Developments sweeping the Qatari non-life insurance market such as embedded insurance, higher demand for more personalised products and sustainability, are transforming insurers from mere service providers to risk partners. Nevertheless, while these changes indicate advancement in the market, low penetration rates mean more has to be done to narrow the protection gap, says Qatar Insurance Group’s Mr Salem Al Mannai.
Qatar’s non-life insurance market is entering a phase of transformation and steady expansion. Customers are increasingly seeking insurance that aligns with their lifestyles, moving beyond basic coverage to more personalised and flexible solutions, according to Qatar Insurance Group CEO Salem Al Mannai.
He also said, “There’s growing demand for added services like roadside assistance and integrated health benefits, and insurers are expected to provide seamless and tech-enabled experiences.”
Mr Al Mannai made these comments in an interview with Middle East Insurance Review, in which he outlined the current state of the non-life insurance market in Qatar.
This shift in customer demand is impacting the entire insurance value chain, from policy purchasing to onboarding and claims settlement, he added. The push for digital-first services is matched by growing awareness among individuals and businesses about the value of insurance as a long-term risk management tool.
Additionally, Qatar’s strategic investments in infrastructure, logistics, energy, and transport, as part of its economic diversification strategy, are expanding the scope for commercial lines of business, especially in sectors like construction, marine, and energy that require sophisticated risk solutions.
Current challenges
Like any evolving market, the non-life insurance industry in Qatar faces a mix of external and internal challenges.
Climate change is increasing the frequency and severity of extreme weather events, which raises insured losses and compels insurers to rethink their underwriting models. Meanwhile, the vast amount of sensitive data insurers manage makes cyber security a growing threat to both clients and insurers.
“Talent is another critical issue. The demand for professionals with expertise in data science, AI, and digital transformation is rising faster than the available supply. Developing capacity in these areas is essential for long-term resilience,” Mr Al Mannai said.
On the operational side, legacy systems remain a barrier to full digital transformation in parts of the market. While the sector is making progress, integration and agility remain uneven.
Finally, while Qatar’s insurance sector is growing, market maturity is still developing with low penetration rates in certain segments. Bridging this awareness gap is key to unlocking broader penetration rates and long-term growth.
Insurance coverage and product trends
Mr Al Mannai said that the Qatari non-life sector is seeing strong momentum toward modular, on-demand products. “Especially among younger consumers, there’s a preference for flexibility, choosing exactly what they’re covered for and paying only for what they use. This is driving growth in pay-per-use and behaviour-based models, particularly in motor insurance where telematics is gaining ground,” he said.
Microinsurance services are also on the rise, along with product add-ons across travel, motor, and health. These allow customers to access more tailored protection that fits their specific needs and lifestyles. On the commercial side, the market is seeing new risk classes emerge, particularly around parametric insurance, which enables faster, trigger-based payouts and is gaining attention for its efficiency and transparency.
Cyber insurance is another significant growth area. As more businesses digitalise, SMEs and startups are increasingly aware of their exposure to data breaches, ransomware, and disruption. He said, “We’re seeing demand for bundled solutions combining cyber, property, and liability coverage, especially from companies seeking simple, all-in-one protection.”
Embedded insurance is also gaining traction, where coverage is integrated into FinTech, travel, or e-commerce transactions. This model streamlines distribution and embeds insurance within customers’ daily lives. For example, Qatar Insurance Group’s partnership with Alfardan Automotive enables customers to access tailored insurance solutions directly at the point of vehicle purchase or servicing. This creates a seamless, digitally enabled experience where insurance becomes a natural part of the automotive journey, he said.
These partnerships simplify access and reflect a broader shift toward distribution models that are contextual, customer centric and technology driven.
Transforming services through digitalisation and AI
Digitalisation and AI are having a major impact on the non-life insurance industry in Qatar.
On its part, QIC is embracing the transformation fully. Mr Al Mannai said, “One example is our partnership with Ooredoo. Through their digital platforms, we’ve integrated insurance services that are accessible via mobile, making protection available as part of customers’ everyday digital lives.
“Customer expectations have changed. People want instant support, 24/7 access, and seamless service. That’s why we’ve invested in tools like chatbots, mobile-first interfaces, and self-service portals. Predictive analytics helps us understand individual needs and offer more personalized solutions. And on the operational side, automation is helping us process claims faster and more efficiently.”
On the AI front, QIC is actively exploring its application across the entire insurance value chain. “We’ve launched pilots and proof-of-concepts using agentic AI in areas like digital marketing, underwriting, claims, reinsurance, and even internal support functions. The goal is to improve speed, accuracy, and overall customer experience while building a leaner and more agile organisation,” he said.
He added, “And it’s not just about internal transformation. Through QIC Digital Venture Partners, we’ve built a strong track record of supporting the InsurTech and FinTech ecosystem. We invest in startups, form global partnerships, and lead initiatives like the MENA InsurTech and FinTech Summits, the MENA InsurTech Accelerator, and regular mentorship programmes.”
ESG and sustainability
Although still in the early stages, sustainability is starting to influence product design. There’s growing interest in climate linked insurance and ESG-conscious underwriting, and QIC expects this to become a much more prominent part of the industry moving forward, said Mr Al Mannai.
QIC recently received MSCI’s highest ESG rating, a significant milestone for the group. This recognition places QIC among the world’s top-performing insurers for ESG excellence and governance resilience. It also solidifies QIC’s position as the first company in Qatar and the only insurer in the MENA region to receive a provisional ESG ‘AAA’ rating from MSCI, joining a select group of global property and casualty insurers to earn this distinction.
The rating is a testament to QIC’s role in setting the benchmark for leadership in sustainable insurance and to drive meaningful, measurable impact across the industry, he said.
He added, “Sustainability has become an essential pillar of how we operate and grow. We have implemented a group-wide ESG and sustainability framework that guides our decision-making across key areas including climate risk, ethical governance, human capital development, responsible investing, and community impact. This framework ensures that ESG considerations are embedded into our underwriting, investment strategies, and operational processes.”
In addition, as a member of the United Nations Environment Programme Finance Initiative (UNEP-FI), QIC is actively contributing to global efforts to shape sustainable finance and insurance practices. Through this partnership, QIC has committed to aligning its business with the UN Principles for Sustainable Insurance and the broader Sustainable Development Goals. QIC’s ESG strategy is also aligned with Qatar Stock Exchange’s ESG reporting guidelines and the Qatar Central Bank’s directives to promote sustainable practices in the financial sector.
Mr Al Mannai said, “Locally, we are proud of our role in supporting Qatar National Vision 2030, particularly its environmental and human development pillars. One recent initiative involved planting 1,000 trees in Qatar in collaboration with the Ministry of Environment and Climate Change, contributing to the country’s environmental conservation goals and raising awareness about climate action within the community.”
Looking ahead
Asked for his view of the future of the non-life insurance industry in Qatar, he said, “The future will be defined by greater personalisation and deeper tech integration. We’re moving toward a model where insurers act as risk partners, helping clients anticipate and mitigate losses through tools like IoT sensors, predictive analytics, and real-time alerts.
“The insurance experience will become more embedded, intelligent, and seamless. Customers won’t necessarily seek out insurance; it will be woven into platforms and services they already use. To meet this shift, insurers must forge new partnerships, adopt new distribution models, and commit to ongoing innovation.”
Regulatory support will also be crucial, he added, stating, “We expect Qatar’s frameworks to evolve with digital transformation, enabling experimentation while safeguarding market integrity and consumer trust. One standout feature is the Qatar Central Bank’s Regulatory Sandbox for FinTech companies, which allows insurers to test new digital solutions in a controlled environment before full deployment, fostering innovation while managing risks.
Mr Al Mannai asserted, “With forward-looking policies, strong investment in digital infrastructure, and a firm commitment to sustainability, Qatar offers fertile ground for industry evolution. As one of the region’s most established insurers, we’re proud to contribute to this transformation and help shape what comes next.” M