Lockton India provides specialized insurance for the growing aviation and aerospace sectors. From regional airline connectivity and aircraft leasing to MRO facilities and aerospace manufacturing, we protect India’s soaring aviation infrastructure.

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Aviation

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Engineered risk solutions from a broker who speaks your language.

From executive aviation to heavy-lift utility, navigating aircraft risk demands a specialized co-pilot. We are the aviation insurance brokers who go beyond standard coverage, leveraging technical insight to turn market changes into strategic opportunities for your business.

The Best Access

By navigating an elite global underwriting network, our brokers secure high-performance aviation insurance for the operational risks of today and the emerging aerospace challenges of tomorrow.

Whether you manage a commercial fleet, a leasing portfolio, or aerospace manufacturing, our brokers provide technical oversight for physical damage and associated liabilities. By blending local Asian insight with international experience, we ensure your business is positioned in the most advantageous markets worldwide, protecting your trajectory at every altitude.

Our Services

We support the full spectrum of the industry. Whether you are an owner or operator, a manufacturer, a refueller, or a service agent, we are the aviation insurance brokers who keep your mission on track.

  • Aircraft “all risks” Hull and Hull War Risks

  • Comprehensive Aviation Liability

  • Deductible Buy Back Insurance

  • Excess War (AVN52) Liability

  • Personal Accident Insurance

  • Loss of Licence Insurance

  • Airport Owners / Operators including Authorities / Contractors

  • Ground Handlers / Catering Providers

  • Maintenance Repair and Overhaul (MRO)

  • Refuellers

  • Manufacturers/ Component Suppliers

  • All other service providers to the Aerospace industry

Latest News & Insights

Lockton announces key leadership appointments in Asia: Nicholas Lee joins as CEO Designate for Malaysia, and Jaideep Sharma is appointed CEO of India. Strengthening regional capabilities in risk management, Takaful advisory, and specialist insurance solutions.Lockton Strengthens Asia Leadership With New CEO Appointments in Malaysia and India

Lockton Strengthens Asia Leadership With New CEO Appointments in Malaysia and India

article
To continue building Lockton’s regional capabilities while staying deeply connected to our local markets, Lockton is recalibrating its leadership across Asia to better serve clients, drive growth, and elevate our specialist expertise. We are pleased to announc ...
Lockton Strengthens Asia Leadership With New CEO Appointments in Malaysia and India

Lockton Secures Reinsurance Licence in Saudi Arabia Appoints Mohammed Al Rowais as CEO for Reinsurance

Lockton Secures Reinsurance Licence in Saudi Arabia Appoints Mohammed Al Rowais as CEO for Reinsurance Lockton Secures Reinsurance Licence in Saudi Arabia Appoints Mohammed Al Rowais as CEO for Reinsurance

Lockton India’s Strategic Growth: Navigating Insurance Markets and Expanding Horizons

US-based Insurance broker Lockton is in the process of expanding into the reinsurance space in India, with a formal market entry expected in this financial year. The world’s largest independent insurance brokerage commenced operations in India on January 1, 2025. “We have built a strong foundation in a relatively short span of time, with a growing presence across key markets. We are currently present in nine branches across the country, including major hubs such as Mumbai, Delhi, Kolkata, Bangalore and Chennai, and continue to expand our footprint in line with client demand,” Sandeep Dadia, CEO & Country Head, Lockton India, told businessline. From a scale perspective, the insurance broker serves over 1000 clients across sectors in the country, supported by a team of 241 associates, with plans to scale this to around 380 as it continues to grow. “This reflects both the strength of our value proposition and the increasing demand for specialised risk advisory solutions,” Dadia said, adding a key differentiator has been its investment in technology. " Our primary focus is on building the right talent, as we believe skilled professionals drive sustainable growth rather than merely chasing volumes. Our reinsurance offerings will span property and marine lines, including cargo, hull, and war, alongside specialised areas such as cruise lines and protection & indemnity (P&I)," the CEO said, adding additionally, it will support large and complex risks across sectors like construction, oil & energy, and other high-value property exposures, providing comprehensive, solution-driven coverage. "In addition, we plan to extend reinsurance solutions across health and life insurance, working closely with insurers to address capacity and risk management needs across portfolios,” he informed. Lockton has a significant presence in the international reinsurance market. Globally, it manages a large treaty business and is considered among the top 10 treaty brokers worldwide. It handles a substantial facultative reinsurance portfolio internationally. “Our international approach goes beyond transactions; we invest heavily in analytics, geotagging, and risk assessment to deliver the best outcomes for insurers. The same philosophy will guide our expansion in India. Once we have sufficient capacity to serve Indian clients, we will extend treaty reinsurance offerings, ensuring that every engagement adds measurable value to the client’s portfolio rather than simply executing transactions,” Dadia said. The company is targeting healthy growth in FY27, underscoring its confidence in both its capabilities and the rising demand for specialised brokerage and risk management solutions. “While market conditions particularly in property may remain dynamic, the team is prepared to make strategic adjustments through the year to ensure sustainable and profitable growth,” Dadia addedUS-based Insurance broker Lockton is in the process of expanding into the reinsurance space in India, with a formal market entry expected in this financial year. The world’s largest independent insurance brokerage commenced operations in India on January 1, 2025. “We have built a strong foundation in a relatively short span of time, with a growing presence across key markets. We are currently present in nine branches across the country, including major hubs such as Mumbai, Delhi, Kolkata, Bangalore and Chennai, and continue to expand our footprint in line with client demand,” Sandeep Dadia, CEO & Country Head, Lockton India, told businessline. From a scale perspective, the insurance broker serves over 1000 clients across sectors in the country, supported by a team of 241 associates, with plans to scale this to around 380 as it continues to grow. “This reflects both the strength of our value proposition and the increasing demand for specialised risk advisory solutions,” Dadia said, adding a key differentiator has been its investment in technology. " Our primary focus is on building the right talent, as we believe skilled professionals drive sustainable growth rather than merely chasing volumes. Our reinsurance offerings will span property and marine lines, including cargo, hull, and war, alongside specialised areas such as cruise lines and protection & indemnity (P&I)," the CEO said, adding additionally, it will support large and complex risks across sectors like construction, oil & energy, and other high-value property exposures, providing comprehensive, solution-driven coverage. "In addition, we plan to extend reinsurance solutions across health and life insurance, working closely with insurers to address capacity and risk management needs across portfolios,” he informed. Lockton has a significant presence in the international reinsurance market. Globally, it manages a large treaty business and is considered among the top 10 treaty brokers worldwide. It handles a substantial facultative reinsurance portfolio internationally. “Our international approach goes beyond transactions; we invest heavily in analytics, geotagging, and risk assessment to deliver the best outcomes for insurers. The same philosophy will guide our expansion in India. Once we have sufficient capacity to serve Indian clients, we will extend treaty reinsurance offerings, ensuring that every engagement adds measurable value to the client’s portfolio rather than simply executing transactions,” Dadia said. The company is targeting healthy growth in FY27, underscoring its confidence in both its capabilities and the rising demand for specialised brokerage and risk management solutions. “While market conditions particularly in property may remain dynamic, the team is prepared to make strategic adjustments through the year to ensure sustainable and profitable growth,” Dadia added

Building Risk Resilience: An update for India Inc

For a long time, risk management in Indian corporates was largely viewed as a functional requirement, often coming into focus after incidents, regulatory developments, or unforeseen losses. The primary emphasis was on compliance, insurance procurement, and claims resolution. That approach worked when risks were linear and contained. Today, it no longer does.Indian companies today are dealing with a very different risk landscape. Supply chains that break without warning, weather disruptions that are no longer rare events, growing cyber incidents, and constantly evolving compliance expectations. Add to that the pressure of real-time public scrutiny and investor questions. That’s exactly why TCOR matters. Not as another dashboard, but as a way to build risk thinking into how decisions actually get made. Start by Redefining Risk Beyond Insurance The first and most critical shift is conceptual.Reactive risk management perceives risk as a regulatory deviation or business process deviation or an insurable event. Proactive risk management defines risk as any uncertainty that can materially impact earnings, continuity, or reputation. TCOR operationalises this shift by expanding the risk lens beyond premiums & usual metrics to include: -Retained losses and deductibles -What it costs to run the claims machine (including legal fees) -The compliance overhead that keeps increasing every year -Downtime and disruption due to missed dispatches, stalled sites, delayed milestones -That “nobody budgets for this” bucket consisting of productivity loss, leadership time, and reputational damage In Indian manufacturing, logistics and infrastructure, disruptions don’t arrive as neat line items. They show up as revenue leakage. Quantify Risk in Business Language, Not Risk Jargon Proactivity demands credibility in the boardroom.TCOR enables this by expressing risk as a financial performance indicator, typically measured as TCOR-to-revenue or TCOR-to-operating cost. This allows risk to be evaluated alongside margins, EBITDA, and return on capital. For example, two business units with identical insurance premiums may have vastly different TCOR profiles due to variations in incident frequency, process inefficiencies, or claims leakage. Once quantified, these differences force sharper conversations around operational discipline and capital allocation. In India, where boards are increasingly focused on capital efficiency and governance outcomes, TCOR provides a common language between risk, finance, and strategy teams. Use TCOR Benchmarks to Identify What to Fix First Proactive risk management is not about doing everything at once. It is about prioritisation. Once TCOR is tracked consistently, it becomes easier to see what’s actually happening beneath the surface. For many Indian organisations, this exercise throws up a clear insight:risk volatility is often self-created. Claims leakage, weak loss-control discipline, and inefficient internal processes end up contributing more to TCOR swings than external disruptions. The difference is — these are fixable. And that is the real value of TCOR benchmarking. It gives leaders the confidence to move budgets away from passive risk transfer and towards targeted prevention, operational tightening, and smarter design of controls. Shift from Annual Reviews to Continuous Monitoring Reactive risk functions operate on periodic cycles, and for insurance, it’s once annually. . Proactive ones operate in real time.TCOR supports continuous monitoring by tracking trends in claims, near-misses, operational losses, and compliance deviations. When layered with analytics, patterns emerge well before losses escalate. Advanced Indian organisations are now using data analytics and AI-driven tools to flag high-frequency, low-severity events that cumulatively erode profitability. Over time, addressing these patterns can reduce volatility and stabilise cash flows, an outcome far more valuable than marginal premium savings. Align Risk Decisions with Business Strategy One of TCOR’s most underappreciated strengths is strategic alignment. Decisions around risk retention, deductibles, and insurance structures should not be standalone risk calls. They should reflect the organisation’s risk appetite, capital strength, and growth priorities. For instance, a capital-rich Indian conglomerate may choose higher retention to optimise TCOR, while a growth-stage enterprise may prioritise volatility reduction. TCOR provides the data needed to make these choices deliberately, rather than by default. This alignment transforms risk management from a defensive function into a strategic enabler. Embed Risk Ownership Across the Organisation No framework works in isolation.TCOR becomes truly proactive only when risk ownership moves beyond the insurance or risk team.By linking risk costs to business outcomes, TCOR creates accountability at the operational level. When plant heads, supply-chain leaders, and functional managers understand how their decisions influence the total cost of risk, behaviour changes. Risk awareness becomes embedded in daily decision-making, not enforced through policy documents. This cultural shift is essential for long-term resilience. Conclusion: Designing the Risk Function of the Future Over the next decade, the most consequential risk for Indian enterprises will not be isolated incidents but compounding exposures where operational, regulatory, cyber, climate, and reputational risks intersect. In such an environment, the effectiveness of a risk function will be judged not by how efficiently losses are settled, but by how consistently uncertainty is anticipated, absorbed, and converted into strategic advantage. TCOR will increasingly serve as the foundation for this evolution. As organisations mature, TCOR metrics will move beyond reporting dashboards and become embedded into capital planning, pricing decisions, supply-chain design, and performance evaluation. Risk leaders will be expected to forecast risk trajectories, not just account for past losses.For a long time, risk management in Indian corporates was largely viewed as a functional requirement, often coming into focus after incidents, regulatory developments, or unforeseen losses. The primary emphasis was on compliance, insurance procurement, and claims resolution. That approach worked when risks were linear and contained. Today, it no longer does.Indian companies today are dealing with a very different risk landscape. Supply chains that break without warning, weather disruptions that are no longer rare events, growing cyber incidents, and constantly evolving compliance expectations. Add to that the pressure of real-time public scrutiny and investor questions. That’s exactly why TCOR matters. Not as another dashboard, but as a way to build risk thinking into how decisions actually get made. Start by Redefining Risk Beyond Insurance The first and most critical shift is conceptual.Reactive risk management perceives risk as a regulatory deviation or business process deviation or an insurable event. Proactive risk management defines risk as any uncertainty that can materially impact earnings, continuity, or reputation. TCOR operationalises this shift by expanding the risk lens beyond premiums & usual metrics to include: -Retained losses and deductibles -What it costs to run the claims machine (including legal fees) -The compliance overhead that keeps increasing every year -Downtime and disruption due to missed dispatches, stalled sites, delayed milestones -That “nobody budgets for this” bucket consisting of productivity loss, leadership time, and reputational damage In Indian manufacturing, logistics and infrastructure, disruptions don’t arrive as neat line items. They show up as revenue leakage. Quantify Risk in Business Language, Not Risk Jargon Proactivity demands credibility in the boardroom.TCOR enables this by expressing risk as a financial performance indicator, typically measured as TCOR-to-revenue or TCOR-to-operating cost. This allows risk to be evaluated alongside margins, EBITDA, and return on capital. For example, two business units with identical insurance premiums may have vastly different TCOR profiles due to variations in incident frequency, process inefficiencies, or claims leakage. Once quantified, these differences force sharper conversations around operational discipline and capital allocation. In India, where boards are increasingly focused on capital efficiency and governance outcomes, TCOR provides a common language between risk, finance, and strategy teams. Use TCOR Benchmarks to Identify What to Fix First Proactive risk management is not about doing everything at once. It is about prioritisation. Once TCOR is tracked consistently, it becomes easier to see what’s actually happening beneath the surface. For many Indian organisations, this exercise throws up a clear insight:risk volatility is often self-created. Claims leakage, weak loss-control discipline, and inefficient internal processes end up contributing more to TCOR swings than external disruptions. The difference is — these are fixable. And that is the real value of TCOR benchmarking. It gives leaders the confidence to move budgets away from passive risk transfer and towards targeted prevention, operational tightening, and smarter design of controls. Shift from Annual Reviews to Continuous Monitoring Reactive risk functions operate on periodic cycles, and for insurance, it’s once annually. . Proactive ones operate in real time.TCOR supports continuous monitoring by tracking trends in claims, near-misses, operational losses, and compliance deviations. When layered with analytics, patterns emerge well before losses escalate. Advanced Indian organisations are now using data analytics and AI-driven tools to flag high-frequency, low-severity events that cumulatively erode profitability. Over time, addressing these patterns can reduce volatility and stabilise cash flows, an outcome far more valuable than marginal premium savings. Align Risk Decisions with Business Strategy One of TCOR’s most underappreciated strengths is strategic alignment. Decisions around risk retention, deductibles, and insurance structures should not be standalone risk calls. They should reflect the organisation’s risk appetite, capital strength, and growth priorities. For instance, a capital-rich Indian conglomerate may choose higher retention to optimise TCOR, while a growth-stage enterprise may prioritise volatility reduction. TCOR provides the data needed to make these choices deliberately, rather than by default. This alignment transforms risk management from a defensive function into a strategic enabler. Embed Risk Ownership Across the Organisation No framework works in isolation.TCOR becomes truly proactive only when risk ownership moves beyond the insurance or risk team.By linking risk costs to business outcomes, TCOR creates accountability at the operational level. When plant heads, supply-chain leaders, and functional managers understand how their decisions influence the total cost of risk, behaviour changes. Risk awareness becomes embedded in daily decision-making, not enforced through policy documents. This cultural shift is essential for long-term resilience. Conclusion: Designing the Risk Function of the Future Over the next decade, the most consequential risk for Indian enterprises will not be isolated incidents but compounding exposures where operational, regulatory, cyber, climate, and reputational risks intersect. In such an environment, the effectiveness of a risk function will be judged not by how efficiently losses are settled, but by how consistently uncertainty is anticipated, absorbed, and converted into strategic advantage. TCOR will increasingly serve as the foundation for this evolution. As organisations mature, TCOR metrics will move beyond reporting dashboards and become embedded into capital planning, pricing decisions, supply-chain design, and performance evaluation. Risk leaders will be expected to forecast risk trajectories, not just account for past losses.
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Aviation Insurance Team

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Isaac Fuente

Head of Aviation, Regional Transportation – Asia
isaac.fuente@lockton.com

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