Balancing cost, care, and community in group benefits

Understanding the importance of financial protection in uncertain times is something Sunil Hirjee, vice president, group sales and partner experience, Ontario, Western & Atlantic Canada at Beneva, has always held close. Hirjee’s approach to group benefits is deeply personal, influenced by his own family’s experience with Canada’s healthcare system. As the child of first-generation immigrants, he witnessed firsthand the challenges of navigating social assistance and private insurance. This personal insight fuelled his passion for making group benefits clearer and more accessible to Canadians. “There’s a huge need to protect yourself from situations that can impact your financial situation when it comes to your health and well-being,” Hirjee emphasizes. Hirjee’s journey in group benefits insurance started unexpectedly – simply trying to pay for university through a temp job at a major insurer –

What sets Beneva apart is its focus on mutualism – a business model that prioritizes the well-being of members and communities over shareholders. Both Hirjee and Beneva share a deep-rooted belief that group insurance should not just be about offering policies but about helping people understand and use the protections available to them. “Knowing where to go for what you need is key, and private plans can help facilitate that with the right communication strategies,” Hirjee says.

At a recent Benefits Canada Healthcare Survey seminar, key challenges like drug plan costs and inflation were highlighted as major concerns. Another challenge is the increasing utilization of benefits – people are using more of what’s available to them, and expectations are rising across the board. People have diverse needs, and what works for one employee may not work for another. However, Hirjee maintains, “None of the survey results we saw came as a surprise, which is great news because it shows we’re on top of what’s happening. We know the biggest pressure point for plan sponsors is delivering high-quality benefits within the constraints of tight budgets. There isn’t a one-size-fits-all solution, but we offer a range of strategies to help, whether you’re focused on drug cost management, reducing absences from chronic conditions, or offering more flexibility in coverage.”

While managing costs is a critical part of Beneva’s approach, the company’s broader mission goes far beyond financial considerations. Hirjee emphasizes growth concerns acquiring new clients but also maintaining strong relationships with the ones you already have. “I want to start by focusing on our existing clients,” he says. “It’s not just about expanding our reach but ensuring that those who adopted us early on become ambassadors and advocates for their experience with us. “That’s why we emphasize a very close service model, where every group is assigned both an account executive and a service representative. We believe strongly in delivering a proactive service, consistently reaching out and engaging with our clients. It is much more expensive to acquire a new business partner than to keep an existing one.” Hirjee’s approach to client retention emphasizes the importance of prioritizing service and meeting evolving needs. He recalls a question he loves to ask when recruiting: “What’s more important – the acquisition of a new client or keeping a happy client?” His answer is clear: “An unhappy client can really tarnish your brand. It has a real impact on new business acquisition.” A leadership style that is driven by a strong belief in diversity, equity, and inclusion (DEI) stems from Hirjee’s own experiences. His immigrant background, hailing from a fairly small town in Ontario, and being a member of the LGBTQ community give him a unique perspective on the importance of fostering an inclusive environment. “I want to have the biggest perspective on the diverse needs of the market,” he explains, stressing that without inclusivity, diversity alone isn’t enough. Building a culture of equity and inclusion is not just a personal mission – it’s a business imperative. “If you haven’t created a culture of equity and inclusivity, then you’re not going to get that open willingness to share opinions that are so valid,” he says. At Beneva, this approach is helping the organization better understand and meet the diverse needs of its clients. Beyond service, as a mutual organization, Beneva is deeply committed to giving back to communities. The insurer is involved in several philanthropic initiatives, particularly around mental health and anxiety, including one with York University.

Beneva is helping organizations take proactive steps to prevent certain issues from becoming costly in the first place. This includes promoting health and preventing conditions through active, healthy habits. By taking a strategic approach, plan sponsors can achieve small but impactful gains in managing these challenges.

Spotlight

For both Hirjee and Beneva, group insurance is about creating sustainable solutions that work for both employers and employees. Small and medium-sized enterprises often face the greatest challenges in this area, with rising healthcare costs making it difficult to provide comprehensive benefits. There’s a huge opportunity to have an impact, Hirjee says, especially when it comes to balancing employee expectations with budget constraints. “In my opinion, most employers genuinely want to offer this kind of comprehensive support and ensure their people feel safe, valued, and well taken care of. The challenge is that none of it comes without a cost, and those costs can be significant and ever-changing. “My vision is to help position plan sponsors in a way that allows them to truly support their most valuable asset – their human resources – while ensuring they can do so sustainably over the long term. This requires navigating the dynamic pressures of rising costs, tight budgets, and the evolving needs and expectations of employees.” Hirjee sees these challenges as opportunities for Beneva to innovate and improve. Simplifying communication and providing better tools for members to understand their coverage are key focuses for the organization. “We’ve been creating a state-of-the-art IT ecosystem for the last four years,” Hirjee shares, noting that this investment is designed to address emerging trends in the industry. Beneva’s approach focuses not only on managing costs but also on promoting wellness and preventive care. By helping plan sponsors navigate the pressures of inflation and rising healthcare utilization, Beneva can offer flexible solutions that work for both sides.

Created by the coming together of La Capitale and SSQ Insurance, Beneva is the largest insurance mutual in Canada with more than 3.5 million members and customers. Beneva employs over 5,500 dedicated employees: people looking out for people. Its humane approach is rooted in mutualist values that are shared by its employees: caring, collaboration, client focus, performance, and innovation for the future. With $25.2 billion in assets, Beneva positions itself as a major player in the insurance and financial services industry.

Company Profile

1941

La Capitale was founded

3.5 million+

members and clients

5,500+

employees from coast to coast

$25.2b

assets

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“Live as if you were to die tomorrow. Learn as if you were to live forever” – Mahatma Ghandi

Sunil Hirjee

Vice president, group sales and partner experience, Ontario, Western & Atlantic Canada at Beneva

How Sunil Hirjee and Beneva’s people-first approach is helping employers manage rising costs while supporting employees’ diverse needs

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My vision is to help position plan sponsors in a way that allows them to truly support their most valuable asset – their human resources – while ensuring they can do so sustainably over the long term”

Sunil Hirjee, Beneva

“It’s not just about expanding our reach but ensuring that those who adopted us early on become ambassadors and advocates for their experience with us”

Sunil Hirjee, Beneva

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Cost pressures and progressing employee expectations

Published November 04, 2024 4

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but evolved into a fulfilling career. His diverse roles, from operations to client-facing positions, have shaped his leadership in the group insurance sector. In 2020, joining Beneva just weeks before the global pandemic, the role aligned with his values: “I’ve seen how the specific culture I wanted became a lived reality.”

1944

Coopérative de Santé de Québec (SSQ since 1986) was founded

75 years

BENEVA's age