8M. Dr. Mayoralas: “being the second female manager of the HFMH honors me and motivates me to continue opening new paths”

Last July, Dr. Sagrario Mayoralas assumed the management of Hospital Fraternidad-Muprespa Habana. This pulmonologist, who has held managerial positions in both public and private centers in Madrid, has now been at Mutua for eight months.  Now we have met with her to learn more about her assessment of this time at the helm of her flagship, what future challenges the Hospital must face and to get closer to its reality: that of a reference space integrated into the network of Mutua centers.  We do it on the eve of 8M, International Women's Day, to also find out what challenges she thinks girls of the present must face and how she sees women in her field, that of medicine and management.

When several months have passed since you took over the management of the Fraternidad-Muprespa Habana Hospital, how do you value this time at the helm?
These first months have been a period of deep learning and consolidation. I have had the opportunity to learn in detail the structure and operation of our hospital, and the sector of the Mutual Insurance Companies Collaborating with Social Security, since I had experience in the sector of public medicine and private medicine, but not in that of the Mutual Insurance Companies.

During this time I have been able to get to know the hospital in depth, identify its strengths, but also its areas for improvement. And, above all, integrate into the hospital's work team, a committed and talented team that in recent years has managed to take the hospital to its current location. It fills me with pride to see how we provide quality care to our patients, and how the commitment to continue advancing in healthcare excellence is deeply rooted.

What are the main challenges when managing such a specialized hospital, especiallytically monographic?
One of the great challenges is to remain at the forefront of specialization, which requires constant updating in techniques, protocols and cutting-edge technologies. Furthermore, it is essential to effectively manage the coordination between the different services and ensure that each area has the necessary skills and resources to address the complexity of the cases. Integration and fluid communication, both internally and with other Mutual professionals, are key elements to achieve these objectives.

And the main objectives in terms of quality of care?

Our primary goal is to ensure safe, effective, and patient-centered care.

To achieve this, we are committed to the continuous improvement of our processes, the implementation of evidence-based protocols and the ongoing training of our staff. All of this, framed in a humanized care model that seeks not only to treat, but also to accompany and educate our patients and their families.

This March marks six years since the HFMH opened its doors. What are the main strengths of this center?
Our strengths include high specialization, mainly in the field of traumatology, but also in reconstructive plastic surgery, pain management or monitoring of occupational diseases.

All of this is possible because the hospital has an exceptional human team committed to excellence. Furthermore, our commitment to innovation and sustainability stands out – reflected in the LEED Healthcare certificate in its highest category, platinum, which positions us as a benchmark in the provision of health services in the sector.

What future challenges must be addressed?
The future presents us with the challenge of adapting to rapid technological and scientific advances, incorporating tools such as artificial intelligence, telemedicine and the digitalization of processes, without losing sight of the human value in care. It is also essential to continue promoting specialized training and research, to continue leading in our field and proactively respond to the emerging needs of our patients.

This hospital is the flagship of the Mutua's activity and is characterized, among other things, by its integration into the Fraternidad-Muprespa network of centers. How is this integration made effective?
Through continuous coordination and fluid communication with the network centers.

Hospital and network share protocols and standards of care, which allows us to guarantee uniform quality of care.

And respond comprehensively to the needs of our patients. This synergy is reinforced with training initiatives, research and innovation projects, ensuring that each action contributes to global excellence.

What differential facts distinguish a hospital from a Mutual Collaborator with Social Security with respect to other types of hospitals?
A hospital belonging to an MCSS is characterized by a comprehensive approach that goes beyond traditional medical care. Our model emphasizes early resolution of health problems. Every day matters. The objective is to resolve the problem as best as possible, but also in the shortest possible time so that our patients can reintegrate into the labor market with all the guarantees.

We cannot forget that this building is a benchmark in sustainability and that from the moment of its opening it had the LEED Healthcare certificate in its highest category, platinum. What does it mean to work in a center with characteristics like this?
It is inspiring, as it reaffirms our commitment to sustainability, energy efficiency and comprehensive well-being. This is reflected in a healthy work environment, in which innovation and respect for the environment are fundamental values, and which ultimately translates into higher quality care for our patients.

Tomorrow is International Women's Day. What do you think are the main challenges for women and for society and how can they be faced?
Among the challenges for women are the fight for equal opportunities, the reconciliation of personal and professional life and overcoming gender stereotypes. For society, it is crucial to foster an inclusive culture that promotes equality policies, education in values ​​and spaces for dialogue that promote empowerment. Only through joint commitment can we build a more just and equitable society.

Although the medical profession is increasingly feminized, do you think the same thing happens in management positions and decision-making centers?
Although we have made progress in incorporating women into medical practice, it is still evident that female representation in management and decision-making positions is insufficient.

I am honored to be the second female manager of the HFMH, and this motivates me to continue working to open paths and break down barriers

demonstrating that female leadership is as valuable and necessary as any other. It is essential to continue promoting policies and programs that promote equity in all areas.

What message would you like to send to the girls of the present, who are the women of the future?
I would tell all girls to dream big and strive to achieve their goals, without fear of breaking barriers. Science, medicine and leadership need your passion, creativity and determination. I would tell them to believe in themselves, always seek knowledge and surround themselves with mentors who encourage them to give their best version. Today's girls are the architects of the future and have the power to transform the world with their talent and courage.