology, Weather and Workforce.

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June 11, 202618 min

Turning AI Momentum into Workforce Advantage

In the first episode of a special On Aon mini-series on the 2026 Human Capital Trends study, Aon’s Human Capital leaders outline a clear leadership challenge: AI is scaling fast, but the value it delivers is determined by how effectively organizations prepare their people to use it. The discussion moves beyond adoption to focus on aligning AI to business priorities, redesigning work and equipping leaders to translate capability into sustained growth. Key Takeaways:  AI investment is ahead of workforce readiness, leaving unrealized value. Organizations that stay ahead are closing this gap by prioritizing capability-building alongside deployment. Delivering value from AI requires shifting focus from activity to outcomes. Measuring success through productivity, decision-making and business impact is critical to unlocking return on investment. Advantage comes from redesigning work, not just scaling tools. Embedding AI into critical workflows and aligning incentives, leadership and skills is what enables durable growth. Experts in this episode:   Byron Beebe, CEO of Human Capital, Aon  Amanda Scott, Head of Talent Solutions, North America, Aon Marinus Van Driel, Partner, Workforce Transformation Advisory, North America, Aon Key Resources: 2026 Human Capital Trends Study Key Moments:  (00:45) AI adoption has accelerated across organizations, but workforce readiness is lagging, creating a gap between deployment and impact (04:20) Why moving too quickly on technology without building capability leads to stalled return on investment and slower adoption (13:00) How AI is reshaping the future of work, driving more fluid, skills-based roles and integrated ways of working Soundbites:  Byron Beebe: “I really think it's the people using AI to do jobs better or to enhance what they can accomplish for customers of a business. Those are the people that are going to win.” Amanda Scott: “AI is no longer a technology story; it's a people story.” Marinus Van Driel: “What we're seeing is most organizations are scaling their tools, but very few are redesigning their work. So, most of them are in that foundation or that developing stage. And then I think that the question that's emerging from all of this that I think all leaders will have to grapple with in the near future is we can have AI do this work, but should we have AI do this work.”

June 4, 202618 min

Navigating Cyber Risk, Regulation and the Reality of Fines

On Aon — Episode 116 Title: Navigating Cyber Risk, Regulation and the Reality of Fines In this Risk Capital Insight episode of the On Aon podcast, Pablo Constenla, head of coverage and claims for cyber and financial lines in EMEA for Aon, is joined by Charlie Weston-Simons, partner at A&O Shearman, to examine how leaders can stay ahead as cyber risk, regulation and financial exposure converge. As artificial intelligence accelerates the scale and sophistication of attacks and regulators expand enforcement, the discussion focuses on what it takes to translate uncertainty into action — from quantifying cyber-related fines to understanding where insurance comes into play. Drawing on Aon’s Cyber Fines Report and frontline experience across incidents and investigations, the episode highlights how organizations can align legal, risk and insurance strategies to make more confident decisions and strengthen resilience at pace. Key Takeaways: AI is reshaping threat dynamics, requiring leaders to move beyond awareness and invest in quantification, scenario planning and faster response to stay ahead of evolving risks. Anticipate regulatory impact and act before enforcement does. Globally regulators are increasing scrutiny and doubling down on fines and potential leadership accountability, elevating the need for cross-border risk strategies. Cyber insurance plays an important role but is only one part of a broader resilience strategy, as organizations must prioritize preparation, response and a strong cyber risk culture to navigate increasingly complex exposures. Experts in this episode:  Pablo Constenla, Head of Coverage and Claims for Cyber and Financial Lines, EMEA, Aon Charlie Weston-Simons, Partner, A&O Shearman Key Resources: The Insurability of Cyber Fines Key Moments: (01:40) How AI is reshaping cyber risk, from enhanced social engineering to the emergence of automated attacks and new vulnerabilities (05:30) The growing complexity of regulation, including NIS2 implementation challenges and inconsistencies across jurisdictions (12:10) Why cyber incidents are now viewed as existential crises and how organizations should rethink incident response and resilience Soundbites: Pablo Constenla: “And the real challenge isn't just managing cyber risk, it's connecting the dots across legal, risk and insurance when a collective action is faced.” Charlie Weston-Simons: “I think from a legal and insurance perspective, the key issue becomes how do you manage a risk that is evolving faster than regulation and controls can adapt.”

May 28, 20269 min

Global Insight: Connecting Risk, Capital and Decision-Making

In this Global Insight recap episode of the On Aon podcast, Aon leaders revisit some of the key conversations we’ve showcased in the first half of the year, exploring how geopolitical risk, capital flows and emerging financial infrastructure are reshaping the global business environment. The discussions highlight how organizations are navigating increasing complexity — from the role of insurance in keeping global trade moving, to evolving payments infrastructure, shifts in private credit markets and the growing importance of resilience as a driver of decision-making and long-term performance. Experts in this episode: Bridget Gainer, Chief Public Affairs Officer, Aon Lee Meyrick, Chair of Risk Capital, Transportation and Logistics, Aon John King, Senior Vice President, Global Treasurer and Head of Portfolio Strategy, Aon Russ Ivinjack, Global Chief Investment Officer, Aon Featured topics: How rising geopolitical risk is shaping global trade and the critical role of insurance in enabling movement across key corridors like the Strait of Hormuz. Why stablecoin is emerging as a payments and operating model conversation — and what it means for how organizations move money globally. The growth of private credit and why alignment of interest remains central to managing risk and delivering outcomes. How Aon’s Resilience Quotient reframes resilience as a driver of better decision-making, adaptability and long-term performance.

May 21, 202610 min

Navigating Talent and Risk in Aerospace and Defense

In this Industry Insight episode of the On Aon podcast, our experts examine how aerospace and defense organizations are redefining workforce and risk strategy to support sustained growth. As demand accelerates and technology expectations rise, leadership priorities are shifting — from managing talent and risk challenges separately to an integrated competitive advantage. Drawing on current industry data, the discussion highlights how forward‑looking organizations are aligning workforce strategy, cyber readiness and supply chain resilience to move faster, deploy capital with confidence and stay ahead of evolving demands. Key Takeaways:  Workforce strategy is becoming a core enterprise lever for aerospace and defense companies, with talent decisions shaping innovation, contract fulfillment and long-term growth. Competition for critical skills is expanding beyond the sector, requiring leaders to reposition aerospace and defense as a destination for top talent and invest with greater precision across the talent lifecycle. Modernization is a leadership priority, not just a technical one — requiring disciplined investment to integrate advanced technologies while maintaining operational continuity and unlocking new sources of growth. Experts in this episode:  David Carlson, Global Industrials and Manufacturing Leader, Aon Randy Ramirez, HCS Rewards Solutions Associate Partner, Aon Key moments:  (02:27) The scale of the global aerospace and defense workforce — and why shifting demand is redefining the role of talent in enterprise strategy. (04:32) Key human capital challenges, including skills gaps, evolving employee preferences and competition for technical talent. (06:29) How leading organizations are connecting analytics, cyber insights and supply chain visibility to strengthen decision‑making and accelerate growth. Soundbites:  David Carlson: “Today's geopolitical volatility is driving governments worldwide to demand innovation at scale and speed, particularly in technology solutions and advanced engineering. Yet many organizations still rely on legacy infrastructure, making the integration of cutting-edge technologies complex, costly and risky for operational stability.” Randy Ramirez: “In the US, the defense industrial base supports over 2.2 million direct workers with an additional 3.5 million in indirect supply chains. And because the industry is quickly changing, so are the dynamics around talent.”

May 14, 202626 min

Delivering Better Retirement Outcomes Through Scale and Strategy

On Aon — Episode 113 Title: Delivering Better Retirement Outcomes Through Scale and Strategy In this Human Capital Insight episode of the On Aon podcast, Aon’s Human Capital leaders outline how employers are taking a more active role in shaping retirement outcomes. As defined contribution plans become the primary source of retirement income globally, the focus is shifting towards strategies that deliver measurable improvement at scale. The conversation highlights how pooled and multi-employer solutions are redefining what leadership looks like in workforce retirement planning — combining institutional investment access with disciplined governance and plan design to help organizations move ahead with clarity and confidence. Rather than adding cost, leading organizations are sharpening strategy — using scale, insight and engagement to strengthen outcomes and support long-term financial wellbeing in retirement. Key Takeaways: Scale is becoming a defining advantage, with pooled and multi‑employer models enabling organizations to elevate outcomes through stronger governance, specialized expertise and more efficient plan design — freeing leaders to focus on strategic priorities. Disciplined investment strategy is central to performance, with broader asset access, lower costs and exposure to areas such as private markets supporting more resilient, long‑term return potential. Engagement is shifting from information to action, with leading plans using targeted, digitally enabled strategies to drive better decisions across different employee needs and life stages — strengthening outcomes over time. Experts in this episode: Byron Beebe, CEO for Human Capital, Aon Helen Hatt, Partner, International Wealth, Aon Nigel Aston, Market Development Lead, Wealth Solutions, Aon Brian Abshire, Partner, Head of DC Multi-Asset Solutions, Aon Key resources: Employee Sentiment Study Human Capital Trends Study Key moments: (02:45) How leaders are redesigning retirement strategies to deliver stronger, more consistent outcomes (07:45) The role of scale and investment strategy in delivering stronger long term retirement portfolios and reducing costs. (14:15) Why private markets are becoming an increasingly important component of DC plans and how they can enhance returns. Soundbites: Byron Beebe: “Most people know that defined benefit plans used to be the main source of retirement income for employees around the world. And that's really changed quite a lot. Really, defined contribution plans are the main source of retirement income for employees around the world these days. And that means more of the responsibility for retirement savings is being pushed to the employees.” Helen Hatt: “Employers aren't necessarily wanting to throw more money at these plans to get better retirement outcomes. They just want the plans themselves to work in a better way. ” Nigel Aston: “But the two core elements which will give people better outcomes are these. And this is what employers are looking for. The first is to give members more money. That's down to investment. And then the second is to help those employees, the participants in the plan, make good decisions with that money.” Brian Abshire: “Specifically, to private markets, it's become polarized that we just want to get access to this because it's going to be a unique thing that sounds different or maybe it costs more and generates more revenue from investment managers. And I think it's incumbent upon us as an industry. To really pound the table and say, it's not access for access’ sake, it's access because it moves the needle and it truly gives a diversified return enhancing potential.”

May 13, 202615 min

How Insurance Shapes Trade in the Strait of Hormuz

In this Global Insight episode of the On Aon podcast, Aon transportation and marine leaders examine the evolving risk environment in the Strait of Hormuz — one of the most critical corridors for global energy and trade. The discussion focuses on how shifting conditions are impacting trade flows, how insurance markets are responding in real time and what capacity and pricing signals reveal. It also highlights the role insurance plays in enabling global trade and what organizations should be watching as they plan for continued disruption. Key Takeaways: Insurance remains available to support global trade through the Strait of Hormuz, even as risk has intensified and pricing has adjusted significantly. The primary constraint on vessel movement continues to be safety, not the withdrawal of insurance capacity. Marine and war insurance mechanisms are designed for active risk management. Notice provisions enable insurers to reassess accumulation, reprice exposure and maintain coverage in response to changing conditions, supporting continued market function. Leadership advantage comes from preparedness and adaptability. Organizations that understand supply chain vulnerabilities, engage closely with brokers and insurers and plan for both immediate and mid-term disruption are better positioned to sustain continuity and act with confidence as conditions evolve. Experts in this episode: Philip Smaje, Global Industry Specialty Leader, Transportation and Logistics, Aon Lee Meyrick, Chair, Risk Capital, Transportation and Logistics, Aon Key moments: (01:30) Why the Strait of Hormuz matters to global trade — and how its geography concentrates systemic risk. (04:00) How insurance markets are responding, including the role of war cover, notice provisions and disciplined repricing. (08:05) How insurance markets are responding in real time, including dynamic pricing, notice mechanisms and capital entering the market. (13:00) What leaders should prioritize next to stay ahead, from contingency planning to preparing supply chains for extended disruption. Soundbites: Philip Smaje: “The strait remains one of the most strategically important corridors in the world, particularly for energy, shipping and supply chains. But what often gets overlooked in these situations is the role insurance plays in determining whether trade can continue at all.” Lee Meyrick: “I think what we're seeing now is that there's an increase in both frequency and severity of new risks. And whilst geopolitical risks, as in the case of the current situation in the Strait of Hormuz, isn't new, I think the frequency and severity of these incidents are putting pressure on the marine insurance industry.”

May 7, 202625 min

Preparing for Hurricane Season: Turning Insight Into Action

In this Risk Capital Insight episode of the On Aon podcast, Aon leaders examine what the upcoming U.S. hurricane season demands from today’s decision-makers — and how organizations can convert risk insight into decisive action. Rather than relying on historical assumptions, the discussion emphasizes how leaders use current data, analytics and planning discipline to protect people, capital and operations. The episode highlights how organizations that prepare early, communicate clearly and act in real-time are better positioned to safeguard value when it matters most. Key Takeaways: Preparation starts before hurricane season begins. Organizations that stay ahead treat hurricane readiness as a year-round priority — with clear accountability, trained teams and plans in place well before a storm forms. Changes in storm patterns and secondary impacts mean leaders can no longer rely on historical assumptions. Decisions around preparedness, exposure and recovery are increasingly grounded in current data, analytics and real-time insights. Clear communication across stakeholders plays a critical role in recovery. When contacts are defined, expectations are aligned and information flows consistently, organizations are able to respond more effectively and move through the claims process with greater confidence. Experts in this episode: Dan Hartung, Global Head of Event Response for Risk Capital, Aon Jill Dalton, Group Managing Director, Property Risk Consulting, Aon John Dickson, Executive Vice President, Aon Affinity Key moments: (01:42) Why recent, quieter, hurricane seasons can create a false sense of confidence and what recent claims trends signal about insurer expectations and preparedness. (04:26) How evolving storm behavior and secondary impacts are widening the protection gap — and why current risk insight is essential for informed decisions. (13:10) Practical actions organizations can take now to strengthen readiness, including governance, communication planning and claims preparedness. Soundbites: Dan Hartung: “If a storm does develop, there's the potential again for it to make landfall. And I would say at the end of the day, it really only takes one. So, it's best to be prepared in advance, take advantage of all of the analytics and expertise that we have to offer to help your organizations stay ahead of the curve.” Jill Dalton: “Communication and information is critical and to understand that claims when they happen, there are a series of expectations that need to be managed. Different stakeholders will want different information at different times.” John Dickson: “First of all, you're thinking about readiness and preparation. The time to think about these things is when the sun is shining, not when storm clouds are brewing. You need to act now.” Key Resources:Be Prepared: Natural Catastrophe Resources and Response

April 23, 202619 min

Inside the Global Construction Boom: Managing Risk and Talent

In this Industry Insight episode of the On Aon podcast, Aon construction leaders explore the scale, complexity and opportunity shaping the global construction sector. The discussion examines how construction is driving global economic growth, with spending projected to rise sharply through 2030, while also creating new Risk Capital and Human Capital considerations. The conversation focuses on how construction organizations can manage increasing costs, supply‑chain pressures and insurance complexity, while also addressing persistent talent shortages, technological change and safety challenges. Key Takeaways: Construction is a critical engine of global economic growth, accounting for trillions in annual spend and employing hundreds of millions of people worldwide. Continued investment in data centers, power and critical infrastructure is set to drive growth for years to come. As projects grow larger and financing structures evolve, risk management has become a leadership discipline rather than a technical exercise. Advanced approaches to natural catastrophe exposure, project delay risk and capital allocation help organizations protect balance sheets and keep complex projects on track. Human Capital is emerging as a strategic differentiator. Talent shortages and rising technical demands mean workforce capability, safety and upskilling are essential inputs to growth — not just downstream considerations. Experts in this episode: Tariq Taherbhai, Chief Commercial Officer, Construction and Infrastructure, Aon James MacNeal, Global Industry Specialty Leader, Construction and Infrastructure, Aon Key Moments: (04:55) A look at the main risk pressures facing construction leaders — rising costs, ongoing supplychain disruption and increasing insurance and project complexity. (08:50) How construction leaders are using data, analytics and scenario analysis to understand projectlevel exposure to natural catastrophes and climate risk — moving beyond portfoliolevel views to inform smarter decisions on individual sites. (12:42) How construction organizations are responding to Human Capital challenges, including labor shortages, skills gaps, safety and the growing role of technology on job sites. Soundbites: James MacNeal: “With projects getting more complicated and private financing playing a much bigger role, solid risk management and insurance, they're not just optional anymore, they're absolutely essential.” Tariq Taherbhai: “Construction is a massive employer. If you think about it, 220 million people around the world have some sort of job in construction. It's mindboggling.”

April 16, 202624 min

Pay Transparency: From Compliance to Capability

In this Human Capital Insight episode of the On Aon podcast, Aon talent leaders discuss how pay transparency has evolved from a regulatory requirement into a defining leadership capability. The conversation focuses on what separates organizations that are merely disclosing information from those using transparency to strengthen trust, decisionmaking and longterm growth. Across North America and EMEA, new requirements are raising expectations — not just for compliance, but for clarity, consistency and confidence. The discussion examines how leading organizations are aligning pay architecture, manager capability and communication strategy to stay ahead as transparency reshapes how employees assess fairness, opportunity and leadership credibility. Download Aon 2026 Pay Transparency Pulse Study Results Key Takeaways:    As transparency increases, organizations that clearly explain how pay decisions are made — and why — are better positioned to maintain trust, shape the narrative and prevent misinformation, even when answers are evolving. Manager readiness is a strategic differentiator. As the first point of contact, managers must be equipped with the insight, tools and language to lead pay conversations with confidence. Early investment here strengthens credibility and reduces risk as transparency expands. Transparency is an ongoing journey, not a one-time event. Evolving regulations, changing employee expectations and global complexity mean organizations must build flexible frameworks that can adapt over time rather than focusing only on minimum compliance. Experts in this episode:  Laura Wanlass — Governance/ESG Practice Leader, North America Talent Solutions, Aon Steven Guyer — Head of Rewards and Career Advisory, North America Talent Solutions, Aon Anthony Poole — Partner and Industry Sector Leader, Human Capital, Aon Key Moments: (02:10) How regulatory requirements and employee expectations are driving pay transparency efforts in the United States — and why many organizations have acted but not yet seen full impact. (07:13) Why transparency acts as a stress test on compensation design, forcing alignment across architecture, pay practices and manager capability. (13:54) How leading organizations are prioritizing consistent narratives and manager readiness to address rising employee expectations and trust dynamics. Soundbites: Laura Wanlass: “Pay transparency has moved from a compliance question to a capability test for companies.” Steven Guyer: “Transparency really acts like a stress test. So, it forces organizations to look inward at things that might have been in place for a long time within the organization.” Anthony Poole: “It's important that we are clear in our communications, consistent in what we're saying to employees because transparency doesn't create inequity in itself, but it does make existing inequity very visible.”

April 9, 202617 min

Unlocking Capital for Power and Energy Companies

In this Risk Capital Insight episode of the On Aon podcast, Aon credit specialists discuss how leading power and energy organizations are using Risk Capital to drive confidence, continuity and growth. The conversation centers on leadership choices that strengthen balance sheets, reinforce trading relationships and expand access to capital. Rather than reacting to external conditions, the episode highlights how credit, political risk and surety solutions are deployed proactively to support investment and long-term resilience. Key Takeaways:   Credit and political risk solutions are increasingly being used as strategic tools to support growth and strengthen trading relationships, not simply to transfer risk. Credit insurance enables leaders to manage unsecured exposure with confidence, preserving flexibility and decision‑making speed. This approach supports continued trading and commercial activity while reinforcing disciplined balance‑sheet management. By strengthening the credit quality of payment streams, organizations are unlocking additional bank and investor capital. Improved cash‑flow certainty creates balance sheet headroom that supports investment, strategic expansion and long‑term value creation. Experts in this episode: James Ponsford, Global Commodities Industry Leader, Aon David Kinzel, Structured Credit and Political Risk US Leader, Credit Solutions, Aon Meera Saunders, Client Director, Structured Credit Solutions, Aon Key Moments: (3:30) How leaders are using credit solutions to create balance‑sheet headroom, manage concentration risk and sustain trading activity. (06:15) How credit insurance supports confident management of unsecured exposure as transaction sizes and values increase. (10:15) A breakdown of credit insurance, political risk insurance and surety — and how these tools can help protect payment streams, manage geopolitical uncertainty and unlock capital. Soundbites: David Kinzel: “The other area that I think we could talk about is the ability for the insurance to unlock capital. So, what we're doing is we're looking at the counterparty risk and we're essentially using credit insurance as a credit enhancement. Getting that certainty around continued payment streams just has a big effect on working with banks.” Meera Saunders: “We see sophisticated energy companies utilizing credit solutions as a tool to enable them to continue operating in their business and grow, rather than just as a way of offloading risk.”