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:  

1. Credit and political risk solutions are increasingly being used as strategic tools to support growth and strengthen trading relationships, not simply to transfer risk.
2. 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.
3. 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.”

In this Global Insight episode of the On Aon podcast, Aon’s investment leaders cut through private credit headlines to define what drives durable outcomes. Drawing on perspectives from the U.S., UK and EMEA, the discussion explains why private credit has become a core component of modern portfolios — and where discipline, structure and alignment create advantage. The conversation focuses on how informed manager selection, intentional liquidity design and governance enable investors to stay ahead as the market continues to scale.

Key Takeaways:

1. Private credit is no longer an alternative — it is a core lever for portfolio construction. Its evolution from a niche allocation to a foundational source of income, diversification and flexibility reflects a structural shift in capital markets, not a cyclical trend.
2. Recent liquidity headlines reflect fund structures working as designed rather than under systemic stress, underscoring the importance of understanding vehicle terms and investor protections.
3. Strong outcomes in private credit are driven by structure and governance. Clear underwriting standards, aligned incentives and intentional portfolio construction become increasingly important as the market scales.

Experts in this episode:

• Ari Jacobs, Global Head of Investment, Aon
• Russ Ivinjack, Global Chief Investment Officer, Aon
• Alison Trusty, Co-Head of UK/EMEA Fixed Income, Aon

Key Moments:

(4:30) Russ breaks down what private credit is — and what it is not — explaining how it fits alongside public credit and why investors expect higher yield in exchange for reduced liquidity.

(14:50) Comparisons to the 2008 financial crisis are addressed, outlining why today’s private credit market differs due to stronger underwriting, governance and alignment of interest.

(16:30) Private credit’s growth is linked to banks pulling back from lending after the financial crisis, positioning private capital as a durable source of financing rather than a temporary market response.

Soundbites:

Russ Ivinjack:

“If I had to say one word, really across this whole podcast, it's alignment. The alignment of interest is critical. So, making sure bad loans aren’t being issued is of paramount importance. And that’s why we don’t see the same parallels going back to the great financial crisis.”

Alison Trusty:

“This is a structural shift in markets. The banks aren't going to be coming back to lending and the economy needs finance. So private debt will continue to provide that.”

This episode of On Aon was recorded on March 23, 2026.

In this Industry Insight episode of On Aon, Emma Crookes, global insurance vertical leader for Aon, sits down with Andy Marcell, CEO of Global Solutions for Aon, about how the insurance industry is evolving to meet a more complex and fast‑moving risk landscape.

They discuss why insurers are prioritizing stronger data foundations, more integrated capital strategies and new approaches to talent as they adapt to emerging risks — from climate and cyber to technology‑driven change. Andy shares why insurance remains a critical enabler of global growth, how insurers can differentiate themselves through better insight and decision‑making and what it takes to stay relevant in an industry where confidence, capital and innovation are deeply connected.

Key Takeaways:  

1. Data and insight are becoming the primary sources of competitive advantage. Insurers are strengthening data foundations to improve risk assessment, capital allocation and decision‑making speed in an increasingly complex environment.
2. Risk, capital and talent strategies are deeply connected. As technology and AI reshape underwriting, distribution and portfolio management, insurers must align workforce strategy with business and risk objectives to stay ahead.
3. Insurance plays a vital role in enabling confidence, investment and growth. By helping organizations manage evolving risks the industry supports broader economic progress.

Experts in this episode:

• Andy Marcell, CEO of Global Solutions, Aon
• Emma Crookes, Global Insurance Vertical Leader, Aon

Key Moments:

(1:30) Andy Marcell explains why Aon launched the insurance industry vertical, moving beyond reinsurance alone to address insurers’ broader business, risk and people challenges.

(5:35) Data emerges as a defining challenge for insurers, shaping how they assess risk, deploy capital and adapt to a rapidly changing market.

Soundbites:

Andy Marcell:

“The type of skills that the insurance companies need to have are different and are rapidly changing. And so, to connect those two things, strategy and people, is more and more important than it’s ever been.”

In this Human Capital Insight episode, Chris Simmons, head of health UK for Aon, is joined by Anthony Kemp, pensions and benefits director at Deloitte, to explore how organizations can rethink employee benefits and strike a better balance between cost containment and employee value. Drawing on Deloitte’s experience redesigning its own benefits approach, the conversation looks at personalization, communication and the role technology plays in creating a clearer, more engaging employee experience — while still delivering measurable return on investment.

Key Takeaways:

1. As talent expectations evolve, benefits are a core component of attraction, retention and engagement — particularly in professional services organizations.
2. Employees are more likely to recognize and engage with benefits when they are tailored to individual needs and presented through a single, intuitive experience.
3. Smarter design supports both employee wellbeing and cost control: by focusing on preventative health, strategic sourcing and continuous review, organizations can deliver meaningful benefits while managing long-term costs.

Experts in this episode:

• Chris Simmons, Head of Health, UK, Aon
• Anthony Kemp, Pensions and Benefits Director, Deloitte

Key Moments:

(02:20) Anthony Kemp explains the challenge Deloitte faced when employees didn’t fully understand or value the benefits already available to them — and what triggered the need for change.

(4:45) Personalization and flexibility replaced a one-size-fits-all model, allowing employees to choose benefits aligned to their life stages and individual needs.

(6:45) Communication stands out as the biggest lesson learned, with even the strongest benefits falling short if employees don’t fully understand or engage with them.

Soundbites:

Anthony Kemp:

“Employees today are looking for more than just a competitive salary. They want holistic wellbeing support, flexibility and a sense of belonging.”

Chris Simmons:

“Looking at our employee sentiment study results, 72 percent of employees say customization and personalization of benefits is important to them. But actually, only 41 percent of employees currently experience that level of personalization in their benefits.”

In this Risk Capital Insight episode of On Aon, Ciaran Healy, global captives leader for Aon, is joined by Joe Peiser, Aon’s CEO of Risk Capital, to explore how rapidly shifting risk profiles and capital dynamics are reshaping the way organizations protect their balance sheets.

Ciaran and Joe examine the forces driving unprecedented volatility — including weather, cyber, litigation and geopolitical risk — and discuss why traditional approaches to risk financing are no longer sufficient. The conversation highlights how insurance, alternative capital and captives are becoming more strategic levers, enabling leaders to strengthen resilience, align risk appetite with analytics, and deploy capital with greater confidence and flexibility in a changing global landscape.

Key Takeaways:

1. Insurance capacity is becoming more segmented, with alternative forms of capital such as insurance-linked securities, parametrics and structured insurance playing a growing role.
2. Organizations are increasingly using captives as strategic platforms to access multiple sources of capital, aggregate risk across the enterprise and make more analytics-driven decisions.

1. Effective risk financing now depends on blending insurance, reinsurance and alternative capital in a more deliberate way to better match risk to the balance sheet.

Experts in This Episode:

• Joe Peiser, CEO of Risk Capital, Aon

• Ciaran Healy, Global Captives Leader, Aon

Key Moments:

(4:20) Insurance capacity is fragmented as loss severity rises, with risk transfer increasingly coming from a broader mix of capital sources such as ILS, parametric solutions and structured insurance.

(8:00) A shift from transactional insurance buying to a more strategic risk financing mindset, with analytics positioned as the foundation for better capital allocation decisions.

(14:45) Captives are increasingly being used as tools to deploy capital more strategically, offering flexibility, control and new ways to manage risks that traditional markets may not yet cover.

Soundbites:

Joe Peiser:

“So a reason we created Risk Capital is because we want to make sure we can access that capital in whatever form it comes and in whatever market it comes in, because that's how we're going to generate solutions for our clients.”

Ciaran Healy:

“The captive is moving from a controller of insurance into a controller of capital. And that's a really interesting place to be. And I think it opens up a huge opportunity for risk professionals and all captive owners.”

In this Global Insight episode of On Aon, Tim Fletcher, national practice leader for the Financial Services Group for Aon, sits down with John King, senior vice president, global treasurer and head of portfolio strategy for Aon, to unpack the rapidly evolving world of stablecoins.

Tim and John examine stablecoins as a practical payments and operating model issue and dive into how they work, what differentiates them from other digital assets and why they’re increasingly on the agenda for treasurers, risk leaders and boards navigating global liquidity, regulation and cross-border payments.

Key Takeaways:

1. There has been a convergence of factors driving stablecoin adoption: pressure on traditional payment options, demand for faster and cheaper cross-border transactions and the maturation of the digital asset ecosystem.
2. Regulatory frameworks for stablecoin are becoming more defined: governments are starting to set expectations around reserves, governance and oversight.
3. Even for those organizations that don’t see themselves as “crypto players,” stablecoin still matters: it touches core concerns such as payment efficiency, liquidity management and operational resilience.

Experts in this episode:

• Tim Fletcher, national practice leader, Financial Services Group, Aon
• John King, senior vice president, global treasurer and head of portfolio strategy, Aon

Key moments:

(1:50)

Tim and John explain what stablecoin is and isn’t — it’s a digital token designed to maintain a stable value, functioning more like a payment or settlement instrument than an investment asset.

(3:30)

Organizations are now viewing stablecoin as a payments and settlement infrastructure, especially for cross‑border transactions, treasury operations and liquidity management.

(8:15)

Stablecoin is not a universal solution and leaders need to weigh complexity against any proven upside.

Additional Resources:

A Simple Guide to Stablecoins and Tokenized Assets — Webinar (March 11 and 19) Register Here

Soundbites: [two key quotes from the episode]

Timothy Fletcher:

“Even if an organization never touches stablecoin directly, understanding the implications is becoming part of staying informed about how money moves.”

John King:

“The question isn’t just “does this work right now?” but “how might this change, and are we prepared when it does?”

In the first Industry Insight episode of On Aon, Charles Philpott and Paul Pryor explore why mining and natural resources are becoming more critical than ever before.

From electrification and the energy transition to data center expansion and national security, demand for minerals is accelerating at an unprecedented pace. Against this backdrop, Charles and Paul discuss how mining companies are navigating deeper and more complex extraction, evolving geopolitical and supply chain dynamics and rising expectations around ESG and safety — while also unlocking new sources of capital and competitive advantage.

The conversation also examines one of the sector’s most pressing opportunities: building the workforce of the future. As automation, AI and autonomous operations reshape mining, organizations that invest in skills, technology and compelling employee value propositions will be best positioned to attract and retain the next generation of talent.

Key Takeaways:  

1. Natural resources underpin the modern economy, from electrification and decarbonization to data center growth — placing mining at the heart of global growth and resilience.
2. End‑to‑end visibility across the mining value chain — from extraction and processing to transport and infrastructure — is increasingly essential as demand for metals such as copper, gold and critical minerals accelerates.
3. Talent and technology are becoming sources of competitive advantage. Mining companies that embrace automation, AI and differentiated employee value propositions will be better positioned to secure future skills and sustain long‑term performance.

Experts in this episode:  

• Charles Philpott — Global Natural Resources Leader, Enterprise Client Group, Aon
• Paul Pryor — Global Mining Practice Leader, Aon

Key moments:  

(4:10) As the natural resources industry transforms and makes more use of autonomous vehicles and autonomous operations, so too are they exposed to greater technology and cyber risks.

(5:35) Extraction is getting more difficult, the new deposits are deeper and complex geologies and at the same time the demand for minerals will increase about six times through 2040.

(9:30) Data centers depend on mining — from construction materials to battery metals and cooling systems — underscoring how critical minerals underpin every layer of modern data and cloud capacity.

Soundbites:    

Paul Pryor:

“The biggest issue facing natural resources companies today is trying to satisfy the world's incessant demand to improve the quality of life.”

Charles Philpott:
“Few industries are under as much pressure and opportunity as mining right now.”

In the first Human Capital Insight episode of On Aon, Jason Trull and Aon talent and rewards leaders unpack how organizations can turn rapid workforce change into a performance advantage across technology, life sciences and financial services. Drawing on Aon data and current market signals, the group explores what’s shifting fastest: accelerating AI adoption and governance needs, skills evolving beyond traditional role-based models and rising expectations for personalization, flexibility and career pathways.

Key Takeaways:   

1. AI is reshaping skills demand and pushing new governance and reskilling priorities across industries.
2. Skills are evolving faster than traditional talent models. Routine and transactional tasks are declining as higher-value analytical and digital skills rise.
3. Employee expectations continue to evolve, increasing the importance of personalization, flexibility and clear career pathways.

Experts in this episode:   

• Jason Trull — Global Head of Talent Data Solutions, Aon
• Chris Tanana — US HCS Rewards Solutions Partner, North America, Aon
• Tanaz Moazami — US HCS Rewards Solutions Partner, North America, Aon
• Ephraim Edelman — Head of Talent Data Solutions, North America, Aon
• Rahul Chawla — Advisory Best Practices, APAC, Aon

Key moments:   

(1:05) The global labor market is in a state of flux. Employee turnover, shifts in hiring trends, the spread of AI and healthcare costs are all piling the pressure on people leaders, and each industry is moving through really its own version of disruption.

(5:00) We believe that about 96% of life sciences firms plan to invest in reskilling to stay competitive.

(6:00) The tech sector, maybe more than any other, is facing a fundamental shift of the skills that companies need as AI adoption accelerates.

(14:15) Today's employee value proposition requires companies to refocus and consider various elements, including skills, pathways and growth.

Soundbites:     

Jason Trull:

“Demand for professionals with AI skills is only going to increase, making it all the more necessary for leaders to seek out reskilling opportunities for their teams.”

Chris Tanana:
“It's a difficult balance staying cost efficient without undermining the ability to attract and retain critical talent.”

Tanaz Moazami:

“Firms are navigating multi-generational needs, evolving expectations on well-being and ongoing reinvestment in employee value proposition to keep pace.”

Ephraim Edelman:

“Companies are rebuilding a very different kind of talent model. We're seeing a shift towards a more skilled, more specialized and more globally distributed workforce.”

Rahul Chawla:

“Our clients are focused on delivering personalized benefits and communicating that value through non-traditional methods.”