Category: Insights

  • When Your Healthcare Claim Gets Flagged

    When Your Healthcare Claim Gets Flagged

    INSIGHTS | BENEFITS AND ACCOUNTABILITY

    Canadian insurers are using increasingly sophisticated data, analytics and artificial intelligence to identify potentially fraudulent healthcare claims. But as the industry gets better at finding suspicious patterns, questions remain about transparency, false positives and what happens to legitimate claimants caught in the process.

    For most Canadians with workplace health benefits, submitting a healthcare claim is routine.

    A prescription is purchased. A physiotherapy appointment is completed. A dental procedure is performed. A claim is submitted through an app or benefits portal, and reimbursement follows.

    What happens between pressing “submit” and receiving the money is less visible.

    Behind that simple transaction is a sophisticated claims ecosystem designed to answer one question: Should this claim be paid?

    Canadian insurers are increasingly using data analytics, automated systems and artificial intelligence to identify unusual billing patterns, potential fraud and claims requiring additional review.

    The objective is straightforward: protect the integrity of benefits plans and help control premiums and benefit costs.

    But another question follows: What happens when a legitimate claimant looks suspicious to the system?

    The scale of Canada’s benefits system

    Private health insurance plays a significant role in Canadian healthcare. According to the Canadian Life and Health Insurance Association (CLHIA), member companies provide supplementary health insurance to nearly 30 million Canadians.

    In 2023, insurers paid approximately $36.6 billion in supplementary health claims.

    The vast majority of claims are legitimate. But benefits fraud remains a concern for insurers, employers and plan sponsors.

    Fraud can involve fabricated or inflated claims, services that were never provided, inappropriate billing, provider-claimant collaboration or reimbursement for services that are not covered. There is also waste or abuse, where activity may be questionable without necessarily constituting deliberate fraud.

    For an individual insurer, detecting patterns can be difficult. A provider’s unusual activity may appear ordinary when viewed in isolation. Broader analysis can reveal connections across millions of claims.

    AI enters the claims system

    In 2022, the CLHIA announced an industry initiative to pool de-identified claims data and use advanced artificial intelligence to identify potential benefits fraud.

    The initiative was designed to analyze patterns across millions of records and identify connections that might not be visible within an individual insurer’s data.

    In May 2025, the CLHIA announced that additional providers and data were being added to the program. Its 2024 industry facts reported that more than 55 million claims had been analyzed using advanced AI to identify links to potential fraud.

    For insurers, this represents a powerful fraud-fighting tool.

    For Canadians, it raises a different question: What happens when the system identifies you—or your healthcare provider—as unusual?

    A flag isn’t a finding of fraud

    This distinction is critical.

    An analytical system does not necessarily determine that someone committed fraud. It may simply identify a claim, provider or pattern that warrants further investigation.

    That could involve unusual billing behaviour, claim frequency, relationships between providers and claimants, geographic patterns or other characteristics.

    A flag is therefore not necessarily an accusation.

    But the consequences can still be significant. A claim may be delayed, additional documentation requested, a provider contacted or a claim referred to a special investigations unit. In more serious circumstances, an insurer may deny a claim or take action against a provider.

    For a legitimate claimant, the experience can be confusing. They may have done nothing wrong; they may simply have been caught in a pattern that looked unusual statistically.

    The false-positive problem

    Every fraud-detection system faces the same challenge: How do you identify more fraud without incorrectly flagging legitimate activity?

    If a system is too conservative, sophisticated fraud can go undetected. If it is too aggressive, legitimate claims can be caught in the net.

    Healthcare makes that challenge particularly important.

    People have different medical needs. Some patients require frequent treatment. Some providers specialize in complex conditions. Families can also experience periods when their legitimate healthcare utilization increases dramatically.

    A statistically unusual pattern may therefore have a perfectly reasonable medical explanation.

    That makes the human review process critical.

    The question isn’t simply whether technology can identify unusual activity. It is what happens after the flag is raised.

    Does a human review the claim? What information does the reviewer receive? Can the reviewer override the system? Is the claimant told why additional information is required? How long can the review take? What happens if the initial concern proves unfounded?

    The answers may vary by insurer, claim type and reason for review.

    The privacy question

    As insurers connect more information, another issue becomes increasingly important: How much information should be used to assess an individual claim?

    Healthcare claims contain highly sensitive personal information. Even when data is de-identified, combining large datasets can reveal patterns that would not be visible in individual records.

    Canadian privacy regulators are increasingly examining the implications of artificial intelligence and automated decision-making. A 2026 joint investigation by federal and provincial privacy regulators emphasized the importance of consent, reasonable expectations, accuracy and safeguards around sensitive personal information.

    Those principles matter in insurance.

    A claimant may reasonably expect information provided to an insurer to be used to adjudicate a claim. Whether that expectation extends to analysis against millions of other claims is a more complicated question.

    Insurers can argue that fraud prevention is a legitimate purpose. The challenge is balancing that purpose with appropriate privacy protections.

    Protecting the system and the claimant

    There is a strong economic rationale for fraud detection.

    The CLHIA has framed its industry initiative as a way to protect the affordability and accessibility of group benefits. Fraud can ultimately affect employers, employees, insurers and plan sustainability.

    But increasingly powerful detection tools create a corresponding responsibility.

    If technology is being used to protect the benefits system, there must also be processes to protect people incorrectly identified by that technology.

    A data model can identify a pattern. It cannot necessarily explain why the pattern exists.

    Consider a patient receiving physiotherapy several times a week. A model may identify unusually high utilization. An investigator may initially see a concern. But the patient’s medical circumstances could provide a completely legitimate explanation.

    The investigator’s role is therefore not simply to confirm the algorithm. It is to determine whether the underlying concern is valid.

    Canada’s next claims challenge

    The Canadian insurance industry is likely to become increasingly sophisticated in identifying questionable claims. Fraud costs money and can undermine confidence in benefits plans.

    But better fraud detection requires better accountability.

    As insurers expand their use of analytics and AI, Canadians should be asking: How many claims are flagged? How many are ultimately found to involve fraud? How many are cleared? How long do investigations take? How often are decisions reversed? What information is shared across insurers? How is claimant privacy protected? And who reviews these technologies to ensure they are producing appropriate results?

    These are not anti-insurance questions.

    They are accountability questions.

    The future of Canadian healthcare claims is unlikely to be a choice between technology and people. It will be a combination of both.

    Data and analytics can identify patterns humans cannot easily see. Investigators and claims professionals can provide context algorithms cannot.

    The challenge is ensuring one complements the other.

    The most effective fraud-detection system may not be the one producing the most alerts. It may be the one producing the right alerts—and giving qualified professionals the information, time and authority to determine what those alerts actually mean.

    Because when a healthcare claim is flagged, the person on the other side of that claim isn’t a data point.

    It’s a patient.

  • Mental Health Is Becoming a Strategic Imperative for Canadian Business

    Mental Health Is Becoming a Strategic Imperative for Canadian Business

    WORKFORCE HEALTH | BUSINESS STRATEGY

    For years, workplace mental health was often framed as a benefits question: offer an employee assistance program, circulate a wellness resource and respond when an employee is in crisis. That approach is no longer sufficient for many Canadian organizations.

    Labour shortages, rising disability claims, burnout, absenteeism and the growing complexity of work have made psychological health a boardroom issue. The strategic question is not whether employers should care about mental health. It is whether they can afford to treat it as separate from productivity, retention, safety and organizational resilience.

    “Mental health is not a peripheral wellness initiative. It is a core condition of sustainable performance.”

    The business case is widening

    The economic effects of poor mental health are felt across the organization. They appear in missed work, reduced capacity while at work, turnover, conflict, safety incidents and delayed access to care. They also shape whether employees believe their employer is credible when it speaks about trust, flexibility and inclusion.

    • Absenteeism: mental health conditions remain a significant driver of time away from work.
    • Presenteeism: employees may be present but unable to work at full capacity when stress, anxiety or depression go unsupported.
    • Retention: psychologically unsafe workplaces can accelerate departures in already competitive labour markets.
    • Disability costs: longer or more complex claims can create operational and financial pressure.

    What the evidence shows

    Canadian research consistently points to a substantial workplace impact. The Mental Health Commission of Canada has estimated that mental illness costs the Canadian economy tens of billions of dollars annually, with workplace losses forming a major share. Statistics Canada has also documented the relationship between mental health, work absence and labour-force participation.

    “The most useful measures connect employee experience to operational outcomes, rather than treating wellbeing as a standalone score.”

    From programs to operating practice

    A strategic approach goes beyond adding services. It asks how work is designed, how managers are supported, how change is communicated and how leaders respond when workload or uncertainty rises. It also recognizes that access to care matters, but cannot compensate for preventable workplace conditions.

    • Train managers to recognize concerns, hold supportive conversations and connect employees to appropriate help.
    • Review workload, role clarity, staffing and change-management practices for psychosocial risk.
    • Build psychological health into health and safety governance, not only human-resources programming.
    • Use confidential feedback channels and act visibly on what employees report.

    WSIB explainer

    In Ontario, the Workplace Safety and Insurance Board may provide benefits for work-related mental stress in circumstances set out in legislation and policy. Claims are assessed on their facts. For employers, the practical implication is clear: psychological injury should be understood as part of workplace risk, with prevention, documentation and early support carrying real importance.

    Organizations should seek appropriate legal, clinical and occupational-health advice when responding to a specific claim or incident. A broad workplace strategy is not a substitute for individualized support.

    Measure what changes

    Measurement can help leaders distinguish activity from impact. Participation in a webinar or use of an employee assistance program may be useful indicators, but they do not on their own show whether work is becoming healthier or more sustainable.

    • Activity measures: training completion, program uptake and communications reach.
    • Experience measures: psychological safety, workload, manager support and confidence in speaking up.
    • Outcome measures: absence, turnover, disability duration, safety events and engagement trends.

    “What gets measured should help leaders improve the conditions of work, not simply prove that a program exists.”

    A leadership test

    The organizations making progress are not necessarily those with the longest list of benefits. They are the ones that make mental health visible in leadership decisions: how priorities are set, how teams are staffed, how performance is managed and how people are treated during change.

    For Canadian business, the strategic imperative is increasingly straightforward. A workforce cannot be resilient if the systems around it routinely create avoidable strain. Mental health belongs in the same conversation as talent, productivity, safety and growth.

    Sources

    Closing take: The next phase of workplace mental health will be defined less by awareness campaigns than by whether organizations redesign the conditions that shape employee wellbeing every day.