Sun Life 2015 Annual Report Download - page 9

HERE ARE JUST A FEW EXAMPLES
OF THE CHANGES WE’VE PUT
INTO ACTION:
ANNUAL REPORT 2015 | SUN LIFE FINANCIAL INC. | 7
In Canada, we’ve launched the Digital Benefits
Assistant that extends a helping hand to Group
Benefits and Group Retirement Services plan
members right when they need it, by reaching
out proactively with relevant information and
convenient solutions that help them use their
plans fully.
Using our mobile app, group benefit plan members
in Canada can now snap a picture of the claim
receipt and submit it for reimbursement via their
smart phone; they can quickly search for more cost-
effective generic alternatives to their prescription
drugs; and use their fingerprint and Touch ID instead
of keying in a password. These investments have
contributed to a 60% year-over-year increase
in our app user traffic.
Gamification uses the experience of an online
game to engage and educate clients. In the
Philippines, we launched SunHealth Quest to
help clients improve their understanding of the
importance of health care and related insurance.
The combination of connected digital devices, predictive
models and client information – used responsibly – will
bring great value to our clients over the coming years. It
will represent a quantum leap in helping our clients achieve
lifetime financial security – the Sun Life mission.
Our Lean Six Sigma program, which we call The Brighter Way,
is contributing to productivity improvements and better
client service. By training, empowering and obligating our
employees to critically examine our processes through the
eyes of our clients and to champion continuous improvements,
we are making it easier to do business with us. Combined
with other productivity initiatives, we achieved significant
productivity savings in 2015, savings that have been reinvested
in growth.
By far, the biggest and most important change underway at
Sun Life continues to be talent and a high performance culture.
Every employee we hire must raise the average and we hold
leaders accountable for developing and managing their portion
of the talent agenda. We expect our people to be polite but
direct, and to collaborate in creating innovative solutions for
our clients. There is a sense of being part of a winning team;
we are indeed playing to win.
We are also rethinking how we work at Sun Life. In addition
to redesigning our spaces – like our new corporate
headquarters at One York Street in Toronto, opening in 2017
– we are fostering more collaboration and client interaction,
and changing our mindset around how and where we work.
Clients who have Type 2 diabetes applying for life insurance
typically pay a higher premium. In Hong Kong, we are trying
a new approach: if our client attends a diabetes clinic four
times a year and manages their condition, after 24 months
we drop the premium back to standard levels; and if they
are still in good standing after five years, we will permanently
fix the premium at standard levels. At a time when diabetes
is considered a global epidemic, this kind of health incentive
is important.