Our Commitment to Our Colleagues

March 30, 2026 23 mins

Our Commitment to Our Colleagues

Our ability to create value for Aon clients, our firm and the communities within which we work depends on attracting exceptional talent and building a colleague experience that inspires growth, performance and ambition.

Introduction
Engagement
Belonging and Our Business Resource Group’s (BRG’s)
Talent and Talent Development
Wellbeing
Advancing Career and Social Mobility
Professional Growth Opportunities
Impact of AI on a Job
Related Information

Aon is powered by our colleagues. Our ability to create value for clients, our firm and the communities we serve is grounded in a colleague experience that reflects our values and supports performance, growth and ambition. This commitment is reflected in our focus on:

Building a colleague experience that inspires growth and performance, by attracting exceptional talent and supporting development across every stage of the colleague journey
Creating an environment where colleagues feel supported, safe and equipped to perform at their best, strengthened by trusted leadership and meaningful connections
Fostering wellbeing, belonging and connection, so colleagues feel valued, included and able to bring their whole selves to work
Reinforcing shared purpose and community, enabling colleagues to connect with one another and contribute positively to the communities where we live and work

Engagement

In 2025, we increased opportunities for colleagues to share their feedback and sentiment, enabling greater agility in addressing their needs. In 2025, we received more than 100,000 colleague responses to our annual Colleague Support Survey and the regular Pulse surveys we conduct throughout the year.

We act on insights from our colleague surveys, focusing on timely investment where it matters most. This is a critical component of building trust amongst our colleagues, which resulted in over 45,000 Aon colleagues participating in the 2025 Colleague Support Survey — an 88% response rate among Aon colleagues. As our operating environment evolved, so did our measurement of colleague experience.

Colleague engagement remained high with an 86% engagement rate (vs. 84% in 2024) and 88% continuous dialog score (vs. 86% in 2024).

Our aim is to be a workplace where colleagues feel part of something meaningful, supported by a culture that reflects Aon United and celebrates shared success, ensuring that each individual feels relevant, valued and connected. Ninety-four percent of Aon colleagues believe that our firm has a strong brand (+1 percentage point vs. in 2024), 91% of Aon colleagues understand how they personally contribute to Aon United in their current role (+ 2 percentage points vs. in 2024) and 88% feel personally committed to our Aon United strategy and building our brand (+2 percentage points vs. in 2024).

Facilitated by our managers and our Aon United approach, 88% of Aon colleagues say they find connection and support from those they work with (+1 percentage point vs. in 2024) and 83% feel supported in their efforts to adapt to changes. This is also reflected in the favorability of manager support which increased 1 percentage point to 87% in 2025.

Belonging and Our Business Resource Group’s (BRG’s)

As an organization, we are committed to building a sense of belonging and promoting a culture where colleagues can bring their authentic selves to work, where opportunity and success are driven by their capability and behaviour, and where our operations reflect the clients, colleagues and communities we serve around the world. Eighty-six percent of Aon and NFP colleagues reported they were able to be their authentic selves at work (+1 percentage point vs. in 2024) and 81% of Aon and NFP colleagues felt that they belonged at our company (+2 percentage points vs. in 2024).

We believe that every colleague is responsible for delivering our values of committed, united and passionate, and we have clear expectations about the mindset and behaviours we expect from one another every day and everywhere around the world. This is also reflected in our Conduct Goal that forms a part of each colleague’s performance review — how we do business is just as important as the results we deliver.

To build engagement and support our culture, we have over 100 Business Resource Groups (BRGs) across both Aon and NFP around the world. These voluntary, colleague-led networks are organized around a particular dimension of a shared background. For colleagues, BRGs offer connection, support and the opportunity to meet colleagues from across levels, business areas and locations, strengthened by active executive support. BRGs enable colleagues, managers and leaders to listen to different perspectives, build their cultural competence and understand what support is required to help every colleague succeed. The BRGs help us build a more engaged workforce and deliver a colleague experience where every colleague can achieve their full professional potential. In 2025, our 100-plus BRGs saw over 8,700 colleagues as members and held over 350 events, with around 21,500 attendees.

Talent and Talent Development

In 2025, we deepened our investment in colleague growth and long-term employability. Across virtual, in-person and online formats, Aon colleagues completed more than 230,000 hours of learning — an increase of 87,000 hours over 2024. This growth reflects strong colleague demand for development opportunities and our continued commitment to building future ready skills.

NFP colleagues completed 97,000 hours of learning in 2025 across all learning formats, with more than 8,500 unique learners. Over 65,000 learning engagements were self-directed.

Building the Leaders of the Future

Aon colleagues completed more than 16,000 hours in leadership development programs, strengthening a global pipeline of leaders at all levels. We continued our signature programmes:

Catalyst — Senior Leadership: We expanded our signature Catalyst program for senior leaders, sharpening capabilities in strategic thinking, people-centred leadership and leading through transformation.
Aspire — Emerging Senior Leaders: We expanded our Aspire program across all regions, giving emerging senior leaders consistent access to a robust development journey focused on enterprise leadership, cross-team collaboration and execution excellence.

NFP continued their Prepare to Lead Program which launched in 2024. The program leverages LinkedIn Learning, with the option to participate in live labs, to support colleagues with leadership aspirations to develop their management and leadership skills. Every colleague who participated said they would recommend the programme to others.

Aon also offered opportunities for colleagues to lead their own development through our Growth Series. Colleagues invested more than 6,570 hours in developing practical tools to support their resilience, communicate effectively and take charge of their development for wellbeing and career readiness. People Managers also dedicated over 4,000 learning hours to deepen their knowledge and practical skills to lead with impact, give meaningful feedback and support career development to further strengthen the day-to-day colleague experience.

Together, these efforts are helping us build a strong, global bench of leaders prepared to navigate complexity, support colleague wellbeing and drive Aon’s long-term success.

Advancing Digital Fluency

Reflecting the evolving operational environment, we delivered more than 31,700 hours of Business Leadership learning to accelerate digital fluency. Senior Leaders role-modelled the transition to leading with an Artificial Intelligent mindset by completing a program designed to build their capability to thoughtfully embrace and assess the impacts of AI on their areas of the business and lead their teams in responsible tool adoption.

In 2025, Aon launched a mandatory AI Literacy course for Aon colleagues to create a shared understanding of core AI principles, opportunities and ethical considerations when using tools. This was further supplemented with bite-sized trainings to further upskill colleagues, deepen understanding of how AI tools work and how they can be applied and support the safe, practical use of AI in day-to-day activities.

A similar approach was taken at NFP, with colleagues completing an eight-hour “Unlocking the Future with AI” course, a practical AI literacy workshop built to increase colleague confidence and day-to-day effectiveness with modern AI tools by de-mystifying the technology.

Wellbeing

Colleague wellbeing remains a strategic priority. Having a "whole" perspective on performance offers both a richer colleague and client experience and ensures we design better ways of doing things that help us bounce back and innovate over time.

To support these strategic priorities, we continue to focus on Aon’s guiding principles for wellbeing. When we adopt these principles and integrate them into how we work, we are better able to achieve our individual and team goals in a sustainable way.

Once again in 2025, we granted our colleagues two days off as “wellbeing days,” in addition to many opportunities to attend global wellbeing sessions and learn from helpful resources on our wellbeing site.

We continue to support colleagues in achieving their goals in a sustainable manner. As part of this commitment, we introduced a new partnership with health and wellbeing company Thrive to build our new science-backed platform designed to provide colleagues with the tools they need to further embed our wellbeing guiding principles into the flow of their daily work.

Additionally, Aon’s U.S. GLP 1 program is an evidence-based benefit that provides eligible colleagues and their adult dependents with access to GLP1 medications, clinical oversight and lifestyle support as part of a comprehensive weight management strategy. We are encouraged by the early results and adoption of the program, which is designed to address the growing impact of obesity and related chronic conditions on health, quality of life and long-term wellbeing.

By improving access to clinically appropriate treatment and pairing it with coaching on nutrition, activity and lifestyle, we aim to improve health outcomes and support colleagues in feeling and performing at their best. This initiative reflects Aon’s broader commitment to offering benefits and supporting the overall health and wellbeing of our colleagues.

Our BRGs continue to play an active role in supporting colleague wellbeing. In particular the Mental Health BRG has hosted sponsored local events, a fireside chat and played a pivotal role in highlighting Mental Health Awareness month across the firm. NFP also participated in the Mental Health Awareness month by completing Mental Fitness and Healthy Habit Challenges across the organization to supplement a toolkit of resources available for colleagues.

The support provided continues to resonate with colleagues, with 81% of Aon and NFP colleagues agreeing that the firm cares about their wellbeing, an increase of 3 percentage points since 2024.

Impact Story — Enhancing GLP-1 Programs for Businesses

GLP-1 therapies have grown in popularity over the past few years thanks to their positive outcomes in treating obesity, type 2 diabetes and documented improvements in related comorbidities. Around the world, employers — recognizing the role GLP-1 programs play in improving employee health outcomes and reducing long-term health costs — have begun to offer the therapies to their workforces. However, the high cost of the treatments has led to businesses looking for ways to monitor and encourage long-term use.

In 2025, Aon announced a strategic investment in eMed Population Health, a healthcare platform for GLP-1 programs. The investment will help eMed to continue to increase distribution of its digital-first healthcare platform — which combines at-home diagnostics, screenings, prescribing and support —to reach more employers and patients.

The investment follows the launch earlier this year of Aon's subsidized GLP-1 weight management benefit program for its U.S. workforce — which incorporates the eMed platform and has delivered strong adherence, high retention and sustainable results for the firm's colleagues. In the six months since Aon's program launched, more than 1,200 people have registered and the firm has seen an average of 22.4 pounds lost with a retention rate of 95%.

"As the leader of Aon's People Organization, I know how important it's been to include GLP-1 coverage as part of our own U.S. Total Rewards strategy," said Lisa Stevens, Chief Administrative Officer for Aon.

"This strategic investment in eMed enables our firm to have an active role in offering a global solution that is focused on medication adherence that will be differentiated in the marketplace in helping employers reduce long-term health costs while improving the quality of life for their people."
Client Impact — Helping Employers Optimize Their Health Plan Spend

As healthcare costs continue to rise around the world, employers are finding that their health plans are coming under increasing cost pressure and scrutiny.

In May, Aon launched the Health Price Transparency Analysis, which helps U.S. employers to unlock actionable insights from publicly available healthcare pricing data. The reports generated by the analysis support companies as they manage rising medical costs, mitigate fiduciary risk and better understand healthcare networks.

Powered by Aon's team of more than 300 health analytics and actuarial professionals, the analysis uses vast amounts of public data, expert data processing and Aon's sourced market data covering over 50 million commercial lives to provide a clear view of market dynamics and value.

"As employee expectations rise and healthcare costs continue to escalate, Aon's Health Price Transparency Analysis helps plan sponsors protect their organizations, optimize network performance and manage health plan spend with greater precision.," said Farheen Dam, head of Health Solutions for North America at Aon.
Supporting Colleagues and Communities Amid LA Wildfires

In January 2025, the Palisades and Eaton wildfires swept through the Los Angeles area, destroying thousands of buildings and forcing nearly 200,000 residents to leave their homes.

Aon’s response was grounded in a clear priority: the wellbeing of its colleagues. Throughout the fires, Aon’s Global Emergency Operations Center (GEOC) contacted and accounted for every colleague in the impacted communities. As well as checking on colleagues and their families, the GEOC also assessed their needs and provided aid where necessary.

Aon’s Employee Assistance Program (EAP) was available to colleagues affected by the wildfires, connecting them with caring clinicians who were able put colleagues and their families in touch with the tools, information and local professionals they needed.

At the same time, colleagues across the firm were encouraged to donate to the Red Cross, which had set up shelters in the affected areas via Aon’s Community Impact Platform. Aon doubled the impact of our colleagues’ generous donations through its matching gift program.

Advancing Career and Social Mobility

Aon strives to build a future with greater opportunities for all through hiring, talent development and other initiatives. Through targeted programs, we seek to provide more paths for the next generation of leaders to succeed and grow — helping businesses and communities thrive.

Mentorship and Educational Partnerships

In South Africa, Aon’s learnership program introduces young learners to the country’s insurance sector with a comprehensive 12-month program, followed by opportunities to further build their knowledge through an internship. Since we established the program in 2006, we have mentored 643 young people, 94 of whom have gone on to work for Aon on a permanent basis. This program not only equips participants with valuable skills but also opens doors to lasting careers in the insurance industry.

Texas Empowerment Academy (TxEA) continues to be one of Central Texas’ strongest examples of what happens when strategic corporate partnership meets community commitment. Through sustained support from NFP, TxEA has accelerated growth, expanded student opportunities and strengthened long-term sustainability across its academic, cultural, and alumni programs. TxEA has experienced exceptional expansion over the course of its partnership with NFP. Student enrolment more than doubled from 315 to approximately 760 students for the 2025-2026 school year, with 125 additional students remain on the waitlist, driving plans for new modular classrooms. NFP is TxEA’s only continuous corporate donor, reinforcing its role as a long-term strategic partner.

In 2025, NFP stepped into classrooms, auditoriums and virtual spaces across the country — and the world — with one goal: to meet the next generation of leaders where they are and open doors many never knew existed.

Through NFP’s partnership with GenHERation, the online network for young women, 18 NFP colleagues took part in a series of virtual and in-person events throughout 2025. These events reached over 29,000 high school and college students from 36 states and 10 countries, two-thirds of who were from traditionally underrepresented backgrounds.

Through these events, NFP connected with 212 colleges and universities and received 116 resumes from candidates eager to explore careers with NFP.

Our strongest engagement came from institutions like Brown, Howard, NYU, TCU and the University of Pennsylvania, reflecting both the breadth and the significance of our reach.

Professional Growth Opportunities

Aon's Early Career Ecosystem

Aon’s early talent strategy is built on three interconnected pillars that work together to expand access, develop workforce capabilities and pave the way for economic advancement.
NFP Summer Internship Programme

In 2025, around 160 participants took part in a Summer Internship Program, a paid experience that immerses students in the fast‑paced world of insurance, consulting and financial services. Interns gained hands‑on learning, cross‑functional collaboration, mentorship and leadership exposure, culminating in a capstone project presented to senior leadership.
Aon Apprenticeship Program

Aon’s Apprenticeship Program is a proven, enterprise-backed model that opens new doors to high-growth careers through a structured earn-and-learn approach. With flexible entry points, professional experience, academic advancement and comprehensive support, it enables participants to progress into degree pathways and long-term roles. Supported by a multiyear $30 million investment, this program not only broadens access but also builds a future-ready talent pipeline for Aon and the wider industry.
National Apprentice Network

Building on the success of Aon’s internal apprenticeship work, the National Apprentice Network emerged as a broader catalyst, bringing employers together to reimagine how talent is developed across industries. This employer-led community has helped organizations adopt apprenticeship frameworks, rethink traditional hiring pathways and scale advancement models that benefit regional and national economies. The Network established the foundation for ecosystem-level change long before larger systems were introduced, demonstrating that apprenticeship can drive cross-industry transformation.

Career Acceleration Network (CAN)

Through CAN, institutions modernize learning in response to emerging skill demands; employers gain stronger and more adaptive pipelines and learners benefit from clearer, more connected routes into sustainable careers. Together, CAN and the National Apprentice Network form a comprehensive, end-to-end architecture for modern workforce preparation.

Aon’s U.S. Launch Program (Launch) is the firm’s premier early-career path for four-year degree graduates, delivering targeted training, professional development and role-specific learning to accelerate career growth. Fueled by talent from universities, internships and strategic partnerships, Launch is now enhanced by insights from the Career Acceleration Network — ensuring that partner institutions prepare students with the skills and knowledge needed to excel in Launch and beyond.

Aon’s workforce strategy is transforming how employers, educators and communities collectively prepare for the future of work. What started as individual initiatives —apprenticeships, academic partnerships and analytics — has become an integrated, scalable system uniting employers, learning institutions, civic leaders and policymakers.

By bridging the gap between education and industry needs, Aon creates clear, structured pathways that boost access to opportunity, build employer capabilities and foster long-term economic growth. This interconnected model spans early-career access, apprenticeship-to-degree mobility, modernized higher education, employer networks, human capital analytics and workforce forecasting.

Each element strengthens the next, providing future-ready talent pipelines for employers, actionable labor-market insights for institutions and sustainable advancement for communities. A recent Business Roundtable case study recognized Aon’s model as a national leader in scalable, employer-driven workforce solutions.

National Apprentice Network Expansion

Case Study

Chicago Apprentice Network Scaling and Replicating a Successful Apprentice Network Model

63%

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63%

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63%

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Where we started in 2017

In 2017, Accenture and Aon cofounded the Chicago Apprenticeship Network (CAN) - partnering with local employers like McDonald's, Zurich Insurance and Walgreens.
Where we expanded in 2020

Aon's $30M investment expanded the network into six additional cities - anchored by major markets like New York and Northern California - reflecting strong national employer demand for the model and the need for scalable, skills-based pathways.
Where we are in 2025

11
Active Networks: Chicago, Detroit, Greater Washington, D.C., Houston, Massachusetts, Minnesota, Philadelphia, Northern California, Southern California, New York City and Tampa.

200+
Unique Employer Partners

5500
Apprenticeship Commitments TOwards Total Goal

In the past year, CAN has deepened Aon’s integration of education and industry by modernizing programs at two- and four-year institutions to meet evolving workforce demands. Leveraging the foundation of Aon’s Apprenticeship Program and National Apprentice Network, CAN drives earlier skills development, stronger academic alignment and direct pathways from education to employment.

These partnerships mark a transformative approach, with institutions turning to Aon for labor-market insights and program redesigns that prepare students for future roles shaped by data, technology and AI.

This year, Aon proudly graduated its largest national cohort to date, reinforcing our commitment to creating pathways for economic advancement and social mobility. 900 Aon apprentices have been hired since the inception of the program across the U.S. and U.K.

Graduates transitioned into high-growth roles across Aon’s key solution lines, reflecting Aon’s strategic focus on building a future-ready workforce equipped with technical expertise and client-centric skills.

A significant component of this strategy is Aon’s Human Capital analytics. In 2025, we began sharing these insights with both employers and academics — equipping them to prepare for an AI-enabled future with precision. One example of this collaboration is Brooklyn College, where faculty in the business school began using Aon’s analytics in the classroom, showing students how work is changing as companies incorporate AI into the work of specific entry-level roles.

Impact of AI on a Job

Job-Level View: Finance - Finance Operations - Payroll

The top Human-AI opportunity according to our analysis is Process Automation

Human - AI Activity Domain	Sensitivity Level	%
Content Creation	0	1
Content Synthesis	1	10
Decision Making	1	7
Detection	1	10
Digital Assistance	2	18
Discovery	0	0
Image Analysis	0	0
Information Retrieval/Search	2	15
Monitoring	1	7
Performance Improvement	1	9
Personalization	0	0
Prediction	0	0
Process Automation	8	75
Recommendation	1	5

Sensitive Rationale

Process Automation

Streamline repetitive and time-consuming tasks. For instance, automating data entry eliminates manual input errors and frees up time for more strategic work. Payroll calculations, tax deductions, and benefit contributions can be automated using specialized software, ensuring accuracy and compliance with regulations. Automated workflows can also facilitate document approval processes, such as timesheet submissions and leave requests, reducing bottlenecks and improving efficiency. Additionally, generating and distributing pay slips or compliance reports can be scheduled to run automatically, minimizing manual intervention.
Reskilling
- Data Analysis and Reporting
- Process Improvement Techniques
- Compliance and Regulatory Knowledge
- Technical Skills: Learning basic programming or scripting (e.g., Excel macros, Python) to customize automation solutions.
- Change Management
- Communication and Collaboration

Aon’s international engagement further amplifies its impact. By contributing to global workforce dialogues, participating in international learning exchanges and applying insights from mature dual-education and apprenticeship systems abroad, Aon has become globally recognized for its leadership in workforce innovation. This global vantage point enriches the firm’s domestic strategy, ensuring Aon remains ahead of emerging workforce trends and responsive to global labor-market dynamics.

Underlying every component of this work is Aon’s commitment to economic advancement as a business priority. Across CAN, the Apprenticeship Program, the National Apprentice Network, curriculum partnerships, employer ecosystems and AI-driven analytics, Aon is building pathways that enable individuals to enter and progress through careers offering stability, growth and long-term opportunity.

Veterans at Work

We aim to have an impact on those with specific needs as they enter or participate in the workforce and veterans face unique challenges. Their military experience often does not align naturally with private-sector roles and they may need guidance to understand how their existing skill sets can be applied to roles in civilian workplaces.

Since 2010, Aon has partnered with American Corporate Partners, a national nonprofit organization dedicated to helping military veterans transition to the private sector through one-to-one mentoring with business leaders. Aon colleagues commit to year-long mentorships, providing career guidance to veterans transitioning back to civilian life. During this partnership, more than 250 Aon colleagues have mentored over 600 veterans and active-duty spouses. Veterans who take part in the program expand their career opportunities, enhance their resume and interview skills and build a professional network.

Part of Aon’s larger commitment to strengthening veteran wellbeing includes a focus on financial wellbeing for veterans and military families and Aon has developed approaches to serve their unique needs. This year in the U.S., the Aon Veterans United business resource group has carried out a series of initiatives to remember and support veterans. This included a flag-planting ceremony at military graves in New Jersey as well as a Thanksgiving food and gift drive for the families of veteran, active, reserve and National Guard service members.

Displaced Workforce Impact Programme

As part of Aon’s commitment to social mobility and our purpose to help protect and enrich the lives of people around the world, in October 2025 we welcomed a cohort of refugees to our first Displaced Workforce Impact Program, delivered in partnership with the Refugee Employment Network (REN). According to REN, the key skills needed for to help refugees get into work in the UK are confidence, network building, employability skills and an understanding of the UK recruitment approach. We built the program to provide participants with these key skills.

The program harnessed the rich experience and skills of displaced professionals from countries such as Ukraine, Afghanistan, Nigeria and beyond, who represented a wide spectrum of sectors, including banking, HR, academia and law, with backgrounds boasting advanced qualifications

Throughout the program, our UK leaders and colleagues facilitated presentations and workshops giving insight into Aon’s business and work on risk and people, as well as focusing on the fundamentals of successful job searching. Sessions covered CV writing, personal branding and interview preparation — all tailored to address the specific barriers refugees face when re-entering the workforce. These barriers range from limited UK professional networks and non-recognition of overseas qualifications to language and cultural adjustment and even practical constraints such as the availability of local job opportunities and the need to balance work with family commitments. The pilot program was hugely successful and will be rolled out further in 2026.
Preparing Ukraine’s Future Leaders

As part of our commitment to Ukraine’s recovery and resilience, in 2025 we launched the EMEA Ukraine Early Careers Program with the aim of hiring displaced Ukrainians in Aon offices across Europe.

As part of the program, 10 Ukrainian colleagues joined Aon in Poland, Hungary, Lithuania and Slovakia on an 18-month development journey focused on building their business skills and growing their professional networks.

The program’s aim is to prepare the future workforce for when these young professionals may return to Ukraine — with skills, experience and a strong path forward.

“We’re excited to welcome this talented group,” said Dariusz Pastula, People Leader, Central and Eastern Europe. “Their presence reflects our ongoing commitment to supporting Ukrainian clients and colleagues – both now and in the future.”

In September, the group traveled to London for a week-long session that included an introduction to the Lloyd’s Market, participation in the EMEA Graduate Development Program and engagement with Aon leaders including Vlad Bobko, CEO CEE Region in EMEA, and Claudio Dozio, EMEA Chief People Officer.

This initiative builds on Aon’s work to assist Ukraine — representing more than $465 million in public and private capital that we have helped organize to reinforce Ukraine’s economy, enable foreign investment during the war and prepare for reconstruction.