J.B. Boda Group

J.B. Boda Group Company servicing Insurance, Reinsurance Broking and Allied Services! The Pioneers
The J.B.BODA GROUP (The Group) was founded by our late Chairman Mr. Late Mr.

Jagmohandas Bhagwandas Boda, together with his brother, late Mr. Dhirajlal Bhagwandas Boda, way back in 1943, when they set out from the small coastal town of Porbandar (Gujarat State) to Mumbai, the commercial hub of India, to start "Reinsurance Broking" operations. In those days, “Reinsurance Broking” was unheard of in India and the insurance business of the country was in the hand

s of European and American giants. The painstaking professionalism, unimpeachable standards of conduct, customer-centered business management and reputation for fair dealing of our founders enabled the Group to develop an organisation of respectable size from a relatively modest beginning. They pioneered Reinsurance Broking, and today, we are the oldest and leading Broker achieving sustainable growth, enhancing value for our clients in India, Asia, Africa, Middle East, emerging countries and the First Indian Multinational Reinsurance Broking House. Bharat J. Boda was the third Chairman following his father late Mr. Jagmohandas B. Boda and his uncle late Mr. Dhirajlal B. Boda. After his sudden demise, Mr. Atul D. Boda took helm as Group Chairman and he along with Mr. Gautam B. Boda, Vice Chairman and Mr. Rohit A. Boda, Managing Director is leading The Group. The legacy of the pioneers has stood us in good stead. Our simple fundamental principle is "SERVICE" - service with sincerity, honesty, integrity and commitment that drives our continued growth. Genesis and the Surge
One thing led to another and The Group started related services such as Protection and Indemnity Insurance, Non Marine and Marine Survey, Off-Shore and On-Shore Survey. These activities led to opening of offices outside of the Mumbai headquarter; and today, The Group has 25 offices in India & 10 Global offices. The Group in its reinsurance broking activity is currently associated with over 300 insurance/reinsurance companies in more than 90 countries. Today, we have close to 1000 personnel, including qualified and experienced Insurance and Reinsurance Professionals, Risk Management Professionals, Chartered Accountants, Valuers, Master Mariners, Naval Architects, Licensed Surveyors leveraging the distinctive strength of The Group meeting various needs of our clients in India and Overseas

Group Companies
J.B.BODA & Co. Pvt. Ltd. J.B.BODA Insurance &Reinsurance Brokers Pvt. J.B.BODA Insurance Surveyors Loss Assessors Pvt. Crowe Boda & Co. J.B.BODA & Co. (S) Pte. Ltd. - Singapore
J.B.BODA & Co. (U.K.) Ltd. - U.K. Ltd. - Dubai
J.B.BODA Insurance &Reinsurance Brokers Pvt. Ltd. - Kenya
J.B.BODA & Co. Ltd. - Bangladesh
J.B.BODA Insurance &Reinsurance Brokers Pvt. Ltd. - Nepal
J.B.BODA & Co. Ltd. - Egypt
Pt. J.B.BODA Viva - Indonesia
Ax Insurance Brokers Pvt. Ltd. - Srilanka
J.B.BODA Insurance & Reinsurance Brokers Pvt. Ltd. - Morocco

Strong Teams Build Enduring InstitutionsNo organisation achieves lasting success through individual effort alone. Behind...
04/05/2026

Strong Teams Build Enduring Institutions

No organisation achieves lasting success through individual effort alone. Behind every strong institution lies a team that shares responsibility, supports one another, and works toward clearly defined, aligned goals.

At J.B.Boda, we believe leadership is defined by transforming individual talents into a collective force - where true professional happiness is found not in personal recognition, but in the strength of the organisation as a whole.

Under the leadership of our Group Chairman, Mr. Atul Boda, we have cultivated an environment where collaboration is valued, contributions are respected, and the pursuit of collective milestones creates a genuine sense of joy and purpose.

He often recalls, when individuals begin to see their work as part of a larger mission and understand how their personal goals fuel that vision, the organisation develops a different kind of strength.

It becomes more resilient, more thoughtful in its decisions, and more unified in its direction.

Great teams are not built overnight. They evolve through trust, shared experience, and the belief that achieving institutional goals matters more than individual credit, creating a legacy where both the business and its people thrive in shared happiness.

OrganisationalStrength SharedGoals WorkplaceHappiness

In this month’s MEDIAN newsletter, we look at how India is building domestic resilience in marine risk through the Bhara...
04/05/2026

In this month’s MEDIAN newsletter, we look at how India is building domestic resilience in marine risk through the Bharat Marine Pool. It signals a shift toward ensuring continuity of cover and enabling faster and more stable responses for Indian trade as geopolitical tensions continue to disrupt pricing across key shipping corridors.

The edition also covers how disruptions in global fuel markets are pushing several South-Asian countries back toward coal, reshaping energy risk profiles and adding complexity to sustainability commitments. This shift highlights how energy risks are interconnected across fuel types and will influence longer-term exposure, with implications for pricing, capacity, and underwriting decisions.

Read the full newsletter here –https://jbbodagroup.com/wp-content/uploads/2026/05/Median-May-2026.pdf

28/04/2026

The recent tensions in Middle East waters reshaped how insurers price and manage risk exposures in real time.

Amid this, protecting what sits along the waterfront is becoming just as important - the critical ports, subsea cables, and coastal infrastructure that power global trade.

These static waterfront assets are the physical nodes of our interconnected economy. When tensions rise, the exposure isn't just to a single vessel or aircraft; it cascades through the entire logistical chain, impacting energy flow and emergency response systems.

This creates a layered risk environment where physical location and global events are intricately linked.
In such times, risk assessment and placement strategies are no longer periodic exercises but real-time responses to a fluid, interconnected ecosystem of exposure.

The goal is to ensure that even in a volatile world, the corridors of commerce remain resilient and protected.

InsuranceInsights

21/04/2026

Does your policy recognize the modern battlefield?

Emerging alongside geopolitical tensions, cyber incidents today don’t always fit into clear categories. Some are criminal. Some are state linked.
And many sit somewhere in between, making intent and attribution difficult to define.

Traditional insurance frameworks were built around clearer distinctions - war or not war, covered or excluded.
Today, an attack can originate in one region, impact businesses across multiple geographies, and carry characteristics of both state and non-state involvement.

For businesses, the question is no longer just "if" a loss occurs, but how it is classified. And whether it falls within the scope of coverage.

Policy wordings, exclusions, and jurisdictional considerations - all play a role in how these claims are understood and responded to.

As conflict increasingly extends into the digital space, definitions are being tested in real time.
And the need for clarity and structure in coverage isn't just a legal requirement; it’s a strategic necessity.

Judgement Reveals Itself During Uncertain TimesLeadership often appears straightforward when circumstances are stable.Pr...
20/04/2026

Judgement Reveals Itself During Uncertain Times

Leadership often appears straightforward when circumstances are stable.

Progress feels predictable, decisions feel manageable, and confidence comes easily.

But every organisation eventually encounters moments of uncertainty, periods when outcomes are unclear and pressures begin to mount.

It is during such moments that judgement becomes visible.

Difficult periods test not only strategy, but temperament. They reveal how leaders respond to stress, how they communicate with their teams, and how they make decisions when the path ahead is uncertain.

Our Group Chairman, Mr. Atul Boda often emphasizes that teams look for steadiness during these moments. They look for clarity, fairness, and reassurance that leadership remains grounded.

Challenges rarely define an organisation. The way leaders respond to them often does.

In the end, leadership is not demonstrated through words.
It is revealed through actions taken when circumstances are most demanding.

DecisionMaking

Menopause is a biological shift that affects everything from brain function and bone density to heart health and sleep p...
16/04/2026

Menopause is a biological shift that affects everything from brain function and bone density to heart health and sleep patterns.

Yet, it is still spoken about in fragments.

Did you know that hot flushes are the most common symptom, experienced by nearly 80% of women?

While it’s the most discussed and easily spotted sign, it is just one part of a much larger biological story.

In our latest edition of our WHealth Newsletter, we move beyond the whispers. From decoding the distinct phases of the transition to discussing the long-term metabolic shifts that require our attention, we explore how to support the body as hormone levels find a new balance.

This transition isn't an end point; it’s a phase that deserves mindful attention and the right guidance.
And the first step is awareness. Start here:https://jbbodagroup.com/wp-content/uploads/2026/04/WHealth-April-2026.pdf

India is entering a new phase of climate protection; one where insurance isn’t just a financial product, but part of nat...
14/04/2026

India is entering a new phase of climate protection; one where insurance isn’t just a financial product, but part of national resilience planning.

The government is exploring a nationwide climate-linked insurance scheme, designed to deliver swift, data-triggered payouts for climate events such as floods, droughts, and cyclones.

What makes this moment significant?
The collaboration it demands.

A climate scheme of this scale cannot stand alone, it brings the governments, insurers, and reinsurers to the same table. Each contributes something different: reach, underwriting capacity, analytics, and the ability to absorb systemic shocks.

Together, they can build protection that is predictable, fast, and far more inclusive than anything delivered through traditional disaster relief.

Risk designers and programme architects can turn this into an opportunity by shaping the frameworks behind this convergence - linking climate models with financial capacity, turning hazard data into payout logic, and structuring reinsurance in ways that keep the system stable even in volatile years.

As climate risks intensify, India’s resilience story will increasingly rely on shared responsibility and structured protection and not on “after-the-loss” recovery.

Do you agree with this ?

10/04/2026

Climate change is no longer about storms and floods, it’s about people.

Heatwaves are becoming more frequent, air quality is intensifying in our cities, and vector-borne diseases are appearing in regions where they were once rare.

For healthcare systems and businesses alike, these shifts translate into new forms of operational risk.

• Rising heat stress affects worker productivity
• Changing disease patterns influence healthcare demand
• Prolonged environmental stress can increase long-term health costs

These trends are prompting insurance industry to have a broader view of climate risk beyond property damage. Health portfolios, workforce protection programmes and long-term morbidity assumptions need to be examined through a climate lens.

Climate risk is quietly becoming a human risk multiplier.
And as these patterns evolve, the resilience dialogue must also move from protecting assets to protecting human capacity.

Great Leadership Thinks About the Long-Term ValueMany decisions in business are shaped by immediate pressures. Results m...
06/04/2026

Great Leadership Thinks About the Long-Term Value

Many decisions in business are shaped by immediate pressures. Results must be delivered. Expectations must be met. Opportunities often appear urgent.

Yet some of the most meaningful leadership decisions require the courage to take a longer view.

Short-term gains can sometimes appear attractive, but they do not always strengthen the foundation of an organisation. True leadership requires looking beyond the immediate moment and considering the broader consequences of today’s choices.

Our Group Chairman, Mr. Atul Boda, often reinforces an important lesson: sustainable success rarely comes from decisions made in haste.

This approach demands patience and discipline, and may require declining opportunities that promise quick rewards but carry long-term risks.

Organisations that endure are guided by leaders who are willing to think in years rather than quarters.

The courage to prioritise long-term strength over short-term advantage is one of the quiet disciplines of leadership.

InstitutionalThinking

In this month’s Median newsletter, we track the developments around the Strait of Hormuz, where rising tensions are star...
02/04/2026

In this month’s Median newsletter, we track the developments around the Strait of Hormuz, where rising tensions are starting to move through trade routes and into insurance markets. With changes in marine and war risk coverages, uncertainties are unfolding across interconnected systems, as pricing and availability of cover adjust dynamically to real-time conditions.

Alongside this, we also look at how GIFT City – IFSC is steadily positioning itself as India’s gateway for global risk flows, supported by regulatory shifts that are bringing capital closer to where risk originates. As more international reinsurers establish a presence, the shift is beginning to reflect in how risk is structured, placed, and retained within the market.

Read the full newsletter here -https://jbbodagroup.com/wp-content/uploads/2026/04/Median-April-2026.pdf

“Who was overseeing this risk?”A decade ago, most boardroom risks could be traced back to financial disclosures or gover...
31/03/2026

“Who was overseeing this risk?”

A decade ago, most boardroom risks could be traced back to financial disclosures or governance failures.

But today, a cyber incident can bring the same scrutiny.

When a data breach occurs, an AI system behaves unpredictably, or a digital platform fails at scale, regulators and shareholders are quickly turning their attention to the leadership, asking: Who is accountable for the technology risks shaping the organisation?

Technology failures are now governance failures.

Boards are expected to understand how cybersecurity, AI deployment, and digital infrastructure affect customer trust, regulatory compliance, and operational resilience.

For insurance advisors, this evolution is fundamentally reshaping how management liability in assessed. When evaluating D&O exposure, we now need to look beyond the balance sheet to analyse cyber governance, oversight structures, and digital maturity.

In a tech-driven economy, leadership decisions carry the heaviest financial and legal consequences.

The goal is not just to insure against the fallout, but to build a governance framework where technology becomes a source of stability rather than a liability.

What a thrill it is to watch your favourite athletes take the field on the world stage.But behind the celebratory roar o...
27/03/2026

What a thrill it is to watch your favourite athletes take the field on the world stage.

But behind the celebratory roar of every global spectacle lies a reality most fans never see.

Mega-events like the IPL, World Cups, or Olympics are massive, synchronized engines - athletes, venues, broadcasters, and digital networks operating across entire nations.

From an insurance perspective, this is the ultimate case study in risk accumulation.
When one gear fails, the entire mechanism feels the shock.

A severe weather event, cyber disruption, venue safety issue, or logistical failure can trigger multiple consequences at the same time, resulting in event cancellation, liability claims, infrastructure damage, or even reputational loss.

With billions in broadcasting rights and sponsorships at stake, a cancellation isn’t just a disappointment, it’s a hundred-million-dollar financial catastrophe.

Designing protection for such events goes well beyond a single policy. Organisers typically rely on layered insurance programmes backed by global reinsurance markets, providing the capital depth needed to carry peak losses. This ensures that no single balance sheet carries the entire burden.

While the world watches the game, a complex framework of resilience ensures the show goes on, no matter the uncertainty.

Address

Maker Bhavan Apt, Near. Church Gate Station, Near. Marine Lines, New Marine Lines
Mumbai
400020

Telephone

+912266314949

Website

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