TALK WITH ESTEBAN MATE DE MIGUEL, DIRECTOR OF THE ORGANIZATION AND PLANNING DEPARTMENT
CHAT WITH| ESTEBAN MATE DE MIGUEL
Graduated in Physical Sciences with a specialty in Applied Physics (Energies) from the Autonomous University of Madrid, he has a Master's Degree in Strategic Management and Innovation, and postgraduate courses on Knowledge Management and Business Intelligence.
For four years he worked in a technology consulting firm carrying out projects in the field of Business Intelligence (information exploitation) in sectors such as telecommunications, banking and, finally, labor insurance companies. In 1999, and as a consultant, he arrived at Fraternidad Muprespa to implement the Management Account. Shortly after, in 2002, he joined the entity's staff, joining the Fraterdata area, for which he would subsequently be responsible.
In 2007 he was appointed director of the Organization department, currently the Organization and Planning department, a position he currently holds.
Director of the Organization and Planning department.
F.M.: This department publishes the rules that govern Fraternidad. Are we bureaucratic or is only what is necessary regulated?
E.M.M.: At a general level, formal internal regulations are few and are being reduced. We are reviewing all the regulations that we have published. If in 2013 we repealed more than 20 regulations, 2014 will be the year of the Great Cleanup. The reality is that the standard has evolved in its form and has been incorporated into management computer applications that generally prevent you from failing to comply with it. Regulating in these applications is cheap and ensures the consistency of the information.
F.M.: What does the development of the PEC mean for the department?
E.M.M.: A challenge, without a doubt. For us, the PEC has two very different areas:
On the one hand, it forces us to be up to date in everything that has to do with the sector. We practice competitive vigilance: we analyze what others do and compare it to what we do. We study what practices are followed and how other companies solve their problems. These analyzes end up in works that are taken to different internal forums in which they are analyzed.
On the other hand, we manage the control and monitoring of the PEC. This work requires us to know very well what the different units do and how. Thanks to this we have a very broad vision of what our colleagues do every day.
F.M.: Among the various functions is the exploitation and analysis of sector studies and reports in which FM's position is also reflected. Where are we good and where do we need to improve?
E.M.M.: Allow me a first reflection. We have been in existence as a mutual insurance company for 84 years and all kinds of situations have been experienced here: good and bad. But Fraternidad has always had a will to lead. This is the only way to explain why we are the result of 25 mergers or absorptions. As a mutual in the past, we have been voracious. Perhaps, for a few years it has been more difficult for us to digest some regulatory changes than other mutuals, but the desire for improvement is causing us to redirect the situation and our numbers to quickly approach the sector's benchmark.
This information is fundamental, WE ARE THE THIRD PARTIES IN THE SECTOR. And most importantly: we moved away from fourth place and gained market share for the third consecutive year. We have taken advantage of the crisis to gain ground on our competitors
The data says that we are now the mutual insurance company, among the large ones, that best manages temporary disability due to professional contingency; Three years ago it wasn't like that. We were one of the worst. However, we still have two pending subjects: the comprehensive management of disability, death-survival and the management of common contingencies. Improvement initiatives are being launched in both areas, so we expect the situation to improve.
With the official data we have, Fraternidad has been one of the mutual companies that has improved its management the most in the last two years.
F.M.: How can we achieve the vision of being the reference mutual insurance company?
E.M.M.: We have been implementing a plan for almost three years that is changing the way we work, but we must be aware that other mutual insurance companies are also making progress in their management. The sector is not stopped.
If we want to be the reference we have to take another qualitative leap that differentiates us as an Organization. Different solutions must be found, more efficient and effective than those of the competition.
The differentiating element must be sought from two pillars:
- The improvement of Knowledge Management, ensuring that the employee who wants and has something to contribute can do so in the appropriate place and time.
- The conviction that everything we do can be improved. I think that if this crisis is teaching anything, it is that we all have to be prepared for change. Companies that continue doing things as usual are closing. You have to adapt to the changes.
These must be the support points for the Fraternidad of the future: the will to improve and collaboration with our colleagues so that this ship continues on its course.
Interview Esteban Mate
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