Lockton offers a range of products and services to meet business insurance needs around the world.

— PRODUCT

Kidnap and Ransom

Specialist, targeted cover

As one of the world’s leading independent providers of kidnap and ransom insurance, Lockton has the resources and expertise to deliver informed and effective solutions that safeguard your family, employees, or business from the fallout of kidnap, ransom, special crime, and extortion.

Kidnap and ransom insurance not only covers abduction through to unlawful detention, it extends to extortion against property – covering reimbursement of ransom, business interruption, PR costs, aftercare to victims and beyond. Many of these events cross international borders, which is why Lockton’s dedicated, experienced kidnap and ransom team operates seamlessly worldwide.

Crucially, our policies provide direct, 24-hour access to highly-trained crisis consultants, who will respond immediately in the event of an incident. These consultants have extensive backgrounds in hostage negotiation from various organisations, including Special Forces and international security services, and are well-equipped to handle special crime situations.

We have access to exclusive insurers and will ensure that you are provided with the most appropriate, responsive cover at all times. Client confidentiality is an absolute priority to our team, and should you need to make a claim, our experienced consultants will work with you to resolve this as quickly and seamlessly as possible.

Our Services

What we cover

  • Kidnap for ransom

  • Extortion

  • Special Crime

  • Detention

  • Hijack

  • Loss of ransom during transit

  • Legal liability

  • Additional expenses

  • Personal accident

  • Unlimited expenses of crisis response consultant

  • Maritime Piracy

  • Pre-incident training and prepardeness

Other available policy extensions

  • Emergency political repatriation and relocation

  • Loss of earnings

  • Threat expenses

  • Hostage crisis

  • Disappearance investigation

  • Express kidnap

  • Child abduction

  • Assault

  • Product loss extortion

  • Stalking

  • Blackmail

  • Cyber Extortion Response Consultant Fees and Expenses

  • Crisis Management Response

  • Piracy Boarding

Crisis management response


As soon as an incident occurs, your crisis response consultants will act immediately to co-ordinate any response to an insured event. In the event of a kidnap, deploying consultants where necessary to the headquarters and in country at the kidnap location. at least one consultant to the kidnap location and one to the head office HQ. These highly trained responders will be there to advise you throughout the incident process – no matter how long it takes. Their expertise is crucial for effectively managing special crime situations.

Pre-incident Training

Our policies include a risk mitigation allowance bursary for clients to use towards pre-incident training and preparedness. From Crisis Management plan reviews to travel security briefings, simulated incidents, and desktop exercises, the response consultants can tailor training to clients’ specific needs, helping prepare for the potential risks associated with special crime.

Eran Charit to join Lockton Re’s Specialty Division as it continues to add further strength and depth to its Political Risk & Credit capability

Latest News & Insights

Discover how digitalization and personalized flexible benefits drive engagement across Baby Boomers, Gen X, Millennials, and Gen Z. Learn how LocktonEngage optimizes HR strategy and talent retention.Personalization and Digitalization: Rethinking Flexible Benefits for a Multigenerational Workforce

Personalization and Digitalization: Rethinking Flexible Benefits for a Multigenerational Workforce

article
HR leaders today are navigating the complex expectations of a workforce spanning four generations—Baby Boomers, Gen X, Millennials, and Gen Z. Each group brings distinct preferences when it comes to employee benefits, making a one-size-fits-all approach increa ...
Personalization and Digitalization: Rethinking Flexible Benefits for a Multigenerational Workforce

The Great Rewiring: What India’s new labour codes really mean for employers

A month back, India made a new tryst with its labour laws. This endeavor of formulating new labour codes is not a routine compliance update; these represent a comprehensive 100‑day stress test of how seriously the policy-makers takes workforce strategy, risk and governance. This article explores the many changes and what employers should keep in mind while implementing to the new laws. Importantly, while the four labour codes have already been enacted, the Central Government issued draft rules for public consultation on 30 December 2025, signalling renewed momentum toward operationalisation. These draft rules provide much-needed clarity on procedural aspects such as registrations, returns, inspections and compliance mechanisms, while also inviting stakeholder feedback. What has actually changed? The biggest takeaway from these labour reforms is consolidation. As many as 29 central labour laws have been consolidated into four codes on Wages, Social Security, Industrial Relations and Occupational Safety, Health and Working Conditions. Refreshingly, a single, uniform definition of ‘wages’ now drives Provident Fund, gratuity, bonus, leave encashment, retrenchment compensation and overtime, with excluded allowances effectively capped at 50% of total remuneration – potentially inflating statutory costs up to double digit figures in allowance-heavy structures. Some of the key beneficiaries of these initiatives include women, who can now work night shifts across sectors with strict safeguards such as consent, GPS-tracked transport, and security. Other beneficiaries are gig and platform workers, who are recognised for social security via 1-2% aggregator contributions, capped at 5% of annual turnover. Moreover, fixed‑term employment is legitimised with near‑parity of benefits vis-à-vis permanent staff, including gratuity after one year. “The new wage definition is no longer a payroll technicality — it is a structural reset that will permanently alter statutory cost economics for Indian employers.” Why cannot HR treat this as ‘only compliance’? Although, this legislative change is being welcomed by industry as modern and progressive, it does come at an enhanced cost to them. Employers ought to take note of the fact that for many such companies, statutory cost will rise as wage definition will certainly lift the base for Provident Funds, gratuity and other payouts, forcing organisation-specific salary redesign. Early adopters anticipate 10-15% compliance savings through digital tools, but unions have raised concerns about potential wage dilution in negotiations. The new labour codes have restricted contract labour to ‘core activities’ requiring a rethink of workforce mix, vendor contracts and the shift of some roles into fixed‑term or direct employment – balancing flexibility with worker protections amid union calls for stricter enforcement. Notably, standing orders and lay-off permission thresholds have now been moved to 300 workers in qualifying establishments, changing how industrial relations, restructuring and plant‑level decisions are planned, while addressing union worries over easier retrenchments. “Every allowance-heavy salary structure in India is now sitting on a hidden cost bomb — and the fuse has already been lit.” The hidden risk: First 100 days As with many other wonderful things, there are associated hidden risks with these new reforms. Penalties are now sharper and more structured, with heavier fines – up to 13x higher, e.g., INR 3 lakh for repeat offenders and clearer categories of serious offences around safety and social security defaults, though first-time slip-ups are often compoundable at reduced rates. Employers should also note that while central codes are in force, state-level rules on inspections, registers, overtime, leave, and health checks are still being rolled out, creating a compliance without full clarity window that will potentially lead to disputes. The biggest traps are technical: misreading the new wage definition, misclassifying workers, under-investing in digital registers, documentation and audit trails, all issues flagged in recent expert webinars as common pitfalls. “The greatest risk today is not violation — it is misinterpretation.” Key immediate actions for HR Lockton’s own study recommends HR teams should seriously look at conducting the five following exercises in the coming weeks. First, run a structured legal and HR audit. This would necessitate mapping every policy, contract, wage structure and contractor arrangement to the four codes as well as flagging gaps and conflicts. This process should also include identification of ‘core activity’ roles, which are currently on contract. Ideally, a migration plan, including direct hire, fixed-term, or redesigned engagement models, should be put in place as a replacement. The next aspect involves reviewing and redesigning compensation and model impact. This includes rebuilding salary structures around the new wage definition, simulating PF, gratuity, leave encashment and retrenchment costs by band and location, all aimed at absorbing uplifts without eroding competitiveness. The process should also involve aligning offer letters, CTC breakups and internal communication with statutory wage constructs to avoid future disputes. The third issue that HR teams should take up is upgrading systems and documentation. It is critical that HR ensures HRMS/payroll generates digital registers, real-time attendance and overtime records, appointment letters for all workers and state-wise rule variants. Also, HR ought to work on standardising documentation for disciplinary inquiries (90-day expectation), grievance redressal and industrial relations processes. The next factor involves strengthening safety, dignity and governance. HR teams should immediately start work on implementing the full safeguard stack for women’s night shifts, including consent protocols, transport, security, CCTV, POSH compliance and a functional Internal compliance committee. In parallel, HR should constitute or refresh Grievance Redressal Committees where required especially including women’s representation, and formalise escalation and closure timelines. The fifth and final dos for HR is setting up a cross-functional ‘Labour code war room’. This would necessitate bringing HR, Legal, Finance and Operations together with a 100-day roadmap, weekly risk reviews and a clear owner for each action item. Alongside, HR team members should track state notifications, clarify ambiguities with counsel and close high-risk gaps before inspectors, unions, or employees surface any of such issues. “HR must move from passive compliance to active labour-code architecture.” The bigger opportunity Managed well, the labour codes have the potential to move organisations from fragmented, paper-heavy compliance to a more digital, predictable and worker‑protective regime, potentially yielding 10-15% efficiency gains as seen in Lockton’s simulations. On the contrary, handled casually/callously, the new laws will expose employers to avoidable penalties, disputes and reputational risk, despite the ‘good intent’ of such employers, especially amid union pushback for full protections. Thus, in conclusion, we aver: For HR and business leaders, the real question is no longer “Are the labour codes real?” but “Will we use them to modernise our people model, or let the first notice from an inspector write our transformation agenda for us?” The choice is ours. So, do choose wisely! “The first inspection notice should not be the document that writes your HR transformation roadmap.”A month back, India made a new tryst with its labour laws. This endeavor of formulating new labour codes is not a routine compliance update; these represent a comprehensive 100‑day stress test of how seriously the policy-makers takes workforce strategy, risk and governance. This article explores the many changes and what employers should keep in mind while implementing to the new laws. Importantly, while the four labour codes have already been enacted, the Central Government issued draft rules for public consultation on 30 December 2025, signalling renewed momentum toward operationalisation. These draft rules provide much-needed clarity on procedural aspects such as registrations, returns, inspections and compliance mechanisms, while also inviting stakeholder feedback. What has actually changed? The biggest takeaway from these labour reforms is consolidation. As many as 29 central labour laws have been consolidated into four codes on Wages, Social Security, Industrial Relations and Occupational Safety, Health and Working Conditions. Refreshingly, a single, uniform definition of ‘wages’ now drives Provident Fund, gratuity, bonus, leave encashment, retrenchment compensation and overtime, with excluded allowances effectively capped at 50% of total remuneration – potentially inflating statutory costs up to double digit figures in allowance-heavy structures. Some of the key beneficiaries of these initiatives include women, who can now work night shifts across sectors with strict safeguards such as consent, GPS-tracked transport, and security. Other beneficiaries are gig and platform workers, who are recognised for social security via 1-2% aggregator contributions, capped at 5% of annual turnover. Moreover, fixed‑term employment is legitimised with near‑parity of benefits vis-à-vis permanent staff, including gratuity after one year. “The new wage definition is no longer a payroll technicality — it is a structural reset that will permanently alter statutory cost economics for Indian employers.” Why cannot HR treat this as ‘only compliance’? Although, this legislative change is being welcomed by industry as modern and progressive, it does come at an enhanced cost to them. Employers ought to take note of the fact that for many such companies, statutory cost will rise as wage definition will certainly lift the base for Provident Funds, gratuity and other payouts, forcing organisation-specific salary redesign. Early adopters anticipate 10-15% compliance savings through digital tools, but unions have raised concerns about potential wage dilution in negotiations. The new labour codes have restricted contract labour to ‘core activities’ requiring a rethink of workforce mix, vendor contracts and the shift of some roles into fixed‑term or direct employment – balancing flexibility with worker protections amid union calls for stricter enforcement. Notably, standing orders and lay-off permission thresholds have now been moved to 300 workers in qualifying establishments, changing how industrial relations, restructuring and plant‑level decisions are planned, while addressing union worries over easier retrenchments. “Every allowance-heavy salary structure in India is now sitting on a hidden cost bomb — and the fuse has already been lit.” The hidden risk: First 100 days As with many other wonderful things, there are associated hidden risks with these new reforms. Penalties are now sharper and more structured, with heavier fines – up to 13x higher, e.g., INR 3 lakh for repeat offenders and clearer categories of serious offences around safety and social security defaults, though first-time slip-ups are often compoundable at reduced rates. Employers should also note that while central codes are in force, state-level rules on inspections, registers, overtime, leave, and health checks are still being rolled out, creating a compliance without full clarity window that will potentially lead to disputes. The biggest traps are technical: misreading the new wage definition, misclassifying workers, under-investing in digital registers, documentation and audit trails, all issues flagged in recent expert webinars as common pitfalls. “The greatest risk today is not violation — it is misinterpretation.” Key immediate actions for HR Lockton’s own study recommends HR teams should seriously look at conducting the five following exercises in the coming weeks. First, run a structured legal and HR audit. This would necessitate mapping every policy, contract, wage structure and contractor arrangement to the four codes as well as flagging gaps and conflicts. This process should also include identification of ‘core activity’ roles, which are currently on contract. Ideally, a migration plan, including direct hire, fixed-term, or redesigned engagement models, should be put in place as a replacement. The next aspect involves reviewing and redesigning compensation and model impact. This includes rebuilding salary structures around the new wage definition, simulating PF, gratuity, leave encashment and retrenchment costs by band and location, all aimed at absorbing uplifts without eroding competitiveness. The process should also involve aligning offer letters, CTC breakups and internal communication with statutory wage constructs to avoid future disputes. The third issue that HR teams should take up is upgrading systems and documentation. It is critical that HR ensures HRMS/payroll generates digital registers, real-time attendance and overtime records, appointment letters for all workers and state-wise rule variants. Also, HR ought to work on standardising documentation for disciplinary inquiries (90-day expectation), grievance redressal and industrial relations processes. The next factor involves strengthening safety, dignity and governance. HR teams should immediately start work on implementing the full safeguard stack for women’s night shifts, including consent protocols, transport, security, CCTV, POSH compliance and a functional Internal compliance committee. In parallel, HR should constitute or refresh Grievance Redressal Committees where required especially including women’s representation, and formalise escalation and closure timelines. The fifth and final dos for HR is setting up a cross-functional ‘Labour code war room’. This would necessitate bringing HR, Legal, Finance and Operations together with a 100-day roadmap, weekly risk reviews and a clear owner for each action item. Alongside, HR team members should track state notifications, clarify ambiguities with counsel and close high-risk gaps before inspectors, unions, or employees surface any of such issues. “HR must move from passive compliance to active labour-code architecture.” The bigger opportunity Managed well, the labour codes have the potential to move organisations from fragmented, paper-heavy compliance to a more digital, predictable and worker‑protective regime, potentially yielding 10-15% efficiency gains as seen in Lockton’s simulations. On the contrary, handled casually/callously, the new laws will expose employers to avoidable penalties, disputes and reputational risk, despite the ‘good intent’ of such employers, especially amid union pushback for full protections. Thus, in conclusion, we aver: For HR and business leaders, the real question is no longer “Are the labour codes real?” but “Will we use them to modernise our people model, or let the first notice from an inspector write our transformation agenda for us?” The choice is ours. So, do choose wisely! “The first inspection notice should not be the document that writes your HR transformation roadmap.”

Lockton India strengthens customer confidence in EV ownership through JSW MG Motor partnership

JSW MG Motor India has partnered with Lockton, India as its insurance broking partner, supporting the automaker’s continued efforts to strengthen electric vehicle (EV) adoption in India. The collaboration aligns with JSW MG Motor’s recently announced extension of its Assured Buy-Back Programme, aimed at addressing customer concerns around long-term ownership and resale value of EVs. Through this collaboration, Lockton will work closely with JSW MG Motor to support and deliver tailored insurance and risk solutions that complement the company’s evolving EV ecosystem. The engagement reflects Lockton’s commitment to enabling innovation-led mobility solutions by helping organisations manage emerging risks across the automotive and mobility value chain. With this new, unique program, MG EV owners can receive a guaranteed resale value after 3, 4, or 5 years, depending on the plan they select. The program builds on MG Motor’s existing offering, which guarantees 60-40% buy-back value after 3 years of ownership*. It operates independently of any loan or finance scheme. First Time in country Commercial MG ZS EV owners are also eligible for resale value benefits for vehicles up to 3 years old or with a mileage of up to INR 60,000 per annum. As EV adoption accelerates, manufacturers and customers alike face new and evolving risk considerations — from asset protection and residual value to liability and lifecycle coverage. Lockton’s role as insurance broking partner focuses on bringing deep market expertise, customised risk advisory, and structured insurance solutions that support sustainable growth in the mobility sector. This partnership further reinforces Lockton’s focus on collaborating with forward-looking organisations that are shaping the future of transportation in India, while helping them navigate complexity through insight-driven risk and insurance strategies. Commenting on the partnership, Dr. Sandeep Dadia, CEO & Country Head, Lockton India, said, “As EV adoption accelerates, customers increasingly seek clarity and confidence around long-term ownership. MG EVs are known for its true-to-range offerings with highest resale value and through our participation in MG’s extended Assured Buy Back Program, we’ve focused on shaping a solution that provides predictable value in a simple and transparent way. Initiatives like this empower customers to plan their EV journey with greater certainty and strengthen overall trust in India’s rapidly evolving electric mobility ecosystem. With India’s EV landscape set for steady expansion supported by evolving infrastructure, ongoing technological improvements, and increasing consumer awareness, programs like this mark an important step forward. Offering greater assurance and flexibility, such buy-back solutions can play a meaningful role in strengthening trust, reducing adoption barriers, and supporting the broader transition toward a more sustainable and future-ready mobility ecosystem.”JSW MG Motor India has partnered with Lockton, India as its insurance broking partner, supporting the automaker’s continued efforts to strengthen electric vehicle (EV) adoption in India. The collaboration aligns with JSW MG Motor’s recently announced extension of its Assured Buy-Back Programme, aimed at addressing customer concerns around long-term ownership and resale value of EVs. Through this collaboration, Lockton will work closely with JSW MG Motor to support and deliver tailored insurance and risk solutions that complement the company’s evolving EV ecosystem. The engagement reflects Lockton’s commitment to enabling innovation-led mobility solutions by helping organisations manage emerging risks across the automotive and mobility value chain. With this new, unique program, MG EV owners can receive a guaranteed resale value after 3, 4, or 5 years, depending on the plan they select. The program builds on MG Motor’s existing offering, which guarantees 60-40% buy-back value after 3 years of ownership*. It operates independently of any loan or finance scheme. First Time in country Commercial MG ZS EV owners are also eligible for resale value benefits for vehicles up to 3 years old or with a mileage of up to INR 60,000 per annum. As EV adoption accelerates, manufacturers and customers alike face new and evolving risk considerations — from asset protection and residual value to liability and lifecycle coverage. Lockton’s role as insurance broking partner focuses on bringing deep market expertise, customised risk advisory, and structured insurance solutions that support sustainable growth in the mobility sector. This partnership further reinforces Lockton’s focus on collaborating with forward-looking organisations that are shaping the future of transportation in India, while helping them navigate complexity through insight-driven risk and insurance strategies. Commenting on the partnership, Dr. Sandeep Dadia, CEO & Country Head, Lockton India, said, “As EV adoption accelerates, customers increasingly seek clarity and confidence around long-term ownership. MG EVs are known for its true-to-range offerings with highest resale value and through our participation in MG’s extended Assured Buy Back Program, we’ve focused on shaping a solution that provides predictable value in a simple and transparent way. Initiatives like this empower customers to plan their EV journey with greater certainty and strengthen overall trust in India’s rapidly evolving electric mobility ecosystem. With India’s EV landscape set for steady expansion supported by evolving infrastructure, ongoing technological improvements, and increasing consumer awareness, programs like this mark an important step forward. Offering greater assurance and flexibility, such buy-back solutions can play a meaningful role in strengthening trust, reducing adoption barriers, and supporting the broader transition toward a more sustainable and future-ready mobility ecosystem.”

Why Cyber Business Interruption Insurance Is a Lifeline for Retailers in Asia

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