Raúl Beyruti
Founder and President
GINgroup
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View from the Top

A New Approach for the World of Insurance

Wed, 09/05/2018 - 12:20

Q: What needs has GINgroup identified in employee health services and how does the company address them?

A: The government’s healthcare system cannot accommodate everyone: it does not have the reach that it should, it is not fast enough and does not have the necessary structure to adequately serve the country’s workers. It is true that Mexico has excellent doctors and the IMSS has excellent facilities, but the country is very large and it has neither the structure nor the strength to provide services everywhere.

GINgroup specializes in the acquisition and management of human capital, which is why we offer our collaborators the best possible medical scheme. The group has two types of collaborators: 10,000 internal employees working within GINgroup’s operations and 160,000 external collaborators, whom we manage. When our collaborators require medical attention and visit an IMSS clinic, they often do not receive immediate or even correct care. GINgroup also has clients in many parts of the country where there are no IMSS clinics, so workers must travel to other cities just to receive medical attention.

To address these issues, GINgroup has signed several agreements with insurance companies, including Mapfre and Zurich, and all GINgroup collaborators are granted a policy for minor medical expenses that covers their spouse and children. They do not have to pay for anything upfront; GINgroup pays directly through the insurance company.

We also have our own hospital network and agreements with other hospitals, so our collaborators have treatment options. All our hospitals are located in Mexico City’s metropolitan area but we are associated with some doctors and we are building a hospital in Tijuana. We also have regional agreements with local hospitals.

In terms of how our system works, we issue a card through one of our companies called GINxti. With this card, collaborators receive their policy for minor medical expenses, another for major medical expenses, free medical attention twice a year, free ambulance service twice a year, and discounts for clinical analyses and at hospitals that are not part of our brand. We are also creating an app called Mi Doctor (My Doctor), which we believe will revolutionize the way health is understood in the entrepreneurial world.

Q: Tijuana has become a global hub for medical devices. What opportunities does Tijuana represent for GINgroup in the health industry?

A: Our plan is to replicate in Cancun the success Tijuana has experienced in terms of medical tourism. If things go according to plan, GINgroup will have a hotel-hospital where tourists can undergo their clinical procedures. Patients will undergo surgery and then they will be transferred to their hotel room. This means they will not have to move from one place to another every time they need a consultation. I think this will have an impressive impact on the medical tourism industry in Mexico.

Q: How would you describe the level of training with which new graduates from universities and training centers in Mexico come to the health industry?

A: Mexican talent is of a very high level but the demand is greater than what is available; there are not enough qualified personnel to satisfy all the needs. It is hard to hire doctors or nurses even at our own hospitals. We do have a complicated situation, especially now that the group is growing. However, there is talent in Mexico.

Q: What can be done to retain this talent?

A: In GINgroup, we have developed four pillars that we believe are important for our workers: health, education, sports and patrimony. In relation to education, we know that we have around 160,000 employees who have not completed elementary, middle or high school, a number that represents almost 20 percent of our direct employees. For this reason, we have developed an intense educational program for them. We also provide 500 scholarships and we offer all our employees the opportunity to obtain a professional degree and a postgraduate degree. GINgroup also has its own university and we hope that in the future it can offer degrees in medicine, communication and teaching. Additionally, our employees can learn English for free through online classes. In relation to the patrimony pillar, we are trying to provide our collaborators with the necessary tools to help them increase their assets.

Q: How does GINgroup approach human talent acquisition for the healthcare sector?

A: GINgroup has 11 operational centers and each has its own recruitment area to attract the people our clients require. Our recruiting procedures involve our own platform, agreements we have with CONACYT or through universities. Sometimes clients are looking for a certain profile but they are not willing to offer a salary that matches the profile, so we help them in this regard. Once the profile has been defined, we start the recruitment process. We are aware that we have to choose the best candidates and this decision must be supported with documents, which we validate. We then send the candidates to the client for evaluation. When all parties agree, a training process begins. In this training, we ask our client to provide us with the materials that are needed to train the person in the tasks for which he will be responsible. All our employees have social security, all benefits mandated by law plus GINgroup’s benefits.

Q: GINgroup integrates several companies with different services. How do your various offerings complement each other?

A: GINgroup is focused on human capital management. However, we have seen the need to make our collaborators happy; if we achieve this, the client will be happy. To that end, we created a company called GINxti. This unit is in charge of imbuing our collaborators with greater added value. Similarly, the other GINgroup divisions were created to address the particular needs that we have detected in the market. For instance, when we realized that we needed our collaborators to speak English, we decided to create a company that focuses on English lessons. It is the market itself that generates the needs; we create the companies to provide the solutions.

Q: GINgroup has a significant number of alliances. What do you expect from your alliances and how do they improve the service you offer?

A: We have a very important project that is already under way. It is an alliance in which El Economista participates with IDC, one of the group’s magazines that focuses on labor, legal and tax topics. We are going to create a microwebsite where we hope to generate a large amount of content related to human capital that will be focused on SMEs. There will also be a section specialized on tax issues and another on financial and legal issues. Also, we want to have live TV shows that will be transmitted online and through some cable platforms. The idea is to provide live consulting services to our viewers. Through this alliance, we expect to help and promote the growth of Mexican entrepreneurs and SMEs.

Q: Of GINgroup’s entire portfolio, where do you find your largest opportunity areas?

A: It is basically in human capital. We have experienced 25 percent growth rates for the past five years in this sector. We ended 2017 with MX$26 billion billed and we think we can end 2018 with billings of MX$31 billion. We will finish 2018 with 180,000 collaborators. In 2017, we were among the 500 most important companies in Mexico, according to some magazines. We are considered the No. 1 company in Latin America in terms of human capital and we were also named the best employer in the country.

If we continue growing 25 percent in terms of human capital, necessarily it generates a positive effect on the group as a whole and helps us generate new businesses. We have opened an office in Houston, Texas, and we expect to have an office in Colombia by the end of April 2018. Immediately after, we expect to open an office in Peru. We have three offices in the Dominican Republic. Panama is in the group as well. These are the places where we will grow in 2018. If things go as planned, by the end of the year we will be opening offices in Canada and Chile.

Q: How does GINgroup adapt to different countries to provide the same service and level of benefits?

A: The first thing we look for is that our suppliers in Mexico have the capability to supply us in other countries. For instance, Zurich and Mapfre are available in Colombia and we are trying to replicate in Colombia the agreements we have in Mexico. The idea is to start from what we already have in Mexico and to open new partnerships for things that do not exist in Mexico but that exist in other countries, but everything has to have the same characteristics and follow the same process.

Q: What are the main skills that the Mexican talent system demands?

A: We are immersed in a process of change. What works today will be obsolete tomorrow, so most of our clients are looking for people who can speak English perfectly, who have finished a professional degree, who have experience and the desire to improve and who are reliable. There are many necessary characteristics but for me the most important are capability, knowledge and experience.