Interbrok completes digital transformation project for its healthcare center with the help of 3CON
+ 100 years
of existence
+300 thousand lives
Attended
The Interbrok Group, one of the oldest insurance brokers in the Brazilian market, with more than 100 years of experience, has just completed the digital transformation of its health center. The new system should directly and indirectly benefit around 300,000 lives.
"We've left the world of the Flintstones for the era of the Jetsons. We feel powerful, with our feet in the future"
The project to which she refers has fully automated operational tasks in the area. "Companies take out health insurance for their employees, but if they don't manage the contract rigorously, in five years the value of this expense will double, damaging the benefits programs. The new system has brought incredible agility that will help our clients maintain good savings and the same benefits over time," she says.
The Interbrok Group's Health center is one of the most innovative in the corporate benefits market. It has a multidisciplinary team made up of doctors, nurses and social workers who work to support the companies' Human Resources areas in two directions: so that the beneficiary receives humanized and quality treatment in their health events; and in the analysis and management of contracts between health operators and companies, with prevention and information campaigns as a result.
"At a certain point in our history, health plans took on a very large proportion of the business and we became more specialized. We soon realized that when companies are looking for the best health plan for their employees, they need efficient management of these contracts so that they don't have to change providers or reduce coverage from year to year," she explained.
The fact is that when concluding a large corporate contract, health insurance companies stipulate a spending ceiling. If the health expenses of the contracting company's employees exceed this ceiling, the operator can trigger an adjustment. "What happens is that without management, the ceiling will inevitably be reached, which will make the contract unviable," he warned.
For Interbrok's clients, it has therefore become essential to manage the entire employee health ecosystem. This also means investing in prevention, which is much healthier and cheaper. These actions include campaigns to raise awareness about the importance of healthy eating, physical exercise routines and preventive cancer screenings, among others. And the campaigns are more or less effective to the extent that they are tailored to each company, taking into account its reality and the needs of its population.
"In some companies, employees have more orthopedic problems; in others, it's cancer; or people's age. Technology companies, for example, are champions in bariatric surgery. How do we know this? By analyzing the data we receive from operators. Our job is precisely to analyze trends and uses, anticipate problems and, together with the companies' HR departments, design prevention campaigns," Angeles said.
She says that prevention is the key. "Breast cancer, for example, is one of the most prevalent cancers and chemotherapy is very expensive. So we usually suggest campaigns to encourage mammography. In this case, we form partnerships with laboratories so that they can make scheduling more flexible, making it as easy as possible for employees to have the exam," she said.
To do all this management, Interbrok periodically receives information on the use of medical services from the various health operators in a variety of formats. "One sent it in Excel, another in a database, and we had to create a team to organize it. Every month we spent many days just transforming spreadsheets into TXT or changing the header of 80 contracts. It was repetitive operational work that took up a lot of time. We realized that it was time to look for a technology that could help us," said Angeles.
When the Interbrok Group's healthcare unit realized that it needed to automate its processes, it started looking for a supplier of tailor-made IT solutions. "We were referred to 3CON by Tokyo Marine, which spoke very highly of the company. So we started talking to their consultants and asked for a project that would help us in the digital transformation of our healthcare center," recalled Angeles.
3CON developed an Extract, Transform and Load (ETL) project with a strong integration process. In this way, it began to extract the information from the spreadsheets and documents sent by the health operators and throw it all into a relational database. "3CON also built a dashboard through which we search this new database, bringing up the information that interests us, with greater or lesser granularity. For example, if I want to know how many women over the age of 40 had a mammogram that year at a particular company, the system allows me to do that," he said.
The new system also makes it possible for Interbrok's client companies to consult this database via a front end with a login and password specifically for them. The idea is to allow them to monitor their employees' use of health insurance and find out how close they are to the ceiling set in the contract. "The client enters our portal and accesses the information according to their permissions, always respecting the General Data Protection Law (LGPD)," he emphasized.
For the president of the Interbrok Group, digital transformation should be an objective for all companies, as it changes the level of efficiency and is an investment that pays for itself quickly, when well mapped out.
"We used to deliver something good, but behind it was an archaic process. Now we can do in minutes what used to take hours. We don't yet have an exact ROI (Return of Investments) calculation, but we can say with certainty that we've gained in agility, productivity and modernity."
"I've worked at Interbrok for 30 years and I'd say that this system has changed the company and changed the way people work a lot. My team used to spend a lot of time on operational activities, but now they spend their time on what really matters," he said.
With clients all over Brazil and no time to lose, adapting the Interbrok team to the new system couldn't be an obstacle. In order to minimize the impact on operations, 3CON opted to divide the project into modules and implement them gradually. Thanks to this, the learning curve and the team's familiarity with the new program happened naturally and gradually.
The executive also demystifies the issue of acquiring a tailor-made system. "We did a project where everything went very well, corroborating Tokyo Marine's recommendation. The choice of technology supplier is key to success in the digital transformation. 3CON has always met deadlines and managed to keep the same team over time, which has brought gains, as we don't have to waste time explaining everything again. Sometimes it happens, but they kept the team together, a cohesive team, with a manager who was always very diligent. I highly recommend them and we'll be doing other projects together. We've built it in such a way as to add new modules and we already have plans in mind for a new phase, to incorporate more resources and be even more assertive in our analysis," said Angeles de Magalhães.
Other articles:
This website uses cookies to improve the experience and performance. By browsing you agree to our Privacy Statement e Cookie Policy.