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

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Melody Qian

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

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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

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.Building Risk Resilience: An update for India Inc

Building Risk Resilience: An update for India Inc

article
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 pres ...
Building Risk Resilience: An update for India Inc

Marine, Aviation War Risk Premiums Rise As Insurers Reassess Exposure Amid Iran War

Escalating tensions in West Asia following the ongoing Iran-US-Israel conflict have sharply increased war risk insurance costs for both maritime and aviation sectors, as insurers reassess exposure amid missile threats, airspace closures and disruption risks. Data from industry sources show that marine cargo war risk premiums for transits through the Strait of Hormuz have surged by 200-300%, with some extreme cases seeing increases of more than 1,000% as attacks and security risks intensify. Premiums for tankers and vessels crossing the Strait of Hormuz have risen to around 3%-5% of vessel value, compared with 0.2%-0.5% before the conflict. In certain instances, ships have reportedly struggled to obtain coverage at all as some insurers withdraw from underwriting voyages through the corridor. The insurance market has also tightened for airlines operating across Gulf and West Asian airspace. Aviation war risk premiums have increased by 50% to 500%, reflecting heightened concerns over missile threats, flight route disruptions and temporary airspace closures. Darshan Parikh, Senior Director, Corporate Solutions Group – (Marine, Aviation and Space), Lockton India, told news18.com that recent geopolitical developments have fundamentally altered how insurers assess risk across both aviation and marine sectors. “Recent geopolitical conflicts have fundamentally altered risk perception across both aviation and marine insurance. The latest strikes on March 1-2, 2026, triggered widespread airspace closures across the UAE, Qatar, Bahrain and Kuwait, leading to thousands of flight cancellations and diversions. For aviation insurers, this has significantly elevated concerns around airspace interdiction, operational disruption and accumulation risk across key transit hubs," he said. Parikh added that maritime insurance markets have also tightened significantly as risks around the key oil shipping route increase. “In marine insurance, Iran’s move to close the Strait of Hormuz sharply slowed vessel traffic, intensifying underwriters’ assessment of seizure risk, missile strikes and corridor shutdown scenarios. War risk exposure for hull, cargo and associated liabilities is now viewed as materially heightened, prompting rapid reassessment of coverage terms and pricing," he said. According to him, the repricing underway in the insurance market is likely to reflect a deeper structural shift rather than a temporary spike. “The repricing we are witnessing is structural rather than temporary. War risk premiums for transits through Hormuz are expected to increase substantially relative to hull values, although pricing remains fluid and highly situation-driven," he said. He noted that vessels with US or Israeli ownership, cargo links or trade exposure are currently facing greater scrutiny from insurers as underwriting standards tighten. Insurers are also responding to the rapidly changing risk environment by adjusting policy terms and strengthening internal safeguards. “Insurers are managing this unpredictability through swift and decisive actions. War risk policies have seen rapid cancellation and renegotiation, in some cases even before markets fully reopened, with clauses such as 48-hour cancellation notices being invoked. Underwriting has become more selective, with certain exposures being declined outright," Parikh said. At the same time, insurance companies are relying heavily on reinsurance protection and conservative investment strategies to maintain financial stability amid rising geopolitical risks. He also pointed to broader changes underway in underwriting frameworks across specialty insurance lines. “Geopolitical volatility has also led to permanent shifts in underwriting frameworks across speciality lines. Models now incorporate real-time exposure tracking, maritime and airspace threat intelligence, and AI-driven vessel monitoring. Automatic repricing triggers for designated conflict zones are becoming standard practice," he said. According to Parikh, the speed with which insurers have repriced risk during the Iran–Israel escalation reflects the growing use of real-time intelligence data in underwriting decisions. “The industry is clearly shifting from reactive claims-based models to predictive, intelligence-led underwriting. The speed of repricing during the Iran–Israel escalation underscores the use of real-time risk intelligence feeds, vessel route monitoring, drone and missile activity tracking, and airspace closure data to drive near-instant underwriting decisions," he said. For airlines and shipping companies, the evolving risk environment could mean operational adjustments and higher costs in the near term. Parikh said airlines may have to prepare for prolonged airspace closures and rerouting around Gulf transit hubs, while shipowners may need to factor in significantly higher war risk premiums and explore alternative shipping routes where feasible.Escalating tensions in West Asia following the ongoing Iran-US-Israel conflict have sharply increased war risk insurance costs for both maritime and aviation sectors, as insurers reassess exposure amid missile threats, airspace closures and disruption risks. Data from industry sources show that marine cargo war risk premiums for transits through the Strait of Hormuz have surged by 200-300%, with some extreme cases seeing increases of more than 1,000% as attacks and security risks intensify. Premiums for tankers and vessels crossing the Strait of Hormuz have risen to around 3%-5% of vessel value, compared with 0.2%-0.5% before the conflict. In certain instances, ships have reportedly struggled to obtain coverage at all as some insurers withdraw from underwriting voyages through the corridor. The insurance market has also tightened for airlines operating across Gulf and West Asian airspace. Aviation war risk premiums have increased by 50% to 500%, reflecting heightened concerns over missile threats, flight route disruptions and temporary airspace closures. Darshan Parikh, Senior Director, Corporate Solutions Group – (Marine, Aviation and Space), Lockton India, told news18.com that recent geopolitical developments have fundamentally altered how insurers assess risk across both aviation and marine sectors. “Recent geopolitical conflicts have fundamentally altered risk perception across both aviation and marine insurance. The latest strikes on March 1-2, 2026, triggered widespread airspace closures across the UAE, Qatar, Bahrain and Kuwait, leading to thousands of flight cancellations and diversions. For aviation insurers, this has significantly elevated concerns around airspace interdiction, operational disruption and accumulation risk across key transit hubs," he said. Parikh added that maritime insurance markets have also tightened significantly as risks around the key oil shipping route increase. “In marine insurance, Iran’s move to close the Strait of Hormuz sharply slowed vessel traffic, intensifying underwriters’ assessment of seizure risk, missile strikes and corridor shutdown scenarios. War risk exposure for hull, cargo and associated liabilities is now viewed as materially heightened, prompting rapid reassessment of coverage terms and pricing," he said. According to him, the repricing underway in the insurance market is likely to reflect a deeper structural shift rather than a temporary spike. “The repricing we are witnessing is structural rather than temporary. War risk premiums for transits through Hormuz are expected to increase substantially relative to hull values, although pricing remains fluid and highly situation-driven," he said. He noted that vessels with US or Israeli ownership, cargo links or trade exposure are currently facing greater scrutiny from insurers as underwriting standards tighten. Insurers are also responding to the rapidly changing risk environment by adjusting policy terms and strengthening internal safeguards. “Insurers are managing this unpredictability through swift and decisive actions. War risk policies have seen rapid cancellation and renegotiation, in some cases even before markets fully reopened, with clauses such as 48-hour cancellation notices being invoked. Underwriting has become more selective, with certain exposures being declined outright," Parikh said. At the same time, insurance companies are relying heavily on reinsurance protection and conservative investment strategies to maintain financial stability amid rising geopolitical risks. He also pointed to broader changes underway in underwriting frameworks across specialty insurance lines. “Geopolitical volatility has also led to permanent shifts in underwriting frameworks across speciality lines. Models now incorporate real-time exposure tracking, maritime and airspace threat intelligence, and AI-driven vessel monitoring. Automatic repricing triggers for designated conflict zones are becoming standard practice," he said. According to Parikh, the speed with which insurers have repriced risk during the Iran–Israel escalation reflects the growing use of real-time intelligence data in underwriting decisions. “The industry is clearly shifting from reactive claims-based models to predictive, intelligence-led underwriting. The speed of repricing during the Iran–Israel escalation underscores the use of real-time risk intelligence feeds, vessel route monitoring, drone and missile activity tracking, and airspace closure data to drive near-instant underwriting decisions," he said. For airlines and shipping companies, the evolving risk environment could mean operational adjustments and higher costs in the near term. Parikh said airlines may have to prepare for prolonged airspace closures and rerouting around Gulf transit hubs, while shipowners may need to factor in significantly higher war risk premiums and explore alternative shipping routes where feasible.

Insurers can add value to organisations’ employee benefit programmes

Insurers, especially health insurers, can play an important role in organisations’ employee benefits programmes. These help the organisations in building lasting connections between employers and their workforce. In addition, insurers can enable organisations to offer employees the vital benefits of choice, personalisation and comprehensive coverage and access to expert advice. Speaking with Asia Insurance Review, Lockton India MD and Head of People Solutions Mr. Sudip Indani said, “Due to local socio-economic situations, different skill sets, variety of formats of government support on health and wellbeing, and the overall employment market, a one-size-fits-all model does not work when it comes to employee benefits. “Today, employees look beyond plain vanilla health insurance offerings. Organisations also need to ensure that employees understand the true value of the benefits they are receiving. Also, there should be a scope for personalisation, which greatly enhances engagement and satisfaction. It is equally important to demonstrate the value of focusing on preventive health and holistic wellbeing programmes which can encompass mental health support. Such initiatives can help Indian employers tailor to the local needs of the employees and ensure that the employee benefits are both relevant and impactful.” Health insurance plus Mr Indani said beyond traditional health insurance, organisations are expanding benefits to cover mental health, financial wellness, and holistic well-being. By bringing together personalisation, technology, and inclusivity, organisations can move beyond traditional benefit models to create dynamic programmes that evolve with workforce needs. This not only drives engagement, retention and productivity but also builds a resilient, future-ready workplace culture. He said, “Health insurance has traditionally served as the final safety net, offering financial protection only after a medical event has occurred. However, forward-looking organisations are recognising that employee well-being requires a broader approach. Beyond medical coverage, it must also address preventive measures that protect employees and their families from physical, financial, and mental stress. This philosophy mirrors the principles of risk management – avoid the risk, manage the risk, and finally, transfer the risk. “Our 2025 Global Wellbeing Strategy Survey, conducted with large groups of multinational organisations, also revealed that mental and emotional health has emerged as the foremost wellbeing priority for employers worldwide. Organisations are embedding these aspects as well into comprehensive wellbeing strategies, integrating it with other health and social support systems to build workforce resilience.” The focus is shifting from reactive healthcare to proactive, holistic wellbeing. Employers are increasingly investing in preventive healthcare, counselling, lifestyle management programmes, and financial wellness solutions to reduce risks before they escalate. These initiatives not only mitigate medical costs and claims volatility but also enhance employee engagement and productivity. He said, “Data-driven insights are further enabling organisations to measure impact, optimise benefits, and align wellbeing strategies with business goals. This integration underscores that wellbeing is no longer a “nice-to-have,” but a strategic imperative directly linked to sustainable performance. “As workplaces become more complex, embedding holistic wellbeing at the core of organisational strategy is emerging as a defining differentiator. Companies that prioritise prevention and resilience will be best positioned to sustain long-term growth and success.” Preventive healthcare and wellness Speaking about the role of preventive healthcare and wellness engagement in reducing long-term risk for insurers and employers, Mr Indani said, “Preventive healthcare is at the heart of a sustainable employee benefits strategy. A single hospitalisation isn’t just a treatment cost, it also affects employee focus, performance, and productivity. “By emphasising early detection, regular health check-ups, and healthy lifestyle habits, companies help employees stay healthier for longer, reducing both the frequency and severity of claims. From an insurer’s standpoint, healthier employees mean fewer claims, lower premiums, and more predictable underwriting. For employers, the benefits are clear: higher productivity, lower absenteeism, and a stronger employer brand.” Wellness engagement further strengthens outcomes. Participation in fitness programmes, mental health support, and lifestyle coaching fosters healthier behaviours. Personalised programmes supported by digital tools enhance participation and impact. Studies have shown that preventive care and medication adherence play a key role in reducing hospitalisations. Patients who follow their medication schedules and maintain regular preventive care can lower their hospitalisation risk by around 38%. Together, preventive healthcare and wellness initiatives enable a proactive model of health management, delivering cost savings, reducing risk, and building resilient, engaged workforces. Technology benefits Elaborating on how technology (AI, analytics, digital health tools) shape the future of employee benefits delivery and claims experience, Mr Indani said, “Technology is the backbone of modern benefits and compensation programmes. AI and analytics help provide real-time insights into employee needs, enabling organisations to design wellbeing programmes tailored to diverse demographics and health conditions. “Whether it is flexible benefits like insurance or learning and development opportunities, technology ensures employees get the right support at the right time. App-based access, paperless claims, and digital reward statements make it easier than ever for employees to see and use their benefits.” “Digital platforms also help in simplifying communication, enrollment, and claims tracking, enhancing transparency and engagement. Integration of solutions like telemedicine, mental health apps, and health monitoring devices supports proactive, holistic wellbeing beyond traditional healthcare.” Mr Indani said, “Automation is also reshaping claims processing, ensuring faster reimbursements, fewer errors, and improved satisfaction. At a strategic level, technology helps organisations consolidate vendors, integrate data, and continuously innovate their benefits ecosystem. By embracing technology-driven benefits delivery, organisations can align with evolving workforce expectations, strengthen employee trust, and build a resilient, future-ready workplace. Evolving employee expectations Speaking about the rapidly evolving employee expectations and how organisations can design benefits that are more personalised and flexible, Mr Indani said, “By embracing personalisation and flexibility, companies can better address the diverse needs of their workforce. To create more personalised and flexible benefits, organisations need to move away from a standardised approach and adopt modular benefit frameworks. This means providing employees with a range of options they can select based on their specific requirements, such as eldercare, childcare, mental and physical health support, maternity and fertility benefits, flexible work arrangements, or financial planning assistance.” He said a data-driven strategy, leveraging surveys and analytics, can help identify the best-fit benefits for employees, enabling more targeted offerings. Currently, around 40% of employers provide some degree of choice in their benefits programmes, but fewer than 5% have achieved true micro-personalisation. Mr Indani said, “Superior quality employee benefits are no longer a luxury but a necessity to attract and retain talent, especially in India’s competitive market, where the demand for skilled professionals exceeds supply. “By bringing together personalisation, technology, and inclusivity, organisations can move beyond traditional benefit models to create dynamic programmes that evolve with workforce needs. This not only drives engagement, retention, and productivity, but also builds a resilient, future-ready workplace culture.” To conclude Mr Indani said, “In 2026, the focus will be on holistic well-being with flexible work, mental health support, enhanced insurance, financial planning, childcare, and even pet care. Employers are also introducing on-site perks like gyms and healthcare clinics along with eco-friendly initiatives. Collectively, these approaches foster resilience, retention, and sustainable workforce performance.” Insurers, especially health insurers, can play an important role in organisations’ employee benefits programmes. These help the organisations in building lasting connections between employers and their workforce. In addition, insurers can enable organisations to offer employees the vital benefits of choice, personalisation and comprehensive coverage and access to expert advice. Speaking with Asia Insurance Review, Lockton India MD and Head of People Solutions Mr. Sudip Indani said, “Due to local socio-economic situations, different skill sets, variety of formats of government support on health and wellbeing, and the overall employment market, a one-size-fits-all model does not work when it comes to employee benefits. “Today, employees look beyond plain vanilla health insurance offerings. Organisations also need to ensure that employees understand the true value of the benefits they are receiving. Also, there should be a scope for personalisation, which greatly enhances engagement and satisfaction. It is equally important to demonstrate the value of focusing on preventive health and holistic wellbeing programmes which can encompass mental health support. Such initiatives can help Indian employers tailor to the local needs of the employees and ensure that the employee benefits are both relevant and impactful.” Health insurance plus Mr Indani said beyond traditional health insurance, organisations are expanding benefits to cover mental health, financial wellness, and holistic well-being. By bringing together personalisation, technology, and inclusivity, organisations can move beyond traditional benefit models to create dynamic programmes that evolve with workforce needs. This not only drives engagement, retention and productivity but also builds a resilient, future-ready workplace culture. He said, “Health insurance has traditionally served as the final safety net, offering financial protection only after a medical event has occurred. However, forward-looking organisations are recognising that employee well-being requires a broader approach. Beyond medical coverage, it must also address preventive measures that protect employees and their families from physical, financial, and mental stress. This philosophy mirrors the principles of risk management – avoid the risk, manage the risk, and finally, transfer the risk. “Our 2025 Global Wellbeing Strategy Survey, conducted with large groups of multinational organisations, also revealed that mental and emotional health has emerged as the foremost wellbeing priority for employers worldwide. Organisations are embedding these aspects as well into comprehensive wellbeing strategies, integrating it with other health and social support systems to build workforce resilience.” The focus is shifting from reactive healthcare to proactive, holistic wellbeing. Employers are increasingly investing in preventive healthcare, counselling, lifestyle management programmes, and financial wellness solutions to reduce risks before they escalate. These initiatives not only mitigate medical costs and claims volatility but also enhance employee engagement and productivity. He said, “Data-driven insights are further enabling organisations to measure impact, optimise benefits, and align wellbeing strategies with business goals. This integration underscores that wellbeing is no longer a “nice-to-have,” but a strategic imperative directly linked to sustainable performance. “As workplaces become more complex, embedding holistic wellbeing at the core of organisational strategy is emerging as a defining differentiator. Companies that prioritise prevention and resilience will be best positioned to sustain long-term growth and success.” Preventive healthcare and wellness Speaking about the role of preventive healthcare and wellness engagement in reducing long-term risk for insurers and employers, Mr Indani said, “Preventive healthcare is at the heart of a sustainable employee benefits strategy. A single hospitalisation isn’t just a treatment cost, it also affects employee focus, performance, and productivity. “By emphasising early detection, regular health check-ups, and healthy lifestyle habits, companies help employees stay healthier for longer, reducing both the frequency and severity of claims. From an insurer’s standpoint, healthier employees mean fewer claims, lower premiums, and more predictable underwriting. For employers, the benefits are clear: higher productivity, lower absenteeism, and a stronger employer brand.” Wellness engagement further strengthens outcomes. Participation in fitness programmes, mental health support, and lifestyle coaching fosters healthier behaviours. Personalised programmes supported by digital tools enhance participation and impact. Studies have shown that preventive care and medication adherence play a key role in reducing hospitalisations. Patients who follow their medication schedules and maintain regular preventive care can lower their hospitalisation risk by around 38%. Together, preventive healthcare and wellness initiatives enable a proactive model of health management, delivering cost savings, reducing risk, and building resilient, engaged workforces. Technology benefits Elaborating on how technology (AI, analytics, digital health tools) shape the future of employee benefits delivery and claims experience, Mr Indani said, “Technology is the backbone of modern benefits and compensation programmes. AI and analytics help provide real-time insights into employee needs, enabling organisations to design wellbeing programmes tailored to diverse demographics and health conditions. “Whether it is flexible benefits like insurance or learning and development opportunities, technology ensures employees get the right support at the right time. App-based access, paperless claims, and digital reward statements make it easier than ever for employees to see and use their benefits.” “Digital platforms also help in simplifying communication, enrollment, and claims tracking, enhancing transparency and engagement. Integration of solutions like telemedicine, mental health apps, and health monitoring devices supports proactive, holistic wellbeing beyond traditional healthcare.” Mr Indani said, “Automation is also reshaping claims processing, ensuring faster reimbursements, fewer errors, and improved satisfaction. At a strategic level, technology helps organisations consolidate vendors, integrate data, and continuously innovate their benefits ecosystem. By embracing technology-driven benefits delivery, organisations can align with evolving workforce expectations, strengthen employee trust, and build a resilient, future-ready workplace. Evolving employee expectations Speaking about the rapidly evolving employee expectations and how organisations can design benefits that are more personalised and flexible, Mr Indani said, “By embracing personalisation and flexibility, companies can better address the diverse needs of their workforce. To create more personalised and flexible benefits, organisations need to move away from a standardised approach and adopt modular benefit frameworks. This means providing employees with a range of options they can select based on their specific requirements, such as eldercare, childcare, mental and physical health support, maternity and fertility benefits, flexible work arrangements, or financial planning assistance.” He said a data-driven strategy, leveraging surveys and analytics, can help identify the best-fit benefits for employees, enabling more targeted offerings. Currently, around 40% of employers provide some degree of choice in their benefits programmes, but fewer than 5% have achieved true micro-personalisation. Mr Indani said, “Superior quality employee benefits are no longer a luxury but a necessity to attract and retain talent, especially in India’s competitive market, where the demand for skilled professionals exceeds supply. “By bringing together personalisation, technology, and inclusivity, organisations can move beyond traditional benefit models to create dynamic programmes that evolve with workforce needs. This not only drives engagement, retention, and productivity, but also builds a resilient, future-ready workplace culture.” To conclude Mr Indani said, “In 2026, the focus will be on holistic well-being with flexible work, mental health support, enhanced insurance, financial planning, childcare, and even pet care. Employers are also introducing on-site perks like gyms and healthcare clinics along with eco-friendly initiatives. Collectively, these approaches foster resilience, retention, and sustainable workforce performance.”

Neha Plasterwala Named to BW Marketing World’s 40 Under 40 for 2025

We are proud to announce that Neha Plasterwala, Director and Head of Marketing and Communications – India, has been recognized in the BW Marketing World’s 40 Under 40 list for 2025. The annual award, hosted by BW Businessworld, celebrates rising marketing and communications leaders who are driving innovation, measurable business impact, and strategic excellence across various industries. Neha Plasterwala, Director and Head of Marketing and Communications – India, said, “Being named to the BW Marketing World’s 40 Under 40 list is a proud moment and a testament to the collaborative spirit at Lockton. My goal has always been to integrate global brand excellence with local market insights. This recognition motivates our team to continue pushing the boundaries of marketing innovation while supporting our strategic objectives for diversified distribution and long-term impact in India.” Since joining Lockton in early 2024, Neha has been instrumental in establishing our brand presence in the Indian market. Leveraging her extensive experience in the insurance sector, she develops high-impact marketing strategies that resonate with corporate clients in complex risk environments. This recognition epitomizes our commitment to empowering top-tier talent and fostering a culture of leadership and innovation. Our Associates are encouraged and trusted to do what is right for clients, for one another, and for communities. The BW Marketing World 40 Under 40 selection process involves a rigorous evaluation by a jury of industry veterans. The winners were chosen for their ability to adapt to a rapidly changing digital landscape, leadership in market expansion, and contribution to the overall growth of the marketing ecosystem in India. We are proud to announce that Neha Plasterwala, Director and Head of Marketing and Communications – India, has been recognized in the BW Marketing World’s 40 Under 40 list for 2025. The annual award, hosted by BW Businessworld, celebrates rising marketing and communications leaders who are driving innovation, measurable business impact, and strategic excellence across various industries. Neha Plasterwala, Director and Head of Marketing and Communications – India, said, “Being named to the BW Marketing World’s 40 Under 40 list is a proud moment and a testament to the collaborative spirit at Lockton. My goal has always been to integrate global brand excellence with local market insights. This recognition motivates our team to continue pushing the boundaries of marketing innovation while supporting our strategic objectives for diversified distribution and long-term impact in India.” Since joining Lockton in early 2024, Neha has been instrumental in establishing our brand presence in the Indian market. Leveraging her extensive experience in the insurance sector, she develops high-impact marketing strategies that resonate with corporate clients in complex risk environments. This recognition epitomizes our commitment to empowering top-tier talent and fostering a culture of leadership and innovation. Our Associates are encouraged and trusted to do what is right for clients, for one another, and for communities. The BW Marketing World 40 Under 40 selection process involves a rigorous evaluation by a jury of industry veterans. The winners were chosen for their ability to adapt to a rapidly changing digital landscape, leadership in market expansion, and contribution to the overall growth of the marketing ecosystem in India.
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