Lockton Global Energy provides professional, cost-effective risk transfer and insurance solutions for our clients in the energy industry

— CORPORATE

Construction

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Your strategic partner for risk management and insurance services

In the construction sector, risk creates uncertainty that can increase costs, erode stakeholder confidence and hinder the delivery of project goals. Our risk management strategy is designed to reduce this uncertainty, giving your business a competitive advantage.

As the Middle East and North Africa continue to invest in the expansion of their cities and economies grow stronger, our portfolio of construction projects increases and diversifies further including large industrial, retail and residential construction projects, energy projects, power generation projects (including nuclear and renewable energy).

What we bring to your business

  • Our team will work closely with you to put forward a creative approach to leverage markets and optimize coverage at the most competitive terms.

  • At Lockton, we believe one of the most important aspects of construction insurance is the quality of your submission. We use our expertise and knowledge of the market to guide you in the best way to present your business to underwriters.

  • We take pride in our relationships with underwriters throughout the global marketplace. This allows us to negotiate directly with the insurers that have the corresponding expertise and knowledge in the appropriate territory so we are able to obtain the best deal for you.

  • Through transparency, professionalism and commitment, Lockton in MENA strives to achieve the best coverage possible for our clients using the expertise and widespan of our regional and international offices.

Our services and areas of expertise

The range of services we offer includes:

  • Construction All risks, Erection All Risks, Contractors Plant and Machinery liabilities

  • Delay in Start Up

  • Project Cargo

  • Project Professional Liability

  • Owner Controlled Insurance Programme (OCIP)

  • Contractor programme

  • Project finance transactions

  • Package policies (construction plus 1st year operations) 

  • Risk management advice and guidance including Delay in Start Up (DSU) Study

Key Contacts

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Naji Abboud

Managing Director Wholesale

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Latest news and insights

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

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

article
Riyadh, Saudi Arabia - Lockton, the world’s largest privately held insurance brokerage, has secured its reinsurance licence in the Kingdom of Saudi Arabia. This marks the next phase of Lockton’s geographical expansion and reflects the firm’s broader internatio ...
Read moreLockton Secures Reinsurance Licence in Saudi Arabia Appoints Mohammed Al Rowais as CEO for Reinsurance

Political Violence & War Coverage

Recent developments in the Middle East have led insurers to take a closer look at political violence and war risk across the region. For organisations with operations, assets or supply chains connected to the Gulf, this has created a more fluid environment for insurance discussions. Political violence cover exists to support organisations through periods of uncertainty. While uncertainty itself is not new, the pace at which market conditions are evolving has increased, making early awareness and timely conversations more helpful than usual.Recent developments in the Middle East have led insurers to take a closer look at political violence and war risk across the region. For organisations with operations, assets or supply chains connected to the Gulf, this has created a more fluid environment for insurance discussions. Political violence cover exists to support organisations through periods of uncertainty. While uncertainty itself is not new, the pace at which market conditions are evolving has increased, making early awareness and timely conversations more helpful than usual.

Organisation Recovery

Volatility and uncertainty are no longer intermittent challenges for businesses — they are part of day-to-day operations. Against the backdrop of tensions in the Middle East, businesses are navigating an environment where disruption can emerge quickly and from multiple directions. Yet what shapes performance amid this volatility has less to do with the disruption itself than with an organisation’s ability to respond, adapt and recover. Research from McKinsey & Company and SAP found that only around 25% of companies consider themselves to be fully resilient[1,2]. Those that can proactively build resilience in turn gain a competitive advantage. This moment calls for organisations to take a more deliberate look at how they strengthen readiness, resilience and protection across their people, finances and operations. Volatility and uncertainty are no longer intermittent challenges for businesses — they are part of day-to-day operations. Against the backdrop of tensions in the Middle East, businesses are navigating an environment where disruption can emerge quickly and from multiple directions. Yet what shapes performance amid this volatility has less to do with the disruption itself than with an organisation’s ability to respond, adapt and recover. Research from McKinsey & Company and SAP found that only around 25% of companies consider themselves to be fully resilient[1,2]. Those that can proactively build resilience in turn gain a competitive advantage. This moment calls for organisations to take a more deliberate look at how they strengthen readiness, resilience and protection across their people, finances and operations.

Business Interruption Values

When the commodity prices driving a business’s revenue shift as sharply as they have in early 2026, the assumptions built into an organisations insurance programme can quickly fall behind. This piece looks at what that means and where the gaps tend to appear. As of early March 2026, oil prices have soared. Although prices have sharply risen and then fallen back several times in response to the rapidly shifting nature of events, projections suggest a real potential surge to USD 150 a barrel. Global oil benchmarks have seen their strongest weekly uptick since 2020, and global natural gas prices have also risen sharply, extending their biggest gains since the energy crisis of 2022. With energy infrastructure in the GCC now also being subject to a (growing) number of attacks, and the near closure of the Strait of Hormuz, businesses of all types face uncertainties and interruptions. For any business whose revenue is connected to commodity markets, or indeed that is reliant on imports that travel through the Strait, these shifts raise a question that goes beyond market commentary: Does the cover sitting behind the business still match the income it is actually generating? Where declared values were set in a lower price environment, the answer increasingly is no.When the commodity prices driving a business’s revenue shift as sharply as they have in early 2026, the assumptions built into an organisations insurance programme can quickly fall behind. This piece looks at what that means and where the gaps tend to appear. As of early March 2026, oil prices have soared. Although prices have sharply risen and then fallen back several times in response to the rapidly shifting nature of events, projections suggest a real potential surge to USD 150 a barrel. Global oil benchmarks have seen their strongest weekly uptick since 2020, and global natural gas prices have also risen sharply, extending their biggest gains since the energy crisis of 2022. With energy infrastructure in the GCC now also being subject to a (growing) number of attacks, and the near closure of the Strait of Hormuz, businesses of all types face uncertainties and interruptions. For any business whose revenue is connected to commodity markets, or indeed that is reliant on imports that travel through the Strait, these shifts raise a question that goes beyond market commentary: Does the cover sitting behind the business still match the income it is actually generating? Where declared values were set in a lower price environment, the answer increasingly is no.
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