Latest news with #TimDwyer
The Sun
2 days ago
- Business
- The Sun
Asia Pacific Employers Lead in Health, Wellbeing Personalisation and Governance: Aon Study
SINGAPORE - Media OutReach Newswire - 19 August 2025 - Aon plc (NYSE: AON) has released its 2025 Global Benefits Trends Study, spotlighting Asia Pacific (APAC) as a region driving innovation in employee benefits strategy. With 518 global HR professionals and 103 APAC-headquartered companies participating, the study reveals a strong regional focus on employee health, personalisation and governance—setting APAC apart from global peers. 'As organisations navigate economic uncertainty and rising employee expectations, the ability to deliver personalised, equitable and cost-effective benefits is a strategic differentiator,' said Tim Dwyer, head of Human Capital for APAC at Aon. 'Our survey signals APAC is leading the way in aligning benefits strategy with workforce needs. Through innovative, data-driven analytic programmes, businesses are building resilient, future-ready programs for their workforce.' Key Findings for APAC 1. Health and productivity a strategic priority APAC is the only region to rank 'health and productivity of employees' among its top five strategic priorities. This reflects the region's reliance on service labour and the outsized impact of workforce wellbeing on global supply chains. 2. Personalisation gains ground Thirty-two percent of leading multinationals participating in the survey have global guidelines requiring local markets to introduce benefit choice. APAC firms, in particular, are more likely to offer flexibility in annual leave and career development, aligning with employee preferences. Moreover, 65 percent of employees at multinational firms are willing to sacrifice current benefits for better personalisation. 3. Technology-enabled benefits delivery Sixty percent of leading multinationals (that is multinationals who have a global benefits strategy, an effective governance framework that is formally adopted and endorsed by senior management, reviewed and updated on a periodic basis and access to comprehensive data in most countries) rely heavily on technology to deliver personalised benefits experiences. APAC companies are early adopters of artificial intelligence (AI) for benefits selection and wellbeing support, with 28 percent planning to implement AI-driven solutions. 4. Cost containment remains central Thirty-one percent of companies from the global survey are considering remarketing or changing providers, though only 37 percent are investing in wellbeing initiatives, suggesting a gap between strategic intent and execution. 5. Governance and strategy execution Leading APAC organisations are three times more likely to have formal governance committees and senior management endorsement of their global benefits strategy and are 2.5 times more likely to have global benefit guidelines outlining preferred design and financing approaches. 'Health and productivity of the workforce are crucial, and the large size of the populations in this region means that small changes can have a large impact,' said Alan Oates, head of global benefits for APAC at Aon. 'Prioritising health and productivity of employees reflects the critical importance of workforce in the region to the supply chain for many multinational organisations. Organisations across the region must continue to adapt their employee benefits strategies to meet evolving workforce expectations and economic challenges as they strive to remain competitive. This study underscores the importance of aligning benefits strategy with workforce needs while managing manage rising costs and governance complexity — especially in a region as diverse as APAC.' About the Study: The 2025 Global Benefits Trends Study surveyed HR leaders with global responsibilities across multiple regions. The findings provide a comprehensive view of how multinational companies are evolving their benefits strategies to remain competitive in a complex global environment.
Time of India
04-07-2025
- Business
- Time of India
Aon Human Capital Conference 2025: Leading in a New World Order, ETHRWorld
Join the community of 2M+ industry professionals. Subscribe to Newsletter to get latest insights & analysis in your inbox. Enter Email All about ETHRWorld industry right on your smartphone! Download the ETHRWorld App and get the Realtime updates and Save your favourite articles. On June 19, 2025, top HR and business leaders gathered in Mumbai for the 19th edition ofCentered around the theme '', the event explored what it truly means to lead through volatility—with clarity, agility, and people at the conversations at the conference reflected the broader shifts unfolding globally. Climate shocks are disrupting global supply chains. Trade tensions are redrawing business boundaries. Generative AI is automating not just tasks, but entire roles. Workforce expectations are shifting faster than policies can keep changes aren't just a disruption—it's a new world order. And the cost of inaction is growing steeper by the only way to navigate this uncertainty? Make better human capital decisions—faster, smarter, and the tone for the day, Tim Dwyer , Head of Human Capital, APAC at Aon, opened with a clear-eyed view of the four megatrends reshaping the global agenda: Trade, Technology, Weather, and Workforce. For HR leaders, this isn't just background noise—it's the new playing field. 'In this environment, local agility and global coherence have become a strategic advantage, and HR must model geopolitical volatility—not just respond to it,' Dwyer need for action is clear, too. As Aon's survey reveals, 73% of organizations are struggling to attract and retain the talent they need — a wake-up call for a new approach. 'This is where the total rewards strategy becomes a growth strategy,' Dwyer emphasized as the way forward for businesses. Employers must now connect pay, performance, and purpose in ways that are not just efficient, but also personalized, data-driven, and built for long-term sustainability.'As we enter a new world order, this is no longer a time for incrementalism,' he noted. 'It's a time for imagination, co-creation, and bold partnerships.'Where Tim Dwyer called for imagination, Rohit Jawa , MD and CEO of Hindustan Unilever, showed what it looks like in action. In a compelling keynote, he spotlighted India's rise on the global stage—and how HUL is stepping in sync. 'What's good for India is good for HUL,' he said, introducing Aspire, the company's new strategy to unlock a billion aspirations across consumers, communities, partners, and employees.'But strategy doesn't work without people,' Jawa reminded the audience, spotlighting efforts to democratize learning—reaching even the shop floor—and drive inclusion, with women now making up 46% of managers and 39% of senior leaders at HUL. Digital transformation was another core theme. Jawa spoke about HUL's three 'Lighthouse' factories, recognized by the World Economic Forum, where AI, automation, and skilling converge to drive a thought-provoking session, Jang Bahadur Singh, Associate Partner, Talent Solutions, India at Aon, spotlighted India's demographic edge as a key advantage in its aspiration to become the world's talent hub. However, drawing on Aon's research, he painted a sharp picture: while business growth is on the rise, headcount isn't—a sign that talent strategy must evolve. The traditional model of leveraging low-cost talent is losing relevance in a world where AI can take over routine organizations need now is not just technology, but a deeper rethink of how they develop talent. Should they chase cost optimization, or invest in premium talent that leverages AI to drive innovation and long-term value? 'This isn't an HR decision,' Jang emphasized. 'It's a business decision—one that demands structural change.'However, with AI becoming more embedded in the workplace, one of the biggest concerns is whether it will eliminate jobs. Puneet Swani, Head-Talent Solutions, Asia-Pacific, Aon, in his session, tackled this head-on. He explained, 'While 20% of roles may be disrupted, nearly 70% will be augmented. AI isn't replacing jobs–It's going to change how we engage with work.'The challenge ahead, he said, lies in knowing when to lead, follow, or collaborate with AI. 'AI won't replace you—but people who use AI will,' he remarked. From transforming talent acquisition and upskilling to redefining productivity, the applications of AI in HR are immense. But he cautioned that every organization must first assess its own needs, measure tech readiness, and grapple with the ethical considerations of AI on these ideas, a panel of leading CHROs reflected on how organizations are reimagining talent strategies in the face of AI disruption and evolving workforce expectations. The panelists included Dr. C Jayakumar, CHRO, L&T Dilip Patnaik, CHRO, JSW Group; and Gautam Sinha, CHRO, Birla Opus. Vishal Singh, Chief Commercial Officer, Talent Solutions, India, Aon, moderated the discussion.A central theme was personalization—whether it's rewards, learning, or career paths, businesses must move away from one-size-fits-all models to create more individualized experiences that reflect employee aspirations and life panel also delved into building future-ready leadership, with a strong emphasis on early identification, transparent succession planning, and enabling cross-functional movement. From AI-powered learning journeys to smart chatbots and digital coaching tools, the leaders explored strategies for integrating technology to enhance the employee experience at every businesses navigate a rapidly evolving workforce and rising employee expectations, the conversation naturally shifted to the future of benefits. How can organizations design offerings that truly meet employee needs—while managing cost and complexity?Ashley D'Silva, Head–Health & Wealth Solutions, India, Aon, set the context by highlighting a pressing reality: medical claim costs in India are steadily rising. 'At the same time, employees across generations are not only seeking better medical coverage but also showing a growing interest in retirement readiness—underscoring a broader demand for holistic wellbeing,' he further on the need to rethink benefits, the second panel of the day featured Manikanda Das, Head, Strategy for the Group Term Business, ICICI Prudential; Nikhil Chopra, Chief Business Officer, MediAssist; Swetaparna Mishra, Head, Corporate Solution, Tata AIA; Vaibhav Singh, MD & Co-founder, Visit; and Simon Godfrey, Chief Commercial and Broking Officer, Asia-Pacific, Aon, as the leaders discussed how employers are recalibrating their health strategies to balance cost and care through cost-sharing models, smarter network design, and flexible benefits, aiming for greater the day drew to a close, the energy in the room shifted—from excitement to introspection. In an inspiring fireside chat with Jennifer Richards, CEO, Asia-Pacific, Aon, Harsh Mariwala , Founder & Chairman of Marico, didn't just retrace milestones of his life—he shared the mindset behind building enduring transforming a traditional family-run business into a leading consumer brand to handing over the reins to a professional CEO, each decision reflected a clear belief: innovation is non-negotiable, and meritocracy builds stronger companies. 'At Marico, from day one, we said that meritocracy is a must. No amount of influence will work in our organization—not from me or anyone else. Everything will work on merit.'Mariwala also spoke passionately about HR as a true business enabler. 'HR plays a pivotal role in attracting top talent—by building trust, ensuring merit-based growth, and acting as an authentic voice for the company in the job market.'Ultimately, as the Aon Human Capital Conference came to a close, one clear throughline stood amidst all these rich discussions: in an age of constant change, it's not just technology or strategy that sets organizations apart—it's the choices they make about people. Those who bet boldly on human capital won't just navigate change—they'll lead it.
