Decisions at board level around such developing issues as cyber threat, environmental pollution, bring with them a threat to the liability of the director and to their personal assets. Management liability products are designed to protect individuals in the event of a claim by a third party (including regulatory authorities) brought against them alleging a wrongful act.

— PRODUCT

Management Liability

Protecting You and Your Company

With the highly regulated environment that companies operate in today, there is a growing need to protect directors, officers and senior management from an ever widening range of exposures. Decisions at board level around such developing issues as cyber threat, environmental pollution, bring with them a threat to the liability of the director and to their personal assets.

Management liability products are designed to protect individuals in the event of a claim by a third party (including regulatory authorities) brought against them alleging a wrongful act. Cover can also be designed to offer protection for the company itself against shareholder suits, employment practice liability and other such claims.

The team has a blend of experience and expertise that we believe helps us to deliver results. These include detailed knowledge of the regulatory and legislative landscape, technical Directors & Offices (D&O) policy expertise, proven capability to deliver, market knowledge coupled with the strength of relationships with major global insurers.

Our Products and Services

  • Directors' and Officers' Liability and company liability (D&O)

  • Regional and Global D&O programmes

  • Independent Director Liability (IDL)

  • Employment Practices Liability (EPL)

  • Public Offering of Securities Insurance (POSI)

  • Crime and Social Engineering Insurance

  • Cyber Liability

Key Contacts

Fred Boles

Frederic Boles

Head of Professional Executive Risks & Credit - Asia

Melody Qian - SVP Head of GPFR Greater China version 2020 500x500px

Melody Qian

SVP - Professional and Executive Risk - Greater China
Melody.Qian@lockton.com
+852 2250 2672

Placeholder image

Elyse Huynh

Client Relationship Manager - Professional Executive Risks & Credit
Elyse.Huynh@lockton.com

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Terry Tang

Senior Vice President - Greater China
Terry.Tang@lockton.com
+852 2250 2823

General Inquiries

General Enquiries

enquiry.asia@lockton.com

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Latest News & Insights

Lockton, the world’s largest independent insurance brokerage, today announced the launch of ‘LocktonThrive’, its proprietary employee wellbeing solution powered by Lockton Services India Private Limited designed to help organisations deliver a unified, personalised, and digital-first wellbeing experience to their workforce. Developed in partnership with AdvantageClub.ai, an AI-powered employee engagement, rewards and recognition platform enables employers to consolidate all corporate wellbeing services into a single, customisable interface. Designed as a plug-and-play solution, the digital plaform simplifies wellbeing programme management for employers while improving employee participation. The platform brings together physical, mental, social, and financial wellbeing initiatives, supported by AdvantageClub’s technology-led engagement ecosystem, including rewards and recognition, flexible wellbeing solution, wellbeing challenges, and incentives. Commenting on the partnership, Mr. Cedric Luah, Head of People Solutions, Lockton Asia, said, “Employee wellbeing has evolved into a true strategic priority for organisations, far beyond a traditional benefits conversation. As workforces face rising stress, shifting expectations, and increasingly diverse needs, wellbeing now plays a critical role in strengthening engagement, productivity, and long-term workforce strength. Our partnership with AdvantageClub.ai brings together advisory expertise and seamless digital integration to help employers build a more connected, data-driven wellbeing strategy – delivering measurable outcomes and supporting long-term workforce resilience.” Sourabh Deorah, CEO and Co-Founder, AdvantageClub.ai, added, “I’ve always believed that employee wellness shouldn’t feel like a complicated puzzle. Our vision at AdvantageClub.ai is to make workplaces healthier by integrating all the pieces and empowering users with choices. Partnering with Lockton allows us to do exactly that at scale! By powering LocktonThrive, we’re giving employees a single, easy-to-use platform to manage their health across physical, mental, financial, and family care. This will not only make it easy for employees but will also increase adoption by removing inefficiencies. We are essentially taking the ‘work’ out of wellness for HR teams, and I’m excited to see how this partnership helps the working population across India to be their best selves every day!” This partnership underscores Lockton India’s focus on advancing how organisations approach employee wellbeing. By combining strategic consulting with digital enablement, the collaboration supports employers in responding to shifting workforce expectations and embedding wellbeing more meaningfully into their people strategiesLockton India launches ‘LocktonThrive’, a holistic employee wellbeing solution powered by a first-of-its-kind AI-led platform by AdvantageClub.ai

Lockton India launches ‘LocktonThrive’, a holistic employee wellbeing solution powered by a first-of-its-kind AI-led platform by AdvantageClub.ai

article
Lockton, the world’s largest independent insurance brokerage, today announced the launch of ‘LocktonThrive’, its proprietary employee wellbeing solution powered by Lockton Services India Private Limited designed to help organisations deliver a unified, persona ...
Lockton India launches ‘LocktonThrive’, a holistic employee wellbeing solution powered by a first-of-its-kind AI-led platform by AdvantageClub.ai

Lockton announces 2026 Global Benefits Forum series

Lockton People Solutions is excited to announce details of its 2026 Global Benefits Forum, an annual event series bringing together HR leaders from around the world to explore the forces reshaping employee benefits and workforce strategies for multinational employers. Lockton People Solutions is excited to announce details of its 2026 Global Benefits Forum, an annual event series bringing together HR leaders from around the world to explore the forces reshaping employee benefits and workforce strategies for multinational employers.

Personalization and Digitalization: Rethinking Flexible Benefits for a Multigenerational Workforce

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.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.

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.”
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