Increased social media exposure and a new class of consumers are two factors encouraging artists to explore performances further afield. Now, countries once perceived as unsafe or economically unviable, are firmly on the radar of some of the biggest acts in the Western world.  But as opportunity expands, so does exposure. Entering new territories exposes artists and their tours to new and previously unconsidered threats. And as risk profiles change, smarter, more adaptive risk management – underpinned by robust insurance – is more critical than ever. Jordan to Peru: a new world of opportunities for major artists  In recent years, a growing number of Western artists have begun ‘testing the water’ in more remote and unfrequented destinations. This has largely proved financially successful, and performers are keen to capitalise on this emerging trend by increasing performances outside of Western Europe and North America.  Prominent examples this decade, include:  As part of their ongoing Spheres World Tour, Coldplay played two gigs in Lima, Peru (2022), and two concerts at the 132,000-seater Narendra Modi Stadium in Ahmedabad, India (2025).  In February 2026, Shakira played five concerts over eight days in El Salvador. Shakira was also scheduled to play in Aqaba, Jordan in early 2026, but this was postponed due to the US/Israeli-Iran war.  Planned for July 2026, Pitbull’s "I'm Back! Tour" includes performances in Riga, Latvia and Kaunas, Lithuania. What is driving demand in new geographies? Demand is being primarily driven by social media. Apps, such as TikTok and YouTube, are creating dedicated fanbases for Western artists in all corners of the globe. This organic growth is boosted by some governments, particularly those of the Gulf nations, offering subsidies to entice artists to perform in their countries.  Development within emerging economies has resulted in the proliferation of middle classes in countries, such as India. Subsequently, a new wave of live music consumers has been forged and cities, such as Mumbai, New Delhi, or Bengaluru, are no longer perceived as ‘exotic’, but instead viewed as a key market. Additionally, India’s geographic location offers a valuable pivot between the Middle East and East Asia – making it a lucrative stop on a global tour. Similarly, Jakarta, Indonesia and Kuala Lumpur, Malaysia are destinations with growing demand that can connect tours moving from Europe or the Middle East to Australasia.  New markets, new exposures  Entering new geographies brings an added layer of complexity. For artists, promoters, and managers who haven’t previously ventured outside of developed markets, a first global tour can introduce risk that catches them off-guard. Before embarking on a global tour, the following issues must be addressed:  Permits and customs 
Navigating local bureaucracy can be challenging due to inconsistent regulatory enforcement and opaque custom systems. If a permit is either delayed or denied, or specialised audio, lighting, and video gear is impounded by authorities, an event is likely to be cancelled. Furthermore, crossings between jurisdictions can be problematic due to diplomatic tensions. For example, it is impossible to fly directly between some Asian countries, such as Armenia and Azerbaijan or India and Pakistan.  Infrastructure 
Throughout many developing countries, while demand has grown, local infrastructure is unlikely to have kept pace. Local power grids in some regions may be unstable and regularly threaten blackouts that would curtail an event. From a logistics point of view, road networks may be unsuitable for transiting equipment in nightliners or heavy-goods vehicles to host live music events. If productions elect to utilise airfreight instead, airports may be unable to accommodate large planes and capacity can also be insufficient – military usage could take precedent, for example. Adverse weather 
Extreme weather is no longer just a seasonal nuisance, but a permanent threat to live events. Increased volatility and unpredictability in weather patterns have made scheduling tours around seasons progressively more difficult. Selected risks to consider include: dust storms in the Gulf nations, wildfires in Australia or North America, and monsoons on the Indian subcontinent – which can be problematic for a ‘winter escape’ leg of a tour.  Civil unrest and conflict 
An expansive tour can risk exposure to nations plagued by political instability. When civil unrest develops, local governments frequently respond by imposing curfews and closing public transport – eliminating the chances of live events going ahead. In under-resourced cities, authorities may lack the required law enforcement and security apparatus to manage protests, strikes, or riots. For large scale state conflicts, ports and airspace can be shut, closing logistics routes for both personnel and equipment.  To successfully stage a global tour, managers and promoters must remain flexible and nimble to deal with potential risks as they develop.  To accommodate different stadia and geographies, productions can utilise scalable A, B, and C stage variations. Ed Sheeran’s multiple tours are a good example of this. Opting for the ‘A’ Rig for open-air stadiums like Accor Stadium in Sydney, when venturing to Mumbai or Manila, production switches to the ‘B’ or ‘C’ rig by modifying the layout and set design to perform safely at less developed venues.  Managers can also investigate changing from airfreight to ground transportation to remain compliant and achieve significant cost savings – despite adding on several day lead times. However, thorough research needs to be conducted before hand. Leveraging insurance to enter new geographies with confidence Insuring local risks requires local knowledge. It is prudent to liaise and open relationships with experienced professionals in each region to understand the landscape. Engagement with local authorities and insurers should commence as early as possible to avoid costly plan modifications at a later date. To remain resilient during worldwide tours, establishing clear contractual allocation of risk is important.  Specialist insurance providers can help provide cover around the world for event cancellation, artist non-appearance, and ticket refund protection. Policies can be tailored to issue coverage for the following risks:  Adverse weather Venue damage or destruction Denial of access to the venue Civil commotion, terrorism, or war Transportation and logistics disruptions The Lockton difference: your one-stop shop With decades of combined experience in Lloyd’s markets, our unified proposition draws on expert knowledge from the Entertainment Practice and specialists from the wider Lockton business. Leveraging our robust relationships with specialised insurers, we provide a ‘one-stop shop’ for all forms of insurance – securing the most appropriate policies for your risk profile.  For further information on how you can enter new markets with confidence, reach out to enquiry.asia@lockton.com 

Increased social media exposure and a new class of consumers are two factors encouraging artists to explore performances further afield. 

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Entertainment: remaining resilient in new markets

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Lockton, the world’s largest privately held, independent insurance brokerage, today reported strong financial results for fiscal year 2026, with global revenue increasing 12% year over year to approximately $4.5 billion, including 11% organic growth, reflecting sustained momentum across the business and continued investment in talent, technology, and global capabilities. 

This performance marks Lockton’s sixth consecutive year of double‑digit organic growth, underscoring the strength of its client relationships, diversified business model, and long‑term investment strategy.  “Fiscal year 2026 was another exceptional year for Lockton,” said Ron Lockton, chairman and chief executive officer. “Our results reflect the trust our clients place in us, the quality of our people, and the advantages of our private and independent model. Our structure allows us to invest with a long-term horizon, adapt quickly to emerging client and market needs, and continually reinvest in the capabilities, insights, and innovations that help clients navigate an increasingly complex risk environment." Resilient Performance in a Challenging Market Lockton’s results were particularly strong given market conditions during fiscal year 2026, which ended April 30. Global property rates softened as capacity improved and competition increased, while casualty lines in the U.S. continued to experience pricing pressure and elevated loss‑cost trends. Against that backdrop, Lockton’s diversified platform delivered balanced growth across regions and businesses.  Lockton International and Lockton Re each delivered approximately 15% growth.  U.S. operations delivered an eighth year of double-digit growth, despite uneven conditions across regions and product lines.  U.S. Highlights  Lockton’s U.S. business delivered another strong year, continuing a pattern of sustained momentum across the market. U.S. revenue finished just under $3 billion, up 11% year over year, marking the U.S. business’s eighth consecutive year of double-digit growth. This performance was supported by strong client retention and continued growth in key parts of the business. Backed by one of the industry’s strongest producer groups and highly collaborative service teams, Lockton achieved a 94% client revenue retention rate. The firm also continued to strengthen its U.S. platform by expanding national industry verticals and specialty practices across Risk and People Solutions. In People Solutions, revenue surpassed $1 billion for the first time, reflecting sustained demand for integrated benefits, wellbeing, and advisory services. Together, these investments concentrate expertise, improve consistency, and make advanced capabilities more accessible to clients across markets. International Highlights  Lockton’s international business also delivered a strong year, continuing to build momentum across key markets. Despite uneven conditions across regions, the business achieved 15% growth, driven in part by 27% growth from People Solutions and ongoing strength in retail and specialty lines. Lockton also continued to strengthen its international platform during the year, expanding operations in Switzerland, Saudi Arabia, and Italy while further investing in its operating model, leadership, and client service teams across Europe, Latin America, the Middle East, Asia, and the Pacific. Together, these investments reflect a deliberate strategy to be closer to clients, operate with greater local relevance, and deliver integrated expertise across borders as risk grows more global and interconnected.  Lockton Re  Lockton Re, the firm’s global reinsurance business, continued its strong trajectory, delivering meaningful growth supported by expanded client relationships, geographic expansion, and targeted people, leadership, and capability investment. The business benefited from increased demand for sophisticated advisory support as insurers navigated evolving market dynamics, capital constraints, and portfolio optimization challenges.  Lockton Re continued to build out its capital markets and capital advisory capabilities, enhance global portfolio solutions, and invest in cyber‑ and credit‑related offerings, positioning the business to support clients across a broader range of risk transfer and capital solutions. These investments reinforce Lockton Re’s role as a long‑term partner to clients amid changing reinsurance and capital markets conditions.  Technology, AI, and Innovation  Over the last year, Lockton made significant investments in data, analytics, and artificial intelligence to enhance client service, improve insight, and empower Associates across its global platform. These efforts are central to the firm’s strategy to lead through advisory expertise while reducing friction and increasing consistency in how clients are served.  At the center of this work is Lockton SAGE, a proprietary, AI‑enabled technology ecosystem designed to connect data, analytics, and expertise to deliver smarter insights, faster decisions, and greater confidence across critical business decisions. Broader deployment of the platform will begin in fiscal year 2027, with continued investment planned across digital, analytics, and data capabilities.  “Artificial intelligence will reshape every aspect of risk and insurance,” said Ron Lockton. “We see AI as an accelerator of human expertise, not a substitute for it. Our focus is on using technology to enhance judgment, insight, and the value we deliver to clients.”  Culture and Talent  Lockton’s performance continues to be underpinned by its unique culture and people. The firm employs nearly 15,000 Associates globally and is consistently recognized as an employer of choice. During fiscal year 2026, Lockton earned multiple workplace and industry accolades across the world, including Business Insurance’s Best Places to Work in Insurance, Glassdoor’s Employees’ Choice Awards, Deloitte Private and The Wall Street Journal’s U.S. Best Managed Companies, and Axco’s Global Broker of the Year, among others. 

Lockton reports $4.5B in FY2026 revenue with 12% growth and a sixth year of double-digit organic growth, driven by global expansion, AI, and advisory strength.

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Lockton Fiscal Year 2026 Revenue Increases to $4.5 Billion

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