For Canadian business leaders, trade and tariff uncertainty is no longer a theoretical risk. From ongoing tariff threats and retaliatory measures to supply chain disruptions and policy unpredictability, the past two years have brought near-constant disruption and volatility. For many companies, what once looked like a brief political storm has gradually revealed itself to be a new baseline for doing business in North America. That reality is about to be tested again. The Canada-United States-Mexico Agreement (CUSMA), the agreement that underpins roughly $1 trillion in annual trade across the three countries, is set for formal renegotiation beginning this summer, and the outcome is far from decided. The stakes for Canadian businesses are significant across virtually every sector, from agriculture and automotive to financial services and technology. Companies that have been managing tariff exposure reactively will find the renegotiation period as the time to get ahead of risk. Those that move now to adapt their supply chains, diversify their trade relationships and put the right protections in place will be far more resilient and better positioned to stay competitive. The tariff landscape in Canada  Trade volatility in the past year has significantly impacted the integrated Canadian and American economies. After the initial introduction of Canadian countermeasure tariffs to offset impacts of trade duties, as of September 2025, the federal government has lifted these counter tariffs in recognition of the United States’ approach to allow most Canadian goods to enter the U.S. tariff-free under CUSMA. Counter tariffs on steel, aluminum and automobiles remain in effect as negotiations with the U.S. continue. This is in recognition that the U.S. maintains tariffs on these sectors, without providing an exemption for CUSMA-compliant goods. Because the "importer of record" is generally responsible for paying these duties, Canadian businesses acting as importers have continued to face higher operational costs, squeezing profit margins and reducing cash flow. This impact has especially been felt in regions with significant auto and manufacturing sectors, such as Ontario and Quebec. For Canadian exporters, U.S. purchasers acting as importers of record may face higher prices, leading to a decline in demand for Canadian goods – an impact particularly felt by vulnerable sectors like manufacturing, energy, forestry and aerospace.  Navigating Canadian federal relief and remission  To mitigate negative impacts on the market and businesses, the Canadian government has introduced targeted measures to support market adaptation to tariffs, with indications from the Trump administration that tariffs are unlikely to be lifted. Canadian risk managers should explore avenues such as the federal tariff support package, including $1 billion in Business Development Bank of Canada (BDC) financing and $500 million in regional funding specifically designed for tariffed industries, such as the manufacture and export of products containing steel, aluminum or copper. There is also a targeted, case-by-case remission framework, allowing businesses to request a refund or relief from paid tariffs. This process is highly scrutinized by the Canada Border Services Agency and generally applies to situations where goods used as inputs cannot be sourced domestically or reasonably from non-U.S. sources or other exceptional circumstances that could have severe adverse impacts on the Canadian economy. Managing tariff risk and protecting your business  Ahead of expected CUSMA renegotiation conversations beginning this July, Canadian businesses should take the opportunity to safeguard their operations to the best of their ability. Understand your risk. Evaluate (or re-evaluate) your exposure to tariffs across Tier 1, Tier 2 and Tier 3 suppliers. Gaining visibility into extended supply chains is essential to understanding where tariff costs are being accumulated and where you might optimize transactions under trade agreements like the CUSMA – or new bilateral trade deals that may replace CUSMA. Review contractual agreements. Many existing commercial agreements include standard "force majeure" provisions, but these clauses rarely address tariff-related issues, customs detentions or retaliatory trade measures. Ensure your contracts with suppliers and customers clearly allocate responsibility for paying tariffs and duties (defining who acts as the importer of record), define robust indemnification and insurance clauses, and establish mechanism provisions for the renegotiation of prices or responsibilities in the event of sudden tariff adjustments. In addition, consult with legal and tax advisors to manage transfer pricing adjustments, navigate the federal remission process (if applicable) and understand how tariffs impact your corporate tax planning. Review and optimize your insurance programs. Work with your broker to evaluate whether your supply chain could be disrupted by trade restrictions, customs delays, or route deviations, and determine if specialized trade disruption coverage is required, plus ensure policy limits and declared values are adequate, keeping in mind that tariffs can inflate the replacement cost of imported machinery, parts and inventory. It’s important to present a clear narrative to underwriters regarding your supply chain resilience, alternative sourcing strategies and compliance protocols to secure the most favorable terms and pricing.  Trade uncertainty demands a holistic approach to risk  Navigating a changing landscape and regulations requires a holistic approach to risk. Whether you need to optimize your global insurance program, evaluate supply chain vulnerabilities or secure specialized trade credit solutions, Canadian businesses must stay on the front foot. 

Ongoing tariff uncertainty has reshaped how Canadian businesses operate. Here's what the CUSMA renegotiation means for your supply chain, costs and risk strategy.

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CUSMA renegotiation 2026: Managing trade risk for Canadian businesses

Canada's wildfire threat is far from a seasonal footnote. With seasons starting earlier, lasting longer and producing fires that are harder to contain and more destructive, wildfires have become a defining financial and operational risk for businesses from coast to coast. And the 2026 wildfire risk outlook in Canada is yet another signal to businesses that now is the time to prepare and ensure their resilience.  Wildfires are a growing and evolving risk  For many Canadians, the summer of 2024 made the wildfire crisis impossible to ignore. The town of Jasper, a beloved mountain community and gateway to one of Canada's most cherished national parks, watched nearly one-third of its homes and businesses burn to the ground. Images of the destruction were shared across the country, felt personally by the millions of Canadians who had camped there, hiked its trails, or simply grown up knowing it as a fixture of the national landscape.  Alberta alone recorded over $1 billion in wildfire losses that year. Nationally, 2024 became Canada's costliest year on record for overall insured catastrophe losses, at approximately $8.5 billion. For commercial insurers specifically, it was the most expensive year in nearly a decade, according to the Insurance Bureau of Canada. Jasper was the latest chapter in a decade of escalating wildfire losses. Canada experienced 16 catastrophic wildfire events between 2016 and 2025, compared to just two in the decade prior. The trajectory had been building for years: the 2016 Fort McMurray wildfire forced 80,000 people from their homes and caused over $4.8 billion in insured damages (in 2025 dollars). And 2023 was record-breaking, when we saw 6,000 fires destroy 15,000 hectares of land – an area the size of England. The question is no longer whether Canadian communities are vulnerable, but how much so. Last year carried its own warning on that front, despite a reprieve on the surface. As Laura Twidle, President and CEO of CatIQ put it, “while 2025 marked a welcome reprieve after the record-shattering losses of 2024, the data shows that this 'average' year was anything but. We saw the highest number of fire-related CATs declared, and, perhaps more notably, these all occurred in provinces that had never had a prior industry fire catastrophe." The toll also falls unevenly within Canada. First Nations communities account for 42% of wildfire-related evacuations despite representing approximately 5% of Canada's population, according to government data. Last year, nearly 45,000 people from 73 First Nations communities were displaced by wildfires. The 2026 outlook for wildfires in Canada Canada's 2026 wildfire season is shaping up to be a potentially serious one. According to the Government of Canada's 2026 preparedness update, above-normal temperatures are forecast for nearly all regions of the country through the summer months, compounding long-standing precipitation deficits, particularly across western Canada. British Columbia faces the highest and most sustained fire risk, while elevated fire danger is expected to emerge quickly in parts of northern, central and eastern Canada as well. Northwestern Ontario, forecast to receive below-normal precipitation, is among the regions drawing particular concern.  The federal government has been explicit that this is not a risk confined to historically vulnerable areas. New geographies are entering high-risk territory and the conditions driving that shift – hotter, drier, and windier weather patterns – are the product of longer-term climate trends, not a single anomalous season. In response, Ottawa has made wildfire preparedness a significant budget priority, committing dollars to aerial firefighting, civilian response and preparedness and response in federally administered land. Notably, the National Public Alerting System – a critical tool for getting warnings to Canadians quickly – is being modernized with $55.4 million over four years. Longer-term, a $285 million investment running to 2028 is focused on reducing wildland fire risk broadly, including expanding the reach of FireSmart™ Canada guidance into high-risk communities. Support for Indigenous communities, who bear a disproportionate share of wildfire displacement, is also a thread running through the federal response. The government is directing tens of millions in ongoing annual funding through Indigenous Services Canada to support First Nations emergency preparedness, community resilience, and local health capacity, alongside a five-year, $57.2 million commitment to Indigenous-led FireSmart preventative measures in high-risk areas. These are meaningful commitments, but government investment does not insulate businesses from operational disruption, property loss, or the growing complexity of the commercial insurance market. How Canadian businesses can stay resilient to wildfire risk  For businesses operating in Canada, the escalating wildfire environment demands active preparation.  Develop and test an emergency action plan. Every organization operating in or near wildfire-exposed areas should have a documented emergency action plan that identifies core response teams, defines individual roles and clearly outlines evacuation procedures and alternative operating locations. Plans should be tested regularly and updated as staff changes or facilities expand. In the event of an active fire threat, key actions include monitoring official fire progress updates, confirming fire suppression systems are operational, relocating or securing critical assets, backing up servers and digital records and photographing property for insurance valuation purposes. Create defensible space around your property. Physical preparation of the property itself is one of the most effective risk reduction steps a business can take. This means removing combustible vegetation and debris in the immediate vicinity of buildings, trimming trees with overhanging branches close to structures, clearing gutters of dry material and maintaining well-watered landscaping buffers where feasible. FireSmart Canada offers detailed, evidence-based guidance on defensible space standards for commercial and residential properties alike.  According to a joint industry report by Lockton Re and Green Shield Risk Solutions, capturing and implementing even a single localized mitigation feature, such as a managed defensible space or a fire-resistant roof covering, can drive an immediate 6% to 13% reduction in modeled losses. Prepare for recovery before you need it. Recovery from a major wildfire can take months or years. Businesses that have pre-arranged restoration services, maintain detailed and current property inventories and carry accurate asset valuations are significantly better positioned to navigate the claims process and return to operations faster. Stockpiling long-term fire-retardant products where appropriate can also limit structural damage during a fire event. Review your insurance coverage carefully. Work with your broker to ensure your coverage does not contain wildfire exclusions and confirm that smoke damage and secondary perils (such as landslides or debris flows that can follow a burn) are included in your policy. As wildfire risk expands into new geographies, standard policy assumptions may no longer reflect your actual exposure. Adequate limits, not just coverage in principle, matter significantly when losses materialize. Parametric insurance products are also worth exploring. Unlike traditional indemnity coverage, parametric policies can provide rapid claims payments, in some cases within 30 days, and can be structured to cover operational losses tied to air quality deterioration or other conditions beyond physical property damage. Demonstrate active risk management to your underwriters. Businesses that can demonstrate proactive risk management practices are better positioned to secure coverage and negotiate terms. This may include sharing data on vegetation management, fire suppression system maintenance, staff training, or technology deployments that reduce ignition risk. Underwriters are increasingly attentive to the quality of risk, not just its location. This effort has a direct financial payoff: the Lockton Re and Green Shield Risk Solutions joint report shows that thoroughly documenting property-level safety features can lower a business's modeled risk profile by an average of 20%. This gives underwriters the concrete data they need to justify premium discounts and secure better coverage terms. Now is the time to prepare for escalating wildfires  Wildfire risk in Canada has crossed a threshold. It is no longer a regional concern or a rare catastrophic outlier but a systemic and growing feature of the national risk landscape. The case for action has never been clearer. Businesses that treat wildfire preparation as a strategic priority and not just a facilities management task will be better positioned to protect their people, preserve their assets and recover faster when the next fire arrives.

Canada's 2026 wildfire season brings elevated risk across new regions. Learn what the outlook means for your business and how to prepare before the next fire arrives.

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Canada’s wildfire risk in 2026: What businesses need to know

As part of a global push towards a decarbonised grid, renewable project developers and investors are navigating increasingly complex risks, often beyond what standard project planning and contractual counterparty negotiations can manage. Proactive risk framing and insurance partnership strategies can help project developers and investors to better manage uncertainty and make their assets more bankable and tradable. The new risk landscape for renewables Emerging variables such as technology volatility, extreme weather, and global supply chain lag are reshaping the traditional trinity of risk (political, regulatory, and construction). While none of this is new to developers, what is changing is how insurers interpret these risks and how that interpretation affects everything from premium pricing, insurable terms and conditions, and asset valuation. Common risk blind spots we see across solar, wind and Battery Energy Storage System (BESS) projects include: Thermal runaway spacing in BESS: tight spacing between neighbouring BESS and key equipment can significantly alter insurer appetite and premium outcomes. Solar panel fragility: thinner modules and limited stow protocols in locations with high hail exposure are leading to more severe claims, and reduced market confidence. Wind turbine scale: aggregated large-capacity turbines carry complex business interruption implications, especially with long component lead times. Critical spares planning: lack of spare parts increases business interruption exposures and corresponding insurance rates, cost blowouts, and may lead to higher deductibles. NatCat design assumptions: insurers are more rigorously interrogating 1-in-100 and 1-in-250-year assumptions, especially in wildfire zones. How your project benefits from a risk narrative Insurers are no longer just pricing risk; they are making value judgements about your engineering, planning and operations. A poorly communicated project, or one with gaps in documentation, can face longer insurance placement timelines, narrower capacity, and sometimes full insurer withdrawal. This isn’t just about insurance costs. It affects: Due diligence confidence for equity and debt stakeholders. M&A outcomes where asset resilience is under review. Grid operator trust when operational continuity is in doubt. Insurers aren’t risk-averse; they are information-hungry. ‘Data is king’ in the insurance industry, and the best way to meet this is with a proactive strategy that treats risk as a story, not a disclosure. Mitigate early, communicate often A few suggestions for developers and investors looking to get ahead: Meet insurers before financial close, not just during it. Early engagement lets them influence risk design before it’s fixed. Show your work. For example: What’s your wildfire mitigation plan? What’s your thermal event scenario? What drove your design and original equipment manufacturer selection? A slick data room means nothing if your risk assumptions are fuzzy. Influence your indemnity periods. Can you demonstrate spares on site? This matters to your deductible structure and ultimately your valuation and corresponding premiums. Model against real-world return periods, not legacy standards. 1-in-50 flood return period models do not hold up anymore. Treat your insurance as part of your capital stack. An optimised insurance program is a strategic asset, not just a compliance box. Selling the risk before you sell the asset Ultimately, we need to stop viewing insurance as a procurement process and start framing it as a credibility tool. If you want to sell your project to an infrastructure fund, a state government, or a global independent power producer, for example, they need to trust that risk is embedded in your thinking, not an afterthought. In a world of tight margins and volatile conditions, it’s not just about doing the work, it’s about proving it. As one of the leading insurance brokers within the renewable energy arena, Lockton’s Energy team has extensive experience placing targeted, accurate cover and effective risk management solutions for clients. Find out more by contacting a member of our team.

As part of a global push towards a decarbonised grid, renewable project developers and investors are navigating increasingly complex risks, often beyond what standard project planning and contractual counterparty negotiations can manage. Proactive risk framing and insurance partnership strategies can help project developers and investors to better manage uncertainty and make their assets more bankable and tradable.

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Why risk needs to be part of your renewable project narrative

Both the frequency and sophistication of ransomware attacks are rising. Affected businesses can be tempted to authorise requested ransom payments to renormalise operations as fast as possible. However, this is not a decision any company should hastily take without thorough consideration and due diligence.  Building on advice published by the International Counter Ransomware Initiative (CRI), this article explores the key issues surrounding ransom payment. Additionally, recommendations are also offered on how organisations can build robust cyber incident responses to mitigate ransomware threats. Considerations if declining payment 
Typically, national governments will strongly discourage organisations from making ransom payments. Authorities believe paying ransom treats criminals as business partners and, arguably, promotes criminal activity of this type, as well as, inflating future ransom figure demands. Payment does not guarantee that hackers will provide decryption keys, and if they are provided, there is no certainty they will work. Generally, it is in the cyber criminals’ interest to deliver a working decryption key to ensure the longevity of this type of criminal action. While studies suggest the majority of organisations that had their data encrypted regained access, the process is not always straightforward. Furthermore, authorities also consistently warn the promise of criminals to delete victim data after ransom payment cannot be trusted. For example, after investigating LockBit, law enforcement officials discovered that the criminals were retaining data they had pledged to delete after receiving payment. Considerations if electing to pay 
There may be occasions where a victim decides that paying a ransom is the better option. However, decisions about payment should be informed by a comprehensive understanding — as much as is possible — of the incident’s impact and how payment could change potential outcomes and repercussions.  If the targeted company does not have a secure and separate backup, recovery without a decryption key may be complicated or impossible. Reaching this decision may require the help and assessment of specialised consultants. Ransom payments can sometimes be lower than the costs and business interruption losses associated with a system’s downtime. However, decryption keys are not a magic bullet and it may take several weeks for a company to get back online. It is therefore important to have requisite backups, and this should be part of your incident response plan. Fees associated with forensic and data recovery largely depend on company size and the scale and complexity of attacks. As not all insurance policies cover such incidental expenses, nor the ransom payment itself, businesses must carefully check the exact wording of any cyber policy before making decisions. Advice for affected companies 
Following a ransomware attack, companies should fully assess the situation to gain a clear understanding on the nature of the attack. Ideally, the targeted company should have a thorough and rehearsed crisis response plan they initiate. A key first step of this will be notifying their insurers of the attack. Depending on policy, the insurer may instruct a third-party cyber-security incident response team to conduct forensics, assess the extent to which the systems are affected, and the viability of recovering systems and processes from backups. Additionally, the affected company could hire a ransomware specialist to negotiate with malicious actors. This may involve asking for a reduction of the payment on the basis that not all systems need to be decrypted. The expert may also seek evidence the proposed decryption key works, by requesting a decrypted file as proof. A robust cyber insurance policy could cover these costs, and the underwriter’s breach response team will also assist in the practical implementation of these measures. Businesses should seek specialist legal advice on conducting their response. Legal professionals will be able to help organisations understand and carry out their required contractual and regulatory obligations in event of a ransomware incident. To limit the consequences of an attack and ensure remediation is straightforward, companies should keep good security hygiene and system health practices. To build resilience against cyber threats, organisations should: Maintain offline backups of any critical data  Update operating systems to the latest version and shorten patch cycles Use multifactor authentication and complex unique passwords for each login Disable any unnecessary network services For further advice, the aforementioned CRI guidance provides help on what companies should aim to do. Liaising with your insurer or broker 
Before making hasty decisions, any business falling victim of a ransomware attack should consult with its broker or cyber insurer, legal counsel, and, where appropriate, law enforcement authorities. Regardless of decisions taken on whether to pay ransom or not, companies must consider their legal and contractual obligations to customers, partners, and relevant third parties. For further information, please visit the Lockton Cyber and Technology page, or contact a member of our team. 

Both the frequency and sophistication of ransomware attacks are rising. Affected businesses can be tempted to authorise requested ransom payments to renormalise operations as fast as possible. However, this is not a decision any company should hastily take without thorough consideration and due diligence.  

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Payment considerations following ransomware attacks

The consistent evolution in the risk, breadth, and nature of cyber-attacks has solidified cyber risks as a key topic in many boardrooms. Beyond businesses suffering immediate financial losses and operational disruption, directors and officers may face shareholder litigation alleging negligence – potentially exposing them to personal liability. How are boards responsible for cyber security? The liabilities and duties regarding a company’s cyber-related protocols are increasingly becoming blurred between those of the company and those of the board of directors. Regulators are seeking to hold the board accountable for data, privacy, or network security governance failures and, subsequently, cyber events regularly rank highly in board surveys of directors’ risk. Typically, the board of directors is responsible for overseeing accurate and timely reporting of cyber risks, appropriate cybersecurity policies, and data protection controls. In the event of a cyber-attack, senior management must notify the relevant authorities, as well as persons and businesses who may be affected. Under GDPR, for example, organisations must notify a relevant supervisory authority of certain personal data breaches within 72 hours of becoming aware of them. If the breach poses a high risk to individuals, they must also notify those individuals without undue delay.  Potential D&O fallout from a cyber-attack The consequences of a cyber event could be exacerbated by the following actions from the board of directors: Poor preparation and risk management Slow or ineffective response Legal and regulatory non-compliance Poor stakeholder communication Inadequate recovery planning Cultural and leadership failures If a cybersecurity event occurs, the board may be scrutinised for failures, errors, or weaknesses in their business’ response to the event, or its assessment of cyber-related risk and insurance purchasing decisions beforehand. This can stem from reasons including: Breach of duty Negligence/mismanagement Failure to comply with regulatory requirements Drop in share price/revenues Insolvency/financial losses Securing inappropriate cyber insurance or insufficient periodic review Insurance considerations  A comprehensive insurance programme, addressing both D&O and cyber risks, is crucial for optimal risk mitigation. Transferring risk via cyber insurance offers an effective risk management tool to safeguard against catastrophic losses, and the costs associated with a cyber event. However, policies must be habitually reviewed to ensure coverage meets evolving threats and risk exposure. Event-driven D&O claims are not a new phenomenon. However, recent high-profile breaches in the UK have highlighted the potential for cyber events to result in regulatory actions, civil lawsuits, and criminal proceedings — arguably transforming the breadth and scope of D&O-related responsibilities and liabilities. For mismanagement claims arising out of a cyber incident specifically, D&O insurance may provide coverage for: Costs associated with regulatory investigations Potential civil fines from regulators Defence costs associated with shareholder litigation Costs related to third-party liability Insurance recommendations It is critical that organisations pay close attention to how both their D&O and cyber policies are structured and correlate. Both forms of coverage have distinct differences, and terms and wordings need to be carefully reviewed to avoid potential gaps and needless overlaps. In particular, industries with heightened exposure to cyber-attacks should seek alignment between their D&O and cyber insurance. While cyber risks involve technical complexities that require specialised knowledge and robust controls, D&O insurance is primarily used for protecting board members from liability related to managerial decisions and should be reflective of the current legal environment. Board members may also face legal challenges alleging their cyber insurance programme is not fit for purpose. D&O policyholders must gain a clear understanding of how their policy will respond in the event of a cyber incident as D&O policies can contain cyber exclusions. Furthermore, clear wordings in both policies and stress testing their reactions in anticipation of an incident is crucial as cyber-attacks become more sophisticated. Taking the following steps can help boards strengthen resilience and turn cybersecurity into a competitive advantage: Make cybersecurity a strategic priority, through embedding it within governance structures and routinely assessing security policies and compliance frameworks. Particularly for sensitive data, robust data loss protection (DLP) and data classification is key to show responsible data protection management.  Ensure employee training and awareness of cyber threats is comprehensive and periodically refreshed. Allocate sufficient financial and technological resources to cybersecurity initiatives. Highlighting that senior management has taken appropriate steps and made every effort to prevent an attack/data breach, is likely to positively impact potential investigations, fines, and penalty amounts following an event. Maintain a centralised register of third parties in the supply chain and partners — ensuring their cybersecurity protocols are continuously vetted and monitored. Establish and rehearse thorough contingency, crisis, and business interruption plans in case of cyber event.  Consider appointing a director with a cyber background or forming a separate committee dedicated to cyber risk management. Liaise with brokers and other insurance professionals regarding cyber and D&O coverage, and how they interact with each other for optimised coverage. 

The consistent evolution in the risk, breadth, and nature of cyber-attacks has solidified cyber risks as a key topic in many boardrooms. Beyond businesses suffering immediate financial losses and operational disruption, directors and officers may face shareholder litigation alleging negligence — potentially exposing them to personal liability.

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How D&O insurance can help protect against cyber related liability

Lithium-ion batteries have become both ubiquitous and essential to our modern lives. Utilised in our homes, workplaces, and transportation, lithium-ion batteries provide a readily available and reliable source of power for devices, such as cars, e-bikes, computers, and mobile phones. However, lithium-ion batteries have introduced new fire and explosion hazards to our built environment. A UK fire brigade recently stated that lithium-ion batteries present the ‘fastest growing’ risk of fire — causing 100 fires in South Wales in the last two years alone.  To help address this, a new Lithium-ion Battery Safety Bill is currently going through the UK Parliament with actions to stop unsafe or non-compliant products from reaching consumers and with new rules to ensure their safe disposal. An existing EU Batteries Regulation requires all waste batteries to be taken back by producers and producer responsibility organisations free of charge for consumers — regardless of the chemical composition, condition, country of origin, or brand of the waste battery. Similar rules are in place elsewhere in the world such as in some US states. To mitigate threats associated with the storage and handling of lithium-ion batteries, robust property risk controls are essential for the commercial retail sector, especially when dealing with returned batteries from consumers. Understanding the risk of ‘thermal runaway’ 
Lithium-ion batteries have a higher energy density than more traditional battery types, providing both a convenient and lightweight source of power. However, if battery cells generate more heat than they can dissipate, a ‘thermal runaway’ can occur; a rapid and uncontrolled release of energy and flammable products that can cause a fire or explosion. Potential causes of thermal runaway include manufacturing defects causing internal short circuits, mechanical damage, exposure to excessive heat, or charging problems.  The resulting fire can be intense — potentially releasing flames, smoke, and hazardous chemicals, and spreading fire to nearby combustible materials. Such fires can escalate quickly and be difficult to extinguish, requiring larger quantities of water for suppression — which may also challenge traditional fire extinguishing technologies and methods. Rapid fire development may also introduce challenges for evacuation; particularly if fire occurs close to an evacuation route.  The charging of batteries generally presents the highest risk of fire in normal use due to the potential for overheating and thermal runaway. However, if the battery is damaged, this can also result in thermal runaway. The higher the level of charge, the higher risk. Typically, packaged products will have a lower level of charge when first received, but returned products may have a higher level of charge and/or damage, increasing the fire risk. In 2024, in the UK, 1.1 billion electrical items containing lithium-ion batteries were discarded — resulting in over 1,200 fires in bin lorries and waste sites, according to not-for-profit organisation Material Focus. In May 2025 alone, a private waste management provider, Island Waste, reported seven fires in two weeks at its processing plant, caused by lithium-ion batteries. Batteries in power tools present a particular problem, but other domestic products like vacuum cleaners and Bluetooth speakers are also an issue. Mitigating risks during lithium-ion battery returns 
The assessment of property risks and associated control measures will depend on a range of factors including, the type and size of batteries, if they are stored in bulk or within consumer products, charge level, and storage location and quantity.  Some considerations for commercial storage and retail facilities are provided below: Risk assessment 
Review and update the fire risk assessment to ensure battery related hazards are assessed and controlled in accordance with local fire safety legislation, such as the Regulatory Reform (Fire Safety) Order 2005 and Dangerous Substances and Explosive Atmospheres Regulations 2002 (DSEAR). Ensure any obligations for the return of damaged and waste batteries from consumers, such as The Waste Batteries and Accumulators Regulations 2009, are correctly understood and implemented. Property protection and business resilience 
Reinforce existing risk assessments by considering property protection and business resilience features (including a comprehensive Business Continuity Plan) to help keep losses small and improve recovery of the business. Liaise with your broker and property risk engineering provider to discuss any planned changes and control strategies. Management systems 
Develop a management system for receipt, storage, handling, transit, and charging of lithium-ion batteries including, in particular, processes for the return of and/or damage to batteries or products containing batteries. The management system should consider standard operating procedures, storage arrangements, staff training, and emergency procedures. All changes should be managed though a Management of Change procedure.  Transportation 
Utilise hauliers with experience in carrying potentially hazardous goods, with transportation of any damaged batteries conducted in line with local regulations or legislative requirements, including use of suitable containers, packing, and signage.  Goods receipt 
Where damaged or faulty lithium-ion batteries are received, provide an appropriate handover area which is clear of combustible goods, has clear evacuation routes, is shielded from direct sunlight, and has adequate access for emergency services. Arrange immediate inspection of the items with clear definitions provided to classify damage and the corresponding actions to be taken. Storage 
Minimise the storage quantity and duration of any damaged, returned or recycled batteries. Arrange prompt collection and removal. Store such products in an external, non-combustible facility or container a good distance from buildings or critical infrastructure. If space separation is not possible, provide robust fire compartmentation between structures. Avoid internal storage of any damaged, returned or recycled batteries. Where this is not practicable, provide a dedicated fire rated storage cabinet or room. Higher fire resistance ratings should be provided depending on the quantity of damaged batteries or products which are stored. Suitably approved fire doors, shutters and fire stopping products should be used. Appropriate heating/cooling systems should provided to maintain temperatures within manufactures guidelines. Consider the need for explosion venting, depending on the quantity of batteries stored. Ensure damaged or faulty lithium-ion batteries are not placed in general waste or standard ‘battery bins’ with other batteries.  Charging 
Prohibit charging of any batteries which are physically damaged or show signs of bulging, unusual odours, heavy cracking, or damage to the casing. Where batteries have lower levels of damage or faults, avoid charging of the batteries. Where this cannot be avoided, identify a safe area for charging operations and seek to minimise the number of batteries under charge at any one time. Ideally utilise an external, sheltered area, a good distance from buildings and critical infrastructure. Where this is not possible, prepare a dedicated internal area with safeguards such as fire rated compartment, clear of combustible construction and contents, clearly identified, provided with overcharge protection devices, ventilation, continuous occupancy during charging activities, and a clear strategy for fire detection and control. Proprietary ‘fire’ cabinets for the charging of lithium-ion powered battery devices are now available. Charging devices should be suitable, following manufacturers’ guidelines and regulatory requirements, suitably rated for the devices being charged, with surge protection and electrical inspections. Thermographic inspections could be used to identify any overheating of components or equipment. Self-inspections 
Arrange daily inspections to check for instability or signs of distress. Any batteries or associated products of concern should be removed, if safe to do so, to an external ‘safe’ area a good distance from buildings and critical infrastructure and contacting the emergency services if smoke, gas or thermal runaway is observed. In addition, any batteries dropped or damaged during work activities on site should also be treated as ‘suspect’ and moved, if safe to do so, to a safe area. Thermographic cameras can be a useful aid to the inspection process. Emergency response 
Develop a clear strategy for the detection, evacuation, and control of a fire event. Considerations include provision of automatic fire detection (ideally Category L1 or P1 to BS5839-1:2017) and alarm, automatic sprinkler protection to a recognised property protection guideline where practicable, off-gassing detection, interlocks to charging equipment, emergency response plans, liaison with the fire brigade, and fire water supplies.  Further help and advice available 
The return of damaged or faulty lithium batteries presents a risk of fire or explosion which is increased at higher states of charge. Robust property risk control measures to identify, monitor, and segregate products of concern will help to reduce the risk of loss to the business enterprise. A Need-to-Know Guide on Lithium-ion Battery Use and Storage has been prepared by RISCAuthority, providing risk control measures for lithium-ion batteries. Various additional resources providing further guidance are available from insurers and other organisations. For further information, please contact a member of our team or visit the Lockton Risk Control page. 

Lithium-ion batteries have become both ubiquitous and essential to our modern lives. Utilised in our homes, workplaces, and transportation, lithium-ion batteries provide a readily available and reliable source of power for devices, such as cars, e-bikes, computers, and mobile phones. 

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Inside Risk: lithium-ion battery returns – managing property fire risk in the retail sector

The recent grounding of the MSC Antonia near the Eliza Shoals off Jeddah on 10 May 2025 has brought into sharp focus the real-world consequences of cyber-physical attacks in the maritime sector – and particularly within the Middle East and North Africa (MENA) region. Analysis by respected maritime intelligence firms such as Pole Star Global and Windward indicate that the vessel's navigational systems were likely compromised by GPS jamming, leading to incorrect positioning data and ultimately to the grounding incident. This event underscores the growing cyber threat to vessel movement in the region – one with potential outcomes including groundings, collisions, and environmental harm. For MENA, where critical trade routes such as the Strait of Hormuz and the Suez Canal are lifelines of global commerce, the implications are particularly serious. Regional security dynamics, increased reliance on digital systems, and proximity to cyber-capable nation-state actors elevate both the frequency and severity of these risks. Despite this, in our work with marine clients across the Middle East and North Africa, we continue to observe a significant disconnect between emerging cyber threats and existing risk transfer arrangements. That gap must close before the next incident occurs. A sector exposed by design Cyber risk in the marine space is not simply a by-product of digitisation, it is an inherent consequence of how the industry now operates. From voyage planning and propulsion control to port logistics and remote diagnostics, the reliance on connected systems has grown rapidly. But security has not kept pace. Several structural factors make the sector especially vulnerable: Operational technology (OT) fragility – many vessels rely on legacy systems that were never designed for connectivity or cyber resilience. Global interdependence – a single vessel may interface with dozens of third-party systems across jurisdictions, each with different security standards. This interconnected nature means that a cyber incident affecting one operator can trigger global disruption, particularly if it impacts a critical shipping lane or chokepoint like the Suez Canal, Strait of Hormuz, or Panama Canal. Limited cyber hygiene – basic cybersecurity practices remain uneven across fleets and port infrastructure. Network segmentation, patching, and access control are not universally implemented. Malicious actor intent – criminal groups, nation-state actors, and proxies increasingly target maritime assets. Whether to extract ransom, disrupt trade, or escalate geopolitical tensions. Cyber attackers are no longer just breaching databases. They are actively interfering with navigational systems, manipulating Automatic Identification System (AIS) data, and threatening vessel control – raising the stakes from financial loss to physical catastrophe. From digital risk to real-world consequences The MSC Antonia is the latest in a growing pattern of cyber-physical incidents affecting the maritime sector. The industry has already witnessed escalating attacks that have disrupted operations and threatened the integrity of global trade routes: In 2017, Maersk was crippled by the NotPetya malware, resulting in over $300 million in losses and widespread disruption across its terminal network – including operations in key MENA ports such as Jebel Ali and Salalah. In 2021, Iranian port systems were reportedly targeted in a state-sponsored cyber retaliation, underscoring the role of maritime infrastructure in modern geopolitical conflict and highlighting the vulnerabilities of critical infrastructure within the region. AIS spoofing, GPS jamming, and satellite interference are increasingly frequent in areas of geopolitical tension – many of which are located in or near the MENA region. These activities directly impact navigational systems and pose a heightened risk to vessels transiting chokepoints such as the Strait of Hormuz and the Red Sea. What differentiates the Antonia incident is the strong likelihood of cyber-induced physical loss – a vessel grounding potentially triggered by digital interference. This challenges long-standing assumptions in marine underwriting and underscores the need for a more urgent and region-specific conversation around cyber risk and insurance preparedness. Regulatory pressure is mounting In parallel, regulators are stepping up expectations on maritime cyber preparedness: The IMO’s Resolution MSC.428(98) mandates the integration of cyber risk management into Safety Management Systems (SMS). The EU’s NIS2 Directive expands obligations for operators and ports, demanding proactive cyber resilience and incident reporting. The US Coast Guard now enforces minimum cyber security standards for vessels and port facilities as a condition of access. In the MENA region, regulatory development is gaining momentum. Authorities in key maritime hubs such as the UAE and Saudi Arabia are increasingly aligning with international standards, while also launching their own national cybersecurity frameworks to enhance the resilience of critical infrastructure. Port operators and shipping companies in the region are now expected to demonstrate active cyber risk management and incident response capabilities, both as part of regulatory compliance and as a commercial necessity. These changes are reshaping both operational requirements and liability exposures. Compliance is no longer optional. Failing to meet regulatory standards could impact not only reputation but also insurance recovery in the event of an incident. Rethinking risk transfer: closing the coverage gap As brokers, we see the full complexity of this risk. For clients, the core concern isn’t just whether a traditional cyber policy will pay to restore data. It’s whether existing marine insurance programmes will respond to physical damage, cargo delays, third-party liabilities, or environmental clean-up costs caused by a cyber event. Herein lies the challenge: since the Lloyd’s “silent cyber” mandate, insurers have been required to clearly state whether cyber risk is covered or excluded. In practice, this has led to wide-scale application of cyber exclusions across hull, cargo, and non-International Group mutual P&I policies, regardless of format. That means many marine operators today are unknowingly exposed. A cyber-triggered grounding, port disruption, or environmental spill could result in losses that are explicitly uninsured under their current programme. In a worst-case scenario, a cyber-physical incident could threaten business continuity altogether. To manage this risk effectively, organisations must: Engage their brokers proactively to review and clarify cyber exclusions across all policies. Work with marine cyber specialists who understand both the operational realities and the insurance implications of cyber-physical risk. Consider dedicated cyber insurance solutions that cover physical damage, third-party liability, business interruption, and crisis response arising from cyber events. Explore combined shoreside and marine solutions, which typically have terms and conditions similar to traditional cyber policies, but with broader language offering supplemental coverage for maritime exposures. The modern cyber threat is no longer just digital – it’s physical, financial, and strategic. And it requires a risk transfer solution that is equally multidimensional. Building true resilience Managing cyber risk in the marine sector cannot be left solely to IT teams or compliance checklists. It demands a holistic, enterprise-wide strategy that integrates security, operations, and insurance. To build genuine resilience, marine organisations should: Map vulnerabilities across both shipboard and port-side systems. Clarify roles and escalation plans in the event of a cyber incident. Invest in cyber hygiene, segmentation, and scenario-based contingency planning. Ensure insurance coverage reflects actual operational exposure – not just regulatory tick boxes. The MSC Antonia may well be a turning point. As the nature of disruption evolves, so too must our approach to risk and resilience at sea. These threats are no longer abstract; they are impacting vessel operations, regulatory obligations, and financial outcomes. Not every incident is preventable. But with the right preparation, clear response plans, and appropriate insurance in place, recovery is achievable. At Lockton, we help clients navigate these complex risks. If you would like to explore your options, discuss the latest insurance products, or arrange a call with our marine cyber specialists, we would be pleased to support you.

The recent grounding of the MSC Antonia near the Eliza Shoals off Jeddah on 10 May 2025 has brought into sharp focus the real-world consequences of cyber-physical attacks in the maritime sector – and particularly within the MENA region. Analysis by respected maritime intelligence firms such as Pole Star Global and Windward indicate that the vessel's navigational systems were likely compromised by GPS jamming, leading to incorrect positioning data and ultimately to the grounding incident.

This event underscores the growing cyber threat to vessel movement in the region – one with potential outcomes including groundings, collisions, and environmental harm. For MENA, where critical trade routes such as the Strait of Hormuz and the Suez Canal are lifelines of global commerce, the implications are particularly serious. Regional security dynamics, increased reliance on digital systems, and proximity to cyber-capable nation-state actors elevate both the frequency and severity of these risks.

Despite this, in our work with marine clients across the Middle East and North Africa, we continue to observe a significant disconnect between emerging cyber threats and existing risk transfer arrangements. That gap must close before the next incident occurs.


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Cyber-physical risk in the marine sector: a wake-up call from the MSC Antonia

The recent US import tariff changes have created significant trade disruption in the cargo market: goods were expedited prior to expected tariff increases, or after the announcement, diverted to other destinations, or held in storage awaiting improved tariff conditions.

Engineer and tablet at Containers yard from Cargo freight ship for import export. Dock control worker wearing protective coveralls against stack of a containers terminal. Logistic and Transportation, Global Business concepts.

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Ensuring the right cargo cover amid tariff uncertainty

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Lockton, the world’s largest privately held independent insurance brokerage, today announced the appointment of Nicki Tatola as Head of Specialties for Canada, joining Lockton’s growing, locally led Canadian leadership team. She will lead the development of Lockton’s national specialty insurance and risk advisory capabilities, ensuring Canadian clients across key industry sectors benefit from specialized market expertise. “Canadian businesses are facing increasingly complex risks that cannot always be addressed through standard commercial insurance alone, particularly as tariff uncertainty, supply chain pressures and shifting trade dynamics create added complexity for companies operating across borders,” said Stéphane Lespérance, Chief Executive Officer of Lockton Canada. “They need specialist advice that connects market insight, coverage strategy and execution. Nicki’s appointment strengthens our ability to deliver that expertise in Canada, combining Lockton’s global specialty depth with an independent, locally led model built around the needs of this market.” Tatola will be responsible for shaping Lockton’s national specialties strategy for Canada, bringing together industry expertise, technical depth and market insight to address clients’ most complex and evolving risks. Central to her role will be building the Canadian specialties ecosystem, an integrated framework aligning Lockton’s technical practice groups with market solutions to deliver custom capacity and policy structures for clients, providing them with long-term value. She will also direct the ongoing development of Lockton’s talent, industry propositions and domain expertise across the country. “I am excited to join Lockton at a pivotal moment in building the firm’s Canadian team,” said Nicki Tatola, Head of Specialties for Lockton Canada. “Lockton’s independent model creates a strong foundation for building specialty capabilities around what clients need most: direct access to technical expertise, responsive market solutions and advice tailored to the complexity of their business. I look forward to working with colleagues across Canada to build a connected specialties offering that brings those capabilities directly to clients.” By embedding technical specialty resources directly into client service teams rather than siloing them, Lockton’s model provides businesses in Canada with direct access to custom carrier capacity, tailored program structures and swift execution. The model reinforces Lockton’s overarching Canadian strategy: building an independent, locally led advisory business with the capabilities to respond to the distinct needs of the Canadian market. ### About Nicki Tatola With nearly 25 years of commercial insurance experience across Canada, Nicki Tatola specializes in complex placements, portfolio placement strategies and national practice management. Throughout her career, she has held senior national and regional leadership roles directing commercial brokerage teams at major global firms, building a track record of securing critical capacity for clients navigating volatile conditions and delivering resilient, long-term risk management outcomes. Tatola began her career as a personal lines claims adjuster before transitioning into commercial brokerage, building experience and later leading teams across mid-market and risk management accounts. Recognized for building national talent development programs, she brings extensive technical expertise, coaching experience and established insurer relationships to Lockton’s Canadian operations. About Lockton  What makes Lockton stand apart is also what makes it better: independence. Lockton’s private ownership empowers its nearly 15,000 Associates doing business in 160+ countries to focus solely on clients’ risk and insurance needs. With expertise that reaches around the globe, Lockton delivers the deep understanding needed to accomplish remarkable results. Lockton’s Canadian business operates as Lockton Brokers, ULC d/b/a Lockton Canada.  For more information, visit www.lockton.com. Lockton, le plus grand cabinet de courtage d'assurance indépendant et privé au monde, a annoncé aujourd'hui la nomination de Nicki Tatola au poste de responsable des spécialités pour le Canada, venant rejoindre l'équipe de direction canadienne de Lockton, une équipe en pleine croissance, ancrée localement. Elle dirigera le développement des capacités nationales d'assurance spécialisée et de conseil en gestion des risques de Lockton, veillant à ce que les clients canadiens de secteurs clés bénéficient d'une expertise de marché spécialisée. « Les entreprises canadiennes font face à des risques de plus en plus complexes qui ne peuvent pas toujours être traités uniquement par l'assurance commerciale standard, particulièrement à l'heure où l'incertitude tarifaire, les pressions sur la chaîne d'approvisionnement et l'évolution de la dynamique commerciale créent une complexité accrue pour les sociétés menant des activités transfrontalières », a déclaré Stéphane Lespérance, chef de la direction de Lockton Canada. « Elles ont besoin de conseils spécialisés qui allient connaissance du marché, stratégie de couverture et exécution. La nomination de Nicki renforce notre capacité à offrir cette expertise au Canada, en combinant l'expertise spécialisée mondiale de Lockton avec un modèle indépendant, dirigé à l'échelle locale et conçu en fonction des besoins de ce marché. » Mme Tatola sera chargée de façonner la stratégie nationale des spécialités de Lockton pour le Canada, en rassemblant l'expertise sectorielle, la compétence technique et la connaissance du marché pour répondre aux risques les plus complexes et évolutifs des clients. Au cœur de ses fonctions, elle construira l'écosystème canadien des spécialités, un cadre intégré alignant les groupes de pratiques techniques de Lockton sur les solutions de marché afin d'offrir une capacité sur mesure et des structures de police adaptées aux clients, leur apportant ainsi une valeur à long terme. Elle dirigera également le développement continu des talents, des offres sectorielles et de l'expertise de Lockton à travers le pays. « Je suis ravie de rejoindre Lockton à un moment charnière du développement de son équipe canadienne », a déclaré Nicki Tatola, responsable des spécialités pour Lockton Canada. « Le modèle indépendant de Lockton constitue une base solide pour développer des capacités spécialisées axées sur les besoins prioritaires des clients : un accès direct à l'expertise technique, des solutions de marché réactives et des conseils adaptés à la complexité de leurs activités. J'ai hâte de travailler avec mes collègues à travers le Canada pour bâtir une offre de spécialités connectée qui apporte directement ces capacités à nos clients. » En intégrant directement les ressources techniques spécialisées au sein des équipes de service à la clientèle plutôt que de les cloisonner, le modèle de Lockton offre aux entreprises canadiennes un accès direct à des capacités d'assureurs sur mesure, à des structures de programmes personnalisées et à une exécution rapide. Ce modèle renforce la stratégie globale de Lockton au Canada : bâtir un cabinet de conseil indépendant, dirigé localement et doté des capacités requises pour répondre aux besoins distincts du marché canadien. À propos de Nicki Tatola Forte de près de 25 ans d'expérience en assurance commerciale au Canada, Nicki Tatola est spécialisée dans les placements complexes, les stratégies de placement de portefeuilles et la gestion de pratiques nationales. Tout au long de sa carrière, elle a occupé des postes de direction nationale et régionale de premier plan, encadrant des équipes de courtage commercial au sein de grands cabinets mondiaux. Elle s'est ainsi forgé un solide parcours en acquérant des capacités essentielles pour les clients faisant face à des conditions volatiles et en offrant des résultats de gestion des risques résilients et à long terme. Mme Tatola a commencé sa carrière comme experte en sinistres pour l'assurance des particuliers avant d'évoluer vers le courtage commercial, acquérant une vaste expérience puis dirigeant des équipes pour les comptes du marché intermédiaire et de la gestion des risques. Reconnue pour avoir créé des programmes nationaux de développement des talents, elle apporte une vaste expertise technique, une expérience en encadrement et des relations établies avec les assureurs aux activités canadiennes de Lockton. À propos de Lockton Ce qui distingue Lockton, c'est aussi ce qui la rend meilleure : son indépendance. La propriété privée de Lockton permet à ses près de 15 000 associés, présents dans plus de 160 pays, de se concentrer uniquement sur les besoins de ses clients en matière de risque et d'assurance. Grâce à une expertise rayonnante à l'échelle mondiale, Lockton offre la compréhension approfondie nécessaire pour obtenir des résultats remarquables. Les activités canadiennes de Lockton sont exploitées sous le nom de Lockton Brokers, ULC d/b/a Lockton Canada. Pour plus d'informations, visitez www.lockton.com.

Lockton Canada appoints Nicki Tatola as Head of Specialties, strengthening specialty insurance, risk advisory, and client solutions across Canada.

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Lockton Appoints Head of Specialties for Canada

Lockton, the world’s largest privately held independent insurance brokerage, today announced the appointment of Catherine Lanctôt as National Professional and Executive Risk (“ProExec”) Leader and Head of Insurer Relations. Lanctôt’s appointment marks another important step in building Lockton’s Canadian leadership team and directly enhances the firm's ability to advise organizations across the country on complex risk. “For Canadian businesses today, managing exposure to complex corporate risk across executive and commercial lines is central to operational resilience,” said Tim Ryan, Lockton's North American leader. “Connecting executive risk advisory with insurer relations under Catherine’s leadership gives our business a distinct competitive advantage, allowing us to take our clients' most difficult challenges straight to the carriers and build the exact solutions they need.” In her new role, Lanctôt will be responsible for building and directing Lockton’s Professional and Executive Risks practice across Canada, advising organizations of all sizes and structures navigating an increasingly complex landscape of risk. Her team will specialize in providing tailored advisory on Directors and Officers liability, financial lines, and cyber risk, designing the specific insurance solutions clients need to manage regulatory demands and governance scrutiny. Lanctôt will also oversee Lockton’s market management and insurer relations across all commercial lines in Canada.  Based in Montreal, her bilingual leadership strengthens Lockton’s strategic partnerships with insurance markets, ensuring Canadian clients gain access to optimal carrier capacity, custom program structures, and competitive pricing. This dual mandate ensures Lockton brokers can secure exceptional service, innovative program solutions, and optimal outcomes for their clients. Her appointment also highlights Lockton's continued commitment to building an independent and locally led advisory business equipped to handle the unique realities of the Canadian market. ### About Catherine Lanctôt  Catherine Lanctôt assumes the role of National ProExec Leader and Head of Insurer Relations for Lockton Canada. With 20 years of commercial insurance experience, Lanctôt specializes in executive lines, financial institutions, cyber liability, and strategic market management. Throughout her career, she has held senior national and regional leadership roles directing specialized financial services practices at major global brokerages and underwriting executive lines at leading commercial carriers. With extensive experience coaching high-performing broker teams and managing complex accounts across the technology, pharmaceutical, and financial sectors, she brings proven technical expertise and established insurer relationships to Lockton's expanding Canadian operations. About Lockton  What makes Lockton stand apart is also what makes it better: independence. Lockton’s private ownership empowers its nearly 15,000 Associates doing business in 160+ countries to focus solely on clients’ risk and insurance needs. With expertise that reaches around the globe, Lockton delivers the deep understanding needed to accomplish remarkable results. Lockton’s Canadian business operates as Lockton Brokers, ULC.  For more information, visit www.lockton.com. Lockton, le plus grand cabinet de courtage d’assurance indépendant et privé au monde, a annoncé aujourd’hui la nomination de Catherine Lanctôt au poste de responsable nationale des risques professionnels et des dirigeants (« ProExec ») et cheffe des relations avec les assureurs. La nomination de Mme Lanctôt marque une autre étape importante dans la constitution de l’équipe de direction canadienne de Lockton et renforce directement la capacité du cabinet à conseiller les organisations partout au pays en matière de risques complexes. « Pour les entreprises canadiennes d’aujourd’hui, la gestion de l’exposition aux risques complexes d’entreprise dans l’ensemble des lignes commerciales et des dirigeants est essentielle à la résilience opérationnelle », a déclaré Tim Ryan, dirigeant de Lockton pour l’Amérique du Nord. « Associer le conseil en risques des dirigeants aux relations avec les assureurs sous la direction de Catherine donne à notre entreprise un avantage concurrentiel distinct, nous permettant de soumettre directement aux assureurs les défis les plus complexes de nos clients et d’élaborer exactement les solutions dont ils ont besoin. » Dans ses nouvelles fonctions, Mme Lanctôt sera responsable de la création et de la direction de la pratique des risques professionnels et des dirigeants de Lockton à travers le Canada, conseillant des organisations de toutes tailles et de toutes structures évoluant dans un paysage de risques de plus en plus complexe. Son équipe se spécialisera dans la prestation de conseils personnalisés en matière de responsabilité des administrateurs et dirigeants (A&D), de lignes financières et de cyberrisques, en concevant les solutions d’assurance spécifiques dont les clients ont besoin pour répondre aux exigences réglementaires et à la surveillance en matière de gouvernance. Mme Lanctôt supervisera également la gestion du marché et les relations avec les assureurs pour l’ensemble des lignes commerciales de Lockton au Canada. Établie à Montréal, son leadership bilingue renforce les partenariats stratégiques de Lockton avec les marchés de l’assurance, garantissant ainsi aux clients canadiens un accès à une capacité de souscription optimale, à des structures de programmes sur mesure et à des prix concurrentiels. Ce double mandat permet aux courtiers de Lockton d’offrir un service exceptionnel, des solutions de programmes innovantes et des résultats optimaux à leurs clients. Sa nomination souligne également l’engagement continu de Lockton à bâtir un cabinet de conseil indépendant et dirigé localement, outillé pour faire face aux réalités uniques du marché canadien. ### À propos de Catherine Lanctôt Catherine Lanctôt assume le rôle de responsable nationale ProExec et cheffe des relations avec les assureurs pour Lockton Canada. Forte de 20 ans d’expérience en assurance commerciale, Mme Lanctôt se spécialise dans les lignes de risques des dirigeants, les institutions financières, la cyber-responsabilité et la gestion stratégique des marchés. Tout au long de sa carrière, elle a occupé des postes de direction de haut niveau à l’échelle nationale et régionale, dirigeant des pratiques spécialisées en services financiers au sein de grands cabinets de courtage mondiaux et souscrivant des risques de dirigeants auprès d’assureurs commerciaux de premier plan. Grâce à une vaste expérience dans l’encadrement d’équipes de courtiers performantes et dans la gestion de comptes complexes dans les secteurs de la technologie, de la pharmacie et des services financiers, elle apporte une expertise technique éprouvée et des relations établies avec les assureurs aux activités en pleine expansion de Lockton au Canada. À propos de Lockton Ce qui distingue Lockton, c'est aussi ce qui la rend meilleure : son indépendance. La propriété privée de Lockton permet à ses près de 15 000 associés, présents dans plus de 160 pays, de se concentrer uniquement sur les besoins de ses clients en matière de risque et d'assurance. Grâce à une expertise rayonnante à l'échelle mondiale, Lockton offre la compréhension approfondie nécessaire pour obtenir des résultats remarquables. Les activités canadiennes de Lockton sont exploitées sous le nom de Lockton Brokers, ULC. Pour plus d'informations, visitez www.lockton.com.

Lockton Canada appoints Catherine Lanctôt as National Professional and Executive Risk Leader, strengthening executive risk advisory, insurer relations, and Canadian growth.

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Lockton Names National Professional and Executive Risk Leader to Drive Canadian Advisory Capabilities

Lockton, the world’s largest privately held independent insurance brokerage, today announced the appointment of seven account executives and managers to support its Global Solutions practice in Canada. This dedicated team will direct inbound global programs, providing sophisticated, high-touch risk advisory to multinational corporations operating in Canada. "Navigating Canada's unique national and provincial regulations requires more than just a standard global program. It calls for dedicated, on-the-ground support and expertise," said Stéphane Lespérance, Chief Executive Officer of Lockton’s Canadian retail business. "This newly developed team is a key part of our broader expansion across Canada, ensuring foreign-owned businesses have true partners to help them navigate local complexities and secure the best possible outcomes." Lockton’s Global Solutions model places advisory knowledge directly within the brokerage, enabling advisors to design highly tailored cross-border programs. This scalable, tiered approach ensures that clients of all sizes receive customized, proactive solutions rather than a one-size-fits-all placement.  To ensure clients receive bespoke risk solutions, Lockton structures its teams to meet the unique complexity of each account. Under this framework, Victorine Lowin and Emilio McIntyre will lead complex, large-scale risk management programs, supported by account managers Davide Pecoraro and Abdalla Ajami. Aswath Ramasubramanian and Deqa Duale will direct tailored strategies for middle-market accounts. Additionally, Shameen Teama will serve as the Enterprise Solutions Leader, driving technology-enabled efficiency and consistent service delivery for streamlined, high-volume accounts. "Optimizing a multinational program for the Canadian market requires a team that understand the execution side of complex global programs inside and out," said Fiona Terry, Managing Director and National Practice Leader of Lockton’s Canadian Global Solutions team. "By pairing our account executives with dedicated account managers, we are ensuring that every client receives a highly responsive, seamless service experience." This multidisciplinary group of tenured insurance experts brings deep knowledge across key Canadian industry sectors, including construction, natural resources, and transportation and logistics. By delivering specialized expertise in both English and French, the team ensures that inbound programs are managed by local specialists who understand the unique risk profiles of the Canadian market. About Shameen Teama Shameen Teama assumes the role of Enterprise Solutions Leader, bringing more than 11 years of specialized industry experience to the Canadian Global Solutions team. Shameen specializes in commercial programs, operational efficiency, and digital transformation. Most recently serving as an Assistant Vice President of commercial experience at a major global brokerage, she brings valuable digital automation insights from her time in the technology sector, allowing her to bridge the gap between traditional operations and innovative, tech-driven risk solutions. About Victorine Lowin Victorine Lowin joins as Senior Account Executive, Lockton Global Solutions. Her valuable experience from her tenure managing complex client accounts and delivering tailored risk solutions, provides a strong background in managing large-scale commercial property, infrastructure, and heavy construction risks. Her addition strengthens Lockton's ability to provide high-touch, bilingual service and dedicated advocacy to multinational clients operating within Canada. About Deqa Duale In her new role as Account Executive, Deqa Duale brings a decade of commercial insurance experience and industry-recognized CIP and RIBO designations. She possesses a strong background in professional lines, policy analysis, and contract review. Her recent five-year tenure as a professional lines account manager at a major global brokerage enhances Lockton's client relationship management and risk mitigation capabilities. About Aswath Ramasubramanian Aswath Ramasubramanian joins Lockton as an Account Executive. With more than nine years of progressive experience across Canadian and international markets, he possesses a strong background in Property, Casualty, Marine, and Liability lines. Most recently serving as an Assistant Vice President managing large multinational cross-border accounts at a major global brokerage, he specializes in structured risk modeling and market intelligence. About Emilio McIntyre Emilio McIntyre joins the team as an Account Executive, bringing more than 15 years of industry experience spanning underwriting, program management, and client advisory. With extensive experience in international practice client advisory and cross-border brokerage services, he is uniquely positioned to guide multinational clients through complex regional and provincial compliance. About Davide Pecoraro Davide Pecoraro will support Lockton's inbound placements as a bilingual Account Manager, bringing a highly structured and detail-oriented approach to commercial account operations in both French and English. Having previously served as a client solutions associate at a major global brokerage, his operational expertise will support Lockton's ability to deliver a highly responsive and seamless service experience. About Abdalla Ajami Abdalla Ajami steps into the role of Account Manager, with more than ten years of experience managing customer journeys, onboarding processes, and client retention. Most recently serving as a client success specialist at a major global brokerage, his expertise ensures that Lockton’s incoming global programs are executed with administrative precision and proactive support. About Lockton  What makes Lockton stand apart is also what makes it better: independence. Lockton’s private ownership empowers its nearly 15,000 Associates doing business in 160+ countries to focus solely on clients’ risk and insurance needs. With expertise that reaches around the globe, Lockton delivers the deep understanding needed to accomplish remarkable results. Lockton’s Canadian business operates as Lockton Brokers, ULC.  For more information, visit www.lockton.com. Lockton, le plus grand courtier d'assurance indépendant à capital privé au monde, a annoncé aujourd'hui la nomination de sept Directeurs de comptes et gestionnaires afin de soutenir sa pratique Solutions mondiales au Canada. Cette équipe dédiée dirigera les programmes mondiaux, en offrant des conseils sophistiqués et personnalisés en gestion des risques aux multinationales établies au Canada. « Naviguer dans les réglementations canadiennes, uniques à l'échelle nationale et provinciale, exige bien plus qu'un programme mondial standard. Cela nécessite un soutien et une expertise dédiés, sur le terrain », a déclaré Stéphane Lespérance, chef de la direction de l'activité canadienne de Lockton. « Cette nouvelle équipe constitue un élément clé de notre expansion plus large à travers le Canada, garantissant aux entreprises à capitaux étrangers de véritables partenaires pour les aider à naviguer dans les complexités locales et à obtenir les meilleurs résultats possibles. » Le modèle Solutions mondiales de Lockton intègre directement l'expertise-conseil au sein du courtage, permettant aux conseillers de concevoir des programmes transfrontaliers hautement personnalisés. Cette approche évolutive et hiérarchisée garantit que les clients de toutes tailles bénéficient de solutions personnalisées et proactives, plutôt que d'un placement uniformisé. Afin de garantir à ses clients des solutions de gestion des risques sur mesure, Lockton structure ses équipes en fonction de la complexité unique de chaque compte. Dans ce cadre, Victorine Lowin et Emilio McIntyre dirigeront des programmes de gestion des risques complexes et de grande envergure, avec le soutien des gestionnaires de comptes Davide Pecoraro et Abdalla Ajami. Aswath Ramasubramanian et Deqa Duale piloteront des stratégies personnalisées pour les comptes du marché intermédiaire. Par ailleurs, Shameen Teama assumera le rôle de chef des Solutions entreprises, favorisant l'efficacité grâce à la technologie et une prestation de service cohérente pour les comptes à volume élevé et rationalisés. « Optimiser un programme multinational pour le marché canadien exige une équipe qui maîtrise parfaitement le volet exécution des programmes mondiaux complexes », a déclaré Fiona Terry, directrice générale et chef national de la pratique Solutions mondiales de Lockton au Canada. « En associant nos Directeurs de comptes  à des gestionnaires de comptes dédiés, nous garantissons à chaque client une expérience de service réactive et sans faille. » Ce groupe pluridisciplinaire d'experts en assurance chevronnés possède une connaissance approfondie des secteurs clés de l'industrie canadienne, notamment la construction, les ressources naturelles ainsi que le transport et la logistique. En offrant une expertise spécialisée en anglais et en français, l'équipe s'assure que les programmes entrants sont gérés par des spécialistes locaux qui comprennent les profils de risque particuliers du marché canadien. À propos de Shameen Teama Shameen Teama assume le rôle de chef des Solutions entreprises, apportant plus de 11 ans d'expérience spécialisée dans le secteur à l'équipe Solutions mondiales du Canada. Shameen se spécialise dans les programmes commerciaux, l'efficacité opérationnelle et la transformation numérique. Ayant occupé récemment le poste de vice-présidente adjointe de l'expérience commerciale au sein d'un important courtier mondial, elle apporte des connaissances précieuses en automatisation numérique acquises durant son passage dans le secteur technologique, lui permettant de faire le pont entre les opérations traditionnelles et des solutions de gestion des risques innovantes et axées sur la technologie. À propos de Victorine Lowin Victorine Lowin se joint à l'équipe en tant que Directeurs de comptes principale, Solutions mondiales Lockton. Son expérience précieuse acquise en gérant des comptes clients complexes et en offrant des solutions de gestion des risques sur mesure lui confère une solide expertise dans la gestion des risques liés aux biens commerciaux, aux infrastructures et à la construction lourde de grande envergure. Son arrivée renforce la capacité de Lockton à offrir un service bilingue personnalisé et une représentation dédiée aux clients multinationaux établis au Canada. À propos de Deqa Duale Dans son nouveau rôle de chargée de comptes, Deqa Duale apporte une décennie d'expérience en assurance commerciale ainsi que les désignations reconnues par l'industrie CIP et RIBO. Elle possède une solide expertise dans les lignes de responsabilité professionnelle, l'analyse des polices et la révision des contrats. Son récent mandat de cinq ans à titre de gestionnaire de comptes en lignes professionnelles au sein d'un important courtier mondial renforce les capacités de Lockton en matière de gestion des relations clients et d'atténuation des risques. À propos d'Aswath Ramasubramanian Aswath Ramasubramanian se joint à Lockton en tant que chargé de comptes. Avec plus de neuf années d'expérience progressive sur les marchés canadien et internationaux, il possède une solide expertise dans les lignes de biens, de responsabilité civile, maritimes et de responsabilité. Ayant récemment occupé le poste de vice-président adjoint chargé de gérer de grands comptes multinationaux transfrontaliers au sein d'un important courtier mondial, il se spécialise dans la modélisation structurée des risques et le renseignement de marché. À propos d'Emilio McIntyre Emilio McIntyre se joint à l'équipe en tant que chargé de comptes, apportant plus de 15 ans d'expérience dans l'industrie, couvrant la souscription, la gestion de programmes et le conseil aux clients. Grâce à sa vaste expérience en conseil aux clients dans le cadre de pratiques internationales et en services de courtage transfrontaliers, il est particulièrement bien positionné pour guider les clients multinationaux à travers les complexités réglementaires régionales et provinciales. À propos de Davide Pecoraro Davide Pecoraro soutiendra les placements entrants de Lockton en tant que gestionnaire de comptes bilingue, apportant une approche hautement structurée et rigoureuse aux opérations de comptes commerciaux, en français comme en anglais. Ayant précédemment occupé le poste d'associé aux solutions clients au sein d'un important courtier mondial, son expertise opérationnelle appuiera la capacité de Lockton à offrir une expérience de service réactive et sans faille. À propos d'Abdalla Ajami Abdalla Ajami accède au poste de gestionnaire de comptes, avec plus de dix ans d'expérience dans la gestion des parcours clients, des processus d'intégration et de la fidélisation de la clientèle. Ayant récemment occupé le poste de spécialiste de la réussite client au sein d'un important courtier mondial, son expertise garantit que les programmes mondiaux entrants de Lockton sont exécutés avec précision administrative et un soutien proactif. À propos de Lockton Ce qui distingue Lockton, c'est aussi ce qui la rend meilleure : son indépendance. La propriété privée de Lockton permet à ses près de 15 000 associés, présents dans plus de 160 pays, de se concentrer uniquement sur les besoins de ses clients en matière de risque et d'assurance. Grâce à une expertise rayonnant à l'échelle mondiale, Lockton offre la compréhension approfondie nécessaire pour obtenir des résultats remarquables. Les activités canadiennes de Lockton sont exploitées sous le nom de Lockton Brokers, ULC. Pour plus d'informations, visitez www.lockton.com.

Lockton expands its Global Solutions team in Canada, delivering specialized multinational insurance, cross-border risk advisory, and regulatory expertise.

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New hire Canada Expansion 3

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Lockton Accelerates Canadian Expansion with Several Global Solutions Appointments

There is always something exciting happening at Lockton. Here are just a few from our newsroom.

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