On March 11, 2020, the World Health Organization (WHO) declared the COVID-19 outbreak that had emerged in China four months earlier a global pandemic. In the five years since, it has claimed more than 7.08 million lives worldwide, including nearly 60,000 in Canada as of March 25.
In addition to upending daily life for people around the globe, the pandemic also profoundly altered how organizations operate—insurance companies included. Insurance Portal asked four insurers what lessons they had learned from the pandemic. One clear conclusion emerged: it has paradoxically had some positive impacts, both for their staff and for their clients.
Internally, the pandemic prompted the insurers interviewed to place greater emphasis on employee well-being and to pivot toward remote work, a shift that has remained in place since the crisis subsided.
Medavie Blue Cross: A turning point
“The pandemic was a turning point that changed how we operate. It represents a key chapter in our history,” said Charles St-Laurent, Regional Vice-President, Business Development for Quebec at Medavie Blue Cross, in a written statement. “It accelerated innovation in the delivery of health care.”
According to St-Laurent, the pandemic pushed the organization to think differently and focus on what matters most: its people and the communities it serves. It also gave frontline teams hands-on experience delivering care under pressure.
“The pandemic helped us develop new capabilities that will be vital in any future public health event,” he added. “Our teams’ ideas have shaped our emergency preparedness.”
Internally, the insurer made major investments to support team well-being by introducing new tools, including internet-based cognitive behavioural therapy (iCBT) and the Mindfulness app to help employees manage stress.
Lasting mental health impacts
Even though the peak of COVID-19 passed two years ago, its effects are still being felt. Claims data continues to show sustained demand for mental health services.
In response, Medavie Blue Cross expanded its offering and partnered with early intervention providers to ensure members could access professionals and personalized treatment plans more quickly.
Prepared for another crisis
Post-pandemic, the insurer continued offering flexible work arrangements, including remote work. “This flexibility has become a key element of our culture and a draw for new talent,” said St-Laurent.
“While we hope never to face another crisis of this magnitude, we are more prepared than ever. We are now ready to respond with clarity and compassion should another global health crisis arise,” he added.
Sun Life: Increase in mental health disability cases
Sun Life also felt the pandemic’s impact on mental health. It now accounts for nearly 40 per cent of long-term disability claims, said spokesperson Ariane Richard—a trend that accelerated during the surge in cases.
The most significant increase in mental health claims at Sun Life involves adjustment and anxiety disorders, often influenced by life changes and stress. These cases rose sharply during the pandemic.
Research shows that early treatment can lead to faster recovery and better long-term outcomes.
A cultural shift
When the pandemic began, the insurer swiftly moved to remote work and began hosting virtual meetings with staff.
“We’re fortunate to have psychologists and therapists on our team,” said Richard. “Thanks to our experts, everyone was able to speak openly and honestly about their mental health. We kept in close touch with employees throughout the pandemic. They told us they felt supported, heard and energized. That sparked a real cultural shift.”
Since then, Sun Life has continued applying the lessons it learned during the pandemic, trusting employees to determine which tasks need to be done in the office.
Boost in productivity
COVID-19 also led to the creation of employee forums on topics like mental health. The insurer says it ramped up its health solutions, adding virtual care to its benefits offering, for example.
These measures produced positive results. Productivity and engagement increased, says Richard, and the company continued to grow.
Desjardins: An opportunity to innovate
Any unexpected event can present an opportunity to innovate. That’s how Desjardins Group sees it—the organization used the pandemic as a springboard to evolve in favour of employees and clients alike.
“The COVID-19 pandemic helped us build agility as an insurer, and enhanced our ability to manage crises, adapt and innovate. It was an opportunity to accelerate certain changes,” said spokesperson Véronique Breton.
“The greatest lesson we learned was the importance of staying attuned to the needs of members and clients, and of our teams, and being effective and agile in supporting them through challenging times.”
A cross-sector working group was quickly formed as the pandemic emerged and closely monitored its development. This led to several product and process improvements and simplifications.
One example: during the pandemic, insurance sales staff were reassigned to call centres to respond to clients seeking support or looking to submit claims.
Virtual shift accelerated
On the organizational front, COVID-19 accelerated the shift to virtual operations.
“All our employees are now fully equipped to work virtually, which wasn’t the case before the pandemic,” said Breton. “There’s virtually no paper handling anymore. Even if we receive a form by mail, it is digitized upstream and processed virtually. The pandemic accelerated our virtual transition, benefiting both our clients and our teams.”
In life and health insurance, certain risk selection procedures adopted during the pandemic have remained in place. Some coverage options were also added to better protect clients during the pandemic and in anticipation of future similar events.
Insurance Portal reached out to Manulife multiple times, but the insurer did not respond.
